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NIKON D3 | Aperture priority | 1/30sec | F/11.0 | ISO-1800 | 2016:09:18 14:40:19

SIBAT Organization Structure



About Us

Israel is known around the world for its pioneering, operationally-proven defense systems - which are developed by its defense industries, and implemented all around the globe. These innovative systems are developed in order to provide effective and advanced capabilities to meet all threats.

SIBAT, the Israel MOD International Defense Cooperation directorate is uniquely positioned as an essential division within the Israel Ministry of Defense (IMOD), while having a close, ongoing relationship with the defense industry. This combination ensures SIBAT to maintain in-depth and up-to-date knowledge of the defense world’s relevant concepts, as well as a clear understanding of the Israel Defense Forces' (IDF) operational needs. 


SIBAT's Assignment

  • Cooperate with & support the efforts of the Israeli defense industries
  • Establish connections in target countries
  • Locate & initiate business opportunities
  • Reflect the marketing status picture & provide relevant business information
  • Sell excess IDF materiel
  • Lead the national defense export effort

SIBAT's Vision

  • Partake in the growth of the Israeli defense industry
  • Tap into international markets & new fields of activity
  • Promote a culture of sharing & cooperation for the benefit of Israel's defense exports 
  • Strive for excellence & promptness of response and maintain on-going learning & efficiency improvement processes
  • Maintain strict integrity & the highest ethics and operate on the basis of an in-depth understanding of the defense export world
  • Strive to establish Israel as a global leader in the field


SIBAT Facilitates international cooperation through its various services

  • Generating Government–to-Government agreements
  • Initiating official foreign delegations
  • Identifying business opportunities with the Israeli defense industry
  • Pinpointing the relevant technological solutions for specific requirements
  • Establishing of joint ventures
  • Conducting advanced training seminars
  • Managing the sales of IDF inventory
  • Providing quality assurance and technical support services for G-to-G  agreements
  • Providing in-depth information on Israel’s defense industry through biennial directory
  • Producing conferences; showcasing Israel’s technologies and capabilities under one roof through the Israel National Pavilion; attending global fairs &  exhibitions and facilitating direct contact with participating industries

    SIBAT’s extensive global presence - backed by knowledgeable, well-trained representatives - enables effective cooperation and coordination between Israeli and foreign companies, and between Israel and governments around the world.
    SIBAT has amassed the capabilities and experience required in order to operate effectively in any of these three business models:


  • G to G – Government-to-Government: As a government agency, SIBAT works directly with other  governments
  • C to G – Company-to-Government: With its extensive knowledge of Israeli defense manufacturers, SIBAT matches relevant companies to each country's technological needs
  • C to C – Company-to-Company: SIBAT continually seeks opportunities for various types of

    cooperation, and assists in locating the best-suited technological solutions and partners.

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team Ghost FPV에서 개발한 GHOST 300 을 소개합니다!


휴대가 간편하고 다이 나믹한 FPV가 가능한 기체와 구입/유지보수 비용이 저렴해, 많은 분야에서 사용이 가능한것이 특징입니다.

해외에는 QAV250이 경쟁기체 이며, GHOST 300은 고주파 진동, 모터진동, 비행중 진동등에 강한 것이 장점이며 급턴, 롤루프, 수직하강, 스피드레이싱이 가능한 프레임구조가 장점입니다.

현재 2014년 중순에 ARF (프레임 + 모터 + 프롭 + 변속기 + 기본나사 등) 패키지를 공개할 계획이며, ARF에 FC(비행 콘트롤러, 영상송수신세트, 배터리)만 추가하시면 완성을 할 수 있도록 할 계획입니다.

현재 시제품을 비행테스트 하면서 개선을 하고 있고, 개선된 프레임을 가지고 공개를 할 예정입니다.


  • Manufacturers : team Ghost FPV 
  • Name : Ghost 300


▶ Team Ghost FPS : Ghost 300 Micro Drone Specs:

Main Rotor Diameter: ___mm

Main Rotor Blade Length: ___mm

Main Motor Size: 

Length: ___mm

Width: ___mm

Height: ___mm

Flying Weight: <800g

Approximate Flight Time: 10-15 minutes

Number of Channels: 5 channel up

Rotor Type: Quad-Copter

Experience Level: IntermediateCompletion Level: Almost Ready to Fly (ARF)

Not Included

FPV Gear

Recommended Accessories

Additional Information

/ Photo & Video provided by Team Ghost FPS  Press Release

/ MediaPaper.KR mediapaper@ymail.com  Sejin Oh

/ The News Article was written by receiving a Press Release.

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Stuttgart – According to preliminary figures, the Bosch Group increased its sales by 2.7 percent in 2013, to 46.4 billion euros, and this despite the difficult economic environment (adjusted previous-year figure: 45.2 billion euros). In the form of negative exchange-rate effects to the tune of some 1.5 billion euros, the strong euro places a considerable burden on the sales revenue disclosed by the supplier of technology and services. Earnings have developed fundamentally better, but are once again affected by the situation of the Solar Energy division, which remained difficult in 2013. In early 2013, the company announced its decision to exit its activities in crystalline photovoltaics. 

*Note: Due to changes in the law, Bosch no longer includes its fifty-fifty joint ventures in its accounting. This mainly concerns Bosch Siemens Hausgeräte GmbH and ZF Lenksysteme, whose consolidated sales comes to some 7 billion euros. Due to these changes, current figures for sales, result, and headcount are only partially comparable with the figures previously published for 2012.
Progress in earnings
According to preliminary figures, and leaving aside the extraordinary burdens caused by photovoltaics, the Bosch Group EBIT margin comes to some 6 percent. This is roughly one percentage point more than in the previous year. Including the extraordinary burdens as a result of photovoltaics, which are likely to total 1.3 billion euros, EBIT margin some 3 percent. “The many measures taken to improve profitability are clearly working. In fact, we have made better progress with result than expected,” said Dr. Volkmar Denner, chairman of the board of management of Robert Bosch GmbH. In 2014, Bosch will continue to work without let-up on improving its competitiveness and fitness for the future. As regards the targets for sales growth and margin, Denner said: “We have already made progress. We will continue to focus on profitability, growth, and agility.” 

Seizing growth opportunities – opening up new market segments
The company wants to unlock existing potential for growth and open up new market segments. Various future trends are relevant for Bosch here. Apart from energy efficiency and connectivity, there is the high-spending aging population in the industrialized countries and the rapidly growing middle class in the emerging markets of Asia and South America. Bosch is also working intensively on the mobility of the future, which will be electric, automated, and connected. In 2013, Bosch launched many products and services related to these trends. They include highly efficient gasoline and diesel injection systems, driver assistance systems such as motorcycle stability control,mySPIN smartphone integration solutiontelematics services for the management of vehicle fleets, and robotics applications such as the “Indego” lawnmower.

Shaping and participating – Bosch in the connected world
Bosch especially wants to open up new market segments with solutions for connected living. “The breadth of our technological expertise and our presence in diverse sectors of the economy are crucial advantages in a connected world. We want to play an active role in shaping that world, and at the same time take advantage of the business opportunities it offers. Bosch’s strategic objective is to create solutions for a connected world,” Denner said. For many, connectivity is already a reality. By 2015, some 75 percent of global population will be online, along with more than 6 billion devices. In Bosch’s view, however, this only scratches the surface of the potential opportunities. In the future, the company will make all its electronic appliances web-enabled. “Connectivity will open up new possibilities for all our areas of work. This goes for mobility, for industrial technology, and especially for energy and building technology – also in connection with our consumer goods,” Denner said.

Systematic preparation: activities and partnerships
As the world’s leading sensor manufacturer in terms of sales, the web-enabled MEMS sensors supplied by Bosch are a key technical component for connectivity on the internet of things and services. Moreover, at the beginning of the year Bosch set up a subsidiary for the development and sales of connected terminal devices and solutions based on them. Bosch Connected Devices and Solutions GmbH is headquartered in Reutlingen, where the electronics competence center is based. The company was originally an innovation cluster. Bosch uses these cross-divisional clusters to develop new business ideas for a connected world. There are further clusters related to connected buildings, connected mobility, and connected energy. For example, Bosch will be working with partner companies to make a software platform available for standardized data exchange in smart homes. “Alliances are key drivers of the trend toward connectivity,” Denner said. Since November 2013, Bosch has been testing technologies that will allow the digital networking of an entire city in the “Monaco 3.0” pilot project. “Our broad footprint and technological expertise, combined with the creativity and motivation of our associates, are absolutely essential for innovation and growth,” Denner said. Apart from exploiting new market opportunities for connected living, Bosch will continue to make use of every opportunity that presents itself for its traditional business. 

Volatility calls for agility
Driven mainly by internet technologies, the connected world is dynamic, complex, and volatile as well. “The way the internet has risen over the past 20 years, as well as some of its repercussions, could not have been predicted. This will be true of future developments as well. As a result, we have to be fast and agile when dealing with a connected world,” Denner said. Increasingly, therefore, Bosch will be starting up new business activities to test their potential. Here, a key role will be played by Bosch Start-up GmbH, a company recently set up in Ludwigsburg, Germany. It will assume the role of an incubator for new business ideas and models. The team will help Bosch researchers quickly launch products and services. Bosch Start-up GmbH will make things such as infrastructure and business economics know-how available to new units with potential for growth. “An entrepreneurial mindset on the part of all associates and a culture that sees failure as part of the learning process are key factors for success. We want to further encourage and strengthen these factors,” Denner said. “We have to boldly venture into new territory and push back boundaries. 

Business developments by business sector and region in 2013
The sales developments of the business sectors are also affected by significant exchange-rate effects. The Automotive Technology and Consumer Goods business sectors are especially hard hit by these effects. Regardless of this, the Automotive Technology business sector developed extremely positively in 2013. Its business with gasoline direct injection and diesel injection systems grew significantly. The Car Multimedia division was very successful with display instruments and infotainment systems. In Industrial Technology, the packaging machinery business was able to record good growth. By contrast, the global weakness of the mechanical engineering sector caused a considerable slump in the Drive and Control Technology division. InConsumer Goods, Bosch was once again successful with power tools in 2013, both for professional and DIY users. Developments in the Energy and Building Technologybusiness sector were overshadowed by the situation in the Solar Energy division, which was again difficult in 2013. The Security Systems division was able to generate strong growth with communications services, while the Thermotechnology division was successful with energy efficient condensing appliances. 

Significant sales growth outside Europe
The strong euro had significant negative effects on the development of regional sales. Nonetheless, nominal Asia Pacific sales exceeded their previous-year level by some 5 percent. After adjusting for exchange-rate effects, sales growth even reached double digits. In North America, nominal growth was more than 3 percent according to preliminary figures. At roughly minus 3 percent in nominal terms, sales developed negatively in South America. When adjusted for exchange-rate effects, however, sales grew by a high single-digit figure. Despite an economy that remained very weak, nominal sales in Europe grew slightly, by some 2 percent.

Slight increase in headcount in Asia and North America
Worldwide, the Bosch Group had a total of some 281,000 associates at the beginning of 2014 (adjusted previous-year figure: 273,000 associates). In current business, headcount increased by roughly 1,000. Most of these new jobs were in Asia and North America. 

Moderate economic prospects for 2014
According to current forecasts, Bosch expects the economy to develop moderately in 2014. As things stand at present, global GDP is expected to grow by 2.8 percent. The company sees risks in the further development of the countries affected by the euro crisis, as well as in a further appreciation of the euro. Against this background, the Bosch Group expects sales to grow slightly in 2014, with its earnings situation continuing to improve.

For the most important key figures, klick here

Connected Mobility
Automated Driving
Motorcycle Stability Control
Smartphone integration system mySPIN

Press images

Contact persons for press inquiries:
Dr. Eva Maria Rakob phone: +49 711 811-6657
René Ziegler phone: +49 711 811-7639

The Bosch Group is a leading global supplier of technology and services. According to preliminary figures, its roughly 281,000 associates generated sales of 46.4 billion euros in 2013 (Note: due to a change in the legal rules governing consolidation, the 2013 figures can only be compared to a limited extent with the 2012 figures). Its operations are divided into four business sectors: Automotive Technology, Industrial Technology, Consumer Goods, and Energy and Building Technology. The Bosch Group comprises Robert Bosch GmbH and its more than 360 subsidiaries and regional companies in some 50 countries. If its sales and service partners are included, then Bosch is represented in roughly 150 countries. This worldwide development, manufacturing, and sales network is the foundation for further growth. In 2013, Bosch applied for some 5,000 patents worldwide. The Bosch Group’s products and services are designed to fascinate, and to improve the quality of life by providing solutions which are both innovative and beneficial. In this way, the company offers technology worldwide that is “Invented for life.”

The company was set up in Stuttgart in 1886 by Robert Bosch (1861-1942) as “Workshop for Precision Mechanics and Electrical Engineering.” The special ownership structure of Robert Bosch GmbH guarantees the entrepreneurial freedom of the Bosch Group, making it possible for the company to plan over the long term and to undertake significant up-front investments in the safeguarding of its future. Ninety-two percent of the share capital of Robert Bosch GmbH is held by Robert Bosch Stiftung GmbH, a charitable foundation. The majority of voting rights are held by Robert Bosch Industrietreuhand KG, an industrial trust. The entrepreneurial ownership functions are carried out by the trust. The remaining shares are held by the Bosch family and by Robert Bosch GmbH. 

Additional information is available online at www.bosch.com and www.bosch-press.comhttp://twitter.com/BoschPresse.

Hasselblad V/ Sinarback eMotion 22 | Not defined | 1sec | F/1.0 | ISO-50 | 2013:10:11 15:29:59

NIKON D3X | Manual | 1/160sec | F/5.6 | ISO-125 | 2013:03:19 11:46:52

P 45 | ISO-100 | 2009:04:15 13:49:09

/ Photo & Report provided by Bosch Press Release - sujung.jang@kr.bosch.com

/ MediaPaper.KR mediapaper@ymail.com  Sejin Oh

/ The News Article was written by receiving a Press Release.

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NIKON D3 | Shutter priority | 1/800sec | F/7.1 | ISO-200 | 2012:01:17 14:09:15

By Lee Tae-hoon, THE KOREA TIMES

At least 7 percent of F-15Ks, the most advanced fighter jets that Korea has ever purchased, have been flying with a malfunctioning electronic countermeasures (ECM) system over the past few years, according to multiple sources Thursday.

No less than four of the country’s 52 F-15Ks in service are operating with a defective ALQ-135M, an internal ECM system manufactured and supplied only to Korea by Northrop Grumman, they said. 

“Korea has set aside $56 million to procure six ALQ-135Ms to use them as spare parts as the critical electronic warfare suite of the F-15Ks frequently breaks down,” a senior government official said. 

“Nevertheless, we have been facing great difficulties in procuring them mainly because the customized advanced ECM system is used only in Korea and is no longer manufactured.”

A senior Air Force official noted that the operational rate of F-15Ks, the mainstay of the country’s Air Force fighter fleet, is estimated to be about 84 percent, and that about 7 percent of them fly with defective self-protection measures. 

“The rate of fully operational F-15Ks is estimated to be at 77 percent or lower,” he said asking for anonymity. “If an enemy fires a missile toward an F-15K with a faulty ALQ-135M, the pilot will most likely fail to notice the imminent threat and lose the chance to avoid it.” 

The ALQ-135M is capable of helping a fighter jet manage and defeat multiple threats simultaneously, prioritizing and neutralizing the most imminent dangers. It significantly increases the chance of dodging incoming missiles and provides optimal countermeasures based upon the mission environment, threat lethality and mission priority.

“Pilots flying an F-15K with a malfunctioning ALQ-135M will be unaware of the danger when an enemy fighter locks onto their aircraft and fires a missile,” the Air Force official said. 

Military insiders said that Korea must address the defective ALQ-135Ms as soon as possible because the survival rate of an $80-million F-15K is seriously undermined without the countermeasure in combat. 

They stressed the country has been having difficulty securing parts for F-15Ks largely because 73 percent, or 159 of the 219 electronic warfare system parts, are uniquely designed to meet the needs of the Korean Air Force. 

“I assure that Korea will not make a mistake again and buy a fighter jet with unique components,” a senior government source said. 

The official noted the Defense Acquisition Program Administration (DAPA) is negotiating with the U.S. government for possible sales of ALQ-135s through Foreign Military Sales.

Defense insiders say that the U.S. government informed Korea that it will take about 26 to 32 months to deliver new ALQ-135s upon signing a contract, which will be only possible after June 15. 

They argued that Korea should purchase them through commercial sales as the delivery time for the ECM systems can be significantly shortened. 

The unit cost for the first lot of 40 F-15K airframes and engines (fly away cost) was 75.3 billion won ($84.4 million), but rose to 87.66 billion won for the second lot of 20. 

The maintenance cost for Korea’s F-15Ks has jumped nearly 10-fold over the past four years, from 9.7 billion won in 2008 to 95.82 billion won in 2011, according to a National Assembly document.
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