Текст книги "Inside The Soviet Army"

Автор книги: Viktor Suvorov

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The Corrective System

1

Some say that before the Revolution the Russians were slaves in chains. Many believed this and many others still do so. Napoleon was one of these and he decided that he would conquer the country by winning over its down-trodden serfs. As he entered Russia, therefore, he published a manifesto, freeing the peasantry from serfdom. However, for whatever reason, the Russian peasants did not view him as a liberator and they ignored his edict. More than that, they rose against him, everywhere he or his armies appeared. Eventually they drove him from Russian soil, ignominiously abandoning his armies as he did so.

The Communists claim that they liberated the Russian people. Yet, when the war began, these same Russians greeted their foreign invaders with tears, with flowers and with enthusiastic hospitality. What can have brought them to the point at which they would greet even Hitler as their saviour and liberator?

The Soviet forces surrendered to Hitler in regiments, divisions, corps, and Armies. In September 1941 the 5th, 21st, 26th, and 37th Armies surrendered simultaneously and without resistance. In May 1942 the whole of the South-Western Front, the 6th, 9th and 57th Armies, the 2nd, 5th and 6th Cavalry Corps, the 21st and 23rd Tank Corps surrendered in the Kharkov area. They fought for four days and laid down their arms on the fifth: At the same moment, the 2nd Shock Army capitulated on the North-Western Front. What is more, they then turned their weapons against the Communists. Soldiers, officers, and generals of every nationality of the Soviet Union surrendered, although the Russians were the most numerous, both in numbers and as a percentage of the total Russian population of the country. The Russian Liberation Army was the largest of all the anti-Communist forces, drawn from the inhabitants of the pre-revolutionary Russian Empire, which were set up during the Second World War. By the end of the war it consisted of approximately one million Russian soldiers and officers, who had chosen to fight against the Soviet Army. It could have been still larger than this, but Hitler would not give his wholehearted support to Lieutenant-General A. Vlasov, the leader of the Russian anti-Communist movement. With unbelievable short-sightedness, he embarked upon a bloodthirsty campaign of terror against the inhabitants of the territories occupied by his armies. Compared to the liberation and collectivisation campaigns carried out by the Communists, this terror was relatively mild, but it deprived Hitler of any hope of winning the laurels of a champion of freedom.

But the Communists were not idle. They did everything they could to retain power and to prevent the total collapse of the Soviet Army. On 13 May, 1942 the murderous `Smersh' organisation – a military counter-intelligence service, operating independently of the NKVD – was established. Its most important task was defined by Beriya on 15 May as `fighting attempts to revive a Russian Army'. That same day a new law on hostages was enacted, decreeing that the relatives of Soviet citizens who joined the Russian Liberation Army could be imprisoned for twenty-five years or shot. A day later new guidance on penal battalions was issued.

Penal battalions existed already but not in the form now envisaged. Nor had there ever been as many of them as was now proposed. Their final shape was decided upon in May 1942. The original proposals were confirmed and they have not changed from that day to this. Let us look at them more closely.

2

The old Russian Army had a good tradition: if its soldiers considered a war to be a just one they would fight like lions. If they believed it to be unjust and unnecessary for the Russian people, they would simply stick their bayonets in the ground and go home. That is what they did in 1917 and they did it again in 1941. Millions of Russian soldiers could see no reason to defend the Communist regime. Proof that this was a widespread attitude was provided by the Armies who gave themselves up. The same opinion was shared by hundreds of thousands of Ukrainians, who established the Ukrainian Insurgent Army, by Cossacks, Georgians, Lithuanians, Latvians, Crimean Tatars and by many other peoples who, before the Revolution, had fought fearlessly for the interests of the Russian Empire against every foreign invasion.

The Communists are clever people. They saved their dictatorship in a most original way – by developing a new use for penal battalions, which proved to be a decisive force in the battles with the German army. The Germans choked on the blood of the Soviet penal battalions. Also, with the help of the penal battalions, the Communists destroyed millions of their potential and actual domestic enemies and put an end for several decades to the growth of disobedience and resistance to their regime.

Until May 1942, each Army fighting at the front had one penal battalion. These battalions were used in defence as well as during offensives. After this the situation altered – the battalions were only to be used, according to the new policy, in offensives. In defence they were to be employed only to counter-attack – and, after all, a counter-attack is itself an offensive action on a small scale. In addition to the battalions already serving with Armies, other battalions, subordinated to Fronts, were introduced. Each Front commander henceforth had between 10 and 15 penal battalions at his disposal.

Each battalion had an administrative group, a guard company and three penal companies. The permanent component of the battalion – the command staff and the guards – consisted of ordinary soldiers and officers who were selected for their obtuseness, their ferocity and their fanaticism. They were rewarded with unheard-of privileges. The officers received seven times the normal pay – for each year of service they were given seven years towards their pension.

The penal battalions contained individuals who had shown reluctance to fight and others who were suspected of cowardice. With them were officers and soldiers who had been sentenced for various crimes and offences. The officer's who were sent to the battalions lost any decorations they had been awarded, together with their ranks, and joined the battalion as privates.

During periods of calm the penal battalions were kept in the rear. At the last moment before an offensive, they were brought up, under guard, and positioned at the forward edge of the battle area. As the artillery preparation began, the guard company, armed with machine guns, would take their place behind the penal companies, who were then issued with weapons. Then, on the command `Advance to attack! the guard company's machine guns would force the reluctant penal companies to get to their feet and to advance. Being unable to move in any other direction, they attacked, frenziedly. The most brilliant victories achieved by the Soviet Army were bought with the blood of the penal battalions. They were given the hardest and most thankless tasks. They would break through the enemy's defences and then, sweeping through their midst, trampling on their corpses, would come the elite Guards divisions. Thereafter no one wanted the penal companies in the area. It was far better to let the Guards do the fighting.

During the assault on the German defences at Stalingrad, 16 penal battalions were concentrated in the 21st Army's breakthrough sector and 23 more in the 65th Army's sector on the Don Front. Soviet Fronts employed almost as many as this during the Kursk battles, to breach the German defences. At one point in the course of the fighting in Byelorussia, on the orders of Marshal Zhukov, 34 penal battalions were brought together and thrown into the attack, to cut a way through for the 5th Guards Tank Army. 34 battalions are the equivalent of almost 4 divisions. One should add that very few of them survived the engagement and that, of course, those who were fortunate enough to live through this battle were almost certainly killed in the next one.

Each penal battalion had an establishment of 360. This may seem a small number. Yet the capacity of these battalions was astonishing. Soviet generals loved to attack or counter-attack: anyone under the command who seemed to lack fighting spirit would quickly find himself serving as a private in a penal battalion. An unsuccessful attack brought certain death for the members of the penal companies – they were unable to escape and they were shot down by the guard company. If they succeeded in advancing, the process would be repeated, again and again. They would die, eventually, when they came up against an impregnable defence. The guard company would then return to the rear, and assemble a new battalion, which would resume the attack on the following day – or even the same day.

The official figures given for Soviet casualties during the Second World War is 20,000,000 officers and men. In reality, of course, the total was considerably higher. A large proportion of these millions reached their destiny through the sausage machine of the penal battalions. Much stupidity and idiocy was displayed in the war, there were many unnecessary and unjustifiable sacrifices. But this was an exception: a subtle and carefully thought-out policy of using the blood of potential internal enemies to destroy an external enemy – the German military machine. It was at once a shrewd and appalling scheme.

The German command understood the situation very well. But their outlook was too limited and too pedantic to allow them to adopt the correct riposte-retreating rapidly before the penal battalions, giving the latter a chance to find cover from the heavy machine guns, which threatened them from the rear, and to turn their weapons on the guard company. If Field Marshal von Paulus had done this at Stalingrad, the Soviet penal battalions would have cleared his path to the Volga. If von Manstein had done this at Kursk he would have won the greatest battle in tank history.

If… if… if only someone had realised how the Russians loathe Communism. If only someone had tried to tap this reserve of hatred.

3

In addition to the infantry penal battalions, which represented the majority, there were mine-clearing and air force penal units. The function of the mine-clearing units is self-explanatory but something more must be said about the air force penal companies. In addition to their bomb-loads and rockets the bombers and ground-attack aircraft carried cannon or machine guns in turrets for defence against enemy fighters. Why, reasoned our glorious Communist leaders, should honourable young Communists, devoted to the cause of liberating the working-class, die in our aircraft? Of course, our pilots must be trustworthy and dedicated (and there are hostages we can use to ensure that they remain so) but an air-gunner's duties could just as well be carried out by someone who is an enemy of socialism. And why shouldn't they be? He can't escape and he can't avoid fighting, since his own life depends on the outcome, By repelling enemy fighters he is first of all preserving his own worthless life, but he is also defending the aircraft, and with it the Communist cause.

From May 1942 onwards, penal companies of air-gunners were attached to all the bomber and ground-attack units of the Red Army. They were kept near the airfields, in stockades surrounded by barbed wire. Their training was rapidly completed. They were simply taught how to estimate the distance of an approaching enemy aircraft and how to fire their cannon or machine-guns. They were not given parachutes – they would not, in any case, have known how to use them. In order that no rash ideas should enter his head during a flight, the newly-fledged gunner was firmly strapped to his seat – as if for his own safety. The pilot in the IL-2 and IL-10 ground-attack aircraft was protected by armour-plating; behind him with his back to him, sat the gunner, who was protected only by his 12.7mm machine gun. Members of penal companies were also used as gunners on PE-2 and TU-2 dive-bombers and also on the PE-8 and other bombers.

In order to arouse the fighting spirit of these `flying convicts', an incentive was devised – their sentences were reduced by a year for each operational flight. At that time their standard sentence was ten years. Ten flights and you'll be free! This device worked, even though the gunners had not volunteered for the job. Nevertheless, the fighting spirit among these prisoners, who were really under sentence of death, was considerably higher than it was among their fellow-sufferers on the ground.

Whoever thought of this idea was certainly no fool. In the first place not many of the gunners survived nine flights. Anyone who did manage to do so was never sent on a tenth flight. His companions were told that he had been sent to another regiment, nearby, or released, whereas in fact the poor devil had been sent to serve for a year with a mine-clearing battalion. The pretext used was a standard one – `your nerves are in a bad state. The medical officer won't allow you to fly any more.

The average expectation of life in a mine-clearing battalion was, if anything, lower than that in the penal battalions which served with the infantry.

The death rate among the `flying convicts' remained exceptionally high. This did not greatly concern anyone – this was their inevitable fate. Unfortunately though, when an air-gunner was killed, his machine-gun would slip from his hands and its barrel would drop lifelessly downwards. This was a useful signal to the German fighters – the gunner in that aircraft has been killed, so the aircraft is defenceless. Let's get it!

The Soviet command finally realised, after questioning a number of German airmen who had been shot down, that, as he died, the air gunner was involuntarily signalling to the enemy that his aircraft was undefended. What could be done? You could not get two flying convicts into one cabin – and what would be the point, in any case, since the same burst of fire might kill both of them. Much thought was given to the problem. Then a brilliant idea occurred to Marshal of the Air Forces A. E. Golovanov, Stalin's former personal pilot and bodyguard, whose job it had been to arrest marshals and generals for his master and to conduct them to Moscow. He thought of the idea of fixing a spring to the breech of an aircraft's machine gun. Whether the gunner was alive or not, the barrel of the gun would now keep pointing upwards. For this invention Stalin rewarded this favourite of his with the Order of Lenin.

4

In peacetime the penal battalions are known as Independent Disciplinary Battalions. Each commander of a Military District is responsible for two or three of them. Commanders of Groups of Forces stationed outside the USSR also have battalions of this sort under their command, but they are stationed on Soviet territory.

The disciplinary battalions have been organised in precisely the same way as the wartime penal battalions-administration, a guard company and three penal companies. In peacetime the officers serving with these battalions are paid at double rates – for each year of service they receive two years' pay and two years towards their pension.

The soldiers and sergeants on the permanent staff of these battalions have been sent to them by military tribunals which have sentenced them to work there for periods of between three months and two years. Time spent in a disciplinary battalion does not count as part of a soldier's military service. In my division, on one occasion, two sergeants got drunk the day before they were to be demobilized after two years' service. In their drunken state they were insufficiently respectful towards one of the staff officers. A tribunal sentenced each of them to lose his rank and to serve for two years with a disciplinary battalion. After two years they returned to the division, completed their remaining day's service and were demobilized.

Life in a Soviet disciplinary battalion today is a large subject, which should be discussed at length and separately. I will limit myself to saying that such a battalion will break the strongest of characters within three months. I have never, during my entire service, met a soldier who had spent time in one who showed the slightest traces of disobedience or indiscipline. It is a great day for any commanding officer in the Soviet Army when his unit is re-joined by someone whom everyone has forgotten and whom very few will recognise – a man sent to a disciplinary battalion some time ago for insubordination, or indiscipline or for some form of protest. The officers in the regiment and the division have mostly changed since his day, as have the overwhelming majority of sergeants and other ranks. Suddenly, he appears – quiet, downtrodden, submissive. He talks to no one and carries out all orders or instructions uncomplainingly. It is impossible to get him to say a single word about where he has been or what he has seen. His answers are monosyllabic and expressionless – `Yes' and `No' seem to be the only words left in his vocabulary. Then suddenly one of the longer-serving soldiers remembers – this was Kol'ka, the trouble-maker, the wit, a live-wire, forever suggesting risky escapades, who sang and played the guitar and was adored by all the local girls. Eighteen months ago he was sent to a disciplinary battalion for some trifling offence. The younger soldiers, gazing at this silent, gloomy new arrival, can only half-believe what they hear. The regiment quietens down, discipline improves, more respect is shown to its officers.

For minor offences a soldier does 3 to 15 days in the unit's guardroom. Any soldier who spends more than 45 days there in a year is automatically sent to a disciplinary battalion. There he is reformed: after he returns to his unit he will never again commit a disciplinary offence. He will never want to sit behind bars again.

Nevertheless, if war with the West should break out, Soviet soldiers would surrender by the million. Disciplinary or penal battalions would not prevent this from happening. And the Politburo has no illusions about this.

PART EIGHT
THE OFFICER'S PATH

How to Control Them

1

I arrived at divisional headquarters early in the morning. The duty officer, a Lieutenant-Colonel, was welcoming. He had not slept all night and he might well have told me, peevishly, to go to hell. As it was, my brand-new lieutenant's shoulder-boards seemed to strike a chord in his memory, and he just smiled to himself and said, `Go out and take a walk for half an hour or so. It's still a bit early.

Half an hour later I returned to divisional HQ and was taken straight to the office of the head of the personnel department. He, too, was pleasantly welcoming. He had been sent my personal file a month earlier. After I had finished my training, I had taken my first leave as an officer, like all my companions from the military training college, but my file was already lying in front of this personnel officer, on that table, and at night it had been put in that safe over there. Probably he knew me better than I knew myself. He took a long look at me and then asked one question, which I had, of course, been expecting:

`How about changing to First Specialisation?

Each military trade is referred to by a number. Before the war there were about 150 of them. Nowadays there are more than 1,000. But all-arms commanders are all First Specialisation men – and they are the ones who ensure that all the different arms of service and Armed Services work together properly. Those who command motor-rifle platoons, companies, battalions, regiments, divisions and all-arms Armies, Fronts and Strategic Directions are all First Specialisation officers. The Supreme Commander, too, has the same background. I am a tank officer and I love tanks, but now they are offering me an infantry job – one which is more difficult, but which has better prospects. The cushy jobs are always full, but there is a constant and acute shortage of officers in the infantry. Platoons are commanded by sergeants, because there are not enough lieutenants. In the infantry, one's chances of promotion are very good, but they are never able to find enough people who are prepared to put up with the hardships of infantry life. So they often ask officers with other specialisations – officers with tank, anti-tank and mortar training – this question.

`I am in no hurry. You've got time to think it over – and it is something you need to think about. Nevertheless, the personnel officer looks at me expectantly. I do not usually take long to make up my mind. I stand up and say, decisively, `I wish to transfer to First Specialisation.

He likes my reaction, perhaps not because he has succeeded so easily in getting me to volunteer for such a hellish job, but simply because he respects a positive attitude.

`Have you been able to have any breakfast yet? – his tone alters.

`Not yet.

`There's quite a good cafe opposite Divisional HQ. Why don't you look in there? Meet me there at 10 o'clock and I'll take you to the divisional commander. I'll recommend you for a company straight away. I knew you would accept. In the divisional tank regiment you would only get a platoon and you'd have to do three years there before there was any prospect of promotion.

2

The order appointing me commander of the 4th motor-rifle company of the Guards motor-rifle regiment was signed at 10.03 hours. Already by 10.30 I was at regimental headquarters. The regimental commander looked disapprovingly at my tank badges. I could see him thinking – a lot of you crooks wangle yourselves jobs in the infantry to see what you can get out of it. He asked me some standard questions and then told me I could take over the company.

The 4th Company had already been without a commander for three months. Instead of five officers it had only one, a lieutenant who was in command of the first platoon. He had graduated from his military training college the previous year, had commanded a platoon for six months and had been given command of the company. But then he had taken to drinking heavily and had been returned to his platoon. Equipment? The company had none. In the event of mobilization a regiment would receive agricultural lorries to do the job of armoured personnel carriers, but in peacetime the regimental commander has a number of APCs at his disposal, and these are used for the combat training of individual companies and battalions.

There were 58 NCOs and other ranks in the company, instead of the full complement of 101 – the division was being kept below strength. Most of the company spoke Russian. Discipline was poor. Demobilization was approaching – an order would be coming from the Minister immediately after the inspection. In anticipation of this, the oldest soldiers had become slack, putting pressure on the scum, not to make them work hard but to get them to fetch vodka. There were 19 of these senior soldiers in the company. Their sergeants found them almost uncontrollable. The inspection was to begin in four days' time.

3

At a meeting that evening the regimental commander presented me to his hundred or so officers, who looked at me without particular interest. I clicked my heels and made a small bow.

The only subject discussed at the meeting was the forthcoming inspection. `And just in case the idea should occur to anyone – there is to be no cheating – better the truth, however unpleasant, than some elaborate cover-up. If I hear of any attempt to deceive the commission, to try to make things look better than they are, the officer concerned will lose his job and will be put under immediate arrest! I liked this straightforward approach. That was the proper way to do things. It was quite wrong to sweep things under the carpet. The other officers nodded in agreement. The regimental commander finished his address and looked towards his chief of staff, who smiled jocularly. `Company commanders 20 rubles each, deputy battalion commanders 25, battalion commanders 30 and the rest know what they should give. Give your donation to the finance officer. I want to emphasise once again, that this is entirely voluntary. It's just a matter of hospitality. The pile of money in front of the finance officer grew steadily. I did not ask why we were handing over this money. The Soviet Army has not only got more divisions and tanks, more soldiers and generals, than any other army in the world. It also has more pigs. Under the Socialist system of equitable distribution, more is collected from the industrious than from the idle and the peasants are given no incentive to work hard: any surplus they produce is just taken away from them. This means that the agricultural sector is unable to supply enough food for either the army or the defence industries. Because of this, each regiment has to keep pigs. No money is allocated for this purpose. The pigs are fed on left-overs from the kitchens. There are thousands of regiments in the Soviet Army: each of them has a hundred pigs. How could any army on earth have so many pigs?

In theory, the pigs are kept so that the diet of the soldiers can be improved. In practice they are all destined to feed the commissions which come to inspect the regiment. Some of their meat is made into excellent chops, gammon steaks and so forth. The remainder is sold, and the proceeds are used to buy caviare, fish, ham and other delicacies, all of which, with the meat, is for consumption by the commissions. And their vodka is bought with money from regimental funds, together with the `voluntary' donations provided by the officers.

4

Commissions are made up of staff officers from other military districts. For instance, this year, officers from the Baltic Military District may inspect the divisions in the Far Eastern and Turkestan Military Districts, while others from the Sub-Carpathian Military District will inspect those in the Moscow, Volga and Baltic Military Districts.

Staff officers are idealists, theoreticians who are remote from real life. They have forgotten, or perhaps have never known, the cost of human sweat. They expect soldiers to be able to answer questions about the principles of modern warfare, forgetting that some of them have never even heard the Russian language until they entered the army. They expect soldiers to be able to do fifty press-ups, unconcerned that some of them come from families that have suffered for generations from undernourishment. It may have taken me two years to teach someone from this sort of background to do ten press-ups and both he and I may be proud of what we have achieved. But this would not satisfy a staff officer. Staff officers are used to moving armies across maps, like pawns on a chessboard, forgetting that a soldier may disobey an order, he may suddenly go mad, he may rebel against authority, oppose his superiors, or perhaps, driven to desperation, he may kill his unit commander. Do staff officers realise this? Like hell they do. And this is why they have to be entertained over and over again. A glass of vodka and another and another? A little pork? Some caviare? A helping of mushrooms and a little more vodka?

However, as I handed over my money for the vodka, it did not occur to me that a regimental commander needs to create a general atmosphere of friendliness and hospitality for the commission, I forgot about the bitter competition between company and battalion commanders, I completely overlooked the fact that the commission is not allowed to give everyone good marks and that, if one company succeeds by its welcome and hospitality in achieving an `Excellent' rating, another will have to suffer, because the commission is compelled to mark someone `Unsatisfactory'.

I assumed that the regimental commander's warning against fraudulence was sincere. It did not occur to me that, if what was really going on became known, the commander himself would be dismissed immediately. At the same time, he could hardly advocate the use of deceit – he could be thrown into gaol for that. So what else could he have said?

Anyway the inspection began. I presented the company exactly as it was. But, all around us, miracles were being performed. The results achieved by the other companies were quite astonishing. In the 5th Company, for instance, they tested the drivers of armoured personnel carriers. The latter's knowledge of their vehicles was entirely theoretical. Yet all ten drivers were given `excellent' gradings for their performance in driving an APC over rough ground. It was only several months later that I discovered that the company commander had used up all the petrol allocated to him in training just two, not ten, of his drivers. During the test, the drivers took their places one after another in the APC and each one, as he got in, would close the hatch. Then one of the two experts who was already in the vehicle, would take the wheel and race the vehicle round the course.

All the soldiers in the 1st Company were graded `excellent' for their shooting. Their performance seemed too good to be true, but the members of the commission, who were quite sober at the time, had examined the target after each soldier had fired his rounds and had marked every bullet-hole with paint. Quite by chance, I discovered that the best shot in the company had been lying in some nearby bushes with a sniper's rifle, fitted with a silencer. He had helped his comrades out. Everyone was doing much the same sort of thing. Then there was the boozing. First the commission was entertained at regimental level and then came the turns of individual battalions and companies. No preparation at all had been made in my company. As a result, the marks which we were awarded turned out to be catastrophic. Each time I paraded the men after the inspection I would hear someone behind me mutter angrily, through his clenched teeth, `Scum! He was, of course, addressing me.