February 2010 - Indian Airforce

Sqn Ldr RR Senthil kumar
Statistical Highlights
Total number of runs scored on the ground
Almost all die-hard fans of cricket usually read the
‘statistical highlights’ of any ODI, test or twenty20 at
the start of the match. All leading newspapers publish
statistical highlights on the day of the match or a day
prior to the match, if its an important one.
Facts Highlighted
‘Statistical highlights’ bring out various facts about
the match, the players, the venue and so much more. The
data published in such columns would usually include
the following: -
Total no of centuries on the ground
No of sixes, fours scored and wickets taken
No of centuries and the runs scored in the
venue by a particular batsman.........
The list could be endless, but the intriguing thing
about such amazing fact list is that how do they get
such a lot of data? Do they do it the Air Force way i.e.
maintaining registers of the data for all the fields? For
example: -
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Total no of runs register
Centuries register
data management need to be commended and they
also deserve a mention in the Guinness book of world
records.
Total number of sixes register
Total number of sixes by a particular batsman
register.
Brain behind the Statistical Highlights
The list of registers seems to be never ending, isn’t it?
The number of data entries will also be close to infinity. If
that be the case, the personnel behind such mammoth
However, that is not the way the whole gamut of data
management works in cricket. The data is manipulated
using customised software in such a way that the required
report is generated for the requested query. This way the
data entry is kept to the minimum and the ways in which
information can be extracted numerous.
It is also pertinent to mention that the person
entering the data, ball after ball in the cricket match is
the key person. The human link with the data entry
INDIAN AIR FORCE 2 01 0 F e b r u a r y Flight Safety 3

“The quantum of
data handled by
sections like DSS,
Refuelling, Bomb
dump, armoury
etc is huge and is
nothing less than
the quantity handled
by the pundits of
the game of cricket.
Data management
in these sections is
even more necessary
because it is an every
day affair unlike ODI’s
or Tests.
starts and ends there. Rest is taken care by the computer,
programmed with the database management software.
Data Management at Unit/Section Level
Daily flying progress register / file
Concession/ limitation register
Now, let us apply the same fundamentals in different
units/sections of our Air Force. The quantum of data
handled by sections like DSS, Refuelling, Bomb dump,
armoury etc is huge and is nothing less than the quantity
handled by the pundits of the game of cricket. Data
management in these sections is even more necessary
because it is an every day affair unlike ODI’s or Tests.
Let us study the data load on the co-ordinator
working in a DSS. The co-ordinator maintains a record of
all the servicings due and rectification of the aircraft. He
also keeps track of the daily flying activities. In order to
discharge these duties he maintains a host of registers
like: -
The registers mentioned above are just the tip of
the iceberg. The number of registers maintained in a
flying unit would be close to 100. The common problem
with such numbers of registers is that though we have
the data available but the process of extracting relevant
information is time consuming.
Classical Example of Data Management at Unit /
Section Level
If we study the activities carried out on an aircraft
in a typical squadron, it can be fathomed that the
following parameters decide the servicing schedule on
the aircraft.
Forecast register
Servicing based on the Flying hours
Daily Dues register
Servicing based on Calendar dues
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What if we have a database that has all the data
regarding each type of servicing due on the aircraft?
Only the progress of flying is then required to be entered
every day in to the database software. Once this is done,
the programme should generate reports for all possible
queries.
Some of the queries commonly required are as
follows
Dues for next 25 hrs, 50 hrs, 100 hrs etc.
Dues for next 30 days, 60 days etc.
No of a particular component changed in a
financial year.
Daily dues aircraft wise, component wise etc.
Presently, the reports for such queries would engage
the co-ordinator for a minimum of three hours, maybe
more. This time is required by the co-ordinator to go
through all these registers and patiently pen down all the
requisite information, and he being a human may miss
some !
If a software was programmed to generate results
for such queries it would reduce the burden on the coordinator
to a greater extent and if designed correctly
would generate accurate results. Software of similar
nature is also required in sections like refuelling, bomb
dump, armoury etc.
Standardised Software (The only Solution)
Availability of locally written software merits a
mention here. Thanks to the initiative of some dedicated
officers and airmen, such software is being used in few
units but since it is not standardised it doesn’t encompass
all activities and finds limited use.
Generally, such software remains in vogue only
till the person who designed it remains in the unit. The
only solution lies in the development of an open-ended
software required in these sections by a central agency
with inputs from the field personnel. Such software
developed with the user inputs should be standardised
and should be disseminated to all the units. Similarly we
can have software designed for use at Command and Air
HQ’s in the operations, maintenance and administration
branches to increase efficiency and reduce paper work.
Auditing of the Software Generated Reports
To meet the requirements of audit, certain reports
could be generated and filed.
The Flight Safety Angle
Such professionally developed and standardised
software in various sections of the air force will definitely
enhance flight safety. For example, in case of a snag in an
aircraft, the software could be used to analyse the snag,
repetition rate, if any, and the rectification done previously.
This will help the EO and technicians in rectifying the
aircraft faster and accurately. Study of repetitive snags
would also bring out the preventive measures to be
adopted to prevent recurrences of such snags.
Such an e-enabled data base management system in
every unit/section of the IAF would help in reducing the
work burden on the air warriors. This would contribute
towards increased work efficiency and act as an effective
counter for depleting manpower in sections.
Points to Ponder:
The time required to calculate the total runs scored
by Sachin Tendulkar during 1997-2000 at home excluding
the matches against Australia would invariably be less
than a few seconds by the data handlers.
Most of us can appreciate the time it would take to
calculate the number of aircraft sent back by the tyre
checkers from the runway end during the period say Jan
2008 to Jun 2009.
Need I say more !!!
Sqn Ldr RR Senthil Kumar AE(L) is posted to 33 Wing AF.
Psychiatrists say girls tend to
marry men like their fathers. That
is probably the reason mothers cry at
weddings.
Safety Journal February 1978
INDIAN AIR FORCE 2 01 0 F e b r u a r y Flight Safety 5

Wg Cdr MK Sharma
WE have the fourth largest air force in the world and an inventory of around twenty-five different types of
aircraft including helicopters, which are designed by six different nations. Imagine the complexities of
maintenance, overhauling and logistic problems that this staggering variety poses.
Aircraft & aero engine Base Repair Depots (BRDs) are like factories where in, the aeroplane/aero engines are
dismantled completely and re-assembled after overhauling each item/component. Needless to mention one can
imagine the kind of infrastructure w.r.t various disciplines of engineering, technology and support services a BRD
possesses to accomplish this ‘Herculean task’.
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The air warriors (including me)
were compelled to compromise on
set procedures and conditions of
work environment to a certain extent
in order to continue with production
and meet the task.
Repair and Overhaul (ROH) of an aero engine is
one of the most challenging fields in aviation industry
involving precision work of very high order and thorough
professionalism. Majority of the aero engine assembly
process and the Micrometry checks (it is the process
of taking measurement of aero engine internal parts/
subassemblies/components, etc using digital scientific
measuring instruments) are required to be undertaken in
a dust free and controlled environment of temperature,
airflow and relative humidity to achieve conformity of
product’s requirements. Universally, it is an accepted
norm that for any accurate and steady measurement of
a physical entity, a controlled temperature of 20 o C + 2 o
is ideal.
Importance of correct working conditions and
environment can never be undermined. I would like
to bring to light two interesting cases related to the
working conditions at a BRD wherein, minute dust
particles (foreign objects) contributed to the rejection
of aero engines during operation/testing. During my
tenure as the Squadron Commander of an aero engine
and Gear Box overhaul line at the BRD we had a chronic
problem in the air conditioning system of the building.
Despite best efforts put in by the MES and C Adm O, there
seemed no solution. To make matter worse, the summers
were approaching and non availability of a suitable
ventilation system with adequate air flow in the building
was to complicate the working conditions further. The
entrance doors to the assembly hall were partially kept
open to avoid suffocation and allow inflow of some fresh
air. The air warriors (including me) were compelled
to compromise on set procedures and conditions
of work environment to a certain extent in order to
continue with production and meet the task.
Case I An aero engine was received for DI with a
snag of overheating marks on the torsion shaft driving
the main gearbox from the aero engine. It appeared to be
a clear case of oil starvation, albeit in the initial stages. As
per SOP, the necessary checks on the oil pump assembly,
scavenge pump, oil filters, flow rate of oil jets, circulation
check of lubrication system etc. was undertaken. All
the parameters checked were found within permissible
limits. Subsequently, the bearing support assemblies
(fourth & fifth support) were also dismantled for signs
of malfunction/blockage and their micrometric checks
were undertaken, which were again within the specified
tolerance limits as given in the repair manual.
After spending close to six days on the Defect
Investigation (DI), I gave up and decided to approach
my boss, “The Chief of Engines” (Gp Capt Mr. Right,
always believed in doing the right things the right way
and, possessed immense knowledge on aero engines
overhauling procedures & processes). After patiently
listening to us and our approach in tackling the defect
investigation, we were questioned about the condition
of the oil jet spraying oil in the affected area. When told
that the jet was functioning normally (based on the
spray obtained from it) he asked us to get it cut open by
the Wire Cutting Machine. All of us were taken aback
as this was the first instance when somebody in the
engine division was asking for an oil jet to be cut open
to view its internal passage. Reluctantly, we took up the
cutting process of the oil jet as advised by Mr. Right. To
our dismay we found a very minute solid dust particle
sitting prettily at the curved portion of the oil passage in
the oil jet (seen using a high magnification microscope).
The dust particle must have entered the lubrication
system during the assembly process of the aero engine
INDIAN AIR FORCE 2 01 0 F e b r u a r y Flight Safety
7

During brainstorming with the experienced
technicians of the overhaul line, an idea was mooted
that, the bearings must be re-checked for their radial and
axial play on all the support assemblies. (It is pertinent to
note that all support assemblies were fitted with Cat ‘A’
bearings during the process of repair on the aero engine
and their plays were within specified limits.)
in the hall and must have positioned itself in the fourth/
fifth support assembly oil jet eventually, thereby causing
intermittent blockage of the oil passage. The aero engine
had completed only about hundred hours of operation
since the last repair/overhaul. Had it not been for our Mr.
Right, we would have probably rejected the complete
support assembly instead of only the oil jet.
Case II An engine was vibrating beyond
permissible limits when tested on the test bed after
necessary repairs in the overhaul line. In fact, it was
rejected twice on the test bed and now posed a serious
challenge to our technical knowledge, practices and snag
analysis capability. All the rotating major assemblies like
the compressor assembly, drum, turbine assembly, NGVs
etc where re-balanced but no imbalance was noticed.
Any imbalance in the rotating components is capable of
causing vibration & stresses, which increase as square of
rotational speed. As nothing unusual was noticed from
the previous readings during repair, the compressor
blades were slightly re-distributed (within same weight
range). Further, all other assemblies were checked for
correct tightness and torque, but nothing abnormal was
noticed and the engine was sent for testing. However,
the engine failed for vibration again on the test bed.
During the critical examination of the bearings in
the ‘Micrometry Bay’ it was seen that there was a fine
mirror like groove of about 1mm all around the outer
surface of the inner race of the first support bearing.
Initially, this appeared like some fine machining process
on the bearing surface. However, in comparison with
other first support bearings (Cat ‘A’ and ‘B’) it was
seen that, such a pattern was noticed on a few other
Cat B bearings as well. Thorough examination of
these bearings was carried out which revealed that
probably very small contaminant particles on the
bearing surface or in the oil (lubricant) could have
caused this “Polishing Wear” on the bearing. Across
the globe about 14% bearing failure have been attributed
to “Contamination” viz, foreign material entering the
bearing and components such as moisture and solid
particles.
Subsequent analysis established that the foreign
dust particles had damaged the bearing during the
course of its operation. This bearing was contributing
to the onset of vibration in the aero engine. There are
a lot of rotating parts in the vicinity of the first support
of the aero engine which also get their drives directly
or indirectly from it. The damaged bearing had to be
replaced which entailed the complete dismantling of
the aero engine and wastage of previous man-hours
and spares.
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Another associated aspect that merits attention in
connection with controlled working conditions while
taking very small and accurate measurement is the
temperature prevailing in the premises. It is a known
fact that as temperature increases there is a tendency for
expansion of physical metallic entities. The overhauling
procedures of an aero engine entail taking measurement
in microns. One micron is equal to one millionth of a meter
and the thickness of a human hair is around 80 microns.
For every degree increase in the room temperature
there is a likelihood of variation in measurements being
taken and their consistency. Therefore, maintaining the
specified temperature conditions is also a mandatory
requirement in the hall.
The two cases mentioned above clearly indicate
that, had the controlled conditions of environment been
provided and maintained, the chances of ingress of the
foreign dust particles into the internal parts of the aero
engine could have been avoided and the engines would
not have been prematurely withdrawn. Luckily both
the failures did not result in an accident/incident but
nevertheless could have manifested into serious defects
in air. These cases and many such defects, therefore,
bring forth the importance and criticality of maintaining
the desired conditions of humidity, temperature, lighting
and airflow in the work place, which have a direct bearing
on Flight & Maintenance Safety.
Today, Quality has become the most important
force to organizational success and growth. The fact that
quality increases productivity has now been well accepted
contrary to the general belief that it hinders production.
Though there is an excellent system of ensuring quality
at our BRDs, there is still a scope for improving upon
and further enhancing the various processes and
activities that go into product realization including work
environment. It is therefore important that the Admin
and Support services must also understand their role
towards Flight & Maintenance Safety and undertake a
pro-active approach in all activities contributing towards
safe & conducive working environment.
WG Cdr MK Sharma AE(M) is posted at 19 Wg AF.
There is more to Murphy !
Lorenz’s Law of Mechanical Repair
After your hands become coated with
grease, your nose will begin to itch.
INDIAN AIR FORCE 2 01 0 F e b r u a r y Flight Safety
9

JWO P Sriram
While we have a host of
input channels for medium and
long-range forecasts, for nowcasting,
there is no substitute
to an air report that is given
by a pilot in real time.
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ONE day I was performing D Met O duties. In the
morning briefing I had forecasted convective weather
activity and thunderstorms in the afternoon/early
evening hours based on the synoptic chart inputs.
However, at around 1000 h, I noticed some dark patches
appearing west of the base. I immediately requested the
GCA for a weather report. In addition, I requested the DATCO
to obtain air report from the pilots who were airborne.
The GCA weather report confirmed that there were many
cumulus patches in the SW direction. As the BADC missions
were in air, I was told that the air report would be provided
after landing of the first ac. While I was waiting for the aircraft
to land, taxi-in, switch off and then obtain pilot’s weather
debrief, the cumulus patches in the southwest grew in size
and extent.
I was now getting impatient by the second, in the
absence of actual prevailing weather around the airfield and
its actual build up. When I could no longer bear the threat of
an occurrence of a thunderstorm over the airfield, I issued a
weather warning giving a 30 mts warning time for the aircraft
to recover. All aircraft in the local flying area were recalled
by the DATCO citing deterioration in the weather conditions.
Only when the first aircraft had landed and switched off in
dispersal, I could talk to the pilot on the weather build up
and its movement. By this time, all the aircraft had landed
safely after having abandoned their missions.
The pilot gave me a detailed debrief about the weather
conditions. I, then learnt that the cumulus patches were
growing but were moving in a northerly direction; thus,
would have been clear of the base. I realized, I was wrong in
estimating the direction of movement of the CB clouds, had
issued the weather warning too early and now it was too
late to retract the warning. Had I known that useful weather
input 15 mts early, may be there would not have been loss of
valuable flying training of the pilots.
I am sure meteorologists face this kind of experience
quite often. The importance of weather debriefs has been
emphasized on numerous occasions. Meteorology is a
growing science and brings about collateral benefits to
us. Its importance ranges from utility services to space
missions, from satellites to super computers and so on. Its
role is ubiquitous. Such is its ubiquity that a day does not
pass in most people’s life, when they directly or indirectly,
consciously or subconsciously want to know the next day’s
weather. Be it a flyer, farmer or a mere weekender.
Despite its significance, it is the only science that is most
ridiculed and at the same time respected. Generally, the
reasons for failures in accurate forecasting are attributed to
improper analysis. This is partly true, but most of the time it is
lack of timely inputs in a rapidly changing weather situation
that causes the failure in predictions.
While we have a host of input channels for medium and
long-range forecasts, for now-casting, there is no substitute
to an air report that is given by a pilot in real time. All the
conventional forms of input reception systems like land
line channels, satellite products and internet sites provide
us rather ‘stale’ data. We have not yet imbibed real time
data reception methodology.
At the time of need of real time input, it is from a pilot
alone, that we get the best status of current meteorological
conditions. In marginal weather conditions, the first sortie
is usually carried out for weather reconnaissance at our
flying bases. That amply proves the significance of such an
input.
By providing weather debriefs, the pilots can make the
weathermen work in real time. Weather debriefs enlarges
the scope of forecasting ability of the forecaster. It brings out
distinct perceptional change among the weather brethren.
In the sense, the weather debrief gives a meteorologist the
most needed reaction time in ‘now-casting’. It has a learning
value too. The weather debrief provides a forecaster the
much needed confidence to either back his forecast or to
amend it as necessary.
Like wise, a true forecaster cannot become a master
in his profession without having done some real time data
analysis. The real time weather debrief input provides
enough data to supercede the synoptic chart that is
prepared at the end of a three/ six hour synoptic period
(atleast for local forecasts).
Recently there was a policy circulated by Air HQs
regarding enlarging the observational envelope around the
airfield for more accurate and timely short range forecasts.
Field units were asked to conduct surveys of nearby civil/
military establishments and liaise to establish a larger
weather observation network. Whether shine or shower, let
us institutionalize gathering of the pilot debrief even if it is
a single sentence report about general weather conditions,
as soon as the aircraft takes off, which would immensely
help in providing a more conducive environment for flying
operations. During flying, if pilots are busy, other aircrew
like navigators, flight gunners etc can give debrief on the
general weather conditions. This would immensely help
the weathermen in understanding the intricacies of nature
more objectively. Adherence to this would definitely
increase the quality of the forecasts issued by the Met Flight
significantly. I hope that the passing of weather debriefs by
the aircrew become a routine in near future.
JWO P Sriram Met Asst is posted to 414 AF Station.
INDIAN AIR FORCE 2 01 0 F e b r u a r y Flight Safety 11

Wg Cdr Indranil Chakraborty
IT was the first day of the Maha-Guj Raj Exercise and we
were all geared up to meet the contingencies that were
likely to come up during the week. The time was early
morning and I was discussing some issues with my JWO
I/C in front of the SMC. Suddenly, I saw a coach coming
to a stop in front of us and three Air Warriors emerged
from it carrying a colleague in their arms. They shouted
that the person, a young Cpl, has been caught between
a tractor and a GPU and was injured. We put him in the
emergency room and carried out the necessary treatment
to him. Luckily, there were no internal injuries and further
follow up did not reveal any long term damage. The
young Cpl was anxious as he was getting married the
next month and I hope he is well settled by the time this
article appears!
What Happened?
Cpl X, age 25 yrs, was a PMF (M) and belonged to
the visiting fighter squadron. On the day of the incident
he was in the process of attaching a GPU to a tractor. He
was holding the tow arm of the GPU and the tractor was
slowly backing towards him, so that the tow arm could
be attached to the tractor. When the tractor was within
comfortable distance, Cpl X called out to stop the tractor.
To his horror, the tractor kept on moving towards him. Sgt
Y, the MTD of the tractor, was desperately trying to stop
the vehicle by applying the brakes hard but his efforts
seemed to have no effect on the motion of the tractor.
By this time, Cpl X was trapped between the tow arm and
the tractor and was getting crushed. Sgt Y then applied
the forward gear so that the tractor started moving in the
opposite direction. Cpl X, though injured in the lower part
of the body, was able to free himself and got saved from
almost certain death. Other Air Warriors then put him in a
coach and brought him to SMC.
Why it Happened?
Apparently, there was no human error involved. It
was the brakes of the tractor that had failed. The tractor
involved was of BEML make. The brakes were pneumatic
in nature. A follow up in the MT section revealed a
pneumatic leak in the brakes of the tractor. Luckily, the
tractor was at a very slow speed and so life saving action
could be taken by the MTD. Had he been backing at a
high speed, the damage would have been beyond one’s
imagination.
Medical Advice
Through this article I would like to intimate my
readers that life saving procedures are very simple but
must be carried out in a professional manner. In this
particular case, when it was suspected that Cpl X had
sustained crush injury in the lower abdomen and
back, he should NOT have been evacuated to SMC in a
coach and neither should he been carried in the arms
while coming out of the vehicle. He should have been
laid on the tarmac and ambulance should have been
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equisitioned for transferring him to SMC. Patients with
such injuries should be carried on a flat stretcher, as any
unnecessary movement of the injured back would have
led to spinal injury.
Similar Incident in the Base
During my interaction with the MT Section and other
personnel I came to know that a major accident had
occurred some years ago in the same base involving a
tractor. The COI revealed that the accelerator mechanism
of the tractor had got stuck which led to the tractor
suddenly moving on the tarmac and ultimately damaging
one MiG 21 aircraft. The entire airframe had to be written
off! Thus, there is a past record of tractors getting involved
in accidents on the tarmac.
Lessons Learnt
Vehicles operating on the tarmac must be thoroughly
checked daily so that defective vehicles are not put in use
for tarmac operations.
Operators must know that accidents do happen on
the tarmac and they must remain vigilant to prevent such
accidents.
Such accidents and incidents must be recorded and
disseminated to the users so that at least they are aware
of such mishaps.
First Aid procedures must be taught and practiced
by all personnel working on the tarmac. Wrong First Aid
procedures can further aggravate an injury.
Conclusion
The incident could have happened on any day and
at any time in a flying station. The Unit was lucky not
to have a damaged GPU, a runaway tractor and injured
Air Warrior. The Station was lucky that it did not have to
hold a COI. We were lucky that we did not have to start
the exercise with an actual contingency. Efforts must
be made to compliment the Sgt who saved not only a
human life, but managed to save all the equipment and
the vehicle.
It is my endeavour to spread the awareness amongst
my readers to be alert while working on the tarmac.
You are handling tools and equipment which have the
potential to injure you. Disasters happen without prior
notice. BE ALERT SO THAT YOU DO NOT TRANSFORM
A GIVEN SITUATION IN A DISASTER.
Wg Cdr Indranil Chakraborty (Med) is posted to Air Force
Station Utarlai.
INDIAN AIR FORCE 2 01 0 F e b r u a r y Flight Safety 13

BLAST FROM THE PAST
SAFETY JOURNAL NOVEMBER 1977
FLT LT AK SINGH 49 SQN
THE Flight Commander called me into his office
– “AK, I want you to take an aircraft to Hakimpet
tomorrow morning. Some bonedomes are to be
brought from there; the Logistic Officer will give you all
the briefing”.
“Yes Sir”. Cross-country of the month! In fact it
sounded fine. A pleasant day’s flying around Southern
India – not too strenuous at all. A welcome break from
circuits and bumps with a constant yammering to the
cadets. Better inform the DSS to keep the air-craft ready.
“What’s the score on X-1010? CI’s aircraft reserved
for X-country flights and CI’s standardization checks
only (‘Cause it had a booster pump – the only one in the
fleet’).
“You are to carry sufficient fuel. No passenger because
you will have to carry all the bonedomes in the rear cockpit,
keep a check on weather as you may have to divert to
Begumpet.“
Hmm! I thought, I mustn’t do what the other chap did,
by force landing on his wayback due to insufficient fuel.
So sitting back, I drew a straightline on the map, the HT-2
does not require any flight planning, or so I thought with
supreme confidence.
Morning dawned grey and foreboding with a slight
drizzle and low clouds. All aircraft were in the hangar, cadets
were given a quiz to work on and the QFIs were exchanging
banter in the verandah. By 1130 hrs the weather had lifted
sufficiently and the Flt Cdr said that I was to go.
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I picked up the parachute, rang up the ATC that I was
proceeding to Hakimpet, kicked the tyres and jumped
into the front cockpit. As I started taxying out, I saw
young sleepy Dopey, walking towards the aircraft with
a parachute slung on his back, since there was no other
aircraft on the flight line, I had no choice but to wait for
him.
Dopey got into the rear cockpit despite all my yelling
that I wasn’t supposed to carry any passengers. Once in,
I heard his sleepy voce telling me to taxi out as he had
some accounts problems to be sorted out at Begumpet.
We had an uneventful trip to Hakimpet, landed there
at 1300 hrs. The Logistic officer was boiling mad because
we would keep him after working hours to sign various
vouchers.
We left Hakimpet for Begumpet with ten bonedomes
in Dopey’s lap and some all over the floor, the rear hood
couldn’t even be closed. As we landed in Begumpet the
sky split, there was a thunder storm so we sat it out in
the cafeteria and every few minutes asked the met for
clearance.
In the quite period over the next half-an-hour or so, I
pondered. A great number of people take a great deal of
time and care at a great expense compiling things like ASIs,
briefing notes, pilot orders and they just don’t do it for fun.
I should have paid attention to all these things that were
wrong :-
I hadn’t briefed Dopey for the sortie or for any
emergency.
We were in such a hurry that, we were not even strapped
up, adding insult to injury was the fact that we were using
our parachutes like cushions and hadn’t strapped them
on ! Sheer luck a field was there and we did not go into
any obstructions else, I shudder to think what would have
happened.
This incident still gives me the jitters to think that with
a little less luck we might have lost quite a lot more – more
than just the undercarriage, may be two pilots and an
aircraft.
At 1600 hrs, Bidar sent a message that their airfield
would close down at 1800 hrs. Prospects of staying the
night without even a tooth brush were staring at us in
the face. The Almighty probably heard the prayers of two
sinners and the storm abated at 1700 hrs. We dashed
down to the aircraft, jumped into the cockpit and were
off. Dopey yelled, “level out we’ll go back at 200 ft only,
why climb through clouds ?”
Fifteen minutes out, I gave a call to Bidar, “ETA 1745”.
Our flying time was 45 mins and we got airborne at 1720,
so the earliest we would make Bidar was 1805. If we told
them that they wouldn’t accept us. HT-2 R/T being what
it is, the only person who could hear us was an Avro flying
overhead and the message was relayed to Bidar.
Happy with ourselves that all jobs were done,
Bonedomes had been collected. Dopey came on R/T, “Yaar
Goodwala trip what say you” before I could say anything,
the aircraft vibrated. I reduced throttle, vibrations
subsided, but once again set in, shaking the aircraft like a
fish out of water. Dopey closed the throttle and we saw a
white streak curving to our right, realizing simultaneously
that our propeller had taken wings. Thank God, I saw a
field to my right and put the aircraft down, no damage,
we rolled for 50 yds and stopped. Didn’t even have time
to give a call to Bidar.
This Pilot couldn’t be
bothered to strap himself in.
INDIAN AIR FORCE 2 01 0 F e b r u a r y Flight Safety 15

Wg Cdr Arvind Kumar
16 Flight Safety F e b r u a r y 2 0 10
INDIAN AIR FORCE

MANY people use the terms ‘leadership’ and
‘management’ interchangeably. However, these
words imply a number of different things in
spite of being quite similar. Management in the simplest
words means getting the job done through others.
Hence a manager is a person who gets work done. From
the functional perspective, a manager is the one who
plans, organises, controls and directs. Leadership can be
defined as the art of inspiring and influencing people
so that they work willingly towards achieving goals laid
down by their leader. Thus every manager is a leader to
that extent. But the question is, “Does the Air Force need
leaders or managers?”
Often it is said that so and so leader has brought a
dramatic change e.g. Lee Lacocca credited with turning
around the loss making American
auto giant Chrysler. Thus leadership
is associated with change or
transformation. A manager on
the other hand is identified
more with ensuring stability
and predictability in the
organisation. In the Air
Force context, if we say
‘so and so person was
instrumental in the
smooth conduct of
the Op exercise’, we are
referring to the person
as a manager rather than a
leader.
Leadership is visionary
whereas management is rational. A
leader can see the ‘big picture’ and lay
down the goal which the organisation
should reach in the future. Personal vision of Ratan Tata
could be summarised as “I will build a motor car that
will cost not more than one lakh rupees so that the
Indian masses can enjoy a four wheeler ride.” It was the
managers in TELCO who through rational planning and
other activities implemented the vision of their leader
and produced the Nano car. The leadership of the Royal
Singapore Air Force has the vision of “Zero Accident” and
has laid it down as its primary goal. Thus, a leader creates
vision and a manager implements it.
A leader is warm, radiant and inspiring. A manager is
often seen as cool and reserved. A leader relates himself
with people who in turn identify themselves with him
or her. A leader reaches out to people, penetrates their
hearts and touches their soul. People start considering
A leader can see
the ‘big picture’ and lay
down the goal which the
organization should reach
in the future. Personal vision of
Ratan Tata could be summarized as
“I will build a motor car that will cost
not more than one lakh rupees so that
the Indian masses can enjoy the four
wheeler ride.” It was the managers
in TELCO who through rational
planning and other activities
implemented the vision of
their leader and produced
the Nano car.
the vision and ideas of the leader as their own. In contrast,
a manager is often seen as a person sitting in his chamber
who maintains a distance from his subordinates. Field
Marshal Rommel used to fight along with his soldiers
in the trenches. A leader can be a source of inspiration
to millions. We often hear many great men saying, “I am
inspired by Mahatma Gandhi and his ideology of nonviolence.”
We talk of the Mahatma as being one of the
greatest leaders (not the managers) of the world.
A leader needs to be innovative and imaginative
whereas a manager is more deliberate and analytical. A
leader often uses simple but new and creative approaches
to solve the profoundest of the problems. A manager
on the other hand uses the existing framework of tools
and practices for his day to day work. Leaders love
experimentation but managers hesitate
in doing that. It can be safely said
that a manager uses the existing
framework, approach and ideas
whereas the leader creates new
framework, approach and
ideas.
Now the question
arises “Should the air
warriors be leaders
or managers?” The
Air Force has a well
designed system of rules
and regulations in the form
of various orders, instructions,
policies and directives. Rules
and
regulations are needed
to maintain
order, stability and
predictability in the system. In this
context, the Air Force needs ‘managers’.
A commanding officer or a flight commander has to lead
his team to fight the enemy or accomplish a mission. In
this context, the Air Force needs ‘leaders’. We are often
reminded of many of our great leaders like the Marshal of
the Air Force Arjan Singh who led the IAF outstandingly
during the 1965 air operations.
The IAF still has a long way to reach the ultimate goal
of ‘Zero Accident Rate or ZAR’. To achieve such goals we
need leaders who can bring a dramatic change in the
attitude and working culture of our air warriors and make
them really believe and follow the motto ‘Perfection and
Zero Defect in whatever we do” so that ZAR becomes a
reality.
Wg Cdr Arvind Kumar AE(L) is posted to 5 Wg AF.
INDIAN AIR FORCE 2 01 0 F e b r u a r y Flight Safety 17

Gp Capt Narinder Taneja
DMO duties on weekend will
be part
“
of you for the rest of your
career. You will get respite only
if there are three or more MOs
at the base”. Some, enthusiastic
SMO may offer, “Listen, if you
want to go out for couple of
hours, I can cover up for you.”
Frustrated he discusses this with
all his friends, who may or may
not sympathize with him. No
one does at the station eitherbecause
we can see only see his
comforts and luxury.
18 Flight Safety F e b r u a r y 2 0 10
INDIAN AIR FORCE

I
read with interest a recent article in the Flight Safety
Magazine and the line /phrase that caught my
attention was ‘Flying is a stressful profession’. I cannot
but wholly agree with this statement. Over the past fourfive
years, I have in some way or the other acknowledged
this in my articles in this magazine, when I have discussed
about fatigue in aviation, about low backache, spine,
about critical incident Stress Management and even
Ejection.
However, every time I have discussed ‘stress’ in
aircrew, deep inside there has been a desire to write
about stress in another branch in the Air Force, which
has neither been discussed nor acknowledged in any
form. I am pointing towards the stress of the Doc’s in the
‘Medical Profession’ which is the noblest of all professions
and in our parlance –the ‘Medical Branch’. I can already
hear certain sighs of disbelief –Wow! Do you think Doc’s
are stressed? They are the luckiest of all-pack up on
time; sharp 2 pm-lunch, bang on time don’t you see our
young bachelor Doc always at the dining table at 2.10,
he is the first one to have his lunch and first to leave the
dining room–when others are still trickling in. You will see
him at 5 pm, regular with his walk or jog or his game of
squash, or his dancing classes. You will again see him at
the appropriate time for dinner. That was no doubt, the
comfort part. We need to go beyond this.
Let’s chart the progress/careers of a Medical Officer
in the IAF
Young straight after internship, a 24 yr something,
doctor from the civil reports to an Air Force Base close to
his hometown and gets commisioned. Generally this will
not be a single MO unit, so that the young commissioned
MO gets groomed by some seniors in the SMC or he may
be commissioned from AFMC and then may be posted
any where. Life is beautiful for most of these newly
commissioned officers. If they worked in the civil prior
to joining the AF, it is a welcome change. See about 20
patients in the morning and another 25 families later in
the day, unless he is at an extremely busy base with a
relative shortage of medical officers where he may see
a little more. Rarely would there be a MO seeing more
than these no of patients regularly. He has time to read a
newspaper/ may be his medical books, have his breakfast
at leisure and enjoy a cup of tea, may be twice. He will also
find someone to respond to his other needs such as odd
work at the post office, bank, canteen etc. After working
hours, he realizes he has enough time to pursue his extra
curricular activities, and he suddenly finds facilities which
he had until now only heard of : billiards, TT, badminton,
gym, squash and may be swimming pool, all at one place,
without any membership charges, without any waiting
period to become members. Carry home pay 30 grand – a
quantum jump to the measly 5000/- he was getting after
slogging for hours in the local nursing home in the civil.
He couldn’t have asked for a better life. No two doubts
about life as discussed till here.
However, he soon realises that all is not so rosy. The
manning situation suddenly becomes SMO plus two.
SMO being a veteran with 20+ years of service does not
do DMO duties. Left are the two MOs including the young
Flt Lt. The base works 5 days a week. This Flt Lt, who is
an extrovert, has already made a whole lot of bachelor
friends-from fighter boys to the ground duty officers-
But come Thursday all his friends would start planning
for a weekend. Suddenly our Flt Lt realizes that every
weekend he is on duty – either Thu and Sat or Fri and
Sun - which means, that he is stuck. He packs up on time
everyday but weekend he is stuck! He is any day willing
to trade longer working hours on week days to get an
entire weekend off. But there is no option /solution in
sight. Mumbles his predicament to the SMO, who, as
all veterans do, tells him “See, young boy, we all have
grown up in the organization like this. DMO duties on
weekend will be part of you for the rest of your career.
You will get respite only if there are three or more MOs
at the base”. Some, enthusiastic SMO may offer, “Listen, if
you want to go out for couple of hours, I can cover up for
you.” Frustrated he discusses this with all his friends, who
may or may not sympathize with him. No one does at the
station either- because we can see only see his comforts
and luxury. For one desperate full weekend, he offers his
colleague a brilliant idea- “Sir, I will do 3-4-5 duties the
entire week –just give me the full weekend off- sir my
friends are going to a place-x –sir, couple of lady officers
are also going for this trek, sir, please” and eventually he
gets a full weekend off! So much for the joy of packing up
on time on a week day.
Given these rosy working hours with abundance
of time at his disposal every evening, he enrolls for
certain classes in the evening -Swimming, may be
dancing. Life is stressful Whosoever said that military
life is stressful? Whosoever said that Air Force Medical
Officers are stressed? Not here. Hardly has he learnt the
first steps of dancing that he gets a rude awakening - 4
weeks TD! Whatever happened to his 5000/- enrolment
fee- frantically contacts his teacher to request her to
be considerate for a month. “I will be back”, he assures.
Little does he realize that being the youngest, a bachelor,
he fits the optimum bill to be on relief pool so to say.
Four weeks later, another TD is already planned for him.
He can only dream of his dancing classes, teacher and
INDIAN AIR FORCE 2 01 0 F e b r u a r y Flight Safety 19

fellow colleagues. All of his other friends have since then
progressed and are flaunting their newly learnt skills on
the dance floor, where as our young Flt Lt DOC is on TD
replacing a MO in a single MO unit. Life of a MO –Stressful
-possibly Yes.
Another MO is posted to a fighter Sqn, a missile Sqn
or any other sqn for that matter. COs anniversary being
celebrated with great zeal at COs house. Liquor and
snacks! Have no time for dinner : the dance floor ablaze;
the music rocking. The party continues well into the wee
hours. When the ‘guys’ eat the food, it is close to breakfast
time. The Doc is enjoying his drinks (if he takes alcohol) or
cursing his day (if he is a teetotaler). He also knows from
past experiences of such occasions that the Squadron
will have a stand down the next day.
The sole ‘guy’ out of this Sqn gathering working
and expected to be at his office on time is the poor
DOC. Imagine his plight, if he was the DMO that day and
drinking or not drinking – he got two calls from the SMC
during these extended celebrations while the entire sqn
is enjoying and looking forward to the stand down the
next day. The poor Doc is STRESSED, being DMO that day,
not drinking, getting called twice at SMC, and having to
report on time at work after packing up at 0300 hrs. Some
one of you may well say the DOC should have packed up
early- he need not have stayed there that long. But does
that happen? After all COs anniversary is next only to
the Sqns anniversary. Has anyone sympathized with the
DOC on such occasions? To top it all, let’s say one of these
calls to the SMC was an emergency call; a tough one at
that- does the DOC come and enjoy the party- No, Can
he ever switch off from the SMC on call duty, say along
with a social evening ? No never. Yes, he has taken up the
profession by choice! He knows that doctor will forever
remain on call –but dear friends, in no other organisation,
would he be on so much call duties for so many years
the way we have. No where, not even in the Army is a
medical officer on call duty so frequently, in particular
when a hospital is located so nearby.
Lets look at a medical officer with 18-19 years of
service; still not a Gp Capt. He is the senior Wg Cdr in a
big base - may be no 3-4 with 3 Gp Capt above him, or he
is the SMO in a medium base with 2 more MOs. He will do
DMO duties at the same frequency as does a Flt Lt with
6 months of service- because the young Flt Lt now has
the guts to ask for transparency and equality in duties
and temporary duties. Add to this a lady officer, gender
as an issue is added. On the other hand in the smaller
base, he may or may not get a replacement for one of his
MOs. Leaves him with one more MO. For one month he
cannot put the other MO on continuous DMO duty. So
perforce he does alternate DMO duty with his other MO.
Which other branch expects’ officers with 18 -19 year of
service to be on 24 hrs call duty every alternate day and
expect error, free prompt response round the clock. Yes
COs, COOs … are on call everyday but they do not have
to respond every time, they do not have to wake up in the
middle of the night every alternate day, change and come
to the working place and perform at their peak. No other
branch can compare to the STRESS the DOC goes through
and believe you me, as we age, all this gets more and more
difficult; sleep once disturbed gets lighter - less refreshing
adding to your physical and mental well being.
Research has also documented that sleep of
physicians on call is less ‘sound’, given the constant
expectancy of a call in the might. The difference between
medical and other branches is that while you switch off
for the day, or for the weekend once you pack up from
office, a medical officer could well be starting the second
half of his working day. A lot of my seniors sitting at higher
echelons may take a high moral ground- what’s wrong in
senior SMO doing DMO duties- after all that is our primary
work. I do not agree with this moralistic sermon.
This was only the medical officer’s stress. Does it
affect the family? When the phone rings up in the night
at 0400 hrs it’s your wife who possibly shakes you up to
tell you that it is a call from the SMC. It used to be the call
bell at home in the early days with no telephones. Does
your baby in arm get up when the phone rings? Duties
are so busy that you start sleeping in the other room less
your infant wakes up and then disturbs the already tired
mother. STRESS? Does anyone else face this situation?
No.
Let’s talk of office life! Medical Service is only a support
service and the only one that is internally dependant for
everything on everyone-starting from office table, table
cloth (blazer cloth not authorised), glass top (gone are
the days-again not authorised), curtains, office chair, pen
stand, pen, pencil. Nothing that you control! At every base
you start from ground zero for all these things. Lets talk
of stationary –A4 paper, Computer paper, to computer,
from cup saucers, glasses to trays from cleaning material
to paint – it is an end less struggle-demanding – N/A or
partial supply and then resorting to personal request, or
the famous approach of give and take.
On a bigger front let’s talk of vehicle. What does the
DMO get? Gypsy ambulance – a Flt Lt may get a Swaraj
Mazda ambulance! A young Flt Lt holding a portfolio may
well be driving a reasonably good Gypsy or Sumo. Leave
alone the Flt Lt or DMO, what about the SMO, in my 23
years of service till now , I have yet to see a SMO driving
20 Flight Safety F e b r u a r y 2 0 10
INDIAN AIR FORCE

The question will be asked, what
about Preflight Medicals or medical
cover during afternoon/ evening
flying. That can be arranged between
the MO/ SMO. The whole concept
of preflight medicals itself needs an
honest introspection. Similarly, if the
MO from a single MO Unit goes on
leave, and there is a local hospital
available in the civil, the unit should
accept medical care without the MO
for short durations. Such a paradigm
change in our approach could bring
much needed relief.
a Gypsy which could have been considered good to be
offered to any Sqn Cdr, or Branch head, leave alone other
small Section Cdrs. This STRESS is unique only to the
Medical Branch.
Let’s talk of some solutions.
Why should a Medical officer be on DMO duty at an
SMC when military hospital is located at 10, 15 or even
20 minute driving distance. Why couldn’t the patients
be seen at the SMC by the Duty Medical Asst, and those
requiring the attention of Medical officer be seen at the
Hospital. Such a system has many feasible benefits. Two
Med offrs at a base doing alternate DMO duties will no
longer be ‘stressed’, as they will share DMO duties in the
hospital with a larger MO pool. No doubt, the DMO will
be busy in the hospital, but then in turn will enhance
his skills and experience. The question will be asked,
what about Preflight Medicals or Medical cover during
afternoon/ evening flying. That can be arranged between
the MO/ SMO. The whole concept of preflight medicals
itself needs an honest introspection. Similarly, if the MO
from a single MO unit goes on leave, and there is a local
hospital available in the civil, the unit should accept
medical care without the MO for short durations. Such
a paradigm change in our approach could bring much
needed relief. After all, what happens in big metros like
Bangalore and Delhi. There is no 24x7 MO in colonies like
MP Camp, Akash Vihar, Vishwa Vihar in Bangalore, similar
may be the case in Shankar Vihar in Delhi. They all go to
Command Hospital/ Base Hospital and the driving time
could well be 30-40 minutes.
Other baby steps in this direction.
Lets make the SMO/Medical a group head at the field
level, a PSO at the Command and Air Headquarters level.
A lot of things that do cause stress will automatically fall
into place. Sounds a tough one! All changes appear tough
when first proposed.
Does this all make sense? Did you ever think or
visualize the other side of life of a Medical officer?
Possibly not! Let’s take small steps in this direction.
These small steps will then chart a path that will possibly
minimize working stress in the Medical branch without
compromising patient care in the AF.
Gp Capt Narinder Taneja (Med) is posted to 20 Wing AF.
A weather forecast of 1934
“Dust and or thunderstorm with
or without percipitations likely,
occasionally, temporarily and locally in
your area”.
- From “Birth of an Air Force”
Memoirs of the late AVM Harjinder Singh.
INDIAN AIR FORCE 2 01 0 F e b r u a r y Flight Safety 21

Wg Cdr A Mudgal
THIS incident happened with me in the year 2003
when I was posted to Halwara. A fighter formation
was visiting my base for an operational commitment.
The weather during winters at this time of the year in the
entire Punjab belt is generally bad with poor visibility and
low clouds and this day was no exception. The departure
from the launch base kept getting delayed due to marginal
weather. Finally, the formation got airborne in the late
afternoon hours amidst low clouds and poor visibility.
We were eagerly waiting for the formation’s arrival. I was
in the GCA (Ground Control Approach) looking out for
the formation on the SRE. The radarscope was filled with
weather clutter. The enroute and base weather was bad
with lot of low clouds and poor visibility.
Soon, the formation leader established R/T contact
with the SRE and asked for descent from their cruising
level to 02 kms. I requested for the inbound distance,
as I could not see the ac blips. The leader informed me
that they were 45 miles inbound. I looked for the blips in
the expected direction correlating with the homing but
could not see any. Considering the prevailing weather,
I could not clear the descent and accordingly informed
the leader. After a while, there was another call from the
formation that the distance was 35 miles with a request
for descent. In the absence of a pick up on the radar, I
cleared the descent but restricted it to a safe level.
The performance of the radar was proven. Two-way
R/T contact with the formation meant that they were
within the radar range, however, we were unable to
pick them up on our scope. Soon there was another call
requesting for further descent at an inbound distance of
25 miles. This made me restless. In the absence of a pick
up at that altitude and distance, I started suspecting the
equipment. I once again declined the request for further
descent. I am sure, this must have made the formation
pilots restless and irritated which was evident by their
language like ‘Is your radar working, Do you have DRDF,
and so on”. The formation leader insisted that his distance
was accurate and shortly they will be overhead.
Now, I was losing confidence on myself and on the
equipment. This manifested in my shouting at the radar
technicians. We tried all possible combinations for best
pickup but somehow were unsuccessful in tracking the
formation ac. In the given circumstances, I perforce had to
deny them further descent. I had almost given up on the
22 Flight Safety F e b r u a r y 2 0 10
INDIAN AIR FORCE

“
Soon there was another call requesting for further
descent at an inbound distance of 25 miles. This made
me restless. In the absence of a pick up at that altitude
and distance, I started suspecting the equipment. I
once again declined the request for further descent.
“
situation and wished the pilots would not call up again.
Suddenly, I saw blips south of base on the radarscope.
This boosted my confidence and I asked the formation
to turn to a particular heading for positive identification.
As soon as I saw the initiation of the formation’s turn, I
felt greatly relieved. I informed the formation that the
distance was now 45 miles and cleared them for further
descent. Thereafter, the ac were recovered smoothly at
our base. I wonder what would have happened if the
formation would not have been picked up in marginal
weather on the radar that day. Though a small incident,
some valuable lessons can be derived out of it.
equipment and more so in difficult times like weather or
external pressures from the air traffic.
Rules and procedures must be followed meticulously.
Never succumb to pressures internal or external, as it can
precipitate in a totally unwarranted situation.
Discuss such incidents without bothering about
rank and appointment, pride and ego for own and others
professional improvement.
Wg Cdr A Mudgal Adm/ATC is posted to 45 Wing AF.
Lessons learnt
I wonder if the CRM of the formation had functioned
efficiently. I could not understand why no one piped
up in the air with actual bearing and distance from the
base. Bad weather could have become a catalyst for an
altogether different outcome.
Anyone can make mistake irrespective of experience.
One must acknowledge his/her mistake and take
corrective actions to avoid recurrence.
A doctor giving prescription to
patient ‘Let me know if this stuff
works.‛ I ‘m having the same trouble
myself !
Safety Journal Febuary 1978
For all radar controllers. Have faith on your
INDIAN AIR FORCE 2 01 0 F e b r u a r y Flight Safety 23

ON 26 Mar 2009, Wg Cdr Ajay Koul (19960-L) F(P) was authorized to fly a bird reccee and
handling sortie on a microlight aircraft. During the sortie, the pilot experienced increasing
engine vibrations at 60 Kts. He reduced throttle and commenced a left turn towards base. The
engine vibrations reduced to 2000 RPM. After ensuring engine parameters within limits, he
smoothly opened power to 3500 RPM. At this stage, there was a mild bang and engine RPM
dropped to zero. He immediately selected a force landing field and landed the aircraft safely on a
rocky terrain with minimal damage to the aircraft. He immediately alerted the Air Traffic Services
and guided the search and rescue helicopter to the accident site.
Wg Cdr A Koul displayed a keen sense of observation, exceptional flying skills in emergency
and recovered the aircraft with minimum damage.
Good Show Wg Cdr Ajay Kaul
(TP Singh)
Air Cmde
PDFS
ON 25 Sep 09, Sqn Ldr G Kumar (26697-R) F(P) was detailed to fly as captain of Sarang 4 with
Sqn Ldr S Bhopi (27221-R) F(P) as co-pilot on the Sarang Display.
During the profile, the four helicopters were positioned in opposite pairs heading towards
each other for the Synchro cross. For this manoeuvre Sarang 4 formates abeam Sarang 2
and crossed between Sarang 1 and Sarang 3. While running in for the manoeuvre, Sarang 4
experienced severe vertical oscillations. The amplitude of the oscillations was initially divergent
and subsided later. The crew displayed an excellent presence of mind, despite the fact that other
helicopters were coming head on and gave a prompt call for the formation to break up. The crew
controlled the aircraft and landed safely.
Sqn Ldr G Kumar and Sqn Ldr S Bhopi displayed an extremely high degree of situational
awareness and averted a possible disastrous situation.
Good Show Sqn Ldr G Kumar & Sqn Ldr S Bhopi
(TP Singh)
Air Cmde
PDFS
28 Flight Safety F e b r u a r y 2 0 10
INDIAN AIR FORCE

O N 20 29 Apr Jul 09, 09, Flt 769828-T Lt Sandeep Sgt Sunil Shetty Kumar Adm/ATC Eng Fit was was detailed detailed as a to radar see off controller. the aircraft A formation No U-2165
during of two night Mig-21 flying. aircraft The was aircraft planned. could The not pair start got and airborne cold cranking and changed also failed. over After to SU. giving The
N2 visibility stop, he in checked the LFA the was condition 4000 meters of jet in pipe dust and haze. noticed The Radar flame controller inside jet pipe. observed Immediately a weather fire
spread patch very on radar fast and scope started north engulfing of base at rear approximately fuselage area 30 and NM. the As fire SRE was is brought not meant under to detect control
due weather, to alertness a patch of appears the individual. when weather is severe. He quickly informed about weather. He kept
a close watch on the movement of weather. Within a few minutes, he realized that the patch
might Sgt hit Sunil the Kumar base. He displayed immediately a high informed degree of the professionalism formation on and R/T his and prompt instructed action them further to
helped rejoin. in Eventually, controlling both fire the without aircrafts any landed damage safely. to aircraft and service property.
Flt Lt Shetty displayed a proactive approach and situational awareness, that resulted in a
controlled timely recovery of the formation.
Good Show Sgt Sunil Kumar
Good Show Flt Lt SandeepShetty
(TP Singh)
Air Cmde
PDFS
O N 18 13 May Sep 09, 08, 767262-G Sqn Ldr Rosha Sgt Anand (24241) Singh F(P) was Engine authorized Fitter was detailed a supervisor to carry for an out instrument FFS on a
flying Mi-35 sortie. at Goma, During Democratic the execution Republic of a Congo. turn on During instruments, FFS, the airwarrior the main hydraulic observed a failure steel
warning pin of 10mm light X came 4mm ‘ON”. dia lying He under realized the the firewall gravity between of the the emergency engines. and He reported aborted the matter exercise to
immediately. WO i/c Engine He Section. co-ordinated Subsequent the actions investigations by his other revealed crew that members the IOD for was an the immediate locating dowel visual
descent, pin ( inserted direct between finals and the landing air starter at the body airfield. and flange A safe of landing the oil was level carried check pipe). out using Had standby the pin
hydraulic gone undetected, system and it could without have the lodged autopilot. itself Post on the flight V/IGU inspection actuating revealed rings of hydraulic the engine, fluid causing on the
MG serious bed. problems The main to hydraulic the engine fluid power. tank was empty.
Sqn Sgt Ldr Anand Rosha Singh’s displayed keen sense a high of degree observation, of situational professional awareness, competence prompt and decision diligence making to
and duty professional prevented a handling possible of accident/ the emergency incident. and averted a potentially hazardous situation.
Good Good Show Show Sgt Sqn Anand Ldr Rosha Singh
(TP Singh)
Air Cmde
PDFS
INDIAN AIR FORCE 2 01 0 F e b r u a r y Flight Safety
29

ON 06 Sep 09, Sqn Ldr KPS Dham (24514-R) F(P) was authorized to fly a Bison aircraft as a
CAP in 4 + 3 Vs 3 mission. The aircraft was in 3 D/T configuration and also modified with
SPP system (Anti Surge System). During initial engagement at an altitude of 3.5 KM on pressing
missile firing button he experienced loss of thrust. On checking engine parameters, he noticed
RPM winding down to flight idle and then again building up to 100% after a delay of 6 seconds
with throttle lever stationary at full dry power. He also noticed ignition light illuminated on the
failure warning panel. The sequence of RPM dropping and then rising again repeated. The pilot
correctly identified this as a malfunction of Anti Surge System and promptly switched off the Anti
Surge CB. He called off the mission and recovered the aircraft safely on priority.
Sqn Ldr KPS Dham, despite his limited experience on type, displayed a keen sense of
observation and a high degree of professionalism in preventing a possible incident/accident.
Well Done Sqn Ldr KPS Dham
(TP Singh)
Air Cmde
PDFS
ON 30 Aug 09, Flt Lt Ankur Singh (28776A) Adm/ATC was detailed to activate ATC with an aim
to recover a lost Cessna-152 aircraft which was low on fuel around at Hakimpet airfield. He
tried to contact the aircraft on various channels. Finally, he could make a two way R/T contact
when the aircraft was approx 15 NM east of Hakimpet. On airport radar inputs, the DATCO
passed the pin-point to the pilot. At 2-3 NM from the airfield the pilot reported engine failure.
While the pilot was looking for a force landing field the engine re-started and subsequently, on
appropriate guidance from the controller, the pilot was able to spot the runway and make a safe
landing with negligible fuel.
Flt Lt Ankur Singh displayed a great dedication to duty and a high degree of professionalism
in averting an accident / incident.
Well Done Flt Lt Ankur Singh
(TP Singh)
Air Cmde
PDFS
30 Flight Safety F e b r u a r y 2 0 10
INDIAN AIR FORCE

O N Feb 04 Aug 09, 766124-S 09, 913424-L Sgt LAC PR Prasad G Singh was Struct detailed Fit was to take detailed up structural as a take repair off inspector on a MiG-27 for night ML
flying. aircraft. Through The stabilizer his keen fillet observation, which was he an noticed integral traces part of of the hydraulic aircraft structure oil on the had lower sustained door of
port a puncture landing during gear bay, bombing even the sortie. complete Normally, darkness HAL undertakes of night. Without this kind any of hesitation repair of extensive he asked
the damage. pilot to He stop repaired the aircraft the aircraft at runway structure end itself. within On limited further resources detailed investigation available the it was detachment revealed
that base. the He hydraulic also under oil took traces the had similar been repair attributed on another due to aircraft leakage and from completed lower door it actuating a record cylinder.
Due Had to his this motivation, been gone experience, unnoticed, knowledge the aircraft and could skill have he was encountered able to retrieve main hydraulic the aircraft system with
time.
failure minimal resources. air.
LAC Sgt PR G Singh Prasad despite displayed his limited an exceptional experience motivation displayed and keen professionalism observation to in avert accomplishing
a major
accident. major repair tasks of these two aircraft.
Well Done LAC Sgt PR G Singh Prasad
(TP Singh)
Air Cmde
PDFS
O N N 11 04 Sep Jul 09, 08, 768580-L 777365-S Sgt Cpl SD AK Ram, Singh Engine Engine Fitter Fitter was was detailed detailed to to carry carry out out FFS LFS on on a Attack MiG-
27
Helicopter
ML aircraft.
UN
During
-888 (Z-3134)
FFS, the
at
airwarrior
Indian Aviation
observed
Contingent-2,
a bend on
Goma
corner
(Democratic
tip of the first
Republic
stage
compressor
of Congo).
blade.
During
Normally,
LFS he observed
the first stage
minute
blades
fuel
are
leak
repaired
from the
after
bottom
the removal
side of
of
Fuel
the
Control
engine
at
Unit
the overhaul
(FCU) which
agency.
was not an easily accessible place. He immediately informed the matter to
the concerned authorities. Subsequently ground run was given and fuel leakage was again
noticed.
Sgt SD
On
Ram
investigation,
displayed dedication
it was confirmed
to duty,
that
a keen
the fuel
sense
leakage
of observation
was from
and
the
a
Fuel
high
Control
degree
Unit
of
professionalism
(FCU). FCU was
in
later
averting
changed
an accident
and the
/ incident.
aircraft was made serviceable. If this check had gone
un-noticed it could have resulted a serious accident.
Well Done Sgt SD Ram
Cpl AK Singh displayed a keen and timely observation which helped in averting a major
accident.
Well Done Cpl AK Singh
(TP Singh)
Air Cmde
PDFS
INDIAN AIR FORCE 2 01 0 F e b r u a r y Flight Safety
31

february
2010
Sir,
I am posted to 501 SU, AF since May 09 and was commissioned on 18 Jun 05. I express
my heartiest greetings to all the personnel associated with this esteemed magazine for
a happy and prosperous new year 2010.
It is a great pleasure and a matter of pride while going through the knowledge and
awareness enhancing articles of this magazine
It was my long wish to contribute towards this magazine in some fruitful way. In this
regard I am forwarding my personal creation (poem) for your kind consideration, for the
upcoming issue.
Yours faithfully,
Flt Lt A Sharma (28536-K)
ADM/FC
501 SU
Editor’s Comments
We appreciate your heartfelt wishes for the new year and hope the same
for you and your family. (The editorial board will look into the feasibility of publishing
your contribution in near future. )
32 Flight Safety F e b r u a r y 2 0 10
INDIAN AIR FORCE