Polish Defence Yearbook 2012 by Marek Szyl

Polish Defence Yearbook 2012

Industry, Armed Forces and Security Services

Volume VII 2012 (3) ISSN 1896-2386

Bumar sp. z o.o. Al. Jana PawĹ&#x201A;a II Nr 11 00-828 Warszawa Tel.: +48 22 311 25 Fax: +48 22 311 26 42

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... LAND WARFARE / MILITARY AVIATION / NAVAL WARFARE / DEFENCE ANALYSYS WEAPON SYSTEMS / INDUSTRY NEWS / SPECIAL OPERATIONS FORCES...

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Polish Defence Yearbook 2012 Polish Defence Industry

Polish Defence Yearbook 2012 is available on CD too.

Polish Defence Yearbook 2012 The information included in this edition have been updated on July 31, 2012 ISSN 1896-2386 Editor-in-Chief Editorial Staff

Andrzej Ulanowski marketing@magnum-x.pl Cezary Szoszkiewicz Norbert Bączyk, Andrzej Kiński, Michał Sitarski, Maciej Stanecki, Krzysztof Zalewski

Editorial Address

Magnum X Publishing House Ltd. Grochowska 306/310 03-840 WARSZAWA POLAND phone: +48 22 810 33 30  +48 22 870 21 99  +48 22 810 74 98 fax: +48 22 810 90 79 e-mail magnum@magnum-x.pl

Mobile gun system – version of Anders Multirole Tracked Platform with CMI Defence CT-CV turret. Photo OBRUM

Layout Editor

Table of contents

Andrzej Ulanowski, Maciej Stanecki +48 22 870 21 99  +48 22 810 33 30 marketing@magnum-x.pl mks@magnum-x.pl

phone: e-mail

Polish Defence Yearbook 2012 . ................................................................................................................ Poland – People, Country and Politics ................................................................................................ Polish Defense Industry: Quo Vadis? .................................................................................................... Magnum-X: Polish Leader in Military and Defence Press Market ....................................... Polish Defense Industry in Search of Identity ................................................................................ Armed Forces Technological Modernization — Experiences and Expectations ...... European Defense Octopus ........................................................................................................................ Not only Armed Forces ................................................................................................................................... Evolution of the offset under influence of the Directive 2009/81/EC and the Strategy for European Defence Technological and Industrial Base ........... Leading Aerospace Companies Investing in Poland . ...............................................................

6 7 12 16 18 28 40 46

BUMAR Group . ..........................................................................................................................

BUMAR sp. z o.o. . ................................................................................................................... Interview with Krzysztof Krystowski, CEO of the Bumar Group . ......................... Bumar I Ammunition . .......................................................................................................... Bumar I Soldier ....................................................................................................................... Bumar I Electronics ............................................................................................................... Bumar I Land ...........................................................................................................................

60 62 65 67 69 71

PROFILES OF COMPANIES . ................................................................................................

Auto-Hit for the Army (Auto-Hit Sp. z o.o.) .................................................................. CTM – Innovation for Security (R&D Marine Technoloy Centre) .......................... ETRONIKA – eyes on target (ETRONIKA Sp. z o.o.) .................................................... Jakusz . ....................................................................................................................................... “Flying” Institute (Air Force Institute of Technology) . .............................................. MSPO World Class Exhibition ............................................................................................ Military Institute of Armament Technology (Wojskowy Instytut Techniczny Uzbrojenia) . .............................................................. WZM Siemianowice .............................................................................................................. Pimco Sp. z o.o. . ..................................................................................................................... Chamber of Arms (Polish Chamber of National Defence Manufacturers) . ......... Piap ............................................................................................................................................. Polish Leader in Radio Communication (RADMOR SA) ........................................... World Class Electronics and Communications Supplier for Present & Future Combat Systems (WB Electronics) ......................................... Versatile Networkcentric Data Communication Platform JASMINE (TELDAT) .......... Electronics Equipment from Zielonka (Wojskowe Zakałady Elektroniczne SA) . .... Missile Technology Upgrade Centre (Wojskowe Zakłady Uzbrojenia S.A.) . .........

75 76 77 78 79 81

LIST OF COMPANIES (in alphabetical order) . ....................................................

Robert Kluczyński

Marketing and Advertising

Magnum X Publishing House Ltd. Grochowska 306/310 03-840 WARSZAWA POLAND

Authors of Illustrations Piotr Abraszek, Norbert Bączyk, Michał Fiszer, Andrzej Kiński, Krystian Powalski, Miłosz Rusiecki, Katarzyna Szoszkiewicz, Jarosław Wiśniewski, Archive

52 56

83 85 86 87 88 89 91 94 97 98

Magazines published by

DEPUTY PRIME MINISTER MINISTER OF ECONOMY

NEW CHALLENGES FOR THE POLISH DEFENSE INDUSTRY

he policy of the defense industry development is one of. the key branches of the economy. This sector continues long term tradition of weapons manufacturing in Poland and can be named as one of the main pillars of the Polish National Security. Domestic industry remains an important provider of equipment for the Polish Armed Forces. Moreover, Polish research and developments centers are developing new technologies in the field of defense. The main goal of the Polish Minister of Economy is to support the innovative and competitive Polish Defense Industry worldwide, which allows its full participation in international cooperation, both in research and development and productive dimension. It is a question of the condition of modern economy, and the most important, saving of work places. The effectivity of the Polish Defense Industry depends on various factors, such as efficient administration, which is aimed at taking care of the Polish entrepreneurs interests, creating new devices to support the production process, creating new law regulations, promoting the export, economic diplomacy, and investment activities. Referring to the above statement, the Offset, which is considered as an important and efficient instrument of the direct support of the Polish industry in terms of achieving new technological capabilities, and remains as the strongpoint. Direct Offset, despite the strict EU law, is still going to be used to improve potential and defense capabilities of the EU member states. The Offset has tremendous influence on the European Defense Technological and Industrial Base. Solidified industrial cooperation in terms of the Offset, has a positive impact on the networking process between Polish defense companies and foreign defense industry representatives, foccused creating Development Centers. It needs to be underlined that development of the Defense Industry Policy is determined by the cooperation between Ministry of Economy and Ministry of Defence. This cooperation is indispensable because of the necessity to define the fundamental national security interest priorities based on Art. 346 of the

Treaty on the Functioning of the European Union and related to the exemption of the military equipment and weapons to the limitations of the directive 2009/81/WE. In terms of this type of transactions it will be allowed to use the Offset agreements, which is going to be justified as the fundamental national security interest. Thus, the Polish Defense Industry is going to have a chance to develop competitiveness and leveling some technological deficiencies, in order to remove all the limitations in terms of integration with European Defense Market. Minister of Economy has a significant intent to develop market and industrial cooperation with the European Defense Agency. EDA is the most important subject in the field of making decisions aimed at developing EU defense capabilities. The role of the EDA is constantly rising, we can observe the effects of the defense research, the development support, the planning, coordination of the EU member states weapons and equipment orders. In terms of bilateral cooperation between defense industries, the United States of America remains as the strategic partner in terms of security and defense investments. Polish commitment to the Visegrad Group (group V4), which is the platform of cooperation between Czechs, Slovakian, Hungarians in the Central Eastern Europe is very important. Poland is inspiring the activities of cooperation between defense industries also by opening relations with Bulgaria and Romania. Summerize, we need to underline that the main target of the Defense Industry development policy is to improve its competitiveness and innovativeness to the level, which guarantees implementation, launching new technological areas, intensified research, and development initiatives, necessary for our domestic defense entrepreneurs to reach significant position not only in Europe, but also worldwide.

WALDEMAR PAWLAK Deputy Prime Minister, Minister of Economy

UNDERSECRETARY OF STATE FOR ARMAMENT AND MODERNIZATION in the ministry of national defence

EFFICIENT DEFENCE INDUSTRY IS STRENGTHENING EUROPEAN COMMUNITY

ou are holding in your hands the ”Polish Defence Yearbook 2012” – a publication that gives insight into the current capabilities of the Polish defence industry, which consistently builds up its potential in order to fully satisfy the modernisation needs of the Polish Armed Forces. Poland’s significant involvement in operations conducted by NATO and the EU additionally stimulates integration of the Polish Armed Forces with both NATO forces and within the framework of European Union Battlegroups. This supports the technical modernisation of our army. Activities carried out as part of military missions, humanitarian actions and other operations abroad provide particular conditions to test equipment and logistics procedures. Experience and knowledge gathered in the course of these activities help define the directions of development and modernisation of the Polish Armed Forces, challenging Polish entrepreneurs to seek new solutions in the realm of defence and state security. Technical modernisation of the Polish Armed Forces is based on the Operational Programmes and Armament Programmes launched in 2009. Fourteen programmes are being currently realised (five main and nine specialist ones). In the spring of 2012 the Operational Needs Review was completed by the Polish General Staff. As an outcome of this work a package of Operational Requirements was prepared, which form the basis for preparing a new Polish Armed Forces’ development programme for the years 2013-2022. These requirements are also used for verification of currently conducted Operational Programmes or establishing new ones. As regards technical modernisation priority was granted to: unmanned combat systems, information systems, air defence including missile defence, Army mobility and firepower (including artillery programmes), as well as reconstruction of the Polish Navy’s combat capabilities. Armament systems introduced into the Polish Armed Forces as part of the technical modernisation use the latest technologies, which ensure meeting the tactical-technical specifications and the requirement of interoperability with our allies. Modernity of armament and military equipment is also reflected by its planned operational life cycle, which can be measured in dozen or so years.

The architecture of the implemented armament system structure features: openness, flexibility and modularity. Such approach ensures easy, needs-oriented adaptation to realised tasks and simultaneously reduces costs of production, operation and maintenance. To meet these requirements today’s offer of the defence industry should be comprehensive and cover the entire lifetime of a product, from its delivery with a training package, through all the stages of its use, up to its final disposal. The Polish defence industry, of which the State Treasury is the owner, is a subject to permanent restructuring. The process is supported by such mechanisms as active participation in international EU and NATO programmes, as well as off-set and polonisation programmes. The essence of the restructuring is the adaptation of the industrial potential to the needs of armed forces as well as to market requirements. The changes introduced improve the competitiveness of the Polish industry. Contracts won for deliveries of armament to armed forces, not necessarily Polish, serve as check points of levels of competitiveness achieved by the industry. Based on up-to-date defence technologies and the know-how developed, both independently and under international cooperation, the Polish industry undertakes a difficult challenge to meet the requirements of modern international defence market. Today, the ability to concentrate the potential of industrial parties, including cross-border one, is important to achieve effective operation. Industrial consortia created for this purpose are able to offer to armed forces cutting-edge technologies that meet the criteria of armament systems of open architecture. The review of Polish defence industry companies, presented in the ”Polish Defence Yearbook 2012”, is a valuable source of information regarding defence industry. It offers to all those interested possibilities of establishing contacts with representatives of this particular branch of our industry. It is worth learning the capabilities of the Polish defence industry. I cordially invite you to read the 2012 edition of this publication. Undersecretary of State for Armament and Modernization WALDEMAR SKRZYPCZAK

Head of the National Security Bureau

Professional analyses and threat monitoring for state security

t is my pleasure to introduce you to a new edition of the „Polish Defence Yearbook”. Like in the previous editions, you will find catalogued information regarding the Polish Defence Industry – current potential, achievements, and trade offer, divided into individual chapters. Starting from the biggest and best known capital group, through the smaller companies producing armament and military equipment or providing repair and renovation services, research and development institutes. The publication offers also information about the small private companies that managed to enter the industry. with success. Operating in the NATO and the EU environment, the Polish Defence Industry has been going through reorganisation and consolidation processes for several years. Those actions, initiated and coordinated by the Polish government and closely monitored by the President of Poland, the Supreme Commander of the Armed Forces, aim at the most efficient adjustment of the whole sector to the constantly changing global economic environment. The offer is to create an industry that can compete on European and world markets.

An important factor conditioning the future of the products manufactured by the armament industry are research centres. Successful research and tests enable us to equip the army with products adjusted to the needs of modern battle field and at the same time useful in everyday work performed by the Police Forces or the Border Guards. The current edition of the „Yearbook” provides you with the offer of research centres. Companies and institutes that are the subject of „Polish Defence Yearbook” have withstood the toughest period in the past twenty years, which followed the political changes of 1989. It concerns mainly the slump in the defence orders resulting from the economic and financial crisis of the 2008–2009 period. These entities continue to perform research for the army and provide modern armament and military equipment ordered mainly by the Polish Armed Forces. I am deeply convinced that the systematically offered support by our state to the sector will reinforce its competitiveness against the biggest world producers. Head of the National Security Bureau Stanisław Koziej

polish defence yearbook ďż˝ editIon 2012 Dear Readers,

e would like to present you the newest edition of the Polish Defence Yearbook, Industry, Armed Forces, and Security Services, published by Magnum-X, the oldest, the biggest, and independent military Publishing House in Poland. The Yearbook is a free of charge publication in English only in traditional and electronic version. What is it about? First of all, the Polish Defence Yearbook is the Polish Defence Industry guide, vademecum and catalogue for all people interested in this field. In the yearbook, you may find all the essential information concerning key defence companies in Poland, about their production profiles, their latest offers, and relevant contact information. Large part of the materials has been prepared by the Publishing House, and the rest of material has beenprepared by the other companies, we included the list in the index (p. 107). The Polish Defence Industry is a very important branch of the national economy, which create and maintain employment. Moreover, it offers various types of high technological equipment, such as tanks, helicopters, artillery systems, and many other elements. It is worth to get acquainted with their offer, especially for the fact that the Polish Ministry of Defence and the Ministry od Economy prefer to cooperate with foreign partners by involving Polish companies into transactions. Polish decision makers are focusing on transactions which are going to be profitable for the National Economy. Those translations regard substantial amount of money. Every year they cost Polish government approximately 5 billion PLN. The Polish Defence Industry has a long tradition and interesting perspectives for the future. In the Yearbook we present history of selected companies, their current situation and points of business-interest, export goals, and future plans. We observe globalization process also in the context of the defence industry. That is why the Yearbook presents smaller companies, which are part of big international companies. These companies have decided to produce their own equipment and products in Poland,

and after wards they sell them to various places worldwide. The Polish Defence Yearbook can be referred as the ambassador of the Polish Defence Industry. We address it especially to professionals from defence industry, potential customers, foreign defence departments representatives, and politicians. Therefore, the Yearbook is not available in a regular distribution, and it is available for its direct receivers during important fairs, trade shows, and business meetings, or during official presentations of the products. We can achieve it because of our cooperation with high government representatives and industrial leaders. The main goal of the Yearbook is to present its potential capabilities to the foreign partners of the Polish Industry, and to drive the attention of everyone who might be interested in the subject. During the implementation of our program, we have cooperated with and received very important support from the Polish Ministry of Foreign Affairs, the Ministry of Economy, the Ministry of Defence, the National Security Bureau, the Polish Chamber for National Defence Manufacturers, and the Bumar consortium. Poland is a difficult but very promising market. Polish companies can benefit from various modernization programs of the Polish Armed Forces, and they are especially successful in export. The process of consolidation of the defence industry is moving forward. Battle management and ultimate IT supporting systems are the most swiftly developing sectors. The process of delivering combat vehicles is in progress, we expect new long term programs related to air defence systems, helicopters, modernization of the navy, UAVies, and many other. Polish companies should take a part in the implementation of these contracts, through cooperation with foreign partners. That is why, it is significant to examine their offer with attention, also in terms of their export capabilities. We believe that our Yearbook will help you to achieve these goals. We wish you an inspiring lecture, Magnum-X Publishing House

Poland — People, Country and Politics Poland lies in the central part of the European continent. Poland’s total surface area is 322 500 sq km (312 600 sq km of land, 1 200 sq km of inland waters, and 8 700 sq km of territorial waters).

oday’s territory of Poland was determined after the Second World War by the victorious powers, as a result of the peace conferences at Yalta and Potsdam. Poland lost about 20% of its prewar territory. Its borders were moved north, to the Baltic coastline, Warmia (Varmia) and Mazury (Masuria); and west, to the Odra (Oder) River and the Nysa Łużycka (Lusatian Neisse) River. In the east, now the new border ran along the Bug River. Poland gained some 100,000 sq km in the north and west: Warmia and Mazury, Ziemia Lubuska (the Lubusz Region), Dolny Śląsk (Lower Silesia) and part of Górny Śląsk (Upper Silesia), at the same time losing aproximately 78,000 sq km of its territories in the east and north-east: rejon Wilna (the Vilnian region), Polesie (Polessie), Wołyń (Volhynia) and Podole (Podolia). As a result of those dramatic shifts, the current territory of Poland is more or less the same as it was a thousand years ago. The country has a roughly circular shape with a characteristic narrow spit of land, the Hel Peninsula, jutting out 34 km into the Baltic Sea, with an average breadth of just 500 m. To the west, Poland has a border of 467 km with Germany, to the south with the Czech Republic (790 km) and Slovakia (541 km); to the east and north-east with Ukraine (529 km), Belarus (416 km), Lithuania (103 km) and Russia (210 km). The total length of Poland’s land and sea borders is 3,496 km. The major Polish cities are Warszawa (Warsaw), which is the capital city of Poland, Łódź, Kraków, Wrocław, Poznań, Gdańsk, Szczecin, Bydgoszcz, Katowice, and Lublin. The main geographical regions are Pomorze (Pomerania), Mazury (Masuria), Wielkopolska (Greater Poland), Mazowsze (Mazovia), Podlasie (Podlassia), Śląsk (Silesia), Małopolska (Lesser Poland), and Podkarpacie (Sub-Carpathia). In 2010 Poland’s population stood at c.a. 38 200 000 (Ethnic groups: Polish: 98,7%, Ukrainian, 0,6%, Other: 0,7%; Religion: Catholic: 95%, Orthodox: 1,5%, Protestant, mainly Evangelical 1%). This figure makes it the 29th most populated country in the world and the 8th in Europe. Population density rose from nearly 80 people per sq km in 1946 to almost 124 in 2001. In Europe, this is the same density as Denmark’s. The first post-war years (1945–1950) saw intensive migrations. The new authorities pursued a program of populating the west and north territories. Most of the resettled people came from central and south-east Poland; others were repatriates from the terrains annexed by the Soviet Union or war emigrants returning from all over the world. It was a virtual exodus – between 1945 and 1947 about 5 million people settled in west and north Poland. While Poles returned to their country, Germans, Ukrainians and Belorussians emigrated or were deported – of the 23,9 mil-. lion people who lived in Poland in 1946, non-Polish nationality was declared by 3,4 million. In later decades (1950–1980) migrations were of an entirely different character. Following large-scale industrial investments undertaken by successive communist

Territory of Poland and neighbouring countries

Polish national emblem

Polish national flag

governments, people from industrially undeveloped regions moved to areas where extensive construction works were carried out (mainly the cities of Warszawa, Kraków, Katowice, Łódź and Poznań). This was accompanied by the migration of the rural population to urban centres (in the 1950s, 700,000 people moved to towns every year), which led to a dramatic change of the ratio of urban to rural population. While in 1946 about. 68% of residents lived in rural areas and about 32% in towns, today the figures are respectively 38 and 62%. The main population concentrations are the industrial agglomerations of Katowice (about 4 million people), Warszawa (about 2,5 million), Gdańsk and Poznań (about. 1,5 million each). Over the last few years life expectancy in Poland has been increasing steadily and the forecasts for the future is optimistic. For men, this rate is predicted to grow from the current 69 years to 74 years in 2025, while for women, from 78 to 81 years (compared with respectively 56 and 61.6 years in 1950). Polish society is not young, but it cannot be called old yet. An average Pole is almost 35 years old (for women, it is 37 years; for men, 33 years). 56,2% of Poles are below 40; 24,1% are under 17; 11,8% between 18 and 24; 20,3% between 25 and 39; 27,1% are in the 40–59 bracket, and 16,7% are above 60 (14,7% between 60 and 79; 2% are 80 years old or more). Polish women have a lower life expectancy than women in Switzerland, Italy, Norway or Sweden, but higher than females in Hungary, Ukraine, Turkey or Russia. Polish

Donald Tusk becomes the first prime minister in Poland to win a second consecutive term since 1989 (photo: Grzegorz Rogiński/Kancelaria Prezesa Rady Ministrów).

Ministry of Agriculture and Rural Development

ul. Wspólna 30, 00-930 Warszawa phone: +48 22 623-10-00 www.minrol.gov.pl

Ministry of Environment

ul. Wawelska 52/54, 00-922 Warszawa phone: +48 22 579-29-00 www.mos.gov.pl

Ministry of Culture and National Heritage

Ministry of Justice

Al. Ujazdowskie 11, 00-950 Warszawa phone: +48 22 521-28-88 www.ms.gov.pl

Ministry of Interior

ul. Stefana Batorego 5, 02-591 Warszawa phone: +48 22 621-20-20 www.msw.gov.pl

Ministry of Transport, Construction and Maritime Economy

Al. Krakowskie Przedmieście15/17 00-071 Warszawa phone: +48 22 620-02-31 www.mk.gov.pl

ul. Tytusa Chałubińskiego 4/6, 00-928 Warszawa phone: +48 22 630-10-00 www.transport.gov.pl

Ministry of Finance

Ministry of Labour and Social Policy

ul. Świętokrzyska 12, 00-916 Warszawa phone: +48 22 694-55-55

Ministry of Foreign Affairs

Al. J. Ch. Szucha 23, 00-580 Warszawa phone: +48 22 523-90-00 www.msz.gov.pl

Ministry of Health

ul. Miodowa 15, 00-952 Warszawa phone: +48 22 634-96-00 www.mz.gov.pl

men live longer than males in Russia, Turkey, Ukraine or Hungary, but shorter than men in the Czech Republic, France, Portugal and Britain. The birth rate is on the decline. In 1996 there were 428,200 births, while in 2008 the figure dropped to just 414,000 (compared with a record 723,000 babies born. in 1983). The highest natural growth rate in Poland was recorded immediately after the war, between 1945 and 1955, culminating in 1955 when it reached 19,5% (532 000 people). The second post-war decade saw a steady decline which continued until 1969 when the natural growth rate was 8,2%o (268 000 people). The downward trend changed in 1970. Natural growth began to rise. and by the year 1976 it reached 10,7%o. From 1984 onwards it started to lose dynamism again – slowly until 1990 and rapidly in the ’90s. This has continued until today. In 1990 the figure was 4,1%; in 1994 – 2,5%; in 1995 – 1,2%; in 1998 – 0,5%; in 2008 – 0,9%. Young Poles study and work (over the last 10 years the number of students has tripled), are preoccupied with their careers, run their own businesses and increasingly postpone marriage and having children. In the early ’90s Polish women statistically got married at 22, in the mid ’90s the figure was closer to 23, and now it’s 25. Most of them become mothers between the age of 25 and 29 (compared with 20–24 in the early ’90s). The better educated they are, the more frequently they postpone having children until their late twenties. The number of unmarried women is also increasing; currently it is about 20% (compared with just 5% in the early ’90s). In this respect, Poland has become similar to Switzerland and Sweden. The most common family model is still 2 + 2, although increasingly couples decide to have only one child.

ul. Nowogrodzka 1/3, 00-513 Warszawa phone: +48 22 661-10-00 www.mps.gov.pl

Ministry of Administration and Digitalization

ul. Batorego 5, 02-514 Warszawa phone: +48 22 601-44-27 www.mac.gov.pl

Ministry of Regional Development

pl. Trzech Krzyży 3/5, 00-507 Warszawa phone: +48 22 461 50 00 www.mrr.gov.pl

Ministry of Science and Higher Education ul. Wspólna 1/3, 00-529 Warszawa phone: +48 22 529-27-18 www.mnisw.gov.pl

Ministry of Sport and Tourism Al. Róż 2, 00-559 Warszawa phone: +48 22 522-33-99 www.msport.gov.pl

Ministry of State Treasury

Ministry of National Defence

ul. Krucza 36 / Wspólna 6, 00-522 Warszawa phone: +48 22 695-80-00 www.msp.gov.pl

Ministry of National Education

pl. Trzech Krzyży 3/5, 00-507 Warszawa phone: +48 22 693-50-00 www.mgip.gov.pl

ul. Klonowa 1, 00-909 Warszawa phone: +48 22 628-00-31 www.wp.mil.pl

Al. Szucha 25, 00-918 Warszawa phone: +48 22 34-74-100

Ministry of Economy

In accordance with the Constitution of April 2nd, 1997, which took effect on October 17th, 1997, (in chapter 1, aritcle 10) the system of government of the Republic of Poland shall be based on the separation of and balance between the legislative, executive and judicial powers. Legislative power shall be vested in the Seym and the Senate, executive power shall be vested in the President of the Republic of Poland and the Council of Ministers, and the judicial power shall be vested in courts and tribunals. The Constitution provides the Seym with a dominant role in the legislative process. This does not apply to statutes which amend the Constitution or statutes which permit the ratification of international treaties, on the basis of which the Republic of Poland delegates certain competence of the State organs to an international organisation or international body. In the case of the statutes in question, neither the opinion of the Seym nor the Senate enjoys superiority guaranteed by the Constitution. The Constitution shapes a delicate system of balance between particular powers of the State, which is described as a parliamentary-cabinet system with a slight inclination towards the presidential system. Only the Parliament can

Krakow’s Wawel Castle – the royal castle of the Polish kings.

Poland’s voivodships King’s Castle in Warsaw

pass statutes to which the Constitution grants a special role in the system of sources of law regarding the determination of the legal position of the citizens. The President nor the government have the authority to proclaim acts which would have the force of statute (excluding regulations which have the force of statute issued by the President during martial law). At the same time, however, the legislative activity of the Parliament is submitted to the control of the Constitutional Tribunal. As regard of the relations between the Seym and the executive powers, it is worth noticing that the President may shorten the term of office of the Seym only in instances specified in the Constitution. According to the latter, the President is the supreme representative of the Republic of Poland and the guarantor of the continuity of State authority. He is elected for a five-year term of office in universal, equal, direct and proportional elections, conducted by secret ballot; the President does not bear political responsibility towards the Parliament nor either of

the two Chambers; the National Assembly, formed by the Seym and the Senate sitting together, has the power (by a majority of at least two-thirds of the statutory number of members) to bring the bill of an indictment against the President for an infringement of the Constitution or statute, as well as for the commission of an offence. The President may be held accountable also to the Tribunal of State; on the day on which the National Assembly adopts the respective resolution, he is suspended from discharging all functions of his office. The government is subject to the control of the Seym. Members of the government and the Council of Ministers bear full political responsibility to the Seym; furtheremore,

Presidential Palace

Polish Parliament

The Seym may holds the members of the Council of Ministers constitutionally accountable to the Tribunal of State. The Seym is composed of 460 Deputies, elected in universal, equaly, direct, and proportional elections, conducted by secret ballot. The Senate consists of 100 Senators elected in universal and direct elections by secret ballot. According to the Constitution, both the Deputies and the Senators are representatives of the Nation and are not bound by the instructions of their electorate. The term of office, that is the cadency during which the mandate of the Seym remains valid, amounts to. 4 years and commences on the day the Seym assembles for the first sitting after the election; it ends on the day preceding the assembly of the Seym of the succeeding term of office; there is no interim period. The mandate of the Senate begins and expires together with the mandate of the Seym. The Seym may shorten its term of office by a resolution passed by a majority of at least two-thirds of the votes of the statutory number of Deputies (i.e. the resolution must be adopted by no less than 307 Deputies); this means a simultaneous shortening of the term of office of the Senate. Such resolutions, however, may not be adopted during a period of introduction of extraordinary measures and within the period of 90 days following. its termination. The shortening of the term of office of the Seym may also take a place on the basis of a Presidential decision. The President is obliged to make such decision if the Seym proves to be unable to pass a vote of confidence in the government created by him or to form its own government. The President may also decide to shorten the term of Sejmâ&#x20AC;&#x2122;s office (he has the power but not the obligation to do so), in case after 4 months from the day of the submission of the Budget to the Seym, it has not been presented to the President for signature. n

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Polish Defence Industry: Quo Vadis? Interview with Mr. Dariusz Bogdan, Deputy Minister of the Economy, about the effects of development policy of the defense industry. What are the intentions of the Minister to the defense industry? want to emphasize that the development policy of the defense industry is one of the most important sectors of the economy. This industry is characterized on the one hand, by the continuation of the tradition of the Polish production of armaments and military equipment, and on the other hand, it is the foundation of formative potential of providing security and defense of Poland. National defense industry should remain a key source of supply of arms and military equipment for Armed Forces, and Polish research and scientific institutions create the conditions for technological progress and scientific developments in the field of defense. The aim of the Minister of Economy is to support innovative and competitive in Europe and worldwide Polish defense industry. The idea is to enable its full participation in broad international cooperation in the field of design and manufacture of technologically advanced weapons and the creation of such conditions for international cooperation that will enable achievement of the economic and security objectives. It is supported by the interest of the modern economy and above all to maintain many jobs in the country. I want to emphasize that the effectiveness of the defense industry policy, determines the number of factors which include, smoothly functioning administrative structures which are designed to take care of the interests of the Polish entrepreneurs, the creation of instruments supporting manufacturing operations, i.e. new legislation, task planning, promotion of exports, economic diplomacy and investment activities.

So let’s assess the condition of our defense industry. Much is said about the positive changes that over the past decade have occurred in this industry, but at the same time there is a lack of significant export success and still we hear the concerns that some reinforcing companies will not cope in open tenders for the supply of arms and military equipment, which is required by Community law, in particular so-called Defense Directive 2009/81/EC. In short, is the Polish defense industry competitive or is the position of some companies not yet strong enough to confidently look to the future? Indeed, the changes that have occurred recently in the defense industry are enormous – many factories of the sector are today modern and efficient business companies, having machines which meet European standards, advanced technology and well-trained crew, seen by investors – including foreign ones – as valued partners in cooperation, who is worth making business with. The restructure in the real estate, products, technology, jobs and markets – conducted with the support of government, especially ministers of the Treasury, Defense and Economy that use the available legal and financial instruments – is beginning to bear fruit. But we cannot be fully satisfied with the achievements in this field. Analyses conducted by the Ministry of Economy confirmed fact that the international competitiveness of our defense industry is not sufficient and we need to look for opportunities to improve it. This means that the restructure must be continued. As before, the burden of the adjustment process of the operators to changing market conditions and economic activity will rest with the entrepreneurs themselves. They must be active in: building attractive market, especially in the modern products, as well as in terms of quality and price of products, punctuality of deliveries, etc., looking for opportunities to develop international cooperation in the area of capital, technology, products, industrial cooperation and markets, acquiring new customers and markets. The role of public administration in this context is mainly based on the creation of system solutions (mainly legal), which create favorable conditions for business activity. Public support must be balanced and of course take into

account EU legislation, while realizing the opportunities arising from art. 346 of the Treaty on the Functioning of the EU. The period of the execution of the government program for the defense industry is ending, 2007–2012 – popularly known as Strategy 2012 – whose main goal was to improve the competitiveness of the defense sector, and here we are told that in this regard it is still not well . What are the causes – incorrect assumption of the government program or maybe unfavorable market circumstances. The directions of the structural changes identified in the Strategy 2012 have been designated based on the extensive experience of European and global defense industry and include business solutions proven in practice, such as: consolidation of capital selected entities within a single economic structure (Bumar Group gathered around Bumar Ltd.) , in conjunction with the search for opportunities to develop cooperation with strategic investors (especially foreign) and the privatization of companies not included to bring to Bumar Ltd. In addition, the package of the mechanisms and instruments supporting development of the defense sector was implemented, including: the funding of research and development, the support for the restructuring actions on the basis of funds from the privatization of the defense sector, measures to promote manufactured in Poland weapons and military equipment, grants from Ministry of Economy and offset. The past few years have been difficult for the defense industry, marked by a substantial reduction in government procurement of armaments and military equipment, while tightening competition in the defense, also on the domestic market. It is understood that solving the current economical and financial problems absorbs a lot management of the companies, but this cannot justify some of the entities which do not pay enough attention for seeking for opportunity to spice up market offer, including the one targeted to national audiences. This contrasts with the efficiency of business activities carried out by a growing group of private entrepreneurs of the defense industry who are getting better at domestic and international market. In the opinion of the Ministry of Economy the major cause of slower than expected improvement of the competitiveness of defense industries is insufficient activity of developers in the sector of economic activity. It results partially due to the fact that some operators are not able to create market opportunities, and therefore they count mainly on the effects and opportunities that should bring consolidation and to obtain support from the state. This partialy reflects the weakness of mechanisms for interaction of entities in the consolidated Group structure Bumar, resulting in a low self-reliance and creativity of these entities in the sphere of business, the growth of bureaucracy and not disclosing the synergies.. A recent fundamental changes in the management Bumar Ltd. give hope to eliminate these shortcomings (a change of this unfavorable state of affairs). So what should be done to improve the competitiveness of the Polish defense industry to the extent allowing the wide participation of domestic suppliers of arms and military equipment in the technical modernization of the Armed Forces, and also the presence on selected foreign markets? Will a national defense industry be able to compete with the best in Europe and the world? In order to strengthen the competitiveness of the national defense industry measures are vital to both the government and defense sector entities. Activities on the side of government – which main goal is to create better conditions for the development of system production and sales in a competitive market – must include in particular: drafting of a new program for the defense industry for the period after 2012, the implementation

of legal arrangements to facilitate the effective functioning of the entities of defense industry in the realities of open competition, and the use of available opportunities to support research and development, restructuring activities, the promotion of Polish produced armaments and military equipment and product development of defense industries on the basis of offset instruments. In turn, the defense industries are expected to demonstrate more actively in business in the development of production and sales of defense products, using the possibilities offered by cooperation with foreign partners in the field of capital, technology, products, industrial cooperation and markets. It is necessary to diversify and offer more attractive market, especially in modern products, also in terms of time deliveries, product price, warranty and after warranty, as well as better identification of needs in the field of armaments and military equipment of the main contractors. Some companies are already able to successfully compete with Western corporations, especially in such products as: wheeled armored vehicle, the cars of technical security, anti-aircraft short-range rocket kits or selected elements of military technology. Bumar group must review the opportunities in research, development and production in order to identify the most promising directions of development of products, taking into account the current and projected needs of the main authorities, and the ability to cope with competition in the defense. Based on the findings of this review the strategies need to be verified and revised being implemented in the R & D, manufacturing and trading business, with an emphasis on specialization and the use of market niches. Great concern in the defense industry environment caused the entry into force of the so-called Directive 2009/81/EC of defense, requiring organization of open tenders for the supply of arms and military equipment. How do you see the problem in the context of the prospects of the defense sector? Are the concerns formulated in connection with the defense of the directive, at least to some extent justified, or rather they can be regarded as an expression of lack of self-confidence? Open tendering is a challenge for the Polish defense industry but also an opportunity for domestic companies to enter markets where Polish arms so far had been poorly represented. Of course, this situation forces companies to increased effort to prepare an attractive offer, also in terms of price. Some companies, especially from a group of private entrepreneurs, are doing quite well in foreign markets, which proves that even in conditions of open competition they can effectively compete with suppliers from other countries. Bumar Group has all the capabilities necessary to present a competitive market offer – the thing is, to effectively benefit from these opportunities. It is important that in cases of legitimate national security interests, Poland – like any other EU country – has the right to appeal to prerogatives under Article 346 of the Treaty on the Functioning of the European Union. In this context, the Cabinet of Ministers Regulations specifying the procedure for the assessment of the fundamental interest of national security, while ensuring the correct application of art. 346 TFEU and ensuring security of supply of military equipment, and the proper repair and overhaul of equipment, will be important. The topic of the defense directive, which must be emphasized, has many aspects and does not relate solely to the ministry, which I have the honor to represent. Minister of Economic Affairs is not responsible for the implementation of the directive. But I want to point out the important

area of activity that is associated with the directive, and is a responsibility of the Ministry of Economy – namely offset. As everyone knows the new policy of the European Commission aimed at creating a competitive market for defense procurement is quite severely limited, offsets, but they are not banned. In the directive, even though there is no offset, the European Commission guidelines are applied, in which it is explained the use of offsets, just a matter of offset agreements in accordance with Article 346 TFEU. I want to emphasize that the Ministry of Economy from the very beginning, i.e. since the work on the shape of the Green Paper, took diplomatic steps to adopt a common position of Member States that the Directive has not caused deepening differences between industries from countries with weaker defense industry and the industries in countries with strong defense industry. The aim was to extend the period of implementation of the directive in order to avoid adverse effects that might arise in the defense industry. An important issue was that the directive does not limit national provisions relating to contracts offset. Whether, in connection with major limitations on the part of defense directive, is the offset possible? The information which the Ministry of Economy possesses, in connection with their collaboration with the European institutions and through bilateral contacts with other countries, clearly indicates that the offset despite stringent EU law will be continued such as to build and strengthen the capacity and the potential of defense capabilities of EU Member States. The stake is enormous because it concerns the development of industry of one of the most important determinants of state sovereignty and mobilization readiness of its structures, to ensure the realisation of the essential interests of national security, defense capabilities, ensuring the security of supply and operational independence, which is assured with inter alia records, “National Security Strategy of the Republic of Poland”. What type of offset can be used in accordance with new EU regulations? European Commission guidelines which are a repetition of the 2006 Communication on the application 346 clearly show that acceptable is only a direct offset, which is directed to the defense industry. According to the Code of Conduct on Offsets of the European Defense Agency shall not exceed the contract value. The application of offset for orders executed in accordance with Article 346 TFEU must be dictated by the need to implement national security interests. I mean the offset obligation, thanks to which the necessary capacity will be obtained so that, which will significantly shorten the time of reproduction of technical readiness harvested in a given case, or being supplied with the Polish Armed Forces armaments and military equipment of different types of troops and services, and consequently it will affect the achievement of the desired state operational readiness of the Polish Armed Forces, but there are also possible security cooperation programs not directly related to the orders. At this point I wish to emphasize that the acquisition of capacities for national defense industry is dictated by the fact that purchases of armaments and military equipment under art. 346 TFEU are used by the Polish Armed Forces for such as Foreign missions and operations, thus it is advisable that for instance repairs and maintenance were carried out while maintaining the required principles and clauses of the national defense industry companies. Each time, in close cooperation with the Ministry of National Defense and the industry, is made an analysis of operational capabilities by the Ministry of Economic, which allows for the identification of those technologies whose development or the transfer is necessary to ensure the wider interests of Polish security. Having noted that achieving the objectives it is not possible with other solutions than offset a decision is made to negotiate the

offset agreement. On the basis of the offset agreement foreign investments are made in the form of technology transfer, research and training. Abilities obtained in this way by the national defense industry enterprises contribute to shortening the recovery time of technical readiness that is harvested or being equipped of different types of troops and armaments and military equipment service equipment. Whether, as the result of the development policy of the Polish defense industry, offset is likely to increase the competitiveness and the leveling of technological shortcomings by assuming integration within the European defense market? In the strategic documents, in particular on the creation of European Technology and Industrial Base (EDTIB), offset was characterized as an effective and legitimate tool for its development. In Europe, it is believed that some level of security of supply, including the operational sovereignty is part of the EDTIB. Currently, it is necessary to make efforts to maintain and upgrade potential of the Member States and some of their industrial capabilities. The acquisition of modern military technology is valuable. Due to the extremely long life cycle of most bought foreign weapons and military equipment it is required adequate logistics for the renovation, modernization and repair. It seems that some form of offset increases the likelihood of achieving the intended purpose. Defense offset must be directed to the development of the wider defense capability, which from the perspective of EDTIB is considered to be a very effective solution. The possibilities of using the offset for the content of the R & D allow the acquisition of competence with international ambitions. Of course, further implementation of the offset in Poland depends on whether if there will be a political will to create opportunities to further its use – of course in compliance with EU law. I would add that the Minister of Economy has prepared a draft amendment to the Offset Act, which was directed to the Council of Ministers. How significantly, according to the Minister, offset in the new edition may affect the development of defense capability of Poland? First of all, I believe that the maintenance of defense potential at the appropriate level will require some investments and strong commitment of the various instruments, among others, such as offset. It is directly offset by any type of investment interest, addressed to the defense sector and focused on the acquisition by the relevant industry production capacity, repair, and research is in the perspective of achieving industrial progress. We have to keep in mind that currently some areas of the defense industry are feeling huge effects of lack of investment. It is expected that their potential could be developed such as the offset. In my opinion, the impact of offset on technological competence in the new companies in the industry often depends on the transferred technology. The objective is to make offset containing a considerable amount of development in the long term, which would generate new technological skills. The transfer of technology must be accompanied by advanced technology development to help implement technological competence for the acquisition by the company abilities to compete in the international market with an advanced product. The fact is that, the companies receiving the offset of the defense industry strengthen its position in the international market – both in the supply chain and by exporting jobs to foreign defense forces. It may be noted that the company that uses the offset to build technological competence and obtaining export orders could also be offset provider. Offset also helps to introduce new players to the international defense industry market. It also lets you participate in building a world-class network of specialized companies, which affects the quality of the EDTIB and enables the benefits to the domestic industrial technological bases. According to your opinion, how the change of the offset law in Poland and other EU Member States looks like ? So far, only a few countries have declared that they will not use the offset but it is not a novelty because it concerns only those states which

did not develop this policy i.e. they took part in the implementation of offsets in other countries while they applied and continued to use similar mechanisms to offset. It should be emphasized that the majority of EU Member States does not abandon the possibility of using offset practices. Policy in this area is still ongoing, however, its direction has changed by moving away from pure compensation, which basis were economic benefits for the implementation of specific projects in the industry dictated by the interests of national security. It is provided by the actions of Member States, which amend the national regulations. Poland among countries such as Belgium, Spain, Austria, Holland, Bulgaria, Romania and so, tends to increase activities in the field of offset. Offset is treated by all the countries as all types of measures taken by the State according to Article. 346 TFEU, which are to serve the development of national industry. At the EDA forum it was observed that the use of the offset remains constant practice at the orders in the field of defense and security. It is treated as the primary instrument for ensuring national security interest for the industrial development of defense capabilities, technology transfer, security of supply and operational sovereignty. Such countries as Germany, France, United Kingdom as I mentioned a moment ago are opposed to the usage of offset practices, but it must be remembered that at the same time they retain the cooperation mechanisms that are very similar to the offset and bring them to the appropriate benefits. Poland is in this group of countries that use the offset. The use of offsets allows the implementation of major international industrial cooperation projects, which enable to acquire modern technology and the integration of the Polish defense companies in the implementation of research projects with the EU and NATO membership. How do you assess the current effects of the implementation of the offset? It is worth recalling that there were so far concluded 17 offset agreements in Poland, and their value is over $ 8 billion. Offset obligations included in the offset agreements concern on certain projects carried out in defense industry, established in the Polish territory. To sum up the conclusions of the monitoring process of offset agreements: it is neccessary to emphasize that the offset has helped many plants, especially in the field of defense industry, to improve their economic and financial condition It allowed to enrich their potential for advanced technologies, tools, financial support and helped establish new cooperative ties with the world’s largest arms manufacturers, which would be impossible without the offset. In addition, offset allowed to increase the competitiveness of their industry to other companies operating in the area and in many cases in the international markets. This is due to changes in the competitive potential of companies, including the scale of production, finance, distribution and marketing. When assessing the effects of the implementation of offset agreements through implementation of individual offset obligations, it can be divided into two groups. These are the commitments related to the purchases and investment commitments. From the point of view of the anticipated effects of far more favorable for the Polish economy are liabilities for investment purposes. However, in many cases – particularly with regard to transfer of technology and know-how – the implementation of these commitments are long-term investments, and their effects will only become available in future years. Within the contract of the offset agreements were implemented and are commitments for which the subject is widely considered transfer of technology in most cases supported by orders for new products with a total value of USD 3356.84 million, 511.42 million EURO and 451.02 million PLN. In the case of offset obligations of an investment character we deal with both the purchasing of products that are already offered by Polish companies, as well as purchases of products, whose production was possible as a result of the acquisition of new technologies. In the years 2002 – 2011 the whole value of exports carried out under offset agreements totaled: 4408.90 million USD and 396.12 million EURO.

Could you Minister explain the main common features of performed offset obligations taking into account the achieved results? For such effects, common to most of the offset obligations – which have already occurred or will occur in the near future – it can be included: maintaining or increasing the level of employment; at the majority of the offset recipients, realization of the implementation of the offset obligations contributed to the effect of the minimum, that is maintaining the employment, or the maximum effect, that is increasing employment. Concrete effects were dependent on the scale and the object of realized commitment. Generally it can be concluded that directly (at the offset recipients) and indirectly (in the market of the offset recipients) implementation of the offset obligations under contracts helped offset to maintain and increase employment – a total of more than 10000 jobs. An example may be such ZM Mesko SA, WSK “PZL-Kalisz” S.A, WZM S.A. Siemianowice, EADS-PZL “Warszawa – Okecie” SA or WSK “PZL-Rzeszow” SA. An another effect is to gain new markets, as was the case with NitroChem SA, ZM Mesko SA, Caterpillar Poland Sp. z o.o.. An another effect is an increasing labor productivity, which can be exemplified by effects of the offset obligations for EADS-PZL “Warszawa-Okecie” SA where labor productivity grew by 50%. The increase in labor productivity also shows EADS-PZL “Warszawa-Okecie” SA, and WSK PZL-Rzeszów SA, ZM Mesko SA AMP S.A. Siemianowice, and the Institute of Aviation. An another effect is the increase in economic activity in the region of industry of offset recipients, which can be exemplified by the implementation of commitments in ZM Mesko SA. It causes a cooperation with allies, especially those in the area of functioning of the company. Other effects are improvement of the quality of products, primarily as a consequence of the use of modern technology; improvement of environmental protection, as a result of both the modernization of the machinery, as well as modernization of production technology; upgrading the skills of employees, to enable full use of acquired technologies, and providing opportunities to further technological progress. As an example, you can specify the commitments made at the Institute of Aviation and the ITWL. Are there any spectacular examples of implemented offset projects? Ministry of Economy has created new opportunities for Polish industry through the introduction to already concluded offset agreements advantageous commitments. This enabled the development of Polish companies, especially those widely understood defense industry. Acquiring these capabilities were possible only through the implementation of offset agreements. Most Polish companies would not have the financial capacity to purchase such technologies under strictly business contracts. The major offset projects can be included, among others the creation of C-295 aircraft service center at EADS PZL in Warsaw – Okecie SA , which will also provide services related to other products of Airbus Military and installation of the front of the aircraft fuselage CASA. Another important project, this time under the offset agreement with the LMC, is to create (almost completed) in the Wojskowych Zakładach Lotniczych nr 2 S.A. in Bydgoszcz, base-repair service for Polish F-16 Fighting Falcon. There have been implemented the ability to removing, painting and varnishing coating as well as repairs and maintenance of landing gear, hydraulic, electrical and avionics of components of selected multitask aircraft F-16. Extremely important is the project related to the acquisition of logistics support system for the Air Force Institute of Technology in Warsaw. Within the project, LMC made for ITWL gratuitous transfer of technology and know-how needed to develop and then implement and maintain the ITWL System Operation Support Aircraft F-16 for the Ministry of Defence. The acquisition by Bumar Ammunition SA (Formerly ZM MESKO SA) technology, production of various types of ammunition in the offset agreements concluded with the LMC, Nammo, SAAB, Rafael, OTO Melara also cannot be skipped. There was also created an installation for the safe disposal of obsolete munitions and started the production of anti-tank SPIKE missiles. Other spectacular effects, which you can point is launch (under contract with Patria and Oto Melara production in

the Wojskowych Zakładach Mechanicznych S.A. in Siemianowice Slaskie Wheeled armored personnel carriers type AMV AMV 8x8 and 6x6 and assembly, integration and production of components and subassemblies HITFIST tower. Another important projects under the offset agreement with Harris can be mentioned where he acquired the ability to provide services for maintenance, installation and integration of tactical radio communication systems operating in the Polish Armed Forces and the training of tactical radio communication systems. Speaking of radio communication technology I will point on the implemention for production in Radmor SA under the offset agreement with Thales Nederland – a new generation of radio F@stnet. What conclusions could be presented by Minister in the light of NIK control carried out in the fourth quarter of 2011 and the first quarter of 2012, whose subject was the implementation of the offset obligations arising from the Offset Agreements concluded between the State Treasury and the Patria and Oto Melara related to the delivery of wheeled armored personnel carriers to the Armed Forces of Poland? I want to emphatically stress that the results of control carried out by NIK on the regularity of performance of offset obligations were highly valued by the leadership of the Ministry of Economy. First of all, the monitoring process of offset agreements in terms of efficacy, and integrity – especially in the review of individual offset commitments under these agreements, has been recognized as an effective. This goal was achieved in the mode of concluded annexes in which successively introduced new attractive projects for the Treasury offset. Of particular importance in monitoring the offset agreements played the actions of Ministry of Economy for popularizing among the offset recipients solid knowledge of offset (including edition of offset Handbook, organization of trainings and offset workshops and also the launch of a website). In the opinion of the NIK indicated examples clearly prove the advisability of continuing the activity of the Ministry in this area. In particular, this concerns making future and current beneficiaries of offset aware of need to strive to conclude the business of industry, for protection of their interests. Such agreement is a fundamental document defining the rights and obligations of the parties. In the opinion of the NIK the principle of controling offset recipients before the implementation of any obligation which allows appropriate verification of the individual items listed in the specification of offset projects should be emphasized and consistently implemented and carried out by the Ministry of Economic Affairs. In the opinion of the NIK experience coming from the Ministry of Economy implementation of existing offset agreements allows for the negotiation of new offset agreements on better, more favorable conditions for the Treasury. Staying in the subject of control by the NIK contract with Patria and Oto Melara, I ask the Minister to indicate examples of positive solutions to offset for the defense industry as pointed out by the NIK? Technological aspect of the performance of offset obligations arising from agreements with Patria and Oto Melara earned for the high evaluation, effect of which was the launch of Wojskowe Zakłady Mechaniczne in Siemianowice Slaskie production wheeled armored personnel carriers, which have become an international brand so that WZM can count on export orders. The implementation of the offset obligations in this plant affected very positively to the economic and financial situation of company and the maintenance of many jobs. For offset projects located in the Industrial Center of Optics (now the Bumar Żoł-. nierz S.A.) NIK positively evaluated the launch, based on the technology supplied by Kollsman Inc., an American company and the Italian company Galileo Avionica SpA, production of a modern fire control system for the KTO program, which allowed the Polish company to promote the international market. As a part of this project PCO has been certified as a qualified supplier of components, parts and elements of an integrated system of aiming and camera of the second generation in this system. Thank you very much.

Interview by Krzysztof Zalewski.

Polish Leader in Military and Defence Press Market Magnum X Publishing House Ltd. is currently the largest private enterprise in Poland dealing with the wide spectrum of military and defence subjects. We reached our top market position through nearly 20 years of hard work and now we proudly publish wide array magazines dedicated to military technologies, defence industry and security challenges.

he total annual circulation of all our magazines exceeds 900 000 copies. Currently all of our titles such as NOWA TECHNIKA WOJSKOWA (The Modern Military Technologies), LOTNICTWO (The Aviation Magazine), MORZE – STATKI I OKRĘTY (The Sea – Ships and Vessels), STRZAŁ (The Shot) and two specified historical magazines POLIGON and TECHNIKA WOJSKOWA HISTORIA are well know in the market. NOWA TECHNIKA WOJSKOWA is issued in the monthly circulation of nearly 30000 copies capacity of 116 full-colour pages. It is read not only in Poland but still more and more copies reach foreign readers. Much emphasis we put on the military matters in Russia and other countries of the former Warsaw Pact. The importance of these subjects became even more significant when Republic of Poland and other countries of Central Europe joined the North Atlantic Treaty Organisation and the EU. Our editorial staff is always attending such defence related events as the MSPO Kielce, Balt Military Expo in Gdańsk, and the largest events of such type in Europe and worldwide – Eurosatory, Le Bourget, ILA, IDET, DSEi, IDEX, MILIPOL to mention the few. In the late 2009 we decided to widen the spectrum of subjects included when we opened a dedicated Homeland Security part in every new issue. Right now the NOWA TECHNIKA WOJSKOWA is the largest and biggest selling military and defence magazine in Poland. The broad interest in military subjects and technologies in Poland led to a situation when NOWA TECHNIKA WOJSKOWA capacity started to be insufficient to present growing range of subjects. We at Magnum-X Publishing House decided to create a brand new theme oriented magazines. First was the MORZE – STATKI I OKRĘTY. (The Sea – Ships and Vessels) maritime dedicated magazine launched in 1996. It addresses not only to the military naval issues but also merchant navies, naval economy and industry. MORZE – STATKI I OKRĘTY is a monthly magazine with the circulation of 12 000 copies. Two years later the LOTNICTWO (The Aviation Magazine) was unveiled and soon it became an important forum for discussion about the future of Polish Air Force. Regular articles about tenders for the Polish Air Force were also published. Currently LOTNICTWO covers a wide array of subjects ranging from military and civilian aviation, aviation industry up to the space exploration. The monthly. issue of LOTNICTWO is 14500 copies.

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Polish Defense Industry in Search of Identity

Norbert Bączyk

Polish Defense Industry is undergoing deep restructuring. It is still almost entirely state-owned, yet scattered into many separate entities. Plans for its further consolidation seem not to be entirely clear, as pertaining e.g. to the military repair and manufacturing plants (WPRPs). Its aerospace branch has been already successfully privatized – yet at the same time it lost the national character, being purchased by the international capital. Polish privately-owned companies seem to thrive, though.

oland was dubiously blessed with quite extensive defense manufacturing capabilities, inherited from the Cold War Warsaw Pact times. Last 20 years have left deep marks upon that potential, which undergone extensive restructuring, due to drastic reduction of the military procurement – the Polish Army has shrunk fourfold over that period. The shipbuilding industry suffered the worst by being almost wiped-out, but national Army and Air Force suppliers survived – barely – undergoing ownership change or incorporation into larger state-owned holding companies. Despite that, still more than 20 000 people are employed in defense-affiliated companies, even though the Polish Army procurement for a long time ceased to be their sole or main source of income. In early 2000’s a decision was made to reform the state-owned defense industry. The plants were too many, too big, and ineffective. The Army was without funds, with no chance to place large orders. Privatization or consolidation were the main proposed cures for the situation. Two capital groups were founded, each with different agenda, one formed by the Agencja Rozwoju Przemysłu (ARP, Industrial Development Agency) and the other by the Bumar Foreign Trade Enterprise (now Bumar LLC). The

The international model of the PT-91 tank is the core product of the export offered by Bumar Łabędy.

ARP holding’s purpose was to reform the endangered companies, to enable them to stand on their own feet by stabilizing them and find them a suitable strategic partner for privatization. For that purpose the ARP’s charter was a very specific one. The ARP is at the same time a government agency and a commercial company. The other group, led by the Bumar, formed a nucleus of the national armaments concern, grouping and centrally directing manufacturing of a specific product array. These two still left out quite a number of state-owned plants, directly involved in defense manufacturing. These were the military repair facilities and military R&D institutions. Soon, but other military-profiled companies started to sprinkle up, this time privately-owned ones. Subsequent Polish governments were implementing the reorganization plans, written into subsequent restructuring strategies, for 2002–2005, then 2007–2012. These strategies were mostly successfully implemented, and it has shaped the current landscape of the Polish defense industry. The Defence Industry could be divided into four basic categories:  state-owned companies encompassed in the national holding company;  state-owned companies outside holding, slated to remain state property;  state-owned companies slated for privatization;  private-owned companies. The Defense Industrial Potential (Przemysłowy Potencjał Obronny, PPO) is now composed of over 100 companies, offering products, and services or dealing in defense products to cater for the security and defense sector of the state. Cooperating with them is almost another 100 companies required to meet specific demands of the law governing the Armament and Military Equipment (A&ME) trade. Of the state-owned companies most belong to the national holdings. Bumar Capital Group (leading entity: Bumar LLC). The Bumar Group is itself restructuring right now, into four capital sub-units, called „product divisions”. These are: Bumar Amunicja (Bumar Ammunition), Bumar Żołnierz (Bumar Soldier), Bumar Elektronika (Bumar Electronics) and Bumar Ląd (Bumar Land). Each of these divisions is organized around a nucleus „leading entity” and is mostly the foremost company in any given subject (e.g. on September 27, 2011 the hitherto leading Polish ammunition company, the Zakłady Metalowe Mesko in SkarżyskoKamienna were renamed into Bumar Amunicja S.A.) The overall structure is to be shaped as follows:

Dywizja Bumar Amunicja: Zakład Produkcji Specjalnej Sp. z o. o. w Pionkach Zakład Produkcji Specjalnej „Gamrat” Sp. z o. o. Bydgoskie Zakłady Elektromechaniczne „Belma” S.A. Fabryka Produkcji Specjalnej Sp. z o. o. w Bolechowie Zakłady Metalowe „Dezamet” S.A. Zakłady Chemiczne „Nitro-chem” S.A. Zakłady Metalowe Kraśnik Sp. z o. o. WSK PZL-Warszawa Centrum rozwojowo-wdrożeniowe Telesystem-Mesko Sp. z o. o. Leading entity is the former Zakłady Metalowe Mesko S.A., the foremost Polish manufacturer and disposal specialist of different ammunition. Mesko, now Bumar Amunicja, undertook the license-manufacturing of the Israeli Rafael Spike ATGM, also manufactures its own proprietary Grom MANPADS, 70-mm rockets, 30-mm Bushmaster automatic cannon ammunition (for Rosomak wheeled IFVs). Most numerous production is small-arms ammunition however – Bumar Amunicja is the Polish Army’s foremost supplier of pistol, rifle and machine gun ammunition.         

IFV Rosomaks for the Polish Army are final product of the WZM in Siemianowice Śląskie.

Dywizja Bumar Żołnierz: Fabryka Broni „Łucznik”-Radom Sp. z o. o. Przedsiębiorstwo Sprzętu Ochronnego „Maskpol” S.A. Ośrodek Badawczo-Rozwojowy Sprzętu Mechanicznego Sp. z o. o.  Zakłady Mechaniczne „Tarnów” S.A.  the leading entity of the Division Soldier is the former Przemysłowe Centrum Optyki S.A. (Industrial Optics Center), now renamed to Bumar Żołnierz S.A. The PCO’s product range was centered around manufacturing and selling military optoelectronics, laser, NV and thermal-vision surveillance, and sighting equipment. The company also conducts its own R&D works. FB Łucznik-Radom is the main supplier of the small arms for the Polish Army. The main military product lines of the FB are: the 5.56-mm Beryl assault rifle and Mini-Beryl automatic carbines range, 9-mm PM-98/PM-06 Glauberyt SMG, 9-mm P99, and Rad semiautomatic pistols, as well as training devices and civilian-legal versions of their military products. ZM Tarnów S.A. are the principal machine gun supplier, both rifle-caliber and light artillery. 7.62-mm UKM-2000 and PKM GPMGs, .50-Cal. WKM-B heavy machine guns, 40-mm grenade launchers, 7.62-mm Bor, .338 Alex and .50-Cal. Tor bull-pup sniper rifles as well as ZU-23-2 twin 23-mm AA guns are the main products of Z.M. Tarnów SA. The Maskpol is a specialized individual protective equipment manufacturer, providing the Polish Army with virtually all sorts of helmets, individual armor, respirators, NBC or EOD protective clothing – you name it. OBRSM’s specialty area are designing, construction and testing of towed, self-propelled or sea-going shortrange AA gun and gun-missile rigs, as well as specialty small arms (e.g. bull-pup sniper rifles or the 60-mm mortar), training devices (e.g. 23-mm tank training insert barrels), fire-control systems, servo motors and remotelycontrolled weapon stations (e.g. the Kobuz-series RCWS), designing electronic devices and modernizing the older hardware (e.g. the Biala modernization of the ZSU-23-4 Shilka SPAAG).   

Dywizja Bumar Elektronika: Przemysłowy Instytut Telekomunikacji S.A. Centrum Naukowo-Produkcyjne Elektroniki Precyzyjnej Radwar S.A.  Przedsiębiorstwo Produkcyjne Podzespołów Elektronicznych Dolam S.A. PIT S.A. is a leading company in radar, command and control as well as radio-electronic reconnaissance systems. Main customer of the PIT S.A. is the Polish Ministry of National Defense. Most of the Polish Air Force radars are designed and manufactured by PIT S.A., including the most  

120 mm Rak heavy mortar on tracked platform is the newest proposal by Huta Stalowa Wola.

modern long range 3D radar units, forming national part of the NATO’s air-surveillance system, and medium-range mobile units. All four Polish regional airspace control posts feature PIT-designed, manufactured, and supplied equipment. These posts collect data from all sorts of sensors, process them, and control the active aerial defense assets. The PIT S.A. is also a valuable partner of the Polish Navy, supplying it with the modern sea-frontier protection systems, like the airborne early warning and control systems featuring the ever-evolving surface surveillance radar

and other sensor and processing systems. The PIT S.A. has developed its own proprietary stealth-radar capability, specifically for naval employment. Land Forces got their command and control support systems for battalion, division and corps-level commanders from the PIT SA, featuring an automated data gathering and processing system as well as battlefield situation displaying in real time. This system was also implemented on international level. Another product for the Land Forces, developed at the PIT S.A. was the novel artillery radar. CNPEP Radwar also specializes in radar equipment, including radiolocation and command automation systems, AA gun and gun-missile fire-control systems, IFF interrogators, data security solutions, and battlefield gear. As of December 31, 2011 all of these were incorporated into one entity, now called Bumar Elektronika.

 

Dywizja Bumar Ląd: Zakłady Mechaniczne „Bumar-Łabędy” S.A. Ośrodek Badawczo-Rozwojowy Urządzeń Mechanicznych „OBRUM” Sp. z o. o.

Other Bumar independent companies: Cenrex Sp. z o. o. Cenzin Sp. z p. o. Stomil-Poznań S.A. Zakład Mechaniczny PZL Wola Sp. z o. o. w Siedlcach Fabryka Urządzeń Mechanicznych i Sprężyn FUMiS-Bumar Sp. z o. o.  Zakład Usług Turystycznych TUR-Wola Sp. z o. o.     

155 mm Krab gun-howitzer is the core product of the Regina heavy artillery battalion fire module.

Altogether, the Bumar Group incorportes ca. 11 000 emploees. The 2010 turnover exceeded 3 billion PLN, with gross profit exceeding 100 million PLN. This time 85% of manufactured goods were delivered to the Polish Army. However in previous years huge export contracts (India, Malaysia, Indonesia) eclipsed the domestic transactions. Another group of the Polish defense industry stateowned holding-encompassed companies are those connected with Agencja Rozwoju Przemysłu S.A. At present times the ARP ceased to play the leading role in controlling the defense industry companies the way just several years ago it used to do. Some of those companies are still

First battery module for the Regina has been already set up at Huta Stalowa Wola.

assigned to it, however – e.g. the Navy Shipyard (Stocznia Marynarki Wojennej S.A.) which slipped into liquidation bankruptcy – the ARP still owns sizeable shares in the Bumar companies as well, and takes a part in financial operations of the holding. Several years ago it was planned to built a second holding around the ARP (the so-called Aerospace-Radio-Electronic Group) gathering main companies owned by ARP – like leading aircraft industry companies, the WSK PZL Swidnik (helicopters), and fixed-wing aircraft manufacturer PZL Mielec, as well as renowned military radios manufacturer, Radmor S.A. Now the ARP’s role got changed: instead of becoming a holding company, the ARP has become a sort of dispensary for ailing companies – it restructures them and make them ready for privatization, while maintaining sizeable shares of them. Amongst the ARP-affiliated companies are already privatized ones, like:  Radmor SA, a principal VHF radios supplier of the Polish Army. The turning point in Radmor’s history was in 1997, handing over the PR4G standard know-how by the French company Thomson CSF (later to become Thales) – as a part of a deal to provide Thomson-designed VHF tactical-level radios to the Polish Army. Following that, in March 1999 Polish Army begun to receive manpack RRC 9200 and vehicular RRC 9500 radios. These were the first generation of the Radmor-built military radios, followed in 2006 by another generation of Thales-designed and Radmor-manufactured radios, the F@stnet system, consisting of RRC 9211 manpack and RRC 9311 vehicular units. Radmor went one step ahead of pure license manufacturing by designing its own R35010 personal and R3501 company and platoon-level hand-held radios as well as the R3505 multiband software radio. Radmor also takes part in the Polish Army’s wide-band radio program. On December 6, 2010 the CEOs of the ARP (Mr Wojciech Dąbrowski), Radmor S.A. (Mr Andrzej Synowiecki), and

WB Electronics (Mr Piotr Wojciechowski) have signed an investment deal, whereby WB Electronics has taken over 46,14% of Radmor share, thus taking control over the further development of the company.  Huta Stalowa Wola S.A. (the civilian part has already been privatized, the military part has been detached from the whole company. HSW S.A., along with the WZM or the Bumar-Łabędy is the leading Polish heavy

Another Huta Stalowa Wola flagship projects is modernization of the aging BM-21s into WR-40 Langusta.

Land Forces hardware purveyor. 155 mm Krab self-propelled gun-howitzers are assembled here, the company also modernizes the 122 mm BM-21 rocket launchers to the WR-40 Langusta standard and manufactures the 120 mm Rak self-propelled mortar units. A separate group of defense industry are the Wojskowe Przedsiębiorstwa Remontowo-Produkcyjne (WPRP, or Military Repair And Manufacturing Plants) owned by the Ministry of National Defense, including:  Wojskowe Zakłady Uzbrojenia S.A.  Wojskowe Zakłady Mechaniczne S.A.  Wojskowe Zakłady Motoryzacyjne S.A.  Wojskowe Zakłady Inżynieryjne S.A.  Wojskowe Zakłady Lotnicze nr 1 S.A.  Wojskowe Zakłady Lotnicze nr 2 S.A.  Wojskowe Zakłady Lotnicze nr 4 S.A.  Wojskowe Zakłady Elektroniczne S.A.  Wojskowe Centralne Biuro Konstrukcyjno-Technologiczne S.A.  Wojskowe Zakłady Łączności nr 1 S.A.  Wojskowe Zakłady Łączności nr 2 S.A. These 11 plants employing ca. 3500 workers play important role in maintaining materiel readiness of the Polish Army. E.g. the military aircraft repair facilities, like the WZM Nr 1, are responsible for repair and modernizations of the vast fleet of Soviet-type helicopters (Mi-2 Hoplite, Mi-8 and Mi-17 Hip, Mi-14 PŁ Haze and Mi-24 Hind). The WZL Nr 1 has recently taken over the WZL Nr 3 in 2011, doubling the workload. The WZL Nr 2 is busy keeping the last Soviet-type combat aircraft (Su-22 Fitters and MiG-29 Fulcrums) aloft and would eventually take over mainte-

nance of their successors, the F-16s. They also cooperate in manufacturing of the spare parts. The WZL Nr 4 is the key player in Polish Air Force maintenance, as the sole jet engine repair facility. By far the most important for the Land Forces is the WZM S.A. of Siemianowice Śląskie, Polish licensee of the Finnish Patria Oy, winner of the 2001 MoND KTO (Kołowy Transporter Opancerzony, “Wheeled ACP”, in fact both ACP and IFV) tender. Patria and WZM consortium is supplying the 8x8 and 6x6 modular Rosomak KTOs, which in its IFV guise packs a 30 mm Bushmaster cannon in OTO-Melara Hitfist-30P turret. Contract for first 690 Rosomaks was signed on April 15, 2003, and the vehicles, first assembled fully from Finnish-supplied parts, then increasingly „polonized” were being delivered by the WZM. Coinciding with the delivery of the first vehicle in May 2005, the WZM was converted from state enterprise (WZM PP) into a stock company (WZM S.A.). Along with Rosomak manufacture, the WZM is still offering maintenance services, overhauling the aging BRDM-2s, modernized to Szakal standard. Some of the WPRPs were to be taken over by Bumar in 2011, as provided by the government’s 2007–2012 defense industrial strategy. The WPRPs were however categorically opposed to such move, and in spite or fear to create an independent holding company. The MoND and Treasury Ministry are about to come out with some solution to this unpredicted crisis. Another type of the defense industry’s assets in Poland is special R&D institutes, mostly owned by the MoND, but also other ministries, such as the Air Force Technological Institute (ITWL), the Military Ordnance Technological Institute (WITU), or the Military Communications Institute (WIŁ). 2010 was a good year for all MoND-controlled companies and institutes, they netted a profit of 124 million PLN, which was higher than the Bumar Group, with income rising from 2009 ceiling of 1.24 bn PLN to over 1.5

AMZ Kutno proposes their own MRAP-Class vehicles to the uniformed services.

in 2010. Most of that money (96.6%) was paid for products and services sold to the MoND. Financial results of the R&D institutions were even better than the WPRPs – almost all their income (191 mn PLN – net profit 23.2 mn) came from the MoND. Financial results of the selected WPRPs and R&D institutions in 2010, in million PLN:  WZM Siemianowice Śląskie – income 649.8, net profit 24.8, employees 450;  WZMot-Poznań – income 32.2, net profit 8.3, employees 214;

              

WZU Grudziądz – income 58.6, net profit 7.5, employees 422; WZE Zielonka – income 43.0, net profit 8.5, employees 200; WZI Dęblin – income 23.5, net profit 2.5, employees 193; WZŁ nr 1 Zegrze – income 109.2, net profit 15.9, employees 239; WZŁ nr 2 Czernica – income 47.8, net profit 4.0, employees 185; ITWL Warszawa – income 105.9, net profit 9.3, employees 470; - WCBKT Warszawa - income 21.8, net profit 3.3, employees 96; WZL nr 1 Łódź – income 99.3, net profit 9.7, employees 391; WZL nr 2 Bydgoszcz – income 120,6, net profit 11,5, employees 609; WZL nr 4 Warszawa – income 99,5, net profit 5,4, employees 479; WITU Zielonka – income 33.9, net profit 8.4, employees 245; WITI Wrocław – income 21.1, net profit 2.3, employees 89; WIŁ Zegrze – income 15.3, net profit 2.1, employees 231; WIChiR Warszawa – income 7.8, net profit 1.2, employees 101; WITPiS Sulejówek – income 7.1, net profit – 0.6, employees 81.

Next group of the Polish Defense Industry companies is privately-owned enterprises, which can be divided into three classes:  newly created companies, domestic capital-owned;  privatized ex-state owned companies;  international corporations. The Polish Defense Industry is still mostly stateowned. The foreign capital has taken over only a relatively limited amount of companies, mostly in the aerospace industry. This is in line with the world trend – the aerospace industry has undergone the most extensive consolidation in recent years leaving only a handful of high-rollers in the aeronautical engineering still capable of turning out complicated finished products, like modern helicopters, combat aircraft, jet engines or

Kobuz remote-operated weapon station.

The WZL nr 2 in Bydgoszcz is responsible for keeping the last Polish MiG-29 Fulcrums airworthy.

aerial armament. At the same time, the production base keeps growing on, every aeronautical industry tycoon gathers more and more subcontractors – which is particularly visible in Europe. The products have become truly international, and they are created collectively, combining input from all aerospace giants. As previously stated, few companies directly connected with the defense industry were taken over by foreign capital. Among the oldest takeover, dating from early ’90s, were the Pratt & Whittney Kalisz the producent of jet engine parts for P&W Canada, the ETC-PZL Aerospace Industries – a company connected environmental technologies and EADS-PZL Warszawa-Okęcie S.A., specialized in flight and in general simulators. The new opening in privatization and taking-over came in early 2000’s, when the Warsaw’s PZL was bought by Spanish CASA, and renamed the EADS-PZL Warszawa-Okęcie S.A. The company was manufacturing the PZL-130 Orlik turbo-prop trainer, and was taken-over (2001, for 28 million PLN) with subsequent refitting and revitalization of the company as a part of the offset deal accompanying purchase of the CASA-295M transport aircraft. A year later the WSK PZL Rzeszów was sold to United Technologies Holding, a part of the United Technologies Corporation for 290 million PLN, subsequently pumped into other Polish defense industry companies. The WSK PZL Rzeszów became another Polish filial of the Pratt & Whitney. The next sizeable take-over in Polish aerospace industry was in late 2006, when the United Technologies Holding purchased from the ARP another aircraft industry company – the PZL Mielec – paying 66 million PLN (plus 36.7 mn PLN Mielec owned the ARP). This transaction stirred controversy, but official government investigation confirmed, that the PZL Mielec was indeed in hard financial condition and needed foreign investor badly. The Mielec factory was taken over by another UTH company, the Sikorsky Corporation, who decided to base there the European production of the S-70i helicopter, and the export version of the UH-60 Blackhawk. UTH, owner of both Sikorsky and P&W, thus became the largest foreign investor in Polish defense industry sector, with three sizeable plants (the P&W Kalisz, the WSK PZL Rzeszów and the PZL Mielec) manufacturing most of the engines used by the Polish Army and the Air Force modern aircraft: the F-16 Falcon, the C-295/295M, the PZL-130 Orlik, the W-3 Sokol and the M-28 Bryza/Skytruck. Then in 2009 the ARP flogged the largest Polish aerospace company, the W-3 Sokol and the SW-4 helicopters manufacturer. The WSK PZL Świdnik SA was purchased by AgustaWestland. The AgustaWestland declared intention to invest as much as 2.37 bn PLN to revamp the company and incorporate it with the other AgustaWestland factories to build new facilities needed to start manufacturing the AgustaWestland decided to complete fuselages for the company’s bestselling helicopters, like AW 109, AW 119 and AW 139 Grand, as well as to transfer manufacturing of various assemblies of the AW 101 and start assembly of the AW 109 LUH with Polish-built fuselages. More investments are planned into R&D work (including modernization of the W-3 and SW-4, design of the new models, like AW 149 and AW XX9) to support sales and

servicing of the W-3 and SW-4 worldwide, and many other. Avio-Polska is also an important player in the Polish aviation market manufacturing engine parts for leading producers or comapnies. Last two decades have witnessed creation of the brand new player on Polish defense industry market – the independent privately-owned domestic producers. These are mostly small or medium-sized companies, offering state-of-the-art highly specialized high-tech products. Just some of the examples:  DGT – started in 1991, is the complex telecommunication and ICT solutions provider, who designs, manufactures, and integrates innovative fast voice, image, data transfer, net access, and wide-band multimedia services technology, using both traditional and convergence networks. DGT solutions employ ATM, ISDN, TCP/IP, routing IP, VoIP, and xDSL technologies. From the very beginning DGT offers, designs, and provides modern ICT solutions for the government and Armed Forces;  WB Electronics S.A. – one of the foremost Polish manufacturers specialized in electronics and data processing system for military application. The company’s forte is designing and manufacturing of the highly integrated, digitized command-and-control systems, including fire-control systems for field artillery. The WB Electronics are main supplier of the military terminals and digitized vehicular intercom systems the Fonet. The WB Electronics blazes the new trail for the Polish defense industry, having already taken-over the controlling share in the formerly state-owned Radmor and purchasing other private company, Arex;  TELDAT is an ICT solutions provider for the digitized C2 processes in the military;  Transbit sp. z o.o. designs and manufactures communication, ICT and data transfer systems;  AMZ Kutno sp. z o.o. is specialized in designing and manufacture of the specialized vehicles, including armored cars, command or communication vehicles, ambulances etc. The company takes part in Rosomak production and designs of vehicles, live armored cars and MRAPs. Private companies offer the best quality-price ratio, high standard products, and are not solely depending on MoND sales – they promote their products on the civilian market and export their products extensively. In all, Polish defense industry, although reduced and reformed, still does not suit the size of its main customer, the Polish military. The worst problem is the growing technology gap in some branches, the result of underfunding the R&D work. On the other hand, some Polish product are state of the art, with large export capabilieties. The Europe-wide trend is to reduce the number of companies selling the finished advanced final products: ships, aircrafts, tanks or APC. Their development exceeds financial means available to a single independent enterprise. The costs of a credit starts to render the economically unfounded development. Thus a tendency develops towards international fusion, pooling-up resources, and creating multi-national consortia offering their products for several armies at the same time to maximize the ordered batch and cut costs. This tendency already came in Poland. The economic situation of the finished-product suppliers, like the Bumar-Łabędy or Huta Stalowa Wola

tends to deteriorate, as the portfolio for their tanks or SP gun-howitzers is limited. It takes a huge contract, like the WZM Siemianowice Śląskie got, to deliver 690 Rosomaks, to guarantee the existence and stabilization for at least 10 years, then more by servicing the delivered product. Such luxuries are few and far between, though – there is mere one comparable, the contract Mesko got for the Spike ATGMs. Other companies have to find other ways of securing their future. Rosomak turret assembling or rocket launchers modernization within a larger contract enables one to retain production capabilities – subcontracting also pays the bills, even though selling finished proprietary product would be much better to morale. The global tendency towards subcontracting and pooling resources is a chance for former proud proprietary final product manufacturers. Cooperation capability, both local and international, Europe-wide or worldwide, becomes a key to survival and prosperous existence.

AW-139 helicopter fuselage manufactured in Świdnik.

International cooperation and license-manufacturing serves many Polish manufacturers well and gives them a chance to offer advanced state-of-the-art products. Of course, the Polish Army orders remain a key factor in their existence. A decision to buy 690 Patria-license-manufactured Rosomaks not only extended life of the WZM Siemianowice Śląskie but also gave accessory contracts to several dozen cooperators. For quite a time the Rosomaks are no longer mere assembled there, but manufactured as well, with many component parts contracted from other domestic manufacturers. The same goes for the Spike ATGMs. Poland has enough advanced industry to undertake cooperation with the international defense tycoons and implement their “know-how” within the offset agreement or otherwise. The last such big contracts were signed in 2003 (Coastal Missile Battalion, with several Polish companies), and then a hiatus set in. The leading Polish defense industry players still hope for huge buying spree, but unfortunately they stand a little chance to see it in the coming years. The Polish Army still spends almost a billion PLN annually for arms and military equipment, but all these are chopped down into small bits and pieces, distributed between dozens of tiny little projects. That’s enough to secure survival of a large group of companies and plants, getting money for repairs, modernization, several pieces of this product, or a dozen of that one – but they are not able to finance research and

development, give the company any dynamics, energy to make that leap and cover the generation gap – only a huge contract can provide such money. On the other hand, contracts too small for the giants to reach down and pick, are a chance for the small and medium-sized dynamic private-owned high-tech companies, bold enough to take chances, reap the harvest and invest the gain in their own development, to grow one day into important partners for the Polish MoND. Looking into the Polish defense industry, one can point to a paradox. The Army is still big and uses such a motley arrangement of armament, that it needs more and more services year in, year out connected with its maintenance, servicing and modernization. This is a big chance for all members of the industry. On the other hand, the MoND is robbed of the means, that could have financed more break-through investment coups like the Rosomak program. As a result, the big companies supplying finished products are facing financial difficulties. The recent MoND budget spending structure awards smaller companies, offering services or cooperating rather than suppliers of advanced finished product, tanks, helicopters, ships or even smaller items, but best manufactured in tens of thousands. The MoND, by scattering orders and spoon-feeding the money, as well as by constantly changing the priorities, virtually forces the defense industrial companies to shedded their original product portfolio to look for chances on the civilian market, and in extreme cases to resign the military production altogether. Small wonder that Bumar Group, possessing the heavy hardware manufacturers in their portfolio (Division Land) puts premium on their Divisions Soldier and Ammunition – the most secure of the constant demand from the military, which would always need guns, personal gear and ammunition. Division Electronics, on the other hand, also regularly delivers their state-of-the-art radars to the Army. Unfortunatelly the scale of the sales makes all the difference: yearly output of military sales is counted in individual radars, not by the thousand. However the Bumar is not easily scared off, and the Division Land promotes the new Universal Tracked Platform striving to retain national proprietary, designed IFV capability, and encourage the politicians to start a program like this. This might be a mighty tough task to do, as the tracked IFV concept clashed head-on with the highly successful

The Orlik turbo-prop trainers were designed and manufactured by the PZL Okęcie, and now they are being serviced by EADS-PZL Okęcie.

Photos: MON, Bumar, Andrzej Kiński, Norbert Bączyk. Bumar is to build with MBDA “Poland’s Shield” based on Aster missiles.

Rosomak wheeled IFV program. The clash is stronger still, as the WZM Siemianowice Śląskie, now Poland’s largest and most promising heavy hardware manufacturer, does not belong to the Bumar Group. The State-owned Defense Industry consolidation was only partly successful in that matter, and the decision to form a single, strong, state-controlled defense holding was put on hold in midstep. With WZM as a part of Bumar, the Group could have developed in that direction as well – without it, it has to find other venues. Otherwise the consolidation was a right move. The wider the offer, the better the chance to win an Army contract. The gains would do good to the other members of the group as well, including the R&D projects. It has to be taken into consideration, however, that consolidation also meant loosing autonomy for the companies being consolidated, which sometimes gives rise to worries and resent. Also on the MoND side the wholesome consolidation of the state-owned companies is still a controversial idea spawning fears of excessive monopolization of the sector by one entity, by the consolidating holding. But defense industry is not only Bumar and WZM. So much fears were voiced against the privatization of the aerospace industry, taking place between 2001 and 2010. Yet, it was the high time to do it, and for the privatized companies, like PZL Warszawa-Okęcie or PZL Mielec it was the only chance of survival. Without that bold move, there would be nowhere to modernize the PZL-130 Orliks to TC-II standard, or revel in further UH-60s rolled out from Mielec. They ceased to be Polish-owned, that’s true, but still they employ Polish engineers and workers, pay taxes, order subassemblies from other companies and finance the advancement of the region, with salaries spent there by the employees and their families. Recently, also the PZL Świdnik joined the ranks of Polish companies becoming parts of the international corporation. Recent years were quite difficult for the Polish defense industry. The easy times of 2003–2007 are water under the bridge, and no bright future is waiting just around the corner. This is particularly true of the large state-owned companies, dependent of the sole customer, the Polish Army. Their only rescue is further consolidation or finding a place for themselves in international cooperation, finding market abroad, diversifying the product pallet and finding civilian market for their products. The alternative option is to specialize and strive to create a state-of-theart novel product in this chosen sector, to find a worldwide market for it. n

WHEN QUALITY AND PRECISION DETERMINATE THE SUCCESS OF THE MISSION 27

Armed Forces Technological Modernization — Experiences and Expectations

Norbert Bączyk

The State and majority of the National Defense Industry of each state is influenced – in the most part – by the condition of nation’s own military, as its main customer. Since Poland’s accession to NATO and European Union, Polish Armed Forces are undergoing a period of permanent modernization, shaping the military procurement. Unfortunately,, Poland has never arranged an effective and predictable system governing the technological modernization despite having spent more than 10 billion USD for new armament and military equipment since joining the NATO in 1999.

he technological modernization is a process leading to the generation change in armament and military equipment, by replacing old ineffective gear with better and newer models within the country’s strategic aims considering the economical capabilities. Poland was painfully hit by the latter considerations in the late ’80s, when economical crisis strangled the generations change in armaments despite the high strategic priority. As a result, when the Warsaw Pact was disbanded, the Polish Army was indeed at least one generation behind the front-line Soviet troops. New tipes of armament were recently introduced in the token quantities: MiG-29 instead of MiG-21, An-28 Cashs in place of An-2 Colts. BMP-2s replaced BMP1s, Kilo-Class submarines instead of Whiskies and Foxtrots, never implemented introduction of the T-72Ss or T-80s, and the other forcibly abandoned projects, like replacing the ZSU-23-4 Shilkas with 2K22 Tunguska SPAAGs, or introduction of the S-300 AA missiles, and many other). In the newly-developed strategic environment of the ’90s, the Polish Army was confronted with a generationgap in most basic types of armament while facing the serious dilemma of the redefinition of the entire purpose of

the Armed Forces. The ’90s were not only a period of poverty for the military (even though, the military spending exceeded 2% of the GDP then), but also a period when the army was in hot pursuit of its own identity and new types of arms and equipment. Polish Army was burdened with overdeveloped structure, excessive numbers and vast quantities of quickly deteriorating hardware. Polish Defense Industry, despite at the extensive economical crisis, was vast enough to support itself – in the theory. Before the crisis set in permanently in 1986, its annual capabilities were estimated at 300 tanks, 160 airplanes, 350 helicopters, 1300 aero engines, 600 artillery prime movers and 600 APCs – impressive, even though most of the offer was becoming obsolescent. During 1990–1991, all of that shattered to pieces, contacts and contracts within the Warsaw Pact were severed, important markets in the East were lost. The period of “strategic vacations” in the ’90s, when Poland ceased its forced alliance with the ComBloc, and yearned only for the Western economic and military organizations, shaped the situation of the national defense industry and indicated the way for the further technological modernization towards conservative patterns, and modernizing the already utilized models instead of introducing revolutionary novel ones. The “Poland’s military defense strategy” still built on classic, conventional warfare, and dominated by mechanized and armored troops, was reinforced into airmobile units. Important, that the modernization should base on domestic defense industrial capability, by using already introduced models as a base, which in turn shaped this process accordingly. It brought about both good and bad things:

amongst the successes counted the refit of the T-72s to the PT-91 Twardy standard, with 234 modernized tanks commissioned, as well as the development of the Grom MANPADS. The downside was the fiasco of the I-22 Iryda jet trainer, absorbing sizeable amount of cash and paralyzing other options, or the need to reduce the scope of the W-3 Sokół helicopter, leaving it only mid-way along the process to a fully-blown multi-role battlefield helicopter. The result of all that was the first attempt to shape of the future modernization programs by enacting the socalled “strategic government programs”, and including the new Goryl MBT, Loara SPAAG/SPAAM system, or the Huzar multirole helicopter. The failure of these programs as not due to the lack of technological ability – e.g. the Loara SPAAG was then finished in 2005 and tested positively proving itself a modern and capable system – but partialy due to the financial restraints, and due to politics and strategy. Concepts changing with every election in government and the MoND, and new strategy shaped in advance by chances of NATO-access, forced to re-shape the earlier plans. The early modernization attempts of the ’90s were mostly left for the military to govern, which resulted in excessive stress being placed on the needs of the conventional battlefield, without considering the economy and changes in geopolitical situation. The lack of these consideration was accoutable for the failure or the delay of many modernization programs, such as the Krab SP gunhowitzer, the Loara SPAAG and the Gawron-Class corvette, all initiated way back into 20th Century. Just a decade ago many of the decision-makers were not yet ready to make a lasting choice of the modernization guidelines, to take the “either-or” choice of key projects. Principals sacrificed the “in-depth” pursuing of the few chosen modernization programs able to make a real progress, in order to pursue the “in-width” concept initiating too many programs while lacking money to continue them beyond their own tenure. Even today many of the decision-makers haven’t quite comprehended the necessity. Trendsetting-wise, the most important time of the Polish Army’s recent history was the period of 1998–2003. It was the time that the guidelines were forged and decisions were made to shape the armed forces inventories for

F-16D Block 52 + Jastrząb, the largest and most expensive Polish Army modernization program.

Rosomak during expeditionary deployment to Chad. These became Poland’s main expeditionary AFVs.

years to come. At the threshold of the new Millenium, two Polish Army development concepts clashed head-on: one called for trim professional elite high-tech fighting force, and the other continued the traditional concept of mass-army capable of long-term territorial defense in case of a coming conflict. These two basically contradictory concepts shaped the government’s 1998–2012 Army Modernization Strategy, known as the “Armia 2012” program. This program called for retaining the peace-time army of 180 000 soldiers, with 50% professional Military People, unfortunated, it only survived in this shape for a year, until Poland joined NATO on March 12, 1999. “Armia 2012” was another plan completely out of touch of reality of the state’s economy. From day one, the NATO accession upturned the armed forces development planning including the technological modernization. Alliance commitments had to be taken, by not only singling out units to operate within the alliance but also by kitting them out to enable the interoperability. The modernization focus changed considerably. Central European terrain and climate ceased to be main considerations, now replaced by the NATO Military Objectives. In some a way, it was a return to the collective way of planning only this time within NATO not the Warsaw Pact. The basic difference was, that unlike the Soviet Union, the Alliance left the choice of commitments to the member-states, and the organization was not forcing the mass-armament programs which left national economies in rubbles. There’s a flip-side to that policy, less wealthy NATO members have to make a painful choice between keeping up to Alliance commitments or their own, local, and national programs.

Decisive Deal After Poland joined NATO, the key decisions as to the army technological modernization were reconsidered between 1999 and 2001. Again, as in the past, the “in-width” concept won over the reason and against the financial reality. The “either-or” concept was again rejected, even though the outcome was plainly ridiculous – the 1999 R&D budget of mere 195 million PLN was meant to finance as many as 20 main “national” high-priority R&D projects! Each branch of the service strived to retain as much as possible of their own potential, completely ignoring the integrated model. This was the period, when most strategic purchasing decisions were made, including the most important, to finance the combat jet procurement from outside the MoND budget. The Ministry was to participate only in ground infrastructure preparation – which was also very costly. During that time the Wheeled APC (KTO) program was shaped to re-equip just one brigade

of three mechanized battalions. Than since both of these programs were used as a shining example of army’s technological modernization efforts, as a part of the national commitment to the NATO Military Objectives. Crowning of this planning was the enactation of the series of Parliament acts during spring and summer of 2001, including the ‘Polish Armed Forces Restructuring

and Technological Modernization And Financing Act’ (covering the reshaping of the Polish Army during the 2001–2006 period. Targets like a 150 000-strong fighting force, 1/3 fully-compliant, also equipment-wise, with the NATO requirements as of 2008. As of 2006 20% of the defense spending slated towards R&D projects, technological modernization of the ‘Multi-role Combat Aircraft Procurement Act’. At the same time the MoND issued a White Paper, for the first (and unfortunately – the only) time in its recent history of implementing the normal democratic procedures of (relative) transparency and openness in informing the society about the current state of its armed forces and plans for the future. In its vague sweeping statement one could read a strategic willingness to change the priorities – which had to re-shape the technological modernization as well: “Poland is not involved in any action threatening any other state, nor does it deem any other state its enemy. It is, however, taking into consideration potential threats, existing object, sometimes independent of the political will and intentions of the states

Mi-24V Hind and Mi-17 Hip helicopters were modernized or at least updated in connection with the Afghanistan mission.

Głuszec – a deeply modernized W-3WA helicopter gunship.

Antique C-130Es were obtained within the FMF assistance program.

and nations. As a NATO border state it might become an objective of various threats, aimed not only at herself, but also against other States of the Alliance”. This was not only a political declaration of a will to deploy Polish Army in foreign operation under the flag of NATO (not UN, as previously, and what immediate future witnessed – alongside US rather than the Alliance as such), but also of a will to change the character, structure and armament of the Army, to meet the commitments dating from April 1999 Washington NATO Summit with its Defense Capability Initiative and Alliance stressing the “crisis management”. The change of the priorities, from conventional battlefield in all-out conflict to the one of foreign missions with the knowledge of Bosnia or Somalia was declared long before the memorable attacks of 9/11 – the Global War On Terror only sped things up, involving Poland into operations in Afghanistan (late 2001) and invasion of Iraq (2003). Unfortunately, this happened way too fast, before the Army was modernized enough to fulfill the new commitments efficiently. The intent of building an “expeditionary army” was further strengthened by the so-called “Prague Defense Capability Commitments” of 2002. Obviously, the commitment to organize such units did not negated the basic objective of both the NATO as such, and the member-states – which always was the defense of one’s territorial integrity. On the other hand, it was unrealistic to plan building two armies within

one defense budget – unfortunately choices were inevitable. Nevertheless, some generals and politicians not only ignored it but openly contested it, as proved by the 2001–2006 modernization program guidelines to shelve the modest modernization of the T-72 to the PT-91 standard in favor for an “deep modernization to conform the NATO standards”. The concidential included a curious idea of the re-armament T-72s with the 120 mm smooth-bore cannon mounted in a new turret! First 50 of “deeply modernized” tanks were to be operational as of 2006, and the objective of the program, with a price tag of several hundred million PLN, was to equip one NATO-earmarked tank brigade with two battalions (106) of these. The planning of the armed forces technological modernization was still unrealistic, the planners totally disregarded the economical situation and the cost-effectiveness of such measures – the only objective was to meet the commitments made to NATO. Eventually the “deep modernization” program was torpedoed by the German gift of a complete set of equipment for a mechanized brigade, including Leopard 2A4 tanks. The gift was accepted, and the 10th Armored Cavalry Brigade was reorganized to a German model, conforming the decision to remove the brigade from Polish divisional structure and join the Bundeswehr’s 7th Armored Division, as per February 2000 agreement. Through this arrangement Poland got 128 used Leopard 2A4 MBTs along with all other equipment for a brigade – including the M113 ACPs – the total worth of which the MoND assessed at 1.5 billion PLN. The Leopard case was more than a one-off decision to gain instant operational compatibility within multinational NATO division – the Polish Navy blazed the trail by accepting US missile frigate. On the other plane, it was an indication mostly for economic reasons the MoND would stray from the ’90s paradigm of basing the technological modernization solely on national industry. The 1999 Compensation Agreement Act stipulated that national defense industry would take a part in every military procurement, involving foreign partners to further the eventual privatization or at least to back-up the modernization with foreign capital. Both of these variants were successfully implemented with some of the largest military procurement programs of the first decade of the new Millenium, unfrotunately, the industry gained little or nothing from such gifts. The 10th Armored Cavalry Brigade re-armament was a clear signal, that NATO-committed units have absolute priority. The same situation of the KTO program, and the Multirole Combat Plane (F-16s), the Medium Transport Aircraft (CASA C-295Ms bought in August 2001) ensuring that modernization programs for other units just withered on a vine. This policy was never declared in public. In 2012, a decade after, not by accident, the 10th Armored Cavalry Brigade became a sole user of not only the Leopards, also majority of the ZSU-23-4MP Biała anti-aircraft gun/missile systems (first announced in 2002), or the sole finished vehicles of Loara or Kroton systems. Money was short not only for the non-NATO declared troops. Polish politicians were overzealous in taking commitments way beyond financial, technical or training ability of the state – e.g. the initial statements took for granted, and such extravaganzas like keeping as much as 32 F-16s with logistic train in NATO readiness, procurement of re-fuelling planes even changing the caliber from Soviet 152 to NATO-standard

155 mm in the artillery took much more time than initially predicted. With time, lack of money forced the army and government to finally adopt the “either-or” concept, even though unconsciously at first. Some projects were continued, and other hibernated, or dropped altogether, even the high-priority NATO commitments. During the first decade of the new Millenium higher echelons of the military stubbornly kept to the overblown peace-time numbers, refusing to accept the painful choices, and bleeding the “high-speed low-drag” projects. At the troop level this led to creation of the “dual-speed

Much emphasis is recently being put on individual equipment modernization.

Army”. The “export” units were equipped at the expense of the hapless territorial troops. Logistic cadre units kept for wartime, which became mere bled-out of empty hulks. Even now, after the army got professionalized and “national Army” times are over, dualism remained a somewhat smaller scale bearing witness to the power of conservative mind-set. This mind-set is a grave danger for the technological modernization process by slowing it down or cancelling in worst cases. The Leopards taken into the inventory were used, and so were the two ancient ex-American early Oliver Hazard Perry-Class guided missile frigates (less missiles) taken over by the Polish Navy in 2000 and 2002, as well as the 22 MiG-29 Fulcrums taken over from German Luftwaffe in 2003–2004 (only some of these were modernized, the rest

was just cannibalized for parts), and five ex-Norwegian 207 (Kobben)-Class submarines (2002–2004, of which one was used as a training aid). Then came the C-130s, declared as early as 2004 as C-130Ks, then reduced in 2005 to C-130Es, of which the first materialized only in 2009, and the last would arrive in 2012. All of these constituted the “surplus Army”, as it was called by those opposed to taking such gifts – but without taking the surplus equipment, ambitious Alliance commitments stood no chance of realization in harsh economic reality. Ambitions were indeed

grand: Polish government declared to submit warships to operate in “blue waters”, armored, mechanized and airmobile troops, whole squadrons of combat and transport aviation etc. – while maintaining enough troops to defend the frontiers. The MoND never had such amount of money. Taking these grants, and mustering FMF aid (2004 purchase of the HMMWVs) would improve the situation just a bit. The experience was mottled. Land Forces couldn’t complaint – but the Air Force had dubious experience, and the Navy, the largest recipient of surplus equipment, was the worst-off. Even it wasn’t the quality of the secondhand ships, that mattered but it was the mind-set of the decision-makers, who decided that the Navy’s needs were thus taken care of, and money needed to finish expensive naval development programs like 2001–2006 strategy listed Gawron-Class corvettes, Kormoran-Class mine destroyers, new submarine(s), and RBS-15 Mk3 anti-shipping missiles – could be better spent elsewhere. The MoND never had enough money to finance all of these, and the expectations that Poland would become a noticeable “blue water” force were all false, from the day one.

The True Meaning of “Technological Modernization” As previously mentioned, the worst problem that the decision-makers faced was the false assessment of both capabilities and reality as shown by both the 2001–2006 Strategy and the “Airplane Act”. The plans were utterly unrealistic from Day One. Starting with time-line and so their true value are not the detailed stipulation, but rather as general guidelines, showing new trends – and that’s where they succeeded. As for details, well, e.g. the Airplane Act was amended several times, for the first time as early as March 2002, when initial 60 (!) F-16 (16 second-hand in 2003, 16, 12

Simulators are to play an increasing role in soldier training.

and 16 brand new in 2004–2006) were amended to 48 factory new delivered until the end of 2008. These were finally met, but the implementation of the F-16 program (F-16C/D Block 52 Advanced were chosen in late 2002, and the 3.5 billion USD worth contract signed in 2003) have revealed a gaping rift in mentality and organizational ability between the Polish Army and her new Western allies. The basic problem was not in the aircraft, worth 44 million bucks a piece, but in people, both pilots and ground personnel, in procedures, which underlined the – theoretically – obvious complexity of the technological modernization program. It takes not the hardware alone to accomplish one – but a healthy combination of five basic factors: the purpose, the people, the structure, the hardware and the logistics infrastructure. In F-16s case, it all finally, somehow, mated together, and now it ticks like a watch – but the other salient modernization program, the Rosomak KTO, still struggles to make the ends meet. The history of the KTO is a sad example how the lack of comprehension hampers technological modernization even if modern vehicle is being bought for a clearly stated purpose. This program is inseparable from Polish presence in NATO, the commitment to organize “crisis reaction” force, and the American doctrine from turn of the centuries, stressing key importance of highly-mobile mechanized troops based on wheeled platform. Initially only 220 such vehicles were planned to be purchased for 1.3 billion PLN, including 120 IFV variant (one brigade of three battalions, 40 in each), but already in 2002 ambitious plans were afoot to order as much as 400 IFV and 200 basic vehicles, for as many as 10 mechanized battalions. Finally in 2003 a contract was signed for even more – 690 vehicles

worth 4.9 billion PLN, of which 313 were to be delivered as IFV, and the rest were ordered in basic configuration, to be completed with their final equipment at a later date. All of these were to be delivered between 2004 and 2013. Theoretically, the “basic configuration vehicles” (chassis with armored body, no turret or other superstructure) were to be delivered under separate contracts, but this left the whole program severely underestimated – all the more so, because the logistic support was neglected at first. The Rosomak program was never realized in the initial shape (no ATGMs were fitted, the 6x6 variant was dropped along the way etc.), some points were implemented hap-

Modernization Challenges of the Polish Army — A Few Words on Financing

t is very hard to present a reliable forecast of the Polish Army’s technological modernization in a long run – and it is nothing else but the incompetence of both the uniformed and civilian decisionmakers to blame for that. The long-term plans are of course duly prepared and endorsed, but in reality only short-term (1–2 years) plans have any chance to be backed up with financing and become really binding. Also, despite the ministry is planning defense expenditure at the fixed rate of 1.95% GDP, as stipulated by law, in reality the expenditure is lower. E.g. in 2008 defense spending was 1.67%, and in 2009 – 1.79%. Despite that the ministry keeps on announcing new ambitious plans. E.g. last spring a joint meeting was held between the MoND, the military and the defense industry, to discuss the questions of present state and forecasts for the technological modernization of the army. After a lot of grief from all sides, the MoND once again, as if nothing happened so far, announced the LIFT airplane tender “before this year is out”. Now the LIFT is a sensitive subject, and Air Force wants them badly, not only because they are intended to play a significant role in F-16 pilots training, but also because of the plans to burden them with a role of a fighter-bomber to replace the rapidly-aging fleet of Su-22 Fitters. Similar declarations were announced in 2010, and the Air Force was very disappointed to have it scrapped. Then it was announced again in 2011 – and as we are now entering the Q2 2012, still nothing happened, expect for an announcement, that instead of the LIFT, the ministry is now looking for just an advanced trainer, with no strike capability. At the same conference issues of the technological modernization until 2018 were discussed, and the MoND reported on the current ongoing projects and their financing. According to the official statistics the year 2010 proved very good for the army, the effects of the financial collapse of the defense budget in 2008/2009 were already passing by. In 2010 the capital expenditure absorbed 22.5% of the budget, with 2011 forecast reaching 24.3%, and 2012 expectations were 26.3% (in reality 24.4% – this was cut down in late 2011 due to budget cuts. The MoND budget for 2011 was 27.535 billion PLN, with 2012 forecast of 29.3 billion (later to be reduced to 29.2 billion). The capital expenditure of the 2010 was 5.725 billion PLN, with 6.562 billion estimated for 2011. The ministry representatives pointed to the rising expenditure for the 14 leading technological modernization programs, identified in the 2009–2014 Strategy. In 2010 these were to absorb 41% of all the money left aside for technological modernization, estimated to rise to 58% in 2011 and break the 60% ceiling in 2012. The 2011 plans were for purchase 51 Rosomak IFVs, 12 Rosomak WEM (armored medevac ambulance) and 10 Rosomak in specialized variants. The capital expenditure in 2009 was 4.44 billion PLN (incl. 3.408 bn for technological modernization), with the above mentioned 5.725 bn (4.571 bn for technological modernization) in 2010, 6.562 bn in 2011 (including 5.1 bn for technological modernization), and the plans for 2012 were for 7.547 (5.998) billion PLN. Eventually, after budget cuts, the 2012 sum was reduced by over 560 million to 7.13 billion. For comparison, the military retirement plan absorbed 6.5 billion in the same 2012, and couldn’t budge by a buck PLN). According to the last announcements of the MoND officials, most of the money taken from the technological modernization part of budget was expended for pay rises. In summing up the 2010, the representative of the new Ordnance Inspectorate reported, that of the 4.571 billion PLN expended for technological modernization, 71% was spent for direct purchasing, 9% for modernization of the existing hardware, 9% for ammunition, 7 % for

repairs and only 4% for R&D work. For comparison, in 2011 it was: 65% purchasing, 15% modernization, 9% repairs, 6% ammunition costs and 5% R&D. Again most of the money was expended on Rosomak program – as much as 46% of all purchasing money in 2010 – with 7% for the Navy, 7% for aerial defense, 9% for Spike ATGM, 22% for C4ISR digitized command and control equipment, 9% on “other projects”. These money gave the Army in 2010 further 62 Rosomak IFVs, 10 Rosomak WEMs, 4 W-3 Sokół helicopters modified to Głuszec helicopter gunships, 3 Liwiec radars, 33 modernized WR-40 Langusta multiple rocket launchers, 33 Spike ATGM launchers with 350 missiles, 228 Grom MANPADS missiles, single Odra and Gunica radar and EW systems. Contracts were signed for Mi-17 helicopters and first aircraft were imported, several other programs were contracted and started, to update Mi-24s, MiG-29s, Mi-14s, modernize the AA missile systems etc. In 2010 new command and control systems were to cost 509 million PLN, with ICT systems for further 245 million. This means that the ICT, communication as well as command-and-control systems became one of the most sizeable expenditure figures for the Polish Army. Within key programs of 2009–2018 further expenditure for aerial defense systems development was planned at 2.5 billion PLN (half the figure predicted in 2008 plan). This money is to cover the expenses of the Poprad, Soła, Bystra, Piorun, Pilica, Biała, programs, as well as further modifications of the Osa and Newa systems – all already known and developed projects. The initial Poprad batch is already implemented, but e.g. mobile Bystras and Piorun modules modified to take Grom MANPADS are expected no sooner than mid-decade. A very wide indeed C4ISR program (as many as 570 separate projects until 2018) would have to make do with 2.8 billion PLN. The Naval modernization programs planned to use 4.7 billion for purchasing one corvette, one submarine, one mine destroyer, modernization of the Sassnitz-Class missile boats, implementation of the Coastal Missile Battalion, refit the frigates, Kobben-Class submarines, and Tarantul-Class missile boats, as well as the training ship Navigator and Admiral Czernicki logistic ship. Now the whole issue fell through, as the new minister decided to scrap the refits of older ships and discontinue the construction of the corvette. In UAV case 0.5 billion PLN was planned to buy 6 medium range, 6 short range and 2 mini-UAVs. Of these the mini-UAVs and 2 “Medium-UAVs” were already purchased. In the helicopter program the MoND deliberated purchasing 26 helicopters of 4 types: multi-purpose utility (16), ASW, SAR and MEDEVAC (of which 7 would come to the Navy and 3 to Air Force).

12,7 mm Tor heavy sniper rifle is the pride and joy of the Tarnów’s OBRSM.

hazardly – especially the organizational structures, which influenced the amount of specialized vehicles: the 2006 remotely-controlled weapon stations fiasco was the most disturbing – but far from unique – example). Fortunately for the Polish Army, the purpose of these vehicles was stated clearly, the hardware was highly successful, and it still has a large potential for modernization. After just a few years it became a tangible proof of the Polish Army’s expeditionary potential – as well as the cornerstone of the whole technological modernization process of the TankAutomotive Command. Although unaware of the fact initially, the 2001–2003 decision sealed the choice of the new IFV for the army – even though the basic platform for the mechanized troops remained the tracked one, eventually. Another unintentional advantage was the raising of the contracted amount of vehicles from 220 to 690, which converted it from a “limited purchase” into a fully blown “investment coup”. As if overshadowed by these two giant contract, late 2003 have seen another contract signing, worth formally 1.5 billion PLN, for 264 launchers and 2675 Spike-LR ATGMs. This came as no surprise either, announced as it

was in the 2001–2006 Strategy. Again, initially plans were to buy not one, but two models of the ATGM and integrate them not only with the KTO, but modernized Mi-24 Hind attack helicopters as well. This plans never materialized in the first decade of the new century, even though the necessity to purchase another ATGM and modernize the aging helicopters was repeatedly voiced in public forum. The Spike-LR program itself, despite initial controversy as to the real effectiveness in a Central European climate, so different from the country of origin, was another success – and not only in original design, but also the degree of its “polonization” and the rate of introduction into the inventory of the Polish Army. The Big Three of the 21st Century’s first decade modernization programs: the F-16, the Rosomak and the Spike (with the addition of the C-295M program, with a pricetag higher than the ATGMs – and not forgetting the constant acquisition of the command-and-control equipment, as well as on-going communication programs) are clear examples of chances and threats connected with the technological modernization of the military. All three merit the title of “investment coups” as they not only raise the combat effectiveness in their areas, but also shape the process of hardware acquisition for years to come. Unfortunately, at the same time they also exemplify the omissions of the decision-makers, who did not take into consideration many important issues, without considering which even the most modern hardware could not be employed rationally. The real cost of the “investment coups” is much higher than just the price tag at the date of signing, and it should be deliberated as early as in the planning phase.

Nothing New Under The Sun The largest modernization challenge today is the acquisition of the new anti-aircraft missile systems. These photos (this one and next two) show a digitized Neva system – but even such ultra-modern launchers still shoot the missiles manufactured a quarter century ago, when the USSR was still going strong.

In the recent years the MoND presented several plans, or rather amendments to, of the army’s technological modernization, each known under a grand name of “Program of Developing Armed Forces Capability for...”. These gone for 2003–2008, 2005–2010, 2007–2012, then in 2008 went one for 2009–2018, and now programs are being prepared for 2013–2022 as well as a long-term development plan.

In 2009 a plan – already cut-down due to economical crisis – was announced of the “main investments coups” in technological modernization. According to it, the main effort was to be concentrated on 5 “Main Programs”:  Anti-Aircraft and Missile Defense,  Battlefield and Support Helicopters,  Navy Modernization Program,  Integrated Command Support Systems and C4ISR Bat-

tlefield Situation Imaging, Reconnaissance and Strike-Reconnaissance Drones, and 9 “Specialist Programs”:  Tytan Individual Armament and Gear Development Program (“Future Soldier”-Class),  Trainers and Simulators,  LIFT (Lead-In Fighter-Trainer) Aircraft,  M-28 Light Transport Aircraft,  122 mm WR-40 Langusta Multiple Launcher Rocket System,  155 mm Krab and Kryl Gun-Howitzers,  Homar Heavy MLRS,  Spike ATGM,  Rosomak Combat Platform. Theoretically, this program was the law of the land until 2011, when it got revised coinciding with the change of the defense minister. According to the recent annunciations, the MoND technological modernization priorities are now:  data system modernization,  Anti-Aircraft (incl. Anti-Missile) Defense,  acquiring High Mobility Capability for all branches, and logistical self-reliance, and the ability to act in all planes: land, air, sea, electronic and cyberspace,  assuring interoperability in both national and Alliance dimension,  acquiring drone aircraft capability as a highest priority. Other tasks include: On-going analysis and corrections, of the technological modernization programs from the standpoint of program rationality and acquiring expected capabilities in Armed Forces, if applicable. Preparation of the National Armor Plan within the High Mobility Capability development. Preparation of the Advanced Training Aircraft. Acquiring further transport aircraft for the Armed Forces. Preparation of the tender for Medium Multirole Helicopters. Acquiring VIP transport helicopters for the 1st Airlift Base [al-

The names of rockets Poland use are 5W27D and 5W27U.



Neva System – fire direction centre.

ready done – 5 additional W-3 Sokół helicopters were ordered]. Creation of the Special Operations Flight in Powidz. Intensifying the Naval Modernization Effort. Resolution of the Gawron-Class Corvette program [already done – program to be scrapped]. Continuation of the efforts to replace obsolete armament and modernize the rest. Furthering the cooperation with the national defense industry toward optimizing the use made of its potential in the process of development of the Armed Forces capability. Unfortunately, compared with the 2001–2006 Strategy, there’s nothing really new there, no new trends or strategic development directions. The decade-old decisions still govern all the technological modernization efforts, including „new” programs, like building of the national aerial defense system. The MoND budget would carry nothing more than direct defense and short-range missiles procurement, as a result limited aerial defense modernization goes on for a long time. During the last decade, until 2010, as many as 320 Grom MANPADS launchers and 1400 missiles were bought, along with modernization of the 25 Osa-P SPAAM systems, purchasing of 80 gun/missile ZUR23-2KG systems of various configuration, as well as modernizing ten ZSU-23-4 Shilka SPAAGs to ZSU-23-4MP Biała standard and various R&D projects, including the Poprad. The same goes for reconnaissance assets, command and battlefield situation imaging systems (except maybe for the drone capability, overlooked a decade ago). Even the idea of the so-called Costal Missile Battalion (contracted in December 2008, then expanded) is rooted deeply in the concepts voiced in late ’90s. No one even attempts to call Krab or Langusta program “novel”, or to take into consideration the amount of modernization it undergone in the meantime. There are several relatively new programs, like the Tytan, and many hopes will be pinned, but this line-up of actions contains no strategic keystone idea. There’s sim-

ply too much projects and not enough money. It is a dangerous attempt at petrification of the pathologies of the past, the “two-speeds army”, and the “in-width” progress. Over a decade ago, Poland spawned a technological modernization plan, which erred in estimating the peacetime numbers of the Polish Army at as much as 150 000 people, have clearly indicated the direction of changes. The authors were aware that lack of means and excess of challenges would willy-nilly channelize the generations exchange in armament and military equipment to certain areas. With the subsequent amendments the 2001–2006

Strategy indicated key of developmental programs, preferred even at the expense of the innovative, but secondrate strategy-wise ones (Loara, Gawron). Although not free from false assumptions and furthering the “two-speed army” concept, the 1999–2003 development programs have effectively shaped the technological modernization outlook as far as 2012–2014, when the last financial commitments of the KTO or Spike programs would we served – even though the necessity of their follow-up is voiced. The number of Rosomaks is to rise towards the goal of 800 to equip 2–3 brigades with their IFV variant. Unfortunately after year 2003 contract-studded because of the strategic decisions made at the turn of the century, the subsequent years were much more modest in technological modernization of decision-making. This was could not be explained by objective financial difficulties alone. Also faulty planning, incompetence, vague reasoning, but first and foremost – lack of decidedness, were to blame for these. The fate of two “strategic effort projects”, declared in 2005 is the epitome of the problem. The National Helicopter Program forcibly-connected to the elements of the earlier programs: introduction of the SW-4 Pogoria light helicopter, modernization of the W-3 Sokół to Głuszec helicopter gunship, as well as modernization or at least updating of the Mi-24 Hind gunship and seeking a new transport helicopter to replace the country’s aging Mi-8s/ Mi-17s Hip fleet. Another was the Iraqi-influenced Light Patrol Armored Car (LOSP) program, aimed at purchasing an Army equivalent of the Military Police’s 2005-procured Dzik-2/Gucio armored cars. Both were hailed “maximumeffort” high-priority projects, both were put in spotlight over the years – and both withered on the vine, with LOSP

Photos: Piotr Prymlewicz, MON, Jarosław Wiśniewski, Norbert Bączyk.

Main Polish Army Hardware Acquisitions in 2001–2010: 48 F-16 C/D Block 52 + multirole combat aircraft with equipment; 22 MiG-29 Fulcrum fighter aircraft (donated; some cannibalized for spares); 12 CASA C-295M medium transport aircraft; 15 PZL M-28 light transport aircraft (new contract for 8 pending); 24 SW-4 light training helicopters; 12 Mi-17 Hip transport helicopters; 3 C-130 transport aircraft; 1 Guided Missile Frigate (donated); 5 KobbenClass submarines (donated); 128 Leopard 2A4 Main Battle Tanks (donated); 339 Rosomak Wheeled Armored Carriers, inc. 233 in Infantry Fighting Vehicle variant;  44 000 caliber 5.56-mm Beryl assault rifles and 7000 Mini Beryl automatic carbines;  10 ZSU-23-4MP Biała Self-Propelled Anti-Aircraft Gun/Missile systems (modification of existing vehicles);  - 77 anti-aircraft caliber 23-mm ZUR-23-2KG (TG, T) twin cannon/missile systems;  48 WR-40 Langusta Multiple Launcher Rocket Systems (modernized from existing BM-21 launchers);  321 Grom man-portable aerial defense system (MANPADS) launchers with 1370 missiles;  193 Spike anti-tank guided missile (ATGM) launchers with 1495 missiles. Altogether, during 2001-2010 the former Department of Armed Forces Supplies in MoND held over 3800 tenders of the combined worth of supplied materiel nearing 25 billion PLN.           

making incompetent military a laughing stock of all nation, and National Helicopter Program exploding back into a hail of separate programs, making continuous but unspectacular progress ever since. The MoND contracted 24 SW-4 Puszczyk light helicopters in December 2006, delivered by 2010, and bought – at the same time – 7 second-hand Mi-17s as an interim solution of the airlift capability in view of the Afghani mission. Later on several new W-3 Sokółs were bought (although in basic configuration) and 5 more Mi-17s were procured (not without difficulties) in 2010. These were imported as late as early 2011, even though initially they were to get to Afghanistan (modernized, up-armored, and avionics up-dated) by 2010. Finally four Głuszec gunship variants of the W-3 were purchased (four more are now contracted). The hard core of the National Helicopter Program was the modernization of the Mi-24 Hinds, marked as “urgently needed” as early as in the 2001–2006 Strategy fell-through altogether, as were the alternative projects of purchasing new gunships from abroad or finding other way to obtain the newly-manufactured modern attack helicopter. All efforts failed in this vital area, while the decision-makers strived to secure attack capability to the expeditionary forces in a haphazard way, lacking systematic, thought-out guideline – and that in an area clearly marked as “vital”, “high-priority”, “sensitive” and otherwise by each and every consecutive set of decision-makers. There were other failed attempts at intensifying the modernization process or opening new fronts in the latter half of the first decade of the new Millenium. The only moderately successful was the reconnaissance capability by acquiring the drone aircraft. The first miniUAVs in Poland were Israeli Orbiters, purchased by the GROM Special Forces unit in 2005, followed by several more in 2007 for the Army, but it was only in 2010 that the process got intensified enough to improve the capability in a sizeable way. Another slow but steady process is the personal equipment reform, shaped and constantly improved by the experiences from the expeditionary deployments. The recognition given to the progress in these two elements, reconnaissance and personal equipment, might constitute the single most important input into the army technological modernization process in the recent years. Even these, however, were not accompanied by truly strategic investments. It seems that the Polish Army needs another New Opening in strategic sense, one of proportions comparable to 1999–2001 scale of change. That same goes for technological modification. The Strategic Defense Review prepared by the MoND’s Transformation Department offers an incentive for that. This time, as previously, the analysis have offered the decision-makers an alternative path, of the moder Army smaller, built along the “either-or” lines, opposed to a conservative “two-speed military”, with a “vision” of buying one naval ship per decade in each type and keeping to the priority of peace-time numbers at the expense of real efficiency. Unfortunately, the former minister sided with the General Staff and opted for conservative solutions, opposing the ones proposed by the analysts. This may change, however, with the change of the minister and in connection with the new 2013–2022 Army Development Strategy being under construction right now. n

WHEN QUALITY AND PRECISION DETERMINATE THE SUCCESS OF THE MISSION

European Defense Octopus

Hubert Królikowski Zbigniew Skrzyński

The role of the European Union (EU) in defense cooperation keeps on growing along with the strengthening of the common security and defense policy. The EU’s role in defense cooperation is finally beginning to shape according to its aspirations. This shape has become one of the basic challenges set by the Lisbon Treaty1). In other words, the Treaty has gradually directed EU to create a common defense policy visible and effective on the international scene. The Treaty includes clauses pertaining to security and defense cooperation (Art. 42(6) and Art. 46 Treaty on European Union (TEU) as well as the Solidarity Clause (Art. 222 Treaty on Functioning of European Union (TFEU) and clauses on mutual assistance in case of armed attack against the member-state (Art. 42(7) TEU).

he member states have added the No.10 Protocol on Permanent Structured Cooperation to the Lisbon Treaty. This document states, that permanent structured cooperation, referred to in Art. 42(6) 6 TEU and shall be open to any Member State, No.10 Protocol which undertakes, from the date of entry into force of the Treaty of Lisbon, to proceed more intensively to develop its defense capacities through the development of its national contributions and participation, where appropriate, in multinational forces, in the main European equipment programs, and in the activity of the Agency in the field of defense capabilities development, research, acquisition and armaments (EDA). To achieve these objectives, Member States participating in permanent structured cooperation shall undertake to cooperate, with a view to achieving approved objectives concerning the level of investment expenditure on defense equipment, and to bring their defense systems into line with each other as far as possible, particularly by harmonizing the identification of their military needs, by pooling and, where appropriate, specializing their defense means and capabilities, as well as to take part, in the development of major joint or European equipment programs in the framework of the EDA.

EDA is intensively cooperating with European Space Agency. One of the main projects is Eumetsat – meteorological satellite.

The Agency was established by Joint Action 2004/551/ CFSP2), to further the Council efforts aimed at developing defense capabilities in the field of crisis management, and maintaining Common Foreign and Security Policy (CFSP) as it stands now and develops in the future. It is also promoting and enhancing European armaments cooperation, strengthening the European defense industrial and technological base by all means appropriate. The Agency also takes a part in shaping the European policy pertaining defense capabilities and armament. The Lisbon Treaty’s entry into force enhanced the EDA’s coordination and strategy-planning roles. The Joint Action 2004/551/CFSP was amended accordingly by Council Decision 2011/411/ CFSP3). The Agency’s charter states that it shall have task to contribute to identify the Member States’ military capability objectives and evaluating observance of the capability commitments given by the Member States. It promotes the harmonization of operational needs and the adoption of effective, compatible procurement methods. The EDA shall propose multilateral projects to fulfill the objectives in terms of military capabilities, ensure coordination of the programs implemented by the Member States. It also supports defense technology research, coordinates, and plans joint research activities and the study of technical

Transport aircraft A400M is a good example of the European defense industries cooperation. It is managed by OCCAR.

solutions meeting future operational needs. In its activities the Agency also contributes identify and to implement any useful measure for strengthening the industrial and technological base of the defense sector and for improving the effectiveness of military expenditure. In order to perform its functions and attain its objectives the Agency is given full legal personality extending to the ability of be a party to contracts and agreements, as well as functioning in an external capability. The Agency should develop close working relations with existing arrangements, groupings and organizations such as the Organisation Conjointe de Coopération en matière d’Armement (OCCAR) and the European Space Agency (ESA), as well as the bodies of the North Atlantic Treaty Organization (NATO). The Head of the Agency shall be responsible for the negotiation of administrative arrangements with third countries and other organizations, groupings or entities in accordance with directives given by the Steering Board, taken by qualified majority. The Head of the Agency shall convene and chair the Steering Board’s meetings. The Steering Board may meet in specific compositions such as National Armament Directors, Capability Directors, Research &Technology Directors or Defense Policy Directors. The Steering Board may decide to invite, on matters of common interest: the Heads/Chairs of other arrangements, groupings or organizations whose work is relevant to that of the Agency, as well as OCCAR, ESA and NATO. The Steering Board shall approve the establishment within the Agency of projects or programs, shall approve any recommendation to the Council or the European Commission, and shall conclude the administrative arrangement between the Agency and third parties, as well as any other decisions aimed at fulfilling the Agency’s mission. The EU through the EDA builds its strategic non-dependence in order to meet the defense challenges in appropriate manner. EDA shall identify operational requirements, shall promote measures to satisfy those requirements, shall contribute to identify and, where appropriate, implement any measure needed to strengthen the industrial and technological base of the defense sector, shall participate in defining a European capabilities and armaments policy, and shall assist the Council in evaluating the improvement of military capabilities. The EDA creates opportunity to harmonize the common political goals with proper international organizations. This cooperation enables the EDA to gather adequate data, prepare assessments and analysis in order to work out common

solutions in implementing the EU actions. This serves to avoid duplication of the organizations’ agendas in order to undertake decisive and unified efforts. According to the EU, enhancing the degree of mutual dependence among the member-states and building a truly comprehensive approach based on fully-integrated defense capabilities are mandatory for creating a truly credible security policy. Only credible, reliable and readily accessible military capability can become a sine-qua-non condition of the autonomous common security and defense policy. To further that goal, the EDA is taking care to ensure that the defense programs are not doubling themselves within the EU, to avoid fragmentation of the industrial and technological base of the defense sector. The Lisbon Treaty puts emphasis on strengthening of the EU’s defense capability, promoting the R&D efforts and development of the common European Defense Market. The utilization of the Lisbon Treaty potential within common defense policy necessitates creation of the proper institutional framework to assist in building the military capability and working out a progressive framework within the EU’s defense policy. The institutional framework addressed here is first of all the central role of the EDA, creating a network of cooperation in defense matter with other international organizations4).

EDA—OCCAR relations

OCCAR is not EDA’a competitor, its main focus is to increase competitiveness and cooperation of the European defense programs and other activities aimed at creating European defense market.

Article 8 of the EDA Statute defined by Council Decision 2011/411/CFSP of July 12, 2011, stipulates that the EDA should develop close working relations with OCCAR. Further competence for the EDA to cooperate with OCCAR result from Chapter VI, entitled “Relations with Third Countries, Organizations and Entities”. Its Article 24 “Administrative Arrangements and Other Matters” says that for the purpose of fulfilling its mission, the Agency may enter into administrative arrangements with international organizations and entities. Further on “relevant elements” of OCCAR are specifically enumerated by name as one of such, which the Agency shall cooperate with a view to incorporat those elements or assimilat their principles and practices in due course, as appropriate and by mutual agreement. The OCCAR is an European inter-governmental organization which facilitates and manages collaborative armament programs between the member nations. It was

agreed to be established during the Baden-Baden Franco-German summit on December 7, 1995, when these countries went forward with an initiative to establish an organization charged with consolidation of the European defense industries. On November 12, 1996, at a Defense Ministers conference in Strasbourg, France and Germany have established the Organization for Joint Armament Cooperation, known under the acronym of its French-language name as OCCAR. The purpose of two states was further the cause of European non-dependence on America in defense manufacturing by increasing the competitiveness of the European defense industry and increase the development of its technological and industrial base. These goals were written in the convention signed in Farnborough5) on September 9, 1998, which entered into force on January 28, 2001, after the initial four memberstates’ parliaments have ratified it. Currently six nations have joined the OCCAR: Belgium, France, Germany, the

United Kingdom, Italy and Spain. Other countries, like Finland, Luxembourg, Netherlands, Poland, Sweden and Turkey are also involved in OCCAR-led cooperation effort. According to the OCCAR Convention, it is to support competitiveness of the defense equipment manufacturing, coordinate the European armament programs, and further the creation of the European Defense Market. Its main purpose is however to create clear and transparent procedures of managing the shared armament programs. The OCCAR is not competing with the EDA; however, because at the moment of its establishment, the Agency have taken over most of the OCCAR competence in the matter. The OCCAR is currently managing the following seven main programs:  Airbus A400M (tactical and strategic airlift),  Boxer MRAV (multi role armored vehicle),  Cobra (Counter Battery Radar),  ESSOR (European Software Defined Radio),  Eurocopter Tiger (helicopter).  FREMM (Multimission frigates),  FSAF / PAAMS munition (surface-to-air anti-missile system). At the very moment the EDA has created working relations with OCCAR based on the Agency’s establishment in 2004, and took a part in implementing of the European

German-Dutch Boxer Multi-Role Armored Vehicle Program was also managed by OCCAR.

Cobra (Counter Battery Radar) – 3-D Phased Array Radar is another example of the European defense program.

German Boxers were deployed to Afghanistan last year.

defense programs to ensure their effective development. Both organizations work on the assumption that proper program management is the key to success in implementation of their cooperative goals. Both undertake shared actions aimed specifically at the development of the European defense industry. The OCCAR is coordinating armament programs assigned to it by the member-states. Its tasks are: management of current and future cooperative programs, which may include configuration control and in-service support, as well as research activities, preparation of common technical specifications for the development and procurement of jointly defined equipment, as well as coordination of national decisions concerning the common industrial base and common technologies. The EDA and the OCCAR decided that their cooperation should be formalized by an administrative agreement. By entering one of the agrements, both organization would be able to join their forces for common management of the defense projects aimed at promoting European defense capability. Many programs and other projects furthering these goals are discussed at the EDA forum. On the OCCAR tenth anniversary in 2011 in the organization’s headquarter in Bonn, the EDA’s current Chief Executive Madame Claude-France Arnould, emphasized the importance of the achievements of the OCCAR and addressed the cooperation between both organizations. She reminded that it was the EU Council gave the mandate for this agreement. The EDA and the OCCAR are able to propose innovative ways to support the European defense effort in order to maximize the effectiveness of the military spending. According to the EDA Chief Executive,

the partnership between the two is not only natural but necessary, by enabling the synergy and mutual gains. In the framework of the cooperation, the EDA is responsible for identifying the EU’s future defense capability requirements, utilizing the Capability Development Mechanism (CDM). The EDA is able to support the OCCAR effort for implementing the important European defense programs by establishing developmental priorities of defense technologies. Both organizations are cooperating complementarily, as a uniform body connecting two equal partners, acting within their own competences. The current disposition of tasks favors the EDA, as a political postulating body, generating tasks and guidelines concerning the EU’s defense capability development. It occurs that in the longer perspective the OCCAR would eventually be incorporated and taken over by the broader-scoped EDA. As for now, the OCCAR and EDA remain fully autonomous. These organizations are playing a vital role, especially through their experience in managing the multi-national defense programs, and as a catalyst in creating the so-called transborder European defense industrial centers.

of bringing measurable benefits – including those in the defense sector. The EDA and the ESA have based their relationship on administrative agreement signed on June 20, 2011 in Paris. The cooperation enables to identify the areas, concerning space industry, which are important to the common defense and security policy. The knowledge swapped between the ESA and the EDA would be used

EDA—ESA relations The same Article 8 of the EDA statute defined by Council Decision 2011/411/CFSP of July 12, 2011, stipulates that the EDA should develop close working relations with the ESA, the ESA. Agency is an intergovernmental organization established by Convention signed in Paris on May 30, 1975. 18 countries are currently members of the ESA, with further 13 applying for membership. The purpose of the ESA is to provide for, and to promote cooperation among European states in space research and technology also in their space applications, with a view to their being used for scientific purposes and for operational space applications systems. The ESA is elaborating and implementing a long-term European space policy, coordinating European space program, as well as elaborating and implementing the industrial policy appropriate to its program, by recommending a coherent industrial policy to the member states. The ESA purpose is being implemented by pursuing the main programs. This activity is mandatory for the member states. These programs involve space research and construction of hardware used in such research, technological research. In addition complimentary programs are being pursued, including the development of the European launch rocket and space technology projects. The ESA is not involved, though, in operational activity, which has been taken over by the commercial companies of the space sector: Arianespace (the Ariane rocket launches), Eutelsat (European telecommunication satellites) and Eumetsat (European meteorological satellites). One of the ESA’s goals is to further the effective industrial policy and to support the European technology and industrial base. The industrial policy inspired by the ESA enables implementing its contracts by the European companies. The ESA’s activities build the European space potential. Right now it encompasses the launch system and satellite systems, able to satisfy the European-formulated requirements. Thanks to ESA, has been established a strong and competitive space industry, fully capable of satisfying the European demand for space-based applications. This gives Europe a total independaence in space operations, an important area of activity capable

OCCAR is managing FREMM frigate program ( single navy program ), which have started to be introduced to French...

during EU’s military missions. Satellite-based telecommunication and data transfer are the main area, where the need occurs to share the potential during the military operations or crisis-management. This necessitates actions being taken to provide assistance for the critical infrastructures of the EU member states in both military and civilian planes. The European Commission and the External Action Service of the EU deem the EDA-ESA cooperation crucial for their activities. That’s why the Political and Security Commit-

... and Italian fleet.

tee is deeply involved into creating the civilian and military crisis-management requirements for space capabilities. Area of potential the EDA-ESA cooperation are the Unmanned Aircraft Systems, UAS. Here the ESA and the EDA have inspired a 1.2 billion project, to showcase the advantages of the outer space-based services covering airspace

unmanned users requirements by providing them the use of the satellite communication support and to identify the problems involved. The tender invitation is to be announced in early 2012. This contract would be the first jointly-financed enterprise initiated by the ESA and the EDA since the signing of the administrative agreement on June 2011. The ESA took upon itself the UAS feasibility study, while the EDA undertook the AIR4ALL6) initiative including the support actions. The 2011 administrative agreement provides framework to exchange personnel and to facilitate and pursue specific projects between the two agencies. The agreement also identifies joint-action

Thanks to the FSAF/PAAMS programs, French, Italian and British Air Forces and Navies are going to receive capabilities to fight with all aerial threats including tactical ballistic missiles.

areas, like satellite surveillance and reconnaissance for both civilian and military purposes, as well developing the dual-use technologies.

Tiger helicopter, which has been build thanks to European cooperation, can be also named as an export success.

EDA—NATO’s bodies relations Article 24 of the Chapter VI of the European Defense Agency Statute defined by Council Decision 2011/411/CFSP of July 12, 2011, stipulates that for the purpose of fulfilling its mission, the Agency may enter into administrative arrangements with other organizations, while subsequent provisions stipulate that the relations between the EDA and NATO, although defined through an administrative arrangement, shall be in full compliance with the established framework of cooperation and consultation between the EU and NATO.

The NATO transformation towards dynamic military and political potential demands decisive commitment in defense cooperation area. The NATO is searching for solutions enabling it to pursue the efficient implementation of the Treaty stipulations. Defense investment cooperation and development of the modern technologies are right directions for the future of the Alliance. It should be emphasized here, 75% of member states are at the same time committed to implement the Lisbon Treaty goals. All EU member states (except Denmark) plus Norway take active participation in the EDA programs and projects7). For the EDA, cooperation with the NATO and its bodies in the defense capabilities development is crucial8). Introduction of the coherent Defense Capability Mechanism was decided based on the cooperation between the two organizations. The purpose of the EDA cooperation with the NATO is gaining access to proven system solutions in the defense area: ensuring the interoperability, access to supplies (airlift capability), implementation of the R&D work on chemical , biological, radiology and nuclear WMD. The EDA together with NATO would prevent the excessive standardization, poised to hamper the innovation in research work. The defense procurement should strive towards ensuring the gains and must be directed towards lower prices. The EDA and the NATO are mutually complementary and can be cooperated in many areas. The EDA also cooperates with the NATO’s Maintenance and Supply Agency, the NAMSA, which is an executive body of the NATO’s Maintenance and Supply Organization, the NAMSO. The NAMSA’s aim is to provide logistical support needed to maintain armament and equipment systems shared by the NATO member states. The other goal of the NAMSO is to promote and manage the consolidated defense procurement in the areas of supply, servicing, transport and military engineering. The NAMSA has a considerable experience in organizing international tenders for the armament and military equipment or the servicing agreements. One of the potential avenues of cooperation is the NAMSA involvement into the EDA’s defense programs. The scope of cooperation between the EDA and the NAMSA encompasses among others, by processing data concerning armament and equipment acquisitions. The EDA is interested in acquiring data on requests in defense procurement. The EDA is interested also in cooperation with the Research and Technology Organization, the main Alliance

Thanks to the Ariane rockets, European countries are going to achieve capabilities to send satellites (including military ones) into the orbit. gram.

Communication satellites Eutelsat are providing satellite connections also for a couple of European armed forces.

body governing the military R&D problems. The RTO supports the information exchange, as well as initiates and supports long-term research projects, and provides consulting in all modern defense technology developmentrelated matters for all the NATO’s bodies. The main RTO’s method is to partake in defense R&D projects concerning modern technology. The EDA, with its concepts of creating new defense R&D programs is interested in sharing the RTO’s vast experience in the area. The EDA and the RTO can share concepts and introduce a mechanism to exchange experts. The RTO is widely involved in research and technologies – so if the EDA positions itself as the main European coordinator of the research and defence technologies for the EU, cooperation with RTO should be mutually profiting. Another NATO body for the EDA to cooperate is the NATO Consultation, Command and Control Agency (NC3A), itself a part of the NATO Consultation, Command and Coordination Organization, the NC3O. The NC3A is one of the most important NATO agencies, focused on functioning of the Alliance’s communication and data processing concerning the planning and R&D activities, including some of the C3 functions. Its activity strengthens the ability of the NATO to execute the crisis-management tasks, while at the same time retaining its capability for mutual defense. The EDA’s goal is to intensify the cooperation and information exchange, as well as strengthening of the mutual dependence of the two organizations. The NC3A acquires and implements assigned projects, as well as providing scientific and technical consultancy to the interested parties, including the EDA, in matters concerning operations research, observation, command, aerial control, as well as communication and data

processing systems. Another area where the EDA seeks cooperation with the NATO is the standardization, and its governing the Alliance body, the NATO’s Standardization Organization (NSO). The executive branch of the NSO is the NATO Standardization Agency, the NSA. As an auxiliary body of the Alliance, the NSO is responsible for all matters concerning harmonization and coordination of all the standardization efforts of the NATO member states. The NSA has the right to initiate, support and govern standardization efforts in the NATO in order to further the interoperability and defense capability of the Alliance. The EDA makes use of the NSA’s experience concerning it important and proven. It is also an important partner in standard preparation, whose standards are already functioning in the all of the EU member states. In conclusion, let us remind that the EDA was established while the EU member states were struggling with defense budget problems, caused by the mounting costs of the R&D of the new defense technologies. That was why the EDA’s main task were to support the EU-wide cooperation in armament and military equipment programs, promote R&D work in strategic security (not only defense) technologies, and creating a competitive defense market. The other missions were important too, and connected within as they concern defense capability and R&D work. It is indispensable then to create permanent and real cooperation with the other European and Euro-Atlantic organizations – the tentacles of cooperation must be strong enough to ensure that the common security and defense policy would not remain only as many empty words. n

Photographs: OCCAR, Airbus Military, DCNS, MBDA, Eurocopter, Arianespace, Eutelsat, Eumetsat.

1) B . Angelet, I. Vrailas, European Defence in the wake of the Lisbon Treaty, Egmont Paper 21, May 2008, Brussels, Belgium. 2) Council Joint Action 2004/551/CFSP of July 12, 2004 on the establishment of the European Defense Agency, Official Journal of the European Union (17.7.2004), L 245/17. 3) Compare Council Decision 2011/411/CFSP of 12 July 2011 defining the statute, seat and operational rules of the European Defense Agency and repealing Joint Action 2004/551/CFSP, L 183/16 Official Journal of the European Union 13.7.2011. 4) See The European Defense Agency’s relationship with others bodies – Committee 5 – Session Européenne des Responsables d’Armement – SERA 16, Quels défis pour l’agence européenne d’armement et de recherche stratégique?, Centre des Hautes Études de l’Armement, École Militaire, Paris. 5) S ee Convention on the establishment of the organization for joint armament cooperation (Organisation Conjointe de Cooperation en matiere d’Armement) OCCAR. 6) Air4All is a consortium cooperating with EDA and interested member-states to develop common strategy for continuous integration of the UAS within the framework of the general aviation traffic. Members of the consortium are: Alenia Aeronautica, BAE Systems, Dassault Aviation, Diehl BGT Defence, EADS CASA, EADS Defence & Security Germany, Selex Galileo, QinetiQ, Rheinmetall Defence Electronics, SAAB AB, Sagem Defence Systems and THALES. 7) More: http://www.nato.int/docu/review/2010/Lisbon-Summit/NATO-EDA/PL/index.htm. 8) See What do Europeans want from NATO?, EU Institute for Security Studies, (Raport Nr 8, Nov. 2010).

Not only Armed Forces

Norbert Bończyk

The biggest user of various types of ilitary equipment in Poland is the Armed Forces. Polish Armed Forces operate such sophisticated pieces of military equipment like multi-role fighters, attack helicopters, submarines, main battle tanks and medium range missile air defense systems. However, the Armed Forces are not the only uniformed and armed state’s formation, special equipment is also needed for other state’s services. They do not operate such combat means like the Armed Forces, but they are also important clients in some areas, while the number of their servicemen is much higher.

f statistics is considered, the Armed Forces of the Ministry of National Defense are not the biggest armed formation in Poland. The most numerous is the State Police of the Ministry of Internal Affairs. The authorized strength of the Polish Armed Forces is 100,000 professional servicemen and the authorized strength of the National Reserve Force is 20,000 reservists. The authorized strength of the State Police is 102,000. However, the National Reserve Force is not the permanent formation, it groups reservists, who are in fact civilians. Furthermore, till today only half of the National Reserve Force has been assembled. Additionally the Armed Forces are not up to the authorized strength of the 100,000 men, for example in 2011 many servicemen resigned form active duty. The real strength of the State Police at the beginning of 2012 was 97,421 out of the 102,000 authorized strength. That is not all, 23,000 out of the 100,000 men authorized strength of the Polish Armed Forces are the positions for officers, while State Police has only 13,000 positions for officers. State Police has no less than 60,000 of order protection servicemen ready for immediate action, while the Armed Forces has less soldiers in field combat outfits. Obviously the State Police has much less sophisticated equipment and armament, but the role and mission of the both services are totally different.

Police

Creme de la creme elite unit of the Police is the Centralne Biuro Śledcze (Central Bureau of Investigation) – here the CBŚ special unit apprehend the suspect.

As it has been mentioned, the Police authorized strength is 102,000 of servicemen. Its budget for 2012 is 8,131,183,000 PLN, or more than 8 billion PLN (the Ministry of National Defense budget for 2012 is 29.2 billion). Unfortunately, as in the case of all “uniformed” services, the biggest part of the budget is the sustainment costs, mainly salaries and pensions. Despite that, the Police purchase new equipment continually. When special equipment is considered, the main type of armament used by policemen is the obsolete, People Militia era P-64 pistol. Presently only small number of those pistols are still used. The most policemen use Glock and P-99 pistols. Almost 15,000 pieces of the latter type have been purchased recently. Beside that also 4.5 million rounds have been procured for 4 million PLN. P-99s, Glocks, P-83s and P-64s are in use at Polish State Police. The policemen are also armed with assault rifles, sniper rifles and automatic pistols. Below are listed the Police armament types: Side weapon 1. Semiautomatic pistols:  9x19 mm P-99  9x19 mm Glock mod. 17, 19, 26  9x19 mm CZ mod. 75, 75B, 85  9x18 mm P-64  9x18 mm P-83 Rifles 1. Assault rifles:  7,62x39 mm AK, AKM, AKMS  5,56x45 mm H&K 416  7,62x51 mm H&K 417  5,56x45 mm H&K G-36, G-36 C, G-36 K 2. Sniper rifles:  7,62x54R SWD  308 TRG 21, .308 TRG 22, .338 TRG 42 3. Automatic pistols:  9x19 mm Glauberyt  9x19 mm H&K MP-5, MP-5A3, MP-5 K PDW  9x19 mmH&K UMP

9x19 mm UZI 5,7x28 mm P-90 4. Light Machine Guns:  PK, PKM, PKMN, PKMS, PKMSN 5. Smooth barrel riffles:  Mossberg, Imperator, Benelli, Remington, Hatsan.

tary Units of Ministry of Internal Affairs operated all the Police aviation assets till 1995. In 1996 all the aviation assets for police purposes gave been transferred directly to the State Police, where two aviation groups have been raised, one in Cracow and one in Poznań, equipped with two PZL “Kania” helicopters. In 2000, when the 103rd Aviation Wing of the Vistula Military Units of Ministry of Internal Affairs has been deactivated, the State Police accepted 11 helicopters from the wing, which underwent modernization and were fielded with the new Police Aviation. The latter started operation on May 9th 2001. Presently Police operates:  Warszawa: 1 Bell 206, 3 Mi-8s, 2 W-3s „Sokółs”;  Kraków: 2 „Kanias”;  Łódź: 2 Mi-2s;  Poznań: 2 Mi-2s;  Szczecin: 2 Mi-2s;  Wrocław: 2 Mi-2s. It can be noticed that most of the Police helicopters are obsolete and worn off. It has been announced that soon new helicopters might be purchased, to replace the obsolete Mi-2s in the first place.

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Prison Protection Service

Definitely the best armed Police units are the antiterrorist groups, especially the Antiterrorist Operations Bureau (Biuro Operacji Antyterrorystycznych – BOA). Also the Central Investigation Bureau is well equipped. Regarding the vehicles, according the data from 2010, Police units in the whole country received 879 new vehicles and 368 motocycles, for the sum of almost 80 million PLN. Today more than a half of all police vehicles (around 10,000) are no more than three years old. The biggest procurement in 2010 are: 127 non-marked Renault Megane, 120 marked Alf Romeo 159 equipped with video recorders, 368 Honda CBF 1000F motorcycles, and 79 marked Kia Cee’ds. Also specialized vehicles have been purchased. Policemen have received: 18 new vans for the road technical and ecological teams, 13 mobile command posts, 4 road accident recovery vehicles, 12 prisoner transport vans, 3 fuel-trucks for aircraft fuel and 2 vans for special mail transportation. Only in 2007–2009 as a part of the Police Modernization Program 8315 vehicles have been purchased worth of 713.5 million PLN; beside cars, they were cross-country vehicles, vans, prisoner transportation vehicles, buses, and special vehicles like:  cars – 5 632 pieces,  cross country vehicles – 263 pieces,  vans – 2 256 pieces,  large prisoner transportation vehicles – 46 pieces,  buses – 66 pieces,  special vehicles – 52 pieces. Police operates also own aviation. Polish Police started to use helicopters in 1965, when two Mi-4s and two SM-1s were introduced to the Transport-Liaison Squadron of Ministry of Internal Affairs. When the squadron has been reorganized into the 103rd Aviation Wing of the Vistula Military Units of Ministry of Internal Affairs, it was equipped with Mi-2, M-8, Mi-17, W-3 and Bell 206 helicopters. The new unit undertook numerous tasks for the Ministry of Internal Affairs. The 103rd Aviation Wing of the Vistula Mili-

Służba Więzienna (Prison Service) Intervention Unit during the mock-up detention facility re-taking.

Biuro Ochrony Rządu (Government Protection Bureau) wears paramilitary parade uniforms – general of the BOR in walking-out dress stands in the foreground.

Beside the Armed Forces and State Police, Poland has numerous other “uniformed” services. One of the not normally visible, but playing very important role is the Prison Protection Service, belonging to the Ministry of Justice. It is not small organization, with the authorized strength (of as of 1st January 2012) 27,566 servicemen (including 8000 officer’s positions) and with the budget of more than 3 billion PLN, again mostly for sustainment. Those servicemen supervise more than 80,000 prisoners of the state Correctional Facilities (not counting around 8000 ar-

rested but not yet convicted). According to the law, the Prison Protection Service can use weapon in the area of the protected facilities, during convoy escorts, and during the pursuit for the prisoners on the run. Prisoner Guards cannot use weapons in any other circumstances. Presently the Prison Protection Service mainly use 7.62 mm AKM/AKMS rifles, non-automatic cal. 12 Winchester

Gdańsk Aviation Unit (Naval Border Guard Division): 1 M-28 “Skytruck” airplane, 1 M-20 “Mewa” airplane, 1 W-3W “Anakonda” helicopter; Kętrzyn Aviation Unit:  1 “Wilga” 2000 MF airplane, 1 “Kania” helicopter; Białystok Aviation Unit:  “Wilga” 2000 MF airplane, 1 “Kania” helicopter; Hrubieszów Aviation Unit:  2 “Wilga” 2000 MF airplanes, 1 “Kania” helicopters; Huwniki Aviation Unit  2 “Kania” helicopters, 1 W-3 “Sokół” helicopter. It can be noticed that the fleet consists of various types of aircraft, which makes its servicing somewhat complicated. Border Guard Aviation is underinvested; however, the naval component of the Border Guard (Naval Border Guard Division) has been built-up recently. Among others, Patrol 240 Baltic vessels (presently “SG-111 Patrol 1” and “SG-112 Patrol 2” are commisioned) and Griffon 2000 TD hovercraft have been purchased. The Border Guard has two naval squadrons equipped with various vessels, within are fast patrol vessels, like Parker 900 Baltic Cabin or IC-16M type, supplemented by many others. Land component of the Border Guard operates numerous patrol vehicles, like the Land Rover Defender, which is a main type, but also Mercedes or Jeep vehicles are used, cross country motorcycles (Honda and KTM), quads (Honda, IPS, Polaris) or snow scoters. They are supplemented by vans with special equipment and normal cars, for a road patrol. Only during the 2009–2011 period the Border Guard purchased through the Norway Financial Mechanism, the External Border Founds and Polish Border Guard Modernization Act: 

mod. 1300 Defender and Mossberg 500 ATP rifles, Walther P-99 AC pistols, and 9 mm wz. 1998 PM-98 Glauberyt automatic pistols (generally Prison Protection Service use 9 x 19 mm rounds for pistols and automatic pistols). Prison Protection Service also use: Rossi cal. 38 revolvers, 26 mm wz. 1978 signal pistols, and RWGŁ-3 portable tear gas grenade launchers. It has to be mentioned that a few years ago the state of the Prison Protection Service weapons was unsatisfying, mostly the obsolete P-64 pistols and AKM/AKMS rifles were used. Modernization Program has been implemented recently, which resulted in procurement of a few thousand of P-99 pistols with ammunition. Also new types of automatic pistols brought attention of the Prison Protection Service. The heavy weapons, like AKMS rifles, are gradually withdrawn from service. The main problem of the Prison Protection Service is the poor state of other equipment, including tactical uniformes. The Prison Protection Service fields so-called the Intervention Groups of Prison Protection Service, which are similar to the Police’s antiterrorist groups. They are armed, beside the direct force means like sticks, shields, and tear gas with weapon of the mentioned types.

BOR officers on ceremonial guard duty – both parade uniforms and field uniforms, worn by the officers serving on protection details in conflict zones are present.

Border Guard Border Guard is the next armed “uniformed” service. It is tasked with the protection of the state’s borders and control of the cross-border movement. It is supervised by the Minister of the Internal Affairs. The Commandant of the Border Guard is a central authority institution, responsible for the state’s borders protection. The Border Guard is not a large formation, its authorized strength is 4400 servicemen, and the budget for 2012 is 1,280,873,000 PLN, so seemingly less that the services described earlier. However, the Border Guard has land, naval, and aviation components, as well as other law enforcement agencies. It is also financed from UE or Norway Financial Mechanism. Similarly like in the Police, among other new vehicles have been purchased with those support. Only for 20042009 assistance of 533 million Euro has been allocated to Poland through Norway Financial Mechanism, the Border Guard received 18.5 million Euro. Additional equipment could be purchased through those founds, but the service and exploitation costs are buried by the operator itself. Aviation component of the Border Guard is organized into five aviation units operating 13 aircraft totally. They are:

Straż Graniczna (Border Guard) patrol in winter scenery. The SG is using quads among other special patrol vehicles.

100 motorcycles 20 snow scoters 40 ATV quads 265 road patrol vehicles 32 special vehicles (so-called Schengenbus) 35 cross-country vehicles 29 minibuses 25 prisoner transportation vehicles 15 trucks with up to 3.5 t capacity 16 patrol trucks. Totally more than 570 vehicles of various types have been purchased for more than 50 million PLN. Regarding the firearms, the Border Guard is equipped mostly with side weapon, the 9 mm Glock pistols (model 17 and 19) dominate, though other types can also be found,          

like P-83, CZ-75, and revolvers. Among the rifles, Mossberg are preferred, but also older AKMS rifles and SWD sniper rifles are used. Servicemen, especially the intervention groups of the Border Guard (antiterrorist units) are also equipped with automatic pistols of the MP 5 familly or domestically produced Glauberyts.

SG Special Unit using Fire Brigade’s RHIB for visit-and-search duty.

Government Protection Bureau Another armed and “uniformed” agency operating in Poland is the Government Protection Bureau, belonging to the Ministry of Internal Affairs. The main mission of the Government Protection Bureau is to protect the state’s important persons and facilities important to the state’s security, as well as conducting of the pyrotechnic and radiological reconnaissance of the governmental facilities. Among the protected persons are the President of Poland, the Speakers of the higher and lower the house of Parliament, Prime Minister and his deputies, selected ministers, foreign diplomatic personnel and other persons important for the Poland’s security. The Government Protection Bureau is also responsible for protection of many governmental facilities. The Government Protection Bureau servicemen (with the same rank system as in Armed Forces, from private to general) can use direct force and firearms, among others, in protection of VIP or during the activities related to securing the area in which VIPs are present, which does mean, that they can oparate in the whole country. The Government Protection Bureau authorized strength is 2286 of servicemen and its budget for 2012 is 189,505,000 PLN. The Government Protection Bureau servicemen also provide protection for the Poland’s representatives outside the country, especially in the war zones, which results that they act in uniforms and with weapons not typical even for the urban antiterrorist groups, but with weapon typical for armed forces. During the recent years some amount of modern weapons have been purchased, including FN SCAR-L or G36 familly rifles. Another “uniformed” and armed service is the Marshall Guard, which is responsible for protection and order in the area of the Parliament, however, it is very small formation and has mostly representative and order functions. Their servicemen do not carry weapon on the daily basis.

Other services An “uniformed” service of special importance in the state security system is also the State Fire Service. Its authorized

The BOR logo plaque.

The SG has got its own air detachment as well – a PZL-104 Wilga is one of the SG’s patrol aircraft.

strength is 30,490, and the budget for 2012 is 2,276,437,000 PLN. Since it is not armed service, it has not been described here. However, the Custom Service is armed. Custom Service is uniformed, organized to provide protection and security in the whole custom area of Poland and the EU, supervising the legal aspects of the goods imported to Poland and exported from Poland. It is also tasked to carry other duties specified in various regulations, especially in the area of special tax and tax from games. The Custom Service belongs to the Ministry of Finance and its authorized strength is around 13,000 servicemen. Since 2009 some of them are authorized to carry and use weapons, it is related to the Crime Suppression Divisions, thought the groups of treasury control had been existed before then. Now most of the Custom Service servicemen have been armed. In August 2010 the first agreement for arms delivery has been signed: it covered the delivery of 989 pistols, 176 automatic pistols and 76 smooth-barrel riffles (including delivery of ammunition– 307,000 pieces of 9x19 mm, 58,000 pieces of caliber 12/70 and 12/76). The main type of Custom Service armament is P-99 pistol. The next state law enforcement agencies are the Intelligence Agency and the State Security Agency. Intelligence Agency deals with external security of Poland, while the State Security Agency operates domestically. It carries counterintelligence tasks, antiterrorist tasks and encounters the organized crime. The both services have similar rank system as the Armed Forces, but their servicemen do not use uniforms on daily basis, they act in civilian clothes. Operational units of State Security Agency (socalled Black Tactics – the V Division of Realization Support and Antiterrorist Operations), are used to arrest suspected people. They use uniforms and are armed similarly to the best antiterrorist groups of State Police. The other law enforcement agency wearing uniforms and carrying weapon is the Forest Guard, belonging to the State Forests Agency. Forest Guard has been organized to protect the state’s forest areas. They servicemen can be armed with side weapons, formally borrowed from Police and can use it in self-defense, after other direct force means are not effective. They have right for stopping and identifying of suspected persons. Similar rights related to the use of weapons has State Fishery Guard and State Hunting Guard, which belong to the particular district governors, they also have own uniforms. The weapon can also be carried by Central Anticorruption Bureau, thought it is not “uniformed” agency. A few years ago the opera-

tional group of the Central Anticorruption Bureau has been equipped with numerous modern pistols, automatic pistols (including MP 9) and even sniper rifles. Summarizing, there is considerable number of law enforcement agencies in Poland, wearying uniforms and car-

rying weapons. The Armed Forces are without doubts the strongest of the forces. It doesn’t have a lot of service men, but its buget is one of the bigest of all forces. The state’s needs for weapon, equipment and uniforms are much bigger that only the requirements of the Armed Forces, because the various law enforcement agencies covers almost a quarter of million of different servicemen. Not only the Ministry of National Defense and Ministry of Internal Affairs have own armed formation, but also Ministry of Finance and many other organizations reporting to the Prime Minister. During the recent years a lot of equipment has been procured for the forms of goverment entities, including firearms, mainly side weapons (however, it has to be noticed that many procurements unfortunately have not been quite clear because of the system nature). After some well known failures the police antiterrorist formations have been much reinforced (so called black tactics teams), they have been equipped mainly with imported weapons. The State Police servicemen widely received new personal weapon. Also the Government Protection Bureau has been reinforced and Central Anticorruption Bureau was organized. Poor state of armament forced for big procurement of weapons for Prison Protection Service. Also Custom Service received pistols and since a few

SG-112, one of the most modern Border Guard patrol boats.

years new weapon is introduced to the Border Guard. Vehicles have also been purchased on a mass scale, especially vehicles for Police and Border Guard. The other personal gear received less attention, especially the uniforms. Such problems are especially related to the Prison Protection Service, but also in other services the situation is not ideal, especially in Border Guard. The current servicing of the possessed equipment is also troublesome, especially the most sophisticated systems and vehicles. A lot of equipment has been procured through external funding and there is no means for their current servicing. The law enforcement agencies’ aviation is in poor shape.

Straż Leśna (Forest Guard) patrol car – most of these are Land Rover Defenders.

Border control – SG K9 officer with his duty dog.

Photos: Policja, SG, SW, LS, BOR.

New helicopters must be procured urgently and the fleet should be standardized, like it was done by Ministry of Health for the Aviation Rescue Service. Naval vessels are in much better state. The market for special equipment for the “uniformed” services is therefore quite broad and the areas in which big investment is needed, are numerous. The lack of financial means is a big problem and the lack of clear vision of development of the law enforcement agencies does not help either. It also refers to the servicemen training system, especially in the field of the use of weapons or sophisticated equipment. The procurements are usually dispersed and are of selective instead of system nature. For example, the Police purchase to many types of vehicles, not always optimized for the service conditions. The necessity for changes and modernization is however, recognized in all services. n

Evolution of the Offset under Influence of the Directive 2009/81/EC and the Strategy for European Defence Technological and Industrial Base

Hubert Królikowski Zbigniew Skrzyński

s a rule, the defense procurement should be ruled by the national law regulating the public procurement procedures. The basis for the public procurement systems in the EU member states acts of law, regulating the basic tender procedures in both the so-called “classic” and defense-and-security areas. Exempted from the rule are the armament and military equipment based on particular regulations, e.g. the Decision Nr 291/MON of July 26, 2006 on rules and procedures concerning the Ministry of National Defense contracting of military equipment. The EU laws define the “military equipment” as products designed or adapted to military purposes and meant to be used as arms, munitions or material of war. It is worthy on emphasis here, that the Directive 2009/81/EC does not explicitly prohibit the offset agreements – more so, the word “offset” is not even used there. The European Commission sees the offset agreements as one of the measures of the members states being allowed to take the protection the essential interests of its security. Also, the European Parliament Resolution EU (2011/2177 (INI)) of December 14, 2011 On the impact of the financial crisis on the defense sector in the EU Member States in its point 59 stresses that offset practices can in principle only be justified if they are necessary for the protection of essential security interests in accordance with Article 346 TFEU, and that they should be consistent with the principles of transparency

The 120 mm Rak self-propelled mortar as an example of the good management with armaments programs showing that the Polish industry can independently to draw up the technologically advanced weaponry.

On August 21, 2011 entered into force the Directive 2009/81/EC of the European Parliament and of the Council of July 13, 2009 on the coordination of procedures for the award of certain works contracts, supply contracts and service contracts by contracting authorities or entities in the fields of defence and security, and amending Directives 2004/17/EC and 2004/18/EC, called “defense directive”. The aim of this document is to eradicate obstacles hindering the functioning of the competitive European Community market in defense procurement area. In particular, the defense directive is going to reduce the possible hindrances caused by the use made of the Article 346(b) of the Treaty on Functioning of European Union ( TFEU). The article states, that “any Member State may take such measures as it considers necessary for the protection of the essential interests of its security which are connected with the production of or trade in arms, munitions and war material; such measures shall not adversely affect the conditions of competition in the internal market regarding products which are not intended for specifically military purposes”. Under the Directive member states have retained this possibility to make sovereign decisions regarding taking measures necessary for the protection of the essential interests of its security in the defense market area, i.e. the whole of the transaction of purchasing/selling and conditions of the contract. At the same time the Directive confirms, that the national security remains the sole responsibility of each member state, in the fields of both defense and security. On the other hand, the undertaking of such measures should be limited to justifiable cases, when are essential interests of security, as is state in Art. 346(b) TFUE. and must especially not cause risks of corruption or disrupt the functioning of the European defense equipment market. The European Commission guidance notes on offset issued to ensure proper application of the Directive 2009/81/EC also allow offset requirements in principle. However, such offset requirements, regardless of being of civilian or military character, direct or indirect, are restrictive measures which go against the basic principles of the Treaty, because they discriminate against economic operators, goods and services from other member states and impede the free movement of goods and services. As such they can only be justified on the basis of one of the Treaty-based derogations, in particular Article 346 TFEU.

However, these derogations must be limited to exceptional and clearly defined cases, and the measures taken must not go beyond the limits of such cases. They have to be interpreted strictly, and the burden of proof that the derogation is justified lies with the member state which invokes it. In this context, it is important to note that economic considerations are not accepted as grounds for justifying restrictions to the freedoms guaranteed by the Treaty. In this context, according to Art.22 of the Guidance Note on Offsets, it is important to recall that economic considerations are not accepted as grounds for justifying restrictions to the freedoms guaranteed by the Treaty. Measures liable to infringe the prohibition of discrimination on the basis of nationality can be permitted only if they are justified on one of the non-economic grounds listed in Articles 36, 51, 52, 62 and 346 TFEU. This means that the restrictive measure in question must be necessary for security interests, not for economic or employment-related interests. A defense or security procurement contract may be exempted for reasons of security of information, for example, this exemption does not imply permission to require offsets for the procurement covered by the exempted contract. On the contrary, the offset requirement would be another (additional) measure, affecting intra-EU trade in a different way, and would thus have to be justified separately by proving indispensability of the measure to protect essential security interest of the member state. The offset requirement is currently a tool utilized in global scale. It is an important factor influencing security, and therefore many EU member states do not resigned from use of offset. It takes many shapes and names, but it still serves the same purpose. Within the EU member states the offset policy is still being utilized to aid the industrial potential development to achieve the level, giving it proper competitiveness, based on technological and financial capabilities. Currently the offset has to assure adequate shape of the European Defense Technological and Industrial Base (EDTIB). For that purpose the EU defense ministers have accepted the EDTIB Strategy on May 14, 2007. This Strategy document mirrors a clear and unambiguous objective for the member states to achieve, being the retaining in Europe of the technology-based defense industrial base. The strategy identifies means to achieve this goal, being amongst others, making the EDTIB capability-driven – that is focused on meeting the EU member states requirements by giving them defense capability by sustaining the defense potential and national operational sovereignty. The other goal is to achieve required competence, by ensuring the deliveries fulfilling the defense requirements and – within that framework – proposing the future development path and promoting the new technologies. To meet these stratagems, one needs a flourishing defense industry with access to new technologies and required industrial base. The EDTIB Strategy sees offset requirement as an efficient and justifiable tool of the EDTIB development. The Strategy contains many facets hard to reconcile with the offset, but at the same time makes note of the practice’s positive sides. Some level of delivery security, including operational sovereignty is believed to form a part of the EDTIB. Sustaining and modernization of the member

states’ potential and industrial capabilities is necessary, and acquiring modern military technologies is deemed valuable. The Strategy calls for focus on creating the Centers of Excellence, where offset would also find its place. Considering the long service-life cycle of the majority of imported arms and military equipment, sustaining it requires proper logistic support for its updating, modernization and repair. Some forms of offset more than others increase the possibility of achieving that objective. Defense offsets must therefore be aimed at increasing the defense potential, which the EDTIB sees as a very efficient solution.

The fair organised in Poland and exhibitions of the weaponry are one of chances to discussion on the future of the European Defence Technological and Industrial Base. In a photo among others: Mr. Dariusz Bogdan, Deputy Minister of the Economy and Mr. Marcin Idzik, Deputy Minister of Defence..

Plus, the possibilities of the R&D-based offset enable gaining international competence. A need to develop deeper and closer cooperation was also pointed to by the EDTIB Strategy, in order to increase the scale and efficiency of the achievements and further the cooperation in defense research and technology. Sustaining the defense potential on appropriate level would necessitate appropriate investment by using all types of various instruments, including offset, to their full capacity. Specifically the direct offset, aimed at the defense industry, at acquiring appropriate level of manufacturing, repair, or research capabilities, that would in long term further the cause of the EBTIB. Right now certain areas of the European defense industry suffer lack of sufficient investment, while at the same time they are expected to develop their potential. It seems that offset is one way of achieving demanded results in this area. It should be stressed that the EDTIB strategy success depends on maximizing the use of the prerequisites evolved from other EU policies influencing the defense industry, not just the offset alone. The Lisbon Treaty also stipulates, that member states oblige themselves to gradually improve their military capability – and that’s where EDTIB comes as one of the most potent tools to implement the goals of the Common Security and Defense Policy (CSDP), as it serves to sustain and develop the defense potential of the EU member states. Complementary actions of the EU strive towards creating the so-called ideal European Defence Equipment Market, meant to fit in with the common European mar-

ket as its integral part. To achieve that is the preliminary and essential condition of strengthening the CSDP. The European Armaments Co-operation Strategy as well as the European Defense Research & Technology Strategy are also aimed at that. The EDA’s Steering Board’s National Armaments Directors meeting of March 2010 observed that making use of offset requirements remains a standing procedure accompanying the defense and security procurement.

Also at the global level no guidelines are demanded to abolish the offset. The EDA’s Code of Conduct on Offsets has been revised on May 3, 2011. This Code is a voluntary intergovernmental instrument of no binding legal force, setting the framework and guidelines concerning offset in defense procurement. The Code has been signed by 25 EDA member states and Norway. The revised part included a clause to the effect, that the Code is applicable to all kinds of practices introduced according to the Art. 346 TFEU. The Code guidelines indicate, that the Code is equally applicable to all practices including offset involved in the Code. In Introduction and in Overarching Principles, the Code stipulates that its regulations should be implemented within the existing EU legal network. The Code is therefore an integral part of the European Defense Agency’s Regime to encourage competition in the European Defense Equipment, accepted by the participating member states “without harm to their rights and obligations under the Treaties”. The offset is not seen in the European market as a compensation, but as a vital tool enabling development of the industrial defense capability, technology transfer and maintenance of the security of supply and operational sovereignty. The offset itself also evolves, with the creation of the new international defense industry cooperation initiatives. The EDA keeps working-out the right policy on using the offset as a tool. Ideas are voiced on how to replace the offset requirements for the future. The main

Mr. Rafał Baniak, Deputy Minister of the Economy and Mr. Marcin Idzik, Deputy Minister of Defence are opening the service centre of EADS CASA’s military transport aircraft in Warsaw. It is so-called good example „smart offset” ensuring operational capability of military forces the Republic of Poland.

problem is how to do it, without harming the offset beneficiaries. It sees a positive influence of the offset on technological capabilities and innovativeness of the defense industry in wide sense is definitely noted. The impact of the offset on developing new technological competence by the defense industrial companies often depends on transferred technology. The offset agreement should involve a considerable range of R&D’s work in a long term, to promote gaining new technological competence. The technology transfer should be accompanied by the advanced R&D projects, to help the company to implement such new technological competence in order to gain international competitiveness with an advanced product. It is a noted fact, that defense industry’s companies benefitting from offset strengthen their international market position – both in supply chain and through export orders from foreign armies. Also, the offset beneficiary, who uses offset to build technological competence and gain export sales may itself become an offset supplier. The offset helps to introduce new players in to the international defense industry market. This helps to build a network of worldclass specialized companies, influencing the quality of the EDTIB and enable the benefits for the national defence technological industrial base. Before entering of the Defense Directive into force, European governments had two different policies towards offset. One of these was based strictly on EU law, and endorsing the European Commission policy, and the other taking into consideration the more pragmatic approach of the EDA. Now it was decided, that justifiable direct offset, implemented within framework of the Art. 346 TFEU is allowed – even though the Art. 346 is an exception rather than the rule, and should never constitute a “blanket check” for use of offset. All of the above, the coming into force of the Directive 2009/81/EC, the increased interest of the European Commission in defense procurement and offset requirements, activities of the EDA and the evolution of the offset itself oblige – not only Poland, but other member states as well – to take actions aimed at regulating offset in a such way, that it conforms the EU law and contain solutions, regulating the functioning of the offset in changing conditions. This new approach calls, among others, for clearly declaring the scope and priorities of offset implementation policy. This situation necessitates setting guidelines for implementing defense and security interests of the state by setting the offset policy framework. Some pointer is provided by the EDA’s Code of Conduct on Offsets – but it should be noted here, that just by keeping to the Code’s provisions the offset requirements are conforming the EU law. In each case separately the ordering institutions/entities have to ensure that all provisions and requirements are conforming the Treaty and the Directive. Only then, basing on that conformity, they can decide whether to conform to the Code of Conduct – provided the ordering procedure was not contrary to the Treaty and Directive. In other words, the only lawfully binding criteria of the offset requirements assessment is their conformity with the EU laws. Novelization project of the Polish offset law enables to keep up the offset requirement despite entry of the defense Directive into force. The project has been worded not to contradict the EU law and not to interfere with the functioning of the Directive 2009/81/EC. For the

most part, the author of the project strived to keep up the offset as a vital tool, and to increase its efficiency, while conforming to the Art. 346 TFEU, as “European Commission’s Guidance Note on Offsets” in connection with the Defense Directive. The proposed regulations would make offset agreements possible only in security matters, which means, they would be limited to direct offset, aimed at the defense industry. Such approach is in accordance with the government policy, as laid out in National Security System Development Strategy 2011–2020/22 and this strategy’s Implementation Framework document. As a concern of the defense industry, the Strategy provides that developing defence industry – the strengthening of its potential technology-wise, might take form of making and efficient use of the offset opportunities. The Strategy Implementation Framework specifies the following ways to increase the national defense-industrial potential: limiting of the offset obligations to the direct-offset beneficiaries circle, introduction of the obligations pertaining to the implementation of vital national defense and security programs, and involvement of the Polish entities into creation of the innovative and competitive European defense technological and industrial base. Sustaining of the national defense industry is therefore one of the most important determinants of national sovereignty and mobilization readiness of its structures. Therefore, the offset in Poland is to aid in development of the defense industry, and by the same token ensure that basic national security interests developing the defense capability, ensuring safety of supplies and operational nondependence, as confirm Poland’s National Security Strategy. The Offset is not a European monopoly – many countries worldwide (Canada, Korea etc.) use it, too. For example, India has an extensive offset program, and uses a tool to acquire modern technologies in the framework of long-term cooperation with the foreign suppliers. The United States on the one hand state that offset is interfering with the free-market economy. Therefore the offset is not endorsed – but on the other hand, the American government does not interfere with American companies offering offset deals to improve their bargaining position on external markets. It should pointed out here, that the United States government is very consistent in applying mechanisms to protect the National Defense Industry. For example Japan strives to enter their companies into cooperation with foreign arms or military equipment suppliers, mostly from US, in order to acquire licenses, manufacturing rights, and promote their own solutions directly to the supplier. It is worth stress that Poland for a long time have strived to maintain offset as an efficient instrument ensuring the transfer of new technologies and progress of the R&D work in the Polish Defense Industry. Industrial cooperation anchored in offset has a positive influence on contacts between Polish defense industrial companies and foreign armament industries. By utilizing offset they gain industrial competence and can get involved in the EU or the NATO–R&D effort. Summing up, it should be emphasized that the new offset policy is being developed by the EU member states. Its basic purpose is to aid the growth of the defense industrial potential to make it appropriate, competitive and technology-based, as proven by the national offset laws novelization effort undertaken by the EU member states. Adjusting the national offset law to the EU laws and practices is not always an easy task. Sometimes it

For the efficient implementation of programmes a cooperation is an essential condition between military forces, with the industry and political stakeholders. In a photo Mr Dariusz Bogdan, Deputy Minister of the Economy with Mr Krzysztof Trofiniak the Chairman of the steelworks in Stalowa Wola (HSW). In the background of the Krab 155-mm self-propelled howitzer.

takes much tinkering in the legislative way to make offset work satisfactorily. The Art.346 TFEU procurement would be allowed to involve offset aimed at implementation of the basic state security interests. Sometimes it would be difficult to prove the conformity of the certain orders with the Art. 346 TFEU exemption, or at least it would require the state administration to prepare relevant paperwork to prove it beyond all reasonable doubt and counter possible European Commission allegations. In case when the ordering party wishing to implement the tender for arms or military equipment outside the defense Directive legal framework, he would have to prove, that it is conforming the conditions set in Art. 346 TFEU. As such, it would enable the offset instrument to be introduced, provided sufficient proof would be presented that the tender is essential to securing the basic state security interest. The offset agreement would be able to contain clauses constituting the offset requirement, which could not contain a “wish list”, but a viable enterprise carefully planned in advance and thoroughly thought-over by the ordering member state. According to the principles of the recently changed Polish offset policy, the offset agreements would still form a vital tool for strengthening of the defense industry. Efficient offset would surely influence the quality of the EDTIB, and would first of all ensure the integration of the Polish defense industry with the European Defense Market. n

Leading Aerospace Companies Investing in Poland

Konrad Nowicki

enerally most of the Polish defense industry is still stateowned. However, the aerospace industry, till recently being a part of defense industry, recently became independent industrial branch, financially connected with world leading aerospace companies. Presently their factories have such important world aerospace companies like: the United Technologies Corporation (the Sikorsky Aircraft Corporation

Poland has strong aerospace industry, and there is little wonder, since aviation industry has been intensively built up before and after the World War II. Interestingly, the aerospace industry became the leader in privatization within the defense industry sector, many other companies still are state-owned. Presently the leading aerospace companies in Poland, in Mielec, Świdnik, Warsaw and Rzeszów are in foreign private hands. Polish industry is also considerable producer of aircraft components.

and the Pratt & Whitney), the Finmeccanica (AgustaWestland), Avio, and the EADS (Airbus Military). Privatization of defense industry started from aerospace. Pratt & Whitney Company lead the process, investing at Kalisz. The Pratt & Whitney Kalisz (PWK) Company has been created in 1992. One of the shareholders of the company is the Pratt & Whitney Canada, world-wide leader in turboshaft engines for commuters and helicopters, as well as business jet turbofan engines production. the Pratt & Whitney Kalisz is a part of United Technology Corporation. Presently the PWK employs around 1500 people. The company is developing continuously and dynamicall. 97 % of its manufacturing is export production to Pratt & Whitney Canada. The PWK Company produce parts for aviation engines. The main types of components produced are:  carriers of planetary reduction gears,  stators for axle compressors,  turbine stubshafts,  oil pump gears,  gearbox accessories,  planet gearshafts,  couplings,  spiral bevel gears,

International Black Hawk are assembled at PZL Mielec, there are sold to many countries in the world.

planet gears, ring gears, tubes, main shafts. The Avio Polska has similar production profile and also manufactures components for aircraft engines. The Avio Polska Sp. z o.o. Company is a part of AVIO international industrial group, a leader in the aerospace industry. The company launched its operation in 2001 in Bielsko-Biała as a part of FiatAvio Polska, and from 2003 onwards the Avio Group, including the AvioPolska, has become an entity independent from Fiat. AvioPolska focuses its activity on manufacturing carried out in the Manufacturing Center and R&D activity pursued by its own Research and Development Center. In 2006 also the Office of Sales and Marketing was opened in Warsaw. In the Manufacturing Center in Bielsko-Biała, blades of rotors and stators for aeroengines turbines are manufactured. The Center is equipped with high-precision numerically controlled machine tools, automated stands for a heat treatment and a surface treatment, automated line for non-destructive testing using of fluorescent penetrants (FPI) and a high-quality measuring machine – DEA.    

The Production Center can offer the following services:  Incapsulation and decapsulation,  Decontamination,  Surfacing by welding (stellite surfacing, manual or automated),  Grinding,  Milling,  Barrel finishing,  Marking,  Heat treatment – ageing, diffusion, aluminizing, soldering, and thermal etching,  Fluorescent Penetrant Inspection  Surface strengthening – ball peening,  Measure inspection – CMM The current production covers rotor blades of lowpressure turbines for the engines: CFM56, GE90-115K, PW308, T700, GEnx-2B. The Pratt & Whitney Kalisz and the AvioPolska Sp. z o.o. companies are mentioned on the first place not by coincident. Presently many high technologies companies producing aviation components operate in Poland. The two already mentioned companies are only example, among others is the Goodrich Aerospace Poland Sp. z o.o. Poland became important player in this field and what is more important, the branch is developing every year, acquiring more and more orders for advanced components from the leading aviation engines companies. Poland is also a final products manufacturer of engines, helicopters and aircraft. There are also a few leading companies in this field. One of them is the WSK PZL-Rzeszów. On 11th of March 2002, the WSK “PZL-Rzeszów” S.A. became a part of the US United Technologies Corporation, which groups such companies like: the Pratt&Whitney, the Hamilton Sundstrand, the Carrier, the Otis, and the Sikorsky. It operates in this holding for a decade. The WSK “PZL-Rzeszów” S.A. is involved in the following activities:  manufacturing,  overhaul and post-sale services,  special order services,  design and research. The company is involved in production of engine components and complete aviation power plants (for example for W-3 Sokół helicopters). Its activity is organized into Aerospace Business Unit, Service Business Unit and Tooling Business Unit. The other activities is conducted by supporting cells. Aviation Business Unit specialize in:  machining Technologies in engine component production,  sheet metal forming technologies (compressor casings, combustion chambers, stators, diffusers, and nozzles),  gear production,

Production facilities at WSK PZL Świdnik.

AvioPolska is highly recognized producer of compressor blades for many engines manufactured by leading world’s aerospace companies.

tube production, engine casings production, precision castings (aviation and industrial engine blades, stators, fuel systems components, turbine, and compressor shafts),  jet, turbofan and turboprop engines,  engine and helicopter transmissions,  conducting overhauls and servicing of own products. Service Business Unit specializes in:  aviation component production,  sheet metal forming technologies (compressor casings, combustion chambers, stators, diffusers, nozzles),  compressors and turbines blades,  engine casings production,  jet, turbofan and turboprop engines,  engine and helicopter transmissions,  conducting overhauls and servicing of own products,  development and design activities. Continuously developing Design Bureau enable to offer design and engineering services in the area of aviation transmissions and engine components. The next company being a part of United Technologies consortium is aircraft production plant, the PZL Mielec. The Polskie Zakłady Lotnicze Sp. z o.o. – PZL Mielec, a Sikorsky Aircraft Company is the biggest Polish manufacturer of aircraft. Currently the Sikorsky expands its production profile to include aerostructures and helicopters. On March 16th 2007, 100% of the shares of the Polskie Zakłady Lotnicze Sp. z o.o. were purchased from the ARP S.A. by the United Technologies Holdings S.A. (UTH), a subsidiary of United Technologies Corporation (UTC). The new era was initiated not only in the history of the Mielec aviation industry but also in the history of the company itself. As a part of UTC, PZL initiated cooperation with Sikorsky Aircraft Coporation – a world leader in helicopter production, including the UH-60 Black Hawk, S-76 and S-92 models. The company produce UH-60M Black Hawk Cabins, the major structural assembly used to build the Sikorsky UH-60M Black Hawk Helicopter, for international customers and for the United States Army. The production line of S-70I (BLACK HAWK family) helicopters has been opened for international markets. The line of the current product line includes:  M28 – a turbo-prop, twin-engine, STOL class (short takeoff & landing) aircraft designed for passenger or cargo transportation, paradrop, medical evacuation, marine reconnaissance and patrol flights, and Search & Rescue missions,   

M28B Bryza – the military version of the M28 model designed for special operations (depending on configuration),  M18 Dromader – a single-engine aircraft used in agricultural, fire fighting, and forest protection operations,  S-70i Black Hawk – multitask helicopter for international markets  UH-60M Black Hawk Cabins – the major structural assembly used to build the Sikorsky UH-60M Black Hawk Helicopters. Currently, the company employs around 1800 employees, including the highly skilled engineering staff in technical and production departments. The next Polish aerospace company producing aircraft related to the world leading aerospace manufacturers is the EADS PZL Warszawa Okęcia S.A. In 2001 the factory was sold by the Polish Government to the EADS CASA (presently Airbus Military), who have got now 78% shares with 18% of shares belonging still to the Polish Government and 4% to the factory employees. Current activities comprise:  Aircraft manufacturing including overhauls and modernisation of its aircraft as the PZL-130 Orlik. 

Design office Aerostructures for the C295/C235 aircraft (wings, door and seats), and for the A-320 (K-20 bulk cargo door frames), manufacture of electrical harnesses and aluminium sheet metal elements including surface treatments.  Service (also rendering agricultural aviation services through the EADS PZL division located in south-eastern part of Poland) and design and technical services through the EADS PZL personnel that work in conjunction with the Airbus Military enginners and technicians at Airbus Military and EADS PZL facilities. Such services cover Customer Support and ILS management, and the Technical Publications and Material Services, as well as provisioning of Special Tools and GSE, Training, the Training devices and Technical Assistance Services, including their related disciplines. In the presentation of the Polish aerospace companies related to the western consortiums we have to mention about the most popular helicopter manufacturer, the WSK PZL Świdnik S.A. Company, being a part of Finmeccanica and AgustaWestland Company, belonging to the Finmeccanica. The PZL-Świdnik SA was established in 1951 and more than 7000 helicopters have been produced there. The main models of the helicopters manufactured in Świdnik factory are the PZL-Sokół (PZL-Falcon) and the SW-4 Puszczyk, as well as aviation components production, conducted for long time. Mainly there are compo 

EADS PZL conduct modernization works on Glass Cockpit version of PZL 130 Orlik training aircraft

Photos: PZL Mielec, Avio Polska, Norbert Bączyk, EADS PZL.

nents for the AugustaWestland helicopters. The company offers wide range of services, including: manufacture of metal structures, manufacture of composite structures, manufacture of aircraft mechanical and sheet metal parts, assembly of aircraft mechanisms, bonding of metal and composite materials, heat and surface treatment, welding, designing, research, and development, testing. The PZLŚwidnik is Poland’s only helicopter manufacturer with the full capability to design, develop, manufacture and support its products in country. The PZL-Świdnik with 3,500 employees is also the biggest aerospace manufacturer in Poland and one of the biggest employers in South East Poland. As well as producing helicopters, The PZL-Świdnik is also a leading manufacturer of aircraft structures for many aerospace companies around the world. A few hundred companies operate within Polish aerospace industry. The historical circumstances caused that most of them are located in the southeastern part of Poland. Aviation Valley group has been created in this region, grouping most of the aerospace companies. The Aviation Valley Association was started on April 11th 2003, as a non-profit organization, as a means to furthering the rapid development and growth of the aerospace industry in southeastern Poland. This historic decision was conceived by a group of leading aeronautic producers, suppliers, and businessmen. Significant funding for the Association has been provided by the Pratt & Whitney, a world leader in design, manufacture and service of the aircraft engines, space propulsion systems, and industrial gas turbines. The objectives of the Aviation Valley Association:  The organization and development of a low cost supply chain.  The creation of favorable conditions in order to enhance the development of aerospace industry enterprises in this region.  The further development of aerospace research, aptitude and skill.  The cooperation with universities of technology, which would promote new ideas and scientific research within the aerospace industry.  The promotion of the Polish aerospace industry.  The protection of enterprise and businesses in the aerospace industry.  The influence on the Polish government’s economic policy towards the aerospace industry and its domain. The Aviation Valley Association currently represents 90 companies within the region, with several others in the process of applying for membership. The most important of the Aviation Valley short and medium term goals are:  to improve the existing manufacturing base.  to create a strong and reliable network of subcontractors and a low-cost supply chain.  to attract foreign investment.  to develop a relationship with other European centers of the aerospace industry.  to promote joint cooperation of the industry with universities of technology, and research centers. The long-term objective of the Aviation Valley Association is to transform southeastern Poland into one of Europe’s leading aerospace regions, which would be able to provide a diverse cross section of products and services for the most demanding clients. n

The Bumar Group

BUMAR sp. z o.o. Bumar Group is the largest producer and supplier of defense systems in Central Europe. Long term and presence experience in the defense industry has strengthened Bumar Group’s position as a solid and reliable supplier for most demanding client that is the Armed Forces of the Republic of Poland and for over 40 different countries from the regions such as Asia, the Middle East, Europe, and Latin or North America.

umar Group consists 23 of technologically advanced companies able to provide modern and technologically advanced equipment which can meet any demands of the contemporary battlefield in the area of advanced electronic defense systems, ammunition and rockets production, armoured vehicles, and soldiers’ personal equipment. The close cooperation with R & D institutions, focuses on young and innovative personnel of engineers who understand the challenges of the modern battlefield, and pays attention to the close cooperation with international partners in the area of new technological solutions. Over 40 years of an experience in the international armament market guarantee the high quality of Bumar Group’s products. As the leading armament producer and supplier in the Central Europe the Bumar Group is one of the key partners for defense companies from all over the world, for example: EADS, Lockhead Martin, Nammo, Rafael, MBDA, Raytheon, Kongsberg, BAE Systems. Currently Bumar Group consists 23 of specialized production plants integrated within four Divisions which offer comprehensive system solutions in the areas such as: electronic systems – Bumar |Electronics, armoured vehicles – Bumar |Land, ammunition and missiles – Bumar |Ammunitions, and the complete equipment for soldier at modern battlefield – Bumar |Soldier. n

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markets

You can contact us: BUMAR sp. z o.o. PL-00-828 Warszawa Al. Jana Pawła II, 11 Phone +48 22 3112512 Fax: +48 22 3112642 e-mail: bumar@bumar.com  www.bumar.com Established 1971. State owned company, capital 1.177.682.500,00 PLN Sales 2010: 13,0 billion PLN Certificates: PN-EN ISO 9001:2001, AQAP 2120:2006, NATO-CAGE 0250H. Export: worldwide

Bumar Has to Grow More Modest An Interview with Krzysztof Krystowski, President of Bumar Sp. z o.o. Mister President, how the Bumar Group should look like according to you?

umar should be based on values – and that’s what I keep repeating at all times. If this company would not change its functioning system – and that could only be achieved by fostering change in its people, the change of mentality and the change in relations – if we don’t start to act differently then hitherto within the Bumar Group, no amount of money pumped in this business, which is now wrongly set-up, would matter much in improving its condition. That money would simply be wasted. That’s why I start with a set of values and I put it this way: three foremost values are most important to me – I call them the “A,B, C Philosophy” – have to be implemented in Bumar. “A” is Army, i.e. the client, because the Polish Army is our foremost, most important, No.1 buyer. Therefore, what is good for the Army, is good for the Bumar Group as well. Even if there were short-term misunderstandings between Bumar and the Army, because sometimes the short-term interest of the client was going awry of the short-term company’s business, according to this philosophy, the A principle should read: “Client’s interest should prevail”. So, the first immediate priority for the Group is to come to terms with the MoND, normalize the relations, which were far from perfect, to put it mildly? I don’t want my functioning, my decisions, to be directly set against what used to be. What used to be, used to be, that’s water under the bridge – right now, as of this moment, it would be different. I repeat: the client’s interest prevails. Everything that concerns the client is a No.1 priority. Going back to ABC – then goes “B”. B for Bumar. The Group’s interest is the most important thing right after the client’s interest. And I mean Bumar as a whole. There’s no company X, Y, or Z, there’s no HQ and filials – we all have one, common goal. Of course, the internal partition into individual companies is a natural thing, that comes with geography, that comes with corporate structure, but on a mental level we all have to be convinced, and strongly, that we are a single entity as a business outfit – and act like one. It’s “One for all, all for one”. That takes us to “C” – C for Człowiek, Polish for human. The company should think about its human resources, should care for the employees, motivate them properly, encourage to take efforts and teach them responsibility. Maintaining proper relationship between the company and employees is managers’ responsibility, but at the same time, it is employees’ responsibility as

well. The humane relationship is a powerful team-building tool. Those are my three core values, simple as they are, and they just have to be implemented, absolutely. In general, my approach to managing Bumar is a democratic one. I’m simply not mentally shaped to manage the company by iron fist, to dictate, but in this matter, when it comes to implementing the ABC strategy, I’m prepared to be emphatic and assertive – I intend to enforce it. Watching the reciprocating animosity and misunderstandings between individual Group companies, I already know that implementation of even that simple philosophy may cause friction, but it is going to be implemented nevertheless. Mister President, you have just outlined your managing philosophy. But, if we get deeper into specifics, we have to ask this question: what about the hitherto implemented changes in Bumar’s development direction? Are they still valid? As I understand, it would be rather hard to question the just introduced new divisional structure, but are there any further changes to be expected? What about the planned further expansion of the Group? We understand these are matters partly beyond the Group CEO’s decision, it is for the government to decide, but would the Bumar board step into their predecessors path and further the consolidation scheme? Would you like the Huta Stalowa Wola’s military part to join Bumar? The restructuring and consolidation of the whole of the Polish defense industry within Bumar is not a key issue for me. If we are to define any clear departure from the previous concepts, that’s the one for me: we would no longer see restructuring and consolidation of the national defense industry as our core strategy. I want Bumar to focus on five crucial strategic directions. That would be another acronym, because it’s helpful, allows everybody to memorize these key issues. So that would a SPIKE. Everybody knows what a spike is, but it is also one of our key products, the ATGM we manufacture, and that’s another reason why I chose that acronym. What does the SPIKE mean to me? Let’s start with “S” for synergy, integration and cooperation to find ways to further bond the Bumar as a group, finding synergy, finding those points, that add together to form an additional value, a cooperation-based community. So, for internal policy, that means integration versus disintegration. Integrated products against single-based products, chain of supply versus “everybody fend for himself”, cooperation against doubling-up and wasting resources for in-

on the world’s

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ternal competition for competition’s sake. Second issue – by no means lined up in degrading value, they are all equally important to me – is “P” for Product. Product that is market-attractive. Bumar shouldn’t be and can’t be a miniature Ministry of Treasury to run the defense industry! And that was precisely, what it was becoming when restructuring and consolidating the industry was our main goal. It was like trying to perform a mission, that is not meant for a commercial company, but for a state institution, kind of state-run foster fund for defense industry restructuring and consolidation. I don’t feel like I’m having such a mission, and I can’t see one like that for Bumar. This mission is going beyond what a market company is meant for. If a company would try to double-up the ministry, it would never achieve a commercial success. And so, my objectives are product and market place. My Bumar would concentrate on designing and manufacturing products, and not on bringing the outsiders to fold against their will. Next goes “I” for Innovation. That’s self-explanatory, but that innovation also means focusing on strategic priorities. It simply cannot go on forever like that, with Bumar pushing forward development of 50 products at a time. Well, Bumar is big on the national scene, but we’re just a mid-sized company by European standards – and plainly speaking, we just can’t afford such diversity. One has to set up priorities and focus on what’s really important. So innovation – yes, but rational. Then comes “K” for client. Here’s the intersection, so to speak, of the “ABC” and “SPIKE” policies. The client issue connects with management issues. That’s confidence building, based on proper relationship with the client. And finally it’s “E” for Efficiency. This is an absolute key issue for any company, especially for us, for there are multiple areas of ill-efficiency or even inefficiency in our Group. That comes with the history of the companies, we have to consider difficult times many companies went through. Yes, that’s granted, but this is history now, and it can’t explain current ineffectiveness. I see a necessity for implementing a thrift budget. Not only an expenditure budget, but separate budget plan to be met by each individual company. If a company would not value each cent it is given, then no matter how much money the proprietor pumps into it for operation, research and development, all would come to be wasted in the end. You asked about Huta Stalowa Wola. If we assume Bumar to be a commercial company, and that’s what I intend it to be, it should never press the proprietor by demanding what he is to do next. So, any future fusions involving Bumar, are State Treasury’s business, not mine. The owner would do, what he deems appropriate, and that’s his natural right. For me it’s the cooperation what counts, not the ownership issue. We absolutely have to cooperate within the national defense industry, Bumar and other companies or scientific institutes. We have so much interaction, so many common interests, that it is for our own good to cooperate for shared success and profits. Everybody is uniting now for furthering common projects – not necessarily on capital basis. Development of an advanced final product is such a huge financial burden, that only a consortium is able to carry it out. It’s much too much for a single company to heave. The defense market

In April 2012 The Supervisory Board of Bumar sp. zo.o has appointed Mr. Krzysztof Krystowski for the position of the President of the Management Board of Bumar sp. z o.o.

is a specific place. To put it figuratively, you can only make one deal in three years with the military – but it is a huge contract then. Now let’s assume there’s three competitors and they fight each other. In effect, only one wins, and the winner takes all the money, while the competitors come out empty-handed. Next deal brings a winning hand to another winner. If there’s some bad-lucked company that never won anything, this company is soon in deep trouble, on the verge of extinction. It’s much better to have 1/3 contract each year, than to wait in fear for the all-out victory every three years. That’s why even the most dogged competitors sometimes come to cooperate. We, here in Poland, do not compete doggedly. We simply can’t. We

are owned by the same proprietor, all within the same group, called the Republic of Poland. Even if we’re not, I’m always open for cooperation, with every company, stateowned or private. The only thing that matters is whether this cooperation furthers the prosperity of the Bumar Group. If cooperation is the method to achieve that prosperity, I’d cooperate. But if the fierce competition would prove more efficient for that matter, I’d fight, even though personally I don’t believe this a viable way in a long term. Furthermore, we have to find international cooperation, absolutely. We have to find every possible opportunity for the Bumar Group to partake in cooperative projects, even as a sub-supplier of tiny pieces – but in a large, important, integrated project, not necessarily on Polish market.

President of Bumar Krzysztof Krystowski ( in the middle ) with Chairman of Bumar Żołnierz Ryszard Kardasz (on the left ) and Sławomir Kułakowski President, Polish Chamber of National Defence Manufacturers ( on the right ) during debate devoted to the Polish defence industry, held at the European Economic Congress 2012 in Katowice.

Does that means the end of underestimating Central and Eastern European markets and larger extent of cooperation there, hitherto neglected by the consecutive Bumar boards? Absolutely, though of course that necessitates a prior analysis. But I never say never. Bumar has similar problems with choosing the markets to explore, as it has with the choice of the products to develop. Up to this moment, the Bumar Group acted like it was possible for it to operate effectively on all world’s markets at the same time. The markets were not selected, while maintaining presence on each and every marketplace of the world generated sizeable costs, called for managerial efforts – at the same time running a high risk of not making any profit at all. Recent years were not overly successful for the Bumar abroad. I mean, the effort was in no proportion to the achievements. I mentioned products before. Today we have certain products. Having what we have, we got to find out where

Interview by Andrzej Kiński and Andrzej Ulanowski. Edited by Norbert Bączyk.

these products can be sold best. We shape our products range according to the needs of the MoND, and that’s obvious because as I said, the MoND is our No.1 client. Nevertheless, we are guilty of “selectively analyzing” our products. I mean, we were making a dedicated product, designed and shaped according to the specification of our No.1 client – and then we assumed his specs to be the best there is, sure to sell our product anywhere else. So we have to incorporate variables in our product as early as design phase, to enable changes, that would conform to the other clients’ specifications as well. It’s time we stop blaming lack of export successes entirely on sales people. If we offer a product, that misses the client’s specification, no amount of talent on the part of the salesman can sell it. Bumar has got to grow more modest. It doesn’t mean we have to start underestimating ourselves, though. You got to know your value, but you also got to know your place. The export sales should cease to be a part of company’s promotional effort. They are to become a natural part of the commercial activity, and not be estimated by their promotional value. Export is not a tool to show how wise and sage the board is – it is but a money-making activity. We have to find, as Bumar, product niches to fit in, to find product or services where we can offer advantageous product – and make money. We can’t beat them all in everything, but we have to find areas, where we can be effective and earn our keep. These don’t have to be the large final products, that make the media headlines. Yes, sure, that’s all important, but one can as well become a successful manufacturer of that tiny, small component, that all these big-time sellers, key players, would scramble to buy from you. Thank you for the interview.

on the world’s

markets

BUMAR AMMUNITION

UMAR AMUNICJA Division was established on 16th July 2009. The biggest division in Bumar Group comprises 8 companies of ammunition and rockets production profile. Bumar Amunicja Division offers guided and unguided missiles, different types and purposes small arms ammunition, mortar and artillery ammunition(ammunition caliber from 5,56mm up to 155 mm), grenades, gunpowder, propellants as well as standard explosives and its wide compositions. The leading company within Ammunition Division is Bumar Amunicja S.A. Mr Waldemar Skowron is the Director of Bumar Amunicja Division.

BUMAR AMUNICJA S.A. (FORMER ZM MESKO S.A.) ZM DEZAMET SA FPS BOLECHOWO SP. Z O.O. ZPS PIONKI SP. Z O.O. ZCH NITRO-CHEM SA ZPS GAMRAT sp. z o.o. BZE BELMA SA ZM KRAŚNIK SP. Z O.O.

Bumar Amunicja S.A. Bumar Amunicja S.A. (former MESKO S.A.) is a manufacturer of pistol, revolver ammunition, rocket systems, fuses, primers, flash-explosive grenades, antiaircraft Missile Set GROM and 98mm mortar ammunition with demolition –fragmenting projectile. Company produces ammunition caliber 5,56mm, 7,62mm, 9mm, 12,7mm, 20mm, 23mm, 30mm and 35mm. Bumar Amunicja renders the services of demilitarization of outdated combat resources.

Dezamet S.A. Zakłady Metalowe Dezamet S.A. manufactures 60mm and 98mm mortar ammunition, hand and riffle grenades, 40mm ammunition for hand and automatic grenade launchers, 40mm individual and underbarrel grenade launchers, air bombs, fuses, 81mm launchers system.

FPS Bolechowo sp. z o.o. Fabryka Produkcji Specjalnej Bolechowo sp. z o.o. is a manufacturer of ammunition belts, chests, 40mm, 73mm 2A28, 128mm, 152mm and 122mm grenade launcher cartridges, extended range missiles, ammunition belts and chests for: 40mm, 73mm, 90mm, 100mm, 120mm, 122mm, 125mm.

ZPS PIONKI Zakłady Produkcji Specjalnej Pionki sp. z o.o. manufactures 125mm tank ammunition, nitrocellulose propellants, flares, signal ammunition, large line charges launchers, 120mm ammunition, large line charges.

ZCH NITRO-CHEM S.A. Zakłady Chemiczne „NITRO-CHEM” is a manufacturer of explosives for military use, artillery ammunition, aerial bombs, trinitrotoluene (TNT), hexogen (RDX), octogen (HMX), tritonal in solid pieces, dinitrotoluene (DNT), TNT boosters.

ZPS GAMRAT sp. z o.o. Zakłady Przemysłu Specjalnego „GAMRAT” sp. z o.o. produces pyrotechnical products, artillery powders, rocket propellants, artillery nitroglycerine tube powders, heterogeneous rocket propellants, pyrotechnical products.

BZE “BELMA” S.A. Bydgoskie Zakłady Elektromechaniczne “BELMA” S.A. is a manufacturer of inter alia mines, scatterable mines dispensers, flame – proof button switch, distributors and canisters for mining industry, flame – proof connecting boxes, flame – proof cam and button switches, electropneumatic relays, mine canisters, mine dispensers, distributors for mines.

ZM KRAŚNIK sp. z o.o. Zakłady Metalowe KRAŚNIK sp. z o.o. produces bearings, metal elements and ammunition shells: 73mm, 120mm, 122mm, 125mm. n

on the world’s

markets

BUMAR SOLDIER

he Bumar Soldier Division comprises 5 companies dealing with production of soldier equipment and personal protection. Within the division we develop the Future Soldier system in line with the most advanced trends in the industry: from vests, through solder’s personal armament to communication systems on the contemporary battlefield. The leader of the division is Przemysłowe Centrum Optyki S.A. Ryszard Kardasz is the Director of the Bumar Soldier Division. The main tasks of the Bumar Soldier Division comprise running economically justified activity and necessary for gaining competitive advantages on the world armament market, consolidation and restructuring of the enterprises of the consortium participants’ companies, including also through concentration of production capacity and capital transformations; co-ordination in the scope of production tasks planning within the system of long-term and annual plans as well as supervision of implementation of material and financial plans and achieving assumed economic objectives; ensuring continuous technical development of products like: products using night vision and thermo vision technology, rifles, machine guns and personal guns, as well as soldier’s individual protection equipment and other manufactured by the consortium’s participants; building a common chain of products and production values in the consortium’s companies; running common marketing activity in the scope of manufactured products and services rendered on the home and international markets.

PCO SA FABRYKA BRONI „ŁUCZNIK”-RADOM SP. Z O.O. ZM TARNÓW SA

PSO MASKPOL SA

OBRSM SP. Z O.O.

PCO S.A. Przemysłowe Centrum Optyki SA in Warsaw is a manufacturer of optoelectronic products, observation and sights devices using laser, night vision and thermo vision technologies for military use.

Fabryka Broni “Łucznik” – RADOM sp. z o.o. Arms Factory „Łucznik”– RADOM manufactures guns like: BERYL rifle and MINI-BERYL gun cal. 5,56 mm x 45 NATO, submachine guns PM-98/PM-06 GLAUBERYT cal. 9 mm x 19 PARA, personal guns P99 and RAD cal. 9 mm x 19 PARA and sporting guns as well as training sets and also renders wide gunsmith services.

PSO MASKPOL SA

ZM TARNÓW SA

Research and Development Centre of Mechanical Equipment in Tarnów specializes in constructing and building as well as testing towed, self-propelled and marine antiaircraft artillery sets and short range missile and gun systems, as well as serial production 60 mm mortars and 23 mm barrel inserts for tank team training. n

Mechanical Plant Zakłady Mechaniczne TARNÓW manufactures and offers a wide range of products and services for civil and military use, including 7,62 mm and 12,7 mm machine guns, sniper rifles, antiaircraft systems and 40 mm grenade launchers.

Protection Equipment Enterprise „MASKPOL” from Konieczki is a manufacturer of equipment and protective clothes for the army and police, masks, helmets, vests, shields, spike barriers, gas mask filters and soldier’s individual equipment.

OBR SM sp. z o.o.

on the world’s

markets

BUMAR ELECTRONICS

umar Elektronika S.A. was created on December 30, 2011 by merging three companies:  Przemysłowy Instytut Telekomunikacji S.A.  Centrum Naukowo-Produkcyjne Elektroniki Profesjonalnej RADWAR S.A  Przedsiębiorstwo Produkcyjne Podzespołów Elektronicznych „DOLAM” S.A. The company is a successor to many years’ experience and achievements of those leading producers and suppliers in the market of professional electronics. Bumar Elektronika is the biggest and the most important Polish R&D center in the area of defense radar and command & control technologies. Its activity covers full development line, from product concept, through manufacturing to delivery and logistic support.

BUMAR ELEKTRONIKA S.A.

The main products lines are: Active and passive radar systems Automated command support systems Ant-aircraft gun and missile systems Identification (IFF) systems  Subsystems and components  Road traffic monitoring systems    

The products of Bumar Elektronika S.A. have been delivered and implemented in the Armed Forces, Border Guard and Police. The company’s mission is to create innovative solutions in the area of electronics, the computer science technologies to support security of people and infrastructure. The strategic project of Bumar Elektronika S.A. is The Shield of Poland – a multi-layered antiaircraft and antimissile defense system for Poland. n

on the world’s

markets

BUMAR LAND

his division comprises companies of manufacturers of track and combat vehicles. Here PT-91 battle tank as well as the newest Group’s product – Multitask Combat Platform ANDERS are produced. The Division’s leader is ZM BUMAR-Łabędy S.A.

OBRUM SP. Z O.O. ZM BUMAR-ŁABĘDY SA

OBRUM sp. z o.o. Ośrodek Badawczo-Rozwojowy Urządzeń Mechanicznych „OBRUM” sp. z o. o. is a direct research and development, modernization company as well as production and implementation base of the defence industry, implements a number of research and development as well as implementation projects for the purposes of the country’s defence.

ZM BUMAR – ŁABĘDY SA Mechanical Plant Zakłady Mechaniczne „BUMAR-ŁABĘDY” SA from Gliwice is a manufacturer of military equipment and armaments, including heavy armoured equipment – PT-91 battle tanks, WZT-3 armoured recovery vehicles and PMC-90 bridges. The Mechanical Plant also manufactures heavy equipment and construction machines like: cranes, excavators, mining loaders and welded constructions. n

Company Profiles

Auto-Hit for the Army Auto-Hit is a privately-owned Polish company, that won a great deal of renown and regard while earning for herself a strong position at the difficult military equipment market.

he Auto-Hit was created in the early 1990s in Tychy. Their first steps on the automotive market were taken in 1995, when the company was authorized to distribute Fiat cars and vans. After first two years, in 1997, Fiat was pleased with them enough to widen the spectrum of the co-operation and let them distribute the IVECO-brand trucks. At the same time, while intensifying the sales, Auto-Hit took a great deal of time to built partnership with their customers – based on the sound assumption, that only the customer satisfactorily served throughout the whole period of vehicle’s service life would buy another one – or more. And they did, giving the Auto-Hit peace of mind and financial stability needed to diversify the offer. The Special Production Division was created in 2000 specifically to cater for the needs of the military. The SPD sold the Fiat vans and the IVECO trucks to the Army, and then took care of the post-sale servicing, while cooperating with other companies supplying specialized superstructures and semi-trailers. High quality and competitive prices of the products and services offered by the Hit-Auto, as well as the superb abilities of the sales personnel, enabled the Auto-Hit to quickly rise to the position of one of the most important utility vehicle suppliers for the Polish Army. In subsequent years, despite the strong competition, the Auto-Hit year per year won the second or at least third place in military vehicles sale numbers. With the Army needing vast quantities of various vehicles, the company recognized the potential of fulfill the mili-

The professionals were quick in recognizing the assets of the Auto-Hit Atlas 30S trailers. In September 2006 during the MSPO Military Equipment Fair in Kielce, the recovery set, including this trailer was awarded the coveted Defender Award.

Auto-Hit Sp. z o.o. Auto-Hit Ltd. tary needs at a moment’s notice, while maintaining both the competitive prices and the high quality level – a decision was made to step-up the level of services offered to the military. A decision was made to start specialized military vehicle modifications and production of the special transport vehicles tailored to the specific needs. As an effect, the Auto-Hit, from just a military equipment dealer, became the major manufacturer, while the military market activity of the company now encompasses different facets. One is the ready automobile sales – as always. At the same time the Company has launched its own manufacturing plant at Skepe. The first vehicles to emerge from there were the NS600W Atlas semi-trailers. These are the 60-ton capacity low riders designed for heavy combat vehicles road transfer. The Army was quick to acknowledge the merits of the Atlas, and they became one of the AutoHit’s trademark products. The company designers consulted the Polish Army and tailor-suited other semitrailers to military requirements. The first of the new breed were shown in 2006 – two 30-ton capacity three axle semi-trailers. One, the Atlas 30W, was ordered by the Polish Navy, and serves the logistic support of the naval ships in ports. The other, called the Atlas 30S, was in fact a modified version of the 30W with several novel features valuable for the military use, making it all the more versatile and easy to operate. The 30S has a variable height front end, enabling the fifth wheel receiver to be set at heights between 1240 and 1640 mm, in 100 mm increments to enable various tractors to be used. Moreover, the width of the transport platform can also be changed from 2540 to 3200 mm by extending the perpendicular beams and setting loading platforms between them. This enables the trailer to carry not only standard but oversized loads as well. The third

outstanding feature of the Atlas 30S is the way it makes loading and unloading an easy chore for the crew, by using two-stage folding loading ramps with pneumatic assisted spring actuation. The professionals were quick in recognizing the assets of the Auto-Hit Atlas 30S trailers. In September 2006 during the MSPO Military Equipment Fair in Kielce, the recovery set, including this trailer was awarded the coveted Defender Award. Auto-Hit continues the developments of the semitrailers family. The new solution is NS-700W, the semi-trailer with 70 tons payload, the answer for the requirements of either domestic market, as well as specific foreign customer. The Company offer includes also NS500WN, the semitrailer with specific design, allowing the transportation of the elevated military equipment like the 155mm Howitzer “Krab” or the Self-Propelled Anti-Aircraft Gun System “Loara”. Other military activity areas of the Company are connected with vehicles modification. Various class and types of vehicles are undergoing modifications to become fit for the tough service. For example, in the heavy class, the IVECO EuroTrakker/Trakker series MP720E48 WT 6x6 trucks are being modified to the heavy semi-trailer and ballast tractors. In the course of the modification suitable special equipment is installed, including two winches behind the cab, as well as additional stowage bins, and spare wheel on a special derrick. As of now the Auto-Hit has 150 employees, including 30 graduates. They are all top class specialists, and still honing their skills to design even better products. The spectacular progress of the company wouldn’t be possible without one more asset of the Auto-Hit: a great deal of flexibility in managing. This company is efficiently led, all the decisions are taken fast, and by virtue of the “flat” organizational structure, are as fast to implement. That’s why what other companies find to be a hard challenge – to prepare a modification or an advanced technical product for the exacting customer in no time, at low cost despite the small quantity ordered – for the Auto-Hit became just a day-to-day routine. And at the same time, the company remains open to suggestions and remarks from the mar-

The third outstanding feature of the Atlas 30S is the way it makes loading and unloading an easy chore for the crew, by using two-stage folding loading ramps with pneumatic-assisted spring actuation.

ketplace – to propose even better products and solutions, even more suited to the demands of the customer, at the even more competitive prices, and even faster. With all the volume of sales and production, the Auto-Hit pays much respect to the quality – since the very beginning. The ISO9002 quality management certificate was won as early as 2000, and in 2005 the AQAP system was implemented. n

NS 600 W semi-trailer enables transportation of a tracked and wheeled vehicles of total weight up to 60 T in various road conditions. Applied steering axles makes the vehicle exceptionally maneuverable.

You can contact us: Auto-Hit Sp. z o.o. ul. Oświęcimska 323, 43-100 Tychy phone +48 22 810 14 35, fax +48 22 810 14 45 e-mail: info@autohit.com.p www.autohit.com.pl

30 Years for Maritime Security and Safety!

Ośrodek Badawczo-Rozwojowy Centrum Techniki Morskiej SA R&D Marine Technology Centre

OBR Centrum Techniki Morskiej S.A., the research, development and implementation institute is celebrating its 30th anniversary this year. It is a great opportunity to look back and summarize achievements as well as formulate commitments and make new plans for the future.

CTM

was founded to meet the existence needs of defence industry supporting centre, operating mainly for the benefit of the maritime security, in the process of developing and implementing of modern technical and technological solutions. At that time, the basic activity of CTM was connected with work for the Polish Navy in range of research, development and implementation of modern technical solutions in the area of armament and maritime systems.

Systems for Sea Mines Disposal – Ukwiał and Toczek.

Promienica – Influence Magneto-Acoustic Sweep

The substance of research, design and implementation works carried out by CTM evolved over the last 30 years, as well as the Polish Navy’s requirements. The activities of CTM are strictly directed to meet the above mentioned needs and present ready solutions, when called upon. In areas such as data exchange systems or command systems, also other branches of the Polish Armed Forces are recipients of CTM’s offers. RKS 8000 Transceiver.

During the past few years, there has been global and national revaluation of priorities in the area of security. The predominant risks are identified as asymmetric threats. To counteract those threats requires involvement of many institutions connected with the national security system. Following these tendencies, CTM joined in the process of developing new technologies and technical solutions in order to support counteracting those threats and dedicated to different institutions responsible for national security. Thirty years of consistent prosperity allowed CTM to build and establish competencies mainly in the following areas:  Command, Control and Communication Systems;  Data Exchange Systems, including Systems for Radio Communications;  Underwater Weapon Systems;  Maritime Infrastructure Protection Systems (incl. harbours) in the aspect of asymmetric threats. Plans for the forthcoming years are to develop competencies of CTM’s personnel, as well as the scientific infrastructure, in order to offer solutions meeting all modern requirements and standards to the institutions responsible for national security, the maritime security in particular. n

You can contact us: Ośrodek Badawczo-Rozwojowy Centrum Techniki Morskiej SA ul. Dickmana 62, 81-109 Gdynia phone +48 58 666 53 00, +48 58 666 53 18; fax +48 58 666 53 04 e-mail: ctm@ctm.gdynia.pl  www.ctm.gdynia.pl

ETRONIKA — Eyes on Target Etronika Ltd. specializes in design and manufacturing of electro-optical systems for defense and security sector. Our company has developed a large number of devices realated to classical optics, infra-red and laser technologies: day sights, night vision devices, laser range finders and thermal cameras for military, industrial and SAR application.

he company has expanded technical capabilities and almost complete manufacturing process is carried out at Etronika facilities including manufacturing optical, electronic, and mechanical modules.

OUR OFFER  

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Modernization of night vision devices from active into passive: periscopes for tank drivers: TWNO-2M,TWNE-1 PAM, TWNE-4PAM; tank commander’s periscope: TKN3-M, gunner’s periscope: 1 PN22M1 /M2-M, BPK-2-42- PAM, TPN-1M; gun sights: NSP3-R, NSPU-R, and PPN-R; from night vision to thermal imaging: tank commander’s periscope: TKN3-T; gunner’s periscope: 1 PN22M1 /M2-T, BPK-2-42- T, TPN-1-T.

NV sight NSPU-R

NV sight NSP3-R

Classical optics:  periscopes,  protractor sights,  boresight collimators,  classical sights. Optoelectronic devices:  thermal cameras,  thermal gun sights,  day-night sight and cameras,  diode and laser range finders,  ranging and imaging units for fire control systems. n

day/night commander’s periscope PWWC-N2 sensor system ZIG-T-3

thermal/day tank sight TKN-3-T

thermal sight VIKI

thermal/day camera KTD-60

thermal/day sight ACRAB

You can contact us:

mini thermal camera KTL-30

ETRONIKA Sp. z o.o. office: ul. Mińska 25, 03-808 Warszawa tel. +48 22 810 02 38 production facility: ul. Okuniewska 1 05-070 Sulejówek, tel./fax: +48 22 870 64 96 e-mail: biuro@etronika.pl  www.etronika.pl

Directions of Development of Jakusz Company The main group of products of Jakusz company are technologies for safe demilitarization. Our most important achievement in this field is implementation of containerized system PLANETARIUM in Republic of Azerbaijan. The Planetarium system is a tailor-made solution designed for disposal of over 170 types of munitions. Due to application of environmentally friendly technologies the system was approved to GreenEvo project – Green Technology Accelerator implemented by the Ministry of Environment.

wing to experience and careful analysis of the market we have focused on the development of technologies offered towards ecology and services.

JAKUSZ–ECOLOGY Implementation of Environmental Management System ISO 14001:2005;  Positive result of environmental impact assessment of Jowisz installation for disposal of small arms ammunition;  Development of new methods of munitions disposal designed to meet specific customer needs (e.g. ammunition cal. 12,7 mm or 14,5 mm usually is destroyed but in our offer there is also the installation for its disassembling to recover all components);  Development of high efficiency static kiln Solar equipped with advanced system for post-detonation gases treatment (according to European standards concerning emission gases to atmosphere); 

White phospohrus melting-out.

Booster pressing.

Disassembling of ammunition cal. 14,5 mm.

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Development of methods for recovery and utilization of energy generated in the processes of munitions disposal;

Our mission is to design demilitarization processes where obtained products are completely safe for operators and the environment and also adapted for use in civil industry.

JAKUSZ–SERVICES Strengthening the market position as a supplier of installations for munitions disposal;  Plans to expand the company’s offer by the services provided anywhere in the world where munitions are stored (development of our own, mobile demilitarization systems);  Plans to develop of company’s infrastructure to enable implementation of demilitarization services in Poland. n 

You can contact us: JAKUSZ  Przemysłowa 40  83-400 Kościerzyna phone: +48 58 686 85 27, fax +48 58 686 49 09 e-mail: marketing@jakusz.com www.jakusz.com

“Flying” Institute

Instytut Techniczny Wojsk Lotniczych Air Force Institute of Technology

The Air Force Institute of Technology is a scientific and research organisation which has been operating under the current name for 55 years. First and foremost, it is engaged in research and tests of military aircraft and broadly understood problems of flight safety. The Institute’s outcome of great significance in Poland and abroad, comprises hundreds of research works and scientific studies, as well as new designs and developments that have been applied in the aviation of the Armed Forces of the Republic of Poland.

T         

he institute is involved in the innovative work in the following areas: Designing and Integration of Aeronautical Systems; Logistics Systems; Safety and Reliability; Unmanned Aerial Vehicles; Training Systems, including E-learning; Air Armament; Airfield and Road Infrastructure; Substitute Fuels, Working Liquids and Lubricating Oils; Biocomponents in POL’s Engineering Products.

Integration of avionics systems.

The development strategy of the Institute is aimed at increasing research potential through co-operation with national, European and non-European partners. Among main development priorities of the Institute there is participing in projects realised within the 7th Framework Programme, especially in specific program-mes such as Transport (including Aeronautics), also Security and Space.

AFIT offers what follows: – certification (state) tests of aeronautical systems introduced into service with the military aviation, including: aircraft, air armament, air weapons, avionics; – design, development and tests of unmanned air vehicles, and new applications thereof; – investigating into the feasibility of extending service lives of air weapons after the manufacturer/delivererguaranteed warranty periods have expired; – design, manufacturing, upgrading, and servicing of aero-engines dedicated diagnostic systems;

Helmet Mounted Display.

– tests of aero-engines to prolong installation lives and TBOs; – upgrade of air armament systems; – development of devices and systems to provide flying control officers, navigators, air traffic controllers, pilots, etc. with instruction and training to assist improvement of skills; – development and maintenance of computer systems intended to support management of aircraft maintenance and flight safety; – upgrading and integration of avionics; – development of flight recorders/flight data decoding systems; – non-destructive testing of structures and objects; – development of stationary and mobile terrain-surveillance systems; – consultancy and technical advice in the field of airfield/road building; – development of technologies of production of synthetic, mineral, bio-components-based utilisation fluids; – certification tests of fuels and lubricants used throughout the operational phase of aeronautical systems. The intention to maintain high quality of our developments and services has encouraged AFIT to implement the quality management system consistent with both the NATO AQAP 2210 and PN-EN ISO 9001 standardisation documents. The Institute was awarded the NATO Commercial and Government Entity (NCAGE) Code 0481H, as well as the State concession for economic activities in manufacture and trading weapons and munitions, and in the manufacture and trading military/police-intended products and technologies. n

You can contact us: Instytut Techniczny Wojsk Lotniczych ul. Księcia Bolesława 6, 01-494 Warszawa phone +48 22 685 10 13  fax +48 22 836 44 71 e-mail: poczta@itwl.pl  www.itwl.pl VTOL UAV “Koliber”.

MSPO World Class Exhibition A few hundred exhibitors, state-of-the-art military equipment, prestigious distinctions and awards, official delegations form all over the world and the guests of honour – the four days of the 19th edition of the exhibition held in Targi Kielce will be marked with defence issues, military accessories and armaments.

he 19th International Defence Industry Exhibition MSPO, the event which has been granted with the honorary patronage of the Minister of National Defence will be held in Targi Kielce from 5th to 8th September 2011. This is one of the three major events in Europe and the only event of this kind in Poland. The exhibition is targeted not only at business sector insiders and professionals. The International Defence Industry Exhibition which has been held since 1993 is the showcase for the latest developments in defence industry as well as for the logistic solutions and systems which serve the purpose of safety provision and are utilised by rescue services. Year after year the meeting brings together the increasing number of exhibitors and fair visitors from around the world. 360 exhibitors form 26 countries partook in the last year’s edition; and at their disposal they had six exhibition halls including the E hall; the most advanced exhibition hall in Poland which had been put into operation in August 2010, as well as the vast open-air exhibition space. Last year’s exhibition attracted over 13 thousand guests.

MSPO for everybody The first day of the event is awaited by the companies which supply their products to the army, as the unique and unparalleled on the national scale exhibition held in Kielce offers the companies an excellent, and very often the only chance to present the offer dedicated to the defence industry sector. The most important national policy and decision makers, whose responsibility is to purchase the equipment and armaments for the Republic of Poland Armed Forces have already announced that they will partake in MSPO. It has become the tradition of the fair that the representatives of the Ministry of Defence RP and various types of armed forces who develop the plans of the armament and army equipment acquisition hold meetings with the suppliers of the state-of-the-art products. Together they discuss the army’s demand for equipment as well as the production requirements. The Exhibition of the Polish Armed Forces has become an inseparable element of the InBumar Group presentation. ternational Defence Industry Exhibition. This year’s event is organised by the Inspectorate of Support for the Armed Forces in conjunction with the Land Forces and the Military Police. The Fair visitors can become familiar with what is the best in Polish army – from the networked socio-technical equipment and armament for an individual soldier to combat vehicles and self-propelled cannons.

European Defence Agency at MSPO This edition of MSPO is truly exceptional – the National Exhibition will not be held this year. Polish Presidency in European Union has resulted in the participation of the European Defence Agency (EDA) in this year’s edition of the International Defence Industry Exhibition. The Agency is the inter-governmental organisation which operates in the homogenous European Unions structure. The Agency will make the MSPO guests familiar with their activities, which can be presented as four basic functions: specification of cooperation between EU institutions in the process of developing defence capabilities, promotion and coordination of armaments co-operation and harmonisation process, the support for the joint defence research

In 2010 exhibition has been opened by the President of Poland, Bronislaw Komorowski.

and technology programmes and promotion of multinational programmes of European defence cooperation. Following the example of previous years, MSPO will be accompanied by the whole array of conferences and meetings, and among them the International Seminar on supply security organised by EDA (European Defence Agency) and the conference devoted to “Outsourcing in the army” hosted by the company Fraikin Polska plc.

European standards, world-class reputation Kielce attracts global defence sector corporations and companies which are ranked at the top positions of the biggest business rankings: Bae Systems, Boeing, MBDA, Raytheon, or Thales offers constitute almost one third of the products on display. On the second day of this year’s exhibition the THALES and SAAB companies will hold a special presentation of their offer in the E exhibition hall. Polish companies which provide their products and services to the army make up the largest group of the MSPO exhibitors. It has been a long established tradition that our national defence industry concern – Bumar Group brings the largest number of novelties to the Fair. Bumar, the leading supplier and exporter of armaments and army equipment produced in Poland comprises 27 production and trade companies from the Polish defence industry, they specialise in ammunition, radar, missile and armoured-vehicle production.

Awards and distinctions This year the exhibitors will also be presented with awards and distinctions; and among them the Award of the Republic of Poland President for the best product which serves the purpose of the RP Armed Forces soldiers safety improvement. The MSPO Programme Council awards the prestigious DEFENDER awards – the symbol of soldiers’ recognition to the defence industry. MSPO 2011 will also feature extraordinary awards and mentions presented by the Minister of National Defence, the Minister of Interior and Administration as well as by the Minister of Economy. n

You can contact us: TARGI KIELCE S.A. ul. Zakładowa 1  25-672 Kielce tel. +48 41 365 12 22 fax +48 41 345 62 61 e-mail: biuro@targikielce.pl www.mspo.pl

Military Institute of Armament Technology Military Institute of Armament Technology is the leading scientific – research centre that has been creating new developments for 85 years to be used by the Polish Armed Forces.

ntegration of the Polish Armed Forces with the NATO military structures has been bringing some new challenges and the Institute copes with them successfully. Weapon certification and testing with quality assurance systems were implemented according to European standards. Five testing labs received the accreditation from the Polish Accreditation Centre and Institute, which is authorised to issue certifications for more than 150 items. Institute Laboratory – The Group of Testing Laboratories  The Testing Laboratory for Small Arms and Protective Screens,  The Artillery Equipment, Ammunition and Rocket System Laboratory,  The Warfare Agents Testing Laboratory,  The Radar and Command Systems, Electronic Warfare and Microwave Technology Laboratory,  The Ordnance Testing Laboratory in Field Conditions.

Wojskowy Instytut Techniczny Uzbrojenia Military Institute of Armament Technology – designing of training ammunition, aerial target imitators and fuses for training and service ammunition.  Missiles – prognostic reports for missile systems development trends; – research, development and design works on new developments of missile systems for training and practising; – functional and acceptance tests of antitank and antiaircraft guided missiles and short range rockets.  Radar Systems – jammers; – Doppler and microwave technology; – testing of ground radar stations and operational – tactical recognition and command systems; –m easurements for Environment Protection Authorities.

The Institute creates a scientific background for the Army, its main goal is to maintain the highest level of specialisation in domains which decide about art of technology level of weapon systems and equipment for the Armed Forces and which due to the prestige and economical reasons should be manufactured in country. Institute is involved in:  scientific – research and development works;  new design and upgrading projects;  prognostic and expertise reports;  functional tests;  standardisation and unification;  software for command and fire control systems. Offer  Small Arms and Aircraft Weapon Systems – analyses and prognostic reports for small arms; – research, development and design works on small arms weapons and ammunition; – aircraft and small arms weapons testing; – methodological and experimental works on service life extension of aircraft and small arms weapons; – aircraft and small arms weapons expert reports and analyses.  Artillery – analyses and prognostic reports for artillery weapon systems; – research and design works on artillery weapon systems; – testing and upgrading of artillery systems; – designing, upgrading and testing of artillery ammunition;

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Service – theory of systems – models and projects for subsystems and components on servicing and using of explosive ordnance; – technical diagnostics - methods for evaluation and diagnostic examinations, quality assurance and prognosis, explosive ordnance safety and functional reliability; – evaluation and post-incidental expert reports for explosive ordnance; – using of missiles and rockets at decreased range dimensions; – testing of combat effectiveness for rockets and missiles and prognostic reports for extension of their service life time; – repair technologies, upgrading works and non-destructive testing of rockets and missiles. n

You can contact us: Military Institute of Armament Technology ul. Prymasa Stefana Wyszyńskiego 7, 05-220 Zielonka tel. (+48) 22 761 44 01, fax: (+48) 22 761 44 45 e-mail: witu@witu.mil.pl  www.witu.mil.pl

KTO ROSOMAK – Infantry Fighting Vehicle KTO ROSOMAK – Medical Evacuation Vehicle

For over 55 years Wojskowe Zakłady Mechaniczne Joint Stock Company has been significantly involved into development and progress within Polish Army, what eventually resulted in mutual cooperation during peacekeeping missions. For all these years the Company has believed that, the Client requirements and the vision is priority of high quality and constant progress. In order to perform our goals successfully, Wojskowe Zakłady Mechaniczne Joint Stock Company implemented new solutions, technologies and has been focused on acquiring knowledge, as a result of which, production of 4th generation KTO Rosomak vehicles’ family has began. Through development of our strength we contribute it to our Clients, what makes Them mores competitive in undertaken missions.

Wojskowe Zakłady Mechaniczne Joint Stock Company Powstańców 5/7 Street 41-100 Siemianowice Śląskie Poland phone: +48 32 228 57 51 fax: + 48 32 228 12 52 e-mail: wzms@wzms.pl www.wzms.pl

Pimco Sp. z o.o. Pimco Sp. z o. o. is a Polish company with many years of experience in the manufacture and supplying special CBRN equipment, including the detection of chemical warfare and toxic industrial chemical agents, radiological and biological threats, and tactical nuclear weapon detection.

ur current production includes the CHERDES® family of detection systems. These are primarily used in AMVs such as the ROSOMAK (PATRIA) 8 x 8 wheeled type and the PT91 main battle tank. ROSOMAKs withs our CHERDES® I (NSN 6665-43-0004252) and CHERDES® II (NSN 6665-43-0008569) detectors are currently in use with the Polish Mission Forces in Afghanistan, as well as having served in Iraq and Chad, while the CHERDES® II, specially adapted for more extreme climate conditions, is installed in the PT91 tanks used by the army of Malaysia. The CHERDES® II range of chemical, radiological and nuclear blast threat detection systems are modular in design, allowing for the separate units to be installed within the limited space available in AFVs. Chemical and radiological detection is simultaneously carried out from both inside and outside of the vehicle. They can also be installed in 24/7 mode for fixed sites to provide roundthe-clock threat detection of military bases, government buildings etc. These instruments provide very quick and accurate detection of all the above-mentioned threats with minimum false alarm level. We are currently completing the development of a third generation system called CHERDES® III, and new generation of biological warfare detector, which detects biological threats in a real-time. CHERDES® III will be the smallest and the most compact CBRN system of the CHERDES® family. Cherdes® III Cherdes® II

Our equipment has EU and NATO certificates. Pimco Sp. z o.o. has the concession no. B-021/2004, issued by the Ministry of Internal Affairs, the ISO 9001:2000 certificate no. 309/S/2008 and the AQAP 2110:2006 certificate no. 309/A/2008. We also have the Certificate of Assurance Number (NAMSA) no 102/2009 issued by the Armed Forces Procurement Department of the Ministry of National Defense of Poland. n

You can contact us: Pimco Sp. z o.o. ul. Żołny 63 02-815 Warszawa, Poland phone +48 22 643 23 58 fax +48 22 20 35 140 e-mail: pimco@pimco.pl www.pimco.pl

Chamber of Arms

Polish Chamber of National Defence Manufacturers Polska Izba Producentów na Rzecz Obronności Kraju

History of the Polish Chamber of National Defence Manufacturers has only 12 years.

he initiative of representatives of the Polish Defence Industry, especially Mr. Roman MUSIAŁ president of the ZM MESKO from Skarżysko Kamienna on September 11th, 1995 during the establishing meeting in Kielce, the resolution on creating of the Chamber was accepted. Representatives of the 67 companies, with presence of gen. Henryk MIKA of the Polish MoD and col. Sławomir KUŁAKOWSKI of the Presidential State Security Office, elected temporary board of the Chamber and auditing commission.

The first President of the Chamber became Mr. Roman MUSIAŁ and to the board Mr. Edward APONIUK, Mr. Leszek CICHOCKI (Vice-president), Mr. Krzysztof JURKIEWICZ (Vice-president), Mr. Ryszard KARDASZ, Mr. Henryk MYŁEK, Mr. Sławomir RESZKA were elected to the bone. Friendly attitude of the Ministry of Industry and Trade and the Ministry of Defence and hard work of Mr. Janusz BRANDT, Mr. Sławomir RESZKA and Mr. Krzysztof JURKIEWICZ led to court registration of the Polish Chamber of National Defence Manufacturers as the nationwide organisation (115 founding companies). The Court registration on April 18th, 1996 started new history of the economic self-government defence branch in Poland. The statue’s obligation of the Chamber are: initiating activities to improve the technological level and quality standards of products manufactured by the companies (national defence suppliers) activating co-operation efforts, inspiring efforts aimed to increase of the domestic defence production and export, inspiring and supporting process of restructurisation and modernisation of the domestic defence industry and its preparations for integration with European structures. Important part of the Chamber’s activities is to expertise and opinionmaking and to conduct training for representatives of Polish defence industry and to facilitate their contacts with foreign partners. The Chamber conductes exchange of technical, organisational and commercial experiences. Currently the Chamber has over 190 members, including private as well as state-owned companies. Among them are potentates as well as small enterprises. During

The Chamber’s stand on DEFEXPO’08 in New Delhi, India.

President of the Polish Chamber of National Defence Manufacturers Mr Sławomir Kułakowski with Vice Admiral Andrzej Karweta – Commander in Chief of the Polish Navy, died in a presidential plane crash near Smoleńsk.

the 6 years at the Chamber’s activities co-ordinat majority of joint appearances of the Polish defence industry on international exhibitions (in years 1999–2005 the Chamber organised 23 national stands of the Polish defence industry) also the Chamber was the organiser of many economic missions to e.g. to India, Indonesia, Norway, Malaysia, Singapore, UK, Greece, Turkey, Romania, Moldova, UAE. The Chamber is the initiator of the military-industrial co-operation among Visegrad Group. Its part were two editions of Forum of Defence Industries of Poland and Czech Republic (1999 and 2001), 1st Forum of Defence Industries of the Visegrad Group (2001) in Warsaw, 2nd and 3rd Forum (2002–2004) in Trencin, Slovakia. Except co-operation agreement with the Ministry of Defence (12th August 1999), the Chamber formalised contacts with defence industry associations of some of the European and Asian countries by signing separate agreements with them (e.g. France, India, Malaysia, Indonesia, Czech Republic, Slovakia, United Kingdom, Norway, Romania, Spain, Portugal, Italy, USA, Indonesia). In 1999 the Chamber published the Polish Defence Industry Catalogue, its next edition is currently in preparation. Additionally the Bulletin is published frequently, bimonthly “Polish Defence Industry” and quarterly “Economic-Defence Review” and extraordinary promotional publications (e.g. in Polish, English, Czech and Slovakian language) are also published. In 1998 the Chamber was selected for representing the Polish defence industry in NATO Industrial Advisory Group (NIAG) and since the December 2000 is actively taking part in the Group meetings. Since August 22nd, 2005 the Chamber initiate Internal Control System according to the law about turnover of the products, technologies and services important for national security and to keep international peace and security. The Chamber received the ISO 9001:2001 and the IQNet certificate (No. PL-JW172/1/2005 valid up to August 21st, 2008). On October 20th, 2005 the Chamber received concession of Polish Ministry of Internal Affairs and Administration for special equipment turnover (No. B-062/2005), on December 27th, 2005 the Chamber received the NATO Commercial and Government Entity Code (N-CAGE No. 1082H). n

You can contact us: Polska Izba Producentów na Rzecz Obronności Kraju ul. Fort Wola 22, 00-961 Warszawa phone +48 22 634 47 78; fax +48 22 634 47 78 chamber@defence-industry.pl www.defence-industry.pl

Polish Leader in Tactical Radio Communication RADMOR SA RADMOR J-S Co.

RADMOR is the leading manufacturer of radio communication equipment in Poland. We offer equipment designed and manufactured according to the most modern world technologies. The quality of products and compliance with international standards are the important elements of today’s market. In 2000 RADMOR got the NATO Certificate AQAP-110 and in 2004 we obtained certificate AQAP 2110.

ADMOR offers comprehensive services – from network design, to delivery, assembly and servicing of equipment. Radiotelephones produced by RADMOR operate in radio communication networks all over the country. They are used not only by policeman and fireman but also by health services, taxis and other organizations. The devices produced in RADMOR can be used in already existing systems as well as for building new networks. Radmor’s radiotelephones appear always in the places where reliable communication is needed for efficient work. Our civil equipment is suitable for building both modern trunking networks (TETRA, DMR) and conventional dispatcher systems. Our radiotelephones operate in 40 MHz, 80 MHz, 160 MHz and 450 MHz frequency bands. Military equipment offered by RADMOR enables building modern tactical digital radio communication systems. RADMOR exports its equipment and technology to many countries. Our customers, apart from Polish Military Forces, are other armies such as: Lithuanian, Latvian, Czech, Slovak, Estonian, Iraqi, Indonesian and North African countries. Design modernity and production processes assure constant, high quality of the equipment. RADMOR has 64 years of experience (established in 1947) and is

R3507 Software Defined Radio.

F@stnet radios training simulator for e-learning.

stable partner. Military equipment offered by RADMOR meets MIL-STD-810E and STANAG 4204 specifications. RADMOR delivers to the Polish Army handheld radios R3501 (designed and produced in Radmor) as well as manpack and vehicle radios of PR4G system produced under Thales license. Personal Soldier Radio R35010, produced by RADMOR, is designed to provide digital audio communication and data transmission between members of squad or combat team. The equipment enables building modern digital systems of tactical radiocommunication.

Company products range includes:      

military handheld, manpack and vehicle radios communication systems: conventional and trunking handheld, mobile and stationary radiotelephones F@stnet radios training simulator for e-learning repeaters accessories: power packs, selective call blocks, microphone/speakers and various types of antennas. n

You can contact us:

RRC9210 Manpack radio.

RADMOR SA ul. Hutnicza 3, 81-212 Gdynia, Poland phone +48 58 69 96 621  fax +48 58 69 96 622 e-mail: export@radmor.com.pl www.radmor.com

World Class Electronics and Communications Supplier for Present & Future Combat Systems WB Electronics is Poland’s leading supplier of advanced electronics systems for defence applications and a member company of WB Group, which associates also the following companies: Radmor, Flytronic, Mindmade and Arex. WB Electronics excels in design, development, integrating and manufacturing of network centric systems for C4ISR applications. Company area of expertise include software development, system design, electronic design and integration of defence electronics. WB Electronics also makes simulators of its products and provides training to the military users.

ompany competence has been developed in over a decade of market activity in the process of continuous improvement of the offered products and broadening the offer range. Today’s WB Electronics offer includes rugged computers, digital BMS-ready communication system for military vehicles, C4ISR software and integration skills as well as unmanned systems for surveillance and reconnaissance tasks. WB Electronics high-tech solutions for the military sector bring power of integrated multi functional system providing on-the-move, real time battle command information to the computerised command posts. An example of the company’s capabilities could be an integrated artillery battalion level Fire Command System. Artillery FCS is an automated mobile command and control system of vehicle based command posts providing automated planning and mission execution capabilities within field artillery battalion. The WB Electronic’ solution deployed in the Polish Army as “TOPAZ” features all typical C4I system functions enhanced with artillery-related functional modules. TOPAZ is an advanced field artillery tactical data system supporting all field artillery functional areas related to fire missions

and command and control tasks. TOPAZ system has universal modular hardware and software structure allowing further modifications and re-developing the system for different platforms and command levels allowing further modifications and re-developing the system for different platforms and command levels allowing its deployment

Tytan Polish future soldier system with wrist control panel from WB Electronics.

FlyEye miniature unmanned aerial vehicle designed by WB Electronics.

in Fire Support Coordination Centres and integration with advanced C4I systems up to the division level. The TOPAZ system has been successfully introduced to the Polish Army Land Forces and fielded throughout the country in a dozen of army units on several types of artillery guns. Based on the FCS TOPAZ the Mortar Fire Control System was created. The SKO-M system is a fully integrated digital fire control system destined for application at mortar platoon level. The purpose of the system is to provide sensor-to-shooter mortar fire control with improved reaction time and efficiency in any weather and time of day conditions. The SKO-M system can be easily employed on any mortar platform. The cumulated experience of the company that has been gained in the fields of tactical communication, vehicle platform integration and specialized software development qual-ifies WB Electronics to take leading role in BMS development works for any army. This experience is supported by in-depth knowledge of latest standards

and protocols that implementation is necessary complement to this kind of systems. WB Electronics offer has been recently further extended by the products of the daughter company Flytronic. Flytronic is involved in the field of unmanned platforms. FlyEye mini-UAV offered by WB Electronics is the latest result of the two companies cooperation. FlyEye features innovative ideas that makes that UAV unrivalled leader in its class. WB Electronics is also involved in the Polish individual soldier program, being responsible for communication and C4I area. WB Electronics extensively relies on its own products when designing systems and making installations. These products are crucial to system’s performance and reliability. The company offers range of rugged military computers, servers, tactical routers and communication devices, voice communication devices that allow building any tactical communication network optimised to the application. These universal products can find application in virtually any modern military system, command post or a vehicle, newly built or modernized. A worldwide renowned product of WB Electronics is one of its best-selling systems – FONET, the digital vehicular intercom. FONET intercom system can be installed in any track or wheeled vehicle to provide voice and data communication functionality to every individual crew member. That digital, software controlled and VoIP enabled intercom is dedicated for any military vehicle platform ranging from wheeled 4x4 and 8x8 APC through MBT’s, self propelled guns to complex command or EW vehicles. FONET constitutes the tactical communication backbone onboard a vehicle. Its networking capabilities can be also well employed in shelter installations. Today WB Electronics has in its portfolio more than 50 different IT and communication devices and a vast library of defence software applications. WB Electronics’

Field tests of SCOM mortar fire control system.

products have been successfully used in modernization programmes of armed forces throughout the world. Company is able to respond quickly and allocate engineering resources to meet customer specifications by providing dedicated software and tailoring the hardware. WB Electronics is an ISO 9001 and AQAP 2110 certified company. WB Electronics is duly certified by Polish authorities to trade in military equipment on the international markets.

The wrist control panel during field test.

WB Electronics is open to market opportunities emerging from armies and industrial partners worldwide. Customer satisfaction remains the principal goal of the company’s management. n

You can contact us: WB Electronics ul. Poznańska 129/133 05-850 Ożarów Mazowiecki Phone: +48 22 731 25 00 Fax + 48 22 731 25 01 e-mail: info@wb.com.pl  www.wb.com.pl

Jasmine as a Ready, Proven and Comprehensive C3I System to Support Land Forces Activities

Registered Partnership TELDAT has successfully operated on the defence market since several years. It is known designer, manufacturer of the most modern in the world comprehensive and specialized teleinformatics solutions dedicated to security and defence in the international scale.

he Company’s Flagship Product – is Network Centric Data Communication Teleinformatic Platform JASMINE (also called JASMINE System or JASMINE). This solution since 2005 is delivered to the Polish Armed Forces. The system is dedicated to command support of military operations. It is comprised of specialized hardware and software. The product of its kind is currently the only solution (in Poland and also in the wide world). The system is comprehensive, versatile, compact (technology, hardware, software and component – mainly in terms of: HMS, BMS, and DSS). It is reliably proven, scalable, ready to use. The unique product in many aspects and internationally highly respected. Belongs to a group of C4ISR systems (Command, Control, Communications, Computers, Intelligence, Surveillance and Reconnaissance). The platform just today significantly:  support command and management processes and military operations at all levels down to dismounted soldier;  create the situational awareness of troops, including headquarters and staffs, i.a. by creating the Common Operational Picture – COP;  increase security of troops and their elements including soldiers and vehicles;  enable a construction of military, mobile networks in an IP technology (Internet Protocol). JASMINE is a system based on a component model, in accordance with NATO Network Enabled Capability, which recommends data sharing between distributed

decision nodes. This is why the system’s elements were designed to be operated and used on all military levels, from the highest to a dismounted soldier level. The JASMINE since few years has been exploited as reference solution for the systems being used in other armed forces of NATO countries. JASMINE System is produced in four versions:  shelter and portable version – HMS JASMINE (Headquarters Management System);  mobile version – BMS JASMINE (Battlefield Management System);  dismounted soldier version – DSS JASMINE (Dismounted Soldier System). Network Centric Data Communication Platform JASMINE includes other unique and valuable (also in the world scale) products deployed and produced by our company as follows:  C3IS JASMINE System (C3IS JASMINE) it is a comprehensive multilevel system, operates from operational level (HMS C3IS JASMINE) down to dismounted soldier (DSS C3IS JASMINE). The system provides the opportunity to support the command process for infantry command posts as well as for armored troops (BMS C3IS JASMINE);  JASMINE Web Portal is a software module of C3IS JASMINE System used at the operational and tactical level. JASMINE Web Portal is a network application dedicated to cooperate with HMS JASMINE version which provides the Users the access to the functionalities of the C3IS JASMINE System. It also enables to create the Common Operational Picture. This solution uses web services technology (Web Services), which provides Users an access to shared operational information by the use of the common web browsers. The

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main purpose of this solution is to support the command processes by the use of a centralized portal, enabling the effective staff collaboration of all involved in this process groups and sections of the operational level (or on depends of the other tactical level needs); Battlefield Replication Mechanism (BRM) provides efficient data transmission even across the narrow band (HF and VHF) radio; Gateway MIP B2/B3 – the only such component on an international scale provides a cooperation opportunity between both different standards systems describing theatre of operations. This solution is evaluated as a remarkable achievement, also in the scale of NATO; Multiprotocol NATO Friendly Force Information Proven HUB (Multiprotocol NFFI Proven HUB) the only one in the world was proven and certified possible to be use instead of operational NFFI HUB developed by NC3A. Moreover HUB of the JASMINE System is enable to operate simultaneously multiple versions of NFFI, for this reason it makes this product unique; JASMINE Modules Management (JMM) provides simple and transparent way to configure the JASMINE System beginning from the network layer through services supporting the command process and operational activities; Information Exchange Gateway JASMINE (IEG JASMINE) ensures secure data information transfer between different security domains and it is an answer of TELDAT Company for NATO IEG concept. It consists of newly developed hardware modules, as: Firewall Box, IEG FS JASMINE (Functional Services) and IEG CS JASMINE (Core Services); Data Communications Resources Management System KTSA (SZZT KTSA) enables a real time monitoring of wide area networks with different security levels. Provides tools enabling expert analysis within the IP networks; Safe Exchange Information System (SEIS) – one of the widest IT systems, working reliably in Polish Armed Forces. The comprehensive and unique system in Europe for safe and reliable exchange of information. Made in the most modern technologies, especially IP data and VoIP. It allows the transmission of: alarms, orders, reports and other documents in data communication networks. It gives the possibility to transfer data to selected recipients of information (signals) anywhere in the world;

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Tactical terminals nowadays are the newest TELDAT solutions and currently the products of its kind in Poland and unique in the world. They meet all military standards in terms of climatic and environmental conditions as well as shock resistance. The terminals can operate under water two hours at a depth of 1 m.

C3IS JASMINE (including his modules: HMS, BMS and DSS C3IS JASMINE) is the system only one in Poland and one of the few in the world that meet completely all the following interoperability standards:  MIP DEM Baseline 2 & 3 (Multilateral Interoperability Programme Data Exchange Mechanism);  MIP MEM Baseline 2 & 3 (Multilateral Interoperability Programme Message Exchange Mechanism);  NFFI (NATO Friendly Force Information) V.1.3 (IP1, IP2 – STANAG 5527), SIP3, Multiprotocol HUB;  ADatP-3 Baseline 11C/F, 12.2 & 13 (STANAG 5500);  APP6-A, APP6-B (Tactical symbols), MIL STD 2525B, MIL STD 2525C, MIP Implementation Rules;  WMS (WebMapService), WFS (WebFeatureService);  JIPS (JCOP Information Product Services), NVG (NATO Vector Graphics) 1.4 & 1.5;  C2IEDM & JC3IEDM (STANAG 5525);  Plans & Orders (STANAG 2014);  Battlefield Directory (STANAG 4644). JASMINE and its particular components are implemented and exploited in Polish Armed Forces. They are used and tested (in many cases as the national solutions) in the following undertakings:  during the overseas military missions and Multilateral Interoperability Programme (MIP);  the biggest exercises organized by Allied Command Transformation (ACT) with the aim to assess to use the systems in NATO Response Forces, specialized NC3 Agency and USEUCOM;  in tests carried out by NC3A and CELAR in France laboratories. n

You can contact us: TELDAT Sp.J. ul. Cicha 19-27, 85-650 Bydgoszcz, Poland phone +48 52 341 97 00 fax +48 52 341 97 40 e-mail: teldat@teldat.com.pl www.teldat.com.pl

Electronics Equipment from Zielonka The Military Electronics Works J-S Co. in Zielonka are today a modern enterprise capable of independent design, research and production of the most complex armament systems and military equipment.

he Military Electronics Works use up-to-date CATbased construction technology, digital control of metal processing machines and laser cutters. The modern electronic systems are manufactured by means of automatic surface assembly machines. All that means precision in making of all elements and rapid transition from the design stage to the actual construction of the complete prototype and a quick start of production. High level of research and development works and the standard of production are confirmed by the international quality certificates; ISO 9001 and AQAP-2110. In 2007 the Works celebrated 55th anniversary. The company came a long way from innovations and improvements of radio equipment imported from USSR to comprehensive modernization of the whole defense systems. The last decade was marked by close cooperation with Military University of Technology and other research institutes. The Military Electronics Works started the close cooperation with military electronics enterprises in the western world and have changed entirely. A good example of cooperation with Military University of Technology and companies in the west is the modernization of the entire anti-aircraft missile system S-125 set to the Neva-SC standard, which was the only fully successful attempt to bring the new combat quality to the widely spread system. The plant has replaced all the wholly stationary systems with mobile units and it has been carried out. It is also the birth place of all crucial elements, in particular the digital missile guidance system, which replaced the old vacuum-tube equipment. The military electronics works, which now have about 220 employees, has changed its profile and has undergone transition and became the manufacturer, crucial to the transformation of the armed forces to the NATO standards. The Works specialty today is the equipment for reconnaissance and electronic warfare, command and communications, air defense, protection of information and facilities, and special purpose electronics. In the last decade the technology of renovation was modernized. New technologies were introduced, such like production of microwave structures, SND sampling, micro-processing technology, electro-optics technology, and infrared technology. Procedures of electromagnetic compatibility measurement and testing were implemented. The factories’ metrological laboratory is licensed as an independent measurement center of SNWI-1 group. The company also cooperates with the military university of technology in the making of subsequent modernization of the POST-3M Lena

LWR-H laser warning receiver for military helos of the Polish army.

Automated VHF/UHF Communication Intelligence and Przebiśnieg Jamming System favoured by the prizes of „Defender 2007” granted at the International Defence Industry Fairs in Poland.

Wojskowe Zakłady Elektroniczne SA Military Electronic Works

3M reconnaissance and electronic combat system in order to expand its efficiency and durability. The modernization process of all units to conform to the Lena 3MD standard was practically completed in 2002. The construction of successive systems, MSR-W and MSR-WL was started. The works created, in cooperation with military university of technology the unique complex reconnaissance and electronic combat system for land operations, Przebiśnieg then favoured by the prizes of „Defender” granted at the International Defence Industry Fairs in Poland in 2007. The company received the certificate for the construction and implementation of the helicopter radio electronic reconnaissance system SRR-10 Procjon 3 built on PZL W-3 Sokół helicopter. That unique solution effectively combines complex reconnaissance subsystems on board of the aircraft. At present the military electronics works are also working on modern and very efficient special reconnaissance devices. Access control devices and special objects technological security system are also being created in the Works in Zielonka. The latest product offered by Military Electronics Works is the Laser Warning Receiver (LWR-H) for all types of military helicopters of the Polish Army. At present time is installed on Procjon 3 helo. Recently the works have offered many solutions to the civilian market too. The prototypes of endoscope and up-to-date, which are to replace metal detection devices in traditional screening systems. In the age of combat against terrorism such a scanner capable of reviewing objects which the examined person had swallowed are in demand all over the world. The derivate of the device is the medical x-ray scanner. It insures the instant diagnosis of accident victims. The military electronics works have the vast experience, excellent staff with unique qualifications, and up-to-date machinery seem to be a very good partner, both to the armed forces and the civilian market. According to the decision of Ministry of Treasury and with approval of the Ministry of National Defence of Poland, on January 1st, 2008 the state company was transformed into the stock company with State as a holder of 100% of the company’s shares. The reorganisation had been dictated by State Factories Privatisation Act and the company will remain under direct supervision of the Ministry of National Defence. n

You can contact us: Wojskowe Zakłady Elektroniczne SA ul. 1 Maja 1, 05-220 Zielonka phone +48 22 781 99 71 fax +48 22 771 82 07 e-mail: dn@wze.com.pl  www.wze.com.pl

Missile Technology Upgrade Centre

(Wojskowe Zakłady Uzbrojenia S.A.) Wojskowe Zakłady Uzbrojenia S.A. has been conducting its business activity since1960 and belongs to the group of few NATO companies that carried out the upgrades of the post soviet missile Systems and adjusted them to operate with the integrated air defense systems of the Alliance. Wojskowe Zakłady Uzbrojenia S.A. is specialized in upgrades and main overhauls of the anti-aircraft missile systems, especially preliminary detection radar systems, guidance systems and self-made identification systems.

he Company has reached a significant position in the international group of the companies that are specialized in upgrading missile armaments and is one of the European market leaders in terms of overhauls of anti-aircraft missile systems. Wojskowe Zakłady Uzbrojenia S.A. services and products are of Polish Army and European, Asian and African Armies’ interest. Wojskowe Zakłady Uzbrojenia S.A., as a professional company, is implementing innovative solutions and new technologies, based on international standards as to the developments of missile defense technology. Wojskowe Zakłady Uzbrojenia S.A., has designed, produced and implemented the upgrades of such anti-aircraft missile systems as 9A33BM2/3OSA (SA-8), 2K12KUB (SA-6), 2K11KRUG (SA-4) and S 200WEGA (SA-5). The systems have been adjusted to meet the requirements of the modern battlefield, which made it possible to use them in operation. The upgrades radically change the quality of the systems, which has been achieved by replacing Russian defense industry assemblies with Wojskowe Zakłady Uzbrojenia S.A.’s solutions and through removing operational variance. The application of the latest technological solutions improves tactical-technical parameters and significantly increases in the reliability of the system.

The missiles launcher of the SA-6 anti-aircraft missile system integrated with RIM-162 ESSM missiles.

The opto-electronic head (thermovision camera, TV camera, laser range finder) that replaces a previous used TV sight in modernised anti-aircraft missile systems and this way guarantees thermovisual detection, laser distance measurement and increases a range of passive target detection for these sets.

The modernised OSA (SA-8) anti-aircraft missile combat vehicle after testing and certification performed by experts of the International AIMS Program Office of US Department of Defence on the Polish range and that confirms an interoperability of the IFF system produced by Wojskowe Zakłady Uzbrojenia S.A. with NATO MARK XII system on SA-8 and SA-6 platforms.

Obsolete analogue systems have been replaced with microprocessor digital technology. There have been introduced passive thermal-optoelectronic technologies intended for the target detection and recognition, as well as land navigation systems with satellite support and the latest generation IFF identification system. Wojskowe Zakłady Uzbrojenia S.A. modernizations resulted in: the increase in the resistance of the systems against passive and active jamming, the increase in target detection in radar and optoelectronic channels, precise IFF „friend-foe” identification in Mark XII Mod 4 standard with the possibility of extending it to Mark XIIA, the increase in radar and electronic jamming resistance, the increase in radar and electronic camouflage, the increase in radar and visual information imaging on digital indicators, precise defining the terrain situation and the application of the modern elements base. Thanks to the above, spare parts necessary for the running operation have been provided for. The upgrades have undergone a thorough examination and have been performed for the Polish Armed Forces, for the Hungarian Army and Bundeswehr and for United Kingdom’s Royal Air Force. It can be stated that the effects of the upgrades are really impressive taking into account the financial resources that have been invested. Thanks to the combat capability growth as to the characteristics the equipment may be classified as one generation better in comparison with the former version. n

You can contact us: Wojskowe Zakłady Uzbrojenia S.A. ul. Parkowa 42, 86-300 Grudziądz, Poland phone +48 56 64 46 200, fax +48 56 46 23 783 e-mail: wzu@wzu.pl  www.wzu.pl

Index of Companies in alphabetical order

Armour Weapon Systems Communication and Electronic Technologies Aviation and Air Defence

Naval Uniform, Personal Equipment and Logistics Engineering Equipment Research & Development Institutions

Company name

Address

Phone/fax

e-mail and website

Chairman

1 LOGISTICS ŻURALSKI

ul. Wynkówko 20 76-200 Słupsk

phone +48 59 811 27 40 fax +48 59 842 52 53

office@1logistics.com.pl www.1logistics.com.pl

Zenon Żuralski

AGENCJA ROZWOJU PRZEMYSŁU S.A. (INDUSTRIAL DEVELOPMENT AGENCY Joint-Stock Co.)

ul. Wołoska 7 02-675 Warszawa

phone +48 22 460 36 00 +48 22 460 37 00 fax +48 22 460 37 01

arpsa@arp.com.pl www.arp.com.pl

Wojciech Dąbrowski

AMZ – KUTNO Sp. z o.o. (AMZ – KUTNO Ltd.)

ul. Sklęczkowska 18 99-300 Kutno

phone +48 24 357 99 00 fax +48 24 357 99 01

amz@amz.pl www.amz.pl

Jarosław Stachowski

AUTO-HIT Sp. z o.o. (AUTO-HIT Ltd.)

ul. Oświęcimska 323 43-100 Tychy ul. Zagójska 7 04-160 Warszawa

phone +48 22 810 14 35 fax +48 22 810 14 45

info@autohit.com.pl www.autohit.com.pl

Urszula Strykier

AUTOSAN S.A. (AUTOSAN Joint-Stock Co.)

ul. Lipińskiego 109 38-500 Sanok

phone +48 13 465 01 26 fax +48 13 465 04 00

sekretariat@autosan.pl www.autosan.pl

Adam Smoleń

Bumar sp. z o.o. (BUMAR Ltd.)

Al. Jana Pawa II 11 00-828 Warszawa

phone +48 22 311 25 12 fax +48 22 311 26 42

bumar@bumar.com www.bumar.com

Krzysztof Krystowski

Profile

Bumar Amunicja S.A.

ul. Legionów 122 26-111 Skarżysko-Kamienna

phone +48 41 253 30 00 fax +48 41 252 02 80

mesko@mesko.com.pl www.mesko.com.pl

Waldemar Skowron

Bumar Żołnierz S.A.

ul. Nowaka-Jeziorańskiego 28 03-892 Warszawa

phone +48 22 515 75 06 fax +48 22 613 78 44

pcodt@pcosa.com.pl www.pcosa.com.pl

Ryszard Kardasz

Bumar Elektronika S.A.

ul. Poligonowa 30 04-051 Warszawa

phone +48 22 486 52 25 fax +48 22 486 55 04

office@pit.edu.pl

Ireneusz Żmidziński

BZE BELMA S.A. (BELMA ELECTROMECHANICAL COMPANY Joint-Stock Co.)

ul. Łochowska 69 85-395 Bydgoszcz

phone +48 52 363 62 01 fax +48 52 363 62 03

bze@belma.com.pl www.belma.com.pl

Artur Łysakowski

CENREX Sp z o. o. (CENREX – TRADING COMPANY Ltd.)

ul. Podwale 23 00-952 Warszawa

phone +48 22 332 72 00 fax +48 22 332 72 22

cenrex@cenrex.com www.cenrex.com

Andrzej Nałęcz

CONSAFE LOGISTICS Ltd.

ul. Poleczki 12 02-822 Warszawa

phone +48 22 768 70 00 fax +48 22 768 70 99

biuro@pl.consafelogistics.com www.consafelogistics.pl

Marcin Bondara

DGT Sp. z .o.o. (DGT Ltd.)

ul. Młyńska 7 83-010 Straszyn

phone +48 58 682 07 00 fax +48 58 683 29 25

dgt@dgt.com.pl www.dgt.com.pl

Andrzej Adler

EADS PZL WARSZAWA–OKĘCIE S.A. (EADS PZL WARSZAWA–OKĘCIE Joint-Stock Co.)

Al. Krakowska 110/114 00-971 Warszawa

phone +48 22 577 22 02 fax +48 22 577 22 03

eadspzl@pzl.eads.net www.pzl.eads.net

Władysław Skorski

FABRYKA BRONI ŁUCZNIK - RADOM Sp. z o.o. (ŁUCZNIK – RADOM – ARMS FACTORY Ltd.)

ul. 1905 Roku 1/9 26-600 Radom

Secretary: +48 48 380 31 00 Sales department: +48 48 380 31 21

zarzad@fabrykabroni.pl www.fabrykabroni.pl

Tomasz Nita

FPS Sp. z o.o. (FPS – SPECIAL PRODUCTION PLANT Ltd.)

ul. Obornicka 1 Bolechowo 62-005 Owińska

phone +48 61 892 32 01 +48 61 892 32 26 fax +48 61 892 32 05

info@fps.com.pl www.pfs.com.pl

Piotr Mazurek

FUMIS – BUMAR Sp. z o.o. (FUMIS – BUMAR FACTORY OF MACHINERIES AND SPRINGS Ltd.)

ul. Legionów 22 34-100 Wadowice

fumis@bb.onet.pl phone +48 33 823 30 81 to 83 ofertowanie@ fax +48 33 823 46 32 fumis-bumar.com.pl www.fumis-bumar.com.pl

Jan Tyrka

HAMILTON SUNSTRAND POLAND

ul. Hetmańska 120 35-078 Rzeszów

phone +48 17 888 20 00 fax +48 22 888 22 51

www.hamiltonsunstrand.com.pl

Roman Staszewski

HUTA STALOWA WOLA S.A.

ul. Kwiatkowskiego 1 37-450 Stalowa Wola

phone +48 15 813 41 11 fax +48 15 842 19 08

cpw@hsw.pl www.hsw.pl

Krzysztof Trofiniak

INTERMET Sp. z o.o. (INTERMET Ltd.)

ul. Jerzego z Dąbrowy 4 77-300 Człuchów

phone +48 59 834 48 39

office@szpule.com.pl www.protectorsystem.eu

Ryszard Stachowiak

100

Company name

Address

Phone/fax

e-mail and website

Chairman

Profile

INSTYTUT LOTNICTWA (INSTITUTE OF AVIATION)

Al. Krakowska 110/114 02-256 Warszawa

phone +48 22 846 00 11 fax +48 22 846 44 32

ilot@ilot.edu.pl www.ilot.edu.pl

Witold Wiśniowski

INSTYTUT PRZEMYSŁU ORGANICZNEGO (IPO – INSTITUTE OF INDUSTRIAL ORGANIC CHEMISTRY)

ul. Annopol 6 03-236 Warszawa

phone +48 22 811 12 31 fax +48 22 811 07 99

ipo@ipo.waw.pl www.ipo.waw.pl

Urszula Wykrzykowska

INSTYTUT TECHNICZNY WOJSK LOTNICZYCH (AIR FORCE INSTITUTE OF TECHNOLOGY)

ul. Księcia Bolesława 6 01-494 Warszawa

phone +48 22 685 20 01 fax +48 22 836 44 71

poczta@itwl.pl www.itwl.pl

Ryszard Szczepanik

INSTYTUT TECHNOLOGII BEZPIECZEŃSTWA „MORATEX” (MORATEX – THE INSTITUTE OF TECHNICAL TEXTILES)

Skłodowskiej-Curie 3 90-965 Łódź

phone +48 42 637 37 63 fax +48 42 636 92 26

itb@moratex.eu www.moratex.eu

Elżbieta Witczak

Jakusz – systemy zabezpieczeń bankowych

ul. Przemysłowa 40 83-400 Kościerzyna

phone +48 58 686 31 01 fax +48 58 686 49 09

handlowy@jakusz.com.pl www.jakusz.com.pl

Bogdan Jakusz

LUBAWA S.A. (LUBAWA Joint-stock Co.)

ul. Staroprzygodzka 117 63-400 Ostrów Wielkopolski

phone +48 62 737 5700 fax +48 62 737 5708

www.lubawagroup.com www.lubawagroup.com

Piotr Ostaszewski

MIĘDZYNARODOWE TARGI GDAŃSKIE S.A. (THE MILITARY FAIRS IN GDAŃSK)

ul. Beniowskiego 5 80-382 Gdańsk

phone +48 58 554 92 13 +48 58 554 93 28 fax +48 58 552 2243

military@mtgsa.com.pl www.baltmilitary.pl www.safetyfairs.pl

Balt Military Project Manager: Marek Buczkowski

Morska Stocznia Remontowa S.A. (MORSKA SHIPYARD Joint-Stock Co.)

ul. Ludzi Morza 16 72-602 Świnoujście

phone +48 91 321 62 41 fax +48 91 321 61 44

morska@msr.com.pl www.msr.com.pl

Jacek Szafrański

NITROERG S.A. (NITROERG Joint-Stock Co.)

ul. Chemików 133 43-150 Bieruń

phone +48 32 216 09 00 +48 32 392 81 02 fax +48 32 392 81 00

nitroerg@nitroerg.pl www.nitroerg.pl

Józef Dulian

OPTIMUM – LASOTA i S-ka s.j. (OPTIMUM – LASOTA & Co. Registered Partnership)

ul. Suwak 4 02-676 Warszawa

phone +48 22 84 35 142 fax +48 22 84 35 142

info@optimum.com.pl www.optimum.com.pl

Dariusz Tymiński

OŚRODEK BADAWCZO-ROZWOJOWY SPRZĘTU MECHANICZNEGO Sp. z o.o. (OBR SM – The Mechanical Equipment R&D Centre Ltd.)

ul. Kochanowskiego 30 33-100 Tarnów

phone +48 14 629 60 44 fax +48 14 629 60 46

obr@obr.tarnow.pl www.obr.tarnow.pl

Krzysztof Jagiełło

OŚRODEK BADAWCZO-ROZWOJOWY URZĄDZEŃ MECHANICZNYCH OBRUM (OBRUM – RESEARCH AND DEVELOPMENT CENTRE FOR MECHANICAL APPLIANCES)

ul. Toszecka 102 44-117 Gliwice

phone +48 32 301 92 05 fax +48 32 231 58 87

info@obrum.gliwice.pl www.obrum.gliwice.pl

Jerzy Olek

OŚRODEK BADAWCZO-ROZWOJOWY CENTRUM TECHNIKI MORSKIEJ OBR – CTM (MARINE TECHNOLOGY R&D CENTRE)

ul. Dickmana 62 81-109 Gdynia

phone +48 58 666 53 18 +48 58 666 53 00 fax +48 58 666 53 04

dn@ctm.gdynia.pl www.ctm.gdynia.pl

Andrzej Kilian

PHUP PRODUCTS – M. KUPCZAK

ul. Legionów 35 62-800 Kalisz

phone +48 62 757 66 59 fax +48 62 757 66 59

vip@home.pl www.vip.home.pl

Bogusław Kupczak

PHZ CENZIN Sp z o.o. (CENZIN – FOREIGN TRADE ENTERPRISE Ltd.)

ul. Czerniakowska 81/83 00-957 Warszawa

phone +48 22 841 12 63 fax +48 22 841 12 66

cenzin@cenzin.com.pl www.cenzin.com.pl

Dariusz Antosik

PIMCO Sp. z o.o. (PIMCO Ltd.)

ul. Żołny 63 02-815 Warszawa

phone +48 22 643 23 58 fax +48 22 203 51 40

pimco@pimco.pl www.pimco.pl

Bohdan Peterson

POLSKA IZBA PRODUCENTÓW NA RZECZ OBRONNOŚCI KRAJU (POLISH CHAMBER OF NATIONAL DEFENCE MANUFACTURERS)

ul. Fort Wola 22 00-961 Warszawa

phone +48 22 634 47 78 +48 22 634 47 79 +48 22 836 84 24 fax +48 22 634 47 78

chamber@defence-industry.pl www.defence-industry.pl

Sławomir Kułakowski

POLSKIE ZAKŁADY LOTNICZE Sp. z o.o. – PZL – MIELEC/A SIKORSKY COMPANY

ul. Wojska Polskiego 3 39-300 Mielec

phone +48 17 788 79 21 fax +48 17 788 78 29

pzl@pzlmielec.com.pl www.pzlmielec.pl

Janusz Zakręcki

PRZEMYSŁOWY INSTYTUT MOTORYZACJI (AUTOMOTIVE INDUSTRY INSTITUTE)

ul. Jagiellońska 55 03-301 Warszawa

phone +48 22 811 14 21 fax +48 22 811 60 28

info@pimot.org.pl www.pimot.org.pl

Andrzej Muszyński

PRZEMYSŁOWY INSTYTUT MASZYN BUDOWLANYCH Sp. z o.o. (CONSTRUCTION EQUIPMENT RESEARCH INSTITUTE Ltd.)

ul. Napoleona 2 05-230 Kobyłka

phone +48 22 786 18 31 fax +48 22 786 18 30

pimb@pimb.com.pl www.pimb.com.pl

Andrzej Machniewski

PRZEMYSŁOWY INSTYTUT, AUTOMATYKI I POMIARÓW – PIAP (Industrial Research Institute for Automation and Measurements)

Al. Jerozolimskie 202 02-486 Warszawa

phone +48 22 874 03 43 fax +48 22 874 01 06

piap@piap.pl www.piap.pl

Jan Jabłkowski

101

Company name

Address

Phone/fax

PSO MASKPOL S.A. (MASKPOL – PROTECTION EQUIPMENT ENTERPRISE Joint-Stock Co.)

Konieczki 42-140 Panki

phone +48 34 317 97 02 fax +48 34 317 98 31

maskpol@maskpol.com.pl www.maskpol.com.pl

Krzysztof Dędek

RADIOTECHNIKA-MARKETING Sp. z o.o. (RADIOTECHNIKA-MARKETING Ltd.)

ul. Fabryczna 20, Pietrzykowice 55-080 Kąty Wrocławskie

phone +48 71 327 07 00 fax +48 71 327 08 00

office@radiotechnika.com.pl www.radiotechnika.com.pl

Marek Dras

RADMOR S.A. (RADMOR Joint-Stock Co.)

ul. Hutnicza 3 81-212 Gdynia

phone +48 58 69 96 621 fax +48 58 69 96 622

export@radmor.com.pl www.radmor.com.pl

Andrzej Synowiecki

SMART Sp. z o.o. (SMART Ltd.)

Al. Jana Pawa II 5 81-345 Gdynia

phone +48 58 661 17 50 fax +48 58 660 46 82

smart@smart.gda.pl www.smart.gda.pl

Zdzisław Uherek

SSR GRYFIA S.A. (GRYFIA Joint-Stock Co.)

ul. Ludowa 13 71-700 Szczecin

phone +48 91 424 23 53 fax +48 91 424 23 19

gryfi a@gryfia.com.pl www.gryfia.com.pl

Patryk Michałek

STOCZNIA REMONTOWA NAUTA SA (NAUTA SHIPREPAIR YARD Joint-Stock Co.)

ul. Waszyngtona 1 81-342 Gdynia

phone +48 58 621 21 22 fax +48 58 621 22 79

poczta@nauta.pl www.nauta.pl

Andrzej Szwarc

TARGI KIELCE (KIELCE TRADE FAIRS)

ul. Zakładowa 1 25-672 Kielce

phone +48 41 365 12 98 fax +48 41 365 12 79

bialek.a@targikielce.pl mspo@targikielce.pl

MSPO Project Manager Agnieszka Białek

TELDAT H. Kruszyński, M. Cichocki Sp.J. (TELDAT Registered Partnership)

ul. Cicha 19/27 85-650 Bydgoszcz

sekretariat@teldat.com.pl www.teldat.com.pl

Henryk Kruszyński Marek Cichocki

TRANSBIT Sp. z o.o. (TRANSBIT Ltd.)

ul. Łukasza Drewny 80 02-968 Warszawa,

phone +48 22 550 48 00 fax +48 22 550 48 10

biuro@transbit.com.pl www.transbit.com.pl

Dariusz Faliński

UNIMOR RADIOCOM Sp. z o.o. (UNIMOR RADIOCOM Ltd.)

ul. Budowlanych 46C 80-298 Gdańsk

phone +48 58 762 30 02 +48 58 762 30 04 fax +48 58 762 30 01

marketing@radiocom.pl www.radiocom.pl

Dariusz Białkowski

WAMTECHNIK Sp. z o.o. (WAMTECHNIK Ltd.)

ul. Techniczna 2 05-500 Piaseczno

phone +48 22 701 26 00 fax +48 22 701 26 01

office@wamtechnik.com.pl www.wamtechnik.com.pl

Katarzyna Kerschke-Habeck

WB ELECTRONICS Sp. z o.o. (WB ELECTRONICS Ltd.)

ul. Poznańska 129/133 05-850 Ożarów Mazowiecki

phone +48 22 731 25 00 fax +48 22 731 25 01

info@wb.com.pl www.wb.com.pl

Piotr Wojciechowski

WOJSKOWE CENTRALNE BIURO KONSTRUKCYJNO-TECHNOLOGICZNE (CENTRAL MILITARY BUREAU OF DESIGN AND TECHNOLOGY)

ul. Kaliskiego 2 00-908 Warszawa

phone +48 22 683 94 91 fax +48 22 666 81 62

poczta@wcbkt.pl www.wcbkt.pl

Artur Kołosowski

WOJSKOWE ZAKŁADY MECHANICZNE SA (MILITARY MECHANICAL WORKS Joint-Stock Co.)

ul. Powstańców 5/7 41-100 Siemianowice Śląskie

phone +48 32 228 57 51 fax +48 32 228 12 52

wzms@wzms.pl www.wzms.pl

Adam Janik

WOJSKOWE ZAKŁADY MOTORYZACYJNE SA (MILITARY MOTORIZATION WORKS Joint-Stock Co.)

ul. Dąbrowskiego 262/280 60-406 Poznań

phone +48 61 857 61 10 fax +48 61 847 47 46

wzm@wzm.pl www.wzm.pl

Janusz Potocki

WOJSKOWE ZAKŁADY ELEKTRONICZNE SA (MILITARY ELECTRONIC WORKS Joint-Stock Co.)

ul. 1 Maja 1 05-220 Zielonka

phone +48 22 781 99 71 fax +48 22 771 82 07

dn@wze.com.pl www.wze.com.pl

Edward Żak

WOJSKOWE ZAKŁADY INŻYNIERYJNE (MILITARY ENGINEERING WORKS)

ul. 15 Pułku Piechoty Wilków 3 phone +48 81 880 15 01 08-530 Dęblin fax +48 81 880 15 02

info@wzinz.com.pl www.wzinz.com.pl

Jan Gędek

WOJSKOWE ZAKŁADY LOTNICZE Nr 1 (MILITARY AVIATION WORKS No. 1)

ul. Dubois 119 93-465 Łódź

phone +48 42 681 55 60 +48 42 681 55 64 fax +48 42 681 33 18

sekretariat@wzl1.mil.pl www.wzl1.mil.pl

Jan Piętowski

WOJSKOWE ZAKŁADY LOTNICZE Nr 2 (MILITARY AVIATION WORKS No. 2)

ul. Szubińska 107 85-915 Bydgoszcz

phone +48 52 362 86 00 fax +48 52 362 86 90

marketing@wzl2.mil.pl www.wzl2.mil.pl

Alfred Załużny

WOJSKOWE ZAKŁADY LOTNICZE Nr 4 (MILITARY AVIATION WORKS No. 4)

Księcia Bolesława 1/3 01-452 Warszawa 42

phone +48 22 685 23 01 fax +48 22 836 45 21

biuro@wzl4.mil.pl www.wzl4.mil.pl

Jan Piotrowski

WOJSKOWE ZAKŁADY ŁĄCZNOŚCI Nr 1 (MILITARY COMMUNICATIONS WORKS No. 1)

05-130 Zegrze

phone +48 22 784 12 36 fax +48 22 784 13 36

wzl.sekretariat@wzl1.com.pl www.wzl1.com.pl

Witold Leszczyński

WOJSKOWE ZAKŁADY ŁĄCZNOŚCI Nr 2 (MILITARY COMMUNICATIONS WORKS No. 2)

ul. Fabryczna 12 55-003 Czernica

phone +48 71 318 01 86 fax +48 71 381 01 11

wzl2@wzl2.pl www.wzl2.pl

Ryszard Szablewski

WOJSKOWE ZAKŁADY UZBROJENIA SA (MILITARY ARMAMENT WORKS Joint-Stock Co.)

ul. Parkowa 42 86-304 Grudziądz

phone +48 56 644 62 00 fax +48 56 462 37 83

wzu@wzu.pl www.wzu.pl

Zdzisław Juchacz

WOJSKOWY INSTYTUT CHEMII I RADIOMETRII Al. Chruściela 105 (MILITARY INSTITUTE OF CHEMISTRY 00-910 Warszawa AND RADIOMETRY)

phone +48 22 681 33 95 +48 22 516 99 09 +48 22 681 41 20 fax +48 22 673 51 80

wichir@atos.warman.com.pl www.wichir.waw.pl

Roman Jóźwik

WOJSKOWY INSTYTUT ŁĄCZNOŚCI (MILITARY COMMUNICATION INSTITUTE)

phone +48 22 688 55 55 fax +48 22 774 63 03

sekretariat@wil.waw.pl www.wil.waw.pl

Marek Suchański

102

ul. Warszawska 22A 05-130 Zegrze

e-mail and website

phone +48 52 341 97 00 fax +48 52 341 97 40

Chairman

Profile

Company name

Address

Phone/fax

e-mail and website

Chairman

WOJSKOWY INSTYTUT TECHNICZNY UZBROJENIA (MILITARY INSTITUTE OF ARMAMENT TECHNOLOGY)

ul. Wyszyńskiego 7 05-220 Zielonka

phone +48 22 761 44 01 fax +48 22 761 44 45

witu@witu.mil.pl witu.mil.pl

Ryszard Kostrow

WOJSKOWY INSTYTUT TECHNIKI INŻYNIERYJNEJ (MILITARY INSTITUTE OF TECHNICAL ENGINEERING)

ul. Obornicka 136 50-961 Wrocław 43

phone +48 71 347 44 40 fax +48 71 347 44 50

witi@witi.wroc.pl www.witi.wroc.pl

Leszek Bogdan

WOJSKOWY INSTYTUT TECHNIKI PANCERNEJ I SAMOCHODOWEJ (MILITARY INSTITUTE OF ARMOURED AND AUTOMOTIVE TECHNOLOGY)

ul. Okuniewska 1 05-070 Sulejówek skrytka pocztowa 45

phone +48 22 783 19 28 +48 22 681 10 12 fax +48 22 681 10 73

sekretariat@witpis.mil.pl www.witpis.mil.pl

Marek Szudrowicz

WSK PZL KALISZ S.A. (PZL KALISZ Joint Stock Co.)

ul. Częstochowska 140 62-800 Kalisz

phone +48 62 504 61 00 fax +48 62 504 67 77

marketing@wsk.kalisz.pl www.wsk.kalisz.pl

Bogdan Karczmarz

WYTWÓRNIA SPRZĘTU KOMUNIKACYJNEGO PZL-RZESZÓW Spółka Akcyjna (PZL-RZESZÓW Joint-Stock Co.)

ul. Hetmańska 120 35-078 Rzeszów

phone +48 17 854 66 00 fax +48 17 862 07 50

www.wskrz.com

Marek Darecki

WYTWÓRNIA SPRZĘTU KOMUNIKACYJNEGO PZL-ŚWIDNIK S.A. (PZL-ŚWIDNIK Joint-Stock Co.)

Al. Lotników Polskich 1 21-045 Świdnik

phone +48 81 751 20 71 +48 81 468 09 01 fax +48 81 751 21 73 +48 81 468 09 18

jan.mazur@pzl.swidnik.pl www.pzl.swidnik.pl

Mieczysław Majewski

ZCH NITRO-CHEM S.A. (NITRO-CHEM – CHEMICAL PLANT Joint-Stock Co.)

ul. Wojska Polskiego 65A 85-825 Bydgoszcz

phone +48 52 361 78 46 fax +48 52 361 11 24

nitrochem@nitrochem.com.pl www.nitrochem.com.pl

Tomasz Ptaszyński

ZM BUMAR-ŁABĘDY S.A. (BUMAR-ŁABĘDY – MECHANICAL PLANT Joint-Stock Co.)

ul. Mechaników 9 44-109 Gliwice

phone +48 32 734 51 11 fax +48 32 734 65 11

hr@bumar.gliwice.pl www.bumar.gliwice.pl

Andrzej Szortyka

ZM BUMAR – MIKULCZYCE S.A. ul. Handlowa 2 (BUMAR – MIKULCZYCE MECHANICAL PLANT 41-807 Zabrze Joint-Stock Co.)

phone +48 32 373 86 00 fax +48 32 271 37 42

w.krotki@bumar-mikulczyce.pl Marek www.bumar-mikulczyce.pl Kwiatek

ZM DEZAMET S.A. (DEZAMET – MECHANICAL PLANT Ltd.)

ul. Szypowskiego 1 39-460 Nowa Dęba

phone +48 15 848 14 23 fax +48 15 846 26 19

dezamet@dezamet.com.pl www.dezamet.com.pl

Leszek Pabian

ZM KRAŚNIK Sp. z o.o. (KRAŚNIK – MECHANICAL PLANT Ltd.)

ul. Fabryczna 6 23-210 Kraśnik

phone +48 81 825 71 79 +48 81 825 75 87 fax +48 81 825 7538

zmkrasnik@flt.krasnik.pl

Dariusz Szlafka

ZM TARNÓW S.A. (TARNÓW – MECHANICAL WORKS Joint-Stock Co.)

ul. Kochanowskiego 30 33-100 Tarnów

phone +48 14 630 62 00 fax +48 14 630 62 04

zmt@zmt.tarnow.pl www.zmt.tarnow.pl

Krzysztof Jagiełło

ZPS GAMRAT Sp. z o.o. (GAMRAT Ltd.)

ul. Mickiewicza 108 38-200 Jasło

phone +48 13 491 42 35 fax +48 13 491 50 10

zpsgamrat@zpsgamrat.pl www.zpsgamrat.pl

Andrzej Cholewiak

ZAKŁADY PRODUKCI SPECJALNEJ Sp. z o.o. (ZPS – SPECIAL PRODUCTION PLANTS Ltd.)

ul. Zakładowa 7 26-670 Pionki

phone +48 48 385 21 75 fax +48 48 385 22 55

zps@zps.com.pl www.zps.com.pl

Arkadiusz Szulecki

ZSP NIEWIADÓW S.A. (NIEWIADÓW Joint-Stock Co.)

Os. Niewiadów 49 97-225 Ujazd

phone +48 44 719 20 00 fax +48 44 719 20 16

biuro@niewiadow.pl www.zspniewiadow.com.pl

Jan Sitek

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