Secrets of Sandhurst’s prized officer training course


Thomas Harding
  • English
  • Arabic

It was in part thanks to Napoleon that Sandhurst was established to turn callow young men into capable military commanders.

Having been at the receiving end of some hefty defeats at the hands of the Frenchman in the early 1800s it seemed that British aristocrats did not necessarily make good leaders in battle. The Royal Military Academy Sandhurst was designed to produce professional officers in a move that bore fruit when the British Army and its allies defeated Napoleon at Waterloo in 1815.

Since those hard won lessons learned in the early days, the academy has trained many thousands of officer cadets, from the sons of working families to the scions of nobles. The most recent passing out parade in December saw Sheikh Zayed bin Mohamed and Sheikh Humaid bin Ammar bin Humaid Al Nuaimi of the UAE among the officers proudly watched by their fathers.

Over the last two centuries, 113 royals from Britain, Spain, Luxembourg, Jordan, Saudi Arabia, Tonga and elsewhere have completed Sandhurst’s arduous officer training course, ironing their own shirts and cleaning toilets while barked at by colour sergeants from dawn till dusk. The lineage of its cadets is one of the features of the job for the man who runs the institution.

"There's a great history of having very senior folk here and we don't make a big deal of it," Sandhurst's commandant, Maj Gen Duncan Capps, told The National in an interview. "Regardless of background or position, officer cadets are treated the same. Monarchs are treated just like everyone else. Where else would that happen?"

Since the Second World War the military academy has received officer cadets from across the Middle East and beyond. Three current heads of state – the King of Jordan, the Sultan of Oman and the Sultan of Brunei – passed through Sandhurst.

The UAE officers that so proudly stood to attention in the sunshine in December were among 323 cadets from the Emirates who since 1969 have marched off the parade ground shoulder-to-shoulder with British comrades. They had spent 44 weeks performing menial tasks of self-reliance, such as ironing their own tunics, to being tested for battle, freezing in ditches and going to the limits of physical endurance. Those muddy, damp trenches house a multicultural melting pot of soldiers from the US, Jamaica, the Middle East,  Australia and South Korea. Cadets from 131 countries have proudly marched up the grand steps of the military academy’s Old College building, ready to lead men and women into battle.

Sandhurst teaches leadership, its simple motto being "Serve to Lead". Its sought-after education is in such high demand that the academy this year increased its overseas intake, which is now 10 per cent of the 800 annual recruits.

All officer cadets are treated in the same fair but tough manner. "You want those that will take over power in the future to learn what the nature of leadership really means, which is about service," Gen Capps told The National.

Sandhurst is a place that gives cadets an understanding of what it means to motivate and inspire others. The commandant has a ready list of "pretty good examples of things that might not happen in other places”.

Gen Capps remembers former King Hussein of Jordan striding across the parade ground with one of his sons in tow, carrying his ironing board and bags. The king was fond of praising the academy he himself attended in the 1950s. “No man can rule a country without discipline, and nowhere in the world do they teach discipline as they do at Sandhurst,” he frequently said.

Commandant of the Royal Military Academy Sandhurst General Duncan Capps. Courtesy Ministry of Defence
Commandant of the Royal Military Academy Sandhurst General Duncan Capps. Courtesy Ministry of Defence

Nestling among oak trees and lakes in 728 hectares just outside the Hampshire town of Camberley in southern England, the Royal Military Academy Sandhurst has ‘passed-out’ an eclectic alumnus from future prime ministers, including Winston Churchill, an astronaut in Tim Peake, actors, artists, Olympic athletes, rugby internationals, celebrity chefs and even the pop star James Blunt.

Among the royals Sandhurst has commissioned are 57 from the Middle East and seven monarchs. Sheikh Mohamed bin Zayed, Crown Prince of Abu Dhabi and Deputy Supreme Commander of the Armed Forces, attended Sandhurst in 1979, as did the future British monarch Prince William along with his brother Prince Harry in 2006.

Foreign nobility first arrived as officer cadets in 1828 and after the Second World War Sandhurst accepted overseas cadets regardless of background. It is that egalitarian ethos, whereby a corporal who has come up through the ranks to get a commission can find himself on guard duty next to a royal prince, that perhaps helps to produce quality leaders.

“Leadership is about not trying to be something you're not,” the commandant said, from his office adorned with paintings of generals on horseback. “Leadership is not about standing at the front and running around, it's the small things you do with individuals, to develop them and build them into a team so that when you need to, you can do things as a team.”

Sandhurst can be an experience that shapes an individual’s life. Gen Capps was an overweight 18-year-old from a state comprehensive school with no military connections, lacking in confidence and world experience, when he joined in 1985. A year later, all that had changed. “I was a completely different character in outlook, confidence and ability. Sandhurst gave me a crash course in maturity, humility and the ability to get on with everybody. It's no small exaggeration to say that it changed me fundamentally and it was all for the best.”

Like many before him, he realised his experience was only the start of a journey, but one in which he had become far better equipped to handle life’s challenges. “Whatever your background, your ethnicity, you understand that whatever start you’ve had in life is not a barrier to where you can get to.”

While the British officer cadets today know that they are not likely to be heading out to lead a platoon into battle in Afghanistan, for some Middle East officers there is a realistic chance of fighting insurgencies or terrorism on their return home.

You want those that will take over power in the future to learn what the nature of leadership really means

Countries generally choose their finest for Sandhurst. “They don't send people here who are not going to shine,” Gen Capps said. “They are picking some of their very best people to come and receive what they consider to be the best military training.”

While the UAE helps its officer cadets with fitness, language and cultural differences, one difficulty is preparing for the cold British winter.

Another adjustment that international recruits have to make is dealing with being shouted at by the colour sergeant in front of their peers. There is nothing like a dressing-down to learn from a mistake, although these days the shouting approach is more nuanced.

“We’ve found that generally people don't respond well to being shouted at all the time, they just switch off and this is about training them and educating them,” said Gen Capps. “If people get something wrong, you say, ‘would you accept this standard from your soldiers?’ If they can't be self-governing, motivating and policing, then they're not going to be very good officers.”

But surely the drill sergeants on occasion let rip with the tirade that usually ends in “you horrible little man…sir”?

“There will be times when someone has done something that potentially could endanger someone’s life in training,” Gen Capp said. “And that isn't the time to sit down and say, ‘hey, how do you feel about that?’”

The bonds made at Sandhurst are also useful to the UK, not only in defence diplomacy but when things go wrong, and when British troops need to deploy abroad there is usually a friendly face who knows their ethos well. “When you meet someone who you've trained with, you've got an immediate link, you have a shared background and a similar perspective on things,” the commandant said. “From a UK perspective, that really helps us because it means we've got friends across the world.”

Despite its long history and traditions, Sandhurst moves with the times, Gen Capp said. “One thing we have learned through Covid is that we all need good leadership. Civilians are craving authentic, honest, leadership by people who've got integrity. So I think Sandhurst is probably more relevant than ever.”

That crossover has been particularly evident in the crisis triggered by the pandemic that brought much of the UK to a standstill for parts of 2020. Frontline National Health Service workers told The National at the height of Britain's Covid crisis that their bosses should have called in the military far earlier. When they did, the officers provided "resilience in leadership through a crisis that was unprecedented", Gen Capps said.

With ISIS an increasing threat and conflicts continuing, the most recent Sandhurst graduates will no doubt find their leadership tested in the years to come. After watching his son’s parade Sheikh Mohamed expressed his confidence in the character forming calibre of the Sandhurst experience as he took his leave, posting on Twitter: “I was proud to attend the Sovereign’s Parade at the Royal Military Academy Sandhurst, where I met with our Emirati cadets.”

Before leaving, the Crown Prince spoke briefly with the commandant. “He told me that there was absolutely no question about him sending his son to Sandhurst,” Gen Capps recalled.

Earlier, Sandhurst had asked Sheikh Mohamed if he would stand in at the podium for Queen Elizabeth for the sovereign’s parade. He politely declined, according to Gen Capps recollection of the conversation, saying: “I'd rather like to come as a father.”

More on Sandhurst

The specs
Engine: 3.0-litre 6-cyl turbo

Power: 374hp at 5,500-6,500rpm

Torque: 500Nm from 1,900-5,000rpm

Transmission: 8-speed auto

Fuel consumption: 8.5L/100km

Price: from Dh285,000

On sale: from January 2022 

COMPANY PROFILE

Name: Lamsa

Founder: Badr Ward

Launched: 2014

Employees: 60

Based: Abu Dhabi

Sector: EdTech

Funding to date: $15 million

NYBL PROFILE

Company name: Nybl 

Date started: November 2018

Founder: Noor Alnahhas, Michael LeTan, Hafsa Yazdni, Sufyaan Abdul Haseeb, Waleed Rifaat, Mohammed Shono

Based: Dubai, UAE

Sector: Software Technology / Artificial Intelligence

Initial investment: $500,000

Funding round: Series B (raising $5m)

Partners/Incubators: Dubai Future Accelerators Cohort 4, Dubai Future Accelerators Cohort 6, AI Venture Labs Cohort 1, Microsoft Scale-up 

SPEC%20SHEET%3A%20SAMSUNG%20GALAXY%20S23%20ULTRA
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Who was Alfred Nobel?

The Nobel Prize was created by wealthy Swedish chemist and entrepreneur Alfred Nobel.

  • In his will he dictated that the bulk of his estate should be used to fund "prizes to those who, during the preceding year, have conferred the greatest benefit to humankind".
  • Nobel is best known as the inventor of dynamite, but also wrote poetry and drama and could speak Russian, French, English and German by the age of 17. The five original prize categories reflect the interests closest to his heart.
  • Nobel died in 1896 but it took until 1901, following a legal battle over his will, before the first prizes were awarded.
Schedule:

Sept 15: Bangladesh v Sri Lanka (Dubai)

Sept 16: Pakistan v Qualifier (Dubai)

Sept 17: Sri Lanka v Afghanistan (Abu Dhabi)

Sept 18: India v Qualifier (Dubai)

Sept 19: India v Pakistan (Dubai)

Sept 20: Bangladesh v Afghanistan (Abu Dhabi) Super Four

Sept 21: Group A Winner v Group B Runner-up (Dubai) 

Sept 21: Group B Winner v Group A Runner-up (Abu Dhabi)

Sept 23: Group A Winner v Group A Runner-up (Dubai)

Sept 23: Group B Winner v Group B Runner-up (Abu Dhabi)

Sept 25: Group A Winner v Group B Winner (Dubai)

Sept 26: Group A Runner-up v Group B Runner-up (Abu Dhabi)

Sept 28: Final (Dubai)

Mercer, the investment consulting arm of US services company Marsh & McLennan, expects its wealth division to at least double its assets under management (AUM) in the Middle East as wealth in the region continues to grow despite economic headwinds, a company official said.

Mercer Wealth, which globally has $160 billion in AUM, plans to boost its AUM in the region to $2-$3bn in the next 2-3 years from the present $1bn, said Yasir AbuShaban, a Dubai-based principal with Mercer Wealth.

Within the next two to three years, we are looking at reaching $2 to $3 billion as a conservative estimate and we do see an opportunity to do so,” said Mr AbuShaban.

Mercer does not directly make investments, but allocates clients’ money they have discretion to, to professional asset managers. They also provide advice to clients.

“We have buying power. We can negotiate on their (client’s) behalf with asset managers to provide them lower fees than they otherwise would have to get on their own,” he added.

Mercer Wealth’s clients include sovereign wealth funds, family offices, and insurance companies among others.

From its office in Dubai, Mercer also looks after Africa, India and Turkey, where they also see opportunity for growth.

Wealth creation in Middle East and Africa (MEA) grew 8.5 per cent to $8.1 trillion last year from $7.5tn in 2015, higher than last year’s global average of 6 per cent and the second-highest growth in a region after Asia-Pacific which grew 9.9 per cent, according to consultancy Boston Consulting Group (BCG). In the region, where wealth grew just 1.9 per cent in 2015 compared with 2014, a pickup in oil prices has helped in wealth generation.

BCG is forecasting MEA wealth will rise to $12tn by 2021, growing at an annual average of 8 per cent.

Drivers of wealth generation in the region will be split evenly between new wealth creation and growth of performance of existing assets, according to BCG.

Another general trend in the region is clients’ looking for a comprehensive approach to investing, according to Mr AbuShaban.

“Institutional investors or some of the families are seeing a slowdown in the available capital they have to invest and in that sense they are looking at optimizing the way they manage their portfolios and making sure they are not investing haphazardly and different parts of their investment are working together,” said Mr AbuShaban.

Some clients also have a higher appetite for risk, given the low interest-rate environment that does not provide enough yield for some institutional investors. These clients are keen to invest in illiquid assets, such as private equity and infrastructure.

“What we have seen is a desire for higher returns in what has been a low-return environment specifically in various fixed income or bonds,” he said.

“In this environment, we have seen a de facto increase in the risk that clients are taking in things like illiquid investments, private equity investments, infrastructure and private debt, those kind of investments were higher illiquidity results in incrementally higher returns.”

The Abu Dhabi Investment Authority, one of the largest sovereign wealth funds, said in its 2016 report that has gradually increased its exposure in direct private equity and private credit transactions, mainly in Asian markets and especially in China and India. The authority’s private equity department focused on structured equities owing to “their defensive characteristics.”

Racecard
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Cricket World Cup League 2 Fixtures

Saturday March 5, UAE v Oman, ICC Academy (all matches start at 9.30am)

Sunday March 6, Oman v Namibia, ICC Academy

Tuesday March 8, UAE v Namibia, ICC Academy

Wednesday March 9, UAE v Oman, ICC Academy

Friday March 11, Oman v Namibia, Sharjah Cricket Stadium

Saturday March 12, UAE v Namibia, Sharjah Cricket Stadium

UAE squad

Ahmed Raza (captain), Chirag Suri, Muhammad Waseem, CP Rizwan, Vriitya Aravind, Asif Khan, Basil Hameed, Rohan Mustafa, Kashif Daud, Zahoor Khan, Junaid Siddique, Karthik Meiyappan, Akif Raja, Rahul Bhatia

Red flags
  • Promises of high, fixed or 'guaranteed' returns.
  • Unregulated structured products or complex investments often used to bypass traditional safeguards.
  • Lack of clear information, vague language, no access to audited financials.
  • Overseas companies targeting investors in other jurisdictions - this can make legal recovery difficult.
  • Hard-selling tactics - creating urgency, offering 'exclusive' deals.

Courtesy: Carol Glynn, founder of Conscious Finance Coaching

Timeline

2012-2015

The company offers payments/bribes to win key contracts in the Middle East

May 2017

The UK SFO officially opens investigation into Petrofac’s use of agents, corruption, and potential bribery to secure contracts

September 2021

Petrofac pleads guilty to seven counts of failing to prevent bribery under the UK Bribery Act

October 2021

Court fines Petrofac £77 million for bribery. Former executive receives a two-year suspended sentence 

December 2024

Petrofac enters into comprehensive restructuring to strengthen the financial position of the group

May 2025

The High Court of England and Wales approves the company’s restructuring plan

July 2025

The Court of Appeal issues a judgment challenging parts of the restructuring plan

August 2025

Petrofac issues a business update to execute the restructuring and confirms it will appeal the Court of Appeal decision

October 2025

Petrofac loses a major TenneT offshore wind contract worth €13 billion. Holding company files for administration in the UK. Petrofac delisted from the London Stock Exchange

November 2025

180 Petrofac employees laid off in the UAE

Global state-owned investor ranking by size

1.

United States

2.

China

3.

UAE

4.

Japan

5

Norway

6.

Canada

7.

Singapore

8.

Australia

9.

Saudi Arabia

10.

South Korea

Who's who in Yemen conflict

Houthis: Iran-backed rebels who occupy Sanaa and run unrecognised government

Yemeni government: Exiled government in Aden led by eight-member Presidential Leadership Council

Southern Transitional Council: Faction in Yemeni government that seeks autonomy for the south

Habrish 'rebels': Tribal-backed forces feuding with STC over control of oil in government territory

MATCH INFO

Manchester City 3 (Sterling 46', De Bruyne 65', Gundogan 70')

Aston Villa 0

Red card: Fernandinho (Manchester City)

Man of the Match: Raheem Sterling (Manchester City)

Moon Music

Artist: Coldplay

Label: Parlophone/Atlantic

Number of tracks: 10

Rating: 3/5

BOSH!'s pantry essentials

Nutritional yeast

This is Firth's pick and an ingredient he says, "gives you an instant cheesy flavour". He advises making your own cream cheese with it or simply using it to whip up a mac and cheese or wholesome lasagne. It's available in organic and specialist grocery stores across the UAE.

Seeds

"We've got a big jar of mixed seeds in our kitchen," Theasby explains. "That's what you use to make a bolognese or pie or salad: just grab a handful of seeds and sprinkle them over the top. It's a really good way to make sure you're getting your omegas."

Umami flavours

"I could say soya sauce, but I'll say all umami-makers and have them in the same batch," says Firth. He suggests having items such as Marmite, balsamic vinegar and other general, dark, umami-tasting products in your cupboard "to make your bolognese a little bit more 'umptious'".

Onions and garlic

"If you've got them, you can cook basically anything from that base," says Theasby. "These ingredients are so prevalent in every world cuisine and if you've got them in your cupboard, then you know you've got the foundation of a really nice meal."

Your grain of choice

Whether rice, quinoa, pasta or buckwheat, Firth advises always having a stock of your favourite grains in the cupboard. "That you, you have an instant meal and all you have to do is just chuck a bit of veg in."

Dengue%20fever%20symptoms
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The National in Davos

We are bringing you the inside story from the World Economic Forum's Annual Meeting in Davos, a gathering of hundreds of world leaders, top executives and billionaires.

RESULTS
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When is VAR used?

Goals

Penalty decisions

Direct red-card incidents

Mistaken identity