- Cmde AJ Singh (Retd.) a submariner traces the journey, pinpoints challenges & shows way ahead for India’s Submarine Fleet
By Sangeeta Saxena
New Delhi. 08 December 2024. It is a day to thank a force for its silent service beneath the waves, where vigilance meets valor. Fair waters, safe returns and a heartfelt salute on this Submarine Day, to the fearless submariners who navigate the depths of the oceans with unwavering courage and dedication. Their commitment to safeguarding our seas and securing our nation’s maritime frontiers is an inspiration to us all.
ADU in an exclusive conversation with Cmde. AJ Singh (Retd.) leading up to Indian Navy’s Submarine Day, an experienced submariner and the most articulate voice for our power beneath the seas, discusses the evolution, current state, and future trajectory of the Indian Navy’s submarine fleet. With decades of service, this expert sheds light on the challenges of maintaining a robust fleet, the strategic significance of submarines, and India’s progress in indigenous submarine development.
ADU. Where does the Indian Navy’s submarine fleet stand today, and what does Submarine Day commemorate?
Cmde AJ Singh (Retd.). The Indian Navy has a potent submarine fleet. Submarine Day, celebrated on December 8, marks the commissioning of India’s first submarine, INS Kalvari at Riga in 1967. It was a Foxtrot class submarine and the submarine arm has come an extremely long way. It is now considered the gold standard in professionalism in the Navy. Over the past 57 years, the submarine arm has earned a reputation for being formidable and has a strong track record, despite sporadic procurement programs.
Currently, we have 16 conventional submarines, including five new Scorpene-class boats, with a sixth likely to be commissioned soon. However, some of our fleet—seven Kilo-class and four Type-209 submarines—are aging despite regular modernization. The focus must be on expediting procurement to maintain capability.
ADU. How has the Navy advanced in indigenous submarine development?
Cmde AJ Singh (Retd.). The push for indigenization is remarkable. Our strategic nuclear submarine program exemplifies this. INS Arihant and INS Arighat are already commissioned, with two more under construction. This indigenous effort showcases India’s technological and industrial prowess, as nuclear submarine technology isn’t shared internationally. Strategically, these submarines complete India’s nuclear triad, ensuring credible second-strike capabilities. Maintaining a submarine on constant patrol requires a minimum of four SSBNs, a target we are progressing toward with our current program.
ADU. Are there challenges with conventional submarines?
Cmde AJ Singh (Retd.). While our current numbers are sufficient, the age of some submarines is a concern. The P75I program and potential agreements with France for additional submarines are promising but must move faster. A seamless procurement process is crucial for sustaining our capabilities and addressing obsolescence. We should have been a smoother sort of procurement program. As a result of which even though we have a large number of submarines now, we have 16 conventional submarines of which 5 are the brand new Scorpene class, the 6th one is likely to get commissioned perhaps by the end of the year. But we also have 7 very old Kilo class submarines and 4 Type 209 submarines. Although these submarines are in fine fettle because they have been regularly modernized and updated and life extension programs have been successfully completed. Age does take its toll, technology has advanced. So we need to push our conventional submarine program a little harder.
ADU. What is the status of submarine modernization efforts?
Cmde AJ Singh (Retd.). Modernization has been a success story. For instance, our German submarines have been fully upgraded domestically at Mazagon Docks without returning to their country of origin—a testament to effective technology transfer and local expertise. These four German submarines, have never ever gone back to Germany in the last 40 years. That means TKMS, the company which built these submarines, has been able to transfer enough technology to Mazagon Docks to not require these submarines to go back. Their modernization, their weapon upgrade, their life extension certification is all happening in Mumbai. So, this is something that, you know, we have to pay attention to how transfer of technology should be successfully executed. In fact, this program is one of the best programs I think the Navy has ever had of cooperation with another shipyard.
However, challenges remain with Russian platforms, particularly amidst geopolitical tensions, underscoring the need for self-reliance.
ADU. How does India’s manpower meet the requirements of the submarine arm?
Cmde AJ Singh (Retd.). The submarine arm is a volunteer force, and India has no shortage of dedicated personnel. Training is a cornerstone of our success. Indian submariners are highly regarded globally, and we’ve even trained crews from countries like Vietnam and South Africa. Regular sea practice ensures readiness for any emergencies.
ADU. How do submarines play a major role in nuclear deterrence?
Cmde AJ Singh (Retd.). For your nuclear deterrence and second strike capability to be truly credible, the sea based element is perhaps most important. Because in case of a pre-emptive strike by the enemy, a nuclear strike, he could take out your land facilities, he can take out your air facilities. But he doesn’t know where that submarine is at sea. So that stealth and concealment of a submarine of an SSBN class is really the asset a Navy has. Because the enemy doesn’t know where that missile is going to come from. And that is what keeps deterrence actually going. More than the land and the air elements. In fact the cold war remained cold only because of the SSBNs that both sides had and their destructive capability that they carried. In fact even when the Cuban crisis happened which was the closest we came to a nuclear apocalypse, it was the SSBN presence which prevented that nuclear attack to be launched.
It brings a very credible deterrent capability and a second strike capability. But that capability is only credible if you can ensure that you have a submarine on patrol all the time. Because if you have a period in which your submarine is not on patrol which the enemy will know because of satellite surveillance and all. Then your credibility reduces because the enemy now knows that they don’t have a capability at sea at the moment. To maintain that one submarine on patrol at all times you need a minimum of four SSBNs generally. You know one on patrol, one coming, one going, one or two in refit. So if you look at the nuclear program of all the navies that have nuclear submarines, the US, China and Russia who had a different game plan, have more numbers, UK and France have always maintained a four submarine deterrent capability. Four SSBNs and they have never gone beyond that, neither have they have ever gone short of that, to have been able to maintain what we call a continuous at sea deterrence, CASD as it is called.
In fact the UK has maintained CASD for more than 55 years now. So we are now progressing satisfactorily towards that. Like I said two boats are ready, third boat is getting ready. So I think in another five years we will be in the same position of being able to ensure.
ADU. What are your views on sustaining production and capability growth?
Cmde AJ Singh (Retd.). Continuity in production is vital. Programs like the 30-year submarine construction plan envisaged a seamless pipeline to maintain a fleet of 16–18 submarines. However, disruptions have led to skill losses and delays. A steady production line is essential for fostering industrial expertise and sustaining operational capability. While in-principle approval exists for six SSNs, the government has sanctioned the construction of only two submarines for now. Although this is a positive development, it raises concerns about the lack of continuity and scale necessary for such an ambitious and complex program. To truly foster indigenous capability, the government must provide the defence industry with the scope and assurance needed to justify investments in advanced technologies. Approving all six SSNs upfront and building them in sets of two each would have sent a strong signal of commitment, enabling the industry to make long-term investments confidently.
ADU. Can a segmented approach hinder our aim to become a maritime power globally?
Cmde AJ Singh (Retd.). A segmented approach to submarine construction can hinder the development of critical skills and infrastructure. Without a clear commitment to subsequent batches, the industry is left uncertain about the timeline for future orders. This uncertainty discourages significant investment in cutting-edge technologies and disrupts the seamless production process that is essential for complex platforms like SSNs.
Drawing a parallel to the aircraft carrier program underscores the issue. The long gap between commissioning the second aircraft carrier and starting work on the third has led to skill atrophy and inefficiencies at Cochin Shipyard, where a robust ecosystem had been painstakingly established. Similarly, gaps in the submarine program have previously led to a loss of expertise. Submarine construction requires specialized skills and an advanced industrial base. Gaps in production risk eroding these capabilities, leading to inefficiencies and increased costs. A continuous production line, as envisioned in the 30-Year Submarine Construction Plan approved in 1999, is critical to maintaining expertise and ensuring timely delivery. Unfortunately, this vision has not been fully realized. Government-to-government agreements, political considerations, and the high cost of such programs often influence decision-making. However, prioritizing long-term strategic goals and maintaining a steady pipeline for submarine production can mitigate these challenges and ensure India’s maritime security remains uncompromised.
The SSN program’s success hinges on proactive planning and seamless execution. For instance, as the first two submarines near completion, the government should expedite approvals and processes for the subsequent batches to avoid production delays. Drawing lessons from past gaps in submarine and aircraft carrier programs, it is imperative to maintain momentum in such critical defence initiatives. Ultimately, a robust and continuous production strategy will enable India to achieve its goal of a self-reliant defence ecosystem while strengthening its position as a formidable maritime power. By addressing these challenges, India can ensure that the SSN program becomes a cornerstone of its naval modernization efforts.
ADU. How does the Indian Navy compare globally in terms of submarine operations and strategy?
Cmde AJ Singh (Retd.). The Indian Navy has excelled in professionalism and indigenization. Our nuclear submarines bolster deterrence, while conventional submarines enhance maritime security. Globally, we’re recognized for operational efficiency and strategic contributions, positioning the Navy as a key player in the Indo-Pacific. The Indian Navy’s submarine arm stands as a pillar of strength in India’s maritime strategy. With a blend of advanced indigenous programs and modernization efforts, the Navy is poised to address future challenges. Consistent production, timely decision-making, and fostering self-reliance remain critical to sustaining its edge.
As the nation celebrates Submarine Day, it’s a time to honour the legacy, dedication, and contributions of all submariners to India’s maritime security.
As told to Sangeeta Saxena
