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Drdo

“Why Now? J.R. Joshi’s Sudden Media Interview Amid Col.  Bishnu Allegations Raises Questions Over BrahMos”

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Why did J.R. Joshi, reportedly with the assistance of journalists trusted by BrahMos, suddenly choose to give an interview making sweeping claims while leveraging the significance of Operation Sindoor—a mission witnessed by the entire nation and the world?

Why “matter under investigation” is showing some intresting facts of removal of Chairmen and a member alongwith alleged involvement of JR Joshi’s old aides like Ex BDL Director Finance Mr. Nukka Shrivastava??? it is alleged that their companies like Vishra Defence and another company of Ex empolyee of BrahMos Mr. Rajat Verma (connected with Gp Capt Malay Srivastava) has some linkage into it??

While the government and the public have duly acknowledged BrahMos’s contributions, J.R. Joshi conspicuously failed to mention any of his own contributions in that interview.

Furthermore, the issues raised concerning production costs pertain to a period before Joshi joined the organisation in 2024.

A detailed account of Joshi’s actions following his arrival in 2024 was submitted by his colleague, Col. B

ishnu Ram, to Additional Secretary Mr. Amit Negi, the Prime Minister’s Office (PMO), and National Security Adviser (NSA) Ajit Doval on September 29, 2026.

Recognising the gravity of the allegations, the officials forwarded the matter to the Ministry of Defence (MoD) for investigation.

However, amid concerns over the apparent institutional overlap between the MoD and DRDO, instead of constituting an independent inquiry committee, the matter was reportedly referred back to BrahMos itself.

In the interview conducted on October 22, the significance and achievements of BrahMos were extensively highlighted. Yet Joshi once again refrained from mentioning any of his own achievements—raising legitimate questions about the purpose and timing of the interview.

On October 23, Group Captain Srivastava, described as a key lieutenant of J.R. Joshi, reportedly brought Col. Bishnu Ram to BrahMos and, in Joshi’s presence, pressured him into signing an undertaking acknowledging that he had not written that letter while signature on the letter is correct.

The sequence of events raises serious concerns about the handling of the matter and whether the process is intended to establish the facts or simply to bring the controversy to a quiet conclusion.

If these developments are substantiated, they would warrant serious scrutiny. The apparent attempt to resolve the matter internally, rather than through an independent investigation, risks undermining confidence in the process and raises questions about institutional accountability.

If these documents and allegations eventually come into the public domain, how will the Defence Secretary and Mr. Amit Negi answer to the nation?

The nation deserves transparency, accountability, and an impartial investigation—particularly when documentary evidence is reportedly available to support the allegations.

The central question remains: Will the authorities pursue the facts independently, or will this matter be allowed to disappear behind closed doors?

Jai Hind!

Drdo

BrahMos Aerospace Private Limited is operating like a private or arbitrarily run business, disregarding its vision, mission, and national security interests.

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BrahMos Aerospace Private Limited is presently being operated like a private or arbitrarily run business, disregarding its vision, mission, and national security interests. As I raised in my recent information blog wherein I placed proofs of Board of Directors meeting agenda to remove DG MSS from Board.

News has just emerged that BDL has appointed Dr. Jagannath Nayak as a Government Nominee on its Board of Directors. This appointment reflects the Government’s policy to ensure the missile-related production units can access the infrastructure and expertise of the DRDO missile complex and continue to receive strategic guidance from the missile complex scientific community through DG (MSS).

Meanwhile, recently by removing the DG (MSS) from the Board of Directors at BrahMos, what exactly is J.R. Joshi trying to prove? J R Joshi has actually hit the very basic premises of genesis of Brahmos from its foundation itself. The Brahmos was raised with his strong R&D pillars as DRDO from Indian side and NPOM from Russian side which has created so many versions of Brahmos over last 25 years. For the same purpose of having DRDO missile complex by its side, visionaries like Dr. Kalam and Dr. A S Pillai has kept DG MSS in Board of Directors. Now by removing DG MSS, does J R Joshi want to prove that he is having bigger vision than of Dr. Kalam or Dr. Pillai, or he just doesn’t bother for. Or he is having an only objection to derail Brahmos program in coming years??

Is he genuinely committed to making BrahMos more productive and strengthening its strategic capabilities, or is he steering the organisation towards institutional decline? Such actions raise serious questions about whose interests J.R. Joshi is actually serving and whether those interests align with India’s national interests.

Evidence of ever-increasing corruption during his tenure spanning multiple locations, from Lucknow BrahMos to Hyderabad, Nagpur, Pilani, and the Philippines—will soon come to light. We remain confident that swift and decisive action will be taken regarding the information that has reached the PMO.

We firmly believe that the PMO is closely monitoring the alleged nexus operating within the Ministry of Defence and BrahMos, involving certain DRDO corporate directors. The gravity of these concerns demands transparency, accountability, and an impartial investigation to safeguard the integrity of India’s defence establishment and its strategic missile programmes.

Jai Hind!

Drdo

“93 Days of Decline: Inside DRDO’s Battle Between Scientific Merit and Internal Power”

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Without a Head, What Happens to an Organization?

 The ecosystem starts becoming derailed, and if it is not looked into timely, it may collapse one fine day.

Since the last 93 days, DRDO has been nose-diving day by day.

Every day, an incompetent group of corporate DGs is making their own rules and raising files for their own benefits.

When they see an opportunity for a DS post, they direct it to the Director, RAC, Mr. RP Pandey, who was planted by DG HR. How did he manage to ensure that the 8th-ranked seniority officer, Parteek Kishor, became the Chairman of the selection committee for Director RAC and selected Pande from his own cluster while avoiding Atul Dev, who was waiting in the queue for Director RAC.

The whole DRDO knows about these manipulations. This happened because the entire match-fixing was done by the same manipulation-oriented group.

This parachuted RAC Director raised a file for four DS posts and, interestingly, without knowing the meaning of DS (Distinguished Scientist)—an elite researcher who is widely recognized for major career achievements, leadership, and groundbreaking discoveries in their academic or industrial field.

Out of four:

1. Mayank Diwedi, DG HR MSc, 56% in Organic Chemistry, with no criteria matching the above definition. No major international papers, and even the experience certificates were reportedly not verified at the time of his mysterious selection as Scientist C in RCI.

31 number in the DS seniority list.

2. J. R. Joshi, DG BrahMos His selection is also entangled in a legal case and is serving under a High Court stay. His claims of being a “best scientist” have already been nullified by the CAT, and his plea was quashed. His other qualities also do not appear to fit the definition of a Distinguished Scientist.

40 number in the DS seniority list.

3. Ravindra Singh, DG (R&M) He is a DRDO Facebook guy.

Why is it that if you search for any DRDO scientist, their name is associated with IITs, universities, research papers, conferences, etc.? This man has Facebook posts or DRDO Twitter posts, with several occasions involving political presence. So, you can imagine his frog-like growth in DRDO.

34 number in the DS seniority list.

4th name is a senior scientist from the list of first 8 names in the seniority list, apparently only to justify that their corporate group has left 25% for the real scientists while they are willing to get the remaining “butter” with the help of bureaucrats and political allies. Sitting in Delhi, they can easily bluff them by portraying achievements that actually came from various DRDO Labs.

The GOI constituted the Raghavan Committee to restructure DRDO and make it more productive. Unfortunately, even before the committee’s recommendations could be implemented, a group of corporate-minded DGs and directors appears to be building strongholds within DRDO, enabling them to run the organization in their own way.

Hope DS List will be recommended from MoD, ACC in the basis of Scientific Contribution and achievements.

The time has come for the responsible authorities to look beyond files, designations, and internal networks and ask the most important question:

Are we rewarding scientific excellence—or rewarding proximity to power?

DRDO cannot afford to lose its scientific soul.

India needs a DRDO where merit speaks louder than influence, science speaks louder than politics, and national interest stands above every individual interest.

JAI HIND

Drdo

‘Akash missile system can’t be trusted during war’: Degraded by govt defence agencies, loopholes in strategic weapon system threaten national security

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Yatish Yadav Dec 02, 2019 18:22:43 IST

Other squadrons reported frequent unserviceability of mobile surface-to-air Akash Missile system and long duration downtime, which means that the missiles are dysfunctional and may not be cocked and loaded against enemy in contingency

Several government agencies, including missile manufacturer Bharat Dynamics Limited, Bharat Electronics Limited, did not tell the truth to the government about malfunctioning Akash Missile system and poor quality of spare parts provided by the private vendors

CAG was perhaps far-sighted, when in a 2017 report, the national auditor observed that Akash Missiles cannot be trusted in situation of a war

On 3 June, 2018, Akash Missile’s Transportation and Loading Vehicle (TLV), parked at an Air Force Squadron, was jolted after a sudden burst of tube followed by shearing off wheel bolts due to impact. The incident shocked Air Force headquarters. The Air Force officials wanted not only wanted the routine analysis of the incident, but also an in-depth discussion with Defence Research and Development Laboratory (DRDL), a multi-disciplinary Missile System laboratory under the Defence Research and Development Organisation (DRDO) to unearth issues hampering the functioning of the strategic weapon system.

More than a month later, another squadron reported cracks on air intake caps of dummy missiles. An investigation by Firstpost revealed that the incidents were followed by other squadrons reporting frequent unserviceability of mobile surface-to-air Akash Missile system and long duration downtime, which means that the missiles are dysfunctional and may not be cocked and loaded against enemy in contingency. This incident forced Guided Weapon Maintenance Department of Air Force on 5 September 2018 to raise the issue, where they clearly stated that the “Squadrons have been reporting frequent unserviceability of Missiles and it has been noticed that time taken to resolve these failures is considerably high due to delay in analysis of failures.”

The sheer inertia of government defence enterprise involved in Akash Missile production and maintenance reached to such an alarming level that at least three squadrons of Akash in February 2019 reported that missile system remained down or simply broken and sometimes even out of order during 90 percent of the time since their date of commissioning. These squadrons were commissioned between 2013-2015 to counter Chinese aggression.

Multiple government agencies, including Missile manufacturer Bharat Dynamics Limited (BDL) which comes under the Ministry of Defence, Bharat Electronics Limited (BEL) which is responsible for radars and maintenance and the DRDO, did not tell the truth to the government about malfunctioning Akash Missile system and poor quality of spare parts provided by the private vendors.

The malfunction of Integrated Air Compressor and Storage Facility (IACSF) revealed another shocker and the Air Force mentioned it on record that the IACSFs of Akash Missile System units are unserviceable due to wobbling and vibration, pneumatic leakage, breaking of mounting pads and bolts. A missile had failed to take off during combined guided weapon firing exercise known as ‘CROSSBOW-18’ and a team of Missile System Quality Assurance Agency (MSQAA), BDL and DRDL was constituted to investigate the failure.

MSQAA is an independent inspection Agency under the administrative and functional control of Director General Aeronautical Quality Assurance, which comes under the Department of Defence Production of Defence Ministry. The incidents of leakage from fuel tanks and leakage in pressurised Missile containers were taken so lightly that the Air Force, responsible to secure the nation from aerial threats, was forced to direct to the DRDL, BEL and BDL that present configuration of certain systems of Akash Missile will not be acceptable for future squadrons, which are under the process of procurement. The Air Force, BDL, BEL and DRDL are yet to respond to a questionnaire sent by Firstpost on 24 November.

Details expose criminal act by government defence enterprises

If there is an emergent situation, several Akash sqaudron may not be able to launch counter offensive because deficiencies in many of the system including hydraulic oil leakage and container pressure leakage, which is pending since 2017. The complaints received from Air Force headquarters, Eastern Air Command and other Akash field units reveals there is no back-to-back agreement with vendors for equipment under warranty, making it difficult to repair the faults. Documents reviewed by Firstpost showed that almost all squadrons have expressed that they are unable to get proper feedback from BEL on repairing the faults in Missile System and on problems plaguing Akash Missiles which Indian agencies are ill-equipped to resolve. Surprisingly the field engineers, who are supposed to rectify the critical snags, are not even aware of any action plan.

Documents further said: “Currently majority of the Akash field engineers are working to pass information about issues without any tangible technical output. The untrained and poorly equipped field engineers are neither aware of any corrective action plan nor they are committed.”

The documents also pointed to massive delay in supply of spares for Missile System, virtually grounding them for for six months to a year. Air Force in a meeting had informed that most of the problems reported in 2017 were pending for over a year now. The documents also pointed at the repairing of Akash trailers which are covered under annual maintenance contract. It said: “Akash Trailers serviceability is poor and some cases spares supplied to Akash Missile units are not configured as per system requirement which is affecting equipment serviceability in case of failure.”

Bharat Dynamics Limited (BDL) the manufacturer of Akash Missile has not been able to resolve three important issues for the last two to three years. BDL, founded in 1970, is a government enterprise under the administrative control of the Ministry of Defence. It is learnt that BDL was told in high level meeting convened last year to come out with solid plan after conducting an investigation and study of faults in Akash Missile System within a month on long delays of critical faults. Even the investigation to unearth and address the issues was delayed.’


The Air Force has refused to pay for new maintenance contract for certain Akash Missile squadrons as the old ones expired in September 2019. They argued that missile systems in several squadrons were left idle for more than a year. Instead, it had asked for extension of warranty for certain squadrons which have been dysfunctional for 17 to 15 months in the last two years. Air Force asserted since system was down and faults were neither rectified nor replaced, it violated the maintenance contract. Air Force is learnt to have said that “during the warranty period, the seller shall either replace or rectify the failed goods free of charge within 30 days of notification of such defects. As per article of the contract, warranty of the equipment would be extended by such duration from time the buyer has reported such unserviceabilities till the time seller has restored the status of the buyer’s satisfaction.”

Red tapeism in government defence enterprises hurt national security

Firstpost investigation also revealed gross inefficiency of government defence agencies BEL, BDL and DRDL to address the problem in Akash Missile System. Documents reveal that meetings after meetings were convened on the issues but the government defence enterprises couldn’t satisfactorily answer the questions raised by Air Force. These government defence enterprises have been passing the buck. They also cheated Air Force by providing substandard and fake spares.

A meeting earlier this year chaired by Air Vice Marshal Bhanoji Rao pointed at severe negligence in handling Akash Missile System which may have serious ramifications in contingency. Documents revealed that certain spares, especially those of sub-vendors (procured by BEL) were being received at Akash Missile System units without ‘Quality Assurance’ certification and on a few instances it came to light that these spares were old and fake. In a letter, it was noted: “On few instances it has been noticed that the items were not new/authentic.”

Air Vice Marshal Rao clearly told his team at the Air Force not to accept spares without ‘Quality Assurance’ certification. The meeting also revealed a lack of expertise of government-owned defence enterprises which are acting merely as a supplier of equipment after procuring it from domestic and foreign vendors. It basically means that these government enterprises are acting like a payment facilitators. Their complicity in this entire saga was further exposed when government defence enterprises officials told the senior Air Force officials that sub-vendors (private companies supplying spares) were not willing to share their design documents.

An appalled Air Vice Marshal asked, if the Defence Research and Development Laboratory (DRDL) is the authority then it must have intellectual property rights of all designs related to Akash Missile System. Obviously, the defence agencies representatives were not aware about it since they never took the pain to look into the agreements and promised the Air Force to look into the matter to ascertain whether these rights were with vendors. A promise was made to list all major vendors for unhindered supply of spares to overcome single vendor situation. As far as BEL is concerned documents said: “Almost all squadrons have expressed that they are unable to get proper feedbacks from BEL on progress and plan of action of pending faults.”

The meeting chaired by Air Vice Marshal Rao also discussed high failure rate of one of the systems of Akash Missile, lacunae in analysis of faults and mismatch in software versions used for the this strategic weapon.

Another major loophole, which highlights the non-seriousness of defence agencies, is the contract with the private vendors. The agreements are more favorable to private parties putting Akash Missile System in jeopardy. Documents flagged these concerns further pointing out that all the vendor supplied items are outside their warranty obligations and in certain cases supplied spares are not configured as per system requirements. Some spares for Akash Missiles are not fit and functional and this is affecting the equipment serviceability in case of failure.

It appears that careless handling of most critical weapons has been going on for a long time. The Comptroller and Auditor General of India (CAG) was perhaps far-sighted when in a 2017 report, the national auditor observed that Akash Missiles cannot be trusted in situation of a war. CAG had categorically stated that Akash missile system delivered by BEL were deficient in quality and 30% missiles failed the test.

“Audit found that the Strategic missile system delivered by BEL were deficient in quality. Out of 80 missiles received up to November 2014, 20 missiles were test fired during April-November 2014. Six of these missiles i.e., 30 percent, failed the test. Preliminary failure analysis report revealed that the missiles fell short of the target, had lower than the required velocity, and also there was malfunctioning of critical units like Servo Control Unit and Connector. Two missiles had failed to take off because the booster nozzle had failed. These deficiencies posed an operational risk during hostilities. Two missiles had failed to take off because the booster nozzle had failed. These deficiencies posed an operational risk during hostilities.” CAG report had said.

Firstpost investigation showed that after the CAG report, the squabbling between government defence enterprises had come to light. Eight critical snags in Akash Missile Systems were reported after the CAG report which were pending for three-seven months. CAG had recommended that Ministry of Defence needs to ensure better synchronisation of the various activities and agencies involved in such strategically important projects to ensure their timely completion and quality of Strategic Missiles also needs improvement so as to bring down failure rate.

Notwithstanding, many snags were not rectified citing lack of spares. The Air Force anguished over lackadaisical attitude of BEL and BDL has firmly directed them to resolve all internal issues immediately and ensure that no Missile is kept unserviceable due to their internal problems.

PMO

BEL Senior Officers Conversations Regarding Corruption in Prestigious Air Force IACCS Project

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www.corruptionindrdo.com,  however, cannot independently verify the authenticity of audio. Received from anonymous source. 

www.corruptionindrdo.com  has forwarded government agencies for further investigation.

Here is a conversation between Mr. D.K. Chatterjee and Mr. M.M. Pandey wherein Mr. Pandey is exposing the BEL corruption Modus Operandi  observed in ordering of civil contracts in IACCS.  

Mr. D.K. Chatterjee an IIT Kanpur Graduate of 1983 batch had worked in many indigenously developed products related to communications and radars. He is presently in the R&D group in-charge of the Radar Data processing. He is an engineer of par excellence in his field and through his in-house research and development he has saved a huge amount of foreign exchange for the country.

He has been targeted by the BEL management and his career has been stalled since he does not fit into the BEL model of going for foreign ToTs and with big corporate / private vendors to provide the defence forces equipment at very high cost and ensure kickbacks leading to corruption where persons at highest level BEL are involved. In the IACCS project the biggest challenge was to integrate the legacy Radars of Indian Air force and Army with the IACCS system since the output protocol of these old Radars was not compatible with input requirement for IACCS system.

Mr. D.K. Chatterjee and Mr. M.M. Pandey wherein Mr. Pandey is discussing the discrepancies which have been observed in ordering of civil contracts in IACCS. In turn Mr. Chatterjee tells about his experience wherein as a part of IACCS project he had worked on creating the interface (Radar Data Processing hardware and software) between the old legacy Radars and IACCS system. He was forced to use hardware which were pre-defined and at a very high cost.

As per him even with the high cost of hardware (since the software was written in-house) the cost of one system came to just about Rs 25 lacs. After the systems were proven he was unceremoniously removed from the project and the systems were subsequently outsourced and bought at a huge cost of about Rs 2.5 Crores each. With so many legacy Radars which were integrated to the IACCS the amount of money which has been misappropriated by the top management of BEL would run into hundreds of Crores.

This is again a case where an intelligent IIT graduate Electronics Engineer who did not compromise on corruption and worked for giving the Defence Forces the best at the least cost was harassed and removed from the main stream and made to suffer in his career. This is again in line with what has been brought out in the case of ordering of DDS software where a software worth not more than Rs 20 Crores was being bought at Rs 320 Crores and when one of the Managers in R&D became a whistle blower to stop this from happening he was harassed and bullied to the extent that he was forced to resign.

The Vigilance report which brought out this corruption had also noted that all the original team which worked on software related to IACCS (first phase wherein five nodes were established by BEL) was dismantled and engineers were either transferred out of the Unit or outside the project. Hence the modus operandi is the same in BEL for all persons who stand against corruption. They are harassed, side tracked, given punishment postings or suspended and terminated.   

It can be understood that if one or two persons are targeted but in the project IACCS it is clearly brought out at various stages that persons have been targeted whenever they have spoken about the rampart corruption which is being monitored by the highest level of management in BEL.

If proper investigation is carried out by external government agencies it will clearly come out that in this project from the beginning itself at all stages and in all systems (software, hardware, civil contracts, sub-systems for hardened underground buildings) organized and planned corruption has taken place through a mafia (which may be external to BEL) and with full support from persons sitting at the highest level of BEL.

Some of the conversations of Mr. D.K. Chatterjee are as follows:

• I have talked to Shri Ajay Singh who is involved in the civil works of IACCS. He has also said that there are lots of discrepancies in the civil contracts.

• I was part of IACCS group who interacted with Air Force persons during the initial phase of the project. I was working in Radar Data Processing (RDP) and when we were interfacing with Air Force personnel they also told us that there was something very wrong going on in the project.

• The amount of corruption which is there in the project it does not look that CMD would have any control. If the loot is of the order of Rs 1000 to 2000 Crores, I think a very small part of it would have gone to BEL persons. Persons facilitating this loot in BEL would just get few foreign trips and perhaps some GM promotions. The very fact that Air Force has given BEL the job of civil construction on underground buildings is itself questionable since DRDO already had expertise in this and Air Force could have done this job ( directly through some private vendor) with DRDO help (this shows that the plan was to do all the corruption by just front ending BEL).

• I have also been a part of IACCS project from the very beginning (although I was looking after a very small portion related to RDP) but I also found something strange happening in the project. When I was doing the RDP I was asked by Mr. Anil Pant (the AGM in-charge of IACCS who was indicted by the Vigilance report dated 16th Nov’16 for manipulations in the ordering of DDS software but was subsequently promoted as General Manager) to choose the hardware from a particular vendor (on a single tender basis and at a very high cost from what was available in the market). As per Mr. Pant it was customers requirement to go with a particular vendor (how can customer dictate the vendor).

• Even taking the hardware at a higher cost I was able to make the system in-house at a cost of Rs 25 lacs. The same system they were getting from vendors at almost Rs 2.5 Crores (ten times the in-house cost).

• Although I was doing a very small part of the project the attitude which was there in the

overall project got reflected in this also (as in overall IACCS project they have been going for single tenders for ordering on pre-fixed vendors at much higher costs than available in the market).

• Everyone looked at me as if I have done a very big mistake by developing the system inhouse (maybe because I came on the way of persons making money out of outsourcing the same to pre-fixed vendors). Everyone (including the end user) tried to dissuade me from taking up the in-house development by telling me that the system is required urgently within six months thinking that I will raise my hands due to the impossible time lines set for me for development. Everyone was saying that RDP cannot be made in-house but like a fool I accepted the challenge and when I successfully demonstrated it, I was unceremoniously thrown out of the project.

• It is quite obvious that there is some serious misappropriation going on in the project at the highest level.

It is obvious that since after developing the system at a cost of Rs 25 lacs Mr. D.K. Chatterjee was thrown out of the project the required systems would have been bought at inflated cost (almost ten times) from pre-fixed vendors. This has been the modus operandi in the IACCS project wherein persons who had originally been part of the project and were instrumental in development of software and selection of hardware were unceremoniously removed from the project and a bunch of persons who had nothing to do with the project were placed at the positions where they manipulated the ordering in connivance with the persons at the highest level at BEL for personal gains.

PMO

Explosive Purported Conversation Between MM Joshi Ex-GM,NCS,SBU and MM Pandey, GM,Vigilance

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An explosive purported conversation between former in-charge of Air Force’s Rs. 7,900 Crore project, MM Joshi and another BEL senior officer MM Pandey recently surfaced and received by the corruptionindrdo.com through anonymous sources. MM Joshi was the officer who signed the IACCS contract on behalf of Bharat Electronics Limited in October 2015 and served as driving force till April 2016 when he was unceremoniously transferred from BEL.

According to sources, Joshi was removed from the position after he refused to endorse large-scale corruption in the project that was being orchestrated through senior officers of defence public sector undertaking.

Another person in purported conversation, MM Pandey (GM), who conducted inquiry in alleged irregularities in IACCS project and exposed the deep-rooted corruption in the project. Pandey has now been suspended by BEL for exposing corruption. The government, which vows to fight corruption has been a mute spectator all along while Pandey is being harassed for doing honest job. MM Joshi who handled the sensitive IACCS project in purported conversation with Pandey has made startling revelation suggesting that alleged loot in contract began immediately after BEL signed the agreement with Indian Air Force and at least two senior officers were instrumental in perpetrating the irregularities. Joshi is also heard in the conversation admitting that it is fit case to be investigated by the Central Bureau of Investigation.

This shocking revelation fly in the face of BEL, which has been trying to cover-up the massive scam and punishing honest officers, who expose the rot. It has been learnt from the reliable sources that Department of Defence Production, has recommended a CBI probe but the file for the last one month is still awaiting recommendation of defence minister.

While this case has been caught in bureaucratic quagmire due to influence exercised by the Babus, BEL officers, the inquiry team which exposed corruption has been suspended. This is a sad reality of a vibrant democracy where corrupts are honored and honest officers are hanged.

This whistleblower website which has been on the forefront of anti-corruption movement for more than a decade has decided to publish excerpts of the purported conversation which makes it amply clear on loot right under the nose of government and investigating agencies.

www.corruptionindrdo.com,  however, cannot independently verify the authenticity of audio. Received from anonymous source. www.corruptionindrdo.com has forwarded government agencies for further investigation.

Here are the excerpts of conversation between MM Joshi (NCS SBU head in BEL when the IACCS project was finalized between BEL and Air Force, Retired in March 2019) and MM Pandey (GM-PS/Delhi who was the Vigilance Inquiry Officer who brought out the corruption in IACCS project) on 9th April 2019  or 10th April 2019 after main stream media reports publish on 9th April 2019 “BEL allegedly violated string of norms to award contracts to German, Finnish firms; ex-CMD, two retired defence officials under scanner”

Mr. M.M. Joshi can be heard saying:

_ I was very careful in signing any document order/contract of IACCS without seeing that everyone has signed since I knew that all of these cases would be opened by Vigilance one day  

_This report is beyond the report which was made by M.M. Pandey and contains details of procurement of “A” class items. Mr. Nataraj Krishnappa (who is Director-Oother Units) and Mr. Joydeep Majumdar (who is the present GM-NCS) will finally be caught for what they have being doing (which brings out that he had knowledge of the wrong which was to happen in the project from the time the project was taken up).

_ One of the Directors of BEL is saying that there is some person in DRDO who has leaked the report to press  

_ What has been brought out in the second news article is point to point and ever thing which has been written is the truth and today’s report is very explosive and related to Material Procurement  

– This report will directly indict Mr. Nataraj and Mr. Majumdar. They should get a lesson and they should get the return for whatever wrong they have done. They were the people behind my transfer out of NCS in fact Mr. Majumdar had started manipulations even before he took over as SBU head. Also Mr. Nataraj is the person who manipulated the selection of D (OU) and saw that my application for that post gets rejected so that he could be selected. He was also responsible for my transfer out of NCS SBU and bringing in Mr. Joydeep Majumdar in my place

_ All these should be handed over to CBI/CAG or they should take suo moto cognizance of the corruption done by these people.

_ All the companies to which order has been given are shell companies  

_ I will wait for that day when these two are punished for what they have been doing.  

………………………………………………………………………………

Drdo

DRDO’s Assessment Phobia always in Extreme in May June

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Website received so many calls and letters related to assessment most of that the Directors are not giving due credentials of their work.

I could not understand that after so many years of service and experience they don’t what to accept the assessment game of DRDO, although inside they all accepts the DRDO assessment culture but in front of family and friends not want to show the biggest rotten culture of DRDO.

What is the base of DRDO assessments; simply there are three types of candidates in every year in all categories.

  1. Who are the beloved of Directors, DG’s or have good connections of VIP like politicians, bureaucracy, judiciary etc or any outside important board member but this type of situation is very less but it worked because when RAC forced to external member to clear incompetents so that time he bargain for his man,  you can these example in every labs of DRDO the competency is not a necessity of these type of creatures and Director make sure that any  situation this candidates should clear in any cost. That’s why defer system was created. Examples are such candidates are enjoying post of DG and Directors in so many place who gave their 100% more than their own family to their respective bosses DRDO fraternity very well knows such candidates. Unfortunately today’s DRDO standing on these kinds of candidates. The greatest irony of these that after retirement they made arrangements to suck the blood of DRDO till whole life. And DRDO management always running files to arrange such equations for them.
  2. In this category very few candidates falls that is non controversial in these cases Director’s not interested if they are getting promotions or not getting, if not getting then he went and ask the boss most common answer is I have tried by best due to shortage of available posts   I could not able help you but I will make sure that next time you will get.
  3. Third category scientists are specials in most cases they are the real competent and Lab Directors and his courtiers never want that theses type will grow, because both felt illiterate in front of these categories. Directors put their whole efforts to stop them to get promotion. You can verify that the cream of DRDO scientists never get right time promotions, this is clear yard stick to find out actual talent of DRDO. It can be one or two exceptions. The FCS is only created for these types of scientists but FCS benefits are getting by point one categories candidates.
  4. Rest is clear that DRDO assessment is a eye wash and government wasting crores of crores rupees in such melodrama. Where after June 30 lot of candidates start plays Kakei’s role and set for few days in Kope Bhawan.
  5. Why DRDO not able to delivering world class product after corruption the nepotism with assessment business is major cause and the spine of DRDO is suffered with illness.
  6. So friend digest this dilemma of ASSESSMENT fever and take rest and enjoy with your family leave this matter for Dr G Shatish Reddy and he will make differentiate between candidates and scientists
  7. In DRDO almost 7500 scientific manpower is their but every time DRDO asking government we are in shortage of scientists to cope with demand of services why because of out of 7500 scientific manpower only 50% is scientists, out of these 50%, 20% percent scientists are suffering with assessment vaccine and rest is 50% are candidates only.  Regards
Drdo

Defence industry may see spectacular growth after 2019 General Elections, says L&T’s Jayant Patil

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May 16, 2018 12:28 PM IST | Source: Moneycontrol.com

The L&T Whole-Time Director expects capital spending, as part of the defence budget, to increase next year, resulting in higher project orders

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Jayant D Patil spearheaded L&T’s foray into the defence industry in 1986, at a time few other private companies saw any promise in the heavily regulated industry. Patil, who joined the infrastructure heavy weight straight after passing out from IIT Mumbai in 1978, developed long-term relationships with the DRDO, and the Navy, among other defence establishments.

The early start is now helping the engineering giant. In 13 years since its debut in the market, L&T has become the largest private defence company in the country, and is bigger than most of the government-owned defence enterprises.

In an exclusive interview with Moneycontrol, Patil – Member of the Board & Whole-Time Director (Defence Business) at L&T – says that defence is one of the fastest growing businesses in the company. To reflect the growing importance of the vertical, the defence business is now an ‘independent company.’ And starting from this financial year, L&T will report the defence segment as a separate entity within its core businesses.

“We have the entire infrastructure in place. We have all the initiatives put in place. We have the R&D centres,” says Patil, adding that L&T is set for a spectacular growth.
For that growth to happen though, the central government will have to increase the proportion of capital spending in the defence budget. Patil is hopeful of that happening after the 2019 General Elections.

Excerpts from an interview:

The government has talked about developing capabilities domesticallyto reduce the dependence on imports. The Make in India campaign also focuses on the defence industry. Have you started seeing the difference?

The focus is there. The government has started putting programs in a competitive basket. Earlier projects would either go to a foreign player, or to a PSU. But now, for instance look at Navy. Earlier, 92 per cent of the warships or submarine contracts by value have been placed with government owned shipyards. As of now, except of old decisions, the government plans to allow private sector to participate in all future shipbuilding programs on competitive basis.

The issue is that things are not changing at the kind of pace what one would have hoped for and the quantum of money being allocated to enable new contracts. The current Budget allocations are just good enough to meet committed liabilities.

Why is that?
One should look at the budget allocation. Till 2014-15, 40 per cent of the defence budget would go into capital spending. Today, that has dropped to 20-25 per cent. And that it because of the huge increase in revenue costs (salary and pension payments).

That is something which the government did out of sheer respect for people who fought for the country. But the fact is that it has come at a huge cost for the future preparedness of Armed Forces. So money has become a constraint and allocations need to be enhanced.

And that has led to the slow pace?
Yes.

Do you think the situation will be better after the General Elections in 2019?
Yes, I believe that the reversal will possibly happen when the new Government comes around after the 2019 General Elections.

What has the present situation meant for L&T’s defence business?
So we have a scenario today where this is a market which shows huge promise. And we keep getting orders as and when a PSU gets a big contract. The public enterprises buy from us because we have developed these products in partnership with Defence Research Organisation (DRDO). So the business continues in “business as usual” state, the growth comes in with us getting few contracts directly from MoD.

But the growth could have been truly spectacular had Make-in-India programs taken off in a big way. We have the entire infrastructure, technologies, products and capabilities already in place. We have all the initiatives proactively in place. We have the R&D centers, design centers, and innovation groups in place. Earlier we used to have one, but now we have four R&D / Basic Design Centers to serve the defence sector.

What is your manufacturing presence?
Today we operate from Powai (Mumbai), Hazira, Baroda, Pune, Coimbatore, Vishakapatnam, Katupalli, New Mumbai and Bengaluru, which is more of an R&D unit, but also has a small production facility for strategic electronics.

Which is your largest segment?
The largest segment today is the artillery and Naval segments. The smallest segment what we are operating today is the space, missiles, communication, which are individually worth about Rs 100-200 crore per year.

What is the total order book now?
I can’t give you that number. But perhaps in another few months I can. From the 2019 financial year, we will be reporting defence business as a separate entity within the L&T core business. So wait for that.

Although we have been operating defence business for three decades, we had created defence as a separate independent company (IC) as an entity, with its own board, in the FY 2018.

A few reports last year said your order book was of about Rs 12-15k crore…Holistic if we look at it, we are bigger than that.

So all the defence businesses will be brought under this IC?
All the defence offerings are under this IC, except for very strategic construction programs.

Could you give an idea of how big your defence business is?
If I look at comparisons, HAL and BEL (Hindustan Aeronautics, which has revenue of about Rs 17,000 crore & Bharat Electronics, which has a revenue of about 10,000 crore, respectively) are larger than us. But we are slightly bigger than the other PSUs. You should remember, we were never allowed to produce until licensing began in 2002 and began getting direct orders from MoD only in 2005. In 2002, we got the first license. It’s just been 16 years now.

L&T forayed into defence even before that, with partnerships with DRDO and other defence establishments. How has the early start worked for you?

Across the segments, we have built capabilities that are unmatched. Be it warships, submarines or weapon systems, today our portfolio and offerings are ahead of competition. No other company has a portfolio range and depth as that of L&T. We don’t produce weapons as yet. But we make weapon launching systems and fire controls across the range. We can offer complete solution for an anti-submarine warfare, air-defence, land attack, or anti-ship warfare role to a warship. So, there is no domain in weapon programmes which L&T doesn’t touch.

And because we have in-house capability, we have forged partnerships where we also bring in unique value. As a result, L&T has 250 MoUs and just 4 joint ventures (equity based) while we have preferred to engage in non-equity JVs / partnerships through joint development and joint production mode. ​

Would you consider hiving off the defence business as a separate entity?

No, it is and will stay as a part of core of Larsen & Toubro.

But would you eventually list the business?
I don’t see that, not at least for the next decade or two. As for now, we are better off being part of the L&T core.

Is the defence biz growing faster than the other parts in the L&T core?

Percentage growth wise, I would say it’s among the better growing ones. But the fact is that the scale today is smaller than many other construction & hydrocarbon businesses. So if I look at the entire portfolio of L&T, defence, smart world, power transmission and water are businesses growing faster than others in percentage terms.
First Published on May 16, 2018 12:22 pm