SP's Land Forces Issue 5 - 2018

October-November 2018

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ROUNDUP

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The ONLY magazine in Asia-Pacific dedicated to Land Forces

>> Lead story

In This Issue

Photograph: PIB

Page 6 Urban Warfare Solutions — Trends

Urban operations require innovative forms of intelligence, including new sources and methods of collection, particularly open source information from non-military sources.

Lt General P.C. Katoch (Retd) Page 8 Counter Terrorism The challenges to international cooperation are manifold, aside from consensus on definition of terrorism. Real time intelligence must be shared continuously inclusive of sharing analyses and forecasts.

Lt General P.C. Katoch (Retd) Page 9 Fresh Chapter in Indo-Italian Bi-lateral Cooperation

ICV BMP-II K tanks on Rajpath, New Delhi

When it comes to the defence industry and procurement, Italian companies have developed an outstanding expertise, which can contribute significantly to the ‘Make in India’ flagship programme.

Lt General Naresh Chand (Retd) Plus Impenetrable Armour: The Future is Here

Future Infantry Combat Vehicle (FICV) Quagmire: Analysis of the Paralysis and Way Forward Fourteen years of deliberation (2004-2018) and frequent changes in procedural stance have yielded miniscule capability enhancements in the BMP II fleet upgrade. This along with the FICV quagmire magnifies the capability void.

10  Lt General A.B. SHIVANE (Retd)

T News in Brief

11

he story of FICV is a saga of illusions and a case study of wavering bureaucratic decisionmaking, compromising future operational capability and national security. Even before its design is conceptualised, its obituary seems to have been signed. Repeated procedural hiccups and lack of commitment/support for the proj-

ect at apex approving level has resulted in more snakes than ladders in its turbulent case history. This has resulted in creating an operational void due to attendant time delay, escalating inflationary cost and uncertainty of assured budgetary support in the future. Termed as a game changer for an integrated defence ecosystem both for infrastructure development and high technology infusion, under the otherwise illusive ‘Make in India’, it had raised optimism

in the nascent yet vibrant Indian defence industry. However, self-created ambiguities of its future have only multiplied, in an otherwise clean and clear EoI evaluation

by Integrated Project Management Team (IPMT) submitted to MoD in November 2016 which should have paved the next step forward. This raises many issues in the “Pandora Box”. Has “Make-I” (and its earlier Avatar ‘Make’) already sounded the death knell with neither BMS, TCS

5/2018 SP’s Land Forces

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E D I T O R I A L

>> Lead Story

This issue of SP’s Land Forces coincides with Indonesia’s TriService Defence event named INDO DEFENCE 2018 EXPO & FORUM which will be held at Jakarta International Expo Kemayoran, Indonesia from November 7-10, 2018. Indonesia is now the world’s third most populous democracy, the world’s largest archipelagic state, and the world’s largest Muslim-majority nation.

Indonesia has been carrying out trade with China and India since the 7th century. Interestingly the name Indonesia is an 18th-centu-

ry construct of two Greek words, “Indos” (India) and “nesoi” (islands), meaning “Indian islands.”

Indonesia has ambition of becoming a regional military power as it is the world’s fourth most populous country and the largest in SE Asia; is the world’s 16th largest economy, which is expected to be the seventh largest by 2030. Indonesian waters remain the most dangerous in the world and accounted for more than 20 per cent of all incidents reported worldwide. India and Indonesia have very good relations and a strong defence cooperation base.

The lead article is on the Future Infantry Combat Vehicle (FICV) project which was termed as a game changer for an integrated defence eco system both for infrastructure development and high technology infusion, under the otherwise illusive ‘Make in India’ format. It had raised optimism in the nascent yet vibrant Indian Defence Industry. However, self created ambiguities of

its future have only multiplied, in an otherwise clean and clear EoI evaluation by Integrated Project Management Team (IPMT) submitted to MoD in Nov 2016 which should have paved the next step forward. The author’s contention is that the story of FICV is a saga of illusions and a case study of wavering bureaucratic decision making, compromising future operational capability and national security. The author has tried to place the project in its correct perspective and suggested a blue print for progressing the project to its logical end. Urbanisation is gaining momentum world over and by 2050, nearly two-thirds of global population of 9.7 billion is expected to live in cities, where the less developed countries are urbanising at faster rate than the developed countries. Urbanisation, together with upheavals in demographic trends and violence, domestic political power dynamics and changes in character of armed conflict have brought ur-

ban warfare into prominence. The rise of non-state actors has added another significant dimension to urban warfare, where global political violence is more in cities and towns. From urban riots and endemic urban violence in AfPak, terrorist organisations like ISIS, Boko Haram, Al Shabaab, Al Qaeda, Haqqanis, LeT and many others are wreaking attacks around the world. Since this is a growing trend thus an article on the subject is included.

According to GTD 2017, five countries accounted for three quarters of all deaths from terrorism: Iraq, Afghanistan, Syria, Nigeria and Pakistan. These same countries have been the five most affected by terrorism every year since 2013 but for the first time Turkey was one of the ten most affected countries. Terrorism effects 77 nations. Thus UN has established the Office of CounterTerrorism headed by an Under Secretary General. This will lead to UN assistance for counter ter-

rorism and enhanced cooperation amongst nations for carrying out counter terrorism operations.

Thus an article on the subject.

Prime Minister of Italy, Giuseppe Conte, paid an official visit to India on October 30, 2018 at the invitation of Prime Minister Narendra Modi. From the joint statement it appears that both India and Italy are seeking to put an end to the uneasiness that crept into bilateral relations and are ready to forge strong strategic and economic bilateral ties. This issue wraps up with the usual news digest and flag postings. Wish you all readers a happy, prosperous and peaceful Diwali and happy reading!

Jayant Baranwal Publisher & Editor-in-Chief

Photograph: SP Guide Pubns

and FICV progressing? Are those behind the scuttling effort, players who did not feature in the EoI of this big ticket? Is the recent bogey of possibly progressing it under Make-II (DPP 2016) pragmatic for a project which is technology intensive, time sensitive, operationally critical and an opportunity to invigorate the indigenous defence eco system through a competitive process? Who is responsible for the procedural delay and its impact since issue of its first EoI in May 2010 and is their accountability and institutionalisation in the otherwise wavering approach to critical defence procurement?

How will this indigenous technological gap be managed and who will hold the IPR? Does it merit to be reviewed under the Strategic Partnership model? This article analyses some of these intriguing issues, aimed at evolving possible options and suggesting solutions to this quagmire.

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The Operational Imperative There have been transformational changes in the evolving geo-strategic canvas creating strategic uncertainty and volatility, impacting the global and regional security.

In particular, in the last one decade, the security landscape in Indian subcontinent has changed dramatically with a volatile, radicalised and revisionist Pakistan brewing proxy war in India and a swaggering and intimidating Chinese expansionism undercutting the Indian sphere of influence.

These along with evolving power centers of strategic realignments, mandate strengthening of all facets of our comprehensive national power, of which indigenous military power and deterrence is an important facet for strategic autonomy.

Combat vehicles are a critical component of a nation’s military capability building, across the entire spectrum which has stood the test of recent hybrid conflicts. National security especially with our turbulent borders’ mandates, that the Army must field new capabilities when they are required, not when they are expedient; modernisation efforts must match or exceed adversary advances. A modern Infantry Combat Vehicle (ICV) fleet is a critical component of the Mechanised Force as a means to ensure “Victory at Least Cost and in Minimum Time”.

The ICVs are armoured vehicles which carry mechanised infantry into the battle as an integrated weapon platform, part of a

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of upgrades. Any further delay will be at the cost of stretching this operational void from a state of risk to danger. This cauldron is a manifestation of “defunct procedure, weary decision making, and a neglected outcome” oriented approach. Fourteen years of deliberation (2004-2018) and frequent changes in procedural stance have yielded miniscule capability enhancements in the BMP II fleet upgrade. This along with the FICV quagmire magnifies the capability void. The result is that the Army continues to hold and produce an obsolete technology equipment on its operational inventory.

The FICV: A Turbulent Journey

A mock up of Tata’s FICV on display

combined arms team, across the entire spectrum ranging from a nuclear battlefield to a sub conventional domain. The FICV will be used to safely transport mechanised infantry to critical locations in battle field, provide fire support to cover their dismounted operations and destroy enemy tanks and other weapon platforms. Their ability to float across water obstacle as a mobile protected lethal platform gives them the singular critical operational capability to gain and retain execution tempo especially in a proactive strategy. While fighting against increasing capable and elusive enemies, maintaining combat overmatch requires ICV modernisation to support continuous time critical technological upgradation of current fleet and simultaneously innovative approach to development of replacement platforms with future capabilities. The Army thus requires both a new FICV and incremental technological improvements in the existing fleet of BMP II. This becomes the essence of a pragmatic long-term fleet management plan based on future threats and vulnerability analysis, risk assessment and desired capabilities for the combat fleet, balanced against a pragmatic budgetary forecast.

ICV Fleet Management Challenge Presently the mainstay of the ICV fleet of the Indian Army is the BMP II inducted in

mid 1980’s. With a service life of globally accepted formulation of 32 years, replacement by FICV in 2017-18 onwards was an operational imperative. However, neither has the BMP II seen major technological comprehensive upgrades in mobility, firepower and survivability; nor is the FICV on track. Hence the operational effectiveness of this large fleet of over 2500 platforms remains sub optimal with a glaring unresolved capability void. Even if the FICV as presently planned manifests in the Army by 2026-27, the complete fleet replacement will take minimum 13 years (@200 per year) i.e. by 2040; by when the first lot would be near mid-life and necessitating next level

A modern Infantry Combat Vehicle (ICV) fleet is a critical component of the Mechanised Force as a means to ensure “Victory at Least Cost and in Minimum Time”

The FICV began its turbulent journey through an AON(Acceptance of Necessity) in October 2009, under DPP 2008, Make Chapter, for a quantity of 2610 combat vehicles. Since 2009, the `60,000 crore FICV project has been launched twice through EoI’s in 2010 and later in 2015, each time with great promise, but wavering stance, commitment and lethargy at decision making level. The last EoI of July 2015 was evaluated in an objective, transparent and fair manner and submitted after nine months of intense and tedious evaluation by the IPMT, for approval of the MoD in Nov 2016. A sensitivity analysis and brainstorming of all contentious claims by vendors was meticulously done by IPMT to rule out any impact on the final result. The EoI evaluation criteria was based on commercial/financial strength, technical capability, critical technology and technical specifications in compliance to the operational requirement. Each criterion was assigned weightage based on a rationale and evaluation methodology evolved over a year’s deliberation with subject matter experts, user and statistical tools used to decide inter-se importance of criteria and parameters. Finally, the evaluation matrix was prepared and approved on file by MoD, and sealed before issue of EoI. The next stage involved nomination of two best Development Agencies (DA) besides OFB by MoD, for formulation of a Detailed Project Report (DPR) leading to the development of prototypes for trials. However, it is here that once again a paralysis set into the system for reasons beyond comprehension.

The impasse commenced with the same MoD office who had approved the EoI

>> lead story evaluation criteria, raising concerns on the approved parameters and weightages at this belated stage. This de-facto amounted to changing the goal post after results were submitted and thus could question the integrity of the system. Some wild card suggestions to give the DPR to all five EoI respondents and thereafter select two DAs based on DPR was logically, procedurally and legally not tenable. In the meantime, those vendors who were not respondents to the EoI or those who got jelly knees, apprehensive of a favourable outcome for them, joined the band wagon to raise irrelevant concerns aimed at scuttling the process by unbalancing likely competitors through false claims, finally aimed at retraction of the present EoI. The case was referred to a panel of Independent Expert Monitors (IEMs) by MoD, who conclusively found no merit in the complaints and the EoI evaluation was considered righteous to be moved to the next stage of nomination of the two selected DAs and OFB. Having presumably overcome these initial setbacks of over 30 months of decision paralysis, the new lot of approving authorities now developed cold feet on the budgetary allocation to the two selected private industry DAs (80 per cent by Govt and 20 per cent by DA under DPP 2008) as development cost estimated (linked to milestones to be stated in DPR) was conceivably around `500 crore each. Once again, those private players not in the fray raised yet another bogey to sabotage the case by recommending progressing it under Make-II (DPP 2016), thereby enticing a fund starved MoD to save its initial development cost. This proposal raises more questions than answers: l Is it legally justified to shift from Make (DPP 2008) to Make-II (DPP 2016) without retraction of the present EoI and recommencing the case from starter bloc ? l If the case is restarted from scratch by retracting present EoI, who will be responsible for any delay in this critical operational void and with this wavering approach is there any certainty of its survival even in future? Will Make-II move faster and will it deliver a successful indigenous FICV model for the user faster and better than where Make-I status stands as of date? l FICV being the first high technology complex system under ‘Make in India’ initiative requires a system of system approach or just a system integrator approach. Thus, will the FICV under Make-II be “Assembled in India” or ‘Made in India’ with desired indigenisation content, rights /licenses, ToT and IPR under our control? Further, under Make-II, are there any guarantees for production and indigenous lifecycle support being leveraged by Foreign OEM rather than Indian OEM? l Due to lack of expertise and experience of Indian private industry in the sphere of combat vehicles, domestic companies will go in for tie up with overseas companies in almost all critical/high technology areas. Since the prototype does not necessarily guarantee success of the project, will the Indian OEM and its foreign collaborator be willing to invest large amount for development cost and associated tie ups without assurances?

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Why will FICV be a Game Changer?

The FICV will be a critical force multiplier for ensuring combat overmatch in the future conflict scenarios, across the entire spectrum of our envisaged threats and desired capabilities. Equally important, it would be a band wagon on which the large, medium and small scale defence enterprises could find mutually exclusive space for building an integrated defence eco system. Thus, it would act as a stimulant to boost the recently announced defence corridor from a concept to a reality setting aside all concerns of ‘Make in India’. The FICV also encompasses a family

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of combat support futuristic vehicles including scope for development the operationally needed light tank, based on the concept of commonality of base platform. Besides the large number of FICV and associated platforms required, which makes an exciting proposition, its life cycle management and support makes excellent business sense for both the Indian Defence Industry and foreign collaborators. Like the success story of emergence of IT hubs and automotive industry in India, this promises even greater potential for the future, provided we exhibit a strategic vision and demonstrated will, of not only being a net producer of our operational needs but also a net exporter of indigenous high technology weapon systems.

FICV will be a harbinger of high-end technology induction to India. Its EoI encompasses five core technologies (Engine, Main Gun & Ammunition, Armour Material, Transmission & Steering and Running Gear) and thirty-four sub system critical technologies which account for nearly 32 per cent of the evaluation criteria. Given

meet the Key Performance Parameters viz Essential Parameters (defacto mature technologies) and subsequent upgrades/development should include ‘Desirable Parameters’ (de-facto emerging technologies).’ The FICV presently envisages a platform (with a crew of three and a stick of minimum eight personnel with combat loads), that is air portable and amphibious with high mobility (Power to weight ratio minimum 25:1) over all terrains obtaining along our borders. It encompasses high lethality for destruction of enemy tank targets by minimum third generation all weather, day night, top attack capable missile system and a multi-purpose main gun/cannon for other ground targets and hostile helicopters. To counter the multiple threats in the battle space it seeks a multilayered all-around passive survivability kit as an essential criterion, with desirability of active protection system and stealth cum signature management technology solutions as upgrades. The challenge remains space, power and weight management without compromising its primary Photograph: SP Guide Pubns

ICV BMP-II

our nascent defence R&D base, low defence technology threshold and the DRDO experience, technology induction will have to be in collaboration with foreign OEMs, through a MoUs with complete ToT and leverage of IPR in the hands of Indian OEM. This may realistically transit from “Assemble in India”, to ‘Make in India’ to ‘Made in India’. We must learn our lessons from the OEM monopolistic tendencies under licensed production, like in the case of T-90 tanks. Thus, the Rights/ license for commercial development, series production, continued engineering support and product improvement through joint R&D must rest with the Indian OEM. In essence the rights/license to manufacture, maintain, overall, exploit and upgrade must be with Indian OEM, thus mandating design ToT (the why), manufacture ToT (the how) and all material & sub system ToT, along with IPR maximum handles for strategic autonomy. Another important associated weakness that needs to be overcome prior is the ability to monitor and absorb technology

by Indian OEM. Further, the offsets accrued through this venture must ideally galvanize the defence R&D base.

Spiral Approach to Matching the Operational Requirement and Addressing the Technological Gap FICV needs to be user driven as per the defined operational capabilities which must be realistic based on mature technologies with scope for upgrade at production/midlife stage to emerging futuristic technologies.

To cover the development period and associated technological gap, a spiral approach to technology enhancement is an imperative.

Thus, the first prototype should be able to

role as an amphibious platform. Finally, its high mission reliability, maintainability, adaptability to varied terrain and affordability will also be important governing factors.

It may also be prudent for the Army to consider its requirement of wheeled FICV variants especially for our Northern Borders, obstacle ridden terrain/marginal terrain like Rann of Kutch, amphibious operations and even possibly in counter insurgency/counter terrorist operations.

Way Forward: Options and Implications The FICV is a critical operational requirement of the Indian Army which must manifest in enhanced combat capabilities in a time and technology sensitive progression.

FICV programme has to progress because it will not be just be a lethal platform, but

FICV needs to be user driven as per the defined operational capabilities which must be realistic based on mature technologies with scope for upgrade at production/ midlife stage to emerging futuristic technologies.

also be the base for other defence R&D programmes and a test case of the credibility of ‘Make in India’ initiative. The options for progressing it thus narrows down to three disparate procurement courses viz Make-I as presently ongoing, Make-II as being suggested by some vendors with vested interests or the recent Strategic Partnership model which is barely finding its feet.

Option 1: FICV on Track under ‘Make-I’ (Make DPP 2008). Having deliberated thread bear since 2015, after learning lessons from the past, it’s time to show the moral courage and commitment to ‘Make in India’ by the MoD to progress the case. Any further delay must seek responsibility and accountability for its void in the operational capability and cost escalation. The Indian defence industry especially the big sharks also need to exhibit maturity, character and ethical behavior based on transparency and fairness of this big ticket. Even if financial support is becoming an impediment, it must be worked out mutually by MoD with selected OEMs and User for a staggered allocation of funds based on certain landmarks / milestones to be achieved. It would also give credibility to catalysing the recently announced defence corridors. The Army should also be supportive of such an option as it would get them the desired product with life cycle support in the earliest timeframe.

Option 2: FICV Shifted under ‘MakeII’. ‘Make-II’ procedure per se is a desirable addition to the DPP 16 but not for complex high technology and cost intensive projects. Thus, shifting FICV at this stage under ‘Make-II’ would be detrimental to timely fructification of the already delayed project with minimum three to four years’ time penalty in induction of FICV and no assurances of its success. Second time retraction of EoI will have strong negative impact on the credibility of MoD and its processes.

Serious Indian vendors & foreign OEMs may thus lose interest and back out. The tall claims of few influential Indian vendors to fund D&D effort of estimated 400-500 Cr by themselves and as well as on NCNC (no cost no commitment) case seems to be a bogey to scuttle and eliminate fair competition/participation in the project. There are also strong apprehensions that once the current EoI is retracted and MoD decides to go for fresh AoN under ‘Make-II’, these (or all) vendors will request/pressurise MoD for many moderations/amendments/deviations in procedures to cut down their D&D expenditure. Likely moderations could be: l Modify PSQR to match the existing ICV platforms so as to avoid major D&D efforts. l Accept ex-import equipment for Field Evaluation (NCNC) or accept lowest possible indigenous content in the prototype (against DPP requirement of 40 per cent). l Rights and Licence of Critical Technology are likely to get restricted in Make-II, against almost all 34 technology agreed in current Make-I EoI response. Each Critical Tech would have considerable cost for acquisition. l Foreign OEMs possibly had agreed to part with/share Critical Technology to only those Indian Vendors who got selected through EoI evaluation as they were a 50 per cent chance to win the final contract under Make-I. With ‘Make-II’ being open to all, foreign OEMs may not guarantee any such support, thereby forcing Indian vendors to buy only products and not the Rights/Licence of Critical Technology.

Any compromise on acquiring Critical Technology and their Rights/Licence would lead to dilution of category from ‘Make-II’ of D&D to mere ‘Buy & Make’ where only getting a product with ToT is the focus.

Option 3: Strategic Partnership (SP) Model as the New Avtar of FICV. SP was Continued on page 10...

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>> operations

Urban Warfare Solutions — Trends Urban operations require innovative forms of intelligence, including new sources and methods of collection, particularly open source information from non-military sources.

Photograph: Israel Defense Forces

 Lt General P.C. Katoch (Retd)

than this, the Indian experience in urban warfare has been deployment of NSG in response to the 26/11 Mumbai terrorist attacks, Army deployment to eliminate terrorists holed up in religious places in Punjab and Gujarat, and eliminating terrorists in built up areas in J&K. All these are nothing compared to what has been happening in Iraq-Syria, latter including.

A

s the name implies, urban warfare implies combat conducted in urban areas – cities and towns. Features peculiar to urban warfare include the presence of civilians and the complexity of the urban terrain. Hence urban warfare is very different from combat in the open at both operational and tactical levels. Tactics are complicated due to the three dimensional environment, limited field of view both for observation and fire because of buildings, enhanced cover and concealment for the defenders. Opponents can hide sub-surface in basements and tunnels and booby traps, mines, IEDs and snipers can make life hell for the attackers. Presence of large number of civilians makes identification difficult of friends from foes. It is difficult to distinguish ‘combatants’ among civilians like armed militias and associates. Urban combat negates the advantages that one side may have over the other in terms of armour, heavy artillery, or air support.

Ambushes laid down by small groups of soldiers with handheld anti-tank weapons can effectively destroy columns of modern armour, while artillery and air support can be severely reduced due concerns of collateral damage in terms of civilian casualties. Besides, the opponents may resort to using innocent civilians as human shields.

Advantage of urban combat to the defender is to wreak ambush-induced attrition losses on the attacking force. The attacking force must therefore use three dimensional application cater for large amount of manpower to secure large number of structures and rubble. Room to room fighting may have to be resorted to periodically, especially where heavily defended building cannot be completely demolished and fortified bunkers and utility tunnels cannot be targeted.

Militaries are bound by laws of war governing military necessity to the amount of force which can be applied when attacking an area where there are known to be civilians. Until the 1970s, this was covered by the 1907 Hague Convention IV, which has since been supplemented by the Additional Protocols to the Geneva Conventions of August 12, 1949, relating to the Protection of Victims of International and Non-International Armed Conflicts.

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Modern Day Urban Warfare When 10,000 ISIS fighters emerged suddenly and captured Mosul in Iraq. US-NATO ignored Iraqi cries to bomb these columns.

Bombing of ISIS only commenced by the USled coalition after they had mingled with six million civilian population. This was obviously by design to keep West Asia on the boil.

Urbanisation is gaining momentum world over and by 2050, nearly two-thirds of global population of 9.7 billion is expected to live in cities, where the less developed countries are urbanising at faster rate than the developed countries. Urbanisation, together with upheavals in demographic trends and violence, domestic political power dynamics and changes in character of armed conflict have brought urban warfare into prominence.

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Preparing for Urban Warfare

IDF officers practice urban warfare

The rise of non-state actors has added another significant dimension to urban warfare, where global political violence is more in cities and towns. From urban riots and endemic urban violence in Af-Pak, terrorist organisations like ISIS, Boko Haram, Al Shabaab, Al Qaeda, Haqqanis, LeT and many others are wreaking attacks around the world. Armed groups, insurgents, terrorists, and criminal gangs are managing violence in a manner unseen and unheard in the past. Despite, about 25,000 US-ISAF forces present in Afghanistan and the stated resolve to keep Kabul safe, the city is witnessing waves of periodic bombings.

The ISIS Experience It is interesting to note that behind the rise of ISIS, one of the most vicious terrorist organisation, were the USA, Saudi Arabia and some other countries. In urban battles IS put up stiff resistance despite facing numerically superior and better equipped opponents, who were backed with superlative airpower and control of skies. In cities, the battle raged simultaneously above and below ground level, with latter involving intricate labyrinth of tunnels that ISIS used to optimise using for surprise attacks by popping-up at different locations. ISIS made extensive use of armed drones for surveillance, monitoring and armed drones to inflict casualties. In addition was their employment of snipers,

Urbanisation, together with upheavals in demographic trends and violence, domestic political power dynamics and changes in character of armed conflict have brought urban warfare into prominence

mines/IEDs and suicide vehicle-borne IEDs (SVBIEDs). ISIS also used drones to distract opponents from fleeing from the incoming SVBIED or attempt to destroy it. Drones were also used as area-denial weapons, with two to three drones rotating attacks on a position, allowing bombs to be dropped throughout the day. ISIS made extensive use of media to attract thousands of recruits.

If the sudden capture of Mosul surprised the world, ISIS started production of weapons, IED manufacture at huge scale, arming commercially off-the-shelf drones, amassed stockpiles of supplies and huge amount of finances by selling oil and construction of extensive defensive lines on edge of cities involving barricades, trenches, and berms with weapons emplacements. After their opponents entered the city, ISIS continued harassing opponents with fire, IEDs, snipers, and drones. IS fighters and snipers used holes made in walls to fire while remaining completely in cover. The group intended to inflict enemy casualties but reduce the risk to its own fighters by using these longer-ranged weapons, often setting up and firing opportunistically rather than in pre-prepared defensive positions. ISIS grouped most of its forces during defensive urban battles into small, squad-sized units of six to twelve men. These units would stage attacks and raids on enemy positions, while regularly infiltrating into liberated neighborhoods, enabled by an extensive network of mouse holes and tunnels. Eventual victories came at a cost for the attacker; some units of the ISF’s elite counterterrorism force reportedly suffered up to 50 per cent casualties.

Indian Experience India experience in urban warfare has been limited. India launched air attacks in March 1966 to liberate Aizawal from Mizo National Army using heavy machine gun fire and dropping incendiary bombs, followed by ground attack to recapture Aizawal and other cities.

In May 1973, three battalions of Provincial Armed Constabulary in Uttar Pradesh mutinied for better pay, work conditions etc. The Army was called in to control the mutiny, replete with tanks and armoured personnel carriers. Some 30 revolting policemen died in the fighting and hundreds were arrested. Other

The above mentioned ISIS experience elucidates how complex urban warfare is. Determining how to assess the enemy, mount a defence, and protect civilians is a focus of urban warfare research around the globe.

Armoured ground forces enable freedom of movement in urban areas, providing the basis for shrinking the operational problem of a large urban area down to a neighborhood.

The right mix of heavy and light forces is necessary, as also combined arms approach that integrates ground manoeuver with integrated fires. Urban operations require innovative forms of intelligence, including new sources and methods of collection, particularly open source information from non-military sources. Every city poses different challenges in terms of manageable size of force and how to employ it. The US Special Operations Command (SOCOM) is looking for drones to carry blood to injured troops, as well as small systems that can fly indoors, through tunnels, swarm, and operate when being jammed.

The ISIS experience requires thorough examination, analysis, extensive training and rehearsals. Training in close quarter battle (CQB) and house-to-house search amount to only the very elementary tactics of fighting in built up areas. Several countries have created simulated urban training zones. The British Army has established an “Afghan village” within its Stanford Battle Area. The Centre d’entrainement aux actions en zone urbaine (CENZUB) is a purpose-built facility for training French armed forces in urban warfare skills.

The Israeli Defence Forces (IDF) civilianto-terrorist death ratio is the lowest in the world. For every 30 terrorists killed, there is only one civilian casualty. This number is low considering the various tactics used by terror organisations, including ‘human shields’ that puts many citizens in the firing line. In order to combat such terrorist methods, IDF has focused efforts on learning how to fight efficiently in urban areas. Many training centers have been established over the last year, with the Urban Warfare Training Center being the largest of them all. Considered the world’s most advanced training facility, this Urban Warfare Training Center consists of over 600 individual structures, simulating an authentic, modern Arab city. Among the structures, one can find eight-story-high apartment complexes, shabby shacks, schools, citystores, public buildings, and market places.

The IDF trains periodically at this facility.

Compared to the above training facilities, both our Army and NSG have miles to go. There is urgent need to focus on future requirements of urban warfare; detailed appreciation and a roadmap for capacity building in time-bound manner in order to not get caught napping and learning urban warfare the hard way. SP

>> Marketing feature

Rosoboronexport Launches Sprut-SDM1 Light Amphibious Tank

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osoboronexport JSC (part of the Rostec State Corporation) is launching the Sprut-SDM1 light amphibious tank built by the Tractor Plants Concern in the world arms market.

“This is a unique piece of armament unrivaled throughout the world. The SprutSDM1 is the only light amphibious fighting vehicle in its class that possesses the firepower of the main battle tank. It is capable of disembarking from a ship and operating day or night in terrain impassable for other similar vehicles. Rosoboronexport expects increased attention to this vehicle from countries having difficult terrain, such as water obstacles, marshes and mountains.

In particular, a number of South-East countries have already shown great interest in the Sprut-SDM1,” said Rosoboronexport’s Director General Alexander Mikheev.

The Sprut-SDM1 is designed to provide fire support to infantry, engage armored targets, destroy enemy strong points and fortifications, and conduct battlefield recon-

naissance and security. It is intended for equipping the Marine Corps and tank units of the ground forces.

The Sprut-SDM1 has a powerful armament suite, corresponding to the main battle tank, and includes a 125-mm gun, a 7.62-mm remote-controlled machine gun, and a 7.62-mm coaxial machine gun. The vehicle is equipped with a guided missile weapon system designed to engage armored targets, including ERA-equipped ones, at ranges up to 5 km.

Its state-of-the-art highly automated digital fire control system enables target detection, recognition and destruction on the move and at the halt, in poor visibility conditions, day or night, using different types of gunner’s and commander’s sights.

The amphibious tank offers a high level of protection for vehicles in the class. Its low weight and capability to cross water obstacles afloat ensure a high level of terrain passability. It is capable of fighting in the highlands and hot tropical climate, firing its gun while afloat. SP

5/2018 SP’s Land Forces

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>> Terrorism

Counter Terrorism The challenges to international cooperation are manifold, aside from consensus on definition of terrorism. Real time intelligence must be shared continuously inclusive of sharing analyses and forecasts.

Photograph: UN

 Lt General P.C. Katoch (Retd)

against US-NATO and in Myanmar arming the United Wa State Army (UWSA) and Rohingyas (in conjunction with Pakistan) in furtherance of its own national interests. It goes without saying that terrorist organisations provided ‘boots by proxy’ in most operations. This is one reason China supports Pakistani terrorism and US fails to take deliberate action against this terrorism exporting country.

U

N Secretary General Antonio Guterres, visiting India in July 2018, denounced terrorism as a plague that affects the world.

He said the definition of terrorism had not yet been coined. India, having proposed the CCIT (Comprehensive Convention on International Terrorism) to the UN, had raised the issue of definition at the recent United Nations General Assembly (UNGA) meet, to which Guterres said UN fully supports India on this.

India Specific

UN Office of Counter Terrorism The UN Office of Counter-Terrorism was established vide adoption of the UNGA resolution 71/291 on June 15, 2017 and was moved into a new Office of Counter-Terrorism headed by an Under Secretary General.

Russian diplomat Vladimir Ivanovich Voronkov, who was Russia’s Permanent Representative to International Organisations in Vienna since 2011, was appointed Under Secretary General for the new United Nations Counter-Terrorism Office on 21 June 2017. The UN Office of Counter-Terrorism has five main functions: one, provide leadership for the General Assembly counter-terrorism mandates entrusted to the Secretary General from across the UN system; two, enhance coordination and coherence across the 38 Counter-Terrorism Implementation Task Force entities to ensure the balanced implementation of the four pillars of the UN Global CounterTerrorism Strategy; three, strengthen the delivery of UN counter-terrorism capacitybuilding assistance to Member States; four, improve visibility, advocacy and resource mobilization for UN counter-terrorism efforts; and; five, ensure that due priority is given to counterterrorism across the United Nations system and that the important work on preventing violent extremism is firmly rooted in the Strategy.

The Under Secretary General, UN Office of Counter-Terrorism, is responsible to provide strategic leadership to UN counter-terrorism efforts.

www.spslandforces.com

Global Terrorist Scene The Global Terrorism Database (GTD) 2017, collected and collated by the National Consortium for the Study of Terrorism and Responses to Terrorism (START); a Department of Homeland Security Centre of Excellence led by the University of Maryland, USA, shows number of deaths from terrorist attacks to 25,673.

More countries experienced terrorism; more than in the past 17 years reflecting increase from 65 countries in 2015 to 77 countries in 2016. More troubling, was the potential for many hardened fighters and leaders to leave Iraq and Syria to join new radical permutations of ISIL or existing ISIL affiliates in other countries. This has contributed to a continuation of last year’s trend of an expansion of ISIL activities into other countries. Zamir Kabulov, Russian Special Envoy to Afghanistan and Pakistan estimates ISIS strength in Afghanistan at about 10,000 including supporters.

According to GTD 2017, five countries accounted for three quarters of all deaths from terrorism: Iraq, Afghanistan, Syria, Nigeria and Pakistan. These same countries have been the five most affected by terrorism every year since 2013 but for the

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United Nations meet on Global Couter-Terrorism Strategy

first time Turkey was one of the ten most affected countries.

ISIL was the deadliest terrorist group in 2016, killing 9,132, majority of which occurred in Iraq. ISIL undertook attacks in 15 countries, which is four more than the previous year. ISIL affiliated groups killed a further 2,417 people and undertook attacks in another 11 countries. The three next deadliest terrorist groups are Boko Haram, the Taliban and Al Qaida. Boko Haram attributable to 1,079 killings in 2016 has been targeted by the Multinational Joint Task Force and has splintered into three distinct groups because of the mounting pressure. The world’s 10 richest terrorist organisations going by their annual turnover in descending order are: ISIS (USD 2 billion); Hamas (USD 1 billion); FARC (USD 600 million); Hezbollah (USD 500 million); Taliban (USD 400 million); Al Qaeda (USD 150 million); Lashkar-e-Taiba (USD 100 million); Al Shabaab (USD 70 million); Irish Republican Army (USD 50 million), and’ Boko Haram (USD 25 million).

Conflict Scenario Conflicts of today are not really defined, are ambiguous with no defined borders, and may not have defined actors to fight against.

Adversary can be state, non-state, statesponsored non-state, or a mix of all. Both US and China supported, armed and trained Mujahidden and Al Qaeda to oust the Sovi-

ISIL was the deadliest terrorist group in 2016, killing 9,132, majority of which occurred in Iraq.

ISIL undertook attacks in 15 countries, which is four more than the previous year. ISIL affiliated groups killed a further 2,417 people and undertook attacks in another 11 countries.

ets from Afghanistan. The US is also behind the raising of the ISIL/ISIS. The Afghan government is battling Taliban as well as proxies of Pakistan, in addition to non-state forces like Haqqani Network, Islamic State Khorasn and Al Qaeda, even as the latter two may have underhand links with Pakistan’s ISI. Similarly, in the Israel-Hezbollah conflict and in Syria, the main adversaries are non-state entities within the state system. That is why irregular forces are in play in West Asia, Ukraine and South Asia.

International Cooperation The challenges to international cooperation are manifold, aside from consensus on definition of terrorism. There is need to link regional and national counter terrorism centres – where India is yet to establish an NCTC despite suffering foreign sponsored terrorism for decades. Real time intelligence must be shared continuously inclusive of sharing analyses and forecasts. This has become a gigantic task with terrorists exploiting the internet for radicalisation, recruitment, planning and coordinating terrorist acts and attacks. International cooperation requires real-time communications, close coordination and resource optimisation. Sharing technology, data, tools, models and visualisation is required, which should encompass R&D for counter terrorism in cyberspace, space and electromagnetic domains. Periodic dialogue and forums must plan preventive strategy, in addition to joint training for collective operations.

Persistent Catch 22 The age old maxim of one nation’s terrorist is another nation’s ‘freedom fighter’ remains unresolved; the very reason why consensus cannot be arrived at. To add to this are other factors like ‘good’ and ‘bad’ terrorists. The US added to the complexity by introducing the term “violent extremism”, which in turn ignored radicalisation, to which the world including the west is waking up now. The Sarin Gas attack on the Tokyo Subway on 20 March, 1995 was an act of “violent extremism” perpetrated by members of the Aum Shinrikyo cult. Could you classify members of this cult “non-violent” terrorists before the Sarin attack? Are there ‘good (non-violent) and ‘bad (violent) terrorists?

Next is the support by nation states to terrorist organisations and using them as ‘boots by proxy’, which the US, China and Russia are freely indulging in. China has been arming and supporting the Taliban

With Pakistan under Imran Khan, spurt in terrorism can be expected with Hafiz Saeedled Jamaat-ud-Dawa (JuD) and Falah-iInsaniyat Foundation (FIF) taken off the list of banned outfits in Pakistan, JeM expanding its terror infrastructure, and JeM-LeT planning seaborne attacks under tutelage of ISI. ‘Lone Wolf ’ and CBRN attacks can be expected. China continues to back Pakistani terror. There is need to focus on: surveillance and monitoring of terror activities including cyber activity; availability of terror material; managing social change versus population growth; Islamic radicalisation and youth returning from ISIS; technology assisting terror including body implants / body cavity bombs (BCB), nondetectable explosives; use of drones, wall climbing robots by terrorists; miniature CBRN devices; use of internet to create social unrest and virus attacks; safety of critical infrastructure, chemical and fertilizer plants, oil-gas pipelines and refineries and suicide bombings at airports, train stations, malls, markets, and; eco terrorism. For counter-terrorism, internally we should go for: sustained surveillance and monitoring; use force to eliminate hardcore; remember military operations not sole key; treat ‘Community’ as Centre of Gravity; focused de-radicalisation programmes with forces operating on moral and physical levels; choke State support to terrorism; intelligence and psychological operations, and; periodic re-evaluation for course correction.

Other important focus areas are: optimise DIME (diplomacy, info operations, military, economic); pro-active special ops as effective deterrence against proxy wars; counter narrative to attack radicalisation and recruitment with separate focus for select communities/ regions, teachers / religious teachers, youth, girl child/mothers, apprehended terrorists plus population at large liable to support terrorism; alternatives to expend youth energies including employment opportunities; integrate education system into national mainstream; inform and empower communities to challenge radical ideology; introduce ethics and true nationalism as part of education; psychological operations including through media; monitor de-radicalisation versus ongoing radicalisation, and; use discourse of Political and/ Religious leaders as part of de-radicalisation.

Conclusion We need to be clear that terrorism is here to stay because of it has become the means four geostrategic power play and of furthering own national interests by nations big and small. More importantly, India has to be prepared to fight this battle ‘largely’ on its own. That is why Ashley J. Tellis of Carnegie Endowment had stated, “India being continuously subjected to terror actually suits many… India is a sponge that absorbs global terror.” SP

>> foreign relations

Fresh Chapter in Indo-Italian Bi-lateral Cooperation When it comes to the defence industry and procurement, Italian companies have developed an outstanding expertise, which can contribute significantly to the ‘Make in India’ flagship programme Photograph: PIB

 Lt GenEral Naresh Chand (Retd)

P

rime Minister of Italy, Giuseppe Conte, paid an official visit to India on October 30, 2018 at the invitation of Prime Minister Narendra Modi. This was Prime Minister Conte’s first visit to India after taking office in June 2018. The visit is part of the ongoing celebrations to commemorate 70th anniversary of establishment of diplomatic relations between India and Italy.

Growing Political Ties Both Leaders reiterated that India and Italy ties are based on shared principles and values of democracy, freedom, rule of law, respect for human rights and territorial integrity of States.

They reaffirmed their commitment to strengthen mutual understanding and expand the range of bilateral engagement to promote peace, stability, economic progress and prosperity of the two countries.

Strengthening Economic Engagement Underlining the importance of economic cooperation for strengthening the bilateral ties, the two sides agreed to convene the next session of the India-Italy Joint Commission on Economic Cooperation (JCEC) in India in 2019.

Both sides agreed on the need for an institutional framework for a sustained dialogue to enhance the environment for ease of doing business in their respective countries and further facilitate and promote bilateral economic cooperation. To take this forward, the Leaders tasked the JCEC to work towards constituting a CEO Forum and setting up a Fast Track Mechanism to promote two-way investments, and resolve issues, if any, confronted by the businesses in each other’s country.

The Leaders welcomed the setting up of an India-Italy Joint Working Group on Food Processing that will be convened at a mutually convenient date.

DST-CII India-Italy Technology Summit Both the Prime Ministers addressed the valedictory session of India-Italy Technology Summit designed to showcase cooperation across industrial sectors between the two nations. During his address, Prime Minister Narendra Modi announced the launch of the next phase of the India-Italy Industrial Research and Development Cooperation programme. He added that the programme will enable our industry and research institutes to develop new products.

More than 60 Italian companies were present at the Tech Summit, where they displayed the latest developments and cutting edge innovation in a broad spectrum of sectors, such as environment, energy, information and communication technology, aerospace, medical science but also the preservation of cultural heritage.

Nuclear Suppliers’ Group (NSG) Conte reiterated Italy’s support to India’s intensified engagement with the Nuclear Suppliers’ Group (NSG) which strengthens global non-proliferation efforts.

to the ‘Make in India’ flagship programme.

Conclusion Ahead of the Summit, The Italian prime minister, Giuseppe Conti, gave an interview to mainstream press in India that he wants to integrate Leonardo (formerly Finmeccanica), the new defence company, with Prime Minister Narendra Modi’s ‘Make in India’ programme. With the company’s fresh name, it could also spell a fresh start for them in India as well.

Italy is India’s fifth largest trading partner in the European Union and in 2017Allisson Creative 2.pdf 1 25/10/16 3:44 PM 18,PMIndia’s exports to Italy posted a 16.47 Allisson Creative 2.pdf 1 25/10/16 3:44 per cent growth at $5.7 billion. Imports increased 20.8 per cent to $4.7 billion. It appears that both India and Italy are seeking to put an end to the uneasiness that crept Prime Minister Narendra Modi with Prime Minister of Italy, Giuseppe Conte, in New Delhi, October 30, 2018 into bilateral relations and are ready to forge strong strategic and economic bi lateral ties.

Defence Cooperation companies have developed an outstanding Italy PM’s visit could help write a fresh chapBoth Leaders recognised the importance of expertise, which can contribute significantly ter in India-Italy Defence Cooperation. SP regular defence exchanges between the two countries. They took note of the 9th IndiaItaly Joint Defence Committee meeting which took place in Rome on May 16, 2018 and the recently concluded India-Italy 9th Military Cooperation Group meeting in Rome (October 11-12, 2018) which saw the two sides agreeing to the bilateral cooperation plan for the year 2019. Both sides recognised the need to broad base defence ties and make them enduring and mutually beneficial. India invited Italian defence equipment manufacturing companies to invest in India under the ‘Make in India’ initiative and to collaborate with Indian companies for design and construction of defence equipment.

Current Scenario in Defence Cooperation. With a new leadership in Italy and with the Milan Third Court of Appeals finally clearing the defendants and dismissed all charges, citing lack of sufficient evidence to support the allegations, Italy has reached out to India to revive their defence cooperation and have Italian defence firms take part in Prime Minister Narendra Modi’s ‘Make in India’ programme.

In fact last year, a delegation led by defence secretary Sanjay Mitra visited Italy to look at areas for military cooperation, that included meetings with the Italian defence minister, the head of armaments and three service chiefs. At the same meeting the two navies also agreed to share ‘White Shipping’ information, i.e. advance information regarding the movement of commercial, non-military merchant ships.

During a meeting in 2017 between Tel: +91 11 4120 0400 Prime Minister Narendra Modi and his then Fax: +91 11 4120 0405 Italian counterpart Paolo Gentiloni it was Email: India.Sales@allisontransmission.com decided to establish a Joint Defence Committee to enhance and encourage a “structured dialogue” between Indian and Italian defence firms.

Italy and India can forge a mutually beneficial partnership in the defence sector.

Contacts between Defence Ministries in this field have increasingly intensified this year, as proved by the reactivation of the Joint Defense Committee. When it comes to the defence industry and procurement, Italian C

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>> armour / lead story

Impenetrable Armour: The Future is Here

T

he Armoured Corps is an indispensable arm for any Army, with an ability to penetrate defensive lines through the use of armoured equipment and tactics. Backed by support from other arms such as Infantry, Mechanized Infantry and Artillery, the Armoured Corps is able to combat the enemy’s defences, successfully enter and occupy enemy ground, while protecting the dismounting troops. The Armoured Corps also acts as a defensive barrier on ground, preventing the enemy from advancing onto home ground.

Larsen & Toubro (L&T) has partnered the Indian Army and DRDO in order to develop key technologies for Armoured Systems and Mechanized Infantry. As a matter of fact, L&T made its foray into the Defence Business in the late 1980s, with the successful development of the Nag Missile Carrier or NAMICA, based on a tracked platform.

Some notable achievements of L&T are its contribution to the family of NAMICA and AACAR systems, the development of the an Electronically Controlled Power Pack (ECPP) for a Tele-operated BMP-II vehicle, and development of Thermal Imaging & Fire Control System (TIFCS) for the T-72 MBTs. Recently, L&T has also begun to venture in the international market. In June 2015, L&T signed a contract with the Armed Forces of a South East Asian country for the Firepower upgrade of their Armoured Personnel Carriers. The vehicles were successfully commissioned and handed over to the Customer in February 2017, and the upgraded vehicles successfully played a crucial role in combating the local militia during operations.

In order to demonstrate its unconditional commitment and support to the

Photograph: L&T

Armoured Systems Complex

Indian Army, L&T has constructed a state of the art Armoured Systems Complex (ASC) in its Hazira plant in Surat. The ASC has been designed to cater to development, testing and production of wheeled & tracked Armoured Vehicles such as MBTs, IFVs and APCs. The Complex has modern, automated facilities such as robotic welding stations and dual axis machining centres among others. The facility also has an

in-house test track to test the mobility of various platforms. At present, this facility is being employed in order to manufacture the 50-ton class K9 Vajra-T Tracked SP Artillery Gun for the Indian Army.

L&T is also investing in the development of future technologies such as light weight composite armour, hybrid electric drivetrain and advanced situational awareness for armoured platforms. These technologies are

in different stages of development and shall replace existing conventional technologies in the near future.

With over three decades of experience in the Defence Industry, L&T looks forward to a continued partnership with the Indian Armed Forces, and more opportunities to serve the Nation. SP Contributed by L&T

www.spslandforces.com

Future Infantry Combat Vehicle (FICV)... continued from page 4 proposed by the Dhirendra Singh Committee in July, 2015 and guidelines approved by the DAC in July 2018. SP model aims to create a vibrant defence manufacturing ecosystem in the country through joint ventures between Indian corporates and global defence majors. The strategic partnership model seeks to identify a few Indian private companies as Strategic Partners who would tie up with a few shortlisted foreign Original Equipment Manufacturers (OEMs) to manufacture big-ticket military platforms. In the initial phase, the selection of SPs would be confined to four segments: Fighter Aircraft, Helicopters, Submarines, and Armoured Fighting Vehicles (AFV)/Main Battle Tanks (MBT). Strategic Partners, being private sector companies, are expected to exploit their dynamism, competiveness, profit orientation, and exposure to the civilian sector for efficient utilisation of the technology, manpower and infrastructure developed in the process. However, being a nascent entry into the system there are several concerns and loose ends which need to be tied up by MoD. While a good initiative for invigorating the defence procurement especially big tickets, FICV cannot be its testing ground having been delayed since 2008 and already ten years behind to address the critical operational void. In any case progressing the FRCV (Future Ready Combat Vehicle albeit the Future MBT) as being presently pursued, makes good sense and need not be joined by FICV to throw all the eggs in one basket. Currently, there are likely only very few existing ICVs which are closer to FICV requirement especially amphibious capability. These are K-21 (S Korea, 2010) and Krugnet-25 (Russian D&D project). Since there are not many

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proven track ICVs available, ‘SP’ or ‘Buy & Make’ are likely to result in SVC (single vendor case) and hence not recommended.

Analysis and Recommendations Between SP and Make-II, both the routes will deny India self–reliance that we are aiming for, under ‘Make in India’. Both are essentially ‘Buy & Make’ procedures that will ensure that India remains dependent on the Foreign OEM not only during the production cycle but also the lifecycle maintenance, repair and overhaul (the cost of acquisition is normally one third of the entire lifecycle cost). Between the SP and the Make – II, why does the SP score better? The Make-II requires no solid guarantees for indigenous lifecycle support. Thus, subsequent MRO support may involve ‘off the shelf ’ buy of spares and rotables involving costly forex and vulnerability to political arm-twisting.

For the vendor this makes good business sense and for the user it is not only costly MRO but also dependence of foreign OEM for spares and thus an operational situation that user is trying to avoid in the first place. SP model on the other hand makes better sense because the Indian OEM has lifecycle costing built into its contract thus ensuring Indian OEM’s firm commitment to invest in the long term for cost cutting which is to his own advantage and thus makes better business sense. Moreover, while both SP and Make-II has no govt funding liability, the investment

by SP is after he has been selected (i.e. when his order is guaranteed) as against Make-II where large No. of competitors are expected to make investment with no guarantee of orders/success. Is the Indian Defence Industry prepared to accept such risks? Hence

prototype, if ever produced, will more or less be off the shelf with some cover up for Indigenous Content (IC). Forcing vendor to increase IC after he has won the competition is unlikely to yield result.

Between the SP and Make-I, the latter binds the Indian OEM to commit to licenses (if not complete IP) for indigenous manufacture and subsequent MRO for supporting equipment lifecycles; and most important, indigenous upgrades (by Indian OEM at its best and jointly between the Foreign

Both from the perspective of time sensitive indigenous capability development, as well as addressing critical operational void, it would be prudent to progress FICV to the next stage under Make-I route. MoD must not waste any more time and expeditiously progress the FICV case, with due responsibility and accountability.

OEM and Indian OEM, at its worst), since it is initially paid for by MoD and later built into the contract.

Thus, Make-I scores better then SP model if the focus on is getting rights/ license and indigenization. Between Make-I and Make-II, the Make-I procedure allows up-gradation of platforms throughout its lifecycle, replacing any redundant or obsolescent technology with that from indigenous sources or from the inventory of any third Foreign OEM as long as compatibility is ensured by the lead partner. Even Indian DRDO could be made to contribute during the lifecycle upgrade. No legal action can be brought against this replacement exercise as the IP for integration lies with the Indian side. Same is not the case with MakeII where the upgradation will be under the control of the Foreign OEM. Thus, a comparative analysis and a reality check clearly establishes Make-I as a more pragmatic and advantageous option for FICV.

Conclusion FICV programme must progress because it will not just be a lethal platform, but also be the base for other defence R&D programmes and a test of the credibility of ‘Make in India’ initiative. Both from the perspective of time sensitive indigenous capability development, as well as addressing critical operational void, it would be prudent to progress FICV to the next stage under Make-I route. MoD must not waste any more time and expeditiously progress the FICV case, with due responsibility and accountability. SP The author recently retired as Director General, Mechanised Forces, Indian Army.

>> News in Brief Army Commanders’ Conference: October 2018

Army Commanders’ Conference was held from October 9 to 15, 2018, in New Delhi.

A large number of issues ranging from operational, administrative, logistics and human resources were discussed. The last conference was held in April 2018.

As part of the conclave commanders and directorates at Army Headquarters will in a collegiate deliberate on important studies that have been ordered to meet future operational challenges. There are four studies examining operational and optimizational issues of Army and the headquarters as also human resources management aspects.

These studies aim to improve the teeth to tail ratio, with the purpose of strengthening the structures within the Army, to make it combat ready for the future.

Raytheon, US Army upgrade Excalibur projectile Raytheon and the US Army completed development of a revolutionary capability for cannon artillery by upgrading the combat-proven Excalibur® precision-guided projectile. The Excalibur Shaped Trajectory, or EST, variant will enable soldiers to eliminate targets in hard-to-reach locations by selecting the projectile’s terminal or final phase attack angle.

With the Excalibur EST munition, soldiers can attack a bunker positioned on the opposite side of a mountain slope, target a multi-story building from the side rather than the top or defeat enemy assets positioned under highway overpasses.

This capability will be made available to allies approved to procure the Excalibur projectile through foreign military sales. With more than 1,400 rounds fired in combat, Excalibur is the revolutionary, extended-range, precision munition for the U.S. and international artillery forces. The weapon is fully qualified in multiple systems, including the M777, M109 series, M198, the Archer and PzH2000. It’s also been tested in the AS90, K9 and G6 howitzers, with plans to integrate it with other mobile artillery systems.

In addition to the Excalibur EST variant, Raytheon has developed Excalibur S, a laser-guided version of the projectile. The company has also developed a 5-inch seabased variant, the Excalibur N5 munition.

It’s expected to more than double the maximum range of conventional 5-inch munitions and will provide the same accuracy as the land-based version.

>> Show Calendar 13–15 November Future Armoured Vehicles Survivability 2018 Copthorne Tara Hotel, London, UK https://www.smi-online.co.uk/defence/uk/ Future-Armoured-Vehicles-Survivability 3–5 December EDEX 2018 Egypt International Exhibition Center, Cairo Governorate, Egypt www.egyptdefenceexpo.com 26–30 March, 2019 LIMA 2019 MIEC, Langkawi The Resorts World, Langkawi, Malaysia www.limaexhibition.com

GA-ASI Completes FOT&E for Gray Eagle Extended Range

Partnered with the US Army, General Atomics Aeronautical Systems, recently completed Follow-On Test & Evaluation (FOT&E) for its MQ-1C ER Gray Eagle Extended Range. Testing of the Unmanned Aircraft System (UAS) began in early June and spanned 644 flight hours during the testing period. The successful test opens the door for MQ-1C ER initial fielding to the US Army Intelligence & Security Command (INSCOM) and Special Operations Command (SOCOM), followed by units from Forces Command (FORSCOM).

“We expected the Gray Eagle Extended Range to perform well and it performed as advertised,” said David R. Alexander, president, Aircraft Systems, GA-ASI. “The FOT&E highlighted some of the key benefits that the MQ-1C ER will deliver to our US Army customer, including significantly increased endurance, more payload capacity to support future mission tasking, and considerable improvements in system reliability and maintainability.”

Vairengete, Mizoram, India on 01 November 2018. The Japanese contingent is being represented by 32nd Infantry Battalion, while the Indian side is being represented by 6/1 Gorkha Rifles. Approximately one platoon strength each of both the battalions is participating in this exercise. The opening ceremony was given a patriotic start by contingents of both the countries singing their respective national anthems.

Being first of its kind, the 14 days long joint exercise is being conducted from 01 Nov 2018 to 14 Nov 2018. The exercise will consist of a balance of indoor classes and outdoor training activities. The objective of this exercise is to build and promote army to army relations in addition to exchanging skills and experiences between both the armies. Due emphasis will be laid on enhancing tactical skills to fight against global terrorism and on increasing interoperability between forces of both countries which is crucial for the success of any joint operation.

Both sides will jointly train, plan and execute a series of well developed tactical drills for neutralisation of likely threats that may be encountered in urban warfare scenario. The exercise will contribute immensely in developing mutual understanding and respect for each other’s military. Experts from both sides will also hold detailed discussions to share their expertise on varied operational aspects.

Exercise ‘DHARMA GUARDIAN-2018’ will be yet another step in deepening strategic ties including closer defence cooperation between the two countries.

Raytheon, Rheinmetall join forces for US Army’s Next-Gen Combat Vehicle competition

US Army completes qualification testing for new Stinger missile proximity fuze

Publisher and Editor-in-Chief Jayant Baranwal Senior Editorial Contributor Lt General P.C. Katoch (Retd) Senior Technical Group Editor Lt General Naresh Chand (Retd) Air Marshal B.K. Pandey (Retd) Contributors India General V.P. Malik (Retd), Lt General Vijay Oberoi (Retd), Lt General R.S. Nagra (Retd), Lt General S.R.R. Aiyengar (Retd), Major General Ashok Mehta (Retd), Major General G.K. Nischol (Retd), Brigadier Gurmeet Kanwal (Retd), Brigadier S. Mishra (Retd), Rohit Sharma Chairman & Managing Director Jayant Baranwal Executive Vice President (Planning & Business Development) Rohit Goel Administration Bharti Sharma Asst-Admin, HR & Infra Pooja Tehlani Creative Director Anoop Kamath Design Vimlesh Kumar Yadav, Sonu Singh Bisht Research Assistant: Graphics Survi Massey Sales & Marketing Director Sales & Marketing: Neetu Dhulia General Manager Sales: Rajeev Chugh SP’s Website Sr. Web Developer: Shailendra P. Ashish Web Developer: Ugrashen Vishwakarma Published bimonthly by Jayant Baranwal on behalf of SP Guide Publications Pvt Ltd. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, photocopying, recording, electronic, or otherwise without the prior written permission of the publishers.

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Raytheon and Rheinmetall Defence have joined forces to meet the US Army’s requirement for the Next-Generation Combat Vehicle-Optionally Manned Fighting Vehicle program. The global industry team will offer the new Lynx Infantry Fighting Vehicle paired with Raytheon weapons, sensors and system integration expertise to provide the Army with an advanced, modular, survivable and lethal solution with unmatched growth potential.

Scheduled for fielding in 2026, the Next-Generation Combat Vehicle will be optimized for urban combat and rural terrain. The Army has named the NGCV as a top modernisation priority supported under the service’s new Futures Command structure.

Raytheon technology earmarked for the Lynx could include advanced variants of Raytheon weapons, next-generation thermal sights, the Coyote® unmanned aircraft system and the company’s Active Protection System. The new, tracked, armored vehicle is designed to address the critical challenges of the future battlefield, with a focus on growth capacity and lower life-cycle costs.

The Lynx IFV will provide the Army a nextgeneration lethal, powerful, lifesaving and adaptable fighting vehicle that represents true leap ahead capability compared to legacy vehicles. The NGCV is expected to replace the Bradley fighting vehicle.

Indo-Japan Joint Exercise Dharma Guardian - 2018 Exercise DHARMA GUARDIAN - 2018, a joint military exercise between Indian & Japanese Armies, commenced at Counter Insurgency and Jungle Warfare School,

The US Army has completed qualification testing for a new proximity fuze that significantly enhances the combat-proven Stinger® missile produced by Raytheon.

During recent testing at Eglin Air Force Base in Florida, the upgraded weapon system scored a perfect 100 per cent hit rate against a variety of targets. The missiles were shoulder- and vehicle- launched.

The new proximity fuze enables the lightweight, self-contained air defence system to destroy a wider array of battlefield threats such as enemy unmanned aircraft systems by detonating the missile’s warhead near the target, while maintaining its hit-to-kill capability. Plans call for the new proximity fuze to be integrated into Stinger missiles as part of a Service Life Extension Program. Combat proven, the Stinger missile has more than 270 fixedand rotary-wing intercepts to its credit.

It’s deployed in more than 18 nations and with all four U.S. military services. The weapon can be rapidly deployed by ground troops and on military platforms, and has been integrated for use on the Apache Attack Helicopter. SP

APPOINtMENTs l Lt General P.S. Rajeshwar took over

on November 1, 2018 as Chief of Integrated Defence Staff to the Chairman Chiefs of Staff Committee.

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l Lt General P.S. Thimayya took over

as Commander of Army Training Command (ARTRAC) on November 1, 2018.

5/2018 SP’s Land Forces

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TTrijicon REAP-IR® Mini Thermal Riflescope With the Trijicon REAP-IR® mini thermal riflescope, you get more technology per square inch than any other thermal sight. It’s small, light and powerful, and lets you engage targets in any light. Which means your enemy has just lost a tactical advantage.

• 640x480 image resolution, 12 micron pixel pitch, and 60 Hz refresh rate deliver a clear, crisp image in a wide range of conditions • Advanced polarity control gives you multiple modes of white hot and black hot for rapid target identification • Built tough and tested to MIL-STD-810G for extreme temperatures, vibration, shock, rain, sand and dust

See the technology at TrijiconEO.com.

MADE IN THE U.S.A. Electro Optics Division