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  • How defence SMEs can pioneer social impact in procurement
    A golden opportunity in the era of Labour's Procurement Act The dust has barely settled on Labour's Procurement Act, which kicked in back in February 2025, and defence SMEs find themselves at a crossroads. On one hand, they're facing some real headaches; on the other, there's a chance to make their mark as genuine trailblazers in social impact. With government scrutiny on spending ramping up, smaller players can actually stand out from the crowd by showing they're serious about making meaningful change happen. The changing landscape of Social Value The Social Value Act was first introduced in 2012 when 'social value' was little more than a footnote in procurement discussions. It has been on quite the ride since then. Fast forward to 2020, when we saw the introduction of a proper framework with five clear themes: COVID-19 Recovery, Tackling Economic Inequality, Fighting Climate Change, Equal Opportunity, and Wellbeing. Labour hasn't wasted any time putting its stamp on things. Rayner's 'National Procurement Plan' has teeth, making Social Value non-negotiable in contracts and holding suppliers' feet to the fire. Since February, the new Act forces both buyers and suppliers to publish their Social Value KPIs in black and white. No more hiding in the shadows. The SME challenge: David vs Goliath It's a totally different ball game for SMEs compared to the big boys. When that 10% Social Value threshold landed with PPN 06/20, industry giants barely blinked - Jacobs simply bought half a consultancy and created Simetrica-Jacobs overnight. Job done. SMEs just don't have that luxury - their piggy banks aren't big enough for that kind of splash. To make matters worse, the advice they're getting often comes from forums dominated by the very primes they're competing against. Talk about the fox guarding the henhouse! The measurement problem is another thorn in their side: current systems that love to attach pound signs to everything naturally favour those with deeper pockets. When an SME takes on one apprentice, it's a big deal for them but it gets lost in the noise when compared to a multinational hiring a small army of graduates. The SME advantage: agility and authenticity But it's not all doom and gloom. Defence SMEs have some aces up their sleeves - their nimble structure means they can weave Social Value into their DNA, rather than bolting it on as an afterthought. As smaller and more flexible businesses, SMEs have the advantage of fully integrating Social Value into their core values, culture and everyday operations. Larger businesses often struggle to retrofit Social Value,but we, at RUK have been able to build it into the fabric of everything we do. This isn't just corporate speak - it translates into real-world impact. SMEs' local roots mean they actually understand what communities need. With Labour banging the drum for regional development, that local knowledge is pure gold. They can pivot quickly, create initiatives that actually matter, and build partnerships that deliver more than just PR points. Building Defence SME success in Social Value At RUK, collaboration underpins everything we do and we believe that SMEs can punch above their weight by focusing on these partnerships that matter, creating their own bespoke tracking tools. Developing a solid Social Value strategy takes graft, but we've found that having the right relationships in place makes all the difference when bidding for contracts. For RUK, Social Value isn't a box-ticking exercise; it's central to our entire approach to winning business. SMEs can flip the script on their limitations. By zeroing in on quality rather than quantity, and developing focused initiatives that play to their strengths, they can create impact that resonates far more deeply than the scattergun approach often adopted by larger players. A call to action for government and industry For this potential to be realised, we need some fundamental changes. Government bodies must craft guidelines that...
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  • Operation Flow and the Ukrainian Withdrawal from Kursk
    In August 2024 a surprise Ukrainian incursion in Kursk Oblast resulted in the capture of 1,376 square kilometres of Russian territory. Over the next six months the enclave was repeatedly attacked. Ukrainian-controlled territory shrunk to an area anchored on the town of Suzhda. In the second week of March the Ukrainian defence collapsed. Units withdrew to the border zone. The Russian command hailed a bold operation involving infiltration via a gas pipeline as catalyst for the Ukrainian retreat - Operacija Potok, or Operation Flow. This article assesses Operation Flow and the wider Ukrainian withdrawal from the Kursk salient. Preparations for Operation Flow Operation Flow was three weeks in the making. Command was vested in the Chechen Lieutenant-General Apti Alaudinov. Alaudinov has been a tireless self-promoter during the Kursk campaign. Operation Flow provided him with another opportunity to burnish his credentials with the Kremlin. First, methane gas residues had to be cleared from a 15 kilometre stretch of the Urengoy-Pomary-Uzhgorod pipeline that runs north-east of Suzdha. This was not entirely successful and a number of soldiers were hospitalised with neurotropic poisoning. Some Russian bloggers reported suffocations. Next, ammunition, food and water had to be ferried down the pipeline on special barrows. Toilets were also sent down. One Russian channel described the conditions thus: 'Walk, crawl almost 16 kilometres through a narrow dirty tunnel 1.45 m in diameter with vapours from the remains of liquefied gas; sit in a pipe waiting for the command to storm for several more days. Breathe in methane vapours, excrement, vomit of those who were the first to be poisoned, and there is no longer any possibility of calling for evacuation from this point, when the enemy is closer than our own.' Volunteers were drawn from multiple units: 11th Airborne Brigade, 106 Airborne Brigade, 72nd Motor Rifle Division, 30th Separate Guards Motor Rifle Brigade, the Veterans Airborne Assault Regiment, the Vostok Airborne Assault Regiment, and Akhmat (Chechen) special forces. A total of 800 troops were involved (General Gerasimov reported a lower number of 600 to President Putin in a later staged meeting). Due to the conditions, troops had to enter in small groups of five people with a distance of at least ten meters between groups. At halts soldiers moved a couple of meters away from each other so that they could breathe. A distance of 11-12 kilometres was covered over four days. Some spent as long as a week in the pipeline. As many as four exit points are believed to have been made in the pipeline, but possibly only one used. The Ukrainians actually intercepted communications between Russians complaining about the awful conditions in the pipeline. On Saturday 8 March the order was given to break cover and infiltrate northern Suzdha. Was the pipeline operation a success? Ukrainian reporting suggests Operation Flow achieved limited tactical success. The Ukrainian command was aware of the scheme and was keeping the pipeline under surveillance. YouTube video evidence shows a group that emerged in fields was quickly struck by artillery fire and dispersed in a nearby wood line. Another group reportedly reached a two-storey building in the industrial area of Suzdha but was destroyed. In total, Ukrainian sources report only around 100 soldiers actually emerged from the pipeline. That no Russian video or imagery was presented showing soldiers hoisting unit flags - a common practice to demonstrate success - suggests Ukrainian reporting is credible. Even so, an 82nd Air Assault Brigade soldier (the formation that engaged the Russians) also reported that although his unit was aware of the plan and repelled Russians that emerged from the pipeline, a number still managed to infiltrate the area of northern Suzdha. He told this was 'the reason why his brigade was forced to destroy part of its available equipment and withdraw from the eastern flank to the...
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  • Ukrainian Service Women
    On the eve of the invasion of Ukraine, there were around 31,000 servicewomen and female MOD employees in the Ukrainian armed forces. This represented around 15% of the total force with one in ten serving as officers (but rarely above major rank). Following Soviet-era practice, servicewomen were mainly restricted to non-combat roles such as medical staff and clerks. The neglect of servicewomen was such that there were no female-standard uniforms on issue, a deficit addressed in typical Ukrainian fashion by volunteers such as the Arm Women Now project that enlisted help to sew uniforms more compatible with the female body shape. How has the war changed this? There are a lot more Ukrainian female soldiers now: Post the invasion restrictions were eventually lifted with women able to serve in any branch, subject to selection procedures. The age limit for women enlisting was also raised to 60, matching that of men. However, compulsory mobilisation remained only for males. This meant all women enlisting were, and today continue to be, volunteers. At first, recruitment was slow, mainly due to a lack of organisation and opportunities. Many found employment through 'private' recruiting (units posting job applications), rather than centralised recruiting through MOD schemes. By October 2023, female volunteer numbers had jumped 40%. But this only added another 12,000 servicewomen, bringing the total to 43,000 after two years of war. By March 2024, the numbers had risen to 62,000, including 5,000 in officer posts, and with 10,000 serving in active combat zones. By this point, 14,000 servicewomen in total had qualified as 'participants in hostilities' (effectively 'veteran' status for which there is a financial benefit). In the summer, the number rose to 67,000, but with clarification, 19,000 were 'employees with non-military tasks'. By the end of 2024, the number had stabilised around the 68,000 mark where it stands at the time of writing. The opening of over 40 nationwide recruitment centres - a programme which only started a year ago - has helped boost numbers. Today, roughly one in five applicants at the recruitment centres are women. The roles they fill are tabulated below: Female applicants at recruitment centres and roles assigned Staff positions 24% Combat medics, doctors and nurses 22% Drone units 13% Chefs 12% Snipers (shooting specialists) 6% Communications and Cyber 6% Psychologists 3% Examples of frontline service have been varied. In March 2024, the first all-female drone unit was raised. Tetyana Bondarenko was a theatre actress before the war. Today she is call sign 'Bond' (after 007) and an expert drone pilot. Layla, call sign Saratsyn, a former IT worker with striking red dreadlocks, now commands a drone strike unit. Olga Yehorova - a keen sportswoman before the war - is an example of female sniper. She has been wounded twice, once catching shell splinters in her stomach ('the pain became unbearable' she remembered), and on a second occasion receiving a bloodied eye from a shell blast. Liudmyla Meniuk joined 24th Aidar Separate Assault Battalion in 2016 and eventually progressed from clerk, to chief sergeant of an assault company, to commander of an armoured service unit. Some have achieved fame: in November 2024 soldier Natalia Hrabarchuk downed a cruise missile with a MANPADs. Before the war she was a kindergarten teacher. This was her first launch. From left to right, and top to bottom: Sniper Olga Yehorova, theatre actress now drone pilot Tetyana Bondarenko, Commander of Armoured Service Unit Liudmyla Meniuk, and former IT worker today strike drone platoon commander Layla. Former kindergarten teacher Natalia Hrabarchuk downs a cruise missile with a MANPADs then falls to her knees with the realisation of what she has just achieved. Source: United 24 Media It is not all about the frontline. Servicewomen also serve in the GUR and SBU (Intelligence Directorate and Security Service) where they have been praised for their ...
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  • Israel's Victory Doctrine Achieves Indeterminant Outcomes
    On January 19, 2025, a ceasefire was agreed to after nearly 16 months of continuous combat in Gaza between Israel and Hamas. In short order, every side immediately began to claim victory, glory, or defeat. As predicted in 2021, Israel's victory operational concept led it down a path of two further indeterminate outcomes against Hamas and Hezbollah. Hamas initiated its genocidal total war on October 7, 2023 with a genuinely deluded sense of their own combat power, expecting Israel to collapse under the weight of a few thousand irregular fighters. Instead, the war soon turned into one of the most punishing urban conflicts of the 21st century, transforming Gaza into a ruin. The war would kill around 50,000 Palestinians, with 1,200 people killed, raped, and tortured in the initial Hamas attack, 251 hostages taken, and nearly 1,000 Israelis killed in ground combat. It would end with Hamas's governance and military capabilities, as well as the social bonds of Gaza, significantly degraded, even as the fighting continued. Acknowledging Owen's point that there is no official, singular, victory doctrine, the intended purpose of the mosaic of changes to Israeli strategic thought, often colloquially described as its 'victory doctrine', was to ensure victory into the future. This was to be achieved via, according to Eran Ortal, A "turn on the light and extinguish the fire" maneuver would be able to attack deep into enemy territory to conquer main nerve centers and inflict a decisive [military] defeat, while suppressing enemy rockets and missiles launched nearby toward Israeli forces and toward the home front. Having learned from the 2021 short war between Israel and Hamas, Israel had the benefit of additional years of capability purchases and training before October 7. While Gaza was the primary battlefield, it was ultimately used most powerfully against Hezbollah. The Cry for Total Victory It was not just the character of the attack by Hamas, the humiliation of the surprise, nor the savagery shown by Hamas on October 7, that drove the Israeli demand for victory. Over the past decades, Israel itself had become increasingly uncomfortable with the outcomes of the various wars, quick battles, and intifadas it had fought. Israeli society became more willing to unleash such destruction in the hope victory would be achieved finally. Symbiotically, Israeli Prime Minister Benjamin Netanyahu would utilize this shift and begin to call for "total victory" against Hamas. What this actually meant in practice was never really described beyond generalised demands for the destruction of Hamas and the return of the hostages, however. It was emblematic of the overall problem with contemporary Israeli strategic thought under Netanyahu: superior military action to defeat enemy military forces that distracted from larger political questions that undermine overall strategic effectiveness. However, others attempted to fill this vacuum. The most notable idea floated was by Einat Wilf, who suggested "the Palestinians of Gaza, either collectively and individually, surrender." Specifically, that the Palestinians accept the state of Israel, to settle in Gaza as citizens, and to accept the loss of the right of return. This was the closest anyone came to defining goals that meet the real test of victory, contra Owen's peculiar assertion that victory only occurs in the military realm. No Day After Plan Israel's victory operational concept focused on high-tech enabled fires, with ground forces to cordon off territory and search and destroy enemy forces within the buildings and underground bunkers in claustrophobic close quarters battle. But those units would soon leave, and operations were then carried out by units raiding from outside the Gaza border into urban areas, as well as special operations units to engage in small unit actions. The effect of this was to destroy Hamas' standing armed units when they could be found, and slowly fracture the bonds of Gaza as flee...
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  • Reworking the strategy of strategic communication
    "Achieving information dominance is an indispensable prerequisite of combat action." Editor's note: This style of article is also a move from our more traditional analytical articles. However, we valued the first person experience it offers and think it is of interest to our readers. The current Labour government is having a hard time of it from mainstream media and with the departure of Sue Gray as the Chief of Staff at Downing Street and a budget that already seems to be unpopular. Downing Street it is going to have to work hard to reverse what has been an unsteady number of weeks in the headlines. How can it do this and why? I have recently returned from Operation ORBITAL (the UK presence in Eastern Europe) as the media officer. During this time I was fortunate enough to work alongside Task Force Thunder in Grafenwoehr. I saw multiple elements of the NATO effort to support Ukraine from a J4, J7 and J9 perspective. Whether that be helicopter pilot training to medical serials, the state of the art facilities being used, or witnessing the biggest movement of kit and equipment across Europe since WW2. The effort from every nation and individual involved is staggering. But it seems that absolutely no one outside of military circles is aware of it. When on rest and relaxation I attended two weddings. When chatting to fellow guests I was often asked, 'Is there still a war going on?' Why has everyone forgotten about the conflict in the Ukraine? It would be very easy to blame the 24-hour news cycle and the constant demand for new stories and viewer fatigue for the war falling down the priority list in newsrooms. I would argue, however, that poor strategic communications has also diminished understanding and interest in the conflict. This opinion piece is focussing on strategic communications and not strategic command. Finding the equation When discussing the Labour Government Tony Blair's former spin doctor, Alastair Campbell, offered a solution in the New European. Campbell offered "strategic communications, which is the simultaneous development, execution and narration of the driving strategy of government." Campbell provides a solid definition of strategic communications and one we can work with, "create narratives, deliver narratives and sell the story." But how do we do it? A simple strategy model that I have used before is one developed by Arthur F. Lykke Jr who gives us the ends, ways, and means model. Many officers will be familiar with this 3-tier framework. The formula is simple: strategy = ends + ways + means. This gives us three simple questions to ask; What is the desired end-state? How can it be achieved? What resources are required? The strategic communications strategy for the war in Ukraine has a well-defined end state which is to ensure continued support form the UK public for the work being done by NATO and the UK Armed Forces. The strategic talking points and lines to take are comprehensively circulated and updated as needed. We have the ways in which we wish to do this, whether that be a certain number of views, shares or likes on social media posts, headlines or column inches in traditional print, content creation from interviews and documentary series (I highly recommend watching the INTERFLEX series on YoutTube that was created by BFBS) all underpinned by narratives we design. Where we come unstuck is the means. What resources are required to do this? I will offer a sports analogy to help explain this. What do all premier league football teams want to do? Win the league. I accept that small clubs merely wish to survive and some mid-table clubs just want to turn a profit. I am being reductive for simplicity. We have our end state: win the league. The ways are the styles of football a team or how the team coach wishes to play. Some teams want a high press and to counterattack: traditionally in England we have played a long ball attritional style with passes limited to between 6-8 from goalkeeper to a strong ...
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