The Vice-President of Taiwan, William Lai was elected as a new Chairperson of the ruling party-Democratic Progressive Party (DPP) on January 15, 2023. He is serving as the Vice-President of Taiwan since 2020. Lai had an unopposed win which is setting a stage for him to run for presidential elections next year. As per Sidney Lin, the interim Secretary General of DPP, Lai won the elections with 99.65% votes.
DPP was defeated in local elections after which President Tsai-Ing-wen stepped down as the chairperson of DPP. Elections for the Chairperson of DPP were held later over a month after her resignation.
Lai made a statement “go all in to undertake the mission” and to win back the trust of people and unite the party. While talking about Taiwan’s independence Lai said that, Taiwan already is a sovereign and independent nation and therefore there is no need to declare Taiwan’s independence. He made this statement during his swearing ceremony as the Chairperson of DPP by calling himself ‘a political worker for Taiwanese independence.’
Taiwan is a democracy, while China is under the communist rule; both the entities follow two different systems. Under Xi Jingping’s proposal of one country, two systems formula which is also present in Hong Kong, but this proposal has been rejected by Taiwan. The current chair of DPP believes in independence of Taiwan and its sovereignty which is against ‘One China policy,’ thus making a shift in party’s policy regarding Beijing.
A prominent reason of tensions between China and Taiwan is regarding the Taiwan Strait. Taiwan Strait is a 180 kilometers wide water body in the South China Sea separating Taiwan from mainland China.
Recently after the visit of Nancy Pelosi, Speaker of US House of Representatives to Taiwan, tensions increased between the two states. Beijing has increased its aggressive actions in the Taiwan Strait by sending fighter jets, naval ships in the proximity of the Taiwanese island. China’s constant attacks, military threats and lack of efforts to alter status-quo are to blame for increasing tensions, which becomes a threat for Taiwan’s security and defense. The core issue of cross- strait is the Chinese Communist party’s intimidation in Taiwan.
The new DPP chair’s cross-strait policy will be closely aligned to Tsai’s which is about upholding status-quo in Taiwan Strait and promoting cross-strait people to people exchange.
Due to the unreliability of Communist party of China, democratic countries are reaching out to Taiwan to establish friendly relations. Taiwan is developing relations with likeminded nations like USA and Japan to counter Chinese threats and promote regional stability.
Tsai’s cross-strait policy calls for peace, parity, democracy and dialogue to foster positive interactions and ties for the well-being of people on the both sides of the strait.
Lai stated that he would be using party’s platform to protect and promote democracy, peace and prosperity which would be carried out by policies emphasizing on the economical, societal issues, national defense and peace between China and Taiwan and also in the region of Indo- Pacific. Lai has vowed to further Tsai’s cross-strait stance and would promote dialogue between China and Taiwan.
India-Pakistan War of 1971 and the ongoing Russia-Ukraine War: source Internet
Bangladesh, which is seen as an independent republic today, was once part of Pakistan. This state came into its own with the 1971 Indo-Pak war which ended on December 16, 1971 duly marking Bangladesh’s independence. This date portrays a very paradoxical memory for the nations who were embroiled in this turmoil, telling the story of Bangladesh’s long-awaited liberation, India’s decisive victory, and Pakistan’s surrender. The war lasted 13 days and is considered the shortest war in history with India securing a decisive victory and aiding Bangladesh in its quest for self-determination. This war was a blow to Pakistan as it led to the inevitable dismemberment of its country, with the added humiliation of an unconditional public surrender. What ignited this war was the rising Bengali nationalist movement born from the feelings of resentment and agony against the West Pakistani establishment over years of deprivation and oppression. The sheer magnitude of the revolution was staggering not only for the Pakistani regime but for the entire subcontinent which witnessed the defiance of the Bengalis.
Pakistan seceded from erstwhile India on the basis of the two-nation theory which stated that Hindus and Muslims are inherently different and incompatible due to their conflicting religions. Therefore, Pakistan was formed to protect the interests of Muslims with the belief that what united the citizens was their identity as Muslims. However, Pakistan was divided into East and West Pakistan separated by 1600 km of Indian Territory creating differences from the very beginning. The state was marred with problems of unity, not due to the geographical distance but a cultural distance between the two wings that became the major bone of contention. Since Pakistan’s very existence, Bengalis accused the Punjabi regime of subordinating their culture. There was an air of superiority in West Pakistan with a disdain for Bengalis and their culture, believing it was inferior. West Pakistanis claimed that they belonged to the ‘race of the conquerors’ while Bengalis in the words of Punjabi leader Malik Khan Noon, Governor of East Bengal “the East Pakistanis Muslims were converted to Islam from low caste Hindus, and they were not real Muslims.”
The economic and political deprivation blended with the suppression of Bengali culture was a wrong trajectory chosen by Pakistan. It resulted in a dichotomic state where West Pakistan was prospering and East Pakistan was being treated as second-class citizens in their own country. The outright economic disparity can be witnessed through how only 1,500 crores were invested in the eastern wing as compared to 5000 crores spent in West Pakistan. Additionally, 2.6 billion dollars were shifted from East Pakistan to West Pakistan speaking of how the East entered a second colonial era under the Western wing. The political and military power was also concentrated in West Pakistan with the capital being Karachi and the monopoly over bureaucratic, military positions. However, the major dissension was the imposition of Urdu as the official language. The rebuff of Bengali was seen as cultural antagonism leading to widespread agitations. This movement had far-reaching consequences as it fuelled a sub-regional identity among the Bengalis. East Pakistanis now identified more with their language and ethnicity than the common identity of religion.
The Eastern wing showed its discontentment in the 1970 general elections when the Awami League led by Sheikh Mujibir Rahman won the elections. The result was alarming for President Yahya Khan and Zulfikar Ali Bhutto, leader of the Pakistan People’s Party who were not willing to relinquish control. Many rounds of phony negotiations were held by Khan and Bhutto to keep the Bengalis under the influence that political power will be transferred. While the negotiations were going on the Pakistani army which had been building up forces in the eastern wing since February launched Operation Searchlight, a violent crackdown to suppress the nationalist movement. A planned genocide was unleashed on March 25, 1971, with the army deployed in Dhaka, Chittagong, and other prime locations. The genocide started at 11:30 pm with the arrest of Rahman from his home and soon the army took positions all over Dhaka rolling down tanks, open firing, and attacking civilians with mortars and rockets. Dhaka University became a place of a bloodbath with Jagannath and Iqbal Hall being the hotspots where hundreds of students, teachers, and their families were queued up and shot. Operation Searchlight killed 5 million people and raped 300,000 women. The turmoil in East Pakistan created an alarming situation in India which was closely watching the monumental changes. East Pakistan was in shambles and its people terror-stricken, finding ways to escape this genocide. Close to 11 million refugees fled to India, which overburdened India’s already strained economy.
The genocide induced support and sympathy for Bengalis in India with many urging the state to go to war with Pakistan. The government realized that if India attacked first, it would be labelled as an aggressor, trying to break Pakistan which will ensure Pakistan getting help from the United Nations and majority of the nation’s refusing to recognize Bangladesh. Additionally, Field Marshal Sam Manekshaw, the Chief of Army Staff of the Indian Army, wanted to wait till November for hostilities to begin to avoid Chinese intervention and have time to collect the quantum of force required for such a large-scale operation. Therefore the Indian government made simultaneous efforts to continue the diplomatic drive and also prepare for war. India gave material and moral support as well as training, and expertise to the Mukti Bahanis and was itself involved in skirmishes in operations like Dhalai, Bulge and Akhaura with the Pakistani Army. By November 1971 the violence on the border had increased tremendously and the two countries were on the brink of war. It was at 5:30 pm on December 03, 1971 that the conflict turned into a full-scale war with Pakistani aircrafts dropping bombs on Indian airfields in a pre-emptive air strike. On the same day, Indira Gandhi addressed the nation saying, “The war in Bangladesh has become a war on India,” she said.
The war involved all three branches- army, navy, and air force of the Indian military. The army had to fight this war on both the eastern and western fronts with both having varied terrains and challenges. The strategy devised for the western bloc was to ensure that India does not lose any territory and keep Pakistan under pressure on this front. This was to ensure the Indian army’s swift stream into East Pakistan and capture Dhaka which was the center of power. The strategy implemented here was to bypass the Pakistani army’s strongholds and other prime locations to aim for Dhaka and try to reach the center in a matter of two weeks. The reason behind this plan was to ensure that the war ends in a short period of time to ensure the liberation of Bangladesh without the threat of an attack from the USA or China. Additionally, this was also significant to ensuring a ceasefire is not imposed which would have brought the war to a standstill and resumed the hostilities of West Pakistan in Bangladesh.
On the western front, one of the most memorable engagements was the Battle of Longewala when 120 Indian soldiers were outnumbered by 4000 Pakistani troops, artillery, and tanks. The men did not leave their posts and fiercely faced the enemies and requisitioned support from the airforce. On the morning of 5th December, the hunter aircraft mercilessly bombarded the Pakistani forces which killed 200 soldiers and destroyed 36 tanks and 100 jeeps. On the other hand, in a situation of all-out war in east Pakistan, the Indian Army had made swift advances within the territory. The Indian Army was able to cut through the strongholds since the Pakistan army was scattered throughout the territory in bits and pieces. Additionally, the Pakistani soldiers were demoralized and fatigued after months of fighting in the eastern wing. Lastly, due to Pakistan’s geographical absurdity, it was not possible for them to transport supplies and soldiers to the east which left the soldiers with a shortage of logistical supplies.
These factors contributed to India’s smooth penetration into Pakistani soil with the Indian Army capturing new territories every day. By the December 06, 1971, the Indian Army had captured Jessore, a strong strategic point, and simultaneously, Operation Trident was launched by the Indian Navy on the Karachi seaport which destroyed four Pakistani vessels and the harbour fuel fields. On December 10, 1971 Indian air force attacked the Chittagong airbase, making the way for the army’s headway for Dhaka. During this time, the Pakistanis were hoping for a direct intervention from China and the US which would have influenced the course of the war in their favor. On the other hand, the Soviet Union was backing India so when the US sent its Seventh Fleet to the Bay of Bengal, the Soviets deployed two groups of cruisers and submarines armed with a nuclear warhead. This resulted in a direct confrontation between the two Superpowers and ultimately caused the US fleet to turn back, thus ensuring that the tide does not turn towards Pakistan.
On December 16, 1971 five brigades of the Indian Army were surrounding Dhaka from all sides and left the Pakistani Army with no choice but to surrender. On this day, the Instrument of Accession was signed between the two countries in a public ceremony in Ramna course, the same place where nine months back Mujibir Rahman had declared independence. This was the world’s only public surrender where 93.000 Pakistani troops laid down their weapons. This war as stated earlier is the shortest war in history only ending in 13 days, due to the Indian army’s strategic cleverness where there was a clear objective of going for Dhaka which would have brought the whole war to a halt. Field Marshal Manekshaw knew that capturing other strategic locations would have taken a lot of time, and caused prolongation of the war and ultimately more destruction and loss of lives. Finally, the culmination of this war declared India’s decisive victory and freedom for the people of Bangladesh who now were going back home to a sovereign nation. For Pakistan, this moment was of sheer humiliation where more than half of its territory was dismembered and seceded into an independent nation.
This tussle viewed in the light of the ongoing Russia-Ukraine war which will be completing a year soon teaches us a few lessons as to how modern war needs to be short and swift to ensure strategic gains. This can be witnessed in the 1971 Indo-Pak war as this confrontation only lasted for 13 days and is referred to as the shortest war in modern history. This was possible due to the Indian army’s strategic cleverness where there was a clear objective for going for Dhaka which would have brought all hostilities to a halt. Field Marshal Sam Manekshaw knew that capturing other strategic locations would have taken a lot of time, and caused prolongation of the war. A war is successful for a country when it sets and meets its realistic objectives. Otherwise, the war loses its purpose and ultimately causes its prolongation which can be witnessed with the Russian invasion of Ukraine. This is evident as to how earlier Russia had announced that its objective was to liberate Donbas to create a bridge that connects it with Crimea and Transnistria. However, if this was the initial plan then the Russian army would not have crossed the Dnieper River. This proves that Russia does not have a clear, pragmatic objective which is essentially important as without this aim the fight is directionless. The country does not know what it wants to achieve and what is the end goal of this struggle that can put a stop to this predicament.
As discussed earlier, India waited for nine months to go for a full-fledged war with Pakistan, which was a strong strategic move as the monsoon season was about to begin in East Pakistan. If India would have had taken a hasty military decision it could have hampered India’s success and prolonged the process of liberating Bangladesh. On the other hand, Russia invaded Ukraine in peak winters which slowed Russian tanks on the snow-clad roads and thereby restricted the movement of its troops. Due to the ground conditions, these tanks became an easy target for Ukrainian soldiers who were equipped with the latest US-made Javelin and the British-made NLAW anti-tank missiles. Here the timing chosen by Russia was wrong and proved to be detrimental. In a war, it is of utmost importance that the correct moment is chosen to launch the offensive as it sets the tone for the rest of the tussle. Lastly, when India entered Bangladesh, the people of the country welcomed the army with open arms. The Indian Army had the full support of the locals as well as the Mukti Bahini which made their journey in East Pakistan easier. On the other hand, in the Russia-Ukraine conflict, the people of Ukraine did not give up and fully supported their army. The will of the people was not trampled by the mighty force of the Russian army. Instead, a lot of Ukrainian men enlisted in the army, and there was resistance seen from the civilians who employed guerrilla tactics to fight the military. Russia is not only fighting the army of Ukraine, but also the unhindered spirit and passion of its people. This highlights how inherently significant it is to have the support of the people where you are fighting.
The Indo-Pak war demonstrates the strategic cleverness of the Indian forces which resulted in the war being a swift and short action on India’s part. It further highlights how this war not only showcased India’s military prowess but also its tactical intellect.
This article describes the steps needed to complete both internal and external ISO 27001 audits that prove the Republic of Palau’s Ministry of Finance follows up-to-date information security management standards.
Overview of ISO/IEC 27001 audits
Importance of ISO 27001 Audits
Types of ISO 27001 Audits
Why an ISO 27001 Audit is Important
ISO 27001 Audit Stages
ISO 27001 Auditors
ISO 27001 Audit Timeline
“Palau’s security strategy is critically dependent on our response to the numerous opportunities and challenges posed by the cyberspace environment in which the international community operates.” 2022 Republic of Palau National Security Strategy
Why ISO 27001?
ISO 27001 is one of the most widely recognized and internationally accepted information security standards. It’s one of the few standards that uses a top-down, risk-based approach to evaluation. It identifies requirements and specifications for a comprehensive Information Security Management System (ISMS), defining how an organization should manage and treat information more securely, including applicable security controls.
Overview of ISO 27001 Audits
An ISO 27001 audit is a review process that ensures the Ministry of Finance’s information security management system (ISMS) aligns with the most recent information security standards, as defined by ISO/IEC 27001:2022 guidelines. Organizations must conduct a series of regular internal audits and external audits to receive and retain their ISO 27001 certification.
ISO 27001 certification will demonstrate that the Ministry of Finance’s ISMS controls are sufficient to secure its data, documents, and other information assets. An ISO 27001 certificate also gives the Ministry of Finance a competitive advantage, showcasing that our security controls are more rigorous and aligned with international standards.
To qualify for certification, the Ministry of Finance must receive an external audit from an accredited, objective auditing firm or approved ISO 27001 auditor to prove their processes and systems meet ISO/IEC 27001:2022 expectations.
Continuous ISO 27001 audits demonstrate the efficiency and efficacy of the Ministry of Finance’s security controls. Plus, these audits measure and show ongoing compliance with ISO standards. Regularly conducting audits allows the Ministry of Finance to review and assess the level of residual risk involved with their existing information security standards.
With the results from an IT audit for ISO 27001, the Ministry of Finance can continue to improve their ISMS controls and standards to make residual risk more tolerable.
Importance of ISO 27001 Audits
Fundamentally, a series of ISO 27001 audits are required to complete the ISO 27001 certification process. Without successfully completing these audits, the Ministry of Finance cannot claim to comply with the international standards for information security management.
In some cases, the Ministry of Finance may not be able to work with clients or partners who contractually require compliance with ISO 27001 standards to enter or renew a contract. This can make ISO 27001 audits essential for the Ministry of Finance to attract or retain clients within their industry.
After the Ministry of Finance receives its ISO 27001 certification, it must follow a regular auditing schedule to demonstrate ongoing compliance with ISO 27001 standards and maintain certification.
Audits show that the Ministry of Finance’s systems, processes, and controls are working effectively and continuously protecting its information assets.
Regularly scheduled audits assess for new risks as the Ministry of Finance expands, allowing us to identify preemptively any weaknesses in our existing systems. These audits also reveal opportunities for the Ministry of Finance to strengthen existing data management and IT security practices.
Types of ISO 270001 Audits
ISO 27001 compliance requires conducting two types of audits: internal audits and external audits. Accreditation bodies across the world have different requirements for how often audits must be completed to maintain compliance. For the Ministry of Finance to remain ISO 27001 certified, periodic internal and external audit are required.
Internal Audit
An ISO 27001 internal audit is a review of the Ministry of Finance’s ISMS completed by objective, internal staff trained in ISO 27001 standards, or an external contractor hired to work alongside an internal team. Even when an internal audit is completed by an external party, it’s considered internal unless this party is part of an ISO 27001 certification body.
A consistent ISO 27001 audit program is required to maintain compliance. An approved ISO 27001 audit plan defines how frequently internal audits are conducted, the methods used to complete the audit, and who is responsible for planning, completing, and reporting audit results.
The Ministry of Finance works with the certifying body to determine the appropriate ISO 27001 audit frequency. Normally, the Ministry of Finance will be required to complete an annual ISO 27001 audit.
Typically, an ISO 27001 internal audit involves:
Reviewing and maintaining internal documentation for policies and procedures
Sampling evidence from the ISMS as part of a field review, demonstrating that the policies and procedures are followed consistently
Analyzing findings from document review and field review to ensure they meet ISO 27001 requirements
Implementing improvements, as needed, based on audit findings
The ISO 27001 certification audit process begins with an internal audit, where the Ministry of Finance reviews its current IT processes and documents the scope of its ISMS audit for further external review.
Next, the Ministry of Finance completes a risk assessment and gap analysis, presenting these audits alongside other documentation to external auditors or a certifying body.
Finally, if the Ministry of Finance chooses to pursue certification, we must conduct regularly planned internal audits to maintain compliance.
External Audit
External audits are conducted by accredited, certifying bodies to confirm compliance with ISO 27001 standards. the Ministry of Finance must participate in four external audits:
ISMS Design Review. the Ministry of Finance defines the ISMS audit scope and request an accredited auditor complete the ISMS Design Review. During this ISO 27001 external audit, the auditor reviews the Ministry of Finance’s documentation, processes, and procedures to ensure our ISMS controls and design align with ISO 27001 standards. If the Ministry of Finance meets the ISMS Design Review requirements, the auditor will recommend the Ministry of Finance for the Certification Audit.
Certification Audit. During the Certification Audit, an auditor will review the Ministry of Finance’s business processes and controls through a field review to ensure the 93 primary controls of ISO 27001 are met, as referenced in Annex A. Meeting these requirements make the Ministry of Finance eligible for full ISO 27001 certification.
Surveillance Audits. To maintain compliance after certification, certifying bodies conduct Surveillance Audits. Random data samples are evaluated to ensure procedures and processes are being followed, as defined by the Ministry of Finance’s documentation. Surveillance audits often focus on specific ISMS areas and happen before recertification.
Recertification Audits. Finally, the Ministry of Finance will undergo an extensive Recertification Audit every three years to maintain ISO 27001 certification eligibility. This review covers all areas of the ISMS and mimics the initial Certification Audit, ensuring that the Ministry of Finance is continuously following ISO 27001 standards and improving its ISMS as new risks arise.
ISO 27001 Audit Stages
As the Ministry of Finance prepares for ISO 27001 certification, it’s important to understand the two stages that make up the initial certification audit. The audit criteria for ISO 27001 are defined by these two stages, and the Ministry of Finance’s certification eligibility is contingent on passing both audit stages. As a best practice, organizations will hire a separate external auditor to support them in completing stage 1 compliance requirements before requesting an external audit from the certifying body for stage 2.
Stage 1 of the ISO 27001 audit is called the ISMS Design Review. Before the Ministry of Finance requests an ISMS Design audit, it’s critical to properly prepare for what an ISMS Design Review entails. An ISO 27001 audit checklist can help with stage 1 audit preparation.
First, the ISSS team will work to determine the Ministry of Finance’s risk tolerance and security baselines based on stakeholder expectations, to include legal or contractual requirements. These elements will define the scope, security objectives, and statement of applicability for the Ministry of Finance’s certification audit.
Next, the Ministry of Finance must thoroughly document all ISMS processes, procedures, policies, guidelines, and controls based on the requirements detailed in ISO 27001 and ISO 27002. the Ministry of Finance will complete a risk assessment, risk treatment, and gap analysis for submission with all other documentation.
Once the Ministry of Finance implements and documents the ISMS controls, an auditor conducts the ISMS Design Review. All documentation will be evaluated to ensure ISO 27001 requirements are met. Upon completion, the auditor will provide the Ministry of Finance with an ISO 27001 audit report.
The audit report includes findings and recommendations to improve The Ministry of Finance’s processes or controls before pursuing stage 2. the Ministry of Finance’s employees may also
need to complete additional security training to meet ISO 27001 stage 1 audit standards before moving forward with stage 2 of the certification process.
If an auditor recommends the Ministry of Finance for certification after stage 1, we will be eligible to move forward with stage 2 to pursue certification.
In the ISO 27001 stage 2 audit, an auditor from a certifying body will complete an evidential field review to confirm that the Ministry of Finance’s business processes and controls within the ISMS align with the documented and approved procedures from stage 1.
The auditor surveys a thorough, random sampling of data and information assets as evidence to confirm that the Ministry of Finance’s ISMS operates effectively and meets the requirements dictated by ISO 27001 and the obligatory Annex A controls. This evidence should demonstrate that the Ministry of Finance’s procedures work as they’ve been documented.
To complete the audit, auditors will often interview key stakeholders responsible for managing the ISMS system as well as members of the internal audit and compliance teams. They’ll also request evidence of prior audit reports and any remediations completed based on stage 1 results. These audit reports inform them of non-conformities presented by the previous auditor, while management audits confirm that improvements were implemented after the audit.
Stage 2 is also the time to define the processes moving forward after certification. This includes security awareness training procedures and the internal audit process, which must be documented to achieve certification and maintain continuous compliance.
Once the stage 2 ISO 27001 audit process is passed, the Ministry of Finance will be ISO 27001-certified for three years. However, the Ministry of Finance will complete and submit yearly surveillance audits to follow the required internal audit schedule submitted to the certifying body and show that their controls are continuously operating as intended.
ISO 27001 Auditors
Valid internal and external ISO 27001 audits must be conducted by objective, competent, and experienced auditors with demonstrable knowledge of the ISO 27001 standard. Demonstrable knowledge is commonly indicated by formal education or certification. However, a certifying body may approve an auditor who can show knowledge through relevant ISO 27001 audit questions and answers.
For internal audits, auditors must belong to a team that’s separate from the stakeholders maintaining the ISMS to ensure they are not reviewing their own work or creating a conflict of interest. Since the Ministry of Finance is without a separate compliance division or auditing team, it’s common to hire a formally trained contractor or auditing firm to support the internal audit plan. These firms can help the Ministry of Finance avoid common ISO 27001 audit mistakes.
Certification agencies have approved and accredited auditors who perform external certification, surveillance, and recertification audits. Often, these auditors have completed the ISO 27001 Lead Auditor course or a similar formal training-certification course.
ISO 27001 Audit Timeline
Auditing the Ministry of Finance’s ISMS for certification can be a lengthy process. For most small to mid-sized organizations, the initial certification process takes between 6 and 12 months to complete from start to finish. Larger organizations with a more comprehensive ISMS or more extensive scope can expect the process to take up to 18 months.
The Ministry of Finance should expect to prepare documentation extensively even before pursuing the stage 1 ISMS Design Review. This process alone can often take 6 to 10 months. the Ministry of Finance may need to complete multiple internal audits and implementations before the ISMS is ready to start the certification process.
Once the certification process begins, an auditor will work with the Ministry of Finance to create an ISO 27001 audit schedule. This schedule determines the timeline for an auditor to review thoroughly the documentation in stage 1 and collect enough evidence to prove compliance in stage 2.
While document review during stage 1 typically takes about a week to complete, stage 2 often takes longer because auditors interview stakeholders and spend more time examining the Ministry of Finance’s ISMS.
During either step, auditors may present remediations that must be completed before the Ministry of Finance can move forward with certification. Depending on what remediations are necessary to meet ISO 27001 standards, completing the necessary improvements can further extend the timeline for ISO 27001 certification.
About the Author
Jay Hunter Anson is a retired US Army Signal Officer (LTC/O5) with humanitarian assistance/disaster relief, peacekeeping and operational experience throughout Central America, South America, the Caribbean, and Europe, including the Balkan Wars (Bosnia, Croatia, and Kosovo). He is a combat veteran with multiple year-long tours in Iraq and Afghanistan. In 2019, Jay completed his 29-year military career while assigned to US Southern Command. A native of the Republic of Palau, Jay serves on the Ministry of Finance’s Board of Directors and is the Cybersecurity Advisor to the Republic of Palau’s President and National Security Coordinator. He is a Senior Security Analyst for Lennar Technology Services and a Service-Disabled Veteran Small Business Owner of Guardian Cyber, LLC (www.guardiancyber.us). Jay holds several academic degrees and industry certifications including the ISACA Certified Information Security Manager, US Department of Defense Strategist, US Cyber Command Cyber Operations Planners Course, and a Masters in Military Arts and Science from the US Army Command and General Staff College, Fort Leavenworth, Kansas U.S.A. In addition to his volunteer work with AFCEA International, Jay is a Cyber Florida Ambassador for Region 8, and a STEM Advisory Board Member for Miami-Dade County Public Schools. He Tweets at @JHX_1138. The views expressed are personal.
Prime Minister of India, Narendra Modi and the President of Egypt, Abdel Fattah El-Sisi: source Internet
Egypt’s President Abdel Fattah El-Sisi will be the Chief Guest at the Republic Day celebrations of India on January 26, 2023 marking a significant step in strengthening bilateral relations between the two nations. The visit, which will take place from January 25-27, 2023 is expected to focus on a number of key areas, including security, defence, cybersecurity, and agriculture.
In terms of security, the two countries are expected to discuss ways to strengthen cooperation in the fight against terrorism. India and Egypt have both been affected by terrorism in recent years, and by working together, they can share information and best practices to help combat this global threat.
Defence is also set to be a major topic of discussion during President Sisi’s visit. India is one of the largest importers of defence equipment in the world, and Egypt is a major producer of military hardware. By strengthening defence ties, the two countries can explore opportunities for collaboration in the defence industry, including joint ventures and technology transfer.
Cybersecurity is another area where India and Egypt can benefit from increased cooperation. As the world becomes increasingly digitised, the threat of cyber-attacks is on the rise. By working together, the two countries can better protect their citizens and businesses from cybercrime.
Agriculture is also expected to feature prominently on the agenda during President Sisi’s visit. India and Egypt have a long history of cooperation in this field, and by sharing knowledge and expertise, they can help to improve food security and increase agricultural productivity.
In addition to these key areas, the two countries are also expected to discuss a range of other topics, including trade and investment, education, and culture. President Sisi’s visit is an opportunity for India and Egypt to build on the strong foundations of their bilateral relationship and explore new ways to cooperate and collaborate.
Overall, President Sisi’s visit to India is a significant step forward in the relationship between the two countries. The discussions on security, defence, cyber security and agriculture will play an important role in building trust and cooperation between India and Egypt. This visit will also help in further strengthening the ties and will pave the way for a more prosperous future for both the nations.
India and Egypt have a long history of defence cooperation, dating back to the 1950s. This cooperation has been characterised by regular high-level visits, joint military exercises, and the sale of military equipment.
In the past, India has provided military assistance to Egypt in the form of training and equipment. India has trained Egyptian military personnel in various fields such as artillery, engineering, and communications. India has also provided military equipment to Egypt, including tanks and transport aircraft.
Both countries have also conducted joint military exercises in the past. In 2008, India and Egypt conducted their first joint military exercise, named ‘Sahyog-Kaijin’, which focused on counter-terrorism operations. Since then, both countries have regularly conducted joint military exercises, with the most recent one being held in 2019, called ‘Hand-in-Hand 2019’ which was held in Rajasthan, India.
India and Egypt have also cooperated in the area of defence industry and technology. India has provided assistance to Egypt in the establishment of a defence production facility, and both countries have collaborated in the development of military hardware such as radar and communication systems.
In recent years, India and Egypt have been working to further strengthen their defence cooperation. In 2018, India and Egypt signed a Memorandum of Understanding (MoU) on defence cooperation, which includes provisions for regular consultations and exchanges between the two countries on defence-related matters, and for cooperation in areas such as counter-terrorism, maritime security, and defence industry.
India and Egypt have also been cooperating on regional and international security issues, including in the United Nations and the Non-Aligned Movement (NAM). Both countries have also been working together to combat terrorism and extremism in the region.
In conclusion, India and Egypt have a long history of defence cooperation, which has been characterised by regular high-level visits, joint military exercises, and the sale of military equipment. Both countries have also been working to further strengthen their defence cooperation in recent years, including through regular consultations and cooperation in areas such as counter-terrorism, maritime security, and defence industry. The defence relationship between India and Egypt continues to be an important pillar of their bilateral relations and both countries have been working to enhance the scope and scale of their defence ties in recent years.
About the Author
Rahul Kumar Ojha is currently doing Bachelors of Journalism Mass Communication from IMS Noida. He is also a content writer and the Cultural Student President of IMS Noida. He Tweets at @Rahulojha9372.
Vietnam’s 10th President, Nguyen Xuan Phuc resigned last week amid the ongoing anti-corruption drive. The Communist Party of Vietnam stated that Phuc resigned after the ruling party held him responsible for “violations and wrongdoings” done by the officials under his control while being Prime Minister.
Phuc started his political career in 1979 at the provincial level and took his first position in national government in 2006. He joined the Politburo and served as Prime Minister from 2016 to 2021 and later held the ceremonial position as President of Vietnam. The departure of President is highly unusual in communist Vietnam as only one President has stepped down from his position citing health concerns.
According to Central Party Committee, Phuc was blamed for offences committed by the officials including Deputy Prime Ministers Pham Binh Minh and Vu Duc Dam and three ministers since he was the Prime Minister from 2016 to 2021. According to media reports, the ruling party has reported that around 500 party members were prosecuted or “disciplined” for corruption and “deliberate wrongdoings”, including ministers, top officials and diplomats with many of corruption allegations relating to Vietnam covid response.
According to Vietnamese politics the “four pillars” are the core comprising President, Prime Minister, General Secretary and Chairman of National Assembly. The President holds substantial authority. It is the post of the General Secretary which is considered the most powerful out of the four posts.
The architect of anti-corruption drive is party General Secretary and one of the country’s powerful politician Nguyen Phu Trong whose term is due to expire in 2026. It is highlighted that former President’s resignation is linked to political infighting in a country where every political change is carefully maneuvered to give the impression of political stability in the country. According to Le Hong Heip, a fellow at the ISEAS-Yusof Ishak Institute, Singapore “It’s mainly related to corruption investigations but we cannot rule out the possibility that his political rivals also wanted to remove him from his position for political reasons.”
The communist country is strengthening its fight against corruption amid the concerns that this anti-corruption drive is bringing crackdown in routine transactions as officials are being brought under scanner. Being an export dependent economy, it is unlikely that overall trajectory will change, provided the emphasis is on encouraging foreign investments and steering diplomatic ties with US and China.
Oscar Micheauk’s quote “There is no barrier to success which diligence and perseverance cannot hurdle” holds pretty true for Anayatullah Khan of the Border Roads Organisation of the Indian Army whose being deaf and dumb by birth did not make him give up dreams of serving India, and who by the dint of his hard work and determination donned the uniform of the General Reserve Engineering Force (GREF) to serve in the toughest of the terrain smilingly and willingly.
Born on February 02, 1978 in Village Nilgrar in District Ganderbal in Jammu & Kashmir, India, Anayatullah at a very young age decided that his physical impairments will not hamper his desire of serving India and dreamt of a career in uniform.
His toil bore fruit and he got selected to work for GREF as a Casual Paid Operator (CP Optr). His joy knew no bounds on coming to know of his selection in GREF and he swore to himself to keep working hard and make his country proud.
Since his trade is CP Optr, Anayatullah kept on getting posted in various units of BRO which are located in far-flung areas where roads have to be made in virgin mountains. The task is hard and arduous but the ever-smiling Anayatullah has always performed outstandingly be it rain, snow, cold or landslides which are frequent in mountainous terrain.
Since 1996 Anayatullah has been deployed at Zojila Pass which is at a height of 11,575 feet and is the second highest pass on the Srinagar-Leh National Highway. He operates the leading dozer during snow clearance and with his immense experience finds and clears the road alignment which has earned him praise and commendation from the highest quarters of the country. He plays a pivotal role in the extended opening of the Zojila Pass. His being deaf and dumb and leading the team on such dangerous mission even motivates the other soldiers to perform beyond their capabilities.
Anayatullah Khan (second from left) with Lt Gen Rajeev Chaudhry, VSM, Director General Border Roads (centre) and other senior Officers of the Border Roads Organisation: source HQ DGBR
Zojila Pass is of immense strategic importance to India and serves as a vital life line to the civilians living in those areas, and hence the good work done by Anayatullah Khan affects millions of lives and helps keep India safe and secure.
For his immense devotion and dedication to duty, Anayatullah Khan has been awarded the General Officer Commanding-in-Chief’s Commendation Card in 2019. The Director General Border Roads during his visit to Zozila Pass on Feb 28, 2021 awarded him on the spot DGBR Commendation Card.
Anayatullah Khan is truly an asset to the BRO, the Indian Army and above all, to India. Our
salute and respect to Anayatullah Khan for his vim and vigour in serving India.
Byson Pulsifer rightly quoted “Dedication is belief transitioned into action which is transformed into change”.
About the Author
Lt Col JS Sodhi retired from the Corps of Engineers of the Indian Army is an alumnus of NDA Khadakwasla and IIT Kanpur. He is a M.Tech in Structures and has also done MBA and LL.B and is a prolific writer and a public speaker. He features in the World Book of Records, London and the India Book of Records for his media contributions. He Tweets at @JassiSodhi24. The views expressed are personal.
As hot winds called loo in the local parlance, blew at 2 pm in an afternoon in the month of May 1971, a young three-year-old boy sitting behind his father on a sky-blue Chetak scooter, both of whom were passing by Tibri Military Station near Gurdaspur, told his father that he was thirsty and wanted to drink water. His father Shri Ajit Singh Walia, who was a teacher in Narot Jaimal Singh High School in Narot Jaimal, which is a quaint town 26 kilometres from Gurdaspur, and eventually would retire as the Principal of this school, stopped his scooter at the main gate of Tibri Military Station and requested the army soldier on duty for a glass of water for his son Kamaljit Singh. The sentry gave a glass of water to the young lad. As the young Kamaljit drank the water, his eyes were transfixed on the soldier as he was mesmerised by the uniform of the army soldier. The young Kamaljit Singh took a vow that day to join the Indian Army.
Since that day young Kamaljit would ask questions about the Indian Army to his parents and relatives. One day when Kamaljit was a student in Class V in the same school where his father taught, Kamaljit’s classmate brought a Punjabi newspaper which had the advertisement of entry to Sainik School Kapurthala, which is a residential school from Class VI onwards and prepares students for entry as a commissioned officer to the Indian Armed Forces. Kamaljit was unaware of this school and grew quite inquisitive and interested to know about this school more, as the advertisement also mentioned about preparing its students for the Indian Armed Forces.
A year later, the young Kamaljit joined Sainik School Kapurthala after clearing the tough entrance examination. In his school days, Kamaljit excelled in Cross country, basketball and volleyball and was in the school team of all the three sports.
On passing out from Sainik School Kapurthala, Kamaljit took admission in the L.LB course in Panjab University Chandigarh. On completing his graduation, Kamaljit cleared the Combined Defence Services examination and joined Indian Military Academy (IMA), Dehradun on 20 July 1990 as part of the 89 Regular course, fulfilling the vow he had taken 19 years back as a 3-year-old boy.
Born on July 20, 1968 in Gurdaspur, Kamaljit Singh’s father was an educator and mother an home maker. He had a younger sister. And destiny made Kamaljit report to IMA on 20 July 1990, the same date on which he was born!
Kamaljit was allotted Keren Company in IMA. It was in IMA that his coursemates nicknamed him KJ. The legacy of being a good sportsman continued with KJ and KJ found a place in the Academy Teams of Basketball and Volleyball. In his second term, KJ as part of the IMA Basketball Team defeated National Defence Academy, Khadakwasla for the first time ever in Hexagonals held in NDA in April 1991. Hexagonals is an annual sports tournament comprising various sports in which the competing teams are NDA, IMA, Officers Training Academy, Chennai, Army Cadet College, Dehradun, Air Force Academy, Hyderabad and Indian Naval Academy, Ezhimala. Till this time no team had defeated NDA in Basketball in NDA itself. KJ helped IMA break a 37-year-old record. For this feat KJ was awarded an IMA Blue, an honour bestowed on chosen few who are proficient in any sport.
Captain (Later Lt Col) KJ Singh being awarded the Sena Medal in an Indian Army Investiture Ceremony: source Mrs KJ Singh
On December 14, 1991, Second Lieutenant Kamaljit Singh was commissioned in Army Service Corps (ASC) and had to do a one year attachment with 27 Rajput, after an impressive Passing Out Parade which was attended by his parents. KJ’s parents pipped one star each on the epaulette of KJ.
After three weeks post commissioning leave, KJ reported to 27 Rajput on January 04, 1992 which was located in Binaguri. 27 Rajput was a newly raised infantry battalion which had been raised few years back in 1988. KJ lived up to the motto of 27 Rajput “Nothing but Excellence”, as the turn of events would unfold with time.
In January 1992, 27 Rajput got its move orders to Pattan, a highly insurgency prone town of the Kashmir Valley. It was to be 27 Rajput’s first deployment in a field area since raising. There was enthusiasm and excitement in the rank and file of 27 Rajput, as the litmus test of any army battalion or regiment is its performance in a field area.
The Commanding Officer of 27 Rajput appointed the newly commissioned KJ as the Ghatak Platoon Commander. The Ghatak Platoon is the nucleus of an Infantry Battalion in any operations in a field area. KJ grasped and appreciated what lay ahead and in right earnest started training his Ghatak Platoon.
On March 07, 1992 the Advance Party of 27 Rajput comprising KJ amongst others moved to Pattan. On reaching Pattan, KJ swung into action of intelligence gathering and understanding the nuances of the intense Counter Insurgency Operations that 27 Rajput was now to be baptised in. By the time the main body of 27 Rajput reached Pattan on April 04, 1992, KJ had done the operational ground work.
The one year ahead saw numerous operations conducted by 27 Rajput in their Area of Responsibility (AOR) which included Pattan, Sopore, Baramulla and Budgam. 27 Rajput killed 43 terrorists and captured over 211 weapons and KJ was the pivot in each of these operations, whether in planning or in execution.
Personally, KJ was part of 33 operations in which 22 terrorists were killed and 117 weapons were captured. In one such operation KJ entered the town of Sopore in a BMP, which is an armoured vehicle, taking the terrorists holed in there completely by surprise. KJ was nicknamed ‘Sher Singh” for his fearless personality and aura by the terrorist organisations in their radio communications, intercepts of which were obtained by the Indian intelligence agencies.
For his immense valour and bravery, KJ was awarded Sena Medal (Gallantry). It was also 27 Rajput’s first gallantry award since raising. 27 Rajput would go on to be awarded 130 more gallantry awards during its two-year tenure in the Kashmir Valley. The moment of reckoning came when 27 Rajput was awarded the Governor of Jammu & Kashmir’s Silver Salver in 1993 and the Chief of Army Staff’s Unit Citation in 1994.
Thus 27 Rajput had been successfully baptised and KJ played a pivotal role in it.
After his tenure with 27 Rajput, KJ was reverted back to his parent Army Service Corps where he held important command and staff appointments and was awarded Chief of Army Staff’s Commendation Card.
On January 20, 2014, Lieutenant Colonel KJ Singh, Sena Medal left us forever in Army Hospital (Research & Referral), New Delhi after battling an illness at an age of 46 years while he was still in harness.
KJ had truly lived the life of a legend and true to the famous quote of Captain R Subramanium, (Posthumous) “You have never lived until you have almost died, and for those who choose to fight, Life has a special flavour, the protected will never know”.
The Nation lost a bold and a brave Officer who will always be remembered for his service to the Nation. Our salute and respect to Lieutenant Colonel KJ Singh, Sena Medal and prayers for his Eternal Peace.
About the Author
Lt Col JS Sodhi retired from the Corps of Engineers of the Indian Army and is an alumnus of NDA, Khadakwasla and IIT Kanpur. He is a M.Tech in Structures has also done MBA and LL.B and is a prolific writer and a public speaker. He features in the World Book of Records, London and the India Book of Records for his media work. He Tweets at @JassiSodhi24. The views expressed are personal.
Venezuela is a prime example of a petrostate. In 1960, Venezuela became a founding member of the Organization of the Petroleum Exporting Countries (OPEC) joining Saudi Arabia, Iran, Iraq, Kuwait, and Kuwait. In contrast to many other prosperous petroleum states around the globe, Venezuela experienced the greatest economic catastrophe in the world, which progressively diffused into proceeding political crisis.
The current political crisis in Venezuela bygones to 2013 when Mr. Nicolás Maduro won his first election in April 2013 (after the death of Mr. Hugo Chávez) and rose to power. His allegiance to socialist principles (like his predecessor), further exacerbated the existing problems, mainly due to years of inadequate infrastructure investment. Additionally, USA imposed sanctions on Venezuela’s oil sector as a result, the oil prices plunged from more than $100 per barrel in 2014 to under $30 per barrel in early 2016 thus plunging Venezuela into an economic and political spiral.
Unlike prolonged economic catastrophe, the 2018 Presidential elections unambiguously marked the political impasse in the state, in which Mr. Nicolás Maduro emerged victorious to take office for a second six-year term. On the contrary, the opposition accused that the election was rigged and wasn’t free or fair. This compelled the National Assembly, controlled by the opposition, to call Mr. Maduro a “despot” and contended that the Presidency was vacant.
By citing the article 233 of Constitution, Juan Guaidó, the head of the National Assembly, proclaimed himself interim president. However, this was a cyclical event that occurred in 2013 post the death of Mr. Havez, where the Article 233 states the president-elect is absolutely absent before taking office, a new election shall take place, while the president is elected and takes office, the interim president shall be the president of the National Assembly. Juan Guaidó’s move was recognised by 50 countries, including the US and several Latin American countries, where President Maduro was supported by Russia and China, among others. Despite his broad international support, Mr Guaidó does not wield much power in practical terms and that was substantiated by Mr Maduro remaining in the Presidential Palace with the loyal support of armed forces and also a firm grip on the electoral body and the Supreme Court.
Nonetheless, it is President Maduro and his predecessor Hugo Chávez who are the target of much of the current grief. Meanwhile Maduro got an unexpected boost by the turn of events in Ukraine. The minute Russia invaded Ukraine disrupting the gas supply to Europe, Biden administration predicted that there would increase in the demand for oil from Europe and that could lead to higher demand for US oil and thus higher gas prices in America. This opened the channel for a secret visit to Venezuela by senior Biden administration officials, marking the first White House trip to the country in over two decades and lifting some of these sanctions. In an endeavour to take advantage of the situation, the Venezuelan administration has stated its willingness to resume talks with Juan Guaidó as a first step toward relief from US sanctions.
According to Jeffrey Sachs, a professor of economic development at Columbia University, the fundamental goal of government should be to responsibly use oil revenues “to finance expenditures on public goods that serve as the platform for private investment and long-term growth.”
