From the very moment that Perez de Cuellar retired from his post as United Nations Secretary General at the end of 1991, Bosnia has been a U.N. catastrophe. We said from the start that Boutros Boutros-Ghali jumped the gun. He did. Boutros-Ghali was blinded by vignettes of George Bush and Perez de Cuellar reveling in their 1991 Gulf War success. He saw himself making his own personal mark in the former Yugoslavia.

But the man was fooled by an illusion. The Gulf War was in clear fact a NATO triumph, not a U.N. achievement. NATO ran the Gulf War, not from Brussels but from Washington. Boutros-Ghali's grandiose vision was an Egyptian heat mirage.

The U.N. was not ready by ten years for what UNPROFOR pretended to be, and every single day of 1992, 1993 and 1994 have proven that to be true.

One might argue things would be worse without UNPROFOR. It's a stabilizing element some say. Wrong, we say. It has no authority nor credibility. It has failed everything it attempted. It has no effect save delaying the inevitable. The same events would have occurred in less time and less blood would have been spilled had UNPROFOR and the U.N.'s lopsided sanctions never happened in the first place. The Serbs would have achieved same or similar territorial conquests at a quicker pace. The U.N. with its humanitarian aid units could have assisted war refugees, PoWs, etcetera. But under the pretext of being a protection force (ha!) in the wake of its off-centre arms embargo, the U.N. has done nothing to stop the advances of the Serbs, nor the atrocities committed by everyone. The under-sized, white-painted, ill-equipped and misdirected UNPROFOR has merely drawn out the timing of events.

By moving into the former Yugoslav republics two years ago, the United Nations relieved Europe of its collective responsibility to fix its problem. (Yes, it was a European problem from the time of its incipient stage the day after Tito's death.) By staking out Yugoslavia as a U.N. concern, Boutros-Ghali obviated every other possible solution.

Volume 8, Number 12 April 20, 1994


It seems the world is awakening to the real crux of the Bosnia catastrophe. You know our repeated view on UNPROFOR. The ultimate advice to Ottawa has to be, GET OUT.

Since UNPROFOR (United Nations Protection Force) entered Bosnia, the Bosnian Serbs have shown absolute contempt for this weakling instrument of the international community. They have flagrantly violated all humanitarian concerns. Their territorial advances have been unhindered. They have broken every promise and violated countless ceasefires. Their word is worth nothing. Their honour is non-existent. Their resolve was to vanquish Bosnia-Hercegovina's Muslim population and they have almost fully realized that goal.

The siege of Gorazde is but one more illustration: UNPROFOR protects nothing. UNPROFOR fooled people into believing it would protect them. It merely oversees their slaughter.

Future historians will scoff at a weak U.N. "protection force" that virtually stood by and watched as countless thousands of Bosnian Muslims were displaced from their homes, imprisoned, or slaughtered. No matter how blame is apportioned, this U.N mission, based on results alone, has not worked out and Canada should not further condone it by acquiescing to its abysmal failure.

If Canada were to pull out of UNPROFOR tomorrow, John Major's U.K. government would likely be compelled to bow to mounting pressure from Britains and leave as well. With that kind of persuasion applied against the international community, a less passive plan of action could follow (ie.: NATO's all-out assault on the Serbian Army). Alternatively, let the players fight it out themselves to a quick ending; without sanctions, referees, or controls.

There is no foreseeable way whatsoever that the U.N. can redeem itself or resolve the problem in Bosnia until the raging civil war burns down to an ember or until brute force puts an end to the fight. But the United Nations hasn't shown sufficient spunk to manage a corner grocery store let alone direct and administer an interventionist force of the magnitude required in Bosnia-Hercegovina, so it must get out.

Early in 1992, NATO drafted a plan for intervention in Bosnia. It must be dusted off and brought forward. NATO's plan never saw the light of day because of NATO's faltering European membership — a membership that dodged the festering problem for years before it became a U.N. issue. Europe couldn't find the stomach for a fight. Now, the bloodshed in Bosnia is on everyone's hands.

While international statesmen are tied up in complex political knots, the international community of people is becoming earnest for a solution in Bosnia. The globe wants an effective instrument, but more than anything, needs a leader in this matter. Why not Canada? The world must certainly stop waiting for Washington. The U.S. has no troops in Bosnia. Ottawa can and must take the lead. NATO/U.S. forces will not move in until UNPROFOR is out.

Our Parliament should not be swayed by 'military experts' whose thoughts on Bosnia cannot be defended. UNPROFOR has nothing to do with so-called "peacekeeping". UNPROFOR is not a legitimate opportunity to rationalize the CF nor this or that defence budget apportionment — it is a place in which our troops, this day, should not be.

Micheal J. O'Brien - April 20, 1994


Aerospace industries must develop global partnerships and alliances to compete successfully in a very difficult marketplace, said Paul Manson, chairman of the Aerospace Industries Association of Canada (AIAC) at the opening of the AIAC's 32nd Semi-Annual General Meeting on Monday. As the industry undergoes enormous change and restructuring, the future growth and prosperity of Canada's aerospace companies depend on developing partnerships to pursue opportunities in the global marketplace.

Speakers from Canada, the United Kingdom and France reinforced these messages in presentations to industry representatives and government officials at Monday's session. Bob Brown, president of Bombardier Aerospace Group-North America, stated that in the current environment, an aerospace company must focus on being a leader in selected niche markets, but through strategic partnerships it can gain access to a diversified business base and a broader range of expertise required to develop new technologies. "Canada's aerospace industries are extremely well-positioned to participate in global partnerships because they are small enough and flexible enough to react faster than the competition," he said. "We need to have the courage and determination to make those opportunities happen."

Citing projected sales figures, Grenville Hodge, vice-president of strategic planning for British Aerospace Commercial Aerospace, said the aerospace market will not sustain all the current manufacturers and the proposed new programmes and new competitors, such as manufacturers from the former Soviet Union. Economic pressures from the airlines will require larger production runs of new aircraft to recover the development costs, and high production rates will be necessary to reduce aircraft unit costs. A major rationalization is essential to achieve these conditions, Hodge stated, suggesting there should be only two manufacturers of jet airliners in each market category.

Given this outlook, manufacturers must form alliances or perish, Hodge predicted. Weaker players in the global aerospace industry will be forced into alliances under disadvantageous terms and their long-term success will be doubtful. "The winners in this game are those who choose partners whose strengths are complementary rather than competitive, and structure themselves to best take advantage of the market," he said.

Partnerships are imperative for European manufacturers if they want to compete internationally with the American aerospace industry, according to Gérard Chauvallon, corporate senior vice-president of Aerospatiale. The structure of the U.S. industry has changed profoundly over the past two


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years, he said, creating highly-concentrated skill centres aimed at capturing the global market. In response, European manufacturers must establish new business relationships and integrate their capabilities, thereby reducing costs and shortening development cycles to improve their competitive position on the world market. Outlining several of Aerospatiale's current projects, Chauvallon said the company is working with virtually every player in the aerospace sector in Europe.


On April 7, Ontario Premier Bob Rae, Economic Development and Trade Minister Frances Lankin and Etobicoke-Rexdale MPP Ed Philip announced an investment of $9.75 million in two major Ontario firms. The investment includes $5 million to AlliedSignal Aerospace Canada of Etobicoke and $4.75 million to St. Joseph Printing Limited of Concord.

The $5 million investment in AlliedSignal Aerospace Canada will create 154 new, high skill jobs and up to 200 additional spin-off jobs in subcontract work.

"The company has grown from its 1960 roots as a small sales and support operation employing approximately 60 employees to its current position as one of Canada's premier aerospace companies employing more than 1,350 Canadians," said Ken Kivenko, president of AlliedSignal Aerospace Canada. "We export 80 percent of our product and over 70 percent of what we do is Canadian content. Our sales have grown to better than $165 million annually.

"The foundation for this growth has been a world product mandate for Environmental Control Systems," he added. "With the help of the province of Ontario and the commitment of the Premier, we are on the threshold of adding a second world product mandate to the Canadian operations that would see our growth blossom once again and strengthen our position in the highly-competitive global marketplace of today."

The Ontario government announcement came during a tour of successful local businesses which also included Husky Injection Molding Systems Limited of Bolton. Husky is home to the Advanced Manufacturing Centre, a research and development facility dedicated to projects using advanced, energy efficient and environmentally friendly technologies. In May 1992, the Ontario government provided $20 million to Husky to establish the centre. It opened last November, boosting the work force by 200 to more than 900 employees.


Arriving in South Korea on Monday, 48 Patriot launchers and 198 missiles are now being set up at their various duty stations. The launchers and missiles along with 84 Stinger missiles and launchers arrived at Pusan Port, 330 kilometres southeast of Seoul, aboard two U.S. Navy transport vessels, the 13,000-ton Comet and the 16,460-ton Meteor.

U.S. Secretary of Defence William Perry was scheduled to arrive in Seoul yesterday. He is to discuss the North Korean crisis with South Korean Foreign Minister Han Sung-joo and Defence Minister Rhee Byoung-tae.

Meanwhile, North Korean dictator Kim Il-sung denied on Saturday all activity geared toward the construction of nuclear weapons. He spoke to a gathering of journalists and other visitors to Pyongyang.

"There is nothing for me to do when foreign media say we have nuclear weapons and we don't. We have no need to produce nuclear weapons, nor do we have the capacity, technology or skills to make them. We have no place to carry out testing. Still, they are calling on us to show what we have — those nations with nuclear weapons."

He went on to deny North Korea's ballistic missile programme, but, despite repeated attempts by journalists at the conference, Kim would not address the issue of International Atomic Energy Agency inspections. The IAEA's attempts to conduct previously agreed-upon inspections at seven sites were thwarted by Pyongyang in February.


McDonnell Douglas reported on Monday that its first-quarter net income had declined 38 percent to $134 million, or $3.41 a share from $216 million, or $5.51 a share, during the same period a year earlier. This decline though, is not a same-condition comparison. Last year's first-quarter report included a gain of $85 million or $2.17 a share owing to the resolution of certain tax issues and income from the sale of McDonnell Douglas Information Systems.

On a same-condition basis, McDonnell Douglas earnings last year from continuing operations were $94 million or $2.41 a share.

Overall first-quarter revenues declined 18 percent to $2.95 billion from $3.61 billion a year ago.

Among the most notable elements of the first quarter report, commercial aircraft revenues plummeted some 53 percent. Space-related business is also down due to Washington's reduction of the Space Station'sfunding.

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Somewhat surprisingly, considering overall trends, the revenues from the military aircraft segment of the firm's business rose 10 percent. Earnings rose disproportionately on military aircraft operations — attributed largely to profitable activity on the F/A-18 and the C-17 — to $166 million from $99 million a year ago.


A special committee of the Canadian Defence Preparedness Association (CDPA) is in the process of developing a CDPA position on defence industry conversion. The committee is headed by Rob Matthews of Litton. A seminar is being arranged for June 23 in Montreal to discuss ideas and suggestions, and to develop a CDPA position which will be submitted to the federal government.


McDonnell Douglas announced last week that it has signed a contract valued in excess of $400 million with Motorola's Satellite Communications Division, Chandler, Ariz., to launch the majority of the satellites needed to form the global wireless IRIDIUM(TM/SM) Telecommunications network.

The $3.37 billion IRIDIUM system will provide global wireless hand-held telecommunications services including voice, facsimile, data, and paging via 66 lightweight satellites in low-Earth orbit.

The satellites will be placed in six orbital planes consisting of 11 satellites each, positioned approximately 420 nautical miles above the Earth. The satellites will be interconnected through cross-links to provide complete coverage of the Earth's surface. Plans call for the first launch to take place in 1996 with commercial service anticipated in 1998.

The contract announced last Thursday is the largest commercial contract McDonnell Douglas has received as a provider of satellite launch services. The agreement calls for McDonnell Douglas to launch eight Delta II launch vehicles to place 40 communications satellites in low-Earth orbit.

Launch services for the remaining complement of satellites will be provided by Khrunichev State Research and Production Space Centre and China Great Wall Industries of the People's Republic of China.

As prime contractor to Iridium Inc. for the telecommunications system, Motorola's Satellite Communications Division will provide key elements of the spacecraft payload, including communications electronics, gateway and cross link antennas and final spacecraft integration and test.

Commenting on the arrangement, Tom Burson, vice president and general manager of McDonnell Douglas Space Transportation Division, said, "This is an historic agreement because it brings together a consortium of U.S. companies with Russian and Chinese businesses to establish a global telecommunications system that will be beneficial to people all over the world.

"We recognize that Motorola selected McDonnell Douglas because of the Delta launcher's demonstrated reliable performance — a 99 percent success rate over the last 16 years, with 48 consecutive successful launches since 1986," Burson said.

Durrell Hillis, corporate vice president and general manager of Motorola's Satellite Communications Division, said, "We are very enthusiastic about working with McDonnell Douglas and are confident that using McDonnell Douglas will allow us to maintain our aggressive two-year launch schedule. The combination of McDonnell Douglas' Delta with our other launch providers will provide the essential diversity to ensure the IRIDIUM system achieves its operational and service objectives on schedule."

The IRIDIUM system will allow subscribers to use pocket-sized hand-held telephones to communicate with virtually any other telephone in the world. Communications will be relayed via satellite and through ground-based gateways placed in key regions worldwide, that will interconnect with public telephone networks. In areas where conventional terrestrial cellular service is available and compatible with IRIDIUM dual-mode telephones, the subscribers' communications will transmit over the cellular network.

Iridium Inc. is an international consortium of telecommunications and industrial companies funding the development of the IRIDIUM System. They include: Bell Canada; China Great Wall Industries Corp.; Iridium Africa Corp.; Iridium Andes-Caribe of Venezuela; Iridium Middle East Corp.; Khrunichev Enterprise of the Russian Federation; Lockheed; Motorola; Nippon Iridium Corp. of Japan; Raytheon; Sprint of the U.S.; STET—Societe Finanziaria Telefonica per Azioni of Italy; Pacific Electric Wire and Cable Co. of Taiwan; and Thai Satellite Communications Co. of Thailand.

The Delta launch vehicle is built by McDonnell Douglas Aerospace in Huntington Beach, Calif., with final assembly in Pueblo, Colo.


Raytheon's first quarter has been made to look like a red-ink bloodbath — despite sales increases of 5 percent ($2.31 billion from $2.2 billion) — by a unique restructuring charge of $162.3 million. The company's first-qurter earnings were reported last week at $7 million, or 5 cents per share, compared to $157.5 million, or $1.16 a share one year ago.


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Before the extraordinary charge, Raytheon's earnings were $169.3 million, or $1.25 a share, an exemplary performance.

The special charge relates to a restructuring plan announced March 9. The plan calls for a human resource reduction of 7 percent (4,400 persons) and the closure of three plants in Massachusetts.

Dennis J. Picard, the company's chairman and chief executive officer, told shareholders last week that the company is heading for a solid year, "paced by solid commercial growth".


A Canadian C-130 Hercules transport aircraft departed Canada on April 11 for Nairobi, Kenya via Ancona, Italy. This aircraft, based at 8 Wing Trenton, Ontario is serving in a back-up capacity to the Hercules currently operating out of Nairobi. Its additional aircrew and groundcrew are serving to enhance the capabilities of the on-going airlift operation out of Kigali, Rwanda. On April 12, a Canadian Forces CC-150 Airbus with additional personnel and equipment flew into Nairobi via Ancona from Palma, Italy.


Talarian Corporation, on Monday, announced that Martin Marietta has selected its "RTworks" to build the Traffic Operations Centre (TOC) component of its Intelligent Vehicle Highway System (IVHS) initiative.

IVHS is a government/industry effort to prepare the United States' transportation system for the 21st century. The goal of IVHS is to reduce traffic congestion in order to increase mobility and safety and to minimize environmental impact. The announcement was made at "IVHS America '94" running this week in Atlanta, Georgia. RTworks is being demonstrated in conjunction with Martin Marietta's Traffic Operations Centre in Booth 624 at the show.

"Increasingly, the mobility of the United States is being challenged by a transportation system struggling to keep pace with society's demands," said Rob Harkins, IVHS business development manager, Martin Marietta.

"At Martin Marietta, we are transferring defence-related technologies to provide IVHS services that meet current needs and accommodate future growth. We used Talarian's RTworks as an off-the-shelf solution to help us build the Traffic Operations Centre prototype quickly."

Tony Barbagallo, vice president of marketing, Talarian, said: "Martin Marietta is positioned to be a leader in building the foundation of tomorrow's transportation systems. RTworks is a natural fit for these systems because of its ability to increase end-user productivity and manage the monitoring and control of mission-critical data."

"Martin Marietta's IVHS effort truly integrates the functions of Advanced Traffic Management systems (ATMs), which are the backbone of IVHS," added John Cuseo, software engineer, TOC development team, Martin Marietta. "There are systems today that can perform some traffic management functions, but none that offer a seamlessly integrated package, which is what we plan to provide."

The TOC is a traffic command and control centre that enables real-time control and management of the traffic network. It includes computers, communication equipment, video display systems, custom-designed operator consoles and emergency planning and action centres, as well as a full range of functions for network-wide surveillance, real-time adaptive traffic control, rapid incident management, multi-jurisdictional coordination and intermodal transportation. The TOC is designed with a multi-media communication interface including data, voice, teletype, facsimile, electronic mail and video. It integrates both on- and off-line operations and its modular, open architecture design allows functions to be tailored to specific user needs. The system is designed for maximum industry portability and meets interoperability standards including SQL, OSI and Motif/X Windows.

The RTworks software solution consists of a client/server architecture featuring multi-tasking, interprocess communications, local- and wide-area networks, debugging, performance monitoring and configuration management. A single, integrated graphical user interface handles and displays multiple windows, allowing simultaneous monitoring of all functions and events.

The operator window allows control and display of remote video and displays real-time traffic maps and status. The system allows an entire network to be managed with access to both status and control of all field devices from a set of centralized operator workstations.

An expert system built with RTworks' inference engine supports the operator by performing "behind-the-scenes" analysis, such as incident detection and management, allowing the operator to focus on the most critical issues. The expert system utilizes both real-time and historical trend analysis to forecast the future and make recommendations to the operator. Automated processes are utilized extensively to minimize operator workload.

RTworks is a powerful and innovative software environment for the acquisition, analysis,

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distribution and display of time-critical data in an effective, meaningful way. RTworks combines advanced technologies, including high-speed inferencing, sophisticated graphical user interfaces, real-time data acquisition and a client/server architecture across heterogeneous networks.

The resulting applications improve the performance and response of human operators in monitoring and controlling complex systems. Clients and servers are available under UNIX, VMS, Microsoft Windows 3.1 and Wind River System's VxWorks. Client connectivity is also available under MS-DOS.

Talarian Corporation is a developer of client/server software for intelligent monitoring and control. More than 1,000 licenses of RTworks have been installed at over 100 customer sites in the areas of telecommunications, utilities, transportation, process control, aerospace and factory automation.

Talarian's clients include British Telecom, MCI, Northern Telecom, Martin Marietta, Lockheed, NASA, Motorola, IBM, and other industry leaders around the world.

Readers wishing to contact this company will find it at: 444 Castro Street, Suite 140, Mountain View, California U.S.A. 94041. Telephone: 415/965-8050. Telefax: 415/965-9077.


The Bombardier Aerospace Group-North America has concluded a risk-sharing agreement with Sextant Avionique of France for the supply of the complete flight control system for the long range, high-speed Global Express business jet aircraft. Sextant Avionique is responsible for the design, integration, certification and manufacturing of the complete primary and secondary flight control systems, including spoilers and trim controls.

Headquartered in Paris, Sextant Avionique pioneered key computerized flight control equipment for the Concorde supersonic transport. Today it provides cockpit equipment for the Boeing 757, 767 and 777. It also supplies the entire Airbus family of commercial airliners with flight systems including autopilot, electronic instrument systems, flight control computers and head-up displays. Bombardier's 50-passenger Canadair Regional Jet airliner is equipped with a stall protection system designed and assembled by Sextant.

Sextant Avionique is the fourth international participant in the Bombardier Global Express programme. The other three are BMW Rolls-Royce GmbH of Germany, which is supplying the BR710-48-C2 powerplant; Mitsubishi Heavy Industries Ltd. of Japan, which is responsible for the wing and centre fuselage sections; and Dowty Aerospace Landing Gear Canada — a member of the U.K.'s TI Group — which is supplying the complete nose and landing gear system.

Engineers from Sextant's Commercial Avionics Division in Vélizy-Villacoublay, near Paris, will now join engineers from BMW Rolls-Royce, Mitsubishi, Dowty and Canadair in a joint definition phase which officially began February 1 at a Canadair facility in Montreal.

Delivery of flight control systems will begin in 1995. First flight of the Global Express is scheduled for 1996, followed by a full flight test and certification programme.

The Bombardier Global Express is being designed to fly eight passengers and a four-person crew 6,500 nautical miles non-stop with NBAA IFR reserves, bringing city pairs such as New York-Tokyo, Taipei-Chicago and Sydney-Los Angeles together in about 14 hours. According to Bombardier, it features the largest cabin volume in corporate aviation with a total volume of 2,077 cubic feet.


General Motors of Canada Ltd. in Oshawa received a $456,748 contract to supply DND with delivery vans. Delivery will be completed by September.

Dorothea Knitting Mills Ltd. of Toronto received a $447,299 contract to supply DND with green wool berets. The contract maintains 12 jobs until July 31.

Fell-Fab Products of Hamilton won a $263,777 contract to supply DND with tent shells. The contract, which creates 18 jobs and maintains 7, runs until July 22.

Norlab Inc. of Mississauga received a $165,558 contract to supply and install laboratory furniture at Defence Research Establishment Suffield. The contract runs until the end of the month.

Kingston Home Heating of Inverary won an $85,600 contract to inspect and maintain gas burning equipment at CFB Kingston. The contract runs until March 31, 1995.


May 2 — "Defence Policy 2000", sponsored by the Canadian Defence Preparedness Association (CDPA) and the Defence Associations National Network (DANN), will be held at the Hilton Hotel in Ottawa. The objective of this seminar is to stimulate public awareness of the Canadian defence policy planning process currently under way. It is anticipated that speakers will present two broadly different views on how the future of national security should unfold. To register contact the CDPA at (613) 235-5337.

May 24 — The Canadian Defence Preparedness Association (CDPA) is holding a procurement seminar at the Ramada Hotel-Airport West in Mississauga, Ontario. "Government Business in a Changing Defence


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January 5, 1994

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