FlyCorporate Magazine ISSUE 9

EMEA & ASIA 1

FC

FLYCORPORATE EMEA & ASIA

BRINGING TOGETHER BUSINESS AVIATION AND BUSINESS LEADERS

Why Reducing Your Carbon Footprint Makes Financial Sense Charter Bandits: How Safe Are You?

North America:

Opportunity

Knocks

The Middle East MRO Crisis

Landings: Los Angeles a trip planning tool for executives ISSUE 09 - 2010 ISSN: 2030-0468

flycorporate.com

2 MAGAZINE

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Contents Our Team 8­ Reference Index 10

The Future of Bizav Page 28

Air Show and Tell 12 In Brief 14 Ask an Expert 26 “How hard is it to obtain financing for used business aircraft in the current economic climate?” General Aviation advisor Brian Foley responds.

The Future of Bizav 28 Andrew Charlton stands on the shoulders of giants to glimpse emerging bizav trends.

An Eye on the U.S. 30 State of the Union 32 It may be tough times in the US for aircraft sales, but manufacturers are surviving, some even thriving, all by looking East. Amy Laboda reports.

North America: Still the Land of Opportunity?

Page35

North America: Still the Land of Opportunity? 35 Business aviation in North America has taken a huge hit over the past two years.

As the dust begins to clear, Tim Kern tries to find out whether there are new opportunities for bizav growth in North America.

Shaping the Future of Transatlantic Aviation 39 Andrew Charlton takes a closer look at some of the issues that beset the future of aviation between the US and Europe.

Sikorsky Pushes the Helicopter Boundaries 44 Igor Sikorsky is generally acknowledged as the father of the helicopter. Seventy years after he founded the company it is one of the world’s most successful helicopter manufacturers, Rod Simpson discovers the company is still innovating.

Why Reducing Your Carbon Footprint Makes Financial Sense 48 Could your carbon footprint serve as the blueprint for reducing costs? Marco Ryffel shows how simple measures to reduce carbon emissions can save you cash.

A Matter of Audacity 52 Aircraft exteriors have never looked so cheerful. Dan Smith meets some of the happiest aircraft designers around.

Cover photo: Dassault Falcon 10 © Florian Trojer - FT Photography

Shaping the Future of Transatlantic Aviation Page 39

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Contents Al Bateen: You Are the Focus 56 The Middle East’s first business-aviation-only airport is taking shape in Abu Dhabi. We talk to the man responsible for overseeing the transformation.

Al Bateen: You Are the Focus Page 56

Middle East: Hiring the Best to Deliver the Best 60 Does it make sense to start up a luxury jet charter service in the middle of a recession, which is staffed with pilots recruited from outside the region? Sanjay Rampal investigates.

Is the Middle East a New Turboprop Market? 64 Markets such as the Middle East will be increasingly important for the business aircraft builders. Rod Simpson finds out if there is also a market for turboprops in the region.

The Arabian MRO Crisis 66 Jeremy R.C. Cox remembers when luxury cars were being abandoned in the Middle East because of a lack of maintenance facilities and examines whether the same fate will befall aviation.

Charter Bandits 69 We often take the safety of our charter operator for granted. Amy Laboda explains why this could be a costly mistake.

Andrew Hoy, the Very Frequent Flyer 72 Andrew Hoy has spent just six weeks on the ground in the past two years. We find out why and how he copes with constant travel.

Rolls-Royce E3E: The Core of Future Engine Design 74 Rolls-Royce are working hard to meet the goals of their E3E programme and the latest progress on its E3E Core 3/2b engine points to verification of early engineering goals.

Andrew Hoy, the Very Frequent Flyer Page 72

Versus: Noise-cancelling Headphones 77 Noise-cancelling headphones are must-have accessories for frequent flyers. We compare two of the leading brands.

Landings Los Angeles 78 Business aviation facilities and services in Los Angeles.

Distribution Partners 88 On the Horizon 90

Rolls-Royce E3E: The Core of Future Engine Design Page 74

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FlyCorporate Magazine EMEA & ASIA Taunya Renson-Martin

Dan Smith

Editorial and Publishing Director

Managing Editor

Taunya.Renson@flycorporate.com

Dan.Smith@flycorporate.com

+32 9 243 60 11

+32 486 357 834

Sybylla Wales

Mike Vlieghe

Circulation & Production Manager

Art Director

Sybylla.Wales@flycorporate.com

Mike.Vlieghe@flycorporate.com

Courtney Davis

Bram Van Oost

Sub Editor

Web Director

Courtney.Davis@flycorporate.com

Bram.Vanoost@flycorporate.com

flycorporate.com

FlyCorporate Senior Writers Andrew Charlton Tim Kern, CAM Amy Laboda Sanjay Rampal Rod Simpson

FlyCorporate Contributors Brian Foley John T. Van Geffen Jeremy R.C. Cox Dennis Rousseau Marco Ryffel Florian Trojer

.Mach Media

machmedia.be

Luc Osselaer

Taunya Renson-Martin

Yannick Steyaert

Chairman

Managing Director

Financial Assistant

FlyCorporate Magazine is published by .Mach Media. All rights reserved. Reproduction in whole or in part without written permission is prohibited.

Subscribers: If the postal service alerts us that your magazine is undeliverable, we have no further obligation unless we receive a corrected address.

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BPA Worldwide reported circulation: 9,504 copies (June 2010)

Please recycle this magazine when you are finished.

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10 MAGAZINE

A Corporate Aviation Support Service (ACASS) acass.com Abu Dhabi Airports Company (ADAC) adac.com ACM Air Charter acm-air-charter.de Advanced Air Support advancedairsupport.com Advanced Computer Art (ACA) aca-design.de Aero Friedrichshafen aero-expo.com Air BP bp.com Air Synapsis airsynapsis.com Air Tractor airtractor.com Aircell aircell.com AircraftPost Inc. aircraftpost.com Al Jaber Aviation ajaprivatejets.com American Association of Airport Executives (AAAE) aaae.org AMSTAT Corporation amstatcorp.com Arab Organisation for Industrialisation (AOI) aoi.com.eg ARINC arinc.com Asia Jet asiajet.com Avantair, Inc. avantair.com AVEX Air Show avexairshow.com Aviat Husky aviataircraft.com Aviation Screening aviationscreening.de Avjet avjet.com Boeing Aircraft Company boeing.com Bombardier Aerospace bombardier.com Bose bose.com Brian Foley Associates (BRiFO) brifo.org Carson Helicopters carsonhelicopters.com Cessna Aircraft Company cessna.com CHC Helicopter Corporation chc.ca China Civil Aviation Administration (CAAC) caac.gov.cn China Flight Inspection Centre (CFIC) chinacfi.net Cirrus Aircraft cirrusaircraft.com Civil Air Navigation Services Organisation (CANSO) canso.org Comlux, The Aviation Group comluxaviation.com Daher Socata tbm850.com Dassault Aviation dassault-aviation.com Department of Transport (DoT) dot.gov Eclipse Aerospace eclipseaerospace.net

Reference Index Embraer embraer.com Emirates Group theemiratesgroup.com Emissions Trading Scheme (ETS) ec.europa.eu/environment/climat/emission/ index_en.htm Empire Aviation Group (EAG) empire.aero EUROCONTROL eurocontrol.int European Aviation Safety Agency (EASA) easa.europa.eu European Business Aviation Association (EBAA) ebaa.org European Commission (EC) ec.europa.eu European Union (EU) europa.eu ExecuJet Aviation Group execujet.net Export-Import Bank of the United States exim.gov Federal Aviation Administration (FAA) faa.gov Flexjet flexjet.com Flight Safety Foundation flightsafety.org Flying Colours Corp. flyingcolourscorp.com General Aviation Manufacturers Association(GAMA) gama.aero German Aeronautics Research Program research-in-germany.de Gulf Cooperation Council (GCC) gccsg.org Gulfstream gulfstream.com Happy Design Studios happydesign.net Hawker Beechcraft hawkerbeechcraft.com Hiller Group - Chevron hillergroup.com HondaJet hondajet.honda.com Indian Business Aviation Expo (IABE) miuevents.com/ibae2011 InDUS Aviation indusav.com International Business Aviation Council (IBAC) ibac.org International Civil Aviation Organisation (ICAO) icao.int JapanQuest Journeys japanquestjourneys.com Jet Aviation jetaviation.com JetBrokers, Inc. jetbrokers.com List components & furniture GmbH list.at Lockheed Martin lockheedmartin.com Lufthansa Bombardier Aviation Services (LBAS) lbas.de Lufthansa Private Jet lufthansa-private-jet.com M&R Associates Design mr-associates-design.com Middle East Business Aviation Association (MEBAA) mebaa.com

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Mirage-CG mirage-cg.fr naseba group naseba.com National Air Transport Association (NATA) nata.aero National Business Aviation Association (NBAA) nbaa.org NATO Tiger Association (NTA) natotigers.org NetJets netjets.com New Doha International Airport indiaproject.com Next Generation Air Transportation System (NextGen) faa.gov/about/initiatives/nextgen/ Petroleum Helicopter Inc (PHI) phihelico.com Piaggio piaggioaero.com Pilatus pilatus-aircraft.com Piper Aircraft newpiper.com Registry of Aruba airsafetyfirst.com Relais & Châteaux relaischateaux.com Rizon Jet rizonjet.com Rockwell Collins rockwellcollins.com Rolls-Royce rolls-royce.com Royal Jet royaljetgroup.com Saudi Arabian General Authority of Civil Aviation (GACA) gaca.gov.sa Sennheiser sennheiser.com Shanghai International Business Aviation Show (SIBAS) sibas2011.com Shannon Airport shannonairport.com Shenyang Aircraft Corporation sac.com.cn Signature Flight Support signatureflight.com Sikorsky sikorsky.com Simat Helliesen & Eichner (SH&E) sh-e.com SimCom simulator.com Single European Sky (SES) ec.europa.eu/transport/air/single_european_sky/ single_european_sky_en.htm Single European Sky ATM Research (SESAR) sesarju.eu Stening Simpson steningsimpson.com.auv Sundance Resources sundanceresources.com.au Transportation Security Administration (TSA) tsa.gov UAE General Civil Aviation Authority UK Civil Aviation Authority (CAA) caa.co.uk Verspieren verspieren.com VistaJet vistajet.com XOJET xojet.com

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MEMO

Air Show and Tell If there is a continuing crisis in the business aviation community, you certainly can’t tell from the explosion of business aviation conferences, exhibitions, meet-ups and the like.

Our passports at FlyCorporate are getting a vigorous workout as we crisscross continents to touchdown in Abu Dhabi, Atlanta, Dubai, Friedrichshafen, Geneva, New Delhi, Shanghai, Sharm el-Sheikh, Vienna…

So what does this imply about the health of business aviation? Personally, I think it means that bizav is: • •

•

Still exciting enough for us to attend the myriad of air shows and enjoy viewing the range of sleek business aircraft with doors open wide, beckoning our entry.

Not taboo. Companies and corporate leaders the world over are continuing to examine the business case for what is essentially a productivity tool that will help them grow their enterprises.

Attracting new buyers in new international markets, which in turn justifies the need for… yet another air show.

So next on our itinerary are trips to North America, Africa and the Middle East. First stop… Atlanta, Georgia to check the pulse of the US market.

In this issue of FlyCorporate, we welcome David Best, Chief Commercial Officer of Signature Flight Support who serves as our first Guest Editor. David has helped us select a number of features focusing on the US Market. You’ll find his own memo: An Eye on the U.S. on page 30, followed by a selection of stories about North American and transatlantic issues (Shaping the Future of Transatlantic Aviation p. 39).

The US has traditionally been the key market for business aviation. However, manufacturers and operators are also quite enthusiastic about new opportunities to be had in the Middle East and North Africa (MENA) region. We’ve trained our eye there to investigate issues such as crewing (Hiring the Best to Deliver the Best p. 60) and the dire need for more maintenance, repair and overhaul facilities (The Arabian MRO Crisis p. 66).

One of the things we like most about publishing FC is reading the input we get from you.

So, I would like to remind you to keep sending your news, comments, insights and ideas to editor@flycorporate.com.

And, don’t forget to be on the lookout for the FC crew at the next air show. No doubt we’ll be landing at one near you soon.

Taunya Renson-Martin Editorial and Publishing Director FlyCorporate EMEA & Asia taunya.renson@flycorporate.com

@FlyCorporate

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In Brief New Widebody Interior Meets Mid East Needs Comlux, the Aviation Group, has unveiled the design of its new A320 Prestige which is undergoing fit-out at the company’s Indianapolis completions centre, Comlux America. The aircraft will join five other widebody VIP aircraft in the Comlux fleet (three A318 Elites and two ACJs) in December. “The integration and operation will be particularly smooth as we have operated widebody jets for nearly five years now,“ explains Severine Cosma, Head of Marketing and Communication. “The choice of this new aircraft is motivated by our willingness to offer more space to our VIP charter customers.”

EBAA to Host One Europe Forum The European Business Aviation Association’s (EBAA) third regional forum, entitled One Europe: A Roadmap for Aligning East and West, will take place on 20-21 January 2011 in Vienna, Austria. Topics to be discussed include aircraft financing challenges, achieving industry wide standards for insurance benefits, and easing access for Eastern Europe-based operators into Western Europe and vice versa.

“We have selected ‘One Europe’ as the theme to emphasise the necessity of harmonising practices - operations, safety, services and pricing - in order

The aircraft will be the first A320 Prestige available for charter in the Middle East and will be based at Comlux Middle East, the company’s new sales office in Bahrain. Cosma believes large widebody aircraft are the ideal choice for the Middle East: “The decision by our design office to create separate business class and entourage areas is direct result of our in-service experience in the region. It also matches the strongest requirement of our Middle Eastern customers: non-stop range capability to Europe with unlimited quantities of luggage.”

to erase distinctions between activities in different parts of Europe,” says Brian Humphries, CEO and President of EBAA. Forum participants will be encouraged to exchange insights and help develop a strategic action plan to achieve a standardised treatment and operation of bizav activities across Europe.

Over the past year, EBAA has supported the creation of a number of new national and regional associations to address local issues. These include the Austrian Business Aviation Association (ABAA), EBAA Belgium, Malta Business Aviation Association (MBAA), Russian United Business Aviation Association (RUBAA) and

Change caption to: A320 Prestige interior (graphics by ACA)

Spanish Executive Aviation Association (AESAVE). “No matter the country, operators and service providers have much to learn from each other to ensure the harmonisation of activities across Europe,” says Dr Caspar Einem, Founder and President of ABAA. The One Europe Forum in Vienna is open to both members and nonmembers of EBAA. However, EBAA members also have an opportunity to exhibit during the Forum.

For more information about the event visit ebaa.org.

NEWS

For all the latest bizav news: www.flycorporate.com

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Stone Floor a First for Flying Colours Flying Colours Corp. has installed a stone floor in a Bombardier Global 5000 business jet. The work was carried out at Flying Colours’ completion and modifications centre in Peterborough, Ontario.

The stone floor was manufactured by List components & furniture GmbH, and was installed in the entry/ galley area, and forward and aft lavatories of the Global.

The floor is a first and utilises 2.5 mm slices of granite which are attached to a lightweight backplate. This gives the floor elasticity, without compromising floor-loading requirements.

The floor is then custom-engineered to fit a particular area and then sealed to prevent liquids penetrating the stone.

The Global 5000 is owned by a private, international client.

Flying Colours has seen an escalation in the demand for its refurbishment services among Global Express owners and believes this market has major growth potential.

First niceview Install on a Learjet 60 XR Lufthansa Bombardier Aviation Services (LBAS) has installed and certified the Lufthansa Technik niceview moving map system on a customer’s Learjet 60 XR in just two days. The work involved replacing the existing in-flight entertainment system. The installation can be easily combined with almost any scheduled inspection, thus avoiding any additional downtime to the operation of the aircraft.

The niceview moving map system provides worldwide, high-resolution 3D maps and virtual flights. Integrating the latest flight simulation technology and authentic satellite maps, niceview offers various photorealistic 2D and 3D views for different infotainment features with resolutions down to one metre per pixel.

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Signature Adds Handling Services in Germany Signature Flight Support now offers its flight support services at twelve airports across Germany. Through agreements with a network of existing FBOs, Signature Flight Support’s Munich location can now schedule flight support services for its customers, arrange credit and billing and offer a single invoice for all services received for the customer’s flights in Germany.

The customer only needs to make one phone call to Signature Flight Support’s Munich facility and they will arrange services such as ground handling, fuel, catering, hotels, limousines and more.

“Signature prides itself on delivering world-class service,” says Steve Gulvin, Signature Flight Support’s Regional Vice President for Europe and Middle East.

“Signature Flight Support’s Munich FBO is able to arrange and coordinate all ground support services as well as transportation, hotel reservations, catering and amenities for customers travelling within Germany.”

Signature Flight Support’s Munich FBO has entered into agreements at the following German airports: BadenBaden (FXB/EDSB); Berlin Schönefeld (SXF/EDDB) and Tegel (TXL/EDDT); Köln Bonn (CGN/EDDK); Dresden (DRS/ EDDC); Frankfurt-Hahn (HNN/EDFH);

Friedrichshafen (FDH/EDNY); Hamburg Fuhlsbuettel (HAM/EDDH); Hannover (HAJ/EDDV); Ingolstadt-Manching (IGS/ ETSI); Leipzig (LEJ/EDDP); and Stuttgart (STR/EDDS). Additional locations are anticipated to be added in the coming months.

Signature Flight Support Munich offers a spacious modern facility with three lounges. The facility provides high-speed internet connections, an executive business centre, a refreshment commissary and on-site customs and immigration service. Crew showers and lockers are also available.

In Brief Bold, Stylish and Here: High Sierra Mustang After delivering 300 of its Citation Mustang entry level light jets, Cessna decided to celebrate with a special edition of the aircraft. Known as the Mustang High Sierra Edition, the aircraft has an exterior paint scheme that is exclusive to the series and three new interior package options. It also comes with Garmin’s Synthetic Vision Technology to complement the Garmin G1000 avionics suite found in a standard Mustang. Additionally Chart View and Locking Fuel Caps are included in the High Sierra.

The Mustang High Sierra Edition includes a two-year enrolment in Cessna’s ProParts and ProTech Interior options for the Mustang High Sierra

maintenance programmes. ProParts covers the cost of both airframe and avionics parts, plus consumables, while ProTech covers labour costs for both scheduled and unscheduled maintenance at factory owned service centres.

“From training flights and charter operations through to corporate flight departments and special missions, the Mustang is an extremely versatile aircraft,” says Trevor Esling, Cessna’s Vice President, International Sales.

“We have even developed a medical transport version of the Mustang, working with Spectrum Aeromed, which we unveiled this summer.

The High Sierra Edition is a valuable addition to the range, offering our customers more luxurious interior and exterior options.”

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MEBA Poised to Set New Records The Middle East Business Aviation (MEBA) show will be held in Dubai from 7 to 9 December, and organisers – F&E Aerospace – expect to welcome a record number of exhibitors and visitors.

Organised on behalf of the Middle East Business Aviation Association (MEBAA), the biennial event is the industry’s platform in the Middle East to showcase business aircraft and services. It is a prime opportunity for the region’s business leaders and private investors to meet with manufacturers and suppliers and review the latest innovations in business aviation.

The last edition of the show, held in November 2008, attracted some 250 exhibitors from 30 countries and over 5,500 visitors. Over US$1.5 billion worth of deals were made during the three-day event. Alison Weller, Project Manager of F&E’s Aerospace Group, believes the 2010 show will have a 40% increase in participation, with some 350 business aviation companies exhibiting and more than 7,000 visitors attending. “Signs are that the world economy is at the start of its upturn and over the next two years business aviation will again be considered a vital business tool for corporates who

need to get swiftly to where the deals are being made,” says Weller. “MEBA is coming at the right time. I predict we’ll see quite a number of companies open up their order books as they plan for a full return to business.”

The interior exhibition area will be increased to include all of the Central Hall and part of the East Hall of the Airport Expo Dubai centre. First-time exhibitors include: Honeywell from the US; Egypt-based AN Aviation; Lebanon’s Emerald Jet; and Rizon Jet from Qatar.

They will join returning companies such as Jet Aviation, Sikorsky and the UAE’s Al Jaber Aviation (AJA).

In the static park adjoining the exhibition halls, more than 70 business aircraft will be displayed by manufacturers including: Boeing; Airbus; Gulfstream; Dassault; Bombardier; Embraer; Cessna; and Hawker Beechcraft. The static park will be lined with 30 double-storey hospitality chalets and more company pavilions than in previous shows.

Visitors can register online at www. meba.aero. FlyCorporate is an official media sponsor for this event, so we hope to see you there!

In Brief Bizav Safety Managers to Gather in Munich Aviation recruitment specialist Aviation Screening will hold its first Business Aviation Safety Conference in Munich, Germany from 14 to 15 February 2011.

The conference is aimed primarily at business aviation safety managers from

Austria, Germany and Switzerland, and will be held in German. New safety regulations and the implications for safety caused by the growth of business aviation in Europe are just two of the topics to be discussed.

“I think it is important for safety managers to get together at least once

a year to increase their awareness of new regulations and best practices,” says Christian Beckert, Managing Director of Aviation Screening. “The conference will give the safety managers an opportunity to share flight safety information and network.” For more information about the event, please visit www.basc.eu.

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20 MAGAZINE

in India. Based in Gurgaon, the new partnership will be known as SA Air Works India. SA Group already has divisions in Bahrain, Denmark, Greece, Malaysia, Norway and Sweden.

Scandinavian Avionics Open JV in India The Scandinavian Avionics (SA) Group has established a joint venture with Air Works to provide avionics services

“Scandinavian Avionics has an extensive capability and offers a wide range of avionics services that will be a perfect match to the needs of the Indian aircraft operators,” says Hardy B. Truelsen, President and Sales Director of Scandinavian Avionics.

“The combination of the growing

Indian aviation industry, our extensive capability and the aircraft operators’ need for avionics services makes the Indian market ideal for an expansion of our business.”

Konkothra Poulose Albin will be the General Manager of SA Air Works India. “Formerly, aircraft were flown out of the country to have major upgrades and retrofits done as there were no such facilities available in India,” says Poulose Albin. The new EASA Part 145 approved Indian facilities include avionics workshop as well as installation locations across India. A wide range of avionics services can be performed including sales, installation, certification, training and maintenance, repair and overhaul services.

In Brief ExecuJet and Advanced Air Support Join Forces at Le Bourget ExecuJet Aviation Group and Advanced Air Support have formed a partnership FBO at Paris Le Bourget airport. The venture is the first between the two companies and will provide high-quality FBO services to ExecuJet’s clients in Paris. Advanced Air Support’s existing FBO will form the basis of the facility.

“ExecuJet primarily partnered with Advanced Air Support due to their sense of customer service and the quality of their FBO team and facilities,” explains Cedric Migeon, ExecuJet’s Managing Director for Europe. “With ExecuJet’s worldwide knowledge and reputation we believe that the

partnership provides a strong foundation for the future success of the FBO at Le Bourget.”

The full-service FBO will provide assistance to both passengers and crew. It also offers two stylish passenger lounges, a pilot lounge and separate relaxation room for crew, and two bedrooms with en-suites for crew or passengers. The facility has Wi-Fi throughout, satellite TV, private parking and 24-hour meeting rooms. A concierge is available 24/7 and can help with the booking of limousines, hotels, fine dining restaurants, opera tickets or any other request.

The FBO also boasts a 16,000 m2 private hangar and 18,000 m2 of aircraft parking.

A complete range of aircraft services such as water service, fuel, de-icing and aircraft cleaning, are also available. The Paris FBO will be ExecuJet’s seventh worldwide and third within Europe and will connect Advance Air Support’s client to the premium ExecuJet FBO network around the world.

Lighthouse - Photos credits: ©Corbis

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Artistry reaches new heights

Rizon Jet is the very first business jet company licensed to operate from Doha, State of Qatar. The company was formed in 2006 and is part of the dynamic GSSG Holdings.

Thanks to the most skilled and experienced operating staff and the finest executive aircraft in the sky, we can offer you a flying experience that is second to none.

We fly wherever and whenever you want to go particularly to destinations that are inaccessible through the traditional airline system.

Alongside aircraft charter, we provide the highest possible standards of aircraft management, aircraft maintenance and the use of our own luxurious tailor-made VIP terminals in Doha and London Biggin Hill.

If you choose to do business with us, you will find that we will carry out your wishes with genuine skill and artistic flair.

QATAR - UNITED K INGDOM - BAHRAIN - UNITED ARAB EMIRATES QATAR +974 4499 1862 - UK +44 1959 543 100 - enquiries@rizonjet.com - www.rizonjet.com

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Haneda Changes Open Opportunities for Asia Jet Asia Jet and JapanQuest Journeys are collaborating to offer clients the ultimate tailor-made air and ground travel experiences in Japan. The collaboration combines Asia Jet’s extensive knowledge and experience in flying high net-worth individuals, with JapanQuest Journey’s offering of unique luxury trips that access the best of Japan’s secret hideaways.

The collaboration was made possible because of pending changes for business aviation at Haneda Airport near Tokyo. The airport inaugurates its new passenger terminal on 21 October 2010 which will usher in a number of important changes for general aviation at the airport.

The most noticeable will be the relocation of parking bays for business jets to a site closer to the new terminal building. Until now, private jets have

Asia Jet Challenger 300

had to park well away from the terminal buildings, requiring passengers to take a 20-minute shuttle bus ride. Jets will now be allowed to park at the airport for seven days, up from five days.

Landing permits for private charter flights can now be obtained within 24-hours of arrival or departure in certain circumstances. This is a significant improvement on the current seven-day waiting time.

With one of the largest charter fleets in the region, Asia Jet is already well known for its outstanding service.

“For the past few years Asia Jet has been striving to access the Japan luxury tourism market. We are very excited about the latest regulation announcement and predict that luxury travel will be a major contributing factor to Japan’s economy in the long-term,” says Mike Walsh, Chief Executive Officer of Asia Jet. “With this strategic relationship, we aim to further enhance our members’ experience by providing unequalled exclusivity, exceptional charm, and intimate moments for their luxury vacations, weekend getaways, and special occasions.”

In Brief Eclipse Simulator Training Gets Seal of Approval Eclipse Aerospace and SimCom Training Centers have received Level D certification from the FAA for the EA500 full motion simulators located in Orlando, Florida. SimCom also received FAA approval for its Eclipse 500 pilot training programme, which commenced in October 2010.

“SimCom is pleased to have secured FAA approval of the Eclipse simulators and our training programmes,” said Wally David, President and CEO of

SimCom Training Centers. “Pilots will gain experience and hone their skills in a highly realistic training environment, utilising both simulator and classroom learning.”

SimCom and Eclipse Aerospace, Inc. initially announced the strategic partnership to provide pilot training for EA500 owners and operators earlier in the year. That agreement established SimCom as the exclusive provider of factory authorised simulator based training for Eclipse. “The professionalism that SimCom extends to each of its clients made them an easy

choice for this partnership,” said Mason Holland, President and CEO of Eclipse Aerospace. “They have consistently tracked ahead of schedule for each milestone in our relationship. As we move forward, they will be a great asset to Eclipse and our customers.”

23

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24 MAGAZINE

Used Market Dynamics Shift to North America Prior to 2000, sales of new business jets were split on average 70/30 between North America and international markets. With economic globalisation, the ratio reversed with the majority of sales going to international markets.

AircraftPost.com, a leading webbased information service provider for medium to long-range business jets, now believes the balance is switching back to North America, at least for pre-owned aircraft.

Jet Aviation Expands Maintenance at Vnukovo Jet Aviation Moscow Vnukovo has expanded its base and line maintenance offerings to include Challenger CL300

In a random sampling of 114 business jets (Hawker 800XP to G550) sold between January and July 2010, AircraftPost.com found that 82% went to North America. “This could be as a result of market prices aligning more with market values,” explained Dennis Rousseau, Founder and President of AircraftPost.com.

US fractional operator Flexjet will offer Aircell’s Gogo Biz inflight Wi-Fi service as a standard feature on its aircraft at no additional charge to owners. The system allows Flexjet customers to use any Wi-Fi device – ranging from smartphones to laptops – while they fly.

No.

%

North America

94

82.4%

Europe

12

10.5%

Asia

5

4.4%

Africa

2

1.8%

South America

1

0.9%

In Brief and Gulfstream G200 aircraft. The company performs maintenance services at Vnukovo under its own EASA 145 approval and recently received maintenance approval from the Cayman Civil Aviation Authority.

Jet Aviation was the first global business aviation maintenance company to enter the Russian market, opening its operation at Moscow’s Vnukovo airport in November 2007.

Aircell’s Gogo Biz Standard on Flexjet Aircraft

Region

“With Gogo Biz, our aircraft truly transform into high-functioning mobile offices,” said Fred Reid, President of Flexjet. “Gogo Biz was the only choice for us – it is lightweight, affordable, and best of all, it gives our passengers a full-speed Internet experience like they expect on the ground.”

Today, the company remains the only MRO provider to serve the business aviation community in the greater Moscow area. Since 2009 it has expanded its offerings to include 24/7 line maintenance and AOG support and now provides services to Domodedovo, Sheremetyevo and other Russian airports.

“It was the right decision for Jet Aviation to enter the Russian market in 2007. We are committed to supporting the growth of the business aviation community in Russia, along with our international clients who regularly fly to and from Moscow and as well the OEMs,” said Jet Aviation’s President, Peter G. Edwards during a trip to Russia to attend Jet Expo.

Installation of the lightweight system will begin on the 25 Challenger 300 and seven Challenger 604/605jets in the Flexjet fractional fleet. All new aircraft introduced into the fleet will automatically be outfitted with the broadband equipment.

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26 MAGAZINE

Ask an Expert

by Brian Foley

“How hard is it to obtain financing for used business aircraft in the current economic climate?”

T

here’s a dichotomy in the business jet industry today.

After the catastrophic credit crisis in 2009, which temporarily froze much of the capital used to buy preowned business aircraft, lenders are back in the game and ready to lend (or so they say). Pre-owned aircraft brokers, by contrast, complain that banks still won’t approve loans for their clients. So who’s right?

The short answer is both.

ASK

Do you have a question about business aircraft use or operations?

Email it to editor@fly-corporate.com

27

Down Payment Required There has been a sea change in the way lenders evaluate a potential buyer today.

In the past, loans were asset based, so lenders approved finance knowing they could repossess the asset (in this case, an airplane) in the event of a default.

Since business jets tended to hold their values very well, this opened up airplane ownership to buyers who might not otherwise qualify based on their net worth alone.

Today, that’s all changed. Residual business jet values dropped precipitously during the downturn and lenders found that repossessed airplanes were often worth far less than their original loan amounts. As a result, today’s lenders are not looking so much at the asset for their protection as at the borrower’s balance sheet. If that doesn’t meet the lender’s minimum standards then the loan will be denied.

Following in this new ultra-conservative vein, lenders follow loan qualifications strictly by the book. If a borrower fails to meet just one item on the checklist, their application is denied! For example, answer any of the following questions with a “no” and the client’s luck in sealing a deal with their broker will come to an abrupt end: •

•

•

•

Did the bank deem the client’s personal or business balance sheet to be adequate?

Could the client afford, for example, a cash down-payment of 20% on the purchase price?

Did the client meet all the other requirements on the lender’s preapproval checklist? (These criteria can be very comprehensive.)

Was the airplane of late model vintage, or something like a 1968 Hansa Jet that only Austin Powers would fly?

Lender Checklists

As a result of the tighter lending situation, we’ve had brokers tell us that upwards of 70% of their sales this year have been all-cash, compared to just a fraction in the past. A troubling aspect is that the new aircraft market won’t move again in earnest until the glut of good, quality, used inventory sells first.

But with lending more restrictive now, the road to recovery feels like it’s paved with quicksand.

Following the financial scare, lenders have also become more conservative than ever about the type of equipment they are willing to finance. Most will not approve a loan for a plane that is more than 20 years old. For some lenders, even 10 years is the cut-off point.

So... is there money out there to lend for used aircraft? That depends upon the buyer’s profile. Yes, there is money to lend – but only to the best creditrisk operators seeking better-quality airplanes.

Gone too are the days when a buyer could put down zero deposit and borrow more than the aircraft’s price, say, 115%.

That extra money could be spent on improving the aircraft’s appearance or equipment. In contrast, borrowers today are required to make down payments of 10 to 20%.

Lenders are not looking so much at the asset for their protection as at the borrower’s balance sheet

About Brian Foley Associates (BRiFO) Brian Foley Associates are recognised advisors to the general aviation industry. Primary areas of expertise include industry analysis and forecasting, market research, strategic planning, new product evaluation and transaction support. BRiFO was formed in 2006 by industry veteran Brian Foley, a former executive at a major business jet manufacturer for over 20 years.

For more information visit www.brifo.com.

28 MAGAZINE

the Future of Bizav

by Andrew Charlton

T

he Danish physicist Niels Bohr said that making predictions was very difficult, particularly if they were about the future. On the other hand, another great physicist, Sir Isaac Newton, once noted that if he could see further it was because he was standing on the shoulders of others.

Somehow, between these two lions of physics, it might be possible to gaze forward to what might be happening to business aviation in the current economic climate.

The first thing to note is that this time it is not business aviation as usual. That much seems clear. There are things happening within the industry that merit close observation.

That is not to say that there is a single winning model emerging, but one trend is obvious: consolidation is inevitable. To survive this, smaller companies will need to become specialists, offering a distinctive product or service. Corporate clients will increasingly see the value of business aviation, but will remain wary of the luxury image association. This trend could be accelerated by the ongoing rationalisation and retreat of commercial airline networks.

That is easy enough to say – as any decent physicist might ask: what is the proof?

© Rivendell-PhotoStock

29

Capacity for Rent

Taxi Jet Revolution

Smart Operators

For business jet customers, there have always been two options – rent or buy.

For suppliers, the economics of offering aircraft capacity for rent; whether by the hour, through a card or perhaps, who knows, one day by the mile, have always favoured operators with economies of scale and cost control.

As markets heated up in 2006/07 there was a growing conviction that a new sector was emerging. A combination of very light jet (VLJ) technology (promising a step-change reduction in operating costs) and the retraction of hub-and-spoke commercial airline networks spawned hopes for a taxi jet revolution.

Check out today’s used aircraft market and you will find ten-year old Citations, with double the Mustang’s capacity and range (and original purchase price), chartering out at the same rate. And for short haul trips, why take a jet anyway? The likes of Avantair in the US and JetFly in Europe transport their customers using modern turboprops that afford similar benefits (capacity, range, airport access) as a private jet.

Today, with the customer market bruised and tender (and smaller) and cost an increasingly vital issue for the customers, the sort of economies of scale available to bigger, focused, operators makes consolidation likely.

Add to that the historical fact that many operators crystallised from in-house flight departments. As they succeeded there was good sense in accommodating other owners’ aircraft, organically building an umbrella of aircraft management, charter, maintenance and brokerage services. That model now looks difficult to sustain.

Operators like XOJET and VistaJet are building single-type fleets, or even, like Avantair, fleets of a single aircraft type. This provides them with a distinct operating cost advantage over the traditional charter management company, whose deference to owners leads them to build diverse and inconsistent fleets.

There was much investor hype that business aviation could now import the DNA of the low-cost commercial carriers. By passing on the cost savings to their customers, this theory went, taxi operators could create a whole new market for jets.

That many of these operations were launched on the crest of a global banking crisis was just bad luck. But there was also something of the dotcom delusion that operators could simply build and the clients would come.

Some obvious facts were overlooked.

First, the current crop of VLJs (mainly the Cessna Mustang and Embraer Phenoms) has incremental, but not revolutionary, cost advantages over small jets. This benefit is diminished still further by the hidebound nature of charter-price setting in an overwhelmingly aircraft-managed market. Unlike most charter operators, the aircraft-owning taxi operators have to price-in full ownership costs.

Yet there is promise at the commercial end of the market. Some customers moving from business-class up, and a few moving from business jets down, are willing to experiment on a service that combines the two services.

Smart operators have responded accordingly. Lufthansa’s Private Jet service allows their first and business class customers to fly privately to and from a hub. Other legacy carriers are investigating similar services. This allows them to build networks that cater to their most important customers.

The implications for the future of bizav needs thought.

About Andrew Charlton Andrew Charlton is the Managing Director of the Europe-based strategic advisory, government and public affairs firm Aviation Advocacy. He advises airlines, airports and industry suppliers on strategic issues concerning air transport and how the industry is to be shaped in the future.

Andrew is well known for his forward-looking and innovative thinking and writing. He writes a monthly subscription-only intelligence report Aviation Industry Reporter – read by an increasing number of influential industry players each month.

Before starting Aviation Advocacy in 2005, Andrew held senior strategic and government affairs roles at SITA and IATA. He was also Chief Legal Officer for Qantas Airways.

30 MAGAZINE

GUEST MEMO

An eye on the u.s.

Business aviation worldwide has seen many changes over the last few years, and nowhere has this been more apparent than in North America. Like all industries, since 2007, the major participants have responded to economic cycles by actively managing their businesses and responding to the needs of the market; operators have been managing their cost base, some familiar industry names have changed or disappeared and we see FBOs competing actively for the customers’ business. At Signature we have worked to ensure our customers can gain price and service benefits from being loyal to our global network and have come through the downturn with a renewed focus on the needs of our customers.

North America remains the largest market in our industry. However, through this economic downturn, opportunities have emerged outside the US and Canada. Regions such as Asia, Africa, the Middle East and Europe are all experiencing growth and as the world economy recovers the global influence of these regions and their business models will impact the evolution of the North American industry.

I believe the standards set through this cycle makes our industry better prepared to respond to customer needs and compete on a business rational basis. But it may also raise challenges in how the traditional business model is structured and how the industry evolves globally.

About David Best As Chief Commercial Officer, David Best is responsible for sales, marketing and revenue management at Signature Flight Support. Previously he was Signature’s Managing Director Europe, Middle East, Africa & Asia and was based at their London Luton facility. Best is a graduate of the University of Strathclyde where he earned his MBA. He is a member of the Institute of Directors.

At Signature Flight Support we continue to expand our network of FBOs in North America and the rest of the world. Earlier this year we launched our new jointventure facility at Cote D’Azur Airport in southern France and other locations are on the horizon. We have also invested in technology, rolling out the VIP Cyber-Port at London Luton, enabling our clients to clear UK customs and immigration formalities while at the FBO. Additionally, at our Shannon, Ireland facility we offer fuelling and US Customs and Border Protection coordination, enabling our customers to fly directly into gateway airports in the US. We continue to look for opportunities, wherever they present themselves. I sincerely hope that the articles Signature has selected for FlyCorporate’s North American special feature help you understand current issues and take advantage of the opportunities that are out there as this dynamic industry returns to growth.

David Best Chief Commercial Officer, Signature Flight Support Corporation

31

32 MAGAZINE

by Amy Laboda

33

I

t may be tough times in the US for aircraft sales, but manufacturers are surviving, some even thriving, all by looking East.

The Great Recession of 2008 will be a topic of conversation in households for generations, as was the Depression 80odd years ago. When the story of 2008 is told by those who were involved in the aviation and aerospace industries, the tale may be one that is less about woe, and more about opportunities found and partnerships forged. For the Great Recession of the early 21st Century has indeed been just such a catalyst, driving overseas expansion and cooperative agreements for many USbased aviation companies.

Ex-Im Ready to do More There are 1,839 aircraft companies in the US according to one Internet site and just over 1,400 of these list aircraft manufacturing as part of their description. Aircraft manufacturing is considered a technological backbone of the US manufacturing base according to the Congressional Research Service, which compiles reports and industry overviews for the US Congress. Aircraft manufacturing in 2008 employed more than 500,000 Americans in high-skilled and high-wage jobs.

“We have been thriving because of exports”

And then the recession came, and Bell, Boeing, Cessna, Cirrus, Gulfstream Aerospace, Hawker-Beechcraft, Piper and Sikorsky all slowed or even idled their production lines.

But as bad as it got between late 2008 and mid-2010, aircraft sales never stopped. Aircraft shipment data from the General Aviation Manufacturers Association (GAMA) shows that in the second quarter of 2010, one-third of all general aviation aircraft delivered were shipped off the North American continent. In fact, some aircraft manufacturing companies

(both large and small) discovered new avenues for sales and growth by utilising government stimulus dollars.

They also discovered another source of revenue, overseas sales activity, funded by the Export-Import (Ex-Im) Bank of the United States. The Bank, which has seven regional offices to help small businesses export their goods and services, authorised 2,540 transactions amounting to $4.36 billion in support for small business exports in the 2009 fiscal year. And the Bank, which turned 75 this year, is ready to do more according to Diane Farrell, a member of the Ex-Im Bank’s Board. “We have the capacity to do direct lending, and in these changing times, we will be looking to do more of it,” says Farrell.

India, China Top Export List Air Tractor, a small manufacturer of agricultural aircraft based in Olney, Texas, is a direct benefactor of these policies. “Without the Ex-Im Bank’s guarantee, there would be a significant difference in the deals we can make,” says David AIckert, the company’s Vice President for Finance. “We have been thriving because of exports.” The company has even hired 30 additional workers to help pump-out aircraft for export to India.

Aviat Husky has announced its first dealership, through AVEX Aviation Services, at Kasimovo Airport near St Petersburg, Russia. Igor Dushenko, President of AVEX, touted the aircraft’s short takeoff and landing capabilities and its useful load as his reasons for becoming a dealer. The US exported $539 M in aircraft to Russia in 2008. The Aviat Husky deal just bumped up that number.

34 MAGAZINE

India, followed by Singapore and China, have been the largest consumers of US aviation exports over the past three years. Sure, you are seeing new maintenance and fixed-base facilities opening in Europe in partnership with US companies, but the real money is moving even further east.

“The Cessna Citation Mustang is well suited for operations in India due to its range and performance,” says Trevor Esling, Vice President of Cessna’s International Citation Sales. The aircraft was recently certified in India — the 60th country in which authorisation has been achieved.

Tom Aniello, Cessna’s Vice President of Marketing. Aniello explains that a large percentage of the aircraft are considered special mission, tasked with flight inspections for CAAC’s China Flight Inspection Centre (CFIC) and training operations for its Flying College.

Dennis Hightower, US Deputy Secretary of Commerce, put it succinctly when he remarked: “Over the past 20 years, US aerospace exports to India have grown by more than 1,200 percent. India’s civil aviation and civil aviation infrastructure procurements are expected to average $6 to $7 billion in 2010 and continue at that rate annually over the next five to ten years.” When asked why these numbers were increasing, he replied simply: “One of the central premises of the US-India Aviation Cooperation Program is this: the US and India are natural partners in civil aviation.”

Perhaps the largest business aviation market left to tap in the world is China.

The US exported $5.3 billion worth of aircraft to China in 2008. US companies such as Boeing, Cessna, and Cirrus Design maintain sales and marketing staff specific to the China market. Even though there are reported to be less than 100 operating business jets in the country, all indications from the China Civil Aviation Administration (CAAC) are that the country expects to open even more facilities for private and business aviation within the next five years.

Cirrus’ Regional Director of China, Scott Jiang, is quick to point out that for the moment it costs a considerable sum to procure clearances to fly pointto-point in-country. But he believes that will change. Local councils are adjusting fees and regulations to permit reasonable flights within regions. “The ability to fly private in China is coming,” Jiang says.

Feet on the Ground India has invested billions of dollars to upgrade its aviation infrastructure, and its investment rules allow up to 100% foreign investment in such projects. “India has taken major strides to clean up its civil aviation authority under threat of losing its Category 1 FAA designation (allowing direct flights to and from the US).” says William Voss, President and CEO of the Flight Safety Foundation.

As the smoke clears, US companies are taking notice. And that includes small manufacturers, such as InDUS Aviation which builds light sport aircraft in the country, and multinational companies such as Cessna (a subsidiary of Textron) and Boeing. Both companies already have feet on the ground in India, Cessna through its dealerships and flight-school network, and Boeing through its defence and civilian air-carrier deliveries.

Final Frontier With a customer base already enamoured with business aviation, China is considered one of the last frontiers for American aircraft manufacturers.

And they are selling aircraft. Cessna, with its main China office in Beijing and a manufacturing partnership with Shenyang Aircraft Corporation in Shenyang, delivered four aircraft – one Citation Mustang and three 208 Caravans — in June 2010 alone. The aircraft add to Cessna’s fleet presence in China, including 24 Citations, about 35% of the total business jet fleet (excluding Hong Kong and Macau).

“We are finding a very good market here for the full range of Cessna aircraft – piston aircraft for training, up to highperformance Citations,” says

Piper Aircraft, which has long had a presence in the UK, announced in late July that it too, would be expanding its efforts to sell aircraft worldwide.

Three new sales offices will serve the Americas, Asia/Pacific, and the Europe/ Middle East/Africa regions.

“We will be setting up an office in State of Brunei Darussalam to serve the Asia/ Pacific region of the world,” says Randy Groom, Piper Executive Vice President for Global Customer Support and Marketing. “Then we will open a sales office at a location to be determined within the European Union to serve all of Europe, the Middle East and Africa,” Groom adds.

Perhaps that American adage “Go West, young man,” needs to be retooled for the 21st Century. It seems that the land of opportunity, for aviation at least, can definitely be found by heading East.

The US exported $5.3 billion worth of aircraft to China in 2008

35

North America:

Still the Land of Opportunity?

by Tim Kern, CAM

B

usiness aviation in North America has taken a huge hit over the past two years. As the dust begins to clear, are there new opportunities for bizav growth in North America?

Are new financing models emerging? Do marketing people have to start over to ‘sell’ bizav to once-reliable customers – or are the reliable customers no more? Tim Kern talked to some of the top minds in the industry who shared their intriguing thoughts.

36 MAGAZINE

Doug Oliver, Director of Corporate Communications at Cessna, doubts that the recession has fundamentally changed anything. However, he does believe that it has made details, particularly in manufacturing and support, more important. “I don’t know that the premise [North America as an emerging market] holds. With pricing squeezed by economics, efficient manufacturing has to take up the burden of creating profit,” he explains. “The downturn has exacerbated existing pressures… we see it more in production than in sales.”

Pricing Pressures “Jack Pelton, Cessna’s CEO, recently said that business aircraft are almost considered commodities – that one brand may look as good as another.” Pricing is the differentiator in commodity markets, and to maintain its edge, Oliver believes that cost-control is the key. “Since we can’t increase the price of aircraft, we need to decrease the costs.” Bottom line: “The pressure on pricing has necessitated a more in-depth look at how we develop, design, produce, and support aircraft.

Business jets may be moving toward commodity status, but they are certainly not there yet

“The market is a bit smaller, but we are good at finding the customers,” says Oliver. “It’s a matter of differentiating our product from the rest. We’re spending a lot more time on the road, face-to-face.

We’ve always been good at this; now customers want it cheaper.”

Price isn’t everything, though. Business jets may be moving toward commodity status, but they are certainly not there yet. “Making [service] quicker; providing better service – that’s another differentiator,” says Oliver. “Our service organisation is traditionally at the top.

We’re raising the bar – changing the way we deliver service. We are expanding from bricks and mortar, adding Service Direct. We have developed a Mobile Service Unit (MSU) that can do pretty much everything, including engine changes. We have six in the US already; we will add our first in Europe by the end of the year.”

37

Product Development

Gorilla in the Room

Similar in concept is Cessna’s solution for non-US locations, especially in relatively new or fast-growing territories. “We also are developing a Shop-in-a-Box, a container-sized unit that includes everything you need to maintain an airplane or a small fleet. We can send a container anywhere; then we can staff locally with Cessna people, and we have a shop – where there was no service before.”

Slower GDP growth is forecast for the US, but the GDP is still huge, by any standard. “When you look at this in a macro sense, the US/North American market is a big gorilla as far as aircraft population,” says Gunnarson. “By region, the US alone is about 60% of the gross population of business aircraft.

So, while it may not grow at a high rate, it carries such a huge weight that it’s always going to be a big, big player.”

But what about spending on new technologies and upgrades? “Even in the downturn, we’re spending a good sum on product development,” says Oliver. “How to move these to market quicker – that’s the biggest change for this emerging market – how we quickly identify and produce to meet any emerging niche.” The slower pace has its advantages, logistically: “This is a good time to do product development, since we are in a fairly flat period. We want to be ahead of the curve when the market emerges.”

Other markets, though, are indeed emerging, notes Gunnarson: “There has been a change looming over the Middle East and Asia. In the short term, 2010 is showing a high rate of non-US orders.

Our orders were traditionally split 70-30 in favour of North America; this year, they’re reversed. That rate won’t continue forever; but the balance has changed, probably forever.

“Another way to ask this is: ‘Are things ever going to be the same?’” notes Ron Gunnarson, Vice President of Marketing Communications at Hawker Beechcraft.

“We go through so many of these cycles; we change as an industry every time we go through one. This time, though, we’re a more global industry, with global customers, global suppliers.

Will it ever be the same? No, never.

“We all look at the same data – used inventories, business departures – they’re not full of bad signals any more, but we keep seeing the same things in the data, even though they’re improving, slowly – and only generally. There’s a lot of this trough behind us, but we don’t know how much is ahead of us,” says Gunnarson. “We’re repositioning, we’re becoming leaner; we’re getting positioned to take advantage of whatever improvement comes along.

Finance markets are tough, but we’re getting a better-qualified customer.”

“Everything will be affected – development, how we market, how we accommodate regional differences.

As the world gets closer to us, we need to adapt to it. We used to say that ‘the world is smaller when you fly a Beechcraft’. It’s still true, and it’s getting even smaller. But business is still getting done out there. Even in North America, utilisation is up. The reasons for using business aircraft haven’t gone away. It’s some temporary constraints in the market that need to adjust before we’ll see resurgence in new-aircraft sales.

“The global economy spans greater distances – for suppliers as well as customers. Seventy percent of all trips on all bizjets are less than 870 nautical miles (nm). That distance has risen over the years, but it’s still relatively short. With the new Hawker 4000 and its 3,100 nm capabilities, we now have a true global business machine in our stable. It’s being well accepted worldwide, and this, too, is forcing us to get good at this global marketplace.”

Learning the Markets On the future, Gunnarson says: “We won’t be treating America differently, but we’ll be putting a lot more focus on the other two regions (Europe/Middle East; and Africa/Asia-Pacific). We’re building a lot of sales and support infrastructure there. We’re learning the markets, paying attention. We will do a much better job of tailoring our sales efforts to local needs. Our successful service infrastructure, developed in the US, is a good model.”

Fundamentals matter. Tools may change, but the goals do not. “The premise of our business hasn’t changed in 70 years,” says Gunnarson. “In order for business to be done, people need face-to-face contact. Couple that with a desire to travel, and you look at the technologies that are available – all that means that we will continue to see growth. Costs go up, but the value of peoples’ time, and the value of the business being done – these will continue to drive what happens.

Our orders were traditionally split 70-30 in favour of North America; this year, they’re reversed

38 MAGAZINE

“Sixty years ago, a group could get into a Beechcraft Model 18 and fly for an hour and a half to do business. Now, they can do it in a Hawker 4000 – spending the same time, but increasing their reach fourfold. Industry was built on business travel, and that’s not going to change.”

Jeff Miller, Vice President of Communications at Gulfstream notes that, particularly since the downturn started a couple years ago: “Our sales have globalised. For many years, our core market was the US. That’s no longer the case. Things may come full-circle at some point, but at the moment, we’re seeing a more global market.

“We’ve seen less bashing of bizav in recent months, but clearly the industry took its bumps. Nothing has really changed. Gulfstream has been supportive of GAMA’s efforts to remind people of the jobs that business aviation provides, and the economic activity that it supports. A lot of things have dampened sales, and they’re not all political or media driven. It’s financing; it’s the business climate in general. Industry analysts project a gradual recovery over the next few years.”

Communications Change Miller points out that Gulfstream has a presence in all regions of the world. “Right now, there has been a proliferation of airshows, all over the world. We need to be at the major events, and address growth economies: Russia, China, Brazil, and elsewhere.

North America is of course a major market; but we are focusing on markets all over the world.

It’s more than sales, though. Miller went back to his company’s basics: “Gulfstream’s strategy has focused on both domestic and international sales to maintain our R&D, without any slowing in those efforts or their budgets. We are certifying the G650 and G250; we have seven of eight planned aircraft in the programme for certification. We’re poised to introduce new aircraft into the market. We consider it important to maintain new product development in a cyclical market. We’re working now to develop and introduce products for the future, not just the immediate future, but a decade or more ahead.”

Communications too, will change. Though English is the world language in the cockpit, it is clear that not all customers are pilots. “We are trying to understand and communicate in the languages of global markets,” explains Miller. “We are no longer in an era when we can simply hand someone a brochure in English.”

•

•

•

Vertical Marketing Though a number of other interviewees did not want to go on record, their private comments are largely reflected in the views of the three executives quoted above. However, they also made some points that should be considered: •

• “We sell globally – not ‘North America’; not ‘Europe’ – we sell all over the world. We find ourselves working more closely with the Export-Import Bank of the United States, and they are very interested and supportive. They provide assistance with international transactions.”

•

North America, and the US in particular, has had three bad years, but signs of life are creeping back into the market. The financing crunch has delivered better buyers though: deals do not fall apart as often; and repossession and abandonment rates for recently sold aircraft seem to be down.

Education efforts by firms and associations, plus a more-rational look at business aviation, have recently led to a better understanding and appreciation of our industry; the image of bizav is recovering.

•

Particularly in the smaller and mid-size markets, price is becoming more important than in recent years. The result is that newairplane prices are not rising; manufacturers are looking for profits elsewhere – in leaner manufacturing; and they are increasingly looking for ways to capture more revenue through their maintenance repair and overhaul (MRO) and parts businesses.

Branding through the old markers – range, payload, speed – has lost some of its effectiveness. Cost of ownership, service, convenience, worldwide support: these are fast gaining in importance.

Manufacturers are becoming increasingly interested in providing vertical services; they are no longer ambivalent toward independent service centres; and the independents are increasing their service even more in response.

The very light jet (VLJ) market has slowed even as it has evolved.

Though Cessna and Embraer are delivering Mustangs and Phenoms, many planned first-delivery dates have slipped. Several projects are stalled or slowed and some early entrants are no longer in the game. The owner-flown personal jet market is now seen more realistically. The capabilities of tiny jets are being unfavourably compared to turboprops; and pilots are assessing their needs against the training and limitations of VLJs. The result is that high numbers of VLJ are being professionally flown.

Most agree that the US will remain the major market in the next decade or two, but that growth will occur elsewhere.

So when will today’s rising markets surpass the US? None of the US manufacturers interviewed wanted to guess; while my non-US contacts held their optimism in check.

39

Shaping the Future of

Transatlantic Aviation

by Andrew Charlton

W

inston Churchill once noted that the United Kingdom and the United States were two great countries, divided by a common language. In aviation, the same is true of the relationship between Europe as a whole and the US. Since Churchill’s time there has been much work done to identify and address some of the divisions, at least in aviation. The language issues remain.

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This is an interdependent world, beyond the EU-US sphere

At the end of June, the American Association of Airport Executives (AAAE) and the General Aviation Manufacturers Association (GAMA) hosted a conference in Brussels which was designed to address some of the issues that beset trans-Atlantic aviation. The wide-ranging agenda covered the convergence of air traffic management systems, the recent Stage II agreement on Open Skies between the US and the European Union, safety, security and the environment.

Getting it Right “Trans-Atlantic relations will shape the future of air transport,” noted GAMA President, Peter Bunce, as he opened the conference. “It is important that we get it right.” And, he added: “We need to do it in a way that respects the fiscal environment we operate in, and respects the environmental concerns of our customers.”

Speaking just a day before Belgium took on the six-month rotating European Presidency, the Belgian Director General of Civil Aviation, Frank Durinckx, outlined his country’s aviation goals for the coming half year. “It is time to implement all of the various initiatives on the agenda,” said Durinckx. “To do that, external relations will be key.” According to Durinckx, Belgium will push for common community perspectives, on both sides of the Atlantic.

Belgium has three specific targets during its Presidency: 1.

Implementation of the functional airspace blocks (FABs), a fundamental plank of the Single European Sky (SES).

2. Finding a common trans-Atlantic position on both safety and security.

3.

Finding a common, unified response to the economic factors that buffet the industry.

Susan Kurland, the US Department of Transport’s Assistant Secretary for Aviation and International Affairs found room for optimism on that front: “This year is showing signs of being better than ‘09,” she noted. But Kurland also cautioned that now is not the time to sit back and wait out the storm. “For aviation to fulfil its role as a device for economic growth, there must continue to be deregulation,” she told the conference.

41

Kurland also noted that the recent open skies agreement with Japan had already started to see new routes and new opportunities. Carriers are now asking the Department of Transport (DoT) to push for greater liberalisation with China.

To make sure that the regulation of air transport continues to be fit for purpose, the Secretary of Transport, Ray LaHood, has convened an Advisory Committee on the Future of Aviation. That committee is looking at five areas: safety; labour issues; competition considerations; funding for necessary infrastructure; and the environment. Kurland noted that the Committee is actively seeking input from the industry with the goal of producing “concrete recommendations” by the end of this year.

Safety Concerns One of the most important areas for trans-Atlantic cooperation is safety.

For the last year, this has been the most contentious. Much of the good work that the European Aviation Safety Agency (EASA) and the US Federal Aviation Administration (FAA) could be doing has been held up by an essentially political debate.

The Chairman of the US House of Representatives Transport Committee, James L Oberstar, inserted Foreign Stations Repair requirements in the bill that re-authorised funding for the FAA. The requirements mean that any workshop outside the US that performs repair work on US-registered aircraft must be inspected by FAA inspectors twice a year – at the cost of the repair station. There are currently 1,237 such stations around the world, of which 695 (56%) are in Europe.

John Hickey, the FAA’s Deputy Associate Administrator for Safety, noted that Oberstar’s amendment had caused “three years of frustration,” particularly as the proposed amendment meant that the bi-lateral Safety Agreement treaty was on now on hold.

One of the most important areas for trans-Atlantic cooperation is safety

The treaty works on the basis of mutual recognition of safety systems and procedures, a position made untenable by the Foreign Stations Repair requirements. The requirements have caused delay, friction between the US and the EU and frustration all-round. But now, Hickey said: “There is cause for quiet optimism that the light is actually the end of the tunnel, not a train.”

Hickey feels that the current process of reconciling the Senate version of the FAA Reauthorisation Bill (which does not include the Foreign Station Repair provisions) with the House version (which does), whilst slow, has given the aviation industry an opportunity to help legislators understand the benefit of global mutual recognition.

That better understanding is a result of intensive work done by industry, which has undertaken an extensive campaign to make lawmakers aware of the full picture. John Provenzano, Senior Director Federal Affairs for Rockwell Collins told the conference that an industry coalition had reached out to all members of the House, and the relevant committees, putting their view and stressing the importance of mutual recognition to effective safety oversight.

“A bilateral approach is the only way forward,” Hickey confirmed. The EC’s Head of Aviation Safety, Eckard Seebohm, drew an analogy with security: “The world is more secure

with a network of cooperating agencies than with each State doing its own thing.”

Going forward, Hickey identified three areas the FAA intends to work on: pilot professionalism; the need to share data at deeper, more confidential levels to continue to improve safety; and a more realistic approach to understanding the cost-benefit assessment of additional ad-hoc regulations.

Industry Outlook Kate Lang, the FAA’s Acting Associate Administrator for Airports acknowledged that the recovery for the industry will not be the same as it was after the September 11 downturn in 2001. “There is no playbook,” Lang noted. “Airlines cannot borrow this time; low cost carriers are not rushing in to fill the gaps as scheduled carriers downsize.”

For America’s airports this has resulted in “some painful, but necessary, discipline” according to Lang. And, for the first time airport owners, usually local city administrations, are looking to privatisation of the airports to help meet their difficult cash situation.

The FAA forecast sees no pent-up demand and no rapid growth. Large carriers continue to show discipline, leaving an opportunity for general aviation to capitalise on this unique set of circumstances by filling the gap.

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The Chief Operating Officer of the European Business Aviation Association (EBAA), Pedro Vicente Azua, agreed.

Whilst there had been a reduction of business aviation of 15% in 2009 (business aviation accounted for 7% of IFR flying in 2009 compared to 8% in 2008 according to Eurocontrol) city pairs in Europe served only by the business aviation fleet grew from 60% of all city pairs to 70%. “What this shows is that we are not in competition but we complement scheduled aviation,” Vicente Azua noted.

Other examples include airport access and slots. Access to US airports continues to be a difficulty. “Things are improving as the Transportation Security Association (TSA) starts to understand our issues,” Vicente Azua noted. “But it remains a huge administrative process to obtain permission to fly into the US.” It is not unusual for regulatory clearance to take up to three weeks – a situation that flies directly in the face of business aviation’s ability to offer service as-and-when required.

However, Vicente Azua believes that the regulatory situation in Europe is unique: “The big airlines dominate, to the active detriment of business aviation.

Think of the environment regulations and the Emission Trading Scheme (ETS).

As designed, with much input from the scheduled carriers, business aviation is required to do 98% of the work a large scheduled carrier is required to do, but business aviation contributes only 2% of the industry’s emissions.”

Another area of concern is reform of air navigation services. “There has been no reduction in charges,” noted Vicente Azua. “Nothing has changed.”

For scheduled carriers, the economic crisis has shown the need for fundamental structural change, according to Philippe Eydaleine of Air France. “Consolidation and alliances are vital,” he noted. “Air transport remains a growth industry, but we need to be ready for rapid changes. The centre of gravity is shifting eastwards.”

It remains a huge administrative process to obtain permission to fly into the US

ATM Reform David McMillan, the Director General of Eurocontrol then posed a very simple question: “What will be different about air traffic management (ATM) after SESAR (Single European Sky ATM Research) and NextGen?” According to Graham Lake, the Director General of the Civil Air Navigation Services Organisation (CANSO), representing the air navigation service providers, we need to acknowledge “that this is an interdependent world, beyond the EU-US sphere. The new system will be heavily automated, reducing human intervention, with the aircraft as a fundamental part of the system.”

The European Commission’s Single European Sky Policy Officer, Nicolas Warinsko, explained the new system will be built on interoperability and cooperation. For that, Warinsko noted: “The International Civil Aviation Organisation (ICAO) is key. It must be supported.”

According to Rick Day, Senior Vice President of Operations at the FAA’s Air Traffic Organisation, the visionary must be balanced with the possible. “We need to identify what will work. And we need to develop a change-accepting workforce.”

Boeing’s Vice President for ATM Strategy, Neil Planzer, took a more direct view.

“ATM is a cog in the aviation system, not the other way around,” said Planzer. “You get the outcome you measure. Currently, we measure activity. What we need to measure is separation.”

Open Sky Agreements The United States has concluded a number of Open Sky bilateral agreements since the 1990s. An Open Sky agreement liberalises many aspects of aviation between States. Originally focused on traffic rights, US agreements now include authorisation for alliance deals between airline companies (subject to anti-trust concerns).

The most liberal and broad-reaching Open Sky agreement is that between the US and the EU. Europe is now agreeing similar arrangements with its partners. In addition to traffic access, Europe is keen to use these agreements to promote its ‘social agenda’ of labour and passenger rights. Last month, the EU proposed such an agreement with Brazil.

Recently, the US signed an Open Sky agreement with Japan, significantly opening access to both Narita and Haneda airports, and presaging entry by JAL and ANA into the oneworld and Star Alliance partnerships respectively. The previous agreement limited US access to Tokyo. The recent redevelopment of Haneda has created new opportunities, which US carriers are keen to exploit.

44 MAGAZINE

Sikorsky Pushes the Helicopter Boundaries

by Rod Simpson

45

I

gor Sikorsky is generally acknowledged as the father of the helicopter. Seventy years after he flew his first machine, his name is attached to one of the world’s most successful helicopter manufacturers. In his wildest dreams, Sikorsky could have had little idea of the wide expanse of roles which would be undertaken by the rotorcraft that bear his name – or the advances in technology that Sikorsky engineers continue to achieve.

A Brief History

Modern Expansion

For Igor Sikorsky, the 1930s were a period of experimentation and development, principally focused on solving the problems of vibration and neutralization of the counter-rotating forces of helicopter rotors. By the time World War II arrived, the R-4, R-5 and R-6 had emerged as truly practical machines. They were initially built to perform observation, medical evacuation and light transport roles.

Today, Sikorsky Aircraft is part of the giant United Technologies Corporation. Based in Stratford, Connecticut, the company also has a research and development centre in West Palm Beach, Florida. In 2004, Sikorsky acquired Schweizer Aircraft and its factory at Elmira in upstate New York where the S-300 and S-434 light helicopters are manufactured.

Progressive development resulted in the S-55 and the S-51 Dragonfly, used in the Korean War. Both of these helicopters were produced at Sikorsky’s factory at Bridgeport, Connecticut for military and civil markets. The first commercial helicopter services were started in New York in the mid-1950s using eightpassenger S-55s.

Sikorsky’s production designs included the S-51 and S-55 which were built in the United Kingdom by Westland as the Dragonfly and Whirlwind. Westland went on to build other Sikorsky designs including the S-58 (as the Wessex) and S-61 (the Sea King). Sikorsky’s military helicopters continued to grow in size and power, led by the Sea King and followed by a succession of large transport helicopters including the CH-53 and the remarkable Skycrane. A stretched development of the Sea King emerged as the S-61N which was quickly adopted by the offshore oil industry.

In another key expansion move, Sikorsky purchased the PZL Mielec facility in Poland in 2007 and has spent $75 M transforming it into a modern factory. This facility will be able to deliver 20 International Blackhawks annually from 2012, together with cabin sections for the standard S-70 models and a number of PZL Mielec’s M28 light turboprop military transports.

Today Sikorsky’s product range consists of three medium and heavy-lift helicopters including the S-70, which is primarily for military applications, the S-76D for the civil market and the S-92 which has replaced the S-61N in the offshore oil market and as a military and public service transport.

The heavy-lift CH-53 is now out of production but Sikorsky is engaged on a joint project with Germany and France to develop the CH-53K as a cost-effective new heavy transport helicopter for use by NATO forces.

The first commercial helicopter services were started in New York in the mid-1950s

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The S-76 is a prestige corporate helicopter which has been around for almost 30 years Adaptive Rotor Technology

More than 2,100 S-70 Blackhawk helicopters have been built to date, serving with all the United States forces and in Japan, Israel, Turkey and South Korea. The core model is the UH-60 battlefield support helicopter carrying eleven troops and three crew with specialist applications including the Special Operations MH-60A, the US Coast Guard’s HH-60 Jayhawk, the Firehawk firefighting model and the S-70B Seahawk which is a dedicated naval variant.

The latest S-70 model is the UH60M Improved Blackhawk with higher powered T700-GE-701D engines, a glass cockpit and upgraded rotor blades.

Sikorsky has also developed the S-70i International Blackhawk which features active vibration-management and a fully integrated digital cockpit. It will be built at the Polish factory with first orders going to the Saudi Arabian Government.

Sikorsky Global Sikorsky operates its commercial business under the name Sikorsky Global which embraces the S-76, S-92 and the Elmira-built light helicopters. The S-76 is a prestige corporate helicopter which has been around for almost 30 years.

A new variant, the S-76D, has been flying since February 2009 and will be certified soon (see review in FlyCorporate May 2009). The S76-D features a Thales TopDeck glass cockpit, increased power and reduced vibration.

Meanwhile, the S-61N has found a new lease of life through a contract with the US State Department. Sikorsky will supply up to 110 refurbished examples of the S-61T Triton for use as a diplomatic transport for staff in Afghanistan and other overseas bases. Jointly developed with Carson Helicopters, this heavy lifter incorporates a full glass cockpit and improved composite rotor blades which provide 5.345 kN (1,200 lbs) of additional lift capability.

With its current products being successful and in demand worldwide, Sikorsky has a vibrant attitude to research and development. Sikorsky Innovations, the technology development arm of the organisation, is working on several conceptual programmes which are focused on new technologies rather than immediate products.

Production of the S-92 has now passed the 150-mark with more than 200,000 flight hours achieved to date. Major users include offshore support companies such as Petroleum Helicopters and CHC. This versatile machine has also been delivered to Turkey, South Korea and Turkmenistan as a presidential transport and to Harrods Aviation in the UK for executive use.

In February, the company was contracted by the Defence Advanced Research Projects Agency (DARPA) to carry out development research on mission-adaptive rotor systems.

“Adaptive rotor technologies have the potential to improve performance and reduce vibration and noise,” says Mark Miller, Vice President of Research and Engineering. “We are developing the next generation helicopter that can be aware of its surroundings, identify the proximity of a threat, adjust in brownout situations and respond appropriately.”

The military CH-148 Cyclone, has been ordered by the Canadian Armed Forces as a Sea King replacement. It is also the focus of Sikorsky’s partnership with Rheinmetall Defence Group, RUAG, MTU Aero Engines and ZFL to meet German Armed Force requirements for a helicopter to be used in anti-submarine warfare and search and rescue. Sikorsky has also teamed with Lockheed Martin to bid on the troubled VXX presidential helicopter replacement programme and the two companies may also offer the S-92 in the US Air Force’s competition for a Combat Search and Rescue (CSAR-X) aircraft.

Sikorsky’s most prominent research programme is the X2 advancing blade concept helicopter which is now under test at the West Palm Beach facility. The single-seat test vehicle is a compound helicopter with a pusher propeller in the tail and a complex counter-rotating dual rotor system. The current target is for the X2 to reach a speed of 250 knots. However, as the forward speed reaches the 170-180 knot range, the rotor tips start to reach supersonic speed. Consequently, the X2 is designed to slow the rotors at this speed and transition forward thrust to the variable pitch tail propeller.

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X2 Advancing Blade Concept

X2 Technology While it is primarily a conceptual research effort, the X2 technology has been proposed for the US Army’s Armed Aerial Scout Program. Sikorsky believes the X2 attributes can be applied to many missions where speed is important.

“By using the X2 technology features, we believe a Light Tactical Helicopter (LTH) will be able to operate at altitudes and air speeds no conventional helicopter can match,” says Scott Starrett, President of Sikorsky Military Systems. The company has published artist’s illustrations of several possible production X2 derivatives including the LTH, a Coast Guard version and a corporate helicopter. The executive version is illustrated as being slightly larger than the S-76 with twin engines, a retractable undercarriage and the tail propeller and counter-turning rotor blades.

Other ambitious Sikorsky Innovation projects include work on an optionally piloted version of the UH-60 Blackhawk

for the US Army which would allow control from an onboard pilot or from a ground-based controller. Another development, announced at this year’s Farnborough Air Show, is Project Firefly which explores alternative energy sources for helicopters. The Firefly technology demonstrator, unveiled at the Oshkosh Air Venture exhibition, is a Schweizer 300C light helicopter which has been fitted with a digitally controlled high-efficiency electric motor and equipped with a Gaia lithium-ion storage battery. The demonstrator is expected to fly later this year and Sikorsky believes the greater simplicity of an electric motor and higher-propulsion efficiency will bring significant advantages.

With such a wide range of innovative developments in hand and a healthy demand for current products, Sikorsky has a significant position in the helicopter industry and it is clear that the company intends to stay well ahead of its competition.

48 MAGAZINE

Why educing our arbon ootprint Makes Financial $ense

by Marco A. Ryffel

A

s cautiously optimistic forecasts about corporate aviation are becoming more abundant, there is a strong temptation to return to ‘business-as-usual.’ To do so, however, could very well be a costly mistake. The post-recession period provides operators with a tremendous opportunity to control costs and improve profitability, through carbon reduction.

Unlike most major airlines, very few bizav operators have a sustainability programme. Even fewer are making any effort to look for efficiency gains through carbon reductions. This is both a mistake and a lost opportunity.

Efforts to reduce carbon outputs can be very lucrative, both in the short- and long-term. Far from being a balance sheet liability, carbon reductions can substantially increase profit by controlling the cost base.

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Why Now?

Better Use of the APU

The fight against climate change is rapidly becoming a political and economic priority. The European Union (EU) has already enacted its Emissions Trading Scheme (ETS) and we can expect more such measures.

The faster corporate aviation acts to accommodate these pressures, the better off it will be in the future.

Most pilots make use of the auxiliary power unit (APU) before and after every flight. A major reason this is done is to provide the flight attendants with electricity so that they can vacuum the aircraft. For a medium-sized jet, the post-flight cleaning of the aircraft takes about 20 to 30 minutes. It is common for the APU to run the entire time, although it is actually only needed for approximately five minutes (the time it takes to vacuum).

The most urgent call for action comes from the price of fuel. Following a record price in mid 2008, and a record low in January 2009, the price of oil is now well on its way to new heights again.

An equally urgent reminder is the ETS which comes into full effect in 2012.

Despite industry opposition, the ETS is a reality most operators are already coming to terms with. Starting in 2012, every tonne of CO2 emitted will need to be certified with a permit. At the present price of €16/tonne, operators have a strong incentive to reduce their CO2 footprint and save themselves the extra costs of buying carbon credits.

This article explores just some of the ways that operators can save money and reduce their carbon footprint, without resorting to drastic measures.

The rest of the time, the APU’s sole purpose is to provide air to the cabin and keep the lights on. If these services are needed (for example when outside temperatures are extreme, or at night) then the APU should be left running.

Often, however, the APU is left running unnecessarily.

The APU on a typical, medium-sized jet uses approximately 57 litres of fuel an hour. Assuming that an aircraft flies 500 legs per year and that the APU is left running for 30 minutes on just 50% of those legs, APU usage time would amount to 7,500 minutes. At 57 litres/ hour, the APU will use 7,125 litres of fuel a year which equates to around 17.9 tonnes of CO2 emissions. If the crew could reduce the use of the APU to a maximum of five minutes, the fuel use

would have been only 1,200 litres (or 3.0 tonnes of CO2). Assuming a fuel price of €0.70 cents/litre, the fuel savings alone (without considering ETS certificates) could amount to around €4,150 annually.

Across a fleet of aircraft, the potential savings from conscientious use of the APU can be substantial.

Eco-flying Unfortunately not all pilots have fuel efficiency in mind when they fly. Flight levels are often chosen without due consideration for the most economical level. This is despite the fact that the flight management system supplies the pilots with real-time information on their optimum cruise levels. On several occasions I have witnessed a captain accepting a final level that is far below the optimum cruise level, simply because it was assigned by air traffic control.

For example: a Falcon 2000EX flies for 1.5 hours at a randomly selected flight level of FL400 instead of the optimum FL450. The cruise portion of the flight will consume approximately 1,430 litres of fuel. Had the pilots elected to cruise at FL450, fuel consumption would have been around 1,300 litres. The difference amounts to 130 litres.

Assuming the aircraft flies 300 legs per year, and one-third of those legs were flown at the incorrect level, almost 13,000 litres of fuel would have been wasted. Across a fleet of five or six aircraft, poor flight-level selection will cost an operator over €50,000 annually in unnecessary fuel costs without counting the cost of carbon offset permits.

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Aerodynamic Conditions

Weight Savings

Although often overlooked, a dirty airframe can have a substantial impact on the fuel efficiency of an aircraft.

Dirt and dust increase drag and reduce lift, both of which figure large in the range equation. Measured over the long term, a clean airframe will reduce fuel consumption and hence carbon emissions.

The impact of weight on fuel consumption cannot be understated.

The more an operator can reduce the weight of their aircraft, the higher the fuel savings will be.

For example, paying someone to clean just 0.3 mm of dust and dirt off the upper wing skin may cost you three hours in wages, but could save you more than 25,000 litres of fuel a year.

There are many items in the cabins of corporate aircraft that must be onboard to ensure a seamless service and the highest degree of customer comfort.

However, for a 1,000 km leg, the fuel consumption for a typical mediumsized business jet is approximately 3.2% of the aircraft’s weight. In other words, for every kilogramme of extra weight onboard, 32 grammes of fuel are burned. This may not sound like much, but if 10 to 20 kg could be removed from the aircraft, the total savings over the course of a year would be quite substantial.

Better Flight Planning

About Marco Ryffel Marco Ryffel was born in Switzerland in 1979 and began taking flying lessons at the age of 15. After gaining a Bachelor’s degree in Business Management, Ryffel worked as an instructor at a Canadian flight school. He now works for ACM Air Charter in Germany where he is a commander on the Citation X and Falcon 2000EX EASy. Ryffel is currently completing an MSc degree through London City University.

I recently conducted a flight from southern Portugal to northern Germany using routing constructed by a company that specialises in flight planning. Yet the routing was almost 130 km longer than was necessary.

Although pilots do their best to correct poor planning by negotiating with air traffic control, it is not always possible.

This is especially true when operating outside the western hemisphere. In these regions it can be extremely difficult to obtain route improvements due to airspace restrictions or problems with overflight permissions.

The staff responsible for flight planning must be held accountable for routing errors. Even an error of ten nautical miles can cost excess fuel. Reducing these errors will cut both carbon emissions and financial waste.

Reducing Costs Now A charter operator may succeed in bringing down their fuel consumption by a few percentage points by following the tips in this article. Yet the cost savings can be enormous. An operator

using three million litres of fuel a year could save up to €105,000 a year just by reducing fuel consumption by five percent. And that is at today’s relatively low fuel price of €0.70/ litre. No carbon credits need to be purchased for saved fuel, making it even more profitable.

1%

€21,000

2%

€42,000

3%

€63,000

4%

€84,000

5%

€105,000

Business aviation operators should also implement the following actions to identify ways they can reduce their fuel consumption further: 1. Devise clear strategic goals on how to reduce carbon emissions and by how much. Communicate the goals to all employees.

2. Identify fuel and carbon reduction initiatives and implement them as soon as possible.

3. Management teams, in collaboration with key personnel (fleet pilots, quality manager, safety officer, ETS officer) should devise strategies that incorporate the cost of carbon into every business decision.

4. Promote a culture of fuel efficiency.

Bizav operators must come to terms with the fact that the future will be about carbon reduction. Competition for fuel is only becoming more intense as resources are used up. This will certainly lead to new highs for the price of oil.

Implementing changes now will reduce costs and preserve cash in the short term and lead to a more efficient organisation.

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April 13 – 16, 2011 Friedrichshafen, Germany

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Platinum-Sponsor:

Gold-Sponsor:

52 MAGAZINE

A Matter of Audacity

by Dan Smith

H

enry Ford once famously said of his Model T that customers could choose any colour: “…so long as it is black.” In the case of aircraft, the spray-gun seemed to be stuck permanently on white until Virgin Atlantic launched their colourful fleet in 1984. Today the boundaries of external aircraft livery design are being redefined by companies such as Happy Design Studios, and the sky truly is the limit.

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Happy Design Studio began almost ten years ago when Owner and Designer, Didier Wolff began developing visual communication strategies for his clients.

Although successful, Wolff had been harbouring a secret ambition to design aircraft exteriors since British Airways (BA) launched its original tail designs in 1997. “Research and development in the automotive paint sector enabled airlines such as BA and Virgin to create an innovative new look for their aircraft,” explains Wolff. “I was inspired!”

The importance of the Middle East to the company is demonstrated by Happy Design’s decision to become an official partner of the AVEX Custom Jet Show.

The Show, one of the first of its type to be held, will take place at Sharm El-Sheikh International Airport in Egypt from 7-10 November. The company will sponsor both the commercial and private/executive Aircraft Livery Awards. The winner of each category will receive a tailor-made livery design from Happy Design.

Creativity does have boundaries though when it comes to aircraft. “There are technical limitations due to safety and maintenance issues,” explains Wolff. One example is the door frame of a jet, which must stand out so that it can be quickly located in the event of an emergency.

Similarly, the gold and diamond paints Wolff is working on cannot be used on the leading edges of the wing. “It is our knowledge of international and aircraftspecific standards that sets us apart,” says Wolff.

A Question of Audacity

Surprise Me

Getting Wild

Today Wolff and his team are themselves helping paint manufacturers to push the boundaries in aviation finishes. “We’re working on designs that include gold dust and even powdered diamonds,” says Wolff. “We are making something unique and exceptional.”

Happy Design don’t wait around for clients, often preferring instead to approach potential customers with a design that Wolff has developed specifically for them. In cases where the client comes to Happy Design first, the initial design will always be Didier Wolff’s, influenced by his knowledge of the client’s life. “The only limitation to the design is the owner’s vision,” notes Wolff. “One client gave us no input whatsoever, they wanted to be surprised.”

Once the client agrees the concept, Happy Design works with an aeronautic engineer to develop a blueprint of the finished aircraft. In most cases this is prepared by the client’s technical team.

That plan is then given to Happy Design’s partner company, Mirage-CG, who develop 3-D renderings and a virtual movie of the plane in flight. “The 3D stage is incredibly important,” says Wolff.

“It shows us any technical problems with the design.”

Unique and exceptional designs require clients with unique and exceptional nerve. Or as Wolff puts it: “It takes audacity to choose these designs.”

The final step is the application of the design to the aircraft which is usually done by the client’s own paint shop. Most schedule the work during their aircraft’s next major upgrade. “It can take two days or two weeks to complete depending on the complexity of the design,” says Wolff.

In an era when most Western C-suite executives are ducking for cover at the mere mention of a corporate jet, it is perhaps not surprising that Happy Designs are finding the bulk of their clients in the Middle East. “Customers in the region are much more willing to consider personalised design,” says Wolff. “They are more willing to celebrate their relationship to success.”

In most cases the first design is refined in consultation with the client.

Often corporate identity needs to be respected and celebrated, in other cases the interior design choices influence the exterior. “I prefer guidelines – I don’t want anything too precise. It leaves the creativity open.”

For Wolff, the next big challenge is fighter jets. “It is a big objective for me,” says Wolff, but he is the first to admit it might take a while. “The idea of getting wild is not great in the air force. It takes time to change the mentality.” Not content to sit back and wait for the world’s air forces to change, Happy Design recently became a gold member of the NATO Tiger Association (NTA), a group of air force squadrons who all have an image of a tiger in their crest. Happy Design will help organise the association’s next Tiger Meet in early October. “This is an important event for us to participate in,” explains Wolff. “It confirms our passion for military aircraft.”

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AVEX

AVEX International Airshow 2008 static display

Showcases Aviation in Africa and the Middle East

T

he 2010 edition of the AVEX International Airshow will be held at Sharm el-Sheikh Airport in Egypt from 7 to 10 November.

Organisers, naseba group, are expecting around 40 aircraft on the static display, 100 exhibitors and up to 10,000 visitors over the four-day event.

The first two days of the show are reserved for delegates from the aviation industry, while the general public are admitted to the exhibits and aviation displays on the final two days. AVEX is held under the patronage of the Egyptian Minister of Civil Aviation.

Advertising feature

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AVEX provides an important meeting place for aviation industry leaders from across the Middle East and Africa. The region is continuing to grow, despite the economic woes that have beset most of the world over the past two years.

New airports are under development, and many existing facilities are being expanded and updated to cope with an increasing influx of visitors (see <feature on ME airports> on page 52).

The growth in cross-border trade is resulting in an increase in the number of business travellers across both Africa and the Middle East. This is sustaining an air traffic growth rate of 5.7% in Africa alone. Not surprising for a continent that is home to over 14.2% of the world’s population, yet accounts for just 4.5% of air traffic.

Custom Jet Show a First Up to 40 small to mid-sized business aircraft will be on static display in the Aircraft Showcase during the four days of the AVEX International Airshow.

Airbus, Bell Helicopter, Bombardier, Cessna, Embraer and Gulfstream are just some of the OEMs that will be represented. Airbus will show its A380

at AVEX, the first time the aircraft has landed on Egyptian soil and the first time it has been shown in North Africa.

The Showcase will also include aircraft taking part in the first-ever Custom Jet Show. The most advanced, luxurious and aesthetically customised aircraft will compete in nine categories including best livery design, best in-flight entertainment system, most luxurious interior, and best interior design. There are separate categories for commercial and private/executive aircraft. The ninth and final category is best food and beverage.

The Custom Jet Show Jury will be made up of a number of leading experts from the fields of aviation interior and exterior design, cabin experience and food and beverage. The Jury will evaluate the nominations on location at Sharm el-Sheikh, based on criteria such as usability, versatility and product integration. Entries will be judged on 7 November, with the finalists shortlisted during the afternoon of 8 November.

The winners will be announced during an Award Ceremony and Dinner to be held in the evening of 8 November.

Unifying Aviation Leaders The 2010 edition of the AVEX International Airshow includes the Aviation Unity Summit, a one-day symposium that will feature discussions on: the outlook for aviation in the region; financing; maintenance, repair and overhaul (MRO); training; and quality management practices. There will be plenty of opportunity for delegates to the Summit to network and gain important insights into the emerging Middle East and African markets. The Summit will be held on Day 3 of the show – 9 November.

Visitors to the AVEX International Airshow will also be thrilled by a range of aerobatic displays and fly-pasts.

Other entertainment on offer will include bungee jumping, go-kart racing and a vertical wind tunnel.

2010 marks the fourth edition of the AVEX International Airshow. Held every two years, the next show will be held at Sharm el-Sheikh Airport in 2012.

avexairshow.com

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Al Bateen:

You

are the Focus

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T

ransforming a military airport into a state-of-the-art destination for business travellers is no easy task. Yet this is exactly what the Abu Dhabi Airports Company (ADAC) is undertaking at Al Bateen, an airport located just ten minutes from the heart of downtown Abu Dhabi. Taunya Renson-Martin visited Abu Dhabi in May to find out just what is happening at the Middle East’s first bizav-only airport.

Built in the 1960s, Al Bateen was the first international airport to serve the city and emirate of Abu Dhabi. In 1982, Abu Dhabi International Airport, a purposebuilt facility 32 km from the centre of the city, opened for business. Al Bateen became the Air Base for the Transport Wing of the United Arab Emirates (UAE) Air Force. However, as the city of Abu Dhabi expanded, Al Bateen started to attract complaints from nearby residents who objected to the sound of Hercules aircraft and Super Puma rotorcraft movements at the airbase.

A World City The future of the airport had been under consideration for some time. However, plans for a business aviation airport on the site gained impetus with the formation of the Abu Dhabi Urban Planning Council (UPC)

in 2007 by His Highness Sheikh Khalifa bin Zayed Al Nahyan, President of the UAE and Ruler of Abu Dhabi. Chaired by His Highness Sheikh Mohammed bin Zayed Al Nahyan, Crown Prince of Abu Dhabi and Chairman of the Abu Dhabi Executive Council, the UPC aims to ensure the future evolution of Abu Dhabi as a world city and decrease the Emirate’s reliance on oil as a source of income.

In 2008, the UPC published Plan Abu Dhabi 2030, an ambitious blueprint for the future of the city over the next 20 years. A total of $200 billion was set aside for infrastructure development in the next five years, with the Abu Dhabi government providing 40% of the funds and the rest coming from private sector partnerships. Around $40 billion will be invested in Saadiyat Island, mainly in cultural and entertainment projects. Both the Louvre and Guggenheim museums will establish galleries on the Island, the first time these venerable institutions have ventured into the Middle East.

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Unbeatable Location For Al Bateen, Plan Abu Dhabi 2030 envisaged a world-class business aviation facility in the heart of Abu Dhabi. Its location is unbeatable. The airport is ten minutes from the heart of the city, five minutes from the Abu Dhabi National Exhibition Centre (ADNEC) and just 15 minutes to the Yas Island Formula 1 race track. Dubai is less than an hour away.

Mohammed Al Bulooki is Vice President of Al Bateen Executive Airport (ABEA) and the man charged with turning the vision into a reality. “Today the Airport is split into military and business use,” he explains. “ADAC is still completing the Master Plan for the whole site.”

That planning exercise was due to be completed by October, when the full vision for the airport will be unveiled.

Bizav Standard However, Al Bulooki is already working on implementing Phase I which takes Al Bateen up to the point when the military will leave. That is scheduled for early 2011, after which Phase II of the Master Plan will commence. “Phase I concentrates on developing the business

VIP entrance gate at Al Bateen Executive Airport

aviation facilities,” says Al Bulooki. “It is quite an exciting time. As we have reported, the airport has experienced an increase of 30% in movements in the first quarter of 2010 and ADAC is close to finalising the instrument landing system (ILS) calibration for the airport.”

Current work is centred on bringing facilities up to an acceptable standard for business aviation. “The airport buildings were built by the military,” says Al Bulooki. “They are not geared towards executive and VIP use.”

The recently refurbished VIP terminal includes on-site police and immigration, and hospitality and conference facilities. Asked if there are plans for FBO operators to establish their own facilities, Al Bulooki is emphatic: “ADAC is open to discussions, ADAC is open to competition, ADAC is open to innovation. Only yesterday I reviewed some excellent plans to extend the hangar space available. Al Bateen will have a lot more services here in the future.”

“Phase I concentrates on developing the business aviation facilities”

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Hallway to the VIP Majlis at Al Bateen Executive Airport

With an ultimate target of 14,000 movements a year, there will be plenty of opportunities for other providers to establish operations. Already a number of charter and aircraft management companies have opened facilities at the airport or will do so in the near future.

These include Al Jaber Aviation (AJA), Falcon Aviation Services, Luxury Jet, Prestige Jet and XOJET. A hotel is under construction as are improvements to landside access and parking, additional

hangars and retail facilities. Al Bateen will continue to be the home of the Gulf Centre for Aviation Studies (GCAS).

Close Neighbours One of the drawbacks to Al Bateen’s location is the proximity of the neighbours. BBJs and A320s are the largest aircraft allowed to land at Al Bateen, although the airport’s single 3,202 m runway can cope with larger

aircraft. “There is no space for additional runways,” explains Al Bulooki.

That said, the view on landing at Al Bateen is nothing short of spectacular, especially at night when the lights of the city glitter and sparkle across the water.

Taxi times to the terminal are short and the service impeccable. All part of the experience according to Al Bulooki: “At Al Bateen Executive Airport, you are the focus.” New Doha

International Airport Breaks Ground Al Bateen may be the only business aviation airport in the Middle East, but it is not the only airport under construction in the region. Being built five kilometres from the existing facility, New Doha International Airport (NDIA) in Qatar has been designed to handle 50 million passenger movements, 320,000 aircraft movements and two million tonnes of cargo a year. Completion is scheduled for 2015.

Work on the 127,000 m2 five-level terminal at NDIA in Qatar started on 17 June this year. A general aviation terminal is also scheduled to be built on the site, along with cargo-handling and maintenance facilities.

Over half the airport will be constructed on reclaimed land. More than 4.4 hectares (almost 11 acres) has been recovered from the sea and will be protected by a 13 km armoured wall.

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Middle East:

Capital Gate Building in Abu Dhabi © ING Media

Hiring the Best to Deliver the Best

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I

n June 2009, Al Jaber Aviation (AJA) debuted its premium VIP jet charter service with two Embraer Legacy 600 jets.

But does it make sense to start up an Abu Dhabi-based luxury jet charter service in the middle of a recession staffed with pilots recruited from outside the region? Sanjay Rampal investigates.

In April 2010, AJA extended its global reach by taking delivery of a Lineage 1000 and, more recently, an opulently configured Airbus A318 Elite. The fleet is to expand further with another seventeen planes to be delivered over the next five years.

Such rapid growth in the midst of a recession might, at first glance, appear to be folly. But entering into the luxury air travel segment represents a natural diversification for AJA’s parent company, the Al Jaber Group (AJC). Wholly owned by the industrial juggernaut, AJA was established in 2007 after a period of extensive research undertaken by experts in the field of commercial aviation.

One such consultant, Dr Mark Pierotti drew on his 24 years of experience to head the analytical effort that led to the foundation of AJA’s core business. Now AJA’s Chief Operating Officer (COO), Pierotti explained how he came to be involved in the fledgling enterprise: “Mohammed Al Jaber (Group CEO of AJC) approached me to conduct a feasibility study for diversifying AJC into the aviation business. It could have been

anything, for example, a cargo or low cost carrier. But the study suggested that the greatest return and growth would come from investing in VIP executive charter using large-sized intercontinental aircraft.”

Pierotti was crucially responsible for developing both five- and ten-year business plans that will steer AJA’s strategic development. Their aim is to become a leader in VIP charter and aircraft management services.

Your Private Airspace AJA is cultivating the bespoke – Your Private Airspace – service which is tailored to the needs of discerning VIP travellers. The hospitality concept is reinforced by carefully selecting aircrew that meet the exacting serviceorientated standards set by AJA. All cabin crew are required to have extensive experience in VIP corporate operations and are not simply poached from domestic airlines. Similarly pilots and first officers need to be certified on Airbus and Embraer aircraft types that are in service with AJA to be considered qualified enough to apply.

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The Talent Pool The AJA business plan specifies that staffing levels grow as each aircraft is delivered. Recruitment is handled by an in-house human resources team that strictly adheres to the manpower requirements laid out in the governing plan.

One of AJA’s principles is its preference for pilots who are willing to relocate to the region. Although relatively more expensive than transient pilots who rotate back home each month, Pierotti believes that there are benefits to this approach. “It is a question of commitment to the company, will that person come back and grow with us? Those accepting to relocate and live in the Middle East are likely to be more loyal and stay for the longer term.”

To mitigate staffing overheads, AJA operates a smart recruitment practice. The rigorous aircrew selection process is initiated a month before anticipated aircraft delivery. Pierotti emphasises that the practice keeps the company lean and cost efficient. “We’re constantly interviewing,” he explains. “The business plan has been adjusted because of the recession, meaning that aircraft deliveries have been delayed. This has meant a much longer recruitment cycle.”

But the policy of smart recruitment faithful to AJA’s overall strategic vision also looks towards local recruitment. Pierotti is keen to point out that the just-in-time, lean recruitment model works well in the region but is dependent on aircraft types.

“We prefer the local expat pilots already here; they’re familiar with the region and the culture so they’ll be more committed, motivated with the right attitude and less likely to leave.

Experienced Airbus-type pilots are easier to source locally, Embraer type-rated pilots are fewer and we have to look beyond the United Arab Emirates (UAE).”

The stringent selection procedures have already paid dividends by protecting investments in both training and associated relocation expenditures. All pilots hired to date have successfully completed their probationary tenure and embraced the Your Private Airspace ethos. Pierotti is confident that AJA’s smart recruitment is working: “We’ve made the right decisions; noone has failed their six month probation or left us. With the incentives of a competitive tax-free salary and higher standard of living, then we are certain to attract the right calibre of people.”

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Recruitment Specialists Captain Emil St. Hilaire, founder of A Corporate Aviation Support Service (ACASS) – a pilot and crew supply company, feels that AJA are on the right track. “Although not one of our customers, I’m sure AJA are a wellorganised and talented group. They have their ideas on how to get their service up and running.”

Established in 1994, ACASS has over 7,000 pilots on its books that it can supply to corporate operators on either short- or longer-term contracts. Since it was founded, ACASS has expanded to include aircraft sales and aircraft management as well as being in the charter business itself.

Wearing many hats but presently serving as Managing Director in the Middle East, St. Hilaire is well versed in the needs of corporate operators in the region. “Most of our business in the Middle East involves providing pilots to operators on a short-term basis.

We have a long list of available pilots on our payroll and charter operators prefer to take on pilots on weekly or month-long contracts as needs arise, rather than longer-term secondments or placements.”

Mentioning the increasing number of home-grown, locally trained first officers in the UAE, St. Hilaire suggested that they might represent a resource pool for AJA to consider.

St. Hilaire emphasises the need to select the right personality type to sit in the captain’s chair: “It is important to hire the right pilot for the job. Typically you could be spending $40-$50,000 getting a charter pilot to work for you on top of training expenditure. If four or five pilots walk away, the financial cost is severe. You need to spend a little more time on the human resources effort and expertise to minimise the risk. The last thing you want is a high turnover rate of pilots for a start-up charter company.”

“In the event a non-rated pilot is hired, they will be bonded for a period of two years”

Kindred Operators Empire Aviation Group (EAG) was established in 2007 as a one-stop specialist for private aviation in the Middle East. Like AJA, EAG offers a high-end luxury service under the banner of Lifestyle@Empire, and operates its own fleet of managed jets.

Empire also recruits pilots using a dedicated human resources department.

Selected aircrew become permanent employees of the company. Director of Operations, Shawn Abdollahi indicated that recruitment is not just restricted to the Middle East: “We hire pilots from the Middle East, Europe and North American regions.”

He stressed that only type-rated pilots were hired although at times they procure non-rated pilots, but with contractual clauses. “In the event a non-rated pilot is hired, they will be bonded for a period of two years,” explains Abdollahi.

“Additionally, if a pilot chooses to leave prior to completing three months of service then they are required to reimburse costs of company-funded training.”

Investments That Pay Both AJA and EAG demonstrate that a recruitment model which casts a wide net for the most qualified aircrew can be cost efficient. Both companies have also implemented recruitment practices that go a long way towards identifying the right candidate. Aside from the economics, selecting committed pilots and crew ensures that an exemplary service is offered, building customer satisfaction and, of course, customer loyalty.

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Is the Middle East a New

Turboprop Market?

by Rod Simpson

N

ew business aircraft sales in North America have been sliding as a percentage of total shipments for the past few years. In its annual forecast, Embraer predicted that the US will soon only account for 48% of world demand, and that deliveries to Europe and the Middle East will rise to 34% over the next ten years. This means that markets such as the Middle East will be increasingly important for the business aircraft builders. But is there a market for turboprops in the region?

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Small Base Big Opportunity The world’s corporate turbine aircraft fleet includes just over 20,000 aircraft, of which more than half are turboprops.

During 2009, turboprop deliveries suffered less than most other sectors of the industry, with a drop of just 17% compared with a decrease of 34% for business jets. Much of the resilience in the turboprop sector comes from the fact that these aircraft are seen as less ostentatious than the jets and are more acceptable as ‘working aircraft’ than their larger turbofan cousins.

Curiously, however, business turboprops have been notably absent in the Middle East. Recent research shows that, for example, the 74-strong private aircraft fleet registered in Saudi Arabia includes just eleven turboprops – all Beechcraft King Airs, with the majority used for aero-medical work. Move over to the United Arab Emirates where there are 84 jets registered – of which just three King Airs make up the entire turboprop fleet!

So, why is the Middle East reluctant to operate the efficient and cost-effective turboprop? Undoubtedly, many business aircraft are owned by wealthy private individuals who require fast, long-range international transport – not exactly the niche occupied by turboprops.

The concept of propellers is also unappealing and seen as old technology and lacking prestige. Aircraft such as the Pilatus PC-12 and Daher Socata’s TBM 850 are viewed with suspicion because of their single engines.

Ideal Solution for Business The reluctance to embrace the turboprop in the Middle East comes despite determined efforts, particularly

by Hawker Beechcraft, to enhance the luxury of King Air interiors and to substantially reduce noise and vibration.

However, the King Air, marketed in three flavours and dominating the global turboprop sector, is perceived by Gulf buyers as having quite a small cabin with limited headroom provided for passengers.

Dubai-based Air Synapsis is aiming to change the perception of turboprops in the Middle East. Led by Karim Hijazi, the company has a turboprop vision for the Middle East which could open up a lucrative new segment.

In December 2009, Air Synapsis became the sales agency for Piaggio’s Avanti II in the six Gulf Cooperation Council (GCC) member states, Jordan and Lebanon.

“There is an important distinction between the needs of wealthy private individuals and the travel requirements of business companies which need to transport executives and staff within the Gulf states and wider Middle East region,” Hijazi points out. “The private market will continue to buy large business jets. However, in the Avanti, company users could find the ideal transport solution,” he adds.

Detailed Research Hijazi points to some detailed research commissioned by Air Synapsis which shows that the principal volume of business aviation traffic movements is focused on Dubai and Riyadh which, together, represent 48.7% of activity.

Within the GCC region, the longest distance flown is the 450 nautical miles between Abu Dhabi and Kuwait. That is less than two flying hours for a light jet or a fast turboprop such as the Avanti.

“This is significant,” says Hijazi. “There are 13 airports serving international destinations within the six countries in the GCC. The potential for using fast business turboprops for internal commerce and for making international connections is enormous. I believe the argument is compelling. Turboprops offer a way to cut airline travel time and raise business productivity and interaction within the six principal business centres.”

The Avanti, with its rear-mounted pusher engines and very large cabin (providing a 1.7 m stand-up centre aisle), can seat up to eight passengers and is entered easily through a lowthreshold forward cabin door. With a cruising speed of 400 knots it goes faster than a Citation CJ1+ and 100 knots faster than the competing King Air B200GT. The Avanti has already tasted success with an order from the UAE Air Force which will use the aircraft for emergency medical transport and fast logistics for specialist technical staff.

Reasons for selection of the Avanti included its range, speed and altitude which are equal to turbofan aircraft and the Avanti II’s operating costs which are at least 33% lower than competing jets. With these attributes, the time may have come for a turboprop breakthrough in this important region.

About the Gulf Cooperation Council (GCC) The Gulf Cooperation Council (GCC) is a political and economic grouping of six member countries from the Persian Gulf.

Established in 1981, the GCC has wide range of economic and social objectives. The GCC today includes Bahrain, Kuwait, Oman, Qatar, Saudi Arabia and the United Arab Emirates.

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The Arabian MRO Crisis

by Jeremy R.C. Cox

I

grew up in England in the 1970s and I still remember the Sunday Times photographs of abandoned Rolls-Royce, Cadillac and Mercedes vehicles along the hard-shoulders of highways across the Arabian Desert. The stories accompanying those images told of how the immense wealth created from the sale of crude oil had enabled the locals to purchase imported luxury vehicles – long before any maintenance and repair garages were established. A broken drive-shaft, thrown connecting rod, or the simple problem of a failed fuel pump, left the roadsides littered with abandoned luxury cars.

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Fortunately the same cannot be said about the ramps and taxi ways of most of the airports in the region today.

However, the same principle almost applies. Prior to the global financial meltdown of 2008, the number of business jet aircraft that were being bought and based in the Middle East was rising at an unprecedented rate.

Incredible Growth According to Andrew Young, Sales Director at AMSTAT Corporation, there were 143 business jet and turboprop aircraft based in Bahrain, Iran, Jordan, Kuwait, Oman, Qatar, Saudi Arabia, the United Arab Emirates, and Yemen in 2000. The fleet grew to 247 business aircraft by 2005, and now totals more than 400 today. Included in these figures are the 40 aircraft in NetJets’ Middle-Eastern fleet.

This rapid growth – almost 300% over 15 years or 100% every five years – far outpaces the growth seen in the United States. In 1984 there were 9,811 business aircraft in the US; while today there are 19,166. That effectively puts the US fiveyear growth-rate at about 33%.

The question begs to be asked, why is the growth rate for business aircraft operating in the Middle East growing three-times faster than the United States?

The Arab Economies Commenting in 1989, His Highness Sheikh Ahmed bin Saeed Al Maktoum – now President of Dubai’s Department of Civil Aviation and Chief Executive and Chairman of The Emirates Group – gave a strong indication that the UAE and Dubai were set for huge growth when he stated: “...it’s a free market.

We are not a communist country.”

The Gross Domestic Product (GDP) of Dubai alone is about US$100 billion and

climbing, while the total for the UAE is over US$200 billion. Saudi Arabia has a GDP of almost US$600 billion, while Qatar, Bahrain, Jordan, Kuwait, Oman, and Yemen have a collective GDP of about US$550 billion. The disposable wealth generated in these economies enables more and more of the rapidly growing wealthy population to afford the benefits of private business aircraft.

Until as recently as 1995, the use of private aircraft was mostly limited to the Royal households in the region.

Trend to Smaller Aircraft Ever since the 1970s, Arab-owned business aircraft have worn grooves in the airways between the Gulf states and London, Paris, Geneva, Houston and Hong Kong. Many of the trips were to bespoke tailors, private bankers, oil buyers and ‘wild cat’ oil specialists. Now these traditional routes have expanded to include New Delhi, Mumbai, Singapore, Bangkok, Kuala Lumpur, Shanghai, Beijing, and Rio de Janeiro; all mostly with a business purpose.

Large-cabin aircraft with a range of more than 4,000 nautical miles have been the first choice for Middle Eastern buyers. However, now the focus has turned towards Asia, cabin sizes and ranges appear to be shrinking, and small to mid-size aircraft are becoming more popular with business owners.

Certification and Oversight In the early days of aviation in the Gulf of Arabia, the British Civil Aviation Authority (CAA) rules and regulations were loosely followed. Today the Saudi Arabian General Authority of Civil Aviation and the UAE General Civil Aviation Authority both have their own Regulations. They are heavily based on the International Civil Aviation Organization’s (ICAO) Convention on International Civil Aviation – often

referred to as the Chicago Convention.

Both systems lean towards Air Carrier Operations, therefore the ICAO Safety Management Systems (SMS) are being phased-in for business aviation operations. The Middle East Business Aviation Association (MEBAA) is taking an active oversight role to ensure that bizav is not held back by a regulatory system that is better suited to the commercial airlines rather than general aviation.

The licensing requirements for maintenance engineers generally follow the British CAA system. However, licensing of approved maintenance facilities mostly follows US Federal Aviation Administration (FAA) system.

In fact, the name of the Civil Aviation Regulation section that deals with these organisational approvals is known as Section 145, the same name used for the Repair Station System in the US.

MRO Capacity To date, four manufacturers have established service centres in the region. There is an expectation that more manufacturers will follow suit, either in the Middle East or in nearby India. Another seven independent organisations have also opened their doors as approved maintenance facilities for the growing fleet of business aircraft operating within the region.

In the US, which has a fleet of 19,166 business aircraft – the world’s largest, there are currently 4,126 FAA-certified repair stations. That is a ratio of just over 4.6 aircraft per maintenance repair and overhaul (MRO) facility. With the current infrastructure in the Gulf, there is a ratio of 37 aircraft to each MRO station. The capabilities available are extremely varied, especially when it involves interior completion services.

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Many Middle Eastern business aircraft operators find it easier and faster to take their aircraft offshore for maintenance, sometimes as far afield as the US, Europe or even Australia.

The positioning costs to get the aircraft and its crew to the MRO facility can be enormous. But often the toll on the employees is the highest cost paid due to the length of time that they need to be away from home. Many offshore MROs use the gift of free or discounted fuel as an incentive for Middle East operators to make the long journey to their facilities. Some even offer housing, cars and other incentives to lessen the burden on the owner and crew.

Purpose-built new Boeing and Airbus are well catered for in the Middle East. However, it is the slightly smaller aircraft such as Gulfstreams, Dassault Falcons, and the ultra-long range Bombardier Challengers and Globals that face a transcontinental flight to get heavy maintenance and refurbishment done. It is a whole different problem for owners and operators of small- to midsize aircraft.

Fortunately we are not at the point where aircraft are being left by the side of a runway because of a failed fuel pump. However, if the fleet continues to grow at its current pace, by 2015 there will be a staggering ratio of 80 aircraft to each local MRO facility if the support infrastructure does not expand. This does not allow for any increase in dropin traffic from operators in neighbouring Asian states who come to the Middle East to do business.

If you are an MRO company, an aircraft inspector or an aerospace maintenance engineer, and you want to create a new life for yourself in the Gulf; then I strongly urge you to fly, not run, to the Middle East because there is true opportunity to be found.

About Jeremy Cox Jeremy R.C. Cox is Vice President of JetBrokers Inc., a professional aircraft sales company with offices across the United States and Europe. Since 1993, JetBrokers has concluded more than 500 transactions involving turbine and jet aircraft transactions with a combined value close to US$1 billion. Jeremy is a respected observer of the business aviation industry and a regular contributor to Forbes Magazine’s Wheels Up business aviation blog. For more information please visit www.jetbrokers.com.

The Middle East: A Historical Aviation Perspective The people of the Middle East have been entrepreneurs for more than 7,000 years. They helped to develop the Silk Routes that crisscross Asia, Africa and Europe and travelled them, trading a diverse range of products from coral to metal goods.

Middle-Eastern regulatory authorities differ greatly on many airworthiness and air operation governance system issues.

Until recently, there were three distinct aviation branches: military; airline and royal transportation. The concept of business aviation simply did not exist.

The discovery of underground crude oil deposits in Bahrain in 1932 immediately redefined the region and its importance to the world. Oil and natural gas deposits were quickly found throughout the Middle East, and the world has clamoured for a slice of these resources ever since.

This has all changed, especially since MEBAA was formed in 2006. The modern-day architect of aviation promotion, technology and growth is undoubtedly His Highness Sheikh Ahmed bin Saeed Al Maktoum who founded Emirates, the Dubai-based airline, and was instrumental in forming MEBAA. His Highness still keeps watch over the development of general civil aviation in the UAE in his role as President of Dubai’s Department of Civil Aviation.

Starting in the early 1970s, the increasing revenue from oil has contributed to an extensive modernisation of the Gulf. The Arab Organisation for Industrialisation (AOI) was founded in 1975 by Egypt, Qatar, Saudi Arabia and the UAE as the basis of a military aerospace industry.

The Gulf Cooperation Council (GCC) was formed in 1981 to promote economic coordination between Bahrain, Kuwait, Oman, Qatar, Saudi Arabia and the UAE.

Sheikh Ahmed bin Saeed Al Maktoum created Emirates in 1986 to provide direct air links to Dubai. The Emirate of Dubai lacks the oil resources of its neighbours, so it focused efforts on establishing a leading financial industry and tourist infrastructure thanks to its beachfront location. Emirates initially focused on the Asian markets, bringing Thai, Indonesian and Chinese holidaymakers to Dubai. Emirates’ success has helped the city to become a thriving tourist and business destination.

Cabin sizes and ranges appear to be shrinking

Charter Bandits

Is Your Provider Legal and Safe?

by Amy Laboda

C

harter aircraft operations that do not uphold the provisions of an air-carrier operations certificate are more than a regulatory nightmare; they are often outright dangerous.

The place is Teterboro Airport, New Jersey, just across from New York City.

Bombardier Canadair CL-600 jet N370V lines up for takeoff with its passengers and flight attendant strapped in the back.

The pilot applies power upon clearance.

At 160 knots he exclaimed: “It won’t come back!” The pilot could not pull

the control yoke back to lift the nose of the aeroplane to climb away. The crew initiated abort procedures, but it was too late. After breaking through the airport’s perimeter fence and crossing a highway, the aircraft stopped when it encountered a warehouse. The eleven people on board and four on the ground were injured.

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Dangerously Unstable Reading the indictment handed down by the US District Court to the owners and pilot of the operator Platinum Jet, one wonders how this accident did not happen sooner? Platinum Jet had been routinely overloading its aircraft by some 450 kg each flight, and doing so in a manner that caused the centre of gravity to be out of limits, making the planes dangerously unstable. And despite high-end advertising by the company, it did not actually hold, nor enforce the actions of an air-carrier operations certificate.

“That accident spotlighted the fact that unscrupulous operators are out there right under the nose of the Federal Aviation Administration (FAA). Finally, the Inspector General and the FAA took significant action,” says Louis Sorrentino III, Senior Vice President and Managing Director of Safety, Security & Operations at Simat Helliesen & Eichner (SH&E). As a consultant, Sorrentino has been involved in the creation of civil aviation authorities in numerous developing countries, and helps operators to prepare for aircarrier certification worldwide. SH&E also audits air-carriers for safety. Before coming to SH&E, Sorrentino worked in aviation insurance, and is acutely aware of the consequences of compromised safety in aviation operations.

New Part 135 specifications for on-demand air-carrier operations were enacted after the Platinum Jet indictments, and oversight by the FAA was heightened. The National Air Transportation Association (NATA) established a hotline for reporting uncertified air charter operators.

According to Jacqueline Rosser, Director of Regulatory Affairs at NATA, the line averages five calls a month.

“NATA collects the information on the bandit charter operations from the hotline, and forwards it to the respective FAA Air Safety Inspector for the region,” says Rosser.

Though the rules regarding on-demand air charter operations have been clarified in the US, it is still advisable to have a knowledgeable expert to shop for your air charter provider. This will ensure you hire a legitimate, and safe, operator.

Price or Safety?

“We see two behaviours,” says SH&E’s Sorrentino. “One type of client charters purely on price. The other takes it for granted that the operator is safe because the aircraft is so clean and shiny and the catering so perfect.

I’ve interviewed executives postaccident and seen this.

Outside FAA Reach Problems with bandit on-demand air charters in the Americas are simply magnified as you move farther into the developing world, according to Sorrentino. And sometimes the culprits are Western-registered aircraft. “An N-registered aircraft will make its way out of the reach of the FAA, and then that aircraft will be used for charter,” says Sorrentino. “Crews seem to think that is okay – but it is illegal.”

Sorrentino feels that these unscrupulous operators are taking advantage of areas of the world where the safety and regulatory aviation culture has not yet taken root.

“Frankly,” he says, “either the regulations

The database of ‘blacklisted’ operators is growing “Imagine a company with a flight department with two large corporate jets; both unavailable. So they needed to charter. Did they turn to their flight department, their chief pilot, for help deciding which charter company to use? Did they ask the director of maintenance? No. They went to the executive secretary who went on the Internet, called several operators, got the cheapest quote and arranged the charter.

The flight department chief pilot said to me that he learned about the charter when he saw the accident on TV.” Organisations that have a flight department must establish standards for their executives and personnel. If they are going to charter an outside aircraft or even fly on a commercial aircraft for that matter; that aircarrier should be vetted by the flight department, at the least.

that should be there to address illegal charter activities are so far behind what is happening, or so complicated and bureaucratic, that the regulator turns the other cheek because it is going to take them too long to address the problem.”

But the world isn’t turning the other cheek. Organisations such as the International Business Aviation Council (IBAC) and the Flight Safety Foundation are keeping close track of accidents that can be traced back to unsafe and illegal air charter operators. The database of ‘blacklisted’ operators is growing. Despite these efforts, rogue operators are still out there.

“It is difficult to pay for oversight. What little capability a country has goes to directing its flagship carriers, not business aviation and charter. The classic case study is the Talbot accident,” says William Voss, President and CEO of the Flight Safety Foundation.

71 Talbot crash

A safety audit is only as good as the quality and integrity of its auditor Safety Audits Key In June this year, billionaire Australian businessman Ken Talbot was on a chartered flight in a CASA 212 between Yaoundé, Cameroon and Congo with fellow Sundance Resources executives when the plane went missing. Rescuers found the wreckage two days later.

There were no survivors. The entire Directors Board of Sundance Resources was wiped out.

Despite the fact that the operators of the plane chartered by Sundance were blacklisted by the European Union and banned by the largest risk-management firm in the Asia-Pacific region, Stening Simpson, Sundance Resources chose to use the aircraft. Perhaps it was the European crew, or the British Captain, who was known for being personable, that convinced them to go. It wasn’t a recommendation from company headquarters.

Voss shakes his head. “This is the reason that most resource companies that operate in these regions invest heavily in safety audits; they make no assumptions about the reliability and safety of the operations based on the fact that the charter company has an AOC,” he says.

they use, the manuals, and you must see the people employed there, how skilled they are, and that they are in fact following their manuals. You need to prove that, even on days when auditors are not there. And don’t rely merely on the regulations. The regulations are minimum criteria. Anyone who thinks they are adequate for safety is sadly mistaken.”

Moral Obligations SH&E helps aviation charter clients, assisting them with coveted IS-BAO certification, as well as any in-country, on-demand air-carrier certification processes that are required. The company’s commitment to safety is clear from its body of work.

“When we are developing a programme for an organisation or company, be they Part 135, 121, or assisting a civil authority in implementing its state safety programme, we are always

talking with the executive leadership, giving them a primer on what safety is all about,” says Sorrentino. “We want them to know their moral obligation to safety in the organisation, to shareholders, to their statesman, to the people of their country, ensuring safety is front and centre all the time.”

In an effort to consolidate information on the safety of operators worldwide, the Flight Safety Foundation’s Basic Aviation Risk Standard programme is aiming to become a repository of rigorous audits. Member companies will be able to view the reports and use participating charter operators with confidence. The IS-BAO certification offered through IBAC functions in a similar way.

The list of on-demand air-carriers participating in these programmes is in its infancy, but growing. In a global industry that is in some need of ‘market pressures’ to increase safety and compliance, it’s a good start.

A safety audit, however, is only as good as the quality and integrity of its auditor. “You cannot do a desk audit,” says Sorrentino, who regularly participates in such checks for clients worldwide. “You must see the materials

Civil Aviation Authority of Singapore (CAAS) AOC initial issue form

72 MAGAZINE

Andrew Hoy the Very Frequent Flyer

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A

ndrew Hoy joined the ExecuJet Aviation Group in 2007 and is now the Managing Director of ExecuJet Aircraft Trading, the sales arm of the company. Since starting the job, Hoy has spent just six weeks completely on the ground. Every other week, his work has taken him to a different part of the globe to visit clients, prospects and his far-flung team.

Even though he has spent much of his life as a business jet captain, how does he cope with all that travel, still manage to perform in a high-pressure job and help his understanding spouse to raise their young family? Dan Smith finds out.

Hoy travels so frequently that organising this interview became an exercise in telephonic logistics. When we started talking Hoy was in Zurich, we continued the conversation in London, and eventually wound up the interview as Hoy reached Wisconsin, three days after we began. He was there to collect a Gulfstream GIV for a client. “This is my second trip out to this aircraft in the last three weeks,” explains Hoy. “I need to make sure she is on track for an on-time delivery, and I’m delighted to say she is!”

Be Yourself Aircraft safely delivered, the next stop is his home-base of London for the Farnborough Airshow. “A rare grounding for me in the UK!” he notes.

It doesn’t last long though as trips to ExecuJet’s Cape Town and Sydney facilities are planned over the next ten days. “Huge amounts of travel but huge rewards to come,” says Hoy. “I firmly believe that you cannot sell a high-value asset over the phone. The buyer needs to see, feel and, essentially, touch the person they are dealing with.” The same applies to his team: “You have to be in front of them often, re-grouping, guiding, directing and just making them feel a part of a closer team. Geography can be cruel and a widely spread team can feel isolated. It’s my job to keep us together, irrespective of which time zone each of us is in.”

Within minutes of landing at a destination, Hoy can be meeting high-ranking officials, ministers and even royalty from a range of cultural backgrounds. “The key in any clientfacing job is to find the right level

within the first ten seconds of meeting someone. If you get it wrong, it’s very difficult to create a relationship. If you get it right, you both know and it is a pleasure from then on.” His top tip for those who find themselves shaking hands with a foreign leader in a remote corner of the globe? “Wherever you are in the world, be yourself, be respectful, be confident and if the deal still doesn’t happen, then it wasn’t meant to be!”

Keeping in Touch Hoy admits to being a big fan of his iPhone, which he uses to keep in touch with work and home while he is on the road. “The amount I use it does drain the battery fast,” he notes. “I’m always looking for a power socket!” The laptop goes with him on bigger trips.

“It is easier to read spreadsheets and documents and it means I can always keep in touch over Skype. I can see my family even when I’m 12,000 miles away.”

Hoy’s family back in London are a big consideration when it comes to planning trips. “I try hard to minimise the number of weekends I am away from home. For a long haul trip, I will fly out on a Monday morning and come back either Friday or Saturday morning so I can be home before my young children wake-up!” On short haul trips he tries to limit it to one or two nights away from home. “Much of my business is performed in the evenings – at dinners and networking functions, so usually a night away is enough.”

In 2003, Hoy was diagnosed with Type 1 diabetes, a serious medical condition that requires him to

constantly measure his blood-sugar level and inject insulin five times a day.

“Travel can make it difficult to time injections so that I maintain sensible levels. Considering my lifestyle, I don’t think I do too badly!”

Fighting jetlag is also a constant battle, but Hoy has developed some tricks to help him cope. “I always set my watch to the local time at our destination as soon as we have become airborne.

I can then pretend that I am on the new time zone all the way over and try to get close to eating and drinking at normal times.” Journeys across the international dateline make it tricky though. A recent trip took Hoy from London to Toronto, across the dateline to Hong Kong for a night and then back to London. “Wednesday didn’t exist!”

Hoy notes ruefully. It’s almost as though he regrets having lost the day, a day he could have put to much better use.

Next Stop?

While he enjoys the pace and challenges of his current position, Hoy realises that he must slow down at some point.

As you might expect, he already has that move worked out: “I’m building a global team that can take more of the load,” he explains. “It’s already showing benefits – my travel budget this year is less than last year’s enormous sum!”

And his next stop? “ExecuJet is an excellent base for a career and there will be other challenges within the Group I’m sure. But right now, I’m busy, I’m happy, and I am delivering what’s asked of me, so the immediate future looks set. Let’s see what it leads me on to next…”.

74 MAGAZINE

Rolls-Royce E3E: The Core of Future Engine Design

R

olls-Royce’s E3E (Efficiency, Environment and Economy) programme is achieving impressive results in terms of engine performance and environmental targets. Tim Kern, CAM, finds out how the programme is progressing from the engineers who are developing this revolutionary engine-core technology.

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Driven by a desire for greener engines, the 40-hours of tests, run at Stuttgart University’s altitude test facility, promise an increase in thrust-to-weight ratio greater than 25%; a reduction in fuelburn and CO2 emissions of 15%; and NOx emissions 45% below current CAEP6* limits. These are important steps in Rolls-Royce’s commitment to meet the Advisory Council for Aeronautics Research in Europe (ACARE) target of an 80% reduction in NOx emissions by 2020.

Increased Pressure Ratio The E3E technology involves a two-stage shroud-free high-pressure turbine that uses new aerodynamic and thermalmatching concepts. The technology minimises tip-losses through a new tip-clearance system and bulky abradable ceramic coatings on the liner segments.

Blades incorporate a new design which employs, among other innovations, elliptical leading-edges on the compressor aerofoils. Additionally, the nine-stage compressor has demonstrated a 22:1 pressure ratio, which, along with a smart lean-burn system, demonstrates reduced surge severity.

Rolls-Royce say the E3E engine’s novel air management system (although no details are available) better manages bearing loads. An improved cooling system complements existing air-sealing technologies with carbon-oil and brush seals, plus hybrid bearings.

The lower losses add to the efficiency of the total package, and allow expansion of the higher-output performance envelope.

The staged combustor employs leanburn injectors, effusion-cooled tiles, and a pre-diffuser with an increased area ratio. This all helps to create and manage lower emissions, with their attendant higher temperatures and pressures.

Test Results Positive In the tests at Stuttgart, the E3E Core exceeded its design parameters of altitude windmill relight (down to temperatures of -55° C) and pull-away capability. Ninety degree relights, including quick windmill relights and cold starts, confirmed successes up to 11,000 m.

The E3E Core represents an all-new core engine for Rolls-Royce, which is targeted at the medium-thrust commercial aviation market. Design work on the E3E began in 2003. Core 3/2 testing started in 2008 while heavy testing of the latest 3/2b design began in March 2010. Altitude relight testing concluded in May. “The tests went extremely well and demonstrated a bunch of new technologies. The high specific-power and the low emissions of the E3E Core, as well as a high level of scalability, make it a very attractive engine for future applications,” said E3E Program Lead, Dr Holger Klinger. Subsequent builds of Core 3/2 will be tested in 2011 and 2012, focussing on high-pressure turbine tip-clearance system optimisation and endurance testing.

Rolls-Royce says that two-thirds of its £864 M research and development budget in 2009 went to satisfy green goals. Funding for the E3E Program is included in that budget. E3E is also part of the German Aeronautics Research Program which includes funding from the German Ministry of Economics and the Federal State of Brandenburg. *CAEP: Committee on Aviation Environmental Protection

76 MAGAZINE

The pit stop that fuels your business You choose your destination. Pick your FBO too. Touch down cordially. With Executive Handling by Aéroports de Lyon.

Helping you make private VIP and business flights into the Lyon area a pleasure.

Offering tailored passenger and crew services and a hospitable welcome round the clock, we can accomodate all kind of business aircraft.

The ergonomic terminal and apron facilities of Lyon-Bron with its non-slot required runway, in association with Lyon-Saint Exupéry, allow for maximum privacy, efficiency and flexibility.

An intelligent solution to move your business forward.

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77

Noise-cancelling Headphones

I

f you have ever tried them, you will know that noise-cancelling headphones are the must-have accessory when you are flying. They work by generating anti-noise, effectively cancelling extraneous sounds.

When used with your iPod or inflight entertainment system, it is easy to forget you are on an aircraft, writes Dan Smith.

Until recently, noise-cancelling headphones have utilised analogue technology. They are cheaper and less power-hungry than digital headphones but are really only effective at blocking continuous noise such as the drone of aircraft engines. Digital technology is becoming more common and blocks both continuous and rapidly changing sounds (such as speech).

When purchasing a set of headphones, pay attention to the connection (jack) between the headphones and the device. Straight jacks are more common but wires are often subject to wear at this point. Breaking a wire usually means you will have to replace the entire set.

The Sennheiser PXC 250-II headphones are an excellent pair of headphones at a reasonable price.

The noise-cancelling technology works well and they are extremely comfortable to wear. The fact that they fold flat makes them easy to tuck into a bag or coat pocket.

Sennheiser PXC 250-II

Bose QuietComfort 3

Yes – NoiseGard™

Active Noise Cancellation

Single AAA alkaline (50 hours)

Power Source

Rechargeable lithium-ion (25 hours/charge)

Compartment connected to cable

Battery location

Right ear-cup

Yes

Carry Case

1.5 m

Cable Length (Total)

Yes

Fold Flat

Straight

Plug

Yes – Acoustic Noise Cancelling®

Yes 1.5 m (6m extension available) Ear pads only L-shape

Yes

Passive Use (No Input)

Yes

Yes

Inflight Adaptor

Yes

€200

Cost (Varies by Country)

€275

However, my pick is the Bose QuietComfort 3. Bose invented this type of headphone (initially for pilots) and their Acoustic Noise Cancelling technology is still streets ahead of the competition. The shorter battery life and need to carry a charger are drawbacks, but not major ones.

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Los Angeles

MAGAZINE

Landings:

by the FlyCorporate Editorial Team

79

F

ounded in 1781, Los Angeles (LA) is one of the most famous cities in the United States.

The greater Los Angeles-Long Beach-Riverside area is home to almost 18 million people. Entertainment is one of the city’s most important industries although aerospace, manufacturing and shipping also make significant contributions to the economy.

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Airports

LA is served by a mind-boggling number of airports which range in size from the giant that is LA International, to small local general aviation facilities such as FlaBob Airport in Riverside. One of the most interesting for business aviation is Van Nuys Airport in the San Fernado Valley, the busiest general aviation airport in the world.

Van Nuys Airport (KVNY)

John Wayne Airport (KSNA)

Van Nuys is the busiest general aviation airport in the world and the 25th busiest overall by aircraft movements.

No major commercial airlines utilise the facility. Van Nuys is about 30 km north of central LA.

Los Angeles International Airport (KLAX)

Bob Hope Airport (KBUR)

Another domestic airport, this time about 70 km south of central LA. John Wayne Airport serves the Orange County area and is the closest airport to Disneyland and the Angel Stadium in Anaheim. At 1,738 m, John Wayne has one of the shortest main runways of any major airport.

With almost 60 million passenger movements in 2009, LAX is the world’s sixth busiest airport by passenger traffic. The airport is just 16 km from the downtown area of LA.

LA/Ontario International Airport (KONT) LA’s second international airport, LA/ Ontario is located 4 km east of the city’s central business district. The airport is the main hub for Southwest Airlines in LA.

Located about 20 km north of central LA, Bob Hope Airport is a domestic facility serving the Burbank area and is the closest airport to Hollywood.

It is also the only airport in LA to be connected to the central business district by a rail line.

Beautiful memories The Xara Palace Relais & Chateaux is Malta’s Finest, privately owned, luxury hotel located in Mdina, the silent medieval capital city of Malta. Seventeen luxurious individually designed rooms and suites wait to welcome you as the perfect base from which to explore Malta’s other charms.

An ideal venue for every occassion, the noble ambiance, fine cuisine and attentive personal service at The Xara Palace Relais & Chateaux will turn any celebration into a memorable experience.

ALL AROUND THE WORLD, UNIQUE IN THE WORLD. The Xara Palace Relais & Chateaux. Mdina, Malta (+356) 21 450 560 | info@xarapalace.com.mt | www.xarapalace.com.mt

82 MAGAZINE

FBOs

Signature Flight Support (KVNY and KSNA)

Skytrails Aviation (KVNY)

Landmark Aviation (KLAX)

Signature operates state-of-the-art facilities at both Van Nuys and John Wayne Airports. A full range of passenger, crew and aircraft services are provided.

Built in the 1930s, Skytrails’ FBO at Van Nuys features handmade sofas and works of art specifically commissioned for the facility. Passengers can be transported directly from their aircraft to the FBO by limousine.

Landmark’s LAX facility offers VIP and pilot lounges, conference rooms, flight planning facilities and a range of services for your aircraft.

Maguire Aviation (KVNY)

Clay Lacy Aviation (KVNY)

Purpose-built FBO facility located at Van Nuys Airport. Maguire prides itself on the company’s high level of customer service.

Operating for more than 40 years at Van Nuys, Clay Lacy offers comfortable passenger lounges, conference rooms and private walk-on and vehicle access to the ramp area. Flight crews can utilise the FBO’s private crew lounges, sleeping areas and showers.

Housed in a building completed in 2005, Guardian Air’s LA/Ontario FBO offers a dedicated executive terminal as well as hangar space for aircraft up to a BBJ.

Connections

Guardian Air (KONT)

Atlantic Aviation (KLAX, KONT, KBUR and KSNA) Atlantic operates a network of FBOs across California and the US. Passengers, crew and aircraft are well looked after.

All airports listed in this guide offer car hire and limousine services. Taxis are also readily available. Bob Hope Airport (KBUR) is the only airport in LA with a direct train connection to the city centre. All other airports offer shuttle bus services to the downtown area, major local attractions and to other airports in LA.

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84 MAGAZINE

Top Business Hotels

With an area of over 1,300 square kilometres, LA is huge. Make sure you pick a hotel that is close to where you need to be, as moving around the city can be a nightmare – especially in peak hours.

The Ritz Carlton

Sofitel

Sheraton

Ritz Carlton hotels are known for their sleek modern interior design and the impressive LA branch is no exception.

Facilities include limousine service, state-of-the-art fitness centre and shipping and receiving services.

At the corner of Beverly Boulevard, the Sofitel is easy to spot with its contemporary design. Rooms are spacious and well-equipped. The helpful staff and central location make this hotel definitely worth consideration.

With its proximity to LAX, the Sheraton is an ideal base for a visit to LA - whether for leisure or work. The amenities are extensive and include business facilities, a fitness area and - as with many top LA hotels - an open-air pool.

Web

ritzcarlton.com

Web

sofitel.com

Web

sheratonlax.com

SLS Hotel at Beverly Hills

L’Ermitage

Standard Hotel

Strategically situated at the crossroads of Beverly Hills and Los Angeles, the SLS is a haven for business travellers in need of some calm after a hectic working day. The individually designed rooms, stunning rooftop pool and the business centre (offering a round-theclock service) are other good reasons to consider staying here.

L’Ermitage is the perfect solution for those wishing to escape the bustle of city life. The hotel is set in the heart of the Beverly Hills residential area. All guestrooms and suites are stylishly decorated and provide an oasis of serenity. The luxurious spa and swimming pool offer the perfect relaxation remedy after a busy day.

The Standard is centrally located and marked by its unique modern design. Being close both to the major attractions and the business district, you can enjoy the perfect blend of business and pleasure. Choose from the unusually broad spectrum of room categories which amusingly range from ‘medium’ to ‘humungous’ to ‘big penthouse’ and finally ‘bigger penthouse’.

Web

starwoodhotels.com

Web

lermitagebh.com Web

Hotel Palomar Los Angeles – Westwood A stylish boutique hotel offering rooms and several deluxe suites with a stunning panoramic view of the LA skyline. The establishment offers a personal touch, inviting guests to begin each evening with a glass of wine in the lobby living room.

Web

hotelpalomar-lawestwood.com

standardhotels.com

Sunset Tower

Omni Hotel

This high-class hotel represents a stunning piece of 1920s-architecture. The hotel has hosted many a famous name and can be found on the world-renown Sunset Boulevard. Staying here you really capture the vivacity of Los Angeles.

Rooms are designed in classical style.

Enjoy the luxurious facilities at this 17-story hotel situated near the cultural and business centre of LA. The 453 guest rooms feature high-speed wireless Internet access and work desks with data port/modem hook-up. Take a dip in the outdoor pool or savour a drink and cigar at the Hotel’s Noé Bar.

Web

sunsettowerhotel.com

Web

omnihotels.com

85

Trip Tip: LOS ANGELES Located on the southern slopes of Mount Hollywood, the Griffith Park Observatory has one of the most amazing views of Los Angeles.

From the Observatory grounds you can get a good view of the famous Hollywood sign or take one of the walking trails that meander through the local area.

Opened in 1935, the Observatory was only the third to be established in the US. It now provides information on astronomy and related sciences, and contains a planetarium where you can enjoy an incredible laser and light show set to music.

www.signatureflight.com

The Griffith Park Observatory offers one of the most amazing views of Los Angeles

86 MAGAZINE

Top Conference Facilities

Los Angeles Convention Centre (LACC) The impressive modern glass-and-steel LACC offers a range of exhibition halls and meeting spaces. It is a popular venue for all manner and size of event due to its central location and the excellent on-site services.

Web

lacclink.com

Davidson Continuing Education Conference Center (DCECC) Located on the campus of the University of Southern California, DCECC is an ideal choice for executive meetings. It offers state-of-the-art facilities including ergonomically designed seating and tables; boardroom; motorised screens with built-in white boards; multiple phone lines and more.

Web

continuingeducation.usc.edu

Pacific Palms Hotel & Conference Center Certified by the International Association of Conference Centres, Pacific Palms Conference Centre is a 25-minute drive from downtown LA and strategically situated between four major airports. The 4,000 square metres of conference space includes 28 meeting and breakout rooms, a business centre, a technology café, and the magnificent 1,000 square metre Majestic Ballroom.

Web

pacificpalmsresort.com

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FC Picks for a Power Lunch or Dinner

Almost every cuisine on earth can be found in LA so you will not find it difficult to find a place that will cater to your cravings. For more popular establishments make a reservation, or you will find yourself waiting on the street or at the bar with the hoi polloi.

Jar

Providence

Located on Beverly Boulevard, Jar’s doors were opened in 2001 by Chef Suzanne Tracht who serves classical American food with her own contemporary twist. With its stylish interior and calm atmosphere, the restaurant is ideal for corporate dining.

Valet parking is available.

Providence’s pleasant yet sober interior puts the spotlight on the food. Known for its seafood, dishes are created with care to allow the flavours to perfectly complement each other. There is an extensive choice of wines to complete the experience at this two-star Michelin restaurant. Reservations are recommended.

Web

thejar.com Web

Osteria Mozza Mario Batali’s Italian restaurant in the heart of LA is well known among local trendsetters, so reservations are essential. Sit in the public area that reflects LA’s cosmopolitan spirit or invite up to 30 guests to dine privately in the elegant Primo Ministro Room.

Web

mozza-la.com

providencela.com

Delmonico’s Steak and Lobster House Decorated in 1920s style, featuring striking green and black tiling, this restaurant is famous for its steak and the wide variety of lobster dishes.

Fifteen private seating booths provide the perfect opportunity for a discrete business dinner.

Web

delmonicossteakandlobsterhouse.com

FC Picks for a Post-Meeting Drink

Mingle with the LA elite and immerse yourself in the city’s bustling nightlife at The Standard Rooftop Bar. Here you can enjoy wonderful skyscraper views with a glass of champagne or refreshing Belgian beer in hand. Wine lovers should visit Covell – you will be overwhelmed by the fabulous selection on offer. If you are more of a whisky and cigar type, head to the sophisticated setting of Seven Grand. You may be lucky enough to catch one of their occasional jazz performances.

Lucques Lucques can be found near Melrose Place, West Hollywood. The area is famous for its fashionable restaurants of which Lucques is a prime example. The environment is sophisticated but lively and the French-Mediterranean cuisine flavoursome.

Web

lucques.com

Almost every cuisine on earth can be found in LA

88 MAGAZINE

FlyCorporate Distribution Partners FlyCorporate can be found in the following lounges across EMEA and Asia. If you would like to distribute FC in your lounge or on your aircraft, please contact info@flycorporate.com

Asia and Africa

Silkway Business Aviation Azerbaijan

Universal Singapore Airport Services Pte. Ltd. Singapore

Jet Aviation Business Jets Hong Kong Hong Kong

Libyan Handling Libya

Airline Supervisors Experts Morocco

Europe

Tyrolean Jet Services Austria

Euro Ops International France

Service People GmbH Germany

Abelag (EBAW) Belgium

French Aviation Handling France

AVIATRAX S.A. Luxembourg

Abelag (EBBR) Belgium

Landmark Aviation France

Southair Suðurflug Iceland

Abelag (EBKT) Belgium

Master Jet France

Landmark Aviation Iceland

Flying Service Belgium

Verspieren Aviation France

Universal Aviation Ireland Ireland

Euro Jet Intercontinental Ltd. Czech Republic

BAS Berlin Aviation Service GmbH Germany

Aeroport Villanova d’Albenga Italy

Aeroport Cannes Mandelieu France

CAS Cologne Aviation Service GmbH Germany

ARGOS VIP Private Handling Italy

Aéroport d’Ancenis France

DAS Düsseldorf Aviation Service GmbH Germany

ATA Ali Trasporti Aeri Italy

Aeroport d’Avignon France Aeroport Du Touquet Cote d’Opale France Aeroport International de Limoges France Aéroport International du Castellet France Aeroport Lyon Bron France Aviaxess France

Ebas International Germany ExecuJet Germany Germany FAI rent a jet AG Germany FAS Frankfurt Aviation Service GmbH Germany Fraport Executive Aviation Germany Lufthansa Bombardier Aviation Services GmbH Germany

Excel Handling Poland Aeronorte Transportes Portugal ION Tiriac Air Romania VIPPORT Vnukovo 3 Moscow Russia Ocean Sky Corporate Ltd Scotland Executive Airlines - Area VIP S.L Spain

89

Executive Airlines, SL Spain

Jet Aviation Business Jets AG Switzerland

Flight Safety International United Kingdom

Tag Aviation Espana S.L. Spain

Swiss Business Airports Switzerland

Jet Aviation (UK) Ltd United Kingdom

Universal Aviation Spain Spain

KLM Jet Center - Amsterdam the Netherlands

London Biggin Hill Airport United Kingdom

Air Service Basel GmbH Switzerland

KLM Jet Center - Rotterdam the Netherlands

London City Airport Jet Centre, Ltd. United Kingdom

Comlux Aviation AG Switzerland

Celebi Ground Handling Turkey

Marshall Airport United Kingdom

Comlux Management Switzerland

Gözen Havacılık ve Ticaret A.Ş.

Turkey

Oxford Airport United Kingdom

Coreb Switzerland

SIM AIR SERVICES Turkey

SaxonAir United Kingdom

ExecuJet Europe AG Zurich Switzerland

AirWinton United Kingdom

Signature Flight Support United Kingdom

Global Jet Concept Switzerland

CAE Simuflite UK United Kingdom

TAG Farnborough Airport Ltd United Kingdom

Laufer Aviation-Ghi. Ltd. Israel

Imperial Jet Lebanon

Helicon Aeronautics Ltd U.A.E.

Arab Wings Jordan

Executive Flight Centre - Dubai U.A.E.

JetEx Flight Support U.A.E.

Cedar Jet Center Lebanon

Hadid Int. Aviation Services U.A.E.

United Aviation Services U.A.E.

Skycharter Ltd. Canada

Avitat Westchester United States

GE Aviation United States

Aero Toy Store United States

Business Air United States

Landmark Aviation United States

AMSTAT, Inc United States

Eagle Aviation Inc United States

ARG/US United States

Middle East

Executive Aircraft Services Lebanon

North America

Avfuel Corporation United States

90 MAGAZINE

On the Horizon...

Issue 10 of FlyCorporate EMEA & Asia

Available 12 April

• Focus: BizAv China • Aircraft Leasing • Aircraft Sales • Landings: Macau Extra distribution at: • Shanghai International Business Aviation Show (SIBAS 2011) • AERO Friedrichshafen 2011

Issue 11 of FlyCorporate EMEA & Asia

Available 16 May

• Focus: BizAv Central & Eastern Europe • Cabin Textiles • Cabin Electronics • Landings: Shannon Extra distribution at: • European Business Aviation Convention & Exhibition (EBACE 2011) • Paris Airshow 2011

Photo courtesy of Cessna Aircraft Company

91

MEBA 2010

where business shines The Middle East’s premier business aviation event

07-09 DECEMBER 2010

DUBAI, UNITED ARAB EMIRATES www.meba.aero

Organised on behalf of:

92 MAGAZINE

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