“Space is being used to enhance combat capabilities in other domains – land, sea, air and even cyber…The military applications of space is the dominant discourse from which we cannot remain divorced,” Chauhan said at the Indian DefSpace Symposium 2023 jointly organised by Indian Space Association (ISpA) and the Defence Research and Development Organisation (DRDO).

He said the invasion of the space domain by commercial enterprises as seen during the Russia-Ukraine conflict, and the intense race towards the militarization of space had resulted in expansion of battlespace, with the nature warfare being on the cusp of a major transformation.

“The aim for all of us should be developing dual-use platforms with special focus on incorporating cutting-edge technology and we must expand our NavIC constellation, provide agile space-based ISR (intelligence, surveillance and reconnaissance), and ensure secure satellite-assisted communications,” he said.

NavIC, or Navigation with Indian Constellation, refers to a regional navigation satellite system established by the Indian Space Research Organisation.

Chauhan’s comments came days after Indian Air Force chief Air Chief Marshal VR Chaudhari called for building offensive and defensive space capabilities to safeguard assets, while stressing that the race to weaponize space had already started, and the day was not far when the next war would be fought across land, sea, air, cyber and space. The IAF chief said India needed to capitalise on its initial successes in space and prepare itself for the future.

The CDS spoke about the need to explore the field of miniaturization of satellites and reusable launch platforms to mitigate cost, challenges and accelerate the pace of augmenting India’s space-based capabilities. “The populating of space domain and the emergence of dynamic threat environment to our space assets also demands that we enhance our space situational awareness capability. There’s also a requirement to safeguard our assets with counter space capabilities. We must build resilience and redundancy in a space-based infrastructure.”

He spoke about the need to build offensive and defensive space capabilities in the context of strides made by Russia and China in the sector.

DRDO chief Samir V Kamat said the organisation has sharpened its focus on the space domain, including space-based surveillance, situational awareness and protecting space-based assets.

“Space is the next frontier that requires our attention. We have mastered basic space technologies, but the number of satellites must go up significantly as we are far behind China on this front,” Air Marshal Anil Chopra (retd), director general, Centre for Air Power Studies, earlier said.

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While the initial plan was to create four theatre commands — an air defence command, a maritime theatre command and two land-based theatre commands (one each for the western and the eastern sectors) – the services decided to take a fresh relook on the proposed reform after the Chief of Defence Staff (CDS) General Anil Chauhan asked them to do so, considering the IAF’s objections to the previous plan.

One of the top proposals being considered is to create joint theatre commands based on India’s adversaries in the neighbourhood to begin with, as against the four defined theatre commands planned earlier.

This involves initially carving out an integrated theatre command to take care of the northern and eastern borders with China, another for the western borders with Pakistan and a third maritime command to tackle threats in the maritime domain, from the 17 service-specific military commands operating under the three services at present. Visakhapatnam, Jaipur and Lucknow are among the possible locations being discussed for their headquarters.

Also under discussion is the creation of a joint training command. Three joint logistics nodes had already been operationalised until 2021. India has two joint services commands at present – the Andaman and Nicobar Command (ANC) and the Strategic Forces Command (SFC).

An official said efforts are on to ensure that the process of creating the theatre commands does not have a long “settling period” given that there’s alway the possibility of a conflict on the horizon.

The previous plan had envisaged keeping out the Army’s Northern Command and the IAF’s Air Officer Commanding Jammu, Kashmir and Ladakh from the theatre commands and these were to operate independently.

The IAF had raised objections to the previous theaterisation plans – these were spearheaded by the country’s first Chief of Defence Staff (CDS) General Bipin Rawat – and stated that it would divide their fighting assets.

Over the last two years, multiple studies were carried out by top officers of the three services to examine the theaterisation process, but the plans lost pace after General Rawat was killed in a helicopter crash in December 2021.

Meanwhile, the services continued their deliberations on the proposed reform with a few table-top exercises held to examine employment of theatres in different operational scenarios.

The plans picked up pace again after the current CDS, General Anil Chauhan, took over in September last year.

According to officials, the services were asked to individually study and check the feasibility of adopting a new and separate approach to the Indian military’s theaterisation plans. In the last three months, multiple meetings have taken place within the three services – and between the three service chiefs and General Chauhan on the theaterisation plans.

Officials privy to the latest developments said the plan is expected to be finalised shortly, which would be discussed, examined and accordingly fine-tuned further in consultation with the CDS.

They emphasised that the existing plan is still fluid and may undergo additional changes with more internal deliberations, and inputs from the government.

Last year, IAF chief Air Chief Marshal V R Chaudhari had said that the IAF is not opposed to the theaterisation process if the doctrinal aspects of the force is not compromised by the creation of the new structures.

He had also said that while the theatre commands should be future-ready to deal with the emerging forms of warfare in the space and cyber domains, they should not increase the decision-making chains from the existing levels.

Last month, former Army chief General M M Naravane (retd) said that unless a national security strategy is in place, talk of theaterisation is “actually putting the cart before the horse”.

Army chief General Manoj Pande told the media last week that there is a need to get the right tri-service structures in place and the services are in the process of deliberations on issues related to theatre commands.

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Lt Gen. Chauhan, 61, will be India’s second CDS. His predecessor, Gen. Bipin Rawat, died in a helicopter crash in December last year. This is the first time in the history of the Indian military that a retired three-star officer has returned to active service in a four-star position.

In the 10 months following Gen. Rawat’s death, there had been widespread speculation that the next CDS would be appointed from within the Indian Army, not only because it is the biggest and most influential of the three services but also because Gen. Rawat’s untimely death had left the army’s CDS term unfinished.

In June, when the government made changes in the rules for appointment of the CDS, military circles were abuzz with Lt Gen. Chauhan’s name as a possible contender for the coveted post. Lt Gen. Chauhan belonged to the 11 Gorkha Rifles regiment, the same as Gen. Rawat. He is a native of Uttarakhand, like Gen. Rawat was. After his retirement from the army in May 2021, Lt Gen. Chauhan had been working closely with National Security Advisor Ajit Doval as a military advisor in the National Security Council Secretariat.

Seen as an expert on China, Lt. Gen. Chauhan previously served as director general of military operations (DGMO) before being appointed as the eastern army commander in September 2019. In his 40-year-long service in the army, he commanded an infantry division in the critical Baramulla sector in the Northern Command and later a corps in the Northeast.

Besides being a hardcore military man, Lt Gen. Chauhan has been a regular contributor to military think-tanks and has authored the book Aftermath of a Nuclear Attack.

As CDS, one of Lt Gen. Chauhan‘s biggest tasks will be to complete the theaterisation of the defence forces, which will see the creation of theatre commands. Gen. Rawat, who had started the process, was of the view that there was a marked lack of synergy between the three military wings since they operated in isolation. In the past few months, several studies on theatre commands have been underway at the Department of Military Affairs, along with a study on manpower optimisation.

The main agenda for the CDS will be to build a lean and integrated warfighting machinery within the budgetary constraints. The issue of theatre commands has been mired in controversy within the services, with the Indian Air Force (IAF) objecting to the move. Air chief marshal Vivek Ram Chaudhari recently said a separate air defence command would be “counterproductive”.

Gen. Rawat had been working hard to iron out the inter-service differences—a task his successor will have to continue. Like in the US and China, Gen. Rawat planned to have five commands—northern, western, peninsular, air defence and maritime.

The Indian military currently functions under 17 single-service commands. It has eight commands to manage the China front as against a single theatre command of the Chinese military responsible for borders with India. The proposal to set up unified commands came after the 1999 Kargil War, but the concept remained in limbo partly over fears that it would trigger an ugly turf war between the three services. If IAF chief Chaudhari’s remarks are any indicator, the issue of theaterisation still remains hotly debated and polarising within India’s defence establishment.

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India has lost a capable and experienced military leader in the tragic death of Gen Bipin Rawat, the country’s first Chief of Defence Staff (CDS), in a helicopter crash near Coonoor on 8 December 2021.

Gen Rawat was appointed the first CDS on January 1, 2020, as well as Secretary of the newly created Department of Military Affairs (DMA) after he completed three years service as the Chief of the Army Staff. He had another year left to serve as the CDS.

Gen. Rawat will go down as the most impactful, reforming leader the Indian Armed Forces have seen in their history. He successfully restored the role of the armed forces as a premier stakeholder in strategic decision-making, even influencing foreign policy.

His acumen was recognised across boundaries as a military leader. On his passing the UN Secretary-General, the US secretary of state, Russia and Israel, among others, paid deservingly and befittingly rich tributes.

As CDS, he was expected to function as the Principal Military Adviser to the Defence Minister, work in tandem with the three Service chiefs, who operate in their respective domains — a role and function that is still in the making.

Gen Rawat would not hesitate to call a spade a spade and back the much needed reforms in the Armed Forces for synergy and building capabilities.

After he took over the mantle of the Army Chief, at the customary media interaction in January 2017, it became amply clear that here was an Army Chief who was firm in his convictions, would not pull his punches when required and would definitely not shy away from speaking his mind in a forthright and erudite manner. He was a man who would back his decisions to the hilt.

Under Gen. Rawat’s leadership, a mission was carried out inside Myanmar in which militant camps were decimated in response to an ambush by Myanmar-based NSCN(K) militants in 2015.

As Army vice-chief, he played a key role in the surgical strike across the India-Pakistan Line of Control in 2016. Gen Rawat was highly vocal to publicly emphasise that force would be used against those across the border in Pakistan, if they threatened Indian interests. He was determined to end militancy in Kashmir. He planned the action in the Kashmir Valley, which broke the backbone of terrorism in the Valley, creating suitable conditions for the abrogation of Article 370.

He believed, rightly, that China, not Pakistan, was India’s chief adversary; and was the first chief to say so in public.

As Secretary DMA, Gen Rawat was tasked with bridging the gap between the civilian bureaucrats and the uniformed officials. He was meant to be the harbinger of a revolution in both bureaucratic and military affairs. He was a man on a mission and wanted to bring multiple changes, perhaps too fast for the liking of many within the forces and the veteran community.

Much ground has been covered in implementing the theaterisation model for the armed forces, with him in the helm for two years. His ideas on a joint Air Defence Command, a Logistics Command and Maritime Theatre Command have taken seed. He also wanted the three Services to combine certain logistics and training facilities to avoid duplication. He oversaw the operationalisation of three Joint Logistics Nodes at Guwahati, Port Blair and Mumbai.

Gen. Rawat was working towards evolving consensus amongst the Services on integrated theatre commands, which would be the biggest reorganisation of the Indian armed forces since Independence.

He was also clear that the Armed Forces could modernise only by cutting the flab so that the burden of defence budget could be reduced and make a leaner and meaner force, capable of fighting wars of the future.

Rawat was a gentleman, gallant and professional, and a proud Gorkha. His boots will be hard to fill.

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The overall responsibility of thwarting an enemy air invasion will continue with IAF, while the Ground-based AD resources need better synergy. Integrating AD assets will assist in avoiding ‘fratricide’ during heightened security conditions. The incident of shooting down of a Mi-17 helicopter at Budgam on 27 February 2019, during the Balakot strike was an avoidable loss. Further, the shooting down of Ukranian passenger aircraft on a routine flight by Iranian forces, on 8 January, was also attributable to Iran’s Air Defence Command and Control problems. Even though transponders for Identification of Friend or Foe (IFF) were installed onboard the aircraft and warships for target classification, this may not be a fool-proof method.

The AD Command is meant to integrate AD verticals of the three armed forces, while retaining the uniqueness of each Service to execute its own AD operational role in its own single service battle space. Each service has different assets to defend and must maintain weapons special to its requirements.

It makes sense to have a common AD command, since the common aim of all three armed forces is to defeat the air threat from the enemy. The enemy will not differentiate between the vulnerabilities or assets of one Service or the other.

Existing Tri-services Air Defence Effort

All the three Services – Indian Army, IAF and Navy so far have maintained their own AD resources to counter specific threat perceived by each, sometimes even having overlapping areas.

Indian Army has it’s ground-based Army Air Defence (AAD) Corps, responsible for the protection of air space for Army’s operations from enemy aircraft and missiles. Plans are afoot to upgrade the existing vintage AD equipment and to create a responsive AD for Army’s strike formations in plains and tactical AD in mountains. Also, the procurement and upgrades of AD guns and equipment are being pursued as part of the modernization of the army.

The IAF has been on a technology pursuit to get superior surface-to-air guided weapons (SAGW) and AD radars to bolster its operational capability, and to integrate all sensors, weapon systems and command and control structures to create an Integrated AD Command for its operations. Surface-to-air weapon systems are planned to be interfaced with IAF’s indigenous C4I system viz. Integrated Air Command and Control System (IACCS) using Software Defined Radios (SDR). Integration of IACCS with surveillance network of civil aviation is also underway in a phased manner. Further, IAF also plans to deploy an Airborne Early Warning and Control (AEW&C) system to support AD and offensive strike missions over the tactical battle area and for this, one AEW&C aircraft was inducted in IAF in 2018.

To meet their immediate AD requirements, IAF has procured Israeli Spyder low level quick reaction missile (LLQRM) System, equipped with Python 5 and Derby missiles. This system is meant to provide AD against aircraft, helicopters, cruise missiles and UAVs.

On the other hand, Indian Navy maintains its AD assets mainly on the sea platform, in the expected lines of its operational role. For detection of air targets including missiles, modern naval warships are fitted with advance phased array radars with specialized radar beams to search and track multiple aircraft and missiles simultaneously.

On naval ships, two SAM complexes in fore and aft configuration give complete 360-degree air engagement capability. Ships are also fitted with Close-in Weapon Systems (CIWS) like rapid-fire AK-630 systems for engaging air targets a couple of kilometres away. On the high seas, carrier-launched fighter jets provide the key AD cover to deter any battlespace air threat. All high-value naval units at sea are provided at least two layers of AD cover by other ships part of the formation.

AD Integration

An AD Command will have all AD resources of all three Services at its disposal and will seamlessly address the issue of resource allocation. The battle theatres can at times overlap especially among the Army and the Air Force. This leads to duplication of weapons procurement and excessive spending. Hence, AD Command can ensure appropriate resource allocation for its optimal utilization.

AD is intrinsically linked to every Service command with a prime responsibility to protect the nation from threat as large as nuclear threat to small ones such as drone incursions. In these situations, rather than seeking which Service’s resources will be more apt to nullify the threat, an integrated command will have at its disposal all available resources and its deploy the resources corresponding to the threat.

For the nation, the overall AD threat perception in military terms means evaluation of its ‘susceptibility and vulnerability’ against the enemy’s offensive capabilities. India routinely has skirmishes on its borders with nuclear-armed neighbours – Pakistan and China. These two hostile nations perpetually maintain a ‘minimum credible deterrence’ against India by strategic deployment of various ballistic and cruise missiles, both conventional and nuclear capable.

From assessing air threat perception to creating a common integrated air defence shield over land, sea and air, all factors have to be looked into by the office of the CDS. Any shortcoming in the concepts and doctrines document at this stage shall lead to irrecoverable damage and can be fatal for AD during hostilities.

Indigenization of AD Capability

India has an ambitious Ballistic Missile Defence (BMD) for the development of the two-layered programme to defend vital assets against ballistic missile attacks. The capability was demonstrated in 2018 by intercepting two kinds of missiles – endo-atmospheric interceptor missile mission against long-range simulated targets and an exo-atmospheric interceptor missile (PDV04) tested against two-stage ship launched target missile.

Anti-satellite missile test (Mission Shakti) was completed in 2019 in which BMD interceptor missile engaged Indian target satellite in low earth orbit (LEO) in a ‘Hit to Kill’ mode. It gave India the capability to defend its assets in outer space and was significant against inter-continental ballistic missiles (ICBMs).

The Quick Reaction Surface-to-Air Missile (QRSAM), a system capable of engaging multiple targets at ranges of up to 30 km is under development. An Indigenous AD Fire Control Radar (ADFCR) ‘Atulya’ with its associated anti-aircraft guns for point air defence system at short and very short ranges. And, Indian Army is indigenizing an AD Tactical Control Radar (ADTCR) as a successor to existing Indian Doppler Radar (INDRA) and P19 radars.

Control & Reporting

The prime responsibility of the AD of the national air space lies with the Air Force. That does not mean that the Air Force can go it alone. The execution of its function depends on the type of threats being faced and in what way to respond. The main responsibility of the AD Command would now be to provide a structure to the command & control (C&C) of AD. The C&C of AD, ie, the AD Control and Reporting System (ADCRS) exists with all the three Services. If a weak ADCRS operates even the best weapon system will operate sub optimally.

The ADCRS system is responsible for:

•             Surveillance of air space.

•             Detection of aerial threat.

•             Cancelling out duplication of inputs from multiple radars.

•             Identification of aerial vehicles into friend or foe.

•             Prioritization of air threat.

•             Selection of most suitable weapon to take  on the threat.

•             Designation of target in auto mode.

•             Successive firing from guns to missiles in a seamless manner.

•             Maintain minute to minute control of the air defence battle.

The IAF has an integrated C&C that rides on the Air Force Net (AFNET). It has national level linkages from national command (source) down to the weapons. The Army has its own AD C&C – Akash. The Navy too has one of its own called Trigun. The latter two work perfectly but unilaterally and, hence, there are serious voids. A proper integration of these three C&C systems is required.

Responsibilities

The AD Command will have multiple responsibilities, viz:

•             To wipe out voids in the AD C&C and shape it properly.

•             Ensure inputs on air threats are available from the three Services and other national agencies on a 24×7 basis and maintain updated data on air threat.

•             Prioritise multiple AD assets to be deployed for the defence of vulnerable assets identified by the three Services and also national strategic assets. The AD Command will have to steer each Service’s perspective into a national perspective.

•             AD Command will allocate weapons to each Service according to the vulnerabilities it deals with so that it can manage it better.

•             Optimize training value through optimal use of training resources with each Service and give training a national identity

•             Collaborate and coordinate with civil aviation authorities and resources for better effect.

Comments

There is a falacy that there is a turf war among the three Services and an integrated AD Command would bring them together. This is far from true. The three Services are very clear about each other’s domain of operations.

In a nut shell, an AD Command will help in integrating the hardware of the three Services, bring in economy in their procurement, prioritise their employment to effectively neutralise aerial threats, use the operational core competencies of each Service to report threats, bring in commonality of procedures, optimise training, prevent fratricide and brig in efficiencies on the battlefield. It is expected that CDS under its ambit shall be able to ensure exploitation of these S-400 complexes as part of an Air Defence Command.

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The DAC is headed by the defence minister. The other members of the council are the minister of state for defence, the chief of defence staff, the three service chiefs, the defence secretary, secretary defence research and development, secretary defence production and director general, acquisition. Gen Bipin Rawat attended the DAC meeting for the first time as the Chief of Defence Staff (CDS).

P-75I submarines will scale up the navy’s undersea warfare capabilities and counter the rapid expansion of the China’s submarine fleet. The project will be pursued under the government’s ‘strategic partnership’ (SP) model, which seeks to provide fillip to the government’s Make in India programme.

The DAC short-listed the Indian strategic partners and potential original equipment manufacturers (OEMs) who would collaborate to construct six conventional submarines in India.

The Indian strategic partners cleared to collaborate with the foreign OEMs are Mazagon Dock Shipbuilders Limited (MDL) and Larsen &Toubro (L&T). The foreign yards they can team up with for the project are the French Naval Group, German conglomerate Thyssenkrupp Marine Systems, Russia’s Rubin Design Bureau, Spain’s Navantia and South Korea’s Daewoo Shipbuilding & Marine Engineering Company.

Hindustan Shipyard-Adani Bid Rejected

A joint venture between the Adani Group and state-owned Hindustan Shipyard Limited (HSL) was rejected by an empowered committee as it did not meet the eligibility criteria for being shortlisted as a strategic partner (SP). The Congress Party had alleged earlier that the Modi government was planning to overrule Navy decision to favour the Adani Group for the construction of the submarines, violating the defence procurement policy (DPP).

The two Indian entities were selected as strategic partners after an examination of financial records and manufacturing facilities by the Navy’s empowered committee. Both state-owned MDL and private sector giant L&T have considerable experience in shipbuilding. The empowered project committee was formed with the Navy’s Controller of Warship Production and Acquisition as the head of the panel including several other Joint Secretaries as its members.

It was the second project to be cleared under the SP model after the DAC, in August 2018, approved a project to build 111 naval utility helicopters in the country to replace the navy’s outdated fleet of French-designed Chetak choppers. The naval utility helicopter (NUH) project is worth Rs 21,738 crore.

Further Process

It will take years for the submarine project to materialise as the process is quite long-drawn out.

The ministry will take the project forward by issuing requests for proposals (RFPs) to the short-listed Indian strategic partners who will then respond with techno-commercial offers in collaboration with one of the short-listed OEMs. In exceptional cases, rules allow the Indian strategic partner to submit techno-commercial offers in collaboration with two OEMs.

The next steps would involve opening and evaluation of technical offers, trials, staff evaluation, opening of commercial offers of companies technically compliant with the RFP and finally, the selection of the strategic partner with the lowest bid.

P75I Submarines

The plan to build six new submarines as part of Project 75I(I for India) is a follow-on of the Project 75 Kalvari-class submarines. Under this project, the Indian Navy intends to acquire six diesel-electric submarines, which will also feature advanced air-independent propulsion systems to enable them to stay submerged for longer duration and substantially increase their operational range.

The Navy wants the submarines to be equipped with heavy-duty firepower as it wants the boats to have at least 12 Land Attack Cruise Missiles (LACM) along with Anti-Ship cruise missiles (ASCM). The Navy specified that the submarines should also be able to carry and launch 18 heavyweight torpedoes in the sea. Compared with the Scorpene, the firepower required in the next line of submarines is many times more than what is being put on the Scorpenes which have the heavyweight torpedoes and the Exocet surface to surface missiles as their main weapons.

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Inter-services issues and the reluctance of the three Services to let go of their respective turfs were some of the biggest hurdles in achieving greater jointmanship. The CDS will also be the permanent chairman of the Chiefs of Staff Committee (COSC). Until now, the COSC chairmanship was held in rotation by the senior-most service chief. It is no secret that Service chiefs have a tendency to be driven by the interests of their own Service. The creation of the CDS is therefore seen as a significant reform in higher defence management.

The Need

The existing model for cross-service cooperation was weak, with each Service working in its own silo. The efforts for jointmantship in the military were proceeding slowly, resulting in duplication of efforts, wastage of resources and delay in decision making. The appointment of a CDS will address the fragmented approach of the forces and bring about synergy at a time when the nature of warfare is evolving swiftly.

The Service Chiefs

The three chiefs will continue to report to the defence minister. They will not report to the COS, although it is widely accepted that he will be a first among equals. The CDS will be the principal military adviser to the defence minister on tri-services matters. The three military chiefs will continue to advise the minister exclusively on issues concerning their respective services. While the CDS will be in charge of tri-services organisations, their military command will be under the chief of the duly notified service. However, tri-services agencies and commands related to cyber, space and special operations will be under the command of the CDS.

Long Term Goals

The CDS’ first task will be to lead the integration of the different services, who have operated in silos, have got embroiled in inter-services disputes, and have been reluctant to let go of their own institutional interests. The CDS will have to build trust between the three Services and then use that to push for greater integration and jointness in training, capabilities, acquisitions, operations and planning. The nature of threats has changes with the newer technologies; so has the nature of warfare where distinctions between land, air and waters, and now cyber, are blurred. Ensuring India’s forces are prepared is now the CDS’ job, along with that of the respective Service chiefs.

The CDS will be responsible for establishment of theatre/joint commands. Theaterisation refers to placing under a Theatre Commander, specific units of the army, the navy, and the air force. There is stiff resistance from the IAF to theaterisation, or setting up of integrated commands where the assets of all three defence arms will come under the operational control of a three-star officer from any of the three services, depending on the function assigned to that command. In another important role, he will assign inter-services prioritisation to capital acquisition proposals based on the anticipated budget at a time when the military is facing a funding crisis,

The Challenges

The idea of creating the CDS’ post is that India should not have a fragmented approach. The entire military power must to work in unison. The three Services should move simultaneously at the same pace.

The second core challenge for the CDS is to become an effective link between the Services and the civilian bureaucracy, for the relationship has been mired in distrust. Being housed within the ministry will help. The Services are resentful that those who lack expertise and experience take all the decisions, while sitting in South Block, and ignore genuine concerns of the armed personnel. The bureaucrats see many demands of the Services and the leadership as unreasonable, and believe that political control of the armed forces will inevitably mean administrative oversight. The CDS will have to mediate these relationships and ensure that all sides remain committed to the big picture – of making India secure, while the forces continue to operate under the democratic framework of civilian control.

The charter of the CDS, if implemented properly, will prepare the 15-lakh strong armed forces for the wars of the future. The CDS is mandated to ensure the Army, Navy and IAF, which often pull in different directions, truly integrate to slash wasteful expenditure amidst the ongoing severe fund crunch for military modernization because of the ballooning pay and pension bills.

Over 70 countries like the US, UK, France and Germany, among others, have a CDS-like post for integration in military planning and operations. In the US, for instance, the chairman of joint chiefs of staff is the highest-ranking military officer and principal military advisor to President. But chiefs of the combatant theatre commands, who handle different parts of the globe, also report directly to the political leadership.

This is needed because India currently has 17 single-Service commands (Army 7, IAF 7 and Navy 3), while there are only two tri-Service commands in the shape of the Andaman & Nicobar Command and the Strategic Forces Command to handle nuclear weapons. Theatre commands, where all the assets and manpower of the Army, Navy and Air Force are placed under one operational commander, are cost-effective, save resources and prepare forces for integrated operations.

The most far-reaching and consequential job allocated to the CDS will be the restructuring of 17 single-service military commands, which currently operate independently, into tri-service commands that include all the army, navy and air force components needed for combat operations.

“[CDS will facilitate] restructuring of military commands for optimal utilisation of resources by bringing about jointness in operations, including through establishment of joint/theatre commands,” said the government release.

For now, the CDS will only command the new cyber and space commands. “Tri-service agencies/organisations/commands related to cyber and space will be under the command of the CDS,” said the notification.

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CDS: Roles & Responsibilities

•             Act as the principal military adviser to the Raksha Mantri (RM) on tri-Service matters (Army, Navy & IAF chiefs will continue to advise the RM on matters concerning their forces).

•             Head a new Department of Military Affairs (will include the armed forces) within MoD.

•             Will also be the permanent chairman of the chiefs of staff committee, but will not exercise any military command (three Service chiefs will continue to have full operational control of their forces).

•             Will function as the military advisor to the PM-led Nuclear Command Authority.

•             Will administer all tri-Service organizations, with direct command over space & cyberspace agencies.

•             Facilitate restructuring of military commands to bring jointness in operations, including establishment of theatre commands.

•             Provide integrated inputs to relevant authorities. Will be member of Defence Acquisitions Council &Defence Planning Committee.

•             Assign inter-Service prioritization to arms procurements based on the anticipated budget.

•             Bring about reforms in the functioning of three Services by augmenting combat capabilities & reducing wasteful expenditure.

•             Bring jointness in operations, logistics, transport, training, support services, communications, repairs, maintenance etc of the 3 Services within 3 years of the first CDS assuming office.

•             Evaluate plans for ‘Out of Area Contingencies’ as well as other contingencies such as humanitarian assistance & disaster relief.

•             Implement 5-Year Defence Capital Acquisition Plans, and 2-Year roll-on annual acquisition plans (AAP), as a follow-up of Integrated Capability Development Plan (ICDP).

•             Integrate and rationalize international cooperation plans.

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Govt Creates Department of Military Affairs

The appointment of Gen Bipin Rawat as the first chief of defence staff (CDS) was accompanied with the notification of the creation of the Department of Military Affairs (DMA) in the Ministry of Defence (MoD) with Gen Rawat as the secretary of the department.

A day after the announcement, prime minister Narendra Modi tweeted, “Creation of the Department of Military Affairs with requisite military expertise and institutionalisation of the post of CDS is a momentous and comprehensive reform that will help our country face the ever-changing challenges of modern warfare.”

The DMA, having a mix of military and civilians, will deal with the three Services and HQ-Integrated Defence Staff (IDS), Territorial Army, works relating to Services and procurements, except capital acquisitions. The DMA will promote inter-service jointness in planning, integrated requirements, restructuring of military commands and indigenous equipment.

President Ram Nath Kovind approved changes in the Government of India (Allocation of Business) Rules, 1961, and following this, the department was set up.

With the latest changes, the defence ministry will have five departments under it and these are the Department of Defence, the Department of Military Affairs, the Department of Defence Production, the Department Defence Research and Development, an order from the Department of Exservicemen said.

The Department of Military Affairs will have an integrated headquarters of the Defence Ministry comprising of the Army HQ, the Naval HQ, the Air HQ, the Defence Staff HQ and the Territorial Army.

The DMA will function parallel to the Department of Defence (DoD) headed by the defence secretary, and other departments. The CDS will be one secretary among equals of the other departments headed by bureaucrats. This downgrades the four-star rank in protocol, though the CDS will draw higher pay. Till now, Service Chiefs were ranked alongside the Cabinet Secretary, which was higher than the secretaries in the MoD, including the defence secretary.

The composition of the DMA has not been announced and will take time to form and function. It will, however, include the armed forces and an “appropriate mix of military and civilian officers at every level” in a bid to also bridge the festering civil-military divide.

The CDS will enjoy financial powers. This will be the first uniformed officer since 1950-when the armed forces were structured after Independence – to enjoy such powers.

The post Changes at the top : The Role of the CDS appeared first on IMR.

The appointment of the CDS, perhaps the most significant reform in top military management in India, pending for almost two decades after the Kargil Review Committee (KRC) recommended it, is a major reform in India’s higher defence management.

The Cabinet Committee on Security (CCS) also approved the report of a high-level committee, headed by National Security Advisor (NSA) Ajit Doval, which finalised responsibilities and the enabling framework for the CDS. Union information and broadcasting minister Prakash Javadekar said during the Cabinet briefing, “He will be drawing a salary equivalent to service chiefs, and will head the Department of Military Affairs to be created under the Ministry of Defence. He will function as its Secretary,”.

The Union Cabinet also approved the charter and duties of the CDS. He will be a 4-star general who will have all the powers like other secretaries, including financial.

The CDS will be first among equals among Service chiefs. However, in the list of protocol, the CDS will be higher than the service chiefs.

Questions Over Seniority

The CDS that has emerged from does not command, is not even in-chargeof the three Services – the army, navy and air force, “so as to be able to provide impartial advice to the political leadership.”

Appointing the CDS to a “secretary” post is being seen as a creative bypass to the contentious question of the CDS’s precedence and seniority. The three Service chiefs are currently senior to the defence secretary. Designating the CDS a “secretary”, on par with the defence secretary, amounts to a downgrade.

Main Tasks

The CDS will act as a single-point military adviser to the prime minister and defence minister on key defence and strategic issues.

The new post is aimed at revamping the functioning of the armed forces, including removal of “obsolete practices”, augmenting combat capabilities and rationalisation of facilities.

The main task of the CDS will be to ensure ‘jointmanship’ among the three Services. This will include powers to work on setting up few theatre commands as well as allocating military assets among the services to synergise their operations. At present, the three services coordinate their work under the framework of the Integrated Defence Staff (IDS), which will be subsumed into the new structure after appointment of the CDS.

Mandate for the CDS includes creation of theatre commands, which will be tri-services joint commands. The CDS has been given a tight three-year schedule to show results in creating jointness among the three Services in operations, training, logistics, maintenance, repair, communications and support services. At present, the three Services have their own separate streams for all such matters, thus increasing the cost of procurement and day-to-day expenses.

The government has tasked the CDS to ensure optimal utilisation of infrastructure. Evaluation of “out of area” plans, enhancing use of indigenous equipment and prioritising weapon and equipment procurement of each service as per available budget, will be done by the CDS.

The most crucial function of CDS will be to assign inter-services prioritisation to capital acquisition proposals of Army, Navy and Air Force based on the anticipated budget and will work to reduce wasteful expenditure. CDS will enable the armed forces to implement co-ordinateddefence doctrines and procedures and to foster cohesion among the three services.

The CDS will also be the permanent Chairman of Chiefs of Staff Committee, which has the three Service chiefs as its members. Until now, the chairmanship of the CoSC was held in rotation by the senior-most service chief for short periods and the arrangement was found to be unsatisfactory.

Andaman and Nicobar Command is the only tri-service theatre command of the Indian Armed Forces based at Port Blair. It is likely to continue to remain under the COSC. The tri-service agencies commands related to cyber and space will be under the CDS. In other tri-services units, the chief of the lead force will hold operational charge.

The CDS will act as the Principal Military Adviser to the Defence Minister on tri-services matters. The three Service chiefs will continue to advise the defence minister on matters exclusively concerning their respective forces.

The CDS will be barred from holding any government post after his retirement. And no private employment will be permitted for five years after demitting office.

CDS will implement five-year Defence Capital Acquisition Plan (DCAP), and two-year roll-on Annual Acquisition Plans (AAP), as a follow-up of the Integrated Capability Development Plan (ICDP). The CDS will be a member of the Defence Planning Committee chaired by the National Security Adviser (NSA).

Background

A high-level committee set up to examine the gaps in the country’s security system in the wake of the Kargil war in 1999 had called for appointment of a CDS as a single-point military adviser to the defence minister. A group of ministers (GoM) analysing required reforms in the national security system had also favoured appointing a CDS.

In 2012, the Naresh Chandra Task force had recommended creating the post of a permanent chairman of the COSC.

The appointment of a CDS was one of the most significant recommendations made by the K Subrahmanyam-led KRC that was constituted in the immediate aftermath of the 1999 KargilWar to examine lapses that allowed Pakistani soldiers to occupy strategic heights, the initial sluggish Indian response, and suggest measures to strengthen national security. The KRC report was tabled in Parliament in February 2000.

The KRC recommended the creation of a CDS as a means to provide single-point professional military advice to the political leadership and to also achieve synergy in the working of the three forces. The KRC was perhaps the most comprehensive look at the systemic failures that allowed the Pakistanis to occupy the strategic heights of Kargil.

A year later, in February 2001, a GoM, under then home minister LK Advani, submitted its report to then prime minister Atal Bihari Vajpayee. The GoM was set up in April 2000 to review the national security system against the backdrop of the KRC recommendations. It recommended that a CDS be appointed. But the Cabinet Committee on Security (CCS) decided that the appointment of a CDS be taken up later after holding talks with different political parties.

Successive governments failed to build political consensus on appointing a CDS for almost two decades. The complete overhaul of India’s intelligence set-up and the creation of a younger and fitter army were among the most significant changes made by the government on the basis of recommendations of the KRC.

Some steps have been taken to improve jointness among the three services during the last two decades such as the creation of the HQ of the Integrated Defence Staff (IDS) and the raising of India’s first tri-service command – the Andaman and Nicobar Command. Created 18 years ago, the IDS is a single-point organisation for jointmanship that integrates policy, doctrine, war-fighting and military purchases.

However, prime minister Narendra Modi, on 15 August 2019, announced the creation of the new post.

==

Gen Bipin Rawat,

PVSM, UYSM, AVSM, YSM, SM, VSM, ADC

Chief of Defence Staff

General Bipin Rawat assumed office of the Chief of Defence Staff (CDS) on 1 January 2020. As the CDS, General Rawat will be the Principal Military Advisor to the defence minister on all Tri-Services matters. He will also head Department of Military Affairs (DMA). The CDS will have a key role in ensuring optimum utilisation of allocated budget, usher in more synergy in procurement, training & operations of the Services through joint planning and integration. The CDS will facilitate indigenisation of weapons and equipment to the maximum extent possible while formulating the overall defence acquisition plan for the three Services.

On taking over, General Rawat vowed to work to create more synergy among the three Services.

Former Chief of of the Army Staff General Bipin Rawat, is an alumnus of National Defence Academy, Defence Services Staff College, Higher Command and National Defence College. He also attended the Command and General Staff Course at Fort Leavenworth in the United States.

During his distinguished career in the Army, General Rawat commanded an Infantry battalion along the Line of Actual Control in the Eastern Sector, a Rashtriya Rifles Sector, an Infantry Division in the Kashmir Valley and a Corps in the North East. General Rawat had also commanded a Multinational Brigade in the Democratic Republic of Congo as part of a United Nations peacekeeping force. As an Army Commander, he commanded a theatre of operations along the Western Front and was appointed the Vice Chief of the Army Staff before assuming office of Chief of the Army Staff.

During the span of over 41 years in the Army, General Rawat has been awarded several gallantry and distinguished service awards.

==

What are CDS’s Powers and Responsibilities?

In rank and salary, Gen Bipin Rawat will remain the equal of the army, navy and air force chiefs, with the government having notified the CDS in “the rank of a four-star general with salary and perquisites equivalent to a service chief.” He is not the commander of all three Services – army, navy and air force. However, hewill also be the ex officio “Permanent Chairman, Chiefs of Staff Committee” (PC-COSC) – a body that includes all three service chiefs.

The government has specifically stated: “CDS will not exercise any military command, including over the three service chiefs.”

In rank, precedence and salary, Gen Rawat – like the three service chiefs – will be senior to the defence secretary, since service chiefs are the seniority equivalent of the cabinet secretary. Traditionally, the defence secretary, who heads the department of defence (DoD), enjoys greater importance than the MoD’s other four secretaries – who head the department of defence procurement (DDP), defence research and development (Defence R&D), ex-servicemen’s welfare (DESW) and defence finance (DDF). In the Allocation of Business Rules, the defence secretary is responsible for the “defence of India”.

Though the defence secretary has shed many of his responsibilities to the DMA, he retains responsibility for the defence of India and for making “defence policy”. He also remains responsible for all capital procurements from the defence budget. It is likely that, while the CDS will be nominally senior to the defence secretary, the latter will remain more influential.

As CDS, Gen Rawat can improve tri-service coordination and economise by eliminating duplication of military resources and facilities. He can also improve the military’s operational readiness by prioritising procurement of more urgently needed equipment. However, he can only list and prioritise requirements; the capital budget will be handled by the defence secretary.

The government has formally given the CDS the task of “restructuring of military commands for optimal utilisation of resources by bringing about jointness in operations, including through establishment of joint/theatre commands.”This would greatly improve the operational posture of the three services and create a culture of integrated tri-service operations. However, there is deep institutional resistance to creating theatre commands, especially from the air force.

The CDS will not be a single point military advisor to the government. The CDS notification states he “will act as the principal military adviser to Raksha Mantri (RM) on all tri-services matters. The three chiefs will continue to advise RM on matters exclusively concerning their respective services.” This is against Services ethos. It defangs the CDS’s opinion.

As head of the new “Department of Military Affairs” (DMA) in the MoD, the CDS will oversee substantive matters relating to the three Services, including promotions, postings and foreign assignments. This will translate into enormous power.

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Operational Matters

Gen Naravane need not spend too much time on integration with the Air Force and Navy, seeking increase in budgetary allocations, joint doctrines, employment of strategic forces, space, cyber, information warfare and so on, except insofar as it concerns the Army alone. Luckily, Gen Bipin Rawat, having just side-stepped from the Army chief’s office into the CDS’s, is well aware of the Army’s requirements. The new Army chief will, of course, have to take forward the changes initiated by Gen Rawat, when it comes to Integrated Battle Groups, restructuring of the Army HQ, manpower, and so on.

Army Restructuring

The restructuring of the Army HQ in New Delhi, initiated by Gen Biopin Rawat, is in progress. It is the beginning of the first full-cadre review of the Army in over 30 years. Keeping in sight the emerging security matrix and the abiding challenge of sprucing up the force and equipping it with cutting-edge armoury and equipment on a budget, this is a part of changes that must be executed to achieve the objectives of a competitive force.

The restructuring of Army HQ to gear it up towards capability-based modernisation needs, would synergise and coalesce all revenue and capital spending under one organisation and effectively prioritise competing requirements with an operational focus to get better value for funds allocated by the government.

Under the restructuring approved now called Reorganisation of the Army Headquarters, two weapons and systems procurement branches will be merged and a new post of Deputy Chief of Army Staff created to coordinate with military intelligence, operations and logistics wings.

At present, there are an estimated 950 to 1,000 officers posted at the Army HQ. The officers who will be weaned off the HQ will be available to the formations and units. As many as 229 officers from the headquarters will be “optimised and relocated to units and formations of the filed armies”. Ninety per cent of these officers are from the ranks of Colonel and below.

Strategy & Operations. The new Deputy Chief of Army Staff (Strategy) will oversee strategy and operations, intelligence collation, conduct of operations and the movement of logistics. At present, the DG (Military Operations) and the DG (Military Intelligence) report to the Army Chief or Vice-Chief. The new DG (IW) will have the erstwhile ADGs (Public Information) and Information Warfare (IW) wings under him to counter social media propaganda and hybrid warfare.

Information Warfare. The Ministry of Defence (MoD) has also okayed the creation of a consolidated information warfare wing that will subsume two existing wings under the DGMI and the DGMO. The Information Warfare branch will be headed by the Lieutenant General rank officer and will come under another newly created appointment- Deputy Chief of Army Staff (Strategy).The new DG IW (Director General Information Warfare) will have under him the erstwhile ADGs PI (Public Information) and IW (Information Warfare) to meet needs of the future battlefield, hybrid warfare and social media reality.

The ADGPI branch deals with media projection and has a social media wing, which is likely to remain untouched. The existing Information Warfare branch operates under the Military Operations directorate. Separately, a cyber unit will also be placed under the DG IW.

Military Training. The third major reform is that the Army’s Training Command based in Shimla will now be sole adviser to the Army Chief on all training matters. The Military Training Directorate in Delhi is being merged into the Army Training Command (ARTRAC) in Shimla.

Capability & Sustenance. Also, the restructuring will merge the Master General Ordnance (MGO), who is currently under the Vice-Chief, and the DG (Weapons and Equipment) under a single vertical with the Deputy Chief of Army Staff (Planning and Strategy), which will be renamed Capability and Sustenance. Now all acquisitions of the Army will be handled by a new office under the Director-General (Capability Development). The revenue budget will be handled by DG (Sustenance).

Vigilance & Human Rights. New wings for vigilance and human rights issues will be set up under major-generals. The ADG (vigilance) wing will have officers drawn from the three services for an objective and impartial approach and will report directly to the army chief. The ADG (human rights) branch will have a police officer on deputation, he said. The ADG (human rights) will report to the director general of military operations.

Countering Pak-sponsored Terrorism

Gen Naravane inherits the threat posed by Pakistan-sponsored terrorism and its asymmetric warfare offensive against India, which began some 30 years ago in the Punjab in the 1980s. Since then Pakistan has shifted its proxy war to Jammu & Kashmir (J&K), although we have seen some sparks again in Punjab through its support to Khalistanis and the use of drones to drop arms, ammunition and equipment to the separatists there. Yet, it is an existential threat in Punjab.

In Jammu & Kashmir (J&K), the Abrogation of Article 370 on 5 August 2019, and the subsequent steps taken to prevent large scale disturbances have brought down violence in the state, but the reorganization has brought in its own internal and external challenges, which are yet to show up in full. The political initiative, which was long overdue and which the Army had always been asking for, has yet to run its full course – until the elections are held in the state, as promised by the central government.

Pakistan’s deep state – the Inter-Services Intelligence (ISI) and the military – is somewhat subdued at present, partly due to the pressure being asserted by the Unites States and the Financial Action Task Force (FATF) to force Pakistan to take action against declared terrorists, money laundering and to conform to international financial transaction standards. It has not helped Pakistan that its all-weather ally, China, has not done sufficiently enough to come to its help despite trying to raise the J&K issue in the United Nations Security Council (UNSC) and its chairmanship of the FATF. In fact, China has tried but Indian diplomacy has successfully thwarted all attempts by China to rake up the issue.

Troops levels are being reduced in J&K, casualty figures show a downward trend but cease fire violations on the Line of Control show an upward trend. The upper hand and the moral ascendency over Pakistan in the proxy war must be maintained. That would be Gen Naravane’s principal operational task.

One way which has been tried and tested in the last two years is to retaliate every time there is a serious breach by Pakistan and raise costs and consequences for it in all manner possible without crossing the threshold. That threshold is now being pushed further and further as the deep aerial strike of 26 February 2019 at Balakot, in response to the Pulwama attack that killed 45 CRPF soldiers, showed. It is no one’s guess that the surgical strike 1.0 carried out on 29 September  2016 after the Uri attack was not the last one that the country has seen. The time to remain defensive, confined to consequence management in our own territory, which was the norm for 30 years, has now passed. As a corollary, one must say that creating the military capacity for punitive action is a sine qua non if Pakistani terror is not to continue unabated.

Maoist Menace

The police and home ministry have been claiming great success in containing the Maoists and reducing their influence. The unfortunate fact, however, is that each year in Apr-May they launch an annual tactical counter-offensive and inflict heavy losses on the police and Central Police Organisations (CPOs) and loot weapons. Their strike power is intact and we have not been able to penetrate the dense jungles of Dantewada to destroy the armed Maoist groups in that sanctuary. The number of armed Maoist battalions has gone up from 3 to 21 in this forest redoubt. This is most dangerous and we cannot lull ourselves into complacency.

Conventional Capacity Building

Balakot was a great morale booster but it also pointed out glaring shortcomings in our national security architecture. We need to get our act together for urgently needed arms acquisition. The process is dangerously dysfunctional and mired in so much red tape that it is becoming impossible to execute major arms acquisition programmes in any reasonable time frame.

With the CDS in place with the express mandate to coordinate and prioritise acquisitions, there should be some improvement, but one cannot shy away from the fact that within the Army, too, refining and deciding upon requirements is a time-consuming process. There are external factors, which are beyond the COAS’ control, like the planning and budgeting process itself, complicated defence procurement procedure (DPP), multi-layered sanctions and approvals, repeated cancellation of tenders, long trial periods and so on. But even government-to-government deals and procurement under fast-track procedures have always overshot the laid down timelines.

The Indian Army is the 2nd largest armed force at 1.3 million behind the Chinese Army. In the Global Fire Power Index, which is arrived at by considering 55 indices, Indian Armed Forces rank 4th. India ranks a poor 25th in terms of Armoured Fighting Vehicles (AFV), which include Infantry Fighting Vehicles (IFV); and 26th in terms of Self-Propelled (SP) Artillery.

It would have been a different matter if India were an arms exporter but it ranks nowhere in the first ten. In fact, India was the world’s second-largest arms importer during 2014-18, accounting for 9.5% of the global total, according to the Stockholm International Peace Research Institute (SIPRI) which released its report released on 11 March 2019.

In terms of defence expenditure, China spends five times more than India, with its Defence Budget pegged at $250 bn (1,9% of GDP) for 2018, while India’s Defence Budget for 2018-19 was $51 bn (1.63% of GDP).

A large quantity of the Indian Army’s equipment is of foreign origin, notably Russian and much of it requires replacement or upgrade. Among them are T-72 tanks, T-90 tanks, BMP-2, Zsu-23-2, Zsu-23-4, Kvadrat air defence system, OSA-AK air defence system, Dragunov sniper rifles and so on.

Weapon Systems and Platforms

Mechanised Forces. The mechanised forces are equipped with Russian T-72 tanks, assembled in India, many of which have undergone upgrades but are nevertheless in need of replacement with a ‘Future Ready Combat Vehicle’ (FRCV) or future main battle tank (MBT) – ultimately 2400 to be precise. The Army will in time add 464 T-90MS standard tanks in due course after negotiating a licence to make them in India. That will bring the T-90 tanks to a fleet strength of 1000. The target is 1600.

All 1770 BMP-2 IFVs require to be replaced by modern IFVs. The search for a Future Infantry Combat Vehicle (FICV) started in 2010. The Expression of Interest (EoI) was issued for the third time in November 2017 after two failed attempts. When it does come, it might be a world-class tank but whether the Army will embrace it, cannot be certain.

Anti-Tank Guided Missiles. The Russian Konkurs and French Milan anti-tank guided missiles (ATGMs) are widely used and the Army has been waiting for many years for DRDO to finalise the development of the Nag ATGM. While the project is delayed, the government appears ready to approve the procurement of limited numbers of Israel Rafael’s Spike ATGM.

Ammunition. The CAG had pointed out in 2017 that “Out of a total of 152 types of ammunition, the stock of 121 types of ammunition (80%) was below the authorization level of 10 days intense fighting. And availability of 55 per cent types of ammunition was below the minimum inescapable requirement to be maintained for operational preparedness and 40 per cent types of ammunitions were critical level having stock of less than 10 days,” The situation has since improved after fast-track purchases, but it is still alarming. What has emerged is that the Ordnance Factories are unable to meet the requirements of the armed forces as indented from time to time.

Artillery. 10 K-9 Vajra 155mm tracked self-propelled (SP) guns, made under licence by L&T Defence in India, were inducted on 9 November 2018.The entire process of inducting 100 K9 Vajra at a cost of Rs 4,366 crore will be completed by November 2020.

The Ordnance Factory Board’s (OFB) 155mm/45 calibre Dhanush gun, developed from the designs transferred by Bofors in 1980 to OFB, as part of transfer of technology (ToT) of the FH-77 155mm Bofors howitzer has been successfully inducted into the Army on 8 April 2019. The OFB will make 114 guns.

The Advanced Towed Artillery Gun System (ATAGS), developed both by Bharat Forge and Tata Defence& Aerospace, separately, based on DRDO designs has also passed muster and is undergoing final user trials. The MoD had sanctioned the ATAGS project in September 2012. A prototype was part of the Republic Day parade in 2017.

The BAE System’s M777 155mm ultra-light howitzer (ULH) was also inducted into service in November 2018. 145 pieces will be supplied.

An improved longer range Pinaka rocket for the multi-barrel rocket launcher (MBRL) has been developed by DRDO. The Artillery also wants an indigenous Smerch-type long-range MBRL to be produced in India.

Air Defence. The Russian Igla-S has been selected as the very short-range air defence (VSHORAD) system weapon of choice through a contest between but the contract is yet to be finalised.

Bharat Electronics Ltd (BEL), Bharat Dynamics Ltd (BDL) and DRDO have completed trials of the quick reaction Surface-to-air missile (QRSAM).

Akash Weapon System (AWS) has been developed as a short-range surface-to-air missile (SRSAM) and two regiments have been inducted into service, while two more have been approved for purchase.

For the ground-based air defence weapons systems for area and point defence – the L70 gun and the ZSU-23-2 – the RFI was issued in January 2019 and the upgrade efforts also continue.

Infantry. The Future Infantry Soldier as a System (F-INSAS) has been abandoned as an integrated approach. Instead, various components of the system are being pursued separately for procurement.

A Rs 639 crore contract was signed on 10 April 2018 with SMPP Ltd, an Indian vendor for the procurement of 186,138 bullet proof jackets (BPJs). The first lot of BPJs was delivered in April 2019.

A limited quantity (72,000) of Sig Sauer 716 assault rifles and 93,000 Caracal 816 carbines are being procured through Fast Track Procedure (FTP). Meanwhile, an Ordnance Factory is being established at Rae Bareilly to produce the AK-203 assault rifle in large numbers to cater for the remainder required of the armed forces and the paramilitary as well as for export.

The Infantry also requires a lighter, more lethal shoulder fired anti-tank weapon, notably the Carl Gustav Mk IV, a Battlefield Surveillance Radar (BFSR) and an improved 81mm mortar.

Network-centric Operations. The Rs 50,000 crore Battlefield Management System (BMS) was envisaged by the Army to enable a faster decision process by commanders at all echelons, enable better decision due to reliable operational information provided in real time and have the ability to quickly close the sensor to shooter loop by integrating all surveillance means to facilitate engagement through an automated decision support and command and control system, exploiting technology for mission accomplishment in the Tactical Battle Area (TBA).

The project has been abandoned indefinitely due to costs involved. The Army chief reviewed the project in 2018 and decided to put it on the back-burner in favour of other projects.

Army Aviation. While the Army had asked for 39 AH-64E multi-role attack helicopters, the government has accepted to procure six for it for the time being in addition to the 22 Apaches on order for the IAF.

The Rudra ALH-WSI armed helicopter based on the Advanced Light Helicopter (ALH) is making steady progress, though the selection of anti-tank missiles it will carry is yet to be finalised. The production of the Light Combat Helicopter (LCH) has started. The Army wants 114 LCH.

Army Aviation is expected to replace its ageing Chetak and Cheetah helicopters with the Hindustan Aeronautics Ltd (HAL) Light Utility Helicopter (LUH).

The Army continues to use Israeli IAI Searcher II unmanned aerial vehicles (UAVs) and is looking to add to its fleet. Sadly, the Army is poorly equipped with such vital force-multipliers.

Combat Engineering. The Engineers are looking for lighter, redeployable, foldable and air-portable bridges. Similarly, they would like to have lighter, higher capacity assault trackway, quick repair materials for damaged runways and fuel-air explosive (FAE) solutions for destroying mines.

Infrastructure

Alongside modernisation of equipment, it si important for infrastructure – strategic roads, railway and bases – to be improved. The Chinese have built all-weather class-9 or 24 roads right up to all their posts in all sectors. They have excellent lateral roads. Their railway system and pipelines are being extended to major logistics bases. Deployment time of their formations has been cut down to enable them to launch an offensive for short duration wars while stocking is done for follow up echelons.

Overview

The fact remains that in the case of major systems, like artillery guns, main battle tanks, infantry combat vehicles, anti-tank weapons, air defence weapon systems, etc, we are far short of the ideal mix of obsolete-legacy-modern systems that should be in service at any time. Blaming the Defence Reasearch& Development Organisation (DRDO), public sector undertakings (PSUs) or Ordnance Factory Board (OFB) alone is not enough. The Army should push for change. The Army Design Bureau, now in a fledgling state, the almost defunct Army Technology Board, and other initiatives must evolve into effective organisations capable of driving research and innovation. The enhanced powers of the Army Commanders, vice chief of army staff and other down the chain must be utilised to support procurement from private industry so as to force DRDO, PSUs and OFB to compete. The Army must also resolutely fight for user involvement in development, favourable terms and conditions like penalties for cost and time overruns, shortcomings in quality and guaranteed serviceability and availability of equipment.

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