partnering to rebuild - ministry of defence · 2013-04-05 · on 27 oct 2003, the saf despatched a...

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Partnering to Rebuild

From 2003 to 2008, 998 Singapore Armed Forces personnel were sent to join the multinational forces to help in the task of rebuilding and restoring peace and stability in Iraq.

Partnering to Rebuild: Operation Blue Orchid, The Singapore Armed Forces Experience in Iraq tells the story of Singapore’s contributions and provides a glimpse into the lives and experiences of the SAF servicemen and women who participated in this operation. This book is both a tribute to their professionalism and dedication, as well as a testimony to Singapore’s commitment to international peace and stability.

The Singapore Armed Forces Experience in Iraq

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Foreword

Introduction

Chapter 1 u Preparing for the Mission

Chapter 2 u Protecting Iraq’s Lifeline

Chapter 3 u In the Line of Fire

Chapter 4 u In the Heart of Baghdad

Chapter 5 u Reflecting on the Mission

Appendices

Acknowledgements & Glossary

Contents

operation blue orchid �

Deputy Prime Minister and Minister for DefenceTeo Chee Hean

Foreword

The SAF’s mission is to safeguard Singapore’s peace and security. The transnational nature of the threats we face today means that instability elsewhere in the world can affect the security of Singapore and our region. The SAF therefore needs to play its part in international peace support operations. This is why we deployed the SAF to participate in the multinational

reconstruction efforts in Iraq. The SAF contributed niche capabilities that were operationally useful

to the coalition effort and well received by our international counterparts. The roles and tasks which the SAF undertook ranged from air-to-air refuelling of aircraft and protection of key offshore installations to training the Iraqi armed forces. Over the span of five years, our servicemen and women accumulated invaluable operational experience and professional expertise that will stand us in good stead for missions that are directly relevant to safeguarding Singapore’s peace and security in the future.

To commemorate the contributions of our servicemen and women, we have commissioned this book, Partnering to Rebuild: Operation Blue Orchid – The Singapore Armed Forces Experience in Iraq, which records the experiences of the 998 servicemen and women who participated in the reconstruction of Iraq from 2003 to 2008, some of whom were deployed several times. This book serves as a testimony to the high standards of military professionalism, dedication and commitment that were displayed by our SAF servicemen and women as they carried out the missions entrusted to them.

On behalf of the people of Singapore, I would also like to express our gratitude to the families of our servicemen and women, whose unwavering support allowed our servicemen and women to dedicate themselves to their mission.

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Mr Teo visiting RSS Resolution on 27 Feb 2005, during the LST’s three-month operation in the Northern Arabian Gulf.

Introduction

On 16 Oct 2003, the United Nations Security Council unanimously adopted Resolution 1511, which mandated multinational intervention under unified command to preserve security and stability in Iraq. Resolution 1511

urged countries to join the reconstruction efforts in Iraq, in support of the Iraqi people during their transition towards self-government. Singapore, alongside more than 30 countries including Australia, Japan, New Zealand, the Philippines, South Korea and Thailand, joined the multinational effort to rebuild Iraq.

As Deputy Prime Minister and Minister for Defence Teo Chee Hean told Parliament in November 2003: “It is important that Singapore does our part, within our means, to help the international community see through the reconstruction of Iraq. This will help the Iraqi people to rebuild their lives, facilitate Iraq’s reintegration into the global community, and provide the foundation for a better future for the Iraqi people. It is in our interest

that this effort succeeds.“Without a stable Iraq, there can be no stability

in the Gulf region. Security and stability in the Gulf region has significant implications for issues that are crucial to Singapore, such as the supply of oil and the spread of terrorism. We may be geographically distant from Iraq, but how the situation turns out there has a direct bearing on some of our most vital interests.”

This was not the first time that the Singapore Armed Forces (SAF) was deployed to a dangerous theatre of operations. As highlighted by Mr Teo: “The SAF cannot shy away from missions in support of our national interests and our responsibilities as a member of the international community just because the mission carries some risks.”

On 27 Oct 2003, the SAF despatched a Landing Ship Tank (LST), a C-130 transport aircraft and 192 personnel to the Gulf for two months, as part of Singapore’s contribution to the multinational reconstruction effort in Iraq. This marked the start of Operation Blue Orchid.

“Without a stable Iraq, there can be no stability in the Gulf region. Security and stability in the Gulf region has significant implications for issues that are crucial to Singapore, such as the supply of oil and the spread of terrorism.

We may be geographically distant from Iraq, but how the situation turns out there has a direct bearing on some of our most vital interests.”

deputyprimeMinisterandMinisterfordefenceteoCheeHean

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Over the span of five years, the Republic of Singapore Navy (RSN) sent five LST deployments into the Iraqi theatre, while the Republic of Singapore Air Force (RSAF) completed five deployments of KC-135R tanker aircraft and one deployment of C-130 transport aircraft. Four Army officers were also sent to Baghdad to support the multinational efforts.

The SAF’s commitments to the reconstruction efforts in Iraq drew to a close on 20 Dec 2008, when the RSS Resolution returned to Singapore with her 180-member crew. In total, 998 servicemen and women were deployed to the Gulf, some for multiple tours of duty.

In his February 2009 update to Parliament, Mr Teo noted: “Significant progress has been made in Iraq after these five years. The Iraqi security forces are now prepared to take over the responsibility of

providing security for the Iraqi people. As such, coalition forces are now in a position to begin their phased withdrawals. Singapore’s commitments to stabilisation operations in Iraq will therefore also come to an end.”

Singapore’s contributions to the reconstruction efforts in Iraq bear testimony to the professional standards and strong capabilities of the SAF – as an operationally-ready defence force able to assume a leadership role and heavier responsibilities in multinational operations. As a case in point, during the second sea deployment, the RSN was appointed as the Surface Action Commander in charge of protecting a vital Iraqi oil terminal. In this role, the RSN was responsible for overseeing the efforts of other navies in the coalition team.

Naturally, such responsibilities do not come without sacrifice and hard work – thousands of hours put in by dedicated servicemen and women from the Singapore Navy, Air Force and Army. Their valuable contributions and the challenges they overcame in the course of Operation Blue Orchid are recorded in the following chapters.

[Chapter 1]

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October 2003.

The Iraqi economy was in a dire state, with over 50 percent of the population reportedly facing unemployment or under-employment. Basic infrastructure was lacking in many places – access to electricity, clean water and sewage treatment – and efforts to rebuild infrastructure were

hampered by the poor security conditions. The reconstruction of Iraq would be a demanding task, possible only through international cooperation.

The situation in Iraq was volatile at the time when multinational forces entered the country in October 2003 under the ambit of United Nations Security Council Resolution 1511. Reports of ambushes, suicide bombings, kidnappings, grenade and car bomb attacks were commonplace. And there were indications that foreign terrorists were entering Iraq to plot attacks against coalition forces.

Preparingfor the Mission

UN ambassadors raising their hands in support during the Security Council vote on Iraq at the UN Headquarters in New York on 16 Oct 2003.

Recognising the dangers entailed in deploying to Iraq, the SAF ensured that its servicemen and women were well trained and well equipped to carry out their mission. Pre-Deployment Site Surveys assessed the operational environment they faced and the tasks they were expected to perform. Thereafter, the personnel underwent rigorous and customised training, and military hardware was reconfigured to meet mission requirements.

“The SAF is an armed force of the tropics. We needed to train and adapt our troops for the desert,” Deputy Secretary (Policy) BG Gary Ang explains. He had been the Director (Policy) at the Ministry of Defence previously, and had supported Operation Blue Orchid in that role.

The selection process of SAF servicemen and women for deployment was a stringent one. “With a security environment that was constantly evolving, a harsh climate capable

of extremes, we needed every soldier going into the combat zone to be fit in body and mind, to be able to adjust and adapt. They had to remain calm under fire,” says COL Bernard Miranda. COL Miranda was the only officer to be deployed on all five Operation Blue Orchid (Sea) missions. He took on heavier responsibilities with each subsequent deployment, and was appointed Deputy Commander Task Force in his final deployment.

Pre-deployment training focused on chemical defence, weapons handling, rules of engagement and desert survival. Beyond physical conditioning and training, selected personnel had to prepare themselves mentally for the psychological challenge of working in a war zone. Training was “realistic, as close to the war situation as possible,” LTC Sivaraman Rajan reveals. He was the RSAF Detachment Commander for all five KC-135R deployments.

Specialised training and preparations were required for the sea and air deployments. For the RSN, which was tasked with safeguarding Iraq’s Al Basra Oil Terminal, the three-month

pre-deployment training was geared towards the protection of oil platforms, defence against small boat threats, boarding operations and Unmanned Surface Vessel (USV) operations.

The assets deployed were properly outfitted to carry out their duties. The LST was fitted with the 25-millimetre rapid-firing Typhoon gun, to supplement the warship’s armaments. Night-vision devices and USVs reduced the risk of exposure to unknown threats. Rigid Hull Inflatable Boats (RHIBs) accompanied the coalition boarding teams at sea, manned by divers from the Naval Diving Unit. The Fast Craft Utility (FCU) vessel was used to transfer personnel and equipment for security missions. Naval divers also practised rappelling, so that they could descend from a helicopter onto a vessel.

“The SAF is an armed force of the tropics. We needed to train and adapt our troops for the desert.”

BG Gary Ang

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The RSAF deployed the KC-135R and C-130. The KC-135R was equipped with the Multi-Point Refuelling System (MPRS), so that it could refuel the different types of aircraft used by partner armed forces deployed in Iraq. This made it a valuable asset to coalition efforts. The C-130 was used for airlift, transportation and supply missions. It supported the coalition forces in carrying personnel and humanitarian material, and conducted medical evacuation missions in the conflict zone.

For the pilots in the RSAF, being able to conduct evasive manoeuvres was the key pre-deployment training for Operation Blue Orchid missions. To meet the threats faced in-theatre,

the aircraft were installed with flare dispensers. “Being the Commanding Officer of the first RSAF squadron to enter the war zone, the question uppermost in my mind was: How can we best achieve our mission safely?” says LTC Francis Ngooi. He led the 31-man C-130 detachment to the Gulf in 2003.

By the time they completed the rigorous and comprehensive pre-deployment training before participating in Operation Blue Orchid, the servicemen and women were as well prepared as they could be for the challenges awaiting in-theatre.

“At no time was Singapore’s safety or security compromised. It was a matter of scheduling to ensure that the remaining assets were able to meet in-country demands.” BG Wong Huat Sern

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A trooper undergoes boarding training.

While Singapore did not deploy large numbers of troops to the Gulf, it contributed where it could add the most value, taking into account its limited

resources. “We staggered our sea and air deployments to Iraq, sending one LST and one aircraft a year, for two to four months each time,” says BG Wong Huat Sern, the Commander of the RSAF’s Participation Command. As Director of Joint Operations, he played a key role in Operation Blue Orchid. Although the SAF would deploy only one ship and one aircraft to the Iraqi theatre at a time, this amounted to one quarter of the RSN and RSAF’s total LST and KC-135R count. Through careful planning, the SAF ensured that its commitment of assets and personnel to Operation Blue Orchid did not compromise the SAF’s overall readiness. “At no time was Singapore’s safety or security compromised. It was a matter of scheduling to ensure that the remaining assets were able to meet in-country demands. We adjusted the manpower rosters and maintenance schedules so that local training and operations would not be affected,” BG Wong explains.

[Chapter 2]

Marksmen kept their fingers on the triggers of their guns. Elite teams from the Naval Diving Unit stood ready. For the most part, the surrounding waters remained quiet. But on board the RSS Persistence – the Singapore LST – no one took any chances. They were in a combat zone, protecting Iraq’s lifeline, the crucial Al Basra Oil

Terminal. When vessels ventured into the warning zone, the LST would issue friendly, yet firm, warnings over the radio. The crew members would be on high alert, unsure of what the response from the other ship would be. Every four-hour shift was laced with tension, and vigilance was the modus operandi.

The mission was an important one. The Al Basra Oil Terminal accounts for over 90 percent of Iraq’s oil output, and oil accounts for 95 percent of Iraqi government revenue. This meant that the security of the Al Basra Oil Terminal was crucial to rebuilding the Iraqi economy.

ProtectingIraq’s Lifeline

Divers on patrol in a RHIB while awaiting their next boarding assignment.

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The personnel on board the LST routinely conducted area patrols, security sweeps and boarding operations on passing ships. In later deployments, the LST also acted as a planning and logistics platform to facilitate coalition naval operations. The crew provided training on basic seamanship and medical skills for the Iraqi Navy.

Appointed as the Surface Action Commander from the second deployment onwards, the RSN was responsible for not only the

sectors it was assigned, but the entire area surrounding the Al Basra Oil Terminal. This meant that the RSN exercised command and control over the coalition forces deployed in the area, including those from countries such as the United Kingdom and United States.

“We were glad to contribute more. Protecting the oil terminal was a big responsibility because it was the lifeline of Iraq, so we worked very closely with the coalition forces to ensure that it was safe, 24/7,” says

(Above):Due to the underlying uncertainty of the operations, the RSN crew must be prepared for all eventualities each time they carry out their tasks.

(Right):Protecting the Al Basra Oil Terminal is a heavy responsibility as it is the lifeline of Iraq.

COL Miranda. “I think we added a distinct ‘flavour’ to the multinational forces that were out there. A small country from Asia, yet equipped with a modern and capable navy… this is a testament to our level of technological expertise and the abilities of our people.”

“The Al Basra Oil Terminal can pump about US$60 million worth of crude oil a day. So the biggest concern of the coalition forces after the war was that terrorists might try to disrupt its operations,” explains COL Miranda. This meant that all ships or vessels approaching the Al Basra Oil Terminal warning zone would be stopped and checked. About six oil tankers go alongside the Al Basra Oil Terminal each week to load oil, which is pumped to the terminal from ashore through underwater pipelines.

Except for the first Operation Blue Orchid (Sea) detachment which spanned two months, each subsequent deployment was for three months. During their deployments, the servicemen and women worked long days. Three teams kept watch



The LST is 141 metres long – the equivalent of

three Olympic-sized swimming pools put together

length-wise. It is as deep as an eight-storey block

of flats, and as wide as half a football field.

The LST is usually manned by a crew

of about 80 to 90 Navy men and women, but

for the Operation Blue Orchid (Sea) missions, its

carrying capacity was augmented to 180 personnel,

to include those performing much-needed support

functions such as logistics specialists and medical

personnel. These support functions were critical

while the LST was deployed far from home.

For the mission, one FCU vessel and

three RHIBs were fitted in the welldock, under

the flight deck, while a Fast Craft for Equipment

and Personnel sat on the boat davit (crane system).

The LST can also hold several landing craft. The

tank deck allows for the loading of trucks and other

vehicles, while the hangar facilities can cater to the

needs of two medium-sized helicopters.

landingShiptank

(Above):A patrol returning to the LST via the welldock.(Right):RSS Endurance, or Warship 207, the first Singapore LST to be deployed to the Gulf.

“This is RSS Persistence calling Channel One Six. You are required to answer my query, over.”

“This is RSS Persistence, what is your vessel name?”

“What is your flag?”

“What is your international call sign?”

“What cargo are you currently carrying on board?”

“What is your last port of call and date departed?”

“What is your next port of call and estimated date of arrival?”

“What is your vessel length and deadweight?”

Heard on the Radio

“We were glad to contribute more. Protecting the oil terminal was a big responsibility because it was the lifeline of Iraq, so we worked very closely with the coalition forces to ensure that it was safe, 24/7.”COL Bernard Miranda

Radio calls to approaching vessels:

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in four-hour shifts. Over a 30-day period, they could radio out as many as 600 queries and record as many as 100 boardings via RHIBs and FCU vessels launched from the LST. Meanwhile, the LST supported coalition naval helicopters landing on the ship’s helicopter deck to refuel and obtain other forms of logistics support. The onset of winter also brought strong winds and waves as high as 2.5 metres. Sandstorms and strong winds at times created difficult sea conditions.

“We boarded and inspected ships to verify that they were not contravening United Nations Security Council Resolutions, for

example, by engaging in oil smuggling and carriage of unauthorised weapons,” explains MAJ Vincent Yeo, who was the Executive Officer of the first LST deployed to the Gulf. Ship boardings were launched with weapons loaded and ready to fire, in anticipation of a possible attack from the other side.

In the end, the RSN was fortunate, and did not face any situation where they had to open fire during the course of the sea deployments to the Gulf. Others were not as fortunate. During one search mission, coalition troops were killed when suicide bombers in an unidentified dhow (small fishing boat) activated

“We have to play our part, and fulfil our responsibilities as a member of the global community. Our resources are limited, so we work within these constraints to examine where we can make niche contributions. The task is made easier because we have a flexible and operationally-ready SAF.”bgWongHuatSern

(Above):RSN crew keeping watch over the Al Basra Oil Terminal.(Left):A patrol on a RHIB returning from another mission.

underlying level of stress and uncertainty when conducting operations was therefore very high.

“Yet, 99 percent of the time, all these dhows and ships that approached did not mean any harm. They were just ignorant. Mostly, they were merchant men or civilians, and some of them did not even know that a warning zone had been enforced around the Al Basra Oil Terminal,” says MAJ Yeo.

While waiting to hear from the coalition forces if these vessels could be released, the RSN crew routinely offered medical check-ups, water, rations and other essentials to the crew of the detained vessels.

There were moments when the servicemen faced situations that were a test of character. “What was difficult was what we did not train for. Some of these Iraqis had to endure such

horrible conditions that my heart went out to them. Like us, they are human beings. So while we performed our duties, we made sure we accorded them their due dignity. Many of them were innocent people trying hard to make a living,” MAJ Yeo recounts.

After boarding, the RSN crew search for contraband and ensure that the ship’s cargo manifests are in order.

“What was difficult was what we did not train for. Some of these Iraqis had to endure such horrible conditions that my heart went out to them. Like us, they are human beings. So while we performed our duties, we made sure we accorded them their due dignity. Many of them were innocent people trying hard to make a living.” MAJ Vincent Yeo

operation blue orchid 3534 pArtnering to rebuild

The Naval Diving Unit troops were on board Operation Blue

Orchid (Sea) missions to protect the task group as well as

to search merchant vessels.

According to MAJ Clarance Tan, who was the Ship

Security Team 2nd In Charge, the RSN crew searched for

“suspicious personnel, terrorists, people who tried to smuggle

oil or Iraqi national artefacts, and of course, weapons”. On

busy days, they would set out from the LST at 7am, visiting

about half a dozen ships and returning after sunset. The

assortment of firearms confiscated from some ships was a

reminder of the risks they faced.

“Daily, we went out to sea prepared for the worst.

We had to be ready to board all sorts of craft ranging from

dhows to ultra-large carriers which towered several storeys

above sea level. Inspections were sometimes carried out

in waves as high as two metres, and at night. As a leader,

I had to look after the safety of my men. I had to be the

first to put myself in harm’s way, and the last to come out

from any mission, making sure that no one was left behind.

The months of hard training, tough courses my team and

I went through with the diving unit… physical and mental

preparation… it was in the Gulf that we appreciated all that

training. The Naval Diving Unit’s training was actually tougher,

but it provided us with the confidence to do our job. That

was crucial,” says MAJ Tan.

In the course of their duties, MAJ Tan and his men

encountered some unexpected sights. Once, after boarding

a merchant ship in the Northern Arabian Gulf, instead of a

crowd of hostile men, they found a floating zoo of flamingoes,

mandarin ducks, goats and even donkeys!

Naval Diving Unit

(Right):RSN crew on patrol in a RHIB.

(Below):An RSN patrol preparing to board a tugboat.

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For extremely dangerous encounters, the RSN used unmanned vessels such as the Protector. The

9.5-metre-long Protector can be fielded for up to eight-hour patrols in choppy seas. It moves at top

speeds of more than 30 knots, and TV cameras feed pictures back to the LST, zooming in on suspicious

craft approaching the warning zone. These allow the LST crew to inspect oncoming vessels from a safe

distance, while the loudspeaker and microphone enable the crew to warn intruders to stay away. If

these warnings are ignored, the remote-controlled 7.62-millimetre machine gun can be used to ward

off intruders. During the course of the deployments, there was no cause to fire on any vessel.

The Protector

(Above):Lifting the USV from the LST into the water.(Left):Preparing the USV for operations.

operAtion bLue orchid 3938 ParTnering To rebuild

1WO Mervyn Chua, the Coxswain of the fifth sea

deployment, was disciplinarian, morale booster and

general welfare officer all rolled into one. It was a

role he took seriously.

“Apart from coming back safely from

a mission and feeling good that they had

accomplished what they set out to do, I would

say the next biggest morale booster was the

meals. Wherever you might go,

there’s nothing like warm food after

a long day in a combat zone. In Iraq,

I worked closely with the chef to plan

our menu before we set out, so that

we would have all the ingredients,

especially for our local dishes,” says

1WO Chua.

The chef was MSG Peter

Francis, who, hailing from a family

of chefs, knew only too well that

food is the spice of life. MSG Francis

recounts: “Stocking up the right

rations was important. These missions

were long, and they took the guys away from their

families, from the familiarities of home. So local

food became their link to the people and things

they had left behind. I was aware of that.”

“We whipped up favourites like chicken

rice, laksa, mee rebus and more. This was possible

because we always stocked up on curry powder,

spices and canned food. Our meals were so popular

with the coalition forces that they doubled, and

even tripled, their orders. After a while, the coalition

forces even knew what to order, asking for nasi

padang or mee siam,” says MSG Francis.

“Because the missions continued around

the clock, the kitchen too had to be on alert, to

feed those on guard duty. We made sure that when

the food reached the soldiers, it was warm. This

made a huge difference when you were out in the

cold and dark night,” adds 1WO Chua.

With so many soldiers to care for, both

1WO Chua’s and MSG Francis’ personal lives

naturally took a back seat. Just before he left for

the Gulf, 1WO Chua’s father-in-law passed away.

He had to make a difficult decision between leaving

for Iraq and staying in Singapore to help with the

funeral arrangements. He chose to deploy, and

his wife single-handedly managed the wake and

funeral. “My wife understood,” he says. “Singapore

made a commitment to support the coalition

efforts. My personal matters had to be left in the

able hands of my wife and family.”

Among those thankful that MSG Francis

was on board was MAJ Noel Chen. “We made

up for the missed Chinese New Year festive

celebrations on board,” he recalls, “and the chef

surprised us with special dishes. The fact that we

were out there in the open sea made us realise

how important helping each other was, not so

much physically, but mentally and psychologically.

It was on deployments like Operation Blue Orchid

that you really felt the closeness of your naval

family.” MAJ Chen could well have been speaking

for the entire crew.

Keeping Up Morale

1WO Mervyn Chua

“Apart from coming back safely from a mission and feeling good that they had accomplished what they set out to do, I would say the next biggest morale booster was the meals. Wherever you might go, there’s nothing like warm food after a long day in a combat zone.”

1WO Chua (left) and MSG Francis in the

kitchen of the RSS Endurance.

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[Chapter 3]

(From left): 1WO C. Bhonesveran, CPT Chia Yoon Kong, CPT Lee Luen Fah, CPT Chai Yee Wei and MAJ Lai Ah Heng in the cockpit of the KC-135R during their deployment.

In the Line of Fire

Within the RSAF, defining moments vary. For the pilot, it could be the maiden flight. A new aircraft. The first close call. For the RSAF teams that went to the Gulf, it was their

first operational mission in a conflict zone. As former Chief of Air Force MG Lim Kim

Choon said in April 2004, when he welcomed the C-130 transport aircraft back to Singapore: “Serving in Iraq was a defining moment because we were putting our aircraft directly in the line of fire.” The C-130 aircraft had to make frequent trips between the various Iraqi cities, with the real risk of an attack from shoulder-launched surface-to-air missiles, or small arms fire.


“Being in a combat situation made us realise how important our training was. We had practised vigorously what we would do when our system detected

missiles or firearms aimed at us, and how to execute a quick evasive manoeuvre should we come under attack. In Iraq, we were actually executing this rehearsed manoeuvre a third of the time – that was how close we were to danger,” says LTC Ngooi. He was the Detachment Commander for the first C-130 detachment to Iraq in October 2003, and National Contingent Commander for the fourth air detachment in September 2006.

LTC Ngooi recalls: “The term ‘real and present danger’ became very clear to us as we were in the very centre of a combat zone. We were often required to fly over the combat zone from one designated airfield to another, carrying men, cargo and equipment.” To help mitigate the risks, the C-130 was equipped with a self-protection suite. Each trip entailed flight planning, a study of intelligence and tactics, and after-flight debriefs. Work days often lasted 14 to 16 hours.

MG Lim pointed out the value of such hands-on experience. In Iraq, “our men and women worked closely with other armed forces and, in the process, learned from as well as benchmarked themselves against

(Above):LTC Sivaraman on his first air-to-air refuelling mission in the Gulf.(Left):The C-130 provided airlift, transportation and supply support for the coalition team.


their foreign counterparts”. This augurs well for them as operationally-ready soldiers.

On his experience in the Gulf, LTC Ngooi says: “The first thing that struck me full in the face, literally, was the glare from the sand in the desert. There was no escaping the blinding

brightness. During sandstorms, visibility was often reduced to almost zero and literally everything came to a standstill as no work could be completed safely in those conditions. Sometimes, the winds would constantly beat at our tents; they seemed intent on tearing them down. Then there were the extremes – 42°C in the day and 5°C at night. Although we were prepared, it was unlike anything we had ever experienced before.”

Reflecting on his first Gulf deployment was LTC Sivaraman who was Detachment Commander for all five KC-135R deployments, and responsible for the 35 men under his charge for each detachment: “The war had ended. But the difficult part for the coalition forces had just begun – post-war campaigns had to deal with counter-insurgency operations and counter-terrorism. It was my first time in the Gulf. Of course I was concerned and apprehensive, especially as I had no experience in non-peacetime operations. But we were more than prepared. Our training gave us confidence, and our previous training with the US helped. I was mindful all the time of the threats, and my men and I had one thing on our minds: to do our best every day and come back

(Above):The “cooling vest” ensures that RSAF

personnel keep cool in the heat which can soar

to 48°C in the day.(Right):

Every member of the RSAF detachment

(KC-135R aircraft behind) plays a part in ensuring

mission success.


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safe, so that we could fly another mission.” “As a soldier, this was what I was trained for, so

I was eager to do my part. In Iraq, this meant playing a crucial support role to the front-line soldiers, primarily our US Air Force partners,” LTC Sivaraman adds. Over five years of regular deployments, “we held our own and achieved a high mission success rate. In fact, the US leaders labelled us ‘Mr Automatic’ because they were confident that when tasked with a mission, we would always do a good job”.

When they first arrived in Iraq, the SAF team and their coalition counterparts stayed in tents. Although these were fitted with piped-in air conditioning

during summer and heating during winter, in many ways this “Tent City”, or Camp Andy as it was called, was subjected to the elements. In winter, morning fog meant visibility of less than 50 feet. Temperatures hovered around 0°C during the day and dipped to -5°C at night. To combat the sweltering heat of the summer months, when daytime temperatures soared to 48°C, the soldiers devised a “cooling vest” – essentially a cameraman’s vest with pockets filled with frozen gel. “It was effective for up to eight hours. Pretty innovative,

“The first thing that struck me full in the face, literally, was the glare from the sand in the desert. There was no escaping the blinding brightness. During sandstorms, visibility was often reduced to almost zero and literally everything came to a standstill as no work could be completed safely in those conditions.” ltCFrancisngooi

(Above):Singapore’s C-130 operating out of a US air base in Iraq.

(Right):The RSAF forming a close working relationship with their US counterparts.

52 partneringtorebuild opeRAtion blue oRchid53

no?” laughs LTC Sivaraman.Later on, trailers replaced the tents as homes for

the soldiers. Each trailer was the size of a large bus and housed four people in each cubicle. On occasion, when water rationing was severe, everyone was subjected to “30-second shower regimes”. With the relentless heat of summer, showering was a necessity rather than an option. This restriction posed serious dilemmas – a quick rinse that wet as much of the body as possible but foregoing the soap, or soaping and rinsing only the dirtiest areas but neglecting the rest? At any rate, these were not decisions that the personnel cared to share with each other.

For the RSAF personnel, days off meant using the internet or telephone to chat and catch up on news back home, or simply spending time with their buddies. The amenities at the

HQ provided by the US included sporting facilities and messes. “The US was big on morale, welfare and recreation,” LTC Sivaraman offers. “The base was pretty much self-sustainable. We had cinemas, basketball courts – you name it. Our meals were standard fare, what we would call ‘chow hall’ food; nothing like the food we get back home. But we had the foresight to learn from the guys before us; we brought along Maggi mee as well as all kinds of dried local food. We also had access to Filipino, Indian and Thai food, as there was a community of expatriates in the area.”

(Above):A coalition aircraft receiving fuel from the KC-135R via the boom method.(Left):The RSAF’s KC-135R completed more than 300 refuelling sorties over the five Gulf missions it was sent on.

operAtion bLue orchid 55

Kiosk in the Clouds

Equipped with the MPRS, the RSAF’s KC-135R played a crucial

role during its deployments in the Gulf. It was able to cater to a

wide variety of aircraft from fighter jets to airborne tankers, and

was highly sought after by the coalition team. In all, it offloaded

about 14 million pounds of fuel to more than 1,400 aircraft in

over 300 refuelling sorties between 2004 and 2008.

Boom refuelling:

The KC-135R, a four-engine tanker, carries additional jet fuel in

its body tanks to refuel military aircraft mid-air. During a normal

air-to-air refuelling procedure, the Boom Operator from the

KC-135R tanker will give instructions to the receiving aircraft to

fly at a close proximity of two to three feet from the extended

flying boom, a rigid tube at the rear of the tanker. Once the

correct refuelling position is established, the Boom Operator will

manoeuvre and extend the boom, and insert the boom nozzle

into the receptacle of the receiving aircraft. Fuel will then be

offloaded.

Probe-and-drogue refuelling:

Some receiving aircraft are refuelled using the probe-and-drogue

method. This method uses a flexible hose that trails from the

tanker. A drogue, which is a soft canvas webbing at the end of

the hose, helps to stabilise the hose. The drogue also provides

a funnel for the receiving aircraft to insert its probe into the

hose.

The RSAF’s KC-135R tanker is equipped with both the

boom and probe-and-drogue, collectively known as the MPRS.

With these two mechanisms, the tanker can cater to all types

of receiving aircraft.

“Before we launched, we would get the latest on enemy

positions in the combat zone from intelligence and also reports

by crew on their way back. Most of our air-to-air refuelling was

done at high altitudes, above the clouds, so that we were not

visible,” explains LTC Sivaraman on some of the precautionary

measures taken.

Maintenance of the KC-135R was gruelling and

this was provided by the Singapore Technologies Aerospace

personnel who were deployed as part of the Operation Blue

Orchid (Air) missions. “They did an exceptional job, and helped

us maintain the high reliability and credibility that is so important

in combat situations,” says LTC Sivaraman.

KC-135R

[Chapter 4]P

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In the heart of Baghdad

(From left): LtC Ng Ying thong, LtC Chung tying Chun, COL Steven Seng and COL Siew Kum Wong

Four men. Two years.

Over two years, the SAF contributed four officers to serve in the Multinational Force-Iraq (MNF-I) Headquarters (HQ) in Baghdad. The MNF-I contributed to the maintenance of security in Iraq, with the objective of paving the way for a complete political transition to Iraqi self-government. “It had

less to do with fighting the resistance, and more to do with how to help the United Nations and coalition forces sort out the post-war reconstruction of Iraq,” explains BG Ang.

So, for six months each, one of the officers would venture into the heart of Baghdad. “One man at a time was deemed sufficient for this reconstruction effort. While we take risks, we also don’t want to put our men in harm’s way unnecessarily,” says BG Ang. The decision followed the SAF’s careful study of the operational requirements of the mission – as it does for every mission involving its servicemen and women – to see where Singapore can contribute the most value.

COL Siew Kum Wong was the first Army officer to arrive in Baghdad in May 2006. He had volunteered for the operation. “This was the conflict of our time. As military professionals, this is what we’ve been trained to do; we would not miss the opportunity to experience a real operation,” COL Siew explains.


Daily, the coalition team members converged at the Strategy, Plans and Assessment Cell, which functioned as the nerve centre of the MNF-I. Their work place was a room in

Saddam Hussein’s palace. There was, however, no trace of the luxury of palatial living. “Our work area could be likened to a maximum security prison. Much of it was cordoned off, and the office was a room previously occupied by Saddam’s staff,” says COL Siew.

The Battle Update Assessment, which provided the latest information relating to their respective projects, would be sent to them at 7.30am daily. The pace of work was relentless. Fifteen-hour work days were not uncommon as they raced against time to develop plans for the reconstruction efforts.

In particular, “our focus lay in civil-military affairs, and we were very much involved in the resettlement of Internally Displaced Persons (IDP),” says COL Steven Seng. His tour of duty commenced in December 2006.

Like COL Siew, COL Seng had volunteered for the deployment. “I am an Army man. This was a chance for me to get into a real war situation, and I did not want to forego the opportunity. Certainly, I was fully aware of the risks but, as in any military situation, you go in with your eyes wide open and you do your best

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“I am an Army man. This was a chance for me to get into a real war situation, and I did not want to forego the opportunity. Certainly, I was fully aware of the risks but, as in any military situation, you go in with your eyes wide open and you do your best to mitigate those risks.”

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ColStevenSeng

“Apart from acquiring operational experience and knowledge, my greatest take-away from the deployment is the confidence that SAF officers have the training and exposure to more than measure up to their counterparts in other professional militaries.” ColSiewKumWong

to mitigate those risks.”The displacement of Iraqi citizens from their

homes was the result of war, and ethnic and religious strife. Of the population of 26 million, an estimated three million people were displaced. But the IDP process proved slow and complex. “Even during my deployment, making headway was tough because there was no documentation, no records to work with,” COL Seng explains. The MNF-I did not want to set up refugee camps as the experience of various United Nations agencies showed that these camps had a way of becoming permanent shelters. However, finding alternatives to setting up such shelters was not easy.

In addition to the IDP undertaking, COL Seng participated in the development of a weapons regulatory framework with the aim of returning the country to the rule of law. A licensing system was

proposed to allow Iraqis to bear arms, but details such as the type and number of arms, as well as the amount of ammunition allowed, were difficult to reach agreement on. “I think in this area, I made a difference. I worked not just with the coalition forces but also with Iraqi advisors to develop a licence card that cuts across all ministries and agencies, and contributed to an efficient and effective weapons control system,” says COL Seng.

Ornate versus ordinary. Breathtakingly beautiful versus purely functional. Like the other personnel on the coalition team, the Army officers lived in container

homes inside the palace compound, but the difference between the adjacent residences could hardly have been more stark.

Two men occupied each container, with the sole amenity being a toilet with running water. “Our personal space was big enough for just a bed and a cupboard, with a narrow aisle for walking. It was definitely not luxurious, but as an Infantry man, I would say that it is a sustainable field condition,” says LTC Ng Ying Thong, who arrived in Iraq in May 2007.

Depending on the location of the container, it took about eight to 10 minutes to cover the 400 to 500 metres between “home” and HQ. But the walk was by no means safe as they were vulnerable to hostile fire targeting the HQ. Even the containers were targets.

Each Army officer has sobering experiences to share. Being rocked by an explosion when a neighbouring container blew up. Watching as an officer you had just waved to was killed by rocket fire moments later. Barely escaping the shrapnel from a bomb that killed and maimed over 20 people, all of whom you knew. The knowledge that all around you were ordinary people who were exposed to constant danger as they

went about their lives. “Such experiences strike at the soul. It makes you

reflect on why you joined the army, or the armed forces. It’s more than a career choice – it is a profession that entails a larger purpose to serve. And it is this conviction that makes you wear your uniform with pride day after day,” expresses LTC Ng.

Like the other Army personnel, most of LTC Ng’s waking hours were dedicated to coalition efforts to return a measure of normalcy to the lives of the Iraqis. LTC Ng was also part of the IDP project and Population Control initiative, which involved the registration of citizens and issuance of identity cards.

During their respective deployments, each man’s duties required him to leave the relative safety of the palace compound, and travel to the National Security Office or Iraqi

government office five to six times a month. Aware of the ever-present dangers, “we made sure to put on our body armour and helmet, and conducted stringent checks of the undercarriage of the armoured vehicle, especially if it had been left unattended for a while,” explains LTC Ng. Their weapons were also maintained in tip-top condition.

“Fully aware of the risks and responsibilities of the position, handing over to a close friend was not easy,”


LTC Ng admits. In November 2007, he passed the baton to his friend of more than 15 years, LTC Chung Tying Chun, who was the fourth and last Strategic Planner from the SAF. Instead of focusing on what could or might happen, the good friends reminisced about old times and discussed their plans for the future – when they would both be safely back in Singapore.

LTC Chung continued the work of the coalition team, and when it was time for him to leave, he boarded the helicopter for one last, lingering look. “The aerial view of Baghdad is firmly etched in my mind; an imprint to remind me of the people and experiences. Things were beginning to look better then (in May 2008), and we were seeing the progress of the work put in by the different coalition teams,” LTC Chung reveals.

“Maybe it was wishful thinking on my part. I had hoped to one day return to Iraq, but not in combat uniform. I want to be able to walk freely, and discover at leisure the rich cultural heritage of the country,” LTC Chung says.

It goes without saying that the six months in Iraq have been a life-changing experience for each Army officer. “Apart from acquiring operational experience and knowledge, my greatest take-away

from the deployment is the confidence that SAF officers have the training and exposure to more than measure up to their counterparts in other professional militaries,” says COL Siew.

One of Saddam’s palaces sits atop a hill, no longer the seat of power it once was. Instead, it serves as a curiousity to those who visit it.

“Maybe it was wishful thinking on my part. I had hoped to one day return to Iraq, but not in combat

uniform. I want to be able to walk freely, and discover at leisure the rich cultural heritage of the country.”

ltCChungtyingChun

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[Chapter 5]


Over five years from 2003 to 2008, the SAF deployed five LSTs, five KC-135Rs and one C-130 to support the reconstruction efforts in Iraq. It also deployed four officers to serve in the HQ of the MNF-I in Baghdad. In total, 998 servicemen and women of the SAF served in the Gulf. Of them, 141 returned to serve multiple missions.

Singapore made a valuable, niche contribution to the coalition efforts. Its KC-135R aircraft provided crucial air-to-air refuelling services to coalition aircraft over Iraq, while the C-130 aircraft transported coalition troops and supplies into and within Iraq. At sea, the LSTs protected a key Iraqi oil terminal, with the RSN conducting boarding and search operations, refuelling coalition helicopters, and training Iraqi naval personnel. And in the role of Surface Action Commander, Singapore’s LSTs were responsible for coordinating ships from coalition partners and guarding key installations in the Gulf.

Now, with security in Iraq improving, the Iraqi security forces are taking over the responsibility of protecting their country. Coalition forces have begun a phased drawdown of troops and, likewise, Singapore’s

Reflecting on the Mission


deployments to Iraq have come to a close. Five years and two months after the first deployment, Singapore welcomed home the RSS Resolution and her 180-strong crew on 20 December 2008. This would be its last Operation Blue Orchid deployment.

The SAF learnt valuable operational lessons in Iraq that could be applied to future missions. Its operations there were a major undertaking. The SAF deployed 4,000 miles from home, to a

place where its troops faced real-life dangers, and unique operational and logistical challenges. They were well prepared for their mission, having undertaken intensive and specialised training before deployment, and in the course of their deployments, they demonstrated resilience and dedication to the mission. They adapted to changing conditions and confronted new challenges. They returned with an enhanced level of professionalism and a greater confidence in their equipment and their training.

These are their personal recollections of their time in Iraq.

(top & bottom left):Participants of the fourth LST

deployment returning from their three-month stint.

(bottom right):SAF personnel receive the

Overseas Service Medal for their contributions to the mission.

“Significant progress has been made in Iraq after these five years. The Iraqi security forces are now prepared to take over the responsibility of providing security for the Iraqi people. As such, coalition forces are now in a position to begin their phased withdrawals. Singapore’s commitments to stabilisation operations in Iraq will therefore also come to an end.” deputyprimeMinisterandMinisterfordefenceteoCheeHean

“When the US-led forces bombed

Iraq, there was little resistance

from the Iraqi forces. The war

ended as quickly as it had begun, prompting

everyone to predict a quick transition to a stable

Iraq. I knew the situation would not be so simple,”

he notes. “The months that followed showed an

Iraq very much in strife, even after the handover

of authority to an elected Iraqi government.”

It was in the second half of 2003 that

the possibility of Singapore’s involvement in the

Gulf occurred to him. When the notification

of deployment finally came to his 122 SQN,

LTC Ngooi and his men had mixed reactions.

These went from exhilaration to concern as

the country was still in a “semi-war state”. “Of

course we were always prepared to undertake

any mission, but this was very different; it was

our first non-peacetime operation.”

“There were times I knew my men

must have felt apprehensive, knowing the

risks involved. But from the time we selected

the suitably qualified men for training to the

moment of departure, not a single member

ever showed any signs of wanting to opt out of

this unprecedented mission. As Commander,

this gave me confidence. Not only was I ready

from the start, I felt the full support of my men

throughout.”

Assignment:

Detachment Commander, Operation Blue Orchid (Air) mission 1, and National Contingent Commander, mission 4defining Achievement:

Not one of his men wavered.

LTC Francis Ngooi

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When she found out a colleague had to drop out of the fourth

sea mission because of unforeseen circumstances, SSG Cheong

readily indicated her interest to fill the role. “I wanted to share

my experiences and knowledge from the second sea deployment with the

incoming crew,” she says.

With each deployment, she was able to discern the progress made

by the Iraqi Navy. “During the second sea mission, the Iraqi forces were

just beginning to build their navy. By my fifth mission, I could see that they

had become more professional, and were capable of protecting their own

waters. This gave me a deep sense of satisfaction – that in my small way,

I had helped in the reconstruction of a country.”

assignment:

Leading Weapons Electronic Specialist, RSS Resolution, Operation Blue Orchid (Sea) missions 2, 4 and 5definingachievement:

Three times she went to help reconstruct a country.

SSG Cheong Hwee Li

“The key lesson I learnt from my first

overseas mission was realising the

importance of constant vigilance.

We were the last line of defence on the ship,

so we had to be ready to disable any threat

that might approach us. The biggest difference

between training and being on a mission was that

in a live situation, if activated, we would have had

to fire to immobilise the threat,” says 1SG Hafiz.

“I learnt to be on my toes for the entire

three-month duration of the mission. Even during

our rest time, my equipment was placed in such a

way that I would be up and ready at any moment

if called to man my weapon,” he says.

assignment:

Ship security team member manning machine guns, RSS Resolution, Operation Blue Orchid (Sea) mission 5definingachievement:

Up and ready at any moment.

1SG Muhamad Hafiz Bin Sazali

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“Of course I missed my family. They missed me

too, but they understood why I wanted to go on

multiple missions,” says SSG Cheong. “It didn’t mean they were less worried

each time I left, but the regular updates from the

SAF Family Liaison Officers really helped.”

“Although we worked hard, we had our recreational time. I played deck hockey, which could get quite competitive at times! The group games were good for bonding. I think all that running around also improved our fitness levels!” laughs 1SG Hafiz. “Other crew members would fly kites or belt their hearts out in the Mess.”

RESOLVE

The chance to be part of the SAF’s last

deployment to the Gulf was something

not to be missed, and LTA (NS) Lin

chose to extend his operationally-

ready date (ORD) by two months

for this “opportunity of a lifetime” – despite the

apprehension of his parents.

REPUTATION

Out on the field, his youthful looks

often made others do a “double-take”.

“Yes, everyone told me I looked like a

kid. In fact, many of the soldiers from

the coalition forces took a second look at me. When

they found out that I was a lieutenant leading a

group of men, they were even more surprised.

But by the end of my sea mission, when we said

goodbye to each other, I could see that they didn’t

view me as a kid anymore.”

REALITY

His comparatively placid life as an

undergraduate after ORD belies

the experiences he has undergone.

“Even if I were to tell my classmates

about what the situation was like, I don’t think they

would have been able to fully grasp the reality of

just how much danger the crew was in. It made

me wonder if, perhaps, too many Singaporeans

here take our security for granted. I am glad I

participated in the last naval deployment to Iraq.

It was an unforgettable experience.”

2

ASSIgNmENT:

Assistant Operations Officer 2, RSS Resolution, Operation Blue Orchid (Sea) mission 5dEfININg AchIEVEmENT:

He seized the day, and took with him the three Rs from the university of life.

LTA (NS) Lin Dian Xue

1

3“Naturally, my family were worried as they knew the Gulf was a dangerous area. But I told them about my strong need to be part of the deployment... to contribute and put into practice what I had been trained for. They saw how determined I was and eventually supported my wish to contribute more during my National Service,” says LTA (NS) Lin.

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LTA (NS) Lin had the full support of his parents, Mdm Goh Boong Kheng and Mr Lim Meng Kheam, when he extended his ORD to be part of the Operation Blue Orchid (Sea) mission to Iraq.

74 PARTNERINg TO REbUILd


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assignment:

Boom Leader, Operation Blue Orchid (Air) missions 2, 3, 5 and 6definingachievement:

He kept his head in the clouds.

1WO C. BHONESVERAN

The RSAF’s KC-135R played a crucial

role during its deployments. “We could

carry out refuelling of aircraft that use

either the boom or probe-and-drogue systems.

Essentially, we could refuel all the aircraft in

the coalition team,” says 1WO Bhonesveran.

“With the KC-135R tanker, we could also refuel

two aircraft, of different types, consecutively

while in the air.”

“Of course there were challenges, such

as attacks from shoulder-mounted surface-to-

air missiles. So we made it a point to get the

most up-to-date reports on potential threats,

we used the cloud cover to our advantage, and

ensured that refuelling did not take place over

densely-populated areas,” he says.

Describing his day-to-day schedule, “we

had very good days, and some very

close calls, but we knew we had to do

our job well,” recounts ltc Zakir. “What stays in

the mind are the surprises. For example, when

a set of fighters needed emergency refuelling,

we would immediately respond, no questions

asked. in a matter of 10 minutes from the initial

unplanned request to execution, we would have

completed the task and saved the situation. there

is no adrenaline rush that can compare with that

sort of success.”

“on our days off, there was time to build

relationships, like when we engaged in different

sports and games. We got to know each other

at a deeper level, which would not have been

possible back home, when we were all so busy in

our own areas of work,” he says. “but out there, on

deployment, it was just you and your guys.”

assignment:

Detachment Commander, Operation Blue Orchid (Air) mission 6definingachievement:

Adrenaline rush from success.

LTC ZAKIR HAMID


Commodore Bruce Kafer, Commander Task Force (CTF) 158, commended the RSS Resolution on its sterling performance during its last Operation Blue Orchid (Sea) mission. He said: “The RSS Resolution has made a critical contribution to CTF 158’s mission of safeguarding Iraqi waterways and infrastructure protection.”

COL Steven S. Kempf, Commander 379th Expeditionary Operations Group (EOG), US Air Force, commended the RSAF for its contributions. He said: “Thank you for making the 379th EOG the premier combat group in the area of operations.”

“For the RSN to take over additional responsibilities from the second deployment onwards as the Surface Action Commander was a remarkable honour. The coalition could see from the first deployment how crucial and capable we were. It meant taking command of multinational ships from established navies of countries such as the UK and US to protect the Al Basra Oil Terminal. It makes me feel proud just talking about it.”

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COL Bernard Miranda (right)

“My six months in Iraq made me realise just how fragile life is; how fortunate we are to enjoy the peace and security that we take for granted. It was a life-changing experience for me. I made a decision then to treasure every moment I have, to live life to the fullest. When I came home, I made a commitment and got married.” LTC Ng Ying Thong

80 parTNeriNg TO reBuiLd


“We had no experience in the Gulf, so we had to be thorough in our groundwork before each mission. We also ensured that our personnel were rigorously trained. Once we were there, my men and I had only one mission in mind: to do our best every day and come back safely, so we could fly another mission. We are proud to have achieved a high mission success rate.”

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ltCSivaramanrajan(centre)

“Our operational success is underpinned by the dedication and hard work of our servicemen and women. The SAF is proud of you and the sterling qualities you have shown as you carried out the mission entrusted to you.” deputyprimeMinisterandMinisterfordefenceteoCheeHean


ranK/naMe date duration

col Siew Kum Wong 13 May 06 – 12 nov 06 6 months

col Steven Seng 2 dec 06 – 1 Jun 07 6 months

ltc ng Ying thong 30 May 07 – 10 nov 07 6 months

ltc chung tying chun 12 nov 07 – 12 May 08 6 months

by the numbersoperation blue orchid Facts and Figures

navy breakdown of assets deployed for each mission: all operation blue orchid (obo) missions had lSts and the protector, except obo 1, which did not have the protector.

MaritiMeinterdictionoperations

obo1 obo2 obo3 obo4 obo5

queries (no. of vessels) 258 268 232 32 4

compliant boardings (no. of vessels) 44 23 4 0 0

oboi oboiii oboVctgu col (nS) Sukhvinder S. choprashipu rSS enduranceshipcou col li lit Siewshipcoxswainu 1Wo Wong ban choongnumberofsaFpersonnelu 160

ctgu col bernard Mirandashipu rSS reSolutionshipcou ltc Samuel abeyasekerashipcoxswainu 1Wo harpajan SinghnumberofsaFpersonnelu 180

ctgu col bernard Miranda (1st half)radM Joseph leong (2nd half)shipu rSS endeaVourshipcou ltc thng chee Mengshipcoxswainu 2Wo allan Sim Swee phengnumberofsaFpersonnelu 199

ctgu col li lit Siew, (1st half)col bernard Miranda (2nd half)shipu rSS perSiStenceshipcou ltc chow Khim chongshipcoxswainu 1Wo Wong Kim hinnumberofsaFpersonnelu 183

ctgu ltc tan bian (1st half) col tan Kai cheong (2nd half)shipu rSS reSolutionshipcou ltc lee Joan hinshipcoxswainu 1Wo Mervyn chuanumberofsaFpersonnelu 176

oboiioboiV

air force

army

breakdown of assets deployed for each mission:except for the very first deployment which had a c-130, the rest of the five deployments all had a Kc-135r each.

s/n duration detachMentcoMMander assetdeployed serViceMendeployed

1 3 Feb 04 (2 mths) ltc Francis ngooi 1 x c-130 31

2 9 Jun 04 (3 mths) ltc Gan Keng Soon 1 x Kc-135r 33

3 20 Jun 05 (3 mths) ltc Sivaraman rajan 1 X Kc-135r 35

4 13 Sep 06 (3 mths) ltc lau tee chun 1 X Kc-135r 35

5 25 apr 07 (3 mths) ltc Sivaraman rajan 1 X Kc-135r 65

6 16 apr 08 (3 mths) ltc Zakir hamid 1 x Kc-135r 36

u 350 hrs of air-to-air refuelling in support of the coalition forceu about 14 million pounds of fuel to 1,407 aircraft in 303 refuelling sorties

appendices

Editorial & dEsignWritEr

Woon Tai Ho

Editor Susan Leong

Contributing Editor Emilyn Tan

art dirECtor Jennifer Tan

PhotograPhEr (Portraits) Koh Yee Ling

All other photos from the Singapore Armed Forces and MINDEF Public Affairs, except where otherwise stated.

Editorial Consultant Michael Chiang/A Little Imagination Pte Ltd

©2010 Ministry of Defence

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by

any means, electronic, mechanical, photocopying, recording or otherwise without the prior written permission of the publishers.

Printed in Singapore by KHL Printers

National Library Board Singapore Cataloguing in Publication Data

ISBN: 978-981-08-4853-8

Glossary Acknowledgements

oPEration bluE orChid



Published by MINDEF Public Affairswww.mindef.gov.sg

CtF Commander Task Force

Ctg Commander Task Group

FCu Fast Craft Utility

hQ Headquarters

idP Internally Displaced Persons

lst Landing Ship Tank

MnF-i Multinational Force-Iraq

MPrs Multi-Point Refuelling System

nag Northern Arabian Gulf

ord Operationally-ready Date

rhib Rigid Hull Inflatable Boat

rsaF Republic of Singapore Air Force

rsn Republic of Singapore Navy

saF Singapore Armed Forces

sQn Squadron

tg Task Group

usV Unmanned Surface Vessel

Mg Major-General

radM Rear-Admiral

bg Brigadier-General

Col Colonel

ltC Lieutenant-Colonel

MaJ Major

lta Lieutenant

1Wo 1st Warrant Officer

2Wo 2nd Warrant Officer

Msg Master Sergeant

ssg Staff Sergeant

1sg 1st Sergeant

partnering to rebuild - ministry of defence · 2013-04-05 · on 27 oct 2003, the saf despatched a...

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