Good morning, and also Happy New Year! I’ve been looking forward to this first meeting of mine, which is the first press conference after I’ve taken over as Chief of Army Staff. Through you, I would like to wish all the countrymen a very Happy New Year, Happy Lohri in advance, Happy Veteran’s Day, and Happy Army Day.

As you are aware, you’re a vital channel between the Army and the citizens, and your progressive and constructive reporting helps in showcasing the Indian Army in the correct perspective. I’m a strong proponent of the idea that mass media and security forces have great potential to converge towards nation-building and national security.

So, let me adopt your modus operandi and straightaway come to the bottom line up front—that is, my mission statement. My mission is to ensure full-spectrum preparedness while concurrently transforming the Indian Army into a modern, future-ready force, to be a relevant and key pillar of the national security apparatus that also contributes meaningfully towards nation-building. I am convinced that our line of effort towards becoming a developed nation by 2047 is truly aligned with our goals. In that context, we aim to emerge as the net security provider for the entire region.

I will first deliberate on a few security issues, beginning with the northern borders. As you are aware, the situation is sensitive but stable. In October 2024, the situation in Depsang and Demchok in Eastern Ladakh was resolved. Patrolling to traditional areas in these two subsectors has commenced. Similarly, traditional grazing has also commenced in these two areas. We shall continue to discuss the effective management of other sensitive areas along the northern borders. To that end, I have authorized all my CO commanders to handle these issues with respect to patrolling and grazing so that these trivial issues can be resolved at their level.

Our deployment along the LAC is balanced and robust. We are well poised to deal with any situation. Our focus on capability development for the northern borders has enabled the infusion of niche technology into our warfighting system, adopting a whole-of-nation approach. We are progressing well in collaboration with our primary agencies to enhance border infrastructure.

Moving on to the J&K situation, it is firmly under control. The Line of Control ceasefire, which has been effective since February 2021 after the DGMOs’ understanding, is holding. However, the terror infrastructure across remains intact, and infiltration attempts continue, including through the IB sector and other avenues, such as drone attempts to smuggle warlike stores and narcotics into the hinterland.

In recent months, increased tourist activity was observed in North Kashmir and the Doda-Kishtwar belt. Our security grid there has been reinvigorated, and the tempo of kinetic operations has been enhanced. Sixty percent of terrorists eliminated were of Pakistani origin. As of today, we estimate that around 80% or more of the remaining terrorists in the valley and Jammu area are of Pakistani origin. Overall, parameters are under control. Tourism, development activities, and the peaceful conduct of elections are indicators of positive change, with the theme of “Terrorism to Tourism” gradually taking shape.

Regarding the Northeast, the overall situation is gradually improving. In Manipur, the efforts of security forces and proactive government initiatives have brought the situation under control. However, cyclical incidents of violence continue. Efforts by community leaders and our veterans are underway to bring about reconciliation.

Along the Indo-Myanmar border, enhanced surveillance and domination are in place to insulate against the spillover of turbulence from Myanmar. The commencement of border fencing is a significant step towards this goal.

In terms of humanitarian assistance and disaster relief, based on our experiences in 2024, we have allocated ₹17 crore for upgrading our QRT and QR medical teams. Additionally, we have decided to create 17 brigades of Humanitarian Assistance and Disaster Relief (HADR), as we recognize the need for such resources to ensure timely and effective rescue operations.

Regarding continuity and communication, my balance of pointers will be on the same lines as given by Gen. Pande last time. As you know, my predecessor was a visionary. He declared 2023 as the Year of Transformation and 2024 as the Year of Technology Absorption. Upon taking over, I extended the Year of Transformation to a Decade of Transformation, commencing from the time Gen. Pande had announced it. The Year of Technology Absorption has also been extended to 2025, given the extensive work required.

The pillars remain the same, and I will cover the balance of my update based on these five pillars introduced by Gen. Pande.

Technology Infusion: The era of technology absorption for 2024-2025 focuses on upgrading and massing human resources and other areas.

Force Restructuring: This is a continuous process to align organizational structures with emerging threats and technological advancements. We have already carried out some reorganizations in cyber, electronic warfare, ISR units, and rebalancing 1.0. Now, we are looking towards rebalancing 1.5, along with new tailor-made organizations in ISR, special operations, combined or integrated arms brigades, and info-ops groups. We are also considering raising some combat units and headquarters, focusing on emerging technologies like manned-unmanned teams (MUMT). Additionally, we remain responsive to the requirements of theaterization.

Modernization and Tech Infusion: Our force modernization is ongoing, with significant procurements enhancing our cumulative combat effectiveness. Emergency procurement for counter-terrorism operations has been approved, addressing the need for additional equipment in the valley. We are focusing on firepower, lethality, protection, mobility, and night-fighting capabilities. Regarding drones and counter-drones, scaling efforts are underway to adapt to evolving technology. Initiatives like “Eagle on the Arm” for every soldier and the new FPV drone technology are part of our modernization efforts.

Mechanized Platforms: We are modernizing our mechanized platforms, including FRCV, FICV, light tanks, and NBC protection. The induction of Light Combat Helicopters (LCH) has commenced. We credit the domestic industry for advancements in loitering and precision munitions, enabling us to procure from Indian developers.

I will also cover the technology infusion here. As I told you, the era of technology absorption for 2024-2025 has been given the same name. So, what are we looking for in this? Mostly, we are looking to upgrade and mass our human resources, including the tactical commanders, to become techno-commanders. Since they are the decision-makers, if they are alive to the technology, the technical people will find it easier to sail through.

As far as our M.Tech intake is concerned, it has increased by 30%. Similarly, the NDS syllabus is undergoing a major change, and by the year 2026, we should be able to see it implemented on the ground. Similarly, our promotion examinations and courses of instruction are incorporating more technology aspects.

We have also collaborated with experts in other ministries, academia, and industry. Additionally, we are aligning with national technology missions. The 16 technology clusters identified by the Indian Army have been in the news for some time, with fixed responsibilities and outcomes.

As for data harmonization in artificial intelligence, it is crucial, and we are working together on this issue. I must also say that this is the first year we have engaged in multi-domain operational discussions, independent of traditional discussions. This time, we included subject matter experts from across the nation and veterans. Representatives from ministries and the cyber domain participated, and a veterans’ expert group has been created, working under the Deputy Chief of Staff (SNC). They will provide their report by February on how the Indian Army should approach technology infusion and absorption in the coming years, as part of the decade of transformation.

So far, we have signed approximately 63 MoUs on this subject. The Military College of Telecommunication Engineering at Mhow has become a strategic partner in the Indian Army’s mission on chip-to-startup and quantum key distribution projects. Our collaborative efforts in joint training with the industry and research in advanced wireless-based merit systems have also commenced.

I will give you a brief glimpse of additional initiatives. The Army Data Network, which previously served 7,000 subscribers, has now tripled to 21,000 subscribers within six months. We have created an Indian Army AI Incubation Center in Bengaluru, with mentorship from IISc Bangalore and IIT Bombay. I must thank the local authorities for providing space in Bengaluru for this initiative. We are also establishing an Army IT Research Center at IIT Madras to further our innovations.

We are incorporating blockchain technology into a technology-based vendor registration model in collaboration with MoD’s PNC DAC. As for secure, space-based vehicle tracking and convoy management systems, they have commenced with NovIC. You are already aware of the smart phone initiative. During our border talks in October, most communications were conducted using this phone.

Regarding the third pillar, system process functioning, we are looking at data analytics and defining a single source of truth for future operations. We aim to integrate data, considering that the Army differs from other services. The empowerment starts from the battalion level; hence, maximum delegation must take place there. However, currently, the centralization of orders and authority is at the Army headquarters. Delegation can only be feasible once we have data-centricity and artificial intelligence playing a pivotal role. For example, if a vehicle is condemned, the release order can be automatically generated within 24 hours, instead of going through the entire chain of command.

We aim to streamline communication within the Army, reducing the 6-7 layers of command. We are also looking at a script-run system that simultaneously addresses all headquarters, ensuring the highest headquarters gives the fastest decisions. We anticipate significant progress with the reform initiatives announced by our Raksha Mantri.

On human resource management, while it’s a subject in itself, I will highlight a few points. Upgrading the potential and mass of our personnel is a priority, along with ensuring the welfare of rank-and-file veterans, widows, and dependents. Regarding the Agnipath scheme, 1,23,000 Agniveers are currently enrolled, and feedback from battalion commanders indicates they are fast learners, enthusiastic, and keen.

We have undertaken reforms in the SSB, increasing officer intake from 1,300 per year in 2022 to 1,900 projected for 2024. Women officers are doing a remarkable job, with 1,732 currently serving. We plan to increase this number to 2,037. In other ranks, we have approximately 310 women soldiers and look forward to more.

During the Q&A session, I will address more questions. As for progress on women empowerment, an all-women’s skydiving display team will be raised by 2025. The Group Maintenance Territorial Army has resumed recruitment under the delegated authority of commanding officers, with 30% recruitment at the battalion level to expedite the process.

The Institutional Finance Subedar Major initiative connects JCOs directly with the Army Chief. When I visit higher headquarters, the Subedar Major accompanies me, meeting with JCOs and men to close the communication gap.

We aim to upgrade our military training institutions to world-class standards, seeking national importance status for the Army War College. The college will be opened to foreign students, with the Higher Command Course already trialed for foreign officers and other dignitaries.

Regarding veterans, Project Naman has received positive responses, and we plan to open 200 centers in collaboration with online service centers, PSUs, and private banks.

Moving on to the fourth pillar of jointness and integration, in Jointness 1.0, we initiated the Integrated Acquisition Plan, courses of instruction, commonality in logistics, and joint use of bases. In Jointness 2.0, we are addressing service culture, thinking, and symbology.

“Here, we made good progress in doctrines and SOPs. Also, now we are looking at 3.0: the common operating planning procedures, defense communication architecture, and digital maps. But as far as the Army is concerned, you will find that we look at jointness and integration with many others. In the border area, we’re looking at joint test integration with our CPS who are working with us. In the hinterland, we are working with the police, CRPF, and other agencies. Inter-agency, we are working very closely every day.

Besides this, when it comes to conventional operations and multi-domain operations, it has to have a whole-of-nation approach. That is where we are working with other agencies and ministries. In this respect, in addition to the transformation pursuits that have been spelled out, the Indian Army’s contribution to nation-building is significant. We are looking at border area development in a big way with four pillars: infrastructure, communication, tourism, and education. Of course, cultural revival remains the mainstay.

Towards that, ‘Marathon Bhumi Darshan’ is a one-stop solution for information and clearances for visits to the forward area battlefields. This has been developed in partnership with the Ministry of Tourism and will be launched by the Honorable Raksha Mantri on Army Day, January 15th. We’ve also signed an MOU with Gati Shakti Vishwavidyalaya for upskilling Indian Army personnel towards synergizing dual-purpose infrastructure. Since the Indian Army has to carry out large-scale mobilization and has extensive logistic requirements, we have to align with the National Logistic Policy. This institution will train our personnel, commence workshops, and later provide an M&M tech degree in transportation and logistics.

Regarding the Army’s Horse Conclave, this is something new, and we are looking at it in a big way for Mission Olympic 2036. We have a strong role because we have the infrastructure, resources, and manpower for the event. We can also provide players, as we have been doing continuously. In any case, we have 18 boys’ companies and two girls’ companies, which we have raised recently. Regarding the issue of state vs. club, which comes up occasionally, we will ensure that the Army remains a key state player because we have a large reservoir of potential.

As for the Army Paraplegic Node, this has now been declared the National Center of Excellence, for which ₹60 crore has been allocated by the Ministry of Social Justice and Ministry of Youth Affairs. The task force, as you are well aware, was raised on January 1st. Also, in the ‘A8 Param Karna’ campaign, we have planted more than 50 lakh saplings. Three world records have been set in this regard, as covered in ‘Mann Ki Baat,’ including most saplings planted by a team in one hour and most saplings planted by women—25 and so on.

We’ve also carried out discussions with the Ministry of Environment, Forest, and Climate Change regarding deforestation. What does this mean? There is a requirement to look into green credits. Today, we are planting so many trees, but the green credits are not being returned to us. As a result, we are returning ₹900 crore this financial year because, although we have the plans ready for construction, we have not been able to construct those buildings due to lack of tree-cutting sanctions.

Last but not least, as part of our defense diplomacy contribution and commitment to the UN Charter, a rapid deployment force of the Indian Army for United Nations peacekeeping operations shall be ready for mission deployment by March this year. Once the UN teams inspect, we will be ready for deployment as and when required.

Thank you. I am now open to questions.

Q: Sir, you spoke about the situation along the northern borders and also about the resolution of some of the friction points we have had there. I just wanted to ask about that. What is the status of the issues in other areas on the LAC, in eastern Ladakh and elsewhere? We have had agreements on resolving the issues in Depsang and Demchok. How have they been resolved? What steps were taken to reach that agreement? Have they retreated from the CNC junction and other areas where they have been stationed for a long time? What is the status of the buffer zones created in recent times post-Galwan clash? When do we see the resumption of patrolling in all areas? What is the status of the standoff? After resolving these two points, do we still have a standoff with them? By when do you think these matters will be resolved?

Q: My question is about Manipur. You briefly mentioned Manipur. I would like to have your overall perspective. There have been criticisms of a lack of coordination among the agencies involved in controlling the situation there. Also, there’s an external dimension. Various rebel groups have captured crucial towns in Myanmar. Is this impacting the overall security scenario along the border with Manipur?

Thank you, Sir.

Q: The Prime Minister’s vision is to make our country a developed nation. What is the Indian Army’s contribution towards the development of border road infrastructure? Although border areas are changing rapidly, how does the Army update the border areas compared to the mainland?

Answers:

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These three questions seem to have about 13-14 points. Let me see how I can address them all.

Aji, you asked about the status of issues along the LAC. I will repeat the same word: it is stable but sensitive. What does this mean? There have been a series of meetings at various levels, including the Prime Minister meeting the Chinese. Similarly, meetings have taken place at the core commander level. As you’re aware, the 22nd SHMC took place on October 21st and concluded thereafter. On December 5th, we had the WFC, and on December 18th, we had special representatives.

Regarding Depsang and Demchok, as you are aware, since April 2020, both sides moved forward and stopped the other from reaching traditional patrolling areas. In this disengagement, both sides agreed to return to areas previously used for patrolling. Verification patrolling has already been completed twice, and both sides are satisfied. Similarly, mutual agreement has been reached regarding grazing grounds, allowing graziers to proceed without restrictions to prevent inadvertent aggravation.

The second question was about the buffer zones. Let me clarify that there is nothing called a buffer zone. During negotiations, immediate solutions, delayed solutions, and potential high-violence areas are identified. In some places, temporary moratoriums were declared, meaning both sides remain back to prevent escalations. This terminology indicates areas where both sides feel that meeting could increase violence levels.”

As for the temporary moratorium, the status of the standoff is concerned. Now, what we have to say is that whatever has changed since April 2020, if you look at all the terrain that has been altered over a period of time—yes, both sides have made adjustments. Have both sides carried out construction? The answer is yes. Have both carried out some stocking and deployment? Yes. Therefore, what it means is there is a degree of standoff.

Now, firstly, you have changed the situation after April 2020, so the trust between the two countries needs a new definition. Therefore, there is a requirement for us to sit together and come to a broader understanding of how we want to calm down the situation and restore trust. We are now looking forward to the next special representatives’ meeting, which should take place, and also the WFC. Based on the guidance given from that, we will move forward.

Your related issue was about what is happening along the complete front. As I have told you, the core commanders have now been delegated the powers to resolve trivial issues or minor frictions so that they don’t later escalate into big issues. If they can be resolved at the lower level, that is being done. As for the timelines, I can only say that India has adequate strategic patience.

Coming to the second question that Manas asked about Manipur, the overall perspective as of today is that, yes, tribal affiliations have taken a strong line, but we have to work as a whole-of-nation approach to ensure reconciliation takes place. I am very hopeful that with the new governor who has gone there, steps towards this will be taken.

As for the lack of coordination you brought up, I assure you there is absolutely no lack of coordination. However, we must understand which side is where. When the problem occurred in May 2023, it was very difficult for police from various communities to go into different community areas. Therefore, the DGP issued orders for officers to go to the nearest police station within their community, so they could at least perform their duties. The Indian Army, Assam Rifles, and other CPF agencies have to coordinate with those officers in the respective areas, so it’s not a lack of coordination. These three agencies are the ones providing coordination today.

As for the external dimensions, they cannot be ruled out, and it’s all over the media, so I’ll leave it at that. Regarding the Myanmar side, there are activities taking place, and it is claimed that rebel groups are fighting with the Myanmar army. As a result, there is migration and an influx of refugees. There was even a time when soldiers from the other side walked over here. We have ensured that all who come are treated as refugees with respect and consideration, providing them harbor. That’s the situation on the other side. If there is no support for the VBG, these people are also moving, leading to some surrenders. We disarm them and allow them to go, with the police then looking after these people.

Our connection with the Myanmar army is complete, and we are interacting in harmony, ensuring the exchange of information and support in terms of intelligence from both sides.

Coming to the third question about Viksit Bharat 2047, as far as we are concerned, we are looking at a decade of transformation. Why I explained this is that when you see Viksit Bharat or the year of reforms, there’s major synergy towards that. Let me give you a few examples: when we talk about nation-first foreign policy and national security, it means defense diplomacy and deterrence are required to guard our borders and ward off adversaries. I’d like to say, deterrence is costly, but war is costlier.

Regarding India as a global economic powerhouse, the Indian Army’s indigenous consumption of weapons, equipment, and other resources provides our stamp of approval. This approval boosts the domestic defense industry. Today, Raksha Mantri has already announced a defense export target of ₹21,000 crores, and by 2030, we aim for ₹50,000 crores. As the biggest consumer, we are also the biggest advertiser of these weapons and equipment.

Regarding infrastructure development, we are working in close synergy with PM Gati Shakti and border infrastructure, as highlighted earlier. We have the Empowered Committee on Border Infrastructure, headed by the CAPF, working aggressively. Recently, ₹22,000 crores were sanctioned for northern borders’ infrastructure development, including tunnels. During the Sikkim glacial outburst, this committee quickly authorized funds to expedite recovery.

The BRO is working hard, but our aspirations for infrastructure development along the northern borders are many times what BRO can provide. Therefore, we are involving other agencies like the railways, national highway authorities, and others, aiming for infrastructure development to be three to five times faster.

Due to time constraints, I’ll leave it at that. Thank you.