Politicization of the military and militarization of politicians has accelerated in recent years. Witness bureaucracy-backed politicians sporting military uniforms, head dresses (some over pyjama/dhoti) and imported goggles, strutting around like roosters. But as Field Marshal Sam Manekshaw once said – without knowing the difference between a guerilla and a gorilla.
Braggards are galore. Home Minister Amit Shah told Parliament we will take back POK and Aksai Chin. So, China’s 2020 Ladakh invasion shut the gate to Aksai Chin. Before the 2024 general election, UP CM Yogi Adityanath said if Prime Minister Narendra Modi wins, he will take POK within three months. Defence Minister Rajnath Singh yodels POK will automatically fall into our lap – like Newton experienced the apple. So, Newton formulated the Law of Universal Gravitation and Rajnath lyrics Not Even an Inch of Territory Lost (in Ladakh)– willful subterfuge! This, after meekly vacating the Kailash Range and no question now of any PLA moving back from the LAC.
An erudite veteran-scholar wrote two years back the government has so infected the military’s head that the fence is now eating the crop. Two recent articles must be read; one by former CNS Admiral Arun Prakash and another by veteran Lt Gen HS Panag.
Admiral Arun Prakash finds a push towards public display of a politically-motivated religious-cultural identity with senior military leaders in uniform participating in religious ceremonies with politicians and increasing references to mythological/religious themes in public briefings/utterances; to please the political establishment – violative of the oath of allegiance to the Constitution. He describes in detail grave consequences of political polarization for the military and national security.
Gen Panag points out Defence Minister Rajnath Singh and COAS Upendra Dwivedi, warning Pakistan of changing its history and geography, incredulous and bizarre. CAS ACM AP Singh also talked of 12 to 13 PAF aircraft downed in Operation ‘Sindoor while dismissing Pakistan’s claims of shooting five to six fighter IAF aircraft on May 7. Gen Panag says India must formalise national security strategy and national defence policy; military capability must enable offensive deterrent on Pakistan and dissuasive deterrent on China. Victory is in the psychological domain, not in quantifying physical damages; focus should be for effecting psychological paralysis. Our narrative should have focussed on IAFs full control over Pakistani skies on May 10, with multiple PAF assets neutralised. He emphasizes the military must give professional advice to the government, with moral courage to point flaws in the strategic directions received.
When Gen Dwivedi visited Jagadguru Rambhadracharya’s ashram in Chitrakoot in May 2025, the seer asked him for POK in Guru Dakshina (Teachers Fee). Dwivedi didn’t mention Rajnath had declared POK will fall automatically in our lap. One view is Dwivedi plans to quietly pluck POK from Rajnath’s lap and gift it to the seer. Ironically, service chiefs are falling over each other to become the next CDS. ACM AP Singh, who earlier claimed six PAF aircraft destroyed in Op ‘Sindoor’, now says 12 to 13. Observers feel Dwivedi has a major lead in the CDS race, as he is readying for a political role even CDS, looking at the manner he is greeted at his hometown.
Gen Dwivedi capitalized on Op ‘Sindoor’ by using it as a symbol on his official letterhead, which FM Sam Manekshaw never did after the greatest Indian victory with 93,000 Pak prisoners. There are no limits to buttering the political hierarchy. A former CNS spent government funds to instal a Shivaji statue on civil land introduced kurta-pyjama in officer messes, perhaps taking the cue from the DRDO using government funds to make a silver carriage for the Rath Yatra. But his future ambassadorship went down the drain when the statue collapsed. Ironically these jokers give up dignity without acknowledging karma is unalterable – looking at the end the first CDS met.
India achieved big in Op ‘Sindoor’ but the talk of free-hand to the military is poppycock looking at who all were singly summoned to the PM’s house by night. The military hierarchy lacked the spine to point out the flaws in the PM’s strategic direction – only targeting terrorist targets on the first day which resulted in the IAF losing six fighter jets, including one Rafale, on May 7. External intelligence under NSA Ajit Doval was atrocious – we didn’t know most terrorist hideouts had been vacated, American nukes are stored in areas of Kirana hills and Nur Khan, Nur Khan Air Base is under US control, and how Pakistan could hit IAF jets especially with IAF pilots sans encrypted communications.
About 30% Indian MPs and MLAs face serious criminal cases. The worst was Rajnath telling Parliament no loss of material and men in Op ‘Sindoor’. Morality is alien to politicians and this wag habitually lies in Parliament, but not honouring sacrifices of men in operations is sacrilege. ACM AP Singh at least visited injured IAF personnel but Gen Dwivedi didn’t even do that. Why are service chiefs sloganeering like politicians or it doesn’t matter once conscience is killed? The Navy’s so-called ‘Bara Khana’ aboard INS Vikrant for Modi was no less than a colonial dinner minus the wines.
Most national leaders have idiosyncrasies – the most idiotic being US President Donald Trump. But Modi’s penchant for theatrics and self-aggrandizement are at bursting point. In a writeup titled ‘The Emperor has No uniform – And What A Fall It’s Been’ a veteran wrote that Modi’s visit to INS Vikrant was not a gesture of leadership or national pride but another hollow over-production; familiar vanity parade with dramatic visuals, choreographed camera angles, and yet another round of wardrobe drama – a leader dressed for the lens rather than the moment. Link to this Facebook post is naturally rendered dysfunctional but looking at the coverage of Modi waving to a fighter jet taking off, an Indo-American compares it to Modi waving a green flag to a passing train.
Who decided to rename Infantry Day as Shaurya Divas? Infantry Day is unique to the Infantry but Shaurya is not limited to the Infantry alone. Speculation is Shaurya Divas is pay back by CDS Anil Chauhan to honour NSA Ajit Doval’s son (Shaurya) since Chauhan as three-star retiree was under Doval for nine months and then elevated to four-star CDS. Another post says our traditions, our history, our honour, being destroyed one step at a time – but Dwivedi is mum as bitten by a snake. Chauhan also publicly said we don’t need a written national security strategy; to protect Doval’s failure to define it despite being officially tasked to do so years back?
The current multiple military exercises are supposedly to intimidate Pakistan. But then Taiwan (1/16th the size of Ukraine) should have surrendered with PLA exercises around the island country over the past several months/years. Would Rajnath posing with Bhairav Commandos, yet to be fully organized and equipped, scare Pakistan? Isn’t it pathetic that despite repeated intelligence reports of 120 heavily armed terrorists in the launchpads across the Line of Control (LoC) in J&K waiting to cross into India, the political hierarchy can’t muster the spine to hit them?
India is out of ’Ayni’ and ‘Farkhor’ air bases in Tajikistan, jointly operated by the IAF and the Tajik Air Force that gave India a strategic advantage in Central Asia and Afghanistan. To cover up this foreign policy failure, false narrative is built that India is to occupy Afghanistan’s Bagram Air Base
and another saying IAF is already operating from there. Also, there are posts (in English and Hindi) that India has widened the Siliguri Corridor to 60-km; masking the activity from the world with a special satellite. One deep-fake shows an army officer saying one terrorist attack in India will change the map of the world – either we will expand our Chicken neck or break the neck of Pakistan.
Indian Army is preparing for something really big.
One Terrorist attack in India will change the map of world.
Either we will expand our Chicken neck or will break the neck of Pakistan.
One doesn’t know whether to laugh or cry, but with no action to block such fakes, these are possibly government-sponsored.
Modi doesn’t have to be accountable to anyone – he has avoided press briefing since he became prime minister. But the military hierarchy salivating over carrots must remember they have to look soldiers in the eye – choose between being upright or spineless. Finally, readers can view what a veteran has posted on Facebook and Linkedin and draw their own conclusions.
PN: The author is an Indian Army veteran. Views expressed are personal.
On 12 June 2025, tragedy stuck when Air India Flight 171, a Boeing 787-8 Dreamliner, crashed shortly after take-off from Ahmedabad to London, claiming 242 lives onboard and 19 on the ground. Preliminary findings have revealed that ‘Both engines lost thrust after their engine fuel control switches moved from “RUN” to “CUTOFF.” While the exact cause of the switch movement (mechanical, human, inadvertent, deliberate) remains under scrutiny, a 2018 FAA advisory had already flagged issues regarding the locking mechanism on these switches. This raises a critical question; Could a robust domestic Maintenance, Repair and Overhaul (MRO) ecosystem have caught this flaw earlier through mandatory checks or retrofits? With comprehensive MRO capabilities extending to heavy maintenance, oversight might have been more rigorous. Earlier warnings, like the FAA advisory, could have prompted mandatory checks or upgrades in India, ensuring faster compliance and mitigating risks. Although the AI-171 accident can’t yet be definitively linked to MRO shortcomings, the absence of a comprehensive domestic MRO ecosystem undoubtedly weakens India’s aviation safety framework.
India’s civil aviation sector, now the world’s third-largest domestic market, has seen remarkable growth. Annual passenger traffic at Indian airports jumped from about 341 million in FY20 to over 411 million by FY25. Projections from industry and government suggest this will rise to 470 million by FY27 (@CAGR of around 7% from FY25) and a staggering 1.1 billion by 2040, a sixfold increase from 2018 levels. To meet this burgeoning demand, India’s commercial aircraft fleet will need to expand from the current 800+ aircraft (as of 2024) to nearly 2,360 by 2040. Indian airlines are placing massive orders, including a shift toward wide-body models for long-haul routes.
In parallel, India’s defence aviation sector maintains over 2,000 aircraft, including fighters, transports and helicopters, where operational readiness is non-negotiable. Demand for drones, unmanned aerial vehicles (UAVs), Advanced Air Mobility (AAM) is also skyrocketing. These trends underscore the urgent need for a strong domestic MRO infrastructure.
MRO is a cornerstone of the aviation industry value chain, ensuring aircraft safety and airworthiness. Despite being one of the largest civil aviation markets globally, India has limited full-scale aircraft MRO players to cater to its growing demand. This supply-demand gap. Combined with India’s abundant resources and supportive government policies, creates a golden opportunity. By localising MRO facilities, India can emerge as a hub for South-Asian and Middle East, boosting safety, cutting lead-times, building skilled workforces, saving foreign exchange and generating 2,00,000 to 3,00,000 jobs.
Market Overview and Demand Drivers
Market Overview
Commercial Aviation MRO. India’s commercial fleet expanded from 400 aircraft in 2014 to 644 in 2023, eyeing 2,360 by 2040. The segment at US$900 million in 2022, drives the broader MRO growth to US$4 billion by 2031, necessitating 200-300 annual major checks.
Defence Aviation MRO. India’s defence aviation fleet exceeds 2,000 platforms, many aging (Mi-17 helicopters, IL-76 transports, jaguar fighter), mid-life upgrade (Mirage 2000, Su-30) and newly inducted (Rafale, Apache, chinook, C-17 Globe master, C-130J etc) fuelling a US$1.8 billion MRO market in 2021 projected to US$3 billion by 2031. Growth is propelled by low reliability, obsolescence and indigenization under Aatmanirbhar Bharat. Base Repair Depots (BRDs) handles only basic maintenance and predominantly depend upon OEMs for spares.
Drone MRO. The drone market, valued at US$1.5-1.9 billion by 2026 and US$23 billion by 2030, integrates defence aviation via deals like the ₹34,500 crore 31 MQ-9B Predators. Local MRO mandates in JVs (General Atomics-Bharat Forge) and HAL’s Bengaluru engine facility bridge civil-defence gaps.
Advanced Air Mobility (AAM) MRO. AAM’s US$1.42 billion market in 2025 surges to US$8.97 billion by 2031 (35.2% CAGR), tackling urban congestion in Delhi/ Mumbai/ Bangalore. Initiatives from Sarla Aviation in Bangalore, e-Plane in Chennai and healthcare drone deliveries emphasize the need for specialized MRO to sustain electric vertical takeoff and landing (eVTOL) vehicles.
Global Capability Centres (GCCs) for MROs. India hosts over 1,700 GCCs across sectors, employing 1.6 million people and capturing 10% of global aerospace value chain. By 2030, this could expand to 2,100 GCCs, generating over US$100 billion annually. Aviation focused GCCs such as Rolls Royce’s, Collins Aerospace, Airbus Bengaluru are advancing R&D in prognostic/ Condition Based maintenance (CBM), cybersecurity and centralized IT/ support for OEMs and Tier-1 suppliers from their Indian captive centres, reducing costs by 20% via local talent.
Demand drivers.
Fleet expansion & utilization. Commercial airlines have ordered over 1000 aircraft for delivery in the 2025 and 2030. Higher utilization will increase the need for line checks, heavy checks and shop visits.
On-shore substitution. Complex maintenance, like engine overhauls and heavy checks, has traditionally been outsourced abroad. It is now substitutable due to policy reforms (tax rationalization), investments by airlines/ OEMs and emerging Indian heavy/ engine/ component MRO capacities.
Defence recapitalization & life-cycle support. Defence platforms (fixed & rotary wing) require long-term sustainment. Government emphasis on indigenization opens door for public – private partnerships.
New segments (AAM/drones). Rapid adoption of drones for logistics, agriculture, plus emerging AAM (eVTOL) roadmaps, demands specialised maintenance for battery/ propulsion, avionics and unmanned aerial systems (UAS).
Regulatory & Policy Reforms
MRO Policy. Offers 30 year land leases, AAI royalty waivers and development at eight designated airports, plus skill centers for defence technology.
Aatmanirbhar Bharat. Provides grants for aerospace corridors in Tamil Nadu, Karnataka and Uttar Pradesh, along with IAF Expression of Interests (EOIs) for OEM JVs.
National Civil Aviation Policy. Simplified GST and import duties to 5% for aircraft & parts, allows 100% FDI and approvals streamlined. This eliminates historical cost barriers, improving economics for domestic MRO over overseas options.
National Policy for Skill Development and Entrepreneurship. Emphasizes inclusivity, global standards and industry collaboration. It integrates skill development via the Aerospace and Aviation Sector Skill council, expands training facilities, promoting digital skills (e.g. drone operations), advances gender inclusion and partnering with industry for practical training and curriculum upgrades. Notably, Directorate General of Civil Aviation (DGCA) now permits candidates from arts, commerce and vocational streams to train as pilots after foundational assessments, broadening access and addressing workforce shortages without compromising on competency or safety.
State Incentives: Examples include Odisha’s ₹80 crore support for Air Works Bhubaneswar facility (50% capital subsidy, rent/ESI relief) and Gujarat’s July 2025 MRO event signaling its hub ambitions.
DGCA/ Drone Rules. Establishes framework for UAS operations, remote pilot licensing and type-certification helps scale drone MRO and supporting AAM safety. Permits 100% FDI in MRO permitted and mandates technology transfer in deals like HAL-SAAB for EW systems.
Opportunity segments
Commercial aviation MRO (Near-Term / Long-Term)
Line Maintenanceat Major Hubs. Focus on A and B-checks for high recurring revenue with low capex. Scale via regional contracts with carriers & third-party providers.
Base (heavy) Maintenance & Modifications. Involves C-checks, structural repairs for higher margins, but requires significant capex (hangars, tooling, certification). Partnership/ JV models with captive airlines, OEMs and local partners can accelerate capability. Investment by IndiGo and Air India near Bengaluru airport signal market potential.
Engine & Component MRO: Engine overhauls are a top global revenue driver. Starting with narrow-body engines offers strong import substitution, progressing to wide-body.
Defence aviation MRO (strategic / medium-term)
Life-cycle support and Depot Maintenance: India’s defence modernisation creates recurring demand for sustainment, opportunities for OEM-led private sector involvement and public/ private partnership with HAL and defence estates.
Obsolescence & Spares Ecosystem. Domestic spares manufacturing and repair networks reduce logistics delays and enable quicker turnarounds, aligning with Make-in-India initiatives and offset requirements.
Global Capability Centre (GCC) for MRO (High-Value, Low-Footprint)
GCC for MRO. Drives innovation in engineering, digital maintenance platforms, R&D, predictive analytics, supply chain management, certification support, cybersecurity, IT support and technical publications. GCCs enable global MRO networks to consolidate higher-value tasks in India for cost savings and talent leverage.
Value proposition. Reduces opex for condition-based maintenance (CBM), accelerate SOPs, minimise downtime via predictions and manages spares pooling and logistics.
Advanced Air Mobility (eVTOL) & Drone MRO (emerging / long-term)
Drone MRO. Smaller footprint facilities for battery, propulsion, LRUs & avionics and regulatory clarity from Drone Rules accelerates scale. Opportunities in tier-1/2 cities for faster turnaround and certified repair shops.
eVTOL/ AAM. eVTOL fleets will require innovative maintenance regimes (battery systems, electric motors, thermal management, and frequent component swaps). India is in the process of developing AAM roadmaps, it is advantageous to establish vertiports adjacent to MRO hubs.
Economics and Investment case
CapEx Buckets. Heavy capital expenditure is required to establish MRO facilities like hangars, apron, tooling & test cells, component shops (avionics, composites, NDT), engine test beds, digital infrastructure & GCC set-up, certification and approvals.
Revenue model. line maintenance (recurring, low margin), heavy checks & engine overhauls (projected high margin), component repair & modification (mid margin), GCC revenue (high margin, recurring subscription/ contract).
Indicative payback drivers. Long-term contracts (5–10 yrs) with carriers, exclusive airline partnerships and capturing export MRO work from nearby markets (South Asia & Middle East) would accelerate breakeven. Market projections show India’s MRO reaching US$6 – 7 billion by 2030–2033.
Capability & skills (supply side)
Key Skill Gap. Non availability of adequate licensed AMEs (Aviation Maintenance Engineers), avionics specialists, composite & structural technicians, engine mechanics, software/ data scientists (for GCC), UAS technicians and battery/ electrical technicians.
Talent Supply. India has a deep engineering talent pool but needs focused vocational training & AME pipelines. Public/ private training partnerships, upskilling programs and DGCA-approved AME schools should be scaled. Align defence-trained technicians with AME certifications.
Risks & mitigants
Regulatory/ Certification Delays. Mitigate via early DGCA engagement, hiring regulatory experts and working through OEM certification pathways.
IP & OEM Access Constraints. Address through JVs/ licensing, OEM authorised shop status or focus initially on non-sensitive work (e.g. line maintenance, avionics swaps).
Capital Expenditure Intensity & Asset Idling. Phased expansions (line maintenance & component overhaul → heavy maintenance → engine overhaul) to be carried out to preserve capital efficiency and secure anchor customers.
Skilled labour shortage. Build training hubs, partner with vocational institutes, offer apprenticeship programs and employ GCC to attract talent with higher value workstreams.
Recommended phases to setup MRO facility in Aviation Sector
Phase 1 (0–18 months). Establish/ expand line maintenance & component shops in 2–3 hubs (Bengaluru, Hyderabad, Chennai). Set up an MRO GCC for predictive maintenance and engineering support. Secure anchor contracts with major carriers.
Phase 2 (18–48 months). Build hangars for C-checks/ heavy maintenance, engine overhaul capabilities via JV with OEM/ authorised engine MRO. Pursue DGCA base-MRO approvals concurrently.
Phase 3 (48–72 months). Expand into defence sustainment contracts and export markets (South Asia, Middle East). Invest in AAM/ drone capability (battery labs, UAS repair) and certify for eVTOL maintenance.
Digital & GCC. Integrate a captive GCC (engineering + data) from day one for CBM/ predictive maintenance products and reduce MTTR.
Talent & Training. Forge AME school partnerships, apprenticeship pipelines and continuous learning program linked to DGCA approvals.
Policy engagement. Collaborate with MoCA, DGCA and state governments to secure land/ incentives and expedited approvals (e.g. GST clarity, state GCC policies).
Conclusion
India’s aviation sector is on the cusp of explosive growth, but without a solid MRO ecosystem, it risks compromising safety, efficiency, and economic gains. By capitalizing on policy reforms, a talented workforce, and smart investments, India can fulfill its MRO needs and position itself as a global hub for South Asia and beyond. Opportunities in commercial aviation, defence, drones, AAM, and GCCs promise 200,000-300,000 jobs, foreign exchange savings, and elevated safety standards. The moment to invest is now—India’s skies are ready for takeoff.
PN: The author, Col Rajarajan M is an Indian Army veteran. Views expressed are personal.
India’s aviation industry is often a graveyard of broken ambitions. Kingfisher went bust. Jet Airways stalled on the runway. Air India had to be rescued. And yet, amidst all the turbulence, one airline not only survived but soared. And that airline is IndiGo.
With over 2,200 daily flights and more than 430 aircraft, it holds a market share of over 60%. Its parent company, InterGlobe Aviation, is valued at ₹2.2 lakh crore and clocked over ₹7,250 crore in profits in FY25, while its competition bleeds cash. If there was ever a golden goose in Indian aviation, this was it.
But here’s the thing. One of its co-founders, Rakesh Gangwal, recently exited the company by selling the majority of his stake. Once holding over 35% of IndiGo, Gangwal has steadily sold down since 2022. In May 2025, he offloaded a ₹6,800 crore block. And then in August, another 3.1% for around ₹7,020 crore, bringing his total shareholding down to just under 5%. So if you look at it, his exit had been a methodical unwinding.
Which begs the question: Why is Gangwal walking away?
At first glance, you might think founders often cash out after a long run. But dig deeper, and you’ll find something more complicated. That at the heart of this problem lies a bitter moment between the two founders. And to understand that, let’s take it from the top.
IndiGo’s success story began in 2006 with Gangwal and Rahul Bhatia at the helm. Gangwal, a former United Airlines executive with deep operational experience, handled the back end. Bhatia, who ran InterGlobe Enterprises, focused on strategy and finance. Together, they ran a tight ship: low costs, high discipline, no frills. And by the time IndiGo went public in 2015, it was already India’s largest airline.
But despite their shared success, tensions began to build.
Gangwal accused Bhatia of breaching corporate governance norms. He claimed that Bhatia, through his group company InterGlobe Enterprises, exercised disproportionate control over IndiGo’s affairs. He raised red flags about related-party transactions, which are business dealings between IndiGo and Bhatia-linked firms that were not subject to sufficient board scrutiny, according to Gangwal.
In 2019, Gangwal raised these concerns. He also criticized the lack of independence in board appointments, suggesting that Bhatia could push through decisions without meaningful checks. This included major moves like leasing, vendor contracts, and operational tie-ups, areas where Bhatia’s influence allegedly went unchallenged. According to Gangwal, this was a risk to shareholder value.
Soon, he raised these concerns with SEBI over shareholder rights, making the dispute public. And the allegations centered on financial opacity and concentrated decision-making, which he believed endangered the company’s long-term health.
Unable to reconcile their differences internally, the founders eventually took their battle to the London Court of International Arbitration (LCIA) in 2019. Interestingly, the arbitration was first initiated by Bhatia’s InterGlobe Enterprises, but Gangwal’s group countersued for remedies of its own. And after nearly two years of back-and-forth, the tribunal delivered its final award in September 2021, and this time, Gangwal had reason to feel vindicated.
The tribunal ordered that specific (RoFR) clauses in IndiGo’s Articles of Association (AOA), ones that essentially gave each promoter veto power over the other’s share sale, be removed. These provisions, born from their earlier shareholders’ agreement, had effectively locked both founders into a stalemate, preventing either from diluting or monetizing holdings without the other’s consent. The arbitrators ruled that these restrictions be scrapped, paving the way for a more open and market-aligned structure.
Following the order, IndiGo convened an Extraordinary General Meeting in December 2021, at which shareholders voted to amend the AOA and formally remove those veto clauses.
And with this change, both founders’ shares became freely tradable.
It was a landmark reform, not just because it allowed Gangwal to sell his shares freely, but because it sent a strong message to investors: no single promoter could ever again hold the company hostage over ownership rights. Yet, even after this structural fix, Gangwal believed that deeper governance issues still lingered, from concentrated control to conflicts of interest. And that’s when he decided to step away.
By February 2022, Gangwal had resigned from the board and announced his intention to gradually exit the company over the next five years.
Since then, his exit has unfolded in stages. Each sale is carefully timed, often through block deals, and mostly routed through the Chinkerpoo Family Trust. The latest sale in August 2025 was executed at ₹5,808 per share (about 4% lower than the market price).
But for Gangwal, it seems the decision wasn’t driven by price. It was principle.
Even with IndiGo flying high, he remained unconvinced that the company’s governance structures were sufficiently reformed. For him, the core issues remained unresolved:
Centralized control,
Conflicts of interest, and
Weak oversight.
In his view, while the arbitration settled ownership disputes, it didn’t fully address the cultural and operational imbalances he had long warned about. The board was larger and more independent, yes, but true independence, he felt, was still lacking.
And when you no longer believe in the pilot, it doesn’t matter how well the plane is flying.
That’s what makes this exit so significant. From holding 36.6% in December 2021, he now has a little less than 5% by mid-2025.
And this wasn’t triggered by poor financials or weak market positioning. It stemmed from a breakdown of trust and alignment at the top. And that’s a lesson that extends far beyond aviation.
Great companies aren’t just built by profits or market share. They’re built by partnerships. And those partnerships are held together not just by equity, but by governance, transparency, and mutual respect.
Gangwal’s exit may seem quiet. But it’s a reminder of how loud silence can be when it comes from the cofounder of India’s most successful airline.
So, here’s the question: If building a great company requires trust, what’s left when even the founders stop believing in each other?
Las Vegas / Oberpfaffenhofen: In a decisive move reshaping the advanced air mobility landscape, Archer Aviation announced it has acquired the intellectual property portfolio of bankrupt eVTOL pioneer Lilium for €18 million (≈ US $21 million) thereby securing Lilium’s Innovation Legacy.
The portfolio includes over 300 patents spanning high-voltage systems, battery management, flight controls, ducted fans, electric propulsion, advanced aircraft design, and related subsystems.
For Archer, which already holds more than 1,000 patent assets, this acquisition bolsters its competitive edge – particularly in ducted-fan and propulsion domains that many in the industry regard as technically differentiated.
At the same time, Archer is rolling out its Midnight air taxi model at NBAA 2025, marking the purchase both symbolic and strategic in nature.
Lilium’s Rise, Struggles & Collapse
Founded in 2015 by PhD students at the Technical University of Munich, Lilium captured early attention with the promise of a vectored-thrust, ducted-fan “Lilium Jet” that could serve regional routes rather than just intra-city hops.
Over its lifetime, the company raised more than US$1.5 billion, pouring money into R&D, prototypes, flight testing, and regulatory work.
Yet, despite the bold vision, Lilium confronted a cascade of challenges:
Technical ambition vs. practical constraints: Its ducted-fan architecture, while promising on paper for efficiency and noise suppression, proved complex in practice – especially when trying to scale to certification and manufacturability.
Cash burn and investor fatigue: In later years, Lilium’s losses mounted. It repeatedly failed to secure binding loan guarantees or fresh capital at critical junctures.
Regulatory and certification hurdles: The eVTOL domain remains heavily regulated, and Lilium’s path to EASA/FAA type approval encountered resistance and skepticism.
Rescue attempts failed: In late 2024, Lilium entered insolvency. A proposed reboot under “Lilium Aerospace” failed when promised funds never materialized.
Ultimately, Lilium’s collapse exposed the harsh reality in the air-mobility sector: great technology is not enough without sustainable business models, strong investor backing, and realistic execution.
Who Else Was in the Race?
Sources say Archer beat out Joby Aviation and Advanced Air Mobility Group (AAMG) for Lilium’s patent estate.
It appears Archer’s advantage lay in a clean, credible bid focused on IP assets, while rivals showed interest in reviving the Lilium Jet program itself.
Consolidation intensifies: With many eVTOL developers burning through cash and facing long regulatory paths, the sector is increasingly favoring large firms acquiring distressed assets.
IP as currency: Possessing the right patents – especially in propulsion, battery management, and noise mitigation – is becoming a key differentiator in the race to commercial operations.
Better execution trumps hype: Lilium’s downfall underscores that ambition must be grounded in capital discipline, supply chain maturity, and regulatory strategy.
National strategy plays a role: For Archer (a U.S. company), this deal not only absorbs competitive risk but also helps concentrate advanced eVTOL know-how under U.S. technological leadership.
The POTUS Donald Trump’s recent theatrics in the Israeli Knesset and at the 2025 Peace Summit in Egypt surpassed his earlier buffoonery; with his utterings like ‘Golden Age’ of Israel and the Middle East’, ‘End of an age of terror and death’, ‘Forces of chaos, terror, and ruin have been defeated’. Trump’s claims that the Israeli-Palestinian conflict started 3000 years ago, despite Israel being created in 1947-1948, reinforced his mental incapacity and sense of history-geography. Recall in his first presidency he asked visiting Indian Prime Minister Narendra Modi whether India and China shared a border. Trump’s dangerous psychotic mental state posing a danger to the world has already been established
Peace in Gaza was never the agenda – not earlier, not now. Joe Biden and Netanyahu were offered the Gaza deal last year, but Trump told Netanyahu he will have a “Better Deal” if he secured a second presidency. It is for the same “better deal” that Israel unilaterally broke the previous fragile ceasefire on March 18 this year, with heavy airstrikes killing 400 Palestinians on that single day. Not allowing the Biden-Netanyahu deal enabled killing 6,80,000 Palestinians, including forced starvation deaths, by April 2025; a figure that would have gone up by many more thousands. Moreover, 80% of Gaza structures have been damaged or destroyed, which means billions of dollars in reconstruction.
Though desperate for a Nobel Peace Prize, Trump could not pull through signing of the so-called peace deal earlier because Netanyahu was dead against letting Gaza continue to be administered by Palestinians. Besides, Israel and the US both oppose the two-state solution. However, Trump managed to convince Netanyahu that without this so-called peace deal, there was no hope of Hamas returning the hostages and more would die, adding to the 26 already dead. And, that thereafter Israel would have a free-hand, which is why Netanyahu says, he has achieved his objective – going back on his earlier stand to make Gaza free of Palestinians – in line with Trump’s grand design of turning Gaza into an American Riviera.
The second problem Trump faced was Hamas; whose leadership Israel was targeting. But despite killing some 7,00,000 Palestinians, Hamas was alive and kicking. Trump, therefore, recruited Turkey’s President Recep Tayyip Erdogan, who hates Israel and was sulking with the CIA having installed former Al Qaeda leader Ahmed al-Sharaa as Syria’s President. Trump entertained Erdogan in the White House and asked him to get Hamas to agree to signing the peace deal, without mentioning he wants Hamas to disarm.
In return, Trump tasked Erdogan to re-energize Al Qaeda – the same way Erdogan trained and armed ISIS under American and British instructors before unleashing them in 2014. So, Erdogan is already training over 300 Syrian soldiers in two bases in Turkey under a Syria-Turkey deal signed in August 2025, with expected number to increase up to 20,000. The revival of Al Qaeda is to advance US interests in the Middle East and Africa, as well as in the Sub Continent through the AQIS. No surprise, Erdogan signed the deal at the Peace Summit at Sharm El-Sheikh, Netanyahu was missing at the scene and Trump visited Tel Aviv separately.
There is a saying that some guys don’t mind auctioning their dead mother’s womb to gift a necklace to the harlot. Trump would do anything to make money for himself and his family. In 2017, Trump had said, “Qatar has been a funder of terrorism at a very high level.” This continues to-date, but with Qatar having gifted a private jet to Trump, the US is now building a Qatari Air Force base in America.
The antics of Jared Kushner and Ivanka Trump in Israel must be seen together with Kushner few months earlier referring to Gaza’s coastal land as “very valuable” and suggesting that Israel should move out all civilians and clean it up before redeveloping it. As mentioned above, Trump himself has been talking of transforming Gaza into the Riviera of the Middle East – owned by Trump naturally! Barron Trump has been handling private deals of the Trump family globally, including with Pakistan. The hot mike at Sharm El-Sheikh exposed Trump agreeing to make younger brat Eric Trump available for a private deal with Indonesian President Prabowo Subianto.
There were more theatrics in Sharm El-Sheikh: Trump telling Italian Prime Minister Gloria Meloni how beautiful she is; Erdogan telling her to quit smoking; Meloni gawking at Pakistani Prime Minister Shehbaz Sharif buttering Trump for a Nobel Peace Prize – begging for WB/IMF loans; Trump virtually snubbing British Prime Minister Keir Starmer – for recognizing Palestine? The joke going around is that while French President Macron is busy changing prime ministers, Trump may have got Canada as the 51st state had he unleashed Katy Perry on Mark Carney.
Hamas has not returned bodies of all dead hostages together – perhaps sensing what Israel will do thereafter. Trump had said once all hostages are freed, members of Hamas giving up arms will be given amnesty. Members of Hamas who wish to leave Gaza will be provided with safe passage to receiving countries. But Hamas responded by saying, “Talk about expelling Palestinians, whether they’re Hamas members or not, from their land is absurd and nonsense.” A senior Hamas official, while admitting significant political hurdles remain, has said that disarmament of Hamas is “out of the question” even if Hamas steps aside from Gaza’s government. On the other hand, Netanyahu says Israel could resume its offensive if Hamas fails to disarm. The US-backed proposal to oversee the administration and reconstruction of Gaza (led by Tony Blair?) would obviously have American presence. The Palestinians view this the beginning of an occupation.
A day after signing the peace deal, violence erupted in Gaza. Hamas reportedly killed eight members of a rival group in Gaza in order to consolidate power. But then Israeli forces opened fire on Palestinians in northern Gaza on October 14 killing at least six people. According to the Israeli military, these people had crossed the “yellow line” – the boundary for Israel’s partial withdrawal. But Palestinian media says Israeli drones had fired on residents inspecting their homes; as reported by Alexandra Sharp.
Under the circumstances what is the likelihood of the cease-fire continuing? With even Trump not endorsing the two-state solution, it is indication enough that the Gaza Peace Plan (leave aside Middle East peace) has as many chances of success as Trump converting to Islam and heading ISIS himself. The Peace Summit in Egypt is no different from the farce of the Alaska Summit Trump played on Russian President Vladimir Putin.
But there appears to be a bigger game behind this façade, which also includes the regime change in Syria, the taming of Erdogan and the summit in Sharm El-Sheikh. Syria’s Bashar al-Assad regime being welcomed in the Arab world and reopening of Saudi Arabia-Iran relations were anathema to the US. Israel’s airstrikes in Doha, greenlighted by Trump and known to Qatar’s hierarchy, drew Erdogan’s response labelling it Israel’s “greedy, bloodthirsty assault on Qatar’s sovereignty”. But the result was the Arab-Islamic NATO summit in Doha two days later, attended by Pakistan and Turkey as well – isolating Iran completely from the Sunni Muslim world. This has been fully consolidated with the Arab-Islamic presence at the Peace Summit in Sharm El-Sheikh. The US is a major defence supplier to the Middle East and Qatar has been brought under the US defence umbrella.
Trump may be looking at the Nobel Peace Prize winner Machado to unseat President Maduro in Venezuela but his focus is now on Iran, with Netanyahu saying Iran is developing an 8,000-km missile and Iran not bowing to US pressure for Uranium enrichment. The US-Israel plan appears to be to obliterate Shia Iran and deal with the Sunni Middle East later. This could be also the reason why Syrian President Sharaa is going to meet President Putin. Pakistan’s nuclearization and placement of American nukes in Pakistan are aimed at whoever the US views adverse to its interest at a particular time.
Concurrently, while Trump has declared war on his own states within the US, he appears intent on raising the bar in the Ukraine war by violating Russian redlines further – giving long-range missiles (like Tomahawks?) to Ukraine’s President Volodymyr Zelensky – who excels in prostituting for the US-led NATO. What Trump can’t fathom is that broadening the war in Ukraine, as well as in the Middle East, will result in the US getting sucked in because European countries (other than Israel) are far from being ready to hold on their own. That’s why some analysts are pointing out that Trump is going soft on Chinese plans to integrate Taiwan in the near-term, other than his tariffs war, which China is well capable of responding to.
PN: The author is an Indian Army veteran. Views expressed are personal.
The Advanced Light Helicopter (ALH) Dhruv stands as a cornerstone of India’s indigenous defense aviation ecosystem, developed by Hindustan Aeronautics Limited (HAL) to meet the multifaceted operational needs of the Indian Armed Forces. Certified for roles ranging from utility transport and search-and-rescue to anti- submarine warfare, the Dhruv has logged thousands of flight hours since its induction in the late 1990s. With over 300 units in service across the Indian Air Force (IAF), Indian Navy (IN), Indian Army, and Indian Coast Guard (ICG), it represents a symbol of self-reliance in military rotorcraft technology. However, the helicopter’s operational legacy has been marred by recurring incidents, culminating in a severe crisis that has grounded the entire fleet for a significant period.
The trigger was a fatal crash on Jan 5, 2025, involving an ICG ALH Mk-III at Porbandar, Gujarat, which claimed the lives of three personnel. Preliminary investigations pinpointed a premature fatigue failure of the swash plate—a critical component in the rotor control system—as the probable cause. This led to the unprecedented grounding of all ALH variants, halting vital missions and straining logistical chains. HAL’s response has drawn criticism for its lack of transparency; rather than sharing investigative progress, the organization issued a media release perceived as an attempt to silence speculation, further eroding trust among operators and analysts.
Insights from defense commentary platforms like Kaypius.com underscore deeper systemic issues. In “Who is Responsible for Dhruv ALH Longest-Ever Grounding?”, the author details a history of over a dozen crashes since 2002, attributing many to unresolved root causes and HAL’s accountability gaps. A follow- up piece, ““Who is Responsible” — Part 2 (A Designer’s View on ALH Grounding)”, highlights potential manufacturing defects and inadequate testing for marine environments.
This crisis, the longest grounding in the ALH’s history, poses existential risks to India’s defense posture. It demands a multifaceted way forward: technical remediation to address fatigue vulnerabilities, organizational reforms to align design with operational realities, and enhanced certification processes to rebuild confidence. By drawing on flight data, revising protocols, and fostering collaboration, HAL can not only restore the Dhruv’s reliability but also fortify its indigenous programs against future setbacks. This article explores these pathways, offering a roadmap for stakeholders in defense aviation.
Analyzing the Current Crisis
The grounding of the ALH fleet stems from a confluence of operational incidents and technical revelations, amplifying concerns over the helicopter’s airworthiness. The Porbandar crash marked the latest in a series of mishaps that have plagued the platform. The Dhruv has endured multiple major accidents since its operational debut, with causes ranging from engine failures to control system anomalies. These incidents have resulted in over 20 fatalities and significant financial losses, estimated in hundreds of crores. The latest event, however, stands out for its systemic implications: the swash plate’s fatigue-induced fracture, which controls rotor blade pitch and is pivotal to flight stability.
ALH Dhruv aboard INS Vikrant (Photo credits: MOD)
Post-crash inspections, as reported in recent technical briefings, examined swash plates across a substantial sample of the fleet. Findings revealed multiple cracks exclusively in the Mk-III wheeled variants operated by the IN and ICG. No such defects were observed in the skid-equipped versions flown by the IAF and Army. This variant-specific pattern has fueled speculation, though HAL’s reticence—exemplified by its controversial media statement—has hindered open discourse. The absence of transparency contrasts sharply with global norms, where manufacturers like Boeing or Sikorsky routinely update stakeholders on investigations.
The operational fallout is profound. High-altitude missions in Ladakh and Siachen, reliant on skid variants for rugged terrain, face delays in troop transport and reconnaissance. Utility roles in counter-insurgency are similarly compromised, while the IN and ICG—tasked with maritime surveillance and disaster response—suffer acute capability gaps amid rising regional tensions. Economically, the grounding idles production lines at HAL and strains maintenance budgets.
The Facebook post by aviation analyst Syam Nath, shared in Apr 2025, offers a candid insider perspective on the grounding’s intricacies, highlighting HAL’s uncharacteristic opacity as a barrier to resolution. More than three months post- crash, Nath notes that while the swash plate’s premature fatigue failure has been confirmed, the root cause—potentially tied to microstructural anomalies or unmodeled load cycles—remains elusive, with HAL opting for a defensive media release that critics have decried as an attempt to suppress discourse. Drawing from “reliable sources,” Nath reveals that exhaustive inspections of over 100 swash plates uncovered cracks in multiple Mk-III wheeled helicopters, but none in other variants, reinforcing the hypothesis that the issue is not a systemic design shortcoming but a confluence of operational stressors unique to maritime roles. This lack of proactive
disclosure, Nath argues, not only fuels online speculation but also delays fleet certification, underscoring the need for HAL to adopt a more collaborative stance akin to international OEMs during crises.
Nath’s analysis further dissects the fatigue acceleration, attributing it to naval and coast guard usage patterns that impose loads far exceeding initial design assumptions, such as prolonged deck taxiing and high-sink-rate landings on pitching vessels. He posits that inappropriate taxiing techniques—aggressively applying forward cyclic with minimal collective—generate damaging dynamic oscillations in the rotor system, a flaw reminiscent of early Apache helicopter hub failures that were mitigated through procedural updates. Citing a 1980 American Helicopter Society case study on fatigue estimation variances among OEMs, Nath warns against overconfidence in HAL’s methodologies, urging a data-centric reevaluation using Flight Data Recorder logs to recalibrate swash plate lifespans.
From the provided technical analysis, several inferences emerge regarding the crisis’s root:
Unprecedented Nature of Failure: Swash plate failures have never occurred in the ALH’s 25-year history, suggesting no inherent design flaw but rather an environmental or usage-induced issue.
Variant-Specific Vulnerability: Cracks confined to wheeled Mk-III models imply operational differences, not a universal defect, allowing for targeted interventions.
Fatigue Acceleration: The failure’s rapidity—reducing component life by two orders of magnitude—points to unique stressors in naval and coast guard missions, warranting a re-examination of load spectra.
Kaypius.com’s coverage reinforces these points, emphasizing HAL’s failure to conduct thorough root cause analyses in prior crashes. For instance, marine environment’s corrosive effects, unaddressed in initial certification testing, exacerbate fatigue in wheeled variants exposed to saltwater and deck operations. This crisis, therefore, is not isolated but symptomatic of a broader disconnect between HAL’s design assumptions and real-world exigencies.
Technical Way Forward
Restoring the ALH’s operational reliability requires a rigorous technical overhaul, centered on revalidating component lifecycles against actual usage data. The swash plate failure, while alarming, offers an opportunity to refine fatigue modeling, drawing on established aerospace methodologies.
Fatigue life estimation for critical ALH components, such as the swash plate, relies on established methodologies including material S-N curves (which plot stress amplitude against the number of cycles to failure), damage accumulation hypotheses like Miner’s rule, and precise cycle-counting techniques. Miner’s rule, a linear cumulative damage model, posits that fatigue damage from each load cycle is proportional to the ratio of applied cycles to the component’s endurance limit under that stress level; failure is predicted when the sum of these damage fractions across varying loads reaches unity. By leveraging data from the ALH’s Flight Data Recorders (FDRs)—which capture comprehensive metrics on loads, vibrations, and maneuvers—and correlating it with mission profiles specific to Indian Navy (IN) and Indian Coast Guard (ICG) operations, engineers can reassess static and dynamic loads to recalibrate these estimates. However, historical precedents highlight the pitfalls of such approaches: a 1980 American Helicopter Society study showed stark variability, with seven original equipment manufacturers (OEMs) using identical inputs yielding swash plate life predictions from 9 to 2,594 hours under block counting methods, and 58 to 27,816 hours with in-house cycle counting. This variability underscores the imperative for HAL to adopt conservative, validated simulations, potentially incorporating advanced finite element analysis (FEA) to model swash plate stress distribution more accurately, ensuring robust recalibration tailored to maritime stressors.
The installation of Health and Usage Monitoring Systems (HUMS) is essential for the Advanced Light Helicopter (ALH) Dhruv to transition from reactive to predictive maintenance, addressing the fleet’s vulnerability to premature fatigue failures like the recent swash plate incidents. While the ALH’s Flight Data Recorders (FDRs) provide valuable post-flight data, they are primarily designed for accident investigation and exceedance monitoring. This retrospective focus limits FDRs’ utility in forecasting maintenance needs, resulting in undetected cumulative damage from routine operations, particularly in the demanding maritime environments of the Indian Navy and Coast Guard, where subtle rotor oscillations from taxiing or deck landings can accelerate component wear without triggering alerts. In contrast, HUMS offers continuous, aircraft-specific monitoring of rotor dynamics, temperatures, and usage patterns, generating post-flight debriefs and in-flight advisories that enable early anomaly detection and precise fatigue life adjustments under models like Miner’s rule. By augmenting Miner’s rule applications with HUMS-driven empirical data, HAL can achieve more reliable, data-informed revisions, reduce unscheduled downtime by 30-40%, extending the ALH’s overall service life to beyond 5,000 hours per airframe, bolstering fleet-wide reliability, and averting future groundings.
The Vibration Monitoring System (VMS) currently installed on the Advanced Light Helicopter (ALH) Dhruv exhibits significant limitations that undermine its effectiveness in preventing fatigue-related failures like the recent swash plate cracks. Installation of a Vibration Management Enhancement Program (VMEP)—similar to that developed for U.S. Army Apache and Black Hawk helicopters—on the ALH fleet would provide a targeted, cost-effective solution to the vibration-induced fatigue issues highlighted in the crisis. VMEP emphasizes vibration monitoring as a primary indicator of aircraft health and fault diagnosis, aligning closely with the ALH’s operational challenges, such as aggressive taxiing techniques and ship deck dynamics that generate high-amplitude rotor oscillations. By focusing on rotor smoothing activities, VMEP can shift maintenance flight hours to operational usage, reducing the disproportionate time spent on in-flight balancing—estimated to consume up to 20- 30% of ALH maintenance schedules in maritime roles—and thereby lowering overall aviation costs. Unlike full-spectrum HUMS, which may yield marginal benefits in low- usage fleets like the ALH due to limited airframe stress cycles, VMEP’s vibration- centric approach offers immediate value for all the ALH variants, enabling early detection of swash plate precursors through real-time data capture. This would facilitate precise fatigue life recalibrations under Miner’s rule, support variant- specific interventions, and generate usage data for ongoing cost-benefit analyses, ultimately enhancing reliability and justifying the modest retrofit investment by preventing groundings and optimizing the fleet’s indigenous sustainment.
Organizational and Management Improvements
Beyond technical fixes, the ALH crisis exposes organizational silos at HAL, where designers operate in isolation from end-users. To bridge this gap, India should emulate the Indian Navy’s successful integration model for its dockyards, embedding senior serving or recently retired officers in key HAL positions.
The Navy’s approach—placing flag officers as dockyard heads—has streamlined maintenance, reduced turnaround times by 30%, and ensured designs align with operational feedback. HAL could adopt similarly: appoint an IAF two-star (Air Vice Marshal) serving or recently retired officer from the Aeronautical Engineering (AE) branch, with experience in helicopter fleet, as CEO of the Helicopter Complex; another two-star AE officer, who has overseen aircraft fleet sustainment at Air HQs, as Director of Operations. At the helm, appoint a three-star (Air Marshal) AE officer with extensive fighter fleet experience as Chairman and Managing Director (CMD). These roles would infuse operator insights into decision-making, fostering accountability and expediting root cause resolutions.
Kaypius.com critiques HAL’s “distributed unaccountability,” where blame diffuses across departments post-incident. User integration would counter this by mandating joint review boards for every major upgrade, mirroring the U.S. Army’s Aviation Engineering Directorate, which co-locates OEM engineers with fleet units. This would accelerate feedback loops, as seen in the Apache’s evolution, and prevent repeats of ALH crashes attributable to unheeded pilot reports on vibrations.
Such reforms demand policy support from the Ministry of Defence, including performance-linked incentives for HAL leadership. By prioritizing operator-led management, India can transform HAL from a production-centric entity to a responsive partner, ensuring the Dhruv’s longevity and bolstering indigenous capabilities.
Enhancements in Certification and Quality Assurance
Certification and quality assurance (QA) lapses have compounded the ALH’s woes, particularly in validating marine-specific durability. Reforms must prioritize independence, rigor, and transparency to restore credibility.
The Centre for Military Airworthiness and Certification (CEMILAC) should conduct mandatory independent audits of HAL’s processes, expanding beyond initial type certification to include ongoing surveillance. This could involve third-party validation of fatigue tests, akin to the European Union Aviation Safety Agency’s (EASA) oversight of rotorcraft OEMs. For marine environments, HAL must enhance protocols: simulate saltwater corrosion and deck vibrations in accelerated life testing, addressing shortfalls noted in Kaypius.com’s analysis of prior crashes.
Reforms at the Directorate General of Aeronautical Quality Assurance (DGAQA) are crucial to bolster quality assurance (QA) across HAL’s operations, including mandatory adoption of digital QA platforms for real-time defect tracking and standardized auditing protocols that integrate risk-based inspections for critical components like the swash plate. DGAQA should also expand its role in independent validation of manufacturing processes, mandating joint HAL-service audits and leveraging AI-driven analytics to predict and prevent quality lapses, thereby aligning QA standards with global benchmarks such as those of the FAA or EASA. Fostering a collaborative ecosystem means regular stakeholder forums with IAF/IN/ICG representatives, replacing opaque media releases with progress dashboards.
Global best practices offer models: The U.S. Federal Aviation Administration integrates military users into Boeing’s QA for the CH-47 Chinook, conducting joint audits that reduced defect rates by 40%. Similarly, the UK’s Ministry of Defence embeds personnel in AgustaWestland facilities, ensuring operator input from design to certification. Adopting these—through bilateral knowledge exchanges—would mitigate “distributed unaccountability” at HAL, embedding a culture of proactive risk management. These enhancements would not only safeguard the ALH but elevate India’s certification standards to international benchmarks.
Conclusion
The ALH Dhruv grounding crisis, while disruptive, presents a pivotal moment for India’s defense aviation sector. By addressing swash plate vulnerabilities through data-informed fatigue revisions, operational tweaks, and variant-specific clearances, HAL can swiftly restore fleet readiness. Organizational infusions of operator expertise and robust QA reforms will prevent recurrence, ensuring the platform’s evolution into a reliable workhorse.
Broader implications extend to India’s “Atmanirbhar Bharat” initiative. Transparency in investigations, as advocated in Kaypius.com analyses, counters speculation and builds public confidence. User-OEM collaboration—bridging HAL’s design prowess with service realities—will accelerate indigenous programs like the Light Combat Helicopter, reducing import dependencies and enhancing strategic autonomy. Ultimately, a resilient Dhruv fleet safeguards national security, from Himalayan patrols to maritime frontiers, underscoring that self-reliance thrives on accountability and partnership
Ladakh came into global focus on September 24, 2025 when violence erupted in Leh. A post on X described it a statehood movement led by Sonam Wangchuk intensified, with protesters torching a CRPF vehicle and the BJP office, while Sonam appealed for peaceful protests.
Leh erupts in violence as the statehood movement led by Sonam Wangchuk intensifies, with protesters torching a CRPF vehicle and BJP office. Meanwhile Sonam appeals for peaceful protest.
BBC reported: India imposes curfew in Ladakh after statehood protests turn violent and internet was shut down. Earlier, the Leh administration didn’t talk to protesters, even when two lost consciousness and were hospitalized. Four protestors died in police firing and 70-80 were injured.
On September 26, Sonam Wangchuk, scheduled to hold a press conference on the ongoing unrest, was arrested under the National Security Act (NSA) after the Ministry of Home Affairs (MHA) cancelled the registration of Wangchuk’s NGO (SECMOL – Students Educational and Cultural Movement of Ladakh) under the Foreign Contribution (Regulation) Act (FCRA), 2010 for receiving foreign funds.
SECMOL had won the International Terra Award for the best building in July 2016 at the 12th World Congress on Earthen Architecture in France. J&K Governor NN Vohra visiting Leh in 2019 (before formation of UT Ladakh) on SECMOL completing 30 years, said the Nobel Peace Prize should be awarded to Sonam Wangchuk and in 10 years Ladakh will be world famous.
Opinions have emerged that if the Army wants to build a road to the LAC (and any other central project), permission from local councils would be needed under the Sixth Schedule, and the “real motive” behind this demand is to create hurdles in Army’s infrastructure projects in sensitive border areas. They don’t acknowledge that the BJP had promised Sixth Schedule and statehood for Ladakh. But patriotism of Ladakhis is certainly more than those writing such crap. A comment on social media reads: “Theorizing Ladakhis would turn anti-Army and anti-India is like conjecturing PM Narendra Modi embracing Islam to head the Islamic Emirate of India.”
When British officers led the Pakistani Army to invade Ladakh post-Independence, Nubra Guards fought them in absence of the Indian Army. Ladakhis are among the most patriotic and peace-loving. Ladakh Scouts have proved their mettle in all wars. Anyone who has served in Ladakh would vouch for their patriotism.
To grasp the realities, one must listen to Maj. Gen. Yash Mor; agitation for UT and jubilation of Ladakhis when it was formed; multiple promises made by the Centre in 2019; aspirations of Ladakhis for jobs, participation in administration bottom upwards, demand for an MP in 7,000 sq km Leh division; fear of corporate projects affecting livelihood and environment; lack of potable water and absence of sewage and waste disposal; deliberate intransigence of the Centre and the Leh Administration to address issues, empower locals and dialogue.
Ladakhis environmental concerns are genuine; looking at the disastrous repercussions of raping the Himalayas in Uttarakhand, Himachal and J&K. Times of India of September 27, 2025 states BJP leaders, and even a former RSS ideologue, have joined public appeal to the CJI BR Gavai for reviewing the SC’s 2021 judgement allowing the Char Dham project to continue with widened roads – severe warnings by geologists of disasters in the making are ignored. On August 6, 2010, at least 255 people died in Leh and 71 towns/villages in a midnight cloudburst and heavy overnight rains triggering flash floods, mudflows, and debris flows. Ladakh is prone to natural disasters, including avalanches and mudslides. Landslides block roads on high-altitude mountain passes throughout the year. In winter, many areas are completely cut off for prolonged blockages due to snowfall. .
An example of the politico-corporate nexus is Manipur, where the Biren Singh-regime signed a deal for 6,000 hectares of land with a corporate for palm plantation and producing palm oil. Forcible eviction of tribals living on this land became part of the ethnic cleaning campaign in Manipur. Modi’s eventual visit to Manipur on September 13, 2025, more than two years after violence erupted with 260 killed and 67,000 displaced, made little difference. A day after Modi’s visit, the house of Kuki leader Calvin Aikhenthang was torched in Churachandpur and residence of another Kuki leader, Ginza Vualzong was also targeted. On September 19, an Assam Rifles (AR) convoy was ambushed, killing two AR Personnel including a JCO. These actions were obviously by the Arambai Tenggol, raised by a BJP MP; now headed by his driver.
Sonam Wangchuk did B Tech in Mechanical Engineering from Srinagar in 1987. He studied Earthen Architecture in France for two years and designed the SECMOL campus that runs on solar energy and uses no fossil fuel for cooking/lighting/heating. In 2005, he was appointed a member of the National Governing Council for Elementary Education in the Union Ministry of Human Resources Development. In 2013, he invented the ‘Ice Stupa’ technique that creates artificial glaciers to store water, releasing it late spring when the farmers need water most. In 2014, Wangchuk was appointed to the Expert Panel for framing the J&K State Education Policy and Vision Document. In 2016, he initiated the project ‘FarmStays Ladakh’ providing tourists homestay with locals. Wangchuk has helped design and oversee construction of several passive solar mud buildings in mountain regions of Ladakh, Sikkim and Nepal.
In 2020, Wangchuk was to lead a ‘Pashmina March’ by Ladakhis to border areas to prove loss of traditional grazing grounds but was stopped under threat of imposing Section 144. Internet was cut off for two months and Wangchuk labelled China stooge on social media. The Centre had allotted 150 sq km of pasture land to private corporations without safeguarding locals, who feared this may increase further aggravating climate change.
In early 2024, Wangchuk fasted to draw attention to local grievances and climate change, Many Buddhist monks fasted alongside but instead of opening a dialogue, Wangchuk was hounded on social media and again dubbed a Chinese spy. Former CNS and Chairman COSC Admiral Arun Prakash wrote on X: “Having taken my Matric exam from Leh, in 1959, I learnt to admire the simplicity, courage & patriotism of Ladakhi folks. I find it sad that Mr Sonam Wangchuk’s 53-day struggle, to draw attention to local grievances, should invite troll attacks rather than hearing from our govt?”
Having taken my Matric exam from Leh, in 1959, I learnt to admire the simplicity, courage & patriotism of Ladakhi folks. I find it sad that Mr Sonam Wangchuk’s 53-day struggle, to draw attention to local grievances, should invite troll attacks rather than hearing from our govt? https://t.co/B9nG1lKQot
In September 2024, Wangchuk led a 75-volunteers foot march from Leh to New Delhi. The march was organised by the Leh Apex Body (LAB) and the Kargil Democratic Alliance (KDA) demanding: statehood for Ladakh; inclusion under the Sixth Schedule to protect tribal and cultural rights; a Public Service Commission to oversee recruitment and administration in Ladakh; separate parliamentary constituencies for Leh and Kargil to ensure better representation. The arduous walk covered about 25-km daily enduring the challenging terrain and weather conditions. But they were arrested on reaching New Delhi and denied any official audience. Wangchuk later said he submitted a detailed memorandum of demands to PM Modi during his visit to Dras for Kargil Vijay Diwas in July 2024 but had yet to receive a response.
After the violence in Leh on September 24, 2025, Wangchuk, who was earlier dubbed a Chinese spy, is now being called an ISI agent. The smear campaign says the Wangchuk-led Gen Z protest is similar to the one in Nepal, which will spread to other states and engulf India. Ladakh DGP confirms 44 arrests including Wangchuk who earlier travelled to Pakistan. Police firing is being justified as “self-defence”. The Kargil Democratic Alliance (KDA) has accused authorities of “shoot on sight” firing without warning and with the intent to kill. Describing Wangchuk as a peace loving Gandhian, KDA co-chair Asgar Ali Karbalai said, “He never believed in violence, Any fabricated stories against Wangchuk will not be accepted.”
SECMOL has denied receiving foreign funds. MHA knows the funds in question (donations?) came from within India, but without disclosing the source, insist these are foreign funds. One may also recall how swiftly the FCRA was amended when the BJP came to power in 2014 to save both the BJP and the Congress, who had received massive foreign funds, from oversight.
Wangchuk visited Pakistan in February 2025. An Indo-American, who heads a company in the US, is pretty sure this particular post of Wangchuk is AI-generated. Notwithstanding this, if Wangchuk was labelled a Chinese agent in 2020 and again in 2024, why was he permitted to travel to Islamabad? Why is the FCRA violation by SECMOL raised now when the Centre has been scrutinizing foreign funding to NGOs over the past decade? Has the MHA and Leh Administration been playing pocket billiards or building a false case against Wangchuk?
The media is flooded about Yasin Malik hobnobbing with PM Manmohan Singh. Malik says six Central governments enlisted him to help resolve the Kashmir issue but names seven prime ministers (VP Singh, Chandra Shekhar, PV Narasimha Rao, HD Deve Gowda, IK Gukral, AB Vajpayee and Manmohan Singh) and that IB special director VK Joshi deputed him to meet Hafiz Saeed and other Pakistani militant leaders. In 2000, Special IB Director Ajit Doval also met him. Why has Yasin Malik not been hanged in a decade plus of BJP rule despite boasting on BBC’s Hard Talk of killing IAF personnel; given that a special SC Bench was convened on a Sunday when Arnab Goswami was arrested?
The answer came from a veteran-scholar close to the power centre, who writes: “Yasin Malik was an IB asset for a few years but I think he was acting as a double agent and more loyal to ISI. GOI is as incompetent now as it was in UPA. Pahalgam was avoidable but for intelligence inefficiency. Op Sindoor, if they had combined first and second day attacks we wouldn’t have lost five aircrafts and the shock effect would have been tremendous.”
For the Centre, Wangchuk has apparently committed following cardinal sins: one, called out loss of territory to China in 2020 and repeats the same now while the defence minister sang not even an inch of territory lost and the prime minister said na koi aaya, na koi ghusa: two, dared to call for local oversight for Centre allotting land to corporates; three, wants empowerment for Ladakhis who are actually a nonentity.
A post on social media sums it up by saying: “The pattern of this Modi Govt is very clear and needs no recap. All they want is to ensure that their cronies get as much land as is possible for commercial exploitation. If the Ladakh UT is granted Statehood then an elected State Govt shall not play ball with cronies. Furthermore’ if the demand for the Sixth Schedule is met, most areas of Ladakh shall no longer be available for exploitation. It is therefore very obvious why Sonam has been arrested.” Hence, there is little chance of any change of policy by the Centre and the Leh Administration that must play ball to New Delhi.
Neglecting the demands of Ladakhis can have bearing on India’s national security although the Centre appears unconcerned about this. But while Wangchuk stands castigated as an ISI-MSS agent, what about the rest of India? Morarji Desai was reportedly a CIA agent but what about the politicians/ministers, diplomats/bureaucrats, corporate and businessmen of today whose wards are studying/have studied in the US and whose children are US citizens? Former RS MP and member of BJP said in recent years that many bureaucrats of the defence ministry are on ISI payroll/blackmail. But what about other ministries, especially the foreign ministry? China has always worked on officials serving in China. The government should heed Lobsang Sangay, former President (Sikyong – Tibetan Government in Exile) drawing attention to China’s strategy of ‘Elite Co-option’ (buying intellectuals, businessmen, journalists and YouTubers), warning India is not immune to Beijing’s political designs. Rather than concentrating on the opposition and withdrawing all cases against whoever joins the BJP (no matter how corrupt), government would do well to look within also and holistically identify those working for CIA/ISI/MSS before it is too late.
We pat our backs listening to clips like “Jaishankar told Trump – Sit Down Boy”, news items like “India tears into Pakistan at UN”, and speculation “Taliban will handover Bagram to India”
While our leaders stand to attention when visiting China, clouds on our horizon are darkening: Trump re-energizing Pakistan and Bangladesh; China’s planned airbase in Lalmonirhat (north Bangladesh; US plan for a naval base in Bangladesh; unconfirmed reports that Pakistan’s order of J-35 stealth fighters (5th Gen) is increased from 40 to 100 (equipped with air-to-air and air-to-surface nuclear capable P-19 & P-21 missiles having range of 450-600 km) with deliveries to be completed in 2026. It is time for India to stand together.
The author is an Indian Army veteran. Views expressed are personal.