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<title>Center for Strategic Decision Research, Peter Struck, Michele Alliot-Marie, General George Joulwan, SACEUR, General James L. Jones, SHAPE, NATO, EU, BDLI, ILA, EADS, Northrop Grumman, Under Secretary Michael Wynne, Assistant Secretary Linton Wells, Ambassador William Burns, NATO Military Committee Chairman General Harald Kujat, General Dynamics, Boeing, Global Security Terrorism, Iraq, Afghanistan, Rainer Hertrich, David Stafford</title>
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<td width="66" height="68"><p><img src="../2004book/logo-kevin-web.jpg" width="60" height="66"></p> </td>
<td width="618"><div align="center"><span class="style5">16th International Workshop on Global Security - Budapest, 20-23 June 1999 <br>
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<p align="center" class="style17"><strong>Table of Contents:</strong></p>
<p class="style18"><a href="/99Book/weissingerbaylon.htm">Workshop Chairman Roger Weissinger-Baylon </a></p>
<p align="center" class="style18"><strong>Part 1</strong></p>
<p align="left" class="style18"><span class="style217"><strong><a href="/99Book/goncz.htm">Hungarian President Arpad Goncz </a></strong></span><span class="style217"><a href="/99Book/kwasniewski.htm">Polish President Aleksander Kwasniewski </a><a href="/99Book/adamkus.htm">Lithuanian President Valdas Adamkus</a></span><span class="style217"><a href="/99Book/solana.htm">NATO Secretary General Javier Solana </a><a href="/99Book/orban.htm">Hungarian Prime Minister Viktor Orban </a></span><span class="style217"><a href="/99Book/dzurinda.htm">Slovakian Prime Minister Mikulas Dzurinda </a></span><span class="style217"><a href="/99Book/majko.htm">Albanian Prime Minister Pandeli Majko </a><a href="/99Book/hamre.htm">US Dep Secretary of Defense John Hamre </a></span></p>
<p align="center" class="style18"><strong>Part 2</strong></p>
<p align="left" class="style18"><span class="style217"><a href="/99Book/vetchy.htm">Czech Defense Minister Vladimir Vetchy </a><span class="style222"><a href="/99Book/haekkerup.htm">Danish Defense Minister Hans Haekkerup </a><a href="/99Book/szabo.htm">Hungarian Defense Minister Janos Szabo</a></span></span><span class="style217"><span class="style222"><a href="/99Book/bodry.htm">Luxembourgan Defense Minister Alex Bodry </a><a href="/99Book/onyszkiewicz.htm">Polish Defense Minister Janusz Onyszkiewicz </a></span></span><span class="style219"><a href="/99Book/henderson.htm">UK Minister of State for the Armed Forces Doug Henderson </a><a href="/99Book/fasslabend.htm">Austrian Defense Minister Werner Fasslabend</a></span><span class="style219"><a href="/99Book/clark.htm">SACEUR Gen Wesley Clark</a><a href="/99Book/ellis.htm">CINC AFSOUTH Adm James Ellis</a><a href="/99Book/spiering.htm">CINC AFCENT Gen Joachim Spiering </a><a href="/99Book/skjostad.htm">AFNORTHWEST Chief of Staff Gen Odd Vincent Skjostad </a></span></p>
<p align="center" class="style18"><strong>Part 3</strong></p>
<p class="style18"><span class="style219"><a href="/99Book/geremek.htm">Polish Foreign Minister Bronislaw Geremek </a><a href="/99Book/mihailova.htm">Bulgarian Foreign Minister Nadezha Mihailova </a><a href="/99Book/kukan.htm">Slovakian Foreign Minister Eduard Kukan </a></span><span class="style209"><span class="style197"><a href="/99Book/babiuc.htm">Romanian Defense Minister Victor Babiuc</a></span><span #invalid_attr_id="10px 0px 0px 10px"><span class="style197"><a href="/99Book/luik.htm">Estonian Defense Minister Juri Luik </a></span></span></span><span class="style219"><a href="/99Book/birkavs.htm">Latvian Foreign Minister Valdis Birkavs </a></span></p>
<p align="center" class="style18"><strong>Part 4</strong></p>
<p class="style18"><span class="style219"><a href="/99Book/gansler.htm">US Under Secretary of Defense Jacques Gansler</a></span><span class="style219"><a href="/99Book/franklin.htm">BMDO Dep Director Gen Peter Franklin </a><a href="/99Book/herzog.htm">Israeli Defense Forces Strat Planning Head Gen Michael Herzog</a></span><span class="style219"><a href="/99Book/hoeper.htm">US Assist Secretary of the Army Paul Hoeper</a></span></p>
<p align="center" class="style18"><strong>Part 5</strong></p>
<p class="style18"><span class="style219"><a href="/99Book/pereiradospenedos.htm">Portuguese State Secretary Jose Rodrigues Pereira dos Penedos </a></span><span class="style219"><a href="/99Book/weston.htm">British Aerospace Chief Executive John Weston </a><a href="/99Book/zappa.htm">Alenia Aerospazio President Giorgio Zappa </a></span><span class="style219"><a href="/99Book/fernandez.htm">CASA President Alberto Fernandez </a><a href="/99Book/josefsson.htm">Celsius AB CEO Lars Josefsson </a><a href="/99Book/boyle.htm">Boeing Vice President Gen Jean Boyle </a><a href="/99Book/denker.htm">Daimler-Chrysler Aerospace Vice President Wolf-Peter Denker </a><a href="/99Book/crosby.htm">Northrop-Grumman Vice President Ralph Crosby </a><a href="/99Book/pellicci.htm">Oracle Vice President Jack Pellicci </a></span></p>
<p align="center" class="style18"><strong>Part 6</strong></p>
<p class="style18"><span class="style219"><a href="/99Book/cutileiro.htm">WEU Secretary General Jose Cutileiro </a></span><span class="style219"><a href="/99Book/tarasyuk.htm">Ukranian Foreign Min Borys Tarasyuk </a></span><span class="style219"><a href="/99Book/portillo.htm">UK Fmr Sec of State for Defense Michael Portillo </a></span><span class="style219"></span><br>
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<h1 align="center" class="style196 style26">The Role of Smaller Industries in the New Global Defense Doctrine</h1>
<p align="center" class="style8 style27">Mr. Alberto Fernández<BR>
Chairman and CEO, CASA</p>
<P ALIGN="LEFT"><FONT COLOR="#1f1a17"><span class="style24"><span class="style8"><FONT COLOR="#000000">G</FONT>lobalization is the leitmotiv of the nineties. Mass markets have turned global very rapidly, the result of increased levels of income, the explosion of information technology, the movement of capital, and the disappearance of trade barriers. Because of these changes, industry has adopted a more global configuration so that it can compete yet serve its customers efficiently. </span></span></FONT></P>
<P ALIGN="CENTER" class="style8 style27"> <B>TURNING DEFENSE INTO A GLOBAL INDUSTRY</B></P>
<P ALIGN="LEFT" class="style24 style8"><FONT COLOR="#1f1a17"> The defense arena, despite the radical changes it has experienced, has not been able to follow the pace set by the commercial markets. Few countries are able to say that “global thinking” is the basis of their defense doctrine. </FONT></P>
<P ALIGN="LEFT" class="style24 style8"><FONT COLOR="#1f1a17"> While joint defense policies between states are an intermediate step towards a global defense in the same way that industrial cooperation is a step towards a more integrated global defense industry, the overall process, both at the governmental and the industrial level, is dragging. This delay is caused by national pride and sovereignties, supply problems, cultural differences, national regulations, and employment issues, all inherent to the nature of defense and all difficult to resolve. </FONT></P>
<P ALIGN="LEFT" class="style24 style8"><FONT COLOR="#1f1a17"> But clearly there is another problem. There are very few producer countries, but consumer countries are all around the world. Or, as somebody said, there are large countries with larger and larger industries, and then there is the rest of the world with small industries. Will the small countries have to accept having their defense needs covered by the “producer” countries without any involvement of their own national industries? Will there be no life for small industries? In matters of defense it seems that small is no longer beautiful. </FONT></P>
<P ALIGN="CENTER" class="style8 style27"> <B>A PLACE FOR SMALL DEFENSE COMPANIES</B></P>
<P ALIGN="LEFT" class="style24 style8"><FONT COLOR="#1f1a17"> In Spain we believe that there is a place for small companies and that all countries should be both consumers and producers of defense products. The way to make this happen is through cooperation first and through integration eventually. In some ways we are doing this already. We are seeing all types of vertical and horizontal alliances and joint ventures that are aimed at achieving economies of scale, sharing development efforts, and improving market performance. This progressive approach has begun with limited cooperative programs and will end with strategic collaboration involving numerous nations. </FONT></P>
<P ALIGN="CENTER" class="style8 style27"> <B>The Example of CASA</B></P>
<P ALIGN="LEFT" class="style24 style8"><FONT COLOR="#1f1a17"> One example of a small business involved in partnering programs is Spain’s CASA, which would be considered small in both budget and size. After the Spanish Civil War, CASA produced the Heinkel 111, a German-designed plane under license but re-engineered with Rolls Royce Merlin engines—one of the first cases of cooperation among Germans, British, and Spaniards, though the product was never in great demand. </FONT></P>
<P ALIGN="LEFT" class="style24 style8"><FONT COLOR="#1f1a17"> At the end of the 1960s, CASA produced 70 F-5 aircraft under license from our friends at Northrop. This was a very positive experience for both parties, followed by our work designing the C-212 A/C for which Germany’s MBB designed the wing. More than 100 of these aircraft were produced by IPTN in Indonesia, helping that company become established and grow. That cooperative venture was followed by our work on the jet trainer C-101 for which MBB again designed the empennage and which was produced under license in Chile. </FONT></P>
<P ALIGN="LEFT" class="style24 style8"><FONT COLOR="#1f1a17"> Success brings more success; we next decided to design and produce the CN-235 jointly with the Indonesians. This was very successful for both companies, and the work continues today; currently there are more than 230 CN-235s flying throughout the world. A license has also been granted to produce the plane in Turkey by TAI, and they have already delivered 52 of the aircraft. </FONT></P>
<P ALIGN="LEFT" class="style24 style8"><FONT COLOR="#1f1a17"> Today we are a 13% partner in the Eurofighter, which, believe me, is a blessing to our industry. We are also a partner, since 1972, in Airbus, for which we design and produce all the tailplanes for airbus aircraft. Additionally we are working with Airbus to put together the A400M. </FONT></P>
<P ALIGN="LEFT" class="style24 style8"><FONT COLOR="#1f1a17"> All in all, approximately 90% of our business volume is done as part of some form of international cooperation; only 10% is completely done in Spain by CASA. We are a company of 7,400 employees only, so you can see that there is life—a good life—for small companies. CASA has learned that cooperation—either extended from large businesses or extended by us to other small businesses—is great business for all parties. </FONT></P>
<P ALIGN="CENTER" class="style8 style27"> <B>POLICIES AND PRIORITIES FOR INCREASED COOPERATION</B></P>
<P ALIGN="LEFT" class="style24 style8"><FONT COLOR="#1f1a17"> To make cooperation work, however, a few very important rules must be followed: </FONT></P>
<UL class="style24 style8">
<LI><FONT COLOR="#1f1a17"> Each country’s Ministry of Defense and industry must be in absolute agreement and fight for the same objectives. This is not often the case. </FONT></LI>
<LI><FONT COLOR="#1f1a17"> Everyone involved must be open-minded, tolerant, and patient. Managers must not impose their viewpoints on others; we all have to listen and understand. </FONT></LI>
<LI><FONT COLOR="#1f1a17"> While most parties’ cooperation objectives are usually different, this can still enable win-win deals. Diverse objectives are a good thing. </FONT></LI>
<LI><FONT COLOR="#1f1a17"> The parties involved should not try to do everything nor attempt to cooperate no matter what, but rather specialize and look for their niche. </FONT></LI>
</UL>
<P ALIGN="LEFT" class="style24 style8"><FONT COLOR="#1f1a17"> In addition, the aerospace industry, especially in Europe, must focus on three priorities: </FONT></P>
<UL class="style24 style8">
<LI> <span class="style28">To satisfy the customers’ requirements to the maximum extent possible.</span><FONT COLOR="#1f1a17"> Said requirements are driven today by the reduction of defense budgets and the changes in the military scenario. This will result in fewer and fewer programs and a need for more sophisticated products. </FONT></LI>
<LI> <span class="style28">To keep increasing industrial cooperation and joint developments.</span><FONT COLOR="#1f1a17"> Although requirements will not be harmonized into a single set for each weapon system in the medium term, industries must do their best to propose collaboration programs wherever and whenever possible. Such programs must include not only operations but also time scales and budgets. </FONT></LI>
<LI> <span class="style28">To create or consolidate “centers of excellence” as an intermediate outcome of the industrial rationalization process and as an embryo of future consolidation.</span><FONT COLOR="#1f1a17"> Centers of excellence are the flagships of the industry and illustrate the technological, financial, and human efforts that have been made over the last decades. </FONT></LI>
</UL>
<P ALIGN="LEFT" class="style24 style8"><FONT COLOR="#1f1a17"> These three priorities must be channeled into a joint process aimed at achieving a distribution of products, services, and areas of specialization and that will consider in a fair and realistic manner the national technological, financial, commercial, and employment aspects involved. </FONT></P>
<P ALIGN="LEFT" class="style24 style8"><FONT COLOR="#1f1a17"> As we work towards being competitive in the marketplace, we must avoid duplications and allow each industrial partner to play the role it deserves, based on excellence, capacity, and financial contribution. It is back to the basics: In order to survive we must be competitive in everything we do, and that means being the best in quality, price, and delivery. </FONT></P>
<p class="style24 style8"><br>
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