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The Hindu
2 days ago
- Automotive
- The Hindu
Why India should address its propulsion gap
The story so far: There has been growing excitement in military and industrial circles over the fast-tracked indigenous fifth generation stealth Advanced Medium Combat Aircraft (AMCA). Touted as a multi-role fighter with super-cruise capability, internal weapons bays, advanced avionics, and diverter-less supersonic intakes enhancing stealth and reliability, the AMCA is being hailed as a milestone in Indian aerospace history. However, a dose of historical realism is warranted particularly since India has a persistent propulsion gap, and is overly reliant on imported engines. Nearly seven decades of fighter development reveal cautionary lessons, starting with India's first indigenously designed fighter jet, the HF-24 Marut (Spirit of the Tempest). What happened to the HF-24 Marut? Launched in the 1950s by Hindustan Aeronautics Limited (HAL) under famed German engineer Kurt Tank — designer of several WWII Luftwaffe fighters — the twin-engine, swept-wing Marut was, like the AMCA, an ambitious project of its time. Sleek and capable of transonic speeds, it embodied post-colonial India's drive for self-reliance and entered service amid high hopes in the late 1960s. However, the Marut never reached its full potential, not because of design flaws, but entirely due to its underpowered British Bristol Siddeley Orpheus 703 turbojets. Although Tank had envisioned a more powerful engine, it never materialised, leaving the Marut's performance underwhelming. And, while it performed reasonably well in ground-attack roles during the 1971 war on the western front, its propulsion limitations ultimately proved crippling. HAL produced only 147 of these high-maintenance, low-output fighters, which were eventually 'number-plated' or retired by 1990. Indian Air Force (IAF) veterans who flew the Marut consistently cited the lack of a powerful engine as its Achilles' heel — highlighting the enduring reality that high-end fighters live or die by propulsion technology. Engines, after all, are not mere technical parts but the core of sovereign aerospace capability, shaping a combat aircraft's power, range, and mission effectiveness. Did India develop its own engines? Following the Marut's disappointing engine performance, the Defence Research and Development Organisation (DRDO) assigned its Gas Turbine Research Establishment (GTRE) laboratory in 1989 to develop the Kaveri GTX-35VS afterburning turbofan for the Light Combat Aircraft (LCA), which had been under design development since 1981-82. Over the next 35 years, GTRE spent around ₹2032 crore, as of 2020, on the project, but without success. Despite producing nine full-scale prototypes and four core engines — logging over 3,000 hours of ground testing and 73 hours of flight trials on an Ilyushin IL-76 flying test bed in Russia — the Kaveri failed to meet the LCA's performance benchmarks. It struggled with thrust-to-weight ratio, reliability, and thermal management under sustained high-performance conditions. Though spinoff versions were proposed for tanks, ships, and locomotives, none have so far entered operational use. A revival attempt in 2016, in collaboration with French engine-maker Snecma (linked to offset obligations from the IAF's Rafale deal) also collapsed. A parallel proposal by its partner Safran to co-develop a new engine for the Tejas MkII and AMCA met a similar fate, reportedly rejected by the DRDO due to institutional pride. Meanwhile, Kaveri's failure forced the Aeronautical Development Agency (ADA), responsible for the LCA's design, to adopt the U.S.-made General Electric (GE) F404-IN20 afterburning turbofan engine (producing 78-80 kN of thrust) around 2004. Although barely adequate — restricting Tejas' payload and high-angle-of-attack capabilities — the engine was eventually approved by the IAF, which inducted two Mk1 squadrons from 2015 onwards, with one squadron operating without full operational clearance, nearly 34 years after the LCA programme's inception. How is India affected by engine dependency? India's engine dependency issues resurfaced recently when GE delayed delivery of 99 F404 engines by 13 months for the upgraded LCA Mk1A — a lighter, more capable variant equipped with an Active Electronically Scanned Array (AESA) radar, advanced electronic warfare suites, and mid-air refuelling capability. Under a $716 million contract signed in 2021, engine deliveries were scheduled to begin by March 2024, but the first power pack arrived only in April 2025, as part of an initial batch of 12 expected by the end of the year. GE cited 'unprecedented supply chain pressures,' including disruptions from suppliers, as the cause for the delay, but for India it jeopardised the MK1As commissioning by deferring it further. This triggered sharp criticism from Air Chief Marshal A.P. Singh, who publicly rebuked HAL for chronic slippages in fighter deliveries amid a steep decline in IAF combat strength from a sanctioned 42.5 fighter squadrons to around 30 presently. Further reductions loom with two legacy MiG-21 'Bis' squadrons slated for imminent retirement. 'We need to be now ready to be future-ready,' Mr. Singh said at the CII Annual Business Summit in New Delhi on May 29. Citing HAL's blotted history of missed deadlines, he bluntly asserted that wars are won by equipping the military, not merely planning for the future. Simultaneously, HAL's negotiations with GE to locally manufacture the more powerful GE-F414 engine (90–96 kN thrust) — intended for the LCA Mk2 and initially the AMCA Mk1 — too has hit a roadblock. The deal, announced during Prime Minister Narendra Modi's 2023 U.S. visit, has reportedly been stalled by GE's demand for an additional $500 million over the original $1.5 billion agreement. More critically, GE appears unwilling to share core engine technologies like single-crystal turbine blades, thermal barrier coatings, and advanced cooling systems, all of which are vital for boosting engine durability and thrust. HAL continues to demand full technology transfer, but industry insiders point out that such proprietary know-how, developed at great expense, is rarely shared by global engine makers. Talks, however, are still ongoing. Both the LCA Mk2, which is under-development, and the initial AMCA Mk1 models are expected to rely on the F414 as a 'stopgap' powerplant, pending finalisation of the deal. The ADA is also scouting for a 110 kN-class engine for the AMCA Mk2, potentially via a joint venture. Intermittent discussions with France's Safran and the U.K.'s Rolls-Royce have so far yielded no concrete outcome. And, while these possibilities may serve as a short-term workaround, it reflects the same external engine dependence that had crippled the Marut. Consequently, a cross-section of IAF veterans and aerospace experts warned that unless India developed an indigenous engine to power future AMCA blocks, the programme risks being held hostage once again to geopolitical whims. How much is India dependent on external engines? India's external propulsion sourcing extends well beyond aerial platforms, affecting the Army and Navy as well, both of which are exclusively reliant on imported power packs or foreign engines assembled and built domestically under licence. The Army's Arjun Main Battle Tank, for example, is powered by the German MTU MB838 Ka-501 diesel engine paired with RENK RK-304 transmissions, while the recently trialled Zorawar Light Tank uses the U.S.-origin 1,000hp Cummins Advanced Combat Engine. The Navy too depends wholly on foreign propulsion systems — Russian, Ukrainian, French, German, and U.S. engines — that power all its indigenously designed and built frigates, destroyers, auxiliary vessels, troop carriers, corvettes, and fast attack craft. India's all-round engine development across aerospace, land, and naval platforms is critical to ensure strategic autonomy and enhance military capability. How important is autonomous engine development ? Aircraft engine development is vital for India to achieve aerospace autonomy and strategic self-reliance. Disruptions in foreign engine supplies delay production like that of the LCA Mk1A, hampers upgrades, and restricts exports as that would necessitate third-party approvals. The U.S., France, and China are able to assert dominance in global aerospace markets as they have harnessed indigenous propulsion. However, for India, mastering advanced jet engine technology is not merely a prestige project but is crucial to sustaining military readiness, ensuring credible deterrence, and insulating its defence sector from external shocks and global political vagaries. Without this core capability, India's broader ambitions in aviation and defence exports risk remaining perennially compromised. A broad spectrum of defence experts and IAF veterans contend that India's failure to develop advanced jet engines transcend technical hurdles and are fundamentally a political challenge. India's defence funding remains fragmented, largely focused on short-term projects, rather than being driven by a long-term, strategic vision. If India is genuinely committed to closing this glaring capability gap, mere slogans like Atmanirbhar Bharat will not suffice. Achieving true autonomy in engine technology demands comprehensive structural reforms, unwavering political will, and the cultivation of an innovation ecosystem which will seamlessly integrate private sector participation, academic research, and defence R&D institutions into a cohesive and competitive framework. Rahul Bedi is a veteran journalist based in New Delhi and Chandigarh specialising in military, defence and security matters.
Indian Express
4 days ago
- Business
- Indian Express
Air Chief Marshal A P Singh is right. India's defence capabilities are dragged down by systemic issues
With air power acquiring renewed focus because of Operation Sindoor, it is encouraging to note that the first HAL Nashik-produced LCA-Mk-1A is all set to make its maiden flight in mid-July. Concurrently, this is an appropriate time to recall the sage counsel of the Air Chief Marshal (ACM) A P Singh regarding the systemic challenges that constrain India's atmanirbhar effort in this domain. Addressing the Confederation of Indian Industry summit recently, ACM Singh expressed concern over the long delays in delivery schedules of major platforms, noting: 'Timeline is a big issue. Not a single project that I can think of has been completed on time. This is something we have to look at. Why should we promise something which cannot be achieved? While signing the contract itself, sometimes we are sure that it is not going to come up, but we just sign the contract.' The Indian Air Force (IAF) has been grappling with the challenge of obsolescence and depleting inventory with its fighter aircraft for decades and this issue has been flagged by successive air chiefs to the government of the day. But no one has been as explicit in belling the cat as ACM Singh; his constructive candour is commendable. The onus for these prolonged delays in delivering combat aircraft to the customer — the IAF in this case — lies with Hindustan Aeronautics Limited, which has a monopoly in the defence aviation sector. The primary customer has been rendered captive and the most glaring delay is the LCA (light combat aircraft) Tejas. This project began in the early 1980s with the setting up of the ADA (Aeronautical Development Agency) under the aegis of the DRDO (Defence Research and Development Organisation) to replace the Soviet origin MiG aircraft of 1960s vintage. The design and manufacture of a modern fighter aircraft is a complex and onerous project and most nations that have acquired this capability have taken decades with considerable investment in the ecosystem required for this endeavour. India followed the same track and the first indigenously built aircraft was inducted into the Air Force in 2015 — that is three decades later and the combat efficiency is yet to be proven. However, the IAF has raised concerns over the delivery schedule of the 83 Tejas Mk-1A which HAL had promised to supply and this was flagged by ACM Singh at the Bengaluru air show in February this year. At that time, the CAS expressed his 'no confidence' in HAL and added: 'I was assured that by February, 11 Mk1As would be ready except for the engines. Not even one is ready yet.' At Bengaluru, the CAS also acknowledged that the inadequacies were 'systemic' and not the fault of individuals and held out an olive branch, when he noted: 'I cannot single out anyone because the responsibility falls on all of us.' It is evident that whatever efforts the IAF may have made in the past, it found itself in a catch-22 situation: No credible indigenous fighter aircraft being delivered on time by HAL and no viable option available to import these platforms due to the government push to adhere to atmanirbharta. Yet, to its credit, the IAF rose to the occasion during Operation Sindoor despite these constraints and at the CII Summit, the CAS highlighted the centrality of air power in the composite national military capability. India is woefully inadequate in this domain and the systemic lapses begin at the very top — in the higher defence matrix of the country — represented by the CCS (Cabinet Committee on Security). Notwithstanding the stellar success of a modest but indigenously designed fighter aircraft — the HF 24 Marut — that was rolled out from HAL in the early 1960s (thanks to a German designer Karl Tank), the higher defence management lattice was unable to prevail upon the 'system' (represented by the political apex, the defence ministry, the IAF and the HAL) to pursue the indigenous design path, in the manner that the Indian Navy did. HAL marched to its own beat, sans accountability and was unable to forge a synergistic atmanirbhar-oriented relationship with its principal customer, the IAF. The political apex was indifferent to this stasis and the client was driven into a supplier-monopoly cul-de-sac, wherein the import option became the default choice. This ensured that India's combat aircraft were assembled in the main — and this was trumpeted as an indigenous achievement. Progressive manufacturing of imported designs (largely Soviet/Russian origin) took root but genuine indigenous design effort languished. The fact that India is still dependent on an imported aero-engine for its LCA and other platforms is illustrative. R&D lies at the heart of a viable and modern indigenous design capability as the CAS highlighted and needs sustained investment from the government, complemented by private sector and academia. Tangible fiscal support is vital and the Indian investment is well below the median. The Global Investment Index estimated 2023 R&D spending (in US $ billions) as follows: USA: 784, China: 723, Japan: 184, India: 71. The first systemic issue that needs attention is to increase national R&D to reach a more substantial figure and for this to happen — the prevailing strategic culture apropos of national security must undergo a radical transmutation — with lesser emphasis on optics that are driven by electoral politics and an investment in institutional integrity and proven technological competence. India's quest for atmanirbharta will be shaped by its ability to reach world-class design standards in niche high-tech sectors. ACM Singh did his duty — his svadharma — by pointing to the tip of a murky iceberg. The onus is on the rest of the system to heed his sage advice and apply the necessary policy correctives. The alternative is bleak and the much vaunted Indian strategic autonomy will remain a mirage. The writer is director, Society for Policy Studies
Yahoo
12-06-2025
- Business
- Yahoo
SuperCom subsidiary awarded $2.5M contract in Northern California
SuperCom (SPCB) announced that its wholly-owned subsidiary, Leaders in Community Alternatives, or LCA, has been awarded a new contract in Northern California to provide justice-involved individuals with reentry services. The contract is valued at up to $2.5M over a five-year period consisting of a three-year initial term and two optional one-year extensions. This win follows a formal competitive bid administered by the county, reaffirming the county's confidence in LCA's ability to deliver high-quality services that reduce recidivism and promote community safety. Under the contract, LCA will deliver reentry programming as a community-based alternative to incarceration, providing services such as case management, employment support, and behavioral health referrals. These services are designed to promote stability, accountability, and long-term success for participants. Easily unpack a company's performance with TipRanks' new KPI Data for smart investment decisions Receive undervalued, market resilient stocks right to your inbox with TipRanks' Smart Value Newsletter Published first on TheFly – the ultimate source for real-time, market-moving breaking financial news. Try Now>> See Insiders' Hot Stocks on TipRanks >> Read More on SPCB: Disclaimer & DisclosureReport an Issue SuperCom signs new contract with Southeast-based service provider SuperCom awarded statewide technology procurement contract in North Carolina SuperCom secures new EM contract with Nebraska provider SuperCom secures new electronic monitoring contract in Virginia SuperCom Achieves Record Q1 2025 Financial Results and Expands Global Footprint
Yahoo
10-06-2025
- Business
- Yahoo
Hill International Selected as Independent Engineer for Phase 2 Development Works at Cyprus' Larnaka and Pafos International Airports
MOUNT LAUREL, N.J. and NICOSIA, Cyprus, June 10, 2025 (GLOBE NEWSWIRE) -- Hill International, Inc., delivering the infrastructure of change, announced today it was selected by the Cyprus Government and Hermes Airports Ltd. to deliver independent engineering services for the Phase 2 Development Works at Larnaka International Airport (LCA) and Pafos International Airport (PFO) in Cyprus. Hermes Airports operates LCA and PFO under a build-operate-transfer (BOT) concession agreement with the Republic of Cyprus. As part of their ongoing commitment to service quality, Hermes Airports is implementing the Phase 2 expansion program at both airports as per the Concession Agreement with the Cyprus Government. The €170 million Phase 2 Development program is comprised of projects that increase airport capacity and improve the passenger experience. These projects include the expansion of existing facilities and the construction of new facilities, such as a new walk-in-walk-out pier and a remote apron. When complete, the improvements will increase the capacity of LCA to 12.4 million passengers per year and the capacity of PFO to 5 million passengers per year. Hill, leading a consortium that includes SALFO & Associates SA, will oversee the progress of construction works to help ensure they are undertaken in accordance with the agreement of Hermes Airports with the Cyprus Government. The Hill consortium will deploy a team of internationally renowned aviation experts with proven track records in delivering independent engineering, project management, and technical oversight services at airports throughout the world. Local engineering professionals and project controls personnel will support these experts with knowledge of Cypriot development codes and regulations. Hill Vice President & Managing Director Southeast Europe Panagiotis Efstathiou said: 'This new award adds to our growing portfolio of infrastructure assignments in the Mediterranean region and exemplifies the value Hill and our partners can add to our clients' projects.' 'Hill is known for delivering complex airport projects that transform passenger experiences, and we welcome the opportunity to leverage lessons learned and apply best practices in the delivery of our services at LCA and PFO,' adds Hill Vice President, Aviation Sector Lead Europe Tamara Fleuti. 'We look forward to working with Hermes Airports and the Republic of Cyprus on these exciting projects.' 'As air travel continues to grow in Europe, forward-thinking partners like Hermes Airports and the Cyprus Government are working hard to anticipate and meet the needs of their passengers and carriers, and our experts, like Tamara, are here to help,' says Hill Chief Executive Officer Raouf Ghali. About Hill International Hill International, with more than 4,100 professionals in over 100 offices worldwide, provides program management, project management, construction management, project management oversight, advisory, facilities management, and other consulting services to clients in a variety of market sectors. Engineering News-Record magazine recently ranked Hill as one of the largest program management firms in the world. For more information on Hill, please visit our website at Hill is exclusively a program, project, and construction management provider, meaning we have one focus as a company: protecting client interests. Free of any potential conflicts, our entire business is geared towards helping clients achieve their desired outcomes. We are dedicated to exceeding expectations throughout the entire construction project lifecycle and adapt to the needs of each assignment to develop tailored approaches and solutions to meet those needs. Hill is a GISI Consulting Group company, part of the Global Infrastructure Solutions, Inc. (GISI) family of companies. Learn more about GISI Consulting Group at Hill International, Inc. Christopher Miller, PMPVice President (551) 689-3705chrismiller@
Fibre2Fashion
09-06-2025
- Business
- Fibre2Fashion
Karur textile cluster to deepen focus on sustainability & circularity
A crucial awareness workshop on 'Advancing Sustainability & Circularity in Karur Textile Cluster' was organised in the Karur textile cluster last week. The event brought together local manufacturers, exporters, industry associations, and government officials to discuss and commit to greener practices. Major programmes aimed at promoting sustainability and circularity will support the industry in adopting environmentally friendly production methods. Eminent speakers from the government and industry set the context for the workshop discussions. P Gopalakrishnan, president of Karur Textile Manufacturers Exporters Association (KTMEA), in his inaugural address, emphasised the need for sustainable growth, staying updated with the latest national and international developments, and showcasing the strength and potential of the Karur cluster. An awareness workshop on 'Advancing Sustainability & Circularity in Karur Textile Cluster' gathered manufacturers, exporters, and officials to promote eco-friendly practices. Industry leaders and experts shared sustainable initiatives and global trends. Programmes by CRB, Intellecap, and InTex India aim to support SMEs in adopting circular models. M Prabhu, chairman of CII - Karur District, delivered an industry address reaffirming CII-Karur's vision and commitment, and shared good practices from other sectors that could be adapted by the textile industry. R Kaliyappan, president of the Karur Handloom Export Cloth Manufacturers Association (KHEXMASS), highlighted the spirit of sustainability and the responsibility to leave a cleaner, greener planet for future generations. M Palanivel Rajan, chief operating officer of Asian Fabricx Private Limited, shared information about the progressive practices at Asian Fabricx and also highlighted sustainable initiatives undertaken by the Karur cluster. S Periasamy, a senior textile expert and sustainability advisor to the Tiruppur Exporters Association, addressed the workshop on 'Global Trends and the Relevance of Sustainability & Opportunities for SMEs'. Key programmes were also discussed, with relevant information shared with industry participants. Dr. Prabhat Bhuddha Dev from CRB and Siddharth Lulla from Intellecap presented their initiatives and invited SMEs to actively participate. InTex India has initiated a project for small and medium enterprises (SMEs) in the Karur cluster, which will provide hands-on support for Life Cycle Assessment (LCA) to at least 15 SMEs. The programme will also engage key stakeholders in developing and implementing a vision for a sustainable and circular textile cluster in Karur. Intellecap, through its Circular Apparel Innovation Factory (CAIF) initiative, is implementing the programme 'Catalyzing the Green Transition of India's Textile & Apparel Value Chain', with support from the European Union under its Switch Asia Initiative. This 42-month initiative focuses on reducing environmental impact and greenhouse gas emissions across 250–400 SMEs in key clusters of India's textile and apparel value chain. Fibre2Fashion News Desk (KUL)
