SP's Land Forces June-July 2010

June-July l 2010

Rs 100.00 (India-based Buyer Only)

Volume 7 No 3

SP’s

AN SP GUIDE

P U B L I C AT I O N

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IN THIS ISSUE WORD FROM THE PUBLISHER

SP’s Land Forces, a unique concept, has come a long way since its launch during Defexpo 2004 held early February that year. The bimonthly has attempted relentlessly to satiate the thirst for information and knowledge of readers from the land forces, associated industry and OEMs. In keeping with trends and dynamics of the market, the magazine has made all the efforts to offer readers writeups steeped in knowledge and varied in information by experts and personalities from diverse, but relevant backgrounds.

The new edition 3/2010 comes with a refreshing and soothing appearance. We, at SP’s, hope this look of the SP’s Land Forces will be more readable and userfriendly, and thus connect more efficiently with our readers. We believe in the dynamics of time and circumstances and, therefore, innovate accordingly. We hope our valuable readers will appreciate these efforts, and we would be delighted to receive your thoughts on our new design.

ROUNDUP

T h e O N LY j o u r n a l i n A s i a d e d i c a t e d t o L a n d F o r c e s

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‘I Have Laid Down an All-Encompassing Vision for the Indian Army’ PHOTOGRAPHS: Abhishek/SP Guide Pubns

SP Guide Publications (SP’s): Having taken over as one of the largest and most combat experienced armies of the world, what are your feelings as the Chief of Army Staff?

Chief of Army Staff (COAS): It is indeed a matter of honour and privilege for me to take over the reins of the Indian Army, one of the world’s finest fighting forces comprising absolutely dedicated and professional officers and men. It is indeed an onerous responsibility. I feel humbled by the trust reposed in me.

I am conscious of the emerging security challenges – both homeland and in the subcontinent.

The Indian Army will undertake all challenges to the nation’s security with utmost commitment and professionalism. The responsibilities and challenges bring about a feeling of great concern for the valiant men who make up our Army.

Publisher and Editor-in-Chief JAYANT BARANWAL PAGE 4 Iron Fist and Velvet Gloves Combating the Maoists/Naxals requires the most energetic steps, firm action and leadership which operate up front ensuring avoidance of collateral damage Lt General (Retd) Harwant Singh PAGE 8 Artillery Seminar The 3rd International Seminar on Artillery Technology highlighted the latest technological developments in artillery and the need to take advantage of available new technologies for the modernisation of Indian Artillery Lt General (Retd) V.K. Kapoor PAGE 15 Face-to-Face Loic Piedevache, Country Head, MBDA Group, in conversation with SP’s Editor-inChief Jayant Baranwal spoke about building a reliable, strategic and long-term partnership in India

General V.K. Singh took over as the Chief of Army Staff on April 1, 2010. In the first installment of a candid interview with SP Guide Publications, General Singh shares his thoughts and perceptions on the security challenges facing the nation, modernisation and transformation of the Army for future challenges.

SP’s: What would be the major challenges that you will have to confront and how do you propose to tackle them? What are the key result areas that you propose to adopt during your tenure?

COAS: At the outset let me assure you that the Indian Army is fully prepared to meet the variety of security challenges confronting our country.

There has been a paradigm shift in the nature of conflict and emerging technologies with its centre of gravity now focussing towards Asia.

Terrorism, proxy wars, militancy, insurgencies, fourth and fifth generation war are likely to be employed by the non-state actors against stable and economically progressive nations. Conventional conflicts in future will be reinforced by the inclusion of large force multipliers and PGMs. Our country, therefore, faces a large number of challenges ranging from conventional land-centric threats to fourth and fifth generation warfare and internal security challenges.

However, the fast-changing nature of conflict and emerging technologies require constant reappraisal and improvement. I have laid down an allencompassing vision for the Indian Army, which is to hone the Army into a well-motivated, operationally-prepared, well-equipped force capable of meeting the security challenges faced by the nation. Also initiate the transformation process to function in a networked joint services environment to leverage technology and the human resources capital in consonance with the rich values and traditions of the Indian Army.

Having said that, I would essentially focus on the following issues: l Enhance operational preparedness l Consolidate and address deficiencies l Enhance meaningful training to prepare for

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INTERVIEW Naxalites have launched an undeclared war against the Indian State. Last month, they killed 76 security personnel in Chhattisgarh’s Dantewada district. On May 17, they blew up a bus there, killing civilians and special police operatives and then came the shocking news of the derailment of Gyaneshwari Express. The death toll has already crossed the 140 mark. The Maoists are getting more audacious due to poor response by the State. The bleeding hearts intelligentsia is only worried about the criminals but does not seem to be disturbed by the innocent people killed, the people for whom the State exists.

It is high time that our political parties speak with one voice. Let all of us unite to defeat the Maoists goal to overthrow the authority of the government through armed liberation struggle. If a military response is essential, so be it. However, the government must fully comprehend the actions required at

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existing and emerging challenges Uphold the image of the Army, and ensure inculcation of core values of selflessness and professionalism Provide dignity to the art of soldiering and restoring pride in all ranks Speed up modernisation process and ensure refinement of procedures and work culture Improve quality of life, habitability and living conditions in forward deployment areas Enhance synergy with other services Commence transformation process for a more agile, lethal, versatile and networked force Contribute towards nation building through initiatives on environmental issues, greening programmes and sports projects

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SP’s: What, in your view, are the major operational challenges confronting the Indian Army currently and what additional challenges do you foresee in the future? Is the Army structured to take on the challenges likely to be encountered in the future? What is the type of transformation that the Indian Army should undergo to confront these threats and challenges?

COAS: The Indian Army needs to prepare for challenges across the spectrum of conflicts.

It has to be prepared to fight a conventional war and also fight insurgencies. At the same time, we have to fulfill our commitments to UN peacekeeping, contribute to regional security and stability, and undertake humanitarian assistance and management.

With these challenges emerging, it is imperative on our part to develop matching military capabilities in consonance with its growing economic and technological advancements so as to provide a peaceful and conducive environment for ensuring a selfsustainable economical growth and prosperity. Hence, operational challenges range from ensuring constant vigil on the border, preparing for conventional land-centric threats from super high altitude areas to the deserts, constant engagement to fight proxy wars and insurgencies, and be prepared to assist the nation in internal security situations as also disaster relief operations. The Army is well structured for these challenges and we have also worked out changes to make ourselves agile, lethal and capable of functioning in a digitised, network, joint service environment. We are looking at making ourselves better by reducing our logistics tail and yet ensuring a functional and efficient logistics grid to sustain our forces.

SP’s: India has been absorbing internally all punishment meted out by the jihadis/terrorist elements unleashed by Pakistan and this passivity has encouraged the terrorist groups operating inside Pakistan-occupied Kashmir (PoK) to escalate their activities on Indian soil, both in Jammu & Kashmir, and in the hinterland of the country. India’s failure to evolve credible conventional responses to Pakistan’s

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their level and in the states and the consequences of military action. The disturbed Areas Act and the Armed Forces Special Powers Act, 1958, must be promulgated in the states concerned in the first instance. Meanwhile, the nation must prepare itself for the military mission apart from the developmental effort. Intelligence grids should be established in the affected states. All data about Maoists, their leaders, and those who provide logistics should be obtained and they should be under constant surveillance. The national intelligence grid (Natgrid) must be established at the earliest. The National Counter Terrorism Centre must take under its wings all intelligence agencies functioning for internal security.

Defence intelligence should keep itself fully enmeshed with national intelligence. Counterinsurgency grids must be established and Central paramilitary units positioned with clear-cut command responsibilities of senior police officers.

asymmetric provocations has seriously eroded its deterrence and credibility. May we have your views on this issue?

COAS: It is not prudent to assume that we have failed to evolve a suitable response to any asymmetric provocations. A number of regional and international factors have to be considered while formulating our options and the government takes all these into consideration.

As far as the Army is concerned, it is capable of responding adequately to meet any threat today and those that may develop in the future. I can assure you that the Army is prepared to mete out deterrence in conformity with our politicostrategic decision process.

SP’s: Considering India’s current operational status, which are the key technologies that the Indian Army wishes to acquire and what are we doing about it?

COAS: The Indian Army for the last decade has been on the steady road to modernisation and considerable progress has been made in this regard. However, emerging threats makes it imperative to upgrade our technological threshold to meet the looming challenges.

Satellite and UAV reconnaissance should keep selected sectors under constant surveillance. A complete intelligence picture of each sector should be updated at all times. Training of Central forces including the senior police officers (who are the weak links) must be hastened. Army, if employed, must only be used offensively to cause maximum causalities in Naxal ranks. Employment of small teams with heavy firepower for rapid offensive actions based on prior intelligence will prove successful. We need to be pro-active. Do we have the national will to do so?

SP’s: You have just handed over the Command of the Eastern Army. At present, what is the status of insurgency in the Northeast? How does it compare to the previous years and what are the new characteristics which have been noticed about the groups which are operating in the Northeast? Are they getting any support from outside?

COAS: The prevailing security situation in the Northeast (NE), owing to the continuous efforts by security forces and other government agencies, is under control. The insurgency related incidents have shown a downward trend in all NE states other than Manipur. Overall, there has been a decline in explicit violence due to better security environment in Tripura, dwindling support base of the ULFA, and surrender by Dimasa and Karbi groups.

The insurgency in NE is no longer ideology-driven. These fringe outfits thrive on extortion, smuggled arms and muted response of the populace. Broadly, the consistent sustenance of insurgency in NE can be attributed to ambivalence of local establishments, inter-community trust deficit, tardy criminal justice system, extortion, abundance of weapons in SE Asian markets and convenient havens across Indian borders. Overall

‘Any dilution/withdrawal of AFSPA will lead to constraining our operations. AFSPA is a misunderstood act and all who ask for its dilution/withdrawal, probably do so for narrow political gains.’

We have formulated our plans and are evolving our implementation philosophy and roadmap to acquire net-centric capability.

Projects have been undertaken to modernise and automate the battlefield functions at the unit and individual soldier levels. Battlefield management system (BMS) and future infantry soldier as a system (F-INSAS) are two such projects in the making. Similarly, at tactical and strategic levels, steps have been taken for battlefield automation and defence communication network. Project Kranti has been taken up to enhance communication connectivity. All this is to achieve networked joint service compatibility. Some of the areas of interest are better situational awareness through cutting edge technologies in the field of surveillance and night vision capability; increasing own lethality through PGMs and smart munitions; ensuring efficacy of our soldiers by lighter and multimode combat support systems.

the security forces have achieved great amount of success in last two years. We need politico-administrative and developmental initiatives to ensure long-term stability.

SP’s: Considering the disputed border in the Eastern theatre, how well are we prepared to confront a conflict in the region? What are the areas of focus as far as military preparedness of this theatre of war is concerned? What is our operational status as compared to the fast paced modernisation of the PLA? COAS: China has focussed itself towards building its comprehensive national strength through economic development along with impetus to military modernisation. They have been carrying out rapid infrastructural development as per their overall infrastructural development plan. We are fully seized of the security needs of the country as well as the requirement of the development of the infrastructure in the border areas.

Lt General (Retd) V.K. Kapoor

Necessary measures as required have been initiated for the upgradation of our infrastructure which includes roads, railways and air fields as well as enhancement of operational capabilities of the Army to secure the desired national security objectives. We are well prepared to tackle the challenges posed and the modernisation of the PLA is factored into our preparation.

SP’s: There have been a political move to remove the Armed Forces Special Powers Act (AFSPA) from J&K. Such a move could seriously jeopardise the safety and credibility of the IA operating in J&K. What is the stand taken by the Army Headquarters on this issue?

COAS: While the security forces have through relentless operations substantially controlled the violence levels in J&K, the terrorist threat remains real and the terror infrastructure across the borders remains active. In such an environment, the security forces are required to undertake operations in challenging circumstances against highly trained terrorists armed and equipped with sophisticated weapons. Therefore, we need requisite legal protection. Any dilution/withdrawal of AFSPA will lead to constraining our operations. AFSPA is a misunderstood act and all who ask for its dilution/withdrawal, probably do so for narrow political gains. We are very clear on the subject that soldiers operating in hostile environment need legal protection to ensure that they perform their task efficiently.

Adequate measures have been instituted at organisational and functional levels to ensure that the powers entrusted through the Act are not misused.

SP’s: Serious delays have occurred in equipping the Army with critically required weapons and equipment whose non-availability could severely impact operational efficiency now and in the future. This includes long range artillery guns, air-defence weapons, suitable rifles and carbines, night vision equipment for infantry and tanks and other weapons and equipment for special forces among a host of other requirements. What action are you going to take to overcome such delays in the future?

COAS: I am conscious of the voids in equipment, weapon systems and its upgradation.

You are aware that the process of acquisition is complex and also influenced by budgetary allocations. Delays occur due to necessary checks and balances as well as the procedures.

Procurement of equipment, upgradation to new generation technology and better equipment is an ongoing process and I consider this as my thrust area. The DPP is periodically reviewed and I have given directions for refinement of our own, in service procedures, to facilitate meeting the time lines of our modernisation process. The government has also adopted various measures to strengthen the defence equipment production capabilities of both public and the private sector within the country. In synchronisation with the MoD, we are taking measures to hasten up the acquisition.

– To be continued

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Iron Fist and Velvet Gloves Combating the Maoists/Naxals requires the most energetic steps, firm action, and leadership which operate upfront ensuring avoidance of collateral damage

ILLUSTRATION: Anoop Kamath

Senior leadership is CRPF’s weakness

n LT GENERAL (RETD) HARWANT SINGH

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early 200 districts in the country are in the grip of Maoists/Naxals.

This situation developed over a period of time and all this while state governments and the Centre turned a Nelson’s eye to the emerging scene.

There appears to be no one accountable for the current state of affairs. No heads ever rolled, but all those who failed the State kept climbing the promotion ladder. Now when the Home Minister has named some police officers who had failed policemen at Dantewada and wants action against them, we are told that these officers are the very best.

If they are so good, then how did we reach this sorry state, where policemen, state and central police organisations (CPOs) are easily targeted, their weapons taken away, they face regular ambush, and police stations and CPO camps are routinely raided.

How have the police, both state and CPOs in the Red Corridor, descended to such poor state of training and low morale. This state of affairs does reflect on the quality of leadership in these forces. There is no accountability and there are no sackings, while more and more senior level posts are sanctioned, making the police extremely top heavy.

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Lack of inclusive growth The Indian State has been painfully slow in waking up to the Maoist/Naxal threat. There is large-scale disaffection, deprivation and despondency amongst vast sections of marginalised and dispossessed population. All development and poverty alleviation schemes have simply bypassed them. For them, there has been no “inclusive growth”. No one in Delhi, Ministry of Finance (MoF) and Planning Commission, etc, bothered to find out where large funds being made available for inclusive growth have been disappearing.

Among them, Adivasis have suffered the most. Their small land-holdings have been taken over by mining mafias, hydel projects, multinational corporations (MNCs) and some others; whose forest rights have been dis-

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Fighting insurgency is serious business, and leadership in the forces has to be lead from the front, setting an example in discipline and risk-taking solved, leaving them with no means of livelihood. Forced evictions from their dwellings and land had become a routine affair. No roads, no schools, no hospitals, nothing were built in these areas.

There has been a gradual withdrawal of governance at the district level. To stay in power, the political class found it more profitable to keep the people in a state of poverty, ignorance and deprivation. Turmoil and unrest in these areas made siphoning of funds much more easy. At the same time, these conditions created fertile grounds for the Maoist/Naxal groups to spring to life and find wide ranging support among the dispossessed. Maoists terrorrised the locals to draw their support on the one hand, and to deny their support and intelligence to the police and security forces on the other.

As governance shrank, police high handedness increased and allocations for poverty alleviation schemes ended in the pockets of corrupt officials and colluding politicians, Naxals ranks kept increasing. District officials never stirred out and functioned from within their high security residences and offices and on return to Delhi, became experts in dealing with Maoists. Given such conditions, Maoists kept enlarging their foothold, while Delhi and the affected states slept and took no corrective action or held any one accountable for this downslide.

Aftermath of Dantewada Now after the Dantewada ambush and the

targeting of a civilian bus in the same region killing over 35 people, suddenly everyone has come to life and all manner of solutions to the problem are being fielded. The media has gone into an overdrive, demanding allout and immediate action against the insurgents. Wisely, as of now, the deployment of the military is not being considered as an option, but there is demand both from the Home Minister and the affected states for deployment of the Indian Air Force (IAF). Use of helicopters, even in a logistic support role, could result in casualties as these will often fly low over insurgent-infested areas. Given the terrain conditions and poor intelligence, gunship helicopters will not be that effective and could cause considerable collateral damage. Use of offensive air support will throw up a whole range of wrong signals to the world and adversely affect foreign investment in the country. The fact is that Maoists will have to be defeated, essentially, by the security forces in ground action. There is no getting away from this.

The call for talks with the Maoists is misplaced and inopportune. Such renegade groups should be invited to the table for talks when they have been driven against the wall.

Only then there can be a hope of arriving at viable and acceptable solution. To expect them to shed arms when they are on ascendancy is a bit unrealistic. Often, as has been our experience in the past too, this period of ceasefire and talks is used by the insurgents to regroup and reorganise themselves. We should seek talks once we have put them completely on the defensive and in a bind.

Maoists will have to be defeated, essentially, by the security forces in ground action and there is no getting away from this

The Central Reserve Police Force (CRPF) has 210 battalions and many more are now being raised. Most of these units and the state police forcecs in the Red Corridor have been fighting Maoists/Naxals; so they ought to have learnt enough about fighting insurgents and have had own schools for counterinsurgency training. The answer to this intriguing question perhaps rests in the fact that the higher hierarchy in the CPOs and the affected state police have no ground level experience in counter-insurgency operations, there is no accountability and there is little Central and state policy or doctrine on the subject.

The hype created over the Dantewada incidents portends ill for the developing situation. Elimination of Maoists has become the top priority without regard to means and methods. Terms like revenge, enemy and war are being freely bandied about. What may follow are excesses by the police, provincial and CPOs. Arrests, interrogations, torture and torching of villages, dislocations and fake encounters, etc will become common occurrence; more so, when the senior leadership stays away from the field. Troops with low morale and poor discipline are more prone to brutalities. Remember the My Lai massacre in Vietnam.

Fighting insurgency is a serious business and leadership in the forces has to be led from the front, setting an example in discipline and risk-taking. The military has been in this business and the casualty ratio between troops and officers in these operations is 1 to 13.4. The figure of officers killed in the last decade and a half is by now well over 560. These are commissioned officers, from Lieutenants to Colonels, and in a few cases even of higher ranks. The military has been combating motivated, well-trained and hardcore insurgents in the Northeast and Jammu and Kashmir.

Maoists are a ragtag force in their present state. Yet success has eluded the police and there are hardly any casualties among IPS officers while policemen (including those from CPOs) have died in thousands. To achieve results, the police leadership will have to be upfront and run the same risk their subordinates routinely face. During the Punjab problem in the 1980s, only when the Army was deployed, the police started operating in a meaningful manner. Such a system should not become a pattern and CPOs and state police forces should not require military crutches all the time.

Combating requires energetic steps While law and order remains a state subject, the present situation cannot be considered as a mere law and order problem. Though the Centre would extend all help to the states to combat Maoists/Naxals, the states will have to show greater involvement. To take this challenge head-on, there is a need to bring in legislation where the Centre can take over direct control over operations against Maoists/Naxals in the Red Corridor, create central controlling authority which coordinates intelligence and operations of CPOs with the state police and administration. Gray Hounds, Cobras and Vipers, all should join the fight in a coordinated manner. India can ignore the Maoist/Naxal threat at its peril. Combating Maoists/Naxals requires the most energetic steps, firm action and leadership which operate upfront ensuring avoidance of collateral damage.

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Multiplier Effect The key to NCW lies in communication infrastructure. For a BMS to be successful there is a need for a reliable, robust, resilient and efficient communication system that assures that the network is always functional.

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uture wars will be fast paced and essentially technology driven, and technology is changing very fast. The Army is aware about this and is aiming at the network-centric warfare (NCW) capabilities. A few projects are already ongoing that will enable the commanders at higher level and staff officers with capabilities, and will facilitate efficient decision-making and situational awareness. But at the cutting edge there is lack of such tool that leaves the commanders and men at battalion/regiment and below to depend on their training, experience and intuition to take decisions that can at times be critically delayed.

This is even more relevant to manoeuvre operations because of the need for an accelerated decision-action cycle and an ability to conduct operations simultaneously within an all arms group. To fill this void, the Army is going in for a battlefield management system (BMS) by harnessing information technology that will act as a force multiplier to enhance operational effectiveness of commanders and troops at all levels, enabling exchange, filtering and processing of ever increasing amounts of digital information already available but not integrated.

Communication is vital in every type of warfare and is an essential component of any BMS. Throughout history, the success of a battle has depended on the ability of the fighting components to communicate with each other in an effective manner. Communication ensures awareness and increased awareness increases the chances of winning. This is more applicable in today’s warfare because of large and varied forces that have the ability to strike over long distances.

Convergence of such forces at a place and time can multiply the effect.

The concept The BMS (planned at battalion/regiment and below level for all arms and services of the Army) will comprise a tactical hand-held computer with individual soldiers and tactical computers at battle group headquarters and combat vehicles. Computers will be integrated employing application and database servers connected on a data enabled communication network. The system will enable generation of common operational picture by integrating inputs from all relevant sources within a battle group by the integrated use of GIS and GPS. The BMS will be a highly mobile system which is able to network itself by integration of components and provide a high data rate. The communications should not interfere with the legacy communication equipment and should easily be retrofitted into combat platform. The communications system should optimally utilise the bandwidth available for military communications involving voice and data including video streaming and imageries. It should be scalable to ensure availability to all elements and range from being man-portable to being fitted in combat vehicles.

tion system. When pitted against the future requirements, unfortunately, the legacy communication devices are physically incompatible, follow different link protocols, have issues of address, reach and quality of service (QoS). In effect, the present family of radio sets do not meet the requirements of a network-centric force that would facilitate transmission of voice, video and data simultaneously. For a BMS to be successful there is a need for a reliable, robust, resilient and efficient communication system that assures that the network is always functional.

Understandably, such networks are spectrum hungry and with commercial interests looming over this scarce resource, it is a tug of war between national security and commercial interests. The answer lies in speedy projection of requirements and optimisation of the spectrum ensuring protection of all security concerns without losing any more time and also identifying such technologies which exploit emerging technologies for efficient use of available spectrum. It is also important to ensure that the defence band, which should be dedicated, is one single entity, securing of which is easier than the current arrangement of varied bands for defence use entwined with interjected commercial bands.

The following issues should also be of concern to the Army: l The last mile connectivity at the cutting edge, where the soldier’s main energy is directed towards fighting; will communication act as a force multiplier and make him more surgical or will he be overburdened? l How can technology help in overcoming the limitations imposed by environmental conditions in terrestrial communications? l In a network agnostic environment, what are the options available for ensuring effectiveness with wide spread dispersion and communication on the move? l What should be the approach while addressing a network management system?

What should be the additional capabilities that can be expected from a management system? l What should be the appraoch towards handling security issues? Is the current security policy which is meant for point to point networks suitable for a network where users at different levels of security classifications have to function together.

Concerns Considerable ground has been covered for identifying suitable technologies, hardware and system requirements for the BMS. However, one issue that has come under a lot of debate is the communication requirement for BMS and the debate is very fair as the Army has a baggage of legacy communica-

Satcom TALISMAN II

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While it is certain that the legacy radios do not support a networked environment, how should the changeover from legacy to new generation radios be handled considering the massive quantities and the expenditure involved?

Requirement The Army’s current holdings of radio sets do not facilitate transmission of voice, video and data simultaneously, which are essential for the network-centric force. Existing radios with fixed frequency (analogue) cater to limited communication. Besides, these combat net radios (CNR) do not have inbuilt capability of data transmission (a modem is required), are not secure, and have no data encryption facility. For a successful BMS, there is a need for a reliable, robust, resilient and efficient communication system that assures consistent functionality of the network. Net centricity warrants a paradigm shift from voice centric to data centric systems and networks eventually enabling netcentric warfare capabilities.

In finalising communications for the BMS, the Army should focus on the following: l Long ranges l High bandwidth data transmission (live streaming) l Messaging including voice mail l Quickly deployable, self-configuring and self-healing networks l Easy customisation, rolling coverage and interoperability l Changes in network topology l Non-line of sight communications l Spectrum management l Network management systems l Quality of service (including latency, assured delivery, jitter) l Security of communications, networks and storage l Robustness and authentication l Deployment of new technologies like software defined radios (SDRs) to offset growth in demand for spectrum l Compression technologies for passage of information must also be capitalised l Review communication philosophy of the Army l Fine-tuning change management l Standardisation of applications and adaptability to any communication system including COTS products

PHOTOGRAPHS: US Army & Thales Group

n LT GENERAL (RETD) P.C. KATOCH

2nd Brigade Combat Team, 101st Airborne Division (Air Assault), speaks into a radio during the NCO and Soldiers of Quarter Competition

Faux passé Progress of Project BMS was stalled for over 10 months because of lack of delimitation between Project BMS and F-INSAS, latter being handled by the infantry. The F-INSAS programme is to be developed in three phases for infantry battalions. Phase 1 comprises weapons, body armour, clothing and individual equipment. Phase 2 is the target acquisition system. Phase 3 comprises the computer subsystem, radio subsystem, software and software integration. Complete fielding in all infantry units is likely to be completed by year 2020. The BMS being developed concurrently under the information systems is likely to be completed earlier and was conceived at battalion/regiment level pan Army (including the infantry). It comprises communication, non-communication hardware and software.

The system will be further integrated with the tactical command, control, communications and information (Tac C3I) system through the command information decision support system (CIDSS).

Since the Directorate General of Information System is charged with facilitating transformation of the Army into a dynamic network-centric force, achieving information superiority through effective management of information technology, quite logically, Phase 3 of F-INSAS (computer subsystem, radio subsystem, software and software integration) should be part of Project BMS. However, infantry took a stand that Phase 3 of F-INSAS should also be handled by them. The signals responsible for communications only topdown up to battalion headquarters level, sided with the infantry sensing opportunity to increase their turf down to soldier level, knowing that in the absence of Information Systems Phase 3 of F-INSAS infantry will be unable to handle without signals assistance.

This standoff stymied progress of Project BMS for over 10 months, an unfortunate and avoidable delay to a project that should have been in place a decade back.

The Army has now decided that while handling F-INSAS, the infantry will develop the Phase 3 of F-INSAS up to company level. By doing so, a self-inflicted faux passé has been committed, a separate project of software and communication integration by infantry is retrograde, and apart from amounting to re-inventing the wheel, it will delay overall net-centricity pan Army and will incur additional avoidable costs. Information Systems has already done consider-

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able work in the fields of geographical information system (GIS) and applications including completing Phase 1 of CIDSS and battlefield surveillance system (BSS). Ironically, the decision has been taken while information systems continue to develop the BMS for mechanised infantry battalions both in mounted and dismounted role.

If infantry is to incorporate situational awareness and GIS as part of F-INSAS, then it amounts to not only re-inventing the wheel but will also require another project to integrate the F-INSAS with the BMS implying avoidable additional expenditure and time.

The IA should have learnt from similar mistakes made by foreign armies. Given the infantry ethos and not having earlier dealt with computer subsystem, radio subsystem, software and particularly software integration, the infantry may also go in for the minimum in respect of Phase 3 during the test bed of F-INSAS for fear of information overload, whereas, the correct approach should be to go for maximum during the test bed and then reduce as required.

System of systems are about integrating systems and empowering the user. The soldier is only a part of the network and is not responsible for the network. Separate F-INSAS and BMS programmes (relating to computer subsystem, radio subsystem, software and software integration) will lead to issues related with interoperability and integration of systems as the systems will be developed by different agencies using different platforms. Development of different systems for the same purpose will accrue avoidable additional costs on account of yet another integration project. Maintenance of disparate systems would be required and it would be difficult to achieve test bed of an integrated combat group or infantry battalion group.

New technologies It is obvious that while legacy combat net ra-

Battlefield transparency can only be achieved if robust and reliable communications are made available with necessary bandwidths and media redundancy dios have their own limitations, en masse switch to new generation radios like the SDRs cannot be affected due to the quantities and costs involved. New technologies like SDR are compact (with part hardware functions done by the software itself) and meet the requirements of future combat. SDRs are available with dual wavelengths that can also communicate with legacy radios. A mix of SDRs and legacy radios is therefore needed in order to start with. This should be the springboard for a gradual changeover to the new generation radio sets. The signals resisted the concept initially arguing that existing CNR can meet BMS communication requirements and that SDRs are in too distant a future. However, they have gradually come around and are working on their own general staff qualitative requirements (GSQR) for the SDR. Higher capacity SDRs with ability to transmit large volumes of information in lesser bandwidth than traditional radios are worth considering. We must continue to leverage commercial technology to determine whether there are alternate solutions in the commercial world to solve the bandwidth problem.

It goes without saying that robust security algorithms must be speedily developed to en-

sure security of both stored data as well as transmitted information.

Bandwidth and latency The Army must work out bandwidth requirements for the BMS keeping in mind incremental requirements of coming years.

This is very relevant at the cutting edge, particularly during fast moving operations as also non line of sight (NLOS) operations in mountains including offensive operations when terrestrial communications would be out of reach. A conservative approach by the Army at this stage, which is likely due to the limitations of legacy communication equipment, could limit exploitation of future technology. Significantly, the US Army already caters for 1 GB per second bandwidth for a combat team and plans to increase it incrementally over the years. We are not the US Army, but we need to be very clear on the bandwidth required when our battle groups are engaged in fast paced manoeuvres. Satellite communications (SATCOM) are important in meeting NCW requirements. It is for such reason that the Stryker units in the US Army have been provided portable SATCOM terminals at the platoon level. Considering the combat boost to net-centricity coupled with national security requirements in the forseeable future, the Army needs to shed its rigid stance that

We must maximise compression to ensure free flow/near free flow of information with no/minimum prioritisation

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SATCOM is too expensive a commodity.

As part of exploitation of technologies, we must also maximise compression to ensure free flow/near free flow of information with no/minimum prioritisation. The lack of bandwidth on wireless media for mobile operations is one of the most complex technical challenges to NCW. A potential aid in this issue is the use of computer software to compress the signals in a manner to ensure least consumption of traditional amount of space in the frequency spectrum.

Conclusion Communication is vital to the BMS. The key to NCW lies in communication infrastructure. As per Metcalfe’s law governing network-centric computing, the power of a network is the square of the number of nodes in the network. This power can only be harnessed if matching mobile communications are provided to integrate the nodes to the network in time and space. Battlefield transparency can only be achieved if robust and reliable communications are made available with necessary bandwidths and media redundancy.

Project BMS needs to be accelerated. The Army needs to review its decision of letting the infantry handle Phase 3 of F-INSAS, computer subsystem, radio subsystem, software and software integration of which it has little or rather no experience, particularly software integration. Separate development of BMS and F-INSAS will have problems of integration besides additional expenditure and time. Phase 3 of F-INSAS should be part of Project BMS as a systemof-system approach.

New technologies like the SDR need to be suitably exploited. SATCOM terminals at appropriate level need to be introduced.

Foolproof security needs to be ensured so that higher levels of net-centricity are achieved.

MASTER IN STRATEGY

Design and production of electronic defence systems by ELETTRONICA S.p.A.

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REPORT

Artillery Seminar The 3rd International Seminar on Artillery Technology highlighted the latest technological developments in artillery and the need to take advantage of available new technologies for the modernisation of Indian Artillery

n LT GENERAL (RETD) V.K. KAPOOR

www.spslandforces.net

T

he Regiment of Artillery in association with the Confederation of Indian Industry (CII), the Defence Research and Development Organisation (DRDO), and CLAWS jointly organised a two-day International Artillery Seminar on May 10 and 11 at the India Habitat Centre in New Delhi. International defence companies such as BAE Systems, General Electric, Israeli Aerospace Industries, Lockheed Martin, Raytheon, SAAB Group, Sagem (Safran Group) and Nexter took part in the event along with Indian companies like Tata Power, Tata Motors, Bharat Electronics, Indian Ordnance Factories, and the Armament Research and Development Establishment of DRDO. The main aim of the seminar was to discuss the latest technological developments in artillery in order to take advantage of available new technologies for the modernisation of Indian Artillery. The seminar covered all aspects regarding the modernisation of Indian Artillery platforms and support systems. The seminar comprised three technical sessions, apart from the inaugural and valedictory sessions. The technical sessions deliberated on the development of weapons systems and munitions, measures to enhance surveillance and targeting and research, and industry’s capability to meet future challenges. The highlights of the seminar along with Editors Comments are given in the subsequent paragraphs.

Army Chief General V.K. Singh, in his keynote address, said that India has been “too late” in acquiring modern artillery and needs to accelerate its efforts to modernise its firepower in an era where advanced nations have gone far ahead. General V.K. Singh, who assumed office on March 31, said that though Indian artillery is in the process of a major modernisation programme, the induction of more powerful weapons like 155mm/52 callibre guns of the wheeled and self-propelled variety as also the ultra light guns is not proceeding at the desired pace.

He stressed that it is imperative that India systematically modernises its artillery to compete with the best in the world. The Army Chief cautioned that any delay in this regard would render the gap between the front-runners and laggards impossible to be narrowed

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down. “We certainly need to catch up, and catch up fast. We have to take much longer strides and accelerate our efforts,” he added.

Lt. General K.R. Rao, Director General, Regiment of Artillery, said that for the next 15-20 years, the philosophy of artillery should continue to achieve “destruction” by synergised orchestration of all available firepower resources provided by a variety of agencies cutting across the three services based on a joint targeting doctrine, including effective use of the ‘fourth dimension’. Regarding the future, Lt General Rao said, “Futuristic artillery platforms should be independent and autonomous firing identities, capable of firing on their own, achieved by introducing automatic alignment, and laying and loading of ammunition. These platforms should have matching mobility in case of towed guns, adequate protection in case of self-propelled guns and portability by helicopters and aircrafts in case of light guns. Large operational frontages will dictate platforms capable of achieving longer ranges, which help us in achieving concentrated firepower in preference to concentrating firepower units. However, there should be a balance between mobility and longer range.”

He also stressed on the importance of efficient ammunition management in the field, which becomes a crucial battle winning factor rather than merely the number of tubes (guns) available.

Brigadier Gurmeet Kanwal, Director, CLAWS felt that there was an 80-90 per cent chance that future conflicts, if any, would break out in the mountains as a corollary of the ongoing border disputes. He felt that gaining and occupying territory and evicting the enemy from the territory occupied by them are important military objectives in future wars and only an air land battle with massive asymmetry of firepower in our favour would achieve the desired military objectives.

He felt that manoeuvres are limited in mountains and deep manoeuvres in the plains and deserts cannot be risked due to the nuclear overhang and, hence, limited wars will have “limited aims and objectives, limited force levels, limited geographical area, and limited timeframe.” He therefore, gave three trend lines for artillery firepower in the future - change in employment of artillery from neutralisation to destruction; from dumb to smart and intelligent muni-

prove SVL over a wide area.

Lt General V. Nayanar, Commandant, School of Artillery, made a well-prepared presentation on ‘Role of artillery in degradation operations in the future’. He said that the technological trends impacting the future battlespace are long-range precision firepower with enhanced lethality, increased range and sensitivity of surveillance systems and sensors, and increasingly intelligent decision support systems. Combination of these emerging trends impart considerable lethality to conventional forces in the battlespace and are the prime focus of modern artillery. He laid out the focus areas for industry.

He said that the imperatives for firepower delivery platforms were longer range to engage operational level objectives, automated handling of increased rates of fire, self-propelled systems for mobile operations, autonomous gun systems to enable single gun fire units, ability to deliver varied types of ammunition, and rocket systems capable of delivering up to 120 km. He recommended that target disposition and equipment profile should be in consonance and, hence, the equipment profile should preferably adhere to the following: 50 per cent of the total artillery should be guns with 50 km range, 35 per cent should be with long range rockets up to 120 km range, and 15 per cent with missiles of 250 km range.

Lt Colonel Eric Briot from the French Army brought out the multiple technical capacities of Caesar truck-mounted artillery system which is a 155mm, 52-calibre selfpropelled gun developed by Nexter Systems (formerly Giat), based in Versailles, in cooperation with Lohr Industries of Hangenbieten, France. Caesar entered production in June 2006. The first vehicle was delivered to the French Army in April 2007 for extensive firing trials. The first Caesar system was delivered to the French Army in July 2008 and deliveries are scheduled to complete in 2011.

Caesar is equipped with all systems needed for independent operation, a cabin to protect the six-man gun crew against shell fragments and small arms fire, an initial ammunition supply of 16 complete rounds and instrumentation for navigation, aiming, ballistic calculations and command aids. The system was specifically designed to meet the fire support requirements of rapid deployment forces. It was deployed in Afghanistan in 2009. A unit of eight Caesar self-propelled artillery vehicles can dispense in less than one minute, more than 1 tonne of projec-

Lt. General K.R. Rao, Director General, Regiment of Artillery

PHOTOGRAPHS: Abhishek/SP Guide Pubns

General V.K. Singh delivering his keynote address

tions; from long-drawn ranging procedures to near first salvo effectiveness. He recommended heavy accretion of artillery and use of precision-guided munitions from the current negligible levels to 20 per cent of total available ammunition.

Dr Bashir from Tata Power (Strategic Electronics Division) said that the requirements of modern artillery include characteristics such as higher lethality, enhanced range consistency, all-weather operations, battlefield management, survivability, crew comfort and auto operation, better accuracy with response time, and shoot and scoot capability. He said that there are many contributing elements which involve the development of fast response technological configurations. He then proceeded to explain how these could be acquired. He also explained the work done by Tata Power in upgrading the L-70 air defence gun.

Colonel R.S. Athreye made an interesting presentation on ‘Enhancing lethality and precision’. He spoke in detail about the factors and technologies involved in development of trajectory correctable munitions and terminally-guided munitions.

Lt General V.K. Ahluwalia, General Officer Commanding-in-Chief, Central Command, in a special address before the start of Session II, made a very informative presentation on ‘Artillery in mountains, high altitude and glaciated terrain’. He explained the terrain peculiarities and the impact of these on artillery fire. He quoted from Lt General V.R. Raghavan’s book about the fact that artillery exchange is an economic form of fighting in the Siachen region. Having been GOC 14 Corps in the very same region earlier, it was interesting to hear his views on the employment of artillery in this geographical zone.

Another absorbing presentation was on the concept of ‘Battlefield surveillance and targeting” by Major General P.K. Chakravorty, Additional Director General of Artillery. He first explained the terms surveillance (SVL) and targeting before proceeding to explain the resources available at the division and higher levels. He then covered the concept of employment of these resources. He said that planning of SVL is based on intelligence preparation of battle which is carried out during peace time and carried forward during war. All SVL resources are integrated in consonance with the theatre communication grid. As regards the modern and future trends, he explained that nanotechnology would usher in the new era which would im-

REPORT

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PHOTOGRAPH: SP Guide Pubns

Futuristic artillery platforms should be independent and autonomous firing identities, capable of firing on their own, achieved by introducing automatic alignment, and laying and loading of ammunition

tiles, 1,500 bomblets or 48 smart anti-tank munitions on targets at ranges up to 40 km.

Pascal Dubois, Sales director, Nexter, spoke about the Caesar system by giving the status of Caesar system in France, Thailand and Middle East and its employment in Afghanistan. He also explained the VLAP (rocket assisted projectile) which is capable of firing up to 58 km and BONUS (sensor fused munitions) which has given excellent results to the French Army.

Bharat Singh from the Indian Ordnance Factories explained the efforts by India’s Ordnance Factories Board to indigenise weapon production and weapon upgrades. He made a detailed presentation on the advantages of a 105mm gun versus a 155mm gun. He said that the worldwide trend is to develop lowweight high efficiency artillery gun system with minimum logistic tail.

The third session which commenced with a discussion on industry’s role in the development of rockets and missile systems concluded with the topical issue of integration of designers and industry with special emphasis on absorption of technology.

The DG Artillery in his concluding remarks said it was heartening to note that designers, manufactures and users were able to share and understand each others’ requirements and capabilities. Concerted and coordinated efforts of the three players through an interactive approach would surely lead to technologically modern artillery in the foreseeable future. He hoped that the designers and manufactures would now work on the requirements of the Army

and be able to formulate a well-defined roadmap to meet the user requirements.

Editor’s comments The seminar was interesting and was wellattended by service officers. The Directorate General of Artillery and the widely experienced Army Commanders serving in various command and staff appointments were able to articulate Indian Army’s requirements for the future. However, the political leader who are the decision-makers were conspicuous by their absence and this was disappointing, to say the least.

While the DG Artillery and his staff cannot be blamed for being passionate about their requirements, based on their appreciation on the nature and type of future wars, there was a discernible attempt to overstate the role of Artillery. Certain declarations and assertions by a number of speakers were unreal and impractical. All experienced armymen know that the effects of artillery fire in the mountains is much less than in the plains due to the nature of the terrain and therefore overwhelming artillery support in the mountains is generally catered for. In this regard, it may be noted that despite the abundant availability of 155mm Bofors, moved from other operational sectors during the Kargil conflict and unbridled use of 155mm ammunition, and as per Air Cmde Jasjit Singh, “exceptionally well executed aerial strikes by IAF,” then why did Indian Army lose more than 500 officers and soldiers in the attacks or counter-attacks that followed the intrusions by the Pakistani

army dressed as jihadis?

No war can ever be won by firepower alone and future wars will be no exception. In fact, the enemy is also likely to launch multidimensional attacks on almost every aspect of the opponent’s social, economic and political system which will demand multi- dimensional capabilities to defeat the enemy’s designs.

While superior firepower is warranted, let us however not have doubts that what will prevail is an integrated all-arms force level configured to suit the demands of each situation, excellent tactical and operational level leadership, and a far superior joint operations capability which is lacking at present.

Another aspect that requires greater deliberation by the DG Artillery and his staff is the type and quantum of artillery required.

One speaker mentioned about 35 per cent rocket artillery with a range of 120 km.

This, in our context, would imply 70 -80 regiments of rocket artillery. This seems a tall order. It should be thought through carefully based on expenditure and outlays involved and recurring cost of rockets, with precision warheads.

One of the speakers felt that there was an 80-90 per cent chance that future conflicts would break out in the mountains. Be that as it may, it does not mean that India should give up the military option of opening up other fronts to defeat the opponent’s designs. Military strategy demands that multiple options be retained in all situations. Lack of strategic flexibility in our force structures will be disastrous in future wars. As a rule we should be planning synergised operations as air land

battles and single service thinking is out of sync with the realities of modern wars.

Lt General C.K.S. Sabu, GOC-in-C South Western Command, very competently and succinctly spelt out the concept of operations in the future. He talked of carefully crafted plans of employing manoeuvre and firepower and the advantages of a networked battlefield in executing simultaneous operations across the entire operational depth to reduce the time required to achieve strategic objectives of war. It is in this context that Artillery should work out its requirements both in the mountains and in the plains and the Indian Army should acquire capabilities to meet these requirements.

Future conflicts will have to be planned carefully at strategic and operational levels so that we are not carried away by our own linear tactical thinking. The human brain cannot easily grasp the six dimensions of war and three dimensions of tactical battle being initiated simultaneously to first defeat the enemy commander’s mind. When our commanders become well-versed in this operational art and the enemy becomes aware of our expertise, we will win wars without fighting–the acme of skill of a general as enunciated by Sun Tzu. Wars have their own limiting factors in resources, space, endurance, etc, but as their logic is different, wars cannot be approached mathematically or like an engineering problem. When one enters the realm of war, one enters the realm of contemplation, reason, emotion, intuition, initiative, and risk. This has never changed.

The Stallion 4x4 MK IV – Tried and Tested

T

he Stallion MK IV is the latest version of the Stallion vehicle for GS role applications that addresses suggestions for upgradations made by end users and a product of the process of continuous improvements at Ashok Leyland. With over 55,000 vehicles doing various roles, the Stallion has become the veritable backbone of logistic support for the Indian Army.

A flagship of the Hinduja Group, Ashok Leyland is the second largest commercial vehicle manufacturer in the country with an annual installed capacity of 150,000 vehicles rolled out from seven manufacturing units spread across the country. The only auto major with an ISO/ TS 16949 Corporate Certification, Ashok Leyland’s turnover for 2009-10 was more than of $1.6 billion.

For over five decades, the company has been rolling out products that have become synonymous with reliability and ruggedness and these qualities are inherent in the company’s range of defence vehicles. The Stallion vehicle, in particular, has been performing flawlessly in temperatures ranging from -40 degree Celsius to +50 degree Celsius and from mean sea level to over 5,500 metres altitudes

and that’s because it is tested under the most exacting of conditions. The company’s R&D

centre near Chennai has a variety of torture tracks like speed, pave, setts, corrugated, her-

PHOTOGRAPH: Ashok Leyland

ringbone, articulation, pot hole, sand tracks, water wading troughs and brake test areas. In addition, the company has the 6-poster, the only one of its kind in the country, an accelerated torture simulator for multi-axle vehicles.

Ashok Leyland’s range of defence vehicles include Truck Fire Fighters, Water Bowsers, Light Recovery Vehicles, Field Artillery Tractors, Light Specialist Vehicles, Common Gun Towers and Buses custom designed for the armed forces. Exclusive designs for 5/7.5T vehicles are being manufactured by vehicle factory, Jabalpur, under a TOT agreement with Ashok Leyland for the Indian Army.

A pan-India network of dealerships and authorised service centres provide prompt after market support and dedicated after market support that comprise model rooms at various locations (15 so far) for training army personnel. Periodic technical seminars/training programmes are conducted at various commands and regular service campaigns shared at various battalions.

The Stallions have already made forays into overseas markets like the Honduras, Thailand, and are being used by the US Army in Iraq.

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T EC H N O LO GY

For Special Applications Anti-Material Rifles are similar in form and appearance to modern sniper rifles, though they are usually more powerful than is normally required for neutralising an enemy combatant, and can operate at a greater range.

These weapons can be used for counter-sniping, destroying explosive stocks (from a safe distance) or against enemy radar installations, communication equipment, parked aircraft, fuel storage facilities, vehicles or personnel. n BRIG (RETD) VINOD ANAND & COL (RETD) ANIL SINGHAL

A scout sniper team leader of US marines fires a round downrange from an M82A3 .50-calibre special application scoped rifle

www.spslandforces.net

Background & usage The origin of the anti-materiel rifle goes back to the First World War, when the first antitank rifles appeared. One of the first designs to be offered was the Austria’s Steyr AMR. It fired a saboted fin-stabilised round that could penetrate 40mm of armour plate with considerable secondary fragmentation behind the plate. Although it opened many people’s eyes to the potential of AMRs, the Steyr has been essentially overtaken by designs using more readily available rounds.

The concept behind their employment is somewhat different from conventional sniper operations. AMR is to be employed against hardened targets at extreme ranges.

This concept requires a different state of mind and training than normal systems.

AMRs have been proposed to be used: l Against communication systems, radar systems, command systems, missiles, crew served weapons, aircraft, etc. l Against APCs, future anti-armour platoons will have an AMR squad which can engage lighter AFVs and free the ATGW crews to deal with the Main Battle Tanks. l Against helicopters or to “peel” reactive armour from tanks to make them more vulnerable to other weapons. In Croatia, AMRs were vital elements of night operations since they were needed to destroy tank-mounted armoured thermal imagers. l To “snipe” at exposed tank commanders, easily defeating any body armour they are likely to have. l For remote explosive ordnance disposal.

Special disrupter rounds filled with water, aerogel or foam could be developed for this role.

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PHOTOGRAPH: www.wikipedia.org

P

recisely six years ago, in April 2004, Anti-Material Rifles (AMR) had caught the attention of the media for a different reason.

Denel, a South African arms supplier who had been contracted to supply Denel NTW-20 AMR was blacklisted for having paid kickbacks to secure the deal.

An AMR is designed for use as the name suggest against military equipment or material rather than traditional combatants (personnel). In American parlance, they are clubbed as Special Application Sniper Rifle (SASR) or Hard Target Interdiction (HTI).

AMR are similar in form and appearance to modern sniper rifles and can often serve in that role, though they are usually more powerful than is normally required for neutralising an enemy combatant, and can operate at a greater range. These weapons can be used for counter-sniping, destroying explosive stocks (from a safe distance) or against enemy radar installations, communication equipment, parked aircraft, fuel storage facilities, vehicles or personnel. In the Gulf War, .50 calibre sniping rifles had been used to even damage the artillery guns.

AMRs and the large calibre sniping rifles appear almost similar. The main design consideration of a sniping weapon is longer in range and accuracy, whereas AMRs are designed for damage and penetration. The two roles, however, tend to overlap to some extent.

l

To attack parked aircraft and other soft targets from a distance. Such Special Forces applications may require HE-I rounds rather than AP. In general, anti-materiel rifles are chambered for 12.7x909mm NATO (.50 BMG), 12.7x108mm Russian or even 14.5x 114mm Russian and 20mm cartridges. The large cartridges are required to be able to fire projectiles containing usable payloads like explosives, armour-piercing cores, incendiaries, or combinations of these, as found in the Raufoss Mk211 projectile. Due to the considerable size and weight of AMR and other support equipment, the squad operates in teams having two or three members.

International development status One of the popularly designed AMR is the South African NTW 20. The NTW 20/14.5 is one of the few firearms in existence that allows the changing of the calibre without completely disassembling and reworking the weapon. Switching between the two calibres of the NTW (20mm and 14.5mm) requires changing the bolt, barrel, sighting gear and magazine. A third variant, the NTW 20x110 has also been developed, but is not designed for barrel calibre switching. Calibre switching the NTW 20/14.5 can be accomplished simply in the field without specialised tools.

This weapon can be broken into two man-

Today’s AMR are much lighter and more portable due to the use of advanced recoil suppression and metallurgy in the overall construction of the rifle

loads and offers the user the choice of 14.5x114mm (Russian), .50 Browning or 20x83.5mm or 110mm MG151 ammo. It can also be moved as an assembled weapon for “shoot and scoot” operations.

Some other well known AMR are; UK’s Accuracy International AW 50/F .50 Browning Machine Gun(BMG) (12.7x99mm NATO), US Barrett M 82A1/107 (.50 BMG (12.7x99mm NATO) and McMillan TAC-50, Hungary’s Gepard (.50 BMG with 12.7x99 NATO, 12.7x108mm (.50 Russian) & 14.5x 114mm Russian, Austria’s Steyr IWS 2000 (15.2 proprietary APFSDS), Serbia’s Zastava M93 .50 BMG (12.7x99mm NATO) and 12.7x108 (.50 Russian). The Barrett .50 is not accredited with the world’s longest range kill as that achievement goes to the McMillan TAC-50 bolt action sniper rifle. The TAC-50 does however fire the same ammunition, the .50 cal BMG cartridge. During the conflict in Afghanistan in 2002, a Corporal of the Canadian Forces fired his McMillan TAC-50 to kill an insurgent at a range of 2,430 metres (7,973 feet) or just over 11/2 miles away. It is a record for the longest sniper kill in history.

On the projectile front, Norwegian company’s Raufoss Mk.211 is a .50 calibre BMG (12.7x99mm NATO) multipurpose anti-materiel projectile. The multipurpose name is given as the projectile is having an armourpiercing (tungsten core), an explosive, and an incendiary component, thus making it capable of penetrating lightly armoured targets and causing damage to the personnel inside the target after penetration. It is a suitable round for engaging helicopters, aircraft and lightly armoured vehicles, as well as unarmoured vehicles, and it also has the capability of igniting jet fuel. It has similar destructive power as a standard 20mm round against such targets.

The US is investing in newly developed rifle called the Stealth Recon Scout (SRS) which is a multi-calibre bullpup bolt-action anti-materiel/sniper rifle. There are four versions of the DTA SRS rifle: .338 Lapua Mag-

num , .300 Winchester Magnum (.300 Win. Mag), 7.62_51mm NATO (7.62mm NATO) /.308 Win., and .243 Win. This has lot of similarities to the DSR-1 Rifle made by DSRprecision GmbH (Alpirsbach, Germany).

Bullpup is a firearm configuration in which the action and magazine are located behind the trigger. This increases the barrel length relative to the overall weapon length, permitting shorter weapons for the same barrel length, saving weight and increasing manoeuverability. It alternatively allows for longer barrels on weapons of the same length, which can increase muzzle velocity resulting in flatter trajectories, a longer effective range and increased lethality. The bullpup design significantly enhances the weapon’s balance, putting the balancing point just in front of the trigger guard.

The US SRS AMR is designed around the .338 Lapua Magnum cartridge. This has the same size and weight characteristics as the well known .308 Win rifles, yet it has a trajectory that rivals the popular .50 calibre rifles. But .338 LM has more recoil than the .308 Win, which is very manageable and much less than with a .50 calibre. The 338 LM also has very good penetration when using military AP ammunition.

Indian context The AMR is an extremely useful system for specific situations like bunker bursting and other anti-material role. It has been employed against hardened sites and critical equipment with very good results. One unique use of the AMR has been by the French in Bosnia in the counter-sniper role.

They employed the M93 in conjunction with a 20mm rifle allowing them to penetrate any obstacle in order to deter or suppress enemy snipers in buildings. They found this system highly effective. The M93 was used to push the enemy snipers into a desired section of the building and then the 20mm is used to eliminate them (and that section of the building).

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T EC H N O LO GY

In the wake of the carnage in Mumbai, in November 2008, the need for such a weapon system was felt where AMR power is useful for shooting terrorists through concrete walls, after identifying their locations with thermal imaging systems. There is an imperative need to take care of the collateral damage to civilians in such situations. No police force at present uses ATR in counter terrorism role due to the risk to civilians.

However, New York police SWAT team uses it to blow apart vehicle engines in high speed chases as a last resort.

Under the contract first signed in 1999 by the NDA government, 100 AMRs were bought for Rs 23 crore. Later, the army had about 300 Denel AMRs and was to get about 900 more. The UPA government scrapped this deal in 2004, following accusations that Denel had paid kickbacks to secure this contract. AMR is primarily deployed in border areas to knock out bunkers, security towers and radars of enemy forces. The army, incidentally was quite satisfied with the weapon systems performance and was keen to induct more AMR from Denel–after acquiring the first batch in December 1999–for their “potent bunker-bursting” capabilities.

Indigenous development – Vidhwansak

It seems that the .50 calibre or equivalent AMR is destined to remain the system of choice for missions requiring a man portable highly versatile weapons system

The development of the AMR by the state-run factory came at a time when the Indian government has scrapped all defence deals with South Africa’s Denel, which had previously supplied similar weapons to the Indian Army.

The ordnance factory at Thiruchirapalli (OFT) and DRDO had developed a multicalibre AMR named Vidhwansak for the Army, SSF and paramilitary forces. Its development was completed in November 2005 and the rifle was sold to the Army, BSF and National Security Guards from 2007.

Some reports suggest that Vidhwansak is a reverse-engineered version of the NTW20. In any case, Vidhwansak is comparable to NTW-20 in terms of calibre, size and performance. Vidhwansak, which costs Rs 10 lakh ($20,000), is much cheaper than Denel NTW-20 AMR, which costs Rs 23 lakh ($45,000). It also supports multiple calibres and fires 12.7mm, 14.5mm and 20mm rounds compared to dual calibres supported by NTW-20.

Vidhwansak AMR is one of few firearms to support three calibres with quick interchangeability. Vidhwansak can be easily

converted between the three calibres – 12.7 mm, 14.5mm and 20mm, by replacing the barrel, bolt, magazine and scope, which takes about one minute in the field, without the need for any specialised tools.

Vidhwansak is a manually operated, rotating bolt action rifle. The barrel along with the receiver recoil inside the chassis frame against a damping system. The rifle is fed from a detachable box magazine that is inserted from the left side. The rifle can be quickly disassembled and carried in two man-portable packs, each weighing about 12-15 kg.

Vidhwansak weapon (14.5mm calibre) had a maximum range of 1,800 metres, while the 20mm calibre version had 1,300 metres. A muzzle brake is fitted on the end of the barrel which absorbs an estimated 50 to 60 per cent of recoil. This is further supplemented by a buffered slide in the receiver.

Vidhwansak is equipped with an 8X magnification, long eye relief telescopic sight with Parallax adjustment.

Conclusion Today’s AMR are much lighter and more portable due to the use of advanced recoil suppression and metallurgy in the overall construction of the rifle. The 20mm rifles are slowly becoming more and more popular with commandos and special forces for their complete ability to knock out the majority of building walls and vehicles with one shot at reasonable ranges.

As time goes by, more and more developments relating to the weapon system and calibre will be seen. New larger weapons are being produced. However, it seems that the .50 calibre or equivalent AMR is destined to remain the system of choice for missions requiring a man portable highly versatile weapons system.

F I R S T

Protecting Warfighters Oshkosh Defense supplies FMTV trucks, trailers to US Army According to the US Army’s original FMTV programme timeline, Oshkosh Defense will begin delivering production units in October 2010. Production deliveries under the existing orders run through December 2011. Till date, Oshkosh has received orders to deliver 5,209 FMTV trucks and trailers.

The five-year FMTV contract is for the production of an estimated 23,000 vehicles and trailers, as well as support services and training. The FMTV is a series of 17 models and 23 variants ranging from 2.5tonne to 10-tonne payloads. The vehicles feature a parts commonality of more than 80 per cent, resulting in streamlined maintenance, training, sustainment and overall cost efficiency for the US Army.

PHOTOGRAPH: Oshkosh Defense

O

shkosh Defens e, a division of Oshkosh Corporation, has shipped its first family of medium tactical vehicles (FMTV) trucks and trailers to the US Army. The vehicles have left the company’s Oshkosh, Wisconsin, campus.

According to the company, the Oshkosh vehicles represent a major milestone for the FMTV programme. Two FMTV variants and trailers for both vehicles are being delivered. The Oshkosh FMTVs feature the long-term armour strategy (LTAS)-compliant cab solution.

“We are pleased to do all we can to advance the safety and protection of our warfighters,” said Mike Ivy, vice president and general manager, Army Programs, Oshkosh Defense.

T E C H W A T C H

Advanced Robotic System

A robot invented by Boston Dynamics with Foster-Miller, the NASA Jet Propulsion Laboratory can go anywhere people and animals can go.

MAARS is the first fully modular ground robot system capable of providing force escalation options for a measured response that fits any combat situation.

B

igDog is a dynamically stable quadruped robot invented in 2005

by Boston Dynamics with FosterMiller, the NASA Jet Propulsion Laboratory, and the Harvard University Concord Field Station. A BigDog is 3 feet (0.91 m) long, stands 2.5 feet (0.76 m) tall, and weighs 240 pounds (110 kg), about the size of a small mule, according to a company press release. It is capable of traversing difficult terrain at 4 miles per hour

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(6.4 km/h), carrying 340 pounds (150 kg) and climbing a 35 degree incline. Locomotion is controlled by an onboard computer that receives input from the robot’s various sensors. Navigation and balance are also managed by the control system.

BigDog has set a world record for legged vehicles by travelling 12.8 miles without stopping or refuelling. On March 18, 2008, Boston Dynamics released video footage of a new generation of BigDog. The footage shows BigDog’s ability to walk on icy terrain and recover its balance when kicked from the side. The ultimate goal for BigDog is to develop a robot that can go anywhere people and animals can go.

The programme is funded by the Tactical Technology Office at the Defence Advanced Research Projects Agency (DARPA).

M

odular Advanced Armed Robotic System (MAARS) has been developed by QinetiQ, North America’s Technology Solutions Group. It is the first fully modular ground robot system capable of providing force escalation options for a measured response that fits any combat situation. MAARS is an agile, combat-ready robot that is remotely controlled by the operator, who can interact with hostile forces from a safe distance using the robot’s twoway communication features and multiple cameras, a company press release said.

PHOTOGRAPH: QinetiQ

www.spslandforces.net

PHOTOGRAPH: Boston Dynamics

BigDog

It provides multiple options for response and escalation of force like non-lethal-operator’s voice projected through loudspeakers on the robot and an eye-safe laser to dazzle people; less-lethal-launcher to deploy bean bags, smoke, star clusters and pepper spray; lethal-launcher to deploy 40mm high-explosive grenades or the powerful M240B medium machine gun firing 7.62mm ammunition. Multiple cameras give the operator a clear view of the robot and its surroundings to ensure optimum safety and improve situational awareness. In the MAARS weapons-configured system, the operator always sees where the weapon is pointed in relation to him and other friendly forces. MAARS uses an easy-to-learn digital control system that provides comprehensive situational awareness that works up to a range of over 1 km from the operator, effectively extending the reach of the operator and enhancing soldier survivability. In addition, the robot’s turret system is able to support a drop-in manipulator arm, multiple weapons and a range of sensor packages.

T EC H N O LO GY

<<

Unbreakable Communication The Army should review its communication philosophy and cater to requisite satellite communications with alacrity, boosting the Indian Army’s quest for acquiring true NCW capabilities.

PHOTOGRAPH: Lockheed Martin

n LT GENERAL (RETD) P.C. KATOCH

now on the anvil. Despite failure of the geosynchronous satellite launch vehicle (GSLVD3) in April this year, ISRO has assured that its first dedicated military satellite is on schedule and will be launched within a year.

It will have a footprint of around 1,000 nautical miles over the Indian Ocean. The requirement was first projected by the Navy a few years back. Though the Army and the Air Force woke up late, they will get to share the bandwidth of INSAT-7 partially till dedicated Army and Air Force satellites are launched in coming years.

C

ommunications have been important for winning battles since time immemorial. Success or failure continue to be dependent on the ability of the fighting force components to communicate with each other. Future wars will continue to be technology driven and technology is developing speedily.

Today, militaries use very high technology communication systems wherein messages can be sent and received instantly through a secured network. The equipment is specially tailored since no compromise in quality is acceptable. Satellite signals are mainly used for radio transmission with high security features to avoid interception and recording by the enemy. Satellite communications (SATCOM) are increasingly becoming important in the fast moving operations not only for non-line of sight (NLOS) communications, but also where large and varied forces, including strike corps and their various battle groups, are engaged in manoeuvres and intense battle, optimising net-centric warfare (NCW) capabilities to multiply the effect by converging at a time and place of one’s choosing over long distances. Advantages of SATCOM are being exploited by terrorists too, as is apparent from the large number of Inmarsat and Thuraya radio sets captured in anti-terrorist operations in India.

Types of communication satellites

Defense Satellite Communications System (DSCS) III by Lockheed Martin

With flexible operational services and compact ground terminals, SATCOM services offer attractive solutions for military users. Dedicated military satellite networks are augmented by commercial services like demand assigned multiple access (DAMA) controlled networks that offer the user total control of the space link. SATCOM provides terrain-independent communications, flexible networking, and direct link to final destination without reliance on radio relays.

One button and two minutes is all it takes for the iNetVu® antenna systems to deliver high-speed Internet and VoIP communications via satellite from virtually anywhere on the planet. iNetVu®, the trusted choice for critical communications of Military forces around the globe.

Indigenous satellites With Apple, INSAT satellite series, ASC Network, etc, India has come a long way from 1981 when the Indian Space Research Organisation (ISRO) first experimented with geosynchronous telecommunications relays to now having a number of active spacecraft in geosynchrous earth orbit (GEO). Indian GEO platforms perform the dual functions of communications and earth observation. The first dedicated military satellite (INSAT-7) is

Globally, communication satellites are functioning on C, Ku, Ka, S and L Bands. C Band is widely used and proven, has large bandwidth and no rain attenuation. Ku Band has similar advantages; besides communication on the move (COTM) is possible. However, in both C and Ku Bands, the equipment is not easily portable and is prone to mechanical failure due to size, weight and movement.

The sub-assemblies are large and so the installation time is considerable. In the Ka Band, broadband communication is possible, power consumption is low, use of solar panels is possible and feasibility of COTM exists. However, this system is adversely affected by snow, rain and heavy clouds. Space segment in Ka Band is currently limited in India. The S Band is meant only for radar

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>>

T EC H N O LO GY

communications and hence has not been discussed further.

L Band is by far more reliable especially under NLOS conditions as accurate pointing is not required between satellite and user terminals. The system is highly portable, and man-portable option is available. It is lightweight with no moving parts, quick to deploy with rapid connectivity, not affected by weather conditions and has low power requirements, lower attenuation, and better range. However, L Band has less bandwidth availability compared to C, Ku, Ka Bands and has interference with terrestrial communications. L Band services include standard IP, flexible bandwidth based on usage, user control and spot beams.

A dispassionate analysis of the various types of satellites would indicate that L Band is most suited for non-terrestrial communications in the tactical battle area (TBA). L Band terminals are truly portable, plug-andplay, reliable on account of integrated design, communications for land, sea and air applications, flexible and have low first time investments. For some inexplicable reason none of the indigenous satellites are L Band, even though the initial investments compared to other satellites is less. The dedicated military satellite (INSAT-7) to be launched too will not be L Band. Though a number of foreign satellites on L Band have footprints over India, use of a foreign satellite for operational military communications raises legitimate apprehensions of security.

Foreign firms argue that security while using a foreign satellite can be made foolproof if the security gateway is positioned within Indian territory and indigenous security solutions developed by the Centre for Artificial intelligence and Robotics (CAIR) are superimposed. However, this requires thorough analysis. Under our existing regulatory regime, any company even wishing to provide subscription-based television services to customers in India must uplink from Indian territory and must use INSAT or a satellite system approved by the Department of Space (DoS). Approval for using a foreign satellite by a DTH service provider is given rarely for short term (with ISRO approval) until INSAT is able to launch additional capacity.

Role of satellite communications Satellite communications play a vital role in hugely varied terrain (mountains, deserts, jungles, urban areas) and areas with poor or non-existent telecom infrastructure/terrestrial communications, especially with increased requirements of COTM. Military applications of satellite communications include collaborative battlefield planning using interactive white boards and video conferenc-

With flexible operational services and compact ground terminals, SATCOM services offer attractive solutions for military users ing, live video feedbacks from unmanned aerial vehicles (UAVs), reconnaissance units/ combat camera teams of troops in contact/ special forces missions, etc. Any voice to any voice, push to talk to landline phone, and merging of voice, data and video on a single network is facilitated. Modern satellite communications, which cater to increased mobility, are easier to use, and with increased throughput are usable at lower levels for VTC, situational awareness and sensor information.

Indian Army scene Although a VSAT network is in the process of being established as part of Project Air Defence Control & Reporting System (ADC&RS), the Army needs to shed its inhibition of treating SATCOM as “an expensive and rare commodity” with continued reliance on terrestrial communications for vital systems like the battlefield surveillance system (BSS). Not only communications have to be foolproof, future requirement of an NCW capable force needs to be well understood. While there is merit in relying on terrestrial communications, satellite communications must be scaled selectively at lower levels as well after thorough appreciation of future battlefield requirements.

Stryker units of the US are already provided satellite terminals down to platoon level.

Problems with current communication systems are poor spectrum utilisation, low data transfer rates, pre-defined mission planning and intentional and unintentional jamming environment resulting in poor communication performance. Modern satellite communications help overcome these problems. The rule should be “communications without break” using terrestrial communications where feasible and when not adversely affecting network centricity.

The Army should plan on selective SATCOM both in the TBA and upward connectivity including redundancy in critical situations on war and national security. The tactical communication system (TCS) is to cater for TBA requirements primarily for offensive operations by battle groups of both the strike and pivot corps, albeit its induc-

tion and fielding is inordinately delayed.

Fielding of information systems like the BSS, battlefield management system (BMS), ADC&RS, artillery command control & communication system (ACCCS) and their integration to the tactical command, control, communications and information (Tac C3I) System through the command information decision support system (CIDSS) coupled with the requirement of foolproof communications in a fast moving intense battle environment certainly necessitates due prominence to SATCOM. This is also pertinent to F-INSAS and particularly special forces detachments operating deep inside enemy territory for where compact lightweight portable SATCOM terminals would be essential.

Required focus It would be prudent for the Army to focus on the following issues: l Review the communication philosophy, appropriately incorporating SATCOM to meet requirements of net centricity in future wars. l Requirements of SATCOM must be identified, link data rates determined, design and size of each link decided, and the rationale documented. The analysis should take into account the orbit, RF spectrum, data rate, duty factor, link availability, link access time, threat, etc. l The system chosen should be flexible and modular, catering to data security through encryption, spatial, time and satellite diversity, frequency hopping and interleaving. l Terminals chosen should be flexible and modular; easy to move between networks, with easily adaptable throughput and easily switchable from military to commercial satellite, if the need arises for the latter. Time required for training and operations should be minimal. They should need limited logistic support, easy for undertaking field repairs and with swappable modules. l Compression of data is essential since digital image files in particular are large and at times there will be need to send more data than what the bandwidth accommodates. The bandwidth is limited by the link equation. Therefore, the best compression technologies must be exploited. l Spectrum management is very important.

Experience shows that at any given time, large bandwidth of the entire RF frequency (up to 100 GHz) remains unutilised. The system chosen should be able to capitalise on unutilised bandwidth. l SATCOM systems other than in L Band are bulkier and hence the Army has been

Next Issue

Extensive coverage of

Eurosatory 2010 Edition

www.spslandforces.net

n Largest ever fair of land defence systems. About 1,300 companies exhibited their products at Eurosatory 2010, and an estimated number of 60,000 visitors attended four-day fair n Innovative solutions for air defence, armies and internal security requirements. n US giant General Dynamics had a prominent presence at the fair. General Dynamics unveils the Piranha Class 5, the latest generation of the highly successful Piranha combat vehicle family. n Military equipments from China were seen at Eurosatory defence international fair. It is the first time that China has participated in the Eurosatory 2010. n Thirty-four Russian companies participated in this exhibition; twelve of them presented military products in the form of 300 exhibits.

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contemplating use of Wimax in TBA. This must be given adequate thought especially from security point of view. Because of doubts of foolproof security of Wimax, foreign armies are using Wimax only for logistics nets and not for operational nets.

The Government/MoD needs to consider the following in conjunction with the Army: l Development and launch of L Band satellites by ISRO for military SATCOM due to advantages including COTM, as discussed above. If agreed upon, the ground network and terminals will have to be developed concurrently. l Due to high costs of development and operations of satellite systems, outsourcing of services is considered by many nations. There is a need to examine the implications of hiring a foreign L Band satellite for military communications (till all the requirements of the Army are met through ISRO satellites). Such an exercise should include feasibility of ensuring foolproof security with the security gateway positioned within India and with superimposed security solutions developed

by CAIR. Obviously, such an arrangement would require firm commitment regarding availability of space segment at all times and under all conditions, apart from security issues being suitably addressed. Need for such examination is necessary in order to leapfrog into net centricity, which is at present too far.

Conclusion During war time and at times of conflict only the best communication system will succeed. SATCOM is vital for an NCW capable army. The satellite can support thousands of terminals in a net-centric system formation. For redundancy, the network can use multiple satellites or alternative communications. Military grade on-the-move SATCOM ground terminal must provide continuous connectivity in conditions where commercial terminals usually fail.

They must be able to automatically and rapidly recover from signal blockages, due to man-made objects, terrain/foliage, weather and other atmospheric effects. Such terminals are designed to work with a wide range of military and commercial satellite services, including wideband commercial low earth orbit (LEO), medium earth orbit (MEO), and military geosynchronous earth orbit (GEO) satellites, as well as protected (advanced EHF) narrowband satellite communications. The Army should review its communication philosophy accordingly and cater to requisite SATCOM with alacrity, boosting the Indian Army’s quest for acquiring true NCW capabilities.

I N D U S T R Y / F A C E -T O - F A C E <<

‘MBDA is Seeing India as the Fifth Pillar of its Structure after the Four Domestic Countries (UK, France, Italy and Germany)’ MBDA, a world leader in missiles and missiles system, desires to be a major player in the Indian defence market and is viewing India as the fifth pillar of its structure in addition to current partner countries – France, UK, Italy and Germany. Loic Piedevache, Country Head, MBDA Group, in conversation with SP’s Editor-in-Chief Jayant Baranwal, spoke about building a reliable, strategic and long-term partnership in India. product enhancement to be commonly available. If the customer makes specific demand for a product, we make it available for them after discussions with them about the specific enhancements in line with national specific requirements.

SP’s: MBDA offers a range of weapons for all the three forces–land, sea and air. What edge does your range of weapons offer compared to your competitors? Is cutting-edge technology the USP of your group or do you have other aces too up your sleeve?

Loic: MBDA has many aces–we are a technology leader, we are the only company providing weapons to all three of the armed forces.

Weapons such as Storm Shadow/SCALP and Meteor are the world leaders and cannot be compared with other weapons. We combine the industrial and technological strengths of France, Italy, Germany and the UK together within one company.

Meteor, the beyond visual range air-toair missile dominates the air battle giving air superiority against the threat, provides an unmatched no escape zone. It has been ordered by the UK Ministry of Defence and five other European nations namely France, Germany, Italy, Spain and Sweden. The Storm Shadow/SCALP is a conventionally armed stand-off air-to-ground long-range missile which can be deployed day and night and in adverse weather.

SP Guide Publications (SP’s): MBDA was formed with the merger of key missile producers in France, Italy and Great Britain, and subsequent acquisition in Germany. Has this made you a world leader or was it a fait accompli?

Loic Piedevache (Loic): In the past few decades, there have been many mergers and reorganisations in the defence sector worldwide. The merger of several companies has inadvertently resulted in huge turnover as the best of resources and expertise on a wide range of products came together.

But a lot of hard work was required to effectively integrate the companies and ensure that their operating systems are coordinated properly. In order to create a suitable business model, resources had to be pooled in the most effective manner with the correct use of synergies.

MBDA has set a benchmark in terms of international integration within the defence sector and has become a global player.

SP’s: Can you please tell us about the company’s current profile? How do you position yourself in the global market today?

Loic: MBDA is a global player having business in defence markets across the globe. We are moving towards a situation where over 50 per cent of our turnover will come from export activities as opposed to domestic sales (UK, France, Italy and Germany). Our latest programmes include Storm Shadow, Scalp, to name a few.

SP’s: Can you briefly outline the company’s history? What are the factors that lead to the merger? In hindsight, what have been its positive points?

Loic: The consolidation of Europe’s missile companies began in 1996, when parts of Matra Defence and BAe Dynamics merged to form Matra BAe Dynamics (MBD). In 1999, the Aérospatiale-Matra Missiles was formed.

In 1998, GEC-Marconi Radar and Defence Systems and Alenia Difesa combined their missile and radar activities to form Alenia Marconi Systems (AMS). In December 2001, MBD (including AMM) and the Missile and Missile Systems activities of AMS were merged and thus came up MBDA. In June 2005, LFK, a unit of EADS Defence and Security Systems merged with MBDA. The merger was necessary for the survival of the fragmented European industry.

SP’s: What is the annual turnover of MBDA? Your website says you have as many as 45 products in service. What are your most sought-after products?

Loic: The growth was rapid and by 2005 MBDA had doubled its turnover to 3 billion Euro. The company’s current turnover (2009) stands at 2.6 billion Euro. It will be difficult to say what are our most sought after products. In terms of quantity (number not value) – large quantities of Eryx missiles and Exocet missiles have been sold. Mistral is in service with about 30 countries and will soon be in service on the Indian Dhruv/WSI.

>> A Brief Profile Loic Piedevache has been the Country Head, India, MBDA Group since 2007.

Prior to this, he was with Sofema and served as the Director, South Asia, from 2003 to 2007, Director, Latin America and the Caribbean from 2000 to 2003, and Office Director, Rio de Janeiro office, Brazil from 1994 to 2000. An alumnus of Collège Stanislas, Paris and Ecole des cadres Management School, Paris, Loic has served as Overseas Trade Advisor for France Vice-President of India section from 2004 to 2008. He has a private pilot’s licence and is the recipient of the French National Defence medal.

But MILAN manufactured under licence in India by BDL has been sold in even higher quantities around the world.

SP’s: MBDA is a multinational company. What is the collective view of the nations involved (in MBDA) with regard to transfer of the latest and sensitive technologies to India? Are there any conflicts of interest?

Loic: There are no conflicts of interest.

MBDA’s identity is represented by advanced technology and not nationality. Transfer of technology (ToT) is the key feature that MBDA offers. In most cases, transfer of technology is a key feature of MBDA’s offer to the customers. Our customers do not wait for a

SP’s: MBDA is one of the leading manufacturers of missiles in the world. In what ways are the 15 new products now being developed by MBDA different?

Loic: The new developments include intelligent warheads, modular systems, and new propulsion technologies among others. They are all designed to meet new customer requirements regarding new terms of engagement, new platforms, threats, etc.

SP’s: When something becomes seemingly obsolete, do you phase out the product or upgrade it? Or is it a combination of both?

Loic: Because of paucity of funds, some customers ask for upgradation, to extend the life of the existing products. In many cases we have provided life-extention service up to 510 years through our support team. As we respond to customer operational needs, it results in the long-term development of our product portfolio. Of course, we need to provide long-term support for in-service products and so we cannot just decide a product line as obsolete and ignore it.

SP’s: Can you elaborate on the ground-based air defence missile, air dominance missile and surface to surface missile systems manufactured by MBDA? Loic: MBDA is a leader in providing a range of defence systems to create an effective layered defence system–from deployable shortrange systems such as Mistral and VL Mica to higher level systems such as Aster.

Our air dominance range includes ASRAAM, Mica and Meteor to ensure the air-

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>> I N D U S T R Y / F A C E -T O - F A C E MBDA’s Mistral in service with about 30 countries

SP’s: What about the missiles systems for the Indian Air Force (IAF) and missile upgradation for Jaguar and Mirage 2000? Is MBDA contemplating on participating in the mid-life upgradation programmes of these combat aircraft of the IAF? Loic: Regarding the Mirage upgradation, MBDA has been requested to make an offer for the air-to-air weapon. We have proposed the MICA, the multi-mission air-to-air missile system which has outstanding manoeuverability, high resistance to counter-measures, two interoperable advanced technology seekers and can be used in multi-target from long BVR interceot to close-in dog fight.

Regarding the Jaguar, MBDA is currently responding to a Request For Proposal for a close combat missile. We are offering Asraam Combat Missiles for Jaguars, which has already been fitted on Jaguars operational in other air forces.

SP’s: Is MBDA a part of the 126 medium multirole combat aircraft (MMRCA) for the IAF? Loic: MBDA is providing missiles in weapon packages of the 3 European OEMs including Dassault (Rafale), EADS (Eurofighter), Saab (Gripen).

MBDA’s Mistral will soon be inducted on the Indian Dhruv helicopters

SP’s: Can you tell us something about MBDA’s multi-purpose combat vehicle project and its other variants? Will it be offered to India?

Loic: The multi-purpose combat vehicle is a versatile and deadly accurate air transportable vehicle equipped with a motorised turret, with electro optical sensors. It has a small calibre gun and four ready-to-fire missiles that can be operated from an interior firing console. It will be offered to India if there is a requirement.

PHOTOGRAPHS: MBDA

SP’s: Are you working on any other joint venture with BDL? Loic: MBDA does not have any JV with BDL. We are providing production licenses to BDL.

to-air battle. Dual Mode Brimstone and Storm Shadow/SCALP are available to deliver devastating precision in the air-toground attack missions.

In the battlefield warfare, MBDA is offering MILAN and Eryx missiles. Concerning the maritime threats, we can offer a wide choice of weapons: the latest generation of Exocet family (MM40 Block 3) and Otomat Mk2 Block IV for long range targets and Marte Mk2 for middle range targets.

SP’s: You lay a lot of emphasis on customer support. How do you ensure that every sale is followed by quality customer support?

Loic: Customer support is crucial for us. We ensure that the customer gets the maximum benefit from the equipment “through life support through life performance”. Our support service ranges from training, spares management, repair work, assistance with live firings, stockpile management, etc.

Our customer service is highly personalized and does not come off the shelf or out of a catalogue. It is discussed, developed, adapted, customised and implemented in line with each and every customer’s specific requirements. Our approach is work in-country with the customer.

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SP’s: The Milan anti-tank missile has been in service with the Indian Army for a long time now. It is understood that a fresh contract was signed at the end of 2008 for an upgraded version. Can you elaborate?

Loic: Milan is a success story between MBDA and the Indian public sector undertaking Bharat Dynamics Limited (BDL) which started 30 years ago. Licences for several versions of Milan missiles have been successfully implemented in India. The last version delivered to India is the Milan 2T which has a deadly tandem warhead and enhanced operational capabilities.

SP’s: It has been reported that MBDA and the Defence Research and Development Organisation (DRDO) are jointly developing a new generation of low-level, quick-reaction air defence missile Maitri for the Indian Navy and the Air Force. It is understood that it has been offered to the Indian Army as well. Can you comment on the project?

Loic: MDBA is considering India as a strategic long-term partner and is keen to shift from a usual buyer-seller approach to a deeper relation through a strong co-development programme involving key transfer of technologies. Developing short range sur-

Milan is a success story between MBDA and Bharat Dynamics Limited (BDL) which started 30 years ago. Licenses for several versions of Milan missiles have been successfully implemented in India face-to-air missile (SRSAM) is in tandem with this strategic step. The Indian Navy will also be a potential customer for SRSAM. SP’s: Will you also offer core technologies like the design of the active seeker head and the missile engine apart from the other subsystems?

Loic: Sensitive technologies will be transferred in the form of SRSAM, but at this stage, we cannot disclose more information.

SP’s: Has MBDA established any joint venture or partnership with any Indian company in the private sector or do you propose to do so to meet the possible offset requirements?

Loic: MBDA is looking for a strong, reliable, strategic, long-term and fruitful partnership with India. In this regard, we are having advanced discussions with a major private Indian group. This partnership will be a structured and comprehensive one and will meet all the procurement requirements.

We are looking for a partner having complementary technologies and skills, a strategy consistent with MBDA’s global strategy, in order to become/behave as a source or an equal partner, able to export from its home base, share MBDA views on collaboration with SME’s, DPSU’s, and be recognised by the Indian authorities as a strategic industrial asset for the country.

SP’s: What are your long-term plans for India?

How do you see the potential?

Loic: Besides BDL, we have also been working with Mazagon Docks Limited (MDL) and Hindustan Aeronautics Limited (HAL). We welcome the developments with regard to foreign direct investment in India, which is at present 26 per cent. Emergence of private sectors would be fruitful to compliment the public sector.

MBDA wants to be a major local player in India. All the clearances towards exports are well in place. We offer to co-develop Meteor and various other leading programmes in India. Meteor is claimed to be beyond competition.

MBDA is seeing India as the fifth pillar of its structure after the four domestic countries (UK, France, Italy and Germany).

SP’s: How do you look at the future?

Loic: We work 20 years ahead of time.

PROCUREMENT

<<

The Trend is for FMS Route India has carried out wide-ranging reforms in its procurement organisation and procedures. Free competition and transparency are central to the new dispensation. But many observers fear that a distinct discernible pattern is emerging in recent deals to circumvent competition.

PHOTOGRAPH: BAE Systems

n MAJOR GENERAL (RETD) MRINAL SUMAN

O

n January 22 this year, the Defense Security Cooperation Agency (DSCA) of the US notified the US Congress of a possible foreign military sale (FMS) of 145 M777 155mm light-weight towed howitzers with laser inertial artillery pointing systems for approximately $647 million (Rs 3,039 crore) to India. It was also clarified that the deal would carry no offset obligations.

The news report came as a surprise to many observers. Earlier reports had indicated that India would be procuring light howitzers in an open competition after techno-commercial evaluation of all howitzers on offer. Having failed to conclude any major contract in multi-vendor environment during the last decade, it appears that the government has lost confidence in its own procurement regime. For all urgent and critical equipment, it has been resorting to single-vendor procurements.

In a path-breaking deal with the US, purchase of 8 AN/TPQ-37 Fire Finder counterbattery artillery radars was negotiated in 2002. India wanted a vast array of latest military equipment and the US authorities appeared receptive. Purchase of P-8I maritime patrol aircraft (DCS deal) and C-130J Super Hercules transport aircraft are some of the other major deals signed.

The M777 uses a digital fire-control system to provide navigation, pointing and self-location, allowing it to be put into action more quickly than earlier towed and air-transported howitzers

Foreign military sales Military equipment is sold by the US in two ways–direct commercial sales (DCS) and foreign military sales (FMS). Deals under DCS are pure commercial transactions between a buyer government and industry. US companies compete with producers from other counties to sell their products. As in an open global competition, all vendors are invited to field their equipment. Techno-commercial evaluation is carried out by the purchasing country as per the criteria laid down by it. It implies that the US companies are pitted against other producers and required to win contracts in a competitive environment.

FMS, on the other hand, is commonly known as a government-to-government deal. This route is usually followed for items which have already been inducted in the US forces. The buyer nation forwards a letter of request (LOR) to the US government. If the request is cleared, a letter of offer (LOO) is sent to the requesting government. The buying government is required to submit a letter of acceptance (LOA) along with the initial advance. Thereafter, a legal contract is signed. The US government may supply the item from its own existing stocks or procure it afresh from the producer.

Sale of certain critical items is allowed only through FMS route and such items are designated as “FMS only” under the provisions of the Security Assistance Management Manual (SAMM) C4.5.9. Such designation may be based on legislation, presidential policy, disclosure policy, interoperability concerns, or safety concerns. Historically, items like man portable air defence missiles, certain cryptographic equipment, precise positioning service and airborne early warning and control systems have been designated likewise.

There are no middlemen in FMS. The buyer nation saves considerable effort as the US government procures the item as per its well-established acquisition procedure.

Quality and performance parameters are

also assured. Since the item is already in use with its forces, the US government is in a better position to provide logistic, training and exploitation support. Joint training and development of usage doctrine also gets facilitated. FMS route is ideally suited for US allies who have common operational doctrine and where interoperability of equipment is an essential consideration.

One of the major limitations of the FMS route is that a buyer country has to accept the equipment as it exists and cannot evolve its own parameters. Unquestionably, the equipment would have been developed specifically for the US forces, keeping in mind their capabilities, doctrine and envisaged operational exploitation. It is essential for a buyer country to be fully convinced of the usefulness of the equipment in its own environmental context prior to initiating request. No military equipment is ever used in isolation and its optimum exploitation is possible only if it is fully integrated with matching capabilities.

Common misconceptions about FMS route While the FMS route has the advantages of fixed prices, sovereign guarantees and aftersales support, it precludes competition and trials. In other words, it is a take-it-or-leave-it situation for the buyer. Some of the commonly touted advantages of FMS are examined hereunder to remove misconceptions.

It is always a cost-effective route: Although the US government offers equipment to foreign governments at the rate at which these items had been purchased for the US forces, it imposes additional handling charges. Except for specific statutory exemptions, the US government charges the purchaser for sales negotiations, case implementation, contract negotiation, contract management, financial management and allied expenses. In other words, the final FMS price includes administrative surcharge and contract administration services costs.

Moreover, the FMS system provides for estimated prices and estimated payment schedules. The final price of equipment under FMS is known only after it is delivered, whereas in open bidding, a purchaser knows the final price and payment schedule before he places orders. Additionally, the Arms Export Control Act (AECA) requires a charge for a proportionate amount of any nonrecurring costs of research, development and production of major defence equipment sold through FMS. DCS is exempt from these costs.

Interestingly, the US government does not facilitate comparison between FMS price and DCS price for any equipment, thereby denying an opportunity to a purchaser to select a cheaper option. No purchaser can obtain a DCS price quote after submitting an LOR under FMS. He has to cancel the LOR prior to making the DCS request. Similarly,

all DCS activities have to be stopped by a purchaser before submitting an LOR. On the other hand, competition and market dynamics of multi-vendor open bidding allows a purchaser to drive hard bargains to get most favourable commercial terms through adroit negotiations. As it is a buyers’ market in the world arms trade, even the US companies may be forced to accept reduced profit margins compared to what the US government allows them under FMS procurements. Therefore, it is a misnomer that the FMS route, being a government to government transaction, is always cheaper.

Deliveries are faster: FMS is a longdrawn process. After development, review and acceptance of the LOA, assembling of requirements for economic quantity or consolidated purchasing cycles have to be managed. Thereafter, contract negotiations have to be finalised. Production lead times are fairly long for major equipment. However, deliveries can be much faster in case the US government decides to supply equipment from its stocks or reserve inventory. In an emergency, the US government may allow diversion of items under production for its own use to a needy purchaser.

Due to numerous inbuilt safeguards, FMS process tends to get bogged down in procedural details. On the other hand, defence articles in production can be procured more speedily through open commercial bidding. It is an accepted fact that contractors prepare their proposals much faster than the US government completes the paper work.

Moreover, in DCS cases the buyer country can negotiate delivery schedules as per its requirements with penalties for default.

Transfer of high-tech equipment is facilitated: It is wrongly believed that transfer of high-tech items and technology is easier through the FMS route as deals are negotiated between two governments. As regards considerations for permitting technology release, they are identical both for FMS and DCS sales. For FMS cases, DSCA seeks approval of the State Department before developing new cases. On the other hand, contractors have to obtain an export licence from the State Department for DCS deals. In other words, both FMS and DCS deals are subject to grant of licence by the Office of Defense Trade Controls of the State Department. Additionally, under AECA [Sections 36(b) and 36(c) respectively], both types of sales are required to be notified to the US Congress if the proposed sale meets or exceeds the statutory thresholds.

Therefore, opting for the FMS route provides no extra benefit with respect to ease of purchase of high-tech equipment.

End use monitoring is less rigid: With a view to ensure security of its exported technology, the US government oversees that the equipment sold by it is used strictly as per the initially stated intent in LOR. The US authorities retain the right of ground inspection to check compliance.

Elaborate regulations have been framed for End Use Monitoring (EUM), both under FMS and DCS routes, whereas Golden Sentry is applicable to FMS deals, Blue Lantern programme oversees DCS contracts. Criteria and policy for third county transfers are also the same for both routes. Therefore, it is wrong to assume that EUM is less severe in FMS sales.

Technical support is assured: There are two facets of provision of continued tech-

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>>

EXERCISE YODHA SHAKTI

Offensive Desert Manoeuvres The exercise Yodha Shakti proved that the Indian Army still feels that there is a window of opportunity for a conventional conflict in the Indo-Pak context despite the latter’s repeated attempts to advance the core belief of their nuclear doctrine which precludes the possibility of a conventional conflict depth, while simultaneously conducting multiple manoeuvres by the mechanised forces on the ground supported by attack helicopters. Enhanced synergy and integration between the army and the air force was attempted and achieved.

The aerial re-supply to the armoured division columns deep inside the enemy territory provided it with requisite logistics surge capability for enhanced operational reach.

As a reflection of the leadership ethos of the Indian Army, the airborne operation was led

by Vice Chief of Army Staff, Lt General P. Bhardwaj, a highly experienced and decorated officer with Special Forces having a para background.

PHOTOGRAPH: Indian Army

Observers

GOC Strike One briefing COAS deep inside ex-enemy territory

n LT GENERAL (RETD) V.K. KAPOOR

E

xercise Yodha Shakti held in AprilMay 2010, involved the Indian Army’s Mathura based 1 Corps (Strike Corps) under the command of Lt General A.K. Singh, a cavalry officer of impeccable credentials. The exercise was carried out under the aegis of Army’s South Western Command currently commanded by Lt General C.K.S. Sabu, a competent senior officer with a highly developed sense of operational art.

Collective training season The Indian Army usually conducts exercises with troops in the Western theatre (plains, semi-desert and desert terrain) during the period from October of the previous year to April of the ensuing year in what is euphemistically known as the “campaigning season.” The period is appropriately chosen after the end of rainy season till the onset of summers. Both the offensive and defensive formations undergo training with the troops. Exercise Yodha

The final phase of the exercise was witnessed by the Army Chief General V. K. Singh along with General Officer Commanding-in-Chief South Western Command, Lt General C.K.S. Sabu, and a large number of senior officers of the army and the air force. Southern and Western Army Commanders and Western and South Western Air Command Chiefs too were present on the occasion. The Corps Commander, Lt General A.K. Singh, briefed the Army Chief on the operational readiness, optimisation of force multipliers, and the new concepts which were tried out. The Army Chief also interacted with the officers and jawans of the formations of the Strike Corps and expressed his appreciation on their high standard of professionalism, training and motivation.

Shakti was conducted in the desert sector for which the troops had moved out in October/November 2009 and the training was conducted from the sub-unit (infantry company or equivalent level) to higher formation level (division and corps). Apart from giving a feel of their respective commands to the commander at each level, which is an essential ingredient of training in an offensive corps, this training also ensured synergised and integrated training of all arms and services and representative employment of force multipliers, mainly to try out the intelligence, surveillance and reconnaissance equipment.

This exercise also enabled the Army formations to practice joint operations with the Indian Air Force.

This training exercise was conducted in the backdrop of a conventional conflict under a nuclear shadow and, hence, was designed to achieve strategic objectives in a short timeframe. Thus, the concept of operations conceived involved simultaneous operations across the entire depth of the battlefield by employing mission oriented mechanised

forces and air-borne and helicopter-borneforces. The Army also practised use of longrange artillery and air power to neutralise the adversary’s operational and strategic reserves even as the tactical battle was being fought.

Use of UAVs, electro-optical resources, battlefield surveillance radars, and other surveillance devices were also practised.

The exercise synergised all arms and services (logistics) units and formations of the 1 Corps with air power components, thus executing an air-land battle in the Indian environment which envisages predominantly mechanised operations inside the enemy territory. The operations were executed with overwhelming momentum and tempo.

State-of-the-art technology provided the cutting edge. The induction of night vision capabilities in the mechanised forces enabled day and night, 24/7 capability.

Operational manoeuvres included the armour and mechanised infantry predominant attacks, helicopter-borne operations in the tactical depth and airborne operations by paratroopers in the operational

The exercise which concluded on May 8, proves that the Indian Army still feels that there is a window of opportunity for a conventional conflict in the Indo-Pak context despite Pakistan’s repeated attempts to advance the core belief of their nuclear doctrine which precludes the possibility of a conventional conflict. Be that as it may, it seems that there is no doubt in the minds of the Indian military commanders that even today a conventional conflict can be fought and won although with limited aims and objectives and that Pakistan must not be allowed to get away with nuclear brinkmanship. Are our political leaders on the same wavelength?

antee of continued US support.

Offsets: Although offsets are allowed even in FMS deals, the US government follows a hands-off policy with regard to offset provisions. A purchaser country may negotiate a separate offset agreement directly with the prime contractor. Implementation of such an offset agreement remains a matter between the buyer country and the contractor. The US government accepts no responsibility for its enforcement.

As the main contract and the offset contract get delinked, the purchasing country has no leverage to ensure fulfillment of offset obligations. In a normal commercial deal, failure to implement offset programmes as per the contracted schedule can invoke imposition of penalties. In the case of FMS deals, payments are made to the US government and hence cannot be withheld.

its procurement organisation and procedures.

Free competition and transparency are central to the new dispensation. Every government-to-government deal is a testimony to the failure of the present defence procurement regime to deliver. It amounts to a tacit admission by the government of its inability to procure major equipment in an open competitive environment as per its own parameters.

Many observers fear that a distinct discernible pattern is emerging in recent deals to circumvent competition. Aggressive US contractors hardsell their equipment to Indian decision-makers through personal contacts and networking in utmost secrecy of official confines. No request for information (RFI) is issued and no indications are given to possible competitors. Once the Indian decision-makers are convinced, they are prevailed upon to seek equipment through the FMS route, thereby effectively eliminating all competition. It is a highly rewarding and time-tested stratagem employed by experienced contrac-

tors to clinch lucrative contracts by riding piggyback on the US government. In fact, they provide an easier way out to countries like India that have failed to put an effective procurement regime in place.

Recent reports reveal that DSCA has notified the Congress of possible sale of 10 Boeing C-17 Globemaster III strategic-lift aircraft to India in a deal worth $5.8 billion (Rs 27,300 crore). According to many knowledgeable observers, the final value of the deal with support systems will far exceed the indicated cost, making it the biggest defence deal in India’s history. True to the past trend, it is going to be a single vendor deal, bereft of all competition.

Finally, it is a misnomer that all FMS deals are above board and free from taint.

The very fact that decision-makers are prevailed upon to forego open competition (with associated cost, quality and delivery advantages), and opt for single vendor FMS route, raises questions of propriety.

Conclusion

www.spslandforces.net

FMS Route continued nical support for the equipment sold-initial support package and solemn assurance of subsequent life-time support. As regards the initial package, FMS system caters to the development of a total package approach to include all support equipment, spare parts, training and publications by the US government. On the other hand, under DCS sales, the contactors develop support packages as per the requirements projected by the purchaser.

However, there is no difference in contractor participation in follow-on support and maintenance programmes under FMS and DCS. What is of more serious concern is the right reserved by the US government to unilaterally terminate a deal if considered essential in the US national interests. This right is equally applicable to FMS and DCS contracts. The US government can terminate a DCS export licence or cancel LOO/LOA in FMS cases. It can also halt deliveries of FMS items or DCS licensed items even if already paid for. Hence, FMS deals provide no guar-

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Conclusion India has carried out wide-ranging reforms in

News in Brief FLIR SYSTEMS RECEIVES $35.2 MILLION IDIQ CONTRACT FLIR Systems has announced that it has received a $35.2 million (Rs 161 crore) firmfixed price, indefinite delivery and indefinite quantity contract with an initial delivery order for $20.9 million for its TALON system from the United States Special Operations Command (USSOCOM). The stabilised, lightweight, multi-sensor systems delivered under this contract will support the longrange ground mobility visual augmentation systems (LR-GMVAS) programme by providing ground vehicles with a stabilised, allweather, day/night, high-resolution, thermal imaging capability.

new functions to its infrared vision, namely stabilised observation and image recording.

It also incorporates the latest technologies developed by Sagem for the JIM LR longrange multifunction binoculars, which includes video, laser range-finding, North seeker and GPS functions in addition to its infrared vision.

LONG-RANGE AGNI-II MISSION SUCCESSFUL

FINNISH ARMY PLACES NEW ORDER FOR MATIS HH THERMAL IMAGERS

D. Bhardwaj, DGMF, towards formation of the 1st Arjun regiment by S. Chandrasekar, Addl. DGOF (AV). It was flagged-off by Dr A. Sivathanu Pillai, Chief Controller, Research & Development and a distinguished scientist, DRDO, at a function in Avadi.

DRDO AWARDS SCIENTISTS On National Technology Day, Prime Minister Dr Manmohan Singh presented the DRDO awards 2009 on May 26. Defence Minister A.K. Antony, Defence Secretary Pradeep Kumar and Secretary Defence R&D Dr V.K. Saraswat, senior DRDO officials including a galaxy of invitees from the Government of India were present. The awards were given away to DRDO scientists in recognition of their outstanding contribution towards developing a strong indigenous technology base.

MOBILE LAB HANDED OVER TO ARMY

After an international competition organised by NATO Maintenance and Supply Agency (NAMSA), Sagem won the order for a new series of MATIS Handheld (HH) thermal imagers for the Finnish Defence Forces.

The contract, having a total value of several millions of euros, includes a significant amount of thermal imagers. The contract also includes complete maintenance services for these imagers, to be provided in Finland.

These new MATIS HH imagers will join the previous MATIS imagers already deployed by the Finnish Army. Featuring an ergonomic design for tactical efficiency, Matis HH adds

>> SHOW CALENDAR 21 June - 24 June Corporate Security Summit India 2010 JW Marriot, Mumbai, India www.corpsecindia.com 28 June - 30 June Unmanned Systems Summit 2010 Key Bridge Marriott, Arlington, Virginia, USA www.unmannedsystemssummit.com 29 June - 30 June Israel’s Army & Defense 2010 The Israeli Convention Center, Tel Aviv, Israel www.army-defense.org 29 June - 2 July International Defense Logistics Support Hotel Le Plaza, Brussels, Belgium www.wbresearch.com/internationaldefencelogistics/home.aspx

The pencil-like long-range nuclear capable ballistic AGNI-II missile has been successfully launched by the Strategic Forces Command on May 17, 2010, from the Wheelers Island, off the Orissa coast. The missile was launched by Strategic Forces Command thereby crediting with the launching of long-range A1, A2 and A3 missiles within a time span of five months. Two down range ships from Indian Navy located near the target have tracked and witnessed the missile reaching the target. The two stage solid propellant based AGNI-II Missile has a 2,000 km range with a pay load capability of 1 tonne. The missile is equipped with stateof-the-art navigation system with modern techniques for taking the missile towards designated target very accurately.

IN BID FOR THE US ARMY’S COMBAT VEHICLE PROGRAMME Krauss-Maffei Wegmann (KMW) and Rheinmetall have concluded a cooperation agreement with the American companies Science Applications International Corporation (SAIC) and Boeing to tender a joint bid for the development contract for the Ground Combat Vehicle (GCV) programme of the United States Army. This cooperation will see KMW and Rheinmetall acting as subcontractors with SAIC acting as the general contractor with regard to the procuring agencies. As the manufacturers of the Puma infantry fighting vehicle of the German Armed Forces, the most modern system of its kind in the world, KMW and Rheinmetall will be contributing their highly advanced expertise to this transatlantic partnership. The objective of the cooperation is to provide the American Army with absolute state-of-the-art technology.

IA GETS ITS FIRST ARMOURED REGIMENT OF MBT ARJUN

12 July - 13 July Military Satellites 2010 CCT Venues Canary Warf, London, UK www.milsatellites.com

PRITHVI-II MISSILE LAUNCHED The Prithvi-II missile was successfully launched from launch complex III at Chandipur on June 18, 2010. The entire operation was carried out by the armed forces.

It was a textbook launch and met all the mission objectives. The terminal phase of the flight and the events were monitored by down range ships located near the impact point. All the operations for the mission were reviewed by Dr V.K. Saraswat, Scientific Advisor to Defence Minister and Director General, Secretary, DRDO.

INDIAN DEFENCE TO USE DEDICATED COMMUNICATION NETWORK The Indian armed forces will use a dedicated communication network operated by staterun Bharat Sanchar Nigam Limited (BSNL) by the end of 2012. BSNL will finalise the tenders calling for the implementation of the army and the navy network by this August and implement the networks by December 2012. BSNL has said that the Indian defence would vacate the 45 Mhz radio spectrum once it had built an alternative optical-fibre cable network for all the defence forces.

The Department of Telecom expects the defence forces to vacate the radio waves by September 2010.

US ARMY CANCELS PRECISION ATTACK MISSILE PROGRAMME

30 June - 4 July International Defence Exhibition IDELF 2010 Zhukovsky, Moscow, Russia www.idelf.ru 1 July - 2 July 3rd Annual Combat Engineering 2010 CCT Venues, London, UK www.combatengineering.org

The Mobile Contamination Analysis Station (Mobile Lab) developed by Defence Research and Development Organisation (DRDO) for rapid detection of contamination caused by NBC agents was handed over to the Army in a ceremony held at DRDE Gwalior on June 18. Installed over 8x8 Tatra vehicle for crosscountry mobility, the system armed with state-of-the-art technologies and equipment developed by DRDO labs will be of immense use for armed forces, though it can also be used by civil authorities. DRDE Gwalior, a leading DRDO laboratory, in collaboration with other sister labs has developed this Mobile Contamination Analysis Station.

The Indian Army has equipped itself with the first armoured regiment of indigenously built Main Battle Tank (MBT) Arjun. The development marks the fruition of 35 years of research in self-reliance by dedicated Indian scientists. At least 16 tanks (Cumulative 45 Arjun tanks) were handed over to Lt General

The US Army has cancelled the non-line-ofsight launch system (NLOS-LS), a precision attack missile programme that was part of the army’s future combat systems programme.

The project, which is under development by Raytheon in cooperation with Lockheed Martin, has already completed a $1 billion development phase through a six-year period.

Following a detailed analysis of the NLOS-LS, the army has concluded that the missile system does not provide a cost-effective precision fire capability. NLOS-LS is a platform independent precision engagement system that provides networked, responsive and rapidly deployable precision strike capability against stationary and moving targets.

Publisher and Editor-in-Chief Jayant Baranwal Editor Lt General (Retd) V.K. Kapoor Executive Editor Subir Ghosh Senior Technical Group Editor Lt General (Retd) Naresh Chand Contributing Editor Air Marshal (Retd) V.K. Bhatia Copy Editor Sucheta Das Mohapatra Assistant Correspondent Abhay Singh Thapa Sub-Editor Bipasha Roy Assistant Photo Editor Abhishek Singh Contributors India General (Retd) V.P. Malik, Lt General (Retd) Vijay Oberoi, Lt General (Retd) R.S. Nagra, Lt General (Retd) S.R.R. Aiyengar, Air Marshal (Retd) Vinod Patney, Major General (Retd) Ashok Mehta, Major General (Retd) G.K. Nischol, Brigadier (Retd) Gurmeet Kanwal, Brigadier (Retd) S. Mishra, Rohit Sharma Chairman & Managing Director Jayant Baranwal Administration & Coordination Bharti Sharma, Survi Massey Senior Art Director Anoop Kamath Design Vimlesh Kumar Yadav, Sonu Singh Bisht Sales & Marketing Director Sales & Marketing: Neetu Dhulia Head Vertical Sales: Rajeev Chugh Sales Manager: Rajiv Ranjan SP’s Website Sr. Web Developer: Shailendra P. Ashish Web Developer: Ugrashen Vishwakarma Published bimonthly by Jayant Baranwal on behalf of SP Guide Publications Pvt Ltd. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, photocopying, recording, electronic, or otherwise without the prior written permission of the publishers.

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