Pensions and Career Advice for Military Personnel

Pensions
Claim, don’t
forget your
preserved or
deferred Armed
Forces Pension
THE ORIGINAL RESETTLEMENT MAGAZINE
PATHFINDER
AUGUST 2016
#25YEARS
WWW.PATHFINDERINTERNATIONAL.CO.UK
Proud signatories to the Armed Forces
Corporate Covenant. #forourforces
PAGE8
Project
Management
Your military skills
can benefit you
in many project
management roles
PAGE6
Resettlement
Awards
The 2016 Nationwide
Resettlement
Awards are open for
business!
100s
OFRESETTLEMENT
OPPORTUNITIES
INSIDE
IN PARTNERSHIPWITH
Fly into your future in the aerospace
and aviation industries
CAREER
TAKE-OFF
PAGE 28

YOU
CAN
FIX
THIS
IF
YOU
CAN
FIX
THIS
If you’re a retiring Army
or RAF engineer, but
feel you’ve more to give,
visit royalnavy.mod.uk/
serviceleavers

PATHFINDERAUGUST 2016 3PATHFINDER 3
Contents
THE ORIGINAL
RESETTLEMENT
MAGAZINE
www.pathfinderinternational.co.uk
Pathfinder-Magazine @pathfindermag
4 News -The very latest
Military,Resettlement
andVeterans news
6 Nationwide
ResettlementAwards
8 Project Management
Careers
10 PensionAdvice
12 Employment
Contracts
14 Getting Heroes Back
OnTrack
17 AskThe Expert
28TheAerospace
Industry
32 Franchising News
36 Housing and Finance
40AreYouAtA Career
Crossroads
50 Recruitment
THIS MONTH
28
8
36
6 40
IN PARTNERSHIPWITH
10
Published under licence by
Baltic Publications Ltd
Gear House
Saltmeadows Road
Gateshead
NE8 3AH
Tel: 0191 442 0198 Fax: 0191 442 4002
Email: michaelbrash@pathfindermagazine.co.uk
Editor
Michael Brash
Design/Layout
ShandMedia
Administration
Phil Mullen
Publisher
Andy Mullen
Sales Manager
Paul Foster
Sales Executives
Ross Irvine
Ewan Waterhouse
Amy Sixsmith
Nicola Cooke
While the publishers have taken all reasonable care to ensure that all material is accurate at the time of going to press, they can accept no
responsibility for errors or omissions. No liability is accepted for omission or failure from any cause. Opinions expressed are those of the
individual contributors and not necessarily those of Pathfinder(UK). Professional advice should be sought before making any commitment to
business transactions detailed within Pathfinder. All advertisements are accepted only on the grounds that they comply with the terms of the
Trade Descriptions Act 1968 and all other relevant legislation. Inclusion of an advertisement cannot be construed as an endorsement of the
advertiser or the product by the publishers, their employees or agents. The publishers cannot accept responsibility for any transaction between
readers and advertisers. No material in this publication may be reproduced in any form without prior written permission from the publishers.
AdvertisingInPathfinder
ForadvertisinginPathfinderpleasecall
PaulFosteron01914424008oremail
pfoster@balticpublications.co.uk

PATHFINDER THE ORIGINAL RESETTLEMENT MAGAZINE4
WanttogetPathfinder direct
toyour door,free ofcharge,
foraslongasyoulike?
www.pathfindermagazine.uk
BeyondTheUniform
Forward Assist are an Award winning
charity based in the North East, helping
veterans transition into civilian life.
They do this by engaging veterans
in a wide variety of programmes
and interventions including sport,
diversionary activities, employment
support and community based projects.
Forward Assist are now paving the way to create
gender specific support for female veterans who
are a hidden and marginalised population. This is
the first programme of its kind in the UK, which
will hopefully create a blueprint for other
charities and organisations to copy as well
as impacting upon Government policy.
Forward Assist have partnered with
Newcastle University to carry out
research. Dr Helen Limon from the
University of Newcastle describes the
project and Forward Assist:
“Newcastle is a civic University
that focuses on not just what we
are good at but what we are good for
and so it is a real privilege for us to be
collaborating with Forward Assist on this
very important work. We have great respect for
the organisation and the female veterans who are
participating in the project and we anticipate some
really significant changes from the pioneering work
being done”.
Forward Assist recently won the Centre for Social
Justice Award, and with that award received a
small amount of funding from Marsh Global, an
International Insurance Company. They have used
this funding to recruit the female veterans and
carry out research which has included specific
consultation sessions to discuss the women’s
transition into civilian life, their time in the Forces
and what further support they need.
Sarah Lattaway, the Project Lead says: “When
looking to do the research project we knew that
the female veterans were a hidden population
but in fact we found it was much worse, they are
virtually invisible. We have brought together a
group of female veterans who are very committed
to helping the project and use their experiences
to determine what gender specific support is
needed. It is wonderful to see how invested they
are in the programme and open to share their own
fascinating stories.”
The project has been running a very short period
and has already provided essential data and
given opportunities for the female veterans
who regularly attend the activities and
consultations session. One attendee says
of the group;
“It’s an outstanding way of bringing
female veterans together and finding
out what they need and hopefully
change the public perception of
female veterans.”
Another attendee said:
“This is brilliant because there is
nothing like this for us. The only groups
previously available were associations which
is very much focused around men reliving their
military past whereas I want to talk about our
futures and this group gives us that opportunity.”
It is clear that Forward Assist are making a
huge different to their female veterans. Long
may it continue and develop into a UK wide
programme. If you think you can support the
project in anyway get in touch with Project
Lead Sarah Lattaway on 07876787238, visit
www.forwardassist.com or email sarah@
forward-assist.com
N
EW
S
TheOAProvides
AnOpportunity
ToBoost Your
LinkedIn Profile
The Officers’ Association
is holding its next LinkedIn
workshop in Salford on 29th
September 2016. Following
on from a series of similar
successful events this year, the
OA has invited social media
consultant Lincoln Coutts to take
the mystery out of LinkedIn and
disclose the secrets to creating
a profile that represents users to
employers in the best possible
light.
Renowned expert Lincoln has
over 14 years experience in HR
consulting and over ten years
in social media consulting.
Lincoln has trained over 7000
people on building their digital
footprint, both personally and
within the business environment.
His background, on advising
companies on social media,
ranges from SMEs to FTSE 50. He
is a visiting lecturer at a number
of Business Schools, including
London Business School and
Said Business School.
Liz Stevens, Head of Employment
Services at the OA says of the
event “With an ever increasing
number of LinkedIn users from
job seekers to employers alike,
the OA has recognised that for
many, their LinkedIn profile isn’t
getting the attention it should
be. This event hopes to address
this issue and Lincoln is very
well placed to do offer advice
and guidance on how to achieve
this. ”
Liz continues “attended by
Officers who may be currently
serving, transitioning or have
already moved into civilian
employment, getting the most
out of their LinkedIn profile is
crucial in getting the most out of
their career opportunities.”
The OA event will run with
morning and afternoon sessions
and on the same day nearby, the
CTP is holding an Employment
Fair providing the opportunity
to meet local and national
employers with both current and
future job vacancies.
For further information or to
register at the OA LinkedIn
event, please visit www.
officersassociation.org.uk
It’sanoutstanding
wayofbringingfemale
veteranstogetherand
findingoutwhattheyneed
andhopefullychangethe
publicperceptionof
femaleveterans.”

PATHFINDERAUGUST 2016 5
Peter Mountford, one of the founders and
chairman of Heropreneurs, explains how
successful entrepreneurs are mentoring
the next generation of businessmen and
woman with a military background.
Every year, thousands of men and women leave the
Armed Forces to begin their new life as civilians but
unfortunately, many join the ranks of nearly 2.5 million
other unemployed people in the search for a job.
Most of these men and women are highly qualified
and skilled, but for most, the transition from life in
the military to life on Civvy Street will be difficult. But
instead of seeing this as a problem, Heropreneurs looks
at it as a challenge and wants to see what the business
community can do to help create more business owners.
That’s why it created a community of successful
entrepreneurs, whom act as mentors to budding
business in the UK and offer advice to anyone trying to
get a foot on the ladder.
“Heropreneurs was created five years ago in order to
help Military Veterans, who have become or who wish
to become entrepreneurs, create successful
businesses. It’s the only UK Charity that
specialises in this, so it’s unique,” explains
Peter Mountford.
“But what’s really special about the
service we offer is that it relies entirely
on successful entrepreneurs to act as
mentors for the businesses that it helps
- that’s key,” he adds. “So if someone
approaches us, they get real advice from
someone who has been there and done it.”
So far, Heropreneurs has helped well over
100 businesses and that number is growing
all the time. There are currently over 20 businesses
in the Mentoring Programme, all of which regularly
check in for a chat and are all at very different stages of
development.
In order to join the mentoring programme, which
is free (although a donation can be made), budding
entrepreneurs simply head to the website and fill in
the application form for Mentees. There, they’ll get a
very fast response and be offered the opportunity to
meet the Chairman, Peter Mountford, within seven
days of applying.
“We use Skype or FaceTime to do this and it’s very
effective, especially for those without the budgets to
travel or even health issues that can restrict this,” he
explains.
Peter will then decide who the best Mentor for the
business is. “Most of the businesses that approach us
don’t need specific industry advice on the business
that they’ve created,” he explains. “But if parallels can
be drawn they generally need advice on marketing and
branding, online marketing, negotiating, raising finance
and general help on the financial side,” he adds.
“People often ask Heropreneurs how successful we’ve
been, as in how many businesses have succeeded
with our guidance,” says Peter. “It’s actually the wrong
question to ask for a number of reasons: firstly there’s
probably a 50/50 chance of a new business succeeding
in the first place.
“Secondly, from time to time we have to
diplomatically explain to someone that they are not
suited to the commercial world and they would be
better off getting a job than trying to start up a new
business.
“Not everyone can succeed as an entrepreneur -
similarly not everyone can succeed as an employee
- but Heropreneurs was created to help anyone that has
served this country, or their families,” he adds.
The key faces behind Heropreneurs
are Stuart Nicol and Peter Mountford.
Stuart was an Officer with the Argyll &
Sutherland Highlanders before becoming
a Private Equity investor. He has spent
many years investing in and helping a
plethora of business types with their
strategy and growth plans.
Similarly, Peter has been a financial
entrepreneur for almost 30 years and has
been a shareholder in and sat on the Board
of 25 different companies, some of which have
become very successful. Stuart and Peter are Trustees
of the charity and give their time entirely for free.
“Occasionally, Heropreneurs will actually invest in the
businesses it helps,” says Peter. “So far, we have done
this twice. We can invest for simply a social return, or
for a financial return, or a mixture of the two.
“Heropreneurs uses funds that have been donated
in order to make these investments. Any profits that
Heropreneurs makes on these investments will be used
to run the charity and re-invest in further businesses,”
he adds.
Those interested in finding out more should head
to www.heropreneurs.co.uk or attend one of our
monthly networking meetings, details of which
can be found on the site.
Anyprofitsthat
Heropreneursmakeson
theseinvestmentswillbe
usedtorunthecharity
andre-investinfurther
businesses.”
CreatingThePrideOfBusiness
FromTheUKArmed Forces
It’sPathfinder...
butdigital
Readthelatest
issueonlineat
www.pathfinder
international.co.uk
PATHFINDER
JULY 2013
#22YEARS
APPS
Resettlement
How to cope
with the stress of
redeployment
PAGE14
NEBOSH
A health & safety
qualification can take
you a long way
PATHFINDER
JULY 2013
17
successful.
“My experience
at
the Bar certainly
has
helped me give employers
an
insight into the real-life legal
ramifications of not ensuring
the health, safety and welfare
of their employees,”
said
Andrew.
“My NEBOSH
studies
helped me realise that law is
accessible.
It’s not something
that’s just for people with
enormous
brains the size of a
planet. You can get your head
round it and if you work hard
you can achieve whatever
it is
you want to achieve.
“NEBOSH
also opened doors
as a safety practitioner,
because
there’s no way I would have
been employed
by News
Corporation
without my
Diploma.
There does come
a point where you leave
qualifications behind and you
start to rely on prior experience
and the name you’ve made for
yourself in the industry.
That
point has certainly
come for
me, but I wouldn’t
be where
I am now, and I really do
mean this, if I hadn’t done my
NEBOSH
qualifications.”
Andrew Ashford’s
story is by
no means unique. While many
people who achieve a NEBOSH
qualification go on to enjoy life-
long roles as health and safety
practitioners,
others also find it helps
them develop a much broader
career. Darren Brunton
was
once a military diver with
Royal Engineers.
Gaining his
NEBOSH
General Certificate
and subsequently,
his Diploma
helped him achieve his goal of
improving
safety in the field of
commercial
diving, particularly
within the oil and gas sector. He
now runs a highly successful
training company
in
the Far East.
Health and safety is
a skill that is highly
valued in many
high-risk
industries
such as construction,
chemicals
and utilities.
Even outside of these
industries,
health
and safety protects
organisations
from
litigation,
productivity
losses and damaged
reputations.
This
makes it is a skill that
many employers
wish
to see throughout
the
workforce.
Altogether,
NEBOSH
framework
of the UK and
suit people working
overseas
and within multinational
organisations.
The starting point for all of
these is the NEBOSH
website
- www.nebosh.org.
uk - where
you will find further details
of all our qualifications.
Importantly,
you can also find
information
on ‘Where to
study’ with links to more than
500 organisations
worldwide
that deliver NEBOSH
courses
leading to our qualifications.
These NEBOSH
Accredited
Course providers
can explain
the costs and practicalities
of
studying.
When facing resettlement,
a
vocational
qualification can
be a vital first step on the
ladder to a new and exciting
career. But with more than
12,000 such qualifications
available
in the UK alone,
choosing
a course is not always
straightforward.
Choose NEBOSH
and you will
certainly
find that doors open
for you in the world of health
and safety. And like Andrew
Ashford and others, you may
find that because
health and
safety is valued across most
industries,
many other options
also become
available
to you
too.
now offers 14
different qualifications.
There are specialist
Certificate
level qualifications for Fire
Safety and Risk Management,
Construction,
Environmental
Management,
Health and
Well-being
at Work and
Oil and Gas Operational
Safety. Given the increasing
importance
of environmental
issues in the field of health and
safety, a NEBOSH
Diploma
in
Environmental
Management
can also be studied
for.
Due to the global
reputation
our
qualifications
have achieved,
we
provide international
versions
of our
General Certificate,
Construction
Certificate, Fire and
Risk Management
Certificate and
our Diploma
in
Occupational
Safety
and Health. These
are designed
around
worldwide
standards,
not just the legal
Further
Informatio
n
The National
Examination
Board in
Occupational
Safety and
Health:
www.nebosh
.
org.uk
There’sno
wayIwould
havebeen
employed
byNews
Corporation
without
my
Diploma
i
PAGE16
Careers
Spotlight on the
logistics and
transport sector
PAGE32
100s
OFRESETT
LE
M
ENT
OPPORTU
NITIES
IN
SID
E
WE PROFILETHE BEST
JOBSEARCHAPPSAND REVEAL
HOWTO MAXIMISETHEM
PAGES12&13
PATHFINDER AUGUST 2013
#22YEARS
100s
OF
RESETTLEMENT
OPPORTUNITIES
INSIDE
TheIT
industryHUNGRY FOR MILITARY SKILLS
PAGES
16&17
ResettlementA job in the defencesector can provideservice leavers witha soft landing incivvy street
PAGE14
CareersBlast off with a newstart in the UK’s fastgrowing aerospaceindustry
PAGE21
Advice
Use the technology atyour fingertips to getyour message to thejob market
PAGE12
CareersQuestionsYOU shouldask employerswhen invited toan interview
PAGE12
FROMPAGE32
PATHFINDER MARCH 2015
#24YEARS
BackOnTrackVeteran AddsAnother String ToHis Bow ThanksTo Help forHeroes
PAGE18
PensionsThe New ArmedForces PensionScheme - AFPS15 - explained
PAGE10
PATHFINDER
100s
OF RESETTLEMENT
OPPORTUNITIES
INSIDE
WE HIGHLIGHT JUST SOME OF
THE FURTHERAND HIGHER
EDUCATION COURSES OPEN
TO SERVICE LEAVERS
Education:FreeFromTuitionFees
THESEAMLESSTRANSFER
SCHEME-FROM
REGULARTO
MARITIM
ERESERVE
SE
EPA
GE
51
PFMar2015.indd
1
11/03/2015
14:16
Pensions
Transferring Your Preserved
Or Deferred AFPS Pension
PAGE10
PATHFINDER
APRIL 2015
#24YEARS
Careers
Fulfill Your
Potential And
Becomine
The New
Steve Jobs
PAGE16
OAInsight
Industry experts
provide insight
on the questions
you need
answered
PAGE8
PAGE10
100s
OFRESETT
LE
M
ENT
OPPORTU
NITIES
IN
SID
E
LEAVINGTHE MILITARY,OR LATER MOVING JOBS IN
THE CIVILIANWORLD,CAN BE BOTH EXCITINGAND
STRESSFUL.WE SHAREWITHYOU SOMETHOUGHTS
AND IDEASTO HELPYOUTHROUGHTHETRANSITION.
PAGES 12&13
MovingOn

PATHFINDER6
Pathfinder International is thrilled
to announce the launch of the
Nationwide Resettlement
Awards 2016...
This year’s Resettlement Awards will
be held on Wednesday November 2nd
at the same venue as last year’s awards,
Hotel Football in Manchester.
We plan to make this year’s awards bigger
and better than last year with more awards
and more tickets available for those who
wish to attend.
Last year was the inaugural awards.
Nationwide showed commitment to the
Armed Forces by sponsoring the awards
and we are very pleased to announce that
the building society has once again been
only too pleased to be headline sponsor
for 2016.
Bryce Glover, Divisional Director,
commented: “Nationwide is proud to
sponsor these awards for the second year
running as we believe celebrating the
achievements of service personnel who
have left the Armed Forces and overcome
the challenges that transitioning into
civilian life can often pose is the right thing
to do. We also want to support the work
being carried out by organisations who
demonstrate real commitment to levelling
the playing field for our former service men
and women.
Announcing the Nationwide
Resettlement Awards 2016:
www.ResettlementAwards.co.uk
MORE AWARDS
One major addition to the Resettlement Awards 2016 is the
involvement of the Officers’ Association who will be presenting
a new award, namely the OA Award for Excellence in Work
Experience Programmes. This award will be awarded to the
organisation demonstrating excellence in delivering work placement,
work experience or civilian work attachment programmes to Service
Leavers or Veterans.
Another new award has been introduced to recognise the work of
organisations which support military families during transition. This
award will be supported by The Army Families Federation.
FURTHER ANNOUNCEMENTS
We will be making further announcements between now and The Nationwide Resettlement Awards 2016 on 2nd November 2016. There
are a number of ways to keep up to date with developments surrounding The Nationwide Resettlement Awards 2016:
■■ Sign up to receive the digital version of Pathfinder magazine or our e-newsletters for Service Leavers and Veterans via the
website at www.pathfindermagazine.uk
■■ Like Pathfinder International’s Facebook page at www.facebook.com/PathfinderInternationalMagazine/
■■ Join the Pathfinder International LinkedIn group at www.linkedin.com/groups/3577266
■■ Follow Pathfinder International magazine on Twitter @PathfinderMag
For more information on any aspect of The Nationwide Resettlement Awards visit
www.resettlementawards.co.uk or call 0191 442 0198.
SUBMIT AN APPLICATION FOR AN AWARD
Of course, there can be no Resettlement Awards without winners and to select winners
we need contenders!
Nominations for a resettlement award can be submitted via the Nationwide
Resettlement Awards 2016 website at www.resettlementawards.co.uk. It is acceptable for
potential award winners to nominate themselves or others who they believe to be worthy.
The full list of awards can be read at www.resettlementawards.co.uk and the award
criteria are also available on the website. Award submissions will be passed to our judging
panel who will be responsible for picking the winners. Pathfinder International magazine
will only have one representative on the judging panel (our Editor, Michael Brash). Other
than that, Pathfinder International magazine will have no influence over who is chosen as
a resettlement award winner.
All entrants who are shortlisted for a resettlement award will be invited as guests of
Nationwide and Pathfinder to the awards dinner.
The closing date for submitting nominations for The Nationwide Resettlement Awards
2016 is 9th September 2016.
Forinformationon sponsoringa ResettlementAward 2016 call0191 442 0198Award NominationClosing Date:9th September2016

7
PATHFINDER 7
SPONSORS
With Nationwide once again
supporting the Resettlement
Awards as headline sponsor,
we are very pleased to
welcome back P&O Ferries.
New sponsors of awards
categories for 2016 include
The Officers’ Association and
The University of Derby.
Following this month’s
launch of The Resettlement
Awards 2016, we will be
contacting companies to
invite them to sponsor an
award which provides the
perfect opportunity for
organisations to demonstrate
support for Service Leavers
and Veterans.
The benefits of sponsoring
a Resettlement Award
include presenting an award
at the awards ‘black-tie’
dinner as well as a table for
10 to enjoy a four course
dinner which is served during
the awards ceremony.
In addition to attending the
Nationwide Resettlement
Awards 2016, award
category sponsorship also
offers considerable PR
opportunities in Pathfinder
International magazine,
our extensive social media
platforms, the Resettlement
Awards website (www.
resettlementawards.co.uk)
and the mainstream media.
Organisations interested
in sponsoring a
resettlement awards
category should contact
Paul Foster via pfoster@
balticpublications.co.uk
or by calling 0191 442
0198.
Attendance at the Nationwide Resettlement Awards 2016 is open to both individuals and
organisations. Individual tickets are available at £84 per head. Packages are available for bulk
purchases by individuals of 2 tickets (£156) 6 tickets (£450) or 10 tickets (£840).
Corporate packages are available to organisation wishing to purchase a table for 10 at a rate of £900
(ex vat). While more expensive per head than the price of individual tickets the corporate package
provides excellent value for money as it includes:
■■ 4 bottles of wine per table
■■ Half page advertisement in the Event Programme for the evening
■■ Quarter page advertisement in the Awards editorial review to appear in the November
issue of Pathfinder International magazine.
ATTEND THE RESETTLEMENT AWARDS 2016
JUDGES
We have assembled a panel of judges who we believe are highly
qualified to make informed assessments of the awards nominees.
Colonel Andy Deans MBE
Andy commissioned in the Army in 1990 and his
career has been focused on training, education
and leadership development. He has had jobs in
delivery, design and policy throughout the Army
and Defence. He has deployed on operations in
Northern Ireland, Bosnia and Afghanistan. During
his career he has completed two Masters in
Educational Technology and Defence Studies. He
started his current job as Assistant Head of Through
Life Development in the Ministry of Defence in
September 15 and a major responsibility is ensuring
the revised Career Transition Partnership (CTP)
delivers a quality service to Defence personnel.
This service provides bespoke transition planning
and support to each of the 17,000 personnel that
progress from military to civilian life each year.
Rob Cromey-Hawke, Project Manager
and Leadership Development Consultant,
Deloitte UK
A wounded ex-serviceman, having served 12 years
as both a soldier and a commissioned officer in the
British Army, Rob was medically retired as a result
of sustaining a Traumatic Brain Injury (TBI), back and
spinal cord injuries, and hearing loss in a blast in
Afghanistan in December 2012. His success during
his transition from the Armed Forces has also been
recognised by winning the Nationwide Resettlement
Awards 2015 for “Excellence Demonstrated in the
Face of Adversity During the Resettlement Process”
and “Service Leaver of the Year”.
Debbie Whittingham, Director of Operations
for Cobseo
Debbie served 31 years in the Royal Navy in a
variety of appointments achieving the rank of
Commander before retiring at the beginning of
2012, to undertake the position of Director of
Operations at Cobseo. Her main responsibilities are
to execute the decisions of the Cobseo Executive,
whilst managing the day-to-day running of Cobseo
to meet the Confederation’s purposes as the
overarching organisation for the Service Charities.
John Stokoe CB CBE, Head of Strategy
Development, Dassault Systemes (EuroNorth)
John is a former Major General in the British Army.
Since leaving the Army in 1999, he has gained
considerable commercial experience in the
construction, infrastructure services and IT sectors,
operating at both business unit and Board level.
Stephen Ford, Citizenship Manager (Military),
Nationwide Building Society
After completing 23 years in the British Army (47 Air
Despatch Sqn RLC) Steve successfully applied for
the post of Citizenship Manager, specialising in the
Military, with Nationwide Building Society.
Ray Lock CBE, Chief Executive of the Forces In
Mind Trust
Ray is a retired Royal Air Force pilot and
commander, whose extensive operational career
included flying Tornado, Hawk and Hercules aircraft.
He commanded Royal Air Force Lyneham and the
Joint Services Command and Staff College, as well
as operational detachments in Kuwait, Iraq and
Qatar. He joined the Forces in Mind Trust as Chief
Executive in December 2012 on his retirement from
the Royal Air Force as an air vice-marshal.
Liz Stevens, Head of Employment Services
and Marketing, The Officers' Association
Liz leads the Employment Department at the
Officers' Association (OA) and is responsible for
developing and implementing the organisation’s
employment strategy out to 2023. She joined the
OA in November 2013 having had a career in the
Royal Navy as a Logistics Officer which included
time at sea in HMS Brilliant and HMS Endurance.
Sara Baade, Chief Executive, Army Families
Federation
Sara has for the last five years worked as a senior
civil servant for the Department of Business
Innovation and Skills (BIS) working across a range of
policy areas with a focus on apprenticeship growth.
Sara has 5 year old twins and lives in London. Her
late husband was Matthew Wall who served with
the 9/12th Royal Lancers.
Michael Brash, Editor, Pathfinder
Michael has been involved in Resettlement and
Veterans issues in various capacities for over
20 years and is dedicated to championing the
excellence of Service Leavers and Veterans to
employers and the wider public.
YOU!We are looking for someone with a military background
to join the judging panel for the 2016 Resettlement
Awards. If you are interested or know someone
who would make a good judge, drop us a line via
michaelbrash@pathfindermagazine.co.uk

PATHFINDER THE ORIGINAL RESETTLEMENT MAGAZINE8A
DV
ICE
Your military skills can benefit you
in project management roles across
many different industry sectors...
PROJECT
MANAGEMENT
“IknewIcouldapply
logicalthinkingunder
pressure.Ihavetheability
tounderstandproblems,
developpracticalsolutions,
thenplanandimplement
themtoachievethegoalthe
teamisworkingtowards.”
contemporary workplace. Its meaning can vary
among organisations but for John, effective
leadership is ‘less about technical ability and
skills, and more about understanding what
motivates and drives people’.
John says: “Many believe leadership is
synonymous with the ‘super manager’, who’s
highly efficient - actually, it’s less about ticking
off a ‘to do’ list, and more about continuing to
inspire, motivate and reward people.”
John met his first challenging deadline
in time for a successful launch – making
an 8% saving on budget, improving build
quality standards and implementing rigorous
Health and Safety management throughout.
He subsequently progressed to Programme
Manager to oversee all capital projects, with an
independent project manager taking the lead.
Nationwide Building Society, although
a very different organisation to Forest
Holidays, has also made significant savings
through employing ex-military in project
manager roles. By directly recruiting
talented and skilled ex-military personnel
through its Military Transition Programme
the senior leadership team has seen a
reduction in the costs associated with
hiring contractors. Again, although many
of these former officers have little or no
experience in Financial Services or project
management, their leadership skills have
proved extremely beneficial.
Nigel Hope who is Practice Manager at
Nationwide said: “Project Management is
30% science and 70% art. The 70% is where
most of the military skills come into play. The
30% is the mechanics of project management
including risk assessment and Microsoft
Project Management, which can be taught.”
There are of course costs involved with
the programme and those who haven’t
carried out a Microsoft project management
course need to attend training. There are also
challenges for ex-military recruits adapting
to a corporate environment. But overall, their
skills and capabilities are well worth this
initial investment.
Nationwide currently employs over 60
former officers in Project Management roles
through the programme. As well as projects
of a finance and banking nature, there is also
scope to be involved in IT infrastructure,
Business change, HR process management
and Property management.
Rebecca Hudson was a Captain in the Army
H
ave you ever considered
overseeing the construction
of a golden oak cabin, deep
in the forests of Keldy or
Sherwood? Or installing under
floor heating provided by air source
heat pumps, in an eco-friendly
holiday home?
A lack of experience in construction or the
tourism trade might put you off applying for
such roles. But as a number of former officers
can attest, it’s possible to build a successful
and fulfilling career as a project manager in
a wide variety of industries, even if you lack
direct experience of the sector.
John Allen served in the Royal Regiment of
Artillery and now works for Forest Holidays,
who provide luxurious breaks in stunning
locations across the UK. Hidden away in
idyllic woodlands, each destination provides
a peaceful setting, perfect for the holiday
maker who wants to get away from it all.
Whether soaking in a hot tub or communing
with nature, the serene surroundings reveal
little of the hard work and activity that
brought them into existence.
John’s first role was to build 26 luxury
lodges in a virgin forest within a five
month timeline, often under challenging
circumstances and pressure.
He said: “I did think it ridiculous at first.
We were two weeks behind on a tight
budget and it seemed to be an enormous
job. My experience was limited, as was my
knowledge of the construction industry.”
Many could have become flustered but
John credits his mindset and ‘rationally
drawing’ on his previous experiences in the
Army to help him through. He said: “I knew I
could apply logical thinking under pressure.
I have the ability to understand problems,
develop practical solutions, then plan and
implement them to achieve the goal the
team is working towards.”
He added: “Although I had limited
technical knowledge of construction
techniques, I had an open mind and an
eagerness to learn. With time, and a pro-
active attitude to understand the industry, I
overcame the initial challenges.”
John maintains it’s his ‘soft skills’ that are
some of the most important he’s taken away
from his time in the Army. He equates these
with leadership, a quality valued highly in the
Rebecca Hudson, Delivery
Manager at Nationwide’s
Business Transformation division
John Allan, Forest Holidays Gary McGaffney, Lead trainer
of project management at BMC
Will Steel, Project Manager at
Zurich Insurance

for nine years and left in 2015. She has been working
as a Delivery Manager at Nationwide’s Business
Transformation division for three months, and has
experienced substantial support throughout her
transition. She said: “Nationwide accepts you are
an individual with individual needs, and they are
interested in developing you further.”
Simon Feaver has been a project manager at
Nationwide since 2013. He said: “Just as in the
military, you’re the spider at the centre of the
web – you bring people together from a number
of departments and build and manage their
output.” He added: “There are also the conflicting
challenges of bringing people from different
backgrounds together, as well as coordinating
time zones.”
Will Steel is a Project Manager at Zurich
Insurance where he works within a team of six,
managing a large portfolio of IT programmes. He
believes that a firm foundation of experience and a
qualification or two in project management, opens
doors to a huge range of sectors in the UK and
abroad. He applied for the part-time Project and
Programme Management (PPM) MSc provided by
Cranfield University, via the Defence Academy.
As well as providing education in PPM theory
it validated Will’s opinion that many of the skills
routinely required in military leadership and
management are directly relevant in the civilian
project management environment. The ‘potential
for variety’ attracted him.
He wanted to work at Zurich because it
currently sits 11th in the Sunday Times top 25
large employers, reflecting the effort that the
company puts into talent retention. Despite
its financial services focus, he didn’t need a
background in the sector.
Will said: “First and foremost, the organisation
wanted a group of project managers with a
broad range of experience – the specifics of
the industry are taught as you go along.” He
added: “This makes it a very attractive option
to Service Leavers who can apply leadership,
management and systems-based approaches but
don’t necessarily have relevant experience in the
civilian sector.”
Will works within a team of six, managing a
large portfolio of IT programmes. His days are
spent engaging with the internal business units
and external suppliers, co-ordinating plans and
keeping things moving in the right direction. There
are many facets to good project management but
for Will, one of the key competencies is ‘effective
stakeholder engagement’.
Both technical and soft skills are important.
Zurich needs people with knowledge of a variety
of project management tools, methodologies
and best practice. They are also looking for
strong stakeholder management skills, a good
understanding of the business use of IT and
digital technology.
Bristol Management Centre has been training
personnel leaving the military for the last ten
years. BMC offers a wide range of courses
including many recognised programme and
project management qualifications such as
PRINCE2 and APMP.
Lead trainer of project management at BMC Gary
McGaffney, said that it’s Service Leavers’ attitude
that ‘shines through’, in comparison to other
delegates: “I’ve found that although many come
on the first day saying they have very little project
management experience during their military
careers, they leave the course realising they
actually have lots of project experience but have
been doing it the ‘military way’. Once they learn
the language of PRINCE2 and the methodology,
they easily find their feet.” He added: “With their
can do attitude, self motivation and discipline, it’s
no wonder ex-military are being sought after by
many companies, of all sizes.”
During their training, Gary discovered that
many former service personnel have been
responsible for the management and motivation
of teams, a big contributing factor to the success
of projects. They’ve managed budgets, sometimes
in the millions, which is another key skill. The
military also have substantial experience in the
movement of kit and equipment, often in hostile
areas, an essential part of resourcing any project.
Gary said: “After they leave the Services, many
join our LinkedIn profile and it is such a pleasure
to follow them – not only through their successful
transitions but also to see them rise to very senior
positions, very quickly.”
Steve Jones is Learning Programme Director –
PMLC at QA, an organisation that offers award
winning professional training. He believes that
most former service personnel have already been
responsible for activities that would have been
classified as projects in any large company – for
example, operational deployments, organisational
change, introduction of new processes or
equipment, and IT or infrastructure projects.
Steve said: “Military personnel are trained to be
aware of the operational risks associated with the
job, and the threats that can be just around the
corner. This acute need to consider various options
lends itself well to project risk management, when
supported by specific tools and techniques.”
FurtherInformation
www.officersassociation.org.uk
www.zurich.co.uk/en/about-us/careers/military-transitions
www.nationwide-jobs.co.uk/military/
www.qa.com/
www.bmc.ac.uk/
i

PEN
SION
S
are several reasons why pensions are
unclaimed, but the fact is that the sums of
money involved, whilst modest in many
cases, could make a big difference to the
quality of life of their rightful owner.
For some older veterans, pension were
a bit of a foggy area as, prior to April 1975,
an officer had to serve 16 years from age
21 and other ranks (ORs) had to serve 22
years from age 18 to qualify for any form
of pension at all. Some may have left with
a Resettlement Grant but many left with
nothing.
AFPS 75 preserved pensions were
introduced for those in service in the
Regular Armed Forces on 1 April 1975
but, in order to qualify, an individual had
to be age 26 or over when he or she left
and to have at least five years reckonable
service for pension purposes. Reckonable
service is paid service over the age of 21
for officers and age 18 for ORs. These
qualification criteria are called the
‘Vesting Period’.
Those who left Service before 1 April
1975 were not entitled to preserved
pensions, neither were those who left after
this date without ‘Vesting’. In the rare
case where someone left after 1 April 1975
without a preserved pension (because
they hadn’t ‘Vested’) and rejoined within
30 days, they were allowed to count the
earlier period of service together with the
new for future qualification.
In 1978 the criteria were changed
slighted slightly, in that the requirement to
be aged 26 or over was removed. The five
years reckonable service criteria remained
until 6 April 1988 when it was reduced to
two years.
Preserved AFPS 75 benefits usually
comprise a pension in the form of a
taxable annual income and a one-off
tax-free lump sum equal to three times
the annual income payable. If the pension
is very small, the preserved pensioner is
often invited to take an annual taxable
lump sum rather than a monthly pension
and, in some cases, the pension is
converted into a one-off taxable lump sum
under the small pension commutation
rules. Most of these preserved pensions
would have been payable at age 60 but,
where some of the pension was due at 65,
remember that it can be claimed as early
as age 60 with actuarial reductions.
Some veterans might think there
preserved benefits are so small as to be
not worth claiming – but take a look at
this:
Someone who left in April 1978 with
a preserved pension of £800 would now
have a preserved pension of £4,263.94
and a preserved pension lump sum of
£12,791.82.
Someone who left in April 1982 with a
preserved pension of £1,100 would now
£10,353.90.
Someone who left in April 1985 with a
preserved pension of £1,500 would now
£12,035.52.
These sums, which have been increased
to take account of inflation, could make a
very real difference to a lot of lives.
Some individuals will not have
any Armed Forces Pension Scheme
entitlement. They are people who joined
on non-pensionable terms (being entitled
instead to a gratuity on successful
completion of their engagement), members
of the Volunteer Reserve, personnel who
opted out of the Armed Forces Pension
Scheme and those who left with a
preserved pension and transferred it out to
other occupational pension arrangements.
Those who left with an immediate
pension or an invaliding pension will not
have preserved benefits to claim.
If you have a relative or friend who
thinks they might have a preserved
pension as a result of time in the Armed
Forces, encourage them to fill in the AFPS
Form 8 and send it to the address on the
form. 19
T
he Forces Pension Society
receives many enquiries about
what pension benefits might
be awaiting fathers or fathers-
in-law and the same issue crops up
regularly on ARRSE, Rum Ration and
E-goat.
Given that every year many thousands
of pounds in pensions go unclaimed, it is
important that the information that follows
is widely understood. If, once you have read
this article, you think you know someone
who has a preserved pension waiting to
be claimed, pass this magazine on but do
remember to keep a record of how and when
to claim yours!
Concentrating first on those of you who are
in the resettlement process. The vast majority
of service personnel leave long before they
are entitled to draw their pension or Early
Departure Payment (EDP) Scheme benefits –
this means their benefits will be preserved or
deferred. Veterans UK do their best to ensure
that pensions are paid when they are due but
they do not keep track of those who leave
with preserved or deferred pension. They
do run campaigns to track down those with
unclaimed pensions – and are actively doing
so at the moment but it is an uphill task. To
avoid delays in receiving your pension you
must to remember to claim about six months
before it is due to be paid!
AFPS 75 preserved benefits are payable
at age 60 or 65 depending upon when they
were earned. The pension earned up to and
including 5 April 2006 are due at 60 and
benefits earned after that date are payable at
age 65. You can, however, ask to have the part
of the pension due at age 65 paid at age 60 but,
if you did so, it would be actuarially reduced to
take account of the fact that it is in payment
for longer that the scheme anticipated.
AFPS 05 preserved benefits are payable at
age 65 and AFPS 15 deferred pensions are
payable at your State Pension Age. Both can
be claimed at any time after age 55 – again
with actuarial reduction. If you leave with
EDP benefits you do not need to claim your
preserved or deferred benefits, unless, of
course, you want to claim them before age 65.
Claims should be made on an AFPS Form 8,
which is available on the internet.
Turning now to the thousands of pensions
which remain unclaimed for AFPS 75 – it
is this, the oldest of the schemes, where the
problem of unclaimed pension lies. There
Don’tForgetYourPreserved
OrDeferredPension!
In the May issue of Pathfinder the Forces Pension Society article was about your
preserved or deferred entitlements. This month’s article – by Mary Petley - aims
to push home how important it is that you remember to claim your dues and to
highlight the thousands of unclaimed AFPS 75 preserved pensions sitting waiting
to be claimed...
FurtherInformation
If you are a member of the Forces Pension Society and have
questions about this or any other pension issue, contact us on
pensionenquiries@forpen.co.uk. To find out more about us visit
www.ForcesPensionSociety.org
i

CAREER
ADVICE
Our recruitment and HR guru
Giles O’Halloran talks contracts of
employment...
in the terms of your contract, how you
declare this and ensure there is no
conflict of interest. If you don’t do this,
you could be at risk of being in breach
of your contract.
■■ Contracts need to be agreed: once you
put a signature to a document (and
possibly have it witnessed) that is
the end of the negotiation and terms
are deemed agreed. However, if there
are clauses or points you would like
to negotiate prior to signature, you
should have that conversation. A
minor change could be agreed by both
parties with initialling any change in
the margin or by re-issuing the entire
contract. However, you have the right
to discuss the terms and to ensure
they are understood or appropriate
prior to signature.
■■ Every country has its own legal
framework: it is therefore essential
that you understand what is required
in that country as a basic framework,
and it is advised you seek qualified
or legal advice when working abroad
to ensure you remain protected. This
is not just in terms of employment
rights and obligations, but also any tax
implications.
What should be in a contract?
A very good question. What a contract
should contain will differ according to
where the role is based and these will
often differ from country to country.
The employment contracts you find in
Contracts
willdiffer
acrossthe
globe,butit
isimportant
thatyou
understand
whatis
expectedof
youandyour
contractual
obligations.”
looking to do and considering the kind of
contract that this would entail.
Things to Remember
There are some key things you need to
remember regarding contracts, and here
are a few for starters:
■■ Contracts are at least bipartite: this
means that there is a minimum of two
signatories to an agreement that is
binding. Both parties have obligations
and rights under that contract. It
should also have a shared element
of control and one party should not
have all the rights and benefits. It is
essential you check this as once it is
signed it is binding.
■■ There are statutory, express and
implied terms in a contract: statutory
terms are required by the law of that
country or region. Express terms are
agreed specifically in the contract
between employer and employee.
Implied terms are not set out in the
contract but binding nonetheless.
These might be deemed more
‘common sense’ points such as when a
company car is part of a regional sales
role the individual should have a valid
driving license, or something as simple
as an employee will not steal from the
employer. You need to consider the
terms and their implications when
you accept or sign a contract.
■■ Exclusivity of services: it is worth
remembering that unless stated (or
unless it is a zero hour contract),
you are usually being contracted
to provide your services, skills and
capabilities to a single employer.
This means they are paying for
your services and time exclusively.
However, it may be that you are
not working full-time or the role is
project-based and you could work
for multiple employers. You therefore
need to check whether this is covered
W
herever you work in
the world, you will
usually be offered a
contract of employment
when you secure a job. This is a
legal document that covers the
obligations that you and your
employer will adhere to as a
binding agreement during that
period of employment.
Contracts will differ across the globe, but
it is important that you understand what
is expected of you and your contractual
obligations. This article will look at some of
the key things you need to be aware of so
that it makes the whole experience a little
easier when signing or agreeing a contract.
Please also be aware that some of the
more specific information shared below
will relate to UK contracts - it is therefore
advised you seek specialist and qualified
legal advice if you need help regarding
foreign contracts.
Types of Contract
There are many different types of contract
dependent on the nature of employment
being offered. The most common type of
contract is the permanent contract. This
can be for a full or part-time role with a
single entity or employer. However, you
can get Fixed Term Contracts (often called
FTCs) that usually cover a contracted
period of time for an interim position,
seasonal work or a specific project. There
are also Zero Hour Contracts, much
maligned in the media due to employer
poor practices, can actually be a great
way to manage flexible working for both
employers and employees, if done the right
way – both ethically and commercially.
Each of these different types of contract
may have many similarities, but each will
differ due to the nature of the duration
or type of employment. So, it is worth
understanding the kind of work you are
Employment
Contracts

Realising Restrictive Clauses
Some contracts will also have restrictive
clauses. These often relate to individuals
in senior or specialist roles, whereby
an organisation will try to minimise
the potential impact to their business
or operations if an employee moves to
a competitor. These clauses should be
abided by, as they are contractual, but also
be mindful that if they are too onerous
(such as preventing someone from
working in the sector or for a competitor
for 12 months) or too nebulous (just
using a blanket clause with little detail),
these are less likely to be enforceable. It
would therefore be wise to read through
and understand any potential restrictive
clauses and what they could mean for you.
Working out the Working Time
Directive
This is something most employees do not
really understand and they simply sign the
‘opt out’ clause as part of their offer pack.
The fact is that you as an employee have
certain rights that restrict the amount of
hours an employer can ask you to work,
without relevant rest and holidays. A lot
of companies will have an addendum to
the contract of employment that asks you
to sign an ‘opt out’ of the directive. This is
very much a personal choice, but you have
no obligation to sign this document and
an employer cannot force you to sign it
either. So it is worth looking into what the
directive would mean to you before you
consider signing.
There is a great deal of information
around employment contracts and we
cannot cover it all within the bounds of this
article. However, this piece will hopefully
have provided you with some pointers and
will get you thinking about any current
or future employment contract you may
have or receive. Do please check online
as there is lots of information and advice
that is freely available from both legal
professionals and government sources.
AboutTheAuthor
Giles O'Halloran is an experienced
Recruitment, Talent and HR consultant
who works as a freelancer supporting
professionals and organisations with
career transition services and talent
solutions. He has worked for a number
of large and respected organisations,
including blue chip and global
recruitment companies. Giles has spent
over 15 years providing CV writing,
LinkedIn profile writing, interview
preparation and professional networking
support to clients in both the public and
private sector. He also has over a decade
of service in two branches of the Reserve
Forces. Feel free to connect with Giles
via LinkedIn, follow him on Twitter via @
GilesOHalloran or @go2-work or take a
look at his website www.go2-work.co.uk
the UK will differ from the US, and even
employment terms will differ between
different states in the US. However, from a
UK perspective, your employer has certain
obligations under UK Employment Law.
A UK contract must contain the
following information:
■■ The business name and registered
address;
■■ The employee’s name, job title or work
description and start date;
■■ The pay or salary level that the
employee will receive and pay dates;
■■ The working hours and whether
overtime is appropriate;
■■ The holiday entitlement the employee
is due (and if that figure includes
public holidays);
■■ The base location of the employee,
other possible working locations
and whether relocation could be
necessary;
■■ If appropriate, the following
statements or terms will also need to
be included:
■■ Whether continuous service or
previous service is taken into account;
■■ Probation periods, if they are part of
the terms of employment;
■■ Length of employment if it is not a
permanent contract and the relevant
contractual end dates;
■■ The notice period expected;
■■ Whether any collective agreements
are current;
■■ What an employee can do and
who to contact when it comes to a
disciplinary, grievance or dismissal
procedure;
It is also worth remembering that the
following points are not required to be part
of the terms but an employer needs to tell
you where to find them:
■■ Company sick and pay procedures;
■■ The disciplinary, dismissal and
grievance procedures;
Hopefully these will help you as a starter
list to check everything is appropriate,
but you should also remember that the
employer has an obligation to issue you
with a contract of employment within two
months of you starting your employment.
If they do not or have not, they are breaking
the law in the UK.
A move to Mobility Clauses
Due to the modern nature of business and
work changing so quickly these days, many
employers are protecting themselves by
adding what are called Mobility Clauses.
These usually state that if the nature of
work changes, employees are expected to
move with the company when it is both
reasonable and possible. These clauses
should indicate a reasonable distance
or radius. This is becoming common
practice but can be a double edged sword
as it allows more flexibility with work, but
could also lead to potential redundancy or
maybe a breach of contract if the business
changes and an employee is unwilling to
move. It is therefore wise to check these
in any contract you are issued and to
consider the implications.
Duetothe
modern
natureof
business
andwork
changing
soquickly
thesedays,
many
employers
are
protecting
themselves
byadding
whatare
called
Mobility
Clauses.”

BACK
ON
TRACK
WoundedHeroes–
FirstTeamToComplete
MegavalancheChallenge
A Help for Heroes team of eight wounded, injured and sick military
personnel and veterans has successfully taken on Megavalanche, one of
mountain biking’s toughest challenges...
I
n so doing, the group became the first
disabled team to complete the epic
event - one of the longest downhill
races in the world. In addition, one of
them – Lance Corporal Rachel Kipling
– became the first female to compete
alongside the men as usually there is a
separate women’s race. Rachel is still
serving but receiving support for mental
ill health.
The team was led and trained by Colour
Sergeant Roger Coates, who runs the Battle Back
programme at Help for Heroes Recovery Centre,
Phoenix House, in Catterick. Help for Heroes is a
founding patron of Battle Back - an MOD initiative
that uses adaptive adventure training and
sports rehabilitation to help seriously wounded
service personnel gain independence and
confidence.
The Alpe d’Huez Megavalanche takes
1,400 participants from 20 countries
through four days of training and racing
from Le Pic Blanc to Allemont.
As part of the Charity’s extensive
Sports Recovery programme, the Help
for Heroes cyclists began training in
January, beginning with a weekend
in Hamsterley Forest and finding
progressively more difficult venues to
practice, ending up at Fort William on
the slopes of Ben Nevis.
“We tried to find as much variety
on our training weekends to really
challenge our team and give them as
much experience as possible,” said
Colour Sgt Coates. “But what we
couldn’t replicate from Megavalanche
was snow and the very thin mountain
air that you get at high altitude, so it was essential
that we arrived in the French Alps early enough to
practice in these conditions before we undertook
the real thing.”
Having personally entered
Megavalanche twice, CSgt Coates
knew exactly what training, equipment,
commitment and motivation was
needed to take part.
“Sport provides optimism, self-belief
and confidence in what can be achieved,
and this is proven to be of particular
importance to this group,” he said.
“All of these benefits can be translated
outside of sport and into day to day life.
Sport helps with coping strategies and resilience –
which is so important on an individual’s recovery
journey.”
The race saw riders hit speeds of up to 60kph
down a black diamond ski run, among some of
the world’s top downhill bikers. To avoid injury,
the Help for Heroes riders didn’t take part in the
infamous mass start but held back to ensure their
safety. They then worked as a team, rather than as
individuals, helping each other as they crossed the
2km frozen glacier - pushing, pulling, dragging and
lifting each other from one icy plateau to another.
The next 20km saw them twisting and turning
through a dense mountainside forest with a couple
of short but tortuous climbs thrown in for good
measure. Finally they descended along a steep
forest track at high speed, across the finish line
and into the history books!
“It went 100% to plan,” said Roger. “We had
AboutHelpforHeroes
Help for Heroes offers comprehensive support to those who have
suffered life-changing injuries and illnesses while serving our
country. This support is provided through grants direct to our
Heroes and their families, grants to other charities and through
four Help for Heroes Recovery Centres across the UK.
A recent study launched in January 2016 by Help for Heroes and
King’s College London found of the 750,000 men and women who
served as Regulars between 1991 and 2014, at least 66,000 need
long term support.
Sportprovides
optimism,
self-beliefand
confidence
inwhatcan
beachieved,
andthisis
proventobe
ofparticular
importanceto
thisgroup”

such a robust plan in place that, even when one
of the team members misjudged a jump, fell off
and broke his wrist, we were able to immediately
get him to Grenoble hospital where they treated
him like a king while our reserve rider easily
slotted into his place as he had trained with us
throughout, was able to take his place.
“The French authorities welcomed us, as did the
other participants and the locals with invitations
to barbecues and free beers at the local bar, all of
which made our guys feel special – like the heroes
that they are!”
Simon Taylor was one of the veterans who
took part in Megavalanche. The former sergeant
with the Light Dragoons served in Bosnia and
Iraq before being deployed to Afghanistan.
While on a routine patrol in 2009, his vehicle
hit an improvised explosive device. He suffered
a multitude of broken bones, a traumatic brain
injury, a collapsed lung, spinal fractures and a
shattered ankle.
As a result of the injuries, in 2011 Simon’s right
leg was amputated below the knee, a cage fitted
around his spine, his shoulder pinned and arm
plated. He also suffers from post-traumatic stress
disorder stemming from feelings of guilt for his
comrade who died in the incident.
Simon had always been active in the army, with
running his favoured sport: his escape. But, post-
injury, that was no longer an option. Someone
suggested mountain biking and Help for Heroes
funded him a bike.
“On my first time out on it, I went further in a 15
minute ride than I’d been in the last two years. I
became addicted. It’s my way of helping with the
psychological side of things, getting out and about
in nature. It gives me the space to get my head
together,” said Simon.
“Megavalanche was an amazing experience but
it was hard and, if I’m brutally honest, scary at the
top, looking down the snow-covered black diamond
ski slope. I did wonder for a moment why, having
broken everything and lost a leg, I was doing it!
“But we all enjoyed it and I feel like it was a
‘coming of age’ for me. I have been fighting to prove
that, even with my injuries, I can do mountain
biking but people thought it was too dangerous.
But now I have done Megavalanche, I feel I have
proved my point!”
Help for Heroes has been involved with Sports
Recovery since 2008 and offers 300 events across
50 different sports enabling over wounded, injured
and sick service personnel and veterans to take
part in adaptive sports from grassroots through to
performance level.
Sports Recovery works in conjunction with the
DSATC as part of the Battle Back programme.
Serving Men and Women are engaged as part
of the Defence Recovery Capability programme
which ensures that they have access to the key
services and resources to enable their return to
duty or a smooth transition to civilian life.
AboutTheDefence
RecoveryCapability
Recovery is defined as the activities, courses
and mentoring that enable a wounded,
injured or sick Serviceman or woman to
be able to return to duty or transition into
civilian life. It is distinct from rehabilitation,
which primarily relates to clinical medical
treatment, but may involve some elements
of it as the two often work together.
The Army Recovery Capability is the Army’s
branch of the wider Defence Recovery
Capability – a Ministry of Defence led
initiative in partnership with Help for
Heroes and The Royal British Legion
alongside other Service charities and
agencies to provide wounded, injured and
sick personnel with the recovery services
and resources they need to help them either
return to duty or make a smooth transition
into an appropriately skilled civilian life.
For the Army Recovery Capability (ARC)
this is achieved by a team of dedicated
military professionals, including medical
and welfare specialists, Personnel Recovery
Officers working from eleven Personnel
Recovery Units in regions across the UK
and Germany, together with the use of five
purpose built Personnel Recovery Centres
and the Battle Back Centre at Lilleshall to
offer a full range of courses, mentoring,
medical support, adaptive sports and
adventurous training within a conducive
military environment.
FurtherInformation
For more information about how Help for Heroes can support you if you’re
wounded, injured or sick, visit: www.helpforheroes.org.uk
i

DSN 3310 © The Prince’s Trust 2016 – all rights reserved. The Prince’s Trust is a registered charity, incorporated by Royal Charter (RC000772).
Principal office: Prince’s Trust House, 9 Eldon Street, London, England EC2M 7LS. Registered charity number in England and Wales (1079675) and Scotland (SC041198).
The Prince’s Trust helps thousands of young people into new careers with our FREE
programmes. With partners in a range of sectors including retail, logistics and the NHS,
we can help you find new opportunities that are right for you.
To find out how we can support you into employment, training or volunteering,
visit princes-trust.org.uk/programmes or email MOD@princes-trust.org.uk
LOOKING FOR YOUR NEXT STEP?
DSN_3310_180x124mm_FINAL.indd 1 30/06/2016 09:15
Howyouthworkhelpedinjured
veterantostartagain
By Jimmy Thorpe – ex-soldier, youth worker at The Prince’s Trust
Jimmy suffered a life changing injury while on tour in Afghanistan in 2010. He initially struggled to adjust to
civilian life, but thanks to support from the Department of Education’s Military Ethos funding and Help for
Heroes, he has established a career in youth work and is employed by The Prince’s Trust, where he helps
vulnerable young people to take control of their lives.
It was in 2010 when life as I knew it
changed forever and my career in
the army came to an abrupt end. I
was on tour in Afghanistan when the
blast from an improvised explosive
device damaged my coccyx and caused
multiple injuries to my entire left leg,
resulting in chronic pain disorder.
In many ways, I found it more difficult to come
to terms with leaving the army than with the
injury itself. After years of being in the army, the
realities of moving back to my home town of
Blackburn hit me like a tonne of bricks. I felt very
disconnected from civilian life and employment
prospects were bleak, but I was determined to
move forward with my life.
Things started to change when I responded to
an advert for The Prince’s Trust. The youth charity
has long supported military personnel making
the transition into civilian life; a commitment it
bolstered earlier this year by signing the Armed
Forces Covenant.
One of the many ways The Trust supports ex-
Service men and women is by enabling wounded,
injured or sick personnel to access secondments
on its Team programme, a 12 week personal
development course. I was selected to work as
an Assistant Team Leader for Groundwork, a
role initially supported with a grant from the
Department for Education’s Military Ethos
funding and later through Help for Heroes, which
works in partnership with The Trust. My role was
to help vulnerable young people to gain the skills,
confidence and qualifications they needed to
move into work, education or training.
I could see the same sense of uncertainty I
had so recently felt in many of the young people
we were helping, but knew that with the right
support they would find their way and build a
better future for themselves. The experience of
working with them was hugely rewarding and
gave me a new sense of purpose.
When my secondment with Groundwork came
to an end, I accepted a new role as a Fairbridge
programme executive at The Prince’s Trust’s
Pennine Lancashire Centre in Burnley. I was
soon promoted to Programme manager and
now help young people on The Trust’s Fairbridge
programme.
Looking back, it’s amazing to think I’ve come so
far. Youth work has given me a new lease of life,
so to anyone who feels daunted by having their
military career cut short, I’d say this – keep going,
there’s something out there for you.

RESETTLEM
EN
T
Each month the Officers’ Association asks industry
experts for insight on the questions anyone going
through transition wants answered...
OAINSIGHT
ASKTHE
EXPERTSThismonth we ask:
‘Iamlookingatmovingintothedefencesectorfor
mysecondcareer–whatsortofknowledge,skillsor
experiencesaredefencecompaniesexpectingmeto
bringandisthistimesensitive?”’
The qualifications, experience
and competencies needed to
maintain defence equipments,
together with the inherent
understanding of the often
complex processes and the
customer environment, are not
easily replicated by industry.
Therefore, recruiting suitably
qualified and experienced
personnel – SQEP, a phrase
you will often hear associated
with recruiting technically
competent staff – is invariably
the industry’s preferred option.
The supply of SQEP leaving
the Services for industry to
recruit has decreased in line
with the reduction in the
size of the Services over the
last 20 years. Consequently,
the industry is now having
to train and develop its own
technically competent staff.
Therefore, staff who already
have these technical skills are
still a very attractive option for
the industry. Especially when
they’re coupled with excellent
management and leadership
training, as well as first class
personal qualities that service
leavers often have.
Technical skills and
competencies are not hindered
by time. Indeed, many staff
often try other professions and
industries before returning
to the defence sector, where
refresher and update trading
quickly brings them back up
to speed. The MoD spends a
lot of time and money training
and developing its staff to
maintain its equipment, so
when civilian industry takes
over the responsibility for that
equipment the skills required
are identical and expensive to
obtain. Therefore, service leavers
will always be an attractive
option to the defence sector.
ROWLAND
FIELDER
Rowland (Rowly) Fielder
is Engineering Director for
Aircraft Support, Defence
and Security Division,
Babcock International
Group. He served for 24
years with the Royal Air
Force as an aero systems
engineeringofficer,reaching
rank of Sqn Ldr before
leaving in 2012 on voluntary
redundancy. He has worked
for Babcock for three and a
half years.
www.babcock
international.com
Many civilian organisations in
the defence sector, for example
Babcock International Group,
provide technical support
services to the MoD. They
employ staff to undertake roles
similar to those performed
by uniformed personnel
but obviously without the
specific military combative
commitment. Consequently,
many of the technical skills,
experience and knowledge
of those leaving the Services
are directly transferable to the
defence sector; indeed, they are
sought after.
BOBSEYMOUR
Bob Seymour had a twenty two year career with
the Army – formerly with the Royal Signals and
then with the Army Air Corps. He is now the
Client Business Development Director for the
BT Global Defence Team.
The majority of defence companies are looking for
individuals with a generic understanding of the
defence environment, rather than customer-specific
expertise. Therefore, it’s certainly possible to build a
long term career utilising these knowledge and skills.
Military personnel are particularly attractive to employers in the industry because
of their experience in processes and programmes, as well as their ability to deliver
complex strategies.
More than ever, the sector wants to display transparency and fairness. Therefore,
your knowledge of specific rules that need to be adhered to is also extremely useful.
This doesn’t erode over time, nor does it stop being applicable over two years.
But it’s your expertise, coupled with your leadership and management skills that
make you a particularly unique proposition for employers. These attributes are
fundamental to life in the Services but are easily applied to commercial environments
– solving complex problems within projects and giving clear direction within a team.
Don’t assume that you know everything because you’re from a defence background.
There are still different processes and new commercial language to get to grips with.
In my experience though, ex-military tend to be receptive when it comes to listening
and learning.
KATETRIPP
KateTrippisHRProjectManagerUKatMBDA.Shespent22yearsintheRAFand
isnowaReservist.
www.mbdacareers.co.uk
Firstly, this is a personal opinion from an ex-regular working in the industry, and isn’t
the opinion of the organisation I work for, or any others within the Defence sector.
As a recruiting manager I believe you need to bring the “Knowledge, Skills, and
Experience” as well as the positive “attitude” to go with it. When recruiting, the exam
questions I need to answer are “what do you bring?” and “what value could you add?”
to my team. This is not what your former team has done, or what you did, but what
you offer now. Your CV needs to reflect this and mustn’t contain any TLAs. Don’t
assume recruiters know any of them.
You might be joining a business that is predominantly ex-military but the recruiting
team could have little or no knowledge of the military environment. Be aware that
competition is tough and you will need to tailor your CV for each and every role.
Please be realistic about expectations. Yes, you might get HTD and other benefits
at the moment but don’t ask for much more than you are currently receiving as a
package, unless you can justify it. However, expect to be paid appropriately, and what
you are worth, for the relevant skills you bring to your new organisation. Every defence
company is seeking win/win solutions for themselves and the MOD. It’s not the money
grabbing environment many perceive. If my MOD as the customer isn’t happy, then I
have not succeeded.Visit www.officersassociation.org.uk for further information.

RESETTLEM
EN
T
GETAPIECEOF
THEACTION!
Pathfinder hears from Paul Biddiss, an ex-Para who has forged a
successful career in film and TV...
W
hen I retired from the forces
after 24 years in the Parachute
Regiment I never once
thought about a career in the
film industry. During my resettlement
I focused primarily on the CP and
Surveillance industry.
During a dry spell I was directed by a friend to
an advert looking for ex-soldiers to be extras for
a major feature film. This would lead to my entry
into the film world and, oddly for an Ex Para, I
was helped by Royal Marine Falklands veteran
Billy Budd, one of the main military advisers
in the industry. Billy has worked on countless
blockbusters and nearly all of the Game of Thrones
seasons and just happened to be advising on the
George Clooney film Monuments Men when I met
him. From that chance meeting I saw a new and
very rewarding career direction.
Film may be a difficult area in which to
get a start, but there is a saying in the
industry: once you are in, you are in.
As with all things you need to
start at the bottom and be patient.
Starting as an extra like Billy did
in Saving Private Ryan serves as a
valuable way to learn set etiquette,
the unique chain of command
and that all important networking
aspect within a closed group.
Soon after Monuments Men I was
approached to select the best 300 extras
out of 2000 hopefuls. The film FURY needed
ex-soldiers who were required to be physically and
mentally robust to put up with three very hard
months of filming in the Oxfordshire countryside
in all weathers, mainly wet and running behind
real Sherman tanks with full authentic weapons
and equipment with simulated explosions
everywhere.
To the reader this might seem like a fun walk
in the park, but believe me, after the 18th time of
de-bussing from a Sherman tank, running a 1000
metre stretch of muddy field behind a tank that’s
constantly spitting out diesel, constantly soaked,
on a 14 hour day, and the novelty will soon wear off.
So it was vitally important from the very start
to make sure I put the extras through the right
training tests specific to the film’s plot before
production invested more time in training the
selected few.
As with any rewarding role there are others who
desperately want the same job and I have worked
with some extras who had been
trying for over 17 years to get a
main advisory gig and never made
it past the extras tent, for reasons I
will explain.
In the UK there are only around five
mainstream military advisors in the TV and
movie industry. Much of the work is gained via
word of mouth and after you have proved yourself
on other productions.
It’s a closed market so you can’t just apply for
jobs - they are rarely advertised and people will
not take a chance if you’re an unknown as far
too much money is at stake, not to mention
reputations.
There are of course a lot of charlatans out there
who will say anything to get the work and without
doing any form of preparation, but it is a very small
industry and becomes so much smaller if you try
to the bluff your case. Equally you don’t necessarily
need to have served in a particular unit to be able
to offer advice on them. I have trained people for
various roles from WW1 period German soldiers
to US Navy Seals.
You could also have all the military experience
in the world and have won gallantry medals, but
it will count for nothing if you are not ‘set-savvy’,
respectful to others and do not have the right
approach to training people who, in most cases,
have never been in the Armed Forces.
Wading in with an RSM approach and
demanding that the director does it your way and
talking to actors and extras like they are day one
recruits will not get you far in the industry and
will most probably get you sacked on the first day.
However, your transferable man-management
skills gained in the armed forces will help you if
applied correctly, plus the use of Jedi mind tricks
to let the director think your advice was his idea.
(Trade secret!)
Your job is quite simple. Train the actors,
stuntmen and extras to the required standard,
as close to reality as possible, so that when
the cameras start rolling they are doing what’s
required on the first take. This saves time, and time
is money! Additionally, you will need to liaise with
armourers, stunt coordinators, the art department,
costume and be on hand to answer any questions
when the director asks.
Of course all the hard work has its privileges and
through an Assistant Director friend I managed
to bag a role as an X Wing fighter pilot on Star
Wars the Force Awakens, a boyhood dream come
true. Advising on a Star Wars set would be my
Ihavetrained
peopleforvarious
rolesfromWW1
periodGerman
soldierstoUSNavy
Seals.”

adulthood dream. Hint!
After two years of networking and
gaining more experience Billy Budd
landed me my first big standalone
project, BBC 1’s epic War and Peace. I
had three days’ notice before flying out to
Lithuania and in that short time I would need
to brush up on my Napoleonic history. This would
be a real test as I would be in charge of designing
and executing a safe system of training fit for task.
In other words this would make or break me.
I studied battlefield accounts from men who
were there on the day, being conscious that each
side would have their own unique version of the
outcome. I focused more on the training and
treatment of the men and tailored my boot camps
to mirror that training.
I set up different levels of boot camps and gave
100 men 120 hours of drill, firearms and bayonet
training, along with field tactics and formations.
These men would become the NCOs and Officers.
The remainder of the 500 I had to work with would
have only the most basic of training to simulate a
conscripted army of 1805 where man of fighting
age would be plucked from their homes, told
to report to the main town, given an ill-fitting
uniform with one practice round with a musket
and learn their new craft en route
to their units, which were normally
just about to fight a battle.
When it came to filming I created a
layering of experience within the ranks
with young fresh looking conscripts
sometimes looking to the experienced
soldiers for guidance while on the march during
filming and it worked a treat.
I had studied previous versions of War and Peace
and one thing that stood out was how well all
the soldiers goose-stepped into battle in perfect
rank and file with not one soldier out of step. The
Russian version by Sergei Bondarchuk had used
120.000 real Russian soldiers already trained. To me
this was not realistic of the period being portrayed
and I felt a blank canvas was the best approach.
I then set about training artillery teams for the
major set piece - the Battle of Borodino. I trained
the artillery to a much higher standard than the
rest as the cannon was considered an extremely
valuable asset on the battlefield. I liaised with the
art department and special effects to make sure
we got the cannons recoiling like the real thing
once fired and the ancillaries used to serve the
guns were realistic.
Obviously nothing will be 100% perfect or
as realistic as you would like as the director
will have the final word on what and how he
wants something to look and budget and time
constraints inevitably having a major say.
After nearly three months in Lithuania being
covered in mud and black powder I travelled to
Tenerife on the new Jason Bourne movie. Due to a
non-disclosure act I cannot divulge anything, other
than what is already in the public domain. So for
that I will use a quote taken from an interview
with Matt Damon speaking about his experience
filming the riot scene, which was set in Tenerife,
Spain, standing in for Athens:
“Never for one second did I not feel like I was in
the middle of some austerity riot,” Damon said. “I
don’t know if it was something specific to Tenerife
or that they were really excited to be in this movie
or some combination of the two, but they (the
extras) were awesome.”
Job done!
Currently working on:
Kingsman 2
Death of Stalin
Justice League
Jason Bourne is out now!
Muchofthe
workisgainedvia
wordofmouthand
afteryouhaveproved
yourselfonother
productions.”

#RobOnTheRoad–
OperationalTours
Forthosethat
deployedto
Shaibahwill
knowthat
thewelfare
facilitieswere
prettygood,
notoncedidI
thinkIwould
getboredof
PizzaHutor
Subwaywhilst
deployedon
operations,
wellinIraq
Idid.”
out were not strapped down, relying on
his riding ability to get them to us safe
and sound.
One of the perks of working in the
HQNSE was that every 3-4 weeks I had
to visit Kuwait. There was no better
feeling than stripping down to shorts
and t-shirt at the Kuwait/Iraq border
into. Whilst in Kuwait, we had many
jobs to do for the department not
including a visit to the Palm Beach 5
Star Hotel (not saying we did not visit
it). What an amazing place Kuwait is -
hot sunny conditions, waterparks and
to top it off KFC. On one of my visits
I was asked to bring back an 18 piece
bargain bucket for the MT lads - have
you ever eaten something 2 hours after
it had been purchased and had been
travelling in 40-50 degree heat? It did
not take long for the MT lads to destroy
it, much to the shock of the onlookers.
As mentioned my initial job was
Receipts and Issues, but one of the
jobs that no one else wanted was the
burning of paper. Having been briefed
that I was not allowed to leave the burn
pit until everything had burnt and the
ashes had gone out, I perfected the art
of making this small task last a couple
of hours. This had been noticed by the
QM, who sent one of the other lads with
me on one occasion to assist. On leaving
HQNSE I instructed him to get 4 litres
of water whilst I picked up 2 wooden
pallets - he asked what I needed the
pallets for. I replied, “I’m not allowed to
leave the burn pit until it’s all burnt and
the ashes have gone out.” His response
was “I see”.
On arrival at the burn pit, I put the
bag of paper down and placed the two
pallets either side, set it alight, took
my T-shirt off, dropped my trousers to
my shorts and laid in the back of the
vehicle and began to enjoy the glorious
weather. My colleague, looking very
shocked asked, “what are you doing?” I
told him the bag of paper takes 30 mins
to burn, but those pallets take about 2
hours, and I need to top up my tan.
My tour of Iraq gave me so many
memories - I met with many people
from various Cap badges who I would
not normally have served with and
made some great friends. The burn pit
story is just one of many things that
made Iraq my favourite tour. I could go
on and on about Iraq, but unfortunately
I am a Civi now and I just don’t have the
time to write about them all.
Whilst serving out in Iraq, I learned
so much from those I worked with
which I feel made me a better person. If
the Armed Forces can work so hard and
so well in the conditions experienced
out in Iraq, they can work anywhere and
for any company.
Something that all those who have
served in the Armed Forces will
have done, is deploy on Operational
Tours; but which Tour sticks in
your mind more than any other?
Memories can be good or bad, but
here, I’m sticking with the good.
Whilst serving I deployed to Bosnia,
Kosovo, Northern Ireland and Iraq, with
many countries visited in between.
Which one holds the best memories?
Which one could I call my favourite
deployment? The answer has to be Iraq,
although I did enjoy the others. I feel
what happens on tour stays on tour (if
you know what I mean).
Why Iraq? Whilst on the Unit’s
shooting team competing in the
BAGSAAM, I received a pleasant phone
call from the Sqn Chief Clerk who
informed me that I had been trawled
to deploy to Shaibah in Iraq. After
the initial shock I continued with the
shooting competition, and finished in a
very respectable 18th place.
28 days to sort myself out,
deployment training, issue of kit (some
of it), pack room, bit of leave. The day
had arrived to deploy, having never
been to Iraq I was a little unsure of what
to expect. I was deploying on Telic 4.
Sitting in Hanover Airport in Germany
thinking about the next 6 months, and
what delights I would encounter whilst
away I started searching my pockets for
my cigarettes as I did not know when I
would get to have one next.
After what felt like hours we finally
touched down in Qatar, it was about
2am and still 30+ degrees, not the ideal
conditions for a much wanted cigarette.
A few hours went past and we were on
the final leg of the trip into Basrah: lights
off, helmet and body armour on and
the Herc just seemed to fall out the sky.
So here I am, Basrah Airport, and not a
single person with a little sign with my
name on - who’s picking me up? Luckily
for me the Dog Unit lads I did my pre-
deployment training with were on the
same flight so they dropped me off at
HQNSE in Shaibah.
Having introduced myself to the QM,
RQMS and the rest of the department
I went for a well-earned sleep. This
became more of a task than you could
imagine - 50 degrees outside, aircon
not working too well, which led to a
half hour here and there throughout
the night. Receipts and Issues was to be
my job for the next 6 months and a bit
of duty armourer every so often, with
many other tasks that were thrown my
way (no surprise as I was a Pioneer).
Those who deployed to Shaibah will
know that the welfare facilities were
pretty good: not once did I think I would
get bored of Pizza Hut or Subway whilst
deployed on operations, well in Iraq I
did. There is only so much that of it you
can eat, but it always brought a smile
to my face when the local came down
the runway on his scooter with a stack
of pizzas on the back, which I will point

Turn up on the day, or register
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30 Days Resettlement Training – 5 NEBOSH Qualifications
All for 1 ELC Claim
Your Training - Your Entitlement - Your Future
Packages Available at Training
Venues in Edinburgh, Glasgow,
and Carlisle.
Telephone: Sharon on 01228 - 592614
email: info@woodwardgroup.co.uk
http://woodward-group.co.uk/
military-resettlement/
NEBOSH National Certificate in Construction Safety
NEBOSH Inter. Technical Certificate in Oil & Gas Safety
NEBOSH National Diploma in Health & Safety
NEBOSH Diploma in Environmental Management

Looking for a career change?
We have 16 ELCAS funded courses including:
Graduate Diploma in Agriculture
This intensive course in agriculture is unique to the Royal Agricultural University
and provides an opportunity for graduates or professionals in other disciplines to
re-direct their careers towards agricultural and associated rural industries.
One Year Farming Course
A practical one year farming course for those looking to pursue or progress careers
in agriculture. It is designed to equip students with the basic knowledge required
for running contemporary farm enterprises.
Open days held throughout 2016 and 2017, book your place now on our website.
Please contact us:
www.rau.ac.uk
Tel: 01285 652531
Cirencester, GL7 6JS
admissions@rau.ac.uk
20 weeks complete L3
domestic gas course
with guaranteed work
experience
45_14 Gas training advert 180x124mm OUTLINES.indd 1 31/03/2014 11:22:26
Guaranteed
Interviews
on completion
TRAINING
&ELCs

Refrigeration / Air –Conditioning
10 / 15 Day Courses to include F Gas C&G 2079 or CITB J11
City & Guilds 6187-21 Brazing Techniques
See web site www.hal-training.co.uk for further details
The Training Standard Since 1993
Course dates for above 10
Day courses
3rd October to 14th October
28th November to 9th December
9th January to 20th January 2017
Welder Approval Course
ASME IX 10 Day Course in either
MIG / MAG, MMA, TIG Processes
See web site www.hal-training.co.uk for further details
Electrical
17th Edition wiring Regulations
2394/95 Inspection and Testing
New course for 2016
City & Guilds 6187-21 Hydrocarbon refrigeration
Course dates for above 15
Day courses
3rd to 21st October
28th November to 16th December
9th January to 27th January 2017
Contact:
Nigel Parkin
Tel: 01302 349724
Email: info@hal-training.co.uk
www.hal-training.co.uk
Unit 29 Wright Business Park,
Balby Carr Bank, Doncaster.
DN4 8DE
H.A.L. TRAINING
Stoll. Charity no. 207939
Sunday 18 September 2016
540ft Broadgate Tower Abseil
Application Form
STOLL CHALLENGE
communityfundraising@stoll.org.uk www.stoll.org.uk
Please TEXT ‘540’ with your full name and address to 07469 353 405
Join Stoll in celebrating 100 years of providing housing and support that enable
vulnerable and disabled Veterans to live fulfilling, independent lives.
Are you up to the challenge?
TRAINING
&ELCs

EDUCATION
GUIDE
Just before the 2008 summer
recess of Parliament, the
Government announced a
package of cross-government
support to Armed Forces
personnel, their families and
veterans. One of the strands
of this initiative (known as the
Service Personnel Command
Paper) commits to providing
Service Leavers with access to
a first full Level 3 qualification
(equivalent to two GCE A levels
or vocational equivalent),
or a first higher education
qualification (a foundation
degree or first undergraduate
degree or national equivalent)
free from tuition fees.
What this all means is
that YOU can go to college
or university, study for a
degree programme and pay
no tuition fees!
The following pages
showcase just some of the
latest available courses....
PATHFINDER
The Business School The Business School
*Subject to rank and qualifications
Further information is also available at
http://www.napier.ac.uk/courses/msc-entrepreneurial-
leadership-mel-postgraduate-distance-learning-part-time
Masters in
Entrepreneurial
Leadership (MEL)
The MSc Entrepreneurial Leadership programme is not about
business start up, but growing leaders to build the next generation
of successful organisations.
This MSc offers a practitioner focussed learning experience and applied
assessments where graduates can apply knowledge to help them
develop and grow personally and professionally. Flexibly delivered over
2 years with around 12 contacts days and supported online.
Who is it for?
The programme will be of value to anyone who has ambitious career
aspirations but struggles to find a masters programme which guides
them on how best to achieve these personal goals.
For further information on how your experience and qualifications,
military or civilian, can gain you access to the MEL please contact us.
Call Steven Murphy on 0131 455 4377 or email s.murphy2@napier.ac.uk
BA Business & Enterprise
Edinburgh Napier University in partnership
with the Academy of Leadership and
Management is offering an innovative
and flexible way of achieving your
degree in one calender year
• A degree with many acceptable
entry qualifications
• Flexible study pattern, one day per
month at university (or local regional
venue) with on-line support
• Opportunity to enter at three points in
the year, January, May and September
New Military & Civilian Routes
to University Delivered Locally.
Accredit your military and civilian achievements into
a degree with Edinburgh Napier University through
regional monthly day release workshops in a year*
For further information on how your experience and
qualifications, military or civilian, can gain you access
to the BABE please contact us.
Call Suzanne Smith on 0131 455 4348 or email su.smith@napier.ac.uk
Further information is also available at www.courses.napier.ac.uk/w30015.htm
facebook.com/angliaruskin
twitter.com/angliaruskin
For further information contact
01245 68 35 81
lyndsay.baines@anglia.ac.uk
Advance your career with
a globalised perspective
of veteran care.
Starting January 2017
Ideally suited to those who are
working, or who wish to work
with military or civilian veterans
and their families, at home and
across national borders.
MScGlobal
MilitaryVeteran
andFamilyStudies

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