Vice Chief of Air Staff Air Marshal N.A.K. Browne, soft spoken and picture of sobriety, will take over as the Chief of the Air Staff on retirement of Air Chief Marshal P.V. Naik on July 31, 2011. He brings with him a wealth of experience both at the operational and management levels that will undoubtedly provide a renewed impetus to the transformation that is under way in the IAF. In a candid interview with SP’s Aviation, the VCAS spoke to Air Marshal (Retd) B.K. Pandey about the responsibilities that lie ahead in his next assignment.

SP’s Aviation (SP’s): As the Chief of the Air Staff-designate, what is your vision of the role and responsibilities of the IAF in the next 30 years to meet the challenges before the nation, which is emerging as a regional power?

VCAS: The IAF has come a long way from its beginning as a tactical force. We are transforming into a potent strategic force with full spectrum capability in keeping with our national aspirations. The IAF vision addresses not only the physical security of India but also the protection of our core values and enhanced national interests based on the country’s growth profile and aspirations. In the coming decade, the IAF envisions itself to be a modern force with cutting-edge technologies; flexible, adaptable and nimble. While I would be articulating my personal vision for the IAF only when I take over, I can mention at this stage that “people and mission,” would be the focus. It is only when we align the entire human resource with the mission of the IAF, we will be able to meet the challenges of a rapidly changing security environment.

SP’s: Today, the strength of combat squadrons has declined to under 30 and is likely to decrease further in the near future. What is your vision of the shape and size of the IAF in the next 30 years and in what time frame would the plans to restore the force levels be actually translated into reality?

VCAS: The IAF currently has around 34 combat squadrons comprising a mix of modern and older generation fighter aircraft and possesses the combat capability to face any challenge to our national security. Peaks and troughs are phases that all organisations go through. I would like to believe that we are close to the bottom of the loop in terms of the numbers and the only way forward in the coming years is to go up. Induction of new platforms and sensors over the next five years would ensure that the IAF retains its cutting-edge at all times. On a different note, I would like to reiterate that capability building and not number crunching is the way to achieve this.

SP’s: Do you feel that in a unipolar world, it would be desirable for India to develop a long-term strategic and military partnership with the USA in order to play a leading role in the region?

VCAS: Polarity today is determined not only by military power, but is also a function of economic power and the power of human capital. I do not agree that we are today in a truly uni-polar world. Try telling that to the Europeans or the Chinese. I think we are headed towards a multipolar world order with India displaying immense potential to contribute to this multipolarity. IAF has very cooperative and symbiotic relationships with most of the Air Forces in the world today, including that of the USA. We similarly have robust strategic relationships with Russia and look to building strong strategic relationships with the EU and countries like Brazil and South Africa.

SP’s: Development of the armed forces in India has been somewhat Pakistan-centric, humiliation by China in 1962 notwithstanding. How do you see the equation with China in the event of a full-scale military confrontation with or without collusion with Pakistan?

VCAS: While I agree that a Pakistan-centric approach was certainly a factor in the earlier decades, the strength and capability of the Indian armed forces allows us the flexibility of developing a capability-based force structure that caters to diverse threats across more than one front. The IAFs long-term perspective plan caters to such developments. The Government of India has initiated a major thrust for the development of the Eastern sector. The IAF has planned the necessary infrastructure development in the Eastern sector which is being executed in the Eleventh and Twelfth Five Year Plan periods. We are upgrading and operationalising several airfields and advanced landing grounds in the Northeast. We are also strengthening our air defence and offensive capabilities in this sector in a planned manner. We are aware of the operational capability of the PLAAF. I can assure you that in terms of capabilities, we are fairly balanced on both fronts. However, in terms of their air assets across our area of responsibility, we definitely expect to address the issue by capability-based quality assets that include platforms and infrastructure, apart from experience of our human resource to operate in varied terrain and environment. Some steps have already been taken in this regard.

SP’s: What is your view on the statement by the Head of Inter-Services Intelligence (ISI) of Pakistan that potential targets in India had already been identified and rehearsals carried out? How should India respond as a nation to this spirit of blatant aggression?

VCAS: I do not think that this comment warrants any reaction from our side. I would discount the statement as hasty and basically aimed at deflecting attention from the core issue that the people of Pakistan are asking their government.

SP’s: It has taken four years since the issue of request for proposal (RFP) for the MMRCA. In what time frame in your opinion can the IAF expect a final decision and induction of the selected aircraft?

VCAS: The process of procurement for medium multi-role combat aircraft (MMRCA) began in November 2004, as per the Defence Procurement Procedure (DPP). As you are aware, there were six contenders in the project. They were subjected to the gruelling process of technical and field evaluation in India and abroad and two aircraft viz Eurofighter Typhoon from EADS and Rafale from Dassault Aviation (which met all the requirements as stipulated in the RFP) have been selected as per laid down procedures. At present offset evaluation is in progress after which the commercial proposals of the two vendors will be opened to determine the lowest bidder. We are hopeful about the finalisation of the contract before the end of the year.

SP’s: Elimination of the F-16IN Super Viper and the F/A-18 Super Hornet is being seen by some as a setback to the Indo-US strategic partnership. What is your view in this regard?

VCAS: I must share with you here that our test pilots flew approximately 275 hours during the flight evaluation stage spread over 660 test points and all the vendors were highly impressed with the professionalism displayed by the IAF’s evaluation team. I must also mention that the only consideration which dictated the short-listing of the two aircraft i.e. Rafale and Eurofighter, were professional, technical and flight evaluation considerations. There were no strategic or political considerations whatsoever. The entire responsibility was left on the IAF and I am very proud that we did a good job. At the same time, people need to be assured that the Indo-US strategic partnership goes far beyond the MMRCA deal. Our military-to-military relationship has already entered a critical and self-sustaining phase with induction of C-130J and the likely induction of the C-17 strategic airlift aircraft. Overall, we should not read too much into the issue.

SP’s: In your view does the Indian aerospace industry have the capacity to absorb offsets worth $5 billion related to the MMRCA contract? What might be the effect on the induction schedule of the aircraft in case the Indian aerospace industry is unable to cope with such voluminous business in a limited time frame?

VCAS: The provisions and scope of the offset policy provides for multiple methods to discharge offset obligations. The vendors prior to submitting their offset proposals are expected to have interacted with their potential IOP (and would have identified and finalised their offset offers accordingly). For the MMRCA project, the offset proposals are currently being evaluated by the TOEC. Necessary penalty clause as per DPP would form part of the offset contract to ensure timely completion of the offset obligation by the vendor. It needs to be understood that even though the main contract and offset contract are executed co-terminus, the performance of offset implementation will not affect the main contract as they are two different contracts. It is a challenging task and I am quite confident that the Indian industry has the capability and capacity to absorb the offsets. You may be aware that the Tatas, Mahindras, and a host of other companies are gearing up for this.

SP’s: It is understood that the existing fleet of aircraft of Russian origin in the IAF are afflicted with poor product support by the OEM and that global tenders are being floated for the supply of spares. In this background, would it be prudent to go ahead with the fifth generation fighter aircraft (FGFA) and the MTA projects with Russia and sail into an uncertain future?

VCAS: Yes, I am aware that there have been some problems of product support for aircraft purchased from the erstwhile USSR. Russia has been a trusted and reliable partner of the Indian military aviation story for the last five decades. I am sure that we will be able to impress on them the need to deliver spares and products that meet our requirements.

FGFA and MTA are joint development programmes between India and Russia where HAL is an equal partner. In earlier cases, HAL was only a production agency. Therefore, under this joint development programme, better product and spares support can be expected. Towards this, HAL too would need to upgrade their facilities and expertise to jointly produce world class platforms.

SP’s: How does fifth-generation technology of the Russian aerospace industry compare with that of the US and Europe? How effectively will the FGFA fulfil the requirements of the IAF in the years to come?

VCAS: As per our understanding, fifthgeneration technology of the Russian aerospace industry is comparable to that of the US and Europe. As we have seen with Su-30MKI, Russian technologies have supported our capability building process in the past. FGFA will be a stealthy swing role fighter aircraft which will be a frontline force multiplier for the IAF in the next decade. Beyond this, I think it is too premature to comment on the potential of the FGFA.

SP’s: As per reports in the media, RFP for a new engine for the Jaguar fleet floated earlier has been withdrawn. What are the options before the IAF now for the upgrade of the Jaguar fleet?

VCAS: The RFP was withdrawn because one of the vendors pulled out. However, this is a temporary phase and the case for re-engining is being progressed as per the provisions of Defence Procurement Procedure.

SP’s: Are there any plans to acquire additional C-130J Super Hercules and if so, in what time frame? What has been the experience with the aircraft so far?

VCAS: Yes, there are plans to acquire additional six C-130J-30 aircraft from the US. These aircraft are expected to be inducted by 2014-15. We have inducted four aircraft so far and the experience of operating them has been good.

SP’s: What are the plans for the operational deployment of the Tejas?

VCAS: After the recent successful flight of the light combat aircraft (LCA) on January 10, 2011, initial operational clearance (IOC-1) has been achieved. Operational deployment would be decided after the final operational clearance. It is premature to comment on its operational deployment.

SP’s: The IAF has been without a basic trainer for nearly two years. What is the position with regard to selection of the vendor and in what time frame can the IAF expect induction of the new aircraft in numbers sufficient to resume training on the new machine?

VCAS: Seventy-five basic trainer aircraft are being procured from the global market. CNC commenced on April 21, 2011, and was finalised by the end of June 2011. The contract is expected to be concluded within this year and the delivery would commence 20 months after the date of contract. Feasibility of achieving expeditious deliveries will be discussed by the CNC with the L1 vendor.

SP’s: What has been the experience of the IAF with the Hawk AJT so far?

VCAS: The IAF has inducted 24 aircraft as direct supply from BAE Systems, UK. Further, till date, 25 licence-built aircraft have been supplied by the Hindustan Aeronautics Limited out of the contracted total of 42. Though HAL experienced teething difficulties in the manufacture of the initial batch of aircraft, these have now been overcome and the production rate has picked up well. The Hawk has proved to be a good advanced jet trainer and our young pilots have adapted well in frontline fighter squadrons.

SP’s: What steps do you propose to initiate to upgrade the quality and competence levels of human resources in the IAF?

VCAS: The IAF has already initiated a number of measures to upgrade the competence of its HR at all levels. My focus as alluded to earlier is going to be on people and mission. Creating knowledgebased workforce that is continuously trained by a modern and flexible professional military education system would be a key priority. To my mind, knowledge, education, technology orientation and skill sets are the four key competencies that our human resource has to possess in order to match up to the challenging requirements of the day.

SP’s: What is your view on the issues of employment of women in combat roles and grant of permanent commission to them?

VCAS: The employment of women in combat roles is a tri-Service issue for which a tri-Service committee was set up in 2006. Based on the recommendations of the study conducted by HQ IDS in 2006, the COSC in their meeting on November 14, 2006, had determined as a tri-Services policy, that women officers should be excluded from combat roles.

After the High Court judgement on March 12, 2011, the IAF has implemented the judgement in totality and granted permanent commission to 21 serving and 20 retired SSC women officers.

SP’s: What is your view on the appointment of Chief of Defence Staff?

VCAS: I feel the present structure for joint operations that we have followed over the years has served us well. The Kargil operations were a case in point. Joint planning with flexible autonomy in handling tactical situations would have greater chances of success than rigidity and linear approaches. To my mind, too much has been made of the Chief of Defence Staff (CDS) issue without addressing the other core issues of the Kargil Review Committee report and Group of Ministers (GoM) report like integration of the Ministry of Defence (MoD) with the three service headquarters (HQ) and increasing the robustness of politico-military interfaces. For the armed forces to accept and absorb the CDS concept, the above issues need to be addressed concurrently with HQ IDS playing a major role in the integration process.