Current Events :
55 ENGR REGIMENT : ATTENDED ANTIM ARDAS
L TO R—Brig Amarjit Singh, Col Charanjit Singh Khera, Maj Gen Manmohan Singh, Col Tajinder Singh Sandhiu, Col Paraminder Nirwal , Col Om Prakash, Col Harbinder Singh .
Col Parminder Nirwal drove down from Jullundur (140Km) to attend the antim ardas : Regiment and Bengal sappers spirit
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Colonel Gurdial Singh (The Bengal Sappers), 1971 war veteran, mentor to the golfing community and Secretary SEPTA, Chandimandir for more than 20 years.cremated on 28th March 2026.
Condolences on text/whatsapp may be conveyed to
Mrs Nargis G Singh, 9316441063
Major Navdeep Singh, Senior Advocate, High Court 9316132817
Navjosh Singh, 9814210900
What an irreplaceable loss of a sterling human being and an ace golfer & creator of golf courses. He never bothered which course he was working for he simply loved to create unique golf courses. He was instrumental in creating / assisted to create golf courses in Chandimandir, Roorkee, Assam where created a new course from scratch for the Governor.
As a human he was a humble, big hearted person who was always ever ready to help others in whatever form the help was required. Col. Gurdial will be sorely missed & so will be his legacy & magnanimity. He was self motivated, tireless, dedicated soul. He was also instrumental in creating our Faujeshwar Enclave in Roorkee.
May his soul rest eternally in peace. JAI HIND
Brig Sewak S. Sidhu- one of admirers of Col. Gurdial Sing
INDIA’S security environment has never been more demanding. To the west, Pakistan, now armed with fifth-generation Chinese aircraft, cyber support and satellite intelligence, continues its policy of a thousand cuts. During Operation Sindoor, China provided Pakistan with real-time ground intelligence. Pakistan has also concluded a defence pact with Saudi Arabia and maintains strong ties with both the US
To the north, Indian and Chinese troops remain deployed along the Line of Actual Control (LAC). China occupies parts of Indian territory in Ladakh and covets the Karakoram Pass for a direct link with the Shaksgam valley above the Siachen Glacier. Opposite Arunachal Pradesh — which China continues to claim and is also giving Chinese names to Indian villages and towns — Beijing has constructed a large number of villages along the LAC.
Meanwhile, Nepal is increasingly coming under Chinese influence. China is building a railway line to Kathmandu as part of the Belt and Road Initiative and has pressured Nepal to claim Kalapani and parts of Uttarakhand in order to control the Lipulekh Pass — which overlooks the Chinese road in Tibet — despite the long-recognised border running along the Kali Ganga.
The neighbourhood picture is equally troubling. The Agnipath scheme has led to Nepalese Gorkhas no longer joining the Indian Army; they may soon be absorbed into the Chinese military. Bhutan is leaning towards China. So too are Bangladesh and Myanmar, both of which have long received Chinese military equipment. In Sri Lanka and the Maldives, China has established a firm foothold.
China has built a significant presence in the Indian Ocean through what is widely described as a ‘String of Pearls’ — a network of commercial and military ports designed to secure energy routes and expand Beijing’s geopolitical influence. These include Kyaukphyu in Myanmar, Hambantota in Sri Lanka, Gwadar in Pakistan and Djibouti at the Horn of Africa. China now commands the largest navy in the world.
A country’s strategic environment has a direct bearing on its security requirements; India is today surrounded by hostile or compromised neighbours.
India’s defence allocation for FY2025-26 stands at approximately Rs 7.85 lakh crore. While capital expenditure has grown and 75% of acquisition funds are now reserved for domestic procurement, the structural weight of pensions — at nearly 22% of the total — continues to constrain modernisation. It is worth noting that age and physical fitness eligibility thresholds for serving personnel have also risen; a corresponding increase in the retirement age for soldiers to 42/45, and for junior commissioned officers and officers by two years, would reduce the pension burden while retaining experienced manpower.
The Agnipath scheme, conceived as a solution to the rising pension burden, has instead damaged unit cohesion and regimental spirit. As many as 50% of the Agniveers who feel they cannot make it to the 25% to be retained lose all interest, while in the remaining 50%, there is cut-throat competition to be retained.
India’s efforts at indigenisation under the ‘Make-in-India’ initiative have made limited progress. The country still imports close to 75% of its defence equipment. The engine for its 4.5-generation fighter aircraft is imported. Even small arms continue to be sourced from Russia. This is particularly alarming given that China is already developing sixth-generation fighter aircraft.
Make-in-India cannot succeed unless significantly better talent is inducted into research and development and substantially greater funds are allocated to it. Several private companies have taken up government defence contracts without any genuine R&D capability — some are merely importing equipment from abroad and assembling it in India. This is not indigenisation; it is relabelling.
The lessons of recent conflicts demand urgent attention. Operation Sindoor, the Russia-Ukraine war and the evolving Israel-Iran confrontation share a common lesson: warfare has been transformed. The future battlefield is defined by hypersonic missiles, swarm drones, electronic warfare and artificial intelligence.
Instead of preparing for this kind of future, India risks equipping itself for the last war — seeking amphibious light tanks rather than elite precision-guided drones and hypersonic missiles.
Fighter aircraft and main battle tanks face existential threats from missiles and drones; their primacy on the modern battlefield is being fundamentally challenged.
India’s defence budget, while growing in absolute terms, remains structurally inadequate. The country’s strategic environment has never been more complex, nor the cost of complacency more consequential.
A credible, enduring military strategy demands three simultaneous commitments: first, a sustained increase in defence allocation to at least 3% of the GDP; second, a genuine investment in indigenous R&D — not assembly lines but design capability, with the DRDO funding doubled and deep linkages built between research institutions, private innovators and the armed forces; and third, a strategic diplomacy that arrests the drift of Nepal, Bangladesh, Bhutan and the Maldives into China’s orbit before it hardens into permanent encirclement.
Incremental allocations, short-tenure soldiers and imported weapons assembled under an Indian label are not a defence policy — they are a deferred catastrophe.
The authorities stated that the change had been made keeping in view the changing weather conditions and daylight hours
The timing of the iconic retreat ceremony at the Attari-Wagah joint check post at the Indo-Pakistan border in Amritsar has been revised.
The daily ceremony, which draws thousands of spectators from across the country and abroad, will now be held from 5:30 pm to 6:00 pm.
Earlier, the ceremony used to begin at 5:00 pm and conclude by 5:30 pm. The authorities stated that the change had been made keeping in view the changing weather conditions and daylight hours.
The new timing has come into effect from April 1.
The retreat ceremony, jointly conducted by Indian Border Security Force and Pakistan Rangers, remains a major attraction for both tourists and locals, showcasing discipline, coordination and patriotic fervour.
INDIA’S armed forces are one of the most respected institutions in the nation, built on discipline, sacrifice and honour. Yet, within this proud structure exists a silent contradiction — one that affects thousands who once wore the uniform under the Short Service Commission (SSC). Their contribution is unquestionable, but their treatment post-release raises uncomfortable questions of policy, equity and national foresight.
If the country is to optimise both its military strength and socio-economic potential, Short Service must be reimagined — not as a temporary arrangement, but as a strategic national asset. The issue is neither new nor unknown. Since the promulgation of Army Instruction AI 11/S/64, which ambiguously stated that “pension under consideration orders will be issued separately”, a policy vacuum has persisted. For over six decades, this assurance has remained largely unfulfilled, leaving SSC personnel in a state of uncertainty.
This gap has not gone unnoticed. Courts, including the Supreme Court and various high courts, have increasingly been called upon to intervene. Recent judicial pronouncements — particularly those granting relief by notionally treating certain categories as deemed to have completed 20 years of service — have exposed the deeper malaise. These judgments reflect prolonged executive inaction.
The core issue is not limited to gender or specific cases. It is a systemic neglect of the SSC cadre itself.
Short Service entrants volunteer in the prime of their youth. They undergo the same rigorous training, carry the same responsibilities and face the same operational risks as their permanent commission counterparts. For five, 10, or 14 years, they serve with unwavering commitment.
Yet, upon release, they step into an uncertain civilian landscape — often without pension, without full healthcare benefits and without a structured resettlement pathway. The absence of these basic assurances creates financial insecurity as well as a sense of institutional indifference.
One of the starkest manifestations of this disparity is in the access to the Ex-Servicemen Contributory Health Scheme (ECHS). While regular retirees enjoy comprehensive healthcare coverage, SSC veterans often face restrictions or exclusion. This has led to ongoing litigation, including writ petitions in high courts.
Healthcare cannot be selectively granted. It is an extension of the nation’s obligation to those who have served. Any deviation from this principle undermines both constitutional values and institutional credibility.
A common argument against extending pensionary benefits to SSC personnel is fiscal burden. However, a closer examination reveals the opposite. Regular commission personnel typically serve 20 years or more and draw pension for life. In contrast, SSC personnel serve for shorter durations and then transition into civilian careers, where they continue to contribute economically through taxes, enterprise and professional engagement.
Granting pro-rata one rank one pension (OROP) to SSC personnel would involve a lower per capita pension outgo while generating long-term economic gains. It creates a dual-benefit model — reduced pension liability and increased national productivity. In essence, the SSC becomes not a cost centre, but a force multiplier.
Perhaps the greatest strength of the SSC model lies in its potential to produce disciplined, skilled and motivated individuals at a relatively young age. Released in their 30s or early 40s, they are ideally positioned to contribute meaningfully in civilian sectors. From corporate leadership to public administration, from entrepreneurship to internal security, their training and experience are invaluable. Yet, in the absence of structured support, much of this potential remains underutilised.
A well-designed resettlement framework can transform this transition into a national advantage.
India lacks a comprehensive legal structure to address the resettlement and welfare of Short Service personnel. Existing schemes are fragmented and lack enforceability. An armed forces resettlement and welfare Act is needed — one that provides statutory backing to key provisions, such as:
Such a framework would ensure fairness and enhance institutional efficiency.
Beyond policy and economics lies a more fundamental issue — the moral contract between the nation and those who serve it. When a young individual joins the armed forces, there is an implicit assurance of dignity, fairness and respect — not just during service, but also beyond it. Any perception of neglect erodes this trust and, by extension, affects morale and motivation.
The growing discontent among SSC veterans calls for introspection and corrective action. The transformation of Short Service into a national asset requires a shift in perspective. It demands that policymakers move beyond incremental adjustments and adopt a holistic approach.
Key steps in this direction include:
These measures are not radical — they are rational. The need for a youthful, agile military force is matched by the need for skilled human capital in the civilian domain. The SSC model, if properly structured, can serve both objectives. It can provide the armed forces with flexibility and vitality while simultaneously enriching the civilian workforce.
Military rank and honour earned during Short Service should be a lifelong asset, not a post-service liability. Those who have worn the uniform, even for a limited tenure, carry with them values that the nation cannot afford to overlook. It is time to move from ad hoc measures to institutional reform and from ambiguity to assurance.
Making Short Service a national asset is not just in the interest of those who serve; it is in the interest of India itself.
Comments by my former GOC, very apt.
Lack of terrain knowledge has been the cause of defeat of many militaries.
US, never known for its knowledge of history and geography, is making a huge mistake.
Jokingly said “US makes war to learn world geography”.
Hormuz is sacred to Persia, named after the Zoroastrian deity of wisdom and light, Ahura Mazda ( modified to Hormoz or Hormuzd in Middle Persian).
Iranian men & women will fight to the death to protect their nation.
On the other side, the Boab el-Mandeb (Arabic for “Gate of Tears” or “Gate of Lamentation”) is a critical 16-mile-wide shipping strait between Yemen & Djibouti. Again a death trap.
Yanks are fingering two Wasp hives.
Hope they have bought extra land at Arlington Cemetery to recieve the certain & large no of body bags.
Comrades, quality, cashless treatment is a right earned through service; it is not a request. Empanelled hospitals are partners in delivering this right, not gatekeepers trying to block it. This guide ensures that no veteran or their family is ever intimidated by hospital administration.
For many veteran families, the hardest battle isn’t fought on the border; it’s fought at the registration desk of an empanelled hospital. The gut-punch of being told, “We aren’t taking ECHS today,” or “No beds available for ECHS,” while in pain or distress, is unacceptable.
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This installment of Fire Plan ‘Jeevan Raksha’ is not just an advisory; it is a field manual. It is designed to ensure that every ECHS beneficiary—from a retired flag officer to a sepoy’s family in a remote village—knows exactly how to breach the wall of hospital refusal and secure their rightful cashless treatment.
An empanelled hospital is not doing the veteran a favor. They are under a legally binding contract (Memorandum of Agreement, or MoA) with the Government of India to provide care.
The Standing Order: According to the MoA, an empanelled hospital cannot deny cashless treatment to an eligible ECHS beneficiary. A refusal is a breach of contract. This guide provides the tactical maneuvering space for every beneficiary to defend their dignity and their health.
To help visualize this entire tactical process, below is a summarizing diagram that consolidates the key stages of managing a hospital refusal, from on-site soft engagement to escalating up the chain of command.
The veteran’s first tactic must be calm, firm, and informed engagement. Do not lose tempo; gain ground through accountability.
1. Verification of Force:
The veteran must always carry their valid ECHS smart card, the referral letter from the Polyclinic (if applicable), and Aadhaar card. Proper documentation is the first line of defense.
2. Demand the Breach Report:
If the desk staff refuses admission, the veteran must steadily ask “Why?” They must not accept a vague answer.
3. Identify the Enemy of Protocol:
The veteran must note the name and designation of the individual issuing the refusal. They should ask, “Who has given you the authority to deny treatment to an ECHS beneficiary?”
4. Cite the MoA:
Mentioning the contract often changes the hospital’s posture. The veteran should state, “I am aware of the MoA between this hospital and ECHS for cashless treatment. Are you officially stating that this hospital is violating that legal agreement?”
OIC’s Tactic: If the hospital claims “no beds are available,” the veteran must ask them to verify this status. If the refusal persists, the veteran must demand the refusal and the specific reason (e.g., “No ECHS beds”) in writing. Hospitals are often reluctant to document their violations.
If Phase 1 fails, the veteran must escalate the situation immediately, without leaving the hospital premises. Leaving the site breaks the tactical advantage.
1. Activating the Nodal Officer:
Every empanelled hospital is required to have a dedicated ECHS Nodal Officer or a designated Help Desk. The veteran must demand to speak to them instantly. Their mandate is to resolve conflicts between the hospital and ECHS beneficiaries.
2. Engaging Hospital Management:
If the Nodal Officer is unavailable or unhelpful, the veteran must escalate to the Medical Superintendent (MS) or the hospital’s Chief Operating Officer (COO). The veteran must clearly state: “I am an eligible ECHS beneficiary with a valid referral. This hospital is under contract to provide cashless treatment. Your staff is denying service, which is a direct violation of the MoA.”
If hospital management refuses to self-correct, the veteran must deploy the authority of the ECHS administration.
3A: The OIC Polyclinic Call (Priority 1)
This is the most critical action. The veteran must contact their parent Polyclinic OIC immediately.
The OIC’s Mandate: The OIC Polyclinic will immediately engage the hospital’s top management or Nodal Officer. This call carries the full weight of the ECHS organization. In an overwhelming majority of cases, intervention by the OIC resolves the denial within minutes, securing admission for the veteran.
3B: The ECHS Toll-Free Helpline (1800-114-115)
If the OIC is unreachable, the veteran must activate the central helpline.
The Rules of Engagement change based on the medical scenario. The hospital’s liability is absolute in specific cases.
In a medical emergency, the hospital’s obligation is immediate and unconditional.
The Emergency Standing Order: If an ECHS beneficiary arrives at an empanelled hospital in an emergency state, the hospital MUST admit and stabilize them immediately. They are legally and contractually prohibited from demanding a referral, an ECHS card, or any form of payment before providing stabilizing treatment.
A hospital refusing emergency care violates not only the MoA but also Supreme Court rulings regarding the ‘Right to Life.’
Emergency Tactics:
If the situation involves systemic failure or blatant disregard for the chain of command:
Even if the veteran is successfully admitted after intervention, the initial attempt to refuse service is a grave violation. A formal, written intelligence report must be generated. Without written evidence, ECHS cannot take disciplinary action.
1. Generate the SITREP:
As soon as the patient is stable, the veteran (or their family) must write a clear, factual SITREP (Situation Report) detailing the encounter. This must include:
2. Submit to OIC:
This written complaint must be submitted formally to the OIC Polyclinic. This document is the ammunition the OIC requires to escalate the issue to the Regional Centre.
3. Utilize Grievance Portals:
The veteran should also file a formal grievance on the CPGRAMS portal or via the official ECHS website. Every registered complaint strengthens the case against non-compliant hospitals.
Comrades, in the chaos of a hospital refusal, clarity is your strongest weapon. Use this handbook to cut through the confusion and enforce your rights.
Answer: NEGATIVE. This is a soft denial. A bed is a bed. An empanelled hospital cannot legally set a ‘quota’ or separate ‘ECHS ward’ unless specifically authorized in their MoA (which is rare). You must calmly ask, “Are you officially stating that this entire hospital has zero beds available, and if so, will you put that in writing?” Proceed immediately to Phase 2 (Nodal Officer).
Answer: AFFIRMATIVE, in 99% of cases. The MoA dictates that cashless means zero payment for all treatment, procedures, diagnostics, and medicines included in your authorized package or emergency care. You only pay for non-medical items (e.g., telephone calls, deluxe room upgrades, or food not provided by the hospital diet).
Answer: NEGATIVE. This is a direct violation of the MoA. An empanelled hospital cannot demand any advance payment or deposit from an ECHS beneficiary for authorized treatment. ECHS bill delays are an administrative issue between ECHS and the hospital; they cannot be passed on to the veteran. If they insist, call your OIC Polyclinic immediately.
Answer: You must get a referral. For non-emergency (planned) treatment, an official referral from your parent Polyclinic is your tactical ‘Movement Order’. An empanelled hospital cannot admit you without it for planned procedures. If you go without one, they will correctly treat you as a private patient.
Answer: YES, but it’s a different protocol. The rule of ‘Life over Protocol’ applies. You must get the patient stabilized first. ECHS will cover emergency treatment at non-empanelled hospitals, but you must:
Answer: AFFIRMATIVE. ECHS is a pan-India system. Your 64Kb smart card grants you access to any ECHS Polyclinic and any empanelled hospital across India, regardless of your parent Polyclinic.
Answer: NEGATIVE. This is another MoA violation. The empanelled hospital is responsible for providing all required medicines cashless for the duration of your indoor treatment. They must procure the medicine themselves if their in-house pharmacy is stocked out.
Answer: AFFIRMATIVE, 100% Actual Cost. As per the 2026 tactical updates, cancer care is protected. If you must purchase authorized anti-cancer drugs from an external vendor (due to ALC failure, etc.), you are entitled to 100% reimbursement of the actual cost, provided you have a handwritten/digital NA slip and a GST invoice.
Answer: Temporary No. If you are in the process of renewing an expired card or replacing a lost one, you must obtain a temporary ‘ECHS slip’ or ‘authorization letter’ from your OIC Polyclinic. This letter, combined with proper identification (Aadhaar/Service Certificate), is accepted as valid for treatment by empanelled hospitals for a limited period.
Answer: The Designated Medical Officer (MO). ECHS operations are continuous. When the OIC is on leave, there is always a designated MO acting as the Officiating OIC. The command chain—and your supply line—does not stop for administrative absences.
Every ECHS beneficiary must know that the entire ECHS chain of command stands ready to support them, but the veteran must be the first responder in defending their dignity and their health.
Jai Hind.
A routine morning walk early on Monday morning in a suburb of Dehradun turned fatal for Brigadier (retd) Mukesh Joshi (70) who was shot by youths in a Scorpio chasing two others in a Fortuner. The bullet hit the army veteran who was later declared dead. Briefing the media, Dehradun senior superinten dent of police Pramendra Singh Dobal said that the incident started at the Zen-Z Club. On the night of March 29, a fight broke out at the club over a bill. After this, one group —Shantanu Tyagi, Aditya Chaudhary and Kavish Tyagi, along with their asso ciates —got into a scuffle with some staff members working at the bar. After the altercation, the group waited outside the club till the next morning to take revenge against those they had fought with inside. When the club closed and the other group came out, they followed and opened fire on the road. They missed the vehicle and shot the army veteran instead while their vehicle later
crashed into a tree. Dobal said that some stu dents of a private university are also involved in the incident. Shantanu Tyagi was holding the pistol during the firing. The police have arrested Rohit Kumar, Mohammed Aklakh, Sandeep Kumar (the bar oper ator), and Aditya Chaudhary in connection with the case while four accused are absconding. Relatives and neighbours of the deceased said that Joshi had a commendable career with work experience associ ated with the Prime Minister’s Office and the intelligence ser vices in addition to his service in the army. With more than half a dozen murders having taken place in Dehradun so far this year, they questioned the failure of the authorities to curb violent crime in the once tranquil city. Meanwhile, the police have taken action against the club in the Rajpur area and have also sealed it. The SSP said that the Zen- Z Club located on Mussoorie Road was sealed in connection with this inci dent. The police have also sent a recommendation to Dehradun district magistrate Savin Bansal to cancel the club’s license
