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The 1999 Kargil War: Not a Generals’ Victory

 
By Air Marshal Ashok Goel (Retd)Published : January 2009
 
 

New Delhi. The 1999 Kargil War caused the biggest .utter in the Indian subcontinent, bringing India and Pakistan close to a nuclear holocaust. Despite the fact that the last two wars between the two neighbours had been way back, in 1965 and 1971, it happened because the Indians were lax as usual and the Pakistanis in a mischief mode, also as usual.

Much has been written about the event, including by the Chief of Army Staff at that time, Gen V P Malik, as also by the then Home Minister L K Advani. There was an official inquiry by India’s renowned strategic affairs analyst, K Subrahmanyam, but he has pointed out to this writer that he did not go into operational details and accordingly, could not comment on certain weaknesses some top Indian commanders displayed. The mid-level and younger officers and men though fought well, and even though many of them perished, the victory actually belonged to them.

The Pakistani military leadership as well as its Inter Services Intelligence (ISI) have always been indulging in nasty manoeuvers against India. But that they dared to infiltrate troops into India and tried to capture a part of Kashmir yet again was possible because we were negligent, partly because we generally are so by temperament and partly because the government of the day, led by Mr A B Vajpayee, had ordered the forces to be “soft” on Pakistan because of the “positive” talks between him and his Pakistani counterpart, Nawaz Sharif towards maintaining peace and building friendship.

While opportunities for peace must be seized by politicians, there was no reason for the armed forces – the Army in particular – to be lax. In fact, the Pakistani move as it happened had been debated in the Indian Army for years and had been taken up as a strong possibility in periodic exercises. Yet, when it was happening, we were blind to it.

In the foreword to Brig Gurmeet Kanwal’s book, Indian Army Vision 2020, Gen Malik says: “The Fact is that even after 60 years of independence, knowledge and experience of defence and military issues is lacking in most of our political leaders and civilian bureaucrats.”

But the General has not shared the lapses and neglect of responsibilities of the Army leadership, particularly of the sector commanders, and to an extent, his own. Some of these are by now, well known, including the mindset of the 15 Corps Commander, Lt Gen Krishan Pal, who insisted that there were only a handful of infiltrators – 60 to 80 – and that none of them was a Pakistani soldier. He committed troops without allowing them adequate weapons and strength, and if facts given by Lt Gen Y M Bammi in a book are taken into account, he punished an officer, Brig Devinder Singh, who wanted better preparations insisting that there were a large number of Pakistani soldiers inside the Indian territory.

The officer had eight battalions under his charge, and by all accounts, he fought very well, leading the troops from the front. Gen Malik himself has been seen and heard praising this officer at various fora. Yet, Brig Devinder Singh’s career was cut short to save those who were wrong.

To recall, the biggest players of the Kargil War were:

  1. The Government at the highest echelon of the Political Leadership;
  2. The top rung of the military leadership – The Army Chief, GOC-in-C Northern Command, 15 Corps Cdr , and the 3 Div Cdr;
  3. The intelligence agencies, primarily the Intelligence Bureau (IB) and Research and Analysis Wing (RAW);
  4. The Indian Air Force (IAF) and its exercise of Air Power.
  5. The dedicated and committed soldiers and the middle and junior level officers.

THE ROLE OF THE POLITICAL LEADERSHIP

The NDA government was at its pinnacle in May 1998, having successfully conducted the nuclear test that month and having put India in the list of Nuclear Weapon States (NWS). The aim now was to resolve the Kashmir issue by seeking wellmeaning diplomatic and economic relations with Pakistan.

Mrs Indira Gandhi had also attempted that, after the 1971 Bangladesh Liberation War, by trying to tell the then Pakistani leader Z A Bhutto that only peace between the two neighbours would ensure their long-term economic prosperity and growth. In fact, she went out of the way to ensure a comfortable stay for Bhutto, personally choosing even the tapestry of the room he was to stay in Simla during the 1972 summit between them, and by telling Indian officers that the Pakistani leader must be given the respect due to a visiting head of government or state, and not that of a country which had lost war. She agreed to Bhutto’s request to release nearly 96,000 Pakistani POWs, and Bhutto promised to work for peace with India.

Needless to say that he backed out.

Mrs Gandhi did what was right in those circumstances. But the lesson for the Indian leadership was to understand that Pakistan is never to be trusted. Islamabad built a network of nuclear capability and missiles by smuggling and deceit, lying even to Washington which gave it liberal aid as a friend and mentor.

Prime Minister Vajpayee and his deputy, Advani, tried to establish a political dialogue with Pakistan. Coupled with the nuclear tests, a success with Islamabad would give them respect in the history books forever.

Intelligence organizations were told to be easy, and the armed forces stopped looking for periodic information from them. There was the February 1999 Bus Yatra (journey) by Vajpayee to Lahore to meet with his counterpart, Nawaz Sharif. It was a goodwill mission, seemingly wellresponded by Sharif.
But the fact that the then Pakistani Chief of Army Staff, Gen Parvez Musharraf, did not pay due respects to the visiting Indian leader during the visit, should have been an indication of the Pakistani army’s intentions; that it had no intention to accommodate the rapprochement that the political leadership in Islamabad perhaps then wanted.

It may be noted that as a Brigadier on assignment with a think tank in London, Musharraf had written in a thesis that Pakistan must capture Kashmir to secure water from the Himalayan rivers for itself. As a Chief of Staff, he would certainly try to realize his thoughts.

It is a well known fact that the Srinagar-Leh axis runs closest to the Line of Control (LOC) in the Dras–Kargil Sector. Also, the terrain on the Indian side is hostile to defend, whereas the terrain on the Pakistan side is favorable to launch an offensive. Strategically, Pakistan has always intended to block, disrupt or permanently dislocate it.

My first posting after being commissioned into the IAF in 1963 was to Jammu in Squadron 43, flying Dakotas. The main task was to operate to Kargil and Thoise to provide logistic support to the troops deployed in forward areas. I was fortunate to be deputed as the Base Commander of Air Force clement at Kargil from Feb to May 1964, working along with 121 (Ind) Infantry Brigade.

It was an education.

Brig Chopra, an Armoured Corps officer who was the Brigade Commander, always used to say that the Dras-Kargil Sector was the most sensitive because of its close proximity to the LOC as well as the terrain factors.

Much later, during a course in 1980-81 at the Army’s prestigious College of Combat at MHOW, now renamed Army War College, this lesson was repeated by none other than the Commandant, Lt Gen K Sunderji.

He became the Chief of Army Staff later, and had a sand-model exercise conducted, visualizing exactly what the Pakistanis did to occupy Kargil. A counteroffensive plan was discussed at the 15 Corps Headquarters. I was privy to that along with Lt Gen B C Nanda, Army Commander Northern Command, Air Marshal M M Singh, AOC-in-C Western Command and some other officers.

That in 1998 and 1999, the top brass in the same sector was oblivious to the risk from the Pakistani Army, is absolutely un-understanable.

RAW’S AVIATION RESEARCH CENTRE (ARC)

Till mid-1997, a user could approach ARC only through the RAW HQ for its operational tasks. This used to delay the process by a week. The legendary Billy Bedi, who headed ARC for several years, initiated userfriendly steps, and a required mission could be launched within hours. Analytical reports were delivered ASAP, within hours if required.

Top 3-star officers from the services were invited and informed of the ARC’s capabilities in airborne electronic intelligence, and the then Chief of Air Staff, Air Chief Marshal A Y Tipnis, commended the ARC.

THE KARGIL SURPRISE

In May 1999, once reports of Pakistani infiltration had come in, Army’s Directorate General of Military Intelligence (DGMI) sought Air Reconnaissance Mission in the Dras-Kargil sector.

I personally flew missions beginning May 13 and soon, on May 18, we had pictures of six Pakistani Army MI-17 helicopters parked in the Mushok Valley area on the Indian side. These photographs were shown to the then Defence Minister George Fernandes, who was aghast and observed that this could have happened only after months of planning and preparation.

Gen Malik also praised ARC for the inputs but strangely, till some three weeks after this input, Lt Gen Krishan Pal still seemed to believe that there were only a few infiltrators on the Indian side. He himself said in a TV statement that he revised his opinion only after India lost many lives in the Battle of Tololing (June 13).

Did the Army HQ fail to convey him the confirmation of the Pakistani helicopters, and presence, inside India? Or he just insisted on ignoring reality?

Perhaps, the Army should come out with the truth after an honest introspection.

For record, Gen Malik had told ARC that he had no hesitation in admitting that its inputs enabled the Army to correlate its operational plans and that otherwise the causality figures could have been much higher.

The gap between this statement and Lt Gen Krishanpal’s observation is glaring, and led to a tragic loss of lives.

THE INDIAN AIR FORCE

IAF does not have combat helicopters for high altitude offensive operations, and on May 25, it was decided to commit aircraft to neutralize the Pakistan-occupied positions on the Indian side.

Initially, IAF lost two aircraft and one Mi 17 helicopter.

An IAF spokesman pointed out that the air operations in Kargil had taken place in an environment that was totally new in the history of world military aviation. The IAF had to unlearn what had been taught before, as it was operating with a new set of paradigms such as the ballistic trajectory of weapons in high altitude operations.

A well-respected Air Marshal Vinod Patney, Air Officer Commanding in-Chief (AOC-in-C) Western Air Command, conducted the air operations after a short course to his officers in precision bombing.

THE SUBRAHMANYAM COMMITTEE

The Subrahmanyam Committee did not attribute any intelligence failures to RAW or ARC, but highlighted equipment inadequacies like the lack of high resolution, all-weather and sub-meter imaging capability.

Lack of UAVs and better coordination between the security agencies was also mentioned but it acknowledged that the IB Director did convey certain inputs on activities in areas under the Gilgit-based FCNA (Force Commander orthern Areas) of Pakistan to the Prime Minister, the Home Minister, the Cabinet Secretary, the Home Secretary and the Director-General Military Operations (DGMO).

There is apparently a general lack of awareness of the critical importance of, and the need for, assessed intelligence, at all levels. Joint Intelligence Committee (JIC) reports do not receive the attention they deserve at the political and higher bureaucratic levels. One officer in a listening post mentions that a senior bureaucrat asked him about some entertainment programmes only in a span of one year.

It is clear that a Kargil-type situation could have been avoided either by plugging gaps as in Siachin, or by a credible declaratory policy of swiftly punishing wanton and willful violation of the sanctity of the LOC, as the Committee observed.

THE NUCLEAR TANGLE

Kargil was a stupid adventure for Pakistan.

Threats from Islamabad about using nuclear weapons were considered but dismissed as Pakistan would not have been more stupid to invite destructive retaliation.

The Kargil War has also helped strengthen India’s doctrine that while India would not first use nuclear weapons, it would retaliate by inflicting massive destruction.

CONCLUSION

There is much evidence available to suggest that the intelligence agencies, RAW and IB, had in fact provided their political masters and military commanders with ample warning about Pakistani intentions and activities.

In any case, lack of strategic intelligence could have been made up by the observation on the ground through scouts and patrolling. One did not have to get basic inputs about the Pakistani infiltration from shepherds, which as a matter fact, happened. After all, the Pakistani infiltration was spread over a large front.

India deliberately limited its response to the eviction of Pakistani soldiers.

But many of our officers and men died needlessly as we were neither prepared for the war nor ready to absorb the inputs towards efficient and better coordination between the security forces.

The victory indeed belonged to those officers and men who fought, died or survived, but won.

Not the Generals.

 
  © India Strategic 
   
   
 
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