An evening with Air Marshal C Hari Kumar: Humanitarian Assistance and Disaster Relief
On Friday, May 19, we had a fascinating session by Air Marshal C Hari Kumar. Throughout the session, Air Marshall Hari Kumar provided the big picture as well as the detailed planning that is involved in humanitarian relief and disaster relief (HADR). The session was packed with inspiring stories. We got deep insights not how the defense services work and also what goes into a successful relief effort.
About Air Marshal C Hari Kumar
Air Marshal C Hari Kumar PVSM, AVSM, VM, VSM (Retd), is a distinguished strategist, military tactician, and aerospace leader. He has extensive experience at various levels of the Indian Air Force and the Government of India. Air Marshal Hari Kumar is a national security specialist, operational leader, flying instructor, evaluator, mentor, academic, military tactician, and strategic analyst.
Air Marshal Hari Kumar served as a commissioned officer in the Indian Air Force for 39 years, before retiring as Air Officer Commanding-in-Chief, Western Air Command in February 2019. He has commanded a Fighter Squadron, the elite Fighter Weapons Training School (TACDE), a large Flying Base, and two Operational Commands of the Indian Air Force - the Eastern and Western.
As a leader of a diverse team at Air Headquarters, Air Marshal Hari Kumar was responsible for Offensive Operations, procurement of weapons, and coordination with DRDO and Ordinance Factory Board for advancing indigenization. He has also led joint/IAF study teams on various subjects, including UAV procurement, study on enhancing resources at field units, force structure planning and basing of assets.
Air Marshal Hari Kumar has conducted many major Indian Air Force Exercises, efficiently and safely, such as Ex-Gagan Shakti 17, a pan India exercise, Op-Logistic Exercise, and as Exercise Director in-Charge of Ex-Cope India with USAF in 2005 and Ex-Indradhanush with RAF in 2006. He planned and executed the much talked about surgical strike at Balakot on 26 Feb 2019.
About disaster management in IndiaAbout disaster management in India
Disaster management in India is a crucial aspect of the country's governance. Multiple government agencies, including the Indian Air Force (IAF) are involved. Being a tropical country, India faces a wide range of natural and man-made disasters, such as earthquakes, floods, cyclones, and terrorist attacks. So effective disaster response and relief efforts become important. Air Marshall Hari Kumar started off with some examples of the heroic efforts of the IAF in recent years.The rescue operation in Sudan
On April 27, 2023, IAF pilots flew into a conflict zone in Sudan to evacuate 121 stranded Indians. It was a difficult operation with a degraded surface, no navigation aid, no lighting, night operations, hostile territory. Sudan is also a difficult country torn by civil war, with two different groups in charge. It is difficult to predict how favorably disposed they are towards a country. For example, Sudanese rebels, engaged in the civil war, fired at a Turkish Air Force C-130 transporter on the morning of April 28 as it neared the same airport to evacuate Turkish citizens.
The flawless execution of the IAF impressed many. With calmness, dexterity, and competence, the IAF pilots landed their Lockheed Martin C-130J-30 ‘Super Hercules’ military transport aircraft at the Wadi Sayyidna airstrip. There were neither any navigational approach aids nor critical landings lights.
The pilots used the on-board electro-optical infrared detection mechanism to ensure that the runway was free of obstruction. They used night vision goggles to land their aircraft in total blackout conditions.
Upon landing, the aircraft engines were kept running. Eight IAF Special Forces Garud Commandos secured the passengers, which included a pregnant woman, and their luggage into the aircraft.
The take-off for Jeddah was successfully completed by the two C-130J-30 pilots using night vision goggles. It was a difficult 90 minute flight in tense and unfamiliar conditions and at high speeds. The risks were exacerbated further by the palpable danger of being fired upon.
During the Q&A, Air Marshal Hari Kumar mentioned that the operation involved the coordination of different stakeholders and the support of the external affairs ministry. Fortunately, rescue operations today have become easier because the aircraft and the navigation aids available are far more sophisticated, compared to say 30 years back. Moreover, there is plenty of information in the public domain about the terrain unlike the past when one had to depend on tourist maps. Thanks to the work of the external affairs ministry, we have more clout and soft power in the international community today. The Sudan operation could not have succeeded without the support of the Saudis.
Putting down a coup in the Maldives
In November 1988, the Maldives, a small island nation in the Indian Ocean, faced a military coup led by a group of Maldivian rebels. The President of the Maldives, Maumoon Abdul Gayoom, requested assistance from neighbouring countries to restore order and uphold the government.
India was the first to respond to the Maldivian government's request for help. On November 3, IAF aircraft, along with the Indian Army and Navy, were mobilized for Operation Cactus.
The operation began with the dropping of Indian paratroopers near Malé, the capital city of the Maldives. They secured key installations, including the Malé International Airport. Indian Navy warships were positioned around the Maldives to provide support and blockade the rebel-held areas.
The IAF transported troops, equipment, and supplies to the Maldives. The IAF also conducted close air support missions using fighter aircraft, primarily the Jaguar strike aircraft.
The Indian intervention was successful. Within hours, the rebels were overpowered. President Gayoom was reinstated, and stability was restored in the country.
Other operations
The IAF has also been involved in rescue and humanitarian operations in Bhopal (the gas tragedy), Bhuch (earthquake of 2001), the Tsunami (of December 26, 2004), and the recent earthquake in Turkey.
During the Q&A, Air Marshal Hari Kumar added that the IAF has been involved in rescue operations in various settings including people stranded in cable cars and trekkers who had lost their way.
History of Disaster management in India
A committee on Disaster management was constituted in 1999 just before the super cyclone hit Orissa. Until 2001, the responsibility for Disaster Management was with the agriculture ministry. In February 2001, a National Committee on Disaster Management was set up. The National Disaster Management Authority was set up.
A task force submitted its report in 2005. It recommended a holistic integrated approach with an institutional framework and an appropriate financial structure. On Dec 26, 2005, the Disaster Management Act was passed.
The structure
The PM is the chairperson at the national level, the chief ministers at the level of the states and the District magistrate (with the Zilla Parishad head as the Co Chair person) at the district level.
The structure put in place is not hierarchical but multilayered and intended to be participative in nature. Included in the list of stakeholders are NGOs, local bodies, and resident welfare associations. Two new funds have been created: i.e. Response fund and Mitigation fund. National Disaster Response Force (NDRF) and National Institute Of Disaster Management (NIDM) have been set up.
A national vision has been articulated: “To build a safe and disaster resilient India by developing a holistic, proactive, multi-disaster and technology-driven strategy through a culture of prevention, mitigation, preparedness and efficient response.”
In 2009, a National Policy on Disaster Management was framed. The NDMA plan was prepared in 2019.
NDRF
NDRF (National Disaster Response Force) was constituted with 08 battalions in 2006. It is under the Ministry of Home Affairs. There are currently 16 battalions (1149 personnel each) under Director General NDRF. Each battalion is capable of providing 18 self-contained specialists. Each search and rescue team has 45 personnel which includes engineers, technicians, electricians, dog squad & medicals/paramedics.Supporting the civil administration
The defence forces also support the civil administration in various ways: maintenance of law and order, maintenance of essential services, assistance during natural and other calamities and any other types of assistance which may be needed. Air Marshal Hari Kumar recalled that when he was in service, the television set in his room always used to remain switched on to monitor the situation and be ready to fly when needed. During Covid, the IAF flew 1500 sorties, carrying 300 tonnes of oxygen, equipment, and vaccines. During demonetization, the IAF carried 600 tonnes of currency notes. The IAF has also supplied drinking water (100 tons per day) to the Maldives.Disasters in India
India is a tropical country. We are more susceptible to natural disasters. Energy states vary dramatically. So forecasting disasters is more difficult. It is relatively easy in temperate climates. India also has a varied terrain. The population density is high. The country is vulnerable to the adverse effects of environmental degradation and climate change. The impact of global warming is already evident. The natural disasters are quite severe. India is vulnerable to cyclones. The National Disaster Relief Force & Regional Response Centres are located closer to vulnerable areas. The personnel are specially trained, to handle the nuances of the region.Defence forces in HADR (Humanitarian Assistance and Disaster Relief)
The defence forces because of their excellent discipline, organizational cohesiveness, pan India footprint, vast logistics & operational capabilities on land, water and air are suited for HADR. The defence forces have delivered well during all HADR contingencies due to expertise in different areas: reconnaissance, damage assessment, evacuation, setting up relief infrastructure, restoring communication, providing medical facilities, arranging security cover and distributing ration, supplies, clothing. The IAF is well organised for varied tasks in various ways. It is often the first to arrive at the spot. It is ready all the time. It has trained physically fit manpower. It conducts HADR on a regular basis. Many forward posts are maintained by air. The IAF has an adequate number of helicopters and transport aircraft. It has reconnaissance capability with the help of aircraft, satellites and Unmanned Aerial Vehicles. It also has a Rapid Action Medical Team. Patients can be transferred in helicopters & transport aircraft.Uttarakhand flash floods
In June 2013, Uttarakhand experienced heavy rainfall, resulting in flash floods and landslides in various parts of the state. The disaster affected multiple towns, villages, and religious pilgrimage sites, including Kedarnath, Badrinath, and Hemkund Sahib. The floods caused extensive infrastructure damage, loss of life, and displacement of people.
The IAF swiftly deployed helicopters and transport aircraft for search and rescue operations. They conducted aerial surveys, located stranded individuals, and evacuated them from inaccessible areas. The challenging terrain and adverse weather conditions posed significant difficulties. But the IAF's efforts saved numerous lives.
The IAF utilized its helicopters and transport aircraft to airlift stranded pilgrims, tourists, and residents to safer locations. They also evacuated injured individuals and facilitated their transportation to medical facilities.
In areas that were cut off due to damaged roads and bridges, the IAF conducted air drops of food, water, and essential supplies to provide relief to those stranded.
The IAF established communication networks in affected areas to facilitate coordination between rescue teams and ensure effective relief operations.
The IAF worked in coordination with other agencies, including the Indian Army, Indo-Tibetan Border Police (ITBP), National Disaster Response Force (NDRF), and local authorities.
PREVENTION –A BETTER OPTION
Air Marshal Hari Kumar emphasised that prevention is always a better option when it comes to natural disasters. Some of the preventive measures we can take are:
- Building norms based on seismic zones.
- Strict norms for environmental clearances.
- Stopping indiscriminate felling of trees.
- Curbing the Sand mafia.
- Breaking the Builder –politician nexus.
Planning and preparation are most important. Bangladesh has demonstrated this tellingly. The number of casualties during major cyclones in the country has dropped sharply due to better communication, preparedness, planning and preventive measures. Orissa too has demonstrated what planning and preparation can do.
Concluding remarks
The NDRF is well organised. As the data indicates, it has performed well and is improving. There is a need for increased awareness among people. With so many agencies and the bureaucratic machinery involved, there is also a need for better co-ordination.
Q&A
During the Q&A, Air Marshal Hari Kumar narrated an interesting story. As an NDA cadet, he was travelling with his colleagues by train from Pune to Chennai in December 1977. In the middle of the night the last 4 bogies were derailed about 250 km from Chennai. The remaining part of the train continued its journey.
The lights went off and the derailed bogies began to tilt. There was pin drop silence for a few moments. Then shrieks and groans were heard. It was pitch dark with no moon. The cadets got out of the compartment and then helped the other passengers to come out of the bogies. A few were hurt and one died but all the other passengers came out intact.
These cadets, (Air Marshal Hari Kumar, being one of them) who were travelling by first class, then coordinated with their colleagues travelling by second class. They were all just 17-19 years old. But they came together, expressed their opinions, and allowed the seniors to decide on what should be done. The relief train came the next morning. But by then, people had returned to normal.
Despite not being in uniform, a group of young NDA cadets were able to take charge and deal with a tough situation admirably. Their efforts were reported in the media the next day. What it shows is that the NDA training encourages taking initiative and problem solving.
Air Marshal Hari Kumar added that the defence services also teach trust and teamwork. On a flight, as many as 8 people may be involved in getting the aircraft ready. Unless all of them work together, the pilot cannot fly the aircraft safely. Responding to a question, Air Marshal Hari Kumar mentioned that this kind of orientation cannot be built in a short internship program. It takes years to get trained. Agniveer will however, go a long way in imparting valuable life skills to young people.
As a student in the Defence School, Air Marshal Hari Kumar imbibed some principles very deeply. There are no permanent friends or enemies. There are only permanent interests. So, it is important to maintain relationships with everybody. Turkey is not a great supporter of India. Yet, we sent them humanitarian aid during the recent earthquake. The enemy of our enemy is a friend. No two large countries with a common border can be friends.
Expatriates send a lot of money back to the country. So, we cannot desert them when they are in trouble. They must always have the confidence that we will support them when needed. In this context, the military will obviously have an important role to play.
India is a country with limited resources. We cannot afford to spend as much on defence as China. To maximise the demographic dividend, we must invest in education. We must also invest in healthcare and infrastructure. Despite less resources, we can innovate in various ways. For example, unlike China, we are friends with many countries. We can leverage this soft power to our advantage.
Air Marshal Hari Kumar explained that much of the learning has happened on the job. Different experiences in tough situations have expanded the knowledge base and made the IAF better prepared to deal with natural disasters.
Consider the Kerala floods of 2018. It was not just enough to send the usual relief material. Utensils also had to be shipped as the people affected, did not have any facilities to cook. The Defence forces also innovated in various ways. Most of the people in the flood affected regions were old. There was a shortage of young, able-bodied people. So staff who were on leave in Kerala, were encouraged to extend their leave but help with the flood relief work. People who belonged to Kerala were requested to go on leave so that they would be available for providing assistance.
The Bhopal gas tragedy was one of its kind. There were no existing guidelines. The pilots would spray chemicals before landing in deserts to prevent the sand from flying and creating visibility problems. In Bhopal, the pilots used a similar technique to prevent the gas from spreading.
In short, many of the responses must be in the specific context. As Prof Sudhakar mentioned, resourcefulness is the key. Air Marshal Hari Kumar also added that it is important for citizens to create a support system of their own. That is what is immediately available during a crisis. Government assistance will come later. For example, his entire batch at NDA (55th course, 1976-78) are in touch with each other. During Covid, this network sprang into action to help people in need. Thanks to this network, the widows of former colleagues have also received timely help.
AI (Artificial Intelligence) can play a huge role in disaster relief. AI can provide insights on where the relief must be provided on priority. This can ensure that resources are directed to the right area. Many cattle are stranded and lose their lives during floods. AI can help in evacuating them to the right areas. Earlier the power of information technology was not available.
We are second to none in terms of equipment, training, and preparedness. In fact, our experience in handling the tsunami has enabled us to provide international assistance to other countries hit by such deluges.
Air Marshal Hari Kumar pointed out that help is given based on demand. Anyone can ask for help. Thus, if the District Magistrate contacts the IAF with a problem, the IAF tries to help. Of course, based on the seriousness of the calamity, resource allocation is done by the ministries.
The MiG-21, a Soviet-designed fighter aircraft, has been a subject of controversy in India for several reasons.
Over the years, the IAF has experienced a significant number of accidents involving MiG-21s, leading to the loss of both aircraft and pilots. These accidents have raised questions about the aircraft's reliability, maintenance, and overall safety standards.
The MiG-21's combat performance has been a topic of debate. The aircraft was successfully deployed in past conflicts, such as the 1971 Indo-Pak War. But its capabilities and limitations in modern aerial combat scenarios have been questioned. Critics argue that the MiG-21 is outmatched by more advanced and capable fighter aircraft operated by potential adversaries.
The MiG21s are of 1950 vintage and will be phased out soon. But they have rendered yeoman service. The very fact that they have been around for so many years shows that they have some utility. We cannot blame the MiG21s alone for all the accidents. In the IAF, no plane is flown if it not flightworthy. The MiG21s came to India in big numbers because of our close relationship with the Russians and the unwillingness of other countries to provide modern aircraft. Of course, today’s aircraft are far more sophisticated and powered with so much more information. In fact, in some cases, the information can be overwhelming!
Empathy is the key factor. In case of natural disasters, the shock is too much. People are in trauma. They may have lost everything they have accumulated in their entire lifetime. Air Marshal Hari Kumar narrated an incident involving a commandant stationed in Car Nicober during the Tsunami of 2004. He just had time to scramble and get into his helicopter in his pajamas to take off and see what was going on. While he was doing all this, he had no idea what had happened to his family. From the top, he could see that his home had disappeared due to the deluge.
It is difficult to teach empathy through training. But exposure to real life experiences enables us to develop this quality. As Prof Sudhakar summed up, being in the forefront and looking at the problem first hand leads to empathy.
During disasters, emotions tend to run high. Relatives of the affected people want immediate action. Getting to the zone of action is itself complicated. If VIPs phone up and ask for immediate attention to their own priorities, it is difficult to entertain them. So there will be some frustration. But it is important to be impartial.
Responding to a different question, Air Marshal Hari Kumar referred to the Oslo guidelines. In international operations, humanitarian aid must be impartial, and neutrality must be maintained. The sovereignty of the country must be respected.
Fighter pilots must take risk. Of course, when exposed to risk, the adrenaline starts pumping and the pilot gears up to the task. During training, great emphasis is laid on discipline and process orientation. Even when blindfolded, the pilot should be able to put the hand on the right switch. This kind of training ensures that in a tough situation, the pilot can react swiftly in an intuitive way.
Air Marshall Hari Kumar emphasised that one must lead a disciplined life as part of the training. Thus, there is a way in which he wears socks and shoes or puts his handkerchief in his packet. He does this in the same way, day after day. This kind of discipline ensures that everything is checked thoroughly before a flight. Even a small thing out of place can create big problems for a fighter pilot.