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4/20/09 3:20:57 PM

In This Issue T h e O N LY j o u r n a l i n A s i a d e d i c a t e d t o L a n d F o r c e s
Director General The pace of modernisation Real-time imagery is
Artillery Lt General of our infantry has been crucial to our national
K.R. Rao spoke to pathetic. Redtape, lack of security. The initiative
SP’s Land Forces on funds, lack of decisions, perforce will have to be
the modernisation lengthy procurement taken up by the MoD,
efforts of the artillery procedures, barriers MHA and Ministry of
and the conceptual of DRDO and at times Science and Technology
changes being conflicting in-service in conjunction with the
visualised by him in views are contributing military, RAW and IB.
the artillery doctrine. to this.
LT GENERAL (RETD) LT GENERAL (RETD)
2 4 11 P.C. KATOCH
SP’s TEAM P.C. KATOCH

E d i tor ial F ir s t E x c l u s i v e
Lately there has been
a fair amount of dis-
course in the media
and among the army
officers, serving and
retired, regarding the
somewhat unwarranted
media onslaught on
the senior hierarchy of
the army despite the
fact that it was the army itself which had
ordered the Sukna probe. Be that as it may,
now that the matter has been put into the
grinding judicial process it can be unequivo-
cally stated that while no one has gained,
the image of an excellent institution, the
Indian Army, has taken an undeserved beat-
ing. It is in this background that the new
Chief of the Army Staff, General V.K. Singh
has taken over this onerous responsibility.
He faces daunting tasks and challenges.
Foremost among them is the slow pace
of modernisation of the army. The budget
for the army is reducing every year in real
terms and meagre allotments of capital

Challenging
funds followed by surrenders at the end
of each year due to endemic delays in
procurement has a cascading effect which
is affecting the operational effectiveness
of the army. The saga of artillery guns, air
defence guns and missiles, and night fight-

Times Ahead
ing equipment are the cases in point.
The new Chief has an impeccable
professional record and it seems that
Photograph: PIB

the expectations of the military and the

public at large from him are enormous. He
has to therefore tread with care. He must
attempt what he can effectively tackle in
two years while simultaneously giving a
fillip to the long-term plans. Modernisation
The Chief must aim at making the army a powerful
of the force and restoring the image and
morale of the rank and file could be the
organisation in all respects; alleviating the concerns of
two key result areas (KRA). At higher
levels of command and leadership, dignity
all personnel of the army and veterans; and bringing the
and honour lies in sacrificing personal fun back into the army, keeping in mind the old adage
interests for the sake of the organization
which directly influences the subordinates. ‘a happy army is a powerful army’
Finally, there is the aspect of civil-military
relations which affects the second KRA.
In this regard, Kanti Bajpai in his recent LT GENERAL (RETD) VIJAY OBEROI
article on the subject states, “Military per-

A
sonnel, given their expertise, should staff ssumption of command by a
the Defence Ministry positions and posi-
new Army Chief is an important
tions in the National Security Council. The
appointment of a one-point advisor in the
event, both for the army and
person of a Chief of Defence Staff remains the nation. It is no different for
to be done.” It is high time that our politi- General V.K. Singh, the 24th Army Chief
cal leadership become more conscious of of independent India. The importance of
these vital issues. commanding the Indian Army is not just
because of its size, but more importantly
it is the only organisation that has full
faith in our polity, on account of its profes-
sional ethos and the alacrity with which it
responds to evolving situations.
Lt General (Retd) V.K. Kapoor
These perceptions, coupled with the
prevailing security environment, bring
with them overwhelming responsibilities.
All Army Chiefs have no doubt assumed
command with varying challenges and dis-
tinguished themselves during their tenures.
Some have done so with panache, while oth-
ers could at best be termed as also-ran.
Situation
The ground reality is not encouraging.
Nearly half the army is committed to fight-
ing various insurgencies and a proxy war.
The combat potential of the army is at an
all-time low of nearly 50 per cent and there
has hardly been any modernisation in recent
years. The budget for the army gets reduced
every year in real term; the government con-
tinues to keep the military out of the policy
formulation loop; the deteriorating civil-mili-
tary relations do not bode well for the safety
and security of the nation; there have been
several recent incidents that have tarnished
the image of the army and could have been
Continued on page 3

2/2010 SP’S LAND FORCES 1

 E x cl usive
Photographs: SP Guide Pubns
SP’s Land Forces (SP’s): What conceptual
changes are being visualised by you in the
artillery doctrine in context of the recently
formulated joint operational doctrine?
K.R. Rao: The joint doctrine formulated in
2006 contains the fundamental principles
by which we will employ our war fighting
capability to conduct successful joint opera-
tions in the future. This document serves as a
linkage between application of military forces
and other components of national power. In
keeping with the thought processes in the
doctrine, the artillery has to enable achieve-
ment of its goals. Conceptually, within
artillery, we now speak of degradation and
destruction rather than neutralisation
(which is a thing of the past). We have to
enhance battlefield transparency in depth
and ensure destruction and disruption of the
enemy at longer ranges. Artillery has to play
its part in projection of power in the new
security environment the nation is facing.
SP’s: We are procuring the 145 Ultra Light
Howitzer (M 777, 155mm Caliber 39) in a
government-to-government deal from the
US. How soon is this deal likely to materi-
alise? Does it involve transfer of technology
for local manufacture?
Rao: Procurement is under progress through
the Foreign Military Sale (FMS) route. The
equipment is shortly to be put through trials.
Once trials are completed, negotiations take
place and an agreement is arrived at between
the US government and Government of
India, the induction will commence. It is
visualised that it will take a minimum of one
year for this to happen. The deal does not
envisage transfer of technology at this stage.
SP’s: RFPs have been issued for the Towed
155mm, 52 Caliber Howitzer and the Self-
Propelled (Wheeled and Tracked) Howitzers.
When is this programme likely to fructify
and how long would the induction take?
Rao: Yes, RFPs have been issued for towed
and wheeled SP Gun. The RFP for Tr System
will be issued shortly. The trials for vari-
ous 155mm, 52 caliber weapon system are
to commence shortly. Induction will only
commence when trials are completed and a
suitable choice is made. This process will take
approximately two years.
SP’s: What are the other modernisation
plans in the offing and in the long run?
WWW.SPSLANDFORCES.NET
Rao: Based on the directives issued by the
Chief of the Army Staff, the modernisation
programme for Indian Artillery has been put
into motion. Modernisation is an all-round,
all-encompassing holistic process. It involves
improving surveillance and battlefield
transparency capability through aerial and
ground-based sensors. It involves develop-
ment of rockets and missile systems, besides
the guns which are under acquisition. It also
involves modernising command and control
systems. Some indicators in this direction are
2 SP’S LAND FORCE S 2/ 2 01 0
‘Modernisation
is progressing’
Director General Artillery
Lt General K.R. Rao spoke
to Editor-in-Chief Jayant
Baranwal and Lt General
(Retd) V. K. Kapoor, Editor, SP’s
Land Forces on the modernisation
efforts of the artillery
the recent acquisition of long-range surveil-
lance systems, induction of BrahMos Missile,
Smerch and Pinaka Rockets. In the long
run we are looking at extending our reach
as also improving accuracies through preci-
sion guided munitions. Modernisaton also
involves developing our HR potential which
is very much in focus. We can confidently
state that our modernisation programmes
are progressing satisfactorily and the desired
goals are being achieved.
SP’s: What changes do you propose in the
existing modernisation plans in order to
conform to the latest trends?
Rao: As outlined earlier, we are in the pro-
cess of acquiring latest technologies with
impeding inductions. Further, acquisition
plans for the three services have inbuilt
mechanisms by which adjustment neces-
sitated due to improvement in technology
are enabled. In every acquisition plan there
is a scope to add new schemes which can
cater for changes in technology. Thus, we
constantly make corrections and update
our acquisition processes to keep pace with
the newest technology. We have made
many mid-course corrections in the current
plan itself. For example, we have already
upgraded the quality of ammunition being
procured with an emphasis on maximising
effect at the target end with pinpoint accu-
racy to reduce collateral damage. Also, our
battlefield surveillance systems of the future
are coming in with the latest technologies.
SP’s: Is the artillery acquiring any preci-
sion guided munitions in addition to the
already available Krasnopol ammunition
for use in urban and other areas where the
likelihood of collateral damage is greater?
Rao: Precision guided munitions (PGMs)
is a family of ammunitions which requires
guidance to strike the precisely designated
target. Krasnopol belongs to the same family
of ammunitions which the Indian Artillery
possesses in its kitty. However, PGM is an old
technology and now the development has
gone to newer levels of SMART ammunition
in which the bomb/shell has the pin- point
coordinates of the target and a global posi-
tioning system (GPS)/Inertial Navigation
System (INS) in its nose. The bomb/shell hits
the target with pinpoint accuracy. We are in
the process of assessing this variety of ammu-
nition for procurement. This includes both
rocket and gun ammunition.
SP’s: The modernisation plan with respect
to battlefield surveillance and target acqui-
sition is progressing well. What are the
capabilities that we are trying to acquire?
Rao: The modern battlefield requires acqui-
sition of targets at longer ranges so that our
weapon systems can destroy them before
they inflict any damage on us. Towards
achieving this, we have taken great strides
with the introduction of state-of-the-art sur-
veillance equipment which have increased
battlefield transparency. The effort is now to
have a 24x7 multi-terrain capability with
enhanced coverage. In this connection, we
are in the process of acquiring UAVs with
SATCOM systems, BFSR with mobile masts
to enhance ranges, WLRs which can oper-
ate in all-terrain configurations. We are also
in the process of acquiring aerostats along
with other services.
SP’s: How are the SATA units of the Indian
Arty being modernised? Please elaborate on
the changes envisaged?
Rao: Our plans for upgradation of the
Surveillance and Target Acquisition (SATA)
Branch are progressing satisfactorily. SATA
units have been reorganised. They are now
tailor-made to suit the operational require-
ments of the formations in various terrain.
Battlefield surveillance is also being automat-
ed. Each SATA unit is being equipped with
role-specific sensors.
SP’s: As part of the Battle Management
System, is every artillery weapon plat-
form going to be a ‘situational aware-
ness platform’ ?
Rao: Battle Management System is being
coordinated under the aegis of Directorate
General of Information Systems. Each com-
ponent of the battle is being managed sepa-
rately but integrated at formation HQs levels
by provision of seamless data and voice
communication network. In this architec-
ture, each artillery weapon platform would
also become a distributor and a recipient of
the latest information and in that sense it
would be a “Situationally Aware Platform”.
The weapon platforms link to the observer
at the battlefront, is now added by an auto-
mated architecture. However, on a selective
basis, the Fire Control Centre (FCC) at the
Artillery Brigade Headquarters and above
would be the levels at which information by
both video and other digital means would
flow for analysis.
SP’s: UAVs, UCAVs and aerostats are recog-
nised as force-multipliers in the modern
battlefield and have become important
part of the weapons inventory of many
advanced armies of the world. What are
the plans regarding their induction and
employment and would it become an all
arms responsibility or will these be held by
the artillery only?
Rao: UAVs have already been introduced
into service and we have gained sufficient
experience in handling them. Serious
thought is also being given to weaponising
the existing UAVs, introduction of UCAVs
and aerostats in arty to augment the exist-
ing surveillance sensors. There is also a
parallel plan to synergise sensors and shoot-
ers. The feasibility of allocation of a different
class of UAV to arms other than artillery is
under consideration.
SP’s: Large number of weapon system with
complex technology are going to be induct-
ed in the artillery. What are the changes
being proposed in target methodologies to
meet this challenge?
Rao: With newer weapon systems being
introduced, there is a constant requirement
for us to review our training methodologies
and we have done so. We have incorporated
better training aids, better training material
and more equipment training for our officers,
JCOs and men. With every new equipment
purchased, we insist on getting the latest
training aids as part of the contract from the
vendor. There is also an obligatory clause by
which the vendor is required to train a select
core group of people on the equipment in his
facility. On a generic level, more reliance has
now been placed on simulators for training.
Simultaneously, better training aids in terms
of computer 3D models and graphics help
trainees understand the equipment better.
SP’s: The Defence Research and
Development Organisation (DRDO) and
Ordnance Factory Board (OFB) have
achieved considerable success in many
fields. Private industry has also chipped
in with indigenous production of multi-
barrel rocket launcher system. In what
manner would you like to involve these
organisations in modernising the Indian
Artillery indigenously?
Rao: The role and achievements of DRDO
and OFB are known to all. Recently, there
was an initiative to involve private industry
in enhancing our defence capabilities. As
mentioned by you, the success achieved in
development of the PINAKA system by L&T
and Tata is a case in point. We would like
to use this successful model for our future
development and procurement. We would
also like the private industry and DRDO to
get into JVs with established international
defence industries so that our defence capa-
bility gets an indigenous boost.
SP’s: Excalibur ammunition is used by the
M777 Ultra Light Howitzer. Are we acquir-
ing this ammunition also?
Rao: At present, there are no plans of acquir-
ing Excalibur precision munitions.
SP’s: Has ACCCS been operationalised in all
army formations or only in selected forma-
tions? What are the major advantages that
have accrued due to its induction?
Rao: The ACCCS Shakti equipment is
under induction into field formations in a
phased manner. At present, some forma-
tions have been equipped with these equip-
ment. With the operationalisation of the
ACCCS, the command & control of artillery
has become automated and faster. The
time required for working out the technical
data and passage of orders will be reduced.
ACCCS will ensure optimisation of resourc-
es and getting the biggest bang for the buck
in the shortest time-frame. SP
Challenging Times Ahead Continued from page 1
A Brief Profile of General V.K. Singh
General Vijay Singh has been seen in action in
the liberation War of Bangladesh in 1971 and
was awarded the Yudh Seva Medal in 1987
for his distinguished service during ‘Operation
Pawan’ against the LTTE in Sri Lanka. Singh
has sizeable operational experience in coun-
ter-insurgency operations, LC, LAC and in high
altitude warfare.
While in command of a counter-insurgency
force in Jammu & Kashmir, Singh was awarded
the Ati Vishisht Seva Medal for his distinguished
service as General Officer Commanding.
Singh also served in the Military Operations
Directorate at the Army Headquarters and
was Brigadier General Staff of a Corps dur-
ing ‘Operation Parakram’ when troops were
mobilised on the border in the wake of the
2001 terror attack on Parliament.
Singh commanded 2 Corps (Strike Corps)
in Western Sector, before taking over the
command of the Eastern Army in March
2008. He has been the Chief Instructor at
JLW (Commando Wing) at Belgaum and has
also served as an Instructor at the Indian
Military Training Team (IMTRAT) headquarters
in Bhutan.
The General was awarded the Param
Vishisht Seva Medal by the President of India
on the eve of Republic Day 2009 in recognition
of his exceptional and distinguished services.
Singh is a graduate of the Defence Services
Staff College, Wellington, besides that of the
US Army Rangers Course at Fort Benning, and
the US Army War College, Carlisle.
avoided; and the regional security environ-
ment is also a cause of concern.
There are other negatives points too.
The media tends to sensationalise events
relating to the army. The pressure built up
by human rights advocates and other do-
gooders to scrap or modify the Armed Forces
(Special Powers) Act continues. The status
of army personnel continues to be on a
downward spiral, adversely affecting morale.
Shortage of officers continues at high levels.
The resentment of veterans is palpable on
account of the attitude of the government to
their long-pending demand of one rank one
pension (OROP). Even war-disabled veterans,
now increasingly referred to as the ”living
dead,” are resentful of being neglected.
Essence of being the Chief
Before I offer some unsolicited advice, some
home truths have to be stated. The first is the
unmatched prestige of the position he holds.
He must, therefore, concentrate on the good
that he can do for this highly professional
organisation and not be distracted by both
the mundane and the motivated.
Exemplary leadership and reaching
out to his command, to ameliorate their
concerns, are of essence. He must not get
bogged down in matters of detail and thus
miss the woods for the trees. The Chief ’s
appointment is matchless in the affection it
generates from his vast command as well as
from the other two services, the entire vet-
eran fraternity and civil society.
Need for prioritisation
The army is a highly-pragmatic
organisation and carries out its tasks
methodically, with well-formulated
plans. It relies immensely on assign-
ing priorities, whether in operational
or administrative matters. It is obvi-
ous that all the negatives cannot
rectified by a Chief, especially when
tenures are comparatively short. A
priority list is therefore mandatory.
My priority list consists of the fol-
lowing issues:
• Modernisation of the army
• Transforming the army for future
challenges
• Cleaning up the Augean stables
• Restoring the balance of the civil-
military relations, which have pro-
gressively become skewed.
Modernisation
The real test of any army lies in its
potency and not in sheer numbers.
The numbers are important in some
situations, but it is technology that
wins the day when two conventional
forces fight a war. The Indian Army
needs extensive modernisation at
a fast pace. The reasons are well
known, but two major ones are
tight-fisted budgetary support, and
archaic and cumbersome procure-
ment procedures. Even the little that
the army gets as its modernisation
budget remains unspent on account
of procedural blocks by the bureau-
cracy and is unspent every year.
Lack of modernisation has
resulted in a continuous drop in the
combat potential of the army and
steady loss of ground to our poten-
tial adversaries. The Chief now
needs to step in and push for mod-
ernisation. Bureaucracy may have
to be bypassed and the political
leadership urged to understand the
importance of rapid modernisation.
Transformation
Although the army has been tinker-
ing with its structures periodically,
no major transformation has taken
place. It has remained static, both
structurally and in doctrinal terms,
ignoring the changing face of war
and the advent of non-state actors
even in state-to-state conflicts. For
plains and desert sectors, we contin-
ue to field huge and ponderous corps-
size formations and plan to employ
our mechanised formations in clas-
sical tank battles, notwithstanding
our past experiences and the changes
in terrain. In the mountains, we are
content to be in a largely defensive
mode, with little mobility. Of the two
decisive entities for future conflicts,
we still have no special forces and
have only para-commandos. Army
aviation continues to stagnate.
Transformation requires vision,
sufficient resources, and moving
away from the status quo mentality.
Transformation includes optimisation
of doctrine and concepts, restructur-
Continued on page 6
2/2010 SP’S LAND FORCES 3
 Te c hnolog y
SECOND OF A SERIES OF SIX ARTICLES ON BATTLEFIELD MANAGEMENT SYSTEM
Facing the Brunt
The pace of modernisation of our infantry has been
pathetic. Red tape, lack of funds, lack of decisions,
lengthy procurement procedures, barriers of
DRDO and at times conflicting in-service views are
contributing to this. Lack of proper equipping and
modernisation implies not only depleted combat
efficiency, but also avoidable casualties to our soldiers.
There is an urgent need for speedy and ‘packaged
equipping’ of the infantry.
LT GENERAL (RETD) P.C. KATOCH
I
nfantry has traditionally been the
Queen of Battle. While the impor-
tance of the man behind the machine
or weapon requires no debating,
conflict situations like terrorism, asym-
metric and fourth generation wars, as
prevailing in Iraq and Afghanistan, have
heightened their importance even more.
At the same time, rapid advances in infor-
mation technology are revolutionising
methods of fighting. Situational aware-
ness, information dominance, jointness,
net-centricity, standoff precision weapons
are the buzzwords, requiring a transformed
infantryman capable of dealing with hi-
technology war that will be short and
intense besides contending with fleeting
opportunities provided by terrorists/non-
state actors/state sponsored non-state
actors, who are becoming more and more
sophisticated. Today’s infantryman has
to be a man-machine-technology mix, a
weapon platform with adequate firepower,
self-protection, night fighting capability
and mobility. He should have the ability to
“see” the enemy or adversary much before
he himself gets spotted and be networked
to the required level, enabling him to effec-
tively respond to any situation in real/near
real time.
The pace of modernisation of our infan-
try has actually been pathetic. Red tape,
lack of funds, lack of decisions, lengthy pro-
curement procedures, barriers of Defence
Research & Development Organisation
(DRDO) and at times conflicting in-service
views are all contributing to this. Lack
of proper equipping and modernisation
implies not only depleted combat efficiency
but also avoidable casualties to our soldiers.
There is an urgent need for speedy and
“packaged equipping” of the infantry, not-
withstanding the media blitz concerning
the Futuristic Infantry Soldier As a System
(F-INSAS) and Battlefield Management
System (BMS) which still are a couple of
years away and appear to be getting unduly
delayed further.
Battlefield Management
System
WWW.SPSLANDFORCES.NET
The success in future military opera-
tions will require a telescoped decision-
action cycle and the ability to conduct
operations simultaneously within an all
arms group. This is very pertinent at the
“Cutting Edge”; in the 400 odd Infantry
and Rashtriya Rifles (RR) battalions of the
Indian Army (IA), not counting the Assam
Rifles (AR) and Infantry Territorial Army
(TA) battalions deployed in counter insur-
gency (CI), low intensity conflict (LIC),
4 SP’S LAND FORCE S 2/ 2 01 0
anti-terrorism (both rural and urban),
internal security (IS), disaster manage-
ment and in contending with new forms
of unconventional warfare besides regular
deployment in varied terrain along our
borders and in UN missions.
At present, the IA lacks an integrated
system at the cutting edge; an integration
tool supporting individual soldier to bat-
talion group/combat group Commander
in the Tactical Battle Area (TBA) that can
provide in near real time an appropriate,
common and comprehensive tactical pic-
ture by integrating inputs from all elements.
Situational awareness is ad-hoc and so is
the common operating picture (COP). To
bridge this gap, the IA has planned field-
ing of the BMS at Battalion Group/Combat
Group level and below as part of capability
building. This would enable a faster decision
process by commanders at all echelons, bet-
ter the decision due to reliable operational
information provided in real time and ability
to quickly close the sensor to shooter loop.
The BMS is to be integrated with other com-
ponents of the Tactical Command, Control,
Communications and Information (Tac C3I)
System through the Command Information
and Decision Support System (CIDSS) .
Through the BMS, the IA wants to pro-
vide a command and control system span-
ning the TBA spreading across individuals,
detachments, combat platforms, sensors, sub
units, units to the Battalion Commander/
Regiment Commander; achieve faster reac-
tion capability and flexibility in command
and control by providing information auto-
matically in the right place at the right time,
thereby compressing the OODA loop; provide
a strong foundation for making decisions
based on near real time, consistent and well
structured information, thereby enhancing
the information handling capability of com-
manders at all levels; strengthening informa-
tion exchange by having a strong messaging
and replication mechanism; improving and
modernising presentation of information in
near real time; integrating with other com-
mand and control system.
The BMS is to be a highly mobile inte-
grated system with a high data rate, com-
prising a Tactical Hand Held Computer with
individual soldiers and Tactical Computers
at Battle Group Headquarters and combat
vehicles employing application and database
servers connected on a data enabled com-
munication network, enabling a COP by
integrating inputs from all relevant sources
within a battle group by integrated use of
GIS and GPS. The communications are to
optimally utilise the bandwidth available
for military communications, not interfere
Future Soldier programme of the US Army Natick Soldier Centre
with the legacy communication equipment,
retrofitted into combat platforms and scal-
able to ensure its availability to all elements
ranging from man-portable to fit in combat
vehicles. The technology being sought is
mostly available in the world market and
the indigenous industry has the competence
to meet system requirements. However,
the project would involve customisation,
integration and testing (laboratory and field
conditions), validation, fielding and eventual
equipping. In Phase 1, integration of the
system, establishment of the test bed lab and
field trials at test bed location (one combat
group and three infantry battalion groups)
originally planned by 2012 is delayed by
more than nine months due to indecision
on delimitation between the BMS and the
F-INSAS. This self-inflicted delay will have
cascading effect on subsequent phases of the
BMS project; Phase II under which equip-
ping was to be undertaken by 2017 and
Phase III comprising change management
and upgradation of the system originally
planned for completion by 2022.
Infantry Modernisation
It was very evident to the IA deployed as
part of the Indian Peace Keeping Force
(IPKF) in Sri Lanka that the Sri Lankan
infantry soldier was far better equipped
in comparison to its Indian counterpart
in every aspect from head to toe, be it the
helmet, combat dress, web equipment, belt,
boots, raincoat/poncho, personnel weapon,
quality of maps, etc. Had the LTTE not been
fighting with the AK-47/ AK-56, perhaps
our infantry would have even continued
with the 7.62 mm SLR. The situation has
improved somewhat since then but only
slightly. Modification 4B to the war estab-
lishment (WE) of a Standard Infantry
Battalion was approved in 1998, but is yet
to be implemented in all infantry battalions.
This programme is to give more firepower
and night capability to the Infantry includ-
ing improved anti-tank guided missiles
(ATGMs) with night capability, battlefield
surveillance radars (BFSRs), hand held
thermal imaging (HHTIs) devices, individu-
al night sights, disposable rocket launchers,
anti-material rifles (AMRs), under-barrel
grenade launchers (UBGLs), sniper rifles,
etc. The procurements under Modification
Photograph: www.natick.army.mil
4B had to be shared with the RR battalions
that needed the same urgently because of
their permanent deployments in J&K but
were not authorised such equipment and
weapons till end 2009; a typical example of
extreme bureaucratic intransigence. There
have been improvements in the Mechanised
Infantry. The BMP-2 ICV and the 81 mm
Carrier Mortar Tracked Vehicle (CMTV) are
getting fielded but complete equipping of all
Mechanised Infantry units will take many
years.
The F-INSAS programme, which is to
ensure a dramatic increase in lethality, sur-
vivability and mobility while making the
infantry soldier “a self-contained fighting
machine”, is based on the Land Warrior
system of the US Army and Future Soldier
programmes of other nations. This is to
be developed in three phases: Phase 1 (by
2012) comprising weapons, body armour,
clothing and individual equipment, Phase
II comprising the target acquisition system
and Phase III comprising the computer
sub system, radio sub system, software
and software integration. F-INSAS will
provide the infantryman with latest weap-
onry, communication network and instant
access to information on the battlefield. It
will include a fully networked all-terrain,
all-weather personal-equipment platform,
enhanced firepower and mobility for the
digitalised battlefield of the future. The
infantryman will be equipped with mis-
sion-oriented equipment integrated with
his buddy soldier team, the sub-unit, as
also the overall command, control, com-
munications computers, information and
Intelligence (C4I2) system. Complete field-
ing in all infantry and RR units is likely to
be completed by 2020 or so.
BMS-FINSAS Impasse
The BMS and F-INSAS programmes are
to be developed concurrently; BMS under
information systems and F-INSAS under
the infantry. BMS was conceived at bat-
talion/regiment level pan army (includ-
ing for the infantry) and comprises of
communication, non-communication
hardware and software. The lowest level
to which the system will be connected
is the individual soldier / weapon plat-
form and highest level with Battalion/
Continued on page 13
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 CHALLENGING TIMES AHEAD Continued from page 3

ing of the field force, efficient management of
sub-conventional conflicts, upgrading human
resources, streamlining logistics and modernis-
ing the training methodology of the army. For
obtaining resources, the army has to convince
the political leadership, as well as the people, of
the legitimacy of its needs. Defence allocations
needs to be increased. Our slow decision making
system and processes also needs to change.
Internal Issues
Let me now shift from policy issues to in-house
issues of the army. My first suggestion is to shift
to the ”directive style of command” from the
prevailing “detailed orders command,” which
curbs the initiative and loads successive leader-
ship levels with too much work and unnecessary
responsibility. This will entail radical reforms of
our training systems and regimental upbringing,
as also reduced stress on minor issues of detail.
For success, the army will have to shed its antipa-
thy to change, hesitancy to take risks, status quo
mentality, and doubts about the ability of their
subordinates to execute the assigned tasks.
Senior officers are custodians of our value
systems. All ranks look up to them for setting
an example. Lately, there have been too many
cases of misdemeanours by senior officers.
Urgent actions need to be taken to ensure that
these do not reoccur. The army does have strin-
gent norms for promotions and only the best
get through successfully. However, to weed out
the few whose motivational levels may have
changed, there needs to be greater emphasis on
character qualities in standards of selection for
higher leadership. Qualities such as integrity,
moral strength, intellectual ability and honesty,
self-discipline, and social as well as domestic
probity or rectitude needs to be looked at in
detail along with professional competence.
Civil-Military Relations
In democracies the world over, the political lead-
ership makes national policy and the national
security strategy. This is done with the active par-
ticipation of civil and military officials. However,
in our country, the military has been deliberately
kept out of the policy formulation loop and
even after over six decades of loyal, patriotic
and dedicated service to the nation, in both war
and peace, it is obvious that it is still not trusted.
Nothing else explains the reasons for its exclu-
sion from policy formulations, but the inability
to evolve a viable and comprehensive structure
for higher defence, the pending appointment of
a CDS, accepted nearly a decade back, and the
non-integration of the Ministry of Defence.
Soon after Independence, the hierarchy of
the army had deliberately decided that it would
be scrupulously apolitical. It has remained
so all these years, despite democracies falling
like nine pins all around us. The army has not
only upheld democracy, it has also contributed
greatly to the stability of the nation and its
democratic norms. It has fought the enemies of
the nation loyally, and won for itself the affec-
tion of all countrymen. It is thus difficult to
understand why it is not trusted by our leaders.
A related issue is that our political leaders
either do not understand the true meaning of
“civil control” or find it easier not to understand
it. Civil control implies the supremacy of the polit-
ical leadership over the military. It has nothing to
do with the civil bureaucracy as both military and
civil officials are equally under civil control. The
political leadership must deal with the military
directly, just as they do with the bureaucracy and
not through the latter, which is the case now. The
Army Chief with the support of the other Chiefs
must endeavour to convince the political leader-
ship to bury this shibboleth for good.
Conclusion
While there is both affection and pride for the
new Army Chief, there are also great expecta-
tions from him by both the army and the nation.
He will undoubtedly deliver, but he will also
need all our support over the next two years.
The Chief must command with three aims—
making the army a powerful organisation in all
respects; alleviating the concerns of all personnel
of the army and the veterans, and bringing the
fun back into the army, keeping in mind the old
adage “a happy army is a powerful army.” SP
The writer is a former Vice Chief of the Indian Army.
‘Army must heal itself’
India’s new Army Chief General Vijay Kumar
Singh is straight off the blocks with a call to his
1.13-million-strong force to restore its “internal
health”. In first exclusive with SP’s Consulting
Editor Vishal Thapar, General Singh indicated a
key redline—the army’s unwillingness to
function in disturbed areas without the
Armed Forces Special Powers Act.
SP Guide Publications (SP’s): Congratulations on
taking over command of the world’s second largest
Army. You have indicated that your first priority
is to attend to the internal health of the Army. What has gone wrong, and
what needs to be mended?
Chief of Army Staff (COAS): Nothing has gone wrong. All that I want to do is
boost our core values. We have our own procedures. We have our own traditions. I
want to strengthen them. That’s what constitutes the internal health of the Army.
This will ensure that we provide the required dignity to the soldiers and we can
improve our own image.
SP’s: We have been told for quite some time now that the situation in Jammu
and Kashmir and the Northeast is militarily stable. This has invigorated the
political and public demand in these areas for a re-look at the Armed Forces
(Special Powers) Act. Is the Army ready for a re-look?
COAS: The Armed Forces (Special Powers) Act has been created to provide certain
legal safeguards to people who are operating in these areas. The day you do not
want the Army to be operating out there, it can be taken out. But till that time, we
are operating, we feel, and that’s been our stand, that we need those safeguards.
SP’s: The Delhi High Court has recently ordered permanent commission for
women officers in the armed forces. Is the Army ready for this, or will it have to
wait till cultural and organisational changes are brought about to enable it?
COAS: Induction of women has been a very gradual process. There are lots of
things that have to be taken into consideration whereever women are inducted. In
the same breath, I would like to say that whatever our women officers have done,
they have done a very good job so far. This case is under detailed examination.
SP’s: Does this mean that it’s going to take some time?
COAS: Overall, the process does take time because lots of things have to be
taken into consideration. It is not as if you press the switch and say, tomorrow, I
want A, B & C. It is a long process because it also has to take into account what
the A.V. Singh Committee said. SP
An exhaustive interview with COAS will
follow in the successive editions of SP’s Land Forces

www.spslandforces.net
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The Chief must aim at making the army a powerful organisation in all
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Follow us on Twitter respects; alleviating the concerns of all personnel of the army and veterans;
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and bringing the fun back into the army, keeping in mind the old adage ‘a
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 A n al ysis
Ifs and BUTS
Considering the challenges confronting India,
the defence budget seems too modest to
ensure either modernisation or indulge in the
long-term capability building exercise
LT GENERAL (RETD) V.K. KAPOOR
Trends in Defence Budget
T
he security threats and challenges
facing India have increased enor-
mously. While the old adversarial
threats due to unresolved borders
remain, new threats and challenges have
also added to the old inventory. Terrorism
in all its varieties and forms is a palpable
threat as India also faces insurgencies
generated both externally and internally.
Likewise, proxy war in Jammu & Kashmir
fostered and supported in all respects by
Pakistan, continues unabated.
It is a well-known fact that building mili-
tary capability is a long-term exercise which
depends not only on the level of expenditure,
but on a holistic plan which presents stage-
wise milestones of capability development.
Thus, defence expenditure is linked to long
term planned expenditure, based on the
emerging challenges and threats, trends in
warfare, induction of new technologies and
new methods of warfighting, depending on
the nature of future conflicts. Hence, military
expenditure for capability building is associ-
ated with a wide range of issues. The other
factors which impinge on building a military
capability include the voids in the inventory
of equipment and munitions of each service,
the revenue to capital ratios, indigenous
research and development and manufactur-
ing capabilities, import content, the technol-
ogy and performance of acquired weapon
systems, their lifetime support, interoperabil-
ity with other systems in use within the three
services, and the efficiency of the equipment
in local geographical environment, etc.
Considering the challenges confronting
India, the defence budget announced by
the Finance Minister in the Parliament on
February 26, 2010, seems too modest to
ensure either modernisation or indulge in the
long-term capability building exercise. The
defence budget over the last three decades
has varied between 2-3 per cent of the GDP,
which corresponds to 13-17 per cent of the
central government expenditure. The annual
increase has varied from as low as 3 per cent
to a high of 34 per cent as witnessed last
year. This time, it has been pegged at 2.12
per cent of the GDP. Historically, the resource
allocation strategy of the government has
appeared to be incrementally driven by the
need to replace the obsolescent equipment
and hardware of each service. Last time, an
additional factor was introduced namely the
substantial increase in the revenue expendi-
ture due to the enhanced pay and allowanc-
es for all central government employees in
accordance with the Sixth Pay Commission
report. As far as building a military capability
is concerned, despite all the rhetoric of the
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need for capability based defence budgeting
to ensure a secure future, in practice we are
still employing the same old methods with an
element of superficial sophistication brought
in by the integrated defence staff.
Budget Details and its Impact
Last year, the defence budget stood at 2.35
per cent of the GDP, an increase by 34.19 per
cent over the previous year’s budget estimate
(BE) of Rs 1, 05,600 crore. However, at the
revised estimate (RE) stage of 2008-09, the
8 SP’S LAND FORCE S 2/ 2 01 0
budget stood at Rs 1,14,600 crore, scaled
upward by Rs 9,000 crore (8.52 per cent).
Compared to the RE figure, the increase in
the budget was 23.65 per cent. For the year
2010-11, defence has been allocated Rs 1,
47,344 crore, a marginal increase of 3.98
per cent over the BE of 2009-2010 and 8.13
per cent from the RE. The outlay for Defence
comprises of Rs 87,344 for revenue expendi-
ture and Rs 60,000 crore for capital expendi-
ture as declared by the Defence Minister. The
details of comparison at the BE stage, are as
explained below:
Capital Budget
The Capital budget has been increased by Rs
12,176 crore over the RE figure of Rs 47,824
crore allotted in 2009-2010 which in per-
centage terms works out to 25.4 per cent, as
Rs 7,000 crore was returned from the origi-
nal allotment of Rs 54,824 crore. Had the
entire amount been allocated/ spent then the
current increase amounts to only Rs 5,176
crore which is a meagre 9.44 per cent over
the BE allocation of 2009-2010. The rev-
enue allocation has increased only by 0.5 per
cent. Thus with the return/non-allocation of
Rs 7,000 at the RE stage, the statement by
the Finance Minister, “Needless to say, any
additional requirement for the security of the
nation will be provided for” seems meaning-
less. Merely allocating the budgetary resourc-
es will not make any difference so long as
we continue with our archaic bureaucratic
procedures which are neither transparent
nor efficient. Given the size of Indian Armed
Forces, no country in the world can provide
India’s requirements at a short notice, while
our indigenous production agencies and
our Defence Research and Development
Organisation (DRDO) cannot cater to our
needs currently, despite their rhetorical skills.
At the time when the IAF does not have
adequate number of fighter aircraft, the IN
does not have a credible carrier borne task
force or an effective submarine force, and
the IA does not even have adequate artillery,
assurances of this nature are merely concilia-
tory noises. No one seems to be impressed by
India’s claims of being a rising military power
anymore and hence Indian adversaries are
getting bolder by the day. Asymmetric wars
waged against the nation are a result of lack
of suitable military deterrence against such
wars. We neither have the hardware nor the
software, or indeed the political will to deter.
Availability of Capital Budget
If we assume that nearly 80 per cent of the
capital budget is meant for capital acquisi-
tions, with 60 per cent of committed liabili-
ties and 40 per cent for new schemes, then
the main sub-divisions of the capital budget
could be as under:
• Total capital budget : Rs 60,000 crore
• Capital acquisition : Rs 48,000 crore
• Committed liabilities : Rs 28,800 crore
• New schemes : Rs 19,200 crore
In view of the above, while the money
may not be enough, the expenditure of even
this meager amount may be difficult unless
we radically improve our methodology
and hold our officials and political leaders
responsible for lapse of funds. The senior
functionaries must be held accountable by
the Parliamentary Committees.
Revenue Budget
As far as the revenue budget is concerned,
like in the past, the 1.1 million-strong Indian
Army has been granted the maximum share
at Rs 57,326 crore which includes pay and
allowance of civilians paid by the defence
services estimates, ex-serviceman’s health
scheme, Rashtriya Rifles, NCC, and other
expenditure. This figure is lower by Rs 1,322
crore from the Rs 58,648 crore originally
allocated for 2009-10, Rs 740 crore of which
was returned. The Indian Navy has been
allocated Rs 9,329.67 crore, Rs1,007 crore
more than the Rs 8,322 crore that was allo-
cated for the previous fiscal which was later
raised to Rs 9,312.90 crore at the RE stage.
In real terms, the increase in amount was
just Rs 17 crore. In the case of the Indian Air
Force, its allocation of Rs 15,210.73 crore is
Rs 992 crore higher than the Rs14,318.83
crore allocated for the previous fiscal, which
was later raised to Rs 14,681 crore at the RE
stage. The ordnance factories have been allo-
cated only Rs 24,619 crore which is because
at the RE stage they were given Rs 2,187.32
crore against a planned allotment of only Rs
8,32.94 crore at the beginning of the fiscal
year 2009-2010. The Defence Research and
Development Organisation (DRDO) has got
a hike of Rs 881 crore to Rs 5,230.42 crore
from its revised allocation (RE) of Rs 4,349
crore in the previous fiscal. Compared to the
Budget allocation of Rs 4757.67 crore, the
increase is Rs 472.75 crore, 9.9 per cent over
the previous fiscal.
Modernisation Plans of the
Armed Forces
Modernisation of the armed forces is not
keeping pace with the changing security
environment of India’s immediate and stra-
tegic neighbourhood. New challenges have
already emerged while the old threats from
traditional adversaries remain. Hence, India
needs to prepare itself for the full spectrum of
warfare ranging from low intensity conflict
involving counter-insurgency and counter-
terrorist operations to conventional conflicts
under the nuclear shadow. The dilemma is
regarding the extent of emphasis that should
be laid to acquiring each type of capability.
• Defence budget (BE Stage)
• Growth of defence budget (%)
• Revenue expenditure (Rs in crores)
• Share of revenue expenditure (%)
• Growth of Revenue expenditure (%)
• Capital expenditure (Rs in crores)
• Share of capital expenditure (%)
• Growth of capital expenditure (%)
Note: All figures are in rupees.
Defence budget (Comparision)
147,344
141,703
(in Rs Crore)
150000
105,600
120000
90000
60000
30000
0
Total (At BE stage)
Notwithstanding, the requirements of the
services are vast and wide ranging. Some of
the requirements of the three services are
given in the succeeding paragraphs.
The Indian Army needs to acquire field
guns of 155mm calibre for its fighting for-
mations in the plains, deserts and in the
mountains. India has floated a global tender
for the purchase of 400, 155mm towed
artillery guns for the army, to be followed by
indigenous manufacture of another 1,100
howitzers, in a project worth Rs 8,000 crore.
At least 145 pieces of ultra-light 155mm
towed, 39 calibre Howitzers (M777) are
being procured from the US through the
Foreign Military Sales (FMS) route for about
Rs 3,000 crore ($650 million) for use by
the Indian Army’s mountain formations.
India has also decided to acquire another
347, T-90S tanks from Russia and assemble
them within the country. Another area of
inadequacy is the air defence (AD) of field for-
mations. Nearly, all equipment in the army’s
air defence inventory needs replacement.
Most of the equipment is 30-40 years old.
Simultaneously, there is a need for equipping
our infantry and Special Forces with new
assault rifles, carbines and modern surveil-
lance devices and software driven (SDR)
communications equipment. Tactical com-
munications need to be upgraded for field
formations as that will form the backbone
structure for the C4ISR system when it is
established. Hence, there is no dearth of proj-
ects in the army which needs to be funded.
Cruise and ballistic missile capability also
needs enhancement all of which will require
additional funding.
The IAF is in dire need of multi-role combat
aircraft to fill the vacuum that already exists.
They have been reduced to the strength of
about 30 squadrons from its earlier strength
of 39 and half squadrons. IAF is also in the
urgent need of radars to cover the gaps exist-
ing in our western and northern borders
and air defence missiles. They also require
replacing the surface- to-air-missiles to pro-
vide satisfactory air defence in vulnerable
areas and vulnerable points. The percentage
of precision munitions is also inadequate for
anticipated conflicts in the future.
The Indian Navy requires long range air
defence and anti-missile defence (AMD)
capability; long range anti-surface warfare
2008-09 2009-10 2010-11
1,05,600 1,41,703 1,47,344
10.00 34.19 3.98
57,593 86,879 87,344
54.54 61.31 59.23
6.50 50.85 0.5
48,007 54,824 60,000
45.46 38.69 40.77
14.51 14.20 9.44
2008-2009
2009-2010
2010-2011
87,344
86,879
60,000
57,593
54,824
48,007
Revenue Expenditure Capital Expenditure
Continued on page 12
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 P r o cur ement
Low Bid Compromise
Should we let the L1 factor continue to be a major decisive factor for defence procurements,
deluding ourselves under the pretext of being “cash strapped” when annually thousands of
crores of the defence budget is being surrendered. Prudence demands that not only should we
review the significance of the L1 factor, but also replace it with the “Best Technology Bid” factor.
LT GENERAL (RETD) P.C. KATOCH
T
he L1 or “lowest bid” factor has
ruled the roost in defence pro-
curements in India since times
immemorial. It is but natural that
countries, especially the cash-strapped
developing ones, take the L1 factor into
account in order to optimise defence acqui-
sitions and modernise their armed forces.
At the same time, should we let the L1 fac-
tor continue to be a major decisive factor
for defence procurements for the Indian
defence forces when globally it is acknowl-
edged that technological advances have
revolutionised warfare and technological
superiority will be a major battle winning
factor in future? Should we blindly submit
to the British legacy of L1 bids, deluding
ourselves under the pretext of being “cash-
strapped” when annually thousands of
crores of the defence budget is being sur-
rendered coupled with the increasingly wid-
ening gap in RMA (Revolution in Military
Affairs) led combat capabilities between
India and China, the requirement to be pre-
pared for a two-front/two and a half front
war and the continuing retrograde defence
modernisation trends in India over the last
decade? Prudence demands that not only
should we review the significance of the L1
factor but perhaps replace it with the “best
technology bid” factor.
Future Warfare
There is a paradigm shift in the nature of
conflict. Modern-day conflicts have expanded
to include sub-nationalities, terrorists, insur-
gents, religious fanatics and ethnic interests.
South Asia is in the centre stage of sub-con-
ventional conflict and instability. The entry
of non-state actors has added a new dimen-
sion to low intensity conflicts. Responses to
such challenges need to be addressed in a
focused and credible manner. The conven-
tional armed forces need to maintain edge
by upgrading technologies. Intelligence and
security agencies need to coordinate nation-
ally and internationally and cooperative
security as strategy needs to be enforced at
regional and international levels.
It is said that RMA cannot be limited
only to systems since recent technological
advancements actually require revolution-
ary changes in the manner in which we
conduct our military business since RMA
encompasses the entire military organisa-
tion and the technologically advantaged
combatant may often face an enemy net-
work that is quite elusive. However, tech-
nology does have an immensely important
role in future wars. Military transformation
includes network centricity as an essential
WWW.SPSLANDFORCES.NET
ingredient plus miniaturisation of technol-
ogy, enabling single platforms to do multiple
tasks, particularly in the sub conventional
and irregular environment. Cyber and
space are the new frontiers besides Network
Centric Warfare.
Threats
India faces a number of security threats in
the form of militancy in Jammu & Kashmir,
the Northeast, left-wing extremism, rising
unemployment and economic disparities,
10 SP’S LAND FORCE S 2/ 2 01 0
Stagnation of defence
modernisation over the
past successive years has
serious ramifications for
national security
unsettled relationships with its neighbours,
fractious nature of its polity, nuclear pro-
liferation, jihadist terrorism, comparatively
low levels of human security, technology
and poverty index. Obama’s Af-Pak policy
is arming Pakistan to the hilt and the
unethical China-Pak collusion as also the
aggressiveness of China is ominous.
Military Modernisation
Our Ministry of Defence is the only
Ministry that regularly surrenders part of
the defence budget annually, advertently or
inadvertently to permit diversion of funds
elsewhere. The government needs to realise
that this practice is at the cost of national
security and that lack of modernisation
results in avoidable loss of life albeit lives
may have little value to some in India. Last
year, Rs 7,000 crore from the defence bud-
get was surrendered. As always, this sur-
rendered portion of the defence budget was
from the capital budget of the MoD meant
for fresh acquisitions and modernisation.
So how does it affect the military? Existing
states of our poorly equipped infantry and
antiquated air defence weaponry by them-
selves indicate the criminality of surrender
of defence modernisation funds. It is for
such reasons the erstwhile Chairman Chiefs
of Staff Committee had said that we are in
no position to take on China. The hollow-
ness of being prepared for a two front / two
and a half front war is thus obvious.
Defence budget allocations are dismally
low. There was a time when the French
Defence Forces were in similar state until
President Charles De Gaulle took the stra-
tegic decision of allocating 8-10 per cent
of the GDP towards defence for a continu-
ous decade and France emerged as a global
force. In India, the services have been ask-
ing for increase in the defence budget, to
at least 3-4 per cent of the GDP but their
demands have gone unheeded. Insufficient
funds are available for military moderni-
sation and these too are not fully utilised.
Of the Rs 147,344 crore Defence Budget
allocated this year, only Rs 60,000 crore is
capital expenditure. How much of this will
get surrendered is not difficult to guess; Rs
7000-8000 crore on the average. The claim
that defence budget has been increased
by four per cent needs to be viewed in the
backdrop of eight per cent inflation and that
the latter will only keep rising. The money
allocated for modernisation and re-equip-
ping has actually reduced from the previous
year. Compared to China’s seven per cent
and Pakistan’s five per cent, India’s defence
budget in proportion to its GDP continues to
be low. The government appears to be oblivi-
ous to the long-term consequences and the
fact that our economic prosperity hinges on
national security.
Defence Procurements
The responses to challenges facing us needs
to be addressed in a focused and credible
manner, but how does one decide on defence
procurements? The bureaucrats would say
that the defence services have their own long
term integrated procurement plans (LTIPP).
Fair enough, but from where has this
LTIPP emanated. Should this not be from a
National Security Strategy? Logic would say
yes but we do not have a National Security
Strategy despite having a National Security
Advisor (NSA), the Cabinet Committee on
Security (CCS), the Cabinet Committee on
Political Affairs (CCPA) and the National
Security Council (NSC), notwithstanding the
ongoing turf war between the NSA and the
Home Ministry. The reason for not having
a National Security Strategy is simple, for it
will usher in accountability by the govern-
ment and the bureaucracy.
Our archaic and labyrinthine bureau-
cratic procedures further add to the woes
of the defence forces. The tortoise will
consider itself a speedster compared to
movement of defence procurement case
files. When annually a part of the defence
funds get surrendered, the critics smirk
and say, “Why do you need more alloca-
tions?” Despite the annual fanfare of a new
Defence Procurement Procedure (DPP) and
reduction of procurement time, we still take
recourse to about 40-month span for infor-
mation system and communication projects
despite rapidly changing the technologies.
Under such circumstances, our military
modernisation will continue to regress.
The L1Factor
The response of vendors to the request
for proposal (RFP) is of two types; “best
price” and/or “best quality”. Invariably,
weightage of the former is more and
“best quality” becomes a casualty. Given
the state of corruption in the country,
at times, the price being quoted by other
vendor(s) gets leaked out or shall we say
obtained through “economic espionage”.
The enterprising vendor then bids a much
lower price to obtain the contract though
the quality of his product may be qualita-
tively inferior. The focus on quality is over-
shadowed by the lower price being offered.
The Defence Research & Development
Organisation (DRDO) wanting to attempt
each and every requirement of the ser-
vices, many a times does not have the
competence to do so, but reluctantly
admits this after lapse of considerable
months/ years. At times, the General Staff
Qualitative Requirements (GSQR) are
therefore forced to lower.
To compound the above problem the
existing procurement procedure does not
permit contracting through the L2 ven-
dor should the L1 vendor fail to deliver
for some reason. In case the L1 vendor
fails, the procurement procedure requires
the entire process of RFP to be repeated
involving critical delays in procuring vital
equipment for the defence services. An
example is the hand-held light weight
Laser Target Designators for our Special
Forces, the RFP for which was floated
some 8-9years back, but the critical
equipment is still not provisioned since
the L1 vendor had failed to deliver in the
first instance.
What is Required?
We urgently need the following:
• Formulation and issue of a National
Security Strategy (NSS).
• A LTIPP based on the NSS.
• Allocation of adequate defence budget
in accordance with the NSS and the
LTIPP.
• Appointment of a Chief of Defence
Staff to ensure implementation and
monitoring of the NSS and LTIPP in the
defence services.
• Decentralisation (in stages) of defence
expenditure to the services from exist-
ing bureaucratic controls.
• Prohibit surrender of funds for defence
modernisation, usher in bureaucratic
accountability and permit carry forward
of unexpended funds to next financial
year.
• Institute standing Empowered
Committees for procurement of critical
equipment in a time bound manner.
• Replace the Best Bid/L1 Factor with the
Best Technology Bid.
• Permit automatic procurement through
L2 vendor without any loss of time
should the L1 vendor fail to deliver.
• Have a separate DPP for Information
Systems and Communications with
telescoped gestation period of not more
than 12 to 14 months.
Conclusion
Stagnation of defence modernisation over
the past successive years has serious rami-
fications for national security. The issue is
all the more significant with the aggres-
siveness of a rising China, the US arming
Pakistan, and Pakistan’s recourse to ter-
rorism. Failure to take note and rectify can
lead to situations far worse than 1962. We
have no option but to crystallise the larger
vision through a national security strat-
egy and speedily equip our defence forces,
streamlining the defence procurement pro-
cedure, to meet the future challenges. SP
See you at
Eurosatory 2010
Hall No.: 6
Stand No.: A310
Date: June 14-18, 2010
Venue: Paris, France
 Te c hnolog y
Fix up LOOSE ENDS
Real-time imagery is crucial to our national security, be it external or internal, defence and
homeland security. The initiative perforce will have to be taken up by the MoD, MHA and
Ministry of Science and Technology in conjunction with the military, RAW, NTRO, IB, etc.
Perhaps the lead can best be taken by the Prime Minister’s Office through issue of a directive
to the Cabinet Secretary and the National Security Advisor.
LT GENERAL (RETD) P.C. KATOCH
T
he Indian populace got its first taste
of real-time communication links
and the advent of aggressive media
coverage when they were able to
view the Kargil War from their bedrooms.
Today, everyone from the man on the battle-
field to the entire chain of command and
control right up to the chief political execu-
tive and the populace are on the same real
time grid. Battlefield Transparency (BFT) is
the buzzword. If you can see the adversary
before he sees you and if you can monitor his
moves throughout, the victory scales would
axiomatically tilt in your favour. Application
of real-time imagery has tremendous mili-
tary potential, in that, it not only ushers BFT,
it helps compress the observe, orient, decide
and act (OODA) cycle also. Implication of
present day technology for the military is
that decisions have to be taken with great
swiftness and efficacy—and the entire, con-
sultation—decision-making process has to be
radically reviewed.
Real Time Imagery
Real time imagery at times gets accredited
to only satellite imagery of the Google Earth
variety that is web-based. Not only are satel-
lites part of the product base, web-based
imagery may well be dated and not “real
time” in actual sense. Today, unmanned aer-
ial vehicles (UAVs) relay live coverage of the
area of operations, playing the role of “eyes
in the sky”. A Special Forces operative using
a hand held digital device streams video cov-
erage of the target/target area directly to the
pilot of the en route attack aircraft. Imageries
captured by Hand Held Thermal Imagers
Illustration: SP Guide Pubns
(HHTIs) are being streamed up the chain
of command to show terrorist movements.
Ground, air and sea based surveillance
devices, in addition to satellites, provide day
and night satellite imagery of the battle area
or areas where disaster has struck,
Satellite imagery providers offer a com-
prehensive compilation of satellite products
reproduced in graphical form. The service is
provided on a 24x7 basis and the image files
displayed are automatically refreshed with
the latest, openly available data from the
satellites. In addition, the archive of dated
images is also provided. The real-time images
service incorporates satellite image-data
loops, visualised products derived from satel-
lite data and a selection of RGB composite
images that provide multi-spectral informa-
tion content for optimum visualisation.
While real-time imagery can be derived
from multiple sources and surveillance
devices, what is critical is the software
to analyse and more importantly share
it simultaneously with users at various
levels. ‘Interoperability’ and ‘Enterprise
Architecture’ are vital issues, both for inter-
service and intra-service functioning.
Military Applications
The fact that battlefield transparency is
vital to the military requires little empha-
sis. Surveillance is critical to every facet of
national security and hence real-time imag-
ery is critical to defence, besides the many
benefits it provides for civilian applications.
A successful military must have access to
real-time imagery, automatically filtering and
sharing it at required levels. This is vital in
modern era wars where weapons can deliver
thousands of tonnes of ordnance with
precision and mostly in standoff mode over
enormous distances in very short time and
the need for the military to be capable of net-
centric warfare.
The threats to a nation are more var-
ied and complicated than ever before and
detailed imagery analysis is needed in addi-
tion to the naked eye watching the moni-
tors. Surveillance of military targets, border
areas and for homeland security requires
much more than several monitors. Today,
a variety of tools are available for surveil-
lance users, such as infrared short-wave and
long-wave, image fusion, satellite links, and
video streamed from UAVs. Technology can
provide impressive detailed surveillance in
many ways, but system integrators continue
to look for better ways of interpreting the
detailed night and day images these modern
tools provide. Video analytics, image fusion,
and high-definition capability are just some
of the methods being developed. The soft-
ware must cater for filtering/analysing the
information from multi-intelligence sources
within the video and be able to tag, sort, cat-
alogue and share digital footage in real time.
This has become all the more important,
as a variety of increasingly sophisticated
surveillance tools are being added periodi-
cally. Eventual aim is to get more interactive
through touch-screen capability where the
operator can touch a piece of data in the
stream to pull more detailed information.
Military users continue to demand more and
more digital capability and high definition
(HD) imagery. At the same time, short wave
infrared (SWIR) technology is required for
mission-critical surveillance applications
since it enables imaging through atmospher-
ic obscurants like fog, haze, dust and smoke.
The 3D maps and geographical infor-
mation system (GIS) are the need at every
level to fight future wars successfully. This is
possible with panoramic image fusion (PIF)
creating a 3D environment; making periph-
eral vision just as clear as seen in front of the
eye. Research is on to combine light intensity
direction and ranging (LIDAR) sensors with
thermal imaging and X-ray backscatter tech-
niques to create near-real-time 3D pictures
of buildings and streets. With the addition of
radar, the system could even detect objects
and people inside the buildings. Troops using
3D maps for urban operations will be able
to identify targets, determine best routes to
approach terrorist sites and “virtually walk
through” buildings to rehearse operations.
Since LIDAR provides dimensions of doors,
windows and alleys with millimetre accu-
racy, the technology could even be used for
choosing appropriate weapons for a mission.
The Indian Scene
Remote-sensing and satellite technologies
have become an essential part of security
world wide, especially in the field of defence.
Bhuvan, India’s own mapping service was
launched in 2009 by the Indian Space
Research Organisation (ISRO), though its
coverage is restricted to the Indian conti-
nent. It offers multi layer 10 metre resolu-
tion imagery as compared to 200 metre
single layer imagery by Google Earth. The
update frequency is one year in comparison
to four years of Google Earth. The package
offers information in regard to geographic
location, maps, imagery, etc. In addition to
satellite imagery, long-distance laser scan-
ning technology and digital photography is
also used to provide geographical informa-
tion. Bhuvan uses data from seven satellites
which includes Resourcesat-1 and other
cartographic satellites. Masking is obviously
incorporated in order to shield strategic
assets/important locations. The potential of
Bhuvan would actually be optimised once
the National Spatial Data Infrastructure
(NSDI) is fully integrated with the relevant
ministries/departments like forest, water
resources, surface, etc. At the moment,
Defence Image Processing and Analysis
Centre (DIPAC) is providing satellite imag-
ery to the military. However, the military
requires imagery of very high resolution to
meet future requirements. The army is in
the process of establishing an enterprise GIS
that should have come a decade ago. This
will be a prelude to setting up a Defence
Spatial Data Infrastructure (DSDI) duly inte-
grated with the NSDI.
UAVs and a host of surveillance devices
are in use with the army, navy and air force,
but interoperability within the services is still
a distant dream. The strategic highway to be
provided by the Defence Communications
Network (DCN) is still a few years away. The
Army Strategic Operational Information
Dissemination System (ASTROIDS) of the
army is under development. Significantly, the
ASTROIDS and its compatriots Sangharsh
of the navy and TADIDS of the air force have
different protocols and standards and hence
have no interoperability. Hence, even when
the DCN (which is only a highway) does
come through, interoperability will continue
to be a casualty in absence of common soft-
ware. This issue needs urgent attention. The
present-day UAVs are designed for real-time
imagery intelligence, artillery adjustment,
battle damage assessment, reconnaissance
and surveillance, target acquisition and
battlefield observation. Similarly, other sur-
veillance devices of the three services need to
be integrated at lower/every possible level in
order to provide a seamless common opera-
tional picture (COP) and for maximising
potential of all available weapons.
Situational awareness currently in the
army is ad hoc, whereas the requirement is
of an integrated network system, particularly
at the cutting edge; an integration tool sup-
porting individual soldier to Battalion Group/
Combat Group Commander in the Tactical
Battle Area (TBA) that can provide in near
real time an appropriate, common and com-
prehensive tactical picture by integrating
inputs from all elements. Due to this void, the
common operating picture (COP) too is ad
hoc. To bridge this gap, the IA has planned
fielding of the Battlefield Management
System (BMS) at Battalion Group/Combat
Group level and below as part of capability
building. This would enable a faster decision
process by commanders at all echelons, bet-
ter decision due to reliable operational infor-
mation provided in real time and the ability
to quickly close the sensor to shooter loop.
The BMS is to be integrated with other com-
ponents of the Tactical Command, Control,
Communications and Information (Tac C3I)
System through the Command Information
and Decision Support System (CIDSS).
2/2010 SP’S LAND FORCES 11
 Our national effort towards anti-ter-
rorism and for combating internal strife is
handicapped today. For example, we are
in a situation where UAVs are picking up
Naxalite movements, but the intelligence
cannot be utilised by the paramilitary
forces (PMF) and the police since they are
not equipped to receive such video imag-
ery. Besides, the NATGRID or the National
Information Grid, is still on the drawing
board. These are critical voids that affect our
national capability to deal with terrorism,
insurgency and asymmetric wars and need
to be addressed with haste.
What is Required
The following issues needs to be addressed:
• Bhuvan must be exploited by the military
but concurrently ISRO must provide high
resolution imagery to the military includ-
ing of trans-border areas.
• The NSDI must be fully integrated with
the concerned ministries/departments
in order to provide good quality digitised
maps with all requisite details.
• Enterprise GIS in the services needs to be
speeded up, followed by establishment of a
DSDI duly linked with the NSDI.
• Concurrent to the establishment of the
DSDI, we must undertake research and
development (R&D) in video analyt-
ics, image fusion including panoramic
image fusion (PIF), high-definition
capability, filtering/analysing the infor-
mation from multi-intelligence sources,
ability to tag, sort, catalogue and share
digital footage in real time and move
towards 3D maps and more interactive
touch-screen capability. Given our var-
ied terrain and weather conditions, the
military must be provided with short
wave infrared (SWIR) technology equip-
ment to enable imagery through fog,
haze, dust and smoke. Such critical R&D
will need to be overseen conjointly by
the Ministry of Defence (MoD), Ministry
of Science & Technology, ISRO and
Department of Space (DoS) integrating
the military throughout the process
while actual development must incor-
porate the private industry (including
foreign players) besides DRDO.
• Research must also be undertaken to
combine light intensity direction and
ranging (LIDAR) sensors with ther-
mal imaging and X-ray backscatter
techniques to create near-real-time 3D
pictures of enemy installations, defence
works, buildings and streets. This will
facilitate capacity building for fighting
conventional as well as sub conventional
and asymmetric wars.
• The military should ensure that while
the DCN is delivered on schedule, the
protocols of the three services are
standardised in a time-bound manner
and integrated software developed in
order to provide a foolproof hand-
shake.
• The army should ensure that the devel-
opment and establishment of the BMS
is speeded up. This should also cover the
Rashtriya Rifles, Assam Rifles and infan-
try units which are deployed in low inten-
sity conflict (LIC) areas and for fighting
terrorism.
• At the national level, while the establish-
ment of the NATGRID is urgent, the
Ministry of Home Affairs (MHA) should
examine establishment of a BMS in those
paramilitary and police units which are to
undertake anti-terrorism operations.
Conclusion
Real time imagery is crucial to our
national security, be it external or inter-
nal, defence and for homeland security.
At present, the manner in which we are
handling this issue is sluggish to say
the least as it is a question of “whose
responsibility is it?” and “how do we
tie up so many loose ends?” The initia-
tive perforce will have to be taken up by
the MoD, MHA and Ministry of Science
and Technology in conjunction with the
military, Research and Analysis Wing
(RAW), National Technical Research
Organisation, Intelligence Bureau, etc,
all of whom are important stakeholders
on issues concerning national security.
Perhaps the lead can best be taken by the
Prime Minister’s Office through issue of a
directive to the Cabinet Secretary and the
National Security Advisor. SP

Ifs and Buts Continued from page 8

View Points Distribution of Capital Budget

The budget this time is almost as it was in the previous years’ 1%
2%
except for a slight increase in allocations. Though the percentage 8%
of increase in allocations was more last year as compared to this
year, about Rs 7,000 crore was given back. This should not happen 28%
this year. As it is we are lagging behind in modernisation and there
is a dire need for modernisation in armed forces. So it has to be Army
ensured that the capital expenditure should be fully utilised and Navy
42%
there should be no surrenders. IAF
19%
—Former Army Chief General (Retd) V.P. Malik Ordnance Factories
DRDO
.........�
Others
If we are to view defence allocations dispassionately for the past
four to five years, it is apparent that there is a concerted effort
on the part of the government to seriously address the many defi-
ciencies & capability gaps in the armed forces. While the intent
is indeed good, the selection, acquisition & operationalisation
of our urgent defence requirements are invariably embroiled in Distribution of Revenue Budget
controversies and delays. Why? There are many reasons—some
within the purview and control of the stakeholders (government, 0.28%
armed forces, DRDO/DPSUs and the vendors) and some intangible
ones—international relations/equations, the fear of likely imposi- 5.99%
tion of sanctions after procurement and the insistence to enter into
tenuous security related agreements by some countries, the reluctance/refusal to part with 17.41%
Army
cutting-edge technologies by vendors/countries, domestic political compulsions, etc.
It is my firm belief that if a more participative and co-operative stance is adopted by all Navy
65.63%
the stake-holders in utilisation of the defence budget, the amount earmarked and irrespective 10.68% IAF
of the GDP percentile, will adequately meet the requirement to bridge the technology gaps Ordnance Factories
and shortages of our armed forces. Add to this, a determined effort towards self-reliance in
DRDO
Defence technologies, a smattering of patriotism and impeccable integrity in the procurement
process by all agencies and the nation/armed forces can leap-frog a generation ahead.

—Former Air Force Chief

Air Chief Marshal (Retd) F.H. Major

capability using precision guided weapons
including those with a credible land attack
capability; anti-submarine warfare (ASW)
capability to counter the potential subma-
rine threat both conventional and nuclear
through provision of a balanced mix of
ASW capability both for deep waters as also
the more challenging littorals; amphibi-
ous capability for provision of security to
island territories as also for a possible power
projection role; and mine warfare through
augmentation of minesweeping and mine
hunting capability.
All the three services need to develop
Network Centric Warfare (NCW) capability.
The Budgeting Process and its
Weaknesses
WWW.SPSLANDFORCES.NET
posals submitted by the service HQ remain
pending with the government. There are no
clear indications from the ministry about
the final outcome of these proposals and the
related cash out go in the current FY. Since
the requirement of funds for the ensuing FY
also depends on the proposals cleared in the
current FY, Service HQ are not in a position
to project the BE accurately. Additionally,
the government is also known to surprise
the services at the RE stage (around mid
February) by withdrawing sizeable amount
of funds from the initial allocations. The
blame game between the services and the
government continues. The services feel that
the government deliberately goes slow and
withdraws funds from defence allocations
equipment may not be available in adequate
numbers. The time required to absorb tech-
nology will also militate against mass pro-
curement. There are a host of other reasons
for surrender of funds such as non pursuit
of procurement cases with zeal, bad and half
baked preparation of cases, bureaucratic
delays, delays in price negotiation committee
(PNC), single vendor situations, long trials,
no or late release of payments to vendors, etc.
Surrender of funds has been hotly debated in
the Parliament, as well has been commented
adversely by successive defence committees
of the Parliament.
Conclusion
The threats and challenges to the security
equipment, 10 per cent on revenue works,
4 per cent on transportation, and 5 per
cent on miscellaneous charges. Ways and
means will have to be found to curb the
revenue expenditure. A macro measure
in this regard would be to synergise the
strengths of the three services through
integrated theatre commands and by
pruning the existing command headquar-
ters and other organisation of the three
services to cut out redundancy. Similarly,
if the nation does not envisage full scale
state- to-state wars, why is capability cum
threat based force structures in place?
The services need a clear strategic direc-
tion from the political leadership to review
and revise their organisational structures

The budgeting process for the ensuing
financial year (FY) starts with the forecast
estimates (FE), which are submitted to the
Ministry of Defence by each service head-
quarter (HQ) in the month of November of
the previous year. FE is an indicative projec-
tion of requirement of funds by the services
for the forthcoming FY. The FE is followed
by the BE in December. This is a finer tuned
estimate of requirement of funds for the
ensuing FY. Meanwhile, a number of pro-
due to political considerations or in order to
balance their books at the end of the FY. This
surrender of funds is a matter of serious con-
cern, since these funds are from the capital
account of the budget, needless to say, the
modernisation programme of the services are
delayed and the much needed equipment is
not available to the troops in actual combat.
The cascading effect of this delay in procure-
ment can never be made up, because of the
sheer numbers and size of requirement. Thus
even if adequate funds are allocated, the
environment in and around India have
resulted in an increased spectrum of war
requiring multifarious capabilities. The gov-
ernment has no choice in this regard and
has to provide more funds under the Capital
budget for modernisation and transforma-
tion of forces. Thus, the focus of reduction
will inevitably be on the revenue budget.
The revenue expenditure trend for the
last three years shows that about 46 per
cent of expenditure is incurred on pay
and allowances, 35 per cent on stores and
in view of the changed nature of wars.
Our weakness in this regard is evident.
The services are moving forward on their
own steam. Even the so called Defence
Minister’s Operational Directive is drafted
by the services and comes back to them as
the Operational Directive. It is unfortunate
that the national security structure in
India is manned by diplomats, bureaucrats
and officers from the intelligence commu-
nity and hence ignorance prevails at the
highest levels about military matters. SP

12 SP’S LAND FORCE S 2/ 2 01 0

Facing the Brunt Continued from page 4

Regiment Commander. The system will
be further integrated with the tactical
command, control, communications and
information system (Tac C3I) through
the Command Information Decision
Support System (CIDSS). The Directorate
General of Information System (DGIS) is
charged with facilitating transformation
of the IA into a dynamic network-centric
force, achieving information superiority
through effective management of infor-
mation technology. Quite logically, Phase
III of F-INSAS (computer sub-system,
radio sub-system, software and software
integration) should be part of the BMS.
However, infantry has been adamant that
Phase III of F-INSAS should be developed
by Infantry and not be part of BMS. A
separate project of software and com-
munication integration by infantry will
be retrograde, delay overall net-centricity
pan army, incur additional avoidable costs
and defeat the very purpose that DGIS
was created for, considerable work in the
fields of geographical information system
(GIS) and applications having already
been done by the latter in addition to com-
pleting Phase 1 of CIDSS and Battlefield
Surveillance System (BSS).
While the IA required the BMS ‘yester-
day’, squabbling on delimitation between
the BMS and F-INSAS has already cost
a delay to Phase 1 of BMS by more than
nine months. The infantry has been
haggling that Phase III of F-INSAS be
developed by them in full or at least till
company/platoon level. If F-INSAS is to
incorporate situational awareness and GIS
then it amounts to not only ‘re-inventing
the wheel’ but will require yet another
project to integrate the F-INSAS with the
BMS implying infructuous and avoid-
able additional expenditure and time.
Foreign armies have faced similar situ-
ations and “we need to learn from their
mistakes rather than going through the
same mistakes”. In UK, Future Integrated
Soldier Technology (FIST) programme for
infantry was thought of 10 years after
the Bowman programme. In the latter,
the C2 system went down to half squad.
The Platoon Commander carries both the
Bowman and the FIST. In case the section
has to function independently, the Section
Commander carries both the Bowman
and FIST. Separate FINSAS and BMS
could lead us to similar situations which
should be unacceptable.
FBCB2 was implemented in 1998 in
the US Army. Land Warrior was started
late, prototyped in 2005 and foreclosed
in 2007, leading to Future Force Warrior
Core System
Warning Sensors
(A-, B-, C-, Radar-, Health-, Laser-,
IFF Device, Landmine Detection Sensor)
Group Radio
Aux-Display
Inertial Navigation
System
Battery Pack
Clothing, Protection and Carrying System
(FFW) programme being started. Land
Warrior did not integrate with FBCB2. As
a result, FBCB2 is being replaced by JBCS
(Joint Battle Command System) which
goes down to the soldier. Significantly,
FFW programme is looking only at the
soldier ensemble to include weapon,
protection and integrated helmet. The
future soldier programme will not have a
radio of its own but JTRS Cluster 5 Radio
(Soldier Radio), common to all the US
soldiers and a common SA and computer
from JBCS. Helmet will have a helmet
mounted display and earphones as well
as microphone. System of systems are
about integrating systems and empower-
ing the user. The soldier is only a part
of the network; he is not responsible for
the network. Separate F-INSAS and BMS
programmes will lead to issues related
to interoperability and integration of
systems as the systems may be developed
by different agencies using different plat-
forms. Development of different systems
for the same purpose will accrue avoidable
additional costs on account of yet another
integration project. Maintenance of dis-
GPS
Operator Unit
Core Computer
Cabling
parate systems would be required and it
would be difficult to achieve test bed of
an integrated Combat Group or Infantry
Battalion Group. It would be prudent for
the Infantry to only develop Phases 1 and
II of the F-INSAS, leaving development of
Phase III as part of the BMS.
Penny Wise Approach
Some of the procurements have been fol-
lowing the “penny wise, pound foolish
approach”. When the hand held thermal
imagers (HHTIs) were initially procured,
only one charger per four HHTIs was provi-
sioned. This caused considerable problems
since widely dispersed infantry company
deployments in Jammu & Kashmir (J&K)
faced major problem in re-charging. The
result was locally manufactured impro-
vised chargers; not the best arrangement
for top level serviceability. Night sights
for rifles too were provisioned at the rate
of one per four rifles. Similarly, when the
artillery procured laser target designators
for the Krasnopol ammunition, only one
charger was procured for several designa-
tors. Then, we also have the tendency to
super hype fielding of a particular piece of
weapon or equipment to such an extent
that it gives the false pretext of ‘total
modernisation’ having been effected. For
example, while the Special Forces were
equipped with the Tavor assault rifles some
time back with plenty fanfare, important
equipment like hand held light weight
laser target designators are yet to be provi-
sioned. While Modification 4B is not fully
effected despite approval in 1998 and F-
INSAS is a few years away, the infantry is
woefully short of even items like compass-
es, GPS, bullet proof jackets (BPJs), bullet
proof patkas (BPPs), cold weather clothing,
rappelling ropes and even tents. The qual-
ity of personal clothing and equipment
leaves much to desire. Current plans to
provide Ghatak Platoons of infantry bat-
talions with anti-terrorist equipment and
training too are myopic. Considering the
speedy expansion of terror, asymmetric
and fourth generation wars, it should be
very apparent that the requirement is to
equip complete infantry battalions and
that too on emergent basis. How many
individuals of the Ghatak Platoon will be
on leave, courses and temporary duties
out of the unit when emergencies occur?
When we acknowledge that terrorists can
use radiological/dirty bombs and chemical
attacks, why are we not giving even basic
gas masks to every soldier? Logically, a gas
mask should be available to every citizen in
the market, as is available in Israel.
What needs to be done?
• While the F-INSAS and Modification
4B are ongoing, there is a crying need
to boost the combat capability of the
infantry by provisioning 100 per cent
night fighting capability, navigation
equipment, fire power, BPJs, BPPs, and
rappelling ropes, etc. In terms of BPJs,
our infantry today (less deployments
in J&K) is no better than what state
of Mumbai police was during 26/11.
The money spent on modernisation
of infantry in past decades has been
miniscule considering the expendi-
ture on balance modernisation plans
especially considering the combined
strength of the infantry, RR, Infantry
(TA) vis-a-vis the overall strength of
the IA. More significantly, the fiscal
requirement of modernising the com-
plete infantry is extremely small com-
pared to weapon systems. It is only
a question of taking a decision and
executing it speedily. A holistic mod-
ernisation plan needs to be chalked
out and implemented with alacrity.

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 • Above holistic plan for modernisation
of the infantry should be backed up
with adequate modernisation funds,
with provision to carry forward unex-
pended funds into the next fiscal year. In
fact, surrender of defence budget itself
should be prohibited by the government
and finance authorities made account-
able should this happen.
• Modernisation of the infantry must be
treated as an ‘emergent’ requirement in
consideration of the emerging threats
within and surrounding the country.
The 5.56mm indigenous rifle still has
numerous faults despite several years
of fielding and the light machine gun
(LMG) produced by DRDO is so poor it
is unable to clear trials. Government
needs to enforce accountability on the
DRDO, provide better opportunity to
the private industry and ensure speedy
provisioning of state of the art weapons
and equipment to the infantry, espe-
cially considering the rate at which the
terrorists are achieving sophistication.
• Modernisation plans for the Infantry
including Modification 4B, F-INSAS
plus the BMS should also be applied
to the RR, AR and Infantry (TA) since
terrorism, asymmetric and fourth gen-
eration warfare threats will have to be
J o i nt Exerci se
Strengthening Ties
The political and economic links between India and Singapore improved after the end of the Cold
War. In August 2008, both states entered into a bilateral defence agreement for joint training
exercises in India. The latest in the series codenamed Bold Kurukshetra was recently held in Babina.
LT GENERAL (RETD) V.K. KAPOOR
T
he current close relations
between Singapore and India are
in sharp contrast to their distant
relations during the Cold War.
The end of the Cold War and collapse of
the Soviet Union caused the political lead-
ership to relook at India’s geopolitical and
strategic equations globally. The decision
to open up economically was complemen-
tary to the political and strategic moves.
It is during this period that the political
and economic links between India and
Singapore improved. Defence relations
between the two countries has also shown
rapid improvements which demonstrate
the strides made in bilateral ties.
Singapore and India have a mutual
interest in maintaining the security of the
regional sea lanes, and therefore naval
cooperation was designed to be mutually
advantageous. The close naval collabora-
tion was therefore a confidence-building
mechanism that later became a model
for cooperation among other branches of
their militaries. In 2003, the conclusion
of the Defence Cooperation Agreement
again improved bilateral defence ties as
it facilitated the ensuing establishment
of the annual India-Singapore Defence
WWW.SPSLANDFORCES.NET
Policy Dialogue. The dialogue aimed to
provide a regular forum for both sides
to discuss defence cooperation as well
as regional and defence issues. The first
such meeting was conducted in Singapore
in March 2004. These confidence-build-
ing mechanisms led to further develop-
ments in defence cooperation. In 2004,
Exercise SINDEX 04 was held in Central
India. In 2005, both militaries conducted
their first joint artillery and armour
exercises codenamed Ex Agni Warrior
14 SP’S LAND FORCE S 2/ 2 01 0
faced jointly by these forces. Such a vital
decision is long overdue considering the
new forms of warfare, expanding ter-
rorist activities, including the naxal vio-
lence and instability surrounding India.
• Accountability needs to be fixed for the
bureaucratic intransigence in sanction-
ing adequate fire power, night fighting
capability and certain essential equip-
ment to RR units only in later half of
2009 despite permanent deployment
in J&K with continuous engagement
in low intensity conflict, albeit there is
hardly any chance of this happening!
Unlike foreign countries, our Ministry
of Defence (MoD) has no service rep-
resentation on deputation or through
permanent absorption. The headquar-
ters Integrated Defence Staff (IDS) that
was to bridge this gap has come up as a
separate entity, akin to another Service
HQ. The government needs to seriously
review this setup and bring in service
experience into the MoD.
• The original concept of RR envisaging
75 per cent ex-servicemen and 25 per
cent army personnel on deputation was
grossly flawed and never took off. RR
was supposed to have relieved the bur-
den of infantry combating insurgency in
J&K. Since no ex-servicemen joined RR,
and Ex Bold Kurukshetra and these were
held at Deolali and Babina (near Jhansi)
respectively.
The signing of the 2007 Joint Military
Exercises agreement allows the Singapore
Air Force to train at Indian military
bases in Kalaikunda, West Bengal, for
five years, in return for payment and the
understanding that the Singapore Air
Force maintains and upgrades the Indian
facilities provided. The significance of the
military agreement was that for the first
time the Indian government allowed the
stationing of foreign troops on its soil. In
November 2008, a three-week long joint
air force training exercise was conducted,
which Singapore’s Ministry of Defence
considered as yet another significant
the burden on the infantryman actually
went up with successive tenures in the
parent unit in field plus in RR units. The
original concept also envisaged RR to
be funded by MHA which necessitated a
separate budget for the RR. This too did
not take off and hence RR continues to
be funded from the Defence Budget but
under a head separate from infantry.
This is not only infructuous, it creates
numerous problems in accounting with
joint deployments and movement of
infantry and RR as the norm. Budget of
RR needs to be merged with that of the
infantry. This will result in savings and
ease accounting. The RR needs to be
merged and equated with regular infan-
try, which in effect the RR already is.
• De-limitation between the BMS pro-
gramme and the F-INSAS needs to be
done without further loss of time. Lack
of it has unduly delayed infantry’s
progression towards network centric-
ity by several months. Not only should
Phase III of F-INSAS (computer sub
system, radio sub system, software and
software integration) be developed as
part of the BMS, it would be prudent
that Project Management Organisation
(PMO) of F-INSAS be placed under the
DGIS for this. PMOs Artillery Command
Photograph: www.news.gov.sg
In 2004, Exercise SINDEX
04 was held in Central
India. In 2005, both
militaries conducted
their first joint artillery
and armour exercises
codenamed Ex Agni
Warrior and Ex Bold
Kurukshetra and these
were held at Deolali
and Babina (near
Jhansi) respectively.
Control & Communications System
(ACCCS) and Air Defence Control &
Reporting System (ADC&RS) have been
functioning under DGIS rather than
the Directorate General of Artillery
and Directorate General of Army Air
Defence respectively due to the same
logic. After all, it is the DGIS who is in
charge of facilitating transformation
of the IA into a dynamic network-cen-
tric force (the very basis of its raising),
while issues of weapons, body armour,
clothing, individual equipment and tar-
get acquisition system for the infantry
(Phases 1 and II of F-INSAS) are within
the purview of the infantry themselves.
Conclusion
Modernisation of the infantry has not been
given its due in past decades. The IA is to
be prepared for short, intense hi-tech war,
metric and fourth generation wars where
the infantry faces the brunt at the cutting
edge, even as terrorists/non-state actors
are getting more and more sophisticated.
Delay in modernisation has direct bearing
on combat efficiency in coping with threats
to national security and lives of the infan-
tryman. We need to act and act fast. SP
The author is a former Director General, Information Systems, IA.
milestone in bilateral defence relations. In
August 2008, both countries entered into
another bilateral defence agreement that
allowed their infantry forces to undertake
joint training exercises in India. India’s
willingness to allow all three branches
of the Singapore military to train on
Indian soil is a strong indicator of this
rapidly developing bilateral relationship.
In less than 30 years, the non-existent
defence relations between Singapore and
India are now characterised by close and
enduring cooperation.
The latest in the series of armour
exercises codenamed Bold Kurukshetra
was held in Babina on March 26
and 27, 2010 under the aegis of the
Indian Armoured division located
there. Singapore Minister of State for
Defence Koo Tsai Kee and Singapore’s
High Commissioner to India Calvin Eu,
along with a delegation of ten dignitar-
ies witnessed the bilateral exercise. The
visit once again underscored the warm
defence relations between both countries.
Major-General Neo Kian Hong of
Singapore Army said, “To what I have
seen today, I’m pleased to say that what
we have achieved here eventually is what
we had asked for. For this, I extend my
appreciation to Indian Army for allow-
ing us to train in India.” Elements of the
Singaporean Army had started their train-
ing on March 1 under the supervision of
the Armoured Division of Indian Army
and the training also included profes-
sional exchange between the two armies
in the form of lectures, presentations,
familiarisation with the other army’s
equipment, tactical discussions, and sand-
model exercises. SP
 S h ow R epor t
A Success STORY
Photographs: Abhishek / SP Guide Pubns
Defexpo India 2010 saw the largest congregation ever of products and companies from across
the world. The exhibition ground set the stage for many pacts and deals between global
industry giants.
SUCHETA DAS MOHAPATRA
T
he Indian defence market is increas-
ing in size. This was evident at
Defexpo 2010 which saw the largest
ever conglomeration of companies
from across the world. The sixth edition of
the biennial Land and Naval Defence System
Exhibition held at New Delhi had 650 exhibi-
tors with 200 new entrants from 33 coun-
tries. It witnessed an increase in industry
participation by about 45 per cent compared
to Defexpo 2008.
Inaugurating the show, Defence Minister
A.K. Antony declared that India will very
soon publish the ‘Technology Perspective and
Capability Roadmap’. The roadmap high-
lighting the military requirements of India’s
defence forces for the next 15 years shall be
displayed on the Ministry of Defence website.
It will make the defence pocurement process
transparent and speedy.
The Defence Minister added that India’s
defence expenditure will increase in pro-
portion to the GDP growth of the country.
“India’s defence expenditure is about 2.5
per cent of its GDP. The Indian economy is
expected to grow at 8-10 per cent for the
next two decades. Expenditure on defence in
absolute terms is bound to increase in equal
proportion,” said Antony.
Speaking on the defence offsets policy, the
Union Minister informed that changes are
being made to render the offsets policy more
feasible. “Offset banking is now part of the
defence offsets policy and the licensing condi-
tions have also been rationalised. Necessary
administrative structures have been put in
place in the Ministry of Defence to facilitate
offset banking,” he said.
Announcements
Over the years, Defexpo India has grown as
an important event in the global defence and
aerospace exhibition calendar, showcasing
all aspects of defence technologies available
worldwide. But Defexpo 2010 had much
more on display. Besides the products, the
exhibition ground set the stage for innu-
merable of pacts and agreements between
global industry giants.
Israel’s Rafael Advanced Defence
Systems Ltd declared its plans to start
a joint venture with Bharat Electronics
Limited to develop advanced missile sys-
tems. The proposed facility will be scaled
up to develop new technologies in missile
seekers depending on the projects it can
secure from India.
Larsen & Toubro joined hands with
Raytheon on a JV to upgrade Indian Army
T-72 tanks. As a part of the proposal,
Raytheon will provide infrared imaging
sights and electronics to improve the target
accuracy and increase in overall system
lethality for the T-72, while L&T will pro-
vide fire control system, sensors and the DG AAD Lt General Ram Pratap (centre) at SP’s stand
final integration along with customer sup-
port to the Indian Army which retains the
T-72 tanks.
Thales announced the launch of
Vigile LW, a new, lightweight, naval
Radar Electronic Support Measures sys-
tem set to redefine situational awareness
for small vessels.
Rockwell Collins was awarded a contract
for Electronic Counter-Counter Measure
radio modules by Electronic Corporation of
India Ltd (ECIL). The component hardware
card sets will be integrated into ground-
based ultra high frequency (UHF) radios for
use by the Indian Defence for Command and
Control of ground-to-ground and ground-
to-air communications.
Products Unveiled
The newly formed joint venture com-
pany of Mahindra & Mahindra Limited Senior Executives of Mahindra & Mahindra and BAE Systems
2/2010 SP’S LAND FORCES 15
 and BAE Systems Defence Land Systems
India unveiled the Mine Protected Vehicle
India (MPVI). The first product of the joint
venture company, the MPVI will meet the
requirements of both the Indian armed
and paramilitary forces. With a large seat-
ing capacity, the MPVI is capable of safely
transporting a complete operational team of
army or police forces involved in anti-terror-
ist and anti-Naxal operations. High power
weight ratio and very high torque makes the
vehicle suitable for Indian terrain, and espe-
cially the mountainous region of Jammu
and Kashmir and the bumby landscapes in
Naxal dominated areas.
“The MPVI is relevant to the needs of our
defence forces today. Its enhanced protection
technologies will protect the lives of more
number of defence forces from mines and
roadside bomb attacks. It is critical to India’s
defence and security,” said Anand Mahindra,
Vice Chairman and Managing Director,
Mahindra and Mahindra. The MPVI is based
on BAE Systems’ three decades of protection
experience that resulted in the highly suc-
cessful RG 31. “We are extremely proud to
unveil the joint venture’s very first product
which has been tailor-made for the Indian
armed forces,” said Andrew Gallagher,
President, BAE Systems.
Unveiling three of its new products, the
Hinduja Group’s Flagship Company Ashok
Leyland, announced its entry into the mar-
ket for armoured vehicles in India. The three
new vehicles showcased were Armoured
Stallion, the Armoured Bus and the Mine
Protected Vehicle. “With these new offerings,
we will serve the forces in other fronts in
terms of product opportunities,” said Vinod
K. Dasari, Chief Operating Officer and direc-
tor, Ashok Leyland. The Armoured Stallion
is an upgraded version of the Stallion 4X4
vehicle with an armoured cab and lad
body for combat war superiority without
any compromise on the vehicle’s opera-
tional parameters. Armoured Bus has been
developed in response to the Indian Army’s
requirement to transport army personnel
and families in insurgency-infected areas.
Mine Protected Vehicle is a multipurpose
all-terrain vehicle with high mobility, high
protection and multi-mission capabilities. It
is a versatile performer.
Products Showcased
Two of the world’s powerful howitzers,
the FH77 B05 towed howitzer and M777,
the ultralight howitzer, were a part of BAE
Systems presence at the Defexpo. Next to the
M777, on the Defence Land Systems India
stand was the FH77 B05, the upgraded and
more powerful version of FH77 B02 in ser-
vice with the Indian Army and known for its
performance during the Kargil conflict.
A wide spectrum of safety offerings for
law enforcement and military; including
the new patented Kevlar(R) XP(TM) tech-
nology, were introduced at the Defexpo by
DuPont Protection Technologies. Nomex(R)
is widely used in the production of fire
resistant garments, and Kevlar(R) is used
for the manufacture of bullet resistant body
armour, helmets and vehicle armour. They
are extensively used around the world by
the military and law enforcement commu-
nities. The new patented Kevlar(R) XP tech-
nology provides superior performance for
ballistic vests, especially in terms of weight
and trauma control, and has been adopted
by many countries since its global launch.
The exhibition provided an opportunity for
DuPont to promote and introduce these
WWW.SPSLANDFORCES.NET
offerings in India, as well as meeting many
potential customers.
Maxtech Networks (Maxtech), the Israel
based creator of voice optimised mobile mesh
networking technology showcased its Savion
handheld radio. The Savion Radio technol-
ogy is helpful in times of distress when any
traditional communication infrastructure
collapses, especially in special situations such
as earthquake, floods, etc. The technology is
able to provide groups of users with unlim-
ited mobility and coverage without the need
16 SP’S LAND FORCE S 2/ 2 01 0
Mine Protected Vehicle India by Defence Land Systems India
DRDO’s multi-barrel rocket launcher Pinaka
Ashok Leyland’s mine protected vehicle
ST Kinetics’ Warthog
Tata’s mine protected vehicle
of any physical infrastructure. This break-
through solution offers 100 per cent guaran-
teed and seamless connectivity irrespective of
the situation or the geographic diversity. The
solution has diverse applications in mining,
construction, heavy engineering, military,
hospitality and the private security industry
as well, to name a few. It is equally viable
for all large enterprises and can enable the
personnel in the most remote and distant
locations to be in touch with each other. The
technology interoperates seamlessly with
existing network facilities.
National Instruments showcased wide-
band data recorder, software defined radio,
spectral monitoring system, portable ATE
for radios, GPS Spoofer for Countermeasure
applications, Integrated Combat Vehicle
Management System for Military, Audio Data
Recorder and Playback, Unattended Wireless
Sensor Networks for Border Security,
Acoustic Gunshot Location Detector and
TDOA based system for Direction Finding.
Lockheed Martin showcased a broad
range of land and naval defence products
at the Defexpo. Orville Prins, Vice President,
Business Development, India, Lockheed
Martin briefed on the F-16IN Super Viper,
the C-130J, the MH-60R Multirole Helicopter
Weapon System and the Apache Systems.
At the defence exhibition, Selex Galileo, a
Finmeccanica Company, connected with the
need to modernise existing platforms with
next-generation sensor systems focusing on
Surveillance, Protection, Land & Battlespace
and Simulation & Training.
At the Defexpo, Sagem officials said they
are looking for Indian partners for the sale
of Felin, the French soldier modernisation
programme. A Sagem spokesperson said that
they want to bring their expertise in soldier
modernisation programme to India and are
on the lookout for partners.
The aim of the programme is to help
soldiers fight with newer technology. Sagem
which has a background in electro-optical,
technology, communication, etc, has devel-
oped a complete soldier modernisation sys-
tem and aims to customise it for India.
Saab displayed the various programmes
they have for India including missile
defence, maritime patrol aircraft, Saab 340
MSA, Grippen, etc. The company is looking
for 20:30 business opportunities in India.
The maritime patrol system is on demand
from the coast guard and navy. A company
official said that they are looking for busi-
ness (PSUs and private partners) and a
win-win situation.
Rafael presented a broad spectrum of
Breaching and Urban Warfare Devices. They
included Simon/Grem, Matador AS, Matador
WB, Matador MP, Urban Star, the Tactical
Broadband Network (TacMAX), Iron Dome
System, and Spike NLOS, the most recent
addition to Rafael’s Spike Missiles, which can
be used by infantry units as well as mounted
on combat vehicles, attack helicopters and
naval vessels. General Dynamics UK Ltd dis-
played its capabilities as a leading integrator
of technology and systems, delivering deci-
sive advantage for military and government
customers at the exhibition. Likewise, Punj
Lloyd Group displayed weapon systems pro-
posed to be developed for the Indian market.
Public Figures At The Show
Visitors at the Defexpo included both
renowned figures and students from differ-
ent technical colleges of Delhi. The SP’s stall
at Hall no- 14 also became a major crowd-
puller during the show. Defence Minister A.K.
Antony, Minister of States Dr. M.M. Pallam
Raju, Member of Parliament and industrial-
ist Naveen Jindal and many other dignitaries
visited the stall during the Defexpo. Union
Minister of State for Communication and IT
Sachin Pilot also visited the expo.
Defexpo India 2012
A biennial event, the seventh edition of
the Defexpo will be held from February
9 to February 12, 2012, as stated by the
Ministry of Defence. SP
 O E Mspeak
Profile: Giancarlo Grasso
Giancarlo Grasso graduated in Electronic Engineering at the University “La
Sapienza”, Rome. He has a formidable professional experience: he worked
27 years at Selenia, six years as General Director of Elettronica; then, as
Business Development Director in Alenia and as CEO of Alenia Difesa,
Avionics Division. He was the President of Alenia Marconi Systems, Oto
Melara and Galileo Avionica and later on was appointed as CEO of Selex
S&AS and Chief Technical Officer and Senior Advisor for the President
and CEO of Finmeccanica. Since 2009, Giancarlo Grasso is CEO of SELEX
Communications, a Finmeccanica company.
SP Guide Publications (SP’s): Can you
briefly outline the history of Selex
Communications? What has been the mar-
ket share of Selex Communications in the
domestic and the export market?
Giancarlo Grasso (Grasso): Selex
Communications, a Finmeccanica
Company since 2005, has over 100 years
of experience as a global supplier of
advanced communications, navigation
and identification solutions to protect
communities and critical national infra-
structure. We entered the business at
the turn of the 20th century, when the
Defence Chiefs of Staff understood the
importance that radio communications
would have played in future military oper-
ations. Throughout the years, the Italian
company diversified its activities—to
include professional mobile radio, space,
avionics, command and control systems,
networks for terrestrial and naval applica-
tions and more—and expanded globally
to become a multinational company, that
generates roughly half of its revenues in
the international market. With regard
to India, Selex Communications started
its activities in the country’s military
market since the eighties, operating
through many of the companies (as Elmer,
Marconi, etc) which constitute the “roots”
of Selex Communications today.
SP’s: Give us a brief idea about the vari-
ous solutions offered to army, navy and
air force.
Grasso: Selex Communications’ offer
ranges from solutions for the improve-
ment of the soldiers’ capabilities on the
battlefield to secure communications
systems for the naval sector, which
include both the voice communications
component in HF and V/UHF frequen-
cies and the data and messaging compo-
nent. Moreover, our offer includes also
advanced Communications, Navigation
and Identification (CNI) solutions for both
fixed and rotary wing platforms. Applying
its proven and extensive expertise in the
avionic field, Selex Communications has
developed a family of state-of-the-art
next-generation Identification Friend-or-
Foe (IFF) systems, which are currently
operational and NATO certified, able to
Grasso: Nowadays, communication centric
solutions are a must in all modern Defence
‘Looking forward to a systems. Selex Communications is one of the
pioneers in this field, playing a leading role
in the digitalisation programme of the land
strong cooperation with forces (FORZA NEC) of the Italian Army,
which shall lead to a fully integrated solu-
tion for dismounted troop into the “Global
the Indian Industry’
Information Grid”.
SP’s: Finmeccanica Company
AgustaWestland will supply 12 VVIP heli-
Giancarlo Grasso, CEO of Selex copters to India. Are you also a part of the
programme? Any solutions you provide in
Communications, in conversation with SP’s relation to VVIP security?
Grasso: Yes we are part of the programme
Editor-in-Chief Jayant Baranwal elaborates providing radio communications for the
on the Indian Future Soldier programme and VVIP security.
the international opportunities being SP’s: Are you active in India and in which
programmes?
evaluated by the company Grasso: We are in India for more than
20 years. To mention the most important
programmes, Selex Communications
is the supplier of avionics systems like
Communications can offer scalable and mod- Doppler/GPS navigation systems and HF
ular solutions for communications and thus and V/UHF radios for many of the fixed
enable the modernisation of the army, being and rotary platforms manufactured in
at the same time, the preferred interface of the country. Moreover, in partnership
the customer. with HAL and BEL, we are supplying the
Indian Navy with advanced HF communi-
SP’s: What is the trend of defence moderni- cation systems for most of the platforms
sation in India? and ground stations. Today, we are col-
Grasso: I believe that the effects of the so- laborating with BEL for the supply of tac-
called globalisation are evident also in the tical deployable Tetra system (TETRATAC)
field of defence systems. In almost all coun- to the Army.
tries worldwide the basic concepts on which
the armed forces modernisation plans SP’s: What kind of scope do you foresee
leverage on are quite similar. Generally or anticipate in India for your business
speaking, the differences depend on either expansion?
provide robust and secure links to support the allocated budget or by the capability of Grasso: We aim at increasing our presence
military identification processes and data the local industries. From both the point of in India in strong cooperation with the local
transmission to centres on the ground. view, India seems to be very well positioned. industry, not only with HAL and BEL. Selex
Communications has a representative office
SP’s: With regard to Future Soldier SP’s: The Tactical Communication System in Delhi, to show our continuous attention to
programme, what solutions are Selex (TCS) programme has been finalised. BEL the country’s industry developments and to
Communications providing? Are these has bagged it. What involvement does Selex catch possible partnership opportunities.
under operation with the domestic Communications have in the programme?
(Italian) army and at any other army Do you have something more to offer as SP’s: Is 26 per cent Foreign Direct
across the globe? compared to what is available in India? Investment (FDI) fixed by the Indian gov-
Grasso: Selex Communications is the refer- Grasso: The Indian Tactical Communication ernment sufficient?
ence company for the architectural design, System is one of the most prominent defence Grasso: More than 25 per cent is the
integration of both the hardware and the programme available worldwide, therefore minimum to get a good role in order to
software components and implementation Selex Communications is paying special be really responsible of what goes on. Of
of the Italian Future Soldier programme attention to it. We are already partner of BEL course, a lot depends on the local indus-
(named as “Soldato Futuro” programme), for other important Indian Army and Indian try, but we look forward to an increase
leading an industrial team of Finmeccanica Navy’ programmes and we are also currently of our role with the per cent fixed by the
companies and other partners. The company dealing with BEL for some of the main com- Indian government.
also has specific implementation tasks in ponents of the TCS.
the Command & Control, Communications, SP’s: A debate has been going on in our
Computers, Information/Intelligence, SP’s: What kind of potential you antici- country whether the FDI should be 26
Surveillance, Targeting Acquisition and pate in India for communication centric per cent or 49 per cent. What do you have
Reconnaissance (C4ISTAR) area. A first pre- solutions? to say about it?
series batch of “Soldato Futuro” systems has Grasso: Establishing industrial relationships
been provided to the Italian Army for trials with the local industry is one of the most
and the programme will be fully operational effective tool in order to meet the customer’s
by the end of 2011. needs. In this context, it is important to
At an international level, Selex set up a percentage which guarantees the
Communications’ UK branch supplies dis- minorities in terms of rights an respect of the
mounted troop communications to UK armed roles. In some countries this percentage is 25
forces, designing and delivering the Vehicle per cent, in some others 53 per cent. I think
Integrated Personal Role Radio (VIPRR) sys- that increasing this limit in India would prob-
tem for installation in British Army Warrior, ably be more effective.
CVR (T), Saxon and other armoured vehicles.
Moreover, international opportunities for SP’s: You spoke about the Tactical
soldier modernisation programmes are cur- Communication System (TCS) programme.
rently being evaluated by the company. We How is the programme moving?
are in talks with five foreign countries. Grasso: Selex Communications is working
at the TCS programme for many years and
SP’s: Compared to others in the global today we look forward to entering into the
competition, what are the benefits of Selex real contractual phase. We believe that,
Communications’ Future Soldier pro- within the TCS, our radio, switches, radio
gramme? links and wide band communication for
Grasso: Started in the US and a few other military security can really meet the armed
western countries in the late Nineties with forces needs. We are the first in the world to
the goal of improving the soldiers’ capabili- provide these solutions.
ties, soldier modernisation programmes have
Photograph: www.selexgalileo.com
demonstrated that only firepower proves SP’s: I believe you have support from your
insufficient to achieve the mission. It has to government for programmes in India?
be complemented with communications, Grasso: Yes, we have. Our armed forces are
situational awareness and targeting tools, really in a very good relationship with their
that are the pillars of the battlefield intel- Indian counterpart and there are many
ligence and the enabling technologies for the agreements, initiatives and operational
so-called “information superiority”. Selex The Italian Future Soldier needs in common to both the countries. SP
2/2010 SP’S LAND FORCES 17
 Publisher and Editor-in-Chief
News i n B r i e f Jayant Baranwal
Editor
Lt General (Retd) V.K. Kapoor
Executive Editor
US to test improved Rolls-Royce and L&T join test in April to demonstrate its capability Subir Ghosh
sniper rifle hands at a minimum range of 500m. Assistant Editor
Arundhati Das
■ Senior Technical Group Editor
Lt General (Retd) Naresh Chand
British Army Lynx helicopters Contributing Editor
for upgradation Air Marshal (Retd) V.K. Bhatia
Photograph: www.army.mil

AgustaWestland will upgrade the British Consulting Editor

Vishal Thapar
Army’s remaining Lynx AH9 utility heli-
Copy Editor
copters to the improved AH9A configura- Sucheta Das Mohapatra

Photograph: Rolls-Royce
tion, following Ministry of Defence (MoD) Special Correspondent
approval to extend the upgrade to 22 air- Ruchika Chawla
craft. British Army Aviation School training Assistant Correspondent
The US Army will test an improved version regiment commanding officer Lieutenant Abhay Singh Thapa
of the M-24 sniper rifle when the candidate Colonel David Meyer said there had been a Sub-Editor
Bipasha Roy
weapons for the programme are unveiled Larsen & Toubro Limited (L&T) and Rolls- recent endorsement for all 22 AH9s to be
Assistant Photo Editor
later this month. Soldier Weapons project Royce have signed a Memorandum of upgraded, and for the out-of-service date Abhishek Singh
manager Colonel Douglas A, Tamilio said Understanding to address the projected to be extended to 2016. AgustaWestland Contributors
that the industry was challenged to improve need for light water reactors (LWR) in said the AH9A follow-on contract was India
the M-24 sniper rifle to make it more accu- India and internationally. LWR technol- likely to be signed this month, according General (Retd) V.P. Malik, Lt General (Retd)
Vijay Oberoi, Lt General (Retd) R.S. Nagra,
rate and more adjustable to the soldiers’ ogy is in use in over sixty per cent of civil to flightglobal.com. Equipped with more Lt General (Retd) S.R.R. Aiyengar, Air Marshal
needs. Four industry competitors are expect- nuclear power plants operating world- powerful Honeywel/Rolls-Royce engines, (Retd) Vinod Patney, Major General (Retd)
ed to supply their improved M-24 candidates wide. The two companies have agreed to hybrid analogue/digital cockpits and secure Ashok Mehta, Major General (Retd) G.K.
Nischol, Brigadier (Retd) Gurmeet Kanwal,
by March 11. The improved version of the collaborate on areas including nuclear communications equipment, the upgraded Brigadier (Retd) S. Mishra, Rohit Sharma
rifle will have an adjustable stock, adjustable instrumentation and controls, engineered model will be capable of operating in high Europe
cheek welds as well as 5-10 round external products and systems, reactor compo- temperatures expected when the fleet is Andrew Brookes (UK)
magazines. Following the tests, the army will nents, engineering services, in-service deployed to Afghanistan. USA & Canada
choose a producer in mid 2010, with a view reactor support and waste management. Lon Nordeen (USA)
to deploy the improved M-24 to army snipers The cooperation with L&T for instrumen- ■ Anil R. Pustam (West Indies)
South Africa
later in the year. tation and controls will form the first Helmoed R. Heitman
operational phase of this relationship New Lakota helicopter to be Chairman & Managing Director
■ to bridge the gap in the existing supply sent to Germany Jayant Baranwal
chain in support of India’s ambitious new Admin & Coordination
build programme. Bharti Sharma, Survi Massey
S h o w Calendar Senior Art Director

26 April – 28 April
■ Anoop Kamath
Photograph: www.eads.com

Design
Military Helicopter 2010 Layout Designs: Vimlesh Kumar Yadav,
MineWolf mine-clearance Sonu Singh Bisht
The Waldorf Hilton Hotel, London, UK machine Sales & Marketing
www.helicopter-conference.com Director Sales & Marketing: Neetu Dhulia
27 April – 28 April Head Vertical Sales: Rajeev Chugh
Sales Manager: Rajiv Ranjan
Military Satellites Summit 2010
SP’s Website
Sheraton Premiere at Tysons Corner, The US Army has received a UH-72A Sr. Web Developer: Shailendra P. Ashish
Vienna, VA Lakota light utility helicopter from EADS Web Developer: Ugrashen Vishwakarma
www.militarysatellitessummit.com North America at American Eurocopter’s Published bimonthly by Jayant Baranwal
Photograph: www.minewolf.com

production facility in Columbus, Mississippi. on behalf of SP Guide Publications Pvt

28 April – 30 April Ltd. All rights reserved. No part of this
Global Security India 2010 The helicopter will be deployed to Germany publication may be reproduced, stored in a
The Ashok Hotel Convention Centre, as part of the US Army’s Joint Multinational retrieval system, or transmitted in any form
Readiness Centre (JMRC). The Lakotas will or by any means, photocopying, recording,
New Delhi, India electronic, or otherwise without the prior
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ments at the Joint Multinational Training Printed in India
5 May – 7 May Command in Germany, and will carry equip- by Kala Jyothi Process Pvt Ltd
IDEB 2010 International MineWolf is a robust mine-clearance ment including a multiple integrated laser © SP Guide Publications, 2010
Defence Exhibition machine developed by Swiss-based engagement system, a smart on-board data Annual Subscription
Bratislava/Slovak Republic mechanical demining technology and interface module and an electronic data Inland: Rs. 600 • Overseas: US$180
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SOFEX 2010: Special Operations and cutters, which can uplift trees from the Pacific Ocean’s Kwajalein Atoll. The US
For Advertising Details, Contact:
Forces Exhibition And Conference about 6in, enabling demining in mine- plans to acquire a total of 345 Lakotas by guidepub@vsnl.com
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www.sofexjordan.com can clear anti-tank (AT) mines and anti- ordered so far, including five H-72A versions rajeev.chugh@spguidepublications.com
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11 May – 12 May age clearance performance ranging from SP GUIDE PUBLICATIONS PVT LTD
Electronic Warfare 2010 POSTAL ADDRESS
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15,000m2/day to 25,000m2/day. The de- ■ Post Box No 2525, New Delhi 110 005, India
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A pp oi n tm e nt s Tel: +91(11) 24644693, 24644763, 24620130
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ITEC 2010 ■ • Chief of Air Staff Air Chief Marshal Regd Office
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www.itec.co.uk Indian Army to induct Nag Chiefs of Staff Committee (COSC) from Email: guidepub@vsnl.com

18 May – 21 May missile the outgoing COAS, General Deepak Representative Offices
BANGALORE, INDIA
The Indian Army will induct the indige- Kapoor on March 31, 2010.
Soldier Technology 2010 Air Marshal (Retd) B.K. Pandey
Olympia Conference Centre, London nously developed Nag missile in May after • General Vijay Kumar Singh took over 534, Jal Vayu Vihar, Kammanhalli Main Rd,
completing the final round of trials in as the Chief of the Army Staff with Bangalore 560043, India.
www.wbresearch.com/soldiertechnologyeurope Tel: +91 (80) 23682534
Rajasthan. The Nag, an anti-tank guided effect from March 31, 2010. He suc-
26 May – 29 May MOSCOW, RUSSIA
missile (ATGM) developed by the Defence ceeds General Deepak Kapoor as the LAGUK Co., Ltd, Yuri Laskin
HEMUS 2010: International R&D Laboratory (DRDL), Hyderabad, will 24th Chief of the Indian Army. Krasnokholmskaya, Nab.,
Defense Equipment Exhibition be deployed in the army’s reconnaissance • Lt Gen Bikram Singh has assumed the 11/15, app. 132, Moscow 115172, Russia.
Plovdiv/Bulgaria Tel: +7 (495) 911 2762,
and support battalions, mechanised units appointment of GOC-in-C of Eastern Fax: +7 (495) 912 1260
www.hemusbg.org that locate and destroy enemy tanks, Command with effect from March 31, www.spguidepublications.com
8 June-13 June according to business-standard.com. 2010. www.spslandforces.net
ILA Berlin Air Show 2010 The Indian Army has spent Rs 335 crore • Inderjit Sial has been appointed as RNI Number: DELENG/2008/25818
Berlin-Schoenefeld Airport ($73.8m) on 443 Nag missiles, which the Country Head of Saab International
www.ila-berlin.com will be manufactured at the public sector India AB. Sial takes on this position
Bharat Dynamics Limited. During the test from Jan Widerstrom, who will be mov-
14 June – 18 June
trials conducted last year, six Nag missiles ing on to the role of Head-Asia Pacific
EUROSATORY 2010
were fired at tanks 3km-4km away and Region, Saab AB. Inderjit has been with
Paris Saab since 2007.
each of them hit their target accurately.
www.eurosatory.com
The Nag is scheduled to undergo another

2/2010 SP’S LAND FORCES 19

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