Sea Power: LHDs on the move | ADM Apr 2011
Julian Kerr | Sydney
The hull of the first of the RAN’s two 27,800 tonne Canberra-class LHDs has been launched and the keel of the second is now on the slipway in Spain, but what may be the program’s greatest single challenge has yet to be faced.
This, according to Harry Bradford, director of the marine business unit of prime contractor BAE Systems Australia, is the integration of the combat and communications systems into the platform - a complex undertaking which is not planned to be completed until more than a year after the ships’ hulls arrive from Spain and are married with their Australian-constructed superstructures at BAE Systems’ Williamstown shipyard.
Although developed from the Saab Systems’ 9LV Mk3E (the Combat Management System [CMS]) that has been developed for the Anti-Ship Missile Defence (ASMD) project for the RAN’s Anzac-class frigates), the Mk 4 CMS is a new generation, open-architecture system that is both modular and scalable, allowing for a variety of configurations.
In the case of the LHDs, the CMS must not only bring all the ship’s sensors, communications and weapons into a single, highly-integrated entity, but must also handle the additional complexities involved in watercraft and helicopter operations.
Bradford regards the integration process as “very, very high scale, very demanding. It must take account of the way in which the capability is going to be operated by the end user and we don’t know enough about that yet although we’re working with the customer to ensure our understanding is as good as it needs to be.”
The hulls of both LHDs will be transported from Navantia’s dockyard in Ferrol in northwest Spain to Williamstown aboard a heavy-lift ship, the first arriving in August 2012, the second in January 2014.
While delivery of the ships to the RAN is not planned until about 18 months after arrival, factory acceptance tests of several combat and communications sub-systems have already been completed and these are now installed in a land-based test site (LBTS) at Williamstown where the de-risking process of land-based integration has begun.
“We’re tracking the schedule but it’s pretty tight at every level. As with every complex combat and communications integration, there are difficult challenges remaining with every part of the system and they will continue beyond completion of the land-based testing,” Bradford said.
“Whilst the LBST will be used to maximise the testing ashore, it’s not possible to simulate all the dynamics of the ship, you can’t simulate the isolation from surrounding electro-magnetic influences. A high level of integration maturity is expected from the systems within the LBTS, but it should be noted that this is not all the ship’s systems; primary surveillance radar and platform management system are two of the systems that won’t be tested there.
“However, if you’ve achieved a very strong test baseline in the laboratory environment, you can then manage the differences aboard in a much more scientific manner,” Bradford said.
Ahead of schedule
The launch of the first hull on 17 February was two months ahead of the planned date which allowed the hull to move to the outfit berth in Ferrol where focus could be placed on the key areas of electrical and mechanical outfitting to maintain the overall schedule on the platform-build program.
“The priority was to get LHD1 in the water and that took some priority off the outfitting. But Navantia’s current plan is credible; it’ll be close but I think it will be within schedule,” Bradford commented.
Surprisingly, this work would be easier after than prior to launch, he said.
“Earlier you’d have people falling over each other with respect to structure, but after launch you can get the fitout manpower distributed through the vessel in a more organised manner.”
BAE Systems has 15 staff in Ferrol handling a combination of subcontractor management, governance, and providing a conduit for communication between Navantia and the project team in Australia responsible for the Australian-specific elements of the ships. These include an integrated bridge and the integration of the Australian-specific communications and combat systems into the platform.
Based on the design of the Spanish BPE, the LHD’s capability is being enhanced for the RAN, including upgrades to air conditioning, Australian explosives’ standards in the magazines, significant alterations to the galley, firefighting and medical facilities, and four Typhoon 25mm remote weapon systems being fitted at each corner of the flight deck for close-in defence.
“A huge amount of information has to flow between the parties, particularly regarding the way in which the specific communications and combat systems affects the design and construction of the vessel,” Bradford said.
“Navantia have the skills and capabilities to provide the detailed day-to-day management. Our people are there to ensure everything is done in accordance with standards we know to be acceptable, and know to be acceptable to our customer.”
While the design had not been totally frozen as of mid-March, it was in what Bradford described as “an advanced state of chill.”
Meanwhile daily meetings take place between the prime, Navantia, and the Commonwealth teams in Ferrol. In addition to formal standard reviews, a BAE Systems/Navantia Board meets every two to three months in either Spain or Australia, with the Commonwealth attending as an observer.
“These meetings are very open, dealing with any high-level policy issues we may have and checking progress. Although the Commonwealth doesn’t make decisions or change directions at these board meetings we invite the Commonwealth to comment or input any concerns or issues they may have,” Bradford said. “As it has to be, it’s a very transparent relationship between the parties.”
Back in Williamstown, construction has started on the first two of the seven blocks that will make up each ship’s island superstructure. The heaviest block weighs 250 tonnes and management is currently deciding how best to hoist it into place – by floating crane, land-based crane, or by building a wharf-side lifting structure.
According to Jim Imrie, deputy director maritime at BAE Systems, the tolerances involved in mating the superstructure to the hull will generally range from 5-10mm, although they can be smaller.
After the blocks are in position, they will then be welded to each other and to the hull, after which a myriad of internal services will be connected and systems fitted, integrated and tested over a period of about 18 months.
The LHD managerial and engineering workforce at Williamstown is expected to grow to a peak of about 180, with a 450-strong production workforce handling both LHD consolidation and construction of Air Warfare Destroyer hull blocks at the same time.
While recruitment of skilled trades people was proceeding well, Bradford said the deterioration in Australia’s shipbuilding capabilities had resulted in a shortage of supervisory-level staff.
“These are the people who understand what the problems are, what the challenges are, and what different strategies there are for executing things like building blocks and that’s the most difficult workforce area we’re currently facing,” he said.
JACIT
Meanwhile the ADF’s Joint Amphibious Capability Implementation Team (JACIT) is also building up both its resources and its knowledge base.
Established in September 2006 to take responsibility for the introduction into service and in-service employment of the Amphibious Deployment and Sustainment System, including the LHDs, JACIT has moved from “planning the plan” to more concrete endeavours.
JACIT director Captain (RAN) Brad White told ADM a draft scheme of complement and duty statements for the LHDs were being finalised and a training needs analysis had been completed. The maintenance and infrastructure requirements of the ships were now understood and these had been passed to Defence Support Group.
Additionally, a long lists of tasks included in the Amphibious Implementation Plan had been refined and formalised and would be distributed in the very near future as part of a Capability Realisation Plan that would inform other organisations of the tasks they needed to undertake. In Army’s case, planning for amphibious-ready forces would be the responsibility of permanent Joint Force Headquarters in Brisbane.
JACIT now comprises seven Navy and four Army personnel with a range of specialisations – combat systems, engineering, facilities and infrastructure, aviation, watercraft and training. Although these specialists work as a team directed by CAPT White, in practical terms Army members work via their own Army liaison through to Army Headquarters while Navy members report through Navy Headquarters to the Director General of Navy Transition Sustainment and back up to the Deputy Chief of Navy.
However, JACIT continues to formally report to and act as the secretariat for the Joint Amphibious Steering Group, largely composed of one-star officers and their representatives, who have a stake in the capability. It does the same for the top decision-making body, the Joint Amphibious Council, which is composed of the Deputy Chiefs of Navy and Army, the Deputy Commander Joint Operations and the head of Joint Capability Coordination in the Vice Chief of Defence Force Group.
As an example, it is the Joint Amphibious Council that must approve the Capability Realisation Plan prior to it being passed for joint signature to the Chief of Navy and the Chief of Army.
At this stage, Air Force is not directly involved in JACIT’s planning processes, although CAPT White points out its indirect links through the Joint Fires Committee and other groups. The structure being worked up by JACIT is based around two Army formations, the first of which is dubbed the Amphibious Ready Element.
This involves an infantry company with supporting elements and enablers, altogether about 350 strong, which would be on 48 hours notice to move. The second, larger force is the Amphibious Ready Group, a battalion-based combat team with enablers which would involve about 2,000 troops and require both LHDs.
Although Army will be responsible for terminal management and loading the LHDs’ watercraft – almost certainly the Navantia-designed LCM1E although a final decision has yet to be taken by government – the watercraft will be manned and supported by Navy, and Navy will run the LHDs’ well deck.
Doctoring the doctrine
While the Canberra-class ships will be the RAN’s largest-ever assets, CAPT White said current operational doctrine, based on US Navy and Royal Navy doctrine, remained sound, with the only difference the larger scale on which it would be employed.
“The actual operational limitations of the ships will be borne out during operational test and evaluation after acceptance into service,” he said. “We’re not expecting full capability on line, that is, both ships worked up to doing things together, until 2017.
“We’ll have a capability to respond to various disasters and minor operations by the end of 2014 but for the ADF to work up to a full amphibious capability that the LHDs will be capable of launching and supporting will take us two to three years. So it’s a progressive build-up of the capability.”
Information is exchanged with the US Navy through the Expeditionary Warfare Working Group, access to which is part of a bilateral arrangement with the USN which covers numerous maritime warfare domains. Moves to establish a more formal relationship with the Royal Navy are under way, although information has been exchanged for a number of years via the Littoral Manoeuvre working group.
“Through these organisations we’ve managed to get personnel on US or UK amphibious exercises to gain experience, to garner Standard Operating Procedures so we can start writing our own and create our own organisational structures,” CAPT White said. “We’re in the process of negotiating, hopefully, for a team of two trials organisation guys to visit the Spanish BPE in April or June this year.”
JACIT’s training needs analysis had confirmed Navy already had the basis, particularly for technical skills, to provide most of the necessary specific training for LHD crew. Identifying any gaps in training capability was well underway.
The Aviation Handler category of seaman, in abeyance since the aircraft carrier HMAS Melbourne was retired in 1982, was being reintroduced and each ship would have 28 to handle helicopters on the flight deck and in the hangar, and be first responders for firefighting.
CAPT White said recruiting for the category would start reasonably soon, with the focus on a combination of in-service transfers, new recruits, and Royal Navy aviation handlers interested in moving to Australia.
With no current plans for a fully-integrated ship’s combat system simulator, it’s intended at the moment that LHD command team training will utilise the Anzac-class frigate trainer at HMAS Watson.
Also new to the RAN will be ship handling using the LHDs’ podded electric motors (AZIPODS). Navy is working with the Port ASH ship handling training facility near Newcastle to establish a podded training model at that facility. Initial training will achieved through some overseas courses and simulators.
The impact on amphibious training of the surprise decommissioning of the LPA HMAS Manoora and the 14 months of remediation required by its sister ship HMAS Kanimbla is not clear. While both were to have been retired before the Canberra class enters service, the outstanding issue is the ability to maintain existing competencies until the first of the LHDs is available.
The answer at the moment appears to be one of hoping for an improvement in the availability of the landing ship heavy HMAS Tobruk, relying on Kanimbla’s return to service in April next year, and pressing for the early lease or purchase of the Royal Fleet Auxiliary’s Bay class amphibious ship Large Bay – an asset in which Chile, Brazil and India have all also expressed interest.
As ADM went to press, defence minister Stephen Smith confirmed that Australia would be submitting a formal bid for the Large Bay from the UK to plug the gap between the LPAs and LHDs.