On the eve of retirement of  my dear friend, Ravi Prasad, hanging up his boots after nearly four decades of military service and five decades of being in uniform, I sat down to reminisce about our association. We met for the first time in 1979 at the National Defence Academy (NDA) – E Squadron/ 61 Course – and have had a similar journey until I called it quits in 2004.  We did many courses and were posted together at many stations with the last one at the Military Intelligence Directorate, Army Headquarters in 2000.

According to Webster’s Dictionary, retirement is defined as a recoil,  pullback, pullout,  retreat, withdrawal, disengagement – more of Artillery terms. Related words include flinch, recession, revulsion, disentanglement, shrinking, etc. Retirement has also been defined as seclusion from the world; privacy; the act of going away or retreating. If that’s retirement, Ravi you are not going anywhere.  Retirement is the time when everybody calls you for crap you don’t want to do because they think you have more time.

Now you are a Veteran and a Veteran  is someone who, at one point in their life, wrote a blank check made payable to The Bharat Mata, for an amount of up to and including your  life.  A soldier like you cannot be separated from or surgically removed from the uniform, which you got into at the age of nine in 1971 at Sainik School, Korukonda, Andhra Pradesh. Your  blood runs Olive Green.  The uniform has been more akin to Karna’s Kavach – his body armour – which made him near-immortal.

Dear Friend! After all these years of hard work and loyalty to the nation, you have earned this much awaited retirement. You have been a phenomenal friend to me who was always out there to help and hold my hands in difficult situations.  During my service days, I wanted to be like you – honest, cool, calm, unruffled, smart, handsome, intelligent and more importantly, a great human being.  As parents Marina and I were so proud of the way you and Lalitha parented Tejaswi that we took a few leaves out of your book when it came to parenting our children – Nidhi and Nikhil.

At the end of the day what counts most are reputation and the ability to look in the mirror and know you made decisions based on mission and taking care of your soldiers and their families. You served the  nation with loyalty, to the best of your ability, and made the Regiment of Artillery proud, capable, resilient, battle-hardened, well led for which we all are proud of.  Your discipline, hard work and love for humanity have earned you all the respect. Now is the time to take the time off and enjoy life.

This is the time for you to revel in all your achievements and take stock of all those humans who helped you to swim through at different stages of life – Parents, Siblings, Teachers, Friends, Colleagues and so on.  Reflect on them and you will have volumes to write about.  Please do it so that your children, grandchildren and others of the coming generations will have something to feel proud of  and also motivate them to achieve higher glory.

As a soldier you never had a holiday in life; but retirement makes every day a holiday. Plan to make your holiday fun loving and entertaining.  One suggested way is a visit to Canada. We extent a standing invitation to you to visit Canada.  This is a fabulous place for a second honeymoon.

Retirement is not a work status, it’s an attitude. You don’t need to follow orders, discipline, restrictions, etc of the military life. The retirement life is meant for careless living with only fun. Retiring is not a sad ending. It’s a chance to let loose and totally unwind.

You may presume that you are your own boss, but wait!  You now left your old boss and start a life with your new boss, your wife.  You are now a ‘Go Getter’ – Lalitha  will now order you to go get something and like an obedient husband, you will go and get it for her – which was your last priority in your military life.

At the railway stations, there are Retiring Rooms and at night we Retire to bed.  In life there is neither any Retiring Rooms nor you Retire.  It is never retiring but it’s all about retrying.  Retry all those hobbies/ interests you tried before, but gave up due to exigencies of military service.  It’s also time to reinvent yourself and pursue new hobbies/ interests, which you never dreamt of.

Veteran Lieutenant General Pankaj Srivastava, who was Ravi’s predecessor as Director General of Artillery says:- ‘Ravi signifies purity, sincerity and dedication. He is a gem in the crown of the Regiment of Artillery. I wish him good luck and success.’

Veteran Air Commodore Joseph Paul has this to say about his Army buddy at E Squadron at the NDA – ‘Ravi as a Cadet, was a gentleman among gentlemen. He did make a vain effort to strike terror among his juniors, but later gave it up as a bad joke. The juniors were fascinated by his accent, which distracted them from the threat of retribution he wished to convey. In particular, was his inability to pronounce the ‘ch’ as in chew, which exited his mouth as ‘soo’. Caused a lot of hilarity among the juniors, till someone more qualified in linguistics came along and made them measure the corridors in units of front rolls!!‘

Veteran Colonel Abhay Mall recalls: ‘Having known Ravi since Academy days and commissioning into Regiment of Artillery; and subsequent fortune of being together on numerous occasions while on postings and training courses; where we shared great bonding and I take pride in being associated with him. Ravi is a very sincere, hardworking with perceptive mind and focused individual. He has been a gifted and result oriented leader, highly competent and well accomplished person; rising to the highest position to head the Regiment of Artillery. Our heartiest congratulations to Ravi on having achieved huge laurels during his distinguished career; and best wishes for the second innings.‘

Lieutenant General VS Sreenivas, PVSM, VSM** writes:- ‘Ravi, my dear friend and I joined Sainik School Korukonda in 1971 – with our roll numbers 1062 and 1063. We joined the same NDA course- 61 NDA and then 71 IMA. Thereafter we grew together in the Service through promotions, courses, school get-togethers, mutual visits and tenures together in Army Headquarters.

I have admired Ravi for his sincerity, simplicity, competence and being a good human being. He contributed immensely for the organisation, quietly, without any self projection. It is a matter of great pride that an alumnus of our School became the Director General of Artillery.  

Lalita, a gracious lady, complements Ravi in every way.  They are experts in the typical Andhra meals- complete with banana leaves, varieties of rice, sambars, pickles, papads etc – beating the famed 26 item Onam spread any day! We wish Ravi and Lalita the very best in their retired life. I will also be retiring next yr in Jun and we shall be neighbours in Patel’s Signet.’

Veteran Colonel Punna Rao Vesangi, Ravi’s batch-mate from Sainik School Korukonda reminisces:- ‘Ravi exhibited leadership qualities from school days and his appointment as House Captain is a testimony to that. One aspect which helped him remain cool and composed was his disciplined life and love for literature and the poems he penned during those blossoming days at School.’

Veteran Vice Admiral MS Pawar proudly remembers:- “Ravi, my friend of 50 years, what an innings you have played! With passion, fairness, humility and leadership par excellence; all along displaying a fine confluence of head and heart. A spirited Saikorian Classmate you made us all proud by your reputation as a top notch professional reaching the highest echelons as the DG Artillery. You headed the Arm with aplomb during a very crucial period.

Lalita, the ever cheerful and gracious lady in your life has been a role model herself; the wind beneath your wings enabling you to fly high. Thank you both for the friendship and your company which we were privileged to enjoy.

Meena and the children join me to wish you and the family continued fair winds and following seas as you now prepare to embark on yet another voyage together. Remember, we are a safe Anchorage should you need one along the passage.’

Veteran Colonel Durga Prasad pens:– ‘Ravi, We are honoured to convey our greetings on the eve of your retirement from service on 31 July. We are associated for the past five decades as Classmates since July 1971. You have held the coveted position of Director General Artillery since 06 March 2019 and inspired all ranks by your professional commitment and exemplary conduct. We will always remember your support to Brig Sravan Kumar in organising our Class get together at Nasik in August 2013. We adore you and Lalitha for the positive and helpful nature. Our best wishes to Tejaswi and Pushyami. Wish you good health, active long life and a pleasant stay at Secunderabad.‘

Veteran Commander TLP Babu says:– ‘Ravi and I go back a long way, to our School. But we became fast friends only during the latter years. We bonded over our love for music, movies and literature. He is a thoughtful, compassionate and diligent soul. Although we were in adjacent squadrons at the Academy, the busy itinerary ensured minimal interaction. We bonded again through long letters after we left NDA for quite some time, but the Army postings and the Navy sailings meant we drifted apart slowly. Pre social media days spelt minimal interaction and it was after nearly twenty five years that we met again, at our School social. I found that he’s remained the same down to earth self who wore his rank lightly. He organised our most memorable getaway to the northeast when stationed at Tejpur. We’ve been generally in touch since and it was heartwarming to see him scale the pinnacle of his career. Good guys do finish last! Look forward to seeing more of him at the city of Nizams and looking back on the years gone by!!’

Veteran Major General ML Mohan Babu writes:- ‘Ravi, the name I always loved, happened to be one of my best friends, I made for ever. First met Ravi in Feb 1971 at Eluru when we were appearing for the entrance examination to join Sainik School Korukonda. My parents fondly know him as the boy from Kamavarapukota. Spent the next eight years in the same House. He was extraordinarily talented and was the most wanted when we had to face our Telugu examination. He was our savior because, with just a day’s guidance we could clear the Telugu exam easily. I caught up with Ravi again, while preparing for the Staff College entrance examination at Devlali in 1994.
Yet again, we were together in Delhi in 1998 & 99, before he joined to fight the Kargil War. Undeterred of the war conditions he exemplified the role of Battery commander and Second in Command of the Regiment, which he never served before. Once again joined Ravi for the Higher Command Course and interestingly, together for the Foreign Countries Tour and North East Area Tour also.

He served in nearly six Regiments and yet rose to the highest rank an Artillery Officer could. No small feat. It’s the outcome of his four decades of dedicated efforts. It’s indeed rare to find an Officer and Gentleman of his nature and clean character. Proud to be associated with Ravi during the last fifty years and I consider it as a God’s grace to give me a friend as Ravi.
His support all through the School days and till recently at Delhi when Sunita went through a major surgery (Hip Joint Replacement) is immense and invaluable. I’m indeed indebted to him and can’t be paid back in this lifetime…
Thankful to God Almighty for giving me such a friend… Many thanks to the beautiful Lady, Lalita Garu who stood with him in every measure and made our friendship only stronger and better. Her hospitality was unmatched and hence made us regular visitor to their home.‘

Veteran Major General BV Rao touching base with Ravi:- ‘On the occasion of your retirement on 31 Jul, we congratulate you for the noteworthy and dedicated service to our great Army and the Nation. You have been a notable influence on all those who knew you with your simplicity, calmness, dedication, logical decision making and above all likeablity. Coming up from a humble background,being a quiet achiever, holding the highest possible post of DG Arty in a challenging environment speaks volumes of your sterling qualities. Of course we will always cherish your boisterous laughter, being a fantastic host, and delicious authentic Andhra meals so fondly served by Lalitha Garu. Our congratulations to Lalitha Garu for being a pillar of support and being through the thick and thin of your challenges. Here is wishing you an equally joyful second innings to do what you like. Once again Sujatha and I wish you and your family a Happy, Healthy retired life.’

Veteran Brigadier YS Kumar fondly recollects:– ‘Ravi, my fellow traveller of 50 years (of course, he was leading the way!!!) says Goodbye to the Olive Greens, but in all probability continue to be one at heart for a lifetime.  Looking back; the apt summary of his journey of life could be what Quintus Curtius Rufus , a Roman historian said; “ The deepest rivers flow with least sound”. A quiet Doer, with no frills and of course NO bombast.

We had journeyed quite often together in service together in the same formation. A Leader’s mettle is tested in adverse situations; and he was the calming effect when things had not gone as planned with guidance/ suggestions on what to do in minute details and leading right in the front. Empathy, dedication, and service before self was what he practiced. One who truly practiced Nischkama Seva (Selfless Service.) Lalita Garu, his Lady Love was a true Companion whose hospitality, taste and eye for detail we all appreciated and looked forward to. A fantastic host; savoured traditional south Indian food lovingly served personally by the couple on Banana leaves.

Most of our kids had one serious complaint with uncle and aunt – as all parents took Tejasvi to be the reference point for excellence in behaviour, obedience, academics as also extra curricular activities to be followed to no avail!!!  Of course, in due time forging the best of relations with the next generation too.  We wish Ravi-Lalita a great second innings and I have no doubt they will have a larger canvas to touch more people while pursuing things dear to them :  Happiness – Joy, enjoying simple things, friendship and being a good Samaritan.’

Veteran Commodore SVR Murthy, Ravi’s classmate recalls:– ‘Ravi is very sincere from the heart ,down to earth and very caring in nature. He always led a disciplined life and did very well in school and passed out as a House Captain. He was admired by his juniors and peers too for his admirable qualities. The very fact he rose to be a three star officer and retire as the DG Artillery of a 1. 3 million strong Indian Army bears testimony to his service record and professionalism. Knowing Ravi, he rose because of his sterling qualities and nothing else.
Lalita remains a pillar of strength for Ravi as also both his mother and mother in law who usually stay with him out of affection for Ravi. Lalita complements Ravi in being as “cool as a cucumber” with her calm and affectionate nature and broad smile. Archana joins me in wishing both Ravi and Lalita the very best as Ravi hangs up his uniform and swallows the anchor.’

‘Never was so much owed by so many to so few’  :  — Winston Churchill.

During this tough Covid time, I was in for a shock this evening – news of the demise of Colonel PV Ramakrishna, known amongst us – his friends – as Ramki.  He was from the  technical graduate entry and was commissioned to the Corps of Engineers with us on 24 December 1982.  He is survived by his daughters – Ms Neharika and Major Vimala. May the God Almighty give them the strength to bear the loss.

He was widowed soon after he hung his boots.  He then took to travelling across the globe and he landed at Toronto in August 2015 and stayed with us for ten days.  We explored the Niagara escarpment, the flower-pot islands, Toronto city, Montreal, Blue Mountains, African Lion Safari and so on.

As I write this eulogy, I’m still reeling from the tragic death of Ramki, we are shocked, scared and angered at the unfairness and senselessness of the Virus that took him from us. Well meaning people will tell us that it is all part of God’s plan, or that this was just Ramki’s time to go, that he is in a better place. While God certainly knows his plan, we do not. Unfortunately, there are no easy answers, and as difficult and painful as it is, we must accept that Ramki is with his Creator.

Ramki was a traveler and an adventurer. He was a person who loved to learn about and experience new places and other cultures. He carefully researched each of his journeys, , taking new and unexpected.

Ramki was an outstanding father who was very proud of his daughters and their achievements.  Whenever we spoke, he always had something to mention about both Neharika and Vimala.  He said in his last conversation with me last year to me “My greatest assets and treasures are my daughters and I have allowed them freedom to grow up to be worthwhile ladies and they have come out in flying colours always.  You have given much more freedom to your children and they will surely achieve greater heights.”

Rest in Peace Ramki – You can continue with your travel in the other world.

When I opened my Whatsapp this morning, I was in for a shock; a most unexpected one.  It was the untimely demise of Colonel Sandeep Dhawan due to Covid. May God give the family courage and fortitude to bear this irreplaceable loss.

Colonel Sandeep Dhawan was commissioned into 17 GRENADIERS on 24 Dec 1982, and commanded  battalion in the same regiment from 2002 to 2005. He also served a brief stint with 9n. He had served as a Staff Officer with the  Military Operations Directorate, Army Headquarters.  He was also an Instructor at Infantry School, Mhow and a United Nations Military Observer in Rwanda (UNAMIR) from 1995-96. He was Team leader of Indian Army Training Teams, Lesotho (Africa). He married  Anshu in May 1990 and has two daughters, Akarshita and Nikita.

“13651, Koduvath Reji, this is Sandeep, H/61,” was the salutary call I received three months back. I wasn’t surprised by Sandeep’s ability to recall all our National Defence Academy (NDA) identity numbers, even after 33 years.  He was a proud father calling me about his daughter Nikita’s application to University of Toronto for a PhD in machine learning.

I assured Sandeep all support from our end and answered many a query about Nikita’s stay in Toronto, including the financial aspects.  We discussed all options threadbare. Sandeep had done his homework well and was a man who went into every little aspect. I promised him a ‘firm base’ at our home for Nikita, where she can walk in freely, and also my availability 24/7 as I am often at home. This was the usual and expected support I always ensure to extend to all our coursemates, military friends and their children.

We  had three more tele-conversations, all about Nikita and her stay here in Canada. I researched her professor and told Sandeep he was a tough nut to crack, though I was unimpressed by his student evaluations.

In one such conversation, Sandeep recommended the book ‘Angela’s Ashes.’  I promptly ordered it and was delivered to me last evening by Amazon.  I never realised what was in store for me!!!!!

We had planned to meet up at Toronto this fall when he came to drop off Nikita.  All this time, I had no idea he would be saying goodbye to us so soon.  Rest In Peace Buddy.

Regarding employment of women in the Indian Defence Forces, there have been many views expressed.  I have tried to analyse it based on the reasons why Canadian women leave the Defence Forces.

Restrictions on the employment of women in Canadian Armed Forces (CAF) have been lifted since 1989 to include  combat related military occupations (Combat arms, Naval operations and Pilots.)  Restrictions on employment of women in submarines were lifted in 2001.

By the end of 2017, there were 12 women at the general and flag officer ranks in the CAF, a record high with four in each service. The number of women in senior Non-Commissioned Member (NCM) ranks also rose to 57 Chief Warrant Officers and Chief Petty Officers, as did the number of women in Special Forces roles.

A summary of women’s representation rates for officers and NCMs in the Regular Force and Primary Reserve is as follows:

• Army
  • Officer 16.50%
  • NCM   12.80%
  • Total    13.50%
• Navy
  • Officer 22.40%
  • NCM   19.80%
  • Total    20.60%
• Air Force
  • Officer  21.00%
  • NCM    19.2%
  • Total     19.80%

Canadian women have fought alongside men in Afghanistan.  Hundreds of women served as combat soldiers between 2000 and 2011, mostly in Afghanistan, with a total of more than 600 deployments of 60 days or more.

The Department of National Defence (DND) has not collected information specifically about Canadian women’s combat experience in Afghanistan, and has no definite plans to do so.  DND stated that “Participation on operations is based on the physical and mental ability of soldiers. Those who can successfully complete the requisite work-up training can deploy on operations and this process does not include gender considerations.”

In the Canadian forces, every job is open to people who meet the standard of the job. The job standards that infantry soldiers meet are based on training followed by testing. Women earned the right to fight in Afghanistan alongside other Canadian soldiers by passing a series of tests, including some specific to the challenges they faced in that theatre.

Here is the case of US Marine Corps Captain Katie Petronio, an athlete in college, and a high scorer in Marines training which she graduated in 2007. Five years later, she wrote in the Marine Corps Gazette, “I am physically not the woman I once was and my views have greatly changed on the possibility of women having successful long careers while serving in the infantry. I can say from firsthand experience in Iraq and Afghanistan, and not just emotion, that we haven’t even begun to analyse and comprehend the gender-specific medical issues and overall physical toll continuous combat operations will have on females.”

After over two years in Iraq and Afghanistan she felt that the injuries due to carrying a full combat load, left her with muscle atrophy in her thighs that was causing her to constantly trip and her legs to buckle with the slightest grade change. Her agility during firefights and mobility on and off vehicles and perimeter walls was seriously hindering her response time and overall capability.

She compared that while everyone experienced stress and muscular deterioration, her rate was noticeably faster than that of male Marines and further ­compounded by gender-specific medical conditions. She categorically states in the article that women can hold their own in combat, but she is concerned about longevity.

Top Five Reasons Why CF Women Leave the Force

• Family Separation                         27.4 %
• Return to School                           25.4 %
• Stay at Home and Raise Family    19.9%
• More Challenging Work               18.4%
• Conflict with Spouse Career         18.4%

Three of the top five reasons above is linked to their family responsibilities. Almost 20% of women declared that they had left the CAF to stay home and raise a family, a reason that did not even make the top ten reasons offered by men who left CAF.

US military’s  attrition data shows the following top three reasons for American women service members to leave the military:

• lack of clear roles and careers paths
• differential treatment they received
• difficulty in combining career and family.

The same may apply to all women soldiers across the globe as family responsibilities will take precedence.

My post ‘Where’s the Creativity?’ was prompted by a remark from a Veteran Regimental officer that  I am a good ‘pen pusher.’ During my regimental service, I often heard  Staff College and/ or  Long Gunnery (LGSC) qualified officers being referred to as pen pushers or at times as ‘paper tigers’ – mostly by the other senior officers who had neither qualification to their credit.  A ‘grapes are sour’ syndrome.  This in no way means that those ‘unqualified’ officers were not good officers, some were even better than many ‘qualified’ ones.

When I was a Battery Commander (BC), our young officers asked me “You keep saying that we must do LGSC and Staff College.  You tell us to read five pages daily and write one.  When we travel with you, you keep posing questions on gunnery and administration for which we hardly have an answer.  In fact, we are a bit scared of travelling with you.”

To answer their question, I painted a scenario “Our Regiment is equipped with 155mm Bofors Gun and we need to conduct a lecture-demonstration on the gun.  We have one Staff College qualified  BC, one LGSC qualified BC and one BC without any.”

My question now was “Who will conduct the lecture?  Who will conduct the demonstration?  Who will do the tea and administrative arrangements?”

The answer was obvious!  They said “The Staff College qualified BC will conduct the lecture, the LGSC qualified BC will conduct the demonstration and the third BC will be responsible for the tea.”

I concluded “You can select what you want to do.  So, you better qualify the entrance exam for  both.  It could well be that the third BC is better than the other two.  Remember all three BC s were afforded adequate opportunities to study and clear the entrance exams.”

When we were young officers, our mentor was Captain Desh Raj (now a Veteran Colonel.)  He was an excellent sportsman and led all the Regimental sports teams.  A true soldier that he was, with excellent sense of humour – obviously all Subalterns homed on to him.

Captain Desh Raj and I moved with the advance party of the Regiment in 1987 and that was when his transfer to Intelligence Corps came through.  The evening before he left, he called me aside and said “Reji, you must qualify for both LGSC and Staff College.  Look at me!  I failed to make the grade in both – mainly because I was more interested in sports and did not care to read at all during my young days.”

His parting advice was “I applied for transfer to Intelligence Corps not because I did not want  to serve with this great Regiment, but an officer without any qualification would not be heard or taken seriously.  I made two attempts at both LGSC and Staff College, but failed.  I want you to qualify for both LGSC and Staff College.”

For the next one year, I read all the books prescribed for the LGSC Entrance Examination – gunnery,  survey, tactics, mathematics, physics and so on.  Three months before the examination, our Commanding Officer (CO) Colonel Mahaveer Singh asked me “Reji, do you need any leave to prepare for the examination?”

“Sir, please grant me two months leave the day I finish the examination” I replied.  With his usual smile our CO said ‘Granted.”

LGSC Entrance Examination consisted of two papers held on two successive days.  Arrogance or stupidity – I booked my tickets for the Srinagar-Delhi flight scheduled for the afternoon of the day of the second test.

On the second day of the examination, I had to leave one hour before the scheduled finish time of the exam to make it to Srinagar Airport to catch my flight.   I spoke to Major VN Singh, Second-in-Command who was also an invigilator for the exam.  He said “Knowing you very well, you are not going to reschedule your flight.  I am sure  you will answer all the questions well before time and will qualify.   Let me speak to the Presiding Officer.”

Whatever it was, I managed to sneak out of the examination hall as per my plans.  Though the Presiding Officer objected, Major VN Singh managed to convince him to let me go.

As I was about to board the vehicle to Srinagar, Major GR Kaushik, our Adjutant, came running and said “Sir, CO would like to speak to you before you leave.”

I dashed to the CO’s office.  Colonel Mahaveer Singh said “I need not ask you how the examination went – you will surely qualify.  All the best.  Do well in life.”

He got out of his chair, walked to me and hugged me and saw me off.

While travelling to the Airport, I thought “Why did he call me to his office at the nick of the time?  Why did he wish me well in life?  Above all, why did he hug me?  Why did he have to see me off?”

Two months after my vacation, I returned to the Regiment and all my questions were answered.  (No cellphones those days.) Colonel Mahaveer Singh was posted out after five years of commanding our Regiment and Lieutenant Colonel VN Singh had taken over command.

About my Technical Staff Course Entrance Examination – reserved for another post.

Water is one of the most important elements of a soldier’s life – it is vital for all human beings, animals and plants.  Our body is made up of almost two-thirds water. Blood contains  92 percent water; the brain is 75 percent water; muscles are 75 percent water; and bones 22 percent.

Hydration, or consuming enough water is crucial for humans: to regulate body temperature, keep joints lubricated, prevent infections, deliver nutrients to cells, and keep organs functioning properly. Being well-hydrated improves sleep quality, cognition, and mood.

Soldiers used to carry water for personal consumption in a water-bottle, attached to the belt. Today’s soldier needs a hydration system that is effective, allows freedom of action, and is easier to carry and use than the current water-bottles.  An ideal hydration system will encourage the soldier to drink more water, resulting in better performance in battle and facilitate in delivering personal combat power- surely not an obstruction.

My tryst with the water-bottle began on joining the National Defence Academy (NDA) in 1979.  We were issued with the Field Service Marching Order (FSMO) with the all important water-bottle.  In the Scale A version of FSMO with the bigger backpack, the smaller haversack was attached to the belt on the left  and the water-bottle on the right.  Most soldiers were right-handers and for easy access the water-bottle was placed on the right.  In the Scale B version where the small haversack became the backpack, the water-bottle was attached to the back of the belt.

Scale B was used for most training as a cadet – for endurance runs, weapon and tactical training, etc – and the water-bottle hanging by the belt at the back kept pounding one’s butt as we cadets ran.  It was more of an encouraging tap on the butt that kept many of us going and the wet felt outer casing did cool our butts in the warm Indian afternoons.

This water-bottle, officially known in the Indian Army as  Bottle Water Mark 7, owed its origin to the British Army’s 1937 Web Equipment.  Made of blue colored sheet metal welded at the shoulder and at the bottom with outer side convex and  the inner side concave to fit with the contours of the human body.  The spout was closed with a cork stopper and the stopper was attached to an eye on the top of the bottle  with a string. The outer felt cover protected the metallic bottle and when kept soaked, evaporative cooling kept the water inside cool.  These enamelled water-bottles were manufactured in India mostly by the Bengal Enamel Works of Kolkata and also by the Madras Enamel Works of Chennai.

The British Army originally called the water-bottle a Canteen.  A canteen is a place outside a military camp where refreshments are provided for members of the armed forces. This very ‘place of refreshment’ became the water-bottle that the soldier carried on a march.  This canteen’s design and use have remained the same since 1937.  It appears that the technological revolution marched right past one of the Indian soldier’s most vital personal equipment – the water-bottle.

After we were commissioned in 1982, the Indian Army introduced the plastic cousin of the age old enamelled water-bottle, officially known as Bottle Water Complete M83.  This water-bottle continued with us as late as 2002.  While in command of the Regiment in operational area in Rajasthan when the Indian army was deployed along the Indo-Pak border in the aftermath of a terrorist attack on the Indian Parliament, we ordered for the water-bottles, but the Ordnance Depot did not supply us with any.

The new plastic water-bottle consisted of a green, plastic, square shaped bottle  with a  screw-on cap.  It had a plastic cover on top with  handles made of aluminium, and could be used as a cup when detached. The whole set was inserted into a canvas carrier lined with a thin layer of foam. This helped to keep the contents of the bottle warm in winter and cold in summer .  Though the water-bottle had straps to be attached to the belt, most soldiers carried it in their backpacks,

These plastic water-bottles were manufactured by some unheard-of  private plastic manufacturers, located in and around Delhi.  Though it was supposed to be made of food-grade High Density Poly Ethylene (HDPE), the water stored inside these water-bottles had unpleasant odour and left an after-taste.  Cracks developed as a result of any accidental drop or extra-pressure exerted by the soldier on the water-bottle, especially while resting after a tiring long march.  That was why our soldiers carried their water-bottles in their backpacks.  By 2003, the Indian Army withdrew this plastic water-bottle.

The soldier of the future will have a heads-up display on his helmet, a sophisticated weapon and a computer wired to his pack frame.  The soldiers operating in such an environment will have little time for a nap or to get a drink of water.  A quickly accessible hydration system close to the soldier’s mouth will help the soldier take small sips on a regular basis.

In 1989, a former paramedic preparing to participate in a bike race was concerned with getting enough water to sustain himself during the race. Reaching for the water-bottle mounted on his bike was dangerous, and water stops were two or three hours apart. So he designed a portable hydration system using a medical tubing attached to an intravenous (IV) drip bag. He stuffed the bag into a sock and sewed the sock onto the back of his T-shirt. Thus the idea for the commercially available CamelBak® water bladder hydration system was born.

The CamelBak hydration system is a plastic water bladder connected to a length of hose that fits into an insulated bag that can be strapped on the soldier’s back or attached to a backpack. The mouth of the hose is positioned close to the carrier’s mouth for easy access. The ‘bite’ valve at the end of the hose makes the water readily available to sip or drink.

The Indian Army could develop its own hydration system that would be less expensive than a CamelBak system.  A change to the current water storage and delivery system is long overdue. A potable, palatable, easily available hydration system that allow soldiers to move easily and quickly on the battlefield and encourage water consumption would be an important force multiplier.  Importantly, soldiers under fire on the battlefield should be able to get a sip of water without taking their hands off their weapons.

The author has succeeded in painting his childhood with a brush of childlike innocence which every reader can easily connect with.  I developed an instant connection with the author as I too grew up at home with my three brothers with I too being the third and our pranks were as good.

The anecdotes of children’s innocence of marriage at the beginning of the holidays, tickling and kissing followed by baby crawling from beneath the bed, divorce at the end of the holidays with the baby disappearing beneath the bed; Franco-English battle; chocolate deprivation; census enumerator risking his life; holy-dip in the pond; the (un)parliamentary debate – all stand testimony to the author’s ability to recall the incidents in his growing up years with such finesse and humour. I felt it was as realistic as it could be

Incidents of a soldier’s diplomacy at its best is displayed with a peg of Sacramental Wine that made two warring sides – the Catholics and the Protestants – come to truce – especially if they are Mallus , that too preaching amongst Nagas. Postponing the cow slaughter in Sri Lankan Army camp to respect the sentiments of his soldiers establishes it further. Ensuring that the French Brigadier’s wife netted a good bargain with the Delhi jeweller is another.

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The author has displayed his humaneness and love for fellow human beings through his description of the mental state of people of a conflict ridden zone, first Rakhi, dealing with the rudeness of the American Army officer; the parting advise by his helper at the Indian Military Academy to be like Netaji,  empathy towards the Pakistani Prisoners of War; ensuring that the girls did not get hurt during a hockey match.

The most important lesson for a child (and also for an adult) what the book brings out are:

• ‘When you grow up, I don’t care if you don’t earn a lot of money, but you must be scrupulously honest.”
• “The most important quality a boy must possess is character.”

You can purchase the book in India on Amazon,in by clicking here.

International readers can purchase it on Amazon.com.  Please click here.

In June 2002, I took over command of our Regiment in its operational location on the India-Pakistan border in Rajasthan.  The Regiment was mobilised from its peace location in Devlali (Maharashtra, near Mumbai) on that year’s New Year Eve.  In November 2002, we returned to Devlali.

After the unit got re-established at Devlali, I said to our officers “I owe you a party from my side as  you all have performed extremely well during our operational deployment.  Above, all, you carried me along as your Commanding Officer.   This Saturday, there will be cocktails at the Officers’ Mess to be followed by a dinner at the Dhaba.”   (Dhaba is a roadside restaurant mostly frequented by the passing truck drivers.)

“Why at the Dhaba Sir” queried our Second-in-Command (2IC), Late Colonel Suresh Babu.  “Our mess staff have toiled hard for the past eleven months and taken good care of us.  I do not want to stress them anymore,” I justified.

That Saturday evening, officers with their wives and children, all assembled at our Officers’ Mess and the party commenced.  After the cocktails, I got on to the driving seat of the Jeep with all children in tow and ordered others to follow.

I drove to the Taj Hotel, Nashik and after we got off the vehicle, Captain Subhash asked “Sir, so this is your Dhaba?”

As we sat down for dinner, the waiter enquired “Buffet or A-la-carte?”  “ A-la-carte” I affirmed.  Suresh was not at all amused with my choice and he said “It is going to cost you a fortune – at least one month’s take-home-pay!”  “That’s fine.  You guys deserve it,” I replied.

A few days after the dinner, Captain Mitra asked me “Sir, you need not have treated us to a dinner  at the Taj.  We could have had it at our Officers’ Mess.  It would have saved a lot of expenditure for you.”

“What I paid at the Taj is much less than the efforts you all have put in till now.   Above all, you guys cared for me for the past six months with a smiling face.  I am really indebted to you all,”   I said.

Mitra was not convinced.  He asked “But why the Taj Sir? It is obviously the costliest place one can think of in a hundred kilometer radius of this place.”  I declared  “I do not want any of our officers to be sold for a dinner at a Five-Star Hotel like that Brigadier of the Tehelka incident of last year (Operation West End – 2001).  Henceforth, all our celebrations will be at the Taj.”

Whatever it was, it resulted  Mitra coining the term ‘Dinner at the Dhaba’.

In December 2002, Southern Army Commander visited our unit and it was an overwhelmingly successful event.  It surely called for a celebration, especially as Christmas and New Year was approaching. So we decided on a dinner at the Dhaba.

It all commenced with cocktails at the Officers’ Mess and as we reached the Taj, Mitra went to the bar and returned to report “Sir, they have an excellent bar out here.”  “Let us all have a drink then,” I said.  Surely, it did not stop at one drink.

As we were all parading out of the bar for dinner, Suresh, like a good 2IC said “Sir, we have run up a  bar bill that is at least  five times that of the cost of the cocktails at the Officers’ Mess.”  I replied “Do not worry.  We will take care of it later.  Let them all have fun and enjoy.”

The next day in office, I had a file waiting, showing the expenditure for the dinner with a noting sheet.  Captain Subahsh, our Mess Secretary,  had opined “Every Officer to pay Rs 1000.  Rest to be paid from the entertainment fund of the Officers’ Mess.”

Below that was the noting of Suresh.  He wasn’t that ‘magnanimous.’ Like any good 2IC he wrote “Each officer to pay Rs 2000.  Rest to be paid from the entertainment fund.”

I scored through the entire noting with a red ink pen and wrote “Each Officer to pay Rs 100.  Rest to be charged off from the entertainment fund.”

As soon as the file reached Suresh, he came charging in to my office and said “Why are you putting your head under a Gillette? Haven’t you read my noting.”  I calmly replied “Yes.  I have overruled it and written my decision with my hand.   Don’t worry about my head; it has been under a Gillette many a times before.”

(With Suresh, Ranjith, Santosh and Thapa during my farewell party at the Regiment)

While commanding our Regiment at Devlali, I was a single parent taking care of our daughter Nidhi, then aged 12 and our six year old son Nikhil as Marina had emmigrated to Canada.  It would not have been possible for me to take of our children alone and the soldiers at home did a marvelous job.  I remain ever thankful to them.

The staff at home was headed by Havildar Chef Thapa, two Radio Operators – Santhosh and Ranjith and Havildar Driver Suresh.  They took care of the children and the home like theirs and like a fortress.  It was as secure as it could be for the children and they did not want anyone else intruding into their fort.

Thapa hailed from Nepal and was the only married man among them.  It was said in the Regiment that when he went on leave to his native Nepal, he returned only when he ran out of cash.  He went on his two month annual leave and the staff at home took over the kitchen for they did not want any ‘intruder.’

After two months, on a Friday evening Santosh said “Thapa is back from leave.”

“He was to report on Sunday to commence his duties on Monday.  Why is he here so early?” I asked and summoned Thapa to enquire about his unusual early arrival.

Looking into my eyes he said, “Who will take care of the children and you if I am away for long?”

I kept looking at him for half a minute as I had no words and said “Thank you Thapa.”  Did my eyes well up?

Suresh drove his Commanding Officer’s Jeep with pride and devotion that he never allowed anyone to touch the Jeep.  He was responsible for taking care of my itinerary for the day and instructed Santosh and Ranjith about various uniforms or dresses I had to wear that day and timing for leaving home for an event.  He always carried three ties, a coat and some toiletries  in the Jeep so that I could convert my informal attire into a formal one while he drove, especially when we were short of time.  When Suresh went on his two month annual leave, I mostly walked to office as it was 400 meter away, else I drove.

Keeping four year old Nikhil engaged through the day was the most difficult task they had.  They played cricket with him, ensuring that he always made a lot of runs. I had passed strict orders that Nidhi will not be helped in polishing her shoes, preparing her dress for the school next day, cleaning her cycle and similar chores as I wanted to prepare her for the life ahead in Canada – to live without help.  Santosh and Ranjith flouted my orders on a daily basis when I was away on my evening walks.

Santosh and Ranjith took turns to proceed on leave.  For that they had to approach their Radio-Operator Section Commander.  I had laid down strict channel of reporting for all ranks of the Regiment and my personal staff were no exception.  I came to know of their leave plan only when Subedar Major Thangaswamy said about it during our morning meeting.  He always had a replacement ready for the staff proceeding on leave, but I always declined it as I knew that they disliked intruders in their fort.

We had a large area around the house and along with the staff we decided to turn it into a beautiful  garden and we succeeded to a great extent.  One Sunday afternoon I was at the Mumbai airport while returning from a week long  training event when I received a call from Nidhi. “Dad, our garden was adjudged the best home garden in Devlali Station.  This afternoon I received the prize from General Jambusarwalla, the Commandant.”  I said, “Great job!  You received the prize, so you now arrange a party in the evening and we will celebrate it on my return.”

Recently Nikhil asked, “When we were at Devlali, I never heard you saying anything to your staff.  How did you manage it?”

“They knew their Commanding Officer, his needs, likes and dislikes  well and did not need any orders or instructions.” I replied.  In fact they enjoyed their freedom of action.  When I invited guests home, I had to only give the number of guests and their food preferences.  All the guests were astonished by the sumptuous menu our staff laid out.  One vegetarian guest asked me twice to confirm, “Are you sure all these are vegetarian?”  Thapa with his culinary skills had laid out a vegetarian feast with all dishes looking like non-vegetarian ones.

This is a comment on my recent blog-post on Regimental Fund from one of our soldiers:
‘Walking down the memory lane truly nostalgic sir. We have learned a lot in those golden days. Nice to see old photographs of NCOs and JCOs of SAWA Lakh.  The order of roll call on T-shirt and Shorts was the most popular decision between us youngsters on those days.
I was fortunate to work as your stick orderly and learnt basic of computers at the IT cell you had created for data collection. Now after retirement I am heading security automation department of one of the India’s biggest conglomerate.’

Look at the friends/ followers on your social media accounts.  How many are your soldiers?

During most military training and courses, the philosophy of training was to train every soldier and officer two levels up with every soldier and officer capable of functioning at a level higher and aware of the functioning two levels up.  A Section Commander was expected to function as a Platoon Commander and was to be aware of the functioning of a Company Commander.

As a Lieutenant, I was the Gun Position Officer (GPO) responsible for deployment of the six guns of the Battery, calculating the technical parameters for engaging targets at about 25 km, ammunition management, administration of the soldiers, maintenance of weapons, vehicles, radio equipment etc.  During our annual training exercise with live firing, our Brigade Commander declared me a ‘casualty.’  Our Technical Subedar took over the duties of GPO and did a commendable job which surely impressed our Brigade Commander.  Four years later, as the Forward  Observation Officer (Captain) during  a similar training exercise, our Brigade Commander declared our Battery Commander a casualty and I carried out the fire planning and engagement of target in support of an Infantry Battalion attack.  We were trained and tested to function a level up.

For the annual inspection when I joined our Regiment as a Second Lieutenant in 1983, our Brigade Commander wanted the officers to form a gun detachment of the medium gun and bring the gun into action and carry out various target engagement drills.  The senior most Battery Commander was the detachment commander with rest eight of us – Captains and Lieutenants – formed the detachment.  We trained for a week with our Gunner Subedar Amarjit, a Punjabi Brahmin who spoke chaste Punjabi interspersed with taunting comments as our instructor.  It was a great learning for all of us and it was fun, especially Subedar Amarjit’s commentary and exalting Punjabi punch lines.

Curious to see our Battery Commander training on the gun, I asked him as what could be the intention of our Brigade Commander in making us go through this drill.  He said that it was to build camaraderie among officers and make them well versed with the handling and functioning of the gun.  I wasn’t fully convinced.

Come June 2002 and I took over command of a Surveillance and Target Acquisition (SATA) Regiment.  The unit was under the process of being equipped with modern radars, surveillance and survey equipment.  Military technology develops by leaps and bounds in the modern day and what knowledge I had of the equipment were outdated.  I began earnestly training on the equipment with our soldiers with our Subedars as instructors.

It was learning of a different kind.  the soldiers were enthused by their Commanding Officer training as the detachment member and commander of the radar; carrying the theodlite, setting it up and taking observations; operating the long range optical surveillance system; handling the Global Positioning System (GPS) etc.  I enjoyed the training the same way I did as a Second Lieutenant and learned a lot, especially the short-cuts the soldiers adopted.

It helped me know more about our soldiers and my confidence in them increased manifold.  They too must have had a similar experience.  I learned a lot and enjoyed the three morning hours I spent on training and it appeared that our soldiers too enjoyed training with their Commanding Officer.  My computer knowledge – both in hardware and software – helped me assimilate the training fast. Our soldiers were amazed with my speed of learning and were impressed by my finesse in handling the equipment.

That was when the answer to the question I had as a Second Lieutenant propped up in my mind.  Why can’t Commanders at all levels train for a day or two to function two levels down?

I suggest that all commanders – Brigade Commanders and below – must train two levels down.  It will be a  great learning, especially in view of the ever changing military technology.  When I joined our Regiment in 1983, the soldier’s personal weapon was 7.64mm Self loading Rifle.  Over the years we were equipped with the 5.56 Rifles and the AK 47.  Our Regiment was equipped with Bofors Gun in 1989 – a quantum jump in using the computing power in the field of gunnery.  We were till then used to the cumbersome manual procedures involving logarithmic tables, range tables, various graphical instruments and the calculator to calculate various gunnery parameters.  Similar was the case with the Infantry and Armoured Regiments.

Training two levels down – if done with a positive intent to learn – will go a long way in camaraderie and the soldiers knowing their Commanders better.

‘When he has brought out all his own, he goes on ahead of them, and his sheep follow him because they know his voice.  But they will never follow a stranger; in fact, they will run away from him because they do not recognise a stranger’s voice.‘ (Gospel According to St John, Chapter 10, Verses 4 & 5)

This was my guiding light as I trained myself along with our soldiers on assuming command of a Surveillance and Target Acquisition (SATA) Regiment. Being new to the outfit, it was imperative that I ‘recognise their voices’ and for the soldiers to know the ‘voice’ of their Commanding Officer (CO).

My mornings were well spent on training with our officers and soldiers on the equipment, as my first priority was to achieve a good level of proficiency in handling and operational functioning of the radars, surveillance and survey equipment.

The deficiency in our posted strength of personnel was made up by the influx of about 20 recruits, whose training had been truncated in view of the mobilisation.  They had to be trained further to become effective soldiers.  Drill and Weapon Training Instructors were requested from the neighbouring Infantry Battalion.  All young soldiers with less than five years of service were trained separately, commencing with 45 minutes of Physical Training, followed by a breakfast break of 45 minutes .  This was followed by 45 minutes of Drill after which there was a 15 minute ‘hydration break’ with liberal amounts of lemonade and water being served.  This was followed by a 45 minute  Weapon Training class under the trees. The technical and tactical training sessions were conducted thereafter, on each day.

For the next four weeks, all Officers and Soldiers trained sincerely and hard.  At the end of our training schedule, we had well turned out soldiers moving about with a smart military bearing.  They all proved to be an asset to the Regiment as they were ready to execute any task. A strong feeling of ‘espirit de corps’ and Regimental Pride developed due to which, we had zero disciplinary violations. .

Training of JCOs and NCOs to become effective junior leaders was a bit difficult on account of systemic inertia caused due to decades of centralised functioning.  Though their duties and responsibilities were explained in detail and all JCOs were granted the financial power to purchase anything up to Rs 100 without prior approval, they were rather hesitant to assert themselves.

On the third day of my training with the Radar teams, I tasked a JCO to drive in a vehicle along the road, for a distance of about 15 km from our location, with a radio-set and a GPS.  He was required to stop after every km and report his location while those of us at the radar end tried and locate him and compare the map coordinates worked out by us with his GPS coordinates reported.  After about five reports, the JCO stopped reporting his coordinates because the batteries powering his GPS had drained off.  “Why couldn’t   he use his initiative and purchase the standard AA batteries from any local shop?” I asked.  Though the cost of the batteries was well within his financial powers, the thought of procuring them himself, did not occur to him.  “March him up to me tomorrow!” I ordered.  In the evening Major Suresh, our Second-in-Command, came to my office and said “At this rate you will end up marching up half the Regiment.  Please give them time to get used to your style of functioning.”

There were many myths prevailing which had to be broken.  This needed persistent efforts as it is rather difficult to introduce new ideas and practices without uprooting deeply entrenched beliefs and practices that drive the functioning of any military unit.

As the Regiment was all set to move into battle, all soldiers wore their Identity Discs with the oval disc on their left wrists and the round one around their necks. The myth prevalent was that this was to ensure that identification of the body parts would be easier if blown apart due to an explosion.  The correct method of wearing the two discs was explained to all soldiers.  The oval disc, through one hole of which, a cord 24 inches long is passed through, is worn around the neck like a chain.   The round disc is required to be attached to the bottom hole of the oval disc using a smaller cord, about four inches in length. Both the discs, attached to each other, were required to be worn around the neck of each soldier! In case of death during war, the round disc is required to be removed by the soldier’s comrades or at the field hospital and deposited with his unit as proof of his  death in action. The oval disc is left on the body for identifying it and conducting the last rites.  The round disc, along with the soldier’s personal belongings are despatched to the Depot Regiment/ Company of the Regimental Centre of the soldier and the oval disc is removed at the time of cremation/ burial or despatch of the dead body to the soldier’s home and kept for records.

An  aspect that hindered the effective functioning of JCOs was the non-availability of transport, especially when they had to travel outside the Regimental area.  Three 100 cc light motorcycles with six helmets were handed over to our Subedar Major, for use by the JCOs. The Subedar Major was directed to issue military driving licences to all JCOs and to those Havildars who had qualified for promotion to be a JCO.  One JCO was brought to me with the excuse that he could not drive a motorcycle and hence, did not want any driving license to be issued to him.  I cleared his doubts by making him aware that, “All JCOs were required to clear Mechanical Transport Level 3 Test (MT3) prior to attending the promotion cadre. Anyone with MT3 is qualified to drive a motorcycle and other vehicles.  In case any JCO is unwilling to drive, he would be marched up to the General Officer for dismissal from service on grounds of inefficiency.”  There were no complaints after that.

The Battle Physical Efficiency Test (BPET) and Small Arms Annual Classification Firing results of the Regiment, did not follow a bell curve.  That meant that either the standards set by  the Army Physical Training Corps or the Infantry School were too easy (which, obviously was not the case)  or the soldiers of our Regiment were exceptional in their marksmanship and physical fitness!!  I impressed upon all the need to be truthful in reporting test results and it must follow the bell curve.  The case of Havildar Shivnath Singh who represented India twice in the Asian games and twice at the Summer Olympics  and who wilted due to unscientific over training was discussed.  I summed it saying “Failing in any test is not a sin and the soldier has to be trained systematically to achieve the desired results.”

Another retrograde convention among all ranks concerned the use of the telephone or intercom to communicate with the CO. This was considered by most as sacrilege. Our officers felt that calling the CO over the intercom or telephone appeared discourteous and they were not comfortable with it. They felt that they must physically appear in front of the CO to pass on any information. I explained to them, “The exchequer has spent a considerable sum to provide the Regiment with a telephone network and an intercom system.  Please use them. Calling the CO over the phone is not being discourteous.”  It still took them over a month to shed this inhibition.

Did it continue like that for ever in the Regiment?  I did what I could and I cannot ensure its continuity, but I succeeded to a great extent in dispelling many myths and retrograde conventions.

On taking over command of our Regiment in June 2002, we were deployed in our operational area in Rajasthan, ready to be launched into battle any time.  The mercury tipped many days over 40°C and the Regiment had been there since the dawn of the New Year.

The entire Regiment was living in tents with the Commanding Officer (CO) provided with a much more spacious and larger tent.  The other luxury the CO enjoyed was a desert cooler in the tent and the Second-in-Command (2IC) too had this luxury.  A 5kW generator meant for the workshop powered the lights, fans and desert coolers from 9 AM to 2 PM and then from 7 PM to 10 PM.

My first day in command was spent on familiarisation of the Regiment and the area around.  It ended with my first command order.  Please click here to read https://rejinces.net/2016/04/01/first-comd-order/.

That was when I realised that the dreams and plans I had in mind to be executed on taking over command had to be kept in abeyance as there weren’t adequate funds.  The only money at my disposal was Rs 200000 from a fixed deposit that had matured.  That wasn’t my money and if I used it, I had to make it up.

After working out the power requirement, it was decided to procure three 15kW generators and fifty desert coolers to equip every tent in the Regiment.  Two Young Officers with a team of soldiers were deputed to purchase the same from Jodhpur, the nearest town.  From that evening we had a well lit and well cooled township.  My only worry was that I had spent most of the Regimental Fund.

That evening at the Officers’ Mess, I gave out my command policy.  Anything that does not have a utility value to the Regiment in our operational area or for the families of our officers and soldiers at our permanent location must be disposed off.  All funds, Regimental and others must be utilised towards the war efforts.

All Officers and soldiers were asked to propose anything they needed and I found they were too contented with what I gave them the very first day and wanted no more.

We procured two desktop computers to support my automation endeavours. Now I had to conserve all that was left with our Regimental Fund.  The first step was to reduce stationary usage by automation and we succeeded to a great extent.

In November we were ordered to return to our permanent location at Devlali. I ordered that only one of the three generators to be carried along and the rest two and all fifty coolers to be sold off at 60% of their cost with the first priority for our soldiers.  The coolers and generators were of no use to the Regiment at Devlali and would have turned into junk later.  Our soldiers from Rajasthan picked up the entire lot and I recouped half the Regimental Fund I had spent.

The first project we executed was a washroom cleaning device based on the mobile cleaning unit employed by the Indian Railways to clean the toilets of the trains on the platform.  Our soldiers designed and built it.  Now every soldier could carry out janitorial duties and the Safaiwalas (Janitors) were available to accompany radar detachments, survey teams and also operate radio sets.  They turned up smartly in their combat uniforms every morning walking with a swag with the radio set on their back and the operators pad in their hand.

Most of my time in the Regiment was spent at the Computer Cell.  Whenever needed, I relieved at the soldiers’ washroom rather than using the washroom at my office. This ensured that all soldiers kept their washrooms spic and span.

Two weeks after landing at Devlali, Major General RS Jambusarwalla, our Divisional Commander visited us.  I received him at the Regiment and he walked to the rear end of his car and ordered his driver to open the boot.  There it was – a computer, a printer and a multimedia projector.  That was the only time in my military career a visit by a senior officer began with a gift to the Regiment.

Two weeks later was the inspection by Lieutenant General GS Sihota, PVSM, AVSM, VrC, VM,   the Army Commander, Southern Command and his proposal for other units to procure the software we had developed for Rs 10000 was a great boon.  Now I had all the money at my disposal to implement all my ‘wild ideas.’

We were a SATA Battery being converted to a SATA Regiment.  We did not have a JCOs’ Club, an important Regimental institution.  Fighting many a battle with the Station Headquarters, we managed to get a near dilapidated building allotted as our JCOs’ Club. I summoned our SM and tasked him to get the building done up, procure furniture, crockery, cutlery, etc.  I gave him a month’s time for executing the task with my final advice “It’s got to be better than our Officers’ Mess.”  After a month our SM invited all officers for a cocktail at the JCOs’ Club for inauguration.  The above image is the testimony to that day.

The next project was to create a high-end barber shop.  Please read https://rejinces.net/2016/04/29/acgo/.

Our soldiers came up with a request for a multi-gym.  SM Thangaswamy was tasked to execute the project with the assistance of other JCOs.  They suggested procuring the equipment  from Ambala as it would a cheaper option.  I advised them to procure it locally from Nashik to ensure installation and warranty services.

Two weeks later SM Thnagswamy asked me about my availability to inaugurate the gym.  I asked him to inaugurate immediately and make it available to our soldiers.

We automated our kitchen with flour kneader, freezers and coolers for storage of milk, meat and vegetables.  We were allotted a ‘Steam Jacketed Cooking System’ for the soldiers’ kitchen procured from special funds under the Army Commander’s Special Financial Power. I did not want it to turn into an elephant’s teeth for show alone.  How we extracted its full value, please read https://rejinces.net/2019/03/31/elephantteeth/.

I was lucky that I had a great lot of officers and soldiers who accepted me, supported my ideas and worked wholeheartedly to ensure fulfilment of all my dreams.  I must sincerely thank all Officers, JCOs, NCOs and soldiers and a special high-five for our Subedar Major (SM) Thangaswamy who kept me in high spirits with his sense of humour.

Did I realise all the dreams I came with to command?  It’s an emphatic Yes and much more; all because of a great Regiment that I was lucky to command.

Listening to an interview of Brigadier General Ross Coffman of the US Army on military leadership, I was fascinated by his revelation that it was his father who too served the US Army was the one who instilled in him a duty to serve the nation, and to love the men and women who fought alongside. General Coffman narrated an incident with his father.

A close relative was skimming through the pages of his father’s album and came across some photographs of his father as the Platoon Commander with Sergeant Elvis Presley.  He said “If you sell these photographs, you will earn huge money.”

When Elvis Presley turned 18 on January 8, 1953, he fulfilled his patriotic duty and legal obligation by registering for the US Army draft.  At that time he was a rock and roll music sensation.  Though the US Army offered Presley an option to enlist in Special Services to entertain the troops, he decided to serve as a regular soldier. This earned him the respect of his fellow soldiers and countrymen.  Thus Presley became US Army Serial Number 53310761 and after his basic training was assigned to D Company of the Third Armored Division’s 1^st Medium Tank Battalion.  This took him to Germany on October 1, 1958 and he served with the Regiment until March 2, 1960.  On January 20, 1960, Presley was promoted to the rank of Sergeant.

What impressed young Ross the most was his dad’s reply.  “I love all the soldiers who served with me.  My love for them will never be on sale.“

On assuming command of a Surveillance and Target Acquisition (SATA) Regiment at our operational area in Rajasthan during June 2002, where we were deployed to go into battle at any moment, I walked into our office and asked for the ‘Last Will and Testament’ of all soldiers.  I realised that most were incomplete or inaccurate with respect to the name of the next of kin, spouse and children. When I inspected the documents of the clerks who were responsible for their preparation, I found the same glaring errors and omissions.  Realising the gravity of the situation at the juncture when war clouds were looming, I decided to automate the personal documentation of our personnel, starting with the generation of the Last Will.

Having served throughout with a Medium Artillery Regiment, and on staff assignments, I had a very basic, broad based knowledge and exposure to the equipment and operational functioning of my new unit which was all about radars, surveillance equipment and survey. Achieving thorough proficiency in these subjects became my foremost priority. Therefore, my mornings were well spent on training with our soldiers on the equipment.  By noon it was too warm for any worthwhile learning and I used the rest of the day to familiarise with the soldiers by interviewing them at my office.  Please read https://rejinces.net/2015/12/28/firstmlname/

When I moved in to command, I had four boxes – two for my personal belongings and two housing my desktop computer, printer, scanner and various other accessories.  My personal computer was the only functional computer in our Regiment then.

I began my automation project by creating a basic database comprised of  the soldiers’ personal number, rank, name, next of kin, spouse and children. With each interview, the database expanded to include other relevant aspects.  By the time I completed the first round of interviews, I had to conduct another round as I had more data to collect.

With the assistance of three soldiers, we captured most of the required data and I programmed it to ease various documentation aspects – Part II Orders, pay & allowances, promotions, qualifications, training schedules, nominations for Insurance & Provident Fund, leave availed and printing of relevant forms and certificates concerning every aspect of documentation pertaining to soldiers.

The interviews went on to the third round and our soldiers appeared to enjoy the experience.  During one of the breaks while on a reconnaissance mission, my radio operator, Naik Ranjith, a good mimic, enacted a soldier’s expression on being summoned to the Commanding Officer’s (CO) tent for an interview.  It commenced with the discomfiture of the soldier seated on a chair in front of the CO.  Until then, soldiers always stood at attention in the CO’s office unless ordered to stand ‘at ease’.  On being seated, he was served a cup of tea and to complicate the matter further, he was offered a biscuit!  The soldier’s dilemma was,  how he could drink the tea and eat the biscuit while answering the volley of questions fired at him by his CO.  The seat in front of the CO’s table came to be named as the ‘hot seat’.

The ‘hot seat’ helped me to learn a lot about our soldiers and also to break the ice with them. Rather, it melted the ice altogether. At the end of this process, we had a robust database which could execute most documentation tasks at the click of a mouse. Our biggest achievement was that we could print all documents that were required to process the grant of  pension to soldiers who were due to retire, running into over sixty pages, accurately, without errors, with the click of a mouse.  It made the clerks redundant.

By the end of November 2002, we returned to our permanent location at Devlali as a cooperating unit of the School of Artillery.  The news about automated functioning and other welfare measures instituted in our Regiment reached the ears of Commandant, School of Artillery. Two weeks later, the Commandant directed me to be prepared to conduct Lieutenant General GS Sihota, PVSM, AVSM, VrC, VM,   the Army Commander, Southern Command, during the administrative inspection of the School of Artillery.  I was tasked to conduct the General in our Regiment for thirty minutes after the briefing by the Commandant at his office.

General Sihota accompanied by the Commandant reached our Regiment and I straight away demonstrated the software and the automated office functioning.  We also discussed various welfare measures that we had initiated in our Regiment.  At the end of the discussion, the General asked me “If other Units of the Army would like to procure this software from you, how much would you expect?”

“Ten thousand rupees,”  I replied.

“Why ten thousand?”

“This software has been designed for our Regiment. I need to work to customise it for others.  I can provide it free of cost, but then, no CO would value it.  Only those COs who sincerely value the importance of documentation of their personnel will spend money to procure the software.”

The Army Commander was convinced with my reply and he gave me the go ahead.  We all left from our Regiment for lunch and the Commandant was happy that the administrative inspection of School of Artillery was concluded with the GOC-in-C’s visit to our Regiment.  About a hundred units, mostly Artillery Regiments and a few Infantry Battalions procured the software from us.

The money from the software accumulated in our Regimental Fund Account.  Our Second-in-Command, Maj Suresh approached me to say that it was my money as it was the fruit of my hard work.  I refused to accept a penny though Suresh was adamant that I take at least 25%.  I said:-

“I developed this software for our soldiers.  I love our soldiers from the bottom of my heart.  I cannot sell my love for our soldiers.  All the money we earn from this software must go to them.”

Having joined our Regiment with four boxes, I left the Regiment after a very fulfilling command tenure with two boxes, leaving behind my desktop computer which had dutifully served me for seven years.

Congratulations to the author for a well written book with the aim of motivating our youth – an aspect that very few military leaders have  attempted.  The journey of life of a young lad from Charangpat (Lake of the Dragonflies)- a remote hamlet in Manipur – ‘the Switzerland of India’,  to becoming a General in the Indian Army and on hanging his uniform.  His choice to return to his roots to serve  the society instead of enjoying a well-earned retirement at any place of his choosing, is well etched.  He was, in his own words, was a child who was physically weak, shy, scared of heights and the darkness.

Manipur has the highest per-capita number of officers in India’s armed forces.  Now, being the Chairman of the Manipur State Public Service Commission, I have a suggestion.  While appearing for Canadian citizenship, we were required to clear an examination which had 20% questions from Canada’s military history, mostly covering Canada’s contribution during the two World Wars.  India has a very eventful military history, especially post independence.  Through my various blogposts I have been suggesting that the Union Public Service Commission and State Public Service Commissions must have least five percent questions from Independent India’s military history.    This will enthuse the coming generation and will make them aware of the role and sacrifices of India’s Armed Forces. It is sure to make them feel proud.

All through the book, the author’s love for nature has been vividly painted, taking the reader through a visual fete. The description of the author’s grandfather ‘Even the horses kept silent when he coughed,’ kept me thinking for a while. The author’s initiative to recover plastic junk accumulated over the years of army deployment in the Siachen glacier is another example.

The impact of seeing a ten year old handle a weapon by; the need to have a dream in life – to dream big and how to pursue it; participating in family activities and chores; care  for his mother by buying her salt with all his pocket money; overcoming stage fear; moral fibre, by choosing to throw away that ‘chit’ carried by him to the examination hall; listening to the English news to enlarge his vocabulary; the importance of reading (even if not comprehended at that age;) the need to remain focused;   the power of pardon and  courage to be truthful; his adventurous train journey;  the importance of education in the development of any society; the need for hobby – great life lessons that any child will value and benefit from during his growing years.

It was a revelation to me that the game of polo originated in Manipur.  His requesting for half a mark to make it to 60 – brought back memories of many of my class mates and also, officers during various courses, begging for a  mark or two to make a better grade.

Team spirit and camaraderie instilled in cadets at the National Defence Academy,  the lack of facilities and time to enhance individual skills; modification of curricula to incorporate leadership skill development;  have been well brought out.

The initial grooming and training  of a Young Officer in his Regiment; the need and role of a mentor; the impact of his carrying the additional load of a soldier during a gruelling professional competition; the importance of participating in adventure activities – provide an interesting peek into the development and growth of a military leader.

The need for re-orienting training and educating the soldiers in dealing with the local population – through the eyes of the author – recipient of the adverse effects of lack of empathy  by soldiers; the adverse effect of Armed Forces Special Powers Act; effect of movies to turn the youth to violence – have been well explained.

The author has given a first-hand information about the plight of the Bangladeshi Chakma refugees; peace-loving Mizos; the clashes between  Meiteis, Naga, Kuki tribes, Manipuri Muslims; religio-communal  divide and its present day implications; present cultural and socio-economic situation   – the voice of a true son of the soil.

Submitting Kanchejunga rolls out like a movie as one reads, especially the fall of the author into a crevasse, coming out of the jaws of death and the felicitation by the Prime Minister of India that followed.

The conviction of the author to stand up against an unsavoury remark against Manipuris by a General at the Defence Services Staff College and the methodology adopted to make the General retract his words shows the maturity of the author and his adeptness in dealing with ‘difficult ‘situations.

A tinge of well appreciated  subtle  humour – panic is fear at highest level of military; the golden epaulettes;   gifting of a telephone by a Pakistani soldier.

The first hand details of the attack on Point 5770, mostly unsung,  gives the reader goose bumps with each activity explained with brevity.  It showcases the leadership traits of the author.  My salute to you Sir for the respect you showed to the fallen enemy soldiers in keeping with the highest military values. Not being awarded the Battle Honour – I hope the Indian Army will make amends for the oversight even at this stage.  It needed an American author, Marcus P Acosta to bestow the honour the author’s Battalion 27 RAJPUT deserved.

The Siachen Glacier experience, the after effects on both the body and mind of the author is well expressed.  The dogs Pista and Pisti and the author pinning his commendation on Pisti, concern against  euthanasia of  aged mules shows the author’s love for all God’s creations.  His wish to command a brigade in the glacier – that too for a rupee – proves his military leadership traits.

The causes that led to the Ind-Chinese recent stand-off as viewed through the author’s eyes is worth a read.

As suggested by the author, the need for a test to assess the psychological and emotional condition of the officers prior to assuming command of units is of utmost importance. If implemented, it will prove to be extremely beneficial to the Army.  Also, the case of boots for soldiers – why every piece of the soldier’s uniform – were privately bought.  There is no worthwhile water-bottle for a soldier since 2000.  The author’s concern for the soldiers’ needs and his moral fibre  to convey it to none other than the Defence Minister in the presence of the Chief of the Army Staff shows the author’s convictions.

The author has fulfilled his childhood dream – he did not stop there – but went on to become a Lieutenant General of the  Indian Army.  He has rightfully credited his achievements to his family, his teachers, his superior and subordinate officers of the Indian Army; above all to the soldiers who served under him.

After writing this review, I felt that I missed a great deal in never getting an opportunity to meet or serve under our first General from the North-East – a true soldier and a gentleman. I sign off with a quote from this book:-

Meeting and interacting with thousands of officers and men under my command gave me more faith in the inner strength and capability of our officers to win any situation.  Only the Generals have to live up to it.

Statutory Warning :  Do not blame the author for gelastic syncope. 

Compliments to Captain Anil Gonsalves for an excellent biographical book.  The book begins with a well composed poem, which I wasn’t expecting in such a book, that too about our alma-mater, the National Defence Academy (NDA.)  Many pages have been written about NDA over and over and the ‘snake killed many times,  still being beaten harder.‘  Is the tail still moving??

This was a welcome change; something different. The narration, all humorously radiant with an infectious enthusiasm.  It is a collection of  hilarious, stimulating, and thoughtful set of events as they unfold.

When I read the anecdotes about life at the NDA, I relived it with a smile at the corner of my mouth though the real life experience was far too terrible.  The readers who have been through this type of training will enjoy reading  it with a smile, both in their hearts and on their face.  The author has captured all the important and landmark events in a Cadet’s life at the NDA.

The habits acquired at the NDA continue with us like the ‘never used, starched handkerchief.’  Measurements of distance and time during the reunion, I thought it was only my mind’s creation during our reunion.  Now I realise that I have company.  Returning to NDA, I too felt that I must not have grown up so quickly.

The author has effectively brought out nostalgic moments of his Naval life with a tinge of humour, beginning with the last sailing of the beautiful INS Mysore, the cadets’ training ship. Various life lessons the author has hilariously unwrapped are :-

• Taking care of the sailors or soldiers or airmen, acceding to their request for leave even if it was fake, is sure to make any young officer feel like the Captain of the Titanic.
• Life as a young officer was always about setting up a classic rattrap and ringing the bell, but every time the rattrap by itself and the tone of the bell had to be different.
• The weatherman is always right on a wrong day and is the only one to keep his job or not get kicked even if he is wrong 75% of the time.
• It’s the Commanding Officer who is responsible for every action of his ship and he is the ship.
• ‘Triskaidekaphobia‘ the fear of number 13 (from Greek tris (‘three’), kai (‘and’), and deka (‘ten’). Hence look intelligent, talk with technical terms, but always check one’ facts before blurting out.
• English may not be you mother tongue – ‘working hardly’ on your language skills may not be beneficial always.
• Beware of un-mastered Indian languages – they will land you in a soup.
• Bathing nude at the NDA did has its advantages.
• Bull-shit is Indian Army’s prerogative, never knew that it was Buffalo-shit in the Navy.
• Gunners – the Naval and Army versions – are well known for their stiffness and pranks.
• You can’t be thrice lucky – especially with a DRDO scientist – that too with a hammer.
• You must salute the Armed Forces chopper pilots twice.
• The hard service lesson to follow the Chetwode credo will remain etched in all Armed Forces officers’ minds even after retirement :-“The safety, honour and welfare of your country come first, always and every time. The honour, welfare and comfort of the men you command come next. Your own ease, comfort and safety come last, always and every time.”
• Travel the world – you will realise how much you missed of the God’s beautiful creations and how much is left for you to see. The travelogues are excellent – I can vouch for the Canadian part of it – and provide excellent tips and a peek into places of interests.
• The 16 hour flight from India to Toronto is as comfortable as the Taliban therapy.
• Canadian side offers the best view of the Niagara Falls.
• Canadians take courtesies to the extremes. They will say ‘sorry’ even if you stamp on their feet.  The magical words like ‘hi,’ ‘please,’ ‘thank you’ – you have to punctuate every phrase you utter with least one of it. Racism or any racial comment or gesture is not liked – especially with young school going children around. (I have had it many a times from our children.)

A Glossary of NDA and Naval terms at the beginning or explanation of the terms would have benefited the reader.  If the reader finds difficulty in getting the meaning of those terms, always remember –It means the same as the first that came to your mind – else Google it up.

If you believe that ‘Laughter is the best Medicine,’ then this book is for you.

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The first word of title of the biographical book ‘ Serendipity’ made me scratch the vocabulary storage of my brain and the obvious way out was to ‘google’ it.  Serendip is the Old Persian name for Sri Lanka.Parts of Sri Lanka were under the rule of Chera kings of Kerala in the fourth and the fifth century.  Dweep in Malayalam, Kerala’s native language means island and hence they called the island Cherandweep.  The Arab traders engaged in spice trade with the Cheras called the island Serendip. The word ‘serendipity’ first appeared in a letter written by Horace Walpole (1717–1797) to his distant relative Sir Horace Mann dated 28  January 1754. Walpole  formed the word from the Persian fairy tale The Three Princes of Serendip, whose heroes ‘were always making discoveries, by accidents and sagacity, of things they were not in quest of.’

Serendipity could be defined as an act of finding valuable or agreeable things not sought for. There are many scientific inventions as a result of serendipity.  Microwave oven, penicillin, x-ray, pacemaker and most importantly and recently Viagra are a few examples.

Kudos to the author, Colonel Badal Verma for essaying the journey of a soldier.  He has given due credit to everyone who helped him traverse through this journey – his soldiers, instructors at various Academies and institutions, his subordinated officers and his seniors.  Shri Bachu Singh, his civilian attendant at the academy too gets a deserving mention. He has brought out the role his parents, wife and children played in this tough and thrilling journey.

In Chapter 9, the author has summarised his relationships with the humans around him and also  brought out the need to respect women, empower them and give them the needed space, both in the society and at home.

Importance of conditioning a soldier’s mind to accomplish the most difficult tasks and how the mind is conditioned for it is explained in detail.  Life of soldiers on a lonely far flung post and his travails, his moments of pleasure and despair, his need to communicate with his family miles away – gives an insight to the reader into the mind of a soldier.

Soldiers’ bond with nature, especially in North-East India, has been captured very well by the author.  The social life of the beautiful people who live in this part of India, their culture, beliefs have been painted well.  I must salute the conviction of the author in pointing out the fault line of the people of mainland India towards these minorities of the North Eastern states and Kashmir, especially the women.

The author has explained what goes through a soldier’s mind when he faces death, that too sure death, having taken two bullets at close range.  The psychology of a soldier and his will to survive and live another day is very well chronicled, especially as the author had a close shave with death not once, but six times.  I haven’t read such a beautiful explanation of the sequence of events and the beautiful line that was ‘The most expensive liquid in the world is a tear. It’s made up of 1% water and 99 % feelings.’

The ultimate sense of soldiering is in forgiving one’s enemy – the man who would have potentially taken his life – by not identifying him in a court.  It proves ‘To forgive is divine’ : from a poem An Essay on Criticism, Part II by poet Alexander Pope.

The author’s encounter with snakes is detailed, but it tends to encourage killing snakes which is unlawful.  The chapter reinforces the prevalent myth that most snakes are poisonous and they got to be killed.  A paragraph or two as to how to deal with snakes, their capture and release in the wild would have been useful.

The journey out of one’s uniform is very difficult for any soldier and even worse is the life in the world outside the army. The experiences of the author in this regard – his candid acceptance of his failures and short comings – and how he faced them must be lauded.

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A well written book – it takes a lot of courage to come out with the truth – and the author has successfully done it.  One could feel the conviction in the writing – not like the utterances of most veteran generals of today – as if the problems did not exist during their times.  My heartfelt compliments to the author.  I have neither served with the author nor interacted with him before and I consider it as my misfortune.

The language is simple and easy flowing.  The book contains worthwhile anecdotes and quotes, mostly from American and German Army and a few anecdotes about Sam Manekshaw.

Our Generals were Colonels and Commanding Officers before becoming a General.  The last place where one is in direct command of soldiers is as a Commanding Officer.

In the book, the word ‘General’  if replaced by ‘Colonel’ and if it is read by Lieutenant Colonels before being promoted to be a Commanding Officer, it  is sure to help them.  The contents are least likely to be of any value to the Generals as most may not accept what is written and their minds are already ‘hardwired.’ A Colonel’s mind can still be influenced.

The chapters 1 to 3 speaks about listening skills in details, but hardly about reading – ‘The Generals who command against me will never read it and the young men who read it will never command.’

The Conference syndrome begins at Battalion/ Regiment levels.  If a Commanding Officer needs to hold a conference, I feel there is something wrong with him – he surely does not know his job and is not clear about the way the task is to be executed.  It is more for finger pointing and to save his ass.  Conferences must be avoided at all costs and must be held only if inescapable.

The author speaks of thirty percent of Infantry Brigadiers being incompetent – thanks to the pro-rata system – in fact only 30 percent are fit.

Lack of moral courage is surely the cause of downfall of many Generals of the Indian Army and it did not happen because they got promoted beyond a Colonel, it was inherent in them during the Academy days itself. Moral values and the lack of it begin to be expressed in command – from battery/ company/ squadron commander days.

It is high time the Indian Army goes in for an objective performance assessment of officers and it got to begin with the Commanding Officers.  Peer evaluation by officers and Junior Commissioned Officers – selected at random, maintaining confidentiality – as suggested by the author will prove credible in the long run – though there may be a few aberrations, but would end more objective and accurate than the present appraisal system.

A must read for all officers of the Indian Army.