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Volume VII 2012 (3)
ISSN 1896-2386
Polish Defence
Yearbook 2012
Industry, Armed Forces and Security Services
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Volume VII 2012 (3)
ISSN 1896-2386
Polish Defence
Yearbook 2012
Industry, Armed Forces and Security Services
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THE MODERN MILITARY TECHNOLOGIES
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WEAPON SYSTEMS / INDUSTRY NEWS / SPECIAL OPERATIONS FORCES...
OVER 20 YEARS
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THE MODERN MILITARY TECHNOLOGIES
... LAND WARFARE / MILITARY AVIATION / NAVAL WARFARE / DEFENCE ANALYSYS
WEAPON SYSTEMS / INDUSTRY NEWS / SPECIAL OPERATIONS FORCES...
OVER 20 YEARS
Polish Defence
Yearbook 2012
Polish Defence Industry
2
Table of contents
Polish Defence Yearbook 2012
The information included in this edition have been updated on
July 31, 2012
ISSN 1896-2386
Editor-in-Chief Andrzej Ulanowski
marketing@magnum-x.pl
Editorial Staff Cezary Szoszkiewicz
Norbert Bczyk, Andrzej Kiski, Micha Sitarski,
Maciej Stanecki, Krzysztof Zalewski
Editorial Address Magnum X Publishing House Ltd.
Grochowska 306/310
03-840 WARSZAWA
POLAND
phone: +48 22 810 33 30 +48 22 870 21 99 +48 22 810 74 98
fax: +48 22 810 90 79
e-mail magnum@magnum-x.pl
Layout Editor Robert Kluczyski
Marketing and Advertising Andrzej Ulanowski,
Maciej Stanecki
phone: +48 22 870 21 99 +48 22 810 33 30
e-mail marketing@magnum-x.pl
mks@magnum-x.pl
Copyright 2012 by Magnum X Publishing House Ltd.
Warszawa 2012
Publisher Magnum X Publishing House Ltd.
Grochowska 306/310
03-840 WARSZAWA
POLAND
Authors of Illustrations Piotr Abraszek, Norbert Bczyk,
Micha Fiszer, Andrzej Kiski, Krystian Powalski, Miosz Rusiecki,
Katarzyna Szoszkiewicz, Jarosaw Winiewski, Archive
Polish Defence Yearbook 2012 ................................................................................................................. 6
Poland People, Country and Politics ................................................................................................ 7
Polish Defense Industry: Quo Vadis? .................................................................................................... 12
Magnum-X: Polish Leader in Military and Defence Press Market ....................................... 16
Polish Defense Industry in Search of Identity ............................................................................... 18
Armed Forces Technological Modernization Experiences and Expectations ...... 28
European Defense Octopus ........................................................................................................................ 40
Not only Armed Forces .................................................................................................................................. 46
Evolution of the offset under influence of the Directive 2009/81/EC
and the Strategy for European Defence Technological and Industrial Base ........... 52
Leading Aerospace Companies Investing in Poland ................................................................ 56
BUMAR Group ........................................................................................................................... 59
BUMAR sp. z o.o. .................................................................................................................... 60
Interview with Krzysztof Krystowski, CEO of the Bumar Group .......................... 62
Bumar I Ammunition ........................................................................................................... 65
Bumar I Soldier ...................................................................................................................... 67
Bumar I Electronics ............................................................................................................... 69
Bumar I Land .......................................................................................................................... 71
PROFILES OF COMPANIES ................................................................................................. 73
Auto-Hit for the Army (Auto-Hit Sp. z o.o.) .................................................................. 75
CTM Innovation for Security (R&D Marine Technoloy Centre) ......................... 76
ETRONIKA eyes on target (ETRONIKA Sp. z o.o.) .................................................... 77
Jakusz ........................................................................................................................................ 78
Flying Institute (Air Force Institute of Technology) ............................................... 79
MSPO World Class Exhibition ........................................................................................... 81
Military Institute of Armament Technology
(Wojskowy Instytut Techniczny Uzbrojenia) ............................................................... 83
WZM Siemianowice ............................................................................................................. 85
Pimco Sp. z o.o. ...................................................................................................................... 86
Chamber of Arms (Polish Chamber of National Defence Manufacturers) .......... 87
Piap ............................................................................................................................................ 88
Polish Leader in Radio Communication (RADMOR SA) .......................................... 89
World Class Electronics and Communications Supplier
for Present & Future Combat Systems (WB Electronics) ......................................... 91
Versatile Networkcentric Data Communication Platform JASMINE (TELDAT) ......... 94
Electronics Equipment from Zielonka (Wojskowe Zakaady Elektroniczne SA) ..... 97
Missile Technology Upgrade Centre (Wojskowe Zakady Uzbrojenia S.A.) .......... 98
LIST OF COMPANIES (in alphabetical order) ..................................................... 99
Magazines published by
Polish Defence Yearbook 2012
is available on CD too.
Mobile gun system version of Anders Multirole Tracked Platform
with CMI Defence CT-CV turret. Photo OBRUM
3
DEPUTY PRIME MINISTER
MINISTER OF ECONOMY
NEW CHALLENGES FOR THE POLISH DEFENSE INDUSTRY
T
he policy of the defense industry development is one of
the key branches of the economy. This sector continues
long term tradition of weapons manufacturing in Poland
and can be named as one of the main pillars of the Polish Na-
tional Security.
Domestic industry remains an im-
portant provider of equipment for the
Polish Armed Forces. Moreover, Polish
research and developments centers
are developing new technologies in
the field of defense. The main goal of
the Polish Minister of Economy is to
support the innovative and competi-
tive Polish Defense Industry world-
wide, which allows its full participa-
tion in international cooperation, both
in research and development and
productive dimension. It is a question
of the condition of modern economy,
and the most important, saving of
work places.
The effectivity of the Polish Defense Industry depends on
various factors, such as efficient administration, which is aimed
at taking care of the Polish entrepreneurs interests, creating new
devices to support the production process, creating new law
regulations, promoting the export, economic diplomacy, and
investment activities.
Referring to the above statement, the Offset, which is consid-
ered as an important and efficient instrument of the direct sup-
port of the Polish industry in terms of achieving new technological
capabilities, and remains as the strongpoint. Direct Offset, despite
the strict EU law, is still going to be used to improve potential and
defense capabilities of the EU member states. The Offset has tre-
mendous influence on the European Defense Technological and In-
dustrial Base. Solidified industrial cooperation in terms of the Offset,
has a positive impact on the networking process between Polish
defense companies and foreign defense industry representatives,
foccused creating Development Centers.
It needs to be underlined that development of the Defense
Industry Policy is determined by the cooperation between Min-
istry of Economy and Ministry of Defence. This cooperation is
indispensable because of the necessity to define the fundamen-
tal national security interest priorities based on Art. 346 of the
Treaty on the Functioning of the European Union and related
to the exemption of the military equipment and weapons to
the limitations of the directive 2009/81/WE. In terms of this type
of transactions it will be allowed to use the Offset agreements,
which is going to be justified as the fundamental national secu-
rity interest. Thus, the Polish Defense
Industry is going to have a chance to
develop competitiveness and leveling
some technological deficiencies, in
order to remove all the limitations in
terms of integration with European
Defense Market.
Minister of Economy has a sig-
nificant intent to develop market
and industrial cooperation with the
European Defense Agency. EDA is the
most important subject in the field of
making decisions aimed at develop-
ing EU defense capabilities. The role
of the EDA is constantly rising, we can
observe the effects of the defense re-
search, the development support, the planning, coordination of
the EU member states weapons and equipment orders.
In terms of bilateral cooperation between defense industries,
the United States of America remains as the strategic partner in
terms of security and defense investments.
Polish commitment to the Visegrad Group (group V4), which
is the platform of cooperation between Czechs, Slovakian, Hun-
garians in the Central Eastern Europe is very important. Poland
is inspiring the activities of cooperation between defense indus-
tries also by opening relations with Bulgaria and Romania.
Summerize, we need to underline that the main target of
the Defense Industry development policy is to improve its com-
petitiveness and innovativeness to the level, which guarantees
implementation, launching new technological areas, intensified
research, and development initiatives, necessary for our domes-
tic defense entrepreneurs to reach significant position not only
in Europe, but also worldwide.
WALDEMAR PAWLAK
Deputy Prime Minister,
Minister of Economy
4
Y
ou are holding in your hands the Polish De-
fence Yearbook 2012 a publication that
gives insight into the current capabilities of
the Polish defence industry, which consistently
builds up its potential in order to fully satisfy the
modernisation needs of the Polish Armed Forces.
Polands significant involvement in opera-
tions conducted by NATO and the EU addition-
ally stimulates integration of the Polish Armed
Forces with both NATO forces and within the
framework of European Union Battlegroups.
This supports the technical modernisation of
our army. Activities carried out as part of military
missions, humanitarian actions and other operations abroad pro-
vide particular conditions to test equipment and logistics proce-
dures. Experience and knowledge gathered in the course of these
activities help define the directions of development and moderni-
sation of the Polish Armed Forces, challenging Polish entrepreneurs
to seek new solutions in the realm of defence and state security.
Technical modernisation of the Polish Armed Forces is based
on the Operational Programmes and Armament Programmes
launched in 2009. Fourteen programmes are being currently re-
alised (five main and nine specialist ones). In the spring of 2012
the Operational Needs Review was completed by the Polish Gen-
eral Staff. As an outcome of this work a package of Operational
Requirements was prepared, which form the basis for preparing
a new Polish Armed Forces development programme for the years
2013-2022. These requirements are also used for verification of
currently conducted Operational Programmes or establishing new
ones. As regards technical modernisation priority was granted to:
unmanned combat systems, information systems, air defence in-
cluding missile defence, Army mobility and firepower (including
artillery programmes), as well as reconstruction of the Polish Na-
vys combat capabilities.
Armament systems introduced into the Polish Armed Forces as
part of the technical modernisation use the latest technologies,
which ensure meeting the tactical-technical specifications and
the requirement of interoperability with our allies. Modernity of
armament and military equipment is also reflected by its planned
operational life cycle, which can be measured in dozen or so years.
The architecture of the implemented arma-
ment system structure features: openness, flex-
ibility and modularity. Such approach ensures
easy, needs-oriented adaptation to realised
tasks and simultaneously reduces costs of pro-
duction, operation and maintenance. To meet
these requirements todays offer of the defence
industry should be comprehensive and cover
the entire lifetime of a product, from its delivery
with a training package, through all the stages
of its use, up to its final disposal.
The Polish defence industry, of which the
State Treasury is the owner, is a subject to perma-
nent restructuring. The process is supported by such mechanisms
as active participation in international EU and NATO programmes,
as well as off-set and polonisation programmes. The essence of
the restructuring is the adaptation of the industrial potential to
the needs of armed forces as well as to market requirements. The
changes introduced improve the competitiveness of the Polish in-
dustry. Contracts won for deliveries of armament to armed forces,
not necessarily Polish, serve as check points of levels of competi-
tiveness achieved by the industry. Based on up-to-date defence
technologies and the know-how developed, both independently
and under international cooperation, the Polish industry under-
takes a difficult challenge to meet the requirements of modern
international defence market. Today, the ability to concentrate the
potential of industrial parties, including cross-border one, is im-
portant to achieve effective operation. Industrial consortia created
for this purpose are able to offer to armed forces cutting-edge
technologies that meet the criteria of armament systems of open
architecture.
The review of Polish defence industry companies, presented in
the Polish Defence Yearbook 2012, is a valuable source of infor-
mation regarding defence industry. It offers to all those interested
possibilities of establishing contacts with representatives of this
particular branch of our industry. It is worth learning the capabili-
ties of the Polish defence industry. I cordially invite you to read the
2012 edition of this publication.
Undersecretary of State for Armament and Modernization
WALDEMAR SKRZYPCZAK
EFFICIENT DEFENCE INDUSTRY
IS STRENGTHENING EUROPEAN COMMUNITY
UNDERSECRETARY OF STATE FOR ARMAMENT AND MODERNIZATION
IN THE MINISTRY OF NATIONAL DEFENCE
5
I
t is my pleasure to introduce you to a new edition of the
Polish Defence Yearbook. Like in the previous editions, you
will find catalogued information regarding the Polish De-
fence Industry current potential, achievements, and trade of-
fer, divided into individual chapters. Starting from the biggest
and best known capital group, through the smaller compa-
nies producing armament and military equipment or provid-
ing repair and renovation services, research and development
institutes. The publication offers also information about the
small private companies that managed to enter the industry
with success.
Operating in the NATO and the EU environment, the Polish
Defence Industry has been going through reorganisation and
consolidation processes for several years. Those actions, initiated
and coordinated by the Polish government and closely moni-
tored by the President of Poland, the Supreme Commander of
the Armed Forces, aim at the most efficient adjustment of the
whole sector to the constantly changing global economic envi-
ronment. The offer is to create an industry that can compete on
European and world markets.
An important factor conditioning the future of the products
manufactured by the armament industry are research centres.
Successful research and tests enable us to equip the army with
products adjusted to the needs of modern battle field and at
the same time useful in everyday work performed by the Police
Forces or the Border Guards.
The current edition of the Yearbook provides you with the
offer of research centres.
Companies and institutes that are the subject of Polish De-
fence Yearbook have withstood the toughest period in the past
twenty years, which followed the political changes of 1989. It
concerns mainly the slump in the defence orders resulting from
the economic and financial crisis of the 20082009 period.
These entities continue to perform research for the army and
provide modern armament and military equipment ordered
mainly by the Polish Armed Forces.
I am deeply convinced that the systematically offered sup-
port by our state to the sector will reinforce its competitiveness
against the biggest world producers.
Head of the National Security Bureau STANISAW KOZIEJ
PROFESSIONAL ANALYSES
AND THREAT MONITORING FOR STATE SECURITY
HEAD OF THE NATIONAL
SECURITY BUREAU
6
Dear Readers,
W
e would like to present you the new-
est edition of the Polish Defence
Yearbook, Industry, Armed Forces,
and Security Services, published by Mag-
num-X, the oldest, the biggest, and in-
dependent military Publishing House in
Poland. The Yearbook is a free of charge
publication in English only in traditional
and electronic version.
What is it about? First of all, the Pol-
ish Defence Yearbook is the Polish De-
fence Industry guide, vademecum and
catalogue for all people interested in this
field. In the yearbook, you may find all the
essential information concerning key de-
fence companies in Poland, about their
production profiles, their latest offers,
and relevant contact information. Large part of the materials has
been prepared by the Publishing House, and the rest of material
has beenprepared by the other companies, we included the list
in the index (p. 107).
The Polish Defence Industry is a very important branch of
the national economy, which create and maintain employment.
Moreover, it offers various types of high technological equip-
ment, such as tanks, helicopters, artillery systems, and many
other elements. It is worth to get acquainted with their offer,
especially for the fact that the Polish Ministry of Defence and the
Ministry od Economy prefer to cooperate with foreign partners
by involving Polish companies into transactions. Polish deci-
sion makers are focusing on transactions which are going to be
profitable for the National Economy. Those translations regard
substantial amount of money. Every year they cost Polish gov-
ernment approximately 5 billion PLN.
The Polish Defence Industry has a long tradition and inter-
esting perspectives for the future. In the Yearbook we present
history of selected companies, their current situation and points
of business-interest, export goals, and future plans. We observe
globalization process also in the context of the defence industry.
That is why the Yearbook presents smaller companies, which are
part of big international companies. These companies have de-
cided to produce their own equipment and products in Poland,
and after wards they sell them to various
places worldwide.
The Polish Defence Yearbook can be
referred as the ambassador of the Pol-
ish Defence Industry. We address it es-
pecially to professionals from defence
industry, potential customers, foreign
defence departments representatives,
and politicians. Therefore, the Yearbook
is not available in a regular distribution,
and it is available for its direct receivers
during important fairs, trade shows, and
business meetings, or during official
presentations of the products. We can
achieve it because of our cooperation
with high government representatives
and industrial leaders. The main goal of
the Yearbook is to present its potential
capabilities to the foreign partners of
the Polish Industry, and to drive the attention of everyone
who might be interested in the subject.
During the implementation of our program, we have cooper-
ated with and received very important support from the Polish
Ministry of Foreign Affairs, the Ministry of Economy, the Ministry
of Defence, the National Security Bureau, the Polish Chamber for
National Defence Manufacturers, and the Bumar consortium.
Poland is a difficult but very promising market. Polish com-
panies can benefit from various modernization programs of
the Polish Armed Forces, and they are especially successful in
export. The process of consolidation of the defence industry is
moving forward. Battle management and ultimate IT support-
ing systems are the most swiftly developing sectors. The pro-
cess of delivering combat vehicles is in progress, we expect
new long term programs related to air defence systems, he-
licopters, modernization of the navy, UAVies, and many other.
Polish companies should take a part in the implementation
of these contracts, through cooperation with foreign partners.
That is why, it is significant to examine their offer with atten-
tion, also in terms of their export capabilities. We believe that
our Yearbook will help you to achieve these goals.
We wish you an inspiring lecture,
MAGNUM-X PUBLISHING HOUSE
POLISH DEFENCE YEARBOOK EDITION 2012
7
Poland People, Country and Politics
Polish national emblem
Territory of Poland
and neighbouring countries
Poland lies in the central part of the European continent. Polands total
surface area is 322 500 sq km (312 600 sq km of land, 1 200 sq km of
inland waters, and 8 700 sq km of territorial waters).
T
odays territory of Poland was determined after the
Second World War by the victorious powers, as a result
of the peace conferences at Yalta and Potsdam. Po-
land lost about 20% of its prewar territory. Its borders were
moved north, to the Baltic coastline, Warmia (Varmia) and
Mazury (Masuria); and west, to the Odra (Oder) River and the
Nysa uycka (Lusatian Neisse) River. In the east, now the
new border ran along the Bug River. Poland gained some
100,000 sq km in the north and west: Warmia and Mazury,
Ziemia Lubuska (the Lubusz Region), Dolny lsk (Lower Si-
lesia) and part of Grny lsk (Upper Silesia), at the same
time losing aproximately 78,000 sq km of its territories in the
east and north-east: rejon Wilna (the Vilnian region), Polesie
(Polessie), Woy (Volhynia) and Podole (Podolia). As a result
of those dramatic shifts, the current territory of Poland is
more or less the same as it was a thousand years ago.
The country has a roughly circular shape with a char-
acteristic narrow spit of land, the Hel Peninsula, jutting out
34 km into the Baltic Sea, with an average breadth of just
500 m. To the west, Poland has a border of 467 km with
Germany, to the south with the Czech Republic (790 km)
and Slovakia (541 km); to the east and north-east with
Ukraine (529 km), Belarus (416 km), Lithuania (103 km)
and Russia (210 km). The total length of Polands land and
sea borders is 3,496 km.
The major Polish cities are Warszawa (Warsaw), which is
the capital city of Poland, d, Krakw, Wrocaw, Pozna,
Gdask, Szczecin, Bydgoszcz, Katowice, and Lublin. The
main geographical regions are Pomorze (Pomerania), Ma-
zury (Masuria), Wielkopolska (Greater Poland), Mazowsze
(Mazovia), Podlasie (Podlassia), lsk (Silesia), Maopolska
(Lesser Poland), and Podkarpacie (Sub-Carpathia).
In 2010 Polands population stood at c.a. 38 200 000
(Ethnic groups: Polish: 98,7%, Ukrainian, 0,6%, Other: 0,7%;
Religion: Catholic: 95%, Orthodox: 1,5%, Protestant, mainly
Evangelical 1%). This figure makes it the 29th most popu-
lated country in the world and the 8th in Europe.
Population density rose from nearly 80 people per
sq km in 1946 to almost 124 in 2001. In Europe, this is the
same density as Denmarks.
The first post-war years (19451950) saw intensive mi-
grations. The new authorities pursued a program of popu-
lating the west and north territories. Most of the resettled
people came from central and south-east Poland; others
were repatriates from the terrains annexed by the Soviet
Union or war emigrants returning from all over the world.
It was a virtual exodus between 1945 and 1947 about
5 million people settled in west and north Poland. While
Poles returned to their country, Germans, Ukrainians and
Belorussians emigrated or were deported of the 23,9 mil-
lion people who lived in Poland in 1946, non-Polish na-
tionality was declared by 3,4 million.
In later decades (19501980) migrations were of an
entirely different character. Following large-scale indus-
trial investments undertaken by successive communist
governments, people from industrially undeveloped
regions moved to areas where extensive construction
works were carried out (mainly the cities of Warszawa,
Krakw, Katowice, d and Pozna). This was accompa-
nied by the migration of the rural population to urban
centres (in the 1950s, 700,000 people moved to towns
every year), which led to a dramatic change of the ra-
tio of urban to rural population. While in 1946 about
68% of residents lived in rural areas and about 32% in
towns, today the figures are respectively 38 and 62%.
The main population concentrations are the industrial
agglomerations of Katowice (about 4 million people),
Warszawa (about 2,5 million), Gdask and Pozna (about
1,5 million each).
Over the last few years life expectancy in Poland has
been increasing steadily and the forecasts for the future
is optimistic. For men, this rate is predicted to grow from
the current 69 years to 74 years in 2025, while for women,
from 78 to 81 years (compared with respectively 56 and
61.6 years in 1950).
Polish society is not young, but it cannot be called old
yet. An average Pole is almost 35 years old (for women,
it is 37 years; for men, 33 years). 56,2% of Poles are below
40; 24,1% are under 17; 11,8% between 18 and 24; 20,3%
between 25 and 39; 27,1% are in the 4059 bracket, and
16,7% are above 60 (14,7% between 60 and 79; 2% are
80 years old or more).
Polish women have a lower life expectancy than wom-
en in Switzerland, Italy, Norway or Sweden, but higher
than females in Hungary, Ukraine, Turkey or Russia. Polish
Polish national flag
8
men live longer than males in Russia, Turkey, Ukraine or
Hungary, but shorter than men in the Czech Republic,
France, Portugal and Britain.
The birth rate is on the decline. In 1996 there were
428,200 births, while in 2008 the figure dropped to just
414,000 (compared with a record 723,000 babies born
in 1983).
The highest natural growth rate in Poland was record-
ed immediately after the war, between 1945 and 1955,
culminating in 1955 when it reached 19,5% (532 000
people). The second post-war decade saw a steady
decline which continued until 1969 when the natural
growth rate was 8,2%o (268 000 people). The downward
trend changed in 1970. Natural growth began to rise
and by the year 1976 it reached 10,7%o. From 1984 on-
wards it started to lose dynamism again slowly until
1990 and rapidly in the 90s. This has continued until to-
day. In 1990 the figure was 4,1%; in 1994 2,5%; in 1995
1,2%; in 1998 0,5%; in 2008 0,9%.
Young Poles study and work (over the last 10
years the number of students has tripled), are preoc-
cupied with their careers, run their own businesses
and increasingly postpone marriage and having chil-
dren. In the early 90s Polish women statistically got
married at 22, in the mid 90s the figure was closer
to 23, and now its 25. Most of them become moth-
ers between the age of 25 and 29 (compared with
2024 in the early 90s). The better educated they
are, the more frequently they postpone having chil-
dren until their late twenties. The number of unmar-
ried women is also increasing; currently it is about
20% (compared with just 5% in the early 90s). In this
respect, Poland has become similar to Switzerland
and Sweden. The most common family model is still
2 +2, although increasingly couples decide to have
only one child.

Donald Tusk becomes the first prime minister in Poland to win a second consecutive term since 1989
(photo: Grzegorz Rogiski/Kancelaria Prezesa Rady Ministrw).
Ministry of Agriculture
and Rural Development
ul. Wsplna 30, 00-930 Warszawa
phone: +48 22 623-10-00
www.minrol.gov.pl
Ministry of Environment
ul. Wawelska 52/54, 00-922 Warszawa
phone: +48 22 579-29-00
www.mos.gov.pl
Ministry of Culture and National Heritage
Al. Krakowskie Przedmiecie15/17
00-071 Warszawa
phone: +48 22 620-02-31
www.mk.gov.pl
Ministry of Finance
ul. witokrzyska 12, 00-916 Warszawa
phone: +48 22 694-55-55
Ministry of Foreign Affairs
Al. J. Ch. Szucha 23, 00-580 Warszawa
phone: +48 22 523-90-00
www.msz.gov.pl
Ministry of Health
ul. Miodowa 15, 00-952 Warszawa
phone: +48 22 634-96-00
www.mz.gov.pl
Ministry of Justice
Al. Ujazdowskie 11, 00-950 Warszawa
phone: +48 22 521-28-88
www.ms.gov.pl
Ministry of Interior
ul. Stefana Batorego 5, 02-591 Warszawa
phone: +48 22 621-20-20
www.msw.gov.pl
Ministry of Transport, Construction
and Maritime Economy
ul. Tytusa Chaubiskiego 4/6, 00-928 Warszawa
phone: +48 22 630-10-00
www.transport.gov.pl
Ministry of Labour and Social Policy
ul. Nowogrodzka 1/3, 00-513 Warszawa
phone: +48 22 661-10-00
www.mps.gov.pl
Ministry of National Defence
ul. Klonowa 1, 00-909 Warszawa
phone: +48 22 628-00-31
www.wp.mil.pl
Ministry of National Education
Al. Szucha 25, 00-918 Warszawa
phone: +48 22 34-74-100
Ministry of Administration
and Digitalization
ul. Batorego 5, 02-514 Warszawa
phone: +48 22 601-44-27
www.mac.gov.pl
Ministry of Regional Development
pl. Trzech Krzyy 3/5, 00-507 Warszawa
phone: +48 22 461 50 00
www.mrr.gov.pl
Ministry of Science and Higher Education
ul. Wsplna 1/3, 00-529 Warszawa
phone: +48 22 529-27-18
www.mnisw.gov.pl
Ministry of Sport and Tourism
Al. R 2, 00-559 Warszawa
phone: +48 22 522-33-99
www.msport.gov.pl
Ministry of State Treasury
ul. Krucza 36 / Wsplna 6, 00-522 Warszawa
phone: +48 22 695-80-00
www.msp.gov.pl
Ministry of Economy
pl. Trzech Krzyy 3/5, 00-507 Warszawa
phone: +48 22 693-50-00
www.mgip.gov.pl
9
Kings Castle in Warsaw
Krakows Wawel Castle the royal
castle of the Polish kings.
Polands voivodships
In accordance with the Constitution of April 2
nd
, 1997,
which took effect on October 17
th
, 1997, (in chapter 1,
aritcle 10) the system of government of the Republic of
Poland shall be based on the separation of and balance
between the legislative, executive and judicial powers.
Legislative power shall be vested in the Seym and the
Senate, executive power shall be vested in the President
of the Republic of Poland and the Council of Ministers, and
the judicial power shall be vested in courts and tribunals.
The Constitution provides the Seym with a dominant
role in the legislative process. This does not apply to stat-
utes which amend the Constitution or statutes which per-
mit the ratification of international treaties, on the basis
of which the Republic of Poland delegates certain com-
petence of the State organs to an international organisa-
tion or international body. In the case of the statutes in
question, neither the opinion of the Seym nor the Senate
enjoys superiority guaranteed by the Constitution.
The Constitution shapes a delicate system of balance
between particular powers of the State, which is described
as a parliamentary-cabinet system with a slight inclination
towards the presidential system. Only the Parliament can
pass statutes to which the Constitution grants a special
role in the system of sources of law regarding the deter-
mination of the legal position of the citizens.
The President nor the government have the authority
to proclaim acts which would have the force of statute
(excluding regulations which have the force of statute
issued by the President during martial law). At the same
time, however, the legislative activity of the Parliament is
submitted to the control of the Constitutional Tribunal. As
regard of the relations between the Seym and the execu-
tive powers, it is worth noticing that the President may
shorten the term of office of the Seym only in instances
specified in the Constitution. According to the latter, the
President is the supreme representative of the Republic
of Poland and the guarantor of the continuity of State
authority. He is elected for a five-year term of office in
universal, equal, direct and proportional elections, con-
ducted by secret ballot; the President does not bear po-
litical responsibility towards the Parliament nor either of
10
the two Chambers; the National Assembly, formed by the
Seym and the Senate sitting together, has the power (by
a majority of at least two-thirds of the statutory number
of members) to bring the bill of an indictment against
the President for an infringement of the Constitution or
statute, as well as for the commission of an offence. The
President may be held accountable also to the Tribunal of
State; on the day on which the National Assembly adopts
the respective resolution, he is suspended from discharg-
ing all functions of his office.
The government is subject to the control of the Seym.
Members of the government and the Council of Ministers
bear full political responsibility to the Seym; furtheremore,
Presidential Palace
Polish Parliament
The Seym may holds the members of the Council of Minis-
ters constitutionally accountable to the Tribunal of State.
The Seym is composed of 460 Deputies, elected in
universal, equaly, direct, and proportional elections, con-
ducted by secret ballot. The Senate consists of 100 Sena-
tors elected in universal and direct elections by secret bal-
lot. According to the Constitution, both the Deputies and
the Senators are representatives of the Nation and are not
bound by the instructions of their electorate.
The term of office, that is the cadency during which
the mandate of the Seym remains valid, amounts to
4 years and commences on the day the Seym assembles
for the first sitting after the election; it ends on the day
preceding the assembly of the Seym of the succeeding
term of office; there is no interim period. The mandate of
the Senate begins and expires together with the mandate
of the Seym.
The Seym may shorten its term of office by a reso-
lution passed by a majority of at least two-thirds of the
votes of the statutory number of Deputies (i.e. the resolu-
tion must be adopted by no less than 307 Deputies); this
means a simultaneous shortening of the term of office
of the Senate. Such resolutions, however, may not be
adopted during a period of introduction of extraordinary
measures and within the period of 90 days following
its termination.
The shortening of the term of office of the Seym may
also take a place on the basis of a Presidential decision.
The President is obliged to make such decision if the
Seym proves to be unable to pass a vote of confidence
in the government created by him or to form its own
government. The President may also decide to shorten
the term of Sejms office (he has the power but not the
obligation to do so), in case after 4 months from the day of
the submission of the Budget to the Seym, it has not been
presented to the President for signature. n
Avio Polska is a member of Avio
Industrial Group, one of the leading company
of the European aerospace industry. The
companys factory is located at Bielsko-Biaa,
where advanced research & engineering works
in own Research & Development Center and
turbine engine components are produced.
Avio is also leading European aviation
powerplant overhaul company, serving both,
military and civilian powerplants.
The Avio Company, cooperating with Politechnika
Warszawska (Warsaw Institute of Technology),
Wojskowa Akademia Techniczna (Military Institute
of Technology) and Wojskowe Zakady Lotnicze Nr 4
(Military Aircraft Works No 4) is committed in construction
of Aerospace Powerplant Research Laboratory in Warsaw,
which will be one of the most modern R&D aviation powerplant
center in the world. Avio company widely contributes to
international aerospace research programs, also in cooperation
with Polish scientifc centers.
AVIATION AND NAVAL POWERPLANT
YOUR PARTNER AT SEA AND AIR
Headquaters:
Grayskiego 141
43-300 Bielsko-Biaa
Ph. +48 33 813 40 12
Fax +48 33 813 21 28
Warsaw Office:
Jana Pawa II nr 15
00-828 Warszawa
Ph. +48 22 697 77 10
Fax +48 22 697 77 11
avio bez stopki.indd 2010-06-10, 12:10 1
Avio Polska is a part of Avio Group, which
is one of the leaders of European aerospace
industry. The companys plant is located in
Bielsko-Biaa where the advanced research
and engineering works are conducted in our own
Research&Development Center and where some
turbine engine components are manufactured.
Avio is also a leading European supplier of MRO
services both for military and civil aircraft engines.
The company in cooperation with Politechnika War-
szawska (Warsaw University of Technology), Wojskowa Aka-
demia Technologiczna (Military University of Technology)
and WZL4 SA (Military Aircraft Works No. 4) is engaged in the
project called Cold Flow Turbine Test Facility Polonia Aero a la-
boratory which will be the most modern aviation R&D centre of this
kind allover the world. Avio company participates in many internatio-
nal reasearch aviation programmes collaborating with many Polish
and foreign scientific centers.
Headquarters:
Grayskiego 141
43-300 Bielsko-Biaa
Ph. +48 33 813 40 12
Fax +48 33 813 21 28
Warsaw Office:
Powzkowska 15
01-797 Warszawa
Ph. +48 22 562 33 70
Fax +48 22 562 33 74
12
Polish Defence Industry: Quo Vadis?
Interview with Mr. Dariusz Bogdan, Deputy Minister of the Economy, about the effects of development policy of the defense industry.
What are the intentions of the Minister to the defense industry?
I
want to emphasize that the development policy of the defense industry
is one of the most important sectors of the economy. This industry is
characterized on the one hand, by the continuation of the tradition of
the Polish production of armaments and military equipment, and on the
other hand, it is the foundation of formative potential of providing secu-
rity and defense of Poland. National defense industry should remain a key
source of supply of arms and military equipment for Armed Forces, and
Polish research and scientific institutions create the conditions for techno-
logical progress and scientific developments in the field of defense. The
aim of the Minister of Economy is to support innovative and competitive
in Europe and worldwide Polish defense industry. The idea is to enable its
full participation in broad international cooperation in the field of design
and manufacture of technologically advanced weapons and the creation of
such conditions for international cooperation that will enable achievement
of the economic and security objectives. It is supported by the interest of
the modern economy and above all to maintain many jobs in the country.
I want to emphasize that the effectiveness of the defense industry policy,
determines the number of factors which include, smoothly functioning ad-
ministrative structures which are designed to take care of the interests of
the Polish entrepreneurs, the creation of instruments supporting manufac-
turing operations, i.e. new legislation, task planning, promotion of exports,
economic diplomacy and investment activities.
So lets assess the condition of our defense industry. Much is said
about the positive changes that over the past decade have oc-
curred in this industry, but at the same time there is a lack of sig-
nificant export success and still we hear the concerns that some
reinforcing companies will not cope in open tenders for the sup-
ply of arms and military equipment, which is required by Commu-
nity law, in particular so-called Defense Directive 2009/81/EC. In
short, is the Polish defense industry competitive or is the position
of some companies not yet strong enough to confidently look to
the future?
Indeed, the changes that have occurred recently in the defense industry
are enormous many factories of the sector are today modern and efficient
business companies, having machines which meet European standards,
advanced technology and well-trained crew, seen by investors includ-
ing foreign ones as valued partners in cooperation, who is worth making
business with. The restructure in the real estate, products, technology, jobs
and markets conducted with the support of government, especially min-
isters of the Treasury, Defense and Economy that use the available legal and
financial instruments is beginning to bear fruit.
But we cannot be fully satisfied with the achievements in this field. Analy-
ses conducted by the Ministry of Economy confirmed fact that the interna-
tional competitiveness of our defense industry is not sufficient and we need
to look for opportunities to improve it. This means that the restructure must
be continued. As before, the burden of the adjustment process of the opera-
tors to changing market conditions and economic activity will rest with the
entrepreneurs themselves. They must be active in: building attractive market,
especially in the modern products, as well as in terms of quality and price
of products, punctuality of deliveries, etc., looking for opportunities to de-
velop international cooperation in the area of capital, technology, products,
industrial cooperation and markets, acquiring new customers and markets.
The role of public administration in this context is mainly based on the cre-
ation of system solutions (mainly legal), which create favorable conditions for
business activity. Public support must be balanced and of course take into
account EU legislation, while realizing the opportunities arising from art. 346
of the Treaty on the Functioning of the EU.
The period of the execution of the government program for the de-
fense industry is ending, 20072012 popularly known as Strategy
2012 whose main goal was to improve the competitiveness of the
defense sector, and here we are told that in this regard it is still not
well . What are the causes incorrect assumption of the govern-
ment program or maybe unfavorable market circumstances.
The directions of the structural changes identified in the Strategy 2012
have been designated based on the extensive experience of European and
global defense industry and include business solutions proven in practice,
such as: consolidation of capital selected entities within a single economic
structure (Bumar Group gathered around Bumar Ltd.) , in conjunction with
the search for opportunities to develop cooperation with strategic inves-
tors (especially foreign) and the privatization of companies not included to
bring to Bumar Ltd. In addition, the package of the mechanisms and instru-
ments supporting development of the defense sector was implemented,
including: the funding of research and development, the support for the
restructuring actions on the basis of funds from the privatization of the de-
fense sector, measures to promote manufactured in Poland weapons and
military equipment, grants from Ministry of Economy and offset.
The past few years have been difficult for the defense industry, marked
by a substantial reduction in government procurement of armaments and
military equipment, while tightening competition in the defense, also on the
domestic market. It is understood that solving the current economical and
financial problems absorbs a lot management of the companies, but this
cannot justify some of the entities which do not pay enough attention for
seeking for opportunity to spice up market offer, including the one targeted
to national audiences. This contrasts with the efficiency of business activi-
ties carried out by a growing group of private entrepreneurs of the defense
industry who are getting better at domestic and international market.
In the opinion of the Ministry of Economy the major cause of slower
than expected improvement of the competitiveness of defense industries
is insufficient activity of developers in the sector of economic activity. It
results partially due to the fact that some operators are not able to create
market opportunities, and therefore they count mainly on the effects and
opportunities that should bring consolidation and to obtain support from
the state. This partialy reflects the weakness of mechanisms for interaction
of entities in the consolidated Group structure Bumar, resulting in a low
self-reliance and creativity of these entities in the sphere of business, the
growth of bureaucracy and not disclosing the synergies.. A recent funda-
mental changes in the management Bumar Ltd. give hope to eliminate
these shortcomings (a change of this unfavorable state of affairs).
So what should be done to improve the competitiveness of the
Polish defense industry to the extent allowing the wide participa-
tion of domestic suppliers of arms and military equipment in the
technical modernization of the Armed Forces, and also the presence
on selected foreign markets? Will a national defense industry be
able to compete with the best in Europe and the world?
In order to strengthen the competitiveness of the national defense in-
dustry measures are vital to both the government and defense sector enti-
ties. Activities on the side of government which main goal is to create
better conditions for the development of system production and sales in
a competitive market must include in particular: drafting of a new pro-
gram for the defense industry for the period after 2012, the implementation
13
of legal arrangements to facilitate the effective functioning of the entities
of defense industry in the realities of open competition, and the use of
available opportunities to support research and development, restructur-
ing activities, the promotion of Polish produced armaments and military
equipment and product development of defense industries on the basis
of offset instruments.
In turn, the defense industries are expected to demonstrate more ac-
tively in business in the development of production and sales of defense
products, using the possibilities offered by cooperation with foreign part-
ners in the field of capital, technology, products,
industrial cooperation and markets. It is necessary
to diversify and offer more attractive market, espe-
cially in modern products, also in terms of time de-
liveries, product price, warranty and after warranty,
as well as better identification of needs in the field
of armaments and military equipment of the main
contractors.
Some companies are already able to suc-
cessfully compete with Western corporations,
especially in such products as: wheeled armored
vehicle, the cars of technical security, anti-aircraft
short-range rocket kits or selected elements of
military technology.
Bumar group must review the opportunities
in research, development and production in or-
der to identify the most promising directions of
development of products, taking into account
the current and projected needs of the main au-
thorities, and the ability to cope with competition
in the defense. Based on the findings of this review the strategies need to
be verified and revised being implemented in the R & D, manufacturing
and trading business, with an emphasis on specialization and the use of
market niches.
Great concern in the defense industry environment caused the
entry into force of the so-called Directive 2009/81/EC of defense,
requiring organization of open tenders for the supply of arms and
military equipment. How do you see the problem in the context of
the prospects of the defense sector? Are the concerns formulated
in connection with the defense of the directive, at least to some
extent justified, or rather they can be regarded as an expression of
lack of self-confidence?
Open tendering is a challenge for the Polish defense industry but also an
opportunity for domestic companies to enter markets where Polish arms so
far had been poorly represented.
Of course, this situation forces companies to increased effort to prepare
an attractive offer, also in terms of price. Some companies, especially from
a group of private entrepreneurs, are doing quite well in foreign markets,
which proves that even in conditions of open competition they can effec-
tively compete with suppliers from other countries. Bumar Group has all the
capabilities necessary to present a competitive market offer the thing is,
to effectively benefit from these opportunities.
It is important that in cases of legitimate national security interests, Po-
land like any other EU country has the right to appeal to prerogatives
under Article 346 of the Treaty on the Functioning of the European Union.
In this context, the Cabinet of Ministers Regulations specifying the proce-
dure for the assessment of the fundamental interest of national security,
while ensuring the correct application of art. 346 TFEU and ensuring secu-
rity of supply of military equipment, and the proper repair and overhaul of
equipment, will be important.
The topic of the defense directive, which must be emphasized, has
many aspects and does not relate solely to the ministry, which I have the
honor to represent. Minister of Economic Affairs is not responsible for the
implementation of the directive. But I want to point out the important
area of activity that is associated with the directive, and is a responsibility
of the Ministry of Economy namely offset. As everyone knows the new
policy of the European Commission aimed at creating a competitive mar-
ket for defense procurement is quite severely limited, offsets, but they are
not banned. In the directive, even though there is no offset, the European
Commission guidelines are applied, in which it is explained the use of off-
sets, just a matter of offset agreements in accordance with Article 346 TFEU.
I want to emphasize that the Ministry of Economy from the very begin-
ning, i.e. since the work on the shape of the Green Paper, took diplomatic
steps to adopt a common position of Member
States that the Directive has not caused deepen-
ing differences between industries from countries
with weaker defense industry and the industries
in countries with strong defense industry. The aim
was to extend the period of implementation of
the directive in order to avoid adverse effects that
might arise in the defense industry. An important
issue was that the directive does not limit national
provisions relating to contracts offset.
Whether, in connection with major limita-
tions on the part of defense directive, is the
offset possible?
The information which the Ministry of Econo-
my possesses, in connection with their collabora-
tion with the European institutions and through
bilateral contacts with other countries, clearly
indicates that the offset despite stringent EU law
will be continued such as to build and strengthen
the capacity and the potential of defense capabilities of EU Member States.
The stake is enormous because it concerns the development of industry of
one of the most important determinants of state sovereignty and mobili-
zation readiness of its structures, to ensure the realisation of the essential
interests of national security, defense capabilities, ensuring the security of
supply and operational independence, which is assured with inter alia re-
cords, National Security Strategy of the Republic of Poland.
What type of offset can be used in accordance with new EU regulations?
European Commission guidelines which are a repetition of the 2006
Communication on the application 346 clearly show that acceptable is only
a direct offset, which is directed to the defense industry. According to the
Code of Conduct on Offsets of the European Defense Agency shall not ex-
ceed the contract value. The application of offset for orders executed in ac-
cordance with Article 346 TFEU must be dictated by the need to implement
national security interests. I mean the offset obligation, thanks to which the
necessary capacity will be obtained so that, which will significantly shorten
the time of reproduction of technical readiness harvested in a given case,
or being supplied with the Polish Armed Forces armaments and military
equipment of different types of troops and services, and consequently it
will affect the achievement of the desired state operational readiness of
the Polish Armed Forces, but there are also possible security cooperation
programs not directly related to the orders.
At this point I wish to emphasize that the acquisition of capacities for na-
tional defense industry is dictated by the fact that purchases of armaments
and military equipment under art. 346 TFEU are used by the Polish Armed
Forces for such as Foreign missions and operations, thus it is advisable that
for instance repairs and maintenance were carried out while maintaining
the required principles and clauses of the national defense industry compa-
nies. Each time, in close cooperation with the Ministry of National Defense
and the industry, is made an analysis of operational capabilities by the Min-
istry of Economic, which allows for the identification of those technologies
whose development or the transfer is necessary to ensure the wider inter-
ests of Polish security. Having noted that achieving the objectives it is not
possible with other solutions than offset a decision is made to negotiate the
14
offset agreement. On the basis of the offset agreement foreign investments
are made in the form of technology transfer, research and training. Abilities
obtained in this way by the national defense industry enterprises contrib-
ute to shortening the recovery time of technical readiness that is harvested
or being equipped of different types of troops and armaments and military
equipment service equipment.
Whether, as the result of the development policy of the Polish de-
fense industry, offset is likely to increase the competitiveness and
the leveling of technological shortcomings by assuming integra-
tion within the European defense market?
In the strategic documents, in particular on the creation of European
Technology and Industrial Base (EDTIB), offset was characterized as an
effective and legitimate tool for its development. In Europe, it is believed
that some level of security of supply, including the operational sover-
eignty is part of the EDTIB. Currently, it is necessary to make efforts to
maintain and upgrade potential of the Member States and some of their
industrial capabilities. The acquisition of modern military technology is
valuable. Due to the extremely long life cycle of most bought foreign
weapons and military equipment it is required adequate logistics for the
renovation, modernization and repair. It seems that some form of offset
increases the likelihood of achieving the intended purpose. Defense off-
set must be directed to the development of the wider defense capability,
which from the perspective of EDTIB is considered to be a very effec-
tive solution. The possibilities of using the offset for the content of the R
& D allow the acquisition of competence with international ambitions.
Of course, further implementation of the offset in Poland depends on
whether if there will be a political will to create opportunities to further
its use of course in compliance with EU law. I would add that the Minis-
ter of Economy has prepared a draft amendment to the Offset Act, which
was directed to the Council of Ministers.
How significantly, according to the Minister, offset in the new edi-
tion may affect the development of defense capability of Poland?
First of all, I believe that the maintenance of defense potential at the
appropriate level will require some investments and strong commitment
of the various instruments, among others, such as offset. It is directly offset
by any type of investment interest, addressed to the defense sector and
focused on the acquisition by the relevant industry production capacity,
repair, and research is in the perspective of achieving industrial progress.
We have to keep in mind that currently some areas of the defense industry
are feeling huge effects of lack of investment. It is expected that their po-
tential could be developed such as the offset. In my opinion, the impact of
offset on technological competence in the new companies in the industry
often depends on the transferred technology. The objective is to make off-
set containing a considerable amount of development in the long term,
which would generate new technological skills. The transfer of technol-
ogy must be accompanied by advanced technology development to help
implement technological competence for the acquisition by the company
abilities to compete in the international market with an advanced product.
The fact is that, the companies receiving the offset of the defense indus-
try strengthen its position in the international market both in the supply
chain and by exporting jobs to foreign defense forces. It may be noted that
the company that uses the offset to build technological competence and
obtaining export orders could also be offset provider. Offset also helps to
introduce new players to the international defense industry market. It also
lets you participate in building a world-class network of specialized compa-
nies, which affects the quality of the EDTIB and enables the benefits to the
domestic industrial technological bases.
According to your opinion, how the change of the offset law in Po-
land and other EU Member States looks like ?
So far, only a few countries have declared that they will not use the
offset but it is not a novelty because it concerns only those states which
did not develop this policy i.e. they took part in the implementation
of offsets in other countries while they applied and continued to use
similar mechanisms to offset. It should be emphasized that the majority
of EU Member States does not abandon the possibility of using offset
practices. Policy in this area is still ongoing, however, its direction has
changed by moving away from pure compensation, which basis were
economic benefits for the implementation of specific projects in the
industry dictated by the interests of national security. It is provided by
the actions of Member States, which amend the national regulations.
Poland among countries such as Belgium, Spain, Austria, Holland, Bul-
garia, Romania and so, tends to increase activities in the field of offset.
Offset is treated by all the countries as all types of measures taken by
the State according to Article. 346 TFEU, which are to serve the devel-
opment of national industry. At the EDA forum it was observed that the
use of the offset remains constant practice at the orders in the field of
defense and security. It is treated as the primary instrument for ensur-
ing national security interest for the industrial development of defense
capabilities, technology transfer, security of supply and operational
sovereignty. Such countries as Germany, France, United Kingdom as
I mentioned a moment ago are opposed to the usage of offset prac-
tices, but it must be remembered that at the same time they retain the
cooperation mechanisms that are very similar to the offset and bring
them to the appropriate benefits. Poland is in this group of countries
that use the offset. The use of offsets allows the implementation of
major international industrial cooperation projects, which enable to
acquire modern technology and the integration of the Polish defense
companies in the implementation of research projects with the EU and
NATO membership.
How do you assess the current effects of the implementation
of the offset?
It is worth recalling that there were so far concluded 17 offset agree-
ments in Poland, and their value is over $ 8 billion. Offset obligations in-
cluded in the offset agreements concern on certain projects carried out in
defense industry, established in the Polish territory. To sum up the conclu-
sions of the monitoring process of offset agreements: it is neccessary to
emphasize that the offset has helped many plants, especially in the field
of defense industry, to improve their economic and financial condition It
allowed to enrich their potential for advanced technologies, tools, financial
support and helped establish new cooperative ties with the worlds larg-
est arms manufacturers, which would be impossible without the offset. In
addition, offset allowed to increase the competitiveness of their industry
to other companies operating in the area and in many cases in the in-
ternational markets. This is due to changes in the competitive potential
of companies, including the scale of production, finance, distribution and
marketing. When assessing the effects of the implementation of offset
agreements through implementation of individual offset obligations, it
can be divided into two groups. These are the commitments related to the
purchases and investment commitments. From the point of view of the
anticipated effects of far more favorable for the Polish economy are liabili-
ties for investment purposes. However, in many cases particularly with
regard to transfer of technology and know-how the implementation of
these commitments are long-term investments, and their effects will only
become available in future years.
Within the contract of the offset agreements were implemented and
are commitments for which the subject is widely considered transfer of
technology in most cases supported by orders for new products with a to-
tal value of USD 3356.84 million, 511.42 million EURO and 451.02 million
PLN. In the case of offset obligations of an investment character we deal
with both the purchasing of products that are already offered by Polish
companies, as well as purchases of products, whose production was pos-
sible as a result of the acquisition of new technologies. In the years 2002
2011 the whole value of exports carried out under offset agreements
totaled: 4408.90 million USD and 396.12 million EURO.
15
Could you Minister explain the main common features of performed
offset obligations taking into account the achieved results?
For such effects, common to most of the offset obligations which
have already occurred or will occur in the near future it can be includ-
ed: maintaining or increasing the level of employment; at the majority
of the offset recipients, realization of the implementation of the offset
obligations contributed to the effect of the minimum, that is maintain-
ing the employment, or the maximum effect, that is increasing employ-
ment. Concrete effects were dependent on the scale and the object of
realized commitment. Generally it can be concluded that directly (at the
offset recipients) and indirectly (in the market of the offset recipients)
implementation of the offset obligations under contracts helped offset
to maintain and increase employment a total of more than 10000 jobs.
An example may be such ZM Mesko SA, WSK PZL-Kalisz S.A, WZM S.A.
Siemianowice, EADS-PZL Warszawa Okecie SA or WSK PZL-Rzeszow
SA. An another effect is to gain new markets, as was the case with Nitro-
Chem SA, ZM Mesko SA, Caterpillar Poland Sp. z o.o.. An another effect is
an increasing labor productivity, which can be exemplified by effects of
the offset obligations for EADS-PZL Warszawa-Okecie SA where labor
productivity grew by 50%. The increase in labor productivity also shows
EADS-PZL Warszawa-Okecie SA, and WSK PZL-Rzeszw SA, ZM Mesko
SA AMP S.A. Siemianowice, and the Institute of Aviation. An another ef-
fect is the increase in economic activity in the region of industry of offset
recipients, which can be exemplified by the implementation of commit-
ments in ZM Mesko SA. It causes a cooperation with allies, especially
those in the area of functioning of the company. Other effects are im-
provement of the quality of products, primarily as a consequence of the
use of modern technology; improvement of environmental protection,
as a result of both the modernization of the machinery, as well as mod-
ernization of production technology; upgrading the skills of employees,
to enable full use of acquired technologies, and providing opportunities
to further technological progress. As an example, you can specify the
commitments made at the Institute of Aviation and the ITWL.
Are there any spectacular examples of implemented offset projects?
Ministry of Economy has created new opportunities for Polish indus-
try through the introduction to already concluded offset agreements
advantageous commitments. This enabled the development of Polish
companies, especially those widely understood defense industry. Ac-
quiring these capabilities were possible only through the implementa-
tion of offset agreements. Most Polish companies would not have the
financial capacity to purchase such technologies under strictly business
contracts. The major offset projects can be included, among others the
creation of C-295 aircraft service center at EADS PZL in Warsaw Okecie
SA , which will also provide services related to other products of Airbus
Military and installation of the front of the aircraft fuselage CASA. Another
important project, this time under the offset agreement with the LMC, is
to create (almost completed) in the Wojskowych Zakadach Lotniczych
nr 2 S.A. in Bydgoszcz, base-repair service for Polish F-16 Fighting Fal-
con. There have been implemented the ability to removing, painting and
varnishing coating as well as repairs and maintenance of landing gear,
hydraulic, electrical and avionics of components of selected multitask
aircraft F-16. Extremely important is the project related to the acquisi-
tion of logistics support system for the Air Force Institute of Technology
in Warsaw. Within the project, LMC made for ITWL gratuitous transfer of
technology and know-how needed to develop and then implement and
maintain the ITWL System Operation Support Aircraft F-16 for the Minis-
try of Defence. The acquisition by Bumar Ammunition SA (Formerly ZM
MESKO SA) technology, production of various types of ammunition in
the offset agreements concluded with the LMC, Nammo, SAAB, Rafael,
OTO Melara also cannot be skipped. There was also created an installa-
tion for the safe disposal of obsolete munitions and started the produc-
tion of anti-tank SPIKE missiles. Other spectacular effects, which you can
point is launch (under contract with Patria and Oto Melara production in
the Wojskowych Zakadach Mechanicznych S.A. in Siemianowice Slaskie
Wheeled armored personnel carriers type AMV AMV 8x8 and 6x6 and as-
sembly, integration and production of components and subassemblies
HITFIST tower. Another important projects under the offset agreement
with Harris can be mentioned where he acquired the ability to provide
services for maintenance, installation and integration of tactical radio
communication systems operating in the Polish Armed Forces and the
training of tactical radio communication systems. Speaking of radio com-
munication technology I will point on the implemention for production
in Radmor SA under the offset agreement with Thales Nederland a new
generation of radio F@stnet.
What conclusions could be presented by Minister in the light of NIK
control carried out in the fourth quarter of 2011 and the first quar-
ter of 2012, whose subject was the implementation of the offset ob-
ligations arising from the Offset Agreements concluded between the
State Treasury and the Patria and Oto Melara related to the delivery of
wheeled armored personnel carriers to the Armed Forces of Poland?
I want to emphatically stress that the results of control carried out by NIK
on the regularity of performance of offset obligations were highly valued by
the leadership of the Ministry of Economy. First of all, the monitoring process
of offset agreements in terms of efficacy, and integrity especially in the re-
view of individual offset commitments under these agreements, has been
recognized as an effective. This goal was achieved in the mode of concluded
annexes in which successively introduced new attractive projects for the
Treasury offset. Of particular importance in monitoring the offset agreements
played the actions of Ministry of Economy for popularizing among the offset
recipients solid knowledge of offset (including edition of offset Handbook,
organization of trainings and offset workshops and also the launch of a web-
site). In the opinion of the NIK indicated examples clearly prove the advisabil-
ity of continuing the activity of the Ministry in this area. In particular, this con-
cerns making future and current beneficiaries of offset aware of need to strive
to conclude the business of industry, for protection of their interests. Such
agreement is a fundamental document defining the rights and obligations of
the parties. In the opinion of the NIK the principle of controling offset recipi-
ents before the implementation of any obligation which allows appropriate
verification of the individual items listed in the specification of offset projects
should be emphasized and consistently implemented and carried out by the
Ministry of Economic Affairs. In the opinion of the NIK experience coming
from the Ministry of Economy implementation of existing offset agreements
allows for the negotiation of new offset agreements on better, more favor-
able conditions for the Treasury.
Staying in the subject of control by the NIK contract with Patria and
Oto Melara, I ask the Minister to indicate examples of positive solu-
tions to offset for the defense industry as pointed out by the NIK?
Technological aspect of the performance of offset obligations aris-
ing from agreements with Patria and Oto Melara earned for the high
evaluation, effect of which was the launch of Wojskowe Zakady Me-
chaniczne in Siemianowice Slaskie production wheeled armored per-
sonnel carriers, which have become an international brand so that WZM
can count on export orders. The implementation of the offset obliga-
tions in this plant affected very positively to the economic and financial
situation of company and the maintenance of many jobs. For offset
projects located in the Industrial Center of Optics (now the Bumar o-
nierz S.A.) NIK positively evaluated the launch, based on the technology
supplied by Kollsman Inc., an American company and the Italian company
Galileo Avionica SpA, production of a modern fire control system for the
KTO program, which allowed the Polish company to promote the interna-
tional market. As a part of this project PCO has been certified as a qualified
supplier of components, parts and elements of an integrated system of
aiming and camera of the second generation in this system.
Thank you very much. Interview by Krzysztof Zalewski.
16
Polish Leader in Military
and Defence Press Market
Magnum X Sp. z o.o.
Magnum X Publishing House Ltd.
T
he total annual circulation of all our magazines ex-
ceeds 900 000 copies. Currently all of our titles such
as NOWA TECHNIKA WOJSKOWA (The Modern Mili-
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POLIGON and TECHNIKA WOJSKOWA HISTORIA are well
know in the market.
NOWA TECHNIKA WOJSKOWA is issued in the monthly
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former Warsaw Pact. The importance of these subjects be-
came even more significant when Republic of Poland and
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attending such defence related events as the MSPO Kielce,
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type in Europe and worldwide Eurosatory, Le Bourget,
ILA, IDET, DSEi, IDEX, MILIPOL to mention the few. In the
late 2009 we decided to widen the spectrum of subjects
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WOJSKOWA is the largest and biggest selling military and
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The broad interest in military subjects and technolo-
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growing range of subjects. We at Magnum-X Publish-
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(The Sea Ships and Vessels) maritime dedicated maga-
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naval issues but also merchant navies, naval economy and
industry. MORZE STATKI I OKRTY is a monthly magazine
with the circulation of 12 000 copies.
Two years later the LOTNICTWO (The Aviation Maga-
zine) was unveiled and soon it became an important
forum for discussion about the future of Polish Air Force.
Regular articles about tenders for the Polish Air Force were
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ray of subjects ranging from military and civilian aviation,
aviation industry up to the space exploration. The monthly
issue of LOTNICTWO is 14500 copies.
Magnum X Publishing House Ltd. is currently
the largest private enterprise in Poland dealing
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through nearly 20 years of hard work and now
we proudly publish wide array magazines
dedicated to military technologies,
defence industry and security challenges.
In 2002 we decided to publish the STRZA (The Shot)
related to the historical and modern firearms, ammunition,
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Polish market with 14 500 copies.
Our last two magazine are history dedicated POLIGON
and TECHNIKA WOJSKOWA HISTORIA. Both are issued in
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The TECHNIKA WOJSKOWA HISTORIA is our newest
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This magazine has also circulation of 10000 copies.
The high quality of materials published in our maga-
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e-mail: magnum@magnum-x.pl
www.magnum-x.pl
17
18
Polish Defense Industry
in Search of Identity
P
oland was dubiously blessed with quite extensive de-
fense manufacturing capabilities, inherited from the
Cold War Warsaw Pact times. Last 20 years have left
deep marks upon that potential, which undergone exten-
sive restructuring, due to drastic reduction of the military
procurement the Polish Army has shrunk fourfold over
that period. The shipbuilding industry suffered the worst
by being almost wiped-out, but national Army and Air
Force suppliers survived barely undergoing ownership
change or incorporation into larger state-owned holding
companies. Despite that, still more than 20 000 people are
employed in defense-affiliated companies, even though
the Polish Army procurement for a long time ceased to be
their sole or main source of income.
In early 2000s a decision was made to reform the sta-
te-owned defense industry. The plants were too many,
too big, and ineffective. The Army was without funds, with
no chance to place large orders. Privatization or consoli-
dation were the main proposed cures for the situation.
Two capital groups were founded, each with different
agenda, one formed by the Agencja Rozwoju Przemysu
(ARP, Industrial Development Agency) and the other by
the Bumar Foreign Trade Enterprise (now Bumar LLC). The
ARP holdings purpose was to reform the endangered
companies, to enable them to stand on their own feet by
stabilizing them and find them a suitable strategic partner
for privatization. For that purpose the ARPs charter was
a very specific one. The ARP is at the same time a gov-
ernment agency and a commercial company. The other
group, led by the Bumar, formed a nucleus of the national
armaments concern, grouping and centrally directing
manufacturing of a specific product array.
These two still left out quite a number of state-owned
plants, directly involved in defense manufacturing. These
were the military repair facilities and military R&D institu-
tions. Soon, but other military-profiled companies started
to sprinkle up, this time privately-owned ones.
Subsequent Polish governments were implementing
the reorganization plans, written into subsequent restruc-
turing strategies, for 20022005, then 20072012. These
strategies were mostly successfully implemented, and it
has shaped the current landscape of the Polish defense
industry. The Defence Industry could be divided into four
basic categories:
state-owned companies encompassed in the national
holding company;
state-owned companies outside holding, slated to re-
main state property;
state-owned companies slated for privatization;
private-owned companies.
The Defense Industrial Potential (Przemysowy Poten-
cja Obronny, PPO) is now composed of over 100 compa-
nies, offering products, and services or dealing in defense
products to cater for the security and defense sector of the
state. Cooperating with them is almost another 100 compa-
nies required to meet specific demands of the law govern-
ing the Armament and Military Equipment (A&ME) trade.
Of the state-owned companies most belong to the
national holdings.
Bumar Capital Group (leading entity: Bumar LLC).
The Bumar Group is itself restructuring right now, into
four capital sub-units, called product divisions. These are:
Bumar Amunicja (Bumar Ammunition), Bumar onierz
(Bumar Soldier), Bumar Elektronika (Bumar Electronics)
and Bumar Ld (Bumar Land). Each of these divisions is
organized around a nucleus leading entity and is mostly
the foremost company in any given subject (e.g. on Sep-
tember 27, 2011 the hitherto leading Polish ammunition
company, the Zakady Metalowe Mesko in Skarysko-
Kamienna were renamed into Bumar Amunicja S.A.) The
overall structure is to be shaped as follows:

Polish Defense Industry is undergoing deep restructuring. It is still almost entirely state-owned, yet scattered into many separate
entities. Plans for its further consolidation seem not to be entirely clear, as pertaining e.g. to the military repair and manufacturing
plants (WPRPs). Its aerospace branch has been already successfully privatized yet at the same time it lost the national character,
being purchased by the international capital. Polish privately-owned companies seem to thrive, though.
Norbert Bczyk
The international model of
the PT-91 tank is the core product
of the export offered by
Bumar abdy.
19
Dywizja Bumar onierz:
Fabryka Broni ucznik-Radom Sp. z o. o.
Przedsibiorstwo Sprztu Ochronnego Maskpol S.A.
Orodek Badawczo-Rozwojowy Sprztu Mechaniczne-
go Sp. z o. o.
Zakady Mechaniczne Tarnw S.A.
the leading entity of the Division Soldier is the former
Przemysowe Centrum Optyki S.A. (Industrial Optics
Center), now renamed to Bumar onierz S.A. The PCOs
product range was centered around manufacturing
and selling military optoelectronics, laser, NV and ther-
mal-vision surveillance, and sighting equipment. The
company also conducts its own R&D works.
FB ucznik-Radom is the main supplier of the small
arms for the Polish Army. The main military product lines
of the FB are: the 5.56-mm Beryl assault rifle and Mini-Beryl
automatic carbines range, 9-mm PM-98/PM-06 Glauberyt
SMG, 9-mm P99, and Rad semiautomatic pistols, as well as
training devices and civilian-legal versions of their military
products.
ZM Tarnw S.A. are the principal machine gun supplier,
both rifle-caliber and light artillery. 7.62-mm UKM-2000
and PKM GPMGs, .50-Cal. WKM-B heavy machine guns,
40-mm grenade launchers, 7.62-mm Bor, .338 Alex and
.50-Cal. Tor bull-pup sniper rifles as well as ZU-23-2 twin
23-mm AA guns are the main products of Z.M. Tarnw SA.
The Maskpol is a specialized individual protective
equipment manufacturer, providing the Polish Army with
virtually all sorts of helmets, individual armor, respirators,
NBC or EOD protective clothing you name it.
OBRSMs specialty area are designing, construction
and testing of towed, self-propelled or sea-going short-
range AA gun and gun-missile rigs, as well as specialty
small arms (e.g. bull-pup sniper rifles or the 60-mm mor-
tar), training devices (e.g. 23-mm tank training insert bar-
rels), fire-control systems, servo motors and remotely-
controlled weapon stations (e.g. the Kobuz-series RCWS),
designing electronic devices and modernizing the older
hardware (e.g. the Biala modernization of the ZSU-23-4
Shilka SPAAG).

Dywizja Bumar Amunicja:

Zakad Produkcji Specjalnej Sp. z o. o. w Pionkach
Zakad Produkcji Specjalnej Gamrat Sp. z o. o.
Bydgoskie Zakady Elektromechaniczne Belma S.A.
Fabryka Produkcji Specjalnej Sp. z o. o. w Bolechowie
Zakady Metalowe Dezamet S.A.
Zakady Chemiczne Nitro-chem S.A.
Zakady Metalowe Kranik Sp. z o. o.
WSK PZL-Warszawa
Centrum rozwojowo-wdroeniowe
Telesystem-Mesko Sp. z o. o.
Leading entity is the former Zakady Metalowe Mesko
S.A., the foremost Polish manufacturer and disposal spe-
cialist of different ammunition. Mesko, now Bumar Amu-
nicja, undertook the license-manufacturing of the Israeli
Rafael Spike ATGM, also manufactures its own proprietary
Grom MANPADS, 70-mm rockets, 30-mm Bushmaster au-
tomatic cannon ammunition (for Rosomak wheeled IFVs).
Most numerous production is small-arms ammunition
however Bumar Amunicja is the Polish Armys foremost
supplier of pistol, rifle and machine gun ammunition.
Dywizja Bumar Elektronika:
Przemysowy Instytut Telekomunikacji S.A.
Centrum Naukowo-Produkcyjne Elektroniki Precyzyj-
nej Radwar S.A.
Przedsibiorstwo Produkcyjne Podzespow Elektroni-
cznych Dolam S.A.
PIT S.A. is a leading company in radar, command and
control as well as radio-electronic reconnaissance systems.
Main customer of the PIT S.A. is the Polish Ministry of Na-
tional Defense. Most of the Polish Air Force radars are de-
signed and manufactured by PIT S.A., including the most

IFV Rosomaks for the Polish Army

are final product of the WZM
in Siemianowice lskie.
120 mm Rak heavy mortar on
tracked platform is the newest
proposal by Huta Stalowa Wola.
modern long range 3D radar units, forming national part
of the NATOs air-surveillance system, and medium-range
mobile units. All four Polish regional airspace control posts
feature PIT-designed, manufactured, and supplied equip-
ment. These posts collect data from all sorts of sensors,
process them, and control the active aerial defense assets.
The PIT S.A. is also a valuable partner of the Polish Navy,
supplying it with the modern sea-frontier protection sys-
tems, like the airborne early warning and control systems
featuring the ever-evolving surface surveillance radar
20
and other sensor and processing systems. The PIT S.A.
has developed its own proprietary stealth-radar capabil-
ity, specifically for naval employment. Land Forces got
their command and control support systems for battalion,
division and corps-level commanders from the PIT SA, fea-
turing an automated data gathering and processing sys-
tem as well as battlefield situation displaying in real time.
This system was also implemented on international level.
Another product for the Land Forces, developed at the
PIT S.A. was the novel artillery radar.
CNPEP Radwar also specializes in radar equipment, in-
cluding radiolocation and command automation systems,
AA gun and gun-missile fire-control systems, IFF interro-
gators, data security solutions, and battlefield gear.
As of December 31, 2011 all of these were incorporat-
ed into one entity, now called Bumar Elektronika.
Dywizja Bumar Ld:
Zakady Mechaniczne Bumar-abdy S.A.
Orodek Badawczo-Rozwojowy Urzdze Mechanicz-
nych OBRUM Sp. z o. o.
Other Bumar independent companies:
Cenrex Sp. z o. o.
Cenzin Sp. z p. o.
Stomil-Pozna S.A.
Zakad Mechaniczny PZL Wola Sp. z o. o. w Siedlcach
Fabryka Urzdze Mechanicznych i Spryn
FUMiS-Bumar Sp. z o. o.
Zakad Usug Turystycznych TUR-Wola Sp. z o. o.
Altogether, the Bumar Group incorportes ca. 11 000
emploees. The 2010 turnover exceeded 3 billion PLN, with
gross profit exceeding 100 million PLN. This time 85% of
manufactured goods were delivered to the Polish Army.
However in previous years huge export contracts (India,
Malaysia, Indonesia) eclipsed the domestic transactions.
Another group of the Polish defense industry state-
owned holding-encompassed companies are those con-
nected with Agencja Rozwoju Przemysu S.A. At present
times the ARP ceased to play the leading role in control-
ling the defense industry companies the way just several
years ago it used to do. Some of those companies are still

assigned to it, however e.g. the Navy Shipyard (Stocznia

Marynarki Wojennej S.A.) which slipped into liquidation
bankruptcy the ARP still owns sizeable shares in the Bumar
companies as well, and takes a part in financial operations of
the holding. Several years ago it was planned to built a sec-
ond holding around the ARP (the so-called Aerospace-Ra-
dio-Electronic Group) gathering main companies owned by
ARP like leading aircraft industry companies, the WSK PZL
Swidnik (helicopters), and fixed-wing aircraft manufacturer
PZL Mielec, as well as renowned military radios manufactur-
er, Radmor S.A. Now the ARPs role got changed: instead of
becoming a holding company, the ARP has become a sort
of dispensary for ailing companies it restructures them
and make them ready for privatization, while maintaining
sizeable shares of them. Amongst the ARP-affiliated compa-
nies are already privatized ones, like:
Radmor SA, a principal VHF radios supplier of the Polish
Army. The turning point in Radmors history was in
1997, handing over the PR4G standard know-how by
the French company Thomson CSF (later to become
Thales) as a part of a deal to provide Thomson-de-
signed VHF tactical-level radios to the Polish Army.
Following that, in March 1999 Polish Army begun to
receive manpack RRC 9200 and vehicular RRC 9500
radios. These were the first generation of the Rad-
mor-built military radios, followed in 2006 by another
generation of Thales-designed and Radmor-manufac-
tured radios, the F@stnet system, consisting of RRC
9211 manpack and RRC 9311 vehicular units. Radmor
went one step ahead of pure license manufacturing
by designing its own R35010 personal and R3501 com-
pany and platoon-level hand-held radios as well as the
R3505 multiband software radio. Radmor also takes
part in the Polish Armys wide-band radio program. On
December 6, 2010 the CEOs of the ARP (Mr Wojciech
Dbrowski), Radmor S.A. (Mr Andrzej Synowiecki), and

155 mm Krab gun-howitzer is the

core product of the Regina heavy
artillery battalion fire module.
First battery module for
the Regina has been already
set up at Huta Stalowa Wola.
21
22
23
WB Electronics (Mr Piotr Wojciechowski) have signed
an investment deal, whereby WB Electronics has taken
over 46,14% of Radmor share, thus taking control over
the further development of the company.
Huta Stalowa Wola S.A. (the civilian part has already
been privatized, the military part has been detached
from the whole company. HSW S.A., along with the
WZM or the Bumar-abdy is the leading Polish heavy

nance of their successors, the F-16s. They also cooperate

in manufacturing of the spare parts. The WZL Nr 4 is the
key player in Polish Air Force maintenance, as the sole jet
engine repair facility. By far the most important for the
Land Forces is the WZM S.A. of Siemianowice lskie, Pol-
ish licensee of the Finnish Patria Oy, winner of the 2001
MoND KTO (Koowy Transporter Opancerzony, Wheeled
ACP, in fact both ACP and IFV) tender. Patria and WZM
consortium is supplying the 8x8 and 6x6 modular Roso-
mak KTOs, which in its IFV guise packs a 30 mm Bushmas-
ter cannon in OTO-Melara Hitfist-30P turret. Contract for
first 690 Rosomaks was signed on April 15, 2003, and the
vehicles, first assembled fully from Finnish-supplied parts,
then increasingly polonized were being delivered by the
WZM. Coinciding with the delivery of the first vehicle in
May 2005, the WZM was converted from state enterprise
(WZM PP) into a stock company (WZM S.A.). Along with
Rosomak manufacture, the WZM is still offering mainte-
nance services, overhauling the aging BRDM-2s, modern-
ized to Szakal standard.
Some of the WPRPs were to be taken over by Bumar
in 2011, as provided by the governments 20072012
defense industrial strategy. The WPRPs were however cat-
egorically opposed to such move, and in spite or fear to
create an independent holding company. The MoND and
Treasury Ministry are about to come out with some solu-
tion to this unpredicted crisis.
Another type of the defense industrys assets in Poland
is special R&D institutes, mostly owned by the MoND, but
also other ministries, such as the Air Force Technological
Institute (ITWL), the Military Ordnance Technological In-
stitute (WITU), or the Military Communications Institute
(WI). 2010 was a good year for all MoND-controlled
companies and institutes, they netted a profit of 124 mil-
lion PLN, which was higher than the Bumar Group, with
income rising from 2009 ceiling of 1.24 bn PLN to over 1.5
Land Forces hardware purveyor. 155 mm Krab self-pro-
pelled gun-howitzers are assembled here, the compa-
ny also modernizes the 122 mm BM-21 rocket launch-
ers to the WR-40 Langusta standard and manufactures
the 120 mm Rak self-propelled mortar units.
A separate group of defense industry are the Wojs-
kowe Przedsibiorstwa Remontowo-Produkcyjne (WPRP,
or Military Repair And Manufacturing Plants) owned by
the Ministry of National Defense, including:
Wojskowe Zakady Uzbrojenia S.A.
Wojskowe Zakady Mechaniczne S.A.
Wojskowe Zakady Motoryzacyjne S.A.
Wojskowe Zakady Inynieryjne S.A.
Wojskowe Zakady Lotnicze nr 1 S.A.
Wojskowe Zakady Lotnicze nr 2 S.A.
Wojskowe Zakady Lotnicze nr 4 S.A.
Wojskowe Zakady Elektroniczne S.A.
Wojskowe Centralne Biuro Konstrukcyjno-Technologi-
czne S.A.
Wojskowe Zakady cznoci nr 1 S.A.
Wojskowe Zakady cznoci nr 2 S.A.
These 11 plants employing ca. 3500 workers play im-
portant role in maintaining materiel readiness of the Pol-
ish Army. E.g. the military aircraft repair facilities, like the
WZM Nr 1, are responsible for repair and modernizations
of the vast fleet of Soviet-type helicopters (Mi-2 Hoplite,
Mi-8 and Mi-17 Hip, Mi-14 P Haze and Mi-24 Hind). The
WZL Nr 1 has recently taken over the WZL Nr 3 in 2011,
doubling the workload. The WZL Nr 2 is busy keeping the
last Soviet-type combat aircraft (Su-22 Fitters and MiG-29
Fulcrums) aloft and would eventually take over mainte-

in 2010. Most of that money (96.6%) was paid for products

and services sold to the MoND.
Financial results of the R&D institutions were even bet-
ter than the WPRPs almost all their income (191 mn PLN
net profit 23.2 mn) came from the MoND.
Financial results of the selected WPRPs and R&D insti-
tutions in 2010, in million PLN:
WZM Siemianowice lskie income 649.8, net profit
24.8, employees 450;
WZMot-Pozna income 32.2, net profit 8.3, employ-
ees 214;

Another Huta Stalowa Wola

flagship projects is modernization
of the aging BM-21s
into WR-40 Langusta.
AMZ Kutno proposes their own
MRAP-Class vehicles to
the uniformed services.
24
WZU Grudzidz income 58.6, net profit 7.5,
employees 422;
WZE Zielonka income 43.0, net profit 8.5,
employees 200;
WZI Dblin income 23.5, net profit 2.5,
employees 193;
WZ nr 1 Zegrze income 109.2, net profit 15.9,
employees 239;
WZ nr 2 Czernica income 47.8, net profit 4.0,
employees 185;
ITWL Warszawa income 105.9, net profit 9.3,
employees 470;
- WCBKT Warszawa - income 21.8, net profit 3.3,
employees 96;
WZL nr 1 d income 99.3, net profit 9.7,
employees 391;
WZL nr 2 Bydgoszcz income 120,6, net profit
11,5, employees 609;
WZL nr 4 Warszawa income 99,5, net profit 5,4,
employees 479;
WITU Zielonka income 33.9, net profit 8.4,
employees 245;
WITI Wrocaw income 21.1, net profit 2.3,
employees 89;
WI Zegrze income 15.3, net profit 2.1,
employees 231;
WIChiR Warszawa income 7.8, net profit 1.2,
employees 101;
WITPiS Sulejwek income 7.1, net profit 0.6,
employees 81.

aerial armament. At the same time, the produc-

tion base keeps growing on, every aeronautical
industry tycoon gathers more and more subcon-
tractors which is particularly visible in Europe.
The products have become truly international,
and they are created collectively, combining in-
put from all aerospace giants.
As previously stated, few companies directly
connected with the defense industry were taken
over by foreign capital. Among the oldest take-
over, dating from early 90s, were the Pratt & Whit-
tney Kalisz the producent of jet engine parts for
P&W Canada, the ETC-PZL Aerospace Industries
a company connected environmental tech-
nologies and EADS-PZL Warszawa-Okcie S.A.,
specialized in flight and in general simulators.
The new opening in privatization and taking-over
came in early 2000s, when the Warsaws PZL was
bought by Spanish CASA, and renamed the EADS-PZL
Warszawa-Okcie S.A. The company was manufacturing
the PZL-130 Orlik turbo-prop trainer, and was taken-over
(2001, for 28 million PLN) with subsequent refitting and
revitalization of the company as a part of the offset deal
accompanying purchase of the CASA-295M transport
aircraft. A year later the WSK PZL Rzeszw was sold to
United Technologies Holding, a part of the United Tech-
nologies Corporation for 290 million PLN, subsequently
pumped into other Polish defense industry companies.
The WSK PZL Rzeszw became another Polish filial of
the Pratt & Whitney. The next sizeable take-over in Pol-
ish aerospace industry was in late 2006, when the United
Technologies Holding purchased from the ARP another
aircraft industry company the PZL Mielec paying 66
million PLN (plus 36.7 mn PLN Mielec owned the ARP).
This transaction stirred controversy, but official govern-
ment investigation confirmed, that the PZL Mielec was
indeed in hard financial condition and needed foreign
investor badly. The Mielec factory was taken over by
another UTH company, the Sikorsky Corporation, who
decided to base there the European production of the
S-70i helicopter, and the export version of the UH-60
Blackhawk. UTH, owner of both Sikorsky and P&W, thus
became the largest foreign investor in Polish defense
industry sector, with three sizeable plants (the P&W Ka-
lisz, the WSK PZL Rzeszw and the PZL Mielec) manu-
facturing most of the engines used by the Polish Army
and the Air Force modern aircraft: the F-16 Falcon, the
C-295/295M, the PZL-130 Orlik, the W-3 Sokol and the
M-28 Bryza/Skytruck.
Then in 2009 the ARP flogged the largest Polish aero-
space company, the W-3 Sokol and the SW-4 helicopters
manufacturer. The WSK PZL widnik SA was purchased by
AgustaWestland. The AgustaWestland declared intention
to invest as much as 2.37 bn PLN to revamp the company
and incorporate it with the other AgustaWestland facto-
ries to build new facilities needed to start manufactur-
ing the AgustaWestland decided to complete fuselages
for the companys bestselling helicopters, like AW 109,
AW 119 and AW 139 Grand, as well as to transfer manu-
facturing of various assemblies of the AW 101 and start
assembly of the AW 109 LUH with Polish-built fuselages.
More investments are planned into R&D work (including
modernization of the W-3 and SW-4, design of the new
models, like AW 149 and AW XX9) to support sales and
Next group of the Polish Defense Industry companies
is privately-owned enterprises, which can be divided into
three classes:
newly created companies, domestic capital-owned;
privatized ex-state owned companies;
international corporations.
The Polish Defense Industry is still mostly state-
owned. The foreign capital has taken over only a rela-
tively limited amount of companies, mostly in the aero-
space industry. This is in line with the world trend the
aerospace industry has undergone the most extensive
consolidation in recent years leaving only a handful
of high-rollers in the aeronautical engineering still ca-
pable of turning out complicated finished products,
like modern helicopters, combat aircraft, jet engines or

Kobuz remote-operated
weapon station.
The WZL nr 2 in Bydgoszcz is
responsible for keeping
the last Polish MiG-29 Fulcrums
airworthy.
25
servicing of the W-3 and SW-4 worldwide, and many
other. Avio-Polska is also an important player in the Polish
aviation market manufacturing engine parts for leading
producers or comapnies.
Last two decades have witnessed creation of the
brand new player on Polish defense industry market the
independent privately-owned domestic producers. These
are mostly small or medium-sized companies, offering
state-of-the-art highly specialized high-tech products.
Just some of the examples:
DGT started in 1991, is the complex telecommunica-
tion and ICT solutions provider, who designs, manu-
factures, and integrates innovative fast voice, image,
data transfer, net access, and wide-band multimedia
services technology, using both traditional and con-
vergence networks. DGT solutions employ ATM, ISDN,
TCP/IP, routing IP, VoIP, and xDSL technologies. From
the very beginning DGT offers, designs, and provides
modern ICT solutions for the government and Armed
Forces;
WB Electronics S.A. one of the foremost Polish manu-
facturers specialized in electronics and data process-
ing system for military application. The companys
forte is designing and manufacturing of the highly
integrated, digitized command-and-control systems,
including fire-control systems for field artillery. The WB
Electronics are main supplier of the military terminals
and digitized vehicular intercom systems the Fonet.
The WB Electronics blazes the new trail for the Polish
defense industry, having already taken-over the con-
trolling share in the formerly state-owned Radmor and
purchasing other private company, Arex;
TELDAT is an ICT solutions provider for the digitized C2
processes in the military;
Transbit sp. z o.o. designs and manufactures communi-
cation, ICT and data transfer systems;
AMZ Kutno sp. z o.o. is specialized in designing and
manufacture of the specialized vehicles, including
armored cars, command or communication vehicles,
ambulances etc. The company takes part in Rosomak
production and designs of vehicles, live armored cars
and MRAPs.
Private companies offer the best quality-price ratio,
high standard products, and are not solely depending on
MoND sales they promote their products on the civilian
market and export their products extensively.
In all, Polish defense industry, although reduced and
reformed, still does not suit the size of its main customer,
the Polish military. The worst problem is the growing tech-
nology gap in some branches, the result of underfunding
the R&D work. On the other hand, some Polish product
are state of the art, with large export capabilieties.
The Europe-wide trend is to reduce the number of
companies selling the finished advanced final products:
ships, aircrafts, tanks or APC. Their development exceeds
financial means available to a single independent enter-
prise. The costs of a credit starts to render the economi-
cally unfounded development. Thus a tendency develops
towards international fusion, pooling-up resources, and
creating multi-national consortia offering their products
for several armies at the same time to maximize the or-
dered batch and cut costs. This tendency already came
in Poland. The economic situation of the finished-product
suppliers, like the Bumar-abdy or Huta Stalowa Wola

tends to deteriorate, as the portfolio for their tanks or SP

gun-howitzers is limited. It takes a huge contract, like the
WZM Siemianowice lskie got, to deliver 690 Rosomaks,
to guarantee the existence and stabilization for at least
10 years, then more by servicing the delivered product.
Such luxuries are few and far between, though there
is mere one comparable, the contract Mesko got for the
Spike ATGMs. Other companies have to find other ways
of securing their future. Rosomak turret assembling or
rocket launchers modernization within a larger contract
enables one to retain production capabilities subcon-
tracting also pays the bills, even though selling finished
proprietary product would be much better to morale.
The global tendency towards subcontracting and pool-
ing resources is a chance for former proud proprietary fi-
nal product manufacturers. Cooperation capability, both
local and international, Europe-wide or worldwide, be-
comes a key to survival and prosperous existence.
International cooperation and license-manufacturing
serves many Polish manufacturers well and gives them
a chance to offer advanced state-of-the-art products.
Of course, the Polish Army orders remain a key factor in
their existence. A decision to buy 690 Patria-license-manu-
factured Rosomaks not only extended life of the WZM Sie-
mianowice lskie but also gave accessory contracts to
several dozen cooperators. For quite a time the Rosomaks
are no longer mere assembled there, but manufactured
as well, with many component parts contracted from
other domestic manufacturers. The same goes for the
Spike ATGMs. Poland has enough advanced industry to
undertake cooperation with the international defense ty-
coons and implement their know-how within the offset
agreement or otherwise. The last such big contracts were
signed in 2003 (Coastal Missile Battalion, with several Pol-
ish companies), and then a hiatus set in.
The leading Polish defense industry players still hope
for huge buying spree, but unfortunately they stand a lit-
tle chance to see it in the coming years. The Polish Army
still spends almost a billion PLN annually for arms and
military equipment, but all these are chopped down into
small bits and pieces, distributed between dozens of tiny
little projects. Thats enough to secure survival of a large
group of companies and plants, getting money for repairs,
modernization, several pieces of this product, or a dozen
of that one but they are not able to finance research and
AW-139 helicopter fuselage
manufactured in widnik.
26
development, give the company any dynamics, energy
to make that leap and cover the generation gap only
a huge contract can provide such money. On the other
hand, contracts too small for the giants to reach down
and pick, are a chance for the small and medium-sized dy-
namic private-owned high-tech companies, bold enough
to take chances, reap the harvest and invest the gain in
their own development, to grow one day into important
partners for the Polish MoND.
Looking into the Polish defense industry, one can
point to a paradox. The Army is still big and uses such
a motley arrangement of armament, that it needs more
and more services year in, year out connected with its
maintenance, servicing and modernization. This is a big
chance for all members of the industry. On the other
hand, the MoND is robbed of the means, that could have
financed more break-through investment coups like the
Rosomak program. As a result, the big companies supply-
ing finished products are facing financial difficulties. The
recent MoND budget spending structure awards smaller
companies, offering services or cooperating rather than
suppliers of advanced finished product, tanks, helicop-
ters, ships or even smaller items, but best manufactured
in tens of thousands. The MoND, by scattering orders
and spoon-feeding the money, as well as by constantly
changing the priorities, virtually forces the defense in-
dustrial companies to shedded their original product
portfolio to look for chances on the civilian market, and
in extreme cases to resign the military production alto-
gether. Small wonder that Bumar Group, possessing the
heavy hardware manufacturers in their portfolio (Divi-
sion Land) puts premium on their Divisions Soldier and
Ammunition the most secure of the constant demand
from the military, which would always need guns, per-
sonal gear and ammunition. Division Electronics, on the
other hand, also regularly delivers their state-of-the-art
radars to the Army. Unfortunatelly the scale of the sales
makes all the difference: yearly output of military sales is
counted in individual radars, not by the thousand. How-
ever the Bumar is not easily scared off, and the Division
Land promotes the new Universal Tracked Platform striv-
ing to retain national proprietary, designed IFV capability,
and encourage the politicians to start a program like this.
This might be a mighty tough task to do, as the tracked
IFV concept clashed head-on with the highly successful
Rosomak wheeled IFV program. The clash is stronger still,
as the WZM Siemianowice lskie, now Polands largest
and most promising heavy hardware manufacturer, does
not belong to the Bumar Group. The State-owned De-
fense Industry consolidation was only partly successful
in that matter, and the decision to form a single, strong,
state-controlled defense holding was put on hold in mid-
step. With WZM as a part of Bumar, the Group could have
developed in that direction as well without it, it has
to find other venues. Otherwise the consolidation was
a right move. The wider the offer, the better the chance
to win an Army contract. The gains would do good to
the other members of the group as well, including the
R&D projects. It has to be taken into consideration, how-
ever, that consolidation also meant loosing autonomy
for the companies being consolidated, which some-
times gives rise to worries and resent. Also on the MoND
side the wholesome consolidation of the state-owned
companies is still a controversial idea spawning fears of
excessive monopolization of the sector by one entity, by
the consolidating holding.
But defense industry is not only Bumar and WZM. So
much fears were voiced against the privatization of the
aerospace industry, taking place between 2001 and 2010.
Yet, it was the high time to do it, and for the privatized
companies, like PZL Warszawa-Okcie or PZL Mielec it was
the only chance of survival. Without that bold move, there
would be nowhere to modernize the PZL-130 Orliks to
TC-II standard, or revel in further UH-60s rolled out from
Mielec. They ceased to be Polish-owned, thats true, but
still they employ Polish engineers and workers, pay taxes,
order subassemblies from other companies and finance
the advancement of the region, with salaries spent there
by the employees and their families. Recently, also the PZL
widnik joined the ranks of Polish companies becoming
parts of the international corporation.
Recent years were quite difficult for the Polish defense
industry. The easy times of 20032007 are water under
the bridge, and no bright future is waiting just around the
corner. This is particularly true of the large state-owned
companies, dependent of the sole customer, the Polish
Army. Their only rescue is further consolidation or find-
ing a place for themselves in international cooperation,
finding market abroad, diversifying the product pallet and
finding civilian market for their products. The alternative
option is to specialize and strive to create a state-of-the-
art novel product in this chosen sector, to find a world-
wide market for it. n
The Orlik turbo-prop trainers
were designed and manufactured
by the PZL Okcie, and now
they are being serviced by
EADS-PZL Okcie.
Bumar is to build with MBDA
Polands Shield based
on Aster missiles.
Photos: MON, Bumar,
Andrzej Kiski, Norbert Bczyk.
27
28
Armed Forces Technological Modernization
Experiences and Expectations
Norbert Bczyk
T
he technological modernization is a process leading
to the generation change in armament and military
equipment, by replacing old ineffective gear with
better and newer models within the countrys strategic
aims considering the economical capabilities. Poland was
painfully hit by the latter considerations in the late 80s,
when economical crisis strangled the generations change
in armaments despite the high strategic priority. As a result,
when the Warsaw Pact was disbanded, the Polish Army
was indeed at least one generation behind the front-line
Soviet troops. New tipes of armament were recently intro-
duced in the token quantities: MiG-29 instead of MiG-21,
An-28 Cashs in place of An-2 Colts. BMP-2s replaced BMP-
1s, Kilo-Class submarines instead of Whiskies and Foxtrots,
never implemented introduction of the T-72Ss or T-80s,
and the other forcibly abandoned projects, like replacing
the ZSU-23-4 Shilkas with 2K22 Tunguska SPAAGs, or in-
troduction of the S-300 AA missiles, and many other).
In the newly-developed strategic environment of the
90s, the Polish Army was confronted with a generation-
gap in most basic types of armament while facing the se-
rious dilemma of the redefinition of the entire purpose of
the Armed Forces. The 90s were not only a period of pov-
erty for the military (even though, the military spending
exceeded 2% of the GDP then), but also a period when
the army was in hot pursuit of its own identity and new
types of arms and equipment. Polish Army was burdened
with overdeveloped structure, excessive numbers and
vast quantities of quickly deteriorating hardware. Polish
Defense Industry, despite at the extensive economical
crisis, was vast enough to support itself in the theory.
Before the crisis set in permanently in 1986, its annual ca-
pabilities were estimated at 300 tanks, 160 airplanes, 350
helicopters, 1300 aero engines, 600 artillery prime mov-
ers and 600 APCs impressive, even though most of the
offer was becoming obsolescent. During 19901991, all
of that shattered to pieces, contacts and contracts within
the Warsaw Pact were severed, important markets in the
East were lost. The period of strategic vacations in the
90s, when Poland ceased its forced alliance with the
ComBloc, and yearned only for the Western economic
and military organizations, shaped the situation of the
national defense industry and indicated the way for the
further technological modernization towards conserva-
tive patterns, and modernizing the already utilized mod-
els instead of introducing revolutionary novel ones. The
Polands military defense strategy still built on classic,
conventional warfare, and dominated by mechanized and
armored troops, was reinforced into airmobile units. Im-
portant, that the modernization should base on domestic
defense industrial capability, by using already introduced
models as a base, which in turn shaped this process ac-
cordingly. It brought about both good and bad things:
The State and majority of the National Defense Industry of each state is
influenced in the most part by the condition of nations own military,
as its main customer. Since Polands accession to NATO and European Union,
Polish Armed Forces are undergoing a period of permanent modernization,
shaping the military procurement. Unfortunately,, Poland has never
arranged an effective and predictable system governing the technological
modernization despite having spent more than 10 billion USD for new
armament and military equipment since joining the NATO in 1999.
29
Armed Forces Technological Modernization
Experiences and Expectations
amongst the successes counted the refit of the T-72s to
the PT-91 Twardy standard, with 234 modernized tanks
commissioned, as well as the development of the Grom
MANPADS. The downside was the fiasco of the I-22 Iryda
jet trainer, absorbing sizeable amount of cash and paralyz-
ing other options, or the need to reduce the scope of the
W-3 Sok helicopter, leaving it only mid-way along the
process to a fully-blown multi-role battlefield helicopter.
The result of all that was the first attempt to shape of
the future modernization programs by enacting the so-
called strategic government programs, and including
the new Goryl MBT, Loara SPAAG/SPAAM system, or the
Huzar multirole helicopter. The failure of these programs
as not due to the lack of technological ability e.g. the
Loara SPAAG was then finished in 2005 and tested posi-
tively proving itself a modern and capable system but
partialy due to the financial restraints, and due to politics
and strategy. Concepts changing with every election in
government and the MoND, and new strategy shaped in
advance by chances of NATO-access, forced to re-shape
the earlier plans. The early modernization attempts of the
90s were mostly left for the military to govern, which re-
sulted in excessive stress being placed on the needs of the
conventional battlefield, without considering the econo-
my and changes in geopolitical situation. The lack of these
consideration was accoutable for the failure or the delay of
many modernization programs, such as the Krab SP gun-
howitzer, the Loara SPAAG and the Gawron-Class corvette,
all initiated way back into 20th Century. Just a decade ago
many of the decision-makers were not yet ready to make
a lasting choice of the modernization guidelines, to take
the either-or choice of key projects. Principals sacrificed
the in-depth pursuing of the few chosen modernization
programs able to make a real progress, in order to pur-
sue the in-width concept initiating too many programs
while lacking money to continue them beyond their own
tenure. Even today many of the decision-makers havent
quite comprehended the necessity.
Trendsetting-wise, the most important time of the
Polish Armys recent history was the period of 19982003.
It was the time that the guidelines were forged and deci-
sions were made to shape the armed forces inventories for
years to come. At the threshold of the new Millenium, two
Polish Army development concepts clashed head-on: one
called for trim professional elite high-tech fighting force,
and the other continued the traditional concept of mass-
-army capable of long-term territorial defense in case of
a coming conflict. These two basically contradictory con-
cepts shaped the governments 19982012 Army Mod-
ernization Strategy, known as the Armia 2012 program.
This program called for retaining the peace-time army of
180 000 soldiers, with 50% professional Military People,
unfortunated, it only survived in this shape for a year, un-
til Poland joined NATO on March 12, 1999. Armia 2012
was another plan completely out of touch of reality of the
states economy.
From day one, the NATO accession upturned the
armed forces development planning including the tech-
nological modernization. Alliance commitments had to
be taken, by not only singling out units to operate within
the alliance but also by kitting them out to enable the in-
teroperability. The modernization focus changed consid-
erably. Central European terrain and climate ceased to be
main considerations, now replaced by the NATO Military
Objectives. In some a way, it was a return to the collective
way of planning only this time within NATO not the War-
saw Pact. The basic difference was, that unlike the Soviet
Union, the Alliance left the choice of commitments to the
member-states, and the organization was not forcing the
mass-armament programs which left national economies
in rubbles. Theres a flip-side to that policy, less wealthy
NATO members have to make a painful choice between
keeping up to Alliance commitments or their own, local,
and national programs.
Decisive Deal
After Poland joined NATO, the key decisions as to the
army technological modernization were reconsidered be-
tween 1999 and 2001. Again, as in the past, the in-width
concept won over the reason and against the financial
reality. The either-or concept was again rejected, even
though the outcome was plainly ridiculous the 1999
R&D budget of mere 195 million PLN was meant to finance
as many as 20 main national high-priority R&D projects!
Each branch of the service strived to retain as much as
possible of their own potential, completely ignoring the
integrated model. This was the period, when most stra-
tegic purchasing decisions were made, including the
most important, to finance the combat jet procurement
from outside the MoND budget. The Ministry was to par-
ticipate only in ground infrastructure preparation which
was also very costly. During that time the Wheeled APC
(KTO) program was shaped to re-equip just one brigade
Rosomak during expeditionary
deployment to Chad. These
became Polands main
expeditionary AFVs.
F-16D Block 52 + Jastrzb,
the largest and most expensive
Polish Army modernization
program.
30
of three mechanized battalions. Than since both of these
programs were used as a shining example of armys tech-
nological modernization efforts, as a part of the national
commitment to the NATO Military Objectives.
Crowning of this planning was the enactation of the
series of Parliament acts during spring and summer of
2001, including the Polish Armed Forces Restructuring
Antique C-130Es were
obtained within the FMF
assistance program.
Guszec a deeply modernized
W-3WA helicopter gunship.
Mi-24V Hind and Mi-17 Hip
helicopters were modernized
or at least updated in connection
with the Afghanistan mission.
and nations. As a NATO border state it might become an
objective of various threats, aimed not only at herself, but
also against other States of the Alliance.
This was not only a political declaration of a will to
deploy Polish Army in foreign operation under the flag
of NATO (not UN, as previously, and what immediate fu-
ture witnessed alongside US rather than the Alliance as
such), but also of a will to change the character, structure
and armament of the Army, to meet the commitments
dating from April 1999 Washington NATO Summit with
its Defense Capability Initiative and Alliance stressing the
crisis management. The change of the priorities, from
conventional battlefield in all-out conflict to the one of
foreign missions with the knowledge of Bosnia or Somalia
was declared long before the memorable attacks of 9/11
the Global War On Terror only sped things up, involv-
ing Poland into operations in Afghanistan (late 2001) and
invasion of Iraq (2003). Unfortunately, this happened way
too fast, before the Army was modernized enough to ful-
fill the new commitments efficiently. The intent of build-
ing an expeditionary army was further strengthened by
the so-called Prague Defense Capability Commitments
of 2002. Obviously, the commitment to organize such
units did not negated the basic objective of both the
NATO as such, and the member-states which always
was the defense of ones territorial integrity. On the other
hand, it was unrealistic to plan building two armies within
and Technological Modernization And Financing Act
(covering the reshaping of the Polish Army during the
20012006 period. Targets like a 150 000-strong fighting
force, 1/3 fully-compliant, also equipment-wise, with the
NATO requirements as of 2008. As of 2006 20% of the de-
fense spending slated towards R&D projects, technologi-
cal modernization of the Multi-role Combat Aircraft Pro-
curement Act. At the same time the MoND issued a White
Paper, for the first (and unfortunately the only) time in
its recent history of implementing the normal demo-
cratic procedures of (relative) transparency and openness
in informing the society about the current state of its
armed forces and plans for the future. In its vague sweep-
ing statement one could read a strategic willingness to
change the priorities which had to re-shape the tech-
nological modernization as well: Poland is not involved in
any action threatening any other state, nor does it deem
any other state its enemy. It is, however, taking into con-
sideration potential threats, existing object, sometimes in-
dependent of the political will and intentions of the states
31
32
one defense budget unfortunately choices were in-
evitable. Nevertheless, some generals and politicians not
only ignored it but openly contested it, as proved by the
20012006 modernization program guidelines to shelve
the modest modernization of the T-72 to the PT-91 stand-
ard in favor for an deep modernization to conform the
NATO standards. The concidential included a curious idea
of the re-armament T-72s with the 120 mm smooth-bore
cannon mounted in a new turret! First 50 of deeply mod-
ernized tanks were to be operational as of 2006, and the
objective of the program, with a price tag of several hun-
dred million PLN, was to equip one NATO-earmarked tank
brigade with two battalions (106) of these. The planning
of the armed forces technological modernization was still
unrealistic, the planners totally disregarded the economi-
cal situation and the cost-effectiveness of such measures
the only objective was to meet the commitments made
to NATO. Eventually the deep modernization program
was torpedoed by the German gift of a complete set of
equipment for a mechanized brigade, including Leopard
2A4 tanks. The gift was accepted, and the 10th Armored
Cavalry Brigade was reorganized to a German model, con-
forming the decision to remove the brigade from Polish
divisional structure and join the Bundeswehrs 7th Ar-
mored Division, as per February 2000 agreement. Through
this arrangement Poland got 128 used Leopard 2A4 MBTs
along with all other equipment for a brigade including
the M113 ACPs the total worth of which the MoND as-
sessed at 1.5 billion PLN.
The Leopard case was more than a one-off decision
to gain instant operational compatibility within multi-
national NATO division the Polish Navy blazed the
trail by accepting US missile frigate. On the other plane,
it was an indication mostly for economic reasons the
MoND would stray from the 90s paradigm of basing the
technological modernization solely on national industry.
The 1999 Compensation Agreement Act stipulated that
national defense industry would take a part in every
military procurement, involving foreign partners to fur-
ther the eventual privatization or at least to back-up the
modernization with foreign capital. Both of these variants
were successfully implemented with some of the largest
military procurement programs of the first decade of the
new Millenium, unfrotunately, the industry gained little or
nothing from such gifts.
The 10th Armored Cavalry Brigade re-armament was
a clear signal, that NATO-committed units have absolute
priority. The same situation of the KTO program, and the
Multirole Combat Plane (F-16s), the Medium Transport
Aircraft (CASA C-295Ms bought in August 2001) ensuring
that modernization programs for other units just withered
on a vine. This policy was never declared in public. In 2012,
a decade after, not by accident, the 10
th
Armored Cavalry
Brigade became a sole user of not only the Leopards, also
majority of the ZSU-23-4MP Biaa anti-aircraft gun/missile
systems (first announced in 2002), or the sole finished ve-
hicles of Loara or Kroton systems. Money was short not
only for the non-NATO declared troops. Polish politicians
were overzealous in taking commitments way beyond fi-
nancial, technical or training ability of the state e.g. the
initial statements took for granted, and such extravagan-
zas like keeping as much as 32 F-16s with logistic train in
NATO readiness, procurement of re-fuelling planes even
changing the caliber from Soviet 152 to NATO-standard
155 mm in the artillery took much more time than initially
predicted. With time, lack of money forced the army and
government to finally adopt the either-or concept, even
though unconsciously at first. Some projects were contin-
ued, and other hibernated, or dropped altogether, even
the high-priority NATO commitments.
During the first decade of the new Millenium higher
echelons of the military stubbornly kept to the overblown
peace-time numbers, refusing to accept the painful
choices, and bleeding the high-speed low-drag projects.
At the troop level this led to creation of the dual-speed
Army. The export units were equipped at the expense
of the hapless territorial troops. Logistic cadre units kept
for wartime, which became mere bled-out of empty
hulks. Even now, after the army got professionalized and
national Army times are over, dualism remained a some-
what smaller scale bearing witness to the power of con-
servative mind-set. This mind-set is a grave danger for the
technological modernization process by slowing it down
or cancelling in worst cases.
The Leopards taken into the inventory were used, and
so were the two ancient ex-American early Oliver Hazard
Perry-Class guided missile frigates (less missiles) taken
over by the Polish Navy in 2000 and 2002, as well as the
22 MiG-29 Fulcrums taken over from German Luftwaffe in
20032004 (only some of these were modernized, the rest
Much emphasis is recently being
put on individual equipment
modernization.
34
was just cannibalized for parts), and five ex-Norwegian 207
(Kobben)-Class submarines (20022004, of which one was
used as a training aid). Then came the C-130s, declared as
early as 2004 as C-130Ks, then reduced in 2005 to C-130Es,
of which the first materialized only in 2009, and the last
would arrive in 2012. All of these constituted the surplus
Army, as it was called by those opposed to taking such
gifts but without taking the surplus equipment, ambi-
tious Alliance commitments stood no chance of realiza-
tion in harsh economic reality. Ambitions were indeed
and 16 brand new in 20042006) were amended to 48 fac-
tory new delivered until the end of 2008. These were finally
met, but the implementation of the F-16 program (F-16C/D
Block 52 Advanced were chosen in late 2002, and the 3.5 bil-
lion USD worth contract signed in 2003) have revealed a ga-
ping rift in mentality and organizational ability between the
Polish Army and her new Western allies. The basic problem
was not in the aircraft, worth 44 million bucks a piece, but
in people, both pilots and ground personnel, in procedures,
which underlined the theoretically obvious complex-
ity of the technological modernization program. It takes
not the hardware alone to accomplish one but a healthy
combination of five basic factors: the purpose, the people,
the structure, the hardware and the logistics infrastructure.
In F-16s case, it all finally, somehow, mated together, and
now it ticks like a watch but the other salient moderniza-
tion program, the Rosomak KTO, still struggles to make the
ends meet.
The history of the KTO is a sad example how the lack
of comprehension hampers technological modernization
even if modern vehicle is being bought for a clearly stated
purpose. This program is inseparable from Polish presence
in NATO, the commitment to organize crisis reaction
force, and the American doctrine from turn of the cen-
turies, stressing key importance of highly-mobile mecha-
nized troops based on wheeled platform. Initially only 220
such vehicles were planned to be purchased for 1.3 billion
PLN, including 120 IFV variant (one brigade of three bat-
talions, 40 in each), but already in 2002 ambitious plans
were afoot to order as much as 400 IFV and 200 basic ve-
hicles, for as many as 10 mechanized battalions. Finally in
2003 a contract was signed for even more 690 vehicles
worth 4.9 billion PLN, of which 313 were to be delivered
as IFV, and the rest were ordered in basic configuration, to
be completed with their final equipment at a later date.
All of these were to be delivered between 2004 and 2013.
Theoretically, the basic configuration vehicles (chassis
with armored body, no turret or other superstructure)
were to be delivered under separate contracts, but this
left the whole program severely underestimated all the
more so, because the logistic support was neglected at
first. The Rosomak program was never realized in the initial
shape (no ATGMs were fitted, the 6x6 variant was dropped
along the way etc.), some points were implemented hap-
grand: Polish government declared to submit warships
to operate in blue waters, armored, mechanized and air-
mobile troops, whole squadrons of combat and transport
aviation etc. while maintaining enough troops to defend
the frontiers. The MoND never had such amount of mon-
ey. Taking these grants, and mustering FMF aid (2004 pur-
chase of the HMMWVs) would improve the situation just
a bit. The experience was mottled. Land Forces couldnt
complaint but the Air Force had dubious experience,
and the Navy, the largest recipient of surplus equipment,
was the worst-off. Even it wasnt the quality of the second-
hand ships, that mattered but it was the mind-set of the
decision-makers, who decided that the Navys needs were
thus taken care of, and money needed to finish expensive
naval development programs like 20012006 strategy
listed Gawron-Class corvettes, Kormoran-Class mine de-
stroyers, new submarine(s), and RBS-15 Mk3 anti-shipping
missiles could be better spent elsewhere. The MoND
never had enough money to finance all of these, and the
expectations that Poland would become a noticeable
blue water force were all false, from the day one.
The True Meaning of Technological Modernization
As previously mentioned, the worst problem that the
decision-makers faced was the false assessment of both
capabilities and reality as shown by both the 20012006
Strategy and the Airplane Act. The plans were utterly un-
realistic from Day One. Starting with time-line and so their
true value are not the detailed stipulation, but rather as
general guidelines, showing new trends and thats where
they succeeded. As for details, well, e.g. the Airplane Act was
amended several times, for the first time as early as March
2002, when initial 60 (!) F-16 (16 second-hand in 2003, 16, 12
Simulators are to play
an increasing role
in soldier training.
35
I
t is very hard to present a reliable forecast of the Polish Armys
technological modernization in a long run and it is nothing else
but the incompetence of both the uniformed and civilian decision-
makers to blame for that. The long-term plans are of course duly pre-
pared and endorsed, but in reality only short-term (12 years) plans
have any chance to be backed up with financing and become really
binding. Also, despite the ministry is planning defense expenditure
at the fixed rate of 1.95% GDP, as stipulated by law, in reality the ex-
penditure is lower. E.g. in 2008 defense spending was 1.67%, and in
2009 1.79%. Despite that the ministry keeps on announcing new
ambitious plans. E.g. last spring a joint meeting was held between the
MoND, the military and the defense industry, to discuss the questions
of present state and forecasts for the technological modernization of
the army. After a lot of grief from all sides, the MoND once again, as if
nothing happened so far, announced the LIFT airplane tender before
this year is out. Now the LIFT is a sensitive subject, and Air Force wants
them badly, not only because they are intended to play a significant
role in F-16 pilots training, but also because of the plans to burden
them with a role of a fighter-bomber to replace the rapidly-aging fleet
of Su-22 Fitters. Similar declarations were announced in 2010, and the
Air Force was very disappointed to have it scrapped. Then it was an-
nounced again in 2011 and as we are now entering the Q2 2012, still
nothing happened, expect for an announcement, that instead of the
LIFT, the ministry is now looking for just an advanced trainer, with no
strike capability.
At the same conference issues of the technological modernization
until 2018 were discussed, and the MoND reported on the current on-
going projects and their financing. According to the official statistics
the year 2010 proved very good for the army, the effects of the finan-
cial collapse of the defense budget in 2008/2009 were already pass-
ing by. In 2010 the capital expenditure absorbed 22.5% of the budget,
with 2011 forecast reaching 24.3%, and 2012 expectations were 26.3%
(in reality 24.4% this was cut down in late 2011 due to budget cuts.
The MoND budget for 2011 was 27.535 billion PLN, with 2012 forecast
of 29.3 billion (later to be reduced to 29.2 billion). The capital expendi-
ture of the 2010 was 5.725 billion PLN, with 6.562 billion estimated for
2011. The ministry representatives pointed to the rising expenditure
for the 14 leading technological modernization programs, identified
in the 20092014 Strategy. In 2010 these were to absorb 41% of all the
money left aside for technological modernization, estimated to rise to
58% in 2011 and break the 60% ceiling in 2012. The 2011 plans were
for purchase 51 Rosomak IFVs, 12 Rosomak WEM (armored medevac
ambulance) and 10 Rosomak in specialized variants.
The capital expenditure in 2009 was 4.44 billion PLN (incl. 3.408 bn
for technological modernization), with the above mentioned 5.725 bn
(4.571 bn for technological modernization) in 2010, 6.562 bn in 2011 (in-
cluding 5.1 bn for technological modernization), and the plans for 2012
were for 7.547 (5.998) billion PLN. Eventually, after budget cuts, the 2012
sum was reduced by over 560 million to 7.13 billion. For comparison,
the military retirement plan absorbed 6.5 billion in the same 2012, and
couldnt budge by a buck PLN). According to the last announcements
of the MoND officials, most of the money taken from the technological
modernization part of budget was expended for pay rises.
In summing up the 2010, the representative of the new Ordnance
Inspectorate reported, that of the 4.571 billion PLN expended for tech-
nological modernization, 71% was spent for direct purchasing, 9% for
modernization of the existing hardware, 9% for ammunition, 7 % for
repairs and only 4% for R&D work. For comparison, in 2011 it was: 65%
purchasing, 15% modernization, 9% repairs, 6% ammunition costs and
5% R&D. Again most of the money was expended on Rosomak pro-
gram as much as 46% of all purchasing money in 2010 with 7% for
the Navy, 7% for aerial defense, 9% for Spike ATGM, 22% for C4ISR digi-
tized command and control equipment, 9% on other projects. These
money gave the Army in 2010 further 62 Rosomak IFVs, 10 Rosomak
WEMs, 4 W-3 Sok helicopters modified to Guszec helicopter gun-
ships, 3 Liwiec radars, 33 modernized WR-40 Langusta multiple rocket
launchers, 33 Spike ATGM launchers with 350 missiles, 228 Grom MAN-
PADS missiles, single Odra and Gunica radar and EW systems. Contracts
were signed for Mi-17 helicopters and first aircraft were imported, sev-
eral other programs were contracted and started, to update Mi-24s,
MiG-29s, Mi-14s, modernize the AA missile systems etc.
In 2010 new command and control systems were to cost 509 mil-
lion PLN, with ICT systems for further 245 million. This means that the
ICT, communication as well as command-and-control systems became
one of the most sizeable expenditure figures for the Polish Army.
Within key programs of 20092018 further expenditure for aerial
defense systems development was planned at 2.5 billion PLN (half the
figure predicted in 2008 plan). This money is to cover the expenses of
the Poprad, Soa, Bystra, Piorun, Pilica, Biaa, programs, as well as further
modifications of the Osa and Newa systems all already known and
developed projects. The initial Poprad batch is already implemented,
but e.g. mobile Bystras and Piorun modules modified to take Grom
MANPADS are expected no sooner than mid-decade. A very wide
indeed C4ISR program (as many as 570 separate projects until 2018)
would have to make do with 2.8 billion PLN. The Naval modernization
programs planned to use 4.7 billion for purchasing one corvette, one
submarine, one mine destroyer, modernization of the Sassnitz-Class
missile boats, implementation of the Coastal Missile Battalion, refit the
frigates, Kobben-Class submarines, and Tarantul-Class missile boats,
as well as the training ship Navigator and Admiral Czernicki logistic
ship. Now the whole issue fell through, as the new minister decided
to scrap the refits of older ships and discontinue the construction of
the corvette. In UAV case 0.5 billion PLN was planned to buy 6 medium
range, 6 short range and 2 mini-UAVs. Of these the mini-UAVs and
2 Medium-UAVs were already purchased. In the helicopter program
the MoND deliberated purchasing 26 helicopters of 4 types: multi-pur-
pose utility (16), ASW, SAR and MEDEVAC (of which 7 would come to
the Navy and 3 to Air Force).
Modernization Challenges of the Polish Army
A Few Words on Financing
36
was in the 20012006 Strategy. Again, initially plans were
to buy not one, but two models of the ATGM and integrate
them not only with the KTO, but modernized Mi-24 Hind
attack helicopters as well. This plans never materialized
in the first decade of the new century, even though the
necessity to purchase another ATGM and modernize the
aging helicopters was repeatedly voiced in public forum.
The Spike-LR program itself, despite initial controversy as
to the real effectiveness in a Central European climate, so
different from the country of origin, was another success
and not only in original design, but also the degree of its
polonization and the rate of introduction into the inven-
tory of the Polish Army.
The Big Three of the 21
st
Centurys first decade mod-
ernization programs: the F-16, the Rosomak and the Spike
(with the addition of the C-295M program, with a price-
tag higher than the ATGMs and not forgetting the con-
stant acquisition of the command-and-control equip-
ment, as well as on-going communication programs) are
clear examples of chances and threats connected with
the technological modernization of the military. All three
merit the title of investment coups as they not only raise
the combat effectiveness in their areas, but also shape
the process of hardware acquisition for years to come.
Unfortunately, at the same time they also exemplify the
omissions of the decision-makers, who did not take into
consideration many important issues, without consider-
ing which even the most modern hardware could not
be employed rationally. The real cost of the investment
coups is much higher than just the price tag at the date
of signing, and it should be deliberated as early as in the
planning phase.
Nothing New Under The Sun
In the recent years the MoND presented several plans,
or rather amendments to, of the armys technological
modernization, each known under a grand name of Pro-
gram of Developing Armed Forces Capability for.... These
gone for 20032008, 20052010, 20072012, then in 2008
went one for 20092018, and now programs are being
prepared for 20132022 as well as a long-term develop-
ment plan.
hazardly especially the organizational structures, which
influenced the amount of specialized vehicles: the 2006
remotely-controlled weapon stations fiasco was the most
disturbing but far from unique example). Fortunately
for the Polish Army, the purpose of these vehicles was
stated clearly, the hardware was highly successful, and
it still has a large potential for modernization. After just
a few years it became a tangible proof of the Polish Armys
expeditionary potential as well as the cornerstone of the
whole technological modernization process of the Tank-
Automotive Command. Although unaware of the fact
initially, the 20012003 decision sealed the choice of the
new IFV for the army even though the basic platform for
the mechanized troops remained the tracked one, even-
tually. Another unintentional advantage was the raising of
the contracted amount of vehicles from 220 to 690, which
converted it from a limited purchase into a fully blown
investment coup.
As if overshadowed by these two giant contract, late
2003 have seen another contract signing, worth formal-
ly 1.5 billion PLN, for 264 launchers and 2675 Spike-LR
ATGMs. This came as no surprise either, announced as it
The largest modernization
challenge today is the acquisition
of the new anti-aircraft missile
systems. These photos (this one
and next two) show a digitized
Neva system but even such
ultra-modern launchers still
shoot the missiles manufactured
a quarter century ago, when the
USSR was still going strong.
12,7 mm Tor heavy sniper rifle
is the pride and joy
of the Tarnws OBRSM.
37
In 2009 a plan already cut-down due to economical
crisis was announced of the main investments coups
in technological modernization. According to it, the main
effort was to be concentrated on 5 Main Programs:
Anti-Aircraft and Missile Defense,
Battlefield and Support Helicopters,
Navy Modernization Program,
Integrated Command Support Systems and C4ISR Bat-

ready done 5 additional W-3 Sok helicopters were or-

dered]. Creation of the Special Operations Flight in Powidz.
Intensifying the Naval Modernization Effort. Resolution of the
Gawron-Class Corvette program [already done program
to be scrapped]. Continuation of the efforts to replace obso-
lete armament and modernize the rest. Furthering the coop-
eration with the national defense industry toward optimizing
the use made of its potential in the process of development of
the Armed Forces capability.
Unfortunately, compared with the 20012006 Strate-
gy, theres nothing really new there, no new trends or stra-
tegic development directions. The decade-old decisions
still govern all the technological modernization efforts, in-
cluding new programs, like building of the national aerial
defense system. The MoND budget would carry nothing
more than direct defense and short-range missiles pro-
curement, as a result limited aerial defense modernization
goes on for a long time. During the last decade, until 2010,
as many as 320 Grom MANPADS launchers and 1400 mis-
siles were bought, along with modernization of the 25
Osa-P SPAAM systems, purchasing of 80 gun/missile ZUR-
23-2KG systems of various configuration, as well as mod-
ernizing ten ZSU-23-4 Shilka SPAAGs to ZSU-23-4MP Biaa
standard and various R&D projects, including the Poprad.
The same goes for reconnaissance assets, command and
battlefield situation imaging systems (except maybe for
the drone capability, overlooked a decade ago). Even the
idea of the so-called Costal Missile Battalion (contracted in
December 2008, then expanded) is rooted deeply in the
concepts voiced in late 90s. No one even attempts to call
Krab or Langusta program novel, or to take into consid-
eration the amount of modernization it undergone in the
meantime. There are several relatively new programs, like
the Tytan, and many hopes will be pinned, but this line-up
of actions contains no strategic keystone idea. Theres sim-
tlefield Situation Imaging,
Reconnaissance and Strike-Reconnaissance Drones,
and 9 Specialist Programs:
Tytan Individual Armament and Gear Development
Program (Future Soldier-Class),
Trainers and Simulators,
LIFT (Lead-In Fighter-Trainer) Aircraft,
M-28 Light Transport Aircraft,
122 mm WR-40 Langusta Multiple Launcher Rocket
System,
155 mm Krab and Kryl Gun-Howitzers,
Homar Heavy MLRS,
Spike ATGM,
Rosomak Combat Platform.
Theoretically, this program was the law of the land un-
til 2011, when it got revised coinciding with the change of
the defense minister. According to the recent annuncia-
tions, the MoND technological modernization priorities
are now:
data system modernization,
Anti-Aircraft (incl. Anti-Missile) Defense,
acquiring High Mobility Capability for all branches,
and logistical self-reliance, and the ability to act in all
planes: land, air, sea, electronic and cyberspace,
assuring interoperability in both national and Alliance
dimension,
acquiring drone aircraft capability as a highest priority.
Other tasks include: On-going analysis and corrections,
of the technological modernization programs from the
standpoint of program rationality and acquiring expected
capabilities in Armed Forces, if applicable. Preparation of
the National Armor Plan within the High Mobility Capability
development. Preparation of the Advanced Training Aircraft.
Acquiring further transport aircraft for the Armed Forces.
Preparation of the tender for Medium Multirole Helicopters.
Acquiring VIP transport helicopters for the 1
st
Airlift Base [al-

ply too much projects and not enough money. It is a dan-

gerous attempt at petrification of the pathologies of the
past, the two-speeds army, and the in-width progress.
Over a decade ago, Poland spawned a technological
modernization plan, which erred in estimating the peace-
time numbers of the Polish Army at as much as 150 000
people, have clearly indicated the direction of changes.
The authors were aware that lack of means and excess of
challenges would willy-nilly channelize the generations
exchange in armament and military equipment to certain
areas. With the subsequent amendments the 20012006
The names of rockets
Poland use are 5W27D
and 5W27U.
Neva System
fire direction centre.
38
Strategy indicated key of developmental programs, pre-
ferred even at the expense of the innovative, but second-
rate strategy-wise ones (Loara, Gawron). Although not free
from false assumptions and furthering the two-speed
army concept, the 19992003 development programs
have effectively shaped the technological modernization
outlook as far as 20122014, when the last financial com-
mitments of the KTO or Spike programs would we served
even though the necessity of their follow-up is voiced.
The number of Rosomaks is to rise towards the goal of
800 to equip 23 brigades with their IFV variant. Unfor-
tunately after year 2003 contract-studded because of the
strategic decisions made at the turn of the century, the
subsequent years were much more modest in techno-
logical modernization of decision-making. This was could
not be explained by objective financial difficulties alone.
Also faulty planning, incompetence, vague reasoning, but
first and foremost lack of decidedness, were to blame
for these.
The fate of two strategic effort projects, declared in
2005 is the epitome of the problem. The National Helicop-
ter Program forcibly-connected to the elements of the
earlier programs: introduction of the SW-4 Pogoria light
helicopter, modernization of the W-3 Sok to Guszec
helicopter gunship, as well as modernization or at least
updating of the Mi-24 Hind gunship and seeking a new
transport helicopter to replace the countrys aging Mi-8s/
Mi-17s Hip fleet. Another was the Iraqi-influenced Light
Patrol Armored Car (LOSP) program, aimed at purchasing
an Army equivalent of the Military Polices 2005-procured
Dzik-2/Gucio armored cars. Both were hailed maximum-
effort high-priority projects, both were put in spotlight
over the years and both withered on the vine, with LOSP
making incompetent military a laughing stock of all na-
tion, and National Helicopter Program exploding back
into a hail of separate programs, making continuous but
unspectacular progress ever since. The MoND contracted
24 SW-4 Puszczyk light helicopters in December 2006, de-
livered by 2010, and bought at the same time 7 sec-
ond-hand Mi-17s as an interim solution of the airlift capa-
bility in view of the Afghani mission. Later on several new
W-3 Soks were bought (although in basic configuration)
and 5 more Mi-17s were procured (not without difficulties)
in 2010. These were imported as late as early 2011, even
though initially they were to get to Afghanistan (modern-
ized, up-armored, and avionics up-dated) by 2010. Finally
four Guszec gunship variants of the W-3 were purchased
(four more are now contracted). The hard core of the Na-
tional Helicopter Program was the modernization of the
Mi-24 Hinds, marked as urgently needed as early as in
the 20012006 Strategy fell-through altogether, as were
the alternative projects of purchasing new gunships from
abroad or finding other way to obtain the newly-manu-
factured modern attack helicopter. All efforts failed in this
vital area, while the decision-makers strived to secure at-
tack capability to the expeditionary forces in a haphazard
way, lacking systematic, thought-out guideline and that
in an area clearly marked as vital, high-priority, sensi-
tive and otherwise by each and every consecutive set of
decision-makers.
There were other failed attempts at intensifying the
modernization process or opening new fronts in the
latter half of the first decade of the new Millenium. The
only moderately successful was the reconnaissance
capability by acquiring the drone aircraft. The first mini-
UAVs in Poland were Israeli Orbiters, purchased by the
GROM Special Forces unit in 2005, followed by several
more in 2007 for the Army, but it was only in 2010 that
the process got intensified enough to improve the ca-
pability in a sizeable way.
Another slow but steady process is the personal equip-
ment reform, shaped and constantly improved by the
experiences from the expeditionary deployments. The
recognition given to the progress in these two elements,
reconnaissance and personal equipment, might consti-
tute the single most important input into the army tech-
nological modernization process in the recent years. Even
these, however, were not accompanied by truly strategic
investments.
It seems that the Polish Army needs another New
Opening in strategic sense, one of proportions compa-
rable to 19992001 scale of change. That same goes for
technological modification. The Strategic Defense Review
prepared by the MoNDs Transformation Department
offers an incentive for that. This time, as previously, the
analysis have offered the decision-makers an alternative
path, of the moder Army smaller, built along the either-or
lines, opposed to a conservative two-speed military, with
a vision of buying one naval ship per decade in each type
and keeping to the priority of peace-time numbers at the
expense of real efficiency.
Unfortunately, the former minister sided with the Gen-
eral Staff and opted for conservative solutions, opposing
the ones proposed by the analysts. This may change, how-
ever, with the change of the minister and in connection
with the new 20132022 Army Development Strategy
being under construction right now. n
Main Polish Army Hardware Acquisitions in 20012010:
48 F-16 C/D Block 52 + multirole combat aircraft with equipment;
22 MiG-29 Fulcrum fighter aircraft (donated; some cannibalized for spares);
12 CASA C-295M medium transport aircraft;
15 PZL M-28 light transport aircraft (new contract for 8 pending);
24 SW-4 light training helicopters;
12 Mi-17 Hip transport helicopters;
3 C-130 transport aircraft;
1 Guided Missile Frigate (donated);
5 KobbenClass submarines (donated);
128 Leopard 2A4 Main Battle Tanks (donated);
339 Rosomak Wheeled Armored Carriers, inc. 233 in Infantry Fighting Vehicle
variant;
44 000 caliber 5.56-mm Beryl assault rifles and 7000 Mini Beryl automatic
carbines;
10 ZSU-23-4MP Biaa Self-Propelled Anti-Aircraft Gun/Missile systems (modi-
fication of existing vehicles);
- 77 anti-aircraft caliber 23-mm ZUR-23-2KG (TG, T) twin cannon/missile sys-
tems;
48 WR-40 Langusta Multiple Launcher Rocket Systems (modernized from
existing BM-21 launchers);
321 Grom man-portable aerial defense system (MANPADS) launchers with
1370 missiles;
193 Spike anti-tank guided missile (ATGM) launchers with 1495 missiles.
Altogether, during 2001-2010 the former Department of Armed Forces Sup-
plies in MoND held over 3800 tenders of the combined worth of supplied ma-
teriel nearing 25 billion PLN.

Photos: Piotr Prymlewicz,

MON, Jarosaw Winiewski,
Norbert Bczyk.
40
European Defense Octopus
Hubert Krlikowski
Zbigniew Skrzyski
T
he member states have added the No.10 Protocol
on Permanent Structured Cooperation to the Lis-
bon Treaty. This document states, that permanent
structured cooperation, referred to in Art. 42(6) 6 TEU
and shall be open to any Member State, No.10 Proto-
col which undertakes, from the date of entry into force
of the Treaty of Lisbon, to proceed more intensively to
develop its defense capacities through the develop-
ment of its national contributions and participation,
where appropriate, in multinational forces, in the main
European equipment programs, and in the activity of
the Agency in the field of defense capabilities develop-
ment, research, acquisition and armaments (EDA). To
achieve these objectives, Member States participating
in permanent structured cooperation shall undertake
to cooperate, with a view to achieving approved objec-
tives concerning the level of investment expenditure on
defense equipment, and to bring their defense systems
into line with each other as far as possible, particularly
by harmonizing the identification of their military needs,
by pooling and, where appropriate, specializing their
defense means and capabilities, as well as to take part,
in the development of major joint or European equip-
ment programs in the framework of the EDA.
The Agency was established by Joint Action 2004/551/
CFSP
2)
, to further the Council efforts aimed at developing
defense capabilities in the field of crisis management, and
maintaining Common Foreign and Security Policy (CFSP)
as it stands now and develops in the future. It is also pro-
moting and enhancing European armaments coopera-
tion, strengthening the European defense industrial and
technological base by all means appropriate. The Agency
also takes a part in shaping the European policy pertain-
ing defense capabilities and armament. The Lisbon Trea-
tys entry into force enhanced the EDAs coordination and
strategy-planning roles. The Joint Action 2004/551/CFSP
was amended accordingly by Council Decision 2011/411/
CFSP
3)
. The Agencys charter states that it shall have task to
contribute to identify the Member States military capabil-
ity objectives and evaluating observance of the capability
commitments given by the Member States. It promotes
the harmonization of operational needs and the adoption
of effective, compatible procurement methods. The EDA
shall propose multilateral projects to fulfill the objectives
in terms of military capabilities, ensure coordination of
the programs implemented by the Member States. It also
supports defense technology research, coordinates, and
plans joint research activities and the study of technical
The role of the European Union (EU) in defense cooperation keeps on growing along
with the strengthening of the common security and defense policy. The EUs role in defense cooperation
is finally beginning to shape according to its aspirations. This shape has become one of the basic
challenges set by the Lisbon Treaty
1)
. In other words, the Treaty has gradually directed EU to create
a common defense policy visible and effective on the international scene. The Treaty includes clauses
pertaining to security and defense cooperation (Art. 42(6) and Art. 46 Treaty on European Union (TEU)
as well as the Solidarity Clause (Art. 222 Treaty on Functioning of European Union (TFEU) and clauses
on mutual assistance in case of armed attack against the member-state (Art. 42(7) TEU).
EDA is intensively cooperating
with European Space Agency.
One of the main projects
is Eumetsat meteorological
satellite.
41
solutions meeting future operational needs. In its activi-
ties the Agency also contributes identify and to imple-
ment any useful measure for strengthening the industrial
and technological base of the defense sector and for im-
proving the effectiveness of military expenditure.
In order to perform its functions and attain its objec-
tives the Agency is given full legal personality extending
to the ability of be a party to contracts and agreements,
as well as functioning in an external capability. The Agen-
cy should develop close working relations with exist-
ing arrangements, groupings and organizations such as
the Organisation Conjointe de Coopration en matire
dArmement (OCCAR) and the European Space Agency
(ESA), as well as the bodies of the North Atlantic Treaty
Organization (NATO).
The Head of the Agency shall be responsible for the
negotiation of administrative arrangements with third
countries and other organizations, groupings or enti-
ties in accordance with directives given by the Steer-
ing Board, taken by qualified majority. The Head of the
Agency shall convene and chair the Steering Boards
meetings. The Steering Board may meet in specific com-
positions such as National Armament Directors, Capa-
bility Directors, Research &Technology Directors or De-
fense Policy Directors. The Steering Board may decide to
invite, on matters of common interest: the Heads/Chairs
of other arrangements, groupings or organizations
whose work is relevant to that of the Agency, as well
as OCCAR, ESA and NATO. The Steering Board shall ap-
prove the establishment within the Agency of projects
or programs, shall approve any recommendation to
the Council or the European Commission, and shall
conclude the administrative arrangement between the
Agency and third parties, as well as any other decisions
aimed at fulfilling the Agencys mission.
The EU through the EDA builds its strategic non-de-
pendence in order to meet the defense challenges in
appropriate manner. EDA shall identify operational re-
quirements, shall promote measures to satisfy those re-
quirements, shall contribute to identify and, where appro-
priate, implement any measure needed to strengthen the
industrial and technological base of the defense sector,
shall participate in defining a European capabilities and
armaments policy, and shall assist the Council in evalu-
ating the improvement of military capabilities. The EDA
creates opportunity to harmonize the common political
goals with proper international organizations. This coop-
eration enables the EDA to gather adequate data, prepare
assessments and analysis in order to work out common
solutions in implementing the EU actions. This serves to
avoid duplication of the organizations agendas in order
to undertake decisive and unified efforts.
According to the EU, enhancing the degree of mu-
tual dependence among the member-states and build-
ing a truly comprehensive approach based on fully-in-
tegrated defense capabilities are mandatory for creating
a truly credible security policy. Only credible, reliable
and readily accessible military capability can become
a sine-qua-non condition of the autonomous common
security and defense policy. To further that goal, the
EDA is taking care to ensure that the defense programs
are not doubling themselves within the EU, to avoid
fragmentation of the industrial and technological base
of the defense sector.
The Lisbon Treaty puts emphasis on strengthening of
the EUs defense capability, promoting the R&D efforts and
development of the common European Defense Market.
The utilization of the Lisbon Treaty potential within com-
mon defense policy necessitates creation of the proper
institutional framework to assist in building the military
capability and working out a progressive framework with-
in the EUs defense policy. The institutional framework
addressed here is first of all the central role of the EDA,
creating a network of cooperation in defense matter with
other international organizations
4)
.
EDAOCCAR relations
Article 8 of the EDA Statute defined by Council Deci-
sion 2011/411/CFSP of July 12, 2011, stipulates that the
EDA should develop close working relations with OCCAR.
Further competence for the EDA to cooperate with OC-
CAR result from Chapter VI, entitled Relations with Third
Countries, Organizations and Entities. Its Article 24 Ad-
ministrative Arrangements and Other Matters says that
for the purpose of fulfilling its mission, the Agency may
enter into administrative arrangements with international
organizations and entities. Further on relevant elements
of OCCAR are specifically enumerated by name as one of
such, which the Agency shall cooperate with a view to
incorporat those elements or assimilat their principles
and practices in due course, as appropriate and by mutual
agreement.
The OCCAR is an European inter-governmental orga-
nization which facilitates and manages collaborative ar-
mament programs between the member nations. It was
Transport aircraft A400M is
a good example of the European
defense industries cooperation.
It is managed by OCCAR.
OCCAR is not EDAa competitor,
its main focus is to increase
competitiveness and cooperation
of the European defense
programs and other activities
aimed at creating European
defense market.
42
defense programs to ensure their effective development.
Both organizations work on the assumption that proper
program management is the key to success in implemen-
tation of their cooperative goals. Both undertake shared
actions aimed specifically at the development of the Euro-
pean defense industry. The OCCAR is coordinating arma-
ment programs assigned to it by the member-states. Its
tasks are: management of current and future cooperative
programs, which may include configuration control and
in-service support, as well as research activities, prepara-
tion of common technical specifications for the develop-
ment and procurement of jointly defined equipment, as
well as coordination of national decisions concerning the
common industrial base and common technologies.
The EDA and the OCCAR decided that their cooperation
should be formalized by an administrative agreement. By
entering one of the agrements, both organization would
be able to join their forces for common management of
the defense projects aimed at promoting European de-
fense capability. Many programs and other projects fur-
thering these goals are discussed at the EDA forum.
On the OCCAR tenth anniversary in 2011 in the or-
ganizations headquarter in Bonn, the EDAs current Chief
Executive Madame Claude-France Arnould, emphasized
the importance of the achievements of the OCCAR and
addressed the cooperation between both organizations.
She reminded that it was the EU Council gave the man-
date for this agreement. The EDA and the OCCAR are able
to propose innovative ways to support the European de-
fense effort in order to maximize the effectiveness of the
military spending. According to the EDA Chief Executive,
agreed to be established during the Baden-Baden Fran-
co-German summit on December 7, 1995, when these
countries went forward with an initiative to establish an
organization charged with consolidation of the European
defense industries. On November 12, 1996, at a Defense
Ministers conference in Strasbourg, France and Germany
have established the Organization for Joint Armament
Cooperation, known under the acronym of its French-lan-
guage name as OCCAR. The purpose of two states was
further the cause of European non-dependence on Amer-
ica in defense manufacturing by increasing the competi-
tiveness of the European defense industry and increase
the development of its technological and industrial base.
These goals were written in the convention signed in
Farnborough
5)
on September 9, 1998, which entered into
force on January 28, 2001, after the initial four member-
states parliaments have ratified it. Currently six nations
have joined the OCCAR: Belgium, France, Germany, the
United Kingdom, Italy and Spain. Other countries, like
Finland, Luxembourg, Netherlands, Poland, Sweden and
Turkey are also involved in OCCAR-led cooperation effort.
According to the OCCAR Convention, it is to support
competitiveness of the defense equipment manufacturing,
coordinate the European armament programs, and further
the creation of the European Defense Market. Its main pur-
pose is however to create clear and transparent procedures
of managing the shared armament programs. The OCCAR
is not competing with the EDA; however, because at the
moment of its establishment, the Agency have taken over
most of the OCCAR competence in the matter.
The OCCAR is currently managing the following seven
main programs:
Airbus A400M (tactical and strategic airlift),
Boxer MRAV (multi role armored vehicle),
Cobra (Counter Battery Radar),
ESSOR (European Software Defined Radio),
Eurocopter Tiger (helicopter).
FREMM (Multimission frigates),
FSAF / PAAMS munition (surface-to-air anti-missile system).
At the very moment the EDA has created working rela-
tions with OCCAR based on the Agencys establishment in
2004, and took a part in implementing of the European

German-Dutch Boxer Multi-Role

Armored Vehicle Program was
also managed by OCCAR.
German Boxers were deployed
to Afghanistan last year.
Cobra (Counter Battery Radar)
3-D Phased Array Radar
is another example of
the European defense program.
43
the partnership between the two is not only natural but
necessary, by enabling the synergy and mutual gains. In
the framework of the cooperation, the EDA is responsible
for identifying the EUs future defense capability require-
ments, utilizing the Capability Development Mechanism
(CDM). The EDA is able to support the OCCAR effort for
implementing the important European defense programs
by establishing developmental priorities of defense tech-
nologies. Both organizations are cooperating comple-
mentarily, as a uniform body connecting two equal part-
ners, acting within their own competences. The current
disposition of tasks favors the EDA, as a political postulat-
ing body, generating tasks and guidelines concerning the
EUs defense capability development. It occurs that in the
longer perspective the OCCAR would eventually be incor-
porated and taken over by the broader-scoped EDA. As for
now, the OCCAR and EDA remain fully autonomous. These
organizations are playing a vital role, especially through
their experience in managing the multi-national defense
programs, and as a catalyst in creating the so-called trans-
border European defense industrial centers.
EDAESA relations
The same Article 8 of the EDA statute defined by Coun-
cil Decision 2011/411/CFSP of July 12, 2011, stipulates
that the EDA should develop close working relations with
the ESA, the ESA. Agency is an intergovernmental organi-
zation established by Convention signed in Paris on May
30, 1975. 18 countries are currently members of the ESA,
with further 13 applying for membership. The purpose
of the ESA is to provide for, and to promote cooperation
among European states in space research and technol-
ogy also in their space applications, with a view to their
being used for scientific purposes and for operational
space applications systems. The ESA is elaborating and
implementing a long-term European space policy, coor-
dinating European space program, as well as elaborating
and implementing the industrial policy appropriate to its
program, by recommending a coherent industrial policy
to the member states.
The ESA purpose is being implemented by pursuing
the main programs. This activity is mandatory for the
member states. These programs involve space research
and construction of hardware used in such research, tech-
nological research. In addition complimentary programs
are being pursued, including the development of the Eu-
ropean launch rocket and space technology projects. The
ESA is not involved, though, in operational activity, which
has been taken over by the commercial companies of the
space sector: Arianespace (the Ariane rocket launches),
Eutelsat (European telecommunication satellites) and
Eumetsat (European meteorological satellites).
One of the ESAs goals is to further the effective in-
dustrial policy and to support the European technology
and industrial base. The industrial policy inspired by the
ESA enables implementing its contracts by the European
companies. The ESAs activities build the European space
potential. Right now it encompasses the launch system
and satellite systems, able to satisfy the European-formu-
lated requirements. Thanks to ESA, has been established
a strong and competitive space industry, fully capable
of satisfying the European demand for space-based ap-
plications. This gives Europe a total independaence in
space operations, an important area of activity capable
of bringing measurable benefits including those in the
defense sector. The EDA and the ESA have based their re-
lationship on administrative agreement signed on June
20, 2011 in Paris. The cooperation enables to identify the
areas, concerning space industry, which are important to
the common defense and security policy. The knowledge
swapped between the ESA and the EDA would be used
during EUs military missions. Satellite-based telecom-
munication and data transfer are the main area, where
the need occurs to share the potential during the mili-
tary operations or crisis-management. This necessitates
actions being taken to provide assistance for the critical
infrastructures of the EU member states in both military
and civilian planes.
The European Commission and the External Action
Service of the EU deem the EDA-ESA cooperation crucial for
their activities. Thats why the Political and Security Commit-
tee is deeply involved into creating the civilian and military
crisis-management requirements for space capabilities.
Area of potential the EDA-ESA cooperation are the Un-
manned Aircraft Systems, UAS. Here the ESA and the EDA
have inspired a 1.2 billion project, to showcase the advan-
tages of the outer space-based services covering airspace
... and Italian fleet.
OCCAR is managing FREMM
frigate program ( single navy
program ), which have started
to be introduced to French...
44
unmanned users requirements by providing them the
use of the satellite communication support and to iden-
tify the problems involved. The tender invitation is to be
announced in early 2012. This contract would be the first
jointly-financed enterprise initiated by the ESA and the
EDA since the signing of the administrative agreement
on June 2011. The ESA took upon itself the UAS feasibil-
ity study, while the EDA undertook the AIR4ALL
6)
initiative
including the support actions. The 2011 administrative
agreement provides framework to exchange personnel
and to facilitate and pursue specific projects between the
two agencies. The agreement also identifies joint-action
The NATO transformation towards dynamic military
and political potential demands decisive commitment
in defense cooperation area. The NATO is searching for
solutions enabling it to pursue the efficient implementa-
tion of the Treaty stipulations. Defense investment coop-
eration and development of the modern technologies are
right directions for the future of the Alliance. It should be
emphasized here, 75% of member states are at the same
time committed to implement the Lisbon Treaty goals.
All EU member states (except Denmark) plus Norway take
active participation in the EDA programs and projects
7)
.
For the EDA, cooperation with the NATO and its bodies
in the defense capabilities development is crucial
8)
. Intro-
duction of the coherent Defense Capability Mechanism
was decided based on the cooperation between the two
organizations. The purpose of the EDA cooperation with
the NATO is gaining access to proven system solutions
in the defense area: ensuring the interoperability, ac-
cess to supplies (airlift capability), implementation of the
R&D work on chemical , biological, radiology and nuclear
WMD. The EDA together with NATO would prevent the ex-
cessive standardization, poised to hamper the innovation
in research work. The defense procurement should strive
towards ensuring the gains and must be directed towards
lower prices. The EDA and the NATO are mutually comple-
mentary and can be cooperated in many areas.
The EDA also cooperates with the NATOs Maintenance
and Supply Agency, the NAMSA, which is an executive
body of the NATOs Maintenance and Supply Organiza-
tion, the NAMSO. The NAMSAs aim is to provide logistical
support needed to maintain armament and equipment
systems shared by the NATO member states. The other
goal of the NAMSO is to promote and manage the con-
solidated defense procurement in the areas of supply,
servicing, transport and military engineering. The NAMSA
has a considerable experience in organizing international
tenders for the armament and military equipment or the
servicing agreements. One of the potential avenues of
cooperation is the NAMSA involvement into the EDAs
defense programs. The scope of cooperation between
the EDA and the NAMSA encompasses among others, by
processing data concerning armament and equipment
acquisitions. The EDA is interested in acquiring data on
requests in defense procurement.
The EDA is interested also in cooperation with the Re-
search and Technology Organization, the main Alliance
areas, like satellite surveillance and reconnaissance for
both civilian and military purposes, as well developing
the dual-use technologies.
EDANATOs bodies relations
Article 24 of the Chapter VI of the European Defense
Agency Statute defined by Council Decision 2011/411/CFSP
of July 12, 2011, stipulates that for the purpose of fulfilling
its mission, the Agency may enter into administrative ar-
rangements with other organizations, while subsequent
provisions stipulate that the relations between the EDA
and NATO, although defined through an administrative
arrangement, shall be in full compliance with the estab-
lished framework of cooperation and consultation be-
tween the EU and NATO.
Thanks to the FSAF/PAAMS
programs, French, Italian
and British Air Forces
and Navies are going to receive
capabilities to fight with
all aerial threats including
tactical ballistic missiles.
Tiger helicopter, which has
been build thanks to European
cooperation, can be also named
as an export success.
45
processing systems. Another area where the EDA seeks
cooperation with the NATO is the standardization, and its
governing the Alliance body, the NATOs Standardization
Organization (NSO). The executive branch of the NSO is
the NATO Standardization Agency, the NSA. As an auxiliary
body of the Alliance, the NSO is responsible for all mat-
ters concerning harmonization and coordination of all the
standardization efforts of the NATO member states. The
NSA has the right to initiate, support and govern stand-
ardization efforts in the NATO in order to further the inter-
operability and defense capability of the Alliance. The EDA
makes use of the NSAs experience concerning it impor-
tant and proven. It is also an important partner in standard
preparation, whose standards are already functioning in
the all of the EU member states.
In conclusion, let us remind that the EDA was estab-
lished while the EU member states were struggling with
defense budget problems, caused by the mounting costs
of the R&D of the new defense technologies. That was
why the EDAs main task were to support the EU-wide co-
operation in armament and military equipment programs,
promote R&D work in strategic security (not only defense)
technologies, and creating a competitive defense market.
The other missions were important too, and connected
within as they concern defense capability and R&D work.
It is indispensable then to create permanent and real co-
operation with the other European and Euro-Atlantic or-
ganizations the tentacles of cooperation must be strong
enough to ensure that the common security and defense
policy would not remain only as many empty words. n
1) B. Angelet, I. Vrailas, European Defence in the wake of the Lisbon Treaty, Egmont Paper 21, May 2008,
Brussels, Belgium.
2) Council Joint Action 2004/551/CFSP of July 12, 2004 on the establishment of the European Defense Agen-
cy, Official Journal of the European Union (17.7.2004), L 245/17.
3) Compare Council Decision 2011/411/CFSP of 12 July 2011 defining the statute, seat and operational rules
of the European Defense Agency and repealing Joint Action 2004/551/CFSP, L 183/16 Official Journal of
the European Union 13.7.2011.
4) See The European Defense Agencys relationship with others bodies Committee 5 Session Europenne
des Responsables dArmement SERA 16, Quels dfis pour lagence europenne darmement et de recherche
stratgique?, Centre des Hautes tudes de lArmement, cole Militaire, Paris.
5) See Convention on the establishment of the organization for joint armament cooperation (Organisation
Conjointe de Cooperation en matiere dArmement) OCCAR.
6) Air4All is a consortium cooperating with EDA and interested member-states to develop common strategy
for continuous integration of the UAS within the framework of the general aviation traffic. Members of the
consortium are: Alenia Aeronautica, BAE Systems, Dassault Aviation, Diehl BGT Defence, EADS CASA, EADS
Defence & Security Germany, Selex Galileo, QinetiQ, Rheinmetall Defence Electronics, SAAB AB, Sagem
Defence Systems and THALES.
7) More: http://www.nato.int/docu/review/2010/Lisbon-Summit/NATO-EDA/PL/index.htm.
8) See What do Europeans want from NATO?, EU Institute for Security Studies, (Raport Nr 8, Nov. 2010).
body governing the military R&D problems. The RTO sup-
ports the information exchange, as well as initiates and
supports long-term research projects, and provides con-
sulting in all modern defense technology development-
related matters for all the NATOs bodies. The main RTOs
method is to partake in defense R&D projects concerning
modern technology. The EDA, with its concepts of creat-
ing new defense R&D programs is interested in sharing
the RTOs vast experience in the area. The EDA and the
RTO can share concepts and introduce a mechanism to
exchange experts. The RTO is widely involved in research
and technologies so if the EDA positions itself as the
main European coordinator of the research and defence
technologies for the EU, cooperation with RTO should be
mutually profiting. Another NATO body for the EDA to co-
operate is the NATO Consultation, Command and Control
Agency (NC3A), itself a part of the NATO Consultation,
Command and Coordination Organization, the NC3O. The
NC3A is one of the most important NATO agencies, focused
on functioning of the Alliances communication and data
processing concerning the planning and R&D activities,
including some of the C3 functions. Its activity strength-
ens the ability of the NATO to execute the crisis-manage-
ment tasks, while at the same time retaining its capability
for mutual defense. The EDAs goal is to intensify the coop-
eration and information exchange, as well as strengthen-
ing of the mutual dependence of the two organizations.
The NC3A acquires and implements assigned projects,
as well as providing scientific and technical consultancy
to the interested parties, including the EDA, in matters
concerning operations research, observation, com-
mand, aerial control, as well as communication and data
Thanks to the Ariane rockets,
European countries are going
to achieve capabilities to send
satellites (including military ones)
into the orbit. gram.
Communication satellites
Eutelsat are providing satellite
connections also for a couple of
European armed forces.
Photographs: OCCAR, Airbus Military, DCNS, MBDA, Eurocopter, Arianespace, Eutelsat, Eumetsat.
46
Not only Armed Forces Norbert Boczyk
I
f statistics is considered, the Armed Forces of the Ministry
of National Defense are not the biggest armed formation
in Poland. The most numerous is the State Police of the
Ministry of Internal Affairs. The authorized strength of the
Polish Armed Forces is 100,000 professional servicemen
and the authorized strength of the National Reserve Force
is 20,000 reservists. The authorized strength of the State Po-
lice is 102,000. However, the National Reserve Force is not
the permanent formation, it groups reservists, who are in
fact civilians. Furthermore, till today only half of the National
Reserve Force has been assembled. Additionally the Armed
Forces are not up to the authorized strength of the 100,000
men, for example in 2011 many servicemen resigned form
active duty. The real strength of the State Police at the be-
ginning of 2012 was 97,421 out of the 102,000 authorized
strength. That is not all, 23,000 out of the 100,000 men au-
thorized strength of the Polish Armed Forces are the posi-
tions for officers, while State Police has only 13,000 positions
for officers. State Police has no less than 60,000 of order pro-
tection servicemen ready for immediate action, while the
Armed Forces has less soldiers in field combat outfits. Obvi-
ously the State Police has much less sophisticated equip-
ment and armament, but the role and mission of the both
services are totally different.
Police
As it has been mentioned, the Police authorized
strength is 102,000 of servicemen. Its budget for 2012 is
8,131,183,000 PLN, or more than 8 billion PLN (the Ministry
of National Defense budget for 2012 is 29.2 billion). Unfor-
tunately, as in the case of all uniformed services, the big-
gest part of the budget is the sustainment costs, mainly
salaries and pensions. Despite that, the Police purchase
new equipment continually. When special equipment is
considered, the main type of armament used by police-
men is the obsolete, People Militia era P-64 pistol. Pres-
ently only small number of those pistols are still used. The
most policemen use Glock and P-99 pistols. Almost 15,000
pieces of the latter type have been purchased recently.
Beside that also 4.5 million rounds have been procured
for 4 million PLN. P-99s, Glocks, P-83s and P-64s are in use
at Polish State Police. The policemen are also armed with
assault rifles, sniper rifles and automatic pistols. Below are
listed the Police armament types:
Side weapon
1. Semiautomatic pistols:
9x19 mm P-99
9x19 mm Glock mod. 17, 19, 26
9x19 mm CZ mod. 75, 75B, 85
9x18 mm P-64
9x18 mm P-83
Rifles
1. Assault rifles:
7,62x39 mm AK, AKM, AKMS
5,56x45 mm H&K 416
7,62x51 mm H&K 417
5,56x45 mm H&K G-36, G-36 C, G-36 K
2. Sniper rifles:
7,62x54R SWD
308 TRG 21, .308 TRG 22, .338 TRG 42
3. Automatic pistols:
9x19 mm Glauberyt
9x19 mm H&K MP-5, MP-5A3, MP-5 K PDW
9x19 mmH&K UMP

The biggest user of various types of ilitary

equipment in Poland is the Armed Forces.
Polish Armed Forces operate such sophisticated
pieces of military equipment like multi-role
fighters, attack helicopters, submarines,
main battle tanks and medium range missile
air defense systems. However, the Armed Forces
are not the only uniformed and armed states
formation, special equipment is also
needed for other states services.
They do not operate such combat means like
the Armed Forces, but they are also important
clients in some areas, while the number of their
servicemen is much higher.
Creme de la creme elite unit
of the Police is the Centralne
Biuro ledcze (Central Bureau
of Investigation) here the CB
special unit apprehend
the suspect.
47
9x19 mm UZI
5,7x28 mm P-90
4. Light Machine Guns:
PK, PKM, PKMN, PKMS, PKMSN
5. Smooth barrel riffles:
Mossberg, Imperator, Benelli, Remington, Hatsan.

tary Units of Ministry of Internal Affairs operated all the Po-

lice aviation assets till 1995. In 1996 all the aviation assets
for police purposes gave been transferred directly to the
State Police, where two aviation groups have been raised,
one in Cracow and one in Pozna, equipped with two PZL
Kania helicopters. In 2000, when the 103
rd
Aviation Wing
of the Vistula Military Units of Ministry of Internal Affairs has
been deactivated, the State Police accepted 11 helicopters
from the wing, which underwent modernization and were
fielded with the new Police Aviation. The latter started op-
eration on May 9
th
2001. Presently Police operates:
Warszawa: 1 Bell 206, 3 Mi-8s, 2 W-3s Soks;
Krakw: 2 Kanias;
d: 2 Mi-2s;
Pozna: 2 Mi-2s;
Szczecin: 2 Mi-2s;
Wrocaw: 2 Mi-2s.
It can be noticed that most of the Police helicopters
are obsolete and worn off. It has been announced that
soon new helicopters might be purchased, to replace the
obsolete Mi-2s in the first place.
Prison Protection Service
Beside the Armed Forces and State Police, Poland has
numerous other uniformed services. One of the not nor-
mally visible, but playing very important role is the Prison
Protection Service, belonging to the Ministry of Justice.
It is not small organization, with the authorized strength
(of as of 1
st
January 2012) 27,566 servicemen (including
8000 officers positions) and with the budget of more
than 3 billion PLN, again mostly for sustainment. Those
servicemen supervise more than 80,000 prisoners of the
state Correctional Facilities (not counting around 8000 ar-

Definitely the best armed Police units are the antiter-

rorist groups, especially the Antiterrorist Operations Bu-
reau (Biuro Operacji Antyterrorystycznych BOA). Also the
Central Investigation Bureau is well equipped.
Regarding the vehicles, according the data from 2010,
Police units in the whole country received 879 new vehi-
cles and 368 motocycles, for the sum of almost 80 million
PLN. Today more than a half of all police vehicles (around
10,000) are no more than three years old. The biggest pro-
curement in 2010 are: 127 non-marked Renault Megane,
120 marked Alf Romeo 159 equipped with video record-
ers, 368 Honda CBF 1000F motorcycles, and 79 marked
Kia Ceeds. Also specialized vehicles have been purchased.
Policemen have received: 18 new vans for the road tech-
nical and ecological teams, 13 mobile command posts,
4 road accident recovery vehicles, 12 prisoner transport
vans, 3 fuel-trucks for aircraft fuel and 2 vans for special
mail transportation. Only in 20072009 as a part of the
Police Modernization Program 8315 vehicles have been
purchased worth of 713.5 million PLN; beside cars, they
were cross-country vehicles, vans, prisoner transportation
vehicles, buses, and special vehicles like:
cars 5 632 pieces,
cross country vehicles 263 pieces,
vans 2 256 pieces,
large prisoner transportation vehicles 46 pieces,
buses 66 pieces,
special vehicles 52 pieces.
Police operates also own aviation. Polish Police started
to use helicopters in 1965, when two Mi-4s and two SM-1s
were introduced to the Transport-Liaison Squadron of
Ministry of Internal Affairs. When the squadron has been
reorganized into the 103
rd
Aviation Wing of the Vistula Mil-
itary Units of Ministry of Internal Affairs, it was equipped
with Mi-2, M-8, Mi-17, W-3 and Bell 206 helicopters. The
new unit undertook numerous tasks for the Ministry of
Internal Affairs. The 103
rd
Aviation Wing of the Vistula Mili-

rested but not yet convicted). According to the law, the

Prison Protection Service can use weapon in the area of
the protected facilities, during convoy escorts, and during
the pursuit for the prisoners on the run. Prisoner Guards
cannot use weapons in any other circumstances.
Presently the Prison Protection Service mainly use 7.62
mm AKM/AKMS rifles, non-automatic cal. 12 Winchester
Suba Wizienna (Prison Service)
Intervention Unit during
the mock-up detention
facility re-taking.
Biuro Ochrony Rzdu
(Government Protection Bureau)
wears paramilitary parade
uniforms general of the BOR
in walking-out dress stands
in the foreground.
48
Gdask Aviation Unit (Naval Border Guard Division):
1 M-28 Skytruck airplane, 1 M-20 Mewa airplane, 1
W-3W Anakonda helicopter;
Ktrzyn Aviation Unit:
1 Wilga 2000 MF airplane, 1 Kania helicopter;
Biaystok Aviation Unit:
Wilga 2000 MF airplane, 1 Kania helicopter;
Hrubieszw Aviation Unit:
2 Wilga 2000 MF airplanes, 1 Kania helicopters;
Huwniki Aviation Unit
2 Kania helicopters, 1 W-3 Sok helicopter.
It can be noticed that the fleet consists of various types
of aircraft, which makes its servicing somewhat complicated.
Border Guard Aviation is underinvested; however, the naval
component of the Border Guard (Naval Border Guard Divi-
sion) has been built-up recently. Among others, Patrol 240
Baltic vessels (presently SG-111 Patrol 1 and SG-112 Patrol
2 are commisioned) and Griffon 2000 TD hovercraft have
been purchased. The Border Guard has two naval squadrons
equipped with various vessels, within are fast patrol vessels,
like Parker 900 Baltic Cabin or IC-16M type, supplemented
by many others. Land component of the Border Guard oper-
ates numerous patrol vehicles, like the Land Rover Defender,
which is a main type, but also Mercedes or Jeep vehicles are
used, cross country motorcycles (Honda and KTM), quads
(Honda, IPS, Polaris) or snow scoters. They are supplemented
by vans with special equipment and normal cars, for a road
patrol. Only during the 20092011 period the Border Guard
purchased through the Norway Financial Mechanism, the
External Border Founds and Polish Border Guard Moderniza-
tion Act:

mod. 1300 Defender and Mossberg 500 ATP rifles, Walther

P-99 AC pistols, and 9 mm wz. 1998 PM-98 Glauberyt au-
tomatic pistols (generally Prison Protection Service use 9
x 19 mm rounds for pistols and automatic pistols). Prison
Protection Service also use: Rossi cal. 38 revolvers, 26 mm
wz. 1978 signal pistols, and RWG-3 portable tear gas gre-
nade launchers. It has to be mentioned that a few years
ago the state of the Prison Protection Service weapons
was unsatisfying, mostly the obsolete P-64 pistols and
AKM/AKMS rifles were used. Modernization Program has
been implemented recently, which resulted in procure-
ment of a few thousand of P-99 pistols with ammunition.
Also new types of automatic pistols brought attention of
the Prison Protection Service. The heavy weapons, like
AKMS rifles, are gradually withdrawn from service. The
main problem of the Prison Protection Service is the poor
state of other equipment, including tactical uniformes.
The Prison Protection Service fields so-called the In-
tervention Groups of Prison Protection Service, which are
similar to the Polices antiterrorist groups. They are armed,
beside the direct force means like sticks, shields, and tear
gas with weapon of the mentioned types.
Border Guard
Border Guard is the next armed uniformed service.
It is tasked with the protection of the states borders and
control of the cross-border movement. It is supervised by
the Minister of the Internal Affairs. The Commandant of
the Border Guard is a central authority institution, respon-
sible for the states borders protection. The Border Guard
is not a large formation, its authorized strength is 4400
servicemen, and the budget for 2012 is 1,280,873,000 PLN,
so seemingly less that the services described earlier. How-
ever, the Border Guard has land, naval, and aviation com-
ponents, as well as other law enforcement agencies. It is
also financed from UE or Norway Financial Mechanism.
Similarly like in the Police, among other new vehicles
have been purchased with those support. Only for 2004-
2009 assistance of 533 million Euro has been allocated to
Poland through Norway Financial Mechanism, the Bor-
der Guard received 18.5 million Euro. Additional equip-
ment could be purchased through those founds, but
the service and exploitation costs are buried by the ope-
rator itself.
Aviation component of the Border Guard is organ-
ized into five aviation units operating 13 aircraft totally.
They are:
100 motorcycles
20 snow scoters
40 ATV quads
265 road patrol vehicles
32 special vehicles (so-called Schengenbus)
35 cross-country vehicles
29 minibuses
25 prisoner transportation vehicles
15 trucks with up to 3.5 t capacity
16 patrol trucks.
Totally more than 570 vehicles of various types have
been purchased for more than 50 million PLN.
Regarding the firearms, the Border Guard is equipped
mostly with side weapon, the 9 mm Glock pistols (model
17 and 19) dominate, though other types can also be found,

BOR officers on ceremonial guard

duty both parade uniforms
and field uniforms, worn by
the officers serving on protection
details in conflict zones
are present.
Stra Graniczna (Border Guard)
patrol in winter scenery.
The SG is using quads among
other special patrol vehicles.
49
like P-83, CZ-75, and revolvers. Among the rifles, Mossberg
are preferred, but also older AKMS rifles and SWD sniper
rifles are used. Servicemen, especially the intervention
groups of the Border Guard (antiterrorist units) are also
equipped with automatic pistols of the MP 5 familly or
domestically produced Glauberyts.
strength is 30,490, and the budget for 2012 is 2,276,437,000
PLN. Since it is not armed service, it has not been described
here. However, the Custom Service is armed. Custom
Service is uniformed, organized to provide protection and
security in the whole custom area of Poland and the EU, su-
pervising the legal aspects of the goods imported to Poland
and exported from Poland. It is also tasked to carry other
duties specified in various regulations, especially in the area
of special tax and tax from games. The Custom Service be-
longs to the Ministry of Finance and its authorized strength
is around 13,000 servicemen. Since 2009 some of them are
authorized to carry and use weapons, it is related to the
Crime Suppression Divisions, thought the groups of treas-
ury control had been existed before then. Now most of the
Custom Service servicemen have been armed. In August
2010 the first agreement for arms delivery has been signed:
it covered the delivery of 989 pistols, 176 automatic pistols
and 76 smooth-barrel riffles (including delivery of ammuni-
tion 307,000 pieces of 9x19 mm, 58,000 pieces of caliber
12/70 and 12/76). The main type of Custom Service arma-
ment is P-99 pistol.
The next state law enforcement agencies are the In-
telligence Agency and the State Security Agency. In-
telligence Agency deals with external security of Poland,
while the State Security Agency operates domestically. It
carries counterintelligence tasks, antiterrorist tasks and
encounters the organized crime. The both services have
similar rank system as the Armed Forces, but their service-
men do not use uniforms on daily basis, they act in civilian
clothes. Operational units of State Security Agency (so-
called Black Tactics the V Division of Realization Support
and Antiterrorist Operations), are used to arrest suspected
people. They use uniforms and are armed similarly to the
best antiterrorist groups of State Police.
The other law enforcement agency wearing uniforms
and carrying weapon is the Forest Guard, belonging to
the State Forests Agency. Forest Guard has been organ-
ized to protect the states forest areas. They servicemen
can be armed with side weapons, formally borrowed from
Police and can use it in self-defense, after other direct force
means are not effective. They have right for stopping and
identifying of suspected persons. Similar rights related to
the use of weapons has State Fishery Guard and State
Hunting Guard, which belong to the particular district
governors, they also have own uniforms. The weapon can
also be carried by Central Anticorruption Bureau, thought
it is not uniformed agency. A few years ago the opera-
Government Protection Bureau
Another armed and uniformed agency operating in
Poland is the Government Protection Bureau, belonging
to the Ministry of Internal Affairs. The main mission of the
Government Protection Bureau is to protect the states
important persons and facilities important to the states
security, as well as conducting of the pyrotechnic and ra-
diological reconnaissance of the governmental facilities.
Among the protected persons are the President of Poland,
the Speakers of the higher and lower the house of Parlia-
ment, Prime Minister and his deputies, selected ministers,
foreign diplomatic personnel and other persons impor-
tant for the Polands security. The Government Protection
Bureau is also responsible for protection of many govern-
mental facilities. The Government Protection Bureau serv-
icemen (with the same rank system as in Armed Forces,
from private to general) can use direct force and firearms,
among others, in protection of VIP or during the activi-
ties related to securing the area in which VIPs are present,
which does mean, that they can oparate in the whole
country. The Government Protection Bureau authorized
strength is 2286 of servicemen and its budget for 2012 is
189,505,000 PLN.
The Government Protection Bureau servicemen also
provide protection for the Polands representatives out-
side the country, especially in the war zones, which results
that they act in uniforms and with weapons not typical
even for the urban antiterrorist groups, but with weapon
typical for armed forces. During the recent years some
amount of modern weapons have been purchased, in-
cluding FN SCAR-L or G36 familly rifles.
Another uniformed and armed service is the Marshall
Guard, which is responsible for protection and order in the
area of the Parliament, however, it is very small formation
and has mostly representative and order functions. Their
servicemen do not carry weapon on the daily basis.
Other services
An uniformed service of special importance in the state
security system is also the State Fire Service. Its authorized
tional group of the Central Anticorruption Bureau has
been equipped with numerous modern pistols, automatic
pistols (including MP 9) and even sniper rifles.
Summarizing, there is considerable number of law en-
forcement agencies in Poland, wearying uniforms and car-
The BOR logo plaque.
SG Special Unit using
Fire Brigades RHIB
for visit-and-search duty.
The SG has got its own air
detachment as well
a PZL-104 Wilga is one
of the SGs patrol aircraft.
50
years new weapon is introduced to the Border Guard.
Vehicles have also been purchased on a mass scale, es-
pecially vehicles for Police and Border Guard. The other
personal gear received less attention, especially the uni-
forms. Such problems are especially related to the Prison
Protection Service, but also in other services the situation
is not ideal, especially in Border Guard. The current serv-
icing of the possessed equipment is also troublesome,
especially the most sophisticated systems and vehicles.
A lot of equipment has been procured through external
funding and there is no means for their current servicing.
The law enforcement agencies aviation is in poor shape.
rying weapons. The Armed Forces are without doubts the
strongest of the forces. It doesnt have a lot of service men,
but its buget is one of the bigest of all forces. The states
needs for weapon, equipment and uniforms are much
bigger that only the requirements of the Armed Forces,
because the various law enforcement agencies covers
almost a quarter of million of different servicemen. Not
only the Ministry of National Defense and Ministry of In-
ternal Affairs have own armed formation, but also Ministry
of Finance and many other organizations reporting to the
Prime Minister. During the recent years a lot of equipment
has been procured for the forms of goverment entities, in-
cluding firearms, mainly side weapons (however, it has to
be noticed that many procurements unfortunately have
not been quite clear because of the system nature). After
some well known failures the police antiterrorist forma-
tions have been much reinforced (so called black tactics
teams), they have been equipped mainly with imported
weapons. The State Police servicemen widely received
new personal weapon. Also the Government Protection
Bureau has been reinforced and Central Anticorruption
Bureau was organized. Poor state of armament forced for
big procurement of weapons for Prison Protection Serv-
ice. Also Custom Service received pistols and since a few
New helicopters must be procured urgently and the fleet
should be standardized, like it was done by Ministry of
Health for the Aviation Rescue Service. Naval vessels are
in much better state.
The market for special equipment for the uniformed
services is therefore quite broad and the areas in which
big investment is needed, are numerous. The lack of finan-
cial means is a big problem and the lack of clear vision
of development of the law enforcement agencies does
not help either. It also refers to the servicemen training
system, especially in the field of the use of weapons or
sophisticated equipment. The procurements are usually
dispersed and are of selective instead of system nature.
For example, the Police purchase to many types of vehi-
cles, not always optimized for the service conditions. The
necessity for changes and modernization is however, rec-
ognized in all services. n
SG-112, one of the most modern
Border Guard patrol boats.
Border control SG K9 officer
with his duty dog.
Stra Lena (Forest Guard)
patrol car most of these
are Land Rover Defenders.
Photos: Policja, SG, SW, LS, BOR.
51
52
Evolution of the Offset under Influence of the Directive
2009/81/EC and the Strategy for European
Defence Technological and Industrial Base
Hubert Krlikowski
Zbigniew Skrzyski
A
s a rule, the defense procurement should be ruled by
the national law regulating the public procurement
procedures. The basis for the public procurement sys-
tems in the EU member states acts of law, regulating the
basic tender procedures in both the so-called classic and
defense-and-security areas. Exempted from the rule are
the armament and military equipment based on particu-
lar regulations, e.g. the Decision Nr 291/MON of July 26,
2006 on rules and procedures concerning the Ministry of
National Defense contracting of military equipment. The
EU laws define the military equipment as products de-
signed or adapted to military purposes and meant to be
used as arms, munitions or material of war.
It is worthy on emphasis here, that the Directive
2009/81/EC does not explicitly prohibit the offset
agreements more so, the word offset is not even
used there. The European Commission sees the offset
agreements as one of the measures of the members
states being allowed to take the protection the essential
interests of its security. Also, the European Parliament
Resolution EU (2011/2177 (INI)) of December 14, 2011
On the impact of the financial crisis on the defense sec-
tor in the EU Member States in its point 59 stresses that
offset practices can in principle only be justified if they
are necessary for the protection of essential security in-
terests in accordance with Article 346 TFEU, and that they
should be consistent with the principles of transparency
and must especially not cause risks of corruption or dis-
rupt the functioning of the European defense equipment
market. The European Commission guidance notes on
offset issued to ensure proper application of the Directive
2009/81/EC also allow offset requirements in principle.
However, such offset requirements, regardless of being
of civilian or military character, direct or indirect, are re-
strictive measures which go against the basic principles
of the Treaty, because they discriminate against economic
operators, goods and services from other member states
and impede the free movement of goods and services. As
such they can only be justified on the basis of one of the
Treaty-based derogations, in particular Article 346 TFEU.
The 120 mm Rak self-propelled
mortar as an example of
the good management with
armaments programs showing
that the Polish industry can
independently to draw up
the technologically advanced
weaponry.
On August 21, 2011 entered into force the Directive
2009/81/EC of the European Parliament and of
the Council of July 13, 2009 on the coordination
of procedures for the award of certain works
contracts, supply contracts and service contracts
by contracting authorities or entities in the
fields of defence and security, and amending
Directives 2004/17/EC and 2004/18/EC, called
defense directive. The aim of this document is
to eradicate obstacles hindering the functioning
of the competitive European Community market
in defense procurement area. In particular, the
defense directive is going to reduce the possible
hindrances caused by the use made of the Article
346(b) of the Treaty on Functioning of European
Union ( TFEU). The article states, that any Member
State may take such measures as it considers
necessary for the protection of the essential
interests of its security which are connected with
the production of or trade in arms, munitions and
war material; such measures shall not adversely
affect the conditions of competition in the
internal market regarding products which are not
intended for specifically military purposes. Under
the Directive member states have retained this
possibility to make sovereign decisions regarding
taking measures necessary for the protection of
the essential interests of its security in the defense
market area, i.e. the whole of the transaction of
purchasing/selling and conditions of the contract.
At the same time the Directive confirms, that the
national security remains the sole responsibility of
each member state, in the fields of both defense
and security. On the other hand, the undertaking
of such measures should be limited to justifiable
cases, when are essential interests of security,
as is state in Art. 346(b) TFUE.
53
However, these derogations must be limited to excep-
tional and clearly defined cases, and the measures taken
must not go beyond the limits of such cases. They have to
be interpreted strictly, and the burden of proof that the
derogation is justified lies with the member state which
invokes it. In this context, it is important to note that eco-
nomic considerations are not accepted as grounds for
justifying restrictions to the freedoms guaranteed by the
Treaty.
In this context, according to Art.22 of the Guidance
Note on Offsets, it is important to recall that economic
considerations are not accepted as grounds for justify-
ing restrictions to the freedoms guaranteed by the Treaty.
Measures liable to infringe the prohibition of discrimina-
tion on the basis of nationality can be permitted only if
they are justified on one of the non-economic grounds
listed in Articles 36, 51, 52, 62 and 346 TFEU. This means
that the restrictive measure in question must be neces-
sary for security interests, not for economic or employ-
ment-related interests.
A defense or security procurement contract may be
exempted for reasons of security of information, for exam-
ple, this exemption does not imply permission to require
offsets for the procurement covered by the exempted
contract. On the contrary, the offset requirement would
be another (additional) measure, affecting intra-EU trade
in a different way, and would thus have to be justified
separately by proving indispensability of the measure to
protect essential security interest of the member state.
The offset requirement is currently a tool utilized in
global scale. It is an important factor influencing security,
and therefore many EU member states do not resigned
from use of offset. It takes many shapes and names, but
it still serves the same purpose. Within the EU member
states the offset policy is still being utilized to aid the in-
dustrial potential development to achieve the level, giv-
ing it proper competitiveness, based on technological
and financial capabilities.
Currently the offset has to assure adequate shape of
the European Defense Technological and Industrial Base
(EDTIB). For that purpose the EU defense ministers have
accepted the EDTIB Strategy on May 14, 2007. This Strate-
gy document mirrors a clear and unambiguous objective
for the member states to achieve, being the retaining in
Europe of the technology-based defense industrial base.
The strategy identifies means to achieve this goal, being
amongst others, making the EDTIB capability-driven
that is focused on meeting the EU member states require-
ments by giving them defense capability by sustaining
the defense potential and national operational sovereign-
ty. The other goal is to achieve required competence, by
ensuring the deliveries fulfilling the defense requirements
and within that framework proposing the future de-
velopment path and promoting the new technologies. To
meet these stratagems, one needs a flourishing defense
industry with access to new technologies and required
industrial base.
The EDTIB Strategy sees offset requirement as an ef-
ficient and justifiable tool of the EDTIB development. The
Strategy contains many facets hard to reconcile with the
offset, but at the same time makes note of the practices
positive sides. Some level of delivery security, including
operational sovereignty is believed to form a part of the
EDTIB. Sustaining and modernization of the member
states potential and industrial capabilities is necessary,
and acquiring modern military technologies is deemed
valuable. The Strategy calls for focus on creating the Cent-
ers of Excellence, where offset would also find its place.
Considering the long service-life cycle of the majority of
imported arms and military equipment, sustaining it re-
quires proper logistic support for its updating, moderniza-
tion and repair. Some forms of offset more than others in-
crease the possibility of achieving that objective. Defense
offsets must therefore be aimed at increasing the defense
potential, which the EDTIB sees as a very efficient solution.
Plus, the possibilities of the R&D-based offset enable gain-
ing international competence.
A need to develop deeper and closer cooperation
was also pointed to by the EDTIB Strategy, in order to in-
crease the scale and efficiency of the achievements and fur-
ther the cooperation in defense research and technology.
Sustaining the defense potential on appropriate level
would necessitate appropriate investment by using all
types of various instruments, including offset, to their full
capacity. Specifically the direct offset, aimed at the de-
fense industry, at acquiring appropriate level of manufac-
turing, repair, or research capabilities, that would in long
term further the cause of the EBTIB.
Right now certain areas of the European defense in-
dustry suffer lack of sufficient investment, while at the
same time they are expected to develop their potential.
It seems that offset is one way of achieving demanded
results in this area. It should be stressed that the EDTIB
strategy success depends on maximizing the use of the
prerequisites evolved from other EU policies influencing
the defense industry, not just the offset alone.
The Lisbon Treaty also stipulates, that member states
oblige themselves to gradually improve their military
capability and thats where EDTIB comes as one of the
most potent tools to implement the goals of the Com-
mon Security and Defense Policy (CSDP), as it serves
to sustain and develop the defense potential of the EU
member states.
Complementary actions of the EU strive towards cre-
ating the so-called ideal European Defence Equipment
Market, meant to fit in with the common European mar-
The fair organised in Poland and
exhibitions of the weaponry are
one of chances to discussion
on the future of the European
Defence Technological and
Industrial Base. In a photo among
others: Mr. Dariusz Bogdan,
Deputy Minister of the Economy
and Mr. Marcin Idzik, Deputy
Minister of Defence..
54
problem is how to do it, without harming the offset ben-
eficiaries.
It sees a positive influence of the offset on technologi-
cal capabilities and innovativeness of the defense industry
in wide sense is definitely noted. The impact of the offset
on developing new technological competence by the de-
fense industrial companies often depends on transferred
technology. The offset agreement should involve a con-
siderable range of R&Ds work in a long term, to promote
gaining new technological competence. The technology
transfer should be accompanied by the advanced R&D
projects, to help the company to implement such new
technological competence in order to gain international
competitiveness with an advanced product. It is a noted
fact, that defense industrys companies benefitting from
offset strengthen their international market position
both in supply chain and through export orders from
foreign armies. Also, the offset beneficiary, who uses off-
set to build technological competence and gain export
sales may itself become an offset supplier. The offset helps
to introduce new players in to the international defense
industry market. This helps to build a network of world-
class specialized companies, influencing the quality of the
EDTIB and enable the benefits for the national defence
technological industrial base. Before entering of the De-
fense Directive into force, European governments had
two different policies towards offset. One of these was
based strictly on EU law, and endorsing the European
Commission policy, and the other taking into considera-
tion the more pragmatic approach of the EDA. Now it was
decided, that justifiable direct offset, implemented within
framework of the Art. 346 TFEU is allowed even though
the Art. 346 is an exception rather than the rule, and
should never constitute a blanket check for use of offset.
All of the above, the coming into force of the Direc-
tive 2009/81/EC, the increased interest of the European
Commission in defense procurement and offset require-
ments, activities of the EDA and the evolution of the offset
itself oblige not only Poland, but other member states as
well to take actions aimed at regulating offset in a such
way, that it conforms the EU law and contain solutions,
regulating the functioning of the offset in changing con-
ditions. This new approach calls, among others, for clearly
declaring the scope and priorities of offset implementa-
tion policy.
This situation necessitates setting guidelines for im-
plementing defense and security interests of the state by
setting the offset policy framework. Some pointer is pro-
vided by the EDAs Code of Conduct on Offsets but it
should be noted here, that just by keeping to the Codes
provisions the offset requirements are conforming the EU
law. In each case separately the ordering institutions/enti-
ties have to ensure that all provisions and requirements
are conforming the Treaty and the Directive. Only then,
basing on that conformity, they can decide whether to
conform to the Code of Conduct provided the ordering
procedure was not contrary to the Treaty and Directive.
In other words, the only lawfully binding criteria of the
offset requirements assessment is their conformity with
the EU laws. Novelization project of the Polish offset law
enables to keep up the offset requirement despite entry
of the defense Directive into force. The project has been
worded not to contradict the EU law and not to interfere
with the functioning of the Directive 2009/81/EC. For the
ket as its integral part. To achieve that is the preliminary
and essential condition of strengthening the CSDP. The
European Armaments Co-operation Strategy as well as
the European Defense Research & Technology Strategy
are also aimed at that.
The EDAs Steering Boards National Armaments Di-
rectors meeting of March 2010 observed that making
use of offset requirements remains a standing procedure
accompanying the defense and security procurement.
Also at the global level no guidelines are demanded to
abolish the offset. The EDAs Code of Conduct on Offsets
has been revised on May 3, 2011. This Code is a voluntary
intergovernmental instrument of no binding legal force,
setting the framework and guidelines concerning offset
in defense procurement. The Code has been signed by
25 EDA member states and Norway. The revised part in-
cluded a clause to the effect, that the Code is applicable
to all kinds of practices introduced according to the Art.
346 TFEU. The Code guidelines indicate, that the Code
is equally applicable to all practices including offset in-
volved in the Code.
In Introduction and in Overarching Principles, the Code
stipulates that its regulations should be implemented
within the existing EU legal network. The Code is there-
fore an integral part of the European Defense Agencys
Regime to encourage competition in the European De-
fense Equipment, accepted by the participating member
states without harm to their rights and obligations under
the Treaties.
The offset is not seen in the European market as a com-
pensation, but as a vital tool enabling development of
the industrial defense capability, technology transfer and
maintenance of the security of supply and operational
sovereignty.
The offset itself also evolves, with the creation of
the new international defense industry cooperation
initiatives. The EDA keeps working-out the right policy
on using the offset as a tool. Ideas are voiced on how to
replace the offset requirements for the future. The main
Mr. Rafa Baniak, Deputy Minister
of the Economy and Mr. Marcin
Idzik, Deputy Minister of Defence
are opening the service centre of
EADS CASAs military transport
aircraft in Warsaw. It is so-called
good example smart offset
ensuring operational capability
of military forces the Republic
of Poland.
55
most part, the author of the project strived to keep up the
offset as a vital tool, and to increase its efficiency, while
conforming to the Art. 346 TFEU, as European Commis-
sions Guidance Note on Offsets in connection with the
Defense Directive. The proposed regulations would make
offset agreements possible only in security matters, which
means, they would be limited to direct offset, aimed at
the defense industry. Such approach is in accordance
with the government policy, as laid out in National Se-
curity System Development Strategy 20112020/22 and
this strategys Implementation Framework document. As
a concern of the defense industry, the Strategy provides
that developing defence industry the strengthening of
its potential technology-wise, might take form of making
and efficient use of the offset opportunities. The Strategy
Implementation Framework specifies the following ways
to increase the national defense-industrial potential: limit-
ing of the offset obligations to the direct-offset benefici-
aries circle, introduction of the obligations pertaining to
the implementation of vital national defense and security
programs, and involvement of the Polish entities into crea-
tion of the innovative and competitive European defense
technological and industrial base.
Sustaining of the national defense industry is there-
fore one of the most important determinants of national
sovereignty and mobilization readiness of its structures.
Therefore, the offset in Poland is to aid in development of
the defense industry, and by the same token ensure that
basic national security interests developing the defense
capability, ensuring safety of supplies and operational non-
dependence, as confirm Polands National Security Strategy.
The Offset is not a European monopoly many countries
worldwide (Canada, Korea etc.) use it, too. For example, In-
dia has an extensive offset program, and uses a tool to ac-
quire modern technologies in the framework of long-term
cooperation with the foreign suppliers. The United States
on the one hand state that offset is interfering with the
free-market economy. Therefore the offset is not endorsed
but on the other hand, the American government does
not interfere with American companies offering offset deals
to improve their bargaining position on external markets.
It should pointed out here, that the United States govern-
ment is very consistent in applying mechanisms to protect
the National Defense Industry. For example Japan strives to
enter their companies into cooperation with foreign arms
or military equipment suppliers, mostly from US, in order to
acquire licenses, manufacturing rights, and promote their
own solutions directly to the supplier.
It is worth stress that Poland for a long time have
strived to maintain offset as an efficient instrument ensur-
ing the transfer of new technologies and progress of the
R&D work in the Polish Defense Industry. Industrial coop-
eration anchored in offset has a positive influence on con-
tacts between Polish defense industrial companies and
foreign armament industries. By utilizing offset they gain
industrial competence and can get involved in the EU or
the NATOR&D effort. Summing up, it should be empha-
sized that the new offset policy is being developed by the
EU member states. Its basic purpose is to aid the growth
of the defense industrial potential to make it appropriate,
competitive and technology-based, as proven by the na-
tional offset laws novelization effort undertaken by the EU
member states. Adjusting the national offset law to the EU
laws and practices is not always an easy task. Sometimes it
takes much tinkering in the legislative way to make offset
work satisfactorily. The Art.346 TFEU procurement would
be allowed to involve offset aimed at implementation of
the basic state security interests. Sometimes it would be
difficult to prove the conformity of the certain orders with
the Art. 346 TFEU exemption, or at least it would require
the state administration to prepare relevant paperwork to
prove it beyond all reasonable doubt and counter pos-
sible European Commission allegations.
In case when the ordering party wishing to implement
the tender for arms or military equipment outside the de-
fense Directive legal framework, he would have to prove,
that it is conforming the conditions set in Art. 346 TFEU.
As such, it would enable the offset instrument to be intro-
duced, provided sufficient proof would be presented that
the tender is essential to securing the basic state security
interest. The offset agreement would be able to contain
clauses constituting the offset requirement, which could
not contain a wish list, but a viable enterprise carefully
planned in advance and thoroughly thought-over by the
ordering member state. According to the principles of the
recently changed Polish offset policy, the offset agree-
ments would still form a vital tool for strengthening of the
defense industry. Efficient offset would surely influence
the quality of the EDTIB, and would first of all ensure the
integration of the Polish defense industry with the Euro-
pean Defense Market. n
For the efficient implementation
of programmes a cooperation is
an essential condition between
military forces, with the industry
and political stakeholders. In
a photo Mr Dariusz Bogdan,
Deputy Minister of the Economy
with Mr Krzysztof Trofiniak the
Chairman of the steelworks in
Stalowa Wola (HSW). In the
background of the Krab 155-mm
self-propelled howitzer.
56
Leading Aerospace Companies
Investing in Poland Konrad Nowicki
G
enerally most of the Polish defense industry is still state-
owned. However, the aerospace industry, till recently
being a part of defense industry, recently became inde-
pendent industrial branch, financially connected with world
leading aerospace companies. Presently their factories have
such important world aerospace companies like: the United
Technologies Corporation (the Sikorsky Aircraft Corporation
planet gears,
ring gears,
tubes,
main shafts.
The Avio Polska has similar production profile and also
manufactures components for aircraft engines. The Avio
Polska Sp. z o.o. Company is a part of AVIO international
industrial group, a leader in the aerospace industry. The
company launched its operation in 2001 in Bielsko-Biaa
as a part of FiatAvio Polska, and from 2003 onwards the
Avio Group, including the AvioPolska, has become an en-
tity independent from Fiat.
AvioPolska focuses its activity on manufacturing car-
ried out in the Manufacturing Center and R&D activity
pursued by its own Research and Development Center.
In 2006 also the Office of Sales and Marketing was opened
in Warsaw. In the Manufacturing Center in Bielsko-Biaa,
blades of rotors and stators for aeroengines turbines are
manufactured.
The Center is equipped with high-precision numeri-
cally controlled machine tools, automated stands for a
heat treatment and a surface treatment, automated line
for non-destructive testing using of fluorescent pene-
trants (FPI) and a high-quality measuring machine DEA.

Poland has strong aerospace industry, and there is little wonder,

since aviation industry has been intensively built up before and after
the World War II. Interestingly, the aerospace industry became the leader
in privatization within the defense industry sector, many other companies
still are state-owned. Presently the leading aerospace companies in Poland,
in Mielec, widnik, Warsaw and Rzeszw are in foreign private hands.
Polish industry is also considerable producer of aircraft components.
International Black Hawk
are assembled at PZL Mielec,
there are sold to many
countries in the world.
and the Pratt & Whitney), the Finmeccanica (AgustaWest-
land), Avio, and the EADS (Airbus Military).
Privatization of defense industry started from aero-
space. Pratt & Whitney Company lead the process, invest-
ing at Kalisz. The Pratt & Whitney Kalisz (PWK) Compa-
ny has been created in 1992. One of the shareholders of
the company is the Pratt & Whitney Canada, world-wide
leader in turboshaft engines for commuters and helicop-
ters, as well as business jet turbofan engines production.
the Pratt & Whitney Kalisz is a part of United Technology
Corporation. Presently the PWK employs around 1500 pe-
ople. The company is developing continuously and dy-
namicall. 97 % of its manufacturing is export production
to Pratt & Whitney Canada.
The PWK Company produce parts for aviation en-
gines. The main types of components produced are:
carriers of planetary reduction gears,
stators for axle compressors,
turbine stubshafts,
oil pump gears,
gearbox accessories,
planet gearshafts,
couplings,
spiral bevel gears,

57
The Production Center can offer the following services:
Incapsulation and decapsulation,
Decontamination,
Surfacing by welding (stellite surfacing, manual
or automated),
Grinding,
Milling,
Barrel finishing,
Marking,
Heat treatment ageing, diffusion, aluminizing,
soldering, and thermal etching,
Fluorescent Penetrant Inspection
Surface strengthening ball peening,
Measure inspection CMM
The current production covers rotor blades of low-
pressure turbines for the engines: CFM56, GE90-115K,
PW308, T700, GEnx-2B.
The Pratt & Whitney Kalisz and the AvioPolska Sp. z o.o.
companies are mentioned on the first place not by coin-
cident. Presently many high technologies companies pro-
ducing aviation components operate in Poland. The two
already mentioned companies are only example, among
others is the Goodrich Aerospace Poland Sp. z o.o.
Poland became important player in this field and what is
more important, the branch is developing every year, ac-
quiring more and more orders for advanced components
from the leading aviation engines companies.
Poland is also a final products manufacturer of engines,
helicopters and aircraft. There are also a few leading com-
panies in this field. One of them is the WSK PZL-Rzeszw.
On 11
th
of March 2002, the WSK PZL-Rzeszw S.A.
became a part of the US United Technologies Corporation,
which groups such companies like: the Pratt&Whitney, the
Hamilton Sundstrand, the Carrier, the Otis, and the Sikor-
sky. It operates in this holding for a decade.
The WSK PZL-Rzeszw S.A. is involved in the following
activities:
manufacturing,
overhaul and post-sale services,
special order services,
design and research.
The company is involved in production of engine
components and complete aviation power plants (for ex-
ample for W-3 Sok helicopters).
Its activity is organized into Aerospace Business Unit,
Service Business Unit and Tooling Business Unit. The other
activities is conducted by supporting cells.
Aviation Business Unit specialize in:
machining Technologies in engine component
production,
sheet metal forming technologies (compressor casings,
combustion chambers, stators, diffusers, and nozzles),
gear production,

tube production,
engine casings production,
precision castings (aviation and industrial engine
blades, stators, fuel systems components, turbine,
and compressor shafts),
jet, turbofan and turboprop engines,
engine and helicopter transmissions,
conducting overhauls and servicing of own products.
Service Business Unit specializes in:
aviation component production,
sheet metal forming technologies (compressor cas-
ings, combustion chambers, stators, diffusers, nozzles),
compressors and turbines blades,
engine casings production,
jet, turbofan and turboprop engines,
engine and helicopter transmissions,
conducting overhauls and servicing of own products,
development and design activities.
Continuously developing Design Bureau enable to of-
fer design and engineering services in the area of aviation
transmissions and engine components. The next com-
pany being a part of United Technologies consortium is
aircraft production plant, the PZL Mielec.
The Polskie Zakady Lotnicze Sp. z o.o. PZL
Mielec, a Sikorsky Aircraft Company is the biggest Polish
manufacturer of aircraft. Currently the Sikorsky expands
its production profile to include aerostructures and heli-
copters. On March 16
th
2007, 100% of the shares of the
Polskie Zakady Lotnicze Sp. z o.o. were purchased from
the ARP S.A. by the United Technologies Holdings S.A.
(UTH), a subsidiary of United Technologies Corporation
(UTC). The new era was initiated not only in the his-
tory of the Mielec aviation industry but also in the
history of the company itself. As a part of UTC, PZL
initiated cooperation with Sikorsky Aircraft Coporation
a world leader in helicopter production, including
the UH-60 Black Hawk, S-76 and S-92 models.
The company produce UH-60M Black Hawk Cabins,
the major structural assembly used to build the Sikorsky
UH-60M Black Hawk Helicopter, for international custom-
ers and for the United States Army. The production line of
S-70I (BLACK HAWK family) helicopters has been opened
for international markets.
The line of the current product line includes:
M28 a turbo-prop, twin-engine, STOL class (short take-
off & landing) aircraft designed for passenger or cargo
transportation, paradrop, medical evacuation, marine
reconnaissance and patrol flights, and Search & Re-
scue missions,

Production facilities
at WSK PZL widnik.
AvioPolska is highly recognized
producer of compressor blades
for many engines manufactured
by leading worlds aerospace
companies.
58
nents for the AugustaWestland helicopters. The company
offers wide range of services, including: manufacture of
metal structures, manufacture of composite structures,
manufacture of aircraft mechanical and sheet metal parts,
assembly of aircraft mechanisms, bonding of metal and
composite materials, heat and surface treatment, welding,
designing, research, and development, testing. The PZL-
widnik is Polands only helicopter manufacturer with the
full capability to design, develop, manufacture and sup-
port its products in country. The PZL-widnik with 3,500
employees is also the biggest aerospace manufacturer in
Poland and one of the biggest employers in South East
Poland. As well as producing helicopters, The PZL-widnik
is also a leading manufacturer of aircraft structures for
many aerospace companies around the world.
A few hundred companies operate within Polish aero-
space industry. The historical circumstances caused that
most of them are located in the southeastern part of Po-
land. Aviation Valley group has been created in this region,
grouping most of the aerospace companies.
The Aviation Valley Association was started on
April 11
th
2003, as a non-profit organization, as a means
to furthering the rapid development and growth of the
aerospace industry in southeastern Poland. This historic
decision was conceived by a group of leading aeronautic
producers, suppliers, and businessmen. Significant fund-
ing for the Association has been provided by the Pratt &
Whitney, a world leader in design, manufacture and serv-
ice of the aircraft engines, space propulsion systems, and
industrial gas turbines. The objectives of the Aviation Val-
ley Association:
The organization and development of a low cost sup-
ply chain.
The creation of favorable conditions in order to en-
hance the development of aerospace industry enter-
prises in this region.
The further development of aerospace research, apti-
tude and skill.
The cooperation with universities of technology, which
would promote new ideas and scientific research with-
in the aerospace industry.
The promotion of the Polish aerospace industry.
The protection of enterprise and businesses in the
aerospace industry.
The influence on the Polish governments economic
policy towards the aerospace industry and its domain.
The Aviation Valley Association currently represents
90 companies within the region, with several others in the
process of applying for membership.
The most important of the Aviation Valley short and
medium term goals are:
to improve the existing manufacturing base.
to create a strong and reliable network of subcontrac-
tors and a low-cost supply chain.
to attract foreign investment.
to develop a relationship with other European centers
of the aerospace industry.
to promote joint cooperation of the industry with uni-
versities of technology, and research centers.
The long-term objective of the Aviation Valley Associa-
tion is to transform southeastern Poland into one of Eu-
ropes leading aerospace regions, which would be able to
provide a diverse cross section of products and services
for the most demanding clients. n

M28B Bryza the military version of the M28 model

designed for special operations (depending on con-
figuration),
M18 Dromader a single-engine aircraft used in agri-
cultural, fire fighting, and forest protection operations,
S-70i Black Hawk multitask helicopter for interna-
tional markets
UH-60M Black Hawk Cabins the major structural as-
sembly used to build the Sikorsky UH-60M Black Hawk
Helicopters.
Currently, the company employs around 1800 employ-
ees, including the highly skilled engineering staff in tech-
nical and production departments.
The next Polish aerospace company producing aircraft
related to the world leading aerospace manufacturers is the
EADS PZL Warszawa Okcia S.A. In 2001 the factory was
sold by the Polish Government to the EADS CASA (presently
Airbus Military), who have got now 78% shares with 18% of
shares belonging still to the Polish Government and 4% to
the factory employees. Current activities comprise:
Aircraft manufacturing including overhauls and mod-
ernisation of its aircraft as the PZL-130 Orlik.

EADS PZL conduct modernization

works on Glass Cockpit version
of PZL 130 Orlik training aircraft
Design office
Aerostructures for the C295/C235 aircraft (wings, door
and seats), and for the A-320 (K-20 bulk cargo door
frames), manufacture of electrical harnesses and alumin-
ium sheet metal elements including surface treatments.
Service (also rendering agricultural aviation services
through the EADS PZL division located in south-east-
ern part of Poland) and design and technical services
through the EADS PZL personnel that work in conjunc-
tion with the Airbus Military enginners and technicians
at Airbus Military and EADS PZL facilities. Such services
cover Customer Support and ILS management, and
the Technical Publications and Material Services, as
well as provisioning of Special Tools and GSE, Training,
the Training devices and Technical Assistance Services,
including their related disciplines.
In the presentation of the Polish aerospace companies
related to the western consortiums we have to mention
about the most popular helicopter manufacturer, the WSK
PZL widnik S.A. Company, being a part of Finmeccani-
ca and AgustaWestland Company, belonging to the Fin-
meccanica. The PZL-widnik SA was established in 1951
and more than 7000 helicopters have been produced
there. The main models of the helicopters manufactured
in widnik factory are the PZL-Sok (PZL-Falcon) and the
SW-4 Puszczyk, as well as aviation components produc-
tion, conducted for long time. Mainly there are compo-

Photos: PZL Mielec, Avio Polska,

Norbert Bczyk, EADS PZL.
59
The Bumar Group
60
BUMAR sp. z o.o.
Bumar Group is the largest producer and supplier of defense systems in Central Europe. Long term and
presence experience in the defense industry has strengthened Bumar Groups position as a solid and reliable
supplier for most demanding client that is the Armed Forces of the Republic of Poland and for over 40
different countries from the regions such as Asia, the Middle East, Europe, and Latin or North America.
B
umar Group consists 23 of technologically advanced
companies able to provide modern and techno-
logically advanced equipment which can meet any
demands of the contemporary battlefield in the area of
advanced electronic defense systems, ammunition and
rockets production, armoured vehicles, and soldiers per-
sonal equipment.
The close cooperation with R & D institutions, fo-
cuses on young and innovative personnel of engineers
who understand the challenges of the modern battle-
field, and pays attention to the close cooperation with
international partners in the area of new technological
solutions. Over 40 years of an experience in the inter-
national armament market guarantee the high quality
of Bumar Groups products.
As the leading armament producer and supplier in
the Central Europe the Bumar Group is one of the key
partners for defense companies from all over the world,
for example: EADS, Lockhead Martin, Nammo, Rafael,
MBDA, Raytheon, Kongsberg, BAE Systems.
Currently Bumar Group consists 23 of specialized pro-
duction plants integrated within four Divisions which
offer comprehensive system solutions in the areas such
as: electronic systems Bumar |Electronics, armoured
vehicles Bumar |Land, ammunition and missiles Bu-
mar |Ammunitions, and the complete equipment for
soldier at modern battlefield Bumar |Soldier. n
61
ON THE WORLDS
MARKETS
You can contact us:
BUMAR sp. z o.o.
PL-00-828 Warszawa
Al. Jana Pawa II, 11
Phone +48 22 3112512
Fax: +48 22 3112642
e-mail: bumar@bumar.com www.bumar.com
Established 1971. State owned
company, capital 1.177.682.500,00 PLN
Sales 2010: 13,0 billion PLN
Certificates: PN-EN ISO 9001:2001,
AQAP 2120:2006, NATO-CAGE 0250H.
Export: worldwide
62
Bumar Has to Grow More Modest
Mister President, how the Bumar Group should look
like according to you?
B
umar should be based on values and thats what
I keep repeating at all times. If this company would
not change its functioning system and that could
only be achieved by fostering change in its people, the
change of mentality and the change in relations if we
dont start to act differently then hitherto within the Bu-
mar Group, no amount of money pumped in this busi-
ness, which is now wrongly set-up, would matter much
in improving its condition. That money would simply be
wasted. Thats why I start with a set of values and I put
it this way: three foremost values are most important to
me I call them the A,B, C Philosophy have to be im-
plemented in Bumar. A is Army, i.e. the client, because
the Polish Army is our foremost, most important, No.1
buyer. Therefore, what is good for the Army, is good for
the Bumar Group as well. Even if there were short-term
misunderstandings between Bumar and the Army, be-
cause sometimes the short-term interest of the client
was going awry of the short-term companys business,
according to this philosophy, the A principle should
read: Clients interest should prevail.
So, the first immediate priority for the Group is to
come to terms with the MoND, normalize the rela-
tions, which were far from perfect, to put it mildly?
I dont want my functioning, my decisions, to be
directly set against what used to be. What used to be,
used to be, thats water under the bridge right now,
as of this moment, it would be different. I repeat: the cli-
ents interest prevails. Everything that concerns the cli-
ent is a No.1 priority. Going back to ABC then goes B.
B for Bumar. The Groups interest is the most important
thing right after the clients interest. And I mean Bumar
as a whole. Theres no company X, Y, or Z, theres no HQ
and filials we all have one, common goal. Of course,
the internal partition into individual companies is a nat-
ural thing, that comes with geography, that comes with
corporate structure, but on a mental level we all have to
be convinced, and strongly, that we are a single entity
as a business outfit and act like one. Its One for all, all
for one. That takes us to C C for Czowiek, Polish for
human. The company should think about its human re-
sources, should care for the employees, motivate them
properly, encourage to take efforts and teach them re-
sponsibility. Maintaining proper relationship between
the company and employees is managers responsibility,
but at the same time, it is employees responsibility as
well. The humane relationship is a powerful team-build-
ing tool. Those are my three core values, simple as they
are, and they just have to be implemented, absolutely.
In general, my approach to managing Bumar is a demo-
cratic one. Im simply not mentally shaped to manage
the company by iron fist, to dictate, but in this matter,
when it comes to implementing the ABC strategy, Im
prepared to be emphatic and assertive I intend to
enforce it. Watching the reciprocating animosity and
misunderstandings between individual Group compa-
nies, I already know that implementation of even that
simple philosophy may cause friction, but it is going to
be implemented nevertheless.
Mister President, you have just outlined your man-
aging philosophy. But, if we get deeper into spe-
cifics, we have to ask this question: what about the
hitherto implemented changes in Bumars devel-
opment direction? Are they still valid? As I under-
stand, it would be rather hard to question the just
introduced new divisional structure, but are there
any further changes to be expected? What about
the planned further expansion of the Group? We
understand these are matters partly beyond the
Group CEOs decision, it is for the government to
decide, but would the Bumar board step into their
predecessors path and further the consolidation
scheme? Would you like the Huta Stalowa Wolas
military part to join Bumar?
The restructuring and consolidation of the whole of
the Polish defense industry within Bumar is not a key
issue for me. If we are to define any clear departure from
the previous concepts, thats the one for me: we would
no longer see restructuring and consolidation of the
national defense industry as our core strategy. I want
Bumar to focus on five crucial strategic directions. That
would be another acronym, because its helpful, allows
everybody to memorize these key issues. So that would
a SPIKE. Everybody knows what a spike is, but it is also
one of our key products, the ATGM we manufacture,
and thats another reason why I chose that acronym.
What does the SPIKE mean to me? Lets start with S for
synergy, integration and cooperation to find ways to fur-
ther bond the Bumar as a group, finding synergy, find-
ing those points, that add together to form an additional
value, a cooperation-based community. So, for internal
policy, that means integration versus disintegration. In-
tegrated products against single-based products, chain
of supply versus everybody fend for himself, coopera-
tion against doubling-up and wasting resources for in-
An Interview with Krzysztof Krystowski, President of Bumar Sp. z o.o.
63
ON THE WORLDS
MARKETS
ternal competition for competitions sake. Second issue
by no means lined up in degrading value, they are
all equally important to me is P for Product. Product
that is market-attractive. Bumar shouldnt be and cant
be a miniature Ministry of Treasury to run the defense
industry! And that was precisely, what it was becom-
ing when restructuring and consolidating the industry
was our main goal. It was like trying to perform a mis-
sion, that is not meant for a commercial company, but
for a state institution, kind of state-run foster fund for
defense industry restructuring and consolidation. I dont
feel like Im having such a mission, and I cant see one
like that for Bumar. This mission is going beyond what
a market company is meant for. If a company would try
to double-up the ministry, it would never achieve a com-
mercial success. And so, my objectives are product and
market place. My Bumar would concentrate on design-
ing and manufacturing products, and not on bringing
the outsiders to fold against their will. Next goes I for
Innovation. Thats self-explanatory, but that innovation
also means focusing on strategic priorities. It simply can-
not go on forever like that, with Bumar pushing forward
development of 50 products at a time. Well, Bumar is big
on the national scene, but were just a mid-sized com-
pany by European standards and plainly speaking, we
just cant afford such diversity. One has to set up priori-
ties and focus on whats really important. So innovation
yes, but rational. Then comes K for client. Heres the
intersection, so to speak, of the ABC and SPIKE poli-
cies. The client issue connects with management issues.
Thats confidence building, based on proper relation-
ship with the client. And finally its E for Efficiency. This
is an absolute key issue for any company, especially for
us, for there are multiple areas of ill-efficiency or even
inefficiency in our Group. That comes with the history of
the companies, we have to consider difficult times many
companies went through. Yes, thats granted, but this is
history now, and it cant explain current ineffectiveness.
I see a necessity for implementing a thrift budget. Not
only an expenditure budget, but separate budget plan
to be met by each individual company. If a company
would not value each cent it is given, then no matter
how much money the proprietor pumps into it for op-
eration, research and development, all would come to
be wasted in the end.
You asked about Huta Stalowa Wola. If we assume
Bumar to be a commercial company, and thats what
I intend it to be, it should never press the proprietor by
demanding what he is to do next. So, any future fusions
involving Bumar, are State Treasurys business, not mine.
The owner would do, what he deems appropriate, and
thats his natural right. For me its the cooperation what
counts, not the ownership issue. We absolutely have to
cooperate within the national defense industry, Bumar
and other companies or scientific institutes. We have so
much interaction, so many common interests, that it is for
our own good to cooperate for shared success and profits.
Everybody is uniting now for furthering common projects
not necessarily on capital basis. Development of an
advanced final product is such a huge financial burden,
that only a consortium is able to carry it out. Its much too
much for a single company to heave. The defense market
is a specific place. To put it figuratively, you can only make
one deal in three years with the military but it is a huge
contract then. Now lets assume theres three competitors
and they fight each other. In effect, only one wins, and the
winner takes all the money, while the competitors come
out empty-handed. Next deal brings a winning hand to
another winner. If theres some bad-lucked company that
never won anything, this company is soon in deep trouble,
on the verge of extinction. Its much better to have 1/3
contract each year, than to wait in fear for the all-out vic-
tory every three years. Thats why even the most dogged
competitors sometimes come to cooperate. We, here in
Poland, do not compete doggedly. We simply cant. We
In April 2012 The Supervisory
Board of Bumar sp. zo.o has
appointed Mr. Krzysztof Krystowski
for the position of the President
of the Management Board
of Bumar sp. z o.o.
64
are owned by the same proprietor, all within the same
group, called the Republic of Poland. Even if were not, Im
always open for cooperation, with every company, state-
owned or private. The only thing that matters is whether
this cooperation furthers the prosperity of the Bumar
Group. If cooperation is the method to achieve that pros-
perity, Id cooperate. But if the fierce competition would
prove more efficient for that matter, Id fight, even though
personally I dont believe this a viable way in a long term.
Furthermore, we have to find international cooperation,
absolutely. We have to find every possible opportunity for
the Bumar Group to partake in cooperative projects, even
as a sub-supplier of tiny pieces but in a large, important,
integrated project, not necessarily on Polish market.
Does that means the end of underestimating Cen-
tral and Eastern European markets and larger ex-
tent of cooperation there, hitherto neglected by the
consecutive Bumar boards?
Absolutely, though of course that necessitates a prior
analysis. But I never say never. Bumar has similar prob-
lems with choosing the markets to explore, as it has with
the choice of the products to develop. Up to this mo-
ment, the Bumar Group acted like it was possible for it
to operate effectively on all worlds markets at the same
time. The markets were not selected, while maintaining
presence on each and every marketplace of the world
generated sizeable costs, called for managerial efforts
at the same time running a high risk of not making
any profit at all. Recent years were not overly successful
for the Bumar abroad. I mean, the effort was in no pro-
portion to the achievements.
I mentioned products before. Today we have certain
products. Having what we have, we got to find out where
Interview by Andrzej Kiski
and Andrzej Ulanowski.
Edited by Norbert Bczyk.
these products can be sold best. We shape our products
range according to the needs of the MoND, and thats
obvious because as I said, the MoND is our No.1 client.
Nevertheless, we are guilty of selectively analyzing our
products. I mean, we were making a dedicated product,
designed and shaped according to the specification of
our No.1 client and then we assumed his specs to be
the best there is, sure to sell our product anywhere else.
So we have to incorporate variables in our product as
early as design phase, to enable changes, that would
conform to the other clients specifications as well. Its
time we stop blaming lack of export successes entirely
on sales people. If we offer a product, that misses the
clients specification, no amount of talent on the part of
the salesman can sell it.
Bumar has got to grow more modest. It doesnt mean
we have to start underestimating ourselves, though. You
got to know your value, but you also got to know your
place. The export sales should cease to be a part of com-
panys promotional effort. They are to become a natural
part of the commercial activity, and not be estimated
by their promotional value. Export is not a tool to show
how wise and sage the board is it is but a money-mak-
ing activity. We have to find, as Bumar, product niches
to fit in, to find product or services where we can of-
fer advantageous product and make money. We cant
beat them all in everything, but we have to find areas,
where we can be effective and earn our keep. These
dont have to be the large final products, that make the
media headlines. Yes, sure, thats all important, but one
can as well become a successful manufacturer of that
tiny, small component, that all these big-time sellers, key
players, would scramble to buy from you.
Thank you for the interview. n
President of Bumar Krzysztof
Krystowski ( in the middle ) with
Chairman of Bumar onierz
Ryszard Kardasz (on the left )
and Sawomir Kuakowski
President, Polish Chamber
of National Defence Manufacturers
( on the right ) during debate
devoted to the Polish defence
industry, held at the European
Economic Congress 2012
in Katowice.
BUMAR AMMUNITION
B
UMAR AMUNICJA Division was established on 16th July 2009. The
biggest division in Bumar Group comprises 8 companies of ammu-
nition and rockets production profile. Bumar Amunicja Division of-
fers guided and unguided missiles, different types and purposes small
arms ammunition, mortar and artillery ammunition(ammunition caliber
from 5,56mm up to 155 mm), grenades, gunpowder, propellants as well
as standard explosives and its wide compositions. The leading company
within Ammunition Division is Bumar Amunicja S.A. Mr Waldemar Skow-
ron is the Director of Bumar Amunicja Division.
65
BUMAR AMUNICJA S.A. (FORMER ZM MESKO S.A.)
ZM DEZAMET SA
FPS BOLECHOWO SP. Z O.O.
ZPS PIONKI SP. Z O.O.
ZCH NITRO-CHEM SA
ZPS GAMRAT sp. z o.o.
BZE BELMA SA
ZM KRANIK SP. Z O.O.
ON THE WORLDS
MARKETS
ZPS GAMRAT SP. Z O.O.
Zakady Przemysu Specjalnego GAMRAT sp. z o.o. pro-
duces pyrotechnical products, artillery powders, rocket
propellants, artillery nitroglycerine tube powders, hetero-
geneous rocket propellants, pyrotechnical products.
BZE BELMA S.A.
Bydgoskie Zakady Elektromechaniczne BELMA S.A. is
a manufacturer of inter alia mines, scatterable mines dis-
pensers, flame proof button switch, distributors and
canisters for mining industry, flame proof connecting
boxes, flame proof cam and button switches, electro-
pneumatic relays, mine canisters, mine dispensers, dis-
tributors for mines.
ZM KRANIK SP. Z O.O.
Zakady Metalowe KRANIK sp. z o.o. produces bearings,
metal elements and ammunition shells: 73mm, 120mm,
122mm, 125mm. n
66
BUMAR AMUNICJA S.A.
Bumar Amunicja S.A. (former MESKO S.A.) is a manufac-
turer of pistol, revolver ammunition, rocket systems, fuses,
primers, flash-explosive grenades, antiaircraft Missile Set
GROM and 98mm mortar ammunition with demolition
fragmenting projectile. Company produces ammunition
caliber 5,56mm, 7,62mm, 9mm, 12,7mm, 20mm, 23mm,
30mm and 35mm. Bumar Amunicja renders the services
of demilitarization of outdated combat resources.
DEZAMET S.A.
Zakady Metalowe Dezamet S.A. manufactures 60mm
and 98mm mortar ammunition, hand and riffle grenades,
40mm ammunition for hand and automatic grenade
launchers, 40mm individual and underbarrel grenade
launchers, air bombs, fuses, 81mm launchers system.
FPS BOLECHOWO SP. Z O.O.
Fabryka Produkcji Specjalnej Bolechowo sp. z o.o. is a man-
ufacturer of ammunition belts, chests, 40mm, 73mm
2A28, 128mm, 152mm and 122mm grenade launcher
cartridges, extended range missiles, ammunition belts
and chests for: 40mm, 73mm, 90mm, 100mm, 120mm,
122mm, 125mm.
ZPS PIONKI
Zakady Produkcji Specjalnej Pionki sp. z o.o. manufactures
125mm tank ammunition, nitrocellulose propellants,
flares, signal ammunition, large line charges launchers,
120mm ammunition, large line charges.
ZCH NITRO-CHEM S.A.
Zakady Chemiczne NITRO-CHEM is a manufacturer of
explosives for military use, artillery ammunition, aerial
bombs, trinitrotoluene (TNT), hexogen (RDX), octogen
(HMX), tritonal in solid pieces, dinitrotoluene (DNT), TNT
boosters.
BUMAR SOLDIER
67
T
he Bumar Soldier Division comprises 5 companies dealing with production of sol-
dier equipment and personal protection. Within the division we develop the Future
Soldier system in line with the most advanced trends in the industry: from vests,
through solders personal armament to communication systems on the contemporary
battlefield. The leader of the division is Przemysowe Centrum Optyki S.A. Ryszard Kardasz
is the Director of the Bumar Soldier Division. The main tasks of the Bumar Soldier Division
comprise running economically justified activity and necessary for gaining competitive
advantages on the world armament market, consolidation and restructuring of the en-
terprises of the consortium participants companies, including also through concentra-
tion of production capacity and capital transformations; co-ordination in the scope of
production tasks planning within the system of long-term and annual plans as well as
supervision of implementation of material and financial plans and achieving assumed
economic objectives; ensuring continuous technical development of products like:
products using night vision and thermo vision technology, rifles, machine guns and per-
sonal guns, as well as soldiers individual protection equipment and other manufactured
by the consortiums participants; building a common chain of products and produc-
tion values in the consortiums companies; running common marketing activity in the
scope of manufactured products and services rendered on the home and international
markets.
PCO SA
FABRYKA BRONI
UCZNIK-RADOM SP. Z O.O.
ZM TARNW SA
PSO MASKPOL SA
OBRSM SP. Z O.O.
ON THE WORLDS
MARKETS
68
PCO S.A.
Przemysowe Centrum Optyki SA in Warsaw is a manufac-
turer of optoelectronic products, observation and sights
devices using laser, night vision and thermo vision tech-
nologies for military use.
Fabryka Broni ucznik RADOM sp. z o.o.
Arms Factory ucznik RADOM manufactures guns like:
BERYL rifle and MINI-BERYL gun cal. 5,56 mm x 45 NATO, sub-
machine guns PM-98/PM-06 GLAUBERYT cal. 9 mm x 19 PARA,
personal guns P99 and RAD cal. 9 mm x 19 PARA and sport-
ing guns as well as training sets and also renders wide gun-
smith services.
ZM TARNW SA
Mechanical Plant Zakady Mechaniczne TARNW manufa-
ctures and offers a wide range of products and services
for civil and military use, including 7,62 mm and 12,7 mm
machine guns, sniper rifles, antiaircraft systems and 40 mm
grenade launchers.
PSO MASKPOL SA
Protection Equipment Enterprise MASKPOL from Konieczki
is a manufacturer of equipment and protective clothes for
the army and police, masks, helmets, vests, shields, spike
barriers, gas mask filters and soldiers individual equipment.
OBR SM sp. z o.o.
Research and Development Centre of Mechanical Equip-
ment in Tarnw specializes in constructing and build-
ing as well as testing towed, self-propelled and marine
antiaircraft artillery sets and short range missile and gun
systems, as well as serial production 60 mm mortars and
23 mm barrel inserts for tank team training. n
69
BUMAR ELECTRONICS
B
umar Elektronika S.A. was created on December 30, 2011 by
merging three companies:
Przemysowy Instytut Telekomunikacji S.A.
Centrum Naukowo-Produkcyjne Elektroniki Profesjonalnej
RADWAR S.A
Przedsibiorstwo Produkcyjne Podzespow Elektronicznych
DOLAM S.A.
The company is a successor to many years experience and
achievements of those leading producers and suppliers in the
market of professional electronics.
Bumar Elektronika is the biggest and the most important
Polish R&D center in the area of defense radar and command
& control technologies. Its activity covers full development line,
from product concept, through manufacturing to delivery and
logistic support.

BUMAR ELEKTRONIKA S.A.

ON THE WORLDS
MARKETS
70
The main products lines are:
Active and passive radar systems
Automated command support systems
Ant-aircraft gun and missile systems
Identification (IFF) systems
Subsystems and components
Road traffic monitoring systems
The products of Bumar Elektronika S.A. have been de-
livered and implemented in the Armed Forces, Border
Guard and Police.
The companys mission is to create innovative solutions
in the area of electronics, the computer science technolo-
gies to support security of people and infrastructure.
The strategic project of Bumar Elektronika S.A. is The
Shield of Poland a multi-layered antiaircraft and antimis-
sile defense system for Poland. n

71
BUMAR LAND
T
his division comprises companies of manu-
facturers of track and combat vehicles. Here
PT-91 battle tank as well as the newest
Groups product Multitask Combat Platform
ANDERS are produced. The Divisions leader is ZM
BUMAR-abdy S.A.
ZM BUMAR-ABDY SA
OBRUM SP. Z O.O.
ON THE WORLDS
MARKETS
72
OBRUM sp. z o.o.
Orodek Badawczo-Rozwojowy Urzdze Mechanicznych
OBRUM sp. z o. o. is a direct research and development, mo-
dernization company as well as production and implemen-
tation base of the defence industry, implements a number
of research and development as well as implementation
projects for the purposes of the countrys defence.
ZM BUMAR ABDY SA
Mechanical Plant Zakady Mechaniczne BUMAR-ABDY
SA from Gliwice is a manufacturer of military equipment
and armaments, including heavy armoured equipment
PT-91 battle tanks, WZT-3 armoured recovery vehicles and
PMC-90 bridges. The Mechanical Plant also manufactures
heavy equipment and construction machines like: cranes,
excavators, mining loaders and welded constructions. n
73
Company Profiles
74
Auto-Hit for the Army
Auto-Hit Sp. z o.o.
Auto-Hit Ltd.
The professionals were quick
in recognizing the assets of the
Auto-Hit Atlas 30S trailers. In
September 2006 during the MSPO
Military Equipment Fair in Kielce,
the recovery set, including this
trailer was awarded the coveted
Defender Award.
Auto-Hit is a privately-owned Polish company, that won a great deal of
renown and regard while earning for herself a strong position at the difficult
military equipment market.
T
he Auto-Hit was created in the early 1990s in Tychy.
Their first steps on the automotive market were taken
in 1995, when the company was authorized to dis-
tribute Fiat cars and vans. After first two years, in 1997, Fiat
was pleased with them enough to widen the spectrum of
the co-operation and let them distribute the IVECO-brand
trucks. At the same time, while intensifying the sales,
Auto-Hit took a great deal of time to built partnership
with their customers based on the sound assumption,
that only the customer satisfactorily served throughout
the whole period of vehicles service life would buy an-
other one or more. And they did, giving the Auto-Hit
peace of mind and financial stability needed to diversify
the offer. The Special Production Division was created in
2000 specifically to cater for the needs of the military. The
SPD sold the Fiat vans and the IVECO trucks to the Army,
and then took care of the post-sale servicing, while co-
operating with other companies supplying specialized
superstructures and semi-trailers. High quality and com-
petitive prices of the products and services offered by the
Hit-Auto, as well as the superb abilities of the sales person-
nel, enabled the Auto-Hit to quickly rise to the position
of one of the most important utility vehicle suppliers for
the Polish Army. In subsequent years, despite the strong
competition, the Auto-Hit year per year won the second
or at least third place in military vehicles sale numbers.
With the Army needing vast quantities of various vehicles,
the company recognized the potential of fulfill the mili-
tary needs at a moments notice, while maintaining both
the competitive prices and the high quality level a de-
cision was made to step-up the level of services offered
to the military. A decision was made to start specialized
military vehicle modifications and production of the spe-
cial transport vehicles tailored to the specific needs. As an
effect, the Auto-Hit, from just a military equipment dealer,
became the major manufacturer, while the military mar-
ket activity of the company now encompasses different
facets. One is the ready automobile sales as always. At
the same time the Company has launched its own manu-
facturing plant at Skepe. The first vehicles to emerge from
there were the NS600W Atlas semi-trailers. These are the
60-ton capacity low riders designed for heavy combat ve-
hicles road transfer. The Army was quick to acknowledge
the merits of the Atlas, and they became one of the Auto-
Hits trademark products. The company designers con-
sulted the Polish Army and tailor-suited other semitrailers
to military requirements. The first of the new breed were
shown in 2006 two 30-ton capacity three axle semi-trail-
ers. One, the Atlas 30W, was ordered by the Polish Navy,
and serves the logistic support of the naval ships in ports.
The other, called the Atlas 30S, was in fact a modified ver-
sion of the 30W with several novel features valuable for the
military use, making it all the more versatile and easy to
operate. The 30S has a variable height front end, enabling
the fifth wheel receiver to be set at heights between 1240
and 1640 mm, in 100 mm increments to enable various
tractors to be used. Moreover, the width of the transport
platform can also be changed from 2540 to 3200 mm by
extending the perpendicular beams and setting loading
platforms between them. This enables the trailer to carry
not only standard but oversized loads as well. The third
75
The third outstanding feature of
the Atlas 30S is the way it makes
loading and unloading an easy
chore for the crew, by using
two-stage folding loading ramps
with pneumatic-assisted spring
actuation.
NS 600 W semi-trailer enables
transportation of a tracked
and wheeled vehicles of total
weight up to 60 T in various road
conditions. Applied steering axles
makes the vehicle exceptionally
maneuverable.
outstanding feature of the Atlas 30S is the way it makes
loading and unloading an easy chore for the crew, by
using two-stage folding loading ramps with pneumatic
assisted spring actuation. The professionals were quick in
recognizing the assets of the Auto-Hit Atlas 30S trailers.
In September 2006 during the MSPO Military Equipment
Fair in Kielce, the recovery set, including this trailer was
awarded the coveted Defender Award.
Auto-Hit continues the developments of the semi-
trailers family. The new solution is NS-700W, the semi-trail-
er with 70 tons payload, the answer for the requirements
of either domestic market, as well as specific foreign cus-
tomer.
The Company offer includes also NS500WN, the semi-
trailer with specific design, allowing the transportation of
the elevated military equipment like the 155mm Howitzer
Krab or the Self-Propelled Anti-Aircraft Gun System Loara.
Other military activity areas of the Company are con-
nected with vehicles modification. Various class and types
of vehicles are undergoing modifications to become fit
for the tough service. For example, in the heavy class, the
IVECO EuroTrakker/Trakker series MP720E48 WT 6x6 trucks
are being modified to the heavy semi-trailer and ballast
tractors. In the course of the modification suitable special
equipment is installed, including two winches behind the
cab, as well as additional stowage bins, and spare wheel
on a special derrick.
As of now the Auto-Hit has 150 employees, including
30 graduates. They are all top class specialists, and still
honing their skills to design even better products. The
spectacular progress of the company wouldnt be possi-
ble without one more asset of the Auto-Hit: a great deal of
flexibility in managing. This company is efficiently led, all
the decisions are taken fast, and by virtue of the flat or-
ganizational structure, are as fast to implement. Thats why
what other companies find to be a hard challenge to
prepare a modification or an advanced technical product
for the exacting customer in no time, at low cost despite
the small quantity ordered for the Auto-Hit became just
a day-to-day routine. And at the same time, the company
remains open to suggestions and remarks from the mar-
ketplace to propose even better products and solutions,
even more suited to the demands of the customer, at the
even more competitive prices, and even faster. With all
the volume of sales and production, the Auto-Hit pays
much respect to the quality since the very beginning.
The ISO9002 quality management certificate was won
as early as 2000, and in 2005 the AQAP system was imple-
mented. n
You can contact us:
Auto-Hit Sp. z o.o.
ul. Owicimska 323, 43-100 Tychy
phone +48 22 810 14 35, fax +48 22 810 14 45
e-mail: info@autohit.com.p
www.autohit.com.pl
76
30 Years for Maritime
Security and Safety!
Promienica Influence
Magneto-Acoustic Sweep
Systems for
Sea Mines Disposal
Ukwia and Toczek.
RKS 8000 Transceiver.
CTM
was founded to meet the existence needs
of defence industry supporting centre, ope-
rating mainly for the benefit of the maritime
security, in the process of developing and implementing
of modern technical and technological solutions. At that
time, the basic activity of CTM was connected with work
for the Polish Navy in range of research, development and
implementation of modern technical solutions in the area
of armament and maritime systems.
During the past few years, there has been global and
national revaluation of priorities in the area of security. The
predominant risks are identified as asymmetric threats. To
counteract those threats requires involvement of many
institutions connected with the national security system.
Following these tendencies, CTM joined in the process of
developing new technologies and technical solutions in or-
der to support counteracting those threats and dedicated
to different institutions responsible for national security.
Thirty years of consistent prosperity allowed CTM to
build and establish competencies mainly in the following
areas:
Command, Control and Communication Systems;
Data Exchange Systems, including Systems for Radio
Communications;
Underwater Weapon Systems;
Maritime Infrastructure Protection Systems (incl. har-
bours) in the aspect of asymmetric threats.
Plans for the forthcoming years are to develop compe-
tencies of CTMs personnel, as well as the scientific infra-
structure, in order to offer solutions meeting all modern
requirements and standards to the institutions responsible
for national security, the maritime security in particular. n

Orodek Badawczo-Rozwojowy
Centrum Techniki Morskiej SA
R&D Marine Technology Centre
You can contact us:
Orodek Badawczo-Rozwojowy
Centrum Techniki Morskiej SA
ul. Dickmana 62, 81-109 Gdynia
phone +48 58 666 53 00, +48 58 666 53 18;
fax +48 58 666 53 04
e-mail: ctm@ctm.gdynia.pl www.ctm.gdynia.pl
OBR Centrum Techniki Morskiej S.A., the research, development and
implementation institute is celebrating its 30th anniversary this year.
It is a great opportunity to look back and summarize achievements
as well as formulate commitments and make new plans for the future.
The substance of research, design and implementation
works carried out by CTM evolved over the last 30 years,
as well as the Polish Navys requirements.
The activities of CTM are strictly directed to meet the
above mentioned needs and present ready solutions,
when called upon. In areas such as data exchange sys-
tems or command systems, also other branches of the Po-
lish Armed Forces are recipients of CTMs offers.
77
Etronika Ltd. specializes in design and manufacturing of electro-optical
systems for defense and security sector. Our company has developed
a large number of devices realated to classical optics, infra-red and laser
technologies: day sights, night vision devices, laser range finders and thermal
cameras for military, industrial and SAR application.
ETRONIKA Eyes on Target
T
he company has expanded technical capabilities
and almost complete manufacturing process
is carried out at Etronika facilities including manufacturing
optical, electronic, and mechanical modules.
OUR OFFER
Modernization of night vision
devices from active into passive:
periscopes for tank drivers:
TWNO-2M,TWNE-1 PAM, TWNE-4PAM;
tank commanders periscope: TKN3-M,
gunners periscope: 1 PN22M1 /M2-M,
BPK-2-42- PAM, TPN-1M;
gun sights: NSP3-R, NSPU-R,
and PPN-R;
from night vision to thermal
imaging:
tank commanders
periscope: TKN3-T;
gunners periscope:
1 PN22M1 /M2-T,
BPK-2-42- T, TPN-1-T.
Classical optics:
periscopes,
protractor sights,
boresight collimators,
classical sights.
Optoelectronic devices:
thermal cameras,
thermal gun sights,
day-night sight and cameras,
diode and laser range finders,
ranging and imaging units for
fire control systems. n

You can contact us:

ETRONIKA Sp. z o.o.
office: ul. Miska 25, 03-808 Warszawa
tel. +48 22 810 02 38
production facility: ul. Okuniewska 1
05-070 Sulejwek, tel./fax: +48 22 870 64 96
e-mail: biuro@etronika.pl www.etronika.pl
mini thermal camera KTL-30
day/night commanders
periscope PWWC-N2
thermal sight VIKI
thermal/day sight ACRAB
thermal/day camera KTD-60
NV sight NSP3-R
NV sight NSPU-R
thermal/day tank sight TKN-3-T
sensor system ZIG-T-3
78 78
You can contact us:
JAKUSZ Przemysowa 40 83-400 Kocierzyna
phone: +48 58 686 85 27, fax +48 58 686 49 09
e-mail: marketing@jakusz.com
www.jakusz.com
Directions of Development of Jakusz Company
O
wing to experience and careful analysis of the market
we have focused on the development of technolo-
gies offered towards ecology and services.
JAKUSZECOLOGY
Implementation of Environmental Management Sys-
tem ISO 14001:2005;
Positive result of environmental impact assessment of
Jowisz installation for disposal of small arms ammuni-
tion;
Development of new methods of munitions disposal
designed to meet specific customer needs (e.g. am-
munition cal. 12,7 mm or 14,5 mm usually is destroyed
but in our offer there is also the installation for its disas-
sembling to recover all components);
Development of high efficiency static kiln Solar equip-
ped with advanced system for post-detonation gases
treatment (according to European standards concern-
ing emission gases to atmosphere);

Development of methods for recovery and utilization

of energy generated in the processes of munitions dis-
posal;
Our mission is to design demilitarization processes
where obtained products are completely safe for opera-
tors and the environment and also adapted for use in civil
industry.
JAKUSZSERVICES
Strengthening the market position as a supplier of in-
stallations for munitions disposal;
Plans to expand the companys offer by the services
provided anywhere in the world where munitions are
stored (development of our own, mobile demilitariza-
tion systems);
Plans to develop of companys infrastructure to ena-
ble implementation of demilitarization services in Po-
land. n

White phospohrus melting-out.

The main group of products of Jakusz company are technologies for safe
demilitarization. Our most important achievement in this field is implementation
of containerized system PLANETARIUM in Republic of Azerbaijan. The Planetarium
system is a tailor-made solution designed for disposal of over 170 types of munitions.
Due to application of environmentally friendly technologies the system was
approved to GreenEvo project Green Technology Accelerator implemented
by the Ministry of Environment.
Booster pressing.
Disassembling of ammunition
cal. 14,5 mm.
79
Directions of Development of Jakusz Company
T
he institute is involved in the innovative work in the
following areas:
Designing and Integration of Aeronautical Systems;
Logistics Systems;
Safety and Reliability;
Unmanned Aerial Vehicles;
Training Systems, including E-learning;
Air Armament;
Airfield and Road Infrastructure;
Substitute Fuels, Working Liquids and Lubricating Oils;
Biocomponents in POLs Engineering Products.
The development strategy of the Institute is aimed at
increasing research potential through co-operation with
national, European and non-European partners. Among
main development priorities of the Institute there is parti-
ciping in projects realised within the 7
th
Framework Pro-
gramme, especially in specific program-mes such as Trans-
port (including Aeronautics), also Security and Space.
AFIT offers what follows:
certification (state) tests of aeronautical systems intro-
duced into service with the military aviation, including:
aircraft, air armament, air weapons, avionics;
design, development and tests of unmanned air vehi-
cles, and new applications thereof;
investigating into the feasibility of extending service
lives of air weapons after the manufacturer/deliverer-
guaranteed warranty periods have expired;
design, manufacturing, upgrading, and servicing of
aero-engines dedicated diagnostic systems;

Integration of avionics systems.

VTOL UAV Koliber.
You can contact us:
Instytut Techniczny Wojsk Lotniczych
ul. Ksicia Bolesawa 6, 01-494 Warszawa
phone +48 22 685 10 13 fax +48 22 836 44 71
e-mail: poczta@itwl.pl www.itwl.pl
Flying Institute
Instytut Techniczny Wojsk Lotniczych
Air Force Institute of Technology
Helmet Mounted Display.
The Air Force Institute of Technology is a scientific
and research organisation which has been
operating under the current name for 55 years.
First and foremost, it is engaged in research
and tests of military aircraft and broadly
understood problems of flight safety.
The Institutes outcome of great significance
in Poland and abroad, comprises hundreds of
research works and scientific studies, as well as
new designs and developments that have been
applied in the aviation of the Armed Forces
of the Republic of Poland.
tests of aero-engines to prolong installation lives and
TBOs;
upgrade of air armament systems;
development of devices and systems to provide flying
control officers, navigators, air traffic controllers, pilots,
etc. with instruction and training to assist improve-
ment of skills;
development and maintenance of computer systems
intended to support management of aircraft mainte-
nance and flight safety;
upgrading and integration of avionics;
development of flight recorders/flight data decoding
systems;
non-destructive testing of structures and objects;
development of stationary and mobile terrain-surveil-
lance systems;
consultancy and technical advice in the field of air-
field/road building;
development of technologies of production of synthe-
tic, mineral, bio-components-based utilisation fluids;
certification tests of fuels and lubricants used through-
out the operational phase of aeronautical systems.
The intention to maintain high quality of our develop-
ments and services has encouraged AFIT to implement
the quality management system consistent with both the
NATO AQAP 2210 and PN-EN ISO 9001 standardisation
documents. The Institute was awarded the NATO Com-
mercial and Government Entity (NCAGE) Code 0481H,
as well as the State concession for economic activities in
manufacture and trading weapons and munitions, and
in the manufacture and trading military/police-intended
products and technologies. n
80
81
You can contact us:
TARGI KIELCE S.A.
ul. Zakadowa 1 25-672 Kielce
tel. +48 41 365 12 22
fax +48 41 345 62 61
e-mail: biuro@targikielce.pl
www.mspo.pl
MSPO World Class Exhibition
A few hundred exhibitors, state-of-the-art military equipment, prestigious distinctions and awards, official
delegations form all over the world and the guests of honour the four days of the 19
th
edition of
the exhibition held in Targi Kielce will be marked with defence issues, military accessories and armaments.
T
he 19
th
International Defence Industry Exhibition MSPO, the event
which has been granted with the honorary patronage of the Min-
ister of National Defence will be held in Targi Kielce from 5
th
to 8
th

September 2011. This is one of the three major events in Europe and the
only event of this kind in Poland. The exhibition is targeted not only at
business sector insiders and professionals.
The International Defence Industry Exhibition which has been held since
1993 is the showcase for the latest developments in defence industry as
well as for the logistic solutions and systems which serve the purpose of
safety provision and are utilised by rescue services. Year after year the meet-
ing brings together the increasing number of exhibitors and fair visitors
from around the world. 360 exhibitors form 26 countries partook in the last
years edition; and at their disposal they had six exhibition halls including
the E hall; the most advanced exhibition hall in Poland which had been put
into operation in August 2010, as well as the vast open-air exhibition space.
Last years exhibition attracted over 13 thousand guests.
MSPO for everybody
The first day of the event is awaited by the companies which supply
their products to the army, as the unique and unparalleled on the national
scale exhibition held in Kielce offers the companies an excellent, and very
often the only chance to present the offer dedicated to the defence indus-
try sector. The most important national policy and decision makers, whose
responsibility is to purchase the equipment and armaments for the Repub-
lic of Poland Armed Forces have already announced that they will partake
in MSPO. It has become the tradition of the fair that the representatives of
the Ministry of Defence RP and various types of armed forces who devel-
op the plans of the armament
and army equipment acquisition
hold meetings with the suppliers
of the state-of-the-art products.
Together they discuss the armys
demand for equipment as well
as the production requirements.
The Exhibition of the Polish
Armed Forces has become an
inseparable element of the In-
ternational Defence Industry
Exhibition. This years event is organised by the Inspectorate of Support
for the Armed Forces in conjunction with the Land Forces and the Military
Police. The Fair visitors can become familiar with what is the best in Polish
army from the networked socio-technical equipment and armament
for an individual soldier to combat vehicles and self-propelled cannons.
European Defence Agency at MSPO
This edition of MSPO is truly exceptional the National Exhibition will
not be held this year. Polish Presidency in European Union has resulted
in the participation of the European Defence Agency (EDA) in this years
edition of the International Defence Industry Exhibition. The Agency is
the inter-governmental organisation which operates in the homogenous
European Unions structure. The Agency will make the MSPO guests familiar
with their activities, which can be presented as four basic functions: specifi-
cation of cooperation between EU institutions in the process of developing
defence capabilities, promotion and coordination of armaments co-opera-
tion and harmonisation process, the support for the joint defence research
and technology programmes and promotion of multinational programmes
of European defence cooperation. Following the example of previous
years, MSPO will be accompanied by the whole array of conferences and
meetings, and among them the International Seminar on supply security
organised by EDA (European Defence Agency) and the conference devoted
to Outsourcing in the army hosted by the company Fraikin Polska plc.
European standards, world-class reputation
Kielce attracts global defence sector corporations and companies which
are ranked at the top positions of the biggest business rankings: Bae Sys-
tems, Boeing, MBDA, Raytheon, or Thales offers constitute almost one third
of the products on display. On the second day of this years exhibition the
THALES and SAAB companies will hold a special presentation of their offer
in the E exhibition hall.
Polish companies which provide their products and services to the
army make up the largest group of the MSPO exhibitors. It has been
a long established tradition that our national defence industry concern
Bumar Group brings the largest number of novelties to the Fair. Bumar,
the leading supplier and exporter of armaments and army equipment
produced in Poland comprises 27 production and trade companies from
the Polish defence industry, they specialise in ammunition, radar, missile
and armoured-vehicle production.
Awards and distinctions
This year the exhibitors will also be presented with awards and distinc-
tions; and among them the Award of the Republic of Poland President
for the best product which serves the purpose of the RP Armed Forces
soldiers safety improvement. The MSPO Programme Council awards the
prestigious DEFENDER awards the symbol of soldiers recognition to the
defence industry. MSPO 2011 will also feature extraordinary awards and
mentions presented by the Minister of National Defence, the Minister of
Interior and Administration as well as by the Minister of Economy. n
In 2010 exhibition has been opened by the President of Poland, Bronislaw Komorowski.
Bumar Group presentation.
82 82
83
designing of training ammunition, aerial target imita-
tors and fuses for training and service ammunition.
Missiles
prognostic reports for missile systems development
trends;
research, development and design works on new de-
velopments of missile systems for training and prac-
tising;
functional and acceptance tests of antitank and anti-
aircraft guided missiles and short range rockets.
Radar Systems
jammers;
Doppler and microwave technology;
testing of ground radar stations and operational
tactical recognition and command systems;
measurements for Environment Protection Authorities.

Service
theory of systems models and projects for subsys-
tems and components on servicing and using of ex-
plosive ordnance;
technical diagnostics - methods for evaluation and
diagnostic examinations, quality assurance and
prognosis, explosive ordnance safety and functional
reliability;
evaluation and post-incidental expert reports for ex-
plosive ordnance;
using of missiles and rockets at decreased range di-
mensions;
testing of combat effectiveness for rockets and mis-
siles and prognostic reports for extension of their
service life time;
repair technologies, upgrading works and non-de-
structive testing of rockets and missiles. n

I
ntegration of the Polish Armed Forces with the NATO
military structures has been bringing some new chal-
lenges and the Institute copes with them successfully.
Weapon certification and testing with quality assurance
systems were implemented according to European stan-
dards. Five testing labs received the accreditation from
the Polish Accreditation Centre and Institute, which is au-
thorised to issue certifications for more than 150 items.
Institute Laboratory The Group of Testing Laboratories
The Testing Laboratory for Small Arms and Protective
Screens,
The Artillery Equipment, Ammunition and Rocket Sys-
tem Laboratory,
The Warfare Agents Testing Laboratory,
The Radar and Command Systems, Electronic Warfare
and Microwave Technology Laboratory,
The Ordnance Testing Laboratory in Field Conditions.
The Institute creates a scientific background for the
Army, its main goal is to maintain the highest level of
specialisation in domains which decide about art of tech-
nology level of weapon systems and equipment for the
Armed Forces and which due to the prestige and eco-
nomical reasons should be manufactured in country.
Institute is involved in:
scientific research and development works;
new design and upgrading projects;
prognostic and expertise reports;
functional tests;
standardisation and unification;
software for command and fire control systems.
Offer
Small Arms and Aircraft Weapon Systems
analyses and prognostic reports for small arms;
research, development and design works on small
arms weapons and ammunition;
aircraft and small arms weapons testing;
methodological and experimental works on service
life extension of aircraft and small arms weapons;
aircraft and small arms weapons expert reports and
analyses.
Artillery
analyses and prognostic reports for artillery weapon
systems;
research and design works on artillery weapon systems;
testing and upgrading of artillery systems;
designing, upgrading and testing of artillery ammu-
nition;

Wojskowy Instytut
Techniczny Uzbrojenia
Military Institute
of Armament Technology
You can contact us:
Military Institute of Armament Technology
ul. Prymasa Stefana Wyszyskiego 7, 05-220 Zielonka
tel. (+48) 22 761 44 01, fax: (+48) 22 761 44 45
e-mail: witu@witu.mil.pl www.witu.mil.pl
Military Institute
of Armament Technology
Military Institute of Armament Technology is the leading scientific
research centre that has been creating new developments for 85 years
to be used by the Polish Armed Forces.
84
For over 55 years Wojskowe
Zakady Mechaniczne Joint Stock
Company has been signifcantly
involved into development and
progress within Polish Army, what
eventually resulted in mutual
cooperation during peacekeeping
missions. For all these years the
Company has believed that, the
Client requirements and the
vision is priority of high quality
and constant progress. In order
to perform our goals successfully,
Wojskowe Zakady Mechaniczne
Joint Stock Company
implemented new solutions,
technologies and has been focused
on acquiring knowledge,
as a result of which, production
of 4th generation KTO Rosomak
vehicles family has began.
Trough development of our
strength we contribute it to
our Clients, what makes Tem
mores competitive in undertaken
missions.
KTO ROSOMAK Medical Evacuation Vehicle
KTO ROSOMAK Infantry Fighting Vehicle
Wojskowe Zakady Mechaniczne
Joint Stock Company
Powstacw 5/7 Street
41-100 Siemianowice lskie
Poland
phone: +48 32 228 57 51
fax: + 48 32 228 12 52
e-mail: wzms@wzms.pl
www.wzms.pl
Pimco Sp. z o.o.
O
ur current production includes the CHERDES fam-
ily of detection systems. These are primarily used in
AMVs such as the ROSOMAK (PATRIA) 8 x 8 wheeled
type and the PT91 main battle tank. ROSOMAKs withs
our CHERDES I (NSN 6665-43-0004252) and CHERDES
II (NSN 6665-43-0008569) detectors are currently in use
with the Polish Mission Forces in Afghanistan, as well as
having served in Iraq and Chad, while the CHERDES II,
specially adapted for more extreme climate conditions, is
installed in the PT91 tanks used by the army of Malaysia.
The CHERDES II range of chemical, radiological and
nuclear blast threat detection systems are modular in
design, allowing for the separate units to be installed
within the limited space available in AFVs. Chemical and
radiological detection is simultaneously carried out from
both inside and outside of the vehicle. They can also be
installed in 24/7 mode for fixed sites to provide round-
the-clock threat detection of military bases, government
buildings etc. These instruments provide very quick and
accurate detection of all the above-mentioned threats
with minimum false alarm level.
We are currently completing the development of
a third generation system called CHERDES III, and new
generation of biological warfare detector, which detects
biological threats in a real-time. CHERDES III will be the
smallest and the most compact CBRN system of the
CHERDES family.
Pimco Sp. z o. o. is a Polish company with many years of experience
in the manufacture and supplying special CBRN equipment, including
the detection of chemical warfare and toxic industrial chemical agents,
radiological and biological threats, and tactical nuclear weapon detection.
You can contact us:
Pimco Sp. z o.o.
ul. ony 63
02-815 Warszawa, Poland
phone +48 22 643 23 58
fax +48 22 20 35 140
e-mail: pimco@pimco.pl
www.pimco.pl
Our equipment has EU and NATO certificates. Pimco
Sp. z o.o. has the concession no. B-021/2004, issued by
the Ministry of Internal Affairs, the ISO 9001:2000 cer-
tificate no. 309/S/2008 and the AQAP 2110:2006 cer-
tificate no. 309/A/2008. We also have the Certificate of
Assurance Number (NAMSA) no 102/2009 issued by the
Armed Forces Procurement Department of the Ministry
of National Defense of Poland. n
CHERDES III
CHERDES II
86
87
History of the Polish Chamber of National Defence
Manufacturers has only 12 years.
T
he initiative of representatives of the Polish Defence
Industry, especially Mr. Roman MUSIA president of
the ZM MESKO from Skarysko Kamienna on Sep-
tember 11
th
, 1995 during the establishing meeting in Kiel-
ce, the resolution on creating of the Chamber was accept-
ed. Representatives of the 67 companies, with presence
of gen. Henryk MIKA of the Polish MoD and col. Sawomir
KUAKOWSKI of the Presidential State Security Office,
elected temporary board of the Chamber and auditing
commission.
The first President of the Chamber became Mr. Roman
MUSIA and to the board Mr. Edward APONIUK, Mr. Leszek
CICHOCKI (Vice-president), Mr. Krzysztof JURKIEWICZ
(Vice-president), Mr. Ryszard KARDASZ, Mr. Henryk MYEK,
Mr. Sawomir RESZKA were elected to the bone.
Friendly attitude of the Ministry of Industry and Trade
and the Ministry of Defence and hard work of Mr. Janusz
BRANDT, Mr. Sawomir RESZKA and Mr. Krzysztof JURKIE-
WICZ led to court registration of the Polish Chamber of
National Defence Manufacturers as the nationwide or-
ganisation (115 founding companies).
The Court registration on April 18
th
, 1996 started new
history of the economic self-government defence branch
in Poland.
The statues obligation of the Chamber are: initiating
activities to improve the technological level and quality
standards of products manufactured by the companies
(national defence suppliers) activating co-operation ef-
forts, inspiring efforts aimed to increase of the domestic
defence production and export, inspiring and support-
ing process of restructurisation and modernisation of the
domestic defence industry and its preparations for inte-
gration with European structures. Important part of the
Chambers activities is to expertise and opinionmaking
and to conduct training for representatives of Polish de-
fence industry and to facilitate their contacts with foreign
partners. The Chamber conductes exchange of technical,
organisational and commercial experiences.
Currently the Chamber has over 190 members, includ-
ing private as well as state-owned companies. Among
them are potentates as well as small enterprises. During
Chamber of Arms
Polish Chamber of National Defence Manufacturers
Polska Izba Producentw na Rzecz Obronnoci Kraju
the 6 years at the Chambers activities co-ordinat majority
of joint appearances of the Polish defence industry on in-
ternational exhibitions (in years 19992005 the Chamber
organised 23 national stands of the Polish defence indus-
try) also the Chamber was the organiser of many econom-
ic missions to e.g. to India, Indonesia, Norway, Malaysia,
Singapore, UK, Greece, Turkey, Romania, Moldova, UAE.
The Chamber is the initiator of the military-industrial
co-operation among Visegrad Group.
Its part were two editions of Forum of Defence Industries
of Poland and Czech Republic (1999 and 2001), 1
st
Forum of
Defence Industries of the Visegrad Group (2001) in Warsaw,
2
nd
and 3
rd
Forum (20022004) in Trencin, Slovakia.
Except co-operation agreement with the Ministry of
Defence (12
th
August 1999), the Chamber formalised con-
tacts with defence industry associations of some of the
European and Asian countries by signing separate agree-
ments with them (e.g. France, India, Malaysia, Indonesia,
Czech Republic, Slovakia, United Kingdom, Norway, Ro-
mania, Spain, Portugal, Italy, USA, Indonesia).
In 1999 the Chamber published the Polish Defence
Industry Catalogue, its next edition is currently in prepa-
ration. Additionally the Bulletin is published frequently,
bimonthly Polish Defence Industry and quarterly Eco-
nomic-Defence Review and extraordinary promotional
publications (e.g. in Polish, English, Czech and Slovakian
language) are also published. In 1998 the Chamber was
selected for representing the Polish defence industry in
NATO Industrial Advisory
Group (NIAG) and since the
December 2000 is actively
taking part in the Group
meetings.
Since August 22
nd
, 2005
the Chamber initiate In-
ternal Control System ac-
cording to the law about
turnover of the products,
technologies and serv-
ices important for national
security and to keep in-
ternational peace and security. The Chamber received
the ISO 9001:2001 and the IQNet certificate (No. PL-JW-
172/1/2005 valid up to August 21
st
, 2008). On October
20
th
, 2005 the Chamber received concession of Polish
Ministry of Internal Affairs and Administration for special
equipment turnover (No. B-062/2005), on December 27
th
,
2005 the Chamber received the NATO Commercial and
Government Entity Code (N-CAGE No. 1082H). n
The Chambers stand on
DEFEXPO08 in New Delhi, India.
President of the Polish
Chamber of National Defence
Manufacturers Mr Sawomir
Kuakowski with Vice Admiral
Andrzej Karweta Commander
in Chief of the Polish Navy,
died in a presidential plane crash
near Smolesk.
You can contact us:
Polska Izba Producentw
na Rzecz Obronnoci Kraju
ul. Fort Wola 22, 00-961 Warszawa
phone +48 22 634 47 78; fax +48 22 634 47 78
chamber@defence-industry.pl
www.defence-industry.pl
88
89
Polish Leader in Tactical Radio Communication
R3507 Software Defined Radio.
RADMOR SA
RADMOR J-S Co.
R
ADMOR offers comprehensive services from net-
work design, to delivery, assembly and servicing of
equipment. Radiotelephones produced by RADMOR
operate in radio communication networks all over the
country. They are used not only by policeman and fire-
man but also by health services, taxis and other
organizations. The devices produced in RAD-
MOR can be used in already existing systems
as well as for building new networks. Radmors
radiotelephones appear always in the places
where reliable communication is needed for ef-
ficient work.
Our civil equipment is suitable for building
both modern trunking networks (TETRA, DMR)
and conventional dispatcher systems. Our radio-
telephones operate in 40 MHz, 80 MHz, 160 MHz
and 450 MHz frequency bands.
Military equipment offered by RADMOR
enables building modern tactical digital radio
communication systems. RADMOR exports its
equipment and technology to many countries.
Our customers, apart from Polish Military Forces,
are other armies such as: Lithuanian, Latvian,
Czech, Slovak, Estonian, Iraqi, Indonesian and
North African countries.
Design modernity and production
processes assure constant, high quality
of the equipment. RADMOR has 64 years
of experience (established in 1947) and is
stable partner. Military equipment offered by RAD-
MOR meets MIL-STD-810E and STANAG 4204
specifications.
RADMOR delivers to the Polish
Army handheld radios R3501
(designed and produced in
RADMOR) as well as manpack
and vehicle radios of PR4G
system produced under Thales
license. Personal Soldier Radio
R35010, produced by RAD-
MOR, is designed to provide
digital audio communication
and data transmission between mem-
bers of squad or combat team. The equipment
enables building modern digital systems of tactical radio-
communication.
Company products range includes:
military handheld, manpack and vehicle radios
communication systems: conventional and trunking
handheld, mobile and stationary radiotelephones
F@stnet radios training simulator for e-learning
repeaters
accessories: power packs, selective call blocks,
microphone/speakers and various types of antennas. n

F@stnet radios training

simulator for e-learning.
You can contact us:
RADMOR SA
ul. Hutnicza 3, 81-212 Gdynia, Poland
phone +48 58 69 96 621 fax +48 58 69 96 622
e-mail: export@radmor.com.pl
www.radmor.com
RADMOR is the leading manufacturer of radio communication equipment
in Poland. We offer equipment designed and manufactured according
to the most modern world technologies. The quality of products and
compliance with international standards are the important elements of
todays market. In 2000 RADMOR got the NATO Certificate AQAP-110
and in 2004 we obtained certificate AQAP 2110.
RRC9210 Manpack radio.
90
in Fire Support Coordination Centres and integration with
advanced C4I systems up to the division level. The TOPAZ
system has been successfully introduced to the Polish
Army Land Forces and fielded throughout the country in
a dozen of army units on several types of artillery guns.
Based on the FCS TOPAZ the Mortar Fire Control Sys-
tem was created. The SKO-M system is a fully integrated
digital fire control system destined for application at mor-
tar platoon level. The purpose of the system is to provide
sensor-to-shooter mortar fire control with improved reac-
tion time and efficiency in any weather and time of day
conditions. The SKO-M system can be easily employed on
any mortar platform.
The cumulated experience of the company that has
been gained in the fields of tactical communication, ve-
hicle plat- form integration and specialized software de-
velopment qual-ifies WB Electronics to take leading role
in BMS development works for any army. This experience
is supported by in-depth knowledge of latest standards
C
ompany competence has been developed in over
a decade of market activity in the process of continu-
ous improvement of the offered products and broad-
ening the offer range.
Todays WB Electronics offer includes rugged comput-
ers, digital BMS-ready communication system for military
vehicles, C4ISR software and integration skills as well as un-
manned systems for surveillance and reconnaissance tasks.
WB Electronics high-tech solutions for the military sec-
tor bring power of integrated multi functional system
providing on-the-move, real time battle command infor-
mation to the computerised command posts.
An example of the companys capabilities could be an
integrated artillery battalion level Fire Command System.
Artillery FCS is an automated mobile command and con-
trol system of vehicle based command posts providing
automated planning and mission execution capabilities
within field artillery battalion.
The WB Electronic solution deployed in the Polish Ar-
my as TOPAZ features all typical C4I system functions en-
hanced with artillery-related functional modules. TOPAZ is
an advanced field artillery tactical data system supporting
all field artillery functional areas related to fire missions
FlyEye miniature unmanned
aerial vehicle designed
by WB Electronics.
World Class Electronics and Communications
Supplier for Present & Future Combat Systems
WB Electronics is Polands leading supplier of advanced electronics systems
for defence applications and a member company of WB Group, which associates
also the following companies: Radmor, Flytronic, Mindmade and Arex.
WB Electronics excels in design, development, integrating and manufacturing
of network centric systems for C4ISR applications. Company area of expertise
include software development, system design, electronic design and
integration of defence electronics. WB Electronics also makes simulators
of its products and provides training to the military users.
and command and control tasks. TOPAZ system has uni-
versal modular hardware and software structure allowing
further modifications and re-developing the system for
different platforms and command levels allowing further
modifications and re-developing the system for different
platforms and command levels allowing its deployment
Tytan Polish future soldier system
with wrist control panel
from WB Electronics.
91
92 92
93
and protocols that implemen- tation is necessary comple-
ment to this kind of systems.
WB Electronics offer has been recently further extend-
ed by the products of the daughter company Flytronic.
Flytronic is involved in the field of unmanned platforms.
FlyEye mini-UAV offered by WB Electronics is the latest
result of the two companies cooperation. FlyEye features
innovative ideas that makes that UAV unrivalled leader in
its class.
WB Electronics is also involved in the Polish individual
soldier program, being responsible for communication
and C4I area.
WB Electronics extensively relies on its own products
when designing systems and making installations. These
products are crucial to systems performance and reliabil-
ity. The company offers range of rugged military comput-
ers, servers, tactical routers and communication devices,
voice communication devices that allow building any
tactical communication network optimised to the appli-
cation. These universal products can find application in
virtually any modern military system, command post or
a vehicle, newly built or modernized.
A worldwide renowned product of WB Electronics is
one of its best-selling systems FONET, the digital vehicu-
lar intercom. FONET intercom system can be installed in
any track or wheeled vehicle to provide voice and data
communication functionality to every individual crew
member. That digital, software controlled and VoIP en-
abled intercom is dedicated for any military vehicle plat-
form ranging from wheeled 4x4 and 8x8 APC through
MBTs, self propelled guns to complex command or EW
vehicles. FONET constitutes the tactical communication
backbone onboard a vehicle. Its networking capabilities
can be also well employed in shelter installations.
Today WB Electronics has in its portfolio more than
50 different IT and communication devices and a vast li-
brary of defence software applications. WB Electronics
products have been successfully used in moderniza-
tion programmes of armed forces throughout the world.
Company is able to respond quickly and allocate engi-
neering resources to meet customer specifications by
providing dedicated software and tailoring the hardware.
WB Electronics is an ISO 9001 and AQAP 2110 certified
company. WB Electronics is duly certified by Polish author-
ities to trade in military equipment on the international
markets.
You can contact us:
WB Electronics
ul. Poznaska 129/133
05-850 Oarw Mazowiecki
Phone: +48 22 731 25 00
Fax + 48 22 731 25 01
e-mail: info@wb.com.pl www.wb.com.pl
WB Electronics is open to market opportunities emer-
ging from armies and industrial partners worldwide. Cus-
tomer satisfaction remains the principal goal of the com-
panys management. n
Field tests of SCOM mortar
fire control system.
The wrist control panel
during field test.
Jasmine as a Ready, Proven
and Comprehensive C3I System
to Support Land Forces Activities
T
he Companys Flagship Product is Network Cen-
tric Data Communication Teleinformatic Plat-
form JASMINE (also called JASMINE System or
JASMINE). This solution since 2005 is delivered to the
Polish Armed Forces. The system is dedicated to command
support of military operations. It is comprised of specialized
hardware and software. The product of its kind is currently
the only solution (in Poland and also in the wide world). The
system is comprehensive, versatile, compact (technology,
hardware, software and component mainly in terms of:
HMS, BMS, and DSS). It is reliably proven, scalable, ready to
use. The unique product in many aspects and internation-
ally highly respected. Belongs to a group of C4ISR systems
(Command, Control, Communications, Computers, Intelli-
gence, Surveillance and Reconnaissance).
The platform just today significantly:
support command and management processes and
military operations at all levels down to dismounted
soldier;
create the situational awareness of troops, including
headquarters and staffs, i.a. by creating the Common
Operational Picture COP;
increase security of troops and their elements includ-
ing soldiers and vehicles;
enable a construction of military, mobile networks in
an IP technology (Internet Protocol).
JASMINE is a system based on a component model,
in accordance with NATO Network Enabled Capability,
which recommends data sharing between distributed

Registered Partnership TELDAT has successfully operated on the defence

market since several years. It is known designer, manufacturer of the most
modern in the world comprehensive and specialized teleinformatics solutions
dedicated to security and defence in the international scale.
decision nodes. This is why the systems elements were
designed to be operated and used on all military levels,
from the highest to a dismounted soldier level.
The JASMINE since few years has been exploited as
reference solution for the systems being used in other
armed forces of NATO countries.
JASMINE System is produced in four versions:
shelter and portable version HMS JASMINE (Head-
quarters Management System);
mobile version BMS JASMINE (Battlefield Manage-
ment System);
dismounted soldier version DSS JASMINE (Dis-
mounted Soldier System).
Network Centric Data Communication Platform
JASMINE includes other unique and valuable (also in
the world scale) products deployed and produced by our
company as follows:
C3IS JASMINE System (C3IS JASMINE) it is a com-
prehensive multilevel system, operates from opera-
tional level (HMS C3IS JASMINE) down to dismount-
ed soldier (DSS C3IS JASMINE). The system provides
the opportunity to support the command process for
infantry command posts as well as for armored troops
(BMS C3IS JASMINE);
JASMINE Web Portal is a software module of C3IS
JASMINE System used at the operational and tactical
level. JASMINE Web Portal is a network application
dedicated to cooperate with HMS JASMINE version
which provides the Users the access to the functional-
ities of the C3IS JASMINE System. It also enables to
create the Common Operational Picture. This solution
uses web services technology (Web Services), which
provides Users an access to shared operational infor-
mation by the use of the common web browsers. The

94
95
96
main purpose of this solution is to support the com-
mand processes by the use of a centralized portal, en-
abling the effective staff collaboration of all involved
in this process groups and sections of the operational
level (or on depends of the other tactical level needs);
Battlefield Replication Mechanism (BRM) pro-
vides efficient data transmission even across the nar-
row band (HF and VHF) radio;
Gateway MIP B2/B3 the only such component on an
international scale provides a cooperation opportunity
between both different standards systems describing
theatre of operations. This solution is evaluated as a re-
markable achievement, also in the scale of NATO;
Multiprotocol NATO Friendly Force Information
Proven HUB (Multiprotocol NFFI Proven HUB) the
only one in the world was proven and certified possible
to be use instead of operational NFFI HUB developed
by NC3A. Moreover HUB of the JASMINE System is
enable to operate simultaneously multiple versions of
NFFI, for this reason it makes this product unique;
JASMINE Modules Management (JMM) provides
simple and transparent way to configure the JASMINE
System beginning from the network layer through
services supporting the command process and opera-
tional activities;
Information Exchange Gateway JASMINE (IEG JAS-
MINE) ensures secure data information transfer be-
tween different security domains and it is an answer
of TELDAT Company for NATO IEG concept. It consists
of newly developed hardware modules, as: Firewall
Box, IEG FS JASMINE (Functional Services) and
IEG CS JASMINE (Core Services);
Data Communications Resources Management
System KTSA (SZZT KTSA) enables a real time moni-
toring of wide area networks with different security
levels. Provides tools enabling expert analysis within
the IP networks;
Safe Exchange Information System (SEIS) one of
the widest IT systems, working reliably in Polish Armed
Forces. The comprehensive and unique system in Eu-
rope for safe and reliable exchange of information.
Made in the most modern technologies, especially
IP data and VoIP. It allows the transmission of: alarms,
orders, reports and other documents in data com-
munication networks. It gives the possibility to trans-
fer data to selected recipients of information (signals)
anywhere in the world;

Tactical terminals nowadays are the newest

TELDAT solutions and currently the products of
its kind in Poland and unique in the world. They
meet all military standards in terms of climatic and
environmental conditions as well as shock resistance.
The terminals can operate under water two hours
at a depth of 1 m.

C3IS JASMINE (including his modules: HMS, BMS
and DSS C3IS JASMINE) is the system only one in Poland
and one of the few in the world that meet completely all
the following interoperability standards:
MIP DEM Baseline 2 & 3 (Multilateral Interoperability
Programme Data Exchange Mechanism);
MIP MEM Baseline 2 & 3 (Multilateral Interoperability
Programme Message Exchange Mechanism);
NFFI (NATO Friendly Force Information) V.1.3 (IP1, IP2
STANAG 5527), SIP3, Multiprotocol HUB;
ADatP-3 Baseline 11C/F, 12.2 & 13 (STANAG 5500);
APP6-A, APP6-B (Tactical symbols), MIL STD 2525B,
MIL STD 2525C, MIP Implementation Rules;
WMS (WebMapService), WFS (WebFeatureService);
JIPS (JCOP Information Product Services), NVG (NATO
Vector Graphics) 1.4 & 1.5;
C2IEDM & JC3IEDM (STANAG 5525);
Plans & Orders (STANAG 2014);
Battlefield Directory (STANAG 4644).
JASMINE and its particular components are imple-
mented and exploited in Polish Armed Forces. They are
used and tested (in many cases as the national solutions)
in the following undertakings:
during the overseas military missions and Multilateral
Interoperability Programme (MIP);
the biggest exercises organized by Allied Command
Transformation (ACT) with the aim to assess to use
the systems in NATO Response Forces, specialized
NC3 Agency and USEUCOM;
in tests carried out by NC3A and CELAR in France labo-
ratories. n

You can contact us:

TELDAT Sp.J.
ul. Cicha 19-27, 85-650 Bydgoszcz, Poland
phone +48 52 341 97 00
fax +48 52 341 97 40
e-mail: teldat@teldat.com.pl
www.teldat.com.pl
Electronics Equipment from Zielonka
T
he Military Electronics Works use up-to-date CAT-
based construction technology, digital control of
metal processing machines and laser cutters. The
modern electronic systems are manufactured by means
of automatic surface assembly machines. All that means
precision in making of all elements and rapid transition
from the design stage to the actual construction of the
complete prototype and a quick start of production. High
level of research and development works and the stan-
dard of production are confirmed by the international
quality certificates; ISO 9001 and AQAP-2110. In 2007 the
Works celebrated 55
th
anniversary. The company came
a long way from innovations and improvements of radio
equipment imported from USSR to comprehensive mod-
ernization of the whole defense systems.
The last decade was marked by close cooperation
with Military University of Technology and other research
institutes. The Military Electronics Works started the close
cooperation with military electronics enterprises in the
western world and have changed entirely. A good example
of cooperation with Military University of Technology and
companies in the west is the modernization of the entire
anti-aircraft missile system S-125 set to the Neva-SC stan-
dard, which was the only fully successful attempt to bring
the new combat quality to the widely spread system. The
plant has replaced all the wholly stationary systems with
mobile units and it has been carried out. It is also the birth
place of all crucial elements, in particular the digital mis-
sile guidance system, which replaced the old vacuum-tube
equipment. The military electronics works, which now
have about 220 employees, has changed its profile and has
undergone transition and became the manufacturer, cru-
cial to the transformation of the armed forces to the NATO
standards. The Works specialty today is the equipment for
reconnaissance and electronic warfare, command and
communications, air defense, protection of information and
facilities, and special purpose electronics. In the last decade
the technology of renovation was modernized. New tech-
nologies were introduced, such like production of micro-
wave structures, SND sampling, micro-processing techno-
logy, electro-optics tech-
nology, and infrared tech-
nology. Procedures of elec-
tromagnetic compatibility
measurement and testing
were implemented. The
factories metrological labo-
ratory is licensed as an in-
dependent measurement
center of SNWI-1 group. The
company also cooperates
with the military university
of technology in the mak-
ing of subsequent modern-
ization of the POST-3M Lena
3M reconnaissance and electronic combat system in order
to expand its efficiency and durability. The modernization
process of all units to conform to the Lena 3MD standard
was practically completed in 2002. The construction of
successive systems, MSR-W and MSR-WL was started. The
works created, in cooperation with military university of
technology the unique complex reconnaissance and elec-
tronic combat system for land operations, Przebinieg then
favoured by the prizes of Defender granted at the Interna-
tional Defence Industry Fairs in Poland in 2007.
The company received the certificate for the construc-
tion and implementation of the helicopter radio elec-
tronic reconnaissance system SRR-10 Procjon 3 built on
PZL W-3 Sok helicopter. That unique solution effective-
ly combines complex
reconnaissance sub-
systems on board of
the aircraft. At pre-
sent the military elec-
tronics works are also
working on modern
and very efficient spe-
cial reconnaissance
devices. Access con-
trol devices and spe-
cial objects techno-
logical security system are also being created in the Works
in Zielonka. The latest product offered by Military Elec-
tronics Works is the Laser Warning Receiver (LWR-H) for all
types of military helicopters of the Polish Army. At present
time is installed on Procjon 3 helo.
Recently the works have offered many solutions to
the civilian market too. The prototypes of endoscope and
up-to-date, which are to replace metal detection devices
in traditional screening systems. In the age of combat
against terrorism such a scanner capable of reviewing
objects which the examined person had swallowed are
in demand all over the world. The derivate of the device is
the medical x-ray scanner. It insures the instant diagnosis
of accident victims. The military electronics works have
the vast experience, excellent staff with unique qualifica-
tions, and up-to-date machinery seem to be a very good
partner, both to the armed forces and the civilian market.
According to the decision of Ministry of Treasury and
with approval of the Ministry of National Defence of Po-
land, on January 1st, 2008 the state company was trans-
formed into the stock company with State as a holder of
100% of the companys shares. The reorganisation had
been dictated by State Factories Privatisation Act and the
company will remain under direct supervision of the Min-
istry of National Defence. n
Automated VHF/UHF
Communication Intelligence
and Przebinieg Jamming
System favoured by the prizes of
Defender 2007 granted at the
International Defence Industry
Fairs in Poland.
LWR-H laser warning receiver for
military helos of the Polish army.
The Military Electronics Works J-S Co. in Zielonka are today a modern
enterprise capable of independent design, research and production
of the most complex armament systems and military equipment.
Wojskowe Zakady Elektroniczne SA
Military Electronic Works
You can contact us:
Wojskowe Zakady Elektroniczne SA
ul. 1 Maja 1, 05-220 Zielonka
phone +48 22 781 99 71
fax +48 22 771 82 07
e-mail: dn@wze.com.pl www.wze.com.pl
97
98
Missile Technology Upgrade Centre
(Wojskowe Zakady Uzbrojenia S.A.)
Obsolete analogue systems have been replaced with
microprocessor digital technology. There have been in-
troduced passive thermal-optoelectronic technologies
intended for the target detection and recognition, as well
as land navigation systems with satellite support and the
latest generation IFF identification system.
Wojskowe Zakady Uzbrojenia S.A. modernizations re-
sulted in: the increase in the resistance of the systems against
passive and active jamming, the increase in target detection
in radar and optoelectronic channels, precise IFF friend-foe
identification in Mark XII Mod 4 standard with the possibil-
ity of extending it to Mark XIIA, the increase in radar and
electronic jamming resistance, the increase in radar and
electronic camouflage, the increase in radar
and visual information imaging on digital in-
dicators, precise defining the terrain situation
and the application of the modern elements
base. Thanks to the above, spare parts neces-
sary for the running operation have been
provided for.
The upgrades have undergone a thorough
examination and have been performed for the
Polish Armed Forces, for the Hungarian Army and Bundes-
wehr and for United Kingdoms Royal Air Force. It can be
stated that the effects of the upgrades are really impressive
taking into account the financial resources that have been
invested. Thanks to the combat capability growth as to the
characteristics the equipment may be classified as one gen-
eration better in comparison with the former version. n
T
he Company has reached a significant position in the
international group of the companies that are special-
ized in upgrading missile armaments and is one of the
European market leaders in terms of overhauls of anti-air-
craft missile systems. Wojskowe Zakady Uzbrojenia S.A. ser-
vices and products are of Polish Army and European, Asian
and African Armies interest.
Wojskowe Zakady Uzbrojenia S.A., as a professional com-
pany, is implementing innovative solutions and new tech-
nologies, based on international standards as to the devel-
opments of missile defense technology. Wojskowe Zakady
Uzbrojenia S.A., has designed, produced and implement-
ed the upgrades of such anti-aircraft missile systems as
9A33BM2/3OSA (SA-8), 2K12KUB (SA-6), 2K11KRUG (SA-4)
and S 200WEGA (SA-5). The systems have been adjusted to
meet the requirements of the modern battlefield, which
made it possible to use them in operation.
The upgrades radically change the quality of the systems,
which has been achieved by replacing Russian defense
industry assemblies with Wojskowe Zakady Uzbrojenia
S.A.s solutions and through removing operational vari-
ance. The application of the latest technological solutions
improves tactical-technical parameters and significantly
increases in the reliability of the system.
The missiles launcher of
the SA-6 anti-aircraft missile
system integrated with
RIM-162 ESSM missiles.
Wojskowe Zakady Uzbrojenia S.A. has been
conducting its business activity since1960
and belongs to the group of few NATO companies
that carried out the upgrades of the post soviet
missile Systems and adjusted them to operate with
the integrated air defense systems of the Alliance.
Wojskowe Zakady Uzbrojenia S.A. is specialized
in upgrades and main overhauls of the anti-aircraft
missile systems, especially preliminary detection
radar systems, guidance systems and self-made
identification systems.
You can contact us:
Wojskowe Zakady Uzbrojenia S.A.
ul. Parkowa 42, 86-300 Grudzidz, Poland
phone +48 56 64 46 200, fax +48 56 46 23 783
e-mail: wzu@wzu.pl www.wzu.pl
The modernised OSA (SA-8)
anti-aircraft missile combat
vehicle after testing
and certification performed by
experts of the International
AIMS Program Office of
US Department of Defence
on the Polish range and that
confirms an interoperability of
the IFF system produced by
Wojskowe Zakady Uzbrojenia
S.A. with NATO MARK XII system
on SA-8 and SA-6 platforms.
The opto-electronic head
(thermovision camera, TV
camera, laser range finder) that
replaces a previous used TV sight
in modernised anti-aircraft missile
systems and this way guarantees
thermovisual detection, laser
distance measurement and
increases a range of passive
target detection for these sets.
99
Armour
Weapon Systems
Communication and Electronic Technologies
Aviation and Air Defence
Naval
Uniform, Personal Equipment and Logistics
Engineering Equipment
Research & Development Institutions
Index of Companies
in alphabetical order
100
1 LOGISTICS URALSKI
ul. Wynkwko 20
76-200 Supsk
phone +48 59 811 27 40
fax +48 59 842 52 53
office@1logistics.com.pl
www.1logistics.com.pl
Zenon
uralski
AGENCJA ROZWOJU PRZEMYSU S.A.
(INDUSTRIAL DEVELOPMENT AGENCY
Joint-Stock Co.)
ul. Wooska 7
02-675 Warszawa
phone +48 22 460 36 00
+48 22 460 37 00
fax +48 22 460 37 01
arpsa@arp.com.pl
www.arp.com.pl
Wojciech
Dbrowski


AMZ KUTNO Sp. z o.o.
(AMZ KUTNO Ltd.)
ul. Sklczkowska 18
99-300 Kutno
phone +48 24 357 99 00
fax +48 24 357 99 01
amz@amz.pl
www.amz.pl
Jarosaw
Stachowski
AUTO-HIT Sp. z o.o.
(AUTO-HIT Ltd.)
ul. Owicimska 323
43-100 Tychy
ul. Zagjska 7
04-160 Warszawa
phone +48 22 810 14 35
fax +48 22 810 14 45
info@autohit.com.pl
www.autohit.com.pl
Urszula
Strykier
AUTOSAN S.A.
(AUTOSAN Joint-Stock Co.)
ul. Lipiskiego 109
38-500 Sanok
phone +48 13 465 01 26
fax +48 13 465 04 00
sekretariat@autosan.pl
www.autosan.pl
Adam
Smole
Bumar sp. z o.o.
(BUMAR Ltd.)
Al. Jana Pawa II 11
00-828 Warszawa
phone +48 22 311 25 12
fax +48 22 311 26 42
bumar@bumar.com
www.bumar.com
Krzysztof
Krystowski


Bumar Amunicja S.A.
ul. Legionw 122
26-111 Skarysko-Kamienna
phone +48 41 253 30 00
fax +48 41 252 02 80
mesko@mesko.com.pl
www.mesko.com.pl
Waldemar
Skowron
Bumar onierz S.A.
ul. Nowaka-Jezioraskiego 28
03-892 Warszawa
phone +48 22 515 75 06
fax +48 22 613 78 44
pcodt@pcosa.com.pl
www.pcosa.com.pl
Ryszard
Kardasz

Bumar Elektronika S.A.
ul. Poligonowa 30
04-051 Warszawa
phone +48 22 486 52 25
fax +48 22 486 55 04
office@pit.edu.pl
Ireneusz
midziski
BZE BELMA S.A.
(BELMA ELECTROMECHANICAL COMPANY
Joint-Stock Co.)
ul. ochowska 69
85-395 Bydgoszcz
phone +48 52 363 62 01
fax +48 52 363 62 03
bze@belma.com.pl
www.belma.com.pl
Artur
ysakowski
CENREX Sp z o. o.
(CENREX TRADING COMPANY Ltd.)
ul. Podwale 23
00-952 Warszawa
phone +48 22 332 72 00
fax +48 22 332 72 22
cenrex@cenrex.com
www.cenrex.com
Andrzej
Nacz
CONSAFE LOGISTICS Ltd.
ul. Poleczki 12
02-822 Warszawa
phone +48 22 768 70 00
fax +48 22 768 70 99
biuro@pl.consafelogistics.com
www.consafelogistics.pl
Marcin
Bondara
DGT Sp. z .o.o.
(DGT Ltd.)
ul. Myska 7
83-010 Straszyn
phone +48 58 682 07 00
fax +48 58 683 29 25
dgt@dgt.com.pl
www.dgt.com.pl
Andrzej
Adler
EADS PZL
WARSZAWAOKCIE S.A.
(EADS PZL WARSZAWAOKCIE
Joint-Stock Co.)
Al. Krakowska 110/114
00-971 Warszawa
phone +48 22 577 22 02
fax +48 22 577 22 03
eadspzl@pzl.eads.net
www.pzl.eads.net
Wadysaw
Skorski
FABRYKA BRONI UCZNIK - RADOM Sp. z o.o.
(UCZNIK RADOM ARMS FACTORY Ltd.)
ul. 1905 Roku 1/9
26-600 Radom
Secretary:
+48 48 380 31 00
Sales department:
+48 48 380 31 21
zarzad@fabrykabroni.pl
www.fabrykabroni.pl
Tomasz
Nita
FPS Sp. z o.o.
(FPS SPECIAL PRODUCTION
PLANT Ltd.)
ul. Obornicka 1
Bolechowo
62-005 Owiska
phone +48 61 892 32 01
+48 61 892 32 26
fax +48 61 892 32 05
info@fps.com.pl
www.pfs.com.pl
Piotr
Mazurek
FUMIS BUMAR Sp. z o.o.
(FUMIS BUMAR FACTORY OF MACHINERIES
AND SPRINGS Ltd.)
ul. Legionw 22
34-100 Wadowice
phone +48 33 823 30 81 to 83
fax +48 33 823 46 32
fumis@bb.onet.pl
ofertowanie@
fumis-bumar.com.pl
www.fumis-bumar.com.pl
Jan Tyrka
HAMILTON SUNSTRAND POLAND
ul. Hetmaska 120
35-078 Rzeszw
phone +48 17 888 20 00
fax +48 22 888 22 51
www.hamiltonsunstrand.com.pl
Roman
Staszewski
HUTA STALOWA WOLA S.A.
ul. Kwiatkowskiego 1
37-450 Stalowa Wola
phone +48 15 813 41 11
fax +48 15 842 19 08
cpw@hsw.pl
www.hsw.pl
Krzysztof
Trofiniak
INTERMET Sp. z o.o.
(INTERMET Ltd.)
ul. Jerzego z Dbrowy 4
77-300 Czuchw
phone +48 59 834 48 39 office@szpule.com.pl
www.protectorsystem.eu
Ryszard
Stachowiak
Company name Address Phone/fax e-mail and website Chairman Profile
101
INSTYTUT LOTNICTWA
(INSTITUTE OF AVIATION)
Al. Krakowska 110/114
02-256 Warszawa
phone +48 22 846 00 11
fax +48 22 846 44 32
ilot@ilot.edu.pl
www.ilot.edu.pl
Witold
Winiowski
INSTYTUT PRZEMYSU ORGANICZNEGO
(IPO INSTITUTE OF INDUSTRIAL ORGANIC
CHEMISTRY)
ul. Annopol 6
03-236 Warszawa
phone +48 22 811 12 31
fax +48 22 811 07 99
ipo@ipo.waw.pl
www.ipo.waw.pl
Urszula
Wykrzykowska
INSTYTUT TECHNICZNY WOJSK LOTNICZYCH
(AIR FORCE INSTITUTE OF
TECHNOLOGY)
ul. Ksicia Bolesawa 6
01-494 Warszawa
phone +48 22 685 20 01
fax +48 22 836 44 71
poczta@itwl.pl
www.itwl.pl
Ryszard
Szczepanik

INSTYTUT TECHNOLOGII BEZPIECZESTWA
MORATEX
(MORATEX THE INSTITUTE
OF TECHNICAL TEXTILES)
Skodowskiej-Curie 3
90-965 d
phone +48 42 637 37 63
fax +48 42 636 92 26
itb@moratex.eu
www.moratex.eu
Elbieta
Witczak

JAKUSZ SYSTEMY
ZABEZPIECZE BANKOWYCH
ul. Przemysowa 40
83-400 Kocierzyna
phone +48 58 686 31 01
fax +48 58 686 49 09
handlowy@jakusz.com.pl
www.jakusz.com.pl
Bogdan
Jakusz
LUBAWA S.A.
(LUBAWA Joint-stock Co.)
ul. Staroprzygodzka 117
63-400 Ostrw Wielkopolski
phone +48 62 737 5700
fax +48 62 737 5708
www.lubawagroup.com
www.lubawagroup.com
Piotr
Ostaszewski
MIDZYNARODOWE TARGI GDASKIE S.A.
(THE MILITARY FAIRS IN GDASK)
ul. Beniowskiego 5
80-382 Gdask
phone +48 58 554 92 13
+48 58 554 93 28
fax +48 58 552 2243
military@mtgsa.com.pl
www.baltmilitary.pl
www.safetyfairs.pl
Balt Military
Project
Manager:
Marek
Buczkowski
MORSKA STOCZNIA REMONTOWA S.A.
(MORSKA SHIPYARD Joint-Stock Co.)
ul. Ludzi Morza 16
72-602 winoujcie
phone +48 91 321 62 41
fax +48 91 321 61 44
morska@msr.com.pl
www.msr.com.pl
Jacek
Szafraski
NITROERG S.A.
(NITROERG Joint-Stock Co.)
ul. Chemikw 133
43-150 Bieru
phone +48 32 216 09 00
+48 32 392 81 02
fax +48 32 392 81 00
nitroerg@nitroerg.pl
www.nitroerg.pl
Jzef
Dulian
OPTIMUM LASOTA i S-ka s.j.
(OPTIMUM LASOTA & Co.
Registered Partnership)
ul. Suwak 4
02-676 Warszawa
phone +48 22 84 35 142
fax +48 22 84 35 142
info@optimum.com.pl
www.optimum.com.pl
Dariusz
Tymiski
ORODEK BADAWCZO-ROZWOJOWY
SPRZTU MECHANICZNEGO Sp. z o.o.
(OBR SM The Mechanical Equipment R&D
Centre Ltd.)
ul. Kochanowskiego 30
33-100 Tarnw
phone +48 14 629 60 44
fax +48 14 629 60 46
obr@obr.tarnow.pl
www.obr.tarnow.pl
Krzysztof
Jagieo

ORODEK BADAWCZO-ROZWOJOWY
URZDZE MECHANICZNYCH OBRUM
(OBRUM RESEARCH AND DEVELOPMENT
CENTRE FOR MECHANICAL APPLIANCES)
ul. Toszecka 102
44-117 Gliwice
phone +48 32 301 92 05
fax +48 32 231 58 87
info@obrum.gliwice.pl
www.obrum.gliwice.pl
Jerzy
Olek

ORODEK BADAWCZO-ROZWOJOWY
CENTRUM TECHNIKI MORSKIEJ
OBR CTM (MARINE TECHNOLOGY
R&D CENTRE)
ul. Dickmana 62
81-109 Gdynia
phone +48 58 666 53 18
+48 58 666 53 00
fax +48 58 666 53 04
dn@ctm.gdynia.pl
www.ctm.gdynia.pl
Andrzej
Kilian

PHUP PRODUCTS M. KUPCZAK
ul. Legionw 35
62-800 Kalisz
phone +48 62 757 66 59
fax +48 62 757 66 59
vip@home.pl
www.vip.home.pl
Bogusaw
Kupczak
PHZ CENZIN Sp z o.o.
(CENZIN FOREIGN TRADE
ENTERPRISE Ltd.)
ul. Czerniakowska 81/83
00-957 Warszawa
phone +48 22 841 12 63
fax +48 22 841 12 66
cenzin@cenzin.com.pl
www.cenzin.com.pl
Dariusz
Antosik


PIMCO Sp. z o.o.
(PIMCO Ltd.)
ul. ony 63
02-815 Warszawa
phone +48 22 643 23 58
fax +48 22 203 51 40
pimco@pimco.pl
www.pimco.pl
Bohdan
Peterson
POLSKA IZBA PRODUCENTW
NA RZECZ OBRONNOCI KRAJU
(POLISH CHAMBER
OF NATIONAL DEFENCE MANUFACTURERS)
ul. Fort Wola 22
00-961 Warszawa
phone +48 22 634 47 78
+48 22 634 47 79
+48 22 836 84 24
fax +48 22 634 47 78
chamber@defence-industry.pl
www.defence-industry.pl
Sawomir
Kuakowski


POLSKIE ZAKADY LOTNICZE Sp. z o.o.
PZL MIELEC/A SIKORSKY COMPANY
ul. Wojska Polskiego 3
39-300 Mielec
phone +48 17 788 79 21
fax +48 17 788 78 29
pzl@pzlmielec.com.pl
www.pzlmielec.pl
Janusz
Zakrcki
PRZEMYSOWY INSTYTUT MOTORYZACJI
(AUTOMOTIVE INDUSTRY INSTITUTE)
ul. Jagielloska 55
03-301 Warszawa
phone +48 22 811 14 21
fax +48 22 811 60 28
info@pimot.org.pl
www.pimot.org.pl
Andrzej
Muszyski
PRZEMYSOWY INSTYTUT MASZYN
BUDOWLANYCH Sp. z o.o.
(CONSTRUCTION EQUIPMENT RESEARCH
INSTITUTE Ltd.)
ul. Napoleona 2
05-230 Kobyka
phone +48 22 786 18 31
fax +48 22 786 18 30
pimb@pimb.com.pl
www.pimb.com.pl
Andrzej
Machniewski

PRZEMYSOWY INSTYTUT, AUTOMATYKI
I POMIARW PIAP
(INDUSTRIAL RESEARCH INSTITUTE
FOR AUTOMATION AND MEASUREMENTS)
Al. Jerozolimskie 202
02-486 Warszawa
phone +48 22 874 03 43
fax +48 22 874 01 06
piap@piap.pl
www.piap.pl
Jan
Jabkowski

Company name Address Phone/fax e-mail and website Chairman Profile
102
PSO MASKPOL S.A.
(MASKPOL PROTECTION EQUIPMENT
ENTERPRISE Joint-Stock Co.)
Konieczki
42-140 Panki
phone +48 34 317 97 02
fax +48 34 317 98 31
maskpol@maskpol.com.pl
www.maskpol.com.pl
Krzysztof
Ddek

RADIOTECHNIKA-MARKETING Sp. z o.o.
(RADIOTECHNIKA-MARKETING Ltd.)
ul. Fabryczna 20,
Pietrzykowice
55-080 Kty Wrocawskie
phone +48 71 327 07 00
fax +48 71 327 08 00
office@radiotechnika.com.pl
www.radiotechnika.com.pl
Marek
Dras
RADMOR S.A.
(RADMOR Joint-Stock Co.)
ul. Hutnicza 3
81-212 Gdynia
phone +48 58 69 96 621
fax +48 58 69 96 622
export@radmor.com.pl
www.radmor.com.pl
Andrzej
Synowiecki
SMART Sp. z o.o.
(SMART Ltd.)
Al. Jana Pawa II 5
81-345 Gdynia
phone +48 58 661 17 50
fax +48 58 660 46 82
smart@smart.gda.pl
www.smart.gda.pl
Zdzisaw
Uherek
SSR GRYFIA S.A.
(GRYFIA Joint-Stock Co.)
ul. Ludowa 13
71-700 Szczecin
phone +48 91 424 23 53
fax +48 91 424 23 19
gryfi a@gryfia.com.pl
www.gryfia.com.pl
Patryk
Michaek
STOCZNIA REMONTOWA NAUTA SA
(NAUTA SHIPREPAIR YARD Joint-Stock Co.)
ul. Waszyngtona 1
81-342 Gdynia
phone +48 58 621 21 22
fax +48 58 621 22 79
poczta@nauta.pl
www.nauta.pl
Andrzej
Szwarc
TARGI KIELCE
(KIELCE TRADE FAIRS)
ul. Zakadowa 1
25-672 Kielce
phone +48 41 365 12 98
fax +48 41 365 12 79
bialek.a@targikielce.pl
mspo@targikielce.pl
MSPO
Project
Manager
Agnieszka
Biaek
TELDAT
H. KRUSZYSKI, M. CICHOCKI Sp.J.
(TELDAT Registered Partnership)
ul. Cicha 19/27
85-650 Bydgoszcz
phone +48 52 341 97 00
fax +48 52 341 97 40
sekretariat@teldat.com.pl
www.teldat.com.pl
Henryk
Kruszyski
Marek
Cichocki
TRANSBIT Sp. z o.o.
(TRANSBIT Ltd.)
ul. ukasza Drewny 80
02-968 Warszawa,
phone +48 22 550 48 00
fax +48 22 550 48 10
biuro@transbit.com.pl
www.transbit.com.pl
Dariusz
Faliski
UNIMOR RADIOCOM Sp. z o.o.
(UNIMOR RADIOCOM Ltd.)
ul. Budowlanych 46C
80-298 Gdask
phone +48 58 762 30 02
+48 58 762 30 04
fax +48 58 762 30 01
marketing@radiocom.pl
www.radiocom.pl
Dariusz
Biakowski
WAMTECHNIK Sp. z o.o.
(WAMTECHNIK Ltd.)
ul. Techniczna 2
05-500 Piaseczno
phone +48 22 701 26 00
fax +48 22 701 26 01
office@wamtechnik.com.pl
www.wamtechnik.com.pl
Katarzyna
Kerschke-
-Habeck
WB ELECTRONICS Sp. z o.o.
(WB ELECTRONICS Ltd.)
ul. Poznaska 129/133
05-850 Oarw Mazowiecki
phone +48 22 731 25 00
fax +48 22 731 25 01
info@wb.com.pl
www.wb.com.pl
Piotr
Wojciechowski
WOJSKOWE CENTRALNE BIURO
KONSTRUKCYJNO-TECHNOLOGICZNE
(CENTRAL MILITARY BUREAU OF DESIGN
AND TECHNOLOGY)
ul. Kaliskiego 2
00-908 Warszawa
phone +48 22 683 94 91
fax +48 22 666 81 62
poczta@wcbkt.pl
www.wcbkt.pl
Artur
Koosowski
WOJSKOWE ZAKADY MECHANICZNE SA
(MILITARY MECHANICAL WORKS
Joint-Stock Co.)
ul. Powstacw 5/7
41-100 Siemianowice lskie
phone +48 32 228 57 51
fax +48 32 228 12 52
wzms@wzms.pl
www.wzms.pl
Adam Janik
WOJSKOWE ZAKADY MOTORYZACYJNE SA
(MILITARY MOTORIZATION WORKS
Joint-Stock Co.)
ul. Dbrowskiego 262/280
60-406 Pozna
phone +48 61 857 61 10
fax +48 61 847 47 46
wzm@wzm.pl
www.wzm.pl
Janusz
Potocki
WOJSKOWE ZAKADY ELEKTRONICZNE SA
(MILITARY ELECTRONIC WORKS
Joint-Stock Co.)
ul. 1 Maja 1
05-220 Zielonka
phone +48 22 781 99 71
fax +48 22 771 82 07
dn@wze.com.pl
www.wze.com.pl
Edward ak
WOJSKOWE ZAKADY INYNIERYJNE
(MILITARY ENGINEERING WORKS)
ul. 15 Puku Piechoty Wilkw 3
08-530 Dblin
phone +48 81 880 15 01
fax +48 81 880 15 02
info@wzinz.com.pl
www.wzinz.com.pl
Jan Gdek
WOJSKOWE ZAKADY LOTNICZE Nr 1
(MILITARY AVIATION WORKS No. 1)
ul. Dubois 119
93-465 d
phone +48 42 681 55 60
+48 42 681 55 64
fax +48 42 681 33 18
sekretariat@wzl1.mil.pl
www.wzl1.mil.pl
Jan Pitowski
WOJSKOWE ZAKADY LOTNICZE Nr 2
(MILITARY AVIATION WORKS No. 2)
ul. Szubiska 107
85-915 Bydgoszcz
phone +48 52 362 86 00
fax +48 52 362 86 90
marketing@wzl2.mil.pl
www.wzl2.mil.pl
Alfred
Zauny
WOJSKOWE ZAKADY LOTNICZE Nr 4
(MILITARY AVIATION WORKS No. 4)
Ksicia Bolesawa 1/3
01-452 Warszawa 42
phone +48 22 685 23 01
fax +48 22 836 45 21
biuro@wzl4.mil.pl
www.wzl4.mil.pl
Jan
Piotrowski
WOJSKOWE ZAKADY CZNOCI Nr 1
(MILITARY COMMUNICATIONS WORKS No. 1)
05-130 Zegrze
phone +48 22 784 12 36
fax +48 22 784 13 36
wzl.sekretariat@wzl1.com.pl
www.wzl1.com.pl
Witold
Leszczyski
WOJSKOWE ZAKADY CZNOCI Nr 2
(MILITARY COMMUNICATIONS WORKS No. 2)
ul. Fabryczna 12
55-003 Czernica
phone +48 71 318 01 86
fax +48 71 381 01 11
wzl2@wzl2.pl
www.wzl2.pl
Ryszard
Szablewski
WOJSKOWE ZAKADY UZBROJENIA SA
(MILITARY ARMAMENT WORKS
Joint-Stock Co.)
ul. Parkowa 42
86-304 Grudzidz
phone +48 56 644 62 00
fax +48 56 462 37 83
wzu@wzu.pl
www.wzu.pl
Zdzisaw
Juchacz

WOJSKOWY INSTYTUT CHEMII I RADIOMETRII
(MILITARY INSTITUTE OF CHEMISTRY
AND RADIOMETRY)
Al. Chruciela 105
00-910 Warszawa
phone +48 22 681 33 95
+48 22 516 99 09
+48 22 681 41 20
fax +48 22 673 51 80
wichir@atos.warman.com.pl
www.wichir.waw.pl
Roman
Jwik
WOJSKOWY INSTYTUT CZNOCI
(MILITARY COMMUNICATION INSTITUTE)
ul. Warszawska 22A
05-130 Zegrze
phone +48 22 688 55 55
fax +48 22 774 63 03
sekretariat@wil.waw.pl
www.wil.waw.pl
Marek
Suchaski

Company name Address Phone/fax e-mail and website Chairman Profile
103
WOJSKOWY INSTYTUT TECHNICZNY
UZBROJENIA
(MILITARY INSTITUTE OF ARMAMENT
TECHNOLOGY)
ul. Wyszyskiego 7
05-220 Zielonka
phone +48 22 761 44 01
fax +48 22 761 44 45
witu@witu.mil.pl
witu.mil.pl
Ryszard
Kostrow

WOJSKOWY INSTYTUT TECHNIKI
INYNIERYJNEJ
(MILITARY INSTITUTE OF TECHNICAL
ENGINEERING)
ul. Obornicka 136
50-961 Wrocaw 43
phone +48 71 347 44 40
fax +48 71 347 44 50
witi@witi.wroc.pl
www.witi.wroc.pl
Leszek
Bogdan

WOJSKOWY INSTYTUT TECHNIKI PANCERNEJ
I SAMOCHODOWEJ
(MILITARY INSTITUTE OF ARMOURED
AND AUTOMOTIVE TECHNOLOGY)
ul. Okuniewska 1
05-070 Sulejwek
skrytka pocztowa 45
phone +48 22 783 19 28
+48 22 681 10 12
fax +48 22 681 10 73
sekretariat@witpis.mil.pl
www.witpis.mil.pl
Marek
Szudrowicz
WSK PZL KALISZ S.A.
(PZL KALISZ Joint Stock Co.)
ul. Czstochowska 140
62-800 Kalisz
phone +48 62 504 61 00
fax +48 62 504 67 77
marketing@wsk.kalisz.pl
www.wsk.kalisz.pl
Bogdan
Karczmarz
WYTWRNIA SPRZTU KOMUNIKACYJNEGO
PZL-RZESZW Spka Akcyjna
(PZL-RZESZW Joint-Stock Co.)
ul. Hetmaska 120
35-078 Rzeszw
phone +48 17 854 66 00
fax +48 17 862 07 50
www.wskrz.com
Marek
Darecki
WYTWRNIA SPRZTU KOMUNIKACYJNEGO
PZL-WIDNIK S.A.
(PZL-WIDNIK Joint-Stock Co.)
Al. Lotnikw Polskich 1
21-045 widnik
phone +48 81 751 20 71
+48 81 468 09 01
fax +48 81 751 21 73
+48 81 468 09 18
jan.mazur@pzl.swidnik.pl
www.pzl.swidnik.pl
Mieczysaw
Majewski
ZCH NITRO-CHEM S.A.
(NITRO-CHEM CHEMICAL PLANT
Joint-Stock Co.)
ul. Wojska Polskiego 65A
85-825 Bydgoszcz
phone +48 52 361 78 46
fax +48 52 361 11 24
nitrochem@nitrochem.com.pl
www.nitrochem.com.pl
Tomasz
Ptaszyski
ZM BUMAR-ABDY S.A.
(BUMAR-ABDY MECHANICAL PLANT
Joint-Stock Co.)
ul. Mechanikw 9
44-109 Gliwice
phone +48 32 734 51 11
fax +48 32 734 65 11
hr@bumar.gliwice.pl
www.bumar.gliwice.pl
Andrzej
Szortyka
ZM BUMAR MIKULCZYCE S.A.
(BUMAR MIKULCZYCE MECHANICAL PLANT
Joint-Stock Co.)
ul. Handlowa 2
41-807 Zabrze
phone +48 32 373 86 00
fax +48 32 271 37 42
w.krotki@bumar-mikulczyce.pl
www.bumar-mikulczyce.pl
Marek
Kwiatek
ZM DEZAMET S.A.
(DEZAMET MECHANICAL PLANT Ltd.)
ul. Szypowskiego 1
39-460 Nowa Dba
phone +48 15 848 14 23
fax +48 15 846 26 19
dezamet@dezamet.com.pl
www.dezamet.com.pl
Leszek
Pabian
ZM KRANIK Sp. z o.o.
(KRANIK MECHANICAL PLANT Ltd.)
ul. Fabryczna 6
23-210 Kranik
phone +48 81 825 71 79
+48 81 825 75 87
fax +48 81 825 7538
zmkrasnik@flt.krasnik.pl
Dariusz
Szlafka
ZM TARNW S.A.
(TARNW MECHANICAL WORKS
Joint-Stock Co.)
ul. Kochanowskiego 30
33-100 Tarnw
phone +48 14 630 62 00
fax +48 14 630 62 04
zmt@zmt.tarnow.pl
www.zmt.tarnow.pl
Krzysztof
Jagieo
ZPS GAMRAT Sp. z o.o.
(GAMRAT Ltd.)
ul. Mickiewicza 108
38-200 Jaso
phone +48 13 491 42 35
fax +48 13 491 50 10
zpsgamrat@zpsgamrat.pl
www.zpsgamrat.pl
Andrzej
Cholewiak
ZAKADY PRODUKCI SPECJALNEJ Sp. z o.o.
(ZPS SPECIAL PRODUCTION PLANTS Ltd.)
ul. Zakadowa 7
26-670 Pionki
phone +48 48 385 21 75
fax +48 48 385 22 55
zps@zps.com.pl
www.zps.com.pl
Arkadiusz
Szulecki
ZSP NIEWIADW S.A.
(NIEWIADW Joint-Stock Co.)
Os. Niewiadw 49
97-225 Ujazd
phone +48 44 719 20 00
fax +48 44 719 20 16
biuro@niewiadow.pl
www.zspniewiadow.com.pl
Jan Sitek
Company name Address Phone/fax e-mail and website Chairman Profile
104
Company name Address Phone/fax e-mail and website Chairman Profile