ADDING VALUE TO THE NAVY

The Warrant Officers, Specialists and Ratings of the RSN have always played an integral role in ensuring the smooth running of the Navy s systems and in training its people.

As the Service celebrates its 42nd anniversary on 5 May, PIONEER talks to them about changes in the Navy over the years.

If you liken the Republic of Singapore Navy (RSN) to a ship, the Warrant Officers, Specialists and Ratings (WOSRs) Corps would be the ship's keel. For the landlubbers, the keel is the central beam which serves as the spine or foundation of the entire vessel.

"The WOSRs are the movers on the ground. Being leaders in our own right, the WOSR Corps is a "behind the scene" force that forms the core of the RSN," said senior medic Master Sergeant (MSG) Kelly Foo from the Navy Medical Service.

From wooden ships to stealth frigates

When the RSN was formed in 1967, its fleet consisted of two humble wooden training ships. From that small force, it has since grown to include sophisticated naval platforms like unmanned surface vessels, submarines and the Formidable-class stealth frigates.

Recalling the early days when he first joined the Navy in 1975, Senior Warrant Officer (SWO) Phui Peng Sim, Chief Warrant Officer (CWO) of the Naval Logistics Command, said: "Back then, the Navy consisted of fewer ships, including the County-class Landing Ships Tank and A- and B-class patrol craft. The newest we had were the Missile Gun Boats."

The limited size and capabilities of the Navy's assets then meant that its main function was "patrolling the Singapore Strait and dealing a lot with illegal immigrants from Indo-China", shared SWO Phui.

But as potential threats evolved to include terrorism, natural disasters and piracy, so has the scope of the Navy s operations. While its primary duty remains the defence of Singapore s waters, the RSN has built up its capabilities to undertake expanded roles on both the local and international maritime security scenes, reshaping itself with the steady acquisition of various new assets and recent restructuring of its Coastal Command to form the Maritime Security Task Force (MSTF).

Reflecting on the transition, CWO of Navy SWO Aloysius Cheong said proudly: "The Navy has progressed very rapidly, and today we are able to operate across the entire spectrum of operations. We add value to multinational peace support operations such as tsunami disaster relief efforts, as well as piracy deterrence in the recent deployment to the Gulf of Aden."

Moving and learning with the times

In improving its hardware to deal with the evolving maritime security threats, the Navy has not neglected the development of its people, whose expertise and skills play a critical part in bringing out the full potential of the advanced equipment that they operate and maintain.

"I think the biggest change that I've seen is in the educational profile of the people," said Master Warrant Officer (MWO) Richard Goh, the CWO of MSTF, who has served in the Navy for almost three decades. "Today, we are looking at people with diplomas and even degrees, and the WOSRs are also upgrading themselves academically so that their capacity to take on additional responsibilities can increase accordingly."

2WO Ganasekar (second from left) training his juniors in the CIC.

Through opportunities the Navy provided him, SWO Phui (second from left) became a Subject Matter Expert in Radar systems.

Clearly, lifelong learning and the ability to embrace change have become the order of the day in the Navy's 3rd Generation transformation.

MWO Goh is himself a good example, as he was one of the first Navy WOSRS to attend the prestigious Australian Command and Staff Course - Navy Single Service Module last year. This three-month module provides course members with a deeper understanding of the Royal Australian Navy and contemporary maritime issues.

He was awarded a Graduate Certificate in Maritime Studies from the University of Wollongong upon the completion of the course. MWO Goh noted that it was not just a personal achievement, but a sign of the Navy's culture of excellence, where it is never too late to broaden one's military knowledge and upgrade one s professional skills.

2nd Warrant Officer (2WO) Ganasekar, Coxswain of RSS Resilience, shared his sentiments. After signing up for the Joint Poly-SAF Diploma scheme, he clinched the Micron Gold Medal Award as the top graduate in his Electronics and Telecommunication Engineering course at Ngee Ann Polytechnic in 2005. Since then, he has obtained the Continuous Learning Academic Study Scheme (CLASS) award, and is considering pursuing an Electronic and Electrical Engineering degree at Nanyang Technological University.

"I didn't have much interest in academic development when I initially joined the Navy in my youth, but the maturity I ve gained over my years of service prompted me to continue on with my educational path," explained 2WO Ganasekar.

"It was a proud moment indeed when I managed to top the cohort in my poly course. It made me reassess my potential and also elevated my self-esteem. I hope to encourage more WOSRs to excel in whatever they re doing."

Playing a bigger role

In recognition of the WOSR Corps' growing aspirations, the RSN has not only equipped WOSRs with the knowledge and skills to become experts in their respective fields, but also introduced opportunities for them to demonstrate their potential.

Commenting on how WOSRs today are stepping up to take on greater responsibilities, SWO Phui remarked: "These days, WOSRs are given greater trust and leeway to make decisions and work in collaborative roles with the officers."

Added SWO Cheong: "People today are more forthcoming, have higher confidence in their abilities, and take pride in wanting to contribute more. In the past, I think WOSRs tended to keep their opinions to themselves. But today they ve come out of their shell."

For instance, the inaugural Combat Information Centre (CIC) Supervisor Course was conducted in 2002 to prepare WOSRs to take on the post of CIC Supervisor, a position which was traditionally filled by officers. The CIC Supervisor works together with the Principal Warfare Officer in managing and directing the CIC, which is the nerve centre for all combat operations onboard warships.

Sharing his own experience of empowerment as Deputy Chairman of the Parade and Ceremony Committee for SAF Day in 2007, MWO Wong Fook Lam, CWO of Fleet Command, told PIONEER: "The committee, which comprised about 15 Officers-in-Charge who were warrant officers, took on the responsibility of organising this important event."

He added: "From 1969 to 2005, these committee positions were always held by senior officers, so allowing warrant officers to plan and execute this ceremony was a testament of the confidence and trust that the management has in our abilities."

Similarly, MWO Goh felt that his involvement in the Frigate Programme, one of the SAF's most advanced and complex programmes to date, indicated the high-level support in recognising the opinions and feedback of WOSRs.

"I was involved in the programme from the start, and gave input to the officers and engineers on the design of this new weapon system for the Navy. I count myself very privileged to have been able to contribute to its success," said the former Coxswain of RSS Formidable.

WOSRs today are involved in a wide spectrum of roles and responsibilities. Besides being a medic, MSG Foo wears many hats ranging from manpower management to operations coordination.

MWO Goh (second from right) feels privileged that the opinions and feedback of WOSRs such as himself are recognised by the Navy.

As a member of the pioneer batch of naval divers, MWO Wong (centre) has plenty of experience to share with his juniors.

The ties that bind

Not only is this exposure to a wide array of responsibilities good professional training, it also strengthens the WOSR's personal commitment to the organisation, binding them together as a tightly knit family. And in the face of complex systems and an increasingly high tempo of operations, engaging the people and nurturing their commitment has never been more important.

To that end, the Naval Warrant Officer Council (NAVWOC), was established in 2003 to look after the general welfare and morale of the WOSR Corps, as well as to act as a bridge between senior management and WOSRs.

With representatives from every formation in NAVWOC, members are able to share challenges and collectively search for solutions, thereby developing greater understanding and stronger ties across the individual commands, explained SWO Roger Seow, who is currently serving as a staff officer in the Naval Personnel Department.

Seminars and dialogue sessions are also regularly organised to disseminate information and keep servicemen and women abreast of the latest developments in the organisation. Such discussion forums also function as a venue for NAVWOC to reach out to the WOSRs on the ground, gather feedback and provide suggestions to higher management about problems they face.

"Another area we're looking into is strengthening professional development, and we've set up groups where vocation specialists can share their knowledge and discuss ways to enhance their work processes," added SWO Leong Chee Wah, Training Command CWO.

In addition, NAVWOC oversees the WOSR Mentoring Scheme, which helps newly enlisted sailors to assimilate into the Navy environment. Warrant Officers deemed to be good role models are identified and recruited to guide and advise newcomers. The Mentoring Committee monitors the progress of each partnership, holds regular sharing sessions and workshops, and raises issues of concern to NAVWOC and senior management.

For MWO Wong Keng Tuck, Naval Diving Unit CWO, the nurturing role of a WOSR is something that he takes pride in. His greatest personal achievement is not, as one might expect, reaching the coveted appointment of CWO, but counselling a "problem child", and seeing his efforts pay off when he gained the youth's respect and trust.

As the Navy crosses its 42nd birthday on 5 May, it is precisely these collective and individual efforts to garner the commitment of its people and inspire others to give their best, which will help propel the RSN forward in its transformation journey.