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geopolitics VOL II, ISSUE XII, MAY 2012 n `100

DEFENCE

MARKET

BLUES Arms procuring system needs fine-tuning for timely and reliable delivery

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DIPLOMACY

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SECURITY

TEAMING UP WITH INDIA ON DEFENCE AND SECURITY For decades now, Saab has been supporting India’s security goals as an active partner. Saab is a global, independent defence and security company and our longterm commitment to India includes R&D investments, customised solutions for the armed forces and extensive offset programmes. Today, we are reinforcing our operations, teaming up with Indian companies in order to support India as an emerging leader with global responsibilities.

This year, Saab celebrates 75 years of pushing the boundaries of technology. We have made a long-term commitment to India’s national security goals as a partner in developing an indigenous, self-sustaining defence industry of global dimensions. Saab’s product offering to India includes cutting-edge technology for fighter aircraft, aeronautics, civil security, electronic warfare self-protection, as well as land and naval defence systems. www.saabgroup.com/india

COVER STORY (P48)

MODERNISATION It is high time that the modernisation plans of the Indian Armed forces break free from the shackles of corruption and bureaucratic procrastination.

HEMANT RAWAT

WOES

SPOTLIGHT (P66 )

CRPF

DRDO

PANORAMA (P8)

STUPENDOUS FEAT

RESTIVE ODISHA

The successful test flight of the Agni V missile has propelled India into an exclusive league

The recent spate of kidnappings in the state is evidence of the real capabilities of the Naxals

DEFEXPO ASSESSMENT

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With opportunities, solutions, and announcements galore, we take a close look at Defexpo 2012 and what it holds for the Indian defence requirements.

Also, country reports on major partners: Russia, France, Israel and the US.

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HEMANT RAWAT

HEMANT RAWAT

(P15)

May 2012

DEFEXPO INTERVIEWS (P16) On General Dynamics’ JVs with Indian companies

On L&T’s plans to diversify into areas of defence solutions

MV KOTWAL

WAYNE BECK

About Bharat Forge’s expansion in defence sector

AMIT KALYANI

On Northrop Gruman offering India the E2D

TOM C TRUDELL

On Sig Sauer's plans to expand operations

On Cobham’s foray into India

LEE GRIFFITH

RICHARD BROWN

SPECIAL REPORT (P10) CHINK IN THE ARMOUR As it develops a ballistic missile shield, India needs to work out a credible defence against cruise missiles as well.

NAVY.MIL

DIPLOMACY (80)

STRATEGIC PARTNERSHIP

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INDIA AND JAPAN NEED TO TAKE THEIR

Editor-in-Chief

K SRINIVASAN Editor

Managing Editor

PRAKASH NANDA

GEOPOLITICS

Consulting Editor

SAURAV JHA

Assistant Editor

JUSTIN C MURIK

Senior Designer

RUCHI SINHA

Director (Corporate Affairs)

RAJIV SINGH

Designer

MOHIT KANSAL

TIRTHANKAR GHOSH Senior Correspondent

ROHIT SRIVASTAVA Photo Editor

H C TIWARI

Director (Marketing)

RAKESH GERA

ENSURE THAT THIS IS A TRULY ‘ASIAN CENTURY’

Copy Editor

ASHOK KUMAR Staff Photographer

HEMANT RAWAT

Sr Manager (Sales & Marketing)

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Conceptualised and designed by Newsline Publications Pvt. Ltd., from D-11 Basement, Nizamuddin (East), New Delhi -110 013, Tel: +91-11-41033381-82 for NEWSEYE MEDIA PVT. LTD. All information in GEOPOLITICS is derived from sources we consider reliable. It is passed on to our readers without any responsibility on our part. Opinions/views expressed by third parties in abstract or in interviews are not necessarily shared by us. Material appearing in the magazine cannot be reproduced in whole or in part(s) without prior permission. The publisher assumes no responsibility for material lost or damaged in transit. The publisher reserves the right to refuse, withdraw or otherwise deal with all advertisements without explanation. All advertisements must comply with the Indian Advertisements Code. The publisher will not be liable for any loss caused by any delay in publication, error or failure of advertisement to appear.

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RELATIONSHIP TO THE NEXT LEVEL TO

VOL II, ISSUE XII, MAY 2012 `100

DEFENCE

DIPLOMACY

SECURITY

Cover Design: Ruchi Sinha

MARKET

BLUES

Photo: H C Tiwari, Hemant Rawat

Arms procuring system needs fine-tuning for timely and reliable delivery

The total number of pages in this issue is 92 with cover

May 2012

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GEOPOLITICS

LETTERS

LETTERS TO EDITOR

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s a regular reader of your magazine and having seen it mature for almost a year, I must convey PLUGGING S? LE LOOPHO my thoughts.

The magazine is slowly gaining its own niche. The equal space for the defence, internal security, diplomacy and business is the right approach, which only your magazine does. The equal weightage given to all sections shows that in your view all have equal significance.

I agree with you on this.

Your article and stories are exhaustive but not intense. I feel that your articles should have depth on a particular topic, more information on a small area rather than an umbrella approach. Strategic approach and analysis is available even in newspaper but being a niche magazine, your approach, in my humble view, should be to give deep knowledge with a lot of new information.

I would like to see more of operational and technical stories. I would like to see some articles on what is happening in the Ministry of External Affairs (MEA) on some of the strategic challenges being faced by India. No defence magazine in the country does stories on what might happen.

The market is inundated with analytical pieces on the well-covered news.

Why not do a long war Journal in India? I guess the time for such publication has come. Why not let Geopolitics break new grounds?

Regards

our cover story of March issue on the Coast Guard (A Coastal Welcome to Terrorists) was intense and exhaustive. It was the most extensive story that one has read on the Indian Coast Guard (ICG). It covers everything that one would like to know. But the details of the ongoing modernisation programme of ICG should have been given more space.

The efficiency of any force is directly related to training and details of new training methods would give us an insight.

The detail of the National Maritime Domain Awareness programme (Safeguarding the Seas) was very educating. I am sure many would not have read about it earlier. The diagram and pictures simplified this very esoteric subject for a lay person like me.

Of late, I find that your magazine has been covering the Maoist threat regularly.

In March there was more than one Maoist-related article (The Surrender Saga, Odisha: A Potent Threat, Nepal’s Maoists-Rumblings from Within) which I feel should be followed by other publications also. But the lack of operational articles on Maoists is something that you should look at.

Thanking you

Keshav Giani Dehradun

Eklavya Bhanot Delhi

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would like to first congratulate you for the good work that you are doing. Your Defexpo Special (Geoploitics, April 2012) was a deviation from the other magazines. In fact, it was an innovative edition. The issue, which could be called a ready reference on the Indian military procurement programme, will be a good help for anybody who wishes to check out ongoing programmes. The series of interviews in the magazine gave us an insight into the minds of the business leaders and how they perceive the Defexpo and Indian industry.

The cover of the edition was one of the best I have seen for long time. The picture says it all. What an irony? Indian soldiers are made to practice with the world’s most advanced armies without similar equipment. It must be breeding an inferiority complex. The picture proves that. Does anyone in the Ministry take a note of it?

Regards Sudarshan Singh Ghaziabad All correspondence may be addressed to: Editor, Geopolitics, D-11 Basement, Nizamuddin (East), New Delhi-110013.

OR mail to geopolitics@newsline.in.

May 2012

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WEIGHT

50

TONNES ————— PAYLOAD

GEOPOLITICS

1,500

PANORAMA

KG

3

“

TOP SHOW

The successful Agni 5 test launch represents another milestone in our quest to add to the credibility of our security preparedness and to continuously explore the frontiers of science.”

— Manmohan Singh

AGNI

2 ¢ Agni-V is deterrent against China for the simple reason that it can hit any target of China from any part of India.

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KEY SPECIFICATIONS n Length n Diameter n Weight n Range

PHOTOS: DPR/MOD

n Payload n Warhead n Propulsion n Launch n Platform

SELECT

RUSSIA

US

17 metres 2 metres 50 tonnes 5,000 km 1.1 tonne Nuclear Three-stage solid Road and rail mobile

¢ The missile covered the predetermined distance in 20 minutes during the course of the test, before reaching the target within few metres of accuracy in the southern Indian Ocean. ¢ Agni-V will be inducted into the armed forces after two or three more flight trials over the next two years.

CHINA

FRANCE

ICBM 10,500 km 12,000 km 13,000 km 8,000 km

MEMBERS

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range of its RS-24 missile, launchable from Silo

range of its Trident-D5 missile, submarine launchable

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range of its DF-5A missile, mobile platform launch

range of its RS-24 missile, submarine launchable

May 2012

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HOW THEY STACK UP China and Pakistan, India’s two main adversaries, own an arsenal of powerful ballistic missiles, Here’s a comparison

PANORAMA The 5,000 km-range ¢ nuclear-capable missile — developed by the

¢ INDIA’S AGNI MISSILES Missile n Agni-I

“

Great moment for India and its scientific community” — A K Antony, Defence Minister

n Agni-II n Agni-III n Agni-IV n Agni-V

Range (km) 700 2,500 3,000 3,500 5,000

Payload* (kg) 1,000 1,000 1,500 700 1,500

PIB

Defence Research & Development Organisation over three years — took off from Wheeler Island off the Odisha coast at 8.07am on April 19, 2012

AGNI-IV

¢ CHINA’S BALLISTIC MISSILES

APPROXIMATE

n DF-31A n DF-31 n DF-5A

DF-5A

¢ PAKISTAN’S BALLISTIC MISSILES Missile

Range (km) Payload* (kg)

n Ghaznavi

320

1,000

n Shaheen-1

735

1,000

n Ghauri

950

1,000

n Shaheen-2

over 2,000

1,000

GHAURI

* A 1,000kg payload means missile can carry a nuclear warhead

RANGE

Agni-V

n DF-4A

DEFENCETALK.COM

AGNI-V, THE LATEST AND THE BEST, IS A PAT ON THE BACK FOR DRDO. IT PUTS INDIA IN A SELECT CLUB OF MISSILE MEMBERS.

n DF-21

Range (km) Payload* (kg) 2,800 2,000 3,000 700 5,000 2,000 7,000 1,800 over 10,000 1,000 over 13,000 3,200

AUSAIRPOWER.NET

MAGIC

Missile n DF-3A

5,000 km Agni-III

3,500 km

The canister-launch system will provide huge road mobility and give the armed forces a far greater operational flexibility than the earlier generation of Agni missiles.

±

INDIA

Agni-II

2,000 km

PAYLOAD At some point in time, the Agni V will have the capacity of carrying MIRV (multiple independently targetable re-entry vehicles) warheads. What this means is that an MIRV payload on a missile is a single payload with several nuclear warheads — each of which can be programmed to hit different targets.

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May 2012

GRAPHIC: RUCHI SINHA

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MOBILITY

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GEOPOLITICS

SPECIALFEATURE

IMPERATIVES OF CRUISE MISSILE DEFENCE SMART WEAPONS: After its launch modern cruise missiles can loiter over the target area and then explode on the most important opportune target

RAYTHEON

Along with the indigenous Ballistic Missile Defence shield, India also needs a cruise missile defence strategy, argues SITAKANTA MISHRA

S

TARTING FROM Operation Crossbow (1944) till Operation Iraqi Freedom (2003), the use of cruise missiles has exceeded that of ballistic missiles by over three to one. (The number of cruise missiles used is around 19,465 while the number of ballistic missiles used during the same period is around 5,875.)

Today, around 130 types of cruise missiles are available in 75 countries. This gives the impression that cruise missiles are likely to revolutionise modern warfare, especially at the pace at which they are spreading and the speed with

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which this technology is evolving. Surprisingly, threats from ballistic missile proliferation, and the imperatives of Ballistic Missile Defence (BMD) have been emphasised often, while what is unavailable is a well-defined conception of the threat posed by the proliferation of cruise missiles and a credible defence strategy against them.

During the 2003 Iraq war, though the Patriot missile defences successfully intercepted all nine ballistic missiles fired by Iraqi forces, they failed to detect any of the five primitive cruise missiles employed by Iraq. Instead, the

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Patriot system was involved in three friendly fire incidents resulting in the downing of two allied warplanes and the deaths of one American and two British pilots. It was realised that intercepting lower altitude, slower-flying cruise missiles remained a pressing challenge even for the United States.

The dynamics of the technological evolution of cruise missiles imply that this weapon system is becoming more intelligent. Most of the advancements that have taken place in the enabling technologies for operational effectiveness of the cruise missile are related to May 2012

g SPECIALFEATURE its navigation and guidance, propulsion or engine technology, warhead and the design or the airframe.

Over the years, innovations in all these fields have phenomenally improved the efficiency of cruise missiles. Since 1980s, the Global Positioning System (GPS) has been an integral part of missiles that addresses the operational side effects of all other technology. Incorporation of low-observable (stealth) technologies and use of ‘composite’ materials provided reduced weight while increasing the thrust. The constituent materials, composite structure, insulation materials, the shape of the device and its stealth capability have been constantly improving to achieve the real purpose of the cruise missiles. These innovations have gradually infused some sort of decision-making power in the machine.

However, all these innovations are not taking place in vacuum. In fact, the shape of the battlefield has undergone surprising alternations. Today’s war fighting necessitates targeting of an individual, a bunker or a building and thereby the selection of weapons for a single-shot kill is more pronounced.

While cruise missiles have been used by developed nations more conveniently as big sticks, developing countries find this weapon as the poor man’s air force.

According to a study, “With $50 million one could buy one or two advanced tactical fighters or 15 ballistic missiles with three launchers, or 100 off-the-shelf, ready to fire cruise missiles.” According to the American military’s FY 99 Air and Missile Defence Master Plan, given equal funding, any nation could buy 40 off-the-shelf cruise missiles within the cost price of 1-2 fixed-wing fighters. In fact, the accuracy, long-range and lethality of advanced cruise missiles have attracted the developed nations to pile up their inventory; at the same time owing to its cost-effectiveness, developing nations have been increasingly interested in the technology. In every part of the world, cruise missile technology is spreading like a contagion.

The current trend in the demand for cruise missile seems to be moving from ASCMs (Anti-ship Cruise Missile) towards LACMs (Land-attack Cruise Missiles). During the Cold War and until 1998, only France, Russia and the US www.geopolitics.in

possessed operational LACMs but none had exported them. By the end of 2010, at least nine countries were able to produce LACMs. At present, there are six LACM-producing countries offering them for export: China, Russia, France, UK, South Africa and Pakistan. The supply-side of the missile spread is driven by both strategic and financial motives, while the demand side of the spread follows four paths: acquisition from a

A CREDIBLE DEFENCE STRATEGY AGAINST CRUISE MISSILES IS THE NEED OF THE HOUR

Evolution of cruise missiles  Cruise missile systems are becoming more intelligent.  Incorporation of low-observable (stealth) technologies and use of ‘composite’ materials provided reduced weight while increasing thrust.  The composing materials, the composite structure, the insulation materials, the shape of the device and its stealth capability have constantly been evolving.  The discernible trend in the evolution of cruise missile technology seems to be moving from aid to autonomy.  Since 1980s, the Global Positioning System (GPS) has been an integral part of missiles that addresses the operational side effects of all other technology.  The current trend in the demand for cruise missile seems to be moving from Anti-ship Cruise Missile towards Land-attack Cruise Missiles.

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producer legally or illegally; indigenous development; modification of existing stocks of ASCMs or UAVs; and development through joint ventures.

With concerns about the lack of integrated defence against cruise missiles, the US Congress has reportedly mandated in the fiscal 2008 defence spending bill for the development of domestic cruise missile defence capabilities, their deployment and integration into the ballistic missile defence system.

This indicates that the attention is turning towards cruise missile defence.

However, the greatest challenge is the detection and tracking of the low flying stealthy cruise missiles early enough to engage them before they reach their targets. Their manoeuvrability, the flight paths and small radar cross section (RCS) make their detection a challenging task. The groundbased radars have gaps in their field of coverage that allow cruise missiles to exploit the curvature of the Earth.

Given the strategic value of cruise missiles and difficulty in intercepting them, there are four combined approaches for defence against cruise missile threats, experts say. These are: (1) non-proliferation regime, (2) preemption, (3) passive defence, and (4) active defence.

Though preventing the spread of cruise missile through various non-proliferation regimes has obvious benefits, in reality, the multilateral arms control process has not been able to preclude their spread.

The option of pre-emptive attack involves launching air and ground strikes against launchers, storage facilities, military bases, roads and railways. However, there is no guarantee that air, ground, surface and subsurface attacks will locate and destroy all the launchers.

The third option of passive defence involves attack-avoidance strategies like bunkering, deep burial, dispersal, concealment or keeping valuable assets far behind front lines. This would certainly minimise the damage to critical assets and may increase the probability of their survival but cannot prevent the attacks themselves.

Therefore, the only strategy that can effectively neutralise cruise missile threat would be an active defence system that can detect and destroy cruise missiles before they reach their intendMay 2012

g ed targets. A cruise missile defence in an active form requires a system which will intercept and track incoming threats and also be able to physically destroy them. But now, there is a preference for a defence system that has four basic elements: (a) the capability to detect and then track a cruise missile soon after it is launched; (b) interceptors to destroy the attacking cruise missile; (c) a battle management and communications network that coordinates the first two elements and allows for seamless real-time engagements; (these three together called the “kill chain”) and (d) the ability to effectively predict and manage the consequences of cruise missile attack.

Traditionally, the detection function was bestowed on ground-based radars.

As cruise missiles present small RCSs during head-on interception and they can manipulate the gaps existing between radars field of coverage, an over-the-horizon (OTH) detection and tracking capability is warranted. Satellites may have difficulties in detecting tiny cruise missiles through dense cloud cover.

Though capable of performing this function effectively, the Airborne Warning and Control System (AWACS) would be too costly to be kept airborne 24/7 in a surveillance mode.

Therefore, the optimal sensor platform will be air-based, elevated sensors with look-down, ground-clutter-filtering radar augmented by imaging infrared sensors, mounted on an aerial platform. The Joint Land Attack Cruise Missile Defence Elevated Netted Sensor ( JLENS) of US military, though having limitations, has been proved to be a longer-term option for stationary airborne sensor mission. Also, the US Navy’s Aegis radar-equipped warships, the US Air Force E-10 Multi-sensor Command and Control Aircraft (MC2A) and the High Altitude Airship (HAA) have a major role to play in cruise missile defence.

The second important component of an Active Cruise Missile Defence (ACMD) is interception, leading to shooting it down physically. Combat aircraft and ship-borne defence sysINADEQUATE DEFENCE: Traditional Anti-Ballistic Missile systems cannot successfully handle the threat posed by cruise missiles

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DRDO

SPECIALFEATURE

INTERCEPTING LOWER ALTITUDE, SLOWER-FLYING CRUISE MISSILES REMAINS A PRESSING CHALLENGE

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tems are two principal options. While front-line combat aircraft are profoundly capable for this function, they are not optimal resources on which a continuous and cost-effective defence system can be built. Combat Air Patrols (CAPs) can provide defence only during times of high threat but not on a permanent and sustained basis as they are expensive to operate and maintain and also have very limited on-station endurance. On the other hand, the naval surface warships can provide more persistent area defence than the combat aircrafts. The third option is a ground-based air-defence based on always-on-station sensors and interceptors missiles. For this purpose, USA plans to use the PAC-3 missiles, which are generally used for terminal area defence against ballistic missiles.

The third and the most important component of ACMD is the battle management and command and control system which involve an information grid connecting all the sensors and interceptors with the command structures to transmit required real-time data. This helps expedite the decisionmaking process. In fact, in the era of net-centric warfare, this system is the brains-and-nervous-system to integrate myriad of weapons and sensors to create an efficient fighting system with situational awareness to maximise the use of limited combat resources. First developed by the US military during the Cold War, the Link-16 with realtime target-data-sharing capability for AWACS, E-2 and fighter aircraft do not seem to have much use today. Currently, the USA is using the Missile Defense Agency (MDA)’s Command, Control Battle Management and Communication (C2BMC) network. Also the US Navy’s Cooperative Engagement Capability (CEC) has potential for such an assignment.

ACMD for India Reportedly, under the Phase-1 deployment, the National Capital Region of India will come under the BMD cover.

The entire gamut of operations will be linked to the Integrated Defence Staff (IDS) in Delhi. Though specifics have not been finalised, it is assumed that in the second phase, cities like Mumbai, Bangalore and Kolkata could find a place in India’s indigenous BMD shield.

May 2012

g SPECIALFEATURE

SKOPP/WIKIPEDIA

SCAN AND SLAM: The Taurus KEPD 350 smart penetrator system can recognise destroyed structures and count floor levels of the buildings it attacks.

This is a milestone in India’s security and technological prowess, but certainly not the ultimate defence shield that contemporary India warrants.

A cursory look at the missile capability build-up by countries in India’s vicinity would suggest that though the threat of ballistic missiles remains an important factor, the rapidly increasing cruise missile inventory, mainly by China and Pakistan, demands India pay more attention to its missile defence strategy.

During 2004-2009, Beijing tested various cruise missiles around 32 times, including the DH-10 series. In terms of deployment, it has 1,000 ballistic and cruise missiles positioned to strike Taiwan, of which over 100 cruise missiles are presently deployed, according to the Taiwanese Defence Ministry. China has also exported cruise missiles to various countries in East Asia, South Asia and Middle East. Pakistan, on the other hand, has allegedly purchased a number of fully assembled and functional No Dong missiles from North Korea in 2002.

Also, it is speculated that the Babur cruise missile is based on the BGM-109 Tomahawk. Pakistan’s new LACM Raad, tested in August 2007, has surprised all.

Also the Sino-Pakistan missile and nuclear nexus is well-known. To that extent, around eleven countries in Asia www.geopolitics.in

have active cruise missile programmes.

Moreover, the increasing incidents of ocean piracy around India raise the fear of cruise missile attack from the sea.

Enemies can hide cruise missiles in a

TODAY’S WAR FIGHTING NECESSITATES TARGETING OF AN INDIVIDUAL, A BUNKER OR A BUILDING commercial cargo vessel and fire it while sailing near Indian coasts.

Therefore, along with the indigenous BMD shield, a cruise missile defence strategy would be prudent for India to introspect on. Many experts express that India’s ACMD would consists of an early warning system composed of an array of ground-based, 2 dimensional tracking, Missile Technology Demonstration(MTD) and Constant False Alarm Rate( CFAR) processing, integral IFF (Identifying Friend or Foe) mobile surveillance radars of the INDRA-I and

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II series. India has reportedly procured the Israeli EL/M-2083 Aerostat radars of which two are deployed in the Rann of Kutch and Punjab. According to some experts, India will need more than two dozen aerostat radars to provide threedimensional low-altitude coverage for the land border alone.

Various media reports on Indian defence forces pronouncements also bring home the impression that Indian authorities are aware of the cruise missile threat and are in the process of articulating a viable ACMD for India in the years to come.

For example, Indian Air Force announced in December 2008 that it would be deploying 3 Israeli-made aerostats around Delhi in response to an intelligence alert of a threat from low-flying aircraft. The ‘Eye in the Sky’ project between the Centre for Airborne Systems and Brazil’s Embraer, the procurement of 18 systems of the SPYDER (surface-to-air Python 5 and Derby) Air Defence missile systems, the deal for C2-networked Phalcon AWACs, etc. indicates that India is concerned about threats from low-flying missiles and the defence against them.

(The author is a Research Fellow at the Centre for Air Power Studies, New Delhi) May 2012

Special Section

Top Show Pipavav CEO Nikhil Gandhi in deep discussion. He was gung-ho about the prospects of the private sector in defence

26 >> LAND, NAVAL & INTERNAL SECURITY SYSTEMS EXHIBITION

defexpo

India

Heavy Traffic Vernon Noronha, Head, Defence Business, on Tata Motors’ ability to deliver Project FICV

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Interviews 16 z Joint Ventures 26 z Reports 34

HEMANT RAWAT

RUSSIAN MUSCLE: The Russian presence at Defexpo-2012 was characterised by an impressive T-90S

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Glimpses from Defexpo 2012

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GEOPOLITICS

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Defexpo 2012 signalled that India’s private sector was here to stay. It also signalled that MoUs and JVs would be the order of the day. ROHIT SRIVASTAVA and JUSTIN C MURIK report on the show and interview the participants

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EFENCE EXPO 2012 is over. In its seventh edition, the four-day exposition was much more than an exhibition.

Though events preceding the show raised concerns over its success, business has its own way of emerging from the political conundrum. This time, the DefExpo was under the scanner even before it started. There was confusion over the organisers (Would it be CII who have organised past expos or would it be FICCI? In the May 2012

defexpo I

N

D

I

A

L A N D ,

N A V A L

“

We are committed to the defence needs of India...”

AMIT KALYANI, Executive Director of Bharat Forge spoke about his firm’s foray into defence. Some excerpts

W

HC TIWARI

As a company, we do e are an engineering things in our own way. We conglomerate with will respond to the RFP for five verticals, and towed gun. We have decided defence is one of our partner for the APU them. Our company has been involved in the defence (Auxiliary Power Unit) of the business for around 30 years gun and we will invest Rs 100 crore for development of the but the revenue generation gun. We will also require from Army supplies is another facility to manufacaround 200 crore which is ture NATO-grade 155/52-calpeanuts for the $2 billion ibre ammunition. So far, the group. The company has invested Rs 100 crores for the response from the Forces has been very supportive. We development of the 155/52 gun. The group’s focus on the hope the gun, which we are developing, will fulfill all the defence sector is on the artillery, ammunition, special requirements of the Army.

We want the artillery gun vehicle and futuristic prodprogramme to be declared ucts. We have a very high ‘Make India’. We would like degree of pedigree in our to market the gun across the products and partners. Our world but our heart is area of focus is land INTERVIEW in India. There was a system and artillery. time when the western We are aiming to companies were not even make 155mm 52 caliber towed gun in Pune. The tech- willing to give us an appointment to meet but now the nology has been developed within the company with the times have changed. Today representatives of many such help of experts from east countries are making a beeEuropean countries. Techline to partner with us. nology is with people not We made the engine disc with the company. If you for Kaveri engine seven years bring right people, you can develop any technology. The back. Unfortunately, an environment supportive of the gun is expected to be ready private industry still does not for trials in two years time.

We need facilities to exist. We have around 60 test our gun. We people with 25-30 years of have supplied to work experience in high the government technology and we hope in the past having our talent and track been involved in record will be worththe production of while in serving the the gun barrel for armed forces in 155mm 39 the comcaliber ing gun and years.

T-72 gun barrel.

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event it turned out to be FICCI finally), and dates (the Defence Ministry did the unthinkable of changing the dates. It’s a measure of our purchase list that global participants fumed but kept quiet. Minister A K Anthony made amends by announcing the dates for the next event in his opening remarks at the Expo!) and delays. Many of the defence majors did not participate as elaborately as they did in the last edition and this had its impact. This was not something that the defence industry expected. It was unlike the last edition where the companies were overzealous in their preparation and the pre-event bashes were organised much

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in advance.

There was an atmosphere of hope and opportunity. But in this edition no one was clear about what they would be doing at the Expo. The industry cannot be blamed for this drift, shell-shocked as they were thanks to the ‘dogfight’ between the Ministry and the Army. In the last edition of the DefExpo in 2010 — Indian and global firms saw a potential goldmine in the opportunities thrown up in the Indian army modernisation programme.

And just a year earlier they were delighted in the success of AeroIndia 2009. After two decades of neglect, the army chock-a-block with legacy sys-

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We have very highquality reliable products” Rockwell Collins’ CLAYTON E BROWN on how the firm is going to enhance its India presence

At the DefExpo We want to educate (and make) the Indian public aware of some of the key things that we do at Rockwell Collins - in particular net-centric operations, network and support for net-centric operations. So the core competency for us is communications from day one. The company started in the 1920s. We have always had both a government and a commercial focus. Of course you don’t see our commercial side, but that is a good 50 per cent of all what we do and practice. And what is unique for us in terms of our valueadded position versus many of our competitors is that because we have commercial flavour as well, we cross-leverage. Personally, in our industry, we are easily in the top handful of companies in terms of Research and Development expenditure.

Rockwell Collins is very well known in aircraft. We have,

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over time, moved up into the business jets, the regional jet.

We have a reputation of being a very high-quality reliable product. It’s also not the cheapest. It is a difficult balancing act. But it’s also perhaps our strength. Financially it helps us have a split 50-50 roughly, but it also gives us the ability to stay right on top of the latest technology. We lead in our market space, in terms of some of the thrusts. An example would be synthetic vision for aircraft. We have been a leader in that field and have been doing things related to very advanced technologies for the commercial air transport market in synthetic vision. And another example of course, if you have synthetic vision, you have to have the ability to display that. So we have very advanced displays.

We also have very advanced Heads-up Displays and the technology we have over here is related - is an example of

May 2012

tems was desperate for upgrades and replacements.

Numerous programmes like the T-72 tank upgrade, armoured vehicles, etc. drew scores of firms towards the last Defexpo.

Projecting an optimistic view of India’s economic growth, the Defence Minister stated, “With the projected growth of the Indian economy expected at a trajectory of eight-10 per cent for the next two decades, expenditure on defence in absolute terms is bound to increase.”

Speaking later at a DefExpo seminar, the MoD’s pointsman for procurement, Director General (Acquisitions) Vivek Rae

put a figure to the spending growth. Rae said, “You will see a growth in defence modernisation budgets of about 13-14 per cent per year, which means that the budget would double every five-six years.” The figures will leave any manufacturer salivating! The capital allocation in the defence budget `2012-13 is `79,578 crore (US $15 billion).

The opportunities have not changed much as none of the programmes have been awarded till now, but the emergence of Indian firms, from the background in last expo to the forefront, with the confidence to give global leaders a run for their money, was what could

how we have leveraged some of the commercial technologies, the military technology and what ends up happening of course is that we can provide a product that is extremely capable.

which gives you the responsithe other cases, in all of the bility of modifying software other things we think about in communication, whether it be without completely rewriting and retesting - ‘spaghetti code’ a vehicle or a ‘manpack’, we is what we call it. Which everyhave a joint venture with, a one is now following. We have joint agreement with General Dynamics and their ‘man pack’ taken modularity from a hardware perspective as well as a software-defined radio, it’s a software perspective. The softjoint activity for us. But then ware itself, you have the base we have full software-defined layer of software that is the radios which are mounted on vehicles and armoured vehicles foundation code where you have some sort of interface laywith single channel, multi er and then you have software channel versions of that with packages in essence. We also very sophisticated encryption on the set. Then we have Fixed have a two-toned software defined radio, an airborne Site radios that are used for air transport INTERVIEW radio. And then we have high frequency radios and control, like a 721S. very high frequency radios-and We have a newer modular version of that. It is a modular so we have a complete gamut. radio, also a software-defined radio called SMART Blade. Our On products for India Our Net-centric operations airborne communications are the major thrust for the systems are also modularIndian armed forces. So we almost everything that we have done has been mod- are trying to get some visibility with the Indian MoD (Minular, both from a hardware perspective, as well istry of Defence) in that as a software perspective. regard. There are several onWe are one of the pioneers going programmes here in India that we have expressed of the concept of interest in. And we know there modular open systems archi- are follow-on programs. The tecture. Open DMS would be an example of a follow-on program. And of systems course we are interested architecture, because we do the same thing in the US DoD (Department of Defence).So we have had several different presentations to potential customers over

On products at the Defexpo The things we had here for the show, really were three. One, we wanted to talk about netcentric operations and the capabilities we bring with. The only area that we really don’t specialise in and have no products in, are the very small hand-held communication devices. That hasn’t been one of our niches. We have worked with many different companies integrating their small soldier devices; you know so literally their walkie-talkies.

So we can integrate a Harris hand-held or an Elbit handheld into our network system.But in all of

be taken away by everyone from this expo.

In a statement that was literally music to the ears of the private sector, Minister of State for Defence M M Pallam Raju indicated that the Ministry was working to assuage a longstanding woe of the privvate sector-a lack of transparency in outlining the three services’ long-term equipment plans to them. They are right; it helps them in their own perspective planning, collaborations, JVs and MoUs and helps them arrive at informed choices. At the moment it is just the the public sector industries that are privy to long-term plans.By the time the private sector gets

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to know of these requirements, it too late to do anything worthwhile. Much worse its leads to plenty of subterfuge and below-the-radar scouting for details.

In his speech Pallam Raju said: “The lack of adequate information regarding the (military’s long-term) defence requirements has been one of the major impediments in the growth of the defence industry in India. The government is in the process of finalising the Long Term Integrated Perspective Plan (LTIPP) of the Armed Forces.” How critical is the LTIPP can be gauged from the fact that the document outlines the equipment and technolothe past couple of years. We have expanded our presence here in India. We have a design centre in Bangalore which was initially set up to do software work that would migrate to a two-way street.

We do software work here for India as well as other products elsewhere, both on the commercial and the government side. We are expanding the organisation and that is the basis for our expansion in India, where we will eventually have a full spectrum. So hopefully, we will be successful in winning programmes here in India that we can execute in India. So we will have Indian programme managers, Indian engineers, and Indian sales and marketing people.

We have an interest in internal security. For us the Coast Guard is part of Homeland Security in the US, and we have worked very extensively with the US Coast Guard and we have had a smattering going into Customs and the Border Patrol in the US. We have not really yet touched that elsewhere but, of course we have some products which will be of interest for organisations…it again goes back to networking. You need to be able to communicate with a lot of different people who have a lot of different legacy-type of equipment.

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gies that the military will require over a 15-year timeframe. Originally envisaged as the last word for the period 2007-2022, it now cover the period 2012-2027 being issued as it is after a five-year delay.

Raju further elaborated by outlining the ‘technology perspective and capability roadmap’. “A public version of the document of the armed forces covering a period of 15 years will be published and placed on the MoD website.

This would enable the domestic industry to plan investment in the defence sector and take up Research and Development, technology upgradation and forge tie-ups and arrangements of collaboration with their

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associated foreign industry partners in order to meet the future requirements of the Armed Forces.”

Rae who made a most comprehensive and widely applauded presentation was also sanguine in admitting that the Ministry was now more inclined at a greater private sector participation in the ‘Make’ process. The DPP (Defence Procurement Procedure), allows private industry to bid for building complex military platforms, with the MoD funding 80 per cent of the cost of development. At the present there are just two “Make” projects under development: the Future Infantry Combat Vehicle and the Tactical Communica-

Rosoboron deals with over 100 companies internally” On the genesis of Rosoboron Services We have a large inventory of Russian equipment in India.

Around 1990-91, the flow of the spares for Russian equipment started drying up. A lot of this had to do with the fact that the source of the equipment was not known. The system was such that everything was channelised through Rosoboron Exports that was the single-window clearing house for the whole of the Russian sector. And Rosoboron Export dealt with all the internal OEMs (Original Equipment Manufacturers). Rosoboron deals with over 100 companies internally. Their organisation has grown too large to cater to aftersales requirements. They were finding it very difficult to manage in India.

After a lot of thought, ROHIT SRIVASTAVA

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tions System. Rae visualised over a 150 `Make` projects in the next few years and felt it would litertally energise the industrial bastion of the country.

One young owner of an Indian industry power house, showcasing an indigenous product said with confidence and rare passion that we now have the capability to do everything if given the same opportunity like the Defence Public Sector Undertakings (DPSUs).

What Rae said in his speech is almost exactly what the industry was asking for.

In the last edition Indian industry was piggybacking on the global majors to get a pie of the defence deal. In two years’

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time the reality has changed dramatically and with the new procurement procedures, the global firms are now riding piggyback on the Indian firms. The ability and experience of Indian firms to circumvent the government’s procedures is the singlemost important factor which has forced the foreign firms to offer their products and technology to Indian companies to get contracts. But the grey area is getting completely obliterated as the MoD opens up procedures and policies that are vibrant and in keeping with global benchmarks.

This time, though, there was clarity in the vision and direction of the Indian industry.

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Rosoboron Services is solving the Indian forces’ maintenance worries with direct support from the Russian manufacturers.

An exclusive chat with Cmde LALIT KAPUR, Senior Advisor, Rosoboron

one of the solutions that Rosoboron envisaged was setting up a joint venture in support to defence equipIndia. The Indo-Russian ment in India. We started inter-governmental with the Indian Navy consultative commitINTERVIEW and it took some time tee approved this in to understand their 2005. That’s when the systems… we have to underRosoboron Services came stand Russian law as well as into being. The share-holding Indian law. It has taken some pattern of Rosoboron servictime to understand all that. I es is 26 per cent Rosoboron think we are well on our way Export, 49 per cent is divided to step beyond the navy and, equally in seven major OEMs perhaps, go into the air force in Russia. The rest of and then eventually the the 25 per cent army. comes from Crassni Marine Services, a On major projects company founded We are working to provide by ex-naval officer support to the Talwar-class of Commander V Jay ships and a number of misPrakasshan who sile systems fitted on warretired in ships on the Navy, sensors, 1995 and Ka-28 and Ka 38 helicopters, went into Il-38 and Tupelov aircraft. the ship repair On the template busiInitially, we will channelize ness. the equipment from Russia.

The We are their extended arm vision into India. So, in the initial was to stages it was basically sendprovide ing it to Russia for repair, tryaftering to smoothen all the pitsales falls and speed up the

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process - which I think we have made a fair amount of headway on. Now, we are graduating to the second stage where some dedicated facility has come up in Mumbai. It will be for the first time in India that some private players will be involved in maintenance of weapons and sensors that will go outside the dockyard for repairs. We will be handling their electronics parts, sensors like radar, sonar and communication equipment.

On ship repair We don’t have a shipyard of our own. You can hire a dockyard facility…the dry dock as such. We take the ship, we do the repair, we plan the repair. A fair amount of it is done in-house and what we can’t do in-house is outsourced. Right now we are working on Coast Guard ships…the Coast Guard doesn’t have any dedicated repair organisation. There are a few jobs that naval dockyards outsource to us.

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SMEs have tremendous potential”

General Dynamics, one of the world’s largest defence contractors, has entered into a number of joint ventures with Indian companies. A chat with WAYNE BECK, Head of International Partnerships, General Dynamics-UK

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in that particular sector, existing customers, etc.

We are not using these companies as capabilityproviders for manufacturing.

We are looking at them as design and development entities and the Tandon Group is an example of that. We are already working on the design and development of products and technologies in emergency services and communication. We have already got some active programmes with them. We announced our partnership some back so it’s relatively fresh although we have been working together for the past one year. We have just formalised our partnership into a more strategic one.

We have got a number of strands of business in critical national infrastructure. It’s not the end of the partnership for us. This is absolutely the first step for us. We are looking to make further partnerships.

On other companies We can’t give a number to that but we don’t want multiple, strategic partnerships. If it makes sense for us to make a partnership with a particular company in order to pursue a particular prospect, then we will do that. The strategic partnerships will probably have a small number of companies and we are very close to announcing another partnership for another key area of interest to us. It will probably take a few more months to come. We are already working very closely with that company on a particular secure programme.

On products We are very much a system integration company. We do have some products but we

are not about promoting our not just about the architecture products into the market but and system integration. We more about large-scale syshave the experience from intetems, if you take a police and grating such systems for the emergency systems as an UK Army. example. A lot of communication systems are built around On future contracts radio products, we don’t supOf course, we are in an ply those products. advanced stage of bidding for We go out in the market a number of programmes. As and find out which one is the yet nothing has come for best product for that particufruition. We would hope to be lar solution - given geography, in position sometime this year customer budget, constraints to be able to announce the on where they want to go. We first programme. We have will select products from sup- done some work with Hinduspliers that are most suitable tan Aeronautics Limited. We and integrated into the syshave the port programme as tem. It may not be just telewell. We are already working com but also telecom security with HAL on our radar screen. with some command We had a number of comand control laid over for the MMRCA. INTERVIEW panies that. So that’s where We have the Future we are heading.

Infantry Combat Vehicle We have integrated UK’s (FICV) programme and elecbattlefield management systronic architecture that can go tem Bowman into some with that. With MMRCA just 15,000 vehicles. Once again around the corner for prothis is a capability that we are curement, irrespective of who promoting in India. Clearly, gets the contract, there will be we want to work with the win- need for enhanced security of airfields. We have 50 years of ner. We will wait for that proexperience providing holistic gramme to pan out. We are in security to airfields, bases and advance discussions with all harbours. We are the US the major Indian players. The Department of Defence way we look at the BMS approved provider of is a system, like syssecurity to air bases. tem integration.

We have installed on Rolling out a Italian airbases. programme of that We have size and complexresponded to ity into an army of recent Request for the size of the Information (RFI) Indian army from IAF and we should not be would be keen to prounderestimated. It mote those servis far more about ices with our understanding the corners, how you are partners. going to run that out, training and facilitation that go with it, etc. Our offering is

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GENERAL DYNAMICS

On partnership with Indian firms We want a long-term relationship with India and in the last few weeks we have announced partnership with Tandon Group. Last year, we scouted companies for partnership. We not only looked at high-level companies, and public sector units, but also at small and medium enterprise (SMEs). I personally feel that SMEs have tremendous amount of capability. One of the companies that came through that process is the Tandon Group. There were a number of reasons why we chose Tandon. They have an aerospace qualified manufacturing plant, which at that point, was of our interest because of the Medium MultiRole Combat Aircraft (MMRCA) programme. GD UK produces a number of products for avionics, I don’t think that programme has got anything left. That was one reason and the other is that they have telecommunication capability and that capability ranges from design and development of products in the telecommunication sector and radio equipment. These have uses in both the military and civil fields.

When we did our alignment of what it is that we have to offer to India, one of the first things that we asked was: Do we need to apply for licenses? We got ourselves into a position where we absolutely come to a customer and the customer says that we liked it and we don’t have to go back to approval and licenses. We did that exercise and then we looked at who would be the most appropriate partner to match that capability in terms of route to market, experience

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We have a good team looking after the IAF’s needs” Lockheed Martin’s Abhay Paranjape on the close cooperation with IAF

LOCKHEED MARTIN’S

Update on C-130 We have all the six aircraft delivered now. All the aircraft are at Hindon and they are operating successfully. We also have our team here helping the IAF to maintain and sustain the aircraft. So, we are working with the IAF hand in hand.

We have a field service representative, an

US Air Force logistics officer, and experts working with the IAF. So between the IAF and Lockheed, we have got good set of teams providing the capability that IAF needs.

On follow-on orders We have orders for six more aircraft of similar configuration. So, we are working on that. That’s also through FMS (Foreign Military Sales route), so we are working with US Air Force. This is an USAF and IAF agreement that we will support. And we have also been in discussion with various other government agencies here for the opportunities to see if there are maritime missions, naval missions, Coast Guard missions that can be sup-

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ported by C-130. them in the last couple of Right now, it is between months. We have provided the USAF and IAF. Letter of them with all the information request has come and once that they need. Now, it is up to they agree on the agreement, the National Disaster Agency the Letter of Agreement (LoA) and met department to make is worked between the govdecision on how many airernments and then craft, how to procure INTERVIEW them and what configuwe will start working on it. Basic configuration. So we are waiting ration remains the same and a on them to tell us how to pronumber of years have passed ceed on this further. We since the aircraft were built. haven’t discussed numbers They may need some systems, with either the met departthen again, it depends on ment or NDMA, but if past what IAF and USAF decides to discussions are anything to go do with the LoA. by, it could be one or two aircraft.

On the requirements of the meteorological department Commonality between C-130 It is interested in knowing J and Weather Bird about the use of the weather The basic aircraft is the same. bird as we call it, which is a The mission systems are obviHurricane Hunter. It is used ously significantly different. for accurately predicting Hurricane Hunter has got syscyclone. We have had some tem, sensors and work station preliminary discussion with that allow hurricane predicthem (meteorological departtion. The back of the aircraft has a console that is a roll-on ment) on that and also with the USAF and US government capability that has been added that’s completely differto procure capability like the ent from what the IAF would US has in weather prediction. have.

We have had a dialogue with

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Our aircraft is one of its kind” NORTHROP GRUMMAN

NG’s TOM C TRUDELL speaks to Geopolitics

On Northrop Grumman’s The first operational deploy(NG’s) new E2D AEW proment is due for 2015. The US gramme Navy has a plan to buy 75 airWe are still in dialogue with craft and they are looking at Indian Navy about the E2D. doing a multi-year procureThey put out the Request for ment that will define the conInformation (RFI) two years figuration and save cost. back for a carrier-based airborne early warning (AEW) On recent interaction with aircraft to which we respondIndian Navy ed. So we are in discussions We have had several queries with Indian Navy for clarification that we about their require- INTERVIEW have responded to and we ments. As far as the are still in dialogue with E2 programme is concerned, Indian Navy on exactly what the US Navy has started opera- their AEW requirements are tional evaluation of the aircraft going to be. which is almost like the last hurdle before operational On the capability of the E2D deployment of the aircraft.

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Bringing in any AEW capability for the Indian Navy is going to dramatically increase the Indian Navy’s capability to project power and protect the fleet.

That’s what the aircraft is designed for. We have had some preliminary discussions with companies about the E2D. We have also had lot of dialogue with respect to the Medium Multi-Role Combat Aircraft (MMRCA) programme as well. We have had companylevel discussions about other JVs.

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On integration of the E2D into IAF When you induct an aircraft like E2D, our goal is to make that induction as seamless as possible. So, we would prefer to make adaptation possible in the E2D system to make the integration seamless with the indigenous system. As an example: the communication and data link on the E2 should be modified to be able to be connected to the existing communication and data links architecture. Obviously, when you induct an aircraft like E2D, you have to address maintenance and support. So, there are requirements for other equipment. We want this aircraft to work with what is already there.

On the component providers of the E2D We are the manufacturer and system integrators. The radar is from Lockheed Martin, Rolls

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On India-specific capability Depending on the requirement we will define the sensor load, payload, what type of sensor, what kind of missions, whether it should be configured with stretchers or things like that or converting it into a disaster relief type of aircraft. It may not be a Hurricane Hunter but could be a cyclone-predicting disaster relief equipment along with paratroopers. So, it depends on how the requirements are defined. It has been used in humanitarian relief extensively within US and outside.

On production line Right now this year, we are running on full capacity of 36. They are going to multiple customers around the world. We have got significant back orders for couple of years or more. Orders keep changing or coming.

We don’t count orders that are in process like India. We have enough back orders for C-130 for several years.

Everyone was sure what they wanted to focus on and what they wanted to avoid. Unlike last time when MoUs were signed with every possible firm, this time it was either technology-driven or productspecific contracts. As one global major’s executive said: “We want to have strategic relations with Indian firms with knowledge and capability in a particular area. We don’t want to do this with a number of companies.”

The Indian defence industry has matured and people now know what is attainable.

The aura of technology being only available with overseas firms was broken this time as many Indian firms came up with surprises. The whole argument that Indian firms were not capable of anything concrete was turned on its head by Tata Power SED which submerged its computer in water to outline it ruggedness. This kind of confidence was not seen last time.

In another first, the Kalyani Group displayed its own

artillery gun.

Defence Minister AK Antony said he would cancel any deal if he found out any wrongdoing in it. He said the country had enough safeguards like the “integrity pact” to protect its “interests and money” in “We will take strong action if any malpractice, corruption or lobbying is established...there will be no mercy, there is zero-tolerance for corruption,” he added.

Privately, officials touted the MMRCA finalisation as a testament to the determination of the Ministry to go through with acquisitions without fear of enquiries and political interference. None the less, the blacklisting of several firms without any reason by the Ministry of Defence (MoD) was described by many foreign OEMs (Original Equipment Manufacturers as a shot to the head.

The fear of getting blacklisted on the basis of any complaint sent the chill down the spines of many global firms.

One of the blacklisted firm’s senior executives left the show

after the very first day. Some European firms from nations where political support is not given to any company in case of allegation of corruption were skeptical about their future.

The usually aggressive marketing of American firms was much more subdued this time around. The French and Israeli firms were on the ball all the time. The Israeli firms were most aggressive in forming relationship with firms rather than pushing for their products. Clearly, they have now grasped the limitations of doing business with the government and are pushing their technology into the Indian market to grab as many contracts as possible through joint ventures.

The two most important future acquisition programmes which have the potential to change the contours of the Indian defence industry, namely the second submarine line for the Navy and the Future Infantry Combat Vehicle (FICV) programme for the Indian army were the Continued on Page 24 `

Royce does the engine, propulsion is from Hamilton Sundstrand, BAE system does the Identifying Friend and Foe (IFF), although IFF would be one component that would need to be made compatible to the Indian IFF system. The mission system is from Raytheon. Honeywell is providing the core component of the system.

On manufacturing capacity The aircraft is manufactured in Florida where our final assembly is done. The flight test facility is in St Augustine, Florida.

Right now we are wrapping up six aircraft per year. This year we will deliver two aircraft.

There are no specified numbers from Indian Navy though.

The standard squadron is of four aircraft.

On the optimum number of E2Ds for Indian Navy It depends on what Indian

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Navy wants to use this aircraft for. If they want to use this for support fleet operation and also for other missions then they may need more aircraft.

As I said the typical size of a squadron is 4-5 aircraft. We have international users that have 4 to 13 aircraft in total.

When it becomes operational in 2015, the American E2D squadron will be composed of five aircraft.

On major missions Maritime domain awareness is a very broad mission set that includes airborne early warning as well as maritime surface surveillance. Since the radar has such a good detection of not only air contacts but also surface contacts, we can do a lot of missions that are often associated with maritime patrol aircraft. But we don’t do all of them; for example, we don’t do anti-submarine. But we do have very good surface

surveillance capability so that humanitarian relief operations, disaster relief, emergency air traffic control, as well as typical military missions such as airborne early warning, power projection, fleet defence… those type of missions can be undertaken.

Next meeting with Indian Navy We are typically here a number of times a year. We also have a local office which has dialogue on weekly basis. So we have pretty close contacts.

On competitors The RFI that was issued was for carrier-based AEW and there is only one aircraft that does which is the E2D. On possibility of Foreign Military Sales (FMS) Parts of the aircraft have to be FMS. The mission system, part of the avionics, has to be bought from US government

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and so has to be FMS. The airframe can be sold directly as direct commercial sales (DCS).

So, in essence it could be FMS or FMS-hybrid DCS programme — where some part of the programme will be FMS. The fact that it’s the only aircraft that meets the requirement does not mean it has to be FMS. The FMS route has to be for certain parts of the aircraft. The Indian Navy may choose to buy the whole aircraft as FMS - typically that is what is done.

On training the Indian crew Typically what we do is basic training with the purchaser. We train the trainer. We train the aircrew; maintenance and support people, train them on the aircraft and then aid them in training the remaining operators. So, instead of bringing the whole squadron for training, you bring a select group of people for training to the US.

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SPELLBINDING WEAPON: Jessica Rylander, Director Product Management, Air Defence Missile Systems of Saab explaining the finer points of the RBS 70 NG very short range air defence missile

NORDIC HEAVY HITTER Saab displayed its innovative product mix at Defexpo 2012

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t 75, Saab is a sprightly and excited European conglomerate that’s determined to woo the Indian establishment. Saab’s product portfolio for Defexpo 2012 included products from the air, land, naval and civil security domains. A huge delegation from Saab operations were there for the show and were delighted to share knowledge and experience

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from their respective domains.

Saab displayed a majority of its product portfolio with emphasis on Land and Naval Systems, with a focus on the RBS 70 NG missile system.

As a curtain raiser Saab’s India centric website for Defexpo was

launched http://www.saabgroup.com/About Saab/Meet_Saab/ 2012/Defexpo-India-2012. It carried live updates and a series of videos.

“India is a huge market, a development market with lots of competence. With our product range and also our strong technology base we see a perfect fit between India and Saab,” said Saab President and CEO Håkan Buskhe at the kick-off of Defexpo India 2012 in Delhi.

“The Defexpo 2012 is a very important event for Saab as India is one of the

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most important markets for the company,” said Inderjit Sial, Managing Director Saab India Technologies. He spoke about the Indian Defence market, its versatility and how Saab India has assessed it to create opportunities.

The Indian armed forces have a number of individual requirements. Saab is interested in and is actively pursuing many of these opportunities.

At the moment all of Saab’s Business Areas are active in India offering high-tech solutions and products such as the C4I, EW (Self Protection Systems), Signature Management, Missile & Weapon

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ir Marshal A J S Walia and the team at Sikorsky have had a very, very busy 12 months. The Defexpo was just another milestone in the forward thrust of the helicopter giant. The American giant whose Black Hawk was critical in Operation Osama, has been talking of building military helicopters and is believed to have formally spoken to the Tatas about manufacturing for the Military. The model under discussion is the MH-70B. This chopper has been shortlisted by the Navy that is looking at buying over 100 of these machines.

Textron consolidates

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extron Systems’ contingent exhibited a wide variety of products from across the company’s business units with the needs of Indian customers in mind. Among the showcased technologies were the Spider Networked Munition System and Tactical Remote Aerial Munition.

Textron Defense Systems is currently engaged in delivery of Sensor Fuzed Weapon systems to the Indian Air Force. Picture shows Kevin J. Cosgriff, Senior Vice President, International Business & Government.

Scanning the skies

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the defence industry is key.

We would like to partner up, and that’s also the way forward when it comes to technology transfer to the Indian market. To find partners that could obtain and also develop activities going forward.

That’s one of the basic platforms for our efforts in India.”

And the message from the expo?

“We would like to leave the message that Saab is committed to India, and we also are a company that has a wide range of products and solutions. And we would like to show that we are the right solution for India.”

HAL foray

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or R K Tyagi who has moved to Hindustan Aeronautics Ltd from Pawan Hans just weeks back, the Defexpo was his first big public meet-and-greet occasion as the CEO of the PSU behemoth. As usual Tyagi was on the ball in stating that these were exciting times for HAL, but he made sure that he had nothing to give away in terms of policy pronouncements etc.

“Give me a while and I assure you we won’t disappoint you,” he said. So, we wait and watch for his moves from Bengaluru.

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HC TIWARI

Systems, Fighters, Sensors (Radars), Maritime Security and Civil Security and the GIRAFFE Family.

Partnership is an important part of Saab’s business interest in India. The company believes that partnering with the private and public defence industry in India is the way forward for Saab’s business in India. This is why a number of Saab products are on display in the partners’ stands.”

On Saab’s plan to collaborate with the Indian private sector and defence industry, Bushke said: “Co-operation with the private sector and

hat Raytheon is innovative and comes up with unique solutions to problems in the sky is a given. But the Defexpo saw a different level of participation from Raytheon. Tata Power Strategic Electronics Division and Raytheon showcased the Air Traffic Management system for the Modernisation of Airfield Infrastructure (MAFI) programme. Photo shows Carolyn Harris with Group Captain S K Sabesan.

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India is a very exciting market” Cobham PLC is an international company engaged in the development, delivery and support of leading edge aerospace and defence technology and systems. Geopolitics spoke to LEE GRIFFITHS, MD, Cobham India about the company’s presence in India

BALLPARK BONHOMIE: Defence Minister AK Antony with BrahMos Chief Sivathanu Pillai Continued from Page 21 `

most talked about. The Indian and foreign shipyards were seen talking to each other incessantly. Everyone was talking to everyone. The second submarine line is a contract worth $5 billion and India is the only country buying submarines in such large numbers. This obviously has sent naval shipyards around the world into a frenzy. A couple of Indian shipyards are in discussions with two or more foreign shipyards.

The submarine builders are waiting eagerly for the Request for Proposal which is expected by coming June. Another programme which was in the limelight was FICV - the first Indian Army ‘Make Indian’ programme with the potential to transport Indian manufacturers into the big leagues of the defence armoured business. This programme could touch the `60,000-crore mark.

Each contender was trying to impress with details of the capability that they have created for this programme. Unlike the last time, this time numerous Indian firms displayed their own solution and products. The high amount of indigenous content in this programme exhibited that substantial design has been done in-house. This is a good sign for the future of the Indian defence industry. All-in-all, one can feel the difference between the hype and glitz of the last edition compared to www.geopolitics.in

DefExpo 2012’s more subtle, sophisticated and serious approach.

“Our quest for self-reliance in defence underlines the growing importance of private sector participation on the one hand and revitalising the public sector on the other,” Antony said in his inaugural speech.

“Our emphasis is on publicprivate sector partnership in the defence industry. Enabling policy framework has been put in place to develop indigenous capabilities through harnessing the potential and utilising resources available, both in the public and the private sector.”

It’s something that was echoed even more forcefully

by Anand Mahindra who was at the expo to ink two pacts: “If India wants to bring high technology...and armed forces to the symmetrical levels of our aspirations, this is the time to answer controversies by bringing in transparency and technology,” Mahindra told the media. He went on state that the country needed a “drastically new template” to deal with the private sector, defence sourcing and transparency. “We have fallen behind on many schedules in the armed forces. As an Indian, I am certainly worried,” Mahindra said adding that this was the time to answer controversies by bringing in transparency and technology.

“The government needs to change the way of procurement, which should be trans-

air-to-air refuelling, About Cobham enabling the transfer of Cobham is the aerospace fuel between aircraft which defence and security sysrevolutionised air power in tems and sub-systems the 1930s and which is still manufacturer. We provide an important strategic a wide range of equipment asset. across the three sectors Over the last 20aerospace defence and security - global- INTERVIEW 30 years, we have ly, with customers in developed into a over 100 countries. We are defence electronic compaa UK-based company but ny and a security compawe have manufacturing ny. Other areas we focus footprints in the UK, in the on include mine-detecUS, France, Germany, Swetion. We not only have a den, Finland and South range of mine-protection Africa. We also have operaproducts but also bombtions in Australia and I run handling which you have the office here in India. seen with the robot system.

We are not a platform manufacturer. We don’t On Cobham and India manufacture the tanks, the The Cobham office that I aircraft or the ships. We run in Delhi is essentially a provide a lot of the very marketing office that supspecialist mechanical, ports all the Cobham busielectro-mechanical and nesses that come to India. electronic systems that go Cobham has been doing in most combat aircraft. So business in India for many, we have a wide range of many years and is an mechanical, electroimportant market for us. mechanical and electronic We would like to increase systems that go in almost our footprint as India is every fast jet that’s operatvery exciting and a very ing in the world, almost long-term market. I have every helicopter, a wide four sales people based range of armoured vehihere in Delhi and I have a cles; we deal in complex couple of people in Bangaradar which is land-based lore. I think at the moment and aircraft-based radar. we are very happy with We have quite an aerohow our profile amongst space pedigree that was the Indian customer base started over 75 years ago has been raised in the last as an aerospace company two to three years. providing systems such as

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May 2012

On the customers in India Having our office here in the last couple of years…Cobham has actually been providing a range of equipment into India for over two decades. So we’ve been providing the Air Force with a range of airto-air refuelling and weapons carriage and release and antennas and avionics products.

We have also been working with Hindustan Aeronautics Limited and Bharat Electronics for many years on antennas and avionics and that relationship is still continuing and we are very keen to develop that. We’ve also provided some of our security and surveillance products to the national and state paramilitary and police forces. Then we have quite a lot of our equipment in service with the Air Force, the Army, the Navy, Coast Guard plus the paramilitary forces and the police.

We are not new to India but we are very keen to do more with our Indian customers and our Indian partners, both the Defence Public Sector Units (DPSU) partners that we have but also the private Indian companies that can provide us with systems integration capabil-

ities and manufacturing capabilities as well. There is quite a lot already that Cobham has in service here in India. We are very keen to do more in the years ahead.

On partnering the private sector We’ve had discussions now with a range of private Indian companies over the last couple of years and those discussions cover a very wide range of projects, engineering services, design and development assistance, manufacturing a range of products and also after-sales support. We have quite a large installed base here and we are very keen to provide as much after-sales support here in the country.

The discussions we have had with the Indian companies -- small, medium and quite large - have been across the whole design, manufacture and aftersales support (areas). While we don’t have any formal JV signed yet, I have met a number of companies. I have a guy on my team who is dedicated to working with Indian partners from businesses and opportunities. I think actually that’s very much a key to our Continued on Page 26 `

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INNOVATIVE PRODUCTS: DRDO displayed a number of innovative products at the Defexpo such as this armed Unmanned Ground Vehicle

parent like the very transparent processes that exist in the best private sector companies for any kind of procurement process. What people want to know is why are we buying something, what is its cost, what exactly was its competition, what are its technological features, why was it chosen? I believe there is no harm in enunciating and being transparent about that, which is what we will do in our ventures for defence production,” he said. He expects their defence business to turn into a one billion behemoth in 10 years. But Pallam Raju was clear that it will be no stroll in the park for Indian industry.

“The industry also needs to commit itself to the field in terms of establishing the required infrastructure and develop the capacities. Commitment to R&D effort is also required by the defence industry both in the public and private sector if the long-term goals are to be met,” said Raju.

For example, Tata Motors is investing around `600 crore on the Futuristic Infantry Combat Vehicle (FICV). It is one of the four companies issued with an Expression of Interest (EoI) by the Indian Army. Also in the race for an expected order of 2,000 units are Ashok Leyland, Mahindra and the Ordnance Factory Board.

However a 49 per cent hike in foreign direct investment for overseas companies seems

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far, far away. Anthony indicated as much, disappointing the industry. Nikhil Gandhi, chairman of Pipavav Defence and Offshore Engineering Company said: “India definitely needs FDI in defence because defence manufacturing leaders spend spend millions in R&D and want to be part of success stories on an equal basis,” he said and continued, “and are reluctant to participate without a slice of the success of such ventures.”

In a simple twist, he suggested that the Defence Ministry could actually look at selective approvals of higher FDI limits on an individual basis. “On a case by case basis, the government should permit FDI up to 49 per cent. It will help India attract global technology and actually underwrite costs taking to consideration the long lead time in many programmes.”

“Private industry is really motoring here, it really is,” said Gerald Howarth, Britain’s Minister for International Security Strategy was quoted in the media. But the same country completely shunned India Aviation 2012 despite its status as a partner country to express its displeasure at losing the MMRCA to the French and Dassault.

But for DefExpo, they bit the bullet and Howarth came visiting in spite of the latent anger of the Cameron government at the loss of the multibillion dollar deal.

Need we say more?

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Bharat Electronics Limited (BEL), has signed a Memorandum of Understanding (MoU) with Defence Electronics Applications Laboratory (DEAL), Dehradun, a Defence Research & Development Organisation (DRDO) lab. The MoU was inked during Defexpo.

The MoU was signed by I V Sarma, Director (R&D), BEL, and R C Agarwal, Director, DEAL, in the presence of Dr V K Saraswat, Scientific Advisor to Raksha Mantri and Anil Kumar, Chairman & Managing Director, BEL. The agreement will help the two institutions focus on the development of Indian Automatic Identification System (IAIS) for coastal security. The IAIS system will be one of the Satellite Data Terminals which will be jointly developed by DEAL and BEL. It will enable satellite-based data communication in secure mode between assets and establishment involved in the coastal security.

Speaking on the occasion, N Suresh, General Manager, BEL-Panchkula, said that the Panchkula Unit of BEL would manufacture the Satellite Data Terminals for INSAT3C and future satellites like GSAT6, GSAT7 and HUB baseband services. R C Agarwal, Director, DEAL, said that the work for this has already been started by BEL-Panchkula and DEAL. Dr Saraswat, appreciated the www.geopolitics.in

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future here in India. Finding Indian partners that we can work with, small, medium and large, and then jointly delivering to the Indian customer. It’s something that we haven’t done over the last 25 years but it’s something that we’re very focused on now.

A number of joint ventures were announced between global majors and Indian companies

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on and India is part of that. We are looking at Indian sourcing partners not just to help our sales here in India and develop our footprint here in India, but also items manufactured here can and will go into the Cobham global supply chain for customers in the US, the UK or any-

proactive work being done

by BEL and the DRDO.

Saab-Pipavav JV Swedish defence major Saab and Pipavav, the leading shipyard of India, have agreed to form a group called the Combat System Engineering Group or “CSEG” in India. This group will analyse the Combat System design and architecture and work closely with the design group of Pipavav to undertake modelling and simulation and prepare system integration requirements for naval ships constructed by Pipavav, starting with the Naval Offshore Platform Vehicle (NOPV) programme. The idea behind the group is to ensure world-class design with risk reduction and ships’ deliveries in time and budget.

The Indian Navy has a major shipbuilding and modernisation programme over the next decade and there is a major effort in system engineering of frontline warships and submarines.

With Saab’s worldwide experience, CSEG will fulfil this critical technology gap.

Gunilla Fransson, the Head of Business Area Security and Defence Solutions, Saab said, “This is an excellent start to our naval commitment in India and shows Saab is a responsible, high technology partner for the Indian Navy and Indian

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ROBOTIC ASSISTANT: The TeleMax Explosive Ordinance Disposal (EOD) robot can be an aid to the paramilitary forces

It’s nothing formally signed or inked as yet with Indian private companies.

On the offsets programme of Cobham We recognise that to develop our footprint here we have to design, develop and manufacture here. But in addition to that, we realise for our global market, for our global customers that we can make a significant saving to help our pricing and, therefore, the customer’s pricing.

I think that’s something that we should really focus

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where else. So, that’s something we are looking at.

I would say that it is still quite early days for us; we have been focusing on it for about a year-and-ahalf. But I think it’s something that we are going to have to put more resources into because I think it’s actually a very important area of our business. I’m not just here to sell more and develop a footprint. I think actually we should be taking advantage of the capabilities that India has to help us compete globally.

May 2012

On the mine detection robots displayed at Defexpo 2012 TeleMax is one of our two Explosive Ordinance Disposal (EOD) devices and what we call in the US, CBRNe (Chemical, Biological Radiological Nuclear and Explosives) detection robot. It carries a tray of sensors and samplers so that it can take a swab or pick it up and put it in a container and bring it back to the decision maker. It is also sized, and cut and then tailored for non-battlefield environment. So, if you think about EOD, you think about people in Afghanistan who are trying to detect and defuse roadside bombs…it is very important.

We have a robot that does that, ‘thEODor’, which is larger. The TeleMax is smaller and it is ideal for public transportation for example. Its narrow chassis allows it to go down a single-aisle airline and yet it can also stand up on its tread. If you see it in action where it will stand up on its tread and it can actually reach out with its arm and open and look into an overhead compartment. It can also climb aboard a bus and then make that very tight 90-degree turn and then go down the aisle of the bus.

So, we see that as important for Homeland Security and Paramilitary forces.

Have the Indian paramilitaries approached you about these products Yes, I think it’s still quite early days. This is that company based in Germany that Cobham acquired about a year ago.

So it’s relatively new to the Cobham family. They have had great success in other parts of the world particularly in the Middle East and in Europe with NATO forces deployed in operations in Afghanistan. But it’s rela-

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tively new in India. This time we’ve actually brought it to India and demonstrated it here.

We have customer interest, say in the military, in paramilitary forces but it’s still quite early days. Over the next few months we will be conducting further trials, evaluations with customers and I think we have to try and understand customer requirements. It’s a very advanced piece of equipment and we realise that it might not be suitable for every Indian customer. So we think there are certain organisations that are very cutting edge of counter-terrorism and counter-EOD, that we will be delighted to see that product. And we just have to see whether there is enough interest after trial to then move forward.

Separately, we are also talking to relevant DRDO facility that have their own similar programmes. We are also talking to them about possibly cooperating. So, it’s not a question about replacing the indigenous robotic vehicles of the relevant DRDO facilities who have similar programmes but also talking to them about cooperating. It is a question of how we can work together in certain areas of technology whether it is to do with the robotic arm or whether it’s to do with the wireless antenna which essentially allows the robot to be remotely controlled and help in sending data to the controller? So, there are areas there that we can possibly look at, cooperate with the relevant DRDO laboratories. We have a good interest from the customers but there is a lot more work that we need to do. But I should think it is a very good opportunity to be very successful either with standalone products or in some sort of cooperation or transfer of technology.

defence industry. Over time, I see large business opportunities.” Thomas Kloos, the Head of Command and Control Systems at Security and Defence Solutions, Saab, said, “The Combat System Engineering Group model is a great possibility for Saab to work with Indian partners on world class Naval Combat Systems Engineering. The CSEG will support our partners and the Indian Navy. We are very proud to be pushing the boundaries.”

Wipro-Saab pact Indian IT major Wipro Ltd has signed a wide-ranging pact with defence major Saab in 2011.

The agreement is to develop, manufacture and market Saab’s Land Electronic Defense Systems (LEDS).

This system provides full spectrum protection counter-measure to cover passive and active responses, in India. Under this pact, Wipro and Saab will jointly pursue opportunities for these systems in India.

Jan Widerstrom, Chairman, Saab India, has said, “The agreement with Wipro is part of our endeavour to create a strong and enduring industrial production base for Saab. We believe that there are strong synergies between Wipro and Saab. We will benefit from the design skills of Wipro as well as from the quality and cost advantage that India offers.”

Wipro will support Saab by offering development services in India and South Africa. It will bring its unique ability and competencies to adapt the product for the Indian market and provide its time-tested customer service capabilities.

Saab will transfer technology and large-scale local manufacturing of these systems will be by Wipro. The partnership aims at paring manufacturing costs for state-ofthe-art defence and civil

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security systems in India.

Wipro will develop, adapt and integrate LEDS equipment and software for Indian customers. As part of the agreement, Saab will be allowed to market these systems manufactured by Wipro to the overseas market. “By manufacturing significant parts of the LEDS systems, Wipro has put India on the map as one of the world’s reliable, cost-effective and high-quality defence manufacturing hubs,” noted Pritpal Singh Chhinna, Group Head, Defense and Security, Wipro Technologies.

LEDS consists of a sensor suite, a central active defence controller, high- speed directed dispensing systems (HSDL) and counter-measure options, ranging from fast multi-spectral smoke, through active signature management devices and decoys, to hard-kill options that destroy the approaching ammunition before it hits the vehicle. LEDS has inbuilt flexibility and can be integrated with variety of platforms from armoured and unprotected vehicles to marine and static installations/assets. This is a scalable design, which is suitable for integration into Battle Field Management System (BMS), by tailoring to the needs of customer and its platform.

DCNS-IIT Pact French shipping giant DCNS signed a MoU with the Indian Institute of Technology Bombay (IITB), which was signed by Dr Alain Bovis, Executive Director of DCNS Research and Professor Shiva Prasad, Dean of Academic Programmes at IIT Bombay. The MoU was signed by DCNS through DCNS Research.

DCNS Research is the corporate Research Centre of DCNS, dedicated to major scientific and technology areas relevant in naval systems and systems for energy production design.

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We have a very special relationship in India…” market. And now in order DHS Systems to differentiate, to International is a increase our output and global provider of our business, we are looking to the international quick erect/strike market. In the international market we mobile have a significant INTERVIEW infrastructure amount of sales into the British Army, systems and that’s 50 per cent and my accompanying company based in Herein the UK also mainsupport equipment ford tains and repairs the for military, medical, stocks for the Ministry of Defence. But we’ve also government and sold into Spain, Italy, Auscivilian organizations tria, Turkey and now and around the world. A Poland in Europe Continued on Page 29 ` chat with ANDY COWLING CBE, Managing Director, DHS Systems International, about the company’s presence in India

About the company’s international presence The parent company grew up in the American Army

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About DHS Systems international and DRASH DRASH stands for Deployable Rapid Assembly Shelter.

DHS Technologies is based in America where we manufacture the shelters in New York State. We manufacture trailers into which we integrate environmental controlled units, generators and the shelter, to create a deployable system in Huntsville, Alabama. We have two factories in America.

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This MoU will open new avenues to DCNS in India for education and research programs in naval defence and energy. Sponsored research and development programmes will be carried out cooperatively by IIT Bombay and DCNS research teams.

Indian student projects will be sponsored and fellowships will be granted at IIT Bombay.

The training of DCNS personnel through “Continuing Education Programmes” will be conducted by IIT Bombay.

The research projects will be run at IIT Bombay premises with support of DCNS Research teams or in dedicated common facilities.

The MoU accepts thermo hydraulics, electrical engineering, material sciences as the most promising areas of scientific interaction between the two organisations.

Speaking on the occasion, Professor Shiva Prasad, Dean of Academic Programmes in IIT Bombay, said: “There is a huge potential for cooperation in educational programs and R&D programs in the maritime and energy domains between IIT Bombay and DCNS”.

“This new development emphasises our investments in long term in India. It also aims to accelerate technology progress in mutually beneficial areas by tying up with one of the top Indian research centres”, said Dr Alain Bovis, Executive Director of DCNS Research.

DCNS is a world leader in naval defence. India is buying its diesel submarine from DCNS, which is being constructed at the Mazagon Dock Limited at Mumbai.

DCNS India Private Limited was inaugurated in March 2009 in Mumbai. It specialises in naval services. DCNS India’s main missions are to support the naval shipyards and industries to develop local services with Indian talent. This agreement is strongly supported by the Science and Technology

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Department of the French Embassy in India.

L&T and Samsung-Techwin team up Larsen & Toubro Limited (L&T) and Samsung Techwin Co., Ltd (STW) announced that they would be cooperating in the Indian Army’s Tracked Self Propelled Artillery Programme.

Last year, Samsung submitted a proposal to the Ministry of Defence to develop the 155mm/52 calibre tracked, self propelled artillery with L&T as the lead partner. Speaking on the development, M V Kotwal, Member of the Board, L&T, and President, Heavy Engineering, said, “L&T and Samsung Techwin have joined together to offer a state-ofthe-art Self Propelled Tracked Howitzer system meeting the aspirations of the Indian Army for this strategically important program. This cooperation would lead to new avenues in Indian and global defense markets for both the partners working together.”

L&T has been an integrator for key systems and technologies and has indigenously developed and supplied complete systems for the Indian defence and aerospace sectors. Samsung Techwin is the Original Equipment Manufacturer for the Korean “K9 Thunder” the 155mm / 52 Caliber Self Propelled Howitzer. Large numbers of K9 systems are in service in South Korea and other countries. Together with the K10 Ammunition Re-supply Vehicle, the system is recognised for its functionality and unrivaled performance.

The gun system would have over 50 per cent indigenous content including components like fire-control system, communication system, Nuclear Biological Chemical suite & AC, Auxillary power unit, life support system, etc May 2012

which have already been used in India. There will be significant localisation of hull /turret structure and major subsystems. L&T also plans to set up the integration and testing facility for roll out of these guns from defense equipment facility in Talegaon, near Pune.

Larsen & Toubro (L&T) and Nexter Systems of France (NS) signed consortium agreements on key artillery gun programmes of the Indian Army, which includes the 155mm/ 52 Cal Towed Gun System (TGS) and Mounted Gun System (MGS) programme, where Nexter will lead and a 130mm/39 Cal M-46 up-gunning programme, with L&T as the lead partner.

The partnership entails delivering the best solution to the Indian Army. As per the agreements, Nexter will transfer the production of sub-assemblies of TRAJAN (TGS) and CAESAR (MGS) and the final integration of both systems to L&T in India.

The engineering customisation of the gun system to fulfill specific Indian requirements will be done together

by L&T and Nexter. L&T and NS are looking forward to extending the cooperation for these artillery programmes for Indian MoD to other opportunities, globally.

Philippe Burtin Chairman and CEO of Nexter Systems has said, “Our partnership with L&T is hugely important to Nexter, I am convinced that the depth of our mutual commitment will result in a strong overall value proposition to the Indian MoD. Our teams have been working closely for more than two years and I am delighted with the results they have achieved together on the TRAJAN system for the TGS programme.”

Speaking on the occasion, www.geopolitics.in

Beat the mosquitoes with DRDO! DRDO Chief B K Saraswat launched DRDO developed technologies to detect explosive materials and Swine Flu (H1N1) virus at the Defexpo.

Under the DRDO-FICCI Accelerated Technology Assessment & Commercialisation (ATAC) programme, licensing agreement was signed between the DRDO and private companies to manufacture DRDO developed product. Explosive Detection Kit (EDK) and Swine Flu (H1N1) Detection Kit are being manufactured by two Indian companies Vantage Integrated Securities Pvt. Ltd., NOIDA, Uttar Pradesh and RAS Lifesciences Pvt. Ltd., Hyderabad, respectively. Both the companies are ready with their respective products for the commercial market.

The DRDO - FICCI ATAC programme is a unique initiative of DRDO and FICCI that aims for commercialisation of cutting-edge technologies developed by various labs of DRDO for civilian applications. In the last 18 months, more than 25 DRDO technologies have been commercialised. Speaking at the launch, Saraswat said, “The technology of EDK can be helpful to control illegal traf-

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L&T- Nexter together for Artillery Gun

M V Kotwal, Member of the Board, L&T and President, L&T Heavy Engineering said “L&T and Nexter Consortium will endeavour to provide a winning solution to the Indian Army. Besides providing the most successful artillery gun systems to the Indian Army, this partnership will open up new avenues in Indian and global defence markets for both partners.

The collaboration offers not only commonality of ordnance but also reduces the logistics foot print significantly, and minimises the requirements of spares and through life support across multiple artillery systems.”

VERSATILE SHELTERS: UAV Systems help facilitate the operation and maintenance of UNMANNED AERIAL VEHICLEs in a variety of hostile environments Continued from Page 28 `

there’s more potential there. We are also established in the Middle East.

About the company’s presence in India We just passed the threeyear point in our partnership with Bharat Electronics Ltd (BEL), and have already supplied 24 shelters to BEL for use by Indian Army. The company aims to put up a manufacturing facility by 2015. We are now selling into Directorate General Information Services. That allows us to raise our profile and to grow closer to the Ministry of Defence and understand their requirements. We are working with BEL and competing for three tenders, all of which are based around medical infrastructure for the Navy, the Army and the Air Force. And actually that brings me to the point of about the value of our relationship itself. As we become more successful in India and increase our market share, the customer rightly wants to know how it can be supported, sustained, repaired, maintained, how the soldiers can be trained and that is what BEL is for.

BEL has its distribution system and locations all around India. So, that’s

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quite important too.

About DRASH shelters If you take a conventional tent, you will find it has aluminum posts. It has various parts and then you have to put a skin on it and that takes time, its clanky, noisy, and difficult to do in the dark. You have to look after all the parts.

Leave a part and you can’t put the tents up, whereas ours are different. Ours is a single piece. All you can lose is the shelter itself. I mean it’s pretty big but they do pack down to less than 5 per cent of their size, some down to 2 per cent. Our smallest range is fit for going on the back of a vehicle…the Company Commander comes along, goes to work before he settles down, puts his Command post up, battle moves on, three hours later you are on the go, down comes the shelter, in the back of the vehicle, or on the trailer and off you go.

The shelter has two skins which gives you a cavity wall and hence insulation. It gives you up to ten degrees difference from the outside and the inside. Looking into the inside every hold, every flap has a function. One for electric, one for environmental control units — ducts in, ducts out on the Continued on Page 30 `

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outside, a couple of windows.

The material is polyester base with a lot of work going into the production line to create this kind of fabric. The shelter is fire-retardant, UV resistant, waterproof, mildew resistant - always a concern if you’re packing up and storing damp canvas.

As of now the interior is white and it is anti-microbial. So if bacteria gets on it, bacteria stops - great for medical infrastructure and good for anywhere where people are. We are the only people in the world to do that.

We have strong points inside the shelter which are conventionally used for hanging lighting systems on. In the military world, people hang their equipment from the side, so on and so forth. These shelters are tested for a constant wind speed of 55 mph, gusting to 65. Now every statistics that I give you is certified by the US Military Aberdeen Test Center. I can give a certificate for every single statistic, proven military spec. Some of our competitors cannot do that.

You could conceal tanks or you can just house them. It depends on whatever function you

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MKU announces JV with EIS Electronics

want to use them for.

Inevitably, you can put them under cover. Of course, you are left with the silhouette of the shelter but if you have a high value outfit like a tanker, like a UAV, such equipment deserves to be looked after and if they break, then you want a good, safe and clean environment to work on and if you are working on a tank in the middle of the desert it is highly uncomfortable.

You are opening up the innards of the tank to the elements and, therefore, the ingress of sand. Well, what better way but to put a shelter up, drag it into the shelter, close both doors, create the right working atmosphere for the mechanics. The right environment to do that work in a sterile, sanitised environment and get on and finish with your job properly. It is guaranteed it will be mended quicker and to a better standard.

The big shelters are used for activities such as Command Control Centres or for warehousing.

With a small forklift truck you can get into our largest shelter and you can have two rows of palettes, two high normally all the way down so you can store ammunitions, Continued on Page 31 `

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ficking of explosive materials, apart from detection and identification of such materials in the pre and post-blast scenarios.”

Dr Muzzafar Ahmed, Member, National Disaster Management Authority (NDMA), pointed out that EDK could become an important tool in NDMA’s quest for mitigating and averting disasters occurring from bomb blasts. The product he said, would find users such as railways, hotels and resident welfare associations.

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MKU, India’s leading manufacturer and supplier of ballistic protection and surveillance equipment for armed forces, paramilitary forces and police worldwide announced a 50:50 joint venture with EIS Electronics from Germany to form EIS Electronics India Pvt. Ltd. The joint investment by both the companies will be $ 5 million to manufacture their cable harness products.

The first step towards the joint venture MoU was signed between the partners.

EIS Electronic India’s will manufacture the products in a 5,500 square feet upcoming facility in Kanpur. Speaking on the occasion, Neeraj Gupta, MD, MKU said, “As a strategic decision towards consolidation of our business we have entered into two new business ventures, NVDs and cable harness as this synergises with our existing product line and they will be new growth drivers for the company given the global demand and offset opportunities in India.” He added, “This joint venture will give us an opportunity to further strengthen our business alliances with our clients.”

Thomas Hauschild, MD, EIS Electronics said, “India has been a pioneer in manu-

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facturing of defence products and systems. We are proud to be associated with an Indian company like MKU as it is one of the leading manufacturer and supplier of defence equipments globally. I am confident that this joint venture will result in producing quality cable harness products and increase our market share globally”.

MKU is a registered NATO supplier. It is a manufacturer and supplier of personal and platform ballistic protection solutions with a direct presence in over 70 countries around the world. The company is setting up facilities for the manufacture of Night Vision Devices and Day Sights. EIS Electronics has been servicing the Defence and Aerospace Industry since 1980 and is manufacturing harnesses for the aerospace industry.

POLARIS marches into the Indian Defence sector Polaris, the world leader in the off-road vehicle segment, displayed and offered experiential rides of their Ranger RZR SW and Sportsman MV 850, at the Defence Expo 2012. The vehicles are well suited to the needs of the military and security forces for their off-road mobility requirements in the most challenging terrains.

The company believes that the capability of the vehicle is unmatched to any other vehicle in the same segment. The capabilities of their vehicle is “well-suited for missions in India and Asia in general” the company further elaborated. As per Polaris they have “capability is and have proven results with vehicles deployed across the region”.

Speaking on the occasion, Pankaj Dubey, Managing Director, Polaris India said, “After successfully entering the Indian market last year with our off-road vehicles,

May 2012

Tata Motors showcases Prahaar launcher Tata Motors showcased some new specialised vehicles for the defence forces at the Defexpo: the automobile giant launched four vehicles — Tata 12x12 Prahaar Missile Carrier, the Tata Light Armoured Vehicle, the Tata Mobile Bunker and the Tata 6x6 7kl Refueler. To assist the country’s elite forces in indoor combat, a new Micro Bullet-Proof Vehicle (MBPV) for indoor combat inside airports, railway stations and other such infrastructure was displayed.

P M Telang, Managing Director-India Operations, said, “The launch of our new

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combat & tactical vehicles and equipment, leveraged from our strength in design and development of a wide range of commercial vehicles, now enables us to cover the entire defence mobility spectrum. Tata Motors defence solutions already covers the complete range of logistics and armoured vehicles that have also been popular in supporting the police and paramilitary forces in counter insurgency operations.”

The most-awaited programme for Indian army is the Futuristic Infantry Combat Vehicle (FICV) under ‘Make India’ programme.

Tata Motors is one of the participants and it displayed scaled models of its concept vehicle, both tracked and wheeled versions, the turret of the vehicle was displayed separately with the gun which would be part of the vehicle. The company briefed about the proposed production facility and a model of the plant was displayed. Tata Motors responded to the Expression of Interest of Indian army in 2010 and is awaiting the result of the shortlist of candidates for developing the vehicle.

Tata Motors has been in the defence vehicle business since 1958. Till date over 1,00,000 vehicles have been sold to both military and paramilitary forces. Tata Motors also exports its defence vehicles to the SAARC, ASEAN and African regions. With its vast range in multi-axle vehicle like 12x12, 8x8 & 6x6, the company is supplying to leading missile OEMs across the world. Tata Motors is also supplying to the UN peacekeeping missions.

The highlight of the event for Tata was its indigenously developed high mobility; allterrain and all-wheel drive 12x12 Prahaar Missile Carrier, Tata LPTA 5252-12 X12 vehicle. It’s is designed for missile launcher-cum- carrier applications like integra-

DHS SYSTEMS

we are now concentrating on providing solutions to the Indian defence, security and government sector.”

Working directly with an OEM provides benefits to our customers beyond the world class quality of Polaris products. Our customers get access to the equipment manufacturer to expedite missionisation requirements and can leverage the Polaris global dealer network for service.”

Polaris Defence has been working with military, all over the world for last one decades and Polaris India will do the same for the Indian market. Polaris India Private Ltd is a wholly owned subsidiary of Polaris Industries INC - with annual 2011 sales of $2.7 billion. Polaris designs, engineers, manufactures and markets innovative, high quality off-road vehicles (ORVs), including all-terrain vehicles (ATVs).

Polaris Defense provides the military and security forces the light mobility to conduct operations such as: Patrolling, Recce and Surveillance, Law and Order, Perimeter Security, Casualty Evacuation, Search and Rescue, Training and many more.

MODULAR DESIGN: A number of different DRASH systems can be joined together to form huge city-like structures in different types of environments Continued from Page 30 `

supplies, food, whatever.

On the side you’ve got your logistics cell, your medical cells. Those are air-conditioning units. We do them either on trailer or we do them on palettes, on skids.

The applications that the Indian Armed forces are interested in Market entry for us is about Command and Control shelters which are currently being tested and I am expecting more orders. Command and Control extends from something small to something that looks much more like a Divisional Headquarters.

Second is the medical application. Our shelters can be used to create field hospitals - one could be the Operating Theatre, another part the dispensary or the pharmacy, the triage or the reception.

Warehousing - our biggest shelter is just right for housing the tanks while they are being worked on or concealed or protected for storage or for housing a UAV (Unmanned Aerial Vehicle). It’s surprising how much investment has gone into UAVs, but nobody’s really thought through the fact that you are then going to base

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them in an austere area and actually you have invested so much money in acquiring capability you might like to invest in some means of looking after them. That is a growing market for us.

On the different variants of shelters We have 64 variants. Different sized shelters can join together and are completely modular. Some shelters used by the US military for their headquarters are huge and almost city-like. We do isolation shelters which certain nations like in case of contingent capability for situations like pandemics or something. We have systems for isolation and contamination. We do decontamination shelters, washing down washing off chemical agents.

Battlefields where the DRASH shelters have been deployed operationally Well, they’ve been in existence now for around 25 years. Throughout the Balkans, certainly in Iraq, in Afghanistan now and exercised and trained really all over the world. We have sold over 18,000 shelters. So, it’s global, it’s well supported and it’s certainly well-tried.

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tion of Prahar, BrahMos and Nirbhay Missiles with DRDO.

Rossell receives FIPB go ahead for JV with CAE Rossell India Limited announced approval from the Indian Foreign Investment Promotion Board (FIPB) to form a joint venture (JV) company with CAE. The JV will provide synthetic training solutions to the Indian forces. Rossell India Limited will be the senior partner with 74 percent share of JV firm and CAE holding rest 26 percent as per the ministry of defence norms.

The joint venture will focus primarily on providing training solutions for foreign platforms. Ministry of Defence wishes to develop

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The company would work under the Indian offset criteria for defence programs.

Harsh Mohan Gupta, Executive Chairman, Rossell India Limited said, “Rossell has been looking for growth opportunities and we are pleased to form a joint venture with a global leader such as CAE. The Indian Ministry of Defence has specifically recognised simulation and training services as being eligible for offsets so we expect this company, which will have access to CAE’s world-class technology and experience, to be an attractive partner to foreign OEMs looking to meet offset requirements.”

On the occasion Martin

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Gagne, CAE’s Group President, Military Products, Training and Services, said, “The Indian defence forces recognize the benefit that simulation can provide to enhance their operational training while reducing costs, and are now requiring high fidelity simulation for all their major platform acquisitions. CAE believes simulation and training will continue to take on more importance in India, which is why we have and will continue to make significant investments in-country. We are firmly committed to being a long-term partner by bringing our world-class technology and capabilities to India’s defence forces.”

Rossell India Limited provides custom engineering solutions and is a system integrator in the field of

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avionics, communication and other associated aerospace and defence equipment. It also provided support services to the Indian Armed forces on various platforms. CAE has been active in India for the past 40 years selling simulators, and is now offering training solutions for India’s civil aviation and defence markets.

Mahindra signs MoU with Rafael Mahindra & Mahindra (M&M) and Israel’s Rafael Advanced Defense Systems signed a Memorandum of Understanding at the defexpo to form a Joint Venture (JV) Company in India.

The JV will develop and manufacture products for various land and naval

“

India is a key market for SIG Sauer” Sig Sauer supplies a range of sophisticated small arms to Indian Special Forces and tactical response teams. RICHARD BROWN, Regional Director for the Middle East, North Africa and India, speaks on the company’s plans in India

controls against a country.

About Sig Sauer We are truly international.

SIG Sauer has been making We have three factoriessmall arms for 150 years one in America, one in and is probably the preSwitzerland and one in mier small arms supplier to Germany. The American the military, law enforcefactory is by far the biggest. ment and protection users.

The Swiss factory is the We have a phrase that we one that is the most closely say “that we are known by linked to India because the the company that we keep” Swiss weapons are and some of our INTERVIEW really integrated into end-users are elite the Indian market. end-users. We have In India we have sucthe British Special Air Sercessfully sold products to vice, US Navy Seals, US the National Security Federal Air Marshalls, the US Secret Service; we have Guards (NSG) where our elite users around the rifle is their standard world. We have probably weapon. We have sold into supplied to every country the National Investigation in the world, unless off Agency, the Punjab Police course there are export and the Orissa police and

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at the moment we are negotiating with a number of other government departments. We believe this is probably one of the key markets of the future.

On the partnerships in India We recognise fully, that given the size of the purchases that India makes, because you have an exceptionally large armed force - technology transfer is fundamental. As we are very serious about this market, we have established a SIG India office.

We recognise the fact that India is probably one of the key developing military

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markets in the world, no question. And there is a hunger to have the most modern and latest in weaponry here. With the India office and the highly trained individuals in it, I now have eyes and ears on the ground that I don’t have in many other countries. So that answers your question as to how committed we are in the Indian market.

On SIG SAUER weapons A. SIG is at the cutting edge of technology in small arms at the moment. After 150 years of supplying small arms, you can imagine we are in the leading

May 2012

requirements, such as AntiTorpedo Defence Systems, Electronic Warfare Systems, Advanced Armouring Solutions and remotely operated weapon stations for Futuristic Infantry Combat Vehicles (FICV). The company has submitted the proposal for JV to Foreign Investment Promotion Board (FIPB).

Mahindra’s existing Naval Systems division in Pune will receive investments from Rafael which will is going to be the production facility.

Speaking on the occasion, Anand Mahindra, Vice Chairman & Managing Director, Mahindra & Mahindra Ltd. Said, “Our Joint venture with Rafael signals our strategic entry into a wide range of high tech-defence solutions which will enable the Mahindra Group to become a leading defence systems integra-

Our pistols are very advanced and that is the reason a number of elite organisations, including the NIA, are using our pistols.

We

for us.”

CEO, Rafael Vice Admiral (Retd), Yadida Yaari, also spoke and said “We see Mahindra as an ideal partner for expanding our business opportunities in India in sea, land and air domains. We have supported and will continue to support the Indian Ministry of Defence in gaining technological superiority and excellence.”

JV with Telephonics Corporation M&M and Telephonics Corporation, a leading designer, developer and manufacturer of information, communication and sensor system solutions, announced the formation of a Joint Venture (JV) Company. The JV will provide

try to take all weapon technology to another plane, another level. If you take the conventional handgun- everybody’s making handguns at the moment that are covered with a hostile environment finish. All the weapons that you see around you, are covered in a hostile environ-

HEMANT RAWAT

edge of technology. We have cutting-edge assault rifles, sniper rifles, pistols and 40 mm grenade launchers. There are so many tenders in India at the moment that we are bidding into a number of different platforms. What we are trying to do is we are trying to bring in the latest technology platforms. We recognise what the user wants. At the moment we have done very well as a fact with the assault rifles in the country. These are called the 55X series. We are also getting in the new 516 assault rifles.

tor in India.”

Speaking on the occasion, Brig (Retd) KA Hai, Chief Executive, Mahindra Defence Systems, said “This JV will enable Mahindra Defence Systems to further leverage its innovative solutions in the maritime domain, enhance its product offerings, and present it with new avenues for growth. We intend to further expand into air, land, and aerospace defence solutions.”

Giving the Rafael perspective Chairman,Maj Gen (Retd) Ilan Biran, said: “As part of our global strategy, we form alliances to develop military applications based on our proprietary technologies and in Mahindra we see a lot of synergy and opportunities for growth in new markets and especially in India which is a strategic market

defence communication and surveillance systems.

The JV will put up a plant in India to manufacture and service airborne radar systems for the Hindustan Aeronautics Ltd (HAL) and support airborne maritime surveillance systems for the Indian Navy and Coast Guard.

The JV will license technology from Telephonics for use on a wide range of products that have both defence and civil applications.Two companies are expecting approval for their JV from the government of India soon.

The JV will be the first in India to manufacture air borne and maritime radars utilising licensed technology.

Nearly 100 per cent indigenous capability is expected to be achieved in the near future. The MoU for the JV was signed last year.

ment finish. It’s a special coating that stops the weapon from rusting.

Think of all environments that the weapons are exposed to - cold, heat altitude, sand mud, humidity.

Making a product that functions in all of those environments is not easy.

The metal can be eaten away by humidity. On the other hand we give the same kind of protection to all the internal components of our weapons. We protect all of our weapons with a proprietary finish called Nitron. We are putting Nitron finishing on all of the internal components of our Special Forces MK25 pistol as well. Nearly all of our rifles run on very advanced piston systems rather than the traditional direct gas impingement system.

A unique weapon made by SIG We as a company could only survive, Continued on Page 34 `

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Strengthening the strategic relation

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On a high after the Rafale was selected as the prime contender in the MMRCA programme, Indo-French defence cooperation is all set to take the next stage as evidenced by the presence of a large number of French companies at Defexpo2012

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n last one year India has signed contracts worth around three billion dollars with French defence firms.

The emergence of Dassault’s Rafale as the lead contender in the Medium Multirole Combat Aircraft (MMRCA) will bring together Indian and French firms to co-execute the programme for next two decades over the $11 billion contract.

The Indo-French defence relationship is decades old and has been one of the most trouble-free associations.

In a statement - GICAN - an

umbrella group of French marine firms, has said, “IndoFrench defence cooperation is entering a new phase with the growth of India’s defence industrial base. From a buyer-seller relationship, India and France have now entered into co-development and co-production of major defence equipment in India.”

At Defexpo 2012 French

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the professionals we are, by listening to users all the time. We have a completely unique weapon system in the P250 pistol. The P250 pistol has a completely removable internal mechanism. If you strip a conventional pistol and you take the slide off, you will have 20, 30, 40 moving parts inside. That’s why you have a soldier called an armourer who takes the weapon to pieces, main-

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firms demonstrated their vast capability in the defence technologies across the spectrum, from training to technology.

The French pavilion had companies who are global leaders of naval systems like DCNS, to the land system majors like Nexter. The French seem to be very particular about maintaining the momentum in the Indo French defence co-operation.

Gican in its statement

said,”Our aim is to offer a wide range of products or services likely to meet all the requirements of the Indian armed forces and, at the same time, contribute to building and consolidating India’s industrial and technological base, through transfers of expertise, technology and know-how.”

IIT Bombay and French shipbuilder DCNS have signed a Memorandum of Understanding (MoU) for education and research programmes in naval defence and energy. The programme will sponsor

SIG 556

SIG P250

DMR - PRECISION SNIPER RIFLE

PISTOL

tains the parts and then assembles it back together.

The user never gets that kind of access to the internal components of the weapon. It is not their job.

With our pistols, for example the P250, the entire internal mechanism lifts out as a single unit.

And there are only twentyplus moving parts in the entire weapon. That is the only pistol in the world that offers you a completely removable mechanism

and of course we have had to redesign the mechanism so that when the chassis of the mechanism lifts out everything is locked on, nothing can come away. Weapons are notorious to springs and other parts falling off while field stripping. We’ve solved that problem. The weapon is unique, it is world-class pistol and nobody offers this technology other than us. We have some of the best

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weapons technology experts in the world working for SIG Sauer.

On the shift from the 5.56 calibre systems back to the 7.62 calibre The 5.56 mm round has been around for a long time since the ‘60s. The 5.56 mm round is a very, very capable round. It is fast, it is very accurate.

The rationale behind it is that the soldier can carry many more rounds. It is

May 2012

also NATO standard.

Therefore it is very unlikely that the 5.56 will disappear any time soon. You are correct in your observation that the 7.62 has of late had resurgence. We have multiple weapons in the 7.62 mm calibre as well. I think what we have recognised in SIG Sauer, is that the threatres of operation have changed over the last few years. Your enemy is no longer wearing a different colour shirt and marching across the battlefield. Yes I know there are some environments where that does happens, especially where you’re in border disputes.

But to most users at the moment the enemy is unseen; the enemy maybe in an urban environment.

We have reacted with our weapon systems accordingly by designing weapons that are multiple

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schedule and the technology provided by the DCNS has been absorbed by Mazagon Docks Limited (MDL). This transfer of technology has become a bench mark for future submarine deals. The conducive political atmosphere between India and France has also ensured that the business relationship also flourishes well. The French defence industry was represented by 25 companies at defexpo2012. The partici-

pants ranged from Small and Medium Enterprises (SMEs) to Original Equipment Manufacturers (OEMs). The co ordination of the companies was done by two industry bodies GICAN, the French Marine Industry Association, and GICAT, the French Land Defence Industry Association.

The future submarine line for the Indian Navy which is going to be an open competitive tender has energised the global submarine manufac-

DCNS

research and development programme at the IIT and also sponsor Indian student projects and fellowship. The impact of this programme is likely to be felt for years to come.

Indian engineering major Larsen and Toubro (L&T) and French land system firm Nexter signed an agreement for artillery gun systems for the artillery modernization programme of Indian army. If this joint venture bags the deal, then all the three services will have their main offensive equipment sourced from France.

The upgrade programme of the Mirage 2000, the front line fighter of the IAF, to the 2000-5 standard signed last year for around $2 billion, will ensure that the aircraft will retain its viability for years to come. The contract for six Scorpene submarines from DCNS, which was signed in 2005, is proceeding according to the revised

HUNTER KILLER: The Scorpene submarine will add a formidable punch to India’s underwater fleet

uses.

Again we look at our 516 weapons. We have a family of weapons-7”, 10”,14”,16”,18” designated marksman rifles. So that’s where we changed. We have exactly the same family in 7.62 mm.

Whether we will move to some of the more obscure calibers, I don’t know. My personal feeling is that some of the calibers will never achieve the level of popularity that some people think that they will primarily because of joint operations. Say I am the British Army and you are the Indian Army and we on joint operation together with 5.56 rifles. If another operator comes along with 6.8 mm weapon, we cannot share ammunition with him. So I think the 7.62 and the 5.56 will be there for a long time. I think they will

run in parallel rather than the 5.56 being the clear leader.

On bullpup versus standard configuration assault rifle debate There are two different philosophies to weapon design. Each one has its advantages; each one has its disadvantages. A standard magazine in front of a trigger is the world standard in small arms. Anybody can pick that up and work it.

The flipside is that the barrel has to be slightly longer, hence the reason we are experimenting with shorter barrel versions.

The bullpup is shorter by nature because the barrel starts off of behind the shoulder. However there is no question that the bullpup is more awkward to operate. The trigger on a standard configuration

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turers. The French have an advantage in this regard as India is already buying their submarines. The French have already offered the Air Independent Propulsion (AIP) system for the Scorpene which is going to be one of the main considerations for next submarine line.

French subsystem manufacturers were in present with their products. Some of them, like Snecma and Thales, have been present here for decades. As Gérard Longuet, French Ministry of Defence said,”The Indo-French cooperation is built on a large range of initiatives such as the transfer of technologies, joint-ventures and market exchanges designed to address current and future challenges. That is why I am convinced that the large French participation to Defexpo will have a positive impact on the strengthening of the relationship between our two countries.”

assault rifle is probably crisper because the trigger release is located right above the hammer. On a bullpup design you have a long mechanism linking back to the hammer. It’s never as precise.

I wouldn’t question anybody’s choice of small arms. Whoever goes through a choice of small arms and are highly professional end-users like the Indian Army have to consult very long and hard about what is right for them, for their tactical requirement. There will always be the two weapons systems, but there will probably be more standard configurations as far as assault rifles are concerned on the market because most people are use it. If somebody feels the bull pup design is right for them — fair enough.

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Russia tries to regain its dominance

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The traditional supplier of the Indian armed forces has striven hard to shore up its place in the face of vigorous competition from other countries

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ndo-Russian defence relation is a time-tested relationship that has withstood occasional blips.

The recently-held Defexpo saw Russian participation in large numbers: 37 companies — by far the largest — represented the Russian defence industry. The Russian pavilion was an excellent representative oasis of the industrial capability of that country in the area of defence.

Russia, which continues to provide most of the major weapons systems of India whether tanks, aircraft, mis-

siles, rockets and ships, is looking forward to enhancing the level of cooperation from provider to joint developer and co-producer. The IndoRussian Brahmos is a shining example of this co-development. India is looking forward towards an air launched version of this missile. The Russian are working on this and this was the much discussed topic at the Defexpo.

“

ITT, a platform agnostic company”

HC TIWARI

ITT is fortunate that it is diverse and works across platforms. Excerpts from a conversation with ITT

THE ROADMAP AHEAD: The ITT Exelis Team at a special briefing with Geopolitics (left to right): Tim White (Manager, Public Relations Communication & Force Protection Systems), Eric Whitehill (Staff Scientist Communications & Force Protection Systems)and Frank Loftus (Manager, International Business Development Night Vision & & Imaging)

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Russia displayed the latest version of the T-90 Main Battle Tank: T-90S. The T-90 is now being manufactured in India from a completely knocked down condition. India has some issues with the T-90 and the latest version seems to be with better technical specifications providing it more lethal power and survivability. India is pondering to upgrade its T-72 MBTs to the T-90 level.

The T-90S caused quite an interest among people. The latest version of the T-90S has enormous potential as the Indian army will be inducting 1000 tanks built in India. Another first-time product which was unveiled at Defexpo was the S-400 surface-to-air missile. This missile is an improved version of the S-300 that is operational with India in a very small number.

For the first time, Russian weapons export firm Rosoboron Export’s local partners Rosoboron Services

On the company We are essentially a platform agnostic company and we're fortunate when budgets get cut worldwide, our portfolio's pretty diverse…. we definitely don't sink or swim on major platforms.

And we have four businesses primarily: electronic systems, geo spatial systems — that's where night vision falls in. We have this Information Systems business out of which we do a lot of cyber work. We also do Air Traffic Management work which is a pretty big part of our business. And we have an Emissions Systems business where we do operations on various bases. Typically, you know most militaries want something like that and have more of a higher combat to logistics ratio. And so we are a part of that logistics centre and part of the support so that the military then can focus their efforts on the more core areas.

On India Our pursuit of business in India will see a long-term objectives for us. We signed a recent MOU agreement which is just one example.

We have also done some work on major platforms for aircraft, we are looking into radio business where we are involved with TCS and we have what we think is a very good solution out of that programme as well as BMS (Battlefield Management System). We’re interested in the field wireless systems as part of the TCS system.

Essentially, it is a big WiMAX platform network and we are providing a military radio option with TATA Power. Tata Power is pursuing the TCS programme. Well, we have a wonderful product that we think will fit in well. We also have several solutions that we think will work well with BMS. It's just a matter of working with the right

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May 2012

and Rososboron Terra participated at the Defexpo. These two are the latest venture of Rosoboron in Indian defence market. These two companies have been created with Indian local partners to provide maintenance services to the Indian forces. The time taken in processing of the maintenance requirements of Indian forces has been reduced with these two firms and a large amount of maintenance of systems and ships will be done in India.

Russia is also one of the contenders in the recentlyreleased RFP for the Very Short Range Air Defence missile (VSHORAD) for triservice requirements. The Russian Igla is one of the contenders. India is short of man portable VSHORADs. The government is under immense pressure to equip forces with the latest manportable anti-aircraft missiles to improve air defence capability.

In addition to these, Rus-

sians were seen discussing with Indian shipyards on the prospects of constructing the next submarine line. Russian

naval companies were in full attendance with naval systems to offer India, which includes helicopters, submarine, torpedoes, etc.

India in recent times has

numbers soon to Russia.

India is also planning to induct Smerch 300 mm, 90km range unguided rocket system. India is operating this system from last one

Indian company in our efforts as well.

For the last several months we have been working with TATA ASL specifically. We came over in January and started to forge that relationship and we expect that over the next several months we will begin working on licensing so that we may take our Generation 3 product and launch it into the Indian market. We are working through TATA ASL much the same way we have done in other Asian markets such as South Korea and Japan. Yes, we looked at various companies and we liked what we saw of the TATA ASL from the management, from the capability, from the facility perspective and we believe this is going to be a winning alliance for us. The TATA name is well known of course and we think this is mutually beneficial for

both companies.

the tubes and now have a finished product made here.

HEMANT RAWAT

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ordered 15000 Konkurs antitank missiles from Russia.

India is going to place order for tank munitions in large

SCOURGE OF THE SKIES: The Igla-S missile in contention for the Indian Army tender for a Very Short Range Air Defense System (VSHORAD)

The roadmap ahead The roadmap ahead will be for us to get the…everything we do is under ITAR (International Traffic in Arms Regulations.) control. So we will work very closely with the US government to get the proper licences in place so that we can come over and do some additional training and get the TATA facility upand-running to where it is capable of producing the same level of quality that we can, back in the Virginia facility. This is not anything we have not done before in other countries. So, it is not new to us. We are not learning at the expense of India here. It should go rather smoothly.

Our completed Generation 3 image intensification tubes will come in as well as other parts, so that they completed a finished goggle. Basically we’re selling

The objectives Obviously the TCS programme. Also within the BMS programme, we think that there may be opportunities for some of our solutions like our Nomad satellite communications terminal is very, very useful for headquarters application… satcom on the move type operations as well as our High Capacity Data Radio and..the other thing we are going to bring over the technologies associated with Software Defined Radio and jointly develop a wave form which meets the BMS requirements and get that radio produced in India. Our company is very well known, very well positioned in waveform products. In the United States, we are the developers of the Soldier Radio wave-

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decade.

The Russian Mi-26 and Mi-28 are lead contenders for the heavy lift and attack helicopter tenders. The result of these contracts is going to improve the Russian contribution in the Indian defence services. The Russian delegates were seen showing a lot of interest in the Indian firms for codevelopment and co-production. This is a marked change from the old Russian stand of being a reliable low-cost provider of weapons systems. The Russians are aware that the Europeans and Americans are doing joint ventures and the era of technology denial is over for India. If they want to remain in the Indian defence market they will have to open themselves to the changing dynamics of the Indian market. Russian cooperation is still predominantly with the DPSUs but it seems that will change in the near future. form, Syngar’s waveform. In the UK, we are the developers of Cone waveform and that is truly our expertise we bring to the table and partner with companies in India. We are still creating partnerships. We will make sure people know. It's not going to be something we want to keep secret.

Projects under pursuit Yes. At least one we are pursuing pretty heavily and that’s the National Security Guard. They’ve evaluated our product and seemed quite pleased with it. So we think that maybe (that will be) a dual area for us. Obviously, the big prize in India is the BMS programme and we think that these are sort of complimentary efforts.

BMS is the core objective.

TCS is a mid-term objective, BMS is core objective and we are also interested in the future infantry soldier.

May 2012

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It was no surprise that the Israelis had the “most visited” pavilion at the Def Expo 2012. Even at the last DefExpo in 2010 the Israeli pavilion occupied the largest exhibit. This is a testament to the close defence ties between the two countries

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ndia is now the largest export market for Israeli arms. But that was not always the case. Till the end of the 1990s, China was the destination for most Israeli weapons exports. But the US veto on the transfer of sensitive technologies to China changed all that. As Israel was forced to look elsewhere in the search for other markets, rapid economic growth allowed India to finance its requirements for defence equipment.

With their production lines in disarray at the end of the Cold War, Russian manufacturers were unable to fulfill the needs of the Indian military completely. After the US forbid the sale of the Phalcon radars to China, Israel Aerospace Industries made them for the Indian Air Force.

In the ten years since then, Tel Aviv has become a leading

supplier of arms to India with the estimated value of the contracts signed touching nearly $10 billion.

Israeli companies have risen to the challenge of adapting to the needs of the Indian Armed Forces. Israel has won contracts for various modernisation programmes and Israeli electronics have

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We are confident that the offset segment will take off…”

CAE is a global leader in modeling, simulation and training for civil aviation and defence. ANANTH RAMASWAMI, Vice President and Regional Director, CAE Simulations India, speaks about the company’s activities in India

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for helicopter pilot training. The third one which we have just announced is a new joint HEMANT RAWAT

About CAE in India In India we have two parts to CAE. One is the civil part, the other is the military part.

The first entity is what I call CAE India, which is primarily a product and services company where we sell our products which are intrinsically built in India to Air Force, Army and Navy. We also undertake AMCs and service contracts both for our products but also for products made by the other OEMs. The second is the HATSOFF which is the first of its kind in India

venture with a private company in India called Rossell and the joint venture with this company will be called CAE Rossell-this will be the company to provide offset. So these are the three verticals on the military side.

On the civil side we have the India Flight Training Centres where we have two A320s and one Boeing 737, which is the first of its class and we also train commercial pilots.

As you know every commercial pilot

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now been fitted on Russian equipment in the Indian military: tanks, helicopters and fighter aircraft.

Israeli firms such as Rafael, Elbit Systems, Israel Aerospace Industries (IAI), Israel Weapon Industries (IWI) showcased their hardware at the DefExpo 2012.

IAI showcased its Barak-8 missile defense system. Created to respond to multiple threats the Barak can be installed on fighters, has to do ten hours a year as recurrent training. So we provide that facility in Bangalore.

In addition to that we have two global academies in India which we run the management contract for IGRUA ( Indira Gandhi Rashtriya Udan Academy) and we also have a Joint Venture with Airports Authority of India where we train budding pilots in Gondia, near Nagpur. So this is 51 per cent CAE, 39 per cent AAI and 10 per cent is Pawan Hans. So that is the other entity that we have.

Finally we have one entity called CAE Simulation Technology, which is a captive business. We have about 200 people working there and they develop visual databases for our simulators. Almost all civil airports, either new built or upgrades--the Visual Database Team sitting in Bangalore, about 70 people, does the database.

We have another group called Training Solutions where we’ve got expensive courseware for pilots to do training on selective systems.

May 2012

Elbit Systems unveiled the Hermes 900, a next-generation medium altitude long endurance (MALE) Unmanned Aerial System (UAS). Capable of operating beneath cloud cover, this is an electrically propelled system.

IWI showcased the latest iteration of its iconic Uzi submachine gun, the 9mm Uzi Pro. Specially designed for Special Forces and paramilitary forces it is very suitable for VIP protection and law enforcement activities. IWI also revealed its new model in the Negev family of light machine guns (LMGs) NEGEV NG7; Ace family of 5.56mm- and 7.62mm-caliber assault rifles; and Tavor family of 5.56mm-caliber assault rifles.

Rafael showed off a range of their products at the Expo.

Iron Dome is a mobile air defense system designed to intercept and destroy short-

SEEK AND DESTROY: The Israeli pavilion hosted a range of innovative products, like these Python, and Derby and Iron Dome missiles from Rafael

You could take any specific aircraft, any specific systems of that aircraft and you either take instructor-based training or a computer-based training.

We do that.

The third group in which we have about 35-40 people in, is engaged in developing critical sub-systems of our simulators. They do the software engineering here and send it back to our headquarters in Montreal where it is integrated into the main device. So in a nutshell that is the footprint of what we have specifically based in Bangalore. Now we have set up a full blown office in Delhi for our military business. We are also going to have our eighth entity which is going to be a Joint Venture with InterGlobe in Greater Noida where we have a six-day training facility.

It’s very big. Initially we are going to have two Airbus simulators based here in Delhi for pilots in this part of the country to go and train there.

See, Indian Armed Forces like I said, we are covering all the Forces. We have built flighttraining devices for aircrafts like Dornier. We have for MIG 21, MIG 27, we have the AN32 ,these are installed in the Air Force Bases either in the forward bases or in the transport bases like Yelahanka near Bangalore. So the pilots train on the device.

Most of these are not what we call full mode - they don’t have the motion flight training device but with very good visuals; and we also undertake AMCs of these machines — either own or by other OEMs. A case in point of another OEM is Jaguar. We have done the upgrade of Jaguar simulators at Gorakhpur and at Ambala and handed it over after bringing it up to speed.

On the Naval side we have developed gaming software called ASPT (Action Speed Practical Trainer). We have the crew of two ships, the red ship and the blue ship. They can play a war game on screen. We have also got

another slightly higher level of war gaming for Navy called ‘Poseidon’ which is played between the commanders of the ships. So ASPT is for the crew and ‘Poseidon’ is with the commanders. That is on the Navy side. We have developed simulators for submarines. We have it installed in WiFi. On the Army side, we’ve got simulators for crew gunners. So if you are a gunner in a tank, if you have a simulator where you can ‘fire’ on a stationary target or a moving target, when you are stationary or when you are moving various combinations. Then we have what is called a Driver Simulator for the driver to sit and operate a tank. You can go over sand dunes, you can go over all kinds of terrain.

We also have these simulator networked in what is called a combat troop trainer, which we have developed with CVRDE in Bangalore. We have a combination of three sets of drivers and gunner, driver-gunner, driver-gunner.

On simulators for the Indian Armed Forces

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HEMANT RAWAT

unmanned aerial vehicles (UAVs), helicopters and missiles. IAI also exhibited the EL/I-3360 Maritime Patrol Aircraft. This system is a multi-role airborne system useful for providing situational and maritime domain supremacy.

IAI also exhibited the Harop system a hunter-killer drone designed to loiter the battlefield and attack targets by self-destructing into them.

Another interesting IAI product was their Ground Target Acquisition & Designation System (GTADS), which is a self-contained, tripodmounted, gyrostabilized observation and targeting system GTADS ensures the targeting mission success by providing quick deployment, remote control, day and night target acquisition, auto-tracking, laser designation of moving targets and increased operator survivability - all in one single unit.

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range rockets and artillery shells.

Trophy, an active protection system (APS), designed to supplement the armor of both light and heavy armored fighting vehicles, was also showcased. On March 1, 2011, Trophy successfully destroyed an anti-tank missile launched from the Gaza Strip toward a Merkava Mark IV tank.

Rafael also exhibited the SPYDER, an advanced ground-based air-defence system based on the Derby and the Python missiles. Other systems that Rafael showed off were the Spike family of antitank missile systems and the Samson and Typhoon remote weapon stations.

Setbacks like the allegations of fraud notwithstanding, what is certain is that Israel will continue to be the source of high technology weaponry and knowhow for years to come for India.

We have six (three) sets of crews training together and the beauty is that though these are physically set apart, when the driver goes over a sand dune the gunner sees that movement and when the gunner fires, the driver feels the recoil. These are full motion with six degrees of freedom - very real and very true to life. We have also developed simulators for the BMPII armored vehicle, which is under trials and something, should come out of that.

On the simulators for the P8I Poseidon P8I is a platform supplied by Boeing for the Indian Navy and we have already done the P8A which is the American version. So we are well qualified to replicate the requirement here. The P8A is nothing but a Boeing 737 platform. So we are in talks with the OEM and we are also in talks with the Navy but it’s still very early days. It is we who are saying that look we can do this.

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FICV must have an Indian focus”

L&T, India’s heavy engineering giant with a significant contribution in the Indian missile and nuclear submarine programmes, is diversifying into other areas of defence.

MV KOTWAL speaks about the plans

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On the Future Infantry for INS Arihant like the Combat Vehicle (FICV) proentire hull. We created a gramme separate design team for the This is a futuristic pronuclear submarine programme and it must have an gramme. Today, we have full Indian focus. We are having virtual reality systems for a combination of partners. submarine design. Our sysEssentially, the vehicle doestem design and analysis n’t exist. The design of our capability is cutting edge. vehicle will be totally inWe are capable of building house. The integration, conto specification. Hazira is cept and system design will capable of manufacturing be ours a significant part of submarines. the manufacturing will be done in our facility. We On the Katupalli ship manexpect the announcement of ufacturing facility the shortlisted firm in the We have already invested in next quarter. If shortthe Katupalli ship INTERVIEW manufacturing facililisted, we will build the production facility ty, and if needed that in no time. The production facility can be used for the of the FICV is expected in second line of submarine 2016-17. We already have manufacturing for the Indimassive a manufacturing an Navy. We have huge facility in Hazira for ship lift facility at heavy equipment.

Katupalli that has been completely On the contribution designed by us. to indigenous We have in-depth nuclear submarine capability in INS Arihant designing. Katupalli We developed a number is fully functional of skills for the INS and we are capaArihant proble of manugramme facturin-house. ing We did huge all the ships major there. parts

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America opens up its arsenal

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Late entrants into the Indian market, they have notched up quite an impressive list of contracts in a relatively short span of time

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slew of American defence and aerospace majors turned up at Defexpo 2012. Recent big-ticket procurements such Boeing C-17 heavy lift transport aircraft, the Lockheed Martin C-130J tactical aircraft, and Textron’s Sensor Fused Weapons are a sign that the Indo-US defence cooperation are on a sure footing.

Northrop Grumman showcased its range of industryleading capabilities in airborne early warning and control systems for maritime reconnaissance, and unmanned aircraft. The E-2D Advanced Hawkeye aircraft featured newly designed electronically scanned radar with a matching suite of sensors, avionics, processors, software

and displays to provide the most technologically advanced command and control capability available worldwide.

The backbone of this aircraft is the AN/APY-9 radar with a two-generation leap in capability and provides greater flexibility and significantly improved detection and tracking over all terrains.

A E-2D tactical work station was available to demonstrate the capabilities and functionality of the E-2D Advanced Hawkeye for military and civil applications. The company also showcased the MQ-4C Broad Area Maritime Surveillance Unmanned Aircraft System (BAMS UAS) based on a maritime derivative of the

ATLAS starting Indian subsidiary The German major with vast experience in submarine and naval technology proposes to start an Indian subsidiary to focus on the emerging opportunities

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TLAS ELEKTRONIK, the European maritime and naval solutions major, showcased its wide spectrum of products and technologies at Defexpo.

Two of the products displayed were: SeaSpider and SeaHake torpedo, along with the mine disposal system called the SeaFox. ATLAS showcased a presentation of their “Integrated Sensor Underwater System” (ISUS) including a surface perform-

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the Defexpo was Ceradyne - a vertically integrated manufacturer of lightweight ceramic composite and metal composite armour systems for personnel, vehicles, naval vessels helicopters and aircraft applications. Ceradyne composite armor solutions deliver significant weight reduction with multi-hit armor performance.

Telephonics Corporation, a leading designer, developer and manufacturer of high-

EYE IN THE SKY: The E2D would arm the Indian fleet with considerable tactical airborne early warning prowess

mercial organisations. The company’s Falcon family of software-defined tactical radio systems encompasses man pack, handheld and vehicular applications. Harris RF Communications is also a leading supplier of assured communications systems and equipment for public safety, utility and transportation markets.

Another American firm at

technology integrated information, communication and sensor system solutions to military and commercial markets, announced the formation of a Joint Venture (JV) with Mahindra & Mahindra Ltd, which will provide the Indian Ministry of Defence (MOD) and the Indian Civil sector with radar and surveillance systems, Identification Friend or Foe (IFF)

nologies. In fact, we are the only company that has the full range of technologies from the homing head to the casket and the fibre optical wire guiding system.”

Atlas has been present in India since the 1980s. They supplied components for the Shishumar- class submarines, acquired from the HDW. They provide the combat systems, the torpedoes and the sonar systems of these subs. They are now also involved in the upgrade of these boats.

Speaking further on the partnership with HDW, Rah-

man said, “We will be bidding with our shareholder HDW for the Projects 75 India and, of course, when the tender will come out and what will happen, your guess is as good as mine, but it’s a very important programme for Atlas.”

Atlas, like other foreign firms, is planning to start an Indian subsidiary. Rahman informed Geopolitics, “Our plan is to create a 100 per cent Atlas subsidiary in India and this will establish a footprint, both commercial and technical. This is ongoing. It should be within the next few months.”

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devices and communication systems. In addition, the JV intends to provide systems for Air Traffic Management services, Homeland Security and other emerging surveillance requirements.

Also at the Defexpo was US technology major Raytheon which produces missile systems, communication systems, radars and radomes, security solutions/systems and infrared systems for use in the defense and homeland security sectors.

General Dynamics Corporation, one of the largest defence contractors in the world, was also present. General Dynamics is a market leader in land and expeditionary combat vehicles and systems, armaments, and munitions; shipbuilding and marine systems; and, missioncritical information systems and technology.

Textron Systems, from who the Indian Air Force is acquiring 512 sensor fused weapons (SFW), was also present at the Defexpo. Textron Systems is an aerospace and manufacturing firm providing a host of innovative technologies. The company is a business unit of Textron Inc, an industrial conglomerate that includes Bell Helicopter, E-Z-GO, Cessna aircraft and Greenlee, among others.

ROHIT SRIVASTAVA

ance. Atlas Elektronik also exhibited the ACTAS, its ‘Low Frequency Active Towed Array Sonar’ for surface ships.

The company is a part of ThyssenKrupp, the owners of HDW (HowaldtswerkeDeutsche Werft GmbH) and EADS. Speaking to Geopolitics, Khalil Rahman, India head of Atlas Elektronik said: “We produce the sonar rays, the combat system and the command system and we also produce the effector in the submarine, which is the torpedo. So we have a complete range of torpedo tech-

well and Hindustan Aeronautics Limited have 25 of years of successful partnerships. Key Honeywell systems and subsystems are key components of India’s indigenous Light Combat Aircraft (LCA), (Advance Light Helicopter).

Harris RF Communications displayed its line of secure radio communications and embedded high-grade encryption solutions for military, government and com-

US NAVY / LT. J.G. ANDREW LEATHERWOOD

combat-proven RQ-4 Global Hawk unmanned aircraft. This drone has significant persistent maritime intelligence, surveillance and reconnaissance (ISR) capability.

Textron Systems showcased their ground based smart weapons and Naval Common Unmanned Surface Vessel. BAE Systems showcased their M777 155mm lightweight howitzer as well as the BvS 10 All Terrain Armoured Vehicle, an amphibious armoured vehicle based on a twin-cab, articulated steering system.

Sikorsky, among the two companies that have been shortlisted by the Union Ministry of Defence to supply 16 multi-role helicopters to Indian Navy in a deal pegged at $1 billion, was also present at the Defexpo.

Boeing makes the giant C17 transports that have already been supplied to Indian Air Force and also makes the AH-64 Apache that are widely believed to be the taken up by the Indian military.

Lockheed Martin that has bagged the order for the C-130 Super Hercules tactical transport aircraft also showcased their offerings for the Navy’s Maritime Reconnaissance Helicopter.

Another American company, Honeywell, is in contention for the Jaguar engine. Honey-

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A 330 AT A LEH! Airbus tests out its multi-role tanker transport — in competition for the Indian Air Force’s tanker bid — at high altitude

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IRBUS RECENTLY released a riveting series of picture of the A 330 multi-role tanker transport (MRTT) at Leh airport. The air craft was in Ladakh during the flight trials of the Indian Air Force’s refuelling tanker bid. The aircraft landed in Leh at an elevation of 10,682ft (3256m), one of the highest air bases in the world, for high altitude operations capability test.

The A 330 MRTT and Ilyushin IL-78MK are the two contenders in the bid which is currently going through trial report evaluations.

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4,500 F-16 DELIVERIES

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FLYING HIGH: The MRTT transporter promises to fill the gap in India’s airoperations in mountains.

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While the trials have been completed, the competition moves to the critical inside lane that includes a trials report and the submission of commercial offers.

The Air Force conducted both ground trials and flight trials. During the flight trials, the IAF tested air-to-air refuelling with various aircraft. Aircraft handling was also assessed. Airbus Military said the tests included take-offs and landings at Leh. As per the requirement, the A330 MRTT used for the trials was equipped with a threepoint refuelling configuration, with a fuselage refuelling unit rather than a boom.

ockheed Martin commemorated the 4,500th F-16 Fighting Falcon’s delivery on April 3 with a ceremony with employees, customers and former executives.

The F-16, one of the most successful fighter aircraft, is produced in partnership with five countries. The first production orders were placed in 1975 and at present it is the front-line fighter for 26 nations. The 4,500th F-16 is an advanced block 52 aircraft destined for Morocco.

Larry Lawson, Executive Vice President, Aeronautics Business, said on the occasion, “The F-16 is the world standard for evolutionary fighters today, and it will continue to secure the freedom of the United States and its allies in peace and combat for decades to come. This milestone demonstrates that Lockheed Martin has the finest aerospace workforce, and it is our privilege to serve air forces worldwide.”

Currently the production is for Turkey, Morocco, Egypt, Oman and Iraq.

F-16 models are denoted by increasing block numbers to indicate upgrades. The blocks cover both single- and two-seat versions. A variety of software, hardware, systems, weapons compatibility, and structural enhancements have been instituted over the years to gradually upgrade production models and retrofit delivered aircraft.

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May 2012

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F-35A COMPLETES FIRST IN-FLIGHT REFUELLING MISSION

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he first night refuelling in the history of the Lockheed Martin F-35 programme was completed in late March. The aircraft rendezvoused with an Air Force KC-135 tanker and successfully received fuel through the F-35’s boom receptacle. The aircraft completed its first in-flight refuelling mission in late April at Edwards Air Force Base, California. The aircraft — known as AF-4— configured with external weapons, had two inert AIM-9X weapons externally, four external stores and internally it was carrying two Joint Direct Attack Munitions and two Advanced Medium-Range Air-to-Air Missiles. In the two-hour flight the flying qualities of the aircraft while maneuvering with external weapons was tested. The F-35 is ready for weapons separation testing later this year.

JAYARAMAN TO HEAD RR

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eanwhile, the Airbus Military A400M new generation airlifter, visited Asia between April 14 and 20. Malaysia, an A400M customer, was the first stop of its three-nation Asia tour that continued with trips to Jakarta, Indonesia, and Chiang Mai and Bangkok before returning to Europe.

The Malaysian Government has ordered four of the new aircraft which had nations like Belgium, France, Germany, Luxembourg, Spain, Turkey and the UK as its launch customers. The A400M is an all new military airlifter designed to fly higher, faster and further, while retaining high manoeuvrability, low speed, and short, soft and rough airfield capabilities. It combines both tactical and strategic/logistic missions, while being also able to be used as a tanker plane. The multipurpose A400M can do the job of three of today’s different aircraft models in a single one.

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ishore Jayaraman, is the new President of Rolls-Royce in India and South Asia. He joins Rolls-Royce after a distinguished 23 year career at General Electric. He was also CEO, GE Energy- India Region. This appointment reinforces the Group’s commitment to India. Rolls-Royce has been active in India for 80 years.

Speaking on the occasion Michael Shipster, Rolls-Royce, Director-International, said: “Kishore is an experienced industry professional with valuable knowledge and expertise. India is an important market for Rolls-Royce, with great potential built on a long and distinguished history across all of our business sectors. In appointing a leader with Kishore’s experience in India we are reinforcing our commitment to this important region.”

Kishore Jayaraman, commented on his appointment, “I look forward to building on the strong and long established foundation in India. We want to be a partner in progress with India and I am excited by the opportunity this role presents.”

COBHAM HAS A NEW CEO

A 400M VISITS ASIA

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obham has announced the appointment of Robert (Bob) Murphy as Chief Executive Officer of Cobham with effect from June 25, 2012. He will replace Andy Stevens who resigned due to the recurrence of a long term serious back injury. Andy Stevens will continue to assist the Board until further notice and will support Bob during this transition.

Bob has experience of more than 25 years in the civil, commercial and defence sectors. He is a member of the Executive Committee of BAE Systems plc and is currently Executive Vice President with responsibility for the global operations of the Product Sectors business for BAE Systems.

Before taking his current responsibility, Bob was President of the Land & Armaments business and previously held positions in BAE Systems, as Chief Financial Officer and President of the legacy Technology Solutions Sector.

Bob holds a Bachelor of Science degree in Business Administration and Marketing from the State University of New York at Plattsburgh. He serves on the Board of Trustees for the National Defence Industrial Association (NDIA) and on the Board of Directors in Turkey.

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INS TEG COMMISSIONED IN RUSSIA

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NS Teg, the advanced version of the Talwar class guided missile frigate, was commissioned at the Yantar shipyard in Kaliningrad, Russian Federation, on April 27 by Vice Admiral K N Sushil, Flag Officer Commanding-inChief, Southern Naval Command.

The 125-metre, 4000 tonne frigate, INS Teg, is a contemporary warship with advanced technologies that makes her stable, stealthy, fast and formidable. These frigates are being built to meet the specific command and control needs of the Indian Navy for co-ordinated surface, air and underwater missions.

The vessel is equipped with BRAHMOS surface-to-surface missile system, a surface-to-air missile system, 100 mm medium range gun, Close-in Weapons System, Torpedo tubes and Anti-Submarine rockets.

The ship’s advanced weapons suite and sensors are fully integrated with its Combat Management System. The vessel is net centric capable and can undertake a broad spectrum of maritime missions. The vessel also has an anti-submarine or an airborne early warning helicopter — a dominant force multiplier.

INS Teg class ships will continue with the Talwar class stealth technologies to reduce its radar cross-section, infrared and magnetic signatures, as well as lessen radiate underwater noise. Teg is manned by a crew of about 250 including 25 officers. It is expected to arrive in India by end-June 2012. The next two ships of this class, namely Tarkash and Trikand, are expected to be delivered

by September 2012 and mid-2013, respectively.

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AE has around $ 969 million worth of military orders from the last fiscal year. This also includes orders won in its recent fourth quarter of more than $400 million.

Martin Gagne, CAE’s Group President, Military Products, Training and Services, said, “We are pleased to have

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completed the year with a strong order intake, which demonstrates the uniqueness of CAE’s defence business and solid pipeline of opportunities in both established and emerging markets. We remain encouraged by the continued investment in simulation-based training by our defence customers as they seek ways to maintain readiness at a lower cost.”

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assidian CyberSecurity, a new business entity from EADS Cassidian will be entirely devoted to addressing the fastgrowing cyber security market across Europe and Middle East. The initial focus of the company will be on the market of Germany, United Kingdom and France.

The new firm has been formed with all the cyber security expertise available with the EADS Group and the intention is to establish itself as a key player in this domain.

In order to provide appropriate solutions to the specific demands of the French, British and German sovereignty, the business of Cassidian CyberSecurity will initially be entrusted to three dedicated national companies under the umbrella of a global cyber security organisation.

Stefan Zoller, CEO of Cassidian, commented: “The creation of Cassidian CyberSecurity reinforces Cassidian’s strategy in security, in which it already has strong dedicated capabilities. This market segment is very dynamic and we expect significant growth.”

Hervé Guillou, CEO of Cassidian CyberSecurity explained: “The creation of Cassidian CyberSecurity offers dedicated national entities, able to build trustbased relationships with national agencies, industries and critical infrastructure operators initially within our three launch countries of France, Germany and the United Kingdom. Being a pure player will enable us to adopt a strategic position in Europe — first of all with our existing customers, who are looking to work with trusted experts fully aware of the latest threats.”

The company has received contracts from more than 15 countries during the last fiscal year. Some of the key orders during the year gone by included six P8A operational flight trainers for Boeing and the United States Navy, four C-130J weapon systems trainers for Lockheed Martin and the United States Air Force, upgrade and services contracts for the German Air Force, etc.

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BANKING ON CHAKRA

Indian Navy gets more muscle to counter Chinese threats in the east with the induction of the first nuclear submarine

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N APRIL 5, INS Chakra was formally inducted into the Indian Navy. The erstwhile Nerpa of Akula class of Russian Nuclear attack submarine was rechristened as INS Chakra in honour of the first nuclear submarine of Russian origin that was with India under lease. INS Chakra is on lease for ten years.

Speaking at the INS Chakra induction into the Navy Defence Minister AK Antony said, â&#x20AC;&#x153;Over the years, the Indian Ocean region has assumed great strategic significance. Geo-strategically, India is the hub of this region. The disruption of sea-borne trade due to piracy, terrorism, or conflict can have serious repercussions on the economies and overall well-being of nations in the Indian Ocean region. I wish to strongly emphasise that our naval presence is not at all directed against any nation, but only to act as a stabilising

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Towards this end, the induction of INS Chakra is a step in the right direction.

INS Chakra would no doubt play a major role in reshaping maritime operations of the Indian Navy in the years to come and ensure security, sovereignty and economic prosperity of the country.”

Akula meaning Shark in Russian was the NATO reporting name of the sub capable of launching nuclear missiles, torpedos, cruise missiles from subsurface. The 10000 tonnes stealth SSN with almost zero noise signature can move at a top speed of 30 knots — twice the speed of any conventional submarine, has four 533 mm torpedo tubes and four 650 mm torpedo tubes. In its current avatar for India, it doesn’t carry any nuclear weapon or missile. The submarine is manned by a 80-member crew trained in Russia. The vessel will be used

in the training of Indian Navy personnel for the indigenous submarine fleet. Currently, India has one SSN Arihant undergoing trials, and two more of the same class in different stages of manufacturing.

The erstwhile Chakra which was on lease for three years from 1988-1991 from Russia was inducted for the purpose of familiarising India with nuclear submarine technology. India had been working on the ATV — Advanced Technology Vessel name for the Indian nuclear submarine programme since the 80s. The Chakra was inducted to give a platform for the training and understanding the needs of nuclear submarine. The vessel was released due to financial constraints.

India has come back full circle after two decades and hopes of success this time is high. The deal with Russia was

signed in 2004 for $900 million and the submarine was supposed to don Indian colours in 2008 but due to malfunctioning of the environmental control system, poisonous gases were released and some sailors died. The delay jeopardised the Indian training schedule and even the Arihant induction got delayed. But all seems to be falling in line for Indian Navy. The vessel stationed at Vishakhapatnam gives a broad indication of its focus area: the importance of the Strait of Malacca and an assertive China has forced the Indian Navy to put all its best assets in the eastern fleet.

Minister Antony said, “The nation is really proud of this latest addition to the Indian Navy. All of us look forward to operate this powerful platform. I am confident that whenever called upon, INS Chakra, would bring credit and glory to our country and the Indian Navy.”

DPR MoD

THE CONQUERER OF SEAS: The nuclear submarine can neutralise any threats in India’s maritime domain

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PROMETHEUS

UNBOUND

Indian Army modernisation as a sub-text of overall defence modernisation is seriously adrift.

It needs Prometheus to become unbound â&#x20AC;&#x201D; at the apex political, bureaucratic, scientific and Army levels to deliver. An examination by RAJ MEHTA

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g COVERSTORY To suffer woes which Hope thinks infinite; To love, and bear; to hope till Hope creates From its own wreck the thing it contemplates.

— Extracted from Prometheus Unbound

by Percy Bysshe Shelley.

“My modernisation vision is to ‘adapt to high-end technology, improve nightfighting capability…information technology, information warfare and network centric warfare. The freezing of the Army’s proposal to raise a mountain strike corps is a setback…We need money to modernise... In 1962, we were ill equipped and ill prepared. We underwent national humiliation; a state of affairs not worth repeating.” Recent media coverage has repeatedly recorded his sound bytes that things are indeed grim. The country recalls with disquiet what General Ved Malik had famously said during the Kargil War, 1999: “We will fight with what we have”, thereby bluntly indicating that the heroism and sacrificial spirit of the Army would make up for the serious modernisation deficits the Army was compelled to fight with.

This article examines the structure and perceived deficiencies in Army modernisation as a sub-text of overall defence modernisation, with passing reference to key Army deficiencies in demand and supply of modern war fighting material.

Modernisation Highlights Going purely by the recently announced

FY 2012-13 Defence Budget, one might feel that a turnaround may be around albeit, a qualified one may be. The Union Budget indicates a 17.6 per cent hike in defence; allotting `28,992 crores over the ongoing year’s `1,4,415 crores allotment.

India will thus spend `1,93,407 crores ($38.6 billion) on defence. That said, the budget remains below 2 per cent of the GDP, at 1.90 per cent. 41 per cent of the budget, `79,579 crore, is for modernisation. Left unspent from last year is `3055 crore. The IAF will get `29, 853 crore and the Navy `23865 crore for modernisation, with the Army getting the least, at `18,828 crore.

Research and Development (R&D) has got a cosmetic hike of `18 crores over last year (`4640 crores). What is sobering is the fact that India’s defence budget is just 40 percent of China’s $106 billion military budget announced days ago, being 2.01 percent of its 2010 GDP. With Defence Minister AK Antony candidly accepting major slippages in defence modernisation (“We are at least 15 years behind”), his plea for raising the budget to 3 to 3.5 per cent of the GDP has gone unheard.

Modernisation Travails What then is the message worth sharing with readers? Ashley Tellis is right when he says, “Given its size, history and ambitions, India will always march to the beat of its own drummer”. How does this homily impact defence modernisation?

Are there such Prometheus’ who can be unbound at varying levels of apex leadership, defence, defence-finance, R&D, the

Services and bureaucracy; people who understand both national interest and the modernisation conundrum and can synergise these with other force-multipliers that make up national power? Maybe they can. Let us see what their challenges are.

Today, defence modernisation is a can of worms that no one seems capable of de-worming. With key positions handled largely by unseeing, untrained, egoistic, “don’t tell me, I know” mandarins or politicians led by linear thinking and not vision, true modernisation is deficient in budgetary allocation, choked in red tape, convoluted policies, carpet-baggers and what this writer calls, “Bofors-it is”; fear of exposure of corrupt practices that has castrated defence equipment acquisition.

The number of cases painstakingly processed for sanction using antiquated, time-consuming tools only to be junked at the last moment, is legend. The recent cases of replacement of artillery guns and helicopters getting jettisoned by a ministry that is affected by Bofors-itis has adversely impacted modernisation.

Strategic Culture Deficit We also lack strategic culture. Two recent, connected developments bring out this genetic deficiency in our system. The first is the ongoing, indecorous fighting over ownership of the Indian National Defence University (INDU). Twelve years after the need was accepted, all that has happened is that land acquisition is underway, with no official indication of its vision, content, staffing, national and

US ARMY/FLICKR

URGENT REQUIREMENT: As the debate rages around the M-777, it must be noted that the last major acquisition of towed gun-howitzers was that of the Bofors guns in the mid-1980s

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g COVERSTORY BAESYSTEMS

international connectivity, entry standards, and functioning. The second development is the commissioning on February 28, 2012, of a controversial quasi-Government document called Non Alignment 2.0: a Foreign and Strategic Policy for India in the 21st Century by a group of Indian foreign policy experts.

The document has been criticised by mainstream serving and ex-Government officials and think-tanks for its shallow content and inadequately researched war-fighting doctrines for proposed use against China.

nature and only restricted employability in a country that has poor road infrastructure and few high-speed rail corridors with Over Dimension Clearance (ODC) that the Arjun demands (it is much broader, heavier and taller than all other MBTs including the T-90 tank). The Arjun, unlike the T-90, is not air-transportable.

Anyone looking for a solution out of the current impasse has to realise four things: Foremost is the fact that under the current Defence Procurement Procedure (DPP), the OFB/DRDO have to certify that the proposed equipment cannot be manufactured by them; a certification given reluctantly for pretty obvious reasons. The second, connected issue is that we invest little in pure research. An allocation of `18 crores (around $ 4 million) over last year’s DRDO budget of under $ 1 UNACCEPTABLE DELAYS: Inordinate delays held back the creation of the Arjun tank (left) and the acquisition of the Hawk trainer (top)

DRDO

Indigenisation Nightmare A key aspect of modernisation is the need to indigenise and produce quality warfighting material, thereby breaking free from time-delays and possible blackmail. Our record here makes for embarrassing recall. But for strategic missiles and to an extent communications, we have little to be proud of. Our Ordnance Factory Board (OFB) produces mediocre warfighting material. The military wastes quality time for indigenised products before following the import route and, quite often, the transfer-of-technology routes even for small arms, leave alone hardware such

as tanks, guns, helicopters, aircraft and ships/submarines.

The”Made in India” brand for cynical defence observers often means “Assembled in India” with majority content imported. The performance deficiency of the OFB has no accountability towards the armed forces.

The Defence Research and Development Organisation (DRDO) is getting out of its time-warp under a dynamic DGcum-Scientific Adviser to Raksha Mantri, Dr V K Saraswat. Change, however, takes time in India. We maintain high standards in strategic missiles and high end communication digital/non-digital, but lag behind on more mundane equipment. The claimed Arjun tank success, over 40 years after the Main battle Tank (MBT) project was first conceived, has reluctant Army end-users though much media hype has been generated on its being world class. A tank that weighs in excess of 60 tons; has a huge thermal sig-

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g COVERSTORY billion for one of the world largest defence forces indicates our intellectual poverty in this regard. Thirdly, although we have leaders of Indian industry who are competing with the best in the world, the defence/civil industry interface is way behind the need. The USA, Brazil, UK, Singapore, Israel are all good examples of how indigenisation can drive modernisation if private players are given a boost.

Lack of comprehension, socialist baggage and plain ineptitude are the contributory factors for this shoddy state of affairs. Not the least, the whole process of defence modernisation needs serious restructuring of all defence establishments and their mindsets. Urgent rewiring that has to be done to get politicians, bureaucrats, defence-finance, soldier and scientist to think and work in unison. Without this unified approach, we will muddle along as we have all these years, but without much confidence in our ability to defend our sovereignty and national interests. To get a sense of how serious the problem is, let us see a few examples of our ineptitude as well as bureaucratic lassitude in promoting modernisation.

Modernisation Woes Even hard-bitten defence watchers and media were shell-shocked to hear the OFB hierarchy blandly confess, recently, that they had sat on the designs of the critically-needed 155mm 39 and 45 calibre successor guns to the nearly-obsolete Bofors artillery guns for 25 years. They have now agreed to produce the required prototypes. The last major acquisition of towed gun-howitzers was that of about 400 pieces of 39-calibre 155mm FH-77B howitzers from Bofors of Sweden in the mid-1980s. The black listing of the South African arms supplier, Denel, just before a 400 gun and howitzer deal could be concluded has placed the artillery replacementfor-Bofors issue in the cold. Contracts with Russia in 2006 for the 12tube, 300mm SMERCH multibarrel rocket launcher (MBRL) system as well as for serial production of the Pinaka MBRL weapon system have been placed, the latter with DRDO. Supplies are still awaited. Upgradwww.geopolitics.in

ing of Weapon Locating Radars bought from USA by Bharat Electronics is proceeding at a snail’s pace.

The indigenously designed Arjun MBT does not invite user confidence due to its long list of modifications; thus slowing modernisation. Though we have 310 imported T-90S tanks and their assembly in India commenced in 2004, uncertainty with Arjun has led to ordering another 347 T-90 tanks for assembly in India.

Meanwhile, a large number of T-72M1 (Ajeya) tanks are still awaiting modernisation along with the BMP-2 “Sarath” Infantry Fighting Vehicles.

The Futuristic Infantry Soldier As a System (F-INSAS) concept is the Indian Army’s principal infantry modernisation programme. The aim is to equip the soldier with modular, multi function weapon systems fit for the future digitised battlefield. What is needed are modern anti-tank guided missiles, surveillance and acquisition radars, rocket launchers, anti-material rifles, assault rifles, portable, secure, GPS-aided radio sets, bullet and mine-proof vehicles and suitable body protection that allows hands-free operations. Progress is lax.

WE HAVE A FIRST- RATE DEFENCE FORCE SADDLED WITH SECOND-RATE WEAPONS AND EQUIPMENT Insofar as Air Defence is concerned; the high costs of acquiring new weapon systems legislate going in for upgrades for the L-70, ZU-23-2 Twin gun, and ZSU-23-4 Schilka. The successor to Schilka already exists in the Tangushka, but more are needed. In missile systems, Kvadrat (medium-range) and OSA-AK (short-range) need replacement by DRDO developed Akash and Trishul surface-to-air (SAM) missiles, but there are slippages. Similarly, Quadrat is to be replaced by a mediumrange SAM developed jointly by India and Israel. A battlefield management system linked with the national air defence network is being developed by Bharat Electronics, but its status is uncertain.

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In the critical communications front, nuclear war-fighting demands dedicated satellite communications as well as surveillance. Progress is slow. The Defence Communication Network (DCN) is also in planning mode. It is the heart of warfighting communications and needs rapid upgrades to advanced levels along with cutting-edge defensive and offensive cyber capability. Army tactical communications need serious updating/replacement. The Army’s internal security, counter-insurgency and counter-terrorism capabilities need modernisation as most emerging challenges lie in the domain of sub-conventional conflict and operations other than war.

In sum, tanks, guns, helicopters, ammunition, surveillance systems, vehicles, small arms, bullet proof gear, missiles, both tactical and strategic, and state-of-the-art communications from the soldier to the national levels are all seriously affected by modernisation.

The Final Word In Greek mythology, Prometheus was a transformational champion known for his wily intelligence and dynamism. The defence hierarchy needs such people at all steps of the defence ladder. This article establishes that there are some key slots occupied not by Prometheus’ clones but by intellectual pygmies. This has adversely affected force modernisation. Consequently we have a first- rate defence force saddled with second-rate weapons and equipment.

The acme of warfighting is to win without fighting. This underscores the need to be prepared for all contingencies. To do so, modernisation is needed as a synergised, ongoing, instead of an off-on process. We need political vision, courage, time-sensitive, financial support, national self-belief, military astuteness and team work - across civil, scientific and military streams, and, within the Army, great clear headedness on the ends, ways and means of military success. To ensure this, Government must appoint a bipartisan National Military Commission. It must also create a substantial rolling fund with no time-bars to facilitate speedy procurement. Needed too is an Ombudsman answerable to the Prime Minister’s Office PMO to ensure all round functional and financial probity.

(A scholarly soldier, the author is a retired Major General, Indian Army) May 2012

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CUTTING OFF THE NOSE TO SPITE THE FACE

India’s penchant for banning or blacklisting vendors is a great disservice to national security, argues MRINAL SUMAN

A

s per a press release issued on March 5, 2012, six companies have been debarred from further business dealings with the Ministry of Defence (MoD) for a period of ten years. They were accused in the case of illegal gratification against a former Director General of Ordnance Factories. In addition to two Indian firms, the blacklisted companies include Israel Military Industries (IMI), Singapore Technologies Kinetics (STK), Rheinmetall Air Defence and Corporation Defence of Russia.

The phrase ‘cutting off the nose to spite the face’ is commonly used to describe needlessly self-destructive over-reaction to an issue that results in disadvantaging oneself more than the object of one’s antagonism or revenge. No other expression describes India’s penchant for blacklisting foreign vendors more aptly.

India’s blundering approach is best illustrated by the case of Nalanda Ordnance Factory (NOF). Work on the setting up of the factory to manufacture Bi-Modular Charge System (BMCS) for heavy calibre ammunition of Bofors 155 mm howitzers was started in November 2001.

Denel of South Africa was contracted to supply technology. After having received complete documents pertaining to transfer of technology and paying for them, MoD decided to cancel all contracts with Denel in June 2005. It had emerged that Denel had employed unacceptable means to grab a contract for the supply of the NTW-20 Anti-Material Rifle.

Consequently, the NOF project was kept in abeyance from June 2005 to June 2006 as the warranty cover of the purchased technology had expired. Sanction to revive the project at a revised cost of www.geopolitics.in

`2161 crore was accorded in February 2009 with completion deadline of August 2011. After a global search, IMI was selected as the new partner and a contract was signed accordingly. However, as the name of IMI figured in the case registered against a Director General of Ordnance Factories (DGOF), MoD decided to put on hold all dealings with IMI in May 2009.

Plants to manufacture chemicals that go into the production of BMCS, like NitroCellulose, Nitro-Glycerine and SulphuricAcid-Concentration/ Nitric-Acid-Concentration are coming up as per the schedule.

Hundreds of crores of rupees have been expended on erecting these factories without any purpose whatsoever as work on the setting up of the main plant to produce BMCS has not commenced to date. Thus, by imposing bans on Denel and IMI, India has harmed its own interests.

STK was participating in tenders to supply of 155mm/52 Calibre Towed Guns, 155mm/39 Calibre Ultra Light Howitzer Guns and Close Quarter Carbines. Interestingly, it was the sole bidder for Ultra Light Howitzers. Suspension of dealings with STK has adversely affected the modernisation plans. In a desperate move, India had to approach the United States for emergent supply of M777 155MM Ultra Light Howitzers under the Foreign Military Sales procedure, a governmentto-government deal.

subsequent production of 1,840 pieces in India through transfer of technology.

Once the news of payment of kickbacks became public, India blacklisted the company for corrupt practices.

It was India that suffered more. Bofors had received the full payment of approximately `1,500 crores. On the other hand, having failed to make use of the purchased technology for indigenous production India had to approach middlemen to purchase spares at exorbitant rates and resorted to cannibalisation of parts to keep some guns functional and faced major difficulties in overhauling them.

Additionally, the Bofors guns of the Navy and 84 mm Carl Gustav Rocket Launchers of the infantry also faced a shortage of spares. Had India utilised the purchased technology, it would have acquired indigenous competence to manufacture/main-

Shooting the Foot The case of blacklisting of Bofors is symptomatic of the haste with which decisions with far-reaching consequences are taken without due thought. After extensive trials, a deal was negotiated with the Swedish company in 1986 for the purchase of 410 guns duly assembled and

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g COVERSTORY tain guns and even develop superior versions. The continued shortage of artillery guns can be attributed to the shortsighted decision of banning Bofors.

The same story was repeated in the case of Denel. Plans to mount Denel’s T-6 155mm turret on the Arjun hull had been finalised and an initial order had also been placed on a public sector undertaking, when MoD blacklisted Denel in 2005 and ordered suspension of all dealings with it. In addition to the above mentioned stoppage of work at NOF, India’s Field Artillery Rationalisation Plan alsosuffered a severe setback.

The case of banning of the HDW makes for still sadder reading. As per the contract signed in 1981, HDW supplied two submarines to India in 1987.

Thereafter, instead of assembling the planned six sub-

marines in India, only two had been completed when a ban was imposed in 1990 on HDW for allegedly paying 7 per cent commission to middlemen.

Resultantly, India’s submarine modernisation plan came to a halt and NOVEL COLLABORATION: Tata Power’s Strategic Electronic Division and Larsen & Toubro contribute to the production of the DRDO-developed Pinaka system

it was forced to purchase spares for maintenance, overhaul and repairs from unscrupulous traders at exorbitant rates.

Worse, India failed to exploit imported technology that it had paid for to build indigenous competence.

Display of Zero Tolerance for Corruption Since the purchase of Bofors howitzers in 1986, every major deal has attracted criticism for alleged lack of transparency and financial impropriety. Despite Defence Minister AK Antony’s unblemished credentials for probity and his repeated declarations of zero tolerance for corruption, allegations of irregularities are being made against the Indian defence procurement regime with uncanny regularity.

The MoD is rightly concerned about its poor image and has taken four major steps to impart credibility to the system.

One, ‘demonstration of the highest degree of probity and public accountability; transparency in operations; free competition; and impartiality’ has been spelt out as an essential objective of the Defence Procurement Procedure (DPP). Two, generation of maximum competition is being encouraged. Maximum publicity is being given to all intended procurements and the qualitative requirements are required to be of contemporary technology w i d e l y available

in the world/indigenous market.

Three, an independent Technical Oversight Committee is constituted in respect of all acquisition proposals in excess of ` 300 crores to ascertain that proper procedures have been followed for technical evaluation of equipment.

Finally, signing of Integrity Pact between the Government and vendors has been made mandatory for all procurement proposals of indicative value of more than Rs 100 crores. It is a binding agreement in which the government officials promise not to demand bribes during the procurement process and bidders promise not to offer bribes. Any violation of probity provisions by a company can invite punitive action.

Despite all the above measures, the environment remains convinced that the whole system is afflicted by corrupt practices and that no vendor can hope to do business with MoD without paying speed money. It is to dispel such negative impressions that MoD feels compelled to take drastic steps like blacklisting errant companies. Surprisingly, MoD is not known to have imposed any other penalty on delinquent companies.

Way Forward As per the contractual provisions mentioned in DPP, MoD can take a number of punitive actions in case any vendor is proved guilty of violating probity norms.

These vary from financial penalties to outright blacklisting.

Punitive actions must be commensurate with the degree of misdemeanor and taken in a phased and graduated manner.

Such a process will convey the seriousness of the Government and send a strong message in unambiguous

HEMANT RAWAT

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g COVERSTORY terms to the environment, thereby dissuading a wayward company from committing a more serious infringement.

Therefore, the MoD should categorise levels of punishment as follows: Level 1 — Varying financial penalties.

Level 2 — Forfeiture of bid-security and/ or performance bond. There is an element of ignominy inherent in such a punishment.

Level 3 — Deduction from payments due against the current contracts. This will inflict heavy financial penalty on the company. Such a step will cost the company dear as it will have to borrow additional funds to complete contracts in hand.

Level 4 — Disallowing the errant company from participation in future tenders but permitting it to complete its engagements in hand without any prejudice.

Level 5 — Blacklisting or total debarment for an appropriate period of time.

It must be remembered that most defence producers are giant conglomerates with multiple subsidiaries. They are system integrators with interests in multifarious defence technologies and equipment.

Debarment of such a company de facto implies imposing a ban on dealings with all its subsidiaries as well. Thus it is not a single entity that gets affected but its numerous offshoots as well, thereby impacting a number of procurement cases.

Take the case of Israel Aircraft Industries Ltd (IAI). Fears were being expressed that it may face a ban due to alleged irregularities in the Barak anti-missile deal.

Fortunately, MoD did not take any hasty decision. In addition to being involved in the upgradation of various aircraft, IAI is co-partnering many high-tech developmental projects as well. Most critically, it is the prime contractor for Airborne Early Warning and Control System for India.

The blacklisting of IAI would have severely affected the modernisation plans of the armed forces.

India should resist the temptation of flaunting its anti-corruption tenacity through abrupt suspension of all dealings with an allegedly errant company. Before taking the extreme step, the following aspects must be kept in mind:y Does the allegation stand proved prima facie? y Has adequate opportunity been provided to the company to state its case? y What is the degree of seriousness of the alleged misdemeanor? y What should be the commensurate punishment? www.geopolitics.in

CONSEQUENTIAL EFFECTS OF PUNISHMENT

E

ffects on both the company and the Government for various levels of punishments have been shown in the above illustration. The following points need to be highlighted:Â For financial penalties under Levels 1,2 and 3, it is the company that suffers the most whereas the Government’s interest are marginally affected due to strained relations and vitiated working environment. Â At Level 4, errant company is removed from the list of approved vendors for future tenders. It inflicts a major blow to commercial interests of the company and dents its standing. Government’s interests are also adversely impacted - competition and options for future requirements get reduced as there are limited producers of high-tech defence systems in the world. However, no ongoing contract is adversely affected under this punishment level. Â As Level 5 implies immediate and total ban on all dealings, it is the Government that suffers more than the company. All on-going contracts get stalled with considerable payments already made to the company going waste. Thus, the Cusp of Counter-Productivity is crossed. It amounts to inflicting self-injury. The suspension of deals with Bofors, Denel, HDW and IMI amply proves it. Therefore, the threshold of Cusp of Counter-Productivity should be crossed only after due diligence and once the charges against the accused company stand proved to be of serious transgression. y How will the proposed punishment affect India’s interests? y In case suspension of dealings is considered to be the unavoidable option, is it the opportune time to order it? Will it be prudent to wait till own interests under ongoing contracts are made secure? Had India waited for a few months before banning HDW, it would have received all catalogues and drawings.

It is apparent that the recent blacklisting of IMI is a ‘self-goal’. By awarding Level 5 punishment, India crossed the Cusp of Counter-Productivity. The fate of Nalanda factory has been sealed for good and enormous funds wasted. Worse, India’s quest for self-reliance in ammunition for Bofors guns remains unachieved. On the other hand, the award of Level 4 punishment of

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debarring the company from future contracts without affecting contracts in hand would have been a far more prudent and judicious action.

Blacklisting of a company should be the last resort and taken only in extreme cases as it adversely impacts modernisation of the Indian armed forces. Cancellation of procurement cases midway results in wastage of considerable effort and resources. Additionally, the whole process has to be restarted ab initio, resulting in time delays and cost overruns. Thus, blacklisting hurts Indian interests more than punishing the allegedly errant company.

Cu` tting off one’s nose to spite the face can never be considered an intelligent policy.

(The author is a retired Major General and an authority on arms industry) May 2012

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PILATUS

INDIGENISATION

IS THE KEY

The only service that has done somewhat better in its procurement imperatives over the years is the Indian Navy. And that is because the Indian Navy has evolved a strong ethos of self-reliance, argues SAURAV JHA

T

HE DEBATES surrounding the Army chief's leaked letter have mostly centred on the apparent decline in relations between the civil bureaucracy and the military. But the issues raised by the content of the letter itself were somehow lost in the din. In fact, the letter controversy and the unfolding Tatra scam serve to highlight the extremely erratic and ad hoc way in which India's conventional mili-

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tary modernisation is being pursued despite ever-increasing amounts of resources being made available for that purpose. Poor planning would be a strange term to use in the case of India's defence procurement practices. As the experience of grand capital acquisition programmes such as Indian Army's Field Artillery Rationalisation Programme (FARP) have revealed, it is rather human error, oversight and plain old impropriety

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that is stunting acquisition programmes rather than any lack of planning. It is high time that it was understood that merely tweaking acquisition policy or laying out Long Term Integrated Perspective Plans (LTIPP) will not fix the Indian defence procurement. Instead, a serious political intent to indigenise just might.

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g COVERSTORY ments as far as weapons systems are concerned which, of course, cannot often be met by indigenous means. Subsequently, the military gleefully turns to setting up an international competitive bidding process followed by endless rounds of comparative trials since it soon finds out that even the much-vaunted foreign manufacturers are often unable to

TRAINER TROUBLE: Due to a paucity of trainer aircraft, like the Pilatus pictured here, IAF pilots are currently receiving only 25 hours of flight training, instead of the 150 hours they typically receive

meet these unrealistic criteria. Worse follows once vendors start dropping out or as recent experience has shown get blacklisted often leading to single vendor situations which make it mandatory for the process to be started all over again. It is precisely this field of Ring a Ring o' Roses that has ensured that the Indian Army has not inducted any new cannon artillery since the Bofors scam.

At the other end of the procurement problem spectrum, we see a situation where one of India's hallowed defence public sector undertakings (PSUs) cut a sweetheart deal with an international original equipment manufacturer (OEM) to basically reassemble a product and sell it at a premium to the armed forces as in the case of the BEML-Tatra scam. Also given that the CBI is now going to chargesheet the incumbent BEML CEO, what we are seeing is essentially a redux www.geopolitics.in

of the Ordnance Factory Board (OFB) scandal that broke three years ago with the arrest of then OFB CEO Sudipta Ghosh. Once again, we have a situation wherein bribes have led to a cosy arrangement between a defence PSU and a foreign OEM to supply over-priced equipment to the Indian military without entailing any real technology transfer.

One would note that the shortcomings in preparedness delineated in the Army Chief's letter after all follows directly from the OFB scandal of 2009 and the blacklisting of six firms - Singapore Technologies Kinetics Ltd. (STK), Israel Military Industries Ltd. (IMI), Rheinmetall Air Defence (RAD), Corporation Defence, Russia (CDR), TS Kisan & Co. Pvt. Ltd and RK Machine Tools Ltd - in that connection. Take the case of the tank ammunition shortage highlighted in the Army Chief's letter. The type of ammunition is question here is the Armour Piercing Fin-Stabilized Discarding

PROBLEMS WITH ACQUISITION CANNOT BE REDUCED TO ISSUES IN THE ARMY-DRDO RELATIONSHIP Sabot (APFSDS) round which is the key to winning tank engagements in today's battlefield. A few years ago it is with IMI that the OFB had made long-term arrangement to ensure that there were adequate supplies of APFSDS rounds to the Army. However, as IMI got singed in the Sudipta Ghosh scandal so did in a sense the Army's stocks of this critical type of ammunition. The really sad part of course is that an indigenous APFSDS round for 125 mm guns had been developed by DRDO and could have been pro-

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ductionised instead of having to rely on the Israelis. But of course, the Army found the DRDO developed round inadequate and chose to look at the foreign tie up option instead. Incidentally, DRDO's 120 mm APFSDS round designed for the Arjun MBT was accepted by the Army and is being currently produced by the OFB under a technology transfer agreement.

At the moment the Indian Army is literally rushing to import 66,000 APFSDS rounds from a Russian entity that is charging roughly five times IMI's price as it sees a distress situation. Of course this clearly begs the question, wouldn't it have been better had the Army chosen to stick with the indigenously developed round and worked with DRDO to iteratively improve it? After all rejecting the indigenous solution did not, in the final analysis, allow the Army to garner capability either quicker or cost effectively.

Other major projects have also been affected due to the IMI link. In 2007, IMI replaced the by then blacklisted Denel subsidiary Somtech as the supplier of technology to produce bi-modular charge systems for 155 mm artillery shells at the upcoming OFB factory at Nalanda. Of course the project went into a limbo once even IMI got blacklisted and is being revived now with DRDO support. As it turns out DRDO had made an indigenous bi-modular charge system way back in 2006 which had once again not found favour with the Army at the time. However DRDO claims that the home grown bimodular system was even then superior to imported types. In any case the delays in producing the bi-modular charges has meant that the nine regiments of M-46 130 mm field guns that were upgraded to 155 mm howitzers have been restricted to a range capability of only 17 km instead of the designed 40 km that they can achieve with bi-modular charges. So once again capability was delayed due to imprudence and impropriety.

The problem with the acquisition process cannot of course simply be reduced to issues in the Army-DRDO relationship. The rot probably stems directly from the fact that roughly 90 per cent of the Ministry of Defence's bureaucratic staff look at acquisitions. This simply multiplies the probability of turf wars and beltway politics, which in turn, leads to genuine Army purchases getting stifled as in the case of special forces' equipment, which needs to be brought in urgently. Currently, these special forces' May 2012

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INDIAN NAVY

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UNDERWATER GUARDIANS: Indian Navy has evolved a strong ethos of indigenisation despite the HDW scam of the 1990s

requirements are being addressed by a newly set-up empowered committee, post the letter scandal.

The OFB scandal also made sure that the defence establishment became overcautious whenever a tendering process is involved. This is exactly what is happening in the case of the Indian Air force's basic trainer procurement process. Thanks to Korean Aerospace Industries' allegations of corruption in the basic trainer competition, the IAF is unable to move ahead in signing an agreement with Pilatus (the winner of this tender), as the MoD has ordered an investigation into the matter.

Even as the investigation progresses, reports suggest that IAF pilots are currently receiving only 25 hours of flight training instead of the 150 hours they typically receive, on account of a paucity of basic trainers. Clearly in the current environwww.geopolitics.in

ment of cynicism, nobody is willing to take a bold step to expedite matters once allegations are made.

The only service that has done somewhat better in its procurement imperatives over the years is the Indian Navy. Used to a much smaller share of the budgetary pie, the Indian Navy has evolved a strong ethos of indigenisation and despite the HDW scam of the 1990s (which essentially created an unnecessary crisis in its underwater arm) has stayed the course on augmenting capabilities inhouse. Moreover, unlike the Army and the Air Force, which have been unable to gain control of the OFB and HAL respectively, retired naval officers head Indian defence shipyards.

Moreover, the

THE ARMY IS RUSHING TO IMPORT 66,000 APFSDS ROUNDS FROM RUSSIA AT AN EXORBITANT PRICE Navy's own design bureau helps frame requirements that are far more doable and cognisant of existing capabilities.

Even then the Navy has had to deal with typical issues such as union trouble at Indian public shipyards. It is no wonder, therefore, that the Navy is also turning to

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newly-created private shipyards for some of its big future projects and is looking to facilitate tie-ups between public and private shipyards besides bringing in foreign collaborators.

Ultimately indigenisation will also get a push if greater foreign direct investment (FDI) is allowed into the Indian defence sector. The old argument about strategic independence is increasingly sounding hollow given the sheer quantum of weaponry being sought to be imported from abroad. It is difficult to see how the import of entire weapon systems from abroad impairs India's strategic autonomy any less than allowing foreign companies to set up shop on Indian soil.

Imported weapons essentially mean that the source country has a powerful lever on India by way of controlling spares and maintenance support. On the other hand, if the FDI cap is raised to say 49 per cent, many big private players in India will be able to set up joint ventures where serious transfer of technology can take place, not to mention far more responsive maintenance repair and overhaul. Even with the current 26 per cent FDI limit in defence, some good solutions are being offered by major players such as Tata and Mahindra in the land vehicles space.

After all, FDI means more jobs and investment in India rather than a situation where India squanders tax payer money to keep workers employed abroad. In fact, India's massive import programmes are becoming a bigger burden on the Indian people than they at first seem, given a depreciating rupee and delays that lead to inflated costs. Moreover India's offset policy, while clever on paper, is not working out too well either. For instance, the Russian entity that is supplying the emergency AFPSDS rounds has been exempted from the 30 per cent offset clause altogether as it refused to accept offset obligations. Even in cases where offset obligations have been executed, India has reportedly gained very little by way of technology. If India has to break this unending cycle of delayed procurements and move towards true indigenisation it has to understand that the current culture at its defence PSUs, MoD bureaucracy and even the armed forces is more attuned towards license producing foreign equipment and needs to change. Because only when an ethos of buying Indian is inculcated into this milieu by the political leadership that India will be able to project a truly potent military industrial complex.

May 2012

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GEOPOLITICS

COVERSTORY

F

OLLOWING THE recommendations made by the Kelkar Committee Report (2005) on strengthening self-reliance in defence preparedness, the Indian Ministry of Defence (MoD) introduced an offset clause for the first time in the Defence Procurement Procedure (DPP) 2005. Since then, offsets provisions have been elaborated further in subsequent DPPs of 2006, 2008, 2010 and 2011. On April 1, 2012, the MoD announced another round of changes in the offsets guidelines.

These changes bring in transfer of technology, including multipliers, under the ambit of offsets, investment in ‘kind’ in the transfer of technology domain, extension of offsets discharge by two more years beyond the execution of main contract, penalty capping at 25 per cent, inclusion of non-cash equity in terms of training, tooling, etc, and extension of validity of offsets banking credits to seven years.

Since the announcement of DPP-2011 last year, the Indian MoD has deliberated on major aspects of defence procurement and specifically on the issue of offsets. It had constituted a committee under the Director General Acquisition (Vivek Rae) to review defence offsets guidelines and institutional arrangement and recommend further changes for

effective implementation of the offsets policy. The Vivek Rae Committee had held more than a dozen review meetings, including presentations from the stakeholders, and finally submitted its report some time in July 2011. Although the Vivek Rae Committee had recommended more than ten major changes in the areas of scope and discharge of offsets, including measures to improve institutional mechanisms, the Defence Acquisition Council, headed by the Defence Minister, has announced changes only in two key areas: Transfer of Technology (ToT) and banking of offsets credits.

While the MoD has been deliberating on defence offsets, the Indian government is planning to bring out a national offsets policy, to be implemented under a nodal

THE CURIOUS TRAJECTORY OF DEFENCE OFFSETS

agency — National Offsets Authority — under the Cabinet Secretary, which would bring in all ministries and departments under the umbrella organisation for discharge of offsets. The Ministry of Commerce is coordinating with all departments and preparing a policy document on offsets. Such an effort has been underway since 2002 and it was only since 2006 that the subject has been under intense debate within the government and a rudimentary form of national offsets policy may come in near future.

Does the MoD need an offsets policy?

If so, how should it be constructed and implemented? What are the key issues that impinge the relative success of defence offsets? Is the MoD making a conscious effort to address these issues?

Has the MoD made efforts to put in place a robust mechanism for implementation of offsets as well as ensuring transparency and accountability while discharging offsets provisions? These are some of the key questions that need to be addressed in order to make an assessment of the future directions of Indian defence offsets policy.

TANGLED WEB: File photograph of South Block, headquarters of the MoD — every step in DPP consists of multi-disciplinary bodies, largely drawn from various branches of Ministry of Defence, quartered within the labyrinth of this Lutyens masterpiece

The Indian MoD has recently revised some aspects of defence offsets conditions. Such revisions are likely to create further complications unless the MoD clarifies the conditions further, says DEBA R MOHANTY www.geopolitics.in

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May 2012

g COVERSTORY I advance a set of six arguments on the current status of Indian defence offsets policy and suggest a few measures (for future directions of the policy) for consideration by all stakeholders, primarily by the MoD. First, the central objective of the Indian defence offsets policy has been to strengthen the Indian military industrial complex in order to achieve a reasonable degree of self-reliance in military products and services. A careful analysis of the way the defence offsets policy has evolved in the last half a decade suggests that it has slowly moved from a ‘direct’ offsets (applicable only to exclusive military products) to ‘indirect’ offsets (to include dual-use and a few civilian products). One may argue that this dilution was inevitable as not much interest was shown by the foreign OEMs (original equipment manufacturers).

However, if one looks at the larger picture, one would not be surprised about such dilution as there is a parallel effort at

the national level to leverage offsets in many key areas like energy, infrastructure, etc. It may not be a bad idea if exclusivity attached to defence is diluted. It can even produce better results if the MoD carefully pursues its objectives in key defence technology areas. This, in turn, calls for preparation of a prudent product list. The current offsets product list (27 in total) includes is extremely exhaustive and needs to be pruned to focus only on key technologies.

Second, dilution of offsets products into civilian areas like civil aerospace and internal security may create intra-departmental/ministerial problems while implementing offsets obligations on the one hand, and may encourage vendors to take advantage of ‘kind’ as well as ‘multiplier’ provisions in conforming to offsets conditions. It is learnt that Vivek Rae Committee had suggested the quantum of offsets obligations to be increased to 40 per cent from the existing 30 per cent.

Even, a 40 per cent offsets seems insufficient as the vendors would now have the ‘indirect’ offsets to take advantage of, scope of which are likely to further expanded to areas like shipbuilding and

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coastal security. A uniform 50 or even 60 per cent offsets obligations may not sound a bad idea with a provision to increase the cap further or waive the conditions altogether can also be considered on a case-to-case basis. While these suggestions can be contemplated, the problem area of inter-ministerial coordination would be a big headache for the MoD mandarins, which may slow down the process of offsets implementation. One has to be patient till a formal national offsets authority is established and its coordinating mechanisms defined. Till that time, the MoD has to devise ways to mitigate departmental conflicts of interest.

Third, one of the major problems with the offsets obligations by the vendors was related to a defined route through foreign direct investment (FDI). Earlier DPPs had tried to define the FDI route but such definition was not very clear from the beginning. For example, the DPP 2005 introduced FDI in defence public sector units and in DPP 2006 the nomenclature was changed to Direct Foreign Investment applicable to services, co-development, joint ventures and co-production in both public and private sector. Now that the investment route through non-equity in ‘kind’ has been accepted, this is especially designed to bring in more foreign investment into the defence sector. The scope of FDI has thus been expanded to include both equity and non-equity routes to make the defence

May 2012

HEMANT RAWAT

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MOD SEEMS TO GO IN FOR AN EASIER OPTION

BY BLENDING FDI WITH TOT UNDER THE OFFSETS CONDITIONS

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COVERSTORY

DECISIVE MOMENT: File photograph of Defence Minister AK Antony unveiling the Defence Procurement Procedure — 2011 with Vivek Rai DG (Acqusitions) and Minister of State for Defence MM Pallam Raju, in New Delhi on January 13, 2011

sector more attractive for foreign investors.

This is again linked to the larger dimensions of national offsets policy where defence and commercial arrangements could be complementary to each other and not necessarily distinct from each other. However, it is too early to see the results before one makes any assessment.

Fourth, whether or not capital investment in defence sector is required is a matter of debate. The private sector argues that investment can be sourced from the Indian private sector if the government gives enough guarantees to source products from the private sector and lays out a roadmap for future acquisitions. It further argues that it is capable of bringing in desired technologies from abroad by applying a variety of methods.

However, the MoD seems to go in for a supposedly easier option by blending FDI with ToT under the offsets conditions.

New changes allow ToT as part of offsets whereby non-equity route can include investment in ‘kind’ in terms of ToT which will invariably include license fee, documentation, training, tooling, spares, testing equipment, etc. and will exclude civil infrastructure. It is evidently clear now that the ToT will come in an expanded package, which may or may not necessarily include actual desirables like design or critical component as the vendor can skillfully manipulate ToT conditions through ‘kind’ component which may form bulk of the ToT conditions. A cap is thus required to be put in place for the www.geopolitics.in

vendors to share a certain portion of technical knowledge with their offset partners.

Fifth, the new provisions in offsets policy have expanded the time limit of banked offsets credits to seven years now.

This is designed to help the foreign vendors to park and use their offsets credits for contracted programme as well as enable them to create further offset pro-

THE PRIVATE SECTOR ARGUES THAT IT IS CAPABLE OF BRINGING IN DESIRED TECHNOLOGY FROM ABROAD grammes in anticipation of future obligations. However, there are a few areas of concern. The MoD’s contractual obligations are confined to the foreign vendor alone, hence there is a need for bringing in the Indian offsets partner into the ambit of offsets as well. This will ensure that both OEM and its sub-contractor or Indian offsets partner can be legally bound to oblige offsets conditions. There is also a need to ensure that a healthy relationship between the prime contractor and sub-contractor remains during the whole period of contract and if it is

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soured to the extent that it impinges negatively on the contract or fails to oblige, punitive action must be taken against such companies.

Last but not the least, while all such changes can be introduced to make the offsets policy more transparent and clearly defined, the implementation of such obligations is of paramount importance. It is well known by now that the Defence Offsets Facilitation Agency (DOFA), responsible for guiding the vendors to discharge their offsets obligations, is short of adequate manpower and technical expertise.

Such an agency must be a multi-disciplinary entity. The other problem, which is considered core to the whole offsets landscape, is the question of accountability. In fact, non-accountability is so pervasive that no provision in the DPP-2011 stipulates any responsibility to any single agency for non-execution of procurement procedures. Every step in DPP consists of multi-disciplinary bodies, largely drawn from various branches of MoD, to oversee and execute procedures but at no stage is any agency responsible or accountable to anybody. Two key offices - Department of Defence Production and Director General Acquisition - have the overall responsibility of defence offsets. But none of them seems to own responsibility if any thing goes wrong. The MoD needs to seriously debate this issue and find out a clear solution for this problem.

The evolution and development of Indian defence offsets policy has entered a new phase, whose trajectory would be largely guided under the proposed national offsets policy. At the moment, all indicators suggest that the national offsets policy is likely to evolve in a rudimentary and ill-defined form as there are too many intertwined problematic issues related to its nature and scope. As the national policy evolves slowly, the defence offsets policy would be further diluted in future. This will be a problem for purists and exclusivists who still argue that dilution of any aspect of defence procurement will compromise national security, but they need to understand that too many subjects have already been treated as ‘strategic’ and thus confined to four walls of the South Block. This mindset will have to change under new realities in order to make the system more efficient and provisions more transparent and accountable.

(The author is a New Delhi based defence analyst) May 2012

geopolitics

SINLUNG.COM

INTERNAL SECURITY

TAKING CONTROL Forsaking their customary role, some women are now turning out to be rebels with guns

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B R I E F S

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The Union Home Ministry (MHA) has put its foot down on the HIV and AIDS (Prevention and Control) Bill 2012 stating that HIV testing cannot be a precondition for employment. In fact, the MHA has demanded that the clause banning mandatory testing for employment should not be applicable to the forces and police.

According to the MHA, recruiting HIV-positive persons in paramilitary forces is not desirable for basically two reasons: physical requirement standards and community living among the forces could spread the infection through “cuts and bruises”.

The MHA has held that the confidentiality clause on HIV-status cannot be honoured for men in the forces - who live a community life with common barbers and paramedics — because others sharing the place with a HIV-affected person would become susceptible. The Ministry has also pointed out that the risk of infection would always be present with a HIV-positive person around - especially with injuries that are a common occurrence with the job. The Ministry’s objections come on the move by the AIDS control department’s efforts to dispel doubts about the spread of the disease through cuts and bruises.

www.geopolitics.in

JAYA AGAINST BSF ACT

TAMIL NADU CHIEF MINISTER J JAYALALITHAA HAS OPPOSED A ¤PROPOSED AMENDMENT TO THE

BORDER SECURITY FORCE (BSF) ACT, 1968, SAYING IT WAS A VIOLATION ON THE POWERS OF THE STATES. SHE HAS SHOT OFF A LETTER TO PRIME MINISTER MANMOHAN SINGH SAYING: “THE PROVISIONS OF THE PROPOSED AMENDMENTS TO THE BSF ACT SMACK OF A DESIRE TO SMUGGLE IN A MECHANISM INSPIRED BY THE SAME GOALS AS THOSE BEHIND THE SETTING UP OF AN OPERATIONS DIVISION IN THE NCTC (NATIONAL COUNTER TERRORISM CENTRE), THROUGH THE BACKDOOR.” THE LETTER HAS ALSO REQUESTED THE PRIME MINISTER TO PUT UP THE PROPOSED AMENDMENT FOR DISCUSSION AT THE CONFERENCE OF CHIEF MINISTERS SINCE IT COULD NOT BE DELIBERATED IN THE LAST MEETING.

MORE WOMEN FOR CRPF

LIBERAL VISA REGIME A new liberal visa regime

¤between India and Pakistan for

which there are a large number of backers on both sides may soon be a reality. Buoyed by the several positive trade measures taken by Pakistan, Home Minister P Chidambaram has indicated that a fresh visa regime would be implemented as soon as the government in Pakistan approves certain measures which India has already approved. Chidambaram indicated that the new visa regime would be very liberal to legislators of both the countries, children, elderly persons, businessmen and spouses. In order to promote trade and commerce between the two, India and Pakistan, at the moment, are experimenting with the provision of the one-year visa of multiple entry to 10 cities.

ULTRAS USING TUSKER TRAIL

The Border Security Force (BSF) has found out that militants in Meghalaya were using the routes of wild elephants to cross the ¤international border between the state and Bangladesh. The BSF has noticed this particularly in the 190-km stretch of unfenced border in the Garo Hills.

According to Sudesh Kumar, Inspector General of the BSF (Meghalya-Assam Frontier), a number of militant outfits, like the anti-talk faction of the ULFA and NDFB, have been using locals as guides even as they have been following elephants across the international border. “The locals as well as the militants know that the security forces will not come in the way of the pachyderms and so they take advantage to move in and out of the country using the routes taken by them,” Kumar said.

THERE WILL SOON ¤CONSTABLES BE MORE WOMEN IN ALL

CRPF BATTALIONS. “THOUGH THERE ARE THREE WOMEN BATTALIONS PRESENTLY, SOME MORE WOMEN CONSTABLES ARE REQUIRED TO STRENGTHEN THESE UNITS,” CRPF DIRECTOR GENERAL K VIJAY KUMAR SAID RECENTLY IN AN INTERACTION WITH THE MEDIA AT INDORE. BSF

MHA QUESTIONS HIV BILL

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INTERNAL SECURITY

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May 2012

SCANNING THE NGOS

The Ministry of Home ¤to the Affairs has decided to get root of foreign funding of NGOs, thanks to the allegations that some foreign elements were involved in underwriting Indian NGOs for encouraging agitations at Kudankulam nuclear project in Tamil Nadu and Jaitapur nuclear site in Maharashtra.

Accordingly the MHA (Ministry of Home Affairs) has issued a fresh two-page form which all foreign institutions are required to fill.

The info sought includes: details of the employees working with the Indian office, besides asking them to provide details of foreign nationals who had visited India from that firm.

Under the directive, all foreign companies and organisations, including NGOs, having offices in India will have to mandatorily provide details of employees, including those engaged with liaison work, to the Union home ministry at regular intervals.

Such details are usually provided at the time of visa application but foreign companies will now have to give particulars of specific nature of work and ‘contacts’ in various ministries or Public Sector Undertakings (PSUs) to the government once a year as a matter of routine. The new circular also seeks details from the foreign entities whether they had any contact with civil society, trusts or NGOs. www.geopolitics.in

B R I E F S IS

INTERNAL SECURITY

FULL SUPPORT FOR SPG UPGRADE

Minister Manmohan Singh has guaranteed ¤portPrime the Special Protection Group (SPG) of total supin upgrading itself so that it could effectively meet the challenges posed by terrorists.

Speaking on the 27th Raising Day of the SPG he said: “While security forces are seen and known and their actions are mostly predictable, the new-age terrorists are invisible and possess far greater capability to create networks for sharing knowledge, skills and resources. It is of critical importance that the SPG should continue upgrading itself, both in terms of technology and training.”

The role of the SPG is to provide security to the Prime Minister, his immediate family, former Prime Ministers and their immediate families. The choice of providing the former Prime Minister with SPG cover depends on the level as decided by the Central Government.

PLAN TO REVAMP IPS RUNS INTO ROUGH WEATHER

A Ministry of Home Affairs plan to ¤revamp the Indian

Police Service has been opposed by elements within the organisation. The plan was to have more officers recruited into Indian Police Service through special examinations for “ Deputy superintendent of police-rank officers from the state police, central forces and the armed forces, provided they were less than 35 years old” According to RTI information, officers from the Indo-Tibetan Border Police , Bureau of Police Research & Development and the Central Industrial Security Force have articulated that the limited examination would reduce the superiority of future police leaders and discourage state police service officers Even many state governments are not enthused with the idea, which essentially has come from Home Minister Chidambaram with a view to improve the system of internal security with more senior Police officers. States such as Andhra Pradesh, Chhattisgarh, Punjab, West Bengal and Kerala, are not in favour of the examination, saying that state police service officers ought be promoted quicker to fill the gaps in the IPS.

EN.WIKIPEDIA.ORG/TRUTH

RUSSIAN EMBASSAY

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IB’S LEGALITY QUESTIONED

¤HighThe Karnataka Court has

sought an explanation from the Central Government about the justification of Intelligence Bureau (IB) as an organisation.

This was in reply to a PIL filed by retired IB officer R N Kulkarni contending that there was no constitutional or statutory sanction for the organisation .

Kulkarni, who retired as a Joint Assistant Director of the organisation in 1998, told the court that in spite of being an important part of the national security establishment, the only document that it had to prove its legality was an order passed by British government in 1887 forming it as a sub-sect of the Central Special Branch.

Existing in a legal vacuum, the IB was not accorded any legal status after Independence or even after the adoption of the Constitution. Although an effort was made to define its role, a group of ministers had agreed on May 21, 2001 that the organisation did not have an official charter.

According to the PIL, in 1985 the Parliament passed the Intelligence Organisations (Restriction of Rights) rule but did not define the IB’s specific establishment, regulation, discipline, control or operations. The court has now asked the Centre to pass an executive order defining the role and powers of IB officers.

May 2012

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INTERNALSECURITY

MAOISTS:

DOWN, NOT OUT

The recent abductions of an Italian tourist and an MLA in Odisha by the Maoists underscore the point that the rebels’ disruptive capabilities in their core areas along the purported ‘Red Corridor’, remain substantially intact, argues AJAI SAHNI

T

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not happen on auto-pilot”.

Reddy aka Sitru, an ‘area commander’ for Such claims are crucial and demand Bhadhugoan in the Koraput District, was close scrutiny. The remaining hostage crikilled by the police on January 26, 2012, at sis itself will eventually be resolved, one the Badamathur village. Recent arrests way or the other, and at whatever cost, include Chenda Bhusanam aka Ghasi, an and will eventually become no more than important leader of the AOBSZC, responanother incident in an endless chain of sible for at least two major operations Maoist operations across the country. against the SFs resulting in 55 SF fatalities, The intrinsic strengths or weaknesses of among others; Prashant alias Shiva Munthe insurgency, and of the SFs deployed da alias Lambu, the second in command to contain it, however, are far more in the Maoist hierarchy controlling the enduring and of greater significance.

Saranda Forest in Jharkhand; Girish It is, no doubt, the case that despite a Mahato, who had been assigned to revive measure of operational stasis in Odisha, the organisation in the western Odisha there have been important SF successes districts of Sambalpur and Deogarh; in the recent past. Specifically, Chitrakam Rama Mahanta alias Dadhi Mahanta, UNSEEN ENEMY: A spate of kidnappings like that of MLA Jhina Hikaka, and Italian tourist Bosusco Paolo are testament to Naxal capabilities

CRPF

HE MONTH-long abduction crisis in Odisha lightened, somewhat, with the release of the second Italian, Bosusco Paolo, a small-time ‘adventure tour’ operator, after 29 days in Maoist detention. Jhina Hikaka, the Biju Janata Dal (BJD) Member of Legislative Assembly (MLA) and tribal leader, remained also in the custody of the Maoists for over a month, and sources indicate that, from Odisha’s perspective, this matter may well have become more complicated, with the hostage having possibly been shifted across state borders, into Andhra Pradesh, by the Maoist Andhra-Odisha Border Special Zonal Committee (AOBSZC) leaders who were holding him.

There has been a great deal of commentary on the Odisha Government’s ‘capitulation’ in securing the release of the Italian, and its imminent capitulation on Hikaka. The state government, on the other hand, has argued that the ‘price’ paid was minimal, with a group of essentially insignificant prisoners being released, while the Government’s negotiators firmly rejected demands for the release of hard core Maoists in exchange for Hikaka. At the same time, there have been efforts to project ‘improvements’ in the ‘security situation’, to claim that the abductions were aberrations in an environment of increasing security force (SF) dominance in the state. BJD Member of Parliament (MP) Jay Panda, for instance, argued that Maoist-related fatalities had dramatically reduced in both Odisha and, overall, across the country, and “this did

g INTERNALSECURITY ‘area commander’ for the Digha and Bhalulata areas in Sundargarh District; Kunduru Luhar alias Golapa, an ‘area commander’ in Digha; Pitabas Singh Thakur, who worked with the Daraba Dalam (squad) of Chhattisgarh and was a close associate of Surendra, the Daraba Dalam commander who had allegedly masterminded the killing of 76 SF personnel in Dantewada District on April 6, 2010; and Satrughan Biswal alias Mangu alias Mohan, an active member of the Odisha State Organising Committee (OSOC) of the CPI-Maoist. In addition, Dunna Kesava Rao aka Azad, believed to be a ‘deputy’ to Sabyasachi Panda - the OSOC Secretary and principal architect of the hostage crisis - surrendered in Hyderabad (Andhra Pradesh) on May 2011.

These successes and the declining trends in Maoist-related fatalities, however, do not demonstrate any sustainable improvements in the ground situation, or in the measure of the state’s dominance in its territories. Indeed, it is useful to examine fatalities in somewhat greater detail. Of the 22 fatalities recorded in Odisha in 2012 (till April 8, all data from the South Asia Terrorism Portal), as many as 10 are SF personnel, another seven are civilians, and just five are Maoists. These figures are comparable to data for all Maoist-linked fatalities in the country in 2012, totaling 103, of which 51 are SF personnel, 31 civilians and 21 Maoists. On this data, the ratio of SF to Maoist fatalities works out to 2:1 in Odisha and to 2.43:1 at the all-India level - by all measures a disastrous ratio, indicating that the initiative is squarely in the hands of the

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rebels. 2011 data yields much better, but far from satisfactory, ratios of 1:1.44 in Odisha, and 1:1.55 for the whole country, with a total of 602 fatalities, including 275 civilians, 128 SF personnel and 199 Maoists. 2010, the worst year yet on record, with 1,180 fatalities, (626 civilian, 277 SF personnel and 277 Maoists), had an SF to Maoist fatality ratio of 1:1.

Of course, absolute declines in fatalities have been dramatic since the peaks of 2009 and 2010, but this essentially reflects the operational paralysis that has afflicted all forces, both state and central, across the country, after the disaster at Chintalnar on April 6, 2010, when 76 SF personnel were massacred by the Maoists in a single attack. The incident occurred at the peak of the much-vaunted and illconceived ‘massive and coordinated operations’ launched by the Centre, and the overlapping Operation Green Hunt initiated by the Chhattisgarh Police. The subsequent decline in fatalities is, overwhelmingly, the consequence of the fact that offensive operations against the Maoists have virtually ceased, and the Maoists have no significant motive to engage in excessive violence, since they currently enjoy substantial freedom to continue with their consolidation activities, including political mobilisation, recruitment, training and acquisition of weapons and technologies, that will help create an even greater bloodbath when the next round of escalation occurs.

Indeed, the quick response to emerging opportunities, reflected in the abductions in Odisha, as well as in the March 12, 2012, killing of 12 Central Reserve Police

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Force (CRPF) personnel in Gadchiroli, Maharashtra, provides a fair, if anecdotal, index of the density of presence and preparedness of the Maoist infrastructure on the ground. Crucially, all three actions were incidents of opportunity, reflecting enduring Maoist capacities, rather than strategic intent or planning, and demonstrating quite clearly that a decline in fatalities is not synonymous with a decline in rebel capacities or with an improvement in the ‘security situation’.

Indeed, despite the significant reverses inflicted on the Maoists, especially at the leadership level, as well as some contraction in their areas of operation, the Union

The Naxalite Movement since 2000 ( 2002 : People’s War Group (PWG) intensifies attacks against after a ban imposed on the group by the Andhra Pradesh government ( 2003: PWG attempts assassination of Chief Minister Chandrababu Naidu ( 2004: Home Ministry estimate numbers were placed at 9,300 hardcore underground cadre with around 6,500 regular weapons ( 2005: Violent clashes between Maoist rebels and state security forces after breakdown of peace talks ( 2006: 20,000 Naxals involved in the insurgency according to Research and Analysis Wing ( 2007: Over 400 Naxals attack a Chhattisgarh police station, seizing arms and killing dozens ( 2008: Chhattisgarh and Jharkhand worst hit of the 16 states touched by the conflict ( 2009: Prime Minister Manmohan Singh admits to Maoists growing appeal among tribal communities, the rural poor the intelligentsia and the youth. ( April 6, 2010: Naxals launch their deadliest attack killing 76 CRPF troops in Chattisgarh’s Dantewada district ( 2011: Kishenji, the military leader of Communist Party of India (Maoist) killed in an encounter with security forces ( March 2012: Maoist rebels kidnap two Italians in Orissa, the first time Westerners were abducted there ( March 27: 12 CRPF personnel killed in landmine blast triggered by suspected Naxals in Gadchiroli district of Maharashtra

May 2012

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INTERNALSECURITY

SILENT AND DEADLY: In spite of the relative decline in violence it is clear that the initiative remains firmly in the hands of the Maoists

Ministry of Home Affairs (MHA) has indicated that the Maoist presence has come down from 223 districts across the country in 2008 to 194 districts in 2011, the rebels’ disruptive capabilities in their core areas along the purported ‘Red Corridor’, remain substantially intact.

On the other hand, despite many claims of the cumulative ‘improvement’ in the capacities of central and state security forces, the state’s vulnerabilities remain largely unaddressed. At least some claims of such ‘improvement’ are, in any event, largely falsified or fabricated - including the MHA’s November 30, 2011, claim that the all-India police-population ratio had been raised to 176 per 100,000, from an National Crime Records Bureau figure of 133 per 100,000 as on December 31, 2010. Others, such as MHA’s claims of “significant measures taken to strengthen the Indian Police Service” (IPS) remain something of a smokescreen, since existing deficits in the Service (leave alone continuously augmenting needs) will take decades to fill, even with dramatically accelerated intakes. UMHA also claims that “Number of CAPF (Central Armed Police Force) battalions deployed in LWE (Left Wing Extremist)-affected states increased from 37 in 2008 to 73 in November 2011, glossing over the fact that the latter figure has roughly been the level of deployment since the disastrous ‘massive and coordinated operations’ were launched by the Centre in end-2009. Moreover, as already noted, the fact that these forces have, along with State Police Special Forces, largely been frozen in a passive-defensive posture since Chintalnar, and that offensive operations against the Maoists have now become more and more the exception among demoralised SF contingents, remains unsaid.

On the other hand, the anecdotal evidence of any state’s vulnerabilities and www.geopolitics.in

disarray is mounting. In one devastating disclosure, the MHA conceded that as many as 46,000 officers and personnel took voluntary retirement from the CAPF between 2007 and September 2011, while another 5,220 officers and personnel resigned from service over the same period. 461 suicides and 64 instances of fratricides were also recorded. Worse, the MHA noted that the rate of increase of cases of resignation in the CRPF and Border Security Force (BSF) was “alarming”, at more than 70 per cent in 2011, over 2010. Comparable data on state police organisations is unavailable, but it is unlikely to provide any basis for optimism.

And if such dry data is not sufficiently disconcerting, Rahul Sharma, an IPS officer, serving as a Superintendent of Police in the Maoist-afflicted Bilaspur District, in the country’s worst-affected state, Chhattisgarh, committed suicide on March 12, 2012, blaming his seniors and the political leadership for his decision.

Sharma had reportedly confided in a friend that he was frustrated because police officers were required to do what he called ‘forced labour’ (begaar), and ‘extortion’ (ugahi) and that ‘targets for election expenses’ for the scheduled 2013 Assembly Elections had ‘already been set’.

This incident provides extraordinary insight into the use and morale of the police leadership in the state worstaffected by the Maoist insurgency.

Nor is Chhattisgarh an exception. In the wake of the March 27 incident in Gadchiroli, Maharashtra Home Minister RR Patil complained that police officers were ‘unwilling’ to work in the Maoist-afflicted Gadchiroli and Chandrapur Districts, citing the recent example of four police subinspectors, who resigned from the Force after completing training, when they were posted to Gadchiroli. Patil had nothing but a litany of complaints to offer after the Gadchiroli incident, blaming the Centre

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for a failure to provide advance information of Maoist attacks. Unsurprisingly, Maharashtra saw an increase in Maoistrelated fatalities to 69 in 2011, over the 2010 figure of 40, even as the all-India fatalities almost halved (from 1180 to 602).

Other principal Maoist-affected states, Odisha, Jharkhand, West Bengal and Bihar, suffer from equal and endemic deficiencies in their security structures, as well as from both ambivalence and infirmity in their political leaderships.

In another shock to the system, and testimony to the incompetence and incapacity of the state establishment, Kobad Gandhi, a CPI-Maoist Politburo member and top party ideologue, was discharged by a Delhi Sessions Court for offences under the Unlawful Activities (Prevention) Act (UAPA), due to procedural defects in the prosecution. Ghandy was a prize catch, trapped in Delhi on September 20, 2009, after a protracted operation led by the Andhra Pradesh Special Intelligence Branch, and involving the Intelligence Bureau and Delhi Police.

Some augmentation of capacities recruitment, arming, fortification and modernisation - has, no doubt, occurred across the board, both in CAPF and state forces, but this has had, at best, limited impact on SF capacities and operations on the ground as a result of an incoherence of approach and strategy, as well as gross deficits and deficiencies in leadership.

Declining trends in fatalities and occasional reverses not-withstanding, it appears that the initiative remains firmly in the hands of the Maoists, and that state leaderships are still to find the will and the clarity of perspective that will allow them to secure any enduring dominance over areas of rebel disruption.

(The author is Executive Director, Institute for Conflict Management & South Asia Terrorism Portal) May 2012

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THE WOMEN GUERRILLAS

Incorporating women in armed contingents is still fraught with ramifications which are not conducive to the women folk — a fact which bespeaks a patriarchal world, writes UDDIPAN MUKHERJEE

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N THE third week of December 2011, Kanchan and Bipasha were arrested from Patahi village in East Champaran in Bihar. It was not an ordinary arrest. Police discovered that the two women had joined the ultra-left Maoist camp in order to avenge the killing of their fathers by the local landlords. Both of them were new recruits and had joined the Maoists barely six months back.

Again, in November 2011, another female Maoist, Rumpa Mahato alias Sujata surrendered to the police. She told the Superintendent of Police, Pranab Kumar, that she joined the Maoist ranks about two years ago. Her only hope was to get work as she was the daughter of a daily wage labourer. However, she alleged sexual exploitation by her male counterparts and leaders.

Guerrilla warfare provides a rich source of data on mixed-gender combat units. Women fighters are not at all uncommon in guerrilla armies. The crucial role played by women’s in a variety of irregular wars, in Vietnam, South Africa, Argentina, Cyprus, Iran, Northern Ireland, Lebanon, Israel, Nicaragua, Nepal, Sri Lanka, India, among others; have been well documented.

As a matter of fact, in World War II, a considerable number of women participated in the forces of Nazi-occupied countries. These forces basically carried

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out insurgent activities against Nazi occupiers - a case which could be seen today in Iraq and Afghanistan; but without notable women participation.

The insurgencies were carried out in countries which did not allow women into regular military forces — like Italy, Greece, France, Poland, and Denmark.

The women irregulars took part in street fighting, carried out assassinations, and performed intelligence missions.

Communist guerrilla forces in the

GUERRILLA WARFARE PROVIDES A RICH SOURCE OF DATA ON MIXEDGENDER COMBAT UNITS cold-war and post-cold war eras have spearheaded the process of inclusion of women. The Sandinistas of Nicaragua resemble one such. Women reportedly made up nearly one-third of the Sandinista military. However, in some ways, the Sandinistas kept traditional gender roles firmly in place. Women were mobilised

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around the image of mothers protecting their children as part of a divine order.

One Sandinista official said in 1980, “Give every woman a gun with which to defend her children.”

The guerrillas in next-door El Salvador in the 1980s also let women fight, but within a conceptual framework that upheld traditional gender roles. In her dissertation for the award of Doctor of Philosophy, Lindsay Blake Churchill quotes a popular Tupamaros slogan of Uruguay: “Never has a woman been more equal to a man than when she is standing with a pistol in her hand”.

Churchill investigated whether or not gender reorganisation represented a true political goal of the Tupamaros or if their inclusion of women just meant revolutionary rhetoric. In the process, she found that while most of the Uruguayan left-wing focused on the parameter of motherhood as inspiring women’s politics, the Tupamaros disdained traditional definitions of femininity for female combatants.

Therefore, as per Churchill’s analysis, the Tupamaros offered women a new avenue for political participation.

In Africa, examples of women guerrillas resonate in the forests and deserts of the continent. Ironically, they fought but then were pushed aside. For example, Joice Nhongo was the “most famous” guerrilla in the rebel forces that overMay 2012

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The Amazons down the Ages

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FLOWERS OF REVOLUTION: Women guerillas have played a prominent role in revolutionary movements across the globe

threw White rule in erstwhile Rhodesia (Zimbabwe). She was known as “Mrs. Spill-blood Nhongo,” reports Joshua Goldstein in her book War and Gender: How Gender Shapes the WarSystem and Vice Versa. In fact, Nhongo gave birth to a daughter at the camp she commanded, two days after an air raid against it. After the rebels took power, she became Minister of Community Development and Women’s Affairs — safely removed from military affairs. According to Goldstein, 4,000 women combatants made up 6 per cent of rebel forces in the then Rhodesia.

In Sri Lanka, though the data is disputed; women apparently constituted about one-third of the rebel Tamil Tigers’ force and participated fully in both suicide bombings and massacres of civilians. Interestingly, the Sri Lankan military reportedly believed that half of the core fighting force was women. Such an example is also manifested in the Maoist revolutionary force of Nepal. According to an estimate, about 30 per cent of Maoist guerrillas in Nepal comprise women, writes Dr Chitra K Tiwari for the South Asia Analysis Group (New Delhi).

“This is totally a new phenomenon in Nepal, which must not be taken lightly”, admonishes Tiwari.

Similarly, the Indian Maoists are in no way behind as far as employing women and children in their Red Army are concerned. www.geopolitics.in

Going back to the Dark Continent, Eritrea and South Africa had women in the infantry, due to the integration of former guerrilla forces into state armies there. Eritrean women combatants have seen extensive combat — uniquely among present-day state armies — owing to the highly lethal ground war with Ethiopia in the late 1990s. Hence, the world keeps a close watch on the integration of the Maoist guerrilla combatants in Nepal and the consequent fate of women guerrillas there.

WOMEN FIGHTERS ARE NOT AT ALL UNCOMMON IN GUERRILLA ARMIES In Khalistan and Kashmir “Indeed, far from being systematically at the receiving end of state and guerrilla violence, South Asian women have also become active participants to these armed conflicts, thus contesting the tra-

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 The eighteenth-and nineteenthcentury Dahomey Kingdom of West Africa maintained a large female combat unit as part of the army.  In the Second World War, the Soviet Union mobilised substantial numbers of women combatants, and increased their military effectiveness.  Communist guerrilla forces in the cold-war and post-cold war eras have spearheaded the process of inclusion of women.  Women apparently constituted about one-third of the rebel Tamil Tigers' force in Sri Lanka.  30 per cent of Maoist guerrillas in Nepal comprise women.  Eritrea and South Africa had women in the infantry, due to the integration of former guerrilla forces into state armies. ditional sexual division of work within the region’s militant organisations”, writes Laurent Gayer in her paper titled, “Princesses” among the “Lions”: the Activist Careers of Khalistani Female Combatants.

In the case of Sri Lanka, Peter Schalk suggests that this participation of women to the armed struggle was infused with a “martial feminism” that contested the male monopoly over the use of violence. The participation also aimed to emancipate women through the gun, argues Schalk.

And elements of such “martial feminism” can also be found among some of the female recruits of the Khalistani insurgency, posits Gayer. However, the demilitarisation of these women was often highly regressive. Many of these female ex-combatants were reassigned traditional gender roles after their return to civilian life - something similar to what happened to African women guerrillas.

Seema Shekhawat writes for CRISE (Centre for Research on Inequality, Human Security and Ethnicity) at Oxford University: “Women in Kashmir have played a significant role in the militant activities. They have contributed to the conflict in both material and ideological ways. It is widely perceived that the movement could not have sustained without the participation of women.

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PROUD WARRIORS: Women have proved adept at wielding the gun against a variety of threats

Women have been at the forefront in the initial period of militancy. In numerous demonstrations in Kashmir, they were often seen at the forefront. They actively joined hands with male counterparts in enforcing the civil curfew, helping armed separatists to escape during crackdowns by blocking the ways of security forces, etc.”

Besides carrying out tasks such as feeding combatants and providing shelters, women in Kashmir acted as couriers carrying not only the messages but also arms and ammunition under their veils, reports Shekhawat.

However, what were the reasons for women’s participation in Kashmir?

Shekhawat finds out that Kashmiri women were mobilised to take part in the popular upsurge as part of a specific religious community. Further, to mobilise women, the terrorists and fundamentalists projected that ‘everyone fighting for Kashmir’s azadi was son of whole community.’

In Kashmir, mothers of martyrs were publicly honoured. Those women were projected as ‘ideals’ who sent their sons, brothers and husbands for the ‘holy war’ smiling and did not mourn if they died.

The Indian Maoists — with an obvious implication of glorifying their struggle — have chronicled brief biographies of their women martyrs; commencing from Naxalbari and Srikakulam upto 2010. In one such biography it has been said: www.geopolitics.in

“The history of oppressed women is the real history of the dearest daughters of our beloved country which is an inseparable, vital component of the history of oppressed people. And no success in the revolutionary war or the final victory of the revolution is imaginable or possible without women. Hence, the need to

IN WW-II, A NUMBER OF WOMEN PARTICIPATED IN THE FORCES OF NAZI-OCCUPIED COUNTRIES study their history. These life histories are an inseparable part of peoples’ history.” Undoubtedly, stories of gang-rapes, torture and fake encounters of women guerrillas are in the two-part documentation.

However, the crux of the matter is the claim that the women guerrillas were inspired by Maoism. But in no way, the anonymous authors of the document say that belief in Maoism was the very reason for participation. It elaborates: “The reasons for their joining the movement may vary but one common feature

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we find in them is their aspiration to be liberated from patriarchy and to liberate all women from patriarchy. Most of them were themselves victims of patriarchy and some of them though not as oppressed had consciously joined as they felt Maoism provided the answer to the eradication of patriarchy.”

Well, such claims could surely be debated; but one interpretation hardly cuts much ice. The Maoists [male counterparts?] construe the allegations of the surrendered female members regarding sexual exploitation by their male peers as mere slander and a foul propaganda unleashed by the Government of India as a psychological warfare — an effective component of the fourth generation warfare strategy to crush internal rebellions.

Though the Maoists do not accept such sexual exploitation in their ranks, they at least admit that there are few women comrades who had committed suicide. So the question is why? If the structure and hierarchy had been egalitarian and driven by ideology only — then why such suicides and allegations of sexual exploitation? Even in the ranks of the rebels in Columbia — another communist-based group, such sexual abuse is also rampant.

(The author is an Assistant Professor at BPPIMT [Kolkata, India] and a Strategic Analyst at ITS [Landshut, Germany]) May 2012

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AVIK-BESTTRAVELDESTINATIONS.BLOGSPOT.IN

PASSAGE FOR TRADE CELEBRATING 60 YEARS OF INDIA-JAPAN DIPLOMATIC RELATIONS

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Can Sikkim guide Delhi to make the Nathula Post a great gateway of commerce with China?

IS INDIAN NAVY CATCHING UP WITH ITS CHINESE COUNTERPART?

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BORDER PROVINCES AS BRIDGES WITH

NEIGHBOURS There are certain aspects of neighbourhood relationships that should be seen through the prism of Home Affairs, not External Affairs, argue TRIDIVDESH SINGH MAINI and SRIPATHI NARAYANAN www.geopolitics.in

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g DIPLOMACY this seesaw to a large extent has been decided in the Indian political capital, New Delhi, which is deep inland and far off from neighbouring countries, both geographically and by attitude.

The irony in the Indian subcontinent is that, the bordering regions of India by and large, share a greater affinity to their foreign neighbour than to their own countrymen. With shared historic, linguistic and cultural similarity between nations, the relationship between India and her neighbours becomes a complicated affair. This is further fuelled by the fact that most Indian border states are closer to the capital of the neighbouring country than they are to New Delhi. The geographic proximity is reflected in the attitudinal differences between the “states of India” and by the “Indian State” towards the neighbours and that has resulted in the two being at loggerheads with one another.

INDIA HAS BEGUN TO REALISE THAT BORDER PROVINCES ARE PIVOTAL GATEWAYS TO NEIGHBOURS DESERT TRAIN: The Thar Express is one of the train services between India and Pakistan that is useful for people near the border areas

BSF

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NDIA AND her neighbours share a unique relationship with one another, a relationship that transcends history and is reinforced by geography because of overlapping

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and shared experiences through time and space.

Over the years this relationship has been more like a seesaw that swings back and forth. But then, the fulcrum of

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One of the primary reasons for this difference is the ‘emotional factor’ between the states and the neighbouring country. The Indian border states, unlike the rest of the country, do not have a similar or a template type of relationship with the neighbouring country.

The history, geography and demography are different in each case and surfaces in different forms. That is to say in some cases, the past is in more or less in terms of living memory, whereas in others it could be in the long lost pages of history. At the same time, the nature of ties has also been varied with its multifarious evolution.

The other reason could be the differences in perception. This is because the states have a narrow perception of issues, unlike New Delhi, where the issue presents itself within the frameContinued on Page 78 ` May 2012

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NEW EQUATIONS IN INDIA’S NORTH-EASTERN NEIGHBOURHOOD

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League for Democracy, the main opposition party in Burma, at the April 1, 2012 by-polls, have long-term implications.

As India readies itself to meet the new opportunities in Myanmar, it has to address newer equations developing in the region. In the post-1990 period, China filled in the vacuum caused by the illadvised withdrawal of western powers protesting the military take-over in Myanmar and reaped advantages to suit her strategic plans. The absence of western developmental assistance turned Myanmar, already dependent on China, towards North Korea to further its nuclear

HE STRATEGIC importance of India’s North-East region is expected to undergo a major change in the near future given the rapid political developments in Myanmar. The long-awaited decision of the Myanmar military junta to return to the barracks in favour of Parliamentary democracy has become a catalyst for change. It has thus re-opened the gates for the return of the international community to Myanmar and usher in factors for historical changes of great value.

The recent and rapid developments in Myanmar are a welcome development for India. It justifies India’s steadfast policy towards the Military junta as much as also its commitment to pro-democracy forces in that country. The process of internal readjustments in Myanmar will

ambitions and formed a nexus with Pakistan as an insurance against India.

Myanmar continued to turn a blind eye to the activities of Indian insurgent groups operating from its soil.

With the US signalling willingness to return to the region in general and Myanmar in particular, the countries of ASEAN have every reason to feel relieved after witnessing China’s recent growing assertiveness. On the other hand, the presence of USA and its allies in Myanmar will balance the power equations to a large extent keeping China in mind. The implications of this development will

BRIDGING BORDERS: A view of the trade area on the Burmese side of the border, with Zokhawthar village in Mizoram in the background

no doubt be time consuming and test patience of the various interested parties.

The controversial 2008 Constitution has to undergo several radical changes to address the aspirations of its multi-cultural and multi-ethnic society as also to bring the country into the democratic mainstream. Several sections of the statute book will need to be amended which will test the resolve of the present Parliamentary set-up and also the mood in the military. The election of the prodemocracy icon, Daw Aung San Suu Kyi (ASSK) as Member of Parliament and the overwhelming victory of the National www.geopolitics.in

PANORAMIO.COM/MALSAWMA CHHANGTE

THE BUREAUCRACY STILL VIEWS BORDER INFRASTRUCTURE AS A SECURITY RISK

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May 2012

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need to be assessed by India’s strategic community from the political, diplomatic, military and economic standpoint.

According to reports, the US has been able to persuade Myanmar to revisit its nuclear links and military relations with North Korea as also to observe UN resolutions on the subject. This too is a development which India needs to evaluate quickly. There is no Chinese official reaction to new equations in this region but a comment in the “unofficial” media expressed hope that there will be common agreement on assisting Myanmar in its hour of need. China has immense stakes in Myanmar, it has always taken care to ensure that its interests are safeguarded even with the return of multiparty democracy. Beijing’s reactions need to be watched with interest in future.

Ever since President Thein Sein took office, there has been an upswing in bilateral relations between India and Myanmar. Prime Minister Manmohan Singh’s visit to Myanmar in May assumes even greater politico-strategic significance in this direction. Both countries have

exchanged visits at Ministerial levels and, importantly, a Myanmar Parliamentary

INDIA NEEDS TO CHANGE ITS MENTALITY OF TREATING BORDERS AS ‘ZONES OF CONFLICT’ delegation visited India a few weeks ago.

The Indian Prime Minister will no doubt discuss several issues with his Myanmar interlocutors especially the new strategic environment in the region. India’s “Look East Policy” too, will be discussed to make a vehicle for India’s rapid economic and political integration with the region. It has immense value even for development of our transport and other infrastructure in the north east region. India needs to argue

for peace on its border with Myanmar and the earlier the Myanmar government steps up to the plate the better for India.

The Indian private sector has a unique opportunity to participate in the development of Myanmar’s infrastructure, either directly or in joint ventures with third countries. The establishment of an Indian commercial bank or an investment bank in Myanmar will provide a fillip to trade and facilitate commerce in a more effective manner.

Bangladesh has remained a strategic partner of India in the North-Eastern region and will remain so in the years to come. It has delivered on two counts namely dismantling sanctuaries of Indian insurgent groups and bringing fundamentalist elements under control. Dhaka is still not outside the shadow of the Jihadi movement. The return of US and European Union (EU) to Myanmar will have a deterrent effect on the non-state actors in that country, especially those with links to anti-India elements in Pakistan. It is imperative that India accelerates the process of economic integration with Bangladesh with the window of opportunity provided by Prime Minister Sheikh Hasina. We need to strengthen the hands of democratic forces in that country, keeping in mind that Bangladesh goes to the polls in the next 16-18 months. A stable and peaceful Bangladesh along with Myanmar will become the drivers for speedy development of this region. India can help spur this activity and make it a win-win situation.

Prime Minister Manmohan Singh’s forthcoming visit to Myanmar is expected to provide a significant boost to bilateral relations. India has much to offer in economic and political terms. Both sides have reached a level of comfort in their relations and will naturally build further on it.

Two of the three Myanmar stakeholders namely Aung San Suu Kyi and the ethnic groups are vital cogs in the political mechanism and, hopefully, India will not only reach out to them but also make them a part of the consultative process. India should not squander this opportunity.

— P M Heblikar (The author is Managing Trustee of the Institute of Contemporary Studies, Bangalore (ICSB). He was formerly Special Secretary, Government of India, and had served in Myanmar)

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May 2012

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work of a larger picture called foreign policy that gets influenced by a number of factors. For the states, India’s relationship with its neighbours is in the domain of regional issues that lie across the border; which are influenced by localised factors and domestic political calculations.

However, New Delhi has begun to realise that border provinces are pivotal gateways to the neighbours in both economic and political terms. The increasing importance of regional parties as a consequence of coalition politics has further bolstered the argument for greater involvement of provinces in India’s foreign policy, especially

THE NEED OF THE HOUR IS TO REORIENT THE CENTRESTATENEIGHBOUR TRIANGLE

with respect to neighbours. The likes of People’s Democratic Party (PDP) and National Conference in the state of Jammu and Kashmir; Trinamool Congress of West Bengal (Paschim Banga) and political parties of the Dravidian stable in Tamil Nadu are crucial illustrations of this point. Though it might be mentioned here that these political parties over time have tried to influence the bilateral relationship, but to no avail. At best they have been the amplifier of the efforts of New Delhi. There are instances of the centre and state meeting eye-toeye, the state government/ regional political parties taking the credit for the initiatives of New Delhi; although the blame for any shortcoming is squarely

NEWSONAIR.NIC.IN

DIPLOMATIC GATEWAY: Border regions need to be developed and connected with neighbouring countries as they are crucial stakeholders in India's foreign policy. A file photograph of the Indo-Pak border at Wagah in Punjab

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For instance, the PDP and the National Conference are predisposed towards a sympathetic approach with respect to ties with Pakistan. In contrast, the politics of Tamil Nadu ends up taking a more jingoistic stand vis-à-vis Sri Lanka, thereby obscuring the labours by Delhi.

A recent illustration of complexities would be the belligerent position of the Trinamool Congress (TMC) towards Bangladesh, especially on the water front. The Teesta Agreement, which was to have been inked September 2011 during Prime Minister Manmohan Singh’s visit to Bangladesh, did not go ahead as a consequence of TMC supremo Mamata Banerjee’s refusal. Of late, the TMC, at best, has acted as a spoiler to the attempts at improved India-Bangladesh relations. The concerns over Teesta have made Dhaka vary its engagement with India as a whole and also with individual Indian states.

However, the TMC example is an exception, not the trend. Border-states do wish for increasing economic cooperation with the neighbouring country, the shared history going on to cement the equation. Some of the states that have taken the lead in improving relations with neighbouring countries are Jammu and Kashmir, Punjab and Rajasthan (all with Pakistan). Tripura is a torch-bearer of the North-East as far as Bangladesh is concerned. The trade between the two Kashmirs and the Wagah border crossing in Punjab has been followed by bus services and railway connectivity. In the East, Tripura has been making earnest attempts to develop economic linkages with Dhaka and is also working towards gaining transit facilities via Bangladesh.

Though the stated aspirations of the states with respect to the neighbours have immense potential of transforming both the economic and political landscape, a number of hindrances are acting as spoilers. In the realm of trade, lofty promises remain unfulfilled. In this area, one of the major impediments to smooth cross border trade is the poor infrastructure. There is no better illustration of this fact than the strike by the traders in Akhaura, Tripura, protesting against the poor infrastructure of the integrated check-post at Akhaura, which has made it virtually impossible to trade. The check-post was inaugurated www.geopolitics.in

by the Union Home Minister P Chidambaram in June 2011 with much fanfare; he had promised the construction of the trade hub within 18 months. The irony is that this is happening when the state government is going all out to develop a cordial relationship with Bangladesh.

Similarly, while there is much hype about India’s improved relationship with Myanmar and connecting the North-East to the latter, the infrastructure at Moreh (Manipur), the main trading point, is sub-standard. Even the rules of trade between the two countries are needlessly restrictive, encouraging illegal trade. Similarly, the Integrated Check Post at Wagah too, has been facing difficulties in implementing bordercrossing facilities. It must be noted that

INDIA NEEDS TO BE INNOVATIVE IN DEALING WITH THE NEIGHBOURS the deficiency in infrastructure has nothing to do with the neighbours.

It is worth mentioning here that after a visit to Nathu-la Pass in 2007, Defence Minister AK Antony, while comparing the infrastructure on the Indian side and the Chinese side, was quick to state that “it is an eye-opener for me. There is no comparison between the two sides.

Infrastructure on the Chinese side is farfar superior. They have gone far in developing their infrastructure”.

While strategic analysts like C Raja Mohan and eminent diplomats like former Foreign Secretary Shyam Saran have repeatedly stated that India needs to change its mentality of treating borders as ‘zones of conflict’ and ‘outposts’, the results on the ground are not so promising. The bureaucracy, it seems, still cherishes the policies of the days of the Raj; haunted as it is by the past military misadventure. It seems that the bureaucratic system still views border infrastructure as a security risk and not

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as a road to both commercial and diplomatic opportunities.

A good way to realise the potential of both economic and political ties with neighbours would be a periodic appraisal of the infrastructure at India’s borders and also holding periodical meetings of border states. With their inputs on both infrastructure and the nation’s neighbourhood policy, Delhi would be in a better position to address the limitations that it faces in cross-border trade as well as people-to-people contacts.

Until border regions are developed and connected with neighbouring countries and border states are not made crucial stakeholders in India’s foreign policy, India’s neighbourhood policy would be ridden with uncertainties.

This scenario will only change when the border states and the Union government share a broader understanding of the issues at hand and formulate polices accordingly. This would mean that the nation would have to be innovative in dealing with neighbours. This would mean that certain aspects of neighbourhood relationship should be seen from the prism of external affairs while others would have to incorporate features of home affairs. The rationale for such an approach is that the existing nature of ties and the current metamorphosis in bilateral relationships is overlapping.

The border states as a whole would perceive neighbours as those who are on the other side of the line but for the Union Government the neighbours are the “others”. The need of the hour is to reorient the Centre-State-Neighbour triangle (trilateral). This to an extent could be achieved by separating political issues (such as territorial disputes and matters pertaining to sovereignty) belonging to the exclusive domain of the Union from the economic issues and people-to-people contacts that can be dealt with through a greater participation of the border states. This, in other words, would mean treating the neighbours in India’s federal power structure as a subject of the Concurrent List (where both the central and state governments can act) and not that of the Union List (which is the exclusive preserve of the central government).

(Tridivdesh Singh Maini is an Associate Fellow while Sripathi Narayanan is a Research Assistant with Observer Research Foundation, New Delhi) May 2012

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SHAPING STRATEGIES FOR THE 21ST CENTURY India and Japan are partnering in peace, prosperity, security and stability of Asia, writes YAMINI CHOWDHURY

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T IS being increasingly realised that India and Japan have to work together towards making the 21st century an ‘Asian Century’. Says G Vijaya Chandra Naidu, Professor at Jawaharlal Nehru University, “Even though historically India and Japan never had any issues, and hence did not carry any baggage unlike most other East Asian countries, and always shared enormous empathy for each other, the lack of progress in bilateral relations was, among others, due to the Cold War that forced these two to be on the opposite sides of the strategic divide. All that changed once the Cold War came to an end.”

Ambassador Aftab Seth, former Indian Ambassador to Japan, asserts: “The turning point in the relationship came after the Indian Coast Guard rescued the hijacked Japanese freight ship Alondra Rainbow in the Indian Ocean in 1999. The anger after May 1998, which led to economic assistance being cut-off by Japan, was dampened by this event. The January 2000 visit of George Fernandes, the firstever visit by a defence minister, led to the initiation of a defence dialogue with Japan after Pokhran II.” There are, however, other factors that aided in the strengthening of bilateral relations, insists Dr Michael J Green, Senior Adviser and Japan Chair at the Centre for Strategic and International studies (CSIS) Washington. “The Clinton administration began shoring up alliances in Asia in the mid-1990s, including revitalisation of the US-Japan alliance after several years of post-Cold War drift and uncertainty, to ensure the US could engage China and maintain stability in

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the region from a position of strength.

The Bush Administration then worked to transform strategic ties with India. Prime Minister Junichiro Koizumi certainly did follow the Bush lead on the nuclear issue, but it was in Japan’s interest to get into nuclear infrastructure efforts and to shore up their own relations with India to deal with a rising China,” he stresses.

“In addition to the phenomenal

FOR 60 YEARS, INDIA AND JAPAN HAVE BEEN PARTNERS IN PEACE, PROSPERITY, SECURITY improvement of Indo-US relations, concerns about the rise of China and India’s growing economic and strategic stature, a range of maritime security issues, in particular, protection of sea lines of communication in the Indian Ocean, and a fluid security environment in the Asia Pacific where Japan has vital stakes, added synergy to the partnership,” states Professor Naidu.

It was a combination of these factors that resulted in the visit of Japanese Prime Minister Yoshiro Mori in the year 2000, considered by many as a watershed in India-Japan relations. The convergence of political, strategic and economic interests and a shared commitment towards

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upholding “peace, democracy, rule of law, human rights and free market” resulted in the signing of the historic Strategic and Global Partnership by the visiting Prime Minister and his Indian counterpart, Atal Behari Vajpayee. In addition to forging greater understanding on a wide-range of global, multilateral, regional and bilateral issues, the agreement was instrumental in promoting defence cooperation and enhancing economic engagement.

Following the visit, relations between India and Japan acquired a propulsive momentum. Remarks Ambassador Seth, “The comprehensive security dialogue, exchanges at the level of Army Chief General Padmanabhan and the visit of Japanese Air Force chief were followed by the May 2003 visit of Japanese defence minister, Shigeru Ishiba. After concluding a strategic agreement in 2007, we were doing joint naval exercises with the Japanese and the Americans off Okinawa coast, and by the end of that year, we were part of the Malabar series exercise in the Bay of Bengal with participation of the navies of the US, Singapore, Australia and Japan. Further, six prime ministerial visits between 2000 and 2008 are clear indicators of the dramatically different relationship that India shares with Japan, something that could not have been foreseen before 2000,” he believes.

Commenting on the remarkable progress witnessed by the evolving IndoJapan relationship, Professor Naidu articulates, “Today, the India-Japan relationship encompasses three dimensions: global, where they join hands to address certain global issues, including nuclear disarmament, counter-terrorism, UN May 2012

g DIPLOMACY reforms, etc.; regional - given their deep involvement in East Asia, they share a common interest in fashioning a regional economic and security architecture that advances their interests; and bilateral that includes political, economic and strategic aspects.”

Further, both countries have institutional mechanisms in place that aim to add strength to this multi-dimensional relationship, asserts Professor Naidu.

“Politically, there a number of institutional mechanisms in place - the most important being annual prime ministerial meetings. Economically, the Comprehensive Economic Partnership Agreement (which became operational last August), and a robust strategic cooperation, which includes annual meetings involving foreign and defence ministers, the TwoPlus-Two Meeting between defence and foreign secretaries, regular high-level service chiefs exchanges, exchange of defence officers for training, bilateral (and multilateral with US) military exercises so far between coastguards, and from this year, prominently between the two navies and air forces. Some of these arrangements are significant because India is the only country outside the US (with which it has an alliance partnership) that Japan has forged them.”

The strategic cooperation of 2007 is regarded as an “essential pillar for the future architecture” of Asia. Most recently in December 2011, the ‘Vision for the

Enhancement of Japan-India Strategic and Global Partnership upon entering the year of 60th Anniversary of the Establishment of Diplomatic Relations’ was signed between Japanese Prime Minister Yoshihiko Noda and Indian PM Manmohan Singh.

The China factor As Tokyo seeks to diversify its global trade and investments, and India’s increasingly vibrant economy makes it an attractive partner, the strategic partnership is a natural outgrowth of global economic developments, believes Dr Sheila A Smith, Senior Fellow for Japan Studies at the Council on Foreign Relations (CFR). “But the new strategic partnership that has been developing with greater focus is in large part due to the rise of the Chinese influence,” she asserts. “China’s rise offers a new layer of complexity to the SinoJapanese relationship, and events such as the September 2010 Chinese fishing boat confrontation with Japan’s Coast Guard make many in Japan worried about the future of that relationship. Strategic concerns about what the rise of China might mean for their security also inform the India-Japan policy agenda,” she maintains.

But it is unlikely that the strategic relationship between India and Japan would be strengthened with the objective of serving as a hedge against China’s rise, avers Dr Daniel Twining, Senior Fellow

for Asia at the German Marshall Fund of the United States in Washington. While maintaining that both countries are representative of the new Asia, which is predominantly democratic and concerned about China’s rise, he insists, “IndiaJapan relations will shape the new century as much as China’s own ascendance.

Japan and India share many natural convergences - both countries share a critical interest in the security of the maritime commons; both are dependent on imports for energy resources, and have a fundamental interest in a peaceful and stable Middle East; and both are friends of the United States as well as key swing states in Southeast Asia. Both will play a key role in shaping a pluralistic balance of power in wider Asia that remains friendly to the values of free societies and open markets.”

Maritime and Defence Cooperation Defence cooperation is the cornerstone of the strategic partnership between the two nations as it serves as an instrument to deal with the security challenges in the region. “The strategic cooperation between the Japanese and Indian militaries is reflective of the shared interests of Delhi and Tokyo -interests in maintaining open sea lines of communication from East Asia through to the Gulf of Aden.

Maritime cooperation in anti-piracy operations has already increased naval interactions. The mutual interest in developing

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STRATEGIC PARTNERSHIP: File photograph of Prime Minister Manmohan Singh and Japanese Prime Minister Yoshihiko Noda signing an agreement on Vision for the enhancement of India-Japan Strategic and Global Partnership in New Delhi on December 28, 2011

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NATURAL CONVERGENCE: File photograph of the Japanese Ambassador Akitaka Saiki and the Joint Secretary, Department of Economic Affairs, Prabodh Saxena signing the documents for a loan package between India and Japan, in New Delhi on March 29, 2012

deeper regional capacity in humanitarian and disaster relief operations also offers another opportunity to strengthen the partnership,” stresses Dr Smith.

Highlighting the factors that have impelled both nations to intensify their naval dialogue, exchanges and cooperation, Former Ambassador Rajiv Bhatia and member of the Indian delegation to the Indo-Japan Dialogue on Maritime Security Cooperation states, “Geopolitics, economy, energy security and the China factor have been instrumental in forging cooperation not just in the Malacca Strait, but also in the north-western region of the Indian Ocean. The idea of the ‘Indo-Pacific’ region is getting traction in Japan, and is beginning to receive attention in India too. But cooperation can move beyond talk to tangible action only if Japan learns to grow out of the US umbrella and views India’s commitment to strategic autonomy properly. Both Navies should be doing much more together in order to create synergies, build mutual confidence and craft a shared strategic perspective in the long term.”

Yet another important dimension of Indo-Japan maritime cooperation is the fight against piracy and maritime terrorism. “In addition to the direct impact on ships, crews and cargoes, the maritime industry and governments, the scourge of piracy and maritime terrorism threatens the global seaborne trade, and in the process, directly impacts the sea lines of communication (SLOCs) carrying trade and energy to India and Japan” emphasises Dr PK Ghosh Co-Chairman, CSCAP www.geopolitics.in

International Study Group on Maritime Security and Senior Fellow, Observer Research Foundation.

COOPERATION BETWEEN INDIA AND JAPAN IS IMPORTANT TO DEAL WITH CHALLNGES IN THE REGION Cooperation in nuclear and space Despite having three rounds of negotiations that were conducted until November 2010 for the “Agreement for Cooperation in the Peaceful Uses of Nuclear Energy”, the disaster at Fukushima last year has forced India to put this critical issue on hold. Emphasising the inherent importance of the long overdue civil nuclear agreement with Japan, Professor K V Kesavan, Distinguished Fellow and Head of the Japanese Studies Programme at Observer Research Foundation contends, “Nuclear cooperation with Japan is critical for India, especially since our existing reactors are old and are grappling with technical problems. Further, the agreement would open doors for hightech companies from the US and France, which have Japanese owners or partners, to supply equipment and materials for

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India’s nuclear programme.” But Professor Kesavan is quick to point out that “The Fukushima crisis has only intensified the tremendous domestic resentment to the heavy dependence on nuclear energy in Japan. It becomes imperative that India studies the reports relating to the crisis and makes them public. The government will require time before resuming negotiations,” avers Professor Kesavan.

In terms of space cooperation, an area where Japan and India can collaborate more closely would be disaster monitoring and humanitarian relief, underlines Dr Bharath Gopalaswamy, Associate Director, Program in Arms Control, Disarmament and International Security at the University of Illinois. “Japan and India are countries that have been affected by natural disasters and it would make sense for them to synergize their resources in addressing these challenges. A significant challenge for Japan’s space program is human capital, which is India’s strength.

The Joint Commission on Advanced Trade Technologies will facilitate this type of cooperation and will improve the momentum in the strategic relationship,” he suggests.

Viewed thus, for 60 years, India and Japan have been partners in peace, prosperity, security and stability. A closer partnership that builds on the strategic convergences would be productive not just for India and Japan, but also for the region and the world at large.

(The author is a Delhi-based journalist) May 2012

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SINO-INDIAN RIVALRY MOVING OFFSHORE? The nature of the bilateral relationship between India and China is gradually transforming from a land-based rivalry towards a competition in the maritime domain, writes CHIETIGJ BAJPAEE

CHINESEMILITARYREVIEW.BLOGSPOT.IN

I

NDIA AND CHINA are gradually reorienting their military doctrines and capabilities from the continental to maritime domain. China’s recent launch of its first aircraft carrier - making it the third Asian country to acquire such a platform and only the tenth in the world to do so - demonstrates the growing ambitions of its navy to project power into the Indian and Pacific Oceans. Similarly, revelations that Vietnam has granted Indian Navy vessels permanent berthing rights at Na Thrang port has confirmed New Delhi’s ability to extend its “sustainable maritime presence” into the South China Sea. In the process, the Sino-Indian relationship and their latent rivalry is gradually expanding beyond their long-standing land border dispute to the maritime domain with strategic implications for freedom of navigation and the regional security architecture.

China and India have traditionally been viewed as continental powers. Both countries’ economies have historically been largely inward-looking and self-sufficient with little trade beyond their immediate sub-region (Northeast Asia for China and South Asia for India). As such, maritime trade has played a marginal role

www.geopolitics.in

in economic activities aside from a few brief historical periods. As modern nation-states the navy has traditionally played second-fiddle to the army in forging both countries’ military doctrines and strategies. Both countries have usually pursued relatively modest maritime security interests confined to playing a supporting role to land-based operations and protecting their respective coastlines. China’s focus has been on seadenial capabilities aimed at deterring US intervention in a conflict in the Taiwan Strait, while India has focused on coastal defence and surveillance given the country’s porous, poorly demarcated and disputed maritime border. With respect to their bilateral relationship, the disputed land border has traditionally been the primary source of contention as noted by their brief border conflict in 1962.

However, both nations have demonstrated a growing interest in the realm of maritime security in recent years given the strategic importance of waterways as transit points for growing trade and resource imports and concerns over possible disruptions along maritime chokepoints from a plethora of state and nonstate threats. This, in turn, has transformed the nature of their bilateral relationship from a land-based rivalry toward a competition increasingly taking place in the maritime domain with greater implications for transnational security issues such as energy security. This is highlighted by the fact that some 80 per cent of China’s oil imports transit the South China Sea and Indian Ocean while

EASTERN CHALLENGE: Sino-Indian relationship and their latent rivalry is gradually expanding beyond their longstanding land border dispute to the maritime domain

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g DIPLOMACY almost 90 per cent of India’s oil imports come via maritime trade routes.

Both countries’ expanding maritime security interests have manifested in shifts to their maritime security doctrines and the growth of historical narratives that reaffirm the importance of their maritime traditions. China has moved beyond “near-coast defense” toward “near-seas active defence” and increasingly into the realm of “far-sea operations”. Meanwhile, the Indian Navy’s domain of interest stretches from the Straits of Malacca to the Strait of Hormuz and beyond. Both countries’ historical narratives have also been adapted to accommodate their renewed focus on maritime traditions. Renewed attention in China on the naval voyages of Zheng He during the Ming Dynasty in the 15th century and in India on the naval expeditions of the Chola Dynasty during the 11th century has demonstrated a concerted effort by both states to elevate the strategic importance of their naval traditions. The views of proponents of expanding naval power, such as the late Admiral Liu Huaqing and late KM Panikkar have also found renewed support during the current maritime renaissance in both states.

Both countries’ ambitious plans for the development and acquisition of platforms aimed at strengthening blue water naval capabilities illustrate both countries’ growing maritime security interests.

The 225,000-member PLA Navy now maintains a fleet of some 200 vessels, including over 75 “principal combatants”,

www.geopolitics.in

THE RIVALRY BETWEEN INDIA AND CHINA HAS WIDE RANGIING STRATEGIC IMPLICATIONS 55 large and medium amphibious ships, 85 missile-equipped warships and over 60 submarines, even though the launch of China’s first aircraft carrier - the refitted 67,000-tonne former Soviet aircraft carrier, the Varyag, which held its first sea trials in August 2011- has been exaggerated in the absence of a full carrier battle group to support its operations.

There has been a gradual modernisation of China’s submarine fleet from older Romeo and Han-class submarines to the newer Kilo, Song and Yuan class vessels.

China’s development of the Jiaolong submersible craft, which will enhance the country’s ability to conduct deep-sea, ocean-floor mining operations, also demonstrates the growing sophistication of the country’s indigenous ship-building capacity. While some 36 countries maintain submarines in their navies, China and India are two of only six countries with a nuclear submarine capability. China and India’s interest in moving beyond their predominantly conventional diesel submarine fleet towards building up their nuclear submarine capability points toward a growing interest in power projection beyond their littoral regions. China’s indigenously developed Type 071 amphibious assault vessel also has significant implications for China’s naval power interests given its multidimensional capability to support expeditionary operations.

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To accommodate its expanding naval ambitions, China is in the process of establishing a fourth fleet that may consist of 2-3 aircraft carrier battle groups in Sanya on the southern island of Hainan.

This fleet, which supports China’s growing maritime interests in the South China Sea and beyond, will complement the North Sea Fleet based in Qingdao, East Sea Fleet in Ningbo and South Sea Fleet based in Zhanjiang. These expanded capabilities have manifested in demonstrations of China’s projection of power beyond its traditional sphere of interest around the first and second “island chains”.

These include China’s first naval exercises in the Pacific Ocean in 2011, which follows in the footsteps of the PLA Navy’s (PLAN) revolving threeship deployment in the Indian Ocean since 2009.

Meanwhile, the 60,000-strong Indian Navy has ambitious plans for the development of a fleet of 160-plus vessels, comprising three aircraft carrier battle groups by 2022. The country currently maintains a fleet of 132 warships, including 50 “major combatants” and 14 submarines with 49 warships and submarines on order aimed at transforming the navy into “a brand new multidimensional Navy” with “reach and sustainability”. Despite delays in procuring some naval platforms, such as the Russian aircraft carrier Admiral Gorshkov (INS Vikramaditya), India has stepped up the indigenous development of naval platforms. These include Project-71 air defence ships/ indigenous aircraft carriers, Project 15A Kolkata-class stealth destroyers, Project 28 antisubmarine Kamorta-class corvettes and Project 17-A Talwar-class stealth frigates.

The country’s submarine fleet is undergoing an upgrade with the acquisition of Scorpenes from France and Akulaclass submarines from Russia and the development of Advanced Technology Vessel Arihant-class nuclear-powered submarines. Supporting the growing fleet

g DIPLOMACY of vessels, the navy is also inducting MiG29K multirole aircraft and Kamov-28 and 31 helicopters to deploy from its aircraft carriers, acquired P8-I Poseidon maritime reconnaissance aircraft to strengthen the navy’s “maritime domain awareness” and developed K-15 Sagarika nuclear-capable submarine-launched ballistic missiles (SLBM), Klub-S landattack cruise missiles and a submarinelaunched supersonic missile that modifies its BrahMos cruise missile.

The tri-services Andaman and Nicobar (Southern) command and Eastern Command headquartered in Visakhapatnam in Andhra Pradesh have received a growing proportion of the Navy’s resources, correcting for a traditional bias in favour of the Western Command in Mumbai.

The USS Trenton, renamed INS Jalashwa has been assigned to the Eastern command, while the Indian Navy’s only aircraft carrier, the INS Viraat will be deployed to the Eastern command along with the country’s first nuclear submarine, the INS Arihant, which is undergoing sea trials. Meanwhile, the second phase of ‘Project Seabird’ is underway, which entails the construction of a naval base, INS Kadamba in Karwar, Karnataka on the country’s western coast. This base, which will be home to the aircraft carrier Vikramaditya, will protect maritime trade routes in the Arabian Sea while alleviating pressure on the congested Mumbai port.

While not superior to China in the quantity or quality of its naval platforms, the Indian Navy - the world’s fifth-largest - has outpaced the PLAN in the sphere of protecting the ‘global commons’, including maintaining the free flow of maritime

regional navies. Several Southeast Asian countries have taken part in the biennial Milan naval exercises with India since they commenced in 1995, including Indonesia, Thailand, Malaysia and Singapore while India has also conducted joint naval exercises with Singapore (SIMBEX) since 1993 and with Malaysia, Singapore and Indonesia as part of the Search and Rescue Operations (SAREX) since 1997.

India has conducted several bilateral naval exercises with South Korea while the bilateral Malabar naval exercises with the United States have acquired an increasingly trilateral format with the participation of Japan. In contrast, China’s naval exercises tend to be a source of sabre-rattling as they often coincide with a surge in tensions over disputed maritime territories.

While India has so far taken the lead on regional confidence-building and combating nontraditional threats in the maritime domain, China’s rhetoric of maintaining “Harmonious Seas” and engaging in military operations other than war (MOOTW) suggest that China’s

trade and transport, addressing humanitarian disasters, and combatting the scourge of maritime piracy, illicit trafficking, and the latent threat of maritime terrorism. India has also been more successful at regional confidence building in the maritime domain, fuelled by the growing frequency of joint naval exercises with

proclivity for cooperation in the maritime domain could grow as its maritime security interests move further from its coastline and become less geographically-bounded. This is illustrated in the case of the country’s anti-piracy operations in the Indian Ocean where in 2010 China co-chaired the Shared Awareness and

www.geopolitics.in

HISTORICAL NARRATIVES HAVE BEEN ADAPTED TO ACCOMMODATE A FOCUS ON MARITIME TRADITIONS

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Deconfliction (SHADE) meetings that provides overall coordination for the multi-nation naval operations in the region. Furthermore, while the Chinese navy’s initial justification for deployment to the Indian Ocean was to protect Chinese flagged merchant shipping, it has increasingly escorted non-Chinese vessels, including UN World Food Program convoys. The deployment of a Chinese missile frigate to the Mediterranean in early 2011 to support the evacuation of Chinese nationals from Libya is further evidence of the Chinese navy’s growing MOOTW capabilities. Such operations are likely to become increasingly commonplace given the growing outbound investment by Chinese companies, much of which is in states with unstable regimes. China has also been enhancing the humanitarian response capabilities of its navy, as noted by the deployment of one of the world’s largest hospital ships, the Peace Ark in 2008.

Nonetheless, despite the fact that China and India face several shared dilemmas in their maritime security agendas, there has been limited success in forging a cooperative approach toward regional issues in the maritime domain. Both countries have generally played a marginal role in the evolution of regional approaches toward addressing maritime security issues with most initiatives either driven by Association of Southeast Asian Nations (ASEAN) (e.g. Malacca Straits Patrols), the United States (Proliferation Security Initiative (PSI), Container Security Initiative (CSI), International Ship and Port Security Facility Security (ISPS) Code) or other regional powers such as Japan (Regional Cooperation Agreement on Combating Piracy and Armed Robbery against Ships in Asia (ReCAAP)).

India and China have also failed to forge ad-hoc regional strategic dialogues that have developed a maritime security component, as seen with the trilateral strategic dialogue between Australia, Japan and the United States and between India, Japan and the United States.

Rather than being a source of regional confidence-building and cooperation, the Sino-Indian maritime rivalry is increasingly moving onshore, as manifested by China’s ‘string of pearls’ strategy of developing ports and transshipment hubs along maritime trade routes, including Gwadar in Pakistan, Hambantota in Sri Lanka, and Chittagong in Bangladesh.

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g DIPLOMACY In the case of Myanmar, China has gone a step further with the construction of oil and gas pipeline from the port of Kyaukryu to Kunming in China’s Yunnan Province aimed at bypassing maritime chokepoints and thus alleviating the socalled ‘Malacca Dilemma’. To be sure, several initiatives remain mere rhetoric as demonstrated in the case of Gwadar where the port has failed to meet expectations regarding its commercial viability amid bureaucratic delays and security concerns. Nonetheless, the establishment of the country’s first “turn-around” naval facility in the Seychelles demonstrates that China’s “string of pearls” strategy remains alive and well.

India has countered China’s ‘string of pearls’ strategy with its own counterencirclement strategy under the aegis of its ‘Look East’ policy, as noted by revelations that Indian Navy vessels have been granted permanent berthing rights in Vietnam. While claims that these port facilities have a military role are exaggerated at present, it is not inconceivable that both countries could eventually utilise these commercial ports for military-strategic purposes, including resupply, refuelling and even surveillance and signals intelligence. This has been illustrated by India’s establishment of a monitoring station in Madagascar, which complements plans for a similar facility in Mauritius and established berthing rights in Oman, which is expanding the Indian Navy’s permanent presence in the southern Indian Ocean.

As China and India’s overseas interests continue to grow, this will set the stage for a deepened rivalry in the

MIGHTY FLEET: The Indian Navy is expanding its fleet at a rapid rate

PFR/VIJAY KUMAR

maritime domain in the absence of confidence-building and strategic cooperation. In emerging as an important economic lifeline the maritime domain has also emerged as a focal point for potential conflict, as illustrated by the presence www.geopolitics.in

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ALL HANDS ON DECK: India is increasingly stationing a number of her naval assets on the eastern coast

of a plethora of inter-state disputes over the demarcation of maritime territorial boundaries, the most significant of which are linked to China, including the Diaoyu / Senkaku Islands in the East China Sea and the Paracel and Spratly Islands in the South China Sea. The growing frequency and intensity of rhetoric and incidents over these disputes coincides with an attempt by some claimants to step up engagement with extra-territorial powers, including India. This has come to the chagrin of China that maintains a preference for a bilateral, non-internationalised approach in resolving these disputes. Reports in July 2011 that an Indian Navy vessel, the INS Airavat received alleged radio contact from the Chinese Navy demanding that the vessel depart disputed waters in the South China Sea after completing a port call in Vietnam, illustrates that the growing presence of extraterritorial navies in the region is unlikely to go unchallenged by China.

Beijing has also voiced opposition to Indian company ONGC Videsh exploring for offshore energy resources in disputed waters under a contract with Vietnam.

The Sino-Indian maritime relationship is also developing against the wider strategic development of the US “strategic pivot” toward the “Indo-Pacific region” as part of its policy of “forwardwww.geopolitics.in

CHINA AND INDIA ARE TWO OF ONLY SIX COUNTRIES WITH A NUCLEAR SUBMARINE CAPABILITY deployed diplomacy”. The United States is actively seeking to draw India deeper into the East Asian security architecture, to the concern of China. The US 2010 Quadrennial Defence Review proclaimed India “as a net provider of security in the Indian Ocean and beyond.” More recently, Ben Rhodes, US deputy national security advisor for strategic communication noted that “just as the United States, as a Pacific Ocean power, is going to be deeply engaged in the future of East Asia, so should India as an Indian Ocean power and as an Asian nation.” This has moved beyond the realm of rhetoric as the Obama administration appears to be reviving the George W Bush administration’s ‘arc of democracies’ initiative, as demonstrated by Japan’s planned participation in the

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US-India Malabar joint naval exercises this year following its earlier participation in 2007 and 2009, which follows the establishment of a US-Japan-India trilateral dialogue. These developments demonstrate the on-going evolution of the regional security architecture, as the US-led bilateral ‘hub and spoke’ bilateral alliance model is replaced by a multilateral security system.

Ultimately, regional powers, including India, China, Japan and the United States have a shared interest in maintaining open sea lanes given the strategic importance of maintaining major waterways as transit points for growing trade and resource imports and the need for a coordinated approach by littoral and extraregional navies in combating the scourge of nontraditional security threats, including maritime piracy, terrorism and arms, narcotics and people trafficking. Indian National Security Advisor Shiv Shankar Menon put forward a proposal for a ‘Maritime Concert’ in which the region’s major maritime powers would have collective responsibility to protect the Indian Ocean from non-traditional security threats.

At present the region is populated with multiple overlapping forums to tackle issues of maritime security, including the South Asia Regional Port Security Cooperative (SARPSCO), the Indian Ocean Naval Symposium (IONS), and ReCAAP. The competing nature of these forums is in part a reflection of the climate of mistrust that pervades the region amid the persistence of underlying inter-state rivalries. Sustainable cooperation in the maritime domain will require confidence-building that transcends the maritime domain and addresses the root causes behind mutual mistrust. For instance, the Malacca Straits Patrols in Southeast Asia played a prominent role in quelling the piracy threat in the South China Sea. However, this functional cooperation was built upon pre-existing confidence-building mechanisms forged between regional powers by the Association of Southeast Asian Nations (ASEAN).

A similar multilateral, inclusive and multilevel model of confidence building needs to be employed by China and India to deter the escalation of an emerging bilateral rivalry in the maritime domain.

(The author is an analyst of Asia Pacific political-security affairs. He is at the Department of War Studies at King’s College, London) May 2012

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A MARITIME INDIA

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NDIA AND the United States held their fifth regional — from Venezuela to the Sakhalin Islands. dialogue on the Asia-Pacific region in New Delhi last Besides, India has a mineral rich Exclusive Economic month. It has been followed by the sixth strategic diaZone currently extending over two million sq km, and the logue between Japan and India, which the Japanese successful exploitation of these could lift the country from Foreign Minister Koichiro Gemba, who will be in the economic backwardness. The country has exclusive conIndian capital when this edition of Geopolitics hits the trol over the oil, gas and other living and non-living stands, thinks to be “the biggest bilateral talks”. In fact, sources in this area. In fact, a substantial part of India’s India, US and Japan have started “unique trilateral consuleconomic and industrial activities is located in this area. tations” on how to strengthen maritime security cooperaThe offshore oil and natural gas extraction activities are tion in the Asia-Pacific region, the first one of which was growing in India’s eastern as well as western coasts. held in Washington last December and the second one is to India’s Maritime Doctrine, first enunciated in 2004 and be held sometime in 2012 in Tokyo. US Secretary of State then updated in 2009, takes into account the above-menHillary Clinton has already urged India to play a bolder tioned maritime interests, its foremost concerns being that leadership role in “shaping the future of the of ensuring free flow of trade, including Asia-Pacific”. import of energy resources (sea lanes of comWe may hear the term “Indo-Pacific” munication protection), and providing secuincreasingly in the coming days. Coined by rity of coastal infrastructure from seaborne Indian-American scholar Ashley Telis, the term attacks. It talks of “the use of appropriate symbolises the ongoing strategic integration of maritime forces” so that the Indian Navy, in the Indian Ocean with the Western Pacific. Of conjunction with other Armed Forces of the course, this integration has been in tune with country (particularly the Air Force), acts “to the “Look-East” policy that India has been purdeter or defeat any threats or aggression Prakash Nanda suing since 1990s. But then, the fact remains against the territory, peoples or maritime that India’s engagement with Asia-Pacific as a region had interests of India, both in war and peace”. This includes begun thousands of years ago. India’s pre-eminence as a threats from terrorism, smuggling and piracy, etc. that major power in ancient times stemmed from its undoubthave all come true in India’s case over the last few years. ed civilisational and commercial influences in East Asia Secondly, the doctrine says that the Navy would “projand Southeast Asia. And that was possible because a “conect influence” in India’s maritime area of interest (often tinental” India was also a “maritime” India. India was most with the navies of the friendly countries through mutual prosperous and secure when she was most connected to visits and joint exercises) to further the nation’s political, the world, and that this connection was mainly by sea. economic and security objectives. It also mentions that the India’s decline as a major global player started around Indian Navy would provide maritime assistance (including the 14th century, when the then rulers of India — most of disaster relief) in India’s maritime neighbourhood. In sum, whom came from Central Asia and eventually settled down then, the Indian Maritime Doctrine elaborates four pri— turned their attention away from the “seas” to focus on mary missions for Indian naval forces: (1) sea-based deterland power. Mercifully, the virtues of developing maritime rence, (2) economic and energy security, (3) forward prescapabilities have been rediscovered now. ence, and (4) naval diplomacy.

Major sea lanes of the world are crucially important for What then is the strategic environment in which India’s India, particularly those that ensure the free flow of oil and maritime interests will be pursued? National Security Advicommerce from the Gulf of Aden to the Asia-Pacific region. sor Shiv Shankar Menon suggested recently that that there After all, India’s global mercantile trade has grown pheshould be “a real concert of Asian powers, including the nomenally and now constitutes 41 per cent of its GDP. As USA which has a major maritime presence and interests in much as 77 per cent of India’s trade by value, and over 90 Asia, to deal with issues of maritime security in all of Asia’s per cent by volume is carried by sea. oceans. As Asia becomes more integrated from Suez to the Today, India imports over 70 per cent of its oil requirePacific, none of Asia’s seas or oceans can be considered in ments and it is estimated that by 2050, India will be the isolation. This would be a major cooperative endeavour, largest importer of oil in the world. India’s economic and a test of Asian statesmanship”. growth would continue to be critically dependent on the One hopes that Menon’s suggestion does not prove to unhindered flow of oil. A new development of late has be too utopian, given the cold war between India and Chibeen India’s acquisition of oil and gas fields across the na, Sino-American trust-deficit, and rising tensions globe. Today, Indian companies operate tank farms in Trinbetween China on the one hand and Japan and ASEAN comalee (Sri Lanka) and oil and gas fields in the Sakhalin nations on the other, over territorial disputes in the East Islands (Russia), Vietnam, Myanmar, Egypt and Sudan. In and South China Seas. fact, in December 2006, the Chief of Naval Staff Admiral Sureesh Mehta had expanded the conceptual construct of India’s “greater strategic neighbourhood” to include potential sources of oil and gas imports located across the globe prakashnanda@newsline.in

www.geopolitics.in

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May 2012

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