NATO’s
Science and Technology Organisation
NATO EXECUTIVE DEVELOPMENT PROGRAMME
NATO HQ - VTC, 15 JANUARY 2013
Albert HUSNIAUX (Major General BEL AF)
NATO Chief Scientist
Science and Technology Board Chairman
NEDP - NATO HQ - VTC – 15 Jan 2013
NATO UNCLASSIFIED
Slide 1
Outline
• The new NATO S&T Organisation (STO)
• Programme of Work generation
– The Centre for Maritime Research and
Experimentation
– STO’s Collaborative S&T network, supported by its
Support Office
• Challenges
• Contact information
• Conclusions
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Slide 2
The new NATO S&T Organisation
(STO)
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Slide 3
NATO’s Science & Technology Organization (STO)
• Established on 1 July 2012 as the
outcome of NATO S&T Reform
• Successor to the former NATO
Undersea Research Centre (NURC)
and the NATO Research & Technology
Organisation (RTO), combining their
expertise and legacy of over 60 years
• Establishing a NATO Chief Scientist
position
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Slide 4
Drivers of the NATO S&T Reform
• The scarcity of resources
– NATO’s reforms
• The difference S&T makes in today’s strategic context
– Global, complex, interdependent, speed
• The need to extract more value out of NATO S&T
– A NATO wide approach: unified governance of NATO S&T
• NATO S&T Strategy, priorities, coordination, synergy
– More visibility, more accessibility, more imbrication in the
processes and the decision making
• Permanent S&T presence and leadership in the HQ: NATO Chief
Scientist and Office
• “Demand-Supply’ dialogue: managing expectations
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Slide 5
Mission (Charter, 19 June 2012)
• To help position the Nations’ and NATO’s S&T
investments as a strategic enabler of the knowledge
and technology advantage for the defence and security
posture of NATO Nations and partner Nations, by:
– Conducting and promoting S&T activities that augment and
leverage the (S&T) capabilities and programmes of the Alliance, of
the NATO Nations and the partner Nations [...]
– Contributing to NATO’s ability to enable and influence security- and
defence-related capability development and threat mitigation [...]
– Supporting decision-making in the NATO Nations and NATO
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Slide 6
NATO S&T Unified Governance: NATO S&T Strategy
Strategic and
Operational Decisions
Knowledge,
Analysis, and Advice
Networks of
National and NATO
S&T Subject Matter Experts
Capability
Development
Military Operations
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Consultation and
Partnerships
Security Dialogue
and Cooperation
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Slide 7
The Science and Technology Organisation
• S&T Programme delivery
– Nations’ and NATO bodies’ network of Scientists and
Engineers, delivering through a collaborative business
model
• Scientific and technical committees, composed of subject matter
experts, supported by a Collaborative S&T Support Office (CSO)
– NATO’s Research and Experimentation Centre
• Centre for Maritime Research and Experimentation (CMRE)
• NATO S&T and STO governance and leadership
– Governance is vested in the Science and Technology Board
– Leadership is exercised by the Chief Scientist, Chair of the
S&T Board and Scientific Advisor to NATO leadership
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Slide 8
Programme of Work Delivery
A Lab
The in-house delivery business
model: a dedicated STO
executive body, having its own
personnel, specific capabilities
and infrastructure, customerfunded
A network for Nations and of (by)
Nations
The collaborative business model: a
forum where Nations elect to share
national resources to conduct
cooperative research (supported by a
NATO body)
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Slide 9
Value Added
• A Nation:
– “The value of the existence of the STO is within
the Nations”
• Through the network, making the Nation and thus
NATO stronger
• Consider the STO as a lever, a multiplier, ...
– The STO is not “the Research Institute of NATO”
• ... With the exception of the CMRE, which is a NATO
Centre for Research and Experimentation
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Slide 10
NORTH ATLANTIC COUNCIL
MC
Science and Technology Board
1
Board
OCS
CNAD
NATO HQ
Max. 10
Max. 0.7 M€
Collaborative S&T Business Model
2
Business
Models
Technical Committees (Panels/Group)
CSO
Neuilly
51
5.5 M€
In House Delivery Business Model
3
Exec
Bodies
CMRE
La Spezia
150
26.6 M€
Science and Technology Organisation
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Slide 11
STO deliverables
Collaborative S&T
Network
Network, delivering validated
knowledge and information for
Defence and Security
Reports &
Standards
Technology
Demonstrations
Educational
Opportunities
Toolbox:
• Task Groups
• Workshops
• Symposia
• Lecture Series
• Specialists’
Meetings
• Technical Courses
• Exploratory Teams
• Specialists’ Teams
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Centre for Maritime
Research and Experimentation
Innovative and field-tested S&T
solutions to address the defence
and security needs of the Alliance
Core Research
and
Experimentation
Capability
Development
Talent
Development
Portfolio:
• Autonomous
• Environmental
Security
Knowledge and
Networks
Operational
• Active Sonar Risk Effectiveness
Mitigation
• Ocean
• Exploring Future
Engineering
Technologies
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Slide 12
Expertise
• Centre for Maritime Research and Experimentation
– Maritime, and particularly the undersea; may extrapolate
into other domains to meet customers’ demands
• STO Technical Committees (Panels-Group)
–
–
–
–
–
–
–
Applied Vehicle Technology
Human Factors and Medicine
Information Systems Technology
Modelling and Simulation
Systems Concepts and Integration
System Analysis and Studies
Sensors and Electronics Technology
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Slide 13
The STO in NATO
North Atlantic Council
C3B
C&I-ASB
C3B
CaPs
NATO C&I
Agency
Political & Partnership
Committee
Non-NATO
“S&T partners”
STO
One Board
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LC
Science for Peace &
Security Programme
Allied Command
Transformation
Conference of
National Armament
Directors
Military
Committee
COMEDS
NATO Army
Armaments Group
S&T Board
NATO Naval
Armaments Group
STO
OCS
NATO Air Force
Armaments Group
Collaborative
S&T
CSO
NATO Industrial
Advisory Group
In-house S&T
CMRE
Two Business Models
NATO UNCLASSIFIED
Three Executive Bodies
Slide 14
Technology Readiness Levels’ Spectrum
Technology Readiness Level (TRL)
1
2
3
4
Concept
Refinement
5
6
7
Technology
System
Development
Prototyping
&
Development
Demonstration
Fundamental
&
Applied Research
8
Production
&
Development
9
Operations
&
Support
Main Armament Groups
Science for Peace & Security
STO/CSO
ACT
STO/CMRE
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NCIA
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Slide 15
Programme of Work
• Very broad scope
– From “Traditional” technology to “Human Factors”
– From “Conceptual/systems” thinking to “support
to delivering hardware”
– From the (very) long term to the shorter term
– From the “physical space” (air, land, sea ...) to the
virtual space (cyberspace)
– ...
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Slide 16
Welcoming Partners
• Revised Cooperation Policy in accordance with NATO Partnership
Policy
• Collaborative S&T: Flexible Formats + targeted approach
– Partner hosting meetings and holding leadership in several activities
(3 currently)
– As of March 2012, among over 165 on-going CSO activities:
•
75% open to Partnership for Peace (PfP)
30% open to Mediterranean Dialogue (MD)
– Cooperation Programme with Partners: a Partnership Work
Programme is distributed to the PfP missions to NATO in the fall
– This allows Partners to participate in:
•
•
•
Joint sessions of the RTB and Panels with Partners
RTO Technical Teams, Symposia, etc.
• Partners are potential CMRE customers, for S&T activities in line
with NATO policies
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Slide 17
Engaging with Industry: NATO’s initiatives
• Engagement with Industry is high on NATO’s
agenda:
– ACT’s Industry Day (started in 2004)
– NIAG Initiatives: TADIC (Trans-Atlantic Defence
Technological and Industrial Cooperation )
Conferences (last one in Oct 2011)
– RUSI Conference (March 2012)
– Specifically on S&T matters: STB Roundtable on “early
engagement with Industry” (March 2012)
– 2012: first NATO Industry Day (ACT & Defence
Investment Division)
– Smart Defence and Connected Forces Initiative
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Slide 18
NATO S&T Unified Governance: NATO S&T priorities
• “Push-Pull” – STB leadership
• Drivers/lists
– Military requirements (important role for Allied
Command Transformation)
– Hard Problems
– Emerging/emerged Disruptive Technologies
• “Game Changers”
• To be updated
– S&T Strategy and S&T Strategy implementation
first
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Slide 19
The Centre for Maritime
Research and Experimentation
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Slide 20
Centre for
Maritime Research and Experimentation
•… organizes and executes a customer-funded
programme of scientific research and technology
development centred on the maritime domain, and
focused on solutions for the defence and security needs
of the Alliance
•It will sustain its core capabilities in the maritime, and
particularly the undersea, domain and, conformant with
STB policy guidance, may extrapolate into other domains
to meet customers’ demands
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Slide 21
CMRE
• A Centre where scientists and
engineers gather to collaborate on
maritime research priorities of the
NATO Nations
• A Centre where the nations pool
their equity in specialized, sea-going
platforms, and share the costs,
efforts, data and results of a
maritime research programme
• A place and a programme to
develop, demonstrate, and de-risk
emerging maritime technology
SMART DEFENCE
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Slide 22
Collaboration At Sea
R/V ALLIANCE
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R/V LEONARDO
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Slide 23
Portfolio
• The CMRE programme of work for NATO Allied
Command Transformation, is organized into a
portfolio of four program areas:
– Cooperative Anti-Submarine Warfare
– Autonomous Naval Mine Countermeasures
– Environmental Knowledge and Operational
Effectiveness
– Maritime Security and awareness , Harbor and
port protection, and modeling and simulation
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Slide 24
The CMRE Team
• Highly-skilled interdisciplinary professionals
– recruited from NATO nations.
– physicists, engineers, mathematicians
• Specialists in sea-going experimentation,
– Over 50 years experience preparing instrumentation and performing
controlled measurements at sea
• Unique expertise in research, development, testing and
evaluation of ocean and maritime concepts and equipment.
• Visiting Scientists and Joint Research Programs
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Slide 25
CMRE Core Competencies
• Oceanographic instrumentation,
platforms, and systems
• Underwater acoustics
• Sensors and signal processing
• Hydrographic systems
• Ocean prediction
• Ocean physics
• Portable sensors in the maritime
domain
• Autonomy in the maritime domain
• Sonars, transducers, and arrays
• Computation and data management
• Ocean engineering
• Underwater communications
engineering
• Seagoing capability
• Exploitation of remote sensing at sea
• Modeling and simulation in the
maritime domain
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• Operations research
• AUVs, USVs and gliders
• Calibration
NATO UNCLASSIFIED
Slide 26
NATO’s Collaborative S&T:
A Network
for Nations and of (by) Nations
supported by the CSO
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Slide 27
Collaborative NATO S&T Business Model
JWC,
JFTC
ACT
ACT
CE
AC0
Nation
NATO
C&I
Agency
Rep.
NETWORK
HUB
=
STO-CSO
Nation
Member
(Req)
Nation
SMART DEFENCE
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Nation
Member
(IND)
(AC)
C&IO
Nation
Member
(Ops)
Nation
Member
(S&T)
MAGs
Member
NATO UNCLASSIFIED
Nation
Nation
MAGs-NIAG
Slide 28
PoW: Stability & Control prediction methods
• AVT-161: Assessment of Reliable Stability & Control Prediction Methods for
NATO Air Vehicles and Sea Vehicles (2009-2012)
• AVT-216: Evaluation of Prediction Methods for Ship Maneuvering and Control
(follow-on)
• Objectives: Assess the state-of-the-art in computational
fluid dynamics methods
• RESOURCES funded by 15 Nations
• Labour Cost for 25 active participants (over 3 years)
• Transportation & Shipment Cost
• Production Cost of Wind Tunnel Model
• Wind Tunnel Test Facilities (2 x Europe, 1 x USA)
• RESOURCES (direct) funded by NATO
• Editorial & Publication Services, Panel Support
•
Research Results are available to all NATO Nations!
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Slide 29
Deliverables: Collaborative S&T
Toolbox:
•
Network delivering validated knowledge and
information for Defence and Security
SY: Symposia (>100 people, 3-4
days)
•
SM: Specialists’ Meetings (<100
people, 2-3 days )
•
WS: Workshops (selected
participation, 2-3 days)
Reports &
Standards
Technology
Demonstrations
Educational
Opportunities
•
TG: Task Groups (study group, 3
years max.)
•
LS: Lecture Series (junior and
mid-level scientists)
A Knowledge & Information Base
for NATO and the Nations
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•
TC: Technical Courses
•
ST: Specialists’ Teams (quick
reaction)
•
ET: Exploratory Teams
Slide 30
Participation Trends
Total # Activities per Nation
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Slide 31
Challenges
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Slide 32
Transition Plan and Phases
• Three Phases
– Consolidation Phase (until 31 Dec 2012)
– Rationalisation Phase (1 Jan 2013 - Jul 2014 - TBC)
– Optimization Phase (Jul 2014 - Jul 2015)
• Phase 1 – Consolidation Phase
–
–
–
–
–
STO stand-up by 1 July 2012
Achieve a “steady state” by the end of 2012
Deliver a CMRE Business Plan by the end of 2012
Deliver a NATO S&T Strategy by the end of 2012
Deliver an Operational Research and Analysis Study by
the end of 2012
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Slide 33
Transition Plan and Phases
• Phase 2: rationalization phase (1 Jan 2013 –
July 2014, TBC)
– Transition the CMRE to its new business model;
– Implement the decisions pertaining to the ORA
study
– Implement the NATO S&T Strategy
– Conduct the “further consolidation” study asked
for by the Nations
• Do we need to push the S&T Reform further?
• Timelines for this phase need to be confirmed
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Slide 34
Transition Plan and Phases
• Phase 3 – Optimization phase (Jul 14, Jul 15, TBC)
– Optimize the measures of the rationalization phase.
– Implement the decisions pertaining to the “further
consolidation” study.
– Lessons learned from the first two years, the
conclusions of the “further consolidation” study and
the overall requirements from ongoing NATO reforms
will drive this phase
• Timelines for this phase need to be confirmed
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Slide 35
Challenges
• S&T Reform challenges - STB
– Implementation of the governance of the STO
– Implementation of unified governance of NATO S&T (inter alia
delivering the NATO S&T strategy and the specific studies)
– Definition of the mandate/accountabilities/empowerment of
the Chief Scientist
– Implement transition while preserving S&T delivery to the
Nations and to NATO
• S&T Reform challenges - Chief Scientist
– Definition and implementation of the ISPE of his office (Budget,
funding and staffing)
– Definition and implementation of the Senior Scientific Advisor
role
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Slide 36
Challenges
• S&T Reform challenges - CMRE
– Shift in command relationship from ACT to the governance
context of the STO
– Shift from the Paris Protocol to the Ottawa Agreement
– Shift from common funding to customer funding
– Definition and implementation of the ISPE and the Personnel
Establishment
– Evolution of the Business Model (and Customer Portfolio)
– New Host Nation Agreements and Memoranda of Agreement
– Ownership, funding and flagging of the Research Vessels
• S&T Reform challenges - CSO
– Definition and implementation of the ISPE
– Collaborative Programme of Work (PoW) connection to other
NATO S&T PoW (e. g. SPSP, CMRE)/stakeholders’ objectives
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Slide 37
NATO Chief Scientist’s Mandate (draft)
• Objectives (expectations):
– Achieve a successful transition
– Position the Chief Scientist to be influential at
senior levels
– Identify a realistic level of ambition for NATO S&T
– Increase the effectiveness and the efficiency of
NATO S&T and implement continuous
improvement
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Slide 38
Deliverables: 2012-2013 picture
1 Jan
12
1 Jul
12
1 Jan
13
1 Jul
13
1 Jan
14
1 Jul
14
STO Charter
NATO S&T Strategy
CMRE 2013 Business Plan
NATO S&T Strategy - Implementation
?
CMRE 2014 Business Plan
Maritime S&T Business Plan
ORA Study
ORA Study - Implementation
Research Vessels Study Research Vessels - Impl
?
?
Governance Implementation
Programmes of Work
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Slide 39
Stay in touch ...
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Slide 40
www.sto.nato.int
www.cso.nato.int
General info
News
www.cmre.nato.int
Social media
General info
Events
Scientific Reports
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Slide 41
Contact information
• A full-time presence of the Chief Scientist and his
Office at NATO HQ
[PoC @ OCS: dotoli.pierpaolo@hq.nato.int]
• The NATO Collaborative S&T Programme:
building on/accessing Nations’ S&T
[PoC @ CSO: philippe.soete@cso.nato.int]
• CMRE’s capabilities can be used by single NATO
nations as customers
[PoC @ CMRE: miller@cmre.nato.int ]
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Slide 42
Conclusions
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Slide 43
Conclusions
• The World is complex and increasingly interdependent, creating
new challenges for Nations and NATO
• NATO S&T makes the difference, by commonly addressing and
anticipating security and defence needs of the Alliance and its
member nations
• The STO (either the Collaborative program or the CMRE) provides
an attractive framework: all stakeholders can extract/leverage value
out of NATO S&T, using interaction mechanisms having proved their
effectiveness
• The NATO S&T Reform is an ambitious reform, with many facets,
involving Nations and involving the NATO HQ
• Expectations are high and achieving success will continue to ask for
hard work, generating and demonstrating the added value of NATO
S&T, both in the Nations and in the NATO HQ (NATO processes and
NATO decision making)
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Slide 44
Thank you for your attention
“ Scientific results cannot be used
efficiently by soldiers who have no
understanding of them, and scientists
cannot produce results useful for
warfare without an understanding of
the operations.”
Theodore von Kármán (1881-1963)
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Slide 45
Your briefer
•
•
•
•
•
•
•
Albert Husniaux (Major General BEL AF)
NATO Chief Scientist
Chairman of the S&T Board
NATO HQ, Brussels
Tel PA: + 32 2 707 1904
Direct: + 32 2 707 1919
Email: husniaux.albert@hq.nato.int
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Slide 46