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Profile: Samar Mubarakmand
Samar Mubarakmand was a participant or observer in the following events:
A team of scientists and engineers working on conventional weapons at a Pakistan army ordnance facility are transferred to a secret location to begin working on a nuclear warhead design. The team is led by Dr. Samar Mubarakmand, a founding member of the Pakistan Atomic Energy Commission. However, the team will not have finished its work by 1981, and a second, competing program will then be set up (see 1981). [Levy and Scott-Clark, 2007, pp. 90-91]
China begins to provide assistance to Pakistan with the construction of a plant to manufacture missiles that can carry nuclear warheads. China has been supplying missiles to Pakistan for some time (see 1989 and 1991), and the plant is to produce a generic version of one of the Chinese missiles that is being delivered, the M-11. The facility is to be operated by the Pakistan Atomic Energy Commission, which is run by Dr. Samar Mubarakmand. Blueprints of the M-11 will be used to produce a Pakistani version of the missile called the Hatf 3, which will have a range of 150 miles. US intelligence picks up on these developments, and they are reported to Gordon Oehler, the US national intelligence officer for weapons of mass destruction. Estimates indicate that if the rapid progress is maintained, the facility will be completed by 1998. In addition, Oehler warns his superiors that if Pakistan does succeed in building the missiles and loading nuclear warheads onto them, it will probably sell this technology to other countries. However, the Clinton administration takes no action on this intelligence at this time. Authors Adrian Levy and Catherine Scott-Clark will comment: “If the president accepted the assessment, he would have to impose sanctions that would potentially cost American companies billions of dollars in lost revenues if Beijing lashed out at being censured by Washington—particularly Boeing, which was negotiating a major contract with the Chinese aviation industry, and Westinghouse Electric Corporation, which had a valuable deal with the China National Nuclear Corporation. However, not to act on Oehler’s analysis, backed as it was by hard intelligence, would have enhanced Pakistan’s nuclear capability, to the detriment of India.” [Levy and Scott-Clark, 2007, pp. 257]
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