Strategy Document for RMN 15to5 Transformation Programme

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The accelerating pace of technology and its
exploitation by our adversaries is changing the way
battles are fought on land and in the sea. To be
ahead of the curve and remain relevant, business as
usual and doing nothing is not an option. We have to
face up to these challenges head on and adapt.

- ADMIRAL TAN SRI AHMAD KAMARULZAMAN BIN HJ AHMAD BADARUDDIN
CHIEF OF NAVY

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Different variable and it’s relationship with
RMN #15to5 Transformation Programme

ECONOMIC • SOCIAL •
TECHNOLO G Y
E N VIRO
• POLITICAL INTERNAL
• CONSIDERATION

URITY •#NavyPeopleTransformative
centric
NATIONAL NATIONAL
SECURITY Future Fleet Doing more Technology, DEFENCE
& CONOPS with less best practices POLICY
POLICY & partnership

EXTERNAL CONSIDERATION

Cost Future Long term Local Science
vs challenges perspective shipbuilding &
Requirements
& defence Technology
industry

GUIDANCE AND DIRECTION

National Defence Strategy 4DMAF Maritime Defence Strategy

NMENT • L E G AL • SEC

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VISION FOR
THE FUTURE

RMN recognizes the fact that its missions and roles have
evolved considerably over the years and will continue
to evolve along with the dynamics of maritime security,
geopolitical developments and many other factors. Today,
its resources are channelled not only towards undertaking
its traditional military roles but have extended considerably
to include diplomatic, constabulary and other more benign
peacetime tasks.

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To ensure we are able to persistently and effectively accomplish assigned missions
at optimum cost, the Fleet Transformation Initiatives under the ambit of the RMN
#15to5 Transformation Programme is designed to achieve two mutually supporting
aims. The first aim is to field a credible fighting force that forms the core of our
combat capability, while the second is to augment that fighting force with platforms
sufficiently versatile in performing wide-ranging maritime security related missions
but which can be appropriately reconfigured to support combat missions when
required.

The military role will be fulfilled by a new Armada consisting of 4 submarines, 12
Littoral Combat Ships (LCS-Guided Missile Frigates) and 3 Multi-Role Support
Ships (MRSS-Landing Platform Helicopter/ Dock). They in turn will be supported
by 18 New Generation Patrol Vessels (NGPV-Offshore Patrol Vessels) and 18
Littoral Mission Ships (LMS-Large Patrol Craft) which will be assigned primarily
to conduct constabulary and benign tasks. Both NGPV and LMS are designed to
be re-configurable vessels that can quickly be retrofitted and converted into small
combatant ships (corvettes) in time of crisis.

This new force of 55-ships Navy means we will be able to deploy a small, versatile
and reasonably capable Task Group. It will enable us to operate better in nearly all
of the naval warfare domains, extend our reach, better protect our sovereignty and
territorial integrity, provide us with the ability to operate effectively alongside our
sister services, partners and allies. Importantly, it will enable us to rapidly respond
to crises, contingencies or threats against Malaysia’s maritime interests well into
the future. Transforming our capability will also result in more days at sea. This
translates into persistence and visible presence that will protect our maritime based
economic and security interests.

RMN of the future will have its allocated resources judiciously and responsibly
channelled to ensure mission accomplishment, and will benefit the navy as a whole
and by extension #NavyPeople. Our business enterprise will be based on a resource
informed planning process and will therefore be much more efficient. Every aspect

The increase Ships Days at Sea also means we will have a more
visible presence at sea and as a consequence reduce the RM6
Billion yearly national losses from unreported, unregulated and
illegal (IUU) fishing, RM4 Billion from smuggling and other illicit
activities at sea, help preserve our marine ecosystems, instill
confidence among maritime community, deter potential aggressor
and criminals, respond to contingencies faster and provide us
with more opportunity to train our people. Monetizing just 10%
of those losses mean Malaysia would have been able to build 25
additional schools and hospitals each year.

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of the acquisition process will prioritize affordability, clearly defined specifications,
fit for purpose based on objective evaluation. Outcome Based Budgeting, Reliability
Centred Maintenance, Digital Data Management System, Just In Time Logistics,
Green Navy, Revised Audit and Operational Readiness Evaluation are some of the
efficiency and effective enhancing measures that will be the norm in the future.

We will also institute significant changes to the way we operate as we utilize more
technology and adapt to best practices. In 2030, RMN’s total strength in terms of
personnel is expected to remain at present levels but our people will be operating
bigger and better assets suited to meet the challenges of the future. As we collaborate
and work more with our partners locally and abroad, we will be able to enhance our
conversion capacity more rapidly. We will utilise new operating concepts, techniques
and tactics that are developed, refined and validated through scenario planning, war-
gaming and exercises alongside our friends, partners and allies. This will support the
needs of the Armada and allow #NavyPeople to perform better in various roles.

While we make systemic changes and take prudent risks as we balance our
investments in enhancing readiness and improving capability, the RMN will not lose
sight of the most important determinant for our success – our people. Measures will
be put in place to ensure that the Navy will be manned by highly proficient officers and
sailors capable of undertaking complex operations at sea that require the integration
of multiple technologically advanced assets operating in the surface, air, subsurface
as well as in the electronic domains.

Training and personnel development will be synchronised in accordance with how
the Armada is organised to operate. We also envisage and encourage integrity and
innovation as well as high morale and spiritual conviction to be the characters that
define our officers and sailors. In this regard, we will make significant changes to the
way we recruit, manage and develop our people. #NavyPeople in the future can expect
to work in a competitive environment that cultivates, values and rewards intellectual
capital as well as high performer. At the same time we will create an environment that
looks after serving members and their family’s welfare better in order to recognise the
extraordinary commitments and sacrifices they make.

One of the tenets of #15to5 Transformation Programme is to construct almost all of
our new vessels in the country. This plan will assist the government to deliver on its
commitment to strengthen the Navy. At the same time the endeavour will provide jobs,
create new high technology based industries and help build a strong, sustainable and
innovative local shipbuilding industry. Locally built vessels will mean RMN will have
more control over long term costs of ownership and minimise the dependency on and
risk of foreign industry direction. Our commitment to this path means RMN will be an
enabler and key contributor to the local shipbuilding industry. In short, a transformed
RMN of the future will not only be able to provide more options to the government in
deterring or dealing with threats to Malaysia’s maritime based interests, but will also
actively contribute to Malaysia’s economic growth, social development and general
wellbeing.

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COMBATANTS OF
FUTURE ARMADA

Fighting elements of Combat Operations at Sea.
Provide Access and Protection in Combat Operations From the Sea.
Wider utility in support of National Contingencies.

The combatant elements of the The “High Level Operational Capabilities” are
Future Armada are expected to further characterised by the following:
possess or participate in achieving • Neutralize the effect of enemy underwater
these “High Level Operational
Capabilities”: units that pose a threat to own forces.
• Sustain Sea Denial against a • Neutralize the effect of enemy surface

middle power adversary. units that pose a threat to own forces.
• Anti-access. • Neutralize the effect of enemy air units
• Littoral Manoeuvre.
• Force Protection. that threaten own forces.
• Interoperability. • Defend a maritime force against hostile
• Survivability.
• Availability. acts committed by underwater threats.
• Out of Area Operations. • Defend a maritime force against hostile
• Operates in Joint and
acts committed by surface threats.
Combined environments. • Defend a maritime force against hostile

54 acts committed by air threats.
• Ability to deny access to an enemy

amphibious force against Malaysia’s land
territory.
• Render enemy sea-based units ineffective
to support tactical land operations on
Malaysia territory.
• Deliver and extract special/early entry
forces into hostile territory.
• Ability to sustain extended Sea Denial
operations over critical areas.
• Ability to carry out maritime interdiction
operations.
• Exchange data with MAF and allied/
friendly sea-based military units.
• Operate or contribute to operations over
MAF defined 3 defensive zones/layers
(Core, Inner, Outer).
• Re-locate inter-theatre.
• Operate in a high density, Electro
Magnetic threat environment.

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FUTURE Leading platform for Human Assistance and Disaster Relief
MULTI-ROLE (HADR) particularly Naval Assistance to Civil Community, Search
SUPPORT and Rescue, Evacuations and Disaster Relief.
SHIP
Specialist lift and landing capability to land and establish a
presence ashore and to support it with equipment and logistics.

Command and control of the landing and forces ashore.

Support elements in Combat Operations at Sea.

The MRSS will be designed to incorporate The capabilities are further characterised
the following minimum capabilities : by the following design features:
• Combat management system to • Dedicated accommodation and support

support the naval force command facilities for an embarked military force
and control function. with the ability to carry additional troops/
• Communications system to civilians in an overload situation for
support naval, land and air shorter periods.
command and control functions. • Vehicle decks for the carriage of a mix
• A Command Support System of vehicle types ranging from forklift to
(CSS) to facilitate the planning PT91 Main Battle Tanks together with the
and execution of an amphibious ability to load direct from the quay-side.
landing. • A floodable well dock accessed through
• Platform survivability. a stern gate - this dock being capable
• Limited forward basing and logistic of transporting and deploying several
support capabilities. Landing Craft Mechanize (LCM) which in
• Helicopter deck for airborne ship turn can carry troops, vehicles and stores
to shore connectors. between ship and shore.
• Well dock for seaborne ship to • Each LCM capable of carrying PT91,
shore connectors. heavy vehicles or up to 80 fully equipped
troops of the 10th Brigade PARA on
assault missions.
• A numbers of Fast Interceptor Craft
(possibly on davits) each capable of
carrying up to 18 person landing party.
• Sufficient Cargo spaces for Embarked
Force combat supplies or relief supplies.
• 3 Spot flight deck capable of handling
3 medium lift helicopter operations
simultaneously for rapid transfer of
troops, light vehicles and their equipment.
• Sufficient speed and endurance to
provide for relocation and reach.
• Rapid liquid and solid transfers function
to enable replenishment at sea with RMN
or friendly force units.
• A relatively shallow draught enabling
operations in most regional ports.

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LEVERAGING ON UNMANNED MARITIME SYSTEMS (UMS) AND UNMANNED
AERIAL SYSTEMS (UAS)
Naval operations in the air, on the surface and in the ocean need accurate and timely
information about the environment. For example, knowing the acoustic environment
in the upper ocean enables the prediction of the performance of sonar sensors.
Similarly, knowing the presence of bioluminescent organisms in a nearshore area
could predict difficulty for a Special Operations operation or a mine counter measures
activity. Beyond their original defence and scientific purposes, UMS and UAS also
provide navies that operate them with a new and efficient capability to monitor and
respond to seaborne activities such as human trafficking, smuggling, IUU fishing
activities, threats to commercial shipping and offshore energy infrastructure, as well
as identifying marine environmental hazards such as pollutions from an oil spill.
At present, effective monitoring and protection of Malaysia’s areas of maritime interest
is logistically challenging, costly and at times risky to implement. The deployment of
personnel, vessels, aircraft and satellite imagery for maritime applications as practiced
today requires intensive effort yet it provides limited coverage and resolution and fails
to ensure that comprehensive and timely data is always available for various reasons.
Unmanned maritime data acquisition systems can help overcome these limitations
by providing mobile, timely and near persistent data acquisition from the ocean’s
surface and beneath it. UMS and UAS comprise in part robotic marine drones (either
Unmanned Surface Vehicle – USV or Unmanned Underwater Vehicle – UUV), enabling
a more precise and selective approach compared to the deployment of conventional
resources. These are multi-tasked robotic ocean drones that have a number of
different sensor payloads for different applications on the same vehicle.
Apart from military applications, UMS and UAS can also perform surveillance and
marine environmental monitoring on the same mission, further enhancing their cost-
effectiveness. Acquiring and employing UMS and UAS as an enabling technology in
the future will deliver significant cost, safety and productivity benefits to RMN as well
as the country in general.

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DISRUPTIVE TECHNOLOGIES AND THE FUTURE OF RMN
New technology has been broadly categorized into two, nominally labelled Sustaining
or Disruptive. Sustaining technology is the gradual development of existing
technology. Disruptive technology does the opposite, it revolutionizes the field, but
comes with risks attached because it is new, untested and initially limited in scope.
Disruptive technology in the defence sector has been defined as “a technology or a
set of technologies applied to a relevant problem in a manner that radically alters the
symmetry of military power between competitors which within a short span of time
outdates the policies, doctrines and organization of all actors”.
Today, the accelerating speed of technological development is profoundly changing
the nature of warfare. The challenges include the pervasive use of robotics, advanced
sensors, augmented reality, wearable tech, the ‘Internet of Battlefield Things’ and
further revolution in cyber warfare. Experts world-wide agree that future warfighting
will be dominated by developments in information technology. As the speed of
technological development accelerates it revolutionizes warfare and state or non-
state actors who possess competitive edge in this regard will dominate.

While we do not envisage a situation where we stand at the forefront of military
technology in the foreseeable future, we must ensure that in the event where we are
confronted with disruptive technology, we will be able to either quickly exploit some or
all of the advantages offered by these advancements or ensure our policies, doctrines
and organizational capability remain relevant. This is where a transformative culture,
changes in our mindset, widespread understanding of information technology, and
being IT literate are important. The ability of our people to master information technology
will be an important determinant in enabling them to readily adapt to the technology
of the future. To remain relevant we must begin to explore the possibilities of learning
and adopting civilian commercial innovation models and enterprise processes,
integrating the concepts and developments as applied in artificial intelligence, additive
manufacturing and predictive analytics to enhance our future capability.

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GAPS & FUNCTIONAL
SOLUTION ANALYSIS

DOCTRINE : The doctrine analysis examines the way we

conduct our enterprise or operate with particular attention
given to combat capability. Other aspects include how RMN
is managed and prepared to conduct its missions. This
domain provides the focus on the possibilities that enhance
our efficiency and effectiveness and on finding solutions to
address gaps in intended capability.

ORGANIZATION : The organization analysis examines how

RMN is organized and structured in accomplishing assigned missions
in general. It goes beyond headquarters, formations and unit levels
of organization to include how effective different teams work towards
certain objectives using the existing organizational set-up. This domain
questions whether there is a better organizational structure or capability
that can be developed to solve a capability gap.

COMPETENCY : The competency and training systems KNOWLE SKILLSLITIES
DGE ABI
analysis examines how we prepare our forces to accomplish
our mission from basic training, advanced individual training,
various types of unit training, joint exercises, and other ways
to see if improvements can be made to offset capability gaps.
In other words, this domain looks at whether RMN’s personnel
as individuals and as a unit/organization - have the necessary
training systems that provide them with the skill sets required to
accomplish what they are expected to.

HARDWARE : The hardware analysis examines all the necessary

equipment and systems that are needed by RMN to fight and operate
effectively. This include capital assets such as ships and submarines
which form the mainstay of our Navy, as well as the less expensive,
supporting equipment and systems which also play a key role in
determining whether a capital asset is able to perform at its optimum
capacity.

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Gap analysis is the first step in Functional Solution Analysis. Gap analysis involves
comparing current performance with desired performance. The analysis is important
as it allows RMN to identify the extent of the gap between the two, thus helping us
to understand the reasons for the gap based on a structured and holistic approach.
RMN identified eight variables that form the basic framework from which gap
analysis was conducted.

LEADERSHIP AND EDUCATION : Studies

have indicated that leadership influences up to 57% of an
organization’s performance. The leadership and education
analysis examines how we prepare our leaders, not only to lead
in battle but also in time of peace. It primarily encompasses
the leader at unit level to 4-star Admiral. The focus is on their
professional development and how we manage our talents.

HUMANWARE : The humanware (people) analysis deals

with the availability and general quality of qualified individuals
for peacetime, wartime, and various contingency operations to
support a capability gap. It mainly deals with manning strength,
qualification of personnel and their disposition throughout the navy.

INFRASTRUCTURES : The Infrastructure analysis

examines military properties, bases, installations and related
industrial facilities, such as shipbuilding and ship repair
facilities that support the conduct of the RMN’s tasks. The
analysis includes the type, scale and geographical location
or disposition of those properties, bases, installations and
related industrial facilities to determine their suitability.

VALUES : RMN’s personnel abide by a time-tested set of core

values and a military ethos. These core values and ethos lead to
personal integrity and strength of character, which in turn provide
the moral authority for command as well as ensure cohesiveness
of the Navy. This domain looks at whether these core values and
ethos have been properly inculcated as well as their effectiveness
in preventing breach of military discipline.

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RMN’S 10-STEP
APPROACH TO
TRANSFORMATION
STRATEGY
EXECUTION

STEP 1 One of the most pressing challenges in the process
of strategising is to understand what a strategy is.
VISUALISE THE An effective way to improve this understanding is to
STRATEGY
visualise the strategy via an illustration that shows

both the important elements of the strategy and how each relates to one another. A

Transformation Map coupled with the Strategy Map by Kaplan and Norton has been

selected as the primary visualisation and communication tool.

STEP 2 Key elements of the visualised strategy were assigned
as an easily understood performance measure.
MEASURE THE The full set of strategic performance measures has
STRATEGY
been organised further into a dashboard so that

stakeholders can determine that progress is being made towards completion of the

strategy.

STEP 3 In the same way that a budget is viewed monthly to
ensure financial commitments are being kept, the
REPORT strategy is also to be viewed regularly. However, more
PROGRESS
attention will be directed towards determining if it is

producing results rather than controlling performance. RMN#15to5 Transformation

Programme progress are reported regularly to the Board of Adrimarlty.

STEP 4 Strategy execution is much like sailing towards a
planned destination. A defined course needs to be
MAKE fully complemented by navigational charts as well as
DECISION
a vigilant assessment of the environment that allows

for corrections to be made as surrounding conditions change. In this regard as well

as part of regular reporting, process owners and leadership must make strategic

decisions to keep the strategy current and on course.

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STEP 5 There are over 100 ongoing specific projects at any
one point, but it is difficult to have a firm grasp of the
IDENTIFY STRATEGY type and range of these projects. RMN’s approach
PROJECTS
towards improving project-oriented strategy execution

is to identify, capture, organize and report to the Strategic Management Board (Lembaga

Pengurusan Strategik, TLDM) all specific projects considered as strategic, high impact

or critical well underway throughout the Navy.

STEP 6 Once projects are captured they are then aligned to the
strategies or goals for the organization. This step entails
ALIGN STRATEGY comparing each project, either proposed or ongoing, to
PROJECTS
the strategic goals to determine if an alignment exists.

Only those projects that directly impact the strategy should be resourced and continued.

STEP 7 Effective project management is necessary in order to
execute the strategy effectively. That said, not all projects
MANAGE require high level attention from the leadership. On the
PROJECTS
other hand, certain adjustments may result in projects

persisting well beyond their scheduled completion. All projects, however, are coordinated

and executed by nominated Assistant Chiefs of Staff as the process owner, while high level

monitoring of both progress and performance is led by the Naval Transformation Office.

STEP 8 It is difficult to execute strategy when the strategy
itself is not well understood, or when the performance
COMMUNICATE relative to it is not communicated. In this regard, the
STRATEGY
RMN leadership has chosen to communicate their

visualized strategy to the navy people by utilizing all available means to increase their

understanding of not only what needs to be done, but also why it needs to be done.

STEP 9 The RMN is aware that officers and sailors are keen
to make a meaningful contribution to the success
ALIGN INDIVIDUAL of the navy. To do so, they need to know what and
ROLES
how they can contribute as an individual. A strong

emphasis has been given to leaders at all levels to ensure that every individual under

their command is aware and therefore able to articulate and evaluate their personal

role towards the achievement of specific strategic goals.

STEP 10 It is well accepted that what gets measured gets done.

REWARD The RMN has taken this one step further. We believe that
PERFORMANCE what gets measured and rewarded gets done faster. After
explaining the strategy and aligning the efforts of every

personnel towards the same goals, RMN has instituted

incentive and recognition programmes that drive behaviours that are consistent with the

strategy. This excites our people and raises enthusiasm in moving the navy forward.

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WHAT GETS MEASURED GETS DONE

Success of the #RMN 15to5 Transformation Programme depends not just on how
well the strategy has been conceived. It also depends to a large extent on how the
strategy will be implemented and monitored. To ensure systematic execution and
continuous monitoring, it is imperative that the Owner of the Initiative and the Project
Managers formulate their own Key Performance Indicators (KPIs). In promulgating
KPIs, each Initiative Owner and Project Manager must align their efforts to be in
support of Goals, Objectives and Key Strategies as outlined in this document.

What are Key Performance Indicators (KPIs)?

KPIs are the critical indicators of progress toward an intended result. KPIs
provide a focus for strategic and operational improvements, create an analytical
basis for decision making and help focus attention on what matters most.

Setting the KPI

SETTING
THE KPI

Set targets Define and document
and thresholds selected performance
measures

Select the right Define composite
measurement(s) indices as needed
for each objective

Understand
alternative measures

Describe the
intended result(s)

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The leadership of the navy has decided for the progress report of RMN #15to5 Transformation
Programme as a permanent agenda in the Board of the Admiralty - The highest decision
making body within the navy

Monitoring and Reporting
A monitoring and reporting mechanism needs to be established to provide the
systematic gathering of accurate, timely, objective and reliable information on
the achievement of the KPIs in relation to goals set, as well as the project’s
implementation progress. Utilization of the KPI metrics is an effective way of
regularly quantifying initiatives/project objectives of an Initiative Owner and
Project Managers against performance, and to determine where they have
been successful and what needs to be improved. KPIs should be used to track
progress and determine how best to fine tune processes to achieve the best
results.
Performance of the KPIs, initiatives and projects will be monitored by the Naval
Transformation Office of the RMN. As agreed, the Initiative Owner and Project
Managers must therefore monitor and report their progress on a regular basis.
These reports shall include but not be limited to:
• The achievement of KPI target.
• The updates of initiatives implemented.
• The progress of project implementation status.
• Issues/challenges related to the KPIs, initiatives and projects.
• Proposal on the review/improvement to the projects.

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SCOPE OF
TRANSFORMATION

RMN #15to5 Transformation Programme is designed to
focus on three main thrusts: People, Processes and
Platforms. These three trusts are the pillars which govern
how we develop and manage our people, how we conduct
our enterprises as well as what kind of force structure we
will construct to accomplish our missions.

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Encourage Increase number of officers with
diversity graduate & post graduate
qualifications from 67% to 100%

Better Empower/ Diversify from Triple other rank
reflect Malaysia’s employ women Strategic Studies with Diploma
into more fields to include
demography MBA/MPA/MPP

Prioritise PEOPLE Re-invent
development THRUST the way we
of future leaders train
Stronger focus on values
Select & groom Class Management
potential leaders
“Train as we fight”
based on merit
Training Time,
Provide high quality Availability
education, training & for deployment
broad experience early

Promote Core Values Breach of
Ethics & Military Ethos Military dicipline
& Integrity
Effectiveness

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THE PEOPLE THRUST

Human Resource Development and Management (HRDM) is central to the RMN #15to5
Transformation Programme. Human capital is the single most important asset that we
have. It is the foundation upon which we build our capability to deliver the selfless
services expected of us in the Navy. We must ensure that investments are made to
develop and grow our human and intellectual capital. While we plan to equip our people
with the right skillsets and employ them to the right position at the right time, we must
also strive to recognize and select potential leaders with talent to develop so that these
future leaders possess the right perspectives and qualifications to lead the Navy. To
do so, we will institute personnel policies that value our people and treat intellectual
capital as an important asset. To achieve this, we will introduce the following changes
to policy:

a. Increase and encourage diversity.

For an organization to be innovative, it requires a large number of creative people
within the organization. Studies show that the number of creative people is a function
of diversity within an organization. Today, personnel composition in RMN does not
reflect the diverse demographics of Malaysia. Ethnic Malays constitute over 90% of
RMN personnel. Women are only a handful at about 8.2% of the total staff strength.
From an academic point of view, an overwhelming majority of our admiralty is made
up of flag officers with a Masters Degree in Strategic Studies or an equivalent field
of studies. This overwhelming uniformity in academic qualification may have its
strengths but does not encourage diverse perspectives and therefore innovativeness
within our ranks. As such existing imbalances will be corrected in a manner that will
promote greater diversity and equality not just in ethnicity and gender, but also in
terms of background and educational qualifications. The different backgrounds and
in-depth knowledge in various fields of study will be a critical enabler that will turn
the RMN into a stronger and more innovative organization in the future.

b. Increase the number of our people with graduate and post graduate
qualifications.

A formal educational qualification will provide our people with the necessary
platform for acquiring professional military skills. At present only 8% of our enlisted
and senior ratings have a diploma or degree. Even though 67% of our officers
have first degrees, only 15% are with a postgraduate qualification. RMN intends to
triple the number of our ratings with tertiary level education (diploma and above at
25% of the total rating strength), aim for 100% officers with degrees and triple the
number of those with post-graduate qualification by 2030. We envisage the future
Navy leadership to be composed of not only warriors who are proficient at combat
operations, but also those who are warrior–scholars; leaders that are effective in
combat and schooled with in-depth knowledge in various field of studies at the
service of their King and country.

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c. Reinvent the way we train our people.

Apart from general naval skill sets, our current training system is geared towards
preparing our people to man various classes of ships that we currently have in the
Armada. Due to the large number of different classes of ships, our trainers are only
able to provide the general skills required, with the expectation of further training to
be carried out on board as ‘on the job training’ at sea. With the streamlining of our
Armada into five classes of ships, we will be able to provide a more focused training
based on the types of ships that we have. We will also concentrate our efforts on
resolving the root cause of the challenges and adapt to incoming developments
instead of only addressing symptoms. The focused training coupled with
streamlined career progression based on the Class Management Approach will
allow us to apply a “train as we fight” concept, better institutionalized knowledge
and experience, increased morale, reduced training time and, as a consequence,
increased personnel availability time for operational deployments.

d. Promote ethics and integrity consistent with our values.

Ethics and integrity are central to our ability to function as an organization. Although
there are breaches of military discipline, particularly with cases involving integrity,
it is not at an alarming rate. It causes embarrassment to the Service, deprives us of
resources that could have been used elsewhere, leads to low morale and increases
the risks in what we do. To change this, we intend to cultivate a professional
climate that reinforces our respect to our core values and military ethos, promote a
culture of compliance and accountability, and at the same time appreciate positive
contributions made by #NavyPeople.

e. Prioritise selection and development of potential leaders.

Beyond professional proficiencies, integrity, innovation, vision, adaptability and
the ability to inspire are some of the important virtues we intend to instil in our
future leaders. We believe that these qualities are the foundation for innovative
future leaders. We plan to cultivate them through a combination of good education,
innovative training, and the provision of broad experiences and opportunities
to develop appropriate skill sets. To do so, potential leaders; officers or senior
ratings, will be identified early so that the process of grooming future leaders can
also start early. On their part, they must prove that they are firstly committed to the
Service and that they possess the ability to work creatively and innovatively for the
betterment of the RMN.

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Right-size the Navy Collaboration & leverage
on partners
Qualitative & quantitative
strength without increasing Aim for synergy, MoUs with
number of personnel reduce cost, Universites
better result
Consolidate/eliminate
redundant/inefficient process International partners for
enhancement of conversion capacity
Laverage on Technology :
New ship 20%-45%
less crew

Establish and strengthen
Eastern & Western fleets

Resource Informed PROCESS Demand greater
Planning Process THRUST effectiveness &
efficiency
Transparency
& accountability in Change mindset
use of public funds
Leadership intervention
Outcome Based Budgeting
Change inefficient,
Digital Data Management archaic practices
System (DDMS)
Just in Case
Foster Culture of to Just in Time
Innovation & Compliance
Legacy maintenance
Be a leader Improve result Better cycle to Reliability
in good of Operational Audits Centered Maintenance
governance Readiness mechanism &
and best Evaluation benchmarking
practices and Audits

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69

THE PROCESS THRUST

Operating with limited resources in a fiscally challenging environment has caused
the RMN to take a harder look at the costs of conducting our enterprise. Despite
efforts to reduce and rationalize costs in the past, the Navy is certain that there are
still opportunities that can further transform and enhance existing enterprise practices
without sacrificing its capability and effectiveness in executing its role and duties. In
this regard, the navy interpretation of “efficiency” goes beyond simple cost-cutting
measures and supply chain efficiency. Creative approaches such as leveraging on
other agencies and partner’s capabilities too will help in enhancing our own capability
at a minimal cost. The goal is to reach a state in which every resource is optimally
allocated to serve each requirement or entity in the best possible way, while minimizing
waste yet maintaining or in some areas enhancing the RMN’s capability. Among the
focus of our transformation effort in this regard are:

a. Demand for greater effectiveness and efficiency.

We must strive to be a better steward of our resources. Many of our enterprise
processes are still based on legacy systems and archaic practices. Changes to
these practices require both a shift in mindset and leadership interventions. We
must not be averse to questioning existing practices that are inefficient and hinder
effectiveness. Despite the understandable desire to preserve traditional practices
and customs, we must be able to draw the line between what is good and what is
no longer practicable, sustainable or relevant to the needs of the future Armada. For
a start, we will be taking bold steps to increase efficiency by rationalizing the way
we contract our maintenance. Legacy maintenance cycle systems will be gradually
replaced by Reliability-Centered Maintenance, a much more efficient and cheaper
practice that is new to us but has been in place for many years in commercial
shipping. We will also make the transition from an overwhelmingly Just-in-Case
supply chain to Just-in-Time, another common practice in the commercial world.

We wish to reinforce RMN’s reputation as a trusted
organization through good governance. To achieve
this goal, we designed measures in the RMN
#15to5 Transformation Programme based on the
following 4 principles:

a. Focus on delivering better results based on
stakeholder expectations.

b. An emphasis on collaborative approach.
c. Adopt medium to long term perspectives, and
d. Be transparent in our enterprise processes.

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#15TO5MALAYSIAN
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b. Collaborate and leverage on our partner’s capability.

We recognise and value our partners. The cooperative relationship between the
RMN as an organisation or as part of the MAF/Ministry of Defence with other
organisations designed to achieve mutually beneficial goals is an important
multiplier to our effort in transforming the Navy. Carefully managed collaboration
allows for synergy, reduced cost and produces better results. Our international
partners have over the years helped develop our capacity and we are reciprocating
in areas that we are good at. At a regional level, the Malacca Straits Patrol and
the Tri-lateral Cooperative Arrangement has proven to be instrumental in reducing
security risks to their respective geographical areas. At an organisational level, our
recent collaboration with local universities will see our partners offering MBAs to our
people at a much reduced cost and time frame. We plan to expand our network of
partners that will allow us to leverage on each other’s competitive edge, particularly
in enhancing our conversion capacity, Maritime Domain Awareness, professional
training, education and the welfare of our people and veterans.

c. Right-size the Navy.

The Fleet #15to5 Transformation Programme entails a significant leap in our
qualitative and quantitative strength. Despite these enhancements and provided
that we stay true to plan, our projections indicate that there is no necessity to
request additional personnel. We plan to achieve this by leveraging on technology.
Our incoming vessels will be designed with higher levels of automation. This means
that we will have an equivalent or more capable number of vessels but with a
reduced crew. That translates into 20% to 45% reduction in personnel requirements
from vessels with equivalent capabilities that they are replacing. Additionally, we
will consolidate offices and programmes, eliminate redundant functions and make
careful transitions between vessels that are being phased out and those entering the
service. We have also just crossed the threshold of the first major reorganization in
RMN’s history that has resulted in the creation of 2 fleets. Both Eastern and Western
Fleets will be able to provide better services within their respective geographical
areas and advance our national interests more effectively.

d. Be at the forefront of best practices, good governance, and fostering
innovation and compliance.

Best practices can be defined as a set of guidelines, ethics or ideas that have been
generally accepted as superior to alternative standards as it represents the most
efficient or prudent course of action that will deliver superior results. To do so, we
will continue to benchmark ourselves and learn from those better than us. At the
same time, we must also foster the culture of good governance, innovation and
creativity. Other than good governance and having highly motivated people within the
organization, a strong and successful organization often maintains a strong culture
of innovation, one that always asks the question, “how can this be done better?”.

70

71

To ensure that we are doing the right thing is to measure our performance and
minimize risks, therefore, enhancing our audit mechanisms is a must. Inspections,
Operational Readiness Evaluations and various form of audits will be strengthened
and we will strive to ensure the highest possible standards of compliance.

e. Pay particular attention to resource-informed planning process.

Like every other government agency, the Navy too is facing growing emphasis on
expanding transparency and accountability in the use of public funds. We welcome
this as it is a positive trend that indicates we are moving towards a more responsible
society. In line with government aspirations and policies, RMN will make a transition to
Outcome Based Budgeting (OBB). It is a comprehensive mechanism that translates
planning into results through effective policy and programme implementation using
public funds. By focusing on outcomes, planning, budgeting, implementation,
monitoring and evaluation, resource allocations will be optimised and integrated
properly into an efficient system. Under this system, we will pay particular attention
to detailed planning with the requisite horizontal and vertical linkages that contribute
to shared or common outcomes.

RMN ORGANISATIONAL STRUCTURE

CHIEF OF NAVY

DEPUTY
CHIEF OF NAVY

NAVY
HEADQUARTERS

WESTERN NAVAL EDUCATION & NATIONAL EASTERN
COMMAND FLEET TRAINING COMMAND HYDROGRAPHIC COMMAND FLEET
HEADQUARTERS HEADQUARTERS
HEADQUARTERS CENTRE

SUBMARINE NAVAL SPECIAL NAVAL NAVAL
COMMAND FORCES READINESS RESERVES
HEADQUARTERS COMMAND HEADQUARTERS
COMMAND

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NAVY TRANSFORMATION PROGRAMME

Balance, Credible & Transform
Versatile Armada our capability

Current Averages 44 55
Armada Age
Vessels Vessels
15 301 2
Years
Classes of
ships

5 classes of ships and Medium Size Task Group
supporting platform for Military Roles

Transform force structure Effective & efficient
and force level conduct of Constabulary
Roles
Capability and PLATFORM
needs driven THRUST Cater for diplomatic roles

Improve Efficiency Addresses challenges
of legacy fleet

Enhance Readiness &

Streamline composition Availability
of Armada leads to :
7000
• Reduce cost 2030 40%
• Improve availability 5000
• Simplified training 2018 Ship Days at Sea
• Efficient logistic support
Reduce >10% losses from
IUU and other illicit
activities at sea

“Fit for purpose” Result in..
• Economic Dividend
Catalyst for National • Social Dividend
Shipbuilding plan • Security & Safety Dividend

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73

THE PLATFORM THRUST
Our future capability is dependent to a large extent on the types of equipment our
Navy operates and the technologies that underpin them. In order to be able to
cope with increasing operational demands at an acceptable cost, the RMN will have
to develop a different approach from the past. It must, from the onset, consider
specialised platforms that are not only capable of defending our nation’s interests in
high intensity combat, but also look for platforms that are cost effective in defending
our interests in a situation where the use of force is not necessarily required. Such
operations typically fall under the constabulary and diplomatic role.
Fiscal challenges now drive the Navy to focus on acquiring platforms or equipment
that are determined by realistic analysis and actual requirements rather than
perceived as “nice to have” as practiced before. Our answer to this is the Fleet
#15to5 Transformation Programme, which in a nutshell is a plan to consolidate the
composition of our Armada from 15 classes of ships into just 5. The desired end
state is the recapitalisation of legacy fleet with a balanced yet versatile future fleet
made up of specialised as well as reconfigurable vessels so that RMN will be able
to meet both core requirements; to engage in combat operations from or at sea
when required and also to meet the increasing demand for other more frequent
peacetime role where the navy is able to actively achieve tasks economically without
employing expensive combat capabilities. Transforming the Armada is also critical
for the following reasons:

The MAHARAJA LELA Class Littoral Combat Ship (LCS) will be the first out of five
classes of new vessels under the transformed Armada

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#15TO5MALAYSIAN
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a. Address challenges of legacy fleet

The legacy fleet faces increasing challenges to meet our operational objectives.
Currently the Armada comprises 15 classes of ships that include frigates, submarines,
corvettes, strike craft, support and auxiliary platforms. These ships were built in 7
different countries by various shipyards. Today, not only are they ageing and facing
various obsolescence issues, they also represent a mismatch between inventory
and actual needs. These vessels were built in a different era and were meant for
purposes relevant at that time. Increasing number of breakdowns coupled with
declining reliability has affected their overall readiness and capabilities. The single
biggest contributing factor to this unwelcome trend is the age of the vessels within
the Armada. Today, it averages at 30.1 years – double the age of most modern navies
such as the United States which averages out at about 15 years old.

b. Transform our capability

The Fleet #15to5 Transformation Programme will result in a significant leap in our
qualitative and quantitative strength. The number of vessels in our Armada will
increase from 44 to 55, a 25% improvement in numerical strength. Total tonnage, on
the other hand, is estimated to almost double from the current level by 2030. Upon
completion of the transformation programme by 2050, it is envisaged that the RMN
will be able to deploy a small-medium sized task group as and when required, while
the lesser capability but more cost effective vessels will be dispersed throughout
Malaysian waters in support of more benign functions. The combatant role will be
assigned to ships from the 12 LCS (Guided Missile Frigates), 4 submarines (SSK), 3
MRSS (Landing Platform Helicopter/Dock) with supporting elements from enhanced
capability NGPV (with the flexibility to upgrade the NGPV to Corvettes – FSG). The
constabulary functions and other peacetime roles on the other hand will be assumed
primarily by 12 NGPV and the more versatile 18 LMS (Large Patrol Craft).

c. Enhance readiness and availability; as a result contributes to national economy

Enhancing readiness and availability will help RMN contribute to the national economy.
With the new Armada, we will be able to deploy more vessels on operations to protect
our interests at sea. Presently, approximately 5000 Ships Days at Sea are required
annually for operational tasking, exercises and various contingencies. Despite the
same number of vessels from today (44 platforms), by 2030 we foresee increasing
Ships Days at Sea to over 7000 – a 40% increase from the present level. This will be
possible because of better availability afforded by newer vessels in the future Armada.
The increase in Ships Days at Sea also means we will have a more visible presence
at sea and as a consequence reduce the RM6 Billion yearly national losses from
unreported, unregulated and illegal (IUU) fishing, RM4 Billion from smuggling and
other illicit activities at sea, help preserve our marine ecosystems, instill confidence
among the maritime community, deter potential aggressors and criminals, respond
to contingencies faster and provide us with more opportunities to train our people.
Monetizing just 10% of those losses means Malaysia would have been able to build
25 additional schools and hospitals each year.

74

75

MP17 SUPPORTING/ MP11
ORGANIC ELEMENT

HELO MDA HELO

FLEET 1 LCS FIC
2 LMS FIC
3 PV
4 LMS

2046-2050 2016-2020
MP16

2041-2045
6-2030

MP13
HELO MP122 LCS55 Platform5 LCS UAS
3 PV 12 LCS 8 LMS
2021-202518 PV2 MRSSAUV
MDV
2036-2
18 LMS
MP15
3 MRSS

1 PV 040 4 Submarine 202 6 PV
4 LCS 8 LMS
1 Sub 2031-2035
SFB

HELO 5 PV TRAINING HELO
1 Sub ASW HELO
1 MRSS ASUW HELO

USV FIC

MP14

Planned aquisition from Malaysia Plan (MP) 11 to 17
d. Improve efficiency

Apart from escalating maintenance costs, ships forming the legacy fleet pose
significant challenges to logistics and training. Studies show that streamlining
the composition of the fleet will significantly reduce costs, improve availability
and simplify training. A challenging fiscal environment also dictates that RMN
put a laser sharp focus not only on the initial acquisition cost, but also the life
cost of ownership. With the Fleet #15to5 Transformation programme, RMN will
be able to achieve long term savings and reduce initial acquisition costs through
the implementation of concepts such as “fit for purpose”, modularity, relevancy
and close collaboration with our industrial partners with a long term financing
structure backed by the government.

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#15TO5MALAYSIAN
NAVY TRANSFORMATION PROGRAMME

FLEET #15TO5
TRANSFORMATION PROGRAMME

15CURRENT RMN FLEET
CLASS

New Generation Multi Purpose Command Frigate
Patrol Vessel Support Ship -2-
-6- -2-
Corvette Corvette
-4- Littoral Combat Ship -2-
-6 Under Construction-
Fast Attack Craft (Missile) 1 Submarine
-4- Auxillary Ship -2-
-2-
Fast Attack Craft
(Missile) 2 Hydrography Ship
-4- -2-

Fast Attack Craft (Gun) Training Ship
-6- -1-

Mine Counter Measure Vessel
-4-

Patrol Craft
-2-

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77

5FUTURE RMN FLEET
CLASS

Multi Role-S3u-pport Ship

Littoral C-1o2m-bat Ship

Littoral M-1is8s-ion Ship Subm-4a-rine

New Generat-io1n8-Patrol Vessel

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#15TO5MALAYSIAN
NAVY TRANSFORMATION PROGRAMME

TRRMANN#S1F5OTROM5ATION GOALS

85%

Score 4.5 or 85% average state SHIPS NAVY
more in Maritime of readiness by year 2050
increased in ship of headquarters/units Security Index
days at sea inspected score 5 stars
in readiness, inspection
and administrative
audits

THRUST OBJECTIVES

PEOPLE 1 Enhance RMN performance through
development of human capital

2PROCESS Maximise return on investment from spending and
increase efficiencies in enterprise process across
all commands, formations and units

3PLATFORM Maximise Armada readiness, sustainability,
fighting capacity and contribution to joint force
through optimum mix of capabilities

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79

CREDIBLE VERSATILE RELEVANT

RMN #15to5 Transformation Programme is crafted to accomplish our vision for
the future. To do so, specific Goals, Objectives and Key Strategies that took into
account current capability gaps, available resources and alignment of efforts are
imperative. These goals are important because it provides a sense of purposes
of what the Navy wanted to achieve in its journey towards vision of the future,
facilitate planning at various levels, motivate and inspire #NavyPeople as well as
help the Navy control and evaluate our performance and progress. These goals
are supported by strategies and projects that are specific, measurable, achievable,
relevant to the vision and time-bound. They serve as the guiding principles or the
“initiating directives” for various process owners to develop their projects.

1KEY STRATEGIESRe-align training, doctrine and #NavyPeople professional development based on the
needs of future Armada and how we plan to operate
2 Escalate propagation of positive values and ethics that results in #NavyPeople of
3 character who execute their responsibility with strong sense of accountability,
integrity and professionalism consistent with core values and military ethos

4 Attract, develop and retain diverse pool of highly trained, motivated and talented
people by increasing investment in selective recruiting and development of
human capital while cultivating the culture of “#NavyPeople first”

5 Prioritise affordability and resource informed planning in every aspect of
acquisition process. Right sizing the navy, Fit for Purpose, Cradle to Grave and
Integrated/Comprehensive Management concept will be our guiding principles

Restructure and reduce size of staff in Support HQ, eliminate tiers of management
and functions that provide little or no added value and consolidate overlapping or
duplicative process. At the same time enhance utilisation of our reservists

6 Acquire, organize, operate and maintain a balanced and agile navy comprises
of specialised and reconfigurable assets designed to meet existing as well as
future needs

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#15TO5MALAYSIAN
NAVY TRANSFORMATION PROGRAMME

PAC CONOPS RMN DIGITAL MARINE CREDIBLE
N3 ORGANIZATION GEOSPATIAL VERSATILE
N6 2030 RELEVANT
RMN e-LOG SYS NHC
P R O CESS N4-1 FLEET
NAVY ENVIRONMENT, PLAN POLARIS TRANFORMATION
THRUSTING SAFETY & HEALTH NETC PROGRAMME
THE FLEET (NESH) N5
N4-2 N10

CIS-T NAVY CARE
N6 N1-2

T-RESERVIST ASSETS
N8 DISPOSSAL
MANAGEMENT
PLAN N4-1
RUDDERS
N1-1

P PLAN
E PROPELLERS
O N1-1
PLE
INTEGRATED
OPERATIONAL
INTELLIGENCE
CENTER
N2

PLATFORM

RMN #15TO5 TRANSFORMATION MAP HORIZON 1 :
2018-2030 (T-MAP 18-30)
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81

PHASES OF RMN #15to5 TRANSFORMATION PROGRAMME
HORIZON 1

Visioning APR 17

• Identify Gaps • Establish Vision for the future • Buy in

Strategising • Initiatives & Projects JAN 18
• Resource APR 18
• Formulate Goals & Strategy APR 24
• Communicate APR 30

Implementation

• Execute Initiatives/Projects • Focus, discipline, adjustments
• Evaluate progress, impact • Measure, Align, Resource,

Sustainment

• Re-evaluate Initiatives/Projects • Review strategies

• Keep momentum • Show results

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#15TO5MALAYSIAN
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* TRANSFORMATION
INITIATIVE
DESCRIPTION

INITIATIVE MAIN INITIATIVE PROPOSED
NAME THRUST DESCRIPTION PROJECTS

N1-1 TRANSFORMATION INITIATIVE DESCRIPTION HR-Plan People Transforming Human Resource 1. Develop new career structure.
RUDDERS Management into one that (Jun 2018-Jun 2019)
is focussed on a merit
HR-Plan People system, talent management, 2. Create career Development and Planning.
PROPELLERS recognising high performers (May 2018-May 2020)
and selective recruiting in
order to produce effective 3. Review and change existing HR policy.
military officers and leaders of (Mar 2018-Mar 2019)
quality. A revised performance
assessment system and a 4. Establish RMN Information Automation
Class Management approach System (RMNIAS). (Jan 2019-Jan 2023)
will also be adopted as the
basis for career development 5. Review training principles and priorities.
to meet future requirements. (Jul 2018-Jul 2021)

6. Establish Squadron Commander type
Organization. (Jan 2019-Jan 2025)

7. Establish Rehabilitation & Motivation
programme.
(Apr 2020-Apr 2028)

8. Transformational Leadership Institution.
(Jan 2019-Jan 2030)

9. Empowering Warrant Officer.
(Apr 2018-Apr 2020)

10. Revise recruitment policy.
(May 2018-May 2020).

Shift in Other Ranks HRM 1. Reassessment of existing HR capacity and
toward a system that focused policy. (Feb 2018-Dec 2018)
on the principle of Suitability,
Qualification and Experience 2. Identification of suitable talent.
with Potential (SQEP). More (Feb 2018-Apr 2019)
emphasis will be given on
qualification based system for 3. Device and employ cradle to grave career
career progression. Similarly, planning. (Feb 2018-Jan 2023)
appropriate recognition will be
provided to high performing 4. Promulgate new career structures.
individuals. (Jun 2018-Jun 2019)

5. Review training principles and priorities.
(Jan 2018-Jan 2020)

6. New career development plan.
(Feb 2018-Jul 2020)

7. Revise Billets Pre-Requisite.
(Feb 2018-Jan 2020)

8. Incorporate new HR policy into BR.
(Feb 2018-Jan 2020)

9. Incentivise and empower high performers.
(Feb 2020-Jan 2025)

82 *Per first round of consultation Mac - April 18. Subject to review.

83

LEGACY/CURRENT EXPECTED IN WHAT WAY DOES 2018-2030 TIMELINE PROCESS DEPENDENT/
CHALLENGES OUTCOME IT SUPPORT #15TO5 OWNER IMPACTED
TRANSFORMATION INITIATIVE
1. Competency-Improve PROGRAMME?
qualifications, skills &
experiences. 1. Officers with character, Effective and N1-1 NETC
(Assistant
2. Leadership-Systematic excellent leadership innovative leadership Chief of Staff
approach to succession (ACoS) Human
planning, leaders of quality, motivated and will be the mainstay Resource)
characters.
ethical. of future navy. These
3. Values- Propagation of
core values and military 2. Matching international/ leaders are expected
ethos.
modern navy standard. to not only lead
4. Humanware-
Strengthen class 3. Potential public sector the Navy, but also
management.
leaders and captains of steer it to become
5. Humanware,
Doctrines- industry. an effective fighting
Institutionalised
knowledge and 4. 100% with tertiary force that contributes
experience.
education from diverse to the security and

fields of studies. 20% development of the

with Master degree or country.

PhD.

1. Competency-Improve 1. Personnel that is safe, Safe, proficient and 2018-2025 N1-1 N4-1
qualification, skills & (ACoS N4-2
proficient, motivated motivated personnel Human NETC
experiences. Resource)
2. Leadership-Improve and ethical. will be a pre-requisite

leadership qualities 2. Matching international/ to man future navy.

among other ranks. modern navy standard. Correct skill set will
3. Values- Propagation of
3. Right man for the right be the pre-requisite
core values and military
job. to optimise the
ethos.
4. Humanware-Enhance 4. Increase pool of Subject capability of future

compliance to billet pre- Matter Expert. assets.

requisite. 5. 25% Other Ranks with
5. Humanware,
tertiary education.
Doctrines-
Institutionalised (diploma and above)

knowledge and

experience.

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#15TO5MALAYSIAN
NAVY TRANSFORMATION PROGRAMME

INITIATIVE MAIN INITIATIVE PROPOSED
NAME THRUST DESCRIPTION PROJECTS

Navy Care People Taking better care of 1. Establish Navy Care Centre.(2018-2024)
#NavyPeople on our own 2. Family Smart Programme.(2018-2020)
N1-2 TRANSFORMATION INITIATIVE DESCRIPTION and in collaboration with our 3. Health Enrichment Programme.
partners by adopting ‘Cradle
to Grave’ concept. Standardise (2018-2022)
#NavyPeople-centric 4. Ahoy Veteran - Veteran’s Programme.
programme in all bases will
be institutionalised. Enhance (2018-2022)
engagement with Veterans. 5. Engagement with civillian agencies
Disposition and chain of
command for provost and legal (secondment/courses). (2018-2020)
profession will be rationalised 6. Review process related to enforcement and
to have better deal in legal,
security and disciplinary legal matters. (2018-2024)
matters.

N2 TRANSFORMATION INITIATIVE DESCRIPTION Integrated Platform Acquisition of Geographic 1. Procurement of GIS with database
Operational Information System (GIS) to capability. (Jan 2018 – Dec 2019)
Intelligence support Integrated Intelligence
Centre (IIC) in providing 2. Integrating database into the GIS. (Jan 2019
Centre real-time information for - Dec 2020)
intelligence component of
Common Operation Picture. 3. Integration of GIS with related agencies
(National Hydrographic Centre and Defence
Intelligence Application Centre, Malaysian
Remote Sensing Agency). (Sep 2018 – Dec
2020)

4. Development of competent intelligence
analyst. (Mar 2018 – Dec 2020)

5. Broad-based intelligence sharing
application with operation centre. (Dec
2020 - Dec 2024)

84 *Per first round of consultation Mac - April 18. Subject to review.

85

LEGACY/CURRENT EXPECTED IN WHAT WAY DOES 2018-2024 TIMELINE PROCESS DEPENDENT/
CHALLENGES OUTCOME IT SUPPORT #15TO5 OWNER IMPACTED
TRANSFORMATION INITIATIVE
1. Values-Management PROGRAMME?
welfare and spiritual
programmes for the 1. Improved welfare and Motivated and N1-2 N1-1
#NavyPeople. (ACoS
well-being of serving inspire #NavyPeople Administration)
2. Values/Humanware-
Improve welfare and personnel. will be driven to
discipline through
engagement with 2. Improved customer/ perform better under
community.
stakeholder satisfaction. any circumstances.
3. Values- Strengthen
relationship between 3. Reduced breach of
veterans and RMN.
military discipline,
4. Organisation-
Unify structure and strengthen integrity and
standardise welfare-
oriented programmes. positive values.

4. Improve services to

#NavyPeople.

5. Better administration of

justice.

Doctrines-Improve Timely dissemination of N2 Provide foundation 2018-2024 N2 N1-1
for intelligence- (Director N3
production and disseminate actionable intelligence to driven maritime of Naval N6
operations. Intelligence) N8
of actionable intelligence for support safe and effective

operation. conduct of maritime

Humanware-Improve operations.

competency and

employability of personnel.

Hardware-Availability of

more capable system.

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#15TO5MALAYSIAN
NAVY TRANSFORMATION PROGRAMME

INITIATIVE MAIN INITIATIVE PROPOSED
NAME THRUST DESCRIPTION PROJECTS

N3 TRANSFORMATION INITIATIVE DESCRIPTION PAC CONOPS Process Achieving strategic and 1. Establish Shared Awareness Programme
(Partnership operational objectives through with strategic partnership through MOU with
collaboration with domestic following agencies (Jan 2019-Jan 2022):
and and international partners a. Marine Dept (Coastal AIS – VTMS)
Collaboration focusing on Maritime Domain b. Fishery Dept (FISH.com – VMS)
as Concepts Awareness for effective c. IMB
conduct of Maritime Security d. PETRONAS Bhd, O&G Co
for Future Operation. Enhanced capacity e. MISC
Operations) to operate within a joint/ f. MASA
combined environment.
Elevation of maritime warfare 2. Establish effective collaboration with various
competency will be a key Centre of Excellence domestically and
component. internationally (Jan 2019-Jan 2022):
a. Domestic-IDFR, NDUM, MIMA, ISIS, ICRC,
INTAN
b. International-US Naval War College, SPC

3. Enhance our reputation in international forum
(Sep 2018-Sep 2022):
a. Increase N2NT from 13 to 19.
b. Gain IONS full membership.

4. Increase the effectiveness of Warfighting
Competency through professional training
development (Jan 2019-Jan 2023):
a. Training roadmap align with #15to5.
b. Way forward of doing exercise internally
-PW, BW, TW, OSTEX, Keris Mas

5. Increase effectiveness of Multilateral
Operation-MSP, TMP. (Jun 2018-Jun 2023)

6. Participate in the MSTF UN deployment. (Jan
2019-Jan 2023)

N4-1 TRANSFORMATION RMN E-Log Process Transition from 80:20 1. Develop Integrated Logistics System
INITIATIVE DESCRIPTION Sys to 20:80 ratio between between RMN and Vendors
Just in Case (JIC) and (Vendor Management System).
Just in Time (JIT) through
comprehensive contracting 2. Develop effective Strategic Partnership with
reform, establishment of industries and agencies.
modern and effective supply
chain system by eliminating 3. Digitalizing demand, order, delivery,
archaic and duplicating payment and monitoring system.
process, maximising the
use of digital infrastructure 4. Review/rationalise point to point work
and rationalising/minimising process flow/work process.
existing stores and it’s
inventory. 5. Develop Smart Contracting.

86 *Per first round of consultation Mac - April 18. Subject to review.

87

LEGACY/CURRENT EXPECTED IN WHAT WAY DOES 2018-2023 TIMELINE PROCESS DEPENDENT/
CHALLENGES OUTCOME IT SUPPORT #15TO5 OWNER IMPACTED
TRANSFORMATION INITIATIVE
PROGRAMME?

1. Doctrines/Organisation 1. A trusted partner Collaboration and N3 N1
- Strengthen cooperations and dependable partnership wil (ACoS N2
among agencies agency provide RMN with Operations N4
domestically and domestically and access to much and Exercise) N5
internationally. internationally needed information N6
with regards to the to support MSO and N7
2. Organisation/Leadership conduct of MSO build our capacity N8
- Increase strategic and management in cost effective HYD
engagement and increase of maritime manner.
opportunity for RMN in disputes.
international leadership
position. 2. Sustain, effective
and timely
3. Humanware/Competency response to any
- Enhance competency maritime related
and knowldge to match security issues.
international standard.
3. Significant
4. Doctrines/Organisation - increase in
Boost information sharing. Warfighting
Capacity enabling
optimisation
of Future Fleet
capability.

1. Infrastructure - Integration 1. Lean but responsive Efficient and effective 2018-2024 N4-1 N3
service delivery in (ACoS Materiel) N4-2
of inventory system with other N4-1 logistics order to meet the fleet N5
and base demand for N8
stores in RMN and vendors. organisation with supply services. HYD
NETC
2. Infrastructure - Excess of 24/7 accessibility

stocks held in stores. that meet customers

3. Values - Strengthen control satisfaction.

mechanism and safeguard 2. End to end visibility

against risk of misappropriation. of Supply Chain

4. Doctrines-Modern and Management (SCM).

digitalisation documentation 3. Enhance

process of minimise processing stakeholders

lead time. satisfaction through

5. Infrastructure - Better access efficient SCM

to system and records retrieval. system.

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#15TO5MALAYSIAN
NAVY TRANSFORMATION PROGRAMME

INITIATIVE MAIN INITIATIVE PROPOSED
NAME THRUST DESCRIPTION PROJECTS

N4-1 TRANSFORMATION Assets Platform Transform assets phasing out 1. Phasing Out of Hydrographic Survey vessel.
INITIATIVE DESCRIPTION Disposal and disposal process focusing (Apr 2018 & 2022)
Management on minimising time and cost
while ensuring a systematic 2. Phasing Out of HANG TUAH. (Apr 18)
and seamless transition 3. Phasing Out of Corvette 24. (2019 - 2020)
between phasing out and 4. Phasing Out of MCMV 26. (2019 - 2021)
phasing in of platform. 5. Phasing Out of MPCSS 31. (2020 & 2023)
6. Phasing Out of FTV, PC & FAC. (2021 - 2027)

N4-2 TRANSFORMATION INITIATIVE DESCRIPTION Thrusting Process Transitioning from legacy 1. Packaged refit.
the Fleet maintenance philosophy (Jan 2018 -Jan 2019 and onwards)
to Reliability Centred
Maintenance (RCM) oriented 2. Commonality without monopoly for fleet
philosophy coupled with equipment/system. (Jan 2019 -Dec 2030)
transformation in collaboration/
engagement with industrial 3. Reliability Centered Maintenance (RCM).
partners and technical (Jan 2019 -Dec 2022 and onwards)
expertise to address readiness
challenges due to non- 4. Establishment of RMN Centre of Excellence
performance and inefficient for Maritime Engineering (RMN CME).
spending. (Jan 2018 - Dec 2024)
a. Empowering Class management,
Configuration/Obsolescence
Management, Technical Seaworthiness.
b. Set up Naval Research Lab.
c. Develop/Restructure SMEs.

5. Augmenting workshop facilities.
(Jan 2018- Dec 2024)

6. Adopting Smart Contracting approach.
(Aug 2018-Dec 2021) - Dedicated Contract;
Performance based for high value assets;
Contract for Availability (CFA) for vital
equipment; and Panel Contract for auxiliary
equipment.

7 Establish and utilise Maritime Working
Group-Towards self-reliance. (Jan 2018-
Dec 2022)

88 *Per first round of consultation Mac - April 18. Subject to review.

89

LEGACY/CURRENT EXPECTED IN WHAT TIMELINE PROCESS DEPENDENT/
CHALLENGES OUTCOME WAY DOES IT OWNER IMPACTED
SUPPORT #15TO5 INITIATIVE
TRANSFORMATION
PROGRAMME?

1. Harware - Duration Timely fleet recapitalisation Optimising scarce 2018-2027 N4-1 N4-2
required to dispose and transition to minimise resource and (ACoS Materiel) N5
loss of operational time promote efficiency
assets and associated and financial resource and savings.
associated with assets
costs. disposal.
2. Doctrines - Efficiencies

in disposal process.

1. Humanware/ 1. A pool of expertise/ Optimising 2018 - 2030 N4 -2 N3
Infrastructure - Improve (ACoS N4-1
number of competent SMEs with sufficient scarce resource Engineering) N5
NETC
personnel, machines and facilities in related/ and promote

facilities in supporting establishments to efficiency savings

fleet’s needs. provide engineering to better support
2. Doctrines- Application
services, function, the Armada.
of modern maintenance
support, researches and
strategies with high-
innovations.
performance and
2. Implementation of an
efficient spending.
3. Doctrines/Organisation effective and efficient

- Meeting seaworthiness maintenance strategy.

assurance in conducting 3. Strengthening

designated missions and Class Management,

operations. Configuration
4. Doctrines/
Management and
Infrastructure -
Innovative engineering Technical Seaworthiness.

environment. 4. Contribute to efficiency
5. Organisation/
savings.
Infrastructure -
Dedicated establishment 5. Meaningful

for centre of excellence. collaborations with

related academic

institutions and local

industries in ensuring

through life support of

the fleet.

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#15TO5MALAYSIAN
NAVY TRANSFORMATION PROGRAMME

INITIATIVE MAIN INITIATIVE PROPOSED
NAME THRUST DESCRIPTION PROJECTS

N5 TRANSFORMATION INITIATIVE DESCRIPTION Fleet Platform Recapitalise Armada with 1. EC endorsement. (Feb 2018)
Transformation specialised and reconfigurable 2. RMN Blue Plan. (Jan 2019)
platform through affordable 3. Naval Shipbuilding Master Plan. (Jan 2019)
Programme and innovative financing 4. Signing of #15to5 Phase 1 - LOI/LOA
packages in collaboration
with industry partner’s Naval (Apr 2019)
Shipbuilding Master Plan to 5. Delivery of LCS Batch 1. (2020 - 2023)
meet future maritime security 6. Delivery of LMS Batch 1 (2019 - 2021)
challenges. Modern, fit for 7. Delivery of MRSS 1 to 2. (2021 - 2026)
purpose infrastructure will 8. Delivery of PV Batch 2 (2025 - 2030)
be established to ensure 9. Delivery of LMS 5 to 18. (2022 - 2030)
safe, effective and efficient
support of future platforms and
capabilities.

N6 TRANSFORMATION INITIATIVE DESCRIPTION CIS-T Process Significant enhancement of 1. Establish ‘Hybrid Communication Station’
(Communication And CIS that provides the chain that is capable of transmitting and receiving
Information System of command with complete, all band (voice and data). (2020-2025)
timely and unified situational
Transfiguration) awareness. Future network 2. Transform existing analog radio to IP Based
will include capability for Radio. (2018-2023)
seamless integration of legacy
systems, scalable and ability 3. Integrate RMN communication network with
for independent operations. SATCOM. (2017-2027)
Transformation of PPE TLDM
and EW related specialisation 4. Optimise the ‘Crypto Centric’ technologies
will be key component to into a secured security transmission.
strengthening RMN EW (2018-2022)
capability.
5. Utilize Tac-Mesh Technology for tactical
communication (Smart Sailor). (2018-2024)

6. Enhance EW Data Fusion Centre (PPE
TLDM). (2019-2025)

7. Elevate the efficiency and competency of
human capital. (2018-2030)

90 *Per first round of consultation Mac - April 18. Subject to review.

91

LEGACY/CURRENT EXPECTED IN WHAT WAY DOES 2018 - 2030 TIMELINE PROCESS DEPENDENT/
CHALLENGES OUTCOME IT SUPPORT #15TO5 OWNER IMPACTED
TRANSFORMATION INITIATIVE
PROGRAMME?
1. Hardware - Enhance 1. RMN to operate N5 N3
readiness and 41 out of 55 ships Anchor initiative of (ACoS Plan N4-1
under 25 years old the RMN #15TO5 Development) N4-2
availability. by 2030 Transformation
2. Hardware/ (from 17% ships Programme.
under 25 years old
Infrastructure - currently to 75%
Control over cost and ships under 25
years old/”New
obsolescence. Ship” in 2030).
3. Infrastructure
2. Infra development
- Improve as aligned to and in
support of RMN
effectiveness to support future need.

the need of future

Armada.

1. Hardware/ 1. A reliable networked Provide effective 2018-2030 N6 N2
Infrastructure - CIS that is able to and seamless
Manage obsolescence function as effective communication. (Director of N3
tools for decision
of communication making throughout Communication N4-1
RMN, Joint and
equipment and facilities. friendly forces chain and Information N5
2. Doctrines/Hardware of command.
System) NETC
– Ability of legacy 2. Transition from
mostly voice
system to adapt to to secure data
as means of
future communication communication.

network. 3. Enhance PPE TLDM
3. Doctrines/ capability into a
centre that is able to
Organisation – be networked with
Cooperative working sisters service EW
Centres with the
environment. ability to provide
4. Hardware/Doctrines actionable input to
operational assets.
- Modernisation of EW

equipment in processing

EW data.
5. Humanware/

Competency –
Enhance efficiency and

competency in human

capital.

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#15TO5MALAYSIAN
NAVY TRANSFORMATION PROGRAMME

INITIATIVE MAIN INITIATIVE PROPOSED
NAME THRUST DESCRIPTION PROJECTS

N6 TRANSFORMATION INITIATIVE DESCRIPTION RMN Digital Process Adaptation of latest 1. Develop a total security solution.
Organisation technology landscape to (2019-2025)
transform and change existing
practices and culture into a 2. Converge IT network through trusted.
secured digitalised working SATCOM. (2018-2027)
environment with high level
of ICT literate naval personnel 3. Integrate RMN information (IMS) systems
to meet future technology and work processes. (2018-2025)
challenges.
4. Change to latest ICT equipment and system.
(2018-2030)

5. Expand digital storage capability using Big
Data Technology. (2018-2025)

6. Merge RMN Data Centre (2018-2021)
7. Utilize Internet of Things (IOT) Capabilities

for RMN smart bases. (2018-2027)
8. Elevate efficiency and competency of

human capital. (2018-2030)

N8 TRANSFORMATION INITIATIVE DESCRIPTION Transformed People Capitalise diverse and dynamic 1. Develop MyPSSTLDM Website & Mobile
Reservist capability of reservists to application. (Jan - Apr 2018)
complement/augment RMN’s
(T-Reservist) strength in order to address 2. Establishing Centralised Administration &
existing/potential gaps. Management. (Jan 2018 - Jan 2019)
Enhancement of reservist
human capital management 3. Develop BiDAS & MEPS Systems.
policy, restructuring of (Jan 2018 - Jul 2019)
reservist training and engaging
in smart partnership will 4. Restructure RMN Reserve Force.
be a key component of this (Jan 2018 - Dec 2020)
programme.
5. Develop HRMIS & BPR System.
(Mar 2018 - Jun 2019)

6. Restructure Training.
(Mar 2018 - May 2020)

7. Produce Reservist Training Doctrine.
(Jan 2019 - Aug 2020)

8. Optimise Reservist Contributions.
(Jun 2018 - Dec 2019)

9. E-Learning.
(Mar 2019 - Jan 2021)

10. Establish Specialised Units. (Kumpulan
Pakar). (Jan 2020 - Dec 2022)

92 *Per first round of consultation Mac - April 18. Subject to review.

93

LEGACY/CURRENT EXPECTED IN WHAT WAY DOES 2018 - 2030 TIMELINE PROCESS DEPENDENT/
CHALLENGES OUTCOME IT SUPPORT #15TO5 OWNER IMPACTED
TRANSFORMATION INITIATIVE
PROGRAMME?

1. Doctrines/Infrastructures 1. Fully integrated Provide an effective N6 N2
– Ensuring integrity Secured system with and productive digital (Director of N3
System. reliable ICT environment within Communication N4
equipment. the organisation. and Information N5
2. Doctrines/Infrastructures/ System) NETC
Hardware – Managing 2. Reliable network
segregation of system and connectivity
communication network. that drives and
enable transition
3. Hardware/Infrastructures toward digital
– Manage obsolescence organisation.
of existing technology and
equipment. 3. Secured
information and
4. Infrastructures/Hardware security system.
– Manage cost due to
multiple IT maintenance 1. Ready pool of The provision of 2018-2022 N8 N1-1
contracts.
competent & highly relevant, focused and (Director of N3
5. Doctrines/Organisation
– Cooperative working motivated reservist competent Reserve Naval Reserves) NETC
culture.
to complement/ Force throughout the
6. Humanware/Competency
– Improved efficient and augment RMN’s country which will be
competent human capital.
strength for up to able to support the
1. Humanware/Competency/
Organisation - Augment/ Level 3 competency. roles and functions of
compliment regular forces.
2. A small pool of RMN during war and
2. Leadership/Organisation-
Access to specialised field highly qualified peace time.
of expertise which is not
available in MAF. and specialised

3. Organisation/Humanware prominent
- More access to operation
and logistic support for individuals that
specific maritime fields
when operating away from contribute in niche
home ports.

areas to RMN

development.

3. Specialised Units

from specific

maritime fields

established in

strategic locations

ready to support

RMN operational

and logistical need.

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#15TO5MALAYSIAN
NAVY TRANSFORMATION PROGRAMME

INITIATIVE MAIN INITIATIVE PROPOSED
NAME THRUST DESCRIPTION PROJECTS

N10 TRANSFORMATION INITIATIVE DESCRIPTION Navy Process Transforming navy work 1. Developing and implementing RMN Risk
Environment, culture to inculcate Management Plan. (Jan 2019 - Dec 2018)
Safety & Health understanding, analysing and
addressing risks in order to 2. Implementing RMN OHS Plan. (Jan 2019)
(NESH) ensure the health and safety of 3. Implementing Low Carbon City Framework
workforce via implementation
of risk management. Attention Pilot Project. (Jun 2018 - Jan 2020)
will be given to sustainable 4. Low Carbon RMN Naval Base.
environment by implementing
Green Navy initiative. (Jan 2020 - Jan 2022)
Significant additional effort will 5. Executing Green Ship Plan (Jan 2021)
be put into strengthening audit 6. NESH Strategic Partnership Programme.
capacity in order to ensure
compliance. (Jan 2019)
7. Review and strengthen audit mechanism.

(Jan 2019 – Jan 2021)

NETC TRANSFORMATION INITIATIVE DESCRIPTION Plan POLARIS - People Design new training approach 1. Reformulation of training syllabus.
Human Capital that is class management- (Jan 2019 - Jan 2021)
Development (HCD) oriented. Extensive utilisation
Transformation of e-Learning will be made as 2. Introduce new training methodology to
part of future training process. increase knowledge retention.
Programme Qualification-based PJT will (Jan 2019 - Jan 2022)
also be introduced.
3. New training package centred on
behavioural development geared promoting
towards core value and military ethos.
(Jan 2019 - Jan 2022)

4. Training Authority Review focusing on
decentralising training authority.
(Mac 2019 - Sep 2019)

5. Reengineer NETC and training units
business model. (Jun 2019 - Jun 2021)

6. Shifting existing formal training method to
ICT based with the ratio of 40:60 focusing
on e-Learning. (Jan 2019 - Jan 2021)

94 *Per first round of consultation Mac - April 18. Subject to review.

95

LEGACY/CURRENT EXPECTED IN WHAT WAY DOES 2018- 2022 TIMELINE PROCESS DEPENDENT/
CHALLENGES OUTCOME IT SUPPORT #15TO5 OWNER IMPACTED
TRANSFORMATION INITIATIVE
PROGRAMME? N10
(Inspector N1-1
1. Doctrines - Increase 1. Reduced workplace The risk management General) N1-2
N3
awareness in safety injuries and death. framework will N4-1
N4-2
practices, prevent damages 2. Reduced healthcare minimise harm to NETC

and defects from negligence cost. #NavyPeople and

and reduce degradation 3. Reduced risk of damage/defects

of environment caused by fines and litigation which will affect

operational activities. 4. Increased readiness. Green

2. Humanware/Competency productivity and Navy initiatives will

- Moving toward culture of staff morale. support sustainable

excellence and compliance. 5. Improved energy environment.

3. Values - Minimise wastage efficiency. Instil integrity and

of resources. 6. Reduced carbon compliance to support

4. Values – Strengthen emission. core values.

integrity and accountability. 7. Promote culture

of compliance.

innovativeness,

adherence to core

value and military

ethos.

1. Doctrines/Organisation 1. Establishment 1. Providing training 2018 – 2023 Review and establish NETC N1-1
system that 2024 – Implementation (Commander
– Improve effectiveness of effective and support the Naval
requirement of the Education
and efficiency of training efficient training future. and Training)

delivery. system which is 2. Produce human
capital with the
2. Competency – Producing geared toward skill set.

skill set that meets the needs of the

needs of RMN and future future.

Armada. 2. Proficiency

3. Humanware/Value – #NavyPeople

Adherence to core value and with the ability

military ethos. to effectively

administer, operate

and maintain

future Armada.

3. Foster culture

of IT literacy

and technical

proficiency.

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#15TO5MALAYSIAN
NAVY TRANSFORMATION PROGRAMME

INITIATIVE MAIN INITIATIVE PROPOSED
NAME THRUST DESCRIPTION PROJECTS

NHC TRANSFORMATION INITIATIVE DESCRIPTION Marine Process Production and translation 1. 1st Leasing Ship. (2016 – 2025)
Geospatial 2050 of Marine Geospatial Data 2. 2nd Leasing Ship/National Research Vessel.
as a key component for
maritime operation and (2019 – 2030)
security, maritime boundary 3. Procurement of 2 x Survey Launch.
delimitation, safety of
navigation and protection of (2019 – 2030)
marine environment. 4. Enhance Marine Geospatial Database.

(2019 – 2030)
5. Establish RMN Metoc Centre.

(2020 – 2022)
6. Enhance Printing Concept.

(2020 – 2021)
7. Commercialise Public Domain Product.

(2018 – 2030)
8. Realignment with 1Gov Enterprise

Architecture. (2020 – 2023)
9. Review feasibility of having NHC directly

under MINDEF. (2019)
10. National Charting Plan. (2019-2020)
11. Hydrography Act and Domestic Law. (2020)

96 *Per first round of consultation Mac - April 18. Subject to review.

97

LEGACY/CURRENT EXPECTED IN WHAT WAY DOES 2018- 2030 TIMELINE PROCESS DEPENDENT/
CHALLENGES OUTCOME IT SUPPORT #15TO5 OWNER IMPACTED
TRANSFORMATION INITIATIVE
PROGRAMME?

1. Doctrines/Hardware As national authority To provide high HYD N3
– Adequate asset and (Director N5
to ensure effective quality and official General N6
mechanism of data National
dissemination marine geospatial Hydrographic
acquisition to complete Centre)
and sharing of products and services
Geospatial Marine Database
comprehensive to support national
in area of responsibility.
2. Doctrines – Digitalise data and official Marine security, sovereignty

sharing and distribution. Geospatial Data to and development as
3. Organisation – Improve
support the following: well as the human’s
access to exercise authority.
a. Maritime operation wellbeing.

and security.

b. Maritime boundary

delimitation.

c. Safety of navigation.

d. Protection of

the marine

environment.

e. Maritime

based national

infrastructure

development.

f. Coastal zone

management.

g. Marine exploration.

h. Marine resource

exploitation.

i. Coastal disaster

management.

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#15TO5MALAYSIAN
NAVY TRANSFORMATION PROGRAMME
98