Finally, the latter is in charge of the second officers on the staffs of the regiment's battalions. These officers work for their battalions but are subordinated to and fully controlled by the RIO. During combat operations, at the direction of the commander of the regiment, the `amateur' companies from any of the battalions can be subordinated to the RIO, to work for the regiment as a whole. Thus, the regiment's `professional' reconnaissance company may be joined at any time by a second tank company and by the three second companies from the motor-rifle battalions.
In a battle, a regiment's reconnaissance companies operate at ranges of up to 50 kilometres away. Both the `professional' and the `amateur' companies have BMP or BRDM vehicles for CW, engineer and artillery reconnaissance work. The fact that these vehicles are always with what are purely reconnaissance sub-units has led to the idea that they are an integral part of these units. But this is not so. The CW reconnaissance platoon is taken from the CW company, the engineer reconnaissance platoon from the engineer company and so forth. Quite simply, it would be both pointless and dangerous to send special reconnaissance sub-units behind the enemy lines unprotected. For this reason they always operate with normal tank and motor-rifle reconnaissance sub-units, which protect and are temporarily in command of them.
During reconnaissance operations, all reconnaissance sub-units work covertly, keeping away from concentrations of enemy troops and always avoiding contact. They operate to achieve surprise, working from ambushes to capture prisoners and documents and they also carry out observation of the enemy. They accept battle only when they clash unexpectedly with the enemy, and if it is impossible to avoid contact or to escape. If they do find themselves in contact with superior numbers of the enemy they will often disperse, meeting again some hours later at an agreed spot in order to resume their mission.
There is one situation in which reconnaissance sub-units would accept battle, whatever the circumstances. If they encountered enemy nuclear forces (missile launchers, nuclear artillery, convoys or stores of nuclear warheads) they would report that they had located the target, would discontinue their reconnaissance mission and would launch a surprise attack on the enemy, with all their resources, whatever this might cost and whatever the strength of the enemy's defences.
3
A divisional intelligence officer-the second officer on a divisional staff-has the rank of lieutenant-colonel. He has very considerable resources at his disposal. In the first place he is in charge of all the regimental intelligence officers, in the division, with all their subordinates, both `professional' and `amateur'. He supervises artillery reconnaissance and observation, which in a division is already of sizeable proportions. He is also in charge of the engineer reconnaissance company of the division's sapper battalion and of the CW reconnaissance company in the division's CW protection battalion. In addition, he has personal control of the division's reconnaissance battalion.
To coordinate the workings of all these resources (more than a thousand `professionals' and more than fifteen hundred `amateurs') a divisional intelligence officer has a group of officers, which has the designation `Second Group of the Divisional Staff'.
The reconnaissance battalion of a division is made up of the division's best soldiers and officers-the fittest, toughest, most quick-witted and resourceful. It has four companies and auxiliary sub-units.
The first of these, a long-range, reconnaissance company, is the smallest and the most ready for battle of the 166 companies and batteries in the division. It has a strength of 27, 6 of whom are officers and the remainder sergeants. It has a commander, a company sergeant-major and five long-range reconnaissance groups each consisting of an officer and four sergeants. These groups can operate far behind the enemy lines. They may be landed by helicopter or may push through into the enemy's rear in jeeps or light armoured vehicles after following close behind their own troops and then passing them and moving on far ahead. Long-range reconnaissance groups are used both to gather intelligence and to carry out diversionary and terrorist operations.
The battalion's second and third companies have the same organisational structure as the reconnaissance companies of regiments and use the same equipment and tactics, but unlike them they operate at distances of up to 100 kilometres ahead of the front line.
The fourth company is the `radio and radar reconnaissance' or signals intelligence company. Its function is to detect and locate enemy radio transmitters, to intercept and decipher their transmissions and to locate, identify and study the enemy's radar stations. In peacetime, the great majority of these companies are already on an operational footing. In the Group of Soviet Forces in Germany, for instance, there are 19 tank and motor-rifle divisions. These contain 19 reconnaissance battalions, each of which has one signals intelligence company. All these companies have been moved, in peacetime, up to the border with West Germany and are working at full stretch, twenty-four hours a day, collecting and analysing any radio signal which is transmitted in their operational area. The same applies to all the other, similar companies of the divisions which are stationed on Soviet territory and in all the frontier military districts. In a number of cases, the signals intelligence companies of divisions in military districts away from the frontier have been moved into frontier districts and are working operationally, supplementing and duplicating the work of other similar companies.
The second officer of the staff of an Army has the rank of colonel. To control the Army's reconnaissance work he has his own department, the Second Department of the Army Staff. Because an Army has so many reconnaissance resources and because these differ so widely one from the other, the department is divided into four groups.
The first group is concerned with the reconnaissance activity of the motor-rifle and tank divisions of the Army and also of the Army's independent brigades and regiments.
Army reconnaissance departments have no second group.
The third group is concerned with diversionary and terrorist operations. Under its control is an independent SPETSNAZ company, the organisation and functions of which have already been discussed.
The fourth group deals with the processing of all the information which is received.
The fifth group directs radio and radar reconnaissance. It controls two electronic intelligence battalions. It also coordinates the operations carried out in this field by the Army's divisions. Needless to say, all signals intelligence battalions are working operationally in peacetime. In East Germany, for instance, there are 5 Soviet Armies, that is to say 10 electronic intelligence battalions, which keep a constant watch on the enemy, in addition to the 19 companies which are on the strength of the divisions of these Armies.
5
A Front is made up of two or three all-arms armies and of a tank and an air army. It possesses a large quantity of reconnaissance resources-enough to equal the intelligence services of a large European industrial state.
The second officer of a Front's staff is a major-general. To control the reconnaissance and intelligence activities of the Front he has a reconnaissance directorate (the Front's Second Directorate), which has five departments.
The first of these controls the reconnaissance work of all the Armies belonging to the Front, including that carried out by the Air Army, which we have already discussed.
The second department carries out agent work, for which it maintains an Intelligence Centre, working on behalf of the Armies making up the Front, since these do not run agents, and three or four intelligence outposts. The centre and the outposts are hard at work, in peacetime, obtaining intelligence in the territory in which the Front would operate in wartime. The Soviet Army has a total of 16 military districts, 4 groups of forces, and 4 fleets. Each of these has a staff with a Second Directorate, which itself has a second department. There are thus 24 of these; each of them constitutes an independent agent running intelligence organisation, which is active on the territories of several foreign countries, working separately from any other similar services.
Each of them has four or five individual agent-running organisations which seek to recruit foreigners who will work for the Front or for its tank armies, fleet, flotilla or all-arms armies.
The third department of each of these 24 Reconnaissance Directorates concerns itself with diversionary and terrorist activities. The department supervises activity of this sort in the armies of the Front but also has its own men and equipment. It has a SPETSNAZ diversionary brigade and a SPETSNAZ diversionary agent network of foreign nationals, who have been recruited to work for the Front in the latter's operational area in wartime. Thus, in both peace and wartime the officer in charge of the reconnaissance and intelligence work of a Front or Fleet has two completely separate secret networks, one, which gathers intelligence, controlled by the second department of the Directorate and another, concerned with diversionary and terrorist operations, which is subordinated to the third department.
The fourth department collates all the reconnaissance and intelligence material which is produced.
The fifth department is concerned with the radio and reconnaissance work of the divisions and armies and also has two regiments and a helicopter squadron of its own which also carry out signals intelligence operations.
6
A Strategic Direction is made up of four Fronts, one Fleet and a Group of Tank Armies. Its staff contains a Reconnaissance Directorate, headed by a lieutenant-general. We already know that he has at his disposal a diversionary SPETSNAZ long-range reconnaissance regiment, containing Olympic medal-winners, most of whom are not only professional athletes but professional killers. The Reconnaissance Directorate also has an entire range of reconnaissance and intelligence-gathering equipment, one of which deserves special mention.
This is the `Yastreb' pilotless rocket aircraft, which is launched from a mobile rocket launcher and which carries out photo — and radio-reconnaissance at heights of more than 30 kilometres, flying at speeds in excess of 3,500 kilometres per hour. From Byelorussia the `Yastreb' has successfully carried out photographic reconnaissance over Spain, Great Britain and the French Atlantic seaboard. Its appearance at the beginning of the 1970s caused alarm at NATO headquarters. It was mistakenly identified as a MIG-25R. After a MIG 25 had appeared in Japan and had been carefully examined, the experts came to the conclusion that this aircraft had insufficient operational radius to fly over Western Europe. It was realised that there had been a false alarm and in order not to cause another one the Soviet Union discontinued flights by the `Yastreb' in peacetime. However, it is still being used over China, Asia and Africa and over the oceans. Having the invulnerability of a rocket and the precision of an aircraft, the `Yastreb' would also make an excellent vehicle for a nuclear warhead. Unlike a rocket it can be used again and again.
7
The second officer of the General Staff has the title of Head of the Chief Intelligence Directorate (GRU). He is a full General of the Army. Besides controlling the intelligence and reconnaissance resources subordinated to him, he has his own, incomparably huge intelligence network. The GRU works for the Supreme Commander. It carries out espionage on a scale unparalleled in history. It is enough to record that during World War II the GRU was able, with its own resources, to penetrate the German General Staff from Switzerland and to steal nuclear secrets from the United States, and that after the war it was able to induce France to leave NATO, besides carrying out many less risky operations. The work of the GRU's agent networks is controlled by the first four Directorates, each of which is headed by a lieutenant-general. The processing of all information reaching the GRU is carried out by an enormous organisation which is grouped into six Information Directorates. Today the Head of the GRU has two separate, world-wide, intelligence organisations, a colossal number of electronic intelligence centres, centrally controlled diversionary units and so on and so forth.
However, the Chief Intelligence Directorate of the General Staff is a subject which calls for a substantial book to itself.
8
Staffs are of different types. The smallest is that of a battalion, the largest is the General Staff. But each has its own intelligence and reconnaissance resources, just as each brain has its own eyes and ears. The higher staffs control the lower ones and the corresponding higher intelligence organisations direct those below them. At all levels, the intelligence and reconnaissance organisations work for their respective staffs, but if intelligence which is received is of interest to either a higher or a lower echelon, it is passed on immediately.
Here is a particularly interesting example of such coordination.
In the summer of 1943, the Red Army was preparing to halt the enormously powerful German advance. In the Kursk salient seven Soviet Fronts were simultaneously preparing their defences.
The overall coordination of operations in the Strategic Direction was in the hands of Marshal G. K. Zhukov. Never in the history of warfare had such a defence system been set up, on a front more than a thousand kilometres in length. The overall depth of the obstacles erected by the engineers was 250–300 kilometres. On an average, 7,000 anti-tank and anti-personnel mines were laid along every kilometre of the front. For the first time the AT artillery density reached 41 guns per kilometre. In addition, field guns and anti-aircraft guns were brought up for use against tanks. It was already impossible to break through such a front. Nevertheless, the German command decided to try to do so. But, they were only able to bring together a million men and officers to carry out the operation, and they were unable to achieve surprise. On the night of 5 June a reconnaissance group from one of the thousands of Soviet battalions captured a German lance-corporal who had been clearing a passage through barbed wire obstacles. The Soviet battalion was immediately put on the alert and the second officer on its staff decided to inform the regimental intelligence officer of what had happened. The regiment was brought to battle readiness straight away and the news of the capture of the lance-corporal was transmitted to the intelligence group of the divisional staff and from there to the staff of the corps, to the staff of the 13th Army, straight from there to the Central Front headquarters and thence to the Headquarters of the Strategic Direction, to Marshal Zhukov and finally to the Chief Intelligence Directorate of the General Staff. It took twenty-seven minutes for the message to pass from the battalion staff to the Chief Intelligence Directorate. The news was astonishing. If the enemy was clearing passages through barbed wire, he must be preparing to advance. But only an immense offensive could be contemplated against such a mighty defensive system. And immense it was-but it ended in complete disaster.
The Distorting Mirror
1
At the time of the siege of Sevastopol, Nicholas I attempted to make the shameful Crimean war seem more acceptable. But nothing came of his efforts: the Russian newspapers printed not what the government wanted but what their journalists saw with their own eyes. More than that-it was not only journalists who wrote in the Russian newspapers and journals about the war but officers of the Russian army-actual participants in the war.
Lev Tolstoy, then a very young officer, wrote Sevastopol Stories, in which, in contrast to the government's propaganda, he described the war as he saw it for himself. At that time, of course, there was no freedom, let alone democracy. Yet, surprisingly, the young officer was not hanged, or disembowelled with a ramrod or banished to Siberia-he was not even dismissed from the army. He continued his military career, most successfully.
Tolstoy was not an exception. Look at the newspapers from that time and you will be surprised to see how Russian officers, even generals, wrote in almost every issue criticising their own government for lethargy and clumsiness and for their inability to rule the country or direct the army. Lev Tolstoy stood out from all the critics of the regime only because he was more talented than the rest.
During the Russo-Japanese war the Tsarist government tried once again to make the war seem attractive. It was hopeless. The Russian newspapers totally rejected all attempts to embroider reality. They published
not what the Tsar wanted but what eye-witnesses had seen. One of them, an uneducated sailor from the battleship Orel, Novikov, gathered a mass of material about the blunders of the Russian Naval Staff and of the admirals who had taken part in the war and, without any fear of the consequences, began to publish it. It sold like hot cakes and Novikov made a lot of money out of his criticisms of the Russian government and of the Tsar himself. Did they cut off his head? Not at all; he bought a large house by the sea in Yalta, right next door to the Tsar, and lived there, writing his books, the best of which is Tsushima.
By the time of the First World War, the government was no longer making any great efforts to colour reality. A certain Vladimir Ulyanov, a student who had not obtained his degree, and who concealed his identity behind the pseudonym `Lenin', began to publish Communist newspapers, in editions of millions, exposing every attempt to mislead the public. His newspapers were free, although it cost millions of gold roubles to print them. Where did such a half-educated man lay his hands on so much money?
But then the anarchy came to an end. The Tsar was overthrown, the bourgeoisie were driven off and the people inherited everything. Publishing houses, being large undertakings, were immediately nationalised. From then on the newspapers began to contain not whatever might come into someone's head but what the people really needed, and whatever would benefit the people. Since, naturally, the people as a whole cannot run a newspaper, it is run by the best representatives of the people. They take great care that no one uses the newspapers against the people. If a young officer, an uneducated sailor or a student without a degree should approach the editors, these representatives would immediately ask-do our people need this? Is it necessary to frighten or disillusion them? Should they be corrupted? Perhaps it is not such immature, subjective writings, which are detrimental to the popular interests which should be published, but what the people need.
Inside The Soviet Army Page 12
