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SATCOM Post-2000
SATCOM Post-2000 Improved satellite communications for NATO The NATO SATCOM Post-2000 (NSP2K) programme gives the Alliance improved satellite communication capabilities, which is important as NATO forces take on expeditionary missions far beyond the Alliance's traditional area of operations. Under the programme, a consortium formed by the British, French and Italian governments will provide NATO with advanced satellite communication (SATCOM) capabilities for a 15-year period from January 2005 until the end of 2019. The satellite capacity is provided on the three nations' satellites under a capability provision agreement which has the flexibility to be changed depending on evolving operational requirements. Compared to previous generation SATCOM capabilities, the programme benefits include increased bandwidth, coverage and expanded capacity for voice and data communications, including communications with ships at sea, air assets and troops deployed across the globe. Components Under a memorandum of understanding (MOU), the programme provides NATO with access to the military segments of three national satellite communications systems – the French SYRACUSE 3, the Italian SICRAL 1 and 1Bis, and the British Skynet 4 and 5. This new satellite capability has replaced the two NATO-owned and -operated NATO IV communications satellites, which stopped their operational services in 2007 and 2010, respectively, after a combined operational life of 19 years. The NSP2K programme provides NATO access to Super High Frequency (SHF) and Ultra High Frequency (UHF) communications. UHF (300 MHz) is used for tactical communications, while SHF (7-8 GHz) is used for static and deployed ground stations with larger antenna dishes. The SYRACUSE, SICRAL, and Skynet 4/5 satellites can all provide SHF communications with military hardening features, while UHF communications are only provided by the SICRAL and Skynet satellites. Contract Evolution In May 2004, the NATO Consultation, Command and Control Agency (NC3A) selected the Franco-British-Italian proposal to provide SHF and UHF communications. The proposal submitted by the consortium was determined by NATO to be the lowest priced, technically compliant bid. It came in below the Alliance's funding ceiling of EUR 457 million for SHF and UHF. The NSP2K Initial Operating Capability (IOC) started on January 2005 with limited SHF and UHF capacity and coverage, which was followed with a Final Operational Capability (FOC) as of 2008 with the full SHF and UHF capacity and extended coverage. Mechanisms The NSP2K capability provisioning is controlled through a Joint Programme Management Office (JPMO) in Paris staffed by officials from the British, French and Italian governments who report to NC3A, which administers the memorandum of understanding on behalf of NATO. NATO's Allied Command Operations (ACO), in conjunction with NC3A, plans and prepares the NATO operational requirements which are then discussed with the JPMO to ensure that suitable satellite capacity is made available to meet NATO's changing requirements. Day-to-day communications requests are handled by the NATO Communications and Information Systems Agency (NCSA) at NATO's Supreme Headquarters Allied Powers Europe (SHAPE) in Mons, Belgium. NCSA allocates user traffic to the satellite capacity. NCSA liaises with the co-located NATO Mission Access Centre (NMAC), which is manned by national contractors who provide the point of contact between national satellite control centres and the operators of the NATO network to manage and gain access to the allocated capacity.
Science and Technology Organization (STO), NATO -
The NATO Science and Technology Organization (STO) The NATO Science and Technology Organization (STO) acts as NATO's principal organization for science and technology research. It is composed of a Science and Technology Board (STB), Scientific and Technical Committees and three Executive Bodies; the Office of the Chief Scientist (OCS), the Collaboration Support Office (CSO), and the Centre for Maritime Research and Experimentation (CMRE). Main tasks and responsibilities The mission of the STO is to help position both national and NATO science and technology investments as a strategic enabler of the knowledge and technology advantage for the defence and security posture of NATO Allies and partners. The Organisation aims to leverage and augment the science and technology capabilities and programmes to contribute to NATO's ability to influence security and defence related development. It also supports decisions made at both national and NATO level by providing advice to the North Atlantic Council and national leadership. The Organization's structure The Chief Scientist is the chairman of the STB and the senior science advisor to the North Atlantic Council. The Office of the Chief Scientist (OCS) is located in Brussels, Belgium at NATO HQ. The scientific and technical committees, composed of members from national and NATO bodies, will continue to direct and execute NATO's collaborative science and technology activities. Executive and administrative support to NATO's collaborative science and technology activities will be delivered by the Collaboration Support Office (CSO), formerly known as the Research and Technology Agency (RTA), located in Neuilly-sur-Seine, France. The Centre for Maritime Research and Experimentation (CMRE), formerly known as the NATO Undersea Research Centre (NURC), located in La Spezia, Italy, will organise and conduct scientific research and technology development, centred on the maritime domain, delivering innovative solutions to address the Alliance's defence and security needs. CMRE conducts hands-on scientific and engineering research for the direct benefit of NATO and its' customers. The Centre operates NATO's two research vessels that enable science and technology solutions to be explored and developed at sea. This allows unique and specialized research to be conducted in core areas of interest for NATO. CMRE's engineering capability enables rapid exploitation of concept prototypes for use in trials and military experiments. The Centre has also a scientific and engineering knowledge base which is published for use across NATO. Evolution The STO was created through the amalgamation of the Research and Technology Organization (RTO) and the NATO Undersea Research Centre (NURC). These bodies were brought together following a decision at the Lisbon Summit to reform the NATO agency structure. The standing-up of the STO is part of a three phase implementation process of these reforms. The first phase is the consolidation phase and runs from 1 July 2012 to 1 January 2013. It comprises the stand-up of the STO, the delivery of the NATO Science and Technology Strategy, the production of the CMRE Business Plan and the delivery of the study pertaining to the Operational Research and Analysis (ORA) function. The second phase is the rationalization phase. This phase begins on 1 January 2013 and lasts until 1 July 2014. The phase comprises transition of the CMRE to its new business model, the implementation of the NATO Science and Technology Strategy, the implementation of the decisions pertaining to the ORA function and a further consolidation study. The third and last phase is the optimization phase. It is planned between 1 July 2014 and 1 July 2015. It comprises the optimization of the measures of the rationalization phase and the implementation of the decisions pertaining to a further consolidation study.
Science for Peace and Security
The Science for Peace and Security Programme The Science for Peace and Security Programme, or SPS, is a policy tool for enhancing cooperation and dialogue with all partners, based on civil science and innovation, to contribute to the Alliance's core goals and to address the priority areas for dialogue and cooperation identified in the new partnership policy.
Secretary General, The NATO -
The NATO Secretary General The Secretary General is the Alliance's top international civil servant. This person is responsible for steering the process of consultation and decision-making in the Alliance and ensuring that decisions are implemented. The Secretary General is also NATO's chief spokesperson and the head of the Organization's International Staff. The post is currently held by Anders Fogh Rasmussen, former Prime Minister of Denmark, who took up his responsibilities on 1 August 2009. The function of Secretary General is filled by a senior statesman with high-level political experience in the government of one of the member countries. The person is nominated by member governments for an initial period of four years, which can be extended by mutual consent. Three principal responsibilities Chairman of the North Atlantic Council and other key bodies First and foremost, the Secretary General chairs the North Atlantic Council - the Alliance's principal political decision-making body - as well as other senior decision-making committees. These include the Nuclear Planning Group, the NATO-Russia Council, the Euro-Atlantic Partnership Council and the Mediterranean Co-operation Group. Additionally, together with a Ukrainian representative, he is the chairman of the NATO-Ukraine Commission, as well as the chairman of the NATO-Georgia Commission. Above and beyond the role of chairman, the Secretary General has the authority to propose items for discussion and use his good offices in case of disputes between member states. He acts as a decision facilitator, leading and guiding the process of consensus-building and decision-making throughout the Alliance. He maintains direct contact with heads of state and government, foreign and defence ministers in NATO and partner countries, in order to facilitate this process. This entails regular visits to NATO and partner countries, as well as bilateral meetings with senior national officials when they visit NATO Headquarters. Effectively, his role allows him to exert some influence on the decision-making process while respecting the fundamental principle that the authority for taking decisions is invested only in the member governments themselves. Principal spokesperson The Secretary General is also the principal spokesman of the Alliance and represents the Alliance in public on behalf of the member countries, reflecting their common positions on political issues. He also represents NATO vis-à-vis other international organizations as well as to the media and the public at large. To this end the Secretary General regularly holds press briefings and conferences as well as public lectures and speeches. Head of the International Staff Third and lastly, the Secretary General is the senior executive officer of the NATO International Staff, responsible for making staff appointments and overseeing its work. Support to the Secretary General In his day-to-day work, the Secretary General is directly supported by a Private Office and a Deputy Secretary General, who assists the Secretary General and replaces him in his absence. The Deputy Secretary General is also the chairman of a number of senior committees, ad hoc groups and working groups. More generally speaking, the entire International Staff at NATO Headquarters supports the Secretary General, either directly or indirectly. The selection process The Secretary General is a senior statesman from a NATO member country, appointed by member states for a four-year term. The selection is carried through informal diplomatic consultations among member countries, which put forward candidates for the post. No decision is confirmed until consensus is reached on one candidate. At the end of his term, the incumbent might be offered to stay on for a fifth year. The position has traditionally been held by a European statesman.
Security Committee (SC)
Security Committee (SC) The Security Committee (SC) examines all questions concerning NATO security policy and acts as an advisory body to the North Atlantic Council (NAC). It reviews the NATO security policy, makes recommendations for changes and examines questions related to the subject. The SC also reviews and approves the supporting directives and guidance documents in the areas of personnel security, physical security, security of information, industrial security and INFOSEC; and considers security matters referred to it by the NAC, a member country, the NATO Secretary General, the Military Committee, the NC3 (consultation, command and control) Board or the heads of NATO civil and military bodies, preparing appropriate recommendations on related subjects. The SC is composed of representatives from each member nation's National Security Authority (NSA) supported, where required, by additional member country security staff. Representatives of the International Military Staff, Strategic Commands and NATO C3 Board are present at meetings of the SC, as may be representatives of NATO civil and military bodies when matters of interest to them are addressed. The SC is chaired by the Director of the NATO Office of Security (NOS) and the day-to-day work of the committee is supported by the NOS. The SC meets in different formats: at Principal's level; in Security Policy Format (SP); and in Information Assurance Format (IA). The SC may meet with partner countries, as appropriate. The SC meets on a regular basis, holding a minimum of two meetings per year at Principal's level. The SC in SP and IA Formats also meets on a regular basis, as required. Chairmanship may be delegated to duly appointed staff members from the NOS. The SC is directly responsible to the NAC, to which it reports at least once a year on the progress of its work.
Security tasks, NATO's fundamental -
NATO's fundamental security tasks NATO's essential and enduring purpose is to safeguard the freedom and security of all its members by political and military means. Collective defence is at the heart of the Alliance and creates a spirit of solidarity and cohesion among its members. NATO strives to secure a lasting peace in Europe, based on common values of individual liberty, democracy, human rights and the rule of law. Since the outbreak of crises and conflicts beyond the borders of NATO member countries can jeopardize this objective, the Alliance also contributes to peace and stability through crisis management operations and partnerships. Essentially, NATO not only helps to defend the territory of its members, but engages where possible and when necessary to project its values further afield, prevent crises, manage crises, stabilize post-conflict situations and support reconstruction. NATO also embodies the transatlantic link by which the security of North America is tied to the security of Europe. It is an intergovernmental organization which provides a forum where members can consult together on any issues they may choose to raise and take decisions on political and military matters affecting their security. No single member country is forced to rely soley on its national capabilities to meet its essential national security objectives. The resulting sense of shared security among members contributes to stability in the Euro-Atlantic area. NATO's fundamental security tasks are laid down in the Washington Treaty. They are sufficiently general to withstand the test of time and are translated into more detail in strategic concepts. Strategic concepts are the authoritative statement of the Alliance's objectives and provide the highest level of guidance on the political and military means to be used in achieving these goals; they remain the basis for the implementation of Alliance policy as a whole. During the Cold War, NATO focused on collective defence and the protection of its members from potential threats emanating from the Soviet Union. With the collapse of the Soviet Union, along with the rise of non-state actors affecting international security, many new security threats emerged. NATO now focuses on countering these threats by utilizing collective defence, managing crisis situations and encouraging cooperative security, as outlined in the 2010 Strategic Concept.
Senior Civilian Representative in Afghanistan, NATO's -
NATO's Senior Civilian Representative in Afghanistan The Senior Civilian Representative carries forward the Alliance's political-military objectives in Afghanistan, liaising with the Afghan Government, civil society, representatives of the international community and neighbouring countries. He represents the political leadership of the Alliance in Kabul officially and publicly. Who is currently holding this function? Ambassador Maurits R. Jochems from the Netherlands took office as the NATO Senior Civilian Representative in Afghanistan on 10 October 2012. What is his or her authority, tasks and responsibilities? Working closely with NATO's International Security Assistance Force (ISAF), the Senior Civilian Representative provides a direct channel of communication between the theatre, NATO HQ in Brussels, and the North Atlantic Council, the Alliance's principal decision-making body. He provides the Council with advice on the most effective means of ensuring the overall coherence of the Alliance's relations with Afghanistan, which includes responsibilities related to upholding NATO's public perception. He liaises with senior members of the Afghan Government and co-ordinates with representatives of the international community and other international organisations engaged in Afghanistan, in particular the United Nations Assistance Mission in Afghanistan and the European Union. The Representative also maintains contacts with representatives of neighbouring countries, as well as with various political actors, representatives of Afghan civil society and representatives of international NGOs. How is he or she selected and for how long? The Representative is appointed by the NATO Secretary General on an ad-hoc basis. His mandate is limited in time and renewable in light of political developments in Afghanistan. How did it evolve? NATO created the position of a Senior Civilian Representative in October 2003, to represent the political leadership of the Alliance in Kabul.
Serbia, NATO's relations with -
NATO's relations with Serbia Serbia has been a member of NATO's Partnership for Peace programme since December 2006. Democratic, institutional, and defence reforms are a key focus of cooperation. While not an aspirant for membership of the Alliance, the country is currently in discussions with NATO on deepening cooperation through the development of an Individual Partnership Action Plan. At the Chicago Summit in May 2012, Allied leaders reiterated their support for Serbia's Euro-Atlantic integration. They also encouraged Belgrade to continue building a strong partnership with NATO, making full use of its Partnership for Peace (PfP) membership, while at the same time respecting Serbia's policy of military neutrality. Work is ongoing to provide the framework for reinforced cooperation through the development of an Individual Partnership Action Plan. "Serbia's future lies in peaceful cooperation with its neighbours and with the European Union and NATO. […] We have made good progress these past few years in developing a sound basis for partnership and cooperation. It is now up to Serbia to decide if it wants to move forwards in its cooperation with NATO, and how fast," declared NATO Secretary General Anders Fogh Rasmussen in a speech about the Western Balkans in June 2011. Kosovo is of course a key subject in NATO's dialogue with Serbia. The Alliance intervened militarily in early 1999 to bring an end to the violence in Kosovo, subsequently deploying the NATO-led Kosovo peacekeeping force (KFOR) to provide a safe and secure environment and facilitate reconstruction. KFOR remains crucial to guaranteeing security in Kosovo and will remain in Kosovo on the basis of United Nations Security Council Resolution 1244 to ensure a safe and secure environment, including freedom of movement for all people. At the Chicago Summit, Allied leaders called upon Serbia to support further efforts towards the consolidation of peace and stability in Kosovo. They urged Belgrade and Pristina to take full advantage of the opportunities offered to promote peace, security and stability in the region, in particular by the European Union-facilitated dialogue. The NATO Secretary General welcomed the Belgrade-Pristina Agreement on Normalisation, that was eventually concluded in April 2013 as a big step forward for regional peace and security. He underlined that NATO and in particular KFOR would support the implementation of this latest agreement to the best of its ability within its current mandate. Framework for cooperation Serbia indicated its intention to become an active participant in the Partnership for Peace (PfP) in its PfP Presentation Document submitted to NATO in September 2007. It submitted its first Individual Partnership Programme (IPP) under the PfP in early 2009. Areas of cooperation and specific events in which Serbia wishes to participate are detailed in this document, which is jointly agreed with NATO. In April 2011, the North Atlantic Council approved Serbia's request to develop an Individual Partnership Action Plan (IPAP) with NATO. The IPAP is a jointly agreed framework in which a partner nation lays out its reform goals and the areas where NATO can provide assistance to achieve those goals. It will help to organise bilateral cooperation, ensuring that NATO and individual Allies can provide support to Serbia in achieving its reform goals. The IPAP offers an important step forward in the relationship, as it will allow NATO and Serbia to deepen both their political consultation and practical cooperation. The NATO Military Liaison Office in Belgrade, established in December 2006, supports Serbian defence reforms, facilitates Serbian participation in activities in the framework of the Partnership for Peace programme and provides assistance to NATO's public diplomacy activities in the region. Key areas of cooperation Security cooperation The Serbian armed forces have cooperated with KFOR for many years through the Joint Implementation Council (JIC), based on the 1999 Military Technical Agreement between KFOR and the Serbian armed forces (Kumanovo Agreement). In July 2005, Serbia signed a transit agreement with NATO to allow Allied forces serving as part of KFOR to pass through Serbian territory. This agreement between NATO and Serbia mirrors similar arrangements between NATO and other countries across and beyond Europe. The transit agreement provided for the establishment of the NATO Military Liaison Office in Belgrade, which liaises with the Serbian military authorities on the practical aspects of the implementation of the transit agreement. Training is an important part of security cooperation and Serbian personnel participate in activities organised under the PfP programme. Moreover, Serbia's Chemical, Biological, Radiological and Nuclear (CBRN) Training Centre in Krusevac was recognised as a Partnership Training and Education Centre in 2013, opening its activities to Allies and partners. Defence and security sector reform Defence and security sector reforms are core elements of cooperation. An important vehicle for this cooperation has been the Serbia/NATO Defence Reform Group (DRG). The group was jointly established in February 2006 to provide advice and assistance to the Serbian authorities on reform and modernisation of Serbia's armed forces, and to build a modern, affordable, and democratically-controlled defence structure. Serbia also joined the PfP Planning and Review Process (PARP) in 2007. The PARP provides a structured basis for identifying partner forces and capabilities that could be available to the Alliance for multinational training, exercises and operations. It also serves as a planning tool to guide and measure progress in defence and military transformation efforts. The reforms undertaken within the DRG and the PARP are supported through the selection of training activities and exercises. The Alliance as a whole and individual Allies have considerable expertise upon which Serbia can draw in the area of defence and security sector reform. An important priority will be working together to further promote transparent democratic control over the armed forces. The Allies have supported a number of NATO/PfP Trust Fund projects in Serbia. These include a project to destroy 28,000 surplus small arms and light weapons, which was completed in 2003, and another for the safe destruction of 1.4 million landmines and ammunition, which was completed in June 2007. A third Trust Fund project for the destruction of approximately 2,000 tonnes of surplus ammunition and explosives was launched in July 2013. Another Trust Fund project to develop alternative livelihoods for former members of the Serbian armed forces was completed in 2011. The implementing agent for this project is the International Organization for Migration (IOM). This project, carried out over five years and worth €9.6 million, helped almost 6,000 discharged defence personnel in Serbia start small businesses. Science and environment Serbia has been actively engaged within the framework of the NATO Science for Peace and Security (SPS) Programme since 2007. The SPS Programme enables close collaboration on issues of common interest to enhance the security of NATO and partner nations. By facilitating international efforts, in particular with a regional focus, the Programme seeks to address emerging security challenges, support NATO-led operations and advance early warning and forecast for the prevention of disasters and crises. Today, scientists and experts from Serbia are working to address a wide range of security issues, notably in the fields of defence against chemical, biological, radiological and nuclear (CBRN) agents, counter-terrorism, environmental security and disaster forecast and prevention of natural catastrophes. Public information Serbia and NATO aim to improve public access to information on the benefits of cooperation with NATO and the key elements of NATO-Serbia cooperation. A broad and effective communications strategy is an important aspect of PfP cooperation. The NATO Military Liaison Office in Belgrade plays a role in this process. In every partner country an embassy of one of the NATO member states serves as a contact point and operates as a channel for disseminating information about the role and policies of the Alliance. The current NATO Contact Point Embassy in Serbia is the embassy of the Slovak Republic. Evolution of relations 1999 A 78-day NATO air campaign is triggered by violence in Kosovo. The NATO-led Kosovo peacekeeping force (KFOR) is deployed to maintain security and support reconstruction efforts. KFOR and Serbian Armed Forces sign Military Technical Agreement (Kumanovo Agreement) 2001 NATO and the newly elected government of the Federal Republic of Yugoslavia cooperate in crisis-management operations in southern Serbia 2003 Belgrade formally applies for PfP membership. The Federal Republic of Yugoslavia is replaced by a looser state union of Serbia and Montenegro. NATO completes a PfP trust fund project to destroy 28,000 surplus small arms and light weapons in Serbia 2005 Serbia hosts a PfP trust fund workshop 'Together reducing unsafe surplus tools of war' in Belgrade. Serbia and NATO sign a transit agreement for KFOR forces. NATO launches a PfP trust fund project to develop alternative livelihoods for former Serbian armed forces personnel as the service is downsized 2006 Serbia joins the Partnership for Peace. NATO opens a Military Liaison Office in Belgrade. 2007 Serbia joins the PfP Planning and Review Process (PARP). NATO completes a PfP trust fund project that safely removed 1.4 million anti-personnel landmines from Serbian territory. In September, Serbia submits its PfP Presentation Document to NATO. 2009 Serbia agrees its first Individual Partnership Programme with NATO. 2010 NATO Secretary General Anders Fogh Rasmussen meets the President of the Republic of Serbia, Boris Tadic while in New York. 2011 In April, the North Atlantic Council approves Serbia's request to undertake an Individual Partnership Action Plan (IPAP) with NATO In June, Serbia hosts the Allied Command Transformation Strategic Military Partners Conference, one of the largest NATO partnership events each year. 2012 At a meeting of the Euro-Atlantic Partnership Council on 11 December, ambassadors observe a minute of silence in memory of the Serbian Ambassador to NATO, Branislav Milinkovic, who had passed away the previous week. 2013 NATO Secretary General Anders Fogh Rasmussen welcomes the Belgrade-Pristina Agreement on Normalisation, on 19 April, congratulating all parties for their constructive approach to finding a lasting solution through EU-mediated talks. He emphasises that NATO will continue to ensure a safe and secure environment throughout Kosovo and stands ready to support the implementation of this latest agreement. In June, the North Atlantic Council accepts Serbia's offer to make its Chemical, Biological, Radiological and Nuclear (CBRN) Training Centre in Krusevac a Partnership Training and Education Centre, opening its activities to Allies and partners. A project was launched in July to assist the Serbian Ministry of Defence in the decommissioning of Serbia's stocks of approximately 2,000 tonnes of surplus ammunition and explosives.
SILK-Afghanistan Expanding internet connectivity in Afghanistan Named after the Great Silk Road trading route linking Asia and Europe, the SILK-Afghanistan project provides high-speed internet access via satellite and fiber optics to 18 Afghan universities as well as some governmental institutions in Kabul. The project assists the Afghan authorities in developing their educational system. It became operational at Kabul University in Afghanistan in 2006 and the network has since been expanded to the provinces. Today, the vast majority of university students and lecturers from 18 universities in Baghlan, Balkh, Bamiyan, Faryab, Ghazni, Helmand, Herat, Jawzjan, Kabul (four universities), Kandahar, Khost, Kunduz, Nangarhar, Paktia and Parwan provinces are connected to the information highway through the SILK-Afghanistan project. A further four universities in Badakhshan, Kapisa, Samangan and Takhar, are expected to be added to the network by summer 2013. Over the past few years, the Afghan Ministry of Higher Education and some fifteen universities across the country have been equipped with video conferencing systems and the aim is eventually to equip all universities with this facility. A Metropolitan Area Network (MAN), which has been up-and-running since autumn 2009, provides internet connectivity to a number of government and academic institutions in Kabul. The MAN consists of a WiMax "blanket" connected to the network operation centre at Kabul University. SILK-Afghanistan is jointly funded by the NATO Science for Peace and Security (SPS) programme and the US Department of State. In addition to connectivity, it provides extra funding to build information technology (IT) infrastructure and to train IT staff at the universities. The programme builds on NATO's experience of initiating and running the "Virtual Silk Highway" project, which provided high-speed internet access (via satellite) in NATO's partner countries in the South Caucasus and Central Asia from 2002 to 2010.
Situation Centre at NATO's Headquarters (SITCEN)
Situation Centre (SITCEN) The NATO Situation Centre (SITCEN) is designed to provide situational awareness and alerting to the North Atlantic Council and the Military Committee in fulfilling their respective functions during peace, in periods of tension and crisis and for high level exercises. This is to be achieved through the receipt, exchange and dissemination of information from all available internal and external sources. Working Mechanism The SITCEN is uniquely positioned between the civilian International Staff and the International Military Staff of NATO Headquarters. Its staff consists of both civilian and military personnel. The Secretary General, acting for the Council, has responsibility for the overall policy, general organization and effective functioning of the SITCEN. The Assistant Secretary General for Operations, on behalf of the Secretary General, is the senior staff official responsible for the development and control of the SITCEN. The Director General of the International Military Staff, acting for the Military Committee, is responsible for the co-ordination of the operations of the Centre with the Chief of the SITCEN. For day to day operations, this will be carried out on the Director General's behalf by the Director Operations, IMS. The SITCEN has an Admin Support/Registry office and one branch: the Watch Staff Support Branch. The Admin Support/Registry office is the SITCEN central point for Information Management and control, training co-ordination and financial management. The Watch Staff Support Branch is responsible for the receipt, exchange and dissemination of political, economic, terrorist and military information 24 hours a day, 7 days a week. The Watch Staff Support Branch also provides geographic information services to NATO Headquarters and acts as a focal point for GEO matters in support of senior decision-makers, task forces and exercises.
Small arms and light weapons (SALW) and mine action (MA)
Last updated: 13-Feb-2014 09:19 Natochannel.tv newYTPlayer('BkyP5t1skZg','104935m'); Stepping into a minefield: enemies beneath the ground 13 Nov. 2013 News
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Somalia, Assisting the African Union in -
Assisting the African Union in Somalia Information on NATO assistance to the African Union can be found on: http://www.nato.int/cps/en/natolive/topics_8191.htm Information on NATO assistance to the African Union can be found on: http://www.nato.int/cps/en/natolive/topics_8191.htm
Last updated: 26-Jul-2011 11:15 Topics
Standardization, Committee for -
Committee for Standardization (CS) The Committee for Standardization (CS) is the senior NATO committee for Alliance standardization, composed primarily of representatives from all NATO countries. Operating under the authority of the North Atlantic Council (NAC), it issues policy and guidance for all NATO standardization activities. For NATO, standardization is the development and implementation of concepts, doctrines and procedures that aim to achieve and maintain compatibility, interchangeability or commonality needed for interoperability. Interoperabilty – the ability to work in synergy in executing assigned tasks – can greatly increase the effectiveness of NATO's operations and activities through a more efficient use of resources. The Committee for Standardization meets twice yearly and reports annually to the NAC on standardization activities. It was created in 2001 to oversee the work of the NATO Standardization Organization, which resulted from the merger of two separate standardization bodies, one civilian and one military. Role and responsibilities As the senior body responsible for supervising all standardization activities across the Alliance, the Committee on Standardization steers the development of the NATO Policy for Standardization and monitors its implementation. It helps formulate standardization requirements for NATO's defence planning and facilitates the implemenation of NATO standards. The Committee provides coordinated advice on overall standardization matters to the NAC, to which it reports, as well as guidance and procedures to all NATO bodies as needed. It also acts as the Board of Directors for the NATO Standardization Agency, the implementing body for the Alliance's standardization work. Working mechanisms The Committee for Standardization, comprising delegates from 28 NATO countries and more than 30 partner countries, meets in full format twice a year. It is assisted by National Representatives (CSREPS) with delegated authority, who meet four times a year. The work of the CSREPs focuses on harmonizing standardization activities between NATO and national bodies, and promoting interaction between them in all areas of standardization. The Committee reaches decisions on the basis of consensus among national representatives. Other representatives have no power of reservation, but have the right to have their views recorded. If consensus among NATO nations cannot be reached, the issue in question can be referred to the NAC. Normally once a year, the Committee reports to the NAC on progress made in NATO Standardization, proposing actions as needed. It also presents a programme of work for the upcoming year. The Committee is chaired by the NATO Secretary General, normally represented by two permanent Co-Chairmen, namely the Assistant Secretary General for Defence Investment and the Director General of the International Military Staff. Since September 2000, partner countries have become actively involved in the Committee's activities. Evolution The NATO Standardization Agency evolved from the merger of two separate standardization bodies, one military and one civilian. The Military Standardization Agency was established in London in 1951 and was renamed the Military Agency for Standardization later the same year. It moved to Brussels in 1970. In 1995, the Office of NATO Standardization was created by the NAC as part of the Alliance's International Staff to address broader standardization issues. After a review of NATO Standardization between 1998 and 2000, the two bodies were merged into one, giving birth to the NATO Standardization Agency as the staffing element of the new NATO Standardization Organization. The Committee was created in 2001 to oversee the work of the NATO Standardization Organization.
Standby Force, Contributing to the establishment of an African -
Contributing to the establishment of an African Standby Force Fore more information on go to NATO's assistance to the African Union Information on NATO assistance to the African Union can be found on: http://www.nato.int/cps/en/natolive/topics_8191.htm
Strategic Airlift Capability (SAC)
Strategic Airlift Capability (SAC) A key capability for the Alliance Ten NATO countries plus two partner countries have signed a Memorandum of Understanding confirming their participation in Strategic Airlift Capability (SAC) initiative to acquire, manage, support and operate three Boeing C-17 strategic transport aircraft. The aircraft operate out of Pápa Air Base in Hungary. The first aircraft was delivered in July 2009 with the second and third aircraft following in September and October 2009, respectively. The aircraft are operated by multinational aircrews under the command of a multinational military structure – the Heavy Airlift Wing (HAW). The HAW is manned by personnel from all participating nations. This is one of two complementary initiatives aimed at providing NATO nations and participating partners with strategic airlift capabilities. A second initiative is the Strategic Airlift Interim Solution (SALIS), under which a multinational consortium of 18 countries has contracted a civilian company for the charter of Antonov An-124-100 transport aircraft. In addition, there are national procurement programmes in place to improve airlift capabilities, including the acquisition by seven NATO nations of 180 A400M aircraft, and the purchase by Canada, the United Kingdom and the United States of C-17s for national use. Components The C-17 is a large strategic transport aircraft capable of carrying 77,000 kilograms (169,776 pounds) of cargo over 4,450 kilometers (2,400 nautical miles) and is able to operate in difficult environments and austere conditions. The planes are configured and equipped to the same general standard as C-17s operated by the US Air Force. The crews and support personnel are trained for mission profiles and standards agreed by the countries. These strategic lift aircraft are used to meet national requirements, but could also be allocated for NATO, UN or EU missions, or for other international purposes. The Heavy Airlift Wing has flown missions in support of ISAF and KFOR operations, for humanitarian relief activities in Haiti and Pakistan and peacekeeping mission in Africa. Evolution Following intense consultations, a Letter of Intent (LOI) to launch contract negotiations was publicly released by 13 NATO countries on 12 September 2006. In the intervening period, two partners joined the consortium and NATO participation evolved to the current ten members. In June 2007, the North Atlantic Council (NAC) approved the Charter of a NATO Production and Logistics Organisation (NPLO), which authorizes the establishment of the NATO Airlift Management Organisation (NAMO). The Charter came into effect upon signature to the Memorandum of Understanding (MOU) and notification to the North Atlantic Council, in September 2008. The Charter authorized the establishment of the NATO Airlift Management Agency (NAMA), which acquired, manages and supports the airlift assets on behalf of the SAC nations. On 1 July 2012, in line with NATO Agencies Reform decisions, NAMO/NAMA became part of the new NATO Support Agency, or NSPA. Participants The participants include ten NATO nations (Bulgaria, Estonia, Hungary, Lithuania, the Netherlands, Norway, Poland, Romania, Slovenia and the United States) and two Partnership for Peace (PfP) nations (Finland and Sweden). Membership in the airlift fleet remains open to other countries upon agreement by the consortium members.
Strategic Airlift Interim Solution (SALIS)
Strategic Airlift Interim Solution (SALIS) NATO member countries have pooled their resources to charter special aircraft that give the Alliance the capability to transport heavy equipment across the globe by air. The multinational airlift consortium is chartering six Antonov An-124-100 transport aircraft, which are capable of handling 'outsize' (unusually large) cargo. The Russian and Ukrainian Antonov aircraft are being used as an interim solution to meet shortfalls in the Alliance's strategic airlift capabilities, pending deliveries of Airbus A400M aircraft. This is why the project is called Strategic Airlift Interim Solution (SALIS). The consortium includes 12 NATO nations (Belgium, the Czech Republic, France, Germany, Greece, Hungary, Luxembourg, Norway, Poland, Slovakia, Slovenia, the United Kingdom) and two partner nations (Finland and Sweden). This is one of two complementary initiatives aimed at providing NATO with strategic airlift capabilities. The other is the Strategic Airlift Capability (SAC), under which ten NATO countries plus two partner countries have purchased three Boeing C-17 transport aircraft. Components The SALIS contract provides two Antonov An-124-100 aircraft on part-time charter, two more on six days' notice and another two on nine days' notice. The countries have committed to using the aircraft for a minimum of 2000 flying hours per year for 2013 and for a minimum of 2450 flying hours for 2014. Additional aircraft types i.e. IL-76 and AN-225 are included in the contract but it use is subject to availability. A single Antonov An-124-100 can carry up to 120 tons of cargo. NATO has used Antonovs in the past to transport equipment to and from Afghanistan, deliver aid to the victims of the October 2005 earthquake in Pakistan, and airlift African Union peacekeepers in and out of Darfur. Evolution During their annual spring meeting in Brussels in June 2003, NATO Ministers of Defence signed letters of intent on strategic air- and sealift. Eleven nations signed the letter of intent on airlift: Canada, the Czech Republic, Denmark, France, Germany, Hungary, Luxembourg, Norway, Poland, Portugal and Turkey. At the June 2004 Istanbul Summit, Defence Ministers of 15 countries signed a memorandum of understanding to achieve an operational airlift capacity for outsize cargo by 2005, using up to six Antonov An-124-100 transport aircraft. In addition, the Defence Ministers of Bulgaria and Romania signed a letter of intent to join the consortium. In January 2006, the 15 countries signed a contract with Ruslan SALIS GmbH, a subsidiary of the Russian company Volga Dnepr, based in Leipzig. In March 2006, the 15 original signatories were joined by Sweden at a special ceremony in Leipzig to mark the entry into force of the multinational contract. The contract's initial duration was for three years but this has now been extended until the end of 2014. Finland and Poland have also now joined the SALIS programme. The SALIS contract was re-competed in 2012 and Ruslan SALIS GmbH was rewarded a new two-year contract (2013/2014) with options to extend until December 2017. Volga-Dnepr and Ukraine's ADB provide the SALIS aircraft and also provide AN-124-100 aircraft to support the Afghanistan mission, with weekly sorties from Europe to Afghanistan and back, under contractual arrangements with NATO Support Agency (NSPA). The capabilities of SALIS will play a big role in on-going Afghanistan re-deployment. Mechanisms Strategic airlift co-ordination is carried out by the SALIS Co-ordination Cell collocated with but not part of the Movement Coordination Centre Europe (MCCE) in Eindhoven, the Netherlands.
Strategic Concepts
Strategic Concepts The Strategic Concept is an official document that outlines NATO's enduring purpose and nature and its fundamental security tasks. It also identifies the central features of the new security environment, specifies the elements of the Alliance's approach to security and provides guidelines for the adaptation of its military forces. In sum, it equips the Alliance for security challenges and guides its future political and military development. A new Strategic Concept was published at the Lisbon Summit in November 2010, reflecting a transformed security environment and a transformed Alliance. New and emerging security threats, especially since the 9/11 terrorist attacks, NATO's crisis management experience in the Balkans and Afghanistan, and the value and importance of working with partners from across the globe, all drove NATO to reassess and review its strategic posture. Transformation in the broad sense of the term is a permanent feature of the Organization. Since its inception, NATO has regularly reviewed its tasks and objectives in view of the evolution of the strategic environment. Preparations for the very first Strategic Concept – "The Strategic Concept for the Defense of the North Atlantic Area" - started in October 1949. In the course of more than half a century, both the Alliance and the wider world have developed in ways that NATO's founders could not have envisaged. Such changes have been in each and every strategic document that NATO has produced since then. The current Strategic Concept The 2010 Strategic Concept "Active Engagement, Modern Defence" is a very clear and resolute statement on NATO's core tasks and principles, its values, the evolving security environment and the Alliance's strategic objectives for the next decade. After having described NATO as "a unique community of values committed to the principles of individual liberty, democracy, human rights and the rule of law", it presents NATO's three essential core tasks - collective defence, crisis management and cooperative security. It also emphasizes Alliance solidarity, the importance of transatlantic consultation and the need to engage in a continuous process of reform. The document then describes the current security environment and identifies the capabilities and policies it will put into place to ensure that NATO's defence and deterrence, as well as crisis management abilities are sufficiently well equipped to face today's threats. These threats include for instance the proliferation of ballistic missiles and nuclear weapons, terrorism, cyber attacks and fundamental environmental problems. The Strategic Concept also affirms how NATO aims to promote international security through cooperation. It will do this by reinforcing arms control, disarmament and non-proliferation efforts, emphasizing NATO's open door policy for all European countries and significantly enhancing its partnerships in the broad sense of the term. Additionally, NATO will continue its reform and transformation process. NATO's essential core tasks and principles After having reiterated NATO's enduring purpose and key values and principles, the Strategic Concept highlights the Organization's core tasks. "The modern security environment contains a broad and evolving set of challenges to the security of NATO's territory and populations. In order to assure their security, the Alliance must and will continue fulfilling effectively three essential core tasks, all of which contribute to safeguarding Alliance members, and always in accordance with international law: Collective defence . NATO members will always assist each other against attack, in accordance with Article 5 of the Washington Treaty. That commitment remains firm and binding. NATO will deter and defend against any threat of aggression, and against emerging security challenges where they threaten the fundamental security of individual Allies or the Alliance as a whole. Crisis Management . NATO has a unique and robust set of political and military capabilities to address the full spectrum of crises – before, during and after conflicts. NATO will actively employ an appropriate mix of those political and military tools to help manage developing crises that have the potential to affect Alliance security, before they escalate into conflicts; to stop ongoing conflicts where they affect Alliance security; and to help consolidate stability in post-conflict situations where that contributes to Euro-Atlantic security. Cooperative security . The Alliance is affected by, and can affect, political and security developments beyond its borders. The Alliance will engage actively to enhance international security, through partnership with relevant countries and other international organisations; by contributing actively to arms control, non-proliferation and disarmament; and by keeping the door of membership in the Alliance open to all European democracies that meet NATO's standards." Defence and deterrence The 2010 Strategic Concept states that collective defence is the Alliance's greatest responsibility and "deterrence, based on an appropriate mix of nuclear and conventional capabilities, remains a core element" of NATO's overall strategy. While stressing that the Alliance does not consider any country to be its adversary, it provides a comprehensive list of capabilities the Alliance aims to maintain and develop to counter existing and emerging threats. These threats include the proliferation of nuclear weapons, ballistic missiles and other weapons of mass destruction and their means of delivery; terrorism, cyber attacks and key environmental and resource constraints. Crisis management NATO is adopting a holistic approach to crisis management, envisaging NATO involvement at all stages of a crisis: "NATO will therefore engage, where possible and when necessary, to prevent crises, manage crises, stabilize post-conflict situations and support reconstruction." It is encouraging a greater number of actors to participate and coordinate their efforts and is considering a broader range of tools to be more effective across the crisis management spectrum. This comprehensive, all-encompassing approach to crises, together with greater emphasis on training and developing local forces goes hand-in-hand with efforts to enhance civil-military planning and interaction. Cooperative security The final part of the 2010 Strategic Concept focuses on promoting international security through cooperation. At the root of this cooperation is the principle of seeking security "at the lowest possible level of forces" by supporting arms control, disarmament and non-proliferation. NATO states that it will continue to help reinforce efforts in these areas and cites a number of related initiatives. It then recommits to NATO enlargement as the best way of achieving "our goal of a Europe whole and free, and sharing common values". A fundamental component of its cooperative approach to security is partnership, understood between NATO and non-NATO countries, as well as with other international organizations and actors. The Strategic Concept depicts a more inclusive, flexible and open relationship with the Alliance's partners across the globe and stresses its desire to strengthen cooperation with the United Nations and the European Union. It also seeks "a true strategic partnership between NATO and Russia" and reiterates its commitment to develop relations with countries of the Mediterranean and the Gulf region. Finally, the Strategic Concept describes the means NATO will use to maximise efficiency, improve working methods and spend its resources more wisely in view of the priorities indentified in this concept. The drafters and decision-makers behind the strategies Over time and since 1949, the decision-making process with regard to the Strategic Concept has evolved, but ultimately it is the North Atlantic Council (NAC) that adopts the Alliance's strategic documents. Of the seven Strategic Concepts issued by NATO since 1949, all were approved by the NAC, with the exception of MC 14/3. Issued in 1968, MC 14/3 was adopted by the then Defence Planning Committee (DPC), which had the same authority as the NAC in its area of responsibility. After the withdrawal of France from the integrated military structure in 1966, it was decided that responsibility for all defence matters in which France did not participate was given to the DPC, of which France was not a member. However, shortly after France decided to fully participate in NATO's military structures (April 2009), the DPC was dissolved during a major overhaul of NATO committees, June 2010, which aimed to introduce more flexibility and efficiency into working procedures. Before reaching the NAC, there are many stages of discussion, negotiating and drafting that take place. Interestingly, during the Cold War, strategic concepts were principally drawn up by the military for approval by the political authorities of the Alliance. They were classified documents with military references (MC), which are now accessible to the public. Since the end of the Cold War, the drafting has clearly been led by political authorities, who have been advised by the military. This reversal stems from the fact that since 1999, NATO has adopted a far broader definition of security, where dialogue and cooperation are an integral part of NATO's strategic thinking. In addition, the 1991, 1999 and the 2010 Strategic Concepts were conceived and written to be issued as unclassified documents and released to the public. The added novelty of the 2010 Strategic Concept was the importance given to the process of producing the document. The process of reflection, consultations and drafting of the Strategic Concept was perceived as an opportunity to build understanding and support across numerous constituencies and stakeholders so as to re-engage and re-commit NATO Allies to the renewed core principles, roles and policies of the Alliance. In addition, the debate was broadened to invite the interested public, as well as experts, to contribute. Furthermore, it was the first time that a NATO Secretary General initiated and steered the debate. He designated a group of high-level experts who were at the core of the reflection and produced a report "NATO 2020: Assured Security; Dynamic Engagement" that guided the debate, before eventually consulting with member country representatives and drafting the document. Final negotiations took place before the document was officially adopted by the NAC meeting at the level of Heads of State and Government at the 2010 summit in Portugal. NATO's strategic documents since 1949 Generally speaking, since the birth of NATO, there have been three distinct periods within which NATO's strategic thinking has evolved: the Cold War period; the immediate post-Cold War period; and the security environment since 9/11. One could say that from 1949 to 1991, NATO's strategy was principally characterized by defence and deterrence, although with growing attention to dialogue and détente for the last two decades of this period. From 1991 a broader approach was adopted where the notions of cooperation and security complemented the basic concepts of deterrence and defence. From 1949 until the end of the Cold War, there were four Strategic Concepts, accompanied by documents that laid out the measures for the military to implement the Strategic Concept (Strategic Guidance; The Most Effective Pattern of NATO Military Strength for the Next Few Years; Measures to Implement the Strategic Concept); In the post-Cold War period, three unclassified Strategic Concepts have been issued, complemented by classified military documents (MC Directive for Military Implementation of the Alliance's Strategic Concept; MC Guidance for the Military Implementation of the Alliance Strategy; and MC Guidance for the Military Implementation of NATO's Strategic Concept) Since the terrorist attacks of 9/11, NATO's military thinking, resources and energy have given greater attention to the fight against terrorism and the spread of weapons of mass destruction; NATO has committed troops beyond the Euro-Atlantic area and reached a membership of 28; new threats have emerged such as energy security and cyber-attacks. These are among the factors that brought Allied leaders to produce a new Strategic Concept in 2010. From 1949 until the end of the Cold War From 1949 to 1991, international relations were dominated by bipolar confrontation between East and West. The emphasis was more on mutual tension and confrontation than it was on dialogue and cooperation. This led to an often dangerous and expensive arms race. As mentioned above, four Strategic Concepts were issued during this period. In addition, two key reports were also published during those four decades: the Report of the Committee of Three (December 1956) and the Harmel Report (December 1967). Both documents placed the Strategic Concepts in a wider framework by stressing issues that had an impact on the environment within which the Strategic Concepts were interpreted. NATO's first Strategic Concept NATO started producing strategic documents as early as October 1949. But the first NATO strategy document to be approved by the NAC was "The Strategic Concept for the Defense of the North Atlantic area (DC 6/1), 6 January 1950 - the Alliance's first strategic concept. DC 6/1 provided an overall strategic concept for the Alliance. The document stated that the primary function of NATO was to deter aggression and that NATO forces would only be engaged if this primary function failed and an attack was launched. Complementarity between members and standardization were also key elements of this draft. Each member's contribution to defence should be in proportion to its capacity – economic, industrial, geographical, military – and cooperative measures were to be put into place by NATO to ensure optimal use of resources. Numerical inferiority in terms of military resources vis-à-vis the USSR was emphasized, as well as the reliance on US nuclear capabilities. DC 6/1 stated that the Alliance should "insure the ability to carry out strategic bombing promptly by all means possible with all types of weapons, without exception". Although DC 6/1 was quite detailed, more guidance was needed for use by the five Regional Planning Groups that existed at the time. As a consequence, the Strategic Guidance paper (SG 13/16) was sent to the Regional Planning Groups on 6 January 1950. Entitled "Strategic Guidance for North Atlantic Regional Planning", SG 13/16 was formally approved by the Military Committee on 28 March 1950 as MC 14. MC 14 enabled Regional Planning Groups to develop detailed defence plans to meet contingencies up to July 1954, a date by which the Alliance aimed to have a credible defence force in place. Its key objectives were to "convince the USSR that war does not pay, and should war occur, to ensure a successful defence" of the NATO area. In parallel, SG 13/16 was also being used by the Regional Planning Groups as the basis for further, more comprehensive defence plans. These plans were consolidated into "The North Atlantic Treaty Organization Medium Term Plan" (DC 13), which was approved by the Defence Committee on 1 April 1950, just one year after the signing of the Washington Treaty. NATO's strategy was effectively contained in three basis documents: DC 6/1 which set forth the overall strategic concept; MC 14/1 which provided more specific strategic guidance for use in defence planning; and DC 13 which included both of these aspects as well as considerable detailed regional planning. The Korean War and NATO's second Strategic Concept The invasion of South Korea by North Korean divisions on 25 June 1950 had an immediate impact on NATO and its strategic thinking. It brought home the realization that NATO needed to urgently address two fundamental issues: the effectiveness of NATO's military structures and the strength of NATO forces. On 26 September 1950, the North Atlantic Council (NAC) approved the establishment of an integrated military force under centralized command; on 19 December 1950, the NAC requested the nomination of General Dwight D. Eisenhower as NATO's first Supreme Allied Commander, Europe (SACEUR); in January 1951, from Hotel Astoria in Paris, Allies were already working to get the Supreme Headquarters, Allied Forces, Europe (SHAPE) into place and on 2 April 1951, the new SHAPE HQ was activated. Other structural changes were implemented, including the abolition of the three European Regional Planning Groups, and the replacement in 1952 of the North Atlantic Ocean Regional Planning Group by Allied Command Atlantic (SACLANT), leaving only the Canada-US Regional Planning Group in existence. These structural changes, together with the accession of Greece and Turkey, needed to be reflected in the Strategic Concept. This led to the drafting of NATO's second Strategic Concept: "The Strategic Concept for the Defense of the North Atlantic Area", which was approved by the NAC on 3 December 1952 (MC 3/5(Final)). The new Strategic Concept respected the core principles outlined in DC 6/1 and, in this sense, did not differ fundamentally from this document. Consequently, the strategic guidance also needed updating. MC 14 was thoroughly revised and reviewed so as to include the information that had been previously contained in DC 13. MC 14 and DC 13 became one document: "Strategic Guidance" (MC 14/1) approved by the NAC at the 15-18 December 1952 Ministerial Meeting in Paris. It was a comprehensive document, which stated that NATO's overall strategic aim was "to ensure the defense of the NATO area and to destroy the will and capability of the Soviet Union and her satellites to wage war…". NATO would do this by initially conducting an air offensive and, in parallel, conducting air, ground and sea operations. The Allied air attacks would use "all types of weapons". There was another issue which the Korean invasion raised, but was only addressed years later: the need for NATO to engage in a "forward strategy", which meant that NATO wanted to place its defences as far east in Europe as possible, as close to the Iron Curtain as it could. This immediately raised the delicate issue of Germany's role in such a commitment. This issue was not resolved until 1954 when NATO invited the Federal Republic of Germany to become a member, which it effectively did on 6 May 1955. The "New Look" In the meantime, while structural issues had moved forward, the strength of NATO forces remained a problem. At its meeting in Lisbon, in February 1952, the NAC set very ambitious force goals that proved to be financially and politically unrealistic. As a consequence, the United States, under the leadership of NATO's former SACEUR, Dwight D. Eisenhower, decided to shift the emphasis of their defence policy to greater dependency on the use of nuclear weapons. This "New Look" policy offered greater military effectiveness without having to spend more on defence (NSC 162/2, 30 October 1953). However, although alluded to in the strategic documents, nuclear weapons had not yet been integrated into NATO's strategy. SACEUR Matthew B. Ridgway stated in a report that this integration would imply increases instead of decreases in force levels. His successor, General Alfred Gruenther, established a "New Approach Group" at SHAPE in August 1953 to examine this question. In the meantime, the United States, together with a number of European members, called for the complete integration of nuclear policy into NATO strategy. Massive retaliation and NATO's third Strategic Concept The work of the "New Approach Group", combined with other submissions gave birth to "The Most Effective Pattern of NATO Military Strength for the Next Five Years" (MC 48), approved by the Military Committee on 22 November 1954 and by the NAC on 17 December 1954. It provided strategic guidance pending the review of MC 14/1 and contained concepts and assumptions that were later included in NATO's third strategic concept. MC 48 was the first official NATO document to explicitly discuss the use of nuclear weapons. It introduced the concept of massive retaliation, which is normally associated with MC 14/2 – NATO's third Strategic Concept. An additional report entitled "The Most Effective Pattern of NATO Military Strength for the Next Few Years – Report 2" was issued, 14 November 1955. It did not supersede MC 14/1 but added that NATO was still committed to its "forward strategy" even if there were delays in German contributions that would push the implementation of the "forward strategy" to 1959 at the earliest. After considerable discussion, MC 14/2, "Overall Strategic Concept for the Defence of the NATO Area" was issued in its final form on 23 May 1957 and was accompanied by MC 48/2, "Measures to Implement the Strategic Concept", on the same day. MC 14/2 was the Alliance's first Strategic Concept which advocated "massive retaliation" as a key element of NATO's new strategy. While some Allies strongly advocated massive retaliation since it had the advantage of helping to reduce force requirements and, therefore, defence expenditures, not all member countries wanted to go so far. A degree of flexibility was introduced in the sense that recourse to conventional weapons was envisaged to deal with certain, smaller forms of aggression, "without necessarily having recourse to nuclear weapons." This was also reflected in the accompanying strategic guidance. Despite this flexibility, it was nonetheless stated that NATO did not accept the concept of limited war with the USSR: "If the Soviets were involved in a hostile local action and sought to broaden the scope of such an incident or prolong it, the situation would call for the utilization of all weapons and forces at NATO's disposal, since in no case is there a concept of limited war with the Soviets." In addition to including the doctrine of "massive retaliation", MC 14/2 and MC 48/2 reflected other concerns including the effects on the Alliance of Soviet political and economic activities outside the NATO area. This was particularly relevant in the context of the Suez crisis and the crushing of the Hungarian uprising by the Soviet Union in 1956. The importance of out-of-area events was reflected in a political directive, CM(56)138, given from the NAC to NATO's Military Authorities, 13 December 1956: "Although NATO defence planning is limited to the defence of the Treaty area, it is necessary to take account of the dangers which may arise for NATO because of developments outside that area." The Report of the Three Wise Men While NATO was hardening its military and strategic stance, in parallel, it decided to reinforce the political role of the Alliance. A few months before the adoption of MC 14/2, in December 1956, it published the Report of the Committee of Three or Report on Non-Military Cooperation in NATO. This report, drafted by three NATO foreign ministers – Lester Pearson (Canada), Gaetano Martino (Italy) and Halvard Lange (Norway) - gave new impetus to political consultation between member countries on all aspects of relations between the East and West. The Report was adopted in the midst of the Suez Crisis, when internal consultation on security matters affecting the Alliance was particularly low, jeopardizing Alliance solidarity. This was the first time since the signing of the Washington Treaty that NATO had officially recognized the need to reinforce its political role. The Report put forward several recommendations, including the peaceful settlement of inter-member disputes, economic cooperation, scientific and technical cooperation, cultural cooperation and cooperation in the information field. Similarly to the Harmel Report, published in 1967, the Report of the Three Wise Men contributed to broadening the strategic framework within which the Alliance operated. Both reports could be perceived as NATO's first steps toward a more cooperative approach to security issues. Massive retaliation put into question As soon as NATO's third Strategic Concept was adopted, a series of international developments occurred that put into question the Alliance's strategy of massive retaliation. This strategy relied heavily on the United States' nuclear capability and its will to defend European territory in the case of a Soviet nuclear attack. Firstly, Europeans started to doubt whether a US President would sacrifice an American city for a European city; secondly, the USSR had developed intercontinental ballistic missile capabilities and, more generally, its nuclear capability. As the USSR's nuclear potential increased, NATO's competitive advantage in nuclear deterrence diminished. Terms such as "Mutually Assured Destruction or MAD" started to be used. The outbreak of the second Berlin crisis (1958-1962), provoked by the Soviet Union, reinforced these doubts: how should NATO react to threats that were below the level of an all-out attack? NATO's nuclear deterrent had not stopped the Soviets from threatening the position of Western Allies in Berlin. So what should be done? In 1961, J.F. Kennedy arrived at the White House. He was concerned by the issue of limited warfare and the notion that a nuclear exchange could be started by accident or miscalculation. In the meantime, the Berlin crisis intensified, leading to the construction of the Berlin Wall, and in October 1962, the Cold War peaked with the Cuban missile crisis. The United States started advocating a stronger non-nuclear posture for NATO and the need for a strategy of "flexible response". Initial discussions on a change of strategy were launched among NATO member countries, but there was no consensus. The Athens Guidelines NATO Secretary General Dirk Stikker presented a special report on NATO Defence Policy (CM(62)48), 17 April 1962, on the issue of the political control of nuclear weapons. It was basically NATO's first attempt to temper its policy of massive retaliation by submitting the use of nuclear weapons to consultation under varying circumstances. Other attempts at introducing greater flexibility followed, but these caused resistance from several member countries. This internal resistance combined with the fact that the US Administration had been shaken by the assassination of Kennedy and was increasingly concerned by US military involvement in Vietnam, momentarily froze all discussions on a revised Strategic Concept for NATO. NATO's fourth Strategic Concept and the doctrine of flexible response NATO's fourth Strategic Concept – Overall Strategic Concept for the Defence of the North Atlantic Treaty Organization Area (MC 14/3) – was adopted by the Defence Planning Committee (DPC) on 12 December 1967 and the final version issued on 16 January 1968. It was drafted after the withdrawal of France from NATO's integrated military structure in 1966. There were two key features to the new strategy: flexibility and escalation. "The deterrent concept of the Alliance is based on a flexibility that will prevent the potential aggressor from predicting with confidence NATO's specific response to aggression and which will lead him to conclude that an unacceptable degree of risk would be involved regardless of the nature of his attack". It identified three types of military responses against aggression to NATO: Direct defence: the aim was to defeat the aggression on the level at which the enemy chose to fight. Deliberate escalation: this added a series of possible steps to defeat aggression by progressively raising the threat of using nuclear power as the crisis escalated. General nuclear response, seen as the ultimate deterrent. The companion document, "Measures to Implement the Strategic Concept for the Defence of the NATO Area (MC 48/3) was approved by the DPC on 4 December 1969 and issued in final form on 8 December 1969. Both MC 14/3 and MC 48/3 were so inherently flexible, in substance and interpretation, that they remained valid until the end of the Cold War. The Harmel Report As NATO was setting its strategic objectives for the next 20 years, it also decided to draw up a report that provided a dual-track approach to security: political and military. In the context of the questioning, by some, of the relevancy of NATO, the "Harmel Report" or the "Report on the Future Tasks of the Alliance" was drawn up. It provided a broad analysis of the security environment since the signing of the North Atlantic Treaty in 1949 and advocated the need to maintain adequate defence while seeking a relaxation of tensions in East-West relations and working towards solutions to the underlying political problems dividing Europe. It defined two specific tasks: political and military; political, with the formulation of proposals for balanced force reductions in the East and West; military, with the defence of exposed areas, especially the Mediterranean. The Harmel Report, drafted during a moment of relative détente, introduced the notion of deterrence and dialogue. In that respect, as already stated in the context of the Report of the Three Wise Men, it set the tone for NATO's first steps toward a more cooperative approach to security issues that would emerge in 1991. However, between 1967 and 1991, there were still moments of great tension between the two blocs, as there were instances that gave rise to hope of a less turbulent relationship. Tensions increased with the Soviet invasion of Afghanistan and the deployment of Soviet SS-20 missiles to which NATO reacted by initiating its Double-Track Decision, December 1979: it offered the Warsaw Pact a mutual limitation of medium and intermediate-range ballistic missiles and, failing a positive reaction from Moscow, threatened to deploy Pershing and cruise missiles, which it eventually did. Détente increased with the signing of the US-Soviet agreements on Strategic Arms Limitations (SALT I) and anti-ballistic missile systems, and SALT II (although not ratified), as well as the signing of US-Soviet Strategic Arms Reduction Talks (START) and the Intermediate-range Nuclear Forces (INF) Treaty. By the mid- to late 80s, both blocs moved to confidence-building. However, mutual distrust still characterized East-West relations and it was not until the fall of the Berlin Wall, the dissolution of the Warsaw Pact and the break-up of the Soviet Union that relations could start on a new basis. The immediate post-Cold War period In 1991, a new era commenced. The formidable enemy that the Soviet Union had once been was dissolved and Russia, together with other former adversaries, became NATO partners and, in some case, NATO members. For the Alliance, the period was characterized by dialogue and cooperation, as well as other new ways of contributing to peace and stability such as multinational crisis management operations. During the immediate post-Cold War period, NATO issued two unclassified Strategic Concepts that advocated a broader approach to security than before: The Alliance's Strategic Concept, November 1991; The Alliance's Strategic Concept, April 1999. Both of these were accompanied by a classified military document: respectively MC 400 and MC 400/2. NATO's first unclassified Strategic Concept The 1991 Strategic Concept differed dramatically from preceding strategic documents. Firstly, it was a non-confrontational document that was released to the public; and secondly, while maintaining the security of its members as its fundamental purpose (i.e., collective defence), it sought to improve and expand security for Europe as a whole through partnership and cooperation with former adversaries. It also reduced the use of nuclear forces to a minimum level, sufficient to preserve peace and stability: "This Strategic Concept reaffirms the defensive nature of the Alliance and the resolve of its members to safeguard their security, sovereignty and territorial integrity. The Alliance's security policy is based on dialogue; co-operation; and effective collective defence as mutually reinforcing instruments for preserving the peace. Making full use of the new opportunities available, the Alliance will maintain security at the lowest possible level of forces consistent with the requirements of defence. In this way, the Alliance is making an essential contribution to promoting a lasting peaceful order." The 1991's Strategic Concept's accompanying document was - and still is - classified. It is entitled: "MC Directive for Military Implementation of the Alliance's Strategic Concept (MC 400), 12 December 1991. NATO's second unclassified Strategic Concept In 1999, the year of NATO's 50th anniversary, Allied leaders adopted a new Strategic Concept that committed members to common defence and peace and stability of the wider Euro-Atlantic area. It was based on a broad definition of security which recognized the importance of political, economic, social and environmental factors in addition to the defence dimension. It identified the new risks that had emerged since the end of the Cold War, which included terrorism, ethnic conflict, human rights abuses, political instability, economic fragility, and the spread of nuclear, biological and chemical weapons and their means of delivery. The document stated that the Alliance's fundamental tasks were security, consultation, and deterrence and defence, adding that crisis management and partnership were also essential to enhancing security and stability in the Euro-Atlantic area. It noted that NATO had managed to adapt and play an important role in the post-Cold War environment, and established guidelines for the Alliance's forces, translating the purposes and tasks of the preceding sections into practical instructions for NATO force and operational planners. The strategy called for the continued development of the military capabilities needed for the full range of the Alliance's missions, from collective defence to peace support and other crisis-response operations. It also stipulated that the Alliance would maintain for the foreseeable future an appropriate mix of nuclear and conventional forces. The 1999 Strategic Concept was complemented by a strategic guidance document that remains classified: "MC Guidance for the Military Implementation of the Alliance Strategy" (MC 400/2), 12 February 2003. The security environment since 9/11 The 9/11 terrorist attacks against the United States brought the threat of terrorism and weapons of mass destruction to the fore. NATO needed to protect its populations both at home and abroad. It therefore underwent major internal reforms to adapt military structures and capabilities to equip members for new tasks, such as leading the UN-mandated International Security Assistance Force (ISAF) in Afghanistan. NATO also proceeded to deepen and extend its partnerships and, essentially, accelerate its transformation to develop new political relationships and stronger operational capabilities to respond to an increasingly global and more challenging world. These radical changes need to be reflected in NATO's strategic documents. A first step in that direction was taken in November 2006 when NATO leaders endorsed the "Comprehensive Political Guidance". This is a major policy document that sets out the framework and priorities for all Alliance capability issues, planning disciplines and intelligence for the next 10 to 15 years. It analyses the probable future security environment and acknowledges the possibility of unpredictable events. Against that analysis, it sets out the kinds of operations the Alliance must be able to perform in light of the Alliance's Strategic Concept and the kinds of capabilities the Alliance will need. Later, at the Strasbourg-Kehl Summit in April 2009, NATO leaders endorsed the "Declaration on Alliance Security" which, inter alia, called for a new Strategic Concept. This provoked a thorough debate and analysis of NATO issues and, together with the economic context, has presented an opportunity for rethinking, reprioritising and reforming NATO. The 2010 Strategic Concept was issued in Lisbon and is accompanied by the Military Committee Guidance MC 400/3, March 2012.
Strategic lift capabilities
Improving NATO's strategic air- and sealift capabilities Giving Alliance forces global reach NATO member countries have pooled their resources to acquire special aircraft and ships that will give the Alliance the capability to transport troops, equipment and supplies across the globe. Robust strategic air- and sealift capabilities are vital to ensure that NATO countries are able to deploy their forces and equipment rapidly to wherever they are needed. The ability to reach out globally is particularly important today, as NATO takes on missions and operations in distant areas such as Afghanistan. By pooling resources, NATO countries have made significant financial savings, and have the potential of acquiring assets collectively that would be prohibitively expensive to purchase as individual countries. Components In terms of airlift, there are two complementary initiatives: A multinational consortium of 14 countries is chartering Antonov An-124-100 transport aircraft as a Strategic Airlift Interim Solution (SALIS). SALIS provides assured access to up to six AN-124-100 aircraft (mission-ready within nine days in case of crisis) in support of NATO/EU operations. In order to pay for this assured access, SALIS partner nations have access to two aircraft with some prepayment of flying hours. If needed, nations also have access to additional AN-124-100, IL 76 and AN-225. SALIS flights started in February 2006 with a humanitarian aid mission to Pakistan for an earthquake relief operation. Since then the number of missions has risen to over 200 per year, fulfilling a variety of commitments in support of military and humanitarian operations. Today, support missions for forces in Afghanistan are predominant. The SALIS initiative is planned to continue until the end of 2014. Then nations will review their requirement as the Airbus A400m aircraft comes into service. Twelve nations (ten Allies and two partner countries) have acquired three C-17 Globemaster III transport aircraft in order to create a Strategic Airlift Capability (SAC). The SAC has been in operation since July 2009. Its operational arm, the Heavy Airlift Wing at Papa Airbase in Hungary, operates the aircraft. It is manned by multinational personnel and its missions support national requirements. Operations have included support to ISAF (Afghanistan), humanitarian relief in Haiti and Pakistan, African peacekeeping and assistance to the Polish authorities following the air disaster in Russia. For sealift, a multinational consortium of ten countries provides a special "roll-on/roll-off" ship Sealift Capability Package (SCP). The principal aim of this multinational group is to provide nations with assured access, price guarantee and the provision of mutual sealift support. Evolution The decision to improve the Alliance's collective strategic air- and sealift capabilities was made at the 1999 Washington Summit, as part of the Defence Capabilities Initiative launched by NATO leaders. NATO military authorities identified a shortfall of 19 European strategic lift aircraft and "an overall significant European shortfall" in roll-on/roll-off, multiple purpose and container ships. Efforts to address these shortfalls were stepped up when the Defence Capabilities Initiative was transformed into the more focused Prague Capabilities Commitment at the 2002 NATO Summit in the Czech capital. This new programme sets firm and country-specific commitments to address capability shortfalls in eight key fields, including air- and sealift. At their annual spring meeting in Brussels in June 2003, NATO Defence Ministers signed letters declaring their intent to form multinational consortia to address the air- and sealift shortfalls. In December 2003, and at the Istanbul Summit in June 2004, these were translated into specific agreements between a number of NATO countries to pool their resources and provide the Alliance with the required air- and sealift capabilities. Mechanisms The signatories of the three initiatives have established multinational bodies to coordinate strategic lift, allowing for cost effectiveness and avoidance of duplication of effort. SALIS is controlled by a Steering Board/Partnership Committee. It is an interim outsized cargo capability that comprises the strategic airlift assets, available under specific terms and conditions as laid down in a memorandum of understanding. The capability is coordinated on a day-to-day basis by the Strategic Airlift Coordination Centre, which is collocated with the Movement Coordination Centre Europe (MCCE) based in Eindhoven, The Netherlands. The NATO Maintenance and Supply Agency (NAMSA) provides support by managing the SALIS contract and the SALIS Partnership. The Multinational SAC Steering Board has the overall responsibility for the guidance and oversight of the SAC programme and formulates the programme's requirements. The NATO Airlift Management Programme exercises overall responsibility for the guidance, execution, control, and supervision of the Airlift Management Programme (AMP). The NATO Airlift Management Programme is responsible for the acquisition, management and support of the AMP and to provide administrative support to the Heavy Airlift Wing at Papa Airbase. The multinational sealift capability is coordinated on a day-to-day basis by the MCCE. The overall governance of the SCP is provided by members of the ten participating nations in the form of the Multinational Sealift Steering Committee, which meets regularly to provide direction and guidance based on a Multinational Implementation Arrangement.
Strategic sealift
Strategic sealift NATO member countries have pooled their resources to assure access to special ships, giving the Alliance the capability to rapidly transport forces and equipment by sea. This multinational consortium finances the charter of up to eleven special "roll-on/roll-off" ships (commonly, Ro/Ro; so called because equipment can be driven onto and off of the ships via special doors and ramps into the hold). The consortium includes Canada, Denmark, Germany, Hungary, Lithuania, the Netherlands, Portugal, Slovenia and the United Kingdom. Components The Sealift Consortium provides the Alliance with access to the Sealift Capability Package (SCP) that consists of: three Ro/Ro ships on assured access; residual capacity of three Danish/German ARK Ro/Ro ships on full-time charter; residual capacity of four UK Ro/Ro ships; and a Norwegian Ro/Ro ship on dormant contract. The three assured access ships are covered by an Assured Access Contract (AAC) through the NATO Support Agency (NSPA) based in Luxembourg. Finance is provided by seven of the ten signatories (all but Denmark, Germany and the United Kingdom). Denmark and Germany provide the residual capacity of four ARK Ro/Ro vessels (as from 2012, five Ro/Ro ships), which are chartered on a full-time contract basis until 2021. The United Kingdom offers the residual capacity of their six Ro/Ro vessels being provided to its Ministry of Defence under a Private Finance Initiative contract with AWSR Shipping Ltd. This contract lasts until December 2024. In addition, Norway has a dormant contract for one Ro/Ro ship. As an example of the capacity of the ships, the Danish/German ARK ships and UK ships can each carry around 2,500 lane meters of vehicles and equipment – in other words, if the vehicles and equipment were parked one behind the other in single file, the line would stretch for two and a half kilometres. Evolution To overcome the shortfall in Alliance strategic sealift capabilities, a High Level Group on Strategic Sealift was established at the NATO Prague Summit in 2002. NATO countries agreed to increase their multinational efforts to reduce the strategic sealift shortfalls for rapidly deployable forces by using a combination of full-time charter and multinational assured access contracts. In June 2003, at the annual spring meeting of NATO Defence Ministers in Brussels, 11 ministers signed a letter of intent on addressing the sealift shortfalls on behalf of Canada, the Czech Republic, Denmark, France, Greece, Italy, the Netherlands, Norway, Portugal, Spain and Turkey. Six months later at the autumn meeting of Defence Ministers, nine countries (Canada, Denmark, Hungary, Italy, the Netherlands, Norway, Portugal, Spain and the United Kingdom) signed an agreement to implement the letter of intent. In February 2004, the consortium, led by Norway, signed a contract with the NATO Maintenance and Supply Agency (NAMSA) for the provision of the sealift capability. The countries pursued an incremental approach, utilizing 2004 as the trial year, with the aim of developing further capacity for subsequent years. At the 2004 Istanbul Summit, the Defence Ministers of Bulgaria, Estonia, Latvia, Romania and Slovenia signed a supplementary letter of intent on strategic sealift, where they declared their intent to improve strategic sealift and to provide additional sealift capacity for rapid deployable forces. Mechanisms The SCP has been coordinated by the Sealift Coordination Centre (SCC) since its establishment in September 2002. Since July 2007, this role has been taken over by the Movement Co-ordination Centre Europe (MCCE). Through improved coordination, the SCC and now the MCCE, have managed to establish many sealift requirement matches between nations. By making more efficient use of available assets, these nations have made and are making significant financial savings. The activation of the Assured Access Contract can be undertaken by either an authorised national representative, or by NAMSA, under bilateral arrangements between the activating nation and NAMSA.
Summit meetings
NATO summit meetings NATO summit meetings provide periodic opportunities for Heads of State and Government of member countries to evaluate and provide strategic direction for Alliance activities. These are not regular meetings, but rather important junctures in the Alliance's decision-making process. For instance, summits have been used to introduce new policy, invite new members into the Alliance, launch major new initiatives and build partnerships with non-NATO countries. From the founding of NATO in 1949 until today there have been twenty-five NATO summits. The most recent one took place in Chicago, United States, 20-21 May 2012. The next one will be hosted by the United Kingdom on 4-5 September 2014 in Newport, Wales. Summit meeting agendas NATO summit meetings are effectively meetings of the North Atlantic Council (NAC) - the Alliance's principal political decision-making body - at its highest level, that of Heads of State and Government. Due to the political significance of summit meetings, agenda items typically address issues of overarching political or strategic importance. Items can relate to the internal functioning of the Alliance as well as NATO's relations with external partners. Major decisions Many of NATO's summit meetings can be considered as milestones in the evolution of the Alliance. For instance, the first post-Cold War summit was held in London, 1990, and outlined proposals for developing relations with Central and Eastern European countries. A year later, in Rome, NATO Heads of State and Government published a new Strategic Concept that reflected the new security environment. This document was issued as a public document for the first time ever. At the same summit, NATO established the North Atlantic Cooperation Council – a forum that officially brought together NATO and partner countries from Europe, Central Asia, and the Caucasus. The 1997 Madrid and Paris Summits invited the first countries of the former Warsaw Pact – Czech Republic, Hungary and Poland – to join NATO, and established partnerships between NATO and Russia and Ukraine, while the 2002 Prague Summit saw major commitments to improving NATO's capabilities and transformed the military command structure. These are just a few of the many decisions that have been taken over the decades (a full summary of all NATO summit meetings can be found under "Previous summit meetings"). Implementation of summit decisions Typically, the decisions taken at a summit meeting are issued in declarations and communiqués. These are public documents that explain the Alliance's decisions and reaffirm Allies' support for aspects of NATO policies. The decisions are then translated into action by the relevant actors, according to the area of competency and responsibility: the NAC's subordinate committees and NATO's command structure, which cover the whole range of NATO functions and activities. Timing and location Timing Summits are convened upon approval by the NAC at the level of Permanent Representatives (or Ambassadors) or foreign and defence ministers. They are usually called on an ad hoc basis, as required by the evolving political and security situation. From the founding of NATO until the end of the Cold War – over forty years – there were ten summit meetings. Since 1990, their frequency has increased considerably in order to address the changes brought on by the new security challenges. In total, twenty-four summit meetings have taken place between 1949 and 2011. Location NATO summit meetings are held in one of the member countries, including Belgium, at NATO HQ. Members volunteer to host a summit meeting and, after evaluating all offers, the NAC makes the final decision concerning the location. In recent years, summit locations have held some thematic significance. For example, the Washington Summit of 1999 commemorated the fiftieth anniversary of the signing of the North Atlantic Treaty in that city. Istanbul – which hosted a summit meeting in 2004 – connects Europe and Asia and is where the Alliance launched the Istanbul Cooperation Initiative. This initiative is intended to foster linkages between NATO and the broader Middle East. Previous summit meetings The first time that Heads of State and Government from NATO countries met was at the actual signing ceremony of the North Atlantic Treaty on 4 April 1949, but this was not a summit meeting. The first summit meeting was held six years later, in Paris in 1957, and subsequent summits occurred at key junctures in the history of the Alliance. Paris, 16-19 December 1957 Reaffirmation of the principal purposes and unity of the Atlantic Alliance; Improvements in the coordination and organization of NATO forces and in political consultation arrangements; Recognition of the need for closer economic ties and for cooperation in the spirit of Article 2 of the Treaty, designed to eliminate conflict in international policies and encourage economic collaboration (Report of the Committee of the Three on Non-Military Cooperation in NATO, the so-called report of the Three Wise Men). Brussels, 26 June 1974 Signature of the Declaration on Atlantic Relations adopted by NATO foreign ministers in Ottawa on 19 June, confirming the dedication of member countries of the Alliance to the aims and ideals of the Treaty in the 25th anniversary of its signature; Consultations on East-West relations in preparation for US-USSR summit talks on strategic nuclear arms limitations. Brussels, 29-30 May 1975 Affirmation of the fundamental importance of the Alliance and of Allied cohesion in the face of international economic pressures following the 1974 oil crisis; Support for successful conclusion of negotiations in the framework of the Conference on Security and Cooperation in Europe (CSCE) (to result in 1975, in the signing of the Helsinki Final Act). London, 10-11 May 1977 Initiation of study on long-term trends in East-West relations and of a long-term defence programme (LTDP) aimed at improving the defensive capability of NATO member countries. Washington D.C., 30-31 May 1978 Review of interim results of long-term initiatives taken at the 1977 London Summit; Confirmation of the validity of the Alliance's complementary aims of maintaining security while pursuing East-West détente; Adoption of 3% target for growth in defence expenditures. Bonn, 10 June 1982 Accession of Spain; Adoption of the Bonn Declaration setting out a six-point Programme for Peace in Freedom; Publication of a statement of Alliance's goals and policies on Arms Control and Disarmament and a statement on Integrated NATO Defence. Brussels, 21 November 1985 Special meeting of the North Atlantic Council for consultations with President Reagan on the positive outcome of the US-USSR Geneva Summit on arms control and other areas of cooperation. Brussels, 2-3 March 1988 Reaffirmation of the purpose and principles of the Alliance (reference to the Harmel Report on the Future Tasks of the Alliance published in 1967) and of its objectives for East-West relations; Adoption of a blue print for strengthening stability in the whole of Europe through conventional arms control negotiations. Brussels, 29-30 May 1989 Declaration commemorating the 40th anniversary of the Alliance setting out Alliance policies and security objectives for the 1990s aimed at maintaining Alliance defence, introducing new arms control initiatives, strengthening political consultation, improving East-West cooperation and meeting global challenges; Adoption of a comprehensive Concept of Arms Control and Disarmament. Brussels, 4 December 1989 Against the background of fundamental changes in Central and Eastern Europe and the prospect of the end of the division of Europe, US President Bush consults with Alliance leaders following his summit meeting with President Gorbachev in Malta. While the NATO summit meeting is taking place, Warsaw Pact leaders denounce the 1968 invasion of Czechoslovakia and repudiate the Brejhnev Doctrine of limited sovereignty. London, 5-6 July 1990 Publication of the London Declaration on a Transformed North Atlantic Alliance, outlining proposals for developing cooperation with the countries of Central and Eastern Europe across a wide spectrum of political and military activities including the establishment of regular diplomatic liaison with NATO. Rome, 7-8 November 1991 Publication of several key documents: the Alliance's new Strategic Concept, of the Rome Declaration on Peace and Cooperation and of statements on developments in the Soviet Union and the situation in Yugoslavia. Brussels, 10-11 January 1994 Launching of the Partnership for Peace (PfP) initiative; All North Atlantic Cooperation Council Partner countries and members of the Conference on Security and Cooperation in Europe (CSCE) are invited to participate; Publication of the Partnership for Peace Framework Document; Endorsement of the concept of Combined Joint Task Forces (CJTFs) and other measures to develop the European Security and Defence Identity; Reaffirmation of Alliance readiness to carry out air strikes in support of UN objectives in Bosnia and Herzegovina. Paris, 27 May 1997 Signing of the Founding Act on Mutual Relations, Cooperation and Security between the Russian Federation and the North Atlantic Treaty Organization. The Founding Act states that NATO and Russia are no longer adversaries and establishes the NATO-Russia Permanent Joint Council. Madrid, 8-9 July 1997 Invitations to the Czech Republic, Hungary and Poland to begin accession talks; Reaffirmation of NATO's Open Door Policy; Recognition of achievement and commitments represented by the NATO Russia-Founding Act; Signature of the Charter on a Distinctive Partnership between NATO and Ukraine; First meeting of the Euro-Atlantic Partnership Council at summit level that replaces the North Atlantic Cooperation Council; An enhanced Partnership for Peace; Updating of the 1991 Strategic Concept and adoption of a new defence posture; Reform of the NATO military command structure; Special Declaration on Bosnia and Herzegovina. Washington D.C., 23-24 April 1999 Commemoration of NATO's 50th Anniversary; Allies reiterate their determination to put an end to the repressive actions by President Milosevic against the local ethnic Albanian population in Kosovo; The Czech Republic, Hungary and Poland participate in their first summit meeting; Adoption of the Membership Action Plan; Publication of a revised Strategic Concept; Enhancement of the European Security and Defence Identity within NATO; Launch of the Defence Capabilities Initiative; Strengthening of Partnership for Peace and the Euro-Atlantic Partnership Council, as well as the Mediterranean Dialogue; Launch of the Weapons of Mass Destruction Initiative. Rome, 28 May 2002 NATO Allies and the Russian Federation create the NATO-Russia Council, where they meet as equal partners, bringing a new quality to NATO-Russia relations. The NATO-Russia Council replaces the NATO-Russia Permanent Joint Council. Prague, 21-22 November 2002 Invitation of Bulgaria, Estonia, Latvia, Lithuania, Romania, Slovakia and Slovenia to begin accession talks; Reaffirmation of NATO's Open Door Policy; Adoption of a series of measures to improve military capabilities (The Prague Capabilities Commitment, the NATO Response Force and the streamlining of the military command structure); Adoption of a Military Concept for Defence against Terrorism; Decision to support NATO member countries in Afghanistan; Endorsement of a package of initiatives to forge new relationships with partners. Istanbul, 28-29 June 2004 Participation of seven new members to the event (Bulgaria, Estonia, Latvia, Lithuania, Romania, Slovakia and Slovenia); Expansion of NATO's operation in Afghanistan by continuing the establishment of Provincial Reconstruction Teams throughout the country; Agreement to assist the Iraqi Interim Government with the training of its security forces; Maintaining support for stability in the Balkans; Decision to change NATO's defence-planning and force-generation processes, while strengthening contributions to the fight against terrorism, including WMD aspects; Strengthening cooperation with partners and launch of the Istanbul Cooperation Initiative with countries from the broader Middle East region. Brussels, 22 February 2005 Leaders reaffirm their support for building stability in the Balkans, Afghanistan and Iraq, and commit to strengthening the partnership between NATO and the European Union. Riga, 28-29 November 2006 Review of progress in Afghanistan in light of the expansion of ISAF to the entire country and call for broader international engagement; Confirmation that the Alliance is prepared to play its part in implementing the security provisions of a settlement on the status of Kosovo; Measures adopted to further improve NATO's military capabilities; NATO Response Force declared operational; Comprehensive Political Guidance published. Initiatives adopted to deepen and extend relations with partners; Bosnia and Herzegovina, Montenegro and Serbia invited to join Partnership for Peace. Bucharest, 2-4 April 2008 At Bucharest, Allied leaders review the evolution of NATO's main commitments: operations (Afghanistan and Kosovo); enlargement and the invitation of Albania and Croatia to start the accession process (the former Yugoslav Republic of Macedonia* will also be invited as soon as ongoing negotiations over its name have led to an agreement); the continued development of military capabilities to meet. Strasbourg/ Kehl, 3-4 April 2009 Against the backdrop of NATO's 60th anniversary, adoption of a Declaration on Alliance Security, calling for a new Strategic Concept; adherence to basic principles and shared values, as well as the need for ongoing transformation; in-depth discussion on Afghanistan, NATO's key priority; welcoming of two new members: Albania and Croatia, and the pursuit of NATO's open door policy (invitation extended to the former Yugoslav Republic of Macedonia* as soon as a solution to the issue surrounding the country's name is reached); France's decision to fully participate in NATO structures and the impact of this decision on the Alliance's relations with the European Union; and NATO's relations with Russia. Lisbon 19-20 November 2010 Publication of a new Strategic Concept; gradual transition process to full Afghan security responsibility to start in 2011, backed by Allied agreement on a long-term partnership with Afghanistan; decision to develop a NATO missile defence system to protect populations and territory in Europe, in addition to deployed troops, against potential ballistic missile attacks; Russia invited to cooperate as part of a broader "reset" of relations with NATO; adoption of a comprehensive approach to crisis management, including a greater role in stabilization and reconstruction for the Alliance and greater emphasis on training and developing local forces; continue to support arms control, disarmament and non-proliferation efforts, and maintain an appropriate mix of nuclear and conventional forces; adoption of the Lisbon Capabilities Package that identifies critical capabilities; agreement to develop a NATO cyber defence policy and action plan; streamlining of NATO's military command structure and rationalization of NATO agencies; new impetus given to relations with partners and NATO's partnership policy in the broad sense of the term. Chicago 20-21 May 2012 NATO leaders set out a strategy to conclude the transition of security responsibility to Afghan forces by the end of 2014 and commited to a new post-2014 mission to train, advise and assist Afghan forces. The ISAF coalition of 50 states was joined by an unprecedented number of partners committed to Afghanistan's stability, bringing the total number of countries and organisations represented at Chicago to over 60. NATO leaders approved the Defence and Deterrence Posture Review and adopted a Defence Package and new policy guidelines on counter-terrorism. An Interim Ballistic Missile Capability was declared and initiatives taken in other key capability areas such as intelligence, surveillance and reconnaissance and air policing. NATO leaders confirmed efforts to pursue cooperative security and engage with partners across the globe as well as countries that aspire to NATO membership. Organising and holding these events NATO summit meetings are centred on the activities of the North Atlantic Council (NAC). As with all meetings of the NAC, the Secretary General chairs the meetings and plays an important role in coordination and deliberations, as well as acting as the principal spokesman of the Alliance. As with meetings at the levels of Permanent Representatives and ministers, the work of the NAC is prepared by subordinate committees with responsibility for specific areas of policy. The Deputies Committee, which consists of Deputy Permanent Representatives is responsible for drafting declarations and communiqués after meetings of heads of state and government, as well as foreign and defence ministers. Other aspects of political work may be handled by the Political and Partnerships Committee. Depending on the topic under discussion, the respective senior committee with responsibility for the subject assumes the lead role in preparing Council meetings and following up Council decisions. Support to the Council is provided by the Secretary of the Council, who is also Director of the ministerial and summit meeting Task Forces. The Secretary of the Council ensures that NAC mandates are executed and its decisions recorded and circulated. A small Council Secretariat ensures the bureaucratic and logistical aspects of the Council's work, while the relevant divisions of the International Staff support the work of committees reporting to the NAC. Participation NATO summit meetings normally involve member countries only. However, on occasion, and provided Allies agree, meetings can be convened in other formats although there is no formal obligation to hold such assemblies. They include, for instance, meetings of defence or foreign ministers, Heads of State and Government of countries belonging to the Euro-Atlantic Partnership Council, the NATO-Russia Council, the NATO-Ukraine Commission or the NATO-Georgia Commission. They can also include leaders from ISAF troop-contributing countries, as was the case at the Lisbon Summit. External stakeholders can also be involved: for instance, top representatives from international organizations such as the UN, the EU Commission or the World Bank.
Supreme Allied Commander Europe (SACEUR)
Supreme Allied Commander Europe (SACEUR) The Supreme Allied Commander Europe (SACEUR) is one of NATO's two strategic commanders and is the head of Allied Command Operations (ACO). He is responsible to NATO's highest military authority, the Military Committee, for the conduct of all NATO military operations. SACEUR, traditionally a United States Flag or General officer, is dual-hatted as Commander of the US European Command. His NATO command is exercised from the Supreme Headquarters Allied Powers Europe (SHAPE) at Casteau, near Mons, Belgium. The current Supreme Allied Commander Europe is General Philip M. Breedlove, United States Air Force. General Breedlove took up his functions on 13 May 2013 after having served as Commander,United States Air Force Europe; Commander United States Air Force Africa; Commander Headquarters, Allied Air Command, Ramstein; and Director, Joint Air Power Competence Centre. Role and responsibilities SACEUR is responsible for the overall command of NATO military operations. He conducts the necessary military planning for operations, including the identification of forces required for the mission and requests these forces from NATO countries, as authorised by the North Atlantic Council and as directed by NATO's Military Committee. SACEUR analyses these operational needs in cooperation with the Supreme Allied Commander Transformation. SACEUR makes recommendations to NATO's political and military authorities on any military matter that may affect his ability to carry out his responsibilities. For day-to-day business, he reports to the Military Committee, composed of Military Representatives for Chiefs of Defence of NATO member countries. He also has direct access to the Chiefs of Defence and may communicate with appropriate national authorities, as necessary, to facilitate the accomplishment of his tasks. In the case of an aggression against a NATO member state, SACEUR, as Supreme Commander, is responsible for executing all military measures within his capability and authority to preserve or restore the security of Alliance territory. SACEUR also has an important public profile and is the senior military spokesman for Allied Command Operations. Through his own activities and those of his public information staff he maintains regular contacts with the press and media. He also undertakes official visits to NATO countries and countries where NATO is conducting operations, or with which NATO is developing dialogue, cooperation and partnership. Other tasks that come under the responsibility of the Supreme Allied Commander Europe include: contributing to stability throughout the Euro-Atlantic area by developing and participating in military-to-military contacts and other cooperation activities and exercises undertaken in the framework of the Partnership for Peace and NATO's relationships with Russia, Ukraine and Mediterranean Dialogue countries; conducting analysis at the strategic level designed to identify capability shortfalls and to assign priorities to them; managing the resources allocated by NATO for operations and exercises; and in conjunction with Allied Command Transformation, developing and conducting training programmes and exercises in combined and joint procedures for the military headquarters and forces of NATO and Partner countries. Selection process The SACEUR is appointed by the US President, confirmed by the US Senate, and approved by the North Atlantic Council of NATO. There is no assigned term for the SACEUR. It has ranged from one to eight years. Evolution of the function On 2 April 1951, the war hero General Dwight D. Eisenhower, US Army, became the Alliance's first SACEUR. This post, together with that of the Supreme Allied Commander Atlantic (SACLANT), was created before that of the Secretary General's, which followed a year later in March 1952. SACEUR had the responsibility of safeguarding the area extending from the northern tip of Norway to southern Europe, including the whole of the Mediterranean, and from the Atlantic coastline to the eastern border of Turkey. Following the overall process of reform in 2002, when the Supreme Allied Commander Atlantic (SACLANT) became the Supreme Allied Commander Transformation (SACT), the Supreme Allied Commander Europe did not change name but saw his responsibilities extended to cover all NATO operations, regardless of their geographical location.
Supreme Allied Commander Transformation (SACT)
Supreme Allied Commander Transformation (SACT) Supreme Allied Commander Transformation (SACT) was created in 2002, in the overall process of reform of NATO's command structure. He is one of NATO's two strategic commanders and the commanding officer of Allied Command Transformation. SACT is responsible to NATO's highest military authority, the Military Committee, for promoting and overseeing the continuing transformation of Alliance forces and capabilities. The current Supreme Allied Commander Transformation is French Air Force General Jean-Paul Paloméros. He took up his functions on 28 September 2012. Role and responsibilities SACT has the lead role at the strategic level for the transformation of NATO's military structures, forces, capabilities and doctrines in order to improve the military effectiveness of the Alliance. He makes recommendations to NATO's political and military authorities on transformation issues. For day-to-day business, he reports to the Military Committee, composed of Military Representatives for Chiefs of Defence of NATO member countries. He also has direct access to the Chiefs of Defence and may communicate with appropriate national authorities, as necessary, to facilitate the accomplishment of his tasks. In cooperation with Allied Command Operations, he analyses NATO's operational needs, in order to identify and prioritize the type and scale of future capability and interoperability requirements and to channel the results into NATO's overall defence planning process. He also leads efforts to explore new concepts and doctrines by conducting experiments and supporting the research, development and acquisition of new technologies and capabilities. The SACT is responsible for NATO's training and education programmes, which are designed to ensure that the Alliance has at its disposal staffs trained to common NATO standards and capable of operating effectively in a combined and joint force military environment. Other tasks that come under the responsibility of the Supreme Allied Commander Transformation include: managing commonly funded resources allocated for NATO's transformation programmes in order to provide timely, cost-effective solutions for operational requirements; supporting the exercise requirements of Allied Command Operations throughout their planning, execution and assessment phases. Selection process The SACT is proposed by a NATO member country and approved by the North Atlantic Council of NATO. There is no assigned term for the SACT. Evolution of the function From 2002 to 2009, SACT has been a United States Flag or General officer, and dual-hatted as Commander of the U.S. Joint Forces Command, the post responsible for maximizing future and present military capabilities of the United States. His command is exercised from the Headquarters of Alliance Command Transformation in Norfolk, Virginia, United States, which is also where U.S. Joint Forces Command has its Headquarters. Since 2009, the year France decided to fully participate in NATO structures following its withdrawal from the integrated military structure in 1966, a French General officer has held the position: General Stéphane Abrial from 2009 to 2012 and, currently, General Jean-Paul Paloméros. The first SACT was Admiral Edmund P. Giambastiani Jr. from 2002 to 2005, followed by General Lance L. Smith from 2005 to 2007, and then General James Mattis from 2007 to 2009. Prior to 2002, before the reform, the then Supreme Allied Commander Atlantic (SACLANT), was responsible for safeguarding the Allies' sea lines of communication, supporting land and amphibious operations, and protecting the deployment of the Alliance's sea-based nuclear deterrent. Allied Command Atlantic extended from the North Pole to the Tropic of Cancer and from the coastal waters of North America to those of Europe and Africa, including Portugal, but not including the Channel and British Isles, which were part of what was Allied Command Europe at the time (now Allied Command Operations).
Sweden, NATO's relations with -
NATO's relations with Sweden Carl Bildt, Minister of Foreign Affairs of Sweden, and NATO Secretary General Anders Fogh Rasmussen NATO-Sweden relations should be viewed through the Partnership for Peace framework which Sweden joined in 1994. NATO and Sweden actively cooperate in peace and security operations and have developed practical cooperation in many other areas. Swedish cooperation with NATO is based on a longstanding policy of military non-alignment and a firm national consensus. From this basis, Sweden selects areas of cooperation with NATO that match joint objectives. NATO values very highly its relations with Sweden. The Allies view Sweden as an effective and pro-active partner and contributor to international security, which shares key values such as the promotion of international security, democracy and human rights. An important area of cooperation is the country's support for NATO-led operations. Sweden is currently contributing to the peacekeeping operations in Kosovo and Afghanistan. In the past, it supported the NATO-led operation in Bosnia and Herzegovina. Framework for cooperation NATO and Sweden detail areas of cooperation and timelines in Sweden's Individual Partnership Cooperation Programme (IPCP), which is jointly agreed for a two-year period. Key areas include security and peacekeeping cooperation, crisis management and civil emergency planning. Participation in the PfP Planning and Review Process (PARP) is helps develop the interoperability and capabilities of Swedish forces which might be made available for NATO training, exercises and multinational crisis-management and peace-support operations. Key areas of cooperation Security cooperation In 1996, Sweden contributed a battalion to the NATO-led peacekeeping force in Bosnia and Herzegovina. Since 1999, Sweden has provided a mechanized company and support units to the peacekeeping force in Kosovo. Since 2003, Swedish personnel have been working alongside Allied forces as part of the International Security Assistance Force (ISAF) in Afghanistan, providing specialist units and logistical support. Sweden has led the multinational Provincial Reconstruction Team (PRT) in Mazar-e-Sharif since 2006. The PRT became a Transition Support Team in 2012, under the lead of Sweden's Senior Civilian Representative in northern Afghanistan. In April 2011, Sweden decided to contribute to Operation Unified Protector (OUP), NATO's military operation in Libya under UN Security Council Resolutions 1970 and 1973. As part of Operation Unified Protector, the Swedish Air Force deployed eight JAS Gripen aircraft to Sigonella Air Base in Sicily to enforce the no-fly zone over Libya, supported by an air-to-air refueling capable C-130. Sweden participates in numerous PfP exercises. The country makes a number of units available, on a case-by-case basis, for multinational operations, training and exercises, including EU and NATO-led. The objective for the Swedish Armed Forces is to be able to sustain up to 2000 personnel continuously deployed on operations, either nationally or internationally. This pool of forces includes significant land, naval and air assets, including mechanized and armoured units, submarine, corvettes, combat and transport aircraft with a deployable airbase unit, combat and combat service support elements, as well as specialist support. Sweden's role in training the forces of NATO partner countries is greatly valued by the Allies. In April 1999 NATO formally recognized the military training centre in Almnäs as a PfP Training Centre. In 2004, the centre moved to new, modern premises in Kungsängen, north of Stockholm. The centre's activities include exercises and training, with a focus on humanitarian assistance, rescue services, peace-support operations, civil emergency planning and the democratic control of the armed forces. The centre regularly organizes courses and training exercises within the PfP. Swedint, the Swedish armed forces international centre has been a PfP Training Centre since 1997. In January 2012 - in support of UN Security Resolution 1325 and related resolutions on strengthening the role of women, peace and security – the Nordic countries established a Nordic Centre for Gender in Military Operations, to make sure that gender perspectives continue to be integrated into military operations. Sweden's close ties with its neighbours Norway, Denmark and Finland are reflected in its participation in Nordic Defence Cooperation (NORDEFCO), a further practical and efficient way for like-minded states to contribute to regional and international security and to practice cooperation, including pooling and sharing. In Sweden's case this activity is pursued alongside the Nordic Battle Group and regionally around the Baltic Sea and in northern Europe. Sweden participates in the Operational Capabilities Concept (OCC). Sweden continues to submit its land, maritime and air force units for evaluation in accordance with the NATO OCC Evaluation and Feedback programme. Sweden participated in the March 2011 Baltic Region Training Event (BRTE). Conducted by NATO Air Command Ramstein, BRTE is a series of planning, training and execution events for enhancing interoperability and building capabilities in the Baltic states. Defence and security sector reform Participating in peacekeeping and peace-support operations alongside NATO Allies has complemented Sweden's own process of military transformation. Participation in the PfP Planning and Review Process (PARP) influences Swedish planning and activities, aimed at developing the capabilities and enhancing the interoperability of the Swedish Armed Forces. The Allies and other partners also benefit from Swedish expertise. For instance, Sweden contributes to NATO's programme of support for security-sector reform in the western Balkans, southern Caucasus and Central Asia. Sweden is contributing to the development of the EU Battle Group concept. It is cooperating with Estonia, Finland and Norway, among other countries, in the development of a multinational rapid reaction force for EU-led peace-support operations. During periods that the Swedish parts of the force are not on stand-by for EU needs, they will be available for operations led by both the UN and NATO. Sweden joined the Strategic Airlift Interim Solution (SALIS) in March 2006 and is also participating in the Strategic Airlift Capability (SAC) initiative. Designed to meet the strategic airlift requirements of SAC member nations for national missions, SACs resources can be used for NATO, UN, EU or other international missions. SAC. Civil emergency planning Civil emergency planning is a major area of bilateral cooperation. The aim is for Sweden to be able to cooperate with NATO Allies in providing mutual support in dealing with the consequences of a major accident or disaster in the EAPC (Euro-Atlantic Partnership Council) area. This could include dealing with the consequences of incidents involving chemical, biological, radiological or nuclear agents, as well as humanitarian disaster relief operations. In line with this, Sweden has participated in numerous NATO Crisis Management Exercises, in addition to several maritime exercises. Additionally, Swedish civil resources have been listed with the EADRCC (Euro-Atlantic Disaster Response Coordination Centre). Units include search and rescue teams, medical experts and protection and decontamination units. In March 2010, Sweden co-hosted a seminar entitled "NATO's New Strategic Concept – Comprehensive Approach to Crisis Management" with Finland. During the seminar, Swedish, Finnish and NATO leaders and experts discussed ways to improve crisis management cooperation between the Allies and other international actors. Sweden has also previously worked with NATO to improve both emergency response and crisis management. In April 2011, Sweden conducted a joint civil-military-police exercise, Viking 11. It took place in six different countries simultaneously with Sweden as the lead nation and with participants from the United Nations, a wide range of NGOs and agencies, armed forces from about 25 countries and civilians and police from various countries and organizations. The overall objective of Viking 11 was to train and educate the participants in planning and conducting a UN-mandated Chapter VII Peace Operation/Crisis Response Operation. Science and environment Under the Science for Peace and Security (SPS) Programme, scientists from Sweden have participated in numerous advanced research workshops and seminars on a range of topics. Topics have included information security, mesoscopic physics, the environmental role of wetlands, the protection of civilian infrastructure against terrorism, and human trafficking. Evolution of relations Sweden has a longstanding policy of military non-alignment that remains in effect today. In line with this, Sweden is not pursuing NATO membership but joined the new Partnership for Peace in 1994 to work alongside Allies in areas where bilateral aims converge. In 1997, the country joined the new EAPC. Sweden has demonstrated a strong political commitment to the EAPC, and has been generous in its financial contributions to Partnership for Peace Trust Funds, as well as offering practical assistance to other partners though the provision of training. Sweden joined the PfP Planning and Review Process (PARP) in 1995, to foster interoperability with NATO forces in peace-support operations. Since joining PfP, Sweden has played an active role and offers expertise to other partners and Allies, with a special focus on peacekeeping, civil-emergency planning and civil-military cooperation. Key milestones 1994 Sweden joins the Partnership for Peace. 1995 Sweden joins the PfP Planning and Review Process (PARP). 1996 Sweden contributes forces to the NATO-led peacekeeping force in Bosnia and Herzegovina. 1997 Swedish Armed Forces International Centre (Swedint), the Swedish armed forces international centre, is designated a PfP Training Centre. 1999 Swedish forces participate in the NATO-led peacekeeping force in Kosovo. 2000 Swedish forces join NATO-led forces in Afghanistan. 2008 Sweden hosts live demonstration, involving NATO Allies and Swedish civilian and military forces, to test new ways of effectively sharing critical information in emergency situations (Viking 2008 Exercise). In September, Sweden conducts a joint exercise with NATO in Enköping designed to enhance civil-military cooperation during civil emergency. 2009 In May, Swedish Minister of Defence, Sten Tolgfors, visits NATO HQ. 2010 In March, Sweden co-hosts a seminar "NATO's New Strategic Concept – Comprehensive Approach to Crisis Management" with Finland. In April, Sweden participates in a NATO Response Force (NRF) maritime exercise (Brilliant Mariner). In May, Sweden participates in an international cyber defence exercise (Baltic Cyber Shield) organised by several Swedish governmental institutions and the Cooperative Cyber Defence Centre of Excellence. 2011 Sweden conducts multinational Exercise Viking 2011 with International Organisations and NGOs participating in the operations. In April, Sweden decides to contribute to Operation Unified Protector, NATO's military operation in Libya under UN Security Council Resolutions 1970 and 1973. 2012 In January, a Nordic Centre for Gender in Military Operations is established, hosted by the Swedish Armed Forces International Centre. 2013 In January, NATO's Secretary General visits Sweden to discuss how to further strengthen cooperation.
Switzerland, NATO's relations with -
NATO's relations with Switzerland Swiss Liaison and Monitoring Team (LMT) officers in contact with Kosovo residents. Switzerland joined NATO's Partnership for Peace in 1996. NATO and Switzerland actively cooperate in crisis-management training and operations. Practical cooperation is also being developed in a range of other areas. NATO values its relations with Switzerland, which the Allies view as an effective partner and contributor to international security. The Allies and Switzerland share key values, such as the promotion of international security, democracy, human rights, international humanitarian law, fundamental freedom and the rule of law. NATO and Switzerland select areas of practical cooperation that match their joint objectives. Since joining the Partnership for Peace (PfP) and becoming a member of the Euro-Atlantic Partnership Council (EAPC), Switzerland has played an active role in the partnership. It offers expertise and education and training to other partner countries and Allies, with a special focus on humanitarian missions, humanitarian law, human rights and civil-military cooperation as well as on transparency and democratic control of armed forces. Another important area of cooperation is the country's support for NATO-led operations. Switzerland continues to contribute to the peace-support operation in Kosovo. From 2004 to 2007, it supported the NATO-led operation in Afghanistan. Framework for cooperation NATO and Switzerland detail areas of cooperation in the country's Individual Partnership and Cooperation Programme (IPCP), which is jointly agreed every year. Also, Swiss participation in the PfP Planning and Review Process (PARP) sets targets to help develop the interoperability and capabilities which might be made available for NATO training, exercises and multinational crisis-management and peace-support operations. Key areas of cooperation include crisis-management and response operations; international efforts to promote regional stability, especially in south-eastern Europe; promotion of humanitarian law, transparency and democratic control of armed forces; training with other partner countries; demining efforts; and the destruction of arms and ammunition. Other important areas of cooperation include disaster relief and the promotion of interoperability. Switzerland also hosts more than 30 regular courses within the PfP framework and develops training materials in areas such as democratic control of armed forces, international humanitarian law, humanitarian demining, civil-military cooperation, security policy, arms control and disarmament. Moreover, the country has supported the development, use of and training for a web-based central management platform (ePRIME) for all EAPC/PfP activities. Key areas of cooperation Security cooperation Cooperation between Switzerland and NATO deepened during the crises in Bosnia and Herzegovina and in Kosovo. In late 1995, the Swiss opened their airspace, rail and road networks to the NATO-led Implementation Force (IFOR) that was responsible for implementing military aspects of the Dayton Peace Agreement for Bosnia and Herzegovina. In line with and within the limits of its neutrality, Switzerland participates in peace-support operations or multilateral cooperation in military training. Swiss law excludes participation in combat operations for peace enforcement and Swiss units will only participate in operations under the mandate of the United Nations (UN) or Organization for Security and Co-operation in Europe (OSCE). On this basis, the Swiss government decided to contribute to the Kosovo Force (KFOR) in 1999, which was the first time the Swiss participated in a NATO-led peace-support operation. Currently, a Swiss contingent ("SWISSCOY") is serving within KFOR as part of the Multinational Task Force - South (MNTF-S). The contingent counts a maximum of 220 armed forces personnel and consists of a contingent support element, an infantry company, a transportation platoon, two medium-sized transport helicopters, and staff officers on different HQ levels throughout KFOR. A medical team and a catering staff support the Manoeuvre Battalion located in Suva Reka. Medical specialists and military police also provide support to MNTF-S. Joint Regional Detachment (JRD) North in Kosovo is currently being led by a Swiss officer. In June 2011, the Swiss government and parliament extended the SWISSCOY mandate until the end of 2014, which will continue to be adapted to the needs of KFOR. In addition, Switzerland plays an important role in supporting the development of Kosovo through bilateral and multilateral programmes. From February 2004 to February 2007, a small number of Swiss staff officers joined the International Security Assistance Force (ISAF) in Afghanistan. They provided expertise and assistance in cultivating contacts with local leaders within the German-led Provincial Reconstruction Team in Kunduz Province. Switzerland has made available a number of military and civilian capabilities for potential peace-support operations under UN or OSCE mandates. As Switzerland does not have standing military units, no specific units can be identified for such operations. Contingents are tailored to any given mission's needs and manned solely with volunteers, as required by the Federal Law on the Armed Forces and Military Administration. The 2010 Reports on Security Policy and on the Armed Forces foresee an increase, both in quantitative and qualitative terms, of the Armed Forces' contributions to peace-support operations over the next years. Specialised military personnel may be engaged for medical evacuation and humanitarian operations on short notice. One of the most active members of the PfP Consortium of Defense Academies and Security Studies Institutes, Switzerland has also declared a number of training facilities available for PfP training activities. These include the Center for Information and Communication Training in the Swiss Armed Forces in Berne, the mountain training centre of the Swiss Armed Forces in Andermatt, the international training centre of the Swiss Army (SWISSINT) 1 in Stans and the Tactical Training Centre at the Swiss Officers' Training Centre in Lucerne. A number of civilian training facilities have also been made available for the PfP framework. These include the Geneva Centre for Security Policy (GCSP), which has been certified as a Partnership Training and Education Centre, the Geneva International Centre for Humanitarian Demining (GICHD), the Geneva Centre for the Democratic Control of Armed Forces (DCAF) and the International Relations and Security Network (ISN) based in Zurich. Every two years, Switzerland organises the "International Security Forum", which addresses current issues concerning international security policy. The 10th edition entitled "Facing a World of Transitions" took place on 22-24 April 2013 in Geneva. Switzerland also promotes the application of the law on armed conflicts and humanitarian law. Recently, the country has taken on a leading role in promoting international standards for the regulation of private security companies. Defence and security sector reform In June 2010, the Swiss government approved the Report on the Security Policy of Switzerland, replacing the previous security policy from June 1999. In line with this policy, the country aims to further improve efficient and effective cooperation between the different layers of national authority and with other states and organisations. It also aims to contribute to stability and peace beyond Swiss borders. It highlights cooperation with other states to reduce the risk posed to Switzerland and its population by instability and war abroad, as well as to show solidarity with the international community. The security policy reiterates the three principal tasks of the armed forces as laid down in the Constitution: preventing war, and in case this fails, defending the country and population, contributing to international peace and security, and supporting the civilian authorities in case of serious threats or major natural or man-made disasters. Contributions to international peace and security, in particular, require a high degree of interoperability with Allied and partner country forces. For this reason, increased interoperability for peace-support and humanitarian aid operations is a priority for Switzerland. Participation in the PfP Planning and Review Process and the Operational Capabilities Concept is instrumental in this process. Switzerland also contributes valuable resources to NATO in terms of support of security sector reform activities with other partner countries, with a special emphasis on democratic control of the armed forces, search and rescue training, international humanitarian law courses and other areas. In particular, the country has been a strong supporter of the Partnership Action Plan on Defence Institution Building (PAP-DIB), which aims to build capacity and reduce corruption in the defence sector. Switzerland is an active donor to Partnership Trust Fund projects in partner countries and has supported 14 projects since 2000, two of which it co-led. Under these projects, Switzerland along with individual Allies and partners has supported the destruction of mines, arms and ammunition in Albania, Azerbaijan, Georgia, Kazakhstan, Montenegro, Serbia and Ukraine, as well as ammunition stockpile management and destruction in Mauritania. More recently, the country co-led the first-ever Trust Fund project in Jordan. The country is also co-leading a Trust Fund on Building Integrity in Defence Institutions as part of the PAP-DIB. It has also supported a Trust Fund project in Serbia for the reintegration of demobilised military personnel into the civilian workforce. Civil emergency planning Civil emergency planning is a major area of cooperation. Switzerland aims to cooperate in providing mutual support in dealing with the consequences of major accidents or disasters in the EAPC area. It has contributed through the Euro-Atlantic Disaster Response Coordination Centre to disaster-response operations in NATO member states and partner countries. Switzerland participates in numerous training events and exercises, including several crisis-management exercises. Science and environment Switzerland has been actively engaged with the NATO Science for Peace and Security (SPS) Programme since 1990. The SPS Programme enables close collaboration on issues of common interest to enhance the security of NATO and partner nations. By facilitating international efforts, in particular with a regional focus, the Programme seeks to address emerging security challenges, support NATO-led operations and advance early warning and forecast for the prevention of disasters and crises. Today, scientists and experts from Switzerland are working to address a wide range of security issues, notably in the field of cyber defence. Most recently, two advanced research workshops were held on the development of national cyber security strategies (in collaboration with the NATO Cooperative Cyber Defence Centre of Excellence in Tallinn) and on best practices for computer network defence. Public information In every partner country, an embassy of one of the NATO member states serves as a contact point and operates as a channel for disseminating information about the role and policies of the Alliance. The current NATO Contact Point Embassy in Switzerland is the embassy of the United Kingdom. 1 Certified as a Partnership Training and Education Centre Milestones in relations 1995 Switzerland opens its land and air transport corridors to NATO-led peacekeeping forces operating in Bosnia and Herzegovina. 1996 Switzerland joins the Partnership for Peace (PfP). 1997 Switzerland signs the Security Agreement. 1999 Switzerland joins the PfP Planning and Review Process (PARP). Swiss forces participate in the UN-mandated NATO-led peacekeeping force in Kosovo (KFOR) and Switzerland plays a leading role in assuaging the refugee crisis. Supreme Allied Commander Europe visits Switzerland. The Geneva Centre for Security Policy is certified as a PfP Training Centre. Switzerland organizes the 1st annual Conference for the new PfP Consortium of Defense Academies and Security Studies Institutes. 2000 Switzerland hosts PfP training exercise "Cooperative Determination 2000". NATO Secretary General visits Switzerland. 2003 Switzerland signs the PfP Status of Forces Agreement (SOFA). 2004 Swiss staff officers join the International Security Assistance Force (ISAF) in Afghanistan to support reconstruction efforts. NATO Secretary General visits Switzerland. 2007 Switzerland co-leads a Trust Fund project in Jordan and supports other Trust Fund projects in Albania, Serbia and Montenegro. 2008 Switzerland co-leads a Trust Fund on Building Integrity in Defence Institutions. Supreme Allied Commander for Transformation visits Switzerland. 2009 High-level parliamentary delegation led by the President of the Swiss National Council visits NATO HQ. 2010 Switzerland and NATO mark the end of the first phase of the Building Integrity and Reducing Corruption Risks in Defence Establishments initiative with the release of "Building Integrity and Reducing Corruption in Defence: A Compendium of Best Practices" and launch the second phase of the initiative. Supreme Allied Commander Europe visits Switzerland. The SWISSINT training centre in Stans is recognised as a PfP Training and Education Centre. 2011 The Swiss Parliament prolongs the Swiss contribution to KFOR until 2014. 2012 Deputy Supreme Allied Commander Europe visits Switzerland. Deputy State Secretary for Foreign Affairs, George Martin, visits NATO Headquarters. During a visit to Switzerland in November, NATO Secretary General Anders Fogh Rasmussen stresses the importance of cooperative security and building stronger security partnerships in talks with Swiss government leaders. Video newYTPlayer('nhxikkt_g7E','91506'); Switzerland - a generous partner 22 Nov. 2012 Video blog by NATO Secretary General Anders Fogh Rasmussen during his visit to Switzerland on 22 Nov. 2012 Switzerland - a generous partner 22 Nov. 2012 Video blog by NATO Secretary General Anders Fogh Rasmussen during his visit to Switzerland on 22 Nov. 2012 ''Switzerland and NATO : Partners in security'' 22 Nov. 2012 Speech by NATO Secretary General Anders Fogh Rasmussen at the Churchill Symposium in Zürich, Switzerland