All posts by webadmin

The move to tax disability pensions awarded to superannuated soldiers upset serving and retired members of the armed forces, who pointed to veterans like Major General Ian Cardozo, who, during the 1971 war, amputated his own leg to prevent the setting of gangrene

The Army’s reaction was also set out in an unsigned letter, shared on social media by Nirmala Sitharamam

NEW DELHI: 

The Indian Army today endorsed the government’s decision to tax pensions given to personnel superannuated from the service.The government, however, said it will not tax pensions paid to soldiers who suffered disabling injuries in the line of duty. In a series of messages posted on social media, the Army criticised “personnel seeking disability, even for lifestyle diseases” for tax-exemption purposes and said it highlighted a worrying trend in the face of “security challenges to the nation”

The Army’s reaction was also set out in an unsigned letter, shared on social media by Finance Minister Nirmala Sitharamam, in which it said “some veterans feel that the courage and valour displayed by soldiers wounded in battle should be compensated for by mere financial remuneration”.

“Over the years broad-banding and compensation awarded for disability with income tax exemption, have led to a rise in personnel seeking disability, even for lifestyle diseases. The trend is worrisome and that too when the security challenges to the nation are on the rise,” the Army said in a tweet.

However, the Army, in its letter, reminded its veterans that “Maj. Gen. Ian Cardozo (Retd), #IndianArmy is a highly respected gallant soldier of 1971 war whose deeds exemplify true ethos of soldiering. As a living legend he has never let disability come between profession & military rigours.”

“… remuneration alone cannot compensate for disabilities. The service must continue to provide them necessary support through their career in the Army and post their superannuation. This aspect is being exploited by unscrupulous personnel who have gained from disability benefits provided by the government to disabled soldiers,” the letter continued.

In a circular issued on June 24, the Central Board of Direct Taxes said pensions drawn by personnel who retired under normal circumstances would be taxed. It also clarified that disability pensions, which are additional payments, measured by rank, made to personnel who suffer disabling injuries in the line of duty, would remain tax free.

The centre has been criticised for its decision to tax disability pensions, with Congress leader Adhir Ranjan Chowdhury raising the issue in the Lok Sabha last week.

As soon as Mr Chowdhury raised the issue, Congress members rushed the well and raised slogans like “Sena ko nayay do‘ (give justice to Army)” and ”sena ke naam pe vote mangana band karo‘ (stop asking votes in the name of Army)”.

In response, Defence Minister Rajnath Singh said, “I will look into the issue. The ministry is gathering information and will get back with details to the House.”

Vijay Mohan

Tribune News Service

Chandigarh, June 30

Even as the process to re-equip soldiers with a new contemporary assault rifle drags on, the Army is moving to modify the AK-47 rifles in its inventory with new accessories to meet its emerging operational requirements.

A process has been initiated for acquiring “weapon speciality kits” that includes items like tactical flashlight, fiber reinforced pistol grip, swing swivel attachment, polymer rails, rubberised pistol fore front grip, cheek rest, pointing grip, extendable butt stock and side mount that can be attached to the rifle in the field as and when required.

“Due to change in scenario and change in tactics being adopted by terrorists, there is a need to modify the AK-47 with arrangements to mount night sight, holographic sight, flash light and laser beam for early engagement of targets and to increase operational efficiency of troops,” states a request for information (RFI) floated by the Amy this week.

While the indigenous INSAS rifle is the Army’s standard weapon, units deployed for counter-terrorism or other specialist tasks are equipped with different versions of the AK-47 for providing greater fire power that is needed for such operations. The Army wants to replace the INSAS which has not only become obsolete but is also prone to glitches.

The weapon speciality kit comprises parts which can replace the existing parts of Rifle AK-47, thereby enhancing the utility of the weapon and at the same time make the firer comfortable and increase the chances of align engagement, the RFI adds.

The items will not require any tool to fix on to the rifle and the exercise can be undertaken in field conditions during operations without the need to refer to a workshop or a skilled technician.

The Army’s desire to procure new assault rifles has been bogged down for years due to financial constraints and red tape, with some reports indicating that only the infantry and some other arms will get new rifles. In February, a deal was signed to procure 72,400 Swiss SIG-716 assault rifles. A deal with Russia is also in the works to procure 6,50,000 Kalashnikov AK-103/203 assault rifles.

Enhancing utility

A process has been initiated for acquiring ‘weapon speciality kits’ that includes items like tactical flashlight, fiber reinforced pistol grip, swing swivel attachment, polymer rails, rubberised pistol fore front grip, cheek rest, pointing grip, extendable butt stock and side mount that can be attached to the rifle in the field as and when required

The onus is on the Army to continue with the practice of swift and stern action against dereliction of duty or negligence which is a risk to security and lives. Any dilution or compromise on such action will only give a handle to the government to intervene in military matters.

Maj Gen Amrit Pal Singh (Retd)
Military commentator

MILITARY command and its intangibles/variables are starkly different from heading a government department or an office. The recent reports of the government having communicated its recommendation to the Army regarding action to be taken against the senior leadership in command of the Uri brigade, Sunjuwan miltary base and the Nagrota Cantonment are glaring in their inability to recognise this basic difference. The government’s recommendation suggests that the commanders put in their resignation papers and retire prematurely. Thirty-six soldiers were martyred in the three attacks — Uri and Nagrota (2016) and the Sunjuwan base (2017).

The Army conducts internal inquiries and after-action reports are made to analyse all incidents such as IED attacks on convoys and counter-terror operations in the hinterland. In all cases, lapses are identified, lessons drawn out and standard operating procedures suitably modified at all levels from the battalion to divisional and higher to improve defensive and offensive aspects of operations. These lessons are imparted to battalions inducting into the disturbed areas in the battle schools where troops and commanders are trained. The lapses also reveal individual or collective failures; strict action, either disciplinary or administrative, is initiated against those responsible. Lapses could be of omission or commission and both are considered for award of corrective and exemplary punishment. The armed forces are arguably the swiftest and surest in the initiation of inquiries and the meting out of punishment which have sometimes resulted in cashiering and discharge from service.

Command of troops and combat decisions are unique. The forces take ‘command responsibility’ very seriously as command of troops is a sacrosanct duty, the dereliction of which invites strict and swift action. The fact that a wrong command or directive can lead to the loss of life and limb is ingrained in the training and grooming of young officers and JCOs right from their commissioning. It is also well known that the services have a steep pyramidical structure and officers rise to higher ranks by selection and merit which always factor in the command potential and failings of the officers at each level of promotion. Command reports of officers and JCOs are of two types — command in peace stations and ‘field’ areas. Command in field areas, where there is direct contact with the enemy or terrorist actions, is given more weightage and there is focus on moral and physical courage along with tactical and operational acumen. Unlike the other central services where officers get promoted as a batch, here, the failings and recorded field reports are given primacy so that no act of command failure or lack of courage — both moral and physical — goes unnoticed.

Earlier this year, the Cabinet secretariat and the Central Vigilance Commission had reportedly initiated identification in various departments of corrupt, non-performing officers and those with questionable integrity for compulsory retirement. In the case of the bureaucrats who were fired in mid-June, there have been grievous and repeated cases against them; the sacking has evoked a seemingly positive response from bureaucrats in general. There seems to be a tilt of the bureaucrats towards culling unproductive and corrupt members of their flock rather than accept lateral entries who, they argue, could also fall prey to corruption and inefficiency. The armed forces, on the other hand, have a continuous weeding-out process in their selection of higher commanders. Corruption and lack of leadership qualities top the list of the ‘reject criteria’. The selection process is different and so are the service conditions. In such a situation, the same yardsticks must not apply to military commanders.

The Pakistani establishment, and the Pakistani army in particular, is focused on using border action teams of special troops, sometimes with a mix of terrorists, to attack posts and bases along the Line of Control (LoC). Many such attacks are thwarted with heavy loss to the enemy but these don’t make the news. In areas where enemy and terrorist actions are imminent, there are multiple layers of command that come into play in a single action. The firefight starts at the machine gun-post or sentry-post level and quickly escalates to the company commander and base commander levels. Various detachments swing into action and there is urgency to seal the breach even in the face of lack of information which sometimes leads to casualties. In attacks that happen at nighttime and during the wee hours, troops are resting in the barracks while sentries man the perimeter posts. Detachments are also returning from night patrols and ambushes at the same time. There are elaborate procedures to identify friend or foe, but the chances of terrorists sneaking in dressed in similar uniform are very high, especially if a distraction has been created just before the incursion. All posts and bases have well-set drills which the commanders review and change frequently to avoid the enemy from using deceit and new tactics. 

The corrective actions taken by the internal systems of the armed forces have been applied. In some cases, commanders have been removed from command, which in itself is the biggest humiliation a commander can face. The implementation of the government’s recommendation will tantamount to double jeopardy as corrective disciplinary and administrative actions have already been taken. The reports suggest that earlier too the government had attempted action against commanders. However, the military has resisted these attempts in the interests of operational effectiveness. Let’s hope that the system takes cognisance of the peculiar and operational differences of military command in counter-terror and conventional operations from that of a case of corruption, inefficiency or departmental failure. Equally, the onus is also on the Army to continue with the practice of swift and stern action against dereliction of duty or negligence which is a risk to security and lives. Any dilution or compromise on such action will only give a handle to the government to intervene in military matters.

Tribune News Service

Jammu, June 21

Gen Bipin Rawat, Chief of Army Staff, accompanied by Northern Command chief Lt Gen Ranbir Singh, visited troops on the Line of Control (LoC) to review the prevailing situation and operational readiness of the units of the White Knight Corps.

The Army Chief was briefed and updated by Lt Gen Paramjit Singh, General Officer Commanding, White Knight Corps, and ground commanders. He reviewed the mission readiness of units, response mechanism to ceasefire violations, measures adopted to deal with Pakistan proxies, counter-infiltration posture and preparation to deal with violent actions on the LoC.

In addition, the Army Chief was also briefed on the strategy to deal with inimical elements who are attempting to revive terrorism south of Pir Panjal, misguiding youth and attempts to radicalise the innocent youth.

Interacting with soldiers deployed on the LoC and for counter-terrorism operations, General Rawat commended them for their unwavering dedication to duty, selfless devotion and high standard of professionalism.

He was appreciative of the measures and standard operating procedures instituted by the units to ensure secure environment, synergy with the civil administration, and mission readiness.

Conveying his satisfaction on the state of operational readiness, he assured material and moral support for enhancing the Army’s capabilities.

He exhorted all ranks on the need to remain vigilant to counter the nefarious designs of the enemy and anti-national elements.

During the visit to the forward areas, he rewarded the soldiers for gallant actions on the LoC.

For too long, lip service has been paid to the modernisation of the forces. Maritime security has been particularly neglected. The immediate replacement of obsolete/obsolescent weapons and equipment must be addressed by Rajnath to ensure qualitative upgrade of combat capabilities for tomorrow’s battlefields.

Gurmeet Kanwal
Former Director, Centre for Land Warfare Studies, New Delhi

Rajnath Singh has taken over as the Defence Minister at a time of strategic uncertainty and growing regional instability. The country faces multifarious threats and challenges in both conventional and sub-conventional fields of conflict. Besides, non-traditional vulnerabilities to contend with such as cyber war and defence of assets in outer space are emerging on the horizon.

While the resolution of the longstanding territorial disputes with China and Pakistan and the latter’s proxy war as well as internal security issues will doubtlessly engage his attention, defence preparedness and higher defence management must be given an equally high priority.

First, the minister must address what a former Army Chief, Gen VK Singh, had termed as ‘critical hollowness’ in defence preparedness: insufficient units in some fighting formations (according to authorised scales), large-scale ammunition deficiencies and inordinate equipment shortages.

For too long, lip service has been paid to the modernisation of the forces. Maritime security has been particularly neglected. The immediate replacement of obsolete/obsolescent weapons and equipment must be addressed to ensure qualitative upgrade of combat capabilities for tomorrow’s battlefields.

Better combat capabilities require more funds than being provided presently. The current defence budget, pegged at less than 1.5 per cent of the projected GDP, is grossly inadequate to support the modernisation of the forces. The ratio of revenue to capital expenditure, which is approximately 60:40 (for the Army, it is 80:20) shows that the bulk of defence expenditure goes towards salaries, rations, ammunition, transport and other day-to-day necessities. The capital budget is utilised mainly to service committed liabilities (previously purchased weapons system being paid for in annual instalments), leaving little or no funds for new acquisitions for modernisation.

India has the lowest per capita defence expenditure among major powers and a very low citizens-to-soldier ratio. Successive Parliamentary Standing Committees for Defence have recommended that the ratio of defence expenditure be raised to 3 per cent of the GDP.  To begin with, it must be raised to at least 2 per cent in the current year.

Five-year Defence Plans are not being given the committed budgetary support, which leads to notional planning. A rolling, non-lapsable defence modernisation fund, linked with the Consolidated Fund of India, is needed. The NDA government had instituted such a fund in the interim budget of 2004-05, but the proposal did not find favour with the UPA government that followed.

Long-term defence planning is being neglected and is marked by haphazard single-Service growth. Defence planning is the responsibility of the National Security Council, which seldom meets. The Defence Minister should consider recommending the formation of a national security commission. The commission should formulate India’s national security strategy, after conducting a long overdue strategic defence review.

Defence reforms are urgently needed. A Chief of Defence Staff (CDS)/ permanent Chairman COSC should be appointed. This step should be followed a few years later by reorganising single-Service commands into integrated theatre commands for better synergy in joint operations. Tri-Service aerospace, cyber, special forces and integrated logistics commands are necessary to meet emerging challenges.

For a better civil-military interface, it is necessary to undertake a comprehensive integration of the Ministry of Defence and the armed forces HQ; it is nominal at present. To ensure rapid indigenisation of defence production in line with the Prime Minister’s call to ‘Make in India’, the minister must expeditiously review the defence procurement procedures so as to streamline them and eliminate the remaining red tape.

A holistic review of the functioning of the Defence Research and Development Organisation (DRDO) is called for so that the private sector and universities are usefully involved in research and development. Similarly, the privatisation of most of the ordnance factories and the defence PSUs has been discussed for long but not implemented. Besides improving functional efficiency, such an exercise will result in considerable savings.

Analysts have commented that India lacks a strategic culture. The minister must involve himself in the raising of strategic consciousness in the country. The establishment of the National Defence University has been long delayed and must be taken up immediately. The Institute for Defence Studies and Analyses (IDSA) and the think tanks established by the armed forces — CLAWS, NMF, CAPS, and CENJOWS —must be given greater encouragement and funding support. Their analyses and recommendations should be given due weightage in decision-making.

The softer issues affecting the morale of the armed forces must not be neglected. While the National War Memorial has at last been constructed to honour personnel who made the supreme sacrifice in the service of the nation, the issue concerning the pay and allowances and the welfare of serving soldiers as well as veterans continues to be ignored. The anomalies of the Sixth and Seventh Pay Commissions are yet to be resolved. The shortage of ‘married accommodation’ in peace stations is excessively high. The MoD continues to indulge in excessive litigation against soldiers.

In fact, the present state of civil-military relations is far from healthy. Distrust does not result in smooth functioning. Armed forces personnel are desirous of the restoration of their post-Independence status vis-à-vis civilian employees. While that may not now be possible, an acceptable solution can be found.

Defence Minister Rajnath Singh has a great deal on his plate. Not all the issues listed above can possibly be resolved satisfactorily in one five-year tenure. Surely, the new minister will prioritise wisely, decide quickly and implement his decisions resolutely.

Karamjeet Singh. Tribune photo

Tribune News Service
Srinagar, June 7

A paratrooper of the 23 Para regiment, posted at Muchpora in Kellar area of south Kashmir’s Shopian district, allegedly committed suicide using his service rifle while he was on duty on Friday.

The slain solider has been identified as Karamjeet Singh from Hafizabad village near Chamkaur Sahib.

A police official from Shopian district confirmed that Singh was killed.

“We have registered a case and investigation in this regard has been taken up,” the police official said.

An Army officer in Srinagar, however, said the paratrooper died in an accidental fire when his services rifle went off.

Hyderabad: As many as 18 military officers at the ‘Colonel’ rank have refused to undergo the prestigious Higher Command Course (HC) and the Higher Defence Management Course (HMDC) despite being selected on the basis of their performance as commanders and their 18 years’ service in the Indian Army.

The coveted HDMC is held in Secunderabad, while the HC is conducted in Mhow (Dr Ambedkar Nagar, Indore). These courses are undertaken by Colonels prior to being promoted to the Brigadier rank but do not guarantee the promotion. So far, 18 officers have expressed their unwillingness to participate in the courses, which means that they don’t desire to be promoted. Alarmingly, the number of officers opting out of the programmes this year happens to be the highest in over a decade.It has been independently learnt that of the 18 Colonels, two belong to the Army Air Defence (AD) while two belong to The Corps of Electronics and Mechanical Engineers.

The HC and HDMC are both 11-month-long courses during which, officers are exposed to warfare simulation, the latest technology, and more. However, after the completion of the course, officers have to sign a 5-year bond with the Indian Army, thereby committing to serving the forces until the completion of the bond period.

Additionally, after completion of the course, officers are posted in the forward lines, otherwise known as ‘high-pressure appointments’, which demand tremendous amounts of time and dedication. Several officers have been reported to be suffering from health issues following these appointments.

“The reason for this could be the elimination of the ‘structured marking system’ in 2017. As per the policy, the HC and HMDC assessments involved the addition of certain points for the promotion of officials to the Brigadier rank. However, the system was scrapped in 2017. And 178 officers apply for the 150 vacant Brigadier positions every year, which implies that promotion isn’t guaranteed,” said an officer on the condition of anonymity.

A highly placed source told the Deccan Chronicle, “Why should one want to put their effort and achievements to waste when the Armed Forces are constantly being demeaned by the ever conspiring ‘babus’ of the Ministry of Defence? It wouldn’t be very surprising if the mid-level officers chose a well-paying corporate job instead.”

It may be further noted that a high number of Colonels seek retirement after 20-21 years of service. “Most such officers are between 43 and 47 years of age and while some choose to stay, a large number retires. Promotion from the rank of a Major to the Lt Colonel rank is rather rapid, so pretty much everyone makes it to the Lt Colonel rank. However, promotions upward of the Lt Colonel rank are a challenging affair. Many miss out on the promotion board. Some choose to retire and seek opportunities in the outside world. With the high growth in the economy and the rising demand for highly qualified officers, many opt to take up corporate jobs.

In addition to the above, there could be several other personal reasons for officers seeking premature release after the completion of 20 years of service.

Manoj Joshi
Distinguished Fellow, Observer Research Foundation

The Chinese Belt and Road Initiative (BRI) was announced by President Xi Jinping at a function in Kazakhstan in 2013. It began as a Chinese national project, funded with Chinese money to serve Chinese national goals. Six years down the line, it is mutating and imposing a Chinese-designed layer on to the existing pattern of globalisation.

It has taken aboard criticism that its projects were creating debt traps to make countries vulnerable to Chinese geopolitical designs. Last week the second Belt and Road Forum (BRF) for International Cooperation was held in Beijing, providing us an outpouring of speeches, opinion pieces and research. It  was as much a stock-taking exercise as the platform to announce the new directions to what is now a set Chinese policy that  will impact the world in the coming decades.

These new directions have been shaped by the criticism of the BRI in India and other western countries, as well as the issues raised in the ongoing trade and technology war, where the US has charged Beijing with denying western companies market access, subsidising the activities of its state-owned enterprises abroad, compelling companies to make forced technology transfers and using opaque policies in issuing tenders and so on.

In his speech inaugurating the BRI Forum, President Xi signalled that China was willing to adjust its policies and shape a BRI which would emphasise international collaboration, transparency, high-quality products, procedures and processes, enhance market access, and promote imports of goods from developed and developing countries.

It must be noted, to start with, that the criticism of BRI has been somewhat over-the-top. Take for example the notion of that it encourages ‘debt traps’. For India this has been a major issue because of the manner in which the Sri Lankan port of Hambantota slid into the hands of a Chinese company under a 99-year lease. In an article in the New York Times last week, Deborah Brautigam of Johns Hopkins University noted that specialists studying the subject have found ‘scant evidence’ that Chinese banks were lending to projects that had little prospect of profit for the sake of gaining strategic advantage for China. Looking at the data of two major US institutions studying the subject, she concluded that ‘the risks of BRI are often overstated or mischaracterised’. In both Latin America and Africa, fears that China ‘was deliberately preying on countries in need are unfounded’.

Even so, Beijing has moved to address these issues relating to the

$440 billion worth of loans it has so far provided for BRI projects. At a meeting of finance professionals at the second BRF, Yi Gang, China’s Central Bank Governor, acknowledged the need for China to address the issue of the countries to service their borrowings at the time they were given the loans. At the same meeting, Li Kun, finance minister of China, said his country would develop a ‘debt sustainability analysis framework’ which will use World Bank and IMF methodology as well to ensure that risks from debts did not go out of control. Both these measures have won praise from Christine Lagarde, IMF Managing Director, who was present at the meeting.

The new financing criteria are also designed to attract foreign investment partners in the BRI financing. Western firms have always sensed the opportunities that the BRI would present. Their problem was that they were more or less frozen out of the action by the Chinese who tilted the playing field against them. However, and this is to the credit of President Trump, those walls are now crumbling and the Chinese are understanding that it may actually be advantageous for them to have others share risks as well as the gains.

Another major development in the BRI has been the evolution of the ‘third party’ cooperation model aimed at promoting shared development and spreading China’s risks. The origin of this model lies in the political decision of Japan to cooperate with BRI in practice, if not in name. As part of this, the two countries agreed in 2018 to jointly execute 50 infrastructural projects across Asia. This would combine China’s financial support and production capacity, with Japan’s rich overseas experience, advanced technology and risk management mechanisms. The UK has also expressed interest in getting involved in such projects. Both London and Tokyo figure that BRI is going to be around for a while and to oppose it is to deny their own companies the opportunity for profit. In the coming period, as the Chinese make their policy more open and market- friendly, other private players are also likely to jump in.

Chinese-led globalisation is a fact of life. BRI has already created facts on ground—rail lines, highways, ports and pipelines—which cannot be denied, leave alone reversed. Now, facing economic and political headwinds from the US and Europe, China is readjusting its policy. A great deal depends on the sincerity with which it can implement the changes it has spoken about.

Notwithstanding everything, BRI remains a Chinese-led project aimed at securing Chinese goals. They are not in it for altruistic purposes, but to enhance their own economic and political standing in the world. That is what all countries would do if they were in China’s position.

But where BRI v1.0 provided a vision of a stark approach aimed at maximising China’s advantage, v 2.0 indicates that Beijing has understood that it cannot be a zero-sum game and that if it wants its boat to rise in the harbour, it has to ensure that the other boats, too, do the same.

The writer was recently in Beijing to atten