CHIEF OF THE SPANISH NAVY STAFF Admiral General Teodoro E. López Calderón

The essence and raison d’être of the Spanish Navy has hardly changed over its long history: the defense of Spain and the protection of its citizens and that of its legitimate interests at the sea and from the sea, wherever necessary. The assets, procedures and organization have evolved over the years, but our values and singular commitments remain untouched. The Fleet -the force of the Spanish Navy with its warships, aircraft and Marine Corps units- is in constant training and participating in those operations determined by our Government: where our national interests or the wellbeing of our citizens are at stake, where our membership in multinational organizations demands our presence, and constantly protecting and surveilling the maritime domains of national interest. These are the core endeavors the Spanish Navy conducts for the service of Spain and its citizens. The expertise of the Fleet has resulted in the well-deserved prestige the Spanish Navy enjoys within the maritime community and public opinion, as well as among allied and friendly navies. Its combat effectiveness is our center of gravity. This has been achieved by the efforts of the men and women, both military and civilian, who made up the Navy in close collaboration with elements from the other Services for joint actions. But also in combined actions with our allies, carefully managing the limited resources available, offering our servicemen and units the best possible training, making the most of our logistic support capabilities, constantly improving the efficiency of the organization.

To continue being effective, the Fleet must be a powerful, balanced and flexible instrument at the service of Spain in this uncertain and ever-changing geostrategic environment. A very demanding challenge if we take into account the life-cycles of some of the naval units and the vague economic horizon ahead.

My main goal is that the Spanish Navy may continue being a reference within the Ministry of Defense and of the State Action at sea, as well as for the whole maritime administration. To this end, we must bring the Navy into two lines: a horizontal one within the environment where it moves, and vertically, harmonizing internally the organization, its people, assets, long-term objectives and available resources. In this way the action of the Navy will be coherent and consistent in all environments. It is of paramount importance to understand the situation in which we live, identifying the challenges we face, and establish adequate operational guidelines to overcome them with the values and capabilities, both individual and collective, which form the distinctiveness of the Spanish Navy.

Above all, it is worth underlining that the main basis to strengthen the present and develop the future, is the human element. Our success will significantly depend upon the values, morale, commitment and professionalism of each one of its members.

To steer the activity of the whole Spanish Navy we must have a global, explicit and well-defined vision within a national strategic framework with clear-cut guiding principles. With these premises in mind, the ‘General Guidelines’ are but a brief summary of my understanding of the Spanish Navy, the challenges ahead and the path to pursue to keep on fulfilling our responsibilities in the service of Spain and its citizens.

1 l. THE FOUNDATIONS

Our values and traditions, forged over the years and modeled by the peculiarities of the naval combat, the harshness of the life at sea and the efforts of many people during generations, has resulted in the Navy we have today. Those traditions and values are the cornerstones of the future Navy. This commits me, and indeed all of us, to strive to maintain this valuable legacy safeguarding its values, traditions, procedures and customs, adapting the latter to the idiosyncrasies of the moment, guaranteeing the specific peculiarities of the Institution while adding value to its glorious past.

The bases and foundations of the whole Spanish Navy are many-fold: among them, the values based on knowledge, determination and professionalism, essential in combat; loyalty in all senses, with the superiors, subordinates and colleagues; honor and moral integrity, essential features of the Spanish soldier; discipline as a vital characteristic for combat efficiency; spirit of sacrifice; comradeship; perseverance; spirit of service; flexibility and adaptability which, in short, are the virtues configuring a Spanish serviceman. Without these qualities, summed up in the Royal Ordinances of the Armed Forces, neither the procedures nor the techniques, no matter how advanced they may be, would permit us to carry out the mission entrusted.

2 ll. REPERCUSSIONS OF THE STRATEGIC ENVIRONMENT AND OPERATIONS

The current world strategic scenario is extremely complex. Serious risks and threats loom over our society and values which have made Spain what it is today: a nation with freedom, respect for human rights and dignity, and a series of standards of wellbeing unheard of in other civilizations and cultures. These risks and threats are of such a scale and scope, that the line between the interior and exterior security of Spain is hardly discernable.

The 21st Century, in relation to international security, is changing from a bipolar to a multipolar world still to be comprehended. New non-State actors coexist with traditional States, sometimes in a symbiotic way. The ever more active participation of society in security-related issues and the struggle for natural resources, among other factors, enhance in no uncertain manner, the possible new threats.

This scenario is complemented with other concerns like massive migration movements, novel digital societies, access to technology usually reserved for the States, and the thin line between concepts like war, conflict and peace -not always easy to determine- compel the Armed Forces to constantly adapt itself in this evolving environment.

These deviations, and the identified tendencies, also affect the sea and will undoubtedly affect Spain. For a nation with such a maritime dimension like ours, it is vital to safeguard the free and legitimate use of the sea. Our National Security Strategy defines as crucial a series of areas like the Mediterranean Sea, the Sahel- Maghreb region, the Gulf of Guinea and the Horn of Africa. Those regions are experiencing an increase in insecurity resulting in a challenge to our own national security in general, and maritime security in particular.

3 To counter this complex situation it is necessary a coordinated action of all stakeholders concerned: political, civilian, economic and military, capable of operating in a multi-dominion environment, both physical and psychological; real and virtual. Military operations are likewise multi-dimensional. Apart from land, naval, air and special operations, the new cybernetic warfare is taking a new turn. The thin line between peace, crisis and conflict I mentioned before, implies that we must operate permanently and simultaneously in most of those dimensions.

The importance of the maritime dimension of Spain must be highlighted: trade and economic issues depend considerably on the free use of the sea, on the security of the sea lines of communication and the sustainable exploitation of marine resources. In the context of joint action, the responsibility of the Spanish Navy in this respect is certainly huge. To a large extent, the future of Spain depends on the control exercised on the sea.

4 lll. REPERCUSSIONS OF THE NATIONAL ENVIRONMENT

On the other hand, we must also adapt ourselves to the consequences of a centralization process of some military responsibilities within the Ministry of Defense and the Operational Structure of the Armed Forces. The organization of operations and the strategy, the planning of personnel, material and financial resources, and the management of procurement and upgrading programs are tasks mostly entrusted to the central and operational structures. To this end, the Spanish Navy must contribute with determination to collaborate, and with the necessary foresight so that the maritime concept may have the importance that the geostrategic and economic reality of Spain demands. High-flown rhetoric is not enough. The Spanish Navy, operating with unity and consistency as an institution, must provide knowledgeable personnel to key posts as the main experts in maritime issues. Consequently, we will foster and support the joint and combined action of military operations, stressing the importance of our exclusive assets in the coastal and maritime domain, promoting the relation with the other Services. As regards Maritime Security the Navy must adopt a proactive attitude implementing the National Maritime Security Strategy.

Spain as a whole, and its citizens individually, must get to know the Navy and understand that it is a valuable and useful element. But not only showing our activities; also disseminating its values and our commitment with Spain. This is especially relevant when referring to the European maritime community with whom we must enjoy smooth communications and a tight cooperation to keep on being a reference institution on maritime issues.

We must also take any opportunity to remind how the Spanish Navy has contributed to the history of Spain and of the World, supporting initiatives intended to publicize, protect and recover the Spanish historical and cultural heritage.

Our public relation endeavors must likewise take up the latest communication and information exchange instruments with initiative like the social networks, but abiding by the guidelines established by the Ministry of Defense.

5 IV. TRANSFORMATION OF THE ORGANIZATION

This new environment demands changes in our organization. We intend to bring the Fleet to the levels of excellence required by the Chief of the Defense Staff in order to face the risks and challenges of present-day world scenarios, especially in conflict regions near Spain.

To efficiently operate in those scenarios we must study in depth and modify whatever necessary, including the organic structure and the existing workforce, taking into account the following standpoints: new capabilities for self-protection, the need to provide personnel to the Defense Staff and the Central Department as well as to the international organizations Spain belongs to, and the headquarters of the operations where we participate. This require a new legislation in the area of personnel matters.

The current organization must be reviewed with innovative spirit to meet with success the missions for which the Navy is responsible. Our organization must be in line with central and operational structures to facilitate the smooth communication and the necessary support to the decision making process. Although Instruction 304/2001 signed by the Chief of the Navy Staff on December 28th establishing the general concepts and foundations of the Spanish Navy requires updating, the basic principles are still valid.

6 V. OUR DAILY ACTIVITY

New working processes must be implemented using state-of-the-art information management systems and computer programs. Our working and management systems, as well as the support to decision making procedures must be more simple and agile, readjusting, if necessary, to the changes established by the Ministry of Defense. Those systems should also evolve to offer indicators showing the efficiency of the organization.

The generation, processing and management of documents will be conducted with the necessary rationale. In this way, the whole organization will operate with competence and proficiency despite the mobility of our personnel, gaining time for an adequate decision making systems at all command levels.

We have made progress in this field but there is still a long way to go to fully implement the achievements made so far.

7 VI. NEW TECHNOLOGIES. INFORMATION AND COMMUNICATION SYSTEMS, CYBERSECURITY

The current Spanish Navy is small in size, but must be the spearhead of the new available technology to achieve combat superiority, always preferring quality and efficiency over quantity.

Given the importance of technology nowadays, the Spanish Navy must not only be a simple user of systems designed and supplied by others. We must define ourselves the instruments we want to use to carry out our mission with efficiency.

The proper operation and security of the information and command and control systems, are critical factors for the decision making process. In this sense, the security of the information and the CIS systems is an important element we must support with the necessary resources and doctrine in order to achieve adequate cybersecurity standards. There is still a long way to go.

Cybersecurity not only refers to classified information. Attention must also be paid to information security of most aspects: operations, logistic support, personnel management, platform control and combat systems, navigation, etc. Vulnerabilities in these areas could have drastic consequences, even for the public image and prestige of the institution.

8 VII. THE FLEET

As I have already stated, the Fleet is the main value we have to offer. It must be able to solve the most immediate problems and those identified by our Government. The Spanish Navy must be very proactive in the field of maritime security, providing support to other authorities with responsibilities in the maritime domain. We must continue having the necessary means to solve the most complex and demanding situations like deterrence, crisis management and high intensity conflicts.

We must take the opportunity to enhance the efficiency of our Force keeping an eye on the requirements derived from the evolution of doctrines and procedures adapted to the current and feasible operational environment, maintaining the necessary capabilities and replacing the naval units at the end of their operational life. These units have been operational for a long time despite the lack of adequate systems, but have been indispensable for our defense.

The future of the Fleet depends on a clear and practical definition of future capabilities, especially those of high strategic value like power projection ashore. The definition of this capability, like the Fleet as a whole, must be addressed in a harmonized and balanced approach. All elements are important: warships, Marine Corps units, projection and land attack vectors, etc. The size and availability of these elements must be coherent to avoid shortages of assets.

We will dedicate our expertise and knowledge to define and design the new units which must operate in changing, unpredictable and complicated scenarios for the next 25 – 30 years. The future weapon systems must therefore be versatile, flexible and, above all, reliable. This depends on the modernization programs, some of them already in progress, but many without the required financing at short or medium term. The procurement and upgrading programs are also instruments which force the Spanish Navy to look for new technologies and organizational concepts adapted to the challenges of the future. The S-80 submarine, the F-110 frigate, the second batch of Maritime Action Ships (OPVs), other specialized ships based on that platform, the replacement and upgrading of Aircraft Flotilla elements, and Marine Corps units will help implement the operational and innovative logistic concept which will turn the Navy into a more efficient, reliable and interoperable Service.

Fleet Staffs will also be reassessed in order to be able to plan and conduct the operations in agreement with the new 2017 Military Planning Directive. There will not be many changes; just the necessary for the specific operations requiring high level capabilities.

As already noted, not all the fields and domains of action of the Navy fall under their responsibility, not even shared. The Fleet acts primarily at the tactical level. However, the tactical level will be affected by the environment described and the Navy has to be prepared to do so, delving into its contribution to the joint and combined action, benefiting, in turn, of the synergy produced by the synchronization of specific efforts.

9 The success of Spanish Navy units in the different operations is based on tactical training, intelligence and logistic readiness (and its capability to sustain it), as well as the professional proficiency of commanding officers and crews. Tactical training should be enough for the entrusted tasks, and the logistic readiness must be adjusted to the operational scenario and the duration of the mission. The performance of the commanding officers, but also of all crew members, must be presided over by leadership, initiative, decision and team work.

The model based on force generation, operational cycles and certification of units is of paramount importance for the success of the mission. Those models must be reviewed in order to obtain better results as regards invested resources, including planning and training factors, sustainment capabilities and the requirement to uphold the systems employed for deterrence and crisis management. Designs must include methods to assess certification objectives in real operational scenarios, as well as other related activities to maintain cycle objectives.

Security must be a constant concern for the Spanish Navy both, in the operations and in our facilities. In operations, consistent with the available financial resources, incorporating essential active self-protection systems for our valuable units in the face of the growing threat of anti-ship missiles. Attention must also be paid to protect other computer systems (combat, platform control, command and control, navigation) to counter cyberattacks. The security of naval premises ashore is also important, with passive protection, surveillance and monitoring systems in order to adequately safeguard our facilities.

Additionally, and as a support element of the operational activities of the Fleet, the Spanish Navy must be present in national and international maritime forums, keeping and enhancing the bilateral relations with the navies of other allied and friendly nations.

10 VIII. PERSONNEL

Our personnel, both military and civilian, is the keel that sustains the whole structure of the Spanish Navy. Particular attention will also be paid to increase the morale and integration of its members providing incentives and opportunities for an attractive professional career, strengthening the values and principles described in the Royal Ordinances of the Armed Forces, so as to accomplish the intended efficiency of the joint action along with our colleagues from the other Services. So far, priority was given to the legislative changes and regulatory developments of the Military Career Law which have governed the new model for personnel issues and military education in the Armed Forces. Once implemented, it is time to assess its effectiveness from a global perspective and see how this new model affects the morale and preparation of its members.

This analysis must result in a series of measures to foster the idea of professional advancement. The Spanish Navy, as any other institution, must be managed by those who have shown the best qualities for leadership. However, no matter the professional expectations of our servicemen, all men and women must feel that they are useful, because that is indeed the case, and that their work is much appreciated.

Assessment processes that many efforts have been devoted in the last years are essential to select the most appropriate people for each position and facilitate the progression to those who demonstrate the adequacy and appropriate qualities to direct an institution of the characteristics of the Navy, at the beginning of the career occupying positions of responsibility in the units and subsequently senior management.

Among other measures, the referenced professional careers of all Spanish Navy’s corps and scales will need redefining to meet the necessary workforce standards taking into account the personnel already assigned to the Ministry of Defense’s Central Department. The review of the Law for Troops and Ratings will be delayed until other results are analyzed and assessed.

The referenced professional careers should define the main milestones in the careers of officers and non- commissioned officers serving as guidelines for the planning of human resources in harmony with the needs of the Navy itself. Another issue is the problem of lack of continuity in some Navy posts for the need to support the Ministry of Defense’s Central Department staff with naval experts assigned to the Force. The experience gained in the Central Department will provide our officers and non-commissioned officers a global perspective of the Armed Forces. In turn, the movement of people to and from other Services will also have to be considered.

11 Professional trajectories must take into account the expectations and adequate integration of immobilized people who cannot be promoted for lack of available posts. Their expertise is an added value that the Spanish Navy requires and appreciates.

After the analysis of the current model of personnel management, the Navy must draw conclusions and criteria to review and assess the different posts, giving priority to the Fleet assignments which, by their very nature, are the most demanding. Maximum required efforts of personnel should be defined and implemented.

For some time, another aspects of concern have been the promotion and strengthening of the figure of the non-commissioned officer. It is important to clearly define its professional career, as well as incentives for the promotion of leading seamen and petty officers.

A key issue for the future of the Spanish Navy is the implementation of a new model of education/training. Our organization has been able to successfully transform itself thanks to the quality of naval education. This teaching system has enable us to enjoy high levels of flexibility, efficiency and swiftness, so necessary to tackle the harshness of these last years. Excellence in education should be a key element for the recruitment of personnel in all professional categories.

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10 The progress of our organization does not only depend on acquiring new knowledge and capabilities, but on education and training, essential to achieve maximum performance. Technology and innovation are also essential to the education of our personnel and new knowledge and competences should be incorporated to the current syllabus.

On the other hand, we must face with pragmatism a new definition of our staff, with adequate planning and procedures to provide the necessary personnel to the central and operational Defense structures, and satisfy the different requirements while maintaining the required workforce in the Navy. All options will be studied including the recruitment of reservists with high availability. As far as possible, we will try and make progress in the convergence of personnel management with the life-cycle of Fleet units and with the necessary continuity of key posts in the Force, Force Support and Naval Headquarters, safeguarding and transmitting the knowledge which will undoubtedly contribute to the enhancement of the organization.

Civilian personnel workforce is getting older and is being reduced, affecting some departments like qualified personnel of the Logistic Support structure. These technicians have ample experience and knowledge in very specific technological areas; without them, the alternative is outsourcing, with lesser response capability and not always as skilled and professional as it should be. It is necessary to reverse the situation with a long-term plan to keep those valuable technological niches.

We have paid a lot of attention to the individual in aspects like training, improvement of working conditions and work-life balance, but we must now turn our attention to human teams, promoting team-work, leadership and the individual commitment with shared responsibilities.

The basic requirements of our personnel must continue being a matter of concern trying to improve social benefits and subsidies for our personnel and their families. Likewise, and as far as there are available funds, the activities and means for the wellbeing of our people must also be taken into account.

The payment and allowances system must also be studied to add value to the professional promotion, developing the articles referring to times of navigation, manoeuvers and naval exercises.

13 IX. LOGISTIC SUPPORT

In the sphere of logistics we must learn from these difficult years where we made the most of the limited available resources trying to balance sustainment tasks with the operational cycles of Fleet units, while reviewing the logistic doctrine to update methods, organization and procedures in order to enhance the sustainment capability of our weapon systems and infrastructures. The recently passed ‘Concept of Logistic Support in the Spanish Navy’ must now be implemented.

As regards weapon systems, the Navy will collaborate with the different procurement and upgrading departments of the Ministry of Defense, consolidating the communication and coordination procedures which are currently being implemented.

The Spanish industry, supported by the State, is making progress towards the ‘4.0’ Industry concept. The implementation of this concept in the Spanish Navy will be reflected in the ‘4.0’ Logistic Support, adapted to the logistic requirements of the 21st century, based on the intensive use of new technologies. Management and analysis of the ‘Big Data’ will significantly enhance its efficiency. The integration of the design, production, purchases, and life-cycle support elements of the manufacturers, suppliers and clients by means of new digital technologies will soon be applied. We will monitor the evolutions of the defense industry and -if feasible and sustainable- we will benefit from whatever adds value to the logistic support structure of our Arsenals (development of requirements during the procurement process, the Internet to facilitate the traceability of given material, etc.). We must continue sharing interests and promoting the mutual understanding with the national defense industry as a collaborating, serious and demanding client. The Spanish Navy expounds its requirements with realism and coherence, aware that we will not always enjoy the resources we would like to have; that our needs will have other priorities, and that on certain occasions we will have to accept ‘the good’ instead of ‘the best’.

14 X. FINANCIAL RESOURCES

Professional, modern and efficient Armed Forces are an investment we must assume and explain to our fellow citizens. After a huge solidarity effort of austerity during the crisis Spain has undergone, and considering we are now emerging from this difficult period, we must now, with loyalty and decision, promote measures to provide the Armed Forces a stable and reasonable economic framework to meet the challenges of the future with more confidence.

In any case we will have to make the most of the resources managed by the Spanish Navy, being fully aware how we invest those resources in order to efficiently plan the future and swiftly manage the contracting processes. We will facilitate the planning, procurement and management processes to sustain our operational activities. However we will require the necessary flexibility and reaction capability until the economic horizon is clearly defined and becomes stable in the long term.

15 XI. FINAL REMARKS

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