SP's Aviation October 2014

table of contents

vol 17 ISSUE 10 • October • 2014

Cover IMAGEs: IAF is celebrating its 82nd anniversary. We look at the modernisation programmes that aim to transform this fighting force.

Also, Dassault Falcon 7X over Istanbul.

need of the hour: In the present conditions, India will just manage to fight a single-front war.

In case a two-front war is thrust on India, its armed forces will be put under great strain.

Military modernisation has to be given priority in the coming years.

Cover images by: SP’s Design/Dassault Aviation

SPace 10 Mangalyaan

42 Helicopters

NBAA 2014 SPecial 12 Market Outlook

Mars Conquered

Music to the Ears!

In Transition

A Multiplier Effect

47 Weapons

Aerial Weapons Systems for the IAF

16 Show Preview

49 Unmanned

18 Impact on Economy

51 Training

Forward Movement

Educating Policymakers: Five Years of “No Plane, No Gain”

Civil 22 Regional Aviation

Quick, Short Connects

24 Engines

Improving Efficiency

training 26 Interview

Captain Sanjay Mandavia, Director of FSTC

IAF Special

Messages 28 29 31

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Arun Jaitley, Defence Minister ACM Arup Raha, IAF Chief

CAS interview ACM Arup Raha

Modernisation Long Wait

Transport

Transporting the IAF into the Future

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44 Force Multipliers

Going Unmanned Training for the Next War

53 Human Resources

Cadre Management

55 Intermediate Trainer

IJT Imbroglio

57 OEM - Safran

Lead Story

Partnering Indian Aerospace

CSR 58 Lockheed Martin

preparing for a two-front war Developing friendly relations with China does not mean that India can discount them as strategic rivals. Development of relations must go hand-in-hand with enhancing military capabilities.

Developing India’s Entrepreneurial Base

regular Departments 6 A Word from Editor-in-Chief 59

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Applied for

Hall of Fame

Thomas Elmhirst (1895-1982)

Focus India / NewsDigest LastWord Indigenisation: A Challenge

NEXT ISSUE SP’s 50th Anniversary Special

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Mangalyaan: Mars Conquered

Publisher And Editor-in-Chief Jayant Baranwal senior Editor Air Marshal B.K. Pandey (Retd) Assistant Group editor R. Chandrakanth Senior Technical Group Editor Lt General Naresh Chand (Retd) Contributors India Group Captain A.K. Sachdev (Retd) Group Captain Joseph Noronha (Retd) Europe Alan Peaford USA & Canada LeRoy Cook Chairman & Managing Director Jayant Baranwal

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Music to the Ears!

Planning & Business Development Executive Vice President: Rohit Goel ADMIN & COORDINATION Bharti Sharma design Holistic Directions: Jayant Baranwal Creative Director: Anoop Kamath Designers: Vimlesh Kumar Yadav, Sonu Singh Bisht Research Assistant: Graphics Survi Massey DIRECTOR: SALES & MARKETING Neetu Dhulia SALES & MARKETING General Manager Sales: Rajeev Chugh

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Quick, Short Connects

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ISSUE 10 • 2014

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A word from editor-in-chief

Since its birth in October 1932, the IAF has grown from strength to strength and today it ranks as the fourth largest air force in the world with respectable strategic reach and the capability

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At the outset, we at SP Guide Publications offer felicitations to all ranks of the Indian Air Force (IAF) on the occasion of its 82nd anniversary on October 8. In the more than eight decades that have gone by since the birth of the IAF in October 1932, this organisation has grown from strength to strength and today it ranks as the fourth largest air force in the world with respectable strategic reach and the capability to meet with the challenges to national security. However, with the perpetually rising belligerence and military capability of the two not-so-friendly neighbours China and Pakistan, the challenges before the IAF are becoming increasingly formidable. May the IAF attain greater heights of strength and glory in the years ahead and safeguard the nation from the evil designs of the belligerent adversaries!

This issue of SP’s Aviation carries a range of articles on the different facets of the IAF cataloguing the challenges confronting the organisation as well as its aspirations in the regime of combat aircraft, the transport fleet, aerial weapon systems, force multipliers, training for the next war and human resource management. But what is of major concern for the IAF is the inordinate delay in the finalisation of contract negotiations for the Rafale medium multi-role combat aircraft and the award of contract for 126 aircraft to Dassault Aviation, the vendor that has emerged as L1 in the tender. This concern is further compounded by the excruciatingly slow pace at which the Indo-Russian project for the fifth-generation fighter aircraft is moving.

This is also the time to felicitate the Indian Space Research Organisation (ISRO) that has done the nation proud with the remarkable feat of successfully inserting in the very first attempt the Mangalyaan, a satellite from its own stables, in an orbit around the Red Planet Mars. This success has helped catapult the nation into the elite club of three nations in the world who have been able to send missions to Mars successfully. The next Indian mission to Mars is likely to be in 2018 in which ISRO would aim to land a Rover to explore its surface. This issue carries a report by Air Marshal B.K. Pandey on ISRO’s tryst with the Red Planet. Hopefully, the Indian aerospace industry, including the Defence Research and Development Organisation, will be duly inspired by the success notched up by ISRO and begin to show results in their endeavours!

Writing from Bengaluru, R. Chandrakanth carries out a

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comprehensive review of the civil aviation industry. The author analyses the global business jet market and concludes that the business jet industry is progressing towards a recovery from the steep downturn of 2009-10. Several market indicators continued to show improvement in 2013. In a curtain-raiser for the National Business Aviation Association (NBAA) – Business Aviation Convention & Exhibition at Orlando, Florida, towards the end of October this year, Chandrakanth is of the view that the winds of change are bringing cheer in the general aviation industry. There is a definite drift towards positive growth, albeit at a gradual pace. The clear upswing in the deliveries of new jets, particularly for the light and mid-size business jets, is one of the indicators. In the Regional Aviation segment, Chandrakanth observes that regional jets are gaining in prominence as the need to connect smaller towns to the cities has become so intrinsic to the overall development of a nation. A major thrust area is that engine manufacturers are under constant pressure to develop engines that will provide the lowest fuel burn as the rising cost of this component displays a continuously rising trend seriously impinging on profitability of commercial aviation ventures.

All these apart from the regular features. Welcome aboard and happy landings!

Jayant Baranwal Publisher & Editor-in-Chief

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AN ICON JUST GOT LARGER

THE NEW NAVITIMER 46 mm

SPace

Mangalyaan

doing the nation proud: Prime Minister Narendra Modi congratulating the ISRO Chairman Dr. K. Radhakrishnan after successful Insertion of Mars Orbiter (MangalyaAn) into the Martian orbit, at ISRO Headquarters, in Bengaluru

MANGALYAAN: mars CONQUERED The success of the mission to Mars is adequate proof of ISRO’s capability of handling complex space technologies of deep space missions

Illustration: Anoop Kamath, Photograph: PIB

By Air Marshal B.K. Pandey (Retd)

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Wednesday, September 24, 2014, was literally a ‘Red Letter Day’ not only for the scientists of the Indian Space Research Organisation (ISRO) but for the nation as well. It was on this day very early in the morning that India became the first country to successfully place a satellite nicknamed the ‘Mangalyaan’, in an orbit around Mars in the very first attempt flagging a historical landmark in the space exploration by India. This remarkable achievement has catapulted the nation into the elite group of three that has achieved his feat so far. Failure rate in missions to Mars has been high as globally— of the total of 51 missions launched so far, only 21 have been successful, registering a success rate of just 41 per cent. In this context, the success of ISRO with the Mars mission in the very first attempt will help boost India’s global standing in space research.

What makes this success particularly spectacular and praiseworthy is the fact that even the agencies of the leading space faring nations including the United States, Russia, Europe, Japan and China with supposedly far better technological capability, have floundered in the first attempt in their

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mission to Mars. India is the first Asian country and ISRO is the fourth space agency in the world to send a satellite to the Red Planet. While the nation’s scientific community received congratulatory messages from different parts of the world, the message that is noteworthy was the acknowledgement and a rather generous compliment for the success coming from China, India’s arch rival and primary competitor in Asia in the regime of space exploration.

The historic mission to Mars, the first successful Asian interplanetary mission so far, comes after the mission to the Moon Chandrayaan I undertaken in 2008. The Mars mission had begun on November 5, 2013, when the Mangalyaan sitting atop the Polar Satellite Launch Vehicle (PSLV), ISRO’s most successful launch vehicle, was sent into space from Sriharikota in Andhra Pradesh. The aim of mission was to analyse the Martian atmosphere and topography.

The spacecraft is now circling Mars in an orbit whose nearest point to the planet is at 421.7 km and farthest point is at 76,993.6 km. The inclination of the orbit with respect to the equatorial plane of Mars is 150 degrees.

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space mangalyaan The Mars mission was designed to operate for six months but as it has managed to save some fuel, its life in space will be extended beyond this period.

The Red Planet Planet Mars, which is named after the Roman God of War, is the second smallest planet in the Solar System ranking after Mercury. The surface of Mars has a reddish appearance that is attributed to the presence of iron oxide and as such is generally referred to as the “Red Planet”. Planet Mars has a thin atmosphere and its surface features are similar to those of the Moon with impact craters. The surface of Mars is also similar to that of the Earth as it too has volcanoes, valleys, deserts and polar ice caps. In some cultures, Mars represents masculinity and youth and in the olden times, there existed a myth that Mars was populated by intelligent beings who could well invade the Earth!

Mars has approximately half the diameter of that of the Earth and is less dense with about 15 per cent of the Earth’s volume and 11 per cent of is mass. It can easily be seen from Earth with the naked eye. The average distance of the Red Planet from the Sun is roughly 230 million km and its orbital period is 687 Earth days. The solar day on Mars is 24 hours, 39 minutes and 35.244 seconds, slightly longer than an Earth day.

The rotational period and seasonal cycles of Mars are likewise similar to those of the Earth and its axial tilt of 25.19 degrees produces the different seasons on the planet.

Mars has two relatively small natural moons—Phobos, which is about 23-kilometre in diameter, and Deimos, approximately 12.8 km in diameter. The origin of the two moons is not well understood and it is believed that Mars may have additional moons smaller than 50 to 100 metres in diameter.

Mandate for the Mission to Mars Designed to orbit Mars in an elliptical path, the Mars mission is primarily a technological exercise with one of the main objectives being to develop the technologies required for design, planning, management and operations of future interplanetary mission. A scientific objective of the mission is exploration of the surface of Mars, its features, morphology, mineralogy and Martian atmosphere by indigenous scientific instruments.

The Mars orbiter satellite is carrying one large rocket motor and eight smaller thrusters. The large rocket motor has had an impeccable track record of performance in over two dozen missions since 1992. The Mangalyaan also has five payloads on board, a total of 15 kg, to carry out observation of physical features of Mars and study of the Martian atmosphere. Each of the five indigenously produced instruments onboard are meant to garner specific data as under: • Mars Colour Camera. This will provide images of the planet’s surface features and weather patterns such as dust storms. It will also capture images of the Red Planet’s two moons—Phobos and Deimos. This camera will also take pictures of the Martian surface to check if there was once water on the planet, as is widely believed. The planet is believed to have large ice reserves but no water bodies. If Mangalyaan can detect the presence of water, it would make Mars the only known planet to have the life-giving liquid.

• Methane Sensor. This device is intended to detect the presence of methane in the Martian atmosphere as this could be an indication as to whether the planet can support life. Methane is considered a key element to determine if there is the possibility of life, even if in the form of microbes, already existing on the Red Planet. The Methane Sensor will confirm the presence of the gas, which scientists consider a proof of life.

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• Mars Exosphere Neutral Composition Analyser. This instrument will study neutral gas atoms found in the outermost part of the Martian atmosphere.

• Lyman Alpha Photometer. This device will study the Martian atmosphere to detect the presence of neutral gases in the atmosphere as well of deuterium and hydrogen in the higher reaches. The presence of these two elements could provide pointers to the history of water on the Red Planet. The instruments will also study the effect of solar radiation on decomposing or eroding the Martian surface as well as its affect on the Martian atmosphere.

• Thermal Infrared Imagery Spectrometer. This will map the surface temperature to understand the composition and mineralogy of Mars.

Unique Features A unique feature of ISRO’s successful mission to Mars is the total expenditure on the exercise which was a mere $74 million as compared to the over $671 million budget for NASA’s Mars mission Maven that entered the Martian orbit two days before Mangalyaan did. Compared to other Mars missions, ISRO had a smaller rocket and payload thereby reducing cost significantly but increased the degree of difficulty and the level of complexity of the mission.

The other notable aspect of the exercise was the reliability of Mangalyaan’s main engine that was lying dormant for 300 days after launch in November 2013; but ignited when commanded from the Earth and performed flawlessly for entry into the Martian orbit. A failure at this juncture would have been disastrous for the mission as the Mangalyaan would have got lost in deep space.

The success of the mission to Mars is adequate proof of ISRO’s capability of handling complex space technologies of deep space missions.

Future Plans The national euphoria notwithstanding, ISRO is conscious of the fact that the Mangalyaan is more in the nature of a ‘technology demonstrator’. The second mission to Mars that is envisaged to focus more on the scientific exploration of the planet has been slated for 2018 and is already in the early stages of planning.

This second mission in all probability will involve landing a Rover on the surface of Mars. However, such an exercise will require a significantly higher level of technology, much beyond what was required to insert a satellite into the Martian orbit. In the meantime, Chandrayaan II, a proposed mission to the Moon involving landing a Rover for exploration, is likely to precede the second mission to Mars. There are however some lingering doubts about the time frame for the launch of Chandrayaan II on account of withdrawal of support for the programme by Russia.

Even though there is an opportunity available in 2016 to launch a mission to Mars, ISRO would like to give it the go by as a launch in this time slot would require a more powerful geosynchronous satellite launch vehicle (GSLV) with several technical modifications. As explained by V. Adimurthy, a renowned space scientist associated with the programme and who is credited with being the author of the Mars mission feasibility report, “In 2016, there will be a higher velocity requirement to overcome the Earth’s gravitational pull, which the PSLV cannot meet and the GSLV would require additional technology improvement.” Therefore, for the mission to Mars in 2018, ISRO will make do with the smaller and less powerful but more reliable PSLV. The advantage will be that backed with the recent success, the PSLV will provide a higher level of confidence for the second mission to Mars. SP

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market outlook

tuning in towards better future: (clockwise - top left onwards) bombardier, embraer, beechcraft, dassault aviation

Photographs: Bombardier, embraer, beechcraft, Dassault Aviation

Music to the Ears!

Aircraft deliveries to HNWls account for about one-third of the overall business jet market

By R. Chandrakanth

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If, this ain’t good then nothing ain’t good. Nearly two million individuals were added to the ranks of high net worth individuals (HNWI) in 2013! That is individuals with a net worth of $50 million or more. This is certainly music to the ears of all luxury segment products, big or small. The World Wealth Report 2014 released by Capgemini and RBC Wealth Management has noted that there was a 15 per cent increase in HNWI population. The global HNWI wealth is forecast to reach a new high of $64.3 trillion by 2016, representing 22 per cent growth from 2013 levels and approximately $12 trillion in new wealth.

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Billionaires Worldwide In March 2014, Forbes estimated a record number of billionaires at 1,645 worldwide, an increase of 219 over its 2013 estimate. The most significant growth occurred in Africa and Europe which, during 2013, saw a year-over-year increase of 45 per cent and 41 per cent, respectively. Looking at growth in the past two years, Africa’s billionaire population went up from 16 to 29, an increase of 81 per cent from 2012 to 2014. Latin America was in second place with the number of billionaires going up from 65 to 114, a growth of 75 per cent. China and the rest of

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Asia-Pacific were very close between 2012 and 2014, with China having 71 more billionaires than the rest of Asia-Pacific in 2014.

Aircraft deliveries to HNWls account for about one-third of the overall business jet market. Many of these deliveries are to HNWIs who have reached billionaire status.

Business Jet Market Business jets may be a business tool, but at the core remains a luxury product and should certainly benefit from the growing trend of HNWIs. The correlation between the two is natural and according to a report by Markets and Markets, the global business jet market which in 2013 was valued at $20.9 billion, is expected to touch $33.8 billion by the end of 2020, growing at a CAGR of 6.86 per cent. According to the report, the business jet market can qualitatively be segmented into two major categories-branded charters including air taxis and fractional ownership. The air charter market has registered significant growth since its inception five decades ago. There were about 3,650 worldwide charter and air taxi fleet in 2013. The primary and consistent demand for chartered flights is from North America and Europe constituting 70 per cent of the total demand, Markets and Markets reported.North America accounted for the largest share (52 per cent) of the global business jet market in 2013. The already established infrastructural capacity and the highest number of older aircraft in the world are expected to be the cause of increased demand for new aircraft, thereby driving the growth in the North American region.

China and Other Emerging Markets From North America to an emerging market, there is a soaring trend. China is a classic example. The Greater China Business Jet Fleet Report found that fleet totals throughout mainland China, Hong Kong, Macau and Taiwan grew from 203 business aircraft operating in the region in 2011 to 371 by end-2013.

These are small numbers compared to North America and

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Bombardier Business Jets

Embraer Executive Jets

Gulfstream

Dassault Falcon

Beechcraft Corporation

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European fleets, but China, India and other new markets are going to drive the business jets industry.

In fact, the region’s compound annual growth rate of 34 per cent from 2007 to 2013, far outpaced the global rate of five per cent CAGR. The report said “More and more companies are also increasingly using business jets as a tool to support corporate international growth and integration.” According to the Deputy Administrator of Civil Aviation Administration of China, Wang Zhiqing, the number of general aviation companies established in 2013 was 189, a 41 per cent increase over 2012 numbers. Presently, it accounts for a meagre two per cent of the world’s business jets, but these figures are going to change dramatically in the years to come. All the business jet manufacturers are betting big on emerging markets, though it is going to be long haul.

Bombardier’s Forecast The business jet industry continues to make progress towards a recovery from the steep downturn of 2009-10. Several market indicators continued to show improvement in 2013 while others remained relatively unchanged. Industry order intake saw incremental improvement in 2013 over 2012, allowing the industry to record a book-to-bill ratio of one for the second year in a row.

Bombardier Business Aircraft posted a book-to-bill ratio of above one for the third year in a row. The level of pre-owned aircraft for sale, an indicator that is highly correlated with new business jet demand, saw strong improvement at the end of 2013 and has continued to improve during Q1 2014.

But despite the reduction in pre-owned inventory for sale, aircraft resale values remain relatively low. The gap between new and used aircraft pricing remains wide and is restraining demand from customers looking to trade in their existing aircraft against the purchase of new aircraft. However, Bombardier predicts that continued progress in the pre-owned market will lead to a recovery in resale values in the medium-term. Bombardier has forecast 22,000 business aircraft deliveries over the next 20 years.

Bombardier has stated that the air charter market has seen significant growth in the past 50 years since Executive Jet Aviation started the world’s first business jet charter company. At the end of 2013, the worldwide charter and air taxi fleet stood at almost 3,800 aircraft, spread across nearly 1,200 operators.

Eighty of the charter and air taxi operators have aircraft fleets consisting of ten or more aircraft. The collective fleet of these large fleet operators has grown by 18 per cent over the period 2009-13 from 1,075 aircraft to 1,270.

Bombardier has forecast that for the period 2014 to 2033, the number of units likely to be delivered is light jets 9,100, medium jets 7,650 and the large jets 5,250.

Embraer’s Forecast for North America Brazilian aircraft behemoth Embraer trimmed its global sales forecast over the next decade but raised its outlook for executive jet sales in North America. From 2015 to 2024, it has forecast that 4,620 business jets valued at over $120 billion will be sold in the North American market, up from its earlier numbers.

Embraer said the shift is because emerging economies are cautious about their domestic economic situation. Embraer sees 850 jets sold in Latin America over the next ten years, down from 860 in the previous ten-year estimate, while the Asia-Pacific and China market should see 1,405 jets sold, down from 1,530.

“We will continue to see slow growth in coming years due to indecision over whether or not to buy new planes or replace existing aircraft, principally in the BRICS countries. The recovery in the market will depend very much on the American economy,” said Embraer Executive Jets chief Marco Tulio Pellegrini.

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Market outlook

synergised flight: gulfstream, cessna

Photographs: Gulfstream, Cessna

Cessna, Beechcraft Synergies Textron Inc CEO Scott Donnelly has said that with the acquisition of Beechcraft Corporation and a new product development at Cessna Aircraft, Textron is well positioned to rise on future market growth. “We believe we will be in an excellent position to capitalise on the rebound in the business jet and overall general aviation market,” Donnelly said during a conference call with investors.

Textron said that fourth quarter results of 2013-14, should continue as new products such as the company’s Citation M2 and upgraded Sovereign get a full year of sales under their belt. Deliveries of both began in end 2013, with eight Sovereigns and 12 M2s helping add to Cessna’s fourth-quarter delivery total of 62 business jets. While that was nearly a 15 per cent increase over deliveries in the fourth quarter of 2012, Cessna’s year end Citation deliveries were down to 139 from 189 in 2012, Donnelly said.

And while key indicators such as the used-jet market are looking positive, Donnelly projected 2014 to be relatively flat, though new products should drive some increase in deliveries this year.

That will include deliveries of the company’s revamped Citation X, which is expected to attain certification by early second quarter this year. “These new products are the thing that will really drive growth,” Donnelly said. After the acquisition of Beechcraft in 2013, Textron is banking on the venerable King Air, besides other products, to perform. Overall, Textron set its 2014 guidance at a nine per cent increase in revenues, up to $13.2 billion.

Dassault Falcon’s Expansion Plans Since the rollout of the first Falcon 20 in 1963, over 2,250 Falcon jets have been delivered. The family of Falcon jets currently in production includes the tri-jets the Falcon 900LX and the 7X as well as the twin-engine 2000S, the Falcon 2000LXS and the new Falcon 5X. This year, Dassault Falcon has registered good orders from Russia and the Middle East. It said that Russia continues to be a very strong market for Falcon jets.

Dassault registered as many Russian orders in the first half as in all of 2013, leading the company to predict an excellent sales year in the region. Demand has been particularly strong for the Falcon 5X and the new ultralong range Falcon 8X unveiled in May. Sales and deliveries have also been led by the popular Falcon 7X, more than 20 of which are currently flying with Russian operators.

“The flexibility, robustness and operating economy of the six models in our Falcon line have enabled Dassault to capture 40 per cent of the Russian large cabin market,” said Dassault Aviation Chairman/CEO Eric Trappier. “The Falcon 5X and Falcon 8X will permit the company to consolidate and strengthen this leadership position in the coming years.”

The Middle East is also expected to be a major market for the new Falcon 5X, due to enter service. “The business jet market in the Middle East shows promise for a healthy future,” said Eric Trappier, Chairman and CEO of Dassault Aviation. More than 30 aircraft have been delivered to customers in the region over the past five years, nearly doubling the regional Falcon fleet to 67 aircraft. Not just Russia and the Middle East, Falcon is finding buyers across the globe, powered by its sheer performance and value for money.

Gulfstream Banking on G650 Gulfstream has produced over 2,200 aircraft since 1958. It offers a comprehensive fleet of Gulfstream G150, G280, G450, G550, G650 and G650ER. At EBACE this year, Gulfstream talked about its popularity in Europe. Its fleet in Europe is 206 aircraft. “Traditionally, Europe has been a strong business jet market for Gulfstream,” said Larry Flynn, President, Gulfstream. “Our fleet has nearly doubled here in the last five years. Most of that growth has been large-cabin aircraft, but we have also seen significant mid-cabin growth since 2008.

Europeans clearly like our aircraft and that includes our new flagship, the ultra-long range Gulfstream G650 and our new super mid-sized aircraft, the G280.” Despite its $65 million price tag, Gulfstream Aerospace’s top-of-the-line G650 is the most sought-after private jet on the market. Gulfstream says over 200 have been ordered so far and it’s strictly first come, first served basis. The G650 is positioned to appeal to the growing Chinese market, where customers prefer bigger, more expensive planes.

“There is now a sense we’re climbing out,” Ed Bolen, President of the National Business Aviation Association, said. “There’s a sense we can make it and companies have adjusted for this environment, and as the environment improves, we can improve, too. Still, I don’t think anyone is expecting huge growth.” SP

Emerging economies are cautious about their domestic economic situation

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Special

Show Preview

FORWARD MOVEMENT The number of new jets that are getting delivered has been on the upswing, while sale of used jets has slackened

By R. Chandrakanth

Photograph: NBAA

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As we head to the National Business Aviation Association (NBAA) – Business Aviation Convention & Exhibition at Orlando, Florida, from October 21 to 23, 2014, the winds of change are bringing cheer in the general aviation industry. There is a definite drift towards positive growth, albeit at a gradual pace. The clear upswing in the deliveries of new jets, particularly for the light and mid-size business jets, is one of the indicators.

According to the General Aviation Manufacturing Association (GAMA), industry-wide deliveries of business jets increased 12.4 per cent year over year in the second quarter of 2014. The number of new jets that are getting delivered has been on the upswing, while sale of used jets has slackened. Teal Group’s Vice President (Analysis), Richard Aboulafia has stated that the decline in used-jet availability means a healthy trend, signs of recovery.

There is a certain commonality in the forecasts by the various experts. The expansion of the business jet market through

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2015 and an anticipated surge in 2016 is what they see. Also, the NBAA has released its Light Business Airplane Buyer’s Guide 2014 which shows positive movement. First published in 2009, the publication provides an overview of new light business airplanes (LBAs) currently in production and is a valuable tool in helping business magnates who rely on or are looking to invest in light airplanes. The guide is a convenient, time-saving reference that enables users to make apples-to-apples comparisons of the various types of new light business airplanes all in one place.

In assembling the guide, NBAA worked with aircraft manufacturers to provide extensive information about new single and twin-engine piston aircraft, turboprops, very light jets and light jets across eight categories. Data provided includes base prices, external and internal dimensions, weight limits, power plant specifications, operating speeds and take-off and landing distances for new production aircraft or those nearing production.

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Special

Show preview “NBAA is committed to serving those who rely on light business airplanes to meet their travel needs, as well as those who are considering how to use these airplanes to support their businesses,” said Doug Carr, NBAA’s Vice President, Regulatory and International Affairs. “This guide is just one of the many resources that the Association provides to help light business airplane owners and operators run safe, efficient and costeffective flight operations.” Other NBAA resources for LBA users include NBAA’s LBA flight operations manual template, aircraft transactions checklist, aircraft operating and ownership options website and other online tax, insurance, risk management and safety resources.

The guide is just one of the many initiatives of NBAA. However, it is the NBAA Convention that draws the attention of the business aviation community. The annual mega event of NBAA is taking place from October 21 to 23 at the Orange County Convention Center, with an expansive exhibit floor featuring more than 1,000 exhibiting companies, as well as an indoor light business aircraft static display inside the convention centre and an outdoor static display of aircraft at nearby Orlando Executive Airport.

Awards that Encourage Participation The NBAA also announced that International Jet Aviation Services of Centennial, Colorado, and the Make-A-Wish Foundation have been named as co-recipients of NBAA’s 2014 Al Ueltschi Award for Humanitarian Leadership. The award will be presented to these organisations on October 21 during the Opening General Session of the 2014 convention. In 1990, International Jet designated the Make-A-Wish Foundation as its official humanitarian organisation. Since then, International Jet has periodically provided children with serious illnesses, identified by the Make-A-Wish Foundation, with rides aboard a dedicated Lear business jet, which International Jet paints in a special and inspiring rainbow paint scheme, named “Dream Chaser.”

In January 2014, Dream Chaser 4 operated 10, 40-minute sightseeing flights for more than 50 children across four states, with the plane’s flight crew, fuel and operation provided by International Jet. In addition to experiencing sightseeing flights over their communities, the children were also able to sign the aircraft’s exterior, visit with the flight crews and sit in the aircraft’s pilot seat and become “celebrities for a day” in recorded interviews with Make-A-Wish personnel and International Jet employees.

“We are honoured to present the Al Ueltschi humanitarian award to these organisations in recognition of their effort, which demonstrates one of the most inspiring roles of our industry: to use aircraft for providing many kinds of humanitarian lift – in this case, a kind of support that raises spirits and fulfils dreams,” said NBAA President and CEO Ed Bolen. “Thanks to the efforts of International Jet and the Make-A-Wish Foundation, these children were able to briefly leave their concerns on the ground and experience the magic of flight.”

Created in 2006, the Al Ueltschi Award for Humanitarian Leadership is named for Albert L. Ueltschi, who has been widely recognised for his lifetime of dedication to philanthropic causes, most notably in the development of the international non-profit organisation ORBIS, which is dedicated to preventing blindness and saving sight.

It also announced that Robert A. (Bob) Hoover and R.W. (Bill) de Decker will receive NBAA’s Meritorious Service to Aviation Award and John P. “Jack” Doswell Award, respectively. Ed Bolen announced that Kathleen Blouin, the Association’s former Senior Vice President of conventions and forums, and William H. “Bill” Stine II, NBAA’s former Director of International Opera-

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tions, will each receive NBAA’s Pillar of the Association Award, formerly known as the Staff Lifetime Achievement Award.

Safety Issues to the Fore As regards the Convention this year, Christopher A. Hart, Acting Chairman of the National Transportation Safety Board (NTSB) and President Barack Obama’s nominee to head the agency, will speak at the Opening General Session . “We welcome acting Chairman Hart to NBAA 2014 and are excited to hear his thoughts and perspectives on safety issues affecting our industry,” said Bolen. “His appearance continues a long tradition of NTSB representatives speaking during the convention, and underscores NBAA’s commitment to aviation safety.”

Besides Hart, the Executive Chairman of Enterprise Holdings Andrew C. Taylor also will discuss the benefits business aviation has brought to his company at the session. As the world’s largest and most important event for the business aviation community, NBAA 2014 offers attendees an unprecedented opportunity to learn about the latest issues affecting the industry. Attendees will have an opportunity to review the latest in business aviation products, technology and services, participate in dozens of education sessions and make side-by-side comparisons of the industry’s most innovative aircraft on static display.

Enthused by 2013 Success The last edition had attracted over 1,100 exhibitors displaying their latest products and services in two exhibit halls. A soldout static display of aircraft at Henderson Executive Airport featured 83 fixed-wing aircraft of all types and sizes, while an all-new indoor static display of aircraft at the Las Vegas Convention Centre featured 12 more light business airplanes and helicopters. The show closed with 25,425 people in attendance, which included representation from all 50 US states and more than 90 countries.

Last year, the talking point was Dassault Aviation’s Falcon 5X, an all-new twinjet with the largest cross section and the most advanced fly-by-wire flight control system in business aviation. “With the Falcon 5X, Dassault has expanded the limits of what is possible in a business jet,” said Eric Trappier, Chairman and CEO of Dassault Aviation.

Business jet airframers had many new offerings. Embraer Executive Jets introduced the Lineage 1000E executive jet, which can carry up to 19 passengers in five cabin zones and is equipped with an electronic fly-by-wire flight control system.

While Gulfstream showcased the Elite interior concept that made its debut in the G650 and found its second application in the G450 is now on a G550 which was displayed at the show.

Gulfstream has delivered about 30 Elite cabins so far. For Bombardier which was commemorating its 50th anniversary, it had an impressive line-up of business jets, including the Learjet 75, Challenger 300, Challenger 605 and Global 6000 jets, alongside the Learjet 23, the first Learjet aircraft. The Challenger 350 and Learjet 85 cabin mock-ups were on static display.

NBAA is riding high on its 2013 success. Bolen had said: “Any way you look at it, 2013 was a success. The energy and enthusiasm among exhibitors and attendees demonstrated once again the tremendous value the industry continues to place on this event as a premier national and international business aviation venue.”

Bolen noted: “Times were tough for our industry, but through it all the people in our industry continued to invest in new products, they continued to invest in the future. We never ate the seed corn. And today, we’re seeing all of that investment coming to fruition.” SP

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Impact on Economy

Educating Policymakers: five Years of “No Plane, No Gain” The NBAA/GAMA “No Plane, No Gain” advocacy campaign, created to counteract recession misimpressions, has changed the conversation in Washington

Photograph: cessna

By Rick Adams

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Two of the keys to an effective advertising campaign are a memorable theme and repetition of the message. Most campaigns fail at the first, but even many with potentially enduring slogans often abandon the effort within a year or two, too soon to achieve its full measure. The US-based National Business Aircraft Association (NBAA), together with the General Aviation Manufacturers Association (GAMA), launched their “No Plane, No Gain” advocacy campaign over five years ago. And NBAA CEO Ed Bolen vows, “We intend to move the campaign forward as far as the eye can see.”

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“No Plane, No Gain” is an adaptation of a long-popular theme for athletes to encourage them during tedious and sometimes painful workouts: “No Pain, No Gain,” a variation itself on an 18th-century theme penned by American political icon, Benjamin Franklin: “There are no gains without pains.”

The NBAA-GAMA “No Plane, No Gain” was initially a reactionary initiative. After enjoying heady sales success through 2007, the “Great Recession” of 2008-09 hit the general and business aviation market hard. From 2007-10, the production of General

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Impact on Economy “No Plane, No Gain” is aimed squarely at Aviation (GA) aircraft dropped by more than half (52.8 per cent) policymakers and decision leaders,” NBAA from a record 4,276 aircraft in 2007 to only 2,020 in 2010.

But perhaps worse for the bizjet community’s reputation, spokesman Dan Hubbard told SP’s. “Concorporate aircraft almost overnight became the poster child for gress is definitely one of the key audiences.”

One of the most tangible benefits of the profligate excess by business executives at a time when America’s poor and middle class were suffering from massive job advocacy campaign has been the formation of the General Aviation Caucus in Congress. Before “No Plane, No Gain,” there was losses, home foreclosures and financial ruin.

One of the devastated industries was automobile manufac- no such caucus to advocate on behalf of GA aircraft manufacturing, and the major American automakers were driving with- turers and operators.

As this is written, there are 248 members of the House of out brakes towards certain bankruptcy. So, as many large mismanaged companies and financial institutions do these days, Representatives in the GA caucus – well more than half of that the car guys went begging to the politicians in Washington, DC, body – and 41 members from the Senate. That’s 289 politicians for a taxpayer-funded bailout to save their businesses and their (of 435 potential) who have publicly sided with promoting general and business aviation. “It’s a pretty sizeable block of peobloated salaries as well as bonuses.

But instead of driving from Detroit to DC, or perhaps taking ple, but we are still working to grow it,” Hubbard says.

Hubbard says the GA Caucus is bipartisan – ranging from a Greyhound bus to at least appear to save money, three auto executives – Alan Mulally of Ford, Robert Nardelli of Chrysler, Maine Republican Senator Susan Collins to Connecticut Demoand Richard Wagoner of General Motors– flew into the Capitol, cratic Congressman Jim Hime – so legislation should not get caught up in the polarizing partisanship of each in separate high-end corporate jets. most political issues.

The executives were seeking support for When the “No Plane, No Gain” process a $25 billion aid package which was later was launched in 2009, Hubbard says the granted to Chrysler and GM, Ford abstainreaction of many Congresspersons was, ing. Unfortunately, the ridicule of the begBefore “No Plane, No “We don’t know what the benefit of busigar businessmen spilled over to business ness aviation is,” and they welcomed the aviation generally. Flying in a corporate Gain,” there was no such education effort. Now, if proposed bills or aircraft was labeled as an elitist perk, a caucus to advocate on amendments might threaten aspects of wasteful expense. business aviation in the US, GA Caucus President Barack Obama added to behalf of GA aircraft members have the information to “raise the bizjets-are-bad mantra with multiple manufacturers and their hands” in opposition. According comments demeaning the use of business operators. to Hubbard, “No Plane, No Gain” is also aircraft and challenging the industry’s tax being pursued at the state level, resulting breaks, even though he ostensibly flies in in numerous public proclamations by Govone of the most expensive business aircraft ernors on the value of business aviation to in the skies, Air Force One. His administration reportedly killed Citigroup’s order for a Dassault Falcon their constituencies. “Sometimes we’ll see a Republican Gover7X in 2009, prompting GAMA President Pete Bunce’s comment: nor issue the first proclamation and their Democrat successor continues the practice. Or the reverse.

“If you go after our customers, you go after every one of us.”

Scandals, or perceived scandals, tend to linger in the public memory far longer than positive stories, in part because sala- Campaign Themes cious news or what passes for news in this era of ubiquitous The central messages of “No Plane, No Gain” are fourfold: television and online channels. Such news is often splashed on • Job creation: More than 1.2 million jobs and an annual TV and social media networks ad nauseam – until the next bit $150 billion impact on the American economy. of gossip comes along to command attention.

• The value of business aviation to companies of all sizes: A report produced by NEXA Advisors, which specializes in For example, when using a business airplane, employees the aerospace and transportation sectors, stated, “Recent setcan work enroute, even discuss sensitive or proprietary backs for business aviation are reflected in a precipitous drop in information in a secure environment and without fear of new aircraft orders, the ballooning of used aircraft inventories eavesdropping, as on a commercial aircraft. and layoffs of highly skilled personnel. Among business aircraft • Business aviation as a transportation lifeline to many operators, some publicly traded companies have reacted to the smaller communities: The majority of airline flights service economic downturn by canceling new aircraft orders or shutonly 70 major cities in the US. Business aviation serves 10 times tering their flight departments. Due to negative publicity, many the number of communities served by the commercial airlines. companies which retain flight departments work to keep their • Support for humanitarian causes: Volunteer organisaexistence out of the public eye.” tions regularly provide life-saving services to people, disaster relief of food and medicine or transporting seriously ill patients for life-saving medical procedures. According to Influencing Legislation GAMA, volunteer pilots fly well over 1,00,000 hours a year Unfairly villainized, the NBAA and GAMA brainstormed ways to on charitable and medical missions. stop the tailspin and educate key stakeholders on the multiple The Corporate Angel Network (CAN), for example, uses benefits of business aviation.The primary audience from the beginning was small – the President, the 100 US Senators, 435 otherwise empty seats on aircraft from about 600 companies Congressmen and Congresswomen and their staff who manage to transport cancer patients. About 250 flights a month are the legislative flow. They were the few who would decide legisla- arranged and CAN has flown nearly 50,000 patients so far. Last tion either favourable or detrimental to the GA industry.Corporate year, a charity auction and dinner at the NBAA annual conferleaders, especially financial officers, were a secondary audience. ence raised $4,40,000 for CAN efforts.

A group of operators known as Patient AirLift Services If any of the public were swayed by the message, all the better.

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Impact on Economy (PALS) also regularly donate their aircraft and pilots helping transport cancer patients to distant medical facilities.

Yet another is Angel Flight, which arranges free air transportation for any legitimate charitable, medically related need primarily to and from the central US states. The service is available to individuals and health care organisations. An umbrella for the charitable flight groups is the Air Care Alliance, which has created a directory and an online inquiry tool for requesting services: http://www.aircarealliance.org/submit-request-for-assistance.

Benefits by the Numbers To bolster the arguments for business aviation, the NBAA commissioned a study in 2009 by NEXA Advisors, “Business Aviation: An Enterprise Perspective.” NEXA devised a UBV methodology which correlates the use of business aircraft to a company’s longterm value: Utilisation yields Benefits that yield enterprise Value.

Among their findings issued in 2009: • 95 per cent of the S&P 500 companies on Business Week magazine’s 2009 list of “50 Most Innovative Companies” were business aircraft users.

• 95 per cent of the S&P 500 companies on Fortune magazine’s 2009 list of “50 World’s Most Admired Companies” were users.

Business aircraft users outperformed non-users in several important financial measures. Between 2003 and 2007: • Average annual earnings growth was 434 per cent higher for business aviation users.

• Total stock and dividend growth was 252 per cent higher.

Subsequent NEXA studies examined the value of business

aviation to small- and medium-size enterprises, government use, and maintaining shareholder value during turbulent times.

Last year’s report looked at business aviation and top-performing companies worldwide. NEXA found that “today’s top performing businesses, true engines of the global economy, need every possible advantage to succeed in the most competitive marketplace ever,” noting that “top performing companies in the world utilise business aviation as a critical tool.”

Among the “Global 2000” compilation of leading companies produced by Forbes magazine, 88 per cent of the top 50 were business aircraft users. For Interbrand’s “Best Global Green Brands,” the world’s top brands using sustainable business practices, 94 per cent of the top 50 use bizjets. In the Fortune magazine ranking of the “World’s Most Admired Companies,” a notsurprising 98 per cent of the top 50 were business aircraft users. “‘A business jet is not a luxury, it is a necessity,’” TS Kalayanaraman of Kalyan jewellers is quoted in the 2013 report. “He uses his business jet to supervise his 30 or so jewellery stores throughout India. Flying commercial in India’s chaotic, overcrowded airports means constant delays and frequent cancellations. It used to take him all day to travel from one city to another to visit his stores. But now he flies efficiently between three or four cities in a day in his Embraer Phenom 100 business aircraft.”

Will there be campaigns similar to promote business aviation elsewhere in the world? The NBAA’s Hubbard said, “We have been discussing ‘No Plane, No Gain’ with other groups – there’s a lot of international interest. We’re collectively working to determine the best ways to get the word out in each region and to various constituents.” SP

BUSINESS AVIATION CONVENTION & EXHIBITION | OCTOBER 21, 22, 23 | ORLANDO, FL

Join 25,000 industry professionals for the most important three days of business aviation this year, with over 1,000 exhibitors, 100 business aircraft on static display, and dozens of education sessions. Visit the NBAA2014 website to learn more and register today.

www.nbaa.org/2014/sps

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Civil

Regional Aviation Bombardier’s CRJ1000 NEXT-GEN aircraft

Quick, Short Connects Regional jets are gaining in prominence as the need to connect smaller towns to the cities is so intrinsic to overall development of a country

By R. Chandrakanth

Photograph: Bombardier

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As air transportation has several segments, domestic, international, regional, charter, cargo, etc, there isn’t a one-size fits all aircraft. Each has a distinctive role even if sometimes they overlap. Regional aviation (airlines and airports) is gaining in prominence as the need to connect smaller towns to the cities is so intrinsic to overall development of a country. Such feeder service is provided by either a regional jet or a turboprop aircraft. A regional jet is one that has a range of short to mediumhaul turbofan powered aircraft.

It was in the 1950s and 1960s that a small number of jets entered service, notably the Sud Aviation Caravelle, Fokker F-28 and Yak-040, but they could not really compete with the turboprops which scored on fuel efficiency. It was only later that the first generation turbofan powered regional jets as the firstgeneration Bombardier CRJ became known, started making waves. However, it was the BAe-146 produced by BAE Systems, which is considered a true short-range jet, providing service from city centre to city centre where low noise and excellent take-off performance were paramount. Not just that operational cost came into play.

That saw the birth of the Bombardier’s twin-engine Canadair

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Regional Jet (CRJ) with a range large enough to fill mid-range routes as well, routes previously served by larger aircraft such as the Boeing 737 and DC-9. The success of CRJ led to competition and soon came the Embraer ERJ 145 from Brazil. The dynamics of regional jets were changing fast, syncing to customer needs, both airline operators and passengers. These two major airframers have been in a neck-and-neck race on addressing the needs of regional aviation. The ERJ’s success led to a totally new version, the Embraer E-Jets series and Bombardier’s response to that has been the CSeries which is being developed. And market forces have helped generate innovative ideas and the latest one hears is that of Embraer with E2 version.

CRJ Most Successful Regional Aircraft Programme For medium-haul applications, the CRJ NextGen family of aircraft is a benchmark for regional jet efficiency in the 60- to 99-seat segment, offering low operating costs, reduced environmental impact and enhanced cabin interiors. With over 1,800 CRJ aircraft delivered worldwide, Bombardier’s CRJ Series family of regional jets which entered service in 1992 is recognised as the most successful regional aircraft programme in the world.

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Civil Regional Aviation With a common engine, advanced avionics, light-weight and has the power to please from all perspectives. advanced aerodynamics, every jet in the CRJ family is designed A totally new environment far exceeds the to deliver significantly improved efficiency, excellent airfield norm and thoughtfully addresses the varied performance and low fuel consumption. Bombardier virtually needs of passengers, crew, airlines and leasrevolutionised commercial air transportation with this unparal- ing companies alike. The passenger-preferred leled family of 60- to 99-seat jets, optimised for medium-haul 2x2 configuration gives a perception of wider aisles while simroutes. With the lowest operating cost in its class, proven reli- plifying movement through the cabin. The position of bin doors ability, reduced environmental footprint, enhanced interiors when open, coupled with dramatic ceiling illumination, creates and commonality advantage, CRJ aircraft are ideal for market a sense of height and space above the aisle.

Embraer is investing about $1.7 billion in the E2 progrowth and development.

The CRJ NextGen aircraft introduced new technologies, new gramme, compared with a $4.4 billion development plan for thinking, and new performance to regional aviation. The CRJ Bombardier’s CSeries. The smallest E2 plane will have maxiNextGen family of commercial aircraft delivers best in class eco- mum seating for 90, a step up in size for a company that once nomics – in fact, every CRJ aircraft version delivers five to 15 per sold 37-seaters among its pioneering regional jets in the 1990s. cent cash operating cost advantage over competing jets. In addition, the CRJ NextGen maintenance plan contributes to oper- SSJ100 Optimum Performance ating cost reduction with increased maintenance intervals and Sukhoi Superjet (SSJ100) is the first airliner in which engine simplified maintenance tasks. And with more than one CRJ air- and airframe have been designed together to optimise perforcraft version, operators enjoy substantial savings and the flex- mance. The SSJ100 – a fusion of Russia’s famed aviation design ibility of having a mixed aircraft fleet with a common group of and production skills with the latest systems from leading aeropilots. Bombardier CRJ NextGen aircraft are as environmentally space suppliers around the world – offers standards of economy, responsible as they are profitable, leading the way in environ- performance, environmental efficiency and passenger comfort mental standards, with a lower overall never before seen in a 100-seat airliner. environmental footprint. Along with the The SSJ100 is a 100-seat regional advantage of reduced community noise jet designed, developed and built by levels, every member of the CRJ family Sukhoi Civil Aircraft Company (SCAC) The fourth generation has the lowest emissions in its class. The in partnership with Alenia Aermacchi, CRJ NextGen aircraft’s lightweight and a Finmeccanica Company. On May FBW on the E2 improves highly efficient aerodynamics provide the 19, 2008, SSJ100 successfully accomflying qualities and best fuel burn and lowest greenhouse gas plished its first flight. The SSJ100 is ceremissions in its class. tified by European EASA, Russian IAC boosts fuel efficiency.

Every inch of the CRJ NextGen airAR and Mexican, Laos and Indonesian craft interior has been carefully considCivil Aviation Authorities. In 2011 the ered to maximise efficiency and passenfirst production SSJ100 entered service. ger comfort. The enhanced NextGen cabin offers new overhead It is the first 100-seat jet with a full FBW system, designed to bins to accommodate more carry-on baggage and new lighting optimise handling, reduce flight crew workload, and maxiand window design increase light and contribute to an overall mise fuel efficiency. enhanced sense of spaciousness – all contributing to a better The SSJ100 emits about 1.5 tonnes of CO2 less per trip comtravel experience and a high satisfaction rate among passengers. pared to its direct competitor. The high-tech long-duct nacelles carrying the SaM146 engines are designed to optimise acoustic performance, with the result that the SSJ100 meets ICAO ChapEmbraer Building on Success From ERJ to E-Jets, Embraer is moving up notches with plans ter 4 noise regulations – meaning that it is permitted to operate to introduce E-Jets E2. It unveiled the cabin mock-up of the E2 from any airport. at the Farnborough International Airshow recently. It has lined up E-Jets 175 E2, E-Jets 190 E2 and E-Jets 195 E2. The first MRJ Next-Gen Regional Jet E-Jet E2 is slated for delivery in the first half of 2018.

The Mitsubishi Regional Jet (MRJ) is the next-generation The full fly-by-wire (FBW) systems and other features make regional jet which will offer both top-class operational economy the aircraft to perform optimally. The fourth-generation FBW and outstanding cabin comfort. By featuring a game-changing on the E2 improves flying qualities and boosts fuel efficiency. engine, state-of-the-art aerodynamic design and noise analyThe E2 will take advantage of the FWB expertise developed by sis technology, the MRJ will significantly cut fuel consumption, Embraer for the E-Jets, Legacy 500 and the KC-390. E2 three- noise and emissions. The MRJ will have a four-abreast seat conaxis closed loop system improves aircraft stability during turbu- figuration, with large overhead bins, and also feature a slim seat lence and provides complete envelope protection in all phases that offers heightened comfort to passengers. The MRJ family of flight. The system is also designed to maximise fuel efficiency. consists of the MRJ90 (90-seat class) and the MRJ70 (70-seat The closed loop configuration allows the E2 empennage to be class). These aircraft have common wings, empennage, engines smaller thus reducing aircraft drag and weight. and systems. In addition, they have commonalities in pilot type Pratt & Whitney PurePower Geared Turbofan Engine E2’s rating, maintenance programme and spare parts. new GTF engines — the PW1700G (E175-E2) and PW1900G Though the programme has been delayed, Mitsubishi Aircraft (E190-E2 and E195-E2) — have an advanced gear system that Corporation is confident that it will address the needs of regional allows the engine’s fan to operate at a different speed than the airlines. The MRJ is expected to have its first flight in the second low-pressure compressor and turbine. quarter of 2015 and first delivery in second quarter of 2017.

Embraer and Bombardier dominate the market and there is some murmur that India wants to manufacture a regional Classy Interiors A look inside E2 reveals thoughtful, well-conceived design that jet, all indicative of the potential that regional aviation holds. SP

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civil

engines

improving efficiency Engine manufacturers are under constant pressure to develop engines which give the lowest fuel burn, fuel continuing to be prohibitive pricewise

By R. Chandrakanth

A cutaway of CFM’s next-generation LEAP engine

Photograph: CFM

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No doubt, aircraft provide a fast, efficient and reliable mode of transport with no comparable alternative for long distance travel. But that comes with a price tag. There are so many aspects that add up to the cost of air travel, foremost being the price of aviation turbine fuel, which in some parts of the world accounts for over 40 per cent of an airline’s operating costs. If one has to keep costs down, improve aircraft efficiency and at the same time be environmentally responsible, then the aircraft manufacturer first and the operator later will have to initiate measures for optimum performance.

At the core of it all is the engine which is the heart of an airplane. From 1903, when Charlie Taylor built an inline aeroengine for the Wright Flyer, till date aeroengines have undergone a sea change, adding more power, thrust, reliability, efficiency, etc.

Today’s aircraft are designed for over 15 per cent improvement in fuel burn than comparable aircraft of a decade ago, delivering 40 per cent lower emissions than aircraft previously designed.

And contributing significantly to this is the engine. On a per flight per passenger basis, efficiency is expected to continue to improve through 2050 with engine being pivotal to the development.

Overall, fuel efficiency of an aircraft can be improved through a variety of means such as efficient engines, new fuels, improved aircraft efficiency, improved efficiency in

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operations and optimised air traffic management. Engine manufacturers are under constant pressure to develop engines which give the lowest fuel burn, fuel continuing to be prohibitive pricewise.

Huge Investments Aeroengine manufacturers have been investing heavily in effecting improvements in the engines. There is a neck-and-neck race amongst engine manufacturers to out-perform the other and one of the yardsticks of a good engine is its fuel efficiency.

Engine manufacturers invest in technology to provide clean, quiet, affordable, reliable and efficient power. This is a continuous process and regular investments are made to maintain and improve the overall performance of in-service and in-production aircraft.

Philippe Fonta, Head of Environmental Policy, Airbus Engineering’s Centre of Competence Power Plant, mentions that multiple engine upgrade programmes have been achieved in the last decade that delivered up to two per cent fuel burn improvement (for example CFM56-5B Tech insertion, V2500 Select One, Trent 700 EP, GE90115B Mat’y, etc). There are further improvements on that and some engines claim up to 20 per cent less fuel burn.

As far as new products are concerned, engines and auxiliary power units (APUs) for new aircraft designs are expected to pro-

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Civil engines ary technologies never before seen in the single-aisle aircraft segment. These engines will provide up to 15 per cent better engine fuel efficiency which, at current fuel prices, translates to as much as $1.6 million in fuel cost savings alone for customers per airplane, per year. LEAP technology will also achieve double-digit improvements in CO2 emissions and noise levels, all while providing the industry’s best reliability and lowest maintenance costs.

The foundation of the LEAP engine is heavily rooted in the industry’s most advanced aerodynamics, environmental, lighter, more durable materials and leading-edge environmental technologies, making it a major breakthrough in engine technology. For more than 20 years, Snecma has been developing composite fan blade technology. More recently, the company has focused on the revolutionary three-dimensional, woven resin transfer molding (3-DW RTM) technology that dramatically reduces engine weight while providing a more durable blade. Development of Ceramic Matrix Composite (CMC) technology has been underway at GE for more than 30 years. This ultra-light-weight material can support the higher temperatures found in the high-pressure turbine that provide thermal efficiency. This higher temperature capability is paired with state-of-the-art cooling and coating technology to keeps the temperature profile of the metal the same as the current CFM56 engines to keep maintenance cost comparable to today’s product Rolls-Royce is investing line. Titanium-aluminide, a light-weight heavily in research to alloy that has been under development for the past 25 years, will also be incorpomaintain its leadership rated into the engine.

vide a minimum of 15 per cent fuel savings with regard to the aircraft they replace. Some project and/or development aircraft from business aeroplanes through regional and long-range aircraft worldwide are expected to bring significant benefits when they enter into revenue service in the near future. Engine technologies, e.g. materials, coatings, combustion, sensors, cooling etc are modelled, tested and implemented as soon as they become mature.

These technologies have a positive impact on thermal efficiency, higher operating pressure ratios are targeted to improve combustion and some engine cycle refinements are envisaged.

All this must be balanced with the potential risks of increased maintenance costs and weight and/or drag due to engine complexity in an overall context of maximum reliability.

Transmissive Efficiency. Through new components and advanced engine architecture.

Propulsive Efficiency. Engine architectures are evolving for example advanced turbofan, some different concepts are emerging such as advanced geared turbofans, open-rotors, hybrids, etc, each with their own multi-generation product development plans. In order to achieve the optimum improvements, massive investments have to be made in research programmes and public/private partnerships are therefore essential.

These investments are urgent considering that air traffic worldwide is increasing so rapidly that global carbon dioxide emissions from aviation, which now represent just two to three per cent of all CO2 pollution, could jump as much as 500 per cent by 2050.

Adding Gear Pratt & Whitney, a division of United Technologies, tried a radical approach for making turbofan engines more efficient—adding a gear. The resulting fan-drive gear system engine, more than a decade in the making, can cut fuel use by up to 16 per cent. Pratt & Whitney says the PurePower line of engines will be able to cut carrier operating costs by 20 per cent or about $1.7 million per plane per year, dampen noise levels by half and cut CO2 emissions by 3,600 tonnes a year.

How does the gear improve efficiency? Modern turbofan engines create thrust by expelling fast-moving hot gases from their core. But they also use their fans to push slower air around the outside of the engine, so it mingles with the faster hot gases at the rear, increasing thrust. Typically, engines have a bypass ratio of 8:1; eight pounds of the air hitting the engine bypass the core for every pound that enters. The higher the bypass ratio, the greater the engine’s thrust and efficiency. Pratt’s geared engine has a ratio of 12:1. A jet engine’s fan works more efficiently at slower speeds than does the core’s turbine and the gearbox allows the two to spin independently, each at its optimum speed.

Accordingly, PurePower engines have larger fans and smaller, lighter turbines.

position in advanced engine technologies.

LEAP’s Revolutionary Technology Throughout its history, CFM has had a policy of continuous investment in the CFM56 product line, introducing new technology into the mature fleet to help customers improve fuel efficiency, reduce its impact on the environment and reduce overall lifecycle costs. As recently as 2011, CFM introduced the CFM565B PIP for the Airbus A-320 family and the CFM56-7BE for the Boeing Next-Generation 737.

For the future, CFM is bringing all of this experience to the advanced new LEAP engine family, incorporating revolution-

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Advance and Ultrafan from Rolls-Royce Rolls-Royce is also working on two new engines the Advance and Ultrafan. The Advance could be ready to enter service by 2020, it said, bringing efficiency improvements of up to six per cent on its Trent WXB engine, which will be powering planes later this year.

Advance which offers some 20 per cent better fuel burn than the first Trent engines and the second UltraFan, a geared design that could be ready for 2025. There would be at least 25 per cent improvement in fuel burn and emissions.

At its headquarters in Derby, Rolls-Royce unveiled the lightweight Advance’s carbon-titanium fan blades, suspended from the roof of one of the huge kerosene-smelling hangars scattered around the vast site. The blades will be attached to a core smaller than the Trent model’s before the engine is put through its paces over the coming years.

Rolls-Royce is investing heavily in research to maintain its leadership position in advanced engine technologies such as: • High efficiency compressors and turbines with fifth-generation 3D aerodynamics.

• Advanced lean burn low emission combustors.

• Advanced light-weight heat resistant materials such as ceramic matrix composites or CMCs which allow the engine to operate at temperatures equivalent to half the temperature of the surface of the sun, while maintaining component lives.

Aircraft engines are built to very different criteria to those in automobiles. As you cannot pull over to the side of the sky in the event of breakdown, reliability has been the first and foremost priority and all engine manufacturers ensure that even when they are addressing issues of fuel burn. SP

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training

Interview

FSTC steps up training Captain Sanjay Mandavia, Director of FSTC, outlines his plans to meet the growing demand for pilot training in India as deliveries of narrow aisle and other aircraft are expected to go up.

SP’s Aviation (SP’s): Can you please give us an idea of the infrastructure and facilities that you have established so far? What are the expansion plans? What is the contribution and role of Lockheed Martin in this project ?

Captain Sanjay Mandavia (Sanjay): FSTC is a state-of-the art pilot training centre set up at Gurgaon, Haryana. The facility is just 25 minutes drive from the Indira Gandhi International Airport, New Delhi. FSTC is the first training centre in North India to meet aviation training requirements. It has been setup with a vision to reduce the financial burden of airlines towards travel, visa and hotel costs and to ensure immediate availability of pilots for operations.

FSTC is a joint venture between an Indian venture capital company floated by Fly Wings Aviation and SIM-Industries, a Lockheed Martin Company. It has the latest Airbus A320 and Boeing 737-800 full flight Level D Simulators located at its modern training facility in Gurgaon. The training centre has been established to meet global standards of excellence. There are plans to install six full flight simulators in three stages over the next 18 months. The establishment has six flight simulator bays, of which two are occupied and has land for an additional six.

SP’s: Has FSTC obtained certification from Indian and foreign regulatory agencies? Could you explain how your getting the EASA approval for Airbus A320 simulator will make a difference to your business?

Sanjay: FSTC secured its Type Rating Training Organisation (TRTO) approval in July last year, from DGCA. Recently, FSTC has received EASA approval for its Airbus A320 simulator, making it the only pilot training centre in the region to have this approval.

Photograph: Anoop Kamath

SP’s: How do you compare infrastructure and costs with other similar facilities in the region?

Sanjay: FSTC is unique on a few fronts. FSTC has broken competition monopoly by introducing Boeing 737NG and Airbus A320 full flight Level D simulators from SIM Industries to customers in the region, with plans to cater to overseas clients as well. With the EASA approval in place, FSTC is also targeting several international airlines and pilots to use their world-class training facilities as these could prove cost effective.

SP’s: By offering simulator training facility in India including type rating training, what kind of savings does a candidate get by not going overseas for training? Are you looking at countries beyond India for potential business?

Sanjay: FSTC caters to CPL holders who seek a self-sponsored type rating either on the Boeing 737 or the Airbus A320, most of whom otherwise would have to go outside the country for their rating. This saves the individual costs associated with international travel, hassles with visa and in some cases, the costs

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associated with accommodation. The same savings apply to airlines as well which actually reap greater benefits.

On top of that, using SIM Industries simulators can allow FSTC to offer competitive rates. Unlike CAE’s simulators which need spares to be procured via the company, SIM Industries’ simulators use several commercial off-the-shelf components, which can be locally procured. With electro-pneumatic actuators and the light weight of the simulator, power consumption is lower, allowing the establishment to keep running costs low.

SP’s: India is expected to acquire a number of narrow-body aircraft in the coming years and as there appears to be a shortage of pilots, could you explain how FSTC can fill the demand-supply gap? What is the current capacity utilisation of your simulator facilities?

Sanjay: In the coming years, India will see huge demand of training for narrow-body aircraft and FSTC will capitalise on this demand. Our centre operates round-the-clock. With our presence in India it will be huge savings for airlines and private pilots. Our simulators are the latest and use third-generation technology, which save on power consumption. Our 737 simulator is the only simulator in the country which supports CAT III B training which helps to land in foggy conditions. In addition, it is the only simulation training facility approved by Boeing to practise radio navigation performance (RNP) approaches.

FSTC’s facility is already being used by airlines such as SpiceJet, IndiGo, Jet Airways, and JetLite to train their pilots.

Each aircraft requires ten pilots, and each pilot requires a minimum of eight hours of training per year. “ With a combined Boeing 737 and A320 fleet in India at close to 400 airplanes, this translates to a minimum 32,000 hours of training per year.In addition, training is also required for the upgrade of pilots, new pilots are employed, some go medically down, while others retire. Many leave India and fly for airlines abroad. The training requirement always exists.

SP’s: What in your view are the weak areas in the Indian civil aviation industry that need to be addressed on high priority by the new government?

Sanjay: As demand for aircraft and trained personnel grows, the already existing gap between demand and supply for training facilities, currently at approximately 50 per cent, is likely to come under extreme pressure. Both government as well as private sector organisations have set up aviation training schools and academies in different parts of the country. As the demand continues to grow, this provides a huge window of opportunity for the private industry which has already established a foothold. There is also opportunity for offering training to the regional airlines and make India into a hub for training. SP

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Special

Message Defence minister

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Minister of Defence India

I

am very pleased to note that M/s SP Guide Publications, New Delhi, is shortly bringing out a special issue on Aviation with special reference on Indian Air Force. SP Publications, over the years, has created a niche for itself on matters relating to aviation, defence and security among the stakeholders.

I take this opportunity to convey my best wishes to the Chairman and Editorial Board of the magazine for their sincere endeavours and wish them all success.

Jai Hind.

(Arun Jaitley)

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Special

Message iaf Chief

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t is in a matter of great pride for all air-warriors that this year Indian Air Force (IAF) completes 82 years of glorious service to the Nation. It is a momentous day as we celebrate our achievements while paying rich tributes to our veterans who laid the strong foundation of our formidable force. Their vision has served as a beacon and their pioneering spirit along with astute leadership has steered the path towards modernisation and transformation. We remain indebted to them for their selfless service in guiding the IAF. We also salute our air-warriors who made the supreme sacrifice in the line of duty, while upholding the highest traditions of the service.

The journey of the IAF for last 82 years has been both memorable and challenging, wherein it has kept pace with changing technology in the interest of National Security. Pivotal role played by the men in blue during conflicts and innovative steps undertaken in Nation building during natural calamities reaffirms the high degree of trust and confidence the Nation reposes in our capabilities. Air support provided towards rescue and relief operations during flash floods in Uttarakhand, firefighting undertaken by Mi-17V5 in Nagaland and Tirupati and immediate response in providing relief material during cyclone in Philippines have earned us accolades from the Nation. IAF is deeply committed in providing continual air maintenance support towards Op-Triveni, Indian Army and other state agencies.

IAF has embarked on a path of modernisation and acquired multi-spectrum strategic capability. Induction of C-17, operationalisation of C-130, Mi-17V5 and modern systems along with seamless integration of radars, data and communication networks have bolstered our combat potential. Future inductions of MMRCA, surfaceto-air missiles and medium powered radars would significantly strengthen our air defence network. Our

Air Chief Marshal Arup Raha pvsm avsm vm adc

training programme has been upgraded in consonance with the rapid change in technology and aerial warfare.

Induction and operationalisation of Pilatus PC-7 MkII has filled the void in our ab-initio training exposing inexperienced pilots to modern avionics. Great impetus has been provided to upgradation of infrastructure for the induction of new systems. Security of assets has been the top priority and enhanced security measures have been instituted and procurement of state-of-the-art equipment planned to counter any threats to our bases.

While acquiring the strategic capability, IAF has been sensitive to the requirement of its air-warriors, both training to absorb new technology and their overall development as a potent combat force. Our people are our most valuable assets and in consonance with IAF’s vision ‘People First Mission Always’ our Human Resource Policies have been reviewed to ensure professional growth of our air-warriors. Modern sports facilities, creation of auditorium and upgradation of living accommodation have enhanced the quality of life in the Service.

In the last five decades SP Publications has played a stellar role in promoting public awareness about the Indian armed forces and highlighting the achievements of IAF through an array of well researched publications.

On behalf of all air-warriors, I compliment SP’s Aviation team for the special issue on Air Force Day and wish them success in all their future endeavours.

Jai Hind!

Air Chief Marshal Chief of the Air Staff Indian Air Force

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cas interview Special

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The IAF would always shoulder responsibilities entrusted to it to safeguard our national interests. We are fully prepared.

On the occasion of the 82nd Anniversary of the Indian Air Force (IAF), Air Chief Marshal Arup Raha PVSM AVSM VM ADC, Chief of the Air Staff spoke to Jayant Baranwal, Editor-in-Chief, SP’s Aviation SP’s Aviation (SP’s): What in your perception are the major security challenges that the nation is facing today and is likely to face in the future, both in the near and long term?

Chief of the Air Staff (CAS): The major security challenges to our nation will continue to stem from the ever-changing nature of war and the fast emerging geopolitical uncertainties in our neighbourhood. In an increasingly globalised world, these would encompass the war on radical groups, control of resources and religious extremism borne out of economic, demographic and societal tensions that are transnational in nature. Specifically for us, the vacuum emerging post-US withdrawal from Afghanistan as well as the increasing forays in the contested areas along the LAC – all constitute real and live concerns. Events like the 26/11 have highlighted the spectre of terrorist attacks in our urban areas, where restrained application of air power to minimise collateral damage needs to be factored in. Similarly in other hostage/hijack scenarios, our resources may need to be deployed at short notice. Therefore, on our part, we are equipping and training ourselves to tackle the myriad situations across the spectrum of conflict. More importantly, we would need to maintain an agile and adaptive mindset in handling such contingencies. The increasing use of space and cyber space has added a new dimension to the spectrum of conflict, which would constitute the long term threats to National Security.

SP’s: In your view, is the IAF adequately prepared to effectively cope with the challenges that it may be called upon to confront?

CAS: Yes, we are adequately prepared to take on all challenges.

Our efforts towards modernisation of equipment and effective training would not only prepare us to deal with challenges across the wide spectrum of armed conflict, but also fortify us in responding effectively in aid of civil power while conduct-

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ing disaster relief and counter-insurgency operations and when dealing with other sub-conventional threats.

SP’s: As the head of the fourth largest air force in the world, what is your vision for the organisation as also your major area of focus in its march towards a glorious future?

CAS: IAF vision envisages a multi-spectrum strategic force capable of addressing the challenges of the future by inducting state-of-the-art equipment and upgradation of its existing infrastructure, systems and platforms. The IAF is committed in undertaking any challenge that poses threat to our National Security and provide multiple options to the National leadership in any contingency, both in war and in peace. The IAF will continue to be exclusive by its profession but totally inclusive in the service to the people of India.

SP’s: India is now an acknowledged nuclear power and the IAF will have a major role to play should the nuclear threshold be ever crossed. To what extent is the IAF prepared to shoulder this responsibility?

CAS: The IAF would always shoulder responsibilities entrusted to it to safeguard our national interests. We are fully prepared.

SP’s: Inadequacy of jointmanship amongst the three services has often been cited as a weak area in the military profile of the nation. What are your views on the subject as the Chairman COSC? What specific steps would you like to take to address this issue?

CAS: COSC has functioned reasonably well over the decades despite the constraints and has played an important role in ensuring adequate joint planning. Successful operations undertaken by the Indian armed forces in all the wars till date bear testimony to this fact. I am of the view that integration and jointness is the way forward and that the office of the COSC would be the prime enabler

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Special

cas interview in this regard. We have a high degree of cohesion and synergy in the COSC and a fair amount of ground has already been covered on joint issues. Joint procurements, doctrines and training have been synergised to a great extent and there has been congruence of thought on these issues. Integration is an ongoing process and it does not end with one exercise or operation. Towards this end, HQ IDS has over the years emerged as an effective coordinating agency on behalf of the three Services on matters of training and doctrinal formulation. I am sure that implementation of the proposal to create the appointment of permanent Chairman COSC by the Naresh Chandra Task Force would lead to even greater synergy and cohesion amongst the three Services. This proposal has already been concurred by the three Service HQ. As per its recommendations, the Chairman COSC would be one of the three Service Chiefs appointed by the Government and be the singlepoint contact between the Government and the three Services on matters of policy, joint acquisitions, joint capability building and training. Integration of the MoD with Service HQ would be a prerequisite. The Chairman COSC would thus be the fourth four-star officer who would also be responsible for the various Tri-Service Commands like ANC, SFC and at a later date, the Special Operations Command, Space Command and Cyber Command. The Service Chiefs will continue to exercise operational control and staff functions over their respective Service and have direct access to RM. This set-up will allow HQ IDS under the Chairman COSC to function as an effective advisory nodal agency to the government.

SP’s: What progress has been made so far towards the establishment of Aerospace Command?

CAS: The case for the creation of a Tri-Service Space Command is under consideration at MoD. The approach paper for Space Command has been finalised after addressing the observations of the Indian Army and the Indian Navy. Based on the approach paper, the SoC prepared by HQ IDS has been forwarded to MoD. The draft CCS Note would be processed after obtaining AON. Creation of a Space Command is necessary for ‘Space Security’ i.e., protection of our space-based assets from hostile action and also for providing requisite impetus to enhance military space applications capability.

SP’s: To cope with the rapid advancements in technology, it would be necessary to upgrade the quality of human resource as well. What measures are being adopted to ensure that the future generations in the IAF are made capable of meeting the new technological challenges?

CAS: Smart classrooms, virtual training systems and lectures through video conferencing are conducted regularly for the trainees. It is emphasised at training stages to use the latest tech gadgets for enhancing our abilities at the same time and not to get over-dependant and overwhelmed by rapid development in this field. Simulator training is part of various syllabi for training and computers are utilised for briefing and debriefing of missions. Use of technology is encouraged so as to increase awareness and ensure rapid dissemination of knowledge. Abinitio as well as in-service training have been re-cast and finetuned to enhance the professional ability of all air-warriors to remain abreast of state-of-the-art technologies.

SP’s: What steps are being taken to improve the image of the IAF in the perception of the general public as also to make the service an attractive career option for the youth of the nation?

CAS: Concerted efforts have been undertaken by the IAF to ensure that the right image of a modern and technologically

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advanced “Brand IAF” is made visible pan-India. We are moving in the right direction and, apart from the existing selection systems, we have started conducting ‘Fast Track’ selections in line with campus placements.

We are ensuring that all available avenues of publicity are suitably exploited. We are also innovating to ensure that this attractive career opportunity is presented to all the youth of the country. Towards this, various measures undertaken are: • One-to-One Interactive Measures. These include conduct of motivational lectures and career fairs and exhibitions in schools and colleges throughout the country.

• Enhanced Publicity Campaigns via use of Fixed Visual, Print and e-Media. A ‘Facilitation-cum-Publicity Pavilion’ is already operational at IGI. Similar publicity cells are being set up at other major airports around the country.

• Innovations and Projects Under Various Phases of Completion. We launched a mobile game “Guardians of the Sky” in July this year. An astounding 80,000 people have downloaded the game so far. Phase-II of the game will be launched on October 8, 2014, and we are anticipating a similar response. We are also in the process of creating an IVR system for enhancing e-based one-to-one interaction.

To achieve a truly pan-India presence, we have started the process of creating a Publicity Exhibition Vehicle (PEV). The mobility afforded by this vehicle will allow us to target areas that require repetitive focus or which could not have been accessed during normal publicity drives. In order to absorb the increased induction of trainees, we have created two additional Air Force Selection Boards (AFSB) and created the necessary infrastructure in our training establishments to absorb the enhanced intake. We are extending our reach to a larger section of the youth. Our aim is to create "Brand IAF," which will be sought after by the youth as a favoured career option. Our initiatives have ensured that the quality and number of candidates opting for Air Force as a career has increased significantly. It is expected that the VIIth CPC would address the issues submitted by the three Services to make the profession of ‘Arms’ an attractive one for the youth.

SP’s: The status of the armed forces in society has been progressively eroded with the passage of time. With every pay commission, the armed forces have been pushed lower down the hierarchy vis-à-vis civilian counterparts. Are any steps being taken with the seventh pay commission to prevent further downslide, if not improvement in the equation?

CAS: The armed forces are keenly looking for restoration of historical and traditional parities vis-à-vis our civilian counterparts. The three Services have unanimously chosen to be a part of the VIIth CPC, since we firmly believe that the CPC, as a highly qualified and competent body of experts, will be able to appreciate the unique environmental and operational conditions that our soldiers, sailors and air-warriors face while maintaining a constant vigil in these challenging times. The Government has recognised the special character of the armed forces by including a specific mention on ‘Historical and Traditional Parities’ in the terms of reference for VIIth CPC. We are confident that the positive interaction thus far with the Pay Commission will translate into effective measures in resolving core anomalies regarding status of the defence personnel vis-à-vis their civilian counterparts that have arisen out of the awards by previous pay commissions and will enhance the pride and sense of well-being of our men and women in uniform. Extension to the armed forces, of NFU or any similar scheme recommended for the civil services, have also been proposed. SP

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operations Special

PREPARING FOR A TWOFRONT WAR Developing friendly relations with China does not mean that India can discount them as strategic rivals. Development of relations must go hand-in-hand with enhancing military capabilities.

By Air Marshal N. Menon (Retd)

Photograph: IAF

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India has not been an aggressor against any country nor does it have any expansionist designs. However whenever its territorial integrity has been threatened, its armed forces have reacted with professional competence. Given the current economic environment in India and the region, war seems to be a remote possibility. The exception to this is Pakistan whose identity appears to be based on anti-Indianism. The relations between India and China have improved over the years but border issues are yet to be resolved. China is a patient country with a long memory and Deng Xiao Ping with the usual Chinese farsightedness stated in 1986 that it would perhaps be better if the Sino-Indian border problem was left to be solved by future generations. Much can be read into this statement. Later, in early 1990s, Deng expounded his ‘24-Character Strategy’:“Observe calmly; secure our position; cope with affairs calmly; hide our capabilities and bide our time; be good at maintaining a low profile and never claim leadership.” Later the phrase, “make some contribution” was added.

The strategy suggests both a short-term desire to downplay China’s ambitions and a long-term strategy to build up China’s power to maximise options in the future. There is an ominous ring to this 24-Character Strategy and India would do well to take heed, even though China may have articulated the strategy with the superior power of the United States in its sights.

Developing friendly relations with China does not mean that India can discount them as strategic rivals. Development of relations must go hand-in-hand with enhancing military capabilities. While this process has a long gestation period, the intentions of a country can change overnight. One cannot forecast as to when China with vastly greater capability will decide to reclaim disputed territories. When that happens, India will have to fight with whatever capability it possesses at that time. While the two countries have been holding regular meetings to resolve the vexing border issues, nothing substantial has been achieved. President Xi Jinping’s visit to India may result in a breakthrough.

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Situation in the Neighbourhood Pakistan is entirely a different kettle of fish. Beset by internal political problems, its policy trajectories decided by the Army and the Inter-Services Intelligence (ISI), under serious threat from fundamentalist organisations created by itself, with an unstable border on its West and an economy sustained mainly by dole from the United States and Saudi Arabia, Pakistan totters on the brink. This nuclear power’s identity is an anti-India stance which is unlikely to change. One anchor it has is the ‘allweather’ friendship with China. China has armed and helped Pakistan to counter-balance India in South Asia. Differences over Kashmir continue to fester and the IB and LC remain volatile.

China is embarked on a time-bound military modernisation planmodernisation that has taken it far ahead of India. It has the largest standing army in the world and its air force and navy have accelerated re-equipment plans. China has a strong indigenous military industrial complex. It has transformed itself from an arms importing nation to one that can export state-ofthe-art military hardware. It has an annual defence budget of over $120 billion. It has conducted exercises to demonstrate mass transfer of military personnel and equipment over vast distances from one region to another.

The PLAAF In 1999, the People’s Liiberation Army Air Force (PLAAF) operated over 3,500 combat aircraft comprising the J-6 (MiG-19 equivalent) and the J-7 (Chinese version of the MiG-21). A deal with Russia saw the induction of 100 Su-27 fighters. PLAAF also had in its inventory the H-6 (Chinese version of the Tu-16 Badger) bombers. China had no precision-guided munitions (PGMs) and only the Su-27 was BVR compatible.

China’s astounding economic growth has accelerated the modernisation momentum and the 21st century has witnessed the acquisition of 105 Su-30MKK from 2000 to 2003 and 100 upgraded Su-30MKK2 in 2004. China produced more than 200 J-11s from 2002 onwards. The PLAAF also bought a total of 126 Su-27SK/UBK. The production of J-10 fighter began in 2002 and

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Special

operations 1,200 are on order. The H-6 bombers were converted into flight refuelling aircraft. In 2005 the PLAAF unveiled plans to acquire 70 Il-76 transport aircraft and 30 Il-78 tankers to significantly upgrade strategic airlift capability and offer extended range to the fighter force. The US Department of Defense has reported that Su-27SKs are being upgraded to the multi-role Su-27SMK status. The PLAAF is also organising a combat air wing for a future aircraft carrier group, possibly based on the Su-33, a carrier-capable variant of the Su-27. Many existing fighters are being upgraded, some for night maritime strike role, permitting carriage of Russian weapons, including Kh-31A anti-radiation cruise missile and KAB-500 laser-guided munitions.

China is also developing special mission aircraft including the KJ-2000 AWACS based on Il-76 platform. The Y-8 transport planes are being modified to undertake a variety of roles of Airborne Battlefield Command, AEW and intelligence gathering. PLAAF’s aim is to have a fourth-generation air force. JH-7/7A will be the backbone of the precision strike force with large numbers of J-10 and J-11 in the air superiority role. The interceptor role will be undertaken by the JF-17 which is currently under production. The transport force will have Il-76, Il-78 and Y-9 aircraft. China has a variety of helicopters and other aircraft to undertake specialist missions and routine tasks. With a fast developing command, control, communications, computers, intelligence, surveillance and reconnaissance (C4ISR) and its shift to joint operations, the Chinese military will be a formidable force to reckon with even for a well prepared adversary. In this process of modernisation, the PLAAF has improved exponentially, though it has yet to be tested in war.

Recently China unveiled its fifth-generation fighter—the J-20 which represents a big step in the evolution of the Chinese aerospace industry as a whole. The new aircraft displays stealth features and indicates a determination on China’s part to shape new military capabilities in the period ahead. China is determined to develop modern military aerospace capabilities.

Having built up expertise in the field, including learning from the designers, technicians and scientists imported from CIS countries where they had been rendered unemployed post the break-up of the Soviet Union, China invested significantly in the aerospace sector and the benefits are visible now. The progress has been much faster than predicted by western analysts. The phenomenal growth in its economy permits China’s increased investments in innovation and the result would be that by 2020 or so China will become the world’s most important centre for innovation, bypassing current leaders, the United States and Japan. In recent times China has been flexing its muscle and become more assertive in the South China Sea region.

Pakistan Air Force Pakistan’s army controls its own budget and the civilian government has very little power of veto to what the military wishes to acquire. With material help from China and financial assistance from Saudi Arabia, Pakistan has been able to create a fairly potent military. The United States also gives billions of dollars to Pakistan in the ‘fight against terrorism’ despite knowing that this donation only fuels terrorism further. This inexplicable blind spot in the US foreign policy has continued for many years. Pakistan has received F-16 C/D Block 50/52 aircraft from the US. The total number of F-16s with PAF will eventually go up to 100. The United States has also delivered BVR missiles to the PAF, neutralising an advantage held by the IAF for long. China and Pakistan have jointly manufactured the JF-17 Thunder combat aircraft. . This will replace all older types in the Pakistan Air Force (PAF) with a total of nearly 250 to be manufactured in Pakistan. The PAF has also contracted for four Saab-2000 AEW aircraft apart from the four Y-8 it will

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receive from China. All this indicates that any advantage that the Indian Air Force (IAF) has had is slowly being whittled away.

State of the IAF In comparison to China or Pakistan, the Indian armed forces are getting a rough deal from the government. Despite the pronouncements of “we will defend every inch of our territory” and “our forces will get what they want,” the actual story is quite different. The past few years have witnessed a Raksha Mantri so obsessed with maintaining his so-called ‘squeaky clean’ image, that even a whisper of alleged taint have resulted in cancellation of contracts for weapon system with foreign vendors. That the modernisation process of the Indian armed forces and military preparedness of the nation are severely affected due to such cancellations, did not deter him from his crusade. It did not matter that some of the allegations of corruption were insinuated by vendors who had been eliminated from the race for the contract.

The series of scams that dogged the previous dispensation led to policy paralysis with resultant adverse impact on national security. A case in point is the induction of 126 MMRCA for the IAF. A presentation for this requirement was given to the then Minister of Defence by this author in year 2001. Though Rafale has been selected after a painfully long delay in the Cabinet Committee on Security (CCS) according its approval and a lengthy evaluation process, finalisation of the deal is held up for reasons not fully known. To add to India’s woes is the near complete failure of the Defence Research and Development Organisation (DRDO) to deliver on its promises. The recent change of government and the partial opening up of the defence sector to private players augurs well for the Indian military. The Tejas LCA is a non-starter in its present configuration, good only for fly-pasts and demonstrations. LCA’s newer version is yet to materialise. MiG-21M aircraft will be phased out in 2015 and the MiG-21 Bison in 2022. The MiG-27 force will be out of service in 2020. The IAF will have only the Su-30, MiG-29, Jaguar and Mirage in its inventory unless the Rafale and Russian fifth-generation fighters are inducted.

In the present conditions, India will just manage to fight a single-front war. In case a two-front war is thrust on India, its armed forces will be put under great strain. Military modernisation has to be given priority in the coming years.

Vivek Kapur writing for the Institute for Defence Studies and Analyses (IDSA) in its Journal of Defence Studies has anlysed the challenges for the IAF in year 2032 when it would have entered its second century of existence. He has looked at contingencies of single front, 1.5 front and two front wars. He states that India should keep China in its cross-hairs and build up its inventory and this will automatically take care of Pakistan also. He estimates that to meet a two-front contingency would require the IAF to have 63 combat squadrons, backed up by adequate heavy-lift aircraft and force multipliers by way of AWACS and FRA. Requirements of helicopters including attack helicopters, unmanned aerial vehicles, armament, EW capabiliity and base infrastructure have been detailed in the article. While the requirements would appear to be very large, China’s rapid development of its PLAAF, both in terms of quality and quantity need to be kept in mind.

Conclusion In conclusion it could be stated that at present, the Indian military, including the IAF, have vulnerabilities that would prove disastrous in the event of a two-front war. Till such time as we can bring about some balance as regards force levels and capabilities vis-à-vis China, diplomacy and economic engagement would be the best option. SP

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LONG WAIT The IAF desperately needs the Rafale MMRCA to restore its operational edge in the region

By Air Marshal Dhiraj Kukreja (Retd)

can’t wait indefinitely: rafale awaits its turn of contract signatures

Photograph: Dassault Aviation

T

The case of the acquisition of 126 medium multi-role combat aircraft (MMRCA) for which the Indian Air Force (IAF) zeroed in on the French Rafale, has been termed as the “mother of all defence deals”. With a requirement of $25 billion (`1,50,000 crore) to fund the project, this deal is sure to make a considerable dent in the Indian defence budget. Of course, it would be a significant boost to the French coffers, especially in the context of the economic difficulties the nation is facing. The IAF desperately needs these aircraft to restore its operational edge in the region. With older aircraft being phased out,the strength of the combat fleet in the IAF has been steadily dwindling from the authorised figure of 39.5 combat squadrons and today, the IAF has ‘lost’ nearly a quarter of its strength.

The continuing changes in the geopolitical scenario in the world, and specifically in the region, have necessitated a re-examination of doctrinal perceptions. With the turn of the century, the IAF, which was for long considered as a tactical force maintained just to support the Army and the Navy, decided to finally shed the misconception with reequipping plans to be an effective strategic aerospace force. The plans were in harmony with the then Prime Minister’s statement made in the context of economic revival and the fact that the strategic boundaries of the nation now extended from the Middle East to the Strait of Malacca. Air Chief Marshal F.H. Major, former Chief of the Air Staff (CAS), on the eve of the Platinum Jubilee of the IAF in 2007, had also stated, “Given the Indian situation, our concerns and aspirations, a strong and comprehensive aerospace capability is an inescapable necessity.” The ‘comprehensive capability’ that he spoke about, encompasses long-reach, all-weather, precision-based, networked and spaceenabled resources. The proposed acquisition of the MMRCA was a step in this direction. Notwithstanding the recent acquisition of Su-30MKI aircraft in large numbers, which has multiplied the

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capability of delivering ordnance, the capability increase nevertheless, needs augmentation of numbers too!

Case for the MMRCA The IAF issued a request for information (RFI) for 126 MMRCA in 2001, but began pursuing it much later. After delays lasting almost two years beyond the planned December 2005 issue date, the Ministry of Defence (MoD) announced a formal request for proposal (RFP) only in August 2007. The blame for the delay cannot however be placed solely at the MoD’s door as many other causes contributed in equal measure. The requirements for an enhanced strike capability with an extended range to meet out-of-area contingencies; the understanding of the new offset policy introduced in 2005 and revised subsequently and the hectic behind-the-scene political lobbying by the nations in contention, all had a role to play in the delay.

Defence acquisitions, more so aircraft acquisitions, have a long gestation period. When planning the purchase of an aircraft, threat perception and utilisation are not the only criteria to be considered. The life-cycle of the aircraft in terms of total technical life and the maintenance support for sustenance through it, is equally important to calculate the cost. It is probably for the first time that the IAF has, before placing an order, calculated the life-cycle cost over around 40 years, with maintenance requirements to be met for the entire service life, be it through transfer of technology or otherwise. The planning exercise for such calculations is time consuming. The buyer and the seller both have to put their minds to this mammoth exercise. The vendors in this case were given six months to submit their proposals in response to the RFP, a 211-page document.

During the Aero India Airshow in February 2011 at Yelah-

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modernisation anka, Bengaluru, the fighter aircraft manufacturers of the world were on tenterhooks, even as they displayed their aircraft, awaiting the results of the evaluation process that were to be announced in June. The MoD, after having studied the massive volumes of technical and flight evaluation data compiled by the IAF, finally shortlisted the Dassault Rafale and the Eurofighter Typhoon. The expected aftershocks began soon thereafter. One really does not know if the resignation of the American Ambassador to India the very next day of the announcement of the chosen two aircraft, which did not include the American aircraft in the running, F-16 or the F-18, was a mere coincidence. The others too, who were rejected, expressed disapproval of India’s choices, albeit at a comparative low-key! The choices however were arrived at entirely and exclusively, on the painstaking and thorough appraisal through comprehensive trials conducted by IAF test pilots. Other elements of the proposal, namely, transfer of technology, chosen offsets and the costs were not considered at all at this stage.

The next step of opening the commercial bids of the two manufacturers along with negotiations for offsets, transfer of technology and reduction in cost of aircraft and maintenance supplies, commenced soon thereafter. While the need to sign the contract as early as possible, but on completion of the necessary negotiations, was not lost sight of, it goes to the credit of the IAF, knowing that the Defence Procurement Procedure (DPP) is a game for the patient, to have followed each step scrupulously, lest it faces delays at a later date. On January 31, 2012, the MoD announced the Dassault Rafale as the final choice for exclusive negotiations. The Dassault Rafale was selected against the Eurofighter Typhoon due to its lower unit cost, lower overall life-cycle cost, lower fuel consumption and simpler maintenance requirements.

A Stumbling Block After January 2012, it was expected that procedural approvals would be soon gotten, before the contract would be inked; but, alas, it was not to be. While the case progressed for the Defence Minister’s approval and the Finance Minister’s consent, before the final blessings of the Cabinet Committee on Security (CCS), a Member of Parliament (MP) from a regional party of South India questioned the procedure followed. He wrote to the Defence Minister on February 27, 2012, alleging lapses in the evaluation and costing process followed to select the lowest bidder. The complainant, as quoted on the site, www.indiatoday.in on March 13, 2012, wrote in his letter, “The alleged manipulation of the evaluation process in picking the L-1 contractor, which resulted in a decision to procure 126 MMRCA, has raised serious apprehensions not only across the country but also worldwide. If a proper decision is not taken, the country’s credibility will be at stake.” The intentions and the integrity of the complainant are not in doubt. However, one would definitely like to know the sources of his allegations, his personal knowledge of the DPP and the impact that his complaint could have on national security preparedness, should the deal be delayed indefinitely or cancelled in toto.

An independent committee of three observers, which included a former high-ranking Finance and Defence Ministry bureaucrat, appointed by the Central Vigilance Commission (CVC), submitted its report to the MoD. The Committee reported that the IAF had followed the procedure, as stipulated in the DPP, to the letter. The IAF expected the process of finalising the contract to be hastened, to make up for the delay caused, but the negotiations continue to move at an unaccountably slow pace; the contract is yet to be signed, though sources in the IAF are optimistic for a December 2014 deadline.

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Imponderables Ahead?

What if it does not happen? Even after more than two years of negotiations for the final contract, which includes transfer of technology and offsets, there seems little assurance notwithstanding the optimism in various media writings and highprofile visits by French politicians. The MMRCA contract calls for 18 aircraft to be delivered in a flyaway condition between the third and the fourth year of the contract being signed and the balance 108 to be manufactured under licence by the Hindustan Aeronautics Limited (HAL) between the fourth and the eleventh year. If the contract is signed in 2014-15, then going by the planned timelines, the earliest the Rafale can fly in the IAF colours will be sometimes in 2017-18, but only ‘if’- till then what?

With the continuing phasing out of the vintage fleets of the MiG series due to obsolescence, and delay in acquisitions, the IAF plan to have 42 squadrons by 2022 has taken a hit. Presently, it is down to 32 squadrons. Of the around 640 combat jets that the IAF has in its fleet, over 200 are MiG-21s. By the present calculations of the life span of the MiG series, the aircraft are due to be retired from service by 2019. The Bison, at best, can be stretched to a few years more. Thus, with the progressive phasing out of aircraft, the strength would further reduce to about 30 squadrons or even less, if no fresh inductions take place in the fighter fleet. Coupled with this delay is the disturbing news of the delay in the upgrade of the Jaguar strike aircraft to “Darin III” standards and the re-engining of the aircraft by at least a couple of years. Under original plans, HAL was scheduled to complete the $520 million upgrade activity by December 2017.

Notwithstanding the optimism from all quarters, there are impediments in the smooth finalisation of the MMRCA contract.

HAL is to assume full responsibility for the timely preparation of its infrastructure and state it in the document. The other Indian manufacturers who would be collaborating with Dassault and HAL for the production of the systems, sub-systems and accessories will also have to get their act together to meet the deadlines of the contract. Reportedly, more than 50 per cent of the subcontract negotiations are over; hopefully the remainder too would see finalisation before the end of 2014-15.

While the final lap is in sight, the rivals, earlier eliminated from the race, are again generating a lot of heat and dust. The British Foreign Secretary, William Hague, in his recent visit, lobbied hard for the Eurofighter Typhoon during his meetings with the present government. Germany too, is reportedly pushing for the Typhoon. Similarly, the United States too harbours the hope for either of its aircraft to fly back into the MMRCA competition, as a part of the ‘wooing plan’ for Prime Minister Narendra Modi’s visit. (The visit, however, would well be over, by the time this writing goes into print.)

The Indian defence establishment however seems to be quite clear that there can be “no comebacks” in the ongoing MMRCA project. There are only two possibilities—one, the deal is inked or it is not. In the remote and unlikely possibility of the latter happening, the entire MMRCA process would have to be scrapped, after being in the works for more than a decade, with a fresh global tender or RFP being issued. The cancellation of the deal can prove to be a terrible blow to the operational capability of the IAF. The Government has displayed its intent on acquisitions, with some hard decisions in recent meetings with which the confidence and optimism levels for an early conclusion of the contract have risen. It is for the establishment to match it and not let the IAF down. SP

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Special

transport

IAF’s C-17: advanced military transport aircraft

TRANSPORTING THE IAF INTO THE FUTURE With the acquisition of replacements for the tactical fleet in the pipeline, the IAF transport fleet will be well equipped to meet with its operational commitments in the decades to come

By Air Marshal Dhiraj Kukreja (Retd)

Photograph: Boeing

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Since the birth of the Indian Air Force (IAF), its transport fleet has primarily been a tactical fleet. Its periodic modernisation over the years have been through the induction of military transport aircraft of foreign origin such as the C-47 Dakota and the C-119 Fairchild Packet from the United States, the Russian IL-14, An-12 aircraft and a few de-Havilland DHC-4 Caribou from Canada. All these aircraft were in the ‘tactical’ category and many of them were refurbished old machines. However, beginning in the 1960s, the IAF inducted from the UK, a fleet of new Hawker Siddley HS 748 Avro, a twin-turboprop transport aircraft of five-tonne payload capacity, which the Hindustan Aeronautics Limited (HAL), later built under licence at its facility at Kanpur.

The Avro, although originally designed for civilian use, was employed by the IAF to ferry passengers and cargo. The intrinsic design of the aircraft was not suited for military tasks such as delivery of paratroopers or air supplies. Some aircraft of the IAF, however, were modified for loading of military cargo and for airdrop of paratroopers. Though obsolete, the existing fleet of 50 plus aircraft is now slated for replacement.

Later, owing to geopolitical reasons, it became difficult to procure military hardware from Western sources and as such, the IAF had no option but to rely almost entirely on the Soviet Union for military aircraft, which included transport aircraft in the medium and heavy lift category. It was in the mid-1980s that the IAF, for the first time acquired true, but limited, strategic airlift capability by way of induction of a fleet of 17, fourengine IL-76 heavy-lift aircraft from the Soviet Union. Almost simultaneously, tactical airlift capability of the IAF also received a boost with the induction of a new and customised fleet of 104

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twin-turboprop An-32 medium lift transport aircraft, also from the Soviet Union.

It was around the same time that the Dornier-228, a twinturboprop light utility aircraft of 2.3-tonne payload capacity, was procured from Dornier GmbH of Germany and cleared for licensed production by HAL. This aircraft continues in service in the IAF for communication duties, as also for the basic training of pilots on transport aircraft.

Modernisation of the Transport Fleet Over the last nearly seven decades, the transport fleet of the IAF has undoubtedly come a long way. At the turn of the century, however, practically the whole of the transport fleet on the inventory of the IAF, bulk of which was inducted in the mid-1980s, was overtaken by obsolescence and was fast approaching the end of its total technical life. For the geostrategic challenges that the nation was being called upon to face, an urgent need was felt for induction of state-of-the-art platforms to build new capabilities, literally from scratch. With this objective in view, the IAF embarked on a major drive towards modernisation of the transport fleet. This time round, however, because of the radically altered geopolitical environment, other options were available rather than being tethered to the traditional Russian source. The IAF, quite understandably, and correctly supported by the government, opted for the most advanced technologies that it could access within the limits of affordability.

In 2008, the IAF placed orders with the US aerospace major Lockheed Martin for six C-130J Super Hercules military transport aircraft, powered by four turboprop engines. The aircraft

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Transport were procured by the IAF through the Foreign Military Sales (FMS) programme of the US Government for $1.059 billion (`5,825 crore). Although the C-130 platform was conceived in the early 1950s, the Super Hercules C-130J model is radically different from its ancestors. Customised for India for Special Operations, these aircraft are capable of all-routine operational transport tasks and have been in service with the IAF since 2011. For Special Operations, the aircraft is equipped with systems to facilitate highly accurate navigation, in complete darkness at ultra-low level, without any help from ground-based radio/navigational aids, and deliver Special Forces on target with devastating accuracy. So satisfied is the IAF that it has now ordered for another six aircraft.

The most important deal to be finalised in the recent past has been the $4.1 billion (`22,550 crore) order for ten, fourengine, C-17 Globemaster III, heavy-lift aircraft, manufactured

by Boeing Defense, Space & Security of USA. Also being acquired through the FMS route, all ten aircraft are expected to be with the IAF by the end of the year. The IAF has plans to order six more bringing the fleet strength to 16.

The C-17 has the capacity to lift 77 tonnes as against 43 tonnes of the IL-76; with 16 aircraft, the overall strategic airlift capability of the IAF, hence, will be significantly boosted. Besides this, the C-17 with a full load can operate from airstrips as short as 3,000 feet. The aircraft would also provide a transcontinental range of 2,420 nautical miles, considerably enhanced by inflight refuelling. Its capability to land at short, semi-prepared airstrips, just as the C-130J, is crucial for India to counter China’s build-up of military infrastructure all along the 4,057-km Line of Actual Control, which includes an extensive rail and road network, as well as five new airbases in Tibet. The C-17s and the C-130Js will come into play with the progressive upgrading of advanced landing grounds (ALGs) along the border with China, both in Eastern Ladakh and Arunachal Pradesh. The C-130J has already displayed its prowess by landing at the airstrip at Daulat Beg Oldi (DBO), at a height of more than 19,000 ft, surprising even its designers with its performance.

The C-17, which is regarded as the most advanced military transport aircraft in the world today, is ideally suited for not only power projection in any part of the world, but also for humanitarian assistance, disaster relief operations and emergency evacuation of Indian citizens abroad, from areas in turmoil. The C-130J has been deployed in a number of disaster relief operations such as in Uttarakhand, Odisha, as far as in Philippines and more recently, in Jammu and Kashmir. Although generally categorised as a tactical transport aircraft, capability-wise it can well undertake strategic airlift tasks as well.

Apart from acquiring the strategic airlift capability, the IAF is also working towards a complete revamp of its fleet of tactical transport aircraft. The 100-odd, five-tonne payload capacity, An-32 aircraft, acquired in the mid-1980s, are currently undergoing a mid-life upgrade in Ukraine and India. With the mid-life the upgrade, the An-32 fleet will remain in service till around 2022.

HAL has entered into an agreement with United Aircraft Corporation (UAC) of Russia, for a joint venture project dubbed as the UAC/HAL IL-214 multi-role transport aircraft (MTA). The project involves design, development and manufacture of a 20-tonne class, twin-jet, high wing, T-Tail, rear loading military transport aircraft to replace the ageing An-32 fleet. The aircraft is also being designed for civil use. The project is progressing at a slow pace; the maiden flight of the prototype is expected sometime this year, followed by entry into service a few years later, hopefully before the end of the decade. The initial order by the IAF is for 45 aircraft, but more of these may be procured subsequently.

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Balancing the Fleet Although categorised as ‘tactical’, the MTA, like the C-130J, would also be in the strategic envelope. There is, therefore, a need to equip the tactical transport aircraft fleet with aircraft of lower payload capacity and range. These would be required for tasks such as insertion of troops into dropping zones as part of airborne assault operations, decoy missions, resupply operations and air maintenance of troops deployed in the forward locations of the North East and Ladakh sectors. For such tasks it would not be prudent to employ the C-17, the C-130J or the MTA, as these are in the 20-tonne or higher payload capacity.

The requirement, therefore, is for an aircraft with payload capacity ranging between five and ten tonnes, constituting the third segment of the transport fleet. Aircraft in this category, which are operational around the world, are the Alenia C-27J Spartan, the EADS CASA C-235 and the C-295 manufactured by Airbus Military in Spain. All these are twin-engine, high-wing turboprop military aircraft with proven credentials.

The fleet of 56 HS-748 Avro transport aircraft acquired in the 1960s has been long overdue for replacement. In response to a proposal by the IAF, the Ministry of Defence (MoD) had cleared a project worth over `12,000 crore, to procure through global tender, 56 transport aircraft to replace the outdated Avro fleet. HAL being preoccupied with several mega-projects, this project had been opened to the Indian aerospace industry in the private sector. There were delays, as the MoD, under pressure from the erstwhile political regime, had asked for HAL to be included in the list of vendors. The present Government has thankfully resolved the issue. There has undoubtedly been considerable progress in the recent past in the effort at modernisation of the transport fleet, however, much more needs to be done and with speed. The IAF requires credible airlift capability not just for the purpose of projection of power, or during war, but also during peacetime, for the sustenance of troops stationed along the volatile borders and in hostile terrain.

Conclusion India is once again emerging as a regional power, with legitimate aspirations to grow to the status of a superpower. In the process of realising its status, the Indian armed forces would be expected to project power through a show of force or by providing succour in times of natural calamities, both within the country and outside. A major responsibility of the IAF, therefore, is in the area of strategic airlift for combat and noncombat missions. Depending on the urgency of the situation, the IAF would need to airlift large contingents of the military or relief material, to areas of interest, as also to provide sustained logistic support. As a result, future missions of the IAF can be expected to be in the realm of strategic airlift. In addition to such commitments, deployment on short notice, of a large body of security forces—military, para-military and police—within the country or relief material during times of natural disasters or terrorist attacks, is also likely to increase in the years to come. Such tasks can be undertaken by the smaller aircraft, depending on the nature of requirement.

The IAF has exercised its options after careful thought.

Rather than remain constrained by the traditional Russian source of military hardware, it has sought to acquire the cutting-edge aviation technologies from the global aerospace market within the limits of resources. With the acquisition of replacements for the tactical fleet in the pipeline and the process being accelerated by the Government of the day, the IAF transport fleet will be well equipped to meet with its operational commitments in the decades to come. SP

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Special

Helicopters

Boeing CH-47 Chinook heavy-lift helicopter in action

IN TRANSITION The helicopter fleet of the Indian Air Force is constantly on call for operational deployment, be it in peace or war

Photographs: US Army

By Air Marshal B.K. Pandey (Retd)

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If the disconcerting state of the combat fleet of the Indian Air Force (IAF) has become a matter of concern, the state of its rotary-wing fleet today, is not very inspiring either.

While the shape, size and operational capability of the fleet of combat aircraft serves as a powerful deterrent in peacetime and serves as the spearhead of any offensive action during a war, the helicopter fleet is constantly on call for operational deployment, be it in peace or war.

In peacetime, the helicopter fleet of the IAF is employed for a variety of tasks that include unarmed reconnaissance, surveillance, communication duties, logistic support to ground forces, search and rescue (SAR), casualty evacuation, disaster management, VVIP travel and aid to civil authority. In times of war, the

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different segments of the helicopter fleet can be called upon to undertake operational tasks that could include armed reconnaissance, Forward Air Controller (FAC) duties, Special Heliborne Operations (SHBO), Suppression of Enemy Air Defences (SEAD), battlefield support operations, Combat SAR and antiinsurgency operations.

During the last decade, the IAF has been struggling to procure modern helicopters in different categories to replace the ageing fleets but has not met with much success except in the case of the Mi-17 V5 that are under delivery. However, the question that plagues the mind is whether the helicopter fleet of the IAF today is adequately equipped to undertake the tasks envisaged for it both in peace and war.

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Helicopters Light Utility Helicopters The IAF was banking on the procurement of 64 light utility helicopters (LUH) from foreign sources as part of the tender for 197 machines for the combined requirement of the IAF and the Indian Army. The requirement of the IAF was meant to replace the obsolescent fleet of Cheetah and Chetak helicopters that were inducted beginning in the 1970s. The requirement of the IAF was integrated into the tender when it was floated for the second time in 2008. The first time that the tender for 197 helicopters was issued was in 2004 and was entirely for the Indian Army. However, following allegations of impropriety in the selection process, the tender was cancelled on the day the contract was to be awarded to the winner Eurocopter for the AS550 C3 Fennec. Unfortunately, even the second round of the tender in which the Eurocopter (now Airbus Helicopters) AS550 C3 Fennec again emerged as the winner, ran aground on account of investigations ordered into allegations of wrong doing.

Finally, after two years of dithering after completion of the investigations, on August 29, 2014, the IAF received the rather distressing news that the government had cancelled for the second time, the `6,000 crore tender for 197 LUH for the Indian Army and the IAF. It is understood that one of the reasons of this decision by the government was that the tender came under the ominous shadow of the scam tainted deal for 12 AW 101 VVIP helicopters from AgustaWestland.

While the cancellation of the LUH deal has certainly created serious difficulties for the Indian Army and the IAF as the Indian aerospace major Hindustan Aeronautics Limited (HAL) will find it increasingly difficult to continue to effectively support these ageing machines. However, this decision by the government, which is in conformity with the new thrust on indigenisation in the production of military hardware, may prove to be bonanza for the Indian aerospace industry that can look forward to a business worth `40,000 crore to build at least 400 machines initially to meet with the total requirement of the three service.

However, given the dismal track record of the Indian aerospace industry in meeting with time lines and quality standards, this development can hardly be inspiring.

Development and delivery of an indigenous version of the LUH with equivalent payload capability and performance thus may continue to remain a distant dream for quite some time. The Indian Army and the IAF will have no option but to continue to operate the vintage fleet of the Cheetah and Chetak helicopters that are afflicted with depleting strength, eroding capability and escalating maintenance difficulties.

While the efforts to procure the LUH from foreign sources have not been successful, the NDA government must be given due credit for clearing a number of other long pending contracts for the IAF. These include tenders for 15 Chinook heavy-lift helicopters and 22 Apache attack helicopters, both from Boeing.

Heavy-Lift Platforms Currently, the IAF operates the Mi-26 heavy-lift helicopter four of which were procured in the period 1986 to 1989. Beset with

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product support difficulties, only one of these machines is presently operational. After an elaborate selection process following a global tender, the twin-rotor CH-47 Chinook from Boeing emerged as the preferred option against the latest version of the Russian Mi-26. Although with a lower payload capability, the Chinook presented a lower acquisition and life-cycle cost as well as a better global operational profile when compared to the only other contender. The Chinook can be refuelled in flight and can be transported in this hold of a C-17 Globemaster III, features that provide better operational capability and strategic reach. Since October 2013 when the platform of choice was identified, the contract remained in limbo reportedly for both political and financial reasons but more likely on account of lack of will on the part of the government to push through the deal. Hopefully, with the new government giving the green signal, the IAF will receive a fleet of 15 Chinook heavy-lift helicopters in not too distant a future and thereby significantly enhance its operational capability.

Apache AH-64D Longbow attack helicopter

Attack Helicopters The Mi-25 was the first attack helicopter to be inducted in November 1983. This fleet was augmented in 1990 by the Mi-35. As these machines had been overtaken by obsolescence, the IAF projected a demand for a modern platform for which the Apache AH-64D Longbow attack helicopter from Boeing of US was selected against the only other competitor in the race, the Russian Mi-28. It is understood that 22 of the Apache Longbow would be acquired for around $1.4 billion.

Apart from the platform itself, weapons, radars and electronic warfare suites will be procured from other sources in the US. The case has been duly cleared by the Defence Acquisition Council (DAC) and is now to be approved by the Cabinet Committee on Security (CCS). Hopefully, the new fleet of Apache attack helicopters would be operational in the IAF before the end of this decade. SP

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Special

Force Multipliers

IAF’s aew&c: a partnership between drdo and embraer, brazil

A MULTIPLIER EFFECT The credibility and performance of the IAF will rest heavily on its force multipliers

By Joseph Noronha

T Photograph: Embraer

The Indian Air Force (IAF) hopes to scale up its combat strength to 42 squadrons by 2022. With just eight years to go, this seems well-nigh impossible. Indeed, the current number of 34 squadrons is likely to plunge as vintage MiG-21 and MiG27ML fighters are retired. The much delayed deal for 126 Dassault Rafale medium multi-role combat aircraft (MMRCA) and the yet to be operationalised Hindustan Aeronautics Limited (HAL) Tejas light combat aircraft (LCA) are responsible for this disturbing prospect. Therefore what better way to work around this deficit than an increasing focus on force multipliers?

Simply put, force multiplication is getting more from less. In military language, it is a combination of attributes or advantages that make a given force more effective than another of comparable size. While multipliers like advanced technology and futuristic systems are usually available for a price, “intangibles” like leadership, morale, training, motivation and innovative tactics are equally important. Something as simple as streamlining maintenance practices or sprucing up the administrative underpinning of warfighting may considerably boost mission rates, thus obtaining greater punch from the same fleet.

A LONG QUEST The IAF’s interest in force multipliers is four decades old. However, it intensified after the Doctrine of the IAF was formulated in October 1995 and offensive operations were formally placed on a par with air defence (AD). Planners realised that strike missions needed flight refuelling aircraft (FRA) to extend their reach deep into enemy territory. They required Airborne Warning and Control System (AWACS) aircraft to provide radar cover and guidance to the target as well as precision-guided munitions (PGMs) to enhance accuracy of attack. Electronic warfare (EW) systems would enhance the survivability of the fleet. A modern AD and communications network would facilitate command and control. And should the environment appear too hostile, unmanned aerial vehicles (UAV) could be dispatched instead,

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thus eliminating the danger to pilots. So began the IAF’s dedicated quest for these and other force multipliers.

THE AWACS ADVANTAGE AWACS offers a decisive advantage especially if potential adversaries do not have them. The IAF’s AWACS fleet can assist strike aircraft like the Jaguar and Mirage 2000 on counter-air and offensive air support missions by guiding them accurately to target and alerting them to emerging threats from enemy interceptors or ground defences. Conversely, AWACS aircraft help thwart enemy airstrikes because intruders can be detected soon after getting airborne, kept under surveillance, and intercepted if necessary. This also avoids wasteful defensive missions like combat air patrol.

In 2004, the Indian Government signed a $1.1 billion deal with Russia and Israel for three AWACS platforms for the IAF. The IAF’s A-50EI consists of the Israeli EL/M-2075 Phalcon radar mounted on an upgraded Russian Ilyushin IL-76TD jet.

Phalcon, one of the most advanced surveillance systems, uses an L-Band active electronically scanned array (AESA) radar. From an altitude of 10 km, it can scan a 400 km radius for airborne and surface targets. It can track 60 targets simultaneously, under all-weather conditions. The positions of detected aircraft can be updated every two to four seconds.

In order to complement the large and expensive A-50EI the Defence Research and Development Organisation (DRDO) is developing a basic airborne early warning and control (AEW&C) platform by modifying three Embraer regional jets with Indian sensors and mission systems. The flight trial phase of the first EMB-145i aircraft by the Centre for Airborne Systems (CABS) and the IAF’s Aircraft and Systems Testing Establishment (ASTE) is currently underway. The system should shortly be handed over to the IAF for acceptance tests and enter operational service next year.

The DRDO has also re-launched its more ambitious mid-size AWACS programme. It is seeking six suitably modified aircraft

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Force Multipliers like the Airbus A330 or Boeing B-767 that can carry a large antenna dome of about 10-metre diameter, enabling radar coverage of up to 400 km. After a prototype is developed in Phase I, there will be an evaluation by a National Review Committee, followed by production of additional AWACS in Phase II. The plan calls for making this indigenous AWACS operational by 2020, a rather optimistic timeframe. However, if and when the project fructifies, it will prove that India’s defence scientists have at last mastered this advanced technology.

The IAF’s long-term plan includes five large AWACS and 15 medium/small AEW&C aircraft plus a string of 30 fixed aerostats along the border by 2020. These ISR assets will be able to support air operations anywhere in the region. So far, however, only four platforms have been inducted and only three are operational. It is hard to see how the figure of 20 platforms by 2020 can be achieved unless the Ministry of Defence expedites procurement. In the meantime China has already deployed 20 surveillance aircraft and is likely to increase the number. Pakistan too has a few AEW&C aircraft and should not find it too difficult to obtain more from China.

REGIONAL REACH The IAF’s wish to extend its operational reach has long been stymied by the limited range of its combat aircraft. Therefore, six Ilyushin IL-78 FRA were inducted in 2003 and immediately proved their worth. They increased the radius of action of the IAF’s combat fleet, especially the Su-30MKIs, making out-of-area operations feasible. However, these FRA were vastly inadequate considering the combat strength and since 2006 the IAF has been trying to procure more. After some delays, the larger and more capable Airbus A330 multi-role tanker transport (MRTT) was selected early last year. The A330 MRTT has a maximum fuel capacity of 1,11,000 kg without additional tanks, plus space for the carriage of 45,000 kg of cargo. Commercial negotiations for the approximately $2 billion deal are in progress. In 2012, it was decided that all future IAF aircraft will have in-flight refuelling capability, which makes the speedy induction of FRA all the more urgent.

In contrast, the modernisation of the IAF’s air transport fleet is well underway, significantly boosting heavy and medium-lift capacity. This, coupled with adequate FRA capability, can transform the IAF into a truly continental force. The last of the IAF’s ten Boeing C-17 Globemaster III strategic transport aircraft on order will be delivered by December. A decision to order another six needs to be taken expeditiously since Boeing has announced its intention to cease C-17 production by mid-2015.

Meanwhile, Lockheed Martin will commence deliveries of six C-130J-30 special operations aircraft from 2017, to add to the IAF’s inventory of five. These too would create a force multiplier effect and lend credibility to the nation’s aspirations of a more extensive regional and international presence.

UNMANNED WONDERS When the environment seems too threatening for manned combat aircraft, UAVs are invaluable. The IAF already has small numbers of Heron, Searcher Mark II and Harop purchased from Israel Aircraft Industries (IAI). It needs to seriously consider the example of the US, Israel and the UK, where the next few years should see unmanned platforms amounting to perhaps a third of their aerial combat fleet. China too is making dramatic progress in high-end UAV and unmanned combat air vehicle (UCAV) development and can provide them to Pakistan.

In order to gain self-sufficiency in this critical field, DRDO’s Aeronautical Development Establishment (ADE) is developing the indigenous Rustom-II. This advanced UAV/UCAV will have

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capabilities comparable to the US Predator and an endurance of 24 hours. However, it is suffering from lack of access to sensor and engine technology and is running behind schedule. It is planned for induction in 2017.

Next in line is the Indian unmanned strike air vehicle (IUSAV) – a tactical stealth aircraft built on the flying wing concept. It will be powered by a turbofan engine, carry weapons internally and deliver laser-guided air-to-surface weapons. The ADE hopes for its first flight by 2015-16 and initial deliveries by 2020.

PENETRATIVE POWER Dwindling numbers apart, the IAF’s combat capability is growing. For instance, a single Rafale squadron will be equivalent to four MiG-21 squadrons due to increased radius of action, higher weapons carriage, precise delivery and superior defensive capability. Force multipliers like AWACS and FRA further enhance this capability. The IAF also knows that negotiating Chinese and Pakistani air defences will be extremely challenging unless its combat aircraft have stealth capability. Advanced ECM too is necessary to degrade the effectiveness of hostile sensors and weapon systems. Precision and standoff delivery capability can multiply the potential of IAF strike aircraft in three ways. First, they minimise exposure of expensive combat aircraft. Second, they maximise mission effectiveness by enhancing accuracy. Third, they make it feasible to miniaturise munitions, thus enabling carriage of more weaponry.

Stealth combined with PGMs is a lethal combination. The stealthy Sukhoi/HAL fifth-generation fighter aircraft (FGFA), now under development, will have low vulnerability and correspondingly increased effectiveness. It will also carry many smart weapons. Meanwhile, the IAF is enhancing its limited stock of advanced air-to-air missiles and next-generation PGMs, particularly for its Mirage 2000 fleet. At least 50 per cent of its weapons need to be smart, with different types of guidance.

SPACE FOR MORE Air wars are won mainly by offensive action. Often this action must extend deep into hostile territory after achieving air dominance. And force multipliers especially ISR and FRA platforms, are a prerequisite.

Besides airborne systems a modern, state-of-the-art, fully secure and reliable network and digital information grid called the Air Force Network (AFNet) was commissioned in 2010. The IAF is also striving to seamlessly integrate as many sensors, platforms and systems as possible into its Integrated Air Command and Control System (IACCS) network. Thus the service is well on the way to becoming a net-centric force.

The IAF can also leverage India’s prowess in space technology to multiply its ISR capability. Following the August 2013 launch of the country’s first exclusively military satellite GSAT-7 for the Indian Navy, the next is earmarked for the IAF. When launched, hopefully around year-end, it will give the IAF a significant edge over the PAF in the military exploitation of space. However, matching China may prove practically impossible because out of about 100 Chinese satellites in orbit today perhaps one-fourth are military.

Indeed, even as the IAF combat fleet shrinks, China and Pakistan are forging ahead in military modernising. With their “all-weather” friendship showing no sign of souring, the IAF must be ready for a putative two-front conflict. Besides, as India’s interests spread outward across the Indian Ocean region and beyond, the IAF’s capabilities need to be enhanced technologically, even though numerical reduction appears inevitable in the short term. Clearly, the credibility and performance of the IAF will rest heavily on its force multipliers. SP

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Special

Weapons

terrific machine: iaf’s su-30 loaded with precision guided munitions

AERIAL WEAPONS SYSTEMS FOR THE IAF The IAF has for long preferred to upgrade its launch platforms without paying the same attention to the weapons that these platforms carry

By Group Captain B. Menon (Retd)

A

Photograph: SP Guide Pubns

At the dawn of the last century, flying machines were just a concept. However, by the end of World War I 18 years later, the aeroplane and the airship were well established in the military inventories of all the major powers. Their effectiveness in that conflict was not earthshaking, but their potential, both as a weapon of war and as a mode of transportation, had become obvious. The aeroplane with aerial weapons vastly expanded the area of combat activity, made economic, population and infrastructure centres far from the front lines vulnerable and made war global.

Evolution In the period between the two World Wars, aerial bombs came into service that were far heavier than artillery shells of ground forces or those fired from the guns of the largest battleships.

Integration of mechanised forces with attack aircraft in a war of fire and movement, was developed to prevent a repeat of the stalemate of trench warfare on the Western Front in World War I. At sea, the aircraft carrier group with its embarked combat aircraft began to replace the battleship-centric force as the fist

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of power projection at sea. The US, Japanese and British fleets built up effective carrier-based air power assets. The effectiveness of reconnaissance over the sea and land, increased dramatically with the use of aeroplanes. However, all this required a degree of control of the air to prevent interference from enemy air assets. A favourable air situation over the battlefield on land and at sea thus became a prerequisite for success. All operations had to factor this in.

The aeroplane versus battleship issue was settled at Pearl Harbour and off the Malay coast by Japanese air power. In the battles of The Coral Sea and Midway, for the first time in history, opposing surface forces did not come into contact with one another. The air delivered bomb and torpedo decided the outcome and ended the domination of the Japanese Navy in the Pacific.

Strategic bombing was undertaken against civilian population centres by the Germans at first. The US and Britain retaliated on a massive scale over Europe and Japan. Bombing accuracies especially from high levels were dismal with errors at times running into kilometres, despite the development of better bomb sights and use of dive bombing techniques. The inher-

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Weapons ent inaccuracies of unguided munitions became clear. Specialist bombs of up to 5,400 kg were used against hardened targets and nuclear air burst fisson bombs against cities. Barring very limited use of guided aerial weapons mainly by the Germans, all aerial weapons were unguided.

Post-World War II conflicts in Korea and Vietnam saw extensive use of land and carrier-based aircraft supporting numerically inferior ground forces. In Afghanistan and in Iraq, firepower delivered by aircraft proved vital to the conduct of ground operations. All these conflicts were in very low air threat environments as far as one combatant was concerned since they were basically technologically asymmetric contests at least in the air.

The Present Of late, low intensity asymmetric conflicts have erupted in various parts of the world. Here again air launched weapons have provided mobility of deployment, rapid response times and volume of firepower unobtainable with ground-based systems.

They also have the advantage of not having a physical presence on the ground in the war zone.

As aircraft and weapons increased in complexity and cost, the high attrition rates seen in past wars became unsustainable.

Technological advances made possible the development of precision weapons. Their increased accuracies minimised human error and enabled release from longer ranges. All this contributed to reduce high attrition rates.

Precision-guided munitions (PGMs) have become the norm especially in high threat scenarios. Long-range PGMs such as air launched cruise missiles give a strategic strike capability without having to use long-range bombers. However guns, unguided bombs and rockets are still effective in more benign environments and have a cost advantage. They also cannot be decoyed away from their targets by countermeasures since there is no guidance used after weapons release.

Precision night and adverse weather attack capabilities have been made possible by PGMs and the development of aircraft electronic aids. Specialised PGMs have been in use since the Vietnam War. Anti-radiation weapons to target radar emitters such as ground surveillance and fire control radars, laser and TV guided bombs and rockets, infrared homing and radar beam guided rockets have all been used in combat.

The use of unmanned aerial vehicles (UAVs) or drones that originated as surveillance and reconnaissance systems with platforms optimised for endurance rather than speed, agility and weapon load capability. With the weaponisation of these platforms with PGMs, they have proved their ability for accurate air-to-surface strike with the added advantage of no casualties to those operating the platforms and not those at the receiving end, as well as providing an option of plausible deniability of involvement in military action. The drawback till now has been the limited performance capabilities of these platforms. Efforts are already on to give them manned aircraft like capabilities.

Advances in electronics will make it possible to have independent robotic control in place of remote human control, thus removing the human element from the loop except possibly in a vetoing capacity.

The Indian Context Till very recently, the Indian Air Force (IAF) was primarily a tactical air force because of the limited range and weaponry of the combat aircraft on its inventory. The heaviest weapon in the inventory of the IAF in 1965 and 1971 was the World War II vintage 500 kg unguided bomb. This has begun to change

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with the acquisition of long-range strike aircraft which will soon be capable of carrying supersonic cruise missiles which have a standoff range of around 300 km.

The oft repeated statement that “we will fight with what we have” is a tribute to the valour, professionalism and training of the people who do the fighting but is more of an admission of the failure of the system to provide them with the tools to do the job. Modern warfare is technology-intensive and a combination of human qualities and good weaponry is required to win. In 1962, Indian troops went into battle poorly equipped with antiquated weapons, no warm clothing, insufficient ammunition, poor communications and logistics support, no artillery or air cover to hold tactically inferior positions against overwhelming odds. Even though the available resources were limited, even what was available was not made use of. The thought of modernising our military originated only after the debacle that year.

Modern weapons are essential in a modern war. The IAF cannot afford to squander state-of-the-art assets of aircraft and skilled aircrew in efforts to deliver vintage dumb weapons on the 21st century battlefield. The IAF suffered from a mindset that considered precision weapons as exotic, which they are, without realising that they are even more essential than sophisticated launch platforms.

The IAF inventory now includes short- and medium-range IR and radar-guided air-to-air missiles with both passive and active radar sensors. In the air-to-surface role the IAF has antiradiation, optical and laser-guided missiles and bombs with GPS and laser guidance, guided cluster weapons, as well as cruise missiles with GPS and inertial guidance. It has on board systems to launch these missiles and other missiles with a true fire-and-forget capability.

What the IAF lacks is quantity and in-house development capability. This will force the IAF to restrict use of PGM and wars have proven that the quantum of firepower can never be too much. Inadequate firepower compromises mission success and increases casualties. This requires weapons in quantity and detailed planning, simulation and validation. Weapon planning was neglected in the past and realistic figures to calculate target to weapon matching were not used. Hopefully this would have been been rectified by now.

The IAF needs to develop an offensive air-to-ground strike capability with UAVs, especially since the Indian armed forces will continue to be engaged in a low-intensity conflict with infiltrators on our Western borders. The weaponised UAV reduces exposure of ground troops and causalities and provides fire support at short notice. It is tailor-made for long duration armed surveillance which is what the bulk of the Indian military and paramilitary forces are engaged in. Ethical questions about using air power against own citizens are not valid here since infiltration is from another country or territory occupied by another country and is de facto an attack on the state from foreign soil. PGMs and weapons used on UAVs are ideal for such targets and do not tie down ground forces and weapons to the extent that is happening now. This is what is being done in Afghanistan, Pakistan and Iraq.

Modernisation has to be balanced. The IAF has for long preferred to upgrade its launch platforms without paying the same attention to the weapons that these platforms carry. If the weapon does not hit the target, the best aircraft is of no use. Local R&D has to be accelerated to cater for disruption of supplies from foreign vendors and hopefully local production plus economies of scale could reduce costs. The nation cannot afford a repeat of 1962, counting on human grit and courage to compensate for the failure of the system. SP

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Special

unmanned

adding capability: iaf’s heron preparing for an isr mission

Going Unmanned The DRDO must put UAVs on the fast track and produce a range of capable models so that the armed and paramilitary forces may reduce their crippling dependence on imports

Photograph: IAF

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By Joseph Noronha

The era of the unmanned aerial vehicle (UAV) in India began in 1996 with the induction by the Indian Army of the Searcher Mk I, a tactical surveillance platform manufactured by the Israel Aerospace Industries (IAI). The Indian Air Force (IAF) and the Indian Navy followed suit graduating to more advanced UAVs such as the Searcher Mk II and the Heron medium altitude long endurance (MALE) UAV, both from IAI. All three wings of the Indian armed forces now operate the Heron and the Searcher Mk II in varying numbers. In the regime of unmanned combat aerial vehicles (UCAV) the only platform that India possesses is the Harop loitering munition system. Designed, developed and manufactured by IAI, the Harop is currently under induction into the IAF. This UCAV is designed to loiter in the vicinity of the battlefield and detect pulses typical of radars and missile guidance systems, then self-destruct into one of them.

The Heron with a wingspan of 16.6 m, maximum take-off weight of 1,250 kg and payload of 250 kg is India’s largest and most capable UAV. It has an endurance of over 40 hours and a range of 3,000 km, depending on payload. It can carry a dayand-night video camera or maritime search radar. It cruises at 100 kmph and has a ceiling of 10 km. It is very similar in cost and performance to the General Atomics MQ-1 Predator used by the United States Air Force. The Searcher Mk II weighs 500 kg and carries just 68 kg. It has an endurance of 18 hours and a ceiling of 6,100 m.

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Indigenous Effort For several years now, the Indian Defence Research and Development Organisation (DRDO) has been engaged in developing indigenous unmanned capability. However, the only operational UAV it has produced thus far is the Nishant which was developed by the Aeronautical Development Establishment, an organisation under the DRDO. The Nishant is launched by a mobile hydro-pneumatic launcher and is recovered by parachute.

Weighing 380 kg, it has a service ceiling of 3,600 m, cruising speed of 150 kmph, an operational range of 160 km and endurance of 4.5 hours. The Nishant is operational in the Indian Army.

Another DRDO product under development for several years is the Rustom-1 MALE UAV. Efforts are on to integrate the Helina, the air-launched version of the Nag anti-tank missile, with it making the Rustom-1 the country’s first indigenous UCAV. More keenly awaited is the Rustom-H or Rustom-2 MALE UAV, designed to replace the Heron as the mainstay of India’s UAV fleet. Rustom-2 has a wingspan of 21 m, payload of 350 kg and endurance of over 24 hours. It takes off and lands using a conventional undercarriage. DRDO is however facing hurdles in procurement of critical components including sensors and engines from foreign sources due to the Missile Technology Control Regime that limit the sale of certain unmanned systems and related technologies. The Rustom-2 is ultimately supposed to be armed, subject to several more years of devel-

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unmanned opment and weapon release trials planned for 2017. Perhaps another decade into the future is DRDO’s Aura, a stealthy flying wing that is presently in the preliminary design phase. It is an autonomous UCAV for the IAF and will carry smart weapons.

and perhaps even paramilitary and police forces, so as to avoid needless overlap and wastage of scarce resources. Even second and third line maintenance facilities can be shared to avoid wasteful expenditure.

Market Prospects in India Even during peacetime, the requirements of intelligence, surveillance & reconnaissance (ISR) are huge and growing. The country’s long borders with not-so-friendly neighbours and vulnerable coastline must be kept under close surveillance. UAVs are already in great demand in Jammu and Kashmir and along the Sino-Indian border to detect intrusion, but they are not nearly enough to cover the entire area. Even within the country, UAVs are sorely needed to track insurgents in Naxal-affected areas and guide the security forces. Clearly the country is falling behind in the race to develop or induct enough UAVs for its current needs, leave alone future requirements. On the other hand China’s UAV development effort is amazing. With over a dozen projects in various stages of execution, China has made unmanned technology a high-priority area. It has developed, tested and demonstrated stealthy ISR UAVs of the HALE and MALE class. It even has a UCAV technology demonstrator. And China’s close ties with Pakistan mean that Pakistan’s requirements will be expeditiously met.

The pace of UAV acquisitions by India is likely to quicken over the next five years and the size of the Indian market is estimated at over $2 billion. According to an analyst of the Teal Group, quoted in the Times of India last year, “We see a growing market in India — 50 MALE UAVs, 60 Navy UAVs, 70 Air Force tactical UAVs, 100 Army tactical UAVs and 980 mini-UAVs over the next decade.” Indeed, the armed forces need UAVs of varying size and performance to meet requirements like border surveillance, communications and weapon delivery. The Indian Navy is in search of MALE UAVs and ship-borne rotary-wing UAVs to enhance its short-range capability. The Indian Army plans to augment its existing fleet of Searcher Mk II UAVs and procure hundreds of mini-UAVs to keep a close watch on the borders with Pakistan and China. The IAF would like to bolster its MALE UAV holdings and is particularly keen to acquire UCAVs. India’s paramilitary forces also wish to create their own UAV units for dedicated internal security duties. The Central Reserve Police Force (CRPF) already has a small fleet of Netra miniVTOL surveillance systems for intelligence gathering. Netra, a quad-copter UAV, was developed by DRDO and is produced by Mumbai-based private firm ideaForge. It weighs only 1.5 kg and is man-portable. After take-off, it can fly a distance of 2.5 km at an altitude of 200 m. The CRPF is keen to acquire larger fixed-wing UAVs for use in Naxal-affected areas. Although UAVs haven’t proved particularly useful in penetrating the dense foliage of the tropical rainforests, DRDO is working to resolve the issue and hopes to have a solution soon.

The Border Security Force (BSF) also wishes to acquire its own UAVs to monitor the Western sector. And the Indian Coast Guard (ICG) needs UAVs for coastal and offshore surveillance, especially on the Western seaboard which has become a major focus area following 26/11 terror attack. Even police forces desire these devices for crowd monitoring and disaster management. However, as demands for UAVs multiply, the danger is that each service will function in isolation. There is urgent need to synergise procurement efforts among the three services

Global Suppliers Ideally, the country’s UAV requirements should be met by domestic production. But the list of failed indigenous military product programmes is long and it seems fairly certain that India will continue to import UAVs for many more years. Israel currently is the main source of India’s military UAVs. Since Israel is willing to supply advanced systems and has even offered joint development and production of some UAVs, there is need to keep track of their latest offerings. For instance, in early 2014, IAI rolled out the Super Heron, a heavier model with a more powerful engine than the Heron. Its enhanced payload and endurance also facilitate long-duration maritime patrol missions.

But India should not be tied to a single supplier. Therefore it could also consider the Elbit Systems Hermes 900 MALE UAV that has weight of 1,100 kg, payload capacity of 300 kg, cruising speed of 112 kmph and endurance of 36 hours. All large Israeli UAVs are capable of carrying weapons and although not publicly acknowledged, they probably use them for armed attacks.

The other major supplier of highend UAVs is the US, the country with the most advanced military technology in the world. The vast areas that India’s military must keep under constant surveillance certainly need capable systems like the Northrop Grumman RQ-4 Global Hawk. The Indian Navy too has an extensive ocean area to patrol and would love to have the Northrop Grumman MQ-4C Triton operating in conjunction with its fleet of eight Boeing P-8I Poseidon maritime patrol aircraft. However, the chances of India getting the most advanced systems it wants from the US without being subjected to irksome restrictions are remote. Hopefully, after the recent visit to the US by Prime Minister Modi, the situation may change for the better.

It seems fairly certain that India will continue to import UAVs for many more years

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Future Course UAVs are in great demand as these neither risk a pilot’s life nor are subject to physiological limitations. They are also cheaper than manned aircraft. But in view of their shortcomings, they are unlikely to completely replace manned aircraft in a hurry.

UAVs are complex systems, usually less reliable than manned aircraft and prone to accidents. Since they cannot detect most ground and airborne threats, they may never be fully dependable in all types of operational situations. They neither have selfprotection nor quick getaway capability. While their feats may seem impressive, they have never been tested in combat involving evenly matched adversaries. Rather, they have mostly been employed by overwhelmingly superior military powers like the US and Israel in asymmetric operations against terrorist outfits that do not possess air capability worth the name. The story would be quite different in an India versus China situation.

UAVs can be a true game-changer and can influence the outcome of future conflicts. At present, India’s military UAV requirements are being only partially met vis-à-vis the country’s immense needs and there’s plenty of scope for new inductions.

The DRDO must put UAVs on the fast track and produce a range of capable models so that the armed and paramilitary forces may reduce their crippling dependence on imports. SP

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Special

Training

TRAINING FOR THE NEXT WAR The operational preparedness of the Indian Air Force must be relevant to the challenges of tomorrow

By Air Commodore K.B. Menon (Retd)

T Photograph: IAF

The Indian Air Force (IAF) that turns 82 on October 8 this year has grown from a small flight of Wapitis to the fourth largest air force in the world. During its early formative years, it had a comparatively insignificant role, but today the IAF is poised to take on the responsibility for the defence of an area stretching from the Western edge of the Arabian Sea to the Strait of Malacca in the East. The IAF has been called upon to defuse many crises in the past and has always risen to the occasion to render yeoman service without fail. The nation expects the same in the future.

Early Use of Aircraft in Military Roles Military historians claim that aircraft was employed in combat for the first time by the Italian Army Air Force to attack a Turkish camp during the Libyan Campaign of 1911. However, air warfare came into prominence during World War I with British, French and German pilots battling in the skies over Europe.

The strategic and tactical doctrines for the employment of air power have been shaped by the events of the last 100 years and in the pre-World War II era, the early proponents of air power, Douhet, Mitchell, Trenchard, etc, advocated air power as the predominant tool to dominate and destroy the enemy. In the post-World War II era, during the Korean war, the Vietnam war, the Arab-Israeli wars, the Gulf wars and the Indo-Pak wars, the roles assigned to the air force were clearly defined and the importance of air power remained paramount.

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In the last 25 years, a slow shift in strategy is emerging. The armed forces which used to battle one another in conventional warfare are no longer the primary agents of war. Increasingly wars are being fought between armed forces and small dispersed sub-national groups targeting the morale of the armed forces. There is a school of thought which advocates “conventional warfare between nations is in a state of hibernation” but military planners are also aware that the situation could change if the equilibrium is disturbed. Today air forces all over the world are debating how air power will be used during the next war and how they should equip themselves to meet the challenges of the future but more importantly, how to train for the next war.

The Changing Role of Air Power In the recent past, air power is increasingly being used in asymmetric warfare where the enemy has no air force worth the name.

This was witnessed in the wars in Kosovo, Libya, Afghanistan or recently in Syria and Iraq against the Islamic State. Post-Independence, the IAF trained combat and support forces to counter perceived threats and the last time the IAF fought a war was with Pakistan in 1971. At that time China did not pose a major aerial threat in the Eastern Sector. However, the situation has changed dramatically since then. Today, a conventional full-scale war with a nuclear armed Pakistan appears remote, as also a 1962-type of war with China, but the IAF must not let its guard down.

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Training Training Philosophy of the IAF Traditionally, the IAF’s training philosophy has been based on its wartime objectives of achieving air superiority and providing protection to ground forces from enemy air attacks in the tactical battle area. In war and peace, the IAF is committed to deliver men and material wherever required and also ensure the air defence of national assets, airbases, vital areas and vital points. However, in the last 40 years, the security environment and the way the air war is waged, has changed; but is the IAF’s operational training geared for these changes?

The IAF has to train to win the next war but for that it must have a clear assessment of who the adversary is likely to be and how the future war is to be fought. If pointers are to be taken from the last three decades, the armed forces of most developed nations, including India, will face fourth-generation warfare.

The first generation of modern warfare was characterised by lines and columns of troops fighting with guns and rifles. World War I was second-generation warfare involving indirect fire by artillery and massed movements of troops. The third-generation is the classic mobile warfare of World War II with rapidly moving armour and troops supported by withering fire from the air and ground. The liberation of Bangladesh during the 1971 Indo-Pak war and the Arab-Israeli war of 1967 are examples of third generation warfare.

Fourth-generation warfare is war carried out by non-state actors using small decentralised units and individuals to strike at enemy forces and create political support among the population. A prime example of this would be the attacks carried out by Palestinians against Israeli defence forces with weapons as diverse as stone throwing to kidnapping to suicide bombers and rocket attacks. Militarily the Palestinians will not be able to defeat the Israeli defence forces but neither will the Israeli army and air force be able to subdue the Palestinians. As long as the Palestinians are willing to support their fourth-generation fighters financially and with an unending supply of politically motivated suicide bombers they will extract a heavy price from Israel. The battle then becomes one of morale rather than capturing territory or material. The highly sophisticated Western coalitions in Afghanistan and Iraq faced a similar situation of fighting an unwinnable war.

Fourth-generation warfare is not new and has always existed. Kautilya makes mention of it in ancient texts and even the mighty Russian army with the full range of air assets was defeated in Afghanistan by fourth-generation warfare. In the recent past many military installations have been attacked worldwide by militants, for example, the Nigerian airbase at Maidugiri was attacked by hundreds of militants and government troops have battled with heavily armed opposition in Sri Lanka, Colombia, Ecuador, Philippines and Thailand. Closer home, Pakistan Air Force (PAF) base Kamrain Attock, Samungli airbase and Khalid Army Aviation base in Quetta and the Pakistan GHQ in Rawalpindi were all targeted by militants. Terrorists also attacked Karachi’s high-security area which houses the PAF Southern Air Command, Air War College and museum and the Pakistan Naval base PNS Mehran. If the attackers had captured these installations they would have found no operational use for them other than to dent the morale of the Pakistani Air Force and the Pakistan Navy.

The terrorist attacks on the Indian Parliament and in Mumbai are stark reminders that India is not insulated from this threat and it is only to be expected that terrorists or disgruntled elements of society could draw inspiration from the events in Pakistan.

In fourth-generation warfare the state becomes a victim of war and the IAF’s primary mission would be to identify the

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enemy, separate them from the civil population and destroy them surgically. Psychologically the enemy wins every time an attack hits civilian population even if the enemy is destroyed.

The key to success lies in obtaining accurate intelligence and striking when the enemy is away from non-combatants. In this type of warfare, command of the air and air superiority would be obtained even before a single mission is flown by the IAFs strike and interceptor force and they would be rendered irrelevant as the opposition has no air force of its own.

New Dimensions in Warfare In 1944, Clarence Johnson, the legendary founder of Lockheed’s Skunk works and the designer of the SR-71 and U-2 reconnaissance planes predicted that the future of aviation would belong to the UAV. The last decade has shown that UAVs hold the key to defeating the non-state adversary and a technologically superior air force with appropriate UAV’s and weapons can neutralise the threat. Should the IAF expand the capabilities of its UAVs to engage in fourth-generation warfare and concurrently re-evaluate its requirement of strike and interceptor aircraft for the future ?

Cyber warfare is another dimension of fourth-generation warfare and the IAF could find itself pitted against a faceless enemy in the future. A handful of miscreants located in a far away country can cripple vital command, control, communications and computer systems which are the backbone of modern warfare. Cyber warfare comes under the category of ambiguous warfare with an enemy whose nationality and location could be uncertain or even unknown. Response to this threat by conventional weapons is not an option and future confrontations are likely to start with cyber attacks and covert action to stir up militants, separatists or minorities. The present situation in Kashmir and other troubled areas provide a fertile testing ground for such an eventuality.

Could the IAF be forced to engage in fourth-generation warfare and should it train to counter such threats? To summarily dismiss this threat may be foolhardy, to give it disproportionate importance would be even worse. Many air forces are grappling with this dilemma.

Addressing Future Challenges The IAF sees itself as an international player and over the last 20 years has successfully tested its core competencies in joint exercises with the air forces of France, United States, South Africa, Singapore, Russia and the United Kingdom. During peacetime the IAF remains the mainstay of aerial search, rescue and relief work during natural calamities as seen in Uttarkhand and Kashmir. The air defence of India’s airspace is an ongoing 24 x 7 activity done efficiently, silently and without any fanfare by the IAF. However, all these competencies relate to the classical roles of conventional air warfare similar to the IAF’s tasks during the last war in 1971. Today the IAF is faced with threats that are different to those of the latter half of the last century.

The classic charge against military leadership is that they always prepare to fight the last war. The IAF fought its last war with conventional weapons but the next war may be against an adversary who has the ability to escalate the conflict to a nuclear engagement or against an armed adversary who has no air force.

In future, the IAF could even find itself pitched into combat against a handful of faceless cyber warriors sitting on a different continent.

The uncertain security environment ahead demands that the air force’s senior leadership constantly evaluate new threats and structure the IAF’s training to win the wars of the future.

The operational preparedness of the IAF must be relevant to the challenges of tomorrow. SP

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Special

Human Resources

CADRE MANAGEMENT IAF needs to make it an inclusive service. The aspects that need to be looked at are: the peculiarities of UAV, SAM and SSM operations during peacetime and warlike situations

By Air Marshal Raghu Rajan (Retd)

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Photograph: PIB

“When can I become a three-star officer?” asks the Commanding Oficer of an unmanned weapon system unit.

Today the Commanding Officers of Units in the Indian Air Force (IAF) operating unmanned weapon system (UWS), find progression up the career ladder a tough task. The Units that they command that include unmanned aerial vehicles (UAVs), surface-to-air missiles (SAMs) and surface-to-surface missiles (SSMs), perform critical missions and are reaching a stage of development when they would replace manned aircraft in a number of roles. And yet when it comes to promotion to higher ranks, their COs are given short shrift. There is little structured training and exposure for them for higher posts to enable them to compete with their contemporaries on an equal footing.

What should the IAF do so that an opportunity is available to this segment of the officer cadre so that they too can compete with their peers in the flying branch, and make it to the three-star rank! The IAF has from its inception given the pride of place to the fighter pilot, at the cost of losing out on capable pilots of the transport and helicopter streams as well as navi-

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gators. This situation needs to change as UWS become more capable and replace manned flying platforms in critical roles.

To answer the question, we need to determine the aspects that the IAF needs to consider for making it an inclusive service.

The aspects that need to be looked at are: the peculiarities of UAV, SAM and SSM operations during peacetime and during warlike situations, the dynamics of the technical development of weapon systems and its consequent effect on their roles and missions, the career profiling of the officers and men who operate these systems, including training and fitness for command.

Peculiarities of UAV, SAM and SSM Operations UAV Operations. UAVs of the IAF operate from the same runways as that of the manned aircraft on its inventory. The IAF operates the Heron and Searcher UAVs of Israel, the Lakshya, a pilotless target aircraft, and the Rustom I and II series which have yet to be inducted into service.UAV crews are composed of the CO and Operations Officers from the flying branch, sensor operators and maintenance officers and men. The equipment can be reused extensively until they become redundant because

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Human Resources of technical failure. At present, they are slower than fighter aircraft, but whose endurance on station is unmatched by fighter aircraft and unlike manned aircraft, their loss does not result in embarrassing international incidents and hence are the preferred weapon system for dull, dirty and dangerous missions!

SAM Operations. SAMs of the IAF operate around vital installations like runways, radars, strategic assets like dams, the national capital, etc. There are three “natural” classes of SAM systems; heavy long-range systems that are fixed or semimobile, medium-range vehicle-mounted systems that can fire on the move like the Pechora and OSA SAMs and short-range MANPADS like the IGLA. Unlike the UAVs, SAM training in peacetime is by simulation as the missiles are used only during war! SAMs also have the CO and Operations Officers from the flying branch, with technical officers and men, making up the rest.

SSM Operations. SSMs are deployed at selected locations which allow them freedom to fire vertically or at an angle towards the designated targets, like the Agni and Prithvi SSMs. They can be fired from fixed positions or movable on tracked vehicles or on rails. Due to their large size and the need for concealment, they could be housed in closed silos, with associated cabins for operations, maintenance and for crew quarters. The CO is from the flying branch, with technical officers making up the maintenance echelon. Simulators would be their main training system.

Technological Advancements in UWS In the case of SAMs, recent advancements reveal higher levels of accuracy, reduction in size, higher kill probabilities and much greater ranges. SSMs too have seen similar advancements but in orders of magnitude higher than that of SAMs. It is UAVs, however, that have seen spectacular expansion of their roles, from surveillance and reconnaissance, to precision attack albeit, with smaller weapon loads. US UAVs have been extensively used in Yemen, Iraq and Afghanistan and have demonstrated their effectiveness against terrorists and have replaced fighter aircraft as the preferred weapon system. This is because they are operating in a benign air defence environment and cause less collateral damage. UAVs have seen the most developments – in speed, size, stealth and weapon load to come close to fighter aircraft, as unmanned combat aerial vehicles (UCAVs). In the US Air Force and the Israeli Air Force, UAV flying hours on operational missions have exceeded that of manned aircraft. This has led to a greater need for recognition of their capability, the expansion of their roles and for a place for UAV crew, as the future Warriors of the Skies! The IAF needs to accept this reality and introduce changes in its roles and missions in the future.

prefer to return to their parent sub-branch as they do not perceive these postings as selective ones for moving to higher command and staff appointments. After one tenure as an Operations Officer, the flying branch officer returns to his parent fold and may later return to command one of these units. Selection to higher staff and command assignments are not built into the system, and he is left to fend for himself, and his performance as an outstanding CO of a UWS is not made use of by the IAF for his growth.

Resolution Right from the word go when the fledgling flying branch officer joins the service, it must be instilled that all sub-branches i.e. the fighter, transport, helicopter, navigator and unmanned weapon system assignments are all equal and that each officer has a stake in the progress of the IAF and he will have to prove his worth where deployed. The career profile could be restructured in a way that a flying branch officer would first complete his assignment in his parent sub-stream, acquiring a fully operational status. His next tenure would be training and posting to an advanced fighter/ transport or helicopter unit and for some selected officers, onto the UWS system, depending on the requirements of the service.

He would then proceed for training to the flying unit or to the UWS unit as well as that of an Operations Officer. He would then be posted to an operational flying/UWS unit. This posting to the UWS unit would be considered as an additional exposure to his advantage and not attributed to lack of flying capability. After a successful tenure, his professional capability would be assessed both by his CO as well as the Directorate of Air Staff Inspection (DASI).Then depending on his merit and the vacancies available, he would be posted to command a flying or an UWS unit. A command assignment would be the first step up the career ladder, whether it is a flying unit or a UWS unit. He would again be assessed by his seniors and by the DASI as a CO. After a successful command tenure, those selected COs would now to go for training to take over as Chief Operations Officers (COOs) of flying wings, be they fighter, transport, helicopter, or ones that have UWS units under their command. This will bring all flying branch officers under one unified training programme. They would then be posted based on their merit, to any flying wing, which would broaden their exposure to the IAF. Hence, a transport pilot could be posted as a COO of a fighter wing and vice versa. A further professional assessment by his Station Commander/Air Officer Commanding and the DASI would ensure that each flying branch officer goes through a rigorous selection process. The next step on the ladder would be that of the status of a Station Commander/Air Officer Commanding of a flying wing. After a further assessment as in the earlier cases, he would now be fit for a higher command/ staff assignment.

This flying branch officer, be he a fighter, transport, helicopter or navigation sub-branch and possessing flying or UWS experience, would have proved his capability in his parent type, then in a structured manner, would be exposed to the range of IAF operations, go through the appointments as a COO, a Station Commander or AOC. After completing an assignment as an Air Vice Marshal, he would be fit for empanelment for the rank of a three-star IAF officer.

This would hopefully answer the question of how the CO of a UWS can become a three-star IAF officer! SP

The IAF needs to accept the reality of UWS and introduce changes in its roles and missions in the future

HRD Aspects Manning Officers. COs and Operations Officers of all these systems are from the flying branch, i.e. the fighter, transport, helicopter and navigation sub-branches. In most cases, this is their first posting after being declared temporarily unfit due to medical reasons or if they have not made it in the command list of their respective sub-streams. Since this is not what they joined the service for, there is a lack of identity with the weapon system, leading to a lack of commitment and also a lack of an inner urge to exploit the system to its optimum level. Command of such units is not yet accepted as the preferred choice, for there is little structured training and placements for positions up the career ladder, post the command tenure. Flying branch officers

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Special

INTERMEDIATE Trainer

IJT IMBROGLIO The legitimate demands of the IAF in respect of acquisition of modern trainer aircraft to produce top grade pilots have been undermined by various factors

Photograph: Sp guide pubns

By Group Captain A.K. Sachdev (Retd)

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As an instrument of national policy, air power is both a strategic asset and a tactical tool. When applied under conflict situations, it has its own nuanced iteration to make about political resolve of the nation using it. However, the intent behind deployment and employment of air elements is one thing and their ultimate effect, quite another. Myriad factors are often enumerated by historians for the degree of success of the application of air power in autopsies of wars, conflicts and increasingly, skirmishes and engagements in Kargil, for example. Common sense would indicate that the quantity and quality of aircraft, armament and infrastructure available would be the primary factor.

However, the men behind the machines would be critical to achieving decisive triumph and their performance in operations would be directly proportional to their training for their roles.

To constantly train to achieve levels of excellence worthy of its size as the fourth largest in the world, the Indian Air Force (IAF) has a functional command directly tasked to address training requirements, including flying training. Regrettably, the legitimate demands of the IAF in respect of acquisition of modern trainer aircraft to produce top grade pilots have been undermined by various factors including an apathetic political leader-

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ship and a smothering bureaucracy. Perhaps the most cheerless trainer saga relates to a jet trainer for the intermediate stage of IAF training.

Three-Stage Flying Training In the case of most modern air forces, flying training involves a basic stage on a turboprop aircraft, an intermediate stage on a jet aircraft of moderate performance and an advanced stage which employs an advanced jet trainer. The IAF too has a basic turboprop stage lasting 24 weeks as a common denominator for all trainee pilots, trifurcating thereafter into the fighter, transport and helicopter streams depending on the policy in vogue which in turn is dependent on the requirements of the three streams. The intermediate stage training lasting 24 weeks is carried out at the respective training establishments for the three streams. After completing this stage, successful pilot trainees are commissioned as Officers in the IAF and then move on to the advanced stage for specialisation in their streams. For the fighter stream, intermediate stage training is conducted at Hakimpet (Hyderabad) and advanced stage at Bidar (Karnataka). For the transport stream, both are con-

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Special

INTERMEDIATE Trainer ducted at Yelahanka in Bengaluru while for the helicopter ever, the Sitara is yet to be anywhere close to entering service stream, the intermediate and advanced stages are conducted with the IAF due to delays attributable to engine selection, flight at Hakimpet and Yelahanka respectively. On completion of the test accidents and flying control problems. Indeed, the Defence three stages, pilots are assigned to operational squadrons for Consultative Committee of the Parliament had repeatedly raised operational training and utilisation. Training for the transport the issue of delays in Sitara development and the consequences and helicopter streams is fairly well established and, as long for IAF’s flying training machinery. The IAF was faced with as a trainee pilot arrives at the threshold of intermediate stage a dilemma allied to the IJT requirement—how to replace the with a modest amount of flying experience on a basic trainer, doddering Kiran fleet with a modern aircraft bridging the gap his progression is fairly well ensured with the present training between the Pilatus PC-7 BTA and the Hawk AJT in perforplatforms. As a general rule, the attrition rates are about 15, 10 mance and avionics. With HAL’s Sitara IJT nowhere close to and five per cent during the three stages respectively. Based on reality, one choice was to extend the life of the Kiran fleet until this attrition rate and other considerations including projected the Sitara was available. However, that would have meant flying aircraft inventories, the IAF has worked out its current require- it beyond its safe airworthiness envelope. The other choice was ment to be 181 basic trainer aircraft (BTA), 85 intermediate jet to use the Pilatus PC-9 which is essentially a PC-7 with under trainers (IJT) and 106 advanced jet trainers (AJT). The absence wing hard points for weapon training, for the intermediate since mid-2009 of a BTA since the grounding of the HAL-built stage, with self-evident deterioration of the training standards HPT 32, has been alleviated by the Pilatus PC-7 MkII which was as well as a considerably larger performance gap between the inducted into the IAF on May 31, 2013, and the AJT spot by the intermediate and the advanced stages. Both these possibilities BAe Hawk for which the order was placed in 2004. However, were considered as interim measures with the intent of avoiding all the development cost of the Sitara there is a critical debility in the IJT space going down the drain. However, they for the training of the leading edge of the were both premised on the misplaced IAF, the fighter pilot. optimism that the Sitara would meet the Since the grounding of the HPT 32, IAF’s IJT requirements to it’s satisfaction. the first two stages of training were being The Sitara is yet to be carried out on the HJT 16 or Kiran, an anywhere close to HAL product, is an old aircraft which Search for an Alternative entered service in 1968, with training HAL’s track record finally tilted the balentering service due to commencing on it in June 1970. Around ance away from the Sitara and, despairdelays attributable to 250 Kirans have been produced and 80 ing of an acceptable solution, a request engine selection, flight or so are still in service but maintainfor information (RFI) for a new IJT was ing them is a task that HAL is finding issued in February 2014 by the Ministry test accidents and flying increasingly difficult due to shortage of of Defence. The last date for acceptance control problems spares. Kiran Mk II is the latest variant, of the filled response forms was April 4, having entered service in 1989, but the 2014. The next logical step, i.e. the issuMark I/IAs are much older airframes ance of a request for proposal (RFP) is yet and their reliability is unacceptably low. Flying the Kiran fleet to be executed. Meanwhile, a decision has been taken to extend beyond 2015 could be hazardous. Moreover, in an absurd situ- the technical life of the Kiran upto 2018. The former Defence ation, trainees now fly the Pilatus PC-7 at the basic stage and Minister A.K. Antony had told the Lok Sabha in a written reply use modern sophisticated avionics in a glass cockpit and then in February 2014 that “After the study of the fatigue life spec‘progress’ to the Kiran which is a design dating back to five trum of Kiran MkI aircraft, the Regional Centre for Military Airdecades. However, the IAF is constrained to continue their use worthiness (Aircraft) has recommended extension of Total Techas there is no other choice. nical Life of the aircraft. This will help IAF to utilise the fleet till 2017-18, though in gradually reducing numbers.” However, this decision is fraught with the risk of more lives being lost during The Need for an Intermediate Jet Trainer The IAF had projected the need for a replacement well in time training and would not be something the IAF would have found and, as a result, HAL did indeed begin work on designing an comfortable. Moreover, the current strength of the Kiran fleet IJT to be called HJT-36 (Sitara) in 1997. The first prototype flew is around 80 and this will undergo steadily increasing attrition on March 7, 2003 but disappointingly, the basic aircraft design over the next few years while the projected IAF requirement for weight increased inordinately and the French Larzac engine IJTs for optimal flow of training progression is 85.

The RFI included a fixed-base full mission simulator for selected for the aircraft was found to be underpowered and hence inadequate. It was decided to use the Russian AL-55I as a the type selected as the IAF’s IJT and was sent to all possible substitute. The development cost was revised upwards to `467 contenders. The RFP is yet to go out but that is not unusual crore from the initial `180 crore and the date for Initial opera- as the paperwork could take considerable time to be finalised tional clearance (IOC) rescheduled from March 2004 to March (although the urgency of the situation demands speedy action to 2007. Contract for initial 12 aircraft was signed in March 2006 get the procurement process accelerated). Needless to say, HAL at a total cost of `486.82 crore. The value of the order for 73 can be expected to use all the lobbying muscle at its disposal IJT aircraft with associated spares and equipment was around to thwart any attempt to get an IJT other than the Sitara. It is `6,200 crore. However, the new AL-55I engine is much heavier only to be hoped that the present government is not susceptible than the original choice and its additional thrust is more than to unreasonable manoeuvring and keeps in mind the critical counterbalanced by its weight. Thus the final performance role the IJT would play in the IAF methodology of training for remains in doubt and some analysts feel that it may be close to operations. Meanwhile, with the inexorable winding down of the Kiran fleet, the clock is ticking towards the procurement of that of Pilatus PC-7 MkII. According to the original contract, IJT deliveries were to be an appropriate, modern IJT to complement the Pilatus PC-7 and completed by March 2010 with more orders to follow. How- the BAe Hawk. SP

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safran

Special

oem

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partnering INDIAN AEROSPACE

Photograph: IAF

Safran has been operating in India across its three core businesses – aerospace, defence and security – for over 60 years. Through a combination of strong local presence and technological expertise, Safran is steadily gaining ground in a dynamic, yet highly demanding market. India is home to Safran’s largest presence anywhere in Asia, with 2,600 employees working at nine companies and joint ventures.

In the helicopters field, HAL—Safran’s main partner and customer in India—has already ordered several hundred TM333 engines for Indian-built Dhruv helicopters. The company has also developed, jointly with Turbomeca, a more powerful engine called Shakti to cater to the high-altitude requirements for the Dhruv.

In addition, a development contract has been signed between HAL and Turbomeca to power the light utility helicopter (LUH) with Turbomeca’s engine (Ardiden 1U). Other major contracts in the pipeline with HAL include engines for the light combat helicopter (LCH), the existing Shakti engine (Ardiden 1H1) has been chosen to power the LCH and the helicopter is currently under prototype stage. Furthermore, Turbomeca has also created a support centre in Bengaluru that provides local customer support services in India.

AEROSPACE Commercial jets The Indian market offers enormous potential. Aircraft manufacturers expect the country’s fleet of single aisle commercial jets to double by 2030, for example, while the long-haul wide-body market should grow sevenfold over the same period.

Safran is well placed to meet this growing demand, with over 400 CFM56 engines manufactured by CFM International, a 50-50 DEFENCE joint venture of Snecma (Safran) and General Electric already Safran is also present in the defence sector via three product powering Indian airplanes. Safran has also demonstrated its families: inertial navigation systems, optronics and flight control long-term commitment to India by opening a new CFM main- system developed by Group company Sagem. Almost the entire tenance training centre close Indian Air Force fleet is equipped to Hyderabad airport in March with Sigma 95N navigation systems 2010. The centre provides trainas a result of a long-standing parting for up to 500 maintenance nership with HAL. Over the next six technicians and engineers each years, 300 new units are to be supyear for the CFM56 engine, as plied for the HAL-built light combat well as the Arriel helicopter aircraft, the Sukhoi 30, the Hawk, engine manufactured by Turthe Jaguar, as well as the MALE bomeca (Safran). The Arriel drone being developed by India. powers about 30 helicopters Sagem is also providing, (AS365) for Pawan Hans Helithrough its collaboration with copters Limited, India’s leading Indian partners, the Sigma 30 for civil helicopter operator. Safran artillery and radar programmes, also holds a 100 per cent share the Sigma 40 for most of Indian of the domestic market for Navy surface vessel programmes wheels and carbon brakes on and the automatic flight control commercial jets. system (AFCS) for Indian helicopEarly successes led the ters. Specific opportunities include An IAF Mirage 2000, powered Group to set up production and the supply of high-precision artilby Safran M53 engines service facilities dedicated to lery sighting systems, as well as the Indian market, while forgpanoramic surveillance and thering strong local partnerships. In 2005, for example, Bengaluru- mal imaging equipment for the Indian Navy. based Snecma HAL Aerospace Pvt. Ltd. – a 50-50 joint venture To answer the Indian demand, customer technical support between Snecma (Safran) and the Hindustan Aeronautics Lim- centre have been set up by the group with the recent creation of ited (HAL), India’s state-owned aircraft and helicopter manufac- the New Delhi-based subsidiary Sagem Services India Pvt. Ltd. turer – began manufacturing high-tech components for Turbomeca and the CFM56 engine. Safran Engineering Services India, ‘Touch the sky with glory’ – Happy 82nd Air Force Day another Safran company, employs nearly 700 employees in the Indian Air Force is a credible air power counted amongst the vast southern Indian metropolis of Bengaluru. foremost professional services in the world and Safran has been a key partner to IAF’s contemporary advancements. Our Military aviation one true mission is Advantage India. Reiterating our commitSafran’s dynamic performance in the civil aviation market is ment to India’s security needs, Safran group joins the nation to echoed in the military sector. For instance, Safran has provided celebrate the 82nd Indian Air Force Day! engines and systems for more than 1,300 airplanes and helicopters deployed by the Indian armed forces since the 1950s. KEY FIGURES The country’s Mirage 2000 fighters are powered by Snecma’s Presence in India since the 1950s 2,600 highly skilled employ(Safran) M53 engines and its Jaguars and Hawk trainers are ees nine companies and joint ventures located in New Delhi, equipped with Turbomeca-Rolls-Royce engines.

Bengaluru and Hyderabad. SP

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CSR

LOCKHEED MARTIN

developing India’s entrepreneurial base

Photograph: Ficci

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The recently concluded “Technology Expo” in Goa, organised under the Indian Innovation Growth Programme (IIGP), a collaboration between India’s Department of Science and Technology (DST) and Lockheed Martin, witnessed several new business agreements, creating growth opportunities for talented Indian entrepreneurs.

IIGP aims to enhance the development of India’s entrepreneurial economy by accelerating innovative Indian technologies into markets in the United States and around the world. It is the only programme of its kind that focuses on teaching and world-class commercialisation strategies. The IIGP has also successfully provided innovators a platform to showcase their innovation to the angel investors/VCs/PEs community across India and the globe. In its current edition, the programme has linked close to 20 innovators to various investors, both in India and the US. At the Goa Expo, many technologies showed how they made a difference to living. They included JeevanDhara, a hand pump integrated with a filtration system for treating contaminated groundwater; Decision Making Tools using digital maps that uses information in the form of digital maps and layers; Diabetes complication diagnosis and guidance, an algorithm-based programme that links a diagnostic hair (imported from Israel) and pathology results machine to give dynamically adjusted patient-centric guidance on diet, exercise and lifestyle adjustments. The technology is applicable in healthcare industry, fitness centres, schools, etc.

Other key technologies on display included multi-fuel/fuelhydrid I.C. Engine, a new engineering mechanism to be used in machines like car engines, pumps; compressors; wind and water power generators, etc, which is simpler than the currently used crank and other mechanisms and results in superior products in terms of features like, multi-fuel capable fuel flexible engines, energy efficiency and lower carbon footprint.

CareMother: Mobile Pre and High Risk Care is a new integrated mobile software application and set of digital sensors for pregnancy care and high risk pregnancy prediction, identification (for example, pre-eclampsia, anemia, PPH, etc.) and care; and fault tolerant unmanned aerial vehicle autopilot, a low-cost UAV autopilot that is self-tuning (meaning it keeps flying even with incredible damage), which no other UAV currently existing can endure, all without user intervention.

The Goa Technology Expo connected entrepreneurs with relevant industry, investor and business incubation resources.

Some of the business agreements signed at the Expo included: • Rite Products signed a Business Engagement Agreement (BAE) with U. Respect for Testing Prototypes of the cot in real-life settings in U. Respect’s healthcare intervention.

• Jaspreet Singh, designer of ultra-light-weight electric-assist bike, signed a BAE with H.L. Nathurmal to demonstrate its

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suitability in product profile and upon successful trials and technology validation, discuss for technology transfer based on upfront fee and royalty module.

• Nathurmal also signed a BAE with microbiology division – CSIR-Central Leather Research Institute for “Bio-adhesive” technology. The technology links a bioadhesive product to replace sutures and save the time of surgery as well as the life of the patient.

• Uber Diagnostics Private Limited signed a BAE with Jimit Medico Surgicals for CardioTrack—remote ECG diagnostics technology. The technology links a remote ECG diagnostics CardioTrackTM, a 3-lead, single channel, bipolar ECG device. Upon successful trials and technology validation, the companies would discuss for technology transfer based on upfront fee and royalty module.

Since its introduction in March 2007, IIGP has received an overwhelming response from innovators, inventors, scientists and researchers working across diverse sectors throughout India. This can be seen in the rapid rise of applications—from 107 in 2007 to a record 1,300 in 2014. The quality of innovations submitted for consideration has also improved tremendously, resulting in the number of award-winning technologies doubling since 2011.

IIGP focuses on “Mind to Market” strategies by providing extensive training modules that are structured to help participants gauge and streamline their existing capabilities, and formulate and implement appropriate business strategies. To date, the programme has supported close to 375 innovators. According to an impact study conducted by Earnest & Young, the resulting business agreements have had a cumulative value of `1,500 crore. SP

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Special

hall of fame

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August 15, 1947, was a day of joy and triumph when India finally threw off the shackles of colonial rule and became an independent nation. It was also a time of great trauma as the country was partitioned. Along with many other organisations, the armed forces of British India had to be split down the middle with a sizeable segment going to the newly carved out nation of Pakistan.

Fate had brought Thomas Elmhirst to the country just a few months earlier and he ended up playing a pivotal role in establishing the fledgling Royal Indian Air Force (RIAF) of free India. The Indian Air Force (IAF) owes a great deal to Elmhirst because it was due to his prescience and insistence that the service emerged as a complete and independent entity.

Thomas Elmhirst was born on December 15, 1895, in Yorkshire, England, the son of a clergyman. He joined the Royal Navy and became a midshipman in May 1913. During World War I he was initially part of the regular Navy. However, in 1915, he was sent to join the Royal Naval Air Service as an airship pilot. He participated in the North Sea antisubmarine patrol in May 1915. He commanded a naval airship from 1915 to 1918, after which he took over command of the 8th Airship Squadron. On August 1, 1919, he transferred to the Royal Air Force (RAF) and was awarded a permanent commission in the rank of Flight Lieutenant. He went through the mill of field, command and staff appointments for the next 20 years.

During World War II he served as Air Commodore in Fighter Command while the Battle of Britain was in full swing.

Elmhirst’s association with India began in February 1947 when he was posted as Chief of Inter-Service Administration in India.

With the British due to leave shortly, chiefs had to be found for the three services of India and Pakistan, since the native officers were still too junior to assume this responsibility. The British Viceroy Lord Louis Mountbatten and Prime Minister Jawaharlal Nehru asked Elmhirst to take over as the first Chief of the RIAF. The force had always been under the overall command of the Army Commander-in-Chief in India. However, Elmhirst insisted that the RIAF should be an independent fighting service directly under the Minister of Defence.

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He also requested that he be allowed to choose half a dozen senior staff officers from the RAF to help in the first two years. Nehru agreed. Accordingly August 15, 1947, marked the day when Air Marshal Sir Thomas Walker Elmhirst, KBE, CB, CBE, AFC, was appointed Air Officer Commanding, RIAF. On June 21, 1948, Elmhirst’s post was upgraded to Commander-in-Chief, RIAF. This continued

Thomas Elmhirst (1895-1982) With the British due to leave shortly, chiefs had to be found for the three services of India and Pakistan, since the native officers were still too junior to assume this responsibility

till India became a republic on January 26, 1950 and his title was amended to Commander-in-Chief, IAF. When he took over, Elmhirst had the onerous task of building the service practically from scratch. In this he was ably assisted by Subroto Mukerjee and Aspy Engineer (who later became the first and second Indian officers to fill the post of Chief of the Air Staff, IAF). What remained of the RIAF at partition were No. 3, 4, 7, 8 and 10 Squadrons with Tempest fighters, No. 2 Squadron with Spitfire fighters and No. 12 Squadron with C-47 transport planes, plus No. 1 Air Observation Flight

with Auster aircraft.

There were also a few training institutions but hardly any functioning establishment or administrative setup. On the eve of Independence Day the Commanding Officers of all RIAF units were sent a telegram to be read on parade the next day, after the Indian flag was hoisted for the first time. The telegram informed them that Prime Minister Nehru had appointed Elmhirst as Chief of India’s new Air Force and each unit owed allegiance to the new Indian Government through Elmhirst.

The military leadership had only a few months to sort out the most pressing problems created by partition. Then, on October 27, 1947, the RIAF went to war in Kashmir. No. 12 Squadron’s C-47s commenced the airlift of troops from Palam to the rough and dusty Srinagar airstrip without planning or reconnaissance, as the initial reaction to the insurgent forces pouring across the border. Just three days later, the first Spitfires reached Srinagar and were soon engaged in strafing the raiders.

They were followed by Tempests and the forward momentum of the raiders was finally halted. The RIAF continued to be actively involved in the conflict till a ceasefire came into force on January 1, 1949.

The reorganisation and modernisation of the RIAF continued unabated. Elmhirst raised an Operations Group which later became Western Air Command and a Training Group. Many other reforms were introduced that laid a firm foundation for the modern IAF. Unrelated to aviation, it fell to Elmhirst as the then Chairman of the Chiefs of Staff Committee to organise the state funeral of Mahatma Gandhi, following his assassination on January 30, 1948.

However, ill health forced Thomas Elmhirst to end his tour of duty early. He was succeeded by Ronald Ivelaw-Chapman on February 23, 1950 and returned to London. There he received a telegram from India’s first President appointing him an Honorary Air Marshal in the IAF for life, which he considered “a great honour”. He retired from the service in June 1950 and after serving in various civilian capacities, died on November 6, 1982. SP

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— Joseph Noronha

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focus india / SP’S SPECIAL CORRESPONDENT / News Digest Breakthrough in indigenous E/O sensor technology

Tender for snow survey aircraft

ance, intercom/headsets, transponder C & S with data enabling, dual GPS with R-NAV or P-RNAV compliance and ELT (emergency location transmitter).

ADE scouts mini flying test bed

A heartening new indigenous development could take care of India’s over-dependence on foreign suppliers for critical electro-optical sensors for surface payloads. The DRDO’s Instruments Research and Development Establishment (IRDE) in Dehradun has developed a stabilised electro-optical sight (SEOS) with two-axis stabilisation and an integrated automatic video tracker facility. The indigenous SEOS has three electro-optical sensors, third-generation 3-5 µm (640 x 512 FPA) thermal imager (TI) with optical zoom, colour day TV with optical zoom camera and eye-safe laser range finder (ELRF).

The day TV camera and TI sport a narrow field of view (NFOV) of 0.8° x 0.6° and wide field of view (WFOV) of 5° x 4° with additional 2 X electronic zoom in TI. These sensors provide a recognition range of seven km for a NATO type of target. ELRF provides range of the target from 200 metres to 9,995 metres with an accuracy of ± 5 metres. According to DRDO, “The modular approach of this sight results into a quick customisation for different applications, namely fire control solution for armoured fighting vehicles, surveillance from high speed boats and low altitude aerostat, and tracking system for a QR-SAM.” The DRDO will be looking to integrate the new sight onto a slew of upcoming products.

MILITARY Asia Pacific Ninth International Conference on “Energising Indian Aerospace Industry” Air Marshal R.K. Sharma, Vice Chief of the Air Staff, in his inaugural address at the conference stated that coming together of resourceful DPSUs, foreign OEMs and private industry would go

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The DRDO’s Chandigarh-based Snow & Avalanche Study Establishment (SASE) has published a requirement for one advanced surveillance aircraft to undertake snow and avalanche studies in the high altitude northern parts of India.

The SASE is looking for a twin-engine platform with an operating altitude of 32,000 feet, a range of 2,000 km and a maximum payload of 690 kg, including one passenger. The MTOW of the aircraft needs to be a minimum of 5,000 kg. The aircraft should be capable to operate from airfields up to 3,300-metre AMSL and also cold start up to (–20 degree Celsius) without adverse impact on engine, which should have self-contained starting system capable of minimum three or more consecutive internal starts without any adverse effect. Obviously, the aircraft needs to be fully tropicalised and capable of prolonged operations in heat, dust, cold and high humidity conditions prevalent in India. SASE wants a highly capable aircraft sporting a glass cockpit, and sporting the following avionics and communications systems: dual VHF COM, single HF COM, dual navigation receivers integrating VOR, LOC, ILS, single flight management system (FMS), flight data recorder/CVFDR-120 min, dual air computers (ADC)/autopilot, attitude heading reference system (AHRS), automatic flight guidance system, colour weather radar (≥200 Nm range) with storm scope, traffic alert and collision avoidance system (TCAS II), terrain awareness and warning system (TAWS), RVSM (reverse vertical separation minimum) compli-

a long way in creating vibrant defence ecosystem in the country. Air Marshal Vinod Patney (Retd), Director General, Centre for Air Power Studies, in his opening remarks felt that dubious distinction of India importing 70 per cent of its defence needs must change.

During his keynote address, Chairman, HAL, Dr R.K. Tyagi suggested the formation of Indian Aeronautics Commission and bring various organisations and institutes currently functioning under

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The Aeronautical Development Establishment (ADE), the DRDO’s laboratory focusing on unmanned air systems, has published a requirement for a mini flying test bed. Interestingly, it has mentioned that the UAV Factory LLC Penguin BE electric UAV meets its requirements, but that it will consider other platforms with similar parameters and configuration.

The UAV needs to have a take-off weight greater than 20 kg and an endurance of 2 hours or more and a length/wingspan of 3 metres each. The UAV needs to come with the ability to switch between an electric engine and an IC engine. The UAV have a payload capacity of minimum 6 kg with a take-off run of less than 30 metres and an altitude of about 6 km.

The ADE has listed mandatory features on the test bed UAV, including modular composite structure, fast assembly, large access hatches, removable payload bay, airframe should be ready for the autopilot and payload integration, provision for swappable universal payload mount, preinstalled main landing gear, steerable suspension nose leg with servo, wing GPS compartment, low noise, low vibration, digital servos, push-pull connectors between the wing and tail plane, propeller assembly, aluminium servo mounts for wing and tail plane and servo wiring. • For complete versions log on to: www.sps-aviation.com & www.spsmai.com

different ministries under one umbrella.

He stated, “This will ensure greater cohesion, synergy, understanding and speed up decisionmaking in aerospace related activities”. He also said that it is important to exploit FDI and joint venture opportunities for development of indigenous industry in India’s defence and aerospace sector. Dr Tyagi pointed out that the several initiatives taken by the government in the recent months augur well for the aerospace industry.

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News Digest Show Calendar 14–16 October HELITECH INTERNATIONAL 2014 Amsterdam RAI, Netherlands www.helitechevents.com 21–23 October NBAA 2014 – BUSINESS AVIATION CONVENTION & EXHIBITION Orange County Convention Center, Orlando, Florida, USA www.nbaa.org/events/bace/2014 28–29 October AVIATION OUTLOOK ASIA 2014 Suntec Singapore International Convention & Exhibition Centre, Singapore www.terrapinn.com/conference/aviation-outlook-asia/index.stm 31 October–2 November FLYING AVIATION EXPO Palm Springs Convention Center, CA, USA www.aviation-xpo.com 4–6 November DUBAI HELISHOW 2014 Grand Stand, Meydan Hotel, Meydan Racecourse, Dubai, UAE www.dubaihelishow.com 4–6 November MRO ASIA 2014 SingEx, Singapore http://mroasia.aviationweek.com 11–16 November AIRSHOW CHINA 2014 Zuhai, Guangdong, China www.airshow.com.cn/en 18–20 November INTERNATIONAL FIGHTER Pestana Chelsea Bridge Hotel, London, UK www.international-fighter.com 8–10 December MIDDLE EAST BUSINESS AVIATION Dubai World Central, Dubai, UAE www.meba.aero The two-day conference organised by the Confederation of Indian Industry in association with Centre for Air Power Studies, was attended by representatives from nearly 100 Indian defence industries and focused on all aspects of aerospace industry.

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IAF Celebrates Commemoration of 50 Years of 1965 Indo-Pak War

QuickRoundUp

As part of Commemoration of 50 years of 1965 Indo-Pak War, on September 22, 2014, the Chairman Chiefs of Staff Committee and Chief of the Air Staff , Air Chief Marshal Arup Raha paid homage to the martyrs of 1965 War by laying a wreath at the Air Force War Memorial at Air Force Station, Palam. The function was attended by former Chiefs of the Air Staff and Air Veterans in service at that time. Following the wreath laying ceremony, the CAS inaugurated the 1965 War Section at the Air Force Museum. During the war, the IAF was awarded three Maha Vir Chakras and 43 Vir Chakras. This ceremony was part of the year-long celebration marking the 50 years of 1965 India-Pakistan War which would culminate on September 22, 2015.

China’s New Air Defence Missile System FD-2000

The Chinese military has conducted practice drills with its newly-developed FD-2000 air defence missile system. It has demonstrated its capability of locking onto and shooting down moving targets over long distances. Shen Zhongfang, a missile expert from China Aerospace Science and Industry Corporation, said that the missile system’s phased array radar enables it to deal with multiple targets, monitor 100 targets and launch strikes to eight targets simultaneously. A single missile can cover 49,000 square kilometers. FD-2000 was designed and manufactured by China Precision Machinery Import and Export Corporation.

Deadline Extended for India’s Transport Aircraft Project

The IAF’s Avro Fleet of 56 aircraft is ageing and needs replacement. Accordingly in May 2012, a tender was issued by the Ministry of Defence (MoD) bypassing HAL and sent to eight foreign vendors, including Swedish Saab, Russian Ilyushin, European Airbus Military-Casa C-295, Italian Alenia C-27J Spartan and Brazilian Embraer, who were to find an Indian partner to produce 40 aircraft within India.

During a DAC meeting held in July this

Aerospace Corporation

The Aerospace Corporation, California, has been awarded an $81,16,07,999 modification to previously awarded contract for planning, systems definition and technical specification support, analyse user needs, design and design alternative, interoperability, manufacturing and quality control and assist with test and evaluation, launch support, flight tests, orbital operations and integration of space systems into effective systems of systems. Work is expected to be completed

by September 30, 2015.

AeroVironment

AeroVironment, Inc has announced that it has received a firm fixed-price order valued at $2,17,79,408 for RQ-12 Wasp AE small unmanned aircraft systems and initial spares packages for the US Marine Corps.

AgustaWestland

AgustaWestland and Kanematsu Corporation have announced that the Japan National Police Agency has ordered one AW109 Power light twin-engine helicopter which will be operated by Kyoto Police. The AW109 Power helicopter will replace an ageing B206 model and will be delivered in December 2015.

Boeing

Boeing will receive an award of $4.2 billion from NASA to build and fly the United States’ next passenger spacecraft.

Boeing’s Crew Space Transportation-100 is being developed as part of NASA’s Commercial Crew Program, which aims to resume US-based flights to space by 2017. The CST-100 will transport up to seven passengers or a mix of crew and cargo to the International Space Station and other low-Earth orbit destinations.

Boeing and Ethiopian Airlines have announced an order for 20 737 MAX 8s. The order, previously unidentified on the Boeing Orders and Deliveries website, is worth more than $2.1 billion at list prices and also includes options and purchase rights for a further 15 737 MAX 8s. The order represents the largest single Boeing order by a number of airplanes from an African carrier.

Brazil

The State Department has made a determination approving a possible foreign military sale to Brazil for UH-60M Black Hawk helicopters and associated equipment, parts, training and logistical support for an estimated cost of $145 million. The Defense Security Cooperation Agency delivered the required certification notifying Congress of this possible sale on September 8, 2014.

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News Digest appointments

QuickRoundUp GULFSTREAM DSCA

The State Department has approved a possible foreign military sale to Poland for joint air-to-surface standoff Missiles and F-16 operational flight plan upgrades, associated equipment, parts, training and logistical support for an estimated cost of $500 million. The Defense Security Cooperation Agency delivered the required certification notifying Congress of this possible sale on September 17, 2014.

The State Department has approved a possible foreign military sale to Lebanon for Huey II rotary-wing aircraft and associated equipment, parts, training and logistical support for an estimated cost of $180 million.

The Defense Security Cooperation Agency delivered the required certification notifying Congress of this possible sale on September 17, 2014.

Embraer

Embraer SA and Republic Airways Holdings Inc, (US) operator of the largest E-Jets fleet in the world, announced a contract for the sale and purchase of 50 firm E175 jets. The value of the firm order, which will be included in Embraer’s 2014 third-quarter backlog, is estimated at $2.1 billion, based on 2014 list prices. The aircraft will be operated for United Airlines under the United Express brand. Deliveries are scheduled to begin in the third quarter of 2015 and extend until 2017.

General Dynamics

General Dynamics Advanced Information Systems, a business unit of General Dynamics, has been awarded a $16.2 million contract by the US Navy to produce Type-3 Advanced Mission Computers (AMC) for the F/A-18 E/A18G Super Hornet aircraft.

Indian Air Force

On a formal request from the Bangladesh Air Force, the Indian Air Force (IAF) has handed over on September 18, one Dakota aircraft from the IAF museum to the Bangladesh Air Force. The aircraft was gifted by Air Marshal S.S. Soman, Air Officer Commanding in Chief, Western Air Command to Air Marshal Muhammad Enamul Bari, Chief of Bangladesh Air Force, in a befitting ceremony at Air Force Station Palam, New Delhi.

Indian Navy

Boeing has delivered the fifth P-8I maritime patrol aircraft to India, on schedule, on September 9 as part of a contract for eight aircraft to support the Indian Navy’s maritime patrol requirements. The aircraft arrived at Naval Air Station Rajali, after a flight from Seattle’s Boeing Field and joined the four previously delivered P-8Is.

Korean Air Lines

Korean Air Lines (KAL) Company Ltd, Aerospace Division, South Korea, has been awarded an estimated $4,60,00,000 firm-fixed-price maintenance and repair

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Gulfstream Aerospace Corporation has appointed the following: • Jeff Kreide as Vice President, FinalPhase Engineering in Savannah.

• Jim Tait as Vice President, Sales Operations and Analysis.

• John R. “Bob” Ranck as Senior Vice President, Government Programs and Sales.

• Leda Chong as Senior Vice President, Asia-Pacific.

THALES ALENIA SPACE UK

Ben Olivier, 52, has been named President and CEO of Thales Alenia Space UK, effective September 22, 2014.

Riadh Cammoun, 52, has been named Vice President, Public and Regulatory Affairs at Thales Alenia Space, effective September 1, 2014.

NORTHROP GRUMMAN

Northrop Grumman Corporation has announced the appointment of Scott Harris as Head of Aerospace Programs, within Northrop Grumman Australia.

Northrop Grumman Corporation has also announced the appointment of Tarik Reyes as Vice President, Business Development for its Integrated

Air and Missile Defense Division (IAMD) in its Information Systems Sector, effective immediately.

SAAB

Defence and security company Saab has announced the following appointments: • Deputy CEO and Head of Aeronautics Lennart Sindahl as full-time Deputy CEO. • Ulf Nilsson, Head of Gripen within Business Area Aeronautics, as the new Head of Business Area Aeronautics and a member of the Group Management.

• The current Chief Strategy Officer, Dan Jangblad, as Head of New Business Area Industrial Products and Services and will remain a member of the Group Management.

• Jonas Hjelm as Head of Market Area Americas, as new Head of Business Area Support & Services and a member of the Group Management.

• Lars-Erik Wige, who as Senior Advisor to the CEO and will leave the Group Management.

• Head of Group Communication Åsa Thegström as a member of the Group Management.

year chaired by Defence Minister Arun Jaitley, it was decided that the private sector will be the sole player in making 56 transport aircraft to replace the Avros.

India’s private sector firms like Tata, Reliance and L&T are expected to look for a foreign partner and to use a foreign design, with 16 planes built abroad and 40 in India. There was poor response with only two foreign manufacturers responding on the last day, forcing the ministry for a fourth extension. This is probably due to the lack of infrastructure with the private Indian companies and there are also no guidelines laid out by the MoD for selection of an IPA from the private sector.

the information technology field. At that time it is expected to trail just behind the US and Israel. The global UAV market is expected to grow 10 per cent annually till 2023. At present, South Korea currently ranks seventh among the “Tier-1” leading countries, which include the US, France, Britain, Germany, Israel, Australia, Japan and Singapore. South Korea’s UAV sales will also reach $510 million during this period. It was $1.65 million in 2013, when it did not make the top 30 countries list. Market analysis indicates that the percentage of civilian drones will make up 8.8 per cent of all machines sold in 2023 from just 0.6 per cent at present.

South Korea Developing UAV Technology

Americas

South Korea’s state-run aerospace research institute has said that it aims to become the third most technologically advanced producer of drones in the world in 2023 by utilising its edge in

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Pentagon Contract for Alion Science and Technology Corporation

Alion Science and Technology Corp, Illinois, has been awarded a $4,99,28,409 cost-plus-fixed-fee delivery order to

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News Digest previously awarded contract for the F-35 Lightning II programme. The contractor will provide the application of materials, manufacturing and testing to increase supportability, survivability, productivity and affordability of the programme.

They will also develop, implement and enhance the analytical capabilities necessary to evaluate system performance, perform root cause analyses and identify failure modes or other support system deficiencies of components and end items modified through the application of advanced material, manufacturing and testing technology. Work is expected to be completed by December 29, 2016.

Northrop Grumman’s Scalable Agile Beam Radar

Demonstrating the maturity of its active electronically scanned array (AESA) radar technologies, Northrop Grumman Corporation has successfully concluded all engineering and manufacturing development design reviews for the AN/APG-83 Scalable Agile Beam Radar (SABR) in just 12 months. AN/APG-83 SABR is a direct replacement for legacy F-16 radars and includes fifth-generation radar capabilities, the largest synthetic aperture radar map available for the F-16 and robust electronic protection.

SABR was competitively selected by Lockheed Martin for the US and Taiwan Air Force F-16 upgrade programmes.

The radar’s unique design allows for ease of retrofit, without aircraft structural modifications or changes to the existing power and cooling provisions in the F-16.

The completion of this review marks the acceptance of the company’s software design in support of the Taiwanese Air Force F-16 AESA upgrade programme.

Upgrade of Ageing E-3

US Air Force and NATO have undertaken a cooperative development effort, known as the Diminishing Manufacturing Sources Replacement of Avionics for Global Operations and Navigation (DRAGON) programme to upgrade the cockpits of their E-3 Sentry Airborne Warning and Control System (AWACS) aircraft. The flight deck modernisation will include replacing most

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analogue indicators with modern digital multicolor graphic displays. In addition, nearly all of the 1970s’ avionics are being replaced with updated airspace-compliant sub-systems. The modernisation will also allow for elimination of the navigator, reducing the crew size from four to three, as well as adding a Mode-5 identification friend or foe capability.

QuickRoundUp

CIVIL AVIATION Europe Airbus Forecast for New Aircraft

It is one hundred years since the world’s first paying passenger took to the skies in 1914. Today 32 million flights carry three billion passengers and 50 million tonnes of freight a year. Globally the aviation sector’s economic impact is estimated at $2.4 trillion annually. Today aviation is so integral to jobs, to commerce and to international trade that it has become a necessity. According to Airbus’ Global Market Forecast for the next 20 years (2014-33), passenger traffic will grow annually at 4.7 per cent driving a need for around 31,400 new passenger and freighter aircraft (100 seats and above) worth $4.6 trillion. The passenger and freighter fleet will increase from today’s 18,500 aircraft to 37,500 by 2033, an increase of nearly 19,000 aircraft. Some 12,400 older less fuel-efficient passenger and freighter aircraft will be retired.

SPACE Asia-Pacific India to develop Remote Sensing Satellites with China

Indian Space Research Organisation’s (ISRO) Chairman K. Radhakrishnan has stated that an agreement has been signed with China to jointly develop remote sensing satellites. This agreement is the first one ever signed with China. ISRO has right from the beginning been collaborating with the US, Russia and some European countries, but never had a tie-up with China. A road map is being formulated jointly by both the countries to prepare a road map for a series of missions to be implemented together which will be ready

by April 2015. The agreement aims at encouraging cooperation for peaceful purposes with special focus on R& D including communication satellites. Selection of remote sensing for the joint collaboration is a natural choice since it has applications in disaster preparedness and management. •

contract for depot level support to A-10 aircraft stationed in the Asia-Pacific region. Work will be performed at KAL’s facility, with an expected completion date of September 30, 2020.

Lockheed Martin

The Republic of Korea has finalised its formal selection of the Lockheed Martin F-35A Lightning II aircraft for its F-X fighter acquisition programme by announcing its intent to sign the letter of offer and acceptance between the US and Korean governments for 40 F-35A Conventional Take Off and Landing variant jets with initial deliveries beginning in 2018.

Lockheed Martin has delivered to US Customs and Border Protection P-3 Orion aircraft on September 23 which is 34 days ahead of schedule. This is the 10th of 14 aircraft in the programme to receive Mid-Life Upgrade modifications and phased depot maintenance. The Avionics Upgrade Modification included flight station panels and controls, new autopilot system and an update to the Airborne Early Warning mission system computer.

The battle command system used by the US Marines Corps (USMC) to manage and monitor all its airborne platforms will be maintained by Lockheed Martin under a contract worth approximately $18 million. This involves upgrade and sustaining the USMC’s Virtualized Theater Battle Management Core Systems.

Lockheed Martin Aeronautics Co. has been awarded a $2,48,68,359 modification to the previously awarded F-35 Lightning II Low Rate Initial Production (LRIP) Lot VI contract. This modification is to realign and increase concurrency funding for post-production concurrency changes to LRIP Lot VI aircraft. Work will be completed in November 2016.

Russia

Deputy Director of Russia’s arms export agency was quoted as saying that Russia will deliver eight Mi-171Sh multi-purpose helicopters to Peru’s air force in December. Peru, a major buyer of Russian military hardware, bought 24 helicopters from Russia for $406 million in December last year.

Strategic Forces Command

The Strategic Forces Command (SFC) has successfully fired the short range Agni-1 missile propelled by solid rocket propellant system, with a range of over 700 km from the Wheeler Island, off the Odisha coast on September 11, 2014. The launch was undertaken as a part of periodic training activity by the SFC to further consolidate operational readiness.

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Last word

Illustration: Anoop Kamath

Special

INDIGENISATION: A CHALLENGE If there is one achievement that the former Defence Minis- try that would include institutions of higher learning such as the ter A.K. Antony ought to be credited with, it is the change in the Indian Institute of Science, the Defence Research and DevelopDefence Procurement Procedure of 2011 aimed at indigenisa- ment Organisation as well as the nation’s industrial capability.

Since the mid-1960s when the first lot of third-generation comtion in the defence industry. The changes introduced in 2013 had multiple objectives of strengthening the defence manufac- bat aircraft the MiG-21 FL was procured from the Soviet Union, turing base in both the Indian public and private sectors, infus- the nation adopted the relatively easy option of ‘Licensed Producing greater efficiency in the process of procurement of military tion’. The Indian aerospace industry has since then been basking hardware and significantly encourage indigenous research and in the comfort of this arrangement having produced even fourthgeneration combat aircraft such as the Su-30MKI and is aspiring development (R&D) in the defence industry.

Antony, who chaired the meeting of the Defence Acquisi- to transit into the fifth-generation in the near future. However, tion Council in April 2013, said that the only way forward was licensed production provided no opportunity or incentive for the rapid indigenisation in the defence industry with both public R&D establishment to develop meaningful capability and thereby and private sectors playing pivotal role in the endeavour. He contribute effectively to the attainment of self-reliance. The Indian went on to state that the government would spare no effort to Air Force (IAF) was thus left with no alternative but to continue to create genuine level playing field for Indian manufacturers vis- seek aerial platforms and weapon systems from foreign sources. à-vis global players. The primary thrust of defence procurement In fact, the support from the indigenous industry has, if at all, would henceforth be ‘Buy Indian’. Increased indigenisation was been declining over the years. Having produced a combat aircraft important for the Indian armed forces to ensure that they have such as the HF-24 that did become operational in a reasonable access to reliable supply chain in times of urgent need and not time frame, the Tejas light combat aircraft programme continues be vulnerable to being held hostage by foreign suppliers who to be plagued with uncertainty despite three decades of effort and could readily succumb to pressure from their own govern- huge investment. Similarly, after the eminently successful basic ments. This move is all the more significant as India is today trainer aircraft such as the HT-2 and HJT-16 Kiran, the Indian the largest importer of military hardware with 70 per cent of aerospace industry has not been able to improve upon their perthe nation’s requirement being met with from foreign sources formance and provide suitable replacements for these in time for which there is outflow of precious foreign exchange worth compelling the IAF to explore options abroad.

The story in the rotary-wing regime is no different. Despite the billions of dollars. Besides, the process of procurement of military hardware appears to be afflicted with the malaise of scams success of the advanced light helicopter Dhruv, the Indian armed forces are now confronted with a that has led to the blacklisting dilemma in the wake of the canof several global aerospace and cellation of the tender for 197 defence companies, cancellation light utility helicopter (LUH). The of tenders just before award of indigenous aerospace industry contract or even while the conthat was tasked by the governtracts were halfway through ment several years ago to proexecution such as in the case of duce an equivalent platform has AgustaWestland. It is generally not yet moved beyond producing believed that procurement of a mock-up. There is no certainty defence equipment from indigeas to when the armed forces can nous sources will help substanhope to receive the 400 odd LUH tially mitigate, if not completely that the indigenous industry is eliminate, this menace. expected to deliver.

But indigenisation has its Indigenisation and selfown challenges especially in reliance in the defence industhe regime of the aeronautical try are laudable concepts and industry which operates at levundoubtedly in the national els of technological sophisticainterest; but the inability of the tion that are higher than those Indian aerospace and defence of weapon systems employed industry to deliver quality prodby the surface forces. Besides, ucts in the required time frame, the nation’s efforts at achieving will only undermine the operaself-reliance in the production tional capability of the armed of modern defence hardware, The inability of the Indian aerospace and forces and seriously impinge on especially military aircraft and national security. SP aerial weapon systems, will defence industry to deliver quality products have to be adequately supin the required time frame, Will only ported by the scientific and —By Air Marshal undermine the operational capability technological base in the counB.K. Pandey (Retd)

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