1. Cdr (SG) Jon Erling Tenvik RNoN Executive Director at international recruitment firm Mercuri Urval in Oslo Previously held executive positions at Morgan Stanley, Storebrand and B Skaugen Shipping Non executive director of a number of listed and private companies and organisations Visiting Fellow to Kings College London on Corporate Governance (2003 – 2004) Graduated with distinction from the Royal Norwegian Naval Academy, MBA from INSEAD, Executive education from Stanford Active Reserve Officer since 1988 in the area of Naval Control of Shipping / NCAGS President Elect of CIOR for 2010 -2012

2. LtCol ® Royal Netherlands Marine Corps (RNLMC) Chris P. van der Plasse MBA RM RSE 1978 officer RNLMC 1985 CO Counter terrorist Unit 1989 (civilian) senior security management positions 1998 Founding own Consultancy Company 2000 Engaged in CIMIC operations 2002Mission Bosnia 2006 Mission Afghanistan 2007Chairman IDEA network / CIMIC battalion RN Army

3. YROW Capt Guillaume La Sconsarias, France Lt Johanne Skov, Denmark S Lt. Edward Dunn, U.K.

4. Adding Value The Reservist Perspective

5. To start you thinking! What value do we get from being Reservists? – Education, Skills, Money, Friends, Pride – Networking, Fun, Adventure What do Military Forces get from us? – Trained Personnel, Flexibility, Public Support, Civilian Skills, Cost effective resource

6. How can we improve? Fast Changing world – technology! Liaisons with Employers Contracts of Employment Career Planning for Reservists Motivation post Operational Tour Support from Families Lessons from Large Companies Value/ Support the Soldier, the Employer, the Family

7. What do we have to do? Harmonisation – But own National Laws Review mechanisms for ‘call –out’ Engage with Companies large and Small Develop ‘best practice’ Employment protection Ethnic diversity – representative of home MOD funded organisation

8. Tell us what you think 1 Min Maximum

9. Statements and Questions for Symposium panel 3

10. 1. The legal systems in most countries do not protect the reservist from the negative aspects of losing their job, career advancement, and medical coverage.

11. 2. Civilian recruitment now focuses on developing the individual and offering opportunities for personal growth. We must change the packaging of how the military provides personal growth, leadership training, and management positions to compete for the new generation.

12. 3. Racial and sexual orientation is a severe limitation on career advancement in the military. These limitations do not exist on the civilian side in most countries.

13. 4. The people now joining the reserves are those who are not able to find jobs elsewhere. This has resulted in having reserve members that are not as capable as active duty members.

14. 5. There is no recruiting problem. We have to adopt coaching and mentoring techniques between experienced reservists and junior members to enhance retention.

15. 6. People are not joining the military reserves because it requires too many deployments.

16. 7. Racial and sexual orientation are limitations to recruitment in reserve components.

17. Closing question - What would be the best practices for the: - recruitment of reserve officers? - retention of reserve officers?