The RSAF achieved something significant in the last workyear. We achieved our first accident-free year since Workyear 2000. The S211 crash on 2 Oct 01 had ended our last zero-accident record. For 6 years in a row since, we have had accidents. But last year, we halted the trend, re-establishing our zero-accident record. There were a few close calls indeed, which we must continue to try to eradicate. But let's give credit where it is due, for many people have put in a lot of hard work to ensure that we had a safe year. No Air Force flies 53,000 hours without accident due to luck. My thanks therefore to the men and women of the RSAF, as well as our partners from Singapore Technologies and Defence Science and Technology Agency. Your efforts have made this zero-accident year possible.

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Each and every time we engage our foreign friends is an opportunity for the RSAF to further MINDEF's defence diplomacy goals, and by extension, contribute to shaping Singapore's policy space.

Policy space is about choice. In the context of international relations, policy space can be thought of as the conceptual realm within which countries have to make choices that best meet their national interests. Since all - almost all - countries exist within an internationally recognised system, they also have to operate within the constraints of internationally accepted norms of behaviour. Therefore, it follows that every country's policy space is limited or constrained. Having said that, no country is also completely limited in its policy choices by circumstances.1 So what determines the extent of a country's policy space? One way to look at this is to perhaps think about how a group of friends decide on which movie to catch on a Friday night.

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"... that end is to build ONE SAF - an SAF that is integrated, networked, cohesive, synergistic, self-synchronous and singular in its mission focus to deter threats to our security, territorial integrity and sovereignty ..."

LG Desmond Kuek, Chief of Defence Force,
Singapore Armed Forces

As the RSAF embarks on its 3rd Generation transformation journey, over the next few years, we will continue to see extensive changes to its force structure, concept of operations, people development and organisation to achieve our vision of becoming a Full Spectrum and Integrated Force. The need for a full spectrum and integrated force is clearly evident in the recent major military operations, such as Ops Iraqi Freedom1, where combining air, land and sea capabilities their mission would have helped to deliver a potent combat power. Our increasing participation in peacekeeping, homeland security and humanitarian relief operations in the regional front also demands tight interoperability across the Services and external agencies. These operations have clearly demonstrated the need to pool resources, expertise and manpower across all Services throughout the planning-to-execution continuum. By bridging and integrating each Service's operational capabilities, the SAF could transit quickly to operations with the most optimised force package.

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"Transformation, even with its strong technological focus, does not displace the man at the heart of warfare; hardware can never substitute for heartware. Motivating soldiers to serve and fight in the defence of our nation is always a particular leadership challenge."

Minister for Defence,
Mr Teo Chee Hean, at the 6th National Service Command and Staff Course Graduation Ceremony, 10 Nov 05

The 3rd Generation RSAF and the 3rd Generation Airman

The 3rd Generation (Gen) RSAF is envisioned to be an Air Force characterised by its integrated-ness1 with the other Services, as well as by its ability to conduct the full spectrum of operations from peace to war. However, to achieve the successful transformation into a 3rd Gen RSAF, there is a parallel need to develop the 3rd Gen Airman, as it is the people that make any organisation. The RSAF's People Development framework, under the ambit of CARDINAL, has been built around this fundamental aim. Through CARDINAL, the RSAF aims to nurture and cultivate, in all airmen, the three 'C's of Competency, Core Values and Commitment. With these aims in mind, the RSAF's initiatives have been categorised into the three key thrusts of 'Developing Professionals', 'Realising Potential' and 'Engaging the Heart'. It is notable that the RSAF's People Development efforts are progressing in line with the wider SAF's aims of nurturing First Class People in a World Class Organisation and engaging our People towards stronger commitment and greater excellence.

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