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Military Yearbook
December 2020-January 2021
SP’s
2019
Volume 17 No. 6
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INDIAN Army DAY SPECIAL 2021
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The ONLY magazine in Asia-Pacific dedicated to Land Forces
>> EXCLUSIVE Chief of the Army Staff
In This Issue Page 4 “We are transforming and restructuring ourselves to meet the challenges of the future”
General M.M. Naravane
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Chief of the Army Staff General M.M. Naravane in his opening remarks during Annual Army Day Press Conference 2021.
Message
PVSM, AVSM, SM, VSM, ADC
Chief of the Army Staff
am pleased to learn that SP Guide Publications is releasing a special issue of SP’s Land Forces on the occasion of Army Day 2021.
Army Day 2021 assumes special significance for the Indian Army, as the Nation is celebrating Swarnim Vijay Varsh : 50 years of India-Pakistan War of 1971, which resulted in the largest military surrender after World War-II. There have been significant changes over the past five decades as new and unique challenges to national security continue to shape the threat paradigm. The Indian Army has always risen to the occasion as a critical element of National Power.
Page 7 Indian Army in Nation Building
Our Army is at the cusp of major transformation. Emerging technologies have the potential to disrupt traditional norms and create new normals which are gradually changing the character of warfare. COVID-19 has been a stark reminder of the impact of non-traditional threats in the overall security paradigm. Above all, the intransigence of our adversaries continues to strengthen our resolve and determination to play a meaningful role in ensuring that our Nation retains its importance and position in global and regional affairs.
The secure environment provided by the Army, ensuring the path to prosperity and development for the country as a whole, is only a part of the larger and ubiquitous role played by the Indian Army in nation building. Lt General Pradeep Bali (Retd) Page 8 1971 – India’s Greatest Victory
As India celebrates 50 years of victory in the 1971 war with Pakistan, SP’s Land Forces looks at how the Indian Army with the support of the IAF and the Indian Navy, achieved one of its greatest victories. Lt General P.C. Katoch (Retd) Page 10 Scholar Warrior Ethos of Indian Army — Morals, Ethics and Values The future battlefield scenarios require that we be competent warfighters, but we cannot be competent fighters unless we are as intelligent and mentally tough as we are aggressive and physically rugged. Major General Yash Mor (Retd) Plus 73rd Army Day Celebrated Grey Zone Threats – Implications on Force Structuring Lt General Dushyant Singh (Retd) News in Brief
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As we celebrate Army Day 2021, the somber price of these celebrations shall never be forgotten. I am confident that this special issue would inform all readers, not only of the Indian Army’s past achievements but also the initiatives that are underway to create a stronger and more efficient land force. I wish SP Guide Publications, the very best in its endeavours. ‘Jai Hind’ (M.M. Naravane) General Chief of the Army Staff
“The era of single services operations has faded and a systems approach, that is, joint integrated operations across multiple domains is the way ahead” —General M.M. Naravane, Chief of the Army Staff, in an interview with Jayant Baranwal, Editor-in-Chief, SP’s Land Forces, talks about how the Indian Army continues to face challenges across the spectrum of conflict and is developing its capability and operational readiness in light of these threats 6/2020 SP’s Land Forces
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INDIAN Army DAY SPECIAL
>> exclusive Chief of the Army Staff E D I T O R I A L
2021 The highlight of this special issue to mark the Indian Army Day, is an exclusive interview of Chief of the Army Staff General M.M. Naravane. He stressed that the Indian Army continuously and consistently trains itself for the changing character of war. By leveraging modern capabilities and new technologies, we will emerge victorious. On ‘Capability Development’ he shared that a total of 55 schemes valued at approximately `44,000 crores (about $5.9 billion) have been contracted as part of the modernisation. On the situation in Ladakh, he was hopeful that it will be resolved through dialogue and discussion. He assures the Nation that all logistics required for high altitude and extreme cold conditions have been taken care of and there is no cause for concern. On the Swarnim Vijay Varsh - 50 years of 1971 War,
the Chief of the Army Staff said that the war also showcased excellent inter-services integration and professional civil-military relations, both of which are required for defeating one’s adversary soundly. He also addressed the press before Army Day. His entire address is reproduced here in the magazine as he covered the entire gamut of issues and challenges facing the Indian Army. Also included in this issue are glimpses from the Army Day parade as a part of the Army Day celebrations. The role played by Indian Army in Nation building cannot be highlighted enough! We have an article on this subject where Lt General Pradeep Bali (Retd) gives an overview of the various roles played by the Army which directly contribute and assist in Nation Building. Indian Army is
also the largest contributor to UN missions. The article on Scholar Warrior Ethos of Indian Army by Major General Yash Mor (Retd) stresses that the Army as an institution cannot allow any compromise in its own standards of ethics and probity. The impeccable character and transparency that is expected of soldiers should be constantly reinforced. The nation celebrates 50 years of the 1971 war with Pakistan, leading to the liberation of (now) Bangladesh. In an article in this issue Lt General P.C. Katoch (Retd) takes us through how the Indian Army, ably assisted by the Air Force and Navy, achieved its greatest military victory with the surrender of 93,000 Pakistani troops – the largest number of prisoners taken in any war after World War II. Cost of conventional war is
Photograph: Indian Army
SP’s Land Forces (SP’s): As we celebrate 50 years of 1971 victory, what are your views on the same? And the way our Army plans for the future? Chief of the Army Staff (COAS): The 1971 victory cemented India’s position in the global as a responsible and moral power in the comity of nations. By ending the genocide of countless Bangladeshis and assisting them in their right to self-determination, India’s humanitarian intervention has been seen as an exemplar for a future template. The swift operations against Pakistani forces, both in the East and the West underscore our forces’ professional capabilities and resolve to be morally upright. The 1971 war also showcased excellent inter-services integration and professional civil-military relations, both of which are required for defeating one’s adversary soundly. The Indian Army continuously and consistently trains itself for war. We are all aware of the changing character of war and are preparing for it. By leveraging modern capabilities and emerging technologies, we will emerge victorious.
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SP’s: Would you like to talk about the Army’s role during Covid-19? COAS: The Indian Army acknowledges the stellar contributions of all Corona Warriors in the country who have fought and defeated this virus steadfastly. The Army has played an important role during Covid19. We have contributed doctors, nurses and medical staff to a number of civil-run hospitals. Our formations and units in different parts of the country have assisted the local administration in setting up quarantine centres and distributing medical aid and supplies. Our forces have carried out information campaigns and setup medical camps to assist the populace in remote areas. We remain prepared to assist the administration in all respects.
“The 1971 war also showcased excellent inter-services integration and professional civilmilitary relations, both of which are required for defeating one’s adversary soundly” 2
SP’s Land Forces 6/2020
pushing the use of unconventional warfare. Called hybrid, proxy or irregular warfare, they all fall under the umbrella of Grey Zone warfare. In an in-depth article, Lt General Dushyant Singh (Retd) talks about the threats in the grey zone and what needs to be done to meet these latest challenges and overcome them. This issue wraps up with the usual News Digest and Flag appointments. Wish you all discerning readers a very Happy Republic Day!
Jayant Baranwal Publisher & Editor-in-Chief
“The Army has played an important role during Covid-19. We have contributed doctors, nurses and medical staff to a number of civil-run hospitals.” example, the induction of combat UAVs is progressing as per schedule.
General M.M. Naravane, Chief of the Army Staff, is leading the Indian Army from the front as it faces unprecedented challenges on all fronts and undergoes restructuring and modernisation
SP’s: Modernisation process of the Army? COAS: Capability Development of the Indian Army is based on a well thought out Long Term Integrated Perspective Plan (LTIPP), which concentrates on modernisation of weapons and equipment. A total of 55 schemes valued at approximately `44,000 Crores have been contracted as part of the modernisation since the commencement of the 13th Plan in April 2017. Latest equipment like: l MRSAM l ULH l K-9 Vajra l Spike (LR) ATGM l Assault Rifle (Sig Sauer) l Light Strike Vehicles l Excalibur Ammunition l Negev LMG l Apache AH 64E are few weapon systems and equipment which have fructified as part of the modernisation drive. Upgradation and overhaul schemes are also being given due impetus for keeping the equipment battle worthy and to maintain currency. During the FY 2020-21, a balanced approach to capability building was undertaken, which included significant procurements like BMP-2/2K, Six Pinaka Regiments, Engineer Mine Plough and Mine Plough for Tank T-90. Many important schemes have been contracted and several capability enhancing schemes are ongoing and are at advanced
stages of procurement. In addition to acquisitions specific to various arms, projects for Electronic Warfare and communication systems are also being undertaken. Once implemented, these schemes would ensure a robust Army capable to take on any challenge in the envisaged battlefield milieu. SP’s: Has technology per se taken back seat in the context of modernisation? COAS: Not really. By and by we are trying to go for certain programmes in order to keep up with important advancements. For
“The Indian Army continuously and consistently trains itself for war. We are all aware of the changing character of war and are preparing for it. By leveraging modern capabilities and emerging technologies, we will emerge victorious.”
SP’s: Is the Indian Army going ahead with the FRCV and FICV programmes? COAS: Yes, the Indian Army is going ahead with the programmes. At present, we have our thinking caps on for the features and capabilities that we require and there will be some changes in the technical requirements, given the requirements of the future. We are looking at fifteen years hence and it will have to be radical, looking at the Azerbaijani example, the level and shape will change, we just can’t add a few kilos to the Tank, it has to be done in a different way keeping the futuristic warfare situation in view. SP’s: What all has been done to protect the men and machines on the border with China during the winters? COAS: All logistics are taken care of and there is no cause for concern. Special clothes with three layers and heated tents have been purchased for the soldiers, which will be comfortable for temperatures below zero to minus 40 degrees. I was there earlier this month and we could sit in the tent with regular clothing in minus 20-degree temperature. Ration, healthcare, and operational preparedness are intact. The new facilities for troops have Barrel Type shelters, modular shelters, and Vehicle sheds. SP’s: As the Chief of the land based forces, what will be your view if asked who will dominate future wars? Will it be the Army, Navy or Air Force? Who will play conclusive and decisive role? COAS: It would be fallacious to assume that a single service will dominate future warfare. We have transitioned to an era where war-waging itself has become complex. The era of single services operations has faded and a systems approach, that is, joint integrated operations across multiple domains is the way ahead.
>> exclusive Chief of the Army Staff Photograph: Indian Army
SP’s: As COAS, what will be your key message to the soldiers on the front? Your fellow officers in the Army and fellow citizens of the country? COAS: I convey my best wishes to all citizens of the country and assure them that the Indian Army is capable of addressing all future challenges and that we will spare no efforts to defend our territorial sovereignty. I have full faith in the capabilities of my officers and troops that they will carry out their tasks with the utmost professionalism. They do not have to worry about equipment and logistics which will be taken care of. SP’s: What is your wish list for the Army and likely key challenges? COAS: Indian Army faces, and will continue to face operational challenges in the entire spectrum of conflict, whether it be in the conventional or unconventional domains. A thorough analysis of capability voids, in light of the threats posed by our adversaries, guide our capability development & operational preparedness plans. Our operational preparedness needs to primarily focus on India’s desire to ensure stability & dominance along our contested & hostile borders and to effectively counter Proxy War. To retain operational readiness & combat edge, we constantly monitor and review the emerging & future threats to our national security. Our operational requirements continue to guide our procurement of emerging technologies, which act as force multipliers, providing us much needed combat edge over the adversaries. Acquisition of unmanned aerial systems, in consonance with our operational requirements, are part of our Capability Development Plans.
The Editor-in-Chief presented copies of SP’s Land Forces to COAS, after the interaction with him on certain key issues.
“Our operational requirements continue to guide our procurement of emerging technologies, which act as force multipliers, providing us much needed combat edge over the adversaries” To alleviate the problems of Next of Kin (NoKs), the Army runs various welfare schemes. DIAV has launched an extensive outreach and awareness programmes to contact the NoKs throughout the Nation during the Year of the Next of Kin. The NoKs are unable to get their due grants and entitlements due of incorrect documentation. Towards this end, all the formations have established contact with the NoKs at grass root level and the documentary requirements were fulfilled to assist them in availing the grants and benefits provided by the Government and Army. SP
SP’s: What are the Army’s initiatives to attract the talent and young blood in its stream? And also towards the welfare of army fraternity? COAS: Efforts are being made to mitigate shortage of officers in Indian Army. However, keeping in view the pyramidal structure of officers cadre of IA, this shortage is to be mitigated by enhanced induction of SSCOs. Accordingly, a proposal to make SSC Entry more attractive is under active consideration. It is envisaged that the existing deficiency of officers would reduce once this proposal is approved by the GoI and implemented. Following steps have been taken to make Army as an attractive option: l Interactive Website of Recruiting Dte. The website of Recruiting Directorate www.joinindianarmy.nic.in gives all the info required by a candidate to become an officer. It enables the candidate to know his /her eligibility based on the age and educational qualifications and the timelines for applications. l Interaction with Target Audience. Interaction with target audience is undertaken in which officers from Recruiting Directorate and Recruiting Organisations visit various Universities and Colleges. ‘Know your Army’ exhibitions are organised periodically to spread awareness and motivate youth to join the Indian Army.
“Capability Development of the Indian Army is based on a well thought out Long Term Integrated Perspective Plan (LTIPP), which concentrates on modernisation of weapons and equipment” 6/2020 SP’s Land Forces
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INDIAN Army DAY SPECIAL
>> army day 2021 / COAS Address
2021
“We are transforming and restructuring ourselves to meet the challenges of the future” “Upon the Western Front, Pakistan continues to embrace terror and terrorism as an instrument of state policy”, said the Chief of the Army Staff General M.M. Naravane, in his opening remarks during Annual Army Day Press Conference 2021.
T
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he last year was one full of challenges. We keep saying that we are prepared to meet all challenges. But last year we had to walk the talk and actually rise up to the occasion and show that we are indeed prepared to meet all these challenges and I’m happy to say that we did so and came out on top and the fact that they were multifarious. But main among them was, of course, COVID and the situation on the Northern borders. As far as the COVID pandemic is concerned, as early as middle of February, based on whatever inputs we were getting, we had been able to make quite a pragmatic assessment of the situation and then instituted necessary force protection measures under “Op Namaste”. Detailed instructions were passed from the Army Headquarters, as well as the through medical channel on what all measures need to the instituted. Along with that, we also gave a free hand to our local commanders to institute all measures that they deemed fit in their respective areas and garrison and I’m very happy to say that as a result of all this, we were able to maintain our operational preparedness and as events unfolded during the course of the year, we needed our units and formations to be deployed at short notice. These measures instituted, right from February onwards paid handsome dividends. There are of course, inconveniences caused because of the restrictions which had to be put in place. But I think in the larger interest, those were necessary and while we ourselves were coming to terms with the COVID pandemic and instituting all these measures. We also reached out and helped out all the state governments and the citizens. To tackle this pandemic, we had opened number of quarantine camps, facilitated their treatment and their return to their respective homes once their quarantine period was over. I would like to make
“We are ready to meet any eventuality. All logistics aspects have been very well taken care of, whether it is clothing, ration or habitat; there is no cause of concern at all on that front and as a result of all this, our operational preparedness is of a very high order and the morale of the troops is high.” 4
SP’s Land Forces 6/2020
Photograph: ADGPI / Twitter
General M.M. Naravane with the Troops during his recent visit to Ladakh
special mention of the yeoman service and the selfless devotion put in by the medical fraternity, who are, day in and day out for the last six months, treating the COVID patients in the services hospitals or the civilian facilities, without caring for their own health and safety and I must put that on record. Before giving out situation on the Northern Front, I would like to briefly touch upon the Western Front. Pakistan continues to embrace terror and terrorism as an instrument of state policy. However, we are very clear that we have zero tolerance for terror and we reserve our right to respond at a time and place of our own choosing and with precision. This is a clear message that we have sent across that we will not tolerate any such kind of activity. Coming to the Northern Front, it is not only the Eastern Ladakh but we have maintained a high state of alertness all along the Northern borders as of now, keeping the threat perception in mind. We have gone in for a winter posture and deployment. But as I said, we are alert and ever-ready to meet any challenges. Eight rounds of talks between the Corps commanders have taken place. We are now awaiting the date of 9th round of talks. I am sure that through dialogue and discussion, we will be able to reach an amicable solution based on the principle of mutual and equal security and in consonance, with the talks and the understanding which resulted as the outcome of the meetings between the respective defence ministers and foreign ministers and I am very hopeful of the positive outcome. But, as I said, we are ready to meet any eventuality. All logistics aspects have been very well taken care of, whether it is clothing, ration or habitat; there is no cause of concern at all on that front and as a result of all this, our operational preparedness is of a very high order and the morale of the troops is high.
“We are transforming ourselves from manpower intensive to technology enabled force, which is the way forward for the future” What has clearly emerged in last one year is the need for us to restructure, and for us to enhance our capabilities. As far as capability development is concerned, all round development has taken place; we have signed a number of contracts last year and these range from weapons and protective gear for the Infantry, Mechanized Forces, firepower elements, Long Range Vectors, Engineers stores equipment, Communication equipment etc. What I mean to say is that there has been an all-round development and each Arm and Service has got what they need. Because we are only the sum of our individual parts, and it is only when everyone is modern, that the entire force will be modernised. I’m also glad to say that more than 80 per cent to 85 per cent of the contracts which are signed are made by Indian companies as part of our efforts to indigenise and in keeping with the hon’ble Prime Minister’s call of Atmanirbhar Bharat. We have got the necessary budgetary support to keep pace with our modernisation plan. We have also got the necessary budgetary support for the contracts that were signed as part of the acquisition plan, and for which we are thankful to the government and the hon’ble Finance Minister for supporting us. As I mentioned there is also a need to restructure and to that end, we are trans-
“I would like to reassure you once again, that the Indian Army is fully prepared and geared up to face whatever threats are there, both external or internal” forming ourselves from manpower intensive to technology enabled force, which is the way forward for the future. We had sponsored a study through the Army Training Command to look into what all niche technologies we need to transform ourselves into this technology enabled force. The study has been carried out and broad map has been prepared to include all such technologies such as Artificial Intelligence, Robotics, Quantum Computing, Block Chain, Big Data Analytics and the like. Through our Army Design Bureau we have sponsored a number of projects, viz through Army Technology Board worth 36 Crores and through Technology Development Fund another 23 crores. We are on our way to transforming and restructuring ourselves to meet the challenges of the future and this restructuring also includes restructuring at tri-service level. We are fully committed to tri-service joint-ness and the evolution of various Integrated Command and we will work with the other services to make sure that this happens in a very calibrated and smooth manner. If you recollect, last year as part of KRA, the acronym “P” for personnel was the focus area. I am glad to say that in last one year, we have been able to achieve a number of Schemes, Projects, Government Orders, in which a number of pending cases related to pay and allowances were resolved, not only for serving personnel but also for Veterans, who are very much a part of the Army family. I will not go into the details of each and every of these sanctions which were received, which we have been able to make a good headway. That does not mean to say that all issues have been resolved. But a number of important ones have been resolved as a result of which a lot of benefits have accrued to both serving and retired personnel. Before I take your questions, I would like to reassure you once again, that the Indian Army is fully prepared and geared up to face whatever threats are there, both external or internal. I would like to thank you all once again, for having supported us throughout the year which has just gone by. You’ve always been there to bank upon and we will continue to bank on you to keep our citizens informed about the happenings through honest and truthful reporting. Thank you! SP
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INDIAN Army DAY SPECIAL
>> Indian Army day
2021
73rd Army Day Celebrated
I
ndian Army celebrated its 73rd Army Day on January 15, 2021. Every year Indian Army celebrates 15th January as ‘Army Day’ to commemorate the day when General (later Field Marshal) K.M. Carriappa took over the command of Army in 1949 and became the first Commander-in-Chief of Indian Army post Independence.
General M.M. Naravane, Chief of the Army Staff reviewed the Army Day Parade at the Cariappa Parade Ground, Delhi Cantonment and awarded 15 Sena Medals (including five posthumously) for individual acts of Gallantry and 23 COAS Unit Citations for commendable performance of their respective units. The Army Day parade was commanded by Major General Alok
Kaker, Chief of Staff, Delhi Area. The leading contingent of the parade was formed of the recipients of the Param Vir Chakra and Ashok Chakra awardees. This was followed by army contingents which included T-90 tank BHISHMA, infantry combat vehicle BMP II, BRAHMOS missile system, PINAKA Multiple Launch Rocket System, upgraded SCHILKA Gun System, Bridge Layer Tank,
international sports awardees and seven marching contingents including mounted horse cavalry. The Indian Army also carried out a live demonstration of Drone Swarming capability using 75 indigenously designed and developed drones which executed an array of Artificial Intelligence (AI) enabled simulated offensive missions and close support tasks. SP
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Photographs: Indian Army
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SP’s Land Forces 6/2020
>> Nation Building
Indian Army in Nation Building The secure environment provided by the Army, ensuring the path to prosperity and development for the country as a whole, is only a part of the larger and ubiquitous role played by the Indian Army in nation building Photographs: ADGPI / Twitter
Lt General Pradeep Bali (Retd)
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he Indian Army is a much respected and loved organisation. War anniversaries bring it into focus for the citizenry and any perfidy by inimical neighbours on the borders suddenly energises a nationwide interest in this very fine organisation. Beyond that, its role and understanding remains hazy or unknown. In fact, there are often critical voices raised about the drain of the defence budget on the national exchequer. There is a definite need for an understanding of the larger and ubiquitous role played by the army in nation building.
Ensuring a Secure Environment First and foremost, it is the secure environment provided by the army as a guarantor of national and territorial integrity that ensures the path to prosperity and development for the country as a whole. Today the dimensions of conflict are manifold and not restricted to the border areas alone. Once again, it is this organisation which is combating the scourge of violence and terrorism unleashed by secessionist elements, aided and abetted by adversarial powers. As a vital organ of the state it is the army, the ultimate arbiter of national safety and security which ensures a safe environment for internal progress and prosperity. Post COVID-19 pandemic, the Indian economy is set for a northward trajectory and the stress by the government is on inclusive development. All this is not feasible without an adequate assurance of a safe and secure nation and the armed forces represent this insurance policy.
Humanitarian Assistance Another area where the army periodically occupies centre stage is humanitarian assistance and disaster relief. The Navy has played a stellar role in providing critical help on foreign shores and also evacuation of Indian citizens in distant lands during times of natural as well as human crisis. The Air Force is vital during such disasters due to its speed and reach with both rotary and fixed wing air efforts. However, it is the army with its pan-India presence, especially in the far-flung areas of our country, which is omnipresent during any disaster relief efforts. Ideally, the various organs of state and central governments should come into play before the resources of the army are tapped for such eventualities. But invariably it ends up being not only the most potent responder but also the first responder due to its ingrained capabilities, equipment and disciplined application. In recent years, the National Disaster Relief Force (NDRF) has been playing a pivotal role during natural calamities but it is still not large enough to
The Army is a great reservoir of trained, skilled and disciplined manpower, readily available. Development of Human Resource has always been a hallmark of the Indian Army.
(Top) Indian Army operated a dedicated COVID Care Centre in Srinagar to fight COVID-19; (Above left) Flood relief and rescue operations by Indian Army; (Above right) Indian Army extricating a critically ill pregnant patient for specialised medical care.
cater for the continental dimensions of India. Therefore, behind the bright orange overalls the army camouflage uniforms are clearly visible in large numbers during any relief operations. The army’s network of field hospitals, its transportation assets, engineer plant equipment and reconnaissance and communication resources with its nationwide reach, has saved countless lives and provided succour to the people of India, during any natural calamity. The army and organisations like the NSG which are populated by army personnel on deputation have the core competencies in areas vital for crisis management and resolution. These include aspects such as hostage rescue, bomb disposal, search and rescue missions, heli-borne extraction and even rescue operations from blind wells.
Infrastructure Development The Indian army is possibly the leading force for inclusive development. The road and track infrastructure in the remotest areas over inhospitable terrain, has ensured outreach and connectivity with Indian citizens who inhabit these far-flung parts of the country. Combined with this the army has always taken the lead in building and running schools, medical facilities and habitat enhancing infrastructure in distant border areas. Interestingly, it has also been playing a key role in ecological sustenance through the various territorial army units.
Boosting Domestic Manufacturing The flavour of the season and the pointer to future economic prosperity is ‘Make in India’. Once again, it’s the Indian army which is a major stakeholder in the success of the ‘Make in India’ pursuit. Being the largest single service, the matrix of numbers related to its equipment and wherewithal are of a very large dimension. Manufacture of military equipment not only gives a boost to the defence industry, it also builds up a dual use ecosystem of many smaller items and sub-items which in turn encourages entrepreneurship, generates employment and multiple other benefits. Success of ‘Make in India’ for defence equipment will lead to an enhancement of defence exports, accrue forex earnings and contribute significantly to the GDP. It also needs to be emphatically emphasised that rather than being a drain, the defence budget should be seen as an engine for economic growth.
Foreign Missions In the international arena military diplomacy in its various forms is a key element in engaging with other nations. The army has adequately leveraged its capacity of putting boots on ground by being the largest contributor to worldwide UN missions. It also provides invaluable support in terms of capacity building and capability development to various friendly foreign armies. Its
training institutions have a sizeable presence of officers from such nations.
Trained Manpower Within the country the army has provided key support to the central armed police forces in terms of training, equipment and crossattachment of personnel for absorbing best practices. Outside its own organisation the army has been a great facilitator in human resource development. The training and interaction imparted by its personnel to the youth of India, through the medium of the National Cadet Corps, is a stellar example. In fact, the NCC is widely regarded as an arena of discipline, duty and patriotism and many young spirits vie to don its khaki uniform. The army is also a great reservoir of trained, skilled and disciplined manpower, readily available for lateral absorption in other government organisations as well as the private sector. In that sense development of human resource has always been a hallmark of the Indian army.
Confidence in Uniform The nation expects the army to perform, whether in war, internal strife, disaster relief or any other contingency beyond other organs of governance and the army can proudly claim that it never ever fails on this count. In fact, it goes far beyond this and will always remain a key element in nation building. SP
6/2020 SP’s Land Forces
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INDIAN Army DAY SPECIAL
>> 1971 - 50 years
1971– India’s Greatest Victory 2021
As India celebrates 50 years of victory in the 1971 war with Pakistan, SP’s Land Forces looks at how the Indian Army with the support of the IAF and the Indian Navy, bulldozed its way to the liberation of East Pakistan (later Bangladesh) to achieve one of the greatest victories by any modern-day military Lt General P.C. Katoch (Retd)
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he demolition of East Pakistan leading to the birth of Bangladesh in 1971 was the greatest victory of India that resulted in the surrender of 93,000 Pakistani military personnel – the largest number of prisoners taken in any war after World War II. It would not be wrong to say that Pakistan had been digging its own grave in East Pakistan since long that accelerated its collapse. Ironically, western media didn’t mention much about this magnificent Indian victory and the West never took up this campaign as a case study because both the US and Britain were against the Indian action.
A.A.K. Niazi, who assumed command of Pakistan forces in East Pakistan on April 11, had planned following strategy: clear all the big cities of insurgents and secure Chittagong; take control and open all river, highway and rail communication network; drive the insurgents away from interior of the country; launch combing operations across Bangladesh to wipe out the insurgent network. During the Awami League rally on March 7, Sheikh Mujibur Rehman gave a call to the public to prepare for an allout struggle. Post the launch of Operation ‘Searchlight’, formal military leadership of the resistance was created in April 1971
25th March which was the beginning of the 1971 genocide. The 1971 genocide included targeted elimination of individuals on the ground of religion, race and political belief. The intellectuals were killed brutally.” Hasina added that the Bangladesh Parliament had declared March 25 as ‘Genocide Day’ to pay homage to the victims.
The Scene in India India was flooded with some 10 million refugees from East Pakistan as mentioned above. Setting up camps and administering this large number was a herculean task that stressed out the state administration
Tripura. The Prime Minister held a Cabinet meeting in her office. I was then summoned. A very angry, grim-faced Prime Minister read out telegrams from the Chief Ministers of West Bengal, Assam and Tripura. She then turned around to me and said, ‘What are you doing about it?’ And I said, ‘Nothing, it’s got nothing to do with me. You didn’t consult me when you allowed the BSF, the CRP and RAW to encourage the Pakistanis (East Pakistanis) to revolt. Now that you are in trouble, you come to me. I have a long nose. I know what’s happening.’ l She said, ‘I want you to enter Pakistan. Photographs: Indian Army, ADGPI / Twitter
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Setting in East Pakistan Continuing oppressive actions in East Pakistan under directions of the West Pakistan-based military junta led by President Yahya Khan had germinated simmering Bengali nationalism since a long time. This led to the movement of self determination when the military junta annulled results of the general elections held on December 7, 1970, in which the Awami League had won a decisive majority capturing 167 out of 313 seats. The Bengali population expected a swift transfer of power to the Awami League but this was nixed and the national assembly meeting scheduled for March 1971 was postponed. In response, the Awami League held a massive rally on March 7 and launched a programme of non-co-operation, which was hugely successful. However, Prime Minister-designate Sheikh Mujibur Rehman was arrested and taken to West Pakistan. On the night of March 25, 1971, Pakistan launched Operation ‘Searchlight’ against the people of East Pakistan under Lieutenant General Tikka Khan, Governor and General Officer Commanding, East Pakistan. This involved systematic elimination of nationalist Bengali civilians, students, scholars and intelligentsia, religious minorities, resistance fighters and supporters. Operation ‘Searchlight’ aimed to eliminate the Awami League structure and their support elements including civilians and armed forces personnel. Imposition of martial law authorised free hand in using maximum force for assault and genocide in civil areas. The mandate given to the army included: simultaneous operations across East Pakistan; arresting maximum political, student, cultural organisation leaders and teaching staff; must achieve 100 per cent success in Dhaka University – searching and ‘occupying’ the premises; freedom of fire to secure cantonments; domestic and international communications to be cut including telephone, television, radio and telegraph; all Bengali troops to be neutralised seizing their weapons and ammunition, and; continue dialogue with Awami League pretending to agree to their demands. By April 10, Pakistan had airlifted two Infantry Divisions (9 and 18) from West to East Pakistan and had gained control of Dhaka, Rangpur-Saidpur, Comilla, Chittagong, and Khulna but lost or abandoned Rajshahi, Sylhet, Pabna, Dinajpur, Mymenshing and Kushtia. Lieutenant General
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(Top left) Indian Army taking the surrender of Pakistan Army; (Top right) Officers of the Indian Army meeting Prime Minister Indira Gandhi; (Above left & right) Indian Army advancing towards Dhaka.
under the Provisional Government of Bangladesh. The Bangladesh Armed Forces were officially established on April 4, 1971. Pakistani army operations under Niazi continued to be resisted by the Mukti Bahini. However, the resistance needed support to overwhelm the Pakistani military especially with Niazi using cities for fortress defence. The Pakistani army genocide resulted in some 10 million refugees fleeing to India and over 30 million internally displaced. Bangladesh government figures estimate some three million people were killed by the Pakistani army but independent researchers put the figure at between 3,00,000 and 5,00,000. On September 21, 2017, Bangladesh Prime Minister Sheikh Hasina addressing the United Nations General Assembly said, “In the 1971 war of liberation, we endured an extreme form of genocide. In the 9-month-long war of liberation against Pakistan three million innocent people were killed and more than 2,00,000 women were violated. The Pakistan military launched the heinous ‘Operation Searchlight’ on
especially in West Bengal, Assam and Tripura. India had allowed the refugees including resistance fighters to cross the border at will. Bangladeshi liberation fighters-led training camps came up in multiple states like Bihar, Arunachal Pradesh, Assam, Nagaland, Mizoram, Meghalaya, Tripura and West Bengal. With refugees pouring in, Prime Minister Indira Gandhi was under pressure to act. She held a cabinet meeting on April 28, 1971 and ordered the Chief of the Army Staff General (later Field Marshal) SHFJ ‘Sam’ Manekshaw to enter Pakistan but Sam told her it was not the right time. How Sam responded to the Prime Minister’s dictum was covered in his talk at the Field Marshal K.M. Cariappa Memorial Lecture in New Delhi during October 1995, wherein he said: l “There is a very thin line between being dismissed and becoming a Field Marshal. In 1971, when Pakistan cracked down in East Pakistan, hundreds and thousands of refugees started pouring into India, into West Bengal, Assam and
And I responded, That means war!’ She said, ‘I do not mind if it is war.’ I said ‘Are you prepared? I am certainly not. This is the end of April. The Himalayan passes are opening and there can be an attack from China.’ I turned around to the Prime Minister and said that the rains were about to start in East Pakistan and when it rains there, it pours and the whole countryside is flooded. The snows are melting, the rivers would become like oceans. All my movement would be confined to roads. ‘Now Prime Minister, give me your orders’. l The grim Prime Minister with her teeth clenched said, ‘The Cabinet will meet again at four o’clock.’ The Cabinet members started walking out. I being the junior most was the last to go and as I was leaving, she said, ‘Chief, will you stay back?’ I turned around and said, ‘Prime Minister, before you open your mouth, may I send you my resignation on grounds of health, mental or physical?’ She said, ‘Everything you told me is true.’
>> 1971 - 50 years ‘Yes! It is my job to tell you the truth,’ I responded. ‘And it is my job to fight, it is my job to fight to win and I have to tell you the truth.’ She smiled at me and said, ‘All right Sam, you know what I want?’ I said, ‘Yes, I know what you want!’ Sam was not the type who would say he can walk into East Pakistan, Pakistan Occupied Kashmir or Aksai Chin anytime the government wants – they just have to give the word. He placed the Constitution and the troops under him above political appeasement. At that time three infantry divisions without their heavy weapons at that time were deployed in West Bengal in penny packets to ensure peace during elections and were. Large number of tanks in the Army was unserviceable because of shortage of spares with bureaucracy not releasing funds to buy spares. India eventually launched operations seven months later in November 1971. The intervening period was gainfully used for detailed tri-service planning, integration, training and equipping the Army for an operation of this magnitude never launched before. Army also took over the task of training and guiding the Mukti Bahini as Sam wanted; three brigade groups of regular Bangladesh troops (part of Mukti Bahini) organised, trained and equipped for functioning
ern Command was given the required tanks, artillery, bridging and river crossing equipment concurrent to building road building to bases proximate to the border for launching the attacking formations. The three mighty rivers, namely Ganga (called Padma in Bangladesh), Brahmaputra and Meghna and their tributaries posed problems together with limited roads and likely enemy action of destroying bridges to impede progress. The campaign got going with the Indian Army supported by three brigades of the Mukti Bahini and the Bengali guerrilla army. The Mukti Bahini and its supporters were invaluable as guides and providing information about Pakistani troop movements. Overall the Indian Army and Mukti Bahini greatly outnumbered the three Pakistani army divisions. Major joint engagements occurred in the battles for Sylhet, Garibpur, Boyra, Hilli and Kushita. The strategy of swiftly capturing surrounding areas by selectively engaging or bypassing heavily defended strongholds worked beautifully. The cities of Jessore, Mymensingh, Sylhet, Kushita, Noakhali and Moulvibazar were quickly taken. Operations of the three Corps were closely coordinated. Innovations were done in transporting troops across rivers in using helicopters big and small. In a final attempt to eliminate the Ben-
MiGs blasted the Governor’s House in Dhaka, which shook the Pakistanis completely. From December 14, Niazi had begun making efforts to obtain a ceasefire. On the evening of December 15, Yahya Khan was hosting a house warming party for his new house in Peshawar. Among the few guests was Mrs Shamim, Yahya’s latest sleeping partner – better known as ‘Black Pearl’ whom he had appointed Pakistan’s ambassador to Austria. Later that evening Yahya slurred on Radio Pakistan that he will fight India for 100 years. On the morning of December 16, 1971, Major General (later Lieutenant General) J.F.R. Jacob, Chief of Staff Eastern Command flew to Dhaka on orders of Sam Manekshaw to obtain surrender of the Pakistani forces. Jacob met Niazi in his office, showed him the surrender document and told him, “I will give you 30 minutes and if you do not agree, I will order the resumption of hostilities and the bombing of Dhaka. I have offered you terms that you will be treated with respect and under Geneva conventions. We will protect all ethnic minorities and everyone. If you surrender, we will protect you. If you do not surrender, I wash my hands of anything that happens.” The surrender ceremony was signed the same evening by Lieutenant General J.S. Aurora and Lieutenant General A.A.K. Niazi after which Niazi handed
to abandon the strategic city. Naval aircraft from INS ‘Vikrant’ operated bombing missions in Bangladesh while Indian Navy blockaded East Pakistan ports. Navy and the Mukti Bahini established a naval commando force to target Pakistani assets with eight defectors and 15 more Bangladeshi seamen forming its nucleus force. A secret training camp ‘C2P’ was established at Plassey in West Bengal that trained over 500 personnel including combatants, university students and other civilians. On August 15, nine ships in Chittagong harbour were blown up by frogmen using limpet mines under Operation ‘Jackpot’. By November, naval commandos sank over 1,00,000 tonnes of shipping. The fighters were then provided gunboats; two patrol boats were also loaned by the Indian Navy. This flotilla struck Pakistani and allied ships in the sub-campaign ‘Operation Hotpants’. Ports, rivers and waterways were soon clogged with damaged or sunken vessels. An interesting event was the deployment of India’s Special Frontier Force in Chittagong operating under R&AW. The Pakistani army thought the Chinese had come to their rescue till reality dawned. India had tried all diplomatic efforts to avert the war by conveying to the world the plight of Bangladeshi refugees. The Prime Minister also visited few foreign countries for the same reason. However, India only received sympathy in response. The US sent an aircraft carrier in the Bay of Bengal to scare India for any action in East Pakistan. The British sent a naval contingent to the Arabian Sea but turned tail when Russian submarines surfaced up in their route.
Aftermath
(Top left) Senior Indian Army officers at Hardinge bridge; (Top right) Troops with captured weapons at Jamalpur; (Above left) Indian Army launch multi pronged offensive; (Above right) Indian Army continues its advance.
independently, in addition to training and equipping over 70,000 plus guerilla fighters.
Declaration of War On the evening of December 3, Pakistan Air Force (PAF) launched surprise pre-emptive strikes on eleven airfields in north-western India, including at Agra - 480 kilometres from India’s Western border. Addressing the nation same evening on radio, Prime Minister Indira Gandhi said that the air strikes were a declaration of war by Pakistan against India. India responded with air strikes in West Pakistan the same night. In the east, the Indian Army and the Mukti Bahini had already entered East Pakistan in November. Sam wanted a quick decisive campaign before any foreign intervention could come; multi-pronged thrusts from the East, North and West with Navy blockading ports and Air Force destroying PAF assets on ground or in the air. Detailed planning and preparation for the operations plus preparing Mukti Bahini fell on Lieutenant General Jagjit Singh Aurora, GOC-in-C Eastern Command. East-
gali intelligentsia, the Pakistan army began mass murder of Bengali intellectuals and professionals in Dhaka. The campaign saw the first ever parachute drop of an Indian airborne battle group in operations centered on 2 PARA from the Parachute Regiment. This was the brainchild of Brigadier (later Lieutenant General) I.S. Gill, himself a dare-devil paratrooper, who was the Director of Military Operations at Army Headquarters. Well known as ‘Inder’ Gill was awarded the Military Cross on February 3, 1944 for bravery while serving in the Corps of Royal Engineers as a young officer. He resigned from the British Army just before Independence and joined the Indian Army. He had an excellent rapport with Sam. The airborne drop at Tangail with Mukti Bahini in the area was hugely successful and a psychological blow to the Pakistani army. Elements of 2 PARA were the first Indian troops to enter Dhaka. On December 14, within 15 minutes of intercepting a message about a high-level meeting in Dhaka, four Indian Air Force (IAF)
over his revolver to Aurora with a trembling hand. East Pakistan had ceased to exist with total surrender of Pakistani forces. The IAF did a wonderful job supporting ground operations and knocking out Pakistani Air Force (PAF) assets in East Pakistan both on ground and in dogfights. IAF helped Mukti Bahini organise a formation of light aircraft (named Kilo Flight) manned and serviced by Bengali pilots and technicians who had defected from the Pakistani Air Force. Kilo Flight attacked targets in East Pakistan on December 3, 1971 prior to IAF involvement from December 4. By December 7, Tejgaon airfield was put out of operation, grounding PAF in East Pakistan. The IAF flew interdiction missions during the war blowing up ammunition dumps and other fixed installations. Gnats and Sukhoi Su-7s flew many missions in support of army units as they moved swiftly towards Dhaka including a heliborne assault by two infantry companies across Meghna River near Sylhet on December 7. Canberras repeatedly struck Jessore, forcing the enemy
Sheikh Mujibur Rehman, who had been released from jail under international pressure, went to London. He returned to Bangladesh via India after the Pakistan surrender in East Pakistan and took oath as the Prime Minister of Bangladesh. Indian Armed Forces returned to India along with 93,000 Pakistani POWs. On July 2, 1972, the Shimla Agreement was signed between Pakistan President Zulfikar Ali Bhutto and PM Indira Gandhi. Bhutto promised to resolve the Kashmir issue but did not want it to be put on paper on grounds his government would fall. He later reneged on the promise. India returned 93,000 POWs to Pakistan without obtaining the release of 54 Indian POWs languishing in Pakistani jails. Officers passing out from Pakistan Military Academy, Kakul continue to take an oath they will avenge the loss of East Pakistan. Pakistan army accelerated generation of terrorism but anticipating that chickens will eventually come home to roost sold their soul and territorial sovereignty of Pakistan to China. In August 2020, Prime Minister Sheikh Hasina-led Government of Bangladesh selected 3.5 acres of land in Ashuganj in Brahmanbaria District bordering Tripura to construct a standalone War Memorial for Indian soldiers who had laid down their lives fighting for the liberation of Bangladesh in 1971. Sam Manekshaw later said, “I got everything I wanted. I got the money. I went to the Soviet Union and got Soviet tanks; went elsewhere, got the equipment I wanted much against the wishes of the bureaucracy; they don’t like such things coming into the hands of the Service Chief, especially a Service Chief who took no notice of them. It was all done against their opposition but I had the Prime Minister’s support. She knew what the aim was and she understood that this man would carry it out”. Sadly after Sam, the bureaucracy has continued to rule the roost over Service Chiefs. The practice that Prime Minister Narendra Modi started in meeting Service Chiefs periodically in 2014, ceased quickly thereafter. The Chief of Defence Staff is not even an advisor to the Prime Minister. SP
6/2020 SP’s Land Forces
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INDIAN Army DAY SPECIAL
>> ARMY CHARACTER
2021
The future battlefield scenarios require that we be competent warfighters, but we cannot be competent fighters unless we are as intelligent and mentally tough as we are aggressive and physically rugged
Scholar Warrior Ethos of Indian Army — Morals, Ethics and Values Photographs: IAF, ADGPI / Twitter
Major General Yash Mor (Retd) “The man who enjoys marching in line and file by the strains of music falls below my contempt; he received the great brain by mistake; the spinal cord would be amply sufficient.” —Norman Dixon, (Psychology of Military Incompetence)
W
hile various transformational initiatives are intended to transit the Indian Army into a modern force that is prepared to fight and win wars of the future, the greatest challenge will be to transform existing mindsets to adapt to this transition. The change must reflect a professional mindset that is in tune and evolving with the times. The Indian Army has a long and illustrious record; it has excelled both in war and peace; combating and ensuring security against internal and external threats. While we have an enviable record; the future will demand increasingly higher levels of professionalism. In essence, a professional Army should either be at war, or preparing for one. This focus must not be diluted and diffusion avoided. Our functioning should be professional, ethical and transparent. Organisational goals should take precedence over personal ambitions. While there is much that is good, there is a need to curb the increasing tendency to take refuge behind age-old traditions and customs, to resist change. The inertia of status quo attitude needs to be overcome, so as to adopt modern best practices for a transformed Indian Army.
Morals, Ethics and Values
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The defining character of Armed Forces; entrusted with the security of our nation, is built upon an intrinsic value-based system. This value system forms the bedrock of the basic ethos of the Army. Essential qualities of professional commitment, sacrifice, loyalty, mutual trust and ethical conduct are
The complex operational environment of the future is unlikely to offer any relief or respite from across the spectrum of conflict. Given this reality, all officers should be prepared for close combat - all officers must be warriors first. 10
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(Top and Above): There is a need to inculcate a Warrior Ethos in the Army as they are soldiers first and foremost
driven by the functional ethos that prevails. Over the years, certain amount of diffusion has set in and needs correction, especially to reinforce the Warrior Ethos, stringent ethical standards and probity, while improving the working environment. Warrior Ethos. There is a need to inculcate a Warrior Ethos in the Army. We are soldiers first and foremost, and should reflect the ethos of a warrior, which is so aptly enunciated in the Bhagwat Gita, as under: “I am a warrior; fighting is my Dharma. I will train my mind, body and spirit to fight, Excel in all devices and weapons of war, Always protect the weak, Be humane, cultured and caring, Be truthful to the point of bluntness, Fight and embrace the consequences. God give me strength that I ask nothing of you”.
Soldier’s Code It is often said that, “The most powerful tool any soldier carries is not his weapon but his mind.’’ Morale, training and ethos have long been known to result in disproportionate effects on the battlefield. The complex operational environment of the future is unlikely to offer any relief or respite from contact with the enemy, across the spectrum of conflict. Given this reality, all officers should be prepared for close combat - all officers must be warriors first. The Scholar Warrior Ethos is about being a Soldier first. The Indian Army needs to train and motivate each officer to be a Scholar Warrior. Some of the attributes that we need to infuse in the officers and soldiers to turn out scholar warriors are: l Physically Fit and Mentally Tough. The importance of being physically fit needs no emphasis. What is needed is a method to ensure officers do not end up being unfit during staff and instructional tenures. The future battlefield
The Army as an institution cannot allow any compromise in its own standards of ethics and probity. The impeccable character and transparency that is expected of soldiers should be constantly reinforced. scenarios require that we be competent warfighters, but we cannot be competent fighters unless we are as intelligent and mentally tough as we are aggressive and physically rugged. l Technically and Tactically Proficient. The future will belong to leaders who are innovative and who can exploit the available technology to accomplish the objectives set out for them. The officer will have to have an ability to ‘out think’ and ‘out fight’ any adversary. l Operationally Adaptive. As per the service, officers should be able to think and understand ‘Operational Art’. The best time for research and education in this field is the middle years, when officers undergo courses at Staff College and Army War College. Such experiences are critical to the development of the middle and senior level leadership. We need to encourage publishing of thoughtprovoking, sometimes critical articles in our military journals. We also need our officers to develop and refine their communication skills. As officers progress, their ability to communicate effectively— orally and in writing—takes on increased importance. Professional Military Education at each stage of the career of the officers is of utmost importance. l Be A ‘Pentathlete’. The Indian Army needs to nurture individuals who, metaphorically speaking ‘can do it all’. We need junior leaders who are comfortable not just with major combat roles but with operations conducted throughout the spectrum of conflict, as well. It is important to get our future commanders and leaders out of their intellectual comfort zones. l Bold and Audacious. Risk Taking Capacity. The training and routine in the Indian Army should be adapted to generate ‘thinking’ and ‘dynamic’ leaders who will inculcate a flexible, innovaContinued on page 14...
INDIAN Army DAY SPECIAL
>> UNCONVENTIONAL WARFARE
2021
Grey Zone Threats – Implications on Force Structuring Grey Zone conflict strategy has also gained traction due to the pre-eminence of the virtual world in governance, social media, domestic life, commerce and trade. Countries poorly governed are more susceptible to such threats. COVID-19 crisis has further complicated the issue. Photograph: defense.gov
Lt General Dushyant Singh (Retd)
grey zone activities against India emanate only from China and Pakistan. However, this is not entirely true. There have been a number of instances of information operations falling in grey zone launched by friendly nations to promote their national interests. A case in point is the engineering of Dalit agitation of April 2018. The way BBC and Al Zazeera covered these events one tends to conclude that these were orchestrated by the US and the UK. The adverse media cover to happenings in India support for NGOs also can be clubbed under this rubric.
S
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piraling Cost of conventional war calls for non-traditional strategies which are defined as irregular, hybrid, proxy, non-contact etc., falling under an umbrella term of Grey Zone warfare. A look at rising US war bills drives home this point compelling other nations to resort to grey zone warfare. For example, as per a US study, it has spent $6.4 trillion since 2001 on all wars fought by it. On the other hand, waging a proxy war with non-state actors in the grey zone can cause unacceptable damage at minimum costs. For example, between 1989 to 2002, government of Jammu and Kashmir (now a Union Territory) spent `3,630 crores (approximate $500 million) on anti-terror operations of which `2,357 crores was reimbursed by the central government (approximate $330 million). Against this Pakistan has spent miniscule both in terms of military and finances to wage a proxy war against India. Disproportionate outcomes, of below the threshold of warfare has encouraged nations to adopt non-military means to achieve their political goals. This form of warfare has led to the phrase “grey zone conflict” which is an overarching term to include cyber, information, hybrid, proxy and threshold warfare, brinkmanship strategies, acts of sabotage and disruption of essential services. l This unchartered territory which nations have to wade through will lead to realignments and reorganisation of global / institutions such as WHO, WTO, UNICEF and so on. For example as per Rema Nagarajan, the global participation and contribution to WHO has taken a severe beating with US withdrawal following allegations that the DG tried to shield China for its complicity in mismanaging the spread of virus. This space is a fertile ground for psychological warfare, cyber warfare and terror war which are essentials of grey zone warfare. It has also been seen that each country has coined its own terminology for grey zone warfare such as “Unrestricted Warfare” and the “Three Warfare Strategy, comprising legal, psychological and information warfare by China.” Similarly, Russia practices Gerasimov doctrine a mix of hybrid and threshold warfare, which some experts like David Carment and Dani Belo term as “hybrid balancing.” Iran, Pakistan and USA have almost perfected the art of proxy warfare which can be grouped under the rubric of grey zone warfare.
China-Pakistan collusion in the grey zone is now a reality more as evident from some recent actions 12
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Meeting the Challenges of Grey Zone
Cyber Operations Center
Where does India stand in all this? Sadly, India lags far behind its adversaries even in defensive mechanisms to counter threats emanating from the grey zone. As a result, contemplating any proactive strategy is a distant dream. What are the reasons for such a state? Is it idealism in foreign policy, lack of domain capability and will to adopt such a form of warfare by our national leadership or combination of all these? These questions beg honest answers which would help evolve a strategy to deal with this emerging and dangerous form of warfare of the future. In fact, given the shady nature of grey zone warfare there is a need of more covert activity strategists than “just approach” advocates.
Elements of Grey Zone Conflict Grey Zone conflicts are characterised by l staying below the threshold to preempt a military response. l They unfold gradually over time rather than in bold, all- encompassing actions drawn out over years or even decades to preclude decisive response from the adversary. l They lack attribution. l In cases, where attribution is overt, use of extensive legal and political justifications often grounded in historical claims supported with documentation forms part of the conflict obfuscation. l To avoid decisive responses, grey zone campaigns typically stop short of threatening the defender’s vital or existential interests. l Sixth, even as it seeks to remain below key thresholds, it employs the risk of escalation to coercive advantage. l Grey zone campaigns are typically built around non-military tools, as part of the tactics of remaining below key thresholds for response. They employ diplomatic, informational, cyber, historical half-truths quasi-military forces,
militias, and other tools and techniques to avoid the impression of a military aggression. To respond adequately, defenders must develop matching tools of statecraft to neutralize the threats. l Finally, grey zone campaigns target specific vulnerabilities in the targeted countries.
Grey Zone threat to India India is facing an unending threat from its two inimical neighbours China and Pakistan. Realising its conventional weakness, Pakistan has perfected the strategy of “Bleeding India through a Thousand Cuts.” China-Pakistan collusion in the grey zone is now a reality more as evident from some recent actions by Pakistan such as attempt to change the status of Gilgit-Baltistan (GB), conduct reportedly rigged elections, publishing farce of a map showing Ladakh and Junagadh as parts of Pakistan. Such actions by Pakistan in collusion with China are being taken with utter disregard to past treaties and international laws. Similarly, China, is now resorting to pressure point tactic, through face-offs and salami slicing at the northern borders besides leveraging its economic strength to adversely influence our economic growth. The recent example of China trying to swamp Indian economy through ASEAN sponsored Regional Comprehensive Economic Partnership (RCEP) is a case in point. Actions along the Northern borders in Galwan, precluding the use of firearms to prevent any escalation, inciting or prompting Nepal to raise the Limpiyadhura-Kalapani-Lipulekh dispute and Doklam are a few incidents that can be clubbed under grey zone. Also skillful use of maps and old fabricated revenue documents used by China to buttress their claims over territories along the LAC and Borders will fall under grey zone. Other Sources of Grey Threat. There is also common perception that most of the
The grey zone threat from China and Pakistan is an existential and futuristic threat, which is unlikely to be resolved amicably. Strategic wisdom lies in anticipation of, and preparation for future wars. Gerismov has predicted that wars in the future will be 75 per cent non-contact and 25 per cent contact. Even in the 25 per cent contact sphere the chances of outright conventional wars are unlikely. Arzan Tarapore writing in Carnegie India backs his conclusion with irrefutable logic that, lack of adequate focus to deal with grey zone capabilities by the Indian Armed Forces has left political leadership to respond to such threat with all-ornothing choice in the use of military force — either start a major conventional war or abstain from any military action. Country needs to develop capabilities in the irregular and nontraditional domains. This will not only curb rising military expenditure but also lead to better conflict resolution. In generic terms, we can broadly group desired grey zone capabilities in each component of Comprehensive National Power which will have a direct bearing on our ability to withstand any challenge in the grey zone. There is a need for a “whole of nation approach” utilising all the elements of national power i.e., Diplomacy, Information, Military and Economic (DIME). While meeting grey zone challenges needs a multipronged approach in all four domains of DIME, this piece will focus on information and military security domain only with a view to evolve an outline strategy and force structure to deal with such threats.
Information Security – National Level Initiatives Information Technology has already stepped into new realities of big data, quantum computing, machine learning, artificial intelligence and robotics. The use of space based technologies has further made these systems robust, agile, responsive and dynamic in real time. This has impacted the entire spectrum of national power both hard and soft. To exploit this domain for grey warfare, the strong software base in India needs to be supported by developing an indigenous hardware design and production capability. Given the growth lag in hardware sector, India should collaborate with countries like Singapore, South Korea, Taiwan and other world leaders as an offset to trade negotiations. India needs
>> UNCONVENTIONAL WARFARE to acquire manufacturing skills in semiconductors to enhance indigenous production and guard its intellectual property rights with a viable legal framework. Investment both private and public in semiconductor industry is a must if we are to become truly ATMANIRBHAR. India needs to identify vulnerabilities to its info infrastructure and critical data to create backup and redundancy in communications, power transmission, aviation & railways. Cyber-attacks are a reality which need refined, comprehensible and easy to execute crisis and disaster management plans along with indigenous capability to escalate cyber deterrence. There is also an inescapable requirement to create redundancies for space based assets and their services. Further there is a need to develop an offensive capability as well in this domain because any information operations architecture will get breached against sustained attack by determined virtual world predators. Chinese have breached the Pentagon Virtual Space on a number of occasions. Therefore, unless the adversary is also made conscious of the fact that his infrastructure and national systems can also be targeted in equal measure it will be well neigh impossible to achieve credible deterrence in grey zone. However, to achieve this we must exploit our software skills by raising an army of hackers who can at critical juncture incapacitate adversaries’ systems and render them in effective. Information-Cognitive dimension of the Indian Public including Armed Forces Personnel is highly susceptible which can lead to both tangible and intangible gains for adversaries. There is an urgent need for a strong internal communication mechanism to dispel rumours and misinformation. At the national and even at the Armed Forces level it does not seem to exist. Even if it does it has been left to private media houses to run counter fake news and counter propaganda campaigns. International media such as the BBC, Al Zaaeera, New York Times, CNN, Global Times, Military Security Services (MSS) China, DGISPR, ISI are churning out anti– India fabricated news at will with Indian media machinery paying only lip service to counter them. The potential flash points having propensity to turn into major public law and order situations get inflamed and turn into mass movements. CAA and NRC agitations are some recent examples. This needs to be kept under constant vigil with TECHINT and HUMINT under an integrated National Intelligence Surveillance and Reconnaissance (ISR) infrastructure to ensure common operating picture by all stake holders. Linguistic skills to include most spoken dialects of languages in regional countries especially Mandarin should be enhanced and harnessed. The crux of the argument is that there is a need to evolve a robust national Information Operations Infrastructure.
Existing Information Operations Structure are still evolving
the country both in the military and nonmilitary domain. The table below shows the current setup which presents a very adhoc scenario. Some suggestions to improve the Strategic Information Security of the country are discussed below. l Apex leadership a single point agency to oversee and coordinate all National level efforts in the information domain is needed urgently. This is a specialised function and requires a dedicated organisation with accountability to the PMO / NSA. Delegating it as a sub function to one of the Dy NSAs may not be adequate. This must reside as a distinct identity either directly in the PMO or Under the NSA as Dy NSA (Information Operations). The military component must also directly key in to the proposed apex leadership. The apex Information Operation leadership must also have the staff drawn from all relevant agencies / civilian / military experts such as media, intelligence, psychological warfare, electronic, cyber and space warfare. l The role and task of the proposed Information Operations Organisation must be to undertake a threat assessment of all possible vulnerabilities to national security by our adversaries. Consequently, the necessary response must be formulated and directions passed to various agencies involved in managing threats related to information domain. The role of this agency must also extend beyond the military to public information and market related information management. l Range of Information Security at the national level, as per a Rand Study, is very broad and covers a wide spectrum such as foreign to domestic issues, national to local, wars to crimes, maintenance of public goods and services, smooth functioning of the economic and social activities. A schematic representation of the spectrum of information security is shown in the diagram above.
Changes in Military Security Strategy and Structures The national military security strategy
should constitute Conflict prevention, management and termination strategy across the entire spectrum of warfare including grey zone. However, as discussed above India will be facing threats mostly in the grey zone and hence it would be more prudent to build military capabilities in the grey zone to respond to salami slicing and proxy war threats of Galwan, Doklam, Chumar, Depsang type by China and Pathankot, Uri, Pulwama type by Pakistan. Currently we are laying undue emphasis on creating large formations focussed on conventional punitive operations which not only have the inherent danger of escalation but also inhibit military response in grey zone. The answer lies in firmly moving to small agile land formation like the Integrated battle groups duly backed by effect based joint operations under integrated theatre commands. At the same time build capability to deal with grey zone threats by focussing on special forces, cyber operations, information operations and using niche technology based operations such as swarm drones and high precision long range systems. Agile, lean and technologically empowered Special Forces would provide a better response option to counter grey zone threats. These Special Forces should also have the capability to operate beyond boundaries. Therefore, for a robust military response we need to build a Joint and Combined Arms Capabilities in our defence forces. Use of irregular forces such as terrorists, insurgent organisations to wage proxy / hybrid wars and employment of Anti National Elements would also form an integral part of grey zone warfare by our adversaries. To deal with such threats the future structures must be broadly organised as under: l Strengthen the CDS system by mandating him to gradually transform the operational structure of Armed Forces towards Integrated theatre commands with agile and lean forces based on joint force structuring to deal with threats across the conflict spectrum including grey zone. l SF of all the three services need to be grouped under a combined joint SPECIAL FORCES command to respond to
Important Structures Involved in Information Operations Non-Military
Military
Intelligence Bureau (IB)
Defence Intelligence Agency (DIA)
R&AW (Research and Analysis Wing)
DMI (Directorate of Military Intelligence)
NIA (National Intelligence Agency)
DNI (Directorate of Naval Intelligence)
CBI (Criminal Bureau of Investigation)
DAI (Directorate of Air Intelligence)
NTRO (National Technical Research Organisation)
SI (Signal Intelligence)
Agile, lean and technologically empowered Special Forces would provide a better response option to counter grey zone threats such threats. The Special Frontier Forces must also get grouped under this command. Future engagements are likely to occur unanticipated and the response thereof has to be rapid and lethal. Special Forces should also have the capability to operate beyond Indian Territory. This is imperative considering India’s strategic interests, stakes in the Indian Ocean Region and the widespread Indian diaspora. l Jointness, integrated and synergised efforts are required to operate in a highly mobile, sophisticated and lethal environment. Most of the Armies in the world have adopted integration over jointness. Cyber war, information war, out of area contingencies and hybrid threats are some of the areas wherein the integration of resources is imperative and must be handled by joint forces commander. Accordingly, creation of the following joint organisations at the CDS and Theatre Commander level are essential: – Transforming and expanding the role of the Defence Intelligence Agency (DIA) into National Military Information Operations Agency (NMIOA) for strategic guidance on operations related to dealing with threat of information war, cyber war, and Intelligence Operations in the Military Domain across the borders. – Enlarging the scope of Defence Cyber Agency to include both defensive and offensive measures and placed under the proposed NMIOA. – Creation of the above capabilities and suitable structure at the Integrated theatre command levels and operational formations placed under Theatre Commander. l Creation of a strong military media agency at the CDS and the theatre level managed by professional with supervision by military professionals. ADGPI falls well short of expectation in this arena.
Conclusion
National Cyber Security Advisor Information & Broadcasting Ministry
ADGPI & Defence PRO
CISD (Cyber and Information Security Division), MHA
Defence Cyber Agency
• Other agencies at the national level are ED, EIC, NCB, CID, REIC, RRC, IPIO etc
A number of agencies are looking after various facets of Information Security in
Apex Leadership: Director National Information Agency
The national military security strategy should constitute Conflict prevention, management and termination strategy across the entire spectrum of warfare including grey zone
Military Information Management Strict rules and regulations Dedicated Single Purpose Simplex Narrow band
War
Crime
External Policy
Internal Policy
Govt
Private
National
Local
Non-Military Information Management Few Rules Distributed Multipurpose Complex Wideband No additional cost
Contrary to the view of many Western academics and journalists, Gerasimov emphasises that there is no model or formula for warfare, but rather each scenario is markedly unique and requires a tailored approach. In his view, however, “war in the 21st century is conducted at a roughly four-to-one ratio of non-military and traditional military tools and tactics”. Therefore, we need to evolve our own solutions both for offence and defence in the grey zone. While we prepare for future wars based on alternate scenarios, there will be a requirement of greater synergy between all components of security architecture, which needs to be directed towards achieving our National Security Objectives in real time including countering the threat in the grey zone through an institutionalised whole of nation approach. SP The author is Ex Corps Commander 11 Corps, Ex Chief of Staff Eastern Command, Ex Commandant Army War College and Ex IG (Ops) NSG.
6/2020 SP’s Land Forces
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INDIAN Army DAY SPECIAL
>> Missile technology
2021
Accuracy, Range of LORA Missiles Demonstrated in Firing Trials
I
srael Aerospace Industries (IAI) has recently completed a dual operational firing trial with LORA, the LongRange Artillery Weapon System, a precise ballistic surface-surface strike missile (SSM). The trial was performed as part of IAI’s work plan, testing and proving the production series of the said missile. The test demonstrated the state of the art capabilities of the advanced system to customers. The test also verified certain improvements in electronics, and components that contribute to the system’s accuracy. Held in the open sea, the complex trial included two scenarios to test and demonstrate LORA’s advanced capabilities. The first scenario involved a short-range launch to 90 km and the second to an extended range of 400 km. Under both scenarios, the missile was launched to its trajectory, navigated its course to the target, and was concluded by a successful hit with utmost precision. Both the weapon system and the missile successfully met all of the trial’s objectives. According to Boaz Levy, IAI’s EVP and General Manager of the Systems, Missiles, and Space Group, the trial was executed according to a fully functional design, which tested the system’s maneuvering, strike, and precision, as well as technological developments and enhancements introduced by the engineers. “Performing a trial with this level of complexity during these days is a testament to IAI’s unwavering
(Left and Right): LORA ballistic missile launchings during firing trial
LORA ballistic missile hitting the target at maximum range
commitment to our clients across the globe. The impressive results of the trial prove the system’s maturity and state-of-the-art capabilities.” Levy added. Developed by IAI’s Missiles & Space Group MALAM division, LORA is a longrange surface-to-surface missile (SSM) that can be launched at targets at various ranges with a precision level of 10 meters CEP. The ballistic missile can be launched from landmobile launchers or naval vessels, at targets designated by their location. The missile uses GPS-based navigation system aided by an inertial navigation system, delivering hit accuracy of 10 meters. The missile can carry either a multi-purpose a blast-fragmentation or a penetration warhead of 240 kg of weight. The missile system being tested was an operational ground version of the system, comprised of a four-canister launcher unit and command control shelter. Only two missiles were used on this test, both successfully fired the missiles from a position in the open sea to comply with the safety and qualitative requirements of trials of this type. The trial was executed with a portable trial field and a capsule team that managed the trial remotely. Boaz Levy, IAI’s EVP and General Manager of the Systems, Missiles and Space Group, said: “The complex trial, performed under COVID-19 limitations, demonstrated the advanced capabilities of both IAI and LORA, our strategic missile system. SP
>> ARMY CHARACTER Scholar Warrior Ethos of Indian... Continued from page 10
www.spslandforces.com
tive mind while simultaneously exploit boldness and audacity. The risk-taking ability of Junior leader should not be curbed since they are the backbone of our organisation at the cutting edge. Finally, it is these young officers who deliver in almost all war like situations. l ‘Hope of Success’ or ‘Fear of Failure’. As military leaders progress in their careers, it is seen that they have low tendency for risk taking. There are grounds for thinking that incompetent commanders tend to be those in whom the need to avoid failure exceeds the urge to succeed. Risk taking is fraught with dangers and may result in ‘bad report’ if things go wrong. The military leaders should be encouraged to work from ‘hope of success’ as only such commanders can come out with innovative
The Indian Army has a long and illustrious record; it has excelled both in war and peace; combating and ensuring security against internal and external threats. A professional Army should either be at war, or preparing for one.
14
SP’s Land Forces 6/2020
and bold plans, a prerequisite for success in operations. l Encourage Dissent. There is a general tendency to discourage constructive suggestions and dissent in military matters. This is true both on the formalised courses of instruction as well as in the units and formations. Constructive suggestions are misconstrued as a zeal to show off, arrogance, dissent, or even insubordination! In tactical matters this approach is fraught with the peril of ensuring mediocrity, predictability and straight-fromthe pamphlet solutions. Professional arrogance based on competence and commitment, rather than a flexible spine - should be credo of the officer corps.
Promoting Ethics and Probity in Military Life Notwithstanding the erosion of values and standards of ethical behavior in the society, the Army as an institution cannot allow any compromise in its own standards of ethics and probity. The impeccable character and transparency that is expected of soldiers should be constantly reinforced. Therefore, there is a requirement to lay down a code of conduct to ensure a culture of ethical standards and probity. A suggested code is enumerated below, as a guide to be followed and reinforced:l Senior leaders should lead by example and set the standards. l Perks, at various levels, need to be codified and not be left to individual interpretations. Misuse/abuse of perks and privileges should not be tolerated. These need to be austere and in tune with modern times.
l Parochialism threatens to mar the fair
l Encourage innovative approach and a
and just image of the Army and needs to be curbed at all levels. It’s manifestation in the garb of misplaced sense of espiritde-corps, loyalty and regimentation has to be guarded against. l There is no place in a modern Army for turfs based on arms and services and propagation of the ‘lanyard culture’. l For a healthy professional atmosphere, a clear distinction between ‘On Parade’ and ‘Off Parade’ is essential. l Excessive, organised social activities should be curbed. Social functions, when held, should uphold the dignity of a military function. These need to be brief and austere events. l Reduce over emphasis on ceremonials and non-productive spit and polish. These events sap the energy of any organisation and thus must be kept to the bare minimum. l Exercise due propriety in the use of public and regimental funds. l Adopt a fair and judicious appraisal culture. Encourage honest reporting. Mistakes should be acceptable; provided they are not deliberate or repetitive. l Sustain focus on operations and training. Tendency to crowd the calendar is counterproductive and needs to be curbed by senior commanders.
non-hierarchal generation of ideas and concepts. l Encourage genuine dissent to bring out rational, unconventional and bold solutions to military issues. l Employment of soldiers on non-professional duties should be avoided. All noncore activities should be outsourced, where ever feasible. The dignity of the soldier should always be kept in mind while assigning administrative duties. l We need to adopt network systems and the concept of paperless offices. The security aspects should be resolved so that they do not retard our march towards technology. l A renewed effort must be given to playing sports, all units and sub units across all military stations where ever possible must be out in the sports fields. ‘Play the Game’ should be the motto for young officers and solders alike. It is essential that we nurture junior leaders and soldiers, who are our most important resource. Time spent in training and in caring, is time invested wisely in the future of our Army. Preserve them, nurture them and encourage them. Each senior commander must ensure a tension free environment where each one can serve with dignity and honour. On this Army Day let us dedicate ourselves to; Integrity, competence and commitment. SP Jai Hind!
Rework the Working Environment With infusion of technology and to meet the demands of a dynamic environment, there is a definite need to adopt ‘Directive Style of Command’ at every level. Some of the steps that may be considered are:-
A special article from a veteran who spent his entire life encouraging high standards of leadership
>> News in Brief Major Rejig at Army HQs Appointment of Deputy Chief of the Army Staff (DCOAS) (Strategy). It is understood that the Government has agree to the creation of a new appointment called ‘Deputy Chief of the Army Staff (DCOAS) (Strategy)’ who will oversee perspective planning, military operations and information warfare. The third DCOAS (strategy) will act as a “single-point-advice” to the Vice Chief of the Army Staff (VCOAS) on operational issues. Lt General Paramjit Singh, who is currently serving as Director General of Military Operations is expected to be appointed as DCOAS (Strategy). Creation of another new post of Director General of Information Warfare (DGIW) is also on the anvil, which has been created due to the requirements of the future battlefield, hybrid warfare, and social media. Director Generals of Operations (DGMO), Military Intelligence (DGMI), Perspective Planning (DGPP) and Operational Logistics (DGOL) along with the newly created post DG Information Warfare (DGIW) will come under the DCOAS (Strategy). Earlier all these appointments reported separately to the VCOAS. Deputy Chief of Army Staff Capability Development and Sustenance (DCOAS) (CD&S). The Army HQs has streamlined the procurement process by combining revenue and capital expenditure under a single appointment named as DCOAS (CD&S). The current commander of 4 Corps Lt General Shantanu Dayal is likely to become the first DCOAS (CD&S) when he takes charge in January 2021. The Director General (DG) Weapons and Equipment has been renamed DG Capability Development and the Master General of Ordnance has been renamed as DG Sustenance. Both these along with Army Design Bureau which is in charge of industry interaction and development of futuristic systems, will report to the new deputy chief.
Defence Minister Rajnath Singh hands over DRDO systems to Armed Forces Chiefs
Defence Minister Rajnath Singh on December 18, 2020, handed over three indigenously developed Defence Research and Development Organisation (DRDO) systems to the Armed Forces Chiefs. Defence Minister handed over the Indian Maritime Situational Awareness System (IMSAS) to the CNS Admiral Karambir Singh: ASTRA Mk-I Missile to ACM Rakesh Kumar Singh Bhadauria and Border Surveillance System (BOSS) to the COAS General M.M. Naravane. The Defence Minister complimented the DRDO scientists for their outstanding work in developing defence systems. BOSS is for the Army which is an all-weather electronic surveillance system successfully designed and developed by Instruments Research & Development Establishment, Dehradun. The system facilitates monitoring and surveillance by automatically detecting the intrusions in harsh high-altitude sub-zero temperature areas with remote operation capability and is being produced by Bharat Electronics Limited (BEL), Machlipatnam. It has been deployed at Ladakh for day and night surveillance.
Successful Trials of 5.56x30mm Joint Venture Protective Carbine (JVPC) Defence Research and Development Organisation (DRDO) designed 5.56x30mm JVPC has successfully undergone the final phase of User trials on December 7, 2020.
L&T-made 91st K9 Vajra-T Gun flagged off by Gujarat CM at Armoured Systems Complex
Publisher and Editor-in-Chief Jayant Baranwal Deputy Managing Editor Neetu Dhulia Senior Editorial Contributor Lt General P.C. Katoch (Retd) Senior Technical Group Editor Lt General Naresh Chand (Retd) Air Marshal B.K. Pandey (Retd) Principal Correspondent Ayushee Chaudhary 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 S. Mishra (Retd), Rohit Sharma Chairman & Managing Director Jayant Baranwal
C
hief Minister of Gujarat, Vijay Rupani flagged-off the 91st K9 VAJRA-T Gun from L&T’s Armoured System Complex (ASC). Maintaining the track record of ahead-of-time deliveries in this Ministry of Defence (MoD) programme, the 91st Gun was also dispatched ahead of contractual delivery date – a testimony to the capabilities and complex system integration skills, planning prowess and execution efficiency of L&T. L&T Defence is currently producing the ‘K9 VAJRA-T’ 155mm/52 calibre Tracked, Self-Propelled Howitzer Guns under the largest contract awarded to an Indian Private Company by the Ministry of Defence. On this occasion, J.D. Patil, Wholetime Director & Senior Executive Vice President (Defence & Smart Technologies), L&T, said. “With the delivery of 91st Vajra Howitzer, we have created an Industry benchmark by once again delivering the only inservice, 155mm/52 calibre Artillery Gun, ahead of schedule. We hope and believe
This was the last leg of trials in a series of User trials which have been carried out in extreme temperature conditions in summer and high altitudes in winter. JVPC is a Gas Operated Semi Bull-pup automatic weapon having more than 700 rpm rate of fire, effective range of more than 100m and weighs about 3.0 kg. The JVPC has been designed by Armament Research and Development Establishment of DRDO. The Weapon is manufactured at Small Arms Factory, Kanpur while the Ammunition is manufactured at ammunition Factory, Kirkee Pune.
Successful maiden launch of MRSAM
Defence Research and Development Organisation (DRDO) has achieved a major milestone on December 23, 2020 with the maiden launch of Medium Range Surface to Air Missile (MRSAM), Army Version from Integrated Test Range, off the Coast of Odisha. The missile completely destroyed a high speed UAV target which was mimicking an aircraft with a direct hit. Army version of MRSAM is a surface to Air Missile developed jointly by DRDO and Israeli Aerospace Industries (AI), Israel. MRSAM (Army) weapon system comprises of Command post, Multi-Function Radar and Mobile Launcher system. The team
Executive Vice President (Planning & Business Development) Rohit Goel
that under the Atmanirbhar Bharat policies of the Central Government. The ‘K9 VAJRA-T’ systems are being delivered with more than 80% indigenous work packages and above 50% indigenisation (by value) at the Program level. This involves local production of over 13,000 types of components per gun system through a supply chain of about 1000 industrial partners, mostly MSMEs, with about 150 of them being from the state of Gujarat. L&T targeted and took sustained efforts and innovated by indigenising ‘K9 VAJRA-T’, right from the first prototype developed for user evaluation trials by utilising basic K9 Thunder from the South Korean Partner Hanwha Systems and indigenously developing and producing fourteen critical systems, including the Fire Control System, Direct Fire System, Ammunition Handling System and other environment control and safety systems to suit Indian operating conditions and requirements. SP from the Army also witnessed the launch. Defence Minister Rajnath Singh lauded the efforts of DRDO.
Defence Minister Approves proposal to procure indigenous equipment The Defence Acquisition Council (DAC) held under the Chairmanship of the Defence Minister approved Capital Acquisition proposals of various Weapons/Platforms/ Equipment/Systems for the Defence Forces at an approximate overall cost of `28,000 Crore (about $3.8 billion) on December 17. This is the first meeting of the DAC under the new regime of Defence Acquisition Procedure 2020 and these are the first set of Acceptance of Necessity (AoNs) accorded with majority AoNs being accorded in the highest categorization of Buy Indian (IDDM). 6 of the 7 proposals, that is, `27,000 Crore out of `28,000 crore will be sourced from the Indian industry. Modular Bridges are being acquired for the Army and the rest is for the Navy and the Air Force. SP
APPOINtMENTs l Lt General Tarun Kumar Aich took over as Director General, National Cadet Corps on January 1, 2021. l Lt General A.K. Samantara took over as Director General of Infantry on December 21, 2020.
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l Lt General, H.S. Kahlon took over from Lt. General Sanjay Verma as Director General Capability Development (CD) on December 4, 2020; which was earlier called Weapons and Equipment.
6/2020 SP’s Land Forces
15
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