###### M I N I S T R Y OF DEFENCE OF UKRAINE # WHITE BOOK 2006 ## DEFENCE POLICY OF UKRAINE KYIV • 2007 ----- The White Book 2006: Defence Policy of Ukraine annual publication was prepared by the Ministry of Defence and the General Staff of the Armed Forces of Ukraine. Editors: Barry ADAMS, Oleg CHERNYSHOV, Stephen GLOVER, James GREENE, Hennadiy KOVALENKO The White Book is published according to the Law of Ukraine “On Democratic Civilian Control over Military Organization and Law Enforcement Agencies of the State” with the aim to regularly inform the public on activities of the Armed Forces of Ukraine as well as the Defence Policy of the State and its challenges and solutions. The second publication of The White Book 2006: Defence Policy of Ukraine is dedicated to the challenges of reforming and developing the Armed Forces of Ukraine. The publication highlights the current state of the Armed Forces and the priority areas for further military development, stipulated in the State Programme of Development of the Armed Forces of Ukraine for 2006-2011. The White Book could be useful for civilian and military experts in the field of military development, defence and security policy, as well as journalists, teachers and students of specialized educational institutions and to all who have an interest in the current state and future focus of development of defence policy and Armed Forces of Ukraine. © Ministry of Defence of Ukraine, 2007 © Layout & design: Alexandr Moskalenko, 2007 ----- ###### THE PRESIDENT OF UKRAINE, SUPREME COMMANDER-IN-CHIEF OF THE ARMED FORCES OF UKRAINE ON THE 15[th] ANNIVERSARY OF THE FOUNDING OF THE ARMED FORCES OF UKRAINE Fifteen years ago a historically important event occurred in Ukraine – the rebirth of our national army. In the course of the past fifteen years, our Armed Forces have passed through the important and difficult process of institutional establishment. But modern realities continue raising new challenges to Ukraine’s national security. Our citizens want to have Armed Forces that guarantee their freedom, national independence and the respect of their neighbours – goals valued by every nation. It is vitally important that the level of trust of Ukrainians in their Armed Forces has been and remains very high. I feel that this trust reflects the Nation’s strong confidence in the sense of responsibility of Ukraine’s service personnel and their readiness to do their best under difficult circumstances to ensure the State has a reliable armed shield against any potential threats. As President, my position is absolutely clear: I support the course of fundamental reform of Ukraine’s Armed Forces that is being pursued by the current leadership of the Ministry of Defence and personally by Minister of Defence Anatoliy Grytsenko. I am determined that Ukraine’s legislative and executive authorities should pursue one primary goal only – to form modern Armed Forces that will meet all necessary European standards in military training, efficiency, equipment and protection. I call on all responsible political forces of the country to ensure stable conditions to reform the Armed Forces and refrain from politicizing their problems. Since the Armed Forces are one of the most important pillars of the State, the Armed Forces can not be held hostage to political games. We have managed to achieve many improvements in the development of the military over the last two years. As the Supreme Commander-in-Chief I am proud to point out the substantially increased level of combat readiness that we have acheived. In autumn 2006 I personally observed the skills of soldiers and officers of all armed services and branches of the Armed Forces of Ukraine – infantrymen and paratroopers, drivers of combat vehicles and members of tank crews, pilots and anti-aircraft gunners at the training ground of “Shyroky Lan” in the Mykolaiv region. I am committed to continuing efforts to increase combat readiness even further. The Armed Forces are continuing to develop and reform. In spite of many difficulties, the Ukrainian soldier has proven his high level of professional skill. This has been confirmed by active and wide-scale participation in international peacekeeping missions and in large-scale military exercises such as ----- “Reaction-2005” and “Clear Skies-2006,” as well as in their close cooperation with a large circle of international partners. The Armed Forces have become transparent to society. Ukrainians are aware of the problems of the military and realise, that we are neither satisfied with the capabilities of former Soviet equipment nor with its limited service life. Society also realizes that Ukraine must properly respond to the threats and challenges that we face together with the European and international communities – who themselves face these same challenges. Our mission is to create high-quality, multifunctional, mobile, professionally trained, well-armed and fully equipped Armed Forces. This goal was given a clearly defined direction with the adoption of the State Programme of Development of the Armed Forces of Ukraine for 2006-2011. We should strive to achieve the best international standards and models. This is one of the main motives for Ukraine’s integration policy towards the European Union and NATO. We will not leave the path that leads our Nation to membership in these organizations. I believe that the Ministry of Defence will remain one of the leaders of our Euro-Atlantic integration policy. The achievement of concrete results in this integration process will positively impact the Armed Forces in all areas of development and reform outlined in the State’s defence policy: raising the level of professional skills and operational readiness; implementing the acquisition of new equipment; instilling within the Armed Forces a higher level of discipline and a culture of respect for human life and dignity. I would also like to address the need today to heighten the national spirit in the military sphere. We are reviving the reputation of the Ukrainian soldier, the reknown of Cossacks, colonels, and other officers whose service was full of nobility and dignity. The time has come for the Armed Forces of Ukraine to feel the need to revive its Cossack history, to honour Cossack graves, to preserve historical sites – in Ukraine and abroad – that are sacred to Ukrainian service personnel. Let us follow the example of other peoples. The Armed Forces of Ukraine have their own history and ought to honour it. And, at last, we must speak about a substantial improvement of the welfare of our military personnel. I categorically reject the notion that the basic needs of service personnel only represent a burden for the State Budget. If we do not learn to finance our own army – we will finance a foreign army. This rule is as old as the world. I want the Nation, Parliament and Government to understand this truth. The state must truly provide for its defenders. In the context of the development of the 2007 State Budget I will place a special emphasis on the needs of service personnel. They should be properly addressed. On this anniversary of the Armed Forces of Ukraine I wish all Ukrainian military personnel success, enthusiasm, and confidence in the vitality of their own state. With profound respect I address the veterans whose experience is of great importance to Ukraine. I also address words of support to those, who are taking their first steps in military service. The solidity of these steps will define your further professional growth and military success. I also congratulate parents whose sons and daughters serve under the banner of the Armed Forces of Ukraine. Your children have chosen a difficult, but an honourable profession. I wish you happiness, goodwill, and perseverance. _President of Ukraine, Supreme Commander-in-Chief_ _of the Armed Forces of Ukraine_ **Victor YUSHCHENKO** ----- ##### OPENING ADDRESS OF THE MINISTER OF DEFENCE OF UKRAINE The Ministry of Defence of Ukraine presents this second annual edition on the life and activities of the Armed Forces of Ukraine – _The White Book 2006, which_ continues our direct dialogue with the Ukrainian public. The book highlights the main results, achievements and challenges of the first year of implementing the State Programme of Development of the Armed Forces of Ukraine for 2006-2011, which was described in detail in The _White Book 2005._ Special emphasis has been placed on significantly revising The Strategic Concept _of Employment of the Armed Forces of Ukraine, which has enabled the process of_ military reforms to achieve new qualitative results in 2006. This document sets out scenarios for the use of the Armed Forces based on real risks and threats to national security in the military sphere. For each scenario the strength and composition of required forces as well as the required resource support has been defined. The Strategic Concept has enabled us to not only review the balance between the Services that comprise the Armed Forces, as well as their structure, quantity and combat composition, but also has given us the scope to reduce mobilization requirements, thus saving billions of hryvnas (UAH) for the Nation. The document has also helped to define specific missions for the Armed Forces in every scenario of their possible employment. This has helped to focus combat training, making it more understandable to military personnel, and thus more effective. Accomplishing their assigned missions requires that modern Armed Forces have a high level of training and professionalism, along with the skills and experience of all the Armed Services acting jointly, as well as multi-functionality, mobility and interoperability. The Armed Forces of Ukraine have focused their efforts in 2006 on achieving these qualities. The manning of the Armed Forces with professional service personnel continues. As of today, contract service personnel constitute 38 per cent of the total enlisted strength of the Armed Forces. The level of training, unit cohesion and discipline exhibited by units with contract servicepersonnel proves that the policy decision towards professional Armed Forces is the right one. 2006 was the year of the Air Force. Our main efforts and resources were directed at training and equipment. The conduct of the command and staff exercise ----- “Clear Skies-2006”, which took place with the participation of the President of Ukraine – the Supreme Commander-in-Chief of the Armed Forces – demonstrated a satisfactory level of readiness of Air Force units to work jointly with the other Armed Services to fulfil their operational missions. Ukraine’s participation in international peacekeeping missions has helped our Armed Forces obtain unique and extremely necessary experience. During 2006 more than 1,400 Armed Forces’ personnel passed through the “school” of peacekeeping operations, gaining crucial operational experience in the ranks of multinational military formations and honourably representing Ukraine in the international system of regional and global security. Significant steps have been taken towards equipping the Armed Forces with modern weapons and equipment. A new corvette “Ternopyl” was added to the number of combat vessels of the Naval Force. The State Defence Commission launched the development of a Ukrainian tactical missile system, which will foster the modernisation of the missile forces within the Land Force and provide the Naval Force with missile systems. We have begun a process of relieving the Armed Forces from the burden of noncore functions and tasks. Commanders of military units have been released from maintaining housing and barracks facilities. The participation of private enterprises in the provision of food supply to the Armed Forces is being actively introduced. The first step has been taken towards releasing the Armed Forces from the mainly administrative functions of management and sale of surplus materiel and lands. At the same time not all of the missions planned for 2006 have been carried out in full. Combat training plans, the re-equipment of the Armed Forces with new systems of weapons and equipment, the provision of housing facilities for the servicepersonnel were not fully accomplished. The main obstacle to achieving these plans was the incomplete and untimely financing of the Armed Forces. The solution of the chronic problem of financing is a main priority of the Ministry of Defence. Yet, this problem cannot be solved without the support of the state and society. We can see a major reserve to straighten out all those problems in strengthening a democratic civil control, openness of the Armed Forces, and fruitful cooperation with the representatives of civil society. There is a Public Board at the Ministry of Defence consisting of representatives of 85 non-governmental organisations. People’s Deputies of Ukraine are invited to all the meetings of the Ministry of Defence Board. The Ministry of Defence website highlights information on the life and activities of the Armed Forces on a day-to-day basis. The Ministry of Defence does not attempt to conceal either its problems or its shortcomings. All the above-mentioned measures are aimed at increasing the awareness of all the citizens of Ukraine – parliamentarians, taxpayers and service personnel in every military unit – as well as our foreign partners on the activities of the Armed Forces, the flow of budget money and the nature of support required by the Armed Forces. I am confident that the positive changes in the development of the Armed Forces of Ukraine in 2006 have gained an irreversible character. The joint efforts of the Ministry of Defence, the entire state as well as society to resolve the problems of the Armed Forces will serve to maintain the level of defence capability that Ukraine needs. _Minister of Defence of Ukraine_ **Anatoliy GRYTSENKO** ----- #### DEVELOPMENT PLANS ###### CHAPTER 1 #### PROGRESS IN 2006 IN IMPLEMENTING UKRAINE’S ARMED FORCES’ ----- ----- ###### CHAPTER 1 #### PROGRESS IN 2006 IN IMPLEMENTING UKRAINE’S ARMED FORCES’ DEVELOPMENT PLANS n 2006 the activities of the Armed Forces were directed towards the accomplishment of the missions ### Idefined by The State Programme of Development of the Armed Forces of Ukraine for 2006-2011. The main emphasis was placed on the development of the Air Force as well as raising the battle readiness of the Joint Rapid Reaction Forces as the premier component of the Armed Forces of Ukraine. The efforts of the Ministry of Defence and the General Staff of the Armed Forces were mainly focused on the professionalisation of the Armed Forces, the coordination of the employment of troops between the services and the relieving of the Ministry of Defence and military formations from non-core tasks and functions. Practical steps could be taken in these directions, in particular in the strategic planning and organizing of troop training, thanks to the approval by the President of Ukraine – Supreme Commander-in-Chief of the Armed Forces – of The Strategic Concept of Employment of the Armed Forces of Ukraine as well as the elaboration and approval of a number of supplementary documents. The approval of these documents along with the successful fulfilment of missions defined by the State Programme of Development of the Armed Forces of Ukraine for 2006-2011 provided the basis for the main achievements during the year. STRATEGIC CONCEPT OF EMPLOYMENT OF THE ARMED FORCES In March 2006 the President of Ukraine – Supreme Commander-in-Chief of the Armed Forces – approved The Strategic Concept of Employment of the Armed Forces _of Ukraine (hereinafter The Strategic Concept)._ This document, based on an analysis of the entire spectrum of possible military threats to Ukraine, defined seven scenarios and, accordingly, seven typical situations of the employment of the Armed Forces, ranging from large-scale employments (border blocking in case of a conflict or a defensive operation) to those of a much lesser scale and intensity (participation in a counter-terrorist operation, disaster relief operations, etc.). For each possible situation an optimal set of forces and means needed to accomplish the mission was defined. The analysis includes the use of active and reserve components. On the basis of _The Strategic_ _Concept, the Minister of Defence approved_ _The_ _Strategic Plan of Employment of the Armed Forces_ (hereinafter The Strategic Plan), which correlates the defined missions with the process of the Armed Forces development and takes into account economic and mobilization capabilities of the State. _The Strategic_ _Plan_ estimates quantitative parameters of forces and means necessary to ensure the military security of the State under modern conditions, taking into consideration scales and dynamics of modern threats. According to _The Strategic Plan,_ the Minister of Defence and the Chief of the General Staff – Commander-in-Chief of the Armed Forces – personally approved _combat formations and unit mission statements,_ which will remain in the combat structure after 2011 (Diagram 1.1). This was the first time in the history of the Armed Forces of Ukraine that such planning was carried out for each separate brigade. ----- PROGRESS IN 2006 IN IMPLEMENTING UKRAINE’S ARMED FORCES’ DEVELOPMENT PLANSPROGRESS IN 2006 IN IMPLEMENTING UKRAINE’S ARMED FORCES’ DEVELOPMENT PLANS chapter 1 **Diagram 1.1. The Strategic Concept of Employment of the Armed** Forces of Ukraine and documents derived from it With the above-mentioned unit mission statements, the commanders of combat formations and units, up to regimental level, received specific direction both on combat employment and combat training. As a result, every commander now knows how to train his subordinated formations (unit or small unit) and react in a given situation. At the same time, the parameters specified in the unit mission statements are the criteria against which not only the readiness of a formation is tested, but also the professional ability of commanders, their suitability to the command and the perspectives of their career development. Approval of _The Strategic_ _Plan and unit mission statements enabled changes in_ the approaches to the training of troops, in particular to the planning and conducting of combat training. If previously combat training was planned and conducted according to predictable patterns and fictitious scenarios lacking any sense of reality, planning is now based on the possible scenarios of employment of the Armed Forces according to The Strategic Plan. Combat training is carried out in authentic conditions and has a joint nature, because modern operations require rapid response to combat actions, a fast response to changes in the situation, joint use of forces and expertise of different armed services and branches of the Armed Forces simultaneously. |THE STRATEGIC CONCEPT OF EMPLOYMENT OF THE ARMED FORCES OF UKRAINE FOR 2006-2011 Approved by the Supreme Commander-in-Chief of the Armed Forces of Ukraine: • real and potential threats to national security of Ukraine in military and other spheres; • scenarios of the employment of the Armed Forces in accordance with real and potential threats; • ways of employing the Armed Forces in defined scenarios; • order of operational planning and command and control of troops according to the defined scenarios of employment; • all State and Ministry of Defence measures to make the Armed Forces ready for employment.|Col2| |---|---| ||| In turn, _The Strategic Plan sets up specific_ requirements for the capabilities of combat formations, units and small units participating in such operations. **FORMATIONS’ (UNITS)** It requires them to act purposefully and with effect in complicated contingencies under conditions of highly _Approved by the Minister of Defence and the Chief_ dynamic and tense combat actions; to accomplish missions in the best and quickest way, acting as part of a joint (possibly multi-national) formation; to be able to defend, evade enemy strikes and inflict defeat. The major event of the year, the command staff exercise “Clear Skies-2006”, was carried out taking into account all the mentioned considerations. Though it was conducted in the framework of the Year of the Air Force, units from all three armed services of the Armed Forces participated in the event. The exercise scenario was implemented on land, in the air and in the Black Sea area simultaneously. The troops accomplished their tasks in conditions close to a real combat situation. The conducting of such exercises along with the participation of Ukrainian units in joint actions (exercises, training and peacekeeping operations) with partner states contributes to increasing the combat readiness of the Armed Forces and defence capability of the State. **Thus, approval of** **_The Strategic Concept_** **and The Strategic Plan,** **combat** **formations and units mission statements has set a qualitatively new standard** **for troop training, given a real impetus to combat training as a true priority for** **developing the Armed Forces and created effective incentives for improving the** **work of commanders at different levels.** |THE STRATEGIC PLAN OF EMPLOYMENT OF THE ARMED FORCES FOR 2006-2011 Approved by the Minister of Defence of Ukraine: • arrangement of mission tasks by troops according to defined scenarios of employment in peacetime, during emergencies and times of crisis; • forms and types of employment of troop formations and their composition, taking into account their subdivision for functional structures; • military administrative and operational strategic division of the territory of Ukraine; • resource requirements (including mobilization) for employment of the Armed Forces and other military formations in times of crisis; • structure of command and control organization of joint formations of troops; • basis of co-ordination with other ministries’ military formations during the conduct of territorial defence missions and joint activities aimed at defence and guarding of the state border.|Col2| |---|---| ||| ----- PROGRESS IN 2006 IN IMPLEMENTING UKRAINE’S ARMED FORCES’ DEVELOPMENT PLANS chapter 1 IMPLEMENTATION OF THE STATE PROGRAMME OF DEVELOPMENT OF THE ARMED FORCES The accomplishment of the missions for 2006, as defined by The State Programme _of Development of the Armed Forces of Ukraine,_ closely reflected the considerations and requirements of the above mentioned documents and the experience gained from international military co-operation and participation of Ukrainian military units in international peacekeeping operations. The implementation of _The State_ _Programme of Development of the Armed Forces of Ukraine was in constant focus of_ the Verkhovna Rada, Government and the National Security and Defence Council of Ukraine headed by the President of Ukraine. The main efforts of the Ministry of Defence and the General Staff were aimed at increasing the professionalism of the Armed Forces, ensuring the joint co-ordination of troop employment and relieving the Ministry of Defence and military formations from non-core functions and tasks. These priorities were achieved in the following ways. Professionalisation of the Armed Forces - **upgrading of troop training quality** was achieved by conducting goaloriented, complex and true-to-life activities (training activities, exercises, weapons firing, air and naval operations) and reflected in high assessments for combat readiness in units training according to designated missions stipulated in the formations’ and units’ mission statements; - **improvement of the Armed Forces functional** **structure was achieved through the completion of the** manning of the Joint Rapid Reaction Forces (78% of their units were estimated ready to execute missions according to their level of manning) as well as the creation of a normative basis for forming a capable Reserve of Forces; - **gradual transition of the Armed forces to a** **contractual principle of manning** is on-going, taking into account the results and lessons of an experiment with 3 brigades and the large amphibious vessel “Kostyantin Olshanskiy”. Despite significant difficulties, incentives for attracting people to military service and having service personnel prolong their contract were implemented; contract service personnel manning plans were completed to 94%; and, a contract service in the Reserve was initiated. - **increasing the professional level of individual service personnel** is being accomplished through implementation of service promotion stimulus depending on the level of individual training and the level of subordinated formations combat readiness; improvement of conditions to upgrade the level of professional training (improving the system of education, professional and language learning, and initiating the system of upgrading officers’ qualifications); - **promotion within the Armed Forces of well-qualified specialists and** **service personnel with peacekeeping mission experience: in 2006 more than** 90% of 180 service personnel who studied abroad were appointed to command positions ranging from tactical to operational and strategic levels; - **introduction of a new system of personnel management,** the principal element of which are service personnel “job positions” – service record and evaluation of results of service activities considering level of individual training and the level of subordinated unit readiness to carry out designated tasks; - **improvement of discipline and law and order:** the number of offences carried out during military service has decreased 15% compared to 2005; ----- chapter 1 PROGRESS IN 2006 IN IMPLEMENTING UKRAINE’S ARMED FORCES’ DEVELOPMENT PLANSPROGRESS IN 2006 IN IMPLEMENTING UKRAINE’S ARMED FORCES’ DEVELOPMENT PLANS - **equipping the Armed Forces with modern military weapons and** **equipment: it was possible to pick up the pace of equipment renewal of the** Joint Rapid Reaction Forces through weapons and equipment procurement. New approaches to repairs and modernization of weapons and equipment are being widely used. Providing interagency coordination of use of forces - **improve co-operation and co-ordination of the armed services in the** **General Staff, in particular by introducing the position of First Deputy Chief** of General Staff and appointing senior officers and generals from different armed services of the Armed Forces to positions in the General Staff; - **functional and structural upgrade of the system of operational command** **and control of troops,** through the creation of a command and control element for joint formations – the Joint Operational Command; - **interoperability of troops during international exercises and fulfilment** **of missions in the frames of multi-functional formations and multi-** **national contingents of peacekeeping forces** has been ensured through the harmonization and circulation of documents, transition to common technical standards, co-ordination of procedures of troop activities, exercises and training of commanding staff and troops, including joint exercises; - creation and development of multi-functional formations with participation of different combined units at the level of Brigade, Corps. Upgrading of command and control system - **finalizing the division of functions between the Ministry of Defence and** **the General Staff: implementation of structural changes at the Head Office of** the Ministry of Defence and the General Staff; - **optimization of the structure of the Ministry** **of Defence:** redundant structures are being eliminated, decision-making procedures simplified, functions and authorities better defined; and, tighter supervision over goal-oriented spending of budgeted funds; - **the division of command and control functions at** **the operational-strategic level is being introduced** **in the General Staff:** the creation of territorial commands is underway; their functions include organization of territorial defence, mobilization training and reserve training; - changes in the framework of a three-level **operational command and control system (the** **General Staff – Joint Operational Command – combined services** **formation):** the Army Corps were put under direct command of the Commander-in-Chief of the Land Force, thus eliminating one level (operational) of command within the system of operational command and control of the Armed Forces; functions and tasks of the General Staff structural units have been clarified, its main departments both structurally and functionally are being formed according to the HQ organization standards (“J-Structure”) of NATO member states; optimization of the Armed Forces structure and strength. Optimisation of the structure and strength of the Armed Forces of Ukraine - **upgrading of the Armed Forces structure** was carried out, taking into consideration the forces and means needed to accomplish the missions outlined in The Strategic Plan of the Armed Forces Employment. One brigade, ----- PROGRESS IN 2006 IN IMPLEMENTING UKRAINE’S ARMED FORCES’ DEVELOPMENT PLANS chapter 1 3 regiments, 3 testing grounds, 12 separate battalions were downsized. A more rational balance of combat units and support and supply units was provided. - **planned downsizing of strength:** the Armed Forces strength was reduced by 24,000 authorized positions, including 15,000 service personnel; with an end-of-year ratio between senior and junior officers of 1.0:1.13, the Armed Forces are moving towards the “optimal” ratio of 1.0:1.5). The number of higher officers has been stabilized (authorized strength – 143 officers); the number of general positions in the Ministry of Defence has reduced to 7 positions from 17 positions in 2005. Relieving the Ministry of Defence and military formations from non-core functions and tasks In 2006 Ministry of Defence took decisive measures directed towards relieving military command and control elements, combat formations, commanders and service personnel from non-core tasks and functions. As a result: - the Army Corps was relieved from exercising **missions of those combat formations due to be** **disbanded by 2011. This was achieved by allotting** these missions to Operational Commands that are not exercising command and control over combat components of troops after they are removed from the Army Corps structure. As a result, the Land Force Command and command and control elements of the Army Corps are able to concentrate on maintaining battle readiness and combat training of military units that remain in combat strength. After completing disbandment tasks (handing over property, weapons, equipment to storage bases, and disposal of surplus materiel) the Operational Commands will be re-formed into Territorial Directorates responsible for the organization of territorial defence, reserve training and mobilization measures; - **release of troops from functions of accounting and storing of surplus and** **decommissioned materiel by introducing the Centre for Accounting of the** **Armed Forces Surplus and Decommissioned Materiel directly subordinated** to the Department of Disposal of Surplus Armaments and Military Euipment. Troops now account for and store only materiel officially assigned from the table of organization and equipment. Stocking, storing and preparing movable surplus materiel (except small arms and ammunition) for decommissioning is conducted by the above-mentioned Centre; - **release of the Ministry of Defence from non-core functions** through the creation of a State body – **the State Department of Surplus Materiel and** **Land – responsible for the sale of real estate, real estate systems, functioning** though unused surplus weapons and equipment, and decommissioned materiel; - **transfer of certain functions** **of support and supply of troops** to other structures: to free the commanders from maintaining barracks and housing funds (short and long-term repairs and procurements of utility equipment) these functions were transferred **to the Main Quartermaster Directorate** **of the Armed Forces of Ukraine.** In future it is planned to outsource these functions – to delegate them on a competitive basis to civilian enterprises or businesses – and in remote regions to organize state enterprises of the Ministry of Defence. An experiment is being conducted to invite commercial structures to compete for the provision of food to service personnel. It is envisaged to extend this practice to other support and supply functions: guarding of military ----- chapter 1 PROGRESS IN 2006 IN IMPLEMENTING UKRAINE’S ARMED FORCES’ DEVELOPMENT PLANS installations (with exception for artillery equipment and munitions storage sites), consumer services, and fulfilment of administrative works); - **release of military command and control elements from a part of** **administrative and financial functions will facilitate the creation of a** **single automated system of control over administrative processes** in the Armed Forces initiated in 2006. Introduction of this system will make it possible to provide a centralized, open and transparent control of personnel, material streams, infrastructure, technical maintenance; to decrease circulation of documents, to downsize the number of personnel in combat formations employed to exercise supply and support functions; and to lessen risks of abuses related to misappropriation of surplus property and land. **The above-mentioned measures will help enable military command and** **control elements, commanders and service personnel to concentrate on the** **fulfilment of core tasks – maintaining battle readiness and increasing combat** **training of the Armed Forces. At the same time, these measures will remove** **many of the preconditions for illegal activities in the defence sphere.** Thus, by assuming functions of command and control over the processes of decommissioning, sale and disposal of materiel, the Ministry of Defence will on the one hand relieve the Armed Forces command and control elements from the burden of those functions and on the other hand has significantly limited the preconditions for profitable abuses and corruption. The Ministry of Defence will continue to carry out planned measures in this direction, enabling openness and transparency of Armed Forces activity. FINANCIAL SUPPORT FOR THE ARMED FORCES OF UKRAINE The accomplishment of tasks and missions stipulated in _The State Programme of_ _Development_ _of_ _the Armed Forces has been aggravated by untimely and insufficient_ financing (Annex 1). The State Budget 2006 envisaged allocation of 7.6 billion hryvnas for the needs of the Armed Forces. In fact, only 6.4 billion hryvnas or 84.3% of planned finances was received (compared to 102% in 2005) As a result, we failed to move from an eroding budget to one of development **of the Armed Forces, in which less than 50% of the total volume of financing is** allocated to the maintenance of personnel. In 2006, 67% of the received funds were spent for the maintenance of personnel. Combat training activity was financed to 50% only of planned volume. **Measures taken in 2006 in the above mentioned areas encompass practically** **the whole spectrum of missions stipulated in The State Programme of Development** **_of the Armed Forces._** **Thanks to its implementation, the Armed Forces have** **gained a new professional quality, while positive changes in their development** **have taken on an irreversible character.** **The combat strength of the Armed Forces includes the Land Force – three** **Army Corps, including 15 fully equipped combat brigades (mechanized, tank,** **air mobile, artillery); the Air Force – 208 combat aircraft and necessary quantity** **of long-range and medium-range air defence missile systems, as well as trained** **crews, small units and units; the Naval Force – 16 combat vessels as well as a** **fully equipped brigade of naval aviation and a brigade of coastal defence.** **This organization of forces together with a positive estimate of their combat** **readiness provides the grounds to conclude that today the Armed Forces of Ukraine** **are prepared for and capable of a satisfactory response to possible threats and in** **practice meet the requirements of the Armed Forces 2011 as this goal relates to** **organizational and functional structure and combat composition.** The results of current activities and future perspectives of the development of the Armed Forces in the above-mentioned directions are explained in greater detail in the following chapters of The White Book 2006. ----- #### BUILDING INTEROPERABILITY ----- ----- ###### CHAPTER 2 #### THE YEAR OF THE AIR FORCE: BUILDING INTEROPERABILITY FOR JOINTNESS he Air Force is a new service within the Armed Forces, established in 2004-2005 through the merging ### Tof the Air Force and the Air Defence Force. It allowed the Armed Forces of Ukraine to transform to the tri-service structure common to modern armies. The Minister of Defence declared 2006 the Year of the Air Force. This takes into account the increasing role of air power and air defence in modern conflicts, on the one hand, and the critical necessity of enhancing the level of flight personnel training as well as proper maintenance of the aircraft fleet and air defence equipment of the Armed Forces, on the other. The main efforts of the Ministry of Defence and the General Staff were focused on training and equipping the Air Force. At the beginning of the year the Programme of Development of the Air Force for 2006-2011 was adopted. This Programme has become the main document identifying the goals, areas and measures for its development. The ability of the Air Force to perform the tasks assigned to it – in working together with Land and Naval Forces – was successfully tested during the command staff exercise “Clear Skies-2006”. PERFORMING THEIR COMBAT MISSION – THE AIR FORCE The major mission of the Air Force is to defend the air space of Ukraine. In peace-time this is performed by air space control missions over the territory of Ukraine (603,700 square km), and by preventing air space intrusion along the state border (totalling almost 7, 000 km, including 5,600 km of land and 1,400 km of sea). Every day more that 2,200 service personnel and civilian employees of the Air Force – employing 400 items of weapons and equipment – are summoned to defence duties. On average, the radar troops detect and track more than 1,000 targets daily. Thus in 2006 two illegal crossings of the state border were prevented and 28 violations of rules of the use of Ukrainian air space were prevented. Due to the strengthening of air space control, the percentage of air space violations decreased by 35% in comparison to the previous year, although the intensity of air traffic increased by 30%. In the course of the year the Stand-by Forces were regularly inspected by the Minister of Defence and Chief of the General Staff – Commander-in-Chief of the Armed Forces of Ukraine – and assessed as having “accomplished the task”. The degree of combat readiness of the Stand-by Forces, the level of the professionalism of their commanders, staff and combat and control officers certify that they are capable of performing their assigned tasks. Another mission of the Air Force is airlift of troops, weapons and equipment during exercises, redeployment of units of the Armed Forces and their participation in international peacekeeping and humanitarian operations. This task is being accomplished by cargo aircraft of the Air Force and the state enterprise of the Ministry of Defence of Ukraine “Ukrainian Air Transportation Company”. ----- chapter 2 THE YEAR O F T H E A I R F O R C E : B U I L D I N G I N T E R O P E R A B I L I T Y F O R J O I N T N E S S Today they execute airlift, rotation and logistic support of peacekeeping units of the Armed Forces of Ukraine in nine countries. The Aviation transport has also airlifted the peacekeeping personnel and cargoes of partner countries such Canada, the Czech Republic, France, Germany, Italy, the Netherlands, Poland, United Kingdom and USA, and SEEBRIG multinational brigade (Albania, Bulgaria, Greece, Italy, Macedonia, Romania, and Turkey). AIR FORCE Eighty per cent (80%) of total expenditure for the training of Joint Rapid Reaction TRAINING Forces was allocated to the formations and units of the Air Force (compared to 75% in 2005). The main aim of the training was to meet three criteria: multi-functionality, mobility and interoperability of forces. Similar to other armed services, the training of the command and control elements of Air Force units was executed in accordance with their specific missions, as defined in _the Strategic Plan of Employment of the Armed Forces of Ukraine; and, in the_ respective brigade (regiment) mission statement. Training of the air defence Stand-by Forces was based on realistic scenarios: preventing air space violations and interdiction of renegade aircraft (those used with the aim of committing an act of terrorism); supporting aircraft in contingency situations; and, forcing down hijacked aircraft. The joint training of the Air Force of Ukraine and the Russian Federation in the practical control of their air defence Stand-by Forces has become more systematic. Moreover, interoperability has been achieved with the command and control elements of the Air Defence of the Russian Federation during the detection, tracking and neutralization of air targets simulating terrorist attacks. Training activities have taken on a qualitatively new character due to their complexity, including the simultaneous employment of all branches of the Air Force – aviation, anti-aircraft artillery and radar troops – in close teamwork with units of other armed services of the Armed Forces. Operational and combat training has included the following activities: - aviation units have performed more than 6,000 tasks in combat scenarios (including more than 1,500 air battles and interceptions, 629 firing at land-based targets, 530 bombings, 21 launches of air missiles, 454 tasks in aerial surveillance, 454 airborne landings, 740 airlifts, 575 flight shifts for a total of 10,553 flying hours); - five tactical flying missions in a squadron, 14 in a pair and 5 in a flight organization have been carried out to perform the assigned combat tasks, and 54 pilots have been trained to perform specific tasks in difficult meteorological conditions; - the number of flight crews being trained to defend the air space of the country and counter-terrorism air operations has almost doubled from 46 in 2005 to 90 in 2006; - the units of anti-aircraft artillery and radar troops carried out 50 manoeuvres involving redeployment, with each operator tracking 70 and 140 real and simulated targets, respectively; ----- TH E Y E A R O F T H E A I R F O R C E : B U I L D I N G I N T E R O P E R A B I L I T Y F O R J O I N T N ESS chapter 2 - with the aim of training the military reserve, two 15-day activities in retraining professionals (140 individuals); one 10-day training exercise (94 individuals subject to military duty) and eight one-day testing exercises (370 individuals) were conducted. Overall, combat training of the Air Force has been implemented to 80%. Insufficient funding and the increased number of flight crews trained to defend air space in peace-time have not allowed the Air Force to fully implement the plan. The plans of flight and combat training of Air Force units that are part of the Joint Rapid Reaction Forces were implemented to 83%; the average number of flying hours of the crews is 68 hours 12 minutes (76% of the Figure foreseen in the annual plan). In light of the results of 2006, the decision was made to implement a required system of flight personnel training. The required system clearly divides the types and areas of training between the Kharkiv Air Force University, the Combat Training Centre and combat aviation units (Diagram 2.1). **Figure 2.1. Air Force Flight Personnel Training** Acquiring basic flight skills on the Tactical flight training according to training aircraft aircraft type and aviation branch on the training, combat training and combat aircraft Maintenance and improvement of skills on combat aircraft COMMAND AND STAFF EXERCISE “CLEAR SKIES-2006” The training of young flight personnel is organized according to the system outlined above: in each air brigade 3-4 young pilots are selected for individual training on the combat aircraft. As a result of improvements in flight training, the organization of military service and personnel welfare, the negative trend of losing flying personnel to resignation has slowed. The number of experienced pilots that resigned from the Armed Forces for diverse reasons decreased four-fold in comparison to 2005. The concluding event of the Year of the Air Force was the command and staff exercise “Clear Skies-2006”. The President of Ukraine – Supreme Commander-in-Chief of the Armed Forces of Ukraine – took part personally in this exercise. Both in terms of number and scope of practical tasks performed by participating units, this exercise was the largest the Air Force has had in several years. The exercise was held on 6 firing ranges throughout the territory of Ukraine and on a Russian firing range, “Telemba”, where the firing of the long and medium range anti-aircraft artillery systems, S-200 and S-300, was executed. Most tasks of the exercise were executed by units of the Air Force and other armed services of the Armed Forces either for the first time or after a long break (Diagram 2.2). ----- THE YEAR O F T H E A I R F O R C E : B U I L D I N G I N T E R O P E R A B I L I T Y F O R J O I N T N E S S chapter 2 **Figure 2.2. Command and Staff Exercise “Clear Skies-2006”** **_Shyroky Lan_** **_“Chauda”_** **Land Force range** **Air Force testing area range** **_Opuk_** **_Kyiv-Olexandrivka_** **Naval Force coastal range** **Air Force range** **_Opuk_** **_Stary Krym_** **Naval Force amphibious range** **Naval Force range** **FORCES PARTICIPATING IN THE EXERCISE** **Servicemen – more than 4 000** **Aircraft – 61** **Helicopters - 19** ###### PERFORMED FOR THE FIRST TIME (WORKED OUT) Redeployment of 26 aircraft to the operational air field, including 14 aircraft of fighter aviation, 6 aircraft of bomber aviation, 2 aircraft of ground attack aviation, 4 aircraft of reconnaissance Launching of the “air-to-air ”missiles by the aircraft of fighter aviation at night Operational manoeuvre of the anti-aircraft artillery battalion and radar units to redeploy Firing of S-200 and S-300 long and medium range anti-aircraft artillery system by two combined regiments on “Telemba” range in Russian Federation **_The firing program completed was_** **_evaluated as “EXCELLENT”_** Firing was executed under the conditions of real obstacles at the target 17-24 km away. High-speed aircraft 17-24 km away. High-speed aircraft with little reflective surface were used with little reflective surface were used as targets for the first time. These highspeed aircraft simulated an air attack speed aircraft simulated an air attack on strategic state assets. All attacking on strategic state assets. All attacking targets were destroyed. ----- TH E Y E A R O F T H E A I R F O R C E : B U I L D I N G I N T E R O P E R A B I L I T Y F O R J O I N T N ESS chapter 2 COMMAND AND CONTROL ELEMENTS OF THE AIR FORCE – STRUCTURE AND STRENGTH In the course of the exercise a total of 129 sorties were flown and 46 training and 96 tactical bombing runs completed. Final year cadet at Kharkiv Air Force University participated in the exercise for the first time. They fired the anti-aircraft artillery system “Osa-AKM”. **The “Clear Skies-2006” exercise attested to the fact that the level of** **training within the Armed Forces is noticeably higher than in previous years.** **The exercise was highly estimated by the President of Ukraine, Supreme** **Commander-in-Chief of the Armed Forces of Ukraine.** The structural reorganization of the Air Force had the goal of reducing the total number of command and control levels and increasing the efficiency of command and control processes. The reorganization of command and control elements of the Air Force is underway. The first step of this organization will be the transition from the existing Air Commands to the Command and Control (C2) and Warning Centre. This will not only help to eliminate duplications at the command and control levels, but will also contribute to the increased centralization of the command and control system, the multi-functionality of the command and control elements, and effectiveness of response to the change of air conditions. This year saw the definition of the functions and tasks, organization and work of the C2 and Warning Centre as well as the mechanism of interaction with the establishment of the Air Operations Centre and Joint Operational Command. During the command and staff exercise one of the Air Force Commands has in effect performed control of “C2 and Warning Centre – formation (unit)” level. The Automated Command and Control System for aviation and air defence units is being established. The System is to become a component part of a Joint Automated Command and Control System for the Armed Forces. The structure of the Air Force is being improved. Two aviation brigades have been reorganized into tactical aviation and transport aviation brigades. During 2006, 30 military units have been disbanded; the personnel strength has been reduced by 7,500 persons. The Armed Forces first **mobile military hospital** with the aviation component, AN-26 “Vita”, was organized in the Military Medical Centre of the Air Force. The aircraft is certified to comply with ICAO requirements and can be employed to transport patients to other countries. The 7[th] Bomber and Reconnaissance Brigade of the Air Force successfully took part in the experimental manning on a contractual basis and is now fully manned with contract personnel. **The brigade command focused on selection and placement** **of contract personnel, provision of proper housing, and the organization of** **training, which is considered the best in the Armed Forces.** ----- THE YEAR O F T H E A I R F O R C E : B U I L D I N G I N T E R O P E R A B I L I T Y F O R J O I N T N E S S chapter 2 WEAPONS AND EQUIPMENT OF THE AIR FORCE During 2006, a large number of outdated weapons and equipment was decommissioned from the combat strength of the Air Force, which presented an opportunity to direct the released funds to the modernization of various items of aviation and anti-aircraft artillery weapons and equipment, radio communication equipment, flight maintenance equipment and the improvement of force training. The automated systems of collection, processing and transmission of radio information have been adopted as a component part of the Automated Command and Control System for aviation and air defence. The service test of the circular surveillance radar station has also been completed. Prototypes of high-precision weapons systems, electronic warfare devices and navigation equipment have been developed for State testing. The AN-24 and AN-26 aircraft as well as the anti-aircraft artillery systems, C-300 and “Buk M1”, have been modernized and their service life extended. The organizational basis and technological means for modernizing Mig-29, Su-24, Su-25, Su-27, L-39 have been produced. Given sufficient funding, the Defence Industrial Complex of Ukraine in cooperation with foreign companies is capable of fully renewing the aircraft fleet of the Armed Forces. **In summary, the results of the activities being undertaken by the Air Force** **in 2006 attest to the level of training of their command and control elements** **and units and their ability to carry out the mission to defend the air space of** **Ukraine.** **At the same time, certain measures in training and logistic support** **of the Air Force could not be undertaken mainly due to insufficient and delayed** **funding.** **In order to achieve modern standards of combat training and functioning** **of the Armed Forces it is necessary to adhere strictly to the funding determined** **by the State Programme of Development of the Armed Forces – both in terms of** **funding amounts and timeliness.** ----- ###### CHAPTER 3 ----- ----- ###### CHAPTER 3 #### FORCE TRAINING rmed Forces training in 2006 was directed at supporting the readiness of forces to perform the ### Aspecified missions in the defined situations of employment. It took into consideration the current force strength, organization and staff structure, level of manning, weapons and equipment, and reserves of material and technical means. The level of the Armed Forces combat readiness is an index of the efficiency of military command and control, and a measure of expediency of implementing the defence budget. It is also the main factor of improvement of Ukraine’s image in the sphere of international security. Thus the Ministry of Defence of Ukraine and the General Staff concentrated their main efforts on setting the aims and content of personnel combat training and on taking practical measures for its intensification and reaching the final results according to the Strategic Concept of the Employment of the _Armed Forces._ Main efforts and resources were directed to Joint Rapid Reaction Forces (JRRF) training. Measures were also taken to maintain the level of combat efficiency of the Main Defence Forces units, performing of missions by the units, securing and practising joint actions with other formations. The Armed Forces took advantage of the opportunities provided by multinational exercises to raise the level of their combat efficiency (Annex 2). INTRODUCTION OF NEW APPROACHES FOR FORCE TRAINING In 2006 new basic principles of force training were introduced in terms of organization, content and the criteria of evaluation of formations’ readiness for performing assigned tasks. The organization of force training moved to a 11-month training cycle from the previous two 5-month periods. Moreover, unit readiness was tested not only at the completion of the academic year but also throughout the training cycle. This made it possible to give an objective evaluation of the level of personnel readiness and make necessary and timely amendments to unit training plans. The content and character of training were brought into conformity with the missions defined by the _Strategic Plan of the Employment of the Armed_ _Forces and unit mission statements. This ensured that_ the training measures became relevant to unit function and clear to service personnel. This in turn raised the service personnel’s personal interest in the performance of missions and contributed to the improvement of their own professional knowledge and skills. Training measures, chiefly exercises, were joint in nature and carried out at sea, on land and in the air. They involved not only combat formations, but also support units, such as: hospitals, bases, depots, and arsenals. The evaluation of formations’ readiness to perform missions was based on three criteria: multi-functionality, mobility **and** **interoperability.** Unit commanders were given a much greater role in the planning of training, choice of subjects and forms of learning, evaluation of unit training and correction of training plans to bring them into conformity with the missions defined in the unit mission statement. ----- FORCE TRAIN I N G chapter 3 TRAINING COMMAND AND CONTROL ELEMENTS AND TROOPS At the same time, commanders were made more responsible for the result of unit training, which became the main measure of a commander’s professionalism and criterion for promotion. **These approaches yielded positive results that became apparent at the time** **of exercises and training.** During 2006 the prevalent form of training of command and control elements at the operational-strategic level were command staff exercises, training activities (15) and operational conferences (14). Training of command and control elements of services typically took the form of command staff exercises with deployment (22) and on paper (19) with minimal force involvement. The most large-scale force training and command and control training activity was the command staff exercise “Clear Skies – 2006” described in the previous chapter. As for unit training, tactical exercises with JRRF units prevailed: battalion exercise (1) and company exercises (15). Six company exercises were conducted with units of the Main Defence Forces. Brigade exercises were not conducted this year. **Special exercises of support forces on arsenals,** bases, depots of the Armed Forces included combined tactical exercises of fire control, which were conducted for the first time in the history of the Armed Forces. They included representatives of the civil defence forces and local administration. Matters of fire and explosive safety support were considered and the readiness to respond to such emergencies tested. 2006 also saw the first ever large-scale tactical special exercise with practical deployment of a military mobile hospital of the Military Medical Centre of the Air Force. It involved ambulance aircraft and armoured equipment. During the practical phase the possibilities of use of the medical evacuation aircraft, АN-26 “Vita”, medical evacuation helicopters and automobiles were tested. The training framework included an international research conference on “Methodological basis of medical support organization of the Armed Forces”, in which representatives of the Armed Forces of Ukraine, NATO Nations and Partners participated. The readiness of the mobile hospital to perform missions in contingency situations was tested by deploying it at a significant distance (860 km) from its permanent base and requiring its staff to provide real medical care to participating civilians (Figure 3.1). The exercise demonstrated the capability of the mobile hospital to carry out a wide spectrum of autonomous medical care tasks. Afterwards the decision was made to transfer responsibility for the hospital to the Ministry of Defence Department of Health Protection. This will enable its centralized use in the interests of all the armed services of the Armed Forces and in international peacekeeping operations. ----- F O R C E T R A I NING chapter 3 **Figure 3.1. Training of mobile military hospital use in emergency** situation (December 2006) ###### ТРЕНУВАННЯ **INVOLVED:** **SCENARIO:** - 144 service personnel and civilians of the Move in vehicle convoy (25 cars and 11 trailers) Armed Forces; en route: **Vinnytsa – Pervomaysk – Melitopol –** - medical evacuation aircraft Аn-26 “Vita” **Novobohdanivka (860 km).** - two medical evacuation helicopters Mі-8 Deployment of functional units in typical modules - two ambulance cars and tents: - 25 trucks, 11 trailers - immediate readiness – 90 minutes, - overall readiness – 5 hours. **The tasks of providing medical care to service personnel** **and evacuating them was successfully performed** **Novobohdanivka** **RESULTS:** Military Hospital (Kyiv) on December 28. The other and executing a long-distance march, a hospital - residents of the villages of **Novobohdanivka** 14 patients received medical care in January 2007. deployment and the provision of medical aid and and **Trojitske** who suffered from the depot treatment to patients; Meetings of the village residents and the Head of fire of 2004 were examined and given medical - **research** of practical measures taken at the Novobohdanivka Rural Council with the Chief of the treatment; military mobile hospital to respond to a man- General Staff – Commander-in-Chief of the Armed - 3,250 people were examined by medical Forces – and the director of the Ministry of Defence made emergency was simultaneously conducted; specialists; Department of Health Protection also took place. The - **necessity of creating military mobile hospitals** **within Military Medical Centres was proved in** - 712 people were given medical care; village residents expressed their sincere thanks to the **practice. In** 2007, five mobile hospitals will be military doctors and leading officials of the Ministry - 43 people were given urgent medical care by created. It is planned to create a mixed aviation of Defence for the help provided and requested them specialists at the patients’ homes transport unit of medical evacuation aircraft in to continue planning such training. - 15 people were identified for specialized in-patient every evacuation transport division. It will consist treatment in surgical clinics of the Main Military of 10 ambulance cars, two aircraft (Аn-26, Аn-32 Clinical Hospital and Military Medical Centre. **MAIN ACHIEVEMENTS AND CONCLUSIONS:** (Аn-70)) and medical evacuation helicopters. A female patient (born in 1987) who required - **for the first time the personnel of a military mobile** **Military mobile hospitals will become common** emergency surgery was operated in the Main **hospital received practical experience of planning** **property of the nation.** ----- FORCE TRAIN I N G chapter 3 RESULTS OF FORCE TRAINING WITH LIMITED RESOURCES The conducting of combat training measures similar in other military formations and legislative norms for them was initiated. The measures directed towards responding to acts of terrorism as well as of natural and man-made disasters. **On the whole, the exercises of 2006 demonstrated the heightened level of Joint** **Rapid Reaction Forces readiness to perform assigned missions. At the same time** **they provided insights into the necessity of raising consistency, coordination,** **direction of training, and the wider employment of airmobile forces and army** **aviation.** In spite of the improvements in force training, especially within the JRRF, the execution of programmes and plans for 2006 was not achieved in full. (Annex 3). The main reason was insufficient funding. According to the results of the year, funding of combat training measures was provided at about 54 per cent of the planned amount (table 3.1). Measures of JFRR training were financed on an exceptional basis from the pool of the State Budget, which made up 137.8 million UAH. The funding of force training from the Special Funds comprised 119.5 million UAH. **Table 3.1 Funding of the Armed Forces training, million UAH** **2005** **2006** Planned funding Actual funding % Planned funding Actual funding % **JRRF** 225.4 125.4 55.6 257.3 137.8 53.6 **Main Defence Forces** 2.9 2.7 93.1 115.3 8.8 7.6 As a result, planned execution levels of JRRF combat training are lower in some positions than in the previous year. The training within the services of the Armed Forces was restricted mostly to individual training for enlisted personnel and commanding officer training in classrooms. The main problem facing the Ministry of Defence and the General Staff is the necessity of reducing costs while maintaining as high as possible a level of combat training (and performing other missions). Thus in 2006 one of the main tasks for Ministry of Defence and General Staff was searching for resource compensation of expenses for force training plans in order to maintain their combat capabilities. The following steps were taken in this direction: |2005|Col2|Col3|2006|Col5|Col6| |---|---|---|---|---|---| |Planned funding|Actual funding|%|Planned funding|Actual funding|%| ----- F O R C E T R A I NING chapter 3 First, the specified missions in the Strategic Plan of the Employment of the Armed _Forces and the brigade (regiment) mission statements were adopted as a starting_ point. Then the experience of the previous years and the transition to 11-month training cycle were taken into consideration. As a result the planning of the most **cost-intensive combat training measures – large-scale tactical live firing exercises** (table 3.2) – were reviewed. It was decided to significantly reduce the number of these exercises, thus allowing significant savings of state funds, enabling at the same time to improve field training of formations and units. **Table 3.2. Frequency of tactical exercises** **Exercise** **Frequency** **Level of decision-making** Chief of the General Staff – Brigade tactical live firing exercise 1 per 3-5 years Commander-in-Chief of the Armed Forces Battalion tactical live firing exercise 1 per 3 years Commander-in-Chief of an armed service of the Armed Forces (designates the number Company live firing exercise 1 per year of battalions, companies.) Modern training equipment has been introduced, at the same time decreasing wear of the equipment in the process of training and at the same time improving training efficiency. Thus the Land Force acquired three module simulators for the tank crew T-64B. However, force support through modern simulators remains very low and lags behind the level of the armed forces of other states. (Figure 3.2). Figure 3.2. Use of simulators in the training of different categories of specialists of the Armed Forces of Ukraine, NATO Member States and Russia* (percentage of time/use of equipment) **Driver training** **Gunner training** **Aircraft crew training** **Ship crew training** **NATO** 80% 80% 60% 20% **Member States** 20% 20% 40% 80% 48% 20% 12% ###### UKRAINE The programmes are not designated because of the absence of the necessary simulators 52% 80% 88% 18% 30% 30% 50% ###### RUSSIA 82% 70% 70% 50% With simulators With equipment - According to the results of the training programmes analysis. |Exercise|Frequency|Level of decision-making| |---|---|---| |Col1|50%| |---|---| ----- FORCE TRAIN I N G chapter 3 Ukraine’s scientific, engineering and production potential – when sufficiently financed – is capable of producing simulation equipment comparable in performance to the best foreign models. Thus, simulators have been developed or are in the final stage of development for the crews of armoured personnel carriers BTR-3U, the fire and tactical training of BMP-1 and BMP-2 crews, the anti-aircraft missile systems “Tunguska”, “Strila”, and the МiG-29, L-39, Su-24, Su-25, Su-27 aircraft. Equipment of forces with simulators would provide a higher level of combat training and at the same time allow savings in terms of financial and material resources through reduced wear and tear of equipment in the process of its intensive use during exercises. The decision was made to optimize firing range systems of the armed services of the Armed Forces (83 in number). It is planned to gradually reduce their number and switch to specialized training centres where closed training cycles of units (up to company size) will be introduced. The establishment of an International Centre of Peacekeeping and Security is planned at the Yavoriv range facilities (Figure 3.3). **Figure 3.3. International** Centre of Peacekeeping and Security at the Yavoriv range facilities. |Col1|Gas boiler| |---|---| ||Bathing and laundry Helicopter centre and stores landing pad Dressing-station and signal office centre| |Centre of simulation modelling|| Sports centre Gas boiler (covered) Sports centre Field command (open) posts (brigade, Bathing battalion, and laundry Helicopter company) centre and stores landing pad Mess Dressing-station and hall signal office centre Hotel Personnel Shopping barracks centre Centre Staff Exhibition complex Centre of simulation modelling **Despite such attempts to save costs only the provision of necessary funding** **of the Armed Forces by the State can ensure that their training level conforms** **to the missions assigned to them.** ----- ###### CHAPTER 4 #### IMPROVED COMMAND AND CONTROL SYSTEM, STRUCTURE, STRENGTH, AND EQUIPMENT OF THE ARMED FORCES ----- ----- ###### CHAPTER 4 #### IMPROVED COMMAND AND CONTROL SYSTEM, STRUCTURE, STRENGTH, AND EQUIPMENT OF THE ARMED FORCES 2006 saw the continued process of implementing the modern model of the Armed Forces of Ukraine as outlined in the State Programme of Development of the Armed Forces. This process aims to reform the structure and functions of the Armed Forces command and control (C2) system, formations, units, organizations and institutions, their composition and equipment so that they meet the requirements of the assigned missions and NATO standards. It also strives to ensure the permanent combat readiness of troops and the continuity of their combat training process. The structural improvements of the Armed Forces include balancing structures, increasing centralization of command and control and enhancing the combat capabilities of troops. Special attention was paid to the development of the functional structures of the Armed Forces, primarily to the dedicated units of the Joint Rapid Reaction Forces (JRRF). IMPROVING THE COMMAND AND CONTROL SYSTEM OF THE ARMED FORCES In 2006, the delineation of authorities between the Ministry of Defence and the General Staff was nearly completed, structural changes in the Head Office of the Ministry of Defence and in the General Staff were implemented and the optimization of forces operational control system continued. As a result of the delineation of authorities, the Ministry of Defence is responsible for the state policy in the defence sphere, implements politico-military and administrative control of the Armed Forces, determines the principles of their development and directions of progress. The General Staff performs the strategic planning of the employment of the Armed Forces and other military formations, and implements defence planning and executes the operational control over the Armed Forces. In parallel with the delineation of Ministry of Defence / General Staff responsibilities, a review of the structural elements of the Head Office of the Ministry of Defence was undertaken. This review revealed a number of drawbacks, such as: ineffective control system, complicated procedures of coordination between separate subdivisions, duplication of functions and excessive intermediate command levels. The following changes were introduced to overcome these problems: - the Department of Finance was directly subordinated to the Minister of Defence to improve control over the spending of goal-oriented budget funds and to handle changes in funding of the most important programmes (reduction of volumes, terms violation, changes in the price formation process, etc.); - the Department of Disposal of Weapons and Equipment and the Department of Utilization of Surplus Weapons and Equipment have been re-formed into the Department of Utilization and Disposal of Surplus Weapons and Equipment in order to simplify the decision-making process and reduce the number of employees; - the Department of Exploitation and Repair of Weapons and Equipment has been disbanded to end duplication in the repair oversight structures and eliminate intermediate command levels. The task of overseeing repair activities at state enterprises subordinate to the Ministry of Defence was transferred to the ----- chapter 4 IMPROVED COMMAND AND CONTROL SYSTEM, STRUCTURE, STRENGTH, AND EQUIPMENT Department of Economic and Administrative activity; that of organising repair activity at national enterprises rests with the Department of Procurement and Development of Weapons and Equipment; and the Support Forces Command of the Armed Forces of Ukraine, which includes the elements for the exploitation organization of weapons and equipment, assumes the responsibility for the function of exploitation; - a new state body – the State Department of Surplus Funds and Lands – was established on the basis of the Department of Surplus Funds and Lands in order to release the Ministry of Defence from non-core functions, and increase the efficiency of the Armed Forces materiel control[1]. **Figure 4.1. Losses of personnel** of the Armed Forces The revised structure of the Head Office of the Ministry of Defence is shown in Annex 4, Figure 1. Within the General Staff the following changes were implemented to enhance joint coordination, better control of coordination of military activities and improve the command and control of the Armed Forces peacekeeping activities: - the additional position of First Deputy Chief of the General Staff was created. This innovation enables one of the First Deputies to concentrate on the coordination of armed services activities of the Armed Forces, and the other to concentrate on the co-operation of structural elements of the General Staff for the strategic planning of the employment of Armed Forces and defence planning; - the proportional representation of the different services of the Armed Forces among the leading officials of the General Staff has been guaranteed in order to improve joint coordination. According to the rotation of leading officials, the Air Force and the Naval Force general officers are appointed to the positions of Deputy Chiefs of the General Staff (previously occupied by Land Force representatives); - the solution of all military personnel service problems is concentrated in the Main Directorate for Personnel; the Main Directorate for Humanitarian Matters and Welfare Support has been integrated into the Main Directorate of Personnel; |Col1|102|DEATH-ROLL| |---|---|---| ||64|84 including off-duty 58 on duty 26| ||38|| **2005** **2006** **CAUSES OF DEATH** The main mission of the new Directorate in coordination with the Main Directorate of Military Service of Law and Order and unit commanders at all levels is to ensure the safety requirements of service personnel, the prevention of job-related injury and, first and foremost, situations that may cause death. In comparison with 2005, the personnel death-rate has been decreased by nearly 19% (Figure 4.1), due to measures taken to increase military service safety. Though the Figure is not high, it represents the saved lives of people. The revised structure of the General Staff is shown in Figure 2 of Annex 4. 2006 The optimization of the command and control system of troops has led to many 25 positive innovations. These include the creation of a Joint Operational Command, 21 18 16 separation of territorial defence preparation functions and reserve training, control of some tasks by specially created bodies as well as the military administrative division 0 1 of the territory of Ukraine. _First, the Joint Operational Command has been conceived and legally defined._ It will assume control of peacekeeping units at the beginning of 2007 and from 2009 will take over all responsibilities for any joint deployment – national or international – of the Armed Forces. The status and the structure of the Joint Operational Command have been defined (Figure 4.2.). The personnel have been selected to form its organizational core – the Centre of Current Operations. The communications and information support systems were partially deployed, the command and control of peacekeeping contingents is being transferred to the Joint Operational Command. 1 Decree of the Cabinet of Ministers of Ukraine “Some issues of disposal of materiel, which is released in the course of reforming the Armed Forces” no.560 April 26, 2006. |Col1|63|Col3| |---|---|---| |2005 2006 25 21 18 16 0 1||42| |||| |Col1|25| |---|---| ||| ||| ----- IMPROVED COMMAND AND CONTROL SYSTEM, STRUCTURE, STRENGTH, AND EQUIPMENT **Figure 4.2. Organizational structure of the Joint Operational Command, by the end of the year** chapter 4 |gure 4.2. Organizational structure of the Joint Operational Command, by the end of the year|Col2|Col3|Col4| |---|---|---|---| |COMMANDER OF THE JOINT OPERATIONAL COMMAND First Deputy Commander of the Joint Operational Command|||| |Operations Planning Department Intelligence Group J-2 Operations Planning Section J-5 Operations Support Planning Section J-4 Structural Subdivisions of the Armed Forces Operations Planning|||Section of Communications and Automated Command and Control Systems J-6 Administration Section J-1 Classified Information Section Structural Subdivisions of the Joint Operational Command Support Activity| ||Joint Centre of Operational Centre of Current Control Operations Situation Section of Duty Officers, Centre Collection and Processing of Information Situation Group Current Operations Section Operational Section Section of Peacekeeping J-3 Contingent Support Coordination Section of Training Coordination and Peacekeeping Contingent Activities Analysis Structural Subdivisions of Joint Formations Troops (Forces) and Peacekeeping Contingents Control Structural Subdivisions of the Armed Forces Operations Planning||| After consultations with specialists of leading nations’ armies as well as representatives of NATO’s ACT, the functions and the mechanisms of interaction between the Joint Operational Command and the Service Commands during the planning and operational phases have been determined. In 2007, the formation of the Joint Operational Command will continue. Especially, the intensified professional training of JOC staff, including language training, is planned. _Second,_ On the basis of Territorial Directorate _“North”_ trials are held in the formation of a Territorial Directorate which is a new military command and control body. This command and control body will execute **territorial defence missions,** **mobilization training function and the training of the Reserves. (Figure 4.3.)** **Figure 4.3. Structure of Territorial Directorate, by the end of the year** ----- chapter 4 IMPROVED COMMAND AND CONTROL SYSTEM, STRUCTURE, STRENGTH, AND EQUIPMENT The formation of the other two Territorial Directorates is envisaged on the basis of West and South Operational Commands, which have been vested with operational control along with Land Force Command from 2006 and the strength of which was reduced by 260 personnel. _Third, the definition of a military-administrative division of the territory of_ Ukraine has been produced within the framework of strategic planning, for the purpose of delegating responsibilities and authorities, both military command and control elements and state power bodies for the execution of state defence missions on land, at sea and in the air[2]. (Figure 4.4.) **Figure 4.4. Military-administrative division of territory of Ukraine** **TERRITORIAL** **DIRECTORATE “NORTH”** **WESTERN OPERATIONAL** **COMMAND** **AIR COMMAND** **“CENTRE”** **AIR COMMAND** **“WEST”** **SOUTHERN OPERATIONAL** **COMMAND** **AIR COMMAND** **“SOUTHERN”** **Azov Naval Zone** **Black Sea** **Naval Zone** **NAVAL FORCE** **COMMAND** **The above-mentioned measures enable increasing efficiency of control of the** **Armed Forces both by the Ministry of Defence and the Chief of the General Staff,** **Commander-in-Chief of the Armed Forces. The release of military command** **and control elements from non-core functions allows them to concentrate on the** **execution of priority missions. The further development of the command and** **control system will be achieved through to implementation of more effective** **technologies of joint formations control, the automation of the decision-** **making process, the increase of management personnel skill level and ensuring** **interoperability between control bodies of the Armed Forces of partner countries** **of Ukraine in military co-operation.** ORGANIZATION AND FUNCTIONAL STRUCTURE OF THE ARMED FORCES The general structure of the Armed Forces consists of the General Staff, three armed services (Land Force, Air Force and Naval Force) and major units, sub-units, military higher educational institutions, installations and formations that are not subordinated to the armed services of the Armed Forces. (Figure 1 of Annex 5) During 2006, an improved ratio between the armed services of the Armed Forces was achieved. Their structure, strength and combat composition were brought into line with the quantity of assigned missions. At the end of 2006, the overall strength of the Armed Forces was 221,000 personnel, including 165,000 service personnel (Annex 5, Figure 2). 2 Decree of the President of Ukraine “On approval of the military and administrative division of the territory of Ukraine” No.469 June 2, 2006. ----- IMPROVED COMMAND AND CONTROL SYSTEM, STRUCTURE, STRENGTH, AND EQUIPMENT chapter 4 The ratio between combat units and combat support units was also improved, the proportion of combat units reaching 56% compared to 40% in 2005 (Annex 5, Figure 3). The reduction of structural elements and strength of the Armed Forces was carried out in accordance with goals defined by the State Programme of Development of the Armed Forces. Overall, 24,000 positions were reduced, in particular from the Land Force – 8,500 personnel (one brigade, three regiments, 12 separate battalions), from the Air Force – 7,500 (nearly 30 units) and from the Naval Force – 2,500 personnel. The changes in the structures of armed services of the Armed Forces were focussed on the command and control centralization of combat major units, sub-units and the enhancing of their efficiency: _In the Land Force_ - the Army Corps were removed from the authority of the operational commands and report directly to Land Force Command; - the composition of air-mobile brigades was reviewed with a view to increasing their combat power, multi-functionality, manoeuvrability and interoperability with the appropriate military formations of the Armed Forces of partner countries. _In the Air Force_ - the Air Operations Centre was established; - the transition from the air commands structures to the control and warning centres commenced; - the other elements of the command and control system, including automated command and control system, were improved; _In the Naval Force_ - the Coast Guard Forces Centre was established; - the formation of a Sea Operations Centre commenced on the basis of a Joint Forces Squadron; - the structures of military naval bases, naval aviation brigades and coast guard brigades were improved; - On the basis of staff of the Navy, the primary national contact centre for support to the participants of the NATO-led “Operation Active Endeavour” in the Mediterranean Sea was created. The different services of the Armed Forces are equipped with almost every type of weapon and equipment (in particular, the Land Force is equipped to 100%). The structure, strength and combat organization of the armed services of the Armed Forces are shown in Annex 5, Figure 4-6. During 2006, the Ministry of Defence and the General Staff continued the development of functional structures of the Armed Forces. Main efforts were directed at JRRF combat efficiency. In particular, the formation of their land component with Army Corps was completed. The basis of this component is formed by multifunctional airmobile and mechanized brigades with light weapons (Figure 4.5.) **Figure 4.5. Structure and combat strength of the Army Corps** ----- chapter 4 IMPROVED COMMAND AND CONTROL SYSTEM, STRUCTURE, STRENGTH, AND EQUIPMENT These brigades will – in addition to defence missions – serve as the foundation of peacekeeping units and also be involved in anti-terrorist operations and relief to natural and man-made disasters. In 2007, the Army Aviation units will be subordinated to one of the airmobile brigades as a means of improving JRRF manoeuvrability and attack capabilities. EQUIPPING THE ARMED FORCES Equipping the Armed Forces with modern weapons and equipment is a necessary pre-condition for their combat efficiency. For the moment, funding shortages do not permit the re-armament of the Armed Forces at the pace necessary to compensate age-related loss and break-down of vehicles and equipment. In addressing the issue of equipping the Ministry of Defence and the General Staff applied complex approaches, which deal with all stages of weapons and equipment life cycle: development and inventory, procurement, modernization, repair and overhaul-period renewal, withdrawal and decommission (Annex 6). The re-armament of the JRRF, starting with particular units, has been defined as a priority direction. The second priority among the remaining forces are those units which will remain in the structure of the Armed Forces after 2011. Generally, in 2006, 14 new types of weapons and equipment were procured for service; this exceeds by one and a half the indices of 2005. About 30 experimental types of weapons and equipment reached the stage of state testing within the framework of development of new types of weapons and equipment in 2006. The new types of weapons and equipment were developed according to international, European as well as NATO standards, which ensures their compatibility with the armed forces of partner countries of Ukraine in the sphere of international security. The procurement of weapons and equipment was performed in marginal groups within the limits of budget funds. The rates of re-armament of the JRRF have been exceeded by 4-5 per cent due to the concentration of resources on priority directions. The modernization, repair and overhaul-period renewal of weapons and equipment already available in units is up to 3-5 times cheaper than procurement of new ones. 14 types of weapons and equipment have been modernized during the year, in addition to 15 pieces of aviation equipment, 59 armoured vehicles, 250 automobiles repaired for the Armed Forces, as well as three vessels are maintained for the Naval Force. The level of readiness of missile and artillery systems has been increased by 11 per cent, and 28 per cent, respectively, due to the systematic decommissioning of outdated weapons and equipment. During the year more than 6,900 items of weapons and equipment were disposed of, including 2,600 items of main types of weapons (aircraft, helicopters, tanks, combat armoured vehicles, field artillery pieces and anti-aircraft artillery guns, as well as automobile materiel). **In general, the parameters of the transformation of combat composition,** **organizational and functional structures of the Armed Forces and their equipment** **meet all indices, goals and objectives laid down in the State Programme of** **Development of the Armed Forces.** **In the future, their improvements will be implemented by means of strength** **optimization, advancing manpower quality, acquiring new forms and methods** **of combat operations, equipping new and modernized types of weapons and** **equipment and increasing the level of force training.** ----- #### PERSONNEL ASPECTS WITH CONTRACT SERVICE PERSONNEL ###### CHAPTER 5 #### ARMED FORCES’ PROFESSIONALISATION: ----- ----- ###### CHAPTER 5 #### ARMED FORCES’ PROFESSIONALISATION: PERSONNEL ASPECTS rom the personnel policy point of view, transition of the Armed Forces to a professional model entails a ### Fwide spectrum of activities: manning units on a contract basis; the creation of a professional sergeants’ corps, the capacity to provide personnel with education and training; implementation of new principles of officer career management; maintaining service personnel peacekeeping experience, providing higher military education, including abroad; implementation of reserve military service. In 2006 the Armed Forces were able to implement activities in all these spheres – in particular using the opportunities provided by international military cooperation. MANNING THE ARMED FORCES WITH CONTRACT SERVICE PERSONNEL From 2010 the Ukrainian Armed Forces has to be totally manned by professionals serving on the basis of a contract. In order to examine the problems and risks which might unexpectedly arise during the full transition of the Armed Forces to a professional basis, an experiment was conducted in 2005-2006 on staffing a military unit with contract service personnel. The experimental units were the 30[th] detached mechanized infantry brigade of the Land Force, the 7[th] bombing-reconnaissance brigade of the Air Force, the 36[th] detached brigade coastal guard and the large landing ship “Kostiantyn Olshansky” of the Naval Force[1]. Results and lessons learned from the experiment on manning of designated military units with contract service personnel. The experiment was not aimed at “mechanically” replacing the conscripts by the contract service personnel, but at carrying out a practical examination of the 2010 military unit model for every service of the Armed Forces, thus revealing possible risks and problems in order to avoid them in the future. The experiment gave an opportunity to identify the main challenges relating to the transition to a fully professional army as well as ways of resolving them. This is what made the experiment so successful. _Firstly, the experiment clearly demonstrated_ the advantages of a professional contract army: the experimental units, in comparison with others, have a higher level of combat capability and almost twice as good technical state of armament. At the same time the level of abuse among service personnel (“didivshchyna”) was reduced by 90%. _Secondly, the experiment revealed that the legal_ basis regulating the military services needs serious revision. Taking into account the lessons learned from the experiment, the following changes were introduced to the Law of Ukraine “On Military Duty and Military Service” in the course of 2006[2]: 1 Decree of the President of Ukraine “On activities concerning the Ukrainian Armed Forces units’ transition to staffing with service personnel on a contract basis”, May, 16, 2005. 2 A new version of the Law of Ukraine “On Military Duty and Military Service”, April, 4, 2006. ----- chapter 5 ARMED FOR C E S ’ P R O F E S S I O N A L I S AT I O N : P E R S O N N E L A S P E C T S - the minimal term of conscript service was reduced from 12 to 6 months as a necessary condition for transitioning to contract military service; - citizens of service age with a college or polytechnic level education now have the choice between conscription and voluntary contract service; - the maximum age for enrolment to contract service was increased from 30 to 40 years. **Figure 5.1. Status of provision of contract service personnel with** service apartments in designated experimental units (measured in places), by the end of the year 2011 |1357 625 106 120120 0|Col2|267 191|Col4| |---|---|---|---| ||||| ||||| |625|Col2| |---|---| ||| ||| |Col1|Col2|Col3| |---|---|---| |||| 7[th] aviation bombing reconnaissance brigade 30[th] detached mechanized brigade 36[th] detached brigade coast guard and a big landing ship “Kostiantyn Olshansky” Needs Planned Performed **Figure 5.2. Indices of income and expenditures of service personnel** in the designated experimental units 1500 _Thirdly,_ the experiment showed that three of the four defined military units (all except the 36[th] detached brigade of coastal guard) were able to complete the task of being completely with contract service personnel. Moreover, whereas at the beginning of the experiment the units were mainly manned with individuals living near the unit’s base. Today 52% of the service personnel on contract in these units come from other regions of Ukraine. This was due to measures to improve conditions of service, in particularly the provision of service apartments, which could not be resolved to a full extent, however (see Figure 5.1). This creates the risk of personnel fluctuation, as the number of married service personnel on contract grew significantly (from 20% at the beginning to 50% at the end of the experiment). The shortage of service apartments was one of the main reasons for the inability of the 36[th] detached coastal guard brigade to be fully manned with contract service personnel, who represented only 52% of its personnel by the end of 2006[3]. The fourth main outcome of the experiment is that it revealed problems which could represent essential threats to the successful transition of the Armed Forces to a professional force. In addition to the shortage of service apartments the issue of low pay persists. |850 732 732 400 600 350 500 500|Col2|800 900 732 732 280 500 400|Col4| |---|---|---|---| ||||800| ||||| ||||500| |Col1|Col2|350| |---|---|---| |||| |||| |||500| |850|Col2|Col3| |---|---|---| |||400| |||| |||500| |900|Col2|Col3| |---|---|---| |||| |||| |||280| |||400| Khmelnitskiy region 7 aviation bombingreconnaissance brigade Zhytomyr region 30[th] detached mechanized brigade AR Crimea AR Crimea (in summer) (in winter) 30[th] detached 36[th] detached brigade coast guard and a reconnaissance mechanized brigade big landing ship “Kostiantyn Olshansky” Figure 5.2 shows that the average pay of a service Average salary in region Rental payment personnel in the experimental military units in 2006 Average service personnel pay Minimal basket of consumer goods was 732 UAH, which is lower than the average salary in the regions where they are based and does not enable service personnel to rent an apartment on their own money and support even one family member at a minimum consumer basket of goods. General activities for providing incentives for military service on a contract basis In parallel with the experimental manning of unit 2006 also saw the implementation of activities for providing citizens with incentives to join the military service on **a contract basis and minimizing the above-mentioned risks.** - from 2006 contract service personnel (privates, sergeants and master sergeants), who renew their contract were given the possibility of studying at the higher educational institutions of the Ministry of Defence. 3 The brigade is located in Crimea where many young people are employed in tourism or other seasonal employment. Moreover, the shortage of service apartments has made it difficult to staff the brigade with inhabitants from other Ukrainian regions. ----- A R M E D F O R C E S ’ P R O F E S S I O N A L I S AT I O N : P E R S O N N E L A S P E CTS chapter 5 - the creation of a service apartment inventory continued. On the basis of this, five barracks were rebuilt including 311 places. - a system of obligatory life insurance for service personnel was regulated[4]. As a result of these efforts there is an **increasing trend, compared with the** **two last years, in the number of individuals signing a service contract with the** **Ministry of Defence. It allows a more careful selection of candidates for military** service: the proportion of individuals without skills or clear vision for their future has decreased. **Figure 5.3. Educational level of contract service personnel,** _by the end of the year_ Completed higher 6.6% Basic higher 6.6% Professionally-technical Completed secondary 38.4% Basic secondary 45.2% By the end of 2006 the number of service personnel on contract in the ranks of privates, sergeants and master sergeants was 37,820 personnel (including 15,430 women in service), or 38% of the total personnel in these ranks. At the same time **the proportion of contract** **service personnel with some or completed higher** **education increased by 26% compared to 2005 (those** with a college degree increased by 21%) and now comprises 13.2% of all service personnel. The number of personnel completing only secondary education is only 3.2% (Figure 5.3). 3.2% **It** **was** **the** **increased** **level** **of** **training,** **harmonisation and discipline in units staffed on** **a contract basis that made it possible to send whole battalion of a Land Force** brigade to serve in KFOR in Kosovo in 2006, rather than an “ad hoc” “combined” unit cobbled together from various units. The advantages of this approach were immediately evident: quickness in adapting to service conditions, understanding of subordinates’ needs by commanders, and decreased corruption in selecting candidates for peacekeeping units. Enhancing professional level of contract service personnel In order to provide an appropriate level of professional training 3,245 contract service personnel, including 618 sergeants, took part in training courses in military training units (centres) in the last year. Moreover, a pilot project on teaching English to all service personnel is being carried out in the designated military units. Activities were introduced to create a professional sergeants corps in the Armed Forces. These included in particular the implementation of multilevel training (retraining) of sergeants and master sergeants and new evaluation criteria including professional training level, professional, moral and psychological personnel qualities and suitability to positions. Sergeants Councils were also established to enhance the roles of junior commanders and stimulate their ability to solve problems connected with military unit activity. They are thus involved in making decisions on staffing and positioning junior commanders. 4 The Law of Ukraine “On making changes to certain legislative acts of Ukraine concerning social protection of service personnel, those subject to military service and reservists meeting for training (or inspection) and special musters, and some other persons”, November, 3, 2006. ----- chapter 5 ARMED FOR C E S ’ P R O F E S S I O N A L I S AT I O N : P E R S O N N E L A S P E C T S **The experimental manning of units and activities aimed at making military** **service attractive to citizens revealed that the main problem of manning units** **with qualified personnel remains the low competitiveness of military service** **within the labour market. First and foremost this derives from the low level of** **pay and absence of appropriate service conditions, in particular the shortage of** **service apartments.** **Thus, there are problems on the path to professionalization of the Armed** **Forces, the solution of which does not depend on the defence establishment alone.** **In 2007 the experimental manning of units will be continued in the previously** **designated units and extended to other ones as well.** SERVICE IN THE RESERVES In implementing the State Programme of Development of the Armed Forces **a fundamentally new form of military duty** was introduced in 2006 – voluntary service in the military reserve. In the course of 2006 a number of legislative acts created the legal basis for service in the reserve, including: - the new edition of the Law of Ukraine “On Military Duty and Military Service”, dated April 4, 2006 defines main issues concerning military service in the reserve; - the Cabinet of Ministers decree #1426 “On the Structure of Military Personnel Reserve” from October, 18, 2006, which defined the personnel resources for military reserve and its assigned tasks. The Decree #1644 “On the Order and Scale of Pay Provision and Incentives of Subjects to Military Service” from November, 23, 2006, which defined reservists’ pay (See Table 5.1); **Table 5.1. Pay for reservists on contract, UAH/year** **Servicemen categories** **Scale of pay provision** Higher officers 2,000 Senior officers 1,800 Junior officers 1,600 Warrant officers /senior warrant officers 1,400 Junior sergeants, sergeants, senior sergeants, 1,200 master sergeants Privates 1,000 - the draft presidential decree “On Confirming Procedures of Ukrainian Citizens Serving in the Armed Forces of Ukraine Military Reserves” has been drawn up. It defines the procedures for serving in the reserve. Implementation of large-scale service in the reserve began with an experimental stage beginning in July 2006. It allowed the accumulation of practical experience in planning, organizing and conducting training and monthly studies. Later there will be a testing of reservist training programmes to identify the most effective forms and methods of training. The Minister of Defence designated a list of military management bodies, units and formations to participate in the experiment. Advertising of the reserve service and initial candidate selection on a competitive basis were introduced in these military units and the military recruitment centres. |Servicemen categories|Scale of pay provision| |---|---| ----- A R M E D F O R C E S ’ P R O F E S S I O N A L I S AT I O N : P E R S O N N E L A S P E CTS chapter 5 SHAPING THE OFFICER CORPS The year 2007 envisages the partial reforming of military training units (centres), warrant officers’ and technicians’ schools, and military colleges to allow for the training and retraining of reservists. It is foreseen that the term of annual reservists training in a military unit will include approximately 35 days (two days monthly and two annual periods of 5-6 days). In the context of the experiment it is planned to train 1,200 reservists, including 180 officers, for 11 military units. **Training reservists is to become an integral part of combat training** **in military units and will provide additional trained resources for the Armed** **Forces.** A number of activities aimed at renewing the officer corps took place in 2006 with a view to enhancing its professional training level, improving personnel resources and officers’ career management mechanisms, introducing openness and transparency in the promotion process and developing the personnel reserve. These activities have helped create the conditions for strengthening positive changes in Armed Forces professionalisation and overall military reform. Professional training system The professionalism and qualification of the officer corps depend on the existing military education system as well as a possibility of gaining additional knowledge (including language skills). The level of officers’ skills will be enhanced by implementing of rotation basis of the service. **Military education is provided in Ukraine’s** military educational institutions, which include two academies – the National Defence Academy of Ukraine and Military-Medical Academy of Ukraine, one military university, four military institutes and six military faculties within civilian universities. At the secondary education level there are throughout Ukraine two military schools, three faculties and 21 departments of military training, 18 departments of disaster response and military medicine as well as the Ivan Bohun Kyiv Military Lyceum. Efforts to enhance cooperation within the network of military training institutions and improve the content of the military education system focussed on: - establishing a branch training institution of the Land Force – Lviv military institute integrated into the National Lviv Polytechnic University that in 2006 enrolled its first cadets and students (according to the “four years a student, one year a cadet” model); - bringing military education content into conformity with state standards **of higher education and the requirements of forces;** - better using the nation’s scientific and research achievements in order to improve the level of training of service personnel. In this respect a unified **Scientific Training Complex is being established on the basis of the National** ----- chapter 5 ARMED FOR C E S ’ P R O F E S S I O N A L I S AT I O N : P E R S O N N E L A S P E C T S Defence Academy of Ukraine using existing military research structures (Figure 5.4); **Figure 5.4. Establishing a Research and Educational Complex** **2005** National Scientific Central Scientific Central Scientific National Defence Research Centre of Research Institute of Research Institute of Academy of Ukraine Defence Technologies Weapons and Military the Armed Forces of and Military Security of Equipment of the Armed Ukraine Ukraine Forces of Ukraine **2006** **RESEARCH AND EDUCATIONAL COMPLEX** National Defence Academy Central Scientific Research of Ukraine Central Scientific Research Institute of Weapons and Institute of the Armed Forces of Centre of Military Strategic Military Equipment of the Ukraine Research Armed Forces of Ukraine - bringing the amount of personnel training into conformity with actual troops’ requirements. This meant a **reduction in demand for officer training at** all levels, especially tactical-level officer training in military educational institutions, where the number of enrolled cadets (868) was down by 332 from the 2005 figure. A system of **enhancing** **personnel** **qualifications** (additional training, and retraining) was introduced, including: - **establishing in higher military educational institutions an officers course** **training network, in which officers must participate before their promotion.** At the same time regulations governing the operational-strategic level of education were amended, opening it up to deputy brigade commanders/ lieutenant colonel (as opposed to the prior minimum rank of colonel). In this way, higher level education can now be obtained by younger officers. The programme of enhancing qualification is based on a key principle: prior to the beginning of training the future post that the individual will be taking up must be defined. This will enable him/her to learn in a more focused fashion, prepare for performing future responsibilities during training and – after training – to more quickly adapt to the new position: **• the Multi-National Staff Officers Centre at the National Defence** **Academy of Ukraine intensified its activities** in order to train officers soon to be detached to international assignments. The training of Ukrainian officers for work in multinational staffs is also conducted in military educational institutions of NATO Member States. In 2006, 294 officers attended courses of the Centre, while 15 attended courses abroad (including four officers at the operational-strategic level and 11 at the operationaltactical level); **• Advanced language training is being consistently implemented. In military** educational institutions there exist 31 groups of full-time intensive learning of foreign languages. In the course of the training year 815 officers obtained training, including 135 from designated military units manned by contract service personnel. 180 service personnel obtained training abroad (97 attended language courses, 83 specialized ones). |5|Col2| |---|---| |Central Scientific Research Institute of Weapons and Military Equipment of the Armed Forces of Ukraine|| ||| ----- A R M E D F O R C E S ’ P R O F E S S I O N A L I S AT I O N : P E R S O N N E L A S P E CTS Career management chapter 5 The efficiency of the personnel management system was enhanced by a number of measures, including harmonization of job position and qualification requirements. Furthermore a system of calculating the strength and collecting personal data on the officer corps was introduced along with the necessary information and analytical support. This made it possible to decrease the number of personnel managers and reduce the influence of subjective factors in personnel decisions. The draft “Regulations Concerning the Procedures of Military Service” defines unified rules for enlisting personnel as well as minimum and maximum terms for staying in a military rank (Figure 1 of Annex 7). A review of officer positions has been launched with a view to creating a unified system. Accordingly, about 780 (40%) positions were cancelled because of their duplication or illegal existence. A glossary of existing positions for officers was created in accordance with NATO nations’ standards. It allowed the establishment of a more effective computer data base system. An automatically updated database provides complete information about every officer. In the space of a few minutes it can provide all the information needed to make a decision concerning promotion, retirement, and evaluation of personnel resources. Standardized descriptions of service personnel positions now contain details of the position itself and the qualifications needed for candidates to fill the position (an example of qualification requirements is described in Figure 1 of Annex 7). As a result, commanders and personnel bodies now have the ability: to plan the distribution of personal resources and accurately estimate the scope, content and duration of service personnel training as well as to increase the objectivity and efficiency of personnel decision-making. Moreover, any service personnel wishing to increase their own qualification for a particular position can systematically improve their own professional level by working towards the requirements listed in the position. The appointment of candidates for vacant positions is based on a fair, transparent and competitive selection process. For this purpose the mechanism of assessing service personnel performance (assessment mechanism) has been improved through: - revision and further detailing of the criteria of service personnel performance, including specific criteria of a given position; - new criteria of personnel selection based on the comparison of position requirements and evaluation of the service personnel’s qualification; - enhancement of the mechanism of implementing assessments, including the consideration of recommendation of officers’ council. Consequently, whereas in the past the main criteria for assignments to new positions were formal education and service experience, and promotion depended on the decision of respective commanders, now promotion is linked to the personal preparation of service personnel, fulfilment of position requirements and the assessment of previous performance level and ability to accomplish the assigned task. ----- chapter 5 ARMED FOR C E S ’ P R O F E S S I O N A L I S AT I O N : P E R S O N N E L A S P E C T S Signing a contract for at least five years future service is a precondition for being assigned to a higher position, to study in Ukraine and abroad, as well as for participation in peacekeeping operations. This rule, combined with the implemented procedure of candidate selection, will help ensure that the best prepared and experienced officers with high moral and professional qualities will continue their service in the Armed Forces after completing the studies. These officers will provide the officer corps with skilled personnel with promising potential. They will share their gained knowledge and experience with younger officers within the military units and thus contribute to the process of improving the combat readiness of the Armed Forces. The creation of a qualified officer corps is also supported by the fact that – after a service personnel completes a higher military educational establishment – the Minister of Defence personally makes any decision concerning his/her retirement during the next 5 years. The approaches toward junior officers have also changed. Special attention is being paid to the first years of their service, as outlined in the Minister of Defence’s “Methodical Recommendations Concerning the Adaptation of Junior Officers to Service Activities in the Armed Forces During the First Three Years”. These measures not only better regulate the procedures of military service, but will also contribute to the qualitative and structural improvement of officer staff. The main results of improvements to the structure of the officer corps include: - the stabilization of the number of senior officer staff (there are currently 143 generals) at the level determined by the State Programme of Development of the Armed Forces; - the achievement of a current ratio of senior to junior officers of 47% and 53%, respectively, which should make the 2011 target goal of 40% and 60%, respectively, attainable without unnecessary social tension; - the completion of the transfer of officers to contract military service. Personnel rotation The experience of developed countries in organizing military service clearly attests to the need to rotate officers for the sake of gaining a wide range of practical experience: command positions in regular troops, staff positions, scientific and educational activities, etc. Thus the rotation can be carried out not only vertically, but also horizontally. These approaches of officer rotation are now being implemented in the Ukrainian Armed Forces. For example, in the past an assignment to the position of General Staff officer or to the position of a mechanized brigade commander received an officer from the same service and from the same structure. Now every officer, who meets necessary requirements, can be appointed. Main attention is being paid to the experience and the assessment of an officer’s activities during service in various positions. The application of these new approaches can be seen in the following examples of rotation: ----- A R M E D F O R C E S ’ P R O F E S S I O N A L I S AT I O N : P E R S O N N E L A S P E CTS chapter 5 PROFESSIONAL DEVELOPMENT OF CIVIL SERVANTS - the Commander of the Naval Force, Vice Admiral Knyaz, and Deputy Commander-in-Chief of the Air Force, Lieutenant General Romanenko, were appointed to the positions of Deputy Chiefs of the General Staff with a view to providing them with necessary experience in strategic defence management, while Deputy Chief of the General Staff Vice Admiral Tenykh was appointed Commander of the Naval Force; - Deputy Chief of the General Staff Lieutenant General Sakovsky, who was engaged with the development of budget programmes, was appointed to the command position of First Deputy Commander of the Land Force; - Deputy Chief of the General Staff Lieutenant General Shapoval, who had taken the post of Commander of Army Group and has achieved necessary experience in strategic management, was appointed to the position of Commander of Joint Operational Command; - Commander of Support Forces Lieutenant General Sobora was appointed to the position of Logistics’ Commander (J-4) of the Land Force – Deputy Commander of the Land Force. Examples of officer personnel rotation of the average branch: - Chief of Department of Main Operational Command (J-3) of the General Staff Colonel Volkov was appointed to the position of Chief of Staff – First Deputy Commander of the Air Force; - Brigade Commander Colonel Mikholenko was appointed to the position of Chief of Department of Main Operational Command (J-3) of the General Staff; - Senior Officer of the Main Operational Command of the General Staff (J-3) Colonel Krasota was appointed to the position of detached mechanized infantry brigade commander; - Chief of Anti-Aircraft Defence Colonel Chuchula was appointed to the position of Chief of the Support Centre of Main Command Centre of the Armed Forces. **These measures will enable the creation of a Cadre Corps in the near future asa** **well as the more effective use of promising professional personnel. Furthermore,** **this allows the enhancement in the levels of professional service personnel and** **their combat readiness in the units in which they serve.** The staffing of the positions in the central office of the Ministry of Defence by civil servants in particular (civil servants – 79%, service personnel – 21%) is characterized by the raising of their qualifications not only for the efficient fulfilment of their duties, but also for the creation of a personnel reserve for promotion within the state service. 2006 witnessed the goal-oriented enhancement of the professional development of civil servants within the central office of the Ministry of Defence through professional programmes and focused courses and seminars. The education, training and professional development of civil servants was provided by the Presidential Academy of Public Administration in Kyiv, its four regional institutes (in Dnipropetrovsk, Lviv, Odessa, Kharkiv), the Ukrainian ----- chapter 5 ARMED FOR C E S ’ P R O F E S S I O N A L I S AT I O N : P E R S O N N E L A S P E C T S National Defence Academy and other institutions of higher education in Ukraine (Kyiv National Economical University, Odessa National Academy of Law, Ternopyl Academy of National Economy, etc). The education and training of civil servants was facilitated by international assistance. 2006 saw the launching of the Programme for the Professional Development of Civilian Personnel under the auspices of the NATO-Ukraine Joint Working Group for Defence Reform. In the framework of the Programme 19 civil servants attended training courses abroad, while 32 civil servants completed English language training organized by the British Council. **The goal-oriented, systematic professional development of civilian personnel** **of the Ministry of Defence supports the effective strategic management of the** **Armed Forces, and creating a more competent and efficient reserve for state** **service promotion.** **Personnel policy measures implemented in 2006 in the Armed Forces** **of Ukraine greatly improved the qualifications of officers, contract service** **personnel, and specialists. Moreover these measures enabled the retaining in the** **Services of well-educated and trained personnel and improved the level of force** **training. The process of making the military service more attractive to young** **people is continuing. The Armed Forces offer them a real chance to obtain a** **higher education, study a foreign language, and gain unique experiences through** **participation in peacekeeping and humanitarian assistance missions.** **The practice of sending integral units for participation in peacekeeping** **contingents rather than gathering together individuals from disparate military** **formations has proved its efficiency and will be continued.** ----- #### AND ARMS CONTROL ###### CHAPTER 6 #### INTERNATIONAL COOPERATION, CONTROL ----- ----- ###### CHAPTER 6 #### INTERNATIONAL COOPERATION, PEACEKEEPING AND ARMS CONTROL nternational cooperation is undertaken in the framework of foreign policy which is defined at the national ### Ilegislative level and directed towards implementing of Ukrainian national course – NATO and EU membership. Furthermore, international cooperation activities are directed towards enhancing national security and ensuring Ukrainian national interests in the defence sphere. Participation in international military cooperation is strengthening defence capabilities, enhancing combat capabilities of the Armed Forces of Ukraine as well as proving Ukraine as a fully-fledged contributor to providing international security. INTERNATIONAL COOPERATION PROGRESSING RELATIONS WITH NATO In 2006 the Ukrainian Ministry of Defence cooperated with defence authorities from 60 countries as well as with 90 non-governmental organizations and regional agencies. During the year, some 100 meetings were held by the Minister of Defence, Chief of General Staff and Service Commanders with their counterparts from other countries. As a result, six inter-governmental and eight inter-agency agreements with 11 countries were signed (two agreements with USA, Belarus, Korea as well as with Algeria, Denmark, Latvia, Pakistan, Poland, Turkey, Hungary, and France). The transparent mechanism of using international technical support was introduced and the Statement On International Cooperation in The Ministry of Defence and The Ukrainian Armed Forces was approved. This enabled increased efficiency of relations with partners[1]. Implementation of the Ukraine – EU Action Plan as well as the NATO – Ukraine Target Plan, were among the main priorities concerning international cooperation undertaken by the Ministry of Defence and by the General Staff of the Ukrainian Armed Forces. The Ministry of Defence of Ukraine is implementing the strategy of cooperation between NATO and Ukraine, which defined by the Law of Ukraine “On the Basics of the National Security of Ukraine” and detailed in the NATO – Ukraine Action Plan. In April 2006 the Defence Section was created within the Mission of Ukraine to NATO. It is enhancing the capabilities of the Ministry of Defence concerning implementing the Euro-Atlantic integration State policy[2]. Ukrainian cooperation with NATO is built in the framework of the NATOUkraine Action Plan, Annual Target Plans, which define concrete tasks for the Ministry of Defence. Furthermore, cooperation has been conducted in the framework of the “Partnership for Peace programme”, where the Planning and Review Process is defined, as well as the Individual Partnership Programme between Ukraine and NATO. 1 “About the unified system of receiving, using and supervising international technical assistance in the Ministry of Defence” dated 3 April 2006; the Strategic Programme of receiving international technical assistance in the Ministry of Defence of Ukraine and the Armed Forces of Ukraine in 2006-2007 (dated June 2006); The order of the Minister of Defence “About approval of the organization and conducting of international Cooperation in the Ministry of Defence of Ukraine and the Armed Forces of Ukraine” dated 23 August 2006. 2 The Decree of the President of Ukraine “Issues regarding Ukraine’s Mission to NATO” dated 19 April 2006. ----- chapter 6 INTERNATIO N A L C O O P E R AT I O N, P E AC E K E E P I N G A N D A R M S C O N T R O L The majority of activities, defined by those plans and programmes were initiated by Ukraine and lie in the content of the Ukrainian goals and interests. By the end of 2006 some 121 activities, defined by the Annual Target Plan were completed. For those activities the Ministry of Defence was responsible. Some activities are directed towards participation in international peacekeeping operations as well as towards achieving the appropriate level of interoperability between Ukrainian units and armed forces of NATO nations: - joining the NATO anti-terrorist Operation in the Mediterranean Sea, “Active Endeavour”, (UK, Spain, Italy, Germany, Russia and USA, Turkey, and France are already participating). The initial national Contact Point was established. Preparation of the naval military ships has been completed. The President of Ukraine signed a Decree concerning participation of naval military ships in the Operation; - launching the process of using Ukrainian air transport capabilities for NATO operations: in October 2006 the Memorandum between The Government of Ukraine and the Supreme Commander NATO Forces in Europe was ratified by the Parliament of Ukraine. **Figure 6.1 The units designated for PARP** **LAND FORCE:** - airborne brigade; - two mechanised battalions; - army aviation wing; - engineer mining/de-mining and engineer road-constructional bat talions; - WMD protection company and ammunition support company. **AIR FORCE:** - four transport aircraft, Il-76; - medical aircraft, An-26 “Vita” **NAVAL FORCE:** - frigate, “Hetman Sahaydachniy”, with two designated helicopters; - large amphibious ship, “Kostiantin Olshanskiy”; - corvette, “Lutsk”; - corvette, “Ternopil”; - detached battalion of marines; - detached unit for battle against underwater diversion forces and means; - search and rescue parachute group; - rescue ship, “Kremenets”, with the group marines; - national Contact Point for NATO-led Operation “Active Endeavour” The successful implementation of the Annual Target Plans brought Ukraine to possibly joining a Membership Action Plan (MAP). The main purpose of MAP is of the achievement by the aspirant country democratic standards accepted by leading NATO nations (rule of law, proper governance, social guarantees, etc). From January to March 2006 the draft of Chapter II (Defence) of the Membership Action Plan was produced. It defined the concrete goals and tasks needed to be accomplished in order to bring Ukrainian Armed Forces to the proper level of readiness for fully-fledged NATO membership. The materials from those documents were considered while creating the draft Annual Target Plan 2007. The third phase of the **Planning and Review** **Process (PARP) was completed in 2006.** The main goal for the Armed Forces of Ukraine was preparation of defined assets and units for cooperation with forces from NATO nations in peacekeeping, search-and-rescue and humanitarian assistance operations [3]. This goal has been achieved. More than 20 units from Land Force, Air Force, and Naval Force are defined for Operational Capabilities Concept (Figure 6.1). 3 Initiative regarding designation of goals belongs to the individual nations participating in the programme; these goals are approved at the Political Military Steering Committee and under the name “Partnership Goals” become the practical basis for developing partnership between participating nations and NATO. In addition to Ukraine, 19 other non-NATO nations participate in PARP, including Austria, Belarus, Russia, Turkmenistan, Finland, Switzerland, Sweden, and others. ----- I N T E R N AT I O N A L C O O P E R AT I O N, P E AC E K E E P I N G A N D A R M S C O N T ROL chapter 6 Considering Ukraine’s requests for NATO assistance in the field of reforming the Armed Forces, the tasks for the development of the Defence and Budget Planning procedures were added to the Partnership Goals. Currently the procedures are being implemented in the activities of the Ministry of Defence and the Armed Forces concerning the budget process and the development of the defence and budgetary programmes. Control of PARP goals implementation is carried out by the executive authorities of Ukraine. A system of coordination between the central bodies of executive authorities, involved in PARP related activities is being formed. Regulations have been issued to define particular PARP activities and the related responsibilities of the Ministry of Defence, the General Staff and the Armed Services Commands[4]. New control elements have been established in the Combat Training Departments of the Services of the Armed Forces of Ukraine to address the tasks of planning and organizing of participation in and supervision of the Partnership Goals accomplished by PARP military units. A total of 94 Partnership Goals were accepted by Ukraine in 2006, including 76 Partnership Goals assigned to the Ministry of Defence[5]. According to the annual review, progress was made in the accomplishment of 52 Goals, mainly related to the issue of Ukraine’s Armed Forces interoperability with units from NATO nations. Based on progress analysis regarding accomplishment of the Partnership Goals, the Ministry of Defence and the General Staff issued the Review of Interoperability in the Framework of _the Planning and Review Process which was passed to NATO International Secretariat. The_ document also defines the tasks for 2007. In order to implement the Individual Partnership Programme between Ukraine and NATO more than 230 events were conducted, including 48 in the fields of military education and training; 27 in standardization and 24 in language training. Five military exercises sponsored by NATO were conducted, with almost 2,500 Ukrainian service personnel. In general, some 16 international exercises were conducted with support from NATO, with the participation of about 7,500 personnel, representing one-third of the total number of service personnel participating in all military exercises in 2006 (for large-scale exercises see Figure 6.2). 4 Directive of the Minister of Defence D23, dated 18 April, Directive of the Chief of General Staff D10, dated 16 August 2006. 5 Including 36 – general PGs; 18 – for Land Force; 13 – for Naval Force; 9 – for Air Force. ----- INTERNATIO N A L C O O P E R AT I O N, P E AC E K E E P I N G A N D A R M S C O N T R O L **Sweden** **Norway** **_Cossack Steppe-2006_** **(Ukraine)** Participants: **EstoniaBattalion-level tactical exercise** 75 personnel _with airmobile units_ Main tasks: Participants: 100 personnel, 3 helicopters Mi-8, 2 helicopters Mi-24 Latvia **Denmark** of separate aviation Army regimentLithuania Main tasks: to train joint operations of airmobile units in peacekeeping, search Russia **Russia** and rescue and humanitarian relief **Poland** **Germany** **Ukraine** **Switzerland** **Italy** **Turkey** **U S A** ----- I N T E R N AT I O N A L C O O P E R AT I O N, P E AC E K E E P I N G A N D A R M S C O N T ROL chapter 6 COOPERATION WITH THE EUROPEAN UNION **Perspective directions of cooperation of Ukraine with the Alliance were discussed at the** level of the Ministers of Defence, attended by NATO Secretary General (June, Brussels; October, Sintra, Portugal). Following consultations in Sintra, arrangements have been made to increase the information campaign to the Ukrainian public concerning the Alliance’s activities. **Bilateral relations of Ukraine with NATO countries in** 2006 represented 72% of the total number of events of bilateral cooperation of the Ministry of Defence and the General Staff of the Ukrainian Armed Forces. In particular, cooperation with the United States, which is important for the Armed Forces of Ukraine, was dynamically developing. The American side increased the number of places in its military educational institutions assigned for the Ukrainian service personnel on a no-cost basis. The agreement about that was reached at a meeting between the Ministers of Defence of Ukraine and the US at a session of the Council of Ministers of Defence of South-East Europe in September 2006. In the framework of technical assistance during 2006 seven contracts were signed, that allowed receiving multi-functional communication systems for the units included in the list of Common Fund of Operational Capabilities Concept, the equipment for the Computer Simulation Centre of the National Defence Academy of Ukraine, an automated computer simulation system for conducting tactical exercises for the Ukrainian Armed Forces. **Accomplishing the tasks of the Ukraine – NATO Action Plan 2006, and** **achieving Partnership Goals in the framework of the Planning and Review** **Process are important steps in pursuing military policy in the context of** **Ukraine’s Euro-Atlantic integration.** Priority directions of cooperation with EU military bodies in the sphere of European Security and Defence Policy (ESDP) lay within enlarging Ukrainian participation in EU-led peacekeeping operations, providing air transport capabilities by Ukraine, and the participation of the Armed Forces of Ukraine in educational programmes and military exercises. The issue of participation of a Ukrainian Military Police unit in the Multi-National Military Police Battalion (MNMPBAT) has been discussed. Currently MNMPBAT consists of Military Police units from Bulgaria, Poland, Slovakia, Hungary, and the Czech Republic. In the framework of the Ukraine – EU Action Plan, arrangements are being discussed to use Ukrainian air transport capabilities by Sweden for the requirements of the Sweden-led Scandinavian Battle Group (battalion), formed in the EU Rapid Reaction Force and comprising units from Estonia, Norway, Finland and Sweden. In the military technical sphere, the State enterprise “Ukrainian Aviation Transportation Company” of the Ministry of Defence and a delegation of the EU Military Headquarters signed a Letter of Intent to use airlift capabilities (April 2006). In the format of bilateral cooperation with EU members, an international project of the Plan of Environmental Control in the “Divichki” military training area has been completed (with Danish assistance). There is also a book “The Trends of the Ukrainian Armed Forces’ activities directed towards environmental protection” (with financial support from the Swedish Government). **Cooperation with EU military structures and the implementation of the Ukraine –** **EU Action Plan are directed to supporting State policy in the sphere of European** **integration and involving Ukraine in the issues of European Security and Defence Policy.** **All these activities are within the framework of Ukrainian interests.** ----- INTERNATIO N A L C O O P E R AT I O N, P E AC E K E E P I N G A N D A R M S C O N T R O L chapter 6 REGIONAL COOPERATION The activities of the Ministry of Defence in the framework of regional structures is directed to supporting regional security, enhanced mutual trust between states, as well as enhancing cooperation between them in the military sphere. In 2006, Ukraine gained fully-fledged membership in the South-Eastern Europe **Defence Ministerial (SEDM). Agreements have been reached concerning the** positions to be assigned to Ukrainian officers in the South-East Europe Multinational Peacekeeping Brigade (SEEBRIG) Headquarters. From February to August 2006 the Ministry of Defence Company “Ukrainian Air Transportation Company conducted air transportation for nearly 400 troops and 450 tonnes of cargo for units participating in the NATO-led ISAF mission. Ukraine has also stated its intention to join other SEDM initiatives, particularly concerning: weapon production, defence industry, research and technology, military education, military support of non-proliferation of WMD, the security of state borders and the fight against terrorism, and installation of a satellite based communication network between military hospitals of the armed forces of the participating states. Cooperation with the Black and Caspian Sea countries has become more active within the framework of “The Organization for Democracy and Economic Development – **GUAM”.** A joint peacekeeping unit of GUAM is being formed, capable to participate in peacekeeping UN-led or OSCE-led operations. In October 2006, during a meeting of deputy chiefs of general staffs of GUAM states, the Provisions of the GUAM Consultative Group and the Provisions of the GUAM Peacekeeping Unit were agreed. The structure and tasks of the unit were defined. The completion of its formation is scheduled for 2007. Relations aimed at maintaining regional security in the Black Sea area in the framework of the Joint Black Sea Group of Naval Military Cooperation (BLACKSEAFOR) (additional to Ukraine: – **Bulgaria,** **Georgia, Russia, Romania, and** **Turkey). The member** states have supported the initiative of Turkey to conduct the combined operation “Black Sea Harmony”, aimed at strengthening of security in the Black Sea region and defining unified methods of combating illegal activities and threat of terrorism at sea. A protocol of the exchange of information in the framework of this operation was agreed between the Ministry of Defence of Ukraine and the General Staff of the Armed Forces of Turkey. Cooperation with the **“Vyshegrad Four” (Poland,** Slovakia, Hungary, and Czech Republic) is progressing. During political consultations of Ministers of Defence of The Four and Ukraine held in January 2006 common approaches were elaborated with regard to the assistance of reforming the Ukrainian defence sector and development of its Armed Forces. Representatives of the Ministry of Defence and the General Staff of the Armed Forces of Ukraine in 2005 and 2006 participated in various seminars and workshops in the same structures in Poland and the Czech Republic. This has helped the Ukrainian military personnel to gain the experience of European and Euro-Atlantic integration from these East European states. **Active involvement of the Armed Forces of Ukraine in regional security** **systems helps to form an area of stability and mutual trust, as well as to** **increase Ukrainian contribution to the strengthening of security in the** **region.** ----- I N T E R N AT I O N A L C O O P E R AT I O N, P E AC E K E E P I N G A N D A R M S C O N T ROL chapter 6 COOPERATION WITH CIS COUNTRIES Cooperation with CIS countries is carried out mainly in a bilateral format and lay within the military technical field. The Ministry of Defence of Ukraine is participating in the sessions of the Council of Ministers of Defence of CIS member states as an observer. Meetings of the Minister of Defence of Ukraine with the heads of defence agencies from the Russian Federation, Belarus and Azerbaijan took place in the framework of such sessions[6]. Cooperation with the **Russian Federation is important for Ukraine as well.** Nearly 50 bilateral agreements were adopted between the defence agencies of the two countries. One of the main events of the year concerning bilateral cooperation was the first session of a Sub-Committee for the Security Issues of the Ukrainian-Russian Inter-State Commission. It took place in December during the official visit to Kyiv of the Vice Prime-Minister (Minister of Defence of Russian Federation), Ivanov. A particular result of the session was defining the main directions of the Sub-Committee, including: enhancing cooperation between services and branches of the armed forces, extending of weapons and military equipment interoperability, as well as cooperation in the areas of munitions and rocket fuel components disposal. The Cooperation Plan was signed between the defence agencies of the two countries for the period to 2007. The _Inter-state Agreement About Mutual Protection of_ _Intellectual Copyrights that are Used and Obtained in the_ _Process of Bilateral Military Cooperation_ was prepared and adopted. At a Joint press-conference following the completion of the Sub-Committee work, S. Ivanov stated that Russia is ready to help the Naval Force of the Armed Forces of Ukraine to join NATO operation “Active Endeavour”. At the same time, Ukraine would provide language training courses in Sevastopol Naval Force Institute for the Russian Black Sea Fleet officers assigned to participate in that operation. More than 40 joint arrangements were accomplished during the year 2006 within the format of bilateral cooperation. A combat exercise of Anti-Aircraft Missile Troops of Ukraine is scheduled for 2007, to be held in Ashuluk in the Russian Federation. Cooperation between the defence agencies of Ukraine and Belarus is conducted on the basis of 18 bilateral acts. In particular, an Annex to the Protocol was signed on Cooperation in the Exchange of Unclassified Digital Maps. About 20 arrangements were completed in 2006, including some in joint training of military personnel for participation in peacekeeping operations as well as in the field of military technical cooperation. The Ukrainian side has successfully accomplished the contract for the repair and modernization of ten L-39 aircraft assigned for Belarus with some ground based equipment. Signing of a further contract to modernize 20 similar aircraft is planned. More than 30 arrangements are planned for 2007 on the bilateral basis. Work is progressing in cooperation with Azerbaijan for the creation of an Inter-National Centre for training of pilots and specialists in anti-terrorist aviation operations. The centre is located in Azerbaijan (Sitalchay airbase) and is being organized in accordance with an inter-state agreement “On the training of aviation pilots, engineer and technical staff” of both countries. The manning issues were discussed as well. 6 31[st] of May (Baku, Azerbaijan) and 28 November 2006 (Brest, Belarus). ----- chapter 6 INTERNATIO N A L C O O P E R AT I O N, P E AC E K E E P I N G A N D A R M S C O N T R O L **Cooperation between Ministry of Defence of Ukraine and defence bodies of** **other CIS countries has a constructive character as well as good potential for** **future development.** among the UN representatives and Ukraine’s peacekeeping **Peacekeeping contingent** contingent in KFOR **as a part of International** **peacekeeping forces in Kosovo** **_KFOR)_** preservation activities in the area 3 separate engineer battalions: personnel – 197 service personnel; - guard-duty on observational combat equipment 5 units; vehicles – 86 units - convoy and escort of local **Main tasks:** - De-mining of mine fields; - Road maintenance; - Building of Mission base station **Results:** 790 independent and 57 cooperative Mine fields checked – 5891529 sq. m. 17,9 km of mine fields marked 545720 sq. m. de-mined 2004 vehicle and about 10000 civil Total de-mining with 10 sm of turf removing – 19,488 sq. m Gateway made: anti-personnel mine fields – 10; anti-tank mine fields Disarmed (disposed): - disposal ordnance devices – 6 353 - ammunitions and small arms – 547 773 - signal rockets – 5 424 - small arms and grenade launcher – 160 **The UN mission in Liberia** peacekeepimg contingent – 56 separate personnel strength – 301 personnel Helicopters: Mi-24 – 6 pieces; Mi-8 – 8 pieces **Major tasks:** observation; - fulfilment of task Personnel transported – 30 792 personnel **The UN mission in Sudan** - the cease-fire agreement **The UN mission in Georgia** Military observers – 5 **Major task:** - observation and control in Georgia’ and Aphasia’ execution of cease-fire and dismissal of forces agreement **Results:** ----- I N T E R N AT I O N A L C O O P E R AT I O N, P E AC E K E E P I N G A N D A R M S C O N T ROL chapter 6 The enlargement of the area of operations of 56[th] Separate Helicopter Group organic to UN mission in Liberia and to the territory of Sierra-Leone (following UN request) was evidence of the fact that Ukrainian personnel accomplished their missions at an appropriate level[7]. Given the significance of theArmed Forces of Ukraine’s participating in peacekeeping activity, in particular accumulating and sharing of military operational experience, enhancing combat preparedness and professional expertise of the units, the Ministry of Defence initiated the developing and implementating of legislation acts that regulate the issues of participation of Ukrainian Armed Forces in international peacekeeping activities. In particular it is a Cabinet of Ministers Decree “On Some Issues Regarding Peacekeeping Contingents and Peacekeeping Personnel Financed from the State Budget” (dated 30 March 2006) and the “Instruction for Organization of Peacekeeping Contingents and Personnel Participation in International Peacekeeping Operations” introduced by the Decree of the Minister of Defence in May 2006. **Participation of Ukraine in peacekeeping missions is a significant factor enhancing** **its image in the World, promoting effective development of the Armed Forces of** **Ukraine and their combat capabilities, providing military command and control** **bodies and military personnel with an opportunity to master their practical skills and** **achieve interoperability with units from other states, to ensure and maintain peace and** **stability.** ARMS Ukraine is a participant to all the principal international agreements in the field of CONTROL arms control. In the framework of implementation of the Treaty on Conventional Armed **Forces in Europe, planned inspections were conducted in 2006 to military units (inspection** sites) in Bulgaria, UK, Greece, Germany, Poland, USA. (on the territory of Germany), Turkey and Hungary[8]. At the same time Armed Forces of Ukraine units were visited by five foreign inspection groups (from UK, Romania, Slovakia, Hungary and France). The total number of inspections conducted by Ukraine on the territory of member states from the beginning of the Treaty reached 382 and the number of inspection visits received by Ukraine was 573. Starting from the beginning of October 2006, Ukraine voluntarily reduced the maximum authorized strength of its Armed Forces personnel on active duty (from 450,000 to 250,000) and the maximum authorized numbers of arms systems, as follows: - tanks – from 4,080 to 3,200; - artillery systems of a calibre more than 100 mm — from 4,040 to 3,600; - attack helicopters – from 330 to 250. In the framework of implementation of the Vienna Document 1999, bilateral inter-governmental agreements with neighbouring states and in accordance with the Plan of Verification activity, 16 verification events were conducted in the territories of 7 The Law of Ukraine “On approval of the Presidential decision regarding participation of the Ukrainian contingent in the process of support of activities of the Special Court of Sierra Leone”, dated 14 September 2006. 8 Conventional Forces in Europe Treaty (1990) and other legal acts within its framework (Document on Flank Limitations (1996) and the Agreement on Adapting the Treaty (1999) set quantitative ceilings on armaments (by categories) for countries in the zone from the Atlantic to the Urals, as well as mechanisms for enforcement of these limitations and providing for transparency, including control activities (verification visits and inspections). In the course of an inspection, verification includes the correctness of reporting on the numbers of weapons and equipment on controlled objects. ----- chapter 6 INTERNATIO N A L C O O P E R AT I O N, P E AC E K E E P I N G A N D A R M S C O N T R O L Greece, Italy, Poland, Romania, Slovakia, Hungary and one information assessment visit to the United Kingdom[9]. Representatives from the Ministry of Defence of Ukraine participated in aircraft and land units demonstration in Belarus, Germany, and Switzerland. Slovakian representatives held the verification event in Ukrainian territory. To implement the provisions of the Open Skies Treaty 13 events over Ukrainian territory and 13 abroad were conducted during 2006. Five observation flights over the territory of the Treaty member countries: Greece, Italy, Poland, Romania, and Hungary were performed[10]. According to the Strategic Arms Reduction Treaty the following was taken out of service in 2006: one Tu-22M3; two aircraft Tu-134UBL; 12 air cruise missiles X-22; five air engines, and two complex training systems. In total, in the framework of the Contract some 52 aircrafts Tu-22; 423 air cruise missiles X-22; 6 aircrafts Tu-142, 2 aircrafts Tu-134 UBL, 505 air engines, and two complex training systems were taken out of service. A Ukrainian delegation with a group of Russian Federation observers participated in the demonstration of the new strategic long-range air cruise missile, AGM-158B in USA (airbase Dice, Texas)[11]. **Supporting and implementing international treaties on armament control** **improved the Ukraine’s image internationally.** **During 2006 the Ministry of Defence conducted activities directed to** **achieving the main goal – to increase combat readiness of the Armed Forces.** **An immense influence on this was the participation of the Armed Forces in** **international peacekeeping missions.** 9 The Vienna Document (1999) concerns activities directed at enhancing trust and security. 10 The agreement addresses the possibility of conducting observer flights, aimed at verifing the reduction of conventional weapons. The territory covered extends from Vancouver (Canada) to Vladivostok (Russia). 11 This regards an agreement signed by the USSR and the USA in 1991 about reduction of strategic offensive weapons. Ukraine confirmed its support of the agreement in 1992. ----- ###### CHAPTER 7 #### SOCIAL GUARANTEES AS A PRECONDITION FOR PROFESSIONALISATION OF THE ARMED FORCES OF UKRAINE HOUSING SALARIES AND PENSIONS MEDICAL SUPPORT ----- ----- ###### CHAPTER 7 #### SOCIAL GUARANTEES AS A PRECONDITION FOR PROFESSIONALISATION OF THE ARMED FORCES OF UKRAINE HOUSING ne of the necessary preconditions to reform successfully towards professional armed forces is ### Osupport of the military profession competitiveness in the labour market of payments, social benefits or guarantees, relating to military service. The legislative basis of Ukraine provides a number of social guarantees for service personnel and their family members, such as providing accommodation, financial support, medical assistance, clothing and catering. However the legislative basis has not been fully implemented. There is a practice of stopping implementation of some legal acts relating to social benefits of service personnel. Generally in comparison with other Ukrainian military formations, service personnel of the Armed Forces of Ukraine have less social protection. The Ministry of Defence and the General Staff of the Armed Forces of Ukraine are doing their utmost to provide social guarantees for service personnel in order to raise the attractiveness of military service. However that is definitely not enough to solve this problem. To solve it we need the common efforts of legislature and executive authorities to understand that it is unwise to save money by paying less to military personnel. In spite of the level of new house-building, the issue of housing in the Armed Forces of Ukraine is painful. There are nearly 65,000 current and former military personnel waiting for accommodation, which must be provided by the Ministry of Defence – 32,000 of them are waiting more than 10 years. **Figure 7.1. Financing of the housing programme of the Ministry** of Defence of Ukraine **Planned by budget** **UAH 1,271.8 Million** Special fund General fund 72.4% (UAH 921.1 Million) 27.6% (UAH 350.7 Million) This situation is due to three reasons. Firstly, because of limited financing for the housing programme of the Ministry of Defence. Secondly because of financing from the Special Fund. Thirdly, because of irregular funding from the main budget that is impossible to utilize funds received at the year-end. On the other hand, the Ministry of Defence cannot use funding such as privileged crediting, housing certificates, stocks, etc, because it is not permitted under Regulations[1]. Building projects are also affected by rising expenses of construction work (10% during 2006). In 2006 housing construction was provided UAH 1,271.8 Million, 72.4% of which (UAH 921.1 Million) was from the Special Fund. Less than half of the planning requirement (UAH 623.6 Million) was received in total, and UAH 107.4 Million (17.2%) in December 2006 (Figure 7.1). |Planned by budget UAH 1,271.8 Million|Col2| |---|---| |Special fund General fund 72.4% (UAH 921.1 Million) 27.6% (UAH 350.7 Million) Financed UAH 623.6 Million Special fund General fund Financed Financed 29.6% (UAH 272.9 Million) 100% (UAH 350.7 Million) Deficit 70.4% (UAH 648,2 Million)|| |Financed 29.6% (UAH 272.9 Million) Deficit 70.4% (UAH 648,2 Million)|Financed 100% (UAH 350.7 Million)| 1 Permitted sources of financing are defined in the Decree of the Cabinet of the Ministers “On the complex programme of housing support for service personnel of all military formations”, dated 29 November 1999. ----- chapter 7 SOCIAL GUA R A N T E E S A S A P R E C O N D I T I O N F O R P R O F E S S I O N A L I S AT I O N Financial shortfall in 2006 made impossible to complete 16 buildings comprising 475 apartments, planned by the Ministry of Defence. At the same time, due to resource concentration additional receipts from common housing system, the Ministry of Defence in 2006 succeeded to receive 4,545 apartments, 4,515 were planned (Figure 7.2). In order to provide transparency of housing delivery some heads of officers’ council were involved to solve such problems. **Figure 7.2. Providing housing for military personnel and their family members, (thousand accommodation)** 16.3 11.7 6.2 6.5 4.8 4.4 4.6 4.5 3.5 3.5 3.2 2.6 2.5 2.5 2.8 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 For 2007 the arrangement of financing of housing construction has been changed. The main financial recourses are concentrated in the Ministry of Building, Architecture and Housing – UAH 368.8 Million from the State Budget General Fund. The Ministry of Defence expects to receive only UAH 240.4 Million to build 1,370 apartments from the Special Fund. However, according to the outcome of the Parliamentary hearings “Concerning the housing support situation and other social protection guarantees for service personnel” (12 December 2006) the Parliament of Ukraine approved a Decree, that envisages keeping previous housing financing system to enhance attracting other financial sources. The Ministry of Defence is striving to increase the amount of accommodation through tenders on a competitive basis for investment projects to build on land released during reforming the Armed Forces of Ukraine. There are some beneficial projects being considered by the Ministry of Defence with international companies _Venture Capital Fund (US), corporation_ _Transstroy (Russia), companies_ _Pacific_ _New Technologies Co (Canada) and Midwest_ _New Technologies Incorporated (US)._ Negotiations are on-going with international trust funds concerning the allocation of grants to build accommodation for service personnel. **In spite of partial and irregular financing, the adverse economic situation** **in the real estate market, the Ministry of Defence has been accomplishing its** **housing provision for the last two years. However considering the number** **waiting for accommodation, solving the housing problem is moving extremely** **slowly.** |Col1|Col2|11.7 6.2 6.5 4.8 4.4 4.6 4.5 3.5 3.5 3.2 2.6 2.5 2.5 2.8| |---|---|---| ----- S O C I A L G UA R A N T E E S A S A P R E C O N D I T I O N F O R P R O F E S S I O N A L I S AT ION chapter 7 SALARIES AND PENSIONS Payment to service personnel of the Armed Forces of Ukraine is monthly and after release from military service – payment support is either 25% or 50% of monthly salary for each complete year in service in accordance with the law (except for conscripts). The level of payment for pensioners depends on the regular Armed Forces salary. So regular monthly salary is on one hand the day-by-day support and “the investment for the future” on the other. This creates two main problems. _First – an insufficient level of salary, which is the lowest among the State_ military formations as well as disproportion between the different categories of employee. For example, the salary of a senior officer (with 20 years’ service) is UAH 2,087; whereas, an equivalent officer in the State Border Guard, is UAH 2,836. A military pilot (Captain) of Ukraine Air Force receives UAH 1,338; whereas, a Border Control Point Commander of State Border Guard receives UAH 1,508 per month. The pay of service personnel, such as a Chief of Section, Ministry of Defence is UAH 2,279 per month, while a civilian employee in other structures in the same position receives UAH 3,023 per month. Position pay-grades are also different, for example, a Brigade Commander has UAH 200, and a driver of Taxes Inspectorate – UAH 380. _Second – is the distorted payment_ structure, which derives from additional cash payments instead of raising the rate of payment for positions and rank. So, 65% of monthly pay consists of additional benefits or awards. At the same time Position Pay has not been re-considered since 2000, and Rank payment has not been re-considered since 1999. Not all additional payments are considered when the level of pension is being re-considered. Disproportion between pensions for service personnel who retired at different times has reached huge amounts by 1[st] of January 2005. This problem was solved by changing the Law of Ukraine relating to pension support for service personnel, accordingly from 1 January 2005 all previous pensions were reassessed. From 1st January 2006 disproportions in pensions were almost eliminated. During 2006 there were no problems with pension support. Unless the payments system is re-considered at the State level, problems will exist. The following are the main problems: great disproportion between official salaries and different kinds of additional payments; different ways of creating cash security structure for service personnel and pay of employees; and absence of salary standards of payments for service personnel of different military formations. In 2005, to implement the instructions of the President of Ukraine, a joint working group of Labour and Social Policy Ministry, Ministry of Defence and representatives of other military formations prepared drafts of legal acts, where a rise of official salary and rank pay were foreseen as well as termination of ineffective system of additional pay and elimination of pay discrepancies for service personnel of security agencies. At the same time those drafts are still under the discussion. **Salary of the personnel of the Armed Forces of Ukraine is not sufficient** **concerning their social role. The level of payment is not able to provide** **appropriate living conditions for the families of the personnel and is the lowest** ----- chapter 7 SOCIAL GUA R A N T E E S A S A P R E C O N D I T I O N F O R P R O F E S S I O N A L I S AT I O N **one in comparison with representatives from other military formations. All the** **above mentioned decreases the level of motivation for the service, has a negative** **impact on the level of combat readiness, and decreases the level of competitiveness** **in the current labour market.** MEDICAL The main goal of the development of the medical system is to provide a high quality SUPPORT of medical service to all entitled personnel of the Armed Forces of Ukraine. There are nearly 1.1 million personnel entitled to medical support from the Armed Forces of Ukraine. From 7,000 to 8,000 personnel receive medical treatment on a daily basis, including from 4,000 to 5,000 service personnel. The social characteristics of patients who were treated during 2006 is presented in Figure 7.3. **Figure 7.3. The social structure of the patients of military-medical** service of the Armed Forces of Ukraine **ON AN OUTPATIENT BASIS** Military personnel The Programme of development of the medical support system in the Armed Forces of Ukraine for 2006-2011 was created in 2006, directed to create a centralized military medical institutions network that is able to provide medical care and support to military personnel of the Armed Forces of Ukraine during peace time and war. Centralization is achieved by subordination of medical institutions to the Department of Health Care of the Ministry of Defence of Ukraine, providing a common policy of health care in the Armed Forces of Ukraine. Development of the medical support system is ongoing in accordance with each phase of the overall reform and development of the Armed Forces of Ukraine. There are 23 military hospitals within the Ministry of Defence of Ukraine, one military medical centre of the Air Force of Ukraine (Vinnytsa), two branches of the military hospitals, one clinical base of the military medical academy, four military field hospitals, eight sanatoriums and one sanatorium section, and seven polyclinics. 58.4% Military personnel 58.5% **IN-PATIENT TREATMENT** Pensioner 25.3% Other citizen 16.3% Pensioner 19.3% Other citizen 22.2% Military sanatoriums will be changed into medical rehabilitation centres in order to further develop rehabilitation treatment and sanitary activities. For example, the Sanatorium Treatment Centre of the Air Force of Ukraine (Sudak) will be transferred to the Medical Rehabilitation and Special Training Centre for Air Force and Naval Force personnel, where there will not only be medical services, but specific training for pilots of the Armed Forces of Ukraine and for personnel from Navy units. The medical rehabilitation for peacekeepers of Armed Forces programmes for 2004-2008 foresees creation of a Training Medical Service Centre of the Armed Forces, where medical personnel, who will take part in peacekeeping operations will be trained in accordance with UN standards. Such actions will enable improvements to service personnel’s professional health care system according to the specific character of their actions. Furthermore, it will improve the skills of the medical personnel of the Ukrainian Armed Forces. The mobile hospitals network system has been created in order to provide medical and rescue capabilities. The hospitals will be well equipped and will be ready to provide quick medical treatment for casualties from terrorist acts and from natural ----- S O C I A L G UA R A N T E E S A S A P R E C O N D I T I O N F O R P R O F E S S I O N A L I S AT ION chapter 7 or man-made disasters. Such hospitals can also provide assistance to the civilian population. Implementation of the programme of development of the medical support system of the Armed Forces of Ukraine will deliver a new level of medical service, achieving readiness to provide operational medical aid, provide treatment for Ukrainian peacekeeping contingents, and provide great support to the constitutional right of service personnel’s health. CLOTHING **Clothing support of the personnel has been provided in accordance with existing** AND MEALS legislative basis. At the same time, during previous years clothing support was financed at the level of 25-30% from minimum necessity. Service uniform support was at the level of 17-22%, field uniform (80%) and summer field uniform (88%). Because of insufficient financing, officers, non-commissioned officers and contract service personnel were provided only with field uniforms. 65% of minimum needs are provided with the main uniform. Only from 5 to 8% of servicewomen are provided with daily uniform, and 63 per cent with field uniform. In addition, in 2000 the provision of the Second Part, Article 9 of Ukrainian Law “According to social and legal protection for service personnel and members of their families”, was stopped, which provided cash compensation instead of clothing support[2]. As a result, state debt for service personnel for uncollected clothing support is UAH 367.5 Million, including those who have retired – UAH 85.5 Million. Also there is a delay to food rations provided or the appropriated cash compensation. This problem has been partly resolved: in July 2006 the Cabinet of Ministers of Ukraine approved the decision to provide food supplies to officers, noncommissioned officers, contract service personnel, when on duty. Contract service personnel are allowed to eat during field training, combat exercises and when accommodated in training centres and camps. Activities directed to the development of clothing and catering support have been undertaken in order to create normal conditions for military service. Implemented and planned legal changes in case of its resource support will allow improvements in military service conditions as well as the social prestige of military service. 2 The practice of service personnel receiving money instead of clothing maintenance was stopped by the Law of Ukraine “On some measures for increasing budget efficiency,” dated 17 February 2000. ----- SOCIAL GUA R A N T E E S A S A P R E C O N D I T I O N F O R P R O F E S S I O N A L I S AT I O N chapter 7 **In general, in the areas of support of social guarantees for service personnel** **of the Ministry of Defence of Ukraine and General Staff of the Armed Forces of** **Ukraine are making their efforts directed to improve military service conditions** **and service personnel’s social status in society. It will have a positive impact on** **quantitative and qualitative characteristics of the manning of the Armed Forces** **of Ukraine.** **At the same time those efforts are not enough to make the military service** **more attractive considering insufficient implementation of the State budget** **policy. In a sociological survey, only 7% of questioned citizens of Ukraine are** **sure that military education is promising in the labour market. At the same time,** **the level of trust in service personnel is about 70%[3].** 3 Based on the results of a poll conducted from September 16 to 22 by the Ukrainian Centre for Economic and Political Studies named after Olexander Razumkov. 2000 people over age 18 were questioned in all regions. The statistical error is not more than 2.3%. ----- #### CONCLUSIONS **2006 was the first year of implementation of the State Programme of Development of the Armed Forces of** **Ukraine. Furthermore, it was a crucial year for creating the conditions for transformation of the Armed** **Forces.** As a result of work this year, the Armed Forces of Ukraine are ready to accomplish their assigned missions and tasks. The necessary foundation was laid for further qualitative improvement in combat training, equipment modernisation, and stable provision of the necessary conditions for military service. Future efforts by the Ministry of Defence and General Staff will concentrate on the following areas: further planned reform of forces, with special attention to ensuring continued operational capabilities at each stage of the reform; strengthening of good order and military discipline; improving mechanisms for civil democratic control; and increasing safety of operations, both for the Armed Forces themselves and for the civilian population and the environment. 2007 is designated as the year for improving operational logistics and materiel support, as well as a year for improving safety for forces and fire security of bases and storage facilities. **The priorities for Ukrainian Armed Forces development for 2007 are the following:** - **practical implementation of the principles of Armed Forces’ reform set out in the State Programme for** Development of the Armed Forces: **multi-functionality, mobility,** and interoperability. Each service personnel will train to perform various functions according to the scenarios defined by the Strategic Concept for Employment of the Ukrainian Armed Forces; - **increasing the intensity and quality of combat training: ensuring jointness in military exercises; wide** introduction of lessons learned in international exercises and peacekeeping missions into force training; - **increasing mobility of the Joint Rapid Reaction Forces: introduction of more effective ways of interaction** between airmobile units and Army Aviation units; - **transition to the new stage of the Armed Forces’ manning with contracted personnel: concentrating efforts** on candidates` qualitative selection; creation of professional non-commissioned officers corps and reservists corps; - **improving the command and control system of the Armed Forces: completing the next stage of developing** the Joint Operational Command and transferring to it the responsibilities for leading joint force groups and peacekeeping contingents; - **ensuring readiness of Armed Forces units to participate in international peacekeeping missions:** formation of peacekeeping contingents on the base of multi-functional air-mobile brigades; increasing the participation of the Ukrainian Armed Forces in multinational military exercises; - **strict adherence to the legality of financial and economic activities, ensuring goal-oriented, effective and efficient** financial expenditures and the optimal use of all resources, and fighting corruption; - **improving the system of medical support:** creating the network of mobile military hospitals using land, aviation and sea transportation; - **relieving the Armed Forces from performing non-core functions and tasks: transfer a part of surplus** infrastructure to the administration of other state or local authorities; complete transition to providing meals to units through arrangements with commercial structures. Depending on the level of fulfilment of the aforementioned priorities, further areas of the State Programme of the Development of Armed Forces will be implemented or adjusted at the end of 2007. The Ministry of Defence will vigorously defend its position that the Armed Forces must be financed from the General Fund of the State Budget. The nation’s defence cannot be dependant upon the result of economic activities of the defence sector. The Ministry of Defence trusts it will receive the understanding and support of the President, Parliament, Government and National Security and Defence Council of Ukraine to ensure this financial support. ----- #### INFORMATION ABOUT LEADING OFFICIALS OF MINISTRY OF DEFENCE OF UKRAINE AND THE GENERAL STAFF OF THE ARMED FORCES OF UKRAINE MINISTER OF DEFENCE OF UKRAINE Anatoliy GRYTSENKO Born in 1957. Education: 1979 – Kyiv Higher Military Aviation Engineering School; 1993 – Defence Language Institute, USA; 1994 – Air War College, Air Force University, USA; 1995 – Academy of the Armed Forces of Ukraine. During his military career, Anatoliy Grytsenko served as an officer in regular units, an instructor at a higher military educational establishment, staff officer at the Ministry of Defence of Ukraine. In 1994-1997, he served as a Chief of the Military Security and Military Development Department of the Research Centre of the General Staff of the Armed Forces of Ukraine. Later, in 1997-1999, he worked as a Chief of the Analytical Service of the National Security and Defence Council of Ukraine Staff. From 1999 to 2005, upon retirement, he was the President of the Ukrainian Centre for Economic and Political Studies named after Olexander Razumkov. From February 2000 to February 2005, Anatoliy Grytsenko was an invited adviser to the National Security and Defence Committee of the Verkhovna Rada of Ukraine. From November 2000 to February 2005, he was also a member of the Civic Council of Experts on Internal and Political Issues under the President of Ukraine. Anatoliy Grytsenko is the Air Force Colonel (retired). He holds a PhD in Technical Sciences degree, and is a Senior Scientific Researcher. **By Decree of the President of Ukraine, Supreme Commander-in-Chief of the** **Armed Forces of Ukraine no.154 of February 4, 2005, Anatoliy Grytsenko was** **appointed Minister of Defence of Ukraine.** FIRST DEPUTY MINISTER OF DEFENCE OF UKRAINE Leonid POLYAKOV Born in 1960. Education: 1979 – Kyiv College of Radio-Electronics; 1983 – Kyiv Higher Combined Arms Command School; 1993 – Combined Arms Faculty, Military Academy named after Mikhail Frunze, Russian Federation; 1994 – Defence Language Institute, USA; 1995 – Army War College, USA. Leonid Polyakov served as an officer at command, staff positions and research positions. In 1985-1987, he took part in combat operations in Afghanistan. In 19931997, he served at the General Staff of the Armed Forces of Ukraine. In 1997-1999, he was a State Expert of the Analytical Service of the National Security and Defence Council of Ukraine Staff. From 1999 to 2005, upon retirement, he headed Military Programmes at the Ukrainian Centre for Economic and Political Studies named after Olexander Razumkov. From February 2000 to February 2005, Leonid Polyakov was an invited adviser to the National Security and Defence Committee of the Verkhovna Rada of Ukraine. Leonid Polyakov is an Army Colonel (retired). **By Decree of the President of Ukraine, Supreme Commander-in-Chief of the** **Armed Forces of Ukraine no.288 of February 19, 2005, Leonid Polyakov was** **appointed First Deputy Minister of Defence of Ukraine.** ----- I N F O R M AT I O N A B O U T L E A D I N G O F F I C IALS DEPUTY MINISTER OF DEFENCE OF UKRAINE[1] Volodymyr BOYKO Born in 1948. Education: 1967 – Sumy Mechanical-engineering Technical School; 1973 – Kharkiv Polytechnic Institute; 1990 – Academy of National Economy of USSR. Volodymyr Boyko his working career began in 1968 on position of mechanic in plant of reinforced concrete products. In 1969-1973 – occupied positions of engineer, senior engineer in Scientific-research institute of compressor mechanicalengineering. In 1973-1974 – Service in the Armed Forces. In 1976 – took additional training on basis of Donetsk Higher Military-Political School of Engineer Forces and communication forces and obtained rank of reserve officer. In 1974-1977 – occupied position of Chief of Section of All-Union Research Institute “Kompresormash”. In 1977-1983 – Chief engineer, Director of Auto-repair Plant. In 1983-1994 – Chief of Defencive Institutions of Ministry of Mechanical-manufacturing, military-industrial complex and conversion of Ukraine. In 1994-1997 – Chief of agency of economics of Sumy executive committee. In 1997-2000 – director of economics, management and finance joint stock company “Sumyhimprom”. In 2000-2005 – headed Main agency of economics of regional state administration in Sumy. November 22, 2005 with the decree of Cabinet of Ministers of Ukraine no.1109 was assigned on position of Director of State Department of Adaptation, Transfer to Reserves or Retirement, and Conversion of Former Military Installations of Ministry of Defence of Ukraine. He holds a PhD in Economic Sciences. Academic of Academy of Engineer Sciences of Ukraine. **By Decree of Cabinet of Ministers of Ukraine no.488 of April 12, 2006,** **Volodymyr Boyko was appointed Deputy Minister of Defence of Ukraine.** DEPUTY MINISTER OF DEFENCE OF UKRAINE[2] Vladislav MARY Born in 1951. Education: 1973 – graduated from Kyiv Higher Combined Arms Command School; 1985 – Combined Arms Faculty, Military Academy named after Mikhail Frunze, Russian Federation; 1989 – Higher Staff Training Course of the Armed Forces in the Academy of the General Staff. Vladislav Mary served as an officer at command and staff positions. In 19731982 served in military units of Kyiv and Turkistan military districts (commands). In 1985-1992 served on senior officers’ positions in HQs of Pryvolzkiy and Uralskiy military districts (commands). In 1992 – served within General Staff of the Armed Forces of Ukraine. In 1992-1996 – occupied commanding positions in Main Directorate of Military Education of the Ministry of Defence of Ukraine. In 1996-1998 – worked in Defence Department of Cabinet of Ministers of Ukraine. In 1998-2004 – worked within Secretariat of the Cabinet of Ministers of Ukraine. In 2004-2005 – occupied position of Deputy Chief of Defence-Mobilization Directorate in Secretariat of Cabinet of Ministers of Ukraine. Since August 2005 till December 2006 – Chief of DefenceMobilization Section within Secretariat of Cabinet of Ministers of Ukraine. **By Decree of Cabinet of Ministers of Ukraine no.1707 of December 13, 2006,** **Vladislav Mary was appointed Deputy Minister of Defence of Ukraine.** 1 Until 5 April 2006, Vyacheslav Anatolyovich Kredisov occupied this position. By Regulation of Cabinet of Ministers of Ukraine no.419 of April 5, 2006, Kredisov V.A. was discharged from position of Deputy Minister of Defence of Ukraine at his own will. 2 Until 13 December 2006 Volodymyr Vasilyievich Pasko occupied this position. By Regulation of Cabinet of Ministers of Ukraine no.1706 of December 13, 2006, Pasko V.V. was discharged from position of Deputy Minister of Defence of Ukraine according to his application because of age limit being on the state service. ----- INFORMATIO N A B O U T L E A D I N G O F FI C I A L S DEPUTY MINISTER OF DEFENCE OF UKRAINE Mykola NESCHADYM Born in 1948. Education: 1971 – Kyiv Higher Engineering School of Communications; 1997 – National Security of Ukraine course at Harvard University, USA. Mykola Neschadym held a number of positions related to military education. From 1991 to 2004, he variously served as Deputy Head of the Department for Military Education of the Ministry of Defence of Ukraine, Head of the Main Department for Military Education of the Ministry of Defence of Ukraine, and Head of the Main Department for Personnel Policy of the Ministry of Defence of Ukraine. Mykola Neschadym is a Lieutenant General (retired). He holds a Doctor of Pedagogical Sciences and a PhD in Technical Sciences degrees, as well as associate professorship. He is Honoured People’s Educator of Ukraine. **By Decree of the President of Ukraine, Supreme Commander-in-Chief of the** **Armed Forces of Ukraine no.330 of February 25, 2005, Mykola Neschadym was** **appointed Deputy Minister of Defence of Ukraine.** DEPUTY MINISTER OF DEFENCE OF UKRAINE Volodymyr TERESCHENKO Born in 1946. Education: 1967 – Sumy Military Artillery School; 1976 – Military Artillery Academy. Volodymyr Tereschenko served as an officer at command and staff positions. Between 1967 and 1992, he made a career from Platoon Leader to Deputy Chief of Missile Troops and Artillery of a Military District. In 1992-1996, he was Head of the Department for Missile Troops and Artillery of the General Staff of the Armed Forces of Ukraine. In 1996-2000, he was Deputy Commander of the Land Force of Ukraine–Commander of Missile Forces and Artillery of the Armed Forces of Ukraine. From 2000 to 2003, upon retirement, he headed the Main Department for Strategy of Military and Technical Policy of the State Commission for Defence-Industrial Complex. In 2003-2005, he was Head of the Sector in the Central Office of the National Centre for Euro-Atlantic Integration of Ukraine. Volodymyr Tereschenko is a Lieutenant General (retired). He holds a PhD in Military Sciences degree. **By Decree of the President of Ukraine, Supreme Commander-in-Chief of the** **Armed Forces of Ukraine no.331 of February 25, 2005, Volodymyr Tereschenko** **was appointed Deputy Minister of Defence of Ukraine.** ----- I N F O R M AT I O N A B O U T L E A D I N G O F F I C IALS CHIEF OF THE GENERAL STAFF – COMMANDER-IN-CHIEF OF THE ARMED FORCES OF UKRAINE Colonel General Serhiy KYRYCHENKO Born in 1952. Education: 1973 – Kharkiv Higher Guards Tank Command School; 1983 – Academy of Armour Troops named after the Hero of the Soviet Union Marshal Malinovskiy, Command Department; 2000 – National Defence Academy of Ukraine, Operational and Strategic Department. Colonel General Kyrychenko began his officer career as a Tank Platoon Leader. In 1975-1992, he occupied positions of Tank Company Commander, Chief of Staff of Tank Battalion, Chief of Staff of Tank Regiment, Commander of Tank Regiment, Deputy Division Commander, Mechanised Division Commander, Army Corps Chief of Staff, and Army Corps Commander. In 2002-2003, he was Deputy Chief of the General Staff of the Armed Forces. In 2003-2004, he was Chief of the Main Staff– First Deputy Commander-in-Chief of the Land Force. From 2004 to 2005, he was Chief of the General Staff of the Armed Forces of Ukraine. **By Decree of the President of Ukraine, Supreme Commander-in-Chief of the** **Armed Forces of Ukraine no.961 of June 16, 2005, Colonel General Kyrychenko** **was appointed Chief of the General Staff, Commander-in-Chief of the Armed** **Forces of Ukraine.** COMMANDER OF THE LAND FORCE OF THE ARMED FORCES OF UKRAINE[3] Born in 1949. Lieutenant General Valeriy FROLOV Education: 1970 – Kazan’ Higher Tank School; 1978 – Academy of Armour Troops named after the Hero of the Soviet Union Marshal Malinovskiy, Command Department; 2003 – National Defence Academy of Ukraine, Operational and Strategic Department. Lieutenant General Frolov began his officer career in position of Tank Platoon Leader in Southern Group of Soviet Forces. Served on positions of tank company commander, Chief of Staff of battalion, Chief of Staff – Deputy Commander of Tank Regiment, Tank Regiment Commander, Deputy Mechanized Division Commander. In 1987-1989 advisor of Commander-in-Chief of Military District, Advisor to Commander-in-Chief of Front Forces in Republic of Angola, deputy republican military commissary of Armenian. In 1991 – assigned on position of Chief of the 1-st Department of Vinnitsa regional military commissariat. In 1994-1995 – occupied positions of Chief of military-construction faculty of Crimea institute of environmental and resort construction. In 1995-1998 – occupied position of Chief of Staff – First Deputy of Commander of Army Corps. In 1998-2002 occupied position of Commander of Army Corps. In 2002-2003 – First Deputy of Commander-in-Chief of Forces of Western Operational command. In 2003-2006 – appointed First Deputy Commander of the Land Force of the Armed Forces of Ukraine. **By Decree of the President of Ukraine, Supreme Commander-in-Chief of** **the Armed Forces of Ukraine no.441/2006 of May 26, 2006, Lieutenant General** **Frolov was appointed Commander of the Land Force of the Armed Forces of** **Ukraine.** 3 Until 6 May 2006 Colonel General Mykola Petruk occupied this position. By the Order of the Minister of Defence of Ukraine no.195 of May 6, 2006 Colonel General Petruk M.M. was given a leave of absence from the Armed Forces because of his election as Parliamentary Deputy. ----- INFORMATIO N A B O U T L E A D I N G O F FI C I A L S COMMANDER OF THE AIR FORCE OF THE ARMED FORCES OF UKRAINE Colonel General Anatoliy TOROPCHYN Born in 1951. Education: 1973 – Stavropol Higher Military Aviation School for Air Defence Pilots and Navigators; 1986 – Military Command Air Defence Academy named after Marshal Zhukov. Colonel General Toropchyn started his officer career in 1973 as Flight Senior Pilot. In 1974-1983, he served as Senior Pilot of Fighter Squadron, Flight Commander, Deputy Fighter Squadron Commander, Squadron Commander, and Regiment Chief of Air Fire and Tactical Training. From 1986 to 1992, he was Deputy Commander of Aviation Regiment, Regiment Commander, Chief of Aviation of Air Defence Corps, Chief of Aviation–Deputy Commander of Air Defence Corps, and Chief of Staff–Deputy Commander of Air Defence Separate Army. In 1992-2005, he served as Deputy Commander of Air Defence Corps, Commander of Southern Air Defence Region, Commander of Air Defence Corps, First Deputy Commander-in-Chief of the Air Defence Troops of the Armed Forces of Ukraine, Commander of the Air Defence Troops of the Armed Forces of Ukraine, and Commander of the Air Force of the Armed Forces of Ukraine. **By Decree of the President of Ukraine, Supreme Commander-in-Chief of the** **Armed Forces of Ukraine no.959 of June 16, 2005, Colonel General Toropchyn** **was appointed Commander of the Air Force of the Armed Forces of Ukraine.** COMMANDER OF THE NAVAL FORCE OF THE ARMED FORCES OF UKRAINE[4] Vice Admiral Ihor TENYUKH Born in 1958. Education: 1982 – Leningrad Higher Naval Force School; 1994 – Defence Language Institute, USA; 1997 – Armed Forces Academy of Ukraine, Operational and Strategic Department. Rear Admiral Ihor Tenyukh started his officer career in 1982 as a Combat Section Commander. In 1983-1991, he held positions of Raid Minesweeper Commander, Driving Crew Commander, Marine Minesweeper Senior Assistant Commander, and Marine Minesweeper Commander. In 1991, he worked for the Committee on Defence and State Security of the Verkhovna Rada of Ukraine drafting laws to establish the Armed Forces of Ukraine. From 1991 to 1995, he served as a Senior Officer at the Combat Support Division of Naval Force Department at the Ministry of Defence of Ukraine, Chief of Directions Division of Naval Force Directorate at the Ministry of Defence of Ukraine, and Chief of Directions Division of the Main Operations Directorate at the General Staff of the Armed Forces of Ukraine. In 1997-2005, he held positions of Surface Ships Brigade Commander, Head of Organisational Group for Establishment of Combined Fleet, and Commander of Combined Fleet of the Naval Force of the Armed Forces of Ukraine. In 2002, he performed functions of BLACKSEAFOR Multinational Naval Formation Commander. In 2005 he was appointed Deputy Chief of General Staff of the Armed Forces of Ukraine. **By Decree of the President of Ukraine, Suprime Commander-in-Chief of the** **Armed Forces of Ukraine no.252 of March 23, 2006, Rear Admiral Tenyukh was** **appointed Commander of the Naval Force of the Armed Forces of Ukarine.** 4 Until 23 March 2006, Vice Admiral Knyz Ihor Volodymyrovich occupied this position. ----- I N F O R M AT I O N A B O U T L E A D I N G O F F I C IALS FIRST DEPUTY CHIEF OF THE GENERAL STAFF OF THE ARMED FORCES OF UKRAINE Born in 1961. Education: 1982 – Kyiv Higher Combined Arms Command School; 1993 – Combined Arms Faculty, Military Academy named after Mikhail Frunze, Russian Federation; 2004 – National Defence Academy of Ukraine, Operational and Strategic Department. Lieutenant General Vorobyev started his career in 1982 as a Motorized Platoon Commander. In 1984-2003 – Motorized Company Commander, Chief of Staff of Mechanized Battalion, Chief of Staff of Mechanized Regiment, Regiment Commander, Mechanized Brigade Commander, Mechanized Division Commander, Chief of Staff of Army Corps. In 2004-2006 Army Corps Commander. Lieutenant General Henadiy VOROBYEV **By Order of the Minister of Defence of Ukraine no.229 of May 18, 2006,** **Lieutenant General Vorobyev was appointed First Deputy Chief of the General** **Staff of the Armed Forces of Ukraine.** FIRST DEPUTY CHIEF OF THE GENERAL STAFF OF THE ARMED FORCES OF UKRAINE Lieutenant General Mykola TSYTSYURSKIY Born in 1955. Education: 1976 – Leningrad Higher Combined Arms Command School; 1986 – Military Academy named after Mikhail Frunze, Combined Arms Faculty; 1998 – National Defence Academy of Ukraine, Operational and Strategic Department. Lieutenant General Mykola Tsytsyurskiy began his officer career as Mechanised Infantry Platoon Leader. In 1979-2003, he held positions of Mechanised Infantry Company Commander, Mechanised Infantry Battalion Chief of Staff, Deputy Commander of Mechanised Infantry Regiment, Chief of Staff of a Separate Centre for Junior Specialist Training, Mechanised Infantry Commander, Mechanised Division Commander, Army Corps Chief of Staff, and Army Corps Commander. From 2003 to 2005, he was Chief of Staff–First Deputy Commander of Southern Operational Command. **By Order of the Minister of Defence of Ukraine no.229 of May 4, 2005,** **Lieutenant General Tsytsyurskiy was appointed First Deputy Chief of the** **General Staff of the Armed Forces of Ukraine.** ----- INFORMATIO N A B O U T L E A D I N G O F FI C I A L S DEPUTY CHIEF OF THE GENERAL STAFF OF THE ARMED FORCES OF UKRAINE Vice Admiral Ihor KNYAZ Born in 1955. Education: 1977 – Black Sea Higher Naval Force School; 1982 – 6[th] Higher Special Course for Naval Force Commanders; 1989 – Naval Force Academy; 1997 – National Defence Academy of Ukraine, Operational and Strategic Department. Vice Admiral Knyaz started his officer career in 1977 as a Battery Commander of Missiles and Artillery Unit at a Large Anti-Submarine Vessel and served in this position to 1983. In 1983-2005, he served as Chief of Air Defence of Anti-Submarine Division, Chief of Air Defence of Amphibious Division, Senior Officer of Air Defence Section of the Naval Force of the Armed Forces of Ukraine Staff, Chief of Air Defence–Chief of air defence section of the Naval Force of the Armed Forces of Ukraine Staff, Chief of Operations Department–Deputy Chief of Staff of the Naval Force of the Armed Forces of Ukraine, First Deputy Chief of Staff of the Naval Force of the Armed Forces of Ukraine, Commander of Southern Naval Region of the Naval Force of the Armed Forces of Ukraine (which later became Southern Naval Base), and Commander of the Naval Force of the Armed Forces of Ukraine. **By Order of the Minister of Defence of Ukraine no.103 of May 23, 2006,** **Vice Admiral Knyaz was appointed Deputy Chief of the General Staff of the** **Armed Forces of Ukraine.** DEPUTY CHIEF OF THE GENERAL STAFF OF THE ARMED FORCES OF UKRAINE[5] Born in 1953. Lieutenant General Ihor ROMANENKO Education: 1975 – Minsk Higher Engineering Artillery School of Air Defence; 1981 – Military Command Air Defence Academy named after Marshal of Soviet Union Zhukov; 1996 – National Defence Academy of Ukraine, Operational and Strategic Department. Lieutenant General Romanenko began his service in 1975 on the position Battery Commander-Chief of Section of Artillery Unit. In 1976-2002 – Deputy Commander of Artillery Unit, Artillery Unit Commander, Deputy Commander of Artillery Regiment, Artillery Regiment Commander, Artillery Brigade Commander, Chief of Staff – Deputy Commander of Air Defence Region, Chief of Staff – First Deputy Commander of Air Defence Corps, Air Defence Division Commander, Head of Air Defence Department of National Defence Academy of Ukraine. In 2002-2006 Deputy Commander-in-Chief of Air Defence Forces of Armed Forces of Ukraine in Combat Training and Military education institutions – Chief of Combat Training Department of Air Force, Deputy Commander of Air Force of Ukraine in combat training and Military education institutions – Head of Combat Training Air Force of Armed Forces of Ukraine. **By Order of the Minister of Defence of Ukraine no.259 of May 26, 2006,** **Lieutenant General Romanenko was appointed Deputy Chief of the General** **Staff of the Armed Forces of Ukraine.** 5 Until 26 May 2006 this position was occupied by Lieutenant-General Grygoriy Sakovskiy. According to the order of the Minister of Defence no.259 dated 26 May 2006, Lieutenant-General Grygoriy Sakovskiy was appointed First Deputy Commander of the Land Force of Ukraine. ----- I N F O R M AT I O N A B O U T L E A D I N G O F F I C IALS DEPUTY CHIEF OF THE GENERAL STAFF OF THE ARMED FORCES OF UKRAINE Born in 1954. Education: 1976 – Kyiv Higher Combined Arms Command School; 1984 – Military Academy named after Mikhail Frunze, Combined Arms Faculty; 1997 – National Defence Academy of Ukraine, Operational and Strategic Department. Major General Yuriy Shapoval began his officer career as Mechanised Infantry Platoon Leader. In 1976-2003, he held positions of Mechanised Infantry Company Commander, Mechanised Infantry Battalion Chief of Staff, Mechanised Infantry Regiment Deputy Commander, Mechanised Infantry Regiment Commander, Mechanised Infantry Division Deputy Commander, Mechanised Division Commander, Army Corps Chief of Staff, Chief of Military Service of Law and Order of the Armed Forces of Ukraine, and Army Corps Commander. Lieutenant General Yuriy SHAPOVAL **By Order of the Minister of Defence of Ukraine no.996 of November 23, 2003,** **Major General Shapoval was appointed Deputy Chief of the General Staff of the** **Armed Forces of Ukraine.** ----- ----- #### ANNEXES ----- ----- ###### ANNEX 1 #### BUDGET IMPLEMENTATION IN THE MINISTRY OF DEFENCE IN 2006 According to Law of Ukraine “On the State Budget of Ukraine in 2006” with consideration changes and updates, the budget appropriations for the Armed Forces of Ukraine prescribed UAH 7,604.9 Million or 1.47% of GDP. The budget assignments consist of a general fund in total UAH 5,925.7 Million or 77.9% from total and a special fund UAH 1,679.2 Million or 22.1% from total. In 2006, the Ministry of Defence received UAH 6,404.8 Million or 1.24% of GDP in total, from which UAH 5,732.1 Million or 89.5% from a general fund and UAH 672.1 Million or 10.5% from a special fund. **Figure 1. Financing of the Armed Forces of Ukraine in year 2006., %** GENERAL FUND UAH 5,925.7 Million **THE BUDGET** **UAH 7,604.9 Million** Deficit is UAH 193.6 Million or 3.3% **Deficit is** **UAH 1,200.1 Million** Real funding is **or 15.8%** UAH 5,732.1 Million or 96.7% SPECIAL BUDGET UAH 1,679.7 Million **Real funding is** **UAH 6,404.8 Million** Deficit is **or 84.2%** UAH 1,006.5 Million **Figure 2. Special fund incomings in 2006,** _Million UAH_ 840.0 **Figure 3. Division of funds by functional appropriations in 2006,** _Million UAH_ 4,501.3 4,399.4 |Col1|Col2|663.1 637.1 176.1 35.5 0.1| |---|---|---| funds transferred from sale of property funds transferred from funds transferred economic activity from land sales planned (1,679.2 Million UAH) received (672.7 Million UAH) |Col1|Col2|Col3|1,437.2 744.3 648.4 625.3 730.8 405.5 287.2 230.3| |---|---|---|---| |1,437.2|Col2| |---|---| ||| ||| |730.8|Col2| |---|---| ||| ||| Armed Forces of Ukraine training costs Armed Forces of Ukraine reform costs Weapons and equipment repair and modernization costs Armed Forces of Ukraine Maintenance Infrastructure and disposal investments planned received ----- ###### ANNEX 2 #### PARTICIPATION OF THE ARMED FORCES OF UKRAINE UNITS IN INTERNATIONAL EXERCISES IN 2006 **Missions,** **General strength of Forces, weapons** **Exercises** **Date of training** **Place** **that were accomplished** **and equipment** Combined battalion February 12-17 Fort Bragg, North Combined preparation and From Ukraine – 44 personnel from separate level tactical exercise California, USA parachute jumping airborne brigade of the Land Force, 6 personnel of Ukrainian and USA’s from separate marines battalion of USA Navy. airborne units From the USA – 80 personnel **_Brilliant Mariner-2006_** March 24 Military Land Force’ Achieve interoperability between From Ukraine – 74 personnel (joint Marine Tactical exercise with – April 7 range, Oxbow, staffs during crisis response Ukrainian Naval Force company, tactical group certification of NATO Denmark operations separate unit of special Ukrainian Naval Force), Response Forces aircraft Il-76 MD with the crew. Representative from 16 countries: UK, Denmark, Estonia, Spain, Italy, Canada, Latvia, Lithuania, Germany, Norway, Poland, USA, Turkey, Finland, France, Sweden **_BLACKSEAFOR_** Phase 1: The Black Sea Achieve interoperability From Ukraine – Ship “Slavutych” Tactical Naval Force April 17-25 water area BLACKSEAFOR units in Black Sea exercise for actions of region to execute assigned mission, From Bulgaria, Russia, Romania, Turkey – about group vessels during Phase 2: to achieve interoperability between 350 personnel and 9 ships peacekeeping and search August 1-22 multinational forces and rescue operations **_Combined_** May 4-27 Germany, Train interoperability and joint From Ukraine – 25 personnel, one staff vehicle, **_Endeavour-2006_** Baumkonder actions on communications and two research command, control and information Multinational exercise for information systems from PfP systems. communication units countries for conducting joint crises operations From NATO nations and partner countries – 100 personnel with own weapon and equipment **_Black Sea_** May 5-12 Turkey, Istanbul, Eregli, Providing NATO nations’ standards From Ukraine – one observer (Naval Force **_Partnership-2006_** Black Sea water area in joint operation at the Black Sea to Command officer). Tactical exercise of Turkey support peace in region Naval Force Representative from Bulgaria, Georgia, Russia, Romania (total 45 personnel). Turkey Naval Force units **_Commonwealth-2006_** Phase 1: Poland, To train battalion-units and staff of From Ukraine – 15 personnel from separate Battalion-level command June 6-8 Nova Demba Training the Land Force of Ukraine in order to mechanized brigade Land Force. post exercise Phase 2: Range, execute the KFOR mission September Ukraine, From Poland – 15 military personnel 29-30 Yavoriv Training Range **_Breese-2006_** June 28 – July 9 South-west part of To train to achieve interoperability From Ukraine – two observers (Naval Force Tactical exercise of Black Sea, Bulgarian between the Navy units of NATO Command officers). Bulgarian Naval Force seacoast nations Representatives from Greece, Spain, USA, Turkey, France (total – 36 personnel) |Exercises|Date of training|Place|Missions, that were accomplished|General strength of Forces, weapons and equipment| |---|---|---|---|---| ----- PARTICIPATION OF THE ARMED FORCES OF UKRAINE UNITS IN INTERNATIONAL EXERCISES IN 2006 Annex 2 |Exercises|Date of training|Place|Missions, that were accomplished|General strength of Forces, weapons and equipment| |---|---|---|---|---| Ukraine – 53 personnel from separate airmobile brigade and separate special battalion of separate mechanized brigade of Land Force with own equipment. ----- ###### ANNEX 3 **C2 TRAINING** **Table 1: C2 training** Scientific conference in the General Staff Training of the air-defence alert forces Operational course Command staff course Special operational course Command post exercise Command post training **TOTAL:** **FORCES TRAINING** #### ARMED FORCES TRAINING RESULTS IN 2006 |Table 1: C2 training|Col2|Col3| |---|---|---| |Name of activities|Activity quantity|| ||Planned per year|Accomplished| **Table 2: C2 training of the services of the Armed Forces of Ukraine** **Name of activities** **Planned for year** Command post exercise 6 Command post exercise on maps 2 Command post exercise 8 Command post exercise on maps 23 Command post exercise 10 Command post training 4 **Forces combat training** |Name of activities|Quantity of activities|Col3|%| |---|---|---|---| ||Planned for year|Accomplished|| |Table 3. Land Force of Ukraine|Col2|Col3|Col4|Col5|Col6|Col7| |---|---|---|---|---|---|---| |Name of activities|Planned for year||Accomplished||%|| ||JRRF|MDF|JRRF|MDF|JRRF|MDF| ----- A R M E D F O R C E S T R A I N I N G R E S U LT S I N 2006 Annex 3 **Table 4. Air Force of Ukraine** |Name of activities|Planned for year|Accomplished|%| |---|---|---|---| |Table 5. Naval Force of Ukraine|Col2|Col3|Col4|Col5|Col6|Col7| |---|---|---|---|---|---|---| |Name of action|Planned for year||Accomplished||%|| ||JRRF|MDF|JRRF|MDF|JRRF|MDF| ----- ###### ANNEX 4 #### THE STRUCTURE OF THE MINISTRY OF DEFENCE AND THE GENERAL STAFF OF THE UKRAINIAN ARMED FORCES **����������������������������������������������������������������������** ��������������������� **��������������������** ����������������������������� �������������������������������� **����������** ������������������������������� ������������������ ����������������������� �������������������������� ������������������������������� ���������������������������������������� ���������������������������� ��������������� �������������������������������� ������������������������� �������������� ����������������� ��������������������������� **������������** **������** **������** **������** **������** **��������** **��������** **���������** **��������** **��������** **����������** **�����������** **�����������** **�����������** **�����������** ��������������������������������������������������� ����������������������������� ������������������������������������������������� ������������������������������������������������������� ������������������������������������������� ������������������������ ���������� ������������������ ��������������������� ����������� ��������������������������������������� ���������������������� ������������������������� ��������������������� ������������������������������������� ��������������� ���������� ���������� ������������������� ����������� ���������������� ������������ ����������� ���������� ��������� ��������� ����������� ����������� ��������������� �������������� ������ ������������ ���������� �������������� ������������� ������������������� ����������� ����������� ������������� ������������� ����������� ��������� ������� �������������� ���������� ���������������� ���������� ���������� ���������� ������ ����������� ������������ ������������������� ����������� ���������� *** Creating in accordance with a Decree of the Cabinet of Ministers of Ukraine “Some issues of resource management which are released during the process of the Ukrainian Armed** Forces’ reformation” No.560 dated 26 April 2006. ----- T H E S T R U C T U R E O F T H E M I N I S T R Y O F D E F E N C E A N D T H E G E N E R A L S TAFF **Figure 2. General Staff of the Armed Forces of Ukraine structure, by the end of the year** Assistants Chief **Chief of the General Staff – Commander�in�Chief** Department of the Main Intelligence of the General Staff **of the Armed Forces of Ukraine** Directorate* J�2 Directorate of Oversight and Supervision **First Deputy Chief** **First Deputy Chief** **of the General Staff** **of the General Staff** **Deputy Chief** **Deputy Chief** Main Operational **Deputy Chief** Daily Duty **of the General Staff** **of the General Staff** Directorate **of the General Staff** Directorate J�3/7 Main Financial� Main Defence Euro Atlantic Economical Military Scientific Planning Integration Directorate* Directorate Directorate Directorate J�5 Main Directorate Directorate Financial of Personnel of Military Directorate J�1 Cooperation J�8 Main Directorate of Communications and Information Technologie J�6 Central Directorate of Information security and Cryptology Legal Directorate Administrative Directorate *** Is being created.** Annex 4 ----- ###### ANNEX 5 #### STRUCTURE AND COMBAT STRENGTH OF THE ARMED FORCES **Figure 1. Structure of the Armed Forces of Ukraine, by the end of the year** **General Staff of the Armed Forces of Ukraine** **Formations, units, military** **Land** **Air** **Naval** **educational institutes** **Force** **Force** **Force** **and organisations, which are not** **subordinated to the services** **of the Armed Forces of Ukraine** **Figure 2. Strength of the Armed Forces of Ukraine in 2004-2007, by the end of the year** 285,000 245,000 221,000 200,000 210,000 180,000 165,000 152,000 75,000 65,000 56,000 48,000 2004 2005 2006 2007 Civil servants Military personnel |General Staff of the Armed Forces of Ukraine|Col2| |---|---| |Formations, units, military Land Air Naval educational institutes Force Force Force and organisations, which are not subordinated to the services of the Armed Forces of Ukraine|| |Land Force|Formations, units, military educational institutes and organisations, which are not subordinated to the services of the Armed Forces of Ukraine| |Col1|285,000|Col3| |---|---|---| ||210,000|245,000 221,000 200,000 180,000 165,000 152,000 65,000 56,000 48,000| ||75,000|| ----- S T R U C T U R E A N D C O M B AT S T R E N G T H O F T H E A R M E D F O R CES **Figure 3. Ratio between combat and support units, by the end of the year, %** **2005** **2006** Annex 5 support units 60% **Figure 4. Structure and combat strength of the Land Force of Ukraine, by the end of the year** support units 44% |Col1|Army Corps|Col3| |---|---|---| |Col1|Army Corps|Col3| |---|---|---| personnel – 88,500 tanks – 889� armoured combat combat helicopters – 104 artillery system vehicles – 2,638 cal over 100 mm – 1,128 ----- STRUCTURE A N D C O M B AT S T R E N G T H O F T H E A R M E D F O R C E S Annex 5 **Figure 5. Structure and combat strength of the Air Force, by the end of the year** **AIR FORCE** **COMMAND** **Air** **Air** **Air** **Command** **Command** **Command** Fighter Fighter Tactical Fighter brigade brigade group brigade Bomber and reconnaissance Attack aircraft Air defence Air defence brigade brigade regiment brigade Air defence Air defence Air defence regiment brigade Radar regiment brigade Radar Air defence Directly Radar brigade regiment subordinated brigade units subordinatedDirectlyunits brigadeRadar subordinatedDirectlyunits Directly subordinated units personnel – 51,500 combat aircraft – 208� transport aircraft – 37 **Figure 6. Structure and combat strength of the Naval Force, by the end of the year** |Col1|Air Command|Col3| |---|---|---| |Col1|Air Command|Col3| |---|---|---| |Col1|Air Command|Col3| |---|---|---| |Col1|Air defence regiment| |---|---| |NAVAL FORCE COMMAND Coastal Sevastopol MultiPurpose Naval Force’s Naval aviation defence Naval military Fleet base brigade centre institute Surface Directly ships subordinated Coastal defence Naval Force brigade units separate brigade training centre Directly Directly subordinated subordinated Directly units units subordinated units|Col2|Col3| |---|---|---| ||Directly subordinated units|Directly subordinated units| |||| personnel – 17,500 anti submarine aircraft – 4 artillery systems, caliber over 100mm – 78 combat ships – 16 tanks – 39 anti submarine helicopters – 8 armoured combat vehicles – 178 ----- ###### ANNEX 6 **RESEARCH PROJECTS OF WEAPONS** **AND EQUIPMENT** **WEAPONS** - Armoured Intelligence Patrol Vehicle - Complex training **AND EQUIPMENT** BRDM-2Di with combat module”Bug” **FOR LAND FORCE** - Antitank guided missiles **OF UKRAINE** - Modernized combat personnel carrier missiles BMP-1 - Training simulator for - Automatic cannon 30 mm - Training module simulator for tank T-64 - Training simulators for armoured personnel carrier’s crew BTR-3U - Training simulators for fire shooting and crews BMP-1 and BMP-2, ground-to-air missile system “Tunguska”, “Strila” - _Multifunctional operating-tactical missile_ _system**_ - _Modernized helicopter MI-24**_ **WEAPONS AND** - Military-transport aircraft An-70 - Stations of automatic **EQUIPMENT FOR** - Radar three-coordinated station collecting, handling **AIR FORCE** “Pelican” and passing radar - Rotating examination radar stations information P-18, P-19 - Station of automation - _Precised aviation missiles**_ techno processes - _Modernized aircraft MiG-29, Su-27**_ “Prognoz-A” **WEAPONS AND** - _Perspective Corvette**_ - Corvette “Ternopyl” **EQUIPMENT FOR** **NAVAL FORCE** - Sonar - Breathing apparatus “ABA-2” - Full-face mask with block MK-P type - Diving-suit “ZK” **SPECIAL TYPES** - Remotely-operated security system **OF WEAPONS AND** - Pre-cryptograph equipment interferences **EQUIPMENT** - Automatic station for character and - Radio receiver P-324-K control of exemplary measuring tools - Gas-mask MP-5U - Military radio station - Weapons and military equipment **_** Perspective projects of weapons and military equipment_** #### EQUIPPING THE ARMED FORCES IN 2006 |Col1|RESEARCH PROJECTS OF WEAPONS AND EQUIPMENT • Armoured Intelligence Patrol Vehicle BRDM-2Di with combat module”Bug” • Antitank guided missiles • Modernized combat personnel carrier BMP-1 • Automatic cannon 30 mm • Training module simulator for tank T-64 • Training simulators for armoured personnel carrier’s crew BTR-3U • Training simulators for fire shooting and crews BMP-1 and BMP-2, ground-to-air missile system “Tunguska”, “Strila” • Multifunctional operating-tactical missile system** • Modernized helicopter MI-24** • Military-transport aircraft An-70 • Radar three-coordinated station “Pelican” • Rotating examination radar stations P-18, P-19 • Precised aviation missiles** • Modernized aircraft MiG-29, Su-27** • Perspective Corvette** • Remotely-operated security system • Pre-cryptograph equipment • Automatic station for character and control of exemplary measuring tools • Military radio station|SERTIFICATION OF NEW TYPES OF WEAPONS AND EQUIPMENT • Complex training simulator for tank T-64B • 100 mm antitank guided missiles • Training simulator for truck ZIL-131 (UTK-34E) • Stations of automatic collecting, handling and passing radar information • Station of automation techno processes receive and sending of the whether information “Prognoz-A” • Corvette “Ternopyl” • Rescue high speed boat • Sonar • Breathing apparatus “ABA-2” • Full-face mask with microphone and under- water hydro acoustics block MK-P type • Diving-suit “ZK” • Small-size transmitter of interferences • Radio receiver P-324-K • Gas-mask MP-5U|AQUISITION OF WEAPONS AND EQUIPMENT • Complex training simulators for tank’s crew T-64B - 2 • Different type vehicles - 78 • Parashooting systems - 30 • Radio equipment – 17 • Rescuing Rafts - 55 • digital telephone stations – 4 • Individual WMD protection equipment – 1,000 • WMD intelligence equipment – 70 • automated control equipment (automated working places (AWP), servers) – 157 • data transmission equipment – 8 • navigation equipment – 52|MODERNIZATION AND EXTENDING SERVICE LIFE OF WEAPONS AND EQUIPMENT • Missiles for multiple rocket launch systems • Missiles for tactical rocket’s complex “Tochka-U” • Tanks T-64 BM “Bulat” • Modernized Infantry Fighting Vehicle BMP-1 • Armoured Intelligence Patrol Vehicle BRDM-2Di • Infantry Fighting Vehicle BMP-2 • Aircraft An-24, An-26 • Helicopters Ka-27, Mi-24 • Multiple Launch Rocket Systems S-300P, “Buk M1” • Antiaircraft guided missiles for S-300P, “Buk M1” • Antiaircraft guided missile for “Osa-M” • Cruise missiles “Termit-P” • troposcatter radio stations • electronic warfare stations| |---|---|---|---|---| |WEAPONS AND EQUIPMENT FOR LAND FORCE OF UKRAINE||||| |WEAPONS AND EQUIPMENT FOR AIR FORCE||||| |WEAPONS AND EQUIPMENT FOR NAVAL FORCE||||| |SPECIAL TYPES OF WEAPONS AND EQUIPMENT||||| ----- ###### ANNEX 7 #### TERMS FOR SERVICE IN POSITION AND FOR MILITARY RANKS. MAIN QUALIFICATION REQUIREMENTS FOR OFFICERS **Figure 1. Terms for service in position and for military rank** **GENERALS** In position – 4 years For military rank – 2-12 years **SENIOR OFFICERS** **Major** **Lieutenant-colonel** **Colonel** In position – 4 years In position – 4 years In position – 4 years For military rank – 5-10 years For military rank – 6-13 years For military rank – 2-12 years **JUNIOR OFFICERS** **Lieutenant** **Senior lieutenant** **Captain** In position – 3 years In position – 3 years In position – 3 years For military rank – 3-5 years For military rank – 4-8 years For military rank – 4-10 years **Table 1. Main qualification requirements for officers in positions brigade and corps commander** |SENIOR OFFICERS|Col2|Col3| |---|---|---| |||| |Major|Lieutenant-colonel|Colonel| |In position – 4 years For military rank – 5-10 years|In position – 4 years For military rank – 6-13 years|In position – 4 years For military rank – 2-12 years| |JUNIOR OFFICERS|Col2|Col3| |---|---|---| |||| |Lieutenant|Senior lieutenant|Captain| |In position – 3 years For military rank – 3-5 years|In position – 3 years For military rank – 4-8 years|In position – 3 years For military rank – 4-10 years| |№|Qualification requirements|Brigade commander|Corps commander| |---|---|---|---| ----- #### CONTENTS ###### The President of Ukraine – Supreme Commander-in-Chief of the Armed Forces of Ukraine about future of the Armed Forces of Ukraine .....3 Opening Address of the Minister of Defence of Ukraine ...........................................5 Chapter 1 Progress in 2006 in implementing Ukraine’s Armed Forces’ development plans ................................................................................................7 Chapter 2 The year of the Air Force: building interoperability for jointness ..........................15 Chapter 3 Force training .................................................................................................................23 Chapter 4 Improved Command and Control system, structure, strength, and equipment of the Armed Forces .........................................................31 Chapter 5 Armed Forces’ professionalisation: personnel aspects .......................................39 Chapter 6 International Cooperation, Peacekeeping and Arms Control .................................51 Chapter 7 Social guarantees as a precondition for professionalisation of the Armed Forces of Ukraine ......................................63 Conclusions .........................................................................................................................71 Information about leading officials of Ministry of Defence of Ukraine and the General Staff of the Armed Forces of Ukraine ................................................72 Annexes ..........................................................................................................................81 ----- ###### WHITE BOOK 2006 **DEFENCE POLICY OF UKRAINE** Editors: Barry ADAMS, Oleg CHERNYSHOV, Stephen GLOVER, James GREENE, Hennadiy KOVALENKO Layout & design – Alexandr Moskalenko -----