Tuesday, June 7, 2016

If he is a hero...........She is an angel

SOURCE:




       If he is a hero...........She is an angel     


What an amazing couple
God Bless Them..
.
FOCUS ON THE MAN IN THE FIRST PICTURE. IT'S HIM THROUGHOUT THE SERIES OF PHOTOS SHOWN BELOW.  Scroll to the end!

 
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If he is a hero...........She is an angel      .
PLEASE DO NOT HOLD ON TO THIS OR PRESS DELETE. SOMEONE HAS TO
HOLD OUR COUNTRY IN THEIR HANDS.
SEND
THIS ON, AND ON AND ON.
While our corrupt politicians are busy stealing the country and denying our dues,
If you care to offer the smallest token of recognition and
appreciation for Our military, please pass this on and pray for Our men and
women who have served and are currently serving Our country.

 
 
 
 
 
 



 

Monday, June 6, 2016

MAN MANAGEMENT::Reducing Flab in Armed Forces

SOURCE:
http://www.tribuneindia.com/news/comment/reducing-flab-in-armed-forces/247339.html




 Related :

http://bcvasundhra.blogspot.in/2016/06/blog-post.html




            Reducing Flab in Armed Forces

                                     By

                 Gen V P MALIK( retd)





                     MODERNISATION
                                      &
    EXPANSION CAN'T GO TOGETHER



Jun 6, 2016.



The Indian army today is the third largest in the world with over 38,000 officers and 11.38 lakh soldiers

Jun 6, 2016



Defence Minister Manohar Parrikar has set up a 12-member committee headed by Lieut-Gen DB Shekatkar (retd) to suggest structural changes in the Army, the IAF and the Navy on cutting down flab and reducing revenue (maintenance) expenditure. Its recommendations will entail doing away with posts that may have become redundant due to technology, and to ensure that addition of new equipment (modernisation) does not mean a corresponding rise in the personnel strength of the forces.

Parrikar has two important reasons for ordering this study. One is the ever-increasing revenue expenditure on manpower which leaves less than 20 per cent of the defence budget for weapons and equipment modernisation. The other is the advice from Prime Minister Narendra Modi. In his address at the Combined Commanders' Conference in December 2015, Modi had said, “At a time when major powers are reducing their forces and rely more on technology, we are still constantly seeking to expand the size of our forces. Modernisation and expansion of forces at the same time is a difficult and unnecessary goal.” Articulating global, regional and national strategic environment and politico-military concerns, the Prime Minister exhorted the Defence Minister and the military commanders to promote "jointness" across every level, shorten the tooth-to-tail ratio, and re-examine assumptions that keep massive funds locked up in inventories. 

There is no doubt that budgetary constraint is the primary reason for this decision. As a percentage of the GDP, the defence budget has been decreasing over the last decade. This year there was an increase of 1.16 per cent on the basis of the budget estimate of FY 2015-16. Calculated against the revised estimates (Rs 18,295 crore was surrendered by the Ministry of Defence), it works to an increase of 9 per cent.



This allocation does not cover the rate of inflation, fall in the value of the rupee against the dollar, and the sharply increasing cost of weapons and equipment all over the world. 

Due to the “One Rank, One Pension” scheme, the pension bill will increase substantially. With implementation of the Seventh Pay Commission recommendations, salaries, allowances and establishment charges of all civil and military personnel, paid from the defence budget, will shoot up. Recently, Defence Secretary G. Mohan Kumar admitted to the Standing Committee on Defence that “India’s military spending for FY 2016-17 is not as per the requirements of the services.” Unless the government hikes the defence budget, which is very unlikely, the Ministry of Defence would face a serious resource crunch to make up huge deficiencies of weapons, equipment and ammunition. Any force modernisation will remain a dream. 

We faced a similar situation in the late 1990s. As Army Chief, I decided to suppress 50,000 manpower (mostly from non-field force) over a period of three years, provided the money saved would be given to the army for capital purchases. D B Shekatkar, then a Major-General, heading Perspective Planning Directorate, worked on details in consultation with the heads of arms and services, principal staff officers and army commanders. There was considerable opposition within the army and outside. After obtaining approval and a written commitment on the savings from the Cabinet Committee on Security, we implemented the scheme for two years.

 The Kargil war put an end to that scheme in its third year. 

The Indian army today is the third largest in the world with over 38,000 officers (sanctioned strength is 49,631 officers) and 11.38 lakh soldiers. Cadre reviews and implementation of the Ajai Vikram Singh report has made it top-heavy with bloated headquarters. This is definitely not in line with modern defence management to win short and swift wars.

Incidentally, India is not alone in its attempt to trim its armed forces and improve the teeth-to-tail ratio. In the last decade, all major armed forces of the world have attempted such exercises and made deep cuts in manpower — the most important and costliest military resource. In 2012, the UK announced a 20 per cent cut, reducing the strength of its army to 82,000 combatants by the end of this decade. The Russian army has done away with large size divisional headquarters to make itself a quick-strike, lean force. The US army has announced a reduction of strength by a whopping 80,000 by 2017 to “reduce the overall number of headquarters, while sustaining as much combat capabilities as possible.” China’s recently announced military reforms envisage a cut of 300,000 personnel in its 2.3 million PLA forces by 2020. The idea is to “remake the PLA from a manpower intensive force to a smaller, technologically able and mobile force capable of combat beyond its geographical borders.”

Over the last decade, India's armed forces have absorbed a fair amount of technological developments, including communications and digitisation. Manpower intake is better educated, savvy on computers and smart phones. Most of them have driving licences. But the resultant organisational changes, shedding of redundant establishments and manpower savings have seldom been attempted by the army. On many of these issues, there is a lot to be learnt from the best practices of the private sector. 

In the past, many units were raised to meet special operational circumstances of that period e.g. Rashtriya Rifles for Punjab. A review to examine the need or quantum of such forces is overdue.  

Meanwhile, there is considerable scope for downsizing forces in areas which are not of operational importance, and to reduce the flab. Some suggestions which require further study are:


  • By further improving jointness amongst the forces, there is scope to cut down duplication (sometime triplication) of logistic (medical, supplies, station duties) and security resources.
  • Reducing size of headquarters, particularly of field formations, training establishments and shedding redundant establishments.
  • Merger and pruning of logistic units and training facilities of the army like the EME, Ordnance, Army Service Corps, Army Education Corps, and so on. 
  • Clubbing of non-essential unit functions such as Military Farms and Army Postal Service, or outsourcing their functions.
  • A review of all peace establishments.  
  • Multiple use of lands/facilities wherever units and formations are in close proximity to each other.
With the development of the automobile sector and availability of civilian repair and maintenance infrastructure in forward areas, this requirement of the armed forces fleet can be outsourced, or even better, contracted with vehicle manufacturers.

The flab is not only within the military. Civilian organisations like the ordnance factories, defence PSUs, DRDO, the MES, the Defence Estate, and the Armed Forces Headquarters Civil Services, paid from the defence budget, also need to be trimmed. With the Indian private sector coming of age and contributing more for the defence, and greater opportunity to outsource services, these organisations should be included in the flab reduction exercise.




















 

Sunday, June 5, 2016

ADM& MORAL : Veterans And Organisational Bonding: A Unique Blessing

SOURCE:





       Veterans And Organisational Bonding: A Unique Blessing
 
Maj Gen Mrinal Suman
 
 
 
The day we joined the academy, we were told to take pride in the fact that we had opted for the noblest profession in the world – the profession of arms that ensures security of our country. We were also counselled that soldiering was a package deal with its minuses and pluses. The minuses exist due to the exigencies of service (threat to life, hardships, frequent transfers, separations and so on) and these have to be endured. However, the pluses outweigh the minuses by a huge margin: organisational cohesion being the most crucial one as it facilitates development of life-long bonds, both social and emotional.
 
 
Camaraderie and esprit de corps make soldiering the most rewarding experience, compensating for all the negatives of service life. We, the veterans somehow overlook its import and take these blessings for granted. Let me elucidate with two examples.
 
A few years ago, at an informal post-seminar interaction at the College of Defence Management Secunderabad, a senior retired IAS officer rued the fact that his service lacked the bonhomie of the armed forces. “I envy the way the veterans bond with the serving officers and get respect. In my service, once we retire, we are totally forgotten. My state does not even remember my birthday for a card. Yes, if I become a Governor tomorrow, I will again be surrounded by opportunists and sycophants,” he added.
 
Unable to resist his inquisitiveness, a serving Brigadier quipped that IAS was considered to be a highly close-knit service. The bureaucrat’s frank reply surprised all, “Yes, we close ranks whenever we sense external threat to our collective interests. Otherwise, ours is a dog-eat-dog world, full of self-seeking ‘climbers’.”
 
The second example pertains to ex-Short Service Commission (SSC) officers. Most have done well in the civil services. While occupying high positions in the civil hierarchy, they never reveal their army background. In fact, they make deliberate efforts to hide it, lest their old army course-mates try to get ‘familiar’ with them. Worse, most suffer from what is commonly referred to as ‘rank equivalence complex’. They keep comparing their pay scales with those of the service officers to draw equations with Lt Gens and army commanders. This complex manifests itself in their haughty and standoffish attitude.
 
That is the reason why no District Commissioner or Police Director General ever cares to remember his past regimental association to attend an artillery/infantry day function. Worse, they never offer to help army solve their pending issues with the civil administration. In other words, they behave like completely disconnected aliens.
 
However, superannuation hits them hard. Their much-vaunted civil service neglects them totally. Feeling abandoned, they rediscover their army roots and reclaim their old affiliation to seek membership of army institutes. They search-out long-forgotten course-mates to re-establish contacts and join their social circles. They realise that only army can provide everlasting camaraderie and social bonding.
 
Let us count our blessings
 
The above has been recounted here to highlight the fact that we the veterans are blessed to belong to an organisation whose comradeship and cohesion are the envy of all. No words can ever describe the intensity of covalent bonding amongst the serving and the veterans. One marvels at the love and respect that the serving soldiers shower on the veterans. Yes, it is pure selfless love as the veterans can do no favour to the serving.
 
Let me support my assertion with a recent example. We, 35 veterans and ladies attended our regiment’s raising day at Leimakhong in the first week of April. As is the service culture, despite major administrative constraints, we were treated with due deference and affection. In fact, the unit made it appear as if the veterans had done a great favour by joining the celebrations. As always, it was a humbling experience.
 
Well, this recounting is not about the unit personnel looking after their veterans: every unit in the Indian army has similar norms and traditions. It is about a unique honour that the local formation bestowed on the veterans. All veterans and ladies were invited to a banquet at the divisional mess. It was a gesture of monumental proportions. 
 
With band in attendance, it was a nostalgic experience to be serenaded by the instrumentalists while dining. The veterans felt overwhelmed. Even the vibes in the air were affable, convivial and cordial. GOC’s unprecedented initiative made every veteran feel 10 years younger, brighter and more buoyant.
 
During a trip to the War Cemetery at Kohima, the veterans were hosted to a lunch by the Brigade Commander at Jakhama. Suffice it to say that the veterans were treated as honoured guests of the whole formation. To be wanted, loved and respected is a basic human necessity; more so when one advances in years.
 
The purpose of citing the above experience is to stress the point that no organisation in the world (both official and commercial) can ever match the intensity of affection that the army showers on its veterans. It is simply inimitable. Neither money can buy it nor can it be commandeered. Army’s ethos and value-system get manifested when veterans are made to feel like important VIPs. 
 
For soldiers, nostalgia is an antidote to aging
 
Unfortunately, of late, the veterans have developed some sort of persecution complex. We have convinced ourselves that we are not getting a fair deal from the country. Resultantly, considerable discontentment and despondency have crept into our thinking.
 
Why let our old age become unhappy? There is a world beyond OROP: a world full of the memories of the troops we commanded, their raw courage and their unflinching loyalty to the comrades, unit and country. We indeed are very privileged to belong to the Indian army, a family with strong bonds of mutual caring. Let us cherish this blessing.
 
‘Once a soldier always a soldier’ is an old adage and nostalgia is an inalienable facet of every retired soldier’s psyche. In fact, post-retirement life gets enlivened only when the past events appear in flashback with reminiscence of old associations. A soldier lives and relives them till he breathes his last. It is an old belief that soldiers carry the memories of their comrades right up to Saint Peter’s pearly gates. While it is difficult to vouch for the veracity of the said belief, one thing is certain – army’s organisational bonding provides immense solace when age takes its toll and the faculties start ebbing.