Addressing the Army’s practical issues is the focus of Land Component Commander (LCC), Brigadier Rhys Jones. Here Brigadier Jones discusses the challenges facing the Army today, and ways in which every officer and soldier can help meet those challenges.

There are many problems that face our Army today, with each unit or formation having its own combination that prevents one solution solving all issues. As the LCC I have no magic button to push to resolve these issues, and the actions that we can take from the high command level will need time to take effect. I therefore need every person in the Army to pull their weight in addressing the practical issues that face them in their daily duties, so that we start taking some straws off the camel’s back.

The biggest problem facing us all is the lack of manpower at the junior leadership level: Corporals, Sergeants, Captains and Majors – the ranks that historically have held the Army together and allowed us to excel at small unit operations. Recruiting is bringing more people into the Army at the bottom, but without effective junior level leadership it will take a long time to rebuild the Army from its current hollow structure. Everyone in the Army, from Private soldier to General must be a leader and leadership must be the foundation of all our courses , our training and our personal conduct. No other profession has such a demanding standard of leadership. The leadership that I am expecting to see is in three areas – professionalism, taking responsibility and being the example of what you expect the Army to be. I require commanders to conduct activities in ways that encourage initiative and responsibility. Mistakes will be made, so there is still a requirement to initially coach subordinates through tasks. However, we operate this way on operational deployments so we must continue to operate that way at home as well.

A second big problem is the lack of logistic support for the numbers and sophistication of equipment that we now operate in the Army. Whereas ten years ago the Army was the least technically advanced service, we are now arguably the most. Unfortunately our logistic organisations and capacity have not been updated and additionally we are short of manpower in the critical support trades. This limits our ability to cope with stores accounting and maintenance issues, let alone grow our logistic capability over time. Our equipment is being used operationally at a higher tempo than originally planned and therefore is wearing out faster. When equipment returns from deployments it often needs to be fixed before it can return to a unit. Along with Army General Staff I have stated that I will address the issues of improving the training stores and equipment levels, but I need you to pick up the responsibilities of maintaining what we have. I see that it is the responsibility of the owner-units and combat trades to take up a share of this added burden, although I acknowledge that your own logistic capability is limited. Modern vehicles, weapons and equipment require far more maintenance and accounting and we must all contribute to those aspects. This is part of a mind-set change of being a technically advanced Army. We are soldiers first and foremost, but even in Spartan times the soldier took care of his weapons and equipment. This is a basic aspect of soldiering as a profession - as important as knowing counter-ambush drills or physical fitness.

The third issue facing us is the operational tempo that means we are too busy preparing for our deployments to do things that maintain our long term effectiveness. I also know that there is an element of mission fatigue – how many times does a soldier need to go back to the same deployment? Unfortunately that is the nature of today’s environment. It is my responsibility to find ways to redistribute or remove some of the burden, but we have little ability to reduce those real operational commitments. We also need to introduce new equipment, change our operational doctrine and conduct experimentation in order to remain effective in the future. The Land Component Commanders and staff before me have worked hard to achieve a better synchronization of training, operational deployments and course timings and under my command that work will continue. They have made progress in this issue but there are more opportunities open to you at all levels to assist in reducing this tempo. Unit activities need to be synchronized to reduce the burden on support units and allow opportunities for “parallel play” ie, the ability to do some things together, but still achieve your own objectives. I am determined that the extra time that we can gain is not filled up by adding activities at the top of the scale, but is allocated to more section and platoon time, where our real strength should be. I require commanders to resist the urge of filling training gaps with your own activities and give that time, and training money to your subordinates so that they can get the basics squared away. Like any sport, if we have mastered the basics we can adapt to the complex situations. Give your subordinates time to master their skills.

I have a responsibility to the Chief of Army and Commander Joint Forces to ensure that the Army operational forces are trained and equipped to win. I have a responsibility to you to give you the opportunity to attain that level. At my level we are addressing the big long term issues and are pushing down changes that will enable you from brigade to platoon level to address the practical issues that face you. In return you have the responsibility to me, and yourselves, to take up that opportunity and address the practical issues that face you. You have my, and the Army’s support to do so. Roll up your sleeves and start.

Image Gallery - Issue 380