Ex DEFENDER 21

From April to July 2021, 104 Logistic Brigade's Theatre Enabling Group (TEG) deployed on the DEFENDER 21 (DEF21). DEF21 was a series of exercises directed by the 4-star US Army, Europe and Africa. The exercise focussed on building operational readiness and interoperability with a greater number of NATO allies and partners over a wider area of operations than DEF20. More than 28,000 troops from 26 nations conducted nearly simultaneous operations across 30 training areas in a dozen countries from the Baltics to the Balkans and Black Sea region.

The UK TEG, embedded at every level in the US 21st Theatre Sustainment Command, conducted the strategic in-load and outload of the Florida based 53rd Infantry Brigade Combat Team (53rd IBCT). The TEG received 1,500 soldiers and over 700 pieces of equipment through nine entry points, before onward movement to the training areas dispersed across the Balkans.

Commander 104X, Brig Jo Chestnutt, deployed as the 21st Theatre Sustainment Command forward commander of the 21st TSC TAC in Albania, which co-ordinated a multi-domain Joint Logistic Support Area – over 8,000 troops spread over 130,000 km, covering three ports, six airports and seven training areas in five countries. Maj Tom Goodall, 17 P&M Regt RLC, who deployed as the TAC Chief of Staff, explains: “The deployment stress tested our experience and deductions around strategic mobility, especially when factoring in the impact of COVID19, leveraging commercial capability and using Information Manoeuvre in support of Sustainment operations.”

Leading the DEF21 mission in Greece, Croatia and Slovenia was the OF-4 TEG HQ, commanded by Lt Col Joe Brown, CO 9 Regt RLC. Embedded as a battalion-sized formation in the US 16th Sustainment Brigade, 250 US and UK TEG personnel were split into three task forces (TF): ALEX, KOPER and ZADAR, dispersed over 1,500km and six land boarders, of which some were closed because of COVID. A real test in dispersed leadership.

First, TFs ALEX and ZADAR downloaded 603 pieces of rolling equipment and 93 containers at the ports of Zadar and Alexandroupolis, to enable access and freedom of movement for 53rd IBCT to project to the training areas using contracted linehaul. It was a big task for the OC’s who had little chance to recce the locations due to COVID travel restrictions, but they hit the ground running and worked hard at building relationships with their US embeds, contractors and Host Nation Armies, who were critical to supporting the task. Lt Col Brown praises the OCs: “These tasks involve multinational and whole force collaboration to offload three ships and the co-ordinated execution of the onward movement to dispersed exercise locations throughout the region. Robust planning, early liaison and Mission Command have allowed the subunit commanders to prevail at reach from TEG HQ.”

In Croatia, engagement by TF ZADAR, with Croatian Armed Forces, was essential to secure assets and troops to support the in-load of UK and US equipment. Maj Dan Cornwell, (9RLC), commanded TF ZADAR and found the exercise both insightful and rewarding: “It taught me the importance of clarity and simplicity when operating with different NATO Nations, especially with the language barriers! In the end we worked together to solve problems and it was really gratifying to see the Croatian, US and British troops getting stuck in on joint tasks."

In addition to the pre-designated tasks, the TEG reacted to deliver several other sustainment and logistics activities in support of US exercising forces. TF ALEX was conducting routine re-supply of the local training area and also ran military convoys as far as 500km to collect equipment. This provided the perfect opportunity to deliver staff training, in deliberate planning processes, for the TEG HQ; but also allowed the deployed force some extra experience. WO1 (RSM) Paul Douglass, (9RLC) deployed as the TEG RSM adds: "The resupply convoys were a great opportunity

8 UK Movement Controller

guiding in the US vessel at the Port of Zadar, Croatia

8 2Lt Cooper commanding the

discharge of the US Vessel at the Port of Alexandroupolis, Greece

for our young soldiers, not only to gain experience driving in Europe, but to expose them to interoperability with the HN Armies with who we should expect to operate with in the future". This is echoed by the TEG HQ JNCO, Cpl Andy Ovens who agreed that: “DEF21 was a great opportunity to test me in my job whilst deployed overseas, especially with all the COVID travel restrictions changing quickly and keeping us busy!” Like him, others thrived off the experience and were recognised formally. Both Commander Field Army, Commander 21st TSC and Commander 16th SB awarded coins to thank the troops for their commitment to deliver the exercise. Worthy of special mention are Ptes Anna Palmer, Zelah Yuill and Aedan Mclean, all from 9 Regt, who showed remarkable selfless commitment deploying on DEF21 after shortly returning from driving for the Welsh Ambulance Service Trust during Winter Preparedness 21. All three were recognised by the visiting generals for their resilience and professionalism.

Interoperability was a key theme for DEF21 and the experience of being commanded by a US Brigade was a first for many of the staff in the TEG HQ. SSgt Toni Brunetti (9RLC) deployed as the TEG HQ Ops WO, reflects on his experience: "Working with Armed Forces from other countries brought new challenges and refocused the way we went about our business as is usual overseas. DEF21 improved my ability to engage, access and execute those relationships. Understanding US staff work has put me and the Regiment in a better place for future deployments beside them, especially looking forward to DEF22". 2Lt Louis Cooper, who deployed as the TF ALEX Port Troop Commander and comes from 29 Regt RLC, was paired with the US Movement Control Troop. He saw the value of learning how to work better with our NATO partners, allowing us to forge working relationships with our US MovCon peers that we might need to call upon to enable future sustainment operations in Europe.”

In June, as part of the wider interoperability objectives, the TEG planned and executed a Trilateral Military Skills Competition in Greece. The format included a march and shoot, weapon skills and cross-country driving competition, between six teams (each consisting a US, a Greek and a UK pair). Capt Richie Pickin, Training Officer 9 Regt, planned and executed the event. He says: “It was a huge success. It was clear that the soldiers were enjoying it and we had some public feedback from both senior Greek and US leaders commending the standard of the training and hailing the event as a model to emulate for future partnering.”

Throughout June and July, TF KOPER and ALEX controlled the reverse mission to outload the US and UK equipment through the Ports of Koper and Alexandroupolis. With the mission in hand and the COVID restrictions lifting both TF OC’s took the opportunity to run cultural trips to Lake Bled in Slovenia and Samothraki Island in Greece for some well-deserved R&R, as well as attending memorial services in Crete, Thessaloniki and Alexandroupolis in support of the British Defence Attaché.

The last UK force elements recovered on the 21 July 21 and Capt Ross Turner, TEG Battle Captain, reflects on the summer: “It was a fast paced and informative ride. I worked closely with our US counterparts which provided me great insights into how our allies operate when deployed. This close proximity of working was great for our commitment to interoperability and building trust with the NATO theatre enabling community that we were ready to support them at a moment's notice.”

Resubordinating to the ARRC from Oct 21, 104 Bde’s OF-6 TEG HQ will deploy on Large Scale Global Exercise 22 (LSGE22) in Northern Europe at a much bigger scale, commanding troops from across all three divisions deploying with the TEG or supporting at reach from the UK.

8 LCpl Ashley Cocksedge, 9 RLC

awarded the 16th SB Commander’s

coin “Knights Pride”! 8 Pte Anna Palmer receiving CFA’s

coin during his visit to Alexandroupolis, Greece

YOUR CAREER, YOUR CALL

OFFICERS

SO1 - Lt Col Kemp SO1 LE - Lt Col Summerell SO2 Res - Maj Orr SO2 A - Maj Summerfield SO2 B - Maj Sutherland SO2 C - Maj Pfleiderer

Office365 YOUR CAREER IN THE PALM OF YOUR HAND The Army Personnel Centre’s (APC) Continuous Improvement Programme, has been moving at pace during the pandemic, leveraging technology and modifying process to ensure that Service Personnel (SP) continue to be managed effectively through the synchronisation of personal aspirations and the needs and liability of the Army.

A key aspect of the change process is the development of the Career Management (CM) Portal by APC and Project CASTLE, which aims to empower SP to take ownership of their careers via their personal electronic device.

Army Boards are the authority for promotion, appointments and changes to terms of service; they are at the heart of the career management function. There are five Army Boards listed in the table below, as well as RLC boards to meet the needs of the Corps.

Historically, SP running to a board were presented through a combination of their Posting Preference Performa (PPP), Appraisal Report (AR) book and Career Manger notes, which board members then read and scored, based on the boarding criteria. Digitalisation of this procedure aims to deliver a leaner and more accessible process.

Over the summer, AR books and personnel files of all RLC personnel have been digitalised. The CM Portal provides access to information and tools with which SP can manage their careers; and improves the transparency in which Appointment and Grading Boards are delivered.

An example of the CM Portal dashboard can be seen below. (Opposite) SP will be able to access their ARs, view their next posting dates and check their eligibility for upcoming grading and appointment boards. One of the most impressive functions of the CM Portal, will be the access to jobs lists and the embedded Personnel Preference Proforma (PPP) function, which will allow SP to apply for all jobs from their handhold devices. This powerful tool improves the access to job details and board eligibility requirements, empowering SP to make informed choices on future assignments.

At the time of reading, results from the No 4 Board will have been sent out automatically via Defence Connect as a trial, setting the conditions for all subsequent results to be disseminated the same way. These results are sent straight to the SP’s mobile device prior to the board being released, improving the timeliness and accuracy of information exchange.

The CM Portal is a work in progress and will be delivered incrementally over the next 12 months, as each function is trialled and tested. When complete, the CM Portal is certain to transform career management as we know it, fit to meet the demands of a 21st Century organisation.

Potential diferential Despite an extensive period of change to the APC ways of working, the drum beat of promotion and appointment

MS BoardAudience Number 1 General Officers Number 2 Brigadiers and Colonels Number 4 Lieutenant Colonels Number 5 Majors and Captains Number 7 Warrant Officers and Senior NonCommissioned Officers

boards has remained a constant. At the time of writing, the RLC Officer floor plate is preparing for a lively summer and autumn period, which will see officers selected for SCRD, Gd3, ICB and SCB appointments, as well as promotion to Major on BeL 22.

Each board is unique and, for career managers, the focus is on ensuring that every runner is best placed to get their first-choice appointment. No mean feat given the volume of runners and boards, which often run in quick succession. At the heart of every successful runner lies an accurate and timely AR supported by a well-crafted PPP. At the time of writing, the race has begun to finalise the RLC Captains’ ARs in preparation for the SCRD board and, in doing so, some common themes have presented themselves.

1. “This narrative [Potential] must justify the

Recommendations Matrix”. 2. “The award of a ‘Yes’ for One

Rank Up means that […] the subject is ready for promotion now and not subject to further development”. 3. “Recommendations [Two

Ranks Up] should not be regarded as an indication of readiness for onwards promotion now, but of the likelihood that the subject will become ready for further promotion”.

JSP 757 Pt 1 (V3.0 May 21)

Sticking with the theme of continuous improvement in the previous article, addressing some of these observations may not only serve to smooth the AR finalisation process in future but also enhance the accuracy, clarity and transparency with which we are reported on.

Recommendations for promotion often encourage healthy discussion as reporting officers grapple with their interpretation of JSP 757 whilst mindful of the status quo across the wider corps and army. As we move towards AR22 and look to capitalise on lessons learnt from the previous reporting period, it is worth revisiting appraisal policy as we seek to agree a common interpretation across the Corps and make best use of all the tools available to manage our soldiers and officers honestly.

The three key extracts found in JSP 757 Part 1 that should underpin the rationale behind the potential assessments made by reporting officers are:

‘Officer X should promote in line with their peers’ is not a positive promotion statement that supports a ‘1Up Yes’ in the recommendation matrix. It is commonly used to for those personnel who are new in rank and not yet eligible for promotion. Although a useful statement to grade potential amongst a wider peer group, it does not support a 1Up recommendation for employment in the next rank ‘now’.

A positive recommendation for promotion 1Up will auto populate the rank for future appointment in the recommendations matrix and, therefore, recommendations should be made as such. Any temptation to overwrite the rank for future appointment should be a combat indicator that perhaps the subject may not warrant a recommendation for promotion at that point. It is feasible that personnel in their first year of rank may earn a performance grade of A-, for example, but are not yet considered ready for promotion due to a lack of experience in rank. As a corps, we could make better use of recommendations for promotion 2Up to convey potential more effectively to both the subject and board members. 2Up recommendations refer to the likelihood of further promotion. It stands to say that those who impress in their first year in rank are unlikely to be ready for promotion at that time but may still be assessed as likely to ‘promote at the vanguard of their peers’ with a 1Up ‘Dev’. A 2Up ‘Yes’ recommendation supports this sentiment and suggests legs beyond the immediate constraint of their current experience. Conversely, a 1Up ‘High’ supported by a 2Up ‘Dev/No’ recommendation has utility when indicating whether a subject has reached their ceiling or is unlikely to promote further but has still outgrown their current rank and would be highly effective in the next.

Better use of 1Up and 2Up recommendations would widen the spectrum available to record potential progression within AR books. We are perhaps guilty of being a little unilateral in our approach to using 1Up an 2Up recommendations and could be missing an opportunity to better articulate potential differential to better inform boards and manage the expectations of our people.

RLC OFFICERS’ FOE 08-10 Sep 21: RLC ICB, SCB (Res and Reg) 20-23 Sep 21: Autumn Gd3 Bd 21 Oct 21: RLC ICB, SCB (Res and Reg) Board Results published. Oct/Nov/Dec 21: RLC Offr

Roadshows. Exact dates TBC. 29 Nov 21: RMAS Pl Comd

Grading and Assignment Bd (Gd3) Jan 22: RLC Reg BeL officer

FCRs.

YOUR CAREER, YOUR CALL

Career management team RLC soldiers - SO1: Lt Col Stewart SO2: Maj Brown WO1: WO1 Neilson

SOLDIERS

SO1: Lt Col Bratcher SO2: Maj McHugh WO1: WO1 Neilson QOGLR: SSgt Subba

A message from the SO1 A message from the SO1 - APC RLC Soldier Branch is working hard to process all PPPs after an extremely busy boarding period. Opportunities for assignments in The RLC are far and wide and this quarter we have focussed on the 40% of RLC appointments that are outside the main RLC units. In addition, the option for Early Release now exists, with the 12-month notice period waived in favour of a minimum of three months’ notice. As the green shoots of post COVID recovery continue to grow, some RLC SP may wish to leave and start a new career in civvy street. Read on for more detail...

The other 40% - Working outside of the Regular Major and Minor RLC units is the “norm” for a number of the smaller trades. This includes a variety of assignments within NATO and further afield, training support posts and in support of the likes of the British Embassy in Washington DC. The Career Manager view is that these posts are all career enhancing, generally standalone assignments. They are challenging thus rewarding to the individual and being something different to the norm, usually great fun. An example is the Chef trade, which has a number of NATO posts and also singleton posts supporting

Calendar of Events: very senior officers within house management. Chefs also get the opportunity to serve with UKSF, the Gibraltar Regiment, with BATUS, Brunei, Cyprus and Kenya. There are also Driver trade opportunities to serve with UKSF units. Similarly, the Movement Controller and Postal & Courier trades serve far and wide. Once again Kenya, Canada, Nepal, Cyprus and Washington DC offer opportunities beyond the normality of Regimental Duty. There is also the chance to serve in small teams in all the Headquarters from 1* to 4*. One place they all have in common for opportunities to serve, is the Falkland Islands. With six-month tours, it’s a chance to serve somewhere challenging, at the furthest reaches of our Armed Forces and for those who love a yomp in the countryside, the chance to experience a place of relatively unspoilt natural beauty with a wide range of exotic creatures to encounter!

The LSS trade is spread across a wide range of units outside the main regiments. These take several forms, but the two main areas are 1st Line Optimisation (1st LO) and REME Stores Sections at trade. What’s a 1st LO then? It is being part of a small four-man team that supports the unit in all LSS matters. This is a great opportunity to have a direct impact on the likes of a combat unit and make a name for yourself. There are also detachments within such diverse branches as the AMS, the R Sigs and the RA, so the opportunity to get out and do some soldiering in a different environment is out there if you go looking for it. On the plus side, these detachments offer a wider spread of geographical choice to your PPP. We all know 6 Regt is pretty popular and therefore always full! If you’re determined to serve in the North, then maybe an attachment to an Infantry or Artillery regiment might be an option for you? If this is something you have yet to experience and you want a break from the norm, just like the 40% that are out there right now, then when you are next due assignment, get it on your PPP for consideration.

If you want to try our hand at training, you should look out for the posts as permanent staff assignments with 156 or 159 Regt RLC. These posts are rewarding and give you the chance to gain qualifications you would not otherwise receive. If you wish to register your interest approach the RCMO and they’ll get the ball rolling to assess your suitability for the role.

ABN 038/2021 The Big news of the summer is the release of ABN 038/2021 –Implementation of Army Workforce Levers: Changes to Withdrawal of NTT, Early Release Scheme and Extensions of Service.

The purpose of this ABN is to remind the Regular Army of the workforce levers that are routinely used in workforce planning to ensure that the Army has the required number of Service Personnel, at the correct ranks and with the required skills, to undertake its operational tasks. The way in which workforce levers are being applied has changed in response to the Integrated Review. The Secretary of State for Defence has announced that the Army will reduce in size from 76,3481 to a Full Time Trade Trained Strength of 72,500 by 2025 and as the Army transitions to the future structure it is imperative that we retain and attract personnel into only those cap badges that have the right space. Sounds strange right…

Key Dates Event Action 30 Sept SSgts SJAR due SSgts, have you had your SJAR? 18 – 20 Oct WO2 – WO1 board No action 30 Nov Sgts SJARs due Sgts, have you had your reports? 2 Dec WO1 board results WO1s check Defence Connect Jan 22 TBC SSgt – WO2 board No action 31 Jan 22 Cpl SJARs due Cpls, have you had your SJAR?

We’re reducing the size of the Army, but need to retain and more importantly attract personnel into the Army.

So what do you need to know? The key points are: Over recent years, several gaps within Career Employment Groups, at specific ranks, have developed into capability pinch points. In order to protect the Army’s operational agility, these ‘Priority Cohorts’ will not automatically be impacted by the implementation of these workforce levers and will receive a greater degree of scrutiny for any decision relating to them. For The RLC that is: Ammo Tech SNCOs, Chefs, Driver SNCOs, DTTO Pte & Sgt, Pet Op Pte & Cpl and VSS Sgts.

The following workforce policies remain available to all serving soldiers and officers, with full details in Soldier Terms of Service and Army Commissioning Regulations. In all cases the MS Binding Principle endures, whereby the needs of the Army come first, the Soldier and their family a close second.

Notice to Terminate (NTT) and Premature Voluntary Release (PVR) Withdrawals - NTT or PVR withdrawals are routinely accepted where there is current or forecast structural space. From 1 May 21 individuals will still have the right to apply to withdraw NTT and PVR, but approval will only be granted to those in priority cohorts or where it can be shown that there is to be a significant impact on capability.

Early Release Scheme (ERS) Personnel are obliged to serve their full notice period, but this requirement can be waived following an application for Early Release. From 1 May 21 the default position will be to allow early release not less than six weeks after the date of application where supported by unit COs, subject to the following criteria; (a) The individual is not subject to outstanding disciplinary or major administrative action. (b) The individual is not subject to a Return of Service or Training Return of Service commitment. (c) The individual has served their minimum service period. (d) The individual is not awaiting a decision on medical discharge. (e) The individual is not serving in a priority cohort, as mentioned above. (f) There are no exceptional circumstances.

It should be made clear to any Service Person who applies for ERS that they may forgo all entitlement to resettlement in service due to the short timeframe involved. This can impact on the ability to take Graduated Resettlement Time (GRT) and residual annual leave. However, they will remain entitled to either the CTP Future Horizons package or the Employment Support Programme dependent upon their length of service.

Extensions in Service - Other than those cases mandated in policy, from 1 May 21 applications for extensions in service beyond EED will only be accepted for those in priority cohorts or in order to meet a critical operational output. This will not prevent conversions of commitment or where it can be shown that there is to be a significant impact on capability. Service Personnel who have been unable to take GRT may apply for extensions of service up to the amount of untaken GRT (see ABN 060/2020 on MODNET and on Defence Connect).

Full Time Reserve Service (Full Commitment) - The Army is temporarily suspending the ability to offer new FTRS(FC) contracts and extensions to existing contracts.

Transfers from the Army Reserve The Army is temporarily suspending the ability to process and approve transfers into the Regular Strength from the Army Reserve.

Regular Army Re-joiners - The Army has temporarily paused making any new offers to those seeking to re-join the Regular Army. This measure is under constant review and will be lifted as soon as confirmation of the new structure has been determined. Reserve Army re-joiners are not affected by this WF lever.

Re-joiners and Transfers to Military Provost Guard Service (AGC MPGS) and Military Provost Staff (AGC MPS) - Those seeking to re-join or transfer and serve with either the AGC MPGS or AGC MPS are still being encouraged and accepted.

Article 189 - Article 189 will be used by the No.2 Board to retire senior officers who cannot be found suitable employment.

Soldiers’ Terms of Service (SToS) and Army Commissioning Regulations - All other workforce measures and levers, not mentioned within this ABN, are contained within the newly compiled SToS and the Army Commissioning Regulations. These will include conversions of commission, conversion from VENG Short to Full etc. The 1st edition SToS has brought together information previously spread across secondary legislation, prerogative instruments, as well as absorbing detail previously held in individual cap badge policy documents. APC and E1 Manning Bricks will continue to apply these as Business as Usual.

Governance - AH Army Workforce Plans, on behalf of the Director of Personnel, holds the authority to amend the Priority Cohorts in line with the needs of the Service and the transition plan to achieve the future structure. It is anticipated that complex cases may arise that will be compounded by existing gaps and in these circumstances the E1 Manning Bricks will consult with SO2 Workforce Plans and Pers Pol to determine the correct response and ensure that the MS Binding Principle is applied. The first review of the Workforce Levers took place in Aug 21 as part of the detailed workforce planning that will be undertaken to implement the Integrated Review.