Operational Importance of AFSPAindianstrategicknowledgeonline.com/web/Operational Importance of...Operational Importance of AFSPA ... Mizoram, Nagaland, Tripura, as also Tirap and

Operational Importance of AFSPA

By Lt Gen Mukesh Sabharwal Issue: Vol. 27.2 Apr-Jun 2012 | Date : 17 Jun , 2012 The Armed Forces Special Powers Act (AFSPA)-1958 was enacted by the Parliament on September 11, 1958, to provide necessary powers and legal protection to the Armed Forces while carrying out proactive operations against the insurgents in a highly hostile environment. Since then, the Armed Forces have been able to effectively contain insurgency and establish stability in the region. With the ongoing insurgency in the North East, the AFSPA-1958, is currently applicable in the States of Assam, Manipur, Meghalaya, Mizoram, Nagaland, Tripura, as also Tirap and Changlang districts of Arunachal Pradesh. Subsequently, the Parliament enacted the Armed Forces (Jammu and Kashmir) Special Powers Act-1990 for the state of Jammu & Kashmir, which came into effect on July 05, 1990. In the last quarter of 2011, the Armed Forces Special Powers Act (AFSPA) was much in the news. Not that it has never been up for public debate, this time around the Chief Minister of Jammu & Kashmir (J&K), himself was pushing the proposal for revocation of the AFSPA from the State of J&K or at least lift it partially albeit selectively. Discussion on the AFSPA has been going on sporadically over the last two decades. It raises its pitch especially when an alleged human rights violation comes to the fore either in J&K or in any troubled state in the North East. Not only do the troops operate in hostile terrain, they also work in an unfriendly population environment… The AFSPA-1958 was enacted by the Parliament on September 11, 1958, to provide necessary powers and legal protection to the Armed Forces while to carrying out proactive operations against the insurgents in a highly hostile environment. Since then, the Armed Forces have been able to effectively contain insurgency and establish stability in the region. With the ongoing insurgency in the North East, the AFSPA-1958, is currently applicable in the States of Assam, Manipur, Meghalaya, Mizoram, Nagaland, Tripura, as also Tirap and Changlang districts of Arunachal Pradesh. Subsequently, the Parliament enacted the Armed Forces (Jammu and Kashmir) Special Powers Act-1990 for the state of J&K, which came into effect on July 05, 1990. Initially, the Government had declared areas falling within 20 kms of the Line of Control (LoC) in the districts of Rajouri and Poonch as also the districts of Anantnag, Baramulla, Budgam, Kupwara, Pulwama and Srinagar as disturbed. Subsequently, in August 2001, the AFSPA was extended to the districts of Jammu, Kathua, Udhampur, Poonch, Rajouri and Doda, when these were also declared ‘disturbed’. Demand to Repeal/Revoke AFSPA The longstanding demand of separatists, their supporters and some political parties has been to repeal the AFPSA altogether. However, the Chief Minister of J&K has propounded the idea of a partial revocation from certain areas of the state. Echoing public sentiment, its votaries repeatedly blast the Act as “draconian” in nature and the Army’s misuse of the Act to perpetrate human rights violations and excesses. Public sentiment and those swaying with it often term the AFSPA as illegal and unconstitutional…

Need for Legal Protection An analysis of ground realities vis-a-vis the situation in early 1950s makes it evident that the fighting capability of the militants in the North East and J&K has improved considerably over the years. They possess sophisticated weapons, modern communication equipment and have moral and financial support from across the borders. Areas close to the international border witness trans-border movement of militants from their camps and hide-outs in neighbouring countries. The Armed Forces are required to operate in varied terrain such as thick forests, in far flung areas and also in the built up areas ranging from small hutments and villages to towns and cities, where the insurgents have established their training camps and support bases. Not only do the troops operate in hostile terrain, they also work in an unfriendly population environment exposing themselves to grave dangers demanding very high degree of operational effectiveness. At the same time, the Armed Forces are under pressure to be extremely cautious and avoid collateral damage and loss of innocent lives or property. Any violation or perceived violation attracts media attention and provides a opportunity for propaganda to factions with vested interests. On most occasions, allegations have been found to be false and evidence fabricated but nevertheless, have to be answered, rebutted or contended with. Operating under such environment requires a protective law lest the forces get embroiled in legal battles and their effectiveness is reduced in operations for which they have been deployed in the first place. Is the Act Illegal? The term ‘draconian’, which implies exceedingly harsh or very severe, normally refers to a legal code or a set of government laws. Public sentiment and those swaying with it, be they NGOs, human rights activists and the like often term the AFSPA as illegal and unconstitutional. Nothing could be further from the truth. Individual freedom has to be balanced with the freedom of other individuals and with reasonable demands of the community and the general public. It is the duty of the state to harmonise the rights of the individual with the requirements of the community. The vires of the said Act in general and of Sections 3, 4 & 6 thereof in particular, came up for scrutiny before a Constitutional Bench of the apex Court in a case titled ‘Naga People’s Movement of Human Rights Vs the Union of India’. The five-judge constitutional bench elaborately dealt with the challenge to the legality of deployment of the Armed Forces in aid to civil power. The Court unambiguously ruled that the AFSPA cannot be regarded as a colourable legislation or a fraud on the Constitution. The Court opined that the conferring of powers vide Section 4 of the AFSPA could not be held arbitrary or violative of Article 14, 19 or 21 of the Constitution. In fact, having considered the role and circumstances under which the Armed Forces have to operate, the honourable Court extended the scope of powers vested vide sections 4 and 6 of AFSPA so as to include, by implication, the power to interrogate persons arrested. It also allowed the Armed Forces to retain the weapons seized during operations instead of handing over to the police authorities. The mere fact that the provisions of the AFSPA have to be invoked with regard to a particular area ex facie establishes that the law and order situation in the said area had degenerated to such an extent that the State Government with the aid of the police at its disposal was unable to maintain peace and

tranquility. A natural corollary to the above would be that if the Armed Forces, who are called upon to assist the State administration in restoring normalcy, have to succeed in their task, they enjoy at least the similar powers, if not wider ones as the police does. A perusal of the various powers available to the police authorities under the provisions of the Criminal Penal Code vis-à-vis those available to the Armed Forces under the AFSPA would reveal that the police authorities still enjoy more encompassing and wider powers relating to arrest, search, seizure, summoning of witnesses and preventive detention than the powers enjoyed by the Armed Forces. In October 2010, the Chief of the Army Staff, in an interview to the Raj Chengappa, Editor-in-Chief, The Tribune categorically stated that, “The AFSPA is an enabling provision and Act passed by the Parliament. It assists the Armed Forces in dealing with special situations.” According to him, the Act provides protection to the soldiers who are operating under difficult and sensitive circumstances. One of the most important tasks before the Government is to maintain proper balance between the interest of the individual and those of the democratic society. Individual freedom has to be balanced with the freedom of other individuals and with reasonable demands of the community and the general public. It is the duty of the state to harmonise the rights of the individual with the requirements of the community. The Central Government vide Article 355 of the Constitution of India is duty bound to protect every state not only against external aggression but also internal disturbances and to ensure that every state is governed in accordance with the provisions of the Indian Constitution. It is also an established fact that the judiciary is the custodian of the Constitution. An independent judicial system performs better than any other agency to maintain equilibrium between the liberty of the individual and the powers of the State. It is in this context that the Honourable Supreme Court of India has upheld the constitutional validity of the AFSPA. The Court further observed that the instructions issued by military authorities in the form of “Do’s and Dont’s” while acting under the AFSPA are to be treated as binding and are required to be followed by the Armed Forces. As per Pakistan’s perception, the status of the state of Jammu & Kashmir continues to remain disputed… By analysing the issue of safeguard further, it would transpire that the protection envisaged is for only those persons who act in good faith in discharge of their official duties and not otherwise. Acting in good faith would mean to act without any malice. The protection under Section 7 would not be available to a member of the security forces who commits acts which constitute criminal offences not in the discharge of his official duties even in the areas which have been declared as ‘disturbed’. The sine qua non for the applicability of Section 7 is that the offence charged, be it one of commission or omission, must be one which has been committed by the member of security forces in his official capacity. Repeal or Retain AFSPA? Should the Act be repealed based on the supposed ‘normalcy’ in 2011? There is no doubt that 2011 has been a year sans massive protests; it has seen an increased influx of tourists and yatris and by and large, the violence levels have been at an all time low. But so was 2009 relatively peaceful after the Amarnath Shrine Board Agitation in 2008. Similarly, just when normalcy appeared to be returning in 1999, Pakistan hit us with Kargil. Goes to show that one swallow definitely does not make a summer.

Jammu & Kashmir is not just a state afflicted by terrorism; it is equally important to the defence of the country from a conventional operations point of view… We ought to look at the other parameters that continue to indicate that conditions which led to the imposition of the AFSPA and Disturbed Areas Act have still not diminished to a degree that we lower our guard completely. Over 40 terrorist camps exist in Pakistan and PoK, with 600 to 700 terrorists in camps and launch pads that could be utilised for infiltration into J&K. People still fear terrorist strikes both in urban and rural areas. The J&K police continue to be attacked periodically and sentiments of secession and azaadi are relevant. The Kashmiri Pandits remain refugees in their own state. Insult to the National Flag and National Anthem are witnessed regularly. So, have the conditions and sentiments changed, really? This is not to suggest that the situation is grave. Yes, there is a definite improvement on most counts over the years. But the moot point remains, “Is the picture so rosy, so as to throw caution to the winds?” From the Indian Army’s perspective, there is a strong case for retention of the AFSPA. In Pakistan’s perception, the status of the state of J&K continues to remain disputed. To ward off external as well as externally inspired internal threats, a large presence of troops is required to defend the territory of the nation by securing the LoC. This defence can be organised only by ensuring domination along the LOC by physical and justifiable use of force. Areas in depth frequented by militants similarly need to be dominated, searched and neutralised. The arteries feeding the far-flung areas also need to be kept sanitised for utilisation by the security forces and Government agencies. All this and more is only possible provided the AFSPA, which provides the legal framework for the troops to perform their duties, remains operative and not revoked. Repealing will result in severe limitations to the Army and its impact will be felt in a variety of ways. Proactive operations will be severely affected under extant laws for aid to Civil Authority since it has major limitations in this kind of an environment and will result in the initiative being passed on to the militants. The Army will not have the powers to arrest or search any individual or premise suspected to be indulging in or being used for anti-national activities. The Armed Forces will not be able to use any force to diffuse a situation other than in self defence. Powers to destroy ammunition dumps and Improvised Explosive Devices (IEDs) will be curbed. Units will not be able to perform their duties in the prevailing environment without proper legal cover. This would be detrimental to morale of the soldiers on the ground. It would bolster the will of anti-nationals and provide an opportunity to tanzeems to fuel militancy. Partial Revocation/Removal The foremost issue being proposed in the recent months is the ‘Partial Removal of the AFSPA’ from possibly four districts of the state, including Srinagar and Budgam. Conceptually, partial withdrawal from certain areas suffers from the same drawbacks that prevent a total repeal of the Act. Any area that is declared ‘out of bounds’ for Army operations gradually becomes a safe haven for terrorists and their supporters…

Merely low levels of violence and fewer Army operations in those specific areas do not justify repealing the Act. It is not as if the terrorists have disappeared from the area or demands of secession have receded or their support structures have simply vanished. The greater problem, however, is in its implementation. One must remember that J&K is not only a state afflicted by terrorism; it is equally important to the defence of the country from the point of view of conventional operations. Vital lines of communication pass through the Valley for operations and logistics in sensitive border regions of Siachen, Kargil and Ladakh. Important defence installations, bases, logistic support areas are located along the National Highway and Army convoys carrying guns, ammunition and equipment have perforce to travel along these. Security of convoys is a primary responsibility of the Army and cannot be completely entrusted to allied agencies. Then there is the question of conducting Army operations in ‘Non-AFSPA’ areas, necessitated due to operational compulsions. Seeking requisite permission to operate in such areas is bound to be time consuming and tactically inexpedient. There will be no protection either for the Army troops engaging terrorists in such areas. Also, there are tactical difficulties that will arise in marking of boundaries of such ‘Non-AFSPA’ areas and rules of engagement against terrorists across these boundaries. It is inconceivable that we should reach a situation where a sub unit will need to seek permission for hot pursuit within our own territory! Section 45 of the Criminal Penal Code disallows arrest of public servants and Section 197 provides immunity against prosecution which is similar to Section 7 of the AFSPA. The Supreme Court has mandated Government sanction prior to initiating prosecution against police personnel for excesses or killings committed during the maintenance of law and order. The applicability of Section 45 of the Criminal Penal Code is not allowed in the laws of the State of Jammu & Kashmir where the Ranbir Penal Code is applicable and ipso facto the personnel of Armed Forces can be arrested for any perceived excesses. The Indian Army attaches the highest importance to upholding human rights in its counter terrorism operations… From experience, it is known that any area that is declared ‘out of bounds’ for Army operations for whatever reason, gradually becomes a safe haven for terrorists and their supporters. Indirect denial of Army to function in such areas will permit the terrorists to regain hard-earned tactical and psychological space that has been gained over years of concerted efforts. In a similar move in Imphal, about seven years ago, the Government created such a zone within the troubled city of Imphal in Manipur. Within no time, the area becomes a safe haven for terrorists of Naga, Kuki and Meitei groups. Security Forces including the Army, Assam Rifles and Para Military Forces tried to have the order reversed and the provision of the AFSPA re-invoked for years but to no avail. Seeking permission to conduct operations based on very reliable and authentic real time intelligence often proved futile and opportunities went begging. If we do not draw lessons from this, we are likely to revisit history at our peril. Allegations of Human Rights Violations Section 7 of the AFSPA states, “No prosecution, suit or other legal proceeding shall be instituted, except with the previous sanction of the Central Government, against any person in respect of anything done or purported to be done in exercise of the powers conferred by this Act.” There is considerable consensus on the fact that the time is not ripe to repeal the AFSPA while the

distrust quotient with Pakistan is still high… The general perception is that the Army has been shielding its soldiers even when they have carried out excesses in violation of human rights. Muzamil Jaleel in the Indian Express of November 07, 2011, states that, “The Army has routinely been invoking the immunity clause to shield its men from being prosecuted in civil courts.” It would be worthwhile to look at the record of human rights violations raised against the Indian Army and the action taken by the Army in this regard. The Indian Army attaches the highest importance to upholding human rights in its counter terrorism operations which are conducted using minimum force, avoiding collateral damage, acting in good faith and maintaining high moral standards. After detailed investigation into the alleged human rights violation cases involving Army personnel, only 54 cases out of 1,517 received since 1994 have been found to be true, amounting to less than four per cent. Of the 129 persons who have been punished, there were 38 officers, 12 JCOs and 79 soldiers. Punishments awarded are severe and exemplary including dismissal from service with rigorous and even life imprisonment. Consistent efforts to reduce human rights violations have been very successful. In J&K, there were 150 allegations reported in 2002. These have progressively declined to 18 in 2010 and a couple in 2011. Where violations are proved, action against the perpetrators is quick and transparent. Concurrent to speedy dispensation of justice, prompt action is initiated to provide succor and solace to the aggrieved. However, there are many cases projected as human rights violations that are pre-meditated and stem from vested interests to malign the security forces. The AFSPA debate has been a long sparring bout conducted in the latter half of 2011… Doubts have been raised that while punishments may have been awarded to over a hundred Army personnel, most of these are minor in nature and that soldiers are generally let off lightly. It is for the information of such doubting Thomases that in over 50 of those cases, officers and men have been dismissed from service with most having been given rigorous imprisonment for offences such as rape, murder, extortion and even molestation. Suo Moto Action by the Army Of great significance is the fact that the Army is a unique organisation that does not believe in initiating action only on receipt of a complaint, allegation or media report. In vogue is a system of ‘After Action Reports’ and a robust ‘feedback’ procedure that stimulates introspection. In house, informal or formal investigations are ordered and suo moto action activated. To illustrate, two soldiers of a Rashtriya Rifles unit were tried for rape in 1995 and dismissed from service and awarded ten years’ rigorous imprisonment in civil jail. Almost 11 years later, in 2006, the State Government sought prosecution sanction that was logically denied since action had already been completed. There have been cases that have been taken over by the Army for trial from civil courts under the Adjustment of Jurisdiction Rules. In one case in 2007, one NCO’s case for alleged molestation under Police Station Bandipur in J&K was taken over from the Judicial Magistrate, Bandipur and the NCO was tried under the Army Act and reduced to the ranks. Another case involving an officer was taken over from the Chief Judicial Magistrate, Handwara, J&K in 2004. The officer was tried by a Court Martial and dismissed from service. One issue on which there was consensus was that the time was not ripe to repeal the AFSPA while the distrust quotient with Pakistan was still high with no forward movement on talks with the separatists. Recently, there has been resentment among a section of people in Kashmir that the Army is delaying the inquiry on the Machil incident that occurred in 2010. Indian Army representatives have amplified quite categorically that their request for handing over the case has been denied by the Chief Judicial Magistrate, Sopore. A Revision Petition filed before the Principal District and Sessions Judge,

Baramulla was dismissed. A Writ Petition challenging the denial of concurrent jurisdiction and the challan being without the sanction of the Central Government is pending in the High Court at Srinagar. The delay according to the Army is, therefore, due to the High Court and the State Government. No commander worth his salt would like to lead an undisciplined force. To him, the larger picture is more important. A disciplined force will deliver results when the chips are down and difficult options have to be adopted. The strength and will of the Indian Army was displayed in Kargil where young officers and soldiers carried out unimaginable tasks with a zeal and commitment only a well-bred and disciplined force can muster. Therefore, every commander wants to bind together a team that follows instructions and has the ‘izzat’ of the Regiment and the Army in its sights at all times. It is in this context that a proactive disciplinary process is followed within the Army. In the last decade, 69 officers and men have been punished in 37 cases in Northern and Eastern Commands, all investigated suo moto, based on internal reporting. These 69 personnel are over and above the 129 punished due to reports emerging from NHRC, SHRC and such agencies. Emerging Status The AFSPA debate has been a long sparring bout conducted in the latter half of 2011. The main boxing bout is still to be fought. Shadow boxing matches were carried out between political parties at the state level (NC, PDP and Congress); at the National level (Cong, NC and BJP); the J&K Government and State Administration against the Army within the state; the Chief Minister of J&K discussed the issue with the Army Chief, the National Security Advisor, the Home Minister, the Raksha Mantri and the Prime Minister. The media, both print and electronic, had a field day bringing defence analysts, political luminaries, experts on Kashmir, separatist leaders face to face for debates with no possible conclusion. The Lokpal Bill and related issues overtook the prolonged AFSPA debate and buried it under the welcome snowfall in Kashmir. One issue on which there was consensus was that the time was not ripe to repeal the AFSPA while the distrust quotient with Pakistan was still high with no forward movement on talks with the separatists. Mainstream political parties have not had any meaningful debate on the AFSPA and national security is too sensitive to pass judgment to repeal, amend or partially revoke the Act on the basis of a public and media debate. The solution probably lies in the Unified Command deliberations, wherein the Chief Minister as the Chairman should iron out the system of implementation of the AFSPA with the Army Commander and Security Advisors and appreciate the Army’s perspective of national security.

Army: Management of Human Capital - I By Lt Gen Mukesh Sabharwal Issue: Vol. 26.4 Oct-Dec 2011 | Date : 22 Dec , 2011 “Human Resource Development is an essential command function and, in this context, it needs to be understood that the soldier of tomorrow has to be an innovator who can combine imagination and knowledge with action1” —Indian Army Doctrine 2004 …a detailed investigation into the Human Rights violation cases involving Army personnel revealed that only 54 cases out of 1511 cases received since 1994 have been found to be true. 129 persons have been suomoto punished by the Army in these cases. The punishments awarded by the Army are severe and exemplary, including dismissal from service with life imprisonment. Our consistent efforts

to reduce Human Rights violations cases have been successful and there has been a sharp decline in such cases from a high of 176 in 2002 to only 12 so far this year. Every effort is, therefore, made to ensure that no collateral damage takes place whenever any operation is undertaken, nor is an innocent ever targeted. Click for IDR Subscription Emergence of the Communist Party of Nepal (Maoist) as the single largest party in the April 2008 elections seems to have, however, disrupted the bonhomie that existed between the two neighbours. It has also led to the emergence of a strong and visible anti-India lobby in Nepal. The diverse socio-economic environment prevalent in the country and its ripple effect on various sections of the society has had a profound impact on the Armed Forces of the Nation as well. The Army, which constitutes its largest component, is undergoing a transformation which is not just confined to the fields of military doctrine, operational concepts and application of newer technologies, but has also transgressed into an area which impacts its very foundation-the soldier. As the Nation marches towards economic prosperity and the associated resurgence to emerge as a key player in the international arena, there is a need to concurrently focus on consolidating its Armed Forces into an extremely cohesive, modern and potent force capable of meeting the challenges likely to confront the region. Adequate focus therefore, needs to be laid on revamping the Army, into a highly motivated, optimally equipped, modernized and operationally ready force, capable of functioning in a joint services environment across the entire spectrum of conflict.2 Human Capital Development in the Army is an extremely vital issue because the strength of the organisation has always been its soldier. It has been aptly said that institutions do not transform – its people do; platforms and organizations do not defend the Country – people do; and units and formations do not sacrifice and take risks for the nation – people do! It is therefore, evident that without highly skilled, competent and dedicated soldiers in its rank and file, it matters little how lethal the weapon systems are or how strategically responsive the field formations are trained to be, but what is vital is the men behind the weapons who are also the prime enablers of the strategy. Given its size, diversity and complexities, the challenges that confront the Indian Army, when it comes to management of its Human Resource element, is a gigantic one. The enormity of the task can be gauged from the fact that the Army has about 12 lakh serving soldiers3 in its rank and file and it also has to cater to the needs of over 22 lakh of its veterans who have retired from service. While the organizational structure of the Army has a few characteristics that are similar to what obtains in most large scale commercial organisations, to include hierarchies and functions, leaders and followers, teams, meetings and strategy sessions, what is special and distinct about the Army is the very high emphasis on ‘delivering the goods even at the cost of laying down ones’ life. Also and more importantly a sense of social obligation and responsibility is ingrained into the organization at all levels. This makes the Army the last bastion and invariably the most reliable asset that the Nation can fall back upon during the hours of crisis. Given the enormity of the tasks that it (Army) has to perform, it is imperative that it is manned by individuals who have a sense of responsibility, professional expertise and loyalty both to the Nation and the Organization. As a major component of National Power4, the Army alongwith the Navy and the Air force is entrusted with the primary role of preserving National interests and safeguarding the Country’s sovereignty, territorial integrity and unity against external threats, either by deterrence or by waging war. It also has a secondary role of assisting Government agencies to cope with ‘proxy war’ and other internal threats and also providing aid to civil authorities when requisitioned. Given the enormity of the tasks that it has to perform, it is imperative that it is manned by individuals who have a sense of responsibility,

professional expertise and loyalty both to the Nation and the Organization. Orchestration of human resources in the Army, therefore, needs to be accorded the highest priority so as to unleash the full potential of the men and material who constitute the organization. Turbulent Global Environment The socio-economic and security backdrop in which the Armed Forces are operating in is getting more and more complex with each passing day. Numerous events over the last two decades like the end of the Cold War and disintegration of the Soviet Union, 9/11 followed by the ‘Global War on Terror’, nuclear proliferation, unprecedented economic growth of China and India and the economic meltdown of 2008 have radically altered the global security environment.5 The ripple effect of these events has affected most countries around the world, leading to drastic changes in the global inter-linkages, regional alignments and readjustment of security dimensions. Future wars are likely to be short and intense and will witness the employment of high tech weapon systems with comparatively larger scales of damage and destruction. Globalisation, economic inter-dependence, revolution in military affairs, unipolarity, terrorism, phenomenal growth in information technology and other internal practices have thrown up fresh challenges for most nations. Globalization has also ensured that no country remains insulated from the turbulences mentioned above. It is therefore, imperative that our Armed Forces evolve with the changing times and maintain a level of preparedness in consonance with the Nations stature as the dominant regional player. Troubled Neighbourhood India finds itself in a neighbourhood where countries are experiencing considerable systemic dysfunction. A number of these have significant ramifications for India given the artificial borders, common eco-systems and strong social affinities that exist with its neighbours. Most of these countries have been nation states for only five to six decades and many of them have emerged from several years of internal strife, colonialism and all of them also suffer from poor governance. India’s relations with all its neighbours are complex for a variety of reasons with security underpinnings attached to them. Its relations with Pakistan have been fraught with tensions and are pitched against a nuclear backdrop. The unsettled border issue in Jammu & Kashmir coupled with the endeavour by Pakistan to keep India engaged in low intensity conflict as a means of getting her bogged down in a state of low level equilibrium has only worsened the relations. Fresh signs of strain have appeared after the attack on the Indian Embassy in Kabul and the 26/11 Mumbai carnage. The raison de etre for the creation of Pakistan was the two nation theory & hence this stance has very little chance for change. Given the dynamics of future conflicts, it is imperative that the Army prepares itself to meet these challenges head on. Ever since the Sino-Indian conflict in 1962, relations between the two neighbours have bordered on hostility and mistrust and this equation continued till the 80s. Although economic cooperation has become the principal driver of the strategic partnership between the two Asian giants there is a growing need for convergence between them on numerous international and regional affairs, however irritants like the unresolved border issue do continue to cause hiccups.6 China however, as an ascendant power with its burgeoning economic growth and equally burgeoning military modernization programme does generate concern in its neighbourhood. Ties between India and Nepal have traditionally been close, reflecting the rich historical, geographical, cultural and linguistic linkages between the two nations. Emergence of the Communist Party of Nepal (Maoist) as the single largest party in the April 2008 elections seems to have, however, disrupted the bonhomie that existed between the two neighbours. It has also led to the emergence of a strong and

visible anti-India lobby in Nepal. Indo-Bangladesh relations have seen a fluctuating tendency depending on the party which is in power in Bangladesh. It has hit a new high with the Awami League Grand Alliance led by Sheikh Hasina coming back to power post the Dec 2008 elections and consequently the working relations between the two countries have improved considerably.7 Changing Nature of Warfare Editor’s Pick The Military Must Find Its Voice Indian Air Force: Looking into the future Evolution of the Indian Submarine Arm National Security in the present day environment is an aggregate of both external as well as internal threats.8 Economic compulsions and the global environment have reduced the threat of all out wars between nations. However, smaller the scale of conflict, greater is the probability of occurrence. Future wars are likely to be short and intense and will witness the employment of high tech weapon systems with comparatively larger scales of damage and destruction. The probability of joint operations, including with other armies of the world, have also increased manifold. The world is seeing a spurt of a new kind of warfare called ‘Fourth Generation Warfare9’ encompassing terrorism, internal destabilization and economic blackmail aimed to undermine the very sovereignty of a nation. Given the dynamics of future conflicts, it is imperative that the Army prepares itself to meet these challenges head on. Organisational and equipment voids, which hither-to-fore were considered acceptable, may not be the case in the future. Staffing of formations and units, including that of reserves, also need to be maintained at the optimum level at all times to ensure operational effectiveness. Ramification of Societal Changes Since society is the reservoir from which the Army taps its manpower resources, it needs to be sensitive to the societal changes that take place with the passage of time. A vibrant economy, globalization, advanced technology and a flourishing private sector all put together now offer innumerable opportunities to the youth of this country. This has fundamentally and irrevocably altered the traditional social and cultural fabric of the Nation. These changes have also impacted the Indian Armed Forces in many ways.10 Click for IDR Subscription The present value systems so deeply cherished by the Armed Forces are not abstract concepts whose genesis lies solely in the demands of battle. In fact, they are the very foundation While it has assisted in modernization of the forces, the lure of lucre has created complex challenges for the Indian Armed Forces which have the distinction of being an absolutely volunteer force. The present value systems so deeply cherished by the Armed Forces are not abstract concepts whose genesis lies solely in the demands of battle. In fact, they are the very foundation on which the entire structure of the Armed Forces is based and any dilution of the same because of deterioration of societal values could have a negative impact on the fabric of the Armed Forces as well. Challenges Posed by the Changing Socio-economic Environment All round development has meant moving rapidly towards a pool of educated workforce and in case of the Army from a ‘brawn force’ to a ‘balanced brain cum brawn force’. With all the organizations vying to tap the best, talent is definitely at a premium. Attracting, retaining and motivating the best talent remains a constant challenge to the Army in the present circumstances and the problem is likely to become more acute in the years to come. Some of the challenges that confront the military leadership with respect to the above are as follows:- Increased Aspiration Levels. Increased awareness and corresponding enhancement in aspiration

levels of the present day generation has resulted in the best talent being cornered by the corporate giants. It is often only the remainder that is available for induction into the Armed Forces, especially in the officers’ cadre. The trend can be partly attributed to lack of appropriate remunerations. This trend is not in consonance with the requirement of the Services where Revolution in Military Affairs necessitates induction of academically proficient and technologically savvy individuals at all levels. Necessary steps, therefore, need to be initiated on a timely basis to ensure that the quality of intake is maintained at an acceptable level. This is possible only if the terms and conditions of service are made attractive and comparable to the extent feasible. A career in the Army is accepted in the civil street as one fraught with immense risks. The perception has been further aggravated by the increasing deployment of the Army for various tasks ranging from counter insurgency to counter terrorism”¦ Drawbacks of Nuclear Family Norm. Lack of security and support hitherto provided by the joint family system and hazards of the now largely prevalent nuclear family norm has resulted in soldiers having to take on additional pressures because of problems relating to the domestic front. The joint family system provided inherent security, both physical and economic and invariably motivated the soldier to give his best without any apprehension. This protective shield vanished with the breakdown of the joint family norm11, leaving the soldier to fend for himself and his family. The problem gets more accentuated when the families are located at places which are not within convenient commuting distance of their duty stations. A conscious effort, therefore, needs to be made to ensure that the interest of the soldiers in operational areas is taken care of by providing separated family accommodation in military stations within easy travelling distances. Pressures Due to Exigencies of Service. Exigencies of service often make it difficult for men in uniform to strike a reasonable balance between their home and the professional front, at times leading to problems like depression, suicide and fratricide.12 Grant of leave at periodic intervals with liberal travel facilities and connectivity to ensure that he constantly remains connected with his loved ones is, hence, very essential. Hazards of Service Life. A career in the Army is accepted in the civil street as one fraught with immense risks. The perception has been further aggravated by the increasing deployment of the Army for various tasks ranging from counter insurgency to counter terrorism, apart from the conventional role that it is meant for along our troubled borders. Large number of casualties and body bags coming home often act as a deterrent and negate publicity campaigns launched to motivate the youth to join the Army. What needs to be ensured is that the compensation offered to the Next of Kin (NoK) must be adequate to ensure that the essential requirements of the NoK are met in terms of financial independency, accommodation and job opportunities. Need for a Focussed Approach Macro-Level Management Functions related to Human Capital Management in the Indian Army are implemented under the aegis of the Adjutant General’s Branch. The mission of the Branch is to assist the Indian Army in meeting its strategic and national security goals by attracting and maintaining its rank and file optimally through an effective Human Capital Management Mechanism.13 The aim being to create a high quality, fully motivated, healthy and robust force, capable of operating efficiently across the entire spectrum of conflict. The Army has over a period of time evolved a comprehensive and well thought out methodology to effectively manage its Human Capital. The spectrum of conflict for which the Army needs to be prepared for and the demands of the future battle field environment on the human resources element necessitate that the soldiers inducted into

the Army be qualitatively superior to what was expected earlier. Some of the characteristics that are vital for soldiers of the future are as under:- Quick decision making capability, greater mental mobility and ability to adapt to rapidly changing situations. Capacity to handle higher stress levels. Capability to handle independent assignments. Higher technical competence. Greater motivational levels and higher standards of junior leadership. Better administrative skills. The paradigm shift in the ‘quality of intake required for the Army, both at the officers’ level and for JCOs/OR warrants that adequate incentives be made available to attract the right material, motivate them to join the services and thereafter retain them in service.14 The present day youth look for improved quality of life, better pay and perks, assured career progression, appropriate educational and housing facilities, good medical backup, equitable status with their civilian counterparts and better post retirement benefits. The demands on the organization are thus immense. The magnitude and scope of the task, given the size of the Army, is extremely large, complex and diverse as it involves every individual in the Army, right from the time he or she is inducted into the organization, with the bonding continuing even after their retirement and demise. All major issues handled by the Army are based on vision documents which lay down time frames for their conceptualization and implementation”¦ Each task is thereafter broken down into short, medium and long term objectives and time frames laid down for accomplishment of each phase. The Army has over a period of time evolved a comprehensive and well thought out methodology to effectively manage its Human Capital. In order to ensure that the thought process remains current and relevant, it is subjected to regular scrutiny and refinement. Transparent policies, correct selection systems, appropriate training and development methods, objective appraisal systems, dynamic leadership styles with the right organizational climate and effective post service management, all of which are critical imperatives for growth and development of any organization, form the bedrock on which the strategy is based. Some of the factors that lend credence to the strategy are :- Perspective Planning. Adequate care is taken to ensure that the futuristic manpower requirements of the Army, up to a time frame of 2022, have been factored in while working out the staffing levels.15 The endeavour is to plan as far forward as possible. Adequate care is also taken to ensure that inductions being made are done after careful evaluation and assessment of wastage rates likely to take place in the future. Structured Approach. Since the policies dealt with have far reaching implications and remain in vogue for protracted periods of time, the same are evolved after due deliberation, following a structured approach. Each issue is tackled at three levels- the strategic, operational and functional level. Also, in order to ensure that the issues are progressed in a systematic manner, they are dealt with separately for the three distinct categories of human resources that the Army has to contend with-the fresh inductees both officers and JCOs/OR, those already in service and those who have retired from service. Clear Road Map. All major issues handled by the Army are based on vision documents which lay down time frames for their conceptualization and implementation. The vision is laid down at the strategic or apex level and is then disseminated down for execution and implementation to the operational and functional levels respectively. Each task is thereafter broken down into short, medium and long term objectives and time frames laid down for accomplishment of each phase. Feedback Mechanism. In order to ensure that matters affecting policy have wide acceptance, they are

invariably put through intense scrutiny and are formalized only after obtaining a comprehensive feedback from the environment. Changes, amendments and modifications are, thereafter, made to the directives to make them as comprehensive as feasible. Periodic Review. All issues related to human capital development and management are subjected to periodic reviews so as to take corrective measures and institute mid-course corrections as and when required. Ensuring the right manning levels, providing all ranks attractive and acceptable terms of engagement, creating appropriate service conditions and ensuring satisfactory post retirement benefits are some of the means that have been adopted to effectively manage the human capital in the Army. Continued…: Indian Army: Management of Human Capital – II

Army: Management of Human Capital - II By Lt Gen Mukesh Sabharwal Issue: Vol. 26.4 Oct-Dec 2011 | Date : 23 Dec , 2011 Human Capital Management: Management at the Induction Stage Manpower in the Army comprises all ranks including civilians manning its establishments. Manpower planning involves issues related to intake of troops into the Army, including the number of officers to be inducted, the vacancies to be allotted to various Arms and Services on commissioning and laying down the numbers and class composition of jawans to be recruited from time to time. Click for IDR Subscription Since quality and not quantity is the restraining factor, the endeavor is to provide the requisite quality human resource to meet the challenges of a modern, technically oriented and secular Army.16 The charter encompasses the entire Indian Army and hence is gigantic. Although maintaining the required manning levels for jawans is not so serious, the issue assumes grave proportion when it comes to maintaining the required numbers at the officers level.18 Several efforts are being taken to overcome the same. Maintaining Quality of Intake Induction of Officers. Given the economic boom and the resultant job opportunities that it has created in the private sector, the task of attracting and motivating appropriate talent to join the Army and thereafter retaining them in the organization has become extremely challenging and difficult.17 Constant efforts are made to improve the terms and conditions of service and make the pay and perks of service comparable with what is offered elsewhere to make a career in the Armed Forces equally attractive. Also, periodic advertisement campaigns are launched both through the electronic and print media to generate greater awareness amongst the youth about the advantages and challenges of a career in the Army. Recruitment of Jawans. Quality of intake into the Army is very vital given the technological and systemic upgrades that are taking place as it is bound to have a major impact on the professionalism and standards that the organization would achieve in the future. A lot of care is hence being taken to ensure that there is no dilution in the quality of personnel inducted into the Army. Enrolment of

Jawans is done based on the ‘Recruitable Male Population of the State with every district of the country being addressed at least once or twice every year based on its size and population. The initiatives being adopted to ensure quality include:- Project Gyan Deep is an initiative to accord recognition to the “˜in service training carried out by JCOs/OR through their service career and have a Certificate/Diploma/Associate Degree/Degree granted to them for the same through a tie up with Indira Gandhi National Open University (IGNOU). Image Projection Campaign. This is a campaign aimed at projecting the Indian Army in its correct perspective thereby making the youth aware of the opportunities and challenges which await them once they join the Army. The endeavour is to motivate and attract the best talent to come forward and serve the Nation. Automation of the Recruitment Procedure. Another important objective is the automation of the recruitment procedure so as to eliminate subjectivity and chances of irregularities in the recruitment system of Jawans. Steps are under way to achieve complete automation in all the Recruitment Zones in the country by end 2011 and install Interactive Voice Response System at the Directorate HQ and all its zones. Computer Based Entrance Test. In the long term perspective, the aim is to introduce computer based entrance test for recruitment, thereby bringing in absolute transparency and openness in the intake procedure. Maintaining the Manning Levels Although maintaining the required manning levels for jawans is not so serious, the issue assumes grave proportion when it comes to maintaining the required numbers at the officers’ level.18 Several efforts are being taken to overcome the same. Mitigating the Shortage of Officers. Shortage of officers, especially in the lower ranks, is an issue that has been plaguing the Army for very long.19 While opening the floodgates to make up the deficiencies could have serious repercussions, initiatives are being taken to reduce the deficit in a gradual manner. Increasing the number of entrants through the Army Cadet College (ACC), Permanent Commission (Special List) PC(SL) and Short Service Commission Offices (SSCO) are some of the measures being adopted to tide over the situation. Yet another important initiative aimed at empowering JCOs/OR is Project “˜Kshamta”˜, which endeavours to provide soldiers with basic skills in Information Technology and English Speaking/ Soft Skills. Induction of Women Officers. Based on societal requirements and the changed socio-economic environment obtaining in the country supplemented by improved service conditions, the policy regarding induction of Women Officers into Service has undergone radical changes.20 Provisions now exist for grant of Permanent Commission to Women Officers in select branches of the Army like the Education Corps and the Legal Branch. This policy shift has also resulted in partially addressing the problem of shortage of officers in the Army. Release of Backlog of Vacancies and Exemption Bar Recruitment of Civilian Government Employees. In order to enhance functional efficiency of institutions/establishments in the Army where civilian staff is authorized but not available due to the ban on fresh recruitment, cases were taken up with the Government to accord sanction to fill up the vacancies. Consistent efforts bore fruit with the Ministry of Finance approving the release of 1/3rd of the vacancies, subject to a ceiling of one percent of the total authorized strength. Accordingly, over 6000 civilian vacancies in various groups have been released. Management of Human Capital While in Service Once inducted into Service, the aim is to retain the human resource for the optimal period, while

constantly endeavouring to ensure their professional and individual growth. Efficient management of the approximately 1.2 million strong Army demands stringent management techniques to keep it ticking. The aim is to ensure that the Army remains highly motivated and committed through effective management of key issues such as the Terms and Conditions of Service and Pay and Allowances and Pension of every individual. The areas of focus also include formulation of policies related to promotion, seniority, tenure of appointment and age of retirement. Automation of all the Record Offices is another measure being adopted to ensure better management of JCOs/OR in the Army. The objective is to increase the total number of JCOs and NCOs within the establishment of the Army, so that larger numbers of JCOs/OR are assured promotion to higher ranks. Enhanced Career Prospects. Some of the measures instituted to ensure enhanced career prospects for both Officers and JCOs/OR are as under:- Cadre Review: Officers. Cadre review of officers by way of implementation of Ajai Vikram Singh Committee21 recommendations was aimed at improving their promotion prospects and thereby satisfying the aspirations of a sizeable number of officers. While Phase I of the recommendations were implemented, primarily benefiting officers up to the rank of Colonel by assuring them guaranteed promotions up to the rank of Lt Col and additional vacancies for 750 Colonels, implementation of Phase II of the recommendations has resulted in the upgradation of 20 posts of Lt Gen, 75 posts of Maj Gen, 222 posts of Brig and 734 posts of Col. Re-structuring of the PC(SL) Cadre. The 18 Special List sub-cadres existing under this type of entry are being merged into a single ‘General Service Cadre’ so as to widen the base and increase the scope of employment of these officers. Cadre Review: JCOs/OR. This is a major initiative aimed at meeting the aspirations of JCOs/OR by enhancing the scope of their promotion prospects. The objective is to increase the total number of JCOs and NCOs within the establishment of the Army, so that larger numbers of JCOs/OR are assured promotion to higher ranks. The focus of the review is to effect changes based on functional requirements. Editor’s Pick Armed Forces Tribunals: An Appraisal Military Power: The Task Ahead Politics at the Cost of India’s Security Assured Career Progression. The aim is to ensure that despite having a pyramidical structure, where requisite ranks are important to ensure functional efficiency, all JCOs/OR are assured of financial progression on a time scale basis at 8, 16 and 24 years of service, thereby assuring them of financial benefits of the next higher ranks even if they cannot get promoted due to lack of vacancies. Provisions now exist for grant of Permanent Commission to Women Officers in select branches of the Army like the Education Corps and the Legal Branch. This policy shift has also resulted in partially addressing the problem of shortage of officers in the Army. Empowerment of JCOs/OR. Empowerment of JCOs/OR has emerged as one of the major focus areas of the Army and the important projects initiated towards this end are Projects ‘Gyan Deep’, ‘Kshamta’ and ‘Kaushal’ under the overall umbrella Project ‘Samarth’. Project ‘Gyan Deep’. Project Gyan Deep is an initiative to accord recognition to the ‘in service’ training carried out by JCOs/OR through their service career and have a Certificate/Diploma/Associate Degree/Degree granted to them for the same through a tie up with Indira Gandhi National Open University (IGNOU). All the Regimental Centres of the Army which are the nodal agencies for registration of individuals and submission of the courses/ cadres attended by their respective JCOs/OR have been registered as Community Colleges of IGNOU. This initiative will provide

JCOs/OR with the necessary wherewithal to facilitate a ‘second career’ post retirement. A very large number of JCOs/OR have registered for this scheme so far. A Memorandum of Understanding was signed between the Vice Chancellor of IGNOU, Prof Rajasekharan Pillai and the Adjutant General of the Indian Army, Lt Gen Mukesh Sabharwal, PVSM, AVSM**, VSM on 04 Sep 2009 to this effect.22 Project Kshamta. Yet another important initiative aimed at empowering JCOs/OR is Project ‘Kshamta‘, which endeavours to provide soldiers with basic skills in Information Technology and English Speaking/ Soft Skills.23 Individuals who have the potential to be trained as instructors are being trained as ‘Master Trainers’ from all the Arms/Services at their respective Regimental Training Centres and these Master Trainers after obtaining necessary certification will then train the remainder personnel of their respective Regimental Training Centres. The aim, once again, is to enhance the possibility of the soldier acquiring an appropriate second career post retirement.Disbursement of Pay and Allowances Through Bank. The pay and allowances of JCOs/OR were hither-to-fore paid to them in cash based on demands submitted by them once a month. This methodology lacked flexibility and did not provide JCOs/OR with an option to handle their pay and allowances in a desirable manner. The monthly pay package which has now been introduced ensures that the pay of JCOs/OR is credited to their respective bank accounts on a monthly basis. Provision of ATM cards has also enabled them and their families, if they are in field areas, to withdraw money as and when required. Click for IDR Subscription This anomaly, to a large extent will be rectified with the introduction of a separate Pay Commission for the Armed Forces which has been announced by the Honble Raksha Mantri in Parliament. Enabling All Ranks to Exercise their Franchise.24 Most uniformed personnel have forgone their right to vote because of not being able to be at their places of permanent residence or where they were registered as voters at the time of elections. This vital fundamental right of the troops has been restored to them through persistent efforts. The phenomenal success of the scheme can be gauged from the fact that the present registration state of postal/proxy voters is approximately 85 percent and that of general voters 12 percent. Improvement in Quality of Life. The motivation to continue in service for as long as the terms and conditions permit invariably depends upon the quality of life that the Army can offer to its individuals. The basic aspirations of its rank and file, therefore, need to be met and it is the endeavour of the organization to maintain the quality of life at the desired level at all times. The vital issues relate to medical cover, housing and education. Provision of Medical and Health Cover. Provision of high quality medical and dental cover helps in maintaining high levels of motivation and morale in the Army. Preservation and promotion of the health as also planning and provision of medical cover, both preventive and curative to all ranks and their families is high on the agenda for the Army. Establishment of adequately equipped and staffed hospitals right from the forward most areas to state of the art hospitals at each Command and the National Capital has ensured timely and effective treatment of personnel and their dependents. Since, inception, as many as 16,000 cases related to Service personnel, which were pending in various High Courts, were transferred to the Tribunal. The figure includes fresh petitions which were filed with various Benches. Of these, the Tribunal had disposed off almost 3500 cases by the end of the year 2010. Provision of Married Accommodation. In order to provide all ranks an opportunity to stay with their families at least for the duration that they spend in a peace station, the Army launched an ambitious Married Accommodation Project thereby substantially increasing the satisfaction level of housing while in service. Provisions also exist for field area family accommodation’ to cater to the needs of the soldiers who are posted at non-family stations.

Provision of Quality Education. The Army Welfare Education Society25 has over a period of time grown into an organisation which is capable of providing quality and affordable education to the wards of both serving and retired soldiers. Apart from providing schooling facilities, it has also made pioneering strides in provision of higher education to the wards of serving and retired Army personnel in the fields of Engineering, Medical, Dental, Law Management, Hotel Management and Nursing. The endeavour is to expand its scope and target as many military stations as possible; thereby ensuring that affordable quality education is accessible to maximum wards of serving and retired soldiers. Also, establishment of institutions of higher learning has ensured that children of Army personnel, who hithertofore were disadvantaged because of lack of domicile status, frequent movements and lack of reservation of seats, now have dedicated institutions which accord priority to their educational requirements. Insurance Cover. The Army Group Insurance provides insurance cover to all Army personnel against risks while in service, including war and war like situations.26 It endeavours to optimize the growth of the fund through increasing returns, while providing responsive and personalized services in consonance with the growing aspirations of the environment. It provides maturity benefits at the time of retirement, release or discharge from service and also caters for post retirement insurance cover. Apart from providing insurance cover, it also has a number of loan schemes, loan linked group insurance scheme, social security deposit, provision of sustenance allowance to differently abled children. The Army Group Insurance Scheme, thus not only provide security to serving and retired service personnel, but also endeavours to improve the quality of life of all ranks of the Army. The Army Group Insurance Scheme, thus not only provide security to serving and retired service personnel, but also endeavours to improve the quality of life of all ranks of the Army. Provision of Affordable Homes. The Army Welfare Housing Organisation27(AWHO) functions as a self financing system on a ‘no profit no loss basis.’ The sole purpose of the organization is to provide dwellings to serving and retired army personnel and their widows at an affordable cost. The fact that it has already constructed and handed over nearly 20,000 dwelling units and is in the process of constructing housing facilities at several more locations, is indeed creditable for an organization that is driven more by a sense of service rather than generating profit. Persistent demands from the environment have resulted in several projects being on the anvil presently. What is noteworthy is the fact that the organizationwas able to obtain land for the projects at very reasonable rates at a number of places with the assistance of the State Governments, thus maintaining the cost of the dwelling units at manageable levels. The organization has indeed done yeoman service to the Army because the possibility of having a roof over ones head at affordable rates is indeed a huge motivating factor for a soldier. Maintaining High Standards of Motivation and Morale. Apart from various other factors which keep a solider energized and motivated, certain issues which have a bearing on the morale and motivational levels are those related to pay and allowances, adequate remunerations for hazards of service, speedy redressal of his grievances and his status in society. Although the VIth Central Pay Commission awards have been able to address a lot of issues related to the same, a lot still needs to be done to alleviate the aspirations of the men in uniform. Also read: Indian Army: Management of Human Capital – I Armed Forces Pay Commission.28 The Armed Forces, because of their peculiar terms and conditions of service, rank structure, promotional prospects and wastage rates have always felt disadvantaged when categorised into the same kind of pay structure as that of the Civil Services. This anomaly, to a large extent will be rectified with the introduction of a separate Pay Commission for the Armed Forces

which has been announced by the Hon’ble Raksha Mantri in Parliament. Constitution of a separate Pay Commission for the Armed Forces would also enable the Commission to study various aspects related to the services like compensation for early retirement, slower promotion prospects and difficult service conditions in a more realistic manner and make recommendations accordingly. It would provide a voice for the Services in matters related to their pay and allowances, which hitherto-fore was not the case. The Army has initiated numerous measures to address the issue which includes aspects like better travel facilities, comparable leave travel concessions, exclusive boarding and lodging facilities at selected holiday stations. Speedy Redressal of Grievances– Armed Forces Tribunal. With an aim to establish an effective redressal mechanism, absence of which led to a large number of Service personnel moving the civil courts, the Government passed a bill in the Parliament to set up the Armed Forces Tribunal (AFT).29 The Principal Bench along with two more benches were made functional at Delhi in Aug 2009 and six more Regional Benches were established by Nov 2009 at Chennai, Chandigarh, Jaipur, Kolkata, Kochi, Lucknow and Guwahati. All the Regional Benches except Mumbai are now functional. A large number of cases relating to Service matters filed by Armed Forces personnel and which have been pending in the courts for very long have been transferred to the AFT for speedy disposal. The forum provides both serving and retired Service personnel and their dependents an option to seek speedy justice at affordable cost. Since the jurisdiction and spread of the Tribunals covers the entire country, service personnel and the retired fraternity find it an extremely convenient avenue for appeal against any perceived injustice done to them under the provisions of the Army Act or the stringent terms and conditions of the Services. Since, inception, as many as 16,000 cases related to Service personnel, which were pending in various High Courts, were transferred to the Tribunal. The figure includes fresh petitions which were filed with various Benches. Of these, the Tribunal had disposed off almost 3500 cases by the end of the year 2010. Status in Society.While the entire Nation looks up to the men in uniform at the time of conflict, soldiers sometimes have a feeling that they are a neglected lot and do not get the kind of recognition that they deserve during peace time. The Army has initiated numerous measures to address the issue which includes aspects like better travel facilities, comparable leave travel concessions, exclusive boarding and lodging facilities at selected holiday stations. Continued…: Indian Army: Management of Human Capital – III

Army: Management of Human Capital - III By Lt Gen Mukesh Sabharwal Issue: Vol. 26.4 Oct-Dec 2011 | Date : 24 Dec , 2011 Maintaining the Image of the Army. The image that the Army has built up over the years of being the ‘Last Bastion’ has given it a place of reverence in the society. Being a part of this wonderful organization in itself is a motivating factor for the men in uniform. Constant endeavours are, therefore, made to retain this credence. Several steps have been instituted towards this end.

Click for IDR Subscription High Standards of Discipline. Every effort is made to maintain impeccable standards of discipline in the Army and defaulters, if any, are brought to book without any delay.30 It is also ensured that action is initiated only after a thorough inquiry is instituted and the due process of law followed. Steps are also being initiated to re-vamp the Corps of Military Police so as to strengthen the policing system within the Army. Efforts are also in place to bring about better synergy between the Army, the Civil Administration and the police when it comes to enforcement of law where Army personnel are involved. The aim is to maintain the image the Army carries of being a ‘role model’ for the society. the Nation invariably looks towards the Army with a lot of expectation, not only for safeguarding its sovereignty and territorial integrity, but also at the times of internal strife and during the hours of crisis. Ceremonials and Parades. Ceremonials and parades have always been the forte of the Army and have acted as a great motivating factor in maintaining high standards of discipline and morale within the Army. The Army is also responsible for all the ceremonial parades held at the National level. Constant efforts are hence made to maintain the standards achieved and improve upon them where possible. Human Rights Record. A number of States in the North East are riddled by the menace of terrorism and insurgency and the Army has been drawn in to control the same since Independence. Similar is the situation in the State of J&K where the proxy war propagated by Pakistan has resulted in large scale deployment of the Army. The operations launched by the Army to flush out militants/insurgents at times results in allegations being made of Human Rights violation by Army personnel.31 However a detailed investigation into the Human Rights violation cases involving Army personnel revealed that only 54 cases out of 1511 cases received since 1994 have been found to be true. 129 persons have been suomoto punished by the Army in these cases. The punishments awarded by the Army are severe and exemplary, including dismissal from service with life imprisonment. Our consistent efforts to reduce Human Rights violations cases have been successful and there has been a sharp decline in such cases from a high of 176 in 2002 to only 12 so far this year. Every effort is, therefore, made to ensure that no collateral damage takes place whenever any operation is undertaken, nor is an innocent ever targeted. Given the kind of security environment prevalent in the Indian Sub-continent, compounded by the turbulent internal security situation, there is no denying the fact that the Armed Forces and the Army in particular need tomaintain the highest level of preparedness at all times. High Standards of Fitness Levels. Given the kind of security environment prevalent in the Indian Sub-continent, compounded by the turbulent internal security situation, there is no denying the fact that the Armed Forces and the Army in particular need tomaintain the highest level of preparedness at all times. This aspect is given the highest priority at all times. Management of Retired Personnel. Veterans who have given the best part of their life for the service of the Nation and to the Army need to be adequately cared for and this aspect is given special emphasis at all levels. A conscious effort is made to reach out to the environment and enable them to interact with appropriate agencies to resolve their problems and grievances. Compilation of a compendium also facilitates veterans to seek clarifications on queries related to pension/terminal benefits and welfare schemes that they are entitled to. Some of these are:- Resolution of grievances related to pensioner/terminal benefits.32 Access to appropriate medical care. Access to various welfare schemes instituted by the organization.33 Assistance in facilitating a suitable post retirement job. Welfare of disabled soldiers and war widows.

Ex-Servicemen Contributory Health Scheme (ECHS). Access to proper health care is one of the most pressing requirements of senior citizens and it was with this prerequisite in mind that the ECHS was set up in 2003. The aim of ECHS is to provide comprehensive, quality and timely medical care to Armed Forces Veterans and their dependents. The project, which was conceptualized and initiated just about a decade back, has grown by leaps and bounds and as of date has 227 polyclinics functioning under it, providing medical cover to about 11 lakh veterans and more than 24 lakh of their dependents. The project is destined to see an exponential growth over the next couple of years with 199 more polyclinics on the anvil. It also has on its rolls 1233 private hospitals spread over 167 stations, which have been empanelled to supplement the polyclinics that are already functional. Welfare of soldiers, both serving and retired, is thus, a key focus area for the Army. Constant endeavours are made”¦ The empanelled hospitals enable retired personnel to avail medical cover without having to travel long distances from their place of residence, especially when their condition is serious or critical. ECHS has, more or less been able to meet the aspirations of the retired fraternity in providing medical cover. Present statistics shows that 92 percent of the beneficiaries are treated in polyclinics, three percent in service hospitals and five percent in empanelled hospitals, indicating that the basic concept on which the scheme is based is sound and pragmatic. Army Welfare Placement Organisation (AWPO). AWPO has been helping retired Army Officers and JCOs/OR in finding suitable second career prospects post retirement since April 1999. It maintains a large data bank of veterans from the Army and provides a single point contact to Government agencies and the corporate world in facilitating a second career for the veterans. There are a total of 13 Army Placement Nodes and 46 Satellite Nodes spread all across the country. Almost 40 percent of the ex-servicemen register with the AWPO after retirement and it has been possible to find placement for nearly 50 percent of those registered with it. Management of Human Capital in the Army is an extremely complex issue, given its size, spread and diversity. The enormity of the task is compounded by the fact that apart from the over 1.2 million strong serving soldiers in its rank and file, it has to also manage the issues related to over 2.2 million of its veterans. Welfare Schemes. A number of welfare schemes have been instituted by the Adjutant General’s Branch for battle and physical casualties including financial assistance to serving and retired soldiers, educational concession to children of battle and physical casualties. Welfare of soldiers, both serving and retired, is thus, a key focus area for the Army. Constant endeavours are made to ensure that our veterans, Veer Naris and their dependents get their dues and lead a life of dignity and honour in society. Some of the important welfare schemes include the following:- One Time Grant. Martyrs who had laid down their lives since Independence and war disabled soldiers who were invalidated out of service due to the disability sustained by them in various operations were paid Rs. One lakh each by the Army as a one time grant. Mobility Equipment Grant. All Soldiers who were disabled while in service have been provided with mobility equipment grant. Immediate Financial Relief to NoKs. Immediate financial assistance of Rs. 30,000 is provided to the NOKs of all soldiers who die in harness, to meet immediate requirements. For physical casualties who are not entitled Central Government Ex-gratia, this amount has been enhanced to Rs One lakh. Educational Scholarship. Educational scholarships are given to children of martyrs and soldiers who die in harness, as also war disabled soldiers and serving soldiers. Welfare Institutions. Apart from the various welfare schemes numerous welfare institutions have been established all across the country. The Adjutant General’s Branch monitors their activities through

various Command Headquarters. Some of the important welfare institutions are:- Queen Mary’s Technical Institute, Pune. This institute carries out rehabilitation training of disabled servicemen and their dependents. It provides courses for rehabilitation as a fitter, electrician, motor mechanic, welders, diesel mechanic, tailoring, fashion design and Info Tech worker. St Dunstan’s After Care Organization, Dehra Dun. This institution has been established for rehabilitation of vision impaired Service personnel. Training for the inmates of this institute is provided at the ‘National Institute for Visually Impaired’ for orientation and mobility. Paraplegic Homes, Kirkee and Mohali. These have been established for paraplegic and tetraplegic ex-servicemen. Asha Schools. A total of 29 Asha Schools have been established across the country at various military stations and caters for differently abled children. War Widows’ Children Hostel. These hostels have been established at selected stations for children of war widows. Conclusion Also read: Indian Army: Management of Human Capital – I Indian Army: Management of Human Capital – II Management of Human Capital in the Army is an extremely complex issue, given its size, spread and diversity. The enormity of the task is compounded by the fact that apart from the over 1.2 million strong serving soldiers in its rank and file, it has to also manage the issues related to over 2.2 million of its veterans. The key ingredient in the organization despite all the technological upgrades still remains the soldier, who is the man behind the weapon and the enabler of its strategy. It is therefore, vital that adequate care be taken to ensure that the morale and aspiration of the solider be maintained at the highest level at all times. Being the last bastion, the Nation invariably looks towards the Army with a lot of expectation, not only for safeguarding its sovereignty and territorial integrity, but also at the times of internal strife and during the hours of crisis. If the soldier is to stay motivated and is expected to give his best when the situation so demands, it is imperative that both the Government and the Army makes conscious efforts to ensure that the basic needs and aspirations of the soldier are met at all times. The Adjutant General’s Branch is chartered with the onerous responsibility of managing the Human Capital in the Army. Being conscious of the enormity of the task that it has on its hand, it has adopted various time tested mechanisms to deal with the related issues in a pragmatic and responsive manner, while at the same time ensuring that the process is evolutionary and undergoes constant refinement to cater for changing individual aspirations and societal changes. Notes Indian Army Doctrine, October 2004, PP 67-74 Gen Deepak Kapoor, The Sunday Indian, August 2008. http://www.thesunday indian.com/ http://www.Indianarmy.gov.in/index.aspx?flag=LfcVLYFIbed= Indian Army Doctrine, October 2004.ids.nic.in/Indian %20Army % 20 Doctrine/Indian Army Dotrine_1.doc Gen Deepak Kapoor, lecture on Changing Global Security Environment with Specific Reference to our Region and its impact on the Indian Army at IDSA on 03 Jul 2008, reproduced in Journal of Defence Studies Volume 2, Issue Z, Winter 2008. Fayaz Wani, India china Relation to Worsen Further, Australia News, 12 January 2010, P 1 Ahmed Khalid Rashid, Indo Bangla Relation, A New Perspective, Daily Star 25 Aug 2008, P 5. Indian Army Doctrine, Types of War, October 2004 P 38.

John Robb,4GW-Fourh Generation Warfare.08 May 2004. Globalguerrillas.typepad.com/2004/4gw-fourth- gene.html. Military Sociology: Societal changes and Impact on Armed Forces, Journal by CLAWS, Article 1313, December 2009,p 1 Dalip Singh Wasan, Joint Family system is breaking, http://www.sreetdirectory.com/travel_guide/202457/ Family joint system is breaking.html “Increase in cases of suicides in Armed Forces”. Rajya Sabha Official Website, questions, Starred and Unstarred, question Number 3150 December 2010. http:/164.100.47.4/new rs question/search_sessionwise.aspx. Indian Army Doctrine, Force Structuring, October 2004, P 93. “Indian Army to invest in F-INSAS programme” 04 June 2007, www.india.defence.com/reports_3269 www.india-defence.com/reports/3269. Maj Gen Satbir Singh, “ Measures to Attract and Retain Talent in the Indian Army”, Journal by CLAWS, Article 1170, 05 September 2008. Colonel Ravi Tuteja, Measures to Attract and Retain talent in the Indian Army, Journal by CLAWS, Article 1174, 05 September 2008. Syed Ali, India Army Faces Massive shortage of officers, 18 March 2010, http://www.groundreport.com/opinion/Indian_Army_Foces_Massive_Shortage_of_Officers_1/2919989. “Vacant Post in Armed Forces”. Rajya Sabha Official Website, questions, Starred and Unstarred, question Number2381 December 2010. http:/164.100.47.4/new rs question/search_sessionwise.aspx. Permanently Commissioned Women Officers in Indian Armed Forces by 2013, 05 August 2008. http://www.india.defence.com/reports_3944 Ajai Vikram Singh Committee; 1896 New posts in Defence Forces 03 Oct 2008. http://report my signal.blogreport.com/2009/01/ajai_vikram_singh_committee_1896_new.html Army signs Deal with IGNOU to Project Gyan Deep, 04 Sep 2009. http://www.indianeducationdiary.in/army. http://www.kshamtaonline.com. India’s Defence Forces prepare to vote, 10 Apr 2009, http://www.ibn.in.com/news/indias-defence-prepare-to-vote http://www.awes.nic.in/ http://indianarmy.nic.in/Default3.aspx?Menuld=RzRbZLeBSIE= http://www.awhosena.org/Misc.htm Form separate Pay Commission for Armed Forces: SC to Govt, Indian Express, 08 Sep 2010 http://www.expressiondia.com/latest-news/form-separate-Pay-commission-and-form-SC-govt/67912 Armed forces Tribunal bill gets Parliament nod, Times of India, PTI, 06 Dec 2007 Rajya Sabha official website, question starred and unstarred question number 2372, December 2010. Number2381 December 2010. http:/164.100.47.4/new rs question/search_sessionwise.aspx. Indian Army launches human rights campaign in Kashmir, Zeenews.com, 05 Apr 2011. www.zeenews.com/news 695813.html Rajya Sabha official website, question starred and unstarred question number 2376, December 2010. Number2381 December 2010. http:/164.100.47.4/new rs question/search_sessionwise.aspx. Rajya Sabha official website, question starred and unstarred question number 302, Jul 2010. Number2381 December 2010. http:/164.100.47.4/new rs question/search_sessionwise.aspx.

Future Soldier – Expanded System: Rheinmetall to supply the Bundeswehr with cutting-edge “Gladius” infantry equipment By IDR News Network Issue: Net Edition | Date : 19 Jun , 2012 The German Bundeswehr has placed an order with the Düsseldorf-based Rheinmetall Group to supply it with state-of-the-art infantry equipment. A contract to this effect has now been signed at the Federal Agency for Defence Technology and Procurement (BWB) in Koblenz. Under the initial order, a total of 900 soldiers (90 infantry sections or squads) will be outfitted with the new equipment. Specially developed by Rheinmetall on behalf of the Bundeswehr, it is the most advanced system of its kind anywhere. Units due to deploy to Afghanistan in 2013 and 2014 will be the first to be equipped with Gladius. This forward-looking system is an important step in the process of providing German infantry troops with significantly improved capabilities in current and future deployments. Back in 2009, Rheinmetall was awarded a contract to develop a pre-series demonstrator version of the Gladius system for the Bundeswehr. It supplemented the basic Future Soldier (IdZ) system which Germany ordered in 2005 as an interim response to an urgent operational requirement. Now ready for fielding, Gladius is intended to expand and improve the capabilities of the existing system, particularly with regard to networking, command and control, and combat effectiveness. Responding to heightened requirements on the part of the Bundeswehr and building on the results of extensive trials and operational experience, Gladius is a far-reaching, highly advanced new development. A prominent feature of the Gladius system is a holistic design approach that takes full account of the complex operational requirements levied on modern soldier systems. Gladius is intended first and foremost to bring the 10-man infantry section and its vehicle into the network-enabled operational loop. This network, consisting of reconnaissance, command and control components, and weapons, enables rapid exchange of information as well as shared situational awareness as the basis for planning and conducting operations. The individual soldier receives all relevant data concerning the tactical situation, the position of friendly forces, the mission, and system status. It includes a GPS and an inertial navigation system as well as a magnetic compass, facilitating reliable orientation on the ground. Equally impressive are the system’s ergonomic features, especially with regard to weight reduction, miniaturization and improved integration of individual components. The modular battle dress uniform, body armour and harness system provide excellent protection from detection in the visual and infrared spectrum as well as from the weather – even in extreme climate zones – and especially from biological and chemical agents. Flame-retardant equipment and vector protection round out the system’s high level of protection. The system is integrated into an “electronic backbone” that contains the radio, core computer, batteries and GPS module. More than just the sum of its parts, the Gladius system puts Bundeswehr infantrymen on the global cutting edge, placing them ahead of their peers in terms of networking capabilities, command and control, and operational efficiency.