GORE-TEX Military Fabrics

Milliken Agilus MTP Protective Fabric

February 15th, 2021

Ultra-Flexible. Remarkably Agile. All-in-one Protective Fabric.

A breakthrough in flexible knife resistant material, Agilus® MTP provides a new level of customizable, multi-threat protective defense. The patented coating technology on p-aramid fabrics actively slows and resists the penetration of knife, spike and ballistic threats.

• Achieve protection without restricting speed or ability to bend and move
• Enhanced comfort, flexibility and ease of movement makes vests more wearable
• Allows p-aramid fabrics to achieve knife and spike resistance while maintaining ballistic protection
• Material is coated on one side, and available in rolled form to optimize ease of handling and manufacturing
• Can readily hybridize with other materials for desired level of threat protection
• Tumble testing per NIJ 0101.06, Section 5 passes stab testing after 10,000 cycles

textiles.milliken.com/products/agilus-technology

IDEX 2021: UVision will unveil a Comprehensive Simulation Solution for HERO Loitering Munition Operators

February 15th, 2021

UVision Will Present its Range of Combat Proven Loitering Munition Systems for the First Time at IDEX UAE Show

February 15, 2021 UVision Air Ltd. will present for the first time two advanced Simulator Configurations. The newly inducted simulators complement the existing classroom simulator training system by enabling the operator to train during deployments. At the show, UVision will also highlight the high precision, combat-proven Hero Series of Loitering Munitions.

UVision’s Hero Training and Simulation System provide an advanced loitering weapon and payload simulation in a virtual realistic environment. With the two new configurations, UVision presents a comprehensive solution for HERO operators allowing a higher level of training flexibility. The Classroom configuration provides a robust simulation solution with a rich and versatile scenario generator for multiple trainees. The Portable & Embedded field simulator configurations allow Hero operators continuous hands-on training (at various levels) during deployments; hence maintaining the highest level of operational proficiency and readiness – anytime, anywhere.

The HERO series of loitering munitions consists of eight loitering munition systems, designed for different missions at various ranges using various types of payloads. The HERO systems are the fastest sensor-to-shooter loitering munitions, allowing forces in the front-line to independently locate time sensitive targets, and track and attack with pin-point precision. Each munition can handle different missions ranging from lightweight static or moving targets (such as light-duty vehicles and human targets) to larger fortified or heavily armored targets such as MBT (Main Battle Tank), enemy air defenses and other strategic objectives.  The HERO series unique design enables the munitions to carry out pinpoint strikes in urban areas or remote locations, with minimal collateral damage. In cases where an attack is aborted, the systems can be recalled and another target selected. With extremely low noise and thermal signature, these systems integrate highly advanced, stabilized electro-optic day/night cameras, and are ideal for deployment from air, land and naval platforms.

According to Major General (Ret.) Avi Mizrachi, CEO of UVision, “the HERO Simulators increase the effectiveness of our systems while reducing the operating costs. All of the HERO Loitering Munition Systems meet a wide range of air, naval and ground forces requirements, thus ensuring combat superiority as well as survivability for even the most complex missions. Our latest field deployed simulator further enhances the reach-out of our systems and strengthens the proficiency and combat worthiness of the operators.”

At the show, UVision will display the Hero series of Loitering Munition Systems which provide the combat warrior with unique qualities to the modern battlefield by providing the tactical echelons with unprecedented precise lethal capabilities while minimizing sensor-to-shooter cycles and maintaining operational independence. Such advantages are truly “Battlefield Game Changers” which are recognized by major NATO military forces and leading operational customers worldwide, who use the HERO series in field operations.  

 

The Baldwin Files – Knowing Yourself

February 15th, 2021

If you know the enemy and know yourself, you need not fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained you will also suffer a defeat. If you know neither the enemy nor yourself, you will succumb in every battle.
? Sun Tzu, The Art of War

I have used the first sentence of this famous Sun Tzu axiom before. The entire quote provides a more complete framework for a professional soldier to consider. In terms of knowing the enemy, Sun Tzu advocated that a General [leader] focus a great deal of effort on gaining superior intelligence while denying the enemy similar information. That is sound advice for any military leader. However, I am not going to talk about that aspect of the art of war today. Instead, I want to talk about the arguably even more critical “knowing yourself” element of the equation. In many ways, it is the harder of the two to master. Harder, because it first requires a leader to develop and – over time – hone his or her self-awareness and self-reflective skills.

Certainly, throughout a career, a wise leader will routinely seek the perspective and advice of others about his or her performance – formal and informal. That aspect of professional development is also very important. Still, I consider that a follow-on step in the process and will leave it for another time as well. The best start point, in my professional opinion, should always be a brutally honest self-assessment. A thorough and candid appraisal of personal strengths, weaknesses, skills, and idiosyncrasies that must be, likewise, continuously updated as a leader gains better self-perception. I will share some of my personal experiences as examples to illustrate. I admit up front that I was rarely as self-aware as I am now in hindsight. I wish I had known in the beginning what I know now. Unfortunately, that is not how it worked for me; but, perhaps, this article will inspire others to seek to know themselves better – and sooner – than I did. Keep in mind, that regardless of source, an assessment is of little value until it is internally “operationalized” to reinforce the positives and address any negatives.

When I started my journey, I was not completely clueless. I knew early on that I wanted to be good at my job and was ready and willing to work at it. I took advantage of every training opportunity available to me and taught myself as well by intently studying the relevant manuals. At this point, the reader is probably starting to wonder what this has to do with the generic picture of the 463L Pallets above? It is simple. I really like building pallets. I always have. I built my first in Germany in the winter of 1975. Our Infantry Company was rotating to Berlin for MOUT training and I was part of the detail tasked to build and load our accompanying pallets on C130s. It impressed me that a loose pile of footlockers, duffel bags, and other gear could be so quickly organized into a symmetrical air-worthy load. As a Pathfinder, I received formal training on how to build pallets correctly and also taught classes on the subject to other units in the Division. Later, at Fort Lewis and then Schofield Barracks, I ran details building pallets for battalion-sized deployments. Belatedly, at Fort Bragg, I eventually received more training on all things air-movement by completing a Load Planners Course.

No matter how senior I got, if I saw a pallet that needed building, I jumped on it – literally. I did not care to just supervise on the sideline. I enjoyed the constructive process of manhandling hard and soft items like tuff boxes and kit bags, etc., and eventually getting that final stable cube configuration. It was fun for me and, frankly, I never gave it much thought beyond that. That changed in the late fall of 1997. I was nearing the end of my command of Alpha Company, 1st Battalion, 3rd SFG. We were getting ready to come back to Fort Bragg from a desert training iteration in an austere satellite facility of Fort Bliss. We had a half dozen empty pallets pre-positioned and were going to build the loads the next day. My Company SGM came to me that evening to confirm that all the teams were ready to go in the morning. He looked at me a little sheepishly and said that the Team Sergeants had asked him to do one thing. That was “keep Major Baldwin at least 50 meters away from the pallets.”

That caught me by surprise. I was not mad about it. We had been together for almost 18 months and they knew me well. I understood that they were just giving me some good-natured ribbing about one of my obvious eccentricities and they expected me to take it with good humor. It was kind of funny. So, the next day, I watched the pallets being built through a window from inside a building. I was missing the fun! That actually bothered me more than I thought it would. It made me think. Why did I like building those pallets so much? I did not find an immediate answer. With my follow-on tour at Leavenworth and then the schoolhouse at Camp Mackall, I did not even see a pallet again until after 9/11. During GWOT I did get to build a few more pallets from time to time. I still liked it, and by then I had done enough introspection to know why.

I got satisfaction from the process of solving what was essentially a life-size puzzle. Taking the individual pieces and fitting them together into a new coherent form. I eventually realized that building the pallets was something of a mental exercise that actually made me a better leader. After all, a lot of leadership involves building plans and making decisions – solving puzzles – without knowing exactly what the final end product will look like. So, in this case, my pallet quirk was indicative of a beneficial positive attribute that served me well over the years. Of course, it was still a little weird. Over time, I also became acutely aware of some of my other personality traits like impatience and temper that were two-edged swords. I came to understand that as long as I kept them under control and channeled that energy towards positive goals, they helped drive me forward and were useful. In that sense, they served me well. Yet, there was always the danger of a counter-productive emotional explosion that I learned to constantly guard against. I was successful more often than not, but it was a perpetual struggle.    

I had a few more epiphanies during other assignments. In 1978-80, I was stationed at Fort Lewis, Washington. It was the time of the infamous post-Vietnam “Hollow Army” – for those that can remember that far back. The 9th Infantry Division at Lewis was the lowest priority of the 18 divisions in the Army at the time. That meant that we had only a fraction of the soldiers and leaders we were authorized on paper. The practical result was that the Rifle Company I was assigned to had only two officers. A First Lieutenant who was the Company Commander, and a 2nd Lieutenant who was the XO. We had only one SFC and he was the First Sergeant. The Weapons Platoon (TOWs and 81mm Mortars) and two of the Rifle Platoons were led by Staff Sergeants. I was a Sergeant, E-5, with just two years in grade when I got there; yet, I was the most senior and experienced sergeant in the company. Therefore, for almost a year, I led the 2nd Platoon. The platoon had one other sergeant and a corporal and, including us NCOs, a grand total of 18-20 men present for duty during my entire tour.

Despite the challenges, that job was a wonderful leadership laboratory for me and an invaluable professional development experience. I learned more about myself and leadership in general during those months than in any other assignment. I was proud of that platoon. We got pretty good at doing more with less. At one point, we were practicing for a company raid on a small MOUT facility. We spent two days on the site practicing various techniques. On the third day, the company issued the raid order. In it, my platoon was tasked to establish a blocking position on the road intersection a couple of hundred meters away from the site. I was livid. I went to the Company Commander and asked for a mission change. I wanted us to be part of the assault element – not on the sideline.

I pointed out that my guys had performed at least as well as the other platoons during the train up. In fact, I thought we had done better. My CO agreed. Then he explained that he had made his decision based on three factors. First, the site only had 6 buildings and was too small for all three platoons to realistically maneuver simultaneously and the intersection needed to be blocked in any case. Second, he had observed that my platoon had done well and he figured that the other two platoons needed the additional training more than we did. Third, just as would be true on a real-world raid, he needed to be on the objective. Therefore, he had to have confidence that the leader responsible for the blocking position would be able to handle any likely contingencies without additional guidance. He said, “that is why I picked you.” I was still not entirely happy, but I could not argue with his logic.

That situation gave me a lot to think about. It was not the first time I recognized that I always had the compulsion to be in the middle of any action. My CO had me pegged. I wanted my team to take the hardest missions that mattered the most. I liked making the tough decisions, appreciated maximum autonomy, and was comfortable with ambiguity. In other words, I was invariably motivated to move to the sound of the proverbial guns – with or without orders. That realization not only gave me insight into what kind of leader I was, it also told me where my career needed to go. That eventually meant seeking a commission and later Special Forces duty. It turned out that I was a pretty good fit for that kind of organization and those specific leadership challenges.

One more. This is a Ranger School story. When I was in Florida, I had a minor dental issue with a filling and they took me to the Eglin AFB dental clinic. No Ranger Cadre stayed with me so I was under no supervision. There were soda and candy machines in the waiting area but any food item that was not issued to us was expressly off-limits. I never approached the machines. More importantly, although I was tired and the whole process took about 3 ½ boring hours, I never slept. My teammates were already out in the swamp patrolling and my only mission was to get myself fixed and rejoin them as quickly as possible. I took my duty to my team seriously. Readers of some of my other articles have probably noted that I am not afraid to dodge, bend, or even break, rules if I think it is vital to achieving mission success. Not all rules are created equal.

However, I do NOT believe in cheating on tests. In formal training venues like Ranger School, the standards are established specifically to test soldiers. If I could not meet those standards honestly – with my integrity intact – I would always know that my Tab was tainted and not entirely legitimate. Even if no one else ever found out. Sneaking a nap or a candy bar would have been entirely self-serving and was not going to help me get a passing grade on a patrol or ultimately to graduation. I also had confidence in myself. I knew I did not need to cheat to meet the demands of the school. And I sure as hell was not going to risk getting dropped over a candy bar! I never shared this story with anyone at the time. There was no need. Maintaining my discipline when nobody was looking was just a small victory for me to appreciate. Given that I was an experienced leader by that time, it would have been out of character for me to do anything less. As a side note, I did get a chance to shower and put on a clean uniform before they took me to the clinic – that was pretty nice.

Those are just a handful of the thousands of data points I collected during my career that gave me the unblinking and penetrating look at myself that I needed to evolve. It was certainly not all flattering. Be prepared for that. Solving the puzzle of who you are – and who you are not – is a continuous job for any leader. It does not happen overnight. Think of the 463L now as a metaphor. The enduring task is to fit all your traits – the good and the problematic – onto one metaphysical pallet in order to put the puzzle together and fully know yourself. Ultimately, building a solid professional structure that will improve with age, travel well, and successfully endure all the trials of leadership. Every good leader has to learn how to thrive and not just survive with whatever talents and liabilities that they are blessed or cursed with. In short, a leader is going to be more successful if he or she gets and keeps their own personal shit reasonable tight first!

Finally, always remember that leaders are just one part of an organization. It is not necessary or possible to do everything on your own. Learn to rely on the rest of the team. Cultivate some mentors and coaches for yourself. Be ready and available to provide the same service for your soldiers. Build your team. Develop your subordinates as you improve yourself. Even as relatively senior leaders, we rarely have the option to choose all of our teammates; but I suggest taking advantage of any opportunities that might present themselves to pick as many as you can. Try hard to get people who are smarter and better than you. For best results, strive to team up with people that complement your strengths and/or compensate for your weaknesses. Make sure at least a couple are honest brokers that will tell you when you are wrong. Usually, your senior NCO is that kind of trusted interlocutor. An Executive Officer, 2IC, or Deputy should be another. Take any personal or professional setbacks in stride. I do not know any successful leader who traveled a perfectly straight line to where they wanted to be. Good luck on your journey!

De Oppresso Liber!

LTC Terry Baldwin, US Army (Ret) served on active duty from 1975-2011 in various Infantry and Special Forces assignments. SSD is blessed to have him as both reader and contributor.

Air Mobility Command Hosts Operational Demonstration for Latest AE Innovation

February 15th, 2021

SCOTT AIR FORCE BASE, Ill. (AFNS) —

Air Mobility Command hosted the final operational demonstration for the Patient Loading System at Scott Air Force Base, Jan. 25-28.

The PLS is a portable and constructable ramp used to safely on and offload patients to high-deck aircraft, such as the KC-10 Extender, KC-46 Pegasus and KC-135 Stratotanker.

“This upgraded system represents a new frontier in our ability to support the global aeromedical evacuation mission,” said Brig. Gen. Norman West, AMC command surgeon.

Eight medical technicians from the 375th Medical Group were first trained on how to construct the system, then assembled it to demonstrate the capability to AMC leaders.

“Our AE system is designed to make us self-sufficient, so we don’t have to rely on non-medical staff to load our patients or equipment,” said Lt. Col. Todd Roman, medical modernization division chief at the AMC Office of the Surgeon General. “We have to teach our staff to put this together, which is what we’re doing this week. We’re also testing to see how long it takes to put it together.”

According to Roman, the goal is for an eight-person medical team to construct the system within eight hours. Despite having never seen it before, the team met all assembly requirements. They also provided invaluable feedback to improve instructions and ease of assembly as the system moves to final production.

“The ability to configure the device to meet the requirements of all three high-deck aircraft allows us to be adaptable to the aircraft available, even in the most resource-limited environment,” West said.

The current PLS design has multiple drawbacks, including weight limitations and steeper ramp incline. Additionally, since it was designed for Civil Air Reserve Fleet aircraft, its military utility is limited to the KC-135.

During AE missions that use low-deck aircraft, such as the C-17 Globemaster III and C-130 Hercules, patients can simply be carried on and off the aircraft. But high-deck aircraft present a unique challenge.

“For our high-deck aircraft, we need a mechanism to get our patients from the ground to deck level,” Roman said. “The PLS is designed to provide a safe, alternative method to loading patients when mechanical means are not available.

“This is a significant accomplishment from a strategic standpoint, because in this peer/near-peer competition, we can now use nearly any cargo aircraft for AE missions,” Roman continued.

The system also allows AMC to better project the joint force, one of its four command priorities focused on rapidly delivering combat power, humanitarian aid and disaster response, anywhere in the world and at a moment’s notice.

“The U.S. Air Force AE system is world-class and has been adapting to ‘aircraft of opportunity’ even before the retirement of the C-9A Nightingale, which was AMC’s last dedicated AE airframe,” Roman said. “This system further improves our AE capability by giving combatant commanders greater flexibility in our ability to evacuate patients using any available aircraft, regardless of available base support.”

By MSgt R.J. Biermann, Air Mobility Command Public Affairs

UF PRO Tactical Materials Glossary

February 14th, 2021

UF PRO has created a glossary containing a wide range of materials used in tactical clothing.

Check it out and bookmark it. It’s a great resource.

ufpro.com/blog/article/tactical-materials-glossary

SCUBAPRO Sunday – Shackleton

February 14th, 2021

On 5 December 1914, the HMS Endurance left South Georgia for Antarctica, carrying 27 men (plus one stowaway who became the ship’s steward), 69 puppies, and a tomcat named, Mrs. Chippy. The goal of expedition leader Shackleton, who had once agonizingly fallen short of reaching the South Pole twice, was to establish a base on Antarctica’s Weddell Sea coast.

From there, on the first crossing of the continent, a small party, including himself, would eventually arrive at the Ross Sea, south of New Zealand, where another group would be waiting for them, having set up food and fuel depots along the way. Endurance joined the pack ice two days after leaving South Georgia, the barrier of dense sea ice standing guard across the Antarctic continent. The ship pushed its way through leads in the ice for several weeks, gingerly working its way south, but on 18 January, a northern gale jammed the pack hard against the ground and tightly squeezed the floes against each other. There was suddenly no way forward, nor any way back.

They were sailing from their landing place within a day; now, with each passing day, the ice’s drift was slowly moving them farther south. Nothing else could’ve been done but to create a routine and wait for the winter.

The crew saved as many provisions as they could in the time that passed between abandoning Resilience and watching the ice swallow it up entirely while sacrificing anything and anything that added weight or consumed valuable resources, including bibles, books, clothes, instruments, and keepsakes.

The original plan was to march toward the land through the ice, but that was abandoned after the men accomplished just seven and a half miles in seven days. There was no alternative,” Shackleton wrote, “except to camp on the floe again and to possess our souls with what patience we could until conditions would become more favorable for a revival of the attempt to escape.” The ice drifted further north slowly and steadily, and the snow-capped peaks of Clarence and Elephant Islands came into view on 7 April 1916, flooding them with hope.”

“The floe was a good friend to us,” Shackleton wrote in his diary, “but it has reached the end of its journey and is now obliged to break up at any moment.”

It did precisely that on 9 April, breaking with an almighty crack underneath them. Shackleton gave the order to break camp and launch the ships, and all of a sudden, they were finally free of the ice that had alternately surrounded them and supported them.

Now they had to deal with a new foe: the open ocean. It poured icy spray on their faces and threw cold water over them, beating the boats from side to side, and as they fought the elements and seasickness, it took brave men to the fetal position.

Captain Worsley navigated through the spray and the squalls through all of it before Clarence and Elephant Islands emerged just 30 miles ahead after six days at sea. The men had become tired. Worsley had not slept for 80 hours by that time. And although some have been crippled by seasickness, some have been wracked by dysentery. Frank Wild, the second-in-command of Shackleton, wrote that “at least half the party was insane.” But they rowed resolutely toward their target, and they clambered ashore on Elephant Island on 15 April.

They were on dry land for the first time since leaving South Georgia 497 days ago. Their ordeal was far from over, however. After nine days of healing and training, Shackleton, Worsley, and four others set out on one of the lifeboats, the James Caird, to seek aid from a whaling station in South Georgia, more than 800 miles away. The chance of someone coming across them was vanishingly slight.

They fought monstrous swells and furious winds for 16 days, blowing water out of the ships and beating ice out of the sails. Shackleton recorded, “The boat tossed endlessly at the great waves under grey, threatening skies.” Each surge of the sea was an adversary to be watched and circumvented.” The elements hurled their worst at them even as they were within touching distance of their goal: “The wind  screamed as it ripped the tops off the waves,” Shackleton wrote.” “Our little boat swung down into valleys, up to tossing heights, straining till her seams opened.”

The wind eased off the next day, and they made it ashore. Help was nearly at hand, but this was not the end, either. The winds had driven the James Caird off course, and from the whaling station, they had landed on the other side of the island. And so Shackleton, Worsley, and Tom Crean set out to reach it by foot, scrambling over mountains and sliding down glaciers, forging a route that no human being had ever forged before they stumbled into the station at Stromness after 36 hours of desperate hiking.

In no possible circumstances could three strangers possibly arrive at the whaling station from nowhere, definitely not from the mountains’ direction. And yet here they were: their stringy and matted hair and beards, their faces blackened with blubber stove soot, and creased from almost two years of tension and deprivation.

And the old Norwegian whaler remembered the scene when the three men stood in front of Thoralf Sørlle, the station manager:

The boss would say, “Who the hell are you?” ‘And in the middle of the three, the awful bearded man says very quietly:’ My name is Shackleton.’ I turn away and weep.’

Once the other three James Caird members were rescued, attention turned to the rescue of the remaining 22 men on Elephant Island. Yet, despite all that had gone before, this final mission proved to be the most challenging and time-consuming of all in many respects. Although attempting to cross the pack ice, the first ship on which Shackleton set out ran dangerously low on fuel and was forced to turn back to the Falkland Islands. The government of Uruguay provided a vessel that came within 100 miles of Elephant Island before being beaten back by the ice.

Every morning on Elephant Island, Frank Wild, left in charge by Shackleton, issued an appeal for everyone to “lash up and stow up” their belongings. Might the boss come today! “He proclaimed every day. His friends became increasingly bleak and questionable. Macklin reported on 16 August 1916, “Eagerly on the lookout for the relief ship.” “The hope of her coming was quite abandoned by some of the party.” Orde-Lees was one of them. “There is no longer any good in deceiving ourselves,” he wrote.

But Shackleton acquired from Chile a third ship, the Yelcho; eventually, on 30 August 1916, the Endurance saga and its crew came to an end. When they spied the Yelcho just off the shore, the men on the island were settling down to a lunch of boiled seal’s backbone. It had been 128 days since James Caird’s departure; everyone ashore had broken camp within an hour of the Yelcho emerging and left Elephant Island behind. Every one of the Endurance crew was alive and healthy twenty months after setting out for the Antarctic.

Never did Ernest Shackleton reach the South Pole or traverse the Antarctic. Another expedition to the Antarctic was initiated, but the Endurance veterans who accompanied him found that he seemed smaller, more timid, drained from the spirit that kept them alive. On 5 January 1922, he had a heart attack on a ship in South Georgia and died in his bunk. He was a mere 47.

Wild took the ship to Antarctica with his death, but it proved inadequate to the task, and he set course for Elephant Island after a month spent futilely trying to penetrate the pack. He and his comrades, from the safety of the deck, peered through binoculars at the beach where so many of them had been living in fear and hope.

“Once again, I see old faces and hear old voices, old friends scattered all over,” Macklin wrote. “It is impossible, however, to express all I feel.”

And with that, one last time, they turned north and went home.

Rheinmetall Modernizing 27 More Boxer Command Vehicles for the Bundeswehr

February 14th, 2021

Rheinmetall is currently bringing another 27 Boxer command vehicles of the Bundeswehr up to the latest A2 standard. Germany’s Federal Office for Bundeswehr Equipment, Information Technology and In-Service Support (BAAINBw) awarded the order at the end of January 2021. The 27 vehicles are to undergo modernization at the Rheinmetall Landsysteme GmbH plant in Kassel, Rheinmetall’s centre of excellence for tactical wheeled vehicles. Work is set to begin in March 2021, with return of the vehicles to the Bundeswehr slated to take place during the 2022-2024 timeframe. For Rheinmetall, the order is worth a figure in the lower two-digit million-euro range.

The command vehicle, or FüFz in German military parlance, is one of four variants of the tried-and-tested, high-mobility Boxer armoured transport vehicle currently in service with the Bundeswehr. The FüFz is found in mechanized formations, where it serves as a mobile tactical operations centre or command post. The vehicles feature a full panoply of radio equipment and advanced C4I systems.

The upgrade to A2 status encompasses an extensive array of modernization measures, including (among other things) the driver’s visualization system; the exhaust emission and air-conditioning ducts; the towing gear; the driver’s station; the headlight technology; as well as software and system security modifications. In addition, the vehicle’s satellite communications capability, voice and data transmission and IT equipment will all be improved.

Now official, the latest order forms a sequel to the modernization to A2 status of the first lot of 38 Boxer command vehicles that commenced in 2017. The current combat performance upgrade of the second lot will ensure that the Bundeswehr’s entire fleet of 65 Boxer command vehicles reflects the latest tactical and technical state of the art.

Photonis Defense PD-PRO-Q Panoramic Night Vision Goggle

February 14th, 2021

The PD-PRO-Q panoramic night vision goggle from Photonis Defense is the lightest and most compact panoramic NVG on the market today. Designed for Tier 1 operators, Special Operations Forces and SWAT Teams the PD-PRO-Q was designed around a shortened 4G filmless hybrid-18mm image intensifier tube, creating a system that is 33% smaller and 9% lighter than any other panoramic goggle available. By using hybrid-18mm tubes the PD-PRO-Q also gives operators a 104° field of view (FOV) vice the  97° FOV offered by our closest competitor. The PD-PRO-Q is also equipped with Hypersense™ a unique feature that expands the detection range from below 400nm to above 1,000nm, allowing to see and use laser illuminators that are not visible to standard military issue NVGs.  Gain a notable advantage in a multitude of environments worldwide with a system designed for the modern night vision user. *Note: The PD-PRO-Q is only available in the USA from Photonis Defense and a network of distributors.

www.photonisdefense.com/products/pd-pro-q-panoramic-nvg