BEML Chief Cons and Cheats: Is he conduit for Money Laundering

BEML chief cites ‘non-existing' provision to justify plot allotment Sudipto Mondal The Hindu 01 May 2012
V.R.S. Natarajan, Chairman and Managing Director of BEML, has contested the April 29 report in these columns on the alleged irregular allotments of housing sites to the niece and a friend of Prime Minister Manmohan Singh's Adviser T.K.A. Nair. Speaking to reporters here on Monday, Mr. Natarajan said the by-laws of the BEML Employee's Cooperative Society had a provision to allot sites to non-employees, such as Mr. Nair's niece, A. Preethy Prabha and family friend Uma Devi Nambiar.

However, documents available with The Hindu show that in 2006, the BEML society made an unsuccessful attempt to amend its by-laws and facilitate allotments of plots to non-employees. The Registrar of Cooperative Societies thwarted this move, refusing to ratify the amendment. Mr. Natarajan was quoted by PTI as saying: “There is a provision under the Karnataka Cooperative Societies Act that five per cent of the sites can be given to people who have been nominated by farmers.” He claimed that the public sector defence undertaking's management had no control over the decisions taken by the elected board of the cooperative society. He termed “absolutely unfair and against the facts” the allegation that the allotments were made to secure the Prime Minister's Office's silence on the Tatra truck scam. He also said the plots might have been returned at the behest of Mr. Nair.

Documents show that on March 19, 2006, the BEML Employee's Cooperative Society passed a resolution to amend its by-laws. The resolution read: “The society can allot three per cent of the total sites in future layouts under its discretionary quota on [a] merit basis of each case in each layout to such persons who have rendered yeoman service to the development of the society and to the landlords, BEML company directors, executives, very senior executives, sports, fine arts, handicapped, trade union leaders of BEML, legal advisors and other people who are helping in one way or the other for the development of the society after enrolling them as associate members of our society.”

This resolution was sent to the Registrar of Cooperative Societies on April 5, 2006, for approval. On May 5 that year, the Registrar ruled that the amendments could not be ratified as they went against the provisions of the Karnataka Cooperative Societies Act, 1959, as well as the model by-laws laid down by the State government for house-building cooperative societies.
BEML in Chief in Land Scam: Allots Land to PMO to rest Money Laundering Cases

Permanent Commission to Women Officers

Armed Forces were requested to prepare a comprehensive coherent policy paper on induction of Women, which has been submitted to the Ministry in August 2011. The policy paper has been considered by the Ministry keeping in view the role and responsibility of the Armed Forces in defending the nation and protecting the territorial integrity of the-country. Based thereon, a Government letter has been issued on 11th November, 2011 inter-alia laying down policy on induction and employment of women in Armed Forces as under:
(i) Women Officers may continue to be inducted as Short Service Commission Officers` (SSCOs) in Branches/Cadres where they are being inducted presently in the three Service`s
(ii) Women SSCOs will be eligible for consideration for grant of permanent commission along with Men SSCOs in specific Branches in the three Services viz. Judge Advocate General (JAG) and Army Education Corps (AEC) of Army and their corresponding branches in Navy and Air Force; Naval constructor in Navy and Accounts branch in Air Force, as specified in Ministry`s letter No:12(i)/2004-D(AG)Pt.Il, dated 26th Septembet,2008;`
(iii) In addition to the above, in the Air Force, women SSCOs will be eligible alongwith men SSCOs, for consideration for grant of permanent commission in Technical, Administration, Logistics and Meteorology Branches.
The grant of permanent commission will be subject to willingness of the candidate and service specific requirements, availability of vacancies, suitability, merit of the candidate as decided by each Service.
This information was given by Defence Minister Shri AK Antony in written reply to Shri Balwinder Singh Bhunder in Rajya Sabha today. PK/NN
(Release ID :77410)
Permanent Commission to Women Officers

Administrative egotism and mischief must cease

The Tribune Tuesday, July 6, 2010, Chandigarh, India Navdeep Singh
THE new National Litigation Policy has special significance for the defence services, particularly disabled veterans. The policy ordains that frivolous appeals would not be filed by government departments and that appeals on orders of Tribunals shall be an exception rather than the rule. Further, false and misleading pleas or technicalities shall not be espoused.
For long veterans have been at the receiving end of paper violence perpetrated by the government’s legal pundits, who, guided by a strange spirit of sadism, exhaust every single game in the book to ensure benefits do not reach the beneficiaries even when directed by higher judiciary.
To begin with, medical authorities indulge in “literal” rather than “liberal’ interpretation of rules, thereby denying benefits to disabled soldiers. They forget the “spirit” while clinging to the “letter”. When there is a court order granting disability pension, appeals and reviews are filed as a matter of routine even in cases fully covered by earlier judicial rulings.
It is not the higher echelons of governance or the services headquarters that are to blame, but the swarm of section officers, under secretaries and deputy secretaries who rule the roost. The lower-level bureaucracy with its caustic file-notings, unfortunately, runs the government.
That the new policy specially mentions “false” and “misleading” pleas shows the powers that be are aware of the malaise. Appeals are filed not out of legal necessity but because of administrative egotism – How could a petty employee win a case against the mighty officialdom?
Then comes the stage where dubious pleas are presented before the courts, which if not rebutted by a well acquainted legal brain, end in pronouncements which can hardly be termed well-rounded.
This reminds me of some cases with special reference to disabled soldiers. In Secretary MoD Vs Ajit Singh, the defence ministry is on record, stating that disability pension was not released to him since he did not have the minimum required service of 10 years. In reality, there is no minimum service requirement for disability pension and even a recruit is entitled to the same.
In the recent case of Karan Singh Vs UOI, the government espoused that the Army alone provides disability pension to its employees. The truth is that civilian employees are also entitled to exactly the same benefits. In P.K. Kapur Vs UoI the government went hammer and tongs proclaiming it had the right to fix a cut-off date for grant of certain disability benefits that had been refused to pre-1996 retirees. The case went in favour of the government since the Court was never informed that the said benefits through the same master notification had already been extended to similarly placed pre-1996 civilian retirees. The petitioner could not rebut the falsehood since he could not afford a lawyer.
It is not that mischievous elements are playing around only with the judiciary. The higher strata of governance is also not left untouched. In a speech last month, apparently prepared by a similarly inclined officer, the Defence Minster was made to “announce” with pride that the government had introduced an additional amount of Rs 3,000 as constant attendance allowance for disabled soldiers keeping in view their sacrifices. So far so good, but the humble Minister was not in the knowledge that firstly, this allowance is applicable to civilian employees too and hence has nothing to do with valour or sacrifices. Second, the concept is in force since times immemorial and even its enhancement is old news which was announced in March 2008 by the Sixth Pay Commission. Third, it is not applicable to all disabled personnel but only to 100 per cent disabled retirees.
In the past two years there have been other instances where the political executive and the top brass have been misled into announcing beneficial “policy decisions” by hiding from them the fact that the same had actually been necessitated due to Supreme Court decisions.
(Maj Navdeep Singh is a lawyer practicing in the Punjab and Haryana High Court)
Administrative egotism and mischief must cease by Navdeep Singh

Military Law Need to go beyond piecemeal changes
For a century, military law in India has remained stagnant in its colonial character. Unless fundamental changes are brought about to make it more effective and amiable to today’s socio-economic environment, dissatisfaction and litigation could increase.
The Tribune by Vijay Mohan
Military Law Need to go beyond piecemeal changes

CLAWS invites research papers and commentaries on Military Modernisation

Dear All,
As Managing Editor, it gives me immense pleasure to announce that the Summer 2010 issue of the CLAWS Journal is going to be published shortly. We shall send out details regarding that soon after. Meanwhile, we now call for research-based articles (3,500 words) and commentaries (1,500 words) for the Winter 2010 issue of the Journal which is a theme- based one focusing on various facets of military modernisation, including defence industry and efforts at indigenisation. The deadline for submission of articles/ commentaries is September 15, 2010.
Warm regards
CLAWS Journal Winter 2010 - Call for Papers
Dr. Monika Chansoria
Managing Editor

Address
Dr. Monika Chansoria
Research Fellow/ Managing Editor
Centre for Land Warfare Studies (CLAWS)
Indian Army, RPSO Complex, Parade Road, New Delhi - 110010
CLAWS

What is our greatest weakness?
The greatest weakness is the absence of a National strategy. Manmohan Singh administration not only has not put forward a clear strategic view of the Nation but it is hostile to the very idea of strategy. The PM's national security adviser has an inkling that strategy is merely an after thought and akin to– "it’s what you say you had after you have acted." That is truly revealing and frightening to be actually practised. India has one of the largest, expensive, best educated, reasonably equipped military in the world, but it is strategically brainless at the top because the Bureaucrats who drive the Government and their advisers think that agility is a substitute for strategy. Agility is necessary, but it is reactive. If you have no strategy, you are very likely to become part of someone else’s strategy. The Military Think Tank are only tigers on paper and GOI does neither heed their advice nor take them into confidence. Take the example of tackling Pakistan, Terrorists, Maoists, Naxalites, including the Himalayan border resolution- a flood of papers by eminent Military Leaders just gathering dust in the corridors of power!
Moderator

Military officers who write well spend less time fighting the crazy Bureaucracy

The Regimental Rogue
The Young Officer and Staff Duties By Michael M. O'Leary, Captain, The RCR

Time, time, and the saving of it, should be the soul of every order and instruction, of every report and of every message. - J.F.C. Fuller, 1943

The line officer despises the lowly "staff officer," and rues the day he might become one himself. But every officer, regardless of rank, position, or responsibilities requires the fundamental skills on which the capable staff officer depends. These skills are best acquired when opportunity presents at the most junior levels, for they are much more difficult to master (or fake) if early years of commissioned rank are spent avoiding putting pen to paper, for this, when dealing with the bureaucracy on behalf of one's troops, is where the rubber meets the road.

Even the most enthusiastic platoon commander, between assaulting enemy objectives and leading troops to hell and back, must be ready to write a brief, comprehensive and clear memorandum ensuring one of those troops for which he is responsible receives an entitled benefit or is identified for an opportunity. Whether writing Performance Evaluation Reports, letters of recommendation, Summary Investigations, or requests for adventure training funds, young officers are never far from occasions requiring the development of their personal military writing skills. As painful as it may seem at the time, each time a Company 2IC, OC or Adjutant, bleeds red ink over a carefully crafted memo it should be seen not as a condemnation of effort, but as a chance to refine one's abilities. No less important than indications of MPI and individual hits on a rifle range are to an infantry rifleman.

Officers who write well spend less time fighting the bureaucracy and more time training with resources they managed to convince the staff to provide them. Those who see staff duties as a dead or unneeded art spend a lot of time running in circles and finding things unobtainable when the good old boy net fails them. Easy to set the blame on those others when one's own staffwork is non-existent, even if it means you've set aside one's own commitment to doing the best for the troops.

In this age of e-mail and instantaneous passage of information and queries, it is hard to develop a concrete understanding that good staff duties are as important as ever. Let me set forth one example:

In the days of hand-written drafts, and clerk-typed correspondence, a staff officer might take a day or two to mull over the perfect wording for a set of four or five questions to another unit or headquarters. Passing this to a clerk, it might be a day or two before the typed version of the draft was returned. By then, the staff officer had time to consider the issue, and then to view the content, structure and tone of the letter with fresh eyes. Amendments might be in order, to either remove or insert points, or even to completely alter the tone or format of the letter. Extra work for the clerk perhaps, but it did ensure that the final product was as good as the staff officer could produce - in this case the staff officer's contribution was the intellectual effort to create and revise the document, the clerk's was to prepare it in the requested format. Must read: click here to continue reading...

Indian armed forces release joint warfare doctrines

New Delhi, Feb 9 : The Indian armed forces, in a major step towards synergising their fighting capabilities, Tuesday released three joint doctrines -- on sub-conventional operations, electronic warfare and maritime air operations -- that also redefine the battlefield of the future as battle space.

"The joint doctrines collectively aver that it may be more appropriate to call the battlefield of the future as battle space, since wars would be fought not only in air, on land and sea but also in cyberspace, on electronic fronts, along information highways and media fronts," a defence ministry statement said.

"Success in such a battle space depends on joint teamwork by maritime, ground and air forces operating effectively, individually and together in support of shared military objectives," it added.

"Considering the prevailing security environment in the country and its neighbourhood, it is mandatory to ensure that the thrust of all agencies involved in combating terrorism is focussed towards the common enemy and the synergised endeavour produces best results.

"Taking the lead from the operational imperatives, these doctrines would fundamentally shape the way armed forces plan, think and train for military operations," statement said, adding: "The Indian armed forces are one of the few militaries in the world which have joint operational doctrines for optimising their capabilities."

The doctrines were released by Indian Army chief General Deepak Kapoor, who is also the chairman of the chiefs of staff committee. Indian Navy chief Admiral Nirmal Verma and Indian Air Force chief Air Chief Marshal P.V. Naik were also present on the occasion. --IANS
India armed forces release joint warfare doctrines

IESM: Veteran Visibility

Dear Colleagues,
An email received from Veteran T.R.Ramaswami by another ESM is reproduced below for information and dissemination to maximum of our citizens:

I am presently in the US on a tour. I have so far taken about 8 internal flights. On every flight the flight attendant asks whether there are any serving soldiers of the army, navy, air force or marines. He / she also asks whether there are any veterans. Then on behalf of the airline and all the other passengers she thanks all of them for the sacrifices they have done and that the entire country is proud of them. Only after this the other flying instructions follow.

In all malls and public places the photographs of the local residents who have fallen in action are placed at the entrance with all relevant details.

It is easy to recognise a veteran in the US. They all wear a cap proclaiming their status. Many public services and entry to museums, etc are free. Unlike India serving and retired soldiers travel in uniform in public transport in the US.

I suggest that Indian armed forces veterans should also wear a cap proclaiming their status. Perhaps serving soldiers must also make themselves more visible to the public.

On home-front many more suggestions have since come. We are grateful to all senders who have found time to do so.
Best regards,
Lt Gen (Emeritus) Raj Kadyan, PVSM, AVSM, VSM
Chairman IESM

Ex-Servicemen's Welfare in the Ministry of Defence

The UPA Government will ensure that all delays in the modernisation of the armed forces are eliminated and that all funds earmarked for modernisation are spent fully at the earliest.

The UPA will set up a new Department of Ex-Servicemen's Welfare in the Ministry of Defence. The long-pending issue of one-rank, one-pension will be re-examined.

The UPA Government will make the National Security Council a professional and effective institution.

The UPA Government is committed to maintaining a credible nuclear weapons programme while at the same time it will evolve demonstrable and verifiable confidence-building measures with its nuclear neighbours. It will take a leadership role in promoting universal, nuclear disarmament and working for a nuclear weapons-free world.

The UPA has been concerned with the manner in which POTA has been grossly misused in the past two years. There will be no compromise in the fight against terrorism. But given the abuse of POTA that has taken place, the UPA Government will repeal it, while existing laws are enforced strictly.

The UPA Government will take the strictest possible action without fear or favour, against all those individuals and organisations who spread social discord, disturb social amity and propagate religious bigotry and communal hatred. The law of the land will be enforced effectively.

Credit: http://archivenews.blogspot.com/2007/12/full-text-of-cmp-of-upa-govt.html

Resettlement of Ex-Serviceman

The Directorate General of Resettlement (DGR) under the Ministry of Defence looks after matters connected with the resettlement and welfare of Ex-servicemen (ESM) and their dependents. Kendriya Sainik Board (KSB) under the chairmanship of the Raksha Mantri lays down general policies for the welfare of Ex-Servicemen and their dependents, for administration of welfare funds, and also for coordinating the work of the Sainik Boards in the country. Similarly, at the State level the Rajya Sainik Boards (RSBs) and at the district level the Zila Sainik Boards (ZSBs) have been established. The Government of India bears 50 per cent of the expenditure incurred on the organisation of Rajya Sainik Boards while the remaining expenditure is borne by the respective State Governments.

Credit: http://india.gov.in/hindi/sectors/defence7.php

RAJYA AND ZILA SAINIK BOARD AND THEIR RESPONSIBILITIES

http://www.dgrindia.com/directorate/kbs2.html

A Veteran Soldier

Born on 28 January 1900 in Sanivara Santhai (Coorg), Late Field Marshal K.M. Cariappa, OBE received his formal education at the Central High School of Virajpet and Medikeri (Coorg) and Presidency College, Madras. He was among the first group of Indian Cadets to receive the King's Commission in 1919 after passing out from the Daly College, Indore. He was the first Indian Officer to enter the Staff College, Quetta (Baluchistan) in 1933 and the first to be promoted to the rank of Lieutenant Colonel in 1942 when he raised 17th Battalion The Rajput Regiment.

After being elevated as the first Indian Brigadier, he went to the United States of America and Canada for a conference with high-ranking officers of the respective armies as a member of the Army Reorganisation Committee to evaluate training methods for the future Indian Army. He went to the United Kingdom as one of the first two Indian Students at the Imperial Defence College. With transfer of power and partition of the country, Brigadier Cariappa was recalled from the United Kingdom to serve as a member of the Army Sub Committee of the Forces Reconstitution Committee which achieved an amicable settlement of the division of the Army between India and Pakistan. In July 1947, he was promoted to the rank of Major General.

Immediately after Independence, there was rapid Indianisation of the Army. On 21st November, 1947, Maj. Gen., Cariappa took over from Lieutenant General Sir Francies Tuker as the Army Commander, Eastern Command, in the rank of Lieutenant General. Soon after, on 20th January 1948, he succeeded Lieutenant General D. Rissell as the Army Commander, Delhi and East Punjab (now Western Command), responsible for conducting the operation in Kashmir. On 15th January 1949, General Roy Bucher, handed over the office of the Commander-in-Chief of the Army to General K.M.Cariappa. He was the only Commander-in-Chief of Indian Army.

A Veteran soldier, he had served in Mesopotamia from 1920 to 1922, as Adjutant of the 2/125 Napier Rifles. He also served in Waziristan, with the 1/17 Dogras and the 1/7th Rajputs from 1922 to 1925.

Serving with the 10th Division, he campaigned in Iraq, Syria and Iran from April 1941 to March 1942. In July 1943, he went to the Arakans as the Assistant Adjutant and Quartermaster General, 26th Indian Division, where he won the award of Order of the British Empire (OBE) in 1945. He also commanded the Banu Frontier. A man of crystal-clear character with courage of his convictions, Field Marshal K.M. Cariappa is fondly remembered by his comrades-in- arms as 'Kipper'.

Though he relinquished the office of Chief of the Army Staff on 14th January, 1953, he had kept himself active in public life and represented the country as its High Commissioner to Australia for two and half years. He evinced a keen interest in physical education of the youth and extensively lectured on national integration and discipline. As founder of the Indian Ex-servicemen League, he has done yeoman service for the welfare of ex-servicemen.

His exemplary services to the Army were recognised in 1986 when the rank of Field Marshal was conferred upon him.

Apart from the OBE, the other best-known honours conferred on the Late Field Marshal were the Legion of Merit in the order of Chief Commander of the United States of America, Honorary General of the Nepalese Army and Doctor of Science by University of Agra.

He breathed his last on 16th May 1993. Late Field Marshal K. M. Cariappa was in letter and spirit an exceptional captain of his team. He always held the ‘Jawan’ in his highest esteem and often said ‘Our jawans are absolute gems’.

His hobby was stamp collection.

The Department of Posts was privileged to issue a commemorative postage stamp on Field Marshal K.M. Cariappa.
Credits
Stamp: Based on the material made available by The Rajput Regimental Centre, Fategarh
F.D.C. & Cancellation: Addl. Directorate General of APS
Date of Issue: 15 Jan 1995

Indian Military Academy

"The safety, honour and welfare of your country Come first, always and every time. The honour, welfare and comfort of the men you command come next. Your own ease, comfort and safety come last, Always and every time."



The Prime Minister, Dr. Manmohan Singh salutes while reviewing the Passing Out Parade at the Platinum Jubilee Course of Indian Military Academy, in Dehradun, on December 10, 2007.

Indian Military Academy (IMA) is where the bodies and minds of the trainees are moulded to have the tensility of the finest tempered steel together with qualities such as camaraderie, team-spirit, critical appreciation of a given or emerging instinct with an inbuilt urge never to give-up. The Academy became functional from 01 October 1932 with a course strength of 40 Gentlemen Cadets. Brigadier L P Collins, DSO, OBE was the first Commandant. The first course had on its rolls Sam Manekshaw, Smith Dun and Mohd Musa. All of them later became the Chiefs of the armies of their respective countries namely India, Burma and Pakistan. In 1934, even before the first course had passed out, his Excellency Lord Willingdon the Viceroy of India, presented the Colours to the Academy on behalf of His Majesty the King-Emperor, as not merely a mark of royal favour but also as acknowledgement of sacrifice and common endeavour. The parade was commanded by Under-Officer GC Smith Dun.

In consonance with national aspirations, the Indian Military Academy was redesignated as the National Defence Academy in January 1950.
The duration of training is one year except for the Direct Entry Scheme, for which it is one and a half years. Direct Entry is to be made through a written examination conducted by the UPSC and the final selection is by the Services Selection Board. The age limits for them is from 19 to 24 yrs at the time of entry. Ex-NDA and ex-ACC cadets join after completing a three year degree course. The former enter NDA through UPSC examination and SSB whereas the ACC cadets join through the ranks after qualifying an examination conducted by Army Headquarters and facing the SSB. The technical graduates, who are engineering graduates, do not have to take a written examination but pass through SSB.

Candidates selected for 10+2 Technical entry scheme are inducted for one years' Basic Military Training at IMA. This is followed by a four years' degree course in Engineering from College of Military Engineering, Pune / Military College of Telecommunication Engineering, Mhow / Military College of Electronics and Mechanical Engineering, Secunderabad. The total duration of training is five years. On completion of four years of training, commission in the rank of a Lieutenant is granted. For a degree in Engineering, there is a need to complete the stipulated five years of training.

At IMA GCs are trained in all aspects of combat and tactics using computers and other modern training tools. This coupled with exciting adventure sports like River rafting, Para jumping, Rock climbing, trekking and mountaineering ensures all round development. A GC is commissioned as a Lieutenant in the Indian Army.

Antedate seniority of two years is given to Engineering / Technical Graduates inducted through technical entries. This is to compensate for the extra time and energy spent to earn the Engineering Degree before training. With the antedate seniority, there are opportunities for faster promotions, in addition to pay benefits.

Foreign Cadets
Ever since 1948, cadets from friendly Afro-Asian countries have been joining IMA for pre-commission training. Up to 1987, 568 foreign gentlemen cadets from 18 countries received training at the Academy. These are Angola, Afghanistan, Bhutan, Burma, Sri Lanka, Ghana, Iraq, Jamaica, Malaysia, Nepal, Nigeria, Philippines, Singapore, Tonga, Tanzania, Uganda, Yemen and Zambia.

TRIVIA
Leadership is an essential requirement in all fields of life. What distinguishes the military leadership from other kinds is that it is a leadership of a kind that demands tapping of the last ounce of individual's physical and psychic resources on the battle field. It has only compounded the criticality of the crisis in all its aspects - physical, mental, moral and emotional.

Those who come to the Academy as Gentlemen Cadets are groomed to develop and acquire the character that will enable them in the near or distant future to assume responsibility to see the country through the crisis.

Some of these foreign alumni of the Academy have done exceptionally well. In June 1966 GC Lokot Zamani of Nigeria was appointed Academy Cadet Adjutant who later went on to win the Gold Medal. GC, YB Tun Hussain Bin Onn, rose to the position of Prime Minister of Malaysia. Another Malaysian, Ibrahim bin Ismail, rose to the rank of General. Three Nepalese alumni namely Arjun Narsing Rana, Bharat Kesar Singh and Rishi Kumar Pandey, rose to the rank of General in the Royal Nepalese Army.

CONTACT INFO
Indian Military Academy (IMA)
Dehradun
Uttaranchal
India
Indian Military Academy

Digby Lall writes:
I have just read the blog on the IMA and it came to my mind that one of the most important 'raison d'etre' of an Indian Army Officer, which used to be emblazoned on the walls of the revered Chetwode Hall and which has inspired generations of army officers and which I still live up to in a modified form in my civilian life in positions of responsibility.
"The safety, honour and welfare of your country Come first, always and every time. The honour, welfare and comfort of the men you command come next. Your own ease, comfort and safety come last, Always and every time."
I feel that it is certainly worth including the correct words as they appear in Chetwode Hall in the blog about the IMA. I was commissioned in to the Corps of Signals as IC 4771 along with Aniles Basu, R P Singh, Ranbir Mohan and 12 other illustrious officers. All my regimental service was carried out on the J & K and Chinese Borders where I did my best to emulate the Chetwode Hall Motto.

With best wishes
Digby Lall
Date: 31 Dec 2007

SIGNAL: Thanks Digby Lall. We have included the Motto of our Alma Mater just below the aerial Photograph of Chetwode Building. Truly All- Inspiring Indeed.

A Soldier's Song

Warrior-turned peacemaker General Indar Jit Rikhye passed away in the US on May 21, 2007. As a young boy, he was blessed, and instructed, by Mahatma Gandhi to join the army. Rabindranath Tagore offered him a scholarship to study at Shantiniketan. Zia-ul Haq (who later became one of Pakistan's military rulers) was his junior officer in the pre-independent Indian Army.

Born in July 1920 in Lahore, now a city in Pakistan, Indar Jit Rikhye was the son of a former medical officer in the British Indian Army. After he graduated from the Indian Military Academy in 1939, he was commissioned by King George VI to serve in the 6th Duke of Connaught's Own Lancers, also known as the Bengal Lancers.
Later, as a young squadron commander, he led the first armoured elements to roll into the defence of Kashmir from the 'raiders' in 1947. In the 'middle innings' of his career, as he called it, he underwent a transformation from a war-fighter to a peacemaker, serving with the United Nations in Gaza, Congo and in other parts of world. It was during this time that he first began thinking about the futility and then the paradoxical inevitability of war.

This was the general I knew -- full of stories about legendary, near mythical, figure of stature; a man with an old school charm and a peculiar 'Eastern-Western' philosophy. I first met Major General Rikhye when I came to the United States in 2003 to get a graduate education. He was president of the Indian Veterans Organisation, IVOANA, and I was its youngest member- a former Indian army officer with just nine years of service.

In the beginning I was slightly sceptical of the general, a notion that comes easily to most soldiers. Blame it on my perspective, but most of the generals I had met, or served under, were not exactly visionary-leaders, though they were good bureaucratic-managers, receiving and passing on orders. Moreover, I was in my early 30s, and it seemed improbable that I could strike up a friendship with man of my grandfather's generation.

But General Rikhye was a special man, and over the last few years I had the pleasure to meet him a number of times, and to speak with him often. His formative and defining years read like a recounting of the historical events of a bygone era. He served during the Second World War in places that have assumed contemporary significance for altogether different reasons today -- Basra, Baghdad and Mosul, the Italian front. At the time of Partition/Independence, the general was posted in a unit that went to Pakistan, and he witnessed the dismemberment of the British Indian Army. Immediately afterwards, he led the first armoured squadron that was rushed to the defence of Kashmir from Pakistani raiders in 1947. Ironically, these raiders were being given logistical support from the same troops that General Rikhye was commanding as part of the undivided Indian Army.

Major General Indar Jit Rikhye, President of the International Peace Academy. General Rikhye was a former military advisor to UN Secretaries-General Dag Hammarskjöld and U Thant, and Commander of the United Nations Emergency Force in Gaza. As military advisor, he was responsible for operations in the Congo, Rwanda, Burundi, West Iran, Yemen, and Cyprus. Special assignments included advisor to the secretary-general during the Cuban Missile Crisis, chief of the UN observer mission to the Dominican Republic, and participant in the Spinelli-Rikhye Mission to Jordan and Israel in 1965. General Rikhye is the author of numerous publications including The Thin Blue Line: International Peacekeeping and its Future.

Tribute by Anit Mukherjee who is a PhD candidate at the Paul H Nitze School of Advanced International Studies, Johns Hopkins University, Washington DC.
Photographs: Courtesy the Rikhye family.
Visit
http://www.ivoana.org
IVOANA Blog

Colonel Virendra Swarup

Known as Viru Swarup, a former Commandant of the Roaring Fours’, the 44 Armored Regiment, former Director Planning, QMG’s (Quartermaster General’s) Branch, Army Headquarters, former Colonel Administration, Mountain Corps and Colonel Military Secretary of a desert Corps, of the great Indian Army, India is leading an active retired life traveling between India and the United States of America.
The sudden outbreak of the Sino-Indian war in 1962 fired the patriotic zeal in many young men to volunteer to serve in the armed forces. Viru to his friends opted for a commission in the Indian Army. He was selected and sent to the most prestigious Indian Military Academy. From here he passed out as a Second Lieutenant and posted to the country’s most highly decorated tank regiment – the Poona Horse in August, 1964. He participated in both the 1965 and 1971 Indo-Pak wars. In the 1965 war, he was a tank troop leader. In one of the fiercest tank engagements in Phillaura, Pakistan, his tank was hit. His operator-cum-loader was killed on the spot and he himself was severely wounded losing his right eye and had earned apart from many war medals, a wound medal (Purple Heart). Notwithstanding this serious disability he followed his profession with resilience, grit, positive attitude he never looked back and forged ahead fighting all the odds for a good twenty eight years and risen to the rank of Colonel. He was not destined to command the regiment into which he was first posted (a cherished desire of all officers).

He, however, commanded a new outfit – 44 Armored Regiment – with the raising of which he was associated as its Second-in-Command. In 1992, he lost the other eye while still in harness in one of the freak accident and, was rendered blind, thus, medically boarded out of military service.

Viru was not the one to sit idle in his retirement, the loss of sights has propelled him to fight his severe disabilities to incorporate an ex-servicemen Coal Transport Company undertaking transportation of coal from coal mine face to the railway siding in one of the collieries in India braving through different kind of experience. This experience, however, proved to be a gross disappointment as people took undue advantage of his disability. This led him to involve his wife Sabita to join him as one of the active Director in the company, the only women perhaps in the industry. Together, they worked hard to bail themselves out of the loosing venture honorably.

He traveled extensively both in India and abroad including the Republic of South Africa and with his keen eye (the inner one), savored the culture of this beautiful world.

He has two children, daughter and the son, both physicians and five grand children, Nikhita, 10 years’ old, Somya, Shray, both 4 years’, Ayush and Akshay, both just 20 months’ old.

He is author of a unique true story "The Memoir of a War Veteran Across Seven Seas", and is currently busy writing yet another book, this time a fiction, about “A Mysterious Woman”. He stays with his family most of his time in Arizona, USA.

This is the amazing life story of a remarkable man, who despite the loss of one eye in battle still rose to the rank of Colonel in the Indian Army before becoming totally blinded with the loss of his second eye. His story is told against the historic backdrop of the partition of India, the creation of Pakistan, the Indo-Pakistan Wars of 1965 and 1971 that created new countries out of pre-independence India. Colonel Virendra Swarup, fondly known as Viru to his friends and family, won the Wound Medal (equivalent to the US Purple Heart), commanded two saber squadrons of most famous regiment the Poona Horse (17th Queen Victoria’s Own Cavalry) and the Roaring Fours (The Forty-Four Armored Regiment), and witnessed the creation of a new world. His is a poignant and courageous story and a celebration of life. This is not just a book for those interested in military history, the history of India and of the British role abroad but for anyone who applauds survival against the odds.

Melissa Lumley, London, UK

First, let me say what an incredible life you’ve led. Sounds like a blockbuster movie with love, tragedy, war, passion, and overcoming obstacles.” Encouraging indeed...

Debbie, USA

I am excited by your book; you have a natural talent for telling a story and you have many to tell in here.

Ed Munson, Canada

This is the story of a down-to-earth soldier of the Indian Army, who on learning of the outbreak of war, cuts short his leave and hotfoots it to join his regiment; barely escaping death in action loses an eye; attains professional competence to command an armored regiment; while still in service loses his second eye. How with a never-say-die attitude, he tackled life’s problems and even indulged in playing golf. He traveled all over the world and finally reached the US; his exposure to the American way of life is interesting. - Worth reading by active and enterprising persons.

Colonel (Retired) Devinder Singh Grewal

Chandigarh, India

To Order Copy of the Book: http://www.colonelviruswarup.com/index.html

War in Ancient India

The Mahabharata War
Dharmayuddha is war carried on the principles of Dharma, meaning here the Ksatradharma or the law of Kings and Warriors. The Hindu laws of war are very chivalrous and humane, and prohibit the slaying of the unarmed, of women, of the old, and of the conquered. Megasthenes noticed a peculiar trait of Indian warfare they never ravage an enemy's land with fire, nor cut down its trees. (Artwork courtesy of The Bhaktivedanta Book Trust International, Inc. http://www.krishna.com/).

The Bhagavad Gita has influenced great Americans from Thoreau to Oppenheimer. Its message of letting go of the fruits of one’s actions is just as relevant today as it was when it was first written more than two millennia ago. The history of ancient India is largely a history of Hindu culture and progress. Hindu culture has a distinct claim to a higher antiquity than Assyrian schools would claim for Sargon I and as much or even higher antiquity than Egyptian scholars would claim for the commencement of the first dynasty of Kings. One aspect of this culture consists in India's political institutions which were almost modern.

Modern warfare has developed on mechanical lines, giving less scope for the qualities of courage and individual leadership. The value and importance of the army were realized very early in the history of India, and this led to the maintenance of a permanent militia to put down dissent within and arrest aggression from without. This gave rise to the Ksatriya warrior caste, and the ksatram dharmam came to mean the primary duty of war. To serve the country by participating in war became the svadharma of this warrior community.

Indian Military Science recognizes two kinds of warfare - the dharmayuddha and the kutayuddha. Dharmayuddha is war carried on the principles of dharma, meaning here the Ksatradharma or the law of Kings and Warriors. In other words, it was a just and righteous war which had the approval of society. On the other hand, kuttayuddha was unrighteous war. It was a crafty fight carried on in secret. The Hindu science of warfare values both niti and saurya i.e. ethical principles and valor. It was therefore realized that the waging of war without regard to moral standards degraded the institution into mere animal ferocity. A monarch desirous of dharma vijaya should conform to the code of ethics enjoined upon warriors.

The principles regulating the two kinds of warfare are elaborately described in the Dharmasutras and Dharmasastras, the epics (Ramayana and Mahabharata), the Arthasastra treatises of Kautalya, Kamandaka, and Sukra. Hindu India possessed the classical fourfold force of chariots, elephants, horsemen, and infantry, collectively known as the Caturangabala. Students also know that the old game of chess also goes by the name of Caturanga. From the references to this game in the Rig Veda and the Atharva Veda and in the Buddhists and Jaina books, it must have been very popular in ancient India. The Persian term Chatrang and the Arabic Shatrang are forms of the Sanskrit Caturanga.

When a conqueror felt that he was in a position to invade the foreigner's country, he sent an ambassador with the message: 'Fight or submit.' More than 5000 years ago India recognized that the person of the ambassador was inviolable. This was a great service that ancient Hinduism rendered to the cause of international law.

Credit: http://www.hinduwisdom.info/War_in_Ancient_India.htm

Military Service Pay

The sixth pay commission is now about midway in their task of preparing their recommendations for the revision of wages of more than 33 lakh central government employees, including the personnel of the defence forces. The latter constitute the biggest chunk of employees, at nearly 40 per cent, yet they have no representation in the commission. This is despite a long standing demand of the defence forces for military representation in the commission and its reiteration at the highest military levels before the commission was appointed. This not only indicates the lack of concern of the government for the welfare of the defence forces, but also the disdain with which legitimate demands of the military are treated, even when they are articulated at the highest military levels.

WORLD OVER
Country: Nomenclature
UK: X factor
USA: Additional Pay for Difficulties of Military Life
Australia: Service Allowance
Japan: Service Pay Supplement
Iraq: Special Allowance
Yugoslavia: Army Supplement
Nigeria: Hazard Pay
France: Special Pay
Overtime Allowance for Units
West Germany (1988)
Overtime Allowance for individuals
Harmonization Allowance
Bangladesh Defence Services Allowance
In addition, Canada, Netherland, New Zealand also have an additional pay for the difficulties of Military Life.
TABLE I

This article is meant to focus on the justified demands of the defence forces, with the hope that these would be taken note of, both by the pay commission as well as the government. Although the expectations of the defence forces are in many spheres, I will confine myself to discussing only a few inter-related but major issues, which I feel form the core of the expectations of the defence forces.

Let me start with the contentious issue of ‘relativities’, which rankles everyone in the defence forces. Despite the absolutely different conditions of service of the defence forces and no similarity with their civilian counterparts, the defence forces have always been clubbed with civilians by all past pay commissions. Despite repeatedly raising the issue, the sixth pay commission is also mandated to follow this oft-travelled path! Military life bears no comparison to any other category of government employees. Yet, each successive pay commission has made comparisons artificially. In the bargain, defence personnel have suffered. The dissatisfaction is clearly reflected in the huge shortages in the officer’s cadre, as the current emoluments are not at all attractive to young aspirants. As far as personnel below officer rank (PBOR) are concerned, although there are no shortages, more and more personnel are refusing promotions as they want to leave as soon as they earn their pension. In addition, the services no longer get the best and the brightest, both in the officers ranks, as well as the PBOR. The adverse effect on the professionalism and efficiency of the defence forces and as a consequence on the security of the nation needs no elaboration.

Most advanced countries recognize that military life bears no comparison to any other employment. Accordingly, suitable compensation and enhanced emoluments are built-in while fixing the pay and allowances of the military. Table I shows details of special provisions made for the defence forces by a cross-section of countries the world over. The defence forces had projected the need for an ‘X’ Factor, on the lines of the UK military, for their pay and allowance in earlier pay commissions, but it was not considered. It is hoped that this lacuna will be set right in the recommendations of the sixth pay commission. The defence forces are believed to have projected it as ‘military service pay’. This is the second important issue that needs to be understood; an elaboration is being attempted in the succeeding paragraphs.

The defence forces are unique as they view service in the different wings of the military as a commitment, not a job. They are also aware that they are the last bastion of hope and hence have neither the liberty nor the luxury to fail. Whether in peace stations or in field areas, a soldier is ready twenty four hours a day, seven days a week. There are no defined working hours for them. In addition, they are the only citizens of the nation who have restrictions on their fundamental rights.

Two other aspects need to be highlighted here. Firstly, the defence forces are constantly and continuously exposed to hazardous situations and there is always a threat to their lives and limbs. On an average, the number of army personnel killed in active operations is nearly 415 annually; a very high figure indeed, when there is no war being waged. Secondly, throughout their careers, they have to maintain stringent physical standards. This is as much applicable to a jawan as to those holding the highest ranks in the service. On account of the stringent physical standards the services demand, a large number of personnel are invalidated out on medical grounds; the average is over 5000 personnel every year. Here again, there are no comparisons with any other service, including the central police forces.

There are many drawbacks in family related and professional aspects as well. Military personnel have regular transfers and consequently frequent dislocations to family life, children’s education, as well as additional expenditure. Over half the service of defence personnel, particularly those from the army, is spent in field areas, where families are not permitted, resulting in long separation of soldiers and officers from their wives, children, parents and other kin. Even in peace stations, family life is disrupted on account of lack of married accommodation. Statistically, the average separations endured during their army careers work out to nearly 78% for jawans and nearly 68% for officers. Another way of putting it is that army personnel suffer separation of nearly 18 years in a career span of 24 years. An extremely turbulent life by any standards! It is a miracle that our officers and soldiers, as well as their families ‘soldier on’ regardless. What is worse is that there is no monetary compensation for this dismal quality of life.

The impact of separation, non-participation in social and family events and inadequate upbringing of children in their formative years, leading to psychological problems, hardly needs any elaboration. Well documented data relating to stress caused by separation and a low quality of life makes startling reading indeed.The Indian Army has heavy commitments in counter insurgency and counter terrorism operations. Average length of service of soldiers in such operations amounts to 10.87 years, when compared to soldiers of most Western nations, where it is not more than one year. Even those who volunteer for additional duties in some western countries, do so for a maximum of two to three years throughout their career.

A look at how military personnel meet their personal responsibilities is revealing. Although personal responsibilities of both military and civilian personnel are similar, but unlike the civilians, the bulk of military personnel have to retire when their responsibilities relating to their children, as well as aging parents are at their peak. Our PBOR generally retire between the ages of 35 and 40 years and the bulk of officers around 50 years of age, while their civilian counterparts continue to serve, get extra emoluments and promotions and retire at the age of 60 years. Thereafter, because of their longer service, they also earn higher pensionary benefits. Thus, defence forces personnel lose out both in pay as well as pension.

Let us briefly focus on the career prospects of defence personnel. All defence personnel undergo a most rigorous selection process, in an organisation that is so pyramidal that large numbers keep falling out at every rank. The reason is not that they are professionally inadequate, or are found wanting in personal qualities, but because of the acutely declining number of vacancies as they progress in their careers. The result, for a very large number of personnel is bleak in career prospects.

The pyramidal structure of the army can be gauged from Table II. From a total cadre of 46,615 officers, only 4239 make it to the rank of colonel, i.e., a mere 10 per cent. For the next rank, only 20 per cent are selected. Thereafter too, the attrition rate is extremely high. Out of a total of 866 brigadiers, as many as 650 are weeded out. Such statistics bear no comparison to persons serving is any other service, government or private. This state of affairs continues at each successive rank, till only one out of 67 lieutenant generals attains the rank of General. Need one convert it into a percentage!?!

AUTHORISED RANKS - ARMY
General- 1
Lieutenant General- 67
Major General- 216
Brigadier- 866
Colonel- 4239
Lt Col and below- 41226
Total- 46615
TABLE II


The acute pyramidal structure is best highlighted at Table III, wherein 90.32 per cent of officers are of the rank of lieutenant colonel and below. All higher ranks thereafter keep reducing drastically as one goes up the so called ‘ladder of success’. The lot of PBOR is similar, as can also be seen in the same Table. Although comparisons are said to be odious, the fact remains that when compared to most all India services, the numbers and percentages of defence forces personnel are ridiculously low at the senior ranks. This is also graphically illustrated at Table III.

Recent trends like stress; reduced life expectancy; suicides, desertions and soldiers running amok; fragging and indiscipline; weakening of the moral fibre and vastly increased numbers applying for pre-mature discharge are highly disquietening and the portents are fairly dismal, unless corrective steps are taken at the earliest. Many uninformed persons cite minuscule advantages of service in the defence forces, like canteen facilities, railway concessions while going on leave, rations, enhanced leave, in-house welfare measures, amenities, etc, to argue that the defence forces are well looked after. However, can these even in one’s wildest imagination, substitute for threat to life and limbs, truncated careers, long periods of separation from families, frequent transfers & dislocations, bleak career prospects, curtailment of fundamental rights, unlimited working hours, stringent physical requirements, exposure to hazardous situations and even a reserve liability of 2 to 5 years after retirement. It can thus be seen that the disadvantages far outweigh the advantages.

It is understood that the projections of the defence forces to the Sixth Pay Commission are in two broad areas. Firstly, the defence forces have bid for approximately a five fold increase in emoluments from the pay and allowances they were sanctioned after the fifth pay commission award. It is an extremely conservative projection, as it is unlikely to meet the aspirations of those wanting to adopt the military as a career. Anyway, as the pay commission is mandated to ensure some kind of parity between the various categories of employees, the defence forces will probably get similar pay and allowances as the others. This may be five, six or even ten times what was sanctioned at the end of the fifth pay commission recommendations, depending on the projections of the other categories of central government employees and the analysis of the commission.

In earlier pay commissions, the defence forces were always the losers as their pay and allowances were decided after first artificially equating them with ranks in the police and the administrative services. Such equations resulted in equating a colonel having 18-20 years service with a superintendent of police or a deputy commissioner of a district, both of whom had less than eight years service, if that. The services must not fall in this bureaucratic trap again. Firstly, the military must not be equated with any other category, as their conditions of service are unique and secondly, if at all an equation is mandatory, then it must be in accordance with the length of service and no other criteria. What is important for all ranks of the defence forces, however, is the second major re-commendation, viz. the one related to military service pay. This must be sanctioned over and above the other increase and this must be substantial.

The two aspects discussed above, relating to the governments insistence on ‘relativities’ and the dire need to compensate the defence forces for their low quality of life, their bleak career prospects and the constant and ever-present danger to their life and limbs are the most important issues, which need the attention of both the government and the sixth pay commission

The pay commission needs to look beyond emoluments too, especially suggesting measures for ameliorating the massive shortage of officers in the army; the inadequacy of the defence budget, which continues to hover at the lowly level of 2.0 to 2.5 per cent of the GDP, which is barely enough to meet revenue expenditure, with little left for modernization of forces; the dire need for enhanced levels of jointmanship, including the appointment of a Chief of Defence Staff (CDS); lateral induction of defence personnel to para military and central police organizations (CPO’s); an assured second career for all ranks, as they retire at such young ages; enhanced pensionary benefits to compensate for early retirements and measures for reducing the extremely steep pyramid-like structure of the officers cadre, which results in weeding out of highly talented officers of the three services, for want of sufficient vacancies and avenues for promotion.
The time for platitudes, assurances and homilies is now over. The pay commission and the government need to seriously address the inadequate compensation being paid to the soldiers and officers of the defence forces. Military service pay is an essential component of this compensation. It must be paid and it must be paid generously. The nation cannot hope to have a first class military, if it is paid shabbily and compensated inadequately.

Vijay Oberoi
Lt Gen (Retd)

Lt Gen Vijay Oberoi, PVSM, AVSM, VSM was former Vice Chief of Army Staff (VCOAS).
December 4th, 2007.
Indian Defence Review Issue: Vol 22.4
Reproduced: http://www.indiandefencereview.com/?p=136#more-136

Queen's Gurkha Signals History

The Origins

The Gurkha Signals Holding and Training Wing

British Army signalling can find it origins in the Royal Corps of Engineers in 1870, when the first Telegraph Battalion was formed. Signalling remained the prerogative of the Engineers for 58 years until the formation of the Corps of Signals in 1921. It is hardly surprising therefore that the initial employment of Gurkha signallers be in the three Indian Corps of Sappers and Miners (Bombay, Bengal, and Madras) in 1911. This development was rather haphazard and it wasn't until the First World War that whole companies of Gurkha signallers existed within these three Corps.

In 1920 these companies were formed into the Indian Signal Service and each 'Line and Wireless' companies within the service were given a letter designation. In 1921 'G' Divisional Signals, which was approximately regimental size, was based in Rawalpindi and included British and Gurkha soldiers. 'G' Divisional Signals had a small Regimental Headquarters (RHQ), No 1 Company and No 2 Company, the latter incorporating three Infantry Brigade Signal Sections and three Royal Artillery Brigade Signal Sections. It was this No 2 Company which was totally Gurkha in composition and which grew to such a size that by necessity it had to be eventually split into two. These Gurkha signallers distinguished themselves in the Waziristan troubles in 1923 and during the state visit to Nepal in 1921 of His Royal Highness the Prince of Wales on a hunting trip. But it was eventually decided in 1928 that there was an insufficient trained reserve of Gurkha signallers and that they should be allowed to waste out of the army.

When India gained independence from Britain in 1947 only 4 Regiments of Gurkhas, each of two battalions, were transferred from the Indian Army to the British Army. The 2nd, 6th, 7th, and 10th Gurkha Rifle Regiments moved to Malaya and Hong Kong in 1948. The impending Malayan Emergency provided the impetus in June 1948 for the formation of the 17th Gurkha Infantry Division and it was decided that the signals units for this new division should be Gurkha in composition. In July 1948 the training cadre, from which this new division's brigade signals units would eventually be drawn, was formed and initially consisted only of a handful of British Non Commissioned Officers (NCO) and other ranks. An establishment was created at the Command Headquarters site, in Kuala Lumpur, called X Brigade Signal Squadron and it was to this Squadron that Major A G C Cox MBE R SIGNALS was posted in October 1948. The X was used because no-one knew quite what to call them, but it was intended that this would be the first instalment towards a Gurkha Division Signal Regiment. The remainder of 1948 was used in forming the training cadre from experienced British and Gurkha instructors, and with gaining the approval of establishments for a Training wing and an Independent Brigade Signal Squadron from General Headquarters (GHQ) Far East Land Forces (FARELF). Although it had been envisaged that the first group of 110 trainees would arrive on 1 Jan 1949 the approval for the establishments was not given until May 1950.

Credit: http://www.army.mod.uk/royalsignals/qgs/index.html

IC-25067 2/Lieutenant Arun Khetarpal, PVC, Posthumous

Date: 16 December 1971

Place of Action: Jarpal, Shakargarh Sector

Commissioned: 13 June 1971 (six months before the action)

Unit: 17th Poona Horse

Date and Place of Birth: 14 October 1950, Pune, Maharashtra

Son of Brig M L Khetrapal (Retd)

Full Story of his heroic deeds visit:

http://en.wikipedia.org/wiki/Arun_Khetarpal

http://www.bharat-rakshak.com/HEROISM/Khetarpal.html

http://faculty.winthrop.edu/haynese/india/medals/PVC/PVC13.html

http://www.sanawar.com/defence.htm

http://forums.sulekha.com/forums/coffeehouse/Valour-has-no-borders-2nd-LtArun-Khetrapal-PVC.htm

Indian Military Academy

Here are some facts about the history of the IMA. These are taken from Sam Manekshaw's biography, which is part of my book LEADERSHIP IN THE INDIAN ARMY - BIOGRAPHIES OF TWELVE SOLDIERS.

VK Singh
Maj Gen (Retd)

The Skeen Committee, set up in 1925, had recommended the establishment of an Indian Sandhurst by 1933. To work out details of the proposed military training college, the Government had appointed the Indian Military College Committee, in early 1931. The Committee was chaired by Sir Philip Chetwode, and had a large number of service and civilian members. After detailed deliberation, the Committee submitted its report on 15 July 1931. It recommended establishment of a college to train Indians for commissions in the Indian Army, after an examination to be conducted by the Public Service Commission. The course was to be of three years duration, with the age of entry between 18 and 20 years. On graduation, officers would be granted Indian Commissions, which would be signed by the Viceroy. (The Commissions of officers graduating from Sandhurst were signed by the King). The total fee would be Rupees 4,600, which would cover tuition, board, lodging, uniforms, books and pocket money. Indian Army cadets would be exempted from the fees, and given a stipend of 60 rupees per month. After getting their commissions, the officers would be given the rank of Second Lieutenants, with a monthly salary of 300 rupees.

One of the important points which the Committee considered was the location of the proposed college.It had to be centrally located, easily accessible, with a temperate climate all the year round, and adequate accommodation as well as space for future expansion. The presence of a military garrison in the vicinity was also desirable. After considering over a dozen locations, the Committee short listed three - Dehradun, Mhow and Satara. Finally Dehradun was selected, because of its central location, climate, proximity to the PWRIMC, and the fact that the Railway Staff College was closing down, and its accommodation was readily available.

Early in 1932, it was announced that an examination for entrance to the Indian Military Academy (IMA) would be conducted in June or July. Sam took some money from his mother, went to Delhi and appeared in the entrance examination on 14 July 1932. There were a total of 40 vacancies - 15 selected through open competition, 15 from the Army and 10 from the Indian State Forces. Only 15 cadets were selected and Sam was sixth in order of merit. The first Commandant was Brigadier L.P. Collins, DSO, and the staff was carefully selected to ensure that the standards were kept at par with those at Sandhurst. Training commenced on 1 October 1932, though the Academy was formally inaugurated on 10 December 1932 by the C-in-C, Field Marshal Sir Philip Chetwode, Bart, GCB, GCSI, KCMG, DSO. The first batch, called 'The Pioneers', had three future Chiefs - Manekshaw rose to head the Army in India, Smith Dun in Burma and Mohd Musa in Pakistan.

The 1971 war: Izzat and lessons unlearnt

General J F R Jacob played a pivotal role in planning, logistics and the conduct of the 1971 liberation of Bangladesh. It was he who negotiated with Pakistan’s General A A K Niazi to turn a ceasefire into an unconditional surrender of 93,000 Pakistani troops. Thirty six years later, he examines the lessons of that war, and laments the steady and deliberate erosion of izzat, or honour, in our proud fighting forces.On December 16, 1971, the Pakistani forces in East Pakistan surrendered formally to the Indian Army, and Bangladesh was born. Thirty six years later, we should remember all those gallant soldiers, sailors, airmen and para-military who laid down their lives in the service of our nation, not only in 1971, but also in the wars of 1948, 1962, 1965 and the incursions in Kargil.

In 1971 the pattern of operations was defensive-offensive in the West and a lightning offensive in the East. The thirteen days of operations in the East resulted in the unconditional surrender of Pakistan’s Eastern Command. The ceasefire proposed by Pakistan under the auspices of the United Nations was converted into an unconditional surrender of some 93,000 officers and men.
Pakistan’s General Amir Abdullah Khan Niazi had some 30,000 troops in Dacca as opposed to the mere 3,000 Indian soldiers outside the city. He had the capacity to fight on for weeks. And if he had, a Polish resolution being debated at the United Nations for a ceasefire and withdrawal under the auspices of the United Nations could have come into force. But instead, he agreed to surrender. Asked why he agreed to the humiliation of an unconditional public surrender, the only one in history, General Niazi told the Commission of Enquiry in Pakistan that he was blackmailed by General Jacob, the author, into surrendering. He repeated this in his book Betrayal of East Pakistan.

The officers and men of our Army, Navy and Air Force are the finest in the world. But they need to have the wherewithal to execute their duties, namely state-of-the-art weaponry and equipment. They also require suitable emoluments and facilities commensurate with the difficult tasks they have to perform. Most importantly, they need to have the izzat, or honour, they deserve. Time was when the status equations of service officers with their IAS and IPS counterparts were commensurate with their respective responsibilities. Sadly, after every war, this equation has been downgraded.

Some in the IAS are interpreting civil control of the Armed Forces as civil service control. The IAS officers are government servants, and not the Government, as some of them would like to believe. This deliberate erosion of status can be seen in the way our Service Chiefs had to suffer the ignominy of frisking at our airports. Though they were subsequently exempted following a public outcry, today’s civil servants obviously feel that the Mont Blanc pens they wield are more powerful than the swords of their Service counterparts.

The Armed Forces are responsible for the defence of the country. They have not only to wage big wars but also the small wars of counter-insurgency. They need the state-of-the-art weaponry and equipment. The weapon systems held by our armed forces today have progressed little from those used in World War II. Modernisation and upgradation of weapon systems is being retarded by archaic bureaucratic procedures. Modern weapon systems are complex and take a long time to master and absorb.

There has been an inordinate delay is the acquisition of the 155mm Howitzers. We are desperately short of this weapon system. For Instance, the 155mm Bofors was the main battle winning weapon system at Kargil. Yet, the further induction of 155mm Howitzers is a very very long way off. The Army too needs to rethink and upgrade its tactics and standing operating procedures. Unfortunately, a Maginot Complex is prevalent among many decision makers. There has been far too much reliance on linear defence based on the Ditch-cum- Bund.

Due to our very long borders, these linear defences lack depth. Fixed defences are not impenetrable. Both the Maginot Line of Sergeant Maginot and the Sigfried Line of Adolf Hitler were breached. Fixed defences can, at best, only delay in order to determine the quantum and direction of the enemy thrust. Once this is established, it has to be countered by mobile reserves. Ground should be used for manoeuvre to destroy the enemy. The Mobility Factor is of paramount importance.

To ensure mobility by land, air and sea, formations should be structured accordingly.Presently, our units and formations are man-power intensive, rather than being Fire-power intensive. Tactical doctrines should be reassessed. For example, the current Army doctrine states that defence is the basic operation of war. Surely, the offensive is! If this is accepted, then our organisations should be structured to reflect this.

The author took part in several operations in World War II. Invariably, the Infantry battalion assaulted with one Company up. Very exceptionally, with two Companies up in the assault. The author never saw an attack with two Companies up in any assault. The Commanding Officer of the battalion cannot handle more than three companies in the assault. If it is accepted that the offence is a basic operation of war, then the organisations should be structured accordingly.

Incidentally, the Russians, Americans and most other armies have a three Company organisation. The man-power saved in such restructuring can be used to raise more battalions. Similarly, we should re-examine the organisation of the tank squadron. The present squadron consists of four troops of three tanks each, and two in squadron headquarters. A total of 14 tanks.

The Russians used armour most effectively through out World War II, from Kursk, all the way to Berlin. Their squadron consists of three troops of three tanks plus one for the commander. A total of ten tanks. As with the infantry, we should re-examine these organizations. The savings in tanks and man-power, if adopted, could be used to raise further units.

Incidentally, the Artillery was the only arm after World War-II to re-organise. The eight-gun battery of two troops of four guns each, was re-structured as a six-gun battery. But we need smaller and lighter formations that are more mobile and can be transported more readily.
Today, the Division is the smallest formation that can work independently. There is a need to make the Brigade group as the smallest formation that can operate independently. At least, one Brigade group in the Army should be capable of being air-transportable and able to deploy rapidly in distant areas.

Regarding armour, the role of armour and the Armoured Division needs to be clarified. The Armoured Division’s role is to break out, once a breach in the enemy defences has been made. The Division then pours through the breach, and then devastates the logistics and infrastructure of the enemy in the rear areas. In the military environment that obtains today, it is necessary to re-examine the requirement for the number of armoured divisions. Independent Armoured Brigade Groups are more flexible and appropriate. A similar restructuring is being undertaken in many foreign armies. As for the Navy, considering the many islands off the East and West coast, it is necessary for the to enhance its amphibious capabilities. We have come a long way since the fiasco of the landings near Cox’s Bazaar in 1971 (Ukhia).

With the acquisition of a greater amphibious capability, the Armed Forces should aim at being able to assault beaches with at least a Brigade Group. There should also be a “lift” capability to land the remaining elements of the Division.

In 1971, we were only capable of dropping a battalion group at Tangail in Bangladesh. There is a urgent requirement to be able to lift and transport a complete Brigade group by air, using helicopters and fixed wing aircraft. This capability is essential to move a brigade rapidly over large distances.

There’s a pressing requirement to re-examine the quantum of Teeth versus Tail as also the proliferation of staff manning the various headquarters, particularly at New Delhi. Staff procedures at Service Headquarters need to be streamlined. The bureaucracy in Olive Green at Service Headquarters today is more Whitehall than Whitehall in London itself.

The Armed Forces today are serving the nation with dedication. They are fighting small scale wars in Jammu and Kashmir and the North-East. They are manning the heights overlooking the Siachen Glacier under the most extreme climatic conditions.

The Armed Forces not only need the wherewithal to fight but also commensurate emoluments and facilities such as housing, schools etc. Today, we are short of over 12,000 officers. Fewer people want commissions in the Army, preferring to opt for more lucrative careers in civil life.
And finally, there is the question of izzat. The motto of the Regiment of Artillery is Izzat o Iqbal. Unfortunately, today’s soldier does not get the izzat he deserves. He is forgotten in peace and only remembered in times of war, and forgotten again shortly after that. The izzat of the Armed Forces is being steadily eroded. The glory obtained on the battle-fields quickly fades into oblivion.

The politicians make wars and the soldiers, sailors and airmen fight them. Politicians then make peace, and the soldier is quickly forgotten!

Julian Grenfell wrote in World War I:
“The thundering line of battle stands
And in the air death moans and sings,
But day shall clasp him in strong hands
And night shall fold him in soft wings.”

Eternal night has fallen on our martyrs but has also folded them in its soft wings. Lest we forget, lest we forget, let us remember them – they gave their tomorrow for our today.

Credit: http://sify.com/news/fullstory.php?id=14576053

Introductory Message and Appreciation

Esteemed Colleagues of Corps of Signals,

Brig CS Kamboj, VSM has done a fantastic job of keeping Veteran Signallers informed about major happenings in the Corps and concerning the Veterans, through Report My Signal Emailing. In fact, Report My Signal has encompassed Veterans of all the Three Defence Services, not only in the Country but around the Globe. He deserves our sincere thanks for such dedicated and selfless service.

A need was, however, felt to have a platform, where any of the veterans could post messages, share information amongst themselves and express views on matters of interest. A Blog provides such a platform.

Another important motivation to have such a forum has been that when one of the veterans passes away, there is no means for his friends and colleagues to pay homage to him. The Signalman does write an obituary but it is not personalized and detailed and takes time to appear. This Blog will enable every one to pay Shardhanjali to departed souls in a personalized manner, which would also provide inputs to the Signalman to make the official obituary more comprehensive.

We propose three categories of messages to be posted on the Blog reportmysignal.blogspot.com
1. Matters dealing with veterans.
2. Professional matters.
3. Shradhanjli to comrades who leave us for heavenly abode.
(Political topics are not to be included)

This Blog is an adjunct to the Report My Signal Email Forum run by Brig CS Kamboj.

Thanks are due to Brig CS Kamboj for his efforts in getting this Blog off the ground and Lt Col James Kanagaraj, who has personally designed the Blog and will be managing it.

In a classic blog, any one can post messages directly. For obvious reasons, we have modified the facility. The inputs may please be emailed to Lt Col James Kanagaraj at reportmysignalblogspot@gmail.com and he will post these on the Blog.

We look forward to receiving your suggestions so that the Blog can be improved, made more comprehensive and useful, to serve the Corps and its Veterans.Teevra Chaukas.

Harbhajan Singh, PVSM
Lt Gen (Retd)
----------------------------------------------------------------------

Dear General Harbhajan,

The Corps of Signals will remain ever grateful to you for the idea and motivation for creating "REPORT MY SIGNAL" and now "REPORT MY SIGNAL BLOG".

I feel highly honoured for the kind words you have said about me in the opening message at 'The Blog'. Most of the credit actually goes to you and not to me.

We all must also thank Col James Kanagaraj for the nice Signals Blog created by him and created in such a short period. I deeply appreciate his volunteering as the 'Moderator'. Without his expertise and hard work it would have been very difficult for us to create and maintain this Blog.

I hope and pray that the Veterans will make good use of the Blog and stick to the laid down theme and conditions for posting messages on the Blog.

Once again I thank General Harbhajan and Col James Kanagaraj for the efforts in creating this Blog. I salute these two Veterans for their grand efforts in creating this Blog.

I also take this opportunity to salute ALL VETERANS of Indian Armed Forces, all over the world, for the sacrifices they have made, and are making now, for the good of the mother land and for good of The Veterans in particular.

Jai Hind.
Brigadier C. S. Kamboj, VSM., (Retired).

---------------------------------------------------------------------

GN thanks General Harbhajan Singh, PVSM, Brig Chander Kamboj,VSM, and Lt Col James Kanagaraj and the team of moderators for their Highest sense of Signalship & Espirit-de-Corps.

You are bringing in signallers together, you are taking us through our Golden Days, and connecting the days of earth return circuits to satellites and beyond.
May GOD shower many more ideas to your Enlightened minds.

MAY GOD BE WITH YOU ALWAYS
Brig G. Natarajan