This conference will examine the changing nature of the Nordic and Baltic counter-trade environment and the implications of this on the defence industry. It will give case studies on Danish, Norwegian, Finnish and Swedish, Latvian, Lithuanian and Estonian industrial co-operation requirements, particularly focusing on current and future procurement projects. This conference will also address the role of the government in assisting and co-ordinating military procurement.

Nordic and Baltic Industrial Co-operation Agreements 2005 will evaluate the role and current demand of offsets in the Nordic and Baltic defence industry and will analyse emerging partnerships between defence and civil construction, looking at how these can be profitable. It will also look at the implications of changing policy and doctrine within the individual countries.

This event will identify new thinking and techniques used to meet industrial co-operation requirements. It will also give key case studies that will enable delegates to learn where to invest their research in order ensure successful industrial co-operation programmes. Additionally, Nordic and Baltic Industrial Co-operation Agreements 2005 will analyse increasing trade prospects and future countertrade and industrial co-operation requirements for the Nordic and Baltic environment.

Benefits of Attending:

HEAR the latest offset requirements from each country's responsible Government Agency
GAIN an insight into developing a successful offset programme
LEARN from past and current co-operation projects
IDENTIFY the current trends in the European defence market
LEARN of the region's procurement plans to meet NATO requirements
DISCOVER the future path for Nordic and Baltic co-operation

A unique opportunity to gain an insight from leading experts in the field including:
  • Major General Heikki Holma, Chief of International Division, Finnish Defence Staff
  • Lieutenant Colonel Aleksandrs Stepanovs, Chief of Staff, Latvian Airforce
  • Jaan Kuks, Chairman, BALTSEA
  • Britt Laila Steinkjer, Senior Executive Officer, Norwegian Defence Materiel Agency/Procurement Branch
  • Dr Peter Lawaetz, Director, Danish Defence Research Establishment
  • Bent Lindhart Andersen, Head of Division for Trade and Industry, Ministry of Economic and Business Affairs, Denmark
  • Lieutenant Commander Andrei Leit, N3 Officer, Estonian Naval Staff
  • Professor Kjell A Eliassen, Director, Centre for European and Asian Studies, Norwegian School of Management
  • Age Skoelv, Senior Advisor, Norwegian Research Establishment
  • Knuth Herrefoss, Advisor, Norwegian Defence Materiel Agency/Procurement Branch
  • Jouko Tuloisela, Senior Governmental Secretary, Resource Policy Department, Ministry of Defence, Finland
  • Margus Kolga, Senior Research Fellow, Baltic Defence College
  • Senior Representative, Ministry of Economy, Lithuania

Chaired by:
  • Lieutenant General Percurt Green, Director, Association of Swedish Defence Industries
  • Roger Bulgin, Managing Director, Offsets 2000, Independent Consultants
    • Conference programme

      8:30 Registration & Coffee

      9:00 Chairman's Opening Remarks

      Percurt Green

      Percurt Green, Director, Association Of Swedish Defence Industries (A S D I)


      Heikki Holma

      Heikki Holma, Chief of International Division, Finnish Defence Staff

    • Overview of NORDCAPS: why it is required and the advantages created
    • The aims and objectives of industrial co-operation between the Nordic countries
    • The effect of some members being in NATO and the EU and others only being in the EU
    • How procurement projects are agreed and administered
    • Creating a Provisional Reconstruction Team (PRT) in Afghanistan in 2004
    • The future plans for the development of a multinational fire brigade to support the operation of Kabul International airport in 2004

    • The overview of the aims and objectives of offsets in Norway
    • The current status of industrial co-operation with Nordic and international countries – indirect and direct
    • Industrial co-operation objectives and characteristics
    • The policy guidelines for co-operation – encouraging industrial progression in Norway
    • Recent experiences including the NH-90 procurement programme
    • Benefits attained and points to improve
    • Lessons learned and how these lessons will be implemented in future policy and procurement plans
    • Age Skoelv

      Age Skoelv, Senior Advisor, Norweigian Defence Research Establishment

      Knuth Herrefoss

      Knuth Herrefoss, Senior Advisor, Norwegian Defence Logistics Organisation/Investments Staff

      10:30 Morning Coffee


      Bent Lindhardt Andersen

      Bent Lindhardt Andersen, Head of Division, National Agency for Enterprise and Housing

    • Overview of the level of Danish industrial co-operation
    • Aims and objectives of industrial co-operation in Denmark
    • New Danish guidelines on industrial participation
    • The introduction of new rewards in case of fulfilment before time and new sanctions in case of non-compliance
    • The use of multipliers and models of finding an ‘appropriate’ level
    • The definition of ‘defence’/’defence-related’ with regard to approving offset transactions

      Jouko Tuloisela

      Jouko Tuloisela, Senior Governmental Secretary, Ministry of Defence, Finland

    • Developing policy to help the Finnish defence industry progress industrially
    • The effect of being in the EU but not NATO
    • The Finnish military services procurement requirements
    • Direct industrial participation – what is new
    • AMOS Mortar system and other current APC/ACV programmes
    • Niche areas of expertise
    • Future plans of procurement
    • 12:20 Networking Lunch


      Lars Ajaxon

      Lars Ajaxon, Vice President, Industrial Co-operation, SAAB

    • Preserving industrial competence free trade
    • Overview of Swedish industrial participation requirements
    • Interoperability and international industrial co-operation
    • Joint acquisition and offset projects in Sweden
    • Present and future procurement initiatives

      Raimondas Martinavicius

      Raimondas Martinavicius, Head of Industry Policy Unit, Lithuanian Ministry of Economy

    • Objectives of the compensation programme: overview
    • Requirements for foreign suppliers to enter into compensation agreements and how these are set up
    • Priority areas, arms, ammunition and other military purpose goods and state of the art technologies
    • Time constraints for the fulfilment of agreements
    • 15:10 Afternoon Tea


      Ilze Angere

      Ilze Angere, Chief of Logistics Strategy Division, Latvian Ministry of Defence

    • Overview of Latvian policy structures for procurement and industrial co-operation agreements
    • Latvian objectives
    • as a small country the ability to contribute to NATO
    • areas in which Latvia specialises, the Military Police, explosive ordinance disposal, Sappers and divers
    • Future plans – developing a motorised infantry battalion with help from equipment donated and procured from the US and Sweden

      Margus Kolga

      Margus Kolga, Senior Research Fellow, Baltic Defence College

    • Building a defence industry from scratch after the end of the Soviet system
    • Current focus of defence manufacturing
    • simulators
    • explosives
    • maintenance of existing weapons systems
    • Current legislation and regulations and their limitations on the use of offset
    • Estonian industry’s co-operation with Lockheed-Martin – the way forward?
    • 17:00 Chairman’s Closing Remarks and Close of Day One

      8:30 Registration & Coffee

      9:00 Chairman's Opening Remarks

      Roger Bulgin

      Roger Bulgin, Managing Director, Offsets 2000 Limited


    • Overview of NORDAC
    • The variety of co-operation within NORDAC: non-NORDAC nations’ participation in NORDAC groups and projects
    • Industrial aspects
    • The Norwegian vision for the new chairmanship
    • Focus of the coming year
    • Britt Laila Steinkjer

      Britt Laila Steinkjer, Senior Executive Officer, Norwegian Defence Materiel Agency

      Knuth Herrefoss

      Knuth Herrefoss, Senior Advisor, Norwegian Defence Logistics Organisation/Investments Staff


      Kjell Eliassen

      Kjell Eliassen, Director, Centre for European and Asian Studies, Norwegian School of Management

    • The F16 experience in Europe
    • The JSF logic and beyond
    • The case for industrial co-operation
    • The future of offsets in Europe
    • 10:30 Morning Coffee


      Peter Lawaetz

      Peter Lawaetz, Director, Danish Defence Research Establishment

    • Background: national differences in Europe regarding development and production of defence materiel have resulted in a serious disparity between offset demand and relevant national industrial capability in several countries
    • Possible remedies to eliminate the disparity
    • Admitting transnational defence industrial companies
    • R&T co-operation to foster industrial networks for easier market access or to qualify more national industry for the defence sector
    • Drivers
    • Multipliers/reduction factors, national seed money for initiation programmes
    • Supporting participation in multinational R&T programmes and projects
    • More direct involvement of the Defence in handling offset arrangements
    • 11:40 Panel Discussion

      Bent Lindhardt Andersen

      Bent Lindhardt Andersen, Head of Division, National Agency for Enterprise and Housing

      Age Skoelv

      Age Skoelv, Senior Advisor, Norweigian Defence Research Establishment

      Lars Ajaxon

      Lars Ajaxon, Vice President, Industrial Co-operation, SAAB

      Jouko Tuloisela

      Jouko Tuloisela, Senior Governmental Secretary, Ministry of Defence, Finland

      12:20 Networking Lunch


      Ingvar  Pärnamäe

      Ingvar Pärnamäe, Deputy Director, Estonian Ministry of Defence

    • Overview of BALTSEA
    • members and structure
    • aims and objectives
    • Optimising the use of resources through the Top-5 priorities approach
    • Assisting the Baltic countries in meeting NATO integration objectives
    • Priority of the Estonian chairmanship – merging the Steering Group and the Working Group
    • BALTBAT – successes and lessons learned
    • 14:30 BALTRON

      Andrei Leit

      Andrei Leit, N3 Chairman MCG BALTRON, Estonian Navy

    • Explanation of BALTRON
    • international squadron to minimise mine hazards
    • improve peace time navigation
    • help remediate environmental damage in territorial waters and economic zones of Estonia, Latvia and Lithuania
    • Advantages of BALTRON
    • enhancing the development of Baltic navies and their defence capabilities
    • promoting mutual understanding and their interoperability to integrate them within NATO their respective NATO units
    • additional aim to enable the multinational Navy to participate in international peacekeeping
    • Rotation of the staff positions to ensure equal national participation
    • Foreign assistance
    • equipment provision and diving and signals training
    • appointment of foreign advisors to availability of expert advice
    • developing a national Navy for Estonia
    • Exercises Open Spirit and Amber Sea
    • Operation MCOPEST 2004 – clearing 340 mines from 524 square miles of sea.
    • 15:10 Afternoon Tea

      15:40 BALTNET

      Lieutenant Colonel Edvins Jonins

      Lieutenant Colonel Edvins Jonins, , Latvian Air Force

    • Overview – creating cost effective military Regional Air Surveillance co-ordination Centre (RASCC)
    • National Nodes (NN) and territorial control and national funding
    • Communication infrastructure and radar network integration
    • Norwegian involvement in the project
    • planning equipment procurement, services, building and commissioning the complete communication infrastructure
    • integration and modernisation of military radars and provision of support and training
    • Scanmatic – the prime contractor for the Norwegian involvement
    • Integration with the US and its involvement – Air Sovereignty Operations Center (ASOC)
    • Current status and future progress
    • 16:20 Chairman’s Closing Remarks and Close of Day One



      Starting an Offset Marketing Campaign

      Starting an Offset Marketing Campaign

      Hotel Kamp
      28th January 2005
      Helsinki, Finland


      Hotel Kamp

      Pohjoisesplanadi 29, Helsinki, Finland

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      Hotel Kamp

      Pohjoisesplanadi 29
      Helsinki 00100

      Hotel Kamp



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      WHAT IS CPD?

      CPD stands for Continuing Professional Development’. It is essentially a philosophy, which maintains that in order to be effective, learning should be organised and structured. The most common definition is:

      ‘A commitment to structured skills and knowledge enhancement for Personal or Professional competence’

      CPD is a common requirement of individual membership with professional bodies and Institutes. Increasingly, employers also expect their staff to undertake regular CPD activities.

      Undertaken over a period of time, CPD ensures that educational qualifications do not become obsolete, and allows for best practice and professional standards to be upheld.

      CPD can be undertaken through a variety of learning activities including instructor led training courses, seminars and conferences, e:learning modules or structured reading.


      There are approximately 470 institutes in the UK across all industry sectors, with a collective membership of circa 4 million professionals, and they all expect their members to undertake CPD.

      For some institutes undertaking CPD is mandatory e.g. accountancy and law, and linked to a licence to practice, for others it’s obligatory. By ensuring that their members undertake CPD, the professional bodies seek to ensure that professional standards, legislative awareness and ethical practices are maintained.

      CPD Schemes often run over the period of a year and the institutes generally provide online tools for their members to record and reflect on their CPD activities.


      Professional bodies and Institutes CPD schemes are either structured as ‘Input’ or ‘Output’ based.

      ‘Input’ based schemes list a precise number of CPD hours that individuals must achieve within a given time period. These schemes can also use different ‘currencies’ such as points, merits, units or credits, where an individual must accumulate the number required. These currencies are usually based on time i.e. 1 CPD point = 1 hour of learning.

      ‘Output’ based schemes are learner centred. They require individuals to set learning goals that align to professional competencies, or personal development objectives. These schemes also list different ways to achieve the learning goals e.g. training courses, seminars or e:learning, which enables an individual to complete their CPD through their preferred mode of learning.

      The majority of Input and Output based schemes actively encourage individuals to seek appropriate CPD activities independently.

      As a formal provider of CPD certified activities, SMI Group can provide an indication of the learning benefit gained and the typical completion. However, it is ultimately the responsibility of the delegate to evaluate their learning, and record it correctly in line with their professional body’s or employers requirements.


      Increasingly, international and emerging markets are ‘professionalising’ their workforces and looking to the UK to benchmark educational standards. The undertaking of CPD is now increasingly expected of any individual employed within today’s global marketplace.

      CPD Certificates

      We can provide a certificate for all our accredited events. To request a CPD certificate for a conference , workshop, master classes you have attended please email events@smi-online.co.uk

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