“No-one Could Anticipate This”: A Reality Check

03/25/2020

Historical change is generated through crises.

And clearly we are facing one now.

But as General Stonewall Jackson put it: “Never take counsel of your fears.”

Clearly, it is not being governed by our fears that we will do the kind of resiliency reset we need to address and to set in motion an approach which can allow for the liberal democracies to deal with realities which they have clearly not wanted to address.

Our colleague, John Blackburn and his team, have been highlighting for years the need to face the downside of globalization and to rebuild our supply chains and to shape more resilient societies, notably when dealing with the 21st century authoritarians who are working the global disinformation game to further sow disunity in our midst.

The challenge is clear — get real and make significant change.

According to Blackburn:

No one could have anticipated this” – Absolute Rubbish.

I listened to the Services Australia bureaucrat on the ABC this morning say just that in response to the dismal performance of the Centrelink system.

It is time that we stop hiding behind such statements and admit that, as a society, we have been complacent to the significant changes in the world and our lack of resilience.

It is not as if the issues have not been raised. Bill Gates has been loudly stating the issue of pandemics for years and has been largely disregarded.

A multitude of think tanks and commentators have raised issues regarding a range of risks, only to be dismissed as irritants by politicans.

In my supply chain risk and resilience work I have been dismissed by Ministers from both sides of politics; a Labor Minister once told me to go away and focus on “defence issues” and a current serving Liberal Minister told me that my concerns were not valid and that the “market” could address any issues that arose.

Clearly the market cannot address the range of issue that we are facing now.

So stop the excuses, accept we have stuffed up and get on with addressing the crisis of our own making. After the crisis, we need to have a very difficult conversation in this country.

We will have to face reality.

He posted this on LinkedIn and two comments posted in response to his comment further underscore the challenge.

The first underscores the reality check and its significance.

I think you would agree that a lot of people have found it hard to imagine this would be our reality, others have seen it coming for a long time.

I’ve learnt over the years that its not until a lot of people can touch, feel, live the experience are they able to process the reality of it.

This is definitely a time when a fair percentage of the population is beginning to ‘get it’ – let’s try to help them see the bigger picture now we’ve got their attention. 

The way they think, plan and act is now no longer sufficient and they’re finding out the hard way.

Your expertise in this area is invaluable and it would be great to turn all our attention to how we can learn from you (and others) and be able to process what’s happening so we make better decisions from here on. 

Let’s turn the negative into the positive. 

What do you say, shall we have a go?

The second highlighted the impact of reality shock

John, couldn’t agree more.

Our society has been very complacent with our political leaders not understanding and not willing to understand the sovereign risk they faced.

The COVID-19 outcome is the classic result of putting something off and hoping it won’t happen on my watch – except…it did.

It is not a response based on our fears that will allow for the policy challenges we need to be met to indeed be met.

It is by addressing issues which have been percolating for years that simply have not been mainstream ones but now they are.

 

 

 

The View from the Hill: The UK in the COVID-19 Pandemic

03/24/2020

By Kenneth Maxwell

I am quarantined on my hill in Devon.

The British Media had been celebrating the “Dunkirk” spirit.

The British Prime Minister, the old Etonian, Alexander Boris de Pfeffel Johnson, better know as as “Boris” or “BoJo” is the author of a book on Winston Churchill. He likes to think of himself as a Churchill Resurrected.

He has always wanted to be the prime minister.

Over the past fortnight he has been holding reassuring daily briefings in 10 Downing Street often flanked by the chief medical and the chief scientist officer, on the unfolding coronavirus (COVID-19) crisis over a lecturn emblazoned with the slogan “Save the NHS.”

Yet as Italy became the coronavirus global hot spot and Spain followed and France enacted draconian measures to contain the coronavirus, Britain remained an outlier, safe it seemed in a BREXIT inspired off-shore island, splendidly isolated from Europe and from the World.

In Shakespeare’s words: “This fortress built by Nature for herself Against infection and the hand of war.” But on Monday 23 March “Britain Alone” was not enough. Boris Johnson has belatedly decreed a national “stay at home” policy and introduced tough new restrictions on daily life.

It is some irony in a British conservative prime minister is acting now to save the NHS and with it begin a desperate and belated attempt to contain the coronavirus epidemic.

The British National Health Service (NHS) was established after WW2 by the post-war Labour government. Winston Churchill and the Consevative Party had been roundly rejected by the British electorate in the general election of 1945. Churchill has called the election when opinion polls had showed him receiving strong approval. He was basking in the euphoria of victory in Europe. But in the general election in July 1945 the Labour Party under Clement Attlee won an overwhelming victory which was based in large part on their social policy proposals, and in particular on their policies on theIr proposals for public health.

As the leader of “His Majesty’s Loyal Opposition” (King George VI was then the British Monarch) Winston Churchill and the Conservative party opposed the legislation establishing the the NHS (the Tories voted against it 21 times). The British Medical Association was also ferociously hostile. Churchill, always a man with the ability to mobilize words had called the Labour Party “some form of gestapo.”

Boris Johnson is better known for his florid hair than for his rhetorical skills though he is not far behind Churchill (or Trump) in his capacity to invent and hurl rhetorical insults.

The diligence, persistence, and the passion of the Labour party’s Health Minister, Aneurin Bevan, got a universal free at the point of service national health care system funded by general taxation established throughout the United Kingdom between 1946 and 1948  The NHS has long since become a much beloved and totemic British national institution (though it was scandalously underfunded by conservative led governments over the past decade).

Yet one thing is now absolutely certain. Boris Johnson and the NHS is about to be tested as never before by the Coronavirus epidemic which is about to hit Britain with the force of a hurricane.

And on the scale which has already hit Italy and Spain.

Hence my preemptive quarantine on my hill in Devon.

The Dunkirk “spirit” saw hundred of small boats put out to sea to pluck 340,000 allied soldiers from the sandy beaches of northern France close to the border with Belgium. In 2020 the British are showing a much less than doughty spirit. They are impatiently waiting congregated in huge lines to strip the supermarket shelfs of toilet rolls and pasta.

Although pubs and restaurants were closed down on Friday night, City parks, rural tourist beauty spots and beaches, from Cornwall to Snowdonia, were packed with visitors over the warm spring weekend.

And on Monday the London underground was crowded with jam packed commuters. Few it seems we’re taking any notice of Boris Johnson’s confusing advise to “stay at home” and to “social distance.”

In the face of the impending plague we were for too long much less in the “Age of Dunkirk” than in the epoch of “Phoney War” the eight month period from October 1939 until March 1940 at the start of WW2 when following the German invasion of Poland in September 1939, only limited military action took place.

People went on then as they did now behaving as if nothing was happening.

But national health staff were and are still crying out in desperation for wider coronavirus testing and above all for protective equipment (PPE) for the professionals tending to coronavirus victims, and for the desperately needed increased supply of ventilators in the face of chronic shortages.

Eventually and belatedly Boris Johnson got the message and decreed a national shut down on Monday evening 23 March.

”You must stay at home” he said in a national televised address. We are clearly in for difficult days ahead. Many war time restrictions are likely to reappear. We are told that food supplies are not under threat though the impatient and angry crowds outside supermarkets in recent days clearly do not believe it.

Boris Johnson much like President Donald Trump has a mighty deficit of trust to overcome.

His “stay at home” decree brought back memories of the age rationing which persisted in Britain until 1954. I remember going to the “tuck shop” at my boarding school as a ten-year old with my ration coupon a slip I got up once a week for the dry surgery mixture we could buy (sugar was rationed until 1954) as a substitute for “sweets.”

And the mad rush at the British supermarkets to buy toilet paper reminded me of the neatly cut and sting suspended small rectangular cut wads of old newspapers in the school “bogs” (our term for the school’s outside toilets) which we used to wipe our bottoms.

At least this will not be store for the bottoms of today since the Internet has virtually wiped out the age of newsprint.

But be prepared.

From my hilltop in Devon l am anticipating dark days ahead.

This is the first in our occasional series of reactions and reflections on the state and dynamics of the global management of today’s plague.

The featured photo was taken from the following source:

https://www.dailymail.co.uk/sport/football/article-7955757/Bournemouth-hierarchy-ridiculed-wearing-club-branded-coronavirus-face-masks.html

 

 

The New Australian Offshore Patrol Vessel: Its Impact in the Perspective of Vice Admiral (Retired) Tim Barrett

03/23/2020

By Robbin Laird

The first time I met Vice Admiral (Retired) Tim Barrett was at the 2016 Williams Foundation Seminar in which he addressed the evolving role of the Australian Navy in the transformation of the Australian Defence Force. He provided a keynote presentation to the August 2016 Seminar on new approaches to air-sea integration.

His presentation at the Seminar presaged why the new Offshore Patrol Vessel was destined to be a launch platform to the new integrated distributed approach.

Barrett made it very clear that what was crucial for the Navy was to design from the ground up any new ships to be core participants in the force transformation process underway.

In his presentation at the conference, he underscored that “we are not building an interoperable navy; we are building an integrated force for the Australian Defence Force.”

He drove home the point that ADF integration was crucial in order for the ADF to support government objectives in the region and beyond and to provide for a force capable of decisive lethality.

By so doing, Australia would have a force equally useful in coalition operations in which distributed lethality was the operational objective.

He noted that it is not about massing force in a classic sense; it is about shaping a force, which can maximize the adversary’s vulnerabilities while reducing our own.

And he re-enforced several times in his presentation that this is not about an ‘add-in, after the fact capability’; you need to design and train from the ground up to have a force trained and equipped to be capable of decisive lethality.

He quoted Patton to the effect that you fight war with technology; you win with people.  

It is about equipping the right way with right equipment but training effectively to gain a decisive advantage.

The recapitalisation effort was a “watershed opportunity for the Australian Navy.”

But he saw it as a watershed opportunity, not so much in terms of simply building new platforms, but the right ones.

And with regard to the right ones, he had in mind, ships built from the ground up which could be interoperable with JSF, P-8, Growler, Wedgetail and other joint assets.

“We need to achieve the force supremacy inherent in each of these platforms but we can do that only by shaping integrated ways to operate.”

He highlighted that the Navy was in the process of shaping a 21st century task force concept appropriate to a strategy of distributed lethality and operations.

A key element of the new approach is how platforms will interact with one another in distributed strike and defensive operations, such as the ability to cue weapons across a task force.

In the interview after his presentation which I did with him, he highlighted key elements which can be seen in play as the Commonwealth builds a new class of ships.

“I am taking a very long view, and believe that we need to build our ships in Australia to generate naval capabilities integrated within the ADF.

“We need agility in the process of changing ships through life—continuing to evolve the new ships depending on how the threat is evolving.

“This means that we need to control the combat system software as well as build the hulls.  We will change the combat system and the software many times in the life of that ship; whereas, the hull, machinery in the plant doesn’t. That might sound like a statement of the obvious.

“But it’s not a statement that’s readily understood by our industry here in Australia.

“We need to organise ourselves to have an effective parent navy capability.

“We need to manage commonality across the various ship build processes.

“That will not happen if we build someone else’s ship in Australia which is designed to operate in separate classes.

“I don’t want an individual class to be considered in isolation. I want to cross-learn and cross-operate throughout our various classes of ships, and notably with regard to software integration and development.”

My visit to Australia this month was focused, in part, on building a case study of the new build OPV precisely as the launch platform for the new approach to building out a sustainable and upgradeable Royal Australian Navy fleet.

I visited both the Henderson shipyard where the second batch of OPVs will be assembled as well as the submarine base where Collins operates and where it is evident that Collins modernization presages capabilities to be transferred to the new build submarine.

After those visits, I had a chance to talk with Vice Admiral (Retired) Barrett about his perspective on the OPV program as the building block for the template for change for the ADF and the Royal Australian Navy in shaping a way ahead to a integrated distributed force.

Question: How important is the OPV to the approach you identified and put in motion while you were Chief of Navy?

Vice Admiral (Retired) Barrett: It is an extremely important demonstration of what was, at the time, an idea and a prospect for future development of our navy.

“We see new shipyard capabilities and new industrial partnerships being forged to build a new approach to shipbuilding.

“It is being done with a new approach which is not just focusing on a traditional prime contractor method of building the hull and having the systems targeting that specific platform.

“It is about building a sovereign capability for our combat systems so that we can upgrade our systems onboard this class and all future classes of Australian ships.

“The OPV is providing some concrete manifestations of what we set out to do. It should be the marker for what follows in the continuous shipbuilding program.

Question: My discussion with the OPV team working in the Department of Defence highlighted their approach to dual tracking the platform build from the management of the combat systems build.

And they highlighted the importance of being able to leverage the combat systems build in the OPV program and take this forward into the design and build processes for the next round of new build platforms.

How do you view this effort?

Vice Admiral (Retired) Barrett: In my view, this approach is quite profound. We have had a history building propriety ships with their associated combat systems. We have managed the combat systems within a particular platform only.

“Government made a clear decision with its new shipbuilding approach, to manage the combat system as a separate entity. The principle role of the ship going to sea is to manage the combat system. The Commonwealth team for the OPV is the first manifestation of this new approach.

“It is a sensible outcome which shows that you are managing the asset as warfighting component of a distributed, and interconnected system, rather than purely managing an individual combat asset or class.

“I am very keen to see this approach expressed by the Commonwealth team.”

Question: Is a primary goal to take this OPV build and management process forward to the other new build programs?

 Vice Admiral (Retired) Barrett: It is. The speed and the pace with which combat systems and associated capabilities are evolving clearly requires a new approach. You need to be adaptive and to make required changes rapidly.

“In effect, you have to design into your warship build approach a way to be rapidly adaptable rather than figuring out later how in fact you will adapt.

“What we have with the OPV is the ability to shape it to operate in a number of different ways, including operating maritime remotes across the operational space. Rather than simply building a hull form to do classic constabulary tasks, we are building a ship which is capable of being morphed into a variety of missions with an extended operational combat or gray zone space.

“It is an experimental process not only in terms of build but in terms of the mission systems management process.

“This is a significant shift from how the Commonwealth has bought combat systems in the past.

“The proof is still to be manifested in the work to be done.”

Question: The ship is clearly going to operate in the gray zone as people refer to it. How do you view this challenge?

Vice Admiral (Retired) Barrett: With an emphasis on distributed lethality, then every vessel you send to sea has a part to play. The OPV is being built with this approach in mind.

“While the combat system onboard the OPV will be less complex than an Air Warfare Destroyer, it needs to contribute to the broader distributed integrated force.

“And we are talking about the ability of the Air Force and Navy to work together through the integrated approach to deliver capabilities for the common mission the force will be focused on achieving in a crisis management situation.”

Question: The OPV is being birthed in an age where maritime remotes are coming to the force and will become more significant over its life cycle.

How do you see the role of the OPV in this process?

Vice Admiral (Retired) Barrett:  The ship has been designed from the outset to operate airborne unmanned systems as well as trusted autonomous maritime systems.

“It is being designed to be able to work with unmanned systems and AI-governed remotes as part of its extended reach into the operational space.

“Fundamental decisions were made early on with regard to how the vessel would be built that it could physically host and manage to handle a variety of unmanned systems.”

Question: In effect, it is crucial to have a C2 suite or a synergy management system onboard the OPV to be able to work the variety of systems onboard but highly interactive with other platforms with interactive capabilities.

How do you view this process?

Vice Admiral (Retired) Barrett: “This ship was conceived at a time when we were looking at the rise of autonomous systems but in the context of an ability to do synergy management.

“This is why we look at the OPV as part of the evolving integrated force whereby its data is part of the broader whole.

Question: What are the major challenges facing this overall approach?

Vice Admiral (Retired) Barrett: It is a significant change in thinking. We live in a world where there are rapidly changing demands on our military forces.

“We have no real alternative but to find ways to more rapidly adapt our combat and mission systems.

“The approach to the OPV is a step in this direction but will challenge legacy thinking in industry, in the forces and in government.

“The enterprise approach we have taken is designed to enhance the prospects for success.

“Clearly, change is required by industry, the government and the navy to shape a new approach.

“But new capabilities, digital shipbuilding, asset data management, and upgradeable combat systems which can share approaches across platforms, provide us with some of the tools to shape, execute and management a continuous shipbuilding process.”

 The featured photo shows

Former Chief of Navy, Vice Admiral Tim Barrett, AO, CSC, RAN (Ret.) spearing with Director Multi-role Aviation Training Vessel MV Sycamore Captain Allen Whittaker CSC, RAN on board MV Sycamore.  On Wednesday 14th August 2019, the Royal Australian Navy’s multi-role aviation training vessel (MATV) MV Sycamore hosted members of the Fleet Air Arm Association (FAAA), Navy Safety & Environment Policy Coordination, Office of the Defence Seaworthiness Regulator, and Navy Technical Bureau for a day sail in Jervis Bay.

MV Sycamore has been acquired to support a range of Navy training activities including initial helicopter deck landing qualifications as well as other Navy mariner skills training, such as at sea familiarisation, practice weapon recovery, navigation training and limited fleet support duties.

The MATV has contracted civilian core crew of 20 personnel which will be supplemented across the range of training activities by Australian Defence Force and other government personnel as required.

Also, see the following:

Industry and the Australian Arafura Class Offshore Patrol Vessel: The Role of Luerssen

Industry and the Australian Arafura Class Offshore Patrol Vessel: The Role of CIVMEC

Air Marshal (Retired) Geoff Brown: The Impact of the Offshore Patrol Vessel Program

The OPV Decision: Meeting the Challenge of Shipbuilding in Australia and Leveraging a “Continuous Shipbuilding Appraoch”

 

France Sails Helicopter Carrier on Medical Mission

By Pierre Tran

Paris – The French navy sailed a helicopter carrier to the Mediterranean island of Corsica to pick up patients hit by the coronavirus infection, the armed forces ministry said March 22.

Florence Parly tweeted the arrival today of Thunder, a Mistral class helicopter carrier, at the port of Ajaccio, on the west coast of Corsica, known as the island of beauty.

“Solidarity with our medical staff,” she said.

“The services are there to protect the French.”

Parly thanked the sailors and the medical wing of the armed forces who conducted the evacuation.

Two ambulances drove on board the helicopter carrier, which had sailed from Toulon, the key naval base on the southern coast, the armed forces ministry said.

A medical team of military and civilian specialists sailed to receive the patients, who were placed in strict confinement.

The patients will be transferred to hospitals in the south of France.

The maritime mission was called to lighten the hospitals on Corsica, which had registered164 cases and seven fatalities due to coronavirus by March 19, said the local health authority, BFM TV reported.

The Mistral class is equipped with an onboard hospital, with two operating theaters and 69 beds, which can be extended. A 200-strong crew sails the warship.

The navy sailed Thunder on a humanitarian mission to the French Caribbean in 2017, when the islands of Saint Martin and Saint Bartholomew were hit by hurricane Irma. Last year, the helicopter ship diverted from the annual Joan of Arc naval mission to sail to Mozambique, after cyclone Idai  hit southern Africa.

The two other Mistral class ships, Mistral and Dixmude, are sailing in the Indian Ocean and western Mediterranean.

Meanwhile, on March 21st, the French Air Force flew a second flight of the A330 MRTT equipped with the Morpheus flying hospital unit, flying six patients to Bordeaux from Mulhouse.

The first medical flight of the A330 MRTT took place two days before, flying six patients from Mulhouse to Istres airbase, south of France.

The French air force has added a second Falcon jet to its medical evacuation flight, which now comprises six pilots and two cabin teams, a Falcon 2000LX and Falcon 900, the service said. The transport squadron flies that emergency service.

The airborne medical squadron has been stood up in response to the coronavirus pandemic.

Those flight crews are trained to fly in conditions of nuclear, bacteriological, chemical and radioactive warfare, with the staff wearing protective gear and the aircraft disinfected. The pilots can fly with protective masks and gloves.

A crew from that squadron flew March 18 the A330 MRTT which brought six patients from Mulhouse, eastern France, to the south of the country

Parly visited March 18 Villacoublay airbase, just outside the capital, and met crews of the two specialist units. Parly said the services would support the national effort, especially the air force and its medical evacuation capability.

The army is setting up tents for its field hospital in the car park of the public hospital in Mulhouse.

That field hospital, equipped with 30 beds for intensive care, is intended to take some of the pressure off the staff in the general hospital, which is struggling to cope with the intake of stricken patients.

Specialists in the Direction Générale de l’Armement procurement office are testing safety masks proposed by companies, with some 700 samples received for tests. Results of tests are expected in the next few days, the ministry said.

The defense innovation agency has set a €10 million budget for a tender for projects to fight the pandemic, looking for ways to protect and test the population, track the course of illness in a patient, or how to limit the constraints during the health crisis, the ministry said.

The ministry has stood up five of the eight military hospitals around the country, with some 100 beds in each hospital set aside for patients with coronavirus, of which 40 are for severe cases. The ministry closed the noted Val de Grâce hospital in the capital in 2016.

The number of fatalities in France rose almost 20 percent to 562 over Friday and Saturday, with 6,172 in hospital, of which 1,525 are in intensive care, Le Monde afternoon daily reported March 22.

The first hospital doctor in France has died while treating coronavirus.

“This is a war, it will last,” president Emmanuel Macron said in Journal de Dimanche, a Sunday paper.

There was need to protect the most vulnerable and the health system, as well as control the stress on society, he said.

There was also need to tackle an unprecedented financial crisis and crisis in the underlying economy.

Featured Photo: Hospital facilities aboard Mistral-class LHD Tonnerre. File picture: ©Emmanuelle Mocquillon/Marine Nationale/Défense

 

USS America Operations in East China Sea 2

F-35B Lighting IIs assigned to the “Dragons” of Marine Medium Tiltrotor Squadron (VMM) 265 (Reinforced, 31st Marine Expeditionary Unit conduct flight ops with amphibious assault ship USS America (LHA 6.

America, flagship of the America Expeditionary Strike Group, 31st Marine Expeditionary Unit team, is operating in the U.S. 7th Fleet area of operations to enhance interoperability with allies and partners.

EAST CHINA SEA

01.11.2020

Video by Lt.Cmdr. Russell Wolfkiel

USS America (LHA 6)

Industry and the Australian Arafura Class Offshore Patrol Vessel: The Role of CIVMEC

03/20/2020

By Robbin Laird

The Australian Offshore Patrol Vessel or the Arafura Class OPV program is the launch program for the new Australian approach to shipbuilding.

Termed a “continuous shipbuilding process,” the core point is to have an ongoing shipbuilding effort, rather than a start and stop approach built around a single platform naval acquisition, one at a time.

But the new approach is more than that.

It is about shaping a new industrial-government partnership and having a new role for the lead contractor working with Australian suppliers.

This article is the second of three.

I have had the chance to visit the Henderson shipyards, and an opportunity to talk with Luerssen and Civmec, the two partners in the Australian Maritime Shipbuilding and Export Group (AMSEG).

In the first article, I addressed the role of Luerssen; in this I am addressing the role of Civmec.

My graphic below highlights how the partnership is working:

 

When I first learned that Civmec was going to be the major build partner of Luerssen, I must admit that I was a bit surprise: Civmec is a shipbuilder?

Clearly, they are a major Australian company in building infrastructure, and in steel production, but certainly, they are not a household name in shipbuilding.

But since my original reactions, I along with the Australian public have begun to learn more about the company and what they do and how they work.

With my visit to Henderson, I was able to talk with two senior Civmec officials as well as to review the public information provided by the company to sort through who they are, what they are doing, and why selecting them as the build partner for Luerssen made a great deal of sense.

During my visit, I met with Jim Fitzgerald, Executive Chairman of Civmec, and with Mark Clay, Project Manager, formerly of Austal and now with Civmec.

I am not going to quote them directly in this article, but will highlight my key takeaways from my search of the public available data, discussions held in Perth, Adelaide, Canberra and Sydney with Royal Australian Navy and Commonwealth officials, and my meetings at Henderson.

The first key takeaway was my having missed core competence of the company in plain view.

It is clear that in my initial read of the Civmec choice, I had missed one major area in which they work which is central to shipbuilding; they are players in the oil and gas offshore platform business. These are certainly sea bases and of relevance more generally to managing a shipbuilding enterprise.

A second key takeaway is the significant investment which Civmec made in shipbuilding PRIOR to the award of the OPV contract.

Notably, in 2016 Civmec announced that the Company had executed an Asset Sales Agreement for the acquisition of Australia’s largest privately-owned engineering and shipbuilding company, Forgacs.

Following the due diligence process and subsequent negotiations the company decided that the acquisition will include the Forgacs name, the shipyard facilities, and the assets located at Tomago, New South Wales…

This provided Civmec with a significant East Coast presence in the ship building and maintenance business as well as enhancing its overall portfolio in the maritime industry.

This is how Civmec in the brochure on the company describes this addition to the company:

In February 2016, Civmec acquired Australia’s largest privately-owned engineering and shipbuilding company, Forgacs, including its shipyard facilities and assets located at Tomago, New South Wales.

This strategic acquisition, through an asset sale agreement, has enabled Civmec to develop its East coast operations through the landholding and associated assets.  The purchase included IP developed over decades of operation across the Defence sector.

 Commencing operations in the 1960s, Forgacs forged a strong name in the shipbuilding industry, delivering major programs for the Royal Australian Navy, including the conversion of HMAS Manoora and HMAS Kanimbla into amphibious helicopter support ships, as well as hull modules for the ANZAC frigates and the Air Warfare Destroyers program. The Tomago shipyard has built some of Australia’s iconic ships including the ice breaker Aurora Australis, HMAS Tobruk and hull sections of Collins Class submarines.

The company’s shipbuilding capability has been further enhanced since the acquisition with the engagement of industry specialists, positioning us for future shipbuilding and sustainment opportunities.

The third takeaway was provided by Jim Fitzgerald at the beginning of our session where he went through the transformation of the Henderson yard from 2010 to 2020.

His portfolio of photos highlighted the transformation of the yard through this 11-year period from a fairly limited facility to a much more robust infrastructure to support shipbuilding and maintenance.

He noted throughout that Civmec was investing in its future in the maritime business prior to and obviously after having received a contract to work on the new Australian OPV.

Just taking a look at three points in history at the yard certainly highlights the effort, and the commitment of Civmec to build a 21st century shipbuilding and maintenance facility.

This is a shot from 2009:

And this is a shot from 2016:

And this is a shot from 2019:

And what you see in the picture above, is a facility which I visited during the site tour and it is not only completed but went from flat ground to completion in only 18 months.

The fourth takeaway was that the build of the first two Arafura Class OPVs at the BAE/ASC yard in Adelaide was not taking away from the effort of Civmec for the overall program or its preparation to build the remaining ships in the program at Henderson.

The materials being cut to build the ship are being done at one facility, not two, and that facility was the one which I visited in Henderson. The material is shipped from Henderson to Adelaide by road and rail and given that the cost of transport West to East is significantly less than East to West, the cost factor of having the initial assembly in Adelaide rather than Henderson is very manageable.

This also allows the Henderson yard to have a two-ship run through prior to launching full production at Henderson.

This is a digital production facility which is clearly evident when you visit the cutting facilities at the yard, where precision is the name of the game and where the production workers and staff are managing a digital production process. 

This includes having a control room which is monitoring the parts flows into the yard and working schedules that are designed that materials for production arrive just in time for the production process.

The fifth takeaway was that the yard had been built with a clear build process which could take the manufactured parts, work those into modules for the final assembly process, move those modules then into the paint and then assembly hall areas and then when the ship is completed over to the floating dock for final completion and acceptance.

And this is done on the real estate of the single yard.

The graphic below gives one the sense geographically of this workflow:

The sixth takeaway is that the main assembly and sustainment hall is massive and can accommodate the Royal Australian Navy’s ship up to the size of the Air Warfare destroyer.

The graphic below highlights the assembly hall:

This approach clearly meets the concept of how the Commonwealth wants to approach to future of sustainment of its fleet.

When at the Seapower Conference held in Sydney last Fall, I listened to a presentation by Rear Admiral Wendy Malcolm, Head of Maritime Systems Capability Acquisition and Sustainment Group.

Rear Admiral Malcom highlighted the importance of ensuring that a new sustainment strategy be built into the build out of the next generation Australian navy.

She argued that the Australian government has committed itself to a step change in naval capability. Australia will be engaged in the most significant recapitalization of its Navy since the Second World War.

“We need to reshape the way we sustain our fleet as we go about a significant change in how we are doing Naval acquisition.”

“As a result, we need to future proof our Navy so that it is capable and lethal and available when and where they are needed.

“We need to build a sustainment model which ensures that we can do this as well.”

Sustainment has been largely thought of as the afterthought to acquisition of a new platform.

She argued that with the new “continuous shipbuilding approach” being worked, sustainment needs to be built in from the start into this process approach.

“We should from the outset to consider the best ways to sustain the force and to do so with engagement with industry in the solutions from the outset.”

She noted that the acquisition budget is roughly equivalent to the sustainment budget, and this means that a new approach to sustainment needs to accompany the new acquisition approach from the outset to ensure the delivery and operations of the most lethal and capable combat fleet which Australia can provide.

“There are serious external and internal forces that are forcing change in our thinking about how we will use our fleet…. A major investment in shipyards, work force, and in new ships requires an appropriate sustainment approach to deliver the capability to do the tasks our navy is and will be required to do.”

The shift to “continuous ship building” entails a major shift in how Australia needs to think about sustainment as well. She argued that a number of technologies had emerged which allow from a more flexible and adaptative way not only to build but to sustain ships as well.

“We need to take a fleet view and to shape a continuous approach to sustainment as well.”

Rear Admiral Malcolm dubbed the new approach of a continuous sustainment approach or environment as Plan Galileo.

Clearly, Civmec is ready for Plan Galileo.

The seventh takeaway is that clearly Civmec was well positioned for digital shipbuilding and sustainment for as early as 2012 they had introduced an information management system which is a clear foundation to support a digital approach.

This system is called “CIVTRAC,” and is described in the Civmec brochure as follows:

We are certified to ISO 9001, the internationally recognised standard for quality management, and our heavy engineering facilities have also achieved CC3 certification to the requirements of AS/NZS 5131-2016. We have also obtained certification to ISO 3834.2:2008 – Quality requirements for fusion welding of metallic materials (Part 2: Comprehensive quality requirements).

Utilising Civtrac, our proprietary web-based integrated business management system, we are able to accurately provide ‘live’ tracking, managing all aspects of project delivery, including:

  • Document Control
  • Material Control
  • Project Management and Reporting
  • Safety Management
  • Quality Control
  • Cost Management

With 3D model interface, the productivity tracking, quality control and completion management activities undertaken in the field, recorded on tablets in real-time, facilitate Civtrac’s seamless flow from fabrication through to installation and commissioning.

Civtrac also enables our clients to directly monitor real-time progress via a remote login, providing transparency across the entire project life-cycle, from material control to delivery and installation.

 In short, Civmec has put in place a capability to engage in and support the “continuous shipbuilding approach.” 

USS America Operations in East China Sea

MH-60S Sea Hawk helicopters assigned to the “Island Knights” of Helicopter Sea Combat Squadron (HSC) 25 conduct flight ops with amphibious assault ship USS America (LHA 6).

America, flagship of the America Expeditionary Strike Group, 31st Marine Expeditionary Unit team, is operating in the U.S. 7th Fleet area of operations to enhance interoperability with allies and partners.

EAST CHINA SEA

01.11.2020

Video by Lt.Cmdr. Russell Wolfkiel

USS America (LHA 6)

French Air Force Flies Medical Airlift in France for First Time

03/19/2020

By Pierre Tran

Paris – On March 18, 2020, the French air force flew six civilian patients severely hit by the deadly coronavirus in an A330 MRTT military transport jet fitted out with an onboard medical evacuation unit, the armed forces ministry said.

That was the first time the service flew its airborne hospital unit, dubbed Morpheus, in a domestic flight as the module was used to fly wounded personnel to France from distant overseas deployments.

The modular units, previously fitted on the C-135, can be equipped for intensive care as well as lighter medical conditions.

The A330 multirole tanker transport aircraft flew from Mulhouse, eastern France, and landed at Istres airbase in the south, allowing the patients to be transferred to military hospitals in Marseille and Toulon, the ministry said.

The military flight was ordered to lighten the load on hospitals in eastern France, one of the hardest hit regions, with the public health authority registering March 17 1,820 cases of coronavirus in that part of the country.

In other medical moves, armed forces minister Florence Parly told Le Parisien daily the ministry found it had five million surgical masks and was delivering them to the ministry of health and social affairs.

There has been widespread concern in the medical profession over the lack of masks, leaving the staff vulnerable to the superbug.

The ministry has also arranged for a mobile military hospital to be set up in the Alsace northeastern region.

Those limited military operations were in stark contrast to a rush of rumors and fake news stories on social media which fuelled talk of army deployment to enforce a national curfew.

A curfew has not been ordered.

Photos circulated on social media of armored vehicles on the motorway and in suburbs, with talk these would be used in the curfew.

Those photos dated from earlier times or were on routine movement.

Such was the spread of falsehoods, the armed forces junior minister, Genevieve Darrieussecq, tweeted “Stop Fake News,” saying the services would not intervene in  the lock down and they were playing their part in a national effort against the epidemic.

The ministry’s website denied point by point the talk of the military taking on a greater role in the lock down.

French president Emmanuel Macron said March 16 in a live speech broadcast to the nation there would be a national lock down as of midday the next day. That restrictive measure required people to stay indoors unless going to work, had emergency needs or carried an obligatory travel document.

Some 100,000 police were mobilized to enforce the lock down, and would accept press cards in place of the travel document, the interior minister said March 16. The document can be downloaded from the internet or written out by hand.

Those breaching the lock down must pay hefty fines.

French hospitals had admitted March 18 3,626 patients, of which 931 were in intensive care, afternoon daily Le Monde reported.

The virus had claimed 264 lives, an increase of 89 deaths within 24 hours.

About half the patients with serious cases were under 60.

Featured Photo: The Morphée kit on the Airbus A330 MRTT is designed for the intensive care of up to 12 patients. Source: French Air Force