Appointment of Chief of Defence Staff: A Historic Decision
Sujan R. Chinoy
August 29, 2019
The decision to appoint CDS is an important milestone in India’s quest for complete integration of its defence forces; a significant step towards seamless coordination, better efficiency, and greater effectiveness of the national defence architecture in meeting the challenges of the 21st century.
हिंदी अनुवाद
Prime Minister Narendra Modi’s rousing Independence Day address delivered from the ramparts of the historic Red Fort covered many issues relating to reforms and development in India. Among the several key announcements made by the Prime Minister was the creation of the post of Chief of Defence Staff (CDS), which he described as “a very important and compelling task”.1 Lauding the role of the army, navy and the air force, he added that the institution of CDS would provide a better direction for higher defence management.
The decision to appoint CDS is an important milestone in India’s quest for complete integration of its defence forces; a significant step towards seamless coordination, better efficiency and greater effectiveness of the national defence architecture in meeting the challenges of the 21st century.
The Modi Government has been bold and far-sighted in dealing with the subject of integration. It may be recalled that the first and only tri-service theatre Andaman and Nicobar Command (ANC) and the Headquarters Integrated Defence Staff (HQ IDS) were also the creation of a BJP-led government in 2001. In 2018, Prime Minister Modi took additional steps toward further integration by establishing agencies for Space and Cyber, as also the Special Operations Division under Chairman, Chiefs of Staff Committee, which until now has been a largely ceremonial post held by the senior-most service chief by rotation.
However, these initiatives were constrained by the absence of a central nerve centre which could provide direction and ensure that the entire defence structure could live up to its true potential and emerge greater than the sum of its individual parts. The creation of the post of CDS does away with needless and self-imposed constraints. It also puts to rest a long-drawn and lingering debate that followed the recommendations of the Kargil Review Committee and the Group of Ministers (GoM) report of 2001 to appoint a CDS to act as the principal military adviser to the government. The subsequent Naresh Chandra Committee Report of 2012 had recommended a Permanent Chairman, Chiefs of Staff Committee at the same level as the three chiefs.
Given that the decision to create the post of CDS is now a done deal, it is critical to ensure that its constitution, powers, relation to other appointments and organisations are well thought out in order to achieve seamless integration and overall efficiency in the national defence apparatus. Some of the critical aspects that deserve close attention and deliberation as part of the implementation process include a clear roadmap and a vision about the institutional objectives that it must achieve.
The effectiveness of the office of the future CDS will be largely dependent on the role and responsibility given to it. At the macro level, the CDS must become the pivot for implementing joint planning, and training and operations. This must commence from a long-term perspective that can translate the vision of the Prime Minister into a reality. It is important to relate this vision to the need for integration of the armed forces not only at the apex level but also at the field level, where the benefits of this initiative must become evident from the very start. If the creation of theatres overlooking India’s northern, western and southern peripheries are envisioned, a smooth process for implementation in actual practice must also be an important element of the endeavour.
The creation of CDS and subsidiary structures will provide an opportunity to re-evaluate the existing defence architecture in an objective manner without service loyalties or individual considerations clouding the judgement. This will help cut back infructuous spending. Duplication of assets in infrastructure and human resources, whether in training or in operational commands, is a huge drag on the defence budget of which sixty per cent goes towards salaries and pensions, leaving scant little for capital acquisition. Overall, the institution of CDS would enable the defence establishment to adjust to the changing character of war, given the complex set of threats and challenges that India faces.
The hybridisation of conflicts is no longer a hypothetical concept. The threat of information warfare in all its manifestations is being witnessed in Kashmir. The challenge of cyber-attacks is a reality that the security establishment is well aware of. The absence of a major war is not tantamount to peace. Unless relevant doctrines and structures are integrated, the opportunity that the Prime Minister’s path-breaking decision provides cannot be realised in full measure.
A number of countries around the world have already undertaken, and achieved, a high level of integration. The United States undertook such reforms way back in 1986 through the Goldwater-Nichols Act. Closer home, China implemented such integration in 2016 when the seven military regions were recast into five integrated operational theatre commands. The eastern and western theatre commands are headed by the army officers, the southern theatre command by a naval officer, and the northern and central theatre commands by the air force officers. Earlier in 2015, China also restructured the Second Artillery Corps into a more robust People’s Liberation Army (PLA) Rocket Force and set up a Strategic Support Force integrating the space, cyber and electronic warfare structures.
China has other unique systems of integration. The Political Commissars of the PLA link the military leadership to the core tenets of the Communist Party of China (CPC). Many PLA officials are members of the party structures. Party representatives are embedded in all units. The units of the paramilitary People’s Armed Police (PAP), earlier under dual military and civil command, are now firmly part of the integrated theatre commands which report to the Central Military Commission (CMC) headed by President Xi Jinping.
Prime Minister Modi’s vision has provided a huge opportunity to integrate all the three services of the Indian armed forces. A single-point tendering of military advice to the political leadership, and the execution of its decisions, will go a long way in addressing the challenges of the changing strategic as well as security environment. A historic decision has been announced on a historic day. Now, the defence establishment, with the support of all stakeholders and experts, must help transform this vision into a reality in the most effective manner.
Views expressed are of the author and do not necessarily reflect the views of the IDSA or of the Government of India.
The current impasse in Hong Kong poses the most serious challenge to the Chinese leadership since the territory’s integration with the mainland. The “One Country, Two Systems” arrangement appears to be at crossroads, set to be consigned to the archives well before its expiry date.
Hong Kong’s return to the motherland on July
Since the handover, July 01 has been observed as a public holiday in Hong Kong to commemorate what is known as the ‘Establishment Day’. This year, instead of celebrations, it turned out to be a day of rebuking the Chinese rule, as anti-government protesters – displaying British era colonial flags – stormed and ransacked the City’s Legislative Council (or LegCo). Hong Kong’s Chief Executive Carrie Lam’s claims about the success of 22 years of Chinese rule sounded hollow. 1 Around a million of Hong Kong’s seven million population soon took to the streets.
The ongoing protests have also laid bare the stark reality of a deeply fractured Hong Kong society with the City Administration and political leadership towing the Chinese Communist Party line and condemning the protesters as separatists and extremists. The anger of the protesters is more than palpable as they decry police excesses, feel betrayed by the Government, and let down by the social institutions. While the root cause of the protests is political, Chief Executive Lam instead of offering a solution has attributed the crisis to the economic factors 2
The Genesis
Violent protests against the City Administration began towards mid-June this year, largely arising from fear of eroding freedom. The tinder was Hong Kong Government’s move to pass the “Fugitive Offenders and Mutual Legal Assistance in Criminal Matters Legislation Bill” (or the Extradition Bill) which would allow Hong Kong citizens and foreigners accused of crimes to be extradited for a trial to the mainland China. This was seen as a deliberate attempt by the government to undermine the independence of Hong Kong’s legal system. Two days after the record protests, Lam stated that the government won’t proceed with the bill until public anxieties and fears were properly addressed.
Not convinced, a week later, thousands of protesters marched on the streets of Tsim Sha Tsui, one of Hong Kong’s most popular tourist areas, in a bid to gain support from the mainland Chinese visitors. On July 09, Chief Executive Lam finally admitted that her administration’s attempt to introduce the ‘Extradition Bill’ was a complete failure and assured that the government would not seek to reactivate it in the parliament. She clearly stated that “the bill is dead”. 3However, she refused to give in to the demand for a complete withdrawal of the bill from the legislative agenda which led to a provocative response from the anti-government camp.
Hong Kong has been in a state of unrest for about eleven weeks now. Pro-democracy activists have also staged sit-in protests at the Hong Kong Airport which resulted in its partial closure as large numbers of flights were disrupted. In the latest weekend protests at Victoria Park on August 18, it was estimated that around 1.7 million flooded the venue. The daily rallies have been marked by increasing violence and confrontation with the police. Lam has refused to cave into the demands of the protestors which include a call for direct election to the City’s Chief Executive, currently chosen by Beijing.
Meanwhile, Britain’s criticism of China’s handling of the protests was countered by Beijing when its envoy in London, Liu Xiaoming, stated that Britain should “refrain from saying or doing anything that interferes or undermines the rule of law in Hong Kong”. 4 The US National Security Adviser John Bolton too has warned China against creating another memory like that of the Tiananmen Square in Hong Kong.5 The Chinese Ambassador to the US, Cui Tiankai, had earlier blamed “ill-intentioned forces” for using Hong Kong to attack China’s “One Country, Two Systems” and creating chaos across the country.6 Recently, President Donald Trump suggested to his Chinese counterpart to reach out to the protesters for peaceful resolution of the issue. Li Bijian, Minister and Deputy Chief of Mission at the Chinese Embassy in India, also recently wrote that “What happened in Hong Kong is China’s internal affairs, and no country or organisation has the right to interfere. China will resolutely safeguard its sovereignty, security and development interests and Hong Kong’s prosperity and stability.” 7
“One Country, Two Systems” at Crossroads
Having been under the British rule for one and half-century, Hong Kong had acquired the status of a major global financial centre. Therefore, at the time of handover, in order to maintain Hong Kong’s prosperity, and its legal system and culture, the Chinese Communist leadership had agreed to a unique arrangement – “One Country, Two Systems” principle, envisaged by Deng Xiaoping. It implied that while Hong Kong legally will be a part of China but as a ‘Special Administrative Region’ free to enact its own laws (excluding foreign policy and defence), and with the right to freedom of speech and an independent judiciary for the next fifty years.
The ‘Hong Kong Special Administrative Region’ (HKSAR) arrangement was not without scepticism, vindicated by several protest movements since the handover in 1997. In 2003, the HKSAR Government made a bid to introduce legislation redefining the scope of ‘treason’ that would have drastically curtail the freedom to criticise the Chinese Government. In 2014, there were large scale pro-democracy protests demanding an end to China’s surreptitious encroachment on citizen’s liberties. These protests went on for months and came to be known as the ‘Umbrella Movement’. The Movement, however, fizzled out due to the government’s unrelenting stance on making any concession to the protestors.
The basic character of Hong Kong has also steadily changed over the last two decades due to ‘Mainlandisation’ – a process of integrating Hong Kong with the People’s Republic of China (PRC) through various means. Mandarin has been promoted at the cost of local Cantonese as also to reduce the usage of English. Numerous infrastructure projects have been implemented to integrate Hong Kong with the mainland; case in point being the Hong Kong-Zhuhai-Macau Highway. Even the local media has increasingly resorted to self-censorship in reporting on issues about which the communist leadership is sensitive. The chief executives over the years have become more responsive to the efforts of the mainland leadership to gradually impinge on the civil liberties of the Hong Kong residents. There have been instances of people being frisked out of Hong Kong onto the mainland for detention and torture.
In economic terms, Hong Kong’s clout has diminished over the years. In 1997, its gross domestic product (GDP) was almost one fifth that of China while at present it is down to three per cent. With Chinese companies and financial institutions having a significant presence in Hong Kong, HKSAR’s dependence on the mainland has increased over the years. Further, Shanghai given its rapid growth as China’s financial capital is emerging as a viable alternative to Hong Kong.
Since President Xi Jinping assumed power in 2013 as the fifth generation leader, the Communist Party rule has become more authoritarian and assertive, both at home and abroad. This does not augur well for Hong Kong as its speedy integration with the Mainland by gradually eroding the “One Country, Two Systems” is in sync with President Xi’s “China Dream” of a ‘prosperous and powerful China’. Yang Jiechi, Member Politburo, Communist Party of China (CPC), has blamed the United States and other Western countries for stirring the trouble, whereas the movement appears to be indigenous. The ‘Hong Kong and Macau Affairs Office’ in Beijing has strongly condemned the protests terming them as riots and ‘near terrorism criminal actions’.
Today, China’s security concerns are primarily internal as it faces virtually no external threat. Hence, sovereignty and stability stand out as its key national objectives; implying ‘zero tolerance’ to any kind of dissent. As per the latest White Paper “China's National Defence in the New Era,” China retains the option to use force to unify Taiwan which it considers to be a renegade province and the one claiming to be an independent country. 8 As for Hong Kong, its political status as an undisputed part of PRC stands settled and the issue is not of independence but of autonomy.
Given the current situation, Beijing wants the ‘City Administration’ to halt the protests and deal with the pro-democracy activists sternly. The protesters may have forced Chief Executive Lam to yield ground on the ‘Extradition Bill’ but in the long run, Beijing envisages the protest movement to peter out as it steadily tightens control over HKSAR. To this end, the communist leadership will increasingly resort to disinformation war, sabre-rattling by upping the ante and quelling dissidence through the well-orchestrated phenomenon of paid proxies. However, young activists like Joshua Wong, a Noble Peace Prize nominee who was convicted and jailed in 2017 and released recently are proving tough nuts to crack.
On August 06, massive drills involving some 12,000 soldiers of the Chinese People’s Armed Police (part of People’s Liberation Army or PLA) along with armoured vehicles were staged at Shenzhen, a city in southern China adjacent to Hong Kong. It was meant to convey a veiled threat to the protesters of a possible intervention. The PLA garrison in Hong Kong so far has remained confined to the barracks. Going by the past precedence, should the situation take a turn for the worst, the communist leadership has the will to put down the protests by force, catastrophic consequences notwithstanding. However, Global Times, a state-controlled English daily, in a rare reference to ‘Tiananmen’ has insisted that the country has more sophisticated methods than those employed thirty years back to handle the Hong Kong crisis.9
The current impasse in Hong Kong poses the most serious challenge to the Chinese leadership since the territory’s integration with the mainland. The “One Country, Two Systems” arrangement appears to be at crossroads, set to be consigned to the archives well before 2047 – its expiry date.
Views expressed are of the author and do not necessarily reflect the views of the IDSA or of the Government of India.
In Favour of Corporatisation of Ordnance Factory Board
Laxman Kumar Behera
August 21, 2019
As a corporatised entity, the OFB will be in a far better position to respond to the market dynamics and face the competition effectively.
In a bold move, the Ministry of Defence (MoD) has floated a proposal to corporatise the Kolkata-based Ordnance Factory Board (OFB) which controls 41 Ordnance Factories (OFs) and 16 other associated entities that include nine training institutes, four regional controllers of safety and three regional marketing centres. Though the move has been opposed by various trade unions, which have gone on an unprecedented 30-day strike, beginning August 20, the government appears determined to stay firm on its proposed plan of action. The corporatisation of the OFB, an idea which dates back to the early 2000s, is a much-needed reform to revitalise the organisation which has lost much of its relevance due to its inherent constraints, poor performance, and the entry of private sector companies in defence production.
With its origin dating back to the British Raj, the OFB is the oldest as well as the largest departmentally-run organisation of the Indian Government. Over the last two centuries, it has been a key supplier of a wide variety of products ranging from tanks and armoured vehicles to artillery guns, small arms and ammunitions, besides various troop comfort items. However, as an organisation, the OFB has been constrained by a host of factors that has forced the organisation to look inward and perform below its potential.
As a departmentally-run organisation, the OFB is barred from making profit from the supplies made to the armed forces, eliminating a major incentive to innovate and improve efficiency. OFB’s cost-plus approach to production, which is globally accepted as inherently inefficient, makes the armed forces’ procurement budget expensive and puts an extra burden on the defence budget.
The OFB’s biggest bane, however, is its limited autonomy. Being an attached office of the MoD, major decisions pertaining to finance, human resource, research and development (R&D), technology tie-ups and modernisation of plants and machineries are taken outside the organisation. The highly bureaucratic decision-making process of the external agencies responsible for the OFB’s functioning and wellbeing, and their propensity to adhere to the rules and regulations rather than the outcomes, has made the organisation risk-averse with little incentive to think out of the box. Further, OFB’s location far away from Delhi and frequent change of its leadership have not been helpful. Suffice to mention that in the past 10 years the OFB has seen as many as 15 chairmen. This is in stark contrast to the relatively stable minimum tenure of two years granted to the heads of the central public sector enterprises.
Burdened with a constrained environment, the OFB has also done very little to improve its performance that can match the organisation’s rich history and its strong manpower base of over 82,000. Today, it can hardly boast of any worthwhile product of its own as nearly 75-80 per cent of its production comes from technology developed outside the country. The lack of focus on R&D coupled with delayed execution of orders, low labour productivity, and meagre exports have frustrated its key stakeholders, especially the army which accounts for nearly 80 per cent of its supplies. The army is also concerned about the poor quality of the OFB products. The Comptroller and Auditor General of India (CAG) had once observed that some of the OFB products were passed on to the army with defects which were visible to the naked eyes!1 Being frustrated with its repeated performance shortfalls, the MoD has over the years moved away from the OFB products. It has already declared 275-odd items produced by the OFB as non-core items, effectively demolishing the organisation’s monopoly over these products.
The OFB has over the years lost its pole position in the Indian defence production. The private sector companies, having defence industrial licenses, are in fact producing more than 41 OFs put together. The rapid growth of the private sector, which is likely to be accelerated further given the wide range of reforms undertaken by the government under the Make in India initiative, will further push the OFB to the margins unless drastic reforms are undertaken at the earliest.
The corporatisation of OFB was first suggested by the Nair Committee constituted by the government in 2000. The Kelkar Committee (2005) too had made a strong pitch for the corporatisation of the OFB under a single corporate entity. However, the successive governments lacked the political will and/or courage until the Modi Government finally decided to bite the bullet and implement this vital piece of reform measure considered critical to India’s overall defence preparedness as well as self-reliance.
The corporatisation of the OFB will turn it into a Defence Public Sector Undertaking (DPSU) under the administrative control of the Department of Defence Production (DDP) of the MoD. This is far from privatising the organisation as some would seem to suggest. As a DPSU, and with 100 per cent equity stake by the central government, the OFB will have far greater autonomy in decision making. It will be managed by its own board of directors; and subject to broad guidelines issued by the government, it can also make its own financial/investment plans, form joint ventures/subsidiaries and articulate R&D roadmap without much interference from external agencies.
More importantly, as a corporate entity with a stable leadership, the OFB will be in a much better position to respond to the market dynamics and face the competition effectively. With a production of over Rs. 12,800 crores, the corporatised OFB may also subsequently qualify for the ‘Navratna’ status which will provide it with even greater flexibility in financial decision making. This is only way it can reclaim its position as a leading force in India’s defence production sector.
Views expressed are of the author and do not necessarily reflect the views of the IDSA or of the Government of India.
1. “Performance Audit of Ammunition Management in Army”, Report No. 19 of 2015, Comptroller and Auditor General of India, p. 31.
India’s decision to ally with America would be contingent upon the degree of convergence between their positions on core issues and the extent of military assistance needed in a two-front war scenario.
India’s defence relationship with America has steadily deepened since the mid-2000s. Will this trend culminate in an alliance between the two countries? No, is the answer of a number of scholars and policy makers, who contend that India will never enter into an alliance because of its commitment to the principle of strategic autonomy.1 There are at least three problems with this contention. One, it is premised on a restrictive and ahistorical definition of what an alliance is. Two, it overlooks the fact that nonalignment and its post-Cold War offshoot, strategic autonomy, have not been conceived of as inviolate principles that have to be adhered to at any cost and in all circumstances. And three, the obsession in the discourse on India’s sense of self as reflected in the principles of nonalignment and strategic autonomy has led to the complete neglect of crucial issues that are likely to determine whether the two countries would enter into an alliance or not.
Restrictive And Ahistorical Definition Of Alliance
Analysts and scholars who argue that India will not enter into an alliance with America have in mind a restrictive and ahistorical definition of what an alliance is. An alliance, in their view, ought to possess three features: 1) institutionalised military cooperation between the parties, 2) a firm commitment to use force under defined conditions, and 3) a high level of synchronisation of foreign policy positions. In other words, an alliance must resemble the type of relationship that America fostered with its Asian and European Asian allies during the Cold War. This is, however, a narrow definition that excludes other types of inter-state agreements dealing with the provision of military assistance.
Commitments of military assistance in alliances have assumed different forms. These include:
unilateral guarantees extended by one state to another;
pacts that call only for consultations if one party to the agreement were to find itself at war with a third country;
pledges of non-aggression or neutrality when one party is engaged in war with a third country;
commitments to come to the defence of the other party when it comes under attack from a third country; and,
promises to fight alongside the other party even if the latter were to initiate war against a third country.
Given this broader range of alliance agreements that states have entered into during the last few centuries, Professor Bruce Russett defined an alliance as: “a formal agreement among a limited number of countries concerning the conditions under which they will or will not employ military force.”2
India’s 1971 Treaty of Friendship with the Soviet Union squarely falls within the ambit of Russett’s definition of alliance. The crux of that treaty lay in two key provisions. One, India and the Soviet Union undertook not to participate in any alternate alliance aimed against the other, and not to militarily assist a third country that is engaged in war with the other. And two, they undertook to consult each other if one of them came under attack “in order to remove such threat and to take appropriate effective measures to ensure peace and security of their countries.”3
Nonalignment Not an Inviolate Principle
Nonalignment was devised as a policy to navigate through the Cold War. It was not conceived of as an inviolate principle to remain committed to at any cost. Even the originator of that policy, Jawaharlal Nehru, averred after the 1962 War that “there is no nonalignment vis-à-vis China.”4 Further, according to Selig Harrison, Nehru envisaged the Soviet Union as India’s second front and India as the Soviet Union’s second front in the event of either country finding itself at war with China.5
If nonalignment did not preclude Nehru from envisaging the Soviet Union as India’s second front, Indira Gandhi from taking India into an alliance with the Soviet Union, and the Janata Government from discarding the alliance with the Soviet Union during the late 1970s, there is no reason to conclude that strategic autonomy, which is a post-Cold War offshoot of nonalignment, would prevent India from allying with America if a need for such an alliance were to arise.
Factors in Alliance Decisions
If so, what factors are likely to influence India’s decision to enter into an alliance with America? An alignment of interests and ideology already exists between India and the United States (US). They are both democracies, which are moreover committed to a liberal, rules-based order in the Indo-Pacific region. And they face challenges to their security and interests from the same source, namely, China. But affinities of interest and ideology have never been sufficient conditions for the formation of alliances. India and America were democracies during the Cold War years as well, but they were estranged democracies throughout those decades. Even when they agreed in the late 1950s and the first half of the 1960s about China as a source of threat, they failed to forge an alliance due to various factors including their inability to come to an understanding on how India should tackle the threat posed by China.6
Ultimately, the crux of the alliance question lies in the extent to which each side is willing to make a military commitment to the other. Whether a state decides to make a stronger or weaker or no militant commitment to the other depends on two factors: 1) the extent to which it shares with the potential ally interests that are in conflict with those of the adversary, and 2) the extent of mutual military dependence with the potential ally.7
With respect to shared interests, India does share with America an interest in promoting a rules-based liberal order. It also shares with America an interest in preventing Chinese hegemony in Asia, but would also ultimately prefer a multipolar Asia rather than reinforce and perpetuate the US primacy. For its part, America views Arunachal Pradesh as an integral part of India, but has not taken a position on Aksai Chin. Moreover, it was lukewarm during the Doklam crisis and may not fully support India on all territorial and security issues relating to China. All in all, while there may not be a complete harmony of interests between the two countries, there is a degree of alignment in their positions when it comes to their respective issues in conflict with China. But, as yet, the degree of convergence does not appear sufficient to make an explicit alliance possible to envisage.
The other determinant of alliance decisions, which is military dependence, is a function of four other factors: 1) the intensity of threat posed by the rival, 2) the state’s need for military assistance from an ally to tackle the threat, 3) the ally’s capacity to provide military assistance, and, 4) the availability of alternate allies.
There is no denying the fact that India’s threat perception vis-à-vis China has not diminished in any significant manner in recent years. In fact, there is a certain degree of consensus among analysts that the threat posed by China to India’s security and interests is likely to increase in the years to come as China’s power grows, its ambitions expand, and its ability to project power beyond its borders increases. Even the authors of Nonalignment 2.0 stated categorically that China constitutes “the single most important challenge for Indian strategy” because of its increasing ability to directly impinge upon India’s “geopolitical space” in Asia.8
Does India need military assistance from allies to cope with the China threat? In terms of sheer numbers, the military balance is indeed in China’s favour. China’s development of infrastructure in Tibet has considerably enhanced its ability to mobilise a greater number of forces in a faster timeframe. However, China’s continued preoccupation with security challenges along its eastern seaboard and the constraints imposed by terrain, weather and distance in projecting power through and from Tibet limit the scope and intensity of the military challenge that China can generate against India. That means India is unlikely to need direct military assistance from America or any other potential ally during a limited India-China war. What India might need instead are: diplomatic support including in the United Nations Security Council, continued supply of weapons and spares, intelligence about the adversary’s military dispositions, etc.
While diplomatic and limited material support might suffice in the context of a limited India-China border conflict, India’s military needs and dependence on allies are bound to be considerably higher in the event of a two-front war, irrespective of whether it is China or Pakistan that joins the fray. While the scope and intensity of Chinese military operations would probably remain the same because of the geopolitical and geographical constraints highlighted earlier, the territorial and security consequences of fighting China in a two-front war are likely to be rather high.
America does have the capacity to provide greater military support for India under these circumstances. Given Russia’s increasing dependence upon and growing partnership with China, it is no longer a likely alternate alliance partner for India. In effect, India’s military dependence on America is likely to be higher in the event of a two-front war with China. But would America be willing to come to India’s assistance? What kind of military assistance and the risks associated with it would America be willing to undertake? Would the kind and extent of assistance America may be willing to offer be sufficient for India to tackle the threat from China? Answers to these questions would be a key determinant of India’s decision to ally or not with America.
While India is likely to become more militarily dependent on America in the event of a two-front war with China, India’s capacity to undertake reciprocal commitments in support of the US in the event of a China-US conflict is limited. India does have the capacity to contribute to the common effort in the Indian Ocean Region, but its role in the primary theatre of a potential US-China conflict is likely to be rather limited. Further, India’s capacity to undertake diversionary military action along the land border is highly constrained by geographical factors as well as by a lack of sufficient offensive military capability. Even if the mountain strike corps gets raised with its full complement of weapons and equipment, India’s offensive capability along the China front is likely to remain limited.
In sum, it is not the commitment to the hoary principle of strategic autonomy that will determine whether India enters into an alliance with America. Instead, it is more likely to be a function of two main factors: the degree to which Indian and American positions align or diverge on their respective issues of conflict with China; and, the extent to which each needs the military assistance of the other and is willing to contribute to the other’s military effort.
Views expressed are of the author and do not necessarily reflect the views of the IDSA or of the Government of India.
4.Hindustan Times, December 06, 1962, as cited in Cecil V. Crabb Jr., “The Testing of Non-Alignment”, The Western Political Quarterly, 17 (3), September 1964, p. 539.
While the scope of responsibility of the CDS is being worked out, it would be instructive to see what changes could be implemented immediately within the current organisational structures through greater jointness, before getting into the gamut of full integration which should be the logical end state.
The Prime Minister’s announcement on Independence Day from the ramparts of the Red Fort that a Chief of Defence Staff (CDS) for the Indian armed forces would be announced soon, has given rise to elation within the uniformed fraternity. What model should be followed for institutionalising such an appointment and what it entails in terms of reorganisation and operational control has been a matter of heated debate, both within the armed forces and the civilian bureaucracy. Some seem to be hailing it as the panacea for all ills afflicting national security, while others are dismissive, predicting that the appointment will be more ceremonial than anything else.
Given the different models being followed by countries such as the United States (US) and the United Kingdom (UK) which have trodden this path earlier, as also the reorganisation (on for a couple of years now) in the People’s Liberation Army (PLA), and the existing dispensation in the Pakistan armed forces, such discussions are understandable and, indeed, welcome.
Jointness is a term that achieved a fresh lease of life after the Kargil War and the subsequent recommendations of the Kargil Review Committee. It has been the focus of the Ministry of Defence (MoD) for the last few years, based on the directions given by the Prime Minister with great clarity in his address at the Combined Commanders Conference held aboard INS Vikramaditya in December 2015.1 A further fillip to Jointness has been given by the word ‘Integration’. The implications of these two words differ as evinced by all that has been written on the subject in recent years, including the views of the Army and Navy and the perspective of the Air Force.
Though India has an Integrated Defence Staff (IDS), what such integration might actually entail in terms of integrated headquarters (instead of joint), preparing for war in terms of common doctrines, force structures, policies and training objectives, amalgamating logistic resources and other assets and so on is yet to be fully accepted by all stakeholders, and thus not spelt out in detail. Obviously, the way forward is long and challenging.
At the end of it all, what should finally come about is an India specific model born out of its own peculiarities, current state of individual services, and an overarching long-term perspective of just what the nation requires in the security sphere. While the scope of responsibility of the CDS (in addition to commanding various joint organisations) is being worked out in South Block, as an exercise, it would be instructive to see what changes could be implemented immediately within the current organisational structures through greater jointness, before getting into the gamut of full integration which should be the logical end state. More so, since (for now at least) the Indian armed forces have not been force fed, as their counterparts in the US were with the passage of the Goldwater Nichols Act in the last century.
In the December 2015 speech referred to earlier, two observations made by the Prime Minister deserve greater attention today: “At a time when major powers are reducing their forces and rely more on technology, we are still constantly seeking to expand the size of our forces. Modernisation and expansion of forces at the same time is a difficult and unnecessary goal.”2
Given the defence budgeting constraints, a fact accepted by realist defence planners, the necessity for a single point agency to prioritise our weapons procurements based on an accepted joint warfighting doctrine, predicated in turn on national security policy aims and proposed end states, becomes mandatory. A step towards this has been taken with the issue of a joint operational doctrine by HQ IDS in 2018. The CDS would have the authority to bring greater coherence to the doctrine and authorise corresponding amendments if warranted to the Long Term Integrated Procurement Plan (LTIPP), which would automatically acquire greater salience in future. As a corollary, the CDS would be actively involved in formalising newer and modern force structures in consultation with the three services. As the single point of advice to the Government, his recommendations would receive due consideration. He would also provide major inputs for the National Security Strategy and will be responsible for producing the National Military Strategy.
The above are some of the major responsibilities that the CDS could discharge even today, without anyother type of reorganisation, resulting in efficient budgeting and effective warfighting. Needless to say, whatever is proposed must have the appropriate governmental sanction failing which the purpose of setting up such an office would be defeated. There are other tasks which a CDS can perform with minimum restructuring. One is to manage integrated logistics, a concept whose time has come. Some initial steps have been taken in this direction in selected stations, but the matter remains in its infancy.
Whether it is repairs and recovery, infrastructure development, victualling for all the three services, or procurement of rations, fuels, oils or lubricants, or management of military lands, much can be done by integrating all or some of these functions. Training is another area. While some level of joint training already exists in important staff courses conducted by the Defence Services Staff College (DSSC) at Wellington, it is time to substantially enhance the joint syllabus in such courses. More importantly, while inter service organisations have enough officers from each service, the numbers from one service posted to the headquarters of the other services continue to be miniscule.
As a worldwide phenomenon, militaries being hierarchical societies are known to be averse to major change. The Government has provided an opening to the Services to commence the process of change in a graduated manner. The level of success achieved depends on the sagacity of both the civil and the military brass. The opportunity must be grasped if India’s security aspirations are to be met in full in the near future. A successful beginning by a first time CDS will be a keynote for the same.
Views expressed are of the author and do not necessarily reflect the views of the IDSA or of the Government of India.
Indian Navy’s Annual HADR Exercise: A Collaborative Humanitarian Response in IOR
Roby Thomas
August 09, 2019
The Annual Joint HADR exercises, conducted by Indian Navy, help in proactively preparing participating nations with tools for developing standard operating procedures (SOPs), streamlining interoperability and practicing procedures for collaborative participation when necessary.
The Indian Navy recently conducted the third ‘Annual Joint Humanitarian Assistance and Disaster Relief (HADR) Exercise’ at Chennai from August 02-04 2019, under the theme ‘Cyclone and Urban Flooding Relief Operations’. The exercise saw participation by multiple central and state agencies and included a seminar, table top exercise, exhibition, skill demonstration and final exercise in the coastal districts of Tamil Nadu and Puducherry. It also saw participation by ‘Naval Observers’ from eight countries, viz. Sri Lanka, Bangladesh, Seychelles, Australia, Kenya, Singapore, Somalia, Nepal and also the Association of Southeast Asian Nations (ASEAN) Secretariat.
The HADR series of exercises are conducted by the Indian Navy with a view to “develop interoperability in terms of doctrines, procedures, organisational and logistic systems and operational processes, so as to promote the development of regional naval capacities for speedy, responsive and effective HADR throughout the IOR”. This is enunciated in the Charter of the Indian Ocean Naval Symposium (IONS), of which India is the Chair for the IONS Working Group on HADR. This is also in consonance with Prime Minister’s vision of ‘Security and Growth for All in the Region (SAGAR)’, which envisions strengthening relationship with our partner littoral nations in the Indian Ocean Region (IOR), in a mutually supportive and cooperative manner.
The IOR is one of the most disaster prone regions in the world. This coupled with the fact that the maritime capacities of most littoral states are not strong enough to individually address these challenges, necessitates collaborative solutions for disaster relief among like-minded nations in the IOR. The existing maritime cooperative initiatives in IOR, like the Indian Ocean Rim Association (IORA) and IONS, have shown great promise and are being actively engaged by the Indian Navy. Further, the Bay of Bengal Initiative for Multisectoral Technical and Economic Cooperation (BIMSTEC), another important construct in the IOR, has also identified ‘Environment and Disaster Management’ as one of the high priority areas of coordination and cooperation for BIMSTEC partner nations.
Navies world over have had to balance their more traditional roles with involvement in irregular security missions, which included anti-piracy, anti-trafficking, counter-terrorism, etc. with the most prominent being HADR. The Indian Navy has over the years gained considerable experience in rendering HADR assistance to the IOR littorals. Since the Tsunami of December 2004, the Indian Navy has emerged as one of the first responders including in the more recent ‘Operation RAHAT’ in April 2015, wherein hundreds of Indian and foreign nationals were evacuated from Yemen; Cyclone Roanu that effected Bangladesh in May 2016; flood relief operations in Sri Lanka in June 2017; Cyclone Mora in Bangladesh in June 2017; shipment of relief aid to Bangladesh during the Rohingya Crisis in September 2017; the tsunamis that struck Indonesia in September and December 2018; and also Cyclone IDAI in Mozambique in March 2019.
The Indian Navy’s deployment pattern has more recently shifted to the more dynamic ‘Mission-Based Deployments’. This involves deploying mission-ready ships and aircraft along critical sea lanes of communications (SLOCs) and chokepoints, always ready to meet any eventuality across the spectrum of operations ranging from acts of maritime terrorism and piracy to HADR missions. Accordingly, Indian naval ships always carry the minimum HADR material required for immediate relief. This provides the required flexibility and speed for the ships to be diverted anywhere at the shortest possible time to provide HADR assistance in its area of operations.
The Annual Joint HADR series of exercises, conducted by the Indian Navy, also help in proactively preparing participating nations with tools for developing standard operating procedures (SOPs), streamlining interoperability and practicing procedures for collaborative participation when necessary. The first of the series, named Karavali Karunya (Assistance to the coast of Karnataka), was conducted at Karwar in Karnataka in May 2017 and was set on a Tsunami disaster scenario. This saw participation by ‘Naval Observers’ from four countries, viz. Sri Lanka, Myanmar, Maldives and Bangladesh. The second was conducted at Kochi in Kerala in April 2018 and was named Chakravath (Cyclone). The exercise projected the dynamic capabilities and swift mobilisation of the Indian Navy and other relief agencies during a calamity. ‘Naval Observers’ from six countries, viz. Sri Lanka, Myanmar, Maldives, Bangladesh, Seychelles and Mauritius participated in the exercise.
One of the main challenges towards effective collaboration in HADR operations is information sharing, the lack of which leads to poor coordination among relief agencies. Also, having incomplete perceptions of a disaster situation can lead to inefficient responses. Towards mitigating this, the Indian Navy launched the Information Fusion Centre – Indian Ocean Region (IFC-IOR) on December 21, 2018 at Gurugram in Haryana, with a view to build a common coherent maritime situation picture and to act as a maritime information hub for the IOR. The information exchange at the IFC-IOR is being initially undertaken by virtual means, using telephone calls, faxes, emails and video conferencing over internet. Subsequently, to enable better interconnection, quicker analysis of information, and to provide timely inputs, the IFC-IOR would host liaison officers from partner countries. This would ensure better liaison with partner governments and agencies of the effected region, ensuring a coordinated response to a HADR situation.
While naval forces worldwide are not specifically designed for HADR, the related activities capitalise on many of the enduring attributes of navies, viz., mobility, adaptability, scalability and interoperability. The ability to use the seas as manoeuvre space and project power ashore means navies are able to respond rapidly with relief supplies and personnel, anywhere they are needed. The Annual Joint HADR series of exercises thus allows the Indian Navy to share skills and build partnerships with government organisations and their international counterparts, while providing immensely valuable training for its own personnel.
The agile acquisition or C2D2 model currently under adoption by the US for its F-35 aircraft is likely to become a necessity for acquisitions in future, as disruptive defence technologies will continue to affect military systems across the world.
In the fall of 2017, Vice Admiral Mathias Winter, the Programme Executive Officer for the F-35 Joint Strike Fighter Programme, had proposed a new futuristic acquisition strategy for the United States Department of Defence (US DOD) to cope with the requirement of frequent upgrades and updates of the aircraft. Just prior to it, while delivering a keynote speech at a conference in September that year, he had remarked that “The current acquisition strategy has us doing a serial [and] sequential design, develop, integrate, test [and] deliver strategy. I’m not convinced that’s the most efficient and effective way, most importantly, to deliver and continuously deliver capability to our war fighters ….”1
A year later, in October 2018, while awaiting the approval of the proposed acquisition model, Winter observed that “The challenge we have is to ensure that we can continue to deliver capability to our warfighter on an operationally relevant, technically feasible pace, and that pace needs to outpace our adversaries and potential threats on the battlefield.”2
Being an avionic intensive aircraft, the F-353 is likely to require frequent incremental improvements and upgrade of its software as well as hardware due to rapidly advancing technology. To cope with the need, Winter came up with what is described as the new ‘agile approach’ – officially termed as ‘Continuous Capability Development and Delivery’ or C2D2.4 The new acquisition model involves the parallel development of multiple futuristic technologies for the F-35. It accommodates the continuous release of new upgrades in small increments instead of packaging them together with other capabilities (as one big drop), to be released in a longer time frame, a process probably more acceptable to the finance and acquisition office due to ease of business and audit. The model aims at six monthly delivery periodicity – for bunching and releasing software and hardware upgrades/updates.5
It is important to note that the production of F-35 is intended to be in excess of 3000 aircraft against the demands of the US and its programme partner nations. Serial production is being done in blocks as is the prevailing practice in combat aircraft development and production. The initial development of the aircraft against the Qualitative Requirements (QRs), called as Block-3F (which provides full warfighting capability), was completed in June 2018 and is under closure. The ongoing operational test trials too are expected to conclude by the end of 2019.6 C2D2 is thus considered critical for further development of the F-35, to keep the systems updated in line with technological advancements and operational requirements.
C2D2 was supposed to have been adopted by the beginning of 2019. In the initial phase, C2D2 is expected to start with Block–4 modernisation efforts over the next six years.7 However, the transition to C2D2 is already in progress. The May 2019 report of the US Department of the Air Force clearly states that “The F-35 Program is working to transition to C2D2 faster, more flexibly, and more affordably by breaking down and delivering in smaller increments, ultimately reducing our cost of doing business. 8
Though not stated explicitly so far, indications are that the C2D2 model will include regular updates and upgrades of old aircraft also, besides being incorporated at the production level itself in the newer aircraft. This means frequently changing the design goalposts at the production level. In this regard, Vice Admiral Winter had stated that “I’m asking the system to do true model-based systems engineering simultaneously with capabilities-based testing. The same time. With DT [developmental testing] and OT [operational testing happening at the] same time. Real time. Allowing us to be able to truly change the way we contract and cost estimate.”9
However, the six-monthly technology bunching and delivery period is considered very short by the Pentagon, which has raised concerns about certain aspects of the C2D2 model.10 Even with advanced technology and faster development of equipment/systems, the normal periodicity is expected to be a minimum two to three years. Although the full details of C2D2 have not been officially released in the public domain so far, some of the objections raised by the Pentagon are not unfounded. The Pentagon has criticised the C2D2 model mainly on the grounds of likely problems associated with upgrading of the earlier block aircraft; insufficient time for testing and evaluation of upgrades and updates; and short periodicity for the other needed support systems and modules, like logistics module, mission data module, training simulators and others, to be delivered and operationalised in similar timeframes.11
In spite of the criticism, the US Department of the Air Force seems to be going ahead with the implementation of C2D2. According to their May 2019 report: “This agile framework, known as Continuous Capability Development and Delivery (C2D2), provides timely, affordable, incremental warfighting capability improvements to maintain air dominance against evolving threats to the United States and our allies.”12
The continuing transition to C2D2 indicates that it has been accepted to a certain extent. Technologies like artificial intelligence are likely to further help the F-35 operators cope with the requirements of rapid upgradations. If intervals are found to be too short for upgradations, probably suitable changes will be made on a case to case basis. The financial imperatives associated with C2D2, which are also not fully known, are not likely to be very different from the existing models, though the contractual nitty-gritties are likely to see some notable differences.13 As and when these get disclosed, the picture would be clearer.
The C2D2 model for the F-35 programme is probably just a beginning. A similar approach would be needed for a vast majority of future military acquisitions by the US. In fact, most of the military systems at the global level are likely to face similar challenges – need for agile and incremental upgrades and updates - as weapon systems and equipment get increasingly technology infused. Probably, defence acquisition in such cases would have to develop similar approaches as well as methods, since all over the world the traditional defence acquisition models are falling behind in terms of capabilities to meet security requirements.
The Indian military is also embracing advanced technology at an increasing pace for capability building. Systems, equipment, weapons and platforms being inducted are increasingly infused and embedded with sophisticated electronics, materials, sensors and software. Within the next decade or so, many more advanced systems acquisitions are likely to take place for capability building against adversaries. The rapid pace of their military modernisation would require India to go for faster capability augmentation.
Capability gap in the face of emerging threats has been a serious issue, as has also been pointed out in the 2019 performance audit report on “Capital Acquisition in Indian Air Force” by the Comptroller and Auditor General (CAG) of India – due to delays in acquisition.14 The systems that India is acquiring or seeks to acquire in future would require frequent upgradation and updation. At times, there may be a need for change in the QRs too, particularly if any better cutting-edge technology emerges during the process of acquisition. Therefore, an agile acquisition mechanism may have to be devised for the Indian armed forces too.
India’s defence acquisition process is notably slow and is unlikely to be able to keep pace with future acquisition requirements. The aforesaid CAG report clearly observes that “Overall the capital acquisition system, as it exists, is unlikely to effectively support the IAF in its operational preparedness and modernisation.”15 The report recommends that “In the process of acquisition, involvement of academic experts, in relevant fields, such as aerospace engineering is advisable in the view of the fact that latest and most complex technologies, evolving rapidly, are being used in almost all defence systems and weapons. It would be impractical to expect that in service officers, doing full time jobs, can keep up with the rapid development to the extent that academicians, devoted to that subject, might.” The report further states, “Ministry needs to revisit the entire process of acquisition, to weed out redundant activities and simplify the process.”16
For such agile acquisitions, probably the entire process from request for information to delivery of product would need to be fundamentally changed, and may also need to be short-circuited or adequate bypasses/waivers incorporated to speed up procurement and acquisitions, so that there is be no lag from the time technology is made available to the time the concomitant capability is acquired.
A key component of any agile acquisition process is the flexibility to replace certain systems of the equipment during acquisition or before a certain system or sub-system of an equipment has completed its deemed life, i.e., as and when a better product evolves with better performing technology. This flexibility is crucial for militaries to maintain asymmetry and other advantages over the adversary. This would also call for suitable adaptation of audit procedures to avoid unnecessary financial obstacles and complications. Concepts like ascertainment of life-cycle costs right at the beginning may not hold good under such an agile acquisition model, and with unpredictability of technology may even be rendered redundant.
The agile acquisition or C2D2 model currently under adoption by the US for its F-35 aircraft is likely to become a necessity for acquisitions in future, as disruptive defence technologies will continue to affect military systems across the world. For the envisaged rapid modernisation of the Indian armed forces, a similar approach would be needed sooner or later. What has not been revealed by the US so far is how the financial mechanisms are coping with the new model. Meanwhile, there is a need for Indian experts from diverse backgrounds to study the C2D2 model, to assess its nuances and adaptations, so that something similar could be evolved for the modernisation of the Indian armed forces.
Views expressed are of the author and do not necessarily reflect the views of the IDSA or of the Government of India.
3. The F-35, christened Lightning-II, is an advanced technology equipped fifth generation stealth combat aircraft produced towards requirements of the US and some partner nations including Japan, Italy, Norway, Turkey, and a few others.
6.“Statement of Vice Admiral Mathias Winter”, Department of the Air Force, Presentation to the House Armed Services Committee, Tactical Air and Land Forces Subcommittee, U.S. House of Representatives, May 02, 2019, p. 7 (accessed July 25, 2019).
7.“The F-35 Program Enters A New Phase - C2D2”, Unofficial English Translation, Originally Issued in Norwegian by the Norwegian Ministry of Defence, Defense-Aerospace.com, April 16, 2018 (accessed July 25, 2019).
13. C2D2 is expected to cost about US$ 10.8 billion through FY2024. The funding plan would certainly demand some flexibility to accommodate the variances associated with design, development and production. See Jeremiah Gertler, n. 5.
14. “Performance Audit Report of the Comptroller and Auditor General of India on Capital Acquisition in Indian Air Force”, Union Government (Defence Services), Air Force Report No. 3 of 2019. Also, see “CAG's press release on ‘Capital Acquisition in Indian Air Force’”, Business Standard, February 13, 2019.
Libra - A Millennial Global Currency from Facebook
Ronnie Ninan
July 29, 2019
Facebook's recent proposal for a stable global cryptocurrency on social media platform has led many to anticipate its positive impact on the global economic system. However, privacy concerns and Libra's planned decentralised approach have raised apprehensions among the regulators around the world.
The publication of Satoshi Nakamoto’s paper "A Peer-to-Peer Electronic Cash System" in October 2008, as part of his effort to invent a digital cash system without an intermediary such as a central bank, had led to the development of Bitcoin, which today is one of the leading cryptocurrencies in circulation. Prior to it, in the 1990s, a series of attempts to create a decentralised digital cash system, proposed later by Satoshi in his 2008 paper, was made by the Cypherpunks - an activist group advocating the adoption of secure encryption algorithms and privacy-enhancing tools for safe and private value transactions, without any authority exercising control over it. Satoshi's paper subsequently led to a proliferation of cryptocurrencies such as Bitcoin, Ethereum, Ripple, Monero, Litecoin, and even a meme in the form of Dogecoin.
Libra - The New Cryptocurrency
The co-founder and chief executive officer of Facebook, Mark Zuckerberg, in his 2018 New Year post on Facebook, spoke about his ambition to develop counter-trends in the form of encryption and cryptocurrency that will facilitate its transition from a centralised system to a decentralising force.
The alacrity in the announcement of Libra Coin, a Facebook-based cryptocurrency that is likely to be unveiled in 2020, however, took everyone by surprise especially as it is likely to have a centralised system, to begin with. Libra is expected to be the new stable global currency which will allow the 2.38 billion Facebook users to shop and transfer money overseas while paying negligible transaction fees. The coin is expected to work in tandem with a new Facebook-centric blockchain system. Notably, Libra can set the standards of a stable coin by virtue of being pegged to a basket of sovereign currencies like the dollar, pound, euro, swiss franc and yen. This is likely to insulate it from high volatility in the exchange rates of the coin. In comparison, Bitcoin’s extreme volatility can be attributed to it not being anchored to any sovereign currency.
Facebook's Libra announcement came with a 29-page white paper describing their new global currency. However, there are a few key points to be examined when discussing Libra's potential.
The Libra blockchain will be pseudonymous and not an anonymous system. It allows users to interact and transact with each other, but not with their real-life accounts. However, the system will be public such that the transactions, when required, can be scrutinised by international regulators and law enforcement agencies.
The Libra coin will be launched within a permissioned blockchain, because of the governance structure under the authority of Libra Association. Nevertheless, the white paper explains the transition towards decentralisation over time.
The Libra Association currently constitutes 28 members but anticipates around 100 members to be part of the association before the launch of the Libra coin in the second quarter of 2020. These members will hold Libra Investment Tokens that would give them voting rights on the network, where they can make decisions about managing the Libra coin and letting new validators join the Libra ecosystem.
The Libra blockchain, unlike the previous iterations of other cryptocurrencies, will differ in its framework. While others see blockchain as a chain of blocks of transactions, the Libra blockchain will be a single data structure documenting the history of transactions over time. It will make it simpler for applications accessing the blockchain to examine and validate any data from any time using a unified framework.
A Unique Cryptocurrency
Underpinned by a permissioned blockchain, with control in the hands of the Libra Association and government regulators, Facebook’s Libra is a unique coin that is not entirely decentralised as opposed to other cryptocurrencies which are generally decentralised without a hierarchical authority possessing control over the cryptocurrency.
What primarily differentiates Libra from Bitcoin and other cryptocurrencies is its emphasis on Proof-of-Stake consensus in its blockchain network vis-à-vis the latter’s Proof-of-Work consensus. In Proof-of-Stake consensus, validators of every single new block in the blockchain network would verify their legitimacy depending on their stake in the system (ownership of coins), whereas in Proof-of-Work consensus, validators verify each new block based on their computational power.
The announcement of Libra has once again put the focus back on cryptocurrencies vis-à-vis the fiat currencies, and its potential to financially incorporate the 1.7 billion unbanked population of the world. Multiple non-governmental organisations (NGOs) have been co-opted into the Libra Association as its founding partners with the objective of aiding small businesses, especially in the developing markets where 70 per cent of the micro, small and medium enterprises (MSMEs) lack access to credit. This can propel the establishment of a more inclusive and accessible financial ecosystem. These NGOs can also help Libra reach out to a wider audience by virtue of its lower costs. In doing so, millions of hitherto unbanked customers would likely get a verifiable identity and credit history.
Since the Cambridge-Analytica scandal of 2018, the spotlight has been on Facebook for guarantee of user-privacy and data-security. Anticipating a backlash due to its poor track record, it has established a subsidiary called Calibra - a digital wallet to manage the Libra coin - under the authority of Libra Association which is an independent consortium based in Switzerland. The Association will be the repository of all transactions within the network, separate from the individual's social data, and will oversee the currency's development and network maintenance. In order to increase its presence in the e-commerce arena, Facebook has also introduced a new programming language - Move - which the company expects would be used on a larger scale to create smart contracts for goods and services to be sold on its platform.
Being end-to-end encrypted, Libra can facilitate transactions anonymously to the outside world, but within the Facebook platform. Libra will be a closed-loop system where the consumer can only buy and sell products that are available on the Facebook marketplace (introduced in late 2016) and its associated apps. This would prevent dangerous transactions including illegal trade in drugs and weapons, thereby overcoming the tainted reputation of other cryptocurrencies which have minimal checks and balances to prevent such transactions from being carried out.
Besides Facebook, there are 27 other founding members in the Libra Association - each having invested at least US$ 10 million - sharing control of the Libra coin. They include Mastercard, PayPal, Visa, Uber Technologies, Vodafone Group, and eBay among others. Each member gets a single vote on the Libra Association Council, making it extremely difficult for Facebook to monopolise the coin's governance. The Libra Association will also have the authority to determine the value of a Libra coin.
Several global financial regulators have expressed concerns about the proposed cryptocurrency. The United States Federal Reserve along with the United Kingdom's Financial Conduct Authority (FCA) have expressed apprehensions about consumer protection and privacy. Meanwhile, Japan and France have set up a working group and a task force, respectively, to discuss its impact on the global monetary and financial system. Similarly, the G7 Finance Chiefs recently discussed its potential ramifications at their meeting held in France on July 17-18, 2019.
India and the Cryptocurrency
According to recent reports, Libra will not be launched in India due to the current Indian regulation of not endorsing private cryptocurrencies. A draft bill, proposing a 10-year jail term for holding, selling or dealing in cryptocurrencies, has muddied the waters for crypto-traders in India. Termed as the “Banning of Cryptocurrency and Regulation of Official Digital Currency Bill 2019”, the proposed draft bill could halt the future of cryptocurrencies in India. After India's central bank, the Reserve Bank of India (RBI), issued a circular in April 2018 instructing banks to withdraw support in dealing with any cryptocurrency transactions, the Supreme Court of India too refused to put a stay on the circular after a public interest litigation (PIL) was filed against the RBI's decision.
The size of the Indian market, however, offers enormous business opportunities for Libra. Given the growing proliferation of digital technology in India, it is estimated that more than 61 million new internet users will come online by the end of 2019, which means 627 million active internet users by the end of this year. Today, an estimated 270 million active users of Facebook are from India, and this number is growing.
While Libra is likely to have a massive impact on global e-commerce, it is in the money transfer space where it could be a potential game-changer. The World Bank Brief of 2018 highlights India’s position as the world’s largest recipient of remittances, worth US$ 78.6 billion. However, the transaction charges of seven per cent and above through formal channels make these remittances expensive. The cheaper informal alternatives such as the hawala networks are illegal. Libra on its part can practically reduce the transaction charges to negligible or even zero.
Facebook seeks an opportunity to grow through the accretion of Libra in India, but the onset of government regulations on cryptocurrencies could impact the future of the coin. For Libra to gain credence, it would need to ensure secure and efficient person-to-person fund transfer on the Facebook platform. It would also need to address India’s regulatory concerns by assuring the legitimacy of the project and working in tandem with the government to bring about changes in the cryptocurrency trading laws of the country.
Future Prospect
The Libra Association aims to gradually decentralise their permissioned blockchain over time, thereby ensuring lower barriers of entry into the Libra ecosystem. While Libra has a tremendous potential to connect the global market within the Facebook’s social media platform, it is likely to run into multiple headwinds in the form of government regulators and privacy advocacy groups. The Libra white paper paints a rosy picture, but the implications both positive and negative can only be known after the release of the coin in 2020. Consequently, only time will tell whether Facebook's cryptocurrency plan would go ahead or the Libra would die in its infancy.
Views expressed are of the author and do not necessarily reflect the views of the IDSA or of the Government of India.
Can Fifteenth Finance Commission Resolve Funding Problems of Defence?
Amit Cowshish
July 24, 2019
Even if the Fifteenth Finance Commission manages to make a specific recommendation about the funds to be allocated for defence and internal security and the government accepts the recommendation, there can be no guarantee that the actual allocation will not fall short of the accepted level.
While extending the term of the Fifteenth Finance Commission till November 30, 2019,1 the Union Cabinet has also amended its Terms of Reference to “address serious concerns regarding allocation of adequate, secure and non-lapsable funds for defence and internal security of India.” To that end, the Commission has been tasked to examine whether a separate mechanism could be created for such funding.2 The report, due to be submitted by November 30, will cover the period 2020 to 2025.
Inadequate allocation for defence has been a matter of serious concern for several years. What lies at the root of the problem is the difficulty in raising sufficient resources through taxation, borrowing and other means to meet the requirement of defence (and internal security) without compromising on the socio-economic agenda of the government. Arguably, the Constitution of India does not expect the Finance Commission to find a solution to this problem.
Article 280 of the Constitution requires the Finance Commission to make recommendations regarding (a) distribution of the net proceeds of taxes between the Centre and the States, (b) the principles to be followed for providing grants-in-aid to the States, (c) the measures to be taken to augment the Consolidated Fund of the States to supplement the resources of the Panchayats and the Municipalities, and (d) any other matter referred to it by the President in the interests of sound finance.
This constitutional provision sets the limit within which the Finance Commission can examine appropriateness of the requirement of funds projected by the armed forces, take a normative view about what would constitute ‘adequate’ budget outlay for them, and suggest how to ensure the recommended level of funding, especially if it entails a substantial increase. This limitation is reflected in the recommendations made by the previous two Finance Commissions, which too had to deal with similar concerns.
In the face of a strong pitch made by the Ministry of Defence (MoD) for higher allocation and the Commission’s own assessment that there was a need to “provide for some real growth in defence revenue expenditure, to allow for adequate depreciation and maintenance”3, the Thirteenth Finance Commission (2010-15) could do no better than to accept the Ministry of Finance’s (MoF) projection of 8.33 per cent annual growth in the defence budget.
In similar circumstances, the Fourteenth Finance Commission recommended increase in defence revenue expenditure at the same rate as the rate of growth of the GDP, in the belief that it would be ‘’substantially higher than the past growth of defence revenue expenditure” but also adding that "(m)uch of the demand on resources from the Ministry of Defence has been in the nature of capital expenditure, which is beyond the scope of our assessment”.4
The efficacy of these recommendations is questionable when judged against the background of a persistent gap between the requirement of funds projected by the armed forces and the actual allocation made in the Union Budget, which increased from approximately Rs. 23,000 crores in 2010-115 to approximately Rs. 1.12 lakh crores in 2018-19.6
Given the limitation of the constitutional mandate and the history of recommendations made by the previous two Finance Commissions, it will take some doing on the part of the Fifteenth Finance Commission to make specific and actionable recommendations as regards what would constitute ‘adequate’ funding for defence and internal security.
In the context of defence, the Fifteenth Finance Commission will also have to find some way of dealing with the issue of inadequacy of the capital outlay which the Fourteenth Finance Commission considered to be beyond its scope. This is crucial as modernisation of the armed forces is largely funded from the capital outlay, which is largely seen as grossly inadequate. In 2018-19, the capital outlay was more than Rs. 76,000 crore less than what the services had asked for.
This is because the actual resource allocation will always be influenced by the competing demands from various sectors, unforeseen crises and the overall resources that the government is able to generate in a particular year.
Given the uncertainty about resource generation, it is intriguing that the Fifteenth Finance Commission has also been asked to look into the feasibility of setting up a separate non-lapsable funding mechanism for defence and internal security. This is not a new idea. Setting up of a non-lapsable Defence Modernisation Fund was announced in the interim budget speech for the year 2004-05, but it was not followed up – and, for good reason. The issue has also been raised in vain by the Standing Committee on Defence several times since then.
The MoF has consistently questioned the feasibility and utility of creating a non-lapsable funding mechanism and even the MoD has not always been keen on the idea,7 though lately it has warmed up to it. Be that as it may, the fundamental issue is that the resources will have to be raised in the normal course through taxation and other means, whenever required by the armed forces. Seen in this perspective, it makes no difference whether the money is made available through the annual budget or the mechanism of a non-lapsable fund.
This brings the issue back to the ability of the government to raise substantially higher resources, primarily through taxation, to provide adequate funds for defence and internal security, as indeed for other sectors like health, education, agriculture and infrastructure development. It is more a matter of political consideration than a problem to be resolved by the Finance Commission.
Views expressed are of the author and do not necessarily reflect the views of the IDSA or of the Government of India.
While the OIC is critical of India, it remains wary of treading on China’s toes when it comes to civil and religious rights of the Uyghur Muslims. The OIC reports also turn a Nelson’s eye to Pakistan’s treatment of its own ethnic Muslim minorities. The OIC has disregarded the fact that India is a democratic and secular country, where every citizen is free to practice one’s religion.
In an epochal development, India became the “Guest of Honour” at the 46th session of the Council of Foreign Ministers of the Organisation of Islamic Cooperation (OIC) held in Abu Dhabi in March. The final declaration eschewed the customary reference to Jammu & Kashmir (J&K). This can be considered unique since the previous Dhaka Declaration in May 2018 had contained this reference. Credit must go to the strong personal and state-to-state ties built by the Narendra Modi Government with important OIC states, especially the United Arab Emirates (UAE) in the Gulf.
At the same time, an OIC resolution (10/46-Pol) did refer to J&K and expressed concern at the situation of Muslims in India. This customary reference can be attributed to spread of canards by Pakistan which has fanned cross-border terrorism in J&K.
With 57 member states and a collective population of over 1.8 billion, the OIC is the world’s second-largest intergovernmental organisation after the United Nations (UN). Its mission statement is to protect the interests of the Muslim world. It routinely expresses solidarity with Palestine, Iraq, Afghanistan, Syria and Bosnia as well as with the people of the Turkish Cypriot state, Kosovo and J&K.
Under Pakistan’s malevolent influence, the OIC has traditionally disregarded the fact that India is a democratic and secular country, where every citizen is protected by the Constitution and is free to practice one’s religion. It also conveniently disregards the fact that India regularly holds state and general elections including in J&K, in stark contrast to the trammeling of human rights in the Pakistan-occupied Kashmir (PoK) and Balochistan and gross ill-treatment of the Ahmadiyas in Pakistan. The OIC turns a Nelson’s eye to Pakistan’s dreadful record on this score.
The case of China’s Xinjiang Province, which is much in the news recently on account of alleged violations of human rights and curbs on religious freedom of Uyghurs and other Muslim ethnic groups, is far more curious.
The Abu Dhabi Declaration, like the Dhaka Declaration (2018), made no reference to China or its Muslim minorities. It is intriguing that the Abu Dhabi resolution (No. 1/46-MM) should “commend the efforts of the People’s Republic of China in providing care to its Muslim citizens”. This would have come as a huge relief to China, especially since the review held by the UN Committee on the Elimination of Racial Discrimination in 2018 claimed, citing credible reports, that Beijing had “turned the Uyghur autonomous region into something that resembles a massive internment camp”. There are extensive media reports that China’s “Strike Hard Campaign Against Violent Extremism” has been used to carry out a major crackdown on the practice of Islam in Xinjiang. Earlier, a Human Rights Watch report of September 09, 2018 had also criticised Beijing’s policies.
On its part, China has defended its policies and claimed that the so-called internment camps are actually vocational centers “to educate and save [the local people of Xinjiang] who were influenced by religious extremism……” In its White Paper in November 2018, China has projected Xinjiang’s culture as an integral part of Chinese culture. In December 2018, another Chinese White Paper on human rights in China addressed the Xinjiang issue at length.
All nations have a right to reject external interference in their internal affairs. However, while the OIC remains critical of India, it is wary of treading on China’s toes. Various OIC resolutions on “Muslim Communities and Minorities in Non-OIC Member States” have, in the past, referred superficially to the matter. For instance, the Islamabad OIC Meeting in May 2007 made an anodyne request to its Secretary General “to make contact with the Government of China” on the matter “and to subsequently report on these consultations”. The Baku OIC resolution of June 2006 made an appeal “to give special attention to the conditions of Muslims in East Turkistan (Xinjiang)..…and to examine the possibility of working out a formula for cooperation with the Chinese Government to evolve appropriate solutions for their difficulties and causes, and most particularly their civil and religious freedoms”.
China, no doubt, has resented the use of the term “East Turkestan” in OIC documents, reminiscent of the banned East Turkestan Islamic Movement (ETIM) of separatist Uyghurs from Xinjiang. Yet, China has engaged the OIC. Just before the Abu Dhabi meeting, China welcomed an OIC delegation to Xinjiang, a development which perhaps played a role in the OIC commending China.
The OIC remains mindful of how far it can go with its criticism of China considering that China is a major power, a permanent member of the UN Security Council, a large market for hydrocarbons, and, a source of arms and investment. Moreover, China refrains from preaching to others about human rights or systems of governance. As China’s continued import of oil from Iran suggests, countries under US pressure and sanctions often turn to China for relief. In return, they as well as “iron brother” Pakistan do their best to guard China’s interests at the OIC.
The OIC countries fall prey to Pakistani propaganda and support resolutions against India despite having excellent bilateral ties with India. Ironically, many of them carry out egregious forms of repression against their own Muslim subjects and minority groups. Hypocrisy and double standards characterise the OIC’s “deep concern” over the Babri Mosque demolition in its 2019 resolution, which maintained a stony silence on reports of demolition of mosques in Xinjiang
It must be deeply embarrassing for the OIC that Pakistan’s Minister for Religious Affairs Pir Noorul Haq Qadri has urged China to lift restrictions on Muslims in Xinjiang. Chief of Jamaat-e-Islami-Pakistan, Sirajul Haq, also raised the matter with the Chinese Ambassador to Pakistan. It must be quite discomfiting for both Pakistan and the OIC that Hurriyat Chairman Syed Ali Shah Geelani too recently expressed concern order the plight of Muslims in Xinjiang and urged the UN, the OIC and Pakistan to take the “disturbing reports” very seriously.
Views expressed are of the author and do not necessarily reflect the views of the IDSA or of the Government of India.
The decision to appoint CDS is an important milestone in India’s quest for complete integration of its defence forces; a significant step towards seamless coordination, better efficiency, and greater effectiveness of the national defence architecture in meeting the challenges of the 21st century.
Prime Minister Narendra Modi’s rousing Independence Day address delivered from the ramparts of the historic Red Fort covered many issues relating to reforms and development in India. Among the several key announcements made by the Prime Minister was the creation of the post of Chief of Defence Staff (CDS), which he described as “a very important and compelling task”.1 Lauding the role of the army, navy and the air force, he added that the institution of CDS would provide a better direction for higher defence management.
The decision to appoint CDS is an important milestone in India’s quest for complete integration of its defence forces; a significant step towards seamless coordination, better efficiency and greater effectiveness of the national defence architecture in meeting the challenges of the 21st century.
The Modi Government has been bold and far-sighted in dealing with the subject of integration. It may be recalled that the first and only tri-service theatre Andaman and Nicobar Command (ANC) and the Headquarters Integrated Defence Staff (HQ IDS) were also the creation of a BJP-led government in 2001. In 2018, Prime Minister Modi took additional steps toward further integration by establishing agencies for Space and Cyber, as also the Special Operations Division under Chairman, Chiefs of Staff Committee, which until now has been a largely ceremonial post held by the senior-most service chief by rotation.
However, these initiatives were constrained by the absence of a central nerve centre which could provide direction and ensure that the entire defence structure could live up to its true potential and emerge greater than the sum of its individual parts. The creation of the post of CDS does away with needless and self-imposed constraints. It also puts to rest a long-drawn and lingering debate that followed the recommendations of the Kargil Review Committee and the Group of Ministers (GoM) report of 2001 to appoint a CDS to act as the principal military adviser to the government. The subsequent Naresh Chandra Committee Report of 2012 had recommended a Permanent Chairman, Chiefs of Staff Committee at the same level as the three chiefs.
Given that the decision to create the post of CDS is now a done deal, it is critical to ensure that its constitution, powers, relation to other appointments and organisations are well thought out in order to achieve seamless integration and overall efficiency in the national defence apparatus. Some of the critical aspects that deserve close attention and deliberation as part of the implementation process include a clear roadmap and a vision about the institutional objectives that it must achieve.
The effectiveness of the office of the future CDS will be largely dependent on the role and responsibility given to it. At the macro level, the CDS must become the pivot for implementing joint planning, and training and operations. This must commence from a long-term perspective that can translate the vision of the Prime Minister into a reality. It is important to relate this vision to the need for integration of the armed forces not only at the apex level but also at the field level, where the benefits of this initiative must become evident from the very start. If the creation of theatres overlooking India’s northern, western and southern peripheries are envisioned, a smooth process for implementation in actual practice must also be an important element of the endeavour.
The creation of CDS and subsidiary structures will provide an opportunity to re-evaluate the existing defence architecture in an objective manner without service loyalties or individual considerations clouding the judgement. This will help cut back infructuous spending. Duplication of assets in infrastructure and human resources, whether in training or in operational commands, is a huge drag on the defence budget of which sixty per cent goes towards salaries and pensions, leaving scant little for capital acquisition. Overall, the institution of CDS would enable the defence establishment to adjust to the changing character of war, given the complex set of threats and challenges that India faces.
The hybridisation of conflicts is no longer a hypothetical concept. The threat of information warfare in all its manifestations is being witnessed in Kashmir. The challenge of cyber-attacks is a reality that the security establishment is well aware of. The absence of a major war is not tantamount to peace. Unless relevant doctrines and structures are integrated, the opportunity that the Prime Minister’s path-breaking decision provides cannot be realised in full measure.
A number of countries around the world have already undertaken, and achieved, a high level of integration. The United States undertook such reforms way back in 1986 through the Goldwater-Nichols Act. Closer home, China implemented such integration in 2016 when the seven military regions were recast into five integrated operational theatre commands. The eastern and western theatre commands are headed by the army officers, the southern theatre command by a naval officer, and the northern and central theatre commands by the air force officers. Earlier in 2015, China also restructured the Second Artillery Corps into a more robust People’s Liberation Army (PLA) Rocket Force and set up a Strategic Support Force integrating the space, cyber and electronic warfare structures.
China has other unique systems of integration. The Political Commissars of the PLA link the military leadership to the core tenets of the Communist Party of China (CPC). Many PLA officials are members of the party structures. Party representatives are embedded in all units. The units of the paramilitary People’s Armed Police (PAP), earlier under dual military and civil command, are now firmly part of the integrated theatre commands which report to the Central Military Commission (CMC) headed by President Xi Jinping.
Prime Minister Modi’s vision has provided a huge opportunity to integrate all the three services of the Indian armed forces. A single-point tendering of military advice to the political leadership, and the execution of its decisions, will go a long way in addressing the challenges of the changing strategic as well as security environment. A historic decision has been announced on a historic day. Now, the defence establishment, with the support of all stakeholders and experts, must help transform this vision into a reality in the most effective manner.
Views expressed are of the author and do not necessarily reflect the views of the IDSA or of the Government of India.
The current impasse in Hong Kong poses the most serious challenge to the Chinese leadership since the territory’s integration with the mainland. The “One Country, Two Systems” arrangement appears to be at crossroads, set to be consigned to the archives well before its expiry date.
Hong Kong’s return to the motherland on July
Since the handover, July 01 has been observed as a public holiday in Hong Kong to commemorate what is known as the ‘Establishment Day’. This year, instead of celebrations, it turned out to be a day of rebuking the Chinese rule, as anti-government protesters – displaying British era colonial flags – stormed and ransacked the City’s Legislative Council (or LegCo). Hong Kong’s Chief Executive Carrie Lam’s claims about the success of 22 years of Chinese rule sounded hollow. 1 Around a million of Hong Kong’s seven million population soon took to the streets.
The ongoing protests have also laid bare the stark reality of a deeply fractured Hong Kong society with the City Administration and political leadership towing the Chinese Communist Party line and condemning the protesters as separatists and extremists. The anger of the protesters is more than palpable as they decry police excesses, feel betrayed by the Government, and let down by the social institutions. While the root cause of the protests is political, Chief Executive Lam instead of offering a solution has attributed the crisis to the economic factors 2
The Genesis
Violent protests against the City Administration began towards mid-June this year, largely arising from fear of eroding freedom. The tinder was Hong Kong Government’s move to pass the “Fugitive Offenders and Mutual Legal Assistance in Criminal Matters Legislation Bill” (or the Extradition Bill) which would allow Hong Kong citizens and foreigners accused of crimes to be extradited for a trial to the mainland China. This was seen as a deliberate attempt by the government to undermine the independence of Hong Kong’s legal system. Two days after the record protests, Lam stated that the government won’t proceed with the bill until public anxieties and fears were properly addressed.
Not convinced, a week later, thousands of protesters marched on the streets of Tsim Sha Tsui, one of Hong Kong’s most popular tourist areas, in a bid to gain support from the mainland Chinese visitors. On July 09, Chief Executive Lam finally admitted that her administration’s attempt to introduce the ‘Extradition Bill’ was a complete failure and assured that the government would not seek to reactivate it in the parliament. She clearly stated that “the bill is dead”. 3However, she refused to give in to the demand for a complete withdrawal of the bill from the legislative agenda which led to a provocative response from the anti-government camp.
Hong Kong has been in a state of unrest for about eleven weeks now. Pro-democracy activists have also staged sit-in protests at the Hong Kong Airport which resulted in its partial closure as large numbers of flights were disrupted. In the latest weekend protests at Victoria Park on August 18, it was estimated that around 1.7 million flooded the venue. The daily rallies have been marked by increasing violence and confrontation with the police. Lam has refused to cave into the demands of the protestors which include a call for direct election to the City’s Chief Executive, currently chosen by Beijing.
Meanwhile, Britain’s criticism of China’s handling of the protests was countered by Beijing when its envoy in London, Liu Xiaoming, stated that Britain should “refrain from saying or doing anything that interferes or undermines the rule of law in Hong Kong”. 4 The US National Security Adviser John Bolton too has warned China against creating another memory like that of the Tiananmen Square in Hong Kong.5 The Chinese Ambassador to the US, Cui Tiankai, had earlier blamed “ill-intentioned forces” for using Hong Kong to attack China’s “One Country, Two Systems” and creating chaos across the country.6 Recently, President Donald Trump suggested to his Chinese counterpart to reach out to the protesters for peaceful resolution of the issue. Li Bijian, Minister and Deputy Chief of Mission at the Chinese Embassy in India, also recently wrote that “What happened in Hong Kong is China’s internal affairs, and no country or organisation has the right to interfere. China will resolutely safeguard its sovereignty, security and development interests and Hong Kong’s prosperity and stability.” 7
“One Country, Two Systems” at Crossroads
Having been under the British rule for one and half-century, Hong Kong had acquired the status of a major global financial centre. Therefore, at the time of handover, in order to maintain Hong Kong’s prosperity, and its legal system and culture, the Chinese Communist leadership had agreed to a unique arrangement – “One Country, Two Systems” principle, envisaged by Deng Xiaoping. It implied that while Hong Kong legally will be a part of China but as a ‘Special Administrative Region’ free to enact its own laws (excluding foreign policy and defence), and with the right to freedom of speech and an independent judiciary for the next fifty years.
The ‘Hong Kong Special Administrative Region’ (HKSAR) arrangement was not without scepticism, vindicated by several protest movements since the handover in 1997. In 2003, the HKSAR Government made a bid to introduce legislation redefining the scope of ‘treason’ that would have drastically curtail the freedom to criticise the Chinese Government. In 2014, there were large scale pro-democracy protests demanding an end to China’s surreptitious encroachment on citizen’s liberties. These protests went on for months and came to be known as the ‘Umbrella Movement’. The Movement, however, fizzled out due to the government’s unrelenting stance on making any concession to the protestors.
The basic character of Hong Kong has also steadily changed over the last two decades due to ‘Mainlandisation’ – a process of integrating Hong Kong with the People’s Republic of China (PRC) through various means. Mandarin has been promoted at the cost of local Cantonese as also to reduce the usage of English. Numerous infrastructure projects have been implemented to integrate Hong Kong with the mainland; case in point being the Hong Kong-Zhuhai-Macau Highway. Even the local media has increasingly resorted to self-censorship in reporting on issues about which the communist leadership is sensitive. The chief executives over the years have become more responsive to the efforts of the mainland leadership to gradually impinge on the civil liberties of the Hong Kong residents. There have been instances of people being frisked out of Hong Kong onto the mainland for detention and torture.
In economic terms, Hong Kong’s clout has diminished over the years. In 1997, its gross domestic product (GDP) was almost one fifth that of China while at present it is down to three per cent. With Chinese companies and financial institutions having a significant presence in Hong Kong, HKSAR’s dependence on the mainland has increased over the years. Further, Shanghai given its rapid growth as China’s financial capital is emerging as a viable alternative to Hong Kong.
Since President Xi Jinping assumed power in 2013 as the fifth generation leader, the Communist Party rule has become more authoritarian and assertive, both at home and abroad. This does not augur well for Hong Kong as its speedy integration with the Mainland by gradually eroding the “One Country, Two Systems” is in sync with President Xi’s “China Dream” of a ‘prosperous and powerful China’. Yang Jiechi, Member Politburo, Communist Party of China (CPC), has blamed the United States and other Western countries for stirring the trouble, whereas the movement appears to be indigenous. The ‘Hong Kong and Macau Affairs Office’ in Beijing has strongly condemned the protests terming them as riots and ‘near terrorism criminal actions’.
Today, China’s security concerns are primarily internal as it faces virtually no external threat. Hence, sovereignty and stability stand out as its key national objectives; implying ‘zero tolerance’ to any kind of dissent. As per the latest White Paper “China's National Defence in the New Era,” China retains the option to use force to unify Taiwan which it considers to be a renegade province and the one claiming to be an independent country. 8 As for Hong Kong, its political status as an undisputed part of PRC stands settled and the issue is not of independence but of autonomy.
Given the current situation, Beijing wants the ‘City Administration’ to halt the protests and deal with the pro-democracy activists sternly. The protesters may have forced Chief Executive Lam to yield ground on the ‘Extradition Bill’ but in the long run, Beijing envisages the protest movement to peter out as it steadily tightens control over HKSAR. To this end, the communist leadership will increasingly resort to disinformation war, sabre-rattling by upping the ante and quelling dissidence through the well-orchestrated phenomenon of paid proxies. However, young activists like Joshua Wong, a Noble Peace Prize nominee who was convicted and jailed in 2017 and released recently are proving tough nuts to crack.
On August 06, massive drills involving some 12,000 soldiers of the Chinese People’s Armed Police (part of People’s Liberation Army or PLA) along with armoured vehicles were staged at Shenzhen, a city in southern China adjacent to Hong Kong. It was meant to convey a veiled threat to the protesters of a possible intervention. The PLA garrison in Hong Kong so far has remained confined to the barracks. Going by the past precedence, should the situation take a turn for the worst, the communist leadership has the will to put down the protests by force, catastrophic consequences notwithstanding. However, Global Times, a state-controlled English daily, in a rare reference to ‘Tiananmen’ has insisted that the country has more sophisticated methods than those employed thirty years back to handle the Hong Kong crisis.9
The current impasse in Hong Kong poses the most serious challenge to the Chinese leadership since the territory’s integration with the mainland. The “One Country, Two Systems” arrangement appears to be at crossroads, set to be consigned to the archives well before 2047 – its expiry date.
Views expressed are of the author and do not necessarily reflect the views of the IDSA or of the Government of India.
As a corporatised entity, the OFB will be in a far better position to respond to the market dynamics and face the competition effectively.
In a bold move, the Ministry of Defence (MoD) has floated a proposal to corporatise the Kolkata-based Ordnance Factory Board (OFB) which controls 41 Ordnance Factories (OFs) and 16 other associated entities that include nine training institutes, four regional controllers of safety and three regional marketing centres. Though the move has been opposed by various trade unions, which have gone on an unprecedented 30-day strike, beginning August 20, the government appears determined to stay firm on its proposed plan of action. The corporatisation of the OFB, an idea which dates back to the early 2000s, is a much-needed reform to revitalise the organisation which has lost much of its relevance due to its inherent constraints, poor performance, and the entry of private sector companies in defence production.
With its origin dating back to the British Raj, the OFB is the oldest as well as the largest departmentally-run organisation of the Indian Government. Over the last two centuries, it has been a key supplier of a wide variety of products ranging from tanks and armoured vehicles to artillery guns, small arms and ammunitions, besides various troop comfort items. However, as an organisation, the OFB has been constrained by a host of factors that has forced the organisation to look inward and perform below its potential.
As a departmentally-run organisation, the OFB is barred from making profit from the supplies made to the armed forces, eliminating a major incentive to innovate and improve efficiency. OFB’s cost-plus approach to production, which is globally accepted as inherently inefficient, makes the armed forces’ procurement budget expensive and puts an extra burden on the defence budget.
The OFB’s biggest bane, however, is its limited autonomy. Being an attached office of the MoD, major decisions pertaining to finance, human resource, research and development (R&D), technology tie-ups and modernisation of plants and machineries are taken outside the organisation. The highly bureaucratic decision-making process of the external agencies responsible for the OFB’s functioning and wellbeing, and their propensity to adhere to the rules and regulations rather than the outcomes, has made the organisation risk-averse with little incentive to think out of the box. Further, OFB’s location far away from Delhi and frequent change of its leadership have not been helpful. Suffice to mention that in the past 10 years the OFB has seen as many as 15 chairmen. This is in stark contrast to the relatively stable minimum tenure of two years granted to the heads of the central public sector enterprises.
Burdened with a constrained environment, the OFB has also done very little to improve its performance that can match the organisation’s rich history and its strong manpower base of over 82,000. Today, it can hardly boast of any worthwhile product of its own as nearly 75-80 per cent of its production comes from technology developed outside the country. The lack of focus on R&D coupled with delayed execution of orders, low labour productivity, and meagre exports have frustrated its key stakeholders, especially the army which accounts for nearly 80 per cent of its supplies. The army is also concerned about the poor quality of the OFB products. The Comptroller and Auditor General of India (CAG) had once observed that some of the OFB products were passed on to the army with defects which were visible to the naked eyes!1 Being frustrated with its repeated performance shortfalls, the MoD has over the years moved away from the OFB products. It has already declared 275-odd items produced by the OFB as non-core items, effectively demolishing the organisation’s monopoly over these products.
The OFB has over the years lost its pole position in the Indian defence production. The private sector companies, having defence industrial licenses, are in fact producing more than 41 OFs put together. The rapid growth of the private sector, which is likely to be accelerated further given the wide range of reforms undertaken by the government under the Make in India initiative, will further push the OFB to the margins unless drastic reforms are undertaken at the earliest.
The corporatisation of OFB was first suggested by the Nair Committee constituted by the government in 2000. The Kelkar Committee (2005) too had made a strong pitch for the corporatisation of the OFB under a single corporate entity. However, the successive governments lacked the political will and/or courage until the Modi Government finally decided to bite the bullet and implement this vital piece of reform measure considered critical to India’s overall defence preparedness as well as self-reliance.
The corporatisation of the OFB will turn it into a Defence Public Sector Undertaking (DPSU) under the administrative control of the Department of Defence Production (DDP) of the MoD. This is far from privatising the organisation as some would seem to suggest. As a DPSU, and with 100 per cent equity stake by the central government, the OFB will have far greater autonomy in decision making. It will be managed by its own board of directors; and subject to broad guidelines issued by the government, it can also make its own financial/investment plans, form joint ventures/subsidiaries and articulate R&D roadmap without much interference from external agencies.
More importantly, as a corporate entity with a stable leadership, the OFB will be in a much better position to respond to the market dynamics and face the competition effectively. With a production of over Rs. 12,800 crores, the corporatised OFB may also subsequently qualify for the ‘Navratna’ status which will provide it with even greater flexibility in financial decision making. This is only way it can reclaim its position as a leading force in India’s defence production sector.
Views expressed are of the author and do not necessarily reflect the views of the IDSA or of the Government of India.
India’s decision to ally with America would be contingent upon the degree of convergence between their positions on core issues and the extent of military assistance needed in a two-front war scenario.
India’s defence relationship with America has steadily deepened since the mid-2000s. Will this trend culminate in an alliance between the two countries? No, is the answer of a number of scholars and policy makers, who contend that India will never enter into an alliance because of its commitment to the principle of strategic autonomy.1 There are at least three problems with this contention. One, it is premised on a restrictive and ahistorical definition of what an alliance is. Two, it overlooks the fact that nonalignment and its post-Cold War offshoot, strategic autonomy, have not been conceived of as inviolate principles that have to be adhered to at any cost and in all circumstances. And three, the obsession in the discourse on India’s sense of self as reflected in the principles of nonalignment and strategic autonomy has led to the complete neglect of crucial issues that are likely to determine whether the two countries would enter into an alliance or not.
Restrictive And Ahistorical Definition Of Alliance
Analysts and scholars who argue that India will not enter into an alliance with America have in mind a restrictive and ahistorical definition of what an alliance is. An alliance, in their view, ought to possess three features: 1) institutionalised military cooperation between the parties, 2) a firm commitment to use force under defined conditions, and 3) a high level of synchronisation of foreign policy positions. In other words, an alliance must resemble the type of relationship that America fostered with its Asian and European Asian allies during the Cold War. This is, however, a narrow definition that excludes other types of inter-state agreements dealing with the provision of military assistance.
Commitments of military assistance in alliances have assumed different forms. These include:
Given this broader range of alliance agreements that states have entered into during the last few centuries, Professor Bruce Russett defined an alliance as: “a formal agreement among a limited number of countries concerning the conditions under which they will or will not employ military force.”2
India’s 1971 Treaty of Friendship with the Soviet Union squarely falls within the ambit of Russett’s definition of alliance. The crux of that treaty lay in two key provisions. One, India and the Soviet Union undertook not to participate in any alternate alliance aimed against the other, and not to militarily assist a third country that is engaged in war with the other. And two, they undertook to consult each other if one of them came under attack “in order to remove such threat and to take appropriate effective measures to ensure peace and security of their countries.”3
Nonalignment Not an Inviolate Principle
Nonalignment was devised as a policy to navigate through the Cold War. It was not conceived of as an inviolate principle to remain committed to at any cost. Even the originator of that policy, Jawaharlal Nehru, averred after the 1962 War that “there is no nonalignment vis-à-vis China.”4 Further, according to Selig Harrison, Nehru envisaged the Soviet Union as India’s second front and India as the Soviet Union’s second front in the event of either country finding itself at war with China.5
If nonalignment did not preclude Nehru from envisaging the Soviet Union as India’s second front, Indira Gandhi from taking India into an alliance with the Soviet Union, and the Janata Government from discarding the alliance with the Soviet Union during the late 1970s, there is no reason to conclude that strategic autonomy, which is a post-Cold War offshoot of nonalignment, would prevent India from allying with America if a need for such an alliance were to arise.
Factors in Alliance Decisions
If so, what factors are likely to influence India’s decision to enter into an alliance with America? An alignment of interests and ideology already exists between India and the United States (US). They are both democracies, which are moreover committed to a liberal, rules-based order in the Indo-Pacific region. And they face challenges to their security and interests from the same source, namely, China. But affinities of interest and ideology have never been sufficient conditions for the formation of alliances. India and America were democracies during the Cold War years as well, but they were estranged democracies throughout those decades. Even when they agreed in the late 1950s and the first half of the 1960s about China as a source of threat, they failed to forge an alliance due to various factors including their inability to come to an understanding on how India should tackle the threat posed by China.6
Ultimately, the crux of the alliance question lies in the extent to which each side is willing to make a military commitment to the other. Whether a state decides to make a stronger or weaker or no militant commitment to the other depends on two factors: 1) the extent to which it shares with the potential ally interests that are in conflict with those of the adversary, and 2) the extent of mutual military dependence with the potential ally.7
With respect to shared interests, India does share with America an interest in promoting a rules-based liberal order. It also shares with America an interest in preventing Chinese hegemony in Asia, but would also ultimately prefer a multipolar Asia rather than reinforce and perpetuate the US primacy. For its part, America views Arunachal Pradesh as an integral part of India, but has not taken a position on Aksai Chin. Moreover, it was lukewarm during the Doklam crisis and may not fully support India on all territorial and security issues relating to China. All in all, while there may not be a complete harmony of interests between the two countries, there is a degree of alignment in their positions when it comes to their respective issues in conflict with China. But, as yet, the degree of convergence does not appear sufficient to make an explicit alliance possible to envisage.
The other determinant of alliance decisions, which is military dependence, is a function of four other factors: 1) the intensity of threat posed by the rival, 2) the state’s need for military assistance from an ally to tackle the threat, 3) the ally’s capacity to provide military assistance, and, 4) the availability of alternate allies.
There is no denying the fact that India’s threat perception vis-à-vis China has not diminished in any significant manner in recent years. In fact, there is a certain degree of consensus among analysts that the threat posed by China to India’s security and interests is likely to increase in the years to come as China’s power grows, its ambitions expand, and its ability to project power beyond its borders increases. Even the authors of Nonalignment 2.0 stated categorically that China constitutes “the single most important challenge for Indian strategy” because of its increasing ability to directly impinge upon India’s “geopolitical space” in Asia.8
Does India need military assistance from allies to cope with the China threat? In terms of sheer numbers, the military balance is indeed in China’s favour. China’s development of infrastructure in Tibet has considerably enhanced its ability to mobilise a greater number of forces in a faster timeframe. However, China’s continued preoccupation with security challenges along its eastern seaboard and the constraints imposed by terrain, weather and distance in projecting power through and from Tibet limit the scope and intensity of the military challenge that China can generate against India. That means India is unlikely to need direct military assistance from America or any other potential ally during a limited India-China war. What India might need instead are: diplomatic support including in the United Nations Security Council, continued supply of weapons and spares, intelligence about the adversary’s military dispositions, etc.
While diplomatic and limited material support might suffice in the context of a limited India-China border conflict, India’s military needs and dependence on allies are bound to be considerably higher in the event of a two-front war, irrespective of whether it is China or Pakistan that joins the fray. While the scope and intensity of Chinese military operations would probably remain the same because of the geopolitical and geographical constraints highlighted earlier, the territorial and security consequences of fighting China in a two-front war are likely to be rather high.
America does have the capacity to provide greater military support for India under these circumstances. Given Russia’s increasing dependence upon and growing partnership with China, it is no longer a likely alternate alliance partner for India. In effect, India’s military dependence on America is likely to be higher in the event of a two-front war with China. But would America be willing to come to India’s assistance? What kind of military assistance and the risks associated with it would America be willing to undertake? Would the kind and extent of assistance America may be willing to offer be sufficient for India to tackle the threat from China? Answers to these questions would be a key determinant of India’s decision to ally or not with America.
While India is likely to become more militarily dependent on America in the event of a two-front war with China, India’s capacity to undertake reciprocal commitments in support of the US in the event of a China-US conflict is limited. India does have the capacity to contribute to the common effort in the Indian Ocean Region, but its role in the primary theatre of a potential US-China conflict is likely to be rather limited. Further, India’s capacity to undertake diversionary military action along the land border is highly constrained by geographical factors as well as by a lack of sufficient offensive military capability. Even if the mountain strike corps gets raised with its full complement of weapons and equipment, India’s offensive capability along the China front is likely to remain limited.
In sum, it is not the commitment to the hoary principle of strategic autonomy that will determine whether India enters into an alliance with America. Instead, it is more likely to be a function of two main factors: the degree to which Indian and American positions align or diverge on their respective issues of conflict with China; and, the extent to which each needs the military assistance of the other and is willing to contribute to the other’s military effort.
Views expressed are of the author and do not necessarily reflect the views of the IDSA or of the Government of India.
While the scope of responsibility of the CDS is being worked out, it would be instructive to see what changes could be implemented immediately within the current organisational structures through greater jointness, before getting into the gamut of full integration which should be the logical end state.
The Prime Minister’s announcement on Independence Day from the ramparts of the Red Fort that a Chief of Defence Staff (CDS) for the Indian armed forces would be announced soon, has given rise to elation within the uniformed fraternity. What model should be followed for institutionalising such an appointment and what it entails in terms of reorganisation and operational control has been a matter of heated debate, both within the armed forces and the civilian bureaucracy. Some seem to be hailing it as the panacea for all ills afflicting national security, while others are dismissive, predicting that the appointment will be more ceremonial than anything else.
Given the different models being followed by countries such as the United States (US) and the United Kingdom (UK) which have trodden this path earlier, as also the reorganisation (on for a couple of years now) in the People’s Liberation Army (PLA), and the existing dispensation in the Pakistan armed forces, such discussions are understandable and, indeed, welcome.
Jointness is a term that achieved a fresh lease of life after the Kargil War and the subsequent recommendations of the Kargil Review Committee. It has been the focus of the Ministry of Defence (MoD) for the last few years, based on the directions given by the Prime Minister with great clarity in his address at the Combined Commanders Conference held aboard INS Vikramaditya in December 2015.1 A further fillip to Jointness has been given by the word ‘Integration’. The implications of these two words differ as evinced by all that has been written on the subject in recent years, including the views of the Army and Navy and the perspective of the Air Force.
Though India has an Integrated Defence Staff (IDS), what such integration might actually entail in terms of integrated headquarters (instead of joint), preparing for war in terms of common doctrines, force structures, policies and training objectives, amalgamating logistic resources and other assets and so on is yet to be fully accepted by all stakeholders, and thus not spelt out in detail. Obviously, the way forward is long and challenging.
At the end of it all, what should finally come about is an India specific model born out of its own peculiarities, current state of individual services, and an overarching long-term perspective of just what the nation requires in the security sphere. While the scope of responsibility of the CDS (in addition to commanding various joint organisations) is being worked out in South Block, as an exercise, it would be instructive to see what changes could be implemented immediately within the current organisational structures through greater jointness, before getting into the gamut of full integration which should be the logical end state. More so, since (for now at least) the Indian armed forces have not been force fed, as their counterparts in the US were with the passage of the Goldwater Nichols Act in the last century.
In the December 2015 speech referred to earlier, two observations made by the Prime Minister deserve greater attention today: “At a time when major powers are reducing their forces and rely more on technology, we are still constantly seeking to expand the size of our forces. Modernisation and expansion of forces at the same time is a difficult and unnecessary goal.”2
Given the defence budgeting constraints, a fact accepted by realist defence planners, the necessity for a single point agency to prioritise our weapons procurements based on an accepted joint warfighting doctrine, predicated in turn on national security policy aims and proposed end states, becomes mandatory. A step towards this has been taken with the issue of a joint operational doctrine by HQ IDS in 2018. The CDS would have the authority to bring greater coherence to the doctrine and authorise corresponding amendments if warranted to the Long Term Integrated Procurement Plan (LTIPP), which would automatically acquire greater salience in future. As a corollary, the CDS would be actively involved in formalising newer and modern force structures in consultation with the three services. As the single point of advice to the Government, his recommendations would receive due consideration. He would also provide major inputs for the National Security Strategy and will be responsible for producing the National Military Strategy.
The above are some of the major responsibilities that the CDS could discharge even today, without any other type of reorganisation, resulting in efficient budgeting and effective warfighting. Needless to say, whatever is proposed must have the appropriate governmental sanction failing which the purpose of setting up such an office would be defeated. There are other tasks which a CDS can perform with minimum restructuring. One is to manage integrated logistics, a concept whose time has come. Some initial steps have been taken in this direction in selected stations, but the matter remains in its infancy.
Whether it is repairs and recovery, infrastructure development, victualling for all the three services, or procurement of rations, fuels, oils or lubricants, or management of military lands, much can be done by integrating all or some of these functions. Training is another area. While some level of joint training already exists in important staff courses conducted by the Defence Services Staff College (DSSC) at Wellington, it is time to substantially enhance the joint syllabus in such courses. More importantly, while inter service organisations have enough officers from each service, the numbers from one service posted to the headquarters of the other services continue to be miniscule.
As a worldwide phenomenon, militaries being hierarchical societies are known to be averse to major change. The Government has provided an opening to the Services to commence the process of change in a graduated manner. The level of success achieved depends on the sagacity of both the civil and the military brass. The opportunity must be grasped if India’s security aspirations are to be met in full in the near future. A successful beginning by a first time CDS will be a keynote for the same.
Views expressed are of the author and do not necessarily reflect the views of the IDSA or of the Government of India.
The Annual Joint HADR exercises, conducted by Indian Navy, help in proactively preparing participating nations with tools for developing standard operating procedures (SOPs), streamlining interoperability and practicing procedures for collaborative participation when necessary.
The Indian Navy recently conducted the third ‘Annual Joint Humanitarian Assistance and Disaster Relief (HADR) Exercise’ at Chennai from August 02-04 2019, under the theme ‘Cyclone and Urban Flooding Relief Operations’. The exercise saw participation by multiple central and state agencies and included a seminar, table top exercise, exhibition, skill demonstration and final exercise in the coastal districts of Tamil Nadu and Puducherry. It also saw participation by ‘Naval Observers’ from eight countries, viz. Sri Lanka, Bangladesh, Seychelles, Australia, Kenya, Singapore, Somalia, Nepal and also the Association of Southeast Asian Nations (ASEAN) Secretariat.
The HADR series of exercises are conducted by the Indian Navy with a view to “develop interoperability in terms of doctrines, procedures, organisational and logistic systems and operational processes, so as to promote the development of regional naval capacities for speedy, responsive and effective HADR throughout the IOR”. This is enunciated in the Charter of the Indian Ocean Naval Symposium (IONS), of which India is the Chair for the IONS Working Group on HADR. This is also in consonance with Prime Minister’s vision of ‘Security and Growth for All in the Region (SAGAR)’, which envisions strengthening relationship with our partner littoral nations in the Indian Ocean Region (IOR), in a mutually supportive and cooperative manner.
The IOR is one of the most disaster prone regions in the world. This coupled with the fact that the maritime capacities of most littoral states are not strong enough to individually address these challenges, necessitates collaborative solutions for disaster relief among like-minded nations in the IOR. The existing maritime cooperative initiatives in IOR, like the Indian Ocean Rim Association (IORA) and IONS, have shown great promise and are being actively engaged by the Indian Navy. Further, the Bay of Bengal Initiative for Multisectoral Technical and Economic Cooperation (BIMSTEC), another important construct in the IOR, has also identified ‘Environment and Disaster Management’ as one of the high priority areas of coordination and cooperation for BIMSTEC partner nations.
Navies world over have had to balance their more traditional roles with involvement in irregular security missions, which included anti-piracy, anti-trafficking, counter-terrorism, etc. with the most prominent being HADR. The Indian Navy has over the years gained considerable experience in rendering HADR assistance to the IOR littorals. Since the Tsunami of December 2004, the Indian Navy has emerged as one of the first responders including in the more recent ‘Operation RAHAT’ in April 2015, wherein hundreds of Indian and foreign nationals were evacuated from Yemen; Cyclone Roanu that effected Bangladesh in May 2016; flood relief operations in Sri Lanka in June 2017; Cyclone Mora in Bangladesh in June 2017; shipment of relief aid to Bangladesh during the Rohingya Crisis in September 2017; the tsunamis that struck Indonesia in September and December 2018; and also Cyclone IDAI in Mozambique in March 2019.
The Indian Navy’s deployment pattern has more recently shifted to the more dynamic ‘Mission-Based Deployments’. This involves deploying mission-ready ships and aircraft along critical sea lanes of communications (SLOCs) and chokepoints, always ready to meet any eventuality across the spectrum of operations ranging from acts of maritime terrorism and piracy to HADR missions. Accordingly, Indian naval ships always carry the minimum HADR material required for immediate relief. This provides the required flexibility and speed for the ships to be diverted anywhere at the shortest possible time to provide HADR assistance in its area of operations.
The Annual Joint HADR series of exercises, conducted by the Indian Navy, also help in proactively preparing participating nations with tools for developing standard operating procedures (SOPs), streamlining interoperability and practicing procedures for collaborative participation when necessary. The first of the series, named Karavali Karunya (Assistance to the coast of Karnataka), was conducted at Karwar in Karnataka in May 2017 and was set on a Tsunami disaster scenario. This saw participation by ‘Naval Observers’ from four countries, viz. Sri Lanka, Myanmar, Maldives and Bangladesh. The second was conducted at Kochi in Kerala in April 2018 and was named Chakravath (Cyclone). The exercise projected the dynamic capabilities and swift mobilisation of the Indian Navy and other relief agencies during a calamity. ‘Naval Observers’ from six countries, viz. Sri Lanka, Myanmar, Maldives, Bangladesh, Seychelles and Mauritius participated in the exercise.
One of the main challenges towards effective collaboration in HADR operations is information sharing, the lack of which leads to poor coordination among relief agencies. Also, having incomplete perceptions of a disaster situation can lead to inefficient responses. Towards mitigating this, the Indian Navy launched the Information Fusion Centre – Indian Ocean Region (IFC-IOR) on December 21, 2018 at Gurugram in Haryana, with a view to build a common coherent maritime situation picture and to act as a maritime information hub for the IOR. The information exchange at the IFC-IOR is being initially undertaken by virtual means, using telephone calls, faxes, emails and video conferencing over internet. Subsequently, to enable better interconnection, quicker analysis of information, and to provide timely inputs, the IFC-IOR would host liaison officers from partner countries. This would ensure better liaison with partner governments and agencies of the effected region, ensuring a coordinated response to a HADR situation.
While naval forces worldwide are not specifically designed for HADR, the related activities capitalise on many of the enduring attributes of navies, viz., mobility, adaptability, scalability and interoperability. The ability to use the seas as manoeuvre space and project power ashore means navies are able to respond rapidly with relief supplies and personnel, anywhere they are needed. The Annual Joint HADR series of exercises thus allows the Indian Navy to share skills and build partnerships with government organisations and their international counterparts, while providing immensely valuable training for its own personnel.
The agile acquisition or C2D2 model currently under adoption by the US for its F-35 aircraft is likely to become a necessity for acquisitions in future, as disruptive defence technologies will continue to affect military systems across the world.
In the fall of 2017, Vice Admiral Mathias Winter, the Programme Executive Officer for the F-35 Joint Strike Fighter Programme, had proposed a new futuristic acquisition strategy for the United States Department of Defence (US DOD) to cope with the requirement of frequent upgrades and updates of the aircraft. Just prior to it, while delivering a keynote speech at a conference in September that year, he had remarked that “The current acquisition strategy has us doing a serial [and] sequential design, develop, integrate, test [and] deliver strategy. I’m not convinced that’s the most efficient and effective way, most importantly, to deliver and continuously deliver capability to our war fighters ….”1
A year later, in October 2018, while awaiting the approval of the proposed acquisition model, Winter observed that “The challenge we have is to ensure that we can continue to deliver capability to our warfighter on an operationally relevant, technically feasible pace, and that pace needs to outpace our adversaries and potential threats on the battlefield.”2
Being an avionic intensive aircraft, the F-353 is likely to require frequent incremental improvements and upgrade of its software as well as hardware due to rapidly advancing technology. To cope with the need, Winter came up with what is described as the new ‘agile approach’ – officially termed as ‘Continuous Capability Development and Delivery’ or C2D2.4 The new acquisition model involves the parallel development of multiple futuristic technologies for the F-35. It accommodates the continuous release of new upgrades in small increments instead of packaging them together with other capabilities (as one big drop), to be released in a longer time frame, a process probably more acceptable to the finance and acquisition office due to ease of business and audit. The model aims at six monthly delivery periodicity – for bunching and releasing software and hardware upgrades/updates.5
It is important to note that the production of F-35 is intended to be in excess of 3000 aircraft against the demands of the US and its programme partner nations. Serial production is being done in blocks as is the prevailing practice in combat aircraft development and production. The initial development of the aircraft against the Qualitative Requirements (QRs), called as Block-3F (which provides full warfighting capability), was completed in June 2018 and is under closure. The ongoing operational test trials too are expected to conclude by the end of 2019.6 C2D2 is thus considered critical for further development of the F-35, to keep the systems updated in line with technological advancements and operational requirements.
C2D2 was supposed to have been adopted by the beginning of 2019. In the initial phase, C2D2 is expected to start with Block–4 modernisation efforts over the next six years.7 However, the transition to C2D2 is already in progress. The May 2019 report of the US Department of the Air Force clearly states that “The F-35 Program is working to transition to C2D2 faster, more flexibly, and more affordably by breaking down and delivering in smaller increments, ultimately reducing our cost of doing business. 8
Though not stated explicitly so far, indications are that the C2D2 model will include regular updates and upgrades of old aircraft also, besides being incorporated at the production level itself in the newer aircraft. This means frequently changing the design goalposts at the production level. In this regard, Vice Admiral Winter had stated that “I’m asking the system to do true model-based systems engineering simultaneously with capabilities-based testing. The same time. With DT [developmental testing] and OT [operational testing happening at the] same time. Real time. Allowing us to be able to truly change the way we contract and cost estimate.”9
However, the six-monthly technology bunching and delivery period is considered very short by the Pentagon, which has raised concerns about certain aspects of the C2D2 model.10 Even with advanced technology and faster development of equipment/systems, the normal periodicity is expected to be a minimum two to three years. Although the full details of C2D2 have not been officially released in the public domain so far, some of the objections raised by the Pentagon are not unfounded. The Pentagon has criticised the C2D2 model mainly on the grounds of likely problems associated with upgrading of the earlier block aircraft; insufficient time for testing and evaluation of upgrades and updates; and short periodicity for the other needed support systems and modules, like logistics module, mission data module, training simulators and others, to be delivered and operationalised in similar timeframes.11
In spite of the criticism, the US Department of the Air Force seems to be going ahead with the implementation of C2D2. According to their May 2019 report: “This agile framework, known as Continuous Capability Development and Delivery (C2D2), provides timely, affordable, incremental warfighting capability improvements to maintain air dominance against evolving threats to the United States and our allies.”12
The continuing transition to C2D2 indicates that it has been accepted to a certain extent. Technologies like artificial intelligence are likely to further help the F-35 operators cope with the requirements of rapid upgradations. If intervals are found to be too short for upgradations, probably suitable changes will be made on a case to case basis. The financial imperatives associated with C2D2, which are also not fully known, are not likely to be very different from the existing models, though the contractual nitty-gritties are likely to see some notable differences.13 As and when these get disclosed, the picture would be clearer.
The C2D2 model for the F-35 programme is probably just a beginning. A similar approach would be needed for a vast majority of future military acquisitions by the US. In fact, most of the military systems at the global level are likely to face similar challenges – need for agile and incremental upgrades and updates - as weapon systems and equipment get increasingly technology infused. Probably, defence acquisition in such cases would have to develop similar approaches as well as methods, since all over the world the traditional defence acquisition models are falling behind in terms of capabilities to meet security requirements.
The Indian military is also embracing advanced technology at an increasing pace for capability building. Systems, equipment, weapons and platforms being inducted are increasingly infused and embedded with sophisticated electronics, materials, sensors and software. Within the next decade or so, many more advanced systems acquisitions are likely to take place for capability building against adversaries. The rapid pace of their military modernisation would require India to go for faster capability augmentation.
Capability gap in the face of emerging threats has been a serious issue, as has also been pointed out in the 2019 performance audit report on “Capital Acquisition in Indian Air Force” by the Comptroller and Auditor General (CAG) of India – due to delays in acquisition.14 The systems that India is acquiring or seeks to acquire in future would require frequent upgradation and updation. At times, there may be a need for change in the QRs too, particularly if any better cutting-edge technology emerges during the process of acquisition. Therefore, an agile acquisition mechanism may have to be devised for the Indian armed forces too.
India’s defence acquisition process is notably slow and is unlikely to be able to keep pace with future acquisition requirements. The aforesaid CAG report clearly observes that “Overall the capital acquisition system, as it exists, is unlikely to effectively support the IAF in its operational preparedness and modernisation.”15 The report recommends that “In the process of acquisition, involvement of academic experts, in relevant fields, such as aerospace engineering is advisable in the view of the fact that latest and most complex technologies, evolving rapidly, are being used in almost all defence systems and weapons. It would be impractical to expect that in service officers, doing full time jobs, can keep up with the rapid development to the extent that academicians, devoted to that subject, might.” The report further states, “Ministry needs to revisit the entire process of acquisition, to weed out redundant activities and simplify the process.”16
For such agile acquisitions, probably the entire process from request for information to delivery of product would need to be fundamentally changed, and may also need to be short-circuited or adequate bypasses/waivers incorporated to speed up procurement and acquisitions, so that there is be no lag from the time technology is made available to the time the concomitant capability is acquired.
A key component of any agile acquisition process is the flexibility to replace certain systems of the equipment during acquisition or before a certain system or sub-system of an equipment has completed its deemed life, i.e., as and when a better product evolves with better performing technology. This flexibility is crucial for militaries to maintain asymmetry and other advantages over the adversary. This would also call for suitable adaptation of audit procedures to avoid unnecessary financial obstacles and complications. Concepts like ascertainment of life-cycle costs right at the beginning may not hold good under such an agile acquisition model, and with unpredictability of technology may even be rendered redundant.
The agile acquisition or C2D2 model currently under adoption by the US for its F-35 aircraft is likely to become a necessity for acquisitions in future, as disruptive defence technologies will continue to affect military systems across the world. For the envisaged rapid modernisation of the Indian armed forces, a similar approach would be needed sooner or later. What has not been revealed by the US so far is how the financial mechanisms are coping with the new model. Meanwhile, there is a need for Indian experts from diverse backgrounds to study the C2D2 model, to assess its nuances and adaptations, so that something similar could be evolved for the modernisation of the Indian armed forces.
Views expressed are of the author and do not necessarily reflect the views of the IDSA or of the Government of India.
Facebook's recent proposal for a stable global cryptocurrency on social media platform has led many to anticipate its positive impact on the global economic system. However, privacy concerns and Libra's planned decentralised approach have raised apprehensions among the regulators around the world.
The publication of Satoshi Nakamoto’s paper "A Peer-to-Peer Electronic Cash System" in October 2008, as part of his effort to invent a digital cash system without an intermediary such as a central bank, had led to the development of Bitcoin, which today is one of the leading cryptocurrencies in circulation. Prior to it, in the 1990s, a series of attempts to create a decentralised digital cash system, proposed later by Satoshi in his 2008 paper, was made by the Cypherpunks - an activist group advocating the adoption of secure encryption algorithms and privacy-enhancing tools for safe and private value transactions, without any authority exercising control over it. Satoshi's paper subsequently led to a proliferation of cryptocurrencies such as Bitcoin, Ethereum, Ripple, Monero, Litecoin, and even a meme in the form of Dogecoin.
Libra - The New Cryptocurrency
The co-founder and chief executive officer of Facebook, Mark Zuckerberg, in his 2018 New Year post on Facebook, spoke about his ambition to develop counter-trends in the form of encryption and cryptocurrency that will facilitate its transition from a centralised system to a decentralising force.
The alacrity in the announcement of Libra Coin, a Facebook-based cryptocurrency that is likely to be unveiled in 2020, however, took everyone by surprise especially as it is likely to have a centralised system, to begin with. Libra is expected to be the new stable global currency which will allow the 2.38 billion Facebook users to shop and transfer money overseas while paying negligible transaction fees. The coin is expected to work in tandem with a new Facebook-centric blockchain system. Notably, Libra can set the standards of a stable coin by virtue of being pegged to a basket of sovereign currencies like the dollar, pound, euro, swiss franc and yen. This is likely to insulate it from high volatility in the exchange rates of the coin. In comparison, Bitcoin’s extreme volatility can be attributed to it not being anchored to any sovereign currency.
Facebook's Libra announcement came with a 29-page white paper describing their new global currency. However, there are a few key points to be examined when discussing Libra's potential.
A Unique Cryptocurrency
Underpinned by a permissioned blockchain, with control in the hands of the Libra Association and government regulators, Facebook’s Libra is a unique coin that is not entirely decentralised as opposed to other cryptocurrencies which are generally decentralised without a hierarchical authority possessing control over the cryptocurrency.
What primarily differentiates Libra from Bitcoin and other cryptocurrencies is its emphasis on Proof-of-Stake consensus in its blockchain network vis-à-vis the latter’s Proof-of-Work consensus. In Proof-of-Stake consensus, validators of every single new block in the blockchain network would verify their legitimacy depending on their stake in the system (ownership of coins), whereas in Proof-of-Work consensus, validators verify each new block based on their computational power.
The announcement of Libra has once again put the focus back on cryptocurrencies vis-à-vis the fiat currencies, and its potential to financially incorporate the 1.7 billion unbanked population of the world. Multiple non-governmental organisations (NGOs) have been co-opted into the Libra Association as its founding partners with the objective of aiding small businesses, especially in the developing markets where 70 per cent of the micro, small and medium enterprises (MSMEs) lack access to credit. This can propel the establishment of a more inclusive and accessible financial ecosystem. These NGOs can also help Libra reach out to a wider audience by virtue of its lower costs. In doing so, millions of hitherto unbanked customers would likely get a verifiable identity and credit history.
Source: Josh Constine, “Facebook Announces Libra Cryptocurrency: All You Need to Know”, TechCrunch, June 2019.
Privacy Concerns and Operations
Since the Cambridge-Analytica scandal of 2018, the spotlight has been on Facebook for guarantee of user-privacy and data-security. Anticipating a backlash due to its poor track record, it has established a subsidiary called Calibra - a digital wallet to manage the Libra coin - under the authority of Libra Association which is an independent consortium based in Switzerland. The Association will be the repository of all transactions within the network, separate from the individual's social data, and will oversee the currency's development and network maintenance. In order to increase its presence in the e-commerce arena, Facebook has also introduced a new programming language - Move - which the company expects would be used on a larger scale to create smart contracts for goods and services to be sold on its platform.
Being end-to-end encrypted, Libra can facilitate transactions anonymously to the outside world, but within the Facebook platform. Libra will be a closed-loop system where the consumer can only buy and sell products that are available on the Facebook marketplace (introduced in late 2016) and its associated apps. This would prevent dangerous transactions including illegal trade in drugs and weapons, thereby overcoming the tainted reputation of other cryptocurrencies which have minimal checks and balances to prevent such transactions from being carried out.
Besides Facebook, there are 27 other founding members in the Libra Association - each having invested at least US$ 10 million - sharing control of the Libra coin. They include Mastercard, PayPal, Visa, Uber Technologies, Vodafone Group, and eBay among others. Each member gets a single vote on the Libra Association Council, making it extremely difficult for Facebook to monopolise the coin's governance. The Libra Association will also have the authority to determine the value of a Libra coin.
Several global financial regulators have expressed concerns about the proposed cryptocurrency. The United States Federal Reserve along with the United Kingdom's Financial Conduct Authority (FCA) have expressed apprehensions about consumer protection and privacy. Meanwhile, Japan and France have set up a working group and a task force, respectively, to discuss its impact on the global monetary and financial system. Similarly, the G7 Finance Chiefs recently discussed its potential ramifications at their meeting held in France on July 17-18, 2019.
India and the Cryptocurrency
According to recent reports, Libra will not be launched in India due to the current Indian regulation of not endorsing private cryptocurrencies. A draft bill, proposing a 10-year jail term for holding, selling or dealing in cryptocurrencies, has muddied the waters for crypto-traders in India. Termed as the “Banning of Cryptocurrency and Regulation of Official Digital Currency Bill 2019”, the proposed draft bill could halt the future of cryptocurrencies in India. After India's central bank, the Reserve Bank of India (RBI), issued a circular in April 2018 instructing banks to withdraw support in dealing with any cryptocurrency transactions, the Supreme Court of India too refused to put a stay on the circular after a public interest litigation (PIL) was filed against the RBI's decision.
The size of the Indian market, however, offers enormous business opportunities for Libra. Given the growing proliferation of digital technology in India, it is estimated that more than 61 million new internet users will come online by the end of 2019, which means 627 million active internet users by the end of this year. Today, an estimated 270 million active users of Facebook are from India, and this number is growing.
While Libra is likely to have a massive impact on global e-commerce, it is in the money transfer space where it could be a potential game-changer. The World Bank Brief of 2018 highlights India’s position as the world’s largest recipient of remittances, worth US$ 78.6 billion. However, the transaction charges of seven per cent and above through formal channels make these remittances expensive. The cheaper informal alternatives such as the hawala networks are illegal. Libra on its part can practically reduce the transaction charges to negligible or even zero.
Facebook seeks an opportunity to grow through the accretion of Libra in India, but the onset of government regulations on cryptocurrencies could impact the future of the coin. For Libra to gain credence, it would need to ensure secure and efficient person-to-person fund transfer on the Facebook platform. It would also need to address India’s regulatory concerns by assuring the legitimacy of the project and working in tandem with the government to bring about changes in the cryptocurrency trading laws of the country.
Future Prospect
The Libra Association aims to gradually decentralise their permissioned blockchain over time, thereby ensuring lower barriers of entry into the Libra ecosystem. While Libra has a tremendous potential to connect the global market within the Facebook’s social media platform, it is likely to run into multiple headwinds in the form of government regulators and privacy advocacy groups. The Libra white paper paints a rosy picture, but the implications both positive and negative can only be known after the release of the coin in 2020. Consequently, only time will tell whether Facebook's cryptocurrency plan would go ahead or the Libra would die in its infancy.
Views expressed are of the author and do not necessarily reflect the views of the IDSA or of the Government of India.
Even if the Fifteenth Finance Commission manages to make a specific recommendation about the funds to be allocated for defence and internal security and the government accepts the recommendation, there can be no guarantee that the actual allocation will not fall short of the accepted level.
While extending the term of the Fifteenth Finance Commission till November 30, 2019,1 the Union Cabinet has also amended its Terms of Reference to “address serious concerns regarding allocation of adequate, secure and non-lapsable funds for defence and internal security of India.” To that end, the Commission has been tasked to examine whether a separate mechanism could be created for such funding.2 The report, due to be submitted by November 30, will cover the period 2020 to 2025.
Inadequate allocation for defence has been a matter of serious concern for several years. What lies at the root of the problem is the difficulty in raising sufficient resources through taxation, borrowing and other means to meet the requirement of defence (and internal security) without compromising on the socio-economic agenda of the government. Arguably, the Constitution of India does not expect the Finance Commission to find a solution to this problem.
Article 280 of the Constitution requires the Finance Commission to make recommendations regarding (a) distribution of the net proceeds of taxes between the Centre and the States, (b) the principles to be followed for providing grants-in-aid to the States, (c) the measures to be taken to augment the Consolidated Fund of the States to supplement the resources of the Panchayats and the Municipalities, and (d) any other matter referred to it by the President in the interests of sound finance.
This constitutional provision sets the limit within which the Finance Commission can examine appropriateness of the requirement of funds projected by the armed forces, take a normative view about what would constitute ‘adequate’ budget outlay for them, and suggest how to ensure the recommended level of funding, especially if it entails a substantial increase. This limitation is reflected in the recommendations made by the previous two Finance Commissions, which too had to deal with similar concerns.
In the face of a strong pitch made by the Ministry of Defence (MoD) for higher allocation and the Commission’s own assessment that there was a need to “provide for some real growth in defence revenue expenditure, to allow for adequate depreciation and maintenance”3, the Thirteenth Finance Commission (2010-15) could do no better than to accept the Ministry of Finance’s (MoF) projection of 8.33 per cent annual growth in the defence budget.
In similar circumstances, the Fourteenth Finance Commission recommended increase in defence revenue expenditure at the same rate as the rate of growth of the GDP, in the belief that it would be ‘’substantially higher than the past growth of defence revenue expenditure” but also adding that "(m)uch of the demand on resources from the Ministry of Defence has been in the nature of capital expenditure, which is beyond the scope of our assessment”.4
The efficacy of these recommendations is questionable when judged against the background of a persistent gap between the requirement of funds projected by the armed forces and the actual allocation made in the Union Budget, which increased from approximately Rs. 23,000 crores in 2010-115 to approximately Rs. 1.12 lakh crores in 2018-19.6
Given the limitation of the constitutional mandate and the history of recommendations made by the previous two Finance Commissions, it will take some doing on the part of the Fifteenth Finance Commission to make specific and actionable recommendations as regards what would constitute ‘adequate’ funding for defence and internal security.
In the context of defence, the Fifteenth Finance Commission will also have to find some way of dealing with the issue of inadequacy of the capital outlay which the Fourteenth Finance Commission considered to be beyond its scope. This is crucial as modernisation of the armed forces is largely funded from the capital outlay, which is largely seen as grossly inadequate. In 2018-19, the capital outlay was more than Rs. 76,000 crore less than what the services had asked for.
This is because the actual resource allocation will always be influenced by the competing demands from various sectors, unforeseen crises and the overall resources that the government is able to generate in a particular year.
Given the uncertainty about resource generation, it is intriguing that the Fifteenth Finance Commission has also been asked to look into the feasibility of setting up a separate non-lapsable funding mechanism for defence and internal security. This is not a new idea. Setting up of a non-lapsable Defence Modernisation Fund was announced in the interim budget speech for the year 2004-05, but it was not followed up – and, for good reason. The issue has also been raised in vain by the Standing Committee on Defence several times since then.
The MoF has consistently questioned the feasibility and utility of creating a non-lapsable funding mechanism and even the MoD has not always been keen on the idea,7 though lately it has warmed up to it. Be that as it may, the fundamental issue is that the resources will have to be raised in the normal course through taxation and other means, whenever required by the armed forces. Seen in this perspective, it makes no difference whether the money is made available through the annual budget or the mechanism of a non-lapsable fund.
This brings the issue back to the ability of the government to raise substantially higher resources, primarily through taxation, to provide adequate funds for defence and internal security, as indeed for other sectors like health, education, agriculture and infrastructure development. It is more a matter of political consideration than a problem to be resolved by the Finance Commission.
Views expressed are of the author and do not necessarily reflect the views of the IDSA or of the Government of India.
While the OIC is critical of India, it remains wary of treading on China’s toes when it comes to civil and religious rights of the Uyghur Muslims. The OIC reports also turn a Nelson’s eye to Pakistan’s treatment of its own ethnic Muslim minorities. The OIC has disregarded the fact that India is a democratic and secular country, where every citizen is free to practice one’s religion.
In an epochal development, India became the “Guest of Honour” at the 46th session of the Council of Foreign Ministers of the Organisation of Islamic Cooperation (OIC) held in Abu Dhabi in March. The final declaration eschewed the customary reference to Jammu & Kashmir (J&K). This can be considered unique since the previous Dhaka Declaration in May 2018 had contained this reference. Credit must go to the strong personal and state-to-state ties built by the Narendra Modi Government with important OIC states, especially the United Arab Emirates (UAE) in the Gulf.
At the same time, an OIC resolution (10/46-Pol) did refer to J&K and expressed concern at the situation of Muslims in India. This customary reference can be attributed to spread of canards by Pakistan which has fanned cross-border terrorism in J&K.
With 57 member states and a collective population of over 1.8 billion, the OIC is the world’s second-largest intergovernmental organisation after the United Nations (UN). Its mission statement is to protect the interests of the Muslim world. It routinely expresses solidarity with Palestine, Iraq, Afghanistan, Syria and Bosnia as well as with the people of the Turkish Cypriot state, Kosovo and J&K.
Under Pakistan’s malevolent influence, the OIC has traditionally disregarded the fact that India is a democratic and secular country, where every citizen is protected by the Constitution and is free to practice one’s religion. It also conveniently disregards the fact that India regularly holds state and general elections including in J&K, in stark contrast to the trammeling of human rights in the Pakistan-occupied Kashmir (PoK) and Balochistan and gross ill-treatment of the Ahmadiyas in Pakistan. The OIC turns a Nelson’s eye to Pakistan’s dreadful record on this score.
The case of China’s Xinjiang Province, which is much in the news recently on account of alleged violations of human rights and curbs on religious freedom of Uyghurs and other Muslim ethnic groups, is far more curious.
The Abu Dhabi Declaration, like the Dhaka Declaration (2018), made no reference to China or its Muslim minorities. It is intriguing that the Abu Dhabi resolution (No. 1/46-MM) should “commend the efforts of the People’s Republic of China in providing care to its Muslim citizens”. This would have come as a huge relief to China, especially since the review held by the UN Committee on the Elimination of Racial Discrimination in 2018 claimed, citing credible reports, that Beijing had “turned the Uyghur autonomous region into something that resembles a massive internment camp”. There are extensive media reports that China’s “Strike Hard Campaign Against Violent Extremism” has been used to carry out a major crackdown on the practice of Islam in Xinjiang. Earlier, a Human Rights Watch report of September 09, 2018 had also criticised Beijing’s policies.
On its part, China has defended its policies and claimed that the so-called internment camps are actually vocational centers “to educate and save [the local people of Xinjiang] who were influenced by religious extremism……” In its White Paper in November 2018, China has projected Xinjiang’s culture as an integral part of Chinese culture. In December 2018, another Chinese White Paper on human rights in China addressed the Xinjiang issue at length.
All nations have a right to reject external interference in their internal affairs. However, while the OIC remains critical of India, it is wary of treading on China’s toes. Various OIC resolutions on “Muslim Communities and Minorities in Non-OIC Member States” have, in the past, referred superficially to the matter. For instance, the Islamabad OIC Meeting in May 2007 made an anodyne request to its Secretary General “to make contact with the Government of China” on the matter “and to subsequently report on these consultations”. The Baku OIC resolution of June 2006 made an appeal “to give special attention to the conditions of Muslims in East Turkistan (Xinjiang)..…and to examine the possibility of working out a formula for cooperation with the Chinese Government to evolve appropriate solutions for their difficulties and causes, and most particularly their civil and religious freedoms”.
China, no doubt, has resented the use of the term “East Turkestan” in OIC documents, reminiscent of the banned East Turkestan Islamic Movement (ETIM) of separatist Uyghurs from Xinjiang. Yet, China has engaged the OIC. Just before the Abu Dhabi meeting, China welcomed an OIC delegation to Xinjiang, a development which perhaps played a role in the OIC commending China.
The OIC remains mindful of how far it can go with its criticism of China considering that China is a major power, a permanent member of the UN Security Council, a large market for hydrocarbons, and, a source of arms and investment. Moreover, China refrains from preaching to others about human rights or systems of governance. As China’s continued import of oil from Iran suggests, countries under US pressure and sanctions often turn to China for relief. In return, they as well as “iron brother” Pakistan do their best to guard China’s interests at the OIC.
The OIC countries fall prey to Pakistani propaganda and support resolutions against India despite having excellent bilateral ties with India. Ironically, many of them carry out egregious forms of repression against their own Muslim subjects and minority groups. Hypocrisy and double standards characterise the OIC’s “deep concern” over the Babri Mosque demolition in its 2019 resolution, which maintained a stony silence on reports of demolition of mosques in Xinjiang
It must be deeply embarrassing for the OIC that Pakistan’s Minister for Religious Affairs Pir Noorul Haq Qadri has urged China to lift restrictions on Muslims in Xinjiang. Chief of Jamaat-e-Islami-Pakistan, Sirajul Haq, also raised the matter with the Chinese Ambassador to Pakistan. It must be quite discomfiting for both Pakistan and the OIC that Hurriyat Chairman Syed Ali Shah Geelani too recently expressed concern order the plight of Muslims in Xinjiang and urged the UN, the OIC and Pakistan to take the “disturbing reports” very seriously.
Views expressed are of the author and do not necessarily reflect the views of the IDSA or of the Government of India.
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