Reserves in the Future Force 2020:
Valuable and Valued
Presented to Parliamentby the Secretary of State for Defence
by Command of Her Majesty
July 2013

Reserves in the Future Force 2020:
Valuable and Valued
Presented to Parliamentby the Secretary of State for Defence
by Command of Her Majesty
July 2013

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Contents
Foreword by the Secretary of State for Defence

6

Executive Summary

8

Section 1 - Introduction: Why and How We Are Changing

10

Drivers for Change

10

How we are Changing

11

Our Vision for Reserves – Valuable and Valued

12

Resetting Relationships for the Future

12

Achieving the Numbers

14

The White Paper

14

Section 2 - The Future Reserve Forces and What They Will Do

15

Categories of Reservists

16

How We Will Use Our Reserve Forces

17

Future Roles
Mobilisation Powers
Authorisation and Parliamentary Notification
Mobilisation model: cycle, readiness and liability
Training

Predictability And Notification
Training
Operations
Variations on Liability for Specialists

How the Individual Services’ Reserves Will be Structured
Maritime Reserves
Army Reserves
Royal Air Force Reserves

Reserve Forces’ and Cadets’ Associations

17
18
19
19
20

21
21
21
21

22
22
22
24

24

Section 3 - The Offer to Reservists and Their Families

25

Providing a Challenging and High Quality Experience27

How We Will Value Our Reservists

27

Improving the Reserve Experience

28

Career Structures

29

How We Will Recognise and Reward the Commitment Made by Reservists

31

Pay and Pension
Training Bounty
Reservist Award
Standard Learning Credits

Reserves in the Future Force 2020: Valuable and Valued

31
32
32
33

3

Measures to Encourage Recruitment
Encouraging Ex-Regulars to join the Volunteer Reserve
Early Commitment Bonus
Reservists not in employment

33
33
34
35

Health Provision37

Dental health
Mental HealthRehabilitation

38
38
38

Welfare and Family Support

39

Armed Forces Covenant40

Section 4 - The Offer to Employers

41

Balancing the Proposition

42

Financial Support for Employers of Mobilised Reservists
Financial Incentives
Benefits of Reserve Service
Accreditation of Training
Recognising the Contribution Made by Reservist Employers

Developing New Relationships
Joint Employer - MOD Focus on Recruitment

Developing An Open Relationship
Notifying Reserve Service
Predictability and Notification
Feedback on Deployments
Protecting the Reservist

Tailoring the Relationship

48
50

50
51
51
52
53

54

The Public Sector
Large Employers
Micro, Small and Medium-sized Enterprises
Self-employed

Communication Structures
National Relationship Management Scheme
Supporting Information

Developing Mutual Benefit
Education to Work Transition
Capability Delivery
Joint workforce planning

Section 5 - Implementation

54
55
55
55

55
56
56

57
57
58
58

59

Future Reserves 2020 Programme59

External Scrutiny

60

Summary of Future Reserves 2020 Measures

4

43
44
45
46
47

61

Reserves in the Future Force 2020: Valuable and ValuedAnnex A – Achieving the Strength Targets

62

Annex B – Additional information on the Reserve Forces

65

Annex C - Reservists’ Training Requirement and Regime

69

Annex D – Specialist Areas

73

Annex E – Glossary of Terms

78

Annex F – List of Abbreviations

87

Reserves in the Future Force 2020: Valuable and Valued5Foreword by the Secretary of State for DefenceR

eserve Forces make an essential contribution to delivering the nation’s security, acontribution which is growing proportionately as we restructure our Armed Forces tomeet the security challenges of the future.
That is why we are revitalising our Reserve Forces, reversing the decline of the recent
past, growing their trained strength and investing an additional £1.8 billion in them overten years. We are fully committed in Defence and across Government to making thesechanges, which are necessary and are right for the country.
These changes are substantial. They will require a shift in the way we think of Reserve
Forces in both the country and in the Armed Forces themselves and how we support
them. They will take time to deliver fully. But they are eminently achievable.

In November 2012 I published a Green Paper, Future Reserves 2020: Delivering the
Nation’s Security Together. I am grateful for the more than 3,000 responses we received
and for those who supported the many consultation events. The exercise has been
invaluable, starting a wider debate, particularly amongst employers, enabling us todevelop the approach I am now setting out. Above all, the consultation started a dialogue
with reservists, employers and the nation as a whole. This is a dialogue we intend tomaintain as we build the new relationships we need.
At the heart of the changes is the individual reservist who makes an invaluable
contribution to the nation over and above his or her day job. We recognise thiscontribution. In return for the commitment of the reservist to train and to be available
when needed for operations, we commit to delivering a challenging and rewarding
experience with the opportunity to contribute in a variety of ways, from infantryman tointelligence analyst, from engineer to cyber expert, from logistician to medic. And theskills gained in the military can be used to enhance the day job or to help find a new one.
Our reservists are essential members of our Armed Forces. They work alongside theirregular counterparts to deliver the military capability the nation needs in an integrated
fashion. Recognising this, we are aligning the Reserves more closely with the Regulars in
all areas, including training, equipment and remuneration, while continuing to recognise
the specific demands reserve service makes.

6

Reserves in the Future Force 2020: Valuable and Valued

Specifically, this White Paper announces the introduction of pension and paid leaveaccruals in respect of training days - a substantial increase in the overall package, andone that aligns the structure of reservists’ remuneration with that of the regulars they willbe training with.
We recognise also the importance of reservists’ families. They too make a vital
contribution through supporting the reservist as he or she takes time to train or to deploy.
While each of the Services supports families in different ways, our policy is that welfare
support is delivered to regulars and reservists alike, according to need and the impact of
military service on their situation.
We seek new relationships with employers which are open, predictable, based on mutual
benefit and tailored to reflect the different impacts reserve service can have on different
types of organisation. The consultation showed a lack of awareness about reservists
among many employers or of the potential benefits reserve service can offer them.
Feedback showed that Defence needs to articulate a more balanced business case on theimpact of reserve service on employers. This we accept. The skills achieved by individual
reservists, whether personal effectiveness or specific qualification, can be of direct benefit
to employers. For some, there might be real benefit in close co-operation where sectors
are aligned. The relationship between the Defence Medical Services and the NHS is one
example; similar opportunities can be developed in other areas such as engineering,
communication or logistics. I encourage British industry to seize the moment.
Above all we seek a new relationship with society. Our Armed Forces, regular andreserve, enjoy considerable public support and admiration, but if they are to continue toflourish they require individuals to volunteer to join and to serve. The Reserves enable
the security on which we all depend to be delivered more cost-effectively. Under our
new model, the use of the Reserves is no longer exceptional or limited to times ofimminent national danger or disaster, but is integral to delivering military effect in almost
all situations. This is something we ask society to recognise and understand and, in sodoing, provide the support and encouragement to individuals to make that exceptional
contribution to the nation’s defence.
Alongside this White Paper, I have also published details of the future structure andbasing of the Army Reserve. These important changes, necessary to deliver the
institutional resilience to sustain a capable Army Reserve in the future, will provide Armyreservists with the certainty they need on their future roles, training and organisation.
This paper sets the conditions to grow and sustain our Reserves. The measures it
proposes are substantive and necessary. I am confident that they will enable delivery of
the future Reserve Forces that we require.

The Rt Hon Philip Hammond MP
Secretary of State for Defence

Reserves in the Future Force 2020: Valuable and Valued

7

Executive Summaryi.

The Reserve Forces are a valuable and highly valued part of our Armed Forces.
They are vital to the delivery of the nation’s security at home and overseas.

ii.

The 2010 Strategic Defence and Security Review set out what our Armed Forces
will look like and outlined the role of the Reserve Forces within that Future Force.
Reserves will have a greater role – providing both a larger proportion of the force
and also Defence’s capability in certain specialist areas that it is not practical or
cost effective to maintain full time.

iii.

On that basis, we have redesigned our Armed Forces to make best use of theresources available, harness better the talents of the country and provide theGovernment with the options it needs to address the scale and range of futurechallenges to our national security. The Reserves will complement the Regulars,
working together within an integrated force, providing military capability in adifferent way from the past to deliver the range and scale of military forces andskills required.

iv.

The 2011 Independent Commission on the Reserve Forces reported that theReserves were in decline, particularly in the Army, and needed to be updated
and revitalised to meet the demands of the new security environment. This led
to a Green Paper in November 2012 and a public consultation which prompted
over 3,000 responses. These activities have informed this White Paper which sets
out the future relationships Defence seeks with reservists, their employers andsociety.

How do we need things to change
to meet our needs in the future?
v.

The increased reliance on the Reserves means that we need greater assurance
that reservists are at the training levels needed and are available when required.
This means that new relationships need to be developed with:a.
Society. We all depend on national security; business and the economy
cannot flourish without it. Greater reliance on the Reserves is morecost-effective for the nation but it also requires society to play its partin supporting and encouraging reserve service - through joining theReserves and employing or championing reservists.
b.
Reservists and their Families. Reservists and their families makean additional contribution over and above other members of society.
Defence relies on them and needs to reward them in return. The reservist
commits to be available to train and deploy on operations; in return wecommit to offer stimulating challenges, high quality training, leadershipand development opportunities and fair rewards and incentives.
c.
Employers. Employers of reservists make a greater contribution tonational security than others. Defence understands and values thecommitment employers make; we will make employing reservists easier,more attractive and provide appropriate recognition of the contribution
those employers make.

8

Reserves in the Future Force 2020: Valuable and Valued

vi.

What we are asking is significant and it will require a cultural shift both in society
as a whole and within the Armed Forces. This won’t happen overnight; it will taketime to achieve.

How will we achieve this change?
vii.

The changes we will make, particularly in the Army, are substantive. Under the
Future Reserves 2020 programme the Government has committed an additional£1.8 billion over ten years and this is already delivering change.

viii.

We need to attract and retain reservists by offering a challenging and rewarding
experience. As reservists will be required, at least in small numbers, for almost all future
operations they must be trained to the levels required to perform their roles. That is
why we are investing in better training, including overseas training exercises, pairing
and training alongside regular military units and access to the latest equipment andtechnology to enhance the reservist experience. We are simplifying the route fromselection, making it easier for reservists to get to the level of training required.

ix.

We are also investing in reservists and their families. We will improve the alignmentof pay and benefits with regulars. We will increase reservists’ total remuneration
through the provision of a paid annual leave entitlement. From April 2015, when the
new Armed Forces pension scheme is introduced, reservists will accrue pension
entitlements for time spent on training as well as when mobilised. We will ensurethat welfare support is delivered to regulars and reservists alike, and their families,
according to the impact of military service and their need.

x.

We will provide occupational health services for all reservists and medical
rehabilitation for injuries received when training as well as from operations. We
will make reservists more employable in the civilian world by accrediting skills
obtained from reserve service with recognised civilian qualifications.

xi.

In addition, we are incentivising recruitment of Army Reserve officers and thoseleaving the Regular Army to join the Reserves through bonuses of up to £5,000.

xii.

We recognise the contribution employers make to supporting reservists. We seek
new relationships which are open and more predictable. We will give more noticeso that employers know who their reservist employees are and are able to plan for
their absences. We will establish a National Relationship Management scheme tostrengthen our relationships with employer organisations and the largest employers
from both the public and private sector. We will provide extra financial support
to small and medium sized employers; and we will introduce a new employer
recognition scheme which builds on the Corporate Covenant to ensure that
reservist employers get the recognition they deserve.

xiii.

We will introduce new legislation to enable mobilisation for the full range of tasks
which our Armed Forces may be asked to undertake. We will also rename the
Territorial Army the ‘Army Reserve’ to reflect the significant changes in its roleand its integration into the Whole Force.

The Way Forward
xiv.

This White Paper is an important step in the process of delivering our Reserve
Forces as a vital part of our future Armed Forces. Implementing these changes
will take time, but we are committed to delivering them in order to provide theArmed Forces our nation needs.

Reserves in the Future Force 2020: Valuable and Valued

9Section 1 - Introduction: Whyand How We Are Changing

1.1.

The Reserve Forces are a vital component of our Armed Forces and make anessential contribution to our security. Reservists contribute to society over andabove most other citizens; balancing their military duties with their other workand family commitments.

1.2.

We need the Reserves’ contribution to national security to expand. By 2020 they
will provide a greater proportion of the overall Defence effort relative to Regular
Forces and we will use them differently. But in recent years our Reserves havebeen in decline, particularly in the Army. To meet the future requirement we willstabilise, grow and revitalise our Reserve Forces by enhancing the experience weoffer to reservists and harnessing the volunteer ethos of society to tap into thebest talent the country has to offer. To sustain a revitalised Reserve we will needa greater commitment from society as a whole.

Drivers for Change
1.3.

1
2

10

The 2010 National Security Strategy1 described the strategic uncertainties andthe diverse range of security risks that the nation faces. In turn, the 2010 Strategic
Defence and Security Review (SDSR) 2 identified the highly capable future Armed
Forces that we will need to meet these threats over the next ten years and
A Strong Britain in an Age of Uncertainty: The National Security Strategy – October 2010.
Published by The Stationery Office ISBN: 9780101795326
Securing Britain in an Age of Uncertainty: The Strategic Defence and Security Review – October 2010.
Published by The Stationery Office ISBN: 9780101794824

Reserves in the Future Force 2020: Valuable and Valued

beyond. It set out a Future Force that gives us the ability to deploy assets quickly
and prepare a greater scale of response if required.
1.4.

The SDSR identified that the Reserve Forces should be an integral part of thisFuture Force; providing additional capacity as well as certain specialists whom it
would not be practical or cost effective to maintain as regular capability.

1.5.

The 2011 Independent Commission to Review the United Kingdom’s Reserve
Forces reported3 against this context. They found that the Reserves were in
decline, particularly in the Army, and needed to be brought up to date to meet thedemands of the new security environment.

How we are Changing
1.6.

We have redesigned our Armed Forces to make best use of the resources
available, harness better the talents of the country and provide the Government
with the options it needs to address the scale and range of future national
security challenges. The Reserve Forces will complement the Regular Forces
within an integrated Whole Force4, providing military capability in a different way
from the past to deliver the range and scale of military forces and skills required.

1.7.

To build the Reserve Forces we need for the future we have first had to stabilise
their recent decline and will now increase their trained strength5 as recommended
by the Independent Commission (to 3,100 for the Maritime Reserves, 30,000 for
the Army Reserves and 1,800 for the Royal Auxiliary Air Force). These are theprimary aims of the Future Reserves 2020 Programme; this White Paper explains
how we plan to achieve them.

1.8.

Transforming our Reserve Forces allows the Regular Forces to focus oncapabilities with greater training requirements and those required at shorter
notice. Other capabilities which can be held at lower readiness requiring lessroutine training, or where specialist skills can be more readily maintained in thecivilian sector, can be delivered by the Reserves or by contractors, including insome cases through the use of sponsored reserves6.

1.9.

Irrespective of the financial climate, this approach enables delivery of Defence’s
contribution to national security in a cost effective way that makes best use of
the resources available, better harnesses the talents the country has to offer andprovides the options needed to address the scale and range of future national
security challenges.

3
4
5
6

Future Reserves 2020 – The Independent Commission to Review the United Kingdom’s Reserves – July 2011.
Published by the Stationary Office ISBN: 9780108510892
The Whole Force Concept was introduced in the Defence Reform Review, June 2011 (recommendation 11)
and seeks to ensure that Defence is supported by the most sustainable, effective, integrated and affordablebalance of regular military personnel, reservists, Ministry of Defence civilians and contractors.
Reservists who have completed their Phase 1 (initial) and Phase 2 (specialist) training.
Members of a civilian workforce who are required to join the volunteer reserves or regular reserve as acondition of a contract – see Annex B for further information.

Reserves in the Future Force 2020: Valuable and Valued

11

Our Vision for Reserves –Valuable and Valued
Reserves in future will continue to be recruited from volunteers across the wholeof our society; fit, well-motivated people, often with families and job commitments;
training mostly in their spare time, but sometimes on leave from their employers.
They will be recruited to the same standards as our Regular Forces for equivalentroles.
They will be organised and trained as part of an integrated force. Training will behigh quality and well-organised, making good use of the limited time available, using
up-to-date training facilities and current equipment. Most reservists will be trained
to a good basic standard in a trade which is judged to be both achievable anduseful. Some will be employed as specialists using skills from their previous regularservice or civilian life. We will expect them regularly to attend key training sessions.
We will use our Reserve Forces to provide military capability as a matter of routine,
mobilising them when appropriate. The wide range of possible activities may
include enduring campaigns (such as Afghanistan), resilience operations in the UK,
contributions to capacity-building overseas and to support activity at home. In somecases a level of specialist capabilities will be held only in the Reserve Forces.
During their service, volunteers will experience a level of challenge and personal
development difficult to replicate elsewhere. They will gain work, life and leadershipskills which benefit them, their employers and society as a whole. They will be
rewarded fairly and on a comparable basis to their regular colleagues. We will
incentivise delivery of the commitment and capabilities we need from them, and will
support them and their families.
The future Reserves will be recognised as a central part of Defence. Its volunteers
will be recognised by society for their commitment of time and energy; they will
be understood and sought out by employers as good employees; and held in highregard by regular colleagues who acknowledge the distinct contribution they make.
Box 1 - Our Vision for Reserves

Resetting Relationships
for the Future
1.10.

As reservists will be required, at least in small numbers, for almost every future
military operation, they will have defined roles with a genuine prospect of
deployment on operations when they occur.

1.11.

Although the future strengths of the Reserves will be well within historical levels7,
they will form a greater proportion of the Whole Force. This increased reliancemeans that we will need greater assurance that reservists are trained to the levels

7

12

For example, the total strength of the Territorial Army in 1990 was 72,500.

Reserves in the Future Force 2020: Valuable and Valued

needed and are available when required. This means that new relationships need
to be developed with:
1.11.1. Society. Increasing our reliance on the Reserves allows greater Defence
resilience to be achieved within our overall budget constraints, but
requires a greater willingness by society as a whole to support andencourage reserve service. We all depend on national security; however,most people choose not to contribute to it beyond paying their taxes.
We recognise the additional contributions made by reservists, who serve
their country, and by their families and employers, who support them.
Society as a whole should recognise these contributions.
1.11.2. Reservists and their Families. Reservists and their families makean additional contribution over and above other members of society.
Defence seeks the commitment of reservists to deliver essential security
roles by attending training, building skills and being available for
operations; in return we are revitalising the challenge and quality of thereservist experience. We will ensure that the reservist is appropriately
recognised and supported and that the impact of reserve service on thereservist’s family is adequately addressed.
1.11.3. Employers. While the number of reservists required is a very small
proportion of the national work force, employers of reservists make agreater contribution to national security than others. We understand andrecognise this; we will make it more attractive to employ a reservist, makeit easier to plan and manage the consequences of so doing and provide
appropriate recognition of the contribution made by employers.
1.12.

While individual reservists have made significant contributions and performed tothe highest standards alongside their regular counterparts on recent operations,reversing the institutional decline in the Reserves and increasing understanding
and awareness of them in society and amongst employers are challenging
tasks. The benefits and value of reserve service to society and employers are
not always well understood. What is needed is a cultural shift in society; likeall changes in culture this will take time and requires a sustained campaign ofcommunications and supporting measures. The Government is committed toleading a change in the national narrative on Reserves: this White Paper is an
essential foundation on which this narrative will build.

1.13.

If we are to achieve a truly integrated Whole Force, a change in culture isalso needed within Defence, particularly in the Army. Regular personnel havesometimes tended to associate professionalism with exclusive, full-timecommitment and dedication to one cause, which has made it difficult for themproperly to recognise reservists, for whom commitment is necessarily part-time– however capable they show themselves to be. The challenge for regulars is torecognise and value the contribution of their reservist colleagues. Reservists on
the other hand need to feel valued by their regular counterparts and have a clear
sense of their role. The scale of this challenge should not be underestimated.
Overcoming it will require a sustained campaign of communication andsupporting action within each Service. This White Paper sets the conditions forthese changes to gather pace.

Reserves in the Future Force 2020: Valuable and Valued

13

Achieving the Numbers
1.14.

While the strength of the Reserve Forces has stabilised after years of decline, therequired increase in numbers has yet to begin. The Army has the largest numbers
to attract, but the Royal Navy and Royal Air Force also require significant
increases proportionate to their current strengths and in specialist capabilities.

1.15.

We are confident that the targets can be met. The total requirement represents
only 0.15% of the overall UK workforce and, in an historic context, we require only
about half the strength of the Reserves in 1990.

1.16.

The fundamental driver of the strength of the Reserves is a clear purpose and roles
supported by high-quality, well-organised, progressive and worthwhile military training.
This is why we are investing significantly in additional training and equipment, andexpanding the range of opportunities, for example increasing overseas training exercises.
In the Army, more integrated training with regular units will improve both the quality andscale of training for reservists, as well as providing access to modern equipment.

1.17.

The recruiting effort has also been significantly increased. Recent national
single-Service and tri-Service campaigns have produced noticeable increases
in enquiries. All three Services will continue to spend substantial amounts on
Reserves’ marketing. The Army has developed a strategic recruiting partnershipwith Capita to harness the best of commercial practice. We are also improving ourdata on manning, working to understand the recruiting climate better, simplifying
administrative procedures, and taking initiatives to reduce the number droppingout during initial training. We are offering attractive cash incentives to those leaving
the Regular Forces to join the Reserves. Additional information on these and othermeasures we are taking to meet our manning targets is at Annex A.

1.18.

Nevertheless, the required rate of increase in the size of the Reserves ischallenging. We should therefore not be surprised if growth is neither uniform
nor smooth, nor should we be surprised if trained strength falls slightly as we
restructure the Reserves before beginning a sustainable rise. Given the time
it takes to train reservists the trained strength improvement will lag behind
recruitment. Further, changes to the Army Reserve’s trained strength may result
from changes to its structures and basing as it moves to its Army 2020 laydown.

The White Paper
1.19.

This paper is an important step in the process of establishing new and enduring
relationships and communication between Defence, reservists and their families,
civilian employers and the nation. It follows an extensive consultation with regularand reservist service personnel, their families and employers on the proposals
set out in the consultation paper. The findings of the consultation are referred tothroughout this paper and set out in more detail in the Summary of Consultation
Findings, which are being published in parallel with this White Paper.

1.20.

Section 2 of the paper describes how we will use our Reserves in the future,what changes have already been made and our proposals to meet the future
requirement. Section 3 sets out our proposition to reservists and their families (iewhat we expect of reservists and what Defence will offer them and their families
in return), while Section 4 sets out our proposals for the future relationships withthe civilian employers of reservists. Section 5 sets out the next steps we will taketo deliver the future Reserve Forces.

14

Reserves in the Future Force 2020: Valuable and Valued

Section 2 - The Future
Reserve Forces andWhat They Will Do
Effective Reserve Forces are essential to meet the nation’s security
requirements. They will be central to Future Force 2020, delivering a greater
proportion of the Whole Force than in the past, with some capabilities held
only in the reserves. Better access to skills and capabilities more readily
available in the civilian sector through Reserve Forces is needed to meetthe range and breadth of future security challenges to the nation. Some
reservists will be required for almost all military operations.
To enable this change we will:• Provide Reserve Forces with challenging, demanding and effective training
to enable them to meet the roles required of them, and with the modern
equipment they need to achieve this;• Provide clarity of the purpose and role of the Reserve Forces;• Integrate reserve training more closely with the regulars through pairing
between regular and reserve units;• Legislate to enable mobilisation for the full range of tasks which the Armed
Forces may be required to undertake; and• Rename the Territorial Army the ‘Army Reserve’, better to reflect the majorchanges to its role and its integral place in the Whole Force.

Box 2 - Enabling Changes to Our Reserve Forces

Reserves in the Future Force 2020: Valuable and Valued

15

2.1.

This section describes how we will use our Reserves in the future, what changes
have already been made and our proposals to meet the future requirement.

Categories of Reservists
2.2.

There are two principal categories of reservists:
Volunteer Reserves comprise the Royal Naval Reserve, the Royal Marines
Reserve, the Territorial Army and the Royal Auxiliary Air Force. They are membersof society who accept an annual training commitment and a liability to be
mobilised to deploy on operations. As they are at a known level of readiness they
are usually the first reservists called on for operations.
Ex-Regular Reserves are former members of the Regular Forces who retain aliability to be called up for service. They meet two functions: some are available
to provide specialist capability for a limited time after leaving regular service; allform a strategic reserve for resilience and regeneration of our Armed Forces incase of national crisis. In general, ex-regular reservists have only been called
upon to support routine operations if they have volunteered or when volunteer
reservists have not been available.

2.3.

16

This paper is primarily focused on the volunteer reserves. Additional informationon our plans for ex-regular reservists, High Readiness Reserves and sponsoredreserves is at Annex B.

Reserves in the Future Force 2020: Valuable and Valued

How We Will Use Our Reserve Forces
Future Roles
2.4.

The Independent Commission identified the need for the Reserves to havemeaningful roles. During the Cold War, reserve units had clearly defined roles
which they were trained to meet. Over the last decade, resources have been
focused on those individuals about to deploy to augment Regular Forces on
operations, primarily in Afghanistan and Iraq. While this ensured that the rightnumbers of reservists were available to support current operations, it has
damaged the institutional integrity of the Reserves, particularly in the Army.

2.5.

This will change. As an integral part of the Armed Forces, reservists will be required
for almost all military operations, often as small numbers of individuals but also,
principally in the Army’s case and as the situation demands, as formed sub-units
or units. This will range from short-notice contingent operations to longer term
enduring operations, as well as other activities supporting wider foreign policy aims
or to meet standing commitments as summarised in the table below.

Abroad:At Home in the UK:• Short term operations such as the• Playing a general role in homeland

evacuation of UK citizens from
Lebanon in 2006 and the 2011 Libya
operation.

• Longer term stabilisation operations
such as in the Balkans, UN
missions, Iraq and Afghanistan.

• Standing commitments abroadsuch as the Cyprus garrison and thedefence of the Falkland Islands.

• Deployments overseas aimed at

Defence engagement, conflict
prevention, security sector reformand capability building in priority
countries, such as the British Peace
Support mission in East Africa andthe EU operation in Mali.

security, including activities suchas support to the Olympics andParalympics, or specialist roles suchas cyber.

• Delivering national resiliencesuch as responding to the footand mouth crisis, flood relief, andcommunications support to crisis
management.

• Standing national commitments,
such as defence of the UK’s
airspace.

Box 3 – Tasks that the Reserves will be Required to Undertake
2.6.

In addition, we will increasingly draw on the civilian talent, experience and skills ofreservists to support more routine activity to ensure that Defence is best placed
to meet future threats (for example the increased threat from cyber attacks).

2.7.

Some reservists deliver military capability through on-the-job training. For
example intelligence reservists from all three Services often work on active
intelligence issues as part of their annual training commitment. Similarly, Royal Air
Force reservist movements specialists load and unload aircraft at the strategic
airhead at RAF Brize Norton or deploy to assist with movements tasks generated

Reserves in the Future Force 2020: Valuable and Valued

17

by the Defence Exercise Programme. Army reservist port operators load andunload ships at the Sea Mounting Centre at Marchwood. The use of reservists inthis way enables their skills to be kept up to date and at the same time directly
contributes to the delivery of military capability. This will continue.
2.8.

Each Service uses Reserves in different ways, owing to the distinct nature of theiroperational roles. The Maritime and Royal Air Force Reserves generally provide
individuals and small teams to fill specified roles in deployed forces, often in theearliest stages of an operation, whereas the Army, while continuing to deploy
individuals, will have a greater reliance on formed sub-units and units. For all
three Services, Reserves will deliver an integral part of their military capability.
Reservists from all three Services will also increasingly contribute to specialist
units under the recently established Joint Forces Command.

2.9.

The increased reliance on the Reserve Forces means that we require assurance
that they will be available and trained to the appropriate level when they areneeded.

Mobilisation Powers
2.10.

2.11.

Under sections 52, 54 and 56 of the Reserve Forces Act 1996 (RFA 96) reservists
can be mobilised:•

In response to imminent national danger, great emergency, or actual orapprehended attack on the UK (section 52);••

If warlike operations are in preparation or progress (section 54); or
For the protection of life and property outside the UK, for operations
anywhere in the world to alleviate distress or the preservation of life orproperty in time of disaster or apprehended disaster or for urgent work ofnational importance (section 56).

Additional powers to mobilise the Reserves are required if they are to be available
to contribute to the full range of future military tasks at home and overseas.
Otherwise we will constrain our access to key personnel and skills held mainly or
exclusively within the Reserve Forces. This is particularly important to the Royal
Navy and the Royal Air Force who rely heavily on reservists to provide intelligenceand cultural specialists and in some cases, such as media specialists, maintainspecific capabilities only in the Reserve Forces. The majority of respondents tothe consultation8 supported this approach.
2.11.1. We therefore plan to introduce legislation to revise section 56 of
the RFA 96 to enable mobilisation of reservists for the full range oftasks which the Armed Forces may be asked to undertake.

2.12.

8

18

This is one of the four early measures to be implemented through primarylegislation to strengthen and support the Reserve Forces. There will be nochange to the rights of both employers and reservists to seek to defer or be
exempted from mobilised service.

58% of reservist participants and 55% of employer participants supported the proposals to extend
mobilisation of reservists to non-warfighting operations, while around a quarter of each audience disagreed(24% and 23% respectively).

Reserves in the Future Force 2020: Valuable and Valued

Authorisation and Parliamentary Notification
2.13.

RFA 96 empowers the Secretary of State for Defence to mobilise the Reserve
Forces, except for mobilisation in response to imminent national danger 9 where
the power is retained by The Sovereign. Parliament must be informed forthwith
when a call-out order is made. In the case of sponsored and High ReadinessReserves, the mobilisation authority can be delegated to an appropriate level. For
High Readiness and sponsored reserves, Parliament is notified of total numbers
mobilised at the end of each year.

2.14.

The consultation did not result in clear views on whether Ministerial oversightand Parliamentary notification on the use of Reserves should be retained10. In
the absence of a compelling reason to change the Ministerial oversight process,existing arrangements will continue. Tensions around operational security affecting
mobilisation for sensitive operations will be managed within the existing system.

Mobilisation Model: Cycle,
Readiness and Liability
2.15.

Mobilisation for the three Services varies based on their respective requirements.

2.16.

We will broadly continue our current approach to the mobilisation of Maritime andRoyal Air Force reservists. On this basis we will continue to mobilise personnel
individually, or in some cases as small teams, for short duration tasks as well as
for extended periods, depending on the operational requirement. When required,
we will continue to mobilise for enduring operations but will increase the amountof warning time provided as explained later in this paper.

2.17.

The Army Reserve force structure is designed to sustain a worst case cycle of up
to one six month deployment in any five-year period to meet the requirements ofthe most demanding and enduring operations such as Afghanistan. This structure
provides confidence that the required capability can be delivered over time,
while having sufficient flexibility to accommodate the likely needs of reservists,
their employers and their families. Under this cycle an Army reservist could be
mobilised for a period which covers: additional training for the specific tasks to
be undertaken; the deployment itself (typically for up to six months); and a periodof post-deployment leave.

2.18.

To support this model, we plan for Army Reserve units to move through a
training and readiness cycle at the peak of which a proportion of reservists
will be liable for mobilisation, if required. In reality, unless the Armed Forces
become committed to another enduring stabilisation operation, Army reservists
are likely to be mobilised considerably less often than once in every five years.
Some deployments will be shorter than six months, dependent on the task. For
example, the majority of the 2,250 reservists who supported the Olympics andParalympics were mobilised for about four weeks.

910Under Section 52.
38% of reservists agreed that ministerial authorisation is needed, but 42% felt that it is not. 39% of employers
said that it was needed, with 23% saying that it is not.

Reserves in the Future Force 2020: Valuable and Valued19

2.19.

The Armed Forces must be able to respond to unexpected emergencies so, insome circumstances, we might have to exceed these planning assumptions.
For example, if there were to be a major flood in the home region of a reservist
engineer unit, that unit may be mobilised to build an emergency bridge,
notwithstanding recent previous mobilisations. We may also have to exceed
these planned rates and durations of reserve mobilisation in response to national
emergencies (such as an event of the magnitude of the 9/11 attack or the 1982
invasion of the Falkland Islands).

Training
2.20.

High quality, challenging and interesting training is central to the reservist
experience. It is essential to attract and retain reservists and to deliver theoperational capability required. We have already made changes to improve thedelivery and quality of initial training for reservists.

2.21.

The Army will continue to improve the quality and variety of training for reserve
units. Reservists have increasing access to modern equipment; an additional£200 million will be invested in the equipment for the Army Reserve over ten
years; they have already received new vehicles and wear the same new-styleuniform as their regular counterparts. We will procure additional dismounted
close combat equipment for the Army Reserve in this financial year. We areinvesting an additional £240 million11 across the three Services in improved
training for reservists; in 2012, 22 additional Army Reserve overseas training
exercises took place in countries including Cyprus, Italy and Denmark. More areprogrammed in the future.

2.22.

Importantly, from 2015 Army Reserve units will be paired with regular units insimilar roles. This system, described in more detail at Annex C, will enable thesustained delivery of high quality training to reservists and the development offully integrated capabilities. It will facilitate the sharing and development of skills
and qualities between regulars and reservists. It will also enable the most training
benefit to be gained from the time available, with better resourced training
support and administration.

2.23.

The average training requirement for most Army reservists will rise to about 40
days per year, from a current average of 35. This reflects the need for units totrain together on collective tasks, rather than only as individuals. For the Royal
Navy, an average annual commitment of 24 days for the Royal Naval Reserve and35 days for the Royal Marines Reserve will continue, while the Royal Auxiliary Air
Force will also continue with an average annual commitment of 35 days. For all
three Services, training is usually conducted in evenings and at weekends andduring an annual camp of up to 16 days. As is the case today, there will be someelements of all three Services whose training requirement will be higher or lower
than these average annual commitments.

2.24.

To achieve collective capability the Army needs reservists to train together andwith their regular counterparts. Army reservists will therefore be required toattend certain core training events, which will usually include their annual camp of
up to 16 days.

11

20

This includes funding for additional training days to reflect the planned increased in reservist numbers.

Reserves in the Future Force 2020: Valuable and Valued

Predictability And Notification
2.25.

A strong theme from the consultation has been the need of employers foradequate notification of training and mobilisation requirements to enable thembetter to plan for and manage the absence.12

Training
2.26.

We will give reservists and their employers good notice13 of core training events
that the reservist is expected to attend, providing reasonable notice of any
changes. This will give reservists a better opportunity to balance their othercommitments and attend core events, and thereby achieve required standards
and gain appropriate qualifications. We will routinely inform employers of theannual training plan at least three months before the start of the training year in
April.

Operations
2.27.

We will give as much notice as possible before mobilisation, depending on
the lead time for planning the task. For enduring operations, we will mobilise
reservists according to the underlying organisational model, giving at least
three months notice to Maritime and Royal Air Force reservists and nine months
notice to Army reservists. For unplanned contingent operations, the aspiration
will be to give at least 28 days notice. However, for operational reasons we may
occasionally not be able to meet these notice periods; we will seek to manage
this by considering the circumstances of individual reservists and through the useof High Readiness reservists where possible.

2.28.

In selecting individuals for mobilisation, we will, as far as is practical, take into
account their personal circumstances, including employment, and will continue
to operate an appeals process for employers and reservists. The flexibility inselection for call-out will depend on the urgency and scale of threat.

Variations on Liability for Specialists
2.29.

12
13

While this section of the paper sets out the general position for each of theArmed Forces, and the majority of reservists will be required to train as describedabove, there are and will continue to be variations for some roles such as for
medical reservists (see Annex D).

The notice period for absence was the most frequently mentioned issue in response to the question: ‘What
type and level of support is required for employers in order to minimise any impact of the absence of theirreservist employees’.
See para 4.34 for details of notice periods.

Reserves in the Future Force 2020: Valuable and Valued

21

How the Individual Services’
Reserves Will be Structured
Maritime Reserves
2.30.

The Royal Navy delivers capability using regular and reservist service personnel,
contractors and civilians. The Maritime Reserves consists of the Royal Naval
Reserve and the Royal Marines Reserve. We will increase the trained strength of
the Maritime Reserves to 3,100 sailors and marines.

2.31.

In future, the capability delivered by the Maritime Reserves will increase. The
Maritime Reserves are structured to provide a range of specialist capability andaugmentation broadly orientated to support roles. This contribution will increasein breadth and depth. The Maritime Reserves will provide personnel for enduring
operations and will also deliver key effects in support of contingent operations, withgreater use of the High Readiness Reserves mechanism. There are some areas in theRoyal Navy (such as media operations) where capability is only held in the Reserves;
this is a cost-effective approach which makes the best use of the talent available.

Army Reserves
2.32.

The Army has fundamentally redesigned its structure; the future Army willcomprise 120,00014 service personnel in a single structure, of whom 30,000
will be trained reservists. Within the force, regular and reserve capabilities willcomplement each other. High readiness elements will be found mainly from
Regular Forces, supplemented where necessary by reservists (generally as
individuals). Greater reliance will be placed on the Reserves to provide routine
capability at lower readiness, primarily in the areas of combat support (artillery
and engineers), combat service support (such as logistics, medical), information
systems and intelligence; these will principally be for use in the later stages of an
enduring operation such as Afghanistan. Reserve combat units will continue toprovide augmentation, resilience and depth to regular units.

2.33.

These future requirements necessitate changes to Reserve organisation, growing
capability in some areas but reducing it in others. The Army is also exploring how
it could increase the use of contractors to generate military capability under the
Total Support Force.15 Ex-regular reservists will provide resilience to the volunteer
reserve component.

2.34.

The consultation paper proposed changing the name of the Territorial Army tothe ‘Army Reserve’. This change better reflects the significant developments in
the Reserves’ role. It would signal that the Reserve is an integral and integrated
part of the Army delivering military capability at home and abroad. This proposal
received strong support from those who responded to the consultation16. The

14
15
16

22

This figure includes regulars under training.
The Total Support Force is the support component of the Whole Force, providing logistics and sustainment to
the fighting force.
72% of Army reservist and 80% of regular Army respondents agreed that the name would better reflect theReserves’ future roles and tasks.

Reserves in the Future Force 2020: Valuable and Valuedmost common reason for supporting a change of name was the negative andout-dated associations of the Territorial Army. To distinguish the volunteer reservefrom the ex-regular reserve, we propose that the Territorial Army will be renamedthe ‘Army Reserve’ and the ex-regular reserve (currently known in law as the
Army Reserve) will be renamed the ‘Regular Reserve’.
2.34.1. We will legislate to rename the Territorial Army the ‘Army Reserve’
to reflect the significant changes in its role and its integration
into the Whole Force. This is one of the four early measures to be
implemented through primary legislation to strengthen and support theReserve Forces.

Army Reserve Structure
2.35.

Within the integrated Army of 120,000, the Army Reserve has been restructured todeliver 30,000 trained reservists, with an additional 8,000 reservists in training, from2018. The future Army Reserve is optimised against this liability; it results in somechanges to the structure of the Reserves. These will ensure maximum efficiency
and operational effectiveness within the future integrated force. The capabilities
which will make up the Army Reserve will be different from today. This will result inthe total number of major and minor units, and of sub-units, changing to reflect therequirement to generate deployable capability (from individuals to formed subunits) from the Reserve as part of the integrated force structure under Army 2020.
This change will be reflected in the future Order of Battle of the Army Reserve
being announced in parallel to the publication of this White Paper.

Army Reserve Basing
2.36.

2.37.

The Territorial Army is currently structured on the basis of a trained strength of
36,500 (although it has not been manned to that level for a number of years). The
force structure changes mentioned above, and based on an establishment of a
trained strength of 30,000, require the basing footprint of the future Army Reserveto change. The number of locations occupied by the Army Reserve will reducefrom around 340 to just over 300 against criteria based on:•

Structure and Capability. As well as the reduced structure, thecapabilities the future Army Reserve will be required to generate aredifferent to those of the Territorial Army. Where structure and capability is
no longer required there is an opportunity for estate rationalisation.

•

Recruiting. Small or poorly recruited sub-units (those with lessthan about 30 personnel) will increasingly be consolidated into more
populated areas to optimise future recruitment.

•

Integration. Greater concentration of reserve manpower in fewer
locations and increasing proximity to their paired regular unit will leadto efficiencies in manpower, infrastructure and equipment and deliver abetter integrated and better trained Army.

Overall, the resulting footprint of the Army Reserve will deliver a more efficientand effective structure, necessary to meet the requirements of the integrated
force. A summary of these changes, which we expect to be complete by 2016,
are being announced in parallel to the publication of this White Paper. Where
Cadets are co-located on Army Reserve sites for which there is no longer a
Defence requirement, we will ensure that a Cadet presence is retained.

Reserves in the Future Force 2020: Valuable and Valued

23

Royal Air Force Reserves
2.38.

The Royal Air Force Reserves comprise two elements: the Royal Auxiliary Air Force,of volunteer reservists; and the Royal Air Force Reserve, primarily consisting ofindividuals with previous regular service. Royal Auxiliary Air Force trained strength
will increase to at least 1,800 by the end of 2016. It will continue to operate as it
does today, augmenting the Regular Force with individuals or small groups.

2.39.

The future concept for the Royal Air Force Reserves is to continue to augment
the Regular Forces as an integral part of the Whole Force. The future nature ofconflict puts a higher premium on air forces being used at high readiness andthe reserve air forces are being rebalanced to enable them to play a greater role.
We will hold some 10% of the force as High Readiness Reserves, to rebalanceaway from the basic generalist roles of force protection and to allocate a greater
proportion to specialist roles such as cyber, intelligence and medical. This
rebalancing is underway and will be largely complete by April 2016.

Reserve Forces’ andCadets’ Associations
2.40.

The changes we are making in the Armed Forces, regular and reserve,
particularly in the Army, are significant and, as has been seen, will have
implications for structures, basing and operational models. The Reserve Forces’and Cadets’ Associations provide important support both to the Reserve Forces
and the Cadets and their role will continue to develop.

Vignette: Royal Marines Reserve in 2020
– Sergeant Paul Matthews QVRM
A former regular, Sergeant Paul Matthews served in the Royal Marines during thelatter stages of operations in Afghanistan and left to set up what is now a successfulbuilding business in his home town of Liverpool. He now employs a team of four
people and is expecting to expand further over the next few years. Missing thecamaraderie of the marines he decided to join the Royal Marines Reserve back in2016 and is now fully established in his local unit RMR MERSEYSIDE. It was hard
work getting back up to the necessary level of fitness but he relished the challenge.
Paul has since trained overseas on a number of occasions, including Exercise BLACK
ALLIGATOR where he went to California to train alongside regular Royal Marines andthe United States Marine Corps. Closer to home, last year he was deployed at short
notice under the domestic resilience arrangements to support the community after
serious flooding in North Wales. In 2021 he will be mobilised to serve for a year in
Lead Command Group as part of the nation’s very high readiness Response Force
Task Group. Leaving his business for an extended period is a concern but one of
his team will take on his managerial responsibilities in his absence and there are arange of financial support measures available, especially for Small and Medium-sizedEnterprises such as Paul’s. Looking for promotion to Colour Sergeant, 2020 has been agood year for Paul as his reserve service has been recognised in the Queen’s Birthday
Honours List with the award of the Queen’s Volunteer Reserve Medal (QVRM).
(note: this is a fictional scenario set in 2020)

24

Reserves in the Future Force 2020: Valuable and Valued

Section 3 - The Offer toReservists and Their Families
The Reserves are valuable to the country and we value what reservists deliverfor Defence. Mutual commitment is at the centre of the new proposition:
the reservist commits to be available to train and deploy on operations; inreturn Defence commits to offer attractive challenges, high quality training,leadership and development opportunities and fair rewards and incentives.
Defence also commits to provide appropriate support to reservists’ families,
recognising the contribution they make.
Changes we are making to the offer include:• More high quality training, both on joining and subsequently;• New individual training to enhance military skills and, through increased
civilian accreditation, to improve civilian employability;• Access to Standard Learning Credits;• A substantial increase in total remuneration value as we better align pay
and benefits with regulars through:• An allowance for paid annual leave, recognising that reservists delivercapability for Defence;• Accrual of benefits under the future Armed Forces pension scheme, notonly when mobilised but also when training;• A restructured training bounty incentivising commitment and rewarding thedelivery of capability;• An Early Commitment Bonus of £5,000 to encourage recruitment of Army
Reserve officers;• Incentives to encourage those leaving regular service to transfer into thevolunteer Reserve Forces, including a transfer bonus in the Army Reserve;• Better defined career structures, increased opportunities for reservists

outside the field forces and better managed careers including provision ofcareer management staff in Army Reserve units;• Improved health care when not mobilised:• Access to full occupational health assessment;• Dental assessment;• Rehabilitation for injuries received while training;• Improved access to mental health support;• Provision of welfare officers in Army Reserve units to a deliver a higher,
more consistent and more accessible level of direct welfare support toreservists and their families.
Box 4 - Changes to the Offer to Reservists and Their Families

Reserves in the Future Force 2020: Valuable and Valued

25

3.1.

This section sets out our proposition to reservists and their families anddemonstrates how we value the commitment reservists make to their country.

3.2.

Defence needs to attract and retain high quality individuals by offering the rightmix of challenge, opportunity, incentive, recognition, skills and reward. For many
reservists, reserve service offers an alternative focus and worthwhile addition totheir normal employment. The opportunity to gain skills which will increase theiremployability is also an important factor for many. What reservists do mattersand delivers an essential contribution to national security. It must be properly
recognised and valued.

3.3.

Mutual commitment is at the heart of the future relationship between Defence
and the reservist. The consultation paper set out a proposition of what Defence
will offer to individuals who volunteer for reserve service in the Armed Forces
and what commitment Defence expects in turn from the reservist. This received
a broadly positive response from reservists17. Following the consultation this has
been slightly revised as follows:‘As a serving member of the Armed Forces a volunteer reservist commits to train
routinely and mobilise when required. In return, Defence will: offer attractive
challenges, high-quality training, leadership and development opportunities
and fair rewards and incentives to volunteers; support them throughout theirservice (including when mobilised and recuperating); treat them as veterans after
their service; and, subject to national emergencies, seek to predict training anddeployment requirements’.

17

26

55% of reservists who answered the question agreed with the revised proposition, 16% said that they
disagreed and 29% said that they did not know.

Reserves in the Future Force 2020: Valuable and Valued

Providing a Challenging andHigh Quality Experience
3.4.

The future Reserves’ roles were explained in Section 2. These underpin the
purpose, ethos and structure of the future Reserve Forces and, most importantly,
provide the requirement to attract the resources necessary to deliver them.
Training is central to the reservist experience and, as has been explained earlier,has been significantly enhanced. Other measures that have already been
implemented to improve the reserve experience are summarised in Box 5.

How We Will Value Our Reservists
3.5.

In the past we have placed insufficient emphasis on the career development
and progression of reservists. We are clear that in future we must invest in our
reservists as individuals if we are to be able to make best use of the talent they
represent. But we also need to recognise the real challenges that reservists facein reconciling the needs of family, civilian career and reserve service. This meansthat while, with the necessary time and training, reservists can deliver as much as
their regular counterparts, the way that this is delivered must take due account of
their circumstances. This demands changes in cultures, attitudes and behaviours
from both regulars and reservists. If Defence routinely asks more than reservists
or employers can reasonably give, then it is unlikely that Defence will have thereservists needed to deliver an assured contribution to national security.

3.6.

Defence’s New Employment Model (NEM)18 will redesign the employment
structures and terms and conditions of service for regulars and reservists. It will
deliver greater parity and comparability between regular and reserve service –for broadly equivalent levels of commitment there should be broadly equivalent
reward – and set the framework for easier transition between regular and reserve
service. This provides a significant opportunity and is fundamental to the designof our future Armed Forces. It will take time to develop fully.

3.7.

Important early decisions have already been made on reservist terms of service.
These are designed to support delivery of the operational capability needed from
our Reserve Forces in the future, to enable delivery of the proposition set out
above and to set the conditions for the development of the detailed measures
within the NEM to support reservists and regulars as integrated elements of theWhole Force.

18

The Ministry of Defence’s transformation programme to deliver the future terms and conditions of service forall service personnel.

Reserves in the Future Force 2020: Valuable and Valued

27

Improving the Reserve Experience
Much has been done and is being done to improve the offer to reservists, in orderto banish the perception of a two-tier force and to deliver an integrated Reserve of
genuine utility. Improvements to date include:

Maritime Reserves• The recruiting and training organisations have been strengthened to attract the additional
recruits and accelerate initial and specialist training processes.
• The Maritime Reserves Bounty Scheme has been introduced which encourages existing
personnel to sponsor a friend or colleague through the recruitment process.
• Project FIREFLY has been initiated to improve the transfer of regular personnel into the
Maritime Reserve on completion of their service.
• Betterment of the Maritime Reserves estate has commenced, with initial work
concentrating on the aspects that directly relate to training, such as the supporting IT
infrastructure.

Army Reserves• Initial recruit selection procedures have been improved and there is now a common
regular and reserve selection process.

• There is improved access to initial training courses including fast-track consolidated
officer and soldier courses.

• A reserve Command, Leadership & Management (CLM) programme is being establishedand will be complete by December 2013.

• 79 dedicated unit career managers have been recruited to coordinate reserve career
management and awareness.

• 45 dedicated welfare officers have been recruited, with a further 31 to be recruited in2013.

• Administration has been reviewed to reduce the burden on the reservist.
• The Army Reserve has received new equipment including vehicles, enhanced
communications equipment and new uniforms.

• 22 overseas training exercises for reservists were delivered last year; more are planned in
the future.

• £2m of cardio-vascular and fitness training equipment has been delivered to units / subunits.

• Adventurous training and reserve sport are now resourced core activities.
Royal Air Force Reserves• New squadrons have been formed in areas where the Royal Auxiliary Air Force did notpreviously have a presence.
• Man training day (MTD) provision has been restored to pre-SDSR levels, both in terms ofthe number of personnel being trained and the MTDs allocated in certain areas.
• A fast-track process for Regular to Reserve transfers has been instituted.
• There are more overseas training opportunities; Royal Air Force Reserves have recently
trained in Germany, the USA and Norway with international partners.
• Full access to regular Adventurous Training (AT) facilities is available for reservists andthere are improved opportunities for unit level AT.
Box 5 - How We’ve Improved the Reserve Experience

28

Reserves in the Future Force 2020: Valuable and Valued

Career Structures
3.8.

Individuals join the Reserve Forces for different reasons and for varying lengthsof time. Most posts in the Maritime Reserves, the Army Reserve and the Royal
Auxiliary Air Force are based in local units around the country, although there is
scope for reservists to take up full or part time headquarters roles. To provide
the best opportunity to develop individual reservists in the future, allow thedevelopment of targeted and appropriate conditions of service and facilitate
opportunities for transfer between Regular and Reserve Forces and vice-versa,
a refined and updated reservist career structure is necessary. This is significant
work which includes the identification of non-frontline posts for reservists and thedevelopment of career paths.

3.9.

Unlike regular career structures, which are based on length of service, reservist
career structures also need to reflect the personal, career and domestic
circumstances and level of commitment a reservist is able to make. The reservist
career structure will recognise:
3.9.1.

The relatively high level of commitment and flexibility an individual givesin the early stages of his or her service, normally within a field force unit;

3.9.2. The reduced availability the individual may have later on as he or she
develops his or her civilian career and/or due to family commitments; and3.9.3.
3.10.

The need to draw a cohort of future senior leaders and some specialists
through to a third stage where their potential can be fully realised.

As part of the process to ensure that appropriate career structures are developedfor both Reserve and Regular Forces, work is already well underway to consider
how service personnel are going to be employed in the future. The work, being
undertaken within FR20, is intimately connected with the NEM programme andwill ensure coherence between reserve and regular structures.

Reserves in the Future Force 2020: Valuable and Valued

29

Vignette: Army Reserve in 2020 – Corporal Steve Gray‘My name is Steve and I am a 30 year old Infantryman in the Army Reserve; mycivilian job is with a major facilities management company. I have served for ten
years and have seen at first hand the transformation from the Territorial Army to the
Army Reserve. When I first joined, we were just doing the same old routine low leveltraining but now we have a focussed, demanding and exciting training programme
linked to a predictable commitment cycle paired with our regular counterparts.
In the past there were many inconsistencies between regular and reserve service
but I’ve noticed really positive changes over the years. Our training centre has
now got loads of new fitness kit, I get paid leave, I’m a member of the Armed
Forces pension scheme and I used my Standard Learning Credits to help pay fora language course at my local college which has benefited me, the Army and mycivilian employer.
People in the office often ask me what I’ve been up to on training and one
colleague has just applied to join my unit. My employer has recently signed up to
the Corporate Covenant; this is a real plus for me because it shows that both myemployers, military and civilian, recognise their mutual obligations to each other andto me.
When I deployed to Afghanistan back in 2013 we did some great pre-deployment
training and I felt totally ready for the challenge ahead – there was no difference
between regulars and reservists and I felt that my wider life experience was ofadditional benefit when we were deployed. The Army’s welfare provision was
excellent; my wife was invited to events before and during the tour so she could
understand what I was doing and where she could look for help if needed. My
employer was supportive too; it was quite a team building exercise for my officebecause they really rallied round and got together to support me with letters,presents and updates on how things were going back home. My family were a bit
worried but I could tell how proud they were when they came to my medal parade –no-one else in my family had been in the Army so it was a real first. I also deployed
to Kenya for a month two years ago as part of a fully integrated regular and reserve
team training the Kenyan Armed Forces and setting up a new training school. This
gave me a chance to put the skills I’ve developed in my civilian career to use in a
military context.
All in all, the Army Reserve has really given me something extra in my life –challenge, experiences, mates, opportunity, fitness, pride; I could go on for ever.
Frankly, it is such a part of my life that I can’t really imagine not doing it. Yes, it
is hard work but it has really given me something different that is exciting andmeaningful.’(note: this is a fictional scenario set in 2020)

30

Reserves in the Future Force 2020: Valuable and Valued

How We Will Recognise andReward the Commitment
Made by Reservists
Consultation Findings• Responses focused primarily on deficiencies in the current Conditions of Service
package and the desire for alignment with regular allowances, including healthand welfare provision. It was observed19 that what was expected of a reservist
was relatively clear, but that the package for the reservist was less clear.

• There was broad agreement that allowances and training bounty payments

should support individuals who commit to and achieve training standards20,
rather than simply rewarding attendance, and should reward those who achieve
the required standard early.

• Reservists listed pay and training bounty, minimising impact on employers andwell organised and stimulating training as the best incentives to attend training21.
Responses pointed to the importance of the training bounty payment as atangible reward for commitment.

• Interest in a reserve pension came more from officers than other ranks and22

was seen as a requirement to reflect parity of treatment rather than to incentivise
further service23.
Box 6 - Consultation Findings - Conditions of Service19 20 21 22 23

Pay and Pension
3.11.

In the longer term, the package of pay and allowances for all service personnel,
regular and reserve, will be developed by the NEM Programme. In the short term,
we will recognise the additional commitment of reservists to train and deploy
routinely by providing a substantial increase in the overall remuneration package,
delivering greater alignment with regulars. Specifically:
3.11.1. In addition to the current annual leave awarded for time on
deployment, reservists will earn approximately one day’s paid leavefor every ten training days completed. This additional entitlement will
be applied retrospectively with effect from the leave year commencing 1
April 2013.

19
20
21
22
23

Primarily at the single Service focus groups.
A number of respondents in the single Service reservist groups and some of the white mail responses
suggested that recognising a commitment greater than the minimum with an increase in bounty would reward
those who are motivated and encourage reservists not to work just to the minimum standard.
The top answers from reservists to the open question ‘How could [training] attendance be incentivised’
were pay, money or bounty (19%), minimising the impact on the employer (17%), and quality training / wellresourced training facilities (16%).
Pensions were mentioned in response to the open question ‘What aspects of [the proposition] would you
modify’ by 10% of reservist officers compared to 6% of all reservist participants.
Observation from single Service focus groups.

Reserves in the Future Force 2020: Valuable and Valued313.11.2. We will provide access to the future Armed Forces pension
scheme in respect of all elements of reserve service (training
and deployments). The MOD is introducing a single Armed Forces
pension scheme in 2015, to be known as Armed Forces Pension
Scheme 2015 (AFPS 15). To recognise the value of reserve service wewill give reservists access to AFPS 15 from 1 April 2015 to provide adefined pension contribution for all paid service. This will deliver parityof treatment between regular and reservist personnel and will help to
encourage transfer from regular to reserve service.

Training Bounty
3.12.

The primary purpose of the Training Bounty is to encourage reservist personnel
to complete their annual training obligation24. It increases progressively over five
years. It is tax exempt and is paid to reservists for undertaking specific training
and attaining prescribed levels of efficiency. Even though we are substantially
increasing the overall remuneration package for reservists by introducing a paid
annual leave entitlement and pension benefits for training days, we will also retain
a Training Bounty. As we move to the future model for the Reserve Forces, we willdevelop the Training Bounty more clearly to recognise commitment, encourage
retention and reward the delivery of a prescribed level of capability both individual
and, where appropriate, collective. We will introduce these changes at the earliest
possible date: April 2014 (the start of the 2014/15 training year).

3.13.

The independent Armed Forces Pay Review Body makes recommendations
about reservists’ Bounty. It will continue to do so, taking account of the overall
reservists’ remuneration package.

Reservist Award
3.14.

The Reservist Award includes payments to make up the difference between
civilian earnings and military salary when a reservist is mobilised. This is toensure that the reservist is not financially disadvantaged by mobilisation, forexample by being unable to continue mortgage payments.

3.15.

The Reservist Award is critical to the success of the mobilisation process.
However, the current system has led to a small number of cases where very
highly-paid civilians have been employed in non-specialist military roles but
have received very high reservist awards. This does not always provide value formoney to the taxpayer.
3.15.1. We will restructure the financial assistance regulations25 to place acap on the level of Reservist Award in non-specialist roles. We willretain the ability to offer higher reservists awards to attract the best talentin specialist roles (for example surgeons).

24
25

Single Service training requirements for Training Bounty qualification are set out in JSP 754, available on www.
gov.uk. At present, approximately two-thirds of reservists meet their annual training obligation (FY 11/12).
Statutory Instrument 2005/859.

32

Reserves in the Future Force 2020: Valuable and Valued

Standard Learning Credits
3.16.

The Standard Learning Credit scheme provides funding support to service
personnel who wish to enhance their educational or vocational achievements. It
allows service personnel to claim 80% of fees paid to civilian bodies for certain
personal development courses, examinations and support, up to a maximum of£175 per financial year.
3.16.1. We will extend access to the Standard Learning Credit scheme
to all reservists from April 2014. Extending the Standard Learning
Credit scheme will encourage reservists to enhance their educationaland vocational achievement which benefits Defence, the individual and,potentially, his or her employer.

Measures to Encourage Recruitment
Encouraging Ex-Regulars tojoin the Volunteer Reserve
3.17.

Former regular service personnel in the volunteer reserve bring their experienceand training to improve and sustain the capability of the Reserve Forces. They
improve the institutional robustness of the Reserves and contribute directly tocapability. The transfer of service leavers and ex-regulars also reduces the initialtraining cost of the volunteer reserves.
3.17.1. The Army is therefore incentivising the transfer of service leavers
and ex-regular soldiers and officers by offering a £5,000 taxable
commitment bonus on top of their other pay and allowances,payable over a four year period of service in the Army Reserve.

3.18.

3.19.

To encourage transfer to the Army Reserve of those leaving the regular Army
we have significantly streamlined our transfer policy and processes. Supporting
measures include:••

The retention of regular rank on transfer;•

Establishing formal links between regular personnel and reserve units;
and•Targeted communications to raise awareness of reserve service among
regular personnel, with specific measures to stimulate initial contact
towards the end of regular service.

Access to higher rates of Training Bounty on account of prior regularservice;

In addition, we have further streamlined movement between regular and reserve
service in all three Services by:•

Ensuring continuity of the security clearance enjoyed as a regular for 12months after leaving regular service;

Reserves in the Future Force 2020: Valuable and Valued

33

3.20.

•

Aligning medical standards to ensure consistent application of measuresof ‘fitness to serve’ with the volunteer reserve;•

Improving record keeping and simplifying the re-instatement of service
records; and•Establishing dedicated unit career management and supporting staff tosmooth the regular to reserve transfer process.

The Support for Britain’s Reservists & Employers (SaBRE) 26 and the threeServices’ websites have been amended to enable ex-regulars to accessinformation and register interest in volunteer reserve service. We are also
investigating the use of service records to facilitate contact with regular personnel
once they have left the Regular Forces.

Early Commitment Bonus
3.21.

Young officers are essential to the health of any military organisation. Theirleadership helps to attract new recruits and to enrich the experience of thosealready serving, thus aiding retention. Recruiting Army Reserve officers is a highpriority.
3.21.1. Since April 2013 an Early Commitment Bonus has been available todirect entry officer entrants into the Territorial Army. It provides aninitial taxable payment of £2,000 on completion of initial officer training,
followed by three staged annual payments of £1,000 on completion of
the annual training commitment. These payments are in addition to thestandard pay and allowances.

26

SaBRE is an MOD sponsored organisation who provides reservists and employers with advice and support on
reservist matters.

34

Reserves in the Future Force 2020: Valuable and ValuedVignette: Royal Auxiliary Air Force Medical
Reservist in 2020 – Flight Sergeant Jane Smith
Jane is a Senior Staff Nurse in the Emergency Department in a major NHS Trust.
She also serves as a RAF medical reservist with 4626 (County of Wiltshire)
Squadron, based at RAF Brize Norton in Oxfordshire. She joined the Royal Auxiliary
Air Force in 2008.
The 33-year-old, who now holds the rank of Flight Sergeant, spends one weekend
a month at RAF Brize Norton where she takes part in a variety of training ranging
from leadership, military skills, specialist clinical courses and physical fitness
exercises. Jane is also committed to 15 consecutive days annual training for which
her employer grants special paid leave. Recently, her Squadron has undertaken
exercises in Cyprus and Kenya simulating humanitarian relief operations.
Jane deployed to Afghanistan for three months in 2013 and has since been
deployed elsewhere in the world for shorter periods to assist humanitarian
operations. When she went to Afghanistan she was given four months formal noticeof mobilisation although it had been clear some months before then that she would
be required. Given the notice period and help received from the MOD, her civilian
manager was able to adjust the workload in her department and bring in additional
temporary staff. Her manager said:‘Given the notice, we were able to minimise the impact of Jane’s absence; it was
fairly similar to other absences such as maternity leave. When she came back fromeach operation, Jane discussed her experiences with staff. It was clear she hadgrown in confidence and clinical skills – I suspect being part of a medical response
team in Afghanistan and during humanitarian crisis such as the recent earthquake;
helped make her like that!’
Since returning from Afghanistan, Jane’s military and clinical skills and experience
have been recognised and recorded in her NHS training file. Jane’s department
has adopted similar procedures to those which she learned on operations, suchas the ‘After Action Reviews’ if there is a patient safety incident in the Emergency
Department.
Jane has recently applied for a commission to become a Nursing Officer in theRoyal Auxiliary Air Force.
(note: this is a fictional scenario set in 2020)

Reservists not in employment
3.22.

For those seeking employment, reserve service offers an excellent opportunity
to gain employment skills and experience, particularly for those who haverecently entered the employment market. Personal development through reserve
education, skills, training and experience helps to improve employment prospects
for unemployed reservists.

Reserves in the Future Force 2020: Valuable and Valued

35

3.23.

Under the Partnering for Talent Programme, 15 (North East) Brigade is running
four pilots focused on improving employability skills for reservists. Early findings
suggest all four have the potential for wider application. The pilots are:3.23.1. A vehicle maintenance course for unemployed reservists in partnershipwith Hull College. 13 unemployed TA soldiers recently completed a six
week course, attending one day a week. The course included a level two
qualification in employability and a guaranteed job interview with local
employers.
3.23.2. A ‘veterans and reservist’ Job Club in Hull in partnership with Job Centre
Plus. As at 10 June 2013, of the 52 who joined the club, seven are in fulltime employment, three are at college, two are on educational courses,
two are on Enhanced Learning Credit courses and two are on othercourses.
3.23.3. Technical engineering training for unemployed reservists in partnershipwith The Prince’s Charities and Redcar Council. For one day a week,
individuals receive vocational training at a TA centre, learn engineeringskills and brush up basic numeracy and literacy skills. The aim of thepilot is to connect individuals with employment opportunities, indirectly
through Further Education or directly with employers.
3.23.4. A two-week residential course for unemployed 18-24 year olds to develop
trust, attitude and maturity through team work, leadership development,
problem solving and experiential learning, delivered by an Army OutreachTeam in conjunction with the Police, Fire Service, Nurses, Prison Service
and Job Centre Plus. 30 students completed the first course on 28 June
2013.

3.24.

In addition to this we are piloting traineeships for reservists, providing modules
that contribute to accredited vocational awards and will set the foundation
for joint industry-led apprenticeships. For example, the Royal Electrical andMechanical Engineers (REME) have recently introduced a pilot scheme totrain unemployed reservists in engineering skills alongside their regular REME
counterparts. The pilot has resulted in six reservists completing apprenticetraining and being awarded NVQ qualifications which will enable them to secure
new civilian careers as vehicle mechanics or fitters. A further 20 places on
the scheme are being filled this year. The scheme not only gives otherwise
unemployed young people new skills and qualifications, which open up real
career opportunities for them, but also delivers genuine integration of regular andreserve training. We aim progressively to extend this approach to other technicaltrades in the Army Reserve.

Impact of Universal Credit on Reservists
3.25.

36

Important measures have been put in place to support the application of
Universal Credit (UC) to reservists. The UC system replaces and consolidates anumber of existing benefits (including income-based job-seekers allowance andhousing benefit) and is intended to reform and simplify the benefit system. It willremove the distinction between in-work and out-of-work support.

Reserves in the Future Force 2020: Valuable and Valued

3.26.

Reservists will not lose their benefit entitlement or have to submit a new claim
following completion of a period of training. However, any earnings related tothe period of training undertaken will be taken into account when calculating thevalue of the UC award. This policy treats reservists in a similar manner to any
individual undertaking short term work; it ensures that work always pays.

3.27.

Reservists living in social housing, whether as a single occupant or living withfamily members, will retain their entitlement to that housing when mobilised aslong as they continue to pay the rental charge to the landlord.

3.28.

Where a regular or reservist lives at home with his or her parents, he or she willcontinue to be treated as occupying his or her room in the parental home whileon operations or pre-deployment training. The parents therefore do not see a
reduction in their housing benefit entitlement as a result of their adult child’s
bedroom being unoccupied during that period of absence. In addition the nondependant deduction (ie the contribution non-dependants are expected to maketowards their living expenses) ceases until they return home. This provision was
introduced in recognition of the contribution Armed Forces personnel (including
reservists) make to their communities and wider society as a whole and ensuresthat those serving in the Armed Forces and their families are not unfairly affectedby the recent changes to the Housing Benefit system when on operations or predeployment training.

Health Provision
3.29.

Healthcare for regular and reservist personnel is in large part provided by
the NHS. However, the MOD provides health assessment and healthcare todeliver the assured security capability the nation requires, and to meet the
responsibilities of Defence to promote, protect and (where not provided by the
NHS) to restore the health of its people. When mobilised, a reservist has thesame entitlement to healthcare as a regular service person. However, if Reserve
Forces are to provide an assured contribution to national security greatercertainty is needed that reservists will be medically fit to deploy when they arecalled upon, and that their health is protected on deployment and in training.

3.30.

Defence requires an understanding of the functional capacity and fitness to workof its reservists and must be able to minimise the risk to their health. Provisionof occupational health also reduces the risk (and therefore disruption to thereservist and employer) of a reservist being mobilised and found subsequently
to be unfit to deploy. Occupational health support for non-mobilised reservists,
not currently consistently provided by the MOD27, is therefore routinely required
throughout their service to support their availability for operations.
3.30.5. We will extend occupational health provision to all reservists,
including the provision of:

•
•
•
•
27

Fitness for work medicals;
Hearing assessment (audiometry);
Visual acuity tests; andOther health surveillance requirements.

Navy and RAF reservists already receive an occupational health provision, including medicals upon joining.

Reserves in the Future Force 2020: Valuable and Valued37

3.31.

The requirements of the three Services will be delivered by the Defence Primary
Healthcare Service, except those required to support recruitment, which they willcontinue to manage.

Dental health
3.32.

To support dental health for deployment, we will resource the assessmentof occupational dental fitness for those preparing to deploy. Any conditions
identified will be managed through referral to the reservist’s civilian dentist.

Mental Health
3.33.

Considerable attention is already given to identify and address mental healthissues arising from military service for regular and reserve personnel alike.
Programmes already in place to ensure pre-deployment mental health briefingsand preparations are aligned with those for regular personnel. During theimmediate post deployment phase reservists are made aware of how and whereappropriate assistance can be sought for any mental health concerns. We willcontinue to develop this support for veterans and reservists who have deployedon operations, in partnership with the Department of Health, the Devolved
Administrations and the Service Charities.

3.34.

The enhanced occupational health provision for reservists will be critical toproviding support to reservists with mental health problems. It will provide amechanism to identify any mental health issues and to assess any implicationsin the context of service in the Reserves. We expect, however, that reservists willcontinue to receive mental healthcare from their GPs and specialist mental healthservices in the NHS for mental health problems unrelated to military service.

Rehabilitation
3.35.

The Defence Medical Rehabilitation Programme (DMRP) provides rehabilitation
for injured or ill service personnel, including reservists mobilised for operations,but does not currently support reservists who are injured in training. This goesagainst the principle of the future Whole Force and must change.
3.35.1. We will therefore increase the rehabilitation service to reservists toinclude provision of rehabilitation for those injured during reserve
training. We will provide timely physiotherapy and rehabilitation support
to reservists injured in training, in order to enable their return to fitness fortheir military role; this will also benefit their civilian occupation.

3.36.

38

Given the geographic spread of reservists, the delivery of this support will betailored to the requirement, and may include Defence Medical Services primarycare rehabilitation or contracted services, supported by the more specialised
facilities such as the Regional Rehabilitation Units when required. This provision
will be accessed through, and forms part of, the enhanced occupational healthprovision to reservists.

Reserves in the Future Force 2020: Valuable and Valued

Welfare and Family Support
3.37.

Existing welfare policy affords equal welfare support to reservists and their families
as for regulars, although delivery is through different single Service mechanisms.
But the consultation showed that the delivery of welfare to reservists was not
being applied uniformly and was often determined by resources and outdated
perceptions of entitlement.28 Specifically, many Army reservists were unable toaccess Service welfare support unless they were mobilised.

3.38.

In order to deliver the assured capability that we require, we must ensure
reservists have appropriate access to welfare services and that we recognise thecontribution and sacrifices that continue to be made by their families.

3.39.

The provision of welfare for reservists must be based on an assessment of
an individual’s commitment, on Service need and on an assumption of broadequivalence with that for regulars, though not always provided in identicalform. For example, reservists should expect greater welfare support aroundmobilisation, when the Service need is high and where their commitment toreserve service is high, and should expect greater reliance on support throughthe NHS and other agencies during less intense periods of routine training.

3.40.

We will therefore implement the following measures to improve welfare and family
support to reservists in the short term:
3.40.1. The Army will provide welfare officers at unit level to enable ahigher, more consistent and more accessible level of direct welfare
support to reservists and their families. This will provide a level of
welfare support that, particularly for non-mobilised Army reservists, has
not been previously possible. It will allow Army reservists to access themore professional Army Welfare Service support29 at times when they are
not mobilised, for example for help to resolve relationship difficulties. The
Army has already started a programme of recruiting unit-based welfare
officers that will be complete by the end of 2013.
3.40.2. We are revising our policy and guidance better to reflect theparticular welfare needs of reservists and their families and provide
support equivalent to that provided for regulars. This means that
there will be no barriers to reservists and their families accessing thenormal range of support provided by welfare officers, whether they aremobilised or not. However, as with regulars, the support offered willreflect the degree to which service life has created or aggravated the
problem as well as the degree to which the problem is impacting on theindividual’s ability to fulfil their service responsibilities. This policy will be
underpinned by a new research-led welfare maturity model. Policy will berevised by early 2014 and further updated in light of the maturity model
research that will be commissioned in mid 2014.

28

29

Qualitative and white mail responses acknowledged that because Reserve Forces are more geographicallydispersed, they face a different situation to the regular Armed Forces regarding support for families.
Reservists generally felt that this should be acknowledged by units and alternative methods of support forfamilies should be put in place.
The AWS contains trained specialists (military and civilian) who provide specialist welfare services for more
serious or complex welfare cases such as dispute resolution, signposting to specialist local authority care andthe preparation of specific casework reports to assist in case decision making.

Reserves in the Future Force 2020: Valuable and Valued

39Armed Forces Covenant
3.41.

The offer to reservists and their families is supported by the Armed Forces
Covenant. There is a continued requirement nationally to ensure that the Armed
Forces Covenant is being applied for all military personnel, regular and reserve.
The scope of the Covenant spans terms and conditions and recognition throughto support to families. It is an obligation on the whole nation: Government,
Devolved Administrations, Local Authorities, civil society and others.

3.42.

As part of the overarching Armed Forces Covenant, the Community Covenant
was established to follow up Covenant commitments at the local level and toencourage local communities to support the service community in their area,
promoting mutual understanding and awareness between the Armed Forces
community and the local communities in which they find themselves. Throughthis successful initiative (over three-quarters of some 400 local authorities havenow signed pledges with their local Armed Forces unit, with more in the pipeline)
we are seeing the issues affecting Armed Forces community, including Reserves
and their families, being taken into consideration in the planning of local services
as never before. How these discussions impact upon practical measures taken ineach area varies depending on particular local circumstances.

3.43.

In addition to the Community Covenant, we have also recently introduced the
Corporate Covenant. This is a voluntary corporate statement of support for the
Armed Forces. The aim of this is to complement the Armed Forces Covenant
to ensure that the wider Armed Forces community faces no disadvantage in its
engagement with business. In relation to reserve service, it sets out the basic
behaviours required from Defence and reservists and what we will ask from
employers in order to provide and enable a supportive employment environment.

40

Reserves in the Future Force 2020: Valuable and Valued

Section 4 - The Offer
to Employers
For many reservists, successful service in the military is dependent on being able tomanage the separate demands of the military and of their civilian employer. Defence
recognises the contribution employers make to supporting reserve service and accepts
the need for a new approach if the nation’s future dependence on the Reserve Forces is
to be assured. Reserve service will affect employers in different ways according to, forexample, their size and sector. We seek a relationship which is tailored to reflect this,which is open and predictable and which is based on mutual benefit.
We will therefore:• Revise the financial assistance regulations to ensure that the levels of financial

assistance provided to employers are appropriate and that the administrative
arrangements are streamlined;• Legislate to allow us to provide financial awards to micro, small and medium-sizedenterprises when their reservist employees are mobilised;• Extend civilian accreditation of military provided skills, training and experience;• Introduce a new scheme to recognise supportive employers and underpinned by
the Corporate Covenant;• Develop an open and predictable relationship by:• Ensuring that reservists notify employers of their reserve status30;• Notifying employers of the training programme annually;• Providing notice of mobilisations and periods when a reservist is at highreadiness for mobilisation;• Providing relevant feedback on what a reservist has achieved during a period ofreserve service;• Introduce a new pan-Defence framework for civilian employer engagement,
including a National Relationship Management scheme to establish strategic
personnel relationships with major employer organisations, relevant trade bodies
and the largest employers;• Continue to work with public sector employers to provide an exemplar of support
for reserve service;• Provide improved information and material for employers on reserve service;• Work with employers and education organisations to develop opportunities forboth the employer, the reservist and Defence in the transition period between
education and work, including for those not in education, employment or training;• Develop innovative solutions with industry, building on sponsored reserves, todeliver capability for the Armed Forces;• Legislate now to provide reservists with right of access, without a qualifying
employment period, to the Employment Tribunal for unfair dismissal if thedismissal relates to their reserve service; and• Gather evidence on reservists being disadvantaged in, or when seeking,employment, follow up individual cases and, if the evidence justifies it, we willconsider additional measures, including whether to provide additional protectionin the next quinquennial Armed Forces Bill.
Box 7 - Changes to the Offer to Employers
30

Subject to security requirements.

Reserves in the Future Force 2020: Valuable and Valued

41

4.1.

This section sets out our proposals for the future relationship with employers.

4.2.

We recognise that many employers support their reservist employees andtake pride in their achievements. However, while many relationships between
employers and Defence are good, they are often transactional in nature andestablished as the result of a mobilisation or because a concern has arisen.

4.3.

In future we commit to making every effort to establish more sustained andenduring relationships which facilitate reserve service while recognising andaccommodating the needs of the employer, the reservist and Defence. This future
approach provides significant opportunities for all parties.

4.4.

Defence recognises that to have assurance on the availability of reserves there
must also be sufficient flexibility to accommodate the real challenges employers
face in meeting their business needs. We should only routinely ask for what canreasonably be delivered.

4.5.

Our proposals have two inter-dependent themes: Balancing the Proposition
and Developing New Relationships. Together these create the conditions todevelop the opportunity for Mutual Benefit between the reservist, the employer
and Defence.

Balancing the Proposition
4.6.

Some employers, particularly larger ones, consider enabling reserve service to bepart of their Corporate Social Responsibility, with positive benefits to perceptionsof their organisation. We encourage and support such an approach.

42

Reserves in the Future Force 2020: Valuable and Valued

Consultation Findings
Responses to the consultation, supplemented by recent research31 and wider
engagement with employers and the employer community indicate a need to:• Improve Defence’s engagement with the employer community, placing that

relationship on an enduring footing. Many employers have no experience of
employing reservists and little or no knowledge of the issues surrounding such
employment. Many were clear that they want better information regarding
reservist service.

• Better manage our relationships with the employer of each reservist. While

many employers of reservists have been supportive of mobilised employees,
many are unclear of the support available. Many commented adversely on theadministrative burden of claiming support.

• Provide sufficient notice of reservist absence from the work place, both fortraining and mobilisation.

• Ensure that the balance between the requirements of the reservist, the employer
and Defence is correct. The business impact of the absence of a reservist is
normally a key determinant in the decision to be supportive or not. Civilian line
managers play a critical role in this decision process.

• Work together to deliver the supportive environment necessary to enable reserve
service. Many saw few benefits of a relationship primarily based upon legislativecompliance, rather than one based on mutual benefit.

• Provide some flexibility in Defence’s use of a reservist where particular

circumstances mean that absence from the work place would cause business
impact beyond what it is reasonable to expect an employer to accommodate.

In addition, just under half (46%) of reservist respondents said that they had
experienced disadvantage in the workplace on the basis of their reserve service.
Box 8 - Consultation Findings - Employer Relations

Financial Support for Employersof Mobilised Reservists
4.7.

The consultation showed that many employers consider current levels offinancial assistance provided to employers of reservists to be inadequate32.
Many employers also considered the bureaucracy of making a claim to becumbersome. Assistance is governed by financial assistance regulations33 which31

MOD funded, SaBRE FR20 Research, by Jigsaw Research, January 2012. Defence Human Capability Science& Technology Centre, FR20 the Future reservist: Employer Issues and Incentives Literature Review, Oct 2012.
MOD funded, FR20 Understanding the Factors that Affect Support for Reserve Service, by the Universityof Edinburgh, Jan 2013. Defence Human Capability Science & Technology Centre, Partnering for Talent: theFuture Medical reservist, What Do NHS Employers Want? Feb 2013.
A number of employers who attended consultation events felt that the current financial compensation did notoffset the full cost of recruiting, employing and training a replacement, and potentially retraining the reservist
on return. Additionally, current arrangements for reclaiming costs are considered to be such an administrative
burden that many larger businesses do not bother to do so, and smaller companies, that could not afford tooverlook the cost, invested significant effort to do so.
Statutory Instrument 2005/859.

32

33

Reserves in the Future Force 2020: Valuable and Valued

43enable an employer to make a ‘capped’ claim for replacement and training costs
caused by the absence of their employee due to mobilised service. These aresummarised in Box 9. Regardless of the other changes we are proposing, there isa continuing requirement for this provision.
4.7.1.

We will therefore revise the financial assistance regulations byApril 2014 34 to ensure that the financial limits and types of costs open for
claim, including for training of replacement staff, are appropriate and thatthe administrative arrangements are streamlined.

Financial Incentives
4.8.

A general observation from the consultation was that the benefits of employing
a reservist were not seen to outweigh the costs35. In particular, many employers,
especially micro, small and medium-sized enterprises (SMEs), indicated that theloss of key staff had a business impact over and above the direct cost of finding a
replacement.
4.8.1.

4.9.

34
35
36

44

We will introduce legislation to allow the Secretary of State to
make payments to SME employers of reservists. Full details will
be laid out in regulations. This is one of the four early measures to be
implemented through primary legislation to strengthen and support theReserve Forces.

The award, in addition to the financial support detailed above, will be a flat-rate
payment of £500 per reservist per month when mobilised and will be targeted at
SMEs36, on whom the impact of absence is likely to be greater.

Changes to the financial assistance regulations will need to take account of the new financial incentives set
out in para 4.8.1 and are therefore dependant on the commencement of this piece of primary legislation.
General observation from employer workshops.
Defined by the Department of Business, Innovation and Skills as enterprises with fewer than 250 employees
and less than £25m annual turnover.

Reserves in the Future Force 2020: Valuable and Valued

Financial Assistance Currently
Available to Employers of Mobilised
Volunteer Reservists
Additional Costs
Employers do not have to pay reservist employees whilst they are mobilised asthey will be paid by the military. Employers can claim financial assistance to coveradditional salary costs incurred, for example:• Overtime, if other employees are used to cover the work of the reservist.
• Marginal salary costs of a temporary replacement, where they exceed the usual
cost of the reservist employee’s salary.

The maximum that can be claimed for additional costs is currently set at £110
per day. The MOD will pay this award for every working day that a reservist ismobilised.

Non-recurring Costs
Employers can also claim for certain one-off costs including:• Agency fees, if a recruitment or employment agency is used to find a temporary
replacement.

• Advertising costs to find a temporary replacement.
There is no maximum amount that can be claimed for such non-recurring costs.

Financial Assistance for Re-training
Employers can claim for any re-training that reservist employees need when they
return if it is essential for them to carry out their duties properly. There is no cap on
the amount employers can claim for this element.

Pension Contributions
A reservist who is called out is entitled to remain a member of their occupational
pension scheme. Provided that the reservist agrees to continue to pay their own
contributions, the MOD will pay the employer contributions.
Box 9 - Financial Assistance Currently Available to Employers

Benefits of Reserve Service
4.10.

The majority of employers agree that there are benefits in employing reservists,
especially when the civilian and military roles are close, although benefits
will vary according to employer and to the reservist’s role in the organisation.

Reserves in the Future Force 2020: Valuable and Valued

45However, a strong observation in the consultation was that the potential benefits
from reserve service were poorly understood and articulated37.
4.11.

Benefits to employers from reserve service broadly fall into three areas:
4.11.1. Directly Transferable Qualifications, Skills and Experience. Where
the civilian and military roles are close, there are potential benefits fromdirectly transferable qualifications, skills and experience. There is also
potential for direct transfer in those areas that are generic to manyorganisations (eg health and safety or driving).
4.11.2. Leadership and Management. Reserve education, training andoperational experience tests delivery, decision-making, management andleadership capabilities in very demanding environments. These makereservists well placed to deal with work place challenges; employers haveindicated that they value the generic skills developed in this way.
4.11.3. Employability Skills. The Armed Forces pride themselves in developing
the behavioural skills and attitudes required for both operationaland organisational success; these include self-discipline, personalorganisation and communication. These behaviours and attitudes benefit
any employer. The majority of reservists are dependable, physically fit,
have a proven ability to work in and for a team, can communicate clearly,
are robust and are committed.

4.12.

While there are existing employer awareness initiatives, often organised at a
local or regional level, our investment in this area has reduced over recent years.
We see these events as an important means of engaging employers and raising
their awareness and understanding of the opportunities and benefits of reserve
service. We will therefore be reinvigorating these events in a more systematic andcoherent manner.

Accreditation of Training
4.13.

37
38

46

The consultation indicated that employers value accredited, industry standard
and nationally recognised training and qualifications; unsurprisingly, this wasreflected by reservists themselves. Whilst reservists frequently have relevanttransferable training, skills and experience, employers told us that they were notalways able to exploit this where a military qualification was not formally accepted
as the equivalent to a civilian qualification or standard. We have taken thesefindings into more focussed discussions with industry sector leads and identified
that in sectors such as the retail, medical and cyber fields and the construction
and oil & gas industries, particularly where the same function is conductedby an individual in both their civilian and reservist roles, there is considerable
opportunity for specialist trade accreditation. However, the consultation identified
that the military skill-set most highly regarded by employers and reservists isleadership, management and communication38.
Many of the employers who attended the consultation workshops felt that there were potential benefits fromreserve service but that these were not being ‘sold’ to them, either by the reservist or by the MOD, and that
more could be done to ensure this occurs.
The top responses to the open question ‘what specific competencies would be considered to be particularly
attractive’ were accredited / recognised qualifications (19%), leadership (16%), management (8%) andcommunication (7%).

Reserves in the Future Force 2020: Valuable and Valued

4.13.1. We will improve the level of accreditation available to reservists
completing trade courses by working with trade bodies
and awarding organisations to map our training to existing
qualifications and standards. We will better articulate generic military
attributes (such as positive work ethos, confidence and working underpressure) and what reservists gain from military training and experience(such as leadership, line management and communication skills) so thatcivilian employers can more readily recognise the benefits of reservist
military service.
4.14.

Where our training does not map directly to a civilian qualification, improved
access to the Standard Learning Credit scheme (as described in para 3.16) will
help eligible personnel to bridge the gap and complete the award.

Implementation Plan
4.15.

Following the consultation we have started work to review reservist training; thiswill be completed by the end of 2013, allowing changes to be implemented in
2014. This process is establishing the current levels of accreditation, the extent
to which existing training could be further accredited to recognised industry
standards and, where appropriate, we are undertaking additional course design
work in order to meet awarding body criteria.

4.16.

We have already accredited reserve initial officer training and are making good
progress in mapping recruit training, a process that we aim to complete by theend of the year. On completion we will be able to offer a fully civilian-accredited
developmental pathway that reservists will be able to follow throughout theirmilitary careers. For many, this will complement and support progress in theircivilian careers.

4.17.

In summary, accreditation of military skills, training and personal development
will enable employers better to understand what reservists bring to theirorganisations. We will work with recognised providers to examine how relevant
civilian qualifications can be utilised to accredit prior learning, shorten militarytraining and enhance career development. In doing so, we will improve thetransparency and transferability of reservists’ skills and qualifications, enhancing
their value to both civilian employer and reservist alike.

Recognising the Contribution
Made by Reservist Employers
4.18.

The UK has a well established honours and awards system to recognise
exceptional public service. But in addition to this, Defence must recognise thecontribution that employers make to support their reservist employees if we are
to develop and sustain the employment environment required. Our recognition
scheme will be scalable in order to acknowledge the specific level of contribution
provided.

4.19.

We currently recognise employers who support our Reserve Forces throughthe SaBRE organisation. Employers are recognised by the award of a SaBRE
certificate with additional material available to support in house publications andReserves in the Future Force 2020: Valuable and Valued

47

websites. This approach has been appropriate to the operational demands ofthe last decade and therefore provides a foundation for the greater emphasis on
employer relationships planned for the future. The existing SaBRE campaign has
generated a total of over 14,000 supportive employers.
4.20.

Our new approach to recognising supportive employers will build on establishedbest practice and on the newly established Corporate Covenant. It will provide
an initial, visible means for employers to show their intent to be supportive of theReserve Forces.

4.21.

The second step will be properly to recognise employers who demonstrate levelsof commitment; this is already evident with the many employers who have been
supportive during the last decade and have been so important to the successof reservists on operations. We will reinforce the established SaBRE approachin order to provide proper and appropriate recognition for employers at theorganisational level. We will continue to provide employer certificates and will
update the material that can be used on company letterheads and websites
in order better to reflect the contribution made by supportive employers. Thissecond step recognises employers who have moved beyond intent and are
actively demonstrating supportive behaviours.

4.22.

There will be some employers who are able and willing to take a more proactive
approach to encourage reserve service amongst their employees. This we willrecognise specifically as the third level.

4.23.

Although the majority of individuals and organisations will be comfortablewith recognition in the public domain, there are some with market or cultural
sensitivities who, whilst content to support the Reserves, will require discretion.
The recognition scheme will therefore only publicly recognise employers who
have given their consent for us so to do.

4.24.

We intend to develop our recognition scheme further within the Corporate
Covenant. The future National Relationship Management scheme (as described inpara 4.50) will enable a more systematic approach to identifying and recognising
the most supportive employers and will provide the overall management of therecognition scheme.

Developing New Relationships
4.25.

We will make it as easy as possible for employers to support reserve service.
We will do this primarily through building relationships with employers basedon better communication, providing greater clarity of what we require anddevelopment of mutual benefit. We seek relationships which are:4.25.1. Open and based on predictability and notice;
4.25.2. Tailored for different sizes and sectors of employer; and4.25.3. Based on mutual benefit.

48

Reserves in the Future Force 2020: Valuable and Valued

4.26.

In addition, we envisage relationships being managed on three levels:
4.26.1. Locally, generally through the reservist and supported by the reservist’sunit;
4.26.2. Regionally where an employer has a number of reservists and with
regional employer bodies;4.26.3. Nationally with the largest employers, the public sector and national
employer organisations.

4.27.

Relationships will continue to be maintained with the Devolved Administrations
both from the MOD and through Defence’s regional commands and the relevantReserve Forces’ and Cadets’ Associations.

4.28.

Reservists are at the centre of the relationship and are the primary channel forcommunications with employers. Our approach is to enable and support thisrelationship by providing appropriate training and support from the reservist’sunit, not to seek to take its place.

Vignette: Royal Naval Reserve in 2020 –Lieutenant Sarah Haworth RNR
Lieutenant Sarah Haworth joined the Royal Naval Reserve in 2016, completingher officer selection and training immediately after leaving the University of
London. Reserve service is in her family, her father reached the rank of Major inwhat was then the Territorial Army and her brother has for some time served in
London’s Royal Naval Reserve unit, HMS PRESIDENT. Sarah joined the submarine
operations specialisation and was able to complete the necessary training whilst
qualifying as a solicitor in a firm in the City of London. Her company has been
particularly positive and she has progressed quickly to the rank of Lieutenant; they
were recognised last year with a supportive employer award after releasing Sarah
for additional training.
As a submarine operations officer, Sarah has served in naval headquarters ashore
but also on a number of occasions at sea; this year she embarked for the first timein the new aircraft carrier HMS QUEEN ELIZABETH for a major NATO exercise. Her
employer recognises the accredited leadership qualifications she has gained as aRoyal Navy officer and as a result she achieved a management position within her
firm a little earlier than others in her peer group. They do however recognise that
she might be required at short notice for a contingent operation, but have regularcontact with the Navy through her unit Commanding Officer. Sarah is committed toher work as a solicitor and to the Royal Navy; she plans to fully develop her careerin both.
(note: this is a fictional scenario set in 2020)

Reserves in the Future Force 2020: Valuable and Valued

49

Joint Employer - MOD Focus on Recruitment
4.29.

As part of the Partnering for Talent Programme, a number of large employers, aswell as Skills Sector Councils, are proactively helping to promote the benefits ofreserve service. Learning about reserve service via their employer automaticallyremoves any uncertainly about how an employer feels about employees
becoming reservists. Embedded employer marketing within large companies isoften underpinned by a reserve-supportive HR policy and the identification ofother reservist employees as role models. Examples of such initiatives include :•Rolls-Royce hosted Reserves’ recruiting teams at their annual
briefing of graduates and apprentices, followed by the use of internal
communications to raise awareness of the Reserves.

•

BAE Systems preceded Armed Forces Day with a week-long ‘Proudto Support our Armed Forces’ campaign across its UK businesses
including the launch of an employee relations intranet site for Reserveswith a revised policy, employee registration and news articles. This was
supported by senior leader blogs, promotion of Uniform to Work Day, andfund-raising events on behalf of Armed Forces Charities.

•

Carillion ran a Reserves’ awareness day, as well as analysing how tomake reserve service more attractive to their employees and haveadopted measures actively to support recruiting to a national Army
Reserve unit.

•

Oil and Gas UK (OGUK) facilitated the attendance of Reserves recruiting
teams at an OGUK event in Aberdeen, attended by 300 companies.

•

e-skills UK is working in partnership with the MOD to promote thebenefits of becoming a reservist to cyber professionals and theiremployers.

•

BT is trialling the recognition of selected reservist training as part of it’s
employee professional and technical development. BT has also employedwell over 1,200 Service leavers in recent years, and includes reservesawareness as part of their induction.

4.30.

Some employers have already seen the potential to develop relationships withspecific reserve units, for example where there are shared requirements for
specialist skills.

4.31.

These measures, and others, will all be made easier for other firms and sectors tofollow through the provision of the Online Toolkit (as described at para 4.54).

Developing An Open Relationship
4.32.

50

Our vision is to enhance our relationship with employers in order to develop andmaintain a robust, balanced and open three-way dialogue between the reservist
employer, the reservist and Defence. An open relationship based on predictability
and notice will help employers plan and manage the impact of their employee’s
absence and provide increased assurance that reservists will be available when
they are needed.

Reserves in the Future Force 2020: Valuable and Valued

Notifying Reserve Service
4.33.

For the future relationship to work, employers need to know who their reservists
are. We will, subject to security considerations, mandate and oversee
notification by reservists of their reserve service to their employers.

Predictability and Notification
4.34.

In the consultation, employers consistently cited the positive effect thatpredictability and good notice of a reservist’s training and mobilisation would haveon both their relationship with Defence and their ability to manage the effect of themobilisation, mitigating any business impact39. We recognise this and therefore:
4.34.1. We will routinely inform employers three months before the startof the training year in April of the key training events that theiremployee is expected to attend, providing reasonable noticeof change. This is aimed principally at the 16 day annual camp thatinvolves mid-week activity but will extend to weekend duties to help the
management of shift workers.
4.34.2. We will give at least a year’s notice of when an Army reservist isentering their minimum warning period (and is therefore liable
for mobilisation) 40. Given the more predictable cycles of training andreadiness we will usually be able to give at least 18 months’ notice.
4.34.3. We will give as much notice as possible of mobilisation. Whencommitted to an enduring operation, we will be able to give employers of
Army reservists (who will represent 85% of the future Reserve Forces) atleast nine months’ notice of mobilisation and give employers of Maritime
and Royal Air Force reservists three months notice of mobilisation. For
short-notice contingent operations, we will seek to give at least 28 days’
notice. However, for operational reasons we may occasionally not be able
to meet these notice periods; we will seek to manage this by considering
the individual circumstances of reservists and through the use of High
Readiness Reserves where possible.
4.34.4. We will consider reasons from employers for the deferment ofmobilisation through the existing appeals process. Examples
include where several reservist employees are being mobilised from asingle business at the same time or where there are specific businesspressures. While there is scope for flexibility, its degree will depend on
the level of national security threat to which we are responding and theavailability of reservists with the specific skills required.
4.34.5. We will seek to resolve any issues with availability for training or
mobilisation through constructive dialogue.

39
40

The notice period for absence was the most frequently mentioned issue in response to the ‘What type andlevel of support is required for employers in order to minimise any impact of the absence of their reservist
employees’ question.
See para 2.17 for explanation of Army Reserve mobilisation model.

Reserves in the Future Force 2020: Valuable and Valued

51

4.34.6. We will give formal notification to employers of the return to work
date from periods of mobilised service.

Vignette: Army Reserve in 2020 – Employer’s Perspective‘I am the MD of an engineering and fabrication firm employing around 30 people.
One of my welders, Mike, is a member of the Army Reserves. Though initially
sceptical about the wisdom of employing someone with such an additional
commitment, I have found him to be a real asset to my company and, now that I
can forecast the periods when he will be away training or could be called-up for
operations, I am able to adapt work patterns to cover his absence.
Though Mike’s Army role has no direct link to my business I have found that thesoft skills he has developed have been greatly beneficial. For example, his ‘can do’attitude, strong communication skills and personal standards set him apart from the
majority of his colleagues. He has proved to be a loyal and reliable employee whoorganises his work without prompting and always meets my production deadlines.
He has also brought with him a range of hard skills which have materially benefited
my company, such as an accredited first aid qualification which has saved me
money and the time involved in sending someone on a course. As an all-roundgood guy and a real team player, I like his self-confidence and in a small company
environment, I rely on him a lot.
When Mike did deploy on an operational tour I received great support from theArmy. Twelve months out when Mike’s unit told me about the deployment I wasable plan to recruit a temporary replacement in good time to cover his job, theapplication system for financial support was really easy and the MOD paid up
without fuss. After the tour I received a useful report on what Mike had done
which really brought home to me that he had been doing a really valuable job
and the responsibility he had out there, as well as telling me that he had gained
recognised civilian qualifications in management and health & safety, which he is
now using in my business. Aside from that, at the local Chamber of Commerceawards, I was able to talk about something a bit different by including in my speechthat I employed a reservist and how his service and deployment had affected mybusiness in a positive way.’(note: this is a fictional scenario set in 2020)

Feedback on Deployments
4.35.

We will provide employers with relevant information on what a reservist has
achieved during a period of reserve service. For example, for a mobilised period,
the feedback could include detail on the individual’s appointment and role andany significant achievements or events relevant to that reservist. It would also
cover any qualifications gained. Information will only be given with the reservist’s
consent.
4.35.1. We will provide employers with a post-deployment reportdetailing what their reservist employees have achieved during the
deployment and what qualifications or skills they have learnt /52

Reserves in the Future Force 2020: Valuable and Valuedpractised and a periodic update on skills and qualifications gained
during training.
4.35.2. We will improve the flow of information to employers of reservists
who have deployed or who also have employees deployed as part of
support contracts with the MOD.

Protecting the Reservist
Preventing Disadvantage at Recruitment
4.36.

While Defence is fully committed to an open relationship with employers, it
is essential that the interests of reservists are protected at the same time.
Openness on notification must not affect a reservist’s employment prospects.
Reservists being disadvantaged on account of their reservist status is behaviour
which society as a whole should not accept.

4.37.

Many reservists reported in the consultation that they believed they had been
disadvantaged as a result of their reserve service41. In addition, we regularly
receive anecdotal reports that reservists have felt disadvantaged when seeking
employment. This is a significant issue which could undermine the more open
relationships we seek with employers. Addressing it also presents significant
challenges. In the consultation, employers were largely against the introduction of
new legislation on the grounds that it risked penalising supportive employers andwas likely to prove ineffective42.

4.38.

Based on the available evidence, our understanding of the nature of the issue isinsufficient to take legislative action now without a significant risk of unintended
consequences. We need to understand better the nature of the issue throughsystematic collection of data. Further, delivering new relationships with employers
in the way we propose should give reservists greater confidence in this area.
4.38.1. We have therefore set up a web-based portal43 to enable us togather evidence on reservists being disadvantaged in, or whenseeking employment as a direct result of their service. This will allow
us to follow up individual cases and, if the evidence justifies it, we willconsider additional measures, including whether to provide additional
protection in the next quinquennial Armed Forces Bill.

Employment Protection
4.39.

41
42
43
44

The legal framework44 already exists to protect reservists from being dismissed
solely or mainly on account of any duties or liabilities a reservist has to undertake.
Such a dismissal is a criminal offence. This protection exists whether or not any
formal notification of mobilisation has been given to the employer. Likewise,
46% of reservists who responded online said that they have experienced disadvantage in the civilian
workplace on the basis of their status as a reservist; 40% said that they have not.
37% of employers did not think legislation would be an effective tool to mitigate disadvantage in the civilian
workplace. 40% of employers provided reasons such as these listed as to why legislation would not be aneffective way to prevent disadvantage.
surveys.mod.uk/reserve-employer-issues
Reserve Forces (Safeguard of Employment) Act 1985, Section 17.

Reserves in the Future Force 2020: Valuable and Valued

53

provision is already in place to ensure that when a mobilised reservist returns to
his or her previous employment within six months of demobilisation, this does notbreak his or her continuity of employment.
4.40.

However, an individual cannot generally raise a claim for unfair dismissal at an
Employment Tribunal until he or she has completed two years of continuous
employment with their employer. Periods of mobilisation do not count towards
continuous employment; therefore it can take reservists longer than two years togain this protection.
4.40.1. We will therefore legislate to give additional protection to reservists
by providing an exemption from the statutory two-year qualifying
period in bringing unfair dismissal claims where the dismissal is byreason of the employee’s reservist service. This special protection
for reservists in employment will enable a reservist who has been so
dismissed to bring a claim for unfair dismissal before an employment
tribunal, regardless of their period of employment.

4.41.

This is one of the four early measures to be implemented through primarylegislation to strengthen and support the Reserve Forces. The protection will
be limited to cases where it is claimed that the reason or principal reason for
dismissal is related to the employee’s reserve service. It will not apply where areservist has been dismissed for any other reason, such as capability or conduct.

Tailoring the Relationship4.42.

Employing a reservist affects different sizes and types of employer in different
ways. This is why we recognise the need for a tailored approach towards
employers.

The Public Sector
4.43.

As a major employer of reservists the public sector will take, and will be seen to
be taking, a lead with respect to the employment of reservists.

4.44.

The Secretary of State for Defence announced in October 2012 that Central
Government departments would grant ten days additional paid leave to reservists
to undertake their training. Since then, further progress has been made with
Central Government departments through the Civil Service publication ofcommon reservist HR policy and guidance and the identification of ‘Reserve
Champions’ in each department to act as a reservist focus.
4.44.1. Central Government will set an example and encourage the public
sector as a whole to embrace the required changes to demonstrate
the Government’s, and the nation’s, commitment to the Reserve
Forces.

54

Reserves in the Future Force 2020: Valuable and Valued

Large Employers
4.45.

While recognising that reserve service does have an impact on large employers,
particularly where work forces are lean, we believe they have more opportunity tobenefit from the employment of reservists and may be better placed to manage
them within their workforces. We continue to develop closer relationships withsuch employers to enable shared talent development and co-ordinated workforce
planning to the mutual benefit of all concerned. The National RelationshipManagement scheme (as described in para 4.50) will provide a focus for coherent
engagement and identification of mutual opportunity.

Micro, Small and Medium-sized Enterprises
4.46.

We recognise that reserve service can have a particular impact on SMEs; theconsultation confirmed this. We acknowledge these challenges and believethat our measures, particularly those around providing employers with greater
predictability, greater transparency and financial support, will be particularly
important for SMEs. We will closely monitor the impact of these initiatives
through continued dialogue with employers, with representative bodies such as
the Federation of Small Businesses and the British Chambers of Commerce andthrough the Regional SaBRE Campaign Directors and SaBRE helpline.

Self-employed
4.47.

There are two broad groupings of self-employed: those who work for others on acontract basis, including some who follow portfolio career paths, and those whohave historically been termed ‘sole traders’. The consultation evidence suggeststhat there is limited appetite to serve in the reserves from ‘sole traders’45. For
the rest, the evidence indicates that the current financial assistance provision
for mobilised periods is not optimised to support them. Predictability of use,
provision of a pension and clear reserve career pathways featured in the
responses as ways of encouraging reserve service amongst the self-employed.

4.48.

The self-employed have to balance the impact on their business with the packageof benefits and compensation Defence can provide. The needs of the selfemployed will be considered as part of our update to the financial assistanceregulations, in order to enable more self-employed to serve in the Reserves.

Communication Structures
4.49.

45

The consultation highlighted to Defence that we need to improve the way wecommunicate with employers, employer organisations, and sectors (including
Higher Education and Further Education as well as Sector Skill Councils).
Improved communication is needed, not only on reserves-related issues but
more widely, so that employers and Defence can benefit from partnering across a
range of personnel areas. To achieve this we will put a new employer engagement
In a survey of small businesses (Federation of Small Businesses Voice of Small Businesses Panel, survey
conducted by Research by Design, December 2012), only 9% of those who do not employ any staff in theirbusiness said that they would consider becoming a reservist.

Reserves in the Future Force 2020: Valuable and Valued55

structure in place that builds on the existing elements of the National Employer
Advisory Board (NEAB), SaBRE, and Defence Career Partnership (DCP).

National Relationship Management Scheme
4.50.

The consultation has confirmed the need for a coherent and consistent approachto employers and employer organisations by Defence at the national level. The
largest employers engage with the MOD on a range of personnel issues of which
Reserves are but one. Experience gained through the Partnering for Talent
programme confirms that opportunity for mutual benefit between Defence andindustry on personnel issues is likely to be greatest if engagement is conductedin this way.
4.50.1. We will therefore establish a National Relationship Management
scheme by April 2014. It will provide a single point of contact for
the largest external stakeholders on Defence personnel issues. It will
establish a mechanism by which relationships can be managed andworked effectively across our Departmental and tri-Service boundaries.
The organisation will be developed in consultation with employer bodies
and employers, including through the Partnering for Talent programme
and the NEAB.

Regional
4.51.

The regional level is crucial in developing and maintaining relations with
employers. Within the three Services, it will direct, assure and support activity
at the unit level, provide advice and, through the regional SaBRE Campaign
Directors based in the Reserve Forces’ and Cadets’ Associations, engage withand support the employers of reservists. We are providing additional staff tostrengthen this capability.

4.52.

We will continue to engage with the Devolved Administrations through theregional Chain of Command, the Reserve Forces’ and Cadets’ Associations andat Ministerial level.

Local
4.53.

The individual reservist provides the essential link to the employer. We will
ensure, subject to security considerations, that the reservist notifies the employer
of his or her reservist service. We will provide additional training and support toindividual reservists on how to engage with their employers, and are increasing
the staff available at unit level to support this engagement. Employers will be
notified in advance by the unit of planned activity (as described in para 4.31)
and the unit will provide the initial point of contact on issues relating to individual
reservists.

Supporting Information
4.54.

56

As we develop and implement these proposals we will continue to engage with
employers and employer organisations. Within this overall approach:Reserves in the Future Force 2020: Valuable and Valued4.54.1. We will further develop and improve the advice and supporting
material on employing reservists, for use at all levels. This includes
skills guides, specific to each Service, that allow employers to get anunderstanding of the value of training undertaken by their reservists. The
skills guide for the Army Reserve and the Royal Air Force Reserves havebeen completed and the equivalent for the Maritime Reserves will becompleted by the end of 201346.
4.54.2. We will update the current system of help-line/help web-pages
support for employers to take account of the changes detailed inthis Paper. This includes the recently launched Online Toolkit, hosted on
the SaBRE website47. Combined with personal interaction from employer
engagement staff, the Online Toolkit is designed to provide a source of‘digital collateral’ that employers can use to enhance their understandingof Reserve Forces and promote such service in their organisations.

Developing Mutual Benefit
Education to Work Transition
4.55.

There are opportunities for undergraduates and students in Further Educationcolleges48 to complete reservist training while still in education. This allows initialtraining to be completed before the reservist enters full time employment andprovides additional experience and opportunity for personal development which
could benefit both the individual and future employers.

4.56.

An example of how this is being developed is through the development ofan accelerated Commissioning route into the Army Reserve. The Army has
developed a fast-track mechanism, currently known as the fast-track TA
Commissioning Course (TACC(+)), for those with the time, either as a resultof university vacation or in partnership with industry. The TACC(+) will take anindividual from being a civilian with an Army Officer Selection Board pass to a
Commissioned Second Lieutenant in eight weeks. Pilot programmes are being
run in 2013, the first commenced in June, with a view to establishing up to three
TACC(+) courses in future training years.

4.57.

Several large employers, recognising the benefits of the Royal Military Academy
Sandhurst49 brand, have expressed an interest in exploring the possibility ofoffering candidates in their graduate training programmes the opportunityof gaining an Army Reserve Commission as part of a single process. Early
indications suggest that there might be demand for a TACC(+) aligned with
graduate training schemes.

4.58.

Opportunities also exist for Defence to work with employers to support theirapprenticeship schemes. In a number of sectors, such as engineering, there

46
47
48
49

Guides can be found at www.sabre.mod.uk/guides.
www.toolkit.sabre.mod.uk
Subject to the three Services’ standard minimum age requirements – 16 for the Maritime Reserves (although
can’t deploy on operations until they are 18), 18 for the Army Reserve and the Royal Auxiliary Air Force.
The British Army Officer initial training centre.

Reserves in the Future Force 2020: Valuable and Valued57

is potential to exploit the complementary military leadership training and theemployer’s trade skill development.

Capability Delivery
4.59.

As set out in Annex B, there are sponsored reserves in all three Services.
With the development of the Whole Force Concept we see a greater role forcontractors to deliver elements of capability, generally in support areas. We willcontinue to work with industry to identify, develop and deliver opportunities forreserve service in this area.

Joint workforce planning
4.60.

58

Closer co-operation with industry goes beyond the sponsored reserve model. In
some areas developing close relationships with sectors or individual employers
may offer more cost effective and better opportunities for the employer, thereservist and Defence. Such arrangements already exist in the health area with
NHS trusts, as shown at Annex D, and are being developed in respect of cyberdefence. There is potential in other sectors for similar approaches. The National
Relationship Management scheme will provide the mechanism to develop andsustain such opportunities.

Reserves in the Future Force 2020: Valuable and Valued

Section 5 - Implementation

5.1.

This paper has set out our approach to achieving the Reserve Forces that thenation requires. The table overleaf summarises the main actions we have taken
so far and that we are taking in the near future to ensure that our approach is
implemented successfully.

Future Reserves 2020 Programme
5.2.

The changes to our Reserve Forces will be delivered by the MOD’s Future
Reserves 2020 (FR20) programme. The Chief of Defence Personnel, is the Senior
Responsible Owner for FR20 and is accountable to the Reserves Executive
Committee, chaired by the Vice-Chief of the Defence Staff, and ultimately to theSecretary of State for Defence for the delivery of the future Reserve Forces.

5.3.

FR20 is part of the wider Transforming Defence campaign that is aiming totransform our Armed Forces and deliver Future Force 2020. Transforming
Defence involves contributions from a large number of programmes and projects
across Defence, including the programme to deliver the future Army (Army 2020),
our future basing requirements and the New Employment Model for service
personnel, to deliver the maximum defence capability we can with the resources
available. The MOD’s Director General Transformation and Corporate Strategy
is responsible for overseeing and driving these activities to ensure that they aretaken forward coherently and delivered effectively.

Reserves in the Future Force 2020: Valuable and Valued

59

External Scrutiny
5.4.

The Independent Commission report identified a clear requirement for external
scrutiny. The Council of the Reserve Forces’ and Cadets’ Associations External
Scrutiny Team has been established to ensure the overall health of the Reserves
and provide Parliament with a report and independent advice to the Defence
Council on reserve matters. This group, headed by Lieutenant General (Retired)
Robin Brims, includes representatives of each of the three Services and two
independent members.

5.5.

The group will first report in the summer of 2013 and will report annually until
July 2018 or until such time as FR20 implementation is deemed complete. This
limitation on the duration of the Scrutiny Team is based on the intent to integrate
Reserve Forces within the Whole Force, which will negate the requirement for
separate consideration of regular and reserve capabilities in the longer term.
Reports will be submitted to the Secretary of State for Defence, and copied to
the Chairman of the House of Commons Defence Committee.

60

Reserves in the Future Force 2020: Valuable and Valued

Reserves in the Future Force 2020: Valuable and Valued

61• Reservist access to Standard
Learning Credits implemented• Fast track TA Commissioning Course(TACC(+)) piloted• Army Recruiting Partnering Project with
Capita fully operational• Partnering for Talent pilot programmes
focused on improving reservists
employability• Integrated Army Reserve force structure andbasing plan announced• Additional Royal Auxiliary Air Force units in thenorth-west of England, Northern Ireland andWales• Introduce feedback on deployments toemployers• Flat-rate payments to SME employers ofmobilised reservists• Army welfare and reserve career
management officers established at unitlevel
• New employer recognition scheme
implemented• Enable payments to SMEs when employees
are mobilised• Give additional employment protection toreservists for unfair dismissal claims• Web-based portal for reservists who feel they
have been disadvantaged in or when seeking
employment• Reservist annual leave entitlement granted• Armed Forces Corporate Covenant introduced• Employer Online Toolkit live

• Employer support help-line and web pages
updated• Regular to Reserve transfer processes
streamlined and incentivised• Pilot scheme to inform future generation of
cyber reserves• Workforce planning partnership with
Department of Health/NHS established• Employer Engagement Strategy
implemented• Training Bounty criteria revised• Improved predictability and notification ofreservist status and commitments• Enable mobilisation for the full range ofmilitary tasks• Army Early Commitment Bonuses implemented• Provision of rehabilitation extended for thoseinjured during reserve training• Occupational health provision extended• Introduce legislation to:• Rename the Territorial Army the ‘Army
Reserve’• Single Service reviews of Reserves’ welfare
policy• Army initial selection and training procedures
streamlined• Single Service and tri-Service recruitment
campaigns underway• Civilian accreditation of militaryprovided training implemented• Procure additional dismounted close
combat equipment for the Army Reserve• Improvement to the Maritime Reserves estate
commenced• Establish National RelationshipManagement scheme• Revise financial assistanceregulations to improve financial
assistance to employers and cap
the level of Reservist Award fornon-specialist roles• Army regular and reserve unit pairing
commences• Investment in high quality training and modern
equipment for all three Services

April 2014 – March 2015

Now – March 2014

Immediate or already implemented

Summary of Future Reserves 2020 Measures• Restructured Training Bounty• If the evidence justifies it, consider
additional measures to provide
additional employment protection
to reservists, including whether toprovide additional protection in thenext quinquennial Armed ForcesBill• NEM review of Regular andReserve Conditions of Service• Reservists given access to Armed
Forces Pension Scheme 2015

• Army regular and reserve unit
pairing fully implemented

April 2015 onwards

Annex A – Achieving
the Strength Targets
A.1.

As explained in Section 2, we need to stabilise the recent decline in the
trained strength of our Reserve Forces and then increase them to the levels
recommended by the Independent Commission; 3,100 for the Maritime Reserves,
30,000 for the Army Reserves and 1,800 for the Royal Auxiliary Air Force.

A.2.

We should not be surprised if the growth of the Reserve Forces is neither
uniform nor smooth; we will continually track progress against our targets andtake appropriate action if the strength of the Reserves does not increase at thepace required. Nor should we be surprised if trained strength falls slightly as
we restructure the Reserves before beginning a sustainable rise. Given the time
it takes to train reservists (typically between 12 and 24 months), the trained
strength improvement will lag behind recruitment.

A.3.

The challenge is greatest for the Army Reserve. With this in mind, we haveinitiated a range of specific measures under a bespoke Army plan to grow theReserve to achieve an integrated (regular and trained reserve) Army strengthof 120,000. It seeks not only to increase capability in the immediate term, butalso to sustain a credible, usable and relevant volunteer reserve as an enduringcomponent of the Whole Force.

Improvements to the
Recruiting Process
A.4.

The Army’s plan harnesses a range of coordinated initiatives to energise therecruitment and training engine which powers soldier and officer in-flow to theArmy:
A.4.1. Recruiting Partnering Project. In concert with our commercial partner,
Capita, this major project is delivering a step-change in the way the Army
conducts recruiting. The recruiting operation is incentivised to deliver theright quantity and quality of recruits to demanding targets.
A.4.2. Marketing Activity. Reserves-specific marketing will run to help build
awareness of the Reserve and attract sufficient recruits. A constantdrumbeat of digital activity will be interspersed with high profile national
marketing campaigns.
A.4.3. Media Activity. Media activity at a national and regional level will explain
the reserve proposition to the public and increase awareness of theReserves in order to set the conditions for successful recruiting.
A.4.4. Unit Activity. Army Reserve units will be resourced to deliver regional
and local activity to raise awareness and support recruiting activity. Army

62

Reserves in the Future Force 2020: Valuable and Valued

Reserve units will mentor recruits during selection and training to ensure
retention.
A.4.5. Estate. Infrastructure improvements to reserve bases will support therecruiting effort.
A.4.6. Employers. The new relationships we seek with employers, particularly
larger organisations, will encourage and support reserve service. We
expect that committed larger employers will actively support recruitmentof reservists in the workplace.

Improving Training Efficiency
A.5.

The Army has introduced major changes to the recruiting and individual training
processes to reduce wastage and minimise delay, as well as increasing thetraining capacity to deal with an increased number of enlistments. Our goal is todeliver a trained and employable reservist within 24 months of enlistment, and to
do so in significantly less time where individual circumstance permits. To achievethis, some of the measures we have already introduced include:
A.5.1. Making the initial training programme more flexible to demand, both
now and in the future. It is now possible to complete initial training byattending a single course, which allows a reservist to become a trained
soldier in less than two years. For those reservists whose employment
or personal circumstances allow less flexibility, we will continue to offer
the same training package based on a number of shorter modules in thefirst phase of training. We have also combined these two approaches, so
it is possible for a reservist to attend both weekend modules and longer
components of the single, continuous course.
A.5.2. Expanding and enhancing facilities available for the initial individual
training of reservists.
A.5.3. Increasing the number of high quality instructors in our training
establishments and schools, and enhancing the numbers of personnel intraining support and administration.
A.5.4. Holding additional instructors from the Field Army at readiness to meetsurges in recruitment, and activating an additional training site should thenumbers in training exceed our increased capacity.
A.5.5. After supporting operations, making recruiting and the manning of theteams which deliver the essential role of nurturing the recruit throughtraining, the highest priority for our commanding officers.
A.5.6. Introducing a single standard for enlistment for regulars and reservists,
which ensures a potential reservist is medically and physically resilient tomeet the demands of training, and has the appropriate mental aptitude tomeet the requirements of military service.

A.6.

As a result of the measures we have already introduced, and over the period
between April 2012 and April 2013, retention in initial training has improved byReserves in the Future Force 2020: Valuable and Valued

63some 15%, and we have reduced the time it takes to enlist and complete initialtraining of recruits. Further work continues to reduce the time to complete
specialist training to become a trained and employable soldier. As our processes
mature, we expect to see further improvements in the proportions of reservists
successfully completing training.
A.7.

As explained earlier in the paper, we aim to ensure employers are aware of theoverall commitment we require of their reservist employees as part of militaryforces which integrate in training and on operations; and the direct and indirect
benefits which reservist service brings back into the civilian workforce.

A.8.

Among the wide range of initiatives planned or currently under way, we are
specifically seeking to revitalise junior officer recruitment by:
A.8.1. Developing joint graduate training schemes in conjunction with
employers;
A.8.2. Aligning reserve recruiting within the Further/Higher Education (FE/HE)
sector and promoting the training and financial benefits of reserve service
when ‘time rich/cash poor’ students are undergoing FE/HE;
A.8.3. Incentivising reserve service as an officer in a field force unit with a£5,000 pre-tax financial commitment bonus, in addition to normal pay
and allowances, payable over five years in return for a similar period ofservice.

Enhancing the‘Soldiering Experience’A.9.

We are energising the ‘offer’ to reservists at the tactical level throughimprovements to training, opportunity for deployment on operations and accessto equipment, within the context of future Army integrated roles. We envisage thiswill support recruiting and encourage retention to deliver and sustain the reservist
component as a credible component of the fully integrated Army for the longer
term.

Improving Retention afterTraining is Complete
A.10.

64

Retention at unit level, once trained, is comparable to, or better than, regularretention rates: retention through recruitment and training is where the greatest
gains may be made. Retention pivots around the new Reserve ‘offer’ – greater
parity of role, equipment, training, remuneration, health, welfare, engagement
terms and conditions.

Reserves in the Future Force 2020: Valuable and ValuedAnnex B – Additional
information on the
Reserve Forces
Ex-Regular Reservists
B.1.

Ex-regular reservists are former members of the Regular Forces who retain aliability to be called up for service50. Although the military utility of ex-regulars
decreases the longer they have been out of service due to skill fade and theintroduction of new equipment, they continue to provide important networks
to link with society and are valued by employers. We value their contribution,
skills and utility. Defence has used and continues to use ex-regular reservists on
operations, principally for specific operational requirements.

B.2.

The consultation highlighted the need for Defence better to explain therequirement and role for ex-regular reservists as part of the Whole Force.
Furthermore, and in light of our move towards an integrated force, we willconsider the arrangements that enable its maintenance and the conditions underwhich ex-regular reservists would be called out in support of operations.

B.3.

For the Army, given the reduction in its overall size and the migration of capacity
and some capabilities from the regular to the reserve components, assured
access to ex-regulars in certain areas to support front-line services has become
more important. This is particularly true for a range of complex military systems
and equipment (such as armoured infantry crews).

B.4.

We therefore see an enduring requirement to retain the Regular Reserve as a
distinct Reserve Force, for long-term national resilience and as the means toregenerate the standing forces for strategic scales of operation beyond ourcurrent planning assumptions. It will continue to include regular and reserve
personnel who have completed their terms of engagement who will remain liable
for recall to service for a fixed period of time.

B.5.

In the Army work is under way to determine how to enable more ready accessto ex-regular reservists. Noting our aspirations to increase the number of exregulars in the volunteer reserves, we are considering removing further liability
for recall for an ex-regular reservist who undertakes a fixed length of limited
liability service in the Army Reserve. Elsewhere, and as part of the Army’s work
to rebalance to an integrated force of regulars and reservists, the Army is also
scoping how better to secure regular service leavers in pinch-point trades, niche
capabilities or operating complex equipment. This work is considering how to
recruit, train and equip ex-regular officers and soldiers into a discrete and active

50

On completion of the period of liability for recall, all become members of the Long-Term Reserve up to the ageof 55, or on completion of 18 years in the Regular Reserve. The Long-Term Reserve may only be recalled fornational danger, great emergency or attack on the UK.

Reserves in the Future Force 2020: Valuable and Valued

65element of the Regular Reserve, enabled by appropriate legislation and terms
and conditions of service.
B.6.

We are aware of the impact any change to the liability for recall of an ex-regularreservist will have on the individual, the family and the employer of recent service
leavers. As we further develop our work in this area, we will actively consult witheach group, to ensure we understand their requirements and needs, and how
best to align them with the needs of Defence as it develops an integrated Whole
Force of regular and reserve military personnel.

Sponsored Reserves
B.7.

Sponsored reserves are members of a civilian workforce who are required tojoin the volunteer or ex-regular reserves as a condition of a contract, which
their civilian employer has entered into with the MOD to provide a capability
under normal conditions as well as on operations. Over 2,000 personnel holdsponsored reserve status across a range of military capabilities as diverse as
fulfilling our strategic sealift51 requirement and meeting the Army’s need forthe transportation of heavy equipment. They are an established element of theWhole Force which have supported UK operations at home and abroad over thelast decade and beyond by delivering an assured military capability through acommercial contract.

B.8.

The consultation drew a strong response from industry expressing an interest inproviding further sponsored reserve personnel to fulfil specific defence capability
requirements as necessary. The MOD remains committed to exploring sponsoredreserve options whereby they offer an acceptable operational and commercial
risk to Defence, for capabilities that are not cost-effective to maintain either within
the regular or volunteer reserve force, and for capabilities that are too specialist
to be considered within the volunteer reserve.

B.9.

Specifically, we will undertake and conclude by December 2013, in conjunction
with interested parties, further work on delivering a more consistent policy
approach52 when contracting for future sponsored reserve commercial
arrangements.

High Readiness Reserves
B.10.

51
52

66

High Readiness Reserves (HRR) were introduced in the Reserve Forces Act 1996
(RFA 96). The HRR are drawn from the ex-regular reserves and the volunteer
reserves. These are individuals who may be trained to a higher standard and, areavailable for military service at an agreed minimum notice, for which they receive
an annual payment. This agreement is designed to meet the requirement for skills
that may be needed early in a crisis and provides greater assurance of availability
within a set period of time. The agreement of the employer is required before an
individual can be accepted as an HRR. Currently the Royal Navy has one HRR
The use of cargo ships for the deployment of military assets, such as weaponry, vehicles, military personnel,
and supplies.
Most likely to be executed through the development of a Defence Standard.

Reserves in the Future Force 2020: Valuable and Valued

cohort, the Army has two and the Royal Air Force one. In total this constitutes
approximately 250 reservists. All three Services are considering increasing their
HRR capability.

Recent Operational Usage
B.11.

Since 1 April 2003, 26,219 reservists have deployed around the world, andwithin the United Kingdom. Reservists have fulfilled diverse roles ranging from
infantryman to intelligence analysts in Afghanistan and Iraq through to security
in support of the 2012 Olympics. The map overleaf shows where reservists havebeen committed over the last ten years (between 1 April 2003 and 31 March2013).

Reserves in the Future Force 2020: Valuable and Valued

67

68

Reserves in the Future Force 2020: Valuable and ValuedAnnex C - Reservists’ Training
Requirement and Regime
Initial Training
C.1.

On entry to the volunteer reserve, sailors, marines, soldiers and airmen complete
initial training upon which the foundations of their career is built. Initial training
seeks to instil in the individual an understanding and adherence to the Service’sCore Values.53 For officers, there is the additional benefit of leadership training
which requires individuals to set an example and inspire others to follow them.
Additional elements of initial training consist of developing: individual and taskplanning abilities and techniques; self-reliance; the ‘can-do attitude’; task, teamand personal organisation ability; the use of initiative; and the ability proactively
to deal with problems and situations. Whilst all of these are required by the threeServices, some are more applicable to civilian life than others but when taken
together it will have significant benefit by developing an individual who stands
out amongst their peers. Initial training is delivered either through a series ofweekends, or through consolidated courses that run throughout the year.

Specialist Training
C.2.

Following the completion of initial training, sailors, marines, soldiers and airmen
will be required to train in the specialist role for which they joined up. Specialist
training ranges from maritime trade operations through to electrical andmechanical engineering on a variety of equipment. It also covers everything thatwould be expected of their regular counterpart. Specialist training commences
once a reservist has successfully completed initial training; within two-three
years, depending on role, a reservist will have attained all the basic skills to
become operationally effective. Where civilian and military specialisations
and qualifications are aligned, such as in the medical area, training can besignificantly shorter.

Integration and Progressive Training
C.3.

53

Whilst initial and specialist training continues, the requirement remains tointegrate individuals into the teams in which they will operate; this could be an
entirely reservist unit or as part of a regular unit. This requires the reservist to
perform to a high standard under stressful conditions, both as an individual
and also as part of a team. Officers must additionally be able to lead, setting
an example to those they command. Depending upon the role of the individual,
this could encompass working within a small fire team, such as an Army Platoon
The Navy’s Core Values are: Courage, Discipline, Respect for Others, Integrity and Loyalty; the Army’s are:Courage, Discipline, Respect for Others, Integrity, Loyalty and Selfless Commitment; the RAF’s are: Respect,
Integrity, Service and Excellence.

Reserves in the Future Force 2020: Valuable and Valued

69

or Royal Marines Troop, through to an individual in the Royal Navy Reserve
providing forward logistic support to an Amphibious Task Group. Single Services
have their own specific programme for each role. However, the ultimate aim is toensure the individual becomes an integral element of the Whole Force made up ofboth regulars and reservists. In all cases, the reservist will develop into a trained,
resourceful and resilient individual with an inner confidence and a mindset that is
focussed on both the task and the team.

Maintenance andEnhancement of Skills
C.4.

54

70

Each year, reservist sailors, marines, soldiers and airmen will be required tomaintain a mandatory individual skill set. There will also be opportunities todevelop their specialisation in more depth with additional courses in theirrespective role. In many cases, reservists will undertake a module of thesame course that their regular counterpart is attending. Junior and senior
reserve ranks undertake progressive professional military development andCommand, Leadership & Management courses that have tactical, instructionaland educational components. Officers will do likewise, with more advanced
military concepts and at higher educational and academic levels as theArmed Forces seek to develop their ability to handle complex problems. This
includes attendance at staff courses at the Defence Academy. Table 1 below54
benchmarks the mandated core courses required to qualify for substantive
promotion against rank (in this case in the Army) in the context of the National
Qualification Framework (NQF). These are indicative equivalents; completion ofthese military courses does not automatically result in the award of an academic
qualification.

Mandatory
training (Army)

Approximate
rank (Army)

Vocationaldescription

NQF

Academic
equivalentlevel of study

TA Initial Staff
CourseMilitary
Knowledge 2

Maj / Lt Col &above

Strategic

Level 7

Masters Degree/ Post graduate
certificates &Diplomas

Junior Officers-Tactics Course
Military
Knowledge 1

Lt / Capt

Operational

Level 4

Certificate HE /NVQ 4

Based on a the Chartered Management Institute endorsed report ‘An Assessment of the Value of Reserve
Forces Training to Civilian Employers’, published by SaBRE.

Reserves in the Future Force 2020: Valuable and Valued

Mandatory
training (Army)

Approximate
rank (Army)

Vocationaldescription

NQF

Academic
equivalentlevel of studyTA
Commissioning
Course155

2Lt

Supervisory

Level 3A-level / NVQ
3 / Advanced
Apprenticeship/ Vocational
Diploma

Initial Training

Pte / LCpl

Team
member

Entry
level

Entry level
certificate(eg adult
numeracy,
literacy)

55

C.5.

Table 1 - Mandatory Core Courses Required for Promotion

This training will be organised around, or instead of, components of integrationand continuous training, taking due consideration of the employer’s requirements.
There will clearly be periods when there is competition between any two or moreof these components which will have to be actively managed. However, the threeServices are keen both to invest in the individual and then use his or her talents
as part of a wider team; it will not be in the Service’s interests to be unduly
inflexible as that runs the risk of the investment being lost.

Mission Specific Training
C.6.

All the training conducted will be generic and applicable to the kind of operations
that the Government might commit the Armed Forces to. However, it is difficult
to predict the exact nature of an operation in advance and therefore, once thecharacteristics of the situation are understood, some additional mission specifictraining may be required for those deploying on operations. The time required to
conduct mission specific training will vary depending on the particular operation.
For the Army, experience from Iraq and Afghanistan has led us to conclude
that we will require the reservist around four to five months before the actual
deployment date for a similar type of operation.

Army Regular and Reserve Pairing
C.7.

The March 2013 regular Army basing announcement heralded an era of a UKbased and more stable Army. In concert and as part of the overall Army 2020
plan, the Army has formalised unit-level pairing arrangements between theregular and reserve components. This is a capability-based arrangement; thestructures, command and control, core equipment and basing of the Army

55

The TA Commissioning process is made up of four modules of which the TA Commissioning Course is the
fourth.

Reserves in the Future Force 2020: Valuable and Valued

71

Reserve reflects the need to focus on the benefits of a far closer association.
Although due regard has been given to cap-badge affiliations and geographicallocation, delivery of capability remains the core driver.
C.8.

Army Reserve units will be paired with regular units who provide the same
capability. This is to ensure the two organisations work closely together formutual benefit. Pairing will take place across the full range of military capabilities
unless there is no regular or reserve equivalent or if they are joint units drawn
from the three Services.

C.9.

The guiding principles for cooperation are as follows:
C.9.1. Units will work together to deliver common outputs at the point of use.
C.9.2. Units will operate under the same Chain of Command.
C.9.3. Pairing will involve the sharing of training, equipment and manpower tobuild a common culture, understanding and integrated capability.
C.9.4. The readiness cycles of both regular and reserve units will beappropriately aligned to facilitate collective training and deliver capability
when required.

C.10.

Pairing will be tailored to different circumstances:
C.10.1. Units which are already composed of regular and reserve elements(Hybrid Units) will not be subject to any further pairing as they are alreadyintegrated.
C.10.2. In some areas of the Army the pairing assumption will be at will be at
sub-unit56 or Group57 level rather than unit level.

C.11.

In concert with the Regular and Reserve Structures and Basing programmes,
pairing will be fully implemented by 2020 with, for those with little or no re-basingor role changes, some early relationships developed in the immediate future.

56
57

A sub-unit is a Company or Squadron composed of approx 100 soldiers commanded by a Major.
A Group is a specialist organisation usually composed of a number of Reserve units commanded by a Colonel.

72

Reserves in the Future Force 2020: Valuable and ValuedAnnex D – Specialist Areas
Medical Reserves
D.1.

Medical reservists are an essential and fully integrated component of the Defence
Medical Services (DMS). Medical reservists represent 38% (5,170) of the total
13,530 DMS manpower requirement.

D.2.

In 2008 a new DMS strategy58 was implemented to sustain the medical support
required for enduring operations. This included a tri-Service approach to manningand organisation for hospital services and training of DMS personnel. This
enabled greater tri-Service flexibility and equality of burden sharing with the DMS
when deploying on exercises and providing medical support to operations.

D.3.

Medical reservists have always been an integral component of the capacity of
the DMS. In the past their primary role had been to expand the DMS to meet thedemand resulting from a high intensity war in Europe. Over the 1990s, this role
was adjusted to underpin the capacity required for large scale military operations.
A recent internal review into the total manpower requirement for the DMS
reaffirmed the vital contribution of medical reservists to the DMS for operations
and that specific medical capabilities such as paediatrics and midwifery forwhich there is insufficient demand within the Regular Force are best delivered byreservists.

How we Train and Use Medical Reservists
D.4.

As described in Section 2, the training requirement for medical specialists does
not always reflect the Service average; it is flexible depending on the individual
specialism. Operational cycles can also vary; the DMS Reserve proposition formany medical specialities is for 3 month deployments; this defines the structureof the DMS Reserve and will assist employer mitigation planning.

Reserve Recruiting and Retention Challenges
D.5.

DMS reserve recruiting occurs mainly from the NHS as the majority employer.
The pool from which each medical service is trying to recruit currently presents
significant challenges to DMS recruiters; especially for many specialists where
there are low overall NHS numbers (eg neurosurgeons), an increasing age range
and a demographic that does not usually consider Military careers59.

D.6.

The current generation of DMS reservists benefit from the deployment
opportunities presented by current operations in Afghanistan. The withdrawalof forces from Afghanistan after 2014 (and subsequent reduction in operational
opportunities), present retention challenges as the immediacy of a predictable
operational deployment reduces.

58
59

Defence Medical Services: A Strategy for the Future 2008.
Eg individuals with family commitments.

Reserves in the Future Force 2020: Valuable and Valued

73Consultation Findings
The consultation with NHS employers and reservists occurred through focus
groups in England, Scotland, Wales and Northern Ireland; online, in response to theconsultation paper and through internal research with front line employers.
Common themes from the consultation suggest there is an enthusiasm for change,
in particular:• There is a general lack of awareness amongst NHS employers of reservists but
60

a strong appetite for knowledge and understanding.

• The workforce planning mechanisms need to be improved to ensure thatpatients/targets/business do not suffer from the absence of the reservist61.

• There is an appetite for closer working between the military and the NHS.
Mutually beneficial relationships are essential62 63 .

• Cross mapping of competencies between military and NHS careers througha common training framework (accredited where appropriate) leading to joint
or portfolio careers is very attractive. This will fit in with the requirement for
appraisal and revalidation for doctors.

• The benefits that reservists bring to the workplace through their leadership skills
were strongly evidenced64. The MOD should jointly, with the NHS, develop acommon leadership (and other soft skills) framework and allow NHS to accessmilitary leadership training65.
Box 10 - Consultation Findings - Medical Reserves

Next Steps
D.7.

To address the challenges of recruiting and retaining reservists we are working
with the Department of Health and NHS Employers to develop the three-way
relationship between MOD, the NHS employer and the individual reservist to
enable the training and mobilisation of the individual without disadvantaging theemployer or the reservist. Areas being considered are:D.7.1.

Supported leave for training.

D.7.2. Authority to use NHS Continuing Professional Development time formilitary medical training where the training has additional direct relevanceto the civilian employment.
60

65

Up to 78% of respondent NHS Employers were unaware of the reservists’ role, reservist organisations andreservist employers entitlements (Cranfield University).
Around 27% responding NHS employers viewed covering reservist employees absences as the main threat to
employing reservists. Many employers whilst acknowledging the difficulty viewed absence management as an
employers national responsibility (Cranfield University).
67.3% survey respondents said the provision of funding for additional posts by MOD would be the main
incentive for them to employ Medical Reserves (Cranfield University).
54% respondents saw the main barrier to achieving effective collaboration between the NHS/GPs and the
MOD as being ‘insufficient funding’ (Cranfield University).
Between 65% and 84% of responding NHS employers recognise skills reservists bring to the workforce(Cranfield University).
Supported by most NHS Respondents, (Cranfield University).

74

Reserves in the Future Force 2020: Valuable and Valued

61
62
63
64

D.8.

We will also establish a triad partnership with the Department of Health/NHS andthe reservist to address workforce planning concerns. This will include:
D.8.1. Sponsorship of specialist consultants to NHS with a Memorandum ofUnderstanding of military/NHS ‘ownership’. We will implement this by
December 2013.
D.8.2. Cross mapping of competencies including developing ways through the
NHS Leadership Academy to align and develop opportunities for military
and NHS Medical and clinical training. This research will be implemented
in the DMS Leadership Strategy by January 2014.
D.8.3. Nurturing reservists during their training pathway by financial student
bursaries. There is a greater chance of recruiting (and subsequently
retaining) personnel into the DMS as students, whilst the chance ofrecruiting fully qualified consultants, some with a ten year training
pipeline post qualification, is slim. A student bursary will be offered tonurses, Allied Health Professionals and doctors in training to determine
whether the offer has a positive impact on recruiting and retaining
students into the DMS Reserves. We will implement Phase 1 by January
2014 and Phase 2 by September 2014.
D.8.4. Providing military funded specialist clinical courses to support the future
Humanitarian Relief Response, Health Sector Reform and UK Resilience
specialist roles. Accreditation will be effected by December 2014.

Future Roles for DMS Reserves
D.9.

As described elsewhere in this White Paper, reservists will in the future be integral
in small or larger numbers to almost every future military operation. Additional
types of operations that medical reservists will be required to support include:
D.9.1.

Humanitarian Relief Response. We will provide the additional training
needed to enable reservists to be part of an MOD contribution to a UK
Humanitarian Relief Response to civil disasters (natural or man-made)in support of a Department for International Development (DFID) led
response, focused around early entry trauma surgery.

D.9.2. Health Sector Reform. We will provide the additional training anddevelopment needed to supply a senior military medical team to deliver
health sector reform advice, and Security Sector Reform. Medical
reservists would contribute personnel based on recruiting from the UK
health sector (including the academic sector) to be ready to deliver thisadvice, at national/regional level, in support of up-stream stabilisationand capacity building activity in fragile states, in support of the Building
Stability Overseas Strategy. The training will be implemented by
December 2013.
D.9.3. UK Resilience Response. Reserves will provide a military medical
contribution to increased UK Resilience, with training implemented by
December 2013, in the following areas:

Reserves in the Future Force 2020: Valuable and Valued

75

i.

Hazardous Area Response Teams – additional resilience insupport of urban search & rescue role and chemical, biological,
radiological, and nuclear roles in the event of an extended
incident at the top end of the risk spectrum (low likelihood
but high impact) which would exceed current mutual aid
arrangements, either to support the incident or provide coverwhile the incident persists; or additional resilience to support preplanned events.

ii.

Public and Environmental Health – additional resilience in theevent of a major disease outbreak.

iii.

Medical command and control – providing a medical component
within the Army regional command structure to ensure a medical
planning and coordination element within any UK resilience
operations. Specific training includes the Major Incident Medical
Management and Support course.

Cyber
D.10.

The National Security Risk Assessment lists ‘hostile attacks upon UK cyber
space by other states and large scale cyber crime’ as a Tier 1 risk to the UK. In
response, in 2010 the Government instigated the £650m National Cyber Security
Programme (NCSP); this aims to be a transformative programme for cybersecurity, which addresses threats from states, criminals and terrorists, and seizes
the opportunities which cyber space provides for our future prosperity and foradvancing our security interests. A key part of the NCSP is the ‘mainstreaming’ ofcyber into Defence planning and operations.

D.11.

The FR20 Commission report identified a requirement to make better use within
the Reserve Forces of individuals’ skills gained from their civilian experience, withcyber named as one area where this may be achieved.

D.12.

The skills required cover a range of technically complex information technology
competencies such as system penetration testing, network intelligence,
forensics, malware analysis, computer security, defence monitoring, countereavesdropping, Information Assurance (IA) and threat awareness training. Theseskills are in very short supply not only within Defence but across the UK as awhole and the individuals with these skills are usually in high demand.

Consultation
D.13.

Engagement with industry is an essential component in the development of acyber reserve, as Defence may be asking companies to give up their individuals
to work for MOD on potentially the same type of work. During the FR20
consultation three cyber-specific events were held in order to expose the current
thinking on cyber reserves with potential employers of cyber reservists.

D.14.

Industry representatives at all three meetings highlighted a lack of innovation in
military thinking as being a potential block to the success of the cyber reserve.
They pointed out that their experience of the particular nature of the range ofindividuals either working in this specialisation or with applicable self-taught

76

Reserves in the Future Force 2020: Valuable and Valued

skills may mean that some will not fit easily into the classical military mould.
They suggested that a traditional military approach to recruitment, training andstructures would not be successful.

Next Steps
D.15.

The difficulty facing Defence is that not only are these specialists in short supply
nationally but they might not necessarily fit the traditional reservist profile.
Thus they may either be unable or unwilling to meet the current military entry
standards. Defence will therefore look at the terms and conditions of service andmobilisation requirements in order to ensure they are set at a level that will notdiscourage or deny these scarce specialists from joining the cyber reserves.

D.16.

We will run a pilot scheme, starting in August 2013, to evaluate a significantly
more innovative and inclusive approach to recruiting, training, employment andretention of reservists employed in cyber-related posts. The terms and conditionsof service employed in the pilot will recognise the unique attributes of individuals
who might otherwise not be attracted to the Reserve Forces. This pilot will inform
how best to approach the future generation of the joint cyber reserves and cybercapability.

Reserves in the Future Force 2020: Valuable and Valued

77Annex E – Glossary of Terms
Term

Explanation

Armed Forces Bill

An Armed Forces Bill is required every
five years in order to continue in force theprovisions of the current Service legislation
relating to Service discipline, and to make any
amendments.

Armed Forces
Pension Scheme
2015

A single Armed Force pension scheme to
be introduced in 2015 that includes both
regular and reserve members across the threeServices.

Annual CampA training period of up to 16 days carried out
by all three Services, at which reservists honetheir military skills and the unit develops its
military capability.

Armed Forces

The entire military forces of a nation.

Armed Forces Act

The Act that provides the legal basis for thesystem of military law which exists in the
United Kingdom (UK). The quinquennial
review provides an opportunity to make anysuggested or necessary amendments or to
introduce new measures relating to the Armed
Forces.

Army 2020

Army 2020 is the concept for transforming
the British Army, enabling it to better meet the
security challenges of the 2020s and beyond.

Augmentation

The provision of additional resources, forexample personnel, equipment or capability.

BasingWhere military units are geographicallylocated.

BountyThe tax-free annual payment awarded toreservists on completion of their annual
training obligation.

78

Remarks

This Act is
updated every
five years, thelast was in 2011
and the next in2016.

Reserves in the Future Force 2020: Valuable and Valued

TermExplanation

Remarks

Cadet

Members of the MOD sponsored Cadets
Forces comprising of the Sea Cadets, Army
Cadet Force, Air Training Corps and the
Combined Cadet Force. The Cadets Forces
are voluntary youth organisations and are notpart of the Armed Forces.

Cadets areusually 12 – 18
years of age.

Chain ofCommand (CoC)

The hierarchical structure which the Armed
Forces operates, running from the mostsenior officer to the newest recruit. The CoC
is the means by which orders are executed,
concerns are raised and leadership andmanagement are supported.

Contingent
Operations

Potential military operations in which membersof the Armed Forces are, or may become,involved in military actions, operations, or
hostilities against an opposing force.

Corporate
Covenant / Armed
Forces Covenant/ Community
Covenant /The Corporate Covenant is a voluntarystatement of support for the Armed Forces
Community working for and using the servicesof a particular company, corporate entity or
charitable organisation. It complements theArmed Forces Covenant and Community
Covenant which encourages companies, local
authorities and communities to develop a
relationship with the members of the Armed
Forces Community.

Cyber

Activities made possible by the networkof information technology infrastructures,computer systems and embedded processes
and controllers that power the internet andtelecommunications networks.

Defence Academy

The Defence Academy is the UK’s higher
educational establishment, responsible forpost-graduate education and the majority
of command, staff, leadership, defence
management, acquisition and technology
training for the UK Armed Forces and MOD
Civil Servants.

Defence Medical
Services

DMS is an umbrella organisation within the
MOD which organises and delivers all medical,
dental and nursing services within the Armed
Forces.

Reserves in the Future Force 2020: Valuable and Valued

79

Term

Explanation

Deployed ForceThe Deployed Force comprises those force
elements committed on current operations.

Deployment

The process which enables units to go on
exercises or operations. Deployment concerns
the practicalities of how units or individuals
get to where the operation or exercise is being
conducted.

Devolved
Administrations

The Northern Ireland Assembly, the Scottish
Government and the Welsh Assembly
Government.

Enduring
Operation / Task

A long lasting commitment for the Armed
Forces without an immediate likelihood of
ending or of any defined length, for example
current operations in the Falklands andCyprus.

Exercises

Practicing and training for the delivery of
military capability. These can be conducted in
the UK or overseas.

Future Force 2020

Future Force 2020 outlines the militarycapability the nation will require over the nextten years and defines the changes required todeliver them.

Future Reserves
2020

FR20 is the programme to deliver the Reserve
capability element of Future Force 2020.

High ReadinessReserve

A reservist who has signed an additional
agreement undertaking to be available withina given response time in support of UK
operations.

Joint Forces
Command

The new command established to manage
allocated joint capabilities from the threeServices, including medical services, training
and education, intelligence, and cyber.

80

Remarks

This could be
any type ofcommitment
for example acontingent or
stabilisation
operation.

Must also have
employer’s
agreement.

Reserves in the Future Force 2020: Valuable and Valued

TermExplanation

Remarks

Man Training Day(MTD)

A term used by the Armed Forces to determine
a reservists’ attendance and to calculate theirsubsequent rate of pay. Payment may be madefor less than a full day’s training.

A full MTD is
paid forManning

Manning is the process used to ensure thatorganisations or tasks have the required
manpower.

Maritime Reserves

The Maritime Reserves are made up of theRoyal Naval Reserve and Royal Marines
Reserve, commanded by Commander
Maritime Reserves based in Portsmouth.

Memorandum ofUnderstanding

A Memorandum of Understanding is adocument that describes a formal agreement
between two parties.

Military Capability

That which the Armed Forces actually deliver.
For example, to do a particular job, theArmed Forces does not deliver servicemen or
weapons; it delivers a capability composedof many elements which may include soldiers
and weapons.

Mobilisation

The act of preparing for war or otheremergencies through assembling andorganising national resources.

National Employer
Advisory Board

NEAB is an advisory non-departmental public
body of the MOD. It advises the Secretary ofState for Defence on issues such as employing
reservists, as well as managing the Supporting
Britain’s Reservists and Employers (SaBRE)
campaign.

Occupational
HealthThe branch of medicine that deals with thehealth of people in their workplace or in
relation to their job. In this context it also
includes dental and mental health.

Officers

Members of the Armed Forces who hold theQueen’s Commission, which sets out theindividual’s responsibilities. Officers form the
middle and senior management of the Armed
Forces.

Reserves in the Future Force 2020: Valuable and Valued

8-24 hours
training, 4-6
hours = ½ a
MTD; 2-4 hours
is ¼ of a MTD.

81

Term

Explanation

Remarks

Operations/Operational Tour

Event where actual delivery of militarycapability occurs. Operations can take placein the UK as well as overseas; for example
Operation OLYMPICS was the Armed Forces
contribution to the Olympic Games.

Operations are
given a namesuch as Op
HERRICK whichis the UK’scontribution in
Afghanistan.

Order of Battle

The order of battle of an Armed Forceparticipating in a military operation or
campaign shows the hierarchical organisation,command structure, strength, dispositionof personnel, and equipment of units andformations.

Partnering for
TalentA programme developed to provide greater
support to employers and reservists, ensuring
mutual benefits, the coordination of better
training opportunities and the sharing ofexperience, talent and qualifications.

Qualitative
Response

In the context of this paper, qualitative refers
to the responses received during the public
consultation via employer and single Service
workshops.

Readiness

The time within which a unit can be madeready to perform the tasks for which it has
been organised, equipped and trained.

RegularA full time member of the Armed Forces.

Regular Forces

The regular (full time) elements of the Armed
Forces.

Ex-Regular
Reservist

Regular members of the Armed Forces
automatically become ex-regular reservist
when they leave full time service. Ex-regularreservists are occasionally recalled to fill
specific operational requirements. Ex-regularreservists do not undertake routine training.

82

Excludesreservists on Full
Time Reserve
Service.

Employersof mobilised
ex-regularreservists would
be entitled to thesame support
as if a volunteer
reservist wasmobilised.

Reserves in the Future Force 2020: Valuable and Valued

TermExplanation

Reserve Forces

The reserve elements of the Armed Forces.

Reserve Forces(Safeguard of
Employment) Act
1985

The Reserve Forces (Safeguard of
Employment) Act 1985 gives a reservist who
is called up service the right to apply to his
or her former employer to be reinstated. The
employer is obliged to reinstate the reservist
provided the application is made within the
stipulated time and it is reasonable andpracticable to do so.

Reserve Forces
Act 1996

The Reserve Forces Act 1996 provides thelegal basis for the establishment, organisation
and regulation of the Reserve Forces. It also
sets out the circumstances in which a memberof the Reserve Forces can be called out forpermanent service.

Reserve Forces’and Cadets’
Association

RFCAs are regional civilian bodies comprising
voluntary members. They are establishedby statute to offer advice and support to the
Defence Council on behalf of the Reserve
Forces and Cadet Movement.

Reservist

A part time member of the Armed Forces. A
reservist may be part of a volunteer reserve, an
ex-regular reserve or be on Full Time Reserve
Service.

Royal Auxiliary AirForce

The volunteer element of the Royal Air ForceReserves, made up of squadrons across theUK.

Royal Marines
Reserves

The Royal Marines Reserves are made up ofRoyal Marine units across the UK, who employ
part-time volunteer reservists.

Royal Naval
Reserves

The Royal Naval Reserves are made up ofRoyal Naval Reserve establishments acrossthe UK, who employ part-time volunteer
reservists.

Supportfor Britain’s
Reservists andEmployers

SaBRE provides reservists and employers withadvice and support on reservist matters.

Reserves in the Future Force 2020: Valuable and Valued

Remarks

It also makes it acriminal offence
for an employer
to dismiss anemployee solely
or mainly byreasons of a
result of being
called up.

83

Term

Explanation

Standing
Commitment

An enduring or long lasting operation.

Statutory
Instrument

Statutory Instruments (SIs) are a form of
secondary legislation which allows theprovisions of an Act of Parliament to be
subsequently brought into force or alteredwithout Parliament having to pass a new Act.

Statutory
Instrument 859
The Reserve
Forces (Callout and Recall)(Financial
Assistance)
Regulations 2005

The Regulations which give effect to thescheme for providing financial assistance toreservists and employers who suffer financial
loss as a result of the mobilisation of reservists
for permanent service in the Armed Forces.
A reservist who is self-employed may claimin the capacity of a reservist, an employer orboth.

Remarks(SI 2005/859)
Single Service

An individual service of the Armed Forces; theRoyal Navy, Army, or Royal Air Force.

Sponsored
Reserves

Sponsored reserves are members of a civilian
workforce who are required to join the reserves
as a condition of a contract, which their civilian
employer has entered into with the MOD toprovide a capability under normal conditions
as well as on operations.

Stabilisation
Operations

A joint military and civilian operation toestablish peace and security in regions
affected by conflict and instability.

Sub Unit

A sub-unit is a component part of a unit.
Within the Army, a sub-unit is the smallest
organisation that can operate independently.

Territorial Army

The volunteer reserve element of the Army.

.

(To be renamed
Army Reserve)
Tri-Service

84

An issue that applies across all three Services.

Reserves in the Future Force 2020: Valuable and Valued

TermExplanation

Unit

Generic term for the specific Armed Forces
organisation that officers, Non Commissioned
officers and soldiers belong to.

Remarks

Naval Unit is a ship, submarine or naval aid
squadron comprised of up to 600 personnel. A
ship is divided into sections by specialisationand is commanded by a Captain, Commanderor Lieutenant Commander.
Marine Unit is a Commando comprised ofabout 600 personnel. A Commando is madeup of six sub-units and is commanded by a
Lieutenant Colonel.
Army Unit is a Battalion or Regiment
comprised of about 500 personnel. A Battalion
is made up of about three-six sub-units and iscommanded by a Lieutenant Colonel.
Royal Air Force Unit is an independent
formation, either a squadron or a wing,
comprised of about 600 personnel. The unit iscommanded by a Squadron Leader or Wing
Commander.
VeteranAn individual who has served in the Armed
Forces but no longer works in the military.

Volunteer
Reserves

Comprises the Royal Naval Reserve, theRoyal Marines Reserve, the Territorial Army
(to be renamed Army Reserve) and the Royal
Auxiliary Air Force. They are members ofsociety who voluntarily accept a liability toattend training and to be mobilised to deploy
on operations.

White Mail

Responses to the FR20 Consultation that were
submitted as written responses rather thanon the official response form online. Unlike
the online responses that were analysed
automatically via an analysis database, whitemail responses were individually read andanalysed.

Reserves in the Future Force 2020: Valuable and Valued

85

Term

Explanation

White Paper

White Papers are documents produced by theGovernment setting out details of future policy
on a particular subject.

Whole Force

A concept by which Defence is supportedby the most sustainable, effective, integrated
and affordable balance of regular military
personnel, reservists, MOD civilians andcontractors.

86

Remarks

Reserves in the Future Force 2020: Valuable and ValuedAnnex F – List of
Abbreviations
Abbreviation

Term

ADC

Additional Duties Commitments

AFPS 15

Armed Forces Pension Scheme 2015

AT

Adventurous Training

AWS

Army Welfare Service

BT

British Telecommunications

CLM

Command, Leadership & Management

DCP

Defence Career Partnership

DfID

Department for International Development

DMRP

Defence Medical Rehabilitation Programme

DMS

Defence Medical Services

EU

European Union

FE

Further Education

FR20

Future Reserves 2020

FY

Financial YearGP

General Practitioner

HE

Higher Education

HR

Human Resources

HRR

High Readiness Reservists

Reserves in the Future Force 2020: Valuable and Valued

87

88

IA

Information Assurance

JSP

Joint Service Publication

MOD

Ministry of Defence

NCSP

National Cyber Security Programme

NEAB

National Employer Advisory Board

NEM

New Employment Model

NHS

National Health Service

NQF

National Qualification Framework

NVQ

National Vocational Qualification

OGUK

Oil and Gas United Kingdom

RAF

Royal Air ForceREMERoyal Electrical and Mechanical Engineers

RFA96

Reserve Forces Act 1996

RFCAs

Reserve Forces’ and Cadets’ Associations

SaBRE

Support for Britain’s Reservists and Employers

SDSR

Strategic Defence and Security Review

SI2005/859

Statutory Instrument 2005/859

SMEs

Small and Medium-sized Enterprises

TA

Territorial Army

TACC

Territorial Army Commissioning Course

UC

Universal Credit

UN

United Nations

Reserves in the Future Force 2020: Valuable and Valued

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