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An evening with Lt General AV Subramanian AVSM, VSM (Retd)

Introduction

On Friday, Feb 4, we had a fascinating session by Lt Gen AV Subramanian AVSM, VSM (Retd). Lt Gen Subramanian spoke about the evolution of India’s Defence Technological base and the journey towards Atmanirbharta.  He explained briefly Indian Defense Eco System, the various initiatives and opportunities and the indigenous Science and Technology development through DRDO. He also talked about the Defence Production Units in the public sector and illustrated with the example of TEJAS, the progress made by India’s National Efforts in Defence. Lt Gen Subramanian also explained in detail the exciting opportunities available to the Indian private sector, for both the established companies and the startups. He concluded with the challenges which still need to be addressed.

About Lt Gen Subramanian

A graduate of the Vivekananda College, Chennai, Lt Gen Subramanian   was commissioned into the Army in December 1974. He graduated from the Military College of Electronics and Mechanical Engineering, Secunderabad in 1979. He obtained his Masters from IIT, Kanpur in 1982. He was also awarded the Masters in Management Studies by Osmania University in 2000.

Lt Gen Subramanian spearheaded the design and development of Training Simulators for the Indian Army. The vehicle driving simulators he developed have been assimilated by the Army in their training system. At the apex level, he was responsible for the entire capital acquisition by Indian Army during 2012-14. He also spearheaded the initiatives to involve private industry to contribute to Defence production.

Since his superannuation in March 2014, Lt Gen Subramanian has been called upon by the Ministry of Defence to be a member of the Committee of Experts on acquisition and Strategic Partnership with Indian Industries. He was part of the MoD Task Force to develop the criteria for identification of Strategic Partners to broaden the Defence Industrial Base of the nation. Subsequently he worked on structuring the Defence Acquisition Organisation. He also studied the functioning of Ordnance Factories and recommended the way forward.  Lt Gen Subramanian is now involved in the development of Defence Corridors and capability building of the indigenous aerospace industry.

Three visions for India

Lt Gen Subramanian began by paying homage to former Scientist President Abdul Kalam who had articulated three visions for India:

“My first vision is that of freedom.   I believe that India got its first vision in 1857.

My second vision for India is development.  It is time we see ourselves as a developed nation, self-reliant and self-assured.

I have a third vision.  That India must stand up to the world.   Only strength respects strength.” (Strength has various aspects: diplomatic, military, technology, cultural and economic.)

Lt Gen Subramanian also recalled the advice of Prof P.M.S Blackett, the winner of the 1948 Nobel Prize for Physics. He had advocated a two phased defence production strategy, short term to meet local adversaries, and long term for more sophisticated arms to counter a stronger adversary. Prof Blackett suggested building limited manufacturing capability, urging India to rely more on diplomatic efforts. This advice had long term implications for the way India’s defense capabilities evolved.

Phases of Defence Industrial Capability development in India

1st  Phase: This continued till the early 90s and was dominated and driven by the public sector.  There was heavy dependence on the Soviet Union for Technology transfer.

2nd  Phase: This was from the early 90s to the present times. The defence sector was opened after the liberalization of 1991.The dependence on Russia was reduced with technology sourced from Israel, France, the United States, Britain, South Africa and Italy. The dominance of the public sector continued, but the private sector was also given licenses.

3rd  Phase: ‘Make in India’. This phase began in 2014 after Mr Manohar Parrikar took over as Defence Minister in 2014.The new strategy involved the optimum use of hardware with secure supply chains to achieve stated national objectives. All the capabilities of the state were brought to bear including the private sector industrial base. Strategic partnerships were encouraged.

4th  Phase: The pandemic brought about a paradigm shift. In view of the disruptions and dislocations, the need for reliable Supply Chains was felt and thus was articulated the concept of Atmanirbharta in Defence. In the last two years, various initiatives have been launched by the Prime Minister under the Atmanirbharta initiative.

During the Republic Day parade, to celebrate 50 years of the Bangladesh war, (Swarnin Jayanti), the equipment used during that famous war was displayed. As per the Union Budget 2022, 68% of the capital procurement for India’s defence sector has been earmarked for the indigenous industry.

Restructuring of Ordnance factories

Seven new companies have been spun out of the Ordinance Factories Board (OFB) which had 40 factories under its umbrella. The reason for this move is that while OFB had some great infrastructure, it also had an unwieldy structure. The seven companies are:

  • Munitions India Limited  (Ammunition)
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  • Armoured Vehicles Nigam Limited
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  • Advanced Weapons and Equipment India Limited
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  • Troop Comforts Limited (clothing for the troops in cold climate)
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  • Yantra India Limited
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  • India Optel Limited
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  • Gliders India Limited (parachutes)
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Defence Public Sector Undertakings

Over the years, India has built some world class defence manufacturing units in the public sector. These include:

HINDUSTAN AERONAUTICS LIMITED (HAL):  has 20 Production Divisions, 11 R&D Centres and one Facility Management Division spread across the country.

BHARAT ELECTRONICS LIMITED (BEL): has 9 Units across India, capabilities in RADAR.

BHARAT DYNAMICS LIMITED (BDL):  3 Units, has capabilities in missiles.

BEML LIMITED (BEML):  9 Units

MISHRA DHATU NIGAM LIMITED (MIDHANI)

MAZAGON DOCK SHIPBUILDERS LIMITED (MDL)

GARDEN REACH SHIPBULDERS AND ENGINEERS LIMITED (GRSE)

GOA SHIPYARD LIMITED (GSL)

HINDUSTAN SHIPYARD LIMITED (HSL)

Developing ecosystems

There is now a focused development of defence ecosystems. Two corridors have been set up in Tamil Nadu (Aerospace and Defence) and Uttar Pradesh (Defence). In Tamil Nadu, there are five nodes: Chennai, Coimbatore, Tiruchirappalli, Salem and Hosur. In UP, there are 6 nodes: Lucknow, Kanpur, Agra, Jhansi, Aligarh, Chitrakoot.

The DRDO Network

The DRDO labs have played a pioneering role in developing the country’s defence capabilities. Besides the traditional capabilities in Aeronautics, Armaments and Naval Systems, the DRDO labs are also entering frontier areas like AI, Cognitive technologies, Quantum technologies, Asymmetric technologies and smart materials in collaboration with institutions like the IITs.

Plan for AMCA (Advanced Medium Combat Aircraft)

The development of AMCA is driven by the following tenets:

  • Indigenous Stealth Aircraft with 5+ Generation Technologies.
  • R&D by DRDO and Design realization by HAL and Private Sector.
  • Propulsion System delinked from the Aircraft Development Program.

Five generations of jet fighters

Lt Gen Subramanian spoke briefly about the evolution of India’s jet fighters.

  • First Generation:  Performed well in low altitudes.
  • Second Generation: Capable of operating in the transonic (close to the speed of sound) regime. Had thinner lifting and control surfaces.
  • Third Generation: Carried guided air-to-air missiles and the first supersonic (above the speed of sound) all-weather fighters.
  • Fourth Generation: Mach 2+ performance, multi-mission capability, and sophisticated all-weather avionics. They employed variable-geometry wings, permitting the amount of sweep to be changed in flight to obtain optimal performance for a given speed.
  • Fifth Generation: Situation awareness integrated, Stealth Fighter with multi role capability and long endurance.

Emerging private sector

Lt Gen Subramanian gave an indicative list of companies involved in India’s defence program:

  • TATA Aerospace and Defence
  • L&T Aerospace and Defence
  • Wipro Aerospace & Defence
  • Reliance Naval and Engineering
  • Mahindra Aerospace, Mahindra Defence
  • Bharat Forge
  • Lakshmi Machine Works - Advanced Technology Centre
  • MKU
  • Adani Defence
  • Ashok Leyland
  • Alpha Design Technologies

Web Resources

Lt Gen Subramanian provided a list of web resources that we can access for more information.

Major challenges

Electronics is an integral part of defence systems. Manufacture of silicon chips does not happen in India. Application Specific Integrated Circuits (ASIC) involves high precision but low volumes. The only way to make the operations viable is to manufacture for the world.

Specialized metals and alloys (eg Aluminium alloys for spacecraft, Titanium for lightweight guns) are not made in India. MIDHANI has been entrusted with this important responsibility.

Many sensitive sensors are still imported. Explosive chemicals, adhesives and sealants are also not made in India. We have to strengthen our capabilities in High tech R&D. Precision machine tools are still not being made in the country Exports hold the key to long term viability. Only then the ecosystem will be viable in the long run.

Q&A

On the opportunities for the private sector

The government defence departments and the Ordinance Factories procure some 65% of the total requirements. Defence procurement can be divided into two broad categories: capital acquisition and revenue procurement.  Capital acquisition involves the development of entire platforms and systems, ie the ships, aircraft, helicopters, tanks, guns, etc. Revenue procurement is about maintenance and supplies. Most of the procurement is done under licensing agreement with foreign collaborators. But there are examples of successful contribution by the Indian private sector. The Pinaka rocket system jointly manufactured by the Tatas and L&T is a good example. (In August 2020, the Defence Ministry signed contracts with the Tatas and L&T for supply of six Pinaka rocket regiments for the Army at approximately ₹2,580 crore. This is the first instance of the private industry manufacturing the complete Pinaka system.)

In each bucket, the current opportunity for the private sector is about Rs 50,000 crores. It is hoped that in capital procurement, thanks to the indigenisation drive, the opportunity for the private sector will increase from Rs 50,000 to Rs 90,000 crores in the next 3 years or so. The numbers are certainly big. But the requirements of the defence sector are also demanding. The private sector will have to gear up in terms of both hardware and software capabilities and meet the stringent performance specifications.

On the opportunities for startups

The government is fully aware of the power of start-ups in the defence sector. In the 2020 Defence Expo in Lucknow in the India pavilion, Lt Gen Subramanian recalls seeing some 20 start-ups that had very interesting products to offer. They were all funded by the Government using iDEX funds. (iDEX funds are used to engage Industries including MSMEs, start-ups, individual innovators, R& D institutes and academia and provide them grants/funding and other support to carry out R&D development which has good potential for future adoption for Indian defence and aerospace needs.)

The Atal Innovation Centre in Coimbatore is also encouraging start-ups with guidance from ex defence services personnel. This is indeed a golden time for the start-ups. They should pitch their ideas to the public sector defence companies and see where they fit into the scheme of things. Mentors can help them to find the right partner. Start-ups should also be aware of the Technology Development Fund run by the DRDO and leverage the opportunities. They can pilot their idea in the defence sector and then leverage the knowledge and roll it out for the civil sector as well.

Use of software

Software is an integral part of defence equipment. Application Specific Integrated Circuits (ASIC) is a good example. The government is giving a lot of thrust to the design of ASICs and funding is available for this purpose. Lt Gen Subramanian gave some interesting examples of the use of software. Blurred images can be intensified using software to convey a clearer picture. Similarly, data from multiple sensors (ultraviolet, infra-red, visible light) can be pieced together using software to know more about enemy actions. Flight equations hold the key to the success of fighter aircraft and rockets. It is software which develops these equations. The actions of many missiles are guided by AI.

If a start-up has some software capabilities, it could approach the DRDO or a private sector supplier. Then it will be able to position its capabilities properly. The Army Design Bureau is another agency which can be approached. This Bureau has done a lot of cutting edge work in the area of drones.

On the achievements under Atmanirbharta

Already, there are several significant accomplishments. Future growth is now being driven by indigenous efforts rather than imports. The Pinaka rocket system designed about 15 years back has been upgraded thanks to Atmanirbharta. The range has expanded from 60 to 90 km. Earlier, it was not a guided rocket. Now it is a guided rocket. We now have our own aircraft carrier.  Significant progress has been made in drones. We have been able to counter the enemy in this area effectively by launching our own drones. Indigenous efforts to develop clothing for ultra-cold weather have been very successful.

It is true that no major platforms have been developed so far. But we will certainly do so in the long run. We must remember that Atmanirbharta which involves setting up an entire indigenous ecosystem is a long journey, and the full benefits will take some time to come.

On the manpower challenges involved

The defence sector needs skilled manpower with capabilities in design and manufacturing. The requirements of Defence are demanding. Equipment just cannot fail in the battlefield. We need to develop a dedicated workforce that understands well the defence requirements. Our testing facilities also need to improve. Training is very important. Sweat more in peace so that you bleed less in war. That is the motto of the defence forces. A recent initiative by IIT Madras to use Virtual Reality for military training is a step in the right direction. In 5 years’ time, VR will play a big role in defence training.

Electromagnetic Pulse Technology

India has built good capabilities in high energy materials (like high power laser) over the years. The experiments we have done are highly encouraging. Our scientific capabilities are quite sophisticated. Where we need to improve is to strengthen the local availability of various kinds of materials. We are currently dependent on imports.

On the role of culture in strengthening the talent ecosystem

Private sector companies, start-ups and government are all involved in India’s defence programme. Their capabilities and expertise have to be pooled to create a vibrant defence sector. A large part of the challenge is cultural in nature. How do we leverage the talent of the private sector and start-ups for the benefit of the country? Lt Gen Subramanian gave the example of India’s space sector which has accomplished a lot over the years. The government set up the platform. People who retired from the Government laboratories worked closely with the private sector.  Now the private sector is also making a significant contribution.

The most important point to note is that for people outside defence, it is difficult to visualize the exacting requirements. For example, if the specification states that the equipment should work at -20 degree Celsius, the testing will be done in that actual freezing environment. A working model which does well under simulated lab conditions is not enough. The engineering may be the same but the “ruggedisation” and “testing” are of an altogether different order. There are many ex-defence services personnel available across the country. Their help should be enlisted. The bigger companies may be able to employ them directly as consultants. The smaller companies will have to come together and tap the expertise of these defence services personnel.

On IP protection

The whole objective of Atmanirbharta is to generate and protect India’s IP. So the appropriate frameworks for IP assessment and crediting are being put in place. Where the Technology Development Fund is involved, the IP will remain with the government agency such as DRDO. Permissions may be needed if the technology has to be used by other agencies. Going forward, the IP will be jointly owned with the dominant private sector partner. This is because the government recognizes that the agility of the private sector is important to make Atmanirbharta successful. Thus, initially, there will be some restrictions but in the long run the private sector innovators will be able to retain the IP and monetize it. Legal issues are very important in safeguarding IP. To strengthen the legal capabilities, NALSAR has designed a course in Defence Law.

On the kind of leadership needed today

Leadership is the need of the hour for India’s defence sector. We need leaders with a “can do, will do” mindset. We need multifaceted leaders who can demonstrate agile thinking, impress upon young talent to stay focused and contribute. The leaders we need, must successfully make a pitch to venture capitalists and other financing institutions, have legal acumen and contractual abilities. Last but not the least, they should be able to deal with failures and make mid-course corrections quickly. All these qualities must be demonstrated in the difficult pandemic environment. Educational institutions have a big role to play in developing such leaders.

Concluding notes

India’s defence sector has made rapid strides in recent years. The involvement of the private sector and the growing emphasis on self-dependence has led to a lot of investments in building our defence capabilities. Start-ups are also contributing a lot. Solutions built for defence can have multiple spin offs later for the private sector.  A lot of what is called tech originated in the defence sector. The internet, it may be recalled, was to begin with a defence project!


We thank Dr. Vedpuriswar for bringing out the highlights in the form of this note