NATIONAL DEFENCE PHOTO: THE DEPARTMENT OF NATIONAL DEFENCE AN INDEPENDENT SUPPLEMENT FROM MEDIAPLANET TO THE NATIONAL POST Defence and security The impact of a major Canadian industry Cyber security Facing an emerging threat May 2013 3 FACTS ON THE CANADIAN DEFENCE INDUSTRY Learn how the defence and security industry in Canada is supporting our nation’s safety, security, and resilience while providing wider economic benefits. AN INVESTMENT IN CANADA’S FUTURE
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NATIONAL DEFENcE
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AN iNdepeNdeNt SUppLeMeNt froM MediApLANet to tHe NAtioNAL poSt
defence and security the impact of a major Canadian industry
Cyber securityfacing an emerging threat
May 2013
3 facts on the canadian
defence industry
Learn how the defence and security industry in Canada is supporting our nation’s safety, security, and resilience
while providing wider economic benefits.
An Investment In CAnAdA’s Future
AN iNdepeNdeNt SUppLeMeNt by MediApLANet tO tHe NAtiONAL pOSt2 · MAY 2013
chALLENgEs
An ideal sector for canada’s economy
When Canadians think of dynamic industries that define our economy, we tend to land on a handful of sectors. A less recognized but extremely crucial and innovative industry in this country is the defence and security sector.
The industry’s scale alone is impressive. Defence and secur-ity-related firms account for over $12 billion in revenues spread among two
thousand small, medium, and large companies. According to KPMG, in 2011, the sector generated 109,000 jobs directly and indirectly, most of which are relatively high skill and high wage in nature. At least fifty percent of the industry’s output is exported, making it among Canada’s most export intensive sectors.
fostering jobsUnlike other important industrial sectors in Canada the defence and security industry is not regionally concentrated—it is truly pan-Can-adian, with significant presence in virtually every province. It is also a highly diverse industry, encom-passing shipbuilding, aerospace and armoured vehicle manufacturing, in-service support, technical and professional services, small arms and ordnance, personal protective clothing and equipment, infrastruc-
ture and C4ISR (command, control, computing, intelligence, surveil-lance and reconnaissance), among others.
a unique sectorThe defence and security sector is unique relative to just about any other industry you care to mention. Firms in this industry operate in a largely managed international marketplace, where governments favour domes-tic suppliers for a variety of legitim-ate national security and economic development reasons. Governments
are also the principle customer for these firms.
Having a home-grown defence and security industry is viewed in most countries as a basic feature of national sovereignty and security. It is also understood around the world that this industry is typically comprised of highly innovative firms that produce technologies and services which offer potential commercial applications—or economic spill overs—far beyond the defence realm. It is for these rea-sons that free trade agreements like the WTO and NAFTA do not apply to defence procurement.
economic spill overIn short, the defence and security sec-tor offers unique benefits, which is why most countries cultivate these industries.
While the Canadian defence and security industry is entering a challen-ging period—with the fiscally-driven retrenchment of defence spending in traditional markets in Europe and the US—new opportunities in emerging markets are obtainable. More import-antly, unprecedented opportunities in the Canadian market exist.
The federal government, through its Canada First Defence Strategy, has embarked on a historic recapitaliza-tion of the Canadian Armed Forces—some $240 billion of investments in equipment, infrastructure, spare parts, maintenance, and training over a twenty year period. This is a huge and unique opportunity for Canada’s defence and security industry to grow, innovate, create high skill, high wage employment for Canadians, and improve the ability of Canadian firms to compete for emerging market opportunities.
The federal government recognized in Budget 2013 what this opportunity can mean for the Canadian economy, and has committed to developing new approaches to defence procurement that leverage greater economic bene-fits for Canada, while ensuring the Canadian Armed Forces get the equip-ment they need to fulfill their role. The industry commends this import-ant initiative and looks forward to working with the government on it.
tim Pagepresident,Canadian Association of defence and Security industries (CAdSi)
“the NSpS process fostered the commitment to upgrading capability, improving productivity, and providing the best value to Canada.”
the national ship Procurement strategyA long term strategy for the royal Canadian Navy
We recommenD
pAge 4
defence and security Kic’s p. 5How the governement is taking supportive steps.
Panel of experts p. 6get the expert opinion on Canadian cyber security.
NAtioNAL defeNCe1St editioN, MAY 2013
Publisher: matthew [email protected] developer: martin [email protected] director: Joshua [email protected] Manager: maggie ritchie [email protected] designer: alana [email protected]: laura [email protected] contributors: robert Biddle, natalia Bragagnolo, caDSi, Brian carter, KpmG, eugene lang, earl laurie, Dave mcmahon, Scott newark, Brian o’higgins, tim page, Joe rosengarten
Photo credit: all images are from iStock.com unless otherwise accredited.
distributed within:national post, maY 2013this section was created by mediaplanet and did not involve the national post or its editorial Departments.
Mediaplanet’s business is to create new customers for our advertisers by providing readers with high quality editorial contentthat motivates them to act.
Canadian defence and security is a $13 Billion industry. This was a key finding of KPMG’s 2012 study, commissioned by the Canadian Association of Defence and Security Industries (CADSI). The market for capital, operations and mainten-ance goods and services for gov-ernment entities in Canada added up to almost $8 billion, of which 75 percent went to domestic suppli-ers. As expected, the Department of National Defence was the major customer, accounting for 85 percent of domestic sales.
a major exporterThe other major conclusion of the 2012 study was the importance of foreign sales. Although the results remain to be confirmed, one fact is already clear; the Canadian defence and security industry is a major exporter. Canadian suppliers are competing in the global economy, and this is best illustrated by the fact that export and domestic sales share the same importance.
These are critical findings. CADSI intends to develop a firmer grasp of the economic activities of the indus-try, and has asked KPMG to survey the industry again this year. In particular, KPMG will firm up estimates of export sales of the Canadian defence and security industry.
From a public policy perspective, having a healthy export-oriented
defence and security industry is an important policy goal. The test of a competitive industry is its ability to export, and the Canadian defence and security industry does it well. This is a positive indicator for future develop-ment, especially as the Federal gov-ernment is about to initiate major modernization programs.
The economic impacts of the indus-try are not to be underestimated. In its original study, KPMG’s impact analysis indicated that the industry supported 109,000 jobs, contributed $9 billion to GDP, generated a signifi-cant trade surplus, and along with its employees, paid over $2.7 billion in taxes at both levels of government.
Moving forwardInformation is critical to the design of
a dynamic procurement policy. That purpose should not be only to maxi-mize the footprint of the industry in the Canadian economy, and the ensu-ing jobs, but to also strengthen our companies, allowing them to play a bigger role in the global defence and security industry. This is why partici-pating in the 2013 KPMG survey is so important.
By pooling the information about their domestic and export sales, and about their investment in people, capital goods and R&D, the 2000 firms that make up the industry will get policy makers to pay more attention to the industry and give it the recogni-tion it deserves.
UNDErsTANDINg ThE ImpAcT OF A mAjOr cANADIAN INDUsTrythere is a significant defence and security market in canada; however, many canadians are unaware of its size and ferocity.
source: kpmg
Tim page
Canadian Association of Defence and Security Industries (CADSI) is the voice of Canada’s defence and secur-ity industries. They represent 945 member companies that employ over 109,000 Canadians and gener-ate $12.6B in annual revenues.
MissionTheir mission is to foster an environment where member firms can compete and thrive in domes-tic and international markets. This goal furthers sovereignty and security here at home, while mak-ing significant contributions to the Canadian economy in terms of fostering innovation, jobs, domestic industrial capabilities, and a strong tax base.
folloW US on faceBooK anD tWitter!www.facebook.com/Mediaplanetcawww.twitter.com/Mediaplanetca
aBoUt caDSi
defence and security
reLated firMs account
for over $12 BiLLion in revenues
source: caDsi
on the Movedeployed canadian convoy remaining vigilant while on mission.Photo: cadsi
AN iNdepeNdeNt SUppLeMeNt by MediApLANet tO tHe NAtiONAL pOSt
chALLENgEs
AN iNdepeNdeNt SUppLeMeNt by MediApLANet tO tHe NAtiONAL pOSt4 · MAY 2013
“NSPS unofficially began with a Government of Canada organ-ized Industry Day in July 2009,” explained Brian Carter, President at Seaspan Shipyards. “Federal offi-cials called together key stakehold-ers from across the shipping indus-
“The process involved open and ongoing dialogue with bureaucrats in the federal government and included the use of independent fairness monitors; so fairness was never in question,” said Carter.
“The competition for selection of a shipyard was widespread and exemplary of an effective, effi-cient and objective procurement process.”
Although Carter believes that the structure of the NSPS encouraged fairness and transparency, he also feels that, as a method of selection, it may not be appropriate for all types of government issued, con-struction contracts.
NEws
Joe rosengarTen
■■ Question: What is the national Shipbuilding procurement Strategy (nSpS)?
■■ answer: in June 2010, with national security considerations in mind, the Government of can-ada announced the nSpS with the aim of finding the best-qualified shipyards to build canada’s future combat and non-combat vessels.
try to lay out long-term shipbuild-ing needs and discuss strategies around how best to address them and build a prosperous future.”
request for ProposalsIn February 2011, the NSPS ‘Request for Proposals’ (RFP) was released and shipyards were invited to pitch themselves as possible contractors for the combat and non-combat packages. The RFP submission requirements were stringent, and were, in themselves, an invest-ment of over two million dollars for interested parties.
“RFP submission included: a comprehensive technical design
concept for the future shipyard and a Value Proposition strategy,” explained Carter. Also required was “the clear demonstration of financial capability,” and “strat-egies and solutions in response to benchmarking.”
In total, five proposals were received from three companies: three for the non-combat package, and two for the combat package. After rigorous tests and a series of independent criteria evaluations, the Government of Canada selected Irving Shipbuilding for the combat package and Seaspan’s Vancou-ver shipyard for the non-combat package.
The national shipbuilding Procurement strategy (nsPs) is helping the Canadian Navy by fostering innovative and exciting new ideas.ational shipbuilding Procurement strategy (nsPs) s) s is helping
A long-term strategy
the soiQ“The process was very competitive. The breadth of the industry was involved leading up to the Solicitation of Inter-est and Qualification (SOIQ) submis-sion. We feel that the approach was fair and transparent,” he said. “The specific requirements of this process, such as required investment in facili-ties and processes were unique to NSPS and may not be applicable across all procurements.”
Seaspan will build seven ships as part of the initial NSPS commitment: three offshore science vessels, one oceanographic vessel, two joint sup-port ships for the Royal Canadian Navy and one polar icebreaker for the Canadian Coast Guard.
“It is expected that the initial ships will be constructed over a seven year period, beginning in 2014, when we cut steel on the first Off-shore Science Fisheries Vessel,” said Carter. “Additional vessels, such as those announced in the 2012 budget, will provide steady employment at the Vancouver Shipyard for over 20 years.”
The opportunities for income, growth, and development offered by the NSPS are not going to be restricted to the two large shipyards of Seaspan and JD Irving, though. “The smaller vessels—less than 1000 tonnes—do not need the level of facilities and processes that are required for the larger ships,” Carter explained. “This work can be easily accomplished by the many qualified smaller shipyards across Canada.”
Carter feels that the competition aspect of the NSPS helped to raise stan-dards within the highly demanding and complex industry of shipbuild-ing. “The NSPS process fostered the commitment to upgrading capability, improving productivity and providing the best value to Canada.” he said. “The concept of open and ongoing dialogue with industry, the use of transparent processes and third party oversight played an integral role in the success of the NSPS procurement process.”
the nsPs wiLL generate just over 15,000 joBs
and $2 BiLLion in annuaL econoMic Benefits
arctic PatroLcanadian ships on patrol.Photo: cadsi
AN iNdepeNdeNt SUppLeMeNt by MediApLANet tO tHe NAtiONAL pOStAN iNdepeNdeNt SUppLeMeNt by MediApLANet tO tHe NAtiONAL pOSt MAY 2013 · 5
INsIghT
Government supports deFenCe And seCurIty KIC’sT
he 2013 federal Budget charted an important new course for defence procurement in this country. The govern-ment has committed
to leveraging its recapitalization of the Canadian Forces—totaling some $240 billion over twenty years—with a particular focus on key indus-trial capabilities (KICs) that are vital to Canada’s national security and economic interests. This new philosophy of defence procure-ment will yield significant benefits for Canada’s economy, while in no way compromising the ability of
the Canadian Forces to acquire the equipment they need to carry out their role.
the 2013 budgetBudget 2013 endorsed the KICs con-cept that was at the heart of the recent report of Mr. Tom Jenkins, Special Advisor to the Minister of Public Works and Government Services and CEO of Opentext, entitled Canada First: Lever-aging Defence Procurement through Key Industrial Capabilities.
Key industrial capabilitiesThe basic orientation of the Jenkins report is reflected in the following quotation from it:
“Even in the absence of a major increase in defence spending, it would be in the national interest to have a strong domestic defence industrial base, one that goes well beyond the basic capability of maintenance and repair to the actual sovereign produc-tion of key goods and services. In addition to a sovereignty rationale, defence-related industries are import-ant sources of technological dyna-mism and innovation.”
three core criteriaWith that as its point of departure, the Jenkins panel identified three core criteria for selecting KICs, namely: specific operational needs identi-
fied by the Canadian Forces, global market opportunities for Canadian industry, and potential for developing innovative products. Applying these criteria, the Jenkins panel isolated six KICs that Canada should focus on enhancing—Arctic and Maritime Sovereignty, Protecting the Soldier, Command and Support, Cyber-Secur-ity, Training Systems, and In-Service Support.
government and industryFollowing the budget commitments, the Government, in consultation with industry, has now turned its atten-tion to the more technical issues of how to reform procurement policies
and instruments so that they can be applied to developing these key indus-trial capabilities, as recommended by the Jenkins panel.
The defence and security industry commends the government for this initiative and urges them to com-plete this important policy design work quickly, to ensure that the major defence acquisition projects that are now in the pipeline produce better outcomes for the Canadian economy.
eugene Lang
Vice presiDenT,
BLue sky sTraTegy group
canada’s National shipbuilding procurement strategy
■■ Announced june 2010■■ $38B over the next 30 years■■ $33B for large vessels■■ $2B for smaller vessel construction. ■■ $3B to be awarded for refit and
maintenance■■ Two shipyards chosen: irving
(halifax) and seaspan (vancou-ver)
■■ 15,000 jobs and $2B in annual economic benefits
combat ships■■ 6-8 Arctic Offshore Patrol Ships ■■ 15 Canadian Surface Combatants
non-combat ships■■ 4 Coast Guard Science Vessels■■ 2-3 Joint Support Ships ■■ 1 Coast Guard Polar Icebreaker
cANsEc 2013Canadian Association of Defence and Security Industries (CADSI) is proud to present Canada’s premier Defence and Security showcase: CANSEC 2013.
CANSEC annually attracts some 10,000 tradeshow attendees, includ-ing multiple international delega-tions and domestic government representatives. The two-day event congregates around 120,000 square feet of indoor and outdoor static display exhibits featuring Canada’s largest and most innovative defence and security companies. CANSEC targets a diverse array of customers interested in developing domestic and international business oppor-tunities, as well as experiencing the latest in Canadian defence and security technology first hand.
CANSEC 2013 will be held at The Ernst & Young Centre (formerly the CE Centre), located at 4899 Uplands Drive in Ottawa, Ontario. Attend-ance at CANSEC is restricted to CADSI members and government employees/contractors.
neWS in Brief
source: caDsi
canadians airBornecanadian air force control centre ensuring the safety of our troops. Photo: cadsi
Pushing forwardcanadian troops on alert during a patrol mission abroad. Photo: cadsi
AN iNdepeNdeNt SUppLeMeNt by MediApLANet tO tHe NAtiONAL pOSt6 · MAY 2013
INsIghT
AN iNdepeNdeNt SUppLeMeNt by MediApLANet tO tHe NAtiONAL pOStAN iNdepeNdeNt SUppLeMeNt by MediApLANet tO tHe NAtiONAL pOSt MAY 2013 · 7
INsIghTdavid gelerman, President and ceo of advantech wireless shares his insight1. How have global satellite tech-nologies evolved over the last decade in the Canadian context?
Major new satellite technolo-gies have been developed. The focus has been on standardization. The evolution and adaptation of the DVB-RCS and DVB-S2 standard has become well known worldwide. The U.S. Department of Defense has mandated these technologies for all new IP satellite networks. Advan-tech Wireless has developed a new satellite access technology called A-SATTM for seamless switching between TDMA and SCPC transmis-sion to maximize bandwidth utiliza-tion. The potential savings in band-width can be over 50% depending on the specific traffic being transmitted.2. Why has there been a need for better battle space knowledge and information superiority?
Today’s battles are not always localized in other countries, they are cyber, they are closer and they are unpredictable incidents. The War-fighters of today need widely dis-seminated information and should rely on commercial communica-tion technologies. Commercial communication systems, such as satellite and wireless communica-tions allows for battlespace visual-ization from anywhere in the world. Situational awareness is good for battlespace knowledge. Information superiority means that future IT systems need to disseminate infor-mation (i.e. VoIP, IP video and data) from the soldier’s handheld device/sensor to local and or distant deci-sion makers in milliseconds, and not in seconds or minutes.3. What threats exist to informa-tion technology and how have these threats evolved over the years?
In the U.S. and in Canada Infor-mation Assurance (IA) is a growing industry. IA risk assessments, imple-mentation and user training helps to protect against today’s evolving threats such as: Social engineering attacks, where a user is deceived into disclosing important personal or sensitive information; Distributed Denial of Service (DDoS) attacks, where a network or server is over-whelmed with traffic or information; Malware, such as viruses, Trojans, and worms, designed with the intent to penetrate, impair or destroy systems.
NEws
CYber SeCUritY: a new reality for canadiansAs life continually transfers into a digital realm, Canadians must be aware of the associated risks. Our economy and way of life is becoming increasingly entrenched in a cyber-world therefore making it a prime target for attack.
Brian O’ Higgins has provided his extremely valued insight in regards to evolutions in Cyber Security and what this means for citizens and busi-nesses across Canada.
Brian is an executive with over 25 years as a leader in security technol-ogy development for enterprise and government customers—possibly known best for his role pioneering PKI (public key infrastructure)— and as the co-founder and Chief Technol-ogy Officer of Entrust, a leading Inter-net Security Company.
what is the role of industry in combating the risks posed by cyber-crime and terrorism?
Industry first must wake up and recognize that this is a
huge problem, and then it must take action to mitigate the risks. Today only pockets of indus-try truly have an appreciation of this issue, and only a subset of that can be thought of having an appro-priate stance as it relates to infor-mation security.
Too often industry only does the bare minimum, which is just enough to meet some compliance hurdle that governs their situation. All the effort goes into proving the rather broad compliance targets are met, rather than really under-standing the vulnerabilities and risks particular to their own situa-tion. This is particularly concern-ing if the industry is part of critical infrastructure for the country and economy. Industry must focus on the issue, follow best practices, and spend an increasing amount of time and energy in maintaining a secure environment.
“industry must focus on the issue, follow best practices, and spend an increasing amount of time and energy in maintaining a secure environment.”Brian o’higgins privacy Analytics inc, Afore Solutions,CAdSi
the defence industry
nationaLLy suPPorts
over 109,000 joBs directLy and
indirectLy
ONAL
cyber security spans geographic, institutional and social boundaries. is the level of cooperation between stakeholders enough to counter the challenges posed by nefarious actors?
This is an area where many improvements can be made. The
friction must be taken out of areas that can lead to technical and other advan-ces in shoring up defences, and ultim-ately leading to systems that can auto-matically respond to and sidestep attacks. At some point in the future, it would be nice to get closer to having self-defending IT systems. Stakehold-ers need to share information about vulnerabilities, attacks they see, and techniques on avoiding damage.
For an extreme example of this prob-lem today we find organizations that are afraid to do a security audit because of potential problems in dealing with the bad news. Putting your head in the sand is not a winning approach for cybersecurity, but ignorance is pre-ferred by some when it comes to side-stepping potential downstream liabil-ity. The necessary first step is to under-stand what vulnerabilities you have, and then prioritize steps to mitigate the weaknesses.
in the domain of cyber security, cyber crime and cyber terrorism, should canadians be more concerned with state or non-state actors?
There is always speculation on who is launching cyber attacks,
and recently attention is focused on attacks originating from China. As far as defending your organization, the source of the attack does not matter a bit. Depending on your organization, you might be an icon for attack by some particular group, but your response will be the same regardless. You need to improve defences.
Consider the small shopkeeper who is concerned about his convenience store getting robbed. He does not spend energy looking for suspicious people in the neighborhood, he puts in stronger locks on the doors, bars in the windows, improves lighting, that sort of thing. The same applies for Cybersecurity, spend your energy improving defences. The weaker organizations will fall first, and just being a little bit stronger than your peers makes you much more secure.
digitaL Life at risKcyber-security will continue to be fundamental to canada’s national security and economic interests.
naTaLia BragagnoLo
qUeStion anD anSWer
qUeStion & anSWer
cApABILITy DEVELOpmENT FOr DEFENcE AND sEcUrITy ThrOUgh cOOpErATION AND cOLLABOrATION A case for technology road maps
Imagine the positive impact on Canadian industry when Can-ada’s future military and secur-ity operational requirements are understood by industry well in advance of a Government’s intention to acquire new equip-
ment. And consider the benefit to Canada’s military and security plan-ners of understanding the readiness, trends and existing gaps in technol-ogy developed by industry as they scope out their future capability needs.
Such has been the early experi-ence for industry, academia and the Canadian Army of an innovative fed-eral government project called the Soldier System Technology Roadmap or SSTRM whose objectives are to enhance both the operational effect-iveness of the future Canadian soldier and the competitiveness of Canadian industry.
Over 1,500 people from industry, research institutions and govern-ment departments participated in 6 workshops led by the Canadian Army focused on areas of anticipated future needs, including in the areas of: Power/Energy; Lethal and Non-Lethal Weapons; Command, Control, Communications, Computer and Intelligence; Sensing; Personal and Protective Equipment; and Human and Systems Integration.
earL Laurie,
DiVisionaL presiDenT,
airBoss Defense;
chair, soLDier sysTem
TechnoLogy neTwork commiTTee
action plan for success The results of the workshops were cap-tured in a ground breaking 400 page Capstone Report and Action Plan. This document not only provides a compre-hensive articulation of soldier capabil-ity gaps, related challenges and poten-tial technology solutions, but it also outlines how industry and academia
return on investmentNot only has the Soldier System Tech-nology Roadmap exercise helped to bring a disparate community of interests together around defined downstream operational challenges articulated by the Canadian Army, it has already produced an early return on investment in several respects:
First, it has helped to inform federal government officials at Industry Canada of the key indus-trial capabilities of interest to the Canadian Army in respect of future soldier systems. This knowledge can now be applied through Canada’s Industrial and Regional Benefits program to leverage defence spend-ing to maximize jobs, innovation and economic activity in Canada that is directly relevant to the future needs of the Canadian Army.
Second, it has provided a clear
road map for Canadian industry as to what is important to the Can-adian Army into the future. This will allow our industry to make corporate decisions on where, when and in what to invest in order to be better prepared to compete success-fully for business when operational needs are ultimately brought to the
market in the form of requests for proposals.
Third, it enables the procurement process to be better informed of what industry will be able to supply thereby reducing risk and avoiding the drafting of equipment specifica-tions that can’t be fielded by anyone in the world.
Fourth, and to its credit, and with an eye to bridging technology capability gaps as quickly as possible, the Department of National Defence has established a small but essential
management office that receives, triages, analyses and advises R&D applicants on which federal innova-tion funding programs would be most applicable and how to apply. After a year of operations, the Man-agement Office has received 54 pro-posals of which 38 have been favour-ably reviewed by DND.
Providing value to industryThe experience of the Soldier Sys-tem Technology Road Map and the value to industry, the military and the Government of collaboration and cooperation in respect of aligning future capability needs to technol-ogy readiness is undeniable. The model should be replicated in other capability areas of priority interest to the Canadian Armed Forces.
For those who are interested in read-ing the Capstone Report and Action Plan, you can find it at www.defence-andsecurity.ca. For those interested in understanding the role of the Man-agement Office of SSTRM, please con-tact Geoff Nimmo at 819-994-9896, or [email protected].
can access collaborative federal R&D funding to address those challenges. Given the amount of effort committed by the Canadian Army, the Canadian government, industry and academia to this innovative exercise, there is every expectation that future Canadian acquisitions for the dismounted soldier will be guided by the Capstone Report and Action Plan. There is also a belief that the Capstone Report will be helpful to Canada’s NATO allies as a touch stone for their own downstream capability needs for the dismounted soldier.
“Not only has the soldier system Technology roadmap exercise helped to bring a disparate community of interests together around defined downstream operational challenges articulated by the canadian Army, it has already produced an early return on investment in several respects.”
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