SP's Civil Aviation Yearbook 2020-2021

SP’s

Civil Aviation Yearbook 2020-2021

• ENORMOUSLY IMPROVED • EXHAUSTIVELY UPDATED • EXTENSIVE INCLUSION OF INFOGRAPHICS

SP’s

Civil Aviation

Yearbook 2020-2021 T H I R D

I S S U E

I N D I A P R O U D LY CELEBRATE S 75TH YEA R OF I N DEPEN DEN CE

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SP’s

Civil Aviation

Yearbook 2020-2021 T h i r d

i s s u e

Copyright © 2021 SP Guide Publications All rights reserved. The information published herein is for the personal use of the reader and may not be used for any other activity. No part of this book may be reproduced, stored in a retrieval system or transmitted in any form by any means – digital, electronic, mechanical, photocopy, recording or otherwise – without the prior written approval of the Editor-in-Chief.

For copyright permissions, please contact: The Editor-in-Chief SP’s Civil Aviation Yearbook A-133, Arjun Nagar, Opposite Defence Colony New Delhi 110003, India.

E-mail: editor@spscivilaviationyearbook.com The publisher shall not be liable in the event of incidental or consequential damages in connection with, or arising out of, the furnishing or use of the information, associated instructions/claims of productivity gains.

Concept founded by Shri SUKHDEO PRASAD BARANWAL in 1965 Published by Jayant Baranwal SP GUIDE PUBLICATIONS New Delhi, India

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SP’s

Civil Aviation

Yearbook 2020-2021 T h i r d

i s s u e

editor-in-chief

jayant baranwal

contents

CONTENTS colour pages 1. editorial

12

2. letters to the editor / review

16

Black & white Pages section 1: perspectives & outlook 1. Advancing Aviation Ecosystem

1

AYUSHEE CHAUDHARY

2. Middle East Aviation – Adapting to a Changing Landscape

5

BYRON BOHLMAN

3. From the Worst to the Strongest Performance, Air Cargo’s Upswing Story 9 AYUSHEE CHAUDHARY

4. Re-structuring the Aviation Industry

15

AYUSHEE CHAUDHARY

5. Supersonic 2.0, Will They Come?

19

BYRON BOHLMAN

6. Supersonic Airliners on the Horizon

23

JOSEPH NORONHA

7. Engine Manufacturers’ Efficient Efforts for Greener Skies

25

AYUSHEE CHAUDHARY

8. Gulfstream on a Determined Sustainable Path SP’S STAFF CORRESPONDENT

6 SP’s CIVIL AVIATION YEARBOOK 2020-2021

29

editorial contents

9. Passenger Health & Confidence, a Priority to Pace Recovery

33

AYUSHEE CHAUDHARY

10. Propelling and Collaborating for an Electric Future

37

AYUSHEE CHAUDHARY

11. Flying Cars – Taking the High Road

43

AYUSHEE CHAUDHARY

section 2: experts’ voices 1. Gulfstream – Setting New Standards

49

INterview: Mark Burns, President, Gulfstream

2. Embraer’s Vision for the Future of Sustainability in Aviation

3. Seek Expertise in Global Aircraft Transactions

51

ANDRE LUIZ TACHARD, HEAD OF ESG PROGRAMME AT EMBRAER

55

ROHIT KAPUR, PRESIDENT JETHQ ASIA

4. “The one thing that I don’t think we factored in was that governments globally would shut down”

57

INterview: Willie Walsh, Director General, IATA

5. “The speed of adoption of the technology I think would drive how mobility recovers from the pandemic”

61

INterview: Paul Griffiths, CEO, Dubai Airports

6. “Working with our neighbours would be the way to move forward during these hard and difficult times”

65

INterview: Captain Waleed Abdulhameed Al Alawi, Acting CEO, Gulf Air

7. “Why can’t we do to cargo what we did to passengers?”

69

INterview: Tony Fernandes, Group CEO, AirAsia

8. “The 2020s big strategic move for us is going to be ‘Sunrise’!”

73

Nterview: Alan Joyce, Group CEO, Qantas Airways

9. “Whatever numbers you look at, we are running a darn good airline with very low cost!”

INterview: Ronojoy Dutta, CEO & Whole Time Director, IndiGo

8 SP’s CIVIL AVIATION YEARBOOK 2020-2021

77

contents

10. Perspectives of Industry Leaders – Emerging Trends for the Post-Covid world 81 BYRON BOHLMAN

11. “Our world has changed, and we must change sooner than later, to match that!”

85

INterview: Sudhir Nayak, President, BAOA

12. Gulfstream – Delighting Customers and Setting Standards

89

INterview: Scott Neal, Senior Vice President, Worldwide Sales, Gulfstream

13. “In the low end market in which we expect steady recovery, there is potential”

93

INterview: Tadashi Fujita, Director, Japan Airlines

14. “We’ll go with the initial plan, to go up to about 34 aircraft in four years’ time”

97

INterview: Vipula Gunatilleka, CEO, SriLankan Airlines

section 3: regional outlook 1. BAHRAIN

101

2. CHINA & HONG KONG

103

3. INDONESIA

111

4. JAPAN

117

5. MALAYSIA

123

6. QATAR

127

7. SAUDI ARABIA

129

8. SINGAPORE

133

9. SOUTH KOREA

139

10. SRI LANKA

141

11. TAIWAN

145

12. THAILAND

149

13. TURKEY

155

14. UNITED ARAB EMIRATES

163 9

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SP’s CIVIL AVIATION YEARBOOK 2020-2021

editorial contents

section 4: india – a high growth market 1. Air India Back in the Folds of the Tatas after Seven Decades

2. Jet Airways to Resume Operations from 2022

173

Staff Correspondent

3. Akasa Air all Set to Take-off in 2022

169

AYUSHEE CHAUDHARY

176

AYUSHEE CHAUDHARY

4. Staking on Regional Connectivity

178

INterview: Captain Ajay Chauhan, CEO, Gujarat State Aviation Infrastructure Company Ltd. (GUJSAIL)

5. Domestic and International Traffic

179

6. Air Cargo

199

7. Non-Scheduled Operators

201

8. Operating Costs and Air Turbine Fuel (ATF)

205

9. Airports

206

section 5: Reference Data & Who’s Who 1. BAHRAIN

209

2. CHINA

210

3. HONG KONG

213

4. INDIA

219

5. INDONESIA

228

6. JAPAN

230

7. MALAYSIA

232

8. QATAR

238

9. SAUDI ARABIA

239

10. SINGAPORE

243

11. SOUTH KOREA

248

10 SP’s CIVIL AVIATION YEARBOOK 2020-2021

contents

12. SRI LANKA

250

13. TAIWAN

256

14. THAILAND

263

15. TURKEY

268

16. UNITED ARAB EMIRATES

272

17. Who’s who Profiles:

277

• Civil Aviation

277

• Airlines

286

• Business Aviation

295

section 6: Aircraft Specifications 1. Commercial Aircraft Specifications

297

• AIRBUS

297

• ATR

299

• BOEING 300

• COMAC 301

• De Havilland 301

• EMBRAER

• MHI RJ AVIATION 304

302

2. Business Aircraft Specifications

305

• AIRBUS

305 306

• Boeing

• BOMBARDIER

307

• Dassault falcon

309

• EMBRAER 310

• GULFSTREAM

312

• PILATUS

315

• TEXTRON AVIATION

316

• Piper

320

• VIKING AIR

320

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SP’s CIVIL AVIATION YEARBOOK 2020-2021

SP’s

Civil Aviation

Yearbook 2020-2021 T h i r d

i s s u e

EDITORIAL

An Industry at an Inflection Point

W

elcome to the 2020-2021 edition of SP’s Civil Aviation Yearbook! Every catastrophic event is an agent of change. Each one produces advances in technology, new trends emerge, and people reassess their work and life priorities. The 2008 global financial crisis accelerated the rise of digital banking. Now, climate awareness is driving the push for electric-powered automobiles and airplanes. Since the outbreak of the pandemic in 2020, how we work, buy products and services, and travel is changing.

It makes forecasting everything more difficult, particularly when history is no longer an accurate basis for predicting the future.

Today, commercial aviation is at an inflection point. After a prolonged shutdown in which over 90 per cent of flights were cancelled during the 2020 peak of the pandemic, airlines are rebuilding their yield management systems to estimate demand and revenue from fewer high-fare business passengers and more low-fare leisure travelers. International flight schedules are yet to be restored since many countries are slow to fully re-open their borders. Big aircraft were pulled from service. Many will never fly again.

It’s a whole new ball game

The statistics section of our Civil Aviation Yearbook tracks the annual

changes in passenger and cargo demand, fuel price, and ranks airport throughput by country, among other measures. For the past 18 months, however, the massive disruption to global aviation renders 2020 and 2021 comparisons meaningless. Australia is still essentially closed, Singapore has introduced Vaccinated Traveler Lanes (VTLs) with several countries to control passenger flows, Japan, Hong Kong, and Taiwan are restricting entry, and yet domestic air travel in China and India is booming. Data from 2019, therefore, are the only benchmarks for future comparisons.

The New Normal

What can we expect in the coming years? Industry analysts and airline executives believe 2019 traffic levels will return by 2024.

That estimate is speculative at best given the possibility of new coronavirus variants emerging that could set back any robust global recovery.

As covid shifts from pandemic to endemic over time, many industry changes we’re seeing now will become permanent. Our guest contributors highlight some of these – universal health passports, contactless check-in, growth in cargo tonnage and digital commerce, and a preference for nonstop flights.

From my perspective, there are five emerging trends that are defining the speed of recovery and the future of the industry.

editorial

Set of kind words from Dr S. Radhakrishnan, Second President of India, addressed to our Founder Editor-in- Chief, in March 1966 in the context of our first Yearbook - the ‘Military Yearbook’ launched in 1965, and now known as SP’s Military Yearbook.

This very long-established background of the Yearbook has been the foundation of SP’s Civil Aviation Yearbook.

Following the path of the first Yearbook, SP Guide Publications had introduced SP’s Civil Aviation Yearbook in the year 2018 to fill the vacuum of such a detailed reference document on civil aviation industry covering not just India but the countries across Asia. The Yearbook strives to remain the leader in Asia after having become the first mover in the space of civil aviation reference document.

editorial

The New Normal: While uncertainty looms large over global travel’s restoration, the airline industry has to overcome the financial grievances as well as innovate for transforming consumer behavior

Cargo & Supply Chains: Air cargo industry is at the threshold of a giant transformation as passenger airlines discover its vital cash-generating contribution to their survival during the pandemic

1. Inequity of Vaccination Rates Wealthy countries with access to vaccine supplies reopened faster than those without. It will take longer for the populations of poorer countries to be inoculated and, consequently, air travel to resume.

departments likely welcome their reduced budgets. Road warriors learned how to work from home which decimated demand for premium cabin aircraft seats, hotel rooms, and hire cars.

Those high-fare travelers won’t completely retreat to their remote offices, but they will be fewer in number, especially in the short term.

I suspect corporations will be reluctant to send large contingents of executives to high-risk countries until there is some semblance of stability and safety.

Will Business Class cabins get smaller as a result? Low cost carriers were enjoying robust growth prior to the pandemic and are eager to capture a share of the pent-up demand from leisure travelers. With an expected decline in the volume of high-fare business passengers, airlines can expect revenue to be generated by more low-fare customers. The change in the business/leisure mix will most certainly impact the magnitude of flight profit, and margin.

2. Domestic Leads International Only a handful of Asian countries have significant domestic markets that are helping their airlines stay afloat. China’s 2021 Q3 local RPKs have rebounded above 2019 levels. The same is true for India. Domestic demand and confidence have recovered so quickly that a start-up carrier, Akasa Air, has ordered 72 new Boeing 737 Max jets to serve national routes.

Countries that are dependent almost exclusively on international travel, namely Singapore, Taiwan, and Thailand, rely on government directives that dictate flight frequency and destinations. The political, economic, and cultural diversity of the region will result in a slow, gradual restoration of air services, particularly in the absence of a universal digital health passport or protocols.

3. Business/Leisure Mix We all love to hate virtual meetings but they have proven extremely effective, especially for international businesses. Corporate travel

India is still trying to maintain the track of growth despite of COVID-19 challenges.

Air India returning to Tata group is sort of a positive sign in terms of an upcoming healthier version of the airline. Jet Airways after a long halt, is set to return to skies in 2022. Akasa Air, a brand new airline that has already placed orders for around 70 Boeing 737 Max, is another factor that adds to India’s growth story.

4. Going Green Older, inefficient aircraft were parked and later purged from airline fleets as the industry contracted in 2020. The drive to greater sustainability has accelerated development of sustainable aviation fuel (SAF) and alternate propulsion architecture for new aircraft. Allelectric engines are coming with OEMs determined to meet the 2050 industry zero-carbon emissions target.

For all the hype of the benefits of greener machines, the reality of infrastructure, fuel delivery networks (particularly for hydrogen), breakthroughs in battery technology, and cost, tempers the excitement. I’m hoping the momentum we’re seeing today continues and we see viable concepts sooner rather than later.

5. Cargo & Supply Chains When airlines grounded most of their fleets, we realised how much we depend on the belly space of scheduled flights to carry high-priority cargo. Removing that capacity almost instantly exposed the vulnerability of global supply chains to disruptions in commercial aviation.

The negative effects were further amplified by a huge spike in digital commerce as more shoppers purchased good and services from screens rather than brick-and-mortar stores.

editorial

Going Green: A major development in civil aviation towards sustainability that is currently underway, is the launch of commercial flying cars aptly described as ‘a car that flies and a plane that drives’

Load factors on dedicated freight aircraft were 25 per cent higher in 2020 compared to 2019, and yields increased an average of 80 per cent during the same period. E-commerce is driving much of that growth. The outlook for the cargo industry is strong enough for manufacturers to consider building new-generation freighters.

These are indeed volatile times for commercial aviation. I suspect recovery will be fragile with the risk of new viral variants that could curb consumer appetite for air travel and impede growth.

There are always unknown factors that influence the accuracy of forecasting demand, fuel price, or any of the other indicators we track in our Civil Aviation Yearbook. But statistics are what they are. Graphically, 2020 & 2021 traffic and growth data will appear as anomalies, much like the sudden downward trend line deviations produced by other global crises.

Given so many fundamental changes coming to the industry, I suspect the past is not going to be an accurate predictor of the future.

Time will tell.

I hope you enjoy reading the Yearbook! We look forward to your feedback as well.

Jayant Baranwal Editor-in-Chief

Business Travel: Adding to its growing family of technologically advanced and innovatively designed aircraft, Gulfstream has introduced the G800 and the G400 aircraft as the future of business aviation

Acknowledgments Several distinguished authors and industry experts have contributed to make this edition of SP’s Civil Aviation Yearbook an indispensable reference document that attempts to surpass international standard and quality. We at SP Guide Publications convey our sincere thanks to all of them for their contributions.

A special thanks to Byron Bohlman who is based in Calgary, Canada. A veteran of civil aviation industry whose overall guidance and significant editorial support supplemented with his knowledge and perspective of the global civil aviation sector really enabled the development of contents in SP’s Civil Aviation Yearbook.

We would also like to acknowledge CAPA for their permission to reproduce interviews of certain industry leaders.

As usual, our research team comprising of Bharti Sharma, Rimpy Nischal, Survi Massey and the design team that includes Vimlesh Yadav, Sonu Bisht, did a splendid job under the guidance and supervision of Rohit Goel. It is their dedication and the hard work that has enabled an enormously updated edition. The edition that is not only full of varied data and analysis but also in a very easy to understand format.

Clarifications:  Data has been collated and analysed from various sources in each listed country including their official websites of Ministry of Civil Aviation, Directorate of Civil Aviation, Airports Authority and various airlines. Some of the other sources used are various business aviation association websites, IATA, ACI, Wikipedia and OEM websites. Despite this, variations are possible.  Suggestions for improvement will be appreciated and carried out to the extent possible.

DELHI

letters to the editor / review

Shri J Baranwal Ji, I am desired to acknowledge with thanks, the receipt of your letter addressed to the Prime Minister alongwith books titled ‘SP’s Civil Aviation Year Book 2019’ and ‘SP’s Military Yearbook 2019’ written by you.

With regards, Yours sincerely, Chandresh Sona

Alan Peaford, Editor-in-Chief, FINN Reviews SP’s Civil Aviation Yearbook 2019 “Guide to Asian aviation in one book. 2019 edition has expanded its reach to cover the various sub markets across the whole of the Asian continent from Saudi Arabia in the west to Japan in the East.”

Alan Peaford Editor-in-Chief FINN (Farnborough International News Network), Editor of Arabian Aerospace, African Aerospace and UK’s ADS Advance Alan Peaford is a former national newspaper journalist and the current President of the UK’s Institute of Internal Communications. He has also edited Flight International’s Flight Daily News for 17 years and has won an Aerospace Journalist of the Year award on five occasions. He has been writing for many newspapers and trade magazines. Alan has also appeared on BBC news channel for aerospace related talks.

Key extracts of the Review: • Guide to Asian Aviation in one book.

• 2019 edition has expanded its reach to cover the various sub markets across the whole of the Asian continent from Saudi Arabia in the west to Japan in the East.

• The authors – led by Editor-in-Chief Jayant Baranwal – provide a series of op-ed articles on subjects ranging from the world of turboprops to electric aircraft and concerns over capacity crunch.

• The Yearbook is a stamp in time, a broad snapshot of the civil aviation industry.

• More than half of the Yearbook is devoted to data including organisation charts of various government departments or the names of the key personnel across airlines and airports.

16 SP’s CIVIL AVIATION YEARBOOK 2020-2021

perspectives & outlook experts’ voices regional outlook 1

2. Middle East Aviation – Adapting to a Changing Landscape BYRON BOHLMAN

5

3. From the Worst to the Strongest Performance, Air Cargo’s Upswing Story 9 AYUSHEE CHAUDHARY 4. Re-structuring the Aviation Industry AYUSHEE CHAUDHARY

15

5. Supersonic 2.0, Will They Come?

BYRON BOHLMAN

19

6. Supersonic Airliners on the Horizon JOSEPH NORONHA

23

7. Engine Manufacturers’ Efficient Efforts for Greener Skies AYUSHEE CHAUDHARY

25

8. Gulfstream on a Determined Sustainable Path SP’S STAFF CORRESPONDENT

29

9. Passenger Health & Confidence, a Priority to Pace Recovery AYUSHEE CHAUDHARY

33

10. Propelling and Collaborating for an Electric Future AYUSHEE CHAUDHARY

37

11. Flying Cars – Taking the High Road AYUSHEE CHAUDHARY

43

india – a high growth market

1. Advancing Aviation Ecosystem AYUSHEE CHAUDHARY

reference data & who’s who

perspectives & Outlook

aircraft specifications

section 1

perspectives & outlook experts’ voices

Chapter 1

regional outlook

Advancing Aviation Ecosystem The pandemic is far from over and its impact will stay long-term, transforming entire landscape of the industry operations and infrastructure. An amalgamation of airlines, airports, and authorities will be a crucial aspect in evolving the ecosystem of the industry as we navigate the new normal.

We are all aware how the pandemic transformed the world with digitisation, shifting technology, years ahead. Transfer of many human tasks to contactless during the course of travel is going to be the key.

This digitisation will also activate most of the work through apps and phones with increased touchless check-ins, face recognition technologies, RFID bag-tags, paperless immigration, etc. In hindsight, the contactless transition has brought in a valuable shift in enhancing the customer experience.

Many countries and organisations are deliberating on digital certificates as well that would

Increase in domestic tourism & TO READ THE COMPLETE ARTICLE regional connectivity

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As international travel still remains suspended in

A McKinsey report noted that before the pandemic, airlines spent roughly five per cent of their revenue on IT. Now this will have to go up because in a progressively digital world, “bytes carry more value than bricks if used well”.

1

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SP’s CIVIL AVIATION YEARBOOK 2020-2021

reference data & who’s who

Digitisation dose

include an individual’s update around the vaccines, infection, etc all in one place.

Like it or not, airlines will have to invest more on digitisation. A McKinsey report noted that before the pandemic, airlines spent roughly five per cent of their revenue on IT. Now this will have to go up because in a progressively digital world, “bytes carry more value than bricks if used well”. Investing in befitting tools and technology can not only help monetise assets better but also significantly improve operating efficiency and customer experience.

The use of artificial intelligence and other innovations like automated gates have been introduced even earlier but the post-coronavirus world will witness an acceleration of such trends to facilitate socially-distanced journeys. Even though most airlines are stuck in financial crisis, they will have to consider stepping up automation investment.

Using data in smarter ways to enhance decision making, requiring some investment but yielding significant payoffs is also going to be a way forward.

aircraft specifications

S

econd year into the pandemic, and we are still far from normalcy at least in its entirety. We are now well aware that getting back to the normal as we knew before the pandemic is absolutely uncertain. We are in a new normal that we have to navigate through. The aviation industry’s landscape can also no longer stay as it was. Keeping the financial concerns aside, the long-lasting impact of the virus on the industry is evident as certain transitions are here to stay.

india – a high growth market

By Ayushee Chaudhary

perspectives & outlook experts’ voices

Chapter 2

regional outlook

Middle East Aviation – Adapting to a Changing Landscape

india – a high growth market

The migration to fleets of more fuel-efficient and versatile aircraft is underway with Emirates moving to a simplified fleet of smaller airplanes, Qatar Airways embracing the smaller-jet philosophy and Etihad Airways positioning itself as a mid-size carrier

By BYRON BOHLMAN

A Region Hit Hard

Secretary General Abdul Wahab Teffaha painted a grim picture in his remarks to delegates at the Arab

reference data & who’s who

Air Carriers’ Association annual general meeting in Doha. He cited an 80 per cent decline in passenger traffic (RPKs) among member carriers in the first half of 2021 compared to the same period in 2019.

Demand has still not shown signs of recovery given that traffic was down 72 per cent in the first half of last year.

The pandemic has hit the region hard. AACO blames disparate international health regulations, the inequality in access to vaccines, and a reliance on open borders as causes for depressed demand.

The cost of continued uncertainty is high. Prior to the onset of the pandemic, tourism accounted for 14.4 per cent of GDP in the region. That contribution dropped to 5.4 per cent, as did the number of tourism-related jobs, from 334 million in 2020 to 272 million in 2021.

One bright spotis the success of LCCs, namely Air Arabia. The airline reported a $152 million profit for the quarter ending September 30, a 575 per cent jump compared to the same period in 2020.

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aircraft specifications

T

he Middle East has always been at the crossroads of global trade.

Today’s airline mega-hubs at Dubai, Doha, Abu Dhabi and even Istanbul are testament to the region’s ability to adapt to changes in the flow of world commerce.

Those hubs are uniquely positioned to capture both north-south and east-west movements of cargo and people, and thrive on vast non-stop regional and intercontinental flight connections.

Yet those very links that are their lifeblood are at risk with the contraction of passenger traffic resulting from the pandemic. Can airlines in the Middle East withstand the downturn and emerge stronger when demand eventually recovers? With a little help from government handouts, it appears they are already adapting to the new landscape.

perspectives & outlook experts’ voices

Chapter 3

regional outlook

From the Worst to the Strongest Performance, Air Cargo’s Upswing Story

A

ir cargo witnessed its strongest first half performance this year.

Data released by the International Air Transport Association (IATA) for global air cargo markets for June displayed a 9.9 per cent improvement on pre-COVID-19 performance. “This pushed first half-year air cargo growth to eight per cent, its strongest first half performance since 2017 when the industry posted 10.2 per cent year-on-year growth,” IATA noted.

Last year as the novel coronavirus grabbed the world, air cargo facilities came out to be the most resilient, especially with the medical cargo services, that were utilised by governments to transport the equipment, medicines, vaccines, etc internationally as well as within the country. As the demand increased, commercial airlines also converted their passenger planes to freighters.

This June, the grounding of passenger aircraft constrained the overall capacity at 10.8 per cent below pre-COVID-19 levels. Belly capacity was down 38.9 per cent on June 2019 levels, partially offset by a 29.7 per cent increase in dedicated freighter capacity, IATA noted.

2020, the worst for air cargo demand: IATA

Last year pretty much like the rest of the industry, air cargo sector also had a hard blow but eventually picked up in a remarkable manner. IATA observed 2020 as the worst year for air cargo demand noting the decrease in demand by 10.6 per cent in 2020, compared to 2019. This was the largest drop in yearon-year demand since IATA started to monitor cargo performance in 1990. Global capacity, shrank by 23.3 per cent in 2020 (‑24.1 per cent for interna-

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The first halfyear air cargo growth went to 8 per cent in June 2021, its strongest first half performance since 2017 when the industry posted 10.2 per cent year-onyear growth: IATA 9

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aircraft specifications

By Ayushee Chaudhary

reference data & who’s who

india – a high growth market

Global air cargo markets for June 2021 displayed a 9.9 per cent improvement on pre-COVID-19 performance, the strongest first half performance since 2017. After the worst year for air cargo demand, 2020, the cargo boom in 2021 has been a display of resilience. As e-commerce expansions continue and economic condition improve, the air cargo boom is likely to establish a transitional position in the industry.

perspectives & outlook experts’ voices

Chapter 4

regional outlook

Re-structuring the Aviation Industry Innovation has always been an important pillar of aviation sector, however, the pandemic has given a strong push to innovate in ways not thought of before keeping hygiene as a priority. Contactless solutions, digital health passports, ultraviolet autonomous cleaning, biometrics have advanced the industry years ahead.

Contactless technology

Amid the various trends, the most common but the most significant one has been the contactless travel experience, given the norms that the corona-

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Biometrics usage is surging with contactless kiosks to automate the check-in process, touchless elevator panel technology, smart tunnels, etc being deployed 15

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reference data & who’s who

virus pandemic brought along. As the basic characteristic of the virus has forced us to maintain social distancing, the passengers are extremely conscious about the countless touch points that they constantly encounter often without noting while they travel. Touchless travel has to become standard at most airports through the use of biometric technology given the current scenario and passengers should expect temperature screening and reduced in-flight services to be the new norm. There shall be a clear focus on the importance of digital solutions to boost confidence and safety, by reducing interactions throughout the journey.

The touchless technology is speeding up at the airports in the forms of contactless check-in and security, and further more processes moving out of airport infrastructure into the digital world, thereby reducing the number of contact points in the airport. Combining thermal imaging with video analytics and AI techniques is also being explored to have a robust system that can identify individuals, their body temperature, whether or not they are wearing masks, their travel history, etc.

The contactless commute trend has remained

aircraft specifications

F

or some time now, aviation was seeing a constant growth with more and more players entering the industry, more aircraft being added in the fleet, and more people affording flight tickets. However, even though new designs were coming up, the pandemic has caused a disruption in the system that has forced the industry to pace up and redesign with innovation, advancement and precaution.

Many new trends have been witnessed in the past year as the industry attempts to prove its resilience, and many more trends await ahead as the aviation industry moves towards recovery with a surge in technology, design advancements, and secured behavior. Contactless solutions, digital health passports, ultraviolet autonomous cleaning, here are some trends and technologies that are restructuring the aviation industry.

india – a high growth market

By Ayushee Chaudhary

perspectives & outlook experts’ voices

Chapter 5

regional outlook

Supersonic 2.0, Will They Come?

Can a new generation of faster-than-the-speed of-sound airplanes once again ply the skies?

Two Cups of Coffee

I had heard that Concorde’s cabin was narrow so it was no surprise that it felt a little cramped in seat 2C. Legroom on the 100-seat jet wasn’t particularly generous. The minimalist gray décor was in keeping with the British Airways corporate identity. Yet

The Big Bang Theory Meets the Little Thump Theory

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The laws of aerodynamics haven’t changed, they are simply better applied. Without getting overly technical, aircraft geometry creates a large wave drag com-

Today’s supersonic jet manufacturers have refined their designs to reduce wave drag.

The reduction is pivotal to winning regulatory approval to operate supersonic aircraft over land.

19

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the magic started the minute BA 002 lifted off from New York JFK Airport for the 3-hour and 30-minute hop to London. Watching the digital speed on the bulkhead display ratch up to Mach 2.0 was both thrilling and perplexing. It certainly never felt like we were hurtling through the edge of the stratosphere at 1,350 miles per hour. Supersonic speed was imperceptible.

My seat mate at the window was a tobacco industry lawyer on his way to Dublin. After exchanging brief pleasantries, he picked up a black pen and buried his nose in a stack of papers the size of a New York City telephone book, looking up occasionally to nurse two cups of black coffee. That was his only intake for the entire flight.

He was the quintessential Concorde customer.

His seat was his office. His flight, a time saver. The ticket surely paid by his employer. He represented the type of passenger, today’s aircraft manufacturers believe will return to supersonic travel. They’ve already proven to the airliners that if you build it, they will come.

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f you lived near London Heathrow Airport until 2003, you knew the familiar loud engine rumble shortly after 10:30 AM meant that flight BA 001 had departed for New York on time. The noise was unmistakably that of the Concorde. Before the end of this decade, supersonic passenger flights may resume, but without the signature blast from those old-generation Rolls-Royce Olympus 593 engines.

Can a new generation of faster-than-the-speedof-sound airplanes once again ply the skies of the world? Two American-based manufacturers, Boom Supersonic and Spike Aerospace, are betting on it.

High development costs, large capital requirements, and the current economic environment proved too much for Aerion, a third competitor from Nevada, USA. The company cancelled its AS2 programme and shut down in May 2021. Now, the two remaining manufacturers are hoping to reintroduce supersonic travel and are targeting different market segments.

india – a high growth market

By BYRON BOHLMAN

perspectives & outlook experts’ voices

Chapter 6

regional outlook

Supersonic Airliners on the Horizon Although the aviation industry has been severely hit by the coronavirus pandemic, the nascent field of high-speed civil aviation is one area that is recording noteworthy progress

BAN THE BOOM

Concorde entered commercial service simulta-

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The technological problems of supersonic airliners can probably be resolved fairly soon 23

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reference data & who’s who

neously with Air France and British Airways on January 21, 1976. However, it was soon slapped with stiff operational restrictions that forced it to stay subsonic overland. Many countries completely prohibit supersonic passenger overflights because of the booms they generate. But over the last decade or two, aerodynamic shaping technology has succeeded in making sonic booms more benign. The International Civil Aviation Organisation (ICAO) and the US Federal Aviation Administration (FAA) are reviewing the restrictions placed on civilian supersonic planes. In January this year, the FAA issued a “final rule” to facilitate the safe development of such aircraft. Once the review is completed, by 2025, some restrictions will probably be eased. The FAA’s decision will likely be based in part on NASA’s Mach 1.4 X-59 Quiet Supersonic Transport (QueSST) project.

The Lockheed Martin X-59 aims to prove that it can operate generating only a 75 Perceived Level decibel (PLdB) “thump” on the ground – as loud as closing a car door. It has a long skinny fuselage so as to spread the shockwaves out and reduce their impact earthwards. It also has most of its external features above to make the shockwaves emanate upwards, not downwards. Further, an “aft deck” under the engine nozzle prevents

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S

eventeen years – that is how long commercial aviation has been stuck in the subsonic flight regime after British Airways ended Concorde flights in October 2003. In a world obsessed with speed and timesaving, that is remarkable. After all, the prospect of flying from London to New York in three and a quarter hours instead of the current seven hours or from San Francisco to Tokyo in five and a half hours instead of 11, would strongly appeal to most travellers.

That is why several companies are racing to get their supersonic jets to the market. These include Boom Supersonic’s Overture Mach 2.2 airliner and Spike Aerospace whose S-512 Mach 1.6 aircraft has both Business Jet and commercial possibilities. And in August 2020, Virgin Galactic announced plans to collaborate with Rolls-Royce to build a Mach 3 airliner. In fact, although the aviation industry has been severely hit by the coronavirus pandemic, the nascent field of high-speed civil aviation is one area that is recording noteworthy progress. But can the supersonic hopefuls overcome the stiff challenges they face?

india – a high growth market

By Joseph Noronha

perspectives & outlook experts’ voices

Chapter 7

regional outlook

Engine Manufacturers’ Efficient Efforts for Greener Skies From structural experiments to efficient propulsion systems, from collaborations to investments and testing, initiatives are underway in a wide expanse

As one of the leading names in the engine industry, Pratt & Whitney (P&W) is constantly adding to the list of its sustainable efforts. Developing hybridelectric propulsion technology is a core element of Pratt & Whitney’s strategy to make aviation more sustainable. The latest being its hybrid-electric propulsion technology that aims to drive significant improvements in aircraft efficiency by optimising performance across the different phases of flight, allowing the demonstrator to target a

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P&W Canada (P&WC) is working with De Havilland Aircraft of Canada Limited to integrate this hybrid-electric technology into a De Havilland Canada Dash 8-100 flight demonstrator 25

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Pratt & Whitney

30 per cent reduction in fuel burn and CO2 emissions, compared to a modern regional turboprop airliner. P&W Canada (P&WC) is working with De Havilland Aircraft of Canada Limited to integrate this hybrid-electric technology into a De Havilland Canada Dash 8-100 flight demonstrator. This demonstrator will include an advanced electric motor and controller from Collins Aerospace, also a Raytheon Technologies business.

Additionally, as part of Canada’s green recovery plan, the Government of Canada’s Strategic Innovation Fund is backing the technology demonstrator. The Government of Quebec is supporting this project through Investissement Québec and the Ministère de l’Économie et de l’Innovation, as part of an initiative known as, “Aéronef pour la mobilité numérique et verte de demain” (Green and Digital Aircraft of Tomorrow). P&WC is targeting ground testing in 2022, leading to flight testing of the Dash 8-100 demonstrator in 2024.

The company is also committed to continually advancing the efficiency of gas turbine engines across its portfolio, while supporting the wider use of SAF, and pursuing alternative fuels.

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ustainability is no longer just the buzz word of the town in the aviation industry as there are conscious discussions and actions being taken up constantly. There is a clear awareness that the future of the market will be significantly determined by how the aviation industry innovates to lower emissions and improves fuel efficiency. From airlines to aircraft and engine operators, everyone is playing a key role. Here we take a look at some of the initiatives that the major engine manufacturers have taken to contribute towards greener skies.

india – a high growth market

By Ayushee Chaudhary

perspectives & outlook experts’ voices

Chapter 8

L

ast year in December, Gulfstream Aerospace Corporation recognised the many achievements of its Customer Support organisation in 2020, including operations and expansions across the globe, new technologies for Gulfstream aircraft and continued success in sustainability, which has been at the core of Gulfstream’s operations.

To especially note its effort towards sustainability in the pandemic year, the manufacturer highlighted that in July 2020, Gulfstream opened an all-new, 2,25,000-square-feet service center in Farnborough, England. The facility which can accommodate up to 13 large-cabin aircraft, including the Gulfstream G700 has been created in line with Gulfstream’s sustainability strategy. The Farnborough facility has been designed with environmental benefits, including rainwater harvesting, radiant heating systems in the purpose-built hangar, intelligent lighting controls and heat recovery systems.

In September last year the company had also announced the extension of its contract with World Fuel Services to continue providing the businessjet manufacturer with a steady supply of sustainable aviation fuel (SAF) produced by World Energy.

Gulfstream President Mark Burns announced the deal during the Virtual 2020 Business Aviation Sustainability Summit to discuss pathways to accelerate the market for SAF. This contract extends Gulfstream’s original multiyear purchase agreement, which was the first of its kind in business aviation when it was signed in 2015. Since March 2016, Gulfstream has used SAF for its Savannah-based fleet, which comprises corporate, demonstration, completion, customer support and flight test aircraft. The company has made more than 650 flights using 9,00,000 gallons of SAF-JET, a fuel blend, flying more than 1.3 million nautical miles and reducing carbon dioxide emissions by approximately 1,700 metric tonnes.

Gulfstream claims that its sustainability strategy helps support industry goals established by the National Business Aviation Association (NBAA), the General Aviation Manufacturers Association (GAMA) and the International Business Aviation Council (IBAC). The goals include: yy 50 per cent reduction in CO2 emissions by 2050 relative to 2005 levels; yy 2 per cent improvement in fuel-efficiency per year from 2010 to 2020;

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Last year, Gulfstream opened a service center in Farnborough, designed with environmental benefits, including rainwater harvesting, radiant heating systems in the purposebuilt hangar, intelligent lighting controls and heat recovery systems 29

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reference data & who’s who

By SP’s Staff Correspondent

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The sustainability programme of the aerospace company goes beyond the usage of SAF and includes various innovative ways

india – a high growth market

regional outlook

Gulfstream on a Determined Sustainable Path

perspectives & outlook experts’ voices

Chapter 9

regional outlook

Passenger Health & Confidence, a Priority to Pace Recovery

F

ollowing a consistent rise in demand for years, the global air travel came to a halt in 2020. Second year into the pandemic initiated by the novel coronavirus, we are yet to experience air travel at its momentum. In its passenger demand performance for June 2021, the International Air Transport Association (IATA) noted a minute improvement in both international and domestic air travel markets as demand remained significantly below pre-COVID-19 levels. Total demand for air travel in June 2021 was down 60.1 per cent compared to June 2019. Despite such an extensive decrease, this was an improvement over the 62.9 per cent decline recorded in May 2021 versus May 2019 by IATA. This year there certainly is some movement that has been initiated especially in a few key domestic markets but the situation for international travel is

nowhere near where it needs to be for appropriate recovery. While international restrictions are a major cause for this slow improvement, it is important to take into account that this pandemic has not only accelerated technological innovations and shifted economies but has also had a drastic and ever-lasting impact on consumer behavior. How one travels, and what one looks for while travelling has completely changed now. Regaining passenger confidence is crucial. Inmarsat’s ‘Passenger Confidence Tracker’ revealed that eight in ten air passengers say their travel habits will change as a result of COVID-19.

Travelling is no longer just about innovative technologies, appealing offers and comfort but the seamless experience that a passenger needs. Safety now has an added dimension of health security.

From taking a cab to the airport from our homes to reaching the hotel at our destination or vice-versa,

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Inmarsat’s ‘Passenger Confidence Tracker’ revealed that eight in ten air passengers say their travel habits will change as a result of COVID-19 33

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By Ayushee Chaudhary

reference data & who’s who

india – a high growth market

It is important to take into account that this pandemic has not only accelerated technological innovations and shifted economies but has also had a drastic and ever-lasting impact on consumer behavior. How one travels, and what one looks for while travelling has completely changed. Passengers’ concerns, convenience and care are going to play important role on the road ahead for aviation industry.

perspectives & outlook experts’ voices

Chapter 10

regional outlook

Propelling and Collaborating for an Electric Future Newer and innovative eVTOLs, electric motors, engines, partnerships and designs are continuously pacing up the UAM ecosystem

European manufacturer, Airbus commenced on its electrification journey a decade ago, developing the world’s first all-electric, four-engine aerobatic aircraft, CriCri. Since then, they have been progressing in the electrification of flight. Airbus’ all-electric, twin-propeller aircraft E-Fan successfully crossed the English Channel in 2015, the electric vertical take-off and landing (eVTOL) demonstrator projects, Vahana and CityAirbus, have already completed many hours of flight testing programmes and E-Fan X is providing important insights on serial hybrid-electric propulsion. On its path to

Archer

California-based Archer Aviation debuted its Maker aircraft in June 2021. Backed by the United Airlines commercial order and the merger with Atlas Crest Investment Corporation, the company is valued at $3.8 billion, and is confident of its financial position to continue toward commercial launch in 2024.

Archer stated that it’s creating the world’s first electric airline that moves people throughout the world’s cities in a quick, safe, sustainable, and costeffective manner. As the world’s only vertically integrated airline company, Archer is designing, manufacturing, and operating a fully eVTOL aircraft that can carry passengers for 60 miles at speeds of up to 150 mph while producing minimal noise.

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On its path to zero-emission flight, Airbus’ EcoPulse, a distributed hybridpropulsion aircraft demonstrator developed in partnership with Daher and Safran, completed wind tunnel testing this month 37

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Airbus

zero-emission flight, Airbus’ EcoPulse, a distributed hybrid-propulsion aircraft demonstrator developed in partnership with Daher and Safran, completed wind tunnel testing this year.

Airbus is also working on the electrical engine cooling concept, considering that electrical engines produce heat while running, which is why they need a cooling system to lower temperatures, both on the ground and in flight.

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ith an increased focus on reducing the carbon emissions, the aviation industry is constantly designing ways to innovate. In that attempt, electric propulsion aircraft are gaining momentum as a large number of autonomous electric aircraft and engines are being developed. There are multiple players in the market now, some of the major ones who are leading the electric aviation scenario have been curated below.

india – a high growth market

By Ayushee Chaudhary

perspectives & outlook experts’ voices

Chapter 11

regional outlook

Flying Cars – Taking the High Road Flying cars do promise to cut the travel time, free us from the traffic woes, and certainly transform the way urban landscape looks

The Dutch company, PAL-V’s (Personal Air Land Vehicle) acclaimed first commercial flying car, the PAL-V Liberty is getting closer to deliveries.

It is on its way to hand over the keys to its first customers in 2022. After being the first flying car to get road permission for Europe, PAL-V is now also the first to complete the full certification basis with EASA (European Union Aviation Safety Agency). The Liberty had already been approved for road usage in 2020.

PAL-V Liberty is the first to complete the full certification basis with EASA after already being approved for road usage in 2020 with deliveries planned for next year 43

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Pal-V: ‘A car that flies and a plane that drives’

The Pioneer Edition of the Liberty, explains the company, is for those that want to be part of the group of 90 that writes history becoming the first car flyers in their country. The 665 kg PAL-V Liberty comes with dual engine, a maximum airspeed of around 180 km/h and a maximum range of 500 km and within five minutes the PAL-V converts easily from a car into a gyroplane. Using existing infrastructure to take off and land, the PAL-V Liberty complies with the existing rules and regulations for both road and air licensing.

Its three wheel design offers advantages in the mechanical design as well as for safety during landing as “one front wheel is easier and safer especially with crosswind landings”. The Human Error Proactive Counteraction methodology (HEPC) of the company uses a flight simulator to model potential pilot errors and mistakes, and then try to work out how they can be avoided in the design of the PAL-V Liberty.

As a gyroplane, the PAL-V Liberty cannot stall because the gyroplane rotor (powered by the airflow) is always in auto-rotation during flight. Even an engine failure will not affect the autorotation as, due to the speed of the wind and the force of gravity, the rotor will always rotate and generate lift. It is comparable to an opened parachute so you can land and be in full control even without the engine, ensures the company.

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uman’s obsession with flying cars is not new. The concept of flying cars has been around for decades.

People have experimented by adding aircraft wings to a car and attempting to make it fly. Science fiction has always made us awe at cars flying through the buildings in our favourite super hero comic or movie. Flying cars do promise to cut the travel time, free us from the traffic woes, and certainly transform the way urban landscape looks.

Well, the future where your car can lift off from the road and rise above the traffic literally is not too far.

Here are our flying cars picks that are already hitting the road and touching the sky, ready to transform far fictional future into a right-now reality.

india – a high growth market

By Ayushee Chaudhary

Perspectives & Outlook Photo: PAL-V

The first commercial flying car, the PAL-V Liberty is on its way to hand over the keys to its first customers in 2022

Highlights

yy The Liberty is full carbon, which is why it is so lightweight. yy The PAL-V Liberty’s lightweight design enables a range of 1,200 km driving or 400 km to 500 km flying. yy The Pal-V Liberty’s gyroplane rotor is always in auto-rotation. yy Equipped with two engines. yy Relatively quiet, and far less sonically intrusive than a helicopter. yy No need for a hangar or a fuel station at the strip as well. yy It can fly over water.

AirCar: ‘Science fiction is now a reality’

Slovakian company, Klein Vision’s AirCar, a dualmode car-aircraft vehicle successfully finished its first inter-city flight recently. Fulfilling a key development milestone in a 35-minute flight from the international airport in Nitra to the international airport in Bratislava last month, the AirCar completed its 142nd successful landing. After landing, “the aircraft transformed into a sports car in under three minutes.”

Predominantly built from an advanced composite material, the 1,100 kg two-seat model can carry additional load of 200 kg per flight and is powered by

PAL-V Liberty Capacity

2 persons

Mass Empty

664 kg

Maximum baggage load

20 kg

Maximum Take-Off Weight (MTOW)

910 kg

Fuel type

Euro 95, Euro 98, E10*

Flight Mode

Fuel capacity

100 l

Economic cruise speed

140 km/h

Dimensions Drive-mode

4m L x 2m W x 1.7m H 6.1m L x 2m W x 3.2m H

High cruise speed (90% range)

160 km/h

Dimensions Flight-mode (Rotor diameter is 10.75m)

Maximum speed

180 km/h

Min speed for level flight

50 km/h

Engine power

200 hp

*Unleaded automotive fuel, with max. 10% ethanol (E10), EN 228 specification, min RON 95 (min AKI 91) Drive mode Max Speed

160 km/h

Source: PAL-V

44 SP’s CIVIL AVIATION YEARBOOK 2020-2021

Top speed acceleration (0-100 km/h)

<9 seconds

Engine power

100 hp

Fuel economy

7.6 l/100 km

Range

1315 km

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Maximum operating altitude

Fulfilling a key development milestone in a 35-minute flight, the AirCar completed its 142nd successful landing after which it transformed into a sports car in under three minutes

perspectives & outlook experts’ voices regional outlook 49

2. Embraer’s Vision for the Future of Sustainability in Aviation ANDRE LUIZ TACHARD, HEAD OF ESG PROGRAMME AT EMBRAER

51

3. Seek Expertise in Global Aircraft Transactions ROHIT KAPUR, PRESIDENT JETHQ ASIA

55

4. INterview: Willie Walsh, Director General, IATA

57

5. INterview: Paul Griffiths, CEO, Dubai Airports

61

6. INterview: Captain Waleed Abdulhameed Al Alawi,

Acting CEO, Gulf Air

65

7. INterview: Tony Fernandes, Group CEO, AirAsia

69

8. Nterview: Alan Joyce, Group CEO, Qantas Airways

73

9. INterview: Ronojoy Dutta, CEO & Whole Time Director, IndiGo

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10. Perspectives of Industry Leaders – Emerging Trends for the Post-Covid world 81 BYRON BOHLMAN 11. INterview: Sudhir Nayak, President, BAOA

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12. INterview: Scott Neal, Senior Vice President, Worldwide Sales, Gulfstream

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13. INterview: Tadashi Fujita, Director, Japan Airlines

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14. INterview: Vipula Gunatilleka, CEO, SriLankan Airlines

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1. INterview: Mark Burns, President, Gulfstream

reference data & who’s who

Experts’ voices

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section 2

perspectives & outlook experts’ voices

Chapter 1

regional outlook

Gulfstream – Setting New Standards

SP’s: G800 is the fastest, longest-range business jet, yet. What edge will it have, for the potential buyers, versus the competition(s) in your view?

Burns: We designed the ultralong-range G800

to extend our customers’ reach to more people and places around the world. The G800 offers customers the world’s longest range business jet with its 8,000-nautical-mile/14,816-kilometer range at Mach 0.85 and 7,000 nm/12,964 km range at Mach 0.90.

What exactly the large-cabin jet G400 has to offer to the market? What’s so unique about this jet?

Burns: In addition to being the first new large-

cabin product to enter the business aviation market in more than a decade, the G400 offers an unprecedented combination of long-range, highspeed performance. It also features a flexible cabin that can seat up to 12 passengers, 10 panoramic oval windows and the Gulfstream Cabin Environment standard on all Gulfstream aircraft: 100 per

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“We designed the ultralongrange G800 to extend our customers’ reach to more people and places around the world” 49

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ther expand the vision of Gulfstream’s reimagined, high-technology product line featuring the Gulfstream Symmetry Flight Deck, boasting the industry’s first electronically linked active control sidesticks and most extensive use of touchscreen technology. They also include the company’s award-winning Predictive Landing Performance System (PLPS), providing pilots advanced warning of potential runway excursions so they can adjust approaches or go around. The combination of the Symmetry Flight Deck and PLPS is a great safety differentiator and sets Gulfstream’s next-generation fleet, including the G500, G600 and G700, in addition to the G400 and G800, apart in the industry.

Dual head-up displays in the G800 feature Gulfstream’s new Combined Vision System (CVS) that unites the Enhanced Flight Vision System (EFVS) and Synthetic Vision System (SVS) into a

single image, increasing pilot situational awareness and access to more airports worldwide.

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SP Guide Publications (SP’s): Gulfstream is renowned for relentlessly setting new standards for safety, performance and innovations. What all has been done with these two new jets in terms of safety, performance and the innovations?

Mark Burns (Burns): The G400 and G800 fur-

india – a high growth market

Mark Burns, President, Gulfstream spoke exclusively to SP Guide Publications sharing his insights on the newly launched G400 and G800 as well as the company’s focus on Sustainability

perspectives & outlook experts’ voices

Chapter 2

regional outlook

Embraer’s Vision for the Future of Sustainability in Aviation

india – a high growth market

Our ESG targets reflect our strengthened and renewed commitment to sustainability and corporate social responsibility as we work towards achieving carbon neutral operations by 2040

By Andre Luiz Tachard, Head of ESG programme at Embraer

reference data & who’s who

emissions, low noise footprint and leading-edge fuel savings. Airlines like KLM and Helvetica, from Switzerland, and others that have green goals and stringent emission standards are deploying our E190-E2 and E195-E2, and it is popular among passengers too.

Our ESG targets reflect our strengthened and renewed commitment to sustainability and corporate social responsibility as we work towards achieving carbon neutral operations by 2040. We plan to use 100 per cent energy from renewable sources by 2030. Our flight to this destinaAndré Luiz Tachard tion has taken off and to give you a snapshot of our broad initiatives - we have begun to use Sustainable Aviation Fuels (SAF) and are developing a zero-emissions vehicle. We are also cultivating industry talents who will accelerate our journey towards enhanced

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rom community activism to corporate social responsibility, sustainability has become a global conversation whose importance has increased exponentially in recent years. An emphasis on environmental consciousness protects our ecosystem and preserves natural resources for future generations. We believe that sustainability will be a stronger driving force within aviation industry post-COVID. At Embraer, sustainability has been our way of life for many years. Our path to heightened sustainability efforts began almost 20 years ago. In 2002, Embraer was the first aircraft manufacturer to receive the ISO 14001 certification in environmental management of our production and design processes.

In 2004, Embraer pioneered the design of the world’s first production airplane powered by biofuel, the “Ipanema”. Fast forward to 2018, we certified the newest family of E-Jets, the E-Jets E2 and it features the industry’s most efficient single-aisle jet. The E-Jets E2 family is characterised by its low

perspectives & outlook experts’ voices

Chapter 3

regional outlook

Seek Expertise in Global Aircraft Transactions JetHQ puts its full resources of worldwide connections to work for clients who have discovered that they have a full partner throughout the aircraft transaction process.

By Rohit Kapur, President JetHQ Asia

Complete the Paperwork

While international transactions offer wider range of aircraft and sales partners, it does come with a consideration: timing. Speeding up governmental bureaucracies – in multiple countries – can be difficult.

Top brokers have the experience to know what’s realistic and how best to manage the transaction.

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JetHQ recently assisted a client with putting together the entire structure of the purchase in a seamless and efficient way 55

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The private aviation market is broadening. More concept buyers – a term used to describe people who have never purchased an aircraft – are entering the market. Additionally, existing owners are wanting to upgrade their aircraft via trade.

Right now, demand is high, but supply is low.

Brokers are chasing aircraft and, if an owner hints at a coming trade, multiple buyers are making bids on the aircraft months in advance of sale. Worldwide, there are approximately 20,000 business aircraft – not enough to meet the needs of new and existing buyers.

Sellers have an even greater advantage when moving internationally. JetHQ professionals can also determine where an aircraft is in higher demand, based on thorough analysis of trends and data. That adds up to a higher resale price for owners, maximising their investment.

india – a high growth market

No Supply, All Demand

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he world of private aviation is more than just one country or region.

It’s truly an international marketplace where the best aircraft or deal can only be found past a national border. Better options for both buyers and sellers await, but only if they have assistance navigating global aircraft acquisitions.

Aircraft operators in the United States have enjoyed the benefits of a business aviation environment built over decades. With most of the world’s private aircraft located in North America, chances are a US-based buyer can generally find the aircraft with the needed specifications or fit. It’s more difficult to find the same options in emerging markets such as India or South Asia.

Why should a buyer limit a search to just 10 or 20 per cent of the global market by staying within that region? JetHQ’s aviation professionals are able to source aircraft from Europe, the Middle East, Africa and the US to assist buyers in India or South Asia.

JetHQ puts its full resources of worldwide connections to work for clients. Whether that’s through international research departments who track every possible aircraft which may be available for sale, or locally based sales members who understand local languages, cultures and markets to locate the right plane for the client.

perspectives & outlook experts’ voices

Chapter 4

india – a high growth market

regional outlook

“The one thing that I don’t think we factored in was that governments globally would shut down” IATA’s new Director General Willie Walsh talks exclusively with CAPA Chairman Emeritus Peter Harbison

Peter Harbison (Harbison): Yeah, of course you were Chairman for quite some time of IATA. What sort of changes do you think need to be made in IATA? Willie Walsh (Walsh): We’ve got very dedicated

people. But it is a bureaucratic organisation, which I don’t think it needs to be. Sometimes it is inwardly focused. Again, I’m not sure that isn’t the right thing.

I think IATA takes the lead when the industry wants us to lead. And there will be some issues, when that is the case. But in the main, we’re here to serve and to represent the members. And everything we

Harbison: How do you navigate that need to keep the big countries going and actually, but same time with a similar rules, to look after the smaller ones.

Walsh: Well, that’s why we’ve been very clear that

reopening borders shouldn’t depend solely on vaccination because there isn’t going to be an even rollout of vaccines. So in the short to medium term, we believe it should be a combination of a relaxation of the rules because of vaccination, but also enabling people to travel when you can pudge effective testing mechanisms in place. And our argument there is, the technology around testing has significantly improved. The cost of testing is much lower than the prices that people are being charged

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IATA.

do, whatever we will do while I’m here, would be very much focused on that.

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CAPA: Welcome to Willie Walsh in a very different role now as CEO and Director General of IATA. Willie Walsh: I’m delighted to be involved now with

perspectives & outlook experts’ voices

Chapter 5

Peter Harbison (Harbison): Welcome to Paul Griffiths CEO of Dubai Airports, home of Emirates, and a number of other airlines. Is it still the largest international airport in the world?

Paul Griffiths (Griffiths): Yeah. We are still on greatly

reduced numbers, but our numbers aren’t going south quite as quickly as some of the other airports.

So we’re still number one, something that we intend to keep through thick and thin.

Harbison: Since we last spoke, the world has turned a few times. What’s changed and what have we learned if anything?

Griffiths: The difficulty, I think, remains as it was

when we last spoke, Peter, is that a coordinated recovery plan is still slightly elusive. And you can understand this because what’s happened here in the UAE is that the government took very early action last year with a lockdown, which is very comprehensive.

And actually, we did keep COVID-19 pretty much at bay, pretty low infection rates, very low death rate, a very low rate of hospitalisation, and a quick recovery rate. And those situations have continued to improve over time.. We’ve put stringent measures in place.

We’ve got a brand new COVID-19 PCR testing lab, where we hope to get inbound PCR tests back within three hours of passenger arrival, thereby avoiding any form of quarantine for any significant period of time.

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There comes a point where risk avoidance has to turn into sensible risk management 61

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Paul Griffiths, CEO of Dubai Airports talks exclusively with CAPA Chairman Emeritus Peter Harbison

reference data & who’s who

india – a high growth market

regional outlook

“The speed of adoption of the technology I think would drive how mobility recovers from the pandemic”

perspectives & outlook experts’ voices

Chapter 6

John Strickland (Strickland): Let’s focus, first of all, on the last year. How have you been navigating it and where have you got to right in the moment?

Captain Waleed Al Alawi (Al Alawi): We started

feeling the effect of the pandemic in about March, 2020 but we decided to continue flying. So we actually never stopped flying, but as the pandemic hit the world harder and harder, we had to ground some of our fleet. As the world changed all around us, an interesting thing popped up at us which was the repatriation flights. So we had lots of Bahrain is all around the world getting on with their own business when the pandemic hit and they all obviously needed to fly home.

So we actually did a lot of repatriation flights. In fact, we continued with some of the Far East destinations and European destinations and we were able to participate in repatriation flights worldwide really because we carried a lot of business, holidaymakers from the Far East, and we were able to take them back through Bahrain as a hub and back to, for example, the UK or France or any part of the Western countries.

So Gulf Air participated not only in the repatriation flights for the nationals, but internationally. We played an important worldwide role realistically in serving the passengers and taking them back home during the pandemic.

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“We played an important worldwide role realistically in serving the passengers and taking them back home during the pandemic” 65

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Gulf Air, Acting CEO, Captain Waleed Abdulhameed Al Alawi talks to John Strickland, CAPA

reference data & who’s who

india – a high growth market

regional outlook

“Working with our neighbours would be the way to move forward during these hard and difficult times”

perspectives & outlook experts’ voices

Chapter 7

regional outlook

“Why can’t we do to cargo what we did to passengers?”

Harbison: Let’s start domestically in Malaysia.

What’s the level of operations there now? Are you able to fly?

Fernandes: I’d say, overall on the fleet, would be

may be 10 per cent of our fleet flying right now. So we’ve probably got another six weeks of this and then I think things are going to start beginning to open up permanently.

Harbison: That’s domestically, what about internationally?

Fernandes: Everyone wants to open up tourism. It’s

kind of a big thing. So I think those with two vaccinations will start to be allowed to fly, but I think prob-

Harbison: Some of the experts are starting to say that while vaccination is very important, it’s going to be so long before sufficient numbers of people are vaccinated that it’s really going to rely on testing to get markets opened up effectively on a wide scale.

Fernandes: I’ve been a big advocate of testing and

newer technology. Singapore’s come out with two great testing pieces of apparatus. Both are based on breath, and one’s 15 seconds, the other’s 10 seconds.

And I saw some videos in Abu Dhabi or Dubai where they’re just using a hand phone, so I think testing is equally as important as vaccine.

Harbison: Well, it seems that you’ve always done a bit with freight, but is this accelerated plans to diversify like that?

Fernandes: Prior to COVID, I began to see the ecom-

TO READ THE COMPLETE ARTICLE GET YOUR COPYthat NOW! merce revolution.

As we started process, said,

“Everyone wants to open up tourism. I think those with two vaccinations will start to be allowed to fly, but probably towards the end of the year.”

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Malaysia, very efficient. And Thailand, Indonesia, Philippines are all moving, I mean, Indonesia being the biggest problem, because that’s a massive country. But it’s moving in the right direction.

ably towards the end of the year, October, November, we’ll start seeing it.

aircraft specifications

Peter Harbison (Harbison): And your vaccine rollout is being pretty efficiently done?

Tony Fernandes (Fernandes): Very efficient, in

india – a high growth market

AirAsia, Group CEO, Tony Fernandes talks exclusively with CAPA Chairman Emeritus Peter Harbison

perspectives & outlook experts’ voices

Chapter 8

regional outlook

“The 2020s big strategic move for us is going to be ‘Sunrise’!”

Harbison: You’ve obviously got a massive amount of cheap fares in the market, but are you seeing a revival in terms of yield across the board domestically?

Joyce: We are seeing that the demand yields hold

Harbison: So effectively what you’re saying is you’re still burning cash. When do you see the corner being turned in terms of profitability in the domestic market?

Joyce: What we have said that we would, in the last

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“The freight market is bigger than it was before COVID, and then in the domestic market, the leisure market is back to where it was before COVID” 73

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that the market’s getting stronger and stronger each quarter. In the first quarter of the current financial year, we were at 20 per cent of pre COVID capacity levels. Second quarter, we got to 40. Third quarter, we got to 60. We’re planning on being 80 per cent or above for the last quarter. And the demand is improving all the time. But despite the stop and start, people are getting comfortable with what the situation is around borders. They’re traveling.

And so we’re pretty optimistic about where the domestic demand profile

up pretty well, but we have been out there stimulating the market. What we always said is that for some time we’ll be managing the business on a cash basis.

That means that we just have to cover the operating costs of the operation, to get our pilots, our cabin crew, our staff back to work. And a lot of the overheads we’re taking as sunk, they’re there anyway, even ifyou don’t fly the aircraft.

Not one size fits all in domestic at the moment.

The freight market is bigger than it was before COVID, and then in the domestic market, the leisure market is back to where it was before COVID in the in takes that we’re seeing coming in. And it’s really the recovery that we’re waiting for in the corporate, the SME market.

aircraft specifications

Peter Harbison (Harbison): Let’s kick off with the purely domestic scene if we could. We’ve had a lot of stop start. It must’ve been very frustrating for you?

Alan Joyce (Joyce): What we’re seeing each time is

india – a high growth market

Qantas Airways Group CEO Alan Joyce, interviewed by CAPA Chairman Emeritus Peter Harbison

perspectives & outlook experts’ voices

Chapter 9

Peter Harbison (Harbison): First of all, what’s happening in the Indian market? Is it positive? I see your COVID case numbers have gone down.

Ronojoy Dutta (Dutta): Yes I think it’s very positive.

This April and May things really plummeted and it happened so fast. It took the wind out of our sail.

In the first COVID wave, there was this lag between the COVID numbers coming down and the passenger numbers going up because people were still not sure about air traffic. This time, you can see it’s moving lock, stock, and barrel and you know, right in lockstep with each other. As soon as it comes down, revenue goes up. So with COVID numbers being down, things are looking better again.

Harbison: Well, that’s good to hear. And your schedule capacity is up pretty close to 2019 levels now.

Dutta: Right now we are 85 per cent of domestic being allowed by the government internationally after they open up Doha and Dubai and Sharjah, in particular, things have been looking much better internationally. My next push is to get Saudi and Thailand open because those are again, important market for us.

Those are not open yet. So international is still lagging behind, like I said, domestic is at 85 per cent international is more like 35, 40 per cent. So I’m trying to push international hard now.

Harbison: So, when you talk about Thailand and Saudi, you’re looking for establishment of bubbles there by actual bubbles. Do you work with the Government?

Dutta: So, there’s this big debate about schedule ver-

TO READ THE COMPLETE ARTICLE NOW! sus bubbleGET and I YOUR think theCOPY issue in the government’s

“The total fleet count is not going up by huge numbers yet.

I think we start seeing significant growth in the fleet at the end of 23, beginning of 24.”

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IndiGo, CEO & Whole Time Director, Ronojoy Dutta interviewed by CAPA Chairman Emeritus Peter Harbison

reference data & who’s who

india – a high growth market

regional outlook

“Whatever numbers you look at, we are running a darn good airline with very low cost!”

perspectives & outlook experts’ voices

Chapter 10

regional outlook

Perspectives of Industry Leaders – Emerging Trends for the Post-Covid world

E

veryone is asking the same questions these days. When will the industry return to normal? Will the way we travel ever be the same? What changes are coming to airlines? CAPA, the Centre for Aviation, posed those questions to several leaders of Asia-Pacific airlines, airports and regulatory bodies in a series of CAPA Live and CAPA Nearly Live online broadcasts conducted during 2021.

Much has changed since the respondents gave their initial answers. The pandemic is proving to be a moving target as airlines try to set dates to ramp up schedules. Waves of new virus variants, travel bubble setbacks, ongoing inequity with access to vaccines, cumbersome and confusing testing procedures, and border closures make it difficult to navigate the uncertainty ahead.

Despite the negative short-term outlook, the heads of Air Asia, Sri Lankan, Qantas, Japan Airlines, Gulf Air, IndiGo, Dubai Airports, and IATA see light at the end of the tunnel. They remain positive and shared several common perspectives on the future of the industry.

The Recovery

The consensus is that there is no one consensus.

Outlooks keep changing. Alan Joyce, Qantas Airways Group CEO, said of his company’s return to profitability, “We’re not giving a forecast … because it’s very hard and a lot depends on when international opens up. A lot depends on what the demand and robustness of domestic is. A lot depends on whether the borders open.”

Resumption of scheduled flights across Australia’s huge domestic network has seen several stops and starts. Inter-state borders reopened earlier this year to great fanfare only to be slammed shut when infections rose and lockdowns were imposed, frustrating thousands of travelers. Trans-Tasman, and Singapore-Hong Kong bubbles were opened with fleeting success until they, too, were cancelled as Covid cases rose.

Few countries in the region have the same scope of Australia’s domestic route structure. Airlines in those countries are at the mercy of the lifting of international travel restrictions which, in turn, is a function of government policies and the speed with

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Working towards a goal requires airlines and governments to follow a coordinated recovery plan as Covid-19 eventually transitions from pandemic to endemic 81

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By BYRON BOHLMAN

reference data & who’s who

india – a high growth market

In a series of interviews with CAPA, industry leaders shared their negative shortterm outlook, but see light at the end of the tunnel. They remain positive and had several common perspectives on the future of the industry.

perspectives & outlook experts’ voices

Chapter 11

regional outlook

“Our world has changed, and we must change sooner than later, to match that!”

SP’s: What all roles Business Aviation can play to complement the country’s economy, according to you?

B safely and on-time, is the core objective of the aviation industry, GA/BA primarily provides schedule flexibility, speed & higher productivity and remote connectivity with airports that are generally not served well by scheduled airlines.

New Areas such as seaplanes (e.g., Canada/Maldives model) and low-cost helicopter taxi (e.g., Sao Paulo model) have generated lot of interest. Government of India (GoI) is already creating a conductive environment for growth on this count by building water aerodromes as well as multiple helipads along the new expressways e.g. the Mumbai – Delhi corridor.

Use of multiple heliports in large cities and allowing use of rooftop helipads can set this untapped helicopter taxi industry to boom. The regulatory and local authorities need to look at these growth areas

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“Use of multiple heliports in large cities and allowing use of rooftop helipads can set this untapped helicopter taxi industry to boom” 85

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ago to further the growth of the General Aviation/ Business Aviation industry as well as be the prime nodal & neutral body, to represent all the relevant industry issues with the various stakeholders in the Government (MoCA/DGCA/AAI/BCAS etc), various Airports, global industry associations (IBAC), etc.

BAOA is progressively moving towards achieving the desired objectives. We have come a long way from where we started but still have still a long way to go.

Nayak: Whilst carrying passengers from point A to

aircraft specifications

SP Guide Publications (SP’s): As a Founding Member, how do you perceive the journey and the evolution of our Business Aircraft Operators Association (BAOA)?

Sudhir Nayak (Nayak): BAOA was, formed 10 years

india – a high growth market

Looking at the journey of BAOA, over the last decade, to grow the GA/BA industry in India, in his First and Exclusive interview, Sudhir Nayak, BAOA’s new President spoke exclusively to SP Guide Publications sharing his insights about the industry, the challenges that it is facing and the opportunities that should be tapped.

perspectives & outlook experts’ voices

Chapter 12

regional outlook

Gulfstream – Delighting Customers and Setting Standards

SP’s: The windows in Gulfstream jets are generally distinctly large in size compared to any other business jets in the world. Are these oval-shaped large windows an integrated feature on all the jets by Gulfstream?

Neal: All Gulfstream’s large-cabin aircraft feature

the Gulfstream panoramic oval window.

SP’s: Where did the idea of such panoramic windows originate from?

Neal: Gulfstream has a long history of listening to

SP’s: Has this feature been received well by our customers?

Neal: Gulfstream customers are very enthusiastic

about the distinctive oval windows and the health benefits gained from the flood of natural light the windows let into the cabin.

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SP’s: It is quite prevalent in the industry that Gulfstream jets fly well above the weather.

“Gulfstream’s mission is to create and deliver the world’s finest aviation experience” 89

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ate and deliver the world’s finest aviation experience. We do this with an unparalleled dedication to investing in research and development; technology and innovation; quality and craftsmanship; and customer support.

customers and incorporating their feedback into aircraft development. As early as the Gulfstream I, which made its first flight in 1958, prospective customers shared that they wanted ample passenger visibility in the world’s first purpose-built business aircraft. As a result, Gulfstream executives designed the large elliptical oval windows that formed the basis of every window design since. The windows on the Gulfstream G500, G600, G650, G650ER and G700 are the largest in the business-aviation industry at 28.10 inches/71.31 centimeters.

aircraft specifications

SP Guide Publications (SP’s): What all are the key pillars behind the offering of elitist jet family?

Scott Neal (Neal): Gulfstream’s mission is to cre-

india – a high growth market

“We see great demand around the world for the supermidsize G280; for the industry-leading performance and cabin comfort of the G650 and G650ER; and for our nextgeneration G500 and G600 and industry flagship G700”, Scott Neal, Senior Vice President, Worldwide Sales, Gulfstream in an exclusive interaction with SP Guide Publications.

perspectives & outlook experts’ voices

Chapter 13

regional outlook

“In the low end market in which we expect steady recovery, there is potential”

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“We need to utilise the IT technologies and to enhance the partnership between airlines and travel industries to offer a safe and secure environment to the travelers” 93

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improving utility with the mobile apps to support travels. Under these conditions, countries will start to flow on travel bubbles to open their borders. Regarding the international flight, the immigration to Japan is strictly controlled at this moment, but the trend to demand is gradually increasing between Asian countries and North America. So I think that recovery of international flight will start.

JAL is proud to be the first airline in Asia to be certified in two awards with highest standard of safety and hygiene to confluence COVID-19. Leisure demand will come back as the vaccination spread. However, some business demand would it be replaced by remote conference. After the Corona, the customer’s need would become diversified. For example, while the price of the ticket would be still an important factor to choose, security and flexibility of booking and cancellation, information for the destinations is more detail, and the insurance with the disease will also be taken more seriously by the customers. The travel industry have to adapt to this coming change in the society. We need to utilise

aircraft specifications

J

apan has succeeded in keeping the numbers relatively low. At this moment, the number of passengers domestic is 30 per cent compared to the 2019 and only five per cent the international flight. On the other hand, cargo business using the passenger’s aircraft, it’s still capturing the strong demand. The Japanese government has planned to accelerate vaccination rapidly. The passenger demand of the domestic flights will be expected to recover if the vaccination will be on track with the plan. There are three important points for the path of recovery in the aviation industry, especially for the international market. Vaccination is the key driver. The Japanese government as I said, is trying to accelerate the speed of vaccination to achieve one million vaccinations per day. Vaccination and patient need to be organised among nations.

Currently, several kind of system and applications are being tested to establish safe and comfortable travel environment.

The necessary systems from now on are establishing vaccine passport and we shall test them and

india – a high growth market

Tadashi Fujita, Director of Japan Airlines talks exclusively with CAPA Chairman Emeritus Peter Harbison

perspectives & outlook experts’ voices

Chapter 14

india – a high growth market

regional outlook

“We’ll go with the initial plan, to go up to about 34 aircraft in four years’ time” SriLankan Airlines CEO, Vipula Gunatilleka talks exclusively with Adrian Schofield, CAPA

year, you’ll see the recovery. But what we are projecting this year is since we don’t have any domestic traffic like we are expecting, but 40 per cent recovery at the end of our next financial year, which is ending in March Q1 next year.

So full recovery will be going back to pre-COVID level would be ‘22, ‘23 for us.

Schofield: Right. What do you think your recovery level is at the moment, if you hope to get it to 40 per cent by then?

Gunatilleka: In terms of the turnover, we used to do

TO READ THE COMPLETE ARTICLE COPYa month, NOW!a 100 durbetween 70GET to 100YOUR million dollars

reference data & who’s who

many other airlines, our airport came to a total shutdown in March last year, but we were fortunate what we did was being the national carrier. We had to help the Sri Lankan expatriates who were standard there all over the world. So we started a lot of humanitarian or the repatriation operations initially, and at the same time, we started doing our cargo.

Unfortunately we didn’t have a dedicated cargo care freight as such, but we are making use of all the wide body aircraft. We initially started with the cargo network connecting Sri Lanka with Australia, UK, Germany, France, and all that.

Schofield: When do you think you might see a significant recovery in international passenger demand? And how long do you think it might be until you get to a full recovery?

Gunatilleka: My gut feeling is by the winter next

“Full recovery will be going back to preCOVID level would be ‘22, ‘23 for us” 97

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Adrian Schofield (Schofield): Well, firstly, I was wondering if you could talk about how the pandemic has affected your operations. It looks like trafficking capacity is still well down, but are they starting to recover?

Vipula Gunatilleka (Gunatilleka): Yes. I mean, like

perspectives & outlook experts’ voices regional outlook 101

2. CHINA and HONG KONG

103

3. INDONESIA

111

4. JAPAN

117

5. MALAYSIA

123

6. QATAR

127

7. SAUDI ARABIA

129

8. SINGAPORE

133

9. SOUTH KOREA

139

10. SRI LANKA

141

11. TAIWAN

145

12. THAILAND

149

13. TURKEY

155

14. UNITED ARAB EMIRATES

163

india – a high growth market

1. BAHRAIN

reference data & who’s who

regional outlook

aircraft specifications

section 3

perspectives & outlook experts’ voices

Chapter 1

B

ahrain International Airport (BIA) is the gateway that connects the Bahrain with the world. Strategically located at the heart of the Gulf, BIA offers convenient connections to the GCC market. The airport caters to a growing number of airlines and serves as the regional hub for

regional outlook

Bahrain global cargo companies, including DHL, which has made Bahrain as their base to serve the Middle East since the 1980s. Operations were transferred to the new Passenger Terminal in January 2021, increasing BIA’s capacity to 14 million passengers per year and cementing its reputation as an attractive hub for airlines and travellers.

Traffic Statistics - 2019 2018

%

Disembarked

4,739,174

4,508,942

5%

Embarked

4,816,575

4,554,189

6% 18%

Transit

23,048

19,576

Total

95,78,797

90,82,707

5%

Transfers

42,03,995

39,16,085

7%

BIA

2019

2018

%

Arrivals

47,564

47,845

-1%

Departures

47,922

48,185

-1%

Total

95,486

96,030

-1%

Overflying Total FIR Total

2019

2018

%

5,52,288

5,28,950

4%

2019

2018

%

6,47,774

6,24,980

4%

reference data & who’s who

Aircraft Movements

Cargo & Mail (Tonnes) Import Export Total (Import + Export) Transshipment Total Cargo

2019

2018

%

1,42,318

1,55,587

-9%

69,635

68,242

2%

2,11,953

2,23,829

-5%

79,064 2,91,017

Source: Ministry of Transportation and Telecommunications, Bahrain

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2019

india – a high growth market

Passengers BIA

perspectives & outlook experts’ voices

Chapter 2

senger-km was attributable to the markets in Hong Kong and Macao, down 2.8 per cent year on year.

The passenger turnover on international routes hit 318.508 billion passenger-km, up 12.8 per cent year on year.

In 2019, the whole industry transported 659.934 million passengers, up 7.9 per cent year on year.

585.680 million passengers were transported on domestic routes, up 6.9 per cent year on year, including 11.076 million on Hong Kong and Macao routes, down 1.7 per cent year on year. The international routes saw a passenger traffic of 74.254 million, up 16.6 per cent year on year.

The whole industry registered a cargo and mail turnover of 26.320 billion tonne-km, up 0.3 per cent year on year. The domestic routes recorded 7.859 billion tonne-km, up 4.1 per cent year on year, including 281 million tonne-km on Hong Kong and Macao

india – a high growth market

I

n 2019, China was confronted with increasing external risks and challenges, and the downward pressure on the domestic economy continued to amplify.

In 2019, the whole industry recorded a total transport turnover of 129.325 billion tonne-km, up 7.2 per cent year on year. Domestic routes registered a total transport turnover of 82.951 billion tonne-km, up 7.5 per cent year on year, including 1.690 billion tonne-km for the markets in Hong Kong and Macao, down 3.5 per cent year on year. The international routes witnessed a transport turnover of 46.374 billion tonne-km, up 6.6 per cent year on year.

A passenger turnover of 1.171 trillion passengerkm was registered in the whole industry, up 9.3 per cent year on year. The passenger turnover on domestic routes reached 852.022 billion passenger-km, up 8.0 per cent year on year, of which 16.046 billion pas-

regional outlook

China and Hong Kong

CHINA CIVIL AVIATION: Passenger Traffic 2015-2019 Passenger Traffic

Year-on-Year Increase

6.00

4.00

6.12

5.52

15.0

4.88

13.0

4.36 11.9

11.3

10.9

3.00

10.0 7.9

2.00

5.0

1.00 0

2015

2016

Source: China Civil Aviation Annual Report 2019

2017

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5.00

% 20.0

6.60

7.00

reference data & who’s who

100 million passengers

perspectives & outlook experts’ voices

Chapter 3

T

hroughout 2020 in the midst of the COVID-19 pandemic, all of the Company’s airports have served 4,11,164 aircraft movements (take-off and landing) with the number of passenger

regional outlook

Indonesia movements reaching 35.9 million people. Thanks to the various efforts and hard work of the management and all employees, this achievement has succeeded in exceeding the passenger movement target of 34.6 million people. As for business, cargo throughout

ANGKASA PURA II: Aircraft Movements 2016-2020

500.000 400.000

693.493 14%

721.439 602.588 4%

367.966

300.000

-16%

200.000

-39%

100.000 0

2016

2017

2018

2019

2020

30% 20% 10% 0% -10% -20% -30% -40% -50%

india – a high growth market

600.000

17%

Growth

Movement

100.000 80.000

11%

135.447 6%

134.052 -1%

60.000

43.198

40.000

-68%

20.000 0

2016

2017 Movement

Source: Angkasa Pura II Annual Report 2020

2018

2019

2020

reference data & who’s who

120.000

1% 115.150

140.000

127.749

International Aircraft Movement (Routes Unit) 10% 0% -10% -20% 30% -40% -50% -60% -70% -80%

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700.000

608.649

Domestic Aircraft Movement (Routes Unit)

perspectives & outlook experts’ voices

Chapter 4

decade low of around 46.74 million, less than half of its 2019 record, reflecting the influence of the COVID19 pandemic. The figures include all scheduled ‘trunk route’ and ‘local route’ flights by domestic air carriers approved by the government. Apart from ‘international routes’ and ‘domestic routes’, Japan opposes ‘trunk routes’ and ‘local routes’ for domestic operations. ‘Trunk routes’ exclusively designate high traffic airline routes between New Chitose, Haneda, Narita, Osaka, Kansai, Fukuoka, and Naha.

30M

20M

20M

10M

10M

0M

0M

reference data & who’s who

30M

Japanese Overseas Travelers

Visitor Arrivals to Japan Japanese Overseas Travelers

1974 1976 1978 1980 1982 1984 1986 1988 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010 2012 2014 2016 2018 2020

Visitor Arrivals to Japan

Legend

india – a high growth market

Visitor Arrivals to Japan and Japanese Overseas Travelers by Year

Last Update:9/24/2021 6:20:40 AM UTC ◆ Visitor Arrivals to Japan are calculated by JNTO based on data provided by the Ministry of Justice; the Japanese Overseas Travelers are provided by the Ministry of Justice. ◆ Visitor Arrivals to Japan are calculated based on the numbers of travelers of foreign nationality entering Japan provided by the Ministry of Justice. Those figures exclude permanent residents having Japan as their primary place of residence and include travelers entering Japan for the purpose of transit. Foreigners entering or re-entering Japan, such as expatriates and their families, and international students are included in Visitor Arrivals to Japan. Crew members are excluded. ◆ Visitor Arrivals to Japan: Figures forJanuary 1964 - December 2020 are definitive, January 2021 - June 2021 are provisional. ◆ Japanese Overseas Travelers: Figures for January 1964 - July 2021 are definitive.

Source: Japan National Tourism Organization (JNTO)

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aircraft specifications

I

n 2020, approximately 31.2 million passengers enplaned, deplaned, or transited at Tokyo International Airport, commonly known as Haneda Airport. Thereby, ­passenger traffic reached a record low showing that COVID-19 also had a notable impact on domestic air transportation, the core of Haneda Airport’s operations.

In 2020, the number of passengers carried via domestic air transportation in Japan decreased to a

regional outlook

Japan

perspectives & outlook experts’ voices

Chapter 5

P

assenger movements in Malaysia totalled 25.8 million, declining 75.5 per cent over 2019 which had seen passenger movements surpass the 100 million mark for the first time in Malaysia. International passengers accounted for 9.5 million passenger movements while domestic travel accounted for 16.3

regional outlook

Malaysia million passenger movements. This represents a YoY decline of 82.2 per cent and 68.7 per cent respectively.

The year had started off on a bright note with record-setting passenger numbers in January and February. However, when travel restrictions came into effect in March, the impact was immediately apparent as from March to May, passenger move-

AIRPORT STATISTICS - 2020 2020

2019

+/-

Terminal passengers [international]

9,450,661

53,195,236

-82.2%

Terminal passengers [domestic]

16,250,556

51,962,942

-68.7%

59,945

104,388

-42.6%

25,761,162

105,262,566

-75.5%

Commercial aircraft [international]

99,357

351,038

-71.7%

Commercial aircraft [domestic]

249,430

542,405

-54.0%

Total commercial aircraft

348,787

893,443

-61.0%

All other aircraft

124,898

152,780

-18.2%

Total aircraft movements

473,685

1,046,223

-54.7%

Cargo movements [international]

591,398

745,096

-20.6%

Cargo movements [domestic]

187,574

182,837

2.6%

Transit passengers Total passenger movements

india – a high growth market

Passenger Movements

reference data & who’s who

Aircraft Movements

Cargo Movements [tonnes]

Transit cargo

15,335

15,849

-3.2%

794,307

943,782

-15.8%

Mail movements [international]

15,929

27,516

-42.1%

Mail movements [domestic]

1,143

1,108

Total cargo movements

Transit mail Total mail movements Source: Malaysia Airports Anuual Report 2020

3.1%

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181

102

76.8%

17,253

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aircraft specifications

Mail Movements [tonnes]

perspectives & outlook experts’ voices

Chapter 6

Q

atar Airways Group had a ­challenging year with the ongoing COVID-19 pandemic causing extensive loss of traffic and revenues.

Qatar Airways Group reported a net loss of QAR14.9 billion ($4.1 billion), of which

regional outlook

Qatar QAR8.4 billion ($2.3 billion) is due to a one-time impairment charge related to the grounding of the airline’s Airbus A380 and A330 fleets. The operational loss at QAR1.1 billion ($288.3 million) is seven per cent less compared to 2019-20. The Group achieved a significant improvement in EBITDA, which stood at

Air Cargo (Tonnes)

Air Mail (Tonnes)

January

3.18

160,219

3,174

February

2.84

154,168

2,540

March

3.15

191,194

3,758

April

3.43

175,978

3,941

May

2.80

189,778

3,990

June

3.16

173,341

3,307

July

3.70

183,942

3,819

August

3.86

174,136

3,513

September

3.16

180,382

3,397

October

3.15

196,868

3,278

November

2.96

198,262

3,479

December

3.42

195,102

4,238

38.80

2,173,371

42,434

Total

reference data & who’s who

No. of Passengers (Million)

Source: QCAA and Hamad International Airport Database

Number of Aircraft 2020-2021

Passengers Carried (‘000) 250

2019-2020

258

2018-2019

250

2017-2018 2016-2017

2020-2021

233 215

Source: Qatar Airways Annual Report 2020-21

2019-2020 2018-2019

5,829 32,364 29,484

2017-2018

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aircraft specifications

2019

Month

india – a high growth market

Air Transport Year

perspectives & outlook experts’ voices

Chapter 7

T

he number of international passenger flights from Saudi airports dropped 66.5 per cent in 2020 compared to the previous year, according to the data of the General Authority of Civil Aviation (GACA). The GACA figures of 2019 and 2020 showed that the number of international flights in 2019 reached 159,795, while this number decreased

regional outlook

Saudi Arabia to 53,537 flights in 2020. Similar was the case with domestic flights during the period. The number of domestic flights fell by 46.6 per cent, reaching 120,395 flights in 2020 against 225,721 flights in 2019. The country owns 29 airports, including three airports that have international ranks. Four of the country’s airports were ranked among the top 10 improved airports in the world.

Air traffic of international airports - 2019 Total

Flight

Passengers

Flight

Passengers

King Khalid International Airport

87,550

12,408,372

124,604

16,674,396

212,154

29,082,768

King Abdulaziz International Airport

136534

23366260

105383

14173287

241917

37539547

King Fahd International Airport

37,229

4,847,032

57,555

6,320,755

94,784

11,167,787

Prince Mohammad Bin Abdulaziz International Airport

36,544

5,781,716

24,061

2,599,515

60,605

8,381,231

Taif International Airport

3,135

360,273

7,732

813,973

10,867

1,174,246

Abha Airport

3,452

444,889

31,575

3,923,264

35,027

4,368,153

Ha’il Airport

1,440

165,934

10,957

912,525

12,397

1,078,459

King Abdullah Bin Abdulaziz Airport

1,110

145,554

21,593

2,691,264

22,703

2,836,818

Prince Naif Bin Abdulaziz Airport

6,082

674,613

9,069

978,090

15,151

1,652,703

Prince Sultan Bin Abdulaziz Airport

1,559

185,961

14,455

1,600,999

16,014

1,786,960

Prince Abdulmohsin Bin Abdulaziz Airport

2,071

253,278

4,813

443,384

6,884

696,662

Al-Jawf Airport

1,006

122,005

4,268

472,963

5,274

594,968

Al Ahsa Airport

453

Total Source: www.stats.gov.sa/en

318,165

india – a high growth market

Internal

Passengers

reference data & who’s who

International Flight

6,509 155,155 6,962 179,599 TO READ THE COMPLETE ARTICLE 48,780,331 422,574 51,759,570 740,739 100,539,901 GET YOUR COPY NOW! 24,444

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aircraft specifications

Airports

perspectives & outlook experts’ voices

Chapter 8

2020-21. CAG worked with the government to set clear guidelines on cargo conveyance on passenger aircraft. Between April 2020 to March 2021, over 60 passenger airlines operated cargo-only passenger flights from Changi to over 90 destinations. By March 2021, more than 940 weekly cargo flights (including passenger freighters) connected Changi to over 80 cities.

During the year, Changi Airport welcomed four new freighter airlines with scheduled operations – Kalitta Air and Sichuan Airlines in April 2020, YTO Cargo Airlines in November 2020, and SpiceXpress in February 2021. SF Airlines and Turkish Cargo also reinstated their scheduled freighter flights to Singapore, leading to a record 30 scheduled freighter operators at Changi. Meanwhile, with rising e-commerce demands during the pandemic, express integrators DHL Express and FedEx Express expanded their network at Changi to facilitate quick and reliable express cargo shipments in the region.

india – a high growth market

W

hen Singapore made the unprecedented move to close its borders to short-term visitors and tourists in March 2020 to stem the import of Covid-19, Changi Airport’s passenger traffic inevitably saw a drastic decline to the lowest level in its history.

Without a domestic market, passenger movements plunged 98 per cent year-on-year to 1.1 million in financial year 2020-21. April and May 2020 were the worst-hit months, with passenger traffic at just 0.5 per cent of pre-Covid levels. For the year, aircraft movements declined 80 per cent year-on-year.

Singapore to make up for the loss of belly hold cargo capacity from passenger flights. As a result, Changi Airport witnessed healthy recovery in air cargo throughput, which was down by only 23 per cent for the year compared to the previous year.

Changi Airport’s air trades remained resilient and handled over 1.5 million tonnes of cargo in

regional outlook

Singapore

373

382

386

300

125

150

0

2017

2018 Years

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aircraft specifications

No. of Aircraft (‘000)

450

reference data & who’s who

Commercial Aircraft Movements

perspectives & outlook experts’ voices

Chapter 9

Airport

Flight

Passenger

Cargo

Arrival

Departure

Total

Arrival

Departure

Total

Arrival

Departure

Total

INCHEON

75,016

74,966

1,49,982

61,58,819

58,91,032

1,20,49,851

14,84,449

15,51,720

30,36,169

GIMPO

56,779

56,801

1,13,580

87,45,597

87,00,642

1,74,46,239

76,256

66,123

1,42,380

GIMHAE

26,582

26,568

53,150

36,27,586

36,08,066

72,35,652

23,531

24,719

48,250

JEJU

69,085

69,171

1,38,256

1,04,94,489

1,05,60,207

2,10,54,696

77,449

93,935

1,71,385

DAEGU

6,489

6,501

12,990

8,78,876

8,70,520

17,49,396

5,712

5,338

11,050

GWANGJU

6,791

6,784

13,575

8,60,841

8,65,642

17,26,483

3,858

3,571

7,428

MUAN

469

461

930

58,740

54,198

1,12,938

562

450

1,013

CHEONGJU

6,814

6,811

13,625

9,89,187

9,81,676

19,70,863

5,554

4,824

10,378

YEOSU

2,923

2,923

5,846

3,18,727

3,28,157

6,46,884

1,067

1,056

2,123

ULSAN

2,465

2,465

4,930

2,73,768

2,80,589

5,54,357

1,051

984

2,036

SICHUAN

160

160

320

13,633

13,800

27,433

60

55

114

POHANG

419

419

838

32,335

33,659

65,994

152

143

295

GUNSAN

506

506

1,012

54,969

54,831

1,09,800

295

256

551

WONJU YANGYANG Total

202

202

404

1,270

1,272

2,542

2,55,970

2,56,010

5,11,980

Source: www.airport.kr/co/en

18,888

18,841

37,729

115

99

213

1,19,451

1,19,297

2,38,748

612

566

1,177

17,53,840

34,34,562

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india – a high growth market

Airport Statistics - 2020

reference data & who’s who

cargo sales increased by 66 per cent compared to last year by increasing the operation rate of freighters and utilising idle passenger planes. Despite a sharp drop in air cargo capacity, Korean Air fully utilized its 23 freighters, increasing its operation rate by 25 per cent compared to the year before.

The airline’s strategy to increase cargo capacity by using passenger aircraft resulted in the airline transporting cargo on more than 4,500 flights. Strong air cargo rates, due to reduced global air freight capacity compared to demand, also contributed to the airline’s positive performance.

aircraft specifications

K

orean Air financial results for 2020 include KRW 7.405 trillion ($6.806 billion) in sales and KRW 238.3 billion ($219 million) in operating profit. The airline recorded a net loss of KRW 228.1 billion ($209.7 million) due to net interest expense, but the loss was largely reduced from KRW 568.7 billion in net loss of the prior year.

The decline in passenger demand due to COVID19 continued throughout the year, causing gross sales to fall 40 per cent year-on-year. Passenger sales fell 74 per cent year-on-year. On the other hand,

regional outlook

South Korea

perspectives & outlook experts’ voices

Chapter 10

A

t the beginning of the year 34 scheduled airlines continued their operations to/from Sri Lanka including SriLankan Airlines. Legacy carriers were the major portion of the operators while there were also “no-frills” carriers that contributed to the passenger movements to/from the world’s major destinations. Leading foreign carriers like Emirates Airlines, Korean Air, Cathay Pacific Airlines, Air China, Etihad Airways, Turkish Airlines, Singapore Airlines and Qatar Airways continued their operations to Sri Lanka in beginning of the year 2020.

However, due to the airport passenger restrictions imposed by the government in mid-March almost all the airlines had to discontinue their operations to Sri Lanka. SriLankan Airlines significantly contributed for repatriation operations to bring down stranded

regional outlook

Sri Lanka

india – a high growth market

Sri Lanka passengers in foreign soil by conducting the majority of repatriation flights.

Most of the carriers that operated to Sri Lanka resumed operations after a while as cargo operations using passenger aircraft and carrying cargo in the cabin with the necessary regulatory approvals. Lot Polish, Thai Air Asia, Fly Dubai, Air Arabia, Turkish Airlines are examples for such operators. The Airlines received approval for cargo carriage in the cabin from the Operations Section of the CAASL. Ethiopian flag carrier Ethiopian Airlines and a Pakistani carrier Air Falcon operated cargo flights to Sri Lanka as new operators. SriLankan Airlines started cargo flights to new destinations like Johannesburg (South Africa) and Yangon (Myanmar) while continuing cargo operations to India, Australia, China and many other destinations.

AIRCRAFT MOVEMENTS - 2009-2020

2011

2012

Source: www.caa.lk/en

2016

2017

2019

19,442 1,300

reference data & who’s who

60,883

2018

992

983

4,586

59,666

2015

5,949

54,137

2014

4,592

51,897

2013

Scheduled

3,391

48,413

46,616

2010

41,891

2009

2020

Non-Scheduled

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aircraft specifications

0

2,556

10,000

2,118

20,000

32,590 1,317

30,000

1,782

40,000 27,545 1,057

Aircrafts

50,000

61,295

60,000

66,175

70,000

perspectives & outlook experts’ voices

Chapter 11

india – a high growth market

has grown under the circumstances, reaching approximately 2.44 million metric tons in 2020, with a 5.2 per cent growth from the previous year. The air freight volume for international and cross-strait routes (including entrepot) reached approximately 2.41 million metric tons, showing a 5.3 per cent increase from the previous year.

Serving as Taiwan’s primary international gateway, Taiwan Taoyuan International Airport aims at becoming the air transport hub for East Asia. According to the statistics published by the Airports Council International (ACI) in 2019, Taoyuan International Airport ranks 10th in international passenger traffic with 48.36 million passengers and 6th in international freight traffic with 2.17 million metric tons. Due to the COVID-19 pandemic, Taoyuan International Airport served 7.44 million passengers in 2020.

Taiwan Taoyuan International Airport

Aircraft Movements

Passengers

Tonnage of Cargo

2,65,625

4,86,89,372

21,82,342

Kaohsiung International Airport

64,015

75,06,753

64,677

Taipei Songshan International Airport

62,951

63,50,353

47,800

Taichung Airport

33,694

28,21,967

3,729

Hualien Airport

4,374

1,18,152

160

Penghu Airport

44,728

27,43,876

5,970

Tainan Airport

6,443

4,69,338

789

Taitung Airport

48,364

3,32,221

242

Kinmen Airport

35,008

25,43,492

7,176

Chiayi Airport

1,479

85,123

186

Others

14,803

Total

5,81,484

Source: Taiwan CAA- 2019 Annual Report

4,96,796

1,810

7,21,57,443

23,14,881

reference data & who’s who

Major Airports - 2019 Airport

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aircraft specifications

T

here are 17 airports available for civil aviation services in Taiwan, with four international airports located in Northern, Central and Southern Taiwan. In 2020, Taipei FIR provided air traffic services for about 1.01 million flights, showing a 45.36 per cent decrease from 1.85 million in 2019. In total, 97 airlines provide services to Taiwan in 2020. The services cover 324 scheduled passenger and cargo routes, reaching 148 cities all over the world, serving approximately 19 million passengers in 2020, a 73.7 per cent decrease compared with 72.16 million in 2019. On the other hand, air freight volume was benefited by the increasing transport demand of e-commerce, technology products, electronic components and epidemic prevention supplies. The amount of international air cargo

regional outlook

Taiwan

perspectives & outlook experts’ voices

Chapter 12

T

he total number of aircraft movements at AOT’s 6 airports was 245,458 flights or a 52.35 per cent decline, comprising 67,018 international flights and 178,440 domestic flights, declined by 72.59 per cent and 34.07 per cent, respectively. They handled 20.01 million passengers in total or a 72.45 per cent decline, comprising 0.95 million internation-

regional outlook

Thailand al passengers and 19.06 million domestic passengers, declined by 97.46 per cent and 45.78 per cent, respectively. The volume of cargo and postal parcel was 1.09 million tons or a 0.96 per cent increase, comprising 1.07 million tons of international freight and 18,875 tons of domestic freight, increased by 0.96 per cent and declined by 49.76 per cent, respectively.

Opening of the Phuket Sandbox project on July 1,

2020

2021

%

Suvarnabhumi Airport

2,10,596

1,13,663

-46.03%

Don Mueang International Airport

1,66,147

70,440

-57.60%

Chiang Mai International Airport

47,298

21,900

-53.70%

Hat Yai International Airport

18,250

13,528

-25.87%

Phuket International Airport

59,656

18,257

-69.40%

Mae Fah Luang - Chiang Rai International Airport

13,201

7,670

-41.90%

5,15,148

2,45,458

-52.35%

2020

2021

%

Suvarnabhumi Airport

3,07,50,332

59,69,984

-80.59%

Don Mueang International Airport

2,22,50,721

71,70,363

-67.77%

Chiang Mai International Airport

62,71,657

25,07,077

-60.03%

Hat Yai International Airport

24,78,233

16,13,994

-34.87%

Phuket International Airport

90,90,957

18,60,313

-79.54%

Mae Fah Luang - Chiang Rai International Airport

17,95,794

8,88,833

-50.50%

Total: 6 Airports

india – a high growth market

Aircraft Movements (flights)

Year ended September 30

Passenger Volume

Total: 6 Airports Year ended September 30 Source: Airports of Thailand PLC., Annual Report 2021

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aircraft specifications

reference data & who’s who

Source: Airports of Thailand PLC., Annual Report 2021

perspectives & outlook experts’ voices

Chapter 13

The largest drop were international flights through Turkish airspace with 60.8 percent according to 2019. Overflight traffic movements decreased by 57.9 per cent. Domestic air traffic movements were 572994 with decrease of 31.8 per cent. Although air traffic in the ECAC area increased by 3.8 per cent compared to 2017, air traffic in Turkey has increased by 5.4 per cent in the same period. In 2020, Domestic flows remain the top flows with 54 per cent of the flights in Turkey, 27 per cent were international flights and the remaining 19 per cent were overflights.

Aircraft Type

Quantity

fleet: Turkish Airlines cargo Aircraft Type

Quantity

fleet: Pegasus Airlines Aircraft Type

Quantity

A350-900

5

A330-200F

10

B737 - 800

33

A330-300

38

B747-400F

2

A320-200neo

42

A330-200

13

A300-600F

1

A320 - 200ceo

12

A321-200

66

B777F

8

A321-200neo

7

A320-200

12

A310-300F

3

Total

94

Total

24

A319-100

6

A321NEO

30

B787-9 Dreamliner

15

B737-800

source: www.turkishairlines.com

B737-900 ER

15

Aircraft Type

B777-300 ER

33

B737-800

B737 MAX 9

3

B737 MAX 8

18

Total

347

source: www.turkishairlines.com

fleet: Freebird Airlines Aircraft Type

Quantity

A320- 214 source: www.freebirdairlines.com

8

Aircraft Type

Quantity 53

source: www.en.wikipedia.org/wiki/AnadoluJet

fleet: Sun Express Airlines Aircraft Type B737-800

source: www.flypgs.com

fleet: Corendon Airlines

fleet: Anadolujet

93

india – a high growth market

fleet: Turkish Airlines

Quantity 58

B737-800

reference data & who’s who

ir traffic in Turkey dropped to the level of 2009 due to COVID-19 pandemic in 2020. Traffic stayed below -90 per cent of 2019 levels in April and May reaching -95 per cent midApril. In June it started a gradual and steady recovery which, contrary to other European countries, continued in September peaking on September 25 with 1,971 flights, only to stabilize in October at around -45 per cent. Overall, in terms of traffic loss, Turkey ranks 6th in Europe with -0.49M flights.

Quantity 15

source: www.corendonairlines.com

fleet: Tailwind Airlines Aircraft Type B737 - 400

Quantity 5

source: www.tailwind.com.tr

source: www.sunexpress.com

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aircraft specifications

A

regional outlook

Turkey

perspectives & outlook experts’ voices

Chapter 14

Etihad Airways announced its results for 2020, recording a 76 per cent fall in passengers carried throughout the year (4.2 million, compared to 17.5 million in 2019) as a result of lower demand and reduced flight capacity. The total passenger capacity was reduced by 64 per cent in 2020 to 37.5 billion Available Seat Kilometres (ASKs), down from 104 billion in 2019, with the seat load factor declining to 52.9 per cent, 25.8 percentage points lower compared to 2019 (2019: 78.7 per cent).

The airline recorded $1.2 billion passenger revenues in 2020, down by 74 per cent from $4.8 billion in 2019, due to the total suspension of passenger services into and out of the UAE from end of March until early June 2020. More than 80 per cent of total passengers carried in 2020 were flown during the first three months of the year demonstrating the precipitous drop in demand over the course of the year. The airline’s cargo operation, on the contrary, recorded an extremely strong performance, with a 66 per cent increase in revenue from $0.7 billion in 2019 to $1.2

billion in 2020. Cargo yield saw an improvement of 77 per cent.

Operating costs meanwhile decreased by 39 per cent year-on-year, from $5.4 billion in 2019 to $3.3 billion in 2020, due to a combination of reduced capacity and volume-related expenses. Overall, this resulted in a core operating loss of $1.70 billion (2019: $0.80 billion) in 2020, with the EBITDA turning to negative $0.65 billion (2019: positive $0.45 billion).

More than 75 per cent of the airline’s total UAEbased workforce has now received the vaccine, with Etihad becoming the first airline in the world to have

india – a high growth market

Etihad

regional outlook

United Arab Emirates

Fleet: Etihad Airways Aircraft Type

Current Fleet

Airbus A320 - Family

11

Boeing 787 - Family

39

Boeing 777 - Family

9

Boeing 777 Freighter

5

2019

Passenger revenue ($ billion)

1.2

4.8

Cargo revenue ($ billion)

1.2

0.70

Operating revenue ($ billion)

2.7

5.6

EBITDA ($ billion)

(0.65)

0.45

Core operating result ($ billion)

(1.7)

(0.8)

Total passengers (million)

4.2

17.5

Available seat kilometres (billion)

37.5

104.0

Seat load factor (%)

52.9

78.7

Number of aircraft Cargo tonnage (leg tonnes ‘000) Source: Etihad Airways

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aircraft specifications

2020

reference data & who’s who

Etihad Airways: Results

perspectives & outlook 2. Jet Airways to Resume Operations from 2022

Staff Correspondent

173

3. Akasa Air all Set to Take-off in 2022

AYUSHEE CHAUDHARY

176

4. INterview: Captain Ajay Chauhan, CEO, Gujarat State Aviation Infrastructure Company Ltd. (GUJSAIL)

178

5. Domestic and International Traffic

179

6. Air Cargo

199

7. Non-Scheduled Operators

201

8. Operating Costs and Air Turbine Fuel (ATF)

205

9. Airports

206

regional outlook

experts’ voices 169

india – a high growth market

1. Air India Back in the Folds of the Tatas after Seven Decades

AYUSHEE CHAUDHARY

reference data & who’s who

india – a high growth market

aircraft specifications

section 4

perspectives & outlook experts’ voices

Chapter 1

regional outlook

Air India Back in the Folds of the Tatas after Seven Decades

T

ata Sons have emerged as the winner in national carrier Air India’s disinvestment bid. The Tata group’s holding company, Tata Sons through its wholly-owned subsidiary Talace Pvt Ltd submitted a winning bid of `18,000 crore as the Enterprise Value of Air India, informed the salt-tosoftware conglomerate.

SpiceJet chairman Ajay Singh was also reported to be a contender against Tata Sons.

Following the acquisition, the Tatas will own a 100 per cent stake in Air India (a full-service airline operating in domestic and international markets) as also 100 per cent in its subsidiary Air India Express (a low-cost carrier airline that focusses on short-haul international operations especially in the Middle East market) and 50 per cent in the joint venture Air India SATS (airport services on ground and cargo handling). The total permanent and contractual employee strength of Air India & AIXL is 13,500.

“At the Tata group, we are delighted to be declared as the winner of the bid for Air India. This is a historic moment, and it will be a rare privilege

for our group to own and operate the country’s flag bearer airline. It will be our endeavour to build a world-class airline that makes every Indian proud.

On this occasion, I would like to pay tribute to JRD Tata, pioneer of Indian aviation, whose memory we cherish,” said N. Chandrasekaran, Chairman, Tata Sons Pvt Ltd.

Ratan Tata’s reply to sp’s on Air India Deal Win Dear Mr Baranwal, Thank you for your note of congratulations on the Tata group winning the bid for Air India.

I greatly appreciate the sentiments you have expressed.

With warm personal regards, Ratan N. Tata

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aircraft specifications

By Ayushee Chaudhary

reference data & who’s who

india – a high growth market

Tatas have won the competitive bid for acquiring Air India including whollyowned subsidiary Air India Express and 50 per cent stake in Air India SATS

perspectives & outlook experts’ voices

Chapter 2

regional outlook

Jet Airways to Resume Operations from 2022

T

he aviation landscape in India is getting more and more colourful after the pandemic with multiple new changes happening. One of the major ones being the return of Jet Airways in the market. According to the Jalan Kalrock consortium, the successful resolution applicant of Jet Airways, the airline is positioned to recommence domestic operations in the first quarter of the calendar year 2022, after being grounded for more than two-and-a-half years. Followed by the domestic operations, there are also plans to begin short-haul international operations by mid-2022, a statement by the consortium informed.

A bankruptcy court in Mumbai recently sanctioned the revival plan for the grounded carrier. The bankruptcy court’s approval came many months after Jet Airways’ creditors had given their approval in October last year to the resolution plan submitted by the consortium. A few months back in June this year, the National Company Law Tribunal’s (NCLT) Mumbai bench had given a go-ahead to the resolution plan tabled by the new owner, Kalrock Capital and Murari Lal Jalan consortium.

Jet was the biggest private carrier of the country. The carrier ceased operations in April 2019 after it faced grave financial hardship and was enduring a resolution process under the Insolvency and Bankruptcy Code (IBC) since. Prior to its unanticipated closure, Jet Airways had one of the most experienced workforces including pilots, engineers and cabin crew, in the industry, most of whom were suddenly left jobless. Yet many continued to stay attached to Jet. The airline operated a fleet of over 120 planes commuting across many domestic and international destinations. Now Jet Airways is again on the hiring process and is currently accepting applications. It has already hired over 150 fulltime employees and is looking to onboard another 1,000 employees across categories in the financial year 2021-22.

The airline has to come back with a revamped strategy, not only because of the cash burnt that it encountered, and the two plus years gap that it has had, but also the pandemic. Post pandemic industry is different from what it was and the airline must strategise in compliance with the new nor-

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aircraft specifications

By Staff Correspondent

reference data & who’s who

india – a high growth market

In the first quarter of 2022, the airline is expected to be back in action after it stopped operations in 2019

Chapter 3

Akasa Air all Set to Take-off in 2022 Jhunjhunwala-backed Akasa Airlines gearing up for 2022 start. The new airline has recently received NOC from the Ministry of Civil Aviation.

By Ayushee Chaudhary

I

ndia’s aviation landscape is standing on a very i­nteresting edge. With Tata winning back Air India, there is a strong possibility of integration of airlines which can lead to Tata and IndiGo emerging as the prominent players of Indian aviation. Amidst that, the entry of Akasa Airlines is attracting a significant amount of attention.

The new airline that recently received the No Objection Certificate (NOC) from the Ministry of Civil Aviation (MoCA), plans to start operating by the summer of next year as a Low Cost Carrier (LCC) or an Ultra LCC (ULCC). The airline is being launched under the Akasa Air brand by SNV Aviation, the aviation venture backed by stock market investor Rakesh Jhunjhunwala. The NOC will thus be retained by SNV Aviation, the holding company for the proposed airline.

On October 11, the press release stated, “SNV Aviation Private Limited, that will fly under the brand name Akasa Air, announced that it has received a no objection certificate from the MoCA as it embarks on its journey to offer Indian flyers a warm, efficient, reliable and affordable travel experience.”

Akasa Air plans to offer flights across India starting in the summer of 2022 “with an endeavour to be the nation’s most dependable affordable and greenest airline”. The aircraft are expected to be finalised by November. Reports of Jhunjhunwala considering to invest $35 million and planning to have 70 planes in four years had also surfaced few

176 SP’s CIVIL AVIATION YEARBOOK 2020-2021

Photo: Akasa Air

months back. AirBnB and Par Capital Management are other investors of the airline.

Rakesh Jhunjhunwala, is said to have a 40 per cent stake in the company. Other aviation industry veterans including former Jet Airways CEO Vinay Dube and former IndiGo President Aditya Ghosh are joining him in operating the airline. Dube is the CEO of Akasa Air and Ghosh is expected to join as Jhunjhunwala’s nominee.

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Chapter 4

Staking on Regional Connectivity Captain Ajay Chauhan, CEO, Gujarat State Aviation Infrastructure Company Ltd. (GUJSAIL) talks about their vision to enable the growth of the aviation industry and develop Gujarat as a centre of excellence for aviation knowledge and human resource development Could you elaborate on GUJSAIL’s vision?

GUJSAIL has been committed towards transforming Indian skies, heralding unparalleled development of aviation sector in the country. May it be world-class MRO development, modernization and upgradation of airports and airstrips or development of innovative seaplane service and water aerodrome in record time, GUJSAIL’s vision has been to ensure a state-of-the-art civil aviation infrastructure in Gujarat, developing Gujarat as a centre of excellence for aviation development, aviation knowledge and human resource development.

Please share the latest projects and initiatives

by GUJSAIL?

The Civil Aviation Department of Government of Gujarat and GUJSAIL have taken pathbreaking steps in launching India’s first seaplane service. The Airport Authority of India (AAI) has awarded seaplane routes connecting 12 water aerodromes, three of them are in Gujarat - Sardar Sarovar Dam (Statue of Unity), Sabarmati Riverfront, Ahmedabad and Shatrunjay Dam. GUJSAIL is also working on the development of permanent heliports. The Aviation Park envisaged at Rajkot, will develop into a one-stop destination for aerospace training, research, recreation and manufacturing as well as leasing.

We also intend to set up the Drone academy, MRO and other aviation-related facilities to encourage the local entrepreneurs and companies, keeping with the ‘Make In India’ and ‘Vocal for Local’ initiatives of the Government.

178 SP’s CIVIL AVIATION YEARBOOK 2020-2021

What are the other aviation activities undertaken by GUJSAIL?

GUJSAIL has introduced airport activity in the curriculum of some local schools, imparting training for aircraft model build-up, aerodynamics, aero model flying, etc. We have also undertaken an aero sport events at Mehsana, Amreli, Ahmedabad, Rajkot. We are also trying to build up a plan for the NCC Air Wing.

How does Gujarat support the Regional Connectivity Scheme UDAN?

For any developing nation, aviation is its backbone, and apart from defense, it is a regional sector that acts as its spine. Regional connectivity can play an important role in making air travel accessible and affordable, and also in boosting the economy of smaller cities and towns.

We have been successfully executing building of new airports including giving or acquiring land for the new airfields, providing trained security and fire safety personnel, creating multimodal hinterland connectivity where needed, reduction in taxes where applicable, coordinate with companies to create fuelling facilities and provide water, electricity and other utilities at a reduced rate.

We are developing new airstrips at Ankleshwar, Rajpipla, Morbi, and Ambaji, and later also at Dwarka and Rajpipla. GUJSAIL is also working on the development of permanent heliports and water aerodromes.

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perspectives & outlook experts’ voices

Chapter 5

Domestic and International Traffic

regional outlook

cent (CAGR) during the same period. During the year from 2009-10 to 2019-20, the capacity (ASK) in the domestic market grew at a rate of 10.0 per cent (CAGR) while the demand (RPK) grew at 12.0 per cent (CAGR) during the same period. In the year 2019-20, ASK, RPK and PLF in the domestic market registered a positive growth compared to the previous year.

In the FY 2019-20, domestic market experienced expansion in capacity as well as demand as both RPK & ASK witnessed positive growth as compared to the previous year i.e.

2018-19. In the year 2019-20 both in terms of RPK and passengers carried, IndiGo had the maximum market share followed by SpiceJet, Air India and Go Air. India is the third largest domestic civil aviation market in the world. However, thin profit margins, high operating cost, inflated taxes and cut-throat

india – a high growth market

I

ndia was the fastest growing domestic air travel market globally in 2019 with more people flying within the Country than the previous year. International Air Transport Association (IATA), in its report, pointed that it expects the number of passengers flying to, from and within India to double in the next 20 years.

In another report, International Civil Aviation Organisation (ICAO) stated that India’s air connectivity is now among the world’s fastest growing and in delivering crucial sustainable development to local communities nation-wide.

Air Passenger Traffic in India, both domestic and international witnessed a positive growth in the year 2019-20 compared to the previous year. The domestic passenger traffic registered a compound annual growth rate (CAGR) of 12.04 per cent during the period 2009-10 to 2019-20 while the international passenger traffic grew at 6.59 per

traffic handled Particulars

2019-20

2018-19

% age change

4,31,853

4,52,641

-4.6

International Domestic

21,55,201

21,53,323

0.1

Total

25,87,054

26,05,964

-0.7

6,65,43,642

6,94,80,768

-4.2

reference data & who’s who

Aircraft Movements (in numbers)

Passengers (in numbers) International Domestic

27,45,07,009

27,52,18,965

-0.3

34,10,50,651

34,46,99,733

-1.1

International

20,03,123

22,00,187

-9.0

Domestic

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Total

Total Source: AAI Annual Report 2019-20

13,25,506

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aircraft specifications

Freight (in MT)

perspectives & outlook experts’ voices

Chapter 6

Air Cargo

india – a high growth market

regional outlook

2018-19. In financial year 2019-20 the dedicated cargo carrier was Blue Dart Airline only.

There has been significant growth over the past few years in the air cargo business and the trend is only likely to strengthen with the growth of ecommerce and manufacturing industry. Airports Authority of India operates (through AAICLAS) cargo terminals at its airports using both the operation and maintenance and self-handling models, and is suitably placed to capitalize on this potential growth in air cargo.

3000 2500 2000 1500

1139

1000 500

394

1292

1220

1238

1262

465

453

452

509

1368

1404

1513

592

624

638

1734

1799

697

761

1554

729

0

reference data & who’s who

Cargo (Thousand Metric Tonne)

Cargo traffic carried by scheduled carriers over the last ten years

10 010-11 011-12 012-13 013-14 014-15 015-16 016-17 017-18 018-19 019-20 2 2 2 2 2 2 2 2 2 2

2009-

Domestic

International*

*International Cargo figures include Freight only Source: DGCA Handbook

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aircraft specifications

A

ir cargo carried by scheduled airline operators, both domestic and international witnessed a negative growth of 4.3, 13.6 respectively in 2019-20. The domestic cargo traffic registered a growth of 6.4 per cent (CAGR) over the period from 2009-10 to 2019-20 while international cargo traffic grew at 3.2 per cent (CAGR) during the same period.

The proportion of total domestic cargo carried as belly cargo registered negative growth of 1.1 per cent in the FY 2019-20 as compared to 84.1 in FY

perspectives & outlook experts’ voices

Chapter 7

(aircraft) operators, top 15 operators accounted almost 90 per cent of the total number of international flights operated in the year 2019-20.

Out of the total 47 non-scheduled Helicopter operators, top three operators accounted for more than 75 per cent of the total number of flights operated in the year 2019-20.

Operator’s Name

1

Fleet Details

AOP Number

Valid Upto

Accurate Commodeal Pvt. Ltd.

#08/2014

25.06.2023

2

2

Aero Trans Services Pvt. Ltd.

#37/2008

23.12.2023

3

3

Airports Authority of India

#03/2019

14.05.2024

2

4

Air Car Airline Pvt. Ltd.

#02/2010

04.05.2024

1

5

Air Charter Services Pvt. Ltd.

#15/2008

14.05.2024

10

6

Alchemist Airways Pvt. Ltd.

#09/2006

08.11.2023

2

7

Aman Aviation & Aerospace Solutions Pvt. Ltd.

#10/2012

13.09.2023

1

8

AR Airways Pvt. Ltd.

#01/2005

11.05.2024

8

9

Aryan Aviation Pvt. Ltd.

#13/2009

07.04.2024

8

10

Arrow Aircrafts Sales & Charters Pvt. Ltd.

#04/2014

10.03.2023

3

11

Ashley Aviation Ltd.

#05/2012

02.05.2023

1

12

Bajaj Aviation Pvt. Ltd.

#14/2012

10.12.2023

1

13

Belgaum Sugars Pvt. Ltd.

#06/2019

14

B.G. Shirke Construction Technology Pvt. Ltd.

Nos

reference data & who’s who

S. No.

india – a high growth market

LIST OF NON-SCHEDULED OPERATORS

10.09.2024 TO READ THE COMPLETE 1ARTICLE #10/2010 GET YOUR 21.12.2023COPY NOW! 2

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aircraft specifications

O

ut of the total 66 Non-Scheduled Operators Domestic (aircraft) operators, top 15 operators accounted for more than 60 per cent of the total number of domestic flights operated in the year 2019-20.

Out of the total 66 non-scheduled international

regional outlook

Non-Scheduled Operators

perspectives & outlook experts’ voices

Chapter 8

india – a high growth market

per cent), User Charges (including landing and associated airport charges and Air Navigation charges) (8.6 per cent) and General and Administrative costs (7.8 per cent). The Air Turbine Fuel (ATF) consumption growth in India has been moving in tandem with the growth of air traffic. In the year 2019-20, ATF consumption went down by 3.63 per cent which is consistent with a decrease in aircraft and air traffic movement.

9000

8300 7633

8000

5271

5505

5723

2014-15

5536

2013-14

5000

5078

2012-13

6000

7999

6998

7000

6262

reference data & who’s who

4000 3000 2000

2019-20

2018-19

2017-18

2016-17

2015-16

0

2011-12

1000 2010-11

ATF Consumption (Thousand metric tonne)

ATF consumption over the decade

ATF Consumption Note: 1. Provisional data., 2. Total may not tally due to rounding off.

Source: Ministry of Petroleum & Natural Gas.

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aircraft specifications

W

hile decomposing the airline industry cost structure, it can be seen that Fuel Cost accounts for (37.4 per cent) of the operating cost of Indian aviation industry (scheduled operations) followed by Rental of Flight Equipment (14.7 per cent), Other Expenses (10.0 per cent), Flight equipment Maintenance & Overhaul (8.8

regional outlook

Operating Costs and Air Turbine Fuel (ATF)

Chapter 9

Airports

A

irports Authority of India (AAI) has been incessantly playing a significant role as an entity that is not just the backbone of air travel but has been proactively functioning as the binding force for the country. Of late, AAI in coordination with the state administrative machineries and Indian defence forces have been at the forefront handling many emergency situations, natural calamities and aiding air traffic across the country during moments of distress.

Airports need to adapt new safety and risk management measures in conjunction with operators.

Restarting aviation amid and following Covid-19, various guidelines, practical guidance and publications have been released by ICAO, IATA, ACI and WHO, from time to time, to ensure safe air travel which demonstrated considerable thought leadership.

Committed to the idea of upgrading airports infrastructure in the country with world class services, the Airports Authority of India (AAI) is continuously working towards holistic development.

Airports in India S. No.

Type of airport

2019-20 Operational

Non-operational

Total

1.

International Airports of AAI

20

–

20

2.

International Airports of AAI (Civil Enclaves)

3

–

3

3.

International Joint Venture/Private Airports Where CNS/ATM is Provided by AAI

4

–

4

4.

International State Government Airport

1

–

1

(A) Total International Airports

28

–

28

5.

Customs Airports of AAI

6

–

6

6.

Customs Airports of AAI (Civil Enclaves)

4

–

4

(B) Total Customs Airports

10

–

10

7.

Domestic Airports of AAI (Operational)

56

–

56

8.

Domestic Airports of AAI (Non-Operational)

–

25

25

9.

Domestic Airports of AAI (Civil Enclaves)

20

3

23

10.

Domestic Private/State Govt./U.T. Airports Where CNS/ATM is Provided by AAI

11

–

11

11.

Additional Airports Being Developed Under RCS Udan 1,2,3,3.1

41

–

41

12.

Additional Water Aerodrames Being Developed Under RCS UDAN 1,2,3,3.1,4.0

12

–

12

(C) Total Domestic Airports

140

28

168

Total Airports (A+B+C)

178

28

206

Source: Airport Authority of India

206 SP’s CIVIL AVIATION YEARBOOK 2020-2021

yy yy yy

yy

AirPort Authority: Statement for Profit and Loss 2019-20 (` In Crores) Particulars

2019-20

2018-19

Airport Navigational Services

3,592.95

3,702.18

Airport Services

3,718.05

4,491.59

Non-Aeronautical Airport Services

1,887.74

1,842.85

Cargo Revenue

–

–

3,063.01

3,050.07

575.69

1,046.27

12,837.44

14,132.96

Employee Benefits Expenses

4,481.24

5,158.98

Operating Expenses

1,751.64

1,662.68

626.34

823.68

Airport Lease Revenue Other Income Total Revenue (I+II+III+IV+V+VI)

Finance Costs Depreciation and Amortization

4.61

6.50

1,751.25

1,564.89

Security Expenses

405.30

1,232.24

Total Expenses

9,020.38

10,448.97

Profit before exceptional and extraordinary items and tax (VII-VIII)

3,817.06

3,683.99

–

–

3,817.06

3,683.99

1,176.00

1,786.03

655.97

(373.48)

1,985.09

2,271.44

Exceptional & Extraordinary Items Profit before tax (IX-X)

reference data & who’s who

Expenses

Administrative and Other Expenses

Tax Expenses: Current Tax includes previous year tax of `0.00 crores (FY 2018-19- `3.97 crores) Deferred Tax Profit/(Loss) for the period (XI-XII)

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Balance Carried to Balance Sheet Sourc: AAI Annual Report

2,271.44

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perspectives & outlook india – a high growth market

Income

experts’ voices

yy

have been identified for the development as water aerodromes.

Electronic Terrain and Obstacle Data (eTOD) Portal was launched for five airports. The portal provides accurate terrain & obstacles information for flight safety. Accurate eTOD will result in efficient routes and procedures thereby reducing fuel consumption and emissions.

A state-of-the-art Network Operations Control Center (NOCC) was inaugurated.

To provide uninterrupted surveillance, Specialised Maintenance Unit (SMU) was inaugurated.

At Indira Gandhi International Airport, a new state-of-the-art ATC complex with new ATC tower, upgraded equipment and world class infrastructure was made operational.

For dynamically assessing the airspace situation and capacity optimisation, the CATFM

aircraft specifications

Airports Authority of India (AAI) is investing nearly `20,000 crores for development and upgradation of existing AAI airports across the country and has taken various measures for improving the functionality of the airports across the country: yy AAI signed an MoU with Aireon LLC for implementation of Space Based Automatic Dependent Surveillance – Broadcast (ADS–B), a satellite-based technology to provide air traffic surveillance over an entire oceanic region of Indian Flight Information Region (FIRs). yy Concession Agreement were signed between AAI and the Adani Group for the management and development of Ahmedabad, Lucknow and Mangaluru airports. yy Target of development of 100 more airports by 2024 to support the RCS-UDAN scheme. yy Water aerodromes will be developed within the ambit of aviation expertise of AAI. Eleven sites

regional outlook

Airports

perspectives & outlook experts’ voices regional outlook 209

2. CHINA

210

3. HONG KONG

213

4. INDIA

219

5. INDONESIA

228

6. JAPAN

230

7. MALAYSIA

232

8. QATAR

238

9. SAUDI ARABIA

239

10. SINGAPORE

243

11. SOUTH KOREA

248

12. SRI LANKA

250

13. TAIWAN

256

14. THAILAND

263

15. TURKEY

268

16. UNITED ARAB EMIRATES

272

17. Who’s who Profiles:

277

• Civil Aviation

277

• Airlines

286

• Business Aviation

295

india – a high growth market

1. BAHRAIN

reference data & who’s who

reference data & who’s who

aircraft specifications

section 5

INTRODUCTION

experts’ voices

This section is all about the flag bearers of aviation in Asia from regulatory bodies like the Ministries and Departments of Civil Aviation, Airports Authority, Airlines (including National Carriers), Operators and Associations.

Given here are exhaustive details of these leaders, like their profiles, the structure of their organisation and the contact details of their senior and middle management. These opinion leaders are the policy makers and decision takers not just for their organisation but for the aviation sector in their country as well. Their visions have a direct and indirect bearing on the entire sector in the region.

perspectives & outlook

Bahrain

Bahrain ORGANISATION Chart - Ministry of Transportation and Telecommunications, Bahrain Minister of Transportation and Telecommunications

Postal Sector Regulation Directorate

Assistant Undersecretary Resources and Information

Undersecretary, Land Transportation and Post

Undersecretary, Civil Aviation Affairs

Undersecretary, Ports and Maritime Affairs

Information Systems Directorate

Assistant Undersecretary, Post

Assistant Undersecretary, Air ­Navigation and Meteorology Services

Assistant Undersecretary, Ports Affairs

Human Resources Directorate

Assistant Undersecretary, Land Transportation

Assistant Undersecretary, Air Transport and Aviation Safety and Security

Assistant Undersecretary, Maritime Affairs

Financial Resources Directorate Source: www.mtt.gov.bh

regional outlook

Communications and Marketing Directorate

india – a high growth market

Telecommunications Directorate

Contact

Designation

Add

City

Country

Captain Waleed Abdulhameed Al Alawi

A/CEO

P.O. Box 138,

Manama

Bahrain

Gulf Air

Captain Suhail Abdulhameed Ismaeel

Chief Operating Officer

P.O. Box 138,

Manama

Bahrain

Gulf Air

Vincent Coste

Chief Commercial Officer

P.O. Box 138,

Manama

Bahrain

Gulf Air

Jamal Abdulrahman Hashim

Chief Technical Officer

P.O. Box 138,

Manama

Bahrain

Gulf Air

Adnan Hashim

Chief Financial Officer

P.O. Box 138,

Manama

Bahrain

Source: Official website

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aircraft specifications

Airlines Gulf Air

reference data & who’s who

Who’s Who - Airlines, Bahrain

Reference Data & Who’s Who

china

China Whos Who - Civil Aviation Administration, China Organisation

Contact

Designation

Add 1

Add 2

City Pin

Civil Aviation Administration of China

Feng Zhenglin

Administrator (Minister Level), Secretary of CPC Group, CAAC

No.155 Dongsi West Avenue,

Dongcheng District,

Beijing 100710

Civil Aviation Administration of China

Dong Zhiyi

Deputy Administrator, Member of the CPC Group, CAAC

No.155 Dongsi West Avenue,

Dongcheng District,

Beijing 100710

Civil Aviation Administration of China

Lyu Erxue

Deputy Administrator, Member of the CPC Group, CAAC

No.155 Dongsi West Avenue,

Dongcheng District,

Beijing 100710

Civil Aviation Administration of China

Cui Xiaofeng

Deputy Administrator, Member of the CPC Group, CAAC

No.155 Dongsi West Avenue,

Dongcheng District,

Beijing 100710

Civil Aviation Administration of China

Hu Zhenjiang

Deputy Administrator, Member of the CPC Group, CAAC

No.155 Dongsi West Avenue,

Dongcheng District,

Beijing 100710

–

Wan Xiangdong

Chief Flight Officer

No.155 Dongsi West Avenue,

Dongcheng District,

Beijing 100710

–

Yin Shijun

Chief Engineer

–

–

–

–

Tang Weibin

Security Director

–

–

–

Source: www.caac.gov.cn/en

Who’s Who - Airlines, China Airline

Contact

Designation

Add 1

Add 2

City Pin

Telephone

Website

Air China

Song Zhiyong

Chairman

Blue Sky Mansion

28 Tianzhu Shunyi District Road, Airport Industrial Zone

Beijing, 101312

+86 10 61462560

www.airchina.com

Air China

Feng Gang

Director

No. 30 Tianzhu Road

Airport Shunyi District industrial Zone

Beijing, 101312

+86 10 61462560

www.airchina.com

Air China

Xue Yasong

Director

No. 30 Tianzhu Road

Airport Shunyi District industrial Zone

Beijing, 101312

+86 10 61462560

www.airchina.com

Air China

Patrick Healy

Director

No. 30 Tianzhu Road

Airport Shunyi District industrial Zone

Beijing, 101312

+86 10 61462560

www.airchina.com

Air China

Duan Hongyi

Director

No. 30 Tianzhu Road

Airport Shunyi District industrial Zone

Beijing, 101312

+86 10 61462560

www.airchina.com

Air China

Stanley Hui Honchung

Director

No. 30 Tianzhu Road

Airport Shunyi District industrial Zone

Beijing, 101312

+86 10 61462560

www.airchina.com

Air China

Li Dajin

Director

No. 30 Tianzhu Road

Airport Shunyi District industrial Zone

Beijing, 101312

+86 10 61462560

www.airchina.com

Beijing Capital Airlines

Zhang Kui CEO

Capital Airlines building, NO.3,

North Cargo Road,

Beijing

–

www.jdair.net

China Eastern Airlines

Liu Shaoyong

66 Airport Street

Pudong New District

Chairman

210 SP’s CIVIL AVIATION YEARBOOK 2020-2021

Add 3

Beijing Capital International Airport, Shunyi District,

PudongCOMPLETE Shanghai +86 21 6268 TO READ THE ARTICLE International 201202 GET Airport YOUR COPY NOW! 6268

www.ceair.com

perspectives & outlook

hong kong

Hong kong Organisation Chart - Civil Aviation Department, Hong kong

Deputy Director-General of Civil Aviation (2)

Flight Standards and Airworthiness Division

Air Traffic Management Division

Assistant Director-General (Flight Standards)

Assistant Director-General (Air Traffic Management)

Air Traffic Engineering Services Division Assistant Director-General (Air Traffic Engineering Services)

Air Services and Safety Management Division Assistant Director-General (Air Services and Safety Management)

Airport Standards Division

Finance Division Chief Treasury Accountant

Assistant Director-General (Airport Standards)

Administration Division

regional outlook

Deputy Director-General of Civil Aviation (1)

experts’ voices

Director-General of Civil Aviation

– Departmental Secretary – Public Relations Officer

Chief Executive Officer (Management Review)

Organisation

Division

Add 1

Add 2

LIU Chi Yung, Victor, JP

Director-General of Civil Aviation

Civil Aviation Department

Civil Aviation Department

Level 5, Office Building, Civil Aviation Department Headquarters,

1 Tung Fai Road, +852 2910 Hong Kong 6363 International Airport,

Telephone

vcyliu@cad.gov.hk

WU Chi Kwong, Richard, JP

Deputy DirectorGeneral of Civil Aviation (1)

Civil Aviation Department

Civil Aviation Department

Level 5, Office Building, Civil Aviation Department Headquarters,

1 Tung Fai Road, +852 2910 Hong Kong 6328 International Airport,

rckwu@cad.gov.hk

SO Wai Sze, Linda, JP

Deputy DirectorGeneral of Civil Aviation(2)

Civil Aviation Department

Civil Aviation Department

Level 5, Office Building, Civil Aviation Department Headquarters,

1 Tung Fai Road, +852 2910 Hong Kong 6356 International Airport,

lwsso@cad.gov.hk

KONG Kwok Piu, Bill

Chief Executive Officer (Management Review)

Civil Aviation Department

Civil Aviation Department

Level 5, Office Building, Civil Aviation Department Headquarters,

1 Tung Fai Road, +852 2910 Hong Kong 6860 International Airport,

bkpkong@cad.gov. hk

YU Kin Yip, Paul

Senior Executive Officer (Management Review)

Civil Aviation Department

Civil Aviation Department

Level 5, Office Building, Civil Aviation Department Headquarters,

1 Tung Fai Road, +852 2910 Hong Kong 6861 International Airport,

pkyyu@cad.gov.hk

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E-mail

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reference data & who’s who

Designation

aircraft specifications

Who’s Who - Civil Aviation Department, Hong Kong Contact

india – a high growth market

Soruce: www.cad.gov.hk/english/index.html

www.spscivilaviationyearbook.com

Air Safety Dte

Aircraft Engineering Dte

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aircraft specifications

source: www.dgca.gov.in

SSP Division

JDG (AS)

Airspace and Air Navigation Services Standards Dte

Personnel Licensing Training & Licensing Dte Central Examination Org Air Safety Medical Cell

reference data & who’s who

JDG (LG)

india – a high growth market

Adventure, Sports & Recreational division

General Aviation and Business Aviation (including Helicopter Operations)

Flying Training Dte

DDG (GTS)

Flight Standards Bureau

Dangerous goods Division

Cabin Safety Division

Flight Standards Dte

experts’ voices

Training Division

perspectives & outlook

Finance Section

Administration Dte

Surveillance and Enforcement Division

JDG (Admin)

DDG (KPS)

Air Transport Dte (Air Operator Certification)

Airworthiness Dte (AOC related)

CFOI

Aerodrome Standards Dte

JDG (JSR)

regional outlook

IT Division

Air Transport Dte (excluding AOC)

Airworthiness Dte (excluding AOC work)

Regulation and Information Dte

Director General of Civil Aviation

Organisation Chart - Directorate General of Civil Aviation, india

India

India

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SP’s CIVIL AVIATION YEARBOOK 2020-2021

Transformation Management

Internal Audit

Corporate Secretary

Corporate Security

Corporate Quality, Safety & Environment Management

TO READ THE COMPLETE ARTICLE GET YOUR COPY NOW!

Source: Garuda Indonesia Annual Report 2019

Business Development

Director of Commercial

Ground Services

Sales & Distribution

SBU Umrah & Hajj Charter

SBU Loyalty & Ancillary Revenue

Marketing

Corporate Planning & Research

Cargo Operations

Cargo Commercial

Director of Cargo & Business Development

Corporate Legal & Complience Business Support & General Affairs

Enterprise Risk Management Revenue Management

Sumatera Region

Europe Region

South West Pacific Region

China Region

Japan & Korea Region

Asia Region

Learning & Development

Treasury Management

Airworthness Management Acquisition & Aircraft Management Inflight Services

Information Technology Management Network & Alliance Management

Jawa, Bali, & Nusa Tenggara Region Jakarta Raya Region

Aircraft Maintenance Management

Director of Maintenance & Services

Subsidiaries

Board of Directors

Operation Planning & Control

Flight Operations

Director of Operation

Kalimantan, Sulawesi & Papua Region

Cabin Services

Operation Support

Human Capital Management

Director of Human Captal

Financial Accounting

Financial Analysis

Director of Finance & Risk Management

President & Chief Executive Officer

ORGANISATION Chart - Garuda Indonesia

Indonesia

Reference Data & Who’s Who indonesia

Reference Data & Who’s Who

japan

Japan ORGANISATION chart - CIVIL AVIATION BUREAU, japan General Affairs Division Counselor, Minister’s Secretariat (Budget of the Civil Aviation Bureau) Aviation Strategy Division

Civil Aviation Bureau

Assistant Vice-Minister (International Affairs/Aviation) Aviation Network Department

Planning Division Counselor, Minister’s Secretariat (Airports the Kinki and Chubu Areas) Aviation Industries Division Airport Facilities Division Capital Area Airports Division Environment and Regional Development Division Aviation Safety and Security Planning Division Counselor, Minister’s Secretariat (Aviation Safety)

Aviation Safety and Security Department

Airport Safety and Aviation Security Division Flight Standards Division Counselor, Minister’s Secretariat (Air Transport Safety) Airworthiness Division Air Navigation Services Planning Division

Air Navigation Services Department

Air Traffic Control Division Operations and Flight Inspection Division Air Navigation Services Engineering Division

*Regional Bureaus

Regional Civil Aviation Bureau (Tokyo, Osaka) Air Traffic Control Center (Sapporo, Tokyo, Fukuoka, Naha)

*Affiliated Facilities & Institutions

Aeronautical Safety College (Main Institute & Iwanuma Training Center)

Source: www.mlit.go

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Reference Data & Who’s Who

malaysia

Malaysia ORGANISATIONAL chart - Malaysia Airport Board of Directors

Managing Director Chief Risk Management & Compliance Officer Board Committees

Risk Management & Compliance

Company Secretarial

Head of Internal Audit

Board Head of Corporate Integrity

Internal Audit

Chief Operating Officer Airport Operations Malaysla

Chief Operating Officer Airport Operations International

Chief Commercial Officer

ISG & LGM

Commercial Services

MACS ME Technical Services

Malaysia Airports (Sepang) Sdn Bhd

Engineering Strategic kila2 Engineering

Client Office - KLIA Aviation Security Airport Fire & Rescue Services Aviation Marketing & Development

Commercial Operations

KLIA

Planning, Development, Standard & Safety

Malaysia Airports Sdn Bhd Urusan Teknologi Wawasan Sdn Bhd Operational Excellence & Guest Experience

Project Managemnet Office

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Commercial Business

Reference Data & Who’s Who

Qatar

Qatar Who’s Who - Civil Aviation Authority, Qatar Organisation Contact

Designation

Add 1

Add 2

City

Telephone

Civil Aviation Authority

Mohamed Faleh Alhajri

President

Al Sharq Tower, behind Qatar National Museum,

Old Al Salata, P.O. Box 3000

Doha

+974 44557333

Civil Aviation Authority

Nasser Al Suwaidi

Acting Director of International Cooperation Department

Al Sharq Tower, behind Qatar National Museum,

Old Al Salata, P.O. Box 3000

Doha

+974 44557333

Civil Aviation Authority

Nasser Ghaloum

Director of Internal Audit Department

Al Sharq Tower, behind Qatar National Museum,

Old Al Salata, P.O. Box 3000

Doha

+974 44557333

Civil Aviation Authority

Saad Kathem Alnoaimi

Director of Planning and Quality Department

Al Sharq Tower, behind Qatar National Museum,

Old Al Salata, P.O. Box 3000

Doha

+974 44557333

Civil Aviation Authority

Salah Al-Shibani

Director of Legal Affairs Department

Al Sharq Tower, behind Qatar National Museum,

Old Al Salata, P.O. Box 3000

Doha

+974 44557333

Civil Aviation Authority

Talal Abdulla AlMalki

Director of Puplic Relations and Communication Department​

Al Sharq Tower, behind Qatar National Museum,

Old Al Salata, P.O. Box 3000

Doha

+974 44557333

Civil Aviation Authority

Nasser AlAthba

Director of Human Resources Department

Al Sharq Tower, behind Qatar National Museum,

Old Al Salata, P.O. Box 3000

Doha

+974 44557333

Civil Aviation Authority

Ali Hamad AlKuwari

Director of Financial and Administrative Affairs Department

Al Sharq Tower, behind Qatar National Museum,

Old Al Salata, P.O. Box 3000

Doha

+974 44557333

Civil Aviation Authority

Hussain Jamal AlJaber

Director of Information Systems Department

Al Sharq Tower, behind Qatar National Museum,

Old Al Salata, P.O. Box 3000

Doha

+974 44557333

Civil Aviation Authority

Majed Kheder AlAtawi

Director of Air Safety Department

Al Sharq Tower, behind Qatar National Museum,

Old Al Salata, P.O. Box 3000

Doha

+974 44557333

Civil Aviation Authority

Khalid Abdulla Al Nassiri

Director of Air Transport

Al Sharq Tower, behind Qatar National Museum,

Old Al Salata, P.O. Box 3000

Doha

+974 44557333

Civil Aviation Authority

Fahad Dabsan Al Qahtani

Director of Security and Facilitation Department

Al Sharq Tower, behind Qatar National Museum,

Old Al Salata, P.O. Box 3000

Doha

+974 44557333

Civil Aviation Authority

Ahmed Al Eshaq

Director of Air Navigation Department

Al Sharq Tower, behind Qatar National Museum,

Old Al Salata, P.O. Box 3000

Doha

+974 44557333

Civil Aviation Authority

Abdulla Mohamed Al-Mannai

Director of Meteorology Department

Al Sharq Tower, behind Qatar National Museum,

Old Al Salata, P.O. Box 3000

Doha

+974 44557333

Civil Aviation Authority

Adel Ali Jassem

Director of Fire Fighting and Rescue Al Sharq Tower, behind Department Qatar National Museum,

Old Al Salata, P.O. Box 3000

Doha

+974 44557333

Source: www.caa.gov.qa

Who’s Who - Airlines, Qatar Airline

Contact

Designation

Add 1

City Pin

Telephone

Website

Qatar Airways

Sheikh Abdul ­Rahman Bin Khalifa Al Thani

Chairman

Qatar A ­ irways Tower, P.O. Box 22550,

Doha

00974 40226000

www.qatarairways.com

Qatar Airways

Akbar Al Baker

Group Chief ­Executive Officer

Qatar ­Airways Tower, P.O. Box 22550,

Doha

00974 40226000

www.qatarairways.com

Qatar Airways

Jassim Saif Al Sulaiti

Member

Qatar A ­ irways Tower, P.O. Box 22550,

Doha

00974 40226000

www.qatarairways.com

Qatar Airways

Issa Mohamed Al Mohannadi

Member

Qatar ­Airways Tower, P.O. Box 22550,

Doha

00974 40226000

www.qatarairways.com

Qatar Airways

Sheikha Hanoof Bint Thani Al Thani

Member

Qatar A ­ irways Tower, P.O. Box 22550,

Source: www.caa.gov.qa

238 SP’s CIVIL AVIATION YEARBOOK 2020-2021

Doha 00974 40226000 TO READ THE COMPLETE ARTICLE GET YOUR COPY NOW!

www.qatarairways.com

perspectives & outlook

saudi arabia

Saudi arabia organisation chart - Aviation Investigation Bureau, saudi arabia

experts’ voices

Minister of Transport GACA Board of Directors AIB Supervisory Committee (SC)

Aviation Investigation Bureau Director General

OCC Manager

Temporary Legal Advisory Unit

External Affairs & Communication

External Affairs & Communication

regional outlook

Temporary Counselors & Experts Unit

DG Office Manager

Specialist, Operations & Control

Admin Assistant

Admin.

Assistant

Investigator, Operations

Investigator, Operations

Senior Investigator, Technical

Investigator, Operations

Investigator, Technical

Investigator, Technical

Senior Investigator, ATS

Investigator, ATS

Investigator, ATS Investigator, Cabin & Survivability

Investigator, Human Factors

Source: www.aib.gov.sa

Safety Analyst Technical Editor

Admin.

Assistant Safety Analyst

Specialist, Prevention

Technical Editor

Specialist, Prevention

Specialist, Prevention Specialist, Confidential Reports

Director, Financial & Admin Affairs

Director, Engineering LAB

Specialist, Human Resources

Admin.

Assistant

Engineer Performance

Admin.

Assistant

Specialist, Accounting

Specialist, Public Relations

Specialist, Powerplant

Specialist, Structure

Specialist, Systems

Specialist, CVR/FDR

Specialist, Evidence Analysis

Specialist, Avionics

Specialist, IT

Admin.

Coordinator Driver

Specialist, Government Relations Clerk, Mail Room Admin.

Coordinator Driver

Engineer, Metallurgical

Engineer, Metallurgical

Engineer, Metallurgical

Engineer, Metallurgical

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reference data & who’s who

Senior Investigator, Operations

Director, Safety Analysis

aircraft specifications

Director, Investigations

india – a high growth market

Specialist, Operations & Control

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aircraft specifications

SP’s CIVIL AVIATION YEARBOOK 2020-2021

Source: www.caas.gov.sg

Aviation Industry

Airport ­Operations Regulation & ­Aviation Security

Airport Economic Regulation

reference data & who’s who

Safety Policy and Planning

Flight Standards

Civil Aviation Medical Board

Aerodrone and Air ­Navigation Services ­Regulation

Air Transport

Air Development and Planning

Safety Regulation Group

TO READ THE COMPLETE ARTICLE GET YOUR COPY NOW!

Aviation Development Group

Senior Director (Safety Regulation Group)

Finance

Human Resource

Corporate Group

india – a high growth market

Futures and Information Technology

Legal

Corporate Communications

1 Deputy Director-General

Civil Aviation Advisory Group

Unmanned ­Systems Technology and Partnerships

Unmanned ­Systems Policy and ­Regulations

Unmanned ­Systems ­Operations and Readiness

Unmanned Systems Group

Senior Director (Unmanned Systems Group)

Internal Audit

regional outlook

Corporate Development and Emergency Preparedness

Director-General

Authority

Organisational Chart - CAAS, singapore

Singapore

ICAO Mission

Singapore ­Aviation Academy

International Relations

perspectives & outlook

International Relations Group

experts’ voices

Air Traffic Services

Air Traffic ­Management Plans and Development

Airspace Policy

Aeronautical ­Telecommunications & Engineering

Air Navigation Services Group

2 Deputy Director-General

singapore

Reference Data & Who’s Who

south korea

South korea organisation chart - Office of Civil Aviation of Ministry of Land, Infrastructure and Transport, south korea Office of Civil Aviation of Ministry of Land, Infrastructure and Transport (MOLIT)

Deputy Minister

DG for Aviation Policy

DG for Aviation Safety Policy

DG for Airport and ANF Policy

Aviation Policy

Aviation Safety Policy & Licensing

Airport Policy

Advanced Aviation

Flight Standards

New Airport Planning

Int’l Air Transport

Airworthiness

Airport Safety & Environment

Aviation Industry

Air Traffic

Air Navigation Facilities

Aviation Security Seoul Regional Aviation Office Busan Regional Aviation Office Jeju Regional Aviation Office Air Traffic Management Office

Source: www.koca.go.kr

Who’s Who - Office of Civil Aviation of Ministry of Land, Infrastructure and Transport, South Korea Organisation

Contact

Designation

Add

City Pin

Korea Office of Civil Aviation, Ministry of Land, Infrastructure and Transport

Kim Yong-Seog

Deputy Minister for Civil Aviation

11, Doum-6 ro

Sejong Self- governing City, 339-012

Korea Office of Civil Aviation, Ministry of Land, Infrastructure and Transport

Yoon Jin-hwan

Director General for Aviation Policy

11, Doum-6 ro

Sejong Self- governing City, 339-012

Korea Office of Civil Aviation, Ministry of Land, Infrastructure and Transport

Bang Yoon Sock

Director General for Aviation Safety Policy

11, Doum-6 ro

Sejong Self- governing City, 339-012

Korea Office of Civil Aviation, Ministry of Land, Infrastructure and Transport

Joo, Jong-wan

Director General for Airport and ANF Policy

11, Doum-6 ro

Sejong Self- governing City, 339-012

Source: www.koca.go.kr

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Reference Data & Who’s Who

sri lanka

Sri lanka Organisation chart - Civil Aviation Authority, Sri Lanka Chairman and Board of Directors Director General of Civil Aviation & Chief Executive Officer

Additional Director General

Deputy Director General (Aeronautical Service Regulation)

Director (Aerodromes & Facilitation) SCAI (Aerodromes) CAI (Aerodromes Ops) SCAI (Aerodromes Std.) CAI (Aerodromes Stds.)

Director (Air Navigation Service) SCAI (ATM Operations) CAI (ATM Operations) SCAI (Aero Infor. Ser.) CAI (Aero Infor. Serv.)

SCAI (Aero Meteorology) SCAI (ATM Technical) CAI (ATM Technical) SCAI (ATM Stds. & Proce.)

Deputy Director General (Flight Safety Regulation)

Director (Training Organizations & PEL Licensing) SCAI (PEL Exam & Stds.)

CAI (PEL Examinations) CAI (PEL Standards) SCAI (Aviation Medicine) SCAI (PEL Flight Crew) CAI (PEL flight Crew) SCAI (PEL Non Flight Crew) CAI (PEL Non flight Crew)

Director (Aircraft Operations) SCAI (Aircraft Flight Ops)

SCAI (A/C Reg & AW Std)

CAI (Aircraft Flight Ops)

CAI (AW Design & Pro.)

SCAI (Aircraft Ground Ops)

SCAI (Maintenance & Repr.)

CAI (Aircraft Ground Ops) SCAI (Aero Meteorology) SCAI (Aircraft Cabin Sfty) CAI (Aircraft Cabin sty.)

CAI (Flying Training)

CAI (ATM Stds. & Proce.)

TO READ THE COMPLETE ARTICLE GET YOUR COPY NOW! 250 SP’s CIVIL AVIATION YEARBOOK 2020-2021

Director (Aircraft Registration & Airworthiness)

CAI (AW Airframe) CAI (AW Power Plant) CAI (AW Avionic) SCAI (AOC & Surv.)

CAI (AW Airframe) CAI (AW Power Plant)

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SP’s CIVIL AVIATION YEARBOOK 2020-2021

TO READ THE COMPLETE ARTICLE GET YOUR COPY NOW!

Inflight Supply Chain & Marketing Div.

Ground Services Div.

Cabin Crew Div.

(VW) Senior VP

Occupational Safety & Health Dept.

Corporate Development Office

Data Protection & Quality Management Office

Education Training Center

Human Resources Div.

Legal & Insurance Div.

Administration Div.

Finance Div.

(VF) Senior VP

Corporate Safety Office

Secretarial Office Board of Directors

President

Information Management Div.

Cargo Sales Marketing & Services Div.

System Operation Control Div.

Flight Operations Div.

(VO) Senior VP

General Audit Office

Risk Committee

Remuneration Committee

Audit Committee

Passenger Sales & Marketing Div.

(VV) Senior VP

Chairman of the Board

Board of Directors

Shareholders Meeting

Organisation Chart - China Airlines, taiwan

Taiwan

Technical Training Center

Quality Assurance Div.

Engineering Div.

Maintenance Div.

(VE) Senior VP

Corporate Communications Office

Reference Data & Who’s Who taiwan

perspectives & outlook

thailand

Thailand Organisation chart - Civil Aviation Authority, Thailand Board of Commissioner

Audit Committee

experts’ voices

Sub-Committee

The Civil Aviation Authority of Thailand Internal Audit Office (IAO) Corporate Strategy Department (CSD)

Quality Assurance Department (QAD)

Director

Deputy Director (Security/Economic/Promotion)

regional outlook

Deputy Director (Safety)

Aviation Safety Management Department (SMD)

Deputy Director (Corporate Support)

Flight Operations Standards Department (OPS)

Aviation Security and Facilitation Standards Department (SFD)

Information and Communication Technology Department (ITD)

Airworthiness and Aircraft Engineering Department (AIR)

Economic Regulation Department (ERD)

Human Resource Management Department (HRD)

Personal Licensing Department (PEL)

Flight Formalities Department (FFD)

Financial Accounting and Budgeting Department (FAB)

Aerodrome Standards Department (AGA)

Aviation Industry Promotion Department (APD)

Air Navigation Services Standards Department (ANS)

Aeronautical Information Services Department (AIS)

india – a high growth market

Legal Department (LEG)

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aircraft specifications

reference data & who’s who

Source: www.caat.or.th/en

268

SP’s CIVIL AVIATION YEARBOOK 2020-2021

Head of Electronics Department

Head of Air Navigation Department

Deputy Director General and Member of the Board

TO READ THE COMPLETE ARTICLE GET YOUR COPY NOW!

Source: https://www.dhmi.gov.tr/

Deputy Head of IT Department

Head of Marketing and Trade Department

Head of Purchasing and Supply Department

Head of Strategy Development Department

Deputy Director General and Member of the Board

Member of the Board

Member of the Board

Head of Slot Coordination Center

Manager of Occupational Safety and Health Department

Head of Aviation Training Department

Head of Financement Department

Deputy Director General

Chairman of the Board and Director General

Organisation Chart – Airport Authority, Turkey

Turkey

Head of Aviation Medical AID & Security Department

Head of Support Service Department

Head of Construction & Real Estate Department

Deputy Director General

Deputy Manager of Office of the Board

Manager of Directorate Private Secretariat

Head of Department of Corporate Communication

Head of Operation Department

Deputy Head of Human Resources Department

Head of Internal Inspection Department

Deputy Head of Legal Service

Head of Inspection Board

Reference Data & Who’s Who turkey

272

SP’s CIVIL AVIATION YEARBOOK 2020-2021

TO READ THE COMPLETE ARTICLE GET YOUR COPY NOW!

Source: www.gcaa.gov.ae

Quality & Safety

ANS Training

Aeronautical Information Management (AIM)

Airworthiness

Communication Navigation & Surveillance Systems (CNSS)

Air Navigation & Aerodromes

Licensing

Foreign Operators Affairs

Flight Operations

Policies, Regulations & Planning

Aviation Safety Affairs

Air Traffic Management (ATM)

Air Naviation Services

Intelligence & Threat Assessment

Oversight & Inspection

Policies, Regulations & Planning

Aviation Security Affairs

Commercial Services (IACT)

Internal Audit Office

Director General Office

Corporate Communication

Air Transport

Corporate Development

Corporate Strategy & Performance

Legal

Information Technology

Human Capital

Procurement & Contracts

Finance & Administration

Support Services

Quality and Risk Management

UAE Permanent Mission to ICAO

Advisors

Deputy Director General

Strategy & International Affairs

Director General

Chairman of The Board

Board of Directors

Organisation chart - General Civil Aviation Authority, UAE

united arab emirates

Air Accident Investigations

Reference Data & Who’s Who united arab emirates

Mohamed Yusuf Al-Binfalah (Bahrain) Chief Executive Officer (CEO), Bahrain Airport Company (BAC)

Mohamed Yousif Al Binfalah serves as Chief Executive Officer of Bahrain Airport Company (BAC) with the responsibility of the management, operation and future strategy and development of Bahrain International Airport

Feng Zhenglin (China)

Administrator (Minister Level), Secretary of CPC Group, CAAC Feng Zhenglin, born in September 1957, is a CPC member, has a bachelor’s degree, and is a credited Senior Engineer. In July 1998, Feng was appointed Deputy DirectorGeneral, Department of General Planning, Ministry of Transport. In July 2000, Feng was appointed DirectorGeneral, Department of Highways, Ministry of Transport. In May

Cui Xiaofeng (China)

Deputy Administrator, Member of the CPC Group, CAAC Cui Xiaofeng, was born in August 1969. He received two Master’s degrees respectively in Engineering and Business Administration. From November 2009, Cui presided over the work of the Party Committee of CAAC Northwest Regional Administration. From May 2010, Cui served as Deputy Director General (deputy

perspectives & outlook (BIA). In addition, Mohamed is leading the $1 billion Airport Modernisation Program (AMP) with the aim of elevating the airport’s infrastructure and services in line with the highest levels of safety, security, technology and environmental standards. Mohamed joined BAC in 2012 and was previously the General Manager of DHL Aviation Service W.L.L. for eight years. Prior to this Mohamed held various senior management positions and worked in various industries. He holds a Bachelor’s degree in Mechanical Engineering and a Master’s in Business Administration.

2003, Feng became Vice Minister and a member of the CPC Group, Ministry of Transport. In March 2008, Feng was reappointed Vice Minister and a member of the CPC Group in the restructured Ministry of Transport. In October 2015, Feng served as Vice Secretary, CPC Group and Vice Minister, Ministry of Transport. In December 2015, Feng served as Vice Secretary, CPC Group, and Vice Minister, Ministry of Transport, and Secretary, CPC Group, CAAC. In January 2016, Feng served as Vice Secretary, CPC Group, and Vice Minister, Ministry of Transport, and Secretary, CPC Group, and Administrator (in April 2017, Feng is identified as minister level administrator), CAAC. director general level) of the Department of Personnel, Science and Education, CAAC. From November 2011, Cui served as Executive Deputy Secretary (Director General) of the Party Committee of the Organs Directly under CAAC (CAAC Office of Ideological and Political Work). From December 2013, Cui served as Party Committee Secretary and Deputy Director General of CAAC Northeast Regional Administration. From August 2016, Cui served as Director General and Deputy Party Committee Secretary of CAAC Northeast Regional Administration. From June 2019, Cui served as Deputy Administrator and a Member of the CPC Group, CAAC.

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experts’ voices

His Excellency Engineer Kamal bin Ahmed Mohamed was appointed Minister of Transportation in February 2012 and in December 2014 as Minister of Transportation and Telecommunications. He holds overall responsibility for Bahrain’s transport infrastructure covering policy, regulation and the

regional outlook

Minister of Transportation and Telecommunications

development and delivery of projects to meet the Kingdom’s future transport needs, as well as the country’s postal services. Prior to his appointment as Minister of Transportation and Telecommunications, Kamal bin Ahmed was Minister of Cabinet Affairs from February 2011.

He previously spent eight years at the Economic Development Board leaving his role as Chief Operating Officer to become a Government Minister. He is currently a board member of Bahrain Economic Development Board; Bahrain Mumtalakat Holding Company (Mumtalakat); Vice Chairman of Gulf Air Board and Falcon Group and National Authority of Qualifications and Quality Assurance Authority for Education and Training (QQA).

india – a high growth market

H.E. Engineer Kamal bin Ahmed Mohammed (Bahrain)

reference data & who’s who

Profiles: Civil Aviation

aircraft specifications

Profiles: Civil Aviation – Bahrain, China

reference data & who’s who

Profiles: Airlines – bahrain, china, hong kong

Profiles – Airlines Gulf Air (Bahrain)

Captain Waleed Abdulhameed Al Alawi, A/CEO

Bahraini Captain Waleed Abdulhameed Al Alawi joined Gulf Air as the Deputy CEO in 2017 bringing with him over thirty-seven years of experience in various aviation related positions. In addition to his extensive flying qualifications, Captain Waleed Abdulhameed Al Alawi holds an MBA in Aviation Management from City University of London.

Air China (China)

Song Zhiyong, Chairman

Song Zhiyong, aged 55, is a senior pilot and graduated from the First Flying Academy of China Air Force with a bachelor’s degree in aviation. He started his career in China’s civil aviation industry in 1987 and was previously a pilot, Assistant Manager, Chief Pilot, and Deputy General Manager of the Third Fleet, Deputy General Manager of the General Fleet and the General Manager of the Training Department of Air China International Corporation. From January 2014 to December 2020, he served as President and Deputy

China Airlines (China)

Hsieh Shih-chien, Chairman

Hsieh Shih-chien was born around 1952 in Singapore. After graduating from the Department of Economics at Soochow University. Hsieh began working for China Airlines (CAL) in the 1970s. He began as an entry-level employee within the airline’s financial department, and was later assigned to CAL offices in

Cathay Pacific (Hong Kong)

Augustus Tang, Chief Executive Officer, Cathay Pacific Augustus Tang was appointed Chief Executive Officer in August 2019, leading the overall business direction of the Cathay Pacific Group. He is also an Executive Director on the Board of Cathay Pacific

Secretary of the Communist Party Committee of the Company to handle the comprehensive work of the Company. Song has served as an executive Director of the Company since May 2014 and the Secretary of the Communist Party Group of CNAHC from February 2016 to December 2016. He served as the Vice Chairman of the Company from June 2016 to December 2020, the Director, General Manager and Deputy Secretary of the Communist Party Group of CNAHC from December 2016 to October 2020. He has been serving as the Chairman and Secretary of the Communist Party Group of CNAHC since October 2020, and the Chairman and Secretary of the Communist Party Committee of the Company since December 2020.

He has served as the Vice Chairman of the Board of Cathay Pacific since December 2020. and Kaohsiung and Taipei, as well as overseas in Indonesia and Australia. Prior to his appointment as president of China Airlines in June 2016, Hsieh led Taiwan Air Cargo Terminals Limited as chairman. While serving as president of China Airlines, Hsieh concurrently served as chairman of CAL’s subsidiary Mandarin Airlines. In his capacity as president of China Airlines, Hsieh led negotiations with the China Airlines Employees Union in 2016, and the Taoyuan Union of Pilots throughout 2019, to end strikes.

Hsieh succeeded Ho Nuan-hsuan as chairman of China Airlines in April 2019. and a Director of John Swire & Sons (H.K.) Limited. Prior to this he was Chief Executive Officer of Swire subsidiary Hong Kong Engineering Company Limited (HAECO), a position he held since 2008. Augustus has enjoyed a long and successful career with the Swire Group, having first joined Cathay Pacific as a management trainee in 1982. Since then he has held numerous positions within the airline group, notably Director Corporate Development, Director Corporate Planning, and General Manager Business Improvement.

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Athar Husain Khan (UAE)

Secretary General, European Business Aviation Association (EBAA) Athar Husain Khan assumed the responsibilities as Secretary General of the Association on July 2, 2018. Athar has spent the last 25 years as a leader, aero-political negotiator, lawyer, advocacy specialist and

Ali Ahmed Alnaqbi (UAE)

Founding & Executive Chairman, Middle East & North Africa Business Aviation Association (MEBAA) Ali Ahmed Alnaqbi is the Founding & Executive Chairman of the Middle East & North Africa Business Aviation Association (MEBAA), Dubai, United Arab Emirates.

Alnaqbi has over 26 years of experience in the aviation industry.

Since 2007, Alnaqbi is an elected member of the International Business Aviation Council (IBAC) and currently sits on the board of a number of International companies in the business aviation

Wu Zhendong (China)

Chairman, Asian Business Aviation Association (AsBAA) Wu Zhendong is the founder of Avion Pacific Limited and the present Chairman and CEO of it. Since graduation from Zhongshan University in 1983, Wu has plunged himself into the civil aviation industry in China. He went to the United States in 1988 and got his Masters Degree in Business Administration. He returned

perspectives & outlook

CEO in various aviation organisations and companies, in both the public and private arena. Most recently he was an Agreements & International Relations Consultant for the Qatar Civil Aviation Authority in Doha. Before that, Athar led the Association of European Airlines (AEA) in Brussels as CEO. Prior to working at AEA, he held senior positions at KLM Royal Dutch Airlines and the Netherlands Ministry of Transport and Ministry of Education and Science. Athar is a lawyer by education (International law, Air & Space law, Human Rights law and European law). industry. Alnaqbi began his career in the high-profile segment of VIP air transportation at Head of State Flight Operations, Presidential Flight, as the Vice President of Finance & Administration before diversifying his interest into business aviation with a specific emphasis on the Middle East and North Africa region. This culminated with the creation of Royal Jet in 2003, a business aviation venture of which he was the Founding Managing Director.

With his experience spanning Aircraft Purchase, Sale, Lease and VIP interior completion, Alnaqbi’s knowledge base makes him a valued contributor to the business aviation industry. Through founding MEBAA in 2006, Alnaqbi has led the MENA region into a tremendous growth rate by breaking barriers for effective communication among members of the business aviation industry. to China in 1993, established Avion Pacific Limited, Shenzhen Kings Aviation Corp., Asian Sky Group (ASG), Avion Qianhai Development Ltd., Tianjin Avion Leasing Ltd. etc., and is considered as the Pioneer in General Aviation (GA) Industry in China. For the past 30 years, Wu Zhendong has been delivering his professional knowledge, experience and passion for general aviation to domestic and foreign partners and customers through advising and consulting services and has committed to introducing advanced western technology, services, and philosophy into China and promoting the growth of GA in the region.

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experts’ voices

Ed Bolen became the President and CEO of the National Business Aviation Association (NBAA) in Washington, DC, on September 7, 2004. Prior to joining NBAA, Bolen was president and CEO of the General Aviation Manufacturers Association (GAMA) for eight years. Bolen joined GAMA in 1995 as senior vice president and general counsel.

GAMA’s board of directors elected him president and CEO in November 1996. In 2001, Bolen was appointed by President Bush to serve as a member of the Commission on the Future of the U.S. Aerospace Industry. Bolen was nominated by President Clinton and confirmed by the US Senate to serve as a member of the Management Advisory Council (MAC) to the Federal Aviation Administration (FAA). He chaired the council from 2000 to 2004.

Bolen is a member of the board of directors of the National Aeronautic Association. He also serves on the Aviation Advisory Board of the Mitre Corporation, a federally funded research and development corporation.

regional outlook

President and CEO, National Business Aviation Association (NBAA)

india – a high growth market

Edward M. Bolen (USA)

reference data & who’s who

Profiles: Business Aviation

aircraft specifications

Profiles: Business aviation – USA, uae, china

reference data & who’s who

Profiles: Airlines – japan, india

Keisuke Okada (Japan)

Chairman, Japan Business Aviation Association (JBAA) Keisuke Okada, age 65, is special advisor to the Chairman of ANA Holdings Inc from April 2014 on Strategic, partnership,

Sudhir Nayak (India)

President, Business Aircraft Operators’ Association (BAOA) Sudhir Nayak is a seasoned aviation, finance & business strategy professional and the current President of Business Aircraft Operators Association (BAOA), India. BAOA is the unified voice of Business & General Aviation sector in India. It aims to create a favourable environment for the sector’s growth, by ensuring better coordination amongst industry stakeholders, regulatory authorities and the Government.

Group Captain Rajesh K. Bali (India) Managing Director, BAOA

Group Captain Rajesh K. Bali is an ex-Indian Air Force (IAF) officer having three post-graduate degrees, including one in Defense Studies and Strategy from Defense Services Staff College, Wellington. He worked as Radar Controller for initial seven years and later as Commanding Officer and Head of Administration of various flying establishments of the IAF. He took pre-mature retirement from IAF in 2006 and worked as General

alliances, digital marketing and also IT resources. He became a member of the Board of Directors of All Nippon Airways Co. in June 2004.

Okada joined the Company in 1974 and served as Executive Vice Present from April 2006. Okada was in charge of Alliance and International Affairs and Innovation & IT Strategy. He also served as Chairman of the Information Technology Strategy Committee.

Sudhir is also a member of the Airbus Corporate Jets Customer Advisory Board. Earlier, he was part of Governing Board & Executive Council of International Business Aviation Council (IBAC) and its Treasurer from 2017-2020. He holds Senior Vice President position in Reliance and is the 'Key Managerial Personnel' (KMP) for Aviation Business of Reliance (RCDL). He has vast experience in Purchase & Sale of Aircraft, Aircraft completion management and aviation commercial procurement and contract as well as all nontechnical function.

Sudhir has prior experience of being Regional Head - Asia Pacific for IT product company based out of Singapore for a Reliance Group company.

Manager, Air Safety & Maintenance, in a premier aviation company undertaking charter operations. In 2011, he joined the newly-formed Business Aircraft Operators Association (BAOA) of India and presently working as Managing Director (MD) of BAOA. He has remained deeply involved with various issues taken up by small aircraft GA/BA industry with the government and the regulatory authorities. He is member of IBAC’s Committee on Policy & Operations (POC) which interacts with ICAO for regulatory issues concerning world’s small aircraft industry.

He is also member of the recently formed National Advisory Council, as envisaged in National Civil Aviation Policy (NCAP), working under the chairmanship of DG, DGCA to regularly advise the government on aviation safety matters.

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perspectives & outlook experts’ voices regional outlook

aircraft specifications 1. Commercial Aircraft Specifications

297

• AIRBUS • ATR

• BOEING 300

• COMAC 301

• De Havilland 301

297 299

• EMBRAER

• MHI RJ AVIATION 304

india – a high growth market

section 6

305

• AIRBUS

305

• Boeing

306

• BOMBARDIER

307

• Dassault falcon

309

• EMBRAER 310

• GULFSTREAM

312

• PILATUS

315

• TEXTRON AVIATION

316

• Piper

320

• VIKING AIR

320

aircraft specifications

2. Business Aircraft Specifications

reference data & who’s who

302

perspectives & outlook

Commercial Aircraft Specifications Aviation is one of the most ‘global’ industries, connecting people, places and businesses across all continents. While continuing to expand, it has overcome crises, has shown long-term resilience, and has become the primary means of transport of people and cargo.

All aircraft mentioned in this catalogue are currently being used in the Asia-Pacific and/or the Middle-East region.

regional outlook

experts’ voices

Chapter 1

Airbus

A220-300

100-120

120-150

Typical high density

135 (not yet certified)

160 (not yet certified)

Engine

Pratt & Whitney PW1500G

Typical 2-class seating

63.05 t

70.90 t

3,450 nautical miles

3,400 nautical miles

Length

35.00 m

38.70 m 27.50 m

Cabin length

23.70 m

Wing span

35.10 m

Cabin width

3.28 m

Height

11.50 m

Max Fuel Capacity

21,918 l

Max Cruise speed

M0.82 (541 mph; 871 km/h)

Usable cargo volume

21 m3

reference data & who’s who

Max Take Off Weight Range

india – a high growth market

Airbus-A220 A220-100

28 m3

Max. seating

Range

Wing Span

Overall length

Overall height

MTOW

A319

124

156

3,750nm / 6,950km

117’5’’ft / 35.80m

111’0”ft / 33.84m

38’7”ft / 11.76m

75.5t

A320

150

180

A321

185

220

TO READ COMPLETE ARTICLE38’7”ft / 11.76m 3,350nm / 6,200km 117’5’’ftTHE / 35.80m 123’3”ft / 37.57m GET YOUR NOW! 3,200nm / 5,950km 117’5’’ft / 35.80m COPY 146’0”ft / 44.51m 38’7”ft / 11.76m

78t 93.5t

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aircraft specifications

Airbus-A320ceo Family Typical seating in two class config

perspectives & outlook

Business Aircraft Specifications Last couple of years have seen a resurgence of business aviation in Asia and the Middle East. Safety became the primary concern of the passengers and business aircraft were most suited for the purpose. Not to mention the growing business opportunities throughout Asia and the Middle East mean that more business aircraft than ever are flying to the region. All aircraft mentioned in this catalogue are currently being used in the Asia-Pacific and/or the Middle-East region.

regional outlook

experts’ voices

Chapter 2

Wing span

35.8 m / 117 ft 5 in

Overall length

35 m / 114ft 9in

Aircraft length

33.84 m / 111 ft

Wingspan

35.1 m / 115ft 1in

Height

11.76 m / 38 ft 7 in

Tail height

11.5 m / 37ft 8in

Fuselage diameter

3.95 m / 155.5 in

Cabin length

24 m / 79 ft

Weights Max take-off weight

63,049 kg / 139,000 lb

Cabin width

3.7 m / 12 ft 2 in

Max landing weight

51,030 kg / 112,500 lb

Cabin height

2.25 m / 7 ft 5 in

Max zero fuel weight

48,990 kg / 108,000 lb

Cabin floor area

83 m2 / 893.4 sq ft

Max fuel capacity

28,570 l / 7,550 US gal

Cabin volume

190 m3 / 6,710 cu ft

MTOW

Up to 78.2 tonnes / Up to 170,417 lb

Maximum landing weight (MLW)

63.9 tonnes / 140,875 lb

Performance

reference data & who’s who

ACJ319neo

Range (8 pax, nominal performance)

10,460 km / 5,650 nm

Max flight level

12,500 m / 41,000 ft

Maximum zero-fuel weight (MZFW) 60.3 tonnes / 132,939 lb

Max operating speed

M 0.82

MFC

Typical cruise speed

M 0.78

37,400 litres (5 ACTs) / 9,880 US gal (5 ACTs)

Max range

12,500 km (8 pax) / 6,750 nm

Engines Engines

PW1500G series

Thrust

Up to 24,000 lbf

TO READMax THE COMPLETE ARTICLE12,500 m / 41,000 ft cruise altitude CFM LEAP-1A or PW1100G GETEngines YOUR COPY NOW!

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aircraft specifications

ACJ TwoTwenty Dimensions

india – a high growth market

Airbus

SP’s

Civil Aviation Yearbook 2020-2021

• ENORMOUSLY IMPROVED • EXHAUSTIVELY UPDATED • EXTENSIVE INCLUSION OF INFOGRAPHICS

SP’s

Civil Aviation

Yearbook 2020-2021 T H I R D

I S S U E

I N D I A P R O U D LY CELEBRATE S 75TH YEA R OF I N DEPEN DEN CE

THI R D ISSU E

THE GULFSTREAM DIFFERENCE Your mission is our inspiration. Every investment we make—in advanced technology, precision manufacturing and worldwide customer support—is an investment in you.

EDITOR-IN-CHIEF

JAYANT BARANWAL