Authors: Fergal Keane
It struck British and Indian troops with equal force. Major David Atkins commanded a transport unit travelling the road between Dimapur and Imphal and watched his Madrassi drivers falter with fever, one by one. ‘The Havildar clerks and the senior NCOs were changing so frequently because of fever, that orders given to one man were not passed on before the man you had given them to went sick. If you spoke to the new man, he would be replaced the next day by the former one.’
Strict discipline on the taking of medication was enforced in 14th Army: if men started to come down with malaria their officers could be cashiered. It took the sacking of three commanders to drive the point home. Hospital admissions for disease dropped from 185 per thousand troops in 1942 to 100 per thousand in 1944.
There were also changes in surgical practice. Treating wounds sustained in jungle fighting was a different prospect from treatment in Europe or the desert. The humidity, the frequently filthy conditions, the difficulty in finding clean water supplies, all presented an immense challenge to the many young and inexperienced surgeons of 14th Army. Wounds had to be cleaned out thoroughly and quickly, the medical chiefs warned. ‘The Japanese missiles have a habit of carrying not only clothing and equipment, but also jungle debris, leaves and dirt into the deeper parts of the wound.’ In such conditions a man with a minor wound could die from blood poisoning within twenty-four hours. Men were drilled in the importance of field hygiene. As one West Kent put it, ‘You learned to bury your crap and above all keep it away from the water source.’
Slim also recognised that the battle for men’s minds would be central in the fighting to come. In 1943 the C-in-C India, Sir Archibald Wavell, agreed to appoint a psychiatrist to every division in India. Captain Paul Davis was sent to 2nd Division, which would fight at Kohima the following year. He set about weeding out unsuitable men. ‘As a result of this large numbers of dullards, psychoneurotics, and a few psychopaths and psychotics were unearthed. Combatant officers proved to be extremely enthusiastic at the idea of getting rid of these men.’ Davis found most of the commanders he encountered helpful. There had been a shift in military attitudes since the First World War, when shell-shock victims could be regarded as cowards, although there was one battalion commander who asked him, ‘Why should I send these men to you so that they will survive the war and go home and breed like rabbits, whilst all my finest men are going to risk being killed?’ During the battle of Kohima Davis set up a small psychiatric clinic just sixteen miles behind the front.
Slim was aware that neither Churchill nor the CIGS, General Sir Alan Brooke, had much faith in the British and Indian soldier ever being able to meet the Japanese on equal terms in the jungle. Churchill believed that going into the jungle to fight the Japanese was ‘like going into the water to fight a shark’. But the Japanese did not come from a land of jungles and swamps. The jungle was no more a natural environment for them than it was for the British. The Japanese had trained and adapted. Slim’s 14th Army would do the same. An Infantry Committee set up after the Arakan debacle reported that troops needed to be fit and to be led by officers experienced in the jungle; they needed to avoid roads and learn how to use jungle tracks, and to be trained in concealment and jungle hygiene. One of the most prescient recommendations related to leadership: ‘command must be decentralised so that junior leaders will be confronted with situations in which they must make decisions and act without delay on their own responsibility’. To this, Slim added his own developing philosophy of jungle warfare. If encircled, stand fast and hold your ground, rely on air support for resupply and trust in
the reserves to come up and hit the Japanese. They would outflank the enemy and cut
their
line of communication. Tens of thousands of men passed through the jungle training courses, where they were drilled in the basic dogma of encircle and outflank. Above all they learned to live with the strangeness of the jungle.
As he planned his reconquest of Burma, Slim recognised that ultimate victory would depend on the soldiers of the Indian Army. More than two thirds of his 14th Army were drawn from the immense hinterlands of the empire, the majority from India itself. In the British mythology of the Raj few figures were more warmly drawn than that of the faithful native. In novels like Talbot Mundy’s
For the Salt He Had Eaten
, the Indian soldier risking, and often giving, his life for the white sahib is eulogised: ‘Proud as a Royal Rajput – and there is nothing else on God’s green earth that is even half as proud – true to his salt and stout of heart.’
By the end of 1943 the Indian Army had experienced surrender in Singapore, retreat in Burma, defeat in the Arakan, and the convulsions caused by the Quit India movement.
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Yet it had not risen as a body in mutiny or experienced mass desertions. There were more than two million men serving the allied cause in North Africa and India, the largest volunteer army in history. In spite of this, Churchill frequently expressed his mistrust. Wavell noted in his journal in 1943
that the prime minister feared the army could rise at any moment, ‘and he accused me of creating a Frankenstein by putting modern weapons in the hands of sepoys, spoke of 1857, and was really childish about it. I tried to reassure him, both verbally and by a written note, but he has a curious complex about India and is always loath to hear good of it and apt to believe the worst.’
The events that followed the fall of Singapore had done much to stoke the prime minister’s paranoia. On their surrender, between 40,000 and 60,000 Indian prisoners of war had joined the new pro-Japanese Indian National Army (INA).
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The INA, under the leadership of the charismatic former Congress politician Subhas Chandra Bose, would play only a minor role in the fighting to come. But Bose’s promise that India would rise once his men had crossed the border encouraged the Japanese and worried the British.
One of Slim’s most able commanders, General Sir Philip Christison, found himself being teased about army loyalty at the birthday party of the Maharajah of Mysore, Jayachamaraja Bahadur, in Krishnarajasagara. The general’s host was one of the most sophisticated men in the East, a philosopher and musicologist who once sponsored a concert for Richard Strauss at the Royal Albert Hall. He was also regarded as a friend of the British. ‘This was a great occasion,’ recalled Christison, ‘and not affected by any wartime restrictions.’ On the night of the party the palace was lit with 30,000 light bulbs and fireworks banged and whizzed across the sky. At the top of the palace steps Christison was greeted by the genial figure of the maharajah, who was standing between two huge stuffed bison. There was a grand procession into the dining hall and after a lavish banquet the ruler decided to take the general into his confidence. ‘He told me
he had two sons. When Japan entered the war he sent one to Japan … the other to serve in the British Army. “Who knows who will win?” he said.’
The Japanese intelligence officer Lt.-Colonel Iwaichi Fujiwara, who worked closely with Bose, learned to be circumspect about the INA’s military capabilities, writing of Bose that ‘the standard of his operational tactics was, it must be said with regret, low. He was inclined to be idealistic and not realistic.’ However, the British were certainly alert to the political and intelligence danger posed by the INA. During the Bengal famine of 1942–43, when between one and a half and three million people died, Bose had announced that he would send Burmese rice to feed the starving, and INA broadcasts placed the blame for the catastrophe on British indifference and incompetence.
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The Japanese war leader, Prime Minister Hideki Tojo, fanned the flames assiduously, declaring in the Diet on 16 June 1943: ‘We are indignant about the fact that India is still under the ruthless suppression of Britain … we are determined to extend every possible assistance to the cause of India’s independence.’
Between 1942 and 1943 there had been several failed INA probes into British territory.
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As 1943 drew to a close Mountbatten asked for an intelligence assessment of the INA. It was delivered to him on 13 November, with the instruction that henceforth the INA should,
for ‘counter propaganda purposes’, be called JIFS – for ‘Japanese Inspired Fifth Columnists’ – an acronym designed to strip away the nationalist image of Bose’s army. The British also set up ‘josh’, or ‘enthusiasm or verve’, units to boost troop morale. The 750 josh groups were intended to ‘inculcate the doctrine that India must destroy the Japanese or be destroyed by them and to prepare Indian units for possible encounter with armed JIFS in the field’.
Propaganda broadcasts and leaflet drops were also stepped up, urging INA men to return to British lines where they would be treated fairly. But troops were told that if they encountered former comrades in the field they were to be shot if they did not surrender. General Slim would later say that some Indian units had to be restrained from shooting surrendering INA troops. Sepoy Gian Singh of 7th Indian Division heard Bose’s passionate calls for an uprising but was unmoved. ‘He promised to liberate India and said the Japanese were the friends of India. Not many truly believed him. Least of all us who saw the Japanese in their true colours. Much as we felt sorry for our brothers who had taken the salt but turned traitor even though they had an excuse. We often gave them no mercy.’
But the question of loyalty was nuanced. Soldiers of the 1st battalion, Assam Regiment were reminded of their duty of loyalty at josh sessions. Sohevu Angami, from the Naga village of Phek, listened to the propaganda about the INA and resolved to kill any of Bose’s men he came across. ‘We did what our officers told us to do and followed them. The Japanese and the INA were against the British and that made them our enemies. Did I really know what I was fighting for? No.’ Yet he had a sneaking regard for the INA leader. ‘I think his ideas were good. Even though we were opponents I came to respect him and what he was fighting for.’
In the case of many – perhaps most – soldiers, their loyalty was to their unit and not to the Viceroy or King Emperor. Indian officers did not as a rule feel that they were defending British overlordship, or that serving the Raj meant rejecting the ideals of Gandhi or Bose. A senior British civil servant at the War Department in Delhi wrote that ‘even those who were most convinced they had been right to go
to Sandhurst and enter the King’s service saw it as a way to serve the independent India of the future … at the end of the war when the whole truth was known, many of the loyal Indian officers who would be the backbone of India’s new army felt some sympathy with those who had followed Bose.’ The growing realisation among officers and men that independence must come after the war tended to act as a brake on discontent. Major Ian Lyall Grant of King George V’s Own Bengal Sappers and Miners had fought alongside Indian officers since the retreat from Burma and was confident of their loyalty. ‘I remember saying that Independence was inevitably coming … I think it was generally known that we were on the way out … which made it much more difficult for them to hazard their lives on our behalf but they gave absolutely no sign of that to me.’
The Indian Army had also embarked on a transformation of its officer corps.
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Discrimination in pay between Indian and British officers had been ended and, having started the war with only a thousand Indian officers, there were more than 6,566 by 1944. Although senior command positions were still overwhelmingly the domain of British officers, there were now Indian battalion and company commanders who gave orders to white subordinates.
Slim was an influential advocate of reform. ‘The fair deal meant’, he wrote, ‘no distinction between races or castes in treatment. The wants and needs of the Indian, African, and Gurkha soldier had to be looked after as keenly as those of his British comrade.’ However, Slim acknowledged that some of the newer British officers thought that all an Indian or African required was a ‘bush to lie under and a handful of rice to eat’. If paternalism had dominated the Indian Army of old, ignorance of culture and environment could be a hallmark of the younger officer class. Sepoy Gian Singh was crouching behind a small bush during a training exercise when he heard a hiss. A snake was lurking somewhere very close. Singh carefully backed away, only
to see a deadly krait sitting where his head had just been. The training officer came up and began to harangue Singh:
‘What the hell are you up to,’ shouted the Captain coming up to me.
‘What’s all the fuss about such a small snake!’
‘That, Sir, is a krait,’ I replied.
He had to be told by a Subhadar that it was just as deadly as a .303 bullet. He shook his head in disbelief. That man had a lot to learn and little time to do so.
To many young British officers arriving in India the daily routines of Indian Army barracks life could seem little changed from a century before. On his first morning with 7/2 Punjab Regiment, Lieutenant John Shipster was woken by his bearer with a mug of sweet tea and a banana, and the salutation ‘Sahib,
bahadur ji jagao
’ – ‘Mighty Warrior, arise’. ‘Servants were plentiful and one could live like a king on a pittance … For those in the army it was a sportsman’s paradise,’ he recalled. Shipster had arrived in India aged nineteen and fresh from Marlborough College. He was based at Meerut, headquarters of India’s most prestigious pig-stickers, the Meerut Tent Club, although Lieutenant Shipster’s forays on horseback were confined to the Ootacamund Foxhounds, chasing the indigenous jackal. The young officers wore tweed jackets and jodhpurs while the master and whips besported themselves in hunting pink. But Shipster was far from the stereotype of the ‘pukka’ young sahib. He walked the lanes of the poorer districts to practise his Urdu and on his first leave he went with his orderly, Khaddam Hussein, to stay at the man’s home. The two men hired a camel to carry their bags and walked to the village. ‘I wanted to see how they lived, and I liked my orderly, and I knew that there were some distinguished Indian Army officers living in the area, and I called on them and they all, without hesitation, invited us to a meal, usually a curried chicken or this or that, and I enjoyed the friendship.’