Strategie NATO v ICT Praha plk.gšt.Ing. KNEDLA Josef

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1 Strategie NATO v ICT Praha 20.1.2015 plk.gšt.Ing. KNEDLA Josef

2 Agenda Smart defence Iniciativa CFI Federated Mission Networking
Cyber Defence Modernizace IKT C4ISR (Joint Intelligence Surveillance and Reconnaissance) IT projekty v gesci NCIA Jak obchodovat s NATO

3 Smart defence Nový způsob uvažování pro zajištění moderních obranných schopností NATO pro následující dekádu a dále. (sharing and pooling) Dlouhodobá strategie k zajištění odpovídajících schopností napříč Aliancí Společné chápání, velení a řízení, standardy, jazyk, doktríny a postupy. Efektivita + dosažitelnost (společně - vývoj, pořizování, zajištění provozu) Společné působení v rámci NATO s dalšími partnery Vyrovnání úrovně Evropa – USA (technologie) In these times of austerity, each euro, dollar or pound sterling counts. Smart defence is a new way of thinking about generating the modern defence capabilities the Alliance needs for the coming decade and beyond. It is a renewed culture of cooperation that encourages Allies to cooperate in developing, acquiring and maintaining military capabilities to undertake the Alliance’s essential core tasks agreed in the new NATO strategic concept. That means pooling and sharing capabilities, setting priorities and coordinating efforts better. From 2008 the world economy has been facing its worst period since the end of the Second World War. Governments are applying budgetary restrictions to tackle this serious recession, which is having a considerable effect on defence spending. Furthermore, in the course of this crisis the Alliance's security environment has been changing, and has become more diverse and unpredictable. The crisis in Libya is a recent example, underlining the unforeseeable nature of conflicts, but also showing the need for modern systems and facilities, and for less reliance on the United States for costly advanced capabilities. In these crisis times, rebalancing defence spending between the European nations and the United States is more than ever a necessity. The other Allies must reduce the gap with the United States by equipping themselves with capabilities that are deemed to be critical, deployable and sustainable, and must demonstrate political determination to achieve that goal. There must be equitable sharing of the defence burden. Smart defence is NATO's response to this. Smart Defence in the long term At the Chicago Summit in May 2012, NATO leaders agreed to embrace Smart Defence as a changed outlook to ensure that the Alliance can develop, acquire and maintain the capabilities required to achieve its goals for NATO Forces 2020. The Summit was a first but essential step in implementing this Smart Defence initiative. NATO Heads of State and Government approved a concrete package of multinational projects, including for better protection of NATO forces, better surveillance and better training. These projects will deliver improved operational effectiveness, economies of scale, and closer connections between NATO forces. They will also provide experience for more such Smart Defence projects in the long term. Smart Defence is a long-term strategy to deliver the right capabilities right across the Alliance. But capabilities alone are not enough. These capabilities need to be able to work together – and troops need to be able to work together too. This is what some in NATO jargon call, "interoperability", but SECGEN believes it is more than that: It is the ability to connect all our forces. Common understanding. Common command and control arrangements. Common standards. Common language. And common doctrine and procedures. It concerns everything we do as an Alliance.

4 Smart defence SD zaměřena na rozvoj kritických schopností NATO (Lisabon 2010) BMD JISR Výcvik a příprava sil Efektivita nasazení a ochrana sil 3 základní principy Prioritizace Specializace Kooperace Koordinace s partnery Mezinárodní spolupráce s průmyslem Prioritizace - zaměřit se na sesouladění kolektivních a národních priorit Specializace - podporovat národní specializaci napomáhající k dosažení stanovených ambicí, koordinovat změny v rámci Aliance Kooperace - zajistit mezinárodní spolupráci při rozvoji nových a udržování stávajících schopností a jejich následné využití ve společných operacích na základě společného obranného plánování. Koordinace s partnery NATO – EDA (IED, ZHN, zdravotnictví) Mezinárodní spolupráce s průmyslem Smart defence is based on capability areas that are critical for NATO, in particular as established at the Lisbon summit in Ballistic missile defence, intelligence, surveillance and reconnaissance, maintenance of readiness, training and force preparation, effective engagement and force protection – these are all on the list. For the purposes of smart defence, the Alliance nations must give priority to those capabilities which NATO needs most, specialize in what they do best, and look for multinational solutions to shared problems. NATO can act as intermediary, helping the nations to establish what they can do together at lower cost, more efficiently and with less risk. Prioritization Aligning national capability priorities with those of NATO has been a challenge for some years. Smart defence is the opportunity for a transparent, cooperative and cost-effective approach to meet essential capability requirements. Specialization With budgets under pressure, nations make unilateral decisions to abandon certain capabilities. When that happens the other nations fall under an increased obligation to maintain those capabilities. Such specialization "by default" is the inevitable result of uncoordinated budget cuts. NATO should encourage specialization "by design" so that members concentrate on their national strengths and agree to coordinate planned defence budget cuts with the Allies, while maintaining national sovereignty for their final decision. Cooperation Acting together, the nations can have access to capabilities which they could not afford individually, and achieve economies of scale. Cooperation may take different forms, such as a small group of nations led by a framework nation, or strategic sharing by those who are close in terms of geography, culture or common equipment. Coordination with Partners Working together as Allies also means seeking cooperation with players outside NATO. NATO and the EU are facing a similar challenge, that of reconciling the urgency of savings with a modern defence. NATO and the European Union, in particular the European Defence Agency, are working together to avoid needless duplication with the pooling and sharing initiative Concrete opportunities for cooperation have already been identified, in particular combating improvised explosive devices, chemical, biological and nuclear weapons and medical support. The Alliance should also cooperate with Partners case by case, in accordance with its normal principles and procedures. But smart defence also presupposes innovative multinational cooperation by industry. Our industrial partners are essential players in this enterprise.

5 Smart defence IT Projekty v rámci SD Schválené
1.6 CIS E-Learning Training Centres Network 1.25 Biometrics in Military Operations 1.27 Multinational Cyber Defence Capability Development (MNCD2) CIICS 1.35. Multinational Malware Information Sharing Platform (MMISP) Připravované 2.10 Jammers Against Remotely Controlled IEDs 2.13 Persistent Surveillance based Upon Mast-Mounted Multi- Spectral Cameras and a Central Analysis Capability. 2.14 NATO Air Surveillance Sensors (RADAR) 2.64 Capability for Defence against Low Altitude, Slow Flying and Small Radar cross-section Air Targets (LSS) 1.6. Create a network linking existing national CIS training centres. 1.25. Develop Biometrics doctrine (common concepts/strategy for Biometrics in military operations), establish concept of Biometric ROE’s, establish rules for biometric data sharing between nations, both in and between missions, establish legal framework, establish Biometrics architecture which addresses the IT (network, bandwidth, connectivity etc.) aspects of the Biometrics process. 1.27. To facilitate the development of cyber defence capabilities for the protection against and reaction to cyber attacks against communications and command systems infrastructure. ​Canada, Romania, and the Netherlands have decided to offer the Cyber Information and Incident Coordination System (CIICS) Software as a free six-month trial release to NATO Nations.

6 Conected Forces Initiatives (CFI)
‘NATO Forces 2020’: moderní, úzce propojené síly, vyzbrojené, vyškolené, secvičené a s jednotným systémem velení umožňující společné působení a spolupráci s partnery při zasazení v každém prostředí. Pokračujeme ve výstavbě sil na základě zkušenností získaných v nedávných operacích a zvyšujeme naši interoperabilitu skrze CFI. Závazky Aliance nemohou být posuzovány jen podle počtu jednotek a základen ale podle toho co jak jsou schopny spolupracovat. Interoperability. Connected forces. Whichever term you use, it’s in the Alliance’s DNA. It’s what makes the Alliance unique. And it’s what gives the Alliance its true strength. It’s also what makes the Alliance a hub for security cooperation, and the partner of choice for many nations across the globe. And it’s why the Connected Forces Initiative is a key to NATO's continued success.

7 CFI Společné chápání situace Jednotný systém VŘ
Společné standardy, doktríny, operační postupy 3 oblasti kde CFI napomáhá ke zkvalitnění NATO kapacit Rozšíření vzdělávání a výcviku Zvýšení úrovně cvičení (zvláště NRF) Efektivní využití technologií There are three areas where this Initiative could help to enhance the Alliance's unique capacity to work together. They are: expanded education and training; increased exercises, especially with the NATO Response Force; and better use of technology. Expanded Education and Training First – training and education. NATO already has outstanding education facilities, including the NATO School in Oberammergau. And its joint training centres – in Poland and Norway - offer unique opportunities for our forces to train and learn together. As do the Centres of Excellence, which cover a wide range of specialist skills, such as cyber defence, counter terrorism and protection against roadside bombs. NATO needs to see how it can get even more value out of them, and perhaps also open up the extensive range of national facilities. To help maintain the skills and expertise that give NATO forces their edge. Increased Exercises Second – increased exercises, especially with a strengthened NATO Response Force. Exercises allow NATO troops to practise what they have learned. To provide realistic and challenging scenarios. And they make working together second nature when it comes to complex joint operations. NATO’s own exercise schedule has been reduced in recent years because so many of our troops were deployed on operations. But as the Alliance draws down from these, it should build up the exercise programme again. NATO already has the perfect framework with the NATO Response Force. It is at high readiness, and brings together multinational and joint components from land, air, sea, and special forces. SECGEN welcomes the recent decision to rotate combat units from an American-based brigade through Europe to participate in the NATO Response Force. This is a significant contribution, and exercising more with it would be a really good way of bringing together troops from all NATO nations, including the United States. Operationally, this would strengthen the Force and the Alliance. And politically, it would provide visible assurance for all Allies. Better Use of Technology Third, and finally, better use of technology. Working effectively together does not mean that everyone should buy the same equipment. But it does mean that everyone should be able to use that equipment effectively, together with other nations. NATO standards make that possible. Smart Defence, too, will help. But today, the Alliance still faces situations where it just can’t be done. And it must work to overcome such instances.

8 Efektivní využití technologií
Technologie podporující vzdělávání, výcvik a cvičení Technologie podporující konektivitu a operabilitu sil On 26 November 2014, the Agency Joint Intelligence Surveillance and Reconnaissance Service Line team demonstrated the use of Augmented Reality (AR) and Virtual Reality (VR) technology to the General Manager by providing a status update on the 'Eye Catch' project; an activity where the Agency has provided important subject matter expertise to the Italian MoD in close collaboration with the Army General Staff Logistic Department. Smart Defence initiative One of the end goals will be to launch a Smart Defence initiative in mid-2015 that, under the leadership of the Italy, will look to identify other Nations interested in continuing to develop this activity. A key objectives of this initiative will be to provide dismounted soldiers with a capability to enhance their situational awareness. In addition, this concept could also allow the dismounted solider to be used as an additional 'sensor' on the ground, collecting valuable data to support intel analysis/exploitation and to help provide decision advantage.

9 CFI - Průmysl Podpora permanentní konzultace
průmysl – MO – akademické prostředí. Přispění průmyslu dodávky zařízení zajištění technologií a služeb pro všechny dimense rozvoje schopností Body doteku průmyslu a NATO Conference of National Armaments Directors (CNAD) NATO HQ Consultation, Command and Control Staff (NHQ3CS) Agentury (NCIA, NSPA, STO – Information Systems Technology IST – symposia, setkání odborníků) Framework For Collaborative Interaction (FFCI)

10 CFI - Průmysl NATO má být aktivátor průmyslu v oblastech:
Vysokorychlostní utajená bezdrátová komunikace Biometrie 3D zobrazování Komunikace a propojování s důrazem na ad-hoc bezdr. mob. sítě, kognitivní rádia a rušiče Informační zajištění a bezpečnost Multi-úrovňové kryptování pro multi-úrovňové řízení přístupu

11 Federated Mission Networking (FMN)
Stand Alone Network Αυτόνομο Δίκτυο Autonome réseau Bağımsız Ağ

12 AMN is an intentional and practical application of NNEC and consists of the ISAF Secret network as the core with multiple national extensions. Individual activities required to be conducted by AMN Member nations in order to join the AMN include: Integrate national networks with the Afghanistan Mission Network connecting through Network Interconnection Points (NIP) Migrate core services (e.g. , web and chat), key Functional Area Systems and other relevant applications from national C2 neworks onto the Afghanistan Mission Network Standup the Afghanistan Mission Network as the primary C5ISR Network for national units at the Regional Commands and Task Force level Exchange common dataset at all levels of command Provide input to and consume one theatre common operational picture The following principles guide the development of the AMN: Within the AMN there are no "Guards" or Information Exchange Gateways (IEGs) to restrict information exchange Nations train and equip to NATO standards (NNEC technical and data attributes): intended Effect: Resource optimization National forces utilize NATO and Open standards for federating networks, enabling the sharing of information via interoparable interfaces, thus generating increased force effectiveness and efficiency "New" capabilities brought to the AMN are being vetted by a central authority (Change Advisory Board) to ensure viability of the network and synchronized change management. Information Exchange Gateways or guard WILL exist between the AMN enclave and those networks that are not part of the AMN. NATO is responsible for the AMN Core (ISAF Secret) to NATO Secret and the ANSF connections. If desired, nations with national extension could connect with their respective national secret nets, in compliance with NATO Security and Information Assurance Policy and Standards. The current AMN Network Composition includes the following extensions: the American CENTRIXS-ISAF, the British OVERTASK, the Italian CAESARNet and the Canadian LCSS-ISAF. By July 2011 it is also forseen that the German JCCIS, the Spanish SIMACET, the Norwegian FISBasisIS and the French SICF have joined the Afghanistan Mission Network. The AMN remains open for all ISAF Troop Contributing Nations to join. Nations (or NATO) desiring to modify (add, upgrade or update) Network Configurations, Core Services, Functional Area Systems or Collaboration tools on respective AMN enclaves must do so in coordination with the AMN Network Operations Center (AMNOC) to ensure no loss of capability or interoperability across AMN. Collocation of NATO ISAF Secret and national AMN Extension NETOPS Centers provides a quick response synergy and collaborative trouble shooting and change management environment. This includes Help Desk support activities. Over time, the AMN will minimize, but not eliminate so called "air gapping" which are manual information exchange and transfer processes between different security domains and national networks. In addition it will also limit the so called "editing for release" of information passed between different security domains which significantly slows or totally impedes seemless data and information exchange at all levels of command within ISAF forces. Forces operating next to each other will be able to communicate and collaborate, resulting in coherent, coordinated and deconflicted mission execution. Initial Operational Capability The AMN has achieved it's Initial Operational Capability (IOC) in July 2010, it currently hosts ~55,000 users and is growing rapidly. Full Operational Capability Full Operational Capability (FOC) is achieved when: AMN has replaced national mission networks as the primary network at all levels AMN is primary C5ISR network for all coalition ISAF forces All data and information residing or created on AMN is directly releasable to any ISAF partner All information systems are fully operational on the AMN and interoperability opportunities offered by AMN IOC have begun to be exploited. Integrated AMN Network Operations (NETOPS) Centres have been established where NETOPS for ISAF Secret and all National Extension is conducted collaboratively The operational requirement for enhancing the reliability and interoperability mechanisms of the AMN Core (ISAF SECRET) is documented in CUR 422-ACO-CIS Version 2 FOC. This requirements document was endorsed by the ACO Crisis Management Review Board (CMRB) on 18 August 2010 and is currently staffed at NATO HQ and NC3A.

13 FMN Posun od vzájemného propojení samostatných národních enkláv k federativnímu uspořádání, kdy každý „FMN ready“ účastník přispívá k vytvoření homogenní sítě se shodnými politikami, procesy, pracovními postupy a úrovní informační bezpečnosti. Option A - Mission Network Element. A Mission Network Element (MNE) contains Networking and Information Infrastructure (NII) and services for self-provisioning, including sufficient mission essential services. A Mission Network participant that contributes a MNE will be able to provide interconnection to Option B participants as required, and may provide mission essential services to specific Option B and Option C participants if appropriate bi-lateral agreements have been established. b. Option B - Mission Network Extension. A Mission Network eXtension (MNX) contains infrastructure and services for self-provisioning, but may not include sufficient mission essential services. A Mission Network participant that contributes a MNX may be provided with mission essential services from an Option A participant if appropriate bi-lateral agreements have been established. c. Option C - Hosted User. A Hosted User is a Mission Network participant that is not able to provide infrastructure and services for self-provisioning. This participant will typically be embedded in an MNE or an MNX per appropriate bi-lateral agreements. d. Option Z - Other Entities. Participants other than the ones described above enable the exchange of selected information products. These participants are not an integral part of the network, nor are they subject to FMN Framework requirements. Interconnection and information exchanges with these participants will be determined by Option A and Option B participants on a case-by-case basis. An Option Z interconnection typically involves the use of information exchange gateways. Možnost A – MNE Možnost B – MNX Možnost C – HU Možnost Z - ostatní

14 FMN a pozice AČR Záměr Být FMN ready
tým rozpracoval návrhy pro variantu A a B

15 Cyber defence Kybernetický útok může dosáhnout úrovně, kdy ohrozí národní a Euro-Atlantickou prosperitu, bezpečnost a stabilitu. Jeho dopad může být pro moderní společnost stejně zničující jako útok konvenční. Potvrzujeme, že CD je součástí hlavních úkolů kolektivní obrany. Rozhodnutí k uplatnění článku 5 WT bude přijato NAC-em případ od případu. (čl. 72, Deklarace NATO summit, Wales 2014)

16 CD Policy Ochrana vlastních KIS NATO + národních systémů kritických pro mise NATO Asistence členům Aliance na principu solidarity Zodpovědnost členských zemí za ochranu vlastních sítí Integrace CD do operací a operačního plánování Informovanost, vzdělávání, školení a cvičení Rozvoj schopností Partnerství Členy NATO Mezinárodní organizace Kooperace se soukromým sektorem NATO Policy on Cyber Defence In order to keep abreast with the rapidly changing threat landscape and maintain a robust cyber defence, NATO has adopted a new enhanced policy and its action plan, which was endorsed by Allies at the Wales Summit in September The policy establishes that cyber defence is part of the Alliance’s core task of collective defence, confirms that international law applies in cyberspace and intensifies NATO’s cooperation with industry. The top priority is the protection of the communications systems owned and operated by the Alliance. The new policy also reflects Allied decisions on issues such as streamlined cyber defence governance, procedures for assistance to Allied countries, and the integration of cyber defence into operational planning (including civil emergency planning). Further, the policy defines ways to take awareness, education, training and exercise activities forward, and encourages further progress in various cooperation initiatives, including those with partner countries and international organisations. It also foresees boosting NATO’s cooperation with industry based on information sharing and cooperative supply chain management. Just as President Obama was outlining plans to strengthen cyber-security in the US, the Twitter and YouTube accounts of the US military command for the Middle East and Asia were both being used as platforms for IS propaganda. But let's not get too hysterical about this incident - the hacking was a PR disaster, but not a major breach of America's cyber defences.

17 CD Policy Kooperace se soukromým sektorem
Soukromý sektor je klíčovým hráčem pro dosažení hlavních cílů Sdílení informací o útocích a zranitelnostech Posílení spolupráce s průmyslem bude probíhat v rámci „NATO Industry Cyber Partnership“ (NICP) Soukromý sektor je klíčovým hráčem pro dosažení hlavních cílů Kooperace při sdílení informací o útocích a zranitelnostech se soukromým sektorem přispěje k posílení odolnosti sítí a pomůže s prevencí, schopností reakce a „recovery“ procesem po útoku Posílení spolupráce s průmyslem bude probíhat v rámci „NATO Industry Cyber Partnership“ (NICP) Iniciativa schválena na Summitu ve Walesu a představena na NIAS konferenci v Monsu v říjnu 2014 NICP bude usměrňovat tvorbu dobrovolných závazků mezi NATO a průmyslem na základě stávajících struktur, což zahrnuje NATO prvky, národní CERTy a zástupce národních průmyslů NICP vytvoří fórum zaměřené na zkvalitňování NATO CD Cooperating with industry The private sector is a key player in cyberspace, and technological innovations and expertise from the private sector are crucial to enable NATO and Allied countries to mount an effective cyber defence. Via the NATO Industry Cyber Partnership (NICP), NATO and Allies will work to reinforce their relationships with industry. The principal aim of the NICP will be to facilitate voluntary engagement between NATO and industry. This partnership will rely on existing structures and will include NATO entities, national Computer Emergency Response Teams (CERTs) and NATO member countries’ industry representatives.

18 CD action plan zapracování problematiky CD do všech úrovní plánování NATO sdílení schopností a zkušeností společné vzdělávání odborníků CD (jednotlivé úkoly byly přiděleny zpracovatelům a první výstupy jsou očekávány na jednání ministrů obran v únoru 2015)

19 IT modernizace

20 IT Modernizace – důvody projektu
Fragmentovaná infrastruktura, různorodost HW i SW Omezená možnost centrální správy Omezená schopnost obnovy po incidentu (disaster recovery) Omezená schopnost podpory uživatelů Neefektivní vynakládání fin. prostředků Zastaralá technologie Enormní požadavky na lidské zdroje The current IT infrastructure is highly fragmented and consists of a large variety of hardware and software, This distributed and highly heterogeneous infrastructure makes it difficult to centrally manage, There is limited Disaster Recovery capability, Infrastructure capacity is closely coupled to user locations, and not managed as an enterprise resource; this limits the ability to flexibly support users, and the ability to provision services rapidly, Service metrics and costs are ill understood, making a transparent customer funding model problematic, There is significant underutilization of overall capacity (inefficiency), The widely distributed, heterogeneous architecture, provides a large surface for cyber-attacks, which leads to greater security risks, Significant levels of equipment are nearing, or are past, end-of-life, and Support of the infrastructure is highly manpower intensive.

21 ITM záměr řešení Závěr studie
Modernizace a transformace Jednotná správa + vrstva umožňující konektivitu do operací Minimální kombinace HW Zvýšený podíl virtualizace Využití cloudových technologií Progresivní systém odstraňování závad /disaster recovery/ IA a CD jsou neodmyslitelnou součástí projektu. Provést celkovou modernizaci IT infrastruktury ve 4 vlnách (2014 – 2020) v předpokládaném objemu téměř 184 M Euro Předpoklad realizace 1. vlny v období v celkovém objemu až 60 M Euro,

22 Obsah 1. vlny Vybudování nových DC
Modernizace operačních center služeb a Servis desk Vybudování rozšířených a modernizace standartních uzlů Zajištění klientských služeb (infrastruktura i KZ) Konsolidace a centralizace core služeb Centralizace uživatelských aplikací

23 C4ISR = JISR Synchronizace a integrace operačních a zpravodajských schopností a aktivit se zaměřením na včasné poskytování informací k podpoře rozhodovacího procesu. Zajištění integrace NATO a národních ISR kapacit, politik, postupů a systémů pro zajištění informační podpory velitelům od strategické po taktickou úroveň.

24 JISR nové příležitosti a výzvy
Asymetrické konflikty budou i nadále realitou Ochrana proti IED bude mít nadále prioritu Výzvy v oblasti HUMINT a Biometriky Mezinárodní spolupráce a partnerství Problematika spolupráce NATO Nations & Non-NATO Nations Partnerství a spolupráce s průmyslem Požadavky na společně vyvíjené systémy, společné postupy a plug and play architektury Oblast CIMIC Interoperabilita mezi národními a NATO ISR Společně odsouhlasené standardy (STANAGS), protokoly a postupy – Národní systémy Pravidla výměny a sdílení ISR informací Úroveň zpracování „Intel“ dat Problematika datových sítí a uchovávání/archivace dat Požadavky na zkracování procesů analyzování dat s využitím podpory automatizace Propojování domén a potřeba kybernetických řešení

25 Projekty v gesci NCIA na období 2014 +

26 Cyber Security Mr Ian West € 65MEuro

27 NATO Public Key Infrastructure
Project Name: NATO Public Key Infrastructure Funding Range: €12M Timeline: IFB Release Q4 2014 POC: Mr Frederic Jordan Phone:

28 Podpora projektu „Cyber Defence Capability Development“
Work Package 1 Technical Information Sharing WP 2 Cyber Defence Situational Awareness Funding Range: €2-3M Timeline: POC: Mr Frederic Jordan Phone: WP 3 Distributed Multi-sensor Collection and Correlation Infrastructure

29 Cyber Security Data Exchange and Collaboration Infrastructure (CDXI)
Project Name: CDXI Funding Range: €6-8 M Timeline: POC: Mr Frederic Jordan Phone:

30 Core Enterprise Services
Ms Lillian Rossini € 77M Project IFB Timeline Estimated Value NATO Information Portal 1Q € 4M P90 – Provide NATO Messaging Service 2Q € 11M P93 – Provide Unified Communication & Collaboration Services 2Q € 9M P94 – Provide Web Enabling Services 1Q € 13M P95 – Provide Information Administration Services 2Q € 12M P99 – Upgrade Enterprise Directory Services 1Q € 11M P100 – Upgrade Information Portal Services 1Q € 9M P102 – Information Exchange Services 1Q € 8M

31 Communication Infrastructure Services Mr Malcolm Green € 618M
Project Estimated Value IFB Timeline NATO Communication Infrastructure (NCI) 2Q 2014 € 50M NATO SATCOM 2017 € 500M DCIS for Small NRF HQs € 44M

32 NATO Deployable CIS – DCIS for Small NRF HQs
Scope IFB2 will augment IFB1 and will deliver: DCIS for Small NRF HQs (6 HQs); Transmission elements ( 6 x TSGTs); Satellite Broadcast System (6 hubs and 12 spokes); Small DCIS kits for the Operational Liaison and Reconnaissance Teams (13 kits). 44 Meuro 2 Q 2014

33 Projekty v rámci JISR

34 AGS CIS Integration Integrace prvků AGS do infrastrury KIS NATO
Zajištění přidružených systémů, služeb a infrastruktury Investment: ~ €21M CIS ~ €250M SATCOM Business Case (TBCE): 3Q2015 Invitation to Bid: 1Q POC: Mr Gokhan Alptekin Phone:

35 CORE GIS Přírustek 1 Vývoj prototypu k nahrazení a rozšíření stávajícího řešení Přírustek 2 –Industrialisace NIRIS (near real-time data distribution) –Doplnění funkcionalit CIMIC, Operační plánování, Psychologické operace CORE GIS Přírustek 3 Investment: ~€10M Business Case (TBCE): April 2014 Invitation to Bid: 4Q2014 POC: Mr John Teufert Phone:

36 NRF C-IED ECMs Fáze 1 Phase 2
–Detekční systémy k detekci výbušnin ve vozidle –Detekční systémy k prohlížení osob a zavazadel –Elektronické rušiče proti rádiem odpalovaným výbušným systémům (RCIED) •3 Vehicle ECM’s – armoured vehicles •3 Static ECM for use at Entry Control points Phase 2 –rozšíření elektronických rušičů proti RCIED NRF C-IED Investment: ~€8M Phase 1 ~€7M Phase 2 NOI Out Invitation to Bid: 2Q2014 POC: Mr Franco Fiore Phone:

37 Projekty Air C2

38 ACCS Software-Based Elements
Rozsah Pořízení HW a SW, hlasové komunikace, zařízaní Link 11, crypto materiál. Project: Capability Package 5A0109 Addendum 2 Funding Range: 70 M€ (75% NATO common and 25% national funding) Timeline: POC: Dr Tibor Papp Phone: +32 (0)

39 ACCS Support Rozsah Podpora uživatele Operační podpora:
system status and statistics, interoperability, management of operational database; Technická podpora: system, safety, security, software, data, hardware, deployable equipment, obsolescence and documentation. Project: Capability Package 5A0109 Funding Range: ~ 40 M€ Timeline: POC: Mr Michael Stoltz Phone: +32 (0)

40 CP 5A0109 Addendum 3 Project: Capability Package 5A0109 Addendum 3
Funding Range: ~ 170 M€ Timeline: 2015 POC: Dr Pascal Trouvé Phone: +32 (0) 15 projektů dostavby a modernizace systémů

41 BMD Key Project Data Key Project Data Project Name: BMD SE&I
Projects: 0VA03019 & 0VA03020 Funding Range: €70M (w/options) POC: Mr Alessandro Pera Phone: Key Project Data Project Name: several Projects: several Funding Range: €400M POC: Mr Alessandro Pera Phone:

42 Project Triton (Maritime C2)
Project Triton - Spiral 1 Replacement of MCCIS functionality Operational-level maritime C2 Maritime situational awareness Replacement of MSA prototype (BRITE) Recognised maritime picture (RMP) Water space management and prevention of mutual interference Interoperability with national systems Static and deployable hardware (10 sites plus standing naval maritime groups) Project Triton Spiral 1 Investment: ~€15.5M Business Case (TBCE): August 2013 Invitation to Bid: December 2014 POC: Mr Bruce MacLennan Phone:

43 Jak obchodovat s NATO? NATO recognises the importance of inclusive, sustainable, innovative, and globally competitive defence industries, which include small and medium-sized enterprises, to develop and sustain national defence capabilities and the defence technological and industrial base in the whole of Europe and in North America. (Wales Summit Declaration, čl. 74) Myšlenka zapojit malé a středně velké podniky do zakázek pro NATO – Bukurešť 2014 Myšlenka zdůrazněna NATO Summit Wales 2014

44 How to do business with NATO?
Especially for Small and Medium firms Patiently – 28 nations involved in the decisions. Start small - think long term. Obtain a Basic Ordering Agreement. Opportunities for teaming with others: Subcontractor, New opportunities through full life cycle acquisition, maintenance, training, consultancy Know your National Delegation team and your NATEX in the Agency: Getting on the Bidder’s List for ICBs. (International Competitive Bid) Getting information on the ICBs Bidders lists for possible subcontracting opportunities. Follow the ‘Industry’ section on NCI Agency website ( Bulletin Board). Follow the NCI Agency on Twitter: NCIAAcquisition. Register on the NCI Agency ACQ Website Current Suppliers List (currently only BOA holders) MGEN (rtd) Koen Gijsbers General Manager A BOA is defined as a two-stage contracting procedure whereby a framework contract, specifying all basic contract provisions, including the pricing methodology, is negotiated and placed with a potential supplier for a specified range of goods and services against which retail quantities can be ordered, on a competitive basis, at a later stage. International Competitive Bidding (ICB) is the standard procurement method, and competitions following this procedure are formally announced on the Bulletin Board by a so-called Notification of Intent (NOI). The NOI which contains details on the evaluation method, procurement timelines and technical requirements can be downloaded directly from the Bulletin Board. All nominations in respect of ICBs need to be processed by potential Bidders through their National Authorities or National Delegations to NATO, who will provide the requisite Declaration of Eligibility (DoE) enabling the NCI Agency to include the company to the Bidders List.

45 Příklady úspěšné spolupráce
Společnost ERA dodá Severoatlantické alianci dva mobilní systémy pasivního sledování Věra nové generace za 434 milionů korun. Vyhrála mezinárodní výběrové řízení, do kterého se přihlásilo 28 firem z deseti aliančních zemí. , ČTK INTRIPLE a.s., MP pro TEMPEST

46 NCI Agency Acquisition Website

47 ​MGEN (rtd) Koen Gijsbers General Manager
NATO Communications and Information Agency Bâtiment Z Avenue du Bourget 140 1110 Brussels, Belgium Tel : Fax : ​MGEN (rtd) Koen Gijsbers General Manager

48 Kontakty GM s partnery C4ISR Industry Conference – Bukurešť (Rumunsko) Belgický premiér Elio Di Rupo na NIAS 2014 v Monsu ( ) účast na Industrial Forum v Sofii (Bulharsko), pod záštitou presidenta Bulharské republiky, Rosena Plevnelieva. GM jedná s representací MO Švédska ve Stokholmu. ředitel rozvoje služeb Informačních systémů a služeb VB Mr Gerry Cantwell navšívil NCIA v Bruselu. ​ NATO Industry day – Chorvatsko návštěva MO Německa Madrid (NCIA + AFCEA konference)

49 Děkuji za pozornost