Leaner, Smarter and Dynamic

R.C. Sharma

On the 60^th foundation day of the Border Security Force (BSF), celebrated on December 8 at Jodhpur, the Union home minister Amit Shah expressed confidence that the nation’s first line of defence will meet dynamic border security challenges effectively. The BSF, which guards 3,323km of India-Pakistan and 4,096.7km of India-Bangladesh border, was raised as a unique force with specialised weapon’s training and organisational structure patterned on the infantry model. Its functioning was envisaged as akin to the military and not police. It was this vision which enabled it to play a significant role during the 1971 war.

A BSF battalion initially comprised six service companies in addition to support, communication and administrative components for peacetime border defence and war-time combat readiness. The idea behind the six-company structure was to have five-company deployment on border with the sixth reserved for training. Over time, shortcomings crept into the BSF structure. Many of these were consequences of conscious tinkering driven by short-term objectives without adequately considering ramifications on discipline, morale, professional acumen and regimentation of the force. This has created serious functional challenges which need professional addressing.

Consequently, there is a need for role-oriented restructuring of the BSF to restore efficiency and effectiveness in professional functioning. However, before going into the nitty-gritty of restructuring, let’s analyse the shortcomings which have affected organisational structure.

Sanctity of Subunit Structure: Subunit structure of sections and platoons forms basic fighting unit, i.e., company. The organisational strength at grassroots is this composition, which brings camaraderie, cohesiveness, discipline and combat effectiveness. Constant and continuous deployment on secondary roles, tinkering with rank structure without professional considerations has diluted the sanctity of sections and platoons, thus impacting professional homogeneity. The lack of this structure affects cohesiveness of subunit. Group of Minister’s (GoM) report on Kargil review committee report says that the force has been unable to perform optimally due to cannibalisation of battalions and even companies.

Weaponry Without Corresponding Manpower: Today’s dynamic border-guarding scenario requires latest weapons and trained manpower. New weapons need to be introduced with corresponding manpower authorisation, otherwise it can affect training and effectiveness of equipment. This happens because cannibalisation of manpower for handling additional equipment affects duties from which manpower is temporarily withdrawn.

Attachments: The GoM’s report decries ad hoc arrangements for deployment of personnel at various levels. It says withdrawing personnel from battalions and attaching them with formations for managing work is counterproductive and affects operational capability of force and rightly so. It puts undue pressure on men on ground leading to stress and indiscipline. It affects combat competence and morale adversely.

Mahila Praharis: Each battalion, both on eastern and western borders, have integral women authorisation. This has led to problems of unmanageable proportions for command. Sometimes, women are not available for duties, which creates extra burden on men. It also creates man management problems of indiscipline, gaps in duty further compounded by vacancies, and low medical categories.  Women recruitment is aimed at empowering women, however, it needs review which should take into factors like HR management of women, their operational utilisation, challenges faced by them and their affect upon male colleagues, commanders at functional l