sp's aviation may 2009

8/14/2019 SP's Aviation May 2009

1/44

AviationNews Flies. We Gather Intelligence. Every Month. From India.

SPs

WWW.SPSAVIATION.NETISSUE 4 2

AN SP GUIDE PUBLICATION

PAGE 8

TheFOCUSis onTIMELYEXECUTIONAshok Nayak, HAL Chairman PAGE 16

Operating Small

Aircraft May EaBurden of Hig

ATF Cos

MMRCDeal: Progre& Perspectiv

CorporaAviatio

Concerns Pilo

SPs

EXCLUSIVE


2/44


3/44

1 SPS AVIATION I ..

OEM PERSPECTIVES

MMRCA Deal Bernhard Gerwert

CEO, Military Air Systems,

EADS Defence & Security

Eddy de la MotteMarketing Director,

Gripen International India

Ambassador DouglasA. Hartwick Chief Executive,

Lockheed Martin India

Operations

ON RECORD

Civil Embraer Perspective

CIVIL

Operational Cost Wildly Fluctuating

MILITARY

AJTM-346: Get Combat Ready

Reminiscences Farewell to MiG-23 BN

FOCUS ON TIMELY

EXECUTION OF ORDERS

In his first interview as

Chairman of Hindustan

Aeronautics Limited,

Ashok Nayak traces the

organisations strengths,

potentials and progress.

Cover Photo:

Ashok Nayak took over as the Chairman of

Hindustan Aeronautics Limited from April 1.

Photo Credit:HAL

Ashok Nayak,

Chairman, HindustanAeronautics Limited

SPs Exclusive

CORPORATE AVIATION

Operations Expect the Unexpected

SERIES

Commercial Aviation HALL OF FAME

Alberto Santos-Dumont REGULAR DEPARTMENTS

A Word from Editor NewsWithViews - Chopper Deal Gets the Axe

- Su-30 Disaster

InFocus MMRCA Deal: Report Card Forum Time is of the Essence NewsDigest LastWord Save Air India, Go Private

TABLE ofCONTENTSISSUE 4 200

AviationSPs

News Flies. We Gather Intelligence. Every Month. Fr om India.

ANSPGUIDEPUBLICAT

NEXT ISSUE:Meet the new IAF Chief


4/44

2 SPS AVIATION I ..

TABLEofCONTENTS

Farewell toMiG-23 BN

PLUS...

MMRCA:

Report Card

www.spguidepublications.com

PUBLISHER AND EDITOR-IN-CHIEF

Jayant Baranwal

ASSISTANT EDITOR

Arundhati Das

SENIOR VISITING EDITOR

Air Marshal (Retd) V.K. Bhatia

SENIOR TECHNICAL GROUP EDITORS

Air Marshal (Retd) B.K. Pandey

Lt General (Retd) Naresh Chand

SPECIAL CHIEF CORRESPONDENT

Sangeeta Saxena

SUB-EDITOR

Bipasha Roy

CONTRIBUTORS

INDIA

Air Marshal (Retd) P.K. Mehra

Air Marshal (Retd) N. Menon

Group Captain (Retd) A.K. Sachdev

Group Captain (Retd) Joseph Noronha

EUROPE

Alan Peaford, Phil Nasskau,

Rob Coppinger

USA & CANADA

Sushant Deb, LeRoy Cook, Lon Nordeen,

Anil R. Pustam (West Indies)

CHAIRMAN & MANAGING DIRECTOR

Jayant Baranwal

ADMIN & COORDINATION

Bharti Sharma

Owned, published and printed by Jayant

Baranwal, printed at Rave India and

published at A-133, Arjun Nagar

(Opposite Defence Colony),New Delhi 110 003, India. All rights

reserved. No part of this publication may be

reproduced, stored in a retrieval system, or

transmitted in any form or by any means,

photocopying, recording, electronic, or

otherwise without prior written permission

of the Publishers.

DESIGN & LAYOUT

Associate Art Director: Ratan Sonal

Graphic Designers: Rajkumar Sharma,

Vimlesh Kumar Yadav

SALES & MARKETINGDirector Sales & Marketing: Neetu Dhuli

Head Vertical Sales: Rajeev Chugh

Sales Manager: Rajiv Ranjan

SP Guide Publications, 2009

ANNUAL SUBSCRIPTION

Inland: Rs 850 Foreign: US$ 250

Email: [email protected]

LETTER TO EDITOR

[email protected]

[email protected]

FOR ADVERTISING DETAILS, CONTACT:

[email protected]

[email protected]

[email protected]

[email protected]

SP GUIDE PUBLICATIONS PVT LTD

A-133 Arjun Nagar,

(Opposite Defence Colony)

New Delhi 110 003, India.

Tel: +91 (11) 24644693,

24644763, 24620130

Fax: +91 (11) 24647093

Email: [email protected]

POSTAL ADDRESS

Post Box No 2525

New Delhi 110 005, India.

REPRESENTATIVE OFFICE

BENGALURU, INDIA

534, Jal Vayu Vihar

Kammanhalli Main Road

Bangalore 560043, India.

Tel: +91 (80) 23682534

MOSCOW, RUSSIA

LAGUK Co., Ltd., (Yuri Laskin)

Krasnokholmskaya, Nab.,

11/15, app. 132, Moscow 115172, Russia

Tel: +7 (495) 911 2762

Fax: +7 (495) 912 1260

FlyingCorporate


5/44


6/44

A WordfromEditor

4 SPS AVIATION I 00 ..

An exclusive is often confused with the exception-al. If exclusives are sporadic and hard to comeby, encountering the exceptional is breathtak-

ingly refreshing. Both these attributes, however,have been captured between the covers of thisedition. More so, in the Cover Story. Display-

ing exemplary candour and forthrightness in his first everinterview after taking over at the helm of Hindustan Aero-nautics Limited, Ashok Nayak painstakingly underlines thepublic sector organisations strengths, weaknesses, potentialsand progress to SPs Senior Technical Group Editor Air Mar-shal (Retd) B.K. Pandey. We need to be impatient and patientat the same time, Nayak said. Impatient means, we needto drive ourselves towards implementation, and patiencemeans, we have to give it a minimum time to take root.

Work culture, meanwhile, is in the spotlight as the eyesof the worlds defence industry are glued to Indias long-winded Medium Multi-Role Combat Aircraft project. Dogged

by delays and labyrinthine procedures, current reportssuggest the flight trials will be completed by October butprobabilities of the exercise extending into the next year arehigh. Perspectives from some of the contenders who wereforthcoming with their response to SPs queries throw lighton the comparative advantages and benefits. Penning their

thoughts are Ambassador Douglas A. Hartwick, Chief Executive, Lockheed Martin India Operations; Bernhard GerwerCEO Military Air Systems, EADS Defence & Security; an

Eddy de la Motte, Marketing Director, Gripen InternationaIndia. Amid all the excitement was the somewhat piquannewsa rumour, as it may well turn out to beof Dassault having been ousted from the race.

Seeking clarification straight from the horses mouth ait were, SPs approached the companys India representative who categorically denied receiving any official intimation of any such development. On the contrary, we are going ahead with our preparations for the flight evaluationand the company is in constant touch with Air HQ, DassauAviations Deputy Delegate in India P.V. Rao confirmed. Evenas the race hots up, the IAF on March 6 bid farewell to thMiG-23 BN, 29 years after its induction.

On the other end of the spectrum, an exhaustive analysiof the issues pertaining to corporate aviation crew reflect

the allure and pitfalls of this attractive career optionostensibly one of the best jobs in flying. Read on and do let uknow if you agree.

An exclusive interview

and an exhaustive

procurement procedure

hold a mirror to Indias

defence scenario even ascorporate aviation pilots

outline the perks and

pitfalls of the job

Jayant BaranwalPublisher & Editor-in-Chief

OWNERS PRIDE: SPS EDITOR-IN-CHIEF JAYANT BARANWAL PRESENTS A

COPY OFSPS MILITARY YEARBOOK 2008-2009 TO DEFENCE MINISTER

A.K. ANTONY IN NEW DELHIPHOTOGRAPHS:SHARADS

AXENA

/

SP

GUIDE

PUBNS


7/44

NewsWithViews

I SPS AVIATION

ILLUSTRATION:MAMTA

CHOPPER DEAL GETS THE AXEIndia has scrapped a tender for 22 attack helicopters as four international firms vying for the multi-million-dollar deal had been unable to meet themilitarys requirements. The request for proposal (RFP) was cancelled last week after the four companies could not meet the qualitative requirements,Indian Defence Ministry spokesman Sitanshu Kar said. A fresh RFP will be floated shortly, Kar added, without specifying the date. A ministry sourcesaid the attack helicopter tender, floated last year, was worth nearly $550 million (Rs 2,720 crore). The source added EADS, which owns the worldslargest helicopter-maker Eurocopter, was ready to bid again.

VIEWS

Last year, an Request for Proposal was floated for22 attack helicopters to replace the ageing fleetof Mi-35 of the Indian Air Force (IAF). Initially,six foreign machines were in the raceAW129

Mangusta from AgustaWestland, Bells AH-1Z Super Co-bra, Boeings AH-64D Apache Longbow, Eurocopters Ti-ger HAD (EC 665), Kamovs Ka-50 and the Mi-28 NE fromMil Moscow marketed by Rosoboronexport.

In view of the IAFs plans

to deploy the new machinesby 2010, there was a degreeof urgency and hence, theprocurement process was puton fast track by the Ministryof Defence (MOD). Miffed withthe Indian governments re-fusal to accede to its requestfor extension of deadline tosubmit response to the RFP,Boeing opted out of the race.Bell Helicopter also followedsuit as the out-of-production AH-1Z Cobra was availableonly through government-to-

government Foreign MilitarySales involving conversion ofexisting airframes. Bell He-licopter, therefore, was un-able to bid for direct sale ofnew machines. As revealedby the MOD, the products of-fered by the remaining fourcompanies, two from Europeand two from Russia, did notmeasure up to the stipulatedQualitative Requirements.

As is the norm, be it con-clusion or cancellation, arms

deals in India attract a flurryof speculation, controversyand often insinuations in the media, leaving in its wake atrail of confusion. Reverberations of the multi-crore contractwith Bofors in the 1980s that ultimately led to the demise ofthe Rajiv Gandhi-led majority government by the end of thedecade, continue to be felt.

The present trend is to call off the tender in an advancedstage in case of any doubt, citing one reason or another,rather than face scrutiny later on. Recently, this was done

in the case of the $550 million (Rs 2,720 crore) contract fo197 Light Utility Helicopter just as it was about to be concluded with Eurocopter whose Fennec had scored over Be407. The justification put forward was irregularity in thprocess of selection after the allegation was duly endorseby the Central Vigilance Commission. Yet another deal likelto let loose a major political storm is the Rs 10,000-crorcontract signed with Israel Aerospace Industries barel

days before the promulgatio

of the dates for general elections. Having come into public domain very recently, it ionly a matter of time beforthe deal is engulfed by thgathering storm.

For the attack helicoptersthe critical requirement speout by the IAF was for thaircraft to have the capability of launching air-to-surfacfire-and-forget missiles froma distance of 7 km or higher. Unofficial reports claimother than Boeings AH-64D

Apache, equipped with th AGM-114L Longbow Hellfirnone of the contenders coulcomply with this criterionIn case the IAF baulked acompromising on this issuethere was no way the tendering process could havmoved forward with BoeingAH-64D Apache Longbow noavailable for evaluation for reason as trivial as non-extension of time frame.

In retrospect, cancellin

the tender seems to havbeen a wise move as it woul

make little sense to squander close to $550 million to acquire a fleet that is incapable of the role envisaged by thIAF. Given the urgency to identify a suitable replacemenfor the Mi-35 fleet, it is only logical that the RFP is issuedafresh, with the time frame for response modified in a wathat the machine the IAF is looking for is positively in thrace to begin with. SP

Air Marshal (Retd) B.K. Pandey


8/44

NewsWithViews

6 SPS AVIATION I ..

ILLUSTRATION:MAMTA

FAILED FLY-BY-WIRE SCRIPTS SU-30 DISASTERA top-of-the-line fighter aircraft crashed on April 30 on a routine flight, killing one pilot and injuring another, in the first accident in India involving aSu-30 MKI. The reason for the crash is not yet known, but some sources attributed it to a fire in the engine. A statement from the IAF on the same daysaid, An Su-30 MKI aircraft of the IAF on a routine training mission crashed 70 km southeast of Jaisalmer in Rajasthan today. The crash took placearound 1030 hours. Both the pilots ejected out of the aircraft. Within a few minutes of taking off, the pilots reported trouble in the aircraft and bothejected out of the cockpit, after directing the aircraft on to a vacant agricultural land.

VIEWS

Aflawless flight safety record spanning 12 uninterrupt-ed years met with an ignominious end when a Su-30of the Indian Air Force (IAF) was destroyed in a CAT-Iaccident during the early hours of April 30, killing

one pilot even as another escaped narrowly. This was the firstcrash recorded by the IAFs fighter aircraft since the induc-tion of the earlier version Su-30K in 1997 and, later, the mostadvanced Su-30 MKI in 2002. A plethora of perplexing rea-sons, ranging from engine fires

to structural failures, appearedin the media as the prob-able causes of the fatal crash,but without any substance orproof. As is the norm, the IAFhas immediately ordered aCourt of Inquiry (COI) even as itprudently grounded the Su-30fleet as a temporary measure.Out of a total order of 230 air-craft, the IAF is at present re-portedly operating 60-plus Su-30 MKIs in three squadrons:No. 20 Lightnings and No. 30Rhinos based at Lohegaon in

Pune and No. 24 Hawks at Ba-reilly, Uttar Pradesh. Two moresquadrons are reportedly un-der raising. Considered to bethe top of the IAFs frontline

jetfighters, the Su-30 MKI hasrepresented the force in vari-ous international air exercises,including the prestigious USRed Flag in 2008.

April 30s ill-fated aircraftbelonged to No. 30 squadronand was part of a four-aircraftstrike formation which took off

from Pune for a live armamentsortie at Pokharan range nearJaisalmer. The squadron was under inspection by the Director-ate of Air Staff Inspection (DASI) and this could have been oneof the assessment sorties. That might explain as to why WingCommander P.S. Nara, a highly experienced pilot attached toDASI for the squadron inspection, was occupying the rear seatof the jet piloted by Wing Commander S.V. Munje, a senior fly-ing member of the Rhinos.

Trouble appears to have reared its head during the climb

out phase of the formations return flight to home base. Evidently, the danger was grave enough to warrant an immediatejectionwith no time to spare for even an R/T call. Wing Commander Munje survived the ejection, but Wing CommandeNara, even though he had ejected successfully, was later foundead. What went so terribly wrong to cause a CAT-I fatal accident? The aircrafts Black Box (Flight Data Recorder) appearto have perished in the blaze, although Munje has confirme

multiple failure of its fly-by

wire (FBW) system.Su-30 MKIs aerodynamiconfiguration is an unstabllongitudinal triplane that confers it unprecedented manoeuvrability. Like most modern jefighters, this unstable platformis controlled with a FBW system which, in this case, haquadruple redundancy. Multilayered backup systems arnecessary as without the FBWthe aircraft cannot be manuallcontrolled by the pilots. If onof the FBW channels become

faulty, it automatically gets disconnected from the systemsuitably warning the crew. Alevel-2 failure would demanan immediate diversion to thnearest airfield. According tMunje, the aircraft appears thave suddenly suffered a leve3 FBW failure, causing it tgo through a series of uncontrolled manoeuvres with nother recourse available to thcrew except escape througejection. The aircraft, whic

might have entered a flat inverted spin, most probably hi

the rear-seat occupant with one of its large twin tail fins at thtime of the seat ejecting from the aircrafta theory borne ouby the fact that Naras body bore multiple chest injuries.

If confirmed by the COI, this would be a rarest of rare casenecessitating thorough investigation and permanent remediameasures. The IAF can ill afford losing one of its frontline fighters, much less its invaluable and irreplaceable air warriors. S

Air Marshal (Retd) V.K. Bhatia


9/44

InFocus

MMRCA DEAL

I 4 SPS AVIATION

WORTH OVER $10 BILLION (Rs 50,000 crore), thevery size of Indias Medium Multi-Role CombatAircraft (MMRCA) project ensures it never goesoff the radar of the countrys defence acquisition

programmes. Conceived in 2001, born as request for informa-tion (RFI) in 2003, Indias ambitious programme to acquire126 fighter aircraft had crawled through the next stage whenon June 29, 2007, the Defence Acquisition Council, headed byDefence Minister A.K. Antony gave its go-ahead.

To redux, Antony had outlined three guiding principles forthe procurement scheme. First, the operational requirements

of the Indian Air Force (IAF)should be fully met. Second,the selection process shouldbe competitive, fair and trans-parent, so that best valuefor money is realised. Lastly,Indian defence industriesshould get an opportunity togrow to global scales. Conse-quently, several criteria wereincorporated into the requestfor proposal (RFP), includingthe introduction of total LifeCycle Costs, which causedfurther delays. Finally, a 211-

page RFP, comprehensivelyprepared by the IAF, was ap-proved for release to the re-spective bidders.

On August 28, 2007, theRFP was released to the six bidding companies from differ-ent parts of the globeRussias MiG-35 (RAC MiG); SwedensJAS-39 (Gripen); the French Rafale (Dassault); from the US,Lockheed Martins F-16 Fighting Falcon and Boeings F/A-18 Super Hornet; and Eurofighter Typhoon (made by a con-sortium of British, German, Italian and Spanish firms). Theinitial deadline of approximate six months to submit for-mal proposals was extended by a month, to April 28, 2008,following requests from some of the vendors who cited the

complex and voluminous nature of the RFP which, accord-ing to them, required detailed studies and greater delibera-tions to provide suitable responses. By the altered deadline,all six vendors were able to submit their proposals. But pro-posals for compliance to the now modified offset clause (50per cent of the total project costs) took extra time. Finally, byAugust 11, 2008 the industry offset proposals had also beenprovided to India. How complex was the task for the bid-ders can be gauged from the fact that Boeing IDS proposalalone ran into 7,000 pages. This also puts into perspective

the amount of work required to be done in the next phasof technical evaluations where each and every technical bidwas to be minutely evaluated vis--vis the Services Qualitative Requirements. These evaluations are carried out bthe Technical Evaluation Committee which is headed bthe officers from the concerned Service HQ (in this casethe IAF). The IAF must have burned a lot of midnight oil tcomplete this Herculean and highly complicated task withithe stipulated time frame and needs to be commended fothe outstanding job done. At the same time, it needs to bremembered that technical evaluation is just the third step

out of a total of eight long anlaborious phases of the procurement process of IndiaDefence Procurement PolicyIn the next phase, extensivfield trials will have to be conducted for all types, sequentially followed by staff evaluation, technical oversight, ancommercial evaluation annegotiations before the contract is finally signed.

As of now, the IAF appearall set to start the flight trialimmediately, but most prob

ably these will commence onlafter the completion of thgeneral elections. The aircrafare planned to go through rigorous testing process a

three different locations in India: technical and humid condition tests in Bangalore, and hot-weather desert trials in Jaisalmer, Rajasthan, even as, Leh in the mountainous Ladakhhas been earmarked for the conduct of high-altitude trialwhere the operating surfaces are above 10,000 ft. Taking intaccount the number of bidders, the number of locations anall-encompassing testing scenarios of hot and humid, hot andry and, hot and high, it is obvious that the task of flighttesting all the aircraft will be time consuming. Flight-testin

will get further stretched should the IAF decide to field onlone specialised team of pilots and engineers to ensure single source for comparative analysis of different aircraft. Thwhole process could take more than a yeartill end 2010 aleast. This would more or less be in conformity with what wapredicted in the article Dogged by Delays & Doubts in SPAviation 6/2007 issue which also foresaw the unlikelihooof the contract being signed before 2012 and delivery of thaircraft to the IAF before 2015. SP

Air Marshal (Retd) V.K. Bhati

InFocus

The IAF appearsALL SET TO START THE

FLIGHT TRIALSimmediately, but most

probably these willcommence only afterthe completion of the

general elections

ReportCard


10/44

Forum

MMRCA DEAL

8 SPS AVIATION I ..

Accentuating and aggravating the yawninggap in the Indian Air Forces (IAF) combatsquadron strength, the MiG-23 era came to anend when a MiG-23BN belonging to No. 221squadron took to the skies for one last time onMarch 6. Subse-

quent winding down and tem-porary numberplating of No.

221 squadron has depletedthe number of jet fightersquadrons from 39.5 to a fig-ure feared to be hovering ataround 30 squadrons.

The steady decline in jetfighter squadrons caused bythe retirement of the earlierMig-21 series and the entirefleet of MiG-23 aircraft hasprompted the IAF to desper-ately try and raise additionalsquadrons of Su-30 MKI air-craft to fill the void. But withthe outages far outstripping

the inductions, the force isfighting a grim and somewhatlosing battle in trying to main-tain its combat capability.

REWIND & RECALL

As far back as in 2001, an-ticipating this very grim situ-ation and with the IndianLight Combat Aircraft (LCA)nowhere on the horizon, AirHQ had initiated a case to in-duct six squadrons of combataircraft (total 126 aircraft) to

replace some of its superan-nuating MiG series aircraftand thus bridge the capa-bility gap. As replacement,the IAF at that time was tar-geting a lightweight FourthGeneration combat aircraft, around 15 to 20 tonnes inweight and capable of both air defence and ground attackrolesdescribed as Medium Multi-role Combat Aircraft(MMRCA). In fact, all modern combat aircraft are designed

and equipped to perform both roles with more or lesequal effectiveness.

In the then prevailing environment and given the choicethe IAF would most probably have opted for six squadrons of Dassault Mirage 2000-5, a derivative of the Mirag

2000 which had served the IAFso well, during peace and warHowever, the option for procure

ment from a single vendor wanot easily available under thprocurement procedure stipulated by the government antherefore, was not exercised.

It took three years for thproposal for the MMRCA to baccepted in principle by thgovernment. Following whichsometime in 2004, a requesfor information (RFI) was senout to four aerospace majorsRAC MiG for the new version oMiG-29, SAAB for the JAS-3Gripen, Dassault of France fo

Mirage 2000-5 and LockheeMartin for the F-16. Of theseonly the MiG-29 OVT was displayed at Aero India 2005. Later the same year, in the wake oa revision of the IAFs requirement dictated by the demandof its newly perceived role oAir Dominance and StrategiReach, the capability envelopof the proposed MMRCA waredefined to include heavieaircraft in the medium weighcategory, around 20 to 2

tonnes, such as the Boeing F/A18 Super Hornet and the Eurofighter GmbH Typhoon. As thproduction of Mirage 2000-was being discontinued Dassault replaced their initial of

fer with the next generation Rafale, what Dassault termeas the Omni-role aircraft. Dassault being au faitwith thsnail-paced decision making process in India, was beinquite pragmatic and forward thinking.

Steady decline inthe IAFs jet fightersquadronsplus the

possibility of theIndo-Russian projectfor the developmentof a Fifth Generation

Fighter Aircraftbecoming reality

by 2015makes itimperative for the

long-winded processto gather speed

Timeis of the Essence

PHOTOGRAPHS:SP

GUIDE

PUBNS


11/44

Forum

MMRCA DEAL

I SPS AVIATION

As it turned out, the French were not out on their as-sumptions. It took the Indian government six long yearssince the initiation of the case by the IAF and more thanthree years since the issue of the RFI to get to the requestfor proposal (RFP) stage. Air Marshal F.H. Major is thefourth Chief of the Air Staff (CAS) in office since the initia-tion of MMRCA proposal and even he lays down office bythe end of May. It is not only that the IAF will have a new

chief next month but the entire country would be grap-pling with the formation of a new national governmentat the Centre. It is only hoped that the MMRCA projectwould gather added momentum under the new dispensa-tion. Meanwhile, rumours of Dassault having been expelledfrom the race following the technical evaluation stage havebeen categorically denied by the company. Talking to SPsAviation, Dassault Aviations Deputy Delegate in India P.V.Rao clarified: Dassault has not received any formal noti-fication of the rumoured ousterfrom the MMRCA competition.On the contrary, we are goingahead with our preparations forthe flight evaluations and the

company is in constant touchwith Air HQ.

RACE AGAINST TIME

Meanwhile, on which rung ofthe defence procurement lad-der stands the MMRCA project?It was a stiff race against timefor all the six bidders to pre-pare and submit their responsesto the RFP by way of separatetechnical and commercial bids,including price quotations. Spe-cial provisions pertaining to thehighly complex Life Cycle Costs,

as also those pertaining to 50per cent offset clauses, had tobe responded to. With the grantof some extensions, this daunt-ing task was completed by allthe participants and submittedto the Indian government within the extended time dead-lines. While the IAF was kept busy for the better part ofthe last year and the beginning of this year to complete thearduous task of technical evaluation, all the concernedaerospace majors were engaged in rooting for their respec-tive products.

In 2005, it was only the Russian MiG-29 OVT which hadperformed during the air displays.

Aero India 2007 air show had the Yelahanka sky teemingwith MMRCA hopefuls, with Boeing F/A-18 Super Hornets,Lockheed Martins F-16IN Super Vipers and SAAB JAS-39Gripens adding their might to the Russian MiG-29 OVT andthe MiG-35 aircraft. SAAB went to the extent of dubbingthe Gripen as Indias Wings of the Nation. Recently, in theAero India 2009, the Eurofighter Typhoon showed up forthe first time to make its presence felt. Among the absen-tees were the twin-engine Rafale from Dassault of Franceand the single-engine SAAB Gripen. In conformity with the

global economic slow down, SAAB focused on conservinresources for flight evaluation while the French clarifiedthat as all their aircraft were operationally committed inAfghanistan, none was available to participate in the aishow. They stressed that the aircraft would be made available for flight evaluation as and when required.

SETTING THE PACE FOR TRIALS

Since the initiation of the MMRCA proposal by the IAF, ihas taken nearly eight years to get past the technical evaluation stage. The procurement programme now stands athe threshold of one of the most crucial and highly complex flight evaluation stage. Latest reports suggest that thIAF authorities have already started meeting the vendorto complete the pre-trial formalities. The vendors are alsbeing asked to give their preferential time for flight evaluations. It is learnt that in the first phase, the IAF is expecte

to send two teams of three piloteach to be familiarised and traineon vendors aircraft simulators.

In the second phase, flight trialwill be conducted in India on twin

seater aircraft. The final phase tbe conducted in the respectivvendors countries, including flying a single-seater, will showcasweapons, radar and electroniweapons and systems as well amaintenance evaluation trials. Ais the norm, all aircraft are likely tbe evaluated against an exhaustivPerformance Matrix.

Determining a time frame fothe flight evaluation (as has beenpredicted in the InFocus columnwould be entirely speculative athere are too many variables

Other steps such as evaluation ocommercial bids, Life Cycle Costand price negotiations are alscomplex and cannot be completed in a hurry. Then, there is thimajor issue of concern regardin

the offset requirement pegged at 50 per cent which inthe opinion of some is inordinately high. Last, but not thleast, are complexities of decision making at the level othe government which would invariably be influenced bthe geo-political dimension.

Assurances by the CAS that the MMRCA would be iservice latest by 2014, therefore, appear somewhat unrealistic in view of the politico-bureaucratic imponderable

and the financial maze the proposal would have to negotiate. There is also confusion over the fundamental issuof whether the IAF needs a single or twin-engine aircrafas the MMRCA. However, whatever the case may be, it iimportant that the MMRCA deal is finalised expeditiouslas in the event of the Indo-Russian project for the development of a Fifth Generation Fighter Aircraft becoming reaity by 2015, the MMRCA proposal might just get consignedto historical irrelevance. SP

Air Marshal (Retd) V.K. Bhati

Dassault has not received

any formal notification of

the rumoured ouster from

the MMRCA competition.

On the contrary, we are

going ahead with our

preparations for the

flight evaluations and the

company is in constant

touch with Air HQ.

P.V. RAO,DEPUTY DELEGATE-INDIA,

DASSAULT AVIATION


12/44

10 SPS AVIATION I ..

DURING AERO INDIA 2009,EADS had proposed to es-tablish a long-term strategicpartnership with Indian aero-

space and defence companies. We havea strong interest to create a long-lastingstrategic partnership with Indian aero-space and defence companies and weare committed to bring our capabilities,skills and technologies into this win-

win-partnership. India is our partner ofchoice and, therefore, we invited Indiato join the Eurofighter Typhoon pro-gramme as a partner. It is my personalconviction that we must listen to our In-dian customers and industrial partnersand learn from them in order to coop-erate together successfully. Why shouldIndia select the Eurofighter Typhoonas its forthcoming Medium Multi-RoleCombat Aircraft (MMRCA)? There areseveral political, industrial and opera-tional reasons why we are convincedthat Eurofighter Typhoon is the mostsuited combat aircraft for the Indian

Air Force (IAF).

POLITICAL REASONS

A procurement decision in favourof the Eurofighter Typhoon willstrengthen Indias political, industrialand military relations with Germany,the UK, Italy and Spain as Europesleading industrial nations. The fournations and the four Eurofighterpartner companies will stimulateeconomic growth and industrial development in India asreliable partners.

INDUSTRIAL REASONSThe Eurofighter partner companies have provided the mostattractive industrial partnership to India paving the way forIndia to become a self-reliant global aerospace and defenceplayer. Especially EADS which is leading this campaign isdeploying a group-wide industrial partnership comprisingdevelopment, manufacturing, training and through-life-sup-port. Airbus, for instance, has already initiated projects suchas an Airbus Engineering Centre, Pilot Training Centre, co-operation with HAL for A320 passenger doors, and so on.

OPERATIONAL REASONS

Eurofighter Typhoon is a multi/swingrole fighter which employs the latestechnologies to deliver outstanding operational performance with the flexibiity and development potential to fulfithe needs of operational commanderfor the next decades. Eurofighter iacknowledged for its air-to-air superiority. Combined with outstandin

air-to-ground capabilities, it deliverthe required mission effectiveness tmeet the operational requirements oair forces worldwide.

Therefore, we are absolutely convinced that Eurofighter Typhoon is thmajor candidate in this competitionWith more than 700 orders and ove170 deliveries, Eurofighter Typhoon ifully operational and it is regarded aan excellent weapon system which wisatisfy the current and future requirements of the IAF.

The leading-edge combat aircrafhas a tremendous built-in growth po

tential and therefore the Eurofightepartner companies are able to offeIndia new opportunities for future cooperation in design, development anmanufacturing. We are ready to provide our operational, support, engneering and development capabilitieto the Indian aerospace and defencsector which is growing fast and wwant to grow together with this dynamic development.

At present, EADS which has the lead of the EurofighteTyphoon campaign in India, is preparing its participation ithe flight trials of the MMRCA competition. The flight trials ar

expected in 2009 after a shortlisting of the bidders and whave launched intensive preparations to meet this importanmilestone.

Eurofighter Typhoon is currently regarded as the most modern combat aircraft available on the world market. Thereforewe are absolutely confident that there will be more customerand orders in the forthcoming years because several nationalready expressed their strong interest, such as SwitzerlandGreece, Turkey, Japan, Bulgaria, Romania and Croatia. Therefore, I say:Welcome India! Join our Eurofighter family!

By Bernhard Gerwert,CEO Military Air Systems,

EADS Defence & Security

A Strategic Partnership with India

Political,industrial and

operationalreasons

recommendthe Eurofighter

Typhoon asthe best candidate

in the MMRCAcompetition

OEM PERSPECTIVE MMRCA DEAL

PHOTOGRAPHS:EUROFIGHTER

Forum


13/44

I SPS AVIATION 1

WE FIRMLY BELIEVE THAT GRIPEN IN is thebest choice for India. The Next Generation air-craft being offered by Saab for the Medium Multi-Role Combat Aircraft (MMRCA) programme is

the worlds most technologically advanced multi-role fighteraircraft with futuristic warfare technologies developed spe-cifically for India. Gripen meets or exceeds every operationalrequirement raised by the Indian Air Force (IAF) in all roles:air-to-air fighter Beyond Visual Range/Within Visual Range,air-to-surface land and sea, and reconnaissance. The Gripen

IN is a medium weight multi-role fighter aircraft with it16.5 tonnes maximum take-off weight and will, on scheduled delivery, be ahead of the entire generation of aircraft icontention for the MMRCA.

Gripen INa version of the Gripen NG Next Generationfighteris the most advanced multi-role fighter in the worltoday with a highly developed secure and multi-frequencdata link providing total situational awareness for the piloin all roles. The fully integrated avionic mission system, including an Active Electronically Scanned Array Radar, InfrRed Search and Track sensor, advanced active and passivelectronic-warfare system, provides superior sensor fusionand decision support capabilities. The above, together wita missile approach warner, laser warner, towed decoys anbuilt-in jamming capability, provides excellent offensive an

defensive characteristics.The outstanding agility of the Gripen IN is achieve

through a combination of advanced aerodynamic layouutilising a combined close-coupled canard- delta configuration and a digital fly-by-wire system. The new morpowerful General Electric F414G engine gives Gripen super-cruise capability.

Gripens high operational availability, rapid turnaround and minimal support requirements lead to sustained high sortie rates and more time in the air. Gripenis also designed to be able to operate from hostile forwaroperating bases for long periods of time. A wide range ostate-of-the-art weapons can be sourced from manufacturers worldwide, affording the IAF freedom of choice b

avoiding sole source supply constraints.Also, in combination with the Industrial Cooperatio

programme we have offered, Gripens programme for thIAF, Indian defence and industrial establishment will, b2020, make India completely independent of the need tpurchase combat aircraft from other countries and makit an exporter of aircraft like Sweden. Gripen is the onloption that will fundamentally shift Indias defence technology prowess to one that is able to realise its ambitioof being an independent global player.

Gripen INOffers Futuristic

Warfare Tech

Gripen will enableIndia realise its

ambitionof being anindependent global

player

By Eddy de la Motte, Marketing Director,Gripen International India

PHOTOGRAPHS:GRIPEN

Forum



14/44


LOCKHEED MARTIN IS EXCITED AT THE OPPOR-TUNITY offered to the company to participate in In-dias Medium Multi-Role Combat Aircraft (MMRCA)competition. This is a great opportunity for our com-

pany to prove what type of technology, products, innovationand more importantly partnership we truly bring to this com-petition to India. It is also a great opportunity to showcase tothe Indian Air Force (IAF) what a great aircraft the F-16INSuper Viper is. Lockheed Martin is the only company in theworld which produces Fifth Generation aircraft. As a result,

the F-16IN Super Viper is a unique new fighter sharing heritage with the worlds only Fifth Generation fightersthF-35 Lightning II Joint Strike Fighter and the F-22 RaptorEvolutionary integration of Fifth Generation technologiemakes the F-16IN the most advanced Fourth Generationfighter in the world today.

We submitted our response to the IAFs request for proposal (RFP) last year in April and have already completed tw

rounds of technical queries. We are now waiting for word onthe field trials. It is important to note that the entire Lockhee

Martin MMRCA team has been extremely impressed with

the way the evaluations are being conducted and the degreof detail the IAF is requiring from the competitors. Lockheefeels that such details are good as it offers us an opportunityto show that the F-16IN Super Viper is the right choice for thIAF. We have tailored this aircraft exclusively for the IAF tmeet or exceed all of the MMRCA requirements. This is whwe are so excited about the prospect of field trials and thopportunity to show on the flight line and in the air what thF-16IN Super Viper can do.

One of the best examples of the Super Vipers capabilitieis the only Active Electronically Steered Array (AESA) radardelivered internationally today. This revolutionary all-weatheprecision targeting sensor has been exported by the US government and is defending a sovereign nation today; no othe

MMRCA competitor can make that claim. Along with a superior product, Lockheed Martin also brings in its experience oexporting the F-16 to a large number of countries and settinup production lines in partnership with local industry.

Bottom line is that we are excited to be a part of the MMRCAcompetition and looking forward to being invited to field trialsRhetoric is good for a while, but eventually you have to strapon the aircraft and show everyone the true capabilities. Ware confident that the F-16IN Super Viper is the right aircraffor the IAF and its future force structure requirements.

Lockheed Martin brings

its experienceof exporting the F-16

to a large number of

countries and setting up

production lines

in partnership

with local industry


Boost toIndigenous EffortsByAmbassador Douglas A. Hartwick,Chief Executive,Lockheed Martin India Operations

PHOTOGRAPHS:SP

GUIDE

PUBNS

Forum


15/44


16/44


agement tasks in a high performance environment.Consequently, at the lower end of the training spectrum, the

M-346s flying characteristics and performance ensure an easytransition for student pilot coming from the basic trainer. Atthe upper end of the training spectrum, the M-346 is capableto download training modules from the OCU Phase flown onmuch more expensive fighters. Hence, considering all the eco-nomical issues, the M-346 is able to provide the customer with

great savings in the total cost to produce a combat ready pilot.To reach the mentioned training qualities the primary ob-

jectives set in the M-346 design have been: High level of manoeuvre and energy performance

comparable to those of current generation fighters, up tothe transonic area, but without an afterburning engine;

Excellent handling characteristics, thanks to an out-standing aerodynamic design and its quadruplex flightcontrol system (FCS) providing carefree handling;

High Angle of Attack capability mandatory to allow

the trainees to become familiar with the typical attitudes of modern combat aircraft in Within Visual Rangcombat scenarios;

Long training persistence at working the traininarea due to its fuel efficient dry engines contrastinwith a supersonic trainer which needs a fuel-thirsty afterburning engine;

Long range, endurance and in-flight refuelling fo

maximum flexibility; State-of-the-art cockpit digital environment fully rep

resentative of modern combat aircraft, coupled with aextensive in-flight simulation capability;

Easy to maintain aircraft systems and optimisedlogistic support in order to ensure minimum Cost OOwnership;

High degree of system redundancy, mission reliabilitand safety (twin engine, twin hydraulic and electricasystems, quadruplex FCS, and so on).

MILITARY AJT

M-346 TECHNICAL DATA

Dimensions

Span 31.89 ft

Length 37.70 ft

Height 16.33 ft

Wing area 253.20 sq ft

Weight

Empty 4,610 kg

Takeoff (clean) 6,700 kg

Takeoff (maximum) 9,500 kg

Power Plant

Type 2 x F-124GA-200

Thrust, MAX, SLS, ISA 2 x 2,850 kg

Internal fuel (usable) 2,000 kg

Performance (clean, ISA)

Max level speed 590 KTAS

Limit speed 572 KEAS /

1.2 MNRate of climb (SL) 21,000 ft/min

Stall speed (landing,20% fuel)

90 KCAS

Service ceiling 45,000 ft

Range clean / 3 ext.tanks (10% reserve)

1,120 /1,540 nm

Max sustained LoadFactor (SL)

8.0 g

Max sustained LoadFactor (15,000 ft)

5.8 g

Max sustained Turn Rate(15,000 ft)

14 deg/sec

Takeoff ground run (SL) 1,050 ft

Landing ground roll,20% internal fuel (SL)

1,540 ft

Limit Load Factor + 8 / -3 g

LEADING FROM THE

FRONT: THE FIRST AND

SECOND PROTOTYPES OF

THE M-346 IN FLIGHT

PHOTOGRAPH:KATSUHITO

TOKUNAGA


17/44

MILITARY AJT

I SPS AVIATION 1

All the above characteristics contribute to outstandingmission capabilities for a realistic training and a more cost-ef-fective transition to modern operational jet aircraft.

THE M-346 MASTER PROGRAMMES

In January 2008, the second M-346 prototype carried outthe flight tests in collaboration with the Experimental TestUnit of the Italian Air Force, providing also qualification

for in-flight refuelling using a Tornado equipped with abuddy pod.

First supersonic flight (Mach 1.17) was performed at theend of 2008, to be followed by further flight envelope expan-sion up to the design speed of Mach 1.2. The industrial base line

M-346 (LRIP00) was rolled out at the beginning of April 2008and made its official first flight in July the same year. With thefirst pre-series aircraft, the M-346 entered the industrialisationphase. Intensive development work on the two prototypes hasled to the optimisation and industrialisation of the design. Thedesign effort for the baseline industrial configuration aircrafthas concentrated on structural optimisation, with additional

benefits in terms of improved maintenance. The goal has beenachieved by rationalising the distribution of wing spars andfuselage frames, together with a more widespread use of com-posite and titanium parts. Together with the integration of thenew main landing gear and the standardisation of general mis-sion systems, this has brought about a considerable reductionin the empty weight, in the order of about 700 kg.

INNOVATIVE DESIGN DRIVES DEMAND

Vortex lift aerodynamics, together with the full authority

quadruplex Fly-by-Wire control system, allow the M-346 tremain fully controllable at angles of attack over 35. Witthis technological achievement, Alenia Aermacchi confirms can autonomously design and manufacture advanced aircrawith Fly-by-Wire controls. This, combined with the twin-engine configuration and thrust/weight ration close to 1, translates into safety levels unattainable by its competitors. ThM-346 also integrates digital avionics with the ability to simu

late sensors and threats in flight. These characteristics anits performance make the M-346 the worlds leading tacticapre-operational training aircraft.

The Italian Air Force should soon sign the contract covering its first batch of the M-346 to fulfill its advanced/lead-i

fighter training needs. In February 2009 the M-346 was selected by the United Arab Emirates for their new training aifleet. Furthermore, it has been shortlisted (two competitors) iSingapore within the local Fighter Wings Course.

Market analysis conducted by Alenia Aermacchi revealethat today there are in service some 2,900 advanced trainerabout 30 per cent of which are already obsolete. The com

pany forecasts that within the next 25 years the world, excluding Russia and China, will require about 2,000 advancetraining aircraft in the M-346 class. Alenia Aermacchi coulwin over 30 per cent of this market. SP

Editors Note: India recently issued a request for informatiofor new advanced jet trainers. Information has been soughon the Alenia Aermacchi M-346, BAEs Hawk 128, Aero Vodochody L-159, Korea Aerospace Industries/Lockheed MartiT-50, RSK MiG-AT and Yakovlev Yak-130.

The M-346 programme started very well.

We have several reasons to be proud of this

aircraft, foremost being the selection of 48

Alenia Aermacchi M-346 by the United

Arab Emirates Government: a huge successfor the Italian high-tech industry. IT IS AN

ENDORSEMENT OF CONSIDERABLE STRATEGIC

VALUE FOR FINMECCANICA, as it confirms the

supremacy of this advanced next-generation

trainer aircraft at international level and

paves the way for further successes in the

global markets, where others important

campaigns are already under way.

Pier Francesco Guarguaglini,Chairman and CEO, Finmeccanica


18/44

16 SPS AVIATION I

SPs EXCLUSIVE HAL CHAIRMAN

..

FOCUS

ASHOK NAYAK took over as the Chairman ofHindustan Aeronautics Limited (HAL)from April 1. In his first interview after assuming

office, Nayak in a candid chat with SPs Senior Technical GroupEditor Air Marshal (Retd) B.K. Pandey

traces the public sector organisations strengths, weaknesses,potentials and progress.PH

OTOGRAPHS:BKP

onTIMELY EXECUTION

of orders


19/44


I SPS AVIATION 1

SPs Aviation (SPs): As the 15th Chairman of HAL, whatspecific areas do you plan to focus on during your ten-ure?Ashok Nayak (Nayak): With a sales turnover of over $2 bil-lion (Rs 10,000 crore), HAL has witnessed a growth of 22 percent in the last five years. Considering that barring the top 10companies, most of the others have a turnover in the rangeof $2 billion to $3 billion (Rs 10,000 to Rs 15,000 crore), the

growth of HAL is indeed a commendable achievement. Witha comfortable order book position, the focus will be on con-solidation and customer service.

For the Intermediate Jet Trainer (IJT), we need to focuson the limited series production (LSP) and on attracting or-ders for series production; for Light Combat Aircraft (LCA),focus on LSP, initial batch of series production and devel-opment of LCA Mk. II; production of Hawk, with a possiblefollow on order; compressed delivery schedule and deliveryof phase-3 and phase-4 of Su-30 MKI and completion of pro-duction; timely execution of the orders and exploiting theexport potential of Advanced Light Helicopters (ALH); andthe actual realisation of the first flightof Light Combat Helicopter (LCH) are

some of the focus areas.

SPs: In your perception, what arethe major strengths and weakness-es of the organisation? What stepsdo you propose to take to improveHALs ranking among global aero-space industries?Nayak: World over, the aircraft in-dustry has the unique microeconomiccharacteristic of being oligopolisticin nature with high entry and exitbarriers due to extremely high capi-talisation and large cash flows. Theindustry, which has high technology

content not just in the products them-selves but in production processes aswell, is global in nature.

In India, HAL has been the lead-ing light of the aerospace sector. Par-ticipation of the private sector hasbeen by way of supplies to HAL. Thecompany has been at the forefront ofproduct and technology development,manufacturing and assembly, system development and inte-gration, and repair and overhaul. Over the years, HAL hasacquired the necessary skills, experience and intellectualcapital for these activities. As a complex high-tech systemsengineering industry, HAL is a user and driver of advanced

product and process technologies. Around 2,000 Design En-gineers are working in its 10 R&D centres on new aircraftdesign, aircraft upgrades, small engine design and develop-ment of various accessories and avionics systems. Extensiveinfrastructure has been built for design, and human skillshave been nurtured to address the fine points of design andtechnology.

Over the six decades of its existence, carefully plannedinvestments have been made to build sophisticated manu-facturing capabilities for military and transport aircraft, he-

licopters, their engines, accessories (hydraulic, pneumaticfuel aggregates and instruments) and avionics systems (RADARs, navigation system, communication systems, and son). These are our core strengths.

There are multiple projects now which we did not havearlier. There is a need to have a very strong ProgrammReview and Programme Management concept taking rooin the company. We have embarked upon many new desig

projects simultaneously, which will again require a verstrong Programme Management and Programme Review.

Global processes such as Enterprise Resource Planninand Lean Management need to take deeper root than evebefore. These procedures normally have a fairly long periofor implementation. We need to be impatient and patient athe same time. I hope its understood in the right sense. Impatient means, we need to drive ourselves towards implementation, and patience means, we have to give it a minimum time to take root.

Basically, we need to jointly work on strategies, honwork practices and introduce modern techniques and tech

nologies. In short, we should evolve work culture which will successfull

see us through and propel us to excellence in our endeavours in the yearto come.

SPs: What would be your strategy tensure HAL contributes effectively inthe nations pursuit of self-reliancin defence related technology anhardware in the regime of militaraviation? In what time frame do youthink the dream of self-reliance canbe realised?Nayak: HAL will reinforce its leadership position in Indian military aviatiowith the development of Fifth Genera

tion fighters. With this, HAL is poisefor a leap in development, applicatioand management of new technologiesuch as: Stealth Super cruise Ultra manoeuvrability Multi-axis (360 degree) Thrust Vectoring

Integrated Flight Control, Propulsion & Weapon system

Advanced Composite Materials Active Phased Array Radar Advanced Real Time Data Link (A-to-A and A-to-G)

Advanced EW suite Internal (Conformal) carriage of weapons Advanced Avionics, Antennas & Sensors Electro Optics & Sensors Technologies Open System Architecture Avionics suites.HAL intends to double the R&D expenditure to 10 to 12

per cent of its turnover and develop indigenous technologiein collaboration with Defence Research and DevelopmenOrganisation (DRDO) and national laboratories and creatsecurely networked design and development organisation

HAL has thecapability andtechnologicalinfrastructureto develop anAdvance Jet

Trainer aircraftbased on theexperiencegained on

LCA and IJT.


20/44



through EDI and VR-based virtual prototypes and large-scale visualisations.

To match the quantum leap in technologies that new pro-grammes demand, we should accord greater importance tothe process of consolidation of technological knowledge, itstransformation and dissemination among the design engi-neers, technologists and process specialists by mentoring,and assuming personal responsibility for training and de-

velopment. Establishing an organic relationship with lead-ing educational institutions such as IITs/NITs/IISc and alsoDRDO/CSIR laboratories for development of these technolo-gies is another step in this direction.

A technology road-map needs to be drawn up for eachof the R&D centres to identify critical technologies requiredto develop advanced systems and equipment. In parallel,the focus should be towards development of flight-criticalsystems (such as servo actuators, airborne equipment usingmicro electro mechanical systems, automatic flight controlsystems and optronic devices) to absorb the current technol-ogies and to manage the same in a production environment.For the development of these modern systems, partnershipswith MNCs either through co-development or the joint ven-

ture (JV) route are to be sought. I see this happening in thecoming decade.

SPs: HALs vision statement reflects the intent to trans-form the organisation into a commercial venture. Howdo you propose to achieve this objective given its deep-rooted PSU culture, antiquated labour laws, narrowcustomer base in a fiercely competitive global market,poor economy of scale, lack of autonomy in determin-ing direction and rigid bureaucratic control?Nayak: I strongly believe that identifying teams, sharingthe dreams and vision and helping the team to articulatethe vision is the essence of the transformational process.Efficiency of this process is a function of management andnot that of the ownership. As such, transformational suc-

cess does not depend whether the organisation is a PSU ora private entity.

SPs: Offset of 30 to 50 per cent in future aircraft dealswill translate into enormous workload for HAL. Howfar have you been successful in drawing the privatesector into a partnership arrangement to cope with thehuge increase in work orders?Nayak: In HAL, the scope of outsourcing has been consid-erably increased since 2001. Development of the countrysprivate industry is being given new thrust by HAL to cre-ate a broad and capable aviation sector. HAL has beenencouraging the private sector to build defence capabilitiesand, accordingly, providing all technical assistance to meet

stringent quality requirements. More than 1,300 privateindustries are currently participating in HALs programme.Today, HAL gets most of its tooling produced by the privatesector. As a strategy to optimise investments and manpower,HAL is depending more and more on its vendor base for ma-chining, sheet metal work and sub-assemblies. Results arebeginning to show and a large number of SMEs are comingup to the aeronautical standards at component level. It hasbeen HALs experience that the response from small and me-dium private companies is more encouraging in setting up

dedicated facilities for HAL. As regards the main design and development effort

HAL has started involving private design houses in its programmes. One instance is the LCH project. Plexion, a Mahindra & Mahindra subsidiary, is participating in detadesign of this helicopter. Aiming to synchronise the desigstrengths of HAL and global delivery capabilities of privatindustries in the field of IT-enabled engineering services

HAL has formed JVs with companies such as Infotech anTata Technologies for design & engineering services for aerengines and aero structures respectively for domestic aninternational customers.

SPs: In your assessment, does the private sector have thtechnical capability, financial strength and will to invest ithe infrastructure required for aerospace industry wherthe technology is advanced, funds required are hugeeconomy of scale is unfavourable, gestation period is longreturns are slow in coming, quality control is stringenand the procedures involved are infinitely complex to thpoint of being a deterrent?Nayak: Investment in the aircraft industry essentially de

pends on predictability and stability of programme requirements to protect adequate long-term investment fundinand financial flexibility of the industry. Aerospace technolo

gies also call foconstant upgradof its facilitiesEquipment is usually very expensive because of thstringent technical conditions thaare to be consistently maintainedProfit margins inew products ar

comparatively lowdue to high cost odevelopment ancompetition witglobal players. Athe above factorcould be a disincentive for thprivate firms wita wide portfoliof products givinhigher returns

Under such an environment, sustenance of private sectoin the Indian aircraft industry with extremely high capitali

sation, large cash flows, highly complex technologies witlong gestation time for returns and relatively lower profimargins is a matter of concern.

SPs: With the private sector striving to command increasing share of business in the aerospace industry, dyou visualise any problems in competing with them inrespect of induction and retention of high quality technical manpower?Nayak: The issue is not about being a private or public sector

HAL isaggressivelypromotingDhruv inidentified target

countries,including inLatinAmerica.


21/44


I SPS AVIATION 1

Technical manpowerespe-cially the designers, technolo-gists and the technicians on theshop floor with hands on expe-rience in aerospace sectorarenot easily available either to theprivate sector or to us even ifit is expensive. This vital talent

management issue needs to beaddressed at the national levelthrough a focused developmentprocess with the help of aca-demic institutions.

SPs: How would you respondto the suggestion of progres-sive privatisation of HAL inthe evolving economic sce-nario in the country?Nayak: HAL is fully owned bythe Government of India andis professionally managed by

a board with full time func-tional directors, independentdirectors, who are experts intheir fields, and two govern-ment nominees. The company,over the years, has generatedsufficient internal resources tofund its modernisation, expan-sion and diversification plans.Being a Navratna Company, italso has sufficient autonomyto manage its operations, in-vestments and enter into JVs.Hence, it is felt that operationsat HAL are as good as in any

of the private industries andthe issue of privatisation ofHAL is solely at the discretionof the government.

SPs: Projects undertaken byHAL for the Indian Air Force(IAF) have in the past beenplagued with delays andsubstantial cost over-runs,leaving the air force withno option but to seek al-ternative solutions throughacquisition from foreign

sources. What steps would you recommend to remedythe situation?Nayak: Military aircraft industry the world over has uniquechallenges which have direct implications on the schedules.Technology absorption, export regulations and associatedcountry specific documentations, supply chain challengesand product obsolescence are some of the factors that theindustry encounters during development and manufac-ture of aircraft and systems. HAL has operated within thebudgets, and cases of upward revision are usually towards

enhanced scope of requirements/supplies. Acquisition bthe armed forces is normally foproducts with advanced technological features (sensors anradars, and aircraft/helicopteplatforms integrated with sucsystems) that are currently no

available indigenously.HAL is proposing co-devel

opment/co-production routwith international aircraft/helicopter manufacturers to reducthe lead time for new producdelivery to IAF. This approacalso augurs well for improvinthe indigenous capability withia short timeframe.

SPs: HAL has been quite successful in the past in the regime of trainer aircraft an

the ALH. However, the tracrecord in respect of the development of combat aircraft hanot been creditable. Would yoattribute this deficiency to lackof capability, flawed decisiomaking at the policy level or tany other reason?Nayak: Design and developmenefforts on a fighter aircraft witnessed a setback during 1960to 1980s after the completion othe indigenous Marut (HF-24aircraft. In the 1980s, development of the LCA was undertak

en by Aeronautical DevelopmenAgency (ADA) with support fromHAL. The LCAconceived aa modern fighter with all thfeatures of 4.5 Generation aircraftneeded quantum jumon the indigenous technologfront compared to the HF-2technology. The fighter technoogy development in India hanot undergone smooth transition through Incremental BlocDevelopment approach usually adopted by other leadin

aircraft manufacturers. On this front, a little introspectionreveals that aircraft development is a continuous effort antechnological advancements cannot be achieved in pulses.

SPs: The IAF is understood to have projected a requirement of additional Advanced Jet Trainer aircraft thacould be different from the Hawk 132. Does HAL havthe capability or plans to develop such an aircraft, giventhe fact that it has accumulated considerable experiencwith the HF 24 and Tejas projects?

CAREER GRAPH

Hailing from Honnavara in Karnataka,Nayak is a Mechanical Engineer from Ban-galore University

Joined HAL as a Management Trainee in1973

At the Engine Division in Bangalore(1986-1998), he headed Production En-gineering and led the assembly, overhauland repair of engines like Artouste, Garrett,Dart, Orpheus, Gnome, Adour and the Avonseries

As the General Manager of AerospaceDivision in 2004, Nayak gave a majorthrust to the manufacturing of GSLV Mk. IIIstructural assemblies and tankages

In 2006, he took over as the GeneralManager of Aircraft Division at BangaloreComplex and gave a fillip to concurrent en-

gineering and upgrade of Jaguar aircraft,besides establishing a sound manufactur-ing base for the production of the PilotlessTarget Aircraft. Also gave impetus to theHawk and IJT projects.

In July 2007, was elevated as theManaging Director of HALs BangaloreComplex when multiple projects like theHawk, IJT and LCA entered various levelsof implementation on a fast-track


22/44



Nayak: HAL has the capability and technological infrastruc-ture to develop an Advance Jet Trainer aircraft based on theexperience gained on LCA and IJT. Design and developmentof upgrade programmes on Jaguar, MiG-27M and the SeaHarrier has given us considerable expertise in integration ofmodern systems on aircraft platforms.

SPs: What is the state of the projects to design and devel-

op the LCH and the Light Utility Helicopter (LUH)? DoesHAL have any firm orders or commitments for these twohelicopters?Nayak: For the LCH, configuration freeze for the design hasbeen achieved and build up of the first prototype is progress-ing. Mock-up evaluation has been completed by the IAF, whowill be the launch customer. The helicopter is expected to

make its maiden flight by end of the financial year 2009-10.Sanction for indigenous development of the LUH was receivedin February 2009. A dedicated team is in place working onthe configuration. First flight is envisaged by August 2012.

SPs: The IAF will need to replace its ageing fleet of HPT32 aircraft in a few years time. Does HAL have any plansto provide the air force with a new basic trainer aircraftas replacement?Nayak: HAL is currently in the process of evolving its strat-

egy for development of the trainer. We are examining bothoptions of ab initio development and adopting an alreadydeveloped airframe of a trainer aircraft (utilise aerodynamicand structural design) and integrate systems to align withSQR. We will firm up the options once the customer finalisesthe technical requirements.

SPs: The IJT project had an impressive start having un-dertaken the first flight in record time after receiving thego-ahead. What is the time frame in which the IAF should

expect the aircraft to be available in sufficient numbers ttake over the training role from the Kiran fleet?Nayak: The IJTs will enter service during 2010-11, when thfirst batch of limited series production aircraft are deliveredBy 2015-16, the Stage-II training needs of the IAF will bmet by IJTs.

SPs: What are the long term plans for induction of th

Tejas LCA into the IAF? Has any decision been taken withregard to an alternative and more powerful engine? Whaare the options?Nayak: The first batch of series production aircraft is expected to be inducted into the IAF in 2012. Powering thLCA by a more powerful engine is under the consideratioof the IAF and ADA. ADA is in the process of identifying a

alternative engine anstudying the aircrafconfiguration to integrate the new engine.

SPs: How far has thHAL been success

ful in penetrating thglobal market?Nayak: HALs missiois to become a globallcompetitive aerospacindustry. Towards thisHAL is focusing effortto widen its scope obusiness activitiesHAL has established itself as a quality supplier by securing orderfrom leading aerospaccompanies from the U(Boeing, Honeywell

Canada (Pratt & Whitney), France (AirbusEurocopter, SnecmaTurbomeca), Germa

ny (Ruag), UK (Rolls Royce) and Israel (IAI, Elbit), amongothers. With established proven track record for supply ocomponents to Airbus and Boeing, follow on orders havbeen received from them which reinforces the confidence inHALs capabilities.

At present, HALs major thrust is on marketing of DhruALH. HAL is aggressively promoting Dhruv in identified target countries, including in Latin America. HAL has recentlwon a contract for the supply of seven Dhruvs to Ecuadothrough a global competitive bidding process. Five helicop

ters have been delivered in March 2009, well ahead of thagreed scheduled delivery. A product support base at Ecuador is being set up to facilitate establishment of dedicated repair and maintenance facilities which would be utilised to extend the services to the entire Latin American region. HAL ialso supplying a Dhruv to Mauritius government against thcontract concluded recently. HAL has also formed strategialliance and JVs with leading global aerospace companies ttap the vast business opportunities for cooperation in designdevelopment and production in the aviation sector. SP

WHERE THERE IS A WILL: NAYAK

HAS BEEN INSTRUMENTAL IN

LENDING IMPETUS TO THE HAWK

(SEEN HERE) AND IJT PROJECTS

There is aneed to have

a very strongProgrammeReview andProgrammeManagementconcepttakingroot in thecompany.


23/44

I 9 SPS AVIATION 2

Why

bigger isnt always better

Analysts were

quick to attri-bute last yearsunprecedentedspike in oilprices and the

miscalculations of ill-timedfuel hedging contracts asreasons for the dismal finan-cial performance of manyof the worlds airlines. Thesubsequent slump in marketdemand from the global eco-nomic downturn certainlydidnt help the situation.

To counter the down-

ward slide, carriers tookimmediate steps to stop thehaemorrhage by cutting capacity, fur-loughing staff, increasing fleet utilisa-tion and even parking airplanes. Notonly did airlines look for ways to mi-nimise the cost half of the profit equation, they looked fornew ways to maximise revenue by extracting more moneyfrom already beleaguered consumers for premium seat as-signments, checked baggage and on-board catering. Fareincreases were cleverly renamed fuel surcharges.

Just how much blood can airlines extract from a stone?Analysing what components of the profit formula air carri-ers can and can not control shows how critical a role aircraft

type plays in todays environment, especially in India.

MAINTAINING CONTROL

Today, few carriers have the financial strength to play and winthe fuel hedging game. At one point last year, fuel accountedfor some 40 per cent of an aircrafts direct operating trip cost(DOC) but the dramatic price decline has brought this figuredown considerably. Depending on the world region, fuel nowrepresents about 25 to 30 per cent of DOC. According to IATAsJet Fuel Price Monitor, the global average cost has dropped

nearly 58 per cen

compared to Aprlast year. Airline accountants have abouas much control ovethe price of fuel athey do with landing fees, taxation, ainavigation chargeand insurance rates

Since fuel expensrepresents such a biportion of DOC, demands that everavailable aircraft seagenerates sufficien

revenue to help offset that expenditure

Flying empty seats and heavily discounting fares to fill excescapacity doesnt maximise operating margin. One companthat saw an opportunity to offer airlines an alternative to thempty seat syndrome was Brazils Embraer, manufacturer oa new family of four 70 to 120-seat jets. We conceived themspecifically to reduce the performance, aerodynamic and economic inefficiencies associated with flying airplanes that areither too big or too small for many of the worlds marketsaccording to Luiz Chiessi, Embraers Vice President of MarkeIntelligence. Our E-Jets product line lets airlines derive cosbenefits using airplanes designed to minimise those inefficiencies while delivering a high quality passenger experience that

normally associated with large aircraft.

A CHANGE IN BUSINESS STRATEGY

Flying empty seats has a real cost. Notwithstanding the opportunity cost of lost capacity, its a waste of fuel to carry nonrevenue-generating aircraft structure. Moreover, offerinheavily discounted airfares polarises the ticket prices paid bbusiness and leisure travellers and puts downward pressuron yields. The explosive growth in nonstop capacity in the lastwo years between New Delhi, Mumbai, Chennai and Ban

Outlining the UNTAPPED OPPORTUNITIES in anew market segmentIndia

PHOTOGRAPHS:EMBRAER

CIVIL EMBRAER PERSPECTIVE

OnRecord

SURPASSING

EXPECTATIONS:

PASSENGERS INSIDE A

PARAMOUNT AIRWAYS

AIRCRAFT


24/44

22 SPS AVIATION I 9 ..

CIVIL EMBRAER PERSPECTIVE

galore saw intense competi-tion by almost every majorairline with market faresreflecting a classic case ofover capacity. Our internalanalysis showed that whileeveryone was eager for apiece of the domestic pie

in India, no one was mak-ing margins to sustain theiroperations, says AlexandreGlock, Managing Direc-tor for Embraer Asia Pa-cific in Singapore. From apure business perspective,whats more important:losing money with highmarket share, or making aprofit? What good is mar-ket share if you cant coveryour costs?

The 70 to 120-seat air-

craft segment offers anopportunity to earn poten-tially higher margins witha business strategy thatbetter matches capacity tomarket demand. Instead offighting for market shareon metro markets, prima-ry to secondary city pairsrepresent a new frontier.There is tremendous, un-tapped potential in thiscountry that Im convincedcan be profitably served byE-Jet type capacity aircraft,

claims Glock about the do-mestic Indian market. Andwith the recent regulatorychanges governing mar-ket access and taxation forsmaller aircraft, I think itsonly a matter of time be-fore airlines understand themagnitude of the opportunity.

Embraer knows a lot about opportunity. It has been suc-cessful in marketing its vision of the 70 to 120-seat segmentto more than 50 carriers including Japan Airlines, AustraliasVirgin Blue, Lufthansa, Air Canada, Air France and BritishAirways. In India, Star Aviation will soon join Chennai-based

Paramount Airways as airlines in India that recognise thepower of the new business strategy by flying to secondarymarkets. Paramount faced a huge challenge as a start-upcompany inaugurating service in a fiercely competitive en-vironment with an unknown airplane from a manufacturerthat wasnt a household name, says Glock. The airline tooka completely different approach by operating to underservedcity pairs with capacity that was right-sized for those mar-kets. Its business model is ideal for India.

The key to success is offering a flight schedule that allows

higher fare paying business travellers to deparin the morning and returat night. Its all about getting the mix of capacityfrequency and schedulright. In lower-demansecondary markets, a 7

to 120-seat airplane letyou do that with greateefficiency and often wita higher margin, sayGlock. You simply canfly between every city inthe country with a 150seat jet, offer the frequencthat consumers want anexpect to make a profit.

A MARKET-ORIENTED

APPROACH

In Indias intensely com

petitive domestic network, lower-demansecondary markets arnot as well-developed athe high-volume metrroutes flown by largaircraft. After serving thpeak morning departurdemand, airlines need tdeploy their big jets ona round-trip somewherbefore returning to picup the peak evening re

turn demand. Historically, this often resulted in a singlemid-day flight to a smaller city with a departure time tha

wasnt conducive to business travel. Fare discountinwas needed to stimulate price-sensitive travellers to fithe excess capacity.

All that is changing, says Glock. What you were seeing was pure operational scheduling. The airline was tellinpassengers when it wanted them to fly. Secondary marketwere treated as an after thought. A glance at the ChennaiCoimbatore route, one of the first to be flown by Embrae

E-Jets, shows the dramatic shift from the limited frequencies of just a few years ago. Today, Paramount Airways offermorning, mid-day and evening flights in each direction givinconsumers more freedom to go when they want to go. Glocadds, Paramount introduced a market-oriented schedulwith a new-generation jet, not a turboprop, which is the righ

size for that city pair. For travel on these kinds of secondarroutes, the consumer is back in control of his time.

If the Paramount business strategy is repeated throughouthe country, then 70 to 120-seat aircraft could be the key tohelping domestic Indian aviation grow profitably. Glock believes right-sized capacity jets can help steer the industry bacto health. Weve seen success all over the world with this strategy. Get the right size airplane, fly a customer-oriented schedule, price tickets accordingly, and the passengers will comeThats good for consumers. And its good for airlines, too. SP

OUR INTERNAL ANALYSIS

SHOWED THAT WHILE

EVERYONE WAS EAGER

FOR A PIECE OF THE

DOMESTIC PIE IN INDIA,

NO ONE WAS MAKING

MARGINS TO SUSTAIN

THEIR OPERATIONS.

FROM A PURE BUSINESS

PERSPECTIVE, WHATS

MORE IMPORTANT:

LOSING MONEY WITH

HIGH MARKET SHARE, OR

MAKING A PROFIT? WHAT

GOOD IS MARKET SHARE

IF YOU CANT COVER

YOUR COSTS?ALEXANDRE GLOCK,

MANAGING DIRECTOR,

EMBRAER ASIA PACIFIC

OUR E-JETS PRODUCT

LINE LETS AIRLINES

DERIVE COST BENEFITS

USING AIRPLANES

DESIGNED TO MINIMISE

THOSE INEFFICIENCIES

WHILE DELIVERING

A HIGH QUALITY

PASSENGER EXPERIENCETHATS NORMALLY

ASSOCIATED WITH LARGE

AIRCRAFT.

LUIZ CHIESSI,

VICE PRESIDENT,

MARKET INTELLIGENCE,

EMBRAER


25/44

I SPS AVIATION 2

CIVIL OPERATIONAL COST

Pre-1990s, airlines in India were government-owned and the airline industry was not a profit-able business even though theinternational price of crudewas in the region of $15 (Rs750) a barrel. But it did not

matter as the two airlines in the public sec-tor, Air India and Indian Airlines, were runas departments of the central government serving a purposethat was socialistic in nature and more a matter of nationalprestige than a profitable commercial venture.

Deregulation of the civil aviation sector that began in theearly 1990s saw the entry of a number of airlines in the privatesector, such as Jet Airways, Air Sahara, ModiLuft, Damania,NEPC and so onall full service carriers. With the exception ofJet Airways and Air Sahara, all the other airlines soon closed

down as they were unable to survive in the hostile and higcost operating environment. Their business models were ill

conceived, the demand for air travel in sluggish economy was low, there was insufficient financial resilience with some of thnew start ups, and the whole system wa

afflicted with excessive government controwith inherent lack of efficiency. Fuel cos

constituted only a small percentage of operating cost and wareally not the barrier to profitability.

A WAVE FOLLOWED BY A WHIMPER

The second wave of emergence of private airlines on the Indian aviation scene began in the wake of a resurgent economy inthe period 2003-04 with business models tailored to differensegments of the customer base. The quality of service offerePH

OTOGRAPHS:SP

GUIDE

PUBNS;ILLUS

TRATION:RATANS

ONAL

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

Airlines in India would do well to recognise the

unforeseen and somewhat bizarre volatility in theinternational price of Aviation Turbine Fuel witnessed

during the last two years as a wake up call and view theproblem in the long term perspective

WILDLY

Fluctuating


26/44

CIVIL OPERATIONAL COST


extended from no-frills low cost carriers at one end of the spec-trum to luxurious but affordable full business class travel at theother. Being a capital intensive industry, it was only reasonableto expect that the new airlines established in the period 2003-04 would break even by 2006-07. Tragically, this was not tobe. From around $24 (Rs 1,200) per barrel in 2003, the inter-national price of crude roseto a peak of $147 (Rs 7,350)

a barrel in 2008 with corre-sponding impact on AviationTurbine Fuel (ATF).

Cost of ATF as a percent-age of operating cost of air-lines rose from 15 per centin 2003 to 65 per cent whenfuel prices peaked in 2008.The average figure for theyear 2008 was around 47per cent. While the state-owned Air India, not sur-prisingly, continued to bleedand yet survive possibly

with government support,the private carriers were indire straits confronted withperhaps the toughest chal-lenge, that of skyrocketingoil prices. As it is, the priceof ATF in India is consider-ably higher than elsewherein the world and as suchIndia-based airlines wouldfind it difficult to be com-petitive internationally.

Having to contend withnot only the spiraling priceof ATF, but also high tax

rates, unreasonable airportand landing charges whichare also amongst the high-est in the world, exorbitantcost of human resource, ris-ing cost of security, depre-ciation of the Indian rupeevis--vis the US dollar, triggering higher burden of lease rent-als and depressed air fares on account of intense competitionamong airlines, the situation had become untenable. It wasonly natural that the process of consolidation followed. Air Sa-hara, Deccan and Indian merged with stronger partners andone closed down, reducing the number of airlines in India from11 to seven.

THE PERFECT STORM

Then, towards the end of 2008, came the global meltdownthat had a devastating impact on the growth in demand forair travel. Under the combined assault of high oil prices anda pronounced drop in passenger traffic due to the economicdownturn, revenues of airlines suffered further erosion. Hopesof sustaining growth or breaking even were soon replaced bythe overpowering concern for survival. The problem, how-ever, was not confined to India alone as close to 30 airlines

the world over either declared bankruptcy, were taken over blarger players or just closed down. A difficult year, 2008 wain fact a veritable nightmare for the global airline industry. ThDirector General of the International Air Transport Association, Giovanni Bisignani, aptly described the economic challenges for the airline industry around the world in 2008 as th

perfect storm.Four months into the yea

2009 and not even feeble signof change for the better are yevisible and the airline industry continues to be in the doldrums. International oil pricehave, however, come dowsubstantially and are nowstabilised at 2005 levels. Thbenefit has been partially neutralised by rise in the value othe US dollar. While the airlineare breathing easy on this account, they are also consciouof the fact that this is likely t

be only a short term phenomena and, hence, the reprievfor airline finance is incipienand transient. On account othe economic slowdown, demand for air travel continueto be depressed and reflects rate of growth not high enoughto ignite optimism. Cumulativlosses incurred by all airlines iIndia at the end of the financiayear 2008-09 is estimated to bin the region of $2 billion (R10,000 crore), of which, Air India would have a major share

estimated to be to the tune o40 per cent.

A large proportion of thlosses would of course be attributable to the unprecedented rise in the price of ATF ithe period spanning 2007 an

2008. Recovering from the abyss will be a daunting challengfor the airlines especially in the context of a financially uncertain and unfriendly climate, absence of support from the government and the global economy in recession with no cleasign of significant revival upturn in the near future.

ADOPT PRE-EMPTIVE MEASURES

Airlines in India would do well to recognise the unforeseeand somewhat bizarre volatility in the international price witnessed during the last two years as a wake up call and view thproblem in the long term perspective. Reserves of fossil fuelin the world are finite. It is unlikely that the rate of productioof oil can keep up with the burgeoning demand of emergingeconomies, such as India, China and Brazil. Besides, rapidldwindling reserves and the pressure of rising demand will necessitate extending exploration to hitherto inaccessible areasAirlines may also come under intense pressure to consider us


27/44


28/44


MILITARY REMINISCENCES

U gaal, ugaal!I heard the instruction in Rus-sian as I had just unstuck for my first solo onthe MiG-23 BN swing-wing aircraft at Lugova-ya airbase in the erstwhile Soviet Union. Janu-ary 19, 1982. I, along with a few other officersand technicians, were under training on the

aircraft, which was then the latest addition to inventory of theIndian Air Force (IAF). This variable geometry aircraft wouldaccelerate rapidly during take-off at 16-degrees of wing sweepposition and if one was not conscious to climb away, speed lim-its of the yet to be retracted undercarriage could be exceeded.

Hence, the direction to ugaal (angle), reminding the pilot tokeep a steeper angle of climb after take-off.

March 2009, 29 years after its induction in the IAF, thispowerful fighter aircraft piloted by Wing Commander YogeshJoshi, Flight Commander of 221 Squadron, took to the sky forthe last time. Around 11 am on March 6, my wife and I sat ina sombre mood at Halwara airbase to witness the Phasing-outCeremony. Visibility was good, and what appeared to be just aspeck in the distance, was soon a dart-shaped aircraft. For thelast time MiG-23 BN was roaring past us at 72-degrees sweep,

like an arrow. It then came in for a final run-in, escorted btwo MiG-29 aircraft, subtly hinting at continuum. Switching-oin front of us, the pilot handed over the aircraft Form-700 tChief of the Air Staff (CAS) Air Chief Marshal F.H. Major, whopresided over the ceremony. After 28 years and having flownover 1,54,000 hours, an era had come to an end. The CASspoke in glowing terms: Aeroplanes, like air warriors, cango on forever. While there is thunder and pride in their primethey fade away with quiet dignity when the time comes.

The Mikoyan Gurevich-23 Bomber Navigation (MiG-23 BNaircraft, optimised for ground attack role, was known as Vija

in the IAF and by the NATO codename of Flogger-F. This ThirdGeneration single-seat aircraft had Type-3 variable sweewing with three pre-set positions at 16, 45 or 72 degrees. Coincidently, General Dynamics F-111, which first flew in 1964also had the variable sweep positions of 16 and 72.5 degreesThe Anglo-German Tornado which is still in service, howeverhas variable sweep positions of 25 and 67 degrees.

Most of the earlier designed Soviet combat aircraft required long runways for take-off and landings, which coupled with shorter ranges, limited their tactical use. The IAPH

OTOGRAPHS:PROI

NDIANA

IRF

ORCE

MiG-23 BN

I was fortunate to have been the

COMMODORE COMMANDANT OF VALIANTS

till I retired in December 2007

ByAir Marshal (Retd)B.N. Gokhale, Pune

Farewell to


29/44

MILITARY REMINISCENCES

I SPS AVIATION 2

had been operating MiG-21 and Su-7 (S-22) aircraft and wasequally constrained by these limitations. A major design con-sideration, therefore, was to either fit Jet Boosters like thoseon Su-7, or develop a variable-geometry wing. The boostersnot only added to the complexity of fitment but could helpin overcoming only one limitation, that of reducing the take-off distance. The MiG design bureau, therefore, preferred thelatter option, as it not only provided shorter runs for take-

off and landings; but also gave added advantages of higherpayloads, including 3x800 litre fuel drop tanks, resulting inlonger reach. At the mid-sweep positions the aircraft hadexcellent agility and also aconsiderably higher speedof 1,350 kmph at low levels,to match any contemporaryfighter aircraft of that era.

While a total of

sp's aviation may 2009

Documents