force4nz 1

our 2020 challengeEnhancing our combat capability

Building a safety cultureensuring none of our people suffer a preventable workplace injury

focusing on leadershipour commitment to continued leadership development

Better managing our people talentnew talent management system will impact our whole Defence force

the magazine of the new zealand defence force feBruary 2015 | issue no. 2

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lieutenant general tim KeatingChief of Defence Force

upFront | Fronting up

new year’s honours for our peopleI begin by congratulating the five members of our Defence force recognised with the new zealand Distinguished Service Decoration (DSD) in the new Year Honours 2014: Warrant officer Marine Technician (Propulsion) David Hamill, captain Andrew McKinlay, Major Michael nochete, flight Sergeant Murray Thomson, and a soldier who can only be identified as Serviceman B. While their stories are diverse (their full citations can be found on the nzDf website), the commonality of their stories is their professionalism and commitment in their service to new zealand.

our cultures are unique but we share a common bondThis theme is echoed in this edition of the force4nz magazine in the story from our organisational Development team within the Defence Personnel executive who have been running a project looking closely at our culture (see page 11). They conclude that while we have cultural differences between each Service stemming from the different challenges delivered from the sea, land and air environments, underpinning all in the Defence force are common bonds in things like our shared beliefs around service to our country.

defence force Values – the same but differentAs a force we all operate under a common set of values. In 2014 your senior leaders took the decision to change how we present the nzDf values to rest on three core elements of ‘courage’, ‘commitment’ and ‘comradeship’. Previously they contained a fourth value of ‘integrity’. It isn’t that we’ve stopped believing in the need for integrity – far from it – but we decided that if we act with moral courage and commitment we have integrity. As a leadership group we left each Service free to determine what additional values they might like to include at the Service level, for example, Army have chosen to retain ‘integrity’ as a key value within their Service.

Joint task force is goover the last four years we have learned a lot about using our new capabilities to enhance how we deliver a Joint Task force. I’m pleased with the way that you have worked together to address significant challenges. There are still some areas where we need to improve, but I am confident in our ability to deploy a Joint Task force and successfully conduct joint operations within our region. exercise Southern Katipo 2015 will be another opportunity to test our ability to lead a combined Joint Task force which includes forces from our Pacific Island neighbours, other longstanding partners and the french in the Pacific. I encourage those of you who are involved with SK15 to view it as an opportunity to further improve your own skills and help the Defence force improve at our core business – delivering credible military capability in support of new zealand’s interests.

From your ChieF oF DeFenCe ForCe

shifting our focus to 2020 – enhanced combat capabilityThe centre-spread of this edition points to the next set of medium-term goals, around 2020 and our “enhanced combat capability”. This means developing capability to be more powerful in what we do: to be a credible partner of choice in crisis and conflict; to have understanding; to be agile; and to be resilient. Making clear what we mean by this term, and how we will be pursuing this challenge, is something I will be sharing with you all in more detail in this first quarter of 2015 so you can understand where we will be in 2020, what your part in it is, and what we will look like when we get there. The centre-spread offers a useful primer for you to start considering.

reorganising the headquartersIn order to address the next set of challenges, and to be constantly improving what we are doing, I am changing some of the roles and responsibilities of our senior leadership team. This means that we will be more unified as we work towards 2020 and our shared vision of the future. These changes will be implemented over the course of 2015. You will start to see clearer alignment between strategy and activities, and stronger connections between parts of the Defence force that need to work together to deliver our long-term goals.

We are a force for new zealand. Where we are changing and strengthening what we do or how we do things, it is because we are determined that we will be a force ready for the future.

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Cont

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ContEnts

Force4nZforce4nz magazine provides information about our Defence force and the activities of our people in new zealand and around the world. People are welcome to republish articles and images appearing in force4nz, but we ask that you first contact us at: force4nz@nzdf.mil.nz

What do you want to see more of?force4nz is a new publication for everyone in our Defence force. We’d like to hear your ideas on things you would like to see and read about in your magazine. We’d gladly receive your feedback – what worked for you; what didn’t; what would you like more of? The only way we’ll get better, and better deliver what you want to see, is if you tell us! You can email your feedback to force4nz@nzdf.mil.nz.

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CovEr imagE: A new zealand Defence force P-3K2 orion aircraft from no. 5 Squadron, royal new zealand Air force, conducts a patrol of new zealand’s exclusive economic zone.

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the year ahead

Building a safety culture

our 2020 challenge

focusing on leadership10

what makes our defence force tick?

recruiting our future talent

sharing our skills with the pacific

improving our courts of inquiry

equipping ourselves for success

in good hands

100 years of medical excellence

Pilot training CaPability

Following the arrival of the first new t-6C texan ii military pilot training aircraft, the introduction of the pilot training capability is in full swing with

seven of eleven aircraft now received. the t-6C texan ii is a proven modern military training aircraft used by a number of air Forces worldwide including the u.s. air Force. an important feature of the training package includes ground simulators, classroom and computer-based training packages to complement practical flying experience. Flight simulators and ground-based training devices are being installed at ohakea by CaE simulation. the new system is due to be operational for the first trainee intake in early 2016.

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thE yEar ahEaD

to be the best you can be in today’s environment you must test your

resilience, courage and self-reliance. the aumangea programme is designed to let you find the psychological wherewithal to succeed on tasks and missions, increasing your innovation in varied environments and preparing you for any situation. it will take you to the edge and let you find your way back braver, stronger and more resolute than before. aumangea – Bravery, resilience, Determination, tenacity.

To find out more and enrol email aumangeaprogramme@nzdf.mil.nz

aumangea Programme

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May

• MatatiniKapaHakaFestivalinChristchurch• JumpStart:RNZAFParachuteJumpInstructorscomplete

tandem skydives with canTeen and Project K children• HMNZSWELLINGTONsailstoRaoulIslandandthe

Kermadecs in support of Department of conservation• Aumangeaprogammestarts

• AirForceparticipatinginOmakaAirShowinMarlborough over easter weekend

• AASSAMshootingcompetition• RNZAFparticipatinginNationalSearchandRescue

exercise using nH90 in Marlborough• ANZACDay100yearcommemorations• FirstAirForcerecruitcoursefor2015graduatesatBaseWoodbourne

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• HMNZSTEKAHAdeploystotheHornofAfrica• NZArmy’s16FieldRegimentundertakes

exercise Hellfire

• NZArmyparticipatingin US-led exercise Dawn Blitz in california

• ExerciseLionSpirittakes place with nz Army hosting Singapore infantry20

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For the first time the new zealand Defence force will

be participating in the national Te Matatini Kapa Haka festival in christchurch. nzDf regularly competes in Kapa Haka competitions but this competition is a step up to the big league – a great privilege.

Matatini Kapa HaKa Festival

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thE yEar ahEaD

in october this year, more than 2,000 military personnel will be in the Buller, Tasman and Marlborough regions for

exercise Southern Katipo 2015 (SK15), the new zealand Defence force’s largest exercise. The exercise will follow on from the 2013 iteration held in the Timaru area, and willincludefixed-wingaircraft,helicopters,ships,LightArmouredVehicles(LAV)andothermilitaryvehiclesand equipment. SK15 is an international exercise, with participants likely to include Australia, canada, french Armed forces of new caledonia, Pacific Island nations, the United Kingdom and the United States.

exerCise SouThern KaTipo 2015

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• HMNZSCANTERBURYundertakeshumanitarian assistance and disaster relief on exercise Pacific Partnership in the South Pacific

• ArmyAllArmsRecruitCourse(AARC)marchout at Waiouru Military camp

• RNZNoperationaldiveteamonOperationPukaurua in the Pacific Islands

• ExerciseTropicTwilightintheCookIslands involving a full field hospital

• LintonMilitaryCampOpenDay• ChunukBair100yearcommemoration

• HMNZSTEKAHAandHMNZSenDeAVoUr plus the rnzn operational dive team will be participating in ExerciseBersamaLimainMalaysia

• HMNZSWELLINGTONundertakesfisheries patrol off Port Moresby

• ExerciseSouthernKatipo2015getsunderwayinNelsonandcontinues through november

• NZDFcontributiontotheAntarcticaprogrammeforsummer2015/16 begins

• Officialceremonytomark 100 years of the Dental corps

F rigates have a global reach and can work seamlessly with other

navies in maintaining world stability and security. HMnzS Te KAHA will join the international counter-piracy task force off the coast of Somalia

the Mayor and councillors of Palmerston north on August

27 1956 presented a charter to LintonCampwhichgavethemtheprivilege to march on ceremonial occasions with bayonets fixed, colours flying, drums beating and bands playing through the streets of the city. This year 1 nz Bde will conduct a charter parade on the anniversary day with an open Day at the camp that weekend to allow the community a rare opportunity to experience the work nz Army undertakes and see the capability the nz Army has. August is also the same month that the Battle of chunuk Bair will be commemorated.

hmnZs te Kaha

Following World War Two, the combatants went back home leaving

hundreds of tonnes of unexploded munitions littering the Pacific Islands. every two years the navy leads a team

new Zealand army open day – linTon

operaTion PuKaurua

From July 2014 nZDF has had an rnZaF p-3K2 orion aircraft, and a detachment of around 60 personnel,

deployed in support of international maritime security operations in the gulf of aden and indian ocean region. the p-3K2 orion detachment is helping to protect shipping routes vital for global commerce and the carrying of humanitarian aid. the contribution by the p-3K2 is an important demonstration of new Zealand’s commitment to peace and security operations in the middle East, reflecting the importance new Zealand places on multilateral security efforts. the rnZaF detachment and p-3K2 orion will remain in the region through to the end of 2015.

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DePloyment

in May, representing new zealand on the global stage. But, it’s only a small part of Te KAHA’s exciting year, whichwillseehertraveltoGallipoli,India, china, Japan and Singapore for operations and exercises.

that travels to the Pacific to rid the Islands of these munitions and make them safer places to inhabit. This August the navy will be working in the Solomon Islands.

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hEalth anD saFEty

Building a saFety Culture

my intentThe new zealand Defence force must be ready and able to quickly respond to crises in and around new zealand or anywhere else in the world. This means we must be prepared to deploy our people into tough situations and severe environments, to perform at times the most demanding of all human endeavours – combat. By necessity we operate sophisticated and dangerous military equipment and platforms and we push that equipment, and our people, to the very edge of the envelope, delivering our mission as a force for new zealand.

Being ready for these types of challenges requires mastery of the sea, land and air domains. This can only be achieved through professionalism and training, and must include actively managing risks to people’s health and safety. As we prepare

and train at home we all need to foster a safety culture that matches our high standard of professionalism on military operations. We do not pretend we can remove risk – that comes with the very nature of tasks we are asked to achieve as new zealand’s armed forces – but we can make every effort to keep our people safe. That needs to be the foundation stone of all of our planning and the safety culture we maintain across our Defence force.

my exPeCtations:leaDersLeadershipisthecriticalenablerthathelpsmakeusacrediblemilitary force and allows us to undertake the missions we do and to achieve the successes we enjoy, during times of both peace and war. I require leaders at all levels – military and

Over the past 18 months as a Defence Force we’ve been making important improvements to our health and safety performance. Considerable progress has been made, however, as Chief of Defence I remain concerned that we haven’t yet achieved the necessary cultural shift that I believe we require to ensure our people are kept safe. So on these two pages I outline as plainly as possible your senior leaders intent, vision, policy and priorities, so you can all know what our expectations are. With this guidance you have the mandate to build in your teams the culture we require. Everyone has a role to play.

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hEalth anD saFEty

nZDF health anD saFety VisionOur vision is to ensure that none of our people suffers a preventable workplace injury. Nor will our actions put the safety of the public at risk. Achieving this vision will also minimise the risk of loss or damage to our equipment and infrastructure.

nZDF health anD saFety PoliCyDEMONSTRATING OUR CORE VALUES THROUGH OUR ACTIONSOur people (Regular Force, Reserve Force and Civilian) and the communities in which we operate, have a right to expect that the New Zealand Defence Force has made every effort to ensure their safety.A commitment to health and safety is integral to achieving this. All people, at all levels of our organisation, and within the organisations that work alongside us, must take responsibility for health and safety and the impact their work may have on themselves, their colleagues and others.I require the NZDF to:

• provide a healthy and safe working environment for our people, contractors, and visitors, and the communities in which we operate;

• operate and maintain our equipment and infrastructure to minimise the risk of harm; and

• create a safety culture where our people are constantly considering risks to health and safety and take action to address those risks.

While we can operate in complex situations involving risk, we will manage and control these risks by:

• ensuring accountabilities are clear and fully understood;

• making sure we know what our risks are; and• actively managing our risks to control and mitigate

the risk of harm.

NZDF’S SAFETY PRIORITIESTo achieve a healthier and safer NZDF we need to strengthen our health and safety culture. This will be achieved by:

• raising awareness amongst our people of the importanceandbenefitsofgoodhealthandsafetypractices;

• enabling and raising the accountability of our leaders so they can achieve effective health and safety outcomes and honour our responsibilities to our people;

• at a minimum, achieving legislative compliance;• implementing a comprehensive health and safety

framework to guide the development of NZDF’s health and safety systems;

• ensuringriskstohealthandsafetyareidentified,reported, assessed, and effectively managed;

• committing to improving the reporting of near misses by 40 percent by 2016; and

• reducing NZDF’s workplace fatalities and serious harm incidents by 25 percent by 2020.

CREATING THE RIGHT CULTUREAs a professional Force, I require everyone to demonstrate:

Courage: by speaking up and stopping unsafe behaviours, practices, or situations before they result in harm.Commitment: by preventing injuries and minimising incidents of serious harm and loss of life.Comradeship: by taking the necessary steps to ensure that no one entering an NZDF working environment harms themselves or others, either through their actions or inactions.These values will be supported through active leadership, enabling our people to participate effectively in health and safety, and through complying with the law.

civilian – to take responsibility for the safety of the people under their command or management. recognising and working within constraints, including those imposed by the law, is a vital aspect of leadership. Appropriate risk management measures must be in place, no matter the environment – whether at our camps or bases, in workshops while moving and constructing – wherever we work and train.

operationally, we utilise a mission command model, empowering people to use their initiative based on a sound understanding of the commander’s intent. Similarly, as we build a stronger safety culture, I require leaders at all levels to empower their people to undertake roles and responsibilities under the health and safety legislation, to encourage participation in safety management, and to ensure that accidents and near misses are reported and investigated – all key elements of a robust safety system.

all members oF the DeFenCe ForCeWe all have a part to play in delivering a safer Defence force. I require that all our people, contractors and visitors be guided by the intent of our Safety Policy; to adhere to safe practices; and in turn to demonstrate the Defence force’s core values through their actions. I want an effective Defence force and this can only be achieved through safe and healthy practices.

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a proFEssional ForCE

STronger, FaSTer, BeTTerCourt oF inquiry

Versus Court martialIt’s important to clarify the difference between a court of Inquiry and a court Martial. Despite the name, a court of Inquiry is not a disciplinary process.

commander Taylor is very clear that a court of Inquiry is not about laying blame for what happened or determining guilt. Its purpose is to expeditiously collect facts to determine what exactly happened and how the Defence force can improve so that the same situation doesn’t happen again. Any delay in determining the cause can have operational and safety consequences, so it’s vital that witnesses are candid and the inquiry is timely. That’s why under the law, a court of Inquiry has special rights and protections not available to other inquiries. for example, court of Inquiry evidence can’t be used in other proceedings, and there are constraints on the release of courts of Inquiry.

training our PeoPleofficers, Warrant officers and selected nzDf civil staff of equivalent rank are eligible to be appointed to a court of Inquiry. The President is the senior officer.

When possible, for transparency, a court of Inquiry should be composed of personnel who represent each Service.

To ensure that personnel are trained, confident and ready to conduct a court of Inquiry without delay, e-training has been

A court of Inquiry is assembled to find out the facts of an incident

– particularly where there are complex, serious or systemic

issues. It is mandatory to assemble a court of Inquiry when a service person dies or is seriously injured in the course of his or her duties –

except where it occurred during an armed conflict or where offending

may be disclosed.

Force4NZ magazine sat down with lawyer commander Michelle Taylor, rnzn to learn about recent measures to

strengthen our court of Inquiry system.

Courts oF inquiry:

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DeFenCe ForCe inVestigations: Cause anD aCCountability

understanding the cause of the accident understanding who is responsiBle other inquiries

a Court of inquiry (Coi) is designed to provide an officer in command with an expeditious fact finding procedure so that a matter can be promptly investigated and if necessary, prompt, remedial action can be taken. it does not determine guilt. a Coi may be assembled to collect and record evidence on any matters referred to the court.

a Coi is mandatory where a member of the armed forces dies or is seriously injured in the course of his or her duties, unless the death or injury occurred during armed conflict/armed combat operations, or where it is investigated as a disciplinary matter.

Where there is an allegation of offending by a person subject to the armed Forces Discipline act 1971 (aFDa), a disciplinary inquiry is conducted to determine whether the allegation is well-founded. if the commanding officer does determine that there is a well-founded allegation then it is mandatory to either record it as a charge or refer it to the police or other civil authority.

command investigation

the officer in command of any part of the armed Forces may order a command investigation into any matter within his or her command.

Command investigations would normally occur for less serious matters that do not require a Coi.

the investigation is a simple, informal process with the aim of ascertaining what has occurred in a particular situation, without the expenditure of resources or the formality inherent in a Coi.

investigationonce the allegation has been recorded in the form of a charge, it is

then formally investigated by a Disciplinary officer.

preliminary inquirya preliminary inquiry is conducted by or on behalf of the Co, to

enable the Co to determine whether the allegation is well founded. the investigator could be any member of the armed Forces or a

member of the military police.

summary trial at the summary proceeding which is a military tribunal, the

Disciplinary officer will take a plea and hear evidence, before determining whether the matter will be tried summarily or be

remanded for trial by the Court martial.

at this stage there are no legal representatives. however, appropriately ranked certified officers or non-commissioned officers (nCos) are appointed to the roles of defending and

presenting officers.

the matter is determined by the Disciplinary officer and there is a set of maximum punishments that can be awarded, dependant

upon the rank of the accused.

summary appeal court of nz

if an accused is found guilty, the charge and or punishment can be

appealed to the summary appeal Court of nZ.

court martial sits in open court, other

than deliberations in closed court. the accused may be represented by a defence lawyer. presided over by a Judge appointed to the

Court martial, and appointed military members perform a role very similar to a jury. appeals may be made, in

certain circumstances to the Court martial appeal Court, the Court of appeal or the

supreme Court.

assembling authority commentsthe president must forward the record of proceedings to the

assembling authority who must put on the record his or her own opinion of the findings, sign the record, and if necessary, forward the

record to a superior commander.

initial findings of the coithe Coi must address all terms of reference in the findings. the

Coi cannot determine guilt or innocence. the Coi can make recommendations the record of proceedings must, at the conclusion

of the inquiry, be signed at the end by each member.

natural justice processthe draft of the Coi report is discussed with relevant interested parties

and their feedback is then considered by the assembling authority.

coi concludesonly then is the report of the Coi conisdered complete.

record evidence of witnessesa Coi sits in private and records the evidence of every witness. the

Coi can require production of evidence and compel witnesses to attend; evidence is given on oath. Witnesses have statutory privileges

and protection and natural Justice must be must accorded, where adverse findings may result.

assemble coi an assembling authority orders the assembly of a Coi. the

assembling authority is normally the officer in command of that part of the Defence Force involved in the matter. the composition of the court, the place and time at which the court is to assemble, and the

terms of reference of the court are all specified. For a mandatory Coi the terms of reference must be drafted by a legal officer.

A COI does not replace other inquiries, such as those conducted

by Police; Ministry of Business, Innovation and

Employment; Coroners.

A COI must consist of not less than two members,

of whom at least one must be an officer and the other or others must be officers,

warrant officers, or members of the Civil Staff

of equivalent standing. The Assembling Authority

must appoint one of the members who is an officer

to be the president. The Assembly Authority may

appoint a barrister or solicitor of the High Court

to assist the COI; and must appoint Counsel Assisting, if the inquiry is complex or

serious or likely to affect the character or reputation

of any person.

The record of proceedings and any evidence is not admissible in evidence

against any person in any other proceedings, judicial

or otherwise, unless charged with specific

offence of making a false statement or perjury; or where a declaration has been made of desertion/

absence without leave.

a proFEssional ForCE

introduced for all eligible court members. Tailored briefs to the appointed court build on this foundation and form part of the court’s planning process. A comprehensive and practical President’sGuidecomplementsboth.

commander Taylor says this coordinated approach focusing on ‘training by doing’ is designed to enhance the quality and timeliness of courts of Inquiry, as well as mitigate any training overload.

“We already had a sound court of Inquiry process but it was recognised we could make some improvements, to strengthen the system. We’ve done this and we’re very happy with the robust processes and education that is now in place. Sitting on a court of Inquiry is an important role. our people need to be fully prepared, so they can focus on the specific event and provide commanders with answers about what occurred and why, so that remedial action can be taken in a timely fashion,” says commander Taylor.

“The aim is also to enhance broader understanding of courts of Inquiry and their processes, therefore this training package and other information on courts of Inquiry will be available to both nzDf personnel and the public on the nzDf public website.”

emPhasising transParenCyThe court of Inquiry process relies on personnel being able to come forward and share their information. The ability to be free and frank is one of the key features of a court of Inquiry.

commander Taylor says the Defence force and the new zealand public need to have confidence in the system.

“The process is legally robust. People need to appreciate the reasons for the statutory protections given to a court of Inquiry, have confidence that the inquiry is sound and that recommendations are being implemented. It is not just about establishing what went wrong – it is about ensuring these incidents don’t happen again.”

A court of Inquiry office has been established under the nzDf InspectorGeneral,taskedwithfourmainresponsibilities:toprovide specialist legal advice and support to courts of Inquiry, facilitate engagement with affected personnel and external agencies, a check that recommendations are implemented in a timely manner, and to monitor any trends across the Defence force emerging from courts of Inquiry.

An external legal review panel of three Queen’s counsel has also been set up under the office of the Judge Advocate General,sotheDefenceForcecanobtainindependentlegalassurance in particularly serious cases. This reinforces the Defence force’s commitment to producing robust inquiries and to enhancing confidence in courts of Inquiry.

Further information on Courts of Inquiry, including the e-learning training and the President’s Guide can be found on the public NZDF website and on the NZDF intranet.

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lEaDing From thE Front

theNewZealandDefenceForce’sInstituteforLeaderDevelopment(ILD)deliversacomprehensivepan-NZDFapproach for continued development in organisational

leadership.TheILDprovidesextensivedevelopmentprogrammes and works with single service leadership training organisationstopromoteandsupporttheNZDFLeadershipDevelopment framework.

The cornerstone of the overarching framework is the concept of leadership transitions that set out what is expected of leaders at each level of the organisation, whether uniformed or civilian.

DirectorofILDLieutenantColonel(LTCOL)BrettWellingtonstatedthat“Leadershipexistsatalllevels;commencingwith self-leadership expected of new recruits progressing through multiple tiers to eventually the cDf leading the Defence force. everyone is a leader, and has the opportunity and responsibility to add value to the organisation at their respective tier.”

While each person works on developing their leadership skills every day on the job, the leadership development system emphasises the period leading to a step-up in leadership responsibilities, the transition period itself and then the embedding period over the next few months.

Within our organisation there are a large number of individuals constantly transitioning up leadership tiers which are often larger, have greater complexity and responsibility. The nzDf

FocuSed on leaDershiP at eVery leVel

LeaderDevelopmentSystemisfocusedonhelpingthoseindividuals progress to the next level of leadership more effectively.

Leadershipisbasedonhumaninteractionandthisisaconsistent theme throughout each of the seven transition levels (LeadSelf,LeadTeams,LeadLeaders,LeadSystems,LeadCapability,LeadIntegratedCapabilityandLeadDefence).

LTCOLWellingtonmadeitclearthat“allmembersofthenzDf are encouraged to enlist in the programmes offered by ILD,asleadershipisthecriticalenablertoorganisationalandoperational success.”

TheLeaderDevelopmentSystemfocusesonpan-NZDFleadership language and behavioural expectations for leadership at every level. It is a key enabler to a more ‘joined up’ nzDf and essential to developing an engaged workforce where individual potential is maximised.

LTCOLWellingtonandothersareconfidentthat“weasanorganisationcanhaverealconfidenceintheNZDFLeaderDevelopment System. It is world class and has benchmarked very favourably against all of our key military allies as well as organisations in the public and private sector.”

AttheendofthedayeveryoneintheNZDFownstheLeaderDevelopment System and leaders are responsible for developingleaders.TheNZDFLeaderDevelopmentSystemprovides us a vehicle to develop a culture of leadership that sustains a highly engaged and professional workforce.

With the new Year well and truly underway, many of us will be starting new projects, transitioning into new job roles and developing new yearly goals. A focus on continued leadership development is essential to underpinning success in all our endeavours.

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our Air force, Army and navy each have distinct cultures with a strong sense of who they are and the value they provide to new zealand. recently Defence Personnel

executive undertook a study aimed at identifying what the Single Service and new zealand Defence force cultures are and how we can use this information to become the organisation we want to be in the future.

The culture study asked the question “What makes us who we are?” with the aim of better understanding ourselves so we can protect and develop our culture, as well as using the findings to make more informed decisions.

The organisational research and Development (orD) team led the study and with the team conducting 30+ interviews with senior leaders in the organisation and over 50 focus groups across all our camps, ships and bases with Service personnel and civilians.

“When we analysed the results we saw there was a commonality coming through about what it means to be a military organisation and how we can meet the challenges of the future. our researchers identified seven themes that came up regardless of which Service the participants belonged to. This gives us a strong basis on which to develop our nzDf culture,” said Ms Wightman, organisational Development Manager.

The results of the culture study are being integrated into the work of a number of strategic projects that aim to bring about change in our organisation, such as the work looking at how we can recruit and retain more women in the Defence force and the development of a People capability Strategy.

Personnel told us they were proud of working for the Defence force. The study was about finding out what makes us who we are as an organisation and then looking at how we can protect and develop these aspects of our culture.

“We have a clear picture on where the Defence force wants to be in 2020, so we need to ensure we have the right culture to support this intent,” said Ms Wightman.

What maKes us The new Zealand deFence Force?

DeFineD sense oF iDentity• Weknowourpurposeandwearecommitted

to providing a service to new zealand• Werecruitpeoplewhoarelikeus,who

share our values and who want to make a difference

• Wetrustthepeopleweworkwith.Thisis especially important in armed conflict situations

a strong Community• Strongethosthatbeingintheservicesisa

lifestyle and not just a job• FamiliesofNZDFpersonnelaresupported

and families are a priority

Clear DireCtion anD PurPose• Weareoperationallyfocusedandtop-down

command provides clear direction• Importantforustomaintainoursenseof

purpose, duty, honour and service • Wevaluestrongleadership

agile in our thinKing anD behaViour• Wearecontinuouslylearningandwe

encourage innovation• Beingagileandadaptablearestrengths

Well traineD anD equiPPeD to PerForm• Safetyshouldalwaysbeatoppriority• Ourpersonnelarewell-trainedandknowthe

‘right’ way to do things

ProuD oF our ProFession• Prideinwhatwedoenablespeopletomake

personal sacrifices• Wemaintainhighstandards,areprofessional

and well-disciplined

team FoCuseD• Strongsenseofbelongingandcamaraderie• Wehaveasenseofcommunitywherepeople

work together to achieve goals• Everyone’scontributionisvalued

an nZDF Culture:

our Winning CulturE

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DeVeloPing your oPerational masteryover the next four years we will ensure that the Defence Force remains modern, agile, and well equipped with the introduction of new equipment, and changes to some of our existing platforms. Capability Branch is working hard to refine our plan for which capabilities will be upgraded and replaced, and the best timing for those investments. We’re focused on making sure that we have the right balance of capability for the tasks that will be required of us now and in the future. We also have an obligation to new Zealand to deliver the best effect with the funds we have available. Whatever we decide, it will be the skills and determination of our teams that makes new capabilities a reality. make sure that whether you are operating the equipment of today or designing the Defence Force of the future, you master your role, and are prepared to employ combat power on land, air, or sea.

a ForCE For nEW ZEalanD

as a Defence Force, we are good at what we do and we know how to work together well. in 2020, we want to be great. our vision is Enhanced Combat Capability. this means utilising our skills and resources to be more effective in what we do – providing a credible and effective armed force to serve new Zealand’s defence and national security objectives. at home and overseas, we need to understand the drivers of change and conflict in our environment, be prepared to respond with adaptive and integrated forces, and be determined and equipped to stay in the fight.

to achieve this vision i need everyone to own it. i want you to understand where we will be in 2020, what your part in it is, and what we will look like when we get there. in the Four-year plan, i am organising the efforts of the Defence Force along five lines of operation to achieve our 2020 vision. this page talks about how you and your team can support those lines of operation. in the next edition of Force4nZ we will share with you the detail of the plan, and explain how you can align the efforts in your unit to ensure you are supporting our shared vision.

our 2020 Challengeenhanced combat capability

Enha

ncEd combat capability

EnhancEd combat capabilit

y

being a joint WarFighterthe Joint Effect is enabled when we combine our skills, experience, and knowledge. it happens when components from the single services and our civilian team work together effectively and harmoniously. it enables effects like concentration of force, surprise, and sustainment. it means that we can use a tailored Joint task Force to create a disproportionate effect in the operational environment. For this to work we need everyone to understand what each of us – army, navy, air, and Civilian – bring to the mission. there are different ways to understand other parts of the Defence Force – exercises, training, attachments, and postings. plan these into your career so that when it’s your turn to deploy in a Joint task Force, enable one with supporting mechanisms, or command a joint element, you will be ready.

Leveraging the joint effect

focusing on operationaL capabiLities

force4nz 13

haVing a Career Plan that WorKs For you anD your FamilyWe are changing how we think about careers. While you are developing expertise in your primary role, things will probably be run along similar lines as they are already. But as you progress, and your situation and goals change, we want to be more responsive and helpful with career requests. We also need to grow leaders in lots of different ways. We want more secondments to other government agencies so that we can learn to partner together better. We want diverse skill sets, including those that people gain from time in the private sector, so we need to make it easier to move in and out of the Defence Force. importantly, we want people to be able to combine family goals with career goals, so they can keep doing the jobs they love with the support of their family. Whatever your path, make sure that you talk to your leaders and career manager and have a plan that works for you and the Defence Force.

striVing For ProFessional exCellenCeWe need a culture of professional excellence in the Defence Force. this means continually striving to improve your professional standards in all areas of work – whether it is on the shooting range or in the conference room, your individual efforts matter. Within your area of responsibility you need to constantly look for ways to do things better – more effectively, more safely, more efficiently. sometimes this will mean undertaking personal study so that you know your job better. sometimes it will mean getting involved with an innovation or excellence programme in your area. think about how you can use your leadership skills to make positive change for others. ask for advice, work with your team, and look for how your efforts can contribute to the shared vision of Enhanced Combat Capability.

eFFeCtiVely Partnering With other teamsBeing a force for good means being a trusted partner in peace, crisis, and conflict. When we work with other agencies in the new Zealand security sector, we are able to develop responses that address the underlying drivers of crisis and conflict, creating better outcomes for all. Working with military allies, both old and new, means that we can learn from each other, and work together more effectively to address conflict when it does arise. to be a trusted partner and work effectively with others we need to work together on sector strategies, maintain trust through our consistently high standards and respect for others, and support each other, especially when we are deployed.

Enha

ncEd combat capability

EnhancEd combat capabilit

y

partnering for greater effect

Leading with exceLLence

generating a sustainabLe workforce

14 force4nz

pursuing ExCEllEnCE

the Defence recruiting organisation (Dro) stood up in mid-2011. This replaced the single service recruiting system with a new model encompassing recruiting for the whole nzDf. The

following is an overview of our new structure.

Who We areDro is much broader than just our frontline recruiters, with departments set up for a range of recruiting tasks. Well known are our regional recruiters who are the face of the Defence force at events and schools as well as candidate assessment and induction days. It’s an important role as our recruiters require a good knowledge of a range of career options and must maintain a high level of professionalism in the public eye. recruiters are based throughout the country from Whangarei to Dunedin.

The first point of contact for many candidates is our call centre staff who field phone calls on our 08001force number. Working closely with recruiters are our candidate co-ordinators based in Wellington, who are responsible for guiding applicants through the recruiting process. our selections team then places candidates into intakes and selection boards, and organises some of the boards as well.

Also working in our Wellington recruiting centre are the civilian and lateral recruiting teams. The civilian team works on filling a wide range of civilian roles, processing 8000–9000 applications a year intheirteamofonlyfive.Lateralrecruitershandletheapplicationsof people with a military service history whether they are from foreign militaries or have previously served in the nzDf and are re-enlisting.

reCruiting our FuTure TalenTSpecialist recruiters are a team of three looking after trades that require a more targeted approach including engineering, medical, technical and professional roles.

The Dro HQ is in freyberg House and this is where the co and directors of recruiting for each service are based and where the focus is on the recruiting operating picture. The main functions of HQ are operations, strategy, marketing and business improvement.

• Operationsmakesthewholerecruitingprocesshappen,ensuring supply of candidates meets demand and setting priorities for the recruiting events and expos that field recruiters attend.

• Strategyinvolvestheleadershipteamlookingatlong-termgoals and where we need to focus our efforts to get the best talent, aligning strategy with the organisation’s key documents.

• Themarketingteamdevelopsallofouradvertisingcampaigns in print, television and online. They mould our public image and have a large bearing on the applications we receive.

• Businessimprovementcoversbudgeting,analysissoweknow what is happening in our business, quality assurance, training, and health data management.

What We haVe aChieVeDThere have been some big projects completed, such as our force fit App, designed to both promote the Defence force as an active organisation but also to help incoming recruits prepare themselves for the physical entry requirements.

force fit was well received by the public with over 41,000 downloads to date. This has been a great way for us to interact with the public and build our image.

The Defence recruiting organisation plays an extremely important part in how well placed our Defence force is to succeed as a professional force – by Delivering future Talent.

force4nz 15

xxxxxxxxxpursuing ExCEllEnCE

better managing

last year the new zealand Defence force made an important step towards our people priority with the successful introduction of the first phase of our Human resource

Management Information System project. our people have been using the new online SAP human capital management system to submit their leave, update their personal details, check their pay, and other simple transactions like that.

But that was just Wave one of this project, and it is the next wave, the introduction of a new Talent Management System, that has always held the most excitement. That’s because the new system will improve the way we look after our people; as well as allowing us to better manage our Defence force.

The new Talent Management System is about being forward looking and growing and developing our people for the future. We want to be capturing their career aspirations and actively managing their talent.

We will be moving away from paper-based reporting to online processes for career development, staff performance, and civilian annual remuneration. We are introducing a common tool across all ranks and grades for both military and civilians. There will be one set of learning and just one set of processes.

These improvements are going to impact our whole organisation.

Underpinning the changes is the new Defence Professional Development framework. our online talent management system provides us with the means to manage our people talent, using a Talent Profile, career Development Plan, and Performance Development report as key tools. The Performance Development report is for both military and civilian staff, replacing multiple reporting tools currently used across our Defence force. This will be a vast improvement because we will be using common processes – one tool, one way.

But at the end of the day, these are just tools, and our people themselves will be key to making the system effective. With

this in mind, the new talent management system is being rolled out over the next 12 months, staggered by rank and employment groups.

education and training will be phased accordingly but we are focused on everyone in our Defence force understanding how the new system works, and everyone completing the online training to enable them to get the most out of the new way of working.

our people will receive an education briefing on the new system and then we’ll let them know when it’s their turn to complete the training and begin using the new Talent Management System in the Performance Development report cycle.

Leadersatalllevelswillbecrucialtocascadingtalentmanagement information down and leading by example.

I believe this is the single biggest improvement to career management to have occurred in my time in the military.

We are focused on equipping our people with the skills they need to embrace the fresh tools offered by the new Talent Management System to help them plan, review and then achieve their career aspirations and future goals.

force4nz talks with chief of Defence force, LieutenantGeneralTimKeating,abouttheintroduction of the Defence force’s new Talent Management System.

our people talent

We have also changed the recruiting process from a time-line based system to a candidate pool system, started a recruiting programme for the cook Islands and developed a women’s brochure and web page http://www.defencecareers.mil.nz/women-in-the-nzdf

What We are WorKing toWarDsAlthough the nzDf ranks highly in female representation against other countries there are still perceived barriers for women looking to join the military.

Dro is working hard towards breaking down these barriers. one example is showing that the required fitness standards are achievable with tools like the force fit App as well as building a greater awareness of the careers we offer for those coming out of school or university who hadn’t considered the option of the nzDf. There are also plans for a women’s defence career expo later this year.

Another thing we are working towards is increasing contact time between uniformed personnel and candidates which is expected to better prepare candidates.

PEOPLE-CEN

TRIC

FOR

WARD-LOOKING

ONLINE EVERYWH

ERE

ON

E TO

OL,

ONE WAY

TALENT MANAGEMENT SPECIALISTS

YOU

COMMANDERS/MANAGERS

16 force4nz

the new zealand Defence force’s Mutual Assistance Programme is proving to be hugely successful throughout the South West Pacific and in particular the cook Islands.

In 2013 nzDf was asked to investigate issues with youth and to structure a programme/s on the lines of what Youth Development Unit currently delivers in nz in the cook Islands.

The driving force behind the programme was cook Islands Police commissioner Maara Tetava whose vision was to engage with key offenders and support them as they got back on track and so bring down the crime rate.

Staff Sergeant Michael Wallace, who has been instrumental in the programme says it is working.

“In early 2013, myself and Senior Sergeant Kevin Kneebone of the nz Police planned, in conjunction with Maara, to develop and run the first pilot course in november 2013.

“Thirty three young people showed up, between 13 to 21 years old, on the first course.

“Most had issues or had been on the cook Islands’ Police radar for awiderangeofanti-socialactivities,”saidSSGTWallace.

“To date we have run three courses with a total of 96 young people with 93 graduating. Two were released for discipline issues and

our Defence force’s Mutual Assistance Programme (MAP) is an integral part of the fabric of new zealand’s contribution to regional security.

It sits alongside exercises, ship visits, search and rescue, disaster relief, eez surveillance, and security dialogues and visits as a central strand in our bilateral relationships and is a practical expression of new zealand’s commitment to promote a stable and peaceful neighbourhood.

The MAP mission is to contribute in practical terms to the promotion of secure and stable neighbourhoods, through the provision of training, technical and other support to South Pacific and Southeast Asian security and Defence forces.

The programme’s mission is realised by utilising the skill of our Defence force to provide appropriate training and advisory assistance; and by demonstrating a visible commitment to the security and stability of the Asia-Pacific region. It recognises that in the South Pacific, in particular, a sense of shared security interest fostering cooperation is required. MAP assists the development in MAP partner capabilities that contribute to national security and peaceful development and is enhancing new zealand’s bilateral security and other relationships with our neighbours.

In the last year (2013/14) the Mutual Assistance Programme delivered 98 activities, including assistance to MAP partner

one on their own request.

“But we still visit these lads during follow up programmes.”

So far only males have been enrolled in the programme but this will change in April this year with the first females attending.

nzDf personnel are working to ensure the cook Islands Police can become self-sufficient in running the programme themselves.

on the two courses in november and December last year the group had eight police officers and one police volunteer attached for the whole period, being mentored and instructed on technique and procedures. It is expected that in three to four years time the cook Islands’ Police youth workers will be able to run the programmes with limited personnel support from the nzDf.

SSGTWallacesaystheprogrammenotonlybenefitsCookIslandsyouth but also the nzDf personnel that conduct it.

“They get to work in a new environment with new families, which have the same issues as in new zealand but with less community support. They also gain the ability to plan, conduct and execute new ideas involving communities and showcase the outcomes at the graduations.”

map programme promoting stability in asia-pacific

Sharing our SKillS wiTh the PaCiFiC

a ForCE For gooD

nations via Mutual Assistance Training Teams (MATTs), technical advisors, new zealand-based courses, exchanges and attachments. our total MAP investment across the year was around $4.8 million.

of this investment, the vast majority – some 83 activities – were carriedoutwithSouthPacificpartnersandTimorLeste.Itisrecognised that Pacific states in particular face cumulative stresses rising from population growth, ethnic tension, widening socio-economic disparities, and governance failures that can challenge civil stability in the Western Pacific.

Indeed, the origins of the MAP programme are linked to new zealand’s earlier involvement in Southeast Asia and the Pacific and a desire to assist with securing a stable environment for political, social and economic development. The training offered by our Defence people is in areas where our professionalism is highly regarded. emphasis is on training the trainer and advancing self-sufficiency.

MAP is skills orientated and seeks to capitalise on mutually beneficial professional opportunities with other participants. Wherever possible, activities focus on professionalism, management skills and trade training, as they provide the greatest returns for South Pacific security forces. our Defence force does not, for example, provide training assistance to Asian police, police field force or other paramilitary organisations.

force4nz 17

the small island, population 300, which is about 280 kilometres from rarotonga, had been suffering

intermittent power for several weeks because the main generator had broken down. The backup generator was providing just two hours power a day – one at breakfast time and one at dinner. However, there were two spare generators on the island of Manihiki … but how to get themthere?TheCookIslandsGovernmentapproachedthenew zealand High commission for help.

Where there’s a will there’s a way. A 40 Squadron c-130 Hercules was already in rarotonga for the week on another task, and was scheduled to call into Manihiki.

each generator weighs roughly half a tonne so the loading was a precision job using Manihiki’s front end loader. Aircraft captainFlightLieutenant(FLTLT)MattRiepersaidthat,“thelocals did a great job of gently manoeuvring the generators onto the aircraft’s ramp.” once on the ramp, the crew slid the generators forward to the centre of the aircraft and lashed them down.

And there was another very welcome benefit to the task: while the loading and securing was underway, thanks to the flexibility of the c-130 crew, all the island children were allowed to walk through part of the aircraft. There were some pretty excited youngsters – and some visitors who were not so young! It turned out there had not been a c-130 visit since 1997, when

let there be lightDeFenCe ForCe ansWers CooK islanDs’ sos

one landed the day after cyclone Martin hit the area with considerable loss of life.

Safely loaded, the aircraft continued to rarotonga and the next day made the 45-minute hop to Mauke,

where the generators were taken straight to the power station and reassembled for use while the main generator is being repaired. Mauke is now back to normal, to the delight of the island’s executive officer, Josephine Ivirangi.

“The people of Mauke were all excited and grateful for what you have done for us,” she said. “It showed on their faces as the plane landed … thank you very much.”

FLTLTRiepersaidthatheandthecrewweredelightedtobeable to help.

“It was a good reminder how the Air force can help small communities – that what we can do with a c-130, in this case, really makes a difference. It was great to see how happy people were, not only getting the power situation on Mauke sorted out, but when the kids were having a look at the aircraft while we were loading up – that was an added bonus.

“We spend a fair bit of time around the Pacific – these countries are our friends and neighbours. We’re always ready to give them a hand if we can,” he said.

a ForCE For gooD

an air Force C-130 and good old Kiwi can-do came to the aid of the people of mauke in the southern Cook islands at the end of January.

“The people of Mauke were all

excited and grateful

for what you have done for us”

18 force4nz

t his year marks 50 years since the new zealand Defence force took delivery of the first c-130 Hercules aircraft. This aircraft continues to provide the new zealand

Defence force with a vital airlift capability to assist in the deployment and transportation of personnel and equipment for exercises, aeromedical evacuations to humanitarian and disaster relief operations.

The last c-130 aircraft (nz7002) to be upgraded by theMinistryofDefenceaspartoftheC-130LifeExtensionProject was originally delivered to the new zealand Defence force on 24 April 1965. The scope of the upgrade project includes the replacement of specific mechanical, avionic and structural components, and the design and installation of flight deck communications and navigation improvements to meet evolving air traffic management regulations.

Since mid-2010, the Ministry of Defence took over the management of the production phase for the upgrade of the remaining three aircraft, creating a somewhat unique situation with the establishment of a manufacturing team at Woodbourne Air force Base. The upgrade is the largest upgrade on a c-130 aircraft undertaken worldwide and the largest aviation upgrade programme completed in new zealand. With the Woodbourne teamledbyMrGraemeGilmoretheC-130projectisverymuchateameffortwithAviationLabourGroupappointedasprincipallabour provider for the programme and Safe Air continuing to providesupportservices.Approximately45AviationLabourGrouppersonnelareemployedforcontractlabourservicesforthe duration of the project.

Lastyear,markedasignificantmilestoneintheprojectwithaircraft nz7005 accepted by the rnzAf and cleared for operational use on 19 november 2014. It is expected that nz7002 will complete its upgrade in December 2015. The royal new zealand Air force have also provided key project personnel to assist with the upgrade and introduction into service phase of the project.

The utility of the aircraft is regularly demonstrated with the range of tasks that 40 Squadron are assigned to do on a weekly basis. The aircraft has again this season provided support as part of the logistic pool arrangement for the United States Antarctic Program, undertaking four flights to the ice. More recently a royal new zealand Air force Hercules aircraft undertook a late notice task to assist the cook Islands GovernmenttorelocatetwolargegeneratorsfromManihikiinthe northern cooks to Mauke in the Southern cook Islands while undertaking a reconnaissance mission for exercise Tropic Twilight.

To celebrate this significant milestone of 50 years since the royal new zealand Air force took delivery of the first c-130 aircraft, special tail art has been designed that will be on show in the next couple of months.

C-130 Largest Upgrade in the WorLdliFe extension ProjeCt

t he Platform Systems Upgrade II (PSU II) on Anzac class frigate HMnzS Te MAnA is the biggest capability programme happening in the navy

this year.

The upgrade work provides the ship with a brand new Integrated Systems Platform Management System that will include simplified propulsion control, an integrated bridge system, on board operational trainer and enhanced battle damage control system. The new Platform will also leverage technology to reduce workload burden and improve personnel training.

The heating and ventilation system, refrigeration unit and chilled water plants are also been replaced.

“These are big pieces of equipment where we have to cut into the ship to get them out. Having Te MAnA alongside with the Integrated Systems Platform work is an ideal time forustocompletethiswork,”saidLTCDRSherley.

“The weapons systems will use chilled water instead of seawater which will increase the ship’s ability to operate at full capacity in a situation when all weapon systems are working.”

currently 15 years old, the PSU II upgrade will extend the working life of the frigate out to at least 30 years. The work isbeingcarriedoutbyNavyandBabcockLimitedattheDevonport Dockyard and is expected to be complete by the end of 2015.

The Anzac class frigates have high tempo workloads so it is important the upgrade work is completed. HMnzS Te KAHA had the same PSU II upgrade in 2014 and is currently preparing for almost a year at sea, which will see her return to Devonport only briefly in 2015.

EquippED For suCCEss

hmnZs te mana upgrade

force4nz 19

t he Defence force In-Service Weapons replacement/Upgrade Programme is mandated to investigate and source weapon capabilities to equip the nz soldier, sailor

and airman with a broad and improved weapons capability.

The programme has delivered three upgraded small arms projects to the nzDf. These capabilities have provided users and commanders with optics that improve situational awareness and support surveillance and intelligence gathering through an improved ability to detect, recognise and identify adversaries or targets out to desired ranges and mitigate risk of engagement of non adversaries (e.g. civilians).

deFence Force upgrading in-serViCe WeaPons

individual weaponThe Ministry of Defence has initiated the Individual Weapon replacement Project and ran a request for tender. following this request the Ministry has selected a number of companies to complete the evaluation phase, a process expected to continue until the middle of 2015.

sniper rifle replacementThe project mandate is to replace the current AW Sniper rifle with a rifle that will provide improved target acquisition and extend the precision neutralising range effect in comparison to the current in-service AW Sniper rifle. As a consequence a calibre change to .338 is highly probable.

anti-materiel weapon (amw)The nz Army already has some Anti-Materiel rifles for specified roles. This project is to deliver an AMW capability to all nz Army manoeuvre elements. It is intended this project will deliver the capability required using a DfSW platform rather than with a sniper rifle.

sustained fire machine gun upgradeThis project is investigating the upgrade of the tripod and target registration sight system. Secondary consideration was to explore improved target acquisition capability by day and night through the inclusion of a day optic and night Vision equipment.

EquippED For suCCEss

Designated Marksman Weapon is a new capability for NZ Army. It is a 7.62 mm semi-automatic precision weapon delivering extended range capabilities to the Infantry section.

Tactical Shotgun delivering a lethal, less lethal and breaching capability across all three services within the NZDF.

7.62 mm Patrol/Section Light Support Weapon provides a longer range with a more effective sighting system.

other projects in the pipeline include:

these completed projects are:

1

2

3

shoot For The STarS

once a year personnel get to pit their skills against each other in the new zealand Army Shooting competition which is being held this year on

25–28 february.

This competition has transformed in recent years and now gives an insight into the shooting competency of military personnel.

It’s known as the major Army shooting activity on the annual calendar with all the top shots heading to Waiouru Military Training facility at the end of february to show what they can do and to take out the top trophies on offer of course. This year a navy team is also competing.

But while it’s nice to have the trophies in the cabinet, it’s not all about the silverware.

LandComponentCommanderBrigadierPeteKellysaysexcellence in the application of small arms fire is a core operational skill.

“It’s critical to success in combat, across all units and trades on a 21st century battlefield.”

He says the competition allows soldiers to test themselves against their peers, and units to evaluate their trained state in fair competition.

Being rewarded for having shooting skills is not new as both the freyberg and the Hardham trophies are steeped in history with the Hardham trophy named after farrier Sergeant James William Hardham Vc, 4th nz contingent, Boer War who won a shooting award in 1901.

It was reinstigated in 2012 and is awarded to the highest scoring team outside the rnzIr.

The freyberg Trophy has been awarded since 1965 to the Infantry Unit with the highest overall score in the competition. Both rf and Tf Infantry Battalions and nzSAS are eligible to compete for the trophy.

There is also the Queen’s Medal for the top individual. ThiswasintroducedbyKingGeorgeVin1923astheKing’s Medal.

The new zealand Army combat Shooting team and the AnzAc Team members to compete at the Australian Army Skills at Arms competition will be announced at the conclusion of the competition.

having weaponry skills is a key part of initial basic training for all new Zealand military personnel and regularly those skills are tested to ensure competency.

20 force4nz

gulF mission

our ability to be a valuable team player has been recognised by commander of combined Task force 150, commodore Brian Santarpia (royal canadian navy) who

is impressed with the Air force personnel currently working for him in the Middle east.

The royal new zealand Air force’s role is to look for suspicious vesselsinvolvedinillicitactivitiesthatfundterrorismintheGulfof oman and north Arabian Sea. The Air force has contributed a P-3K2 orion which captures vital imagery of suspect activities at sea using state of the art cameras and radar.

“The Kiwi aircraft is a true force multiplier. The flexibility, the professionalism and the quality of the information provided by the new zealand crew allow us to have eyes on the high

seas, helping us to identify suspicious vessels and to dispatch our naval assets at the right place at the right time,” said commodore Santarpia.

The Defence force is six months into a deployment to the combined Maritime force in the Middle east and is working alongside coalition warships from Australia, france, the United Kingdom and the United States to promote a lawful and stable maritime environment free from terrorism.

commodore Santarpia said the high quality data coming from the orion is invaluable, “We use the data gathered by the orion to identify, track and where necessary board suspect vessels in order to seize illicit material that is used to help fund international terrorism organisations.”

CommanderJointForcesNewZealandMajorGeneralTimGallis proud of what our personnel are achieving on this mission.

“The navy and Air force regularly conduct maritime surveillance in the waters of our exclusive economic zone and the zones of our Pacific neighbours. This deployment to the Middle east is a good opportunity for the Defence force to assist with a large-scale operation further from home.”

The new zealand Defence force prides itself on being able to work as part of a multi-national team. Most deployments our personnel are involved in are coalition operations and this will continue in the future.

winning high praiSe

a ForCE For gooD

force4nz 21

this year will mark the 100 year anniversary of the royal new zealand dental corps (rnzdc).

Prior to the outbreak of war in 1914, there was no country in the British empire with an organised military dental service, with the first new zealand Dental officers deploying on the troop ships as membersoftheMedicalCorps.Largernumbersdeployedwith the expeditionary force, providing treatment during the voyage, with the service being extended to Australian and British forces on landing in egypt.

In new zealand dental treatment during mobilisation was provided by civilian dentists with the new zealand Dental Association putting pressure on Defence to create a separate dental service. The association also proposed a reorganisation of the dental treatment being provided and contributed funds towards improved facilities. Surgeon GeneralHendersonRAMCwasabletoseethebenefitstothe health of the deploying force from a properly organised dental service. He was able to place sufficient pressure on the government that they authorised the formation of the new zealand Dental corps (nzDc).

on 7 november 1915, the nzDc was formed making it the second organised Dental corps in the then British empire. TheNZDCwasgrantedaRoyalWarrantbyKingGeorgeVon 12 July 1947.

Dental care is delivered to all regular force nzDf personnel under the direction of the Defence Dental Services. The aim is to maintain dental fitness of nzDf service personnel to enable them to be fit to deploy. rnzDc trades include: Dentists, Dental Hygienists/Therapists and Dental Attendants. rnzDc officers and Soldiers are responsible for providing, oral health treatment, preventative oral health education and training, emergency care and forensic identification services.

Defence Dental Services supports all nzDf camps and Bases with well-equipped dental centres as well as utilising state-of-the-art deployable equipment to provide dental health support in an active service or combat environment.

over the past 100 years members of the rnzDc, both regular force and reservist, have served in areas of conflict includingTheGreatWars,Egypt,Gallipoli,Korea,Sinai,Vietnam,GulfWar,SolomonIslands,Bougainville,EastTimor and Afghanistan. Personnel have been involved in a number of Humanitarian Aid and Disaster relief activities both within the South Pacific and Asia regions through involvement in exercises Pacific Partnership, Tropic Twilight and other multi-national interoperability exercises.

AssistancehasalsobeenprovidedtotheNZGovernmentwith personnel being involved in forensic identification of victims of the christchurch earthquake and other disasters. further assistance has been provided through treatment and health promotion programmes alongside the Ministry of Health.

The royal new zealand Dental corps has a long standing and proud history which will be celebrated with a 100 year parade in Wellington, as well as various events for past and present members.

one hundred years ago, the new zealand Army nursing Service (nzAnS) was made up of brave and talented individuals, dedicated to serving their country and our

soldiers fighting overseas. To this day, the same values and drive are at the core of the royal new zealand nursing corps.

on January 11, 1915 the Department of Prime Minister and cabinet approved the formation of the new zealand Army nursing Service after a proposal was submitted by James Allen, the then Minister of Defence.

Hester Maclean (1863–1932), who had been made Matron-in-chief of a proposed military nursing reserve in 1911, wanted new zealand soldiers fighting abroad to be treated and nursed by new zealanders. She was named head of the Army nursing Service from 1915 and was in charge of selecting and equipping all army nurses.

on April 6, 100 nurses were officially enlisted in the nzAnS and the first 50, with Maclean as escort, sailed from new zealand on 8 April, arriving in england on 19 May. The foundations for the royal new zealand nursing corps had been set; it wasn’t until 1953 that the name rnznc would replace nzAnS.

Today the rnznc is made up of regular force personnel, reservists and supported civilian registered nurses. The rnznc still plays a very important and active part within the new zealand Defence force. nursing personnel have been engaged with every major conflict that new zealand has ever been involved with.

over the past 100 years there have been major advancements within the nursing profession. The rnznc of today now has a higher level of education and technical skills to draw upon when dealing with casualties. nurses have the opportunity to acquire full prescribing rights, play the role of trauma team leader and perform other functions that were normally reserved for Doctors.

on operations nursing officers are a significant part of the Role2LightManoeuvreunit(tentedsurgicalcapability),whichincludes nurses specialised in emergency, operating theatres, post operative care and intensive care.

There is also a large focus on flexibility within the rnznc. An example of this was in Afghanistan, where on occasion, nurses replaced section medics on patrols.

celebrating the centenary is an important event for the nzDf. There is going to be a mixture of commemorative and celebratory ceremonies for veterans and those currently serving as members of the corps. In october, there will also be a service held in christchurch to commemorate the sinking of the S.S. Marquette. The Marquette was a troopship that was torpedoed byaGermansubmarineonOctober23,1915.

our hEritagE

100 years oF meDiCal exCellenCe Centenary celebrations for the

royal new Zealand Dental and nursing Corps

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FaCEs oF nZDF

in gooD

Flag lieutenant for the Chief of navy

Rifleman in the New Zealand Army reserves and intern within Defence Public affairs

lt Pte

Charlotte burson

liam nolan

Why did you join the royal new Zealand navy? I joined the rnzn as I thought it would be an exciting, motivating and challenging career, which also gave me the opportunity to complete my university study.

What do you hope to learn by working alongside our Chief of navy?I am looking forward to learning more about how the navy functions from a strategic perspective and how this impacts the rnzn, nzDf and wider organisations.

nZDF has a strong culture of on-the-job training, how has this helped you develop your skills?on the job training has allowed me to learn a range of skills required to do my job, whether it be on a ship or ashore. This kind of training enables learning specific to the environment you are in, and gives you the opportunity to prove that you can carry out the required tasks.

nZDF personnel train for real world situations. how have the skills you’ve learned in the navy complemented your life outside work?The experiences I have had in the rnzn have taught me skills that have helped in both in my career and in day to day life. These lessons learnt have made me act and deal with situations differently.

What do you think makes a good leader?A good leader is someone who can, through their own personality, influence and encourage others to achieve excellence.

What has been your career highlight to date?My most enjoyable posting so far has been to naval Staff where I have significantly grown my rnzn and nzDf knowledge.

What advice would you give someone who is thinking about the navy as a career choice?Giveitago!Ithinkacareerinthe rnzn gives you invaluable experiences that you cannot simulate in other workplaces. You work with motivated and exciting people and are encouraged to excel in all areas.

What are you looking forward to this year?I am really looking forward to this year’s travel and what I am going to learn along the way.

Why did you join the army reserves?I have always had an interest in joining the nzDf, however I wanted to go to university beforehand and the Army reserves provided the opportunity to enjoy the best of both worlds. The challenges and the opportunities that come with being a reservist was also very appealing as I wanted to see how far I could push myself, physically and mentally.

What are you studying?I am currently in my fourth and final year studying communications, Politics and Marketing.

Why did you apply for a summer internship at hq?I saw the reserve Internship Scheme as an opportunity to gain some experience that is applicable to my degree, which is often difficult to come by. I also saw it as a great way to get an insight into how the nzDf is operated from headquarters.

What skills learned in the reserves have helped you in your studies?By far self-discipline. After joining the reserves I found it a lot easier to study and stay on task when normally I would procrastinate and start assignments a couple of days before they were due. Also keeping my room clean is now a regular occurrence.

how do you think tertiary study complements your reserve training?In a way the values and mind set needed to study are

synonymous with those of the reserves. Discipline, perseverance and team work. I feel that being a student and a reservist is a great way to develop all of these traits in a number of different learning environments.

What is the best experience you’ve had as a reserve?Being a part of the Twin Peaks Battle Tab. Although the idea of scaling 26km of undulating terrain doesn’t seem like an appealing prospect, the scenery, the team bonding and the yarns during the event were hilarious and very rewarding. Although it wasn’t ideal completing the Tab on the same day as a formal ball as the quads were done for.

What advice would you give someone thinking of joining the reserves?As cliché as it sounds, you will not regret it. It will be one of the most rewarding decisions you will ever make, potentially in your life. The skills, the comradeship and the experiences you will encounter will positively shape the way you think and act in your civilian life.

What are you looking forward to this year?My last year of university. I definitely intend to make the most of my final year in Dunedin. However, although I will miss the lifestyle and my friends that are carrying on with study or moving overseas, I am very ready to finish.

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FaCEs oF nZDF

What made you interested in mentoring?I looked at the mentoring programme as a great way to give something back to people in the organisation. Although these techniques are not necessarily new, mentoring is being more widely linked to leadership and management success. I am keen to be part of that.

What is the most rewarding thing about mentoring someone?Gettingalongsidesomeoneand identifying potential, their endeavours, and watching achievement unfold is very rewarding.

What are three benefits mentees get from participating in the scheme?Mentoring partnerships benefit both mentor and mentee. Benefits are likely to vary because the voluntary partnership is driven by the mentee! They might benefit when a mentor helps to unlock potential, inspire and motivate, offer encouragement towards future intentions, or perhaps facilitate insight towards more innovative ways to get things done.

how have the skills you’ve learned on the mentoring scheme been applied to your day job?There are probably two key skills I deliberately make important as a mentor; it’s spending more time listening than talking or giving unsolicited advice, and asking the right questions that help to generate personal insight. Unsurprisingly, I find that in most cases the mentee is the source of the solution. often, giving the

section Commander Force Protection

Director Financial strategy and modelling

FltltMrS

individual the space and time to talk through new ideas and concepts leads to a much clearer way towards the results they’re looking for!

Professionally, what are you looking forward to in 2015?I’m really looking forward to working alongside our mentoring advisory teams in2015.Lastyear’sGoldAccreditation through the International Standards for Mentoring Programmes in employment was a major milestone for the rnzAf. now I think we have the possibility to capitalise on that work and become global leaders in workplace mentoring!

What advice would you give someone who was thinking of getting involved with mentoring? To start with, if you have a good track record of personal improvement, have been involved in developing others; you are equipped to build your competence to mentor! If you happen to be the one eager for a ‘sounding board’, the chance to discuss your intentions in an open and unthreatening environment, make clear your goals or simply having a role model to offer wider perspective and insight; then jump on the web site before you do anything else!

RNZAF mentoring scheme – http://org/A-PERS/MentoringPages/Home.aspx

andy armstrong

bridget musker

What do you do at the new Zealand Defence Force?

I’m the Director of financial Strategy and Modelling within the Defence force’s finance Branch. My team is the centre of excellence for scenario and whole-of-life costing and is responsible for setting and monitoring a finance strategy in line with the Defence force’s strategy. over the past 18 months the Defence Mid Point rebalancing review has been the major project that my team has worked on.

What does a regular day in your role look like?The work varies greatly but essentially I’m working with my team to create financial scenarios to enable the Defence force leadership team to deliver a sustainable financial plan. It is my role to cost scenarios and ensure that everything balances from an operating and capital funding point of view.

you’re a big believer in professional development. What specifically in your role are you involved in? Most of the team in finance are, or are working towards, becoming charted Accountants (cA) or certified Public Accountants(cPA). So as part of my role I formally mentor team members and sign off the practical experience requirements they need to obtain to gain their formal qualifications.

What about on-going development needs?once qualified as an accountant, for example, it is important people keep their skills current and they are required to do 20 hours continuous

professional development each year. As part of our team’s development plans we tailor their professional development to meet their training needs and career aspirations.

are your team members using in-house training systems?over the last six months finance Branch has had a number of team members attend the nzDf InstituteforLeaderDevelopmentcoursesLeadSystemsandLeadTeams courses. They have found them invaluable for their own personal development and they have enjoyed learning alongside theirmilitarycounterparts.Giventhe value our team members have had attending these courses we are looking to incorporate these courses into our future professional development plans.

you were involved in training a lot of accountants while in the private sector, how does the Defence Force compare for staff professional development?I have noticed the real quality of professional development that the nzDf offers to its staff moving from being technical experts into team leaders, managers and directors. They are certainly comparable if not better than what I experienced in the private sector.

What’s some of the good stuff about what you get to do?I get to use my commercial financial background to provide theDefenceForceLeadershipwithfinancial information that can be utilised to support their business strategies. I enjoy demystifying often complex financial information to enable decision making.

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