SP's Naval Forces 04-2006 by SP Guide Publications Pvt Ltd

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Images 2006 4 page 10

Growing Indo-US Cooperation 3page 7

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“Uranium could also lead to the construction of bombs. A single bomb of this type, carried by boat and exploded in a port, might very well destroy the whole port together with some of the surrounding territory.”

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- Albert Einstein in a letter to US President Franklin Roosevelt on August 2, 1939

It can be said with great pride that the Indian Navy is modern, vibrant and versatile. The focus of the Indian naval leadership is to build the service into a balanced three-dimensional force with the ability to respond promptly to military threats or benign situations. These and many other insights on the Indian Navy were given by the Chief of Naval Staff, Admiral Sureesh Mehta in an interview with SP’s Naval Forces (SP’s NF). Even as the Navy looks back with pride on its achievements in 2006, we at SP’s NF celebrate one year of publication with the fourth issue of the year. And in keeping with our past track record, SP’s NF brings to readers several exclusive and thought-provoking articles

The then CNS Admiral Arun Prakash releasing SP’s NF ingaural issue on January 12, 2006.

We do look forward to your feedback on making the journal more interesting and topical. Happy reading and Happy New Year!

JAYANT BARANWAL MANAGING EDITOR & PUBLISHER

Exclusive Interview

and features in this issue. A highlight of this issue is a photo-feature, Images 2006 that vividly captures the key naval events of the year that went by. An added attraction is a graphic description of Europe’s largest naval exhibition, Euronaval, that was held in Le Bourget, Paris.

Admiral Sureesh Mehta, Chief of the Naval Staff believes that in the coming years the navy will be increasingly called upon to fulfill India’s national aims and objectives. Full interview on page 3...

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Strategy

Building a Transnational Power

As the Pakistani ‘threat’ will disappear in the next decade, India should work towards building a transnational power in which the Indian Navy can play an important role. *RAJA MENON

capitalising on the Pakistan ‘threat’, it has been a long and lonely strategic journey for Indian maritime thinkers in the last 50 years. But, pay back time is fast approaching. The Pakistani threat is due to disappear in the next decade. This will happen not because of anything the services have done, but because of globalisation, economic liberalisation, the end of the cold war, the openness and decentralisation of the Indian economy and all the other factors that makes India an emergent power. On the other hand, the lack of democracy and Pakistan’s inability to either grow in the Chinese style or the Indian style will eventually marginalise Pakistan in relation to India. What then will be the joint service strategy in India? The Indian Navy will not need to make any gear changes to deal with ‘the world’ in which Pakistan figures but little. The reasons for that level of complacency comes from the existing and future planned force structure of the navy. The centrality of the aircraft carrier becomes significant. Long derided because of its limited utility against Pakistan, it has suddenly dawned on analysts that true sea-power without an aircraft carrier is a nonstarter.

Navsource.org

The need to command the heights above a task force at sea will always need instantly available combat air capability that only an aircraft carrier can provide. If the carrier is large enough to operate large aircraft, then its utility for power projection becomes significant. Only catapult launched aircraft have the sensors and weapons to fight large shore based aircraft and damage shore targets. So increasing the size of the carrier from a pure Air Defence Ship (ADS) to a power projection carrier is a cost effective solution.

arly Indian maritime strategists were British officers on loan to India. They gave the Indian Navy and the nation an ‘oceanic’ view of maritime strategy, based upon their own situation as a world sea power. The Indian Army had no time to develop its own strategic vision, caught up as it was with repelling tribesmen from Kashmir in early 1948. Thereafter, there has been little debate over the ‘centrality of territoriality’ in the land.

The importance of territoriality was reinforced by the 1962 war with the Chinese. The trouble in Kashmir and the 1962 war made it clear to the MoD, the majority of politicians and many of the senior armed forces officers, the unshakeable conviction that the primary duty of the armed forces is land chowkidari. In Pakistan’s case, however, the ambition of acquiring more territory, on the grounds that Kashmir had a Muslim majority, seemed to convince Pakistani strategists that military strategy is also only about territory. In such a hysteria of connecting force structure to conquest, it was the Indian Navy’s good fortune to tie its strategic thinking to

▸ ▸ ▸ Though long delayed, India

will field the two naval weapon systems that eventually rule the waves, the Ballistic Missile Submarine and the nuclear powered Hunter Killer. ◂ ◂ ◂ 2

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the established theories of classical maritime strategy, helping to keep its sights on the main issue. So what was the main issue in maritime affairs? It was to identify the country’s long term maritime interests and create a force to meet those objectives, and incidentally, to deal with Pakistan. But the results of this kind of approach can be seen for itself. While the Indian Army and Indian Air Force have been given a lion’s share of the budget for over 60 years, there is little confidence in either of these two services being able to deal with the Pakistani ‘threat.’ The reason for this needs elucidation. The armies and air forces of both India and Pakistan have engaged in a self defeating race to neutralise each other, thereby neglecting the overall world picture in both capitals. The Indian Air Force is yet to acquire an Airborne Warning and Control System (AWACS), the primary source of combat air superiority, developed almost a quarter century ago. The Indian Army has an infantry to armour ratio that is probably the worst in the world, considerably worse than Pakistan’s, thereby reflecting the penchant for ‘holding ground’. Such a ratio precludes the army to effectively dominate the adversary in the plains or open terrain. With the other two services content or insistent on

▸ Long Range Maritime Surveillance aircraft of Boeing’s P-8 type can provide capability for long range surveillance in the Indian Ocean Region.

In many other ways too the navy has been cooking its recipes slowly but surely. The nuclear weapons programme was operationalised in about four or five years after Rajiv Gandhi gave the go ahead in 1989. But the strongest platform to carry a nuclear deterrent, the Ballistic Missile Submarine has been in building for almost 20 years. Though long delayed, India will field the two naval weapon systems that eventually rule the waves, the Ballistic Missile Submarine and the nuclear powered Hunter Killer.

▸ ▸ ▸ The forthcoming

acquisition of the USS Trenton will be of great benefit in projecting an army-navy force transnationally. ◂ ◂ ◂ golden opportunity to re-strike Karachi after the December 4 attack owing to misperceptions of heightened alerts off Karachi. In fact, history shows that there was paralysis in Karachi but no one was any wiser in Bombay. Today, the Navy is aware that only long range MR surveillance can create situational awareness and Request for Propasals (RFPs) issued worldwide indicate that resolve. Lastly of course, there is connectivity and the Reveloution in Military Affairs. The navy’s plans to run its network on a satellite will soon materialise, thereby creating connectivity over the large footprint that a navy needs to run its communication system.

Conclusion Obviously, the navy is not going to fight independently. If two services are reluctant to jettison the baggage of a Pakistani-centric strategy and get on to a wider world vision, how will maritime strategy be run? To this there is no ready answer. The army is yet to make up its mind on whether it is going to use LICO as its bread and butter. If it is, then the future for any joint strategy is bleak. The air force has begun a turn around. The short legged fighters which could do nothing other than fly to Pakistan and back are being phased out. So there is hope that there is a strategic turn around in progress. The navy, however, should not hesitate in its plans. Eventually what the nation needs to build is transnational power. Territorial or continental power contributes nothing to foreign policy. In many ways the exertion of transnational power will be water borne. So in this area the forthcoming acquisition of the USS Trenton will be of great benefit in projecting an army-navy force transnationally. What one would like to see from the air force is a much heavier investment in strategic airlift. The same lift could be used to create the concept of mobile tactical air forces, from which air force doctrinal thinking would improve.

The navy has also begun to seriously look at the absence of situational awareness in the Indian Ocean. In 1971, the navy lost its most *Rear Admiral (Retd) Raja Menon is a renowned defence analyst.

Boeing

A ballistic missile submarine like the USS Alabama is the strongest platform to carry a nuclear deterrent.

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ate throughout our areas of interest and respond promptly to military threats or benign situations. For this we will give priority to progressing our induction, modernisation and replacement plans. Particular attention will be paid to acquisition of air based surveillance assets and those required for maritime ‘domain awareness’ and for networking our platforms. Attention to issues related with improving satisfaction and the aspirations of our manpower, which forms the backbone of our navy, would also be a priority area.

SP Guide Pubns

SP’s NF: In the recent past, the Indian Navy has been actively working towards enhancing the scope and extent of foreign cooperation with friendly navies. How do you see the role of naval diplomacy in support of the government’s foreign policies?

The Indian Navy would be a key component of any national strategy towards the Asia-Pacific region, Admiral Sureesh Mehta, the Chief of the Naval Staff (CNS) told SP’s Naval Forces (SP’s NF).

National Strategic Goals SP’s Naval Forces (SP’s NF): During the next few years under your leadership, what key issues are likely to get priority in the Indian Navy? Chief of the Naval Staff (CNS): Let me first say that the modern, versatile and vibrant navy that we have today is an outcome of progressive

development and focussed endeavours undertaken by a bold and visionary naval leadership of the past. It would thus be my endeavour to see this vision bringing fruit in the form of selfreliance in designing, building and maintaining our navy and to keep it on the path of evolving into a modern, capability-based and balanced three-dimensional force with the ability to oper-

CNS: With regard to the Indian Navy’s role in furthering the country’s political and geo-strategic objectives, it can be said that the navy is a powerful instrument of the nation’s foreign policy through its use in its diplomatic role. Today we render assistance to many smaller navies in terms of training, hardware, hydrography and technical assistance, besides cooperating with several major and minor navies across the globe. This role is growing at an astonishing pace. In the years to come, I believe that the Indian Navy will be employed more and more to further the country’s national aims and objectives. As an essential instrument of state policy it will reflect the aspirations, strengths and vulnerabilities of the nations that sustain it. SP’s NF: With the signing of the Indo-US Defence framework in June 2005, there has been increasing interaction and visits of senior US defence officers to India. How do you see this fructifying into some meaningful and lasting cooperation from the naval viewpoint?

CNS: For the past six decades of independence, the Indian Armed Forces have not inducted any significant military equipment from the US due to the politico-strategic divide that existed until the end of the Cold War. However, the post Cold War era, particularly after 9/11, has redrawn the contours of our bilateral relationship with the US and today we are witnessing a vibrant defence relationship which encompasses bilateral exercises, discussions on operational issues, training, the possible acquisition of defence equipment and collaboration in areas of hi-technology. The US defence industry has some advanced technologies to offer, and we stand to benefit from the infusion of such technology. Of course the US also stands to benefit if it can market its defence equipment in India. They could also establish greenfield shipyards or a defence equipment hub in the country. SP’s NF: When will the USS Trenton be joining the Indian fleet? CNS: The crew is already undergoing training and the ship will be transferred to the Indian Navy, early next year (at US). She will thereafter undergo a refurbishment process over a threemonth period and is scheduled to be in India by mid 2007. SP’s NF: Has any provision been made for technology transfer from the US to undertake construction of Landing Platform Deck (LPD) type of ships in India? CNS: We have had no discussions on the subject, as it may not even be necessary because we may have the capability to make these ourselves. We certainly have the design capability and our yards are already making large Landing Ship Tanks. Beyond that, if there is a requirement, we might ask for some sort of technology support, though I don’t see the need arising as of now. Continued on page 4...

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National Strategic Goals

...Continued from page 3

▸ ▸ ▸ In any future war anywhere in the world, no single service

will be able to achieve the desired aim. The interaction between the three services and the frequency of joint operations will rise substantially in the years ahead. ◂ ◂ ◂ SP’s NF: The recently announced Defence Procurement Policy (DPP-2006) incorporates clauses to expedite the defence acquisition process. What are the actions from the naval perspective to make DPP-2006 a success. CNS: The DPP has taken into consideration the recommendations and inputs of the service and we whole-heartedly welcome this. It has been a very pro-active process all this while. We have given our views in great detail to the MoD, and these have been incorporated. In fact, the formulation process has been in full consultation with us. I believe what has now come out is something which we are in full agreement with; and we hope to see it being put into practice so that we can utilise all our funds optimally. The ‘offset’ policy aims at including indigenous sources into the gamut of defence procurement and this too is a step in the positive direction. The navy has been a proponent for indigenisation as we realize that imports are a trap which creates a vicious circle of dependence on unreliable foreign sources and spiraling prices. SP’s NF: The Navy has been building its ships indigenously for many years. Most of these projects have been beset with time and cost over runs. What measures do you propose to overcome these problems? CNS: Our domestic ship-building industry does not compare too well with that of East Asia, particularly South Korea and China, due to their lower costs and higher productivity. While we have the capability of building the entire range of ships, we need to modernise our shipyard infrastructure and become more competitive. Several initiatives are being taken by the government in this direction including greater involvement of the private sector. In the last four decades our shipyards have shown marked improvements, both in terms of quality as also in delivery schedules. We will have to keep pursuing our indigenous efforts and support them to the maximum extent possible. SP’s NF: So far the private sector has only been involved as a supplier of sub systems to the defence PSUs. What are the plans for involving the private sector in future projects in a more substantive way? CNS: We have always had a very high opinion about the capability of our private sector. It is just that our system did not permit their participation in the defence industry because of the Industrial Policy Resolution of 1955, which reserved the defence industry for the public sector. Now that the government has opened the defence industry to the private sector, while we are also making substantial progress in the area of private sector participation, it is for the private sector to bite the bullet. The private sector has tremendous flexibility and can provide quality goods at cost-effective prices. However, the private sector by and large does not have the capability to undertake very large-scale projects. We have made a good start and there are private firms being co-opted into our production - for example, the threedimensional ‘Revathi’ radar designed by DRDO is being part produced by L&T. Similarly certain non-magnetic steel for repair of our minesweepers is being manufactured through the private sector. In due course we hope to include private firms into “Transfer of Technology” initiatives too. SP’s NF: When will the production of six Scorpene class submarines commence? What would be the indigenous content in these submarines in terms of main equipment? CNS: The production line is already in place at Mazagon Docks Ltd (MDL) and on-line construction is about to commence. The transfer of technology would take place in a phased manner and

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we will systematically increase the indigenous component as we progress along. SP’s NF: What is the progress on the 30-year Submarine Building Plan and establishment of a second line of submarine construction? CNS: Phase I of the 30-year submarine building plan would see construction of six submarines until 2012 under Project 75, for which the French “Scorpene” Class has been selected for construction at MDL, Mumbai. The second Phase - from 2013 to 2030 - plans construction of 12 submarines with an indigenous design. A second line is also included in our plans and should be set up before Phase-II commences. Very soon we will be floating the RFP for that project. SP’s NF: Our submarine fleet has a number of ageing units with dated weapons and sensors. What are the plans for their upgradation and modernisation? CNS: As of date we have 16 submarines and this is just about able to meet our requirements. However, the coming years may see some erosion of our submarine force levels, but the numbers are still adequate to take care of any situation. This is especially so because our modernisation programme on change of weapons and sensor suite is well on track. Regular refits and retrofits are expected to see us through. SP’s NF: How do you see the pace of modernisation of naval ships, submarines and aircrafts? Please comment on the budgetary support to undertake these tasks. CNS: While we presently have a capable blue water force to undertake this task, we are in the process of supplementing them with additional platforms, like aircraft carriers, escorts and logistics ships. We also have a force imbalance, because a large proportion of the force level comprises “brown-water” units or smaller ships of limited capability. This imbalance needs to be rectified with the addition of more “blue water” capability. Indigenous ship production has now picked up momentum, and 33 ships are on order at Indian shipyards. This includes two new lines of frigates – the Project 17 (stealth frigates of the Shivalik class) and 15A (follow-on ships of the Delhi class), and the Air Defence Ship (ADS). A new line of ASW corvettes is also going to be built. The present budgetary allocations should be able to meet most of India’s essential force planning projections. SP’s NF: How prepared is the Indian Navy to implement the country’s maritime strategy? CNS: We in the navy have been advocates of a vibrant maritime strategy. The country has realised the importance of the ocean in a much greater measure, only in the recent past. In view of the sustained economic growth rate, which hovered around 8% to 8.5% for the past three years, but has now peaked at 9.6%, the Indian Navy has an added responsibility. The navy now has to play an important role in ensuring that maritime trade grows peacefully, and keeps pace with the economic growth of the country. I believe we are fully capable of doing that and whatever else it takes in keeping with our maritime strategy in the region. SP’s NF: The Indian Navy has been carrying out joint exercises with other navies. What role do such exercises play in the evolution and efficiency of the Navy? CNS: Interoperability with both regional and extra regional navies will be the key to future maritime operations, particularly in the Indian Ocean littoral. Exercises with foreign navies provide us with yardsticks against which we can measure

our own performance. They also promote interoperability and strengthen ties by building mutual confidence. As you get exposed to different procedures, various equipment, different tactics and the way people do things, it sets you on the road to efficiency. Today, the Indian Navy enjoys a confidence level of interoperability that does not get accorded to many navies. SP’s NF: The Concept of NCW has brought in a Revolution in Military Affairs. How is the navy preparing for future joint operations utilising the advancements in Information technology? What is being done to achieve synergy of operation among the three services? CNS: The plans for NCW have been churned around within the navy for sometime. We are now firmly on the path of putting it into place in two stages. One is a shore-based segment where all our shore facilities are being networked and where we have made significant progress. This includes networking of our logistics, medical and HR segment. The other segment is at sea, wherein our ships, submarines and aircraft need to be networked with each other and with the shore segment. We have a limited in-house capability at present, designed by our own young officers. Each service has produced its own doctrine and is also proceeding with networking their individual forces. We are also working on synergising our joint assets and the Integrated Defence Headquarters are in the process of formulating the modalities for having a composite picture at the operational and strategic levels as is clearly articulated in the Joint Doctrine. Another aspect is how we go about joint operations. In any future war anywhere in the world, no single service will be able to achieve the desired aim. So we will all have to work together. The naval maritime strategy states very clearly that one of the aims is to support the land battle and carry out such operations that would impact the land battle. This is a clear instance where the navy and the army will be working together. Similarly, we have used air force aircraft and their air cover at distances closer to the coast. We foresee the interaction between the three services increasing in the years ahead and everybody’s plans will cater to utilise each other’s strengths. The induction of Trenton will bring in a new capability into the navy to be able to carry a much larger contingent of army troops to the designated area. And, as we get more of those ships, the frequency of joint operations will rise substantially. SP’s NF: What is the status of development of the defence communication satellite that will have its footprint in the Indian Ocean? CNS: Satellite communication is at the heart of our vision of future network-centric operations and the navy needs a communication satellite, which has its footprint in our area of interest – the Indian Ocean. Since this footprint does not match the requirement of the other two services, it will have to be a dedicated satellite for the Indian Navy with adequate bandwidth to network all our ships, submarines, aircraft and shore bases. We are in dialogue with ISRO in this regard. SP’s NF: The present inventory of the Naval Air arm comprises of a number of ageing units. What are the plans for modernising it and increasing its combat efficiency? CNS: Modernising our air arm constitutes an important part of our plans. We are planning to upgrade many of our helos - the Seakings and Kamov-28 - through a mid life update. We also plan to induct more multi-role and ASW helos for the ships under acquisition. We hope that the ALH would meet the replacement needs for light helicopters as they phase out in due course. For the fighters, the Sea Harriers are being given a mid life update and this should see them through until the LCA is ready for induction. We will induct 16 MiG 29(K) along with the aircraft carrier

Vikramaditya scheduled to join the fleet in 2008. We also need the ability to keep our area of interest under surveillance during peace and war time so as to build up the strategic and tactical picture and to carry out a realistic threat assessment. This encompasses an area of about 6 million sq km. Surveillance aircraft has the added capability of providing close and distant support to the fleet units. There is thus a clear need to enhance this capability and we have started carrying out midlife updates of our IL-38 aircraft apart from having acquired two more. We will acquire more Dornier 228 for our coastal tasks, and the acquisition of additional long-range maritime patrol aircraft is under process. Hopefully, we will get to replace our ageing TU-142s with more modern aircraft. SP’s NF: UAVs have been in the naval service for some time now. What are your views on the exploitation of UAVs and their integration with the fleet? CNS: We are using UAVs for reconnaissance and they form the innermost layer of our surveillance areas. The UAVs are presently being used in the coastal role on both the East and West coast. We are also examining the feasibility of seaborne operations. SP’s NF: Some experts believe that future wars would be fought in littorals. Please comment on naval capabilities to take on such combats. CNS: It has always been recognised that maritime military operations are aimed at influencing matters on land. Today Asia-Pacific contains 4 billion of the world’s over 6 billion people and accounts for 60% of the world’s GDP. By 2020, seven of the ten largest economies in the world will be in this region, making the 21st Century truly the ‘Asia-Pacific Century’. While the region holds great economic promise, it also contains the potential for conflict in several areas, and has lately become prey to the scourge of terrorism. For India, the Asia-Pacific region holds immense promise for political, economic and military cooperation, and the key role that maritime forces can play, makes the Indian Navy a key component of any national strategy towards this region. SP’s NF: Are you paying attention to modernising our shipyards to become more productive? If so, can you comment on these plans by way of budgeting and implementation? CNS: The short answer is: I don’t think our shipyards are fully geared to meet the productivity levels necessary. As far as supporting them is concerned, we do so because we want them to be more productive and do more jobs for us. We occasionally help them with funds for their modernisation, but basically they have to generate the resources themselves. I am not sure whether modernisation alone will solve the problem as our plans require the shipyards to have much more capacity than what they have at present. This also means the ability to produce ships much faster. One way could be to have simultaneous lines going but as shipyards are already stretched to their limits, we may perhaps just need to have more shipyards. SP’s NF: What you said indicates that the Indian Navy so far is the most indigenised arm of the armed forces in comparison to the army and the air force. CNS: Many of our projects have been success stories basically because other than designing our own platforms, we have put our own people into the project at a very early stage. As a result of this, the interaction has been much more. We are now looking to graduate from indigenisation in shipbuilding to implementing the same model with equipment, weapons and sensors. We have been successful in two specific fields – sonar and EW.

▸ ▸ ▸ The ‘offset’ policy aims at including indigenous sources

into the gamut of defence procurement and this too is a step in the positive direction. ◂ ◂ ◂

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Operations

The Long Trek to

NCW * V I C E A D M I R A L ( R E T D ) P J A I T LY

ecent advances in the field of Information and Communication Technology (ICT) and Information and Communication Systems (ICS) have ushered in an era of ‘information age’ which is fast progressing towards ‘knowledge age.’ The modern armed forces are leveraging these technological advances to transform their warfare doctrines to achieve comprehensive battle space awareness and improved war fighting efficiency. Network Centric Warfare (NCW) is the embodiment of the information age in the domain of war fighting, and as such, is central to the modern armed forces transformation efforts. Essentially NCW is based on adopting a new way of thinking and applying it to military operations. NCW focuses on using computers, high speed data links and networking software to link military personnel, platforms and formations into highly integrated local and wide area networks. It implies developing capabilities to create a high level of shared battle space awareness and exploit it via self synchronisation and other network-centric operations to achieve improved combat capability and efficiency. Because of increased access to information and shared battle space awareness on a continuing basis, the networked force has access to a region of information domain that was previously unattainable. NCW works as follows: - A robustly networked force improves information sharing; - Information sharing enhances the quality of information and shared situational awareness; - Shared situational awareness enables collaboration and self synchronisation enables sustainability and speed of command; - These, in turn, dramatically increase mission effectiveness. As is the case with any concept, NCW means different things to different people. In the US, NCW is used to describe how the US Navy will organise, integrate and transform itself to meet the challenges emanating from the rapidly changing threats from state and non-state enemies. On the other hand, the UK prefers to use the term “Networked Enabled Capability” (NEC) which encompasses the elements required to deliver precise military effect rapidly and with reliability. In the UK concept, the key is the ability to collect, fuse and disseminate accurate, timely and relevant information with greater rapidity to help provide a common understanding among commanders at all levels. The focus is on “key enablers” of operational effectiveness with emphasis not so much on networks, but on linking up weapons, command centres and sensors. In the case of the Indian Armed forces,

▸▸▸ Jointmanship among the

three services, a necessary ingredient for NCW is conspicuous by its absence in India. ◂◂◂

Mamta

Implementation of the concept of Network Centric Warfare in India will be a long haul, especially since jointmanship among the three services, a necessary ingredient for NCW, is conspicuous by its absence.

the approach to “Network Centric Operations” is decentralised with each service pursuing its own strategy. Since it is an evolving concept in India, lack of clarity on “what we want to do” and “how to do it” is seen in the approach. Jointmanship among the three services, a necessary ingredient for NCW is conspicuous by its absence in India.

Transformation Strategy The armed forces around the world are working towards development of transformational strategy, utilising the power of information networks, to achieve increasing war fighting capabilities and improving overall combat effectiveness and mission accomplishment through a fully integrated and interactive fighting force. The transformational strategy would be guided by the appreciation of emerging threat perceptions, the nature of war likely to be fought and resources available. It could be a phased approach or a comprehensive one depending upon the understanding of future operations and financial resources available.

US Department of Defense (DoD) approach to NCW The DoD vision document of transformation to concept of NCW comprehensively defines the objective: “integrate sea, land, air and cyberspace to a greater extent than ever before.” Although the primary focus of the concept is operational, it is equally applicable to all activities throughout the Departments of US Navy and supports war fighting and business enterprises at all levels from personnel on field to civilian and support staff ashore. It aligns with evolving joint, inter-agency, coalition command and control as also net-centric concepts. The concept describes the principles, defines the capabilities and reaffirms the necessity of co-evolving information technology with organisation, process and doctrine. The vision document visualises the challenges posed to naval command and control for joint operations and supporting activities in 2015-2020. It accommodates likely changes in the future security environment that will affect command and control. The increasing range and lethality of weapons and sensors will expand the battle space, as forces and platforms disperse for survivability. Combat operations may be characterised by rapid and violent action in all dimensions simultaneously. Non-military factors will be increasingly important in responding to crisis, requiring better integration of military action with nonmilitary elements of national power. The enemy will target the country’s information system to cripple the network and counter the otherwise superiority of weapons and sensors.

Force Net – transformation concept for 21st century “Force Net” emerged as a ‘named’ concept in this US Naval transformation vision in 2002.

Force Net is the operational construct and architectural framework for naval warfare which integrates warriors, weapons, sensors, networks, command and control, and platforms into a networked distributed combat force. It will provide means for an exponential increase in naval combat power. Its objective is to provide commanders the means to make better and timely decisions, and see their effective execution. The real power of Force Net is decentralisation and connecting the extremities of the force — individual people, weapons, sensors, platforms, munitions, shipments, end items, parts and so on. The concept envisions command and control characterised by shorter decision cycles that allows commanders to make and implement better decisions, faster than any enemy can tolerate. Based on improved situational awareness and mutual understanding throughout the force, commanders will more effectively impose their will on a situation and exercise initiative based on limited mission type orders. At the same time, units and platforms will adapt more quickly and effectively to changing circumstances and self synchronise their actions to further the mission. Since Force Net capabilities will be developed within the context of a joint net-centric operating environment, it has to be compatible with joint command and control functions, as also similar programmes of the US Army and Air Force. The development efforts would require a thrust on a full range of activities like doctrinal, organisational, training, leader development and material support. The capabilities to be developed to implement Force Net include establishment of robust, secure and reliable communication networks and nodes with ability to provide processed war fighting data on friendly and hostile elements in the battle space to appropriate modes. It must also facilitate storage and retrieval of data, both raw and processed, and depict situational information in a user-defined tailorable manner for ease of appreciation and decision making. Information assurance, security and speed of information flow will be of paramount importance. Fully realising these capabilities will require development efforts across six dimensions, namely physical, information technology, data, cognitive, organisation and operating. - The “physical” dimension constitutes the adaptive, distributed network of entities like platforms, weapons and sensors that interact with one another to accomplish various missions. - The “information technology” dimension includes communications and network infrastructure which provides information services and assurance, architecture and standards, modularity and reconfigurability. - The “data” dimension refers to information through the network and requires a common structure and language for information handling compatible with joint requirements. - The “cognitive” dimension relates to human judgement, decision making and the manmachine interfaces to support them.

- Any effort at networking would call for restructuring of the “organization” to make the command and control system more efficient and effective. This will be an evolving process as we go along the development route. - Finally the “operating” dimension refers to broad methods by which forces operate. The US Navy/DoD are pursing development efforts with the active participation of industry – Northrop Grumman being the prime contractor working on cyber warfare integrations network (CWIN). Physics based modelling and simulation within a distributed, interactive simulation environment are being undertaken to assess joint/allied war fighters’ need and Force Net requirement definition. Special facilities have been established at Concept Development Center, Bethpage, New York for simulations and modelling techniques to refine the concept. Northrop Grumman have set up nodes at about seven dispensed locations within the US, fully integrated to model simulate and validate the concepts. It is expected that the US naval transformation to NCW would be realised earlier than the end of the present decade.

Indian Scenario For NCW to work in India, there first needs to be total commitment and will of the top leadership in the government and services. What is needed is a clear understanding of the concept of the future war fighting scenario along with adequate resource allocation. But, more important is jointmanship among the three services in the conduct of war fighting operations. As highlighted by the former Naval Chief, Admiral Arun Prakash, during his recent interaction with media, there is a real need for the services to integrate with themselves and with the government. This is sadly lacking at the moment and the office of the Chief of Staff Committee (CoSC) is relatively ineffective. Each service is mostly working independently to integrate the sensor, weapon and information grid for increased combat efficiency. Adequate attention is not being paid to inter-agency operability and to integrating the theatre command and control.

Conclusion A small beginning has been made in each service to enhance combat efficiency by working towards realisation of the NCW concept in a limited manner. But the road ahead for real transformation will require a focussed joint effort. The involvement of industry partners is paramount at the concept development stage. India could even opt for collaboration with experienced foreign OEMs in a selective manner. The country needs to put in a lot more effort towards information security and information assurance. Being an evolving concept, NCW in India will have to be a prototype evolutionary approach.

*Vice Admiral P Jaitly is former Chief of Material, Indian Navy.

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Business

Defence Offsets

Win-Win Situation * V I C E A D M I R A L ( R E T D ) P J A I T LY

The Indian government has been fully supportive of private sector participation in the defence industry to derive the most out of the industry’s technological strength. 4 Assisting in monitoring offset implementation 4 Rendering advice regarding areas in which offsets are preferred 4 Promotion of export of defence products and services 4 Providing advisory clarifications on policy and procedures (in consultation with the Acquisition Wing, where necessary) 4 Assisting vendors in interfacing with industry for identifying potential offset products/projects

Mamta

Offset Trade

ndia has achieved notable successes in the hi-tech areas of nuclear, space, missiles and IT, showing that Indian industry has reached a crucial stage of evolution. An important development in the recent past has been the increasing willingness of the Indian private sector to strive for greater participation in the defence sector that has so far been the turf of the Defence Research and Development Organisation (DRDO) and Defence Public Sector Undertakings (DPSUs). The private sector today is poised to showcase its technological prowess, backed with sound infrastructure and well developed skills with a keen desire to achieve global competitiveness. The Indian government on its part has been fully supportive of private sector participation in the defence industry to derive the most out of the industry’s technological strength. In 2001, the country opened up for 100% Indian private sector investment in the defence industry and allowed foreign direct investment (FDI) of upto 26% in selected areas. The recent announcement by the Defence Ministry of the new Defence Procurement Procedure (DPP-2006), with a broad thrust on increasing participation of the Indian private sector in defence, amply demonstrates the government’s support to industry. An important objective of DPP-2006 is to achieve self reliance by facilitating/enabling indigenous industry to develop high technology systems and undertake upgrades for the armed forces. To facilitate this, a very significant inclusion in the policy relates to procedure for implementing the “offsets” clause, applicable to all capital acquisitions where value of the tender is above Rs 300 crore (US $66.67 million) of the contract value.

Scope of the Offset Policy The policy envisages application to all capital acquisitions categorised as “Buy (Global)” — outright purchase from foreign/Indian industry or “Buy and make with transfer of technology” purchase from foreign partner followed by licensed production where the indicative cost in the Request for Proposal (RFP) is Rs 300

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crore (US $66.67 million) or more. Initially a uniform offset of 30% of the indicative cost of the acquisition in “Buy” category and 30% of the foreign exchange component in “Buy and Make” category will be the minimum required value of offset. Based on the experience of implementing these provisions, the minimum offset percentage for the following two years will be specified with the approval of the Defence Acquisition Council (DAC).These provisions will also apply with appropriate modifications to “Buy” and “Buy and Make” with transfer of technology (ToT) component for warship construction where the value of individual contracts is Rs 300 crore or more. For the purpose of defence purchases made under the DPP-2006, offset obligations will be discharged directly either by direct purchase of defence products, components or services from Indian industry or FDI in Indian defence industries for industrial infrastructure for services, co-development, joint ventures and co-production of defence products. It may also be in the form of FDI in Indian organisations engaged in research and development as certified by Defence Offset Facilitation Agency (DOFA). The offset obligations are to be fulfilled coterminous within the period of the main contract.

Defence Offset Facilitation Agency (DOFA) The Ministry of Defence (MoD) will establish DOFA under the Department of Defence Production (DDP) as a single window agency to assist potential vendors to interface with the Indian defence industry in identifying potential offset products/projects and provide requisite data and information in this regard. The main role of DOFA is to facilitate implementation of the offset policy. Other functions include promotion of exports and setting up committees and subgroups for various studies. The agency will have representations from all organisations involved in implementing offsets in India. The functions are:

4Facilitation of implementation of offset policy 4Vetting offset proposals technically

Offset trade has been in existence for sometime now with more than 125 countries demanding offsets in one form or the other. Many sellers are using offsets as incentives, in many cases to clinch lucrative contracts. The current market for offsets is estimated to be close to US $50 billion and increasing rapidly as more countries aspire to develop their respective industries. Even in India, offsets are being practiced to a limited extent in the aviation sector. Since the defence sector is technology intensive and prone to technology denial regime/sanctions in times of hostilities, it is important that the offset programme in defence is based on deliberate and purposeful selection of offsets as per the perceived need of a buyer nation to fill in gaps in technological capabilities. ToT is the most popular and highly preferred type of offsets the world over and account for over 30% of all offsets. Technology selection has to be based on the need to fill voids in capabilities as well as economic considerations. It must act as a launching platform for further indigenous development of higher technology levels. Technologies that developed countries are reluctant to sell can only be obtained through offsets. India, being one of the largest markets of defence equipment, must leverage her immense bargaining power to obtain high-end technologies to upgrade its defence-industrial potential.

only provides an opportunity, but a challenge as well to the Indian industry. As the offset policy is now at its nascent stage, it is necessary that comprehensive interaction takes place between the government agencies, Indian industry and foreign industry to understand the nuances of this policy in the Indian context and ensure its successful implementation. Interaction during a number of workshops on offsets organised by MoD and Confederation of Indian Industry (CII) brought out the differing perceptions and mindsets of various players involved in implementation of offset programmes. The overseas companies highlighted the absence of “indirect offsets and multipliers” among the provisions of the policy. It was brought out that many countries have made provisions for indirect offsets in addition to direct offsets and these account for about one third of the volume. It was also mentioned that provisions like “offset credit banking” and multipliers have been successfully implemented in many countries. Inclusion of these provisions as also review of clauses on financial aspects like bank guarantees and liquidity damages was strongly recommended by them. The MoD however clarified that no changes are envisaged at this stage and the review of the policy would take place after two years. Continued effort and engagement with foreign companies is necessary to bring about meeting of minds.

The future

As a member of DOFA, DRDO would be in a position to advise on technological areas where offsets would be preferred and identify Indian agencies capable of absorbing such technology. It would be necessary to critically examine the scope and content of transfer of technology agreements to ensure that they meet the requirements. Too often in the past has foreign industry used the Indian PSU route to market their product without any meaningful value addition or technological benefit to the PSU. The road map for offsets has to be in consonance with the technology road map of service headquarters and the DRDO. Needless to say, this would be the most important activity which would have to be undertaken with involvement of Indian industry. DRDO with its vast experience and data bank is best placed to do this.

The Indian industry, though very enthused at taking up the challenge of offset implementation, has to look at it not only as a business opportunity but a long term commitment in a partnership mode. The tasks involve careful identification of technologies, setting up associated infrastructure, and training of manpower to be able to absorb technology and deliver in a timely manner, as the offset contract would be co-terminus with the main contract. For smoother implementation, the interaction between overseas companies and Indian partners need not be linked to a particular RFP and allowed to progress independent of RFP as an ongoing activity. In so far as overseas partners are concerned, India needs to take note of their views on the scope of offsets, timelines for implementation and commercial aspects. India wants them as much for their technological prowess as they want India for its defence market. It is hence necessary to create mutually beneficial environments with something at stake for every partner. A lot of ground work has to be covered to bring about the synergy of the process among all concerned. The MoD should facilitate continued engagement with foreign companies to resolve differing perceptions. Since offset contracts are linked to main contracts, any delays in resolving offset related issues would have adverse effect on the conclusion of main contracts.

Offsets Implementation

Conclusion

The promulgation of DPP-2006 has been the result of the effort of the last two years. It is most timely in view of the fact that an expenditure of well over US $30 billion is envisaged for acquisition of military hardware and software during the 11th plan period (2007-2012). We are therefore looking at a business opportunity for the Indian industry to the tune of about US $10 billion in this period (30% of the contract value). This not

A successful offset programme has its own learning curve which is initially tough, but once embedded, it is a win-win situation for all including the government, domestic and overseas partners as also the national economy. What is needed is a focused approach and keen endeavour to translate the intent of the government into a successful model for implementation.

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MALABAR 06

Growing Indo-US Cooperation USS Boxer (LHD 4) Sailors stand by to assist Indian Naval officers arriving by rigid hull inflatable boat (RHIB) during Malabar 2006.

All photographs - US Navy

The Flag Officer Commanding the Western Fleet of the Indian Navy, Rear Adm. Anup Singh, talks about Malabar 2006 at a press conference aboard amphibious assault ship USS Boxer (LHD 4).

Sailor assigned to Explosive Ordnance Disposal Mobile Unit Three (EODMU-3) detachment 11 deployed aboard the amphibious assault ship USS Boxer (LHD 4) assist an Indian soldier into a helicopter during EOD training.

A Sailor assigned to EODMU-3 detachment 11 deployed aboard USS Boxer (LHD 4) helps hoist a team member into a helicopter .

Aboard USS Boxer, a Marine Sgt. gives vehicle training to Indian soldiers assigned to the 9th Battalion of the Sikh Infantry.

he Indian and US navies conducted a joint exercise, ‘Malabar-06’ off Goa from October 24 to November 5, 2006. This is the ninth bilateral exercise with the US in recent years spelling the growing cooperation between the two countries. The Indian naval units which took part were Mysore (Delhi class destroyer), the guided missile frigates Beas and Ganga, underway replenishment tanker Shakti, a large landing ship (tank) Gharial, the sub-surface killer submarine INS Shankul, Coast Guard Ship Samar, as well as reconnaissance aircraft and Sea Harrier fighters operating from ashore. The US Navy’s Expeditionary Strike Group (ESG-05) comprised of USS Boxer (landing platform-helicopter & dock), the cruiser USS Bunker Hill, destroyers Benfold and Howard, the US Coast Guard Cutter Midgett, the Canadian Frigate Ottawa, the nuclear powered

submarine USS Providence and a P3C Orion (operating from Goa). The two navies for the first time trained jointly for expeditionary operations off the Konkan coast. For this operation involving sea-borne landings, some of the Indian Army troops had already been trained earlier onboard INS Gharial. They took part in the exercise along with US Marines. The exercise saw the two navies engaging in advanced exercises including anti-submarine operations; maritime interdictions; weapon firings; visit, board, search and seizure (VBSS) operations; dissimilar air combat (DACT); cross deck flying and a simulated ‘war at sea’. Such joint exercises improve mutual understanding and co-operation, and help evolve interoperability through common drills and procedures.

Left and Right: Indian Soldiers assigned to the 9th Battalion of the Sikh Infantry arrive aboard USS Boxer (LHD 4) to participate in Malabar 2006.

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Show Report

Euronaval 2006

Showcasing New Products A S S P E C I A L A R R A N G E M E N T W I T H M O N C H P U B L I S H I N G G R O U P, G E R M A N Y

Despite criticism that Euronaval 2006 was less international when compared to previous years, the exhibition provided an adequate platform for not only France but other countries as well to showcase their high-end naval equipment and products. ◂ CMN displayed their stealthy looking Combattante BR 62 S, resembling a bit the Lockheed Martin mono hull prototype of the LCS.

All photographs - Monch

should reflect positively on the rest of industry.

his year’s events of Europe’s largest naval exhibition, Euronaval, held in Le Bourget, Paris, from October 23 to 26, left visitors and exhibitors with mixed feelings. First, a strange organisation: The exhibition opened on Monday but without an ope ning ceremony. On Tuesday evening the organisers’ reception took place with the show still not opened. The official opening then took place on Wednesday – after some of the top management of US companies in particular had already left. The ‘Show Daily’ was less international than in previous years: the first edition had 24 articles in French and 16 in English; the corresponding figures for the second edition were 27 to 17, and for the third and last edition 33 to 18. The opening speech was available only in French. The press centre had no internet connection. When the delegations toured the exhibition, security personnel showed a rather rude attitude. But admittedly, when looking back it must be stated that the information provided by industry during the exhibition was very valuable and a few new products were launched even during the show.

Opening Ceremony French Defence Minister Michèle Alliot-Marie said that Euronaval 2006 was meant to

underline naval, inter-ministerial state action. She also underpinned the role of research organisations that contribute to the dynamics of the French defence industry. She promised that the modernisation of naval assets will continue. In this respect she credited the Franco-Italo cooperation on the Fremm programme as a yardstick for Europe to follow. On the national side she confirmed that the Barracuda contract (six SSN new buildings to be delivered by 2016) will be signed before the end of the year, and the contract for the Scalp Naval cruise missiles will be signed within the next three months. She heralded

▸ ▸ ▸ French Defence Minister

Michèle Alliot-Marie underlined the importance of Europe becoming stronger, and the French role in fostering a European defence identity, while combating any attempts of protectionism. ◂ ◂ ◂ the bi-national cooperation with the UK on the second French aircraft carrier PA2 which

She congratulated the French naval industry on the re-structuring efforts that would ensure increased availability of new equipment to the French forces. And she underlined the positive role played by the MoD which has pushed ahead inter-services interaction and a strengthening of the position of the Chief Armed Forces Staff. The minister pointed out the importance of the control of space as the strategic stake of the 21st Century for France, one of the fundamentals of French defence policy. She underlined the importance of Europe becoming stronger, and the French role in fostering a European defence identity, while combating any attempts of protectionism.

French Industry Displays At the show, besides the normal models of current and future projects, DCN displayed Fastwind, a corvette of 102m and 2,000 tons. It has a VL system and a medium calibre gun, two small calibre guns, two conventional twin surface-to-surface missile launchers plus a conventional surface-to-air missile launcher aft; it features a large helicopter deck and well-sized hangar. Armaris displayed their success stories: Horizon, the “Formidable” and Fremm “Aquitaine” class frigates and the Sawari-II frigate. Also displaying a number of models was CMN, with their stealthy looking Combattante BR 62 S and their conventional Vigilante 400-CL 54 FAC. Paris-based CNIM showcased a multi-purpose patrol craft, a Swath platform that could be reconfigured in several ways as a fighting, amphibious or fast transport unit. Present at the show was Sagem Défense Sécurité (SAFRAN Group) which is reinforc-

ing their submarine activities, as indicated by the completion of the “Ula” class modernisation of the Royal Norwegian Navy, having equipped each of the six boats with two SIGMA 40XP gyrolaser technology INS (inertial navigation systems). Also the Australian Government’s Defence Material Organisation has chosen Sagem to modernise the navigation systems of the six “Collins” class submarines of the RAN, delivering 11 SIGMA 40XP. To date, 25 navies across the globe have been equipped with Sagem INS. Another Sagem strength is its more than 30 years’ experience in optronic masts for Daphne, Agosta, Agosta 90B, Scorpene, Narhvalen, U 209 and Challenger conventional, as well as Redoutable, Triomphant and Améthyste nuclear submarines. The new range of masts offered includes the 30 SMS Series non-penetrating optronic mast; the 20 APS Series attack periscope that can make use of a direct optical path to house sensors including colour, light-intensifying and thermal cameras and a laser telemeter; the 10 CSR Series radar mast, a compact mast series using new electronics to take advantage of tactical and navigation information.

US Industry Offering STIDD Systems Inc explained to visitors the features of their swimmer delivery vehicles which have been sold to the Ussocom, Norway and a customer in the Far East. The portfolio includes a simple but straight forward Diver Propulsion Device (DPD) for up to two divers propelled with an Li-ion battery, water speed up to 3.2 knots with one and 2.7 knots with two divers; the driver lies on the stomach in the vehicle and the transported diver holds to the handles either side of the vehicle. Alternatively, the DPD can transport up to 159 lbs of cargo; it is air droppable and an extended range option doubles the vehicle’s range. But the really interesting product is the multi-role intermediate support craft (MRISC): A surface craft with a maximum speed of 30 knots; semi-submerged the MRISC reaches 5 knots, and the maximum speed fully submerged is 3 knots – an ideal vehicle for the deployment of Special Forces. It can transport and launch submerged up to two DPDs. Various propulsion battery options have a bearing on the cruise range but not the attainable speed. The company also provides advanced shock mitigating seating for fast boats operating in heavy seas, to enhance crew comfort.

Dial ‘D’ for Denmark HEEDS (Heat Defence Systems), dubbed “the cooling people” showcased their cooling systems for heat-producing EW systems and the like. Also in the picture was Terma Integrated Systems with their chaff. They work together with Chemring and other chaff producers of standard diameter rounds, providing the Terma launchers with the full range

At DCN, besides the normal models of current and future projects, on display was Fastwind, a corvette of 102m and 2,000 tons which looks a bit like an early version of the FREMM.

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The new single barrel 120mm Mortar system Nemo onboard the Finnish Navy’s “Jurma” class fast landing craft.

▾ Thales presented the first 3rd generation IRST systems Artemis and Gatekeeper. Artemis is for force protection while Gatekeeper increases individual ships’ close range situation awareness.

times and low false alarm rates. They deliver high data and image quality for improved situational awareness and day and night navigation. Artemis is for force protection while Gatekeeper increases individual ships’ close range situation awareness.

Conclusion It is clear that Euronaval is a major vehicle to portray what the French naval industry has to offer. Participation is a ‘must’ for industry. The British Defence industry which, was absent in 2004, returned this year at least with BAE Systems, Rolls-Royce and Chemring plus a number of smaller companies; but with the noteworthy absence of other shipbuilders like VT PSF or Babcock.

of anti-radar, anti-IR and anti-acoustic (antitorpedo) chaff.

Dutch Industry Innovations One of the few real innovations at the exhibition was the first fully digital Integrated Bridge System of IMTECH. With very simple touch bottom operation on the screen, it is almost possible for even a child that has played a computer game to completely control a ship equipped with three thrusters, two in the rear and one in front. With a joy stick and a few touch bottoms it is possible to keep the ship stationary, to change its heading while remaining stationary, to traverse while keeping the heading, to manoeuvre in narrow harbour basins right to docking, with wind and current.

Swedish Combat System Saab AB was upbeat about the new generation combat system 9L Mk4, a modular and scalable system allowing unique software connectivity and interoperability, more swift and affordable development, easier upgrading and support and improved adaptability. The new 9LV Mk4, based upon modular open architecture, provides complete freedom of choice and the advantage of a naval C4I system flexibility that is fully adaptable to specific needs and requirements. The system’s key features are extremely accurate fire control, data integration and integrity for command decision making, and a modern, easy-to-learn human/computer interface (HCI). The automatic air defence function (Air Defence Coordination) presents advanced threat evaluation and weapon assignment/control techniques, assuring high kill probability (hard and soft kill). Overall, the 9LV Mk4 CMS is characterised by extremely quick reaction times and a high level of automated operator support. The openness of the system goes well beyond open architecture: Aimed at a partnership for naval supremacy beyond boundaries, a complete openness is piloting the way into the future with open standards that are widely used with defined and published interfaces. Applying this complete openness allows to maintain proprietary legacy solutions while not locking the customer into just another proprietary technology.

UK First The other real innovation of the exhibition was the presentation of military applications of the Kelvin Hughes Limited I-Band and F-Band radar Sharp Eye. The world’s very first solid state navigation radar which uses no magnetron was unveiled at this year’s SSM in Hamburg. It follows a Kelvin Hughes path of innovations and ‘firsts’, from the 975 radar in the 60s, the introduction of the first tactical navigation radar display and colour tactical display, to the development of the first military chart radar with the Navigation and Tactical Display (NTD) and the development of low profile antenna systems both in F- and I-Band with extremely low wind resistance. And with Sagem they introduced the first submarine upmast radar system using a non hull-penetrating mast. Unlike magnetron-based conventional systems which cannot effectively track helicopters without the aid of transponder systems, Sharp Eye uses advanced pulse compression technology outputting its maximum energy of 170W equivalent to the energy of a 65kW magnetron with detection ranges well in access of those conventional radars. Using coherent integration and doppler processing, the system performance is 1,000 times better in the detection of small targets in heavy clutter than conventional systems. The elimination of the magnetron eliminates the need to change the modulator every two years.

Russian Cooperation During a Rosoboronexport briefing at the exhibition, it was emphasised that Russia was looking for cooperation with Western companies in the field of naval shipbuilding for export; the signed Letter of Intent between Rosoboronexport and DCN for the development of technical, industrial and commercial cooperation proved this trend. Also, Fincantieri and Rubin presented a model of the joint project S 1000 diesel submarine.

International Players Thales presented the first 3rd generation IRST systems Artemis and Gatekeeper. Both systems are for the new threat, using new technological and operational advantages to achieve long detection ranges and long spatial coverage, combined with short reaction

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Images 2006 Images

The Year 2006 has been an eventful year. A good number of milestones were crossed in terms of geo-strategic scenario, interoperability, modernisation, disaster management and closer interaction of heads of states with the Indian Navy. Right from its launch on January 12, 2006, SP’s Naval Forces has successfully covered such events. We carry a snapshot of the year that has gone by. Photographs from archive of SP’s Naval Forces. 2

1. March: The President Dr A P J Kalam and PM Dr Manmohan Singh with US President George Bush, whose Indian visit ushered in a new era in Indo-US ties. 2. May 5: Dr Manmohan Singh, who spent an evening at sea with the Western Fleet witnessing the lethal firepower of the fleet interacting with seamen. The Naval Chief Admiral Arun Prakash looks on. 3. February 11-13: The President Dr Kalam and Defence Minister Mr Pranab Mukherjee seen with Vice Admiral Sureesh Mehta, Flag Officer-Commanding-in-Chief of Eastern Naval Command of India during the President’s fleet review. (Inset) Dr Kalam with Admiral Arun Prakash, onboard Indian Naval submarine Sindhurakshak. It was for the first time that any President of India had sailed onboard a submarine. The President reviewed the might of the Indian fleet – with an “operational prowess demonstration” on the shores off Vishakhapatnam, the headquarters of Eastern Naval Command. The Supreme Commander of the Armed Forces awarded the President’s colours to the Eastern fleet. 4. July: Though Operation Sukoon was undertaken to evacuate Indians from war-torn Lebanon, the Indian Navy also diligently evacuated nationals of Sri Lanka, Nepal and Lebanon. 5. December 4: The Chief of Naval Staff, Admiral Sureesh Mehta speaking to the media at the Navy Day press briefing. Seated next to him is the new Vice Chief of Naval Staff, Vice Admiral Nirmal Verma. 6. Two French Super Puma helicopters seen on the deck of INS Viraat during the Indo-French joint exercise, Varuna 05. 7. The Scorpene Construction Programme will fill any lacuna in the Indian Navy, while upgrading the skills and infrastructure of Indian Industry in hi-tech areas.

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▸ ▸ ▸ In Brief Indian Navy to buy six former US Navy Sea King helicopters In another sign of the growing cooperation between the US and India, the Indian Navy will buy six former US Navy H-3 Sea King helicopters. Naval Air Systems Command and the Support and Commercial Derivative Aircraft program office (PMA-207) were instrumental in this US $39 million foreign military sales agreement, signed on November 15. The six Sea Kings are cur-

Hindustan Aeronautics Limited (HAL) will undertake the repair and overhaul of ‘rotable’ items including the transmission and rotor heads. The contract will aid AgustaWestland to further develop its business links with the Indian aerospace industry and will result in additional work for HAL’s Sea King repair and overhaul facility. The Indian Navy has received a substantial number of AgustaWestland Sea King helicopters including

Center–San Diego (SSC-SD) systems engineering, hardware engineering and specialty engineering teams. Raytheon Integrated Defense Systems is the prime contractor for the DDG 1000’s mission system equipment and is developing the entire interface electronics between the sensors and Total Ship Computing Environment Infrastructure (TSCEI) based on the Navy’s open architecture model. SSC–SD is providing the functionality that performs

▸ ▸ ▸ News from Shipyards Mazagon Dock Limited With over 26 ships and submarines on order, ranging from patrol crafts to aircraft carrier, the Indian Shipyards are working at a hectic pace with stretched resources. Mazagon Dock Limited (MDL) has an order book comprising of three project 17 ships (Shivalik, Satpura and Sahaydri) undergoing outfitting, three ships of Project 15 A (first ship Kolkata launched in March 2006) and six Scorpene class submarines in collaboration and technology transfer agreements with DCN, France. The pace of outfitting activities on P-17 class has picked up and Shivalik is likely to be commissioned in 2008, followed by Satpura and Sahyadri in 2009/2010. Planning activities for commencing construction of Scorpene class submarine has made substantial progress and production is likely to commence in January 2007. This will be a major milestone in the history of the Indian shipbuilding industry and signals the revival of submarine construction skills in the defence shipyards.

DDG 1000 navigation message across the TSCEI.

US Navy posts successful test of Raytheon’s Block IV Tomahawk cruise missile A US Navy Tomahawk Block IV cruise missile built by Raytheon Company was successfully launched on December 6 from USS Milius (DDG-69), an Arleigh Burke class destroyer, on the Naval Air Warfare Center Weapons Division Sea Test Range off the coast of Southern California. After launch from the vertical launch system, the Tomahawk, equipped with an inert warhead, completed the launch sequence and transitioned to cruise flight. It flew a fully guided 869-mile course using global positioning satellite and digital scene matching area correlator navigation to a target site on the Naval Air Systems Command land range at China Lake, Calif. The test was the first Tomahawk Block IV launch from USS Milius.

submarines of class U212A have major innovations in the field of communications which allows them to operate optimally in network centric warfare environment. They are also equipped for deployment of special forces. The delivery date for the two submarines is fixed for 2012 and 2013.

Saab wins contract for surface-to-surface missile system to the Polish Navy The procurement contract for the heavy-weight surface-tosurface missile system RBS15 Mk3 has been signed by Saab Bofors Dynamics and the Polish companies Mesko and Bumar. They are procuring the RBS15 Mk3 on behalf of the Polish Ministry of Defence. Poland is the second NATO nation to order the new generation RBS15 Mk3. Germany has placed an order with the prime contractor Diehl BGT Defence.

Garden Reach Shipbuilders and Engineers Limited Garden Reach Shipbuilders and Engineers Limited (GRSE) continues to maintain the trend of high productivity. During the financial year 2005-06, the value of production as well as the number of ships launched and delivered is a record in its history – with GRSE declaring an all time high profit of Rs 101.27 crore (US $22.50 million). A historical landmark was reached with the government granting the status of Mini Ratna Category – 1 to GRSE, the first to any shipyard in the country. With the recent acquisition of Raja Bagan dockyard, GRSE has drawn up ambitious modernisation plans to enhance productivity. The work on construction of anti-submarine warfare (Project 28) ship continues at fast pace.

Goa Shipyard Limited ( GSL) Goa Shipyard Limited (GSL) has on its order books construction of two advance offshore patrol vessels (AOPVs) and three off shore patrol vessels from the Indian Coast Guard in addition to AOPVs from the Indian Navy. The last of Fast Patrol Vessel “Savitribai Phule” (out of the order of five placed by the Coast Guard) was delivered on September 30, 2006, six months ahead of schedule, and was commissioned on October 28, 2006. GSL has also been nominated by Ministry of Defence to take on construction of Mine Counter Measure Vessels (MCMVs) for the Indian Navy. The shipyard is planning for the modernisation/augmentation of its infrastructure to take on this task.

Cochin Shipyard Limited and Hindustan Shipyard Limited Construction of air defence ship is progressing well at Cochin Shipyard Limited (CSL). Hindustan Shipyard Limited (HSL) at Vishakhapatnam is busy undertaking medium refit-cum-modernisation of type 877 EKM submarines (ex-Russia) for the Indian Navy, in addition to building large ships for merchant navy. With the construction of Air Defence Ship, Scorpene submarines, MCMVs, Patrol Vessels, in addition to ongoing work on stealth frigate (P17), P15A and ASW casvettle, India is among a select group of nations to have infrastructure and skills to design and build all types of ships and submarines. The shipyards have an important role to play along with the Navy’s design organisation in the Indian Navy’s modernisation and transformation plans. There is a perceptible and increasing thrust on indigenous acquisitions in a collaborative mode with the Industry.

rently stored at the Aerospace Maintenance and Regeneration Center (AMARC) in Arizona. These same helicopters were flying missions for the US Navy a little more than a year ago. At Norfolk, the helicopters will be loaded aboard the former USS Trenton, an amphibious transport dock that India also recently purchased, to be shipped to India.

AgustaWestland awarded Indian Navy Sea King recovery contract AgustaWestland, a Finmeccanica Company, has been awarded a contract by the Indian Navy to return to service seven Sea King Mk 42B helicopters. AgustaWestland will provide a specialist team that will work with personnel from the Indian aerospace industry to undertake the recovery programme.

advanced Sea King Mk 42B and Mk 42C variants which were delivered in the late 1980s.

Raytheon DDG 1000 ship control system completes major review Raytheon Company’s DDG 1000 Ship Control System Navigation System Component team successfully completed a design review at Raytheon Integrated Defense Systems’ Expeditionary Warfare Center (EWC) in San Diego, Calif. The current DDG 1000 Ship Control System design baseline was found to be mature, and Raytheon received authorisation to proceed with the system’s detailed design. Achieving this milestone was the result of close collaboration between the Raytheon EWC team and US Navy’s Space & Naval Warfare Systems Command Systems

the integration of the sensor inputs to generate a common

Contract signed for two new fuel-cell submarines for the German Navy The “ARGE 2. Los 212A” consortium and the German Federal Office of Defence Technology and Procurement (BWB) signed a contract for the delivery of another two submarines of class 212A. ARGE is made up of the companies HowaldtswerkeDeutsche Werft and Nordseewerke, which belong to the ThyssenKrupp Marine Systems shipyard alliance. Both vessels will be equipped with an air-independent propulsion system based on the hydrogen fuel cell. The second batch for the German Navy will be constructed according to the already tried and tested general design for the first four submarines and will likewise be built in non-magnetic steel. The design features cater for the future role of the German Navy. In addition to expanded and improved surface and underwater sensor technology, the new

Thales awarded contract for major submarine sonar upgrade Thales UK has been awarded the contract worth some £30 million for a major enhancement to Britain’s Trafalgar and Astute Class submarine sonar suites. Designated the Sonar 2076 Stage 5 programme, this upgrade will replace the existing inboard processing equipment with an open architecture COTS based processing system. As delegated design authority for Sonar 2076, Thales UK will be the lead sonar provider and lead system integrator. Introducing agility and flexibility, the Stage 5 programme will ensure that Sonar 2076 remains the most comprehensive and highly capable in-service sonar in the world, thus sustaining a key military advantage for the Royal Navy.

Managing Editor and Publisher Jayant Baranwal Senior Group Editor Oswald Pereira Senior Editorial Adviser Vice Admiral P Jaitly Senior Tech Group Editor Lt General Naresh Chand Sub-Editor Bipasha Roy Contributing Editor Lt General P K Pahwa Lt General V K Kapoor Air Marshal V K Bhatia CONTRIBUTORS India Vice Admiral P J Jacob Vice Admiral R B Suri Rear Admiral Raja Menon Commodore Rajeev Sawhney Dr W Lawrence Prabhakar Europe Doug Richardson, Andrew Brookes (UK) USA & Canada Lon Nordeen (USA), Anil R Pustam (West Indies) West Asia/Africa Helmoed R Heitman (South Africa) Chairman & Mg Director Jayant Baranwal Design SP Guide Publications Team Published quarterly by Jayant Baranwal on behalf of SP Guide Publications P Ltd. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, photocopying, recording, electronic, or otherwise without prior written permission of the Publishers.

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