EXCLUSIVE MICHAEL SWIFT, GROUP VICE PRESIDENT –SALES, EMEA & APAC, GULFSTREAM AEROSPACE P 12 EXCLUSIVE ANDRÉ ZIMMERMANN, VICE PRESIDENT BUSINESS AVIATION, PILATUS AIRCRAFT LTD P 16
The Pilatus PC-24 shown here had an outstanding year in 2024, mirroring the trajectory of the business aviation sector, which ended the year with robust growth and strong results. Cover Photograph: Pilatus
SUDIP SHARMA & SARTHAK BARANWAL
PUBLISHER AND EDITOR-IN-CHIEF
Jayant Baranwal
DEPUTY MANAGING EDITOR
Neetu Dhulia
PRINCIPAL CORRESPONDENT
Ayushee Chaudhary
BAOA MANAGEMENT
Harsh Vardhan Sharma
President, BAOA
Group Captain R.K. Bali (Retd), Managing Director, BAOA
CHAIRMAN & MANAGING DIRECTOR
Jayant Baranwal
EXECUTIVE VICE PRESIDENT
Rohit Goel
SR. EXECUTIVE - NEW INITIATIVES
Sarthak Baranwal
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Dear Reader,
Year 2024 was a year of challenges, volatility and unpredictability for the business aviation industry. However, by the end of the year, the industry had recorded robust growth supported by evolving demand and emerged as a vital player in redefining connectivity and efficiency in luxury and corporate travel.
In our lead story in this issue, Ayushee Chaudhary takes us through the ups and downs of 2024. As reported, the business aviation sector experienced steady growth in 2024, with a 6 per cent year-on-year increase in jet deliveries, according to the General Aviation Manufacturers Association (GAMA). The Asia-Pacific region played a significant role in driving demand, fuelled by economic recovery and a growing preference for large-cabin jets capable of intercontinental travel.
The year 2024 started slow but finished strong for business aviation flight activity. December finished with flight activity up 7.3 per cent year-over-year and 2.3 per cent month-over-month compared to November. North America and Europe, the two largest markets, both posted positive results, with North America outperforming expectations and Europe continuing its gradual recovery. Now, as the industry looks to the new year, December’s strong performance provides optimism for sustained recovery and expansion.
Then we have two exclusive interactions with the leadership of global business aircraft manufacturers. The first conversation is with Michael Swift, Group Vice President – Sales, EMEA & APAC at Gulfstream Aerospace. He stressed that there is a Gulfstream aircraft for every mission and they see India as a huge growth market. He then delves into the company’s groundbreaking achievements in sustainability, including its pioneering transatlantic flight powered entirely by sustainable aviation fuel. The second exclusive chat is with André Zimmermann, Vice President Business Aviation, Pilatus Aircraft on what keeps Pilatus PC-12 NGX and PC-24 amongst the most popular business aircraft around the world. The answer to that is very simple - cutting-edge technology paired with precision craftsmanship epitomizing the ‘Swiss Made’ philosophy. These aircraft remain unmatched by offering the best combination of comfort, performance and versatility.
With a rising population of High Net-Worth Individuals (HNIs) and increased travel demands of corporate houses and seeking efficient modes of travel, there has been a surge of demand for pre-owned business aircraft in India. Given the value of aircrafts and intricacies involved, buying or selling a business/private aircraft entails a complex interplay of technical expertise, regulatory compliance requirements, legal and tax considerations. In an article, Lovejeet Singh and Abhay Goyal of Chandhiok and Mahajan, explain how careful consideration and detailed planning can protect the interests of both the buyer and the seller.
While General Aviation might be a pillar of economic and infrastructural growth, the rapid expansion of it has come with challenges, particularly concerning the health and well-being of the workforce. Sudip Sharma and Sarthak Baranwal do a deep dive on the types of health challenges being faced, the causes of the same and the proactive, health-centric approach that the industry can take to alleviate them.
All this and more in this issue of BizAvIndia Welcome aboard and we wish you happy landings!
J. Baranwal Editor-in-Chief
Dear Members,
PRESIDENT
BUSINESS AIRCRAFT OPERATORS ASSOCIATION
As we chart the course for the future of business aviation in India, I extend my heartfelt gratitude to our members for their unwavering support and active participation in BAOA’s initiatives. Your engagement strengthens our collective voice, empowering us to drive transformative change for the industry.
At this crucial juncture, we are preparing a visionary roadmap to systematically address the bottlenecks hindering the optimal growth of the NSOP and general aviation sectors. This effort aligns with India’s broader vision of becoming a developed nation by 2047. The government has expressed concern over the sluggish growth of the small aircraft segment, particularly the stagnation in helicopter numbers. In response, our primary focus remains on policy advocacy and regulatory reforms to create a more enabling environment for sustainable expansion.
To achieve this, we continue to work closely with policymakers to streamline regulations, simplify taxation, and enhance operational efficiencies for NSOPs, helicopters, and general aviation. A key milestone in this journey has been the GST Council’s clarification on a five per cent GST rate for helicopter seats, a success achieved through BAOA’s persistent efforts over the past three years. Building on this momentum, we are now advocating for only two standardised GST slabs—five per cent and 12 per cent—for all AOC holders, and this matter is now being pursued at the highest levels of government. Additionally, we are actively working towards the rationalisation of the 2.5 per cent import duty on aircraft, fostering a more conducive environment for fleet expansion.
A crucial regulatory reform under discussion is the shift from arbitrary aircraft age limits to a focus on airworthiness standards for imports. This will enable the induction of well-maintained, cost-effective aircraft that meet the operational needs of the industry.
Pilot Availability & Training remains another critical priority. The shortage of type-rated pilots, particularly for small aircraft and helicopters, continues to pose challenges. We are in active dialogue with the government and key stakeholders to make pilot training more accessible and affordable, ensuring a robust talent pipeline to support industry growth.
Infrastructure development is another pillar of our advocacy. Enhancing business aviation infrastructure— including dedicated GA terminals, increased hangar capacity, and regional airport development—is essential for fostering industry growth. Additionally, we are striving to make MRO services within India more viable, reducing reliance on overseas maintenance and strengthening the domestic ecosystem.
Our upcoming Business Aviation Conference, BizAvIndia 2025, scheduled in six weeks, will be a pivotal platform to discuss these industry advancements. The insights and expertise of our members will be invaluable in shaping a progressive strategy for sustainable growth.
I urge all members to stay engaged, contribute their perspectives, and actively participate in BAOA’s initiatives. Together, we will propel India’s business aviation sector toward a dynamic and thriving future, reinforcing its role as a key driver of economic progress and regional connectivity.
I look forward to working closely with you all in the months ahead.
Happy Landings!
Jai Hind!
Harsh Vardhan Sharma President, BAOA.
Workplace Stress in General Aviation
BY SUDIP SHARMA & SARTHAK BARANWAL
GENERAL AVIATION REFERS TO all civil aviation operations outside commercial airlines and military activities. This expansive sector includes diverse activities such as private jet charters, air ambulances, flight training, and cargo transport. It plays a pivotal role in industries including tourism, agriculture, healthcare, and disaster relief. For instance, air ambulances provide critical medical support in remote or underserved areas, often
Managing stress is a pressing challenge in the field of General Aviation, as it directly impacts the well-being of all personnel and requires a proactive, health-centric approach that prioritises mental and physical wellness
determining life or death outcomes. Private aviation caters to high-net-worth individuals and fuels tourism by offering flexibility and convenience. Meanwhile, cargo flights ensure the seamless transport of essential goods, and flight training nurtures the next generation of aviation professionals.
In India, general aviation is an indispensable pillar of economic and infrastructural growth. With the government’s focus on regional connectivity, the sector bridges gaps left by commer
cial airlines, delivering essential services to areas beyond their reach. However, this rapid expansion comes with challenges, particularly concerning the health and well-being of the workforce. These challenges must be addressed to sustain growth and operational excellence.
THE WORKFORCE: OPERATING UNDER HIGH STAKES
The success of general aviation relies on a highly skilled and diverse workforce, including pilots, maintenance technicians, air traffic controllers, dispatchers, and ground staff. Each role demands precision, adaptability, and resilience, as their decisions directly impact passenger safety, aircraft integrity, and operational efficiency.
Pilots navigate complex scenarios such as unpredictable weather, mechanical issues, and in-flight emergencies, requiring focus and quick decision-making. Maintenance technicians meticulously inspect and repair aircraft, often under tight deadlines, to uphold safety standards. Air traffic controllers manage increasingly crowded airspace, ensuring the safe flow of flights, while ground staff coordinate a myriad of pre- and postflight tasks.
These interconnected roles operate under immense pressure, where even minor errors can lead to significant disruptions or safety risks. This environment, while rewarding, places considerable mental and physical demands on employees.
THE IMPACT OF HIGH-PRESSURE ENVIRONMENTS
The nature of general aviation involves strict timelines and constant deadlines, particularly in sectors like air ambulances, cargo transport, and executive aviation. Delays in any aspect—be it maintenance, fuelling, or flight planning—can trigger cascading problems. Employees are often required to work extended hours and manage multiple critical tasks simultaneously, which increases the likelihood of errors.
and fuelling, which can result in repetitive strain injuries or joint discomfort. Irregular schedules and inadequate rest amplify these issues, while poor access to nutritious meals during shifts contributes to obesity, diabetes, and other metabolic disorders.
l Mental Health Challenges: The high-pressure environment of general aviation takes a toll on mental well-being. Pilots and maintenance staff, responsible for critical decisions, often experience anxiety and depression. Despite growing awareness, mental health remains stigmatised, preventing employees from seeking help. Untreated stress can lead to unhealthy coping mechanisms, such as substance abuse, which compromises both health and safety.
l Fatigue and Burnout: Irregular work schedules disrupt sleep patterns, causing fatigue and impairing cognitive abilities like attention and decision-making. Fatigue among pilots or air traffic controllers can lead to delayed reactions and increased safety risks. Over time, chronic stress results in burnout, characterised by emotional exhaustion, detachment, and reduced performance. This not only diminishes individual well-being but also undermines workplace safety and operational efficiency.
AVIATION COMPANIES MUST ADDRESS THE ROOT CAUSES OF STRESS TO MITIGATE LONG-TERM HEALTH RISKS THROUGH PROACTIVE WELLNESS INITIATIVES AND MENTAL HEALTH SUPPORT
Adding to the strain are irregular schedules. Pilots, maintenance staff, and air traffic controllers frequently work night shifts, weekends, and holidays, disrupting their sleep cycles and cognitive function. For those spending prolonged periods away from home, personal relationships can suffer, further exacerbating stress.
This demanding environment, while essential for operational efficiency, takes a significant toll on the workforce's health and well-being.
THE HEALTH IMPLICATIONS OF WORKPLACE STRESS
Workplace stress in general aviation profoundly impacts both physical and mental health, often going unnoticed amidst operational demands.
l Physical Strain: Aviation professionals face significant physical challenges. Pilots endure long hours in cramped cockpits, leading to chronic back pain and neck strain, while maintenance technicians work in awkward positions, increasing the risk of musculoskeletal disorders. Ground staff handle labour-intensive tasks like baggage handling
Addressing these issues requires a proactive approach, prioritising both mental and physical health to foster a resilient and safe aviation workforce.
A SAFETY CULTURE BEYOND PHYSICAL RISKS
While aviation has a strong safety culture concerning physical risks, the industry is increasingly recognising the importance of psychological safety. Addressing mental health and fostering a supportive workplace can reduce stress and improve overall safety standards.
Creating an environment where employees feel comfortable discussing their mental health, voicing concerns, and seeking support without fear of retribution is crucial. A culture that values psychological safety not only enhances individual wellbeing but also strengthens organisational resilience.
PROACTIVE STRATEGIES TO ALLEVIATE STRESS
Addressing workplace stress in general aviation requires a multifaceted approach, focusing on both organisational changes and individual support systems. Employers must adopt strategies that prioritise the physical, mental, and emotional well-being of their workforce while fostering a culture of safety and support.
l Building Support Networks: Creating a strong support network within the workplace can significantly reduce stress. Peer mentoring programmes, where experienced employees guide newer ones, can help alleviate the anxiety associated with high-pressure roles. Regular check-ins between employees and managers provide a platform for discussing challenges, offering reassurance, and identifying early signs of burnout. Open communication channels ensure that employees feel valued and heard, fostering a sense of belonging and mutual support.
Confidential counselling services are another critical resource. By offering employees access to mental health professionals, organisations can provide safe spaces to address stress, anxiety, or depression before these issues escalate. Normalising mental health discussions through workshops or awareness campaigns helps reduce stigma and encourages employees to seek help when needed.
l Training and Wellness Programmes: Workshops on stress management techniques, such as mindfulness, meditation, and relaxation exercises, can empower employees to handle workplace pressures effectively. These initiatives help improve emotional resilience and equip employees with tools to manage their mental health proactively. Promoting physical wellness is equally important. Companies can encourage regular exercise by providing access to fitness facilities or offering wellness incentives. Routine health checks, ergonomic solutions, and nutrition counselling further contribute to improved overall health. For instance, on-site gyms or subsidised memberships can motivate employees to adopt healthier lifestyles, counteracting the physical toll of demanding work environments.
l Flexible Work Policies: Introducing flexible schedules and staggered shifts can significantly alleviate stress caused by irregular hours. For instance, pilots and maintenance workers could benefit from extended rest periods between assignments, allowing them to recover both physically and mentally. Administrative staff can be offered remote work options, enabling better work-life balance.
Flexibility helps employees manage their personal lives more effectively, reducing feelings of inadequacy or frustration. Policies that prioritise time off and ensure workers can disconnect from work-related responsibilities promote sustainable productivity and prevent burnout.
l Leveraging Technology: Technology can play a transformative role in reducing stress. Predictive maintenance software and AI-powered scheduling systems minimise workload and operational errors. Virtual reality (VR) training programmes prepare employees for high-stakes scenarios in a controlled environment, boosting confidence and performance.
Workshops on stress management should be integrated into workplace culture to promote resilience.
THE ROLE OF EMPLOYERS IN CREATING RESILIENT WORKFORCES
Employers have a pivotal role in fostering a culture of health and safety. By normalising mental health discussions, providing counselling services, and ensuring manageable workloads, they can significantly reduce stress levels. Safety measures must extend beyond technical aspects to encompass employee wellbeing holistically.
Organisations should also invest in continuous training and development, equipping employees with the skills to handle challenging situations confidently. Leadership development and crisis management training can improve job satisfaction and reduce anxiety.
TOWARDS A SUSTAINABLE FUTURE FOR GENERAL AVIATION
By implementing these proactive strategies, the aviation industry can create a healthier, more engaged workforce, ensuring safety and efficiency alongside employee well-being.
MITIGATING LONG-TERM HEALTH RISKS
Aviation companies must address the root causes of stress to mitigate long-term health risks. Chronic conditions like cardiovascular disease, hypertension, and obesity, often linked to high-pressure jobs, require proactive interventions. Employers should implement wellness initiatives that encourage physical activity, healthy eating, and regular health monitoring. Training employees in mindfulness, meditation, and relaxation techniques can enhance their ability to manage stress.
India’s general aviation sector is at a critical juncture. Its growth trajectory depends not only on expanding infrastructure and regional connectivity but also on safeguarding the health of its workforce. The pressures faced by aviation professionals—from high-stakes decision-making to irregular schedules—require tailored strategies prioritising mental and physical well-being.
By adopting innovative technologies, promoting wellness programmes, and creating supportive work environments, the aviation industry can build a resilient workforce capable of thriving in a demanding environment. Prioritising employee health is not just an ethical imperative—it is a strategic necessity for operational safety, efficiency, and long-term sustainability. BAI
The Author Sudip Sharma is Director, Safe Fly Aviation
THE SUCCESS OF GENERAL AVIATION RELIES ON A HIGHLY SKILLED AND DIVERSE WORKFORCE WHERE EVEN MINOR ERRORS CAN LEAD TO SIGNIFICANT DISRUPTIONS OR SAFETY RISKS
A Year of Growth and Challenges
BY AYUSHEE CHAUDHARY
THE BUSINESS AVIATION INDUSTRY marked 2024 as a year of robust growth, technological advancements, and significant strides toward sustainability. As the sector navigated evolving demands and global challenges, it emerged as a vital player in redefining connectivity and efficiency in luxury and corporate travel.
FLEET EXPANSION AND
MARKET GROWTH
The business aviation sector experienced steady growth in 2024, with a six per cent year-on-year increase in jet deliveries, accord-
In 2024, business aviation demonstrated its resilience and adaptability, overcoming challenges while setting new benchmarks in connectivity and efficiency
ing to the General Aviation Manufacturers Association (GAMA). Leading manufacturers like Gulfstream, Bombardier, and Embraer dominated the market with high-performance models such as Gulfstream’s G700 and Bombardier’s Global 7500.
The Asia-Pacific region played a significant role in driving demand, fueled by economic recovery and a growing preference for large-cabin jets capable of intercontinental travel. In response, many operators focused on fleet modernisation, replacing older aircraft with fuel-efficient models to align with stricter environmental standards and optimise operating costs.
INDUSTRY WRAP OF 2024
Deliveries of Dassault Falcon business jets climbed to 31 in 2024. Dassault doesn’t provide a breakdown of which models were delivered, but the total includes the Falcon 6X, the newest jet in the French company’s stable. The backlog for Falcon jets as of December 31, 2024, is 79. Net orders for new Falcons reached 26 during 2024.
Embraer Executive Aviation ended 2024 with 130 executive jet deliveries, including 75 light jets and 55 medium jets. Deliveries kept pace with the company’s guidance of 125-135 business jets for the year. In the fourth quarter, Embraer delivered 44 business jets, including 22.
ASIA-PACIFIC DROVE DEMAND WITH A FOCUS ON INTERCONTINENTAL TRAVEL, WHILE FRACTIONAL OWNERSHIP GAINED
TRACTION IN NORTH AMERICA
Bombardier announced that it has delivered the 200th Global 7500 business jet to a customer in December, 2024.
SUSTAINABILITY TAKES CENTER STAGE
Sustainability became a cornerstone of the business aviation industry’s strategy in 2024. The production of Sustainable Aviation Fuel (SAF) doubled to one million tonnes, with business aviation consuming a considerable share. Operators like NetJets committed to long-term SAF procurement agreements, reflecting a broader industry shift toward achieving net-zero carbon emissions by 2050 under initiatives like the Business Aviation Commitment on Climate Change (BACC).
Innovation in green technologies also gained momentum, with electric and hybrid-electric aircraft achieving key milestones. Companies like Lilium and Joby Aviation made progress in certification and production, signaling a new era of eco-friendly aviation solutions.
ADVANCEMENTS IN TECHNOLOGY
Technology continued to reshape the business aviation landscape, enhancing both operational efficiency and passenger experience. In-flight connectivity reached new heights, with Starlink’s broadband services becoming a popular choice among business jet operators. These high-speed internet solutions transformed onboard productivity and entertainment options, solidifying connectivity as a key differentiator in luxury travel.
Additionally, advancements in automation, such as AI-powered flight planning tools and predictive maintenance systems, streamlined operations and minimised delays. These innovations not only improved reliability but also reduced operational costs, offering value to operators and passengers alike.
REGIONAL TRENDS AND EMERGING MARKETS
The dynamics of business aviation varied across regions, highlighting unique opportunities and challenges. North America
SUSTAINABILITY REMAINED A CORNERSTONE WITH THE INDUSTRY COMMITTMENT OF ACHIEVING NET-ZERO CARBON EMISSIONS BY 2050
retained its dominance, accounting for over 60 per cent of global business jet activity, with fractional ownership models gaining traction among new users.
Europe saw increased demand for ultra-long-range jets to support growing transatlantic travel, while the Asia-Pacific region witnessed a surge in charter services, particularly in China and India. Emerging markets in Africa and Southeast Asia also presented growth opportunities for OEMs and charter operators, further diversifying the industry’s reach.
2024: A BREAKTHROUGH YEAR FOR EVTOL AVIATION
The electric Vertical Take-Off and Landing (eVTOL) sector experienced many advancements in 2024, cementing its position as a transformative force in urban and regional mobility. With milestones achieved in certification, production, and operations, eVTOLs moved closer to commercial deployment, signaling a new era in sustainable air transportation.
l eVTOL Market Expansion and Investment: The eVTOL industry witnessed significant growth in 2024, fueled by increased investment and strategic partnerships. Major players like Joby Aviation, Archer Aviation, and Lilium secured substantial funding, with Joby’s manufacturing facility in California and Archer’s operations in Georgia ramping up production capacity.
Asia-Pacific emerged as a key growth region, with countries like Japan and South Korea announcing large-scale urban air mobility (UAM) projects. In the United States, several cities, including Los Angeles and Miami, partnered with eVTOL developers to integrate UAM networks into existing transportation systems.
l Certification Milestones: Certification remained a primary focus for eVTOL manufacturers in 2024. Joby Aviation achieved a major breakthrough by obtaining FAA Special Airworthiness Certification for its prototype, while Lilium advanced toward EASA approval
for its electric jet. These milestones marked critical steps in meeting safety standards and moving closer to commercial operations.
Additionally, regulatory bodies like the FAA, EASA, and India’s DGCA collaborated with industry stakeholders to establish comprehensive frameworks for eVTOL certification and operations, ensuring global standardisation and safety.
l Operational Readiness and Test Flights: Test flights in 2024 showcased the viability of eVTOL technology for diverse applications. Joby completed its first crewed test flight, demonstrating its aircraft’s efficiency and reliability, while Archer conducted successful trials of its Midnight eVTOL in urban environments.
Cargo-focused eVTOLs also gained traction, with Beta Technologies completing multiple test flights of its ALIA-250 aircraft. These trials underscored the potential of eVTOLs for logistics, particularly in last-mile delivery and remote area connectivity.
l Sustainability and Technological Advancements: Sustainability remained central to eVTOL development, with manufacturers leveraging renewable energy sources and advanced battery technologies to minimise environmental impact. Significant progress was made in enhancing battery efficiency, extending flight ranges, and reducing charging times, ensuring eVTOLs are aligned with global decarbonisation goals. Integration of autonomous technologies also gained momentum, with companies like Wisk Aero and EHang focusing on pilotless eVTOL systems to increase efficiency and reduce operating costs.
l Regional Trends and Infrastructure Development: Globally, cities continued to prepare for eVTOL integration through the development of vertiports and charging infrastructure. Europe led the way, with projects in Paris and London nearing completion in anticipation of commercial services during the 2024 Olympics and beyond.
(LEFT) INNOVATION IN GREEN TECHNOLOGIES GAINED MOMENTUM, WITH ELECTRIC AND HYBRID-ELECTRIC AIRCRAFT ACHIEVING KEY MILESTONES; (RIGHT) GULFSTREAM AND TEXTRON AVIATION ELEVATED INFLIGHT CONNECTIVITY WITH HIGH-SPEED INTERNET SERVICE ONBOARD THEIR AIRCRAFT.
In the US, urban air mobility corridors were identified in major metropolitan areas, supported by public-private partnerships to fund infrastructure. Asia-Pacific nations invested heavily in UAM, with South Korea’s “K-UAM Grand Challenge” and Japan’s eVTOL networks garnering significant attention.
KEY INDUSTRIAL DEVELOPMENTS
Several key market trends are driving the demand for eVTOL aircraft, including the rise of urban air mobility (UAM), the push for sustainable transportation, and the increasing interest from both private and public sectors. The rise of urban air mobility, driven by the need to alleviate traffic congestion and improve transportation efficiency in cities, is boosting demand for eVTOL aircraft that can provide fast and efficient shortdistance travel. Additionally, the increasing interest from both private companies and public authorities in developing and deploying urban air mobility solutions is driving investment and innovation in the eVTOL aircraft market. These trends are shaping the future of urban transportation, driving the growth of the eVTOL aircraft market. Here are some of the key developments and highlights from the eVTOL industry as the year 2024 came to a close.
German eVTOL developer Volocopter filed for insolvency on December 26 but remains committed to achieving EASA type certification for its VoloCity aircraft by 2025, with ongoing flight tests progressing steadily. Meanwhile, fellow German pioneer Lilium reached a provisional agreement with Mobile Lift Corporation for asset acquisition, potentially reviving its six-seat Lilium Jet programme in 2025 despite insolvency-related challenges. Efforts to secure new backers, including talks with Saudi investors, continue.
Vertical Aerospace secured $50 million in funding from Mudrick Capital and converted $130 million of debt to equity, providing financial stability to advance its VX4 aircraft development. Similarly, Beta Technologies announced a deposit-backed order from New Zealand Air Ambulance Service for two Alia 250 eVTOL aircraft, with options for 10 more, targeting aeromedical operations in 2028.
US-based Archer Aviation completed its Georgia factory, preparing for production of its Midnight eVTOL in 2025. The company also launched a defense-focused business unit, partnering with Anduril Industries to develop hybrid VTOL aircraft for the US Department of Defense. Rival Joby Aviation expanded its manufacturing footprint, showcased its eVTOL in South Korea, and advanced FAA certification efforts for its JAS4-1 aircraft, while laying groundwork for air-taxi services in Dubai and Abu Dhabi.
Dubai emerged as a key player, granting Joby Aviation exclusive eVTOL rights and progressing on vertiport construction with Skyports. Abu Dhabi struck a deal with Archer Aviation to
locally manufacture the Midnight eVTOL, signaling the UAE's ambition to lead the advanced air mobility sector.
Elsewhere, Eve Air Mobility expanded its footprint, securing commitments for up to 50 eVTOLs from Helicopters Inc. and additional funding from Brazil's National Development Bank. AutoFlight demonstrated its Prosperity aircraft in Japan, emphasising opportunities for regional connectivity, while the Dubai-based Ambitious Air Mobility Group finalised an order for eight Lilium Jets to launch eVTOL air services in Europe.
Textron Aviation contributed to the electrification movement with deliveries of four Cessna Grand Caravan EX aircraft to Surf Air Mobility, supporting the development of hybrid-electric powertrains. Meanwhile, Nimbus Aerospace achieved a milestone with the maiden flight of its scaled demonstrator for the N1000 electric business jet, targeting service entry by 2032.
As the eVTOL industry grapples with financial challenges and technical milestones, 2024 showcased its resilience and potential to revolutionise urban and regional mobility.
RESILIENT DEMAND DRIVES BUSINESS AVIATION GROWTH
Business aviation demand remains robust post-pandemic, particularly in the United States, where activity significantly sur-
THE EVTOL INDUSTRY WITNESSED SIGNIFICANT GROWTH IN 2024, FUELLED BY INCREASED INVESTMENT AND STRATEGIC PARTNERSHIPS
passes 2019 levels. December 2024 closed on a high note, with fractional operators achieving substantial growth compared to the past five years, despite a decline in corporate flight department activity. In Europe, demand remains steady, albeit with only modest gains compared to pre-COVID 2019.
Globally, through 2024, 3.6 million business jet flights were recorded—a 1 per cent decline from 2023 and 2022, yet 59 per cent higher than 2020 and 30 per cent above 2019. Notably, December 2024 activity exceeded the prior year by seven per cent. Fractional operators led with nearly 7,00,000 flights, their highest in five years, while corporate flight departments recorded an 11 per cent decline from 2023 and 12 per cent below 2019 levels.
Bombardier’s market forecast for 2023–2033 underscores the sector’s growth trajectory, projecting 22,000 business jet deliveries in segments where the company competes. This translates to an estimated industry revenue of $617 billion, highlighting robust demand and evolving market dynamics in private aviation over the next decade.
INNOVATIONS TRANSFORMING PRIVATE JET TECHNOLOGY
Private jet technology has undergone transformational advance-
ments, redefining business aviation with innovations in design, efficiency, and safety.
Modern private jets now feature smart cabins with seamless Wi-Fi connectivity, advanced entertainment systems, and ergonomic seating for enhanced passenger comfort and productivity. These luxurious interiors offer a personalised experience that blends technology with sophistication.
Fuel efficiency has seen significant improvements through advancements in aerodynamic design, modern engines, and the adoption of Sustainable Aviation Fuel (SAF). These innovations, alongside the exploration of hybrid and electric propulsion systems, reflect the industry’s commitment to sustainability.
State-of-the-art avionics, including ADS-B technology, have elevated flight safety by enhancing situational awareness and collision avoidance. Together, these advancements mark a new era of innovation in private aviation, setting benchmarks for luxury, efficiency, and environmental responsibility.
The year 2024 also witnessed several key events including the Farnborough, NBAA, EBACE, MEBAA and others, dedicated to business aviation as well as global events like the Paris Olympics that boosted BizAv activity. However, nationally in India, a lot of work remains in terms of policy, and implementation.
CHALLENGES AND OPPORTUNITIES
Despite its growth, the business aviation sector faced persistent challenges in 2024. Supply chain disruptions continued to cause delays in aircraft deliveries and parts availability, impacting production schedules. Regulatory changes, especially stricter noise and emissions standards in Europe, prompted fleet upgrades and operational shifts to meet compliance requirements.
On the brighter side, these challenges opened avenues for innovation. The demand for sustainable and technologically advanced aircraft grew, driving the development of next-generation solutions. Infrastructure expansion, including new Fixed Base Operators (FBOs) and maintenance facilities, supported the industry’s evolution, ensuring better connectivity and service delivery.
As the business aviation sector moves into 2025, optimism abounds. The focus on sustainability, technological innovation, and emerging markets positions the industry for continued growth. With rising interest in subscription-based models and on-demand charters, the sector is poised to redefine the future of luxury and corporate travel.
In 2024, business aviation demonstrated its resilience and adaptability, overcoming challenges while setting new benchmarks in connectivity and efficiency. As it charts a path forward, the industry’s commitment to innovation and sustainability ensures it will remain a vital component of global mobility for years to come. BAI
“We
EXCLUSIVE
MICHAEL SWIFT, GROUP VICE PRESIDENT –SALES, EMEA & APAC, GULFSTREAM AEROSPACE
The 2024 edition of MEBAA held in December had an active participation of Gulfstream. At the event, Jayant Baranwal, Editor-in-Chief, SP’s BizAvIndia, had an exclusive conversation with Michael Swift, Group Vice President – Sales, EMEA & APAC, Gulfstream Aerospace
Jayant Baranwal (Baranwal): How was Gulfstream’s current fleet conceptualised? Can you elaborate a little bit on the journey till now?
Michael Swift (Swift): Gulfstream conceptualized our next generation aircraft family with a holistic strategy for a fleet for every mission which includes the G400, G500, G600, G700 and G800. This began with the launch of the G500 in 2013, and you can see that fleet strategy come into play even more now with the recent certification of the G700, the G800 around the corner and the G400 to follow.
Baranwal: And what is the standing of, if you can just give me a little brief overview of Gulfstream family, in the world market today. How do you perceive that?
Swift: It’s a good question. The Gulfstream fleet is well accepted around the world. For my part, I cover all the sales teams outside of the Americas. So, I have Europe, the Middle East, Africa and Asia, and we see robust demand for all our aircraft in each market. It really comes down to the end client, where they’re flying, where they need to go, and we believe we have a Gulfstream for every mission.
Baranwal: What sets Gulfstream apart?
Swift: We’re a leader in innovation; we’re a leader in sustainability; and we deliver the finest aviation experience to our clients. I’m proud to stand behind that with all our customers.
Baranwal: When you say sustainability, can you elaborate that a little bit for us?
Swift: Absolutely. We have a great sustainability story to tell. We were the first OEM to fly transatlantic on 100 per cent neat SAF, and each year we continue to make further advancements towards our sustainability goals. We have a very robust customer advisory board, and we know that a lot of our customers are trying to tackle their own sustainability efforts in their business. And we want to help them with that from a Gulfstream perspective.
“THE GULFSTREAM FLEET IS WELL ACCEPTED AROUND THE WORLD. WE BELIEVE WE HAVE A GULFSTREAM FOR EVERY MISSION.”
Baranwal: Even today, at times, business jets are perceived as the toys of rich. Is that a correct perspective? And if not, what all could the counterpoints be?
Swift: No, I don’t think so. I just wrapped up a meeting here at MEBAA Show where we were looking at the facts and the figures of the flights and who’s using business aviation, and it’s
clear our customers use business aviation in a variety of different ways. We fly special missions. We make medevac flights. Some of our customers are large companies that have facilities in hard-to-reach destinations that aren’t well-served by the airlines. So, I know there’s a misperception of the industry that differs from the reality of the day-to-day operations for business aviation. There’s a reason why it’s called business aviation. It is for business.
Baranwal: Absolutely, so it is like an office in the sky?
Swift: A hundred per cent. I’ve personally flown with our customers all over the world. They’re not sitting back. They’re advancing their business. Connectivity is a huge concern for them because they need to be connected and moving around. And you see that here at MEBAA Show, too. I just met with a customer this morning that flew in on his aircraft, and he can avail his schedule versus having to wait. That owner can arrive, meet with the people he needs to see, and then depart and get to where he needs to be next.
Baranwal: So can we say that business jets considerably contribute towards the economies of the countries?
Swift: Yes, without a doubt.
Baranwal: How? A few quick pointers?
Swift: Business aviation stimulates the economies where it’s active and where
it’s growing – business aircraft enable easy connections across continents, including both international business hubs and more remote locations to help fuel economic development.
Baranwal: Your window size is very attractive, and I think it’s a very unique feature of Gulfstream jets. Anything you would like to speak about that which gives a very wide and panoramic sort of view for the traveler sitting next to the windows?
Swift: We get compliments from owners all the time about the windows and how they enhance the way passengers feel when they’re traveling. Along with the natural light they allow, customers benefit from our industry-leading cabin altitude, and a hundred per cent fresh air every two to three minutes. When you get off the aircraft, you don’t feel like you’ve just flown for 10 or 12 or 13 hours. You arrive completely refreshed. The natural light has a big part to play in that.
“WE WERE THE FIRST OEM TO FLY TRANSATLANTIC ON 100 PER CENT NEAT SAF, AND EACH YEAR WE CONTINUE TO MAKE FURTHER ADVANCEMENTS TOWARDS OUR SUSTAINABILITY GOALS.”
Baranwal: So you invite nature to be part of your interior circulation, right?
Swift: Absolutely.
Baranwal: What is special about the Middle East market? Then I’ll come to the India market.
Swift: Gulfstream’s been very active in the Middle East for over 65 years – we’ve been selling airplanes here for a very long time and have a strong installed base in the region. We have loyal customers here that use the aircraft to go to the
INDIA IS EMERGING AS A MAJOR MARKET AND WILL BE A GROWTH ENGINE FOR GULFSTREAM FOR YEARS TO COME
destinations they need to get to, whether that’s London, the US, Singapore, anywhere, really. This region is a launch pad, and our aircraft are well-suited for missions out of here. We fly long range, high speed, very efficient flights. So, to get from the Middle East to wherever they need to get to, Gulfstream aircraft can do that.
Baranwal: And how do you perceive the India market?
Swift: The market in India is great and has an incredible story to tell in terms of GDP growth to fleet size. I am there quite a lot and love seeing next generation Gulfstream aircraft coming into the market in India, and customers are excited about that. I personally enjoy working with customers in India and see it as a growth engine for years to come.
Baranwal: It’s going to be a very, very major economy in coming times in the world. And we at SP Guide Publications and the associations like Business Aircraft Operator Association and others, we all are pushing to better the environment for business aviation, smoother regulatory process and so on. And it appears that we have very dynamic government and the policymakers in place, these days. So, therefore, I think, like you said, you rightly love India.
Swift: India is growing into a major market, and we have been bringing our new aircraft into the region regularly over the last few years. We’ve been working with the DGCA so they can better understand the products we are bringing to the market and all the new safety enhancements they offer.
Baranwal: Anything specific you would like to say which is unique to Gulfstream?
GULFSTREAM: CITY-PAIRS
Swift: We have a great story to tell and value our customers in India. We’re known for world-class customer support and market-leading products – we look forward to even more customers in India sitting next to our panoramic oval windows and reaping the benefits of Gulfstream whether they are flying in the region or around the world. BAI
GULFSTREAM IS THE LEADER IN SUSTAINABILITY. IT IS THE FIRST OEM TO FLY TRANSATLANTIC ON 100 PER CENT NEAT SAF.
ANDRÉ ZIMMERMANN, VICE PRESIDENT BUSINESS AVIATION, PILATUS AIRCRAFT LTD
‘Swiss
Cutting-edge Technology
Made’ –
André Zimmermann, Vice President
Business Aviation, Pilatus Aircraft Ltd
talks to
Jayant Baranwal, Chairman and Managing Director of SP Guide
Publications on what keeps Pilatus PC-12 NGX and PC-24 amongst the most popular business aircraft around the world
Jayant Baranwal (Baranwal): How do you define “Crafted in Switzerland”?
André Zimmermann (Zimmermann): Pilatus enjoys an excellent reputation for its premium workmanship. This is reflected in numerous votes of confidence from within the aerospace sector. Praise is not the driving force behind our efforts. Our goal is rather to ensure the survival of a national heritage which the world knows by the name “Swiss Made”, cutting-edge technology paired with the precision craftsmanship of the highest order. “Crafted in Switzerland”, as we say.
Baranwal: Your aircraft originate from one of the coolest countries in the world. Are they tailored and accustomed for the extreme weather conditions which remain integral feature for many of the countries around the world?
Zimmermann: Pilatus started writing history as a producer of new aircraft types with the SB-2 Pelican built in 1940. It was designed especially for use in mountainous regions such as the Swiss Alps. The worldwide breakthrough came in 1959 with the Pilatus Porter PC-6. This multipurpose aircraft enjoyed huge
"THE PC-24 IS THE ONLY AIRCRAFT COMBINING THE CABIN SIZE OF A MIDSIZE JET WITH THE VERSATILITY OF A TURBOPROP AND OPERATING COSTS OF A LIGHT JET. IT’S A PLANE THAT SIMPLY DOESN’T FIT INTO ANY OF THE EXISTING BUSINESS JET CATEGORIES"
popularity for its extraordinarily rugged frame and superb STOL characteristics – the ability to fly in and out of short runways. The PC-6 was built for customers around the world for a full 60 years. Few aircraft anywhere can match such a long production run.
Both PC-12 and PC-24 carry the DNA its predecessors and operated in the harshest regions of our globe. For example the Royal Flying Doctor Service of Australia operate over 40 PC-12 and 6 PC-24.
Baranwal: PC-12 NGX - Can you give us some background –from the concept to the successful flight?
Zimmermann: Launched in 2019, the latest version of the PC-12, called PC-12 NGX, incorporates an improved engine, smarter avionics and a completely redesigned cabin with larger windows, making this third generation of the PC-12 airframe the most advanced single-engine turboprop ever. Building on the experience gathered from the worldwide PC-12 fleet of over 1,700 aircraft with more than seven million flight hours plus Pilatus industry-leading support, the new PC-12 NGX brings the latest technology to the turboprop market.
Baranwal: How many PC-12 NGX are flying around the world as of today? What kind of feedbacks you have been receiving for the aircraft?
INTERVIEW PILATUS
Zimmermann: Pilatus sold 439 PC-12 NGX. At the heart of the new PC-12 NGX is the PT6E-67XP turboprop engine by Pratt & Whitney Canada.
Our customers love the worldwide proven engine and its features like an Electronic Propeller and Engine Control System including Full Authority Digital Engine Control (FADEC) – a worldwide first in this market segment. In addition, the new propeller low speed mode results in a significant reduction in cabin noise for great passenger comfort. The new turboprop engine enables the PC-12 NGX to achieve a maximum cruise speed of 290 KTAS (537 kilometers per hour). The PC-12 NGX also adds advanced features like Prist®-free fuel operation.
Baranwal: Can you give us some idea of cost versus benefit information of PC-12 NGX?
Zimmermann: The single-engine powered PC-12 NGX with its large cabin offers a level of comfort, performance, and versatility exceeding many aircraft costing twice as much. Operating costs are 30 to 60 per cent lower as compared to twin-engine jets and turboprops.
Baranwal: Do you think this can be a better bet for the potential customer of a helicopter who is looking for movements within smaller fields/ smaller airports destinations?
Zimmermann: Pilots of twin turboprops and business jets would be justifiably proud of their ability to safely operate from a small airport with a runway of only 3,500 feet (1,067 meters). Business aviation is all about getting to places you can’t access on an airliner, and there are more than 11,600 paved runways around the world that are 3,500 feet (1,067 meters) or longer. But the PC-12 NGX is not like other business aircraft. At maximum gross weight, it needs just 2,485 feet (758 meters) of runway and can also operate on grass, gravel and dirt. This extra level of performance opens up your world of possible destinations.
a huge challenge for our development team, the result is the PC-24 Super Versatile Jet.
Baranwal: Can you give some information on the journey of PC-24 from the time it was conceived?
Zimmermann: The rollout of the PC-24 was on August 1, 2014, followed by the maiden flight in May 2015. The Super Versastile Jet was certified in December 2017, first deliveries started in early 2018. Since then, Pilatus delivered over 300 PC-24.
Baranwal: What kind of response market is giving back to PC-24?
Zimmermann: Our customers love the PC-24 and the concept behind it. Market demand is continuously very high.
Baranwal: How is this different to the competitions?
Zimmermann: The PC-24 is the world's first business jet to be equipped with a cargo door as standard, with takeoff and landing performance that allows the use of very short and even unmade runways. The jet also boasts a spacious cabin with an interior which can be customised to accommodate individual customer needs. This is indeed a "Super Versatile Jet" – an aircraft designed for a wide variety of missions in line with specific requirements.
"THE SINGLE-ENGINE POWERED PC-12 NGX OFFERS A LEVEL OF COMFORT, PERFORMANCE, AND VERSATILITY EXCEEDING MANY AIRCRAFT COSTING TWICE AS MUCH, WITH OPERATING COSTS 30 TO 60 PER CENT LOWER THAN TWIN-ENGINE JETS AND TURBOPROPS"
Of course you can land almost everywhere with a helicopter but you will never get the speed and comfort you get with the PC-12. Maximum cruise speed is 290 knots (537 kilometers per hour) and the maximum range is 1,889 nautical miles (3,498 kilometers). And the cost to operate are much lower compared to a helicopter.
Baranwal: PC-24 – This new jet-engine based aircraft seems to be a beautiful one. How come such a LEAP jump from turboprop-engine based aircraft to such a versatile and great looking jet-engine based aircraft?
Zimmermann: Before we developed the PC-24, we started asking our PC-12 customers what they would like to see in the next Pilatus aircraft. The answers were always the same: Further and faster – whilst retaining the much appreciated strengths of the PC-12, such as the ability to use very short runways. It was
Baranwal: What yardsticks you keep in mind while executing and finalising the certain level of comforts PC-24 should offer to the potential customers?
Zimmermann: The PC-24 delivers the ultimate blend of passenger comfort, the finest interior craftsmanship and unmatched cabin customisation. The cabin provides enough room for six executive seats plus an extended aft divan. The divan provides an amenity usually only seen in much more expensive intercontinental business jets.
There is plenty of room for belongings, carried in a heated and fully pressurised cabin section, which is accessible at any time during the flight. With the PC-24's best in class cargo capacity of 3,100 lbs (1,406 kg), you can bring it all. Numerous interior options and designs allow you to create a unique PC-24 to satisfy your own personal style.
Baranwal: Can you share the details on cost versus benefit out of PC-24 for the potential customers?
Zimmermann: Its cabin volume tops business jets costing almost twice as much, and operating cost are even lower.
Baranwal: What does it mean when you say “PC-24 goes where no business jet has gone before”?
Zimmermann: The outstanding short-field performance of the PC-24 opens up an incredible level of mobility. The combination of short runway capability and certification for operation
THE
PC-24 IS THE WORLD’S FIRST BUSINESS JET EQUIPPED WITH A CARGO DOOR AS STANDARD, CAPABLE OF TAKING OFF AND LANDING ON GRASS, GRAVEL, DIRT, AND SNOW – TRULY A 'SUPER VERSATILE JET'
on grass, gravel, dirt, and snow offers a distinct advantage, giving you the ability to use thousands of additional airports that traditional jets cannot. By accessing smaller airports closer to your destination, you'll waste far less time on ground transfers and lengthy airport delays.
Fleets of PC-24s are operated, as already mentioned, by the Royal Flying Doctor Service in the Australian Outback, and above the Arctic Circle in the North Slope Borough in Alaska. Whether you need to land on the grass runway at Venice's Aeroporto Nicelli, or just want to turn heads at the Smiley Creek, Idaho backcountry strip, the PC-24 will take you there (and back!).
Baranwal: Should we call PC-24 midsize business jet? Which category does it cater to?
Zimmermann: The PC-24 is the only aircraft combining the cabin size of a midsize jet with the versatility of a turboprop and operating cost of a light jet. It’s a plane that simply doesn’t fit into any of the existing business jet categories. That’s why we had to create a new one: the Super Versatile Jet category.
Baranwal: Business Jets are often termed as Office in the Skies. What all PC-24 offers to its travellers while in flight – please elaborate a little?
Zimmermann: 13 extra large cabin windows flood the interior of the PC-24 with bright, natural light. The generously sized cabin, with its continuous flat floor, allows for an exceptional amount of headroom for both passengers and crew. The PC-24 also features a fully enclosed, externally serviceable private lavatory that is highly discreet and seamlessly integrated into the cabin.
"THE OUTSTANDING SHORTFIELD PERFORMANCE OF THE PC-24 OPENS UP AN INCREDIBLE LEVEL OF MOBILITY. BY ACCESSING SMALLER AIRPORTS CLOSER TO YOUR DESTINATION, YOU'LL WASTE FAR LESS TIME ON GROUND TRANSFERS AND LENGTHY AIRPORT DELAYS."
Baranwal: Is PC-24 flown by single pilot or is supposed to be flown by two pilots?
Zimmermann: Pilatus aircraft are certified for single pilot operation. And the PC-24 is no exception to this rule. The cockpit layout is efficient and intuitive. From the comfort of his seat, the pilot finds an environment that has been designed specifically to reduce workload and improve safety while providing full situational awareness under all circumstances. And of course the PC-24 can also be flown by two pilots! BAI
Key Considerations for Pre-Owned Business Jet Transactions
Given the value of aircrafts and intricacies involved, buying or selling a business/ private jet entails a complex interplay of technical expertise, regulatory compliance requirements, legal and tax considerations
INDIA IS WITNESSING A surge in demand for business/ private jets driven by its robust economic growth, rising number of High-Net-Worth Individuals (HNIs), increased demand by corporate houses seeking time efficient travel, and emergence of hobby flyers.
This trend is supported by projections that revenue in India’s general aviation market will reach to $268 million in this year. Although the estimated numbers are way less when compared to developed markets like the United States (where business aviation contributes a staggering $150 billion annu-
ally to the economy), this shows that India’s general aviation sector holds immense untapped potential.
As the infrastructure develops and regulatory framework evolves, the sector could become a significant contributor to the economy, mirroring trends observed in mature markets.
BUSINESS AVIATION TRANSACTIONS: A STRATEGIC APPROACH
Given the value of aircrafts and intricacies involved, buying or selling of a business/ private jet entails a complex interplay of technical expertise, regulatory compliance requirement, legal
AND IS IN OPTIMAL CONDITION
and tax considerations. The transactions become more complex when financing is involved from a financier outside India as compliance of Indian foreign exchange laws is also required under such transactions. Therefore, detailed attention to the Aircraft Purchase Agreement (APA) and other transaction documents is required while undertaking these transactions.
KEY CONSIDERATIONS IN THE AIRCRAFT PURCHASE AGREEMENT
This article provides insight on key aspects to be considered in the APA of a pre-owned business/private jet from buyer’s and seller’s perspective. A well-structured APA ensures a comprehensive, balanced agreement tailored to the needs and expectations of both parties, minimising risks and avoiding future disputes.
BUYER’S PERSPECTIVE
l Technical Acceptance: The buyer should conduct a comprehensive evaluation of the aircraft including a detailed review of its technical specifications and an inspection flight to confirm it meets its requirements and is in optimal condition. Any technical issues identified during the evaluation process are typically rectified by the seller to the buyer’s satisfaction prior to delivery of the aircraft. In case the seller fails to rectify identified technical issues within the agreed timeframe, the buyer should have a ‘walk-away’ right without any obligation or liability. The buyer should also have a right to reject the aircraft if it is not in the optimal condition.
l Delivery Conditions: The APA must clearly define the agreed-upon delivery condition of the aircraft. Key delivery conditions include no history of major damage or cor-
rosion (unless specifically disclosed and accepted by the buyer), availability of subscription programmes, availability of all aircraft-related documents and past records including maintenance records, operational manuals etc.
l Title Diligence and Encumbrances: A detailed back-to-birth title verification of the aircraft must be conducted. In addition, it should be ensured that there are no encumbrances registered in relation to the aircraft with international registry (if applicable) or any other statutory authorities, no outstanding dues with airport authorities and no tax related liabilities. If the aircraft is registered with the Indian registry, an inspection with the Registrar of Companies should also be conducted to confirm any encumbrances created on the aircraft by the seller. A similar search should be carried out outside India (if the seller is outside India) as well with the relevant authority.
l Pre-Delivery Claims: All dues and liabilities related to the aircraft incurred prior to delivery to the buyer including airport landing and parking charges, fuel costs, and any notices from tax authorities, should be responsibility of the seller. It may be noted that such notices can surface even after delivery potentially disrupting the buyer’s ability to operate the aircraft. Therefore, it is essential that the APA explicitly addresses and allocates such obligation to the seller to avoid any post-delivery operational issues. Typically, indemnity is sought by the buyer from the seller to cover such claims.
l Risk of Loss: As a movable asset, if the aircraft is damaged or seized by government authorities prior to delivery, the buyer would be unable to take possession of the aircraft. In such cases, it is crucial that the buyer has the right to terminate the agreement and seek refund of consideration paid till the
THE BUYER SHOULD CONDUCT A COMPREHENSIVE EVALUATION OF THE AIRCRAFT, INCLUDING A DETAILED REVIEW OF ITS TECHNICAL SPECIFICATIONS AND AN INSPECTION FLIGHT, TO CONFIRM IT MEETS REQUIREMENTS
A
WELL-STRUCTURED AIRCRAFT PURCHASE AGREEMENT (APA) ENSURES A COMPREHENSIVE, BALANCED AGREEMENT TAILORED TO THE NEEDS AND EXPECTATIONS OF BOTH PARTIES, MINIMIZING RISKS AND AVOIDING FUTURE DISPUTES
date of termination. In addition, APA should have a provision for claiming damages and reimbursement of cost incurred by the buyer (such as aircraft inspection cost and other out of pocket expenses) for purchasing the aircraft.
l Exclusivity: Until the transaction between the buyer and seller is ongoing, the seller should be restricted from engaging with any third parties for the sale of the aircraft. In addition, the seller should not fly the aircraft from the date of the letter of intent/APA (except for flights required to comply with DGCA requirements) till delivery of the aircraft.
SELLER’S PERSPECTIVE
l Risk and Title: The APA should clearly provide that risk as well as title in the aircraft passes on to the buyer upon delivery to ensure that the seller is not subject to any risk in relation to the aircraft post-delivery. In this regard, typically covenants are also included in APA for the buyer to apply to the Director General of Civil Aviation (DGCA) for transfer of ownership of the aircraft in its own name immediately upon delivery.
l Post Delivery Claims: The APA should explicitly state that the seller’s liability is limited to pre-delivery claims, while any claims arising post-delivery will be buyer’s responsibility.
l Money laundering: It is pertinent for the seller to ensure that the buyer is compliant with anti-money laundering and anti-corruption laws and funds received by the seller are not subject to violation of any such laws. Typically, representations are sought in this regard from the buyer in APA.
l Limitation of Liability: Given that the buyer carries out due diligence of the aircraft prior to purchase and is aware of the condition of the aircraft, the seller must consider capping its liability in case of claims which the buyer is eligible to raise. Nevertheless, claims in relation to defective title of the aircraft are usually not subject to limitation.
l Walk Away Rights: Given that the buyer carries out due diligence of the aircraft prior to purchase and is aware of the condition of the aircraft, except in case of any act or omission of the seller, the seller must ensure that the buyer should not have walk away right in other circumstances. Further, the seller should also have a walk away right in case the buyer is not able to close the transaction within agreed timelines or due to breach of APA by the buyer. The seller should have a right to seek damages from the buyer under such circumstances.
l Goods and Services Tax (GST): The seller should seek adequate information from the buyer and ensure the category under which buyer intends to register the aircraft with DGCA. This is important for the purposes of GST to be imposed in the bill of sale. In the event of a sale from non-scheduled operating permit (NSOP) seller to NSOP buyer, GST will be less in comparison to sale from a NSOP seller to a private category buyer. A covenant in this regard should be included in APA. In the event GST is levied on the seller due to registration of aircraft by the buyer in a different category, then any additional GST obligation should be on buyer’s account. This aspect is more relevant in case the transaction is a domestic transaction.
CONCLUSION
Navigating the complexities of an aircraft purchase/sale transaction requires careful consideration and detailed planning from both the buyer and the seller. By addressing these key points during APA negotiations, both parties can create a balanced, transparent agreement that protect their interest and ensure a smooth transaction. BAI
The Authors are Partner and Senior Associate at Chandhiok & Mahajan
Sustainable Materials for the Pilatus PC-24 Cabin Interior
Pilatus is committed to sustainability – as demonstrated by the use of environmentally friendly materials in the cabin interior of the PC-24, including natural oils instead of synthetic varnishes.
Most of the fabrics used by Pilatus in today’s luxurious interiors are made from special fibres. They are easy to clean and they keep their shape after washing. The carpeting, which is made entirely from natural wool, is another example. As a renewable and biodegradable fibre, pure new wool is one of the world’s cleanest and most environmentally-friendly flooring materials. For its most environmentally-conscious clients, Pilatus offers a collection of carpets made without any artificial dyes at all.
Pilatus aircraft are already certified to use sustainable aviation fuel (SAF), which is currently produced primarily from biomass or waste materials. Aiming to accelerate the scaling of solar fuels in aviation, Pilatus and Synhelion announced the start of their strategic partnership in summer 2024. Under the purchase agreement, Pilatus has committed
Pilatus PC-12 Was Last Year’s Most Flown Business Aircraft in the USA
The Swiss-Made PC-12 was last year’s most frequently flown business aircraft in the USA. Specifically, 3,16,328 take-offs by the “World’s Greatest Single” were recorded between August 2023 and July 2024, representing 8.8 per cent of all departures. Once again, this single-engine turboprop impresses with its versatility, safety, reliability and efficiency.
Statistically, a good 70 of the world’s global fleet of over 2,000 PC-12s are in the air at any given time. In 2023 alone, Pilatus produced 101 PC-12s in the heart of Switzerland for delivery all over the world, including 48 for customers in the USA. The international PC-12 fleet has now completed well over ten million hours in the air and is used for a wide range of missions – including business travel, cargo transport, air ambulance and emergency services. BAI
to buying 200 tonnes of solar fuel every year for five years, effective from 2027. Pilatus plans to use the solar-derived fuel in its own fleet and intends to offer it to PC-12 and PC-24 customers at a later date. BAI
Gulfstream Offers Starlink In-Flight Wi-Fi for G650 and G650ER
October 28, 2024 — Gulfstream Aerospace Corp. today announced it has received Federal Aviation Administration (FAA) supplemental type certification to install Starlink high-speed internet on the award-winning G650 and G650ER. This FAA approval gives G650 and G650ER customers the added convenience of working directly with Gulfstream to upgrade connectivity for their aircraft.
Starlink gives passengers simultaneous access to a variety of in-flight services, including video calls, cloud-based offerings and data transfers, through its high-speed in-flight connectivity, which delivers latency less than 99 milliseconds and download speeds of 40 – 220 Mbps. Gulfstream is currently pursuing similar supplemental type certificates from the FAA for the G800, G700, G600, G500, G400, G280, GIV, GIV-X, GV and GV-SP. BAI
First Outfitted Gulfstream G800 Takes Flight
Gulfstream Aerospace announced the Gulfstream G800 dedicated to testing the cabin interior has taken its first flight. Testing for this aircraft will validate the cabin design and performance of the industry’s longest-range aircraft, focusing on the complete passenger experience to ensure interior comfort and reliability.
This first outfitted G800 took flight on November 27, 2024 and flew 1 hour and 41 minutes, reaching an altitude of 46,000 feet/14,021 meters and a top speed of Mach 0.91. The aircraft joins the two other test aircraft in the mature certification program and will undergo tests including repetitive operations of all systems during many different phases of flight and a variety of missions, including overnight trips, as well as hot and cold weather scenarios and turbulence.
The G800 includes a number of cabin features, including a new ultragalley with an abundance of counter, refrigeration, accessory and storage space; a beverage maker and cooking appliance array; and a dedicated crew compartment. It can be configured in up to four living areas and accommodate up to 19 passengers with sleeping for up to 10.
The G800 is the longest-range Gulfstream aircraft ever designed, capable of flying 8,000 nautical miles/14,816 kilometers at Mach 0.85 and 7,000 nm/12,964 km at Mach 0.90, with the best fuel-efficiency and lowest carbon footprint in its class. The
G800 provides the Gulfstream Cabin Experience with 100 per cent fresh, never recirculated air purified by a plasma ionization clean air system; the lowest cabin altitude in business aviation; whisper-quiet sound levels; and light from 16 Gulfstream Panoramic Oval Windows, the largest in the industry. BAI
Gulfstream Delivers Two Additional G700 Aircraft to Qatar Executive IC Leasing Orders Second Dassault Falcon 2000LXS
Gulfstream Delivers Two Additional G700 Aircraft to Qatar Executive Gulfstream Aerospace announced the delivery of two additional Gulfstream G700 aircraft to the growing Qatar Executive fleet. The two new aircraft, both delivered using a blend of Sustainable Aviation Fuel (SAF), increase the total number of G700 aircraft in the Qatar Executive fleet to six with an additional four scheduled. The newest Gulfstream G700 aircraft, delivered in December 2024, will join Qatar Executive’s existing fleet of four Gulfstream G700 and 15 Gulfstream G650ER aircraft. In addition to Federal Aviation Administration (FAA) and European Union Aviation Safety Agency (EASA) type certifications, the G700 has earned type certificate validations in 10 nations, most recently from the Civil Aviation Safety Authority in Australia. BAI
IC Leasing, a Dubai-based business aircraft leasing company, has signed an order for a Dassault Falcon 2000LXS, making it the second Falcon 2000LXS ordered by the company. The latest Falcon 2000LXS is scheduled for delivery in the second quarter of 2025. DC Aviation GmbH, IC Leasing’s long-standing strategic partner, will operate the aircraft out of its main base in Stuttgart, Germany. The Falcon 2000 is also a highly versatile aircraft that offers remarkable low-speed performance far beyond anything in its class. It takes off from shorter runways, climbs directly to 41,000 feet in just 20 minutes, lands on shorter fields, dry or wet. It can fly nonstop from Dubai to London, Johannesburg, Singapore or Beijing.
IC Leasing has introduced an innovative Lease-to-Purchase solution, which enables clients to finance the acquisition of aircraft without requiring an upfront down payment. Instead, clients agree to a fixed monthly instalment and a fixed purchase price for the aircraft at a future date, offering financial flexibility while freeing capital for other incomegenerating investments. This unique solution is a key component of IC Leasing’s strategy to offer bespoke and flexible leasing and financing solutions, allowing clients to preserve their capital while gaining access to high-value assets. BAI
YOU’RE AN INNOVATOR.
TIME TO FLY LIKE IT.
Farther: 6,600 nm/12,223 km1
Faster: Mach 0.9252
1 NBAA IFR theoretical maximum range at Mach 0.85 with 8 passengers, 4 crew and NBAA IFR reserves. Actual range will be a ected by ATC routing, operating speed, weather, out tting options and other factors. 2 Maximum Operating Mach Number.
