DMG Policy Book

April 2016 CONTENTS 04 HISTORY OF DMG 24 DMG TODAY 52 Key Achievements 76 ASPIR ATIONS FOR DMG 86 LOOKING FORWARD STAYING AHEAD DEFENCE MANAGEMENT GROUP OUR STORY



forewordThis publication charts the key milestones and achievements in the journey of DMG, through the eyes of DMGians.We have much to be proud of. DMG can trace its history to theestablishment of the Ministry of Defence and Security in 1965 whenSingapore gained independence. Through the years, we have played apivotal role in the defence of our country. DMGians have contributed tonation building efforts and the development of the Ministry of Defence and the Singapore Armed Forces.We have come a long way since our humble beginnings. Our pioneershave laid a firm foundation for successive generations. DMG hasgrown to be a strong organisation with talented and committedpeople. Building on our success, we will continue to fulfil our mission ofupholding good governance and ensuring effective use of resources for the defence of Singapore.The DMG Story inspires all of us to do our best. Bound by a common setof values and heritage, we can face the future with confidence as a teamof dynamic professionals who strive to be the pinnacle of excellence in defence management.With agility and strength, we can all write the next chapter of the DMG Story together. Han Neng Hsiu Deputy Secretary (Administration)

Dr Goh Keng Swee, former Minister of Defence, inspecting contingents at{ }the passing-out parade of civil servants at Camp Temasek in 1967.

CHAPTER I HISTORY OF DEFENCE MANAGEMENT GROUP Ministry of Information andthe Arts Collection, courtesy ofNational Archives of Singapore

DEFENCE MANAGEMENT GROUP: CHAPTER I - HISTORY OF DMGOUR STORY History of Defence Management Group06 The Empress Place Building is a historic building in Singapore, located in the { }central business district. MID was housed in this building in 1965. 1965

CHAPTER I - HISTORY OF DMG DEFENCE MANAGEMENT GROUP: OUR STORYS ingapore became independent on Did You Know? 9 Aug 1965. The Ministry of Defence and Security was formed on the The need for Singapore to have same day. This was subsequently a conscript force started beforerenamed as the Ministry of Interior and Independence. Against the backdrop ofDefence (MID) on 24 Sep 1965. the Malayan Emergency and the Korean War in the early 1950s, the BritishFrom the beginning, MID was organised Government in Singapore introduced 07as a simple headquarters that catered to the first reading of the National Servicethe needs of the Singapore Armed Forces Bill in 1952.(SAF). MID’s portfolio covered nationaldefence and homeland security with the The National Service OrdinanceSAF, Police Force and the Works Brigade. came into effect on 1 Mar 1954. 1,000 youths were balloted from over 24,000Dr Goh Keng Swee was the first Minister registered youths between 18 and 20of Defence and George Edwin Bogaars years of age and called up for two yearsthe first Permanent Secretary. of part-time NS in the Singapore Military Forces and the Civil Defence Corps. The“Nothing creates loyalty and national new Ordinance sparked demonstrationsconsciousness more speedily and and riots involving students frommore thoroughly than participation various Chinese-medium high schools.in defence and membership of thearmed forces.” Indonesia opposed the formation of theExtract of Parliamentary speech by Federation of Malaysia, which includedDr Goh Keng Swee, former Minister Singapore. This triggered Konfrontasi,of Defence, at the passing of the which was a hostile and militantNational Service (Amendment) Bill in confrontation by Indonesia from 1963Mar 1967. to 1966. During Konfrontasi, the 1st and 2nd Singapore Infantry Regiments, the Singapore Volunteer Corps and the Vigilante Corps were deployed to places in Sabah and Kota Tinggi to combat saboteurs and ensure homeland defence.

DEFENCE MANAGEMENT GROUP: CHAPTER I - HISTORY OF DMGOUR STORY08 Did You Know? “British military protection today has made quite a number of our citizens Adopting a hands-on down-to-earth approach, complacent about the need to conduct Dr Goh made significant contributions to our own defence preparations. These Singapore’s economy, defence and education, people assume that this protection will laying a solid foundation for Singapore’s long be permanent. I regard it as the height of term prosperity and security. As Defence Minister, folly… the only basis on which we, as an Dr Goh’s presence loomed large over Singapore’s independent country, can plan its future defence strategies. is on the opposite assumption, i.e. the removal of the British military presence As a young nation, Singapore’s defence strategy at some time in the future. Nobody, was characterised by an analogy of a ‘poisonous neither us nor the British, can say when shrimp’. He knew if Singapore were to survive, we this will be… whatever the time may be, had to rely on ourselves, and on our own defences. it would be useless then to think about building up your defence forces. The time to do so is now.” Extract of Parliamentary speech by Dr Goh Keng Swee in Dec 1965

CHAPTER I - HISTORY OF DMG DEFENCE MANAGEMENT GROUP: OUR STORY{ }Dr Goh Keng Swee is accompanied by Mr Bogaars, Permanent Secretary of MID and Mr Howe Yoon Chong at a site visit. ManpowerGeneral MID was HomeStaff re-organised into Affairs five divisionsIntelligence LogisticsThe Ministry was also planned to house the Headquarters of 09the SAF. This re-organisation was a pivotal part in the historyof the various Defence Groups we have today. Many of theresponsibilities and roles originate from these divisions.For instance, the Manpower Division (MP Div) was one ofthe first divisions to be formed. The Legal department waspart of the MP Div. The Finance division was a departmentunder Home Affairs.1966

DEFENCE MANAGEMENT GROUP: CHAPTER I - HISTORY OF DMGOUR STORYMinistry of Information, Communications and the Arts Collection, courtesy of National Archives of Singapore10 { }(Above picture) { }(Bottom picture) Founding Prime Minister Lee Kuan Yew with national Founding Prime Minister Lee Kuan Yew and Dr Goh servicemen at a 1970 National Day celebration. Keng Swee at the opening of an army Camp in Jurong.Ministry of Information and the Arts Collection, courtesy of National Archives of Singapore

CHAPTER I - HISTORY OF DMG DEFENCE MANAGEMENT GROUP: OUR STORYThe need for National Service (NS) became “The process started with registration, 11clear when Singapore gained independence. It in Mar 1967. We went to CMPB atwould not have been possible to raise a regular Kallang to register for NS. Theforce of a sufficient size to protect this island atmosphere was one of apprehension.state given our small population. People were not sure of what wouldOn 21 Feb 1967, founding Prime Minister Lee Kuan happen. There were no life experiencesYew announced the introduction of full-time NS. of NS, what soldiering was. NobodyOf the 9,000 NS-eligible Singaporeans who had gone through it. So the bombing ofregistered for NS from Apr 1967, about 900 were MacDonald House and the 1969 Racialenlisted to serve two years of full-time NS in the Riots told me we need to do somethingSAF. The others served part-time in the People’s and we need to do it ourselves, and notDefence Force, the Vigilante Corps and the have somebody doing it for us.”Special Constabulary. Abel Singh, Singapore’s first NS recruit,Full-time NS was extended to the Singapore Police who signed on as a Lieutenant Colonel,Force (SPF) and Singapore Civil Defence Force and is now an SAF Veteran(SCDF) in 1975 and 1981 respectively. MP Div wastasked to manage the enlistment processes. On 11 Aug 1970, MID was split into two separate ministries: Ministry of Defence Did You Know? (MINDEF) and Ministry of Home Affairs (MHA). The establishment of MINDEF The Central Manpower Base (CMPB) at ensured that defence programmes Kallang Camp was the very first site which were given adequate attention and witnessed the enlistment of young men management of the growing SAF was into the SAF in 1967. Back then, enlistees streamlined for greater effectiveness. had to report to CMPB numerous times for documentation, medical examination and eventually enlistment. There were three other camps at Bukit Panjang, Katong and Serangoon. The procedures remained until 1984 when a new pre-enlistment system was introduced to reduce the number of call-ups for pre-enlistees.{ }National Service enlistment at The neo-classical styled Upper Barracks at Pearl’s Hill Kallang Camp in 1967. { }housed MID during its formative years after Singapore’s1967 independence. The ministry was later split to form MINDEF and MHA in 1970. 1970

DEFENCE MANAGEMENT GROUP: CHAPTER I - HISTORY OF DMGOUR STORY Did You Know? By the end of the British withdrawal in 1971, the SAF had transformed into a large The 1974 hijacking of the “Laju” ferry by terrorists citizen military based on conscription, from the Japanese Red Army and the Popular Front with seven active battalions and eight for the Liberation of Palestine highlighted the need Reservist battalions with their full to intensify the security of various vital installations. complement of support arms. In 1975, the first intake of full-time Police National For the rest of the 1970s, MINDEF and MHA Service (PNS) officers was enlisted. would continue to build up the institutions critical to our defence and homeland The first deployment of national servicemen to civil security. The Republic of Singapore Navy defence took place in 1976, when they were deployed and Republic of Singapore Air Force were to the Singapore Fire Brigade. The 1986 collapse of the established in 1967 and 1968 respectively. Hotel New World spurred a subsequent strengthening of the SCDF, with over 70,000 SAF and Police NSmen { }Joint rescue effort by SCDF and SAF following transferred to the SCDF. The Singapore Fire Brigade the collapse of the Hotel New World. merged with the SCDF in 1989.12 1971

CHAPTER I - HISTORY OF DMG DEFENCE MANAGEMENT GROUP: OUR STORYThe MINDEF PRIDE (Productivity and { }Enlistees reporting to CMPB at Depot Road in 1989. 13Innovation in Daily Efforts) Movementwas launched in 1981. PRIDE encourages Prior to 1989, Defence Policy Group (DPG) wasMINDEF/SAF personnel to strive for known as Defence Policy and AdministrationProductivity, Excellence, Quality Group (DPAG). Defence AdministrationService and Innovation. PRIDE also Group (DAG) was formed in Jul 1989 whenempowers our servicemen and women MINDEF created the appointments of 2ndto continuously challenge themselves Permanent Secretary (Defence) and Deputyto do things more effectively and Secretary (Administration) (DS(A)). DS(A)efficiently, and aim for world-class took over the administrative functions fromstandards and performance. Deputy Secretary (Policy) (DS(P)) in view of the increasing complexity of security and { }“Teamy the Bee” was the official mascot information policy matters. for PRIDE up to 2002. Since then, MINDEF was organised into three main defence groups, responsible for defence1981 policy, administration and technology. Each group would be headed by a Deputy Secretary. The missions for the Groups are as follow: a. Defence Administration Group (DAG) To enhance Singapore’s defence capability through the optimal management of all the manpower, financial and professional resources of MINDEF. b. Defence Policy Group (DPG) To formulate and coordinate MINDEF’s policies on security, information and defence relations in order to protect Singapore’s sovereignty, national security interests and to enhance our peace and security. c. Defence Technology Group (DTG) To provide the technological edge to enhance the SAF’s operational capability. 1989

DEFENCE MANAGEMENT GROUP: CHAPTER I - HISTORY OF DMGOUR STORYDAG comprised MP Div, Defence Finance Organisation (DFO), Legal Services (LS) and the formerManagement Services Organisation which governed the review and development of FinancialManagement Systems, Organisation and Systems review and analysis, and ProductivityDevelopment. The Systems and Computers Organisation (SCO), which supported MINDEF/SAFwith Corporate IT planning and implementation, was transferred from DTG to DAG in 1995. DAGwas responsible for formulating and implementing personnel, finance and management systemspolicies and projects.DAG had to become a high performing organisation and adapt to rapidly evolving national defenceneeds and the ever-changing external environment. The Committee to Recognise the Contribution of Operationally Ready National Servicemen to { }Total Defence (RECORD) was established in 1990 to examine ways to enhance recognition to National Servicemen in the SAF, SPF and SCDF and to strengthen the contributions of NSmen and14 their families and employers to Total Defence. { }The proposal to build the new twin towers at Depot Road Camp was initiated in 1990.1990

CHAPTER I - HISTORY OF DMG DEFENCE MANAGEMENT GROUP: OUR STORYDAG launched the D’executive Initiative.The initiative aimed to restructureDAG and position it to be relevant forthe future. Under this initiative, theD’executive Leadership Team engagedDAG personnel in a series of envisioningworkshops to create a shared vision.DAG was also restructured based ontwo principles:a. Separation of policy from executive functions; andb. Integration of executive functions to deliver value to the people it serves. { }Former DS(A) Lim Hup Seng launching the D’ Executive Initiative.DAG’s shared vision 151 We are fired up 2 We are dynamic 3 We excel in by our sense of and forward- what we do purpose looking4 We exceed 5 We care for 6 We are customer our people one family expectations2001

DEFENCE MANAGEMENT GROUP: CHAPTER I - HISTORY OF DMGOUR STORYFormation ofDefence Management Group (DMG)16 { }Launch of DMG at Warrior’s Hall, SAFTI Military Institute, in 2003. 2003

CHAPTER I - HISTORY OF DMG DEFENCE MANAGEMENT GROUP: OUR STORYA strategic review was conducted to 17position DAG as a high performanceorganisation that maintains its relevanceto MINDEF in a rapidly changing andincreasingly complex environment.DAG was renamed DMG in Apr 2003 torealise the new objective of effectivedefence management for MINDEF/SAF. Did You Know? With the reorganisation of DAG into DMG, LS, which was previously grouped with the other Professional Services departments of DAG, obtained full divisional status in DMG. By then, LS comprised 4 departments providing specialised legal services and support to all MINDEF and SAF departments on a range of civil, international and military law issues.

DEFENCE MANAGEMENT GROUP: CHAPTER I - HISTORY OF DMGOUR STORYDMG focused on effective defence management, DMG’s Coreemphasising leadership development, resource Businesses in 2003:stewardship, corporate capabilities and serviceexcellence. DMG was streamlined into two 1 Manpowerdistinct components: Strategic, Planning 2 Finance and Monitoring 3 Information MP Div, DFO and MINDEF Technology Systems Organisation (MSO), focused on manpower, finance and system policy work respectively.18 DMG Defence 4 Legal Executive Services 5 Professional Services This brought together all transactional Counselling, Psychology and services of DAG, which included finance, Heritage Managementpayroll, provision of welfare amenities and management training. This move set thepath of outsourcing operational work andservices within DAG to control manpower growth and to improve service levels.2003

CHAPTER I - HISTORY OF DMG DEFENCE MANAGEMENT GROUP: OUR STORYDMG sets policies, establishes good governance, The turn of the new millenniumdevelops systems, and imparts advice and expertise in presented both challenge andthe interest of MINDEF and the SAF. opportunities. The pervasive use ofDMG provides strategic perspectives and best IT presented challenges in multiplepractices to contribute to national defence. The systems. Data was duplicated and2003 restructuring presented new opportunities for problems arose in ensuring accuratebusiness process improvement. DMG improved itself data and updates. The new millenniumby embarking on a Business Excellence (BE) Journey also brought in new opportunitiesand adopting SPRING Singapore’s BE framework. The which we tapped on. The MINDEF.framework enabled DMG to be future-oriented by com programme was started, whichaligning our strategies and goals with the management manifested itself in the NS Portalsystems and processes for sustainability. Through these or MIW.com in the earlier days. Theinitiatives, the management systems and processes combination of management sciencewere strengthened to deliver high performance, and and info-communications technologykeep pace with the latest industry developments. saw the proliferation of new ways of achieving productivity and value.” Alphonsus Pang, former Director of MSO, 2003 to 2007 19{ D’Executive Award Ceremony in 2003. The 12 winning departments for the award contributed their } trophies to construct the “Vision of DMG”, currently displayed at Defence Technology Tower B.

DEFENCE MANAGEMENT GROUP: CHAPTER I - HISTORY OF DMGOUR STORY{ }Participants at a DMG Retreat in 2007.DMG went through structural changes in 2007 and 2010. These changes were made to increase efficiencyand resource effectiveness through an alignment of corporate functions under a single entity:a. SCO had been the main agency performingthe IT planning function for MINDEF in the20 early years. It continued to perform thisrole even as it was restructured to be partof the Defence Science and TechnologyAgency (DSTA) in 2000. MINDEF ChiefInformation Officer’s Office (MCIOO) wassubsequently formed in 2003 under DTGto take on SCO’s functions of centrallymanaging the Corporate Information andTechnology (CIT) investment planning anddevelopment for MINDEF. With the changingof times and a greater emphasis for DMG asthe main business process owner to driveIT developments, MCIOO was restructuredin 2007 to merge with MSO’s IT planningsegment to become part of DMG. { }Former DS(A) Willie Tan at the opening ceremony of MINDEF Shared Services in 2007.b. As one of the policy and planning entities of DMG, MSO was the principal agency driving MINDEF’s Enterprise Risk Management (ERM) initiatives.2007 to 2010

CHAPTER I - HISTORY OF DMG DEFENCE MANAGEMENT GROUP: OUR STORYAt the start of the ERM initiative, it was appropriate for MSO to spearhead the initiative to establish theframework and the processes. However, as ERM reached a stage where the risk owners were requiredto assume full responsibility for their respective areas, the central coordinating responsibility of ERMhad to be transferred to a central agency. The ERM function was transferred from MSO to DFO in 2007to align with DFO’s responsibilities for resource planning and financial governance.c. In the same year, to centralise MINDEF’s corporate IT and address the overlap of MSO and MCIOO IT functions, the MINDEF Information Systems Division (MISD) was formed. MISD was charged with managing information systems relating to Personnel, Administration and Finance Systems, CIT and i-Gov functions.d. MINDEF Corporate Services Department and Organisation Excellence Department were transferred to DFO in 2010. The impetus was two-fold: 1. To streamline job functions in order to derive synergies for greater business effectiveness; and 2. To create capacity for new business growth. 21 Senior Management Dialogue with former Permanent Secretary{ }Defence Development (PS(DD)) Dr Tan Kim Siew in 2008.

DEFENCE MANAGEMENT GROUP: CHAPTER I - HISTORY OF DMGOUR STORY DMG’s Mission, Vision { }Former DS(A) Willie Tan launching and Values were the new DMG’s Mission, Vision and22 refreshed in 2012: Values (MVV) in 2007.Mission VisionTo uphold good governance and ensure Pinnacle of Excellence in Defenceeffective use of resources in MINDEF and Management, powered by a team ofthe SAF for the defence of Singapore Dynamic ProfessionalsVALUES Professionalism Integrity INNovAtionCLoyalty to ountry Leadership by Example Everyone Matters2012

CHAPTER I - HISTORY OF DMG DEFENCE MANAGEMENT GROUP: OUR STORY“In the initial years of MINDEF and “When you change mind, you change spirit; you changeSAF, the staff were mainly drawn organisation and people. It’s a very delicate thing.from the Civil Service, Police Force People started networking, collaborating with eachand the 2 infantry regiments. The other because they saw, “Look, you got somethingofficials had to work very hard that I have and I’ve got something that you have andand long hours, think on their feet, if we put our resources together, we can deliver whatimprovise where necessary, and use we are doing and more, at a lower cost!” And suddenlywhatever resources they had to make there is tremendous impetus to cooperate and inthe best out of the situation. It was networking cross-functionally.”exciting times for the pioneering Lim Hup Seng, former Deputy Secretarygroup. A key factor that contributed (Administration), 2001 to 2005to the development of MINDEF andSAF is the conscious decision to 23build up a strong talent pool to staffkey appointments. This has laid astrong foundation for public supportfor National Service, and a firmcommitment among Singaporeansto defence.”Wong Kan Seng,former Deputy Prime Minister,and Director Manpower from1976 to 1977 Did You Know?Christine Dawn Chay Foong Leng isone of the longest serving DXOs inDMG. She has been in MP Div for over47 years. Christine has regarded herduration in DMG as “good years”.“I enjoyed myself tremendously… { }Christine receiving an Appreciation AwardLooking back, I am what I am today from PS(DD) Ng Chee Khern at the MP Div 50thbecause of the training given by my Anniversary Dinner in 2016.department. I enjoyed myself entirelyand if I have to do it again, all overagain, I really have no regrets aboutjoining the Defence PsychologyDepartment (of MP Div).”Christine Dawn Chay Foong Leng



CHAPTER IIDMG TODAY

DEFENCE MANAGEMENT GROUP: CHAPTER II - DMG TODAYOUR STORYAchievingAN AGILE DMGD MG’s mission is to uphold good governance and ensure the effective use of resources in MINDEF and the SAF for the defence of Singapore. This drives DMG’s policies, designed to navigate emerging trends and issues in today’s dynamic operating environment.To ensure continued suppor t for26 NS and adequacy of financial andmanpower resources, DMG will have tolook ahead and discern MINDEF/SAF’sfuture requirements. To strengthenpublic trust that we are a good andreliable steward, DMG will work closelywith other public agencies, adopta customer-centric mindset, andunderstand citizens’ needs. DMG willneed to be agile and adaptive. { }DS(A) Han Neng Hsiu and DMG representatives at a tree planting ceremony at MINDEF in Nov 2015.The four divisions in DMG formulate and “My wish is for DMGians to continue growing as a teamimplement policies that aim to achieve of dynamic professionals, serving the nation with pridethis mission. They are further guided and honour. We must uphold the values of integrity andby five key thrusts that enable them to professionalism, and be fair and impartial in carryingimplement forward-looking policies, out our responsibilities. Each of us can be proud that wedeliver services supported by strong are making a meaningful contribution to our country.”processes, and build a competent and Han Neng Hsiu,responsive workforce. Deputy Secretary (Administration), 2013 to present

CHAPTER II - DMG TODAY DEFENCE MANAGEMENT GROUP: OUR STORY DMG will ensure good governance DMG will support the Public Sector and effective management of Transformation Efforts, and place resources. To achieve this, we will citizens at the centre of what we enhance measures taken at the do. This entails providing a more policy, process, system and structural personalised and customised levels. As the steward of the defence service experience contextualised budget, we will enhance the budget management framework, and L  to our customers’ needs. strengthen analytics capabilities eader in to detect fraud and anomalies in Quality ServicesGfinancial transactions. overnance 27A nticipate the I E nnovation and ngage Future DMG will continue to adopt Technology our People a long term perspective of Singapore’s defence needs, DMG aims to create value for our Policy formulation is only and enhance our horizon workforce and the public. We will as effective as its delivery scanning abilities. We will embrace innovation and emerging and communication. DMG develop policies which are trends to remain relevant and will continue to engage the relevant and ready to tackle effective. We will also benchmark public and our servicemen. To future challenges. our processes against leading sustain a committed, engaged organisations and enhance our and progressive workforce, capacity for innovation. We will we will also implement support MINDEF/SAF in becoming timely Human Resource (HR) a well-connected and Smart programmes and employee Defence organisation. services, with a technology- aided work environment. These five thrusts make up AGILE and the statements in each thrust will guide our policy formulation and delivery.

DEFENCE MANAGEMENT GROUP: CHAPTER II - DMG TODAYOUR STORY R DIVISION LEGAL SMANPOWE SATIFIONNANCE ERVICESMINSDyEFstInefms DMG28 Divoirsmioantion DEFEONRCGEANIDDMIGV’sIFSOIUOR NS

CHAPTER II - DMG TODAY DEFENCE MANAGEMENT GROUP: OUR STORYManpower { }MP Div celebrated its 50th anniversary at Warrior’s Hall, 29Division SAFTI Military Institute, in Jan 2016. Former DS(A)s and Directors of Manpower (DMP) were invited for the dinner.Manpower Division (MP Div) is guided 1 Recruit and retain personnel to maintain anby a suite of principles during policy effective defence force, and ensure that ourformulation and delivery: personnel are developed to their full potential 2 Uphold the three principles of NS: critical need, universality and equity; and sustain public support for NS 3 Ensure future-readiness of MINDEF/SAF such that policy reviews are timely, and the relevant contingency plans are developed 4 Drive quality service for stronger public engagements, therein enhancing public support for MINDEF/SAF 5 Enhance organisational excellence and performance, with a strong focus on the duty of care to our servicemen

DEFENCE MANAGEMENT GROUP: CHAPTER II - DMG TODAYOUR STORY30 { }Dr Ng Eng Hen, Minister for Defence, with MINDEF and SAF scholarship recipients at the Istana. 1. Manpower PolicyMP Div develops, governs and reviews manpower policies and initiatives toa. Attract and retain our fair share of talent for an effective defence force;b. Effectively develop our people to meet the increasingly complex operational environment; andc. Ensure adequate care and welfare for our servicemen.Based on these principles, MP Div has embarked on a series of reviews on HR practices, such asthe New Partnership, the new HR construct and the Defence Executive Officer (DXO) and MilitaryDomain Experts Review. These reviews ensure that MINDEF/SAF remains competitive in attractingquality individuals into the organisation. MP Div also invests in the continual education of ourpeople to meet both organisational needs and career aspirations. For instance, the MINDEF/SAFPostgraduate Award allows our graduate officers to attain a master’s degree while the ContinuousLearning Academic Study Scheme sponsorship allows Warrant Officers and Specialists to pursuecourses in their relevant fields of study. To ensure adequate welfare for our servicemen, MP Divhas put in place adequate compensation and welfare frameworks, such as the SAF Care Fund, tosupport servicemen and their families if necessary.MP Div conducts strategic reviews regularly to better understand the new and future requirementsof the SAF and the impact of the changing resource profile on MINDEF/SAF. Opportunities toenhance the process of HR policy formulation, delivery and post implementation management arealso identified. For instance, there was scope to create a more forward looking and robust policyformulation and implementation process through a more evidence-based/data-driven approach ofmacro-sensing and discerning current and future trends.

CHAPTER II - DMG TODAY DEFENCE MANAGEMENT GROUP: OUR STORY2. National Service POLICY UNIVERSALITY EQUITYIn formulating NS policies, MP Div is guided by the threeprinciples of NS: universality, equity and critical need. NS CRITICAL NEEDas the bedrock of our fighting force and internal security,remains critical for Singapore’s continued survivaland success. A strong defence underwrites the peaceand prosperity we enjoy by safeguarding Singapore’sindependence and sovereignty.Having come so far together as a nation, we have moreto defend today. To safeguard our home and way of life,we must build on the strong foundation that we haveand continue to strengthen NS to protect what we love and cherish. It is crucial that our futuregenerations continue to believe in the value and purpose of NS, and firmly support this nationalinstitution. To this end, MP Div partners our respective NS stakeholders to conduct regular reviewsof our NS policies to keep pace with the changing times.For instance, MP Div has been working through three major committees since 1984 to strengthen 31NS. The Advisory Council on Community Relations in Defence (ACCORD) was set up in 1984to engage employers, educational institutions, family members and members of the broadercommunity to provide better support towards NS and our national defence. In 1990, the Committeeto Recognise the Contribution of Operationally Ready National Servicemen to Total Defence(RECORD) was formed. RECORD was convened five times, and enhanced recognition to NSmen, and strengthened the contributions of NSmen, their families, and employers to Total Defence. In 2013, the Committee to Strengthen National Service (CSNS) was established to examine ways to better motivate our servicemen and maximise their contributions to national defence. These platforms have also provided avenues for the broader community to show their support towards NS and our national defence.To analyse data, be future-ready, andcommunicate the potential impact of themanpower and NS landscape for MINDEF/SAF, MP Div established capabilities tofacilitate strategic planning at the divisionlevel from whole-of-MINDEF/SAF andwhole-of-government perspectives. MPDiv now drives long-term manpowerplanning, develops strategies to meetmanpower demands and enhancesstakeholders’ confidence in manpowerand NS policies. Research findings ensuretimely policy reviews and the developmentof contingency plans for MINDEF/SAF.

DEFENCE MANAGEMENT GROUP: CHAPTER II - DMG TODAYOUR STORY3. Specialist ServicesMP Div provides a suite of professionalservices in defence psychology andcounselling to enhance organisationalexcellence and performance, and duty ofcare to our servicemen. MP Div conductsregular polls to ensure that our policiescontinue to be robust. MP Div also workswith our SAF counterparts to ensurethat servicemen who are distressed orexperiencing adjustment issues are welltaken care of in their transition from acivilian to military lifestyle.MP Div also ensures the properpreservation and promotion of corporaterecords and heritage through appropriatebusiness strategies for MINDEF/SAF. Inso doing, MP Div provides professionalservices and policy formulation in the areasof corporate records and information, andthe use of this information and artefactsto provide critical research support forMINDEF/SAF and the Government.{ }32 Paracounsellors at an appreciation ceremony with DS(A) in 2015.4. Systems & Service IDNSETELERIGVVERICRAETINSEGD Excellence OSRTCGRAAEPNNAIGBSITALTIHITEOYNINANLGGuided by the principle of positively ONSIGNNG&reinforcing support and trust in MINDEF/ ETNEHHXEPADENIRCGIIEINTNGACLESERVICESAF and strengthening the public’s FORPGARNDELIVERYCommitment to Defence and NS, MP Div STRATEGIESspearheads quality service for MINDEF/SAF. This is done through effective ERINSHGISPMSART PIMOPLEIRCXOYEVDCI EUTIsupporting systems, knowledgemanagement and professional frontlineengagement. The vision for MINDEF/SAF’sservices has also been re-designed fromthe customer’s perspective. MINDEF/SAF’s services are also strengthened byimproving the management of publicfeedback and service delivery, includingoutsourced services.

CHAPTER II - DMG TODAY DEFENCE MANAGEMENT GROUP: OUR STORY The DXO website provides candidates with 5. Personnel and Talent 33 comprehensive information about the scheme Management & Systems{ }and career options. MP Div aims to position MINDEF/SAF as an employer of choice. It formulates and implements policies that Did You Know? develop, attract and retain quality employees, and provides strategic input on HR issues, policies and The new CMPB at Gombak, opposite systems for the organisational growth of MINDEF/SAF. Cashew MRT Station, will serve as For instance, MP Div positioned the DXO scheme as a a one-stop centre for public-facing premier career option to attract and recruit well-suited units to provide HR and medical candidates to meet the manpower requirements of services to pre-enlistees, active and MINDEF/SAF. Throughout their careers, MP Div continues NS personnel. It is currently being to engage DXOs through effective HR support, career designed. The new complex will also advice and development opportunities to meet the serve as a HR Hub for MINDEF where requirements of each personnel. DXOs would also be various HR-related departments will adequately rewarded to drive continual performance be housed for synergy. and ensure organisational sustainability.

DEFENCE MANAGEMENT GROUP: CHAPTER II - DMG TODAYOUR STORYMP Div has five SSMD Shared Servicesclusters, with 15 Management Departmentdepartments: Manages contracts for shared services and oversees the outsourced service providers’ overall performance to drive service equality.1. Manpower Policy QSD Quality Service Department a. Manpower Policy Department Ensures MINDEF/SAF’s service standards and2. National Service Policy grows the capabilities to strengthen service performance. a. National Service Policy Department b. Central Manpower Base c. Research & Planning Office3. Specialist Services a. Defence Psychology Department b. SAF Counselling Centre c. Centre for Heritage Services d. Gombak Redevelopment Project Office4. Systems & Service Excellence a. Shared Services Management Department b. Quality Service Department c. Human Resource Systems Department5. Personnel and Talent Management & Systems a. Officers’ Personnel Department b. MINDEF Human Resource Department c. MINDEF Scholarship Centre d. Career Transition Resource Centre CHS Centre for Heritage Services Preserves and promotes corporate records and heritage through appropriate technologies and business strategies.

CHAPTER II - DMG TODAY DEFENCE MANAGEMENT GROUP: OUR STORY MSC MINDEF Scholarship Centre Attracts, selects and manages talents for MINDEF/SAF.HRSD Human Resource “One notable contribution made by MP Div that Systems Department I can remember is the introduction of the MAN (Manpower Activist Network) Team in 2008. TheirEnables HR business capabilities and HR mission is to make MP Div a great place to work bypolicies through IT implementation and IT rolling out various initiatives throughout the yearsystems management. to strengthen engagement among MP Divians. Eight years on and it remains as a distinctive feature in MP Div.” Chng Siew Choon, MP DivRPO Research and OPC Officers’ Personnel Planning Office DepartmentDrives long-term manpower projections Serves as the personnel management centreand planning, as well as develops strategies for senior officers and talents in MINDEF/SAF.to meet manpower demands and enhancestakeholders’ confidence in manpower andNS policies.

DEFENCE MANAGEMENT GROUP: CHAPTER II - DMG TODAYOUR STORY“Through the years, I can see the increasing CMPB Central Manpower Baseemphasis on some areas namely (i) to get MINDEF/SAF ready for the future by anticipating the Serves as the first touchpoint for NS and manages challenges posed by the changing demographics NS resource.and human capital challenges and (ii) the needto better connect with all stakeholders so thatMINDEF/SAF can better strengthen Commitment toDefence. We have implemented relevant policiesand provided better service delivery.”Koh Chia Chee, MP Div MHRD MINDEF Human Resource Department Connects people, strategy and performance through delivering HR processes and initiatives to support the organisational growth of MINDEF/SAF.CTRC Career Transition Resource CentreProvides effective career transition resourcesand services to retiring servicemen as part ofMINDEF/SAF’s career proposition. GRPO Gombak Redevelopment Project Office Ensures development and implementation of Gombak Redevelopment Plan, which includes the new CMPB at Gombak, are planned in a holistic and synergistic manner.

CHAPTER II - DMG TODAY DEFENCE MANAGEMENT GROUP: OUR STORY SCC SAF Counselling Centre Provides training for commanders and paracounsellors in psychological care, and counselling services for servicemen to re- integrate them into their units.MPPD Manpower Policy “Since I joined SCC in 2013, 1 have enjoyed Department my experience due to the warm support and cohesiveness of the department and also feeling aFormulates manpower policies to enable MINDEF/SAF strong sense of belonging towards MP Div and DMG.to attract, develop and retain servicemen, as well as to I recall a session when DS(A) and DMP engaged usensure manpower effectiveness and compliance. and showed their support for our work. Being aware that our difficulties were being acknowledged and addressed by them made me feel really supported. Interactions through social media and annual events also foster more effective working relationships between departments.” John Tow, MP Div DPD Defence Psychology Department Enhances the organisational and operational effectiveness of MINDEF and the SAF through the provision of psychology support. “MP Div has been through several tranformations in the past 50 years. With the spirit of ‘Coming Together, Looking Ahead, Everyone Matters’, it is also important that we build on the strong foundations of our pioneers, look forward to the future and scale new heights as one, as we contribute to DMG, MINDEF, and the defence of Singapore.” Teo Eng Dih, Director ManpowerNSPD National Service Policy DepartmentFormulates NS policies to enhance the NS system andincrease public support for NS.

38 Defence Finance { }DFO: A team of dynamic Organisation professionals.Defence Finance Organisation (DFO) aims to be a Leader Guiding principles for DFO:in Defence Finance and Business Excellence, and to 1 Optimised and Sustainablemake every dollar count in the defence of Singapore. It Resourcinghas three functions: drive strategic resource planning 2 Uphold Good Governanceand performance, uphold sound financial governance 3 Efficient Operations and Decision-in MINDEF/SAF, and build MINDEF/SAF as a superior makingorganisation. 4 Strategic Planning for Future ReadinessDFO has two clusters:a. Financeb. Corporate Services & Organisational Development 5 Culture of Productivity and Excellence

CHAPTER II - DMG TODAY DEFENCE MANAGEMENT GROUP: OUR STORYDrive Strategic Resource Planning and PerformanceThere are two guiding principles for the first core function of DFO. First, DFO must ensure that ourdefence budget and manpower resource establishments are sustainable, well managed and optimallyallocated. This will enable us to meet our critical defence needs. Second, DFO must provide timelyand relevant advice to the management and finance community. To do so, DFO conducts studies indefence spending and how to plan for a sustainable long-term budget. This provides MINDEF/SAFwith an adequate budget for current and future use, to maintain operational readiness.DFO also works closely with MINDEF/SAFagencies to determine their projecteddemands, and with the Ministry ofFinance to determine the fiscal situationand Defence Budget formula to keep pacewith inflation and to allow MINDEF/SAF togrow steadily.In addition, DFO drives the use of 39accounting, information technologyand business analytics to improve { }Dr Ng Eng Hen, Minister for Defence, showcasesoperational efficiency and enhance SAF 2030 at the 2014 Budget debate.how MINDEF/SAF agencies managetheir financial and manpower resources. “Our planning horizons are intentionally long-termAt the operations level, DFO has and we spend prudently and steadily.”always ensured that finance functions Dr Ng Eng Hen, Minister for Defence,and processes are simplified and at the 2014 Committee of Supply Debatestreamlined for efficiency and ease ofimplementation. DFO also preparesfinancial reports to identify key trendsand supports operation efficiencyand risk management efforts throughvarious data analytics and processreview initiatives.Planning over a multi-year horizonensures steady investment in capabilitybuilding and enables the SAF to acquiregood buys, such as the Leopard Tank,when the opportunity arises. Thisapproach also provides the SAF witha long lead-time to train the troopsadequately and to develop platforms,such as the Singapore Light WeightHowitzer Pegasus, that meet its specificoperational needs.

DEFENCE MANAGEMENT GROUP: CHAPTER II - DMG TODAYOUR STORY Uphold Sound Financial { }DFO’s role of upholding sound financial governance40 Governance in MINDEF/SAF is well-aligned to DMG’s overall mission.At the same time, DFO must uphold good governance by ensuring prudent resource usage andaccountability for use and care of public funds. MINDEF/SAF requires a robust financial ecosystem,which can be achieved through enhancing the competencies of the finance community, monitoringcompliance risks, and reviewing policies, systems and processes for greater effectiveness.In this regard, DFO has been putting in place structures and systems to facilitate astute financialmanagement in MINDEF/SAF. For instance, DFO is establishing a Finance Training Framework,consisting of a Finance Competency Map, Training Roadmap and Training Directory, for the eightbusiness domains in the Finance Community. In addition, DFO has collaborated with other MINDEFagencies and developed a Corporate Governance Framework for MINDEF Related Organisations(MROs) to ensure that their practices are aligned with MINDEF’s guidelines.DFO introduced the Savings and Employee Retirement (SAVER) and Premium Plans for militaryofficers and warrant officers in 1998 and 2000 respectively. They are defined contribution plans,where MINDEF contributes a certain percentage of the members’ salary into their SAVER-PremiumFund accounts. Since its onset, DFO has continued to position the Fund as a long-term investmentthat helps place SAVER-Premium members in a financially secured position after a full SAF career,thus enabling them to focus on building the SAF’s core capabilities.

CHAPTER II - DMG TODAY DEFENCE MANAGEMENT GROUP: OUR STORYBuild MINDEF/SAF as a Superior Organisation 41In building MINDEF/SAF as a superior organisation, DFO’s principal considerations aretwo-fold: DMG must be responsive and prepared for the longer term, and a culture ofproductivity and excellence must be fostered. With these considerations in mind, there needsto be robust risk and business continuity management frameworks in place to sustain andenhance organisation resilience. MINDEF/SAF’s capacity for change through innovation andorganisational excellence must also be enhanced. To this end, DFO plans and implementsstrategic planning, future sensing and organisational development for DMG. DFO also supportscorporate development in information and knowledge management, and communications.To ensure that we are prepared for the longer term, DMG must stay relevant and effectivein supporting MINDEF/SAF. DFO does so by driving the strategic planning for DMG throughthe DMG’s Future Sensing Core Team (FSCT), a cross-Division team, which was establishedin 2010. DFO leads the FSCT in building FS capabilities and driving FS efforts within DMG.The FSCT conducts environmental scanning to identify emerging drivers and issues affectingDMG, and dives into issues that could impact DMG and its support for MINDEF/SAF. To free up MINDEF agencies to focus on their core functions, and to facilitate cost-savings and corporate transactions through more integrated and harmonised processes, DFO provides a suite of Centralised Corporate Services (CCS) for DMG and MINDEF. These services are in the areas of Corporate Finance & Budgeting, Logistics & Procurement, and IT Support & Management provided by DFO, and Human Resource provided by MP Div. CCS today serves a total of 35 MINDEF entities in four locations. The DMG Strategic Plan, “Achieving an AGILE DMG”,{ }charts the future direction for DMG.

DEFENCE MANAGEMENT GROUP: CHAPTER II - DMG TODAYOUR STORYDFO has two FGDD Financial Governance andclusters with Development Departmenteight departments: Drives financial governance to regulate1. Finance Cluster proper resource usage and management of public funds. This is complemented a. Financial Governance and by the development of an integrated Development Department network of financial expertise to enhance the professional finance community. b. Accounting, Informate and Systems Department AISD Accounting, Informate and Systems Department c. Resource Planning and Management Department Spearheads the development, re- engineering and management of d. MINDEF Service Plans information delivery processes to Department provide timely and relevant advice to the management and finance community. e. SAVER Premium Fund Department2. Corporate Service & Organisational Development Cluster a. Corporate Planning and Development Department b. MINDEF Corporate Services Department c. Organisation Excellence Department“I am always heartened by how everyone SFD SAVER Premiumin DFO readily pitched in to help and Fund Departmentsupport each other. This strong teamspirit, together with the excellent Drives investmentworking relationships forged with our management, financialMINDEF/SAF partners and the strong accounting and reporting,support of our leaders, is what allows and member servicingDFO to deal with the challenges of Public efforts for the SAVER-Service Transformation, sustaining the Premium Fund. It is thePRIDE Movement, and making a strong executive arm of thecontribution to Public Service (PS21).” SAVER-Premium BoardLow Ho Choy, DFO of Trustees.

CHAPTER II - DMG TODAY DEFENCE MANAGEMENT GROUP: OUR STORY MSPD MINDEF Service Plans Department Manages budgets allocated to MINDEF Departments and HQ, prepares resource accounts and sets up governance frameworks to manage MINDEF- Related Organisations and the outsourced shared services for finance.“I love DFO for its passion to make adifference and the willingness toupgrade the competency of its people.I feel great working in MINDEF, anorganisation that’s willing to listen,willing to improve, willing to experimentfor the good of the employees.”Chan Miaw Ling, DFO MCSD MINDEF Corporate Services Department Supports corporate development in information and knowledge management, communications, and provides a suite of centralised corporate services for DMG and MINDEF. CPDD Corporate Planning and Development Department Oversees strategic planning, future sensing and organisational development for both DMG and DFO. It also drives the Enterprise Risk Management Framework for MINDEF/SAF and Business Continuity Planning for MINDEF organisations.OED Organisation Excellence “DMG recognises the strength of everyone. Department Recognition is given fairly, to anyone and everyone who has put in effort in contributing to the successManages PRIDE and PS21 programmes for of the organisation. This is important for a supportMINDEF/SAF, including management of all staff to be able to feel that the management walksrelated committees. It also reviews, designs the talk when they say “Everyone Matters!””and implements Economy Drive, Organisation Vincent Cheng, DFOExcellence, Quality Service and Innovationinitiatives and programmes for MINDEF/SAF.RPMD Resource Planning and Management DepartmentPlans and manages the finance and manpower establishment (estab) resources of MINDEF/SAF.It ensures the long-term sustainability of the Defence Budget and estab plans.

44 MINDEF { }The MISD family celebrating the Mid-Autumn Festival in 2015.InformationSystems DivisionMINDEF Information Systems Division (MISD)plans and governs Corporate IT (CIT) investments,catalyses innovation, and oversees the build-up ofnecessary CIT management competencies in MINDEF/SAF. MISD performs three key functions: formulatestrategies and plans to guide the development of ITcapabilities in MINDEF/SAF, govern CIT investmentsthrough effective portfolio management andenterprise architecture practices, and drive businesstransformation and process improvement.The CIT 2020 Strategy defines the roadmap for CITdevelopment in MINDEF over the next 5 years. It hasfour thrusts which aim to implement IT capabilitieswith the greatest near- to mid-term impact on MINDEF.These are Data Analytics, Mobility, Internet-of-Thingsand User Experience.

CHAPTER II - DMG TODAY DEFENCE MANAGEMENT GROUP: OUR STORYFormulate Strategies and Plans 45MISD formulates strategies and plans to guide the development of IT capabilities in MINDEF/SAF.The pace of IT changes is becoming faster and MINDEF risks falling behind the technology curve. ITalso enables the processes of many of our corporate businesses. Inefficiencies can quickly resultif system changes are made piecemeal without central oversight. The plans developed by MISDenable MINDEF to implement new IT capabilities in a coordinated and synergistic manner.Govern CIT InvestmentsMINDEF makes significant investments in CIT capabilities. There are currently more than 200 CITsystems being implemented or in operation. There is a need to have an effective governanceframework to ensure prudent and effective use of the CIT budget. We also need to track all CITprojects throughout their life-cycle to ensure that system obsolescence and inter-operability issuesare addressed. In this regard, MISD has been governing CIT investments through effective portfoliomanagement and enterprise architecture practices.MISD implements policies and processes to govern the budgeting, requirements approval,implementation, operation and refresh/retirement of CIT projects. These policies and processestogether form the CIT Portfolio Management framework, which won the Excellence in PublicService (Best Practice) award in 2014. In addition, MISD develops CIT capabilities in the Personnel,Administration and Finance (PAF) business area, which comprises the Human Resource, FinancialManagement, NS Management, Medical Services, and Training Management business domains. MISDplays an important role in identifying synergies between these domains in project implementation.MISD also sets the Enterprise Architecture standards and guidelines for MINDEF CIT projects. Theseensure coherence between business requirements and system design, and address system inter-operability issues.As managing a CIT project requires specialised knowledge, particularly in the project life-cyclerequirements and enterprise architecture, MISD also develops customised courses in IT managementand Enterprise Architecture to prepare practitioners for their roles in CIT projects.This has led MINDEF to be recognised as a leading practitioner of Enterprise Architecture. MISD hasalso been approached by numerous government agencies to share our practices.{ }MISD organising the Capability Planning and Management course in 2014.

DEFENCE MANAGEMENT GROUP: CHAPTER II - DMG TODAYOUR STORY Drive Business Transformation and Process Improvement MISD drives business transformation and process improvement. Meaningful business transformation comes from improving the effectiveness of business processes. If a business process is ineffective, there is little point in implementing an IT system to automate the process. However, business stakeholders, who have deep domain knowledge, often do not know how to start and run a process improvement project. To this end, MISD has developed a business process review and improvement methodology, and maintains a pool of Subject Matter Experts (SMEs) in this area. These SMEs partner MINDEF agencies to study business processes, recommend improvements, and identify IT gaps. The findings of such studies are then used as major inputs to shape the requirements of the new IT system(s). Past successes include business transformation studies for the Transport, Medical Logistics, Procurement and Ammunition business domains. MISD is a catalyst of innovation through prototyping and trials, and boosts creativity through crowdsourcing. Noting that MINDEF/SAF did not have a conducive environment to spur CIT innovation and facilitate ground-up creativity, MISD implemented a CIT Innovation framework with three key features: a fund for CIT Innovation46 projects, a streamlined project approval process, and a framework agreement to accelerate procurement of development resources. To further generate excitement and raise { }MISD organising the Business Transformation Workshop in 2013. awareness of CIT innovation, MISD has been running annual hackathons since Did You Know? 2014. The 2014 Mobile App Challenge and 2015 Data Analytics Challenge The Data Analytics (DA) Challenge saw external DA were very successful events which were enthusiasts develop prototypes for ten MINDEF/SAF problem well received by internal and external statements. Four of the problem statements were from participants. In 2016, MISD intends to DMG entities, namely MP Div, DFO, and MISD. The top three run a hackathon based on the Internet- prototypes were decided by a panel of MINDEF judges. All of-Things technologies. ten prototypes were showcased at the Chief Information Officer Seminar and MINDEF PRIDE Day. The competition was very well-received.

CHAPTER II - DMG TODAY DEFENCE MANAGEMENT GROUP: OUR STORYMISD HAS THREE “MISD plans and governs CIT investments in the MINDEF/SAF CorporateDEPARTMENTS: Business Mission Area. We define long-term IT strategies to transform IT capabilities in the MINDEF/SAF corporate business. With the new AGILE1. CIT Resource DMG, MISD must align our business to this inspiring framework. This Management Department has been reflected in initiatives such as continuous efforts to streamline CIT governance. Moreover, MISD also strives to introduce emerging2. Personnel Admin and technologies to innovate both business capabilities and IT solutions.” Finance Capability Joey Lim Jo Hui, MISD Development Department3. Business Process Management Department“My primary role is to help my MINDEF/SAF business users drive business processreview and improvement study with theobjectives of eliminating inefficiencies,enhancing work experience.”John Lee Teck Quay, MISD

48 Legal { }The LS family in office. Services Legal Services (LS) as a division was formed in 1969 when George E. Bogaars, Permanent Secretary of MID approved the setting up of a legal department to advise MINDEF and the SAF. LS underwent a major re- organisation in 2015 to reposition itself to deliver new and additional core legal capabilities to support and advance the mission of MINDEF and SAF. LS delivers professional and responsive legal advice, options and solutions to advance the organisational objectives of MINDEF and the mission of SAF, and oversees the fair and judicious administration of military justice.

CHAPTER II - DMG TODAY DEFENCE MANAGEMENT GROUP: OUR STORYLS provides a full range of specialised legal services to all departments in MINDEF, the SAF and 49MINDEF-related organisations, spanning the fields of civil law, international and operations law andmilitary law. Besides legal advisory services, the Civil Claims and Legal Representation departmentwas set up in 2015 to manage all legal suits and court-related matters involving MINDEF, andworks closely with the Attorney-General Chambers and the MINDEF media, manpower, and policydepartments to ensure a holistic management of MINDEF-related suits and claims. LS legal officerswere the first ministry legal officers gazetted as State Counsel and authorised to appear in court asproperly interested persons. This has enabled MINDEF to be represented in Coroner’s Inquiries intodeaths of servicemen.A key function of the International and Operations Law department is the support of the SAFmission. LS officers are deployed to participate in SAF exercises and deployments locally andoverseas, and to deliver training programmes to SAF servicemen to foster a culture of legalawareness and of the rules of armed conflict. LS in collaboration with the SAF jointly train SAFservicemen including NSmen on the laws of armed conflict.LS also plays a driving role in the administration of military justice. In the last decade, LS-ledreforms included the introduction of an annual court martial convening exercise to replace the ad-hoc convening of courts, and the introduction of judge court-martial hearings. In 2015, the MilitaryLaw department was restructured into the Military Law and the Military Prosecutions departments,so the former could undertake developmental work for the military justice system, includingcapability-building. The newly-created Military Prosecutions department could now focus onprosecution advisory and court work. The Military Law department introduced and implementeda new structured training curriculum for the SAF Defending Officers to enhance professionalism.With the appointment by the Armed Forces Council of the first legally trained Registrar to overseethe administration of justice in the Court-Martial Centre, Registrar’s pre-trial case managementconferences were also introduced in 2015 for all court-martial cases.{ }The SAF Court Martial Centre at Kranji Camp.