Mi-4s at War
The author, a flight commander during the 1971 war, recounts in his book a tale little known to the outside world and sheds light on those personalities and decisions that helped win the war.
Lt Gen Karanbir Singh Brar
General Officer Commanding, Dakshin Bharat Area
In the 1971 Indo-Pak war, on December 16, 1971, Pakistanis surrendered to the Indian army in a rare ceremony, and the task of overseeing the surrender was given to the division commanded by my grandfather. I am very proud to be associated with it.
Now, let me discuss a topic related to warfare, specifically focusing on our connection with the industry for technological advancement and future war fighting. Collaboration with industries is essential. During my previous tenure with DG Armoured Corps, I have been involved in numerous niche technology projects. Currently, I am interacting with institutions such as IIT Madras, DRDO, and the Society of Indian Defence Manufacturers (SIDM), among others.
Peace calls for Strength
Firstly, we must all agree that we need strong armed forces to maintain peace. Because the moment you’re weak, you’re likely to be attacked. We can see examples of Afghanistan and Ukraine, which were attacked, but nobody attacks North Korea. You have to be strong if you are seeking global or regional power status, and everybody wants to have that. If you are a superpower or a regional power, you can dictate things. The well-being of the country, its status, and economic might are directly related to power. That’s why we find the US and China fighting for superpower status. If India is to grow and become a developed nation by 2047, we need to be powerful.
Any kind of preparedness for armed forces takes time. Developing any capability requires the right ecosystems. In India, our defence ecosystem largely comprises the DRDO and defence PSUs. However, a significant amount of defence equipment and materials are imported. While this arrangement may have sufficed in the ’71 war, things have drastically changed now. Technology has become integral to warfare. It’s not just about military fighting anymore; it can include cyberwar, economic warfare, sea blockades, piracy, attacks on financial institutions, or biological warfare like COVID, which required the entire nation’s involvement in the fight. This ‘whole-of-nation’ approach is necessary for both fighting and preparing for war.
Private Players In
Our ecosystem did not involve the private industry to a large extent in the past, but that is no longer the case. If we are to prepare for future warfare, private players, startups, academia, and research organizations must all be part of it. There are many reasons for this. The first and most important reason is that we must reduce our reliance on imports. Recent conflicts have shown that dependence on imports can severely limit our ability to effectively engage with our adversaries. Therefore, it is essential to strive for self-reliance (Atma Nirbhar).
In the Ukraine war between Russia and the West, Russia is performing well because it is self-reliant. Ukraine, on the other hand, depends on others for everything. The stock of Javelin missiles is depleted for the next 10 years as far as the West is concerned, and they also lack artillery round ammunition. In contrast, Russia has ramped up its capacity and will continue to sustain it. Ukraine was, in any case, relying on the West. The West made a miscalculation by assuming the war would be short and swift. That narrative is no longer true; a war can drag on. It’s not up to you, but the opponent, who decides. Therefore, you must be prepared for the worst.
To reduce imports, the private industry must step in. There’s a significant amount of imported content that needs to be indigenized. While the ordnance factories and DRDO are doing a commendable job, there is room for improvement in their capacity and efficiency. The private industry must participate in the manufacturing of spares for current equipment.
Futuristic Warfare
Future warfare is evolving into another dimension. Elon Musk, a private player, provides Starlink communication services. We also have private space companies capable of providing pinpoint targeting. Additionally, autonomous vehicles and FPV (First Person View) drones can be utilized for targeting purposes. These advancements are not emerging from the traditional defence industry but mainly from private players, with some even developed by students. In Ukraine, drones are being assembled in homes, demonstrating the changing landscape of warfare technology.
With this kind of ecosystem, anyone, from anywhere, can plan and strategize. Technology is readily available off the shelf. Cyber warfare predominantly operates within the civilian domain because it can be initiated from any location by anyone. Those in uniform must recognize that future wars will necessitate the development of this ecosystem. Therefore, for the traditional equipment, we require manufacturing and enhanced capacity in addition to the ordnance factories, DPSUs, and BHEL. These entities are now collaborating with the private industry independently. They have realized that remaining isolated and attempting to secure all orders, while claiming that it will take time, is not effective anymore. Some level of accountability is also being enforced upon them.
Room for Innovation
Regarding the private industry, major players like Mahindra, L&T, and Bharat Forge have entered the scene. However, there are also ample opportunities for MSMEs and startups. Previously, defence procurement policies were quite rigid. However, the Ministry of Defence has introduced IDEX (Innovation for Defence Excellence), which offers numerous initiatives for startups. Additionally, there are some R&D routes available as well.
We are also collaborating with IIT Research Park in Chennai, IISC Bangalore, and ISRO. Warfare, once limited to land, air, and sea, has expanded into other domains: cyber, electromagnetics, and space. For instance, someone sitting in the US can remotely operate a drone over Afghanistan and target an individual in Iran. Such operations are only possible if the communication link for ISR (Intelligence, Surveillance, and Reconnaissance) is facilitated through satellites. Moreover, within the realm of satellites, numerous versions have emerged.
With Drones, Much Ahead in Time
Therefore, there is a pressing need for collaboration with civil industries. I initiated a swarm drone project in 2021 and signed the contract long before the Ukraine war and before drones gained widespread popularity. In August 2021, almost three years ago, we conducted a trial of swarm drones in mountainous areas. These drones communicated through artificial intelligence, tasked with scanning a designated area. Utilizing data from their library, they analysed whether there were tanks, artillery guns, or personnel present. Once a target was identified, Kamikaze or strike drones were deployed. When a human operator is involved, it’s termed as manned-unmanned teaming. For instance, an officer on a tank may control the strike if he wishes to engage a target.
We undoubtedly possess the talent and capabilities. Numerous individuals are engaged in various endeavours. The only missing element is proper direction and guidance from end-users. It’s now encouraging to see the right ecosystem emerging.
Air Marshall Varthaman PVS AVSM VM VSM
Former Air Officer Commanding-in-Chief, Eastern Air Command, IAF
As a proud nation, we must not forget the steps that have contributed to our greatness. In just 13 days, our military facilitated the birth of a new nation and took 93,000 prisoners—an unprecedented feat, unparalleled by any other country. We not only created a nation but also handed it over to civil administration, and today, it thrives. This remarkable achievement stands as a testament to the Indian military’s prowess. When we acknowledge the achievements of the Indian military, we honour the courage and determination displayed by countless soldiers and leaders in this war. Among them is Squadron Leader Pushp Vaid.
Top of Form
I served 40 years in the Air Force, yet during that time, I had no knowledge of Pushp Vaid or the campaign he led. I wasn’t even aware of its significance in the collapse of the Pakistani army that ultimately led to their surrender. However, now I am enlightened because I’ve had the opportunity to meet him and learn about his contributions.
Leading a Mission Critical Assignment
He joined the Indian Air Force in 1963, shortly after the war with China in 1962. Recognizing the need for helicopters in the Himalayas and a shortage of helicopter pilots, the Indian Air Force offered him the opportunity to specialize in helicopters while he was still a cadet, before he became an officer. Without hesitation, he volunteered and was sent to England to learn to fly helicopters. Upon his return, he served as a helicopter pilot and played a pivotal role in winning the 1971 war.
He was a young officer with about 10 years of service when he became the flight commander of a unit called 110 Helicopter Unit. This unit was tasked with carrying out highly strategic operations. He led a group of young officers, none older than 25 years, and together they accomplished remarkable feats, guided by his bravery and courage.
A Global Career
Following the war, he made the decision to retire from the Air Force and migrate to England. There, he engaged in a variety of helicopter operations, including crop spraying, before joining the British Airways Helicopter Division. He flew extensively across the country and worldwide, including places like Brunei, which I had never heard of. Throughout his career, he accumulated 7500 hours of helicopter flying, retiring at the age of 65 after many years of distinguished service.
I’m certain there isn’t a single helicopter pilot in this country today with 7500 hours of flying time. It’s an incredible achievement. In the Indian Air Force, when we acknowledge someone with such extensive flight hours, we also inquire whether they’ve maintained an accident-free record.
Unfortunately, he did have an accident. He was the captain of a Chinook helicopter, which you may have seen as the largest military helicopter in the Indian Air Force today. He flew it over the North Sea when the helicopter’s bearing collapsed, causing it to crash into the sea. There were 45 passengers onboard, and tragically, all but one perished, including his crew. Miraculously, he and one passenger survived. It’s considered one of the most catastrophic helicopter accidents in the world, and I encourage you to watch the videos and hear firsthand what happened. He’s an incredibly experienced pilot who has endured disasters, fought in wars, and survived accidents to tell his story.
Squadron Leader Pushp Vaid
Author
I served in the Air Force for 11 years and was fortunate to be the flight commander of the 110 Helicopter Unit. As the ops manager, I was responsible for running the show. I’ll share the story of what we did during the Bangladesh War.
The Best General
Firstly, I want to talk about General Sagat Singh. In my view and experience, he was the best general in the world. Wherever he went, he emerged victorious. We were fortunate to be attached to him. He was the GOC of IV Corps. He had the wisdom to request the Indian Air Force and the Indian Army to attach a helicopter unit to the army. So, the 110 Helicopter Unit was attached to IV Corps. The only difference between us and the army was our blue uniform overalls, while they wore green. Everything else was the same.
The war started on the third of December 1971. Our Mi4 helicopter looked a young and handsome aircraft. It had clamshell doors that we could remove. With these doors off, the back of the helicopter had a large opening, allowing passengers to jump in and out quickly, and we could carry larger loads. We removed the seats, safety belts, ropes, and nets. Throughout the war, we loaded luggage first, then instructed passengers to sit on top. The pilots remained in the cockpit. The flight engineer, positioned near the ladder, communicated with passengers using only a headset. He would jump out first upon landing to ensure passenger safety near the tail rotor, and he was the last to board.
Powered by Piston Engines
During the war, we flew continuously, 24/7, with 14 helicopters. Our cockpit was very basic, equipped only with a magnetic compass and a gyro compass for navigation. We had no autopilot, relying solely on manual flying, and our helicopters were powered by piston engines and not jet engines. Despite these challenges, we flew without a single accident throughout the war, accumulating a total of 3,300 hours of flight time on these helicopters.
I was the oldest at 30 years. The youngest was just 19. The rest of the pilots ranged from 22 to 24 years old. As tensions escalated in March and April, we knew war was imminent due to Mujibur Rahman’s election victory and subsequent actions by West Pakistan. General Tikka and General Niyazi were sent to East Pakistan to suppress the independence movement, resulting in widespread violence, including the killing of over a million Bengalis, widespread rape, and the displacement of millions of refugees to India.
War Thrust Upon India
After the Indian government’s unsuccessful attempts to seek assistance from various international entities such as the UN, Americans, and the British, with no country willing to help except for the Russians, Prime Minister Indira Gandhi instructed General Manekshaw to prepare for war. General Manekshaw wisely advised against initiating war during the monsoon season. Instead, he recommended waiting until after the monsoons, a suggestion that the government of India accepted. This delay provided us with valuable time to prepare for the war.
As preparations for war commenced, we, the helicopter unit, began practicing low-level flying, conducting extensive training, especially night flying sessions, and ensuring that everyone was proficient in night operations. By the time December arrived, we were fully prepared for war. In total, we had 12 helicopters at our disposal.
The Diary Jottings
I maintained a diary throughout the entire two weeks of operations, meticulously recording each day’s events, including the names of all pilots, helicopter details, departure and arrival times, and mission destinations. Every pilot knew their duties for the following day, and we always had two designated duty pilots responsible for gathering information and coordinating tasks. Our primary focus was casualty evacuation, with three or four helicopters constantly on standby for this purpose. While we were engaged in casualty evacuations, we also transported arms, ammunition, and troops as required by the army.
The remaining helicopters were dedicated to supply missions, ferrying troops and equipment to various locations. Realizing the historical significance of my diary, I recently donated it to a museum dedicated to the events of 1971. Additionally, I handed over a file containing detailed records of our daily activities from the third to the sixteenth of December to the USI museum. This will ensure that these valuable records would be preserved and accessible for future generations.
Lack of Invite Turns a Blessing
If there was no Gen Sagat Singh, there would be no Bangladesh. It was just he and he alone who had the vision of going to Dhaka. No other general had decided to go to Dhaka. General Manekshaw, General Aurora, General Jacob and everybody had decided they would capture a few cities as they went along. That was the instruction given to all the Corps. General Sagat Singh was told just to look after the Tripura area and make sure Pakistanis did not come to the Indian side. Sagat Singh said, “Yes sir.” Of course he kept his own ideas for himself. When the war meetings were going on in Calcutta, the senior officers were invited to Calcutta and they went to Fort William to plan the war. General Sagat Singh was never invited because he only had a defensive role. That however proved a blessing.
Whatever they were planning in Fort William, CIA, the Chinese intelligence and the Pakistani intelligence were picking it up. Before the Indian Army even came to know what they were planning, all Pakistanis already knew. As General Sagat Singh was never invited, nobody knew whatever he had in mind. In June or July of 71, he went to The Survey of India in Dehradun and got maps made for East Pakistan. He was the only general who had the maps which the Britishers had left behind after the partition.
Training the Locals
Another general was given a job to train the Bengalis who had left Pakistan Air Force including the technicians and come to India. Some of them were given training on the helicopter, so they could fight from the air, supporting the Mukti Bahinis who were fighting on the ground. After the 71 war, East Pakistan was liberated and Bangladesh came into being.
When the war started on third of December, we were told to disperse to Kumbhirgram which is quite near the border. We were within the range of Pakistan Airforce and they could have come and attacked us. But they only had one Squadron and they were at Dhaka, just monitoring the Dhaka area. They were helping the Pak army wherever they were required, but there were not many aircrafts. Right in the beginning, Indian Air Force came and attacked the hell out of the Dakha airport. So the Dhaka airport became non-functional within three or four days. The Pakistan Air Force was grounded completely.
When the war started, we loaded the helicopters with guns and rockets and these were the first ones that went to Chittagong and another place in the East Pakistan. We were the first to blow up a fuel tank, after which the Indian Air Force got involved. Our army had started moving in from east and west. From October onwards, we were already moving in slowly into East Pakistan.
Mission Sylhet
We had 12 helicopters and in the first few days, all we did was casualty evacuation, supply of arms and ammunition, and then carrying out communication flights for generals and brigadiers or whoever wanted to go to different stations. We picked up 4 or 5 gurkhas and carried them to Sylhet. Their task was to block the Pakistan army movement. While flying, we were just outside the range of small arm firing by the Pakistanis. When we flew the second time, the bullets had increased and hundreds of bullets were coming towards us. By the time we went the third time, the number was huge. We could see the bullets coming. But they never reached us. An odd bullet would reach us and make a hole in the helicopter but it didn’t affect the flying or injure anybody. So we carried on flying.
Our engineers started working on the servicing of the helicopter and got them prepared for the next operation. In the meantime, our troops had spread out and started blocking the roads so that none of the Pakistanis could go out. We were literally working 24/7 and when we got a break, the pilots were asked to sleep. At 11 o’clock, I was woken up and asked to meet the Captain. He said, “We have decided to send one helicopter. If it goes and comes back, then we’ll send the rest. Get one crew ready.” I said ‘I’ll go myself.’ I came to the crew room where everybody was sleeping. I needed a volunteer to come with me. Every one of those 30 pilots put their hands up. They should have been all scared. But everybody was high on josh.
Spotting the Fire
At midnight, we got airborne. I knew that helipad in daytime. I knew there was a river and a bridge. That was in daytime and night time, it’s a different story. But one of our liaison officers on the ground came on radio and lighted up a fire, so I could land safely. Despite the hundreds of bullets coming at us, we landed and dropped the passengers and we got up in less than a minute. There were many bullet holes on the helicopter. We flew continuously, one after the other and delivered 900 soldiers. We delivered the loads and artillery guns.
On the 17th of December, I think, two brigades of Pakistan Army surrendered to one of our battalions. General Sagat Singh’s original plan was to go to Dhaka by boat or by road, crossing the river Magna. Pakistanis realised this and blew up a bridge over Magna River. Now after seeing what we did at Sylhet and how efficiently we did, without any hiccups, he knew the best way to get to Dhaka was by helicopters. During our sorties, one pilot got injured on his shoulder. The copilot took over very quickly. General Sagat Singh travelling to Dhaka in one of the helicopters saw one bullet just scraping past his forehead. But nothing injured me.
No to Ceasefire
On the whole, we did 518 sorties and recorded 450 hours of flying. The staff at Agartala Airport, the refueling staff and the air traffic controllers were all wonderful, working 24/7. On the 15th of December, we came to know that a ceasefire would take place. But that would put us in a disadvantage, having made all the gains. Everybody was very happy and relaxing in Agartala. General Sagat Singh wanted to be in Dhaka before people woke up, before the Americans and Britishers woke up, so he could stop the ceasefire. His prophecy had come true. India could force Pakistan to surrender. Under the Geneva convention, we took the 93,000 surrendered soldiers.
For the surrender ceremony, I had to take a bunch of reporters to cover the event. But I had 25 pilots and engineers with me. I gathered them and said, “Listen, five each, get into the helicopters first, before I load up the reporters.” I did manage to smuggle 25 of my pilots and engineers, because we didn’t want any of our pilots or engineers to miss the once-in-a-lifetime surrender ceremony. We took all the reporters too and the helicopters were loaded up like hell, right to the brim. They were all standing and no place to sit. There was no seatbelt.
We didn’t write anybody’s name. Each helicopter had probably 30 people and we reached there just before four o’clock. Everybody wanted to shake hands. Everyone gave us hugs and all, just like in the second world war movies. Even after those celebrations, our helicopters kept going to Bangladesh for six months till May. I was there myself for six weeks. This gentleman General Sagat Singh became de facto military governor of East Pakistan or Bangladesh. He invited all the Army, Navy, Air Force and the police to come under him and told them, “Go back to work and ensure law and order is maintained. Come to us for any help.” He made sure that law and order was maintained, till the Bangladesh government arrived back from Calcutta. He handed over the government to them in March.