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Defence Indigenisation

• Indigenization of the defence sector in India refers to the nation’s initiatives to foster separation and minimize dependence on overseas vendors for defence technology and equipment.
• In order to improve national security, lower import costs, and promote domestic industrial growth, it is intended to develop and produce defence infrastructure, ammunition, and supplies within India.

Indigenisation of Defence Sector: Statistics

• From 2018–19 to 2020–21, the government’s initiatives have lowered the expenditure on defence purchase from foreign sources from 46% to 36%, therefore reducing the import load.
• Additionally, between—2019–2020 and 2020–21—the Value of Production of Public and Private Sector Defence Companies has increased from Rs. 79,071 crore to Rs. 84,643 crore.
• Defence Sector of India has grown by 334% in the last 5 years and is now exporting to 75+ countries with the help of collaborative efforts.
• India has the World’s third- largest defence expenditure after China and US and expects to export equipment worth US$ 15 Billion by 2026.
• As per Union Budget 2022-2023, 25% of the defence Budget has been embarked for private entities and start-ups to pave the way for new innovation in the defence technology.

Indigenisation of Defence Sector: Initiatives
Make in India Policy:

• Launched in 2014, “Make in India” policy, aims to support domestic production, R&D, and technological advancement in the realm of defence.

Atmanirbhar Bharat Abhiyan:

• The Self-Reliant India Campaign, which was introduced in 2020, places a strong emphasis on self-reliance in all spheres, including defence.
• To minimise  reliance on foreign defence imports, it promotes indigenisation of defence industry, research and development, and innovation.

IGMDP:

• In 1983, When the government approved the Integrated Guided Missile Development Programme (IGMDP) to create five missile systems, it marked an important milestone in defence indigenization.
• Prithvi (from surface to surface Akash(Air-to-Surface) Trishul (Prithvi’s equivalent in the navy) Nag (Anti-tank) Agni (1,2,3,4,5) is one of several ballistic missiles with various ranges.

Defence Procurement Policy:

• In accordance with the Dhirendra Singh committee’s recommendations, the Defence Procurement Procedure 2016 (which replaced the DPP 2013) added the additional category “Buy (Indian-IDDM)” — Indigenously Designed, Developed, and Manufactured — as the most preferred process for acquiring defence goods.
• A “fast-track” acquisition process for weapons was previously exclusively available to the military forces, but DPP now permits the Defence Acquisition Council to use it.

Outsourcing and Vendor Development Guidelines:

• For DPSUs (defence public sector undertakings) and OFB (ordnance factory board) to encourage private sector engagement, especially SMEs (small manufacturing businesses) for defence production.
• According to the guidelines that each DPSU and OFB must have a short- and long-term vendor growth plan in order to gradually boost outsourcing from the private sector, especially SMEs. The standards also cover vendor creation for import replacement.

FDI policy:

• It states that up to 49% of a company’s total foreign investment may be made through the government route (FIPB), and any amount above 49% requires the Cabinet Committee on Security’s (CCS) individual case-by-case clearance.
• To ease investment in the industry, restrictions including the requirement that the single largest Indian shareholder hold at least 51% of the shares and the whole ban on Foreign Institutional Investors (FII) have been lifted.

SRIJAN:

• Launched in 2020. in an effort to encourage industrial indigenization, the Ministry of Defence has also developed an SRIJAN portal.
• 19509 defence products that were previously imported have been submitted to the site for indigenization as of 2023.
• The Indian military industry has so far expressed interest in indigenizing 4006 of them.

Indigenisation of Defence Sector: Challenges

• The development and manufacture of cutting-edge defence systems nationally requires an extensive amount of professional knowledge and skills.
• Implementing indigenization strategies can be challenging if the institutions involved in defence manufacturing lack the essential expertise, such as scientific and technological expertise or trained employees.

Planning for defence is inadequate:

• Effective indigenization of the defence industry requires extensive planning to identify the prerequisites, create goals, allocate resources, and determine plans.
• Lack of effective planning can result in inefficiencies, delays, and the failure to accomplish the anticipated results. Institutional shortcomings prevent timely policymaking.

Lack of Logistical support:

• Defence indigenization frequently entails intricate supply chains and logistical demands.
• The timely manufacturing and delivery of defence equipment might be hampered by a lack of suitable infrastructure, transportation options, or trustworthy supply chains, which can result in delays and price overruns.

Lack of a forum for conflict resolution:

• Multiple parties may be involved in indigenization policies, including defence organisations, governmental organisations, private businesses, and research institutions.
• Disagreements or conflicts among various stakeholders may develop in the absence of a designated forum or platform for decision-making, delaying and impeding development.

Lack of infrastructure for expanding output:

• It takes significant investments in facilities, testing labs, and specialised equipment to build a strong defence manufacturing infrastructure.
• The scope and pace of domestic defence manufacturing may be hampered by inadequate infrastructure, particularly in the private sector as a whole.

Indigenisation of Defence Sector: Way forward

• Create a detailed, long-term plan for defence indigenization that defines specific goals, deadlines, and action steps.
• This strategy should be reviewed on a regular basis and take into account things like resource allocation, national security concerns, and technological changes.

Infrastructure development:

• To aid indigenization initiatives, make investments in the creation of logistics facilities, such as transit systems, laboratories, and manufacturing centres.
• Defence system production, delivery, and maintenance will all be efficient.

Boosting Private Sector:

• In order to modernise the inventive defence industry, a boost to the private sector is required since it can provide the efficient and effective technology and human resources needed.
• To increase the private sector’s confidence and close the trust gap between the private and public sectors, large contracts must be given to them.
• Make that the private sector, DRDO, DPSUs, and OFB are all treated equally.

In-house Development:

• The Navy has advanced successfully on the path of indigenization primarily because of the in-house design capabilities, the Naval Design Bureau.
• In-house design competence should be enhanced among the three services.
• So, instead of relying on the DRDO to design and create the entire ship, they can outsource the development of the ship’s individual subsystems.

Technological Advancement:

• Chip industry should be developed and produced domestically using the software industry and technologies like artificial intelligence and cyber security.
• By developing and manufacturing their own cutting-edge defence equipment, nations can lessen their dependency on foreign suppliers as a result of technological innovation.
• It improves national security by guaranteeing that cutting-edge defence technology are accessible and available even during periods of geopolitical unpredictability or weapons embargos.
• It takes significant investments in facilities, testing labs, and specialised equipment to build a strong defence manufacturing infrastructure.
• The scope and pace of domestic defence manufacturing may be hampered by inadequate infrastructure, particularly in the private sector as a whole.

Indigenisation of Defence Sector:Way forward

• Create a detailed, long-term plan for defence indigenization that defines specific goals, deadlines, and action steps.
• This strategy should be reviewed on a regular basis and take into account things like resource allocation, national security concerns, and technological changes.

Infrastructure development:

• To aid indigenization initiatives, make investments in the creation of logistics facilities, such as transit systems, laboratories, and manufacturing centres.
• Defence system production, delivery, and maintenance will all be efficient.

Boosting Private Sector:

• In order to modernise the inventive defence industry, a boost to the private sector is required since it can provide the efficient and effective technology and human resources needed.
• To increase the private sector’s confidence and close the trust gap between the private and public sectors, large contracts must be given to them.
• Make that the private sector, DRDO, DPSUs, and OFB are all treated equally.

In-house Development:

• The Navy has advanced successfully on the path of indigenization primarily because of the in-house design capabilities, the Naval Design Bureau.
• In-house design competence should be enhanced among the three services.
• So, instead of relying on the DRDO to design and create the entire ship, they can outsource the development of the ship’s individual subsystems.

Technological Advancement:

• Chip industry should be developed and produced domestically using the software industry and technologies like artificial intelligence and cyber security.
• By developing and manufacturing their own cutting-edge defence equipment, nations can lessen their dependency on foreign suppliers as a result of technological innovation.
• It improves national security by guaranteeing that cutting-edge defence technology are accessible and available even during periods of geopolitical unpredictability or weapons embargos.

Defence Modernisation 

Emerging Technologies in Defence 

Artificial Intelligence in Military

• Training and simulation to provide battlefield experience to soldiers.
• Surveillance, specifically in difficult to reach border regions, to provide situational awareness.
• Offensive capabilities, such as autonomous armed drones, which can execute targets.
• Reconnaissance and tactical support in combat situations such as targeted strikes.

Concerns associated with use of AI in military

• Ethical risks: Principle of distinction between civil and military assets and populations, and principle of proportionality of force deployment are compromised.
• Data biases: AI is characterised by a predisposition to certain kinds of data such as racial or gender bias which impacts rational decision making.

Steps taken by India to increase usage of AI in military

• Dedicated labs in DRDO for application orientated research in AI in different domains.
• Defence AI Project Agency (DAIPA) enables AI based processes in defence Organisations.

Space Security 

•  In recent years, India has taken several steps to enhance its space security, including the establishment of the Defence Space Agency (DSA) and the Indian Space Defence and Communication System (ISDCS).

Threats to India's Space Security 

• Cyber-attacks: In March 2021, Chinese hackers targeted Indian power grids and space-related organisations, according to a cybersecurity firm.
• Dual-use technology: India's space technology and infrastructure can be used for both civilian and military purposes, which makes it vulnerable to misuse.
• International competition: India faces growing competition in space from other countries, including China, the US, and Russia.
• Collision risk: In 2019, India destroyed one of its satellites to avoid a potential collision with space debris generated by a previous missile test conducted by China.
• Space Debris: India's space assets are also vulnerable to space debris generated by other countries' space programs as well as its own.
• Space situational awareness: India needs to enhance its ability to track and monitor objects in space to prevent collisions and other potential threats.
• Sabotage and terrorism: There are a risk of sabotage or terrorist attacks on India's space assets, which could have severe consequences for national security and economic interests.
• Space warfare: Countries are developing space-based weapons that could potentially target India's space assets.
• Electronic jamming: India's satellite communication systems could be vulnerable to electronic jamming, which could disrupt or disable communications.

Steps to Counter Space Security Threats 

• Anti-satellite missile test: In 2019, India conducted an anti-satellite missile test to demonstrate its capability to protect its space assets from potential attacks.
• Space Situational Awareness (SSA) control centre: In February 2021, India inaugurated a new SSA control centre to enhance its ability to track and monitor objects in space and prevent collisions.
• Cybersecurity measures: India has implemented various cybersecurity measures, including setting up a cybersecurity agency for space, to protect its space-related infrastructure and data from cyber-attacks.
• International cooperation: India is actively engaged in international cooperation on space security issues and has signed several space-related agreements with other countries, including the US, Japan, and France.
• Indigenous development of space technology: India is developing new rocket engines and small satellites to improve its space capabilities.
• Private sector collaboration: India and the private sector are developing space technologies and capabilities. IN-SPACe and NSIL were established by India to provide private companies with space infrastructure.
• Disaster response and management: India has developed a disaster response and management system to deal with potential space-related disasters, such as the loss of a satellite or a collision in space.
• Space diplomacy: India is actively engaged in space diplomacy to promote its space interests and build strategic partnerships with other countries. For example, in 2021, India and Russia signed a Memorandum of Understanding (MoU) to collaborate on crewed space missions.
• Policy and regulatory frameworks: India have developed policy and regulatory frameworks to govern its space activities and ensure their safety, security, and sustainability.

Indian Space Defence Platforms 

• Anti-Satellite (ASAT) Weapons: In 2019, India successfully tested its ASAT weapon, becoming the fourth country in the world to possess this capability. ASAT weapons are designed to destroy or disable satellites of other nations in the event of a space conflict.
• Indian Regional Navigation Satellite System (IRNSS): India developed the seven-satellite IRNSS constellation to provide accurate position information to users in the country and region.
• GSAT Satellites: GSAT-7A, GSAT-7, GSAT-6A, and GSAT-29 are India's military communication and surveillance satellites.
• RISAT Satellites: India has developed Radar Imaging Satellites (RISAT) to enhance its military surveillance capabilities. RISAT-2B and RISAT-1 are some of the notable satellites in this series.
• Cartosat Satellites: India's Cartosat satellites are high-resolution Earth observation satellites that provide real-time images of enemy positions and potential conflict zones to the military.
• Microsatellites: India has also developed a series of microsatellites, such as Microsat-R and Kalamsat, which can be used for various military applications, including surveillance and reconnaissance.

Theaterisation of Armed Forces 

• Inter-Services organisation: It will be a body of troops including a Joint Services Command consisting of persons, subject to the Air Force Act, 1950, the Army Act, 1950 and the Navy Act, 1957 or any two of thesaid Acts.
• Objective of the bill: The bill seeks to empower the Commander-in-Chief or Officer-in-Command of Interservices Organisations to exercise disciplinary or administrative control over the service personnel under their command, irrespective of their service.

About Theaterisation and its Purpose

• Theaterisation: It refers to the Integrated or Joint Theatre Commands (JTCs) where all the manpower and assets of the Indian Army, Navy and Air Force will be under single Significance of Theaterisation for India. In 2021, the then CDS proposed 4 JTCs (Air, Maritime, Western and Eastern) for jointness in operations, planning, procurements, logistics, transport, training etc. in order to:
• Create a unified approach: For increased synergy against potential security threats from Pakistan andChina.
  1. Presently, 4 different Army, 3 Air Force and 2 Navy commands look after Pakistan with little connection in planning and operations as well as command-and-control structures.
• Improved functioning of inter-services organisations: For instance, overcoming time-consuming administrative deliberations among services.
• Overcome Budgetary Constraints: Towards Defence Modernisation by pooling of resources and saving resources for capital expenditure.
• Prepare for Future Wars: Having a non-linear and multi-dimensional battlefield (including economic, cyber and space etc.) in a synergized manner through better command-and-control structures.
• Improve the efficiency of military operations: Through prompt and one-point military advice with other benefits such as:
  1. Prioritizing defence procurements based on the theatre specific requirements.
  2. Better acclimatization and training of troops to the given battle space and operational requirements.

Challenges to Theaterisation

• Declining military spending: In 2023-24, the Defence Budget was merely 1.97% of the projected Gross Domestic Product (GDP) against2.5% of GDP in 2010-11.
• Inter-services frictions: Some experts believe that JTC is an attempt to subordinate IAF to theatre commanders and obliterate its individual identity as a service.
• Dynamic nature of security threats such as presence of three distinct theatres on the Chinese side due to the presence of Nepal and Bhutan.
• Turbulence in existing structure with concerns over the role of three service chiefs.
  1. Lack of self-reliance in defence production, leaving all three forces with limited assets in the initial phase.
• Absence of National Security Strategy to provide effective direction and promote optimal utilization of military resources.

Way Forward

• National Security Strategy (NSS): In modern democracies, NSS would provide definite objectives as well as political direction on strategic challenges. In addition to NSS, creation of a Joint Services Doctrine will lead to better alignment of motivation of armed forces along with their strategies.
• Facilitate R&D: Optimisation of resources also calls for greater introduction and reliance on technological forces, assets, and capabilities like use of next generation weaponry, AI and other disruptive technologies.

Chief of Defence Staff (CDS) 

• CDS, approved in 2019, is the head of Army, Navy and Air Force and is a four-star military officer.
  1. First proposal for CDS came from Kargil Review Committee (2000).
  2. Later, Naresh Chandra Committee on defence and security (2011) and Shekatkar Committee (2016) mooted the idea of CDS.
• CDS was created to increase efficiency & coordination among the Armed Forces and reduce duplication.
• Aimed to
  1. Achieve better results at all levels through effective coordination between the Armed Forces and the Civil Services.
  2. Help facilitate interservice integration and better civilian-military coordination in the Nation's Higher Defence Organisation.
  3. Strengthen the process of Joint Planning, Operations and Procurement, thereby making Armed Forces more effective and efficient.
• CDS does not exercise any military command, including over the three Service Chiefs, so as to be able to provide impartial advice to the political leadership.

Duties and functions of CDS

• To head the Department of Military Affairs (DMA) in Ministry of Defence (MoD) and function as its secretary.
• To act as the Principal Military Advisor to Defence Minister on all Tri- Service matters.
• To function as the Permanent Chairman of the Chiefs of Staff Committee and to administer the Tri-Service organizations/agencies/commands.
• To be a member of Defence Acquisition Council and function as the Military Advisor to the Nuclear Command Authority.
• To ensure optimal utilisation of infrastructure and rationalise it through jointness among the Services.
• To implement Five-Year Defence Capital Acquisition Plan and Two-Year roll-on Annual Acquisition Plans, as a follow up of Integrated Capability Development Plan

Need of CDS

• Better advice to political executive: CDS rises above inter-services rivalry and provide holistic advice on critical issues such as joint strategy and planning, weapons procurement, manpower allocation and joint operations.
• Integration of armed forces: CDS is principally responsible for getting the armed forces better integrated rather than operating in silos.
• Constantly changing security dynamic: Requires India’s military needs to be efficient in combat and in averting adversaries, which is achievable only if the military is integrated.
• Prioritizing procurement: CDS can help meet country’s military requirements in a manner that operational capabilities of forces are not compromised, and at the same time, needs are met with the available monetary resources.
• Global similarity: Many major countries like Italy, France, China, UK, USA etc. have created the post of CDS to bring more jointness and integration in their Armed Forces.

Conclusion

• With the creation of CDS, India embarked upon a much-delayed process of integration of the armed forces and the defence establishment. CDS therefore must be supplemented by other structural reforms such as indigenous R&D, production of equipment, fostering innovation etc to improve the future readiness of the forces.

Agnipath Scheme

• It is a major defence policy reform to usher in a new era in the Human Resource policy of the three Services.
  1. Idea of a short-term recruitment model or ‘Tour of Duty’ (ToD) was first mooted around two years back for the selection of officers and jawans, for a limited number of vacancies.
• Youth (from 17.5 years to 23 age group) selected under this scheme will be known as Agniveers who will be enrolled for a period of four years. They would form a distinct rank in the Armed Forces, different from any other existing ranks.
• Upon the completion of four years of service, Agniveers will be offered an opportunity to apply for permanent enrolment in the Armed Forces.
  1. Up to 25% of each specific batch will be enrolled in regular cadre based on objective criteria including performance during their four-year engagement period.

Concerns related to scheme

• Building cohesion: Time period for Agnipath is too short to build cohesion as it is built over a long period of training.
• Might not attract best candidates as they are likely to apply for more permanent avenues like police or paramilitary forces first.
• Unfair to the potential recruit as the absence of a continued employment guarantee at the expiry of four years could be demoralizing.
• Untested scheme: There has been no independent study, pilot project and/or test run to ascertain the viability of the scheme.
• Potentially militarize the society: With their ambitions of serving in the military for a full 15 years, frustrated and unemployed, the demobilised Agniveers could fall prey to the lure of crime syndicates and radical political outfits.
• Disturbing the regional balance: With the scheme calling for recruitment on an all-India basis, rather than by state allotments, army’s ranks could well become northern states dominated, disturbing regional balance within the military.

Way forward

• Scheme needs to be linked to other manpower management related reforms based on optimisation/ reduction of manpower and restructuring/reorganisation.
• Educational qualification can be raised to 10+2 and a more stringent all-India merit-driven entrance examination with psychological tests must be introduced for a shift towards a more tech-savvy armed forces.
• Due care must be taken to ensure that the Agnipath scheme does not upset the regimental ethos of the Indian Army.
• Amendments such as the extension of their initial service period and mandatory re-enlistment of at least 50% of Agniveers as recommended by some veterans could be considered.
• Reduced training period will have to be offset by focused training and employment of other innovative methods.
• It is important to ensure that Agniveers are absorbed gainfully in the society, lest they become a potential threat to the society.
• Incentivise this new scheme. For instance, in the US the short-term duty soldiers undergo education at government expense.

Integrated Battle Groups (IBG)

• IBGs are brigade sized agile self sufficient combat formations which can swiftly launch strikes against adversary in case of hostilities.         
• Its objective is to make the force more lethal and suitable to fight a modern war with the support of technology.  
• Idea was tested in the plains and high altitudes in 2019.

Structure of IBG 

• Each IBG would be tailor made based on Threat, Terrain and Task and resources will be allotted based on the three Ts. They need to be light so they will be low on logistics.       
• They will be able to mobilise within 12-48 hours based on the location.   
• Each IBG will likely be headed by a Major General.    
• IBGs involve the integration of infantry, armoured tank regiments, artillery, Unmanned Aerial Vehicles (UAVs), combat engineers and signals into one fighting unit.  
• IBGs will be defensive and offensive.

Police Forces 

• Basic framework: The basic framework for policing in India was laid down in the pre independence era through the Police Act, 1861.
  In the federal structure of the country, ‘Police' and 'Public Order’ are state subjects under the Seventh Schedule to the Constitution of India.
• Responsibilities of State police forces: Primarily in charge of issues such as crime prevention and investigation and maintaining law and order.
  Also provide the first response in case of more intense internal security challenges (e.g., terrorist incident or insurgency-related violence).

Policing issues in India
Human resource problem: 

• Overburdened forces: According to the Status of Policing in India Report 2019, police in India work at 77% of their sanctioned strength and for 14 hours a day on average. 
• Absence of incentives to perform: 86% of the state police comprises of constabulary and lack of promotion prospects weaken their incentive to perform.
• Gender inequality: Women are underrepresented in the police force, constituting only 10.3% of police force.

Physical infrastructure:       

• According to Bureau of Police Research and Development (BPRD) data (2020), several police stations have been found with no wireless, no telephone and no vehicles. 
• CAG audits and BPRD has found shortages in weaponry and lack of modern weaponry with state police forces.

Technology:  

• Indian Police forces have not kept pace with changes in technologies like forensics, fingerprinting, facial recognition etc. For example, Crime and Criminal Tracking Network & Systems (CCTNS) is facing implementation issues like limited usage etc.

Insufficient financial allocation:

• Expenditure on police accounts for about 3% state government budgets.

Police-Public Relations:   

• Police requires the confidence, cooperation and support of the community to prevent crime and disorder. However, according to 2nd ARC Report, police-public relations is in an unsatisfactory state.

Policing reforms that can be implemented

• SMART police: The Prime Minister, at 49th DGP conference in 2014, enunciated the concept of SMART Police.
  
• Community Policing: Community policing models such as Mohalla committee in Maharashtra, Janamaithri in Kerala, have produced good results.
• Optimization of police personnel with technology integration: Increasing sensitivity of police officers and training them in emerging technology.
  1. Initiatives like National Data Governance Framework can facilitate data flow among agencies.
• Filling legal loopholes: Repealing obsolete criminal laws & building standards for police organizations across states would optimize utilization of policing energies.
  1. Also, prison reforms will have to be undertaken to ensure overall transformation of the Criminal Justice System.
• Cooperative policing setup: Increased cooperation between state police and federal authorities will facilitate optimal utilization of capabilities and sharing of best practices.