Support new army chief General Bikram Singh

Set aside differences and support new army chief
Lt Gen Vijay Oberoi | Thursday, May 31, 2012
General Bikram Singh is slated to take over as army chief on June 1, as General VK Singh demits office. The change of guard is a major event for the nation and is comprehensively covered by the media. This time, however, so much has already been covered in the media that one wonders what is left unsaid!
However, the unavoidable polarisation regarding this high office needs to stop now. The change of command must be as significant as it has always been. For, we are talking about the future security and well-being of the nation, as well as of the most enduring and the most respected institution of our country.
While many have given diverse opinions on the succession of the chiefs, I am firmly of the view that the change needs to be welcomed by all. Being an optimist, I am of the view that change, irrespective of the circumstances in which it takes place, always augers well for the future. Both the outgoing and the incoming chiefs are men of honour, who have risen to this highest appointment because of their diligence, highest character qualities and great professional acumen.
There have undoubtedly been aberrations where petty-minded individuals, albeit holding public appointments at extremely high levels, have muddied the waters on parochial and other grounds and have played partisan politics of the lowest variety. They will get their retribution in due course, but it is important that we must shed past baggage at the earliest, as an entirely fresh start is essential.
The new chief must have a free hand in commanding this great army of ours, unfettered with obligations on the one hand and the burden of reproach on the other. The nation in general and the military, including the veterans, have to be fully supportive and honour the new chief, for only then can he act with courage and conviction.
When the present chief assumed command a little over two years back, I had written the following: ‘Let me remind the new chief that even if in future he goes on to hold other prestigious appointments in or outside the government, they will never be able to match this appointment — in prestige; in satisfaction; and the affection he will get from his vast command and indeed from the whole country.
He will also have to reciprocate to the maximum extent by his deeds. Consequently, he must command with honour and neither let carrots being dangled in his face nor pressures and threats change or influence the decisions he takes.’
The present chief, in my opinion, has done even more, although there are some who may not agree with me. I now urge the new chief to also keep this in mind and further hone this wonderful machine that has served the nation with distinction. In recent months, there has been some talk of polarisation within the army and of the existence of small coteries. If true, such actions and even thinking needs to be nipped in the bud with a heavy hand. I have no doubt that the new chief will do so as his predecessor has done.
I have known both Generals for many years and have the greatest respect for both. Let me cite an example that will perhaps showcase the thinking and makeup of the new chief. About a year back, I had a brief halt at Kolkata. Over a drink that General Bikram Singh had graciously organised, I had asked him what he was planning to do about the date of birth issue that had already started appearing in the media.
His spontaneous reply was, ‘If it is my luck, I will command the army but if I am not lucky, so be it; I will not do anything that will show the army in any adverse light!’
Although the outgoing chief has been accused by some of rocking the boat, my firm view is that the boat needed to be rocked vigorously. He has exposed corruption in the defence ministry, the defence PSU’s and the arms mafia that was short-charging the army and the nation.
The meager funds available for modernisation of the armed forces were siphoned off and shared by corrupt officials and others. The chief had also undertaken to improve the internal health of the army, which he has carried out with missionary zeal and spared no one, senior or junior.
The transformation of the army is another long outstanding measure that has commenced. The new chief will need to pursue them with vigour. The bottom line is that we now have to throw away all the negatives of the past and support the new chief in taking the army to even greater heights.
The writer is a former Vice Chief of Army Staff
Set aside differences and support new army chief

MOD, MHA, PMO and CBI go slow tactics on Scorpene Deal Scamsters

CBI awakes from Naval war-room slumber
Vinay Kumar, Sujay Mehdudia
NEW DELHI, May 31, 2012
Five months after allegations surfaced that businessman Abhishek Verma may have stashed away millions of dollars linked to a 2006 defence scandal in overseas banks, the Central Bureau of Investigation has finally moved to seek details on the case from a key witness in the United States.
Highly-placed sources told The Hindu that the CBI has assigned a Deputy Inspector-General of Police to get details on the transactions from New York resident C. Edmond Allen, who was once Mr. Verma's lawyer and business associate, about funds escrow account of a firm in New York.
In letters written to the CBI and Enforcement Directorate (ED) chiefs early this year, Mr. Allen alleged that Mr. Verma had parked $410 million in overseas banks. Mr. Allen, who handled Mr. Verma's funds from April 2000 to February 2004, refused to return the funds, citing the U.S. anti-corruption laws — sparking off litigation between them in New York.
The CBI did not respond to questions from The Hindu seeking an explanation for the prolonged delay in seeking this information. There is also no word on whether Mr. Verma has yet been questioned on the allegations.
In voluminous documents sent to the CBI and ED chiefs in January-February 2012, Mr. Allen, also a real estate consultant based in New York, alleged that Mr. Verma was involved in money laundering, illegal dealings with defence manufacturers, forgery and tax evasion. He also levelled charges against Mr. Verma that referred to bids to manipulate trade policy to benefit certain foreign defence firms. Mr. Allen claimed he had drawn Defence Minister A.K. Antony's attention to Mr. Verma's activities, which he alleges had national-security implications.
The CBI had, more than five years ago, charged Mr. Verma with receiving over Rs. 6 crore to bribe officials for details of upcoming defence deals. Its present probe is intended to see whether the contested funds in New York could be linked to his alleged work on behalf of international arms firms.
According to the documents, Mr. Allen formed Ganton Limited in the U.S. in 2005 to invest in India in the real estate and defence sectors. Ganton Limited later opened Ganton India, which employed Mr. Verma's Romanian friend Anca Neascu and Gili Golan, a friend with an Israeli passport.
The two men fell out in 2011, and Mr. Verma sent a letter to Mr. Allen asking him to return $ 410 million earlier deposited with him as per agreements of April 2000 and February 2004. A complaint filed by attorney Lynn Judell on behalf of Mr. Verma in the South District Court of New York, said Mr. Allen refused to return the money.
CBI awakes from Naval war-room slumber
Contrast this with speedy trial of Insider Trading Scamsters in NY
Rajat Gupta defense takes aim at trader's credibility
Scorpene deal scam
Born into an influential family, Mr. Verma's parents were Congress parliamentarians. His father Srikant Verma was a well known Hindi writer and journalist who later became Congress MP and spokesperson. His mother Veena Verma was also a Congress MP. Mr. Verma himself founded a business with interests in the aviation and defence sectors, and was listed by a prominent magazine as one of India's youngest billionaires. Abhishek Verma had spent more than a year in Delhi's maximum security Central Tihar jail, but photographs circulated by Mr. Allen show that he managed to get mobile phones and other luxury items inside jail for his use. Sources close to Mr. Verma dismissed such charges as being “false,” but did not offer an explanation for how he had obtained a mobile phone in prison.
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Tailpiece
The Scorpene deal scam is one of India's largest bribery corruption scandals, in which Rs. 500 crore (about USD 10 mn) is alleged to have been paid to government decision makers by Thales, the makers of the Scorpene submarine. The amount was channeled via middlemen such as Abhishek Verma. Also involved was Ravi Shankaran, a relative of the then chief of navy staff Arun Prakash. He is the prime accused in the Navy War Room spy scandal. The investigation moved very slowly. In 2007, Prashant Bhushan of the Centre for Public Interest Litigation filed a petition with the Delhi High Court to investigate whether there had been kickbacks in the Scorpene submarine deal. The High Court took a strong line with the investigating agency, saying "We feel dissatisfied with that you've done so far. If you've tried to shield someone, then we will come down very heavily on you". In October 2005, defence minister Pranab Mukherjee approved the Rs 19,000 crore submarine deal with French company Thales. Scorpene submarines are now being built in India under a technology transfer agreement that was part of that contract.
Question: Who are the beneficiaries of Money Laundering and Bribes? Still in the dark not investigated!

Scamster Ravi Rishi destroys internal projections and assessments of both the Army and BEML

Former armymen, BEML staff fortified Ravi Rishi’s Tatra ring
TNN Apr 29, 2012, 06.33AM IST
NEW DELHI: Ravi Rishi, under investigation in the Tatra scam, had over the years employed a large number of former Army and BEML officers, who played a critical role in ensuring that the all-terrain truck contract ran smoothly for the past 25 years.
Among those employed by Rishi were at least two retired master general of ordnance (MGO) of the Army, senior Lieutenant Generals who had been ordering the purchase of Tatra trucks from BEML.
However, nobody raised a red flag over the retiring MGOs moving across the divide to join Rishi's Vectra Group.
According to Army sources, at least two former MGOs and a former chief of director general of quality assurance (DGQA), who too was a Lt General, have worked or are still working for Rishi. Besides, several other officers of lower rank are also working with Rishi, and ensuring that there is no hitch to the deal.
Lt Gen R I S Kahlon, who is no more, was the first MGO to join Rishi after his retirement. Another MGO Lt Gen A Sehgal and former DGQA Lt Gen Amarjit Singh have also worked for Rishi after retirement. CBI investigations have also thrown up names of many former Army officers, including Brigadier P C Das, Col Anil Dutta and Col Pushy Oberoi.
Sources said a similar trend has been noticed with regard to BEML too. Several BEML employees have taken premature retirement to work for Rishi. The extent of Rishi's influence in Bangalore was such that a former CMD of BEML joined the NRI businessman after his retirement.
According to sources, Rishi may have also hired some relatives of powerful people from the government and PSUs. Through such a network, Rishi had a virtual run of the Army and BEML and, consequently, a monopoly over the trucks' supply to the Army for over 25 years.
Sources said that there are inputs that Rishi's employees may have destroyed some internal documents of the Army and BEML after the CBI registered a case in the scam.
Rishi reportedly had access to many internal projections and assessments of both the Army and BEML, and these documents may have been destroyed.
Rishi had a virtual run of the Army and BEML and, consequently, a monopoly over the trucks' supply to the Army for over 25 years

Investigation of BEML Chief stalled? Will he escape?

More trouble for BEML chief Natarajan?

Executive Profile
VRS Natarajan
Chairman of the Board and Managing Director, BEML Limited
Age Total Calculated Compensation This person is connected to 15 board members in 1 different organizations across 1 different industries.
Background
Shri VRS Natarajan serves as the Managing Director and Chairman and of Bharat Earth Movers Ltd. Corporate Headquarters
BEML SOUDHA
Bangalore, Karnataka 560027 India
Phone: 91 80 2296 3240
Fax: 91 80 2296 3278
Board Members Memberships
Chairman of the Board and Managing Director
BEML Limited
Education
There is no Education data available. Other Affiliations
There is no Company Affiliations data available. Salary 1,464,638
Total Annual Compensation 1,464,638
Stock Options
All Other Compensation 2,452,039
Total Compensation
Total Annual Cash Compensation 3,916,677
Total Short Term Compensation 1,464,638
Other Long Term Compensation 2,452,039
Total Calculated Compensation
BEML Chief Executive Profile

Antony urges top brass of Armed Forces to be honest and transparent

Ministry of Defence 24-April, 2012 15:39 IST : Core Values not to be Given up in Modernisation Process: Antony
The Defence Minister Shri A.K. Antony today told the top brass of Armed Forces that while modernization remains the topmost priority of the Government and to achieve the same a mechanism has been put in place to fast track procurement of equipment and upgradation of infrastructure, this however cannot be done at the cost of a set of core values- transparency, probity and accountability. Addressing the Unified Commander’s Conference, here, Shri Antony urged all commanders to ensure that these principles are adopted and followed in letter and spirit. “We have a collective responsibility to ensure that every single rupee is spent meaningfully and judiciously and wasteful expenditure is eliminated”.

Shri Antony said, the Government is constantly fine tuning the Defence Procurement Procedure to cut down delays in procurement process. He asked the Services to put their best foot forward by having a well-defined approach to procurement, based on clear and objective General Staff Qualitative Requirements (GSQRs). He said there is also a need to ensure that procedures are strictly adhered to and the Services ensure the timely meeting of technical parameters.

Referring to a nationwide, secure and dedicated optical fibre network, to be implemented by the Ministry of Communication & Information Technology, in lieu of the vacation of a part of spectrum by Defence Services, Shri Antony said the approval of Cabinet Committee on Infrastructure for the budget is awaited. He said, the “defence band” and the “defence interest zone” have been mutually agreed upon by the Ministry of Defence and Ministry of Communication & Information Technology to meet the spectrum requirement for strategic communication of defence forces and this will be promulgated soon. Shri Antony said, while on the one hand IT has helped in breaking down linguistic and geographic barriers and resulted in a level playing field, on the other hand, Information and Communication Technology are also being misused by anti–social and anti-national elements. Describing Cyber-crimes as another dimension in the security architecture, Shri Antony said the Services need to be fully aware of the implications and put in place security systems and standard operating procedures to counter such threats.

Talking about the neighborhood, the Defence Minister said latest events in the Af-Pak region clearly show that it cannot be presumed that the Af-Pak issues are nearing solution. He said we need to keep a close watch on the situation in the region as any developments in the Af-Pak region will have strategic and security implications for India. Referring to Jammu and Kashmir, Shri Antony said the situation in the State has improved over the past few years. However, the coming summer months will prove to be a real test for an even more realistic assessment. “We have to remain vigilant and active and cannot afford to drop our guard”, he said.

Shri Antony, at the very outset, congratulated all Scientists, technicians and other DRDO personnel for the successful flight test of Agni –V and said, this significant achievement has done the entire nation and our Armed Forces proud. SitanshuKar/NA (Release ID :82460)
Core Values not to be Given up in Modernisation Process: Antony

BEML chief should stop playing and start praying

BEML chief under CBI scanner
Ritu Sharma Express News Service Last Updated : 03 Apr 2012 10:30:20 AM IST
NEW DELHI: The head of a ‘navratna’ Defence PSU Bharat Earth Movers Ltd. (BEML) V R S Natarajan is under CBI scanner for alleged irregularities in supplying sub-standard Tatra trucks manufactured by Vectra group to the Indian Army.
According to sources, the Defence Ministry has ordered the CBI to investigate Natrajan’s role, the BEML Chief for a decade now, in the dubious deal.
Defence Minister A K Antony had sanctioned the order on February 21 after a probe by the Ministry and BEML officials beginning 2009 confirmed the foul play.
The Ministry has been keeping the details under wraps for fear of jeopardizing the CBI investigations, sources said.
However, Natrajan refused to comment on the issue when contacted by ‘Express’ saying he has already given a public statement on the Tatra trucks.
The BEML Chief has been batting for the trucks that have been sold to the Indian Army at exorbitant prices.
BEML used to manufacture the trucks in India under license from Vectra. By now BEML was envisaged to indigenize the trucks completely, but, only 60 percent of the heavy duty vehicles’ components are manufactured in India.
“We have supplied 7,000 vehicles in the last 26 years. For last 10 years, I have been the Chairman of the company, not a single complaint has come from the Army Headquarters or any of the directorates. We never got complaints about Tatra vehicles that shows these vehicles are performing excellently... no complaint of any nature has come to us so far either directly or indirectly on performance,” Natrajan had said during a press conference.
BEML had come under scanner, after Antony’s cabinet colleague Ghulam Nabi Azad had written a letter to Congress president Sonia Gandhi alleging irregularities on the part of Navratna Company in the Tatra truck deals. The letter was then forwarded to the Defence Ministry for investigation.
According to the Defence Ministry, the vigilance wings of the Ministry and BEML have been examining the matter and there have been communication between the CBI and the Chief Vigilance Officer of BEML on these allegations. It was after this inquiry that Antony sanctioned a CBI probe into the matter in February this year.
BEML chief under CBI scanner
Following Former Chiefs must be investigated for taking bribes and tweaking the GSQR in favour of scamsters

General Nirmal Chander Vij: 31 December 2002 to 31 January 2005, Infantry - Dogra Regiment PVSM, UYSM, AVSM

General Joginder Jaswant Singh: 31 January 2005 to 30 September 2007, Infantry - Maratha Light Infantry PVSM, AVSM, VSM, ADC

General Deepak Kapoor: 30 September 2007 to 31 March 2010, Regiment of Artillery PVSM, AVSM, SM, VSM, ADC

Tatra Deal: GSQR tweaked to suit scamsters?

CBI also looking into ‘non-indigenisation’ .
Tuesday, 10 April 2012 13:14 Rakesh K Singh | New Delhi
The CBI that is probing the deal between UK-based Tatra Sipox and BEML for supply of Tatra trucks to the Army is also investigating the reasons for the failure on the part of defence PSU for non- indigenisation of the component manufacturing for the all-terrain vehicles.
According to the original agreement between BEML and Omnipol, Czechoslovakia for manufacture of the all-terrain vehicles inked in March 1987, a maximum of 80 per cent of indigenisation of the component manufacturing was to be achieved by 1991-92.

The Department of Defence Production had paid `5.49 crore as technical documentation fee to the collaborator Omnipol and made an additional investment of `29.45 crore between 1986-87 and 1990-91 for creation of necessary infrastructure for production of targeted 250 Tatra trucks per annum from 1988-89 onwards.
“These targets, in respect of production as well as indigenisation were, however, never achieved,” said a 2000 CAG report on the performance of the defence PSU.
The report, gathered by the CBI during the ongoing probe of the Tatra trucks deal between intermediary firm Tatra Sipox and BEML inked in 1997 in contravention of the defence procurement rules, further said, “the indigenisation programme was virtually abandoned after 1991-92 when the order level dropped drastically from an average of 146 during the preceding three years to just 2 and indigenisation attained was 50.65 per cent.”
The CAG has also pointed out that BEML also accumulated as many as 748 non-moving inventory and 182 slow-moving inventory. The auditor had also slammed the defence PSU for not making significant profit from the investments made in the creation of facilities for Tatra trucks as BEML could mange a return of 8.28 per cent against the estimated return of 17.7 per cent by 1990-91 (year of stabilisation of the truck production).
The Central auditor had also pointed out that the Tatra trucks supplied to Army were virtually cross-subsidised by the Bharat Dynamics Ltd and Vehicle Research and Development Establishment.
While the FIR registered against Vectra chief Ravi Rishi, UK-based Vectra group and BEML has mentioned the year 1997 after which the supply of the trucks is being probed but sources said the agency is mulling over to enlarge the ambit of the probe.
CBI also looking into ‘non-indigenisation’

BEML Officials Quizzed
The CBI on Monday examined three senior officials of finance and vigilance wings of BEML regarding the alleged irregularities in the deal for supply of Tatra trucks. Agency sources did not name the officials but said they were asked questions about different aspects of the deal between BEML and the UK-based firm. The sleuths asked from the officials the reasons for entering into an agreement with Tatra Sipox UK which was not the original manufacturer in 1997 and the renewal of the contract for supply of the trucks in 2003. The CBI is also probing if the General Staff Qualitative Requirement for procurement of the vehicles was formulated to suit the intermediary firm.
BEML Officials Quizzed
Comment: The former Army Chiefs are also culpable for tweaking the GSQR to suit the Tatra Scamsters. Their role needs to be investigated and exposed.

BEML Chairman drives Tatra Truck into muddy waters

DNA exclusive: Gen hit it right on the bonnet when he said Tatra trucks unfit
Published: Monday, Apr 2, 2012, 9:30 IST
By Gangadhar S Patil & Sandeep Pai | Place: Mumbai
Army chief General VK Singh was right. Not only are Tatra trucks substandard but they are also overpriced.
VRS Natarajan, chairman and managing director of BEML, on Friday had rubbished whatever the general had said about Tatra trucks. But documents with DNA show that BEML officials knew that Tatra Sipox (UK) had been fleecing the country over the years by supplying outdated trucks.
Ever since Gen Singh alleged on March 26 that a retired lieutenant general had offered him a bribe of Rs14 crore to “clear the tranche [purchase of 600 substandard Tatra-all-terrain vehicles]”, skeletons have been tumbling out, pitting the army against the defence ministry and BEML.
Of the several letters and notes exchanged between BEML and Tatra Sipox (UK) Ltd to finalise a new agreement on transfer of technology in 2008-09, it is clear that the UK company dictated the price at which the PSU would buy the trucks.
Each time Tatra Sipox sent the agreement to BEML for signature, mid-level officials of the PSU rejected it on several grounds. In fact, they even demanded that Tatra Sipox supply the latest versions of the trucks, which the company had not done in the past.
In 2003, Tatra Sipox had accepted that it had provided outdated models of Tatra trucks and formally agreed to provide the latest versions. When the agreement came up for renewal in 2008, however, it was back to square one.
Replying to Tatra Sipox’s draft agreement, a BEML official pointed out in December 2008: “Tatra Sipox (UK) Ltd have cunningly once again omitted references to the previous understandings/agreements.”
The UK company, in fact, chose to keep the terms of the agreement vague so that it could continue supplying outdated versions of the truck. The draft had no specifics of the trucks to be supplied. The agreement proposed by Tatra Sipox is “one-sided and does not cover” BEML’s interests, one letter from the PSU stated.
In the draft, Tatra Sipox kept its option of supplying trucks compliant with Euro I or II or III standards open. That meant it could also supply trucks compliant with Euro I norms. BEML officials, however, insisted on engines compliant with Euro III and IV standards. It noted that the “purchase of Euro II engines would not be viable because Euro IV emission standards are in vogue across the world” and automobile companies were moving towards Euro V standards.
A former BEML employee told DNA that “Tatra Sipox wanted to keep the agreement vague so that they could keep supplying Euro II engines”. It also meant that the company could charge extra for upgrading the engines.
The matter did not end with old models; Tatra Sipox kept increasing the price according to its convenience. A November 25, 2008, letter from a BEML official commented on the agreement: “Tatra Sipox (UK) Ltd is well known for its unjustified demand for increase in prices”. It went on to list a few examples. “Of late, the UK company has been insisting on steep increase in prices of completely knocked down (CKD) kits and spare parts.” Tatra Sipox had drafted a clause that would provide it with room for “demanding additional money”, the letter said. “[This] need not be agreed to. We must be satisfied with the adequacy of technical support and there need not be any room for negotiating further course of action.”
Clik here for the explosive report

The hollow Army

The hollow Army
March 31, 2012 By Mrinal Suman
As skeletons begin to tumble out of the closet of the Indian Army, the world’s second largest standing army, and the defence establishment now face the gravest crisis in their history — a crisis of credibility, and of national security preparedness. Will this shadowy war of leaks and allegations finally help unravel one of New Delhi’s most powerful cliques — that of shady arms dealers and agents? Or, will UPA’s Mr Clean A.K. Antony end up as the fall guy?

When the Army Chief writes to the Prime Minister that he has no ammunition for his tanks, that the country’s air defence network is nearly totally degraded and calls for urgent action to take correctives, it’s a grave national security situation indeed.

Yet, the debate that has taken hold is not about that grave situation, but whether the Army Chief violated protocol by writing to the PM, that he should be sacked for leaking – without evidence that he did – that letter to the media, and the like.

By itself, such a debate explains why, over the past two decades, we have come to such a pass. A matter that affects the war-potential of the army has been trifled with by an unseemly blame-game about its leakage.

A service chief is duty-bound to keep the political leadership informed of the state of preparedness of his force at all times. Writing a letter to the Prime Minister under intimation to the defence minister does not breach protocol in any way, and it has been done by service chiefs in the past.

The Indian Army’s problem, in a nutshell, is this: All militaries in the world seek the best equipment they can afford. But even the richest countries cannot afford to have an inventory full of the latest and best. Rather, militaries seek to maintain a well-balanced equipment profile at all times. Perhaps, a mix of 30 per cent modern, 40 per cent matured and 30 per cent obsolescent equipment.

Disconcertingly, in our case, as much as 85 per cent of the equipment with the Indian military today is decades-old and need to be replaced/upgraded. Yet, due to a number of impediments — including corruption in military procurement and attempts to curb it by blacklisting arms manufacturers — the pace of modernisation has been lagging by more than 10 years.
Read more: The Hollow Army: Click here

The Big Fight: Is our defence well prepared?

The Big Fight: After the Army Chief's letter to the Prime Minister was leaked earlier this week, causing a major controversy, we on The Big Fight discuss whether we are letting our soldiers down and whether there is a shortage of equipment?
Uploaded by ndtv on Apr 1, 2012

Army Chief and the Arms Lobby

An Outlook Cover Story
Officer, Gentleman And The Army Mess
One too honest to back off, the other honest to a fault. And the army suffers.
10 Unanswered Questions In V.K. Singh Affair
1. Have Gen V.K. Singh and defence minister A.K. Antony squandered their Mr Clean image through their recent actions and inactions?
2. Is somebody out to get Gen V.K. Singh? Could the powerful arms lobby and their agents and middlemen be behind leaks and plants?
3. Would Gen Singh have revealed the Rs 14 crore bribe had his version of DoB been accepted?
4. Was V.K. Singh’s letter to the PM leaked to protect A.K. Antony, who was on the mat? Or to deflect attention from the offer of bribe?
5. Does the flurry of charges have something to do with PM’s absence, the BRICS summit and defence expo in Delhi?
6. Are defence dealers who lost out on the £11.6 billion Rafale deal at work?
7. Could Gen Singh’s predecessors— Deepak Kapoor and J.J. Singh— get embroiled in the crosshairs?
8. What impact will V.K. Singh’s campaign have on successors Bikram Singh and Daljit Singh?
9. Could the V.K. Singh saga end up exposing top politicians across parties mired in arms deals, a la Bofors?
10. Will the armed forces retain the same glint in the eye of civilians henceforth? How does all this affect army rank and file?
Officer, Gentleman And The Army Mess: click here for the full cover story

War on Corruption- Strategic Impact

Dear All,
I am appending below an advance copy of an article titled "War on Corruption - Strategic Impact" that has been sent to a magazine for publication. It is too long to be published in a newspaper, for which a shorter version has been sent, but has not yet been published. If you have the time, do peruse it.
Regards.
Vijay Oberoi

WAR ON CORRUPTION- STRATEGIC IMPACT
By Lt Gen Vijay Oberoi and Ashish Puntambekar
Introduction
Corruption is undoubtedly the hottest subject in India today. The credit for bringing it in focus must naturally go to Anna Hazare and the team that had the brilliance of making him the leader of the movement. Today, Anna is drawing crowds because the populace is fed up of mounting corruption in all fields of official and private interaction in our country. While a strong Lokpal Bill will help in prosecuting many corrupt leaders and officials, it is just one action that will rid the country of massive corruption. It will undoubtedly help, but much more effort would be needed at many levels. Besides enactment of the Lok Pal Bill, the government will have to carry out a major exercise on simplification of rules and procedures in all ministries and departments, especially relating to permissions/sanctions and to prepare clear and precise guidelines relating to business activity. In army parlance, corruption is being currently tackled at the tactical level. For much higher dividends, we need to upgrade it to the strategic level and fight a war against corruption, consisting of many battles. Besides benefits at the individual levels, India would reap major strategic gains by eradicating corruption or at least bringing it down substantially.

Corruption Status
Corruption in our country has now reached every nook and cranny of our daily living. It is not just the political leaders; senior bureaucrats; judiciary; and the hierarchy of the police; that are manifestly corrupt, but most if not all government servants, at all levels are as corrupt to a lesser or greater degree. Similarly, the corrupt include revenue officials; lower judiciary including their subordinates; the rank and file of the police, besides the hierarchy; and railway officials at every level. While the Lokpal Bill focuses on the big fish, the huge shoals of smaller fish in every walk of life, amounting to nearly 95%, will also need to be tackled simultaneously. The Media debate has not highlighted this, though it is included in the Jan Lokpal bill
We must also not forget the private sector. Here too corruption prevails at all levels, from corporate houses to the fields of education, medical practice, law, chartered accountancy and especially the entire entertainment industry. Even the media has its share of corruption. It manifests itself as biased news, paid news, suppressing of facts; manipulating statistics and facts and even actively working for influencing decisions of the government, as it was clear from the Radia Tapes episode.

Multi-faceted Approach
The aim of listing out the above is to emphasize that corruption has to be attacked at all levels and not just at the Lokpal or Lokayukt levels. In military terms, what is being attempted by Anna’s Team is to fight just one battle in the big war against corruption and that many battles of varying intensities need to be fought at successive levels of governance as well as in the private sector. Only then will we be able to make a substantial dent in achieving a relatively corruption-free society in our country. Let us now reflect on how widespread corruption has adversely impacted and continues to impact at the strategic level. Since Independence, we grew at the so-called Hindu rate of growth of 2.5 to 3 per cent for decades, on account of the ‘command economy’ and the overbearing controls of the government, better known as the ‘licence – permit raj’. That was the start of corruption. In the early Nineties, we opened the economy somewhat and the results were spectacular, but now on account of rampant corruption that has increased exponentially, the Growth Rate is slowing down. The reason is that no attempt was made to change the system of governance, as it suited the corrupt leaders and officials eminently!

Impact at Strategic Level
Now, we can come to the main purpose of this article, which is to show how widespread corruption has adversely impacted and continues to impact at the strategic level. Our economy is currently stagnating on account of slow decision making; bureaucratic red tape; lack of transparency; and widespread corruption. The military is hollow on account of no modernization and its downgrading in society, which is both misguided and intentional. A powerful and prosperous nation needs a vibrant economy and a strong military. One complements the other. The following paragraphs will highlight the economic and security benefits that eradication of corruption at all levels will deliver to the nation. A substantive dilution of corruption will bring about a major change in the investment climate through transparent decision making at all levels of the government and the reduction of money being sucked away by the corrupt, which finds its way in non-productive assets or is whisked away abroad. This transparency will then macro impact on both the economy and the military.
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Modernisation: Antony warns defence firms against corruption

Antony warns defence firms against corruption
July 12, 2011 6:40:46 PM IANS | New Delhi

With India expected spend nearly $100 billion over the next decade on modern equipment for its armed forces, Defence Minister A.K. Antony Tuesday cautioned against corruption in defence deals, particularly warning military vendors of "extreme steps" if any underhand deals were struck by them.

Inaugurating an international defence acquisition seminar at the Institute of Defence Studies and Analyses (IDSA) here, Antony also assured the defence companies that they will get "a level playing field" and "fair play" in the acquisition process in India.

However, he asked them "not to try to corrupt our people" while dealing with them during the acquisition process.

Going a step further, he said: "I do not want to be a party to any corrupt practice and will not allow even a rupee of Indian taxpayer's money to be spent on graft."

His assertions come at a juncture when Indian defence ministry is in the final stages of deciding the winner of its $10.4-billion tender for 126 combat planes for the Indian Air Force (IAF), apart from the contracts for 22 attack helicopters and 15 heavy-lift helicopters.

Plans for acquiring six new diesel-electric submarines, five different types of artillery guns and additional C-17 heavy-lift transport planes are in various stages of being implemented.

Trying to dispel suspicion among some smaller countries with a good defence industrial base that more powerful nations may sway India's heavy-duty defence deals in their favour, Antony said the defence acquisition in the country "will not be propelled" by political considerations.

"Up to the trial stage, the technical soundness of a product will determine whether it will remain in the race, and after that it is the price of the equipment which will determine its ultimate selection for procurement," he said.

India's April 2011 decision to down-select European firms EADS and Dassault as the two vendors remaining in the fray for the 126 combat jet tender was seen by many in the defence business fraternity as "going by the rule book" and without any "political and strategic" considerations in mind.

Sketching out the changes in the nature of warfare in the recent times, Antony said there was a shift and today the challenges range from asymmetric threats, terrorism, internal disturbances as well as conventional warfare in a nuclear backdrop.

"On our part we need to develop the latest strategic and conventional capabilities. However, in our enthusiasm to modernise and upgrade our security infrastructure, we must not allow our defence acquisition procedures to be manipulated or corrupted," he said.

The defence minister said the latest production policy of his ministry was aimed at strengthening the military industrial base in the country, both private and public sector, with the offsets (the mandatory defence acquisition clause of a successful foreign vendor ploughing 30 percent of the deal back in India's defence, civil aviation and internal security industry) showing potential.
Antony warns defence firms against corruption

Report My Signal- Military Professional Matters Blog

Dear Readers,
We have revived the Professional Blog.
Some guidelines for the Blog are given below:-
Report My Signal- Military Professional Matters Blog
Aim-
To provide a forum for sharing information and discussion on Military Professional Matters amongst veterans of the Armed Forces (Army, Navy, Air Force). Articles and views dealing with matters concerning National Security, Strategy, Military Technology, Policies can be sent to the Coordinator.
Contributors are cautioned against violating provisions of National Security Act. Towards this, end those in Uniform cannot post any material on this Blog.
Link: Military Professional Matters

Selecting Military's Top Brass: The present flawed system needs to be addressed

By Maj Gen Mrinal Suman
Indian Defence Issue: Net Edition | Date: 19 November, 2010

Indian armed forces have many unique organisational features. Most of them have been discussed frequently in public debates. One lesser known aspect is total lack of meritocracy in higher appointments. Though equally applicable to all the three services, further discussion shall be restricted to the Army for the ease of understanding the issue.

Quality of top military brass is too serious a matter to be left to the whims of service Chiefs.
As per the current system, a general cadre officer of the rank of Major General is approved to be a Lieutenant General (Lt Gen). The army has over 70 officers of the rank of Lt Gen in the general cadre at any time. Every Lt Gen with more than three years’ residual service becomes a Corps Commander.

Subsequently, on the basis of seniority they become Army Commanders in their own turn, provided they have two years’ residual service. The senior-most serving Army Commander gets appointed as the Chief of the Army Staff (Chief). As there is no selection beyond the rank of Lt Gen, all Lt Gens are considered fit to assume the appointment of Chief. Their inter-se seniority and age-wise placement in the hierarchy decides their future. Thus, at any given time there are over 70 officers who stand approved to head the Army.

Critics call such an arrangement as ‘auto-pilot ride’ - an army officer is required to prove his competence till he achieves the rank of Lt Gen. Thereafter, he rides auto-pilot and makes career advances purely on account of his date of birth. The services are perhaps the only organisation in the country which throws up top leadership solely on the basis of seniority. Merit ceases to play any role.

The wisdom of accepting the logic that every Corps Commander is fit to be the Chief is also questioned by many. A Corps Commander is a field commander of around 50,000 troops whereas a Chief wears multiple hats while heading 1.1 million-strong army. To equate the two appointments is highly untenable as leadership qualities required for a Corps Commander and a Chief can never be the same.

The spectacle of an Army Commander questioning his transfer to another command and two top ranking officers fighting in public for chairmanship of Delhi Gymkhana Club testify to the above.

The current system has two major drawbacks. First, the services are deprived of quality leadership. Many brilliant military officers fail to move up solely because of their unfavourable age-wise placement. In the absence of merit, mediocrity prevails. Indifferent quality of senior commanders can be attributed to seniority based promotions. The spectacle of an Army Commander questioning his transfer to another command and two top ranking officers fighting in public for chairmanship of Delhi Gymkhana Club testify to the above. Similarly, apathetic quality of leadership was also on display when Chiefs found it irksome to travel to Nilgiris to pay homage at the demise of a Field Marshal. Recent media reports have also highlighted the deficiencies of higher military leadership with regard to land dealings.

Secondly, the system lends itself to manipulation by smart functionaries and thus, perpetuates a regime of patronage. Every Chief, on assumption of office obtains details of the dates of birth (and thus retirement dates) of senior officers and thereafter, identify prospective officers from his regiment or ilk. Before his tenure ends, he ‘manages’ the system to ensure that the selected protégé are suitably placed and all likely challenges to their advancement are nipped in the bud. In other words, he firmly plants them in the line of succession. Earlier such manipulation was done in a discrete manner. Over a period of time, the practice has become so well entrenched that Chiefs have no qualms in openly flaunting their preferences. The worst, the environment has got so used to this partisanship that it has come it accept it as a normal practice.

Sadly for the country, most Chiefs remain myopic in their regimental allegiance and fail to grow up. Instead of selecting best talent for higher commands, their blinkered approach fails to see beyond Infantry, Armoured Corps and Artillery loyalties. Chiefs who have benefited from such preferred dispensation feel morally obliged to carry on in the same vein and extend similar benefaction to their regimental subordinates. Most representations and court cases to seek redressal of grievances are on account of this partisanship.

There is no selection beyond the rank of Lt Gen, all Lt Gens are considered fit to assume the appointment of Chief.
According to many observers, the Government has abrogated its responsibility under the plea that it does not want to be seen meddling in the internal functioning of the services. It lets the services throw up its leadership even at the cost of depriving the nation of the best talent available. This is a highly specious excuse. Government’s attitude of non-interference is construed by many to mean that it is not unduly concerned about the quality of leadership of the services as it matters little in their scheme of governance. Chiefs are not part of any major decision making apparatus. Even critical proposals affecting national security are discussed by bureaucrats without any inputs sought from the services.

The current system is most unacceptable. For selection of Army Commanders (and equivalent Naval and Air Force appointments), a selection board under the Chief of Defence Staff (CDS) should be constituted to recommend names as per the laid down criteria. The board should have the three service Chiefs as members. The concerned Military Secretary should be the member-secretary. Board recommendations should be put up to the Cabinet Committee on Appointments (CCA) after obtaining the concurrence of the Defence Minister. Selection of a Chief should similarly be done by a board under the CDS. The Defence Secretary could be a co-opted member to provide government’s inputs. Final approval should be granted by CCA, as per the prevailing orders. Till the government approves appointment of CDS, the boards should be headed by Chairman, Chiefs of Staff Committee.

Quality of top military brass is too serious a matter to be left to the whims of service Chiefs. Date of birth cannot be the sole deciding factor. It is time the Government puts in place a well evolved selection system to ensure that merit becomes the main criteria for promotion to higher ranks. The Indian armed forces deserve the best leadership.

Maj Gen Mrinal Suman is India’s foremost expert in defence procurement procedures and offsets. He heads Defence Technical Assessment and Advisory Services Group of CII.
Selecting Military's Top Brass

What Ministry of Defence wants from Obama's visit

NDTV Correspondent, Updated: November 06, 2010 07:54 IST
New Delhi: On his three day visit to India, beginning today, US President Barack Obama is likely to push for more defence sales. On the agenda would be:

The Indian Air Force (IAF) wants to buy 126 combat jets worth nearly $11 billion, which are up for grabs. Lockheed Martin and Boeing are two among the six worldwide contenders currently competing for the order.

India has shown interest in buying C-17, heavy lift transport aircraft for the IAF through the Foreign Military Sales (FMS) route where multi-bid tenders are not required.

In 2008 and 2009, India placed orders for American C-130J Medium lift military transport aircraft and P-8 Boeing long-range Maritime Reconniasance (LRMR) planes together worth more than $4 billion. Obama is likely to push India to buy more of these.

India is also interested in buying the Javelin anti-itank missiles, sensor fused weapons and harpoon missiles from the US.
Read more at: What Ministry of Defence wants from Obama's visit

Indian Army Desperate to Modernise

THE HINDU, OCTOBER 27, 2010
Indian Army-Desperate to re-order and modernise
Rahul Bedi
A large number of military officers concur that the Indian army, with an inordinately high teeth-to-tail ratio, faces a serious crisis of confidence.
An alarming rise in the number of Indian military officers charged with corruption, senior ranks quitting due to frustrating service conditions, and increasing instances of ‘fragging' in which disgruntled soldiers shoot dead their seniors, are severely damaging the image of the country's defence forces.
Few want to join the once-favoured military with the shortage of officers in the army never having fallen below 11,000 for over a decade against a sanctioned strength of 46,615 personnel. The navy and the air force too face officer shortage but it is not as severe as in the 1.2 million strong army.
Senior defence officials cite expanding employment opportunities as the reason behind the shortage. But serving and retired officers say this is only part of the cause. The Services too have to take responsibility for lowering the military's image and overall standing in the country's order of precedence and preference, they point out.
“Standards and values have changed for the worse and the army is not impervious to the overall environment,” admits a retired Lieutenant General. Like the rest of society, India's military too is in the turbulent and unsettling throes of transition, he adds.
Serving army officers say the ‘rot' in service ethics has been steadily creeping into the Services. Till the 1980s, military officers were considered upright men, respected in society and eagerly sought after by parents as suitable match for their daughters. Retired military men talk nostalgically of the days when a mere note from the commanding officer on behalf of a jawan to the local authorities back in his village carried weight.
Those were the times when the esprit d' corps in the apolitical service was strong and invitations to riotous, albeit swinging, regimental officers' messes were much sought after. Salaries were low but the lifestyle was lavish in what was largely a gentleman's army.
Many officers were, in reality, eager boys trapped inside adult bodies seeking to indulge in passions like shikar, riding, polo and outdoor living and danger at state expense as expansive colonial traditions made military service not only respectable but attractive. From Independence till the third war with Pakistan in 1971, there was ample opportunity for such expansiveness.
And it was adequately vindicated, except for the disastrous 1962 war with China in which India came off badly. But in this instance, it was widely acknowledged that it was the political and not the military establishment that forced ignominy upon the country.
The flamboyance, bravery and tactical brilliance of all ranks in the three wars with Pakistan are well recorded and the subject of study in combat institutions around the world. It is rarely acknowledged even at home that in 1971, the Indian army single-handedly achieved what even the United States with all its mite and technical wizardry has not managed since World War II — it liberated a nation.
Politics was rarely, if at all, discussed by officers who, if passed over for promotion, retired gracefully, confident of their status in society. Promotions, the bane of the Services today, were merit-based and, by and large, fair with undeserving candidates, adhering to the Peter Principle and rarely ever crossing their limits of incompetence.
Army chiefs and senior commanders brooked no political interference in operational matters and were listened to with respect by the establishment. Asked by Prime Minister Indira Gandhi to move into East Pakistan — later Bangladesh — in early 1971, General Sam Manekshaw — later Field Marshal — firmly told her that it would take at least 10 months before his force would be ready for combat.
“That” he declared, referring to Indira Gandhi's scheme of launching operations earlier “would present me with problems far more complex than what had been the bane of the German general staff for more than 50 years across two world wars. It would be unwise to rely on diplomatic assurances that the Chinese would not react in support of Pakistan. We must wait for the snow to block the northern passes.” Indira Gandhi listened and Bangladesh came into being in December that year.
In short, the olive green uniform enjoyed an exalted status it was soon to lose. Its professionalism and apolitical stance began to slowly unravel after the Third Pay Commission in the late 1970s when officer ranks were diluted, ostensibly to enhance career prospects, but their responsibilities reduced in inverse proportion to their promotions.
Periodic cadre reviews further led to a lopsided rank structure creating a situation where Lieutenant Generals among the seniormost army officers, and their equivalents in the navy and the air force, discharged duties previously performed by middle-ranking Colonels and half-colonels and similar ranks in the other two services.
Currently there are over 900 Brigadiers, some 290 Major Generals and 85-odd Lieutenant Generals, roughly around a third of who were replaced every two-three years due to retirement, promotion and other reasons.
Pressure on promotions in the pyramid-like structure also meant that most served between 12-18 months in these higher ranks leaving them little time to effect any meaningful change in the overall command and control structure.
The cadre re-assessment was the moment for which politicians and civil servants had long been waiting. Having always looked upon the military with suspicion after independence and gazing nervously at Pakistan's experience, they were simply waiting for an opportunity to gain ascendancy over the Services.
Incidentally, this inherent misgiving and fear of the military persists, adversely manifesting itself in the non-appointment of a Chief of Defence staff, despite ministerial commissions and review and parliamentary committees stressing the need for such an officer in a nuclear weapon state and for an expanding military power with possible out-of-area responsibilities.
Sadly, many senior officers actively contributed to this negative state of affairs by seeking political and bureaucratic patronage for career enhancement whilst in service and for lucrative sinecures after retirement. Consequently, over years the military's standing deteriorated, reaching the unbelievable stage where it was selectively included in the “security loop.”
The Service chiefs, for instance, were told about the multiple 1998 Shakti tests at Pokhran just hours before they occurred; and that too as insurance against any “adverse reaction” from neighbouring Pakistan. In the intervening period thereafter, the military has been dealt a limited hand in maintaining India's strategic deterrence.
In another shocker, the military, particularly the army, was also unaware of India's cache of chemical weapons stored at various Defence Research and Development Organisation laboratories across the country that were destroyed under the global Chemicals Weapon Convention some years ago.
In conclusion, a large number of military officers concur that India's Mughal-like army, with an inordinately high teeth-to-tail ratio, faces a serious crisis of confidence which simply refuses to abate even as it is increasingly employed not only in counter-insurgency operations, flood and drought relief but also to battle mosquitoes threatening the Commonwealth Games athletes' village.
For, besides struggling against the slew of corruption charges, lopsided promotions and un-equitable pensions, the military also faces ad hoc equipping policies determined and dominated by ill-informed politicians and civil servants, as it grapples desperately to reorder and modernise itself within a nuclear weapon state. But that, as they say, is a far longer and complex saga.
(Rahul Bedi is New Delhi-based defence analyst.)
Indian Army-Desperate to re-order and modernise

Dr Manmohan Singh appreciates the Gallant Armed Forces

Extract of PM’s Valedictory Address at the Seminar on the Occasion of Golden Jubilee of National Defence College

The Prime Minister, Dr. Manmohan Singh delivering the valedictory address at the International Seminar on “Role of Force in Strategic Affairs”, at the Golden Jubilee celebrations of National Defence College, in New Delhi on October 22, 2010. King of Bhutan His Majesty Jigme Khesar Namgyel Wangchuck and the Defence Minister, Shri A. K. Antony are also seen. Photo no.CNR - 34194

The Defence Minister, Shri A. K. Antony addressing at the International Seminar on “Role of Force in Strategic Affairs”, at the Golden Jubilee celebrations of National Defence College, in New Delhi on October 22, 2010. Photo no.CNR - 34196

Our development ambitions need a favourable external environment. Global interdependence of nations is a growing economic and political reality. It is therefore essential for India to remain actively engaged with the rest of the world so that we can access capital, high technology, energy and knowledge to propel our growth process.

However, we have to be conscious that just as military power alone cannot assure national security, growth by itself is not the ultimate answer to the multiple challenges we face as a nation. Our ability to develop at the pace and in the direction that we wish to will depend on how well we are able to maintain the internal stability and cohesion of our country.

Naxalism and Left Wing Extremism today pose a great threat to our national security. We recognize that there is a development deficit in all parts of our country. But we should be equally clear that the Indian State cannot and will not allow its authority to be challenged.

Our country has been a victim of terrorism for the past more than two decades. Terrorism has been used as a means to destroy the values on which our nation is built. Terrorist groups enjoy patronage and sanctuaries and do not lack in resources. We therefore have to ensure that our capabilities to combat terrorism remain a step ahead of those of the terrorists. They should be left in no doubt whatsoever about our ability and resolve to defeat them.

We have to be prepared to deal with threats to our security from non-state actors and groups. The problem of piracy off the coast of Somalia in the Gulf of Aden is a case in point. Non-state actors are becoming increasingly fused and employing the best technologies to target open and democratic societies like ours. We have therefore to modernize our defence doctrines to respond to new and non-traditional threats to our national security.

Cyber warfare is an area of emerging concern. I am glad that our Armed Forces and our other agencies are paying increasing attention to building capabilities and expertise in this very essential area.

Assuring our energy security is another major challenge. We do not have the luxury of choosing between one source of energy and another. We must keep all options open, including that of the nuclear energy. Till such time as we are dependent on fossil fuels we must have the capability of safeguarding the security of the sea lanes of communication. The bulk of international oil cargoes pass through the Indian Ocean and this therefore happens to be a region of vital interest and concern to us.

The scale of social and economic transformation that we seek to achieve for our country is unprecedented. If we succeed in this ambitious enterprise within the framework of an open, democratic and pluralistic society we will I sincerely believe profoundly influence the history of nations in the 21st century. For this to happen, we need peace in our hinterland and in our neighbourhood. We need to strengthen our efforts to make the world a more level playing field. The reality of international relations is that power is unevenly distributed. We should not expect those who have power to willingly part with it. We have therefore to stand up on our own feet to defend the values that define us as a nation.

I would like to conclude by placing on record our country’s deep appreciation to our gallant Armed Forces for their professionalism, valour and contributions to processes of nation building. The military preparedness and modernization of our Forces are matters of the highest priority for Government.

I end by wishing the National Defence College even greater glory in the next half century.”
click here to read full address of PM at NDC

Village gets electricity 63 years after independence

Madhya Pradesh village gets electricity 63 years after independence
Press Trust of India, Updated: October 17, 2010 22:14 IST
Indore: Nearly 63 years after Independence, a village situated on a hillock near Indore, got its first ever electricity connection.
Koparwel, a tiny village with 20 households, broke into jubilation with the lighting of a bulb in one of its huts this Friday.
Ambaram is the first villager to get the electricity connection.
No sooner was his house brightened by a CFL bulb, villagers worshipped the instrument, distributed "prasad" and burst firecrackers. "It is a matter of joy that electricity has come to our village," Ambaram said.
Children are happy that they will have electricity to study at night and bid adieu to lanterns shortly while the youths are glad that they will not have to go to neighbouring village to charge their cell phone batteries, he said.
However, it was not an easy task to electrify Koparwel.
"It was a challenge to electrify Ambaram's place given that the village is situated on the hilltop," Madhya Pradesh Western Distribution Company Limited (MPWDCL) Chief Engineer Sanjay Mohase said.
In two to four days, other houses in the village too will get electricity connection, he said.
Read more at: click here

A witness who walked tall inspite of the Bureaucrats

By T J S George, 04/10/2010
A witness who walked tall
Out of the blue, as it were, a new and wholly unexpected voice broke above the newspaper din in India in 1959. In a politics-obsessed world, this voice began talking about development projects – Bhakra Nangal, Damodar Valley, Hirakund, Nagarjunsagar – and then about “brand names of distinction” like HAL, HMT, BHEL, ONGC etc. These were all new terms at that time and the overall picture that came through was that of a massive change under way in the thinking as well as structural composition of India. It was as good as a scoop... That was B. G. Verghese's entry into public attention...

His stint as adviser to Indira Gandhi allows him to speak frankly about the reality of high-level activities - how drafts for after-dinner speeches are finalised only after the dinner has started, how the Government does not work out a world view and relies instead on tired slogans, "the haphazard manner in which government functioned and the Prime Minister's inexperience in so many matters".

Verghese' assessment of Indira Gandhi is a highlight of the book. He pays tribute to her qualities of leadership, the dignity of her deportment, her pride in India. But he is unsparing in his condemnation of the Emergency, the "savage and thoroughly illegal demolition orgy" of Sanjay Gandhi and of Indira's own "split personality".

B.G.Verghese is a serious person, concerned with serious, "un-sexy" topics like water resources. That makes his humour more appealing. The quality of his mind is reflected in the lightness with which he describes his introduction to the Prime Minister's Secretariat.

"There was no airconditioner in the room as the previous incumbent was a mere deputy secretary who 'as per rules' was not entitled to feel overly hot. The official theory was that the blood grew thinner with ascending seniority, entitling the officer to one, two or more airconditioners. The same theory worked for arm rests, back rests and foot rests..... Nor did I allow my chaprassi to hover around the car park in the morning to relieve me of my briefcase the moment I arrived. Official research had established that senior officers carry so much responsibility that the weight of a briefcase could do incalculable damage to their spine".

His briefcase tightly held in his own hand, Verghese kept his spine straight and walked tall.
Read More: A witness who walked tall