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DEBARMOHANTY

THEIndiandefencesec-

toris witnessingan era

oftransitionin current

times. It would not be

wrong to assume that

this transition commenced in

2002, soon after the government

decided to implement major rec-ommendationsmadeby theGroup

of Ministers (GoM) on national se-

curitymanagement.

Practically, most of the ele-

mentsofnationaldefencesector

existinginstitutionalmechanisms,

armed forces, equipment and de-

fence science, technology and in-

dustrial (DSTI) base have

experienced varying degrees of

changesinthe lastdecade.Newin-

stitutions have emerged within

bothmilitaryandciviliandomains

like tri-service and strategic forces

commands, integrated defence

staff, integrated headquarters, de-

fence acquisition council, defence

procurement and R&D Boards, to

namea few.Individualserviceand

joint doctrines have been an-

nounced. Ministry of Defence has

reviewed and injected reforms in

military procurement procedures

nine times in the last 11 years.

Rules of engagement in defence

production and procurement sec-

torsarenow examinedmore close-ly t ha n b efor e. I n s um , t he

transition process in Indian de-

fence sector is likely to continue

wellintofuturetillkey elements of

this sector are transformed along

expectedlines.

Theseexpected linesareintri-

cately embedded in Indias grand

strategic ambitions to play a ma-

jor c onstructiv e rol e in global af-

fairs,forwhichit needstoposition

orapproximateitselfto,whatnot-

ed American scholar Joseph Nye

Jr. refers, a Smart Power that con-

coctsbothhardandsoftcompo-

AUGUST 22 I 2013

Continuedon Page3

*An initiative by

ADVERTORIAL

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deployable and consistently accurate artillery re support.

MAKING INDIAN MILITARY MODERNDEFICITS & DISCONNECTS

THE Indian Armed Forces has

beenlargelydependentonim-

portsfor modernisation of de-

fence equipment. Even as

modernisationefforts are supplement-

ed byDefencePublic SectorUndertak-

ingsandthe Ordnance Factory Board,

which,inturn,aresupportedbythepri-

vatesectorincludingsmallandmedium

enterprises (SMEs), the combined na-

tionalcapacityisinadequatetomeetthe

rapidmodernisation targets set for the

sector. The Indiandefenceindustryas-

sumesresponsibilityin makingthe na-

tion self-reliant in defence productionand national security. The Ministry of

Defenceanddefenceservicesarethekey

stakeholders regardless of the level of

privatisation. Public sector undertak-

ings will continue to play a major role

andremainthemainstayofdefencepro-

grammesinthegrowthofmanufactur-

ingaswellasnationalsecurity.

The increase in defence spending

coupled with strong growth in the

commercial aviation market has at-

tracted major global OEMs to India

whoare requiredto outsourcemanu-

facturingworkto theIndianindustry

to meet the offset requirement in the

defence procurement programme

withthegovernment.

Againstthisbackdrop,a potential

opportunity exists for the Indian pri-

vate sectors active participation in

demonstrating Indiasexpertise in de-

fence equipment manufacture, start-ingfromdesignandculminatingwith

the manufacture of the finished prod-

uct.Itisinseekingprivatesectorpartic-

ipation that Indias real and

sustainableadvantagelies.

TheGovernmentofIndiais clearin

itsvision forthe aerospaceand defence

sectorindigenisation of the industry

and acquiring/building capability in

advanced technologies which will, in

turn,facilitateloweringof dependence

onimports.The Planning Commission

has also identified this industry as a

strategicsector.

Given the opportunities that exist

worldwideinthissectoralongwiththe

Centresbacking to promoteindigeni-

sation,Indiaisrapidlybuildingcapabil-

ities to evolve as the preferred

destination for manufacturing of de-

fence and aerospace components. In-

dia has already established itself as a

low-cost, high-skill manufacturing

hubin anumberof criticalsectors;the

aerospace and defence industry is a

greenfieldindustrywithhugepotential

for employment generation and tech-

nologicaladvancement,apartfrom its

strategicimportance.

TheproposedNationalManufac-

turing Policy on aerospace and de-

fenceindustriesemphasises theneed

to have a strong value add in India

fromthe standpointof national secu-

rity as well as to boost the manufac-

turingsectorinIndia.

To meet these objectives, the gov-

ernmentendeavoursto build a robust

indigenous defence industrial base by

proactively encouraging larger in-

volvement ofthe Indianprivatesectorin the manufacture of defence equip-

ment. Withfocuson indigenisation,it

has taken concerted steps to develop

the Indian defence industry through

opening up offsets and sourcing pro-

curement from Indian vendors when

theyhaveprovencapabilitytomeetthe

specifications and delivery schedules

setforproductdelivery.

Thegovernment hasalsopromul-

gatedpoliciesfor meetingthe aforesaid

objectives.TheDefenceProductionPol-

icyformulated in 2011 bythe Depart-

ment of Defence Productionunder

theMinistryofDefence,Governmentof

Indiaenunciatesthe agendaof indi-

genisation. Thepolicyaimsto achieve

substantive self-reliance in the design,

development and production of equip-

ment/weapon systems/platforms re-

quiredforthedefencesectorinasearlya

time frameas possible;to createcondi-

tionsconductivefor activeprivatepar-ticipationinthisendeavour;toenhance

thepotentialof SMEsin indigenisation;

andtobroadenthecountrysdefencere-

search and development (R&D) base.

The new defence offset policy also

aimsto leverage capitalacquisitionsto

develop the Indian defence industry.

Recent amendments to the Defence

ProcurementProcedureemphasiseon

BuyIndianand Buyand MakeIndian

as the preferred category of defence

equipmentacquisition.

Inspiteoftheseencouragingpolicy

pronouncements, the indigenous de-

fence industry continues to face chal-

lengesintermsoftheexistingpolicyand

regulatoryenvironmentsuchasindus-

trial licensing, offsets, imports and ex-

portslicences,regulations, tax regime,

andsoforth.Asanimmediatemeasure,

thereisaneedtofosteranecosystemfor

innovation,R&Dandmanufacturingtogive a fillipto theindigenous industry,

besides bolstering the manufacturing

infrastructure through Public Private

Partnership(PPP)models,investingin

educationandskilldevelopmenttocre-

ateasustainablepoolofhighcalibretal-

ent, providing funding / grants for

developing micro, small,medium and

large scale industries. A favourable

manufacturing policy, tax incentives,

benefits and exemptions, foreign tech-

nology cooperation agreements, and

processesto build national capacity in

this vital sector will go a long way in

building Indias aerospaceand defence

industrialbase.

NidhiGoyal,

Director-Deloitte ToucheTohmatsu

IndiaPrivateLimited

A need to foster ecosystem for innovation, R&D and manufacturing

INDIGENOUS

INDUSTRY

CONTINUESTO

FACEPOLICYAND

REGULATION

CHALLENGES

Indo-Russian cooperationhas hugepotentialP2

ANS: Controlling theskiesP4

DRDO and unmannedwarfareP5

NavalAviation,a forceinitselfP9

I N S I D E

TheIn ianEXPRE(ALL EDITIONS)(DELHI)

Indigenisation tomake India self-reliant

* ( R EA D. ENGA GE. DELI VER .) I S TH E MA RK ETI NG SOLUTI ONS TEA M OF TH E I NDI AN EX P RESS GR OUP

7/27/2019 Delhi---22-August--2013.pdf

22/37

PRATT & WHITNEY Canada

(P&WC) isa premierplayerin the

aviation industry. After having

carvedanicheinthecivilaviationsector,

the company is now making a majorheadwayinthedefenceindustry.

Comprisingafocusedmanagement

anda highlycompetentandmotivated

team, the company is spreading its

wings across the world at a very fast

pace.Morethan10,000aircraftopera-

tors around the globe depend on the

company's engines to power their air-

craft and helicopters. P&WC currently

has more than 50,000 engines in ser-

viceinover200countries.

Pratt & Whitney Canada (P&WC)

and Blackhawk Modifications have re-

cently announced the launch of a

unique Progressive Maintenance Pro-

gram (PMP) that delivers additional

benefitsand costsavingsforskydiveop-

erators using PT6A-42A engines on

Blackhawk ModificationsXP42A Cess-

naCaravanconversion.

Commentingonthe performanceas

well as features of the engines, Denis

Parisien, Vice President, General Avia-

tion,P&WC,says, Weareveryexcited

aboutthisenhancedPMP,whichwillal-low skydive operators to extend their

timebetweenoverhauls(TBO)to 5,000

hours. Denis Parisien, Vice President,

GeneralAviation,P&WC,who unveiled

the program at EAA AirVenture 2013

alongside Jim Allmon, President and

CEO, Blackhawk Modifications, further

adds,Thenew program isthe resultof

improvedtechnologyandthe closerela-

tionship between P&WC and Black-

hawkModifications.

Thanks to P&WCs powerful

PT6A-42Aengine,theXP42Aupgrade

providesup to26 percenthigherpower

at850 shpwhile continuingto provide

the reliability for which the PT6A en-

gine family is legendary, noted All-

mon.This results in improved aircraft

P&WC spreadingacross the world

More than 10,000 aircraft operators around

the world depend on the companys engines

2

With the Indian Armed Force ina state of rapid modernisation,whatarethe presentofferings ofTextron Systems to the armed

forces?Textron Systems is working with

the India Air Force to integrate

Sensor Fuzed Weapons (SFW) on

theJaguar aircraft. Thishighly ef-

fectiveanti-vehicleweapon offers

99.6 per cent reliability and veri-

fiedperformance.SFWhas sever-

al combat-proven features that

help prevent hazardous unex-

ploded ordinance and leave a

cleanbattlefield.

OurShadowM2TacticalUn-

mannedAircraftSystemisthenext

generationof ourrenownedShad-

ow 200 Tactical Unmanned Air-

craft System. The Shadow M2

buildsonthe record ofthe Shadow

200withgreaterperformanceand

multi-missionflexibility.

In addition, our Aerosonde

Small Unmanned Aircraft Sys-

temssingleelectro-optic/infrared

payload delivers day-and-night,

persistent intelligence, surveil-

lance and reconnaissance, while

its large payload size, weight and

poweraccommodateanotherpay-

loadofchoice.

Our Spider man-in-the-loop,

networked munition system in-

corporates sensors, communica-tionsand munitionsfor smallunit

force protection. It can control

both lethal and nonlethal effects,

andisdesignedtopreventharmto

non-combatantswhilesafeguard-

ingwarfighters.

Also, Textron Systems family

of Unattended Ground Sensors

(UGS) is a scalable, effective solu-

tionforboth tacticaland non-mili-

tary applications covering a

varietyofterrainsandtargets.This

includes theMicroObserver UGS

system,anext-generationsolution

that provides situational aware-

ness for perimeter defence, force

protectionandbordersecurity.

Our multi-source intelli-

gence, geospatial analysis and

customintelligencesolutionssup-

port military commands, intelli-

gence andnationalagencies, and

commercial services. These solu-

tions enable analysts to leverage

multiple intelligence sources for

situational understanding and

actionableintelligence.

What aspect of the businesswouldbethe focusforthe Indianmarketinthecomingyears?Weseebroadopportunitiesforour

families of systems across many

different applications. We have

hadproductivediscussionsonvar-ious requirements with the Min-

istry of Home Affairs, Border

Security Force, DRDO and other

potentialcustomers.

What are the opportunities and

challenges you see in India forTextron?TextronSystemspresencewillon-

lycontinuetogrowinIndia.Work-

ing with the government, armed

forces, security agencies and in-

country technology partners, we

are tailoring our offerings to sup-

port current and emerging re-

quirements.

Which are the tenders that Tex-tron Systems is currently partici-pating in and what is the status?

We are discussing our solutionswithmany potentialgovernment,

armed forces and security agency

customers,and haverespondedto

several requests for information.

WhataretheplanstopartnerwithIndianprivatesectorcompanies?Textron Systems understands that

indigenisationisapriorityforIndia.

Weare activelylookinginto several

possibleindustrypartnerships,and

believethatthesewillbringgreatop-

portunities for all parties to grow

their capabilities successfully. One

recent example of this is a partner-

ship, throughour Overwatch busi-

ness,with RSISoftech IndiaPrivate

Limited, a Hyderabad company, to

jointlysell and integrate a portfolio

ofgeospatialsolutionsinIndia.

INTERVIEW I Stephen Greene I Vice President, Communications Textron Systems Corporation

We will continue to grow in India

Indo-Russian cooperation has huge potential

INDIAhasone ofthe worlds

largest Navies, with blue-

water responsibilities and

morethan7,500kilometers

of coastlines and hundreds

of islands to patrol. In the Indian

Navy ship-building programme

considerable attention is paid to

the submarines. There is no better

stealthweaponin theworldtoday

thanthe submarine:assetsof land

forcesand airforcesareexposedto

the reconnaissance satellites

placed in orbit, whereas it is not

easytodetectasubmergedsubma-

rine.Amodernsubmarineisoneof

the most technologically ad-

vanced pieces of machinery ever

inventedbythehumankind.

The backbone of the Indian

Navyssubmarinefleetis formed by

10 Project 877EKM vessels de-

signed by Rubin. Building these 10

submarines for the Indian Navy

(Sindhughoshclass)andthen keep-

ingthem up-to-dateandseaworthy

is one of the success stories of Indo-

Russian co-operation. They are

equipped with the Club-S missile

system employing anti-ship mis-

siles,and sixof thosetenare alsoca-

pable of launching land-strike

missiles. Right now the contract is

beingimplementedtoenablethere-

maining four submarines launch

land-strikemissiles.

Starting in 2000, Indian Navy

submarinesof theProject 877EKM

have been undergoing midlife up-

gradesin Russia.Duringthisover-

haul not only the hull but also

on-board equipment items were

checked or upgraded. Modernisa-

tion of weaponry and radio elec-

tronic equipment was the main

focusoftheworkdone.

Russiais offeringa secondrefit

and modernisationprogramme. It

canaddfromfive-sevento10years

of lifetime to these ageing sub-

marines. For instance, the INS

VagliofRubinsProject641served

for 36 years until being finally de-

commissionedin2011.Shouldthe

Indianside acceptthisoffer,it may

prove a timely and cost-effective

measureto bridgethe gapuntilin-

duction of next generation sub-

marines. As far as we know the

Indian navy is now considering

thissortofworktobedone.

Inthe pastfew years,Indiasfo-

cushas beenshiftingto licence pro-

duction and technology offsets.

Rubinis now watchingcarefullyto

see precisely what require-

ments emerge from Indian

government. Defense pro-

curement procedures require col-

laboratorsfrom foreigncountriesto

workcloselywiththedomesticman-

ufacturers through massive offset

programmes.AsfarasRubiniscon-

cerned, wecan alsooffersomething

inoffsettoourIndianpartnersasIn-

dia is interested in latest technolo-

gies in design and development of

modern navaland maritime equip-

ment. For instance, when making

decisionwithwhichtobidinthePro-

ject 75I completion, we were refer-

ringto thepreliminary information

from the Indian Navy. The first ad-

vantage of the Amur

class submarines over

the previous design is

thatithasamorepowerfulweapon-

ry.Thecrewcomportalso hasbeen

improved. Due to the far more ad-

vancedsonar,Amurcan detectless

noisytargets,andduetothefarlow-

ernoisesignature,theshipfaredbet-

ter in simulated duels with

previous-generation submarines.

The Russian Air-Independent

Propulsion(AIP)forthe Amurclass

submarineswhichare offeredto In-

dia was shown to the representa-

tives of the Indian side when they

visited our facilities. The Russian

Navyalsodeclaredits intenttohave

thisparticularAIPtobeinstalledin-

totheRussiannavyships.Asthede-

signerofthis system,Rubin decided

thatAIPshallnotonlyprovidefora

long underwater time, but also

stealthoperationsand besafe when

operated aboard submarines. Our

system differs from AIPs found in

other countries in that it generates

hydrogenonboardofthesubmarine

inavolume(quantity)thatisactual-

ly required for submarine opera-

tions. Oneof theadvantagesof our

ownsystemis that oursystemdoes

not have noise produc-

ingelementsatall.

This AIP system is

flexibleenough.There is

a n o pp or tunity t o

build/shape this system in relation

toaparticularsubmarineaccording

tocustomerrequirements. Depend-

ingon thecustomer-specifiedfigure

for underwater operational time,

Rubin would shape the AIP system

sothatit meetsthe requirement.In

theory, we can shape AIP so that it

can match the submarine's au-

tonomoustimeatsea,andthelatter

is45 days rightnow,butagainthis

figureisdeterminedbythecustomer

and is referred to as the customer-

specified autonomous time at sea.

Coming to a conclusion, the AIP is

no longer a stumbling block in the

wayofRussiainparticipatinginthe

competition under the Project 75I.

Moreover, we have offered as-

sistanceto theIndian side indevel-

opmentoftheirownAIPsystemand

alsointransformationofthesystem

theyareworkingonsoastomakeit

applicable to submarines, because

wehavea lotof thingsin common.

Further,wearereadytoconsideris-

sues to do with creation of sub-

marines jointly with India in the

interest of third countries. All this

givesus groundto assertthatthe

Indo-Russian military technical

cooperationhas a strong founda-

tions and a huge potential in

manynavalareas.

IGORVILNIT,GeneralDirector

CentralDesignBureau forMarineEngineering,RUBIN

THEAIP ISNO

LONGERA

STUMBLING

BLOCKFOR

PARTICIPATING

INTHE

COMPETITION

UNDERTHE

PROJECT75I

ContinuedonPage3

Fromleft:Miro Sep,Sr.Marketing Account Manager,P&WC;Denis Parisien,VP, General

Aviation,P&WC;Jim Allmon,President& CEO,Blackhawk Modifications;Matt Shieman,

Chairman, BlackhawkModifications;Nick Kanellias,GM,Sales& Marketing, P&WC

7/27/2019 Delhi---22-August--2013.pdf

23/37

nentsofpowerasmayberequisitefromtimetotime.Mil-

itary componentof hardpowerisconsideredextremely

importantin thisconstruct.Thus,it isnot surprisingtowitnessan Indianattemptto enhanceits militarypow-

er,aprocessthathasrunparalleltoa growingeconomic

might,vibrantanddemocraticpolityandrelativesocio-

politicalstability.However,enhancementofIndianmil-

itarypower, especiallyin theequipment modernisation

domain, has met with numerous problems. Hence, de-

coding deficits in Indian military modernisation drive

becomesimportant.

Whenone examines deficitsanddisconnectsin Indi-

an military modernisationprogramme,it isnecessaryto

ask a set of questions based on reasonable assumptions.

First,areresourceallocationsfor militarymodernisation

adequate?If youask amilitaryplanner,he willanswerin

thenegative. Butlookat thelarger picture. Indiaspends

closeto15percentofitscentralgovernmentexpenditure

on national defence.Indianmilitary capital expenditure

has grown sevenfold between 2002 and 2013 (from

Rs 12,000 to 86,000 crore). Procurement allocations

hardly suffer from unspent syndrome any more.

Translatingreasonableallocationsinto realmilitary ca-

pability enhancement thus becomes a challenging task

formilitaryplanners.Second,is itactually a plannedequipmentmoderni-

sationdriveoraconcoctedreplenishmenteffortthusfar?

Though there is no reliable data available in public do-

mainon evenapproximaterateof obsolescenceor short-

fallintheIndianarsenal,it isgenerallyacceptedthatthe

situation isgrim andhenceworrisome.Againsta sanc-

tioned strength of 39.5 squadron and aspirational

strengthof45plussquadrons,theIndianAirForcebadly

needs to replenish at least eight to ten squadrons in the

nextfive yearsto maintainits relativestandingvis--vis

itsadversaries.TheArmyhasnot inductedanyartillery

pieceinthelastquartercentury.TheNavyisstillwaiting

foritsaircraftcarrier.Bulkof necessary systemsanddo-

mainsareinurgentneedofreplenishment.Ideally,capa-

bility enhancement should have been given more

importance over mere replenishment drive. However,

despite best efforts, Indian military planners seem to be

helplessinthisregard.

Third,doesIndianmilitarygetwhatitwants,especial-

lyinadvancedtechnologydomain?Again,Indiaiswoeful-

lydeficientinmeetingherowndemandsandthuscritically

dependentonforeignsources,mostlyincriticalandstrate-

gictechnologies.EveryoneknowsthatunlessIndiamakes

a seriouseffort tomoderniseherown DSTIbase,her mili-

tary modernisation effort would face serious difficulties

whenconfrontedwithrealbattlefieldsituation.Reformsin

defenceproductionand R&Dsectorshavebeenunderway

forthepast10years,butsucheffortshaveatbestbeenno-

ble but spectacularly chaotic at the least. The Rama Rao

Committee report on reforms in DRDOis gathering dust.

Other committee recommendations like those of Vijay

Kelkar and Probir Sengupta have been disappointing.

Suchasituationcallsforseriousintrospection.Fourth, does Indian military modernisation drive

sufferfrom timefactor? Theansweris obvious.Delayed

equipment induction actually leads to replenishment,

not capability development. The hitherto badly man-

aged Indian military planning system seems to be im-

proving, but systemic sediments need to be addressed

withdue seriousness.Long-termperspectiveplansneed

greaterdeliberationsamong thearmedforcesandonce

demandsaredecided,procurementprocessmustensure

timely executionof projects. Thisis nothappeningsim-

plybecauseof three reasons:a) flexiblequalityrequire-

ments, b) lengthy and complex evaluation procedures,

and c) unclear production and procurement obliga-

tions. The 126 MMRCA tender is a case provides us a

good example badly planned and equally badly exe-

cuted with question marks raised at every step of the

process.It iscurrentlygoing througha parallelprocess

ofevaluationincosts,offsetsandtechnologytransfers.If

orasandwhentheMMRCAtendercomestoitseventual

conclusion, it is not necessary that lessons learnt from

this mammoth multi-year endeavour will make the

The C295 is optimised for personnel and cargotransport, paratroop airdrop and medical evacuation;and is an efficient complement to heavy airlifters.Proven in rough airstrips, hot and high conditions.The C295 does what the HS-748 Avro does, butwith a lot more capability, flexibility and reliability!After 150,000 accumulated flight hours, the C295 shigher utilisation rates and availability over similaraircraft mean it s proven to be simply more efficient.Therefore it has become the transport solution ofchoice in 16 countries. For daily transport missions,Airbus Military is your trusted partner.

P E R S O N N E L

M I L I T A R Y P A L L E T S

M E D I C A L S U P P L I E S

S E A R C H A N D R E S C U E

P A R A T R O O P S

M I L I T A R Y V E H I C L E S

M E D I C A L E V A C U A T I O N

airbusmilitary.com

THE TRUSTEDPARTNER FORTHE AVROREPLACEMENT

3

utility, allowing Blackhawk Modifications to better meet

operatorsneeds.

Fora typical skydivingmission,the aircraftfeaturesim-

provedclimbperformanceandisabletodescendat4,000feet

per minute, enabling several more flights per day. The in-

creased engine warranty coverage of 2,500 hours per five

yearsprovidesadditionalbenefitsandreducedoperatingcosts

to operators that have chosen the XP42A aircraft upgrade.

Pre-selectedfleetleaderswillhavetheirenginessampled,

andbasedontheengineconditions,operatorsthathaveen-rolledinthePMPwillhavetheirTBOextended.Theprogram

featureson-wingengineinspectionsat3,600hoursthatwill

supporttheTBO increase.Theintroductionofthe newsuper

finishfirststagegearskit andEngineTrendMonitoringare

keyenablersofthisprogram.

Awebcastwas heldto provideXP42Askydiveoperators

withmoreinformationonthePMP.Whatsmore,P&WChas

staffeditsEAA AirVenturebooth withengineexperts andaf-

termarket consultants to answerquestions fromattendees.

Enginesondisplaywillincludethe PT6A-41andPT6A-65.

ThenewPMPisthelatestexampleof thePT6Afamilys

tradition of superior customer value. Thanks to programs

suchasthis,itcontinuestobethebenchmarkbywhichother

enginesinitsclassaremeasured,concludedParisien.

MoD wiser unless it further refines its proce-

duralarrangements.

Andlast butnot least,capability-oriented

military modernisation drive tests politico-

strategic resolve of the Indian decision-mak-

ers. This has two distinct yet related

dimensions consensual decision-making

and effective implementation. Instead of em-

phasising a whole range of acquisitions, the

Indian decision-makers need to prioritise

itemsandstartwooingtargetsuppliers/coun-

tries.Thisrequiresprudentdiplomacy.Sucha

strategy may pay indirect dividends like

shared efforts in design and development,knowledge,industrialcooperation.

Perhaps the most important yet least em-

phasised factor that affects Indias ambitious

militarymodernisationdrive is theless visible

universe of institutional interaction among

keyagencies. Fourdistinctinstitutionalpillars

political class (government of the day and

opposition parties), civil bureaucracy (MoD

and related ministries), military bureaucracy

(armedforcesheadquarters),defencescientific

bureaucracy(DRDO)andlackofinter-insti-

tutional interactions among themselves have

perpetuatedthepatheticallyinefficientcourse

of military modernisationin India.Privatein-

dustry,mediaand academiahave beenpracti-

cally kept out of this quadrangular, virtually

unaccountable system. Opinions emerging

from the strategic community, largely filled

with retired diplomats, bureaucrats and mili-

taryleaders, arethus consideredan extension

ortacit approvalof establishmentarian think-

ing.Lackofobjectivityandindependentassess-

ments is clearly evident in Indian universe of

militarymodernisationdrive.

While Indian military modernisation

process is likely to muddle through chaotic

times that create more confusion primarily

due to half-hearted approach to refine thesystem, an attempt to ensure healthy insti-

tutionally mandated interactions among

the key stakeholders could bring in positive

resultsfor thearmedforces.The firststepto-

ward this may necessitate inclusion of in-

dustryandmulti-disciplinaryacademiainto

the charmed quadrangular pillars and

ensure that media gets reasonable amount

of disseminated information for debates

anddeliberations.

(DebaRMohantyisadefenceanalystandheadsadefenceresearchfirminNewDelhi.Hecan

bereachedatdeba205@gmail.com)

ContinuedfromPage1

Making Indian military modern

ContinuedfromPage 2

P&WC spreading across the world

CAPABILITY-ORIENTED

MODERNISATIONDRIVE

TESTSPOLITICO-STRATEGIC

RESOLVEOFTHEINDIAN

DECISION-MAKERS

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4

A

IR Navigation Services

(ANS)in Indiaisa keyre-

quirement for any coun-

trytomakeitssky secure.

The job of any Air Traffic

Controlisnotonlytoguidethecivilair-

crafttotheirdestinationsbutalsoguard

theskies fromany unwanted flyingob-

ject enteringi ntoits airspace.

Due to such a responsibility at

hand, the ANS operation is always a

sovereign function and the govern-

mentdoesit.CurrentlyinIndia,theAir-

ports Authority of India (AAI) has the

jobto provideANS.

This job will soon be carved out of

AAI and a separate authority will be

formedto carryout theANS functions.

The AAI Board, at its 150th board

meetingheldinOctober,hasdecidedto

create an authority for ANS and for-

wardedthedecisiontothecivilaviation

ministry, which will send the proposal

totheUnionCabinetforapproval.

Bringing it out of AAI would be

goodforANS,as itsneedsare neglect-

ed in the bigger AAI that also has tooperate over hundred airports across

thecountry.

Even as the equipment utilised for

ANS services ARE being upgraded at

four major airports in the country---

Delhi,Mumbai,KolkataandChennai--

-there is a shortage of employees to

carryoutsuchfunctions.

ANSis doneby AirTrafficControl

officers, who are not adequate in

numbers and this is being seen as a

major contributor to the increasing

incidents of near-collisions that were

recordedatairports.

There are around 1,800 ATC offi-

cers spread across the country, while

therequirementisforover1,000more.

Shortage ofATCOsmeansthe existing

officersneedtoworkovertimeand un-

der pressure to fill in for the shortage.

Unliketheircounterparts in theUS

and Europe, the ATC officers have to

work seven days a week in a six-hour

shift a day. They also have to do over-

timeforaround60 hours.ATCofficers

intheUSandEuropeworkforfixed200

hours a month and they also get off

days.An ATCofficersjob requires100

per cent concentration and a break af-

tereveryone-and-a-halfhours.

Oneofthe keyreasonsofthe short-

fall is also the remuneration. During

probationanofficerispaidRs3.6lakha

year, which ismuch less thantheRs 3

lakh per month an ATC officer gets in-

ternationally. After three years in ser-

vice in India, they make about Rs 7.2

lakhannually,whiletheirinternation-

alpeersmakeRs5lakhamonth.

The government has time and

again tried to bridge the gap by get-

tingin retiredAirForce employeesas

ATCOsbuthaveneverbeenabletofill

theshortage.

TheneedforcreatingATCasasepa-

rate company got stronger after avia-

tion sector in India registered a huge

boostonthebackofapassengergrowth

ofover20percentandaneedwasfeltfor

specialfocustobegiventothedemands

andneedsofANS.

ItisalsowidelyfeltthatANSopera-

tions require technical expertise and

technically proficient people should

managethemand aseparatecompany

would expedite their decision making.

The recommendations to makeANS a separate company have been

madebyvariouscommittees,including

Naresh Chandra Committee in 2003

andRoyPaulCommitteein2007.

The process to hive off ATC opera-

tionsstartedin 2010with thecreation

ofa post calledMember-ANS onAAI's

Boardto monitorATCfunctioning.Be-

fore this,the jobwashandled byMem-

ber-Operations.

The problem of remunerations

would also be taken care after it is

carvedoutas around60percentof the

currentAAIsrevenuecomesfromANS

operations. Revenue from ATC opera-

tionsincludechargesfor routenaviga-

tionfacilities,terminalnavigationand

instrument landing. Every time an in-

ternationalflight usesIndia'sairspace,

itpaysafeeforATCservices.

THESUGGESTION

TOTURNANS INTO

ASEPARATECOMPANYHAS

BEENMADEBY

VARIOUS

COMMITTEES

CONTROLLING THE SKIESEven as the equipment utilised for Air Navigation Services is being upgraded at four major airports in the country Delhi,

Mumbai, Kolkata and Chennai there is a shortage of employees to carry out such functions

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INAUGURATING an interna-

tional roboticsconferenceat the

DRDO lab, Research and Devel-opment Engineers (R&DE), in

Pune recently, the new DRDO chief

Avinash Chander pronounced a

ratherambitiousprojectinvolvingro-

boticsoldiersthatworkingroupstobe

realityby 2023.AndwhileChander's

claimscanbetakenwithapinchofsalt

given the time and cost overruns in

variousDRDOprojects,here'salookat

theroboticdevelopmentsthatarecur-

rentlyunderwayat someof thecoun-

trysprimeDRDOlaboratories.

RESEARCH&DEVELOPMENTESTABLISHMENT(ENGINEERS)(R&DE),PUNE

ROVDAKSHMK-IIAfterhavingdevelopedand delivered

20 of Remotely Operated Vehicle

(ROV) Daksh to the Army by mid-

2012, R&DE is working on Mark IIversionofDaksh.Beingintegratedby

R&DE along with Dynalog, Theta

Controls and PSUBharat Electronics

Limited,theMarkIIversionwillhave

anenhancedmanipulatorarmwitha

betterpayloadliftcapability,reduced

weightthatcanoffereasyportability,

abilityto climb more heightsanden-

hanced mobility. While the first ver-

sion remains remotely operated, the

planis toincludeautonomousmodes

inMk-IIversion.Existingservomotor

which impartsmovement tothe ma-

chine will be replaced by Permanent

Magnet DC (PMDC) motors, some-

thing which will impart accuracy,

agility to the robot while increasing

thespeed ofoperations.Effortsareal-

so on to modify Daksh for Chemical-

Biological-Radiation-Nuclear

(CBRN)environments.

Suited for: Low-intensity conflict,

explosive detection & diffusion, re-

connaissance.

End user: Army, CRPF and NDRF.

Development stage: Firing trials of

the robot with Light Machine Gun

(LMG) and Grenade launcher have

alreadybeencarriedouttotesttheef-

fectoftherecoil.

UXOHANDLINGROVWhile Daksh has been for the Army

and necessarily land forces, the Air

Forcehasshowninterestinrobotsfor

the collection of Unexploded Ord-

nance (UXO) that their fighter air-

craft drop at the practice ranges. It

willbelikeatele-operatedloader(like

aJCBmachine)accordingtoR&DEof-

ficials who felt it is too early to talk

aboutspecificationsoftheROV.

Stageof development:Threeproto-

types of UXO handler ROV are to be

deliveredtoIAFin2.5years.

Enduser: IAF.

COMBATVEHICLESRESEARCH&DEVELOPMENTESTABLISHMENT(CVRDE),CHENNAICVRDE has been working on a set of

semi-autonomous Unmanned

Ground Vehicle (UGV) system

MUNTRA. The system consists ofMUNTRA- B- a base vehicle on BMP

platformalongwith threeothervehi-

cles,MUNTRA-NforNuclear-Biolog-

ical- Chemical (NBC) sample

collection in the conflict area,

MUNTRA-S for surveillance and

MUNTRA-M for mine detection.

MUNTRA- N is fitted with NBC sen-

sors,samplecollectionequipment,pi-

quet-firingcapabilities.Development

o f M UN TR A- M w hich w ill b e

equipped with ground penetration

radar for mine detection, vapour

detection system that can sense

explosive vapours from mines is

in advance stages. To make the

machinesfullyautonomous,the

platformswillbefittedwithDrive

by Wire (DBW) equipment. The

present range of operations is

fivekm,extendableup to20 km.

The laboratory is also carryingout research on increasing the

ruggedness of these UGVs along

with extended mission dura-

tions, extended ranges and easy

operabilityofthesevehicles.The

trials have been conducted in

desertsofRajasthan.

Purpose: Surveillance, mine de-

tection, data generation, mark-

ing of NBC-affected terrain with

the help of piquet, sample collec-

tion, and day-and-night surveil-

lancefortheArmy.

Development stage: Thelabora-

tory has completed the proto-

t yp es o f M UN TR A- N a nd

MUNTRA-S and development of

MUNTRA-Min advanced stages.

Enduser: Army.

VEHICLERESEARCHDEVELOPMENTESTABLISHMENT

(VRDE),AHMEDNAGARVRDEis workingonUGV forsur-

veillance purpose along with a

Singapore-based company.

Work is being carried out in two

phases-in thefirstphaseandop-

eratingcontrolunithas beende-

veloped, while autonomous

operation has been planned in

thesecondphase.Thelaboratory

isalsoworkingonaCBRNUGVin

the50kg vehiclecategoryforde-

tection, sample collection and

marking of hazardous area. The

vehiclewill befitted withbiologi-

cal, nuclear and chemical sen-

sors and will also include a

manipulator- a robotic arm for

carryingouttasks.

Purposes: LIC,Anti-terroristop-

erations, NBC recce missions,

samplecollection.Stage of development: Ad-

vanced,twoCBRNUGVswillbe

mountedonmanned NBCrecce

vehicles.

Endusers: Army,CAPF.

Alsobeing carried outin collabo-

ration with a third country is a

rathercomplexprojectinvolving

coordinated operations between

UGVs and Unmanned Aerial Ve-

hicles (UAVs). The development

revolvesaroundthecoordination

betweena rotarywingUAV,one

fixed wing UAV, four UGVs, one

each for combat, command, Re-

connaissance-Surveillance-and-

Target-Acquisition (RSTA) and

CBRNdatacollection.

Development stage: The project

isininitialstages.

Enduser: Army

CENTREFORARTIFICIALINTELLIGENCE

&ROBOTICS(CAIR),BANGALORECAIR is working on a mini UGVa

man-portable robot with day-and-

nightvisionforLowIntensityConflict

(LIC)areas.The 28kg UGVcancarry

a payloadof50 kgand isarmedwith

self rightingcapability.It cancrossa

600 mm trench (reasonably chal-

lenging for its size). Interestingly, in

whatmaysoundlikeaministepinco-

ordination between two robots, the

miniUGVcan carrya wall- climbing

robot-designed by CAIR. The UGV

carries the wall-climbingroboton its

back till the wall. The wall climbing

robot then vertically climbs the wall

and enters the LIC zone thus achiev-

ingacoordinatedoperation.

Suitedfor:LIC,surveillanceinurban

locales.

Development stage: Complete.

Work presently involves enhancing

theminiUGVwithamanipulatorarmsoas toimprovethepayloadcapabili-

tyandtask-ability.

Enduser: CAPF

The lab has also tested a micro bird-

like,flappingMicroAirVehicle(MAV)-

like Entomopter. Indoor and outdoor

flights for duration of 2.5 minutes of

thisrobotweighing 30 gm havebeen

completed.Leggedrobotsthatlooklike

spiderswithsixandfourlegs,withtwo

degrees of freedom for each leg are at

variousstagesofdevelopment.

DEFENCELABORATORY,

JODHPUR(DLJ)Defence Laboratory, Jodhpur (DLJ)

has developed a detector probe that

has been the detecting device at-

tached to DRDOs UAV Netra. The

probenamedDefenceLaboratoryRa-

diation Detector (DELRAD probe)

weighslessthan 22gramsand mea-

sures50mmX45mmX27mm.The

small size replaces the equivalent of

two GeigerMller tubes, each of

length of four to five inches- used for

measuringradiation,thus achieving

thecompactness, a significantaspect

of robotics. DELRAD probe fitted in a

UAV can provide streaming data of

nuclearradiation.

Purpose: Generation of data of nu-

clear radiation in incidents such as

oneinMayapuri,Delhi,orincasester-

rorists resort to radiation as the

weapon against masses. Fitted on

UAVNetra.Devel opmen t stage : Complete.

The work of integrating DELRAD

probe with ROV Daksh is currently

underway.

WHATPRIVATEINDUSTRYINROBOTICSEXPECTSTheforcesremainwaryofDRDOsan-

nouncementsgiventhecostandtime

overruns that almost all DRDO pro-

jects areplague dwith. Theprivate in-

dustry too echoes similar feelings,

though from the other end, that of

supplying, developing and integrat-

ingthesystems.Inanareaasnicheas

robotics, the private players are

aheadof DRDO laboratoriesasit was

ondisplayattheexhibitionareaoftheseminar, though, their domain re-

mains specific to civil applications

and depend completely on DRDO to

float requirements for military pur-

poses. One of the dealers, whose sys-

tems have been integrated on

DRDO-developed robotic platform,

said,Thepoliciesneedtochangeina

mannertoencourageprivatepartici-

pation not only in development, but

even in conceptualising. For in-

stance,evenifaprivatedeveloperhas

a futuristic,creativeand feasible idea

todevelopa roboticsystem,hehasto

wait for DRDO to float requirementsforhisideastomaterialise.Ishouldbe

given an opportunity to develop for

thearmedforces,thetechnologythat

DRDO has never thought of. Why

cant I talk directlyto theuser the

forcesanddevelop?

Another integrator said, Robot-

icsisacomplexareaandIndiandevel-

opments are limited to primarily

integrating the imported compo-

nents. We need a bottom-up ap-

proach,whereinthedevelopmentand

production of the sensors, actuators,

compositesandothersuchelementsis

encouraged.We seemto havemissed

that bus as a nation. The gap be-

tween research and development is

another area feels this integrator.

There are two aspects of research

appliedresearchandfundamentalre-

search.The appliedresearchinvolves

integration of existing platforms de-velopedbyothercountriesonoursys-

tems. Fundamental research

howeverisaboutinvention.Thisarea

doesnotexistinIndiaasmuchasitex-

ists in countries such as USA, UK or

even Israel. We do not encourage re-

searches that do not guarantee out-

put.Studentsin Indiahavepotential.

Weneed tointegratethatwiththe re-

quirements of our end-users. This

holdstrueespeciallyin complexareas

suchasrobotics.

5

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Various military-robotic unmanned systems including ROV Daksh, UAV Netra, UGVs, DELRAD, MUNTRA and

Entomopters are currently under development in different DRDO labs in the country

DRDO and unmanned warfare

THEFORCES

REMAINWARYOF

DRDOS

ANNOUNCEMENTS

GIVENTHECOST

ANDTIME

OVERRUNS

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THECochin Shipyard Limited (CSL),

which began operation in 1972,

has exported 40 ships in the past

one decade. CSL has made its pres-

ence felt in maritime industry

through shipbuilding and repair of ships, both

defence and commercial.

The shipyards state-of-the-art facility

includes a modern marine coating shop, CNC

plasma cutting, 1,200 tonne hydraulicpress, 13-metre plate roller, shearing ma-

chine , one-side welding machine, CO2 weld-

ing and 80 cranes ranging from 10 T to 300

T. Based on the infrastructure and quality of

construction, the Indian Navy had assigned

the CSL the construction of Indias first in-

digenous aircraft carrier.

Apart from the first indigenous aircraft car-

rier, the CSL has undertaken the construction

of 20 fast-patrol vessels for the Indian Coast

Guard. These ships, although small in size, are

capable of a high speed of 33 knots.

The yard is also presently constructing

three offshore support ships for international

owners based in Norway. These vessels will be

filled with ballast water treatment plant to pre-

vent and ultimately eliminate risks to the envi-

ronment arising from the transfer of harmful

aquatic organisms and pathogens. The vessel

with accommodation for 28 persons also meets

the requirements of high comfort levels and

very low levels of noise and vibration.

The CSL has also signed a contract with Di-

rectorate General of Lighthouses & Lightships

(DGLL) for the construction of high -tech one

buoy tender vessel last year. This multipurpose

vessel is used for transporting and placing

buoys in positions at deeper depths, recovering

buoys and their moorings for examination and

overhaul, attending on their lighting equip-

ment, towing and mooring of light vessels, dis-

tress management, etc.

Ship repair is another area where the yard

has been performing a yeomens service to the

repair and maintenance of strategic ships of

the nation. There is an acute shortage of ship

repair facility in the Indian Ocean area, the

nearest repair hubs being situated in the Mid-

dle East and Singapore. Immense opportuni-

ties exist in repairs of rigs/semi submersibles

and other offshore vessels and creation of fa-

cilities to tap this potential market appears to

have good prospects.

The existing aircraft carrier of

the Indian Navy, INS Vi-

raat, has been looked af-

ter by the yard for the last 20 years. This

1950s- vintage aircraft carrier is still going

strong, thanks to the engineering expertise of

the CSL repair team. Apart from this, the yard

has also repaired rigs of ONGC which are cru -

cial for its exploration activities. The increase

in the drilling capacity of Sagar Vijay, drill

ship of ONGC, from 300 M to 900 M was one

of the most important ship upgrades under-

taken by the yard.

Apart from the above, the yard has taken

up many complex and sophisticated repairs

to various types of ships including bulk carri-

ers, tankers, passenger ships , oil rigs and de-

fense vessels.

The yard proposes to set up a ship-lift sys-

tem in the above facility to cater to repair of

smaller ships, so that the yard can take up re-

pairs to bigger ships in its existing facility.

In order to bridge the skill gap and build up

the marine engineering skills in India, the

yard set up the Marine Engineering Training

Institute in 1993. Today, this is the most re-

puted marine engineering training institute

in the country. The yard has a capacity to

train 140 graduate engineers every year.

CSLs Marine Engineering Training Institute

has been rated excellent by Credit Rating

Agency (CARE) since 2004.

Cochin Shipyards vision is to emerge as a

leading international shipbuilding and ship-

repair yard. In order to achieve this vision, CSL

had looked at investing in a high-definition dry-

dock. However, due to the downturn in ship-

ping industry, the plan was shelved. Now, with

the construction of the IAC reaching an ad-

vanced stage, the yard is planning to go in for a

dock capable of repairing jack-up rig, semi sub-

mersibles and large aircraft carriers.

7

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DELIVERS THE ADVANTAGE

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n Multi-mission unmanned aircraft systems and interoperable ground

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Our combined strength can deliver a decisive advantage to Indias armed forcesand Ministry of Home Affairs professionals.

WITH their calender

booked till 2024,

the Mazagon Dock

Limited is moving

towards the second

phase of the Rs 826 crore modernisa-

tion project, with the yard looking to

build its most recent contract, Project

15 Bravo, under the Integrated Modu-

lar Construction style.

The yard, which gifted the country

the first gas turbine-propelled, multi-

purpose destroyers, aroun d the turn of

the century, is slowly shedding its tra-

ditional style of shipbuilding as it

moves towards indigenous build capa-

bility. The yard, consider ed to have the

most suitable environment and space

to build destroyers, is involved in

building three war ships under Project

15 Alpha (considered to be advanced

versions of Delhi-class destroyers),

which when commissioned will form

the Kolkata Class.

Project 15 Bravo, with a deadline

of 2018, for the first of the four vessels,

looks to adopt finer details of integrat-

ed platform and advanced weaponry

and sensor management. Scorpene

submarines with its new deadline of

September 2016 has also been under

constant spotlight.

We have put our Express of Inter-

est and are looking for experts from

countries with shipbuilding back-

ground to assist us in the modular

workshop. It's a global tender and we

are looking for a good participation,

says Rear Admiral (retired) Rahul Ku-

mar Shrawat, Chairman and Manag-

ing Director, Mazagon Dock Limited.

On Scorpene, I can say that the hull

of all the six are complete. We assure

the most stringent level of tests and we

are seeing the results. In most of the

quality tests, the rejection rate is

small, he added.

Meanwhile, with its designs, the

destroyers Project 15 Alpha and

Project 15 Bravoare expected to

adopt the same style of integrated plat-

form model used by the Delhi class,

along with the improvised stealth fea-

tures. While the destroyers equipped

with advance missile system (the

Kolkata Class will have BrahMos sur-

face-to-surface missiles, rocket

launchers, torpedo tube launchers,

sonar Humsa, EWS Ellora and AK-630

guns), the shipbuilders are expected to

shape the corners giving more stealth,

with better sensory and weapon man-

agement systems. But the yard's profi-

ciency remains in the efficiency

shown by Delhi Class's integrated plat-

form management. According to navy

experts, a destroyer or a war ship's

ability comes in taking decisions in re-

al time, which an integrated platform

helps. In an integrated-platform man-

agement , decision makers are able to

control real-time information, as

there is connectivity between the war

strategy room, command facility and

bridge.

At the dock meanwhile, a Goliath

crane and a wet basin along with the

modular workshop form the compo-

nents of the new style of shipbuilding.

The idea is to decrease the time taken

in building war ships as in the new sys-

tem the emphasis is on time manage-

ment, adds Shrawat. Unlike the

traditional method, where the ship is

shaped around the keel and then taken

out to the water where its refitted, in

the new system, workers will stitch the

equipment onto different modules of

the ship and then assemble it together

at the slipway. With the new Goliath

crane equipped to handle a weight of

300 tonnes, the bulk of the ship would

be easily transported, cutting delay.

The wet basin with an added draft is al-

so expected to help.

While the first of Kolkata Class

(named after maritime cities) is to be

ready by 2013 end, the rest have their

deadlines set, Kochi in 2014 and

Chennai in 2015. Project 15 Bravo

have their deadlines set, with the first

war ship in 2018, and the re st to come

in every two years, with the last to be

delivered in 2024.

Mazagon Dock, which gifted the country the first gas turbine-propelled, multi-purpose destroyers around the turn of the century, is slowly

shedding its traditional style of shipbuilding as it moves towards indigenous capability

Apart from the first

indigenous aircraft

carrier, Cochin Shipyard

has undertaken the

construction of 20

fast-patrol vessels for the

Indian Coast Guard.

These ships are capable of

a high speed of 33 knots

Modernisation at Mazagon Dock

IN THE NEW SYSTEM, WORKERS

STITCH THE EQUIPMENT ONTO

DIFFERENT MODULES OF THE SHIP

AND THEN ASSEMBLE IT TOGETHER

AT THE SLIPWAY

CSLS M ARINE

ENGINEERING

TRAINING INSTITUTE

HAS BEEN RATED

EXCELLENT

SINCE 2004

ALL SHIPSHAPE AT COCHIN

VIKRANTS CAPABILITIES

The 37,500-tonne carrier has been

designed to attain speeds in excess

of 28 knots, and to carry 36 aircraft,

17 in the hangars and 19 on deck. Itis powered by four LM 2500 gas

turbines that will generate over 80

MW, enough to light a small city. It is

designed to sail for over 8,000nautical miles in a service period over

three decades. Its main weapon will

be its fighter aircraft.

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9

THE Indian Naval Aviation

completed 60 years onMay 11, 2013. It is on this

daythat thefirst squadron

ofMiG-29KINAS 303was formally

commissioned into the Indian

Navy. But the roots of Naval Avia-

tion go back to as early as 1948,

when a new directorate of Naval

Aviation was set up at Naval Head-

quarters (NHQ). While then Com-

mander Y N Singh became the first

NavalAviatorto qualifyas apilot,it

was Lt Commander, later Chief of

Naval Staff, Admiral (retd) RH

Tahilianiwho became thefirstIndi-

an pilot to land on an aircraft carri-

er.Today,yearsdownthelane,what

makes this past a golden history is

theglorioustransitiontheNavysair

armhasundergone overthepast60

years. From the first Indian Aircraft

carrier INS Vikrant, the erstwhile

HMSHermes,to thenowundercon-struction Indian Aircraft Carrier

(IAC),alsoto benamedINSVikrant,

thejourneyof Naval Aviationis one

thathastransformedhand-in-hand

with the navys aspirations to be a

bluewaterforce.

InhisbookDownwindFour Green,

Vice Admiral (retd) Vinod Pasricha,

former FOC-in-C of Mumbai- based

Western Naval Command, traces the

infancy stage of what he calls navia-

tion. In his words: After indepen-

dence, India was very keen not to

merely expand the Navy, but also to

purchaseat leasttwo aircraftcarriers.

However,our financialsituation, lack

ofnaval flyingexperienceand theKo-

reanwar delayedthis decision.Under

Capt H C Ranaldof Royal Navy who

had taken over as our first Chief of

Naval Aviation (CONA), ambitious

andoptimisticexpansionplans,whichenvisaged an inventory of 300 air-

craft, were put forth. 10 (selected pi-

lots)sailedtoEnglandinMarch1949.

Andthough the countrys finan-

cial situation forced the Navy to ac-

quire only one aircraft carrier in

1961, today, almost 52 years after

INSVikrantbecameapartofNavy,its

planstoacquiremultipleaircraftcar-

riers remain a more significant re-

quirementnowas dictated bythe in-

creased importance of the Indian

Ocean Region (IOR), the so called

Chinese strategy of string of pearls

and piracybesidesothers. Afterhav-

inggonethrougha a long spellof op-

erating only one aircraft carrier,

whichcontinueseventodaywithINS

Viraat, there seems to be hope at the

otherendofthetunnel.

While INS Vikramaditya, Russ-

ianAdmiralGorshkov,is expectedtobehandedovertotheNavybytheend

of 2013, what may take us closer to

theinitialplansofhavingtwoaircraft

carriers is the IAC-1 which is being

builtinCochinShipyardwithapossi-

ble delivery by 2018. Though the

country mightgo througha phaseof

possessing only one aircraft carrier

betweenthedecommissioningofpre-

sentINS Viraatand the commission-

ingofIAC-1,accordingtoViceAdmi-

ralPasricha,thereis nooptionbut to

havethree operationalaircraftcarri-

ers,astagewhich,IAC-2,stillinplan-

ningstagemayhelpreach.Weneed

one each on western coast and east

coast,whileoneisrequiredasastand-

byduringrefitandmaintenance,ac-

cordingtoPasricha.

Besides being the story of the

Vikrants, Viraat and Vikramaditya,

thejourneyofNavalAviationisalsoa

tale of its aircraft. From flying the

Sealand INS 101 aircraftfollowedby

the Seahawks, Sea Kings, Sea Harri-

ers,Mig-29Ks andnumerousothers,

theNavy istoday operatingover200

aircraft. According to the 14th Plan,

this number is expected to double,

making it larger than most of the re-gional air forces. The present fleet of

SeaHarrierswith thelimitedupgrade

isexpectedto serve till2015-16. The

firstprototypeofnavalvariantofLight

CombatAircraft(LCA)Tejashasstart-

ed flying and Mk- II is expected to be

ready by 2018. The already- being-

acquired Boeing P-8 I will be impart-

ing long-range anti-submarine war-

far e, a nt i- surface w ar fa re,

intelligence, surveillance and

reconnaissance capabilities to the

Indian Navy along with its fleet of

helicopters.

When it comes to manpower,

training and even the technical ad-

vancements, the Navy has always

takenthelead.Navywasthefirstone

to adopt net-centric capabilities

among thethreeservices.This tech-

centricity has always pronounced

the need of engineer-officers in theNavy. Over years, the air arm of the

navyhasits own,full-fledgedtrain-

ing regime. The decision to not cre-

ateaflyingschoolfornavalpilotshas

been a conscious one, say veterans

who stress upon the sea- centric-

orientationofIAF-trainednavalpi-

lots as the key to expertise in flying

over the seas. While IAF is expected

to continue training naval pilots in

theyearstocome,the numbersthey

train remain limited (between 20-

50per year).To catertothe increas-

ingrequirementsof pilotsto flytheir

aircraft, the Navy has signed a con-

tract with Indira Gandhi Rashtriya

UdaanAcademy(IGRUA)wherethe

first batch of pilots commenced

training from June 1. While its ob-

servers are trained at the Observer

School in Kochi, lady officers are

posted as observers at its shore-basedaircraft.

Finally,whetherthe Indian Navy

is a regional force or a blue water

navyis anargumentthat willcontin-

uefor yearsto come. Butevenforsea

denial, sea control and the extended

roletheNavyhasbeenplayinginanti-

piracyoperations,Searchand Rescue

(SAR)missions,theairarmofthenavy

hasnowbecomeaforceinitself.

Naval Aviation, a force in itselfFrom flying the Sealand INS 101 aircraft to the Seahawks, Sea Kings, Sea Harriers, Mig-29Ks and

numerous others, the Navy is today operating more than 200 aircraft

ACCORDINGTO

THE14THPLAN,

THENUMBEROF

AIRCRAFTMAY

DOUBLE,MAKING

ITLARGERTHAN

MOSTOFTHE

REGIONALAIR

FORCES

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10

INCREASINGLY, governments

andpeoplearoundtheglobeare

feeling a growing need to pro-

tect assets that are of strategic

importance to their national sover-

eignty. In response, Raytheon has

leveraged its experience as a global

defense and aerospace system

provider to develop an array of pro-

tection solutions customised to spe-

cificcircumstancesandneeds.

AIRTRAFFICMANAGEMENT

Air traffic management is a priority

business areafor Raytheon in India,

Asia Pacific and globally. With air

traffic set to double and air cargo

tripleby 2030, the company is wit-

nessing the rapid pace at which the

worlds airspace needs to be mod-

ernised to safely accommodate the

growth.Two-thirdsof theworlds30

busiest airports (by aircraft move-

ments) have or are scheduled to use

Raytheonsystems.This includesthe

next-generation AutoTrac III au-tomation systems, already in opera-

tion at Indias three busiest airports

Mumbai, Delhi and Chennai

and the AutoTrac technology used

by Tata Power for the Indian Air

Forces modernisation programme,

MAFI.AutoTracIII isalsonowoper-

ationalin Dubai andis currently be-

inginstalledinHongKong.

The Indian GPS-Aided Geosyn-

chronous Augmented Navigation

(GAGAN)System,whichwillprovide

satellite-based navigation for civil

aviationover Indianairspaceand ad-

joining areas in South and East Asia,isonscheduletogointooperationthis

year. This is a true partnership be-

tween Raytheon and the Govern-

ment of India. Raytheon is building

the ground stations for the GAGAN

System, and the Indian Space Re-

search Organization (ISRO) and Air-

ports Authority of India (AAI) are

providing the space segment, addi-

tional ground equipment, as well as

participating in the integration and

operating the system. GAGAN will

enhancethe GPSsignalenablingair-

linestoflymoredirectroutes,increas-

ing capacity and efficiency whilereducing delays and fuel burn.

Raytheon isthe worldleaderin satel-

lite-basednavigationforaviationand

thisyeartheU.SFederalAviationAd-

ministrations(FAA)WideAreaAug-

mentationSystem(WAAS)marks10

yearsofuninterruptedsignalservice.

STRATEGIC INFRASTRUCTURE

PROTECTION

Raytheonisalso ideallypositionedto

leadthe integration anddeployment

ofstrategicinfrastructureprotection

solutions forcustomers everywhere.

Raytheon integrates its own protec-

tion and cybersecurity technologies

together with its network of global

partners to provide proven systemssolutions.Thecompanyappliesengi-

neering expertise, built on large de-

fense systems to ensure layered

protection of strategic assets critical

toacountryanditscitizens.

Raytheondeliversdifferentlevels

ofprotectionbasedonthecustomers

needs.These rangefrompassive pro-

tection that provides situational

awareness through monitoring to

non-lethal engagement that delaysintruders until security forces can

respond. The company can also de-

liverlocalarea defensethatincludes

combat capability against manned

or unmanned threats to broad area

defense that provides extensive lay-

eredprotectionintegratedwithoth-

er national defenses to defeat a

varietyofthreats.

All countries have assets criti-

cal to their economies and popula-

tion;Indiais noexception. Manyof

these strategic infrastructure as-

setsare vulnerableto damaging at-

t ac ks , f ro m s im pl e t he ft t o

coordinated terrorist attacks.

Raytheon is recognised globally as

a provider of high-quality defense

systemsandisabletoleverageitsdi-

verse portfolio and global partner-

ships to tailor protection solutions

for d efens e a g ains t ev olvingt hr ea ts . The com pa ny b rings

decades of experience in providing

completelifecycleandlogisticssup-

portforthesystemsitdevelops.

Raytheon: Trusted partner andtechnology leader in defense & aerospace

AIRTRAFFIC

MANAGEMENTIS

APRIORITY

BUSINESSAREA

FORRAYTHEONININDIA,ASIA

PACIFICAND

GLOBALLY

DRLAXMANKUMARBEHERA

THE growth of Indian war-

shipbuildingindustry has

been phenomenal ever

sincemid-1950swhenthe

governmenttook thedeci-

sion to construct indigenously some

minor vessels like patrol craft, mine

sweepersand surveyships.Today, the

industry is not only capable of con-

structing all types of major warships

ranging from aircraft carrier to nu-

clear and conventional submarine,

and stealth frigate and destroyer, but

has also successfully carved out a

niche for itself in Indias otherwise

moribund defence industry. Having

indigenously constructed more than

90warshipsandwithanexecutionor-

der for another 44-odd ships, Indian

naval shipbuilding industry has also

achieved a degree of self-reliance

whichnoothersectorinthedefencein-

dustryhasachieved.

However, beneath these shiningindicatorsliesomefundamentalweak-

nesseswhichneedtheurgentattention

of the policy makers. First, the naval

shipbuilding industry, despite its suc-

cessinwarshipconstruction,hashard-

lyexecuteda major projectwithin the

sanctioned budget or in time. The

ComptrollerandAuditorGeneralofIn-

dia (CAG) has repeatedly highlighted

this aspect in its various audit reports

pertaining to the defence ministry-

ownedshipyards,whichconstitutethe

backbone of Indian warship building

industry. In a report presented to the

Parliament in March 2011, the CAG

hadobservedcostoverruntotheextent

of260percentand226percentinPro-

ject 17 (Shivalik class of Frigate) and

Project 15A (Follow-on Delhi Class of

Destroyer),respectively.It hasalso ob-

servedtimeoverrunof more thanfour

yearsintheconstructionofthefirstship

oftheProject17. Comparingwithma-

jorinternationalshipyards,theCAGal-

so had noted that Indian defence

shipyardstakemuchlongerperiodsto

buildsimilarwarvessels.Evidently,at

this speed of construction, the Indian

shipyards, particularly the defence

shipyardsare notin a positionto meet

thegrowingrequirementsoftheIndian

maritimeforces.

A part of the inefficiency as high-

lightedbythesupremeauditorisdueto

the lack of competition within the

naval shipbuilding sector. It is note-

worthythatalthoughthegovernment

has since 2001 allowed 100 per cent

participation of Indian private sector

in defence production, the private

shipyardsdonotenjoytheleveloftrust

thatits public sectorcounterpartsen-

joys.So far, all themajor warshippro-

jectshavebeen awardedtothe defence

ministry-owned shipyards on nomi-

nation basis without any regard to

theircapacityand,attimes,competen-

cy. The Project 28 contract with the

MoD-owned Garden Reach Ship-

buildersandEngineersLtd (GRSE),for

constructionoffourASWCorvettes,is

aglaringexampleofgovernmentsap-

athytowards privatesector.The con-

tract was awarded to the GRSE not

becauseof theshipyardsinherentad-

vantage, but because Mazagon Dock

Ltd(MDL),anothershipyardunderthe

Defence Ministry, was already over-

loaded.Nooptionwasexercisedtohar-

nesstheexpertiseofthe privatesector,

even though the latter has shown its

competitivenesswheneverithasgot a

little chance. The assurance of orders

to the Defence Ministrys shipyards

have,however,providedverylittlein-

centive to them as they see no com-

pelling reason to improve their

productionprocessand inventoryand

manpowermanagement.Notsurpris-

ingly,thecostandtimeelementsofthe

projectthey areentrusted withtake a

backseatinsuchkindofarrangement.

Thesecondcrucialelementthatis

absentinIndianshipbuildingindustry

isthedesigncapability.Sofar,theIndi-

anNavyhastakentheleadroleinwar-

ship design, with shipyards being

responsible for translating such de-

signsinto construction.Navysrolein

design hasalthoughbrought itcloser

to the production process, which has

probably led to higher indigenisation

innavalshipbuildingthan inany oth-

erdefenceproductionsector,ithasun-

wittingly prevented shipyards from

thinkingbig.The separationof design

and other R&D from shipyards core

areaofactivitieshasnotallowedthem

to grow as an independent industrial

entity as seen in other countries. The

dependenceonNavyfordesignhasal-

so diluted shipyards accountability

since thedesignsthey arethrust upon

are often changed mid-way, necessi-

tating a revision in construction plan

andprojectcost.Moreover,theNavys

design capability does not seem to be

enoughtomeettherequirements.This

isprobablythereasonwhythegovern-

menthasatakenthedecisiontoestab-

lishtheNationalInstituteforResearch

and Development in Defence Ship-

building(NIRDESH)toaugmentcapa-

bilityinsucharea.

Lastbutnotleast,theIndiannaval

shipbuilding industryas a wholesuf-

fersfromlowvalueadditionbecauseof

absenceofastrongancillaryindustry.

Presently, most of machinery and

equipment,besidesweaponsandsen-

sors that go inside a warship, are im-

ported. The gap in indigenous

capability is further illustrated in the

recentlyannounceddocument,Tech-nology Perspective and Capability

Roadmap(TPCR),which theDefence

Ministry intends the industry to take

note of for building indigenous capa-

bility forhigher self-reliance. Among

others, the TPCR identifies gaps in

most areas of ancillary industry,

ranging from marine engineering to

prime movers for generators, ma-

chinery control systems, and auxil-

iary equipment, which are presently

being imported. This is not only an

unhealthy situation from industrial

pointof viewbutfromIndiasself-re-

lianceperspectivealso.

(Theauthorisaresearchfellowat

InstituteforDefenceStudiesand

Analyses(IDSA),NewDelhi.Views

expressedarehis own.)

STREAMLINING INDIAN SHIPBUILDINGToday, the industry is not only capable of constructing all types of major warships ranging from aircraft carrier to nuclear submarine

and stealth frigate, but has also successfully carved out a niche for itself in Indias otherwise moribund defence industry. However,

beneath this shining achievemnt lie some fundamental weaknesses which need urgent attention of the policy makers

SHIPBUILDING

INDUSTRYASA

WHOLESUFFERS

FROMLOWVALUE

ADDITION

BECAUSEOF

ABSENCEOFA

STRONGANCILLARY

INDUSTRY

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11

THE airport in New Delhi,

which is operated by the

GMR Group, can boast of

being one of the best air-

ports in the country in

terms of security with the help of five

level in-line baggage-screening sys-

tem, vehicle-checkingsystem,sophis-

ticated CCTV system with more than

3,100 cameras and four layered

PerimeterIntrusionDetectionSystem.

Theseupgradedsecurityfeatures

have made the Delhi airport one of

the safest in the country and also

amongthe mostsecurein theworld,saytheauthorities.

Among them, the five-level in-

line baggage-screening system is the

firstforIndia.Rightaftercheck-in,de-

parting bags are automatically

screened using high-end explosive

detectionsystems.TheseX-raybased

machines detect items and sub-

stancesinbaggagethatmightbeused

forunlawfulinterferencein aviation,

orterroristattacks.

Anybag,whichcouldbefoundto

beathreat,goesthroughfourlevelsof

securitycheck.Inthefirstthreelevels,

it is checked through images and

manual intervention begins at the

fourthand fifthlevel. The passenger,

who owns the bag, is called in the

fourth level and the bag is opened in

hispresence.Thefifthlevelisrequiredonly when the baggage is detected

withobjectionableitems andis taken

outoftheterminalbuilding.

Not only does the system check

bags, it also keeps people manning

the system on their toes by generat-

ingfakeimages.Thesystemofgener-

ating fake images is called threat

image projection system (TIP).

Through these images, the security

personnels presence in the work is

tested, thus keeping their attention

levelshighalways.

Fromcheck-intoloadingontothe

aircraft,theairportoperatorfollowsa

stringent security protocol recom-

mended by Bureau of Civil Aviation

Security,The InternationalCivilAvi-

ation Organisation regulating inter-

national security standards and en-

dorsed by the airline body, Interna-

tionalAirTransportAssociation.

The close-circuit television

(CCTV) cameras in and around the

Delhiairportarealsouniqueandcon-

tradict the general perception that

cameras can only record incidents.

The 3,100-odd cameras in and

aroundtheDelhiairportcannotonly

recordbutalsoraiseanalarmthemo-

ment they detect anything unusual.

An informant CCTV system

makes the detection of an incident

muchfaster,asit isnoteasyto detect

an incident immediately when the

footage being monitored is from

3,100 cameras. Inthis case, themo-

ment something unusual happens,

the person monitoring the camera

can see the live feed as well as the

recording of the untoward incident.

Thismakesthedetectionmuchfaster.

The footage from the operations

sideismonitoredbytheairportopera-

torandfromareasapartfromopera-

tionsismannedbytheCentralIndus-

trial Security Force. Around 4,500

CISF personnel monitor the airport

bothfromoutsideandinside.The external security that in-

cludesroadsapproachingTerminal3

and Terminal 1 is manned by the

CISF. The force has put a number of

barricadesto monitor the vehicles. It

alsocarriesoutchecksinsidethevehi-

cles whenever required. Every car is

scanned on entering the parking

area, where sniffer dogs also do the

round.TheparkingareaatT3canac-

commodate4,500cars.

The airport also has a four-level

Perimeter Intrusion Detection Sys-

tem(PIDS)tosecure37kmsoftheair-

portperipheryfromtrespassers.

All the monitoring in terms of

alarmsfromcameras,PIDS andvari-

ousotheralarmsis doneat a state-of-

the-art Security Operational Control

Center (SOCC) at IGI Airport. This

centre operates round the clock un-

derthechargeofCISF.

AtthisSOCC,allthefeedsreceivedfrom the elaborate CCTV coverage

network at IGI Airport and also the

Perimeter Intrusion Detection sys-

temismonitored.

TheairportinDelhi wasspecial-

ly chosen by the government to

showcase the security standards

maintained at the airports in India

for the International Civil Aviation

Organisation Audit of the country

inFebruary,2011.

The IGI airport was found to be

fullycompliantwiththeprovisionsof

the Annexure 17 & National Civil

Aviation Security Programme

(NCASP)duringtheICAOaudit.Asof

now, the CISF is the designated

agencyfortheprotectionofcivilavia-

tionoperationsattheairport.

How they secure the airportIndira Gandhi International airport has several levels of security which operate with utmost efficiency

AMONGVARIOUS

SECURITY

FEATURES,THE

FIVE-LEVEL

IN-LINEBAGGAGE-

SCREENING

SYSTEMISTHE

FIRSTFORINDIA

W

HILE the depleting

squadron strength of

the IAF is likely to be

taken care of by the

MMRCA, LCA, Fifth-GenerationFighter Aircraft (FGFA) and the up-

gradesofitsexistingplatforms,thereis

moretoIAFmodernisationthanitsair-

craft.AfterhavingoperatedthePecho-

ra,IglaandOSA missilesquadronsfor

years,the IAFiswitnessinga transfor-

mationin AirDefence(AD)systemsin

tandem with its doctrine, which, ac-

cordingtoopen-sourceliteratureisde-

fined as one structured to allow

wide-areasurveillancecoverage,high

degree of control of national airspace

and the tactical battle area, ability to

inflicthighattritionontheenemy,suf-

ficient system redundancy to ensure

thatbattledamagewillnotsignificant-

ly hamper sensor, data exchange or

command and control functions be-

sidesothers.AndwhiletheIAFcontin-

ues to acquire new systems the

radars,SAMsand sensors to meet

its doctrinal requirements, it is inter-

esting to observe the Indian content

in these acquisitions,especiallyin the

backdropoftherecentchangesinDPP

which give priority to Buy (Indian),Buy & Make (Indian), Make (Indian)

andlastly,Buy&MakeandBuy(Glob-

al).Hereisalookatthefewindigenous

elementsofAD systemsthatarein the

processof becominga partof IAFsin-

ventoryinthenearfuture.

Thisbasic doctrineofthe IAFpub-

lished in September 2012, which is

available in the open domain, lays

stressupon establishinga mixtureof

ground-based and airborne weapon

systems, control and reporting

mechanism and integration of all

these units to provide in depth cover-

age as the principle requirements of

AD. The changed AD definitions can

thusbeachievedwiththehelpofstate-

of-the-art electronic warfare(EW) as-

sets,surveillance and reconnaissance

systems, airborne warning and con-

trol systems (AWACS), sound com-

mand, control, communications and

intelligence system, and ground de-

fenceequipmentalong withlogistical

andadministrativesupport.

As far as the weapon systems for

meeting these requirements are con-

cerned, theindigenous Akash SAMis

inthe processof getting inductedinto

the IAF along with DRDOs built-in

Rajendra radar system. The joint

statementissuedduringFrenchPresi-

dent Francois Hollandes visit early

thisyear alsounderlinedthe setting-

in-motionofDRDO-MBDAMaitriSR-

SAMprojectwhichwilltakecareofthe

IAFsshortrange airdefence thusre-

placingtheOSAAK-1defencesystem

of theIAF. Beingdevelopedjointlyby

Defence Research and Development

Laboratory (DRDL), MBDA and

Bharat Dynamics Limited (BDL),

Maitriformedoneofthemajorattrac-

tions of AeroIndia 2013. Besides the

ground-based radarsystems, someof

thesignificantadditionsto theIAFin-

ventory in the recent past are the

AWACS. The Embraer-mounted in-

digenous DRDO AWACS, for in-

stance, made quitea sensationin the

recently concluded Aero India. The

radar is likely to be inducted into the

IAF by 2014, and Air Chief Marshal

NAKBrowneinSeptemberreportedly

said that the system would be de-

ployed along the western borders.

Withthese as exceptions,majority of

IAFs array of sensors/radars remain

conventionallyimported.

Accordingto a seniorIAFofficial,

In the no-war-no-peace scenario,

thedefinitionof airdefence(AD)does

notremainlimitedtojusttheconven-

tional ideas of protecting ones vital

areas(VAs)andvitalpoints(VPs).Itis

aboutachievingaircontrolsoastobe

able to deploy air assets in a manner

dictated by the doctrine, which in

turnisdrivenbythenationsaimsand

objectives. Thus, AD today encom-

passes a rather larger canvas than

just protection, more so in the

changingglobaldynamicswhereter-

rorism/non- state actors are capable

ofcarryingout9/11likeattacks.And

whenthe demand-scenariois chang-

ingatafastpace,dependinguponthe

DRDO/Indian industry to develop

thesesystemmaybesuicidal.

But,is theIndianindustry/DRDO

ready to cater to these changing de-

mands? According to one of the offi-

cials of a solution- provider, The

domain of sensors and radars is dri-

venbycomponentsthatdemandpre-

cision. While the countrys defence

labs are good integrators, we are far

frombeing themanufacturersof pre-

cisioncomponents. We seemto have

missed the bus when it comes to the

manufacturing of critical compo-

nents.So,whilethecountrymaycon-

t in ue t o c at er t o t he I AF s

requirements of defence systems, for

usto manufacturethemin-houseis a

long shot, probably farther than the

rangeofanICBM.

A look at a few indigenous elements of air defence in the worksIndia in IAFs air defence

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2013 Raytheon Company. All rights reserved.Customer Success Is Our Mission is a registered trademark of Raytheon Company.

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as a trusted partner.

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