MomentumRaytheon austRalia’s QuaRteRly Review 2/2011

THE FUTURE OFBattlefield

CommuniCationSYSTEMS

Army’s future chAllenges: interview with C4iSR director, Paul Straughair

Proven bAttlefield solutions: overview of Raytheon‘s global suite of

battlefield technology

momentum

featuRe: tHe futuRe of Battlefield CommuniCation SYStemS

Editorial Contact

Jonathan Wegner Communications Manager Raytheon Australia

E: jonathan.wegner@raytheon.com.au P: +61 2 6122 0379

Produced by Raytheon Australia — Corporate Affairs and Communications. Cleared for public release.

© 2011 Raytheon Australia. All rights reserved.

Images on pages 2, 4, 5, 6, 7, 12, 13, 16, 17 and 27 are courtesy Department of Defence. Images on pages 28 and 29 are courtesy of Virtual Simulation Systems.

Raytheon austRalia’s QuaRteRly Review

Army’s Future Challenges: An Industry Perspective 2Interview with Raytheon Australia’s Director for C4ISR, Paul Straughair

Locally Managed | Globally Proven 8Raytheon Australia completes early delivery of proven next generation communications technology

Saving Lives on the Ground 10Raytheon’s Global Suite of Proven Battlefield Solutions

LAND 400 16 An Exercise in Complex Mission Systems Integration

Delivering Australia’s Most Advanced Warships 18

Raytheon Australia’s Engineering Capability 22

Integrated Logistics: Enabling Smarter Support System and Sustainment Solutions 24

Bringing Advanced Reality Systems to Aircrew Training 27

Raytheon Australia’s Trusted Partners 30

Briefing Room 34 Round-up of recent Raytheon News

Last Words 37 Brian Depree, Business Development Operations Manager

2/2011 1

Here at Raytheon Australia we applaud the Australian Army’s focus on enhancing battlespace awareness through a digitised force.

In recognition of this important leap forward in capability, this bumper edition features an interview with our own Director for C4ISR, Paul Straughair, who outlines the challenges Army will need to overcome as it moves from a force with segmented digital equipment to one with a complete digitised network.

As testament to our company’s commitment to support Army’s journey to a fully digitised force, this edition also reports on our ahead-of-schedule delivery of 150 EPLRS radios and other ancillary items under Joint Project 2072 Phase 1. We have also chosen to feature a number of Raytheon’s proven battlefield communications technologies, including EPLRS radio, the MicroLight family of wideband software-defined radios and other innovative solutions that have proven themselves in operation with our customer.

Turning to our aerospace domain, Raytheon Australia remains strongly positioned to deliver the next generation of helicopter aircrew training, with exclusive teaming arrangements that bring together a well-rounded and compelling solution. Our Momentum feature on Raytheon Australia’s partnership with Virtual Simulation Systems (VSS) highlights the suite of training systems that this association brings to our Air 9000 Phase 7 team. VSS are an important piece of our complete and balanced Raytheon Solution, designed to produce mission ready aircrew that match the ADF’s future training requirements.

Raytheon’s leading engineering team and our Integrated Logistics capabilities are also highlighted.

In concert, each of these articles demonstrates our continued commitment to trusted partnerships with our customer, our team mates and with each of our employees. You will see a number of interviews with our diverse employee population late in this publication which highlight the developmental opportunities that I am proud our company offers its people.

Regards,

Michael Ward Managing Director, Raytheon Australia

FROM THE MANAGING DIRECTOR

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CommuniCationS

the futuRe of Battlefield CommuniCation systems

2/2011 3

The Australian Army faces additional challenges as it moves into the next phase of digitisation, which involves more than connecting systems and gathering information. Momentum

spoke with Raytheon Australia’s Director for C4ISR, Paul Straughair,

to get an industry perspective on the Army’s journey toward enhanced

battlespace awareness.

Momentum: Tell us a bit about your background and current role within Raytheon Australia?

Paul Straughair: Before my career at Raytheon Australia began, I served as an RA Sigs officer in the Australian Army for 28 years. The bulk of my career was spent in tactical signals units and at the School of Signals. I was fortunate to serve in Germany on exchange with the British Army for two years as the Officer Commanding at Ptarmigan Signals Squadron for the Main Headquarters of 1 British Corps, which changed to be the Allied Commander Europe’s Rapid Reaction Corps Headquarters in my second year.

Army’s future challenges: an industry perspectiveInterview with Raytheon Australia’s Director for C4ISR, Paul Straughair

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My subsequent Army postings included Commanding Officer of the School of Signals, where I was responsible for the introduction of Parakeet into service and an associated trade training restructure. I also served as the ADF Cryptographic Controlling Authority and in Capability Development Group – Land, where I was responsible for C4 Integration.

My final posting for almost six years was as the first Director of C4ISR and Network Centric Warfare in Army Headquarters. In this role, I was the G6 and Deputy Chief Information Officer for Army. In January 2009 I was made a Member of the Order of Australia for my C4ISR work for Army.

After my time in the Army, I worked for the DMO in Satellite and Tactical Interoperability Branch. I then came to work for Raytheon Australia, where I am currently the Director for C4ISR, focusing on the Land domain, where I am a subject matter expert in command and control, and tactical communications.

As part of Raytheon Australia’s Land team, I am involved with the strategy and pursuit of major land and communication projects, including Land 17, Land 19, Land 400 and JP2072. My current focus

is on JP2072 Phase 2B. This is a critical Land project which I am quite passionate about, as it will play a crucial role in the digitisation of the Army.

M: As you have such a deep working knowledge of Army C4ISR, what do you see as the main challenges currently facing the Army?

PS: The greatest challenge that the Army faces will be the transition from an analogue, point-to-point, static, circuit-based, packet-switched communication system at the tactical level. The Army’s move to a digital, multi-point, on-the-move, meshed IP network will potentially enable increased amounts of information to be accessible to lower levels of command.

The current Army tactical communications system is based on voice with little automation below Brigade level. As wideband data communications systems become more prolific at lower levels, they will allow for automated battle management systems that assist commanders at all levels.

This will have significant impacts within the Army, including on the way it organises units. It will also affect the way Army trains, prepares for and conducts operations. Army will need to manage

CommuniCationS

Top: Coalition helicopters provide air support during Operation

Tor Ghar II, a resupply mission accomplished by the

Afghan National Army and their Australian mentors

Bottom: Paul Straughair (right) while deployed to Iraq

2/2011 5

the ongoing change from stove-pipe systems of voice with a small amount of data to multiple data systems that interact with each other, forming a single tactical network.

M: It sounds like digitisation is a driving force behind the upcoming changes for the Army. How will these challenges change as the Army digitises?

PS: The Army will be in a state of continual change for a number of years as more is understood about the impacts that a digitised force will have on Army’s capability. Digitisation will affect commanders and their staff in such a way that it will challenge and change how operations are planned and managed.

In the near future, there will be an increased emphasis on the planning of operations rather than the steady conduct of the current activity. I believe the time between trade restructures will be much quicker and trade training will have a faster change rate as new COTS and MOTS equipment is inserted into the tactical communications system. This will impact multiple levels within the organisation, affecting both the unit communications elements and the organisation of Headquarters.

This is not new for many of the communications staff within Army and the RAAF. They have already been exposed to these future challenges. They have used new communications equipment and systems acquired under Rapid Acquisition and many members of the Army and RAAF have also served as part of US and Coalition Headquarters, exposing them to systems similar to those that will be purchased for the ADF.

M: As digitisation seems to affect multiple levels within Army, how will it affect force and trade structures?

PS: The force structure will become far more standardised. All communications nodes will perform the same functions. The difference will be the number of headquarters staff supported by a communications node.

Trade structures will focus more on the planning, deployment and management of a network, extending from the lowest tactical combat units, through to the various levels of command deployed to support the operation back to the strategic network in Australia.

‘The greatest challenge that the Army faces will be the transition from an analogue, point-to-point, static, circuit-based, packet-switched communication system ... to a digital, multi-point, on-the-move, meshed IP network ...’Paul Straughair, Director for C4ISR

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CommuniCationS

In the future, the focus will be on the provision of a network that is able to carry many different voice and data systems, such as blue force positional information, fires, ISR, geographic information systems and logistic information. All of these systems are vital to ensuring success in the conduct of operations.

M: In addition to affecting the organisational structure, how will digitisation affect network management?

PS: Digitisation will largely impact network management, as it has always been an area of weakness in the tactical communications environment. It is critical to have the ability to provide a proven network management system that can conduct real-time planning, simulate the plan, adjust and manage the communications system to support the commander’s tactical plan.

The network management system will need to be able to plan and manage a wide range of communications bearers — including real-time management of the bandwidth for maximum

utilisation, and monitoring the traffic flows of various systems.

Another key element of the network management system will be its ability to identify communications problems and provide tools to assist in problem resolution. The network management system will introduce a wide range of new skills to those responsible for the planning and management of these systems.

M: Army seems to have a lot of challenges ahead, but what are the roadblocks that Army has already successfully overcome in terms of digitisation?

PS: Army is at the beginning of the digitisation transition. Currently, the first brigade is being issued new digital single channel combat net radios and wideband data radios. Additionally, the brigade has received a command and control battlefield management system and a fires battlefield management system. These radios and battle management systems will have been used for the first time during Exercise Talisman Sabre 2011, a biennial joint military exercise between Australia and the US. There will undoubtedly have been many valuable lessons learned from this deployment that will flow to other areas of the Army as they continue transitioning to a digitised force.

M: There seem to be a lot of challenges that come with digitisation. What are the benefits that digitisation will bring to troops on the ground?

PS: The primary benefit that digitisation will bring to troops is the ability to provide more information to lower levels of command. This data will help

Above: Australian Light

Armoured Vehicles provided security with

superior firepower during a joint operation

with the Afghan National Army

2/2011 7

For more information on Land 400 integration, see page 16

commanders at all levels make more informed decisions more quickly.

With this comes the risk that too much information will be provided to lower levels, presenting an issue of information management. This will need to be addressed at the higher levels of command to ensure that tactical commanders only receive relevant and necessary information.

M: In addition to information management, what are the major capability gaps that you foresee the Army dealing with throughout the digitisation process?

PS: Another capability gap that is rapidly rising as the Army moves down the path of digitisation is that of Information Assurance. A critical area that Army must address is the ability to conduct Computer Network Defence in the tactical environment and to provide information assurance so you that you know you are planning and acting on information that has not be deliberately or inadvertently changed.

While it is not exactly a capability gap, the Army will need to make a transition from thinking about a vehicle platform to digital combat fighting systems. The RAAF and RAN are very much leading the way in this space.

Traditionally, they have purchased platforms that have a number of systems on them, including C4, ISR, weapons and life support, that all interact to keep the platform operational and support the mission. As Army moves down the path towards Land 400, it will need to understand the physical

limitations of the space, weight and power of the platform. There is a need for awareness that vehicles may have slightly different variants that perform different roles in a Combined Arms Team or Battlegroup. There are a number of senior officers who understand this concept but it is more than just buying a platform and putting C4ISR systems onto it. This is ‘Industrial Age’ thinking.

Specifically regarding Land 400, the challenge here is that platform providers are often not C4ISR experts and vice versa. Therefore, industry needs to explore avenues for better cooperation to understand both the platform and C4ISR issues. Some companies are beginning to make relevant investments to understand this complex area.

M: What are some significant milestones achieved by the partnership between industry and Army to date, in the move towards enhanced C4ISR battlespace?

PS: The most significant milestone that industry has achieved to date is the provision of narrow band and wideband digital radios — enabling the transmission of both voice and, more importantly, data from a number of battle management systems.

Additionally, over the last decade there have been multiple digital technologies acquired through Rapid Acquisition in the areas of C3 and ISR that have highlighted how tactical operations are enhanced by digitisation.

Now, the challenge is to move from segmented digitised equipment to a complete digitised network. M

Above: A member of the Special Operations Task Group directs helicopters from the US 82nd Airborne Division to a landing zone at Gizab.

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CommuniCationS

2/2011 9

In a ceremony in Canberra on 14 June, Raytheon Australia and the Defence Material Organisation’s (DMO) Electronic Systems Division recognised the first deliveries of the new Enhanced Position Location Reporting System (EPLRS) radio capability procured under the initial phase of Joint Project 2072 by the DMO.

Raytheon Australia delivered 150 EPLRS radios and more than 3000 ancillary items to the DMO, some 12 weeks ahead of the contracted delivery date.

This marks the first two equipment delivery milestones for Raytheon Australia’s $70 million contract under JP 2072 Phase 1. JP2072 is a multi-phased project to progressively provide the Australian Defence Force with new land elements of an integrated Battlespace Communications System.

On 21 January of this year, Raytheon Australia committed to delivering this capability to the DMO quickly and affordably through a direct commercial sale. Although the company has delivered on the initial phase of this commitment, the work on this project has just begun.

Raytheon Australia’s Managing Director Michael Ward commented, ‘By utilising the Raytheon Support Facility in Queensland, we will continue supporting this project through our in-country mission support capability, which includes operational, maintenance, training and supply components. We will also seek a role in supporting this project through follow-on phases.’

The EPLRS and MicroLight® radios which Raytheon Australia is delivering to the DMO under JP2072 Phase 1 have proven to be very successful in providing advanced high capacity, tactical battlefield data communications to US and Canadian forces on operations.

Raytheon Australia’s subcontractor for JP 2072 Phase 1, Eylex Pty Ltd, played a significant role in delivering this milestone to the DMO, as the company is supplying communications ancillaries to support Raytheon’s EPLRS and MicroLight® radios. Raytheon Australia announced its cooperation with Eylex in February of this year, highlighting Raytheon’s focus on supporting Australian small to medium sized enterprises.

Manufactured by Raytheon Network Centric Systems (NCS), the radios are part of Raytheon’s global suite of C3I (Command, Control, Communications and Intelligence) systems and capabilities that provide integrated real-time support to battlefield commanders transforming raw data into actionable intelligence. M

Raytheon Australia completes early delivery of proven next generation communications

technology

GLoBALLy PRovEn

LoCALLy MAnAGED

Above (L–R): Shane Kingston, Program Director JP 2072, Michael Aylward, Head, Electronic Systems Division, Michael Ward, Managing Director, Raytheon Australia.

For more information on Raytheon’s EPLRS and MicroLight®, see page 10

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teCH SPotliGHt

EPLRSRaytheon’s Enhanced Position Location Reporting System (EPLRS) provides robust, on-the-move, high-speed, automated data exchange using a Mobile Ad hoc NETwork (MANET) architecture. This guarantees speed of service to time-critical users and allows larger amounts of information to be provided to lower levels of command, enabling tactical commanders to make quicker, more accurate decisions.

The far-reaching capabilities of EPLRS apply to a wide variety of mission areas. EPLRS is a reliable communication system, capable of distributing command and control information and the exchange of air track data.

The system has a parallel ability to distribute artillery fire requests and mission support data to multiple destinations, simultaneously. EPLRS fulfils demanding electronic warfare requirements for collecting data from widely dispersed systems in the battlefield and distributing that information appropriately.

The EPLRS network is a reliable system that automatically reconfigures itself to overcome the line-of-sight limitations and jamming threats. The data communication and position location-reporting and navigation functions of the EPLRS system also play an integral role in Logistic Support operations.

MicroLight™

In addition to EPLRS, Raytheon’s MicroLight™ suite of radios offer the most technically advanced and affordable networked, hands-free, wideband Software-Defined Radio (SDR). It can simultaneously process voice, data, video, situational awareness, and tracking information from a single, lightweight, highly secure platform.

Along with enabling simultaneous voice, data and video, MicroLight™ provides automatic position location reporting, enabling the location of all people and assets to be known to commanders at all times, even in GPS-denied environments.

MicroLight™ performs consistently and reliably, even in the most demanding tactical environments. In addition to increased bandwidth requirements for all classical communications applications, the communications network increasingly moves more information. It delivers unrivalled capabilities today, and will provide operational advantages in the future.

RaYtHeon’S GloBal Suite of PRoven

Battlefield SolutionS

SavinG liveS on tHe GRound:

Raytheon Australia’s in-country workforce draws upon the company’s globally proven battlefield technology to meet the changing needs

of the Australian Army. From a tactical data communications system to a future fires command and control system,

Raytheon’s global suite of battlefield solutions have been proven successful in operations, saving lives on the ground.

Above: Raytheon’s Enhanced

Position Location Reporting System (EPLRS)

Right: Raytheon’s MicroLight™ DH500

2/2011 11

The MicroLight™ DH500, a fully integrated, single, lightweight device, is derived from the only proven, networked communications radio that can provide soldiers with simultaneous voice, video, data and critical position location information.

As Raytheon’s latest offering in the MicroLight™ family of radios, the DH500 leverages all the advantages demonstrated in the MicroLight second generation, or M2G MicroLight-I, in use by the US Army in dismounted operations. Additionally, it integrates the functionality of an external voice controller and a Global Positioning System, or GPS, receiver.

Each MicroLight™ acts as a relay for every other user — automatically. This means users can focus on their missions and communicate over much wider distances than conventional point-to-point line of sight radios.

With frequency agility, self-forming and self-healing capabilities and several security encryption options, MicroLight™ delivers increased situational awareness to the front line.

MicroLight™ DH500Following on the success of the original suite of MicroLight™ radios, Raytheon introduced a transformational battlefield radio, the MicroLight™ DH500, which has dramatically improved communications and situational awareness.

Above: Raytheon’s MicroLight™ suite of radios offer the most technically advanced and affordable networked, hands-free, wideband Software-Defined Radio

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teCH SPotliGHt

Maingate The Mobile Ad hoc Interoperability Network Gateway (Maingate) system combines two ground breaking technologies to provide a reliable, interoperable network for connecting current and future forces to the Global Information Grid.

The first element is Maingate’s high capacity networked radio, providing a terrestrial ‘Everything over IP’ backbone with ample capacity to support multiple channels of voice, video, and data. Maingate’s Interoperability Gateway is the second component, providing interconnectivity for users with incompatible communications equipment.

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Maingate’s high capacity networked radioThe system includes an embedded dual channel radio that provides a combined 20Mbps data rate. Each channel can be configured to operate independently at 10Mbps each or combined as a single, 10Mbps Multi Input / Multi Output (MIMO) channel yielding exceptional propagation properties for mobile communications within complex urban terrain.

In either mode, the radio automatically and continually adjusts bandwidth from 500kbps to 10Mbps on a link-by-link basis to achieve optimal range and network performance.

Maingate radios self-form into a wireless network without pre-planning or active management. Radios continually track network activity to learn the topology and data flows, maximising bandwidth efficiency.

Nodes are never pre-planned and may enter and exit the network as military operations dictate. As a result, the Maingate network enables flexibility and scalability to hundreds of nodes when both channels are configured to operate independently.

Maingate provides a ‘see one, see all’ network that automatically routes traffic through canyons, around buildings, and other complex terrain. Because radios automatically reroute data/voice for each other, network participants do not require line-of-sight to communicate.

Data security is a key component of the system and all transmissions are protected by a NIST (National Institute of Standards and Technology)Type 3 Advanced Encryption System-256 device. For additional security, Maingate can accommodate High Assurance IP Encryption devices in the same configuration as used by the WIN-T transport systems.

Maingate supports three frequency configurations and reconfiguring a channel for a new frequency band can be done in the field by replacing a single circuit card. Both channels are able to be configured with the same or different frequency band.

Maingate’s interoperability gatewayMaingate’s interoperability gateway combines multiple communications media into a unified, interoperable network. This is achieved by providing Internet Protocol connections to data radios, Local Area Networks, Wide Area Networks, cellular and Voice Over IP telephones.

The gateway also provides push-to-talk audio connections and call management software for existing voice radios. To date, Maingate has demonstrated interoperability among EPLRS, SecNet11, WiMax, PRC-117, PRC-152, PRC-148, SINCGARS, SRW, FRS, Commercial Cellular, Voice-Over-IP (VOIP), and other systems.

Maingate provides a high capacity, robust, and secure terrestrial network that supports multiple voice nets, streaming video, broadcast and TCP data.

By supporting joint, coalition, military and civil communications, Maingate enables users with disparate and existing communications equipment to access this network and seamlessly interoperate, maximising the investment in deployed systems.

One deployment under evaluation looks to use Maingate as the link for multiple forward operating bases, mobile assets, providing voice interoperability among different Coalition radios. A second deployment uses Maingate radios to provide multiple channels of full motion video for mobile users in complex urban terrain.

Currently, Maingate is the only deployed mobile tactical wireless system with the advanced protocols and high bandwidth necessary to support multiple and simultaneous voice, video, and TCP/IP data streams.

Left: Maingate is a vehicle-mounted radio that enables mobile forces such as an Australian Army Battle Group unit to operate more effectively on the battlefield

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teCH SPotliGHt

AFATDSThe Advanced Field Artillery Tactical Data System (AFATDS) has been selected by the Australian Army as their future fires Command and Control (C2) system to be introduced into service.

As a key C2 system supporting the digitisation of Land forces, AFATDS provides flexible, user-friendly general and fires C2 capability. The system also supports 3D Common Operational Picture.

The system supports both fixed and mobile operations, combining extensive manoeuvre, logistics, sensor, targeting, and fire control capabilities into a single Windows-based computer. AFATDS advanced communications and messaging capability provides a digital C2 advantage through responsiveness and enhances control of the resources needed to plan and execute.

Key components of AFATDS include the system’s Battle Management tool. This tool delivers enhanced situational awareness, intuitive human interface, decision support, situation/status monitoring and alerts, and planning.

Another core element of the system is its advanced networking and communications capabilities. AFATDS offers extensive interoperability with C2, sensors, weapons, intelligence, meteorological, automated data management and distribution, and XML Services for clients.

Above: Raytheon’s Tactical

Extension of Line-of-Sight (TELOS) transportable unit

TELoSRaytheon’s Tactical Extension of Line-of-Sight (TELOS) system is a secure, small, lightweight, user-friendly, beyond line of site communications terminal for forward-deployed troops.

The TELOS system provides high-bandwidth communications, typically 160 kilometres over mountains, by bouncing communications off of the troposphere. Consisting of tactical, transportable units, the TELOS system is designed to alleviate bandwidth constriction in current tactical networks without increasing operations and maintenance costs normally associated with SATCOM or other line-of-sight solutions.

The Raytheon High-Capacity Beyond-Line-of-Sight (HC-BLOS) troposcatter system provides complementary capabilities and should be considered as part of comprehensive military communications architecture. Antennas range from 2.4 metres to 9 metres in diameter. The system also has high wind and tower mounted applications.

The TELOS system is ideal for first response and restoring emergency communications, major command centres, mobile command posts, offshore communication links, primary communications infrastructure and other mobile and fixed uses.

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An advanced targeting and Fires C2 capability is the third major aspect to AFATDS. This capability supports deliberate and dynamic joint targeting processes, commanders’ rules of engagement, engage targets methods, and automated coordination and weapon tasking.

AFATDS has a record of proven performance, having completed seven years of operational use with more than 4000 systems deployed worldwide with US Army, Marine Corps and Navy.

Having earned numerous accolades, the system has won five major US Industrial-Military awards throughout the past two years, including two placements in the top five programs with the US Department of Defense. M

Above: A terminal displaying Raytheon’s Advanced Field Artillery Tactical Data System (AFATDS)

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inteGRation

Seeking to enhance the survivability of land forces in

combat operations, The Australian Defence Force (ADF) has

introduced Land 400, a program that will incrementally replace the current combat fleet with a new

suite of warfighting systems.

In a move to support a more survivable, capable and interoperable range of land combat options, the ADF will begin replacing combat team systems starting in 2015 under the first phase of Land 400.

As the largest and most complex program undertaken in support of land forces, Land 400 has an estimated total value of AUD $15 billion. With reduced operating costs and sustainable Australian content, the program will ensure the Australian Army remains above regional capabilities while meeting Government expectations. Targeting 2015 to begin the replacement of systems, the program’s first pass review is scheduled for 2013, followed by an open Request for Tender in 2013–14.

Enabling Force 2030Under this new requirement, the ADF has a distinctive opportunity to consider all possible options for fleet replacement. This includes the

lanD400: an exercise in Complex mission Systems integration

2/2011 17

consideration of replacing existing disparate fleets with an integrated suite of combat vehicle systems, managed as a single program, Land 400 – Land Combat Vehicle System (LCVS).

While Land 400 will provide land platforms for the Authorised Future Force, and the Army Objective Force (AOF) close combat system, the LCVS will be part of the future wider Combined Arms Fighting System (CAFS) — required by the Army to enable the AOF, known as Force 2030.

Employed in a variety of roles in close combat, the LCVS will be integrated with both legacy and new equipment as part of a networked capability. Likely requirements for the LCVS include precision lethality, survivability, mobility and integration. Additionally, sustainability will be vital in relation to delivering a mobility system that enables an effective mounted close combat capability to meet the needs of the Contemporary Operating Environment.

As the ADF’s primary land-based close combat support system, the LCVS will be a key contributor to the Army’s C4ISR (Command, Control, Communications, Computers, Intelligence, Surveillance & Reconnaissance) situational awareness function. The system will be used for gathering, using and distributing information as part of the Army Future Network (AFN) and the Next After Network (NAN), as well as networks beyond the land component.

In addition to its role in enabling enhanced battlefield awareness and the provision of platforms, Land 400 offers significant opportunities in electronics, systems integration and mission support. As a key part of CAFS, systems integration will be integral to Land 400 when new systems acquired as part of the program will be integrated with legacy systems and also with systems required by approved and proposed projects. With significant systems integration work ahead, there are options for an electronic systems integrator prime for the program. M

an exercise in Complex mission Systems integration

Above and left: The Boxer and Eagle IV are both contenders for the roles of Australia’s future LCVS and JLTV respectively

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DElIvERING AuStRAlIA’S MoST ADvAnCED

wARSHIPS

inteGRation

2/2011 19

Recent months have seen a particular focus on the decision to reallocate block construction within the Air Warfare Destroyer program. The changes that were announced will ensure a sensible re-distribution of production activities and are aimed at ensuring the project remains suitably positioned to deliver the most powerful and advanced warships ever built in Australia.

Whilst this action represented strong decision making it also deflected attention away from the considerable progress being made in the program and within the combat system activity in particular.

StRONG PROGRESS WIthIN thE PROJECt

Members of the AWD Alliance continue to work well together to execute a project of immense size and complexity.

Due to the considerable work undertaken since 2007 the project can now claim to be one-third complete on a budget/earned value basis.

Behind the completion of major project reviews and the passing of key project milestones sit valuable and tangible outcomes:

• TheAlliancehasreceivedfromNavantiaallthemajor block construction drawings needed to successfully build the ships;

• Blockproductionisnowunderwayatthreeshipyards for all but one of the blocks for the first ship;

• ASCandForgacshavenowbegunworkonblocks for the second ship;

• Blastandpaintworkissuccessfullyunderway at both ASC and Forgacs;

• Combatsystemworkisprogressingtoplan;

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inteGRation

• Thecombatsystemteamhasplacedall17majorcombat system ship equipment procurements;

• Combatsystemsequipmenthasstartedtoarrive in the Adelaide shipyard and in Raytheon Australia’s Macquarie Park facility;

• Theshipbuildingteamisabouttofinaliseallofits ships equipment procurement contracts; and

• TheAllianceisontracktomeetorevenexceedthe budget target of over 50 per cent Australian industry content for the project.

As this important activity continues the project is laying a firm foundation for a sustainable Australian naval shipbuilding sector by developing a world-class systems integration and naval shipbuilding capability. Hundreds of Australian companies in the supply chain are to feel the considerable flow-on effects from the project while fulfilling work is to be provided for thousands of Australians along the way.

More than 1000 people currently make up the AWD Alliance including a range of project managers, systems engineers, naval architects, project planners and procurement specialists. The workforce continues to grow and will peak in 2012 such that when combined with equipment suppliers, the total AWD workforce will number some 3000 people.

For the nation’s industrial capacity, the AWD project is driving a rapid expansion in shipbuilding skills, technical expertise and capability throughout the country. In addition to the Systems Centre and shipbuilding activities in Adelaide, there is the systems integration node in Sydney, block fabrication also taking place in

Melbourne and Newcastle, manufacturing of accommodation modules occurring in Hobart and steel production for the ship going on in Port Kembla. This demonstrates the genuinely national dimension of the AWD project.

FOuNDAtIONS FOR COMBAt SyStEM INtEGRAtION SuCCESSES

The Hobart Class Combat System will make the AWD the most capable warship ever operated by the Royal Australian Navy.

Combat system development is progressing well under the control of Raytheon Australia, with strong support from the US Navy, its agent Lockheed Martin, Kongsberg Defence and Aerospace (KDA) and the other combat system equipment suppliers.

The success of this activity can be traced back to the 2003 decision to follow a design driven approach, where the design of the combat system progressed separately and ahead of decisions to select a shipbuilder and ship designer. The early selection of the Aegis weapons system in 2004 followed by the choice of Raytheon Australia as the systems integrator provided a solid backbone to the whole design sequence and a stable foundation for the selection of other combat system equipment.

To manage the considerable integration challenge the AWD Alliance established a structured and concerted program of integration risk management across the phases of architecting, management of the risk profile, planning of the integration activities and execution.

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Also of particular benefit was the introduction of the Australian Tactical Interface (ATI) which was founded on a product developed by KDA for use on the Norwegian Aegis equipped F310 and the Korean KDX Aegis programs.

The Australian Tactical Interface acts a gateway between the Aegis weapons system and the other sensors and effectors. This has enabled changes to Aegis to be minimised so that the AWD Aegis software build will demonstrate nearly 99 per cent commonality with that currently deployed on USS Bunker Hill.

Taken together, the early architectural design, the application of architecting principles, the partitioning of the combat system into major groups and the introduction of the ATI have all enabled the overall AWD risk profile to be significantly reduced.

Following the architectural principles, the AWD Alliance has selected further equipment which is architecturally common to that possessed by the US Navy. This has been to draw upon the USN at-sea experience and to further de-risk the integration effort.

Where Hobart Combat System requirements cannot be selected from the US inventory the AWD Alliance has ensured that the consequential changes to Aegis and OEM equipment interfaces have been minimised.

Maintenance of the stability of the combat system architecture has been a particular feature of the AWD program from the time before second pass until now, well after the critical design review.

It is a significant achievement that the selection of all the major components of the Hobart Class combat system equipment is now complete, with many of the major equipment in an advanced state of manufacture or having already been delivered to the shipyard.

Having selected the combat system equipment, the integration process involves the incremental connection of equipment to ensure the overall system behaves as expected. This is known as integration planning and has included stakeholder integration workshops and independent audit of planning processes and products. Validating the planning assumptions has drawn upon the extensive experience from the US, the Spanish Armada and the original equipment manufacturers.

The early integration activities commenced in earnest in 2010 and have been steadily increasing in fidelity and complexity since that time. Integration activities have taken place at various overseas supplier facilities, such as KDA’s facility in Norway, as well as locations in USA, Australia and Spain. There have been two major integration events conducted with the USN at the Combat System Engineering Development Site (CSEDS) in Moorestown, New Jersey and a further twelve at KDA with equipment vendors in a period of less than a year. All of these activities were successful, with only minor observations, and all completed on schedule. To date, approximately 158 of the 509 key interface messages have been tested.

As the program advances, the majority of the integration effort will be migrated to a new Combat System Land Based Integration Facility located in Raytheon’s Macquarie Park premises. This level of integration activity will commence with the remaining aspects of ATI and Navigation integration in early 2012. Thereafter, the land based integration activity will continue through to the first quarter 2013 with remaining interfaces to be formally integrated on board HMAS Hobart in 2014 where it would be impractical or cost prohibitive to test ashore. Like all the integration risks, the Alliance has put in place appropriate mitigation plans including contingency for repeat testing should the need arise.

The integration of the Hobart Class Combat System is a complex task. This is recognised by the AWD Alliance and the management of the attendant integration risk has been afforded appropriate attention from very early in the program.

The effective management of the integration risk has been supported by the design driven approach adopted by the Commonwealth as well as the maturity and stability of the weapons system.

That the integration activity is now well advanced and running to plan is credit to the focus and energy that has been applied to the task over a considerable period of time and provides great confidence for the activity’s continued success. M

momentum 22

enGineeRinG

Raytheon Australia is a leader in the field of identifying and delivering superior Engineering Capability. The company is continually developing technical skills, processes, tools and technology to support their strategic and operational business goals, whilst also demonstrating the value in using the company’s resources for a wider purpose: to strengthen and support the current and future Australian engineering landscape.

Chief Technology Officer and Principal Engineering Fellow at Raytheon Australia, Dr Terry Stevenson, was a recent participant in Engineer Australia’s Eminent Speaker Series.

This series enables members of Engineers Australia to hear presentations by notable persons from across the country and overseas, on key topics of interest to the profession across a range of disciplines. It is held in conjunction with the College of Information, Telecommunications and Electronics Engineering, Central Queensland University and Engineers Australia.

Terry travelled around Australia offering his expert knowledge on the engineering leadership required in the development of complex systems. He provided delegates with an overview of the engineering landscape in the development of complex systems, and spoke on a wide range of topics including the meaning of complexity, leadership, team behaviour and dynamics.

His presentation focused on three domain specific technologies: radar; communications; and robotics

— as well as the direction these technologies are heading. Central to the presentation was the need to make trade-offs as part of every design and the available technology.

RAYTHEON AUSTRALIA’S

LEADING ENGINEERING CAPABILITY

2/2011 23

RAYTHEON AUSTRALIA’S

LEADING ENGINEERING CAPABILITYTerry reiterated his view that engineers need to constantly look beyond their domain area to seek the views of others. Raytheon puts this into practice, for example; delving into neuroscience and drawing examples from the field. In addition, delegates were presented with a synopsis of the revolutions currently taking place in engineering and science as well as the effects this has on development. Terry concluded his tours with discussions on the attributes of technical leadership and the notion of the ‘leader of the future’.

Peter Hitchiner, FIEAust CPEng, Chair, of the Information, Telecommunications and Electronic Engineering College Board, extended his thanks to Terry for his participation in the highly regarded program. He expressed his gratitude to Terry, citing, ‘I am confident that members around Australia gained valuable insights into issues around the leadership required in the development of complex systems, and benefited greatly from your expertise.’

‘Eminent Speaker tours such as yours are an important contribution to the profession in the dissemination of expert knowledge and to encourage networking amongst Engineering Team Members,’ said Hitchiner.

In addition to participating in industry events such as these, Raytheon Australia forms part of the Raytheon Engineering Fellow Scheme. Each year Raytheon looks at all of their technical people and elevates a small number to Engineer Fellows or E44s.

This scheme demonstrates the importance of engineering to Raytheon in meeting its business objectives and providing world class engineering solutions across a wide range of domains. It also highlights the importance of individual skills and capabilities within the company.

This year alone, Raytheon’s Integrated Defense Systems Engineering promoted sixteen Engineering Fellows and raised four previous Fellows to the level

of Senior Fellows. Within this small group, Raytheon Australia had two successful candidates

— Keith Jobson and Guy Miller.

A third successful candidate was Dave Johnson who is working on the Hobart Class Air Warfare Destroyer Project and is in his second secondment from the United States. Dave is an excellent example of how Raytheon Australia can tap into the resources of the wider company as he provides enormous support to Raytheon Australia in the area of environmental qualification of systems.

Becoming an Engineering Fellow is not easy, and requires candidates to have achieved industry and company recognition as a domain expert in their area of expertise. In addition, engineers with the goal of becoming a Fellow must have presented and published in recognised forums and journals and contributed to their profession by participation in national and local engineering forums.

The process of becoming an Engineering Fellow is well documented at Raytheon. The path to becoming a Fellow begins with discussions between engineers and their Business Engineering Director and understanding the Engineering Fellow documented process. It is a long road, and engineers may need to start the process many years in advance to ensure they have collected all the relevant information needed and have published and presented in their field.

The promotion of Keith Jobson and Guy Miller brings the number of Engineering Fellows in Raytheon Australia to eight, not counting their US colleagues on the Hobart Class Air Warfare Destroyer Project, namely John Short (Principal Engineering Fellow), Dave Johnson (Engineering Fellow), and John Sirutus (Engineering Fellow).

Other members of the group of Australian Engineering Fellows include Steve Saunders, David Hewish, Stephen Mitchell, Michael Irrgang, Michael Edwards, and Terry Stevenson (Principal Fellow). M

Above: Chief Technology Officer and Principal Engineering Fellow at Raytheon Australia, Dr Terry Stevenson

momentum 24

loGiStiCS

A new functional area, Integrated Logistics, was established in January 2011 as part of Raytheon Australia’s organisational refinement and will further enhance the company’s strategy-led growth and operational-led performance.

The integrated logistics function is responsible for establishing an enterprise wide capability in Integrated Logistics Support for use throughout the capability life cycle. This new function is being led by Jim Gardener as Director Integrated Logistics. The function’s organisational structure includes a small team at corporate level with identified Discipline Area Leads embedded within the business units to maximise the sharing of knowledge across the enterprise and enable smarter support system and sustainment solutions.

WhAt IS INtEGRAtED lOGIStICS?

ILS is an integrated approach to the management of logistic disciplines. In general, ILS plans and directs the identification and development of logistics support system requirements for materiel systems, with the goal of creating systems that last longer and require less support. ILS therefore aims to minimise life cycle costs for a materiel system while ensuring that the customer’s readiness and sustainability requirements are met. ILS is applicable across the whole-of-life of a system and is one of the core competencies in the delivery of Mission System Integration and Mission Support to our customers. In simple terms the ILS Lifecycle can be viewed as:

• Planingforsupportduringthepresystemacquisition phase;

• Designingforsupportduringsystem acquisition phase; and

• Supportingthedesignduringthe sustainment phase.

INTEGRATED LOGISTICS:

2/2011 25

Raytheon Australia conducts ILS activities across the lifecycle to ensure efficient and effective support systems are designed, developed and maintained on customer programs.

BuIlDING thE INtEGRAtED lOGIStICS CAPABIlIty

Define the Gap, Identify Solutions, Prioritise, Action

Raytheon Australia has built up a core integrated logistics capability within our business units over the past five to seven years which has paralleled the company’s growth. This is evident in our continued good performance in DMO scorecard results on mission support programs for our customer. In particular, our expertise to use ILS activities to deliver on a broad range of performance based sustainment contracts, our investment in the development of our training system to support customer programs, and a maturing acquisition ILS capability on the AWD program provide a sound base from which to build our company-wide capability.

However, while our existing projects are delivering the required service commitments to our customer, there are opportunities to: continue to improve productivity and eliminate duplication of effort through the development of a complete suite of organisational level ILS processes that are adaptable for growth; standardise and review our systems and tools to reduce labour intensity; and increasing and standardising ILS training. Enhancing our integrated logistics capability will enable Raytheon Australia to drive further efficiencies in delivering sustainment solutions.

The new Integrated Logistics functional area’s first tasks in building and enhancing capability were to baseline the existing ILS capability and develop a plan forward. The recently released CMMI® for Services model was used as a framework to assist in determining the baseline. By conducting a ‘quick look’ we were able to establish a baseline against a proven model and leverage off Raytheon Australia’s experience gained through developing and maintaining company wide procedures at Level 3 under CMMI® for Acquisition across all process areas.

Enabling smarter support system and sustainment solutions

momentum 26

The key to building capability and driving efficiency and effectiveness is to establish company-wide processes, move towards commonality in systems and tools, and ensure a skilled workforce who understands the customer environment and is available to apply these to projects to achieve the desired outcomes.

Status of each of these areas is as follows:

DEvElOPING thE PROCESS GOvERNANCE FRAMEWORkThe ILS process framework is being developed in line with the proven Raytheon Australia Management System (RMS) process architecture guidelines through a series of workshops to focus effort, leverage existing defined processes and work instructions, and ensure enterprise-wide engagement. The process framework is finalised and all standard procedures are in draft or final format. The new ILS Policy is available and the full set of ILS standard processes will be published to RMS in mid-September with deployment in September/October this year.

REvIEWING OuR SyStEMS AND tOOlS A baseline of the existing ILS tools in use has been completed and a plan is being developed to review the ILS Tool Architecture to ensure it meets our business needs, is complimentary to the company’s existing IT architecture, and meets our customer requirements to share data across their existing in-service ILS tools. During the baselining activity two areas were identified to be progressed rapidly via trade studies. These two areas will implement a more robust Life Cycle Costing tool, and an enhanced Failure Reporting Analysis and Corrective Action System (FRACAS) tool. Trade studies are underway in each of these areas and tools are currently under trial at Murarrie. Understanding total cost of ownership and driving for ongoing efficiencies will deliver smarter sustainment solutions on customer programs.

BuIlDING thE PROFESSIONAl DEvElOPMENt FRAMEWORkCentral to building capability is to ensure we have a trained ILS workforce that has access to the toolsets and processes to efficiently conduct ILS activities. This will enable us to develop, deploy and maintain a professional ILS workforce for Raytheon Australia’s current and future business needs that can be used as a shared service across customer programs. High level learning and development roadmaps have been drafted and a project commenced to review the knowledge, skills, experience and attributes required for each job category. The outcome of this process will be the development of a business unit learning plan for the Integrated Logistics Function and approved roadmaps that will assist all managers with career development of ILS staff. The current plan is to have this activity completed for all ILS job categories by December 2011.

ENhANCING REACh BACk We are fortunate to have the ability to reach back into our parent company, Raytheon, and leverage off and lift existing capability where practical. Links have been established to the Raytheon Life Cycle Engineering Council (LCEC) which has enabled us to access previous and current enterprise projects for ILS and draw on the extensive research and results of that work.

Standardising and further building on our Integrated Logistics capability across Raytheon Australia will further enhance how our logisticians collect and analyse data and then feed this into the decision making process. Ultimately this facilitates achieving Raytheon Australia’s and our customer’s objectives of designing, developing and implementing smarter sustainment solutions. M

loGiStiCS

2/2011 27

The March 2011 issue of Momentum outlined some of Raytheon Australia’s plans for Air 9000 Phase 7, the future Helicopter Aircrew Training System (HATS). In this issue, we look at our newly announced teaming partner, Virtual Simulation Systems, and how their innovative products and proven experience adds to the Raytheon Team for HATS.

WhO ARE vIRtuAl SIMulAtION SyStEMS?

Virtual Simulation Systems (VSS) are proven providers of advanced and innovative virtual training solutions for helicopter crew training. Prior to establishing VSS, CEO David Lagettie was the founder of the Virtual Battlespace series of simulation software (VBS1/VBS2) and is a pioneer of the serious gaming industry.

While VSS products started and grew from adapting cutting edge gaming technology, they have now

established a high fidelity suite of weaponry and helicopter cabin and crew trainers to deliver cost effective military training simulators for both civil and defence applications.

VSS has an excellent capability to produce physical replicas of hardware, big or small, and to ‘virtualise’ its operation for part task training in a virtual environment. VSS’ cost-effective techniques for production of larger procedural trainers, such as aircraft or vehicles, with commercial-off-the-shelf components and software cost a fraction of the millions of dollars of traditional simulation media. Raytheon Australia recognises the benefits of such innovation in delivering a HATS solution with greater flexibility, ease of use, and lower maintenance/operational costs.

Based in Port Stephens, north of Newcastle, VSS are one of a new breed of Australian SME’s marketing innovative simulation products here and abroad.

BRINGING ADvAnCED REALITy SYSTEMS TO AIRCREw TRAInInGRaytheon Australia’s HATS Team received a boost in their Air 9000 Phase 7 capability with the formalisation of an exclusive teaming arrangement with Virtual Simulation Systems.

momentum 28

WhAt DO vIRtuAl SIMulAtION SyStEMS DO?

In 2006, VSS CEO David Lagettie designed a virtual loadmaster simulator for use by the Australian Defence Force (ADF). Seven of these Aircrewman Part Task Trainers (known as the AVRS) continue to be used by the Australian Army today. VSS employs a team of former Army loadmasters to work with Army Aviation to support and upgrade the AVRS and to ensure that the AVRS is providing the Aviators with the training they need.

In 2010, VSS achieved export success by signing an agreement with the UK Ministry of Defence for the three-year lease of a Complete Aircrew Training System (CATS). The system was delivered to the Army Air Corps’ 7 (Trg) Regiment AAC in December 2010.

CATS is also used by the civilian search and rescue operator, CareFlight QLD, at its Gold Coast based HEMS Academy, and by LaserShot Inc in the US for door gunnery applications.

VSS also make a range of other training devices, including the MK1 Sniper/Forward Observer Simulator used by the Australian Special Forces Training Centre and the Australian School of Infantry, the Virtual Marshalling Simulator used by the Royal Australian Air Force, Navy and Army Aviation, replica JTAC/CAS/FAC training devices (starting with Vector21 range finding Virtual Binoculars), 1280x1024 resolution Helmet/Head Mounted Displays, and Modular Projection Dome

Screens. Previous and current customers for their range of simulation devices and digital content creation services include all branches of the ADF, the UK Ministry of Defence, Thales, Selex Galileo, AgustaWestland, LaserShot, Inc, Aegis Technologies, and several others within Australia and overseas.

hOW DOES thIS FIt WIth RAythEON AuStRAlIA’S AIR 9000 PhASE 7 SOlutION?

Air 9000 Phase 7 requires industry to contribute to the development of a new Helicopter Aircrew Training System. Its scope covers not only pilots, but Navy Aviation Maritime Warfare Officers (Observers), Aircrewmen, Sensor Operators and Army Loadmasters. A significant proportion of the scope of training focuses on the ‘rear cabin’ trades, and tasks such as door gunnery, winch/hoist operation and external load operations.

As outlined in the previous edition of Momentum, Raytheon Australia has already selected the Bell 429 helicopter as its chosen platform around which to build the HATS — with the very latest performance, crashworthiness and design features, and world leading product support for the next 30 years. The Bell 429 also has standout characteristics for rear cabin training — a large and spacious rear cabin with a flat floor, ideal for Aircrewmen instruction and external load training.

When looking at the best way to train Army and Navy Aircrewmen, it quickly becomes evident that a mix of live and synthetic training is required.

aeRo tRaininG

Above and right: Door gunnery simulator

2/2011 29

Synthetic training devices, such as those designed and built by VSS, are a low cost, and more importantly, safe way to introduce and practice inherently dangerous tasks that Aircrewmen need to learn. When the students are proficient in those tasks in the synthetic environment, they are more prepared for exposure to the real-world environment in the aircraft.

By combining live training in the aircraft with synthetic training using devices like the CATS, training effectiveness is greatly improved, as each flight hour conducted in the ‘live training environment’ is underpinned by realistic virtual training.

CATS allows for the introduction and practice of basic/core skills, right up to NVG formation flight, airborne gunnery and whole-of-crew training in a flexible and immersive operational, but virtual environment. CATS is innovative in the way that this high level of immersion is achieved within realistic mission scenarios, coupled with the capability for all-crew involvement.

From a training perspective, safely introducing and practicing advanced skills in a controlled environment represents an unparalleled opportunity for our aviators of the future. The ability to conduct extended remedial training of students when required without the prohibitive costs normally involved, or to implement training and standardisation of Aircrewmen Instructors, widens the scope of the equipment immensely. To then conduct all aspects of this training in all weather, by day and at night under NVG, to a ship in a pitching sea, or in a jungle or desert environment, makes the proposition compelling.

In effect, the combined aspects of the B429/CATS solution provide unparalleled effectiveness of complex mission training in a benign environment, so that airborne hours are far more effective.

A WEll-ROuNDED hAtS SOlutION

The helicopter crews of tomorrow will meet a challenging operating environment that constantly changes within a complex battlespace. Therefore, it is critical that Air 9000 Phase 7 delivers a helicopter aircrew training system that meets that challenge to 2040 and beyond.

An aircraft alone cannot give our aviators the complete preparation for operations — but the right combination of modern aircraft and support with the latest simulation/virtual environment can.

Having teamed with Bell Helicopter, with exclusive access to the Bell 429 for Air 9000 Phase 7 — Raytheon Australia believes the aircraft is the safest and best match for the requirements of Air 9000 Phase 7.

With a proven helicopter support team in place in Nowra, delivering the Retention and Motivation Initiative Program and AS350 ISS services to Navy, Raytheon Australia has a history of project delivery experience and a record of delivering on our commitments.

And now Raytheon Australia has teamed with Virtual Simulation Systems, a proven and Australian provider of innovative simulation solutions. By making VSS central to Raytheon Australia’s solution, with a ‘future-proof’ synthetic training environment, this will ensure training can be updated as Defence’s needs change.

Together, these elements form a strong and well-rounded part of the solution that will allow Raytheon Australia to meet the challenge of delivering twenty-first century training to Australia’s future aviators. M

Left: Aircrew procedures training

Far left: Night vision goggle training

momentum 30

Raytheon Australia has embarked on a major internal

campaign to raise awareness of the opportunities and resources

available to employees to develop their skills and careers

within the company.

A number of employees who have taken advantage of these resources have been profiled to demonstrate how their individual careers have benefited.

The initiatives that are showcased also serve to show how the company is contributing to skills development within the local defence industry.

Just as Raytheon Australia is a trusted partner of its customer, the campaign centres on the importance of a trusted partnership between the company and its employees.

Initiatives showcased in the campaign include:• Employeebenefits;• Careerroadmapsandcompetencymodels;• Trainingprograms;and• Leadershipdevelopmentprograms.

The strong value of empowering employees is also reinforced.

tRaininG

Above: Just a few of Raytheon

Australia’s Trusted Partners (L–R) Wayne Coulston,

Darren Phillips, Bharathi Kangatharan, Eva Ang,

and Paul Rosato

Raytheon australia’s trusted Partners

2/2011 31

Raytheon australia’s trusted Partners

GRAnT GARRAwAy‘Through career roadmaps and competency models, Raytheon Australia rewards an engineer’s desire to grow and develop.’

Grant Garraway, Systems Engineering Manager for Integrated Solutions at Macquarie Park, joined Raytheon Australia in May 2000 during the acquisition of Boeing Naval Systems.

Whilst working at Raytheon Australia, Grant was conferred as an Engineers Australia Fellow in May 2006 and also received a Raytheon Australia Technical Excellence Award in 2010. Grant says that over his eleven years with the company, his highlights include being involved in a number of projects across a variety of technologies; something he believes would never happen in a non-defence company.

M: What do you think are important tools for managers when giving direction to employees?

G: Competency models are probably somewhat more important from an engineering perspective, as they get down into the detail of what skills a specific type of engineer needs to have to work at Raytheon Australia.

The competency model is a set of competencies that break down into multiple skills. Each of these skills then break down into demonstrated behaviours that describe the skill. The models focus on demonstration of capability and are very specific to Raytheon Australia’s business.

If you look at other companies, such as a telecommunications company for example, they may have totally different competency models than for engineering at Raytheon Australia.

Individuals can use Raytheon Australia’s competency models to guide their own career development within the company. In turn, the

company can identify competencies integral to the engineering component of the business and set performance benchmarks that engineers can recognise and strive to achieve.

M: What has the career roadmap done for you?

G: I was part of a group of people who developed the engineering career roadmap for Raytheon Australia and so I am quite passionate about the opportunities that the roadmap enables. We based the roadmap on competency. As such, we created competency models for each discipline of engineering, brought the competencies together and produced the engineering career roadmap.

This roadmap has helped me throughout my career as I can identify career paths for myself on the model we developed. As Systems Engineering Manager, I am also responsible for all systems engineers in the company, of which there are currently around 154 in my department. This means part of my role involves looking at their development and articulating career paths for every one of my system engineers who want to know where they can go next. The competency model and career roadmap support me in supporting my engineer’s career aspirations and directions.

JoHn FRy‘Providing employees with real opportunities to develop means we all get a fair go at Raytheon Australia.’

John Fry was appointed Strategy Executive in December 2011 within six months of joining Raytheon Australia. John works closely with Michael Ward, Gerard Foley and Geoff Gillespie in support of the company’s strategy development and implementation, and also serves as an associate member of the Raytheon Australia Leadership Team. Providing co-ordination support for all LT

Above: Grant Garraway, Systems Engineering Manager, Integrated Solutions

momentum 32

and offshore reporting activities, his role is based at the company’s Brindabella Business Park office in Canberra, where he also serves as the Site Executive.

M: John, you recently became the Strategy Executive for Raytheon Australia, can you tell us what this role involves?

J: The role has a strong operations, business development, and strategy focus. I assisted the Managing Director in developing the Strategic Dialogue for Raytheon Australia which he briefed to the US business presidents and to the Chairman. I am also responsible for managing our offshore corporate reporting requirements and assisting the Managing Director with Government Affairs. In addition to this, I am the Site Executive for our Headquarters facility at Brindabella Park.

My role involves looking at the market and our competitors to assist in the development of the sector strategies and our overall company strategy. I also get involved in strategy reviews for different pursuits and I’m the central point of contact for competitive intelligence for the company.

M. The role has been described as being a worthwhile development opportunity? Can you explain why?

J: It is absolutely a fantastic development opportunity, and one that people should strive for. You get the opportunity to work alongside the Leadership Team and gain amazing exposure to how the business is run, what it hopes to achieve, how it’s positioning itself, and how it’s currently performing.

M: What advice would you give to others looking to further their career with the company?

J: The main thing is to be interested, ask questions, and engage with your leaders and with the Leadership Team and let them know what you would like to do at Raytheon. You need to manage your own career, and be flexible. If you get an opportunity to do something then grab it with both hands and make the most of it.

EvA AnG‘Raytheon Australia has given me real opportunities to develop and achieve my goals.’

Eva Ang is Raytheon Australia’s Financial Planning and Analysis (FP&A) Lead, based out of the Macquarie Park office in Sydney. Eva started out with Raytheon in June 2007 and has progressed quickly through the company during her four years of employment. As FP&A Lead, Eva is responsible for providing oversight and guidance in the development of the five year financial plans and annual operating plans, as well as consolidation and analysis of monthly results and revised forecasts.

M: How has the company contributed to your professional development?

E: I am currently completing my Post Graduate Certificate in Applied Finance for which I need to be in Sydney, and to support my efforts, Raytheon approved my relocation from Canberra to the Macquarie Park office, which has been fantastic.

During my employment here, I also completed my Certified Practicing Accountant (CPA) qualification.

tRaininG

Above: (L–R) John Fry, Strategy Executive and Eva Ang, Financial Planning and

Analysis Lead

2/2011 33

Throughout this time, I have been assigned a mentor who helps me by offering encouragement, knowledge sharing, inspiring my career development and challenging my professional as well as personal growth.

Raytheon Australia also provides an extensive range of training either in-house or online. These training resources are not only useful for my career learning and to enhance my skills, they also help me to meet my continuous professional development requirements for maintaining CPA accreditation.

M: If you had to pick one, what would you say was your greatest achievement with the company so far?

E: I would say the ability to progress my career so quickly.

When I joined in June 2007, I was an FP&A assistant where I reported to the FP&A manager and was involved in the monthly forecasting cycle. I never thought I would be where I am today so soon. This is because of the opportunities that have been made available to me and also because I have a very approachable and open-minded manager and mentor.

I believe that your contribution to the organisation will be returned at the end of the day. During my time here, I have felt that my contribution has been valued and recognised, and this was clear to me when I received a CFO finance award for my work as part of the Finance team.

PAuL RoSATo‘The Management Excellence Program empowers employees to become next generation leaders.’

Paul Rosato is a Subcontracts Manager, on the AWD Program located at Outer Harbour, Adelaide. Having been with the company for 18 months, Paul is currently completing the Management Excellence Program (MEP), which has been designed for those particular middle managers responsible for managing resources, processes and, most importantly, people.

M: You are participating in MEP, can you tell us how the program has helped in your day-to- day work?

P: I am part way through MEP, working on a project which looks at the Strategic Reform Program as well as opportunities to support the Commonwealth with its Force 2030 plan.

The program drilled home some leadership fundamentals and provided techniques for how to balance work and life responsibilities. I generally start work pretty early and my days are quite intense managing my contract, with a number of meetings between providing assistance to colleagues on various contract and commercial issues. The program has provided me with considerable insight into the importance of a strong value system both at work and in our personal lives and how this shapes our leadership style.

M: How do you feel this program has contributed to you development within Raytheon Australia?

P: Ultimately it’s about empowerment. I’ve likened the course to next generation leadership. It’s about preparing people to go into leadership roles, and possibly applying a different style or technique from that which we have become accustomed.

M: What advice would you give to other Raytheon Australia employees looking to further their leadership development within the company?

P: Embrace it. It’s an opportunity to develop yourself and certainly an opportunity to develop others by passing on this knowledge, which is very rewarding. There are considerable opportunities available, such as online training and face to face courses and although at times it may feel like another job to do, this is ultimately an investment in yourself for the long term. M

Above: Paul Rosato, Subcontracts Manager, AWD

momentum 34

neWS in BRief

BRIEFING ROOMA round-up of recent Raytheon Australia news

Electronic interference solution receives navy commendationRob Northover, Software Department Manager, Raytheon Australia Security Solutions, received a significant award from the then Chief of Navy for his efforts while on assignment at the Rapid Prototyping, Development and Evaluation Program. Rob was awarded the Navy’s highest non-medal commendation, normally reserved for serving members, for leading a team of engineers to address an electronic interference issue onboard the ANZAC Class Frigate.

Avionics apprentice awarded DTC young Achiever AwardDavid Savage was nominated for the Defence Teaming Centre Young Achiever Award at the Adelaide Hilton Hotel. David Savage commenced work as an Avionics apprentice at the RAAF Edinburgh based AvWorks program in 2006. Through accelerated study and personal diligence, David was able to complete his four year apprenticeship program in only three years, satisfying the requirements for the award of a Certificate IV in Aeroskills.

Remembering the Battle of the Coral SeaRaytheon Australia sponsored the Coral Sea Commemorative Week, which involved a series of events that commemorated the 69th anniversary of the Battle of the Coral Sea. This was Raytheon Australia’s sixth year sponsoring the Coral Sea commemoration week activities.

Henderson team provide end-to-end capability in wARaytheon Australia employees in Henderson finished the design and the production run of a fully qualified Back Up Sonar Video Adaptor for fleet wide fit to the Collins submarines. It was the first time the Henderson team has designed, manufactured and fully qualified a product, representing a full end-to-end capability for Raytheon Australia in WA. Additionally, the Henderson team designed new military power supplies to ensure compliance to the qualification levels needed to support the Back Up Sonar within the Collins submarine.

Raytheon Sword of Excellence presentedRaytheon Australia’s Eric Gaschk presented the Raytheon Sword of Excellence to LEUT James Atkinson, the Dux of the Submarine Warfare Officers’ Course (SMWOC), at a graduation ceremony held at HMAS Stirling in May. Raytheon Australia has been the sponsor for the SMWOC since 2003, presenting the Raytheon Sword of Excellence each year to the officer who demonstrates exemplary warfare skills during the SMWOC.

Collins Support Program Milestone reachedThe Collins Support Program team reached a significant program milestone, successfully delivering the CS05 Combat System Modification Kits to the Submarines Branch of the Defence Materiel Organisation. The team overcame external setbacks, including supplier long lead times, and ultimately completed production on schedule to meet the customer’s deadline. The CS05 Modification Kits will be used for Collins Class Submarine upgrades and will also be used to build the CS06 variant currently underway in the US.

JP 2072 technical demonstrationRaytheon Australia, together with Raytheon NCS and General Dynamics C4S, recently conducted a series of demonstrations of communications technologies that are potential candidate solutions for JP 2072 Phase 2B Battlefield Telecommunications Network. Almost 100 Defence personnel attended the demonstrations from a wide range of organisations. The theme of the demonstration was the use of low risk technologies that enable mobile networked operations. The technologies demonstrated included the Mobile Ad hoc Interoperability Network GATEway (Maingate) radio, the Tactical Extension of Line of Sight (TELOS) troposcatter equipment and the US Army’s in service Network Management System.

Supporting the CEo SleepoutRaytheon Australia’s Rod Equid and ASC Managing Director Steve Ludlam slept outside with just a cardboard box for shelter on the night of 16 June, as part of the 2011 Vinnie’s CEO Sleepout held at the Adelaide Zoo. Between them, they managed to raise $8,000.

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EAGLE database acceptedThe EAGLE MMIS was accepted by the NASPO Chief Engineer as a major component of the Authority to Fit system for the Navy’s AS350BA ‘Squirrel’ Break-down Spares. The EAGLE database now forms an integral part of the Authority to Fit system for Navy AS350BA operations, and was required due to inherent issues with the AS350BA OEM publications.

Two major AwD Program reviews completeThe Raytheon Australia vendor, EDO Reconnaissance and Surveillance Systems (EDO RSS) successfully conducted two major AWD program reviews in May, including the Preliminary Design Review (PDR) and the Integrated Baseline Review (IBR). The PDR included review of the major subsystems being provided by EDO RSS’s Australian capability partners, Jenkins Engineering Defence Systems, and Ultra Electronics Avalon Systems (Avalon). The IBR included a thorough review of the EDO RSS earned value management system and interviews of all of the EDO RSS Control Account Managers on the EW AWD program.

IDu reach $125M in contract awardedThe Industry Development Unit (IDU) reported the awarding of a significant contract to Australian suppliers to provide specialist engineering and technical support services in support of key Raytheon Company activities in Australia. This latest contract award brings IDU’s contract achievements for Australian suppliers to A$125 million. Since its establishment in September 2009, the IDU has worked steadily over the past 20 months to identify and facilitate opportunities for Australian suppliers into Raytheon’s global supply chain.

new R6s Expert certifiedEric Gaschk became Raytheon Australia’s most recent certified Raytheon Six Sigma (R6s) Expert after strong presentations to both USA and Australian R6s boards. He was also appointed to the R6s Lead position within the Mission Assurance team. During his tenure as an R6s Expert, Eric has undertaken a wide variety of projects and activities, in support of business units and functions across Raytheon Australia.

ASLAv Program extendedThe Australian Light Armored Vehicle (ASLAV) program successfully negotiated a 12 month extension to the current services contract with the Land Systems Division within DMO. The extension underlines the importance of Raytheon Australia’s services provided to the Armoured Fighting Vehicle Systems Program Office in Melbourne. Raytheon Australia provides configuration management support to the ASLAV using the EAGLE Logistics Information System. The support includes training support for the LOGMIS, ASLAV configuration audits and development and management of technical publications, including those in S1000D format.

First Australian Tactical Interface completedThe first Multi Function Console (MFC) for the Air Warfare Destroyer Australian Tactical Interface (ATI) was completed at Kongsberg Defence & Aerospace (KDA) in Norway. This MFC forms part of the Ship Set 1 equipment, which comprises six MFCs, two Electronic Cabinets, two Very Short Range Surface Defence Gun Consoles and a Remote Monitoring Terminal. The ATI is a critical element in the AWD Combat System which integrates the Aegis Weapon System with the Australian Weapons and Sensors.

AwD telephony contract awardedRaytheon Australia, on behalf of the AWD Alliance, awarded a telephony contract worth approximately $37 million to Navantia divisional company, FABA Systems in May. The contract is a significant milestone for Raytheon Australia and the AWD Alliance because it marks the completion of all 17 major procurements for the Hobart Class Combat System. The contract is to supply an integrated system for encrypted and plain, internal and external voice communications services, which includes three Telephony NAVCOM system shipset equipment; integration mini-suite equipment; as well as project and engineering services to design, manufacture, test and deliver the equipment.

AwD Combat System AEGIS tests conductedThe AWD Alliance Combat System Australian Tactical Interface (ATI) Integrated Product Team, in conjunction with AWD sub-contractor KDA, Lockheed Martin and the United States Navy, successfully completed ATI/AEGIS integration risk mitigation tests at the United States Navy’s CSEDS facility in Moorestown New Jersey. The event was held ahead of the formal acceptance testing of the ATI Software program and was the first time ATI has been interfaced to a full AEGIS build. All functional aspects of the ATI to AEGIS interface were examined, including System Recovery, Mode Changes and the Electronic Warfare interface.

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AwD Through Life Support Facility complete critical design reviewThe AWD Combat System Through Life Support Facility Team successfully completed its Critical Design Review in April, and achieved both physical and provisional Information and Communications Technology security accreditations. These accreditations are a key milestone for the Air Warfare Destroyer Security program and enables the build and operation of the integration and test facility for the Air Warfare Destroyer Combat System.

Collins Combat In-Service Support Program extendedThe Submarine Branch awarded Raytheon Australia with a two-year extension on the Collins Combat In-Service Support Program. The contract extension, valued at A$47.8M, will take the current contract out to an eleven year duration and as part of this contract extension, Raytheon Australia will expand its scope of work through a staged plan to incorporate additional responsibilities over the next two years. Additional responsibilities include subcontractor full cycle docking support and ownership of responsibilities for operational management of the Combat System Training Environment.

Enhancing Australia’s ISR capabilities seminarRaytheon Australia’s Gerard Foley, General Manager Business Development participated in an Intelligence, Surveillance and Reconnaissance seminar in April at the Australian Defence College. The event was hosted by the Williams Foundation, an independent National Security research organisation. Along with a delegation of active and informed speakers from Defence and industry, Gerard discussed how Australian industry can develop a trusted partnership, not only with Defence but with the range of other Federal and State Government Agencies to enhance Australia’s ISR capability for the future.

Defence and Strategic Studies essay awardZavia Tiplady won the Raytheon prize which is awarded to the graduate placed first in the Defence and Strategic Studies essay at the Royal Military College. The Defence and Strategic Studies essays provide an excellent opportunity for cadets to analyse problems and present solutions within the context of their working environment. Raytheon Australia has sponsored this award since 1998.

Super Hornet weapons SupportRepresentatives from Raytheon Australia travelled to RAAF Base Amberley, to present models of AMRAAM, AIM-9X and JSOW for the No 1 Squadron crew room. The Super Hornets’ cutting edge weaponry is now prominently on display to the many distinguished visitors that this newly re-equipped unit regularly hosts. Raytheon not only delivers this array of highly complex weaponry, the company continues to provide on-going support to the Australian Super Hornet program. Recently a combined team from Raytheon Australia’s Edinburgh based AOSG program and Raytheon Missile Systems provided program management, engineering, weapons range/flight test and logistics personnel to support weapons testing on the Woomera range.

EMPoD two-year extension awardedThe Radar Emulation Pod (EMPOD) In-Service Support Program was awarded with a two year extension valued at over $3 million. The Radar Emulator POD (EMPOD) In-Service Support (ISS) contract (BAE: AG00003994) between Raytheon Australia and BAE Systems Australia, provides deeper level maintenance for the EMPOD and Deployment POD (DEPOD). The EMPOD and DEPOD are used by the Royal Australian Air Force (RAAF) and fitted to the Hawk Lead-In Fighter.

AwD successfully integrates first set of CIS equipmentMembers of the Air Warfare Destroyer Communications and Information Systems (CIS) Integrated Product Team participated in the successful Factory Acceptance Test and Physical Configuration Audit for X/Ka SATCOM Shipset #1 equipment. This is the first set of CIS equipment to be delivered to the AWD Alliance. Under project JP 2008 Phase 3E, the Commonwealth Satellite Communications –Terminal Systems Program Office (SATCOM-T SPO) is procuring the X/Ka SATCOM systems for both the LHD and AWD projects.

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Momentum talks with Raytheon Australia’s Business Development Operations Manager, Brian Depree. As a former aircraft technician and engineer, and with a background in risk and project management, Brian talks about what these skills bring to his current position.

Momentum: Tell us a bit about your role as Business Development Operations Manager and what your job entails.

Brian Depree: In my current role I focus on leading, managing and coordinating business development operations within Raytheon Australia. This includes coordinating reporting, budgets, forecasts, bookings, bid and proposal reviews and general BD administration. I work with Gerard Foley, Raytheon Australia’s Business Development General Manager, to ensure these operations run smoothly, all of which are essential for a growing company. Integral to the role is liaising closely with the Growth and Innovation Team which ensures a seamless transition between BD and Operations.

I have also retained the role of Risk Subject Matter Expert from my previous position, which includes providing advice and oversight of the risk management processes within Raytheon Australia to the General Manager of Operations, who oversees the day-to-day operations of risk management.

M: It appears that you oversee quite a few high-priority tasks, of these which are at the top of your list?

BD: My top priority is doing whatever is required to make sure that Gerard and the BD team are able to operate efficiently and effectively, as well as forming a much closer relationship with the Growth and Innovation Team.

M: Can you talk about some of the projects you are currently involved with?

BD: I’m working on a number of projects at present. The main ones are the development and rollout of Capture Manager training and certification which is key to support our growth plans, Bookings and NBI tracking and management which drives resource planning to support pursuits, reviewing our win/loss tracking process and continuing my Raytheon Six Sigma Expert Certification journey.

M: Prior to coming to Raytheon Australia, what sort of work were you involved in?

BD: I spent 24 years with the Royal New Zealand Air Force, first as an aircraft technician and then as an engineer, primarily focused on helicopter maintenance engineering and project management. This was followed by several years as a project and risk management consultant in two different companies where I attained CPPD and CPRM

certifications which have been useful in the roles I’ve been involved within Raytheon Australia.

M: You’ve been with Raytheon Australia for some time now, what are some of the previous positions you’ve held up until now?

BD: I initially started with Raytheon Australia in August 2007 as the Enterprise Risk Manager and then a year later absorbed the Program Management Office role as well. I then moved into the Raytheon Six Sigma Discipline lead role in mid 2010 and have only recently commenced in the BD Operations role. My first three positions involved training delivery and that has given me the opportunity to get out across the company and given me exposure to a wide number of people and their ideas. This has been great for my understanding of Raytheon Australia and the company’s potential.

M: Besides having the opportunity to meet and discuss ideas with people across the company, do you feel that the experiences you gained while in these positions have added any value to you in your current position?

BD: Absolutely — the skills and knowledge from all of my previous roles have been transferable and useful in my new position. Project and risk management are fundamental to successful operations and capture management and ensure that I can add value where and when needed. The change management skills from my Raytheon Six Sigma background will be valuable as we continue to grow and progress the BD operations function within Raytheon Australia.

M: Having had the opportunity to work in various roles that have presented you with a broad view of the various businesses within Raytheon Australia, what do you see are the company’s key strengths?

BD: From my perspective, I see three key strengths. The first is Raytheon Australia’s people — their wide ranges of skills and knowledge and, as I regularly observe, their desire to do their best. I also see Raytheon Australia as quite considered in its approach to dealing with customers, contractors and employees on a day-to-day basis, evidenced by how we deal with issues quickly and competently as they arise. Lastly, but certainly not least, is the company’s reputation within our industry for delivery, this sets us up for a successful future with the company as it grows. M

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