Текст книги "Inside The Soviet Army"

Автор книги: Viktor Suvorov

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Текущая страница: 21 (всего у книги 26 страниц)

Day After Day

1

Practice makes perfect. This is a wise saying, which the Soviet Army accepts.

Accordingly, during his service every soldier goes through the same cycle of instruction four times.

Each of these lasts for five months, with one month as a break before the next one begins. During this interval, the soldiers who have completed their service are demobilized and the new intake arrives. In this month the recruits go through their Young Soldier's Course: the remainder overhaul and repair equipment and weapons, and do maintenance work at barracks, camps and firing-ranges. They are also used for various sorts of heavy work. This is not always for the Armed Forces; sometimes they become labourers on State projects. Then the five-month cycle of instruction begins. All the subjects in the training schedule are covered but during the first month the emphasis is on the individual training of each soldier. The youngest ones learn what they need to know and do, while the older ones repeat everything for the second, third or fourth time. As a soldier's service lengthens, the demands he must meet increase. A soldier who has only just joined may be required to do, for instance, 30 press-ups, one who has served for 6 months 40, after a year he will have to do 45 and after 18 months 50. The standards required increase similarly in every type of activity – shooting, running, driving military vehicles, resistance to CW materials, endurance without an air-supply in a tank under water, etc.

In the second month, while work continues on the improvement of individual skills, sections, crews and military teams are set up. In reality they exist already, since 75 % of their members are soldiers who have already served in them for at least six months. The young recruits adapt quickly, for they are made to do the work for the whole team: the older members do not exert themselves but they squeeze enough sweat for ten out of the new arrivals so as o avoid being accused of idleness themselves and in order not to incur the wrath of their platoon or regimental commander.

From the second month, weapon training is no longer individual but to whole sections. Similarly, the sections, teams and other basic combat units receive all their tactical, technical and other instruction as groups. At the same time, members of these sections, teams and groups learn how to replace one another and how to stand in for their commanders. Sub-machine gunners practise firing machine-guns and grenade launchers, machine gunners learn to drive and service armoured personnel carriers, members of rocket launcher teams are taught how to carry out the duties of their section commander. Members of tank, gun, mortar and rocket-launcher crews receive similar instruction.

The third month is devoted to perfecting unit and in particular platoon cohesion. Exercises lasting for several days, field firing, river crossing, negotiation of obstacles, anti-gas and anti-radiation treatment of personnel and equipment – the soldiers carry all these out as platoons. During these exercises, section commanders receive practice in commanding a platoon in battle. Then come field firing and other practical exercises lasting for two weeks each, first at company, then at regimental and finally at divisional level. Two final weeks are taken up with large-scale manoeuvres, involving Armies, Fronts or even complete Strategic Directions.

After this an inspection of all the formations which make up the Soviet Army is carried out. Checks are carried out on individual soldiers, sergeants, officers, generals, sections, platoons, companies, batteries, battalions, regiments, brigades, divisions and Armies. With this the cycle of instruction is completed. A month is set aside for repair and refurbishing of equipment, firing-ranges, training grounds and training centres. In this month, again, the demobilization of time-expired soldiers and the reception of a new intake of recruits takes place. This is followed by a repetition of the entire training cycle – individual instruction and then the welding together of sections, platoons, companies, battalions, regiments, divisions, then the large-scale exercises and finally the inspection. So it goes on, over and over again.

Why does a soldier need to read a map?

1

Most Soviet soldiers do not know how to read a map. This is the absolute truth. They are just not taught to do so. What is more, there is no intention that they should learn, since it is not considered necessary.

In the West you can buy a map at any petrol station. In the USSR any map with more than a certain amount of detail on it is classified as a secret document. If you lose a single sheet of a map you can be put in prison for a long time – not a luxurious Western prison, but something quite different.

The fact that maps are regarded as secret gives the Soviet command a number of important advantages. In the event of a war on Soviet territory an enemy would have considerable difficulty in directing his artillery fire, or his aircraft, or in planning operations in general. Thus, in 1941, the German command had to use pre-revolutionary maps, printed in 1897, to plan its air raids on Moscow. From time to time single Soviet maps fell into the hands of German troops, but this only occurred accidentally so the maps were unlikely to be consecutive sheets. When the Germans entered Soviet territory, it was noticeable that the accuracy of their artillery fire from covered fire positions fell off sharply. They were unable to use their V-1 and V-2 rockets.

By making the map a secret document the Communists achieved something else-attempting to flee from the Soviet paradise without a map is a fairly risky undertaking. On one occasion a Soviet soldier swam across the Elbe near Winterberg and asked for political asylum. When he was asked if he had any secrets to disclose he revealed that he had spent the last eighteen months painstakingly gathering every crumb of information he could lay his hands on. He was carefully questioned and was then sentenced to death and shot. He had swum the Elbe at the wrong point and had fallen into the hands of the East German frontier guards, who had questioned him, in broken Russian, at the request of their Soviet comrades. If he had swum across the Elbe a few kilometres further north he would have landed safely in West Germany – if, that is, he had avoided treading on mines or being torn to pieces by guard dogs.

2

In the Soviet Army there are, it is true, hundreds of thousands of soldiers who have been instructed in map-reading. But they are only those who would need to use a map in battle – reconnaissance and assault troops, SPETSNAZ diversionary troops, topographers, missile control operators, aircrew, artillerymen, etc.

An ordinary tank crew member or infantry soldier does not need a map. He does not take operational decisions, he obeys them. Remember Soviet tactical theory – no battalion, no regiment, division or Army advances independently. Even a Front can only operate independently in exceptional circumstances. A Soviet offensive is a massive avalanche of tanks, supported by a storm of artillery fire. All this is directed at a single, narrow sector of the enemy's front. Individual initiative could ruin the overall plan. In many cases, regimental and divisional commanders have no authority to deviate from the route they have been ordered to follow. In this situation an ordinary soldier does not need a map. His function is to keep his weapons and equipment in good order and to use them skilfully, to advance bravely and with determination in the direction indicated by his commander, and to push forward at all costs and whatever the losses. The Soviet soldier is not expected to pore over a map – there are any number of others who are doing that – but to refuel a tank quickly, to unload ammunition as fast as he can, to aim accurately and to fire cold-bloodedly. His task is to work as fast as he can, repairing damage to his personal weapons or changing rollers or tracks on tanks, putting out fires, driving his tank under water towards the enemy's shore. He must go without sleep for three days and without food for five, he must sleep in the snow in his shabby greatcoat and carry out the orders of his commander unquestioningly. The Soviet Army teaches him to do all this. But it only teaches map reading to those who will command and direct this soldier.

Those who built the Great Pyramids were probably not particularly well-educated and often they probably did not even understand each other, since slaves had been driven together from distant areas to build the huge structures. But the pyramids turned out none the worse for that. The slaves were not expected to carry out intricate calculations or to make precise measurements: all that was required from them was obedience and diligence, submission to the lash and willingness to sacrifice themselves in order that some unknown but most desirable aim should be achieved. Soviet generals adopt a similar position – surely it is not necessary to involve every slave in plans of such enormous complexity. Soviet generals are not arrogant; they are completely satisfied with a soldier who, even if he cannot read a map, does not strike, does not set up trades unions, does not pass judgement on the actions of his commanders and only gets his hair cut when a sergeant tells him to.

The Training of Sergeants

1

Soldiers are glad when their column reaches their new division and they are told that they are joining, for instance, the 207th Motor-Rifle Division, the 34th Guards Artillery or the 23rd Guards Tank Division. They know and are ready for what awaits them. But they are seriously alarmed if they discover that they are joining the 92nd Motor-Rifle Training Division, the 213th Motor-Rifle Training Division or the 66th Guards Motor-Rifle Training Division. The word `Training' has an ominous sound to a recruit. True, it means that he will never be one of the scum, that he will never have senior soldiers above him, but, instead, he will become a sergeant in six months' time, standing above both scum and senior soldiers, as their lord and master. But he knows that for this he will have to pay a very heavy price – six months in a training division.

Formerly each regiment trained its own sergeants. In addition to its four or five battalions and its various companies, each regiment had a `regimental school'. The regimental commander put his best company commander in charge of this school. If the last of an officer's postings contained the words `commanded the regimental school' this showed that at one stage he was regarded as the best young officer in his regiment. The regimental commander devoted equal attention to his choice of platoon commanders from this school and he also sent the most ferocious of his sergeants there. Then each company commander would pick out the most promising of his recruits and would send them to the school. Their training would turn them into real wolf-hounds; they would return to their company with their sergeant's shoulder-boards and lead its soldiers to glory.

But the system of regimental schools had one shortcoming. Different nationalities have differing temperaments and their own traditions. Any Soviet officer will confirm that a Tatar makes the best sergeant of all. Ukrainians are very good sergeants. The Lithuanians are not bad. But the Russian, while he makes a good soldier or a good officer, is not a good sergeant. The great Russian people must forgive me, but this is not just my opinion: it is that of the majority of Soviet officers.

It may, of course, be that all Soviet officers are mistaken but, anyway, the regimental schools certainly accepted all the Tatars they were offered, immediately. They took the Ukrainians and the Lithuanians, too, but Georgians, Russians, Uzbeks and Azerbaidzhanis were given no places. Now, consider what happens when mobilization is ordered. All divisions, wherever they are permanently garrisoned, will call up their reservists and fill all their vacancies. Next second formation divisions – `invisible divisions' are formed. In the process, it comes to light that in the Tatar Republic all the reservists are sergeants and that there are no other ranks. The situation in the Ukraine and in Lithuania is almost the same. In the other republics though, all the reservists are private soldiers and there are no sergeants at all. While it is true that for instance, Georgians make excellent officers, they are not accepted for training as sergeants, because they are too warm-hearted and this makes them ready to overlook trifling mistakes. Trifling mistakes are precisely what a sergeant is concerned with – he must never overlook them and he must punish those responsible without mercy. So, how could you ever build up a division in Georgia?

The General Staff racked its brains for a long time over this problem, but finally adopted the radical solution of disbanding all the regimental schools and of training sergeants centrally, in training divisions.

2

Naturally, the standard of sergeants and their authority dropped sharply as this decision was implemented. Whereas previously each company commander had picked out one of his recruits and told him, `You are going to be a sergeant', now there was no such personal selection. One column of recruits was sent to a normal division, another went to a training division: it was done quite haphazardly. Against that, the General Staff now knows that, under the mobilization plans, Georgia, for instance, needs to produce 105,000 sergeants from its reserve but that in fact it has only 73,000. The remedy is obvious – in the near future the requisite number of new intake columns from Georgia must be sent to training divisions. All the General Staff needs to do is to work out what sort of sergeants it needs – rocket troops, artillery or infantry – and to issue the necessary instructions to local Military Commissars about the numbers they are to send to each training division.

Of course, in formulating these instructions, the General Staff does not forget to ensure that a suitable mixture of nationalities is retained in each division.

3

A training division has the same establishment, organisation and equipment as a normal motor-rifle division. Three of the most important battalions – the reconnaissance, communications and rocket battalions – are combat subunits which are identical with those in a normal division. All the other regiments and battalions of the division keep their weapons mothballed, holding additional weapons for training purposes. The training divisions have no fixed establishment of personnel: every six months each division receives ten thousand recruits to train. After five months of brutally tough training these trainees become sergeants and are sent to combat divisions, to replace those who have been demobilized. Then the training division receives another ten thousand and the cycle begins again. Thus each training division turns out twenty thousand sergeants a year.

Each trainee spends half of his first year at the training division, is promoted and then spends the remaining eighteen months of his service with a combat division.

Training divisions are located only on Soviet territory. If war should break out their current intake would be promoted ahead of time and they would call up their reserves, take their weapons out of storage and function as a combat divisions.

Each of the regiments of a training division trains sergeants in one particular field, following a specialised curriculum. The artillery regiment trains 1,500 artillery sergeants, the engineering battalion turns out 300 engineer sergeants with varying specialist qualifications, and so forth. A very large proportion of tank crew members pass through the training divisions, since the commander, gunner and driver of a tank are all NCOs: only the loader is a private soldier. Since the newest Soviet tanks carry no loaders, every member of a tank crew will henceforth pass through a training division. In the artillery the proportion of sergeants is much lower. In the infantry, units with armoured personnel carriers have one sergeant to each section, those with infantry combat vehicles have three sergeants to each section. The training of sergeants in the various different fields proceeds in accordance with the requirements of the combat divisions.

In the tank training regiments, the first battalion usually trains tank commanders, the second, the gunners and the third, the drivers.

At the conclusion of their training all trainees sit examinations. If they pass them the specialists (gunners, tank drivers, radio operators etc.) become lance-corporals; those who pass with distinction become junior sergeants. Gun-, tank– and section-commanders become junior sergeants: those who pass with distinction receive immediate promotion to sergeant.

4

A training division has no scum or senior soldiers. All 10,000 recruits arrive and leave the division at the same time. The division does, however, have sergeants, and their influence is a hundred times greater than that of the sergeants in combat divisions. In a combat division, while a sergeant must not be over-familiar with his senior soldiers, he must at least respect them and take their opinions into account. In a training division, on the other hand, a sergeant simply dominates his trainees, totally ignoring any views they may have. In addition, each platoon commander in a training division, supervising thirty or forty young trainees, is allowed to retain the services of one or two of the toughest of them. A sergeant in a training division also knows that he would have nothing like the same authority in a combat division. While he is still a trainee, therefore, he picks noisy quarrels with his fellows, in the hope that his platoon commander will notice and decide that he is someone who should be kept on to join the staff after the end of the course. He cannot afford to reduce his aggressiveness if he succeeds in landing a job with the training division, or he may find himself sent off to join a combat division, having been replaced by some young terror who is only too ready to spend all his nights as well as his days enforcing order and discipline. (If, however, this should happen, he would soon realise that he is unlikely to be sent on anywhere else from a combat division and that he can therefore afford to let up a bit and to slacken the reins.)

Discipline in a training division is almost unbelievably strict. If you have not experienced life in one you could never imagine what it is like. For instance, you might have a section of non-smokers headed by a sergeant who does smoke. Every member of the section will carry cigarettes and matches in his pocket. If the sergeant, apparently without realising that he is doing so, lifts two fingers to his mouth, the section will assume that he is in need of a cigarette. As one, ten trainees will rush forward, pulling cigarette packets from their pockets. The sergeant hesitates, considering which of the ten stands highest in his favour at that moment, and finally selects one of the cigarettes he is offered. By doing so, he rewards a trainee for his recent performance. Ten packets of cigarettes disappear in a flash; in their place appear ten lighted matches, held out for the sergeant's use. Once again he pauses, looking thoughtfully from face to face – whom to reward this time? One match goes out, burning the fingers of a young trainee, who stoically endures the pain, even though it brings tears to his eyes. The sergeant accepts the light offered by the soldier next to him and puffs contentedly away.

Each day the sergeant picks one of the trainees and puts him in command of the others. The trainee must spend the day devising fresh torments for his fellows. If he really distinguishes himself by his inventiveness, he will receive the greatest honour of all – he will be allowed to polish the sergeant's boots that evening. The trainees fight a silent battle among themselves, every hour of every day, for this privilege.

Power depraves those who wield it and a sergeant in a training division is as depraved as it is possible to be. He uses his power to manipulate his subordinates, gradually turning them into real man-eaters.

Service in a training division is the pipe-dream of many Soviet officers. It is generally believed that in a training division one does no work at all. But this is not true: I know because I have served in one. The work is sheer drudgery. It is true that you never need to teach the trainees anything – their sergeants do that. It is true that every square metre of asphalt is scrubbed with toothbrushes. It is true that the floors in the lavatories shine almost as brightly as the sergeant's boots. It is true that no sergeant will ever step out of line, for fear of being posted to a combat division.

Against all this, however, the number of suicides in the training divisions must exceed the figures for any similarly-sized group of people anywhere else in the world. If a trainee in your platoon or your company kills himself, your own record of service will carry a black mark. And this black mark will never be erased. Each officer must therefore keep a constant watch on each of his trainees. As soon as he spots the slightest indication that something is wrong he must take action. He must pick out and give power to the trainee who appears to have reached the end of his tether and to be about to turn on his platoon, to blaze away at them, at his officers and at anyone else nearby and then, calmly changing the magazine, to send another long burst ripping through his own young body.

But how can you watch them all? Can you get to the right one in time to make him so drunk with power that he will resist the temptation to kill himself?