ON PARADE 2018

OCTOBER 2018

ONPARADE ANNUAL PUBLICATION OF THE ARMED FORCES OF MALTA

www.afm.gov.mt

CONTENTS & EDITORIAL

05 07 09

HON. MINISTER’S MESSAGE COMMANDER’S WORD

TRADES OF AN ARMY – TRAINING MILITARY TRADESMEN IN SUPPORT OF THE AFM MAINTAINING A BIRD’S-EYE VIEW OVER MALTA – OUR SPECIALISED TEAM OF AIRCRAFT TECHNICIANS

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SIDE-BY-SIDE TO THE HEAD OF STATE – THE INTRIGUING ROLE OF THE AIDE-DE-CAMP TO THE PRESIDENT OF MALTA

15

18 20 24

A CULTURE OF SPORTS

26 29 33

POLICING MATTERS IN AN ARMY – THE AFM’S MILITARY POLICE

P61 MIDLIFE UPGRADE PROJECT

MARITIME AND NAVAL SCIENCE BACHELOR’S DEGREE AT THE ITALIAN NAVAL ACADEMY

ÁBHAR OIFIGEACH – THE POTENTIAL OFFICER

GETTING IT LEGALLY RIGHT! – SERVING AS A LEGAL OFFICER IN THE ARMY

34

MILITARY COMMUNICATIONS INFORMATION SYSTEM (CIS) FACILITIES

37 38 40 42

OUR SOCIAL RESPONSIBILITY PRIMUS INTER PARES – FIRST AMONG EQUALS A HISTORY OF COLLABORATION… A CHALLENGE AHEAD SAYING “I DO!” THE MILITARY WAY

This publication is being distributed as part of the Times of Malta.

Saturday, October 20, 2018.

Production Allied Newspapers Ltd Printing Progress Press Ltd Cover Photo Sgt David Bugeja, Public Affairs Office Centre Spread Bdr Justin Gatt, Public Affairs Office Photography Bdr Justin Gatt, Official AFM Photographer Deputy Editor Bartek Romanczuk, Major John Stroud Assisting Staff LBdr Francisco Mumford, Gnr Isaac Zammit Cordina Advertising Sales Paula Bugeja. © 2018 All rights reserved. No part of this publication may be reproduced in any form or by any means, electronic, mechanical, photocopying or otherwise without the prior written consent of the publisher.

Opinions expressed in the articles or advertisements are those of the author or advertiser and do not necessarily reflect the views of the Government of Malta or the Armed Forces of Malta.

Send your feedback to On Parade, HQ AFM, Luqa Barracks, VLT 2000 or via e-mail to hq.afm@gov.mt

BEHIND THE LENS 2nd Lieutenant Kayleigh Gelfo A/SO3 Public Affairs Officer, HQ AFM nother successful year for The Armed Forces of Malta has come to an end, and I am honored to be presenting this year’s ‘On Parade’ edition, showcasing the members and events that make this Force what it is today. My position as Public Affairs Officer privileges me in portraying the hard work and dedication given by the members of The Armed Forces of Malta to the outside eye, using photographic tools and media platforms as ways of publishing a glimpse of all the work done throughout the year.

It is not an easy task to have to shortlist and pick titles and articles to be published in this yearly magazine, as everyone deserves to showcase what they have achieved. However, in this year’s edition, our readers will be taken on a behind-the-scenes calligraphic and photographic journey on what makes The Armed Forces of Malta the Armed Forces it is today.

The past twelve months have seen many calendar appointments, meetings, events, hardship, and times of celebration for the members of The Armed Forces of Malta. Amongst the many highlights of this year, two Intakes with a total of 150 recruits and another 12 Officer Cadets have been trained and given the necessary tools to attain a successful military career. These new soldiers have since been posted to various Units on

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land, sea, and even air, according to the exigencies of the Force, and will continue working in reaching the goals together with all the other serving members.

Together with the continuous investments The Armed Forces of Malta has executed, with regards to training and other specialized courses and trades, there has also been a large-scale investment in equipment and infrastructure within all Units. Amongst these investments one can find the Maritime Squadron’s upgrading of the Offshore Patrol Vessel P61, with the latest state-of-the-art equipment, to be able to further its thirteen years of service and continue conducting operations and law enforcement tasks, which have been vital for the success of missions both nationally and in multinational domains.

The list of achievements is endless, therefore I invite you to read this year’s edition penned by those who have organized, led or formed part of the training, the profession, the investment, the upgrade, the discipline, the history, and the events, amongst many others. As Nelson Mandela once said, “it always seems impossible until it’s done”, and all this would not be possible without the continuous hard work and dedication implemented by the serving members of The Armed Forces of Malta. ★

ArmedForcesofMaltaAFM @Armed_Forces_MT

October 2018 | ON PARADE 03

HON. MINISTER’S MESSAGE Minister Michael Farrugia Minister for Home Affairs and National Security ixteen months ago, I was trusted to take on the ministerial responsibility for Home Affairs and National Security. Amongst the areas of responsibility is the Department of Defence and the Armed Forces of Malta.

I have to admit that I am finding this ministry interesting, challenging and I look forward to innovation and change in quite a number of areas.

Since I took office I have had the opportunity to visit all the squadrons and understand better the operations performed by all sectors. I now realise that there is much more than meets the eye. I had the opportunity to meet many unsung heroes who go the extra mile to protect each one of us, our territory and all those who find themselves within our territorial waters and further out at sea, in our search and rescue area in line with international law and relevant conventions.

Throughout the recent years, initiatives have been taken not only to upgrade equipment and assets, but also by introducing the latest technology in many areas. All this is not enough if it is

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not coupled with the necessary human resources. Today’s AFM personnel are being offered the possibility to further their studies, not only to improve their educational abilities and go up the ladder, but also for the armed forces to have intelligent well trained personnel.

Change is ongoing and I can freely say that I have my full trust in the abilities of the administration at the Armed Forces of Malta for their vision and where they want to get to. Big investment is ongoing thanks to EU funds and from the consolidated fund.

The Armed Forces of Malta is in need of more youths aged 18-30 years to join its different squadrons, whether on land, air or sea. I will encourage all those who have the necessary qualifications to come forth, enquire and apply to join the armed forces.

We are working with MCAST on enhancing more vocational classes that needs are to be considered for any one of the disciplinary forces. Couple of years back, members of the disciplinary forces were given the opportunity, for the first time, to be members of a union and be represented by union representative if the need arises.

In the coming months, we plan to introduce further initiatives in the interest of the Armed Forces of Malta personnel, including the possibility to offer their services on a part-time basis after retirement. Discussions are ongoing and once concluded we will be introducing firsts in the disciplinary forces.

I am looking forward to work close to the officials of the Armed Forces of Malta to create more opportunities and better conditions of work for all the personnel. ★

October 2018 | ON PARADE 05

At this juncture, I am reminded of the following words uttered by General George S Patton Jr, “Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.” I am humbled by the resourcefulness and skillsets of the men and women of the Force who have formed a major part in the forecasting, preparation, negotiation, conclusion and preservation of projects, many of which were partially funded by the European Union, which the AFM has embarked upon. This past year, our personnel have worked tirelessly on concluding the long-awaited amelioration of the P61 offshore patrol vessel by significantly improving its reaction capability.

Whilst further labour and repairs were also carried out on the inshore and offshore patrol vessels, the Force’s air assets also went through their own share of refinements and enhancements.

“The commitment and loyalty shown by this team of individuals shapes the Force and reverberates within the unconventional spaces of our workspace”

COMMANDER’S WORD Brigadier Jeffrey Curmi Commander AFM enning the message for this annual publication of Malta’s own military magazine is always a pleasant exercise. It personally enables me to stop and look back at the twelve months or so that have passed and all the work that was conducted by the dedicated men and women of the Armed Forces of Malta. Such reflection of the past year paves way to a valuation of the coming years and the plans of action and opportunities which are in store for the AFM and its personnel of tomorrow. I am consequently honoured to be once again addressing the readers of “On Parade” and sharing with you what has been ongoing within our barracks and beyond.

For what makes up the AFM if not its soldiers and officers who readily and unreservedly dedicate their energies serving the exigencies of the Force and those of the country? The commitment and loyalty shown by this team of individuals shapes the Force and reverberates within the unconventional spaces of our workspace – be such service commitments on land, on board one of the Force’s military aircraft, or aboard a military vessel.

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Another most prominent concluded project which we would like to share with the readers of this publication is the mass acquisition of equipment, ammunition, weapons and protective clothing which is to be utilised during systematic AFM training and operations. The AFM has recently been rated as one of the safest work places in Malta after having posted the fewest non-fatal workplace injuries in the first half of this year. This shows that benefit is being reaped from the investment made in protective gear and equipment, from the training of personnel and the general outlook nurtured of operating in a safe manner within an inherently dangerous job. Accidents, also fatal ones, do happen and regretfully the AFM was not spared its share either in the past. Some postings in the AFM are intrinsically more dangerous than others. It is therefore satisfying that notwithstanding the nature of the job and the deployment in missions overseas, the AFM has still ranked as a safe workplace.

Other investments in our technical resources include the expansion and upgrade of the Force’s fleet, and the ameliorations of the AFM’s systems, which includes also the procurement of a multi-sensor and multi-spectral system for the Force’s air surveillance. The construction of a state of the art offshore patrol vessel, the acquisition of a weapons system for such vessel, the renovation of a storage space into a procurement and logistics hub and the future expenditure on protective gear, weapons and ammunition are just a few of the projects forming part of the Force-wide upgrade plan, projected for the coming years and which are still works in progress for the time being.

The abovementioned could not have been achieved without the continued investment, support and funding provided both locally and from the EU, coupled with the work of those civilian entities and departments who readily offer their expertise and assistance to the AFM and its personnel. The Force extends its gratitude for their unwavering support through the years that have passed and those that are to come.

Notwithstanding the benefits derived from the AFM’s technical resources, our personnel have remained a most valuable investment ➔ October 2018 | ON PARADE 07

COMMANDER’S WORD and asset in and of themselves. Individuals ready to wholly commit themselves to serve the Force and their country are enlisted as recruits, their strong points exploited to their full potential and their person moulded into trained, disciplined, fit and loyal men and women. During this past year and a half, the Force’s numbers have been strengthened by eleven officers, two hundred sixtythree regular force soldiers, nine officer cadets and nine Volunteer Reserve Force soldiers. Just a few months ago, the AFM’s doors were also opened to six differently abled civilian staff who are performing clerical and administrative duties. Consistent with the Force’s theme of readiness, self-growth and raising standards higher, personnel are invigorated and equipped with further training during the course of their service commitment, which ensures that our team has ample opportunities to learn and improve. This year, not unlike previous years, in house and local training ranging from lectures to hands on coaching was provided in tandem with specialised training executed abroad in countries such as the United Kingdom, Ireland, the United States of America and Italy.

Whilst we are presently living in a time absent of large scale warfare, the international environment is not devoid of its dynamic and complex conflicts. Armed with their equipment and refined skillsets, our personnel are deployed on operations locally and overseas and tasked with providing that which is in the national interest, be it Peace Support Operation, or deterrence and security force assistance. The shifting of the weather and calming of our seas brought about fresh surges of migratory flows from the South of the Mediterranean – a challenge that our personnel address when conducting Search and Rescue (SAR)

operations or maritime law enforcement. At the European level, the AFM also continued to contribute in foreign operations such as EUNAVFOR MED operation SOPHIA, FRONTEX Joint Operation FOA, and Joint Operation POSEIDON in the Aegean Sea. This over and above other obligations such as that of providing armed security during Malta’s presidency of the Council of the European Union, including security at the Maltese Permanent Representation seat in the EU, namely Dar Malta in Brussels. Locally, in conjunction with the vital routine duties which were carried out, such as security patrols at high level locations, explosives ordnance disposal duties, security escorts, coastal patrols by air and sea, and medical evacuations where such were required, the Force’s collaboration was also requested by numerous entities and departments. Some operations included supporting the Malta Police Force in major investigations or operations and other collaborations including assistance with security during major public events.

By way of conclusion, a word of gratitude is graciously extended to the families of our team of hard-working men and women who may be indirectly swept into the challenges being faced by our personnel. Your sacrifices and support for the betterment of the Force and our country may go unnoticed by some but they will never be forgotten by those at whose side you stand.

Cognisant that a lot of preparation has been involved in producing this publication, I would not like to take more space but leave the word to the various contributors in this edition of “On Parade”. We trust that you find this literary work both an informative and enjoyable read! ★

HEADQUARTERS

TRADES OF AN ARMY Colonel Christopher B Attard Colonel Capabilities and Training, Headquarters AFM

egular armed-forces personnel are employed in various trades. Whilst it is common to have a soldier obtain a primary trade and secondary trade, numerous soldiers qualify in more trades often upon their own initiative owing to their keenness in improving their knowledge, skill, and ultimately their career.

During their routine duties they carry out the work required of their trade, in addition to military training, exercises and active service.

The qualification in an Army trade is required

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TRAINING MILITARY TRADESMEN IN SUPPORT OF THE AFM for soldiers to be able to qualify in their military career.

The roles of Army Trades are diverse and highly challenging, each one provides expert solutions in support of military units or vital military operations. Trade variations range from the stone mason, painter and decorator, the plumber to Infanteer, Helicopter winch operator, Sea man, mate or Master and the special operators. These are just to mention a few, as the number of military trades and unit service support trades are very vast.

A military trade is a vital tool to proceed forward in order to have a successful career.

There are three competency levels of Trades which soldiers could achieve. It is a learning experience that usually kicks off early at the start of a soldier's military service, when he acquires his first trade. This is usually done immediately after they complete and graduate from the basic recruitment course. The second level of that trade is usually acquired few years later soon after they have completed their Junior Non-commissioned course and âž” October 2018 | ON PARADE 09

HEADQUARTERS

MAKING TRADESMEN OUT OF SOLDIERS, AND SOLDIERS OUT OF TRADESMEN

have now been promoted to the rank of Lance Corporal or Corporal.

As they proceed up through the ranks and reach the rank Sergeant or Staff Sergeant, they are expected to earn the first-class level, the highest level in Military and other Armed Forces trades. Most of the times these trades include modules or whole courses held at nationally and internationally recognised institutions. When these courses are completed an internal mechanism will allow them to be either trade tested or trade assimilated by a special appointed board that will review their qualifications and level of competence acquired.

10 ON PARADE | October 2018

The soldier mindset cannot be activated with the push of a button and being a soldier cannot be just a job, it is a way of life. Skills need to be acquired, maintained and perfected through the whole career and through a continuous learning mentality. In times of crises, soldiers will always default to their level of training, whatever that may be. Hence, the criticality of maintaining a credible, well trained force.

Operational readiness, consists of 3 components: a conceptual component (the ideas behind how to operate; a moral component (the ability to get people up to good level of

operational readiness); and a physical component (the means to actually operate with confidence and without fatigue hindrance).

Where this all ties in together is in consideration of AFM as an independent state entity required to set in motion at times of crises, solely reliant on itself to accomplish all tasks and goals. Just as the army recruits people from a cross section of society, it requires these same skills found in a functioning society to be independent.

As such, although trades and capabilities focusing on combat power such as the infantryman, boatswain & combat engineer are the most visible, the army cannot function without all the supporting personnel working tirelessly in the shadows to support operators in the conduct of the main military operations.

These may be as diverse as clerks who process, register, distribute and archive administrative or operational documents as necessary, the defence photographers tasked with compiling evidence during operational scenarios, medical assistants capable of assessing casualties and administering basic treatments and finally the IT support technicians who maintain the intricate webs of electronic communications.

It would be a mistake to view any of the trades required in the force in isolation but must be seen as a continuum one tying in with the other and one supporting the other. Like in a chain, all single links need to be strong and all must support each other’s efforts to achieve the mission’s success. Above all, each element is equal, just as a €1 coin is different but still equal to two 50c coins. ★

AIR WING

MAINTAINING A BIRD’S-EYE VIEW OVER MALTA OUR SPECIALISED TEAM OF AIRCRAFT TECHNICIANS ithin one of the sub units at Air Wing, lies a specialised team of personnel entrusted with the maintenance of all aircraft operating within the AFM. Such personnel are the aircraft technicians, and with a fleet of nine aircraft, their primary role is that of ensuring the airworthiness of each and every one of them.

The career progression of an aircraft technician is one which starts with the ground crew section where the basic skills are harnessed. A good grasp of these basic skills are fundamental for an aspiring technician since everything

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12 ON PARADE | October 2018

that a person around an aircraft does revolves around safety thus, making sure that the flying crew are within a safe working environment.

Following the ground crew phase, personnel have either the possibility of continuing the ground crew trade which, with sufficient knowledge and experience, will lead them in becoming Crew Chiefs, or pursue the Aircraft Technician trade. Those who decide to follow the latter path, will be automatically enrolled into an aircraft maintenance course which will lead them in being licensed as an EASA (the European Aviation Safety Authority is the

Lieutenant Joseph Aquilina Air Wing Support Squadron

regulatory body within the EU) Part 66 Category A technician. While the mentioned license is intended for the civilian world, Air Wing deems that such licence is important since it provides a high level of instruction keeping safety at the forefront.

Upon successful completion of the Cat. A exams personnel will be posted into Support Squadron’s Technicians Section where they will be gaining experience under the supervision of the already experienced licensed technicians.

One important factor in the career of an aircraft technician is the ongoing training. An

AIR WING example of such training would be a specialised course on a particular aircraft’s systems (type training) which is usually provided to aircraft technicians who have already achieved enough work experience on that same type of aircraft.

Not all ongoing training is technical in nature.

All personnel working on or around aircraft are required to undergo re-currency training on human factors and crew resource management and this is done to make sure that no one gets complacent on his job and more importantly, keep safety on top.

The normal routine of an aircraft technician does not really exist since every day provides new challenges. Maintenance on aircraft can be divided into two types, scheduled and un-scheduled maintenance. The difference between the two being that scheduled maintenance can be planned beforehand and thus parts can be ordered and be ready in stores and technicians briefed and available for the whole duration of the inspection. On the other hand, un-scheduled maintenance is considered as a maintenance occurrence which needs to be performed outside its normal maintenance schedule due to an unforeseen fault or occurrence. These turn out to be the most challenging because to start with, the technician first needs to identify the fault and deduce what is causing that fault.

Once the fault is identified, faulty units are either replaced or sent for repair. Coordinating such tasks fall under the responsibility of the technical officer.

The Technical Officer within Support Squadron is also a licensed technician by trade but has the added responsibility of maintenance planning, logistics and most of all, the management of the technical personnel who fall under his command. The license held by the technical officer is the EASA Part-66 Category B which gives the license holder the privilege to certify aircraft following maintenance, including aircraft structure, powerplant, and mechanical and electrical systems.

The challenges that a technical officer encounters are various and one of them is the troubleshooting of faults. Needless to say, that aircraft are complex machines with multiple systems working simultaneously and in synchronisation with each other therefore identifying a fault can become a very tedious and timeconsuming process. Troubleshooting might be the most challenging task however it also offers the greatest amount of satisfaction once the aircraft is brought back to an airworthy state.

Another challenging task frequently encountered by the technical officer is that of handling logistics of aircraft parts, repairs, and major maintenance works which are carried

out by other maintenance facilities. All of the above is worked out in conjunction with the centralised logistics office at AFM headquarters. Merging the fast-paced aviation industry with a procurement system which is not specifically tailor made for such industry presents the biggest challenge in this field and without the dedication and commitment of all offices involved, such tasks would be much more difficult.

Being an aircraft technician in the AFM is not just a matter of obtaining the necessary

qualifications. Dedication and commitment are also a key part of a successful career progression since on top of everything, the aircraft technician is still a soldier of the AFM who is expected to hold and follow all military values.

Forming part of the Air Wing’s Aircraft Technician Section rewards personnel with the honour and pride of maintaining Malta’s air assets in order to have them ready for the call at a moment’s notice, whether it is a Search and Rescue call or any type of patrol required to fulfil the AFM’s roles. ★ October 2018 | ON PARADE 13

HEADQUARTERS

SIDE-BY-SIDE TO THE HEAD OF STATE

Photo: DOI

THE INTRIGUING ROLE OF THE AIDE-DE-CAMP TO THE PRESIDENT OF MALTA he role of an Aide-de-Camp (ADC) is challenging for any Army officer to transition into as it contrasts greatly from the military style and discipline of formal training. The former part of my military career within The Armed Forces of Malta security departments and Training School did very little to prepare me for such a diplomatic role, which made these past four years a steep and challenging learning curve. The role of an ADC varies not only from country to country, but even from one President to another, which makes preparing for the complex role

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problematic and demanding. One thing is for sure, the individual filling the post of ADC truly needs to live up to the metaphor ‘Jack of all trades’, as throughout one’s posting they would have done every task and shouldered every responsibility pertaining to the Presidential Office imaginable.

In order to fully understand the role of the ADC His/Her Excellency The President of Malta, one must first look back to how the role came to be. In Malta, the role was inherited from the ADC to the Governor General, upon becoming a Republic in 1974; Malta got its first Maltese

Captain Stephanie Debono Senior Aide-de-Camp to The President of Malta President. For the sake of continuity, the ADCs previously assigned to the Governor General where inherited by the President under the formal title of Personal Secretary to the President.

It was only in 1999, when Former President Guido de Marco took Office, that the role took the Official title of ADC to the President.

The attempt to define the roles and commitments of the ADC to the President is definitely a challenging one and the list can never be ➔ October 2018 | ON PARADE 15

HEADQUARTERS

Photo: DOI

Photo: File image

“When I first joined the military, I knew I would lead an interesting and challenging life” truly exhaustive. One must keep in mind that, as has been stated earlier, although a basic framework to the role does exist, the tasks and commitments will vary and adapt depending on the individual filling the role of President and his/her team.

On a daily basis, every invitation and event that reaches the Office must be discussed between the ADC, Private Secretary and The President before being accepted. Once accepted, it is the ADC’s duty to ensure all protocol and security measures are adhered to and that all factors connected to the visit, be it transport or any other logistical factors, are in place. The ADC must know every step The President will be taking every day, and must also have a clear understanding of what The President would not be comfortable doing.

Apart from the preparation of the President’s daily calendar, the ADC must also accompany the President on all Official duties.

16 ON PARADE | October 2018

Adding to this, the ADC must also take on the role of coordinator on behalf of the Office on a number of events. National events, such as Republic Day celebrations, National Oaths of Office and so forth within the Presidential palaces are all planned and coordinated by the ADC. Incoming State Visits are coordinated on behalf of the Office by the ADC in collaboration with the Office of the Prime Minister whilst Outgoing State Visits are also coordinated by the ADC in collaboration with the Protocol Office from the Ministry for Foreign Affairs and Trade Promotion.

The majority of these events normally require the ADC to don the Military Uniform.

For Ceremonial Parades, the No 1 Ceremonial Dress is worn in the Winter Season whilst the No 3 Ceremonial Dress is worn in the Summer Season. For Official civilian events the ADC will wear the No 2 Dress in winter and the No 4 Dress in summer. On foreign visits special

attention must be given to which uniform to don, given the climate of the Country might vary to that of Malta.

Although there are a set of Official Presidential Duties that are carried out by all Presidents during their term, every President also brings his/her own style to the Office, normally expressed through philanthropic organizations/events. For example The Malta Community Chest Fund is a National Charity taken on by every President to raise funds for those in need. The current President, H.E. Marie-Louise Coleiro Preca, has brought with her a number of other organizations in addition to taking on the MCCF, amongst them The President’s Foundation for the Well Being of Society, The President’s Trust as well as the National Cancer Platform. Although the ADC is not directly involved in the running of these organisations, coordination with the Foundations/Organisations is a must in order to ensure that the level of quality expected from the Office of the President is upheld. The involvement in such philanthropic causes plays

HEADQUARTERS

A list of all Officers that served as ADCs throughout the years Brigadier Claude Michael Gaffiero July 1968 – May 1985 (July 1968 to Dec 1974 – ADC to Governor-General) - Sir Anthony Mamo (Governor General 19711974; President 1974-1976) - Dr Anton Buttigieg (1976-1981) - Mr Albert Hyzler (Acting President Ad Interim 1981-1982) - Ms Agatha Barbara (1982-1987)

Major Charles Mansueto May 1985 – September 1992 - Ms Agatha Barbara (1982-1987) - Mr Pawlu Xuereb (Acting President Ad Interim 1987-1989) - Dr Censu Tabone (1989-1994)

Colonel John Harrison April 1989 – April 1994 - Dr Censu Tabone (1989-1994)

Colonel Martin Bondin October 1992 – November 1995 - Dr Censu Tabone (1989-1994) - Dr Ugo Mifsud Bonnici (1994-1999)

Major John Schembri April 1994 – September 1998 - Dr Ugo Mifsud Bonnici (1994-1999)

Colonel David Mifsud

on a Soldier’s already altruistic tendencies and sense of duty.

All the above responsibilities and commitments should already give a clear idea of the challenging life an ADC leads. The balance between work and personal life is a constant struggle and one’s strong sense of duty normally means that one’s personal life would be the side that suffers.

On a personal level, I found this particularly challenging, all the more due to the fact that during my posting I decided to further my studies in order to be more professional in the discipline at hand, studying for and obtaining a Masters of Arts in Protocol and Diplomacy Skills.

Being a woman in such a role offers various challenges, especially when visiting certain countries where gender equality is not yet established. Trying to coordinate a visit with foreign organisers who disregard your professional status causes some serious stumbling blocks. I believe that such challenges are often faced by women,

even in a progressive country such as Malta, and in the end WE just need to be strong and persistent and prove ourselves.

Complaining about having to work harder than men for respect, although mainly true, will not get us anywhere, but I believe that if women around the world continue to prove themselves on a daily basis, the negative mentality and prejudice will slowly change.

When I first joined the military, I knew I would lead an interesting and challenging life, but being asked to be the ADC to the President was a very much an unexpected honour. A Military career is a way of life and it gives you opportunities you will not be able to find in any other career path.

Although it is a challenging life, which often requires constant personal sacrifices, I take pride in my role, would not change it for the world, and finally I would definitely recommend this career path to anyone who is looking for a career which is stimulating, challenging and rewarding. ★

December 1995 – January 2007 - Dr Ugo Mifsud Bonnici (1994-1999) - Prof Guido Demarco (1999-2004) - Dr Eddie Fenech Adami (2004 – 2009)

Major Stefan J Camilleri January 2007 – June 2010 - Dr Eddie Fenech Adami (2004-2009) - Dr George Abela (2009-2014)

Colonel Mark Mallia July 2009 – Dec 2013 - Dr George Abela (2009-2014)

Major Jonathan C Borg July 2010 – September 2014 - Dr George Abela (2009-2014) - Mrs Marie-Louise Coleiro Preca (2014-2019)

Captain Stephanie Debono April 2014- Mrs Marie-Louise Coleiro Preca (2014-2019)

Lt Brian Gatt September 2014- Mrs Marie-Louise Coleiro Preca (2014-2019) (*Ranks indicated above reflect rank the officer ended his/her service in.)

October 2018 | ON PARADE 17

4 REGIMENT

A CULTURE OF SPORTS Warrant Officer II Marlow Mark AFM Sports Co-ordinator Sport plays a very important role in any military organisation, and it has been a central part of the Maltese military culture since time immemorial, and over the years a number of fine Maltese military sportsmen have filled the ranks of our military. The AFM has proudly kept up this tradition, and continuously strives to maintain this ethos.

AFM Sport Committee A good structure of sports oriented people forms part of the AFM Sports Committee, tasked with a calendar of organising events within the AFM Regiments. This committee is composed of fifteen members, namely an AFM 18 ON PARADE | October 2018

Sports Officer acting in the position of President (CIMIC), AFM Sports Coordinator, Committee Secretary, five Regimental Sports Officers, six Regimental Representatives, and one member acting as Public Relations Officer.

The Committee meets once a month or according to the AFM Sports calendar agenda.

The Committee objectives are to promote and organize Sports, enhance the sport culture within AFM Units and to support all Regiments in the organisation of Regimental activities.

More than ten sports activities are organised annually including, Football, Basketball, volleyball, Athletic Meeting, Darts, Table Tennis, Snooker, Pool and more. After each event a post mortem meeting is held so that we can improve our organisation and logistics matters.

The Organised Sport events held within our Units will also help us to identify our best personnel in every discipline so that later they will compete in the MESA Organised Sports.

AFM participating in MESA organised Sport The AFM participates in the Government and Parastatal Football League, nowadays known as MESA. The AFM Teams have done very well over the years, winning more than ten Division 1 Leagues, Knock-out competitions and also very successful in the 5 a-side League being organised for the first time 3 years ago.

This season 2017/2018, the AFM participated with three teams in the MESA leagues, two in the 8 a-side League and one in the 5 A-side league. The teams in the 8 A-side league were AFM A and AFM B. The AFM A has won both the league and the Knock out with a record of eight wins from eight games in the league scoring forty-eight goals and conceding only eight goals. AFM B has finished second in the league winning six games, one raw and lost one against the AFM A scoring twenty-six goals

4 REGIMENT

and conceding twelve goals. The AFM B finished as runners up in the Knock out competition. In the 5 A-side league the AFM team has won the league with eight wins and one draw from nine games, scoring fifty-four goals and conceding fourteen goals. In the Knock out competition the AFM finished as runners up losing the Final against the Education Department. This year was a very successful season for the AFM teams, winning nearly all the prime positions in the MESA Football Competitions.

AFM will also participate in many other Sports organised by MESA, where we will compete with a large number of participants from amongst the other Government Departments and private companies. This will include Football for Ladies, Football Over35, Snooker, Pool, Table Tennis, 5 Km Runs, Volleyball (mixed), Clay Pigeon Shooting, and other events during the year in which we also excel.

namely Capt. Mark Mallia (Deputy Commander – Colonel to-date) and 86284 Bdr Marlow Mark (Warrant Officer II to-date) represented our country in the 63rd General Assembly and Congress that was held in the city of Montreux, Switzerland. Later in 2011, for the first time, a small delegation of three Athletes participated in the World Military Games, held in Rio, Brazil. We participated in Boxing, Marathon Running and Triathlon.

In June 2009, the first Military Football Tournament was held locally, were Greece and the Cyprus Military teams, plus the Malta Police selection also participated.

A CISM Day Run will be held every year to commemorate the establishment of CISM. This will be held on the 18th of February when the CISM was founded in 1948. The route, of approximately 6km, will take place from Luqa Barracks to Valletta area.

CISM Membership and Participation

MHAS Sports

The AFM was declared as full members in CISM in the year 2008 where a small delegation

Every year a Sports Day amongst the Disciplined Forces will be organised to promote

more Sports within Departments. This also serves to motivate and encourage more personnel to participate in sports, not only for those who practice their individual sports on a daily basis as part of their lifestyle, but also for those who are not competitive. By this vision, we emphasize the importance of having more members perform physical activity.

This year, the AFM Sports Committee organised a Sports Day on the 25th April 2018 for the Discipline Forces (MHAS). The Departments involved were AFM, Police, Academy for Discipline Forces, CCF & Civil Protection. Sixteen different events were organised. These consisted of Football, Basketball, Volleyball, Table Tennis, Darts, Arm Wrestling, Kick Boxing, Power Lifting, Chess, Pool, Various Athletics events and Tug of War. Football and Pool were organised at Safi Barracks while all other events were organised at Luqa Barracks. Over 450 Personnel participated in these events.

AFM won the Aggregate Shield with 120 points followed by the Police with 86 points and CCF in 3rd Place with 24 points. Hon Michael Farrugia presented the awards for this occasion. ★ October 2018 | ON PARADE 19

MARITIME SQUADRON

P61 MIDLIFE

UPGRADE PROJECT

Captain Mark Mercieca Officer Commanding Offshore Patrol Vessel P 61

ate in the evening on April 23rd 2017 the Armed Forces of Malta Offshore Patrol Vessel P61, left Hay Wharf Base and commenced its voyage towards Genoa, Italy. This is the same port where she was constructed over twelve years ago. In the months to follow, P61 would undergo a series of upgrade works including the replacement of the entire propulsion system with a brand new one as well as renovation works on the navigation equipment. This long awaited and much required mid-life upgrade project was co-financed by the European Union through the Internal Security Funds (ISF) and conducted at the renowned Italian ship building firm Fincantieri under the close supervision of AFM personnel.

Throughout its 12 years of service, during which numerous and a wide range of operations were conducted, the crews always sought to maintain the vessel in the best possible shape. However due to the unforgiving marine conditions, ageing propulsion system and operational wear and tear, the need of a major

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intervention had become inevitable in order too keep the vessel operational and relevant to the current challenges in the Mediterranean.

This project would not only see P61 returning to its former glory but also enhancing its original capabilities in order to function in a dynamic maritime scenario which has, in several ways,evolved in the past years.

Following long painstaking months of planning and preparations, works on P61 commenced in late April 2017 at the Fincantieri facilities in Genoa. Fincantieri, being the ship building company tasked with the construction of P61, had all the pre knowledge and resources needed to carry out the project. During these extensive works, hundreds of professional labourers with different trades worked simultaneously under the attentive eye of AFM officials who ensured that each task was carried out to the highest possible standard. The most delicate and impor-

tant feat of the project was undoubtedly the replacement of the propulsion system, which included the replacement of both main engines, gearboxes and all their associated electrical systems and pipe work as well as the software for the automation system. The new engines were embarked through temporary openings in the ship side and meticulously installed together with new gearboxes. This procedure took approximately 6 months to complete and no detail was spared during its execution.

Apart from the propulsion plant, other major works were conducted throughout the vessel, particularly in the navigation bridge. A new cartography and radar system including 3 standalone multipurpose work stations was installed.

This state of the art equipment greatly enhanced the early warning and surveillance capabilities of the craft whilst at the same time ensuring safety to navigation whilst at sea.

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Several other new equipment such as a new weather station, radio equipment, Automatic Identification System, CCTV system and engineers’ control station were also installed as part of this project. As expected after 12 years of service, several unscheduled repairs had to be conducted as the works progressed. These included the replacement of several valves and corroded shell plating.

Having completed all the works planned to the satisfaction of the AFM project team, P61 was once again floated and finally left the dry dock. This was done in order to conduct a number of sea trials which would see the vessel go through various demanding manoeuvring evolutions. The sea trials also allowed for the testing of the equipment’s limitations and capabilities. Needless to say, after all the effort and long painstaking hours invested into this project, anticipation ran very high. All the hard

work was however rewarded with positive results when P61 passed each and every test it was put through. In some instances it also performed even better than anticipated. That concluded P61’s voyage and on October27th, the now rejuvenated vessel was handed back to the Armed Forces of Malta, equipped with all the necessary tools to resume its much needed service in the Mediterranean sea protecting the Maltese territorial seas and the EU borders.

Being the flag ship of the Maritime Squadron, P61 holds the biggest responsibility in ensuring Maritime Security and the protection of the Mediterranean Sea Lines Of Communication (SLOCs). Malta, being an island and having an ideal strategic geographical position, is highly dependent on maritime trade and services. SLOCs are as important today to the current economic growth and security

of our nation, whose critical resources, friendsand foes all lie beyond its shores. These factors give a tremendous strategic importance to Maritime trade and geopolitical value, one that should be protected at all costs, ensuring the prosperity of our nation.

In the past years, owing to the unrest in North Africa and the resulting migration flow towards mainland Europe, the once thriving maritime traffic South of Malta has experienced a sharp decline. Merchant vessels, fearing their involvement in time consuming and costly rescue operations, have been opting to follow longer routes so as to avoid the affected area. While this phenomenon has not resulted in a direct effect to the Maltese Economy, it serves as a strong warning signal for our nation to provide adequate Maritime security and guarantee free and safe navigation to all.

With this midlife upgrade project the AFM has not only restored and increased P61’s original capabilities but has also shown that Malta is taking strong steps in giving Maritime Security its warranted importance. Having now enhanced the surveillance and early warning capabilities, our flag ship can now resume its role in the Mediterranean Sea. This, together with other projects currently being managed by other sections of the AFM for implementation in the near future, proves that the AFM continues to ensure that Maltese and EU interests will be adequately protected in the current dynamic geopolitical scenario. ★ October 2018 | ON PARADE 21

ONPARADE October 2018

www.afm.gov.mt

MARITIME SQUADRON

MARITIME AND NAVAL SCIENCE BACHELOR’S DEGREE AT THE ITALIAN NAVAL ACADEMY

Lieutenant Mario Mallia Offshore Command Maritime Squadron

ll officers in the Armed Forces of Malta start their military career by being deployed abroad for training in military training institutions.

After graduating with a Bachelor of Education, I joined the AFM back in 2015, forming part of Cadetship 151, and started my transition from a civilian to the military life.

The AFM’s Training School provided us with the unique intensive training opportunities to learn the requisite skills and develop the physical and mental resilience that a military career entails, if it is to be crowned with success.

After completing the initial basic training, I was chosen to follow a three-year degree course in Maritime and Naval Sciences at the Italian Naval Academy in close collaboration with the University of Pisa. The course duration was from 2015 to 2018 and our specific course was called Ateires, a name chosen by us during the first summer campaign.

This course offers professional development for military officers of the Navy. It is particularly relevant to AFM personnel in light of Malta’s crucial strategic geo-political position in the

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Mediterranean. Apart from significantly improving my command of the Italian language, which has helped me communciate better with members of the Italian Armed Forces, I also had the highly rewarding opportunity to study several practical and applied university subjects such as Navigation, Meteorology, Astronomy, Physics, Analysis, Tactical Regulations, Naval Architecture, Telecommunications and other related subjects. The Academy has also Bridge simulators which create a realistic scenario. I was also the beneficiary of demonstrations of a number of manoeuvres such as man over board and anchorage. The fact that professors and commanders taught us these very useful subjects guaranteed an unrivalled wealth of knowledge and experience in these essential subjects.

The first year’s main highlight was the three-month long sailing experience on the Amerigo Vespucci. The Amerigo Vespucci is a tall ship built by the Italian Navy to serve as a school ship. As a Cadet I had the opportunity to represent Malta for the first time, participating with other 99 cadets on board. Our campaign programme included sailing to the Western Mediterranean, passing through the Strait of Gibraltar to the Atlantic Ocean, heading to the North Sea and the Scandinavian Sea. The most fascinating and rewarding experience was that of opening the sails which provided an ideal opportunity to practise and master the fundamental twin elements of sailing and navigation. Strong emphasis was laid on Celestial Navigation, that is, observations of stars using the sextant followed by a sequence of calculations that help determine the ship’s position in a traditional way.

This course also offers Amphibious Warfare training in Brindisi with the San Marco Regiment, the marines of the Italian Navy. Real life

simulations were created during this threeweek training period such as beach landings conducted by landing craft and RHIB boats.

Lectures on Amphibious Warfare focused on firearms, Health and Safety, Maritime Laws, Amphibious Warfare, Rules of Engagement, Map Reading, Crowd Control and Explosive Ordinance Disposal. For physical practice, we engaged in Crowd Control, Fast Rope from 3 meters to 9 meters and rock climbing.

The academy course starts with highly theoretical instruction. However, over time the course becomes more practical and more action-oriented. The aim is to educate future officers holistically so that they have a firm

MARITIME SQUADRON

“This course offers professional development for military officers of the Navy”

grasp of theory but at the same time, they learn to take well-informed decisions in distressing and challenging circumstances.

During my second year I had the opportunity to embark on the Destroyer ITS Luigi Durand

De La Penne. During navigation, several military exercises were performed such as a live fire exercise, and other tactical exercises involving refuelling and fast manoeuvrings. Embarking on a Destroyer is a unique experience due to the fact that it is a war ship equipped with several combat systems.

Although physical training seems impossible on a warship, military combat was available at least twice a week on the flight deck, and regular running was done in port entries. Moreover, in the academy several sports are available although the main emphasis is placed on preparing for the challenging

examinations leaving preciously littel time for the gym. Swimming is one of the main activities in the academy and a physical fitness test is obligatory twice a year. The most challenging part of this physical fitness test is swimming for one nautical mile.

I feel proud that I was given this opportunity and honoured to attend this three-year course for the first time at the Italian Naval Academy.

This experience has helped me improve personally on several levels. This course was quite arduous and, for all the difficulties we had to face, I do not wish it was otherwise as these challenges helped me overcome my limits and instilled in me mental resilience. ★ October 2018 | ON parade 25

4 REGIMENT

Lieutenant Maverick Scerri Officer Commanding Headquarters Company, 4 Regiment

POLICING MATTERS IN AN ARMY THE AFM’S MILITARY POLICE t is no point of contention that the tasks entrusted to the Armed Forces of Malta have increased drastically not only in number over the past years, but also in terms of their varied nature. Consequently, the need to have a dedicated pool of soldiers specialized on Military Policing duties under the centralized command of a single unit has never been so important. The Military Police element of the Armed Forces of Malta is made up of a platoon of troops and forms part of 4 Regt’s HQ Coy. It was formally established rather recently, in 2015, and is therefore considered as being still at its infant stages within the Regiment.

Gradually, however, the platoon is growing into one of the key elements of the unit on several levels. It is the intention of the

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4 REGIMENT

“The Military Police Platoon operates either directly or indirectly within all AFM Bases” Commander Armed Forces of Malta to strengthen this sub unit both in terms of the human resource as well in terms of training and equipment. As is, the MP Platoon is already highly appealing to new recruits joining the Force and, given its ever increasing importance as well as its versatile role, this comes as no surprise.

For those who wonder what such role would entail, one might say, in simplified terms, that the Military Police are entrusted to protect the lives and property of military installations. They enforce military laws, safeguard good practices as well as ensure that standing orders are adhered to in all contexts. One could rightfully say that our Military Police operate similarly to civilian police officers – the only difference being that they operate within a military base. In the case of the Armed Forces of Malta, there are 5 main bases namely Luqa Barracks, home to HQ AFM and 4th Regt, Safi Barracks which is managed by 3rd Regt, the Maritime Squadron Base in Hay Wharf, Floriana, Lyster Barracks in Hal-Far home to 1st Regt and in the Airwing Squadron. The Military Police Platoon operates either directly or indirectly within all AFM Bases.

As one might imagine, any military installation or barracks very often have restricted access due to the sensitive nature of the work that goes on within them. We are living in an era where conventional warfare has declined and gave way to ➔ October 2018 | ON PARADE 27

4 REGIMENT asymmetric conflicts, namely terrorism. To this effect one of the main roles of the Military Police Platoon is to control access to AFM bases. Access control is of utmost importance and the members of the Military Police are there to ensure that buildings are secured and strictly controlled with access given only to authorised personnel.

Although an individual might be authorised to access the Base, the same individual might be restricted from restrictions other parts of the Base especially within areas containing confidential documentation, secure data, arms and telecommunication equipment. To this effect, the task of the MP is not simply checking a list at the Gate for authorised personnel but includes the frisking of vehicles and civilians on entering the military installation and the escorting of the latter throughout their stay in the base. An escort’s job is not simply to follow an individual around, but it requires a vast spectrum of skills and techniques. Such skills can only be taught through the various courses that our MP personnel frequently sit for, which courses are conducted by both seasoned local instructors as well as foreign professionals.

As previously mentioned, soldiers serving within the MP are also tasked to monitor fellow AFM soldiers and to ensure that every AFM soldier is following all standing orders.

This could range from simply checking that a soldier is well groomed and properly dressed to more critical tasks such as ensuring that health and safety policies or specific orders issued by Commanding Officers from time to time are followed. For our MP to do all this, they must have two very important qualities which are inherent to law enforcement. First and foremost, every Military Police member must be capable of leading by example. Secondly, they must also have strong communication skills and have the moral courage to point any wrong-doing, potentially even to individuals above their rank.

Moreover, MPs are not confined to work inside barracks. Whenever the AFM is deployed outside barracks, be it locally or abroad, members of the MP Platoon are put in charge of protecting those deployed troops. One such typical example is when a sizeable part of the force is deployed out on ceremonial duties. The presence of the MPs allows the rest of the soldiers deployed on the main effort to focus solely on their task,

knowing that security of their surroundings is maintained by the Military Police Platoon.

One cannot draw this contribution to a conclusion without mentioning last year’s significant milestone for this platoon. While Malta was heading the Presidency of the Council of the European Union, 8 soldiers of the Military Platoon were deployed in Brussels for a 10-week tour of duty to provide an enhanced safe and secure environment at Malta’s representation to the European Union and the Maltese Embassy to the Kingdom of Belgium. Once again this is not a task that can be entrusted to every soldier and our Military Police are trained particularly for this purpose.

It would be impossible to go into further detail about all the other tasks entrusted to this highly-esteemed group of men and women.

It is no wonder that our Military Police soldiers wear with immense pride their distinctive black brassard with its red MP inscription on their right arm. So, for the next time that you notice a soldier wearing this brassard, bear in mind that he or she is a proud member of the Force that leads by example and that has been entrusted to protect the army values and ethos of the AFM. ★

HEADQUARTERS

ÁBHAR OIFIGEACH THE POTENTIAL OFFICER

Second Lieutenant Kayleigh Gelfo A/SO3 Public Affairs Officer Headquarters AFM ith reference to the training and human resources strategy within the Armed Forces of Malta, and as part of the continuous investment in training of new and current personnel, the Armed Forces of Malta continuously sends its Officer Cadets to military academies overseas as a progression of their formation training. The Armed Forces of Malta offers initial training to all Recruits and Officer Cadets, however, the latter then continue training overseas at military academies that provide unique training opportunities to enhance the leadership qualities that make an officer. These renowned military academies cover the most recent syllabi in the respective courses, giving those who attend the highest quality of training.

When attending these academies one is faced with various challenges, both physically and mentally, however those who are successful often proudly regard this experience as a lifetime achievement. Attending a course overseas for an extended period of time also moulds the personality of an officer, becoming more independent in decision making and being able to lead under demanding circumstances. Throughout the years our officers have attained remarkable results and the Maltese cadets have constantly placed themselves in top positions amongst the other international cadets.

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The Armed Forces of Malta currently sends the Officer Cadets in training to the below list of military academies, varying from infantry, air, and naval courses. This list, however, excludes a number of specialist courses that are also held overseas, that are also attended by personnel from all ranks.

2Lt Cauchi Inglott, appointed as the Royal Guide during the passing out parade, carrying the Lord Admiral’s Verge, Britannia Royal Naval College, Dartmouth.

Britannia Royal Naval College Dartmouth Britannia Royal Naval College (BRNC) is situated in Dartmouth, United Kingdom, and the main aim is in delivering learning that is inspiring, challenging and relevant to meet Fleet operational capability. It has been at the forefront of the education and development of world-class Naval Officers in Dartmouth since 1863. Officer training, also known as Initial Naval Training (Officer) (INT(O)), and is a 30 week course that provides comprehensive induction into Naval life as an Officer. INT(O) challenges both mental and physical resolve, and trains and tests the cadets throughout key stages of the course, during which time they will get to experience the varying roles and responsibilities of an Officer in the Royal Navy. This Course includes topics such as: further leadership training and introduction to advanced planning in the form of the Maritime Tactical Estimate; tuition on topics such as Strategic Studies and Maritime Operations; extensive boat handling training and further navigation training; a 3 week Initial Sea Acquaint onboard a Royal Navy Warship; and a four-day assessed maritime practical leadership exercise.

Defence Forces Ireland Military College – The Cadet School Located within the Military College, the Cadet School is the training institution with responsibility for the training and education of officer

Crowd Riot Control training, 93rd Cadet Class, Defence Forces, Ireland.

Live Fire Tactical Training Exercise including helicopter drills, 93rd Cadet Class, Defence Forces, Ireland.

cadets for the Irish Defence Forces. The Cadet School’s main mission is to develop leaders of character and prepare them for the exercise of command authority; provide the requisite knowledge, skills and competencies to ensure operational effectiveness; and train collectively to inculcate discipline and esprit de corps. The Standard Cadet Course is made up of an approximate duration of 68 weeks that are divided into three stages: Induction; ➔ October 2018 | ON PARADE 29

HEADQUARTERS

Section in Attack training, 93rd Cadet Class, Defence Forces, Ireland.

Foundation; Core. The objective of the Course is reflected in the concept of developing the whole person. This concept requires the provision of the opportunity for increasing selfconfidence, inculcating pride in achievement, developing physical and mental endurance and providing a foundation for intellectual growth. An essential basic step in the training process is the identification of the leadership and personal qualities that are required and against which individual progress and development can be measured and assessed.

2Lt Rowe, Commissioning Ceremony, Royal Air Force College, Cranwell.

Defence Forces Ireland – Naval Service Officer A Naval Service Officer specialises in Operations Branch or Engineering Branch. The role comes with very real physical and mental challenges, with Officers being expected to lead from the front in all situations. A Naval Service Cadet engages in a course of training of approximately two years duration divided into different stages. The first year is spent in military training at the Naval Base in Haulbowline, Cork. The second year of the cadetship is in accordance with the National Maritime College of Ireland course prescribed for the cadets. At the end of the second year and on completion of exams, and a Sea Term, the cadets will be qualified for the award of a commission.

Italian Naval Academy Livorno The primary mission for Naval Academy is: “to select, educate, train and prepare civilians in order to be military and maritime leaders capable to take charge in any situation, to face – and win – the challenges of tomorrow, and to always lead their crews by example and inspiration”. The Naval Academy has established a rigorous training curriculum that is designed to develop Midshipmen self-discipline 30 ON PARADE | October 2018

2Lt Galea, during Exercise DYNAMIC VICTORY, in Bavaria, Germany, as part of Cadetship training by Royal Military Academy, Sandhurst.

and high standards of honour, duty and responsibility. Also during the Academy, midshipmen are trained in military drill, they are introduced to Amphibious Warfare, attend several ethical and leadership courses and take part in many internal and external social events. Such a diverse educational and training program ensures that the Naval Academy graduates are well-rounded naval officers.

Royal Air Force College Cranwell The Royal Air Force College (RAFC) is the Royal Air Force training and education academy, which provides initial training to all RAF personnel who are preparing to be commissioned officers. Originally established as a naval aviation-training centre during World War I, the College was established as the world’s first air academy in 1919. At present, most RAF officer cadets complete a 24-week course within the College’s Officer and Aircrew Cadet Training Unit (OACTU). Within OACTU, the officer cadets undertake transformational leadership tuition, academic air power studies

(including ethics and strategic thinking) delivered under contract by Portsmouth Business School, military skills, essential service knowledge, drill and physical training.

Royal Military Academy Sandhurst The Royal Military Academy Sandhurst (RMAS) is where all officers in the British Army are trained to take on the responsibility of leading their fellow soldiers. During training, all officer cadets learn to live by the academy’s motto: ‘Serve to Lead’. Training at Royal Military Academy Sandhurst lasts for 44 weeks, that are challenging, stimulating and, above all, rewarding. At the end of the course a newlycommissioned Officer will be qualified to lead and manage soldiers while at the same time upholding the British Army’s core values of selfless commitment, respect for others, loyalty, integrity, discipline and courage. Military training is infantry-based, and both male and female cadets are trained together in integrated platoons, to ultimately develop character, intellect, and professional skills. ★

HEADQUARTERS

GETTING IT LEGALLY RIGHT! SERVING AS A LEGAL OFFICER IN THE ARMY

Lieutenant Colonel Dr Susann Agius SO1 Legad Headquarters AFM n advisor, an advocate, a negotiator, an intermediary, an evaluator – in this day and age, the roles and functions of a lawyer have increased drastically as technological and legal changes open doors to new areas of specialisations and challenges which may vary from the traditional issues and disputes that used to be addressed before. Whilst legal professionals undoubtedly have to overcome such thresholds and adapt to the fluctuations, how do such changes affect a legal officer serving in the Armed Forces of Malta?

Within the AFM, the Legal Advice Section (Legad Section) was set up around a decade ago and has since then strived to grow and establish itself as the AFM’s in-house and onestop shop for legal matters. The Legad Section is responsible for providing legal advice to the Commander AFM overarching all fields that fall under AFM responsibility, together with Court representation and other assistance as requested by AFM Branches and Units. The Section also seeks to keep abreast of the internal and external factors contributing to the development of the AFM, including any legal or policy amendments. At present, the Section is made up of two qualified lawyers who joined the Force after having been working in the private sector, assisted by dedicated personnel who provide the required clerical and administrative assistance. The Section forms part of the Command Headquarters of the AFM. Combining one’s profession as a lawyer with the duties and responsibilities of a Commissioned Officer can prove itself to be a very particular challenge, albeit a rewarding one, for those serving as legal officers in the AFM.

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With the AFM’s operations spanning all over the Maltese territory, be it land, sea or air, and on an international platform as well, the AFM’s legal officer is expected to be conversant with extant national legislation, European and International Law. When it comes to national legislation, the Malta Armed Forces Act (Chapter 220 of the Laws of Malta) and its subsidiary legislations form the backbone of military law in Malta.

Every member of the AFM is subject to military law, being the contents of the Malta Armed Forces Act or as referred to colloquially, the ‘MAFA’. Hence, the MAFA and its subsidiary legislations make up the provisions and rules which every officer and man of the AFM must be familiar with and guided by. The AFM’s legal office is, on the other hand, to be well versed in the nucleus of Maltese military law in order to be able to advise and assist on its application and implementation but also to see to amendments when it is considered that the law needs to evolve in order to cater for current realities. By way of illustration, a recent development and amendment in the law has given AFM members the possibility to join a Union which would see to their enjoyment of rights as workers, and also other amendments granting ameliorated conditions for those who get injured during their line of duty.

For the purposes of some historical background, it is worthy to note that the Malta Armed Forces Act was passed through Parliament in August 1970 via Act No. XXVII of 1970 and was substantially influenced by the British

Army Act of 1955. This Act made it possible for Malta post-Independence to build its own army.

Presently, it makes provisions for the raising and maintenance of the armed forces in Malta and provides for matters connected therewith such as enlistment, the reserve force, the appointment and conditions of service, military offences and their trial and punishments.

As mentioned before, members of the AFM are subject to military law over and above other laws applicable to all civilians. Misconduct by a soldier or officer which amounts to a military offence can be dealt with under summary proceedings, or in cases which so warrant, by Court Martial.

In conjunction with the duties that may be assigned to Legad on an ad hoc basis in accordance with the exigencies of the service, the AFM legal officer’s roles also range from offering legal advice on legislation and internal policies to drafting or reviewing proposed amendments, naturally subject to performing detailed research work and analysis and drawing up of reports and legal opinions as may be necessary and which can also be shaped by current affairs. The legal office also provides training to members of the Force on law related subjects such as military law and International Humanitarian Law. Ultimately, the legal officer is an advocate who is also tasked with representing the Force in front of the Inferior and Superior Courts and any other tribunal, board or authority. As one can see, the AFM’s Legad Section is not short of variety during its course of work! ★

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HEADQUARTERS

MILITARY COMMUNICATIONS INFORMATION SYSTEM (CIS) FACILITIES he implementation and completion of the Microwave Link Network project including the building of a new state of the art Data Centre, that was funded through the General Programme Solidarity and Management of Migration Flows 2007 – 2013 with a cofinancing rate of 75% EU funds and 25% National funds. The aim of this EU funded project was to modernize the communication and information systems infrastructure within the Armed Forces of Malta (AFM), to support the increasing operational demands in surveillance and border control operations.

Since 2006, to meet European directive 2002/59/EC, the AFM through a co-operative project with Transport Malta, installed a coastal Vessel Traffic System (VTS) within its Operations Centre, which also doubles as a National Coordination Centre for coastal

T Lieutenant Colonel Mark Anthony Borg SO1 EU Projects Integrated Logistics Branch Headquarters AFM

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surveillance and border control. In 2009, through another EU Funded project through the EU External Borders Fund, the AFM commissioned an Integrated Communications System (ICS), with the capability to establish secure encrypted communications, necessary for AFM border control operations. This included equipment installed at AFM remote sites along the coast of Malta, that heavily depended on the microwave network for transmission of critical data for proper functioning of the VTS and ICS. The previous microwave network was commissioned in 2001 and had reached an obsolete state, had no redundancy for operational continuity and lacked proper hosting facilities. Consequently, the need to upgrade this critical network had become a priority for the AFM to ensure operational continuity and surveillance of the national borders.

HEADQUARTERS

Communications Information System (CIS) facilities constitute an important component in modern military operations, since modern CIS rely heavily on the use of data networks to provide secure encrypted voice and data communication among various AFM assets. Moreover, cyber threats and attacks are becoming more common, sophisticated and damaging.

The EU and its Member States face an evolving complex threat environment. State and non-state actors can use cyber-attacks in the context of military operations, and in recent events, cyber attacks were always part of hybrid warfare and psy-ops tactics. The target for such tactics grows, because armed forces, as the rest of society and economy, rely more and more on cyber space and ICT. Cyber Defence has become a top priority to the EU and its member states and Cyber Defence can only be achieved in a comprehensive

approach. Cyber Space wasalso recognised by NATO as the 5th operational domain together withland, sea, air and space. Consequently, the success of conventional military operations in the conventional domains is enabled by, and dependent on the assured availability of, and access to, cyberspace. In the framework of the updated Capability Development Plan (CDP) for CSDP in 2010, identified and selected cyber defence as one of the prioritized actions for capability improvement in the EU framework.

Based on the 2014 revision of the CDP framework, cyber defence remains at a very high level of prioritization.

In order to be effective against cyber threats, EU and its member states ar required to mount, maintain, and, as necessary, develop a robust inventory of in-depth (layered) cyber defence capabilities. This has to be integrated and coordinated across military, non-military and political activities and across the public and private sectors, at a national and international level in accordance with the above policies.

Nevertheless, each country remains responsible for the protection of its own national networks, but they should be coherent with EU and other friendly-forces systems. Consequently, the AFM have committed to enhancing their capabilities and information-sharing and mutual assistance in preventing, mitigating and recovering from cyber-attacks. Following these EU mandates, The Government of Malta published the National Cyber Security Strategy in 2016, and appointed a steering committee to ensure that this strategy is implemented at a national level. Together with all the other stakeholders, the AFM is one of the main contributor and active participant of this committee.

Through recent years, the AFM is more reliant on the cyber environment for its operations, this aspect has become a very important consideration for the AFM strategic planning.

Subsequently, the AFM has invested in several projects through national and European funds in hardening the CIS infrastructure used for border control operations. During the planning of the Microwave Link Network project, which was the largest AFM CIS project so far, instead of just replacing an obsolete system, an internal study was conducted to identify the AFM operational requirements and the capability gap.

The result was a new Microwave Link Network strategically installed around Malta and Gozo to cover all the coastal area and AFM locations.

It has been embedded with advance encrypted communication and failover redundancy through a separate fibre optic network. This new network is supported by a state of the art Data Centre that was built specifically to host all the AFM ICT equipment and information systems in use by border and surveillance operations. The Data Centre, together with all its supporting facilities is now capable to properly host the current and future systems, with the proper redundancy required to ensure business continuity to AFM operations. It also provides the necessary protection against cyber threats to ensure that the AFM can continue to operate whenever it is required, for the protection of the people of Malta. ★ October 2018 | ON PARADE 35

HEADQUARTERS

OUR SOCIAL RESPONSIBILITY

Lieutenant Adrian Cipriott A/SO3 CIMIC Headquarters AFM he Armed Forces of Malta’s standpoint towards social responsibility has always been a principle foundation within its terms of reference and views such as much more than an obligation towards the benefit of society at large.

The AFM is more than aware of the need for dependable social behaviour inside various communities and groups within society itself because it has become one of the most important factors for our own evolution.

As the AFM is tasked with primary defence functions and safeguarding national sovereignty and interest, both in peacetime and in crisis, we also believe that a healthy society is significant to those factors and our success as a military force. Primarily we draw our strength and legitimacy from that healthy society in order to be a true reflection of it.

The AFM even makes every effort to take account of the ever changing aspects within society and at times moves to diverge our military procedures, training and education development in order to turn out the soldiers

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and officers we require from the human resource available.

That is to say that social responsibility of any professional organisation ought to reflect a positive impact for the development of society with their contribution and we have always felt that one way we can fulfil that Individual Social Responsibility is through mentoring young students.

One prime example of the above is the AFM’s assistance and support it gives our Government in developing the healthy society in question within its alternative learning programme for the secondary school students who for some reason were not able to complete or sit for the MATSEC ordinary level examinations.

This assistance and support focuses on delivering basic military subjects which can range from individual character development, discipline, leadership skills and qualities and even how to act during certain emergency situations as by-standers. Students also receive adequate exposure within the AFM’s five Units.

These educational activities are easily accessible, enjoyable and exciting and these themes are perceptibly intended to lead these secondary school students into opportunities for further vocational studies or eventual employment, possibly and more often than not with the Armed Forces itself.

As A/SO3 CIMIC and under the guidance of the Commander Armed Forces, it is also my job to explore means of offering professional educators our field of expertise to all young people however and this involves organising a number of school visits to the Armed Forces throughout the year, even though at times, we

can be inundated by in-house operational and training commitments ourselves.

Having said that, the fact that such visits develop and sustain our standpoint towards the objective of being more social conscientious, every effort by Higher Authority is taken in order to accommodate as many requests for school visits and various group visits to the AFM as we possibly can.

The Armed Forces of Malta also holds a number of concerts by our Band in aid of charity, assisting a number of organisations upon which we see as an important foundation in our endeavour to be socially responsible, and I must confess that we are indeed satisfied with the number of applications we receive from local charities and other organisations too numerous to mention and concede, all of which have a strong case to receive our support.

In giving an insight into how we view our commitment to social responsibility, one may also mention a number of other commitments the AFM undertakes such as AFM Career talks in schools, various talks on ‘People Who Help Us’ topics, continuous assistance to the Puttinu Cares foundation and a number of other organisations such as the Marigold foundation, the regular deployment of soldiers to donate blood on a voluntary basis and last but not least the employment within the Force of personnel with special needs.

The social responsibility of The Armed Forces where in-house focus is concerned commits itself to behave ethically, support the enhancement of our soldiers and their families’ life quality in order to complement fully the quality of life of community at local level and of society as a whole. ★ October 2018 | ON PARADE 37

HEADQUARTERS

PRIMUS INTER PARES FIRST AMONG EQUALS Warrant Officer 1 Roger Mulvaney M.R.Q Garrison Sergeant Major, AFM

he title Garrison Sergeant Major is, to an extent, a colloquial designation that derives from the AFM’s artillery custom and tradition and actually pertains to the Senior Sergeant Major of the AFM by appointment. Basically the Garrison Sergeant Major is the connecting link between the Commander Armed Forces and all soldiers and whoever fills this particular post is

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required, nay obliged rather, to demonstrate the most exemplary conduct at all times within the greatest tradition of those who came before him as the only soldier who is bestowed with the age-old title ‘Primus Inter Pares’.

I was appointed ‘GSM’ 4 years ago after previously serving as Regimental Sergeant Major of the Air Wing for almost eight years, before which I had served as a Helicopter Rescue Swimmer for most of my career. I received training at the Catterick Garrison School of Ceremony in the UK and at the Vyškov Military Academy in the Czech Republic where I underwent the Senior Sergeant Major’s Course under the British Military Advisory Training Team. In 2007, I was awarded the Midalja ghall-Qlubija (Medal for Bravery) for saving a French swimmer who had got stuck in a cave in Gnejna Bay during rough seas and winds; but taking on this prestigious role in 2014 presented me with a brand new challenge that is practically considered every enlisted soldier’s dream of one day being selected to perform.

The authority bestowed upon the Garrison Sergeant Major by the Commander AFM himself is commonly referred to as Command authority and the tasks and duties of the Garrison Sergeant Major involve a wide spectrum of responsibilities. In a nutshell though, I think one may best describe my role in the AFM as ‘filling the AFM’s most senior post ever for an enlisted soldier’, and while the AFM has had Senior Sergeant Majors tasked with ceremonial supervision together with most of my role’s

HEADQUARTERS

current responsibilities since its inception way back in 1973, it was only recently that the need for a single point of contact at the top of the AFM’s structure within Head Quarters AFM was deemed the most effective way of having that vital link between those making decisions and those carrying out the day-to-day tasks.

In fact, it is only expected of me to keep the Deputy Commander and the Commander AFM fully informed of potential situations, procedures and practices directly affecting the

welfare, morale, job satisfaction and general feeling of the enlisted members within the Armed Forces.

To be effective nevertheless, the Garrison Sergeant Major must always be fully active, meticulous in everything he does, and particularly attentive to his dress and deportment at all times, not to mention careful of the honour of the Armed Forces and perfectly acquainted with its customs and traditions.

As the Garrison Sergeant Major, I have always retained the essential responsibilities of promoting moral and welfare and ensuring the discipline of the soldiers of the AFM. To reach those objectives however, I believe my most important asset was established through a close working relationship with the Deputy Commander in view of attaining the Commander’s intent and establishing an open channel of communication in particular with the AFM’s Regimental Sergeant Majors, whom I must say are the backbones of their respective Regiments/Units where discipline is concerned.

Incorporating my experience and that of the RSMs into my day-to-day activities, I have found that it guarantees that the other members of the AFM receive the benefits of this combined experience, which invariably translates into more effective Regimental/Unit performance overall.

Throughout my career both as an RSM and now currently as the GSM, I have always made

every effort to be a strong leader, counsellor, advisor and teacher of NCOs and other ranks by demanding work through a positive and convincing manner, not to mention with a fine dose of humour (which I happen to believe is a key ingredient for success in anything one does, even though some might consider my role to be ultra conservative and may raise an eyebrow at that one).

The Armed Forces of Malta does have its limitations and occasional glitches of course – every organisation does – and the AFM is no different in that respect. Having said that, it is the relentless pursuit to be better at what we do; the dedication, responsibility and discipline each officer and other rank puts into what they are tasked with, day after day, to reach that objective of being more efficient and successful in their jobs, that makes the AFM an armed service that indeed stands up with the best of them.

I’ve witness it every day throughout my 30 year long career and can say without hesitation that, although my job obviously entails me being the leading custodian of military good order and discipline at its best and rarely, if ever, to be too forthcoming where praise and emotion is concerned, I can only say that I am indeed the proudest soldier to form part of this great institution exactly because of that – the men and women’s unyielding dedication and discipline to be the finest at everything they do, from the top down. ★ October 2018 | ON PARADE 39

ITALIAN MILITARY MISSION

A HISTORY OF COLLABORATION… A CHALLENGE AHEAD

Commander (Lt Col) Pier Paolo Daniele Head of Italian Military Mission in Malta (MICCD)

his in the spirit of the collaboration between the Italian and Maltese governmental institutions and the military bodies, the respective flags have been proudly flying side by side for the last 45 years at the Luqa Baracks.

A valuable history of cooperation through the years, often defined as “a powerful tool to enhance the collaboration in the Mediterranean area”, points to a future with even brighter prospects.

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Today’s Italian Military Mission is the fruit of a long and strong heritage built by generations of Maltese and Italian military personnel, as witnessed by almost half a century of cooperation, constantly adapting to new scopes and priorities as the times changed.

The story’s inception dates back to 1973 when the cooperation between the Italian Armed Forces and the Maltese Republic was formulated on August the 1st upon the request of the Maltese Government. Henceforth, the MICTM (Italian Mission of Technical Cooperation and Military) was established, pursuant to the “Special Cooperation Project” under the Italian-Maltese Scientific and Technical Cooperation signed in Valletta in July 1967. Its duties included training the “Pioneer Corps” for public utility works; the improvement of the telephone and telegraph links on a local and international level, as well as the reorganization of the system of maintenance and repair of state-owned vehicles. On the 28th of March 1979, the Mission was withdrawn at the request of the Maltese Government.

In 1981 the two governments signed a new agreement wherein two organizations were established; the DIATM (Italian Delegation of Military Technical Assistance) and MICTM

(Italian Mission of Technical Cooperation in Malta). The former was tasked with training volunteers to form part of the then two components of the AFM (Task Force and Armed Forces of Malta) and the police, whereas the former to oversee the construction of various important civil engineering projects.

Between December of 1984 and September of 1985, all of the DIATM and MICTM activities were suspended, save for the Search and Rescue (S.A.R) service which was carried in without interruption.

In July 1988 a Memorandum of Understanding between the Ministry of Foreign Affairs Malta and the Italian Ministry of Defense was signed with the intent to establish the MIATM (Italian Military Mission of Technical Assistance).

Going forward the assistance offered to the Maltese Republic was delivered in two main areas of expertise, namely: • Enhancing the Air Wing by means of collaborating in delivering the Maltese Search and Rescue (S.A.R) services including all training of pilots and rescuers • Providing basic and advanced training of teams of the Armed Forces, as well as militarytechnical training of the Police components.

ITALIAN MILITARY MISSION

“Today’s Italian Military Mission is the fruit of a long and strong heritage built by generations of Maltese and Italian military personnel” To this end, for the training of Officers and Maltese NCO’s, Italy granted the access of Maltese personnel to its military training and education facilities.

In June 2009, Italy ratified a new agreement with Malta which saw the collaboration between the two Countries shift from “Assistance” approach to a “Cooperation” approach.

In December 2011, after a transitional twoyear period, the Italian Mission of Cooperation in the Defense Field (MICCD) was formed.

The transition from a Military-Technical Assistance approach to one of Co-operation in the defense sector was a natural one as Malta successfully implemented a number of important projects providing the AFM with state of the art capabilities, and thus independence in the Land, Air and Navy domains.

In light of the above, the Mission has reduced the number of personnel forming its components. Despite the dwindling number of personnel, the Mission reiterates that this is not a sign of “redeployment” or abandonment, but on the

contrary, it is strong evidence that the goals originally set out between the two Countries have been successfully achieved. Although the activities of assistance and cooperation have changed, our commitment remains unchanged and stronger than ever.

Through the efforts of our instructors, the AFM has successfully achieved Full Operational Capability with their three AW 139 Helicopters. This has now given Malta a fully independent Air Wing Domain, and we are proud to have been a part of this with the full support of the Italian commitment. This newly found independence will again shape the form of the Italian commitment going forward.

The current and future MICCD tasks reflect the intelligent and productive collaboration between the two military organizations, focusing primarily on the following: • Providing the AFM with all conceptual instruments to grow the defense component, in accordance with the principles of standardization, integration and interoperability adopted by Italy or by the EU;

• Maintaining and strengthening bilateral interrelationships with the Republic of Malta; • Identifying and supporting areas of bespoke expertise training to be sent to Malta in the form of Mobile Training Teams; • Identifying courses and activities to be attended in Italy in order to fulfill specific medium and long term projects oriented to achieve the full capability in particular domains.

Dear Readers, the past indeed marks the brotherhood and comradeship between the two states which has defined and shaped our relationship over the last 45 years. Likewise, this comradeship will persist going forward and will be the basis on which our unwavering commitment towards Malta will be built on now and in the future.

This my dear readers is not the end of the journey, but merely a new starting point to proceed further and beyond anything we’ve ever achieved in the past together, reaching new milestones and common objectives jointly. ★ October 2018 | ON PARADE 41

HEADQUARTERS Photo: Andrew Gauchi Attard

SAYING “I DO!” THE MILITARY WAY

Warrant Officer 1 Roger Mulvaney M.R.Q Garrison Sergeant Major, AFM military wedding is a stunning ceremony not least because of the bride or groom wearing the traditional ceremonial uniform of the Armed Forces of Malta together with the charming spectacle of the bride or groom’s fellow officers in Sam Browns and Number 1 or Number 3 ceremonial Dresses performing the famous ‘Arch of Sabres’ the bride and groom walk through after the wedding ceremony.

Those who are lucky enough to be invited to such a wedding are literally captivated by the sparkle of military traditions, noble postures and pomp and formal military clothing – a truly gorgeous and out of the ordinary event to say the least.

Of course, these types of weddings are an honour or rather privilege generally reserved for Military commissioned officers, man or woman, serving in the AFM.

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Although the ‘Arch of Sabres’ is colloquially known as a military ceremony per se, it is however traditionally listed as an ‘unofficial’ one, with all officers forming the arch being volunteers who generally serve or have served in the same Regiment/Unit as the bride or groom.

A military wedding is actually identical to traditional weddings however with the only difference being the Officers, gleaming swords drawn, lining the stairs of the Chapel or church and the brilliant display of the No 1 or No 3 order of dress of the bride or groom (there may be times when even both the bride and groom wear their ceremonial uniforms especially if they are both commissioned officers).

The culmination is of course when the bride and groom finaly come out of the chapel or

church and the ‘arch’ is formed with each officer’s sword.

The most senior officer positioned as the last person in the left of the line of officers is generally the person who gives commands and the officer positioned as the first person in the right of the line is the one who welcomes the bride to the Army.

When the Bride and Groom finally reach the two saber-bearers on the end, the two officers close swords by bringing them down to cross at waist level.

When they lift the swords, the Bride and Groom proceed but the person positioned at the bottom right (closest to the Bride) will then give her a gentle pat on her derrière and say: “WELCOME TO THE AFM, Mrs…” ★ Photo: Noella Agius