The Mirage 2000 crash in Bengaluru and the tragic fatalities of the two test pilots must make Indian policy-makers recognise and take steps to urgently address the conditions in which the Hindustan Aeronautics Limited (HAL) is run. HAL's below par performance standards - from HF24 to the Gnats, MiG 21s, 23/27s and the Sukhois and now even the Mirages - is an old story. In fact, the end of the financial year is witness to an annual frenzy at the establishment with regard to its slipshod work and slippages in the quality of overhaul and timeframes, servicing, and quality control across the board, for aircraft and equipment alike. The lack of competition within the country and non-participation of the civilian sector have virtually sounded the death knell for this behemoth white elephant public sector undertaking (PSU).
HAL held great promise in the 1960s - indeed, at the time, it was considered to have the makings of a 'Navratna' PSU, particularly when the German aircraft designer, Kurt Tank, stepped in to help with the HF-24 Marut. The initial stages of the Light Combat Aircraft's (LCA) conception were world class in terms of contemporary technology and tradecraft. However, the past few decades have seen this premier aircraft manufacturer slip down the abyss and being unable to provide even basic value for money. In today’s competitive era of high-end aviation technology, any venture not able to meet high quality safety and efficiency standards is bound to fall out of reckoning. HAL's recent track record unfortunately points to a sorry state of affairs, devoid of any accountability.
The nature of leadership is also a concern. A venture with such a precarious national security charter must display dynamic leadership. Past attempts at bringing in IAF functionaries were later systematically scuttled by the techno-bureaucratic war machine, leaving promotees and political appointees as CEOs. The government needs to consider bringing in serving IAF functionaries at higher management levels to enhance accountability. Further, a combination of the public-private partnership (PPP) model and outsourcing to renowned foreign players (such as Israeli Aerospace Industries Limited, Lockheed Martin Corporation or British Aerospace plc) must be considered, and meritocracy brought in from top to bottom to ensure value for money spent.