Air Chief Marshal Amar Preet Singh recently assumed the role of Chief of Air Staff for the Indian Air Force (IAF). Known for his commitment to self-reliance and operational excellence, the Air Chief is deeply passionate about building an entirely indigenous force by 2047, when India will celebrate its centenary of independence.
In an exclusive interview with Raksha Anirveda, Air Chief Marshal Amar Preet Singh articulates the challenges, opportunities, and the adaptive measures undertaken by the IAF to bolster its defence capabilities, besides sharing his strategic vision for modernisation and indigenous defence manufacturing with precision and clarity. Edited excerpts…
Reflecting on the growth of the IAF as the third-largest air force in the world, what are the primary challenges the IAF faces in its quest for modernisation over the coming decade, especially in adapting to technological advancements?
A: The process of modernising and upgrading defence equipment is an ongoing endeavour that demands rigorous planning, foresight, and adaptability. The IAF is steadfastly committed to modernisation, incorporating new platforms, advanced weapon systems, and cutting-edge technology across various phases of design, development, and procurement. One of the primary challenges lies in keeping pace with the fast-evolving advancements in the aviation sector, which necessitate not only adaptability but also agility in our processes.
To address this, the IAF has embraced indigenisation as a critical component of its modernisation strategy. This focus on domestic production is aimed at developing unique technological capabilities, thereby reducing our reliance on foreign imports. Our modernisation plan is capability-driven, meticulously aligned with the roadmap laid down in the Long-Term Integrated Perspective Plan (LTIPP). Through this framework, we ensure that every strategic acquisition and technological enhancement aligns with the overarching goal of strengthening our national defence capabilities.
In pursuit of self-reliance, we have revised our procurement policies to prioritise domestic solutions. All procurement processes are evaluated with a “Buy Indigenously Designed, Developed, and Manufactured (IDDM)” preference, followed by the “Buy Indian” category. Furthermore, the ‘Procedure for Procurement under Make and Innovation Categories’ has been integrated into the Defence Acquisition Procedure (DAP) 2020 to streamline and accelerate the adoption of innovative solutions. Through these initiatives, the IAF is ensuring a steady progression towards self-sufficiency and fostering a robust domestic defence manufacturing ecosystem.
How is the IAF adjusting its operational strategies in light of the growing capabilities of the People’s Liberation Army Air Force (PLAAF), particularly in the realms of asymmetric warfare and overall operational readiness?
A: China is pursuing a sustained expansion of its air capabilities. Today, the PLAAF is the largest air force globally in terms of personnel, and this growth has been matched by a similar trajectory in technological and equipment advancements. In recent years, China has invested significantly in strengthening its infrastructure along the borders with India, including the construction of protected shelters, advanced airfields, and other facilities capable of accommodating a comprehensive range of air assets.
The IAF has been vigilant, leveraging a highly coordinated Intelligence, Surveillance, and Reconnaissance (ISR) grid, developed in collaboration with our sister services. This joint ISR network enables us to closely monitor developments along our borders and respond effectively to any potential threats
In response, the IAF has been vigilant, leveraging a highly coordinated Intelligence, Surveillance, and Reconnaissance (ISR) grid, developed in collaboration with our sister services. This joint ISR network enables us to closely monitor developments along our borders and respond effectively to any potential threats. The IAF has adopted a robust deterrent posture, marked by readiness and a capacity for a prompt and resolute response to any escalation in air activity from across the border.
We have rigorously optimised our operational plans, conducted extensive war-gaming, and participated in joint exercises with leading air forces from around the world. These interactions have enhanced our tactical flexibility and broadened our operational expertise. Through these partnerships and continual learning, the IAF is well-prepared to counter any asymmetric tactics and ensure India’s sovereignty and security in the region.
Given the dynamic nature of modern air warfare, do you believe that ‘Deterrence by Denial’ remains an effective strategy for the IAF, or is there a need to incorporate other doctrinal approaches?
A: Traditionally, military force is deployed as a last resort, with the primary goal being deterrence by denial—preventing an adversary from achieving their objectives. This approach remains a cornerstone of the IAF’s strategic outlook. However, within the framework of political guidelines, the IAF possesses the operational capability to project aerospace power as a credible deterrent, one that can deliver punitive outcomes in response to any hostile actions by an adversary.
Our operational posture includes robust air defence capabilities, complemented by precision long-range targeting, which enables the IAF to exert control over both defensive and offensive domains. The ability to rapidly concentrate force at decisive points, disrupt the adversary’s combat potential, and secure India’s objectives exemplifies our readiness to escalate and employ calibrated aerospace power if necessary.
What role do you foresee for the Multi-Role Fighter Aircraft (MRFA) in bridging the gap until indigenous platforms like the Advanced Medium Combat Aircraft (AMCA) and Light Combat Aircraft (LCA) Mk2 become fully operational?
A: The focus remains on self-reliance, and the IAF is fully committed to participating in the development of the AMCA and LCA Mk2. At the same time, maintaining the operational readiness of the IAF is paramount. Improving Tactics, Techniques, and Procedures and training with current assets is a focus area. With the declining squadron strength, there is an urgent need for fighter aircraft to become operational as soon as possible, hence the need for the MRFA. It is a fact that the defence industry ecosystem in the nation is not yet fully developed, and the development of an indigenous fifth-generation fighter aircraft is likely to take many years. The LCA Mk2 will progressively build multi-role capability.
Please provide an update on the MiG-21 Bison retirement program and the replacement strategy with the LCA Mk1A, as well as the IAF’s plans for replacing the Antonov AN-32 and Ilyushin IL-76 fleets and its impact on the force’s tactical airlift capabilities.
A: The IAF plans to operate one squadron (No 23 Squadron) of MiG-21 Bison until December 2025. We have received and operationalised two squadrons of the Tejas Mk1 as planned. The aircraft participated in the recently concluded international exercise Tarang Shakti. We are procuring 83 LCA Mk1A, with deliveries expected to begin soon and projected completion by 2029.
The ability to rapidly concentrate force at decisive points, disrupt the adversary’s combat potential, and secure India’s objectives exemplifies our readiness to escalate and employ calibrated aerospace power if necessary
Furthermore, the Acceptance of Necessity for the procurement of an additional 97 LCA Mk1A was granted on 30 November 2023. The IAF has initiated a case for procuring 50-60 Medium Transport Aircraft (MTA) in the 18–30-tonne payload capacity to replace its legacy fleets. Formulation of Air Staff Qualitative Requirements and draft Statement of Case for the Acceptance of Necessity is in progress. The Request for Information was issued on 9 December 2022 and has invited responses only from authorised Indian vendors. All foreign vendors have been requested to communicate with their Indian partners for further interaction related to this scheme.
Modernising and upgrading defence equipment is a continuous and well-planned process. The induction of new platforms will be phased in without impacting the tactical airlift capability of the IAF. Following the complete induction of MTA into the IAF, the airlift capacity will increase.
How is the IAF accelerating its military space exploitation efforts, and what steps are being taken to address any existing gaps in space-based capabilities?
A: The Indian Air Force is leveraging space for its communication, positioning, navigation, and timing, and ISR requirements. Communication voids are being filled by hiring bandwidth on civilian satellites, and the Space-Based Surveillance Program is steered by the Defence Space Agency.
What specific lessons from the Russia-Ukraine and Israel-Hamas conflicts are being integrated into the Indian Air Force’s strategies, given the differences in conflict dynamics?
A: Every move by the defence forces around the world brings about several lessons for us to learn. Certain specific lessons that we have learnt from the major conflicts that have taken place are as follows:
Russia-Ukraine
(a) The Russia-Ukraine war has provided numerous lessons. The resilience of air power has been demonstrated in this extended war. It also demonstrated that air superiority is essential to achieve land objectives. However, a full-spectrum Air Defence (AD) capability is needed, including weapons from shoulder-launched missiles to long-range surface-to-air missiles. Inputs about the effectiveness of Remotely Piloted Aircraft have been mixed. While initial reports were largely positive, as the main action shifted to the East, where a structured AD system was available, most inputs indicated high vulnerability and limited impact. This highlighted the need for a multi-layered and multi-ranged AD system with both hard and soft kill options for dealing with Remotely Piloted Aircraft.
(b) Kinetic attacks on major warships are rare events, and the use of anti-ship missiles has provided significant insights. The proliferation and use of anti-tank and shoulder-launched anti-aircraft missiles are also noteworthy. However, definitive conclusions can only be reached once the entire context and conditions become clear. On a broader scale, it is apparent that future conflicts could be Short High Intensity, Protracted Low Intensity, or Protracted Conflicts of varying intensity. While short and swift conflicts would require a sharp, offensive force, the outcome of a protracted conflict would depend on force preservation and sustainability. The IAF is intricately working on all these aspects to build a credible air force.
The IAF plans to operate one squadron (No 23 Squadron) of MiG-21 Bison until December 2025. We have received and operationalised two squadrons of the Tejas Mk1 as planned. We are procuring 83 LCA Mk1A, with deliveries expected to begin soon and projected completion by 2029
Israel-Hamas Conflict
(a) The use of airpower in isolation within an urban environment has emerged as one of the biggest lessons from the Israel-Hamas conflict. The IAF needs to develop capabilities for targeting, using low-cost and high-accuracy small-diameter weapons in urban environments. This capability would reduce collateral damage and provide an option for the nation in case of any future urban warfare scenario. The effective functioning of the Iron Dome saved lives and limited property damage, thereby relieving pressure on senior Israeli leaders. Once again, the necessity to have an AD capability that can counter full-spectrum threats from the air has been validated.
(b) Over-reliance on technological prowess may prove counterproductive, as it can lead to complacency while adversaries work to bypass defences through low-tech means. While the IAF acquires new inventory with the latest technology, it must continue to practise and retain capabilities in environments devoid of high technology. Non-state actors are enhancing their capabilities through the use of commercially available dual-use technology, and thus the threat from such non-state actors will continue to increase. We must be prepared to counter and act against this evolving threat.
In your view, what is the envisioned role of the IAF in the Indo-Pacific region, given India’s position as a key security provider and its commitment to regional stability?
A: India’s strategic role in the Indo-Pacific has grown significantly over the years, positioning the country as the region’s preferred first responder for crises. The IAF has been central to this responsibility, offering unmatched reach and responsiveness that enable India to undertake a range of operations, from disaster relief to non-combatant evacuation and ensuring rule-based order. This has been amply demonstrated through our recent initiatives, including the evacuation of Indian and foreign nationals, international humanitarian aid missions, and the delivery of specialist equipment in operations to counter piracy in the Arabian Sea.
The IAF has also played a pivotal role in providing humanitarian aid and disaster relief (HADR), not only within India’s borders but also to our neighbours. For instance, during the Covid-19 pandemic, the IAF undertook missions to supply vaccines, medical equipment, and essential relief to countries in need, reaffirming India’s commitment to regional solidarity. Our efforts following the earthquakes in Nepal and the Maldives further underscore the IAF’s commitment to humanitarian causes. Going forward, the IAF will continue to be at the forefront of India’s efforts to maintain stability and security in the Indo-Pacific.
While the IAF acquires new inventory with the latest technology, it must continue to practise and retain capabilities in environments devoid of high technology. Non-state actors are enhancing their capabilities through the use of commercially available dual-use technology, and thus the threat from such non-state actors will continue to increase
What is your perspective on enhancing the synergy between the three branches of the Indian Armed Forces, and do you believe that a unified command structure would better align with India’s defence priorities, particularly in times of crisis?
A: Ensuring synergy between the Army, Navy, and Air Force is fundamental to optimising our defence capabilities. Currently, joint structures exist to facilitate inter-service collaboration and integration. However, a unified command structure would elevate this synergy to a new level, enabling enhanced joint planning, coordinated execution, and a more integrated approach to defence operations.
A unified command would allow for more cohesive and comprehensive decision-making across all levels of military engagement, from capability development to operational deployment, particularly in times of crisis. By centralising command and control, we would be better positioned to utilise the unique strengths of each service in a way that maximises their impact and optimises resource allocation. The IAF fully supports initiatives that seek to strengthen jointness and interoperability within the armed forces, ensuring that our combined capabilities are primed to meet any security challenge.
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