Lt Gen K S Brar, AVSM, GOC, Dakshin Bharat Area, delivered a presentation on the army’s work in the recent Wayanad landslide tragedy. Pressed into service thus within hours, the Southern Command (Dakshin Bharat Area) of the Indian Army rose to the occasion in helping people and administration deal with this national calamity.
On the topic of peacetime challenges, I’ll go beyond the Wayanad example to address the larger issue of disasters. As a country, we need to understand that natural disasters are a national emergency, and the casualties and damage from them far exceed those from wars.
According to the Asian Development Bank, from 2019 to 2023, disasters in India caused damage worth $56 billion, affecting 56 million people and resulting in 10,000 deaths. If we don’t address this, we are heading towards greater catastrophe.
The Army plays a key role in disaster response, though it is only one aspect of what we do. When I say Army, I am referring to the broader armed forces—Army, Navy, Air Force, and Coast Guard. Our primary responsibility is defending the nation, both conventionally and unconventionally. Since Independence, we’ve been involved in many conflicts, from the consolidation of India, including Hyderabad and Goa, to wars with Pakistan in 1965, 1971, and Kargil. The ongoing sub-conventional fight in the Northeast and Jammu & Kashmir continues as well.
We also engage in military diplomacy, conducting joint exercises with foreign countries and maintaining military attachés worldwide through UN missions. Indian peacekeeping forces are among the largest and most sought after in the United Nations. I’ve served in Congo and as a sector commander in South Sudan, which was going through severe conflict when I was there.
Our secondary role includes maintaining essential services during crises, like when organisations such as the Oil Corporation or Railways go on strike. Although this doesn’t happen as often now, it was more common soon after independence.
We also provide aid to civil authorities, but only when requested, following a formal procedure. Generally, we avoid getting involved in law and order situations, as it’s not the Army’s role to deal with civilian populations, which can lead to unpleasant outcomes. There have been rare instances where we’ve stepped in, but these are exceptions.
HADR Operations
Another major responsibility of Army is humanitarian aid and disaster relief (HADR) operations. In many cases, when we know a disaster is imminent, we don’t wait for a formal request to begin assisting. In today’s world, there is no true peace. We are constantly at war in some form, be it in cyberspace, space, or through information warfare. The nature of conflict is changing—it’s no longer about conventional attacks but more about these newer domains.
As for HADR operations, the Dakshin Bharat area, where I am based, is responsible for five southern states, including Pondicherry and Lakshadweep. The Army formations here are assigned specific responsibilities for every district, depending on the need.
The most important aspects of disaster response are anticipation/planning, preparation, coordination, rehearsal, decision-making, and the allocation of responsibilities. If these elements are not properly addressed, the second part—execution—cannot happen. Commanders ensure that the person responsible for a district is on-site, liaises with local people, knows the routes, and is prepared for action.
Leading from the Front
What is the difference between the Central Armed Police Forces (CAPF) and the Army or Armed Forces? Although the same people from villages join the BSF, CRPF, and other police forces, the distinction lies in planning, preparation, and decision-making roles. The Army always leads from the front, which is why the casualty rates of Army officers are notably high in Jammu and Kashmir.
The Army from the Dakshin Bharat region has been called upon on multiple occasions in all five southern states—Tamil Nadu, Kerala, Karnataka, Andhra Pradesh, and Telangana. This includes serious disasters like the 2021 Chennai rains, the 2023 Chennai and southern Tamil Nadu rains, and the 2024 Wayanad floods. While some disasters were less severe, there were still some loss of life. In Tamil Nadu, when the monsoon retreats in November and December, depression systems form, and people must be prepared for heavy rains.
If we analyse the types of disasters, we see they generally lead to either floods or landslides. Landslides occur in mountainous areas and along the Western Ghats, while floods often happen in the Krishna-Godavari basins. Cyclonic activity affects coastal areas. Though we are called to respond when disasters occur, we must address the larger issue of disaster preparedness. This can only be achieved through the collective consciousness and participation of the government, corporations, schools, and every citizen of India.
Training and Preparation
For HADR operations, people are trained in various skills, such as paddling boats or loading supplies. Training, preparation, rehearsals, and coordination meetings with all stakeholders are essential. When the district administration or state authorities call us, we coordinate with them, visit the affected areas, and assess where our action is most critical.
During my tenure, I have handled four or five disasters, with Wayanad being the most significant. When Cyclone Michaung struck Chennai in December 2023, the army deployed 12 columns from December 4 to 6, evacuating 4,203 and providing food and amenities to 2,561 people. The Indian Army’s garrison battalion worked tirelessly for three or four days. There were families with young children, elderly people, a pregnant woman, and even a young girl who was about to be married. There were countless human stories. Our work received significant media coverage and appreciation.
Need for Decision Making
During the rains in southern Tamil Nadu, there were only orange alerts. However, decision-making in such situations is crucial. Whether in corporate leadership or military operations, the person at the top must be decisive. We mobilised units from Trivandrum and Wellington, both part of the Madras Regimental Centre. They performed exceptionally well, rescuing people stranded in rural areas and villages, who, like in Chennai, were deprived of food and water. The army received widespread appreciation, including from the Chief Secretary and the Greater Chennai Corporation. The Governor graciously honoured the units and awarded the President’s citations to three individuals.
In July 2024, a minor landslide occurred in Shirur, Karnataka, and the army was called for rescue operations. A truck had been buried in the debris. Typically, we use basic equipment to detect people trapped in landslides, but in this case, we secured a ground-penetrating radar from CME Pune, which helped us locate the truck.
Landslides/Floods in Wayanad
On 30th July 2024, at 5:30 am, I received a call informing me about a landslide that had occurred during the night of 29th/30th. It was still dark, and the situation was dire. With the limited information I had at 5:30 am and sensing the urgency, I ordered our troops from Calicut to mobilise immediately, without waiting for formal permission. We also requested the DSC Centre in Kannur, which has a hospital and medical teams, to dispatch help right away.
About an hour later, we started receiving clearer reports, including photographs. The bridges had been washed away, and people on the other side were trapped under the landslide. There was no way to reach them, so we urgently needed to construct a bridge.
Bailey Bridge in Record Time
We quickly erected a Bailey bridge, which gained significant media attention. This particular bridge, usually used for troop training, was stationed at the MEG Center in Bangalore. Under normal circumstances, we don’t move training equipment. However, by 8:00 am, recognising the severity of the emergency, I made the decision to move the bridge from Bangalore to Wayanad.
Transporting the bridge required 22 vehicles, and it took about 18 hours to get it there. The landslide happened on the 30th, and by the early morning of the 31st, the bridge had arrived. By the 2nd of August, the bridge was fully installed. While parliamentary discussions were underway about the Wayanad tragedy, our army was already on the ground. In addition to the Bailey bridge, we also deployed “flying foxes,” which are short-length footbridges.
Major General Matthews, based in Bangalore, was the GOC for the operation. For this disaster, everyone coordinated effectively. The Chief Minister chaired a meeting with the Chief Secretary and other key officials via video conference. Troops from Trivandrum were airlifted to Kannur, and various army columns were deployed to Wayanad. Many volunteers also came forward to assist. There were numerous casualties, which could have been much higher if not for the timely intervention of the Indian Armed Forces. When the army arrives on the first day of a disaster, within just a few hours, it boosts people’s confidence.
Very recently, we were called in when breaches occurred, causing flooding in the Vijayawada-Kakinada area. The breach had initially occurred on 2nd September 2024, but after local efforts failed to resolve the situation, we were called on the 5th. By that time, there were ten breaches, each spanning over 100 meters. When breaches occur, it is crucial to have solutions ready. The Indian Army always finds a way to address these challenges. We normally resort to stone pitching to arrest breaches and Hesco bags for defence purposes. We filled them with sand and mud and started closing the gaps.
In managing disasters, the National Disaster Management Authority (NDMA) is the highest-level body. It was formed in 2005 through the NDMA Act. Members of the police forces are part of the NDRF (National Disaster Response Force) battalions. There are 16 NDRF battalions, and each state is supposed to have its own State Disaster Response Force (SDRF). Some states have well-functioning SDRFs, while others do not. Recently, we held an integrated symposium where various Central and State agencies from the five southern states participated.
The Four Key Areas
There are four key areas we need to address for effective disaster management: Mitigation measures; Readiness, Execution and Capturing Lessons Learned. We must mitigate anthropogenic causes which are human-induced, such as deforestation, mining, or encroachment on lakes and riverbeds. If actions like cutting of trees and indiscriminate mining occur, disasters will follow. In cities like Chennai, Bangalore, or Gurgaon, there is no space for rainwater to drain, leading to floods.
Recently, I spoke at a seminar on urban heat islands, organised by Madras University. Chennai, being a heat island, is highly susceptible to depressions and cyclones. We need to leverage technology, and through satellite imagery, we can map vulnerable areas. I encourage startups and academic institutions to work on technological solutions to mitigate disasters. In the armed forces, we ensure that the areas where we are stationed are environmentally friendly and have adequate space.
Often, people might think that the area where army is stationed is ideal for urban development, but that is not a good idea. I can tell you, if you remove the army from certain areas, you will invite natural disasters. The Delhi cantonment area, for example, is thriving thanks to the presence of the army. As armed forces, we do our best in the various roles the nation calls us to fulfill.
Q&A
What are the similarities and differences between military and corporate leadership?
In corporate leadership, you incentivise a leader with promotions, higher pay, or bonuses, and they are expected to deliver results. For a military leader, there is no extra financial incentive, if they inspire. More importantly, if the task requires it, they must be willing to sacrifice their life for the nation. They have to lead from the front. Disaster management is a common challenge for both military and corporate leadership. The key qualities of successful leadership include anticipating situations and making timely decisions. For instance, Kodak failed to anticipate the rise of digital photography, leading to their downfall. Leaders, including those in the armed forces, must be tech-savvy.
Are there any plans for mitigating chemical and biological disasters?
Such disasters can occur due to natural causes as well, like the Chernobyl incident or what happened in Japan. There are agencies prepared to handle these situations. We are trained to operate in a CBRN (Chemical, Biological, Radiological, and Nuclear threat) environment.
As humans, we often cross nature’s boundaries and harm the ecosystem. How do we change this mentality?
It requires a collective effort. I must give credit to the armed forces because when we are deployed in the hills, you will see that nothing goes wrong with the environment. There are also some good examples within our country where people are doing excellent work. In the Netherlands, for instance, the population has collectively decided to cycle, which significantly reduces pollution. Cycling is something we should promote as a nation. Indians clean their own homes well but often throw waste outside, not realising that the outside is part of our environment too. For the Indian armed forces, the nation always comes first. Everyone needs to start thinking this way and recognise that we are all part of a larger ecosystem.
In Wayanad, how did your team rapidly adapt to the unpredictable conditions?
In times of tragedy, not just the army, but everyone rises above petty differences. Seeing our soldiers working day and night, surviving on just biscuits and water, a young boy named Ravi, if I remember correctly, posted online that he wanted to join the army. It went viral. When you join the army, you undergo a transformation. The academies mould us, and when we start functioning in a unit, we transform once again. We face challenges from the very first day we join the army.
Does the Indian Army support international disaster management?
Yes. For example, when there was an earthquake in Turkey, we sent our forces and medical teams, irrespective of diplomatic relations. They did an excellent job. We also sent forces to Nepal, Sri Lanka, and other countries. The Indian Navy plays a leading role in anti-piracy operations. In UN missions, Indian armed forces are always in demand. We have vast experience in managing global challenges.
Given the increasing frequency of natural disasters, how does the military plan to scale its resources to support future crises while balancing its primary defence responsibilities?
We are well-balanced. What we need are new technologies to make our work easier, and we look to the industry for these solutions.
What were some of the toughest challenges your team faced during the rescue operations in Wayanad?
Physical challenges are not an issue for the armed forces, but emotionally traumatic situations can affect anyone. For instance, due to landslides, many bodies were found in pieces. Recovering those remains and removing the dead was a deeply distressing experience.
Has the Indian Army adopted any best practices or technology from other countries?
We are far ahead of many armies in the world. In fact, others often need to learn from us. If you watch World War movies, you’ll usually see only white soldiers in action. But in World War II, the British Army won many battles because of Indian soldiers. I am not undermining them, but they excel in technology, while we are the best in human resources.
How does the Indian Army collaborate with local government and civilian agencies to optimise disaster response? What improvements can be made to enhance this cooperation?
We work in a well-coordinated manner. Through symposiums, we strive to improve the connection between various agencies. Any perceived divide reported in the media is more of a media creation. Many positive efforts happening around us often go unnoticed, while one negative incident is reported disproportionately. This shapes our perception more than what we actually see happening.
