In a significant development for India’s defense capabilities, the Cabinet Committee on Security has officially approved the construction of two nuclear-powered attack submarines (SSNs) for the Indian Navy. This decision marks a crucial advancement in India’s indigenous naval program, which has been under development since the mid-2010s, and is expected to greatly enhance the Navy’s operational readiness.

This announcement follows the successful commissioning of India’s first two nuclear-powered ballistic missile submarines (SSBNs), INS Arihant and INS Arighaat, which were launched in 2016 and 2024, respectively. These achievements, while monumental, have not received the widespread recognition one might expect given their significance, possibly due to sensitive security considerations surrounding the SSBN program. Additional SSBNs are also reportedly in various stages of construction, further solidifying India’s standing as a formidable maritime power.

The journey of India’s submarine capabilities is complex and unique. It began in 1981 when Mazagon Dock Ltd entered into a collaboration with Germany’s HDW to build two diesel-electric submarines and introduce local assembly capabilities. This initiative laid the foundation for India’s conventional submarine construction capabilities, ultimately leading to deeper advancements into nuclear technology.

The Indian Navy took a decisive step toward a nuclear future in 1991, aligning with the country’s nuclear weapons tests in Pokharan. Integral to this transformation was the launch of the Advanced Technology Vessel (ATV) Project in 1984, in collaboration with the Bhabha Atomic Research Centre (BARC). Initially kept under wraps, this initiative aimed to develop indigenous technology for nuclear submarines, ultimately resulting in the commissioning of INS Arihant, the first Indian SSBN, which took nearly three decades to realize.

However, the Indian Navy faced significant hurdles during this transition. Firstly, the successful execution of a nuclear propulsion program required the acquisition of critical technologies, particularly in reactor design and operational safety. Stringent safety protocols were established to ensure compliance with international standards, emphasizing the necessity of thorough training for personnel. This training initially took place in Russia, but as capabilities matured, domestic facilities were developed with Russian assistance.

To ensure practical expertise, India also leased two nuclear-powered attack submarines from Russia, both designated as INS Chakra. These leases facilitated the development of a knowledgeable cadre of operators and support staff, essential for the future operation of India’s own SSNs. Plans for a third lease are already in motion, ensuring that the naval workforce remains adept by the time the first SSN is delivered, projected to be in about a decade.

Despite the complexities of its submarine-building journey, India has notably leapfrogged traditional processes in naval construction. Historically, countries progress from conventional to nuclear submarines in gradual increments; however, India has moved directly to developing indigenous nuclear capabilities. The rationale behind not initially pursuing SSNs, while embarking on an SSBN program, remains a nuanced discussion involving debates over naval strategy and budget prioritization.

The approval for the two SSNs comes with a hefty price tag of Rs 45,000 crores; however, the government’s investment is expected to yield substantial economic dividends. The project promises to invigorate the Indian defense industry’s technological landscape, generate significant employment opportunities, and include a broad array of domestic firms, especially Micro, Small and Medium Enterprises (MSMEs).

The lifecycle of a submarine extends over three decades, providing long-term economic benefits through sustained operational demands. The indigenous content of these vessels is anticipated to increase significantly, with the INS Arighaat achieving 60% local production compared to 30% for the Arihant. The forthcoming SSNs are expected to boast even higher proportions of domestic content, showcasing a commitment to the Atmanirbhar Bharat initiative and signaling a robust resurgence of India’s maritime capabilities.

The ramifications of this development extend beyond mere naval strength. It positions India as a decisive player in the regional maritime security landscape, aimed at countering evolving threats while bolstering its strategic deterrent capabilities in the Indian Ocean. As such, the new SSNs are not only a testament to India’s growing technological prowess but also a cornerstone of its broader defense strategy.

The Indian Army Chief has arrived in Nepal, marking a significant diplomatic gesture between the two nations. During his highly anticipated visit, General Upendra Dwivedi is set to receive the honorary rank of General from the President of Nepal, a traditional accolade that symbolizes the strong ties between India and Nepal.

This visit comes at a crucial time as both countries seek to strengthen their bilateral relations in the defense sector. The Indian Army Chief’s five-day itinerary has included a variety of engagements aimed at enhancing cooperation and showcasing India’s continued commitment to its neighbor. Among the notable activities, General Dwivedi participated in an Ex-Servicemen Rally in Nepal, highlighting the Indian Army’s dedication to supporting retired military personnel and their families.

In addition to traditional ceremonies, the Indian Army has expanded its medical services for ex-servicemen in Nepal. This initiative aims to provide better healthcare and support to veterans, reinforcing India’s role as a responsible partner in the region and addressing the welfare of those who have served in the military.

However, there are underlying concerns regarding the Agnipath scheme, which has cast a shadow over India-Nepal defense relations. The initiative, aimed at reforming military recruitment in India, has generated mixed reactions and discussions about its implications for regional stability and collaboration between the two nations.

Overall, General Dwivedi’s visit symbolizes a commitment to strengthening military and diplomatic ties amidst evolving regional dynamics. As the Indian Army continues to engage with its Nepalese counterparts, both nations are likely to benefit from increased collaboration and shared security interests, setting a course for enhanced partnership in the defense arena.

The Siachen Glacier and Daulat Beg Oldi (DBO), two of the most challenging locations on the planet, have recently achieved a significant technological milestone with the establishment of optical fibre connectivity. This development, announced by the Indian Army, promises to enhance communication capabilities in one of the harshest environments known to humankind.

Situated at elevations between 18,000 and 20,000 feet in the Karakoram mountain range of Ladakh, the Siachen Glacier is recognized as the highest militarized zone in the world. Soldiers stationed in this area face extraordinary challenges, including extreme cold that can plunge temperatures to a staggering −50 °C, along with fierce winds and the risk of frostbite. The conditions make it an incredibly inhospitable place to operate, further complicating mission coordination and daily communication.

The signallers from the Fire and Fury Corps undertook the formidable task of laying optical fibre cables at these high altitudes, demonstrating remarkable perseverance and expertise. According to the Army’s statement on social media platform X, this connectivity was achieved “for the very first time and against all odds,” highlighting the meticulous efforts required to lay cables across a relentless and unforgiving landscape.

The installation of this optical fibre connectivity will significantly improve the communication infrastructure in Siachen and DBO, allowing for more efficient coordination among troops deployed in these isolated regions. The arduous process involved navigating perilous crevasses and facing bone-chilling winds, but the dedication of the personnel proved vital in ensuring uninterrupted connectivity.

DBO itself holds strategic significance as it houses one of the highest airstrips in the world, making it a crucial military base in the northern part of Ladakh. Its location near the Line of Actual Control (LAC) with China adds to its importance, reinforcing India’s operational capabilities in the region.

This advancement in communication technology not only aids military operations but also stands as a testament to the resilience and adaptability of the armed forces operating in extreme conditions. As the Indian Army continues to enhance its operational efficiency in challenging terrains, the successful establishment of optical fibre connectivity marks a pivotal step forward in modernizing military infrastructure in the region.

Social media has seen a surge in posts claiming that the Indian Army disbanded a Muslim Regiment after the 1965 Indo-Pak war due to accusations of betrayal. These assertions suggest that the regiment existed until that year and was disbanded following allegations that Muslim soldiers sided with Pakistan during the conflict. However, a thorough investigation into these claims has found them to be unfounded.

The fact-checking team conducted a comprehensive review of the Indian Army’s official website, which details various regiments including the Madras Regiment, Rajput Regiment, Sikh Regiment, Bihar Regiment, Gorkha Rifles, and Naga Regiment. Importantly, there is no record of a Muslim Regiment on the site, establishing that no such unit ever existed.

To further clarify this issue, the team referenced commentary by retired Lieutenant General Syed Ata Hasnain. In an article he authored, he highlighted that the narrative claiming the existence of a Muslim Regiment disbanded after the 1965 war is part of a larger propaganda campaign orchestrated by Pakistan’s Inter-Services Public Relations (ISPR). Hasnain stated, “The core of Pakistani propaganda is that till 1965 there used to be a Muslim regiment in the Indian Army… Therefore, not a single Muslim soldier fought in the 1971 war (another lie).”

The article continued to explain that following Indian independence, many Muslim officers and soldiers opted to join the Pakistani Army, leading to a significant decrease in their numbers within the Indian Army. Nevertheless, several units incorporate Muslim soldiers among their ranks, dispelling the notion that there was or is any form of discrimination based on religion.

Additionally, the fact-checking effort discovered corroborating information from an ‘Indian Express’ article, which addresses the tactics used by ISPR to disseminate anti-India propaganda through various social media platforms. The claim regarding a Muslim Regiment has been circulated multiple times before, consistently debunked through similar investigations.

To fortify the findings, the fact-check team consulted retired Army Colonel Vijay Acharya. He firmly rejected the assertion that a Muslim Regiment existed, characterizing it as part of a continuing propaganda initiative from the Pakistani Army’s ISPR. Colonel Acharya noted that the Indian Army is structured to be inclusive and devoid of any regiment strictly limited to one religion or ethnicity. He pointed out that regiments, such as the Sikh Regiment, may be named after a religion but do not restrict recruitment based solely on that identity.

Further, he elaborated that the British colonial military strategy involved creating identity-based regiments classified by ‘martial’ and ‘non-martial’ races, but this practice evolved post-independence, leading to a more diverse and representative membership in the Indian Army today. The current recruitment process emphasizes proportional representation based on state populations.

In conclusion, the claims asserting that Muslim soldiers did not fight against Pakistan during the 1965 war and that a Muslim Regiment existed but was disbanded after that war are false. The Indian Army has never had a Muslim Regiment, and the narrative of disbandment is unfounded and rooted in misinformation, perpetuated by external propagandistic efforts.

In a significant advancement for India’s defense capabilities, the Indian Army has embraced a groundbreaking technology designed to enhance the operational efficiency and longevity of tank engines. Developed by Aartech Solonics in collaboration with the Army and the Indian Institute of Technology (IIT) Mumbai, the innovative Power Module introduces a new paradigm in the management of armored vehicle systems.

This new Adaptive Alternate Power Module aims to extend the life of tank engines while simultaneously reducing fuel consumption. The integration of this technology is poised to provide substantial benefits in terms of operational readiness and cost-effectiveness for the Indian Army, which has been striving for greater self-reliance in defense manufacturing under the ‘Atma Nirbhar Bharat’ initiative.

The partnership between Aartech Solonics and the Indian Army is seen as a strategic move to bolster indigenous manufacturing capabilities in the defense sector. This collaboration highlights the role of academic institutions like IIT Mumbai in facilitating path-breaking research and development that meets the specific needs of the military.

Following the announcement of this partnership, stock prices for Aartech Solonics experienced a notable surge, reflecting investor confidence in the potential of this collaboration to revolutionize the armored vehicle sector. This rise underscores the market’s recognition of the growing demand for advanced technologies that improve the performance and sustainability of military equipment.

The development of the Adaptive Alternate Power Module by Aartech Solonics marks a significant step forward in enhancing the operational efficiency of military vehicles. This advancement not only aligns with global trends toward reducing the carbon footprint of military operations but also supports India’s broader objectives of innovation and self-sufficiency in defense capability.

As countries around the world look to modernize their armed forces, technologies such as this can play a critical role in maintaining a tactical advantage. The Indian Army’s proactive approach in partnering with private companies and academic institutions is indicative of a larger shift towards integrating cutting-edge technological solutions into traditional military structures.

In summary, with the introduction of the Adaptive Alternate Power Module, the Indian Army is set to leverage advanced technology that not only extends the lifecycle of tank engines but also reduces operational costs. This initiative is emblematic of India’s commitment to self-reliance and innovation in defense, positioning it well in the evolving landscape of modern warfare.

In a candid assessment of the integration of women Commanding Officers (COs) within the Army, a top officer has raised several critical issues that have emerged from his observations over the past year. Lieutenant General Rajeev Puri, the outgoing Corps Commander of the 17 Corps, conveyed these concerns in a detailed letter to the General Officer Commanding-in-Chief of the Eastern Command.

The letter, dated October 1, 2024, marks a pivotal moment in an ongoing discussion about the Army’s commitment to promoting women into leadership positions following a landmark Supreme Court ruling in 2023. This ruling allowed for the assignment of 108 women officers to command roles outside the medical stream for the first time in history. However, Lt Gen Puri’s feedback has prompted significant dialogue among military personnel and defense analysts regarding the challenges that accompany these integration efforts.

One of the principal observations made by Lt Gen Puri centered on interpersonal challenges faced by women COs. The report highlighted a notable increase in officer management issues under their leadership, revealing a lack of sensitivity towards both their officers and subordinates. The analysis criticized the approach of conflict resolution, suggesting that it tended to lean towards authoritarian methods rather than fostering mutual understanding and resolution.

The letter also pointed out what Lt Gen Puri described as an “exaggerated tendency to complain” among women COs. He noted that minor grievances were often escalated directly to senior commanders without being adequately addressed at the unit level, suggesting an underlying issue with human resource management in those units.

Additionally, the report critiqued the centralized leadership style adopted by some women COs, which reportedly alienated junior officers and company commanders. Lt Gen Puri described this leadership approach as a “my way or the highway” mentality, leading to an erosion of trust within the ranks.

Serious concerns were raised regarding perceptions of entitlement and ego issues, with the report noting instances in which women COs sought personal privileges and placed their comfort ahead of the needs of their units. This behavior, although deemed rare among their male counterparts, appeared disproportionately in units led by women.

Another key criticism highlighted the lack of empathy demonstrated by some women COs, who were said to make harsh decisions and display insensitivity to compassionate requests from their troops. This lack of balance in leadership might have stemmed from efforts to counter existing gender stereotypes, according to the report.

Furthermore, the letter urged attention to a tendency among women COs to overcompensate in their leadership styles, adopting rigid approaches potentially aimed at proving their capabilities in a male-dominated environment. Lt Gen Puri also criticized the celebration of minor achievements among women COs as a practice that could distort leadership dynamics and foster a dependency on validation.

To address these challenges, Lt Gen Puri proposed several recommendations aimed at enhancing the effectiveness and integration of women in leadership roles within the Army. He called for a gender-neutral approach to postings and selections, along with improved training programs for instructors to ensure unbiased assessments of officers. Additionally, he suggested revisiting spouse coordination policies to better align them with compassionate considerations, as well as discouraging tokenistic displays of women officers in empowerment roles.

These observations and recommendations have amplified discussions within military circles about both the potential and pitfalls of integrating women leaders, underscoring the need for ongoing evaluation and adjustment of policies aimed at fostering an inclusive environment in the Army.