HINDUSTAN AERONAUTICAL LIMITED

HISTORY
The history and growth of the Hindustan Aeronautics Limited is synonymous with the growth of
Aeronautical industry in India for more than 77 years.

The Company which had its origin as the Hindustan Aircraft Limited was incorporated on 23
Dec 1940 at Bangalore by Shri Walchand Hirachand a farsighted visionary in association with
the Government of Mysore with an Authorised Capital of Rs.4 crores (Paid up capital Rs.40
lakhs) and with the aim of manufacturing aircraft in India. In March 1941, the Government of
India became one of the shareholders in the Company holding 1/3 of its paid-up capital and
subsequently took over its management in 1942. In collaboration with the Inter Continental
Aircraft Company of USA, Hindustan Aircraft Company commenced its business of
manufacturing of Harlow Trainer, Curtiss Hawk Fighter and Vultee Bomber Aircraft.

In Dec 1945, the company was placed under the administrative control of Min. of Industry &
Supply. In January 1951, Hindustan Aircraft Private Limited was placed under the
Administrative control of Ministry of Defence.

The Company had built aircraft and engines of foreign design under licence, such as Prentice,
Vampire and Gnat aircraft. It also undertook the design and development of aircraft indigenously.
In August 1951, the HT-2 Trainer aircraft, designed and produced by the company under the able
leadership of Dr. V.M.Ghatge flew for the first time. Over 150 Trainers were manufactured and
supplied to the Indian Air Force and other customers. With the gradual building up of its design
capability, the company successfully designed and developed four other aircraft i.e. two seater
'Pushpak' suitable for flying clubs, 'Krishak' for Air Observatory Post(AOP) role, HF-24 Jet
Fighter '(Marut)' and the HJT-16 Basic Jet Trainer '(Kiran)'.
Meanwhile, in August 1963, Aeronautics India Limited (AIL) was incorporated as a Company
wholly owned by the Government of India to undertake the manufacture of the MiG-21
aircraft under licence. In June 1964, the Aircraft Manufacturing Depot which was set up in 1960
as an Air Force unit to produce the Airframe for the HS-748 transport aircraft was transferred to
AIL. Soon thereafter, the Government decided to amalgamate Hindustan Aircraft Limited, with
AIL so as to conserve resources in the field of aviation where the technical talent in the country
was limited and to enable the activities of all the aircraft manufacturing units to be planned and
co-ordinated in the most efficient and economical manner.

Amalgamation of the two companies i.e. Hindustan Aircraft Limited and Aeronautics India
Limited was brought about on 1st Oct 1964 by an Amalgamation order issued by the
Government of India and the Company after the amalgamation was named as "Hindustan
Aeronautics Limited (HAL)" with its principal business being design, development,
manufacture, repair and overhaul of aircraft, helicopter, engines and related systems like
avionics, instruments and accessories.
MAJOR MILESTONES

YEAR 2014
The Prime Minister handed over HAL's star product ALH-Dhruv to the Prime Minister of Nepal
Shri Sushil Koirala at Kathmandu on November 25, 2014.

India's indigenously designed and developed frontline fighter aircraft, Light Combat Aircraft
(LCA) achieved an important milestone on December 20, 2013 by getting Initial Operational
Clearance (IOC II) and entered the stage of induction into IAF squadrons.

The custom-made ALH-Dhruv for Heliborne Surveys aptly named as Garuda Vasudha dedicated
to the nation on January 22, 2014.
LCH TD3 made its Maiden Flight.

HAL’s MiG Complex, Nasik celebrated its 50 years of establishment with a two-day seminar on
the theme “Self-Reliance in Aerospace Sector (SRIAS)-2014” on November 10-11, 2014.

YEAR 2015
Defence Minister handed over the first series production Light Combat Aircraft, Tejas made by
HAL to the Indian Air Force at a ceremony at HAL Bengaluru Complex on January 17, 2015.

HAL handed over the first overhauled Su-30 MKI (SB 027) aircraft to the India Air Force
through the Defence Minister, at a ceremony held at Nashik on January 9, 2015
HAL bagged a major Defence contract for supplying 14 Do-228 aircraft to the Indian Air Force.

Astra, India's first indigenous Beyond Visual Range (BVR) air-to-air missile integrated by HAL
on Su-30 MKI aircraft was successfully launched from Chandipur, Odisha.

HAL successfully carried out maiden flight of Jaguar DARIN III Upgraded Strike Aircraft on
March 25, 2015.

Ojhar airport (Nasik) terminal building was handed over to HAL by the Maharashtra state
government on April 8, 2015.

HAL supplied three Cheetal helicopters to Afghanistan Air Force (AAF).

The inaugural run of the core of 25 kN indigenous Aero Engine (Hindustan Turbo Fan Engine –
HTFE 25), was successfully completed in the presence of Defence Minister, at HAL's Engine
Division on December 14, 2015.

The Centre for Military Airworthiness & Certification accorded Initial Operational Clearance
(IOC) for weaponized ALH Mk-IV (IAF version) on December 21, 2015 at Bengaluru.

HAL celebrated its Platinum Jubilee.

YEAR 2016
Prime Minister, laid the foundation stone for HAL's new Helicopter Manufacturing Facility at
Biderehalla Kaval, Gubbi Taluk, Tumakuru, Karnataka on January 3, 2016.

HAL rolls-out HTT-40 prototype on January 29, 2016.

The first carriage flight of Su-30 MKI aircraft with BrahMos missile was successfully achieved
at HAL airport, Nashik on June 25, 2016.

Inaugural flight of India's own indigenous HTT 40 (Basic Trainer Aircraft - BTA) designed and
developed by HAL on June 17, 2016 at HAL airport Bengaluru.

HAL test flew the first FOC upgraded Mirage-2000 aircraft on July 28, 2016.

India and Russia sealed an important defence deal for joint production of Kamov helicopters in
India during the BRICS Summit-2016 held at Goa on October 15, 2016.

The Structural Assembly of Dornier-228 (Civil variant) was launched at Kanpur Division on
December 10, 2016.

YEAR 2017
Minister of Finance, Defence and Corporate Affairs dedicated the Hawk-i aircraft to the Nation
on August 26, 2017.

The unit of Hindustan Cables Limited (HCL) at Naini, Uttar Pradesh was taken over by HAL to
form a subsidiary company and incorporated under the Companies Act as “Naini Aerospace
Limited (NAeL)” and an agreement of taking over was signed at New Delhi on January 30,
2017.

HAL signed two separate contracts for supply of 32 ALHs (Mk-III Wheel Version) to Indian
Coast Guard and Indian Navy on March 29, 2017.

Production of HAL designed 5.8 ton category Light Combat Helicopter was launched on August
26, 2017.
The 50th AL31FP engine of Su-30 aircraft, manufactured from raw materials by Sukhoi Engine
Division, Koraput was handed over to IAF in Delhi on October 23, 2017.

YEAR 2018
Maiden flight of Hawk-i with indigenous RTOS developed by HAL in February 2018.

Naini Aerospace Limited (NAeL),Allahabad made its first delivery of 335 LCA and 28 ALH
Cable Looms after being taken over by HAL as a Subsidiary on March 29, 2018.

India gifts HAL Do-228 aircraft to Seychelles,and the same flown on Seychelles Independence
day.HAL successfully demonstrated flight of a 10Kg Rotary Wing (Helicopter) Unmanned Aerial
Vehicle (RUAV) in August 2018.

India has joined the select club of US, Europe, Russia and China having the capability of Deck
Landing of fighter aircraft, with the LCA Naval Prototype 2 (NP2) on August 2, 2018.

Mid-air Refueling Trial (Actual) of LCA Successful on September 10, 2018 .

Mr Mohammed Ahmed Al Bowardi Al Falacy, Minister of State for Defence Affairs, United
Arab Emirates visited HAL facilities in Bengaluru on October 17, 2018 in the presence of Mr R
Madhavan, CMD.

HAL held its 55th Annual General Body Meeting of Shareholders,first after its listing, at the new
HAL Management Academy(HMA) campus at Bengaluru on September 28, 2018.
Vision:
To become a significant global player in the aerospace industry.

Mission:
To achieve self reliance in design, development, manufacture, upgrade and maintenance of
aerospace equipment diversifying into related areas and managing the business in a climate of
growing professional competence to achieve world class performance standards for global
competitiveness and growth in exports.

Values:
Customer satisfaction:
We are dedicated to building a relationship with our customers where we become partners in
fulfilling their mission. We strive to understand our customers' needs and to deliver products and
services that fulfill and exceed all their requirements.

Commitment to total quality:

We are committed to continuous improvement of all our activities. We will supply products and
services that conform to highest standards of design, manufacture, reliability, maintainability and
fitness for use as desired by our customers.

Cost and time consciousness:

We believe that our success depends on our ability to continually reduce the cost and shorten the
delivery period of our products and services. We will achieve this by eliminating waste in all
activities and continuously improving all processes in every area of our work.

Innovation and creativity:

We believe in striving for improvement in every activity involved in our business by pursuing
and encouraging risk-taking, experimentation and learning at all levels within the company with
a view to achieving excellence and competitiveness.
Trust and team spirit:
We believe in achieving harmony in work life through mutual trust, transparency, co-operation
and a sense of belonging. We will strive for building empowered teams to work towards
achieving organizational goals.

Respect for the individual:

We value our people. We will treat each other with dignity and respect and strive for individual
growth and realization of everyone's full potential.

Integrity:
We believe in a commitment to be honest, trustworthy and fair in all our dealings. We commit to
be loyal and devoted to our organisation. We will practise self discipline and own responsibility
for our actions. We will comply with all requirements so as to ensure that our organisation is
always worthy of trust.
OBJECTIVES:

In April 1971, the board of directors of HAL appointed committee known as review committee
as review committee of HAL to review the functioning of the company and make its
recommendations. Committee formulated a statement of basic objective adoption by HAL, as
details below:
 To serve as an instrument of the national policy to achieve self-reliance in the design,
development and production of aircraft and aeronautics equipment to meet the counter changing
and growing needs with special emphasis on millet requirement.

 To ensure availability of total quality people to meet the organizational goals and objectives.

 To have a continuous improvement in knowledge, skill and competence (managerial,

behavioural and technical.)

 To promote a cultural achievement and excellence with emphasis on integrity, credibility and
quality.

 In fulfilment of these objectives, the company shall regard its fundamentally responsible for
design and development, rely however, upon such relevant facilities as are available into national
institutions, but always holding itself basic a responsible for the growth and furtherance of the
counter aeronautics capabilities.

 To conduct its business economically and efficiently it can contribute its due to the national
effort achieving a self-reliant and self-generating economy.

 Towards this end, to develop and maintain an organisation which will readily respond to and
adopt the changing matrix of socio techno-economic relation and where in a climate of grow
professional competence, self-discipline, mutual understand deep commitment and a sense of
belonging will be fostered and each employee will be encouraged to grow n accordance with
potential foe the furtherance of the organisation.
 The recommendations of the review were subsequently approved by the board of directors in
September 1972 and forwarded to the Government, who informed the company in May 1973 that
they might adopt these objectives. These objectives remain essential unchanged to date except
that they have been amplified in 1983 through the medium of MD’s date 14th 1983 emphasizing
the following:

1. That our products are of the highest quality and reliability.

2. That our products are fully supported after sale to customer,.

3. That the capacity utilization is optimised, restoring which is necessary to diversification and
export.

4. Greater thrust towards indigenization of materials and product to improve self-reliance.

5.To maintain a motivated workforce through empowerment of individual and team-building.

6. To enhance organisational learning.

STRATEGY:

 To be in total alignment with corporate strategy.

 Maintain Human Resource at optimum level to meet the objectives and goals of the company.
 Be competent in mapping, analysis and upgradation of knowledge and skills including
training, re-training, multi-skilling etc.
 Cultivate leadership with shared vision at various levels in the organisation.
 Focus on development of core competence in High-Tech areas.
 Build cross-functional teams
 Create awareness of mission, values and organizational goals throughout the company.
 Introduce / implement personal policies based on performance that would ensure growth,
rewards, recognition, and motivation
Products of HAL:

SL. NO. AIRCRAFT ENGINE INDEGENIOS NAME

01. MiG-21FL R-11-F2 BADAL
02. MiG-21M/MF R-11-F2S/F2SK TRISHUL
03. MiG-21-BIS R-25 VIKRAM
04. MiG-23MF R-29 RAKSHAK
05. MiG-23BN R-29B VINJAY
06. MiG-25 R-29B GARUD
07. MiG-27M R-29B BAHADUR
08. MiG-29 RD-33 VAJ
09. GNAT ORPHEUS-701 AJEET
10. HJT-16 VIPER-11 KIRAN
11. HF-24 ORPHEUS-703 MARUT
12. JAGUAR ADOVRMK-803 SHAMSHOR
13. HS-748(AVRO) DART-531 CHITRA
14. MIRAGE-2000 M-53 VAJRA
15. ALLOUTTE ARTOUSTE-IIIB CHETAKCHEETAH
16. AN-32 - SUTLUJ
17. MI-B - PRATAP
18. MI - AKBAR
19. HPT-32 PISTON ENGINE -
CORPORATE ORGANIZATIONAL STRUCTURE:
DEPARTMENTAL ORGANISATION STRUCTURE:
AUTHORITY AND RESPONSIBILITY:

BOARD OF DIRECTORS:
The board of the directors of the company has the following responsibility-
- To ensure that the company’s goals, values and objectives are clearly described and communicated
to the employees.

- Determine the goals and objectives of the company based on the needs of the stakeholders
(creditors, government, customers, employees, shareholders etc.).

- Appoints and regulates the general director to coordinate the workings of the organization.

- Board of directors, general managers are solely responsible for the formulation of rules, regulations
and policies of the company.

MANAGING DIRECTORS:

- Coordinate and communicate with the general and deputy general manager of each department to
formulate the strategies and plan of actions to achieve the organisational goals.

- During the decision making process, the valuable suggestions and viewpoints of the low level
employees are also taken into consideration by the higher authorities.

- Manager Directors on a continuous basis keeps a review on the working of different departments.

- Managing directors address the joint consultant meeting, management training meeting, and MD
coordination meeting.

GENERAL MANAGER:

- Responsible for the arrangement and development of training programs at HAL.

- Responsible to report the managing directors about the progress rate of the respective departments.

- Issues orders and instructions to the low level management

DEPUTY GENERAL MANAGERS:

- Acts as a communication channel between the top management and low management.

- Responsible for encouraging the employees by promotional and reward scheme.

SENIOR MANAGER AND CHIEF MANAGER:
- Responsible to communicate the workings, policies and plan of actions to the supervisors and
workers.

SUPERVISORS:

- Guide the workers in the workplace.

- Solve or communicates the issues of the workers.