About face.

The Swiss Army is currently undergoing its most comprehensive reform since the 1960s. Once the necessary legislation is complete, the armed forces will be revised from top to bottom and everyone, from recruits to generals, will be affected by what has come to be known as Army XXI.

In 1961, the year the Berlin Wall was built, Switzerland had an army of 650,000 men between the ages of 20 and 52. By 2015, if all goes as planned, the army will consist of only 220,000 men (and a few women) aged 20 to 30. The reformed army will not only be much younger but, ideally, more professional, more flexible, and much more likely to train with NATO forces and be involved in international peacekeeping missions. It is this recent trend toward international military cooperation that has sent a collective shiver through the many Swiss conservatives who consider themselves the devoted champions of Switzerland's 487-year-old neutrality.

So far the army's leaders, together with Federal Councilors Adolf Ogi and Samuel Schmid, have been able to keep the opponents of Army XXI at bay. Over and over again, the Swiss people have been assured that (in the words of a military handbook called Swiss Armed Forces 2002) "the continuation of our permanent neutrality is no obstacle to active participation, in the spirit of solidarity, in...the establishment of stable international systems of security." Or, as Felix Endrich, acting head of the general staffs' public information office, puts it "In today's kind of global security situation, we simply couldn't defend ourselves alone. No matter how much we may prefer the way we have always done things, we have to adapt. It is no longer an option to sit like a hedgehog in the middle of Europe, refusing to cooperate with anyone."

In La Place de la Concorde Suisse, his brilliant little book about the 20th-century Swiss army, John McPhee echoes Endrich's hedgehog metaphor in what he calls Switzerland's "Porcupine Principle." This staunch but insular attitude toward Swiss defense exists even today among many civilians and the more old-fashioned members of the military, who cling to a particular interpretation of Switzerland's performance during World War II.

A Quick Flashback 

Heated debate continues about what really kept Hitler from conquering Switzerland, but certainly the country's determined show of force on its borders and in the Alps must have been one of the many deterrents. No one could have doubted that the Swiss troops were prepared if necessary to withdraw to their secret bunkers in the mountains, blowing up roads and bridges as they went, and to fight the German invaders from their well-stocked hideouts down to the last man. This vision of a solitary and stoic resistance continued to shape Switzerland's attitude regarding its defense long after the Second World War. With a citizen militia consisting of about a quarter of the male population, in 1961, Switzerland still counted on being able to hold off a Russian invasion if it had to.

But the end of the Cold War forced the Swiss to rethink their entire military program. A few weeks after the Wall fell in 1989, the Swiss government and military were shocked by a referendum in which 35.6 per cent of the population (and a much higher percentage of the young people who were actually expected to do military service) approved the idea of abolishing the army. Since then, with the majority of Switzerland's citizens voting in 2001 to join the United Nations and to allow Swiss forces to carry arms for self-defense while on international peace-keeping missions, it is clear that the strict alignment of political neutrality with complete isolation is breaking down.

Stepping Away from Isolation

Felix Endrich thinks it is high time for the Swiss to take a more active role in the world, and it is easy for him to list the reasons why a smaller, sleeker and better-trained army makes sense.

He points out, with the Cold War at an end, it is regional, not global, conflicts that threaten world peace-Kashmir, the Middle East, the Balkans, Sudan, not to mention terrorist attacks. "We no longer have to think about having only a five-minute warning before total war breaks out, which means we don't need a large force that is permanently available. Instead, we (need to be able to) mobilize the armed forces step by step."

Technological developments also encourage a smaller but better trained army that knows how to use sophisticated weaponry--equipment that Switzerland won't be able to afford unless it cuts down on personnel costs. "The armed forces has a total budget of Sfr4 billion and the trend is to keep cutting. With that money, we can't afford a militarily autonomous Switzerland. We have to partly pool our resources with our neighbors."

Changing Attitudes in the Business World

The last forty years have also seen a major change in the attitude of Swiss businesses toward military leaves of absence. Under the old system, a regular soldier aged 20 to 32 had, in addition to his vacation, an annual paid leave of 19 days while he did his Wiederholungskurs (WK) or army refresher course, followed by an additional seven WKs between the ages of 32 and 52. Officers were away from work even more weeks of each year and were encouraged to conduct army business from their civilian offices. Many firms were proud that their top managers were also high-ranking army officers. In fact, in some branches of the economy, such as banking, a man's progress up the executive ladder was impeded by a poor army career.

Most Swiss firms today have taken a 180[degrees] turn and are reluctant to absorb the cost of military absences. Also, an increasing number of Swiss work for multinational companies whose managers are taken aback at being expected to support the Swiss army. Officers' school, which used to be perceived as a useful supplement to civilian management training, is now thought by many to be hopelessly out of date in a world where "mentoring" and "empowerment" are favorite executive terms.

Calling for a Revamp 

Faced with such massive changes at home and abroad, the army knew it had to change, too. In 1996 Adolf Ogi, then Minister of Defense, created a commission to recommend wide-reaching reforms. Its report was completed in 1998, revised in response to widespread comments and criticisms, and then presented by Ogi to the nation on June 10, 1999. Since then, Samuel Schmid, the current Minister of Defense, has been in charge of shepherding increasingly detailed proposals for reform through the political process.

The main changes proposed by Schmid and the military leadership include:

* Basic training for 20-year-olds to last 21 weeks instead of the traditional 15, to permit the teaching of more complicated technological skills.

* A new system with better-trained personnel to help each young man choose the branch of the service where he would be happiest and best qualified.

* Annual 19-day refresher courses for six years instead of 12.

* Creating a reserve force aged 26 to 30; after 30, men will be discharged instead of remaining active until 42.

* Annual shooting practice from ages 20 to 30 instead of until 42.

* Reliance on approximately one-fifth of each year's recruits to serve as "Durchdiener" or continuous soldiers; these 4,000 20-year-olds will do a complete 300-day service, after which they will spend 10 years in the reserves.

* A new system of choosing and training junior officers, which will allow potential corporals and lieutenants from among the new recruits to be identified after six weeks of basic training instead of 15.

* The use of army professionals, not brand-new corporals and lieutenants, to train recruits.

* Major changes in the army hierarchy that will compress its layers of command, eliminating the regimental and divisional levels and with them the jobs of many generals and colonels.

* A more centralized leadership structure that will do away with the traditional four regions of command.

* Increased opportunities to train with foreign armies (although all foreign military service will remain voluntary).

* Increased cooperation between the military and the internal defense services (police, fire department, civil protection personnel).

The military wants to begin implementing its new program in 2004. But Switzerland is a democracy, and democracies are slow.

In the spring of 2002 the Standerat, or Council of States, Switzerland's Upper House, rejected several of Samuel Schmid's proposals, most significantly his 21-week basic training course. In June 2002, however, the Nationalrat or National Council, the lower House, essentially sided with Schmid.

Now a compromise must be hammered out and approved by both Houses and the Bundesrat or Federal Council, hopefully by the end of 2002. Then Army XXI would become law-but only if it is not challenged by a citizens' referendum. Such an attempt to overturn the army's reforms, if it comes, is likely to be instigated by the far right, which continues to believe, in the face of all evidence to the contrary, that Switzerland can remain Europe's lonely porcupine.

What Army XXI has retained despite all its changes is the concept of a Swiss militia in which all young men 'must and all young women 'may' serve. "No one ever seriously considered switching to a professional army," says Endrich. "It just isn't part of the Swiss identity."

These sentiments reflect something of the old spirit of the battle of Morgarten, where, in 1315, the citizen foot-soldiers of the Swiss League routed Austria's "professional" army of knights. Times have changed, yet even today, the belief in a citizen army remains.

RELATED ARTICLE: Confessions of Three Swiss Soldiers: Perspectives on Recruit School

Since the first federal call-up in 1848, young men have been expected to begin their Swiss Army service at 20. Today, however, only around 75 per cent of the 26,000 Swiss 20-year-olds who are eligible to serve in the armed forces end up completing the 15-week Recruit School or RS. Not because they are conscientious objectors (only around 1,500 Cos are officially recognized each year), but because they are excused from military duty, Many excuses are in fact psychological, provided by doctors to young men who either don't want to serve at all or find the full training period too stressful to complete.

Felix Endrich, acting head of the general staffs' public information office, understands that a number of these men are excused from army duty for good reasons. However, he feels that 25 per cent attrition is still too high. "The army hopes to bring these numbers down considerably by doing a better job of listening to young people's concerns, needs, and interests before assigning them to a particular unit," he says. "Up until now, the induction process has taken only one day, once all our reforms are in place, three days will be used for assessment and placement of recruits."

Three Musketeers from RS

However, there have been some lucky recruits who have spent their RS weeks doing exactly what they wanted to do. Simon, Adrian and Marcel, who recently returned from training camp, belong to this fortunate group.

The three young men could pose for a Swiss Army recruitment poster, if there was such a thing: they are big strong and handsome. Adrian, a 24-year-old plumber, is the tallest-well over six feet-and a bit gangly. He underwent his RS training four years ago and is now a lieutenant who runs his own platoon. His 20-year-old brother Marcel, who recently finished his carpenter's training, sports an earring. Simon, 22, is at university studying to be a dentist like his mother. He is Mr. Cool, but a few questions quickly elicit his natural boyish enthusiasm.

Swiss News: Were you allowed to choose your own unit?

Adrian: Our family-Marcel and I, together with our brother Christoph and our father-has been in boating competitions for years, so it was clear that we would be assigned to build bridges. And that's exactly what we wanted.

Marcel: Not everyone in my platoon of 20 knew how to steer small rowboats down a river like I do, but everyone had some sort of interest in water sports--like scuba diving and sailing.

Simon: I got a brochure describing all the different areas we could choose from. We were could choose from. We were supposed to check one and hope that we got it. A lot of people didn't get their choice of unit, but I did. It wasn't automatic though--I had to pass some tests and get a certain score. Mainly, I was just lucky. Anyway, I'm a car freak, so I wanted to be in a company where you learn to drive these huge Eagles--I guess you could say they're massive jeeps. Well. I got in.

SN: What was being in the army like at the beginning.

Adrian: Recruits always spend the first five weeks learning new material, first basic soldiering skills and then their company's special skill, like setting up radio communications or driving tanks or building bridges or whatever. Then they spend weeks 6-11 practicing everything they need to know for their particular project and, finally, during weeks 12-15, they use their new skills to complete related assignments.

Marcel: During the first three weeks we learned really basic stuff: how to march, how to take the assault rifle apart and put it together again, how to shoot and throw grenades. Then, in the fourth and fifth weeks, we started to practice boating.

Simon: I hated the first three weeks of RS. I found a lot of the war game exercises really stupid, like having to walk fully dressed in water up to my neck with the rifle held over my head. A couple of times I told the corporal, 'No. I'm not going to do that.' I got into trouble, but I didn't care. Sometimes I felt these guys, the corporals and our lieutenant, were throwing their weight around, just making us do senseless stuff. But then, in the fourth week, we began driving and that was great.

SN: What was a typical day like?

Marcel: We got up at 5:30 six mornings a week and had to be standing at attention by 6:30, Then, other than for our meals, we worked until at least 10 at night except on Tuesday and Thursday evenings. We could go home on Saturday mornings, as long we were back by 23:00 on Sunday night.

Simon: We got up at 5:30, too, and were expected to be outside ready for inspection at 6:15. The inspection wasn't until 6:30, but we had to be ready beforehand. That was the worst part of RS, the stress of having to rush around so much.

Marcel: That was the worst thing for me, too-having such a strenuous schedule and never ever getting enough sleep.

Adrian: We lieutenants are taught that the men's lights have to be out by 23:30 so that they are sure to get six hours of sleep. However, we were often up even later than that, planning everything for the next day.

Simon: It was really important for the drivers to get six hours of sleep, so that they wouldn't fall asleep while driving. I actually did once, but luckily only for a second, and I woke up before I ran off the road. But one other guy in our company really did fall asleep and met with an accident.

SN: What did you do when the basic training part was over?

Marcel: We learned to assemble and later take apart enormous, very strong floating pontoon bridges that are heavy enough for tanks to use.

Adrian: During my RS, we also learned to build bridges, but very small, lightweight ones balanced on boats, just for pedestrians and motorcycles. Actually, it's an obsolete skill, because all the army's vehicles are too heavy now for these bridges to be of any use. But I didn't mind--we had fun.

Simon: I had a great time learning to drive an Eagle. I got to practice on a moon-like landscape full of craters and (also drove on) very narrow tracks, through water, and across obstacle courses. I even, took a course in skidding and learning to manoeuvre an out-of-control car. I think my ability to drive safely is much improved now. But while we were in the RS, we didn't drive safely at all--we drove like maniacs. Our company was responsible for wrecking four vehicles.

SN: Did you feel comfortable with the other recruits?

Marcel: I already knew six of the 20 people in my platoon from boating competitions, and I got to know the other guys pretty quickly.

Adrian: I remember it took me a week or two to get used to some of the recruits. Several were pretty hard to take. But it worked out eventually.

Simon: We were in a company with five platoons, two German-speaking and three French-speaking. We platoon had a lieutenant, four corporals and eighteen recruits. Too many corporals! It drove me crazy--the way the guys from the Romandie used to complain about the food. I thought the food was great, especially when you think how little money the cooks get for groceries. Of course, complaining is like a sport in the RS--everyone does it. But I thought these Romands were way out of line.

SN: Did you make any close friends?

Simon: I hung out with the same five or six guys most of the time. But it's not like it was in my dad's time, when you were cut off from everyone and everything and forced to be best buddies with your platton. Every time I had a break I pulled out my cell phone and called one of my friends at home or my girlfriend, or I sent somebody an instant message. So I didn't really feel like I needed to make friends with anyone in the RS. You should have seen my phone bill when I got back--it was enormous.

SN: What about life as a lieutenant, Adrian? Did you have any real problems?

Adrian: I had two or three lazy guys in my platoon, but the other recruits more or less handled that problem for me. They didn't want to carry the load for these guys or find the whole platoon in trouble just because of them.

SN: Why did you decide to become an officer?

Adrian: The experience seemed useful: it will probably come in handy in my civilian life. But the other reason was that I wanted the challenge. I mean, other people pay lots of money for an adventure vacation, so they can sleep on the ground, live the tough life, and test themselves. At officers' school I got to do all that for free! It's not everyone who can walk 50 kilometers with a 30-kilo pack on his back.

SN: Do you want to be officers, Marcel and Simon?

Marcel: I'm going to give it a try.

Simon: No way. I did my best to keep my head down, take no initiative, and not act like officer material. I just can't see the point of it.

SN: Tell me some bests or worsts.

Adrian: We spent two weeks on Lake Luccrne at Viznau, and it is so beautiful there plus it was great to be out-of-doors, in the water, and learning things.

Marcel: The worst was being so exhausted, especially at the beginning.

Simon: To tell the truth, the worst thing for me was the hand-grenades. I'll admit I was just terrified of them. I didn't even take the time to aim or throw well or anything--I just got rid of the suckers as fast as I could. As for the best, well, the whole thing was kind of fun after basic training was over. I was a boy scout for eight years, so I'm used to building tents and spreading tarps and sleeping outdoors and all that stuff. It always used to rain on our annual three-day spring camping trip in the scouts, never failed--so while the other recruits were moaning about the rain and letting all their clothes and gear get wet. I knew how to keep everything bone dry. Plus, it was really good for me to have to get along with all those guys for 15 weeks; just learning to live with them was a great lesson for me.