FIA14: M.A.I.L. Series - The Future of the Global Military Aerospace Industry

Selected Industrial Views

AeroVironment: Timothy E. Conver, AeroVironment’s CEO and Chairman 

Timothy E. Conver, AeroVironment’s CEO and Chairman

AeroVironment developed the first hand-launched unmanned aircraft system (UAS) in the late 1980s.  Even then, AeroVironment’s engineers believed UAS would be used in many applications.  With changes in US airspace regulations pending, a commercial market is beginning to present itself, independent of the defence market, which provided the opportunity to refine and prove small UAS technology in the most demanding applications.

In June 2014, based on its extensive track record with the U.S. and allied military forces, one of AeroVironment’s small UAS, the PUMA AE, became the first and only unmanned aircraft system approved by the US Federal Aviation Administration (FAA) for commercial operation over land.  The FAA’s rigorous certification process required extensive testing and evaluation to ensure safe and reliable operation.  BP Exploration (Alaska) awarded AeroVironment a five-year contract to deploy PUMA AE for mapping, Geographic Information System (GIS) and other commercial information services at North America’s largest oil field.

AeroVironment is delivering a comprehensive system for generating, processing and converting data collected by portable UAS into actionable information that provides tangible economic and operational advantages.  Integrated into BP’s routine operations, this new solution helps BP manage its extensive oil field operations in ways that enhance safety, protect the environment, improve productivity and accomplish activities never before possible, including imaging and 3D mapping that deliver engineering-quality information safely, reliably and effectively while helping to protect the sensitive North Slope ecology. AeroVironment’s highly skilled flight operators, many of who are US military veterans, operate the PUMA AE systems.

This solution AeroVironment launched for BP is a natural extension of its UAS business, which remains focused on delivering valuable information to customers when and where they need it.  AeroVironment’s UAS also have been used by other non-military customers, including sheriff departments, the National Oceanic and Atmospheric Administration and the US Geological Survey.
AeroVironment's extensive operational track record includes the production and delivery of nearly 25,000 new and replacement small UAS with cumulative flight time estimated at more than one million hours.  The company has delivered its small UAS to customers in the US and more than 30 allied nations.

(Photo: AeroVironment)

Airbus Defence and Space (DS): Domingo Ureña, Executive Vice President Military Aircraft 

Domingo Ureña, Executive Vice President Military Aircraft Airbus Defence and Space (DS)

By the time many of us meet at Farnborough this year, here at Airbus Defence & Space (DS) we will have passed a key milestone on 1 July. That is the day when our new company, combining the huge strengths of the former Airbus Military, Astrium, and Cassidian enterprises, becomes fully operational as a totally integrated business.

Since the start of the year we have been working hard to put that new structure in place at the same time as making sure that we continued to operate to the same high standards that we have always set ourselves. And it has gone well. The new leadership, structures and way of working are in place as planned, but equally we have seen strong sales throughout our business lines – transport and tanker aircraft, satellite systems, and border control for example.

So we arrive at Farnborough in good shape and in an optimistic frame of mind. But if there is one thing that an air show is good for, it is reminding us of the fierce competition that we face. Few things concentrate the mind so well as seeing all of your competitors in their chalets and on their stands spread all around you.
And here in Europe we need to think hard about that. Over the years we have created a superb aerospace industry that has hugely contributed to the continent’s prosperity, kept us at the technological forefront, and ensured our sovereign security. But I fear that in some quarters this is now taken for granted.

That is a mistake. The competitive pressures on us are immense both from the established industry and increasingly from new players with ambitious aspirations and lower costs. At Airbus Defence and Space we are helping ourselves – spending some €3 billion a year of our own money on R&D, battling relentlessly to keep ourselves lean and competitive, and chasing business all over the world. And we respect the efforts that our European competitors are making in the same direction.

However, we need a supportive environment inside Europe and we are not seeing that. Despite a wealth of common requirements, most defence procurement is being conducted at national level with little sign of that changing. And our own R&D investment is not being matched by governments. The solution in both cases is greater internationalisation and harmonisation – which I hasten to add does not imply any loss of national independence.

Regardless of these challenges we look forward to a productive Farnborough show and to meeting all our friends in this great industry – competitors and collaborators alike.

(Photo: Airbus)

Elbit Systems: Bezhalel (Butzi) Machlis, Elbit Systems President and CEO 

Bezhalel (Butzi) Machlis, Elbit Systems President and CEO

In this era of declining defence budgets, countries and customers are dealing with the challenge of how to reduce expenses without compromising operational readiness.Elbit Systems is very well positioned to provide its customers with a range of mature and field-proven products, solutions and services that save training costs while improving operational readiness.

From taking over existing fleets and supply chain, to full acquisition and turn-key aircraft service provision, our extensive experience is stretching from aircraft procurement and flight hour provision, all the way to a Turn Key Pilot Training Centre, including aircraft, supply chain, facilities, training equipment etc. In these types of projects, the customer flows down all program risks to Elbit, and focuses only on Flying and Training. Our aircraft support encompasses a wide range of services such as contractor logistics support (CLS), performance-based logistics (PBL) and private finance initiative (PFI) programs in which the contractor owns, maintains and operates aircraft, equipment and structures and is reimbursed by customers according to flight hours. Our flight training services includes the provisioning and operation of ground-based full flight simulators and the introduction of advanced training technologies for the benefit of the flight cadets.
Our Mission Training Center (MTC), branded as SKY BREAKER, is a fully networked solution for operational combat training. The SKY BREAKER incorporates all the necessary elements required to provide high fidelity operational training such as: Advanced arena generator supporting thousands of virtual entities using artificial intelligence (AI), and Sky Vis, the most advanced image generation and display system available today for tactical training. The SKY BREAKER covers all stages of a mission, including planning, rehearsal, training and debriefing.

Sky Breaker was designed to save cost, not only by replacing expensive flight hours, but also by adopting flexible training configurations using its Roll-in Roll-out cockpits capabilities allowing the use of multiple aircraft types in the same training center. Users’ feedback after using the system is “this is as close as it can get to real life scenarios.”

(Photo: Elbit Systems)

EUROJET Turbo: Clemens Linden, Managing Director / CEO EUROJET Turbo GmbH

Clemens Linden, Managing Director / CEO EUROJET Turbo GmbH

The Eurofighter TYPHOON Multi Role aircraft has an extremely high significance for the German Air Force as well as for the Air Forces of the other TYPHOON Core Nations not only in securing the air space but ensuring that the latest technology is available to cover the required capabilities for all operational aspects. There is a definite need to keep the fleet at the most modern standard and to allow for future growth capability. I envisage the TYPHOON as being the backbone of Germany’s Air Force for the next 20-30 years.

The enhancement of the TYPHOON’s own equipment and capabilities, together with a mix of other capabilities and equipment, such as the F-35 in the UK and Italy, will ensure the required agility and growth in order to patrol, secure and defend (should it be required) the airspace in Europe and at its borders. Furthermore, the European Air Forces are and will become more and more involved in international duties and deployments. The core and additional duties for and during such deployments have a major influence on the requirements of the current equipment.

For example, one significant and prevailing requirement is for easy and economic maintenance, which allows the fleet to always be ready and performing on demand even in the most extreme circumstances. With the EJ200 engine on the TYPHOON aircraft, the European Air Forces have a unique piece of equipment fulfilling all these requirements: It outperforms, provides high reliability and ease of maintenance. Not only that, but the advanced lifting concept ensures that the engine components have high durability and an exceptionally long life.

In the current economic climate in which the existing defence budgets are shrinking, long life and high durability of the equipment is an essential factor in long-term planning. I believe that with the EJ200 and the Eurofighter TYPHOON the German Air Force has a unique asset at its disposal that will serve it well for a long time to come.

(Photo: EUROJET)

Israel Aerospace Industries (IAI): Joseph Weiss, President and CEO, IAI 

Joseph Weiss, President and CEO, Israel Aerospace Industries (IAI)

Israel Aerospace Industries (IAI) operates within today's business technological realities, taking into account the ongoing cuts in defence budgets around the world.

There is no doubt that the economic situation has affected the biggest Armed Forces, primarily the US and Europe, but there are other places in which military forces continue to develop, creating new business opportunities for innovative companies such as IAI.  Many of these armies are eying modernisation and upgrades of their own systems, or those acquired from western armies - a trend which also opens opportunities for IAI, either as an equipment manufacturer (OEM) or as a prime contractor. This approach, pioneered by IAI since the 1980s with the modernization of jet fighters and helicopters, is now pursued with land-based related weapon systems, sensor platforms, C2 networks, cyber, robotics and more.

IAI is on the forefront of technology and we continue to invest in R&D to secure our future growth. Working in all five continents with a backlog of approximately 10 billion USD, we are constantly expanding our infrastructure and mode of operation to match global markets that are becoming increasingly competitive.  We continuously re-evaluate new market opportunities and modify our business activities accordingly. South America, the Far East and certain countries in Africa are attractive regions that have been identified as new market possibilities.

We have identified several growth engines for the coming years. We are working to increase the share of the company's operations in the civilian market, and aiming for mergers and acquisitions that will enable us to further grow.

We continue to be focused on the export market, which today accounts for nearly 80 % of our business activities.  We use different strategies to increase exports, but it definitely helps us that our customers and partners know that our capabilities and operational concepts are combat-proven by the IDF or are being developed for our forces. This gives us a clear advantage.

(Photo: DPM)

Panavia Aircraft: Dr. Welf-Werner Degel, Managing Director Panavia Aircraft

Dr. Welf-Werner Degel, Managing Director Panavia Aircraft

Forty years ago, an event took place which was destined to shape the future of the European aerospace industry and NATO airpower throughout the Cold War and into the 21st Century: The first flight of what was then called the Multi Role Combat Aircraft, later christened the TORNADO Weapon System. Eventually just under one thousand of the type were produced in a range of variants, which would find service with the Air Forces of the UK, the Federal Republic of Germany, the Republic of Italy, and the Kingdom of Saudi Arabia.

A lot was ground-breaking in the TORNADO concept, allowing it to embrace a broad spectrum of operational commitments, from deep penetration strike and battlefield interdiction, to Combat Air Patrol and Stand-Off Air Defence, and ultimately Electronic Combat and Real-Time Reconnaissance. Perhaps no less revolutionary were the innovations that the programme generated in the fields of industrial organisation and international co-operation, resulting in the creation of Panavia Aircraft and its counterpart customer organisation the NATO MRCA Management Agency, NAMMA (now NETMA), which, both located in Munich, established a business construct that has provided the model for international defence collaboration projects to this day.

Through a policy of continuous upgrade and constant integration of the newest technologies, Panavia has maintained system capability at the cutting edge, and the TORNADO has remained a leader in its class throughout its operational life. Even today, development activity remains intense, with modern focus on enhancing the man-machine interface via state-of-the-art displays, exploiting the newest advances in computing and communications, and of course integrating the latest counter-measures and weapons technology.

The ongoing ASSTA (Avionic System Software Tornado in ADA) suite of upgrades currently being implemented for the GAF, illustrates perfectly this continuous capability enhancement and constantly evolving cockpit environment (see pictures). Following embodiment of the latest stand-off laser guided weapons, secure communications and advanced defensive aids, monochrome TV Tabs are being replaced by multi-function, high-contrast colour imagery, night vision compatibility is being introduced, and tactical awareness enhanced via significant expansion to the Link 16 displays potential and associated symbology. In a complex modern cockpit, ergonomic factors play a critical role and crew workflow and workload form essential considerations in design and clearance of the final package.

Similarly, ultra precision, low collateral munitions and advanced air defence suppression capability are in development for the Italian TORNADOs, and a range of capability sustainment measures have recently been contracted for the RSAF. With the TORNADO platform proving robust enough to sustain operations well beyond 2025, future potential enhancements are already in discussion, current focus being on aircraft survivability and NATO inter-operability.

System capability at this level, aircraft availability delivered via a proven Integrated Logistics Support and Obsolescence Management concept, and industrial sustainability – ensuring the continued availability of resource, expertise and capacity – represent the three pillars of Panavia’s service provision to its customers. Together, they explain why, as we think back to TORNADO’s first hour in the skies 40 years ago, we can also celebrate proudly the more than two million hours which the aircraft has accumulated in the intervening decades.

(Photo: Panavia)

Rafael Advanced Defense Systems: V.Adm. (Ret.) Yedidia Yaari, Rafael President and CEO

V.Adm. (Ret.) Yedidia Yaari, Rafael Advanced Defense Systems President and CEO

The ability to weather a local or a global financial crisis, coupled with budgetary cuts, comes from a structural flexibility and robustness. These two inherent organisational characteristics are crucial in times when companies have to carry out different efficiency measures, as well as re-allocation of resources, investment in R&D, marketing, HR, etc. At Rafael, we, like every other defence industry in Israel and around the world, had to take steps that would ensure our financial stability through the last years' global recessions, while also preparing for the day after, to ensure a strong stance vis-à-vis re-emerging markets and be able to successfully compete in new tenders.

This entails long-term vision and on-going investment both in trying to penetrate new markets (in this case, emerging markets such as India, Brazil, and others), while forging partnerships both in weaker markets and in strong markets, as part of an overall strategy that will increase the company's competitiveness and meet local requirements. At Rafael, we have been doing just that. For many years now we have been working on creating new partnerships both in Israel and in countries around the world. These partnerships entail in part R&D activity, and in other cases, joint marketing mechanisms as well as knowledge-sharing and production activity and sub-contracting.

At the same time, we also carried out a number of organisational changes and re-aligned our divisions. In doing so we built three new business divisions and we also put in place a new R&D and Engineering division, designed to better address Rafael's vast portfolio of technological projects.

Even in times of budgetary constraints, lower spending, and declining training, we are continuing to work closely with different branches of the IDF here at home, to improve existing systems and develop new ones in keeping with IDF requirements and needs. We maintain a tight interface with the IDF, partly a result of the fact that our engineers are themselves serving in combat units as part of their reserve service, and understand the challenge, up, close and personal.

Our long-term investment continues overseas as well, as we constantly seek to expand our portfolio and adjust our developments to emerging needs in the international arena, be it maritime infrastructure protection, border protection, C4ISR, precise tactical missiles, active protection and others. We are continuously coming up with new developments and not relying on one income generator. We believe that this constant investment in R&D, in new partnerships and in new markets, will enable us to remain in the leading position of the world's defence industry and come out from the current global crisis even stronger.

(Photo: Rafael)

Roketsan: Eyüp Kaptan, Chairman of Roketsan

Eyüp Kaptan, Chairman of Roketsan

Turkey is strategically located between Europe and Middle East and is a member of the NATO union. That strategic geopolitical position requires strong, complex and innovative Armed Forces and infrastructure. Roketsan has been established to meet the requirements of the Turkish Armed Forces (TAF) in the field of rocket and missile systems in order to satisfy this goal. We have carried out various national and international programmes not only for the TAF, but also for allied and friendly nations.

Today, Roketsan is a technology and innovation leader specialised in design, development, manufacturing, and testing of rocket and missile systems. Our completely national and indigenous products play an important role for the TAF and allied nations’ forces to accomplish their missions.

The CIRIT 2.75” Laser Guided Missile, MIZRAK-U Long Range Antitank Missile, MIZRAK-O Medium Range Antitank Missile, SOM Stand Off Missile, and the HISAR Low and Medium Altitude Air Defence Missile are good examples of Roketsan’s products of this kind.

CIRIT fulfils the tactical requirements between unguided 2.75” rockets and antitank missiles with cost effective solution. It is one of the main ammunitions of the Turkish attack helicopter and is unique in its calibre, due to its range up to eight kilometres. Multipurpose (Anti Armour, Anti-Personnel and Incendiary) warhead, AUR characteristics, and Insensitive Munition (Type V) are other distinctive properties of the missile. Additionally, the integration of CIRIT to different platforms such as helicopters, UAVs, heavy and light armoured vehicles, naval and land/fixed systems is run by Roketsan for national and international programmes.

The MIZRAK-U is another unique Long Range Antitank Missile having an 8km range, homing IIR seeker with RF Data-Link; and a Tandem - High Explosive Warhead, also with a laser seeker option, is available as well. The MIZRAK-O Medium Range Antitank Missile system can be used from tripods, fixed platforms, armoured vehicles, and naval vessels.

The Stand Off Missile (SOM), developed by TÜBITAK Sage and manufactured and marketed by Roketsan, is under serial production for the Turkish Air Force. SOM is an autonomous, long range (250km+), low observable, high precision, all weather, air to surface new generation cruise missile to be used against highly defended, anti-access and high value stationary and moving land/surface (ASuW) targets. Roketsan is responsible for serial production and international marketing of SOM.
With this wide product and system range we will continue our journey to design new and evolved systems with our existing infrastructure, advanced technologies and a total of 1,800 experienced employees, of which 1,000 are engineers.

(Photo: Roketsan)

RUAG Aviation: Martin Büsser, Senior Vice President Sales and Marketing at RUAG Aviation

Martin Büsser, Senior Vice President Sales and Marketing at RUAG Aviation

As an independent life cycle support provider for the aviation industry, RUAG Aviation maintains a well-balanced portfolio of military and civilian customers worldwide. This diversification allows us to mitigate a degree of the fluctuations that occur within the individual markets, a policy that we have increasingly emphasised in response to declining budgets in the domestic market. In recent years, we have actively engaged in establishing and expanding our presence abroad. This is not limited to serving international customers from our facilities in Switzerland, however: RUAG Aviation now also has a local presence in Germany, Malaysia, Australia, the USA and – most recently – Brazil.
Having a proven reputation as a reliable partner and solution provider has also been vital in moderating the effects of reduced budgets in the market. By consistently delivering reliable, innovative and competitive solutions, RUAG Aviation establishes strong long-term relationships with our customers, whose trust in us is not affected by market conditions. This sustained customer- and solution-oriented approach has earned RUAG Aviation the know-how and network necessary to expand into diverse new markets. By leveraging on our experience and understanding of the industry, we are able to tailor solutions to meet our customers’ needs over the long-run in a cost-effective and tailored manner.

(Photo: RUAG)

Saab: Håkan Buskhe, President and CEO of Saab

Håkan Buskhe, President and CEO of Saab

Reduced state budgets affects the defence and security industry. However, there are variations within the sector as well. Investments in the land area are declining, while there is a stronger focus on the air and naval areas. Additionally, regional differences in spending patterns clearly indicate a big market potential in many of the emerging powers in regions like Asia, the Middle East, Africa, and Latin America. Saab's business has previously experienced its main growth in the traditional markets of the West, but business is now being won and is growing in emerging markets.

The challenging market situation requires us to constantly develop our ability to deliver according to our customers' needs.

Saab's successes in the international market can be attributed to our highly competitive product portfolio. Saab is one of the most research-intensive companies in the global defence market. In the past year we invested 28% of sales in R&D. The technologies we are investing in will complement existing product areas and enhance competitiveness. Identified customer needs are now better matched with decisions on development efforts.

Another of Saab's competitive advantages is cost efficiency, which means that our products and services actually become more attractive alternatives in times of strained budgets. We therefore see the challenging market conditions as an opportunity.

A third key to success is to be close to customers and we have therefore established a market organisation that ensures a continuous and close dialogue with customers in key markets. This means that the investments made in research and development are better able to match future customer needs. In turn, this leads to lower costs today and more secure revenues in the future. Today we are present locally in approximately 35 countries. We have an important role in the development of safer communities that provide security for people all over the world, and we are an active participant in the local community, irrespective of where we operate.

Finally, Saab's financial position is strong, which ensures that we can work with a long-term stance. This is essential in the defence business. A business characterised by long-term commitments and trust.

(Photo: Saab)

Thales Deutschland: Peter Obermark, CEO Thales Deutschland

Peter Obermark, CEO Thales Deutschland

In recent years, the mission of the Bundeswehr (German Armed Forces) has undergone considerable changes. The original role of defending the homeland has declined in significance due to a changing threat profile, whereas international deployments have increased in number as well as intensity. This has had and continues to have a material influence on the required capabilities and therefore on the equipment needed by German soldiers. Thales was able to substantially support this transition process with its know-how and comprehensive system solutions and modern products. For instance, the company supplied important components for the avionics as well as the weapons systems on the UH TIGER. Thales systems are also deployed on the NH90. In particular the HMSD (Helmet Mounted Sight Display) was able to demonstrate its outstanding value added for mission completion. Both systems are currently successfully deployed in Afghanistan.

The experiences gained by Germany and its allies in Afghanistan are also a primary driver for updating and procuring a new, modern command and information system that is interoperable across the mission's nations. The network (AMN - Afghan Mission Network) installed in Afghanistan and in use by all participating nations was developed, installed and operated by Thales. The NATO network (FMN - Federated Mission Network) was developed based on this system, and is currently in the implementation phase. Germany is currently developing a German Mission Network (GMN) as a derivative of this FMN. Based on the experiences gained in Afghanistan, Thales is also able to support the newly developed C4I systems.
Even when the significance of the homeland defence mission has declined at first glance, this continues to an important role for the Bundeswehr. In particular air defence is an important aspect of homeland defence, which is largely based on airspace monitoring. In 2012, Thales delivered six wide area radar systems of type Ground Master 400 (GM 400) to the Bundeswehr as part of the ARED programme (Active Radar Detection System - Control and Reporting Centres / Aktives Radarrundsuchgerät Einsatzführungsdienst). The first systems have already been successfully delivered, installed, and commissioned. The GM 400 is based on the new high-performance product portfolio of radar systems, which have a modular design based on a uniform technology platform. Ground Master 400, 200 and 60 systems give users access to a very broad spectrum of capabilities. Here as well, Thales is able to make an important contribution toward updating the currently deployed airspace monitoring systems.

Turkish Aerospace Industries (TAI): Muharrem Dörtkasli, CEO TAI

Muharrem Dörtkasli, CEO Turkish Aerospace Industries (TAI)

Turkey has nominated itself to be one of the first ten biggest economies of the world. Given the political priorities and the instability in our region, the evolution of our country’s defence equipment will continue unlike some other parts of the world.

Turkish Aerospace Industries (TAI) is positioned to be the centre of aerospace of Turkey, thus the responsibility of developments in the aerospace area fall on our shoulders. The current expectations in the aerospace area seem to be more centred on attack and utility helicopters, fighter aircraft, UAVs, and satellites. In order to be prepared for future conflicts, on the fighter aircraft side, Turkey has committed itself to the JSF programme, and TAI is an industrial partner, manufacturing the most advanced aerostructure section of the aircraft, the centre fuselage. The requirements on the fighter side extend beyond JSF and in this respect; we are also working on the future fighter of Turkey. The conceptual design phase is completed, now waiting for the initialisation of the Preliminary and Critical Design phases.

On the unmanned systems side, we have taken a major step with ANKA, our MALE class UAV. The experience gained from this programme has established the technical base for a larger UAV in the MTOW 5-6t class. There are similar studies in the allied countries and we could look for fair partnerships in this area.
The satellite side is also promising new opportunities. With our Assembly, Integration and Test (AIT) Center that will be fully operational within the coming few months, we will be in a position to respond to the requirements of Turkey and allied nations, alike. The heritage established on the observation side with GOKTURK 1&2 will be enhanced with GOKTURK 3&4. We expect to have new contracts on the communication side and currently discussing such requirements with the satellite operator Turksat.

You might have already seen it in the news. We have recently delivered the T129 ATAK helicopter to our Armed Forces after an extensive qualification and test period. With respect to the increasing number of conflicts in the world, it will be a very important asset for Armed Forces. There are already a number of countries with a desire to include the T129 ATAK in their inventory. Our investments in the rotary wing aircraft side include a 5t MTOW utility helicopter development to meet the requirements of Turkey, both military and civil.

I need to mention that apart from the question on the military evolution, we are keen to further our involvement in commercial aircraft programmes. The successful relation with Airbus on the A400M development programme initiated joint development opportunities on new commercial platforms such as the A350, where we are a risk sharing partner. It is our intention to enhance our business relation with Airbus and continue to be a long term strategic partner.

As a final word, I can state that TAI will be a significant contributor to Turkey’s evolvement in both military and civil aerospace sectors and this will include international strategic partnerships, like the one we aim to enhance with Airbus.

(Photo: TAI)

Telephonics: Joseph J. Battaglia, President and CEO, Telephonics

Joseph J. Battaglia, President and CEO, Telephonics

With a background in the aerospace and defence industry that spans over 80 years, Telephonics has experienced numerous peaks and valleys in DOD budgets. Fortunately, Telephonics' primary product markets are Intelligence, Surveillance and Reconnaissance which are not quite as vulnerable as some of the other major DOD programs involving bigger and more offensive weapon systems. Our products are required for both new platforms as well as legacy platform upgrades. During an economic downturn, many of these legacy platforms are typically overhauled and upgraded in service life extension programmes.

At the same time we turn our attention toward emerging markets around the world with some of the technologically advanced products that these markets are anxious to get their hands on. Depending on their level of sophistication, more or less training is required by these international customers. Because of Telephonics' strong system level technical and operational capabilities and because we design, develop and manufacture all of our products in-house, we are prepared to provide operator and maintenance training at all levels.

These markets will never "replace" the DOD market, but they serve as a reasonable "gap filler" until the next peak occurs.

(Photo: Telephonics)