Monday, December 31, 2007

Indomitable Spirit of a Brave Soldier


Two weeks ago, I was invited to participate in the Founder's Day Celebrations of Peevees Public School at Nilambur, near Calicut in Kerala. I took that opportunity to go and look up my friend Brig PT Gangadharan who lives in Calicut and has been sending some very lovely pictures and quips which I have been forwarding them to my friends.

What I saw there, touched my heart. Gangadharan was commissioned in the Brigade of the Guards in 1971 and when he was commanding a Brigade in the valley, he was shot at by insurgents in Mar 2000. In the gun battle which ensued, he slipped and fell into a deep ravine. The fall damaged his spine and he is now paralyzed below his chest. Despite his near total disability, he is neither bitter nor helpless. He has learnt to use the computer and keeps himself occupied, picking up some of the nicest pieces from the Internet. With literally no support from any one, he sends his selection to more than 300 friends. The list is growing.

As one sits with him and his wife, one is filled with admiration for the indomitable spirit of this brave soldier. His motto in life is

"NEVER LOOK DOWN ON ANY ONE EXCEPT TO HELP HIM"

Wishing you all the very best for the New Year!

Maj Gen Surjit Singh
----------------------------------------------------------------------------------

Brig Ganga writes

1. Thank you for placing my details in Signals blog.
2. It is kind of Gen Surjit to have taken the pains to visit me at Calicut and thereafter sending the letter. I am not a hero as you say but an ordinary soldier. There is a little factual error in the case. I was commanding a Brigade on the LoC and therefore the firing was from across the border, in the form of speculative fire, prevalent in border locations. My injury is as result of a fall for over 200 meters.
3. Thank you once again for placing my details in the Signal blog.

With best wishes and regards,
PT Gangadharan
Brig (Retd)
Date: 01 Jan 2008

ECHS- Constraints

Lt Gen Harbhajan Singh, PVSM (Retired), Former SO-in-C, met Maj Gen RK Kalra, the MD of ECHS, at the beginning of this month and informed him of certain problems being faced by retired Defence Personnel. In turn Gen Kalra explained what all is being done by HQ ECHS to improve the services. But being a Govt setup, the bureaucratic hassles have to be overcome by them (as we have faced in Delhi during our tenures).

Gen Harbhajan Singh further informed Gen Kalra about the 'Report My Signal - Blog' setup at website http://reportmysignal.blogspot.com/
In view of lack of a forum for proper interaction between retired Defence personnel and ECHS, Gen Harbhajan suggested to Gen Kalra that retired Defence personnel could put up their suggestions on the Blog, which Gen Kalra or one of his officers could periodically check and take necessary action where feasible. General Kalra agreed to the suggestion.

Therefore, it is suggested to members that as and when you wish to put up a suggestion regarding ECHS, please send your suggestion to -
'Report My Signal - Blog' setup at website http://reportmysignal.blogspot.com/

The link for sending your email to The Blog is given at the Blog itself, under Heading - "Sharing",

OR you can directly use the email ID - reportmysignalblogspot@gmail.com for sending your suggestion.

You would appreciate that it would depend on ECHS officers whether to visit the Blog and read your suggestions or not; and whether piecemeal suggestion can bring out the desired results? All the same let us make efforts and hope for the best.

CS Kamboj
Brig (Retd)

ECHS- Feedback

Dear friends,

Ex-Servicemen Contributory Health Scheme (ECHS) was launched with effect from 01 Apr 2003. The aim of the Scheme is to provide quality medicare to its members and their authorised dependents through 227 ECHS Polyclinics and a network of service and empanelled hospitals and diagnostic centres. The Scheme is fully financed by the Government.

There is a network of 227 polyclinics, ie, 106 Military and 121 Non Military Stations Polyclinics, based on density of ESM in various regions.

With the ECHS now functional for nearly five years, it is disheartening to hear criticism of the scheme.

There are numerous reasons for lack of popularity of the scheme. However instead of analyzing reasons, what is necessary, now, is to collect objective feedback and try to convince the authorities to carry out introspection with an open mind, and bring about improvements.

Having retired only in Dec 2006, I have very little experience of ECHS so far. However since some friends (coursemates in particular) have asked me to project a case, may I request you for your feedback. If you can collect feedback from your colleagues and forward it, you would contribute immensely to the cause.

Feedback is requested covering the aspects given below: -

Personal particulars .
Service No, Rank, Name.
Arm/Service/Regt/Branch.
Date of retirement/ leaving service.
ECHS Membership No.
Postal Address.
Email ID.
Phone/Mobile No.
Any other detail you wish to give.

Any comment regarding the org at the Army HQ (old name), Comd HQ, Stn levels.

Adequacy of staff vis a vis requirement. No of doctors and No of exservicemen dependent on the clinic. Is there a need to tailor the org of clinics based on requirements?

Competence and attitude of the staff.

Is there a need for more specialists, even on part time basis, once or twice a week?

Difficulties experienced in dealing with affiliated hospitals, and diagnostic centres.

Procedures followed by ECHS to prevent fraud or misuse. How justified and whether it is too bureaucratic. Any examples.

Any info on the finances of ECHS. Reasons for non clearance of bills of hosp, if known. Any avoidable expenditure in the clinics. Use of ECHS ambulances, if any (are they used for patients?).

Feedback systems in place. Attitude of different authorities.
Are you aware of any actions taken by any ex servicemen orgs or individuals, in this regard, so far? If anyone else is working on this please let me know.

Comment on the overall ambience. Is there place for patients to wait or do they wait in verandas and corridors? Parking space adequate? For how many vehs should it cater? This would depend on No of patients expected and time spent in clinics.

Your recommendations to make it an ideal org.

I intend using only authentic feedback with names and dates.

If some other issues arise on receipt of feedback I intend asking for more data to support such issues.

I will need data of as many stations as possible. I recommend special efforts to collect this data, to include interaction with pers in the clinics, and with the stn cdrs. Aim is to improve the system and not point out individual faults. The stn cdrs may be assured of the same, in case you interact.

May I take the liberty of reminding you that medical requirements will only increase with age. So efforts to collect feedback and attempts to bring about improvements are our investments for a better future. Feedback collected from senior colleagues will be most useful.

During visits to the ECHS or with your Regt affiliation could you please collect feedback from JCOs and OR, with their particulars.

Early action is requested. Comments should be sent on email ID echsfeedback@gmail.com

Even if our success is limited, we would have collected some data and made some progress which could be used in subsequent cases.

For those who do not know me, I would like to make it clear that I am no authority on the subject, and there are scores of senior offrs who would handle the case better. I harbour no grudge against any org nor do I have any axe to grind. Also I have no bitter experience of ECHS. I am doing this only because I hear a general crib and feel it is better to do something more positive.

Request excuse use of some commonly used abvns in my comns.

Regards.

Lt Gen KK Khanna, PVSM, AVSM** (Retired)

Saturday, December 29, 2007

Ex-Servicemen's Welfare in the Ministry of Defence

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

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

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

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

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

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

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

Resettlement of Ex-Serviceman

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

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

RAJYA AND ZILA SAINIK BOARD AND THEIR RESPONSIBILITIES

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

Thursday, December 27, 2007

A Veteran Soldier


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

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

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

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

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

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

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

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

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

His hobby was stamp collection.

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

Indian Military Academy

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



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

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

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

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

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

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

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

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

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

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

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

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

With best wishes
Digby Lall
Date: 31 Dec 2007

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

Tuesday, December 25, 2007

A Soldier's Song

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

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

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

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

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

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

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

Sunday, December 23, 2007

Colonel Virendra Swarup

Known as Viru Swarup, a former Commandant of the Roaring Fours’, the 44 Armored Regiment, former Director Planning, QMG’s (Quartermaster General’s) Branch, Army Headquarters, former Colonel Administration, Mountain Corps and Colonel Military Secretary of a desert Corps, of the great Indian Army, India is leading an active retired life traveling between India and the United States of America.
The sudden outbreak of the Sino-Indian war in 1962 fired the patriotic zeal in many young men to volunteer to serve in the armed forces. Viru to his friends opted for a commission in the Indian Army. He was selected and sent to the most prestigious Indian Military Academy. From here he passed out as a Second Lieutenant and posted to the country’s most highly decorated tank regiment – the Poona Horse in August, 1964. He participated in both the 1965 and 1971 Indo-Pak wars. In the 1965 war, he was a tank troop leader. In one of the fiercest tank engagements in Phillaura, Pakistan, his tank was hit. His operator-cum-loader was killed on the spot and he himself was severely wounded losing his right eye and had earned apart from many war medals, a wound medal (Purple Heart). Notwithstanding this serious disability he followed his profession with resilience, grit, positive attitude he never looked back and forged ahead fighting all the odds for a good twenty eight years and risen to the rank of Colonel. He was not destined to command the regiment into which he was first posted (a cherished desire of all officers).
He, however, commanded a new outfit – 44 Armored Regiment – with the raising of which he was associated as its Second-in-Command. In 1992, he lost the other eye while still in harness in one of the freak accident and, was rendered blind, thus, medically boarded out of military service.

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

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

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

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


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

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

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

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

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

Saturday, December 22, 2007

War in Ancient India


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

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

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

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

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

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

Wednesday, December 19, 2007

Military Service Pay

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

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

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

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

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

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

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

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

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

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

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

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

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


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

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

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

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

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

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

Vijay Oberoi
Lt Gen (Retd)

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

Queen's Gurkha Signals History


The Origins

The Gurkha Signals Holding and Training Wing

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


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


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

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


Date: 16 December 1971
Place of Action: Jarpal, Shakargarh Sector
Commissioned: 13 June 1971 (six months before the action)
Unit: 17th Poona Horse
Date and Place of Birth: 14 October 1950, Pune, Maharashtra

Son of Brig M L Khetrapal (Retd)

Full Story of his heroic deeds visit:

Tuesday, December 18, 2007

Captain Vikram Batra, PVC, Posthumous


Vivek Pradhan was not a happy man. Even the plush comfort of the air-conditioned compartment of the Shatabdi express could not cool his frayed nerves. He was the Project Manager and still not entitled to air travel. It was not the prestige he sought; he had tried to reason with the admin person, it was the savings in time. As Project Manager, he had so many things to do!!
He opened his case and took out the laptop, determined to put the time to some good use. "Are you from the software industry sir," the man beside him was staring appreciatively at the laptop. Vivek glanced briefly and mumbled in affirmation, handling the laptop now with exaggerated care and importance as if it were an expensive car."You people have brought so much advancement to the country, Sir. Today everything is getting computerized."

"Thanks," smiled Vivek, turning around to give the man a look. He always found it difficult to resist appreciation. The man was young and well built like a sportsman. He looked simple and strangely out of place in that little lap of luxury like a small town boy in a prep school. He probably was a railway sportsman making the most of his free traveling pass. "You people always amaze me," the man continued, "You sit in an office and write something on a computer and it does so many big things outside." Vivek smiled deprecatingly. Naivety demanded reasoning not anger. "It is not as simple as that my friend. It is not just a question of writing a few lines. There is a lot of process that goes behind it." For a moment, he was tempted to explain the entire Software Development Life cycle but restrained himself to a single statement. "It is complex, very complex." "It has to be. No wonder you people are so highly paid," came the reply. This was not turning out as Vivek had thought. A hint of belligerence crept into his so far affable, persuasive tone. " Everyone just sees the money. No one sees the amount of hard work we have to put in.

Indians have such a narrow concept of hard work. Just because we sit in an air-conditioned office, does not mean our brows do not sweat. You exercise the muscle; we exercise the mind and believe me that is no less taxing." He could see, he had the man where he wanted, and it was time to drive home the point. "Let me give you an example. Take this train. The entire railway reservation system is computerized. You can book a train ticket between any two stations from any of the hundreds of computerized booking centres across the country. Thousands of transactions accessing a single database, at a time concurrently; data integrity, locking, data security. Do you understand the complexity in designing and coding such a system?" The man was awestruck; quite like a child at a planetarium. This was something big and beyond his imagination. "You design and code such things.""I used to," Vivek paused for effect, "but now I am the Project Manager.""Oh!" sighed the man, as if the storm had passed over, "so your life is easy now." This was like the last straw for Vivek. He retorted, "Oh come on, does life ever get easy as you go up the ladder. Responsibility only brings more work. Design and coding! That is the easier part. Now I do not do it, but I am responsible for it and believe me, that is far more stressful. My job is to get the work done in time and with the highest quality. To tell you about the pressures, there is the customer at one end, always changing his requirements, the user at the other, wanting something else, and your boss, always expecting you to have finished it yesterday."Vivek paused in his diatribe, his belligerence fading with self-realization. What he had said, was not merely the outburst of a wronged man, it was the truth. And one need not get angry while defending the truth. "My friend," he concluded triumphantly, "you don't know what it is to be in the Line of Fire". The man sat back in his chair, his eyes closed as if in realisation. When he spoke after sometime, it was with a calm certainty that surprised Vivek.

"I know sir, I know what it is to be in the Line of Fire." He was staring blankly, as if no passenger, no train existed, just a vast expanse of time. "There were 30 of us when we were ordered to capture Point 4875 in the cover of the night. The enemy was firing from the top. There was no knowing where the next bullet was going to come from and for whom. In the morning when we finally hoisted the tricolour at the top only 4 of us were alive."

"You are a...?"

"I am Subedar Sushant from the 13 J&K Rifles on duty at Peak 4875 in Kargil. They tell me I have completed my term and can opt for a soft assignment. But, tell me sir, can one give up duty just because it makes life easier. On the dawn of that capture, one of my colleagues lay injured in the snow, open to enemy fire while we were hiding behind a bunker. It was my job to go and fetch that soldier to safety. But my captain sahib (Capt Vikram Batra- 1999 Kargil War) refused me permission and went ahead himself. He said that the first pledge he had taken as a Gentleman Cadet was to put the safety and welfare of the nation foremost followed by the safety and welfare of the men he commanded.......his own personal safety came last, always and every time."

"He was killed as he shielded and brought that injured soldier into the bunker. Every morning thereafter, as we stood guard, I could see him taking all those bullets, which were actually meant for me. I know sir....I know, what it is to be in the Line of Fire." Vivek looked at him in disbelief not sure of how to respond. Abruptly, he switched off the laptop. It seemed trivial, even insulting to edit a Word document in the presence of a man for whom valour and duty was a daily part of life; valour and sense of duty which he had so far attributed only to epic heroes. The train slowed down as it pulled into the station, and Subedar Sushant picked up his bags to alight.

"It was nice meeting you sir." Vivek fumbled with the handshake. This hand... had climbed mountains, pressed the trigger, and hoisted the tricolour. Suddenly, as if by impulse, he stood up at attention and his right hand went up in an impromptu salute. It was the least he felt he could do for the country.

BM Thapa
Lt Col (Retd)
Secy of the Dehra Dun Ex-Servicemen League.

Kindly Visit: http://en.wikipedia.org/wiki/Vikram_Batra

Monday, December 17, 2007

Veteran Remembrance Day

The Remembrance Day is observed in memory of the sacrifices made by men and women who fought during the two World Wars, the Korean Conflict and many other United Nations Missions to protect the Commonwealth and to preserve the system of Democracy that allows different people to live together in peace and enjoy freedom. This Day is celebrated in Canada on 11th November. Ceremonies includes Parades, Marches with Colour Parties, Guests, Veterans, Cadets, Scouts and Pipes/Brass Bands. Ceremonies at the Cenotaphs are Offering of prayers for the War Dead, Placing of wreaths, Observance of 2 minutes Silence, Sounding of Last Post, Sounding of Reveille and delivering of Speeches by invited Guests/Dignitaries in Lounges.

Remembrance Day is of great significance to me because my late father and I both put our lives on the line of fire, in World War I and World War II respectively, alongside the Commonwealth Armed Forces. Irrespective of the different nationalities, faiths and cultures, fighting in North Africa during World War II in the 8th British Army under World famous Field Marshall Montgomery, we developed comradeship, esprit de corps and tenacity and formed ourselves into a United Family. “Not only did we respect each other, we would even die for each other”. Together we faced successive enemy air raids and intensive firing from tanks, artillery, rocket launchers and small arms. But we survived. We also survived when our reinforcements did not arrive on time, when our ammunition stocks ran low, when our rations and water supplied by Air were cut in half and half again, when we had sleepless nights due to non-stop enemy hostilities, when we received no mail from our kith and kin back home for months together and when we faced extreme heat and non-stop dust storms of the World famous Western Desert of Africa.

My late father once mentioned that while fighting at Basra, Iraq during World War I, their rations ran out and they had to live on mule meat alone for days.
We kept advancing in the enemy territory all the time. Before attacking At El-Alamein we halted for properly planning a major Corps attack. I vividly remember that supported by the Royal Force bombers and fighters, and ground artillery, we launched the attack on the enemy, at its heavily fortified, strategic, mountainous positions. After a stiff and lengthy battle which included hand to hand fighting, we captured our objectives. The enemy which suffered very heavy casualties was defeated. The morale of the enemy forces being extremely low, they ran helter-skelter. Withdrawing in a most disorganized manner they left their dead, wounded and large quantities of arms and ammunition behind. We also captured thousand of Prisoners of War (POWs) whom we sent to our Rear Echelons for interrogation.

During World War II, being an Operator Telegraph, I was always detailed with the forward-most fighting troops where my duties consisted of providing signal communications for the Commanders enabling them to plan and execute Operations of War as required. Life there was not a bowl of cherries. It was a matter of touch-and-go. The mere fact that I too, fought alongside those thousands of men and women who lost their lives fighting bravely in war, fills me with pride. Luckily, I survived. I consider death of my comrades, my personal loss. And when I remember those dear departed friends, I find it difficult to control my emotions and cannot help shedding many tears on each Remembrance Day.

Pritam Singh Jauhal
Lt Col (Retd)
World War II Veteran
Founding President Indian Ex-Servicemen Society British Columbia
October29,2007

Sunday, December 16, 2007

Indian Military Academy

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

VK Singh
Maj Gen (Retd)

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

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

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

Health and Happiness

Health and happiness are two sides of the same coin. You can't be happy, which is everyone's ultimate aim, without sound health. Though health is one of the many factors for achieving happiness, but is very important one.

Health depends on many factors like: solid-food intake, liquid-food intake, air intake, thoughts, exercise, rest, sunshine, stress management and Body Mass Index.To achieve good long-lasting health one has to deal with all these and many more factors (like emotions, relationships, prestige, honour and so on) in balanced manner. Excess and deficiency are both not good for the long-lasting health.

Knowledge is power, and at times we have to pay for our ignorance. Therefore the first step to fight with a disease is to know about it. Moreover, whatever we do should not have any negative or side-effects. We will discuss all these factors, without being too technical. Aim is to provide its members, all the possible information about how to keep healthy and than remain happy till the very end of life.

If you are having any material which you consider worth reading by others and meet the basic requirement - Health and Happiness, you are welcome to share it. You are welcome to join the group, and encourage others, whose welfare is in your mind, to join the group. We will be regularly updating the material on the site. Your comments and suggestions to improve the Group are welcome.

Kindly visit my Group at : http://health.groups.yahoo.com/group/HnHgroup/

HARISH NAGPAL
Lt Col (Retd)

Saturday, December 15, 2007

The 1971 war: Izzat and lessons unlearnt

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Pay Commission Anomalies

Fourth Pay Commission Anomalies
The 4th CPC introduced from 1.1.1986 Integrated Pay scale with ceiling of Rs.5100 for 24 years of service to give benefit to those officers who get over looked in promotions but should keep on getting their increments at least till they finally retire. But the authorities while implementing the rules introduced bunching – God knows why – and denied the benefit to individuals and they could not get the benefit of increments in pay as sanctioned by the 4th CPC. Probably it was done to bring parity with civil services wherever the pay of Defence officers went above the scale of civilian in corresponding comparison. There was no question of bringing any parity with civil as in civil the promotions were much better and quicker and Integrated Pay Scale was introduced to compensate for that. But this small benefit given by the 4th CPC was even denied. In bunching, the juniors drawing less were brought equal to their five year seniors and the integrated scale which was meant to give benefit to seniors who were overlooked was denied to them. The second disadvantage was the deduction of Rank Pay, especially given to Armed Forces by the 4th CPC as additional pay on account of peculiar service conditions, over and above the substantive pay. But this rank pay, instead of adding, was deducted from the substantive pay without any rhyme or reason. The rank pay was shown in the pay slip as a separate element in addition to the substantive pay, from which rank pay had already been deducted, to show that the Rank pay is being paid separately as desired by the CPC. Actually it was first deducted and then added to nullify its effect. As such the rank pay was never paid as sanctioned by the 4th CPC from 1.1.1986. It may be added here that notional pay when fixed for civil as well as Armed Forces in the same scale of pay for same number of years, works out the same for both. But in the table issued by the authorities, separately for civil as well as Armed Forces, the two differ by the amount by which the rank pay has been deducted for the Armed Forces. This comes to light only when the two tables, civil as well as Armed Forces are viewed together. They thought that no one will be able to see the two tables together and detect the trick. It is definitely a calculated attempt to deny the Armed Forces of their due. It is surprising as to how they could hoodwink the CDA- the hawk eyed auditors of the Defence Forces. They have admitted and paid the difference accrued to one of the officers who took the case to High Court of Kerala but are not allowing in other cases and want them to approach through the Court which many retired officers have done and in the process money is being fleeced from them in the name of fighting their cases in the Court. Actually there is no necessity to go to the Court as there are number of precedents where Govt. had paid to others is similar cases once it is established that some mistake has taken up and needs to be rectified. It effects all serving officers as well but they under the clause of discipline cannot approach the Courts., but injustice is being done to them as well. Your taking up this case will help the Defence Forces to get their due. Thus, both the benefits given by the 4th CPC have been denied to the Armed Forces.

Fifth Pay Commisssion Anamolies
The matter was raised in the Lok Sabha through a Starred Question by Maj Gen(Retd) B.C.Khanduri, AVSM, the then MP from Dehradun and present Chief Minister of Uttarakhand but in reply the Govt. still maintained that there were no anomalies. The matter was then referred to the President of India, the Supreme commander of the Armed Forces, as a complete memorandum, who forwarded to the Secretary MOD for further necessary action where probably it was swept under the carpet as no reply was forthcoming in spite of reminders. During one of the visits to Dehradun, a copy of the memorandum presented to the President of India earlier, was submitted to the Chief of Army staff General J.J.Singh PVSM,AVSM, VSM,ADC. who was surprised to see the points raised and promised to discuss with AG on his return to New Delhi. He did discuss and out of ten points raised three were agreed to for further necessary action with the MOD., as per AG ‘s reply received in reply. Surprisingly, the reply for the rest of the points was that those were not recommended by the 5th CPC, in spite of the fact that we had quoted relevant Paras of commissions report where it was written that these recommendations are for the civil and be made applicable mutatis mutandis to similar cases in Defence Forces. If one refuses to read even the Paras quoted of CPC, God knows how to make them read, what to say of taking any action. When you force a horse to drink water it revolts and kicks back and we avoided that situation. Nothing is known about the action taken on three points agreed to for no orders on the subject have been received. May be they have referred those again to 6th CPC instead of taking action at their own.


The above and some other minor anomalies have appeared because Defence Services are not represented and are directly not in touch with the Pay Commission. The three Defence chiefs have made their presentation before the Hon’ble Defence Minister and the Ministry of Defence will make the presentation before the Pay Commission, which in fact brings all anomalies because what we wish to say is at times different than what is actually projected by the Ministry. Same is the story with the implementation where they implement as per their thinking and not as desired by the Pay Commission as is very evident from the 4th and 5th CPC anomalies. If we are not allowed to present our case to the CPC then there should be a separate Pay Commission for the Defence Forces where one to one problems can be put across and understood and settled. It needs immediate attention of the Government, especially the Cabinet Committee.


KG Behl
Brig (Retd)
President Dehra Dun Ex-Servicemen League

Tuesday, December 11, 2007

Defence Pension Adalat

As per the Action Plan of the Ministry of Defence, the Principal Controller of Defence Accounts(Pensions) Allahabad will hold a DEFENCE PENSION ADALAT at Ranchi on 3rd & 4th January, 2008 for redressal of grievances of Defence Pensioners / Defence Family Pensioners / Defence Civilian Pensioners drawing pension through Public Sector Banks, Treasuries /Sub Treasuries and Defence Pension Disbursing Offices (DPDOs) in the State of Rajasthan.

Objective
Any Defence Pensioners / Defence Family Pensioners / Defence Civilian and their families having any specific grievances relating to sanction or disbursement of defence pension are requested to submit their representation, in writing, in duplicate, to:
Sri Sabal Singh,
Pension Adalat Officer
O/o Principal CDA (Pensions),
Draupadi Ghat,
Allahabad-211014,

Format for representation is given at http://www.pcdapension.nic.in/, applicants are advised to apply as per the format, for easy processing of their applications.

Kindly Note
Applications can either be sent by post or by E-Mail.
Two copies of the applications should be sent.
Xerox copies of Pension payment order, Corr PPO, discharge certificate (wherever required) and other documents must be enclosed.
Each application will be allotted a unique Adalat Registration Number. The same should be quoted in all future correspondence.
Individual call letters notifying the date and venue of the Adalat will be sent in due course.
Incomplete and unsigned representations will be rejected.

Note: Officers, JCO's and NCO's who have retired on or after
01 September 2007 can go online and check pension status.

Websites
http://www.pcdapension.nic.in/
http://indianarmy.nic.in/
http://www.awhosena.org/

Golfers Lament- The Little White ball!



In my hand I hold a ball... white and dimpled, rather small...
Oh, how bland it does appear... this harmless looking little sphere...
By its size I could not guess... the awesome strength it does possess...
But since I fell beneath its spell... I've wandered through the fires of hell...
My life has not been quite the same... Since I chose to play this stupid game...
It rules my mind for hours on end... A fortune it has made me spend...
It has made me swear and yell and cry... I hate myself and want to die...
It promises a thing called par... If I can hit straight and far...
To master such a tiny ball... should not be very hard at all...
But my desires the ball refuses... and does exactly like it chooses...
It hooks and slices, dribbles and dies... and even disappears before my eyes...
Often it will take a whim... to hit a tree or take a swim...
With miles of grass on which to land.... it finds a tiny patch of sand...
Then has me offering up my soul... if only it would find the hole...
It's made me whimper like a pup... and swear that I will give it up....
And take a drink to ease my sorrow... but the ball knows...
I'll be back tomorrow!!!

Delighted Golfers

Monday, December 10, 2007

Welcome to additional Moderators

The Report My Signal Blog Team welcomes Brig Sukhwindar Singh and Maj Ramesh Agnani to its fold. We would like to thank them for volunteering, to be part of the Blog Team.

Brig Sukhwindar Singh will be Moderating the Professional Matters Blog and Maj Ramesh Ajnani will be looking after the Shradhanjli Blog. We wish them well.

The Report My Signal Blog Team

Exemption of Toll Tax

Dear Friends,

Most of you are aware that Ex-Servicemen, on production of ex-servicemen identity card, are exempted from paying Toll Tax on roads and bridges of National Highway Authority of India (NHAI).
(It does not apply to bridges built by private agencies like the DND bridge between New Delhi and Noida).

However, at most of the places along the highways, the staff manning the Toll booths, do not allow this concession due to ignorance of orders. NHAI has again sent instructions to all concerned. It appears the instructions have reached most of the places this time.

We suggest that while travelling on highways, you should carry your ex-servicemen identity card and few copies of the attached letter. It would be better if you take print in colour so that the purple colour stamp will appear more convincing to the staff at Toll booth.

Regards
Chander Kamboj

Reference
National Highways Authority of India(Ministry of Road Transport and Highways) GM(CM) Office letter No NHAI/CMU/GMA Off/EXEMP/Toll Tax d 1166 dated November 17, 2006.
Kindly take print outs of the letter which has been emailed to you by Brig CS Kamboj, VSM vide "Report My Signal" as an attachment.

Sunday, December 9, 2007

Kajal Dhawan receiving the National Award from The President of India


Brief Life Sketch of Kajal Dhawan daughter of Maj Gen SK Dhawan

Kajal Dhawan, charming, dynamic and energetic young girl with immense courage, is a born hearing impaired, but her Physical Challenge has never held her back from facing any challenges in life. She has always been a winner in whatever she has chosen to do. No doubt that Almighty God is the best leveler, and He has blessed her with proficiency in concentration and amazing grasping power. With her determination and guidance from parents, she passed her Senior Secondary in Textile Designing with normal children from Kalka Public School.

She represented the District Teams in Badminton, Table Tennis and won many medals. She is proficient in Horse Riding also. Kajal graduated from Jesus & Mary College competing with other girls. She was Ace Softball player during her college days. She was team captain of Delhi University Softball Team for Inter College Championship 2000-2001. She won Delhi University Best Sports Women Award for 1999-2000 and 2000-2001.

She completed her Fashion Designing course from School of Art & Fashion Designing and also Beauty Therapy and Hair Dressing from Shehnaz World International Institute. She was runners up in Beauty Contest held at Hotel Le'Meriden. She is an active member of Delhi Foundation of Deaf Women and has worked as English Instructor for hearing impaired children. Kajal was member of the Indian Team for 1st Asia Pacific Deaf Badminton Championship held in Kaula Lumpur in Dec 2002 and won Silver and Bronze medals. She won two Gold, one Silver and one Bronze medal in The Second National Badminton Championship For The Deaf. She also won Two Gold, Two Silver and One Bronze medal at The First National Sports Championship For Deaf Women. Her Achievements are countless. She won Silver Medal at The Sixth Asia Pacific Games for Deaf held in Taiwan.

She has always proved her excellence in every field. Its both Play and Work for Kajal. With Business Data Processing as one of her graduation subjects and a Diploma from National Institute of Information Technology, she is currently an Executive with Confederation of Indian Industry (CII). Her Willpower, Self-confidence and Determination have been the Corner Stones for her success in life. She can easily get along with people and always makes her a very likable member of a team. She is capable of achieving National and International standards in her sphere of interest.

She is indeed a true hero and a Role Model for others to emulate. Kajal has proved that if one is determined then sky is the limit.

We salute her and wish her more accolades in the future.

Nostalgia: A Quiz Contest for Sparrows

People, Technologies, Equipments, Organizations fade away from memory with passage of time. Let us try and tickle our memories to see if we remember some of these.

Which Equipment is F&F associated with?
What does BBFU stand for and what general facilities the equipment provided?
Is it possible to provide telephone and telegraph communications with only one wire?
What is the system known as? Let us have some anecdotes based on this system.
With which system/equipment is SWAB associated with?
What is the difference in D3 and D8 Cables?
What is Tingaphone??
What does OTP stand for?
We had Valve Testers in the days of Valves based equipment. What was the easiest way to check if a particular valve was working?
Who was ACI?
Who visualized satellite communications and roughly when. In which country was he/ she then? Which Senior Signal Officer was associated with the start of Amateur Radio and Work Study in India?
Which Senior Signal Officer was associated with the start of Computer Society of India?
What were Punched Cards used for and had how many Columns?
The famous Wireless Set 19, the Work Horse of World War 2 and post War years, comprised of how many Radio Sets?
What does “da did da did” stand for in Morse code?
How is “Saragarhi” associated with signal communications.
Who started The Signalman Magazine?
In case a lady wants to do make up, which old signal equipment she could have gainfully used? How are words SINGING and HOWLING associated with communications?
Any one used pigeon message service? Please tell us about it.

A surprise New Year gift awaits one with all right/ best answers. The results of best answers will be published on 30 Dec 2007.

Blog Team

Disclaimer

The contents posted on these Blogs are personal reflections of the Bloggers and do not reflect the views of the "Report My Signal- Blog" Team.
Neither the "Report my Signal -Blogs" nor the individual authors of any material on these Blogs accept responsibility for any loss or damage caused (including through negligence), which anyone may directly or indirectly suffer arising out of use of or reliance on information contained in or accessed through these Blogs.
This is not an official Blog site. This forum is run by team of ex- Corps of Signals, Indian Army, Veterans for social networking of Indian Defence Veterans. It is not affiliated to or officially recognized by the MoD or the AHQ, Director General of Signals or Government/ State.
The Report My Signal Forum will endeavor to edit/ delete any material which is considered offensive, undesirable and or impinging on national security. The Blog Team is very conscious of potentially questionable content. However, where a content is posted and between posting and removal from the blog in such cases, the act does not reflect either the condoning or endorsing of said material by the Team.
Blog Moderator: Lt Col James Kanagaraj (Retd)

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