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| This article has been sourced from an authoritative, official <br/>publication. Therefore, it has been ‘locked’ and will never be <br/> thrown open to readers to edit or comment on.<br/> | | This article has been sourced from an authoritative, official <br/>publication. Therefore, it has been ‘locked’ and will never be <br/> thrown open to readers to edit or comment on.<br/> |
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− | After the formal launch of their online archival encyclopædia, <br/> readers who wish to update or add further details can do so on <br/> a ‘Part II’ of this article. </div> | + | After the formal launch of their online archival encyclopædia, <br/> readers who wish to update or add further details can do so on <br/> a ‘Part 3’ of this article. </div> |
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| [[Category:India |D]] | | [[Category:India |D]] |
| [[Category:Defence |D]] | | [[Category:Defence |D]] |
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| ==The source of this article== | | ==The source of this article== |
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| provided for the entire duration of the course Rs Rs. 1250 per month for boys and | | provided for the entire duration of the course Rs Rs. 1250 per month for boys and |
| Rs 1500 for girls, paid annually. | | Rs 1500 for girls, paid annually. |
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− | =Nuclear-powered submarines=
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− | From the archives of '' The Times of India ''
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− | '''India is now 6th nation to have a nuclear sub'''
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− | India’s long hunt for a nuclear submarine is finally over. But it will take the country another 10-12 months to get an operational nuclear weapon triad — the capability to fire nukes from land, air and sea.
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− | India became the world’s sixth country after the US, Russia, France, the UK and China to operate nuclear-powered submarines when the Russian Akula-II class submarine ‘K-152 Nerpa’ was commissioned into Indian Navy as INS Chakra on a 10-year lease under a secretive almost $1-billion contract inked in 2004. The 8,140-tonne INS Chakra, however, is not armed with long-range nuclear missiles, like the Russian SS-N-21 cruise missiles with an over 2,500km range, due to international nonproliferation treaties like the Missile Technology Control Regime.
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− | ''‘INS Chakra can outrun any Pak, Chinese subs’''
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− | The Indian nuclear triad’s elusive underwater leg will only come when the homegrown nuclear submarine, the over 6,000-tonne INS Arihant equipped to carry a dozen K-15 (750km) or four K-4 (3,500km) ballistic missiles, becomes fully operational by early-2013. India has the land and air legs in the shape of the Agni series of missiles and fighter jets capable of carrying nuclear weapons. Defence ministry sources said INS Chakra, commissioned at the Primorye region in far south-eastern Russia in a ceremony attended by top Indian and Russian officials, would soon set sail for India. It will be based at Visakhapatnam, next to where INS Arihant is slated to begin extensive sea trials after the ongoing harbour-acceptance trials.
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− | ==2012: India gets a nuclear-powered submarine==
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− | From the archives of '' The Times of India ''
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− | Rajat Pandit
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− | '''Talks on with Russia for 2nd N-sub: Antony'''
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− | The 8,140-tonne steel shark floated menacingly, tethered to the jetty, as if waiting to break free. Soon, it will, to prowl silently underwater for extended periods hunting for enemies to track and kill. The nuclear-powered attack submarine INS Chakra, with lethal “hunter-killer’’ and intelligence-gathering capabilities, was formally inducted into Indian Navy on a 10-year lease from Russia at a cost of around $1 billion on Wednesday. Defence minister A K Antony, Navy chief Admiral Nirmal Verma and Russian ambassador Alexander M Kadakin, among others, all extolled the submarine as a “shining example’’ of the deep and abiding “strategic partnership’’ between India and Russia during the “welcome’’ ceremony at the highly-guarded Ship-Building Centre here. INS Chakra, with a dived displacement of 12,000-tonne, will, however, not give India its long-awaited third leg of the nuclear weapons triad since it’s not armed with longrange strategic missiles due to international treaties. That will only happen after the country’s own homegrown nuclear submarine INS Arihant, armed with the nuclear-tipped K-15 missiles, is inducted into service sometime next year. But INS Chakra, propelled by a 190MW nuclear reactor for a maximum speed of around 30 knots, will give India the capability to deploy a potent weapons delivery platform, armed as it is with 300-km Klub-S land-attack cruise missiles and advanced torpedoes, at a place of its choosing at long distances with lot of stealth. “We can outrun and overcome any adversary in our neighbourhood,’’ said a confident INS Chakra’s captain P Ashokan. Admiral Verma said the 100-metre INS Chakra had propelled India into a select group of countries like the US, Russia, France, the UK and China, to operate nuclearpowered submarines. China’s growing maritime presence in the Indian Ocean region (IOR), coupled with its increasing assertiveness in the entire Asia-Pacific region, is obviously a big worry for India. Antony downplayed the China angle as is his wont. “Induction of INS Chakra, or other warships, is not aimed at any country,’’ he said. Nuclear-powered submarines can operate underwater for long periods, with normal patrols stretching to up to 70 days, unlike the conventional diesel-electric submarines that have to surface every three to four days to get oxygen to recharge their batteries. Antony not in race for Prez, says he’s not a ‘mad man’ am not a mad man. I am a Irealist and I know my limitations,” was how defence minister A K Antony reacted when asked whether he was a candidate for the Presidential elections. “There should be a limit to ambition... That is madness,” he said, ruling himself out of the race for Presidential elections in July
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− | =Private sector production=
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− | [http://epaperbeta.timesofindia.com/Article.aspx?eid=31808&articlexml=Private-firms-in-India-play-a-measly-role-10122014024022''The Times of India'']
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− | Rajat Pandit, December, 10 2014
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− | ''' Share of private sector in providing equipment just 4% in last 3 years '''
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− | From Boeing to Lockheed Martin, BAE Systems to Airbus, the private sector dominates arms production the world over. The reverse is true in India, with the public sector continuing to huff and puff but still failing to rid the country of the dubious tag of being the world's largest arms importer.
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− | Latest statistics, tabled by defence minister Manohar Parikkar in Parliament on Tuesday show the share of the Indian private sector in providing equipment to the armed forces was a measly 3-4% over the last three years.
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− | If we consider the Rs 36,918 crore spent on capital acquisitions for the IAF in 2013-2014.While the imports stood at Rs 20,928 crore (56.69%), the public sector delivered equipment worth Rs 15,447 crore (41.84%), with the private sector contributing just Rs 544 crore (1.47%). Similarly, the private sector's share for the Army was just 1.91% in 2013-2014.
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− | Experts say greater participation by Indian private sector companies, alone or in joint ventures with global firms, is required if India wants to build a strong defence-industrial base (DIB).
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− | The Modi government promises to do just that. With India attracting a paltry Rs 24.36 crore ($4.94 million) as FDI in the defence sector in the last 14 years, the FDI cap has now been hiked to 49% and the “Make in India“ policy is being aggressively pursued.
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− | The defence ministry is working towards streamlining the complicated “Make“ procedure for indigenous R&D, development and production of weapon systems.
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− | But it will take a lot of doing. On one hand, DRDO and its 50 labs, five defence PSUs, four shipyards and 39 ordnance factories continue to fail to deliver goods for the armed forces. On the other, the private sector is yet to make a substantial contribution.
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− | == Private sector, role for: 2017 ==
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− | [http://epaperbeta.timesofindia.com/Article.aspx?eid=31808&articlexml=Def-min-finalises-big-pvt-role-in-arms-21052017001011 Rajat Pandit, Defence min finalises big pvt role in arms production, May 21, 2017: The Times of India]
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− | '''To Start With Jets, Copters, Subs & Tanks'''
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− | The broad contours of the long-awaited “strategic partnership“ policy to boost the Indian private sector's role in production of cutting-edge weapon systems, in collaboration with global armament majors through joint ventures, was finalised by the Centre.
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− | The defence acquisitions council (DAC), chaired by defence minister Arun Jaitley , also gave the green signal to the Army to go ahead with its long-term plan to induct three squadrons (39 choppers) of attack helicopters for its three “strike“ corps, among other modernisation proposals, said sources.
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− | The main takeaway was the strategic partnership policy under the “Make in India“ thrust of the Modi government, which initially opens up four major segments of fighter jets, helicopters, submarines and ar moured vehicles (tanks and infantry combat vehicles) for private sectors players.
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− | TOI was the first to report that the policy would be cleared by the DAC this month as a major step towards building a robust domestic defence-industrial base.
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− | India still imports 65% of its military requirement and can be strategically choked by foreign powers in times of conflicts.
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− | The policy , which will now go to the cabinet committee on security for final approval after the “smaller details“ are worked out, is a clear message to the DRDO and its 50 labs, five defence PSUs, four shipyards, and the 41 factories under the ordnance factory board (OFB) that they have largely failed to deliver the goods over the decades. However, due to the stiff resistance put up by the public sector lobby against the SP policy, defence against the SP policy , defence PSUs, shipyards and OFB will also be eligible to compete with private sector companies for selection as SPs in the submarine and armoured vehicle segments.
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− | As per the SP roadmap, which will take almost a year to unfold, officials said only one company will be selected as the SP at a time in each of the four segments in “a transparent and competitive process“ for the longterm partnership.
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− | The defence ministry will select the companies on the basis of adequate financial strength (Rs 4,000 crore in annual turnover over the last three fiscals, capital assets of Rs 2,000 crore etc), demonstrable manufacturing and technical expertise, existing infrastructure and the ability to absorb technology from their foreign partners. A company's record of “wilful default, debt restructuring and non-performing assets“ will also be taken into account by the defence ministry .
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− | The foreign companies or original equipment manufacturers (OEMs) will be selected, in a separate but parallel process, primarily on the basis of the “range, depth and scope“ of the transfer of technology (ToT) they are willing to offer. Other criteria will include the indigenous content, eco-system development, supplier base and future R&D, among other things.
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− | “The policy is aimed at developing the defence in dustrial ecosystem in the country through the involvement of major Indian corporates as well as the MSME sector. It will give a boost to the `Make in India' policy and set the Indian industry on the path to acquire cutting-edge capabilities which will contribute to the building of self-reliance in the vital sector of national security requirements,“ said an official.
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− | “The Indian industry partners would tie up with global OEMs to seek technology transfers and manufacturing know-how to set up domestic manufacturing infrastructure and supply chains,“ he added.
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− | The SP policy was to be part of the new Defence Procurement Procedure (DPP), which came into effect in April 2016. But it could not be finalised till now, further delaying the proposed projects for a new fighter production line and the Rs 70,000 crore project to build six new-generation stealth submarines.
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− | =Indigineous defence equipment=
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− | ==Defective equipment==
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− | [http://epaperbeta.timesofindia.com//Article.aspx?eid=31808&articlexml=429-types-of-desi-def-equipment-defective-05012015007014 ''The Times of India'']
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− | [[File: defence.jpg| Indigineous defence equipment |frame|500px]]
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− | Jan 05 2015
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− | Chethan Kumar
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− | ''' Rs 449 cr items sent back for rectification in 3 years '''
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− | The Modi government, which has given a war cry for `Make in India' in the defence sector, has a major battle to win within the country before guarding the borders with home-made equipment. For, 429 types of defence equipment worth Rs 449.40 crore have been sent back to domestic ordnance factories in the past three years due to quality issues.
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− | According to documents TOI has accessed, this includes 162 types of weapons, which can range from rifles to rocket launchers, 16 categories of combat vehicles, and 52 types of ammunition, the shortage of which has been worrying the world's second largest land army .
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− | The defence ministry said the Directorate General of Quality Assurance, which provides second-party quality assurance, has returned these equipment for rectification.
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− | Each of these categories could have seen thousands or lakhs of units being sent back.“Let's take an example of a bullet for an assault rifle.Lakhs of such bullets would've been procured and all of them rendered useless if they didn't meet the quality requirements,“ a Lieutenant Colonel told TOI.
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− | The documents revealed that as of the third week of December 2014, the ammunition had quality issues, severely affecting the forces' ability at a time when ceasefire viola tions by Pakistan and intrusions from China pose threats.
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− | “The fact that the Ordnance Factory Board and the factories cleared them is a matter of concern,“ another officer said.
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− | In 2013-14, equipment worth Rs 144.65 crore was returned for rectification (RFR), an increase of Rs 12.06 crore from 2012-13. The cost of equipment under RFR in 201213 (Rs 132.59 crore) had seen a considerable drop from 201112 (Rs 172.16 crore).
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− | =Hyderabad in Defence Production=
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− | [http://epaperbeta.timesofindia.com/Article.aspx?eid=31808&articlexml=Hyd-tech-puts-aerospace-defence-mfg-in-new-15082015021006 ''The Times of India''], Aug 15 2015
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− | Swati Rathor
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− | ''' Hyd-tech puts aerospace, defence mfg in new orbit '''
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− | Not many would be aware that the cabin of the Sikorsky S-92 chopper that ferries the US President Barack Obama is made in Hyderabad, as also some crucial components powering Isro's interplanetary craft to Mars, Mangalyaan.
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− | When Andhra Pradesh lost the Tata Nano project in 2008, it came as a blessing in disguise for the state. Hyderabad's aerospace and defence manufacturing sectors were propelled into a new orbit as Ratan Tata promised the government that he would park a project no less prestigious in the state.
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− | Tata kept his promise, and that's how Tata Advanced Systems Ltd set up its facility at India's first aerospace SEZ at Adibatla on Hyderabad's outskirts putting the city on the global defence and aerospace map through joint ventures with Lockheed Martin and Sikorsky of US, and Swiss player RUAG investing, over Rs 4,000 crore.
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− | Hyderabad's second wave of investments in this sector have made it the biggest challenger to Bengaluru's supremacy in aerospace and defence sectors.
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− | While Bangalore emerged as aeronautics hub thanks to HAL (which has a small presence in Hyderabad), Hyderabad has a stronger missile base. Its foundation was laid after the 1962 Sino-Indian border war when premier institutes like Defence Research and Development Organisation (DRDO), Defence Research and Development Lab oratory (DRDL) and Research Center Imarat (RCI), among others, were set up in the city , considered “safe“ for its distance from the country's then troubled borders.
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− | “Small and medium enterprises making components for these defence institutions have now started building sub-systems as well as systems for them. These institutions have also ensured a steady flow of talent for the sector which requires highly-skilled manpower,“ said G Satheesh Reddy , scientific adviser to the defence minister. Over 70% of components for Akash missiles too are being sourced from Hyderabad SMEs, Reddy added.
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− | In fact, Hyderabad's strong base of over 1,000 SMEs coupled with IT firms catering to the aerospace segment have proved to be a major draw for global aerospace giants. This is also what perhaps prompted Boeing to bet on Hyderabad in partnership with the Tatas.
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− | “Hyderabad's strategic advantages are its emerging industrial base, infrastructure and availability of skilled manpower,“ said Boeing India president Pratyush Kumar.“All these are critical to develop a competitive aerospace and defence base, and we took this into consideration while signing a framework agreement with TASL to collaborate in aerospace and defence, including UAVs,“ Kumar added.
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− | Boeing is currently working with Hyderabad-based Avantel on mobile satellite systems for the P-8I military aircraft and Cyient Ltd (formerly Infotech Enterprises) for many of its commercial airplane projects.
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− | This ecosystem is also giving wings to the multi-billion dollar maintenance, repair, and overhaul (MRO) sector in the city. In May 2015, Air India set up its Rs 80-crore MRO at the Hyderabad International Airport, even as the 250-acre GMR Aerospace Park SEZ housing GMR's MRO Facility services narrow bodied aircraft like Airbus A 320 and Boeing 737, among others.
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− | “Hyderabad is important also from the maintenance perspective as it has been a base maintenance station of erstwhile Indian Airlines from very early days,“ said HR Jagannath, CEO, Air India Engineering Services Limited (AIESL).
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− | “The required manpower and higher level of tools, equipment, processes and systems necessary to carry out higher level checks on the aircraft were already available.Hyderabad is now being seen as a major maintenance hub for captive work load of Air India as well as third party business,“ Jagannath added.
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− | Now, US-based Pratt & Whitney is gearing up to launch its third global centre after US and China for training aircraft engineers and technicians near Hyderabad airport.
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− | To keep the sector cruising, the Telangana government is not only setting up the state's second aerospace park spread over 1,000 acres at Elimenidu on Hyderabad's outskirts, but is also giving finishing touches to an aerospace policy to be announced in November, said Telangana IT secretary Jayesh Ranjan.
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− | =Defence purchase=
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− | ==2008-2015: Defence purchase==
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− | [http://timesofindia.indiatimes.com/india/india-second-largest-arms-purchaser-after-saudi-arabia-report/articleshow/56207434.cms India second largest arms purchaser after Saudi Arabia: Report, Dec 27, 2016: The Times of India]
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− | '''HIGHLIGHTS'''
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− | Between 2008 and 2015, India purchased defence equipment worth $34 billion, a report says
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− | In the same period, Saudi Arabia's purchase was worth $93.5 billion
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− | This report comes even as India embarks on a massive modernisation plan for its defence forces
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− | As India embarks on a massive modernisation plan for its defence forces, it has emerged as the second largest purchaser of arms among developing nations after Saudi Arabia, a Congressional report has said.
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− | Between 2008 and 2015, India purchased defence equipment worth $34 billion, which is a distant second after Saudi Arabia's $93.5 billion, said the report 'Conventional Arms Transfers to Developing Nations 2008-2015' released by Congressional Research Service (CRS).
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− | As the name reflects, CRS is an independent bipartisan research wing of the US Congress. It prepares reports on a wide range of issues for lawmakers to make informed decisions. CRS reports are not considered official reports of the US Congress.
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− | "Saudi Arabia was the leading developing world arms purchaser from 2008-2015, with agreements totalling $93.5 billion. India was the second largest developing world arms purchaser from 2008 to 2015, making arms transfer agreements totalling $34 billion during these years (in current dollars)," it said, adding these increases reflect the military modernisation efforts by India.
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− | In its report, CRS highlights recent Indian efforts to diversify its procurement of arms, of which the US has been a major beneficiary.
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− | "It is notable that India, while the principal Russian arms customer, during recent years has sought to diversify its weapons supplier base, purchasing the Phalcon early warning defense system aircraft in 2004 from Israel and numerous items from France in 2005, in particular six Scorpene diesel attack submarines. In 2008, India purchased six C130J cargo aircraft from the United States," CRS said.
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− | In 2010, the UK sold India 57 Hawk jet trainers for $1 billion. In 2010, Italy also sold India 12 AW101 helicopters.
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− | In 2011, France secured a $2.4 billion contract with India to upgrade 51 of its Mirage-2000 combat fighters, and the US agreed to sell India 10 C-17 Globemaster III aircraft for $4.1 billion, it said.
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− | "This pattern of Indian arms purchases indicates that Russia will likely face strong new competition from other major weapons suppliers for the India arms market, and it can no longer be assured that India will consistently purchase its major combat systems," CRS said.
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− | Indeed, India in 2011 had eliminated Russia from the international competition to supply a new-generation combat fighter aircraft, a competition won by France.
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− | In 2015, Russia and India agreed to a contract in which India would procure at least 200 Ka-226T helicopter, the report said.
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− | With India reducing its reliance on Russia on arms purchase, Moscow is looking for other options, it added.
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− | ==2015: Defence purchase==
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− | [http://indiatoday.intoday.in/story/rafale-jets-modi-indian-air-force-order-of-battle-mig-iaf-shekhar-gupta/1/430556.html ''India Today'']
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− | [[File: India’s defence exports, 2013-16, country-wise and year-wise.jpg| India’s defence exports, 2013-16, country-wise and year-wise; Graphic courtesy: [http://epaperbeta.timesofindia.com/Article.aspx?eid=31808&articlexml=STATOISTICS-India-sells-the-bulk-of-its-defence-02082016009024 ''The Times of India''], August 2, 2016|frame|500px]]
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− | April 27, 2015
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− | Shekhar Gupta
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− | ''' Defence deals create controversy because they are small, piecemeal, with many vendors. India must get over its post-Bofors paranoia '''
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− | Prime Minister Narendra Modi's dramatic purchase of 36 Rafale jets has drawn extreme comments. One, that this is a bold, gutsy decision of a leader who is not afraid to break the multiple logjams in defence acquisitions. Two, that it is a panicky decision to fill a crucial gap in a fast-depleting Indian Air Force Order of Battle (ORBAT) with obsolescence of the entire MiG series (MiG-29 apart), and is typical of our bandaid-tourniquet doctrine of defence purchases.
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− | This is a gutsy decision which breaks a stalemate and ends, at least for the moment, the vicious lobbying, leak-versus-leak battles in New Delhi. But there is also merit to the second view. How did India paint itself into such a corner, weakening its strategic posture? It ended up making possibly a $5 billion purchase off-the-shelf in a wartime-like haste, embarrassing for the aspiring globaliser fielding the world's fourth largest army and listed, traditionally, as the top military importer in the world.
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− | Stockholm-based SIPRI, which estimates import data in terms of constant 1990 value dollars, puts the value of India's total arms imports in five years (2010-14) at a little over $21 billion, and about three times the second largest, Saudi Arabia. Pakistan is a little bit behind, with just over a fourth of India's arms import bill, although that figure could need some correction for the complexities of putting a realistic value of imports from the US and China, both "special relationship" suppliers. The SIPRI figures look accurate if we compare them with the only reliable rupee data available with us, in the form of answers to Parliament questions: Arun Jaitley said India's arms imports were around Rs 83,000 crore in the past three years, and Manohar Parrikar said Rs 1,03,000 crore in five years, or $16 billion. But if you think 1990 rupee-dollar, SIPRI' s $21 billion would be in the ballpark.
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− | Two points arise from this. First, that Modi's decision to order these Rafale jets off-the-shelf was wise and brave, like a senior doctor risking immediate surgery to save a deteriorating patient. The second is a question. How did the fourth largest military machine in the world get itself in the ICU in the middle of the night over a weekend needing emergency surgery?
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− | The most telling statement of all came from General V.P. Malik, in the early days of Kargil in 1999 when he said in frustration: "We will fight with what we have." He was the chief of one of the world's largest and finest armies.
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− | To delve into this maze of contradictions, one needs to write a couple of tomes. Some have been written too. My favourite is “Arming without Aiming”, jointly written by the foremost expert on South Asian militaries, Stephen P. Cohen, and Sunil Dasgupta (who worked with me in this magazine two decades ago as a young reporter learning to cover defence). Both are based at Brookings in Washington now and bemoan lack of a culture of strategic thinking and planning in India. The Indian doctrine, they imply, is purely tactical, episodic, immediate-need-based, and conforms to the basic Indian approach to all infrastructure: create shortages and then keep planning to deal with them. My own most telling insight on this sits in my rather flimsy personal archives. It is a handwritten note scribbled with a pencil on a scrap from Jaswant Singh. "I headed the parliamentary committee to examine India's military-strategic doctrine," wrote Jaswant Singh. "We concluded there was no strategy and no doctrine."
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− | There is zero evidence this has changed. Because if it had, we would not be buying frontline fighters off-the-shelf as if picking groceries at a supermarket after 17 years of debates, controversies and near-scandals. This has been the consistent history of our defence purchases except, say, a remarkable 1985-89 phase under Rajiv Gandhi which, sadly, became a problem and made our fear of buying an incurable virus. The result of this piecemeal approach is that our armed forces are under a constant stress with shortages. The same disease had plagued us during, and in the course of, every war, even if we leave out 1962 as an exception. We believe in 1971 Indira Gandhi and Jagjivan Ram gave the armed forces a free hand and time to build up fully before going to war. This included emergency, bulk import of used Soviet-made T-55 tanks from Poland, induction of heavy, but short-legged Sukhoi-7s for close support (it ended up with the highest attrition rate). And now, scholar Srinath Raghavan tells us in his wonderfully researched and written 1971: A Global History of the Creation of Bangladesh that on the eve of 1971 the government of our greatest anti-Zionist, pro-Palestinian leader ever, Indira Gandhi, secretly pleaded with the Israelis for crucial weaponry, including long-range mortars, though we did not have diplomatic relations with them. Of course, the Israelis helped as they had done twice in the past.
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− | Remember the initial setbacks IAF suffered in Kargil, when two MiGs and a Mi-17 attack helicopter were lost and all crew were killed, except one taken POW? A fourth, a sturdy photo-reconnaissance Canberra (since retired), was nursed back to base by a deft crew. All were hit by shoulder-fired missiles. It needs to be said that it was because IAF commanders were still operating in old derring-do, precise, daylight, low-level strike missions of the pre-missile age. The result was losses while very little was achieved with old-fashioned bombs, rockets and strafing. Once again, tactics changed after setbacks (recall the loss of all four obsolete Vampires sent out over Chamb in the first air battle of 1965, not to be used again in that war).
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− | Again in 1999, the IAF suffered no casualty in nearly 50 days of more effective operations after the first few. It not only changed tactics, but also imported-again from Israel in an emergency-laser pods to rig on Mirage-2000s to carry out precision bombing of Pakistani positions at night. If you scratch your memory, or look at archives, those are the videos the IAF displayed at one of the press conferences in the decisive phase of that war and when the tide turned.
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− | This isn't meant to be a comprehensive litany of our short-termism. It is to explore a limited question, with apologies to Erica Jong: Why this fear of buying? Since 1987, one reason is the Bofors syndrome. Every defence purchase is fraught, delayed or "thrown in orbit" as Lutyens description goes for sending a file into a permanent spiral of indecision. This makes New Delhi the easiest playground for arms dealers, middlemen (by whatever name you call them) and a new phenomenon, the dedicated, B-to-B, arms bazaar media. Public is confused between negotiations, shifting requirements, a constant whiff of scandal and a belief that the system is owned by this massive, evil arms trade. At the same time, we continue importing more than any other nation in the world. You want a paradox: A.K. Antony, our most risk-averse, most anti-US defence minister since 1991, ended up buying more from the US, and directly, on government-to-government basis and off-the-shelf (C-130s, C-17s, P-8Is) than in our entire independent history. Modi has resumed that de-risked, emergency buying tradition, though with great dash.
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− | The only way to fight phobias is to face them. It is fashionable to curse Rajiv for Bofors and more, but the truth is, 1985-89 was the only period in our history that weapon acquisitions were proactive, futuristic and redefined the largely defensive tactical doctrines until then. Sundarji's Brasstacks and Checkerboard were aggressive and aimed at delivering crushing blows in enemy territory than merely protecting your own. The fear of Bofors has blighted South Block since. But think. In a war even today, bulk of the hardware the three forces will field was ordered by Rajiv, from Mirages to T-72 tanks to new series MiGs, BMP armoured fighting vehicles and, of course, Bofors artillery. In these years our defence budget crossed that Lakshman Rekha of 4 per cent of GDP.
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− | Today it is well below 2 per cent of a growing GDP, and quite adequate. For a reality check, our five years' defence imports are two-thirds of our gold imports in a year and, more tellingly, less than a tenth of the import bill of Reliance Industries and about a seventh of Indian Oil Corporation, a PSU. But controversy dogs only defence imports not because they are huge, but because they are small, piecemeal, with many vendors, and the "system", wrapped-in-latex post-Bofors, is petrified of handling it. If you give up that fear, you can embark on another systematic modernisation as in 1985-89.
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− | =2016-17: Defence production=
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− | [[File: Defence budget, 2016-17.jpg|Defence budget: 2016-17; Graphic courtesy: [http://epaperbeta.timesofindia.com//Article.aspx?eid=31973&articlexml=No-Budget-Army-struggles-to-raise-mountain-strike-07032016011031 ''The Times of India''], March 7, 2016|frame|500px]]
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− | [[File: The status of indigenous defence production in Dec 2016.jpg|The status of indigenous defence production in Dec 2016; [http://epaperbeta.timesofindia.com//Gallery.aspx?id=12_12_2016_007_027_010&type=P&artUrl=DESI-PUSH-Centre-fast-tracks-Make-in-India-12122016007027&eid=31808 The Times of India], December 12, 2016|frame|500px]]
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− | = 2017 : Defence Imports =
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− | [http://indiatoday.intoday.in/story/defence-industry-india-arms-import-military-requirements-parrikar-make-in-india/1/889372.html Sandeep Unnithan , Unmade in India , “India Today” 6/3/2017]
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− | [[File: Imported Backbones .jpg| Imported Backbones |frame|500px]]
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| =See also= | | =See also= |
| [[Defence production, India: 1]] | | [[Defence production, India: 1]] |
| | | |
| [[Defence production, India: 2 (ministry data)]] | | [[Defence production, India: 2 (ministry data)]] |
| + | |
| + | [[Defence procurement: India ]] |
Latest revision as of 16:38, 7 January 2018
This article has been sourced from an authoritative, official publication. Therefore, it has been ‘locked’ and will never be thrown open to readers to edit or comment on.
After the formal launch of their online archival encyclopædia, readers who wish to update or add further details can do so on a ‘Part 3’ of this article.
|
[edit] The source of this article
INDIA 2012
A REFERENCE ANNUAL
Compiled by
RESEARCH, REFERENCE AND TRAINING DIVISION
PUBLICATIONS DIVISION
MINISTRY OF INFORMATION AND BROADCASTING
GOVERNMENT OF INDIA
[edit] Defence Production: India
The Department of Defence Production was set up in November 1962 with the
objective of developing a comprehensive production infrastructure for the defence
of the nation. Over the years, the Department has established wide ranging
production facilities for various defence equipment through the ordnance Factories
and Defence PSUs. The products manufactured include arms and ammunition, tanks,
armoured vehicles, heavy vehicles, fighter aircraft and helicopters, warships,
submarines, missiles, ammunition, electronic equipment, earth moving equipment,
special alloys and special purpose steels.
[edit] Ordnance Factories
The Ordnance Factory Board has 39 factories with two more being set up at Nalanda
and Korwa. The organization has over the years progressed from labour intensive
manual operations to Highly Automated Computer Based manufacturing systems
and the emphasis has shifted from production of basic and intermediate inputs to
production of finished stores and the organization has emerged as the system
integrator.
Ordnance Factories are divided into 5 operating groups (i) Ammunition and
Explosive, (ii) Weapons, Vehicles and Equipments, (iii) Materials and Components,
(iv) Armoured Vehicles and (v) Clothing and equipments, each headed by Additional
DGOF.
[edit] Defence Undertakings
Hindustan Aeronautics Limited (HAL) is a Navaratna company and the largest
DPSU under the Department of Defence Production, Ministry of Defence. It has
positioned itself as a comprehensive solution provider to the Indian Defence Services
in aviation, spanning fighter aircraft, trainer aircraft and light helicopters. Around
90% of the sales of HAL is to the Indian Defence Services. The company is producing
the following types of aircraft for the Air Force, Army, Navy and civilian
requirements: SU-30MKI multirole fighter, Hawk - Advanced Jet Trainer, Light
Combat Aircraft (LCA), Intermediate Jet Trainer (IJT), Dornier 228 - Light Transport
Aircraft, Dhruv (Advanced Light Helicopter) and Cheetal/Chetak helicopters.
Bharat Electronics Limited (BEL), a Navaratna PSU, was established at
Bangalore in the year 1954. BEL ranks 62nd among top 100 companies worldwide
in defence revenues, as published by Defence News, USA. BEL has nine operating
units spread all over the country. The company has core competencies in areas of
Radars, Weapon systems, Fonars, Communication, Electronic Warfare Systems,
Network Centric Systems, Electro Optics, Tank Electronics and Homeland Security
systems. About 80% turnover of the company comes from these business segments.
Apart from these areas, BEL manufactures specialised products like Electronic Voting
Machines and large variety of Components like electron tubes, semiconductor
devices, solar cells etc. BEL has strong R&D base that has enabled the organisation
to maintain technological edge. Around 75% of the turnover is achieved from
indigenous technology.
Garden Reach Shipbuilders & Engineers Ltd. (GRSE), a Mini Ratna Category
I Public Sector Company, has kept pace with India’s expanding maritime interests
and is recognised as a leading Shipbuilding Yard and manufacturer of high-value,
high-technology, complex engineering items. Over the years, GRSE has gained
expertise in construction of Warships for the Indian Navy, Ships and Hovercrafts.
Apart from shipbuilding and ship repair, GRSE is one of the very few versatile
shipyards having its own Engineering and Engine Division.
Goa Shipyard Ltd. (GSL) is the youngest and smallest of Defence shipyards.
Over the years, GSL has designed and built a wide range of vessels for the defence
and commercial sectors, with special expertise in designing and building modern
Patrol Vessels of Steel and Aluminium hull. The product range includes Offshore
Patrol Vessels, Special Purpose Warships, Survey Vessels, Fast Attack Craft, Sail
training Ships, Offshore Supply Vessels, Ferries and Tugs. Other products and
services include Damage Control Simulators, Safety at Sea Training facilities, repair
and modernization of vessels, and GRP boats. The seven Fast Patrol Vessels (FPVs)
currently in service with the Indian Coast Guard are an in-house product of GSL.
Hindustan Shipyard Limited (HSL) has so far built 163 ships, including 11
offshore structures, and repaired nearly 1850 ships of various types. The shipyard
has also built Offshore Patrol Vessels and Inshore Patrol Vessels for Indian Navy
and Drill Ship, Offishore Platform and support vessels for the oil sector. In order to
modernize the shipyard and prepare HSL to undertake the construction of highly
sophisticated Naval vessels such as landing platform decks, conventional submarines
and state-of-the-art special vessels for the Indian Navy, a massive programme is
being prepared by the Department of Defence Production in consultation with Indian
Navy and DRDO.
Mazagon Dock Limited (MDL) is a leading defence shipyard involved in
the construction of frontline warships and submarines for the Indian Navy and
Coast Guard. The yard is presently constructing state-of-the-art stealth frigates,
missile destroyers and Scorpene submarines, and is striding forward in attaining
self-reliance goals in the construction of warships and submarines. MDL’s production
efforts resulted in the launch of a missile destroyer at Chennai on April 1, 2010 and
a multi-support vessel being built for export on June 5, 2010.
BEML Limited (BEML Bharat Earth Movers Limited), established in 1964, is a Mini-Ratna (Category-I)
multi-location, multi product company engaged in the design, manufacturing,
marketing and after sales service of a wide range of Defence products, Mining &
Construction equipment, and Rail and Metro-rail products. The Company primarily
operates in the three distinct business segments, i.e., Defence Business, Mining &
Construction Business and Rail & Metro Business. The major activities of R&D of
BEML include design and development of new products and aggregates for products
such as Dozers, Dumpers, Excavators, Loaders and other Defence and Railway
Products, Technology absorption, Indigenization, Company standardization
activities etc.
Bharat Dynamics Limited (BDL), a Mini-Ratna Category - I company, was
incorporated in the year 1970. A pioneer in the manufacture of Anti-Tank Guided
Missiles, BDL is now manufacturing ATGMs of later generations, surface-to-air
weapon systems, strategic weapons, launchers, under water weapons, decoys and
test equipment. Besides producing indigenously developed Prithvi Missile (Surface
to Surface) and Akash (Long Range Surface to Air) Missiles, BDL is engaged in the
production of Konkurs - M and Invar (3UBK-20) Anti Tank Guided Missiles (ATGMs)
in collaboration with KBP, Tula (Russia) and Rosoboron export (Russia) respectively
and Milan-2T with MBDA, France. In-house developed CMDS (Counter Measure
Despising System) has already been accepted by the Indian Air Force for Jaguar
and LCA. BDL is presently working on adoption of the system to a variety of Aircraft
Platforms and also developing Radio Frequency controlled ATGM.
Mishra Dhatu Nigam Limited (MIDHANI), a Mini-Ratna Category-I
company, was established in November 1973 to achieve self-reliance in the
manufacture of a wide range of super alloys, titanium alloys, special purpose steels
etc., primarily for defence and strategic sectors. It has made significant contributions
during the last three decades in developing, productionising and supplying highperformance
metals and alloys for programmes of national importance in defence,
space and atomic energy. High-technology materials needed in light combat aircraft,
and MIG aircraft engines, rocket-motor casing for space applications, missile
programmes and special steels for nuclear reactors are provided by MIDHANI.
[edit] PRODUCTION & TURNOVER OF OFB & DPSUS
The production and turnover of Ordnance Factories and Defence PSUs have been
increasing steadily, in response to the increasing requirements of armed forces as
well as the nation’s security and strategic concerns. Details of turnover for the last
three years are given below :
For achieving self-reliance in defence production, it is also essential to develop
a wide production base in the private sector, apart from developing the public sector
industries. Defence PSUs and Ordnance Factories have, as a policy, been outsourcing
many of their requirements and have, over the years, developed a wide vendor
base which includes a large number of medium and small scale enterprises, apart
from large scale industries.
India's military-industrial complex lies overwhelmingly in the public sector
[edit] PRIVATE SECTOR PARTICIPATION IN DEFENCE PRODUCTION
In May 2001, the Government of India had decided to allow private sector
participation in defence industry which was till then reserved for the public sector.
Under the guidelines issued by the Department of Industrial Policy and Promotion
(DIPP), 100% investment by private sector is allowed in the sector and foreign direct
investment upto 26% is allowed, subject to licensing.
Applications for licensing are considered by a Standing Committee in the
Department of Defence Production and appropriate recommendations are given to
the DIPP. As on 21.07.2011, DIPP has issued 169 Letters of Intent (LOI)/Industrial
Licenses to private Indian companies for setting up defence industrial units. A
number of joint ventures have also been formed between Indian and foreign
companies.
In 2006, the Ministry of Defence had made a major change in the Defence
Procurement Procedure, under which offsets have been provided for in respect of
all contracts of Rs. 300 crores or more. Specified goods or services worth 30% of the
value of such contracts, have to be procured by supplies from Indian industry. Since
a large number of major procurements are on the anvil in connection with the
modernization of the armed forces, the Indian defence industry will have several
opportunities for participation in offset contracts.
[edit] DEFENCE PRODUCTION POLICY
The Government has recently brought out a Defence Production Policy with the
following objectives :-
(i) To achieve substantive self reliance in the design, development and
production of equipment/weapon systems/platforms required for
defence in as early a time frame as possible;
(ii) To create conditions conducive for the private industry to take an active
role in this endeavour; and
(iii) To enhance the potential of SMEs in indigenization and to broaden the
defence R&D base of the country.
To achieve the above objectives, it has been decided that preference will be
given to indigenous design, development and manufacture. For building a robust
defence industrial base, it has been decided to encourage larger involvement of the
Indian private sector industry in the design and development of defence equipment.
In order to synergise and enhance the national capabilities introducing state-of-theart
Defence equipment, formation of consortia, joint ventures and public private
partnerships etc. will be encouraged. The Academia, Research and Development
Institutions as well as Technical and Scientific Organizations will also be involved
in the process.
[edit] DIRECTORATE GENERAL OF QUALITY ASSURANCE (DGQA)
Directorate General of Quality Assurance (DGQA) is an Inter-Service Organisation
under the Department of Defence Production that is responsible for quality assurance
of all defence equipment and stores for the Army and Navy (excluding Naval
Armaments) as well as common use items for the Air Force. DGQA provides
technical guidance to manufacturers and users and is also responsible for technical
evaluation and final acceptance of specified products. The organization also acts as
the Authority Holding Sealed Particulars (AHSP) and provides technical assistance
to the Armed Forces in several areas such as formulation of GSQR and RFPs, technical
evaluation of tenders, conduct of defect investigations, assessment of users'
satisfaction etc.
The Organization consists of 10 technical directorates, each of which is
responsible for a specified range of equipment. Each directorate has three functional
tiers at the Headquarters, Controllerates and Quality Assurance Establishments in
the field. In addition, DGQA also operates proof establishments for armament for
carrying out proof firing of weapons and ammunition. The details of stores for
which quality assurance services were provided by DGQA during the last three
years are given below:
[edit] DIRECTORATE GENERAL OF AERONAUTICAL QUALITY ASSURANCE (DGAQA)
The Directorate General of Aeronautical Quality Assurance (DGAQA) is an
organisation under the Department of Defence Production that is responsible for
quality assurance and final acceptance of military aircraft, accessories and other
aeronautical stores. The organization provides technical guidance to ensure quality
assurance during all stages such as design, development, production, overhaul and
repairs.
DGAQA also plays an important role in providing technical guidance to the
Service Headquarters and manufacturers during various stages of procurement of
aeeronautical stores. The organisation has put in place quality management systems
to ensure that the stores procured meet the required specifications and performance
parameters.
The Headquarters of the organisation is in New Delhi and there are 34 field
establishments in different parts of the country. The total value of stores, for which
quality assurance coverage was provided during 2009-2010, was Rs. 12546 Crore. A
number of quality audits were also conducted on critical products and accessories
for ensuring compliance with the specifications. The organization is also taking
part in a number of investigations and joint studies with the Service Headquarters
for improving the quality and reliability or aeronautical stores.
[edit] DIRECTORATE OF STANDARDISATION (DOS)
The primary objective of the Directorate of Standardisation is to establish
commonality in equipment and components among the three Services so that the
overall inventory of the Defence Services is reduced to the minimum. The objective
is sought to be achieved through:
(a) Preparation of various Standardisation documents;
(b) Codification of Defence Inventory; and
(c) Entry Control.
The achievements vis-a-vis targets of these three major activities are given
below:
(a) Standardisation: The target set for the year 2010-11 is 792 for standard
documents, against which 710 have been prepared till November 30, 2010.
4,784 Standardisation documents have been formulated till November 30,2010.
(b) Codification: Codification target for the year 2010-11 is 60,096, against which
43,350 items have been codified till November 30, 2010 thereby making the
total number of items codified till date to be 4, 49,179.
(c) Updation: Updation target for the year 2010-11 is 25,215 against which 7914
items have been updated till November 30,2010.
Provision of Foreign Standards: The mandate of this Directorate is to be the central
repository for all National and International Standards. This Directorae has received
a number of requets for foreign standards from various Departments/organisations
under the Ministry of Defence.
It has been decided to procure the highest demanded foreign standards like
ASTM, ISO and BS from the concerned Standards Developing Organisations (SDOs).
These standards will be dispensed to Defence users free of cost.
[edit] DIRECTORATE OF PLANNING & COORDINATION
The Directorate of Planning & Coordination was set up in 1964 with the primary
objective of preparing overall plans for the production of defence equipment in the
country. The Directorate functions as an attached office of the Department of Defence
Production.
The Directorate also deals with major production programmes for armoured
vehicles, arms, ammunition, shipbuilding and communication, as well as
international cooperation and offsets.
=DEFENCE EXHIBITION ORGANISATION (DEO=)
The main function of DEO is to organise and co-ordinate Defence exhibitions in
India and abroad, primarily with a view to promote the export potential of defence
oriented products and services, developed and manufactured by the Indian Defence
Industry.
DEO maintains a permanent Defence Exhibition at the Defence Pavilion,
Pragati Maidan, New Delhi. Defence Public Sector Undertakings (DPSUs), Ordnance
Factory Board (OFB), Defence Research and Development Organisation (DRDO),
Directorate General of Quality Assurance (DGQA) and Directorate General of
Aeronautical Quality Assurance (DGAQA) have displayed their products,
innovations and services in this Exhibition.
India International Trade Fair (IITF): The Defence Pavilion also participates in
the India International Trade Fair (IITF) held every year at Pragati Maidan, New
Delhi during November 14-27. The Defence Pavilion has been awarded 8 Gold, 4
Silver, 3 Bronze and one Special Appreciation during the last 26 years.
International Exhibitions in India: To provide a platform for the Indian Defence
industry to showcase its capabilities, DEO organises two biennial international
exhibitions in India, namely, the Aero India and the Defexpo India.
While Aero India is dedicated to aerospace and aviation industry, the focus of
Defexpo India is on land and naval systems.
Aero India: Aero India, first begun in 1996, has already carved a niche for itself as
a premier aerospace and aviation exhibition in the international arena.
The Eighth edition of Aero India was organised from February 9 to 13, 2011 at
the Air Force Station, Yelahanka, Bengaluru and has shown a growth of 40% in net
area used by exhibitors over its previous edition with a participation of record
number of 660 companies including 360 foreign companies.
Defexpo India: Conceived as a complementary exposition to Aero India, the Defexpo
India was launched in 1999. The sixth edition of Defexpo India was held from
February 15-18, 2010 at Pragati Maidan, New Delhi. 31 countries with more than
300 foreign companies and 350 domestic companies had participated.
International Exhibitions Abroad: With a view to provide an impetus to export
potential of Indian Defence Industry, DEO organizes "India Pavilion" for major
defence products manufactured by them in the international exhibitions abroad.
During the year, India participated in the Berlin Air Show-2010 to promote Aero
India-2011. India participated in the Africa Aerospace & Defence exhibition (AAD-
2010) which was held from September 21-25, 2010 at Cape Town, South Africa.
Participation in AAD-2010 overall was a great success.
National Institute for Research and Development in Defence Shipbuilding
(NIRDESH)
Modern Naval platforms are complex and technology intensive and hence it is
imperative that the country has the technological base and skill sets within, to design
and develop them.
The Government has, therefore, set up the National Institute for Research and
Development in Defence Shipbuilding (NIRDESH) to take the country towards selfreliance
in this crucial area of defence technology. NIRDESH has been established
as a Society under the Societies Registration Act and will be a part of the Department
of Defence Production. NIRDESH will be funded by the Ministry of Defence and all
the Defence Shipyards in the country.
Raksha Mantri (Defence Minister) laid the foundation stone on January 4, 2011 for NIRDESH at
Chaliyam, near Kozhikode (Calicut), Kerala.
Raksha Mantri (Defence Minister) will head the Board of Governors as the President, with
representations from the Ministry of Defence, Indian Navy, Coast Guard and
Chairmen of Defence Shipyards as members.
[edit] RESETTLEMENT OF EX-SERVICEMEN
The Department of Ex-Servicemen Welfare (ESW) formulates various policies and
programmes for the welfare and resettlement of Ex-Servicemen (ESM) in the
country. The Department has two Divisions, viz., the Resettlement and the Pension,
and it has 3 attached offices, namely, Secretariat of Kendriya Sainik Board (KSB),
Directorate General (Resettlement) (DGR) and Central Organisation, Ex-servicemen
Contributory Health Scheme (ECHS).
The KSB is responsible for the welfare of Ex-servicemen and their dependents
and also for the administration of welfare funds; the office of Directorate General
of Resettlement implements various policies/ schemes/ programmes like pre and
post retirement training, re-employment, self employment etc. ECHS takes care of
the health and medical needs of Ex-Servicemen and their dependents.
The main thrust of the Department of Ex-Servicemen Welfare is on
resettlement/rehabilitation of Ex-Servicemen and their dependents. This is sought
to be achieved through:
(a) Equipping Ex-Servicemen for suitable employment by imparting necessary
training.
(b) Facilitating re-employment of the ESM in the Corporate/Government/Quasi
Government Sectors and Public Sector Undertakings and also through Self
Employment ventures.
Officers’ Training: DGR organizes short term courses of one to three months
duration and a few courses up to six months duration for Ex-Servicemen Officers.
Junior Commissioned Officers (JCOs)/ Other Ranks (ORs) Equivalent Training:
Resettlement Training Programmes for Junior Commissioned Officer Ranks are
conducted in diversified fields for varying duration in government, semigovernment
and private institutes spread all over the country.
Ex-Servicemen (ESM) Training: The scheme for Ex-Servicemen training is meant
for those Ex-Servicemen who could not avail the facility of resettlement training
while in service. It is also extended to the widow/ one dependent of an Ex-
Servicemen.
[edit] RE-EMPLOYMENT OF EX-SERVICEMEN
The Central and State Governments provide a number of concessions to exservicemen
for their re-employment in Central/ State Government Departments.
These include reservation of posts/ relaxation in age and educational qualifications,
exemption from payment of application/ examination fees and priority in
employment to the disabled Ex-Servicemen and dependants of deceased service
personnel on compassionate grounds.
Reservation in Government Jobs: The Central Government has provided for the
following reservation for ESM:
(a) 10% in Group ‘C’ posts,
(b) 14.5% in Group ‘C’ and 24.5% in Group ‘D’ posts in Public Sector Undertakings
and Nationalized Banks.
(c) 10% posts of Assistant Commandants in paramilitary forces.
(d) 100% in Defence Security Corps.
[edit] PLACEMENT
Persistent efforts of the Department for increasing awareness amongst the Corporate
Sector on the availability of trained Ex-Servicemen have borne fruit and now major
demands are coming from the Corporate Sector/PSUs. During the year 2010-11
(upto December 31, 2010), 52,271 ESM have gained employment.
[edit] SCHEMES FOR SELF-EMPLOYMENT
The Government has formulated several self-employment ventures for
rehabilitation and resettlement of Ex-Servicemen and their families. The details of
some schemes are given in the following paragraphs.
Allotment of Army Surplus Vehicles: Ex-Servicemen and widows of defence
personnel, who died while in service, are eligible to apply for allotment of Army
Surplus Class V-B vehicles.
Coal Transportation Scheme: This is a popular scheme in vogue for the last
30 years. At present, 89 Ex-Servicemen Coal Transporation Companies are in
operation and through them, 267 Ex-Servicemen officers and approximately 3000
retired PBORs have benefited.
Coal Tipper Scheme: This is a welfare scheme for widows/disabled soldiers linked
to the coal transportation Scheme.
Allotment of Oil Product Agency: Ministry of Petroleum and Natural Gas has
reserved 8% of Oil Product Agencies, (i.e, LPG Distributorship, Petrol Pumps and
Superior Kerosene Oil Distributorship etc.) for the defence category applicants
who comprise of war/peace-time widows and disabled soldiers.
Mother Dairy Milk Booths and Fruit & Vegetable (Safal) shops: This is a time tested
remunerative self-employment scheme for Ex-Servicemen PBORs. DGR sponsors
eligible Ex-servicemen for this purpose to Mother Dairy. The scheme has now been
extended to other cities of NCR, viz., Gurgaon, NOIDA, Faridabad and Ghaziabad.
COCO retail outlets of IOC and BPCL: Employment is being provided by these
two States-owned petroleum companies to Ex-Servicemen officers for managing
their retail outlets under COCO scheme.
Management of CNG Station by ESM (Officers) in NCR: This scheme was operative
only in the National Capital Territory of Delhi earlier which has now been extended
to cover entire NCR including NOIDA, Faridabad and Gurgaon.
[edit] WELFARE
Raksha Mantri (Defence Minister) Discretionary Fund (RMDF): A portion of the earnings of Armed
Forces Flag Day Fund is set apart as RMDF, which is used to provide financial
assistance to needy Ex-Servicemen, widows and their wards for various purposes.
Prime Minister's Scholarship Scheme: The aim of the scholarship is to encourage
the wards of Ex-Servicemen / Widows to go for higher technical/professional
education. Wards of Coast Guard personnel are also eligible. The scholarship is
provided for the entire duration of the course Rs Rs. 1250 per month for boys and
Rs 1500 for girls, paid annually.
[edit] See also
Defence production, India: 1
Defence production, India: 2 (ministry data)
Defence procurement: India