Chief of the Air Staff Air Chief Marshal P.V. Naik, in the concluding portion of his interaction with SP’s Aviation Senior Visiting Editor Air Marshal (Retd) V.K. Bhatia, highlights vital issues at the centre stage of the Indian Air Force’s efforts to adopt and assimilate the latest in concepts and technology

SP’s Aviation (SP’s): What is the latest on setting up the much awaited ‘Space Command’ to cope with the ever increasing challenges in this field? What will be the shape and size of the command? Also, how will it be ensured that in the likely set up, interests of the Indian Air Force (IAF) are fully safeguarded?

Air Chief Marshal P.V. Naik (CAS): The establishment of a ‘Space Command’ is a long and deliberate process. At present, an Integrated Space Cell (ISC) working under the aegis of HQ IDS (Headquarters Integrated Defence Staff) is coordinating the space requirements of all the three services. The ISC’s mandate is to interface with the ISRO (Indian Space Research Organisation), DRDO (Defence Research and Development Organisation), NTRO (National Technical Research Organisation) and other civilian organisations and also advise the services on building the requisite capabilities in the space domain.

Meanwhile, the IAF is consolidating its space requirements. The main thrust of the IAF is to leverage the existing space assets of the country to strengthen its infrastructure. Space based capabilities are increasingly being employed in the IAF for force enhancement role in areas like communications, surveillance, navigation, meteorology and SAR (Search and Rescue) applications.

The operational role of each service in future conflicts and utilisation of space assets in enhancing combat effectiveness would play an important role in shaping the future space organisational architecture. Though the envisaged ‘Space Command’ will be a tri-service setup in the years to come, the IAF strongly believes that it has a major role to play in shaping the future space organisation of the defence forces.

SP’s: It has often been stressed that the aerospace industry in India cannot be managed as just a public sector endeavour but needs to be integrated with the private sector to ultimately achieve the goals of self-reliance. What, in your opinion, should be done to realise the above-stated objectives and what role can the IAF play in achieving the end results?

CAS: The Indian aerospace industry is evolving rapidly. It has the potential and the technological skills of manufacturing, supplying and sustaining systems for the IAF. However, rapid changes/advancements in the field of aerospace technology and over-run of timelines have been the main reasons for the Indian industry not growing at a rate commensurate with technology. It also needs a huge capital investment along with a robust R&D set-up. To overcome these problems, the private sector could definitely provide help. On the part of the government and the MoD, sincere efforts are being made to make the Indian industry more competitive and self-reliant. More numbers of private industries are being encouraged to participate in the design and development of aerospace technology. DPP 2009 has also taken a few steps to encourage the participation of private Indian industries.

SP’s: As per the most current reports on China, it is preparing for short duration high-intensity conflicts along its periphery and has advanced considerably in the realm of missile and anti-missile warfare, cyber espionage and cyber warfare, and aerospace warfare. Has the impact of these developments been analysed and, if so, are there any parallel developments taking place in the Indian armed forces to fully meet the growing challenges?

CAS: We are monitoring all developments that affect our security and will take necessary and appropriate action. The Long-Term Perspective Plan caters for such developments and our requirements. I would like to assure you that the IAF is a formidable aerospace force, capable of thwarting any inimical designs by our adversaries.

SP’s: There is a general feeling that in the absence of the Chief of Defence Staff (CDS), the HQ IDS is nothing but an enlarged Defence Planning Staff which was its forerunner. What are your views on the subject?

CAS: Jointness is the way of the future. The changing security environment and nature of threats in the future would necessitate armed forces to operate jointly and in close coordination to achieve desired results. This is only possible if all planning and execution is done in a joint environment. The CDS has to be the single point of contact to the Defence Minister concerning all defence matters. In my opinion, the HQ IDS is doing a fair job towards enhancing integration between the three services. The services HQs and the HQ IDS have to create an environment which would help in accepting change willingly, with minimum turmoil.

SP’s: Human resource management has always been a challenging task for any organisation. Do the present human resource policies truly reflect the aspirations of the air warrior or do they need to be further honed to get the best results?

CAS: The air force is a war fighting organisation wherein human resources are extremely vital. War fighting calls for the ultimate sacrifice for the security of our nation. Hence, our human resources have to be the best as it is the man behind the machine who eventually decides the outcome of a military operation. It is, therefore, important that this resource is effectively trained and managed to produce optimal results. Towards the same, the IAF has a host of human resource policies covering practically every issue that impacts the air warrior. These are reviewed at regular intervals to assess their continued applicability to emerging human resource environments. When drafting a human resource policy at the service HQ, the primary inputs are drawn from the environment. This helps gauge the pulse and requirement of air warriors across various formations. These inputs are refined and produced as a human resource policy. Hence, policy is dictated with the twin aim of meeting service goals, personal aspirations and development. As far as honing of such policies are concerned, based on requirements of the dynamically changing human resource environment, the relevant policies are suitably honed and tuned to meet the aspirations of the air warrior in achieving the goals of the IAF.

SP’s: It has been often stated that for effective jointmanship, officers of the Indian armed forces and certain other government agencies should be trained together in the art of formulating national and military strategies and in applying operational art to achieve political objectives of war. For this and for higher education in defence and security studies, need for establishing a Indian National Defence University (INDU) and a National War-gaming Centre (NWC) has been felt for a long time. What is causing the delay in raising the INDU and what are your views on NWC?

CAS: Formation of the INDU is inescapable as it would ensure effective jointsmanship, assist in formulation of national and military strategies, as well as help in applying operational art to achieve political objectives. The College of Air Warfare, College of Defence Management and National Defence College would then be brought under the proposed INDU. The project is high on priority and is being actively pursued by Dir (INDU), HQ IDS. At present, the Draft Note is under preparation at the MoD for ‘In Principle Approval’ by the Cabinet. Also, the issue of accepting ‘UGC Norms’, which could result in the dilution of control of the armed forces over INDU, are being deliberated upon by the Ministries of Human Resource Development and Finance. Identification of location of the INDU has also taken time. Now the proposal offered by the Government of Haryana has been accepted and the other details are being worked upon.

SP’s: Notwithstanding the recent statements by the Prime Minister (PM), Dr Manmohan Singh, and you, is there a likelihood of the armed forces getting involved in India’s internal security problems, such as the Naxal militancy, which has been described by the PM as “the single biggest internal security challenge ever faced by our country”? Do you feel the country’s paramilitary and concerned states’ police forces will be able to manage on their own? What sort of role do you perceive for the IAF in anti-Naxal operations?

CAS: Naxal militancy is the single biggest internal security challenge faced by our country, and I feel that the state police forces and paramilitary forces would be able to handle the problem. The armed forces can provide the training and support role in these operations. The IAF could be employed for transport support, casualty evacuation and other support roles.

SP’s: Given the limited number of Kiran jet trainers left on the inventory of the IAF, do you believe that an all-jet training is a viable and sustainable proposition? What steps are being taken if any to provide replacement for the HPT-32 fleet and in what timeframe should we expect this to happen?

CAS: The all-jet training programme adopted by the IAF after grounding of the HPT-32 aircraft is a viable proposition, but not a sustainable one. Training on Kiran aircraft at the AFA (Air Force Academy) has already commenced with a modified syllabus. The course would move on to the next stage in time. However, with the Kiran resources being utilised at a faster pace, the IAF would soon face a shortage of Kiran aircraft, too, if the Intermediate Jet Trainer programme timelines are not met by HAL (Hindustan Aeronautics Limited). The crunch of Kiran resources would definitely be felt by 2012-13. A case for suitable replacement of the HPT-32 is being progressed at Air HQ. Request for proposals for 75 aircraft (buy) are being floated to global firms. These aircraft should start coming in by 2012 - 2013. The remaining ‘Make’ aircraft would be made by HAL and delivery is expected later.

SP’s: Do you agree with the prevailing premise that the defence procurement process is still far from satisfactory, resulting in it being one of the major reasons for the delay in capability building of the armed forces? If so, what is being done to refine the process?

CAS: No, it is not correct. A time bound procedure, as laid down in Defence Procurement Procedure 2008, is followed for all capital procurements. Waivers are sought at appropriate level in case of deviations from the laid down timeframe. These are being monitored at the highest level. The procedure is constantly reviewed and improved upon. You may be aware that DPP 2009 is now in use with effect from November 1, 2009.

SP’s: India’s failure to evolve responses to Pakistan’s asymmetric provocations has seriously damaged its deterrence and credibility. Do you feel there is a need to change this policy and, if so, what additional capability would the IAF require to be capable of a more assertive and result-oriented response?

CAS: The decision to take appropriate action against another nation rests with the national leadership. India is a peace loving nation which has no hegemonic designs. It prefers diplomatic dealings before resorting to a military response. As far as the IAF is concerned, it is fully capable and prepared to tackle any contingency, across the complete spectrum of conflict and to keep this edge, we continue to enhance our capabilities.

SP’s: What are your views on employment of women officers for combat duties? Would there ever be women fighter pilots in the IAF? If yes, in your opinion, how should this transformation take place?

CAS: It has now been over 15 years since the IAF inducted its first non-Medical Branch woman officer. In these 15 years, the employment philosophy has transformed itself to ensure better and widespread utilisation of women officers across the spectrum of branches. Today, women officers are employed in every branch of the service. As of now, we have about 800 women officers. Transport and helicopter women pilots are employed in operational roles. Similarly, women officers across the spectrum do not have any posting restrictions. Thus, in my opinion, women officers are being employed everywhere. But, at present, there is no plan to employ women as fighter pilots. Medical and physical demands are few of the constraints. In my appreciation, I do not foresee any change in this employment philosophy in the near future.

SP’s: What concrete steps are being taken to ensure availability of suitably skilled manpower in adequate numbers to absorb a plethora of new acquisitions and the many more in the pipeline?

CAS: A composite assessment of manpower requirement for the IAF for the next three Five Year Plan periods has been carried out. It is true that the force structure is poised to grow significantly over these years with greater requirement of trained manpower. Steps have been taken to address the manpower demands for the future. For one, manpower induction has been enhanced significantly over the last two years and such enhancement would continue over the next decade or so. A higher number of personnel are also being trained as instructors so as to address the induction increase. The training patterns have also been modified in keeping with the envisaged requirement of the future. It is felt that these steps would help meet the manpower requirement for the future force enhancement.