DEFENCE WHITE PAPER 41. Legitimacy is about government authority, a central element in internal resilience. The DWP, having been deliberated and prepared after extensive consultation across civil-military lines with considerable input from academics, think-tanks, industry representatives, civil society organisations, all components of the government and private sector, reflects a broad spectrum of viewpoints about Malaysian defence including the required functions of the armed forces. Inclusively engaging the public and a wide range of stakeholders in the policy-making process is a fundamental exercise in democracy. It confers a great procedural legitimacy on the DWP and related policies. 42. Acceptability, the second desired outcome, is about policy agreeability among governmental agencies, in line with the whole-of-government approach. This DWP seeks to increase the acceptability of its vision across all government agencies, chiefly by forging a shared outlook on external threats and opportunities, and the need to view each other as indispensable partners. The higher the acceptability, the higher the governance cohesion and the higher the internal resilience. Reaching consensus and continuous maximisation of inter-agency coordination are desired outcomes of this DWP. 43. Another desired outcome of the DWP is reliability. It is about enhancing military readiness and optimal operational ability of the MAF in tackling security challenges effectively. The DWP provides the directions for the MAF to be transformed into an integrated, agile and focused force. A reliable defence force is expected to effectively protect national interests, avoiding conflict when we can, and winning the war when we must. 44. These desired outcomes reflect the prime audience of the DWP. Legitimacy is for the hearts of Malaysian people, acceptability for the relevant agencies and the reliability of the MAF for external partners. 45. All the three outcomes are vital. They lay the foundation for Malaysia to turn the nation’s democratic dividends into a transformative, inclusive vision of serving a bridging linchpin role between the Asia-Pacific and Indian Ocean regions. The vision leverages on Malaysia’s geography, diversity and democracy for punching above its weight at the international level. 46. This vision is supported by Malaysia’s long-time diplomatic activism, defence approach and developmental aspirations. It is also anchored on the Government’s commitment to contribute to ASEAN centrality, regional stability and global development, including realising the UN Sustainable Development Goals (SDGs) and aligning them with regional agenda such as the ASEAN Community Vision 2025 and ASEAN Outlook on the Indo- Pacific. 47. Malaysia’s vision as the bridging linchpin between the Asia-Pacific and Indian Ocean regions connects the nation’s past, present and future, as follows: i. 17 Past. The Malacca Sultanate, the Malay dynasty that ruled the Malacca entrepôt and commanded the major sea route between India and China, was a preeminent trading centre in Southeast Asia during the 15th century. It was the emporium of the East. Leveraging on its geographical-halfway along the main international shipping route, Malacca established itself as a prosperous trading port by attracting merchants from Arabia, Africa, Persia, Europe, India and China. It was a centre of civilisational exchange and religious learning, spreading Islam to other communities in the Malay Archipelago. Its geographical location, however, attracted major powers to Malacca, making it the first destination for colonisation by Western powers in Southeast Asia when the Portuguese invaded the Sultanate in 1511.