Industria della difesa italiana

[Andrea75]

... segnalo qui questo paper perchè l'industria della difesa italiana rientra in quella europea European Defense Trends 2012 budgets, regulatory frameworks, and the industrial base. Per chi volesse un quadro sulla difesa europea è una lettura interessante (lunga, ma con molte tabelle).

 

The European defense market is composed of three key elements: national defense spending, the European defense acquisition regulatory environment, and the European defense and security industrial base. This report assesses the defense spending of 37 European countries, regulations governing the European defense market, and the health of the European defense and security industrial base. Expanding upon CSIS research on these topics from 2008 and 2010, this report provides an in-depth analysis of these elements of the European defense market, which in turn can serve as the basis for a better understanding of trends in European defense policies and capabilities.

European defense spending has exhibited two key trends in the past decade. The first is that total defense spending in Europe declined from 263.1 billion euros in 2001 to 220.0 billion euros in 2011 (a compounded annual growth rate [CAGR] of -1.8 percent).1 This trend cuts across all defense spending categories, with the fewest cuts made in the category of Operation and Maintenance (O&M) followed by the Equipment category.2 The second trend is that aggregate spending on a per-soldier basis3 rose significantly, from 76,700 euros in 2001 to 100,800 euros in 2011 (a CAGR of 2.8 percent). This growth in per-soldier spending is prevalent in all defense spending categories except in Research and Development (R&D) spending.

A variety of national and supranational regulations have, in the past, provided a breeding ground across Europe for inefficiencies in the allocation of defense resources, including duplication of effort and a lack of competition in many defense solicitations. However, parts of this environment are changing. In recent years, the European Union has initiated a series of important regulatory reforms, which are currently being implemented, with the aim of removing bureaucratic hurdles and reducing the fragmentation in Europe’s defense market. These reforms, in particular the European Commission’s defense procurement directive 2009/81/EC and intra-EU transfer directive 2009/43/EC, have the potential to fundamentally

alter the European defense market, leading to a less fragmented European defense market and thus more access to business opportunities for the European defense industry, as well as increased EU-wide competition.

The European defense and security industrial base is the third element in this analysis. To help understand its financial health and robustness, CSIS has created a European Security, Defense, and Space (ESDS) Index. Key financial metrics reveal that for the past decade the European defense sector has been performing on par with—and occasionally even exceeding—its commercial industrial peers in Europe.

Nonetheless, in 2011, signs appeared that declines in European defense spending may be affecting the bottom line of these firms.

Analysis of the interplay of these key elements of the European defense market yields three major findings:

- Finding 1. The trends of declining total defense spending and rising per-soldier spending highlight the fact that the number of active-duty military personnel across Europe has declined at a faster rate than has defense spending. As a result, European governments can spend more to recruit, train, compensate, equip, and sustain each soldier. However, the differential between reductions in manpower and declines in defense spending has started to shrink. In fact, in two of the last four years analyzed in this report, total European defense spending decreased at a faster rate than troop numbers.

As a result, European per-soldier spending changed little between 2007 and 2011. This raises the questions of whether European states have reached the limits of force reductions, and if so, how will this affect their ability to make additional cuts to defense spending?

-- Finding 2. The historic fragmentation of the European defense and security market has constituted a key impediment to the more effective and efficient utilization of available defense funds. This fragmentation, which exists on both the demand and supply side, has thus far been enabled by the regulatory environment governing the European defense market. Recent reform efforts have the potential to transform the European defense regulatory landscape. Decreasing fragmentation and the associated inefficiencies in the EU part of the European defense market is therefore unlikely to be driven by a change of defense acquisition strategy in the EU member states or by a structural evolution of the European defense industrial base. Instead, alterations in the regulatory environment are projected to enable and drive this defragmentation with the demand and supply side being forced to react to these changes. Furthermore, the success of these efforts will depend to a great extent on the willingness and ability of the European Commission to enforce the new directives and to limit

exemptions applied by member states.

- Finding 3. Declining European defense spending combined with an opening of the European defense market and a decline in the financial health of the European defense industrial base should lead to a more competitive business environment. The future of European defense firms will increasingly hinge on their ability to offset declines in domestic revenue by growing their non-European business. Given the financial pressures mounting in the United States, the capacity of the U.S. defense market to continue serving as a growth engine for European companies will diminish. Markets in Latin America, the Middle East, and Asia will therefore continue to become more important for European defense companies. Enabling the success of European defense companies in these markets will require a concerted effort by both industry and governments. If successful, such efforts will help ensure that European defense industrial capabilities are sustained for the future.

 

This report also presents a series of forward-looking spending patterns based on the observed trends, accompanied by various assumptions. These hypothetical continuations of today’s trends into the future highlight the two key challenges for European defense: first, the dwindling of available defense resources, and second, their inefficient and ineffective utilization. The report outlines a series of mitigation strategies for the demand and supply side, as well as the defense regulatory environment, which could decelerate the current downward trends in defense spending, primarily by increasing efficiency in the European defense market. The application of these strategies could in turn provide decisionmakers with the necessary

breathing room to manage the restructuring of the European defense landscape in a more strategic manner.

CSIS will continue to monitor future developments in European defense trends and update them in subsequent versions of this report.

 

... alcuni estratti

Macro Trends: Summary

Assessing European defense spending reveals two key trends, summarized here and explained below:

1. Total defense spending decreased from 263.1 billion euros in 2001 to 220.0 billion euros in 2011, at a compound annual growth rate (CAGR) of -1.8 percent. This decline affected all defense spending categories, with the smallest cuts made in the Operation and Maintenance (O&M) category followed by the Equipment category.

2. On a per-soldier basis, European defense spending increased from 76,700 euros in 2001 to 100,800 euros in 2011 (a CAGR of 2.8 percent). This trend holds true for all defense spending categories except defense R&D spending per soldier.

 

... la necessità di maggiore integrazione industriale

The European Regulatory Framework for the Defense Market

The European defense market differs significantly from any other European market due to its very specific characteristics. In particular, governments play a much more dominant role in defense than in any other industry sector. They have a near demand monopoly, while also serving as the regulators of the market. Furthermore, they are subject to interdependencies with their national defense industrial bases. This section looks at these national government functions, as well as the overall framework under the European Union.

One of the biggest success stories of the European Union has been the creation of a single integrated economic market by removing market barriers restricting the free flow of goods and services. In the past, however, the defense sector has largely been excluded from this integration. This can be attributed to national sovereignty concerns (often referred to as ―security-of-supply‖ concerns) of member states and their desire to sustain domestic industrial capabilities and employment. In many cases, such protectionism enables national governments to channel defense procurement toward their domestic industrial bases.

These protectionist tendencies come with a substantial price tag: they have fostered the historic fragmentation of the European defense and security market by imposing market barriers between countries. This in turn has led to inefficiencies in spending due to a duplication of effort across countries, a lack of industry consolidation and requirement harmonization, insufficient economies of scale on the demand and supply sides, and the noncompetitive nature of many defense solicitations shaped by national preferences. These market-inherent inefficiencies constitute a considerable drain on already scarce European defense resources.

 

The Health of the European Defense and Security Industrial Base

European companies in the defense and security sector operate in a unique environment, where their customers are few and the market is heavily regulated. While these companies provide their customers with critical capabilities, they must also compete for access to capital with all other private entities in the global financial market. To do so, they must generate competitive returns for their shareholders and lenders. They must earn these returns while simultaneously investing in next-generation capabilities and meeting regulatory and political requirements. The financial health of these firms is thus critical to their ability to remain competitive and continue to provide defense products and services to European governments.

 

Force Structure Reductions Will No Longer Offset Budget Declines

Between 2001 and 2011, total European defense spending and European per-soldier spending moved in different directions: total defense spending declined by 16.5 percent while per-soldier spending increased by 31.5 percent. This was caused by substantial reductions in European force structure, which outpaced declines in defense spending. The growth in per-soldier spending indicates that European governments have increasingly more resources available to recruit, train, compensate, equip, and sustain each individual soldier. This suggests that despite overall declines in defense spending, Europeans have been transitioning to smaller yet better-trained and better-equipped forces.

In two of the last four years, however, total European defense spending shrank at a faster rate than did troop numbers. As a result, European per-soldier spending was virtually stagnant between 2007 and 2011.

In parallel, as of 2011, the combined armed forces of the 37 countries examined in this report still fielded around 2,180,000 troops. This is 760,000 more troops than the United States, which suggests that significant opportunities remain for further troop reductions and associated savings in Personnel accounts, as well as through secondary effects such as reduced Infrastructure spending due to base closures and reduced O&M spending on support structures for the military. However, these opportunities will vary by country and by the level of troop reductions already implemented. In addition, 37 independent militaries will always have higher staffing requirements than one integrated military organization due to the inevitable duplication of functions.

At the same time, European defense spending will, absent major geopolitical or socioeconomic changes, continue to decline in the foreseeable future. If further troop reductions do not occur, European persoldier defense spending will eventually follow the downward trajectory of total European defense spending. Such a development would likely result in small but progressively less capable European military forces.

The negative impact on European forces will be further exacerbated should relative spending priorities shift away from the Equipment spending category. Though European governments increased their relative spending on this category between 2005 and 2010, the category’s share decreased by 1.3 percentage points in 2011 (see Chart 3). Currently, it is too early to determine whether 2011 data indicate the beginning of a new trend. Nevertheless, the potential consequences for European states could be far reaching. Pressure to consolidate demand within multinational collaborative acquisition programs might intensify in order to increase efficiency by capitalizing on economies of scale. Concurrently, the demand

spectrum might become increasingly diverse. Stagnating or reduced per-soldier spending might prompt European governments to modernize different elements of the armed forces at significantly varying speeds, effectively leading to a more pronounced ―high-low‖ force quality mix. The United Kingdom’s ―Army 2020‖ concept—which creates two force components, a Reaction Force and an Adaptive Force— might be indicative of such a trend.45 In such a scenario, only ―hgih-quality‖ components will be equipped with state-of-the-art equipment, while others will rely on civilian and military off-the-shelf (COTS/MOTS) solutions and/or have to accept longer capability upgrade cycles.

 

Total European Defense Spending Projections, 2012–2020

Chart 20 applies the CAGRs observed in total European defense spending from 2001 to 2011 and from 2008 to 2011 to project two potential trajectories for 2012–2020.49 The first projection assumes a moderate annual decline in total European defense spending of -1.8 percent per year. This projection would reduce total European defense spending from 220 billion euros in 2011 to between 181 and 195 billion euros (in constant 2011 euros) by 2020.

The second projection assumes that sharper cuts will be implemented in light of the continuing economic recession, reducing total European defense spending by an average of 3.2 percent per year. This projection would see total European defense spending decline to between 147 and 175 billion euros by 2020.

 

European Per-Soldier Spending Projections, 2012–2020

Chart 21 illustrates two projections for European per-soldier spending, assuming troop numbers continue to decline at the same pace that they did in the years 2008 to 2011. The first projection combines this force structure scenario with the ―s low decline‖ scenario in total European defense. This would yield an increase of roughly 14,000 to 25,000 euros to per-soldier spending by 2020, from the baseline of approximately 100,000 euros in 2011.

The second per-soldier spending projection combines the ―accelerate decline‖ scenario for total European defense spending with the force structure scenario of reductions commensurate with those between 2008 and 2011. In this projection, declines in defense spending and troop numbers follow a similar path, resulting in relatively flat levels of per-soldier spending. Based on this projection, European per-soldier spending will be between 98,000 and 106,000 euros by 2020.

[Andrea75]

FINCANTIERI COMPRA STX OSV E DIVENTA PRIMO PLAYER AL MONDO NEI SEGMENTI AD ALTO VALORE AGGIUNTO

 

Fincantieri ha firmato un accordo per l’acquisizione da STX Europe del 50,75% di STX OSV, società quotata alla Borsa di Singapore, leader mondiale nella costruzione di mezzi di supporto alle attività di estrazione e produzione di petrolio e gas naturale (Offshore Support Vessel). Con 21 cantieri in 3 diversi continenti, quasi 20.000 dipendenti e ricavi per Euro 4 miliardi, il Gruppo raddoppia le sue dimensioni. Fincantieri diventa uno dei primi cinque costruttori navali di riferimento su scala mondiale e unico produttore occidentale, anche per diversificazione, in grado di confrontarsi con i giganti asiatici. Rispetto ai primi 4 produttori, tutti coreani, il Gruppo Fincantieri si caratterizza per una posizione di leadership in tutti i settori navali high tech, arricchendo il proprio portafoglio prodotti attraverso l’ingresso nel settore dell’offshore oil&gas.

 

I termini dell’accordo sono stati approvati dai Consigli di Amministrazione di Fincantieri e di STX Europe.

 

L’operazione prevede che Fincantieri, attraverso la propria società controllata Fincantieri Oil & Gas S.p.A., acquisisca il 50,75% di STX OSV ad un prezzo di SGD 1,22 per azione, pari ad un controvalore di circa Euro 455 milioni (circa SGD 730 milioni). Il prezzo di offerta corrisponde ad uno sconto del 12,9% e del 17,5% rispetto al prezzo di chiusura al 20 dicembre pari a SGD 1,40 per azione e alla media ponderata degli ultimi 3 mesi pari a SGD 1,48 per azione.

 

Il closing dell’acquisizione avverrà entro il primo quadrimestre 2013 al verificarsi di alcune condizioni sospensive. Solo allora, Fincantieri Oil & Gas S.p.A. promuoverà, in linea con i termini previsti dal regolamento della Borsa di Singapore, un’offerta pubblica di acquisto obbligatoria sulle rimanenti azioni.

 

Il valore totale dell’operazione, includendo sia l’acquisizione del 50,75% che l’offerta pubblica di acquisto obbligatoria, sarà pari a circa Euro 900 milioni (circa SGD 1.450 milioni) e verrà finanziata prevalentemente tramite l’utilizzo di risorse interne di Fincantieri e facendo ricorso ad un finanziamento bancario concesso da un pool composto da Banca IMI, BNP Paribas (filiale italiana), Carige e Unicredit. L’operazione di finanziamento vedrà inoltre la partecipazione di Cassa Depositi e Prestiti nel ruolo di finanziatore garantita da SACE.

 

STX OSV conta circa 9.200 dipendenti e 10 cantieri in tutto il mondo (5 in Norvegia, 2 in Romania, 1 in Vietnam e 1 in Brasile e un altro in corso di costruzione nello stesso paese). Nell’ultimo triennio ha generato mediamente ricavi pari a circa Euro 1,6 miliardi, EBITDA per circa Euro 190 milioni e al terzo trimestre 2012 vantava un carico di lavoro pari a Euro 2,1 miliardi.

 

Questa operazione segna l’ingresso di Fincantieri in un segmento di mercato complementare rispetto a quelli fino a oggi presidiati e, attraverso lo sviluppo di sinergie con i business in cui già opera, consentirà un incremento dei volumi produttivi i cui benefici avranno un impatto positivo non solo sull’occupazione dell’intero gruppo, ma anche sull’intero sistema produttivo italiano.

 

“Da oggi comincia una nuova era per Fincantieri”, ha dichiarato Giuseppe Bono, Amministratore Delegato di Fincantieri. “Infatti l’acquisizione di STX OSV migliorerà ulteriormente la nostra posizione di competitor internazionale di primo livello e rafforzerà l’impegno di Fincantieri nel perseguire una strategia di sviluppo e diversificazione per mantenere la competitività nel lungo periodo, permettendo di generare importanti ricadute positive sui nostri asset italiani”. Bono ha poi concluso: “Sono certo che questo sia il percorso giusto per ottimizzare la nostra posizione di leadership globale nella cantieristica ad alto valore aggiunto e per affermarci come campioni del mondo occidentale. È motivo di orgoglio per tutti i dipendenti e collaboratori di Fincantieri che una delle più antiche e nobili industrie nella storia sia un fattore strategico di sviluppo per l’Italia e crediamo anche motivo di fiducia nella capacità della nostra economia di guardare con più ottimismo al futuro”.

 

Trieste, 21 dicembre 2012

 

Fincantieri è uno dei più importanti complessi cantieristici al mondo, che in oltre 200 anni di storia della marineria ha costruito oltre 7.000 navi. È leader mondiale nella costruzione di navi da crociera ed operatore di riferimento in altri settori, dalle navi militari ai cruise-ferry, dai megayacht alle navi speciali ad alto valore aggiunto, alle riparazioni e trasformazioni navali. Il gruppo, che ha sede a Trieste, conta complessivamente quasi 10.000 dipendenti e, solo in Italia, ha otto stabilimenti produttivi e due centri di progettazione, a Trieste, il più grande d’Europa, e Genova. Negli Stati Uniti opera tramite la controllata Fincantieri Marine Group (FMG). La società, che serve clienti civili e governativi fra cui la Marina Militare e la Guardia costiera statunitense, conta tre cantieri (Marinette Marine, Bay Shipbuilding, Ace Marine), tutti situati nella regione dei Grandi Laghi. Negli Emirati Arabi, Fincantieri è presente con Etihad Ship Building, una joint venture insieme a Melara Middle East e Al Fattan Ship Industries, i cui obiettivi sono la progettazione, produzione e vendita di differenti tipi di navi civili e militari oltre ad attività di manutenzione e refitting. Dal 2002 ad oggi Fincantieri ha costruito o ha in ordine 104 navi, per un valore di Euro 24 miliardi, sviluppando decine di prototipi nei diversi segmenti di business in cui opera.

 

STX OSV impiega circa 9.200 dipendenti ed opera attraverso 10 cantieri in tutto il mondo (5 in Norvegia, 2 in Romania, 1 in Vietnam e 1 in Brasile al quale se ne aggiungerà un altro in corso di costruzione nello stesso paese). Nell’ultimo triennio ha generato mediamente ricavi pari a circa Euro 1,6 miliardi, EBITDA per circa Euro 190 milioni ed al terzo trimestre 2012 vantava un carico di lavoro pari a Euro 2,1 miliardi.

È tra i principali player nel segmento dei mezzi di supporto offshore ad elevata complessità. In particolare risulta essere uno dei più importanti produttori mondiali di Anchor Handling Tug Supply Vessel (AHTS), Platform Supply Vessel (PSV) e Offshore Subsea Construction Vessel (OSCV). Inoltre è tra i primi operatori nella costruzione di navi dedicate ad attività di ricerca, pattugliamento delle coste, rilevazioni sismiche e navi rompighiaccio.

 

 

Gli amministratori di Fincantieri Oil & Gas S.p.A. (compresi quelli che possono aver delegato la supervisione dettagliata del presente Comunicato Stampa) hanno adottato tutte le cautele necessarie al fine di assicurare che i fatti riportati e tutte le opinioni espresse nel presente Comunicato Stampa siano accurati e corretti e che nessun fatto rilevante sia stato omesso dal presente Comunicato Stampa ed accettano di essere ritenuti solidalmente responsabili al riguardo. Nel caso in cui qualsiasi informazione sia stata estratta o riprodotta da fonti pubbliche o da altre fonti accessibili al pubblico (comprese, a titolo esemplificativo, relativamente a STX OSV Holdings Limited), è stata responsabilità esclusiva degli amministratori di Fincantieri Oil & Gas S.p.A assicurare, attraverso ricerche ragionevoli, che tale informazione sia stata accuratamente e correttamente estratta da tali fonti o, a seconda dei casi, riportata o riprodotta nel presente Comunicato Stampa.

[Andrea75]

Azerbaijan Airlines Orders Ten AgustaWestland Helicopters

 

AgustaWestland, a Finmeccanica company, is pleased to announce that Azerbaijan Airlines has ordered ten AgustaWestland helicopters comprising a contract for eight AW139 intermediate twins and a preliminary sales contract for two AW189 medium twins. Six helicopters, four AW139s and the two AW189s, will be used for offshore transport operations; two AW139s for emergency medical services, one AW139 for search and rescue and one AW139 for VIP transport. Deliveries are expected to start in the second half of 2013 and the contract is valued at approximately €115 million. This order marks the entrance of AgustaWestland into Azerbaijan’s helicopter market. The contracts also add another leading operator to the list of customers which have selected models from the AgustaWestland Family of new generation helicopters, comprising the AW139, AW169 and AW189. Azerbaijan Airlines will benefit from the latest technology and safety standards, as well as the common approach to maintenance and training adopted for the AW139 and AW189 which will maximise effectiveness and significantly reduce overall operating costs.

Emilio Dalmasso, Senior Vice President Commercial Business Unit, AgustaWestland said “We are proud that Azerbaijan Airlines has chosen our products to meet its future rotorcraft requirements. Selecting the best selling AW139 and the new AW189 to cover such a wide range of missions once more testifies large fleet operators’ confidence in the unprecedented combination of capabilities, versatility, high performance and low overall costs offered by our Family of new generation helicopters. With this success in Azerbaijan we believe we can secure further opportunities across the region for our products.” State-of-the-art technology, outstanding performance, low operating costs and the only helicopter in its class to meet the latest safety standards, have made the AW139 the helicopter of choice in the intermediate twin market. Nearly 670 AW139s have been sold in almost 60 countries to more than 180 customers for many roles including VIP/corporate transport, passenger transport, law enforcement, fire fighting, offshore transport, search and rescue, emergency medical service, disaster relief and maritime security.

[Andrea75]

IL VIETNAM FA SHOPPING IN ITALIA ? http://www.analisidifesa.it/2012/12/il-vietnam-fa-shopping-in-italia/

 

 

Il potenziamento navale e l’espansionismo cinese negli arcipelaghi del Pacifico Occidentale stanno provocando la corsa al riarmo in tutta l’Asia e l’avvicinamento all’Occidente persino di un regime comunista come quello vietnamita. Dopo aver riaperto la base navale di Cam Ranh Bay alla Settima flotta degli ex nemici americani il regime vietnamita punta ora sull’Europa per ammodernare il suo apparato bellico. Negli ultimi tempi Hanoi ha firmato accordi di cooperazione militare che includono collaborazioni industriali con molti Paesi europei e si appresta a siglarne un altro con l’Italia dopo i colloqui tenutisi ad Hanoi il 22 novembre scorso tra il vice ministro della difesa vietnamita, generale Nguyen Chi Vinh, e il contrammiraglio Giorgio Lazio, capo dell’ufficio Politica Militare del ministero della Difesa. Secondo quanto riferito dal britannico Jane’s Defence Weekly, Roma e Hanoi si apprestano a firmare un accordo di cooperazione che include l’apertura delle scuole militari italiane agli ufficiali vietnamiti, la messa a punto di programmi industriali, la vendita al Paese asiatico di armi e mezzi italiani e l’ammodernamento tecnologico dell’industria militare vietnamita che produce vecchi sistema d’arma di origine sovietica. Finora Hanoi si è rivolta alla Russia per alimentare le sue forze armate e l’ultimo contratto con Mosca riguarda l’acquisto di sei sottomarini tipo Kilo per 2 miliardi di dollari. In settembre la visita in Italia di una delegazione militare vietnamita guidata dal viceministro Vinh e dal vicedirettore generale del Dipartimento dell’Industria della Difesa, generale Khuat Viet Dung, ha permesso di evidenziare alcune delle tipologie di prodotti italiani di interesse per la Repubblica Socialista del Vietnam. La delegazione ha visitato gli stabilimenti torinesi di Caselle di Alenia Aermacchi, azienda produttrice di tre velivoli al centro di commesse o di interesse anche in Asia. Innanzitutto il cargo tattico C-27J (sul quale la delegazione vietnamita ha effettuato un volo dimostrativo) capace di atterrare su piste corte e in terra battuta, l’addestratore M-346 Master già acquistato da Israele e Singapore e il cacciabombardiere Typhoon prodotto nell’ambito del consorzio europeo Eurofighter. Quest’ultimo è disponibile anche come “usato garantito” in due dozzine di esemplari della prima serie in servizio con la nostra Aeronautica e che Roma sta proponendo a Bulgaria e Filippine dopo aver cercato di venderli alla Romania che ha preferito, per motivi di costo, 16 caccia portoghesi F-16 di seconda mano. La delegazione vietnamita si recò anche a La Spezia sul cacciatorpediniere lanciamissili “Caio Duilio”, nave forse troppo impegnativa per la marina asiatica ma che imbarca equipaggiamenti e armi che potrebbero consentire un radicale ammodernamento della flotta di Hanoi. La firma dell’accordo di cooperazione militare italo-vietnamita è in agenda per i primi mesi del 2013 in occasione della prevista visita ad Hanoi del ministro Giampaolo Di Paola ma potrebbe slittare in seguito alla caduta del governo Monti

 

[Andrea75]

Muggiano: Double Delivery for the UAE Navy: "Abu Dhabi" ASW Corvette and "Ghantut" FALAJ2 Patrol Vessel http://www.defense-aerospace.com/article-view/release/141497/italy%E2%80%99s-fincantieri-delivers-two-warships-to-uae.html

 

 

TRIESTE, Italy --- The delivery ceremony of two vessels to the United Arab Emirates Navy was held today at the Fincantieri shipyard in Muggiano (La Spezia). These were an "Abu Dhabi Class" corvette, launched in February 2011, and the "Ghantut" patrol vessel, launched at the same yard in January 2012.

In the presence of Rear Admiral Ibrahim Salem Mohamed Al-Musharrakh, Head of the UAE Navy, Admiral Luigi Binelli Mantelli, Italian Navy Chief of Staff, who was represented on this occasion by Vice Admiral Alberto Gauzolino, Logistic Support and Light houses Inspector, Vice Admiral Andrea Toscano, Commander in Chief Northern Tyrrhenian Sea Department Italian Navy, Vice Admiral Ernesto Nencioni, Director for Naval Armaments and Alberto Maestrini, Fincantieri Executive Senior Vice President Naval Vessels, the ceremony began with the characteristic recitation of the Qur'an in accordance with the dictates of Islam.

Exemplifying Fincantieri's product excellence, both vessels stand out for their high level of flexibility in being able to carry out different types of mission in national and international waters (from patrol and surveillance, to defence against air and surface threats and attack against both land and sea targets), as well as for their high standards of accommodation and safety.

As evidence of the strategic importance of the Middle East market and the strong and fruitful partnership initiated with the Emirates, Fincantieri has set up the company Etihad Ship Building in Abu Dhabi as a joint venture with Al Fattan Ship Industries and Melara Middle East; the purpose of the company, which is already operational, is to design, construct and sell both civilian and military ships, as well as carry out maintenance and refitting.

In fact, now more than ever, securing foreign orders means ships being built in local shipyards. It is therefore necessary to be suitably equipped to ensure that customers obtain quality and rapid delivery.

Fincantieri will be present from 17 to 21 February at the important "Idex" defence industry exhibition in Abu Dhabi, with an exhibit on the megayacht sector.


ABU DHABI CLASS CORVETTE

The "Abu Dhabi class" project has evolved from the "Cigala Fulgosi" one, which led to the construction of four "Commandante" class ships for the Italian Navy. The contract also involves supplying the UAE Navy with logistical support and crew training. The vessel is 88 metres long with a 12 metre beam, has a full load displacement of 1650 tons, can reach a speed of 25 knots with a range of more than 3000 nautical miles at 14 knots (thanks to 2 diesel engines of 7000 kW each) and can accommodate a crew of about 70.

This technologically advanced ship will be primarily engaged in patrolling and surveillance activities and could be used in anti-submarine, anti-air and surface actions. It will be able to exchange tactical data in real time with other naval vessels, helicopters and land bases and will provide support and shelter to UAE Navy helicopters. In addition to highly flexible operational capabilities, the vessel also features high standards of safety and accommodation for the comfort of its crew.

FALAJ 2

The two ships - "Ghantut" delivered today and "Salahah" the sister ship launched last June, whose names come from an area of the Emirates near Abu Dhabi - were ordered in 2010 as part of the "Falaj 2" program. Capable of speeds in excess of 20 knots, they are 55 metres long with a beam of 8.80 metres and can accommodate a crew of 29.

Their main feature is their special stealth design making them difficult to detect by radar. Other features of these ships include their high level of flexibility in being able to carry out different types of mission in national and international waters (from patrol and surveillance, to defence from air and surface threats and attacks against land and sea targets), as well as their high standards of accommodation and safety.

The contract provides the UAE Navy with an option for another two sister ships, as well as technology transfer to a local shipyard for possible construction of the sister vessels.