As the regular army slims down, the number of reservists is due to be scaled up. The MOD green paper “Future Reserves 2020” sets out its aspiration to move from a trained reserve capacity of around 19,000 today, to having a force of 35,000 part-time soldiers, sailors and aircrew by 2020.
To achieve meaningful integration with the regulars, the MOD is proposing that reservists will routinely be part of military deployments at home and abroad, and plans to change legislative powers to enforce call-ups. Each individual can expect to be deployed for up to six months over a five-year period, but pre-mobilisation training and post-deployment leave could extend the period away from work to a year. In addition, annual training is set to increase to 40 days.
On the face of it, the changes mean unwelcome disruption for construction employers: although salaries are paid by the MOD during deployment, companies will still have to find cover to replace key skills. But Carillion, which joined Tesco, Lloyds, the Royal Mail and BAE Systems at an MOD workshop in January to discuss the impact on employers, sees the expansion differently.
Seumas Kerr, technical compliance director at Carillion Services, refers to the company as a “partner of defence”, a description that partly refers to its role as one of the MOD’s PRIME framework contractors. “But it’s more than a contractual relationship, it’s a partnership that includes assisting with the reserves,” says Kerr, who himself served as a general.
Carillion is in the early stages of a collaboration with 170 Engineer Group to identify and support a dual-career cohort who can serve both Carillion and the TA. The company is targeting a total of 50 reservists by the end of 2013, rising to 250-300. “We think that’s a realistic target, although it will take a few years,” says Kerr.
The plans involve sponsoring a cadet group, for youngsters aged 12 to 18, which would facilitate some discreet “talent spotting” of individuals with the potential to benefit both Carillion and the reserves. Then there would be specialist bursaries for suitable graduate entrants. “We would expect them to do three years’ service in the reserves if they join Carillion, but they might get hooked and stay,” says Kerr.
Finally, 170 Engineer Group would be invited to present to current staff to encourage anyone with the aptitude and interest to sign up. If staff are undecided, Kerr gives a clear signal that Carillion intends to pursue a pro-reservists policy. “In Carillion, to join the reserves is seen as a tick in the box for your career. In the reserves you’d undertake training to get promotion, and we’d count leadership training as part of your professional development within Carillion.”
But with 300 staff – albeit out of a UK workforce of 25,000 – liable to be mobilised at short notice, isn’t Carillion storing up a management headache? Kerr says the loss of personnel would be offset by a downturn in activity on MOD contracts during any overseas deployment, many of its future reservists are likely to be from a trade background and relatively easy to replace, and in most cases, the MOD would give advance notice. At 170 Engineer Group, Major David Hemming welcomes Carillion’s decision to actively source young people with the capacity to serve both Carillion and the TA. “That’s a fanstastic model for us,” he says.
