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Report Date : |
02.05.2012 |
IDENTIFICATION DETAILS
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Name : |
INDIAN AIR FORCE |
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Registered Office : |
Vayu Bhawan, |
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Country : |
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Date of Incorporation : |
08.10.1932 |
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Legal Form : |
Government of India Organization. |
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Line of Business : |
Defence Activity. |
RATING & COMMENTS
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MIRA’s Rating : |
Aa |
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RATING |
STATUS |
PROPOSED CREDIT LINE |
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71-85 |
Aa |
Possesses adequate working capital. No caution needed for credit
transaction. It has above average (strong) capability for payment of interest
and principal sums |
Large |
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Status : |
Very Good |
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Payment Behaviour : |
Regular |
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Litigation : |
Clear |
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Comments : |
Subject is a part of Ministry of Defence. It is a government of Subject can be considered good for business dealings at usual trade
terms and conditions. |
NOTES :
Any query related to this report can be made
on e-mail : infodept@mirainform.com
while quoting report number, name and date.
ECGC Country Risk Classification List – April 1, 2010
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Country Name |
Previous Rating (31.12.2009) |
Current Rating (01.04.2010) |
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A1 |
A1 |
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Risk Category |
ECGC
Classification |
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Insignificant |
A1 |
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Low |
A2 |
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Moderate |
B1 |
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High |
B2 |
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Very High |
C1 |
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Restricted |
C2 |
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Off-credit |
D |
LOCATIONS
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Registered Office : |
Vayu Bhawan, |
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Tel. No.: |
91-44-6385450 / 6385650 / 6385682 - Extn. 2346 |
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Website : |
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Office Selection (Publicity Cell, Air Headquarters) : |
‘Disha’, Motilal Nehru Marg, New Delhi-110106, India |
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Tel. No.: |
91-11-23010231 extension -7080/ 23013690 (Direct) |
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Fax No.: |
91-11-23017918 |
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E-Mail : |
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Airmen Selection (Officer In- Charge Publicity Wing) : |
Central Airmen Selection Board, |
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Tel. No.: |
91-11-25699606/ 25694209 |
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E-Mail : |
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MEDIA
INTERACTION |
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Wg Cdr TK Singha VSM : |
Public Relations Officer (PRO) Indian Air Force, Directorate of Public
Relations Ministry Defence, Room No-91, South Block, New Delhi-110106, India |
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Tel. No.: |
91-11-23019745/ 23010231 Extension 6903 |
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E-Mail : |
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IAF WEB PORTAL : |
Room No.590, Cabin, “C”, Air
Headquarters, (Vayu Bhawan), New Delhi-110106, India |
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E-Mail : |
MANAGEMENT
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Name : |
Mr. George Fernandes |
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Designation : |
Raksha Mantri |
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Name : |
Mr. B. S. Rawat |
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Designation : |
Raksha Rajya Mantri |
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Name : |
Mr. Harin Pathak |
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Designation : |
Raksha Rajya Mantri |
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Name : |
Mr. T. R. Prasad |
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Designation : |
Defence Secretary |
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Name : |
General V. P. Malik |
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Designation : |
Chief of the Army Staff |
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Name : |
Admiral Sushil Kumar |
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Designation : |
Chief of the Naval Staff |
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Name : |
Air Chief Marshal A. Y. Tipnis |
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Designation : |
Chief of the Air Staff |
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Name : |
Mr. Prabir Sengupta |
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Designation : |
Production and Supplies |
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Name : |
Dr. A. P. J. Abdul Kalam |
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Designation : |
Secretary Dr. and D and SA to
Raksha mantri |
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Name : |
Dr. V. K. Aattre |
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Designation : |
Secretary Dr. and D and SA to
Raksha mantri |
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Name : |
Mr. P. r.
Sivasubramaninan |
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Designation : |
Financial Advisor (Defence Services) |
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Name : |
Mr. Subroto Mukherjee |
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Designation : |
Air Marchal |
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Name : |
Mr. P V Naik |
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Designation : |
Air Chief Marshal |
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Name : |
Mr. Keshav Prasad Yadav |
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Designation : |
Air Force Master Warrant Officer |
LOCAL AGENCY FURTHER INFORMATION
INTRODUCTION:
The Indian Air Force was officially established on 8 October
1932.Its first ac flight came into being on 01 Apr 1933. It possessed a
strength of six RAF-trained officers and 19 Havai Sepoys (literally, air soldiers). The
aircraft inventory comprised of four Westland Wapiti IIA army co-operation
biplanes at
Cutting its teeth
Four-and-a-half years later, "A" Flight was in action for the first time from Miranshah, in North Waziristan, to support Indian Army operations against insurgent Bhittani tribesmen. Meanwhile, in April 1936, a "B" Flight had also been formed on the vintage Wapiti. But, it was not until June 1938 that a "C" Flight was raised to bring No. 1 Squadron ostensibly to full strength, and this remained the sole IAF formation when World War II began, although personnel strength had by now risen to 16 officers and 662 men.
Problems concerning the defence of India were reassessed in 1939 by the
Chatfield Committee. It proposed the re-equipment of RAF (Royal Air
Force) squadrons based in lndia but did not make any suggestions for the
accelerating the then painfully slow growth of IAF except for a scheme to raise
five flights on a voluntary basis to assist in the defence of the principal
ports. An IAF Volunteer Reserve was thus authorised, although equipping of the
proposed Coastal Defence Flights (CDFs) was somewhat inhibited by aircraft
availability. Nevertheless, five such flights were established with No. 1 at
Madras, No. 2 at Bombay, No. 3 at Calcutta, No. 4 at Karachi and No. 5 at
Cochin. No. 6 was later formed at Vizagapatanam.
Built up around a nucleus of regular IAF and RAF personnel, these flights were
issued with both ex-RAF Wapitis and those relinquished by No. 1 Squadron IAF
after its conversion to the Hawker Hart. In the event, within a year, the
squadron was to revert back to the Wapiti because of spares shortages, the aged
Westland biplanes being supplemented by a flight of Audaxes.
At the end of March 1941, Nos. 1 and 3 CDFs gave up their Wapitis which
were requisitioned to equip No. 2 Squadron raised at Peshawar in the following
month, and were instead issued with Armstrong Whitworth Atalanta
transports, used to patrol the Sunderbans delta area south
of Calcutta. No. 2 CDF had meanwhile received requisitioned
D.H. 89 Dragon Rapides for convoy and coastal patrol, while No. 5 CDF took on
strength a single D.H. 86 which it used to patrol the west of Cape Camorin and
the Malabar Coast.
Meanwhile the creation of a training structure in India became
imperative and RAF flying instructors were assigned to flying clubs to instruct
IAF Volunteer Reserve cadets on Tiger Moths.364 pupils were to receive
elementary flying training at seven clubs in British India and two in various
princely States by the end of 1941. Some comparative modernity was infused in
August 1941, when No. 1 Squadron began conversion to the Westland Lysander at
Drigh Road, the Unit being presented with a full establishment of 12 Lysanders
at Peshawar by the Bombay War Gifts Fund in the following November. No. 2
Squadron had converted from the Wapiti to the Audax in September 1941 and, on 1
October No. 3 Squadron, similarly Audax-equipped, was raised at Peshawar.
The IAF VR
was now inducted into the regular IAF, the individual flights initially
retaining their coastal defence status, but with Japan's entry into the war in
December, No. 4 Flight, with four Wapitis and two Audaxes, was despatched to
Burma to operate from Moulmein. Unfortunately, four of the flight's six
aircraft were promptly lost to Japanese bombing and, late in January 1942, No.
4 Flight gave place in Moulmein to No. 3 Flight which had meanwhile re-equipped
with four ex-RAF Blenheim ls. For a month, these Blenheims were to provide
almost the sole air cover for ships arriving at Rangoon harbour.
On 1 February, No.1 Squadron arrived in Burma with its Lysanders, flying
tactical recce missions from Toungoo before transferring to Mingaladon with a
flight deployed at Lashio. I A F personnel were soon hanging pairs of 250-lb.
bombs on each of their Lysanders and with these, flew low-level unescorted
missions against the principal Japanese air bases at Mae-Haungsaun, Cheingmai
and Chiangrai in Thailand. However, the Japanese advance was relentless and
with the final evacuation of Burma, No.1 Squadron personnel were flown to India,
where at Risalpur in June 1942, the unit began conversion to the Hurricane IIB
fighter. No.2 Squadron had also equipped with Lysanders by the end of 1941,
being confined to anti-invasion exercises until, in September 1942, it emulated
the IAF's premier unit by converting to Hurricanes. The third IAF unit to
operate the Lysander was No.4 Squadron, formed with four aircraft on 16
February 1942. This squadron was to continue to operate the Westland aircraft
until it, too was re-equipped with the Hurricane in June 1943. Six months
earlier, No.6 Squadron was raised with personnel from Nos 1 and 2 flights,
being Hurricane-equipped from the outset. Between March and December 1942, 10
aircrew schools were opened in India, and the first Harvard Is and IIs were
delivered to No. 1 Flying Training School at Ambala, this school having been
established to provide basic and advanced training for IAF pilots over a
four-and-half month course. By the end of that year, however, or a decade after
the IAF's creation and three years into World War II, the Service could muster
just five squadrons. The coastal defence flights had now been disbanded and
most personnel of Nos.3 and 6 Flights were combined with regular IAF personnel
to form No. 7 Squadron which was equipped with the U:S. - built Vengeance 1
dive bomber in mid-February 1943. No. 8 Squadron was raised meanwhile, on 1
December 1942, absorbing the remaining coastal defence flight personnel, and
also issued with the Vengeance, to achieve operational status on 25June 1943.
The Vengeance suffered numerous defects and teething troubles,
necessitating temporary withdrawal from the two IAF squadrons, but the problems
were eventually mitigated if not eradicated, and No. 8 Sqn flew its first
operational Vengeance sorties against Japanese targets from Double Moorings,
Chittagong, on 15 December 1943, No. 7 Squadron, which had flown its Vengeances
on some missions against dissident tribesmen in North Waziristan, started
operations in the Arakan from an airstrip at Uderbund, near Kumbigram, where it
arrived on 12 March 1944, the two squadrons converting to Vengeance IIIs during
the course of operations and both flying with considerable distinction. No. 7
Squadron discarded its dive bombers in favour of Hurricane IIs for the
tactical-reconnaissance role in November 1944, No. 8 Squadron becoming the
first to convert onto the Spitfire VIII during the previous month and
commencing operations on 3 January 1945 in the Kangaw area.
Both Nos 9
and 10 Squadrons were raised on Hurricanes in the early months of 1944, and
thus, by the end of the year, the operational element of the IAF had risen to
nine squadrons, with Nos. 1,2,3,4,6,7,9 and 10 on Hurricanes and No.8 on
Spitfires. Five of the Hurricane-equipped squadrons played a major role in the
Arakan offensive which began in December 1944, disrupting the enemy's lines of
communication and constantly harrying the Japanese forces until victory was
achieved with the re-occupation of Rangoon on 3 May 1945. In that month, No. 4
Squadron became the second IAF Spitfire unit when it re-equipped with the Mk
VIII version of this fighter, and No. 9 followed suit to complete conversion by
July, by which time No. 10 had begun conversion, and the Hurricane, backbone of
the IAF combat element for much of the war, was rapidly phased out.
During the war years, the steady expansion of the IAF had placed all
emphasis on army co-operation and tactical reconnaissance; it had continued to
fly ageing equipment such as the Hurricane when such aircraft as the
Thunderbolt and Mosquito were being inducted in large numbers by other Allied
forces in the theatre and it had, in consequence, suffered a sense of equipment
inferiority. Nevertheless, assigned the least glamorous of tasks and flying
obsolescent equipment, the Service established traditions of courage and
efficiency second to none; its personnel had been awarded 22 Distinguished
Flying Crosses and a host of other decorations, and in recognition of its
achievements, the Service had been honoured by bestowal of the prefix "Royal"
on its title in March 1945.
The stimulus provided by the Second World War had raised
RIAF personnel strength to 28,500 including some 1,600 officers, by the time
hostilities terminated. In August 1945, No. 4 Squadron was designated a
component unit of the British Commonwealth Occupation Forces in Japan,
exchanging its Spitfire Vllls for Mk XlVs in October and arriving in Japan
aboard HMS vengence on 23 April 1946. Meanwhile, from late 1945, the
remaining Hurricane-equipped RIAF fighter squadrons converted to the Spitfire
at Kohat, Samungli and Risalpur and by mid-1946 the entire RIAF fighter force
was Spitfire-equipped. The year 1946 also saw the establishment of the first
RIAF transport unit, No.12 Squadron which had first been raised on Spitfires at
Kohat in December 1945 and received C-47 Dakotas in Panagarh in late 1946. A
decision had also been taken to re-equip the fighter squadrons with the Tempest
II, and implementation of this decision began during the autumn of 1946, No. 3
Squadron at Kolar becoming the first to re-equip, followed by No.10 Squadron
later in 1946.
Personnel strength had meanwhile been virtually halved to
some 14,000 officers and men in the post-war rundown, but the British authorities
had made their own assessment of
The RIAF had lost many permanent bases and other
establishments as a result of the division of the country, but was to have
virtually no breathing space in which to recover from the surgery that had
accompanied partition before the Service was to find itself once more firing
its guns in earnest. On 27 October 1947, No.12 Sqn was to initiate the
remarkable feat of air-lifting the Ist Sikhs from Palam onto the rough and
dusty
The fighting was to continue for 15 months, with heavy RIAF involvement
throughout, a ceasefire eventually coming into force on 1 January 1949, but
despite being continuously on an operational footing throughout this period,
the reorganization and modernization of the Service continued unabated. The
Combined Services Headquarters had meanwhile been separated for command
purposes and Air Headquarters established in New Delhi. This included the
Operational and Training Commands, No. 1 Operational Group having been formed
to supervise all RIAF units and their support elements engaged in the campaign
in Jammu and Kashmir.
Heavy
bombers and jet fighters
No. 2 Squadron had re-equipped with Spitfire XVllls in the
interim, and No. 9 Squadron re-raised on this type; No. 101 Photo
Reconnaissance Flight was formed in January 1948 on Spitfire PR Mk. XlXs, this
unit being destined to achieve full squadron status in April 1950. To make up
attrition suffered in the Kashmir operations, a further batch of Tempest IIs
was procured from the
Despite the scepticism on the part of the US and British
advisers concerning the feasibility of the scheme, the first half-dozen
HAL-reconditioned B-24s were ready by November 1948 and, on the 17th of that
month, No. 5 Squadron was formed with these heavy bombers. Later, in
early 1950, No. 6 Squadron was to re-form at
In January 1950,
Selection of the Dassault Ouragan fighter from
Re-equipment of the combat units necessarily assumed an
overriding priority in view of the growth of what were seen as threats to
Both the establishment of a Maintenance Command and
resurrection of the Auxiliary Air Force took place in 1955, two units of the
latter being formed as Nos. 51 and 52 Squadrons at
Expansion and modernisation Particularly significant in IAF
was the year 1957, which witnessed true beginnings of the major re-equipment
programme that was to raise the Service fully to world standards. Deliveries
began of 110 Dassault Mystere IVAs, carrying the service into the realms of
transonic flight for the first time, and both Hawker Hunters and English
Electric Canberras began to enter the IAF inventory. A new No. 1 Squadron was
raised on the Mystere, the existing Vampire-equipped No. 1 Squadron being
redesignated as No. 27 Squadron; No. 5 Squadron re-equipped with the Canberra
B(l) Mk. 58, and, at the year's end, No. 7 Squadron began conversion to the
Hunter FMk.56. It was perhaps appropriate that the year which saw commencement
of an immense infusion of modern hardware should also witness the end of the
IAF's piston-engined fighter epoch: No. 14 Squadron, the last firstline
piston-engined fighter unit, flew in its Spitfire Mk. XVllls to Halwara in
preparation for re-equipment with the Vampire.
The IAF's energies were now taxed heavily with
implementation of an expansion programme aimed at raising the Service from a
15-squadron force to no fewer than 33 squadrons over an extremely short span of
years: a Herculean task when performed simultaneously with sweeping equipment
changes. Several new squadrons, such as Nos. 15, 17, 20, 24, 27 and 45, were
raised on Vampire FB Mk. 52s as interim equipment; Canberra B(l) Mk. 58s had
equipped two additional squadrons, Nos. 16 and 35 by 1959, No. 106 Squadron
having equipped with Canberra PR Mk. 57s and by the end of the 1961, six
squadrons (Nos.7, 14, 17, 20, 27 and 37) were equipped with the Hunter. Growth
was not restricted to the combat elements for, in parallel, the IAF's transport
force was enlarged to six squadrons, three with C-47s (Nos. 11, 43 and 49), two
with C-119Gs (Nos. 12 and 19) and one with DHC-3 Otters (No.41).
The early sixties were accompanied by the IAF's induction of
yet more new aircraft types, the most interesting of these arguably being the
Folland Gnat lightweight fighter. With its startling agility, the Gnat
proffered outstanding cost effectiveness and during the mid-fifties a licence
agreement was concluded for its manufacture by HAL following delivery of 23
complete aircraft and 20 sets of components by the parent company. The first
IAF unit, No. 23 Squadron, converted from the Vampire FB Mk. 52 to the Gnat in
March 1960. No. 2 Squadron re-equipped with the Gnat at Ambala early in 1962,
and No.9 Squadron soon followed suit.
Canberras in the
An unusual commitment of the IAF was to support United
Nations operations on the
Soviet
transports and helicopters
Further procurement source diversification had been signified
late in 1960 when, as a result of the increasing frequency of clashes with
Chinese forces on the Sino-lndian Himalayan border and the need that these
revealed for yet further increase in airlift capability, together with a
requirement for medium helicopters suitable for high-altitude operation, orders
were placed in the Soviet Union for eight Antonov An- 12B and 24
IL-yushin 11- 14 transport aircraft plus 10 Mi-4 helicopters. The first An-12B
arrived in
The Mi-4 helicopter was to have as profound an effect on IAF
capability as did the An-12B. Prior to the phase-in on this Soviet type, the
Service had but a handful of ageing Sikorsky S-55s, plus a number of small Bell
47Gs, and with the delivery of Mi-4s, major expansion of the IAF rotorcraft
inventory began. No.109 Helicopter Unit was formed with the first Mi-4s and
following an order for further 16 Mi-4s in early 1962, other helicopter units
were formed in
Conflict with
The real test of IAF airlift capability came in October
1962, when open warfare erupted on the Sino-lndian border. During the period 20
October to 20 November, pressure on the Service's transport and helicopter
units were intense, troops and supplies having to be flown to the support of
the border posts virtually around the clock and at extreme altitudes. The
helicopters had to constantly run the gauntlet of Chinese small arms and
anti-aircraft fire, while operating to.the tricky helipads in the mountains.
Many notable feats were performed by the IAF during this conflict, including
the operation of C-119Gs from airstrips 17,000 ft (5180m) above sea level in
the Karakoram Himalayas, and the air-lifting by An-12Bs of two troops of AMX-13
light tanks to Chushul, in Ladakh, where the small airstrip was 15,000 ft
(4570m) above sea level.
The state of emergency declared as a result of the
Sino-lndian fighting resulted in disbandment of the Auxillary Air Force and
absorption of its personnel and equipment by the regular IAF. An emergency
training scheme was instituted in which the services of five flying clubs at
The IAF was expanding rapidly, its personnel strength of
28,000 officers and men at the time of the Sino-lndian conflict increasing by
some two-thirds by the end of 1964, but the manpower requirements of the
33-squadron force had still to be implemented fully when the scheme was
overtaken by even more ambitious expansion to a 45-squadron force which was
sanctioned by the Government in October 1962, this calling for the raising of
IAF personnel strength to some 100,000 by the early seventies.
Together with the arrival of successive batches of An- 12Bs
from the Soviet Union and a third batch of C- 119Gs from the USA, the IAF began
to receive the Canadian DHC-4 Caribou, two being presented to the Service by
the Canadian Government as assistance in wake of the Sino-lndian conflict and
16 more being ordered, with deliveries commencing in September 1963, resulting
in the establishment of No.33 Squadron.
An epoch-making decision was taken in August 1962 which was
to profoundly alter the complexion and strength of the Indian Air Force into
the decades ahead. The Government of India signed protocols with the
Tension between
In the days that followed, IAF Canberras raided the major
PAF bases at Sargodha and Chaklala at night, flying 200 counter air and interdiction
missions against these and other Pakistani bases, including those at Akwal,
Peshawar, Kohat, ChakJhumra and Risalwala. The virtuosity of the Hunters was
fully demonstrated, Nos. 7, 20 and 27 Squadrons being employed in counter-air
as well as interdiction and close air support missions in the West while
Hunters of No. 14 Squadron battled with Sabres of the PAF No. 14 squadron
raiding the IAF base at Kalaikunda in the East. The Mysteres were employed
primarily in the ground attack role in which they proved extremely effective,
with their swaths of 5 5 mm rockets most effective against armoured vehicles.
Perhaps the most outstanding operational success was enjoyed by the Gnat, the
three squadrons of which provided the air defence mainstay by flying CAPs over
most operational IAF bases as well as fulfilling escort missions. Indeed, such
was its success particularly against the F-86, that it was to earn the
appellation of "Sabre Slayer". The September conflict was the first
full-scale war in which the post-independence IAF was involved and the Service
learned many lessons as a result. Post mortem examination revealed some
requirements, the pace of expansion being slowed while lessons were digested.
It was realised that too much emphasis had been placed on quantity at some cost
in quality in order to cater for the dictates of the very high tempo IAF
expansion embarked upon following the Sino-Indian War. This had necessitated
cutting the duration of training courses to maximise personnel output and there
was evidence that this could have some adverse effect on operational
efficiency.. Emphasis was now reversed in that quality once more took
precedence over quanitity and training underwent major reorganization in
consequence.
Consolidation
and modernization
There could, of course, be no abatement in equipment
modernization. While the Indo-Pakistan conflict had underlined the vital
importance of the state or readiness of the men flying and servicing the aircraft,
their training and motivation, the efficacy of their equipment was of equal
concern. When the September 1965 hostilities began, the MiG-21 had still to
achieve operational status. No. 28 Squadron had been formed on the MiG-21
clear-weather day intercept model but was still very much a trials unit then
flying localized CAPs. Early acquisition of MiG-21s of a later and more potent
version was considered essential to accelerate re-equipment of squadrons still
flying such patently obsolete types as the Vampire FBMk.52. Thus sufficient
numbers of the improved MiG-21FL (Type 77 in IAF parlance) were imported in
flyaway condition to initiate the programme, and these, together with others
imported in CKD form for HAL assembly, were to be sufficient for the
re-equipment of nine squadrons during the period 1966-69.
Owing to the success enjoyed by the Gnat during the
conflict, plans for its early-1966 phase-out by HAL were halted and production
was fully reinstated, to result in a further four Gnat squadrons (Nos 15, 21,
22 and 24) being formed during 1966-68. Delay in availability of the
HAL-designed HF-24 Marut for the ground attack fighter mission led, in 1966, to
the IAF evaluating and the Government purchasing the Sukhoi Su-7BM, deliveries
of which from the
Numerically predominating in the fighter inventory was the
Gnat, equipping eight squadrons; six squadrons were equipped with the Hunter, a
further four on the MiG-21FL and two on the Mystere IVA. Two squadrons
fulfilled the photo-recce fighter role with adapted Vampire T Mk. 55s and one
squadron was operating the HF-24 Marut. The bombing element comprised three
squadrons equipped with the
The professional standards, capability and flexibility of the
much expanded Service were soon to be put to the acid test. From early 1971, as
the political situation on the sub-continent deteriorated, the IAF was alerted
to the possibility of another armed conflict. For some weeks in November, both
Indian and
Throughout the conflict, in which Indian strategy was to
maintain basically defensive postures on the western and northern fronts whilst
placing emphasis on a lightning campaign in the east, the IAF established a
highly credible serviceability rate which exceeded 80 per cent.
The IAF had good reason for satisfaction with its showing
during the December 1971 conflict. Although
It was in the Western theatre that the MiG-21 was employed
in its primary task, that of air defence, escort and interception. Deployed at
all the major air bases, from Pathankot in the north to Jamnagar in the South
Western area, the MiG-21FLs mounted hundreds of combat air patrol sorties over
Vital Points (VP) and Vital Areas (VA), flew escort missions for bombers and
strike fighters and were continuously scrambled to intercept hostile intruders.
The MiG-21 finally met its original adversary, the F- 104 Starfighter, in air
combat over the Subcontinent during the December 1971 conflict and in all four
recorded cases of classic dog fights, the MiG-21s outclassed and out fought the
F- 104s. The first aerial victory was on 12 December 1971, when MiG-21FLs of
No. 47 Squadron shot down a PAF F-104 over the Gulf of Kutch and this was
followed by three more victories in quick succession on 17 December, when
MiG-21FLs of No. 29 Squadron escorting HF-24 Maruts, shot down intercepting F-104s
near Uttarlai in the Rajsthan desert in gun-missile encounters, while a third
F-104, on an intruding mission, was shot down by another MiG 21FL of No.29
Squadron.
The December 1971 war also meant the gaining of
Aircraft Systems Testing Establishment (ASTE) the Tactics
and Air Combat Development Establishment, (TACDE), the '
By the mid '70s, the IAF was clearly in need of urgent
re-equipment decisions and various requirements, better known by their acronyms
DPSA, TASA, METAC and HETAC, were pursued and decisions were forthcoming at
last. The period, the IAF was to benefit from a crest in the eighties, the
period 1978-88 witnessing a major modernization programme which replaced most
of the earlier generation and obsolete equipment with spanking new aircraft
types and weapon systems. No less than twenty new aircraft types and sub-types
entered the IAF's service over these years, including various strike fighters,
third-generation supersonic interceptors, tri-sonic reconnaissance aircraft,
strategic heavy lift transports, medium tactical transports, light transport
aircraft, heavy lift and medium-assault helicopters, basic trainers,
surface-to-air missiles and an array of sophisticated weaponry propelling the
IAF, or Bharatiya Vayu Sena, into
one of the world's better equipped air arms.
First off the mark was selection of the Jaguar strike
fighter, to meet the IAF's urgent Deep Penetration Strike Aircraft (DPSA)
requirement, to replace the
Meanwhile, in 1976, the "third generation"
MiG-21bis, considered the definitive variant of the classic tailed-delta
fighter design, was to follow-on the "M" sub-type, as a multi-role
air superiority/ground attack version. The MiG-21bis assumed the prime air
defence mantle and sufficient numbers were acquired in 1976-77 to equip three
squadrons (Nos. 15, 21 and 23) formerly operating the Gnat light fighter. With
some 580 MiG-21s delivered by HAL and nearly 250 MiG-21s (including the
two-seat operational trainers) imported as "fly always", the type
remained an immense asset for the Indian Air Force for over a quarter century.
The quantity vs. quality dilemma inevitably faced by most of the world's air
forces as a consequence of spiralling costs was mitigated for the IAF by the
large scale availability of the MiG-21, which type will surely go down as one
of aviation history's all-time classics.
The next requirement to be met was for a Tactical Air Strike
Aircraft (TASA). With the various development programmes to enhance the
operational performance of the HF-24 Marut by HAL abandoned for one reason or
the other, the Government of India concluded an agreement with the
Induction of the new generation F-16 fighter by the PAF in
1981-82 was a "dejavu" type situation for India and in order to
counter such a challenge, the Government contracted for the MiG-23MF air
superiority version of the swing-wing fighter, equipped with beyond-visual
range missiles, and two new squadrons (Nos. 223 and 224) were formed on the
type in 1982. However, these were considered only an interim solution and, in
the absence of suitable, known, Soviet equivalents,
Not too long afterwards, the Indian Air Force was, to be
pleasantly surprised when its test pilots were invited to evaluate the
President Dr Rajendra Prasad presented the President’s
colours to the Indian Air Force on the occasion of its 21st birthday
in
First Indian C-in-C
On the eve of relinquishing command of the Indian Air Force,
Air Marshal G. E. Gibbs in his “Order of the Day” says: “On December 10, 1951,
I took over command of the Indian Air Force and at midnight on March 31st
the command will pass from me to Air Marshal Mukherjee.
“April 1, 1954, will be a great day for the IAF, when the
first Indian C-in-C, an officer of such very fine qualities, takes over.”
Adapted from “The Hindu” dated 02 Apr 1954.
LEGENDS OF IAF
Air Marshal Subroto Mukheruee
Some men are born to greatness. Others carve their part to
it. Subroto Mukerjee was one of the latter category who paved the way to his
own tryst with destiny and laid the foundations of
While the older services were marked for partial
Indianisation, the IAF became the first truly Indian service, as only Indians
could be granted commission or enrolled in it’s ranks. In those early days, a
career in the Air Force was an uncharted path for Indians, made all the more
difficult by the prevailing discriminatory and obstructive mindset of the
majority of the British in India who were extremely sceptical of the ability of
the ‘natives’ to fly military aeroplanes. Subroto was one of the six Indians
selected for training as pilots at the
Tragically, Subroto Mukerjee’s brilliant career was cut
short in its prime in 1960. Yet, his legacy lives on, and forms the cornerstone
of the hallowed traditions of the service whose very foundations he laid, and
whose edifice he built in the early years of its history.
Subroto Mukerjee was the youngest child of a close-knit and
well known Bengali family. He was born on 5th March 1911, at
Subroto’s paternal grandfather, Nibaran Chandra Mukherjee,
was a pioneer in social and educational reforms in the country. He joined the
Brahmo Samaj and was ostracised and left his ancestral home in Hoogly to settle
down at
His maternal grandfather, Dr. PK Roy of the Indian Education
Service, was the first Indian Principal of the
Subroto’s father, Shri SC Mukherjee had joined the Indian
Civil Service in 1892. His outspoken nature and independent ways had a profound
influence on Subroto. Subroto used to say that he was what he was, largely due
to his father. His mother, Shrimati Charulata Mukherjee was one of the first
women students of the
Of the four siblings, two sisters and a brother, the eldest
sister Renuka, became a well-known parliamentarian. His elder brother Prosanto
was a Chairman of the Railway Board. Nita Sen was the youngest sister and
Subroto was deeply attached to her. “And as the youngest you know,” his sister
said,”he had to do all the odd jobs in the household. We never took him seriously
and we never quite got used to his being the Air Marshal. To them he was always
the youngest.”
However, the youngest also had his privileges of course. He
had his own way of handling his mother’s purse without her knowing anything
about it. Somehow he could always manage a little compensation for the cook who
had been ticked off, for the servant who had been given the last chance. And
every one loved him. He had the same concern for those he had not seen before.
Many people used to come to his father for help and young Subroto saw to it
that no servant turned them away. Often he would escort them himself.
When Subroto was three months old his parents took him to
Subroto had his early education at the
Subroto then joined the
It was at this time that the Government of India decided
that a few Indians would be taken, for the first time, into the Air Force, and
Subroto’s father sent him a copy of the press notification. Subroto jumped at
the idea but his mother was not quite happy about it. Subroto however, was
elated and was very confident. He would never have an air crash, he assured
her. Years later Subroto was involved in a train accident and his worried
mother received a telegram : “Who says flying is dangerous”
In 1929 he wrote the London Matriculation and the Cranwell
entrance examination almost simultaneously, and was ecstatic when he heard of
his success in the Cranwell examination – a career he had been longing for. At
the age of 18 he was one of the first six Indian boys selected to undergo two
years of flying training at the
Apart from Subroto and Aspy Engineer, who followed them a
few months later, none of them had ever been to
These young men were embarking not only on a journey to a
distant land, they were in fact laying the foundations of a new Air Force;
which as yet existed on paper along, and which many believed would never
materialise into reality.
The six Indian cadets were among the pick of Indian
sportsmen, and soon made a name for themselves at Cranwell. Sirkar captained
the hockey team in which Awan, Amarjit Singh and Mukerjee also played and
Amarjit Singh also captained the tennis team. Subroto had finally made his
tryst with destiny. As a cadet he told his mother ‘Thank God, I didn’t take up
medicine.’ During his traning at Cranwell he often wrote to her.
Operations
on the
In the autumn of 1936 a serious rebellion broke out in
The Frontier District is a wild and mountainous country.
Inhabited by the fiery Pathan tribes whose names have passed into history – the
Wazirs, the Mahsuds and the Afridis – it covered the whole length of the
Indo-Afghan frontier.
The tribesmen were a hardy lot, who unable to till the land
in these arid mountains, subsisted by plundering and robbing the fertile
valleys. To make things more difficult, they retired over the Frontier into
It was here that ‘A’ flight of the IAF gained its baptism by
fire in the time honoured tradition of
On 1st October 1937, it flew into Miranshah – a fort
situated deep in the valley of the
It was unsafe to walk outside the walls in daytime for fear
of sharp shooting Pathans, and even the aircraft were kept within the fort
walls. When a flight took place, the doors of the fort were opened and the
aircraft wheeled out on to the aerodrome. The aircraft took off, carried out
their missions, landed and taxied into the protective walls of the outpost.
Once again the aerodrome and the valley in which they were nestled were empty.
At night it was not uncommon for bullets from Waziri snipers to ping against
the roof of the barracks.
All flying crew were given protection certificates in Pushtu
and Urdu informing captors that if the bearer was brought back safely after a
forced landing or a crash they would be suitably rewarded. Flying conditions
were difficult and landing and take off from aerodromes as high as 7000 feet
was not easy in the rarified air.
At this time Flight Lieutenant Haynes, RAF, commanded the
Flight and the four Indian Officers who went with him were Flying Officers
Mukerjee, Awan, Engineer and Narendra.
`A’ Flight flew hard and dug their teeth into their first
operational work. In a month it was common for the four pilots to average 370
hours of flying, which in peacetime was then considered a good monthly average
for a whole squadron. Led by Subroto, the senior-most Indian pilot, these four
young men made an indelible mark on the collective mindset of the British
military establishment, and forever silenced the critics and sceptics in the
British ranks.
After that, the IAF grew at a slow but steady pace. By July
1938, No. 1 Squadron consisted of three Flights. The Flight Commanders were
Flying Officers Mukerjee, Engineer and Majumdar. The outbreak of the second
world war saw the formation of the Coastal Defence Flights (CDFs) of the Indian
Air Force Volunteer Reserve. While the CDFs took on the task of patrolling the
Sea-Lanes and thousands of miles of
In the course of the development of the IAF, Subroto was a
man with innumerable ‘Firsts’ to his credit. He became the first Indian to
command a Flight, a Squadron, a Station (Kohat), and finally, the Service
itself.
On another occasion, he also had the unique distinction of
being the first IAF pilot to carry out an airdrop over a beleaguered army
picket. In the spring of 1941 the Faqir of Ipi again became active and the IAF
renewed their acquaintance with this wild man of the mountains. Operations
started quietly towards the end of 1940 when Subroto was in command of
Miranshah. Except for a minor battle in the Tappi hill area, the big stuff was reserved
for the coming spring.
On 7th August 1940, ‘B’ Flight of No 1 Squadron
of IAF, based at Miranshah, was operating in the Daur valley in support of the
land forces and in the face of intense and hostile ground fire. While on a sortie
with Hawai Sepoy (later Wing Commander) Kartar Singh Taunque as his Air Gunner,
Squadron Leader Subroto Mukerjee observed one of the army picquets being
overwhelmed by hostiles. The besieged troops indicated that their ammunition
was nearly exhausted. As he flew over the post, he realized their desperate
plight. At once he instructed his air gunner to remove the spare ammunition
from the magazine of the rear cockpit mounted Lewis machine gun. Then putting
the ammunition in their stockings, they successfully dropped it to the troops
in a low pass while the hostiles concentrated their fire on the aircraft.
The ammunition helped the troops to hold out till another
aircraft came and dropped 800 more rounds of ammunition and saved the
situation. This was Air Maintenance in its incipient form. More than that, it
is indicative of the spirited response of the intrepid fliers to the kind of
situations which had no copy-book solutions. Over 26 years later, the first
Squadron Commander of No 1 Squadron of the Indian Air Force, Air Vice Marshal
(then Flight Lieutenant) Sir Cecil Bouchier KCBE, CB, DFC, RAF, was to recall
in September 1959 when he met the Chief of the Air Staff, Air Marshal Subroto
Mukerjee.
By the time World War II started in 1939, Mukerjee was the
senior-most officer in the IAF and as such the responsibility weighed heavily
on him. He was known to be a good, sound and a steady pilot and was known not
to take unnecessary risks in flying. He met with no accidents except for a
forced landing when caught up in a fierce storm of long duration. For his
participation in the North West Frontier operations in 1942, he was
Mentioned-in-Despatches. He became the first Indian to take over an RAF Station,
when he commanded RAF Station Kohat from August 1943 till December 1944. In
June 1945 he was awarded the Order of the
Subroto’s even natured temperament helped defuse tensions
and avoid unnecessary confrontation. As the senior-most officer, he was ideally
suited to act as a buffer between the Royal Air Force from whose control the
IAF was trying to extricate itself, and the young Indian officers and men who
often chafed at the manner in which some members of the RAF treated IAF
personnel. He would mollify such situations and further strengthen their
resolve to work for higher aims and greater achievements. He defused such
volatile situations and infused the spirit of integration among all the ranks
of the IAF. “Are we pilots risking the neck and self respect for the pay they
get – or the airmen sweating it out for the petty pay of Rs 45 per month (that
was the pay of Hawai Sepoys in 1930s)? They must work for a cause, otherwise
there will never be an Indian Air Force.”
His touching and inspiring talks always had the desired
effect, goading officers and men to work with devotion. This role paid rich
dividends in the long run.
Gen Sir C Auchinleck, C-in-C India entertained by offrs of
the IAF at Kohat mess. Left to Right : Sqn Ldr Mehar Singh, Gen Sir C
Auchinleck, Wg Cdr Mukerjee, AVM Thomas, and Sqn Ldr Prithipal Singh, Dec 1944
Seated left to right-Wives : Mrs. Mukerjee, Mrs. Malse, Mrs.
Jaswant Singh, Mrs. Mehta, Standing left to right : Lt Bose, Flty Lt A Hughes
(RAF), Sqn Ldr KJ Singh, Wg Cdr Mukerjee, Flt Lt Malse and a Sikh
After long years of struggle, Indian Independence became a
reality on the 15th of August 1947. However, freedom came at a cost
and the partition of
A heavy burden of responsibility descended upon the
shoulders of young officers like Subroto Mukerjee, who suddenly were faced with
the enormous task of reconstruction in the face of the sudden vacuum created by
the departure of the British.
However, to Subroto’s great credit, in all the decisions to
be made, the interests of the country and the service were ever uppermost with
him. When the Governor General, Lord Louis Mountbatten asked Mukerjee, the
senior-most officer in the IAF, as to how long British officers should remain
with the IAF, Mukerjee replied, “For five to seven years”. Though this was a
decision which delayed his own promotion by a good seven years – it showed how
genuine in conviction and action were the thoughts and deeds of the man.
The first three Air Chiefs of independent
On his return to India in 1954, Subroto took over as the
Commander-in-Chief of the Indian Air Force on 01 April 1954, in the rank of Air
Marshal, with the passing of the Change in Designation Act, 1955, the title of
“Commander-in-Chief” was dropped, and from 01 April 1955, it came to be known
as the “Chief of the Air Staff”.
April 1st 1954 was a red-letter day in the
history of Indian Air Force. On this day, the only surviving officer of the
first batch of six Indian cadets trained at
On this memorable day, while getting into the car to take
the salute at Air Force Day, which also coincided with his taking over as
Commander-in-Chief of the Indian Air Force, Subroto told his wife, “Believe me
Sharda, I don’t deserve all this at forty three, it is all God’s grace".
It was the finest prayer anyone could offer his Deity.
This unassuming, humble man took over as Commander-in-Chief
of the IAF at a turning point in its history. On assumption of this high office
Air Marshal Mukerjee brought with him the intimate understanding of the
problems of the Air Force, with the full import of responsibility, having been
with it since its inception in 1932. Having held all types of appointments from
Pilot Officer to Air Marshal, he was fully equipped with abundant maturity and
an incisive insight, of which he made full use in the six years that he was the
Air Chief. Years later, Air Chief Marshal PC Lal, DFC, wrote of him in his
memoirs.
“Imagination, improvisation, quick reaction were
characteristic of him. Remarkably even tempered, he showed hardly any signs of
stress even under the most trying circumstances, such as the partition riots in
Subroto laid great stress on the welfare of the men and
their families. His genuine understanding of human nature, his love for his men
and his humane approach to their problems endeared him to one and all, whereby
he came to be known as the ‘Father Figure’ in the Air Force. His deep concern
for the officers and men could not have been portrayed better than in the words
of Sharda Mukerjee, which she says “Every time one of his men was killed in a
crash, Subroto felt that he lost a part of himself."
Subroto Mukerjee had an able partner and the epitome of a
perfect helpmate in his wife, Mrs Sharda Mukerjee nee Pandit. Mrs Mukerjee took
a keen interest in welfare activities, and did her best for the families of men
and officers. Air Chief Marshal Lal elaborated upon her role and contribution
in the following words:
“Life in the Defence Services, and I speak specially of life
in the Air Force, with which I am familiar, is not quite like civilian life. It
is much more of a community life and the principle of synergetics works here.
Two plus two is not just four but plus. A sense of belonging to a service, to a
community contributes considerably to that intangible but important ‘something’
called morale and espirit de corps.”
Every effort has to be made, and is made, at each station
for adequate housing. Education has to be provided to children at any cost.
Medical care is most essential. Even entertainment has to be organised. And
where there is sorrow, one had to stand beside the stricken, not merely for the
moment, but for the future as well. Much of this is done officially.But a
substantial contribution comes from the personality, the drive, the
sensitivity, compassion and emotional involvement of the CO and his wife in
making a station or command or cohesive unit, an extended family. The men who
have to take risks when called upon to do so as part of their duty, can be
expected to contribute more of themselves, be more purposeful, if they are
confident that their families will be looked after. Mrs Sharda Mukerjee,
petite, trim, pleasant, intelligent with a deep sense of self-discipline
without being pompous about it, made a distinct contribution to service life.
She set an example to follow, a tradition to live up to. And many an anonymous
Air Force wife has done it.
In keeping with his humane approach to every problem, he was
averse to finding fault just for the sake of it. He did not believe much in
overly formal inspections. He preferred to conduct those in an informal manner,
with a view to helping the unit, rather than to find faults in the functioning.
In
However, this idyllic phase in IAF history was too good to
last long. Air
Thus ended a life full of hope and promise and a twenty
eight year long career of dedication, devotion and loyalty to the service and
to the country. With his death, the Indian Air Force lost one of its most
illustrious officers. His untimely demise was something that the country or the
service could ill-afford. The body was flown to
The second British Air Chief, Sir Ivelaw Chapman held
Subroto Mukerjee in high esteem and paid his tribute on his death in the
following words – “Subroto was not only my Deputy Chief of Air Staff, but for
the whole time that I was in India, he was also my friend, adviser and
confidante. Never could a Commander wish to be served more loyally or with
greater efficiency by his second-in-command.
A thick pall of gloom descended on the Air Force by his
sudden demise. It was truly as if, along with him, an era had passed into
history. His wife, the graceful Mrs Sharda Mukerjee bore this grievous loss
with her characteristic dignity, grace and fortitude. Since then, Mrs Mukerjee
entered politics and became a Member of Parliament and a distinguished
Parliamentarian in her own right. Therefore, she held the office of Governor of
different states both during the Congress and Janata rule.
The mentor of the Indian Air Force, Air Marshal Subroto Mukerjee
has passed into history, but he left behind the indelible imprint in the annals
of the service, of a man to be emulated and remembered with respect and
reverence.
Aspy Engineer, a close associate and a comrade-in-arms of Subroto,
on assumption of command of the IAF as Air Marshal on 01 Dec 1960, issued a
Special Order of the Day, paying a glowing tribute to this man of destiny.
CHIEF
OF THE AIR STAFF
Air
Chief Marshal P V Naik, PVSM VSM ADC
Air Chief Marshal Pradeep Vasant Naik, PVSM VSM ADC, was
born on 22 July 1949 and commissioned into the Indian Air Force on 21 June
1969. After initial schooling in Sainik
School Satara, he graduated with the 33 Course from the
In a distinguished career spanning forty years, the CAS has
flown a wide variety of combat and trainer aircraft. After initial training on the HT-2, he has
flown the Vampire and the Hunter, and has had extensive operational experience
on all variants of the MiG-21. He is a
Qualified Flying Instructor with vast instructional experience and a Fighter
Combat Leader from the prestigious Tactics and Air Combat Development
Establishment (TACDE). He was selected
as one of the first eight pilots to convert on to the MiG-23 BN in the erstwhile
During his career, the Air Chief Marshal has held numerous
important staff appointments at different Headquarters. He has been the Senior Air Staff Officer at
HQ Western Air Command, the Air Officer Commanding-in-Chief of Central Air
Command and the Vice Chief of Air Staff, prior to his appointment as the Chief
of the Air Staff.
The Air Chief Marshal is a graduate of the
He is married to Madhubaala and they have two sons. The elder son is a pilot in the IAF and the
younger is a Chief Officer in the Merchant Navy. The Air Chief Marshal is fond of Cricket,
Golf, Volleyball and Indian Classical music.
AIR
FORCE MASTER WARRANT OFFICER
MASTER
WARRANT OFFICER KESHAV PRASAD YADAV
Born on 08 Jan 1956 at Lalpur Tikar Distt - Gorakhpur (UP),
Master Warrant Officer Keshav Prasad Yadav did his schooling at
He has had vast professional exposure, with experience in
most aspects in the field of Armament. During Op Parakram at a forward base in
the Western sector, his professional acumen and experience in fuzing,
preparation and meticulous planning, ensured availability of Air Armament
Stores for all operating squadrons shaping the cutting edge of operations.
In yet another example of utilization of his knowledge and
experience, he undertook the demolition task of life expired sustainer grains
of
He has represented HQ EAC in Volleyball. He has held the
appointments of Technical Adjutant, Warrant Officer in charge Base Armament
Flight, Chairman Mess Committee and Master Warrant Officer in charge of Command
Armament And Safety Equipment Section, HQWAC, IAF prior to his present
appointment. He has several innovations and modifications to his credit which
have enhanced operational and maintenance effectiveness.
The AFMWO has been commended twice by Air Officer Commanding
in Chief, Western Air Command on 26 Jan 2004 and 26 Jan 2005 and by Chief of
the Air Staff on 08 Oct 2007 for his professionalism and dedication to the
Service. He strongly believes and advocates- “There is no substitute to hard work”. He is married to Indrawati
Yadav and is blessed with a son and a daughter.
WELFARE:
A major project for accommodating senior citizens of the Air
Force is being established in the vicinity of AF Station Tughlakabad. The
accommodation will be allocated for permanent occupation of the senior
citizens. Remaining accommodation can be used for both retired and serving
personnel and their families. The Institute will consist of 31 rooms each for
Officers and Airmen and will have the following :-
(a) Clinic
(b) Dispensary and MI Room
(c) Library
(d) Lounge
(e) Messing facilities
(f) Bar
The Institute will be registered under Societies
Registration Act and function under the overall guidance of AOA. All retired
personnel above 65 years of age are eligible to become member and there is no
age restriction for spouse. Officers and airmen who join this Institute will
pay Rs.1 lakh and Rs.50,000 respectively as deposit which is refundable at the
time of vacation. All rooms are meant to be double bedded and rentals of which
will be decided later. If a member wants to stay alone, he will have to pay
full rent.
In order to alleviate the sufferings of the widows of serving personnel killed
in accidents, a scheme has been worked out whereby the widow would be provided
with a shelter in arrangement with AFNHB. A subsidy of Rs.0.100 Million for
Airmen/NCs(E) and Rs.0.150 Million for Officers will be granted from the Air
Force welfare for this purpose. This subsidy will be contributed by AFGIS,
IAFBA, Command Welfare Fund, AFWWA in the ratio of 60:20:10:10 respectively.
Fees Concession to serving and retired
personnel
The unit run Air Force Schools charge fee at different rates for
three categories of students viz AFA (airmen), AFO(Officers) and Non-AF (NAP).
While the superannuated personnel pay at par with their serving counter-part;
the prematurely retired personnel are charged 20% less than the NAF category.
Admission to AF hostel will be controlled by the Management committee
through Officer in charge hostel. The children of Air Force personnel (serving
or died in harness ) studying in any local recognised school in class VI and
above are eligible to stay in the hostel. Admission to boys of retired AF
personnel is also open subject to availability of seats. Admission will be
given based on seniority of registration.
|
Sky diving |
Parasailing |
|
Hand Gliding |
Paragliding |
|
Basic Mountaineering Course |
Advance Mountaineering Course |
|
Trekking |
Rock Climbing |
|
Himalayan Motor Cycle Expedition |
Cycling Expedition |
|
Eqestrian |
Car Rally |
|
Sailing Expedition |
Canoeing |
|
Wind Surfing |
Water Sports |
This Directorate of adventure has been making steady progress in making following adventure activities broad based and providing opportunity for more AF personnel and their families to utilise these activities.
Air Force Adventure cell has got lot many National and
International records to its credit.
To know about AKASH
Computerised database of all personnel having handicapped
children has been made. Based on the type of handicap personnel have been
categorised and suitable places for their posting identified. The same has been
forwarded to AFRO and DPO.
Financial Assistance for Medical Treatment
All Ex-Servicemen suffering from serious disease are given financial
assistance for treatment in civil hospital by Kendriya Sainik Board(KSB), in
case they cannot be treated in military hospital and have not availed similar
assistance from other sources.
|
By-Pass Surgery |
60% of the authorised Exp |
|
Angiography |
60% of the authorised Exp |
|
Kidney/Renal transplantation |
60% of the authorised Exp |
|
Cancer/Spastic Paraplegic |
60% of the authorised Exp |
|
Coronary Artery Surgery/Angioplasty |
60% of the authorised Exp |
|
Open Heart surgery valve replacement |
60% of the authorised Exp |
|
Pace-maker implant |
60% of the authorised Exp |
|
Dialysis |
60% of the authorised Exp |
(Restricted to Rs 0.075 Million)
Some Ex-Servicemen were finding it difficult to raise the initial
amount, which they are required to pay the civil hospital for their treatment
and 60% of which is subsequently reimbursed to them by the KSB. To overcome
this difficulty, KSB has tied up with some civil hospitals wherein 60% of the
expenditure incurred by the eligible Ex-Servicemen/dependents for treatment of
serious diseases in these hospitals, will henceforth be claimed by them
directly from KSB and the individual will have to pay the balance amount only
for their treatment.
FLIGHT SAFETY
Introduction
1. A Flight Safety organisation has been functioning in the
IAF since 1960. Procedures of flight safety management at various levels have
been outlined in the Manual of Flight Safety Management (IAP 3030).
2. The mission of the Flight Safety organisation of the IAF
is to ensure operational capability by conserving human and material resources
through prevention of aircraft accidents.
3. As risk is inherent in military aviation, it has to be
assessed and managed effectively. In order to accomplish the mission safely, a
well-defined strategy is given in the subsequent paragraphs.
“The mission of the Flight Safety organisation of the IAF is
to ensure operational capability by conserving human and material resources through
prevention of aircraft accidents.”
Pillars
of Flight Safety
4. Under the provisions of the concepts of Flight Safety, a
set of "recommended Pillars" to enhance safety has been identified.
These recommended pillars serve as the criteria for qualification of safety
status of the operational IAF units. The criteria that serve as the
cornerstones of the Flight Safety Concept are outlined below: -
(a) Technology. It implies the optimal utilisation of
available technology that affects flight operations. This would include
identification of vulnerable technologies, their management, identification of
design deficiencies and difficult maintenance practices.
(b) Capability. It involves the building up of capacity in
the Air Force of man and machine for safe and successful mission
accomplishment. This would encompass drawing on the ability and competence of
all personnel involved in aviation.
(c) Training. Effective training is necessary to impart and
progressively build required skills, knowledge and professional competence,
which match the requirements of the first two pillars given above. With such
training in place, there would be better ‘risk management’ leading to an
improved fight safety.
(d) Environment. A safe environment would optimally utilise
all elements of a program that not only supports flight operations but also
human resource and build the morale of the personnel. This covers a whole range
of infrastructure, which must mandatorily be in place and effective. This is
important, since deficiencies in infrastructure would nullify the positive
aspects of the first three pillars.
Safety
Culture
5. Every organisation holds common beliefs, values and ethos
that constitute its “culture”. These characteristics have often become
invisible to those inside, but may be startling to outsiders coming from a
different culture. The notion of an organisational culture is difficult to
define. It simply is ‘Who and what they are, what they find important, and how
they go about doing things’.
6. Though Flight Safety has always been a concern in the
IAF, they need to assess the extent to which the safety culture has evolved.
Safety cultures may fall under one of the following categories: -
(a) Pathological. Where they care less about safety than
about not being caught.
(b) Reactive. Reactive is when they look for fixes to
accidents and incidents after they happen.
(c) Calculative. They do have systems in place to manage
hazards, however the system is applied mechanically. Field units and HQs follow
the procedures but do not necessarily believe those procedures are critically
important to their jobs or operations.
(d) Proactive. Proactive is when there are systems in place
to manage potential hazards and rectify these before an accident. Units and
higher formations have begun to acquire beliefs that Flight Safety is genuinely
worthwhile and look ahead in a proactive manner.
(e) Generative. What they really require to strive for is to
inculcate Safety behaviour fully and integrate it into everything they do. The
value system associated with safety and safe working is fully internalised as
beliefs, almost to the point of invisibility.
7. To reach the apex of performance pyramid, the IAF would have
to be Generative in nature. To achieve this on a sustainable basis they have to
clearly define and delineate various facets of the organisational work and
define the tasks and endeavours in these areas. Hence it is necessary to lay
down the concepts and the method of achieving this clearly.
Technology
8. Aviation in general and military aviation in particular
is driven by technology. Technologies are getting outdated faster than the full
utilisation of aircraft. Therefore, they are saddled with ac and technology
that is more than four decades old. In the past two decades, technology has
leaped from single engine transonic jets with minimal instrumentation to
supersonic ac with an array of avionics.
9. Technological Asymmetry. The challenge with the IAF today
is that it needs to keep pace with the proliferation of new glass cockpits, and
yet be able to manage and maintain the vintage technologies. They operate a
large variety of aircraft comprising both Russian and Western fleet with varied
technology vintages ranging from low-tech to the modern. While modern
state-of-the-art technology aircraft contribute towards safer and efficient
operations, it is the older technology that needs the best effort to improve
its reliability.
10. Identification of Deficiencies in Design / Equipment. It
would be prudent to clearly identify deficiencies in design or equipment, which
are not conducive to safe operations. This would involve examination of
obsolete equipment, difficult maintenance practices and equipment prone to
frequent failures. Thereafter, either they shelve such equipment no matter what
the cost, or, train and improve capability of the human element to anticipate
and act effectively in a crisis. Decision in this regard needs careful
consideration of not only the financial implication but also of op degradation
aspects. Hence, the following strategies need to be adopted to ensure safe
operations:
(a) Identifying the vulnerable technology and replacing old
technology ac with new in a phased manner.
(b) Retaining the best personnel in the older technologies.
11. Diversified Inventory. The next concern is the
disadvantage of a wide spectrum of ac on the inventory. The problem areas in
this regard are maintenance, training, inter-operability and interchangeability.
Further, spares management is difficult and expensive as it is not financially
prudent to hold large inventories of spares and consumables. Limited
availability of spares especially from the erstwhile Soviet state, compounded
by long gestation period has adversely affected maintenance at the field. In
order to meet the training and operational requirements, field units resort to
cannibalisation, leading further to unserviceabilities, thus ensnaring the
organisation into a vicious circle. These ultimately result in a large number
of concessions given to ac, excessive downtime, non-availability of redundancy
and therefore work pressure. Therefore, the following need to be adopted: -
(a) Future acquisition plans need to be based on symmetry of
technology in the training and operational aircraft without unwarranted
diversification.
(b) The acquisition of capital equipment should factor in
past performance and adequate contractual obligation on the vendors to ensure
reliability and maintainability of the equipment.
12. Maintenance of Older Technologies. The useful life of an
aircraft is said to be over when the economics of maintenance exceed the value
of the aeroplane. Nevertheless, they do not fly based on economics alone and
continue to maintain an aircraft well beyond fiscal feasibility. With aircraft
ageing, general wear and tear sets in, stress cracks develop, seals fail and
corrosion begins. The list is endless and frequently is as much a symptom of
old age and possibly inadequate maintenance, as of poor design. Older the
equipment more is the maintenance required, necessitating increased man-hours
and experienced crew. Occasionally, we attempt to take more out of a machine
than is safe without the requisite maintenance investment in terms of manpower
and spares. Experienced and the motivated personnel are generally posted to the
units with new induction and the older equipment then takes a back seat. This
is a sure recipe for accidents and needs to be corrected.
13. The approach that is required is as follows: -
(a) Early identification of ageing symptoms.
(b) Initiation of timely preventive / corrective
maintenance.
(c) Every snag / defect needs to be given due importance and
followed-up as it is a potential source of latent error. Snag reporting must be
encouraged without fear of adverse career impact.
(d) Placement of experienced and motivated personnel with
the vulnerable equipment.
14. Challenges of Life Extension. Mechanical devices can and
do fail. Some are predictable and preventable to a degree of assurance
depending on the preventive measures taken. With ageing of an aircraft or
equipment, the probability of failure increases. This failure probability in
the ageing fleet stems from limitations of design, degree of manufacturing precision
and preventive maintenance initiated especially in respect of aeroengines and
critical accessories. Though aeroengines have a defined life, several variables
can affect their longevity. Aeroengines are also most prone to failure because
of inherent complexity and stresses. In every safety review, the aeroengine is
at least twice as likely to be the cause factor in an accident than other
aircraft-related causes. Therefore, life extensions need to be undertaken
judiciously and backed with extensive study in consultation with the
manufacturers.
15. The most significant requirement however is to identify
the critical weaknesses in technology, which have a direct bearing on Flight
Safety. Having identified these, they then need to manage them by enhanced maintenance,
modifications, replacements or even shelving them.
Capability
16. Capability refers to the capacity built up into the
organization to facilitate performance of the task safely and to anticipate and
act in face of unforeseen contingencies. It is required to ensure that man
machine combination is capable of mission accomplishment with efficiency.
17. Capability vs Task. The organization should aim to build
on its inherent capability to place the right person for the right job. This
would need the following: -
(a) Development of job-oriented selection process and
training.
(b) Rationalized training for concerned personnel to ensure
right training at right stage.
(c) Judicious placement and posting of trained personnel.
18. Professional Competence of Technicians. There is a need
to instill a proactive approach and generate dynamic involvement of technicians
in matters of aviation safety. The following actions are required to generate a
flight safety consciousness right down to the grassroots level: -
(a) Capacity amongst technicians to analyse a snag and take
corrective action needs to be nurtured and developed right from the ab-initio
stage. Knowledge of the concept behind repair scheme or system maintenance will
enable quicker diagnosis of the cause of the problem rather than reacting to
the symptoms.
(b) The technicians at the field level should get extensive
interaction with the OEMs/ major repair units. This will increase their
understanding of the systems besides developing a friendly and informal link
between the manufacturers / repair agency and the operators.
(c) The personnel at the field units need an exposure to
investigation into incidents / accidents. This would widen the knowledge base
and provide first hand account of the factors that led to the
incident/accident.
19. Comprehension of Orders and Instructions. During the
last decade, human error alone accounted for 45% of the total accidents of the
IAF. It is therefore imperative that the person on the ground or in air is
competent, qualified and suitable to accomplish the mission safely. Thorough
understanding of the SOPs relating to the aircraft, technical practices and the
operational environment is a prerequisite. Orders, instructions and policies
etc are at best only guidelines for safe operations. Understanding of the
rationale behind such SOPs and instructions would facilitate correct judgement
/ decision-making in complex situations.
20. Trend Analysis. Accident/incident trends require study
both at the field units and at HQ. Patterns need to be comprehended to react
proactively. The following actions are warranted to derive the maximum benefit
from statistics and trends:
(a) History of component-wise / system-wise snags and
rectification should be organized and meaningful analysis is to be disseminated
to the lowest level.
(b) Periodic feedback and compendiums of accident / incident
trends need to be compiled at Command and Air HQ levels to identify critical
areas affecting safe operations.
21. Specialist Flight Safety Organization. The Command
structure should reflect the priority of flight safety in the organization. As
far as possible the flight safety set-up should be independent of the executive
function to impart objectivity to the assessment of flight safety activities.
The concept of a separate flight safety organisation as a career option for
volunteers needs to be explored. This is already in vogue in some advanced
nations. The actions required in this regard are as follows:-
(a) Personnel who have undergone Flt Sfty courses abroad
need to be posted to the Flt Sfty organization to form its core group.
(b) Training of additional personnel on specialized spheres
of accident prevention and investigation is required. Training could be
arranged on forensic aspects at DMRL, NAL, NFL, OEM and other organizations to
enable in-house expertise in area of accident investigation and attendant area
of accident prevention and safety.
(c) Interaction of this organisation with other aviation related
organisations like DGCA, AAI etc. on a regular basis is required to be
enhanced.
Training
22. New designs aim to reduce workload and simplify systems.
But accidents involving basic handling skills and judgement-related mishaps
have affected the new models just as they have always plagued the older
aircraft. Traditional aviation risk management identifies three sources of
risk: the man, the aircraft and the environment. Over the years, most of the
flight safety problems related to aircraft and environment have been tackled
satisfactorily. Today, a significant amount of the trouble stems from humans.
Towards reducing or controlling ‘human error’, training would make a huge
difference.
23. Equipment vs Personal Capability. The operational
environment is the same for all aircraft, but some ac are better equipped than
others. Auto-pilot, on-board radar, and data link multifunction displays do
change the environment and do provide the trained pilot with more tools upon
which to base good decisions. This decision-making should be the target of the
training pattern. Some aspects that require consideration are: -
(a) Better safety because of redundancies lead to increased
comfort levels and at times to over-confidence.
(b) These ac are likely to be tasked for tougher / riskier
missions and in marginal weather conditions.
(c) The basic aerodynamics of low-speed handling has not
been altered appreciably — stalls, directional control, crosswinds and landing
flares.
24. Effective training is therefore the foundation of a
professional. If any deficiency in the equipment or personal capability exists,
it must be improved by appropriate training. Needless to mention, training must
be focused and appropriate for ensuring safety.
25. Discipline and Just Culture. Discipline on ground
generally translates to flying discipline also. Therefore, there is a need to
inculcate discipline as a way of life. Strict action needs to be initiated for
any disciplinary lapses in the air. However, the disciplinary action taken must
be ‘event-oriented’ and not ‘result-oriented’. Based on intent, knowledge and
recklessness, there is a need to distinguish between inadvertent errors,
unintentional risk taking and deliberate violations. Only deliberate violations
warrant a disciplinary action. Inadvertent errors and unintentional risk taking
provide opportunities for system correction and increasing situational
awareness. Experience gained out of these ‘learning outcomes’ need to be shared
during continuity training for the benefit of the organisation. This would in
turn lead to removal of error provoking conditions and creation of error
tolerant systems.
26. Maturity and Professionalism. The training
establishments have little trouble teaching the aircraft, but developing
requisite maturity and professionalism poses some difficulty. A study of HE (A)
accidents reveals that this aspect needs greater attention. Following measures
are called for: -
(a) The maturity level of officers should be a prime
consideration for selection to instructional courses. Most pupil officers try
to emulate their instructors and any bravado/false ego inculcated during
training manifest later as part of flying discipline.
(b) The maturity level of all supervisors, instructors and
trainees in training establishments needs to be monitored on a regular basis.
27. Simulators. The infrastructure available for training
has a bearing on the quality of training and the competence of the end product
i.e. the trainee. Formal training in the IAF has prepared aircrew dictated by
mission requirements. Simulators were not used extensively since they were
prohibitively expensive and availability of reliable simulators in the Russian
fleet was limited. The first generation simulators had basic flight and
instrument skills wired. Pilots were taught aircraft systems but did little
else. This induced most to doubt the utility of simulators. The advent of the
modern simulators viz. mission simulators, maintenance simulators has changed
this mindset. Extensive use of simulators for training of aircrew and technical
personnel is prudent and needs to be encouraged.
28. Challenge of Technology Evolution. Difficulty in decision-making arises
from the hesitance / confusion caused by complexity of avionics packages that
are integral to the control and navigation of the aircraft. Since avionics
mutate much faster, the avionics that was top of the line five years ago is now
obsolete, and this creates legacy and primacy of training issues (what is
learned first is learned best). The best example is the auto pilot system for
the Jaguar ac. Most senior pilots at that time felt it would affect pilot trg
and build complacency in the pilots. Therefore, training pattern needs to keep
pace with the rate of obsolescence.
29. Rationalisation of Syllabi. This brings them to the
adequacy of training pattern, syllabus and SOPs available. Varieties of syllabi
have been tried out on an equally large variety of ac. In spite of all safe
guards apparently introduced in devising these training syllabi, accidents
continue to occur. IAF therefore needs to address some of these issues by
ensuring that pilots stepping into modern jets have the benefit of a defined
syllabus and best practices. This is a challenge where syllabus needs
continuous revision while maintaining adequate time for assimilation and study.
Following actions are warranted: -
(a) Changes of minor nature need to be incorporated annually
within the training command.
(b) Major changes in syllabi need deliberate study and
require to be done on a three /five-yearly basis at the Air HQ level, utilising
the best from field and HQ staff.
30. Transition Training. In the ideal situation, pilots
would get all the training they needed to prepare for stepping up to their next
aircraft. Safely putting low-time pilots into high-performance aircraft has
always been a challenge. There is presently no quick, inexpensive fix to
building maturity and the yearning for professionalism. It takes time and more
than a quick formal checkout, particularly if the pilot is relatively young and
inexperienced. The following points need attention in this regard: -
(a) Realistic training is essential to prepare for a real
emergency. Military trainers operate under the motto: "Train like you
fight; fight like you train." Surprise in combat or in flight is a bad
thing. Training needs to be made as realistic as possible without infringing on
flight safety.
(b) Training at units must also emphasise on learning from
others’ mistakes. It is less expensive and far less embarrassing to learn from
ones own mistake. Studying accident reports is a sobering way to learn about
flight Safety. The articles in Flight Safety Magazine and reports issued by the
DFS from time to time is one such way. It allows them a look into problem
areas, before an accident occurs and correct things either systemically or
individually.
Environment
31. Environment constitutes all elements, which have a
bearing on flying operations. By virtue of this fact, they are likely to be taken
lightly in normal scheme of things. However many of the accidents have their
genesis in the environment and thus the environment should be made conducive to
safe operations. A safe environment needs the professionalism of every single
individual. No task, however small, can be missed in the chain. The ground,
technical and administrative support must synergies towards creating such an
environment. The overall environment can broadly be divided into organizational
environment and operating environment.
32. Organizational Environment. This refers to the set of
values and work ethos prevailing in the organisation. To foster environment
conducive to safety, an appropriate culture needs to be developed and nurtured.
This refers to a culture where error reporting is encouraged and there is an
acceptance that human error is inevitable. Mechanisms such as non-punitive
reporting, recurrent training, periodic evaluation of safety management
programmes and easy access to flight safety data need to be in place and actively
functioning. The aspects pertinent in the area of organizational environment
are as follows: -
(a) Inspection and Assessment. Inspections carried out by
the organisation should not only measure compliance to prescribed standards but
also identify potential hazards and make constructive suggestions for improving
the safety environment. Only when all the presonnel are encouraged to
continuously assess their environment and share relevant information, a
‘learning organizational climate’ can be created based on shared understanding.
This would then enable development of a compatible organizational environment
encompassing the equipment, mission procedures and personnel such that they are
able to identify errors/hazards early and facilitate safe operations. Following
measures need to be implemented in the right spirit:-
(i) Flight safety audits need to be formalized and carried
out and form a part of performance appraisal system of all key personnel in the
field.
(ii) Inspections/audits need to be carried out by SFS and IO
regularly and reported to the respective Command.
(iii) Inspections by Commands may then be scheduled with a
report being rendered to Air HQ for suitable monitoring and follow-up.
(b) Sensitivity to Operations. An organisation should have
an ongoing concern with the unexpected, attentiveness to these and
acknowledgement that the cause of an accident is often not the result of a
single, active error. Rather, many latent errors get embedded in the
operational system until a combination of adverse events occurs leading to a
catastrophic accident. Hence, the organisation needs to focus on everyone
knowing the ‘big picture’. This calls for a willingness to do true
introspection and change in the ethos and pattern for aircraft accident investigation.
The following merit consideration: -
(i) Investigations need to be conducted by a professional
team of members who are formally trained in this specialized field.
(ii) One or more members from an independent aviation
organisation / agency may be co-opted into Courts of Inquiry to assure a degree
of independence.
33. Operating Environment. This involves the following: -
(a) Ground Infrastructure and Support Services. The recent
analysis of accidents reveal that the ground infrastructure in terms of
surveillance and precision radars, Nav aids, Communications and other
supporting systems need to be revamped. Launch and recovery of ac vis-à-vis
prevailing and forecasted weather need deliberate assessment. The ground
support services would need to gear up within the existing limitations and
function with greater involvement. The elements of air traffic services should
be well trained, adequate motivated staff, clean, hygienic and ergonomically
designed control towers, proactive met services, well-maintained safety
services and continuity training in various exigencies.
(b) Navigational and Recovery Aids. The navigational and
recovery aids should have high reliability of desirable performance, low
downtimes, planned effective maintenance and well-trained ground controllers.
The controllers should interact with the aircrew on a daily basis to enhance
their perspective and better understand the capability of each aircrew. There
should be optimal utilisation of all air defence radars and aids in effective monitoring
of flights and their recovery.
(c) Runways and Operating Surfaces. Runway and operating
surfaces remains a perennial source of FOD that affect a large number of
flights. Besides, the runway conditions affect the wear and tear of tyres and
have a bearing on aircraft operations due to undesirable water logging. A
well-maintained runway along with night lighting system will go a long way in
contributing to flight safety. Future plans must cater for making the AF flight
safety zones and ac manoeuvring areas, vehicle-free. Runway crossings must be
banned. All antennae, lighting etc have to be frangible, to collapse on impact.
Hangars and maintenance areas need to be spotless wherein indoctrination and
active support of all personnel are required.
(d) Wild Life and Bird Control Measures. Wild life menace
and bird activity poses a great hazard to flight operations. Wild life and
environment organizations need to be co-opted at all levels. Bird hazard combat
measures need to be well integrated with the flying operations and suitably
monitored. This is an ongoing activity and requires collation and study to be
instituted at the station level for suitable proactive measures to be
implemented for combating the bird hazard.
(e) Command and Control. Effective operational control
system is essential for flow of relevant information and its understanding by
the operators. The system should be free of delays, red tape and responsive to
the need of the field units. The chain of command should be clear with
well-demarcated responsibilities.
(f) Information Dissemination. An online information
dissemination infrastructure requires making available all the relevant
information to the user in the field, in a usable and friendly manner. An open forum
must be provided to facilitate feedback and constructive suggestions from the
field units / personnel.
AID TO CIVIL POWER
Cyclonic storms in the Arabian Sea and the Bay of Bengal
during the pre-monsoon and post-monsoon months are a common occurrence.
Originating from a low pressure area, the system gains All IAF Meteorological
Sections were put on high alert from 06 Jun 98, and constant interaction with
India Meteorological Department (IMD) at Mumbai and the (IMD) Centre at Ahmadabad
resulted in 24 hours tracking and plotting of the cyclone, which was passed
down as forecasts to Service and civil authorities in the Saurashtra and Kutch
region. A Disaster Management Cell (DMC) under the direct command of the Air
Officer Commanding-in-Chief, South Western Air Command was set up at the
Command Operations Room to liaise with the State Government and initiate
necessary actions. All aircraft were evacuated from IAF bases at
A high degree of co-ordination between the IAF and the
Gujarat Government resulted in the successful accomplishment of all tasks
requested from the IAF. Not a single mission was turned down, ranging from
conveying senior Govt functionaries (like the Prime Minister, Raksha Mantri,
Home Minister, Chief Minister and His Excellecy the Governor of Gujarat and
others) to supplying food, conveying troops, Navy divers and relief equipment,
search and rescue missions etc. The close liaison between the IAF and the State
Government lasted well after the crisis was actually over. In addition, the
entire IAF was alerted and standing by in readiness all over the country.
Vegetables and food supplies were flown in from diverse locations like
During the crisis period, large quantities of supplies and
personnel including troops and Navy diving teams were delivered to the affected
area, accomplished by flying over a hundred sorties in just a week. This
airlift started on the day after the storm itself.
The IAF also carried out many missions in coordination with
the Government of Rajsthan as well as the Border Security Force. These included
mercy missions, like the one on 11 Jun 98 which resulted in the rescue by a
Chetak helicopter of a BSF Jawan stuck waist deep in quicksand. On another
occasion, a Mi-8 responded to distress message from the "Clipper
Kawa", with the vessel subsequently recovering from the situation.
Faced with a situation of extremely degraded operational
capability, personnel at these bases rose to the challenge in the best
traditions of the IAF. Despite the damage to their homes, these personnel
continued to labour at their work stations with single minded, dedicated and
devotion to duty, resulting in the runways being brought to an operational
standard with the basic navigational systems powered by improvised mobile
generators, all within 12 hours. This superhuman effort, besides plugging the
gap in the operational capability of the sector, permitted senior officials to
be flown in and relief operations to proceed unhampered.
On 18 Aug 98, just after midnight, all the people at Malpa,
a small village along Mahakali river in Pithoragarh district of UP hills, woke
up to a thundering sound. Before they could orientate themselves, a huge chunk
of the mountain towering above the gorge broke off and came crashing down, on
the tiny settlement, near the river bed which was accommodating over 200 people
that night including 60 pilgrims. Among the pilgrims was the famous dancer
Protima Gauri Bedi.
For all the tasks at Malpa, which is an extremely narrow
gorge, four Chetak and Cheetah helicopters were considered necessary. Being
based nearby, they were the first to be ready. For airlifting passengers in
bulk from Gunji and to airlift dead bodies en-mass, six Mi-17 helicopters were
requisitioned from HQ Western Air Command, ex Hindon and Sarsawa airbases. Two AN-32
aircraft were kept at short notice standby to airlift any casualties and dead
bodies to required destinations expeditiously.
The inhospitable terrain coupled with persistent bad weather
in the region imposed constraints in immediate evacuation of stranded pilgrim.
Despite this the Mi-17 task force not only evacuated all the pilgrims of 9th,
10th and 11th batches of Kailash-Mansarovar yatra, but
also maintained the supply of essential commodities in the areas cut off after
the tragedy.
In completing Operation Blue Angles, the Air Force
helicopters flew 277 sorties in 135 hours. They carried 15 injured and 566
passengers to safety; brought out 37 dead bodies and moved approx 17,110 Kgs of
rations and medicines. The total quantum of load carried by the Air Force in
this short period from 22 Aug 98 to 29 Aug 98 worked out to 43,510 Kgs
ROLE OF THE IAF IN THE TSUNAMI RELIEF
OP SEA WAVE;
OP RAINBOW; OP CASTOR
On 26 December, the last Sunday of the year, a small news
ticker on one of the news channel read “Mild earthquake rocks Chennai. No
damage reported”. This turned out to be the understatement of the century, as
the unfolding events later demonstrated.
An undersea earthquake occurred at 00:58:53 UTC (07:58:53
local time) on December 26, 2004. The earthquake originated in the Indian Ocean
just north of Simeulue island, off the western coast of northern
The magnitude of the earthquake increased from the initial
report of 6.8 to 8.5, 8.9, and 9.0. New studies estimate the strength at 9.3;
It was the largest earthquake since the 9.2 magnitude Good Friday Earthquake
off
The epicentre of the main earthquake was some 160 km (100
miles) west of Sumatra, at a depth of 30 km (18.6 miles) below mean sea level
(initially reported as 10 km). This is at the extreme western end of the Ring
of Fire, an earthquake belt that accounts for 81 percent of the world's largest
earthquakes. The earthquake itself (apart from the resulting tsunami) was felt
as far away as
An estimated 1200 km (750 miles) of faultline slipped about
15 m (50 ft) along the subduction zone where the India Plate dives under the
Burma Plate. The rupture proceeded north-westerly at a speed of about 2 km/s
(1.2 miles/s), beginning off the coast of Aceh before it turned northwards towards
the Andaman and Nicobar Islands The India Plate meets the Burma Plate at the
Sunda Trench, where it subducts the Burma Plate, which carries the Nicobar
Islands, the Andaman Islands and northern
In the aftermath of the resultant death and wide scale
destruction, in addition to providing succor to its own,
The tsunamis affected 2260 Kms of the Indian coastline
besides the entire
One of the peacetime roles of the Indian Air Force is to
assist the civil administration in dealing with natural calamities. Over the
years the IAF has had fair experience in tackling such situations, what with
the air effort put in during the Latur earthquake in central and the Gujarat
earthquake in western
THE FIR
After the mild tremors felt along the east coast of
“MAYDAY, MAYDAY, MAYDAY, Chennai, Chennai Chennai this is Victor Juliet Golf
on ground at Carnicobar. Carnicobar hit by a severe earthquake and flooding of
the island by tidal waves.
Immediate Response
The Armed Forces launched operation “SEA WAVE” for relief,
rescue and evacuation. This was co-ordinated by the Integrated Defence Staff
(IDS). On receipt of the first information about the disaster, at 0815 h on 26
Dec 04, Air Headquarter swung into action and set its machinery in motion. A
Disaster Relief Cell was set up at Air Headquarter Operations Room, on a round
the clock basis.
Two AN-32 aircraft were immediately put on alert in
Headquarter Southern Air Command. Other Commands Headquarters were also
instructed to keep their aircraft in readiness for the expected Rescue Relief
and Casualty Evacuation Operations. The first AN-32 aircraft was launched at
1000h and the second at 1036h for Carnic with refueling halts at Tambaram and
Port Blair. Both aircraft landed in Carnic by 1636h. Meanwhile, a Do-228 was
also launched from Port Blair, with AFCC on board, for a first hand assessment
of the situation.
RELIEF OPERATIONS
Command and Control
The overall responsibility for coordinating relief work was
given to Headquarter Integrated Defense Staff with representatives from
Ministry of Defence, Service Headquarters, Coast Guard, MEA, MHA, MOCA and
Ministry of Shipping etc. Meetings were held twice daily to rationalise various
relief requirements, to allocate resources for undertaking relief work and to
determine future requirements.
Andaman and
An Integrated Relief Command was also set up under the LG
Andman and
Airlift Resources. As the magnitude of the disaster became
clear, resources in addition to the already tasked AN 32 , the AVRO and Do 228
fleets had to be garnered. With the normal air logistic operations underway,
only two IL-76 aircraft were available for relief work. Two IL-78 aircraft were
also de-modified and pressed into the relief operations. Four Do 228, Four
AVROs, Seven IL-76s, 15 AN 32s and 16 Helicopters were pressed into action for
this Operatioins.
Mainland Relief
Air Effort for Coastal States. As an extensive and effective
land transport communication system exists on the mainland, the Air Force
involvement for the relief was rather limited. Since the damage was restricted
to immediate coastal areas with rest of the support infrastructure intact the
air effort requirement was relatively less and surface transport was used for
relief operations. However, air effort was used for reccee of affected areas,
Cas- Evac, rescue operations and a few sorties for landing bulk supplies. A
total of 67 sorties and 96 hours, were flown towards this task.
Island Relief
Speed was of essence in order to save precious lives and to
mitigate further effects of the disaster. A massive airlift operation was
therefore put in place from the mainland. The aircraft involved were heavy lift
IL-78/IL-76, medium lift An-32, AVROs and Do-228. The Heptrs used were MI-17,
MI-8 and Chetak/Cheetah.
The
Operation 'SEA WAVE' : Airlift Operations for Andaman and
The first two An-32 aircraft landed at Tambaram and from
there proceeded to Port Blair/Carnic after readjusting the load to 3.2 T.
Refuelling was not available at Carnic due to suspected contamination. However,
fuel was subsequently declared fit at Carnic. Average round trip from
From Port Blair and Carnic, the southern islands such as
Operation 'RAINBOW': Airlift Operations for
At the request of Sri Lankan Govt six medium lift
helicopters were sent to
Total air effort involved including ferry of aircraft, was 445
missions, 316:10 hours and tonnage and pax lifted were 328.845 tonnes and 882
respectively. The helicopters returned on 22 Jan 05.
Operation 'CASTOR' : Airlift Operations for
Two Para drop modified, long range
AVROs were tasked to proceed to
Total air effort involved was 155
sorties 198.00 hours and tonnage and passengers lifted were 169.425 tons and
885 respectively. The ac returned to
Salient Features of Air Operations.
(a) Flying Time. Average flying
time for an IL-76 round trip was about 10 hours. For the An-32 it was even
longer.
(b) Loading /off loading time. The
‘On Ground Time’ on an average was 6 hours for loading and 3.4 hrs for
off-loading.
(c) Refuelling Constraints. No
fuel was initially available at Carnic due suspected contamination. An-32s had
to refuel at Port Blair and other aircraft at Chennai.
(d) Crew Fatigue and Flight
Safety. After the Bhuj experience, these aspects were kept sharply in focus.
(e) Status of Navigation
Aids/Runway Lighting. There is an urgent need to upgrade the status of
Navigationl Aids/Runway Lighting.
(f) Type of Relief Equipment. The
relief equipment ranged from basic feed, water, shelter medical hospitals to
generators, boring equipment, common equipment and building material etc.
AFWWA
Air Force Wives Welfare Association is the core welfare
organization, for the ladies of the Air Force. Apart from providing innumerable
benefits to its members, it provides an excellent forum for meaningful and
fruitful interactions for its large number of members.
AFWWA was formed on 28th October, 1970 as a registered body to provide
assistance to the families of deceased / disabled/ retired / serving personnel
of the Indian Air Force. AFWWA also extends its helping hand to poor and needy
people of the society. Its willing contribution to the senior citizens, Spastic
children, orphans etc. is praiseworthy and worth emulating for other similar
organizations.
ABOUT
HONOURS AND AWARDS
Instituted on 26 Jan 1950, to recognize the most conspicuous
bravery or some daring or pre-eminent act of valour or self-sacrifice in the
presence of the enemy.
Design of the Medal and Ribbon
Medal: Circular in shape, made of bronze,
one and three eighth inches in diameter and on obverse, four replicas of "Indra's
Vajra" with the State Emblem (including the motto), embossed in the
centre. On its reverse, it shall have embossed Param Vir Chakra both in Hindi
and English with two lotus flowers between Hindi and English. The fitting
will be swivel mounting.
Ribbon: Plain purple coloured
ribbon.
Bar: If any recipient of the
Chakra again performs such an act of bravery, as makes him or her eligible to
receive the Chakra, such further act of bravery shall be recorded by a Bar to
be attached to the riband by which the Chakra is suspended. For every Bar
awarded, a replica of the "Indra's Vajra" in miniature shall
be added to the riband when worn alone.
Personnel Eligible: The following categories of
personnel shall be eligible for the Chakra :-
Officers, men and women of all ranks of the Army, the Navy
and the Air Force, of any of the Reserve Forces, of the Territorial Army,
Militia and of any other lawfully constituted Armed Forces.
Matrons, Sisters, Nurses and the staff of the Nursing
Services and other Services pertaining to Hospitals and Nursing and Civilians
of either sex serving regularly or temporarily under the orders, directions or
supervision of any of the above-mentioned Forces.
Conditions of Eligibility: The Chakra is
awarded for most conspicuous bravery or some daring or pre-eminent act of
valour or self sacrifice, in the presence of the enemy, whether on land, at
sea, or in the air. The decoration may be awarded posthumously.
Monetary Allowance: Rs.
0.002 Million and each bar to the decoration will carry the same amount of
monetary allowance as admissible to the original award with effect from
01.01.1996.
Instituted on 26 Jan 1950 to recognise the act of gallantry in the presence of the enemy.
Design of the Medal and Ribbon
Medal: Circular in shape and is made
of standard silver, and is embossed on the obverse a five pointed heraldic star
with the points of the star just touching the rim. Medal shall be one and
three eighth inches in diameter. The State emblem (including motto) is
embossed in the centre-piece which is dorned. The star is polished and
the centre piece is in gold gilt. On the reverse it will have embossed
Maha Vir Chakra both in Hindi and English with two lotus flowers between Hindi
and English. The fitting is swivel mounting.
Ribbon: The ribbon is of a
half-white and half-orange colour.
Bar: If any recipient of the Chakra
again performs such an act of bravery, as makes him or her eligible to receive
the Chakra, such further act of bravery will be recorded by a Bar to be
attached to the riband by which the chakra is suspended. For every Bar awarded,
a replica of the Chakra in miniature shall be added to the riband when worn
alone.
Personnel Eligible: The following categories
of personnel shall be eligible for the Chakra :-
Officers, men and women of all ranks of the Army, the Navy and
the Air Force, of any of the Reserve Forces, of the Territorial Army, Militia
and of any other lawfully constituted Armed Forces.
Matrons, Sisters, Nurses and the staff of the Nursing
Services and other Services pertaining to Hospitals and Nursing and Civilians
of either sex serving regularly or temporarily under the orders, directions or
supervision of any of the above-mentioned Forces.
Conditions of Eligibility: The
medal is awarded for gallantry in the presence of the enemy on land, at sea or
in the air. The decoration may be awarded posthumously. Monetary
Allowance. Rs. 1200/- pm and each bar to the decoration
will carry the same amount of monetary allowance as admissible to the original
award with effect from 01.02.1999.
Instituted on 04 Jan 1952 and renamed on 27 Jan 1967 to recognize the most conspicuous bravery or some act of daring or pre-eminent act of valor or self-sacrifice otherwise than in the face of the enemy.
Design of the Medal and Ribbon
Medal: Circular in shape, one and
three eighth inches in diameter with rims on both sides and will be of
gold-gilt. On the obverse, it shall have embossed a replica of Ashoka's
Chakra in the centre surrounded by a lotus wreath. On its reverse shall
be embossed the words "Ashoka Chakra" both in Hindi and English, the
two versions being separated by two lotus flowers.
Ribbon: Green colour ribbon
divided into two equal segments by an orange vertical line.
Bar: If a recipient of the
Chakra again performs such an act of gallantry as would have made him or her
eligible to receive the Chakra, such further act of gallantry shall be
recognised by a Bar to be attached to the riband by which the Chakra is
suspended and, for every subsequent act of gallantry, an additional Bar shall
be added. For every such Bar, a replica of the Chakra in miniature shall
be added to the riband when worn alone.
Personnel Eligible: The following categories
of personnel shall be eligible for the Chakra :-
Officers, men and women of all ranks of the Army, the Navy
and the Air Force, of any of the Reserve Forces, of the Territorial Army,
Militia and of any other lawfully constituted Armed Forces.
Members of the Nursing Services of the Armed Forces.
Civilian citizens of either sex in all walks of life and
members of Police Forces including Central Para-Military Forces and Railway
Protection Force.
Conditions of Eligibility: The
Chakra is awarded for most conspicuous bravery or some act of daring or
pre-eminent act of valour or self-sacrifice otherwise than in the face of the
enemy. The decoration may be awarded posthumously. Monetary
Allowance. Rs. 1400/- and each bar to the decoration will
carry the same amount of monetary allowance as admissible to the original award
with effect from 01.02.1999.
KIRTI
CHAKRA
The Kirti Chakra award for gallantry was first instituted on
04 Jan1952 as Ashoka Chakra class -II. It was redesingated as Kirti
Chakra on 27 Jan 1967.
Design of the Medal and Ribbon
Medal: Circular in shape and is made of
standard silver, one and three eight inches in diameter. On the obverse
of the medal shall be embossed a replica of Ashoka Chakra in the centre,
surrounded by a lotus wreath. On its reverse shall be embossed the words
¡§KIRTI CHAKRA¡¨ both in Hindi and in English the versions being separated by
two lotus flowers.
Ribbon: Green colour ribbon
divided into three equal parts by two orange vertical lines.
Bar: If a recipient of the
Chakra again performs such an act of gallantry as would have made him or her
eligible to receive the Chakra, such further act of bravery shall be recognised
by a Bar to be attached to the riband by which the Chakra is suspended. For
every Bar awarded, a replica of the Chakra in miniature shall be added to the
riband when worn alone.
Personnel Eligible: The following categories of
personnel shall be eligible for the Chakra :-
Officers, men and women of all ranks of the Army, the Navy
and the Air Force, of any of the Reserve Forces, of the Territorial Army,
Militia and of any other lawfully constituted Armed Forces.
Members of the Nursing Services of the Armed Forces.
Civilian citizens of either sex in all walks of life and
members of Police Forces including Central Para-Military Forces and Railway
Protection Force.
Conditions of Eligibility: The medal is awarded for
conspicuous gallantry otherwise than in the face of the
enemy. The decoration may be awarded posthumously. Monetary
Allowance. Rs. 0.001 Million pm and each bar to the decoration will
carry the same amount of monetary allowance as admissible to the original award
with effect from 01.02.1999.
Instituted on 26 Jan 1950 and awarded for acts of Gallantry in the presence of the enemy.
Design of the Medal and Ribbon
Medal: Circular in shape and is made
of standard silver, and is embossed on the obverse a five pointed heraldic star
with the points of the star just touching the rim. The State Emblem
(including motto) is embossed in the centre-piece which is domed. The
star is polished and the centre piece is in gold gilt. On the reverse it
will have embossed Vir Chakra both in Hindi and English with two lotus flowers
between Hindi and English wording. The fitting is swivel mounting.
Ribbon: The ribbon is of half blue
and half orange in colour.
Bar: If any recipient of the
Chakra again performs such an act of bravery, as makes him or her eligible to
receive the Chakra, such further act of bravery will be recorded by a Bar to be
attached to the riband by which the Chakra is suspended. Any such
Bar or Bars may also be awarded posthumously. For every Bar awarded, a replica
of the Chakra in miniature shall be added to the riband when worn alone.
Personnel Eligible: The following categories
of personnel shall be eligible for the Chakra :-
Officers, men and women of all ranks of the Army, the Navy
and the Air Force, of any of the Reserve Forces, of the Territorial Army,
Militia and of any other lawfully constituted Armed Forces.
Matrons, Sisters, Nurses and the staff of the Nursing
Services and other Services pertaining to Hospitals and Nursing and Civilians
of either sex serving regularly or temporarily under the orders, directions or
supervision of any of the above-mentioned Forces.
Conditions of Eligibility: The
Chakra is awarded for acts of gallantry in the presence of the enemy, whether
on land or at sea or in the air. The decoration may be awarded posthumously.
Monetary Allowance. Rs. 850/- pm and each bar to the
decoration will carry the same amount of monetary allowance as admissible to
the original awards with effect from 01.02.1999.
SHAURYA CHAKRA
Instituted on 4 Jan 1952 as Ashoka Chakra Class-III and
renamed on 27 Jan 1967 as Shaurya Chakra and awarded for gallantry, otherwise
than in the face of the enemy.
Design of the Medal and Ribbon
Medal: Circular in shape and of
bronze, one and three-eighth inches in diameter. On the obverse of
the medal shall have embossed a replica of Ashoka Chakra in the centre,
surrounded by a lotus wreath. On its reverse shall be embossed the words
"SHAURYA CHAKRA" both in Hindi and English, the two versions being
separated by two lotus flowers.
Ribbon: Green colour ribbon
divided into four equal parts by three vertical lines.
Bar: If any recipient of
the Chakra again performs such an act of gallantry as makes him or her eligible
to receive the Chakra, such further act of gallantry will be recorded by a Bar
to be attached to the riband by which the Chakra is suspended. For every Bar
awarded, a replica of the Chakra in miniature shall be added to the riband when
worn alone.
Personnel Eligible: The following categories of
personnel shall be eligible for the Chakra :-
Officers, men and women of all ranks of the Army, the Navy
and the Air Force, of any of the Reserve Forces, of the Territorial Army,
Militia and of any other lawfully constituted Forces.
Members of the Nursing Services of the Armed Forces.
Civilian citizens of either sex in all walks of life and members
of Police Forces including Central Para-Military Forces and Railway Protection
Force.
Conditions of Eligibility: The
Chakra is awarded for gallantry otherwise than in the face of the enemy. The
decoration may be awarded posthumously.
Monetary Allowance: Rs. 0.001 Million
pm and each bar to the decoration will carry the same amount of monetary
allowance as admissible to the original award with effect from 01.02.1999.
SARVOTTAM
YUDH SEVA MEDAL
Instituted on 26 Jun 1980 to recognize the distinguished
service of the most exceptional order during war/conflict/hostilities.
Design of the Medal and Ribbon
Medal: Circular in shape, 35 mm in diameter
and fitted to a plain horizontal bar with standard fittings. The medal shall be
of gold gilt. The medal shall have on its obverse the State Emblem and the
inscriptions "SARVOTTAM YUDH SEVA MEDAL" (in English). On its
reverse, it shall have a five pointed star.
Ribbon: Golden colour with one red vertical
stripe in the centre dividing it into two equal parts.
Bar: If a recipient of the medal is
subsequently awarded the medal again, every such further award shall be
recognised by a Bar to be attached to the riband by which the medal is
suspended. For every such Bar, a miniature insignia of a pattern approved by
the Government shall be added to the riband when worn alone.
Personnel Eligible: The following categories of
personnel shall be eligible for the medal: -
All ranks of the Army, the Navy and the Air Force including
those of Territorial Army Units, Auxiliary and Reserve Forces and other
lawfully constituted Armed Forces when embodied.
Nursing officers and other members of the Nursing Services
in the Armed Forces.
Conditions of Eligibility: The medal is awarded for
distinguished service of the most exceptional order during war/ conflict/
hostilities. The medal may be awarded posthumously.
Instituted on 26 Jun 1980 to recognize the distinguished
service of an exceptional order during war/conflict/hostilities.
Design
of the Medal and Ribbon
Medal: Circular in shape, 35 mm in diameter
and fitted to a plain horizontal bar with standard fittings and is made of gold
gilt. The medal have on its obverse the State Emblem and the inscriptions “UTTAM
YUDH SEVA MEDAL” (in English). On its reverse, it has a five pointed star.
Ribbon: Golden colour with two red vertical
stripes dividing it into three equal parts.
Bar:If a recipient of the medal is
subsequently awarded the medal again, every such further award shall be
recognised by a Bar to be attached to the riband by which the medal is
suspended. For every such Bar, a miniature insignia of a pattern approved by
the Government shall be added to the riband when worn alone.
Personnel Eligible: The following categories of
personnel shall be eligible for the medal :-
(a) All ranks of the Army, the Navy and the Air Force
including those of Territorial Army Units, Auxiliary and Reserve Forces and
other lawfully constituted Armed Forces when embodied.
(b) Nursing officers and other members of the Nursing
Services in the Armed Forces.
Conditions of Eligibility: The
medal is awarded for distinguished service of an exceptional order during war/
conflict/ hostilities. The medal may be awarded posthumously.
Instituted on 26 Jun 1980 to recognise distinguished service
of a high order during war/conflict/hostilities.
Design
of the Medal and Ribbon
Medal: Circular in shape, 35 mm in diameter
and fitted to a plain horizontal bar with standard fittings. The medal is made
of gold gilt. The medal shall have on its obverse the State Emblem and the
inscriptions "YUDH SEVA MEDAL" (in English). On its reverse, it shall
have a five-pointed star.
Ribbon: Gold colour with three red vertical stripes
dividing it into four equal parts.
Bar: If a recipient of the medal is
subsequently awarded the medal again, every such further award shall be
recognised by a Bar to be attached to the riband by which the medal is
suspended. For every such Bar, a miniature insignia of a pattern approved by
the Government shall be added to the riband when worn alone.
Personnel Eligible: The following categories of
personnel shall be eligible for the award of the Medal:-
(a) All ranks of the Army, the Navy and the Air Force
including Territorial Army Units, Auxiliary and Reserve Forces (when embodied)
and other lawfully constituted Armed Forces.
(b) Nursing officers and other members of the Nursing
Services in the Armed Forces.
Conditions of Eligibility. The award is given for
distinguished service of a high order during war/conflict/hostilities. The
medal may be awarded posthumously
Instituted on 26 Jan 1960 as VSM Class-I to recognise the
distinguished service of the most exceptional order. It was renamed on
27.01.1967 as PVSM.
Design
of the Medal and Ribbon
Medal: Round in shape, 35 mm in diameter and
fitted to a plain horizontal bar with standard fittings. It is made of gold
gilt. On its obverse is embossed a five-pointed star and on its reverse is the
State Emblem and the inscription embossed along the upper rim.
Ribbon: The ribbon is of gold colour with one
dark blue stripe down the centre dividing it into two equal parts.
Bar: If a recipient of the medal is
subsequently awarded the medal again, every such further award shall be
recognised by a Bar to be attached to the riband by which the medal is
suspended. For every such bar, a miniature insignia of a pattern by the Govt
shall be added to the riband when worn alone.
Personnel Eligible: The following categories of
personnel shall be eligible for the medal :-
(a) All ranks of the Army, the Navy and the Air Force
including Territorial Army Units, Auxiliary and Reserve Forces (when embodied)
and other lawfully constituted Armed Forces.
(b) Nursing officers and other members of the Nursing
Services in the Armed Forces.
Conditions of Eligibility: The
medal is awarded for distinguished service of the most exceptional order.
Instituted on 26 Jan 1960 as VSM Class-II for distinguished
Service of an exceptional order. It was renamed on 27.01.1967 as AVSM.
Design
of the Medal and Ribbon
Medal: Circular in shape, 35 mm in diameter and
fitted to a plain horizontal bar with standard fitting. The medal is made of
standard silver. On its obverse is embossed a five-pointed star and on its
reverse is the State Emblem and the inscription embossed along the upper rim.
Ribbon: The ribbon is of gold colour with two
dark blue stripes dividing it into three equal parts.
Bar: If a recipient of the medal is
subsequently awarded the medal again, every such further award shall be
recognised by a Bar to be attached to the riband by which the medal is
suspended. For every such Bar, a miniature insignia of a pattern approved by
the Government shall be added to the riband when worn alone.
Personnel Eligible: The following categories of
personnel shall be eligible for the medal :-
(a) All ranks of the Army, the Navy and the Air Force
including Territorial Army Units, Auxiliary and Reserve Forces (when embodied)
and other lawfully constituted Armed Forces.
(b) Nursing officers and other members of the Nursing
Services in the Armed Forces.
Conditions of Eligibility: The
medal is awarded for distinguished service of an exceptional order.
Instituted on 26 Jan 1960 and as VSM Class-III to recognise
the distinguished service of a high order. It was renamed on 27.01.1967 as VSM.
Design of the Medal and Ribbon
Medal: Circular in shape, 35 mm in diameter
and fitted to a plain horizontal bar with standard fitting. The medal is made
of bronze. On its obverse is embossed a five-pointed star and on its reverse is
the State Emblem and the inscription embossed along the upper rim.
Ribbon: The ribbon is of gold colour with
three dark blue stripes dividing it into four equal parts.
Bar: If a recipient of the medal is
subsequently awarded the medal again, every such further award shall be recognised
by a Bar to be attached to the riband by which the medal is suspended.
Personnel Eligible:The following categories of
personnel shall be eligible for the medal :-
(a) All ranks of the Army, the Navy and the Air Force including
Territorial Army Units, Auxiliary and Reserve Forces (when embodied) and other
lawfully constituted Armed Forces.
(b) Nursing officers and other members of the Nursing
Services in the Armed Forces.
Conditions of Eligibility: The medal
is awarded for distinguished service of a high order.
Instituted on 26 Jan 1960 to recognise exceptional devotion
to duty or acts of courage by Air Force personnel. In 1994, the award was spilt
into VM (Devotion to duty) and VM (Gallantry).
Design
of the Medal and Ribbon
Medal: The medal is five-pointed star, made
of standard silver 35 mm in diameter. The mounting is fixed on a ring attached
to a metal strip 3 mm wide ornamented with Ashoka leaves. The State Emblem is
embossed on obverse, in the centre, encircled by a garland of leaves. On its
reverse, it has representation of Himalayan Eagle with the inscription below
it.
Ribbon: 32 mm in width in alternate stripes of
saffron and silver grey, each 3 mm in width running diagonally from right to
left.
Bar: The Bar to the Medal (when awarded) is
attached to the ribbon by which the Medal is suspended. On those occasions when
only the ribbon is worn, a suitable miniature insignia of a pattern approved by
the Government is to be tied to the center of the ribbon.
Personnel Eligible: The following categories of
personnel shall be eligible for the award of the Medal:-
(a) Officers and airmen of the Regular Air Force and
officers and airmen of Auxiliary Air Force, Air Defence Reserve and Regular
Reserve when called upon under Section 25 of the Reserve and Auxiliary Air
Force Act, 1952.
(b) Army officers serving as pilots in Aviation Corp. will
also be eligible for the award of this Medal.
Conditions of Eligibility: The
award is given for such individual acts of exceptional devotion to duty or
courage as have special significance for the Air Force. VM (Gallantry) is
awarded in recognition of an act of courage whereas VM (Devotion to duty) is
awarded in recognition of individual acts of exceptional devotion to duty. A
bar shall be given for every subsequent award of the Medal to a person. Award
may be made posthumously.
Monetary Allowance: Rs. 250/- to p.m. attached when
awarded for courageous acts with effect from 01.02.1999.
Instituted on 25 Nov 1950 for distinguished and meritorious
service in operational areas and acts of gallantry which are not of a
sufficiently high order to warrant the grant of gallantry awards.
Design
of the Medal
Medal: A recipient of a Mention-in-Despatches
shall be entitled to wear an emblem, which shall be a lotus leaf on the ribbon
of the Campaign Medal, relating to the Campaign in which the mention was made.
Certificate: A certificate in the following
form will be issued to each individual where name is mentioned in a despatch:-
"Under the orders of the President of the
Personnel Eligible: All Army, Navy and Air Force
personnel including personnel of the Reserve Force, Territorial Army, Militia
and other lawfully constituted Armed Forces, members of the Nursing services
and civilians working under or with the Armed forces will be eligible.
Conditions of Eligibility: Awarded
for distinguished and meritorious service in operational areas and acts of
gallantry which are not of a sufficiently high order to warrant the grant of
gallantry awards. Names may be included posthumously. There is no objection to
a person's name being mentioned in more than one despatch.
IAF
UNITS
Fighters
·
Suryakirans (Aerobatic Team Of IAF)
·
No 1 Squadron(Tigers)
·
No 3 Squadron(Cobras)
·
No 4 Squadron(Oorials)
·
No 5 Squadron(Tuskers)
·
No 6 Squadron(Dragons)
·
No 7 Squadron(
·
No 8 Squadron(Pursoots)
·
No 10 Squadron(Daggers)
·
No 15 Squadron(LANCERS)
·
No 16 Squadron(Black Cobra)
·
No 18 Squadron(Flying Bullets)
·
No 21 Squadron(Ankush)
·
No 22 Squadron(Swifts)
·
No 24 Squadron(Hawks)
·
No 26 Squadron(Warriors)
·
TACDE
·
MOFTU
·
No 27 Squadron(Flaming Arrows)
·
No 29 Squadron(Scorpios)
·
No 30 Squadron (Rhinos)
·
No 31 Squadron(Lions)
·
No 37 Squadron(Black Panthers)
·
No 47 Squadron(Black Archer)
·
No 52 Squadron(The Sharks)
·
No 101 Squadron(Falcons)
·
No 108 Squadron(HAWKEYE)
·
No 220 Squadron(Desert Tigers )
·
No 222 Squadron(Tigersharks)
·
No 223 Squadron('Trident')
·
No 224 Squadron(Warloads)
Transports
·
11 Squadron (Rhino)
·
25 Squadron (Himalayan Eagles)
·
41 Squadron (Otters)
·
No. 43 Squadron (Nabhasa Jivan Dhara)
·
No 44 Squadron (Mighty Jets)
·
Air HQ Communication Squadron
Helicopters
·
No. 104 Helicopter Unit
·
No. 105 Helicopter Unit
·
No. 107 Helicopter Unit
·
No. 109 Helicopter Unit
·
No. 110 Helicopter Unit
·
No. 111 Helicopter Unit
·
No. 115 Helicopter Unit
·
No. 118 Helicopter Unit
·
No. 122 Helicopter Unit
·
No. 125 Helicopter Sqn
·
No. 126 Helicopter Flight
·
No. 129 Helicopter Unit
·
No. 130 Helicopter Unit
·
No. 131 FAC Flight
·
No. 141 SSS Flight
·
No. 142 SSS Flight
·
No. 153 Helicopter Unit
WORLD
RECORDS:
LIMCA
RECORD HOLDERS
Air Marshal VK Bhatia PVSM, AVSM, VrC and Bar was
the first Indian who dared a tandem skydiving jump in
Group Captain NK Prashar, JD AF Adv was
the first to fly X-Air microlight on night on 15 Sep 2000 at Air Force Station
Hindon. Subsequently on the same night Sqn Ldr MIK Reddy carried out a
skydiving jump from X-Air Microlight.
Sqn Ldr Sanjay Thapar VM is the man of many firsts in
the field of parachuting, two of his achievements are acknowledged as world
records and seven others as National Records. He was the first Indian to
introduce tandem skydiving in the Air Force.
Sqn Ldr Jay Shankar is an officer from Admin branch
and an adventure enthusiast. He is pursuing sports parachuting since 1990. He
is a sports parachuting instructor without being a PJI. He has 602 jumps to his
credit. For a non-professional paratrooper this number is highly creditable.
Sqn Ldr MIK Reddy is a NDA graduate and an
adventure freak. He is specialist in watersports, parasailing and skydiving. He
has over 780 skydiving jumps to his credit, the highest for a non PJI in the
Air Force. He has also conducted many basic skydiving courses and
demonstrations independently. He is also the first to carry out a jump from
X-Air Microlight at night.
Sqn Ldr RC Tripathi. A pioneer of Adventure sports,
specialist in parachuting, mountaineering and water sports. As on date he has
1040 jumps. He is the first to jump from an X-Air microlight on 04 Apr 2001 at
Air Force Station Hindon. Microlight was flown by Gp Capt NK Prashar, JD AF
Adv.
Sqn Ldr Vasant Raj and Flt Lt Bhawana Mane. Both
are helicopter pilots and the first couple in the Air Force to skydiving
together on 30 May 2000 at
Flt Lt Kamal Singh Oberh. A young parachute jump
instructor, made a jump over South Pole on 01 Jan 2000 and earned the
distinction of being the first Indian to perform this daring feat.
Flt Lt KB Samyal and Flt Lt Kopal Gupta. Flt
Lt Samyal is a professional parachute jump instructor at
In addition, there are few other Air Force personnel, who
have also set records and earned their names in Lima Book of Records one being
a six man Relative Work by PTS under the leadership of Wg Cdr HN Bhagwat in Aug
2000.
STRENGTH
The Indian Air
Force Today
The Indian Air Force (IAF) today, having completed the Platinum Jubilee
of dedicated service to the nation, is a modern, technology-intensive force
distinguished by its commitment to excellence and professionalism. Keeping pace
with the demands of contemporary advancements, the IAF continues to modernise
in a phased manner and today it stands as a credible air power counted amongst
the fore-most professional services in the world.
The primacy of Air Power will be a decisive factor in shaping the outcome of future
conflicts. In line with this dictum, the Indian Air Force (IAF) has developed
into a major 'Component of National Power', which can be applied quickly and
decisively. The IAF has reoriented itself to a multi-role capability of
platforms and equipment, along with multi-skill capability of personnel. The
rapid economic growth of the country dictates the need to protect their
security interests extending from the Persian Gulf to the Straits of Malacca.
Over the years the IAF has grown from a tactical force to one with transoceanic
reach. The strategic reach emerges from induction of Force Multipliers like
Flight Refuelling Aircraft (FRA), Unmanned Aerial Vehicle (UAV) and credible
strategic lift capabilities. There is emphasis on acquiring best of technology
through acquisitions or upgradation, be it aircraft, systems, precision
missiles or net centricity. The main inductions and acquisitions by Indian Air
Force are given in the following paras.
IAF has started
upgrading its combat aircraft fleet since the last few years in order to
enhance its operational capability and maintain its aircraft as modern weapon
platforms, capable of meeting the present challenges posed by the security
scenario in their region. Of the available fleet, MiG-21, MiG-27 and Jaguar
aircraft have already been upgraded and Mirage-2000 and MiG-29 aircraft are
planned for upgradation. The Indian Air Force is considering upgrade of its
medium lift helicopters comprising Mi-8, Mi-17 and Mi-17-IVs, as also the AN -
32 transport aircraft, with the aim of improving their overall capability.
The IAF today is in the process of a most comprehensive modernisation
plan. Over the next few years, the force would induct more Su-30 aircraft, the
Light Combat Aircraft (LCA) and the Medium Multi Role Combat Aircraft (MMRCA).
There are plans to augment the helicopter and transport fleets too. The IAF has
initiated the process for acquisition of additional Mi-17 IV helicopters, heavy
lift helicopters, Advanced Light Helicopter and Light Combat Helicopters. For
the transport fleet, induction of Boeing Business Jets (BBJ), Flight Refuelling
Aircraft (FRA) and Airborne Warning and Control Systems (AWACS), Heavy
Transport Aircraft (HETAC), C-130J Hercules and Medium Transport Aircraft (MTA)
is also planned. Among trainer aircraft, the Hawk Advanced Jet Trainer has been
inducted and the Intermediate Jet Trainer (IJT) would be acquired in the near
future. The IAF is also in the process of acquiring radars in various
categories to meet the Air Defence requirements, accurate and advanced weapons,
Network Centric Warfare systems, etc, to meet its assigned tasks.
The Indian Air Force has seven commands, of which five are operational
and two functional, namely :
• HQ Central Air Command, Allahabad • HQ Eastern Air Command, Shillong
• HQ Western Air Command, New Delhi
• HQ Southern Air Command, Thiruvananthapuram
• HQ South-Western Air Command, Gandhi Nagar
• HQ Maintenance Command, Nagpur and
• HQ Training Command, Bangalore
Helicopters
The
IAF's helicopter fleet has steadily increased in numbers over the past twenty
years, blossoming from a handfull of U.S. types in the '60s to over 500 French,
Indian and Soviet built types. The pride of the force is, undoubtedly, the Mi-26
heavy lift helicopter which has been operated by No. 126 H.U. with outstanding
results in the mountains of Northern India. The bulk of rotorcraft are Mi-17s
and Mi-8s, well over one hundred of these types serving in Helicopter
Units throughout the country, playing a vital logistic support role. Mi-8s are
operated for commando assault tasks, for ferrying supplies and personnel to
remote mountain helipads and jungle clearings, carrying out SAR (Search and
Research Operations) and logistic support tasks in the island territories,
employed with the Indian permanent station in the Antarctica and so on.
The smaller Alouette
III, renamed Chetak, is as ubiquitous, being employed for casevac(Casualty
Evacuation), communi- cations and liaison duties with the IAF having
received over 150 examples of this versatile rotorcraft.
In 1986, however,
the Government of India formally constituted the Army's Aviation Corps and most
Chetak and Cheetahs operating in AOP Squadrons were transferred from the Air
Force on 1st November 1986. The Air Force continues to fly armed Chetaks in the
anti-tank role as well as for CASEVAC and general duties while the lighter Cheetah
is operated by (FAC) flights.
In May 1984, No.
125 Helicopter Unit was formed with the formidable Mi-25 gunship
helicopter, used to much effect in Sri Lanka. The upgraded Mi 35 has followed
in April 1990, with No. 104 HU being reequipped with the type. Future
requirements for armed helicopters are planned to be met by the indigenous
Advanced Light Helicopter (ALH) named DHRUV, developed by Hindustan
Aeronautics Ltd.
Trainer
The
IAF replaced its HT-2 primary trainers with the HPT-32 (Deepak), the new
piston engined trainer being utilised at the Basic Flying Training School at
Allahabad since January 1988 and at Air Force Academy at Dundigal. Flight
cadets then proceed to the Air Force Academy, Dundigal for
instruction on the HJT 16 Kiran, first on the Mk. I/IA and then on the
armed Mk II version or the Polish origin Iskra, for tactical flying. After
commissioning, pilots are streamed to various conversion units, depending on
their selection and proficiency. Future fighter pilots are sent to operational
conversion units (now known as the MOFTU or MIG Operational Flying
Training Unit) where operational and tactical flyng is conducted on MIG 21.
Thus are born the IAF's leaders and even future spacemen, like Sqn Ldr Rakesh
Sharma, India's first cosmonaut who participated in a joint space flight with
the Soviets in 1984.
SU-30 : Twin seater twin
engine multirole fighter of Russian origin which carries 130 mm GSH gun
alongwith 8000 kg external armament. It is capable of carrying a variety
of medium-range guided air to air missiles with active or semi-active radar or
Infra red homing close range missiles. It has a max speed of 2500
km/hr (Mach 2.35).
Mirage-2000 : A single seater air defence and multi-role
fighter of French origin powered by a single engine can attain max speed of
2495 km/hr(Mach 2.3). It carries two 30 mm integral cannons and two
matra super 530D medium-range and two R-550 magic II close combat missiles on
external stations.
MiG-29 : Twin engine, single seater air superiority
fighter aircraft of Russian origin capable of attaining max. speed of 2445 km
per hour (Mach-2.3). It has a combat ceiling of 17 km. It
carries a 30 mm cannon alongwith four R-60 close combat and two R-27 R medium
range radar guided missiles.
MiG-27 : Single engine, single seater tactical strike
fighter aircraft of Russian origin having a max. speed of 1700 km/hr
(Mach 1.6). It carries one 23 mm six-barrel rotary integral cannon
and can carry upto 4000 kg of other armament externally.
MiG-23 MF : Single engine, single seater swing wing air
superiority fighter of Russian origin carrying one 23 mm twin barrel gun and
two R-23R/T medium range and two R-60 close combat missiles. It has a max speed
of 2446 km/hr (Mach 2.3).
MiG-21 BIS : Single engine,
single seater multirole fighter/ground attack aircraft of Russian origin which
forms the back-bone of the IAF. It has a max speed of 2230 km/hr (Mach
2.1) and carries one 23mm twin barrel cannon with four R-60 close combat
missiles.
Jaguar : A twin-engine, single seater deep
penetration strike aircraft of Anglo-French origin which has a max. speed of
1350 km /hr (Mach 1.3). It has two 30mm guns and can carry two R-350
Magic CCMs (overwing) alongwith 4750 kg of external stores (bombs/fuel).
AVRO : Twin engine turboprop, military transport
and freighter of British origin having a capacity of 48 paratroopers or 6
tonnes freight and max cruise speed of 452 km/hr.
Dornier : Twin engine turboprop, logistic air support
staff transport aircraft of German origin capable of carrying 19 passengers or
2057 kg freight. It has a max speed of 428 km/hr.
Boeing 737-200 : Twin engine
turbofan, VIP passenger aircraft of American origin with total seating capacity
of upto 60 passengers. It has a max cruise speed of 943 km/hr.
MI-26 : Twin engine turboshaft, military heavy lift
helicopter of Russian origin with carrying capacity of 70 combat equipped
troops or 20,000 kg payload. It has a max speed of 295 km/hr.
MI-25 : Twin engine turboshaft, assault and anti
armour helicopter capable of carrying 8 men assault squad with four
barrel 12.7 mm rotary gun in nose barbette and upto 1500 Kg of external
ordnance including Scorpion anti-tank missiles. It has a max cruise speed
of 310 km/hr.
MI-17 : Twin engine turboshaft, medium transport
helicopter of Russian origin with a capacity of 24 troops or 3.3 tonnes of
freight. It carries 6 UV-17, 57 mm rocket pods and has max cruise speed
of 240 km/hr.
Chetak : Single engine turboshaft, light utility
French helicopter with capacity of 6 passengers or 500 kg load. The
anti-tank version carries 4 AS-11 wire guided missiles. It has a max
speed of 220 km/hr.
Cheetah : Single engine turboshaft, FAC/casevac
helicopter of French origin having capacity to carry 3 passengers or 100 kg
external sling loads. It has max cruise speed of 121 km/hr and can climb
to 1 km in 4 minutes.
PRESS RELEASE
WOMEN
AIR WARRIORS EMBARK ON MT EVEREST EXPEDITION
PRESS
INFORMATION BUREAU (DEFENCE WING) GOVERNMENT OF INDIA
WOMEN AIR WARRIORS EMBARK ON MT EVEREST EXPEDITION
New Delhi : 13 Apr
2011
Striving to “Touch the sky with glory” a 20 member Indian Air Force
mountaineering team was flagged off by the Air Officer-in-charge-Administration
Air Marshal JN Burma today, to scale Mt Everest.
It is the first time in the history of IAF that “women in Blue” have embarked
on an expedition to scale the highest peak on earth. The idea was conceived in
early 2009, since then there have been consistent efforts. The team underwent a
rigorous training schedule including Basic Mountaineering Course and Winter
Training Camps at Siachen in 2010 and 2011. They went on to scale progressively
higher and tougher Himalayan peaks in the past two year starting with Mt Stok
Kangri (6121M) in Leh, Mt Bhagirathi II (6512M) in Uttarkhand, Mt Kamet (7757M)
in Garhwal and Mt Saser Kangri I (7672M) in Landhakh.
The team consists of 11 women officers who will be accompanied by one doctor
and eight other male air warriors who are qualified mountaineers. The team will
be following the southeast ridge route as was used by Hillary and Tenzing in
the first successful expedition to Mt Everest in 1953. The route involves
technical challenges such as famous Khumbu icefall which is extremely volatile
and keeps shifting, innumerous crevasses and ceracs.
Apart from creating precedence in the field of adventure activities by IAF
women officers, this endeavor is also a milestone in women empowerment.
Amongst the other dignitaries to attend the ceremony were Air Mshl N Verma, Air
Cmde GK Patnaik, Air Cmde M Singh, Gp Capt R Chandola, Col Sanjeev Soni and Cdr
KS Rawat who wished safety and success to the team with a message, “Do well,
the nation is looking up to you”.
CMT REPORT (Corruption, Money Laundering & Terrorism]
The Public Notice information has been collected from various sources
including but not limited to: The Courts,
1] INFORMATION ON
DESIGNATED PARTY
No records exist designating subject or any of its beneficial owners,
controlling shareholders or senior officers as terrorist or terrorist
organization or whom notice had been received that all financial transactions
involving their assets have been blocked or convicted, found guilty or against
whom a judgement or order had been entered in a proceedings for violating
money-laundering, anti-corruption or bribery or international economic or
anti-terrorism sanction laws or whose assets were seized, blocked, frozen or
ordered forfeited for violation of money laundering or international
anti-terrorism laws.
2] Court Declaration :
No records exist to suggest that subject is
or was the subject of any formal or informal allegations, prosecutions or other
official proceeding for making any prohibited payments or other improper
payments to government officials for engaging in prohibited transactions or
with designated parties.
3] Asset Declaration :
No records exist to suggest that the property or assets of the subject
are derived from criminal conduct or a prohibited transaction.
4] Record on Financial
Crime :
Charges or conviction
registered against subject: None
5] Records on Violation of
Anti-Corruption Laws :
Charges or
investigation registered against subject: None
6] Records on Int’l
Anti-Money Laundering Laws/Standards :
Charges or
investigation registered against subject: None
7] Criminal Records
No
available information exist that suggest that subject or any of its principals
have been formally charged or convicted by a competent governmental authority
for any financial crime or under any formal investigation by a competent
government authority for any violation of anti-corruption laws or international
anti-money laundering laws or standard.
8] Affiliation with
Government :
No record
exists to suggest that any director or indirect owners, controlling
shareholders, director, officer or employee of the company is a government
official or a family member or close business associate of a Government
official.
9] Compensation Package :
Our market
survey revealed that the amount of compensation sought by the subject is fair
and reasonable and comparable to compensation paid to others for similar
services.
10] Press Report :
No press reports / filings exists on
the subject.
CORPORATE GOVERNANCE
MIRA INFORM as part of its Due Diligence do provide comments on
Corporate Governance to identify management and governance. These factors often
have been predictive and in some cases have created vulnerabilities to credit
deterioration.
Our Governance Assessment focuses principally on the interactions
between a company’s management, its Board of Directors, Shareholders and other
financial stakeholders.
CONTRAVENTION
Subject is not known to have contravened any existing local laws,
regulations or policies that prohibit, restrict or otherwise affect the terms
and conditions that could be included in the agreement with the subject.
FOREIGN EXCHANGE RATES
|
Currency |
Unit
|
Indian Rupees |
|
US Dollar |
1 |
Rs.52.52 |
|
|
1 |
Rs.85.49 |
|
Euro |
1 |
Rs.69.61 |
INFORMATION DETAILS
|
Report Prepared
by : |
PRL |
RATING EXPLANATIONS
|
RATING |
STATUS |
PROPOSED CREDIT LINE |
|
|
>86 |
Aaa |
Possesses an extremely sound financial base with the strongest
capability for timely payment of interest and principal sums |
Unlimited |
|
71-85 |
Aa |
Possesses adequate working capital. No caution needed for credit transaction.
It has above average (strong) capability for payment of interest and
principal sums |
Large |
|
56-70 |
A |
Financial & operational base are regarded healthy. General unfavourable
factors will not cause fatal effect. Satisfactory capability for payment of
interest and principal sums |
Fairly Large |
|
41-55 |
Ba |
Overall operation is considered normal. Capable to meet normal
commitments. |
Satisfactory |
|
26-40 |
B |
Capability to overcome financial difficulties seems comparatively
below average. |
Small |
|
11-25 |
Ca |
Adverse factors are apparent. Repayment of interest and principal sums
in default or expected to be in default upon maturity |
Limited with full
security |
|
<10 |
C |
Absolute credit risk exists. Caution needed to be exercised |
Credit not
recommended |
This report is issued at your request without any
risk and responsibility on the part of MIRA INFORM PRIVATE LIMITED (MIPL) or
its officials.