1. Royal Navy INET Update Brief
Lt Cdr Neil Topham RN

2. Maritime Synthetic Training
Strategy
“To improve Operational Capability by enhancing individual and collective training through the greater exploitation of synthetics”
The intent of the FOST MSTS is to realise the full potential of simulated and synthetic training solutions to:
Enhance training in order to reach higher standards of individual and collective competence faster and to bridge and integrate the full spectrum of individual and collective training delivery
Enhance capability through increased interoperable training opportunities that improve the realism and effectiveness of training
Reduce the costs and improve platform utilisation while extending service life but without compromising training effectiveness, safety or operational readiness
Exploit technical advances through greater engagement with industry
Conduct synthetically all training that can demonstrably benefit from such an approach within the optimum live / synthetic (shore/platform) balance

3. Individual Training: New Initiatives
The future of maritime training is most certainly at an exciting junction in its development.
This is most certainly a time of opportunity where the strategic context, major re-equipping of maritime capability and the proven usefulness of technology demand that we do things differently
The key to all of this is getting the balance right - the live / synthetic balance has too be maintained to ensure we don’t compromise war-fighting standards - but the greater use of synthetics is going to happen because it can not only deliver efficiencies in training, but more importantly can deliver more effective and realistic training.
This is all about maintaining our ‘maritime capability edge’ - the ability to prepare and rehearse for the full spectrum of war-fighting scenarios, having the ability to counter the full spectrum of enemy threats.
The focus of our design and development work is a clear understanding of the requirements, risk and benefits that underpin the subject area 
With integration and interoperability with Joint and coalition partners being fundamental to everything we do

4. Defence Learning Management Capability (DLMC)
Combining a number of training technologies and tools into a single portfolio
Incorporating the functionality of the Defence Learning Environment (DLE) and TAFMIS
Issues
One size fits all
Current capabilities expire before DLMC goes live
Limited budget – cabinet scrutiny
Future systems need to be compatible with current databases
The DLMC is intended to provide a single portfolio of tools to manage training across the whole of defence. Providing a coherent approach and delivering value for money by reducing the number of systems in use.
It will include or replace our current Defence Learning Environment (DLE) and TAFMIS, a tool capable of managing the whole SAT process along with typical school resource administration (time table production, classroom booking, resource de-confliction etc.) It is also likely to include a collective training management tool, such as Exonaut.
The project is facing a number of issues as it moves forward.
Being driven by requirements from all 3 services, it had been a victim of requirement creep.
As the project has been forced right of its original delivery date it has moved past the end of life date for the current TAFMIS support.
Tight fiscal constraints have resulted in cabinet level scrutiny of the projects budget.
Any new systems procured must be backwards compatible with the current databases to avoid an expensive data migration.

5. Maritime Fleet Staff Trainer 2016 (MFST16)
Capability Concept Demonstration through Dstl and MCTS.
Deliver battle staff training to Commander Amphibious Task Group and 3 Commando Brigade
Long term aim to reduce manpower requirement by leveraging synthetic training
High risk project with very tight deadlines
Successfully delivered with a limited Synthetic Environment
Convinced Senior officers of the requirement for synthetic training.
MFST16 was a CCD delivered in conjunction with DSTL. The CCD had a complex partnering arrangement initially intended to deliver value for money, by leveraging existing contracts, however the complexity contributed to greater project management overheads. The MCTS contract was used to provide infrastructure and a maritime SE. The Army’s CAST contract was used to provide ABACUS (a land focused aggregated SE) along with a team of assessors for 3 Cdo Brigade. Dstl contracted CETEE to deliver the scenario, exercise management, integrate the SEs and look for any opportunity to enhance the SE. CETEE further split the delivery into SE integration and enhancement via QinetiQ/CETEE and scenario and exercise management was left to NSC with support from 4Cs (exonaut)
The CCD delivered a training event for the combined battlestaffs of COMATG and 3CDOX, a tier 2 collective training event that required careful management to ensure that both battlestaffs were gaining training benefit throughout the exercise and ensuring that sufficient intra-battlestaff frictions were generated to form the 2 staffs as a cohesive team.
One of the project aims was to evaluate option for manpower reduction by employing synthetic systems.
The project was initiated with a known risk of a short timeline, this was compounded by delays in getting elements of industry on contract and a complex project management setup.
Overall the exercise was success, delivering an effective training event, that convinced bith the training audience and the senior management involved of the requirement and utility of synthetic training.

6. MFST16 Lessons Learnt
Has to be requirement driven and the scenario driven by that requirement.
The SE is a supporting tool its utility and functionality is dependent upon the scenario.
The SE and Scenario need to be developed in a coherent manner.
Complex partnerships require disproportionate project management.
Battlestaff excercises are reliant on human interaction, limiting the level of automation.
The original requirement was derived from TOs used for the TNA. These were too high level and were insufficient to constrain and manage the scenario. At the same time the PTA had set a hard training window of 5 days, which prevented all the TOs being fully exercised. This lead to a misalignment of expectations and forced a re-evaluation of TOs late in the planning cycle. This emphasised the thoroughly review and agree the objectives prior to commencing the project.
Late changes to the project profile resulted in a reduced capacity SE, and the scenario was developed to accommodate this. The result was a scenario that minimised it’s reliance on the SE. This emphasised the lesson that the SE is merely a tool to enable the training. It was also noted that the capabilities of the SE will constrain the scenario, and that the scenario needs to utilise the capabilities of the SE to be effective.
Best results can be achieved when a unified team develops the SE and scenario.
The contracting mechanism employed resulted in a complex contractual arrangement and difficult lines of communication. These detracted from the management and leadership of the project and attributed to poor communication between certain elements. If contractors working with MCTS had a question about the scenario, the question had to got from MCTS to the Navy, then to Dstl, CETEE before arriving at NSC to be answered and the reply had to return through the same route.
While constructive simulations can be very effective at automating the kinetic elements of a scenario, they have limited ability to replicate the softer effects that are a key element of current contingency operations. Equally the interactions the PTA has with their HiCon, LoCon and Grey Cell are focused on the interactions and judgements of these individuals, as a result the opportunites to replace large sections with intelligent systems is limited.

7. Maritime Warfare Force Generation Capability (MWarFGC)

8. MWarFGC Drivers & Benefits
Realistic
OPFOR
Environmental
Restrictions
LTOS
Pressure
Dispersed
Forces
Risks
Interoperability
Joint/Combined
Contingency Ops
Live Fire
Restrictions
High End
War fighting
CT Tier 1
Sub-Team
WTT
OST
CT Tier 2
Joint Warrior
Battlestaffs
FST
CT Tier 2+
RFTG
JEF
Individual
Training
Reqts
Benefits
Mission Rehearsal
Improve
Readiness
Improve
Platform Utilisation
Improve
Safety
In conceptualising this development space we have conducted analysis, and continue to explore with Dstl and other research partners, the benefits, risks and requirements that drive the development of our future training system.
Through the Cap Audit process we are recognising where we have current capability gaps that might be mitigated through the use of simulation and synthetics 
Through the detailed analysis of Collective Training requirements against the JFC CCRS we will understand where our current system does not provide training to meet the conditions and standards we will face on operations around the globe
And through experimentation and capability demonstration we will better understand where we can improve our business to either improve standards and/or make resource savings
Under my command today we have 2 delivery vehicles which are turning strategy aspiration into delivery reality - the FOST Future Training Unit - conducting development and R&D into future individual training for the RN
and DOTC(M) - a training capability change programme that is set to change the way we deliver operational training within the collective training space
Mitigate
Capability Risks
Mitigate
LTOS pressures
Mitigate
environmental
restrictions
Better
VfM

9. MWarFGC Update Synthetic Tower Balance of Investment option - SDSR15
Development of
On Board Warfare Team Training
Interoperable Bridge Trainers
Maritime Command and Staff Training
Carefully crafted argument
Represent current threats
Reduce pressure on live assets
Force generate at reach
Won the argument
There was a recognised opportunity through the SDSR 15 process to push the delivery of a coherent synthetic training system for individual ships and task group generation.
The MWarFCG programme would deliver OBWTT to legacy and future platforms, replace our current bridge simulators with a coherent solution capable of linking into the MCTS warfare training system. Additionally it would provide the through life funding for the Maritime Command and Staff Trainer (MCAST).
Of all the options submitted from the NS the synthetic tower came out top. Largely due to the anticipated level of effect when compared against the relatively low cost of the option.
Despite this the current financial situation prevented the navy from prioritising this option for funding and centre funding is being sought to initiate this project..

10. WiFi Afloat Initial trail – HMS Iron Duke & RFA Mounts Bay
Limited bandwidth and huge latency
Welfare service (security)
Results so far
1SL intent to roll out across fleet
Training infrastructure opportunity
DLE Afloat
Training data collection
AR support
Predominantly a welfare service
Iron Duke (Ships Coy circ 200) 1Mbs Mounts bay (Ship Coy circ 100) 4-5 Mbs Latency via SatCom around 1-2 SECONDS!
While the provision at sea is limited, (Iron Duke limit it to 7 devices at a time) the intent is to provide up to 300Mbs connection once alongside utilising portside infrastructure. Providing a secure VPN back to the UK and reducing individuals vulnerability to cyber attack. As a welfare service the provision is limited to major accommodation and recreation spaces.
Iron Duke – very limited bandwidth, but good expectation management – result happy with the service
Mounts Bay – 4-5 times the bandwidth and ½ of the crew size. However less expectation management – result dissatisfied, don’t want to share with embarked forces.
The incoming 1st Sea Lord has announced that the roll out of WiFi afloat shall proceed as a priority and HMS Portland is currently being outfitted for the next stage of trials.
Whilst intended for welfare purposes, the infrastructure provides a number of training opportunities. It is unlikely that significant training activities could be conducted over the 1Mbps SatCom, however the 300 Mbps WiFi within the ship provide a vehicle to deliver unclassified training material to PEDs throughout the ship. Investigations are currently underway for the delivery of a DLE instance that could be hosted on a deployed ship, the WiFi would the enable access on individuals’ PEDs.
The infrastructure could be combined with issued or UYOD PEDs for the collection of training data (eg Exonaut).
While penetration in to machinery spaces may currently be limited, the infrastructure may be useful for conducting trials on Augmented Reality based approaches to maintenance and training.

11. SM Training School Move
Optimising the balance of “training ashore, validating at sea.”
Opportunity:
Custom built facility with synthetic training at its core..
Future Submarines-increasing number of sensors and automation, optimise ways of working.
Harmonising pan-submarine flotilla training solutions-across individual, team and collective training.
The intent of the FOST MSTS is to realise the full potential of simulated and synthetic training solutions to:
Enhance training training in order to reach higher standards of individual and collective competence faster and to bridge and integrate the full spectrum of individual and collective training delivery
Enhance capability through increased interoperable training opportunities that improve the realism and effectiveness of training
Reduce the costs and improve platform utilisation while extending service life but without compromising training effectiveness, safety or operational readiness
Exploit technical advances through greater engagement with industry
Conduct synthetically all training that can demonstrably benefit from such an approach within the optimum live / synthetic (shore/platform) balance

12. Future Plans
Discuss Synthetic Tower