Thursday, November 5, 2015

The Bengal ArmyThe Queen’s Army and Irregular Forces of Pre-independent India



The East India Company, or the EICo as it was colloquially known, governed India up to the time of the 1857 Mutiny, ruling through its three presidencies of Bengal, Madras and Bombay.  Each Presidency had its own civil service and army, but came under the overall control of the Governor-General and his Commander-in-Chief who was based in Calcutta during the winter months and in Simla during the nine summer months.

The three presidency armies operated as three separate forces but as the EICo began to extend its clout eastwards from Calcutta beyond the Gangetic plain, the Bengal Army grew much larger than the other two.  The Bengal army comprised of several infantry regiments known as the Bengal Native Infantry (BNI), soldiered by Indians but commanded by British officers.  The officers were of British stock, recruited by the EICo, and had a ‘Company Commission’ rather than a ‘Queen’s Commission’ which placed them at a lower standing both socially and militarily.   In the Bengal Army the ratio of troops to officers was one officer to 90 men.  This was sustainable only because of the extensive dependence on ‘Native Officers’ (today’s JCOs/NCOs) in the ranks of Subedar Majors, Subedars and Jemadars in the infantry and Risaldars and Duffadras in the cavalry.
By contrast, there were regiments of the ‘Queen’s Army’ which comprised of European Infantry, the Bengal Artillery and the Bengal Cavalry, the Corps of Sappers and Miners and the Corps of Pioneers, comprising of British and Irish troops and officers alike.  Unlike the Bengal Army, the Queen’s army had a ratio of one officer to thirty men. 

In times of war, which was often in those days, the Bengal Army was reinforced with British troops drawn from the Queen’s Army as well as with ‘local irregular forces’, both infantry and cavalry, raised by special order.  It was but inevitable that the loyalty of the ‘irregulars’ was to the officer who recruited them and consequently, these raisings were known mostly by the name of the commander who raised them or by the region in which they were raised, e.g. Daly’s Horse (1st Punjab Cavalry) or Coke’s Rifles (1st Punjab Infantry).  These irregular forces came under the direct command of the provincial governor rather than the C-in-C.   The irregular forces had even fewer officers, generally just one to 200 sipahis/sowars. Most of them were limited to a Commanding Officer, an Adjutant and a Quartermaster.

On class composition, the Bengal Army’s soldiers were mostly high-ranking Hindus, Brahmins and Rajputs, recruited from the Gangetic basin states of Bihar, Oudh and Rohilkhand.  Because of this, caste and religious loyalties were significant and primary.  It was only after the defeat of the Sikh army in 1849 that Sikhs and Muslims from the NWFP began to join the Bengal Army.  Consequently, new raisings had a mixed composition of Hindus, Sikhs and Muslims at the Unit level while at the sub-unit level the companies, squadrons, platoons were defined by religion/caste.  This resulted in a positive shift of loyalty to the Unit, rather than to the caste, class or to the recruiting officer.


What is more surprising is that in those days, none of the regiments were known as ‘Indian’ but rather as ‘native’ for the term ‘Indian’ was used by the British to describe themselves!

(By Mrs. Zenobia Panthaki)

Monday, October 5, 2015

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In This Issue of "The Globe"
 
 
Welcome to this Fall issue of "The Globe."
 
Transition in weather is inevitable. Life moves on. We are also seeing ISO 9001:2008 in the winter of its life as it is put away in a phased manner. Read articles on changes to ISO 9001 and more about implementing ISO 9001:2015. We also feature an article on the three pillars of sustainability as they relate to to ISO 14001:2015. 
 
In our "QMII in Pictures" section, we feature students from our QMS Lead Auditor course in Arizona, our Coast Guard Business Intelligence (CGBI) training at  the US Coast Guard Academy, ISM Auditor Training at Sector Mobile as well as photos of the QMII Team, including our recently appointed QMII Brand Ambassador.
 
Thank you for reading!  Catch up on previous issues of The Globe.   
 
 
ISO 9001:2015 Tools: Incorporating Risk in the CAR/NCR Form
By Capt. IJ Arora
 
As organizations plan to transition from ISO 9001:2008 to ISO 9001:2015, one of the major adjustments is accepting the fundamental change that preventive action (PA), one of the mainstays of the ISO 9001:2008, has been removed! The standard mandated the six documented procedures, control of documents (4.2.3), control of Records (4.2.4), internal auditing (8.2.2), control of non-conforming products (8.3), corrective action (8.5.2) and finally, in the last clause of the standard, preventive action (8.5.3). The tail of the standard with its sting, formed the very basis of the standard.
 
The success of the correct implementation of the standard, lay in the appreciation of trends through analysis of data (clause 8.4) and prevention of potential non-conformities (NCs) by taking preventive action.  This Preventive Action invariably occurred at the A-stage of the PDCA cycle, where the inputs from audits, inspections, feedback and any other means, were analyzed and the system reviewed to re-source / update the plan. Therefore the pundits of system approach used the CAR/PAR (Corrective Action Request/ Preventive Action Request) forms to record NCs, followed by Corrective Action based on root cause analysis.
 
To continue reading, click here.
 
 
Economics of Sustainability
By Peter Burke
 
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Graphic Source: Thwink.org
 
 
The International Organization for Standardization  (ISO) has a number of standards related to sustainability, environmental management, social responsibility and energy usage.  The ISO 14000 family of standards has an environmental focus, ISO 26000 targets social responsibility and ISO 50001 focuses on energy.  ISO 14001:2015, Environmental Management Systems is based on the new high level structure being introduced with ISO 9001:2015, Quality Management Systems.  It will be the design template for all of the major ISO standards, and will be applied to the ISO 50001, Energy Management Systems in the near future.
 
With the change to the new high level standard, some terminology is being modified and new language and references are being added.  The first paragraph of the Introduction to ISO 14001:2015 discusses the three pillars of sustainability – Social, Environmental and Economic.  While the social and environmental pillars have always been front and center with communities and government, businesses tend to focus on the economic pillar.  It is the “nature” of business to focus on profit and no one will invest in a business that does not have a reasonable return on investment.
 
An environmental movement that started in the 1960’s has, in the last decade, become more integrated into the business models of many companies.  Any organization that wants to operate internationally, must now consider the social and environmental aspects of their business to be successful.  Europe and most of Asia now require companies to be socially responsible and to conserve the natural resources of the country in which they are operating.  Companies that do not consider all three pillars of sustainability in their proposals will lose to companies with more environmentally friendly proposals and ISO certifications.
 
Economics is more than what it cost to operate and maintain a business.  Companies that propose recycling building materials rather than tearing down structures and shipping them to land fills, will win government approvals.   Mining companies that agree to restore the land after mining, will win over low cost bidders that do not have a plan to restore the land.  Bottling companies that reduce the amount of water used to produce their products, will have success in areas where water is in limited supply.
 
The economic pillar of sustainability is not always a cost element for an organization.  In many cases, companies can actually reduce their operating costs by implementing environmentally sound best practices that reduce the amount of water consumed and the amount of energy used in their operations.  And, in doing so, be more socially responsible.
 
QMII offers training in ISO 14001, ISO 9001and ISO 50001, that can help organizations develop management systems that meet the new quality, environmental and energy objectives of stakeholders.
 
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Click on the image above to see our upcoming classes.
 
 
 
Implementing ISO 9001:2015
 
Organizations already certified to and using the existing standard are concerned about the transition to the new standard. They have until September 2018. Their anxiety is can they wait? The prudent answer is if you know there is a risk of any kind then waiting is not an option.
 
Organizations who have not yet moved to a management system based on ISO 9001, and were already in the process of committing themselves to it after understanding the benefits of the 2008 version, anxiously seek to learn if they they need to start another study and wait for some time to better understand the fundamental changes which ISO 9001:2015 brings in.
 
Organizations are also keen to bring their staff up to speed with proper training to bridge the gap. The auditors need training to audit using the new standard and to better understand the context of the organization as also learn to relate the risk to the context of the organization. The changes to documentation and much more hangs in the air.
 
QMII has been a committed partner and true stakeholder in the correct appreciation, planning, implementation, training, auditing and continual improvement of the management system providing value consistently over the past  30 years. Thirty years of client satisfaction has brought QMII to where it is a recognized global leader in meeting client and student objectives. The growing number of loyal alumni, who leave the portals of QMII confident that QMII provides a lifelong guarantee in what it teaches and provides support and advice when it is crucial.
 
In this fall issue, I wish to re-commit the excellent QMII Team to our patrons as they look ahead to implementing ISO 9001:2015 and ISO 14001:2015. QMII stands ready to bend to the oars so your products and services meet the customer requirements and lead your organization to “cash in the bank”. 
 
Please enjoy the newsletter!
 
Best Regards,
Captain IJ Arora
President and CEO
Quality Management International, Inc.
 
 
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For more information about ISO 9001:2015 transition training options, please call us at   1-888-357-9001 or visit us at www.qmii.com.
 
 
 
 
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The QMII Team, past and present, fondly remember Sue as we near her death anniversary on 26 October 2014. She inspired the team at both a professional and personal level as well as instituted a number of positive changes as Director of Human Resources at QMII.
 
The Team wishes our President and CEO, Capt. IJ Arora the very best as he travels to India to conduct the religious ceremonies related to Sue’s Barsi (death anniversary on 16 October 2015). We will be with him in spirit and prayer.
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QMII instructors providedCoast Guard Business Intelligence (CGBI) Trainingto the Leadership Development Center (LDC) staff at the US Coast Guard Academy in New London, CT. Attendees received an overview of CGBI system capabilities, success stories, interface navigation, and products in a computer lab at Yeaton Hall.
 
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US Coast Guard personnel at Sector Mobile work intently on a maritime scenario as part of International Safety Management (ISM) Auditor training.
 
 
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The ISM Auditor Training at Sector Mobile in Alabama was exceptionally well-received and recognized. The students presented a gift along with a sentimental write-up and breakfast for the instructor, Capt. IJ Arora, who received a coin from the Sector Commander (shown below) as a token of the unit's appreciation.
 
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USCG personnel are engaged in a group exercise (shown above) and student presentation (shown below) during the Environmental Management Systems (EMS) Lead Auditor Training at the CG Training Center (TRACEN) Yorktown in Virginia.
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As QMII grows its presence in the Indian Subcontinent, it has appointed Mr. Raj Singh Arora as its Brand Ambassador. Mr Raj Arora is a famous TV personality in the region.
 
In the picture above he is seen interacting with students in the QMS Lead Auditor course held in Safford, AZ during his recent visit to the United States.
 
 
To see more of our work in pictures, visit our Facebook page
 
 
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The QMII Team takes time out for a team building lunch
(from left to right: Lisa Parsley, Stella Favaretto, Rose Kleriotis, Julius DeSilva, Peter Burke).
 
 
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QMII Brand Ambassador Raj Singh Arora (shown third from left) spends time with the QMII Team at corporate headquarters in Ashburn, VA.
 
 
 
Join the Conversation
By Lorem ipsum
Join the conversation with QMII and check out our blogs and tweets: CEO's Blog andQMII Blog and Twitter page.  


Connect with the QMII President and CEO throughLinkedIn.
 
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Questions, Comments, Submissions
 
Do you have an article you would like to submit for consideration of publication in The Globe? Please email The Globe Editor Rachel Tackett:  rtackett@qmii.co

NATIONAL PREMIUM FOR NATIONAL SECURITY & INTEGRITY.

Post from an Indian Army Officer

In July 2011, I was travelling by road from SFO (San Francisco) to LA ( Los Angeles) , in USA On Highway 5. We stopped at SIX FLAGS AREA--- for refuelling and refreshment. It was 04 July---American Independence Day. I saw a notice on the restaurant entry---- Free meal and Drinks for veterans. I casually mentioned to owner that I was a veteran of Indian Army. Lo! He said " It is honour to have you here, Sir. We will give the same treatment to you" To say the least, he did not charge anything from us. What a respect for an alien soldier, who is disgraced and dishonoured in his own country! No wonders, USA is world"s only Super Power!!
 
It reminded me of atmosphere in Punjab vintage 1971 war--- when I was respected like this. Nations do not become great by lofty talks but by respecting the men who safeguard your honour. Respect and "IZZAT" a nation pays to its veterans, is the national premium for safety and security.
 
American national war memorial in Washington DC, is manned round the clock by serving soldiers. Come rain, snow and thunder, sentry stands unmoved right in the open. In our country war memorials are desecrated and disrespected. Stray dogs and wandering cows find a shelter there. A few years back, a war memorial statue at Ludhiana in Punjab was uprooted and thrown away. 
 
I remember when General Douglas Mac Arthur was the Chief of U.S. army in 1931, American president Franklin Roosevelt proposed to cut down defence expenditure. In a meeting with President , Mac Arthur pleaded with the President not to cut. But Roosevelt did not listen to him and dismissed him. Mac Arthur got up and walked away but then turned and said: "Mr. President, when in the Next war , an American Soldier with enemy bayonet piercing his abdomen, spat out his last curse, I do not want the name to be Mac Arthur but Roosevelt." It is NO gain saying the fact that Roosevelt reversed his decision. 
 
Compare this with Indian Generalship. They do not even have the guts to cry on the insults being heaped upon them publicly by bureaucrats and politicians. How sad we saw three Chiefs sitting as dumbos when Defence minister announced truncated OROP on 05 September 2015. Not a whimper of a protest by anyone of them. How sad they were not even consulted on PMR/ VRS issue before announcement. What was more disturbing was the facts that none of them had the guts to tell the Raksha Mantri : "Mr. Defence Minister, please tell your Prime Minister that it was a biggest insult you have heaped upon the armed forces. Armed forces will not remain the same hereafter. If the mistake is is not rectified soon, the last bastion of holding together of Indian nationhood would get disintegrated. 
 
Sheepishly sat the three Chiefs and sheepishly they walked away. Remember the quote by Sun Yet San, an ancient Chinese Military philosopher : I AM NOT AFRAID OF AN ARMY OF 100 TIGERS LED BY A SHEEP BUT 100 SHEEP LED BY A TIGER. Well! We can now assess the impact of SUCCESSION PLAN of Chiefs of Army Staff , initiated in 2005 , during the tenure of General JJ Singh as the Chief of Army Staff. 
 
There is a wrong notion that Military strength flows out of Economic strength. In fact it is the reverse of it. China was NO where in sixties and seventies but it successfully used its manpower to flex its military muscle to send cold sweat down the spine of USA and even USSR. Today its economy is of ten Trillion dollars while India is at Two Trillion Dollars. Mind you China became independent two years later than India. 
 
Look at USA. Their economic strength draws out of their Military power. In ISA other than military arsenal and space research, nothing is manufactured. Everything comes from outside at terms dictated by USA. And it is a 16 trillion economy-- merely because of its military muscles. 
 
Look at your neighbour Pakistan. It is reckoned at par with India purely because of its military powers. Giant like India is a helpless spectator to Pakistan's pinpricks because we do not have the proper military muscle to shut her up. 
 
Finally, Mr Natender Modi must know that it was not the machine but the man behind the machine which matters. Pakistan's Sabre jets and Patton Tanks in 1965 war fell prey to Indian Gnats and Sherman tanks respectively. The Kargil war of 1999 was NOT won by the Generals sitting in the AC rooms in Delhi or Srinagar but by motivated soldiers led by spirited Captains and Majors . 
 
What Modi Government and the bureaucrats did with the willing cooperation of the three Service Chiefs,on 05 September 2015, was to demolish the spirit and motivation of the soldiers. Unless quickly rectified, our nation will pay a heavy price for disrespecting its veterans. And in the next war with China or Pakistan,when an Indian soldier flees from the battlefield, shame will be on this BJP Governments with veterans like General VK Singh, General Khanduri & Col Rajverdhan Rathore , and Not the soldiers because you broke their spirit. National humiliation would be worse than 1962 war. All your Raffles or Chinook deals or FDI investments would not be able to prevent this humiliation because what matters more in war is the man behind the machine.