rsme matters 18 matters/6423_hol... · welcome to issue 18 of rsme matters. much has changed across...

RSMEMATTERS18NEWS FROM THE ROYAL

SCHOOL OF MILITARY ENGINEERING GROUPNOVEMBER 2018

TRAINING UPDATEIt’s the ten-year anniversary of the signing of the RSME Public Private Partnership (PPP) Contract and that decade has seen an impressive amount of change. A casual.. Read more on page 11

DEMS BOMB DISPOSALDefence Explosive Ordnance Disposal (EOD), Munitions and Search Training Regiment (DEMS Trg Regt) operates across two sites. The first is the more established... Read more on page 5

FEATURE: INNOVATIONThe Royal School of Military Engineering (RSME) Private Public Partnership (PPP) between the Secretary of State for Defence and...Read more on page 15

WELCOMEWelcome to issue 18 of RSME Matters. Much has changed across the RSME Group since issue 17 but the overall challenge, of delivering appropriately trained soldiers and military working animals...Read more on page 4

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We’re always looking for new parts of the RSME to explore and share within RSME Matters. If you’d like us to tell your story then just let us know.

Nicki Lockhart, Editor, [email protected] Ian Clowes, Writer and Photographer, 07930 982 661 | [email protected]

Front cover: Bomb disposal training in action at DEMS Trg Regt – see story on page 9. Back cover: Royal Engineers approach the Rochester Bridge over the river Medway during a recent night exercise.

Photography: All images except where stated by Ian Clowes | goldy.uk Design and production: Plain Design | plaindesign.co.uk

Printed on FSC® (Forest Stewardship Council) certified paper, which supports the growth of responsible forest management worldwide.

Contents

2 RSME MATTERS ISSUE 18

KITCHENER BARRACKSOne of the oldest military sites in the UK, Kitchener Barracks in Chatham, Kent, is being redeveloped into residential accommodation after being... Read more on page 34

HEALTHIt’s estimated that workplace stress is the biggest work-related loss, costing businesses £34.9bn every year. Mental health issues often go unrecognised or... Read more on page 26

DATR EQUINEHorses have played an important role in the Army for many centuries. The Defence Animal Training Regiment (DATR), formerly known as the...Read more on page 29

ENVIRONMENT AND SOCIALEvery organisation has an impact on the environment and the world around it. Businesses are increasingly aware of the importance of this corporate and environmental social responsibility. The RSME Group...Read more on page 23

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Welcome to issue 18 of RSME Matters. Much has changed across the RSME Group since issue 17 but the overall challenge, of delivering appropriately trained soldiers and military working animals while maintaining service excellence, continues to be met, even with the increasing financial pressures present throughout Defence. These pressures require the RSME to work more smartly and to identify and take advantage of innovative new ways of working. The Special Feature in this issue looks at innovation at the RSME and explores how everyone can play their part in the identification and deployment of innovation, whatever their role.

August marked the ten-year anniversary of the signing of the RSME PPP Contract, and in this issue training transformation is reviewed to date to examine its impact across the RSME.

The DEMS Trg Regt operates from two sites at Bicester and Kineton. RSME Matters follows the latest EOD & Search students as they move from soldier to bomb disposal expert, an important and

technically demanding role in an ever changing and challenging environment, both at home and overseas.

Health and wellbeing have had a renewed focus in recent months. A long-term initiative looking at mental health and wellness was kicked off at Brompton Barracks earlier this year, including a full day’s exhibition where personnel could explore all aspects of their physical health and wellbeing. RSME Matters looks at what was involved and the benefits of learning more.

It’s not only the health and wellbeing of the personnel at the RSME that is under the spotlight. This issue follows the equine

experts at the Defence Animal Trg Regt at Melton Mowbray as they select, train and maintain the wide range of horses used by the Army today, keeping health and safety very much to the forefront.

Along with shining a spotlight on the present and future, there’s also a historical footnote as the Kitchener Barracks redevelopment nears completion.

RSME Matters looks at initiatives across environment, energy and social issues, which combine to show that the RSME is a vibrant and effective training centre of excellence that continues to develop within the framework of the RSME PPP Contract.

Welcome

NEWSLAND WARFARE CENTRE

As part of a general restructuring, the RSME Group now reports to the Land Warfare Centre (LWC) who assume the role of Training Requirement Authority (TRA). The RSME Group will fulfil the role of the Training Delivery Authority (TDA). This brings together both individual and collective training under a single command and should shorten the communications channels, enabling swifter response to changing training requirements as well as improved feedback from the Field Army.

DEFENCE CBRN CENTRE

From April 2019 the Defence Chemical Biological Radiological and Nuclear Centre (DCBRNC) will join the RSME Group. Based at Winterbourne Gunner on the southern edge of Salisbury Plain, the DCBRNC designs and runs tri-service courses qualifying personnel for operational, training and staff CBRN roles. The site was established in 1917 and has played a key role in this challenging area since then. In 2005 a major refurbishment was completed and the centre assumed its current name. The Centre is also home to the Joint CBRN Medical Facility and the DCBRNC Technical Support Group (TSG).

COMBAT SAPPER AWARD

In July 2018, Garry Applin, Kevin Hall and Steve Scott were presented with the Chief Royal Engineer’s Commendation by Brigadier Matt Bazeley pictured above. This small Holdfast/Babcock team has been responsible for fundamentally transforming the way combat engineer training is delivered, using modern and innovative learning technologies. The training is now mission-specific, task-orientated and activity based, making it more realistic and challenging.

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HOW TO BECOME A BOMB DISPOSAL EXPERT

Defence Explosive Ordnance Disposal (EOD), Munitions and Search Training Regiment (DEMS Trg Regt) operates across two sites. The first is the more established base of Kineton, home to the Felix Centre and historically home of ammunition training. The second was newly constructed in 2011 and houses the HQ of the Regt in St George’s Barracks, Bicester. Both sites have access to a wide range of purpose-built facilities with a diverse range of impressive fully immersive training environments. These include replica housing estates, a dual carriageway, aircraft, tunnels, caves, fields, railway lines – complete with freight wagons and a tube train, a deep-water dive pool, forests and several geographically specialist areas and vehicles.

The DEMS Trg Regt employs trainers with years of hands-on experience from operations across the globe and at home. They are kept up-to-date with constant feedback from the Field Army and emerging threats across the world to ensure that they are producing operators capable of meeting today’s challenges. In turn, the trainers are supported by a large team of experts that manage the maintenance and development of a constantly changing training estate, the fleet of support vehicles, including the Remote-Controlled Vehicles (RCVs), which brings its own special challenges, and specialist equipment ranging from EOD suits to operator team kits that need to be in perfect working order to deliver training. Adopting many of the innovations and transformation processes, seen elsewhere within the RSME Group, is made possible through the provisionof the latest IT and an innovative and proactive in-house content development team.

DEMS bomb disposal

The DEMS Warrior symbolizes that the training, whether Search, Explosive Ordnance Disposal (EOD) or maintenance of munitions, prepares the students to deal with explosive hazards in all their forms. Like them the DEMS Warrior stares into the fiery mouth of the dragon, often alone, relying simply on skill and courage to deal with the threat.

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Furthermore, the drive for realism and quality training sees every wall and corridor used to display subliminal learning materials. This learning environment is not only aimed at developing the students but also the trainers. These trainers are updated with modern approaches to training and also new equipment they can employ within their own instruction.

There are many images in the public eye that sum up what is generally thoughtof bomb disposal; for some it might be the fully suited operator taking the long, lonely walk towards a suspect package in a city centre; for others, it is Afghanistan or Iraq and the terror and horror inflicted by Improvised Explosive Devices (IEDs) and suicide bombers. Hollywood, of course, has captured the bravery and heroism in several feature films where, often single-handed, a bomb disposal operator has saved the day through a series of increasingly incredible actions.

There is, however, a series of questions that Hollywood fails to answer. What is a bomb disposal expert? And what part does the RSME Group, and the DEMS Trg Regt, play in their training?

To give them their correct name, the Defence EOD Operator (Def EOD Op) can deal with both conventional munitions and IEDs. Once fully trained, they can operate within the UK or overseas within units such as 33 Engr Regt (EOD & Search), 35 Engr Regt (EOD & Search) 101 (City of London) Engr Regt (EOD & Search) or 11 EOD Regt Royal Logistics Corps (RLC), which sit within 29 EOD & Search Gp part

of 8 Engr Bde. EOD is carried out across all three services including 5131(BD) Sqn (Air) and Fleet Diving Group (Navy).

These units provide support to ongoing operations around the world, UKMilitary Aid to Civil Authorities (MACA) and UK Special Forces as well as helping prepare for contingency operations, often working alongside partner agencies and international organisations.

Typical tasks that the Def EOD Op could be involved in can be varied and diverse. The disposal of conventional munitions, such as recently discovered unexploded ordnance, is a common task, often conducted in busy city environments where the find has been the result of recent excavation for new office building construction. Equally,

weapons range clearance and the disposal of out of date or damaged munitions are a routine part of the role. In an age of growing terrorism, the Def EOD Op will also be seen deploying RCVs from their trademark

‘Wedgewood’ van, to investigate a suspect package or make safe or destroy an IED.

The EOD world is truly multi-service, bringing together the UK Tri-services with civilian ‘blue light’ organisations. DEMS Trg Regt provides all the training to ensure that the operators have the knowledge and skills to meet each challenge safely and effectively. The Def EOD Ops are drawn from a range of cap badges from across all three Services. The Navy also undertake specialist underwater training at DEMS Trg Regt to tackle water-based munitions and threats, particularly those threats that have emerged as a legacy of the World Wars.

The Def EOD courses focus on tackling munitions and IEDs that are live and a threat to life and infrastructure,

that can be potentially activated by the use of time, command operated devices or booby trapped IEDs, known as Victim Operated (VO) IEDs.

The DEOD Operator courses focus on tackling munitions and IEDs that are live and a threat to life and infrastructure, that can be potentially activated by the use of time, command operated devices or booby trapped IEDs, known as Victim Operated (V)) IEDs


The route to becoming a Def EOD Op is challenging as can be seen onpage 14 (for a Royal Engineer Sapper). There are no specific qualificationsrequired to apply for the role. Entry for a Royal Engineer Sapper, for example, willbe via the Elementary (0805) course and progressing through the Intermediatecourse (0804), normally as a LCpl or Cpl, before tackling the Conventional MunitionsDisposal (CMD) Operator course (0064) and the IEDD Operator course (0039).

New students come from a range of backgrounds. Some may already beattached to an EOD unit, whilst others may have no EOD experience at all.The 11 week CMD Operator course is the first of two stages to achieve fullDef EOD Op certification.

The second phase of the Def EOD Op training is the IEDD course (0039). Thiscourse is taught at Kineton and involves the training required to handle anddispose of IEDs. Visitors to Kineton will recognise the classic bomb suit and RCVs used by the students during this training. RLC students can, if needed, complete the IEDD course first.

Of course, training doesn’t stop there. The Advanced EOD Operator (Adv EOD Op) course builds on this knowledge and trains operators to tackle situations where there is a higher level of perpetrator sophistication and/or where the operator is intentionally targeted. This is a very specialised course and has a particularly low pass rate with operators often having torepeat the course before being successful.

An additional course, the Advanced Manual Technique course is unusual in that it enables operators to operate in pairs to tackle a range of challenges. Much of the material and techniques taught is highly sensitive and constantly changing to meet new and different threats.

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MUNS SQN

The MUNS Sqn teaches all aspects of conventional munitions. This isn’t restricted to their disposal but includes an understanding of their nature, purpose, design and effect. MUNS Sqn is the home of the Ammunition Technician and Ammunition Technical Officer (ATO) who are trained to identify and mitigate explosive safety risk and maintain UK munitions to maximum operational effectiveness. These roles require a deep technical understanding of all aspects of the whole life management of ordnance munitions and explosives. In addition, the Ammunition Storeman course is taught within MUNS Sqn.

All Arms (AA)-UAS

Authorised (Auth) Representative (Rep)-road

Auth Rep-rail

Ammunition Technical Operator (ATO)

Ammunition Technician (AT) class 1

AT Class 2

International AT/ATO

FIRST APPROACH

Throughout the 0064 course students are constantly challenged and evaluated. One of the first real opportunities for them to demonstrate their new-found skills is Ex FIRST APPROACH. Working in small groups, the students must evaluate, identify

and neutralise the threat. The trainers set the students a range of exercises based on real-life scenarios. Trainers take on several roles such as reporting civilians, supporting troops and HQ experts creating a realistic environment in which students will make

the first approach to an unidentified threat.

DEMS Trg Regt doesn’t only train the Def EOD Op suite of course. Annually over 2,500 students will pass through the Regt within one of the four training Squadrons.

DEMS Trg Regt doesn’t only train the DEOD Operator suite of course. Annually over 2,500 students will pass through the Regt, taking part in one of the 43 courses offered through the four Training Squadrons


CMD SQN

The ‘home’ of the Def EOD Op course, CMD Sqn teaches the skills, techniques and knowledge required to render harmless munitions, conventional explosive devices and both biological and chemical weapons. Training both the No2 and elementary operators as well as the Def EOD Op.CMD Sqn also provides the maritime specific courses for the Royal Navy and International students and runs additional courses in specialist equipment such as the Abrasive Cutting Equipment (ACE) which enables safe entry to large munitions.

Elementary EOD

Intermediate EOD

Abrasive Cutting

Route Proving and Clearance

RN EOD Diver

Def EOD Op No1 Pt1

International Diver

(Intermediate and Advanced)

International EOD

IEDD SQN

The IEDD Sqn teaches all aspects of IED reconnaissance, disposal and neutralization techniques for both overseas theatres and counter-terrorism operations within the UK. As well as the suite of courses comprising the Def EOD Op No2, Def EOD Op and the Adv EOD Op courses the Sqn also trains the vital Electronic Countermeasures (ECM) Operator who assists the EOD Operator in the assessment and counter of the threat presented by radio controlled IEDs.

Def EOD Op No1 Pt2

Def EOD Op No2

Def EOD ECM

Adv EOD Op No1

Adv EOD Op No2

Adv EOD ECM

RCV Maintainer

International IEDD

SEARCH SQN

The principles of Search are based upon the detection of explosive devices before they can cause harm to life or damage to property. Almost every ground operation in recent years has involved some aspect of Search. Several levels of courses are available from basic and intermediate All Arms courses to the Advanced Search course. DEMS Trg Regt is also the Ground Sign Awareness Centre of Excellence within the UK. Search Trg Sqn also directly supports the Police National Search Centre, delivering training to Police Search Teams and Advisors nationwide. A bespoke Advanced Search course is delivered to Reserve personnel. In addition, the Sqn also run an international search course each year.

DASA

DAST

HES

Specialist Equipment Search

International Search Advisor

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INTERNATIONAL TRAINING

DEMS Trg Regt has a world-wide reputation and believes that the opportunity to provide international training courses plays a vital role in bringing security and stability to the unpredictable world we live in today. As well as the standard courses listed, the Regt can provide bespoke courses that offer EOD capability for specific conditions, environments orthreats that students might encounter. Working together with the client, the DEMSexperts will assess the requirement and build a custom-built course to provide an efficient and effective training solution.

International courses:

CMD:

International intermediate/

advanced diver

IEDD international course (Felix Centre)

Search:

NATO Search Team

NATO Search Advisor

International Search Advisor

Munitions:

International AT

International ATO

FUTURE

Looking to the future it is obvious that there will always be a need for the skills and techniques taught by the DEMS Trg Regt. Adapting new approaches to training, introducing novel and innovative technologies combined with the excellent links to the Field Army ensure that the training is always fit for purpose and that students are up-to-speed on all the latest threats and risks.

Whatever the challenges, the role of the Def EOD Op, the bomb disposal expert, will continue to be important within the Armed Forces and DEMS Trg Regt at both Bicester and Kineton are be proud to play such a central role in their many operations both within the UK and overseas.

Sergeant RE Senior Non Commissioned Officer Course

1 RSME

Duration 2 weeks

RE Field Sergeants Course

3 RSME

Duration 10 weeks

Senior Non Commissioned Officer Command Leadership and Management Course

Duration 3 weeks

Staff Sergeant Warrant Officer Warrant Officer Command Leadership and Management Course Part 1

(Arms and Service)

Warrant Officer Command Leadership and Management Course Part 2

(Work Place Induction)

Warrant Officer Command Leadership and Management Course Part 3

(Professional Development)

Lance Corporal Military Engineer Class 2 – 1 Course

3 RSME

Duration 10 weeks

A1 Trade Course

Sapper EOD Class 2 Training in Regiment Training

Duration 6 months

Potential Non Commissioned Officer Cadre

Duration4 weeks

Junior Commanders Course

3 RSME

Duration 3 weeks

Corporal

0805 Class 3 EOD Training

DEMS Bicester

Duration 2 weeks

Defence EOD No 2 Course

DEMS Kineton

Duration 8 weeks

0804 Class 1EOD Training

DEMS Bicester

Duration 4 weeks

Defence Advanced No 2 Course

DEMS Kineton

Duration 6 weeks

0064 DEOCPhase 1 Course

DEMS Bicester

Duration 11 weeks

Sapper Lance Corporal – Corporal Sergeant – Warrant Officer

0052 DEOCPhase 2 Course

DEMS Kineton

Duration 8 weeks

Advance IEDD Course

DEMS Kineton

Duration 6 weeks

Junior Non Commissioned Officer Command Leadership and Management Course

Duration 3 weeks

RE Field Section Commanders Course

3 RSME

Duration4 weeks

Royal EngineerExplosive Ordnance Disposal Qualification Pathway


Training updateIt’s the ten-year anniversary of the signing of the RSME Public Private Partnership (PPP) Contract and that decade has seen an impressive amount of change. A casual observer cannot fail to be impressed by the new build accommodation as well as the vastly improved domestic and training infrastructure, which has transformed the training estate. However, more impressive still are the fundamental changes to the training methods at the RSME Group both in terms of direct delivery and in the new approaches, support teams and processes that underpin the training.

Right from the earliest days of the PPP, the focus was upon the student. The goal was always to make the process of learning more engaging and realistic, whilst ensuring that the trained Royal

Engineer remained suitably equipped and qualified to meet the demands of the Field Army. At the same time, rapid advances in technology have been fully recognised and incorporated as tools and approaches wherever they are seen to add value.

The military and the Army in particular, continue to face fast-paced and varied demands. A critical factor of any training programme must be the capability to meet these present and future challenges. The RSME Group has always maintained effective communication with the Field Army both through formal links such as the Royal Engineer Training Development Team (RETDT) but also through extensive reach-back activities that ensure a constant up-to-date awareness of the latest challenges and operational experiences. In addition, the presence of experienced military personnel within the RSME Group brings

practical real-world experience that can be shared with students and trainers alike.

In addition Holdfast trainers also deploy to overseas locations to provide essential training either to Royal Engineers on operations or to locally employed contractors. In recent years this has included support in Kenya, Belize and the Falkland Islands. There is no typical deployment. Training can cover a wide range of basic plant operation to more specialist qualifications.

WHAT IS TRAINING?

A function of command

Continuous and progressive

It must be relevant

It must be challenging and interesting

It must be realistic

It must have an aim and objective(s)

It must be continually reviewed for effectiveness

It must reflect operational doctrine

It must be permissive of error

It must be appropriately safe

It must be exploited

(Combined Arms Operations: Vol 1, Part 7)

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In Kenya and Belize the team trained local contractors to operate a range of plant equipment whereas in the Falklands Specialist Qualification training was provided to deployed Royal Engineers on Wheeled Excavator, Medium Dump Truck and the Kings Trailer. As well as providing a cost-effective solution, the experience is also invaluable for the trainers, giving them an insight into the role of the Royal Engineer on operations overseas.

It was recognised right at the start of the Contract that there was a clear need to challenge the way that training was carried out at the RSME and the training transformation programme was created in response to this need. This has been well documented in the pages of RSME Matters over the last ten years, but it’s worth taking a step back and reviewing progress so far.

ARTISAN TRAINING TRANSFORMATION

The initial transformation efforts focussed on the artisan courses based at Chatham. To date, 55% of these courses have been transformed, with a further 22% in progress and 22% in pilot.

The new training methodology that was adopted is learner led and activity-based. It is enabled by an Enhanced Learning Environment (ELE) accessible 24/7 through issued tablet computers, that allows students to access all learning material, evaluation quizzes and games at any time. The ELE also provides a platform for trainers to review and analyse the students’ performance. Over the duration of the course the student develops an online portfolio which forms part of the final assessment and counts towards related civilian qualifications.

The main benefit of this adaptive, blended approach is that it can be adjusted for individual learning styles and personal abilities, allowing trainers to focus support when and where it is needed.

One of the key lessons learned has been the importance of establishing the right environment to support transformation, creating the right balance between time, location, technology and the expertise of the trainer.

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ARTISAN PROGRESS

To date, 55% of these courses have been transformed, with a further 22% in progress and 22% in pilot


The new approach has resulted in a significant reduction in the length of courses; an average of 23%. The increased flexibility inherent in the transformation approach has also resulted in a major reduction in the number of Students on Holdover, as students can progress at their own pace and also re-join a course following injury or illness.

On completion of the transformed courses students are more confident and proactive, having had the ability to progress through the training at their own rate. With the emphasis on achieving good operational outcomes, students are competent in practical situations and have a positive sense of achievement on completion of the course.

Centralised course materials, housed in the ELE, can be more easily kept up-to-date to ensure that students are accessing the best possible source and training materials. Developed by the specialist training development technical team, the online materials should always represent the best available training material. Involvement with the trainers as subject matter experts (SMEs) during the course redesign ensures that all material is relevant, accurate and appropriate. Any lessons learned or feedback from the Field Army can be quickly incorporated centrally into the course content.

The quality of the training output is regularly subject to both internal and external evaluation to ensure that the needs of the Field Army are being met and that the training is delivered to

the required standards. Trainers have commented that students returning on more advanced courses who had already completed transformed courses were better prepared and more able to engage.

As the course content is modular, updating is much easier and additional specialist courses, for example for Reserve personnel, can be easily and effectively developed using existing material.

The transformation programme has now extended to include the longer courses such as Clerk of Works and Military Plant Foreman.

TRAINING TRANSFORMATION ENVIRONMENT

Investment in technology

Pan-site WiFi access

Mobile tablet devices (1,000+ deployed)

Dedicated learning spaces

Command Training Facility (Minley)

Soldier Space (Brompton)

Burgoyne Study Centre (Minley)

Investment in training facilities

Classrooms

Workshops

Investment in trainers

Continuous professional development (CPD)

Coaching and mentoring

Level 5 teaching qualifications

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COMBAT SAPPER UPDATE

Project Combat Sapper was the focus of the ‘Special Feature’ in RSME Matters issue 17. The scope of Combat Sapper stretched from the initial B3 course, which takes the individual from basic soldier to Royal Engineer Sapper, through the more advanced B2 and B1 courses and up to Junior Non-Commissioned Officer (JNCO), Senior Non-Commissioned Officer (SNCO), and Quarter Master Sergeant Instructor (QMSI). The majority of this training takes place at Gibraltar Barracks, Minley.

Supported by the same investment in technology, infrastructure, equipment and training as the artisan transformation, Combat Sapper also brings in the concept of a common training scenario – the Decisive Action Training Environment (DATE). Whereas previously training was trainer and equipment focussed, it now follows the real-life phases of operations such as preparation, mobility and sustainability. Training tasks are mission-based, and the completion of tasks fulfils multiple learning points and allows personal technical and leadership development for both students and trainers.

Underpinning knowledge is delivered by e-learning and formative testing. The trainer takes on the role of section commander (for the B3 courses) and is able to reinforce learning through structured questions and activities. Over the duration of a course, trainers develop an excellent understanding of the students’ capabilities and are able to tailor support accordingly.

Students now come to the practical exercises better prepared, and as a result they are able to spend a greater proportion of their time on the training area, participating in practical training and working together as a section. Initial findings are very positive, and include:

Higher overall pass rate (+5%)

Increased competency

200% increase in training time

Encouragement of peer to peer learning

Training related closely to Field Army roles

Wider access to course materials, including pre and post course access

Combat Sapper courses are now fully operational for both B3 and B1 Combat Engineering courses, having received positive internal evaluation feedback. In addition, the transformation of the Field Section Commanders’ Course is complete, the QMSI Course is progressing through the pilot stage and the Field Sergeants’ Course pilot commences in January 2019. All courses are being mapped across to the relevant Reserve courses. The suite of Assault Pioneer Courses from Assault Soldier to Assault Pioneer SSgt are also in development.

Lessons learned from Combat Sapper are unsurprisingly very similar to those from the artisan transformation. These include the need to have an effective communications plan and to identify champions and supporters early in the process to ensure buy in. It is also important to base any transformation project on the basis of current requirements, as this will drive progress.

The infrastructure and technology must be in place and effective to support the new approach. In the case of Combat Sapper, this included a major refurbishment and redesign of the external training area to create the training lanes required to enable the common scenario-based exercises. Tablet availability and WiFi connectivity to the ELE from all training locations was

critical to enable both students and trainers to access course materials at all times.

Course content development was another important element. The presence of a dedicated team working alongside the trainer SMEs was essential. The input of the SMEs cannot be underestimated and it has always been important to allow them time to contribute and to also provide them with the appropriate training. This enabled them to understand and support all the elements of the change management process as well as the specification and generation of new course content.

The final lesson learned was the strength of the Holdfast/RSME partnership. This enabled a level of collaborative working that brought together all key stakeholders on a regular basis, all working to a common goal. Without this ability the process would have been far more difficult.

Ten years on, the substantial changes to the training programme are proving a resounding success. With new lessons being learnt and applied at each step of the way, hand-in-hand with the application of new technology, positive changes are apparent in the competency and attitude of students. Holdfast won’t rest on its laurels though and will continue the drive for excellence during the remainder of the transformation process and beyond.

To find out more about the Combat Sapper project, download the special feature in RSME Matters 17 at www.holdfasttraining.co.uk/ rsme-matters


FEATURE

The Royal School of Military Engineering (RSME) Private Public Partnership (PPP) between the Secretary of State for Defence and Holdfast Training Services was signed in August 2008. The 30-year Contract aims to improve training through upfront investment and the introduction of best practice from across the commercial sector. As well as a 7-year construction phase, the Contract includes training delivery, training support, hard FM and soft FM services.

In order to manage such significant change within a large and long-established institution, a different approach and ways of working were required. With only a short lead-in time before service delivery was due to commence (January 2009), a period of intensive planning, training and live exercises was undertaken and a central Service Support Desk (SSD) created. The SSD, which acts as a single point of contact for service delivery across the RSME PPP sites, proved integral to the seamless transition from Authority to Contractor delivered services and is key to the Contract’s continued success.

Innovationat the RSME Group

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Early in the Contract, a consultancy firm was engaged to determine how best to ‘transform’ the training to achieve the desired outcomes: cost and time savings, early release of trained soldiers back to the Field Army and most importantly a better trained soldier. The study identified an innovative approach to the redesign and delivery of the technical training courses at Chatham through the adoption of the Fixed Mastery Variable Time (FMVT) methodology; a very different

approach to the traditional training methods in-place at the RSME. However, through a comprehensive change management programme focussed initially on Fabricator trade training, the methodology was successfully implemented. The transformation programme has now been rolled out and a total of 36,500 man-training days have been saved as at 1 Sep 18.

The initiative has been extended to include the more technical and demanding

professional engineer courses of Military Plant Foreman and Clerk of Works and more recently the Combat Engineer continuum of courses under the title of Project Combat Sapper.

This project has required innovation not only in the approach to training but in the development of the training estate to support the many realistic exercises within the new course structure. New training lanes and features such as bridging gaps and mine fields have been created and new technology deployed to enable access to training materials wherever students and trainers might be located.

To add to the realism of the training, Class 3 students train in sections, led by a Cpl trainer throughout their course. The section takes on responsibility for the management of all G1098 (G10) stores for the duration of the course. This brings a real awareness of section operation to the students, mirroring the processes and procedures they will use once they reach the Field Army. Course elements

are carried out as sections and troops, which also creates opportunities for leadership experience and development within the Cpl trainer team. The transformation is continuing with the more senior courses now operating successfully or at pilot stage.

Further examples of innovation can be found in other areas across the RSME Group. Working alongside the Class 3 course at Minley the Physical Training (PT) team realised that the fitness training was not preparing students adequately for the various physical phases of the course. In a radical move, the team restructured the PT, targeting the skills and fitness needs of the course as it develops. For example, ensuring that students have completed strength building training before they tackle the physically demanding bridging element. This has already seen a reduction in minor injuries during training.

To support the FMVT training transformation initiative, one of the critical but less

Across the RSME PPP Contract sites, the simplest definition of innovation, from the Oxford English Dictionary, is the most valid. ‘Make changes in something established by introducing new methods, ideas or products’

16 FEATURE

obvious innovations was establishing the processes and procedures that, together with the appropriate people and resources, turned the Formal Training Statement (FTS) provided by the Authority into a detailed set of training courses and supporting material. The development of this course material remains a very thorough process that involves a multi-disciplinary team working together

with local military SMEs, who create a step-by-step storyboard of each new course to ensure that all the training objectives are met and that use of new and innovative training materials

is defined and captured. Training is provided to ensure the SMEs can effectively participate in the storyboarding process. For other team members, retraining in new techniques such as rapid

authoring skills and specialist software has enabled them to support the development of new course material. However such major transformation doesn’t take place in isolation and much additional work has been carried out across the RSME to enable the process to succeed. This has required all at the RSME to look for new and innovative ways of working and to explore applications of new technologies and methodologies that can be deployed in support of the training effort.

The transformation programme has now been rolled out and a total of 36,500 man-training days have been saved to date

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The application of cutting-edge technology is what most people imagine when innovation is first mentioned and what excites them most. The RSME team was and continues to be committed to learn from the best-in-class and to explore all potential technologies and approaches. Early on, a ‘task force’ was set up to provide an evaluation and review pathway to determine the potential applications of emerging technologies including Virtual, Augmented and Mixed Reality systems, 360-degree live video and immersive simulation.

Technology

VIRTUAL REALITY (VR)

Utilising specialist software and sensors VR totally immerses the user in a virtual world that they can interact with. When VR users look and walk around, the view of the world adjusts in the same way it would if looking and walking in the real world.

Systems are now less expensive, however some users experience motion sickness.

AUGMENTED REALITY (AR)

Similar to VR, AR allows a view of data through a headset and sensors. However the information is overlaid onto a view of the real world. Many smartphones now run augmented reality gaming applications such as Pokémon.

Systems are currently expensive and of limited availability but are seen as the ‘Rolls Royce’ solution.

MIXED REALITY (MR)

This combines the best of both VR and AR. MR allows the user to see the real world plus additional virtual objects that can be anchored to points in real space. Interaction with the objects is possible and as the user is sensing his real surroundings the systems can be operated safely and single-handedly.

18 FEATURE

Through this process, some technology was quickly deployed including in-house 3D-printing to produce training aids and environmentally friendly dummy munitions for use on exercise. Also, live-streamed video was used to provide feedback (via cab-mounted tablets) during Plant Operator Mechanic training. An obvious next step on from this would have been to introduce virtual reality simulation, however early trials highlighted an issue with motion sickness that has limited its use.

Although new and emerging technology can often appear to be prohibitively expensive, early trials and pilot work should still be encouraged as useful feedback can be gained that can be revisited once costs inevitably reduce as technology matures. An example of this was the use of 360 degree imaging in the Plant Operator Mechanic training area. Through a live trial it was proven that the technology would add real value to the training environment. The early camera arrays were heavy and expensive, though, and the image processing computer-intensive and very time consuming, and so a decision was taken not to proceed. However as the technology advanced and cheaper off-the-shelf commercial units that could live-stream 360 degree video became readily available, this decision was reversed and

360 degree imaging is now successfully deployed within the training environment.

Another idea was to move more training from the classroom to the training areas through the use of battery-operated portable projectors. Whilst this would have enhanced the training experience, the cost of the portable projectors precluded their use. However over time, the price of projectors decreased significantly and they were able to be successfully introduced within the field training areas; both for after-action reviews and the delivery of direct training content. The

projectors, combined with the installation of power supplies, upgraded shelters and training facilities as well as the ability to access Wi-Fi, mean that students and trainers are no longer tied to the classroom and much of the training can be conducted in the field.

An exciting stand-alone simulation environment based around the Virtual Battlefield 3 simulation system has been created at Minley; the Command Training Facility (CTF). Customised to support the Combat Sapper courses and the common operating scenario, the facility allows

the simulation of battlefield engineering tasks and the practice of radio and other communication protocols in real-time. The facility enables the students to experience a realistic battlefield environment complete with background sounds and the separation of participants within various vehicle-based roles. It has proven to be an excellent preparation for the live outdoor exercises. Previously this type of training could only be carried out at specialist, off-site locations, often with restricted availability.

EXAMPLES OF INNOVATION (TECHNOLOGY)

Installation of high-capacity broadband and WiFi to enable the use of tablet computers 24/7 by students and staff

Development of accessible online systems such as the Enhanced Learning Environment (ELE) and Modular Object-Orientated Dynamic Learning Environment (MOODLE)

Use of mobile tablets

Development of an in-house facility to carry out on-site tablet repairs

Utilisation of problem and task-based e-learning design

Introduction of QR codes on credit cards and posters/welcome packs

Pilot of virtual, augmented and mixed reality

Utilisation of 3D printing utilised (eg model batteries to allow practical exercises)

Facilitation of distance learning and reach-back

Use of subliminal learning and gaming applications

Introduction of an electronic parking management system

Deployment of 360 degree images and video

Wider exploitation of simulation technologies

Use of live video feedback during training

Deployment of modern interactive AV technology

Wider use of video, animation, audio and other non-text media

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Innovation is not just limited to the direct delivery of training. The new Single Living Accommodation was built using modular construction techniques which significantly shortened the on-site construction times and enabled the projects to be completed on time and budget. Similarly the development of the estate at Minley has been an important enabler, supporting the Combat Sapper transformation process. New training lanes and the redevelopment of existing training areas provide

a tailor-made solution that supports the delivery of scenario-based training.

THE BURGOYNE CENTRE

An existing model room at Minley was scheduled to be refurbished, however during the design phase it was decided that a model room was no longer required and that the space could be used for another purpose. The resulting Burgoyne Centre is a modern educational facility complete with Wi-Fi, immersive learning technologies,

break-out areas and syndicate rooms, all accessible 24/7.

Holdfast is also leading the way in the facilities management arena through the use of drones within a MoD environment and was the first company to be fully certified, meeting not only the CAA licensing requirements but also satisfying specific MoD security and access constraints. The use of the drone enables engineers to safely inspect high-level assets, something that previously required complex, time-consuming and

expensive traditional methods, such as the installation of scaffolding or deployment of mobile access platforms.

The installation of low energy lighting and light tubes to bring daylight to offices which have no or limited access to natural light all further contributes to the day-to-day welfare of staff and students. Additionally it is anticipated that the newly deployed energy management system will have a positive impact both financially and on the environment.

Development

QR CODES

Students need easy access to induction and training material and historically this information was delivered in many forms, by various means and was not always up to date. In order to standardise how and what information was delivered, a long-established technology, QR codes, was identified as the most efficient

and effective way to deliver the information, particularly as the majority of, if not all, students have access to smart phones and tablet computers. The technology is also used on credit cards and posters enabling students to access the information via their device in the classroom, workshop, canteen or accommodation.

3D PRINTING

A 3D printer was purchased to evaluate how the technology could be used at the RSME. Many demonstration items were produced and the results shared during innovation demonstration days. Following one event an trainer had the idea to use the 3D printer to create models of batteries that could then be used to instruct

students in the connection and operation of batteries sets in the classroom, before they moved onto live systems. Following on from this success, several other 3D printers were purchased and many more complex training aids produced in-house with significant associated cost savings.

20 FEATURE

While many of the innovations employed across the Contract are a direct result of the training transformation process, many others resulted from the need to solve a particular problem or the realisation of how existing technology could be utilised at the RSME to further enhance the learning and work environment. Most of these ideas were and continue to be generated by the ‘shop floor’ supported by Line Management, with pilots and trials regularly funded and used to assess utility, particularly if implementation would result in a radical change to working practices, or if costly. This process not only allows failure and the learning of lessons but also following a successful trial, enables later implementation if initial investment costs prevent the idea being applied in the short term. Forums for sharing innovations are useful to introduce new ideas to a wider audience and in particular to those who may be able to utilise and implement within their own areas of responsibility. However

it is important to recognise that innovation can also be seen as a threat or challenge by some, as a first reaction can be either that the introduction of new technology and processes will lead to jobs cuts or the role of the trainer will be diminished; effective communication and training can tackle these concerns. For example, training transformation included the

move to centralised electronic-based course materials. This was a challenge for some of the trainers to accept as many had developed their own bespoke

comprehensive set of resources and training materials. Fear of the unknown and the challenge of adopting new ways of working and methodologies added to the uncertainty. This was recognised and through a combination of meetings, forums, briefings and most importantly training, centralised electronic-based course materials were developed and

implemented successfully. Also enthusiastic early adopters (local champions) played a major role in the training transformation process and

acted as informal ambassadors for change, often diffusing feelings of threat and demonstrating to their peers the challenges and benefits that they can expect to encounter on the road ahead.

TRIALS PILOTS

RE V I EW RE V I EW

ApplicationsProblems

Technology

Ideas

Innovation Teams/Forums

Fear of the unknown and the challenge of adopting new ways of working and methodologies added to the uncertainty

Process

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The 30-year term of the RSME PPP Contract encourages long-term investment and thinking

Partnering and trust underpin the ability to manage and implement change

Innovation can be a catalyst for successful change and transformation or provide enabling support

Innovation is not just technical in nature

Investment is required in people, facilities, systems and technology

These elements are critical to create a culture of innovation:

- Essential to engage and train staff in new methodologies and processes

- Communications, procedures, processes and evaluation must be effective

- Success should be celebrated but equally failure must be permitted

- Lessons learned and best practice should be shared both within the RSME and beyond

‘Older’ technology or systems can be used innovatively (for example QR codes)

Potential innovation that may not work in one area may transform another

Innovation must add value and not be at any cost

Lessons learned

In SummaryAt the RSME, training transformation is the visible and quantifiable success that highlights the benefits of operating within a culture of innovation. However, no innovation stands alone and it is only by committing to a series of investments and projects, involving people, technology, IT, infrastructure and support services, that this transformation has been achieved. Freethinking and the freedom to explore new ideas is key and should be encouraged but contained within a framework to ensure only the best solutions are selected that enhance the learning and/or working environment. The work to transform the training continues with the more complex technical courses being piloted and the Combat Sapper project moving on to the RE Troop Commander Course.

Holdfast is committed to continuing to invest and innovate at the RSME and is proud of what has been achieved since the start of the RSME PPP Contract.

1,000 people, 1,000 ideasIdeas can come from anywhere

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With initiatives involved in everything from waste reduction to promoting Science Technology Engineering and Mathematics (STEM) in local schools, the RSME Group considers socially responsible investment as an important and growing priority. Some of the more recent initiatives are explained below.

FOOD WASTE REDUCTION

The challenge for any catering organisation is the production of a well-balanced, nutritional and varied menu whilst keeping food wastage to a minimum. And for the RSME catering teams it is no different, with ever changing student numbers and meal uptakes varying on a day to day basis. To tackle the problem two new initiatives have been introduced by ESS. The first is the introduction of the ‘Winnow’ technology and involves the weighing and electronic recording of all waste produced during the catering process, including the kitchen preparation areas and the food waste left over after each meal. In real time this information shows staff the value of each item thrown away, which not only drives behavioural change but enables them to track how and what food is wasted and to identify areas where food waste can be reduced. The initiative has proved so successful

at the RSME, with a reduction in food waste of over 30% being achieved since its introduction, that it is being adopted across the whole of the Compass Group.

The system also enables catering staff to monitor the 12-14 potential allergens used within the menus and to provide suitable information at the point of sale so that the consumer can identify any potential risk before purchasing food. The new online system, utilised by the team at the RSME, replaces a complex paper-based system that previously required the completion of over 17 separate forms daily

and has reduced the potential number of errors inherent in the manual system.

The other recently introduced initiative at the RSME is the use of multi-temperature vehicles for deliveries allowing frozen, chilled and ambient foodstuffs to be delivered on a single vehicle. This streamlining of the supply chain has directly reduced the environmental impact of the catering operation with the number of vehicle deliveries reduced from nine to three per week. Also, by working together with their suppliers, single vehicles are now delivering products to ESS from multiple sources.

Environment and SocialEvery organisation has an impact on the environment and the world around it. Businesses are increasingly aware of the importance of this corporate and environmental social responsibility. The RSME Group is fully behind this concept, looking for opportunities to operate in an environmentally sustainable way while at the same time making a positive contribution to the community at large and particularly those with engineering links.

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THE ELIMINATION OF PLASTIC

Single use plastic cups have been in the national headlines recently as a major concern for the environment. Recognising this, at the water fountains installed at key locations Holdfast has replaced the plastic drinking cups with paper drinking cones that after use can be dropped into the nearby recycling bins. The Fitters’ Café at Chatham is also offering a 25 pence discount on all drinks if a reusable cup is used, an initiative that is proving very popular and also results in a direct reduction in waste production.

Customers can also come into the Fitters’ Cafe and request used coffee grounds for free. The grounds can be used to bring a garden to life either as a natural plant fertiliser or to create a naturally balanced compost pile. Apparently the grounds are great for fending off snails and slugs too!

CLEANING

ESS is using a new cleaning system that uses stabilised aqueous ozone (SAO) as the primary cleaning agent on hard surfaces to replace the chemical-based cleaning products traditionally used. An innovative system converts the oxygen found naturally in water to SAO, which is active for up to four hours and is a powerful cleaning and sanitising agent. This process has been certified as safe for use in the most sensitive environments by regulatory bodies across the globe and provides a sustainable alternative to traditional cleaning chemicals and their environmental impact. Not only are costs reduced but the impact on the environment lessened and the number of potential health and safety incidents from the handling of hazardous cleaning materials also greatly diminished.

GROUNDS MAINTENANCE

The RSME Group is a large training estate spread over several sites. The transformation of training across the Group has created both opportunities for and challenges to the natural environment. As part of every development project the environmental impact is reviewed. Where possible trees and habitats are preserved and managed to encourage the local fauna and flora. Examples of this can be seen on the Brompton Barracks site where mature trees were protected during the construction phase of the PPP and are now flourishing, adding both amenity and environmental value to the site. Also as part of the estate management plan all of the woodland environment has been surveyed and is actively managed, allowing local wildlife to thrive. Furthermore, during the planning phase of all infrastructure projects, the RSME works closely with interested parties such as Natural England and various wildlife organisations to ensure

that all is done to safeguard any protected habitats or species. The recent Combat Sapper Project at Minley was one such project, where new training infrastructure was required that involved the removal of trees and the construction of new training lanes and bridging gaps; to protect the local population of slow worms, hand cutting of vegetation was carried out to minimise disturbance of their habitat.

The RSME is proud of the ground maintenance that is done around the RSME PPP sites by the contractor Gavin Jones. Recently, the quality of this work was recognised with the presentation of a National Landscape Award (Limited Public Access category) by the British Association of Landscape Industries (BALI) and in particular for the contractor’s ability to balance the history and military use of the training estate with environmental considerations.

The RSME is proud of the ground maintenance that is done around the RSME PPP sites. Recently, the quality of this work was recognised with a National Landscape Award (Limited Public Access category)


COMMUNITY ENGAGEMENT

The RSME Group is always keen to support community activities, ranging from something as small as the provision of a strip for a local youth football team through to a nationwide initiative such as the Jubilee Sailing Trust, a charity that provides opportunities for people of all physical abilities through the challenge and adventure of sailing tall ships on the open sea (www.jst.org.uk). The range and scope of the support is impressive. In this issue we will focus on Medway activities but in future issues we will look across the RSME Group.

As in all businesses there is a regular cycle of updating of IT equipment. Any redundant equipment that can be used by local community groups after suitable ‘cleaning’ and refurbishment is donated for specific projects.

The RSME Group supports a range of fund raising activities for a wide range of charities. These can include on-site activities such as cake sales and physical challenges through to national and international events.

Some of these events, such as the Carpers for Combat Stress 2018, a 48-hour fishing competition held on 28-30 September 18 at Oak Lakes Fisheries, Southminster, Essex, help to foster a spirit of engagement with the public as well as raising funds for a good cause. Organised by Mark Jobling, Holdfast’s Performance Manager, and Sgt Mathew Herbert of 23 Parachute Engineer Regiment, it raised £1,940. Sixteen anglers, including both serving and veteran Royal Engineers and members of the public took part and the winning pair of fishermen caught an impressive 176lb of carp between them.

Opportunities to engage with local schools are always sought. This year engagement included a competition held in July to design an environmental awareness poster. The theme was the environmental threat from plastic and wet wipes.

Where possible sponsorship opportunities are also offered to local schools and colleges to promote the importance and excitement around STEM as a potential career path. This included Hoo School’s participation in the Jaguar Primary School F1 Challenge, where the school’s team had to make an aerodynamic model F1 car which was raced against other participating schools.

Armed Forces Cadet Groups are hosted in an annual team event where they get the chance to engage with a wide range of Royal Engineering ‘kit’ including combat support boats.

In February and November 2018 the RSME launched and will close the Army Year of Engineering events, which will feature in RSME Matters 19.

2018 also sees the introduction of a new initiative which sees Holdfast sponsor the Kitchener Scholarships which will be awarded to students studying for engineering related degrees.

Practical assistance can also be linked to specific courses. In particular the Military Plant Foreman/Clerk of Works courses always include a community based practical element – possibly the construction or refurbishment of a local footpath, bridge or roadway. One recent project involved the rebuilding of a local footbridge that allowed public access to amenity land for the first time in many years.

Community engagement is also promoted through the Corps Memorial Weekend and support for the Armed Forces Day as well as seasonal events such as bonfire night and Christmas social events.

As well as these official events, routine exercises can sometimes become the focus of more informal public engagement. The recent Exercise on Rochester Bridge by the RETCC, where the local community was able to see Royal Engineers in action ‘up close and personal’, has proven very popular with the general public and senior stakeholders alike. Members of the public turned out to watch the exercise throughout the night and it proved an excellent visual demonstration of the work carried out by RSME.

A charity local to Brompton Barracks, Arethusa Venture Centre in Medway, recently called upon Pearson TQ for help. As part of the Shaftesbury Young People (www.shaftsburyyoungpeople.org) charity, Arethusa run residential courses for children from four upwards from schools, scout and guide packs, charities and foster care organisations. They use their high ropes activity to help build confidence. The activity is one of the most popular at the centre and needed urgent repairs which Arethusa couldn’t afford. Under the direction of Pearson TQ Practical Plant Training Manager Paul Roberts, a team consisting of Garry Shorter, Daniel Cuttill and Phase 2 Training Manager Colin Dimmock provided machinery and manpower to carry out excavation and repair work. They removed the old 15m pole and erected the new 11m pole, setting it 1.5 m into the ground for security. The charity said that they were ‘incredibly grateful’ for the machinery and ‘skilled and friendly’ workforce, and the high ropes activity is now back in service.

ESS has signed up to Project Zheroes, where any excess food is given to local charities and food banks.

CONCLUSION

Each one of these initiatives makes a difference: to individuals, communities and to the environment. In addition the RSME Group is proud to be setting an example to others that organisations can be run in an effective way while still maintaining a proactive programme of corporate environmental and social initiatives.

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The ability to be able to discuss a mental health issue with a line manager without the fear of repercussion by creating an atmosphere of support and understanding is something that both Nik Chapman, Holdfast Managing Director, and the Comdt RSME Group, are determined to achieve.

A long-term commitment that will take time to develop, the initiative was kick-started with a seminar held at Brompton Barracks in May 2018. In his opening

address, Nik Chapman pointed out that whilst the focus of this first seminar was on improving the health and wellbeing of all personnel, students, trainers and support staff by increasing awareness of mental health issues, it also marked an important milestone for the RSME. The seminar signalled the start of a series of events and initiatives to provide managers with the tools to be able to engage successfully with employees and guide and support them through the very real challenge mental health issues provide.

The guest speaker for the day was Jon Gow, an ex-Army WO2 with 22 years’ experience; eight years in the infantry and 14 years in the Royal Army Physical Training Corps. Tours in Bosnia, Kosovo, Macedonia and Afghanistan were followed by a posting as the QMSI at Bordon, and in this last post he was part of the Trauma Risk Management Team as a Mental Health First Aid Trainer. Jon has experienced stress and mental health issues first-hand, both at work and home and is passionate about raising awareness and sharing simple steps that individuals can use to help themselves through difficult times.In his talk, which was at times was very personal, Jon explained that anyone can be affected by a mental health issue and that there are often no major outward signs that can easily identify someone suffering from anxiety or stress. Current statistics show that one in three people affected by mental illness feel

HealthIt’s estimated that workplace stress is the biggest work-related loss, costing businesses £34.9bn every year. Mental health issues often go unrecognised or have a stigma attached, particularly in the workplace, as historically employers have failed to appreciate the damage that such health issues can do to their employees and their business.

Current statistics show that one in three people affected by mental illness feel unable to tell friends or family and also that 80% of service veterans feel too ashamed or embarrassed to discuss it


unable to tell friends or family and also that 80% of service veterans feel too ashamed or embarrassed to discuss it. Whilst the topic is currently high profile in the media, at present 75% of people suffering with a mental issue receive no support, either because they have not sought help or treatment is not readily available. In some cases, the situation can deteriorate so much that it can lead to serious medical conditions or in extremis to suicide; the most common cause of death amongst 20 to 49 year olds.

He highlighted that it takes real courage for someone to admit that they have a problem and even more courage to ask for help. This can be doubly hard in the workplace, especially when management is unaware of how to support an employee with a mental health issue. However, there are often early warning signs of small changes in an individual’s behaviours that can signal that a friend, family

member or work colleague may have a problem. These signs include changes in behaviour, reduced personal care, an unwillingness to chat, missed deadlines, poor time keeping, or something similar. However, Jon was keen to stress that it is not the role of a relation, friend, manager or colleague to diagnose the problem but to offer support by taking an active interest in how someone is really feeling.

The World Federation of Mental Health (WFMH) sums this up in their initiative ‘Take Ten Together’. The aim is to follow ten simple steps to help individuals deal with a mental health issue. At its simplest, this initiative suggests taking time every now and then to catch up with your family, friends, colleagues and employees to find out how they are feeling and reinforce the support that’s available to them. The ten simple steps are summarised in the following box:

TEN SIMPLE STEPS:

If you think something is wrong have the confidence to ask

Talk somewhere private

‘I have noticed that…’ ‘Is everything OK at home/work?’ ‘Let’s have a chat over coffee…’

Encourage them to open up

Actively listen

Provide empathy and show concern

Encourage them to speak to employee Mental Health First Aider

Give encouragement and information

Support with passion

Make sure that their problem doesn’t become your problem

Combat Stress, formerly the Ex-Servicemen’s Welfare Society, is the UK’s leading charity for veterans’ mental health. Set up in 1919, their aim is to help former servicemen and women deal with trauma-related mental health problems such as anxiety, depression and post-traumatic stress disorder (PTSD). They offer life-changing treatment face-to-face, by phone and online to veterans from every service and every conflict. To find out more, visit www.combatstress.org.uk.

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The WFMH also recommends things that individuals can do to help reduce their likelihood of developing a mental health issue and to increase resilience:

Keeping active

Taking up hobbies or sports

Sleeping

Exercising the mind

Eating a balanced diet

Learning a new skill or language

Doing something creative

Making time for friends and family

Socialising

Visiting new places

Taking a break (Take Ten…)

Participating in your local community

Some of these suggestions seem obvious but how many of us put off that promised exercise session or avoid taking up a new hobby? Help is out there and the RSME Group is committed to an ongoing proactive programme of communication, events and support to ensure that wellbeing remains a top priority going forward.

Recognising that prevention is better than cure, the RSME is also running a series of physical health and wellbeing initiatives which were featured during the Health Fair. The event, held in May 2018, was arranged by Holdfast’s Performance Manager Mark Jobling and pulled together experts in a wide range of health-related topics. Everyone at Chatham was invited to go along to learn more about staying healthy, with advice available on everything from good nutrition and exercise to the dangers of smoking. The stands were full of practical advice and activities, with the most popular activity a cycle-powered smoothie blender. Participants selected the ingredients for their smoothie with help from an expert nutritionist, before leaping onto the bike to drive the pedal-powered blender to make their drink. Another stand provided more information on healthy eating and included food and mock-tail samples, recipes and preparation advice from two sous chefs from Chatham. Other stands focused on a number of common but specific health problems, from exploring the dangers of smoking and excessive alcohol consumption to exposure to too much sun. Participants were able to see the direct effect of smoking on lungs, get moles checked by an expert and undertake some basic mobile health screening checks including blood pressure and cholesterol level measurement.

After absorbing all the hard-hitting information available, participants were then able to relax with a neck and back massage. Combined with lunchtime presentations on other health issues, the Fair helped people to identify steps they might take to improve their wellbeing and in some cases a visit to their local GP was recommended.

Further Health Fairs are in planning and already Mental Health First Aid training has been delivered to a number of employees with more courses planned. For more information contact Mark Jobling, details below.

MARK JOBLING

Tel: 01634 822854 Mob: 07775 021114 [email protected]

Holdfast are extremely proud to have won a gold Medway Workplace Wellbeing award in September 2018 under the leadership of Mark Jobling, in their first year of entering. The judges were impressed by the focus on overall staff wellbeing, which included robust health and safety procedures across the site and the presence of an ‘effective and proactive’ system for the reporting of any issues. Other initiatives singled out for comment were training and risk assessments, health screening, communication, wellbeing days, on site catering and promotion of charitable events such as Breast Cancer Awareness.

Both the Health Fair and the Mental Health Day signalled the start of a long-term commitment by Holdfast to improving the health and wellbeing of all at the RSME


Horses have played an important role in the Army for many centuries. The Defence Animal Training Regiment (DATR), formerly known as the Defence Animal Centre, was established in Melton Mowbray in 1901. It was originally founded as a training centre to provide the Army with horses who would go on play their part in two world wars as well as in conflicts across the globe. Today the DATR continues to play a key role in the supply and maintenance of all Army horses, from purchase to final resettlement.

Military horses are an important part of the ceremonial activities carried out in the UK. The horses used for such duties have all been sourced and cared for throughout their career by the team at DATR on the 345-acre site at Melton Mowbray in Leicestershire. Depending upon the time of year, up to 360 horses will be at the Regiment at any one time. Of these, some 36 will be required to support training courses, 30 for remounts or pending retirement and 20 will be veterinary in-patients, referred for care by the mounted regiments. The remaining horses will be ‘resting and recuperating’ between state ceremonial duties or, if newly purchased, in quarantine.

Horses are deployed to two receiving units: The Household Cavalry and The King’s Troop, Royal Horse Artillery. Both have very exacting requirements for the specialist roles that the horses will need to carry out. The Household Cavalry requires black and grey horses with a minimum height of 16.3 hands (1.66m, measured to the withers, the highest point of the shoulders) so that they are able to carry soldiers in full ceremonial uniform. The King’s Troop, on the other hand requires their lines horses to stand no more than 16.2 hands high (1.64m) and their officers’ chargers to stand bigger than 17hh (1.72m). The horses must range in colour from light bay to black so that they can be teamed into colour-matched gun teams of six. The black team are used to carry the coffin during state funerals, and are permanently on 24 hours’ notice. One of the DATR’s key responsibilities is the annual sourcing of new horses. They purchase around 50 horses each year, with many coming from Ireland where the bloodlines have proved a good source of the robust working horses required.

DATR Equine

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Led by the CO DATR, the commissioning team is made up of a veterinary officer and a riding master. Together, the team are responsible for sourcing horses with the right physical attributes and temperament and passing them as suitable for service. The riding master (an appointment rather than a rank in its own right) is ultimately responsible for all aspects of the horses’ ridden work. Half of the horses will be the Queen’s Blacks, destined for the Household Cavalry. As the name suggests, there is no compromise on colour and the horse of choice is the Irish Draught, a powerful and sturdy breed. The horses are generally between four and five years old and may or may not have been broken.

There may also be a need to source specialist horses such as the drum horses

used to carry the mounted timpani drums. These are normally UK-sourced Shire and Clydesdale draught horses, with long backs and the right temperament to stay calm - even when carrying the drums and a rider enthusiastically drumming during a ceremonial parade.

Once selected, each horse is microchipped to avoid any identification errors and is then known as a ‘remount’. The remounts are taken to Melton Mowbray where they undergo a six-week quarantine period to confirm that they are fit and healthy before moving on to begin their training at their new unit.

Once at their unit, the horses are all given a name and regimental number. The regimental number is engraved onto

their hooves and the horses are named following a strict protocol for each regiment. At the Household Cavalry, each year the names will begin with a specific letter of the alphabet. Normally the soldiers at the unit will select the names but occasionally members of the public are asked to send in suggestions. Inevitably names often follow a military theme, commemorating a famous battle, place or soldier. For the King’s Troop horses, the names of the gun team horses all start with the first letter of the CO’s surname. The chargers are traditionally named after characters from the books of the famous hunting novelist R. S. Surtees.

All the horses start right at the beginning with very basic walking in-hand training, regardless of their previous training or experience. Training is carried out by the experienced riding staff and rapidly progresses to the horses working on the lunge (photo) and becoming gradually accustomed to their tack (saddles and bridles). Soon the horses can be ‘backed’ and introduced to carrying a rider. Eventually, they have to become used to carrying up to around 115kg, which includes the weight of the rider and up to 30g of ceremonial kit. There is no specific period for this training to be completed but on average it takes around eight months to go from purchase to first parade.

It is not only the new horses that are under training, and new soldiers entering the regiments are also taught how to ride. Most will have no riding experience, but through the use of skilled trainers and experienced horses they are soon ready to take their own place on their first parade.


Each of the units operates from their own barracks in London and is self-contained with the full range of supporting staff, including stable hands, farriers, saddlers, seamstresses and veterinary surgeons. These teams make sure that the horses are maintained in superb condition and can represent the Army during their many duties. These can range from the daily changing of the guard at Whitehall to the famous musical ride of the Royal Horse Artillery.

A key part of each day is the daily parade, where horse, rider and equipment get a very detailed inspection to ensure that standards are preserved and, in the case of the RHA, that the 12lb gun carriages are correctly maintained and can be safely operated. Nothing misses the experienced eye of the inspecting officer.

A typical career for an Army horse can span over 10-15 years and over that time it is inevitable that each horse will return to the DATR at times for rest and recuperation, further training, the treatment of long-term medical issues and for rehabilitation post injury. Top class stabling combined with high-quality indoor and outdoor training areas and dedicated stable teams ensures that the care that the horses receive back at the DATR is second-to-none. The team of civil servants work from dawn to dusk alongside the military trainers and veterinary care team to provide a non-stop round of exercising, cleaning and grooming. Each horse is checked daily and undergoes a thorough grooming routine, including brushing, hoofcare and any trimming needed. Horses new to the unit have natural manes until they’re deemed to be out of

training and ready for deployment. Then, their manes are ‘hogged’ (clipped off) for smartness and uniformity. Specific dietary or exercise regimes are strictly adhered to, especially for horses recently out of surgery or under treatment. Each horse will receive a daily ration of forage, such as hay or haylage, as well as an additional ration of concentrates tailored to the individual animal to provide essential vitamins and minerals and to maintain energy levels and

weight. Any major equine surgery is carried out on site in a well-equipped theatre by highly skilled veterinary surgeons and support technicians. There is also specialist rehabilitation equipment available such as the horse walker, a structure which allows horses to be exercised loose to help bring them back into ridden work. There are also extensive fields which allow both horses and riders to exercise over varied terrain, as well as a world-class show jumping arena.

USED BY TYPE REQUIREMENT USED FOR

The Household Cavalry

Chargers or Troopers

16.3hh to 18hh, middle-to-heavyweight hunter types, black all over to carry officers. Minimal white markings are permitted.

Grey to carry trumpeters

Mounted band

Drum horses These are usually ‘heavy’ horses such as Shires or Clydesdale crosses. Greater flexibility is allowed, and the Household Cavalry have had piebalds, bays and roans

Carrying kettle drums as part of the mounted band

The King’s Troop

Lines horses 16.2hh, ranging in colour from black to light bay

Gun salutes to mark occasions such as The Queen’s birthday, Royal births and state visits

Wheelers The pair nearest the guns, they tend to be sturdy and powerful to act as the brakes, stopping the ton-and-a-half gun which is immediately behind them

Leaders Generally tall, athletic horses who act as the accelerator and set the pace

Centre pair These horses tend to be slightly smaller, and add extra power where needed

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Every day a formal inspection of the horses under care is carried out. The inspection is conducted by an experienced team that includes the OC Equine, senior stable personnel and the veterinary surgeon responsible for the review of medical progress following treatment or post-surgical recuperation. Additional treatment may be recommended, or the horse may be declared fit and released back to its unit.

Another critical part of a horse’s wellbeing is the farriery, as on average shoes need to be replaced four to six weeks, and the horse’s hooves can sometimes require additional work to correct specific problems. The DATR is where all of the Army farriers are trained before joining one of the two mounted units. It is a very technical trade and the DATR is recognised internationally as world class, with links to one of the oldest guilds in London – the Worshipful Company of Farriers. Forges belching smoke and flames, the clash of metal-on-metal as new shoes are forged from plain metal rods and the acrid smell as the shoes are painlessly fitted to each horse make it a dramatic setting. Every farrier must spend at least 18 months working with horses at their parent unit and be fully qualified in the mounted trade before they can apply for the Basic Farrier Course. Potential farriers must pass a tough two week selection process, held at the DATR, before being accepted onto the intensive16-week course. The selection process

includes a series of practical forging tests enabling the trainers to evaluate hand-eye coordination and capability of operating in the forge environment.

The course covers all the practical aspects of foot preparation, the forging and fitting of a range of shoe types, alongside lessons on equine anatomy, physiology and theory. Once qualified, the farrier will return to their unit where they will work

under the supervision of one of the more experienced farriers. Once they have completed three years at their unit working as a farrier they can return to DATR to complete the Intermediate Military Farrier course and become a Certified Military Farrier, recognised and accredited by the Worshipful Company of Farriers. After a further two years with their unit the farrier may return to complete the coveted Advanced Military Farrier course which leads to the award of Associate of the Worshipful Company of Farriers. Many

military farriers compete successfully in international competitions and there are strong links between the DATR and civilian farrier organisations, who often use the site facilities for biannual trade examinations.

Horses from both regiments retire on average around the age of 17 or 18, but may stay in their active roles longer if they are fit and well. After retirement, they are sometimes adopted by their human

partners or found a carefully selected home with a member of the public. The Army has strong links with Britain’s oldest equine charity, The Horse Trust, who always have several retirees from both regiments at their Buckinghamshire headquarters. No horse in good health is ever put to sleep, and retired horses will stay at DATR until a permanent home is found.

Reference: Nimrod: a Cavalry Black by Juliet Blaxland, J. A. Allen 2015

Every farrier must spend at least 18 months working with horses at their parent unit and be fully qualified in the mounted trade before they can apply for the Basic Farrier Course


Photograph: Shutterstock

THE KING’S TROOP

The King’s Troop Royal Horse Artillery is a ceremonial mounted unit with origins of dating back to 1793. In 1946 the Regiment, then known as the Royal Horse Artillery, was re-created as The Riding Troop, after a Royal Decree to instate ‘A Mounted Battery to fire salutes on state occasions, dressed in the traditional style’. The Regiment spent only a year

as The Riding Troop, before being renamed by King George VI on his first inspection. The monarch scratched out the name Riding and replaced it with ‘King’s’ in the visitors’ book.

In 1952 the Regiment took part in their first state funeral – that of George VI – carrying the coffin from Buckingham Palace to the Palace of Westminster.

In 2017 Her Majesty Queen Elizabeth reviewed the King’s Troop in Hyde Park to mark the 70th anniversary since formation. As Her Majesty’s Mounted Ceremonial Battery, the role of the King’s Trooop includes the firing of Royal Salutes to mark the grand occasions of state, including The Queen’s Birthday Parade, and royal birthdays and births.

THE HOUSEHOLD CAVALRY

The Household Cavalry consists of the two most senior regiments in the British Army – the Life Guards and The Blues and Royals.

The Life Guards date back to 1660, when they were formed to defend the monarch. Since then, the soldiers of Household Cavalry have acted as the monarch’s trusted guardians, as well as being the public face of the British Army both at home and abroad.

The Household Cavalry has also earned a formidable reputation on the battlefield, having served in iconic conflicts from Waterloo to Afghanistan. At home, its duties have ranged from providing security for the 2012 Olympic Games in London to assisting flood victims.

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Partly dating back to 1757, the site was originally called the Chatham Infantry Barracks and was renamed in 1928 as a tribute to General Kitchener. Two of the buildings and part of the boundary wall have Grade II listed status. One of the first large scale Army barracks in England, the buildings were designed to hold around 1,800 men, or approximately two battalions. The Barracks originally held the garrison who were stationed at Chatham Dockyard and were responsible for guarding the fortifications.

The Barracks mark an important milestone in the development of the British Army. From the beginning of the 18th century, the British Empire was expanding and the country’s industrial strength was growing. Britain’s military force was one of the largest and most powerful in the world, and due to the concentration of Army and Navy forces at Chatham the housing solutions in place, that of camping out in the summer and billeting personnel with local inn-keepers in the winter, were no longer practicable.

Purpose-built accommodation therefore became a necessity, and would allow forces to be held in readiness all year round.

Chatham was deemed to be an excellent site for this new development as it was also located conveniently close to Gravesend, a hub for personnel going to or returning from overseas service. The Barracks were constructed at the height of the Seven Years’ War (1755 to 1763), a global conflict that involved every contemporary European power. The British feared an invasion of their dockyards by the French, and Chatham was one of several strategically important sites to be protected by new fortifications in readiness.

Later in the 18th century, the next step in the Barracks’ history was as a national recruitment centre. Continued overseas activity, such as the American War of 1778 to 1783, meant a constant demand for soldiers. By 1776, the site was the main centre of recruitment for the Army and recruits from all over the UK were

sent to Chatham for basic training before deployment to their regiments. The East India Company, set up to peruse a vital trade in commodities such as cotton, spices and tea from the East Indies, ran its own private army in the 18th and early 19th centuries and also used the Chatham Infantry Barracks for recruitment.

By 1793, the French Revolutionary Wars meant that Britain was once again at war with her neighbours. As a result, the troops based at Chatham increased significantly in number and variety and pressure for accommodation was intense. Even after the Army’s main recruitment centre moved to the Isle of Wight at the beginning of the 19th century, lodging had to be found at Chatham for a number of permanent troops. Chatham Infantry Barracks returned to use as accommodation, and a new block, originally named Artillery Barracks but quickly becoming known as Brompton Barracks, was built to ease the strain between 1804 and 1806.

Kitchener BarracksOne of the oldest military sites in the UK, Kitchener Barracks in Chatham, Kent, is being redeveloped into residential accommodation after being identified as surplus to military requirements.

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THE CAREER OF GENERAL KITCHENER

Born in 1850 in County Kerr, Ireland, Horatio Herbert Kitchener was educated in Switzerland and at the Royal Military Academy in Woolwich. At the age of 21, he joined the Royal Engineers and took part in the unsuccessful attempt to relieve General Charles Gordon at Khartoum in 1884 to 1885. He was appointed governor general of eastern Sudan in 1886, and 1892 became Commandder in Chief (CinC) of the Egyptian Army. In 1898, he won back Khartoum from the forces of Muhammad Ahmad bin Abdullah and became a national hero.

In 1900, he was appointed Chief of Staff to Lord Roberts, the commander of troops in the Boer War. When Roberts came back to the UK, Kitchener stayed in South Africa to deal with Boer resistance and employed brutal methods to control civilians. On his return to the UK, he

was created Viscount Kitchener (later to become Earl Kitchener) and appointed CinC in India. When the First World War broke out in 1914, he was appointed Secretary of State for War and began to train vast armies of volunteers for what he foresaw to be a long conflict.

Despite his public popularity, Kitchener’s unconventional methods had won him no friends among his political colleagues and his responsibilities gradually dwindled. He died when the ship, the HMS Hampshire, was sunk by a German mine in 1916. Kitchener was on his way to Russia on a diplomatic mission in an attempt to improve communication between the Western and Eastern Fronts. At the time of his death, he was Field Marshal Kitchener, 1st Earl Kitchener, KG, KP, GCB, OM, GCSI, GCMG, GCIE, and PC.

After the Duke of Wellington’s famous victory at Waterloo in 1815, a turbulent period of warfare came to an end and the Army reduced in size. Chatham continued to serve as a hub for both embarkation and reception for overseas troops and Chatham Infantry Barracks were still in constant military use. By the mid-19th century, little modernisation had been carried out and living conditions had become very poor. A Royal Commission, appointed to look into the condition of military accommodation nationwide, ordered the provision of new cooking, washing and sanitary facilities as well as recreation areas. Specially-constructed married quarters were also provided nearby for wives and children, who had previously been living in the Barracks. In a bid for efficiency, many of the existing buildings at the Barracks had an extra storey added rather than being replaced completely.

In the 1930s and 1940s, a period of demolition and rebuilding on either side of the Second World War led to the

demolition of all but one of the original 18th century blocks. A number of other replacement buildings were constructed and as part of this new development the original block remained in continuous use as offices and as a canteen.

In 1981, the 69 Gurkha Field Squadron moved to Kitchener Barracks prior to their deployment to the Falklands the following year, and 24 Training Squadron used the site for technical accommodation for both Motor Transport (MT) and Field Troops. Prior to its sale to a housing

developer, the Barracks was used by Holdfast for its MT operation until this function was relocated to Wainscott.

The new owners, Top Hat Developments, plan to convert the 11-acre site into a residential community, while preserving the integrity of the listed buildings.

The Barracks were constructed at the height of the Seven Years’ War (1755 to 1763), a global conflict that involved every contemporary European power. The British feared an invasion of their dockyards by the French, and Chatham was one of several strategically important sites to be protected by new fortifications in readiness

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