sp's aviation september 2008

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Embraer_LWYF_210x267mm.pdf 9/26/08 11:36:31 AM

SP's Avn 9 of 08 Civil Cover.indd 1 10/4/08 12:48:03 PM

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SP.CIV.AVI_267x210_Eyetest.indd 1 4/9/08 11:57:57

CIVIL Special

INDIAN SCENARIO

4 . SP’S AVIATION . Issue 9 . 2008 WWW.SPSAVIATION.NET

by Group Captain A.K. Sachdev, Bangalore A

DULL SENSE OF EXPECTATION PERVADES THOSE WATCHING THE INDIAN AVIATION SCENE. Among these observers is one section that is perversely and morbidly on the lookout for the first airline to fold up. Oth-ers, the majority, would like to believe that the current state of aviation is a passing phase and that the right decisions and actions will propel the industry to a level of vibrant enthusiasm prevalent during 2003-04.

An overview of Indian aviation per force must be in the context of the global aviation state of affairs. Worldwide, at least 30 airlines have

TensePresent Tense

Civil Special INDIAN SCENARIO

Issue 9 . 2008 . SP’S AVIATION . 5

Advent of a slew of LCCs perhaps led to over-capacity, under-pricing and a

tariff cold war that set the scene for the current haemorrhage in the industry. Further bloodshed has been caused

by the fuel price rise. Sieving through the turmoil, here’s a close look at the

survival and growth strategies adopted by some of the key sectors—

airlines, cargo and MRO.

shut down since 2008—the reasons have been variegat-ed but rising fuel prices and, more recently, the burn down in US economy, have been major contributing factors for some disturbing quantitative trends. Funding for airlines has become harder to access, fuel hedging has suddenly be-come dangerously speculative, and thus unattractive as a risk management option, insur-ance and re-insurance for air-craft and other airline assets has become more speculative, and customer confidence in airline stocks has displayed mild tremors. On an aside, the rupee—hit by risk aversion and bank actions—posted a huge fall down to around Rs 47 to a $. At the same time, perhaps even before the US economic troubles started showing up, the sustained high levels of oil prices (and consequently aviation fuel prices) had been bleeding the

global aviation industry in an unacceptable manner.Fortunately, after peaking at around $150 a barrel, oil pric-

es came down to around two-thirds that level, providing some vital resuscitation to an industry gasping for breath. However, some damage has been done to global aviation trends which were showing signs of healthy growth before fuel prices began a choppy ascent to dizzying levels. Indeed, some industry lu-minaries—British Airways’ Willie Walsh, for one—believe the crisis is far from over and that it will be deep and protracted.

According to a recent report prepared by Ernst and Young, global passenger volumes are expected to under perform the predicted Cumulative Annual Growth Rate (CAGR) of 5.4 per cent during 2008. Even gloomier is the prediction that across 2009-2011, CAGR may drop to 5.1 per cent. These figures need to be seen in the context of the growth between 2006 (4,381 million) and 2007 (4,796 million)—a rise of 9.47 per cent. Global cargo figures are predicted to grow at a lower CAGR of 4.8 per cent as compared to the expectation of 5.0 per cent for 2008. On a brighter note, Asia Pacific region and the Middle East are slated to be the main growth geographies.

In India, the passenger traffic CAGR over the period 2009-2012 is expected to be 19 per cent. However, the Indian avia-tion industry has been struggling against losses since the lat-ter half of 2005. According to the International Air Transport Association (IATA), India’s aviation growth slowed from 33 per cent in 2007 to 7.5 per cent in the first half of 2008, and reached a negative in the latter half. The summated losses for the current financial year are estimated by IATA to be around $1.5 billion (Rs 6,965 crore). However, a more pessimistic fig-ure of $2 billion (Rs 9,290 crore) also finds place in aviation literature. This figure gives India the dubious distinction of be-ing the second largest loser in the aviation industry after the US (the world wide total losses this year are expected to touch $5.2 billion, or Rs 24,155 crore).

What differentiates India’s exposure to the inimical forces vis-à-vis the global aviation industry? The single major factor is perhaps the advent of Low Cost Carriers (LCCs) in 2005 in the wake of Air Deccan’s resounding success. Entry of new LCCs perhaps led to over-capacity, under-pricing and a tariff cold war that set the scene for the current haemorrhage. Further bloodshed was caused by the fuel price rise. The cost of avia-tion fuel in India is among the highest in the world. According to one estimate, fuel bill accounts for—on an average—around 36 per cent of the operating costs across the industry globally. In India, the corresponding figure is a whopping 50 per cent. Expressed differently, aviation fuel costs around 60 per cent more than the average across the world. SP

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LET US NOW TAKE A LOOK AT THE AIRLINES IN IN-DIA—the most important stakeholders in the indus-try. The dominant importance of the airlines lies in the fact that while every other stakeholder related to the

industry is making money (albeit in a see-sawing pattern), the airlines are—without exception—incurring recurring losses. Giovanni Bisignani, Director General and CEO of the IATA, has exhorted the airlines in India and also the Indian government to take some actions and make arrangements to ride over the “perfect storm of high costs and falling demand”. He has warned that Indian airlines need to take the problem seriously lest they lose the opportunity to carve out a suitable niche in the global aviation market.

In recent developments, 12 scheduled operators have, post three mergers—Air India/Indian, Kingfisher/Air Deccan and Jet/Air Sahara—been reduced to nine. The three major merged entities have been cause for some trepidation with the Competition Commission of India (CCI) expressing fears that this ‘tripoly’ enjoys an uncomfortably large share of the mar-ket. One of the fears is that this oligopolic situation has the po-tential for cartelisation of air fares in the country which may be to the detriment of the passenger. However, the current line up of airlines is fait accompli and, barring further consolidation or an odd collapse, is likely to exist for some time to come.

NACIL: UNEASY UNIONThe consolidation phase in Indian aviation could be said to have started with the formation of National Aviation Company of India Limited (NACIL)—amalgamating Air India and Indian into one intended entity. Although the reasons for this merger were not the ones that characterise marriages of convenience between airlines, the end result was more or less the same. There is one brand now, Air India, although the synergistic benefits that were expected from the merger have not been consummated to the extent intended. This is basically because the two merged entities had entirely different philosophies, geographies and working models. To top it, both were public enterprises and thus very difficult to coerce into something nei-ther was happy about. Workers’ unions added to the imbroglio and have diluted the process of the merger considerably.

Even without the current dire circumstances visiting the

industry, NACIL is not doing too well. The airline has the larg-est number of fixed assets in the Indian aviation industry, along with a combined order for 111 new aircraft estimated at Rs 40,000 crore and an annual turnover of Rs 16,000 crore. It plans to add new aircraft to its fleet to take the total holding to 200 aircraft in the next three years. The Ministry of Civil Aviation (MoCA) is approaching the Prime Minister for a bail out package to help it combat its losses of the last fiscal year; a Rs 2,350-crore package is being talked about.

Paradoxically, while the merger was touted as a step to-wards synergy, a part of this package is expected to bring the merger to a conclusion. Earlier, NACIL had approached MoCA for an equity infusion of Rs 1,350 crore and a Rs 1,000-crore soft loan to make up the deficit in its financial capability to pay for new aircraft it plans to acquire. The equity raise is inescapable if NACIL’s present equity base is to be raised from its present abysmal level of Rs 145 crore, especially as an IPO is being planned for 2010. The enhanced equity base will give the government more flexibility in terms of equity dilution and fund-raising at the time of the IPO. This proposal is likely to be met by the government in the form of a conditional grant—the condition being linked to NACIL’s operational efficiency.

Speculations about these conditions attribute them to the Ministry of Finance or even to the Cabinet rather than to MoCA. The bailout package is likely to materialise only in about three to four months but once sanctioned, may bring NACIL back on rails in terms of bringing the merger to a meaning-ful conclusion and to getting itself into a more efficient mode of management. Steps in this direction also include convert-ing older aircraft on its inventory into cargo freighters; eight are expected to be ready by the end of this month operations. MoCA is keen to get foreign airlines to invest in Indian avia-tion, but the proposal is unlikely to see the light of day soon, given the sensitive nature of the issue.

Meanwhile, desperate measures are being adopted by NACIL to prevent its financial situation going into further tail-spin. These include withholding of Performance Linked In-centive which in some cases, account for 60 per cent of an employee’s monthly emoluments on account of the evolution of erstwhile Indian’s salary structure. NACIL, through its in-ternational carrier Air India and its low cost subsidiary Air India Express has started looking at new ways to redress the financial situation in several ways. The Middle East is an area that is exercising NACIL’s attention. The airline flies between Muscat and the Indian cities of Kochi, Kozhikode, Thiruvanan-thapuram and Mangalore. Besides, to improve its bottom line the national carrier has also scrapped all flights on its biggest loss-making routes to Los Angeles, Dar-e-Salaam and Seoul.

Civil Aviation Minister Praful Patel recently said Air India would save about Rs 1,000 crore in the next 12 months by undertaking an exercise of rationalising routes. With domes-tic air fares creeping up, Air India has re-launched domestic

Airlines: Merging to MarchThe consolidation phase in

Indian aviation could be said to have started with the formation

of NACIL—amalgamating Air India and Indian into one

intended entity



night fares (2300 hours to 0500 hours) which offer a discount of 25 per cent on what is charged for flying on the same sector during the day. Currently, most full service airlines such as Jet Airways and Kingfisher Airlines do not operate flights so late in the night although low-cost airlines such as SpiceJet start their operations around 0500 hours. This and other initiatives are likely to lower the daily losses of NACIL. The move to join Star Alliance would help Air India reduce operating cost by partnering with member airlines on various fronts such as marketing and spare parts sourcing. This would also offer more options to passengers in terms of choosing connecting flights and fares. The members of Star Alliance include Luf-thansa, US Airways, Singapore Airlines, Air New Zealand and Air Canada among others. The members of the alliance togeth-er fly to 855 destinations in 155 countries. Air India is also on expansion mode. The airline plans to add more international destinations with the introduction of more and more aircraft. The company has ordered 68 aircraft valued at $11 billion (Rs 51,100 crore) delivery of which has already started.

KINGFISHER RED: THE NUMBERS ADD UPKingfisher, after apparently toying with several models on how to run Kingfisher Red (previously Air Deccan/Simplifly Deccan/Deccan) seems to have made up its mind on integrating the erstwhile Low Cost Carrier (LCC) fully into Kingfisher. Dr Vijay Mallya has never been convinced that LCC is a workable model in India and acquired Air Deccan only because it had started its operations in August 2003 and was to meet the five-year domestic operations qualifying requirement in August 2008.

With the strategic objective of meeting that requirement, Dr Mallya applied all tactics at his disposal to first acquire Air Deccan, and then use its five-year qualification for Kingfisher aircraft. Despite stiff resistance from some quarters, he has achieved his objective. Through aggressive marketing and ex-travagant (by Indian standards) hospitality at customer touch points, Kingfisher (including the Red component) has usurped a significant share of the market.

The merger has some residual problems though. The Na-tional Consumer Disputes Redressal Commission found King-fisher Airlines guilty of making passengers travel by Kingfisher Red although they had purchased tickets for Kingfisher—that is, full-service flight with hot meals and in-flight entertain-ment. The apex consumer panel, passing strictures on King-fisher on a petition filed by an aggrieved air traveller, has or-dered Kingfisher not to indulge in such “unfair trade practice” and directed MoCA to take ‘appropriate’ action. Kingfisher has sought permission from the Directorate General of Civil Avia-tion (DGCA) to offer in-flight mobile services. Current DGCA rules do not permit use of mobile phones once the aircraft gets ready for take-off. The current state of technology supports the use of mobile phones on board provided the user airline configures the aircraft accordingly.

Kingfisher also plans to offer In-ternet connectivity on this flight. In addition, in keeping with Dr Mallya’s philosophy of five-star service on board, plans for international opera-tions include luxurious services like flat-bed massage seats, stand-up bars and chefs serving gourmet meals.

Kingfisher Airlines has decided to delay the delivery of 32 A320 short-haul jets from Airbus, obviously in response to the slow down. However, the airline looks well established and on the way to finding many more satisfied customers.

JETLITE: WEIGHT GAINThird large player, the Jet/JetLite combine was formed when Air Sahara was acquired by Jet in April 2007 as a wholly owned subsidiary and its name changed to JetLite. It is run by Naresh Goyal, an NRI. With the acquisition of JetLite, Jet Air-ways today has a combined fleet strength of 109 aircraft and offers customers a schedule of over 526 flights daily. Jet Air-ways currently operates a fleet of 85 aircraft, which includes 10 Boeing 777-300 ER aircraft, 10 Airbus A330-200 aircraft, 54 classic and the more modern Boeing 737-400/700/800/900 aircraft, as also 11 modern ATR 72-500 turboprop aircraft. With an average fleet age of 4.45 years, the airline has one of the youngest aircraft fleet in the world. Jet Airways operates over 385 flights daily.

JetLite currently operates a fleet of 24 aircraft, which in-cludes 17 Boeing 737 series and seven Canadian Regional Jets 200 Series. JetLite operates 141 flights every day to 30 domes-tic destinations and two international destinations (Kathmandu and Colombo). Initially referred to as a ‘budget’ airline, JetLite is today postured as a ‘value’ airline. The rivalry between Jet and NACIL is more prominent in the international space than in domestic flights. Jet Airways is inexorably enhancing the tenor and texture of its challenge in international skies to Air India. The government has permitted it to fly to Barcelona, Paris, Manchester and Vienna under a code-share agreement with Brussels Airlines. Incidentally, Jet has a European hub at Brussels which serves the purpose of operating flights to New York, Toronto and London. Air India is now a part of Star Alli-ance and has widened its global connectivity, and thus the war between NACIL and Jet Airways is likely to hot up in Europe.

Jet Airways had recently been designated traffic rights for Birmingham, Madrid and Geneva. Air India operates to Birmingham and Paris on its own, unlike Jet Airways which operates on code-share basis. Jet has also launched daily di-rect flights between Thiruvananthapuram and Muscat. It now has three daily services to Muscat from Thiruvananthapuram, Kochi and Mumbai and connects six destinations in the Gulf (Kuwait, Bahrain, Muscat, Doha, Abu Dhabi and Dubai) from Kozhikode, Kochi, Thiruvananthapuram, Mumbai and Delhi.

MARRIAGES OF CONVENIENCE: (FROM LEFT) KINGFISHER TOOK OVER DECCAN; INDIAN AND AIR INDIA FORMED THE NACIL; JET AIRWAYS ACQUIRED AIR SAHARA AND CHRISTENED IT JETLITE



To meet this and domestic expansion plans, Jet has plans to acquire 30 Boeing 737NGs over the next few years. Of the 30 aircraft, 10 will join JetLite. Also, five 777-300ER and five A330-200 will be inducted into its fleet by 2011.

JetLite registered an increase in passenger traffic during August this year compared to the previous month but suddenly surprised 800 employees by asking them to sign up for a vol-untary separation scheme or be re-interviewed for their suit-ability to work with Jet Airways. This was technically a reneg-ing on the earlier verbal promise held out to all erstwhile Air Sahara employees that they would all be provided employment with Jet Airways. However, the unfortunate ones had no choice as fighting an organisation as weighty as Jet Airways would not have been a worthwhile exercise. It may be mentioned here that this rough deal to employees of the junior partner was mirrored by Kingfisher when it decided to sack 300 erst-while Air Deccan employees. The move was part of the slow down that the Jet combine is trying to achieve all across its op-erations. Indeed, the plans it has for expansion have been put on hold for a year starting November so as to first consolidate on the expansion carried out during the past 18 months.

Further, Jet is trying to optimise the manner in which its in-ternational and domestic flights feed each other. The newfound competition by Kingfisher probably has a lot to do with this slow down. Jet Airways is said to be looking for a second hub in Europe after Brussels. This hub would be in a central Euro-pean country like Switzerland, Italy or Germany and is likely to be activated in 2009-10 when Jet is scheduled to launch the next phase of its international operations by adding new desti-nations and also increasing frequencies to existing ones in the Gulf. Jet Airways continues to provide quality service to its cus-tomers and was named “Best Regional Airline India/Central Asia 2008” at the Skytrax World Airline Awards ceremony.

RELATIVE MARKET STRENGTHSLatest available figures of market shares of domestic airlines in India are for August 2008 when, according to the Centre for Asia Pacific Aviation, the total number of passengers carried by domestic airlines was 29.22 lakhs, down from the July fig-ure of 30.85 lakhs. The highest percentage figure was 33.5 per cent for the Jet combine; Kingfisher combine was next with 25 per cent; and Air India carried only 18 per cent of the total domestic passenger traffic. Indigo was at 10.3 per cent, Spice Jet at 8.5 per cent, GoAir at 2.7 per cent, Paramount at 1.7 per cent and MDLR at 0.21 per cent.

Recently, IndiGo announced the expansion of its route net-work, with the introduction of four new fights, taking the total to 99 daily flights connecting 17 destinations. It has on order 100 Airbus A320s worth $6 billion (Rs 28,000 crore), the high-est by any India domestic carrier. SpiceJet operates 94 flights daily to 16 cities with 15 Boeing aircraft, and has a market

share of 8.5 per cent. New York-based private equity fund WL Ross and Company and Wall Street securities firm Goldman Sachs have invested $100 million (Rs 470 crore) into the air-line, with the former contributing $80 million (Rs 375 crore) of the sum. Wilbur L. Ross Jr is already looking to exploit his stake in SpiceJet through a possible consolidation of Spice-Jet with one of its rivals. He feels that there is room only for two LCCs in India and would like to see the present ones all come together through mergers until one or two were left over. SpiceJet is reportedly considering talking to Jet Airways India Ltd and Kingfisher Airlines Ltd while Ross has started discus-sions with other LCCs in an attempt to create a larger airline.

Ross specialises in buying distressed companies and exit-ing after a turnaround. In the case of SpiceJet, the turnaround may come in the form of a merger for a better valuation. His perception appears to be very clear: the Indian airlines are losing money and, therefore, there exists the need for another consolidation phase. GoAir, with the next highest market share, has five aircraft and appears to be following a policy of mini-mising losses to tide over the current crisis and travel doggedly to a brighter future with international routes to look forward to. Its optimism is manifest in its decision to exercise its option of 10 additional aircraft after its present order of 10 aircraft (all A 320s) has been fulfilled next year. That is to say, GoAir stands committed to 20 A-320s in the next couple of years.

REGIONAL AIRLINES MAKE A SPLASHMDLR has made a good beginning in the north while Para-mount, after starting out as a national carrier, opted for a re-gional status and is the only airline providing a single, business class option of air travel by Embraer aircraft. In September 2008, it again started to spread its wings beyond south India by deciding to fly out to Mumbai, Pune, Goa and Ahmedabad.

Paramount is based in Chennai and offers distinctive fea-tures, such as exclusive lounge access at airports and valet services. The regional airlines concept came around basically as a ploy to render Tier II and III airports as attractive destina-tions. So, an airline could fly from one metro to regional (Tier II and III) airports and enjoy some benefits as a trade-off for not touching any other metro. In other words, regional carri-ers can operate flights from airports in their designated region to all airports in any other region, except metro airports. But these are allowed to connect to the metros in the region they operate in. In the case of Paramount, for instance, it could fly to Chennai, Bangalore and Hyderabad.

In 2007, three new regional airlines were applied for in south India. Dravida and Star Aviation would be based in Chennai, while Emric Air will operate from Kochi. Regional carriers are allowed to start operations with a single aircraft but must acquire three aircraft within a year, and five by the end of two years. The minimum start-up capital for regional carriers that have three aircraft with a take-off mass of over 40,000 kg is Rs 30 crore. Those operating below this thresh-old need a paid-up capital of Rs 12 crore, and have to add Rs 4 crore into the paid-up capital for each additional aircraft, subject to a maximum of Rs 20 crore.

Aircraft with a take-off mass of less than 40,000 kg are not required to pay landing charges at airports. With all these benefits, regional aviation can be expected to take off as soon as the current recession phase is over. SP

REGIONAL SPLASH: PARAMOUNT PLANS FURTHER EXPANSION OF ITS EMBRAER 195 FLEET



THE SCOPE FOR CARGO OPERATIONS TO BLOSSOM in India is enormous. The economy is on the rise (al-beit at a slightly slower pace than was visible a year ago), business houses are on the ascendant and only 1

per cent of the total freight movement in the country is by air at the moment (the global average is 2 per cent). However, jet fuel prices continue to take a toll on India’s nascent cargo airlines sector. Lack of earlier experience is another factor that hobbles the cargo sector’s growth along its learning curve.

WIN SOME, WOE SOME Blue Dart, the largest domestic aviation cargo carrier, owned by DHL India, a unit of German postal services gi-ant Deutsche Post, seems to have got over its infancy woes and is moving along fairly well (despite rumours that all its problems are not yet over). The second largest courier firm in India, First Flight Couriers Ltd, closed its cargo airline op-erations last year after it wobbled uncontrollably when hit by an accident to one of its aircraft. Quikjet, despite having spent months in the build up, and despite having an aircraft (a Boeing 737 300, sitting idle on the ground in Chennai), is yet to obtain its Air Operator’s Permit from the DGCA.

Chennai-based cargo airline company, Crescent Air Cargo Services Private Limited, which runs Crescent Air, has tem-porarily suspended its operations due to mounting losses. Crescent Air was operating a Fokker 50, a turboprop-pow-ered aircraft, on the Visakhapatnam-Kolkata route, carrying perishable commodities. Perhaps the mistake was in trying to start up with one aircraft—a situation that certainly does not make for economy of scale. Crescent Air is expected to re-start its operations by acquiring two more Fokkers or ATR type aircraft with similar cargo carrying capacity.

Another carrier, Flyington Freighters Private Limited, pro-moted by a Hyderabad-based busi-ness family whose members also own the Deccan Chronicle news-paper, has delayed the launch of its dedicated cargo plane operations. As per the original plan, Flyington was supposed to launch its opera-tions in July, 2008 with two, old A330 cargo aircraft from a leasing company, arranged through Tou-lose-based Airbus SAS. However, the company changed its mind on discovering some problems with the aircraft and decided to fly with new aircraft. It has signed for six A330-200F aircraft, the newest freighter from Airbus; the first air-craft will join Flyington’s fleet in the second half of 2009.

Air India is also converting its older aircraft into cargo freight-

ers. The carrier was planning to have a fleet of eight freight-ers ready by September-end this year. So far, it has converted six B737-200 passenger aircraft into freighters and is in the process of converting two Airbus A310 passenger aircraft. The company will soon invite global bids for leasing out two of its A310 freighters. Air India already has leasing agreements with India Post—the country’s postal department, and logistics ma-jor Gati for the rest of the aircraft. India Post mainly uses the aircraft for its air mail operations to the Northeast. With cargo operations accounting for 10 per cent of its revenues, Air In-dia had earlier planned to deploy the configured aircraft in its cargo service but it could not find a profitable route for these freighters and therefore decided to lease them out.

CARGO HANDLING TRIGGERS DEBATELured by the huge potential in cargo in Indian aviation, sev-eral other companies had hoped to take off this year, until fuel prices started soaring. The good news on the cargo front is that, following a representation from them to the govern-ment, operators have been permitted to continue handling their own cargo at airports without the airport developers being involved.

A new ground handling policy, to be effective January 2009, had envisaged ground handling by airport develop-ers who were in touch with foreign and domestic ground handling companies. Multinational handlers such as SATS, Menzies, Dnata (the ground handling wing of the Emirates Group), GlobeGround, Swissport and Equity Aviation are among those entering the Indian ground handling segment on their own or through joint ventures with Indian ground handlers such as the Bobba Group.

However, cargo companies, led by Blue Dart, had insisted that cargo handling was a specialised operation and handing it over to airport developers would increase overheads and de-

crease operational efficiency. It is to be seen whether the nascent cargo sector in India can capitalise on the demand and po-tential for air cargo movement in the years to come. SP

Jet fuel prices continue to take a toll on India’s nascent

cargo airlines sector even as lack of earlier experience hobbles

its growth

Cargo: On a Learning Curve

Air India is converting its older aircraft

into cargo freighters. So far, it has converted

six B737-200 into freighters

and is in the process of

converting two Airbus

A310 passenger aircraft.



CONSIDERING THE RATE AT WHICH INDI-AN AVIATION INDUS-TRY IS GROWING, the

country’s Maintenance, Repair and Overhaul (MRO) market is estimated to reach about $1 billion (Rs 4,720 crore) by 2015. Recognising the impor-tance of MRO requirements of airlines across the country, the government has permitted 100 per cent foreign direct invest-ment in this sector—which is good news for all airlines. A substantial amount of MRO ac-tivity is outsourced to foreign vendors at understandably high costs to the airlines. Any step that facilitates the set-ting up of MROs on Indian soil would thus be a step in the di-rection of lowering MRO costs.

However, the enthusiasm shown by Airbus and Boeing, among others, during 2006 (there were eight different MRO projects being talked about during 2006-07) started showing signs of a thaw matching the recessionary trends of 2007 despite the consolidation that took place during 2007. Rising fuel costs also lowered the interest levels for MRO establishment with some plans being put on the back burner. Boeing has committed to in-vesting $118 million (Rs 545 crore) in a facility in Nagpur, creating 3,000 direct jobs and many more indirect jobs.

SPINNING SUCCESS, DEFYING STUMBLESUnfortunately, the Tata experience in Singur led to the scrapping of a plan to set up an ancillary unit near Kol-kata (to serve the Boeing MRO planned for Nagpur) by a joint team from some interested US companies, including Boeing. In another development, a planned MRO venture between Lufthansa Technik and India’s GMR was cancelled in July. The Hyderabad-based MRO, which was expected to offer medium and heavy checks for Airbus A320s and Boe-ing 737s, was scheduled to open this year; it was speculated that the current market environment and possible consoli-dation among India’s carriers influenced the decision.

On a positive note, GMR Hyderabad International Airport Limited and Malaysia Airlines have signed an MoU to estab-lish an MRO facility for narrow and wide body aircraft at the Rajiv Gandhi International Airport in Hyderabad. The facil-ity is expected to handle all types of aircraft, from light jets

to aircraft such as the Airbus A380. Jet Airways is said to be in talking to GMR Group for a 24 per cent stake in the MRO.

Gujarat, meanwhile, is gearing up to become a hub for MRO activities. While a num-ber of foreign companies have shown interest in investing in the state, the state govern-ment has roped in an agency to prepare a blue print as also to float a company, Gujarat Air-port Infrastructure Company (GAIC), to carry out plans of airport and related infrastruc-ture development in the state. Any proposed development like airports and MROs would be studied by GAIC. A host of foreign companies, including Singapore’s SembCorp, have in the past evinced interest in Gujarat’s MRO initiative.

In another corner of the country, the Northeast is the focus of attention of Indo-Rus-sian Aviation Limited (IRAL)

and Hindustan Aeronautics Limited (HAL), both of whom are looking for airline operators for the region where they plan to provide aircraft and MRO facilities. Once the airline operators are decided, IRAL and HAL plan to establish avia-tion institutes in the region. Both are aircraft manufactur-ers and are looking at possibilities to start heli-tourism in the Northeast. On the regional airline operations front, the Meghalaya government is also looking into the proposal.

Planning on transforming Bangalore into the gateway to India, Dr Vijay Mallya is keen to make it the hub of all King-fisher operations. One of the plans is to set up a 30,000 sq ft MRO at Bengaluru International Airport (BIAL). Kingfisher has close to 15 acres of land on a 25-year lease from BIAL to set up its maintenance facilities and is in talks with Abu Dhabi-based Gulf Aircraft Maintenance for setting up of an MRO facility.

NACIL’s plans, on the other hand, to set up four MROs are a bit obfuscated right now. At the moment, Indian op-erated aircraft go for maintenance at the Indian Airlines MRO at the Delhi airport while Air India aircraft go for their maintenance checks to Air India’s Mumbai MRO facility. This is because although NACIL has an strategic business unit planned to deal with MROs, it is yet to start operations as a separate entity due to the chain of command not having been set up yet.

The government has permitted 100 per cent foreign direct investment in this sector—which is good news for all airlines

MRO: Chequered Growth



INVESTMENTS, JVS & A LEGAL CAPERAs far as general aviation is concerned, the holding company of GTL and GTL Infrastructure, Global Holdings Company is reported to be in talks to acquire the Mumbai International Airport-based Indmar Aviation Services Company. Indmar, which provides maintenance and repair services to general aviation, has been cash-strapped for some time and has also been reported to be looking for investors to raise funds.

Indmar operates across nine locations in India and has a staff of 40 engineers. The company is reported to be en-gaged in a legal wrangle with the Mumbai International Airport Limited, as the latter has served an eviction notice to Indmar through Airports Authority of India since its des-ignated lease period has expired.

Elsewhere in Maharashtra, Global Projects plans to build an MRO facility at Baramati. The company is also reported to have plans for making inroads into the air cargo business at the same base. The company is reported to be looking at expansion options via the inorganic route through acquisi-tions, in addition to starting up a heli-taxi service that would include charter and heli-tourism services.

Further south, Air Works, perhaps the first ever MRO in India, has announced plans to invest $46.7 million (Rs 215 crore) over the next three years in its MRO facility at Hosur

Airport as a JV with Air Livery PLC.In Chennai, under a proposal mooted by the Confedera-

tion of Indian Industry, around 4,000 acres will be acquired to set up Chennai Aero Park which will consist of manu-facturing centre, aerospace and avionics service facilities, design studio interiors, university of aerospace and avionics, research and development and test laboratories, residential and other supporting facilities and an engineering centre. The park will have a synergy of the best aerospace and avi-onics technologies and expertise. A satellite MRO facility is planned on a 250-acre facility near a new Greenfield airport with runway access.

Another development in Chennai is city-based Hindu-stan University’s MoU for a strategic alliance with Ramco Systems, a leading provider of aeronautical software prod-ucts and services.

The industrial input to students of Hindustan Institute of Technology and Science will help impart domain knowledge to the prospective students of not just aeronautical and me-chanical engineering, but also management students with engineering background, thus preparing them for careers in the MRO field. Evidently, despite a slowdown in the MRO plans, the future looks good and healthy for this area of avi-ation activity. SP

Despite the recession that grips Indian aviation, it is a sunrise industry—its shine admittedly some-what marred by clouds of gloom. That the indus-try will continue to grow is beyond doubt; the

growth pattern of the nation absolutely mandates a corre-sponding progression in aviation activities. The course the history of individual airlines may me-ander through is still an area between black and white. There may be scope for another flurry of consolidation activ-ity. On the other hand, the current sur-vivors may—by some fortunate turn of events—find Providence giving them life sustenance through this difficult period.

Afterwards, market forces may per-mit all the current players to exist more or less as they do today—with opportu-nity for more players to enter the fray. It is always easier to write history than predict its events. But if Indian aviation is to survive the current, difficult phase of its history without any more blood-shed, some obvious actions need to be taken at once. The first, of course, must be the cost of aviation fuel to the air-lines. While the lowering of crude prices to around $100 is a cause for cheer, the

government needs to seriously consider itself as a stake-holder in the national aviation industry and take some painful steps to redress the situation.

Aviation fuel needs to be brought into the ‘declared goods’ category and sales tax reduced to a less painful level of 4 per cent for airlines. Indeed, the whole price make

up of aviation fuel needs to be looked at with specific attention to rationalizing excise duty. The airlines’ demand for be-ing permitted direct import of aviation fuel from vendors abroad needs to be considered favourably. The ultimate ob-jective of fuel price reduction initiatives should be to bring aviation fuel prices in India in line with those prevailing inter-nationally.

To facilitate the growth of aviation, the Airports Economic Regulatory Au-thority should be given actual powers to regulate airport tariffs and look into charges related to fuel supply infrastruc-ture. The lessons from the Greenfield projects at Bangalore and Hyderabad need to be evaluated before plunging into more public private partnership projects. Coming years will relate the results of these actions, if taken now. SP

SURVIVAL of the Smartest

While every other stakeholder

related to the industry is

making money (albeit in a see-sawing pattern),

the airlines are—without exception—incurring

recurring losses

CIVIL Special

INFRASTRUCTURE


Powered by robust eco-nomic growth, India and China have in the last five years emerged as the fastest growing aviation markets in the world. In

India, the market has more than doubled in the period 2003 to 2007. From a figure of less than 100 in the beginning of this century, the number of airlin-ers in the country has increased to around 400. In this period, the number of airports handling scheduled flights has increased sig-nificantly and con-nectivity to the northeastern parts of the country has jumped from 87 to 287 flights per week—a 230 per cent rise.

As against a global average of 5 per cent during 2007, domestic pas-senger traffic in In-dia grew at 32.5 per cent and interna-tional traffic at 15.6 per cent. Similar growth rate was registered in the three years preceding. However, the unprecedented rise in the price of international oil prices seems to have introduced an element of uncertainty in the future course of the growth story of Indian civil aviation. But analysts believe that the setback is temporary. Oil prices are likely to settle at more

realistic levels, taxes may be rationalised and the economy, which is the primary driver of the aviation industry, will re-adjust to the new price levels. Hopefully then, it will be business as usual.

Despite the fact that air travel may be somewhat more expensive than it is now for the leisure traveller, it would be reasonable to expect that air traffic will continue to grow albeit at a slightly lower rate—in any case, at a pace faster than the world average. It is estimat-

ed that the annual rate of growth of air traffic would be around 12 per cent up to 2010 and at 9 per cent up to 2015. The most recent estimates from Boeing pegs the requirement of airliners in India at 911 worth $86 billion (Rs 4,03,520 crore). Although India has emerged as the ninth biggest aviation market in the world, it is the least penetrated for air travel—lower than even Sri Lanka, Pakistan, Ethiopia and Nigeria.

CHINA SURGING AHEADHere, a comparison with China may be in

order. China, with a population and economic growth rate two to three per cent higher than that of India, has also registered growth in civil aviation that is correspondingly higher. Having recorded a growth rate of 18 per cent per annum since 2006, conservative estimates indicate China’s airline industry is expected to register an annual growth

China has 863 airliners—more than twice that of India. Also, Beijing can boast of an ultramodern international airport, which India is expected to

get only after two years.

CHINESE Realismby

Air Marshal (Retd) B.K. Pandey, Bangalore

DREAMS INTO REALITY: THE CHINESE SCENE

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rate of 16 per cent up to 2010 and at 12 per cent thereafter up to the year 2015.

Like India, China too has a large number of airfields—467 as per 2007 figures. Only 142 of these are under regular use. Of the total 467 airfields, 403 are equipped with paved runways and 64 have kutcha strips. Among those with paved runways, only around 60 can boast of runways of standard length, the rest being less than 3,000 m. At present, there are 142 civil airports operational and, as per plans, 43 new airports are to be added by the end of 2010. With additional projects in the planning stage, China intends to have 244 civil airports operational by 2020.

Airport development in China is being undertaken as joint venture projects similar to India’s Public Private Part-nership (PPP) model. However, the Chinese government plans to discontinue financial support to domestic airports and involve private parties develop and manage such facili-ties. Civil airports in China are concentrated largely in the populated regions of eastern China, while in India the distri-bution is uniform across the country, a feature that would be attractive to both low cost carriers and potential investors.

GENERAL AVIATION BOTTLENECKS IN INDIAApart from the airline industry, the General Aviation (GA) sector in India has also been growing at 20 per cent an-nually. In the last four years, the number of non-sched-uled operators has gone up from 40 to 80. The fleet of fixed wing GA aircraft has more than doubled in the period 2006 to 2008, growing from around 70 to over 200 air-craft. The helicop-ter fleet has also grown from 100 to 200 in the same period and official sources estimate the requirement of a 500-strong heli-copter fleet for the country by 2015. In fact, 2008 has been declared ‘The Year of the Helicopter’.

In all, the GA sector currently has 461 aircraft on its strength. Reportedly, there are over 300 applications for import of aircraft pending with the government for clearance. This is on account of entry of new customers as also expansion of fleet by existing play-ers. It is estimated that as many as 250 of these may be in-ducted by end 2011. While there is a temporary slowdown in the growth of airlines, the GA sector appears to remain unaffected

Altogether, there are 454 airfields in India. Of these, the Airport Authority of India (AAI) owns 97, the various state governments own 158, the Ministry of Defence has on

its list 138 and there are 61 under private ownership. Of the total, less than 200 airfields are currently in use. The remaining are in disuse or abandoned and would require sizeable investments to make these operational. The avail-ability of infrastructure for GA is particularly unsatisfactory. GA terminals or heliports are non-existent and aircraft in this category have the lowest priority in allotment of park-ing space and operating slots. MRO facilities are scarce. The need for dedicated infrastructure for the GA sector has now been recognised.

INFRASTRUCTURE WOES & HOPESSustained growth rate immediately brings to the fore the inadequacy of infrastructure, which, if not corrected soon enough, would not only retard growth in the aviation indus-try but also trigger unmanageable chaos at the airports and in the air as well, with serious implications for air safety. It was abundantly clear that there was imperative need to address the problems related to aviation infrastructure. In-cidentally, airport development in India had traditionally been in the domain of the public sector. Both investments and service standards were low, there was complete lack of transparency and the government had monopoly. How-ever, in 2004, the AAI Act and Aircraft Rules were amended

to enable participation by private players. The long-term objectives of involving private parties in the development of airports is to ensure the government progres-sively withdraws from commercial activity re-lated to airports, build new airports quickly, el-evate Indian airports to international standards through private capital and introduce competi-tion. The PPP model was based on a Build Own Operate and Transfer model, with the initial contract for 30 years ex-tendable by another 30 years. Private participa-tion is normally limited to 74 per cent and in-vestment beyond 74 per cent would require spe-

cific approval by the government. The first and most urgent step was to modernise and

expand capacity of Delhi and Mumbai airports as the two together handle around 65 per cent of the traffic. The initial estimate for modernisation of the two metro airports was pegged at Rs 15,000 crore. This was to be followed by similar modification to Kolkata, Chennai and Thiruvananthapuram for which the AAI has earmarked approximately Rs 5,500 crore. As the government would not be able to muster all the resources required, the PPP model was adopted.

Contracts under the PPP scheme were awarded to the

SOME DREAMS, SOME REALITY: THE INDIAN SCENE

Civil Special INFRASTRUCTURE


GMR Group for Delhi and the GVK Group for Mumbai in mid-2006. Work on the Delhi airport is progressing well and is expected to be completed by 2010, doubling its ca-pacity to 37 million passengers per year. Progress with the Mumbai project is slower as it has to resolve the problem of clearing encroachment on as much as 35 per cent of air-port land. Given the sen-sitive political nuances of the exercise, finding a solution will not be easy. Unfortunately, owing to certain political compul-sions within the ruling establishment, Kolkata, Chennai and Thiruvana-nthapuram would be up-graded by the AAI outside the PPP model. Upgrade of these three airports is likely to be taken up in the near future.

KICK-START TO GREEN-FIELD PROJECTSFortunately, planning for the development of two Greenfield airports, one each at Bangalore and Hyderabad, had com-menced well before the boom in the aviation market in India. These two world class facilities became operational early this year. Bangalore and Hyderabad are emerging as major civil aviation hubs and to that extent, the two facilities have come as a boon to the industry. As there is no land available for further expansion of Mumbai airport, it has been decided to put up a Greenfield airport at Navi Mumbai. Proposal for the second international airport at Noida near Delhi is under active consideration. This re-quirement is not as urgent as that at Mumbai as Delhi air-port has room for expansion as also the financial viability of a second airport nearby has to be clearly established before the project is approved. In addition, the need for Greenfield airports has been established at Pakyong in Sik-kim, Cheithu in Nagaland, Itanagar, the capital of Arunach-al Pradesh, Goa, Pune, Nagpur and Halwara in Punjab. These would cost over Rs 10,000 crore. Foreign Direct In-vestment up to 100 per cent is permitted in Greenfield air-ports as part of the Airport Infrastructure Policy released in December 1997.

In addition to the above, 35 non-metro airports in the cities of the future have been identified and these will be upgraded in phases. The upgrade programme will include both the air-side and the city side and would need invest-ments of over Rs 7,000 crore. The effort will be to involve private players. With new avenues for investors and for the state governments to reap the benefits of massive in-vestments pouring in and better integration with the na-tional economy through extensive connectivity, it appears to be a win-win situation for both. However, the extent of and enthusiasm in participation by private players would depend on their assessment of profitability. More

importantly, their response would to a large extent be con-ditioned by the lessons learnt in the airport development projects already underway. Indications are that private players are likely to be extremely cautious, discreet and somewhat choosey in deciding the level and extent of par-ticipation in the future.

Estimates are that an investment of over $9.3 billion (Rs 43,000 crore) is required for the develop-ment of airport infrastruc-ture in the country, which includes induction of mod-ern technology for efficient handling of aircraft, pas-senger and cargo. There has been a major shift in policy to provide a boost to the growth of private air-ports and ‘Merchant Air-ports’ dedicated to move-ment of cargo. Plans have been finalised to build ‘cargo villages’—dedicated space for export and im-port cargo—at all major in-ternational airports begin-ning with Delhi, Bangalore and Kochi.

The procedure for de-velopment of airports in this category has been sim-plified to some extent. The need for security clearance has been dispensed with and authority to approve

proposals now lies with the Directorate General of Civil Avi-ation, except in cases where the airport is within 150 km of an international airport. No Objection Certificate would be required from the Ministry of Defence in case the proposed site is near a military airfield. These impediments remain.

As per statements emanating from the Ministry of Civil Aviation, India will have 500 airports by 2020. While China’s plans appear more realistic, going by the pace at which

airport development projects in India have progressed so far, the target may be difficult to achieve. Where China is ahead of India is in the number of airliners which is 863—more than twice that of India. Also, China can boast of an ultramodern international airport in the capital which India is expected to get only after two years. SP

EVER VIGILANT CHINESE CONTROLLERS: TO COPE WITH THE GROWING DEMAND OF A BOOMING CIVIL AVIATION SECTOR, INDIAN AIR TRAFFIC CONTROLLERS ARE HARD PRESSED TO REMAIN ATTENTIVE AT ALL TIMES (SEEN HERE IS THE ATC ROOM AT ONE OF THE CHINESE AIRPORTS)

An investment of over $9.3 billion (Rs 43,000 crore) is required for the development of airport infrastructure in India, which includes induction of modern technology

CIVIL Special

OPERATIONS


The term “low fare” is gaining more acceptability as airlines take pains to convince

customers that there is no short cut in terms of Safety,

Reliability and On Time performance

THE TERM LOW COST CARRIER (LCC) has come to be used loosely to include the family of carriers that do not meet the criteria of being a Full Service Car-rier (FSC). In other words, an LCC is a carrier that

offers generally lower fares than an FSC with the trade-off that one or more traditionally offered customer services are taken away. The LCC idea really originated in the US and then spread to Europe and the rest of the world. The term LCC originally related to the carrier’s lower operating cost structure (as compared to its competitors) and did not dif-ferentiate on the basis of operating models. Gradually, how-ever, budget carriers, no-frills carriers, low fare carriers, discount carriers and even value carriers have all come to be clubbed into the LCC bevy, and for the purpose of this article, are referred to as LCCs.

Nowadays, it is fashionable to talk of a loose, often mu-tually inclusive, trifurcation of the passenger base into the price-, value- and service-seeking customer groups. How-ever, the largest proportion of customers, it can be argued, would hold price as the dominant factor driving their deci-sion-making process. This argument should be seen in the light of the fact that the railways also found that, among the group of persons aspiring to travel by rail in air-conditioned comfort, the demand for 3 Tier AC was the maximum. A somewhat similar logic applies to the air traveller’s psyche. While he would like to be seen as traveling by air, he would like to spend the minimum amount of money doing so—un-less his air fare was being paid by someone else (read his employer). And, hence, the lure of the LCC will remain an important consideration for the air traveller. It would be

pertinent to analyse the current LCC scenario in India.

NARROWING MARGINSThe disconcerting state of the Indian aviation industry is at a pain level higher than the rest of the world. The rea-son is the high cost of aviation fuel—around 60 per cent higher than the world average. As a result, the proportion of operating costs that fuel costs represent are also high as compared to the rest of the world; about 50 per cent now in India. As a result of this single major factor, FSCs are being pushed into tough decisions. One such measure is the lower-ing of tariff to lure more passengers with the result that the gap in LCC and FSC air fares is getting narrower and nar-rower. Even where base line FSC fares have been retained, promotional schemes under various appetizing names have been dangled under the nose of a shrewd and discriminat-ing customer base.

So a net-smart customer could discover that the differ-ence between an LCC fare and an FSC fare on a particular flight day may be just a couple of hundred rupees on an hour-and-a-half sector (although some of the fine print on an attractively priced FSC e-ticket may dampen his enthusi-

Defying the Oddsby

Group Captain A.K. Sachdev, Bangalore

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Civil Special OPERATIONS


A good idea would be for the Ministry of Civil

Aviation to make it mandatory for all future Greenfield

airports to have a separate

low cost terminal

asm somewhat). On the other hand, the desperate measures by LCCs having reached the end of their imagination, they are now going backwards and introducing free hot meals on board amongst other services normally not associated with LCCs. Thus, it would appear that the differentiation be-tween the two traditionally disparate types of carriers is get-ting obfuscated. This is so not only in terms of the price, but also in the value (free hot food aboard an LCC) and service (Kingfisher Red and Kingfisher offer the same personalised service at most customer touch points).

Another reason for the class distinction in the two types in India not being very pronounced is the fact that, due to the high proportion of operating costs being outside the di-rect control of a carrier, the window within which an LCC could have actually cut costs is too small to make a consid-erable difference in the cost of running the carrier. By one estimate, around 80 per cent of the cost of operation can not be played around with. It is obvious that the FSC has a larger margin to play around with than the LCC (consider-ing that in absolute terms, an FSC is spending more than an LCC for the same number of passengers carried). This simple arithmetic manifested itself in the manner in which the FSCs and the LCCs approached the issue of hiking fares in pursuit of higher fuel prices. Thus, between May and Au-gust 2008, the market share of FSCs increased from 51 per cent to 59 per cent while there was a corresponding drop in the LCC share. The thought process of the customer base representing this 8 per cent shift is pretty transparent: why give up the full service in return for a marginal drop in the fare paid to an LCC? The argument goes on to include the fact that FSCs could provide you alternative travel arrange-ment in case of an aircraft unserviceability and hotel accom-modation in case of a forced layover. There is also the issue of FSCs having much more generous approach to cancella-tions/ postponements of booked travel.

LOW ON FARE, NOT PERFORMANCEThere are those who argue that there is no “low cost” model possible in India under the current state of the aviation in-dustry. Indeed, the term “low fare” is gaining more accept-ability as airlines take pains to convince their customers that there is no short cut taken (through cost-cutting) in terms of safety, reliability and On Time Performance (OTP). Another major factor contributing to the narrowing of the gap be-tween FSCs and LCCs is the manner in which consolidation has occurred in Indian aviation over the last few months. The amalgamation of Jet and Sahara on the one hand, and Kingfisher and Air Deccan on the other, have led to an over-lap of the services being offered (or denied). JetLite poses itself as a value-based airline, that is, one that offers the best value for the fares it charges. In the face of such competi-tion, FSCs are being forced into dropping fares—in some cases even below LCC fares under specific conditions of sale (promotional, festive, seasonal, non-refundable and so on).

LCCs have fared much better in India than in the US, hav-ing peaked at 45 per cent of the total domestic aviation (in-ternational operations not being permitted during the first five years of operations). In contrast, LCCs in the US—where the idea originated—never went above 25 per cent of the country’s market share. India’s first LCC, Air Deccan, com-menced operations in August 2003. Its success set the scene

for others to follow. Even Kingfisher did not start as an FSC but after an year of operations, changed its model to FSC. Ex-ploiting the aircraft held by them to the maximum possible in a 24-hour period (except for maintenance periods at night), reducing turn round timings to dazzling minimums, cutting in flight costs as well as costs on the ground by parsimonious use of subsistence level manpower, LCCs caught the imagina-tion of a nation-wide customer base aspiring to travel by air. Smart Travel Asia, a travel magazine tracking Asia’s airlines, based on a survey it conducted recently ranked SpiceJet among the top 10 LCCs in the continent.

SURVIVAL MANTRASThere is some talk of setting up Low Cost Terminals or at least converting a part of existing terminals into low cost facilities so as to permit LCCs to achieve further substan-tial cut in their cost of operations; the differential with FSCs would then provide them an edge to stand on and claw their way back. Hopefully, once the present crisis is over and LCCs establish their market space convincingly, low cost airports could become possible as is the case in many cities abroad. At these airports, aircraft landing and parking charges are less, and LCCs take advantage of these secondary airports to offer lower fares to travellers.

In India, this is not the case. Perhaps it will be a good idea for the Ministry of Civil Aviation to make it mandatory

for all future Greenfield air-ports to have a separate low cost terminal.

Railways, under astute helmsmanship, may still make life difficult for LCCs through all-out endeavours to woo back customers lost out to the LCCs. The last bud-get actually saw attempts at lowering fares—not on the traditional vote-catching lower classes of travel, but the upper classes. LCCs thus have the daunting task of not only combating lowered FSC fares but also railways’ up-

per class fares. If they can survive the present critical phase of their existence, an important period of their history could be completion of five years of domestic operations; the re-ward would be the more lucrative international sectors.

In the final analysis, survival would depend on the depth of the pockets that support the LCCs, meaning thereby that the life sustaining fund flow from other businesses of the principle groups must keep them going until their survival is assured by ongoing developments in national aviation in-frastructure, and introduction of policies that support avia-tion in general and LCCs for the majority of the air traveling public in particular. In this context, the government would do well to favourably approach the Federation of Indian Airlines’ demand to let them import aviation fuel directly from vendors abroad; the result could be a lowering of fuel costs to the airlines by as much as 25 per cent and may well mean the difference between survival and extinction for some LCCs. SP

www.spguidepublications.com

Inside bk cover_website home advt.indd 37 9/12/08 10:25:03 AM

Hall of Fame CIVIL Special


WOMEN, ESPECIALLY THOSE IN a highly male-dominated in-dustry like aviation, have to work “twice

as hard as men to show that they are half as good”, observed Governor P.C. Alexander in October 1998, releasing a special commemorative stamp to honour Indian women pilots. Too true. When the aviation industry was still in its infancy, women in many parts of the world were not welcome. The first female airline pilot was Helen Richey, who joined Central Airlines in the US in 1934. She resigned 10 months later when the all-male pilots’ union refused to accept her. Unemployed and pushed to penury she ended her life in 1947.

In India, too, the early decades of aviation saw just a few intrepid women venturing to take to the skies, mainly in a private capacity. Lady Dinshaw Petit and Rodahben Sawhney, the first Indian women to fly in 1928, probably did not find the going too tough. Being sisters of J.R.D. Tata, the idea of flying perhaps came quite naturally to them. Urmila K. Parekh was the first Indian woman to obtain a pilot’s licence in 1932, though some sources mention the year as 1930. There is an unconfirmed story about an-other of the early women pilots, Sarla P. Datt, who obtained her licence in 1936. The Maharaja of Alwar needed a pilot to fly his wife’s private plane. Since she strictly observed purdah, only a woman would do. Sarla got the job.

It took many more years for the first Indian woman to obtain a commercial pilot’s licence. When Prem Mathur obtained her licence in 1947, Indian women rejoiced in their own indepen-dence. However, the going was far from

smooth. Eight private airlines rejected Prem’s application to join. She was not one to give up easily and persisted in her attempts till she was accepted by Deccan Aviation. She co-piloted her first scheduled flight in 1951. Later, when she had gained the requisite ex-perience and qualifications and was ready to become a commander, she was told that the travelling public was not yet prepared to accept a woman in such a role. “If they know the pilot is a woman, they will run away,” was the summary dismissal. Prem resigned.

Around 15 years passed before Indi-an Airlines accepted women pilots. Dur-ba Banerjee joined the airline in 1966, the first of many women to do so. Since then, there have been more triumphs.

Saudamini Deshmukh with co-pilot Nivedita Bhasin and two air hostesses flew a Fokker Friendship F-27 from Kolkata to Silchar and back in January 1986—the first Indian all-women flight crew and the first such feat on this type anywhere in the world. Prem Mathur would surely have celebrated. The pair repeated the feat, this time on a Boeing 737 from Mumbai to Goa, in September 1989. Nivedita Bhasin later became the youngest woman pilot in world civil avi-ation history to command a commercial jet aircraft—a Boeing 737—on Janu-ary 1, 1990 at the age of 26. In 1994, Saudamini captained an Airbus A320 for the first time. In 1995, in another first, she captained an Airbus with an all-women crew.

Change in military aviation took lon-ger. As recently as 15 years ago there were no Indian women military pilots. Then, in 1994, Harita Deol became the first Indian woman to be commis-sioned as a pilot in the Indian Air Force

(IAF). Simran Sodhi and Cheryl Dutta constituted the first IAF all-woman helicopter crew in December 1995. In 1999, Gunjan Saxena became the first woman pilot to fly in a combat zone (Kargil). In 1997, Kalpana Chawla be-came the first woman of Indian origin to be launched into space aboard the shuttle Columbia; she died in another Columbia flight when it disintegrated during re-entry into the earth’s atmo-sphere on February 1, 2003.

Indian women pilots only began to organise several decades after their counterparts in other countries. In 1967, the Indian Women Pilots As-sociation (IWPA) was formed with its headquarters in Mumbai. In 1977, the IWPA formed the India Section of ‘The

Ninety-Nines’, an international organi-sation of women pilots. The current membership of the IWPA is over 200. After eight decades of women’s avia-tion in India, there are perhaps 250 women pilots in the country and their numbers are growing.

Aviation proved to be a spectacular means for women to emerge from cen-turies of subjection. Women pilots were the most striking symbols of the new feminism, flying as high and as fast as men, sometimes breaking records set by men and defeating them in races. If female pilots are now accepted ev-erywhere—in large passenger jets, small private planes and helicopters, in combat, as racing competitors and flight instructors—the credit should go largely to the first few women who dared to be different, and to those who followed their lead. SP

— Group Captain (Retd) Joseph Noronha,

Goa

When She Grew WingsSaudamini Deshmukh with co-pilot Nivedita Bhasin

and two air hostesses flew a Fokker Friendship F-27 from Kolkata to Silchar and back in January 1986—the first

Indian all-women flight crew and the first such feat on this type anywhere in the world.

NEWSDigest


CIVIL Special

CIVIL AVIATIONAsia-Pacific

India’s first civilian air show in HyderabadIndia’s first civilian air show will kick off at Begumpet Airport Hyderabad on October 15. More than 150 exhibitors from leading aviation and allied industries from around the world will participate in India Aviation 2008 jointly organised by the Civil Aviation Ministry and the Federation of Indian Chambers of Com-merce and Industry (FICCI) from October 15 to 18. The US will be the partner country for the show as it is the largest manufacturer and provider in the aviation sector.

Dubai firm eyes India’s corporate jet market Dubai-based ETA-Ascon Star Group is seeking to build a business jet infrastructure in India by redeveloping hundreds of its small airstrips for the country’s growing corporate segment, media reports here said. The group entered the aviation business by setting up Star Aviation in India earlier this year and has launched ETA Star Jet for the corporate jet market in the Gulf. The company says it is willing to invest in developing airstrips and helipads wher-ever needed.

Gujarat aspires to MRO hub crownFlying high on its locational advantage and congestion in Mumbai, Gujarat is gear-ing up to become a hub for aircraft maintenance, repairs and overhaul (MRO) activities. While a number of foreign companies have shown inter-est in investing in the state, the state government has roped in an agency to prepare a blue print. The government has also decided to float a company Gujarat Airport Infrastructure Company to carry out plans of airport and related infrastruc-ture development in the state.

Tendering on for Mumbai airportThe much awaited Navi Mumbai airport is on track and the tendering process being carried out by various

Maharashtra state bodies and other stakeholders will be over by March 2009. Construction of the airport should start im-mediately thereafter. The Navi Mumbai Airport is necessary if Mumbai wants to keep pace with growth in aviation traffic. It is expected to absorb around 10 million passengers in its first operational year which is expected to be 2012. This is then expected to double to 20 million by 2020 and 40 million by 2030.

GMR Infra declares opening of 3rd runway at IGI airport GMR Infrastructure has an-nounced opening of Indira Gandhi International Airport’s third runway 11 to 29 for commercial operations. The runway had earlier been inaugurated by Minister of Civil Aviation Praful Patel when the first proving flight a Boeing 777 operated by Air India landed on August 21.

The runway, inaugurated six months ahead of schedule, is the longest runway in India and is capable of handling the largest aircraft category that is Code F which comprises of gi-ants like the Airbus A380 and the Antonov An-225. In addi-tion, the runway is equipped with CAT IIIB instrument Landing System at both ends allowing compatible aircraft to land even when the visibility is as low as 50 m. This will complement the existing CAT IIIB equipment on runway 10 to 28 making IGI Airport the only one in India to have twin runways with this advanced Instrument Landing System.

Europe

EU-India summit inks civil aviation agreementAt the recently held EU-In-dia Summit in Marseille, a Horizontal Aviation Agreement was signed to restore legal certainty to the bilateral air services agreements between India and EU member states and reinforce EU-India avia-tion relations. The horizontal pact will restore legal certainty to the 26 bilateral air services agreements that India has with individual EU member states by bringing these into confor-mity with community law.

AGUSTAWESTLAND

• AgustaWestland has announced that Precision Aviation Services (PAS) will establish the second AgustaWest-land Service Centre at Cape Town International Airport in South Africa. The service centre will be opera-tional by the end of 2008 adding to the PAS-managed one located in Pretoria. The new facility will provide maintenance and repair services as well as maintaining a spare parts in-ventory for a range of AgustaWestland helicopters including the AW119 Ke, AW109 Power, Grand and AW139.

BOEING

• Boeing successfully completed a high-pressure test, known as ‘High blow’ on the 787 Dreamliner static test airframe at, its Everett factory. The test is one of three static tests that must be cleared prior to first flight. During the test, the airframe reached an internal pressure of 150 per cent of the maximum levels expected to be seen in service: 14.9 lb per square inch (1.05 kg per centimetre) gauge. It took nearly two hours to complete the test, as pressure was slowly increased to ensure the integrity of the airplane.

BOMBARDIER AEROSPACE

• Bombardier Aerospace has an-nounced Croatia Airlines has signed a contract to acquire two Q400 NextGen turboprop airliners. The airline has also taken options for an additional four aircraft. Based on the list price for the Q400 NextGen aircraft, the value of the order is approximately $57 million (Rs 265 crore). The value could increase to $180 million (Rs 840 crore) if all four options are exercised.

EADS

• An International Launch Services (ILS) Proton Breeze M launch vehicle has successfully carried the Nimiq 4 satellite into space for Telesat. This was the fourth launch of the year, and 47th overall, for ILS. The satellite, built by EADS Astrium, was the second Eurostar 3000 bus launched by ILS in a little over a month. Proton builder Khrunichev Space Centre of Moscow is the majority owner of ILS.

LOCKHEED MARTIN

• Lockheed Martin has been selected

QuickRoundUp The Dreamlifter is a specially modified 747-400 used to transport the major composite structures of the all-new 787 Dreamliner

The second Boeing 747-400 Dreamlifter completed its first flight earlier in Taipei on February 16. The Dreamlifter is a specially modified 747-400 used to transport the major composite struc-tures of the all-new 787 Dreamliner. Piloted by Boeing flight test pilots Jerry Whites and Gary Meiser, the Dreamlifter took off from Taiwan Taoyuan International Airport at 10.34 am and flew for three hours and eight minutes. The airplane—already wearing the distinctive white and blue livery of the Dreamlifter fleet—handled well during the routine flight. This Dreamlifter is expected in Washington State within the next few weeks. The first of the unique fleet arrived in September 2006.

After several delays late last year, the Dreamlifter’s flight test programme is proceeding well, with certification from the US Federal Aviation Administration expected over the next few months. Already the Dreamlifter has completed more than 1,000 hours of flight and ground testing combined. “The delays we ex-perienced earlier in the flight test programme will not impact our overall 787 schedule,” said Scott Strode, Vice President of Airplane Definition and Production for the 787 programme. “The entire global logistics system, including the Dreamlifter’s mobile tail support and cargo loader, is working extremely well.” •

SECOND BOEING DREAMLIFTER TAKES FIRST FLIGHT

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INDUSTRYAsia-Pacific

India reportedly eyeing partnership to build new RJ India is reportedly seeking to partner either Bombardier or Embraer to build a new 70- to 100-seat regional jet. The government has asked Hindustan Aeronautics Limited to formulate a plan for the design and construction of an Indian regional jet, say local media reports. Assistance will be sought from Bombardier or Embraer, the reports say. HAL was not immediately available for comment.

HAL is likely to be the

production house for India’s first civil transport aircraft, the Saras 14-seat multi-role twin turboprop now in testing. India plans to certificate the Pratt & Whitney Canada PT64-66-powered aircraft to US Federal Aviation Administration Part 25 air transport standards by 2010 for sales in the air taxi, commercial and military VIP markets.

Airbus opens first China plantEuropean aircraft manufactur-er Airbus has opened its first production plant in China. Air-bus called the new facility in the port city of Tianjin a “mile-stone” in the company’s drive to globalise its operations. It is the first Airbus assembly plant outside of Europe. Airbus head Thomas Enders was accompa-nied at the opening ceremony by Chinese Premiere Wen Jiaboa. Enders said Chinese carriers had already signed understandings to purchase 280 aircraft. China is seen as a growing aviation market for the European plane maker and its American rival, Boeing.

Airbus inaugurates assembly line in Tianjin, China Airbus has officially opened its first final assembly line outside of Europe. Chinese Premier Wen Jiabao, together with Party’s Secretary of Tianjin Zhang Gaoli and Airbus Presi-dent and CEO Tom Enders, inaugurated the Airbus A320 Family Final Assembly Line in Tianjin, China (FALC) at a grand ceremony with over 600 guests. The final assembly line is a joint venture between Airbus and a Chinese consor-tium comprising Tianjin Free Trade Zone and China Aviation Industry Corporation. “The Tianjin final assembly line for Airbus A320 Family aircraft has been set as a paradigm of Sino-European friendship and cooperation,” said Huang Xingguo, Mayor of Tianjin. “The opening of the FALC is an historic event for Airbus and for the aviation industry,” said Enders. “The first Airbus final assembly line outside Europe highlights the importance we attach to growing our ties with China, one of the most impor-tant aviation markets today and certainly tomorrow.”

Bank loan guarantee to aid Boeing exports to IndiaIn another important step forward in Indo-US trade rela-tions, the Export-Import Bank of the United States (Ex-Im Bank) and the National Avia-tion Company of India Limited (NACIL, also known as Air India) held a signing ceremony to celebrate the conclusion of a $548.6 million (Rs 2,565 crore) financing for NACIL’s purchase of Boeing aircraft. Ex-Im Bank Chairman James H. Lambright and NACIL Chair-man and Managing Director Raghu Menon participated in the ceremony at Ex-Im Bank headquarters. Ex-Im Bank is the official export-credit agency of the United States. Standard Chartered Bank is the guaranteed lender on the transaction. “The fast-growing Indian market offers enormous opportunities for US export-ers in many sectors, including transportation, energy and infrastructure development,” said Lambright. •

by NASA to design, build and operate the spacecraft for NASA’s Atmosphere and Volatile EvolutioN (MAVEN) programme at a cost of $485 million (Rs 2,265 crore). NASA’s latest mission will analyse the upper atmosphere and past climate change on Mars. MAVEN is scheduled to be launched in late 2013 and arrive at Mars in the fall of 2015.

ROLLS-ROYCE

• Rolls-Royce has announced Qantas Airways has ordered Trent 900 engines to power eight additional Airbus A380s. This brings Qantas’s Rolls-Royce powered A380 fleet to 20 aircraft. Qantas has also taken delivery of its first Rolls-Royce Trent 900-powered Airbus A380 at a spe-cial ceremony at Airbus headquarters in Toulouse. Although the Trent 900 is the largest and one of the most powerful engines Rolls-Royce has built, it was designed to minimise environmental impact. The engines operate well within the requirements of all current and proposed legisla-tion on emissions and the Trent-powered A380 comfortably meets the stringent noise limits for airports such as London Heathrow.

SAFRAN & CREUZET

• SAFRAN and Creuzet have confirmed the renewal of their collaboration agreement for a period of five years, reflecting their commitment for continuing a fruitful partnership. Working in partnership, the two companies will launch new technology studies, such as the development of leading-edge airfoils for fan blades. Their agreement also confirms the continued collaboration through 2013 between the Creuzet group company Creuzet Aéronautique and SAFRAN Group companies Snecma and Techspace Aero, for the production of engine parts.

Jean-Yves Le Gall, Chairman and CEO of Arianespace, and Anatoly Per-minov, General Director of the Russian space agency Roskosmos, have signed a contract for the acquisition of 10 Soyuz launch vehicles. These Soyuz rockets will be launched from either the Guiana Space Center in French Guiana, or the Baikonur Cosmodrome in Kazakhstan, during the second half of 2009. The contract provides for the supply of 10 Soyuz ST launchers (three stages, fairing and Fregat upper stage), along with the preparation and launch operations.

QuickRoundUp SHOW CALENDAR15 October – 18 OctoberINDIA AVIATION 2008Hyderabad, IndiaInfo: www.india-aviation.in

23 October – 24 OctoberFUTURE OF BUSINESS JETS CONFERENCELondon, EnglandInfo: +44 20 8531 6464; www.quaynote.com

27 October – 30 OctoberINTERNATIONAL AIR SAFETY SEMINARHonolulu, HawaiiInfo: (703) 739-6700, ext. 101; www.flightsafety.org

4 November – 9 NovemberAIRSHOW CHINA 2008Zhuhai Airport, Guangdong, ChinaInfo: +86 756 336 9235; www.airshow.com.cn

11 November – 13 NovemberDUBAI HELISHOWDubai Airport Expo, Dubai, United Arab EmiratesInfo: www.dubaihelishow.com

11 November – 14 NovemberBUSINESS AVIATION WORLD 2008Frankfurt, Germany Info: www.businessaviation-world.aero

16 November – 18 NovemberMIDDLE EAST BUSINESS AVIATION (MEBA)Dubai, United Arab EmiratesInfo: www.meba.aero

APPOINTMENTSBOEING APPOINTS CHANTAL DORANGE COMMUNICATIONS DIRECTOR FOR EUROPE, MIDDLE EAST AND AFRICABoeing has appointed Chantal Dorange Director of Corpo-rate Communications for Europe, the Middle East and Africa. Dorange succeeds Charlie Miller, who was re-cently named Vice President of International Corporate Communications. She will oversee a network of compa-ny and consultant communi-cators in more than a dozen markets across the region.

BOEING APPOINTS FAKHER DAGHESTANI MIDDLE EAST COMMUNICATIONS DIRECTORBoeing has appointed Fakher Daghestani Director of Cor-porate Communications for the Middle East, with respon-sibility for developing the company’s communications strategies and engaging with key stakeholders across the region. Fakher will be based at the Boeing Middle East office in the Dubai Airport Free Zone.

LASTWord CIVIL

Special


Three years was the expected period for airlines in the private sector to break even from the time of com-mencement of operations. But as all but one airline, licenced this year, complete three years of opera-

tions, profitability seems to have become a fading dream. In a fiercely competitive environment, airlines in India have been caught in a tightrope traipse—striving to maintain a fine bal-ance between unreasonably high input costs in India and the need for an attractive fare structure to ensure a respectable load factor.

Within a few months of launching operations, Indus Air-ways downed shutters even as Air Sahara and Deccan threw in the towel and were acquired by the relatively more stable Jet Airways and Kingfisher Airlines, respectively. Analysts de-scribed these events as ‘consolidation’ and ‘shakeout’ in the industry, both characterised by a degree of inevitability.

Merger of Air India and Indian, orchestrated by the gov-ernment for considerations somewhat similar to those of the private airlines, is yet to be completed. Teetering under staggering losses and mounting financial burden, Air India is seeking a bailout package of Rs 2,300 crore from the gov-ernment if only to stay afloat. Kingfisher Airlines, meanwhile, is reported to have accumulated heavy losses in its effort at brand-building even before ATF prices went through the roof. By March 2009, cumulative losses of all airlines together are expected to touch the estimated figure of a staggering Rs 10,000 crore.

Juggling survival strategies, airlines were dealt a devas-tating blow by the unprecedented rise in the international price of oil that peaked at nearly $150 a barrel. There was a corresponding rise in the price of aviation turbine fuel (ATF) and in the tax burden, which in India is perhaps higher than anywhere else in the world. Cost of fuel as a component of op-erating cost thus rose from 30 to 50 per cent in the course of a year, throwing all calculations out of gear and plunging the industry into major crises. Two other events fuelled the dis-tress: an economic slowdown in India and several US airlines succumbing to the turmoil in the American economy.

Gobsmacked, airlines including Air India wasted no time in reviewing respective business models. What followed was an exercise in rationalisation of routes; reduction in the num-ber of flights, especially on low-density routes, to eliminate excess capacity; restructuring of operations on international routes; trimming or redeployment of excess manpower; sal-ary cuts; reduction of fleet size; reconsideration of expansion plans, often leading to deferred induction or even cancella-tion of orders; implementation of fuel-saving measures; dis-continuing gimmicks, like ridiculously low fares; scrapping

commission to travel agents; and intro-duction of austerity in on-board service.

Apprehending erosion of competi-tive edge, airlines ini-tially desisted from raising fares. How-ever, air fares even-tually started inch-ing up and, driven by rising ATF prices, rose by nearly 50 per cent. Captains of the industry resorted to a demarche to pres-surise the govern-ment to rationalise excise duty on ATF and provide relief from the high rates of sales tax levied by the state govern-ments to help align the price with inter-national levels. Other suggestions included notification of ATF as ‘Declared Goods’ under the CST Act and permitting bulk import of fuel by individual airlines. The government is yet to act on the proposals.

Bleeding under the dual onslaught of rising operating costs and falling passenger traffic, at the macro level, airlines are seeking alternatives to tide over the crisis. Kingfisher Airlines, for instance, is sourcing sizeable funds from a bank to sustain operations. There is a high possibility that the smaller carri-ers may eventually sell out, leaving only three major players in the market—Air India, Jet Airways and Kingfisher Airlines. In such an eventuality, diluted competition would further pro-pel air fares northward. Emergence of low cost carriers was a major turning point in the Indian aviation industry. But the one debilitating factor that completely transformed its dy-namics is the price of ATF. To stop the haemorrhage, airlines will have to raise fares substantially—once again pushing air travel to realms beyond the reach of the common man. SP

—Air Marshal (Retd) B.K. Pandey

The one debilitating factor that completely transformed the dynamics of aviation is

the price of ATF. To stop the haemorrhage, airlines will have to raise fares substantially—

once again pushing air travel to realms beyond the reach of the

common man.

AFFORDABLE AIR TRAVEL a Fading Dream

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Among mortals, 76 may indeed be a ripe old age, but for an institution such as the Indian Air Force (IAF), it is the prime of youth. The exuberance and excite-ment associated with its 76th anniversary celebra-

tions is, therefore, quite understandable.As always, the IAF this year celebrates this auspicious

event on October 8. While there may be much reason to raise a toast, there is also the need to take stock of the state of ca-pabilities built up painstakingly over the last seven-and-a-half decades. This is also the time to evaluate these capabilities vis-à-vis the challenges that lie ahead for the nation, in general, and the IAF, in particular.

The IAF today is universally acknowledged as a modern force. In fact, since its inception, it has always been in the fore-front of technology, as the in-trinsic nature of its composition, role and responsibility demand that it be equipped with the lat-est and state-of-the-art weapon systems available at the point in time to fulfill its mandate. In the case of the IAF, ‘affordabil-ity’ has also been an important criterion.

Merely being a modern force in the emerging world order is, however, not enough. The na-tion is in transition from the status of a developing country to that of a regional power and even beyond to that of a global power in times to come. In the evolving scenario, India will be in a position to exert political and economic influence in the region of interest. In this context, India will be required to project military power essentially to safeguard its national se-curity interests that transcend its borders. The projection of military power may be necessary to protect assets and routes supporting an energy-dependent economy that is set firmly on high growth trajectory. It may also be inspired by the need to restore peace and security in regions in a neighbourhood rav-aged by conflict or to render humanitarian assistance in the face of natural or man-made disasters. In such scenarios, the IAF would have to play a leading role and shoulder elevated levels of responsibility. For this, the IAF will have to break out of the traditional defensive mindset calibrated to respond only to threat from Pakistan and China, actual or perceived.

The first signs that the IAF is conscious of this new status have been visible for some time now. While a training team

from the IAF has been positioned in Malaysia to help young fighter pilots of the Malaysian Air Force to hone their skills on the newly inducted air dominance combat machine, the Su-30 MKM, the Republic of Singapore Air Force has been invited to use one of the IAF airfields in the eastern parts of the coun-try to train combat pilots. The IAF contingent recently made waves at the multi-national Red Flag Exercise in the US, boost-ing international recognition and confidence levels. The IAF

has also helped refurbish an airbase in Tajikistan that could possibly be used in the future. These were unthinkable just a few years ago.

Change in the operational philoso-phy of the IAF is also evident in the capability of the equipment being ac-quired. The focus is clearly on extend-ed reach both in combat power and logistic support capability through the acquisition of the fleet of next genera-tion fighter aircraft, in-flight refuellers and airborne surveillance aircraft. There is also a determined effort to foray into space to enhance command, control, communications and intelli-gence capabilities.

Indigenous aerospace and defence industries, however, pose a serious handicap. To remain a combat force to reckon with, the IAF continues to depend heavily on foreign sources for advanced technologies in respect of aircraft and weapon systems. Apart from prohibitive costs and drain of precious foreign exchange, this ar-rangement has always been sensitive to geo-political paradigms and, a for-midable inventory notwithstanding, has the potential to severely limit the

overall capability of the IAF. This is a dilemma that the IAF has had to contend with throughout its existence thus far.

To be fair, indigenous industries cannot solely be held re-sponsible for the state of affairs. The IAF needs to introspect whether there has been the desired level of involvement and integration in the conceptualisation, management and ex-ecution of projects. The force needs to be a partner in the development of aircraft and weapon systems by the Indian defence and aerospace industries as also the various R&D organisations within the country and not merely a potential customer who has the easy option to turn to external sources for hardware.

The IAF has a long-term stake in the development of indig-enous technological capability, as in the ultimate analysis, its real strength can only be founded on self-reliance. SP

— Air Marshal (Retd) B.K. Pandey

The IAF needs to be a partner in the development of aircraft and weapon systems by the Indian defence and aerospace industries as also the various R&D organisations within the country and not merely a potential customer who has the easy option to turn to external sources for hardware

FOSTER SELF-RELIANCE

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military technology demon-stration payload in 2010. The new order brings the total number of Minotaur launch vehicles procured by the US Air Force, including space

launch and target vehicles to 25 since the inception of the programme in 1997. It also represents the eighth Minotaur

IV under contract for launches beginning in 2009. Minotaur IV is a heavier-lift four-stage space launch vehicle. •

previously awarded cost plus incen-tive fee contract to establish the final price and provide full funding for the procurement of seven US Air Force conventional take-off and landing propulsion systems, one initial spare module, initial spare parts and six US Navy short take-off and vertical landing propulsion systems.

RAYTHEON

• Raytheon Company has been awarded a Missile Defense Agency contract to continue research and development of the Network Centric Airborne Defense Element (NCADE). NCADE is an air-launched weapon system designed to engage short- and medium-range ballistic missiles in the boost and ascent phase of flight.

SAAB

• Saab has received an order from the Royal Thai Air Force for development of the Royal Thai Air Force air defence command and control system. The sys-tem will be developed in close collabo-ration with the customer and adapted for the specific requirements of the Royal Thai Air Force. The system involves the latest technology; for example data fusion capabilities, and is developed to be intuitive and user-friendly.

THALES

• Thales has been selected by the French defence procurement agency to upgrade the ELINT system on France’s Transall C-160G Gabriel intelligence aircraft. Thales’ system allows intercep-tion, analysis, decoding, recording and processing of Signal Intelligence.

EUROFIGHTER

• The first UK Tranche 2 twin-seat Typhoon is now in the final stages of assembly at BAE Systems Warton. The Tranche 2 Typhoon will provide the customer with an increased capability thanks to the improved speed and power of the aircraft’s computers.

US

• Defence Secretary Robert M. Gates and Czech Defence Minister Vlasta Parkanova have signed the status of forces agreement that will allow basing of US forces in the Czech Re-public and a declaration on strategic defence cooperation between the two nations.

QuickRoundUp

APPOINTMENTSWith effect from October 1, Air Marshal S. Radhakrish-nan has taken over the reins of Thiruvananthapuram-based Southern Air Com-mand. He succeeds Air Officer Commanding-in-Chief Air Marshal S.C. Mukul. Air Mar-shal Mukul in turn succeeds Lt General H.S. Lidder as Chief of the Integrated De-fence Staff in Delhi, the latter having retired from the post on September 30.

SHOW CALENDAR12 October – 13 OctoberAIR POWER MIDDLE-EAST CONFERENCE 2008Armed Forces Officers Club, Abu Dhabi, United Arab EmiratesOrganisers: Shephard Conferences and ExhibitionsURL: http://www.shephard.co.uk/AirPower-ME

14 October – 15 OctoberNETWORK CENTRIC OPERATIONSSingaporeOrganisers: IQPC Email: [email protected] URL: http://www.site-mem-bers.com

20 October – 21 OctoberSPACE-BASED ISRHilton Arlington & Towers, Arlington, VA, USAOrganisers: Technology Train-ing Corporation Email: [email protected] URL: http://ttcus.com/view-conference.cfm?id=79

28 October – 30 OctoberPRECISION STRIKE TECH-NOLOGY SYMPOSIUMJHU/APL - Kossiakoff Center, Laurel, MD, USAOrganisers: Precision Strike Association Email: [email protected] URL: www.precisionstrike.org

5 November – 6 NovemberHELI-POWER 2008 CONFER-ENCE & EXHIBITIONOlympia Conference Centre, London, United KingdomOrganisers: Shephard Conferences & Exhibitions Email: [email protected] URL: http://www.shephard.co.uk/heli-power

11 November – 13 NovemberASIA PACIFIC DEFENCE & SECURITYAdelaide Convention Centre, Adelaide, South AustraliaOrganisers: APDS Ltd Email: [email protected] URL: http://www.apds2008.com

The F-35 is a racehorse—not a ‘dog’ as Wheeler/Sprey suggest. In stealth combat configuration, the F-35 aerodynamically out-performs all other combat-configured Fourth Generation aircraft in top-end speed, loiter, subsonic acceleration and combat ra-dius. This allows unprecedented “see/shoot first” and combat radius advantages.

The high thrust-to-weight ratios of the lightweight fighter program Wheeler/Sprey recall from 30 years ago did not take into consideration combat-range fuel, sensors or armament, which dramatically alter wing loading, thrust-to-weight ratios and maneuverability. We do consider all of this in today’s fight-ers. The F-35 has the most powerful engine ever installed in a fighter, with thrust equivalent to both engines today in Euro-fighter or F/A-18 aircraft. The conventional version of the F-35 has 9g capability and matches the turn rates of the F-16 and F/A-18. More importantly, in a combat load, with all fuel, targeting sensor pods and weapons carried internally, the F-35’s aerody-namic performance far exceeds all legacy aircraft equipped with a similar capability.

When the threat situation diminishes so that it is safe for legacy aircraft to participate in the fight, the F-35 can also carry ordnance on six external wing stations in addition to its four internal stations. •

F-35 CAPABILITIES: SOME FACTS HIGHLIGHTED BY LOCKHEED MARTIN

To deliver LITENING Gen 4 targeting and sensor systems to the Air National Guard, Air Force Reserve Command and the US Marine Corps

Northrop Grumman Corporation has received a $120 million (Rs 565 crore) contract order for delivery of LITENING Gen 4 targeting and sensor systems and related equipment to support the Air National Guard, Air Force Reserve Command and the US Marine Corps. The order was the first Gen 4 award under an indefinite delivery/indefinite quantity contract by the 647th Aeronautical Systems Squadron, Wright-Patterson Air Force Base, as the executive agent for LITENING systems. LITENING Gen 4 is a pod-contained, multi-sensor laser target-designating, surveillance and navigation system. The pods are also equipped with a “plug-and-play” bay that enables them to accept a variety of data links without further wiring/installation modifications to the pod or aircraft. •

NORTHROP GRUMMAN BAGS US CONTRACT

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MILITARYAsia-Pacific

India, Russia set up panel to sort out defence issuesWith Delhi increasingly con-cerned over delay in Russian military hardware supplies, including Admiral Gorshkov and Su-30 MKI fighters, the two countries on September 29 decided to set up an apex joint working group (JWG) at the defence secretary level to identify and troubleshoot pending issues. The JWG will hold its first meeting in Mos-cow in November.

Indian version of fighter plane to differ from Russia’sThe Fifth Generation Fighter Aircraft (FGFA) being jointly developed by India and Russia will look substantially different for the two countries. While the Russian version will be a single-pilot fighter, the Indian variant will have a twin-seat configuration. “The Indian FGFA is significantly differ-ent from the Russian aircraft because a second pilot means the addition of another dimen-sion, development of wings and control surfaces,” said Ashok Baweja, Chairman of Hindustan Aeronautics Ltd (HAL), which is developing the aircraft along with Russia’s Sukhoi design bureau. It has been dubbed the ‘Raptorski’ for its similarity to the US F-22 Raptor.

Pune to get new Su-30 SqnAir Officer Commanding-in-Chief of South Western Air Command Air Marshal K.D. Singh said the Lohegaon air force base will get a new Su-30 MKI squadron by Decem-ber 2009. Currently, the base has two squadrons of Su-30 MKI, ‘Lightnings’ and ‘Rhinos’.

Americas

Boeing delivers final mission system simulator to NATOBoeing has delivered the second of two mission system simulators to NATO as part of the midterm upgrade of 17 E-3A Airborne Warning and Control System (AWACS) aircraft. The new simulator features 14 consoles on which AWACS operators train.

SPACEAmericas

Orbital awarded new Minotaur IV Mission Orbital Sciences Corporation has announced that the US

Air Force Space and Missiles Systems Center have recently placed an order for a new Minotaur IV launch vehicle under the company’s Or-bital/Suborbital Programme-2 contract. The order consists of one Minotaur IV launch vehicle that will be used to launch a

ALENIA AERMACCHI

• Alenia Aermacchi, a Finmeccanica Company, has offered the Hellenic Air Force its Integrated Training System based on the new generation M-346 Advanced/LIFTrainer (Lead-In Fighter) for the Advanced Jet Trainer programme. The participation of Alenia Aermacchi comes in the wake of the recent successful M-346 short listing in the two international Air Forces contests of UAE and Singapore after thorough and comprehensive flight evaluations.

ALENIA AERONAUTICA

• The Ministry of Defence of a Mediter-ranean basin country (which has asked the company to remain anonymous) has placed an order for four Alenia Aeronautica’s C-27J aircraft. This sale brings C-27J sales to the 121 mark.

BOEING

• The Boeing Company has delivered the 200,000th Joint Direct Attack Muni-tion tail kit on September 17, 10 years after JDAM guidance tail kit deliveries to the US and allied countries began. JDAM is a low-cost guidance kit that converts existing free-fall bombs into accurately guided smart weapons.

GRIPEN

• In a ceremony at AAD, Africa’s premier aerospace show, Defence Minister Mosiuoa Lekota officially handed over the first four of the country’s fleet of new generation Gripen fighters to Lt General Carlo Gagiano, Chief of the South African Air Force. South Africa has ordered 26 Gripen fighters of the latest C/D standard, nine two-seaters and 17 single-seaters. The remaining aircraft are scheduled to be delivered progressively until 2012.

LOCKHEED MARTIN

• The Lockheed Martin C-5 Avionics Modernisation Programme (AMP) has achieved another milestone with the induction of the first US Air Force C-5A into the programme. The AMP replaces the analogue cockpit instruments and systems in the C-5 with digital displays and equipment.

PRATT & WHITNEY

• Pratt & Whitney, Military Engines, is being awarded a $332,102,095 (Rs 1,555 crore) modification to a

QuickRoundUp “I’m determined not to sign on the dotted line on the JSF until I’m absolutely certain it’s capable of de-livering the capability it promises on time and on budget.”

Questioned by ABC1’s Kerry O’Brien on a newspaper re-port that claimed a top secret war game involving Austra-

lian and US military experts and defence personnel in Hawaii had cast “deep doubt” over the capacity of the Joint Strike Fighter (JSF) F-35 to perform against jets used by Russia and China, Australian Defence Minister Joel Fitzgibbon replied:On the reportI’ve seen the report and I’ve asked for a full report from Defence and I’ll rely upon that report to come to some conclusion about whether there is merit in the newspaper article. But I think this vindicates my stand on the JSF. I’m determined not to sign on the dotted line on the JSF until I’m absolutely certain it’s capable of delivering the capability it promises, and that that capability can be delivered on time and on budget.

On alternativesCertainly within the midpoint of the next decade we will want a Fifth Generation aircraft. And it’s true that there’s only one flying at the moment, that’s the F-22 Raptor, and there’s an internal debate in the US now about whether they will sustain that aircraft. So that reduces the odds of that being a part of the combat mix. Then, of course, there’s the development of the JSF. Now, we will need to rely upon the eventual delivery of the JSF and all of its capability. But some innovative things I’m looking at with the Super Hornet which will get taxpayers better value for money and will deliver greater capability could, for example, provide us with the opportunity to push the purchase of the JSF out to the right, therefore giving more time to secure the capability we’re looking for.

Setting the record straight on F-35US Air Force analyses show the Lockheed Martin F-35 Lightning II is at least 400 per cent more effective in air-to-air combat capability than the best fighters currently available in the international mar-ket. The air force’s standard air-to-air engagement analysis model, also used by allied air forces to assess air-combat performance, pit-ted the Fifth Generation F-35 against all advanced Fourth Genera-tion fighters in a variety of simulated scenarios. The results were clear: the F-35 outperformed by significant margins. Recent claims that Russian fighters defeated F-35s in a Hawaii-based simulated combat exercise are untrue, according to the US Department of Defense F-35 programme manager, USAF Major General Charles R. Davis. The Pacific Vision War-game was a table-top exercise de-signed to assess basing and force-structure vulnerabilities, and did not include air-to-air combat exercises or any comparisons of dif-ferent aircraft platforms. •

AUSTRALIAN DEFENCE MINISTER JOEL FITZGIBBON RESPONDS TO DOUBTS VOICED ABOUT JSF F-35 CAPABILITY

Hall of Fame MILITARY

Special


REVERBERATIONS OF THE TURMOIL that has para-lysed Jammu and Kashmir bring to mind heroes who contributed to the defence

of the strategically important state fol-lowing its accession to India in 1947. Foremost among them in aviation circles was perhaps Air Commodore Mehar Singh. Mehar Singh—affection-ately called Mehar ‘Baba’—was born on March 20, 1915 in Lyallpur district (now Faisalabad in Pakistan). He joined the Royal Indian Air Force (RIAF) and

was sent to Cranwell for training before being commissioned in August 1936.

Soon after his return to India, Me-har Singh joined the No. 1 Squadron and was launched into offensive air support operations over the wild and forbidding mountains of the North West Frontier Province. Those were free and easy days and a pilot’s exploits dictated solely by his courage, skill and endur-ance. Mehar Singh flew fighters, bomb-ers and transport aircraft—whatever was available. Once he was attacking a group of armed tribesmen in a particu-larly wild valley when the fuel tank of his Wapiti was hit by ground fire. For-tunately the aircraft did not burst into flames, but he had to nevertheless crash land. Crawling out of the wreckage, the pilot and the gunner managed to evade the hostile tribesmen throughout the night and make their way to safety. Very next day saw Mehar Singh back in the cockpit. During World War II, he com-manded No. 6 Squadron, equipped with Hurricanes, and led it admirably in the Burma theatre. In 1944, he was award-ed the Distinguished Service Order for his exceptional performance—the only

Indian pilot ever to be so honoured.In November 1947, Mehar Singh

was promoted Air Commodore and took over command of No. 1 Opera-tional Group in Jammu and Kashmir. Shortly thereafter, a major crisis devel-oped whereby Poonch became isolated by invading Pakistan-backed irregulars. The only way to prevent Poonch from falling was to deliver supplies and re-inforcements through a temporary air-strip. Mehar Singh insisted on being the first to land there, in a Dakota, carry-ing supplies for the beleaguered troops

and refugees. This was beyond the call of duty but completely in character: be-cause it was extremely hazardous he made it a point to be the first to do it, simply to instil confidence in his junior pilots. Within six days, 210 tonnes of supplies were delivered and Poonch was saved from certain capture.

Mehar Singh’s most famous feat was the establishment of an air bridge to Leh. During the spring of 1948, the invaders had cut the road from Sri-nagar to Leh. The garrison at Leh, a remote and inaccessible point, was tottering and desperately needed sup-plies and reinforcements. But the Da-kota—the only transport aircraft in the RIAF inventory—was designed for low level operation and had never flown at such high altitudes before. It had nei-ther de-icing equipment nor a pressuri-sation system. Even basic route maps were not available. Undaunted, on May 24, 1948, Mehar Singh personally led a flight of six Dakotas of No. 12 Squadron across the Himalayan ranges, soaring to a height of up to 6,000 m, before land-ing at an improvised sandy airstrip next to the Indus River at a height of 3,500

m. Over the next few days, braving all odds, the Dakotas flew in soldiers, arms and ammunition, food supplies, tents, other equipment and medical stores be-fore the invaders arrived. The entire La-dakh region was saved from falling into enemy hands by this courageous action. The history of Kashmir may have been very different if not for Mehar and his daring band of pilots. Throughout his tenure he displayed great devotion to duty, completely disregarding personal risk. When India became a republic and the gallantry awards were instituted he

was rightfully awarded the first Maha Vir Chakra of the Air Force.

However, after differences with his seniors over a range of issues, Mehar Singh decided that rather than get into open conflict and compromise discipline it was time to leave honourably, and so resigned on September 27, 1948. He flew for some years in the service of the Maharaja of Patiala. Flying from Jam-mu to Delhi on the night of March 16, 1952 his aircraft was caught in a severe storm. After surviving deadly enemy fire over hundreds of sorties, bad weather finally caused Mehar Singh’s premature demise at the age of 37. During his brief tenure of around twelve years in the air force, he was an inspirational figure in a fledgling service struggling to find its feet following the trauma of partition. Inured to fear, he did not consider any mission too difficult to accomplish and set a stirring example for those under him, commanding the loyalty of his per-sonnel as few others have been able to do since. SP

— Group Captain (Retd) Joseph Noronha,

Goa

Mehar Singh (1915 – 1952)

In November 1947, Air Commodore Mehar Singh insisted on being the first to land a Dakota laden with supplies and reinforcements at a temporary airstrip in Poonch that had been invaded by Pakistan-backed irregulars. Within six days, 210 tonnes of supplies were delivered and Poonch was saved from certain capture.

Military Special OPERATIONS


PARA DROP AT TANGAILPlanning: Indian forces inducted from the north, it was esti-mated, would need seven days to capture Jamalpur and push the Pakistani troops towards Tangail. The drop at Tangail was, therefore, planned for 1600 hours on December 10 with 2 Para. For the drop, a force of 50 transport aircraft was assem-bled, including 22 Dakotas, 20 Packets, six AN-12s and two Caribous. The capture of Tangail was critical to the overall battle plan. Tangail was on the road linking Jamalpur and Mymensingh to Dacca. When taken, Indian troops would be in a position to intercept Pakistani troops falling back from the north from Jamalpur, towards Dacca. The Poongli bridge across the Turag river, north of Tangail, was another impor-tant target to be captured intact by 2 Paras. Execution: With different types of aircraft, with differ-ent speeds, operating from widely dispersed airbases and dropping from different heights, minimising duration of para drop was essential. Despite the large number of aircraft and paratroops, the element of surprise was pre-served. BBC reported airborne assault by a Brigade. In re-ality, it was a battalion of 784 personnel. Two Packets, in the path finder role, took off 20 minutes ahead of the rest of the fleet. The Dropping Zone (DZ) was about five miles north east of Tangail. The drop was led by the two Caribous tasked to drop dummies as decoy. This was followed by the main force dropped over a two-and-a-half square mile area. As planned, the drop took 50 minutes. First went the supplies, then the heavy equipment and lastly, the men. Ammunition, rations and vehicles were dropped through the next day, and 2 Para linked up with the lead battalion of 95 Mountain Brigade, coming from Jamalpur. The para drop did exactly what it had been designed to do: confuse and disorganise the enemy forces. By dusk on December 12, Tangail and the Poongli Bridge were captured together with the Pakistani Brigade Commander and 10 officers. The para drop at Tangail an unqualified success, the push for Dacca was on.

AIR BRIDGING OPERATIONSPrior to the airborne assault at Tangail, another momentous event showcasing the partnership between the Indian Army and the IAF was taking place across the Meghna.Prelude to Ops: To impede the invading force, the Paki-stanis had blown up 500 bridges. Racing against time, the Indian Army resorted to “Air Bridging”. The bold employ-ment of a limited number of helicopters for crossing the Meghna was the single most significant factor that won the Bangladesh campaign for India. The heliborne operation was conceptualised at HQ EAC in consultation with the army. The acute shortage of bridging equipment necessi-tated air transportation for crossing rivers. Instrumental to success was the involvement of Group Captain Chan-dan Singh, Station Commander, Air Force Jorhat in the planning process. Mi-4 helicopters of 110 helicopter unit (HU) and 105 HU were with the Corps, along with a few Alouettes of 111 HU. The entire operation was executed with these few helicopters (nine to begin with, going up to between 11 and 14 at the most). Round-the-clock, for 12 days these ferried troops and equipment to Sylhet, Meghna on the Madhumati, across Meghna at Ashuganj to Rajpura and Narsingdi, and finally, to the outskirts of Dacca. The

operation to cross the Meghna, involving airlift of a bat-talion by helicopters at Kailashahar to a point north of the Surma river virtually in full view of Sylhet to the south of the river, began shortly before last light on December 7. The battle of Dacca started the day troops were helilifted to Rajpura across the Meghna.Progress of Operations: The burr of helicopters through the night led the enemy to believe that a large force was being brought in by air. The old Mi-4 was not equipped for blind flying. Nonetheless, with the bridge across the Meghna blown, operations continued through the night. Between sunset on December 7 and sunrise the next day, 1,270 men and 40 tonnes of equipment had been helilifted across the Meghna.

Immediately after the battle of Shamshernagar, Chandan Singh was asked by the Corps Commander to fly into Sylhet airfield to accept the surrender of the Pak Garrison Command-er. He was greeted with a hail of small arms fire. The helicop-ter got away and landed at the Corps HQ riddled with bullets. It was decided Sylhet would have to be captured before Paki-stani reinforcements could arrive, and a heliborne operation was ordered. The helipad was marked by hand-held domestic torches fixed into the ground. By dawn on December 8, Sylhet was in Indian hands. The daredevil chopper boys earned one Maha Vir Chakra and four Vir Chakras.

The 82 Light Regiment and two artillery regiments in

Narsingdi were also assisted by helicopters. On December 9, 4 Guards and a troop of 82 Light Regiment were lifted from Brahman Baria to Rajpura in 10 helicopters. The area west of Rajpura was secured by evening, and the helilift contin-ued until moonset, resuming at first light on December 10. As many as 110 sorties were flown in 36 hours from Brah-man Baria stadium, with the helipads marked by torches. Helicopters flew without a break, helilifting a battalion to Rajpura and evacuating 125 casualties to Agartala from Brahman Baria. By next morning, the choppers had airlifted a force strong enough to resume the race towards Dacca.

On December 11, the helicopters flew 99 sorties from Brahman Baria to Narsingdi, a town 30 miles from Dacca, helilifting 10 Bihar with a troop each of 82 Light Regiment and 65 Mountain Regiment. The next day saw chopper pilots pressing on in the teeth of enemy ground fire, flying 66 sor-ties in the relentless push towards Dacca. The culmination of the heroic effort across the Meghna came on December 14 and 15 when the Indian advance column was helilifted from Dandkhandi to Baidya Bazar, 16 miles from Dacca. The helilift operations pushed General A.A.K. Niazi to the wall. With no option in sight, he surrendered.

A single line of stark statistics is eloquent testimony to the feat by the helicopter fleet: for 12 days they placed their lives on the line to fly 409 sorties behind enemy lines and airlift 5,800 army personnel and 57 tonnes of arms and am-munitions. SP

“THIS (THE INDIAN AIR FORCE) HAS HASTENED THE SURRENDER. I AND MY PEOPLE HAVE HAD NO REST DURING DAY OR NIGHT, THANKS TO YOUR AIR FORCE.

WE HAVE CHANGED OUR QUARTERS EVER SO OFTEN, TRYING TO FIND A SAFE PLACE FOR A LITTLE REST AND SLEEP SO THAT WE COULD CARRY ON THE FIGHT,

BUT WE HAVE BEEN UNABLE TO DO THAT.” —GENERAL A.A.K. NIAZI,

AT THE SURRENDER CEREMONY IN DACCA

.......contd from page 26

MILITARYSpecial

OPERATIONS


Inspired and tasked by Air Marshal P.K. Barbora, AOC-in-C, Western Air Command, an An-32 aircraft of No. 48 Squadron this year carried out a trial landing at Daulat Beg Oldie (DBO) Advanced Landing Ground (ALG) on

May 31, true to their motto of Sahasam Falati Sarvatraha (Courageous Always Succeed). The squadron emblem of a ‘Camel’, symbolising grit and resilience, was very evident in achieving this world record feat for the highest landing in the ‘Yak country’ by any twin-engine fixed wing aircraft.

DBO is a nondescript camp-site that lies at the base of Karakoram Pass, at the northernmost tip of the Indian main-land. Positioned in a bowl at the base of fabled Karakoram Pass, adjacent to the banks of Chip Chap River, the place is surrounded by lofty mountains with the famous Aksai Chin in the east. It was here when on a hastily constructed kutch-cha airstrip, a C-119 Fairchild Packet of the IAF, piloted by the then Squadron Leader (later Air Marshal) C.K.S. Raje, first touched down on July 23, 1962 during the Chinese ag-gression in Ladakh. But there was a difference: the Packet aircraft was specially modified to a three-engine configura-tion. Even these operations were discontinued after 1965.

Inaccessible by land during winters, air logistics forms the backbone of supplies to troops in the area. However, it is para-

chuted drops carried out by helicopters and fixed-wing aircraft that keep soldiers supplied with the wherewithal to meet any eventuality and not the landed supplies by fixed-wing aircraft. The past two decades saw various feasibility studies conduct-ed by Pune-based Soil Engineering and Material Testing to explore the possibility of restarting fixed-wing landing opera-tions at DBO. These culminated in a ground reconnaissance of the ALG carried out by a core group comprising air and army officers as a prelude to commencement of the Herculean task of preparing the 46-year-old airstrip at an altitude in excess of 16,000 ft for this historic landing. On receiving a final report from Leh, No. 48 Squadron based at Chandigarh was given the final green signal by HQ WAC for the May 31 landing at DBO.

As anticipated, the rate of descent was double that of a normal landing in plains, given the high altitude and conse-quent high air speed on the final run. With complete poise, the aircraft roared over the beginning of the strip at a speed of 280 kmph and executed a perfect touchdown, making history whilst leaving twin puffs of dust on the kutchcha airstrip. After more than four long decades, DBO was again used for fixed-wing landing, but this time by an aircraft with its original two engines alone—another world record. SP

—Inputs from Western Air Command, IAF

Successful landing at Daulat Beg Oldie is a tribute to jointmanship

Camels Conquer Yak Country

MILITARYSpecial

OPERATIONS


In December 1971, the Pakistani Air Force (PAF) struck several airfields in northern India, prompting Delhi to

officially declare war with Pakistan. Two weeks later, the war was over. In one of the swiftest mili-tary campaigns in recent history, the Indian Army had overrun erstwhile East Pakistan.

On the eastern front, operations had begun early on Saturday, December 4. The combat fleet of the Indian Air Force (IAF) established air superiority in 48 hours; the instrument of surrender was signed at Dacca on December 16. The transport and helicop-ter fleet played a crucial role in the swift victory. The story of transport operations in the east is little known despite being the first—and only—major airborne assault operation in the history of the IAF. Even less known is the saga of sacrifice, sagacity and determination on the part of IAF helicopter pi-lots who operated against heavy odds. The successful cam-paign ought to rank in the annals of military history as a tribute to the helicopter and transport fleet of the IAF.

CROSSING THE BIG RIVERSTo appreciate the importance of the role transport aircraft and helicopters played, one would need to understand the topog-raphy of East Pakistan, now Bangladesh. The area is divided into four segments by the Ganga (Padma), Jamuna (Brah-maputra) and Meghna rivers, each so wide that the opposite

bank is lost to the eye. Each segment is truncated into pockets by innumerable water courses. From the on-set, speed was upper-most in the minds of planners,

for both political and military reasons. The area is a nightmare for the attacker and conversely, a defender’s dream. Its terrain, topography, riv-ers and rivulets, marshes and the concrete ‘for-tresses of defence’ set up by the Pakistani forces, should have made the concept of a swift attack, at the least, wildly optimistic. Pakistani forces had

also erected concrete defences on all accessible land routes, held these defences with Brigade and Battalion strength and accompanying armour, and blew up bridges across the rivers to impede movement of Indian ground forces.

The campaign involved crossing the big rivers along chosen approaches, in strength. India lacked adequate river crossing equipment, but this was compensated for by the IAF achieving air supremacy in the east, and above all by the use of helicop-ters and airborne assault operations. Despite the fact that the eastern sector offered the shortest approach to Dacca, the best geographical approaches from Indian territory were through the central sector, from the north across the Jamuna river in the Tangail sector and through Sylhet and Narsingdi, across the Meghna river in the east. These thrusts were achieved by the para drop on Tangail, and the air bridging operations by helicopters across the Meghna.

Helilift Saved the Day

by Air Commodore

R.O.J. Assey

The successful 1971 campaign in Bangladesh

ought to rank in the annals of military history as a

tribute to the helicopter and transport fleet of the IAF

contd on page 28.......

MILITARYSpecial

OPERATIONS


While there has been progressive increase in the strategic importance of the southern peninsula, the threat scenario has become more operationally challenging, a situation

the HQ SAC needs to contend with

On July 19, the Southern Air Command (SAC)—youngest operational command of the Indian Air Force (IAF)—entered its silver jubilee year. To contain the operational challenges arising on account of the changed geopolitical situation in India’s southern peninsula in the early 1980s,

a need was felt to establish an IAF command which would cover the geographical areas of not only the peninsular India but extending to its island territories of Andaman/Nicobar in the Bay of Bengal in the east and the Lakshadweep islands in the Arabian Sea in the west. Thus was born Southern Air Command (SAC) with its headquarters in Thiruvanan-thapuram, Kerala on July 19, 1984. The command moved into its permanent location at Akkulam in 1996.

Formation of this command and its sub-units was dictat-ed by the need to provide a ready basic infrastructure to en-able quick deployment of combat forces to cater for sudden threats developing in peninsular India and the nation’s is-land territories. The responsibility of defending India’s larg-est geographical land mass within existing resources was truly onerous and yet a resolute team of air warriors under the effective leadership of its pioneers nurtured and met the operational challenges of the times. The challenges ranged from effectively controlling all air operations in Sri Lanka and Maldives during ‘Op Pawan’ and ‘Op Cactus’, respec-tively, to providing succour during the Tsunami of 2004. The command has also been entrusted with the responsibility to provide comprehensive air defence (AD) of the entire south-ern peninsula on account of the proliferation of air power capabilities to non-state actors like the LTTE in Sri Lanka.

In addition to non-state actors, the legacy of being co-erced by the presence of superpowers in the peninsular re-gions as also the increasing presence of Chinese military assets and a variety of other operational factors demand a high state of operational readiness and preparedness. While there has been a progressive increase in the strategic im-portance of the southern peninsula, the threat scenario has become more operationally challenging, a situation that HQ SAC needs to contend with. This, coupled with the strategic vision of the air force, led to a need to train and develop competencies which led to a host of operational exercises

being conducted in the last few years. The IAF vision of ‘Strategic Reach’, in addition to oth-

er factors, demands of SAC the ability to defend the larg-est geographical land mass against a variety of aerospace threats (both land and sea launched) and also to maintain a credible air strike capability around the entire coastal re-gion and also far into the Indian Ocean Rim. It is towards the fulfillment of this vision that a variety of AD assets, in-cluding sensors like radars, MOFs, as also AD batteries and other elements, have been inducted and are being deployed systematically by HQ SAC. Apart from optimum utilisation of existing assets these have been effectively integrated with AD sensors of the sister services as also civilian radars. The effective integration of these radars has made the concept of Flexi Airspace a reality by providing seamless cover over the peninsular region. As a matter of fact, not only has sys-tematic strengthening of AD of the peninsula secured the interests of the country, it has also stymied any possibility of misadventure by interests inimical to the country.

In addition to AD measures, the combat potential of fight-er aircraft has also been gainfully tested during operational exercises like this year’s ‘Dakshin Prahar’. The potential ra-dius of action now apparent after the exercise have opened an entire new realm to which power and military force can be projected. This capability is further being boosted by development of ‘AirForce Enclaves’ at a variety of civilian airfields which could be utilised to support command’s stra-tegic initiatives. The networking both within the command HQ as also with the other agencies has witnessed a marked improvement on account of the regular exercises.

Finally, to fulfill the ‘Aerospace’ vision of the IAF, the first Command Space Cell of the IAF has been established this year at HQ SAC. As in case of the history of the IAF and this HQ, the beginnings are small but the resolve is large. The Command Space Cell is evolving in tune with the emerging needs of the IAF and making efforts to achieve the goal of a credible aerospace capability and, in the pro-cess, doing justice to the motto of HQ SAC: “Antariksh Pra-shasamahay”. SP

—Inputs from HQs Southern Air Command, IAF

Securing the South

MILITARYSpecial

OPERATIONAL READINESS


Strengths and weaknesses of any service is defined by the na-ture of the medium in which it operates. For the air force, the

ubiquitous nature of the atmosphere enables intrusion into the other service mediums without interference. As is obvious, for the air force the strengths are defined by speed and reach. Trans-lated to the realm of esoteric concepts, speed defines “time” and reach defines “space”. In modern day warfare, con-trol over these two elements would offset to a large degree several other inherent disadvantages of a nation. Classic example is the disadvantage afforded by geography (size and ac-cessibility) being offset by air transpor-tation. Countries with large strategic depth can be rendered vulnerable by the reach of a few well directed fight-ers and bomber aircraft (control of space). Similarly, quick reaction (due to speed) may partially offset the prin-ciple of surprise and turn around dif-ficult situations (control of time).

OPERATIONAL READINESS OF THE IAFProactive scenarios are different from reactive scenarios only because of the marked difference in force readiness times available between the two. There-fore, operational readiness of the IAF has to be seen in a reactive scenario. Modern aircraft and weapon systems have in-built quick reaction times that can afford at least one engagement of the attacker before coming under threat. Good planning coupled with an effective early warning chain can increase this engagement time two to three fold. Key considerations to increase the time further may include use of mutli-tiered systems or an integrated approach. Finally, reduction of the service response time for conventional or unconventional threats is the result of the synergy created by integrated support systems.

Operational readiness of any air force of the world is gauged by its ability to respond quickly to a threat. The cycle of targeting encompasses the sensor (the first element) till the shooter (the last element). In between, several key links complete the chain. Important links are:

• Sensors• Communication system• Decision aids

• Weapon• Decision-maker• Network

Except for the decision-maker, the links are largely technology dependent. Network Centric Warfare uses the tech-nological advances made in informa-tion technology to create a Situational Awareness Picture, taking inputs from diverse sensors and presenting it in an easy-to-understand format to the com-mander. Once the decision is taken, it is conveyed to the weapon system opera-tor to engage the target. In a networked environment, the sensor-to-shooter loop can be reduced dramatically.

The IAF has integrated several modern technologies in its stride since its inception. From Automatic Data Handling Systems to the Integrated Air Command and Control System and the Air Force Net—the IAF has moved from legacy equipment-orient-ed service to a network enabled ser-vice. While several ongoing projects will add to the operational readiness of the IAF, the force has moved signifi-cantly towards modernisation.

In the recently concluded Exercise Red Flag 2008 at the USAF’s Nellis Air Force Base, the IAF contingent prac-ticed the concept of Dynamic Target-ing and aimed at reducing the maxi-mum permissible time of half-an-hour to a few minutes. During the exercise, all dynamic targeting missions were successful. It will take the IAF a while to achieve this time in the battlefield, but the day is not far off when this will

be a distinctive feature of IAF operations.

IN CONCLUSIONThe IAF is operationally ready to take on any threat to the security and sovereignty of the nation. The response time has definitely reduced from earlier days to the present network enabled operations. This required the IAF to absorb modern technologies and systems, train operators and operationalise modern concepts. Rapid and ongoing progress in technologies demands the IAF maintain a vibrant and dynamic outlook in order to keep pace with emerging operational capabilities. SP

—Inputs from Air Vice Marshal D.C. Kumaria, ACAS OPS (Space), IAF

Defining Capabilities

Rapid and ongoing progress in technologies demands the

IAF maintain a dynamic outlook in order to keep

pace with emerging operational capabilities


Military Special MULTI-NATIONAL EXERCISE

OMECOMING AT PUNE ON SEPTEMBER 13 brought to an end the Indian Air Force’s (IAF) over two-month long western odyssey. On July 7, eight Su-30MKIs of No. 20 squad-ron ex-Pune with two IL-78 mid-air refuel-lers and an IL-76 transport support aircraft of No. 78 and No. 44 squadron, respectively,

left the Indian shores, winging their way halfway across the globe into western hemisphere to participate in the US sponsored Red Flag Exercise conducted from Nellis Air Force Base near Las Vegas in Nevada. The world renowned exercise was instituted by the USAF after the Vietnam War with an aim to train combat pilots to survive in war and win. Over the years it has grown in size and stature to acquire the present international status.

Encouraged by the ever strengthening Indo-US strategic partnership and a defence cooperation agreement inked by the two countries, air forces of both the countries had engaged in a number of bilateral exercises in each other’s skies. The IAF’s participation in the multi-national Red Flag Exercise has pushed the Indo-US strategic partnership a notch higher. This year, apart from the IAF, the French Air Force (FAF) with Rafales and the South Korean Air Force (ROKAF) with F-15K Slam Eagles matched skills with the USAF’s F-15C Eagles, F-15E Strike Eagles, EA-6B Prowlers, E-3B AWACS, KC-135 air-to-air refuellers and AN FPS-75 GCI radars.

As outlined by Vice Chief of Air Staff Air Marshal P.V. Naik at a media conference in Delhi on September 18, the IAF’s main objectives for participating in Red Flag were to project

its air power by deploying a trans-continental task force of fighter, tanker and tactical airlift aircraft and participate in realistic air operations; to assess its capability to support and sustain such a task force; and, to demonstrate the IAF’s professional credibility in the “most demanding air exer-cise”, acknowledged globally. The other objectives included exposure and integration of transport and combat support elements in a multi-national exercise and finally, to provide realistic training and exposure to IAF’s Special Forces (Ga-ruds) in an international scenario. Later, the Garuds earned praise from Captain Bury of USAF, who said: “The Garuds have well executed all the assigned missions overcoming all the exercise limitations. They are a highly trained, motivat-ed and mission oriented force. They never lose their focus and can achieve the near impossible task given to them.” The IAF also set itself the task of understanding the USAF’s Concept of Operations (CONOPS) in a network centric envi-ronment, a capability that it admittedly lacks at present and would like to build upon.

How did the IAF perform in what is popularly called ‘Mother of all air exercises’? Indian team leader Group Captain D. Chaudhary is rather reticent in highlighting his team’s achievements but candid in admitting that technol-ogy is the only limiting factor. However, “despite the adver-sity, which over the years we have mastered, the fact that we have done well has come out startlingly in the international exercises”.

What did the hosts have to say about the Indian partici-pation? Captain Marcus ‘Spike’ Wilson, Director Operations,

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MILITARYSpecial

JOINT EXERCISE


the Eagle has

Landed>The IAF’s participation in the multi-national Red Flag Exercise has pushed the Indo-US strategic partnership a notch higher

MILITARYSpecial

MULTI-NATIONAL EXERCISE

by Air Marshal

(Retd) V.K. Bhatia PHO

TOG

RAPH

S: IN

DIAN

AIR FO

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Military Special TECHNOCRATS


THE IAF WOULD LIKE TO PROJECT itself as a very po-tent continental force with both regional and extra regional capabilities. An effective indi-cator of a highly potent force is the ability to produce high sortie generation rate and the

ability to tackle a large number of target systems in a short duration of time. Each of these indica-tors is in turn a function of aircraft systems (like radars) serviceability, system reliability and spares availability. Therefore, engineering and maintenance set up is the backbone of effective combat operations. However, the typical inven-tory of the IAF poses a daunting challenge for the engineering and maintenance staff.

Periodic acquisition of aircraft by the IAF over the years has led to a situation wherein the organisation is saddled with an assorted technology spectrum. At one end of the spectrum, there are state-of-the art systems, while at the other end, there are low end legacy weap-on systems. There are many weapon systems of Indian ori-gin as well. The IAF inventory of weapon platforms exhibits a mix of aircraft and equipment of different generations, tech-nology and origin. IAF operates more than 20 types of aircraft comprising both Russian and western fleets with technologi-cal vintages ranging from low-end Avro and MiG-21s to the technologically advanced M 2000 and Su-30 MKI aircraft. Similarly, other types of aircraft, radars and missile systems from varied origins are held on the inventory of the IAF. The di-versity in which IAF operates is truly multi-dimensional.

Procurement of aircraft and system equipment from a number of vendors and manufacturers results in delays in provisioning of spares. The delays, irrespective of the alibi, all add up to longer down times of aircraft and low fleet service-ability. Different fleets are linked with type-specific mainte-nance infrastructure. The upkeep and operation of this huge and diverse infrastructure is a challenge in terms of staffing, training and specialisation.

The IAF has taken a number of steps in effectively cop-ing with the challenges of multi-dimensional diversity. For example, earlier the IAF had been continuing with the nine aviation trades structure. This trade structure had inher-

ent limitations in terms of flexibility in deployment of tradesmen. It was decided to restructure the trades based on their functional-ities. Trade restructuring to five aircraft trades has been implemented in the IAF suc-cessfully now. It has helped in multi-skilling of air war-riors and flexibility in their employment. The IAF has also taken a huge initiative in its indigenistion drive.

Indigenisation is being taken up for all possible spares and components that can be indigenised. HQ Maintenance Command and Base Repair Depots are tak-ing special initiatives in this

regard. More than 80,000 components have already been indigenised by the IAF so far. In addition, offset clause has been introduced in the Defence Procurement Procedure. This clause will ensure that the technology is also transferred along with the weapons system procured from abroad. This would increase self-sufficiency and help in developing own industry.

—Inputs from Air Vice Marshal A.K. Khosla, ACAS (MP), IAF


Periodic acquisition of aircraft by the IAF over the years has led to a situation wherein

the organisation is saddled with an

assorted technology spectrum

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Multi-Dimensional Diversity

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liberately specify transfer of technology. This gives personnel the opportunity to familiarise with the latest innovations. Besides, the entire training philosophy is forward-looking. For instance, even flight cadets just entering ser-vice are steeped in the theory of the most ad-vanced systems so that they are no strangers when they actually encounter them. Pilots and engineers regularly migrate from one fleet to another and the process holds no terrors.

Post emergence of the Air Power Doctrine in 1997, the IAF consistently emphasises the acquisition of force multipliers. It accepts that an increase in technology levels inevi-tably goes hand-in-hand with a decrease in force levels. While superiority in numbers over adversaries is certainly attractive, steep cost escalation results in a dwindling fleet—the numbers dipped to a depressing low of 29 squadrons some years ago before recovering. Improve-ments in C4I structures and a revamped, modernised air de-fence and communication network also help compensate for reduced numbers. To this end, all major acquisitions now seek to have a strong technological underpinning as well as multi-role capability so that the same aircraft can be used for diverse missions without undue difficulty.

Pursuing technology upgrades with determination, the IAF extracts the last ounce from existing assets. Conse-quently, it is sometimes among the last in the world to phase out particular types. In the MiG-21 upgrade project, 125 of these aircraft are in the process of acquiring sophisticated avionics and on-board electronic systems. Similarly, in the MiG-29 upgrade, 69 aircraft will remain in service 10 to 15 years extra, after being fitted with advanced weapons like the R-77 medium range air-to-air missile and a new avionics suite with improved target acquisition capability. Upgraded electronic warfare systems, to improve survivability against modern threats, and mid-air refuelling capability offering dramatic range enhancement complete the picture. The MiG-27 and Jaguar upgrades are also nearing completion.

The 1999 Kargil operations afforded the IAF valuable ex-pertise in the operation of Precision Guided Munitions and Beyond Visual Range (BVR) missiles under combat condi-tions. Offensive air operations went unchallenged by the PAF. The BVR missile armed MiG-29s, on escort duty and combat air patrol, ensured that PAF fighters stayed well over 20 km away from the LOC. The ongoing move to make even vintage aircraft like the MiG-21 BVR capable illustrates the impor-tance that the IAF accords to staying on the cutting edge. Electronic counter measures suites have also been integrat-ed with many combat aircraft to improve survivability.

In the recent past, the IAF achieved a great technologi-cal leap via force multipliers like in-flight refuelling aircraft and airborne early warning aircraft. IL-76-mounted Phalcon Airborne Early Warning and Control (AEW&C) Systems will provide unprecedented long-range target acquisition and identification, allowing simultaneous performance of a wide variety of air-land battle management functions. Six of these aircraft will bolster the IAF’s air-surveillance capability multi-fold giving it an ‘eye-in-the-sky’ to detect enemy planes and missiles in flight. In 2003, the IAF acquired six IL-78MKI air-

craft fitted with aerial refuelling pods vastly enhancing the radius of action of its combat aircraft. All future fighter acquisitions, most likely, will be aerial-refuelling capable.

The IL-76, An-32 and Dornier aircraft, which have borne the brunt of the IAF’s ex-tensive transport operations, will soon be augmented by the advanced C-130J Super Hercules. The whirlybird fleet will also get a boost with the addition of six heavy lift he-licopters, two squadrons of attack helicop-ters—Boeing’s fearsome AH-64A Apache is a strong contender—as well as 120 light helicopters. After waiting for over two de-cades, the IAF recently acquired the Hawk Mk-132 Advanced Jet Trainer. Thus, fledg-ling pilots are introduced to modern equip-ment within months of joining the IAF.

Apart from the IAF’s Searcher Mk II and Heron unmanned air vehicles (UAVs), Israel Aircraft Indus-tries and India’s Aeronautical Development Establishment are jointly developing three new UAVs. The Indian space pro-gramme is making impressive strides and with the launch of CARTOSAT-2A earlier this year, India is one of the few countries with a dedicated military satellite. Equipped with advanced synthetic aperture radar and a digital camera with a resolution less than 1m, the satellite would boost the IAF’s satellite reconnaissance capability. The IAF also plans to link the new Phalcons, aerostat balloon radars and low-level transportable radars with the dedicated military satellite to form a comprehensive reconnaissance and defence system. Further, the entire ground-based air defence system is being upgraded to ensure gap-free radar cover. Aerostats and new sensors, like the advanced Green Pine radar, which are at various stages of procurement would revamp the air defence system over the vast Indian airspace. Acquisition of surface-to-air missiles (SAM) has stagnated for several years but the purchase of 18 Israeli Spyder SAMs should be the first step towards putting in place an urgently needed advanced new-generation SAM system, hopefully by 2011.

The IAF has always favoured the indigenous route while acquiring new equipment. Unfortunately, long delays and performance gaps sometimes compel it to look elsewhere. Unconscionable delay in the induction of the LCA-Tejas is a case in point. HAL would, perhaps justifiably, cite technology denial as a major cause of the time overrun. However, now that the Indo-US nuclear deal has finally been signed, the restraints on import of dual-use technology are likely to be eased, giving a much needed push to the Tejas programme.

Chief of the Air Staff Air Chief Marshal F.H. Major recently said: “India has an increasing role in world affairs and, in keeping with that, the IAF is in the midst of an exciting trans-formation. No nation can be a major power without a high level of technological capability and a capacity to meet ba-sic need indigenously. Technology is the core of an air force. The IAF operates and maintains equipment across the entire spectrum, from the state-of-the-art to the older generation. The coming decades are full of challenges. The IAF seeks to exploit space, handle smart weapons, use information man-agement tools and other revolutionary technology.” A clear pointer to a technologically rich and exciting future. SP

“The IAF operates and maintains

equipment across

the entire spectrum,

from the state-of-the-art to the older

generation.” Air Chief Marshal

F.H. Major, Chief of the

Air Staff, Indian Air Force

MILITARYSpecial

TECHNOCRATS


Six aircraft manufacturing giants eyeing a shopping list of 126 fighters propped by an estimated bud-get of a whopping Rs 45,000 crore ($10 billion)—India’s most ambitious drive to procure Medium Multi-Role Combat Aircraft (MMRCA) for the In-dian Air Force (IAF) is gathering speed. The front-

runners have submitted individual proposals and in conten-tion are some of the most advanced fighters in the world: the Russian MiG-35, the JAS-39 Gripen from Sweden’s Saab, the Dassault Rafale from France, the Eurofighter Typhoon from the European Consortium, and Lockheed Martin’s F-16 Fighting Falcon and Boeing’s F/A-18 Super Hornet from the US. IAF field trials are scheduled later in the year.

By 2017, the joint Indo-Russian Fifth Generation Fighter Aircraft (FGFA) envisaged by the IAF to meet its futuristic requirements could also be inducted. The FGFA is planned with a potent mix of stealth, super-manoeuvrability, super-sonic cruise, long-range strike and high-endurance air de-fence capabilities. In addition, there is the much awaited LCA, Tejas. Is the IAF overawed by the prospect of operating such sophisticated fighters? Not by any measure.

As evidence is an enviable record of successfully inducting technologically advanced aircraft and equipment. In 1963, the ear-shattering roar of the Soviet MiG-21 announced the IAF’s entry into the supersonic age. The aircraft was at the top of its class and swiftly became the mainstay of the fleet. Switching from Gnats and Hunters to the supersonics was undoubtedly a steep learning curve, as numerous MiG-21 losses proved.

Pilots and technicians had to get used to advanced aerody-namics and airframes, engines, avionics and weapons. Many other MiG variants followed, culminating in the MiG-29. In its time, the MiG-25 strategic reconnaissance aircraft could operate at will beyond the reach of hostile interceptors or missiles. The Jaguar, with its awesome bomb load, and the mighty Mirage 2000 multi-role combat aircraft also arrived, reducing the threat posed by the Pakistan Air Force’s (PAF) F-16s to pedestrian. The last Russian aircraft to be inducted was the Su-30MKI, which will form the backbone of the IAF fleet for decades. Is it any wonder that the MiG-35 is now a strong contender for the prized MMRCA contract?

In sum, between 1978 and 1988, around 20 new air-craft types and sub-types—strike fighters, third-generation supersonic interceptors, tri-sonic reconnaissance aircraft, strategic heavy lift transports, medium tactical transports, light transports, heavy lift and medium-assault helicopters and basic trainers—were added to the IAF inventory, plus surface-to-air missiles and an array of lethal weaponry.

How was the IAF able to induct so much sophisticated hardware without major hiccups? It was no mean task to take airmen—many from villages with little more than in-candescent lamps and ceiling fans by way of ‘sophisticated equipment’ at home—and train them to understand, oper-ate and maintain state-of-the-art aviation systems. The IAF accepted the challenge wholeheartedly: it currently operates more diverse types than any comparable air force in the world. Rather than buying off-the-shelf, most contracts de-

by Group

Captain (Retd) Joseph

Noronha, Goa

A Giant Leap FORWARD

Is the IAF overawed by the prospect of operating sophisticated fighters? Not by any measure. As

evidence is an enviable record of successfully inducting technologically advanced aircraft and equipment.

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Military Special TRAINING


In order to overcome these lacunae, Technical Type Train-ing (TETTRA) Schools were formed, to ensure type specific training prior to joining field units. Presently we have a num-ber of TETTRA schools for aircraft and systems, including a recently established for information technology (IT).

ROLE OF SIMULATORSToday, simulators play an important role in training. With improvement in IT and other technology, high fidelity sim-ulators are becoming a reality, which can impart realistic training. Full motion simulators can replicate not only dy-namic flying conditions but also simulate realistic patterns of weather and terrain.

One can also simulate grave emergencies which otherwise cannot be practiced while flying, such as switching off engine mid-air. Modern simulators also allow weapon delivery and air combat. Such high fidelity simulators are also available in other areas of training, such as maintenance practices, which include fault analysis and replacement of aircraft and engine parts, allowing technicians to correct mistakes without jeop-ardising the safety of an actual aircraft.

Then there are simulators for observing aero medical aspects, such as disorientation and ‘g’ tolerance, recently ac-quired at IAM, Bengaluru. IAF also has simulators for training Mechanical Transport Drivers and Drona simulator for ground weapons training. As we look ahead most of the practical train-ing presently imparted on cut-away modules would be shifted to simulators. The IAF recently configured radar simulators in-house, for Fighter Controllers and Air Traffic Controllers. An on-line inventory and accounts management programme IMMOLS, has an in-built simulator to train all new operators. There is a need to create a realistic simulator on information warfare to ensure honing of skills for avoiding cyber attacks.

EMERGING PATTERNSAll ab initio airmen recruits are given Joint Basic Phase Train-ing at Belgaum since 2000. As in the case of officers, it has helped in creating a great understanding and bonding between different tradesmen. Subsequent training pattern for airmen has been changed recently to cater to the requirement of learn-ing skills in a graduated manner and to only those relevant to the field-work assigned at that seniority and experience.

Introduced in 2004, Just in Time Training caters to acquir-ing higher but structured training periodically, after the air-man gathers more hands-on experience in the field units. Such realignment of training courses and methodology will ensure that the technicians are given requisite skills to maintain the new generation aircraft and hi-tech equipment.

With IT becoming all pervasive, air warriors are imparted training in this field from the very basic stage. The syllabus ca-ters to gaining adequate skills in office automation, so that on joining regular field units they are adept at working on com-puters. Such computer literacy will help the IAF in network centricity, expected to be achieved in the next couple of years.

As the Indian economy becomes more vibrant, there are varied career opportunities for the youth. To attract them to the IAF becomes that much more challenging. This is par-ticularly true for the pilots and technical officers. With cur-rent boom in civil aviation in the country and a projected shortage of over 3,500 pilots, young men and women prefer to acquire Commercial Pilot Licence (CPL), many of them

resorting to bank loans for such training. On employment, it is the responsibility of that airline to assist such pilots in attaining Air Line Transport Pilot licences. However, already there are lesser demands for such CPL holders because of their lack of adequate experience. To attract such aspirants, this year the IAF has started ‘Short Service Commission for Men’, which was hitherto available to only women pilots. With an engagement period of 14 years, these young pilots will be able to garner enough flying experience, which will help them to avail alternate career at the end of their en-gagement period, if they so chose, in civil aviation.

Similarly, to overcome the shortfall in strength of techni-cal officers, for many years now, the IAF has been demand-ing for establishment of an Air Force Engineering College to be located in Bengaluru. Such a college is proposed to follow similar pattern to the Army and Navy Engineering Colleges or the Armed Force Medical College for medical officers. Sci-ence students would be enrolled after 10+2 and at the end of their training period, along with being commissioned as a technical officer in the IAF, the trainees would get an en-gineering degree from a recognised university. HAL has also shown willingness to join this programme. Unfortunately, this proposal is still awaiting government clearance.

DISTANCE EDUCATIONIn order to reduce absence from field units, the IAF recently in-troduced distance education for most of the in-service training courses. This also inculcates a habit of self-learning, very es-sential as one grows in service. Essential contact programmes

have been maintained to en-sure sharing of experiences and bonding amongst branch-es. With Satcom and network centricity in the offing, it will not only facilitate distance education, but the IAF could well introduce virtual class-rooms for distant locations, to propagate latest instructions especially in the field of opera-tions and flight safety.

The IAF has always been innovative in chang-ing training patterns to cater to emerging requirements. However, such changes can-not be introduced too often as implications of such changes are not discernable immedi-

ately. While the IAF caters to periodic in-service and joint service training at different levels of seniority, there can be no substitute to self learning, aided by observing peers and seniors. Each senior appointment has its own peculiari-ties and challenges which cannot be taught, per say. This is where individual’s involvement and values imbibed over the years, plays an important role.

Aided by the skills honed during service and armed with qualifications gained for various courses of instruction, the air warriors stand out in different walks of life, even after leaving the IAF, which is always happy to be a part of their continued success. SP

With improvement in IT and other technology, high

fidelity simulators are becoming

a reality, which can impart realistic training

Military Special TRAINING


10 squadrons, which necessitated requirement of additional pilots and technical personnel. It was, therefore, decided to create training facilities in the country itself. While initial train-ing for the officers was carried out at Walton in Lahore, the flying training was set up at Risalpur and technical training at Ambala. More facilities were later added at Jodhpur, Jalahalli, Tambaram and Coimbatore. At the time of partition, the IAF inherited five of these training schools:

• Initial Training Wing (ITW) at Coimbatore• Elementary Flying Training School at Jodhpur• Service Flying Training School at Ambala• No.1 Ground Training School at Jalahalli and• No.2 Ground Training School at TambaramIt was only in 1949 that the Training Command was

formed, but it controlled only ground training, with Air HQ directly managing the flying training. In the aftermath of 1962 war, the task of Training Command increased rapidly with a number of new establishments at Allahabad, Bengaluru, Secunderabad and Jodhpur. While the HQ Training Command moved to its present complex at Hebbal in 1968, all flying training was centralised in the South after the Air Force Acad-emy (AFA) was established at Dundigal in January 1971.

TRAINER AIRCRAFT IN THE IAFIAF has always given great impetus to the indigenous develop-ment of trainer aircraft. While IAF was initially using license produced Prentice aircraft for basic flying training, the very first Hindustan Aeronautics Limited (HAL)-designed HT-2 aircraft, which was test flown on August 13, 1951, became a hallmark of basic training for a number of years. A total of 150 aircraft were produced by HAL for the IAF. This trainer was used till 1989 when another HAL designed piston engine trainer HPT-32 (Deepak) took on this task. Similarly, in September 1973, in-digenously manufactured jet trainer Kiran replaced Vampires and after 35 years in service, continues to train pilots even to-day. Recently introduced Hawk AJT is also being produced by HAL under licence. Similarly, indigenous Dornier aircraft and Chetak helicopter, also from HAL stable, are used for training pilots of Transport and Helicopter streams.

Plans are already afoot to replace the HJT-16 (Kiran) by HAL-designed Intermediate Jet Trainer (IJT) which was test-flown in March 2003. While IJT has the distinction of having been test flown within five years of initial concept design, delays in development of Russian AL-551 engine has in turn delayed the deliveries to the IAF. Due to this delay, the IAF has a challenging task of ensuring that the critical require-ments of Rolls Royce engine for Kiran aircraft are met, till the IJT are produced in requisite numbers. Apart from Kiran, there are plans to replace the HPT-32, Air Staff Requirements for which are in the final stages, so as to allow HAL to design the aircraft well before the phase out of Deepak aircraft. The new basic trainer will be fitted with a turbo-prop engine, glass cockpit, an ejection seat and other features to make the platform ideally suited as a lead-in trainer to the IJT and Hawk AJT. In the foreseeable future, Dornier will continue to be used for training transport pilots and its replacement will depend on the successful deliveries of National Aerospace Laboratories-designed Saras aircraft.

INNOVATIVE TRAININGInnovative and adaptive in its approach to training require-ments, the IAF has always changed training patterns to ensure

adequate flying experience for the trainees of all streams. The current flying training pattern incorporates early trifurcation, after the basic stage on HPT-32 aircraft. Directorate of Air Staff Inspection and Aircrew Examination Board periodically vet the progress of aircrew and other officers posted to field units. Some of the observations during such visits reflect on changes required in the syllabus. Changes recommended on flight safe-ty or operational requirements are incorporated on priority.

It is to the credit of young instructors who have adapted themselves to such changes and have ensured high quality output, true to the motto of Flying Instructors School, ‘Learn to Teach and Teach to Learn’. Such high standards of flying training have prompted a number of foreign air forces to send their trainees to IAF establishments, earning goodwill and diplomatic rapport for our country. When requirements were large, many IAF instructors were sent on deputations abroad to countries such as Iraq, Egypt, Nigeria, Singapore and Botswana to name a few. This good work has been en-dorsed by the Marshal of the Indian Air Force Arjan Singh in his message to the Training Command on October 8, 2007, “I did my initial flying at the RAF College, Cranwell and, thereafter, attended many flying and administrative courses abroad. I, therefore, personally know that facilities at our training institutes and the operational units are comparable and, in fact, in many ways better than most of them.”

TRAINING PATTERNSTrainee cadets of all branches of the IAF undergo joint train-ing at AFA for six weeks, fostering the key elements of bond-ing and esprit de corps, vital to a fighting force like the IAF. Trainee officers from non-flying branches are also given 2 flying sorties on HPT-32 aircraft. Such exposure to flying has helped these officers in better understanding of various is-sues and requirements during service, which are invariably linked to aviation. After six weeks of joint training, different institutes take on branch specific training before the train-ees return to AFA, for the Combined Commissioning Parade. While the newly commissioned officers of Technical and Met branches once again return to Air Force Technical College, Jalahalli and Air Force Administrative College, Coimbtore, respectively, to complete another six months of training; others are posted to various field units.

Long after initiation of requirement, the IAF has finally in-ducted the Hawk AJT this year. In the interim, IAF used the MiG-21 as a lead-in fighter for over a decade. Hawk AJT will take on this role in the next few years, facilitating the young fighter pilots in graduating onto higher performance aircraft configured with similar avionics and cockpit displays. The IAF is also setting up weapons delivery range at Nirna near Bidar, home base for the Hawks, to ensure that adequate exposure is given to the trainees in this vital area.

Training patterns for the technical personnel have also been changed periodically to ensure that the training is rel-evant to the techno-savvy IAF. In the initial years, techni-cal officers and technicians would join operational units di-rectly, without any specific knowledge on that aircraft or the weapon system. It was up to the operational units to ensure that this inexperienced entrant was given requisite theoreti-cal and on-the-job training under supervision. Such require-ment many times hindered with the day-to-day operational task of these units, with structured training taking a back seat. This had implications on flight and maintenance safety.

MILITARYSpecial

TRAINING


‘Tamaso Ma Jyotirgamaya’(O Lord, lead me from darkness to light)

—Training Command Motto

Teaching is a noble profes-sion but not always very glamorous. In the corporate sector, an HR head is forever asking for a bigger budget to train recruits, retrain them on newer technol-

ogy or on latest management skills. On the other hand, his production or marketing colleagues are making ‘money’ for the company—a visible and tangible gain. However, when one considers all the effort and money spent by the HR dept as an investment for better productivity, quality-training programmes become imperative. Over the years, the Indian Air Force (IAF) has innovatively maintained this vital link between training and operations.

Training refers to imparting a skill. While there is empha-sis in the IAF to ensure that every air warrior is imparted

with requisite skills during the formative years, equally important are the values imbibed by them during training. Learn-ing, however, is a continuous process. Therefore, apart from structured in-ser-

vice training courses, the IAF has recently introduced newer techniques to enable all personnel to learn on their own.

HISTORICAL BACKGROUNDPrior to Independence and up until 1939, the pilots and techni-cal officers inducted into the IAF were trained in UK while the technicians were trained at Aircraft Depot, Karachi under the supervision of British NCOs. At the time of outbreak of World War II in September 1939, the IAF comprised of 16 officers and 144 airmen. Having realised the important role IAF could play in the eastern theatre of war, it was rapidly expanded to

Apart from structured in-service training courses, the IAF has introduced newer techniques to enable all

personnel to learn on their own

Expert Guidance

by Air Marshal (Retd) B.N.

Gokhale, Pune

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RANKED AS THE FOURTH LARG-EST IN THE WORLD, over the six decades since Independence

the Indian Air Force (IAF) has grown from strength to strength and today it is a le-thal force armed with weapon sys-tems of the most ad-vanced technologies the world can offer. While weapon sys-tems can be bought off the shelf, in the final analysis, it is the man behind the machine who makes the difference. The real challenge before the leadership in the IAF, therefore, is to identify, develop and retain the human resource needed to operate and maintain equipment of not only infinite complexity, but of mind-boggling diversityThe IAF comprises of four distinct categories of per-sonnel: the officers, the airmen, the non-combatant enrolees [NCs(E)] and the civilian cadre. Officers and airmen will be the focus of this article.

In an environment of rapidly growing economic prosperity, it is not surprising that the so-called cream amongst the youth should gravitate in hordes to greener pastures. But in a na-tion of over a billion souls, there would always be enough of those available with the in-clination to dedicate their lives to defending the skies and be ever prepared for the ultimate sacrifice. The process of selec-tion, therefore, is designed to distinguish from among the volunteers those with the high potential to join the mainstream of the IAF. Despite the perceived shift in priorities of the youth, there is neither scope nor intent to compromise with selection

criteria. The long-term implications of such compromise are horrendous. Identifying the right candidate for the job is the first and crucial step in the ladder of human resource develop-ment in the IAF which is founded on

the ethos of excellence. The process of selection must

necessarily be stringent. The exer-cise is structured to identify individu-als with the right balance of traits in three areas of personality: reasonable

academic brilliance, good physical condi-tion and positive at-titudinal attributes. While the first two are relatively easy to gauge, the third is somewhat intan-gible and is assessed though complex psy-chological tests.

During initial training, those that successfully negotiate the elaborate selection process are groomed to develop individual skills and capability, and also to under-stand their role in the organisation to func-tion as an effective member of the team. The various training establishments in the

IAF are equipped with the latest systems and equipment required for quality training. Also, these institutions are manned by highly experienced and qualified staffs that fulfill assigned tasks with utmost diligence. Trainees who do not measure up to the stan-dards laid down or fail to cope with the rigours of life in the IAF or display attitudinal deficiency are weeded out early, or as and when the symptoms manifest. The IAF is of the firm belief that it is preferable to manage with fewer competent professionals than to dilute quality chasing au-thorised cadre levels unmindful of quality.

As technology gallops, per-sonnel, especially those that are involved in high end technology and skills, are periodically sub-jected to retraining to upgrade both knowledge and skills. Train-ing in the IAF is a continuous process and is the bedrock of ex-cellence of human resource.—Inputs from Air Vice Marshal

L.K. Malhotra, ACAS (PO), IAF

Identifying the right candidate

for the job is the

first and crucial step in HRD in

the IAF

HRD in the

IAF

Military Special HRD & HRM


months, specialised training is imparted for flying and support branches in AFA itself, while technical training is at Air Force Technical College Bangalore.

As many as 14 Airmen Selection Centres are spread across the country where airmen candidates are tested for aptitude and physical attributes followed by medical examination. A central merit list is prepared and the required numbers are called to ATS Belgaum for three months of basic training. For selection, one requires to be an intermediate/10+2 or equiva-lent. The QRs vary for technical/non-technical/musician and education trades. After three months, they are sent to the Air-men Training Institutes at Bangalore and Chennai for trade training which lasts nine months for technical trades and three months for non-technical airmen. The non-tech airmen pro-ceed directly to the field units while the tech lot route through technical type training (TETTRA) schools before embarking on their journey in the combat units of the IAF. These airmen re-turn to ATIs after a gap of two to two-and-half years, having gained some hands-on experience in their trades, for Module 2 training. Similarly, after another two to three years, a Module 3 capsule is carried out to impart advanced training to the now competent tradesmen.

A new concept, ‘moduled’ training is paying dividends. Earlier, the entire training would be imparted at the beginning, with the raw recruits unable to absorb much of what was be-ing taught. Another refreshing and novel change introduced by the IAF is the ‘ustaad’ concept. Borrowing from the venerated Indian tradition of ‘guru-shishya parampara’, the ‘ustaad’ concept will institutionalise passing on of knowledge and ex-pertise from senior to junior in a professional and enabling environment. The airmen are also put through various courses during their career to enhance skill and knowledge. Most of the tradesmen separating from the service find a ready market outside, a testimony to the vibrant human resources develop-ment programme of the IAF.

FLYERS: FIRST AMONG EQUALSDevelopment of officers takes a different trajectory with varia-tions for each branch. Given the nature of its mission, it is but natural that flyers are the first among equals in the IAF. The initial phase of a pilot’s career is devoted to qualifying him/her to undertake operational flying tasks. Pilots up to the rank of Squadron Leader and Wing Commander make up the combat core of the IAF and flying is their primary duty.

During this period, a selected number will undergo the Fly-ing Instructors Course and the Combat Leaders Course. Every-one would be put through the Junior Commanders Course and would have to pass promotion examinations consistent with their years of service. Many would compete to undergo the course at the Defence Services Staff College. Some would go to the College of Air Warfare to carry out specialist studies.

Absence from flying leads to loss of currency and depletes operational capability, but is essential, both for grooming young officers for higher responsibilities and personal growth. Thus, the Personnel Branch at Air HQ is continuously balanc-ing individual requirements with organisational imperatives. Occasionally, imbalances may occur with individuals bringing out their grievances through representations which are usually resolved through various mechanisms.

Middle level officers undergo the Higher Air Command Course and the Higher Defence Management Course. Selected

senior officers attend the National Defence College for deeper understanding of national and international security and re-lated issues. All along bright officers are put in positions of command. Command of a flying unit is a cherished goal and only the brightest get this reward. Command of other combat elements, like SAGW and Radar Units, is also given to flying branch officers.

The technical and support branch officers follow a path consistent with their professional careers. As technology is all pervasive and the IAF is a highly technical force, some tech officers are sent to IITs to assimilate the latest and emerging technologies. Before being posted to new aircraft squadrons the tech officers undergo advanced TETTRA capsules. Delega-tions going abroad for acquisition/import discussions mainly comprise tech branch officers. A percentage of seats in course like DSSC, HACC and HDMC are reserved for tech and support branch officers.

MEETING ASPIRATIONSPromotions, postings and placements of officers and airmen are the responsibility of the Personnel Branch, done usually in consultation with the Operations, Maintenance and Adminis-tration Branches at Air HQ. The basis for these is the Appraisal Report in respect of officers and the Annual Confidential Report for the airmen. Both are closed nine-point scale assessment forms. For officers, Promotion Boards are held for various ranks and promotions, based on merit and seniority, are de-pendent on the number of available vacancies. Subsequent to the AVSC report the vacancies in middle ranks have increased considerably, reducing stagnation and improving morale and mobility. A similar remedy for higher ranks has been cleared by the Government of India.

A New Promotion Policy (NPP) was introduced in 2003 for airmen. Very high levels of bunching, especially in some critical trades, had resulted in stagnation leading to wide disparities in the promotion time-frames. While some tradesmen made it to warrant ranks in 16 years, many had to wait 22 to 28 years before being considered for the same rank. This led to understandable discontent, resulting in skilloutflow. The NPP has, to a large extent, addressed this problem by ensuring that every airman gets a chance to compete for the Warrant ranks at 16 years service. Unlike the earlier system, based entirely on seniority, the NPP takes both merit and seniority into consid-eration during the promotion process. An ongoing exercise in restructuring of trades will result in the number of trades re-ducing from 38 to 23. This will improve manpower utilisation, reduce pressure on ATIs and increase overall effectiveness.

The main problem for the IAF has been requests for pre-mature retirements by flying branch and to some extent tech branch officers. This could be correlated to the upsurge in civil aviation activity in the country in the wake of economic lib-eralisation. No air force can lose trained pilots in large num-bers without adverse effects on operational capability. It takes many years and resources to produce a qualified pilot and it is not an acceptable option to let them go before the completion of a reasonable period of service. The IAF has had to initi-ate measures to stem the flow, attracting media attention. The civil aviation boom has somewhat subsided and coupled with the increase in pay packets and better promotion prospects, the IAF can look forward to a more even environment in the realm of human resources. SP

MILITARYSpecial

HRD & HRM


Promotions, postings and placements of officers and

airmen are the responsibility of the Personnel Branch. Unlike the earlier

system, based entirely on

seniority, the New Promotion

Policy takes both merit

and seniority into

consideration.

In the human resources domain, the challenge for the Indian Air Force (IAF) lies in shaping individuals from disparate socio-economic backgrounds into effective air warriors and then mould them into teams to accomplish

laid down air force objectives. In the current context, where attractive incentives are being offered to its personnel from the external environment, the IAF has to also think up and imple-ment strategies to retain these trained air warriors. The IAF comprises of four distinct categories of personnel: the officers, the airmen, the non-combatant enrolees [NCs(E)] and the civil-ian cadre. Officers and airmen will be the focus of this article.

RECRUITING & TRAININGOf the 1,60,000 personnel, 10,000 are officers and 1,10,000

airmen. About 10,000 NCs(E) and 30,000 civilians constitute the remainder. The selection system for officers is very strin-gent and varies in procedure depending on the branch of the IAF the aspirant opts for. Officers of the flying branch, in most cases, route through National Defence Academy aged 16-and-half to 19 years, after their 10+2. Thereafter, they proceed to the Air Force Academy (AFA), Hyderabad. Graduates/NCC ‘C’ certificate holders can join the AFA directly, having cleared the Combined Defence Services examination. Airmen are also eli-gible to compete for a career in the flying branch provided they have the necessary qualifications. In all cases, it is essential to have a background of mathematics and physics. It is manda-tory for all applicants to meet the stipulated medical/physical requirements to become a pilot.

Technical graduates and post-graduates are eligible to join as Aeronautical Engineers in the sub-streams of electronics and mechanical after passing an ‘engineering knowledge test’ and the medical. The intake age varies from 19 to 28. Offi-cers joining the support branches of administration, accounts, logistics, education and meteorology need to be graduates or post-graduates aged between 20 and 25.

An unique aspect of ab initio officer training in the IAF is that all branches train together at the AFA for the first six months. Such bonding pays rich dividends later when, as com-missioned officers, they work in field and other units. After six

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