Why is defence so important

In a multiracial, multi-religious and multi-cultural society like Singapore, peace and progress is possible only if Singaporeans of all races and religions live together in harmony and look out for one another.

It requires constant effort to build understanding and trust among different communities and to ensure that potential sources of misunderstanding and insensitivity are nipped in the bud quickly. This is Social Defence — everyone making an effort to trust one another and to strengthen the bonds across the different ethnic groups so that we are strong and united especially during times of national challenges. How do you put Social Defence into action?

Digital Defence. As Singapore works towards being a Smart Nation, digital technology will pervade all aspects of how we live, work, and play. Singapore will be one of the most technologically advanced, open and connected nations in the world.

While the digital revolution presents opportunities for Singapore, it also makes us vulnerable to threats from the digital domain. These threats will disrupt our way of life, and can also undermine our social cohesion and strike at the confidence and psychological resilience of our people. We therefore need to be able to respond to cyberattacks that target our networks and infrastructure, as well as threats that can be perpetrated through the digital domain such as fake news and deliberate online falsehoods.

Singaporeans must recognise that every individual is the first line of defence against threats from the digital domain, so we can defend ourselves against such threats. We must build robust defences and have effective recovery plans to remain resilient even when things go wrong. This is what a strong Digital Defence means. How do you put Digital Defence into action? Click here to see a simple infographic on Digital Defence. Psychological Defence. Singapore's ability to overcome threats and challenges that come our way depends on the collective will of our people to defend our way of life, the resolve to stand up for Singapore when pressured by forces that undermine our national interests, and the fighting spirit to press on and overcome crises together.

This is Psychological Defence. This instinct is based upon a strong shared identity as Singaporeans, pride in our nation, and an understanding of what we must do to ensure our continued security, survival, and success. How do you put Psychological Defence into action? Putting it all together. It has become a fundamental aspect of what makes us Singaporean and is shown in the things that we do on a daily basis — whether it is by fulfilling National Service duties, volunteering in Civil Defence activities, working hard and contributing to a strong economy, strengthening community ties with one another regardless of race and religion, or staying committed to defending the country.

Our work in Total Defence is unceasing. When we understand our part in Total Defence, we will continue to strengthen ourselves, our community, and our nation. Total Defence. What is Total Defence? The 6 Pillars of Total Defence Total Defence is our all-round response to threats and challenges and involves all Singaporeans in the following six aspects: Military Defence "A strong and formidable defence force made up of Regulars and National Servicemen, and supported by the entire nation.

In a world where a unilateral mission is an exception and joint European efforts are the "new normal," the question of whether joint procurement will impact nation states' sovereignty is the wrong one to ask. From the perspective of a German and European citizen, the biggest loss of "sovereignty" is the loss of capabilities that has occurred in the last several decades.

Increasing our capabilities and the availability of our weapon systems thus needs to be a priority, and joint procurement and management are essential to do so. The questions we need to ask concern industrial policy and the appropriate share of work for national industries. Where do we focus industrial capacities in Europe, where are national monopolies necessary, and which areas should be opened up for European competition? How can we structure a European defence industry that serves best our European needs?

These are the questions that Europe's member states need to answer. Looking forward, the discussion comes down to whether a single nation has the funding and expertise to develop the next weapon platforms on its own. How can this be changed? As we have seen, fragmentation is very high. The reason for this lies within the industrial interests of the different nation states and a legacy of national monopolies, which grew from a political procurement process focused on supporting local defence players.

To move towards joint European procurement, we have to talk about the elephant in the room: national industry workshare.

As long as there is no joint European vision on what a consolidated defence industry could look like, national defence players will naturally continue to align closely with their national customers plus seek export opportunities. The main question is how European governments and European institutions, such as the EDA, can organize such a dialog and, within the limits of European antitrust and competition law, create a blueprint for a consolidated European defence industry.

The German-Norwegian naval cooperation mentioned earlier is just one example, although the fact that Norway is not part of the EU makes this joint effort more flexible in some respects. Reducing the number of different weapon systems in service takes time, as replacement cycles are long. It will even take decades to see the full effect. However the European supply side has already seen significant consolidation — for instance, the number of combat aircraft manufacturers fell from 16 in to 6 in There's simply less opportunity for fragmentation as a result.

What could the agency do more or perhaps differently in this respect? I'm not in a position to comment on what the EDA could or should do; tasking and funding the agency is up to the EU member states.

A Handbook for Civil Society Organisations. Defence Management: An Introduction. Security and Defence Management Series, No. DCAF McConville Teri, Holmes Richard eds. December Transparency International Cranfield Defence Management Series Number 3.

Routledge Security and Defence Management Series No1. DCAF p5. Skip to content About Defence Management. How does it work? The four pillars of defence management cycle are: planning organising and staffing directing and leading monitoring and controlling [4] Planning is the selection and sequential ordering of tasks that are required to achieve the desired organisational goal. Who is involved? Resources Centre for Integrity in the Defence Sector. We use cookies on our website to give you the most relevant experience by remembering your preferences and repeat visits.

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