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NAVSTRAT-2030 NAVSTRAT-2030

 Regional Deployment – This represents our forward presence in response to
collective security challenges securing global commons in support of freedom of led approach to capability development as most effective. This is effective in terms of achieving
navigation and rules based good order at sea whilst advancing our MDA. the desired end-state and also from a resources perspective.

This shall be short of ‘Force Modernization’ but rooted in the ideal of striking the right balance in
Above current deployments of our naval assets in areas as illustrated in Figure 11.1 affirms generating credible defence, deterrence and crisis response capabilities and capacities whilst
achievement of SLN’s aspiration to become a credible regional naval force. Thus, our strategy and actively engaging in our national, regional and global commitments. The effort is to be defined as
conceptualization is driven through this overarching concept. a declarative strategy; our envisioned operational orientation and force structure creating effects

for a desired future.
Figure 11.1 We need to elevate Sri Lanka’s maritime profile. The SLN and SLCG over the years have been

Sea Areas of Interest for Naval Deployment regarded as proven instruments of maritime power. The SLN and SLCG are subordinate state
institutions integrated with other agencies and maritime stakeholders as well as laws and policies.
NAVSTRAT-2030 is no substitute to a ‘Maritime Strategy’. However, this could be understood
as a nudge towards making the polity appreciate the requirement for a comprehensive strategic
guidance/document for the maritime environment. Thus, it is imperative that the formulation of
such is not made in isolation but through wider consultation. It is vital to comprehend that
strategy is subordinate to policy and different from plans. Plans are problem-solving processes
while strategy is a problem-defining process. We must also be aware of ‘strategic monism’,
prescribing a single concept for all situations. The inclusion of technology should be regarded as
an enabler rather than an alternative strategic concept. During the process, we should be mindful
not to transform operational concepts to the strategic level.

Today, what transpires in the Red Sea demonstrates the need for ‘forward defence’ and
‘interoperability’. It is not too ambitious to think of a concept that would maximize risks and costs
for any aggression in our domain. It is fundamental that we are committed to protecting
international trade contributing to national, regional and global security. In this, our forward
employments are to be regarded as confidence building measures in our state’s ability as a credible
stakeholder in the Indian Ocean.

What are Our Limitations?

We need to guard against overly ambitious wishful conceptual tendencies for Blue Water
Capabilities, Power Projection, Expeditionary Fleets etc. Ambitions and the envisaged roles must
be complementary in the foreseen strategic context and national interests. Failure to do so will
create unnecessary inventories, liabilities and increase our vulnerabilities in the long run. Our
prime limitations are budgetary support, industrial capacity, research and development,
availability of raw materials and recruitment.

What is NAVSTRAT-2030?
The NAVSTRAT-2030, is to be weighed in its purpose, scope and time horizon. Our What the Strategy will do?
comprehension of the strategic guidance has prompted to formulate ways to identify the optimum This should equip the SLN and SLCG to be interoperable with the evolving strategic environment
ratio between available tangible (personnel, forces, equipment, sensors, platforms, weapons, in the region and beyond. It does not alter the focus from defence of our coasts, littoral waters,
budget, facilities) and intangible (national will, leadership, organization, morale) means in the ports and critical seabed infrastructure. The strategy will identify whether the Strategic Objectives
foreseen future to undertake multiple and diverse roles. It shall incorporate at identifying the right can be accomplished with the available resources or more resources are needed. This endeavour is
fit between quantity and quality of force posture. Fundamentally, this strategy should be viewed to provide necessary planning guidance to the subordinate operational and tactical levels. Hence,
as the new operational orientation in response to the strategic realities of our time and the foreseen the NAVSTRAT-2030, is not to be regarded as a detailed prescription. Through this, the document
future especially considering the limitations superimposed by the island’s revenue, consumptions, ensures to preserve the flexibility, initiative and creative decision making at subordinate levels.
investments and external trade. The formulation is to be viewed as a retrospective effort, looking backwards to ensure that means

An understanding of contemporary maritime/naval strategy development learnt through synthesis available are sufficient to implement the ways and these concepts can achieve the desired effects
and analysis of a multitude of maritime nations resulted in the realization of the need for a strategy- or envisioned objectives.

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