22 minute read
LONG LOOK
At the beginning of April this year, I was fortunate enough to fly out to Canada as part of the ongoing exchange programme, LONG LOOK. The programme enables Service Personnel from Sergeant to Captain, to visit a unit of a partner nation, for up to three months.
Upon arrival in Canada, I along with a REME WO2 who was also joining Canadian Army Unit, 1 Service Battalion (1 Svc Bn), began the mandatory two-week COVID-19 isolation period and prepared for the upcoming exercise we were due to deploy on. Two weeks later and eager to get started, we deployed to Wainwright Training Area to begin a second 48-hour isolation period, while we awaited a negative COVID-19 test result, before joining our respective platoons.
Once out on the ground, the bulk of the force had already been out for two weeks and the exercise was in the AGILE RAM Part 1 phase. This was ring fenced for platoon level training and build up to the tactical exercise, Ex MAPLE RESOLVE. The units attending this year’s exercise would include: 1 Svc Bn, 1 Princess Patricia’s Canadian Light Infantry (PPCLI) with B Coy 1 RIFLES attached, 2 PPCLI, Lord Strathcona’s Horse (LDSH) and the Bde Recce. After a brief stint in the Coy HQ, understanding how COVID-19 had affected the lay down of forces and the exercise in general, it was time to join the Transport Platoon I would be with for the foreseeable future. Despite being from a Log Rv Tp, I joined the Transport Platoon as all the supply elements were in a separate bubble, acting as something akin to third line and the current Platoon Commander was fresh into the role. The platoon was to all intent and purposes the same as a typical transport troop in an RLC Squadron, but with far less lift available and a larger percentage split focused on fuel. During this phase of the exercise, we focused on the key skills such as night driving and the mechanics of setting up and running a distribution point (DP). I had multiple opportunities to go out on these serials, which were non-tac but providing real life support and was thoroughly impressed with the level of maturity and professionalism displayed by the junior Canadian soldiers. Being in an administrative posture for this phase of the exercise meant I was able to integrate with relative ease into a position in the Platoon HQ where I could offer input to the Pl Comd and absorb information from the SNCOs.
On 1 May 21, we entered the tactical force on force phase Ex MAPLE RESOLVE, which saw an intensifying of DP cycles along with me and roughly half the platoon pushing forward to set up a Commodity Point. We initially set the Commodity Point (CP) up to facilitate a swift transition of OPFOR in a tactical pause; but due to its success the Bde Comd requested that we use the same format again to sustain for a further 72hr period a day later. This was an interesting experience for me as the CP doesn’t have a direct comparison in British doctrine. Twelve days later, Ex MAPLE RESOLVE had passed by swiftly and we were soon back into an administrative posture in AGILE RAM Part 2, which saw me leave the Platoon and move to the supply element located to the rear of the BSA. The supply element, due to COVID-19 force health protection measures, was isolated within a bubble that was acting as a hybrid of 2nd and 3rd line; meaning it was not a typical window into the standard operating procedure, but it did outline some points of interest. It was immediately apparent that the footprint of CSS in the Bde space, was larger than that of the British equivalent, both in personnel and infrastructure. Another point of interest noted was that the burden on the Supply Specialists largely came from issues surrounding finance. This was rather alien to me; however, I quickly learnt that there is a far greater reliance in the field on LPOs rather than the supply chain and thus, Supply Specialists and especially the Supply Officers, are conversant in financial policy. It was also during this phase that I had the opportunity to first join the LDSH zeroing their Leopard 2 tanks and then 2 PPCLI doing the same in their LAV 6.0 fighting vehicles. It
Exchange Programme LONG LOOK – Canada
By Lt Tom Davies, 7 Regiment RLC
8 Canadian transport platoons have less lift capacity and a greater emphasis on fuel
was a particularly good day with 2 PPCLI as the CO showed us around his vehicle and we got to fire the 25-millimetre Bushmaster automatic cannon. Aside from being a welcome change, the day also provided an insight to what the CSS community in the UK will be supporting with the incoming Boxer fighting vehicle.
On 18 Jun 21, I departed Wainwright to embark on the next phase of my exchange back in CFB Edmonton. I was asked to deliver a series of briefs to Supply Coy, Maintenance Coy and Admin Coy. In return, I received briefs on how the Battalion was structured and how the individual companies were structured and their capabilities. It was here that I fully got to terms with the organisational differences between our two armies. After a couple of weeks in the garrison observing the different elements in the Battalion, I was granted a couple of weeks off and the opportunity to travel around the province and explore the Canadian Rockies. It was a fantastic week of travelling; one I won’t forget easily and a perfect way to round off the exchange.
Lessons learned Like many such experiences, the lessons one learns are a myriad and often it’s hard to identify them until after the fact. However, I have considered what I saw and learnt, and the following points seem to be the most pertinent.
From tactical standpoint, there are more similarities than differences to the way we and the Canadian Army operates. There were some points that diverged somewhat, that could be beneficial to us. One such point was the use of a Commodity Point or CP to distribute materiel to either single or multiple battle groups. The premise of the CP is to deploy to a location closer to the FLOT with enough materiel to sustain for two or three days, allowing the battle groups to cycle through as they require. Whilst this puts a static target closer to the FLET, if done correctly, it also allows for a rapid resupply to the fighting echelon, which in high intensity fighting provides significant benefits. Another tactic that was used, albeit due to force health protection measures, was dead dropping materiel for pick up when required by the battle group. This is something that worked very well and provides a tactically sound way of delivering sustainment in a modern battle space, where ISTAR assets are threat to the supply chain.
The level of detail and the use of doctrine was also a point where the two organisations differ at the tactical level. The use of doctrine is a double-edged sword, as it can be both incredibly useful but also restrictive. The British doctrine is very detailed, understood thoroughly and used frequently, but Canadian doctrine is not referenced as much at the tactical level. Whilst not being a perfect solution and the value of good doctrine being apparent, there is certainly more tolerance to taking risks where innovation is concerned. A more flexible and adaptable approach to tactical sustainment is likely to be required in future conflicts and it will be necessary to avoid rigidly following doctrine where other solutions are more viable.
Lastly, another area that I drew lessons from, was the overall structuring of a service Battalion. It is quite different to how we currently structure our equivalent regiments in British Army, but as composite CSS groups are being used more and more, it was a valuable case study. The idea of having a regiment that has REME and logistic assets under a single chain of command makes sense, as when we deploy it is expected that we work in conjunction or at least to some degree. However, it became very apparent that the way the integration occurs is paramount to the success of the endeavour. If a composite Coy or Sqn was to deploy it can place an onerous burden on planning, as you are dealing with effectively two roles in one ops room, with a relatively small team. This issue is further exacerbated if there isn’t representation of both logisticians and mechanical engineers in the Coy or Sqn Ops roles and the same issue can then be felt at the regimental level. It certainly has benefits, but for it to be worthwhile, it must be done with a good degree of thought and consideration.
Overall, LONG LOOK was a wonderful experience and one where I learned an awful lot. I would encourage anyone who has the opportunity to do something similar to take it, as close ties and understanding with partner nations is increasingly important, as even with close allies, such as Canada, there are significant differences in the way we operate and valuable lessons to be learnt.
8 Lt Davies spent 11 weeks with the
Canadian Army
By WO2 (SQMS) Steven Elliott
Head of Trade Driver Tank Transporter Operator
What a year and a half it’s been! I look back and wonder how we achieved everything under the restrictions of the COVID-19 pandemic. It was down to the professionalism and dedication of all of our Service Personnel across Defence, but especially within The RLC.
The initial lockdown saw the trade having to cancel all non-essential tasks and training, even Exercise DEFENDER 20 had to be cut short to recover personnel and equipment back to the UK for the first lockdown. We then had to implement the new measures to protect our people and enable us to continue delivering the only heavy lift capability to operations, exercises and UK admin taskings.
It’s been a busy period for 19 Tank Transporter Squadron firstly detaching soldiers on Operation RESCRIPT in response to the pandemic and then continuing with the day job. Operation RELOCK has been ongoing with the drawdown in Afghanistan and Exercise GAULISH DRAGON was the Sqn’s first test of deploying Heavy Equipment Transporters outside of the UK during the pandemic. This exercise provided heavy lift to the Royal Welsh in France, transporting the Warrior armoured fighting vehicles from their barracks in Tidworth.
HET Troop (Carmen’s Own) continues to support armoured battle groups deployed on Operation CABRIT. We have 14 Service Personnel and seven HETs on a rolling commitment enabling the essential Heavy Lift operations in Estonia. Recently (May - Jul 21), a handful of our soldiers had the privilege of deploying on Public Duties, this was a very proud moment in their careers and as ambassadors of the trade and they certainly took away long lasting memories from the experience.
What’s new? The White Fleet Light Equipment Transporter was introduced to bridge the current capability gap of the Modified Light Equipment Transporter (MLET) and its 19t restricted payload. These trucks have recently been upgraded to 500bhp Volvo FH12s allowing us to operate within the threshold of Special Type General Order (STGO) Category 1. Combined with the Broshuis 3 axle semi low loader trailer, they are an effective and reliable platform. This equipment is the best that the civilian sector currently has to offer and our soldiers are gaining valuable experience and knowledge that is transferable to the “green” equipment and their career progression.
Looking forward The trade will continue to support operations and exercises conducting Field Army taskings, including Operation CABRIT, Exercise IRON STORM 2 (moving The King’s Royal Hussars battle group to Castlemartin Ranges) and Exercise DEFENDER 22, as well as carrying out routine Regimental and Brigade CT exercises.
The MLET is undergoing a 68t upgrade to increase payload from 19t to 44t in preparation for transporting AJAX and bridging the medium lift capability gap. This will become known as the Medium Equipment Transporter (MET) and is due to be fielded later this year.
Photo: SSgt Wright 8 White Fleet Light Equipment Transporter
8 Op CABRIT - HET loading French
Leclerc Main Battle Tank
By WO1 Samuel Korankye
British Forces South Atlantic Islands (BFSAI), Mount Pleasant Complex (MPC) – Falkland Islands, is home to over one thousand British military personnel from the Royal Navy, Army and the Royal Air Force; all working together with a common mission - to deter any military aggression against the South Atlantic Overseas Territories in order to maintain UK sovereignty and assure the local population.
With a team of four fuel operations experts, the Petroleum Storage Depot (PSD) is operated by a SSgt (RLC Pet Op), Cpl (RAF Tactical Fuel Supply Specialist), LCpl (RLC Pet Op Lab Technician) and Pte (RLC Pet Op).
Apart from the safe storage, handling and management of hydro-carbon products, the PSD staff are responsible for the quality assurance and issuing of Aviation Turbine Fuel to refuel all aircrafts coming into and leaving the island, including but not limited to Air Tankers, Voyagers, A400s and Typhoon Jets.
Another spectacular capability of the PSD is its ability to receipt fuel products from an Ocean Tanker via a Single Point Mooring System. This highly critical operation usually led by the OC Fuels (RAF Flt Lt) and Pet Op SNCO draws in experts from various departments across MPC. This includes a team from the Royal Navy’s Maritime Spill Response Team.
Joining a professional body A new initiative was generated from the Professional Development Committee Working Group (Apr 20) for RLC Pet Ops to have the opportunity to gain affiliation and membership to the Energy Institute. This will see a formal mechanism for Pet Ops to subscribe to various levels of membership to be involved in and associated with the professional body at a discounted rate. This is now being pursued and funded by UKSTRATCOM (Def Log People) to initiate the appropriate level of membership across Defence fuels organisations to gain access to materials and be able to attend seminars and workshops at a reduced rate.
Petroleum Operators external placements An agreement has been made with all the stakeholders regarding the method of selection and duration for the selected persons who will spend time at World Fuel Services. An ABN is in circulation to provide the guidance and formal approach to notifying personnel of the opportunity to participate on an external placement or work experience package for RLC Petroleum Operators with the nominated company World Fuel Services.
Head of Trade Petroleum Operator
8 Petroleum Operators receiving fuel from
a ship in the Falklands
Bulk Fuel Installation aggregate training bunds It was identified back in 2018 that there were no Enhanced Storage
8 An aerial view of the STANTA Thorpe site
Module (ESM) bunds currently constructed on the UK estate, along with limited suitable Primary Bulk Fuel Installation (PBFI) bunds to enable the Joint Operational Fuel System (JOFS) to be operated and tested to its specified capability, ensuring both the equipment modular capabilities can be fully and functionally tested coupled with developing the skills of Defence fuels’ personnel. The Army Basing & Infrastructure and HQ Defence Training Estate’s Training Infrastructure Cell endorsed the project and agreed the funding alignment for the bunds to be delivered by our Industry Partners LANDMARC & DIO.
Three additional bunds have been built on the MOD/DTE for fuels personnel to utilities (currently five locations are available with a further two to be built). The locations are: DTE Longmoor, Hullavington Airfield, Albemarle Barracks, Kendrew Barracks, Cottesmore, SPTA (construction commence (TBC) and Barton Stacey Training area, STANTA Thorpe (TBC).
By WO1 (Cdr) SJ Lindsay
Movement Controllers, Movement Operators and all that I have the privilege to serve within the Movement Controller trade where do I start? Firstly, I hope that you and your families are well in the current climate and that COVID-19 has not had too much of an impact on your lives. This is my first article submission as Conductor and I am honoured to be the Command Movements Warrant Officer (CMWO) and the Head of Trade and Conductor for both Regular and Reserve Movers.
This role brings with it the responsibility of ensuring the needs of our soldiers and our trade are met and I promise you all, I will do everything in my power to ensure I carry out this duty, always putting you and our trade needs first.
General update We are still providing an excellent service to Defence with support to various different operations, Permanent Joint Overseas Bases, Short-Term Enabling Tasks (across various countries) and essential exercise activities. We have also provided support to the fight against COVID-19 with personnel having delivered Real-Life Support for the Isolation Facilities and the Joint Air Mounting Centre has reconfigured to facilitate a Clean Pathway for personnel deploying on operations. Moreover, we have supported the Department for International Development (DFiD) to deploy a Field Hospital to Africa.
Additionally, we have received great news for the trade with the authorisation from the Corps for us to wear our trade badge - more direction on this will follow. We have also had good news from the Joint Services Job Evaluation Team (JSJET) results which have stated that we can stay on the same pay scale.
Looking forward Trade training for regular and reserve courses is currently being reviewed and we are updating the content to ensure that we are able to offer personnel the right skill set for Class and Rank. Class 3 courses for both regulars and reserves are complete and we are now working on Class 2. We plan for the work on all trade courses to be completed by the end of 2021 and once all courses are endorsed through the Chain of Command, delivery will commence.
We plan to restructure all trade manning to ensure we provide the best capability we can to Defence activity. Work is already underway on the Divisions and Brigades’ structure and some of you will be requested to be part of the future working groups for the rest of the trade structure.
With the easing of COVID-19 restrictions, I look forward to getting out to visit you and I am also planning on holding a working group in Sep 21. I am keen to hear your ideas and views for the future of the trade, it’s a known fact that majority of the good ideas come from the bottom up!
Finally, thank you all for your continued support, knowing I have that makes the job a lot easier. I am proud to be your CMWO, HoT and Cdr and my door is always open for any concerns you may have, or even just for a cuppa and a chat.
Head of Trade Movement Controller
8 Conducting a MCCP (Movement Control Check Point) in support of overseas exercises
8 17 P&M Regt RLC personnel checking
equipment for sea movement
WO1 Michael Baxter
Firstly, allow me to introduce myself as the newly appointed Mariner Head of Trade (HoT) in what is my first Sustainer article to you all. The HoT role is one I never thought I could achieve all those years ago on the decks of the Ramped Craft Logistic, but here I am, excited for the challenge and looking forward to getting stuck in.
As a proud tradesman from a niche capability regiment, it is my priority to keep us current; not only with the right vessels and equipment, but also with our civilian counterparts and Continual Professional Development including currency, competency and quality assurance.
Our Mariners have been busy working on a number of tasks in the joint arena working with both the Navy and RAF. With the dominant task lines being aligned to the COVID-19 response continuing on from last year, one positive we can pull from the whole experience would be Exercise PALAEMON. We originally deployed two Combat Support Boats (CSB) to Cyprus in support of an Amphibious exercise for five weeks in Jan 20, however when COVID-19 took hold, they were held in place to provide contingency support to the Maritime flank of BFC as part of their own COVID-19 contingency and resilience planning (Operation BROADSHARE). Due to the Mariners’ invaluable efforts in supporting other tasks whilst there, the need for a persistent maritime presence was then identified which was the catalyst in forming an agreement between 104 Logistic Brigade and BFC.
The agreement, known as Exercise PALAEMON, sees us have
Head of Trade Mariner
an Army Work Boat, CSB and crew forward placed in Cyprus on four-month rotations providing a real time Tier 1 Marine Oil Spill Response for RAF Akrotiri with its fuel infrastructure and assistance the wider Sovereign Base Area. It also offers our Mariners the chance to deploy independently away from the parent unit in a fresh, idyllic setting with the chance to hone their trade skills and learn about the boats unhindered by regimental duty. To date, they have supported 11 visiting RN vessels with passenger and stores transfers, 15 ocean tanker fuel transfers and three major amphibious exercises.
Other headliners include Operation FORTIS; Defence’s success story showcasing the new Carrier Strike Group (CSG). We as Mariners have been playing our part by deploying a MEXE and crew in Gibraltar, making some weird and wonderful configurations to our modular craft to support the CSG’s unique and changing needs. The Exercise PALAEMON crew have also had sight of HMS Queen Elizabeth as she visited Limassol at the end of June, offered support to other elements of the CSG such as the 16 Air Assault Para drops on the Cyprus coastline and more notably, sharing the port with 47 Air Dispatch, offering them a drop zone in the water to hone their trade skills and make good use of the area afforded to them.
Other exercises have seen us deploying alongside the Littoral Strike Group in the Eastern Mediterranean, an exciting time for 3 Commando Brigade to showcase their new way of working which also allowed the Mariners a chance to try out the new Vahana Class. Thank you to all the Mariners for your hard work, flexibility and resilience over what has been a very challenging year. Things are now looking up and with diary filling up, we have lots to do. I look forward to getting out on the ground and meeting you all in the near future.
8 The Army Work Boat in action
8 Winching from the Combat Support Boat
By WO1 (SSM) Andy Corke
Firstly, I am enormously proud to be the new Head of Trade for RLC Drivers. To reach the pinnacle of your trade and to have the opportunity to champion and advocate for something that you have dedicated your whole career to is an immense honour and privilege, and one I don’t take lightly. I assumed the role in May 2021 from WO1 (Cdr) Neil Scott, who must be commended for his diligent, professional and unwavering leadership as your Head of Trade over the last 30 months.
The previous 18 months have been challenging and unprecedented, however the Driver trade has come to the forefront and helped in the collective efforts in support against the COVID-19 pandemic, through support to local Ambulance services (Op RESCRIPT) or support to training establishments, to keep the training pipelines clear for new soldiers. Hopefully the coming months will see a return to normality and the opportunity for the trade to keep flourishing and leading from the front.
At the moment, the trade is
Command Master Driver
currently going through its job evaluation with the Joint Services Job Evaluation Team. This informs part of an ongoing Tri-Service programme of job evaluation work to inform Pay 26. This has required input from across all soldier ranks and from regiments across the Corps, showcasing how diverse, professional and skilled the Driver trade is. This will cumulate in a physical demonstration/presentation to the OF-5 judging panel in the new year, which may involve you.
Looking to the future, there are some exciting initiatives currently being trialled across the Field Army. There is a planned digitisation of the FMT 600 driving permit (pink card) and the FMT 601 driver training record folder, known as MyDRIVE. This will enable MOD drivers to access their driving data via personal electronic devices through the Defence Gateway, creating a Defence Driver Profile. The administrative Hub App, known as CAMPBELL will manage MyDRIVE in aspects such as: driver discipline, vehicle competencies allocation and resource management. This is a significant step forward in how we will operate and will only streamline and enhance the way we do business. Representing The RLC in this trial is 3 Regt RLC and 27 Regt RLC.
Further exciting opportunities for the trade include the Enterprise Approach, which will see the placement of a small number of RLC junior soldiers within the Driver trade group working with civilian industry partners. They will upskill with commercial driving expertise through a bespoke training and licensing programme and industry placement. The drivers will undergo a programme of familiarisation training to civilian articulated vehicles and accreditation to ensure they meet the legal requirements for commercial driving and prepare them to undertake their placement.
Finally, I’m looking forward to visiting as many units (regular and reserve) as possible in the coming months. Please, I challenge you all, if you have any questions, concerns or ideas that will benefit or enhance our trade group, I urge you to make contact with your Brigade Master Driver and use your voice. Stay safe and keep up the great work you are doing.
8 158 Regt RLC training with MAN SV 6t
vehicles on Ex HALBERD SPIRIT
8 Pte Finch on her B3 Driver’s Course
