An important component of capability-based transformation is development of modern supporting infrastructure. A sound and secure infrastructure will enable the IAF to undertake its tasks in the most effective manner and thus, in the true sense, become a force multiplier in the days to come.

The Indian Air Force (IAF) is currently embarked on transformation into a capability-based force from an adversary-centric one with focus shifting from the tactical to the strategic. As the primary agency to be called upon to respond to crisis situations in the region or in other areas of interest, in the years ahead, the IAF would have a critical role to play. Its peacetime missions would include disaster management, deployment of peacekeeping forces and possibly preventive military intervention to maintain peace and stability. Such contingencies require the capability of speedy power projection over long distances through adequate strategic airlift and long-range strike capability.

An important component of capability-based transformation is development of modern supporting infrastructure. During the 1967 Arab-Israeli conflict, most of the 450 Arab aircraft lost were destroyed on the ground. This brought home the vulnerability of aircraft parked in the open, a lesson put to good effect by the IAF in the Indo-Pak conflict of 1971. The IAF understood that infrastructure that preserves precious aircraft assets on the ground, in effect serves as a force multiplier. While the IAF has adopted comprehensive measures to enhance infrastructure in several areas of activity, there will always remain more to be done. Areas of infrastructure development that the IAF needs to focus on are intelligence, surveillance and reconnaissance (ISR), space, logistics and transportation, airfields, networked information grid, public works and defence industry.

ISR and Space

Infrastructure development in this regime would include from space-based, aircraft-based and UAV-based systems to human intelligence (HUMINT), exchange of information amongst the services and civil agencies, both external and internal, and finally a communication network that transfers data, video as well as voice to the user as close to real-time as possible. The other area is for all stakeholders, including civil agencies, to synergise their efforts with the services so that the final picture is as complete as possible. A fine example of this synergy is the US plan to deal with Osama bin Laden.

Logistics and Transportation

Logistics requires the IAF to record the consumption of a variety of items and forecast of its requirements. It also needs to arrange the transportation of aircraft, weapon systems, spares, rations, petrol, oil and lubricants, clothing and even armament stores to the user. The project Integrated Material Management On Line System (IMMOLS), the software for which was developed by the Tata Consultancy Services (TCS), has enabled Air HQ to take quick action to place orders, reduce inventories and respond faster to the requirement of users. What was needed was a networking of all logistics functions so that the current consumption of over 5,00,000 items of spares is known in real time. The IMMOLS solution has not only obviated the concerns of the IAF on stock outs, delays, dependencies on individuals and inaccurate communications, but has also brought in a host of benefits like effective materials management, assets visibility for better utilisation of available resources, reduction in inventory levels and higher rates of serviceability of weapons systems and equipment.

Transportation of equipment and spares is most cost effective when it is carried out by road. However, transportation by air is preferred in inhospitable terrain or when the requirement is urgent. There needs to be synergised effort by all the three services to use air effort. This can be best done when their representatives sit together, draw out plans in advance for use of air resources. Those responsible for logistic functions need to ensure that this is done.

Airfield Infrastructure

Early last decade, a plan to upgrade the airfield infrastructure was approved by the government and was launched the Modernisation of Airfield Infrastructure (MAFI) Project which includes extension/resurfacing of runways and installation of modern navigational aids. On March 16, 2011, the Ministry of Defence signed a Rs. 1,094-crore contract with Tata Power’s Strategic Electronics Division (Tata Power SED) for modernising 30 IAF airbases across the country. Tata Power SED has 42 months to execute this strategically vital contract. Upgradation of airfield infrastructure will enable military aircraft to operate by day and by night in all types of weather with high degree of safety. This would apply to airfields in the mountainous regions of the North and Northeast, as well as the island territories. These airfields will also be available for operations by civil aircraft. Upgradation of airfield infrastructure will undoubtedly enhance operational capability of the IAF manifold.

Networked Information Grid

Information superiority assumes great importance in today’s digitised battlefield. In network-centric warfare, the coverage extends from Air HQ to all commands and their bases. The communication bandwidth should be adequate to cater to data, video as well as voice transfer. While space communications is overarching, it is also susceptible to jamming or even destruction by adversaries. Hence there is a need to build in redundancies, by means of wireless and even underground optical fibre cable which will provide greater security. This network will permit exchange of voice, data and video between all commanders so that planning, execution and interaction can take place in realtime prior to and during the battle. The planning of an integrated air campaign or even a localised air effort can be made speedier and safer by software programmes. The execution and results can be monitored in real-time as was the case during the operations by Mirage fighters’ attack over Kargil. This channel of communication will also permit exchange of information relating to logistics, personnel, medical and finance. It is understood that there is a plan to have a defence communication network that will allow the three services and the Ministry of Defence to interact with each other during contingencies. It is hoped that effective interface will be built amongst the communication protocols of the three services for speedier and secure communication.

Public Works

Public works is as important as operations as it is the foundation on which a sound and secure operational task can progress. At present, public works is the responsibility of the Military Engineer Service (MES). The two areas that need attention are expertise in public works which does not exist within the IAF and hence the reliance on the MES for specialist advice. Base commanders need to be given financial powers to disburse funds for works services based on progress of projects. An alternative is to make a project into a turnkey one, something which has found favour with the government as in the case of the MAFI being executed by Tata Power SED as well as other companies.

Owing to the possibility of exposure to enemy action, defence works are required to be more hardened than their civil equivalents. A good example is the location of North American Air Defence (NORAD), HQ, USA, which is located deep inside Cheyenne Mountains in the US. It is reported that Iran and China have also located their operations centres deep underground. There are lessons in this for the IAF.

Defence Industrial Base

This not only includes defence public sector undertakings (DPSUs), but also the Defence Research and Development Organisation (DRDO). The DPSUs, specifically the Hindustan Aeronautics Ltd (HAL), besides achieving good overhaul and repair capabilities, like the Chinese, needs to also reach high standards in designing aircraft. Competition needs to be introduced by pitting with the private sector and their management freed from the shackles of the government. This situation applies to other DPSUs too.

The DRDO needs to be accountable and project management be entrusted to a senior serving officer placed directly under Air HQ. The Naval model that Air HQ needs to emulate is one where the Directorate of Warship Design, functions under Naval HQ. The IAF also needs to depute more officers of the technical branch to DRDO and to defence PSUs, so that there is a better understanding of each other. These measures will, with time, enable India to progress on indigenous development of aviation with greater vigour and commitment.

Upgrade to world-class standard

What needs to be done is to bring the IAF infrastructure up to world-class standard. Infrastructure has a long gestation period, needs advance and integrated planning not only within the IAF but amongst the three services and other civil agencies to ensure that the end result is cost-effective, with least duplication.

A sound and secure infrastructure will enable the IAF to undertake its tasks in the most effective manner and thus, in the true sense, become a force multiplier in the days to come.