BizAvIndia 3/2023 - Supplement to SP's Aviation

BizAvIndia

QATAR EXECUTIVE

A PIONEER IN BLENDING THE AIRLINE & BUSINESS AVIATION

ON THE COVER:

Airlines around the world have been working to elevate the level of premium travellers. Some of the airlines have gone ahead to have their own privation aviation arm to offer the best of the services to their customers.

Qatar Executive, part of Qatar Airways group is one of such examples which boasts of their fleet that includes the latest Gulfstream 650ER.

Cover Photograph: Qatar Airways / Facebook

Embracing Change for Growth

BY SANJAY JULKA, CEO TECHNICAL, AR AIRWAYS

PAGE 8

Elevating Premium Travel BY SUDHIR

RAJESHIRKE

Wings of Triumph: Gulfstream’s Odyssey BY AYUSHEE

CHAUDHARY

Move Towards All-Synthetic SAF COURTESY NBAA

PUBLISHER AND EDITOR-IN-CHIEF

Jayant Baranwal

DEPUTY MANAGING EDITOR

Neetu Dhulia

PRINCIPAL CORRESPONDENT

Ayushee Chaudhary

BAOA MANAGEMENT

Ajay Shah

President, BAOA

Group Captain R.K. Bali (Retd), Managing Director, BAOA

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Jayant Baranwal

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FROM

In the ever-evolving realm of aviation, growth is not just an ambition, it is a necessity. It is imperative to navigate the new horizons in business and general aviation and explore the critical factors driving progress within the industry, like policy initiatives, technological innovations, and their effective implementation.

Dear Reader,

While the peak of its potential is yet to be reached, the business aviation sector in India remains resolute in its pursuit of excellence. Ajay Shah, President of BAOA, underscores the Association’s unwavering commitment to advocating for safety, efficiency, and sustainability in business aviation. Listing some specific concerns that BAOA is currently handling, he ensures that BAOA continues to be a steadfast advocate for Business and General Aviation operators, making sure that their voices resonate in regulatory arenas and industry advancements.

Through his article, “Embracing Change for Growth,” Sanjay Julka delves into the ongoing golden age of the aviation industry, aptly underlining the critical verticals of aviation and emphasising the need for meticulous infrastructural and institutional planning and execution to fuel the industry’s growth. He states the need to exploit technology and that the Indian Aviation regulators need to be proactive and make prompt decisions that are believed to be in the national interest.

Sudhir Rajeshirke talks about the airlines’ efforts to enhance premium travel. He spotlights airlines’ pursuit of enhancing the first and business-class customer experience, approaching bespoke levels. At the same time, he draws attention to an existing service gap, especially when an international premium customer is transferred to a regional airline. He shares a couple of business models that airlines can utilise to fill this service gap. He also lists some aspects of the business that need to be carefully considered for successful operations including seamless booking integration, charter options, service quality, operational integration, etc.

This edition also highlights the journey of Gulfstream Aerospace, which has created a legacy that the world aerospace companies can look up to. An article by Ayushee Chaudhary charts the history, present, and future of Gulfstream outlining its timeline that resonates with milestones, reflecting an unwavering commitment to innovation, customer service, and sustainability within the business aviation realm. Gulfstream is where the harmonious blend of luxury, sustainability, and cutting-edge technology unfolds.

On sustainability, this issue of BizAvIndia sheds light on All-Synthetic SAF. The transition to synthetic SAF and ongoing efforts to bolster production capacity promise a greener, cleaner aviation landscape. In the midst of all these transformative changes, we also contemplate the future of pilot hiring through a different lens. With shortages expected to persist, flight departments need to adopt a more proactive approach in identifying and nurturing the talents that will steer the industry forward.

All this and more in this issue of BizAvIndia. Welcome aboard and we wish you many happy landings!

J. Baranwal Editor-in-Chief

PRESIDENT

BUSINESS AIRCRAFT OPERATORS ASSOCIATION

Dear Members,

BAOA stands committed to promoting safety, efficiency and sustainability in business aviation. The association continues to advocate for the interests of BA/GA operators ensuring that our voices are heard in regulatory matters and industry developments. Some of the matters presently being pursued actively are as under:

l Focussed discussions with the Ministry of Civil Aviation continue on fractional ownership wherein final directions are expected soon.

l A case has been taken up with the MHA regarding grant of Security Clearance for change in Board of Directors for privately registered aircrafts operated by Indian Corporate houses wherein it has been requested to review the existing process so that security clearance is granted in a timely manner and examine the feasibility of grant of ex post facto sanction in case of unforeseen situations of change in Directors.

l Meetings were held with senior officials of DIAL to address the issue of denial of parking to larger business jets wherein it has been agreed that under normal circumstances, 2-3 parking slots for Business Jets would be kept reserved at GA Terminal. BAOA members may coordinate directly with the Chief Commercial Officer, DIAL when faced with unforeseen difficulties for parking of their larger jets.

l At the International level, BAOA has been actively involved in pushing for the amendment in Annex 19(SMS) of ICAO. BAOA has proposed for underlining the importance of flexibility and performance-based approach in SARPs. We are working with IBAC to ensure the amended Annex 19 of ICAO does not interpret the ‘size and complexity’ in any way to make GA/BA operations cumbersome and more complicated. We are aiming to enforce the notion of proportionality in rule making and therefore in surveillance as well. BAOA plans to organise a separate session on Annex 19 of ICAO during our forthcoming BizAv India conference at Hyderabad on January 17, 2024.

BAOA will continue to pursue sustainability initiatives and advocate for fair regulations. Our commitment to safety will remain paramount as we believe that a safe industry is a strong and prosperous one. We encourage all members to actively engage and share your ideas with BAOA. Your involvement is essential to our collective success.

Fly safe.

Jai Hind!

Thanks & Regards

Ajay Shah President, BAOA.

Embracing Change for Growth

BY SANJAY JULKA CEO TECHNICAL, AR AIRWAYS

THE INDIAN ECONOMY AND aviation industry are currently going through the Golden Age. A social media viral post shows the aviation industry is one of the top ten things growing in India. Following phrases and figures have been floating around in various publications over the last year:

l Indian aviation growth is anticipated to be 6.3 per cent CAGR over the next 20 years, compared to 4.9 per cent for the rest of Asia (Airbus Forecast Global Market 2022-2041). More than 100 aircraft per year are expected to be added to India’s inventory.

l The third largest domestic civil aviation market in the world (IATA DD5).

l India's location favours the growth of a big aviation hub: 50 per cent of the world's population lives within a 6-hour travel time, and 65 per cent of the population does so within a 10-hour flight time (IATA DD5).

l Approximately 90 registration/deregistration entries of Business aircraft were registered in 2021 and 2022 as opposed to 40 and 35 respectively in 2020 and 2021 (dgca.nic.in).

l There are more than 10,000 Business Jets for 600 Billionaires in the US. India is home to 132 Business Jets for about 166 billionaires. An average of 34 Billionaires are added to the list each year. India thus has to move from 132 Business Jets to even beyond 10,000 Business Jets.

l The number of operational airports has increased from 74 (in 2014) to 140 (in 2022) since the UDAN system was implemented, including 31 international airports. Within the next five years, this number will reach more than 200.

l The MRO sector is predicted to experience the biggest growth globally.

l The value of the aviation leasing market is $290 billion. Leasing accounts for over 80 per cent of Indian airlines fleet. Given that the order book is getting close to four figures, the government intends to keep generating money from leasing in India. The government as a result has established GIFT city leasing. Such mammoth growth would require infrastructural and institutional support, of the magnitude that has never been witnessed before. Each of the following verticals of aviation would need to be planned and implemented meticulously:

l Pilots

l Engineers

l Managers

l Airports, parking spaces and hangars

l Training Infrastructure

l MROs

l Paint and Interior hangars

l Regulators

l Colleges

l FBOs

l Handling Agencies

l Above all, a Competitive Aviation Tax and regulatory environment, comparable, if not better than the world.

THE IMPORTANCE OF TAX AND REGULATORY ENVIRONMENT

The above growth would be largely determined by the environment. We need changes, ideally disruptive changes, to surpass our goals. We must at the very least adapt to international best practices. Since the FAA has the best aviation understanding and is the industry leader in aviation, one would personally advise adhering to FAA policies. At the very least, our policies should be in line with EASA if not FAA.

GIFT CITY: THE NEW HUB FOR INDIAN AIRCRAFT LEASING AND FINANCING

RECOGNISING IMPEDIMENTS IN THE ENVIRONMENT

There are numerous growth barriers that India needs to solve immediately. From more than two decades, these have been existing, noticed, discussed, debated and put under the carpet. Now, these impediments must be removed. Otherwise, the above opportunity would be lost. Aviation being a communication industry, an opportunity lost in Aviation has a spiral effect on the economy of the country.

l Customs Duty on Private Aircraft: There was a period when the Business Aircraft Operator’s Association (BAOA) every year, approached Ministry of Civil Aviation (MOCA), who in turn approached the Ministry of Finance, to seek that this tax be removed, since it obviously impeded the expansion of Business Aviation in India. BAOA highlighted the amount of money lost as a result of this retrogressive tax, in its first industry report in 2016. The amount contributed to GDP as a result of fewer private aircraft inducted into India, far surpassed the amount collected by the government in customs tax on private aircraft. Successive governments have been turning a blind eye to this monstrous tax in order to avoid appearing to be favoring the uber rich.

The aviation industry is a communication industry. You put Business Aviation on the ground first, and then you build an industry around it. First comes a small business plane, then a larger business plane, then the small commuter plane and finally the large commuter plane. The town progressed as Aviation evolved in Raigarh, India. This is how a village grows into a town, towns grow into cities, and cities grow into metropolises. That is how the economy expands and how India would rise to third place in the world economy. The example of Raigarh or other towns like Wichita in USA, must be explained to the nation, paving the way for India's tax and regulatory environment to be comparable, if not better, than that of the developed world.

l Fractional Ownership: In USA and Europe, an individual can purchase even a 1/16th stake of an airplane. Fractional ownership facil-

MRO GROWTH

COLLABORATIVE RULE MAKING

HELIPADS

STAKEHOLDERS

RCS

SUBSIDY

POLICY FOR GA/BA

NATIONAL CIVIL AVIATION POLICY

SEPARATE REGULATIONS

DEDICATED AIRPORTS

QUALITY GROUND HANDLING

itates the maximum usage of a capital asset, in this case an aircraft. The government would have to make some bold decisions regarding the owner-operator idea, i.e. approve having a separate owner of a business aircraft and a separate operator, in order to introduce this to India. In order to reap the best dividends from this concept, for another reason, the government must abolish customs duty on all aircraft.

l Other Taxes in Aviation: Unlike other industries, Indian Aviation competes with airlines from surrounding nations. Therefore taxes and regulations in aviation, have a much higher impact on ‘foreign competition’. Consider that your washing machine needs to be repaired. It would not be practical to send the washing machine abroad for repairs, regardless of the GST and taxes charged in India. On the other hand, due to the ability of aircraft to fly internationally, Indian aircraft can easily fly abroad for maintenance or a foreign aircraft can easily fly in and pick up Indian pax. At times, it is less expensive to charter an airplane out of Dubai (where fuel is more affordable) and fly it into India and then leave for abroad than it is to hire an aircraft based in India. Using the same analogy, the aviation MRO sector has been able to impress upon the Government and has got the GST on foreign aircraft repair or on parts imported into India, exempted. The Same principle needs to be followed for all other verticals of aviation.

l Crew Having More Flight Time Requirements than other Nations: In India, if an experienced pilot decides to switch to a new type of aircraft, he does his type training on simulator,

come back to India, then fly approx 100 hours with an instructor, and only after this does he get to fly as pilot in command of the new type of aircraft. The FAA and EASA do not mandate these 100h, and the pilot is regarded as competent as soon as the type training for the new type is finished on the simulator. If 100 aircraft are going to be added to India each year and 100 pilots are to retire, there would be two seasoned and experienced captains in the cockpit for 20,000 hours of flight time each year. In contrast to this, in developed countries the aircraft would be piloted for 20,000 hours by one experienced captain and one less experienced co-pilot. This anomaly needs to be removed. A wasteful and a cautious approach would create shortage of pilots and foreign pilots would need to be inducted. Besides increasing cost of operations, induction of foreign pilots is often found detrimental to flight safety.

l Dual Captaincy: All over the Business Aviation world of developed nations, there is a practice of a pilot flying two to three different type of aircraft. The DGCA also permits dual captaincy, but because of its excessive caution, barely approves this. In some charter businesses and private airlines, the pilots fly barely 200 hours a year, although their best use would be about 1,000 hours a year. As explained in the previous paragraph, the significant underutilisation of pilots leads to pilot shortages and related effects. Thus, it is necessary to promote dual captaincy without inhibitions.

l 18-Year-Old Minimum Age to Import Aircraft: The FAA, EASA, and several advanced registries do not maintain an 18-year mini-

IT IS TIME FOR INDIAN AVIATION REGULATORS TO BOOST GA AND BA INDUSTRY IN INDIA

REGULAR CONSULTATION PROCESS

ONLINE SLOT ALLOTMENT

RATIONALISING AIRPORT CHARGES

POLICY REFORMS

mum age restriction for aircraft import. This is due to the aircraft's design, which allows it to sustain pressure cycles sometimes equal to 50 years of operation. In India, we forbid the induction of aircraft that are older than 18 years. Businesses gets affected. Entrepreneurship in aviation is impacted. Growth is hampered. If we are not discarding existing aircraft in the country that are older than 18 years, then there is no logical reasoning to keep this restriction.

l The Helicopter Industry is Grossly Underutilised: State of Alaska alone has 9,000 helicopters. In contrast, India as a whole have about 275 civil helicopters. Helicopters are versatile vehicles. In addition to passenger transport, they can be used for a wide range of tasks such as rescue operations, law enforcement, heavy lift missions, power line repair, helitourism, off-shore oil rigs, photography, surveys, and more. India requires help from the State Governments to build helipads across the state and to fund the hours and underwrite seats for medical or emergency relief operations or for promoting any of the roles described above. Under utilisation of the helicopter's next-generation avionics and instrumentation is a further issue that needs to be addressed. The fundamental reason for which helicopters are created is defeated by our antiquated night flight regulations for helicopters and our insistence on Heli runways for IFR operations.

l Filing of Differences in ICAO: We are reluctant to use this provision; instead, we enforce ICAO directives verbatim without considering how they might hinder the development of aviation in the country. Many developed countries regularly submit these differences because the ICAO allows for such filing. Insisting on FDR Type 1A for aircraft being imported into India is an illustration of this. While the developed nation filed differences and adopted this as a prospective requirement on aircraft being manufactured, India adopted this verbatim insisted on retro fitment of FDRs on existing aircraft, despite this being a prohibitively expensive and sometimes very complex modification. This has stalled the induction of some lightweight aircraft into the country totally or created difficulties for the same.

l The RBI's Restrictions to Remit Money Overseas: While the rest of the world uses credit cards and fast bank transfers for payments, our regulations call for RBI permission prior to remitting foreign exchange abroad. Often this permission is given only after the DGCA gives permission or other pre-requisites are fulfilled. Good market transactions are consequently lost, which has a negative impact on businesses.

l Fully Signatory to Cape Town Convention: The government did a good job by setting up GIFT city finance provisions to promote aircraft leasing. However, recently, lessors were unable to repossess their aircraft from Go Air and Spice Jet. This has discouraged lessors from leasing into India. Aircraft leasing in India is destined to suffer until the conditions of lessee failure are aligned to the world standard practice or developed country practice, i.e., in favour of lessors. India therefore needs to be a full signatory to the Cape Town Convention.

l Boost in the MRO Sector: We must stop the money from leaving the nation. While starting to manufacture aircraft in India will bring about a significant transformation, we must at least make sure that the foreign remittance in aviation MRO is decreased.

India would need to have capable workshops equipped to handle component design, engineering, major repair, and overhaul of components. Establishing a requirement that OEMs construct a base workshop in India and hire and train local labour before introducing any new aircraft into the nation is an excellent strategy to ensure this. Even otherwise, the government must hold hands with businessmen who want to invest in MRO by negotiating with OEMs and obtain the capabilities desired by these investors.

ARE THESE IMPEDIMENTS DIFFICULT TO BE REMOVED?

Above changes are a justified ask by the airline operators and other stake holders. These are all followed by developed nations. The Government has been maintaining a standard, non-committal response for more than a decade that ‘Indian flying conditions are not yet ready for a change’ and would begin comparing data with developing nations rather than developed countries. So, what exactly are these Indian flying conditions? Unfortunately, no one has been able to specify or point them out. And, if we don't know these conditions that prevail, how will we know when they no longer exist? Here are some facts that imply that there are no such India specific conditions that justify maintaining these antiquated restrictions that impede progress:

l According to recent ICAO and FAA flight safety ratings, Indian performance has been very good. India has some of the lowest rates of accidents and incidents worldwide.

l Indians are in top positions all across the world, with some even being Prime Ministers and some running for President of Developed Nations. If they are doing this in such large numbers, how can we dismiss caliber of Indians in India?

l In USA, the top notch or the cream of a batch does not become a pilot. Invariably the pilots in US are paid much below what the top notch of a batch are paid. In contrast, our pilots and Engineers are paid as much as the top notch. So, if Indians are competent (last Para) and amongst them, if the top notches are pilots and engineers, then what is creating the fear of failure?

l We have risen to fifth place in the economies of the world, after dislodging some of Europe's most advanced nations. So, at the very least, our limits today should not be more stringent than those imposed by the four nations above us.

l At the forefront of affairs is a very youthful and active minister. We will never be able to implement world-class techniques if we do not do it now. Time has come for the Regulators to believe in change and face these growth challenges head on.

CONCLUSION

No Venture, no gain! Success will not come if we are afraid of failure. Similarly, Indian Aviation regulators need to be proactive and take prompt decisions that are believed to be in national interest. These highly required changes should not be questioned as long as the regulations match those of the United States or the European Union. The system would always have some spoilers. Strong laws must be used to deal with them. Exploit technology. Have the harshest penalties for noncompliance and violations of flight safety. Operators do not want the regulator to be lenient on them. They only want decision-makers to provide the best tax and regulatory environment so as to keep pace with the world, if not outpace them. BAI

HAVE ZERO TOLERANCE FOR SAFETY VIOLATIONS WITH THE HARSHEST PENALTIES FOR NONCOMPLIANCE

Elevating Premium Travel

BY SUDHIR RAJESHIRKE

AIRLINES, ESPECIALLY THE FULL service ones, are constantly seeking to innovate themselves by providing value added services to the upper end of their customer segments i.e. the first and the business class passengers. As a thumb rule, airlines cover their operating costs by selling economy class seats and make margins on the business and

Airlines are redefining Premium Travel with seamless exclusive Air Charters

first class seats. Product and service differentiation therefore becomes very critical to attracting premium passengers. Airlines are therefore constantly pushing the envelope to enhance first and business class customer experience by providing almost close to bespoke experiences.

However, a key service gap exists today. First and business class passengers prefer continual high end travel experience. This

LEADING AIRLINES, LIKE QATAR AIRWAYS, PRIORITISE ASPECTS LIKE DIVERSE CHARTER OPTIONS AND FULL COMMITMENT TO PROVIDING A FLAWLESS TRAVEL EXPERIENCE TO THEIR PREMIUM CUSTOMERS

experience usually breaks when such passengers transfer from a long-haul premium airline and transfer to a regional airline towards their final destination, to a tier 2 or tier 3 city where airlines cannot provide such premium services. Thus, the premium passengers alighting from their first or business class suites are often huddled into a regional jet with cramped economy class configuration when traveling to their next destinations.

Therefore, a fast emerging business model to fill this service gap is needed for an airline to provide air charter services to seamlessly connect their international premium passengers to their onward destinations while providing a bespoke air travel experience. Airlines have engaged in various business models to integrate their airline-charter operations.

The first model is having an in-house fleet of business aircraft. Qatar Airways has a business jet subsidiary Qatar Executive which has its own fleet of Gulfstream and Bombardier business jets. Qatar is able to provide ultimate luxury experience at the highest level by providing a personalised experience wherein a first or business class passenger can seamlessly transfer, say from a long distance Qatar Airways flight, to a Qatar Executive charter flight and continue her onward journey towards a destination where commercial airline services may not be available.

Qatar has gone further and has invested in JetSuite, USA and will use their charter or shuttle services to connect their

hub passengers onwards to their regional North American cities. This model requires an airline to carefully choose a charter services partner which can provide the same or equivalent level of service quality.

Second model is for an airline to engage into a joint venture with an air charter services company. This model has been followed by ANA and Sojitz. Under this model, these two companies will create a subsidiary company. ANA has tied up with Honda Aircraft Company to use HondaJet for its charter service operations. In this model ANA will use its extensive network and reservation systems to carry passengers from Japan through long distance scheduled services and will use a fleet of HondaJets based in Europe and North America to connect its hub passengers to regional cities. Sojitz, a leading business aviation company in Japan will provide charter operations expertise to the venture.

As airline and charter service providers partner in various forms, the following five aspects of the business need to be carefully considered for successful operations:

l Seamless booking integration: The booking, whether online or whether through travel agents, especially for target customers who are first or business class travelers, should be seamless. The option to book an air charter service for onward connecting flight from the hub destination of the airline should be integrated within the airline’s booking system or the travel agents’ GDS system.

AIRLINES ARE REVOLUTIONISING PREMIUM TRAVEL BY SEAMLESSLY CONNECTING INTERNATIONAL PREMIUM PASSENGERS TO THEIR ONWARD DESTINATIONS WITH BESPOKE AIR CHARTER SERVICES, FILLING A CRUCIAL SERVICE GAP IN THE INDUSTRY

DELTA PRIVATE JETS AND WHEELS UP HAVE COMBINED TO CREATE ONE OF THE WORLD'S LARGEST FLEET OF NEARLY 200 PRIVATE AIRCRAFT

CHARTER CONNECT OF LEADING AIRLINES

Qatar Executive: Qatar Executive is the private jet charter division of Qatar Airways Group. Headquartered at Doha International Airport, luxury jet services are available for worldwide charter on board the operator’s wholly-owned business jet fleet. Enhancing the comfort and well-being of their passengers throughout their journey is paramount. Thus, Qatar Executive has introduced a new Air Ionisation System on its state-of-theart G650ER aircraft. Qatar Executive continues to adopt and introduce meticulous on-board safety measures which offer an unparalleled private jet experience each time.

Aircraft: Gulfstream G650ER, Bombardier Global 5000, Airbus ACJ BAI

ANA Business Jet: In 2018, ANA and Sojitz, announced that together they will establish a new company offering charter flights by private jet, ANA Business Jet Co., Ltd. The new company offers passengers direct flights from Japan and also flights connecting to scheduled ANA services mainly bound for North America and Europe. The service drastically shorten travel time and allow passengers to travel in comfort and with privacy. Utilising the strength of ANA’s global network and Sojitz’s expertise in travel by private jet, the two companies offer a new and enhanced traveling experience to its passengers.

Aircraft: Bombardier Global 6000, Gulfstream G650, Dassault Falcon 7X, Bombardier Challenger 350, Gulfstream G280, Dassault Falcon 2000, Honda Jet, Citation Mustang, Embraer Phenom 300, Bombardier Learjet 75 BAI

Wheels Up: In January 2020, Wheels Up, the leading brand in private aviation, and Delta Air Lines closed on their previously announced groundbreaking transaction and partnership agreement. The closing officially combined Delta Private Jets (DPJ) with Wheels Up creating one of the world’s largest owned and managed fleets of nearly 200 private aircraft, ranging from the King Air 350i to large-cabin jets. With this expanded private fleet and access to Delta’s global network, Wheels Up is strategically positioned to fulfill every travel need of its members and customers.

Aircraft: King Air 350i, Citation Excel/XLS, Citation X, Citation Encore+, Citation CJ3+, Hawker 400XP, Dassault Falcon 2000, Bombardier Challenger 604, Gulfstream GIV-SP, Gulfstream G450 BAI

Saudia Private Aviation: Saudia Private Aviation (SPA), a subsidiary of the Saudia Group is a leading provider of luxury aviation and ground handling services. It has achieved the second phase of the International Business Aircraft Handling (IS-BAH) certification. This standardisation is designed to enhance the safety and efficiency of business and ground-handling service providers for General Aviation, and contributes to the implementation of industry best practices to meet or exceed customer expectations. In line with the Kingdom’s Vision 2030, Saudia Private Aviation continues to lead the way in providing integrated services, and for Saudi Arabia to be a global hub in the business aviation industry. BAI

Emirates Executive: Whether you're travelling with colleagues or with family, Emirates Executive will take their exceptional service to the highest level to fly you around the world. Fly up to 19 guests in the utmost comfort of their customised A319 aircraft with the flexibility of private jet travel. Reach destinations within an eight-hour non-stop flight from your chosen departure airport. With Emirates Executive, you have the highest standard of world-class service on your private flight with multilingual cabin crew available at your convenience.

Aircraft: ACJ 319 BAI

PHOTOGRAPHS: Qatar Executive, Wikimedia

Kentaro Iemoto, WheelsUp

X, EBACE, Emirates Executive

l Charter options: The airline should develop partnerships to provide options to charter various segments of business aircraft. Premium travelers may not want to hire an entire Gulfstream for their onward journey but may opt for an efficient light or very light jet. The airline should be able to provide aircraft options to its customers.

l Service quality: Airlines can extend the same high quality service provided on their premium service to their in-house charter fleet. However, if an airline has a joint venture or service agreement with a third-party air charter service provider then overseeing the service quality control of the charter operations becomes the responsibility of the airline. For an airline it would be a better option to not provide charter service rather than agitate their premium customers by putting them on a thirdparty charter service which does not deliver on service quality.

l Operational integration: Premium customers pay for charter services for travel convenience and superlative experience. Therefore, airlines will have to tightly integrate their integration with charter operators to provide hassle free travel experience to its customers. For example, for a passenger arriving from a foreign country, the luggage has to be identified and transferred from the airline to the domes-

tic air charter flight, the boarding passes need to be issued for charter flight and a seamless transfer of passenger needs to take place from the airline to the chartered flight while completing the customs formalities. Hence the operational systems of the airline and air charter firm have to be well integrated to provide a seamless transfer and travel experience.

l Key ownership for service quality: The airline is the key customer owner. Hence any issue with regards to pricing or service quality of the air charter services, whether provided by an in-house firm or through an air charter service partner, has to be resolved by the airline. If the airline does not take ownership of customer complaints, then there is a huge risk that the customer may be lost even though the airline may not be at fault.

Hence it is very essential that the airlines extending their services to air charters need to get the experience right for their most premium customers through right partner due diligence and tight operational integration. This model could become the key differentiator for many full service airlines that are constantly trying to distinguish themselves from the hyper competitive airline companies.

Sudhir Rajeshirke is a Business Aviation evangelist and an experienced aviation professional in areas of new ventures and branded products and services.

BY PARTNERING WITH CHARTER SERVICE PROVIDERS OR ESTABLISHING INHOUSE CHARTER FLEETS, AIRLINES LIKE QATAR AIRWAYS AND ANA ARE OFFERING ULTIMATE LUXURY EXPERIENCES, ENSURING PREMIUM TRAVELERS ENJOY UNINTERRUPTED HIGHEND TRAVEL FROM START TO FINISH

PASSENGERS SHOULD BE ABLE TO SEAMLESSLY BOOK THEIR ONWARD CHARTERS THROUGH THE AIRLINE BOOKING SYSTEM

Wings of Triumph: Gulfstream's Odyssey

Gulfstream

 BY AYUSHEE CHAUDHARY

WITH OVER 50 YEARS of expertise, Gulfstream Aerospace Corporation, a dominant force in the business aviation industry, boasts a remarkable history. Established in 1958, Gulfstream has not merely been a manufacturer of aircraft; it has emerged as a trailblazer, a forward-thinking visionary, and an emblem of excellence in business aviation. This narrative chronicles the tale of ambition, innovation, and an unwavering pursuit of perfection. Gulfstream's timeline showcases its evolution, demonstrating its commitment to innovation,

customer service, and sustainability in the world of aviation. It ensures comforting luxury meets sustainability and advanced technology.

HISTORICAL LEGACY

Gulfstream boasts the strongest and the most advanced fleet with an aircraft for every mission. Gulfstream ensures its portfolio is shaping the future of business aviation, building on next-generation technology and specialising to keep pace with the changing customer needs, becoming an investment in the success of BizAv leaders.

Aerospace’s journey is marked by the milestones of continued innovation, conscious sustainability, and visionary forward-thinking

THE EXCLUSIVE G800, THE WORLD'S LONGEST-RANGE BUSINESS AIRCRAFT FROM GULFSTREAM

In 1958, Gulfstream's pioneering journey began when Grumman Aircraft initiated a project to create a business aircraft for executive comfort. The Gulfstream I (GI) introduced the first turboprop business aircraft, laying the foundation for Gulfstream's legacy as an aviation pioneer. In the '60s, Gulfstream introduced jet-powered aircraft, like the GIIB and GII, setting new standards for speed, range, and comfort. The '80s brought the GIV and diversification into the defence sector. The GIII showcased advanced wing design and extended range. In 1997, the Gulfstream V (GV) made history with a nonstop global flight.

The 21st century marked the arrival of the G500 and G550, featuring cutting-edge avionics and luxurious cabins. In 2012, the G650 redefined ultra-long-range travel with its spacious, quiet cabin and impressive speeds. The G650ER extended this legacy. Today, Gulfstream's fleet, including the G280, G700, and G800, revolutionises long-range travel with unmatched speed and comfort, reflecting a journey marked by innovation and excellence in aviation.

1958 – Gulfstream I Takes Flight: In August 1958, Gulfstream Aerospace embarked on its journey with the maiden flight of the Gulfstream I, the world's first purpose-built business aircraft. It boasted turboprop engines, a maximum cruise altitude of 30,000 feet, and a range of 2,000 nautical miles.

1966 – Gulfstream GII: October 1966 marked the debut of the Gulfstream GII, a jet-powered business aircraft that could perform nonstop transatlantic flights, cruising at Mach 0.85.

1968 – Transatlantic Triumph: In May 1968, the Gulfstream GII

SPECIFICATIONS

made history by becoming the first business jet to complete a nonstop flight across the Atlantic Ocean.

1967 – Savannah Relocation: Gulfstream moved its production operations to Savannah, Georgia, in September 1967, enhancing efficiency and infrastructure.

1973 – NASA Shuttle Trainers: NASA acquired two Gulfstream GIIs for training space shuttle crews, modifying them to simulate shuttle landing characteristics.

1979 – Gulfstream GIII: December 1979 saw the introduction of the Gulfstream GIII, offering increased range and a new wing design with winglets.

1985 – Gulfstream GIV Revolutionises: The Gulfstream GIV,

(TOP AND ABOVE) GULFSTREAM, THE MARKET LEADER, HAS REDEFINED INNOVATION AND COMFORT IN BUSINESS AIRCRAFT

taking its first flight on September 19, 1985, redefined business aviation with intercontinental range and advanced avionics.

1995 – Integration Test Facility: Gulfstream inaugurated its first Integration Test Facility (ITF) in February 1995, aiding avionics testing and human-factors analysis.

1995 – Gulfstream GV Ultralong Range: The Gulfstream GV made its debut flight on November 28, 1995, introducing ultralong-range capabilities to business aviation.

1997 – Collier Trophy Recognition: In May 1997, the Gulfstream GV earned the prestigious Robert J. Collier Trophy for advanced design and manufacturing techniques.

EVOLVING TOWARDS EXCELLENCE

1999 – General Dynamics Acquires Gulfstream: In 1999, General Dynamics acquired Gulfstream Aerospace for $5.3 billion, bringing its expertise to the aviation giant and emphasising research and development.

2001 – Galaxy Aerospace Integration: Gulfstream expanded its fleet by acquiring Galaxy Aerospace, introducing midsize aircraft such as the Gulfstream G200 and Gulfstream G100.

2002 – Airborne Product Support Launch: Gulfstream initiated the Airborne Product Support programme, elevating customer support.

2002 – Gulfstream G550 Debut: The Gulfstream G550 made its first flight, setting aviation standards and winning the Robert J. Collier Trophy.

2003 – Gulfstream G450 Inaugural Flight: The Gulfstream G450 took flight, offering superior performance and accommodating up to 19 passengers.

2005 – Gulfstream G150 Introduction: The Gulfstream G150 redefined midsize jets with its spacious cabin, speed, and environmental certification.

2006 – Savannah R&D Center: Gulfstream expanded its Savannah headquarters with the Research and Development Center, a vital part of its growth.

2006 – Supersonic Advancements: Gulfstream's Quiet Spike technology was tested, contributing to research in supersonic flight.

2008 – Synthetic Vision Enhancement: Gulfstream introduced the Synthetic Vision-Primary Flight Display, enhancing pilot safety with artificial views.

2009 – Gulfstream G650 Soars: The Gulfstream G650 took flight, revolutionising business aviation with ultralong range capabilities and advanced features.

2009 – Gulfstream G280 Takes Flight: The Gulfstream G280 set new standards for super-midsize aircraft with intercontinental range and advanced amenities.

2011 – Gulfstream FAST Customer Service: Gulfstream FAST introduced exceptional customer service through airborne product support and mobile teams.

2011 – Biofuels Milestone: The Gulfstream G450 achieved an industry milestone by crossing the Atlantic Ocean using biofuels.

2013 – G650's Record-Setting Journey: The Gulfstream G650 set a world speed record for circumnavigating the globe in just 41 hours and 7 minutes.

2014 – Gulfstream G650ER Extends Range: The Gulfstream G650ER pushed the limits of nonstop travel to 7,500 nautical miles.

2015 – G650 Family FAA Certification: The Gulfstream G650 family received FAA certification for steep approaches, expanding airport access.

THE NEXT GENERATION NAVIGATORS

October 14, 2014 – Airborne Product Support Launch: Gulfstream introduced its Airborne Product Support programme, setting a new standard for customer service.

May 18, 2015 – G500 Inaugural Flight: The Gulfstream G500 marked a technological leap with its maiden flight, boasting the innovative Gulfstream Symmetry Flight Deck and a range of 5,300 nautical miles/9,816 kilometers.

December 17, 2016 – G600 Takes Flight: The Gulfstream G600 redefined innovation, cabin style, and range, flying with a maximum range of 6,600 nautical miles/12,223 kilometers.

July 15, 2018 – G500 World Tour: The G500 completed an impressive world tour,

GULFSTREAM HAS DELIVERED SPECIAL MISSION AIRCRAFT IN 40 PLUS COUNTRIES THAT CAN BE CUSTOMISED INTO FLYING AMBULANCES

GULFSTREAM HAS EARNED NBAA SUSTAINABLE FLIGHT DEPARTMENT ACCREDITATIONS IN ALL FOUR CATEGORIES INCLUDING FLIGHT, OPERATIONS, GROUND SUPPORT, AND INFRASTRUCTURE

covering 1,30,000 nautical miles/2,40,760 kilometers, setting 22 citypair speed records, and demonstrating its reliability.

July 20, 2018 – G500 Earns Certificates: The G500 achieved type certification and production certificates from the FAA on the same day, paving the way for customer deliveries.

September 27, 2018 – G500 Deliveries Commence: Gulfstream delivered the first G500 ahead of schedule, showcasing its commitment to innovation and design.

June 28, 2019 – G600 FAA Certification: The Gulfstream G600 earned both type and production certificates from the FAA, leading to scheduled deliveries.

August 8, 2019 – First G600 Delivery: A US customer received the first G600 delivery, marking a milestone in Gulfstream's aviation legacy.

October 21, 2019 – G700 Announcement: Gulfstream introduced the G700, the industry's flagship, boasting unmatched cabin space, range, and speed.

February 14, 2020 – G700's Maiden Flight: The G700's first flight showcased its spacious cabin, advanced technology, and luxurious features, officially launching its flight-test programme.

October 4, 2021 – Introduction of G400 and G800: Gulfstream expanded its next-generation product line with the G400 and G800, offering customers cutting-edge technology and cabin comfort.

June 28, 2022 – G800's Inaugural Flight: The G800, the industry's longest-range aircraft, completed its first flight, emphasising Gulfstream's commitment to sustainability and performance.

Gulfstream has delivered 200+ special mission aircraft to sup-

port governments and militaries in 40+ countries. It has delivered 10 dedicated and 16 easily converted, highly customised multimission flying ambulances outfitted with advanced life support and surgical equipment. “Patients benefit from the low cabin altitude and freshair, whisper-quiet Gulfstream Cabin Experience,” states Gulfstream.

SHOWCASING SUSTAINABILITY

Gulfstream focuses on sustainability through aircraft, fuel, operations as well as culture. Since 2014, Gulfstream states it has reduced its operational emissions by 18 per cent while growing its facilities more than 30 per cent. It also boasts of its next-generation fleet as the most fuel-efficient in the industry. Gulfstream is leading sustainability efforts in the business aviation industry, recently earning National Business Aviation Association (NBAA) Sustainable Flight Department Accreditations in all four categories including flight, operations, ground support, and infrastructure. This programme recognises Gulfstream's commitment to environmental sustainability, aligning with industry goals for carbon neutrality and net-zero CO2 emissions by 2050. Gulfstream also became the first business aircraft manufacturer to use 100 per cent Sustainable Aviation Fuel (SAF).

The SAF used in testing consists of HEFA and SAK components, offering a sustainable alternative with the potential for an 80 per cent reduction in CO2 emissions compared to conventional jet fuel. Gulfstream has reduced greenhouse gas emissions by 18 per cent since 2014 and operates over 2.2 million square feet of green buildings.

GULFSTREAM HAS SURPASSED 2 MILLION NAUTICAL MILES FLOWN ON SAF BLENDS, REINFORCING ITS LEADERSHIP IN SAF USE

With a diverse fleet, including the G280, G650, G650ER, G400, G500, G600, G700, and G800, Gulfstream continues to invest in innovation. The Gulfstream G700 recently achieved 25 speed records during its world tour, showcasing its impressive performance and spacious cabin. The tour covered 53,882 nautical miles and included notable speed records, reinforcing strong demand for the G700. More recently, Gulfstream also achieved a speed record using SAF with the Gulfstream G700, flying from Savannah to Tokyo at an average speed of Mach 0.89 in 13 hours. This marked the G700's first visit to Japan and demonstrated Gulfstream's commitment to sustainability. Gulfstream has surpassed 2 million nautical miles flown on SAF blends, reinforcing its leadership in SAF use. As part of its sustainability efforts, Gulfstream signed the World Economic Forum's Clean Skies for Tomorrow 2030 Ambition Statement, aiming to make SAF 10 per cent of the global jet aviation fuel supply by 2030. Gulfstream was the first OEM to fly on 100 per cent SAF.

Gulfstream underlines it uses internationally recognised environmental management systems such as ISO 14001 and considers key details, from incorporating advanced robotics into the production

processes to drought-resistant landscaping and energy-saving light, heating, and cooling systems—all with the goal of making its global network of facilities the most energy-efficient in the industry.

The Gulfstream design team curates sustainable interior finishes from around the world. One can choose to complete the aircraft with vegetable-dyed, humanely sourced leathers and leather alternatives, natural fiber fabrics and carpets, countertops with recycled content, and elegant veneers meeting internationally recognised ecological, social, and ethical standards.

FLEET FOR THE FUTURE

Since 2008, Gulfstream has introduced eight new aircraft ensuring its customers “reach the future, faster” and it continues to be a leader in the market.

Gulfstream G800: Fly farther faster in the world’s longest-range business aircraft.

Gulfstream G700: Live life to the fullest in the most spacious, innovative, and flexible cabin in the industry.

Gulfstream G650 and G650ER: Redefine expectations for performance with record-breaking high-speed range.

Gulfstream G600: Leverage tomorrow’s technology today in a sophisticated, award-winning style.

Gulfstream G500: Seize the future of flight powered by ultra-efficient aerodynamic innovations.

Gulfstream G400: Reinvent 21st-century business success with a breakthrough combination of speed, efficiency, and cabin size.

Gulfstream G280: Achieve bold pursuits with trans-Atlantic range and short-field agility.

Gulfstream Aerospace's journey, from its start to its current leading position in the business aviation field, shows us how human creativity and a strong commitment to being the best can make a big impact. They have a long history of coming up with new ideas, a variety of modern planes, and a focus on being environmentally friendly. This sets Gulfstream up to continue making a difference in aviation for many years to come. BAI

THE G700 IS A PRIME EXAMPLE OF GULFSTREAM'S CREATIVITY AND COMMITMENT TO BEING THE BEST AND MAKING AN IMPACT

Move Towards All-Synthetic SAF

Initiatives Drive Production of Neat SAF, Paving the Way for Cleaner Aviation

MULTIPLE INITIATIVES TO SPUR production of Sustainable Aviation Fuel (SAF) will soon lead to greater availability to business aviation operators. Even as today’s SAF blends come into their own, engine manufacturers and airframe OEMs are already looking to the next generation of “neat” SAF, free of all fossil fuels, for aviation use.

WHAT IS SUSTAINABLE AVIATION FUEL?

Sustainable Aviation Fuel (SAF) is a low-carbon synthetic jet fuel that can be used safely in any turbine-powered aircraft. Derived from sustainable feedstocks – including cellulosic biomass, wastes and residues, waste steel mill gases and captured CO₂ – SAF potentially

can reduce lifecycle greenhouse gas (GHG) by up to 80 per cent compared to conventional jet fuel and is considered pivotal to achieving the aviation industry’s goal of a 50 per cent net reduction in CO₂ emissions in 2050.

While the availability of SAF at FBOs around the country continues to grow, additional supply at a competitive price is critical to achieving industry sustainability goals, with a goal of reaching a production capacity of 3 billion gallons by 2030.

Currently, SAF is typically comprised of 30-50 per cent fuel derived from renewable feedstocks, with regular, petroleum-based jet fuel filling the balance. However, testing indicates SAF completely derived from those same feedstocks can be used in jet engines without blending with any petroleum-based jet fuel.

MULTIPLE INITIATIVES ARE SET TO REVOLUTIONISE THE PRODUCTION OF SUSTAINABLE AVIATION FUEL (SAF)

CONTRIBUTION TO ACHIEVING NET ZERO CARBON IN 2050

Expected SAF Required for Net Zero by 2050 (Billion Litres)

Gurhan Andac, Engineering Technical Leader for aviation fuels and additives at GE Aerospace, noted no performance limitations or additional maintenance requirements with neat SAF. “Once we qualify unblended SAF as a drop-in fuel it will be reidentified as ASTM D1655 Jet A/A-1 fuel just as the blends of today; then we’ll be able to utilise SAF’s full sustainability potential,” he said.

“SAF is essential for the decarbonisation of long-range travel,” added Stefan Wriege, Head of External Communications for the Business Aviation unit at Rolls-Royce. “By the end of this year, all our production engines will have proved compatibility with 100 per cent SAF. A few last tests are still outstanding, but we don’t anticipate any surprises.”

On the airframe side, Gulfstream Aerospace was an early adopter of blended SAF in its corporate and flight test operations and has flown its G650 on neat synthetic fuel. “We want to set the stage that today’s aircraft are ready for pure, drop-in SAF,” said company Staff Scientist/Technical Fellow Charles Etter.

SAF USE GAINING TRACTION

Advocates of Sustainable Aviation Fuel (SAF) say the environmentally friendly alternative to conventional Jet A is gaining traction in the business aviation industry, despite its cost and limited availability.

“SAF is finally starting to get some momentum,” says Darryl Young, Director of Trip Support at AEG Fuels and a member of the NBAA Environmental Subcommittee.

In fact, pure SAF – known in the industry as “neat SAF” – has the poten-

tial to reduce lifecycle greenhouse gas emissions by up to 80 per cent compared to conventional jet fuel. Business aviation sees it as a cornerstone of its unified plan to achieve net-zero carbon emissions by 2050.

“It’s the only tangible thing we have right now,” says Erik Dagley, who flies and handles sustainability issues for a California-based global technology company with a fleet of three intercontinental aircraft. “The product is better for the world,” says Dagley. “People who have had no interest before now are interested.”

Virtually identical to Jet A in terms of engine performance, SAF is made from non-petroleum-based renewable feedstocks such as fats, greases and cooking oils.

A Chief Pilot at a large business aviation operator based in the West Coast of US says his company wants “to be contributors toward purchasing more SAF, which ultimately will create demand and drive down the premium per gallon over time.” He says his department typically uploads a 30 per cent SAF blend at its base airport to fuel shuttle flights and pays a premium of $1.50 to $2.00 per gallon to do so. What many may not know is that airports have no way of separating out that true blend for individual uplifts, so operators who aren’t paying for SAF are getting it anyway. “This creates confusion,” he says.

Aircraft OEMs provide their customers with SAF information resources and guidance so “there’s a constant flow of information,” says AEG’s Young. AEG provides support to operators wanting SAF through its trip planning services. Also, the sustainability solutions program 4AIR offers an updated interactive

BUSINESS AVIATION IS SPEARHEADING THE ADOPTION OF SAF, VIEWING IT AS A CORNERSTONE IN THE JOURNEY TOWARDS ACHIEVING NET-ZERO CARBON EMISSIONS BY 2050

map showing airports that offer SAF. Another option for operators wanting to purchase SAF where it’s not available on site is called book-and-claim. Book-and-claim uses a system of credits to essentially allow operators to purchase SAF that’s located somewhere else. For more information, ask about the book and claim option at FBOs.

To give the industry a boost, lawmakers in the US and Europe have passed legislation aimed at increasing SAF production. A US blenders tax credit went into effect last January, making SAF producers eligible for a $1.25 per gallon credit for each gallon of SAF sold. A newly passed law in the European Union mandates that 2 per cent of all fuel delivered to EU airports must be SAF beginning in 2025, rising incrementally to 70 per cent by 2050. Meanwhile, SAF availability is expected to remain challenging until production ramps up. “Demand is there,” says Young. “We just don’t have enough of it to go around.”

ALL-SYNTHETIC SAF

The industry is also looking even further ahead toward paraffinic-only fuels produced from hydroprocessed esters and fatty acids (HEFA-SPK) in unblended form. These fuels are free of aromatics, which help aged nitrile-based engine and fuel system seals expand adequately to prevent leaks, but are also a significant source of particulate pollution.

While most modern aircraft engines now use non-nitrile seals, other components in aircraft fuel systems may require modification to safely use HEFA-SPK fuels. Etter noted positive results in tests conducted by Gulfstream on an unmodi-

fied G650 flown on a 90 per cent HEFA-SPK blend with 10 per cent aromatics added, with no leaks, so the potential is there.

“From an engine maker’s perspective, we would love to have nonaromatic fuels available that burn much cleaner and with much less emissions,” added Frank Moesta, Senior Vice President of Strategy and Future programs for Rolls-Royce. “We are working diligently to identify what measures are necessary to certify (HEFA-SPK fuels) so we can realise these great environmental benefits.”

“Sustainability is a key focus for industry and our company,” added Scott Evans, Gulfstream’s Director for Demonstration & Corporate Flight Operations. “Our role in that effort is to provide resources (to SAF producers) to help open that envelope even larger.”

GE’s Andac emphasised the importance of business aviation remaining at the forefront of such efforts. “Utilising SAF is very doable and is becoming more economically feasible,” he concluded. “I certainly encourage the business aviation segment to continue its adoption of SAF and give the signal to the industry.”

CONCLUSION

The aviation industry's pursuit of Sustainable Aviation Fuel signifies a monumental step towards a more sustainable and environmentally conscious future. The transition to all-synthetic SAF, along with ongoing initiatives to increase production capacity, promises a cleaner, greener aviation landscape. With continued dedication and collaboration, the business aviation sector is poised to lead the way in achieving these essential sustainability goals. BAI

DESPITE COST CONSIDERATIONS, INDUSTRY LEADERS RECOGNISE THAT SAF IS A TANGIBLE AND CRUCIAL STEP TOWARDS A MORE SUSTAINABLE FUTURE FOR AIR TRAVEL

ENGINE MANUFACTURERS AND AIRFRAME OEMS ARE ALREADY EYEING THE NEXT GENERATION OF SAF, KNOWN AS "NEAT" SAF, FREE OF ALL FOSSIL FUELS

Looking at Pilot Hiring Through a New Lens

Hiring strategies in a tight labor market without compromising safety or culture

ATIGHT LABOR MARKET is forcing aviation managers to look at available pilots through a new lens as they re-evaluate hiring criteria without compromising safety.

The ongoing workforce shortage across business aviation may require flight departments to adapt their traditional hiring criteria for pilots with the demands of an evolving

employment landscape, all without compromising safety or company culture. What hasn’t changed are the typical factors pilots look for, including compensation, schedule, job stability and career development opportunities.

“Schedule concerns may often supersede pay with some candidates, particularly for millennials or pilots with families,” said Jeff Poeppelman, chief pilot for NAMC and member of NBAA’s Business

Aviation Management Committee (BAMC). “When interviewing candidates, hiring managers must be able to determine if the role aligns with the candidate’s top priorities.”

Longevity also remains a top consideration, and concern, for aviation managers. “Business aviation flight departments once were considered a destination for pilots,” added Greg Burris, director of aviation at Masco. “Now, we’re a waypoint, and I don’t think our industry has adapted to that yet.”

At the same time, flight departments must not go too far in altering longstanding practices and requirements.

“If you change your hiring criteria, you are also changing your safety management system,” said Bill Riter, aviation manager for Rich Products. “You don’t want to adjust down the caliber of pilot candidates you’re looking for. You still want someone who will not only fill the role, but one who will grow with your operation, not only as a pilot or captain, but also as a person.”

“With hiring so difficult right now, more than ever you’re looking for people who will stick around and hopefully not switch jobs frequently,” said Julia Harrington, lead captain and base manager for Axis Jet and co-vice chair of NBAA’s Young Professionals (YoPro) Council. “That comes down to getting a sense of the candidate’s priorities in the interview process.”

Just as flight departments must vet candidates, managers may also increasingly find the candidates vetting them in return. “Smart pilots want an environment where they’ll enjoy working,” she continued. “They want a good sense of the company culture just as much as you’re trying to determine their priorities and if they’d be a good fit with the pilot group. It’s challenging on both sides of the table.”

CULTURE IS KING

Candidates looking for a long-term opportunity with a flight operation will also be looking at how a company’s culture will be consistent with their needs and provide them with opportunities to grow. “Cultural fit

of the individual is the biggest determinant of the length of their tenure with your company, their satisfaction with their job and the employer’s satisfaction with them,” said Jim Lara, founder and principal at Gray Stone Advisors.

“With the changing times, newer members of the workforce have different expectations than what we may be used to,” Poeppelman added. “It’s extremely important to find out what’s most important to the candidate and what your organisation might be able to offer them.”

Quality of life may take precedence for these younger workers over other considerations, including pay. That can be a double-edged sword for flight departments that are already short-staffed.

“Employers must have sufficient staffing to allow quality of life to happen,” Lara said. “Otherwise, no matter what your intent is, you’re going to overwork people. We’ve found that 15 duty days a month is a realistic expectation; push that to 17-19 days and you will wear people out.”

While flight departments may have an urgent need for new pilots, Harrington cautioned against rushing through the hiring process.

“A one-and-done interview isn’t incredibly helpful in this environment,” she said. “A multi-stage process – a phone interview, followed by an in-person meeting and maybe even a social gathering with other pilots over dinner – is far more beneficial. If you try rushing things, you might hire someone who’s just looking for a type rating before moving on.”

“We get everyone involved in our hiring process – line service, maintenance technicians, schedulers and others,” Riter said. “Having multiple perspectives can make the difference in identifying a good fit for your flight operation. If one person has that gut feeling, it means we need to dig a little deeper. It’s not a foolproof process, but it has worked really well for us.”

Increasingly, pilot candidates also expect to have set, or “hard” days off. “That means that you’re really off,” Lara emphasised. “Now,

A HEALTHY WORK-LIFE BALANCE IS A CRUCIAL FACTOR IN RETAINING PILOTS

the random nature of business aviation can make that difficult, but we’ve started with three hard days off per month and as close to a month’s advance notice as possible so pilots can plan ahead. Most flight departments can make that work.”

NEW APPROACHES AND NEW CONSIDERATIONS

With business aviation flight departments eager to find new talent, and potential hires often having their pick of job opportunities, “the script has flipped a bit,” said Poeppelman. “You really do need to sell yourself as an employer. Your reputation matters, and once that changes it’s very difficult to get it back.

“That said,” he continued, “there are still a lot of great organisations that are extremely selective and offering wonderful career opportunities for the right candidates.”

With hiring shortages expected to continue, flight departments may also need to be more active in finding those candidates. “You cannot wait for folks to apply,” Lara said. “You must leverage your circle of friends and your network and find [pilot candidates]. It’s a search and it’s a struggle, but it’s necessary.”

Burris recommended reaching out to local schools and universities, not only to identify potential candidates but also to raise awareness of the industry. “We work with a local high school aviation group,” he said. “None of the students knew about business aviation when we brought them to our hangar the first time. That told me there’s more we should be doing to educate people about opportunities in our industry.

“It’s tough to battle airlines when it comes to marketing ourselves, especially given the financial incentives being offered right now,” he continued. “There will always be those individuals who want something a little different, though. Not better or worse, just different. And business aviation is a great destination for those pilots.”

Aviation managers may also look to candidates with lower flying time, or those needing to be typed on their fleet of aircraft. “Flight departments have been forced to become nimbler and more flexible,” Harrington said. “You should be willing to wait those extra months it may take to bring the best pilot up to speed with your operation, or while they’re waiting on a training slot.”

“We have changed our lens, so to speak,” Burris agreed. “We look at the complete pilot rather than the logbook. There are some incredible individuals with very low time who may be the perfect fit for the

right flight department, but there’s also a lot that goes into making that happen.”

Riter recommended flight departments also consider their relationship with their training providers. “I must tip my hat to my training officer and chief pilot, who around four years ago made it a priority to build a professional relationship with our two providers,” he said. “We may not get the exact slots we want, but we’re not waiting for months at a time, either.

“It’s clear when it comes to hiring, that we are not out of the woods by any stretch of the imagination,” he concluded. “But that doesn’t mean we should just hire somebody to fill a void or seat. That could ultimately destroy a flight department’s safety culture.” BAI

(TOP) FLIGHT DEPARTMENTS MUST ACTIVELY LEVERAGING NETWORKS TO SEEK OUT POTENTIAL CANDIDATES; (ABOVE) HIRING MANAGERS ARE NOW VALUING THE COMPLETE PILOT OVER LOGBOOK HOURS.

Gulfstream G700 and G800 Engines Earn FAA Certification

Gulfstream announced the all-new Gulfstream G700 and Gulfstream G800 Rolls-Royce Pearl 700 engines have earned Federal Aviation Administration (FAA) certification, bringing the aircraft programme another step closer towards entry into service and customer deliveries.

“We are excited about this latest advancement towards G700 and G800 certification,” said Mark Burns, President, Gulfstream. “The G700 and G800 are introducing new standards for efficiency and performance in the business aviation industry thanks to the combination of Gulfstream aerodynamics and the Pearl 700’s efficiencies. We are seeing great demand for the technology, cabin comfort and ultralong-range capabilities the G700 and G800 will

Embraer and FlightSafety Announce full-flight Simulator

provide our customers.”

The G700 and G800 feature high-speed, aerodynamic Gulfstream wing design as well as an all-new winglet designed for the two new aircraft. Along with the Rolls-Royce Pearl 700 engines, these innovations help reduce fuel consumption and emissions.

The G700 features the most spacious cabin in the industry and can fly 6,650 nautical miles/12,316 kilometers at Mach 0.90 or 7,750 nm/14,353 km at Mach 0.85, and its maximum operating speed of Mach 0.935 makes it the fastest aircraft in the Gulfstream fleet. The G800 can travel 7,000 nm/12,964 km at Mach 0.90 and 8,000 nm/14,816 km at Mach 0.85, the longest range in the business aviation industry. BAI

Textron Aviation and NetJets Sign Fleet Agreement

Embraer and FlightSafety International announced the opening of a new Praetor full-flight simulator in Orlando, Florida. The simulator is already qualified by the Federal Aviation Administration (FAA). Initial training for customers is available this month with the recurrent training scheduled to start in October. Both companies also announced the launch of the fourth Praetor simulator, which will be based in Europe, at a location to be announced at a later date. The new Praetor simulator is planned to start operating by the end of 2024. BAI

Textron Aviation and NetJets announced a record-breaking fleet agreement for the option for NetJets to purchase up to 1,500 additional Cessna Citation business jets over the next 15 years. This agreement extends NetJets’ existing fleet agreement, and includes options for an increasing number of aircraft each year, enabling NetJets to expand its fleet with Cessna Citation Ascend, Citation Latitude and Citation Longitude aircraft. Equally exciting is the announcement that NetJets has been named the fleet launch customer for Textron Aviation’s newest jet — the Citation Ascend. Deliveries of the Citation Ascend are expected to begin in 2025 when the aircraft, currently under development, is expected to enter into service. BAI

Dassault’s Falcon 6X Receives EASA and FAA Certification

The European Aviation Safety Agency (EASA) has issued the type certificate for Dassault’s Falcon 6X, followed by the US Federal Aviation Administration (FAA). These certifications conclude a more than two-year-long test campaign during which 1,500 flight hours were logged worldwide. It is a significant step on the path to entry into service for the Falcon 6X, with the first units undergoing final completion.

“The certification of the Falcon 6X is a remarkable milestone for Dassault Aviation. We would like to recognise the EASA and FAA certification teams for their commitment in this demanding process and our customers for their confidence. The Falcon 6X is the first brand new business jet to comply with the latest regulations, which will enhance the safety and security of all new aircraft,” said Eric Trappier, Chairman and CEO of Dassault Aviation. “The 5,500 nm/10,200 km Falcon 6X combines the best qualities of Dassault Aviation’s world-leading business and fighter aircraft expertise to create the longest-range jet in its class with unparalleled

passenger comfort and maximum mission flexibility”.

The Falcon 6X is the most spacious, advanced and versatile twinjet in the long-range business jet segment. It has been recognised with various design awards, including the Red Dot Award and the International Yacht & Aviation Award. BAI

Lilium Starts Assembly of Electric Propulsion System

Lilium N.V., developer of the first allelectric vertical take-off and landing (“eVTOL”) jet, announced that it is starting assembly of the Lilium Jet’s revolutionary electric propulsion system at its dedicated propulsion facility located next to its headquarters in Wessling, Germany. The announcement marks another exciting milestone on the targeted path towards industrialisation and commercial entry into service of the Lilium Jet and reconfirms Lilium’s roadmap towards achieving first manned flight of the aircraft in late 2024.

In the first phase of assembly, the propulsion system’s rotating parts, including the shaft, are assembled and mated with the associated static components. These are then integrated into the high performing engine. In the next phase later this year, the electric engines will be integrated into the Lilium Jet’s propulsion mounting system, the unique flap structure that forms the rear part of the wings and

front canards and that houses the propulsion and vectoring systems responsible for vertical and horizontal flight. BAI

THE GULFSTREAM DIFFERENCE

Your success is our inspiration. Every investment we make—in advanced technology, sustainability innovation, precision manufacturing and worldwide customer support—is an investment in you.