SP's Civil Aviation Yearbook 2021-2022

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CONTENTS

SP’s Civil Aviation Yearbook 2021-2022

Aviation Industry –The Phoenix Rises from the Ashes

The COVID-19 pandemic had a huge impact on the airline industry in 2020 due to travel restrictions and a decimation in demand among travelers. This resulted in massive losses for the airlines and the entire aviation sector. Planes were grounded and millions of workers worldwide in the aviation sector lost their jobs. However, after nearly two years of being in a critical condition and barely surviving, the year 2022 marked a significant turning point for the global civil aviation market as it emerged from the depths of the COVID-19 pandemic. With the gradual easing of travel restrictions and the growing desire to explore the world again, air travel experienced a resurgence.

CONSUMER DEMAND AND SPENDING

In 2022, consumer spending in the civil aviation sector was bolstered by low unemployment rates and accumulated savings during the pandemic. The pent-up demand for air travel, combined with improved economic conditions, fueled a robust growth in passenger numbers. Despite a global macroeconomic slowdown, the strong consumer sentiment towards air travel remained evident throughout the year.

INTERNATIONAL AND DOMESTIC TRAFFIC

The recovery of international air travel outpaced domestic travel in 2022. Domestic passenger traffic experienced a 12 per cent increase compared to 2021, but still remained 20 per cent below pre-pandemic levels. Conversely, international passenger traffic surged by approximately 175 per cent but was still 30 per cent lower than the equivalent figures in 2019. However, the growth differential between international and domestic traffic is expected to narrow in 2023.

TOTAL GLOBAL TRAFFIC FORECAST

Based on projections, total global passenger traffic (measured in Revenue Passenger Kilometers - RPKs) witnessed a remarkable 70 per cent increase in 2022, followed by an additional 20 per cent growth in 2023 as per IATA forecast. However, the recovery of the Chinese and Asia Pacific markets remains uncertain and holds significant implications for the overall outlook. Travel restrictions lifting and pent-up demand being unleashed, especially in China, is anticipated to drive the resumption of travel from mid-2023 onwards.

FINANCIAL PERFORMANCE AND REGIONAL OUTLOOK

Despite facing unprecedented challenges, the air transport industry exhibited resilience in 2022. The air transport industry posted a loss of nearly $7 billion in 2022 and is expected to deliver a profit of $4.7 bil-

Welcome to the 2021-22 edition of SP’s Civil Aviation Yearbook!

Set of kind words from Dr S. Radhakrishnan, Second President of India, addressed to our Founder Editorin- 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. SP’s Civil Aviation Yearbook strives to remain the leader in Asia after having become the first mover in the space of civil aviation reference document.

lion in 2023. This is a remarkable performance given the $138 billion loss seen in 2020. Traffic is projected to experience a record growth rate during the year, with a slightly slower pace expected in 2023 and beyond. Financial performance across different regions has shown signs of improvement since the substantial losses incurred in 2020. North America leads the way in terms of profitability, while Europe and the Middle East are anticipated to return to profitability in 2023. Latin America, Africa, and Asia Pacific may require additional time to achieve sustainable profitability.

CARGO MARKET PERFORMANCE

The cargo market has outperformed the domestic and international passenger sectors. Although cargo tonne kilometers (CTKs) have moderated, the associated revenue is expected to surpass 2019 levels due to the rebound in global trade. Despite the pressure on yields as belly capacity returns, the share of cargo in airlines’ total revenue increased significantly from 12 per cent in

2019 to 40.3 per cent in 2021. In 2022, cargo account for nearly 27.7 per cent of airlines’ total revenue.

AIRCRAFT DELIVERIES AND ENVIRONMENTAL SUSTAINABILITY

Aircraft deliveries to airlines experienced a sharp decline in 2020 due to the pandemic and have yet to fully recover to pre-pandemic levels. However, as passenger air travel gradually rebounds, a resurgence in aircraft deliveries is expected, reaching 2019 levels by 2023. The industry’s commitment to environmental sustainability and the reduction of carbon emissions is reflected in the adoption of a collective long-term global aspirational goal (LTAG) to achieve net-zero carbon emissions by 2050.

GLOBAL SUPPLY CHAIN

Air transport also plays a vital role in global supply chains, particularly for international trade in manufactured goods. Over the course

of Air Travel:

of this year, trade flows have been impacted by the softer global economy, in addition to the conflict in Ukraine and the various Covidrelated restrictions in Asia Pacific – a major manufacturing hub for the world’s goods. The WTO forecasts world trade will slow sharply in 2023 to just one per cent (from 3.4 per cent previously), as a result of the various headwinds in the global economy.

INDIAN MARKET

The Indian civil aviation market experienced a transformative year in 2022, marking its recovery from the pandemic’s aftermath. Airlines focused on expanding passenger counts and destinations, resulting in a mix of established carriers, newly privatised airlines, and emerging players that shaped the industry landscape.

The most significant development was the successful privatisation of Air India, the country’s flag carrier. After a two-year process, the airline transitioned to the Tata Group, bringing rapid changes despite initial challenges. Air India improved the passenger experience, addressed service and scheduling issues, and set its sights on global expansion under the leadership of Campbell Wilson. The Air India privatisation had an effect on other Tata Group-owned airlines, leading to the merger of Vistara and AirAsia India, operating as a budget carrier, with Air India.

A significant development was Air India’s historic order for 470 aircraft, impacting the Indian aviation sector and providing an economic boost to Western countries. Air India’s fleet expansion aims to support its ambitious growth strategies, positioning it as a strong competitor in the Indian market. Delivery of the first aircraft is expected by the end of this year, marking a significant step in Air India’s transformation into a world-class airline.

New players also emerged, with Akasa Air entering the market as an ultra-low-cost carrier aiming to connect Tier-2 and 3 cities to major hubs. The airline made a significant impact with its order for 72 Boeing 737 MAX aircraft and plans for international expansion in 2023. Jet Airways faced challenges in its revival plans, delaying its relaunch until 2023 due to obstacles from creditors, employees, and banks. Safety was a prominent focus in 2022, with SpiceJet facing temporary flight schedule reductions but later regaining full compliance.

The Ministry of Civil Aviation had a remarkable year in 2022,

Role of Air Cargo:

Cargo and supply chain operations facilitated the movement of goods and ensuring seamless connectivity, supporting the recovery and growth of global travel

achieving significant milestones and implementing key initiatives to enhance the aviation sector in India. One of the notable achievements was the commencement of 50 new Regional Connectivity Scheme (RCS) routes. These routes have played a crucial role in improving regional connectivity and accessibility, benefiting travelers and boosting economic growth. Additionally, the Ministry awarded 140 new RCS routes under the UDAN 4.2 and 4.3 schemes, further expanding air connectivity to underserved areas of the country.

India’s re-election to the International Civil Aviation Organization (ICAO) Council for the 2022-2025 term was a significant diplomatic achievement. It reaffirmed the country’s standing in the global aviation community and provided an opportunity to contribute to international aviation policies and regulations.

The Directorate General of Civil Aviation (DGCA) played a pivotal role in the issuance of Commercial Pilot Licenses (CPL) in 2022. The year witnessed the highest number of CPLs issued in the last decade, indicating the growing interest and demand for aviation careers in India. This achievement reflects the DGCA’s commitment to maintaining high standards of aviation training and safety.

One of the key initiatives launched by the ministry was Digi Yatra, aimed at providing a seamless and hassle-free airport experience for travelers. By eliminating the need for multiple ticket and ID verifications at various touchpoints, Digi Yatra streamlined the check-in process and enhanced passenger convenience. This digital transformation initiative showcased the ministry’s focus on leveraging technology to improve the overall travel experience.

The ministry also took significant steps in regulating drone operations in the country. The introduction of the Drone Certification Scheme, Drone Import policy, and Drone (Amendment) Rules, 2022 demonstrated the government’s commitment to ensuring the safe and responsible use of drones. These regulations have laid the foundation for the growth of the drone industry in India while addressing security concerns.

Under the Krishi Udan 2.0 scheme, the ministry expanded air connectivity to agricultural regions by adding five more airports. With a total of 58 airports now included in the scheme, Krishi Udan has facilitated the efficient transportation of agricultural produce, benefitting farmers and contributing to the development of the agricultural sector.

Revival

The resurgence of air travel around the globe is a sign of growing confidence in the future and a willingness to spend on travel

Sustainablility:

As the production of SAF increases, it will become a more affordable and viable option for airlines to reduce the environmental impact of air travel

Overall, the Ministry of Civil Aviation’s performance in 2022 showcased its commitment to enhancing connectivity, ensuring passenger safety and convenience, and promoting the growth of the aviation industry in India. Through strategic initiatives and successful implementations, the ministry has played a vital role in transforming the country’s aviation landscape.

LOOKING AHEAD:

The global civil aviation market demonstrated resilience in the face of the COVID-19 pandemic, with 2022 marking a significant rebound. Despite the challenging environment, the industry showcased a strong recovery in passenger numbers and cargo performance. As we move into 2023, the sector is poised for continued growth, albeit at a slightly slower pace. The path to recovery remains dynamic and contingent on factors such as vaccination rates, travel restrictions, and economic stability. Nonetheless, the revival of air travel presents opportunities for stakeholders to adapt to the evolving landscape and explore new avenues for sustainable growth.

The Indian aviation market expects increased demand and airlines aim for sustained profitability, while passengers can expect expanded travel opportunities. As the industry continues to evolve, the Indian civil aviation market holds limitless potential.

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

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.

Aviation in India:

As one of the largest aviation market in the world, reflecting the country’s burgeoning economic growth, India has the potential to shape the future of global 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.

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. An edition that is not only comprehensive in its data and analysis, but also presented in a very easy-to-understand format.

Jayant Baranwal Editor-in-Chief

IndianOil Corporation

IndianOil Achieves Another ‘First’ for Atmanirbhar Bharat: Indigenous ‘AVGAS 100 LL’ Aviation Fuel

From being country’s first producer of AVGAS 100 LL to now an exporter, the journey of IndianOil has been incredible and brings Atmanirbhar Bharat mission in words & deeds

In September 2022, IndianOil made a significant impact on the aviation fuel industry by launching its indigenously made aviation fuel, ‘AVGAS 100 LL’, contributing to the Atmanirbhar Bharat initiative. IndianOil, India’s leading Oil & Gas major, a Fortune Global 500 company and the nation’s largest PSU Oil Marketing Company, has developed this specialised aviation fuel through its inhouse research.

There are several types of aviation fuels designed to meet the specific needs of the global aviation industry. The majority of aviation fuel is Aviation Turbine Fuel (ATF), also known as Jet Fuel (Jet A1), which is used in large, commercial aircraft.

In contrast, AVGAS 100 LL is used to fuel smaller aircraft and those with turbo-charged reciprocating piston engines, primarily utilised by Flying Training Organisations (FTOs) and defence forces for training pilots.

With this significant achievement, IndianOil has become the first company to produce AVGAS 100 LL in India, enhancing self-sufficiency in this crucial aviation fuel, replacing imports, and conserving valuable foreign exchange.

Manufactured at IndianOil’s cutting-edge Gujarat refinery in Vadodara, AVGAS 100 LL has been tested

and certified by the Directorate General of Civil Aviation (DGCA), which is responsible for regulating civil aviation in the country. This high-octane aviation fuel not only meets product specifications but also offers superior performance quality standards compared to imported grades.

Air travel is no longer a luxury and is becoming increasingly popular in both large metropolitan areas and smaller cities. India is currently one of the largest domestic and civil aviation markets globally, and poised for a brisk growth in the coming years.

The growth in civil aviation, spurred by the UDAN scheme and the Government’s pragmatic vision to accelerate civil aviation, has led to an increased demand for pilots. The number of airports in the country has risen from 74 to 140 over the past eight years, with projections for it to reach 220 by 2027. The indigenously produced AVGAS 100 LL will reduce flight training costs for pilots in India, with the domestically available fuel’s lower costs facilitating the establishment of more flight training institutes in the country.

Already a dominant player in Jet A1 fuel, IndianOil has now also become a pioneer in AVGAS 100 LL fuel in India, fostering further rapid growth of civil aviation in the country.

ALAN PEAFORD, EDITOR-IN-CHIEF, FINN, REVIEWS SP’S CIVIL AVIATION YEARBOOK

“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.

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Kasstech Aerospace

Embracing Challenges of New Technologies in Aerospace

Kasstech Aerospace, led by Managing Director Vivek Saxena, is a prominent solution provider in India’s aviation sector. With a strong background in various industrial sectors, including aviation, Saxena recognized the immense growth potential in the aviation industry and established Kasstech Aerospace in 2019. The company aims to contribute to the industry’s progress by offering technical solutions, product support, and services to India.

As a DPIIT registered company, Kasstech Aerospace has been successfully meeting the technical solution requirements of India’s aerospace industry. The company specializes in unique integrations to address industry challenges and also provides maintenance and repair services for indian aircraft engines.

Kasstech Aerospace acts as the sales representative for Diamond Aircraft Industries in the Indian market. Additionally, it serves as a distributor for Austro Engine GmbH, Hirth Engines GmBH, thermal OEM Cores from Teledyne FLIR systems, Dynamic Propeller balancer systems from DSS, and Oxygen and Nitrogen generator/plants from Oxywise. Kasstech Aerospace also operates a CAR- 145 approved MRO.

One of Kasstech Aerospace’s key connections is with Diamond Aircraft, the world’s leading manufacturer of single and twin-engine aircraft in general aviation. Diamond aircraft are renowned for their superior design, build quality, comfort, safety, and low operating costs, making them the preferred choice for private pilots and flying training institutes worldwide. Equipped with Austro Engines (the Jet A1 piston and wankel rotary engines), known for their exceptional power-to-weight ratio and low operating costs, the models range in power from 50 hp to 180 hp. Diamond aircraft offer the best value in the market.

In India, Diamond aircraft are being utilized by various flying training organizations (FTOs) and are playing a crucial role in pilot training. Saxena aims to change the current

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Kasstech Aerospace acknowledges the challenges that arise in the aerospace industry and is dedicated to finding innovative solutions. With extensive experience in strategic planning, technical and commercial management, marketing, and leadership positions in complex and high-technology businesses, Saxena brings confidence and expertise to the company’s operations.

Recently, Kasstech has also collaborated with Hirth Engines as its distributors. These engines offer the most reliable two stroke engines with less moving parts, superior power, minimal fuel consumption and boosting reliability performance, hirth produces models that range in power from 8 horsepower (hp) up to 60 hp, Kasstech now provides a complete solution for aircraft engines.

Kasstech Aerospace operates a CAR145 certified Maintenance, Repair, and Overhaul (MRO) facility in Narnaul, Haryana, catering to the maintenance needs of Diamond aircraft and Austro engines. Their team of trained engineers handles repairs and maintenance of airframes and aircraft engines. Furthermore, Kasstech has partnered with Dynamic Solution Systems (DSS micro) Inc. to distribute and service dynamic microvib propeller balancer systems. They also serve as the calibration center for rotor balancing on helicopters. DSS and the MicroVib II System are trusted within the aviation industry for helicopter track/balance, dynamic propeller balance, and engine/airframe vibration analysis.

Kasstech Aerospace’s commitment to embracing challenges, coupled with its technical expertise and strategic partnerships, positions the company as a reliable and innovative solution provider in India’s aerospace industry. With its comprehensive range of services and dedication to advancing aviation technology, Kasstech Aerospace continues to contribute to the growth and development of the sector.

(From Top to Bottom) Vivek Saxena, Managing Director, Kasstech Aerospace; Diamond Aircraft; Austro engine; Hirth Engines

CHAPTER 1

Travellers to Reach 4 Billion in 2024 – IATA

Excluding the deeper impact of the ongoing Russia-Ukraine conflict, the passenger number is expected to exceed the pre-COVID-19 levels in the next two years

BY AYUSHEE CHAUDHARY

Two years ago, the novel coronavirus took over the entire world and was declared as a pandemic. The travel landscape has not been the same ever since. Multiple waves of the virus taking over the world, various travel restrictions, and additional hassles changed the passengers’ behaviours, travel frequency, and just how the world moves. However, the restrictions are gradually easing, and passengers are starting to move again following the successful vaccination drives and the lowered rate of the disease’s spread.

Noting this rising sun over the travel industry, the International Air Transport Association (IATA) stated that the passenger number is expected to exceed the pre-COVID-19 levels by 2024. IATA expects overall traveller numbers to reach 4.0 billion in 2024 (counting multi-sector connecting trips as one passenger). According to IATA’s long-term forecast, in 2021, overall traveller numbers were 47 per cent of 2019 levels. This is expected to improve to 83 per cent in 2022, 94 per cent in 2023, 103 per cent in 2024 and 111 per cent in 2025. Additionally international traveller numbers in 2021 were 27 per cent of 2019 levels. This is expected to improve to 69 per cent in 2022,

82 per cent in 2023, 92 per cent in 2024 and 101 per cent in 2025. The expectations for the shape of the near-term recovery have somewhat shifted, given the evolution of government-imposed travel restrictions in some markets. Yet, the overall picture presented in the February update to the forecast, remains unchanged from what was expected in November, prior to the Omicron variant.

Towards the end of 2021 and the beginning of 2022, the Omicron variant made headlines but the impact was not felt in equal severity as it was during the Delta variant. IATA’s Director General, Willie Walsh, said, “The trajectory for the recovery in passenger numbers from COVID-19 was not changed by the Omicron variant. People want to travel. And when travel restrictions are lifted, they return to the skies. There is still a long way to go to reach a normal state of affairs, but the forecast for the evolution in passenger numbers gives good reason to be optimistic”.

IATA has been constantly emphasising on the following:

y The removal of all travel barriers (including quarantine and testing) for those fully vaccinated with a WHO (World Health Organisation)-approved vaccine.

“People want to travel. And when travel restrictions are lifted, they return to the skies. There is still a long way to go to reach a normal state of affairs, but the forecast for the evolution in passenger numbers gives good reason to be optimistic,” said IATA’s Director General, Willie Walsh

CHAPTER 2

2022 – An Aerospace Year for the Books

With changed behavioural patterns, new business models, and ambitious goals, the aerospace industry rolled out of 2022 and entered 2023 with an optimistic outlook

BY AYUSHEE CHAUDHARY

As the world got back from the pandemic blues and travel resumed, the aerospace industry took off on a high note with many new announcements, launches, new airlines making entries on the block alongside some collaborations, consolidations and some closures. Here’s us looking back at some of the major moments that the aerospace industry witnessed.

AIRCRAFT MANUFACTURERS

Airbus

European aerospace manufacturer Airbus delivered 661 commercial aircraft to 84 customers in 2022 and registered 1,078 gross new orders. Airbus’ end December 2022 backlog stood at 7,239 aircraft. An Airbus H225 performed the first-ever helicopter flight using 100 per cent SAF in both of its Safran Makila 2 engines. Part of Airbus Helicopters’ test campaign, this flight attempted at understanding the impact of SAF use on the helicopter’s systems. Airbus, for the first time, also performed an A380 flight powered by 100 per cent SAF in one of its RollsRoyce Trent 900 engines. The aim was to certify the use of 100 per cent SAF in Airbus airplanes and rotorcraft by 2030. The Airbus A321XLR successfully completed its first flight, powered by the CFM LEAP

engine. The extra long-range aircraft will be able to carry 180-200 passengers for more than 10 hours of flight time, while consuming 30 per cent less fuel per seat than the previous generation of aircraft. Airbus also launched a 1,000-hr, four-aircraft flight-test programme for the A321XLR long-range narrowbody airliner. In another milestone, Airbus delivered its 500th A350 alongside unveiling its new Production Standard 2022. With this milestone, the A350 Family stood at 225 million passengers, more than 900 routes and over 400 orders in the backlog.

ATR

Regional aircraft manufacturer ATR received certification from the European Aviation Safety Agency (EASA) for its ATR 72 and 42 aircraft powered by the new Pratt & Whitney Canada PW127XT-M engine. ATR also launched a new engine variant during the Singapore Air Show that in the future will become standard on ATR 42 and 72 aircraft. The PW127XT will bring down fuel burn and engine maintenance costs even further – respectively by three per cent and 20 per cent.

ATR, Swedish airline Braathens Regional Airlines and sustainable aviation fuel (SAF) supplier Neste collaborated to enable the first ever 100 per cent SAF-powered test flight on a commercial aircraft.

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After the pandemic, travel resumed and the aerospace industry thrived, showcasing new announcements, launches, airline entries, collaborations, consolidations, and closures

CHAPTER 3

Airlines to Return to Profit in 2023 – IATA

Even though the road to recovery is still long, turning the corner towards profitability is a significant feat considering the scale of the financial and economic damage caused by the pandemic

BY AYUSHEE CHAUDHARY

The airlines have survived the COVID-19 crisis donning the badge of resilience. 2022 almost became synonymous with a comeback for the industry as travel restarted. Building on that, financial recovery for the airlines is expected in 2023, further making way for the first industry profit since 2019. That is a significant feat considering the scale of the financial and economic damage caused by the pandemic. However, the road to recovery is still long. “Many airlines are sufficiently profitable to attract the capital needed to drive the industry forward but many others are struggling for various reasons. These include inconvenient regulation, high costs, inconsistent government policies, inefficient infrastructure and a value chain where the rewards of connecting the world are not equitably distributed,” said Willie Walsh, Director General of the International Air Transport Association (IATA).

In 2023 IATA expects the airline industry to tip into profitability. Airlines are anticipated to earn a global net profit of $4.7 billion on revenues of $779 billion (0.6 per cent net margin) in spite of growing economic uncertainties as global GDP growth slows to 1.3 per cent (from 2.9 per cent in 2022). “Despite the economic uncertainties, there

are plenty of reasons to be optimistic about 2023. Lower oil price inflation and continuing pent-up demand should help to keep costs in check as the strong growth trend continues. At the same time, with such thin margins, even an insignificant shift in any one of these variables has the potential to shift the balance into negative territory. Vigilance and flexibility will be key,” Walsh added.

The main drivers of this profit identified by IATA include:

y Passengers: The passenger business is expected to generate revenues of $522 billion as passenger demand is expected to reach 85.5 per cent of 2019 levels over the course of 2023. Despite the uncertainties of China’s Zero COVID policies, which are constraining both domestic and international markets, passenger numbers are expected to surpass the four billion mark for the first time since 2019, with 4.2 billion travellers expected to fly. Passengers are taking advantage of the return of their freedom to travel. A recent IATA poll of travellers in 11 global markets revealed that nearly 70 per cent are traveling as much or more than they did prior to the pandemic. And, while the economic situation is concerning to 85 per cent of

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A recent IATA poll of travellers in 11 global markets revealed that nearly 70 per cent are traveling as much or more than they did prior to the pandemic

CHAPTER 4

Air Cargo Softens in 2022

After a stellar 2021, the weaker air cargo demand in 2022, is a result of multiple headwinds including inflation, Russia-Ukraine war disruptions, and the unusual strength of the US dollar

BY AYUSHEE CHAUDHARY

2021 had proved to be a stellar year for the air cargo industry showcasing a strong performance. Following its lead, 2022 did start alright for cargo, maintaining stability for half of the year and showing resilience for most of the second half. However, September onwards the demand began to soften. The International Air Transport Association (IATA) released data for November 2022 global air cargo markets showing that cargo demand softened as economic headwinds persisted.

From a year-to-date (YTD) perspective, the global air cargo industry has achieved 229.4 billion cargo tonne-kilometers (CTKs). Although this is 7.4 per cent lower than the same period in 2021, it still tracks close to the pre-pandemic level with only a 1.1 per cent contraction YTD compared with the same period in 2019. The weaker air cargo demand is a result of multiple headwinds. Inflation remains high, curtailing the spending capacity of households. The ongoing war in Ukraine disrupts trade flows, and the unusual strength of the US dollar makes commodities traded in US dollar more expensive in local currency terms. Although global goods trade growth remained positive, air cargo’s relative growth performance softened.

When the pandemic brought the aviation industry to a halt, cargo aviation had emerged to the forefront, handling the situation of constant transporting of medical aids and stranded passengers across countries. Many commercial airlines had

also transitioned their carriers for cargo purposes. Though the demand for cargo had its moments of fluctuations through the time, 2021 had turned out to be an outstanding year for Air Cargo with a strong performance in December 2021 that witnessed the YoY going up 18.7 per cent. The data released by IATA for global air freight markets showed that full-year demand for air cargo had increased by 6.9 per cent in 2021, compared to 2019 (pre-covid levels) and 18.7 per cent compared to 2020 following a strong performance in December 2021. However, the global demand, measured in CTKs, fell 13.7 per cent in November 2022 compared to November 2021 (-14.2 per cent for international operations). Capacity (measured in available cargo tonne-kilometers, ACTK) was 1.9 per cent below November 2021. This was the second year-on-year contraction following the first last month (in October) since April 2022. International cargo capacity decreased 0.1 per cent compared to November 2021. There was a lesser decline in overall demand (-10.1 per cent) compared to preCOVID-19 levels (November 2019), but capacity was down 8.8 per cent.

Airlines’ reduced air cargo capacity was mainly a response to the supply imbalance that has emerged as demand had fallen year-onyear (YoY) since March. The industry seasonally adjusted (SA) cargo load factor (CLF) in November was 47.2 per cent, marking the fourth monthon-month decline in a row. Therefore, it is likely

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Airlines’ reduced air cargo capacity was mainly a response to the supply imbalance that has emerged as demand had fallen year-onyear (YoY) since March

CHAPTER 5

Latest Trends in MRO

The increasing digitalisation of MRO to improve efficiency and reduce aircraft downtime is the key factor expected to fuel the growth of the digital MRO market

BY SUKHCHAIN SINGH

MRO is an ecosystem of interconnected supply chain and repair stations to perform heavy maintenance, line maintenance, aircraft repairs & modifications, interiors, paint, component repairs, part-out, teardown, and recycling. MRO is the backbone of the aviation industry’s systematic operation be it in general, commercial, or defence sectors.

MRO Industry Forecast & Trends, an IATA

Maintenance Cost Conference in Geneva details exhaustive pattern in the civil aviation trends. It has opined that OEM facilities temporarily closed during the pandemic have created shortage of parts and the scarcity of labour & raw materials has slowed the post-pandemic recovery. Increased trade wars and tariffs driven by growing anti-globalism, nationalism, in addition to other geopolitical issues have resulted in aviation and aerospace company pursuing new strategies to minimise supply chain risk. This will result in Globalisation 2.0 which is More Dual Sourcing & Near-Shoring. Also, commercial airlines worldwide were successful in offsetting pandemic losses leveraging the “preighter” aircraft. The sales of new freighter aircraft are making a strong come back and demand for Passenger to Freighter (P2F) conversions are increasing. Engine and airframe MROs are benefitting from additional MRO demand from the very old, maintenance intensive aircraft due to their delayed retirement.

While the consequences of the pandemic were intense for the industry, they also offer a time for consolidation and innovation. Technologies such as digital twins, real-time monitoring of aircraft condition, and predictive maintenance, could be a handle for service providers to cope with the reduced MRO budget of airlines. Digitalisation plays an important role in improving service efficiency. However, such innovation would require changes not only in the industry culture but also from the safety regulators. According to a global newswire report the digital MRO market is projected to grow to $4.7 billion by 2030. The increasing digitalisation of MRO to improve efficiency and reduce aircraft downtime is the key factor expected to fuel the growth of the digital MRO market. However, limited budgets restrain the adoption of digital MRO which is a major hurdle in the development of this market.

SMART EQUIPMENT TECHNOLOGY

Prior to the introduction and widespread use of sensors and smart equipment, maintenance followed a predictable routine. Now, as sensors and Internet of Things (IoT) technology becomes more accessible and inexpensive, manufacturers are better able to track equipment performance and maintenance needs, vastly reducing or eliminating the cost inefficiencies of outdated routines. Digitisation and smart technology produce vast amounts of data. This data is used to analyse supply chain

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Technologies such as digital twins, real-time monitoring of aircraft condition, and predictive maintenance, could be a handle for service providers to cope with the reduced MRO budget of airlines

CHAPTER 6

Upscaling SAF – Key for Sustainable Aviation

The aviation industry has started taking steps towards reaching net-zero carbon emissions, however, the pressing need is to further support SAF R&D and adopt globally recognised sustainability standards

BY AYUSHEE CHAUDHARY

Aviation is responsible for around 2.5 per cent of global CO2 emissions, with most aircraft powered by jet gasoline. While the number may seem small, the impact can be severe and to do its part, the aviation industry has started taking steps towards reaching net-zero carbon emissions. In line with that, 2022 has been an important year for sustainable aviation marked by the adoption of the Long Term Aspirational Goal (LTAG) for Net-Zero by 2050 at the 41st International Civil Aviation Organization (ICAO) Assembly, as a result of which all countries now share the same goal of decarbonising aviation and an interest in Sustainable Aviation Fuel’s (SAF) success. Led by the World Economic Forum (WEF), the Clean Skies for Tomorrow coalition also started its journey from ambition to action. The Clean Skies for Tomorrow Coalition is a global initiative to facilitate the transition to net-zero flying by 2050 - by accelerating the deployment of SAF. The coalition of more than 100 companies is aiming to power global aviation with 10 per cent SAF by 2030.

ICAO had led two weeks of negotiations involving 184 nations to agree on CO2 emissions reduction measures. These include ramping up innovative aircraft technologies, “streamlining” flight

operations and the increased production and use of SAF. “States’ adoption of this new long-term goal for decarbonised air transport, following the similar commitments from industry groups, will contribute importantly to the green innovation and implementation momentum which must be accelerated over the coming decades to ultimately achieve emissions-free powered flight,” said the President of the ICAO Council, Salvatore Sciacchitano.

As of December’s first week, over 4,50,000 commercial flights operated using SAF, noted the International Air Transport Association (IATA). Additionally, around 40 offtake agreements have been announced. SAF has been recognised as a significant enabler to reach net zero CO2 emissions. IATA highlighted that according to current projections, SAF will be responsible for 65 per cent of the mitigation required for this, necessitating a production capacity of 450 billion litres per year in 2050. IATA estimates a 200 per cent increase in SAF production in 2022 on 2021 production of 100 million litres.

“There was at least triple the amount of SAF in the market in 2022 than in 2021. And airlines used every drop, even at very high prices! If more was available, it would have been purchased. That makes it clear that it is a supply issue and that market forces alone are insufficient to solve

SAFs can reduce emissions by 80 per cent according to IATA, however, high production costs and limited supply has slowed its adoption

CHAPTER 7

The Slow Fade of the Four-Engine Airliner

With its four high-powered turbofan engines and up to 480 all-economy passenger capacity, the Boeing 747 jumbo jet transformed the economics and reach of passenger aviation

BY JOSEPH NORONHA

Time was when a four-engine jet airliner was everybody’s idea of the perfect way to reach a dream destination on another continent. Well-heeled travellers loved the ample space and the lavish cocktail lounges and restaurants on the double-decker Boeing 747. First class Emirates passengers on the gigantic Airbus A380 – of which the Dubai-based carrier has the world’s largest fleet of 118 aircraft – could even enjoy an inflight shower.

In fact when the jet age began in 1952, it was with four-engines all the way. The de Havilland Comet, the world’s first jet passenger aircraft, may have been a safety nightmare. But the Boeing 707 that followed in 1958 proved that jetliners could be both safe and successful. All through the 1960s, four-engine airliners or “quads”, such as the Douglas DC-8 and Boeing 707, dominated both the domestic and long-haul airspace because they were seen as safer than twinjets. In fact, United States (US) Federal Aviation Administration (FAA) regulations required twin-engine aircraft to have a diversion airport available within 60 minutes flying time throughout their route. This made them impractical for transoceanic journeys. In the 1960s and 1970s, three-engine planes or “trijets” were popular since they were more economical than quads and their operation was not as strictly limited as that of

twinjets. The Boeing 727 trijet introduced in 1964 was highly successful and 1,832 were built.

BOEING’S BIG BET

However, the real revolution in air travel came when Pan Am’s legendary founder Juan Trippe asked Boeing to produce a much larger airliner. When the Boeing 747 “jumbo jet” entered service in January 1970 it was a true game-changer. With its four high-powered turbofan engines and up to 480 all-economy passenger capacity, the hump-backed “Queen of the Skies” transformed the economics and reach of passenger aviation. By collecting travellers from several smaller planes into one huge airliner, it helped relieve the congestion at major airports around the world.

The Boeing 747’s market entry came even as longer routes were being opened up – routes that only big four-engine planes could serve due to the 60-minute rule. Dozens of airlines snapped up the 747, including Air India. Airbus tried to challenge Boeing’s dominance in the long-haul market; but its A380 “Gentle Green Giant” finally entered commercial service only in October 2007, by which time the slow fade of the four-engine fleet was beginning.

FALL FROM GRACE

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Fast forward to today, both the Boeing 747 and the

Engine power has also increased tremendously. This makes it possible to operate large widebody airliners with just two engines.

CHAPTER 8

Single Crew Airliner –Dynamics

Could developments in Artificial Intelligence and onboard computers in the civil arena make the Co-pilot and eventually perhaps the Captain, redundant? There are some pilots who feel that even with two pilots in the cockpit, sometime situation can get complex.

BY ANIL CHOPRA

Apassenger plane of the 1950s used to have the cockpit crew of nearly five consisting of two pilots, a radio operator, a navigator and a flight engineer. Over the years, advances in avionics, cockpit displays, navigation, radio communications and autopilots have helped reduce the number to two pilots by late 1980s. There is a global debate in the aviation community on whether it is time to relieve the first officer and leave just the captain in the cockpit. The logic that expensive military aircraft have been having single pilot since military aviation began and that mastering of unmanned aerial systems for decades, is being quoted. The emergence of the urban air mobility sector, not to mention driverless cars, has nudged the concept of autonomous transport higher up the agenda. Could developments in artificial intelligence and onboard computers in the civil arena make the co-pilot and eventually perhaps the captain, redundant? But passenger confidence and safety issues remain.

TRANSITION CHALLENGES

The first step would be to greatly increase automation in the cockpit by handing over more tasks

to computers. Simultaneously, some tasks will need to go from the cockpit to the ground support crew. Many technologies for ground control already exist in unmanned aerial vehicles (UAV). Undoubtedly, to switch to single crew airliner will mean significant operating cost savings while still maintaining safety levels similar to conventional two-pilot commercial operations would be essential. The initial experiments would have to be on a cargo aircraft. Yet there are some pilots who feel that even with two pilots in the cockpit, sometime situation is complex and both get saturated with tasks.

TRAINED PILOT ON GROUND

NASA has suggested that a trained pilot on the ground could simultaneously oversee a number of flights. He could even take over the aircraft fully if the pilot was to get incapacitated. This pilot could also specialise in a specific airport. Such options have been tested on special simulators created on ground. All ground pilots could safely land the planes, but the studies showed “significant increases in workload” compared to regular twocrew operations. Visual cues from the second pilot were considered important.

Undoubtedly, to switch to single crew airliner will mean significant operating cost savings while maintaining safety levels similar to conventional two-pilot commercial operations would be essential

CHAPTER 1

In an extensive interview with Jayant Baranwal, Editor-in-Chief, SP Guide Publications, Arjan Meijer, President & CEO of Embraer Commercial Aviation talks about how Embraer has created a niche for itself as an aircraft manufacturer and its plans for the future

Jayant Baranwal (Baranwal): Can you take us through the journey of Embraer Commercial since its inception and its evolution?

Arjan Meijer (Meijer): Embraer is the market leader in commercial jets up to 150 seats, and it is also a significant player in Executive Aviation, Defence & Security, and Agricultural Aviation. Founded in 1969, Embraer’s first aircraft was the Bandeirante, a turboprop plane designed for both civilian and military purposes, with the capacity to transport between 15

and 21 passengers. From the APAC perspective, the first Bandeirante, and by extension Embraer’s first aircraft in the region arrived in 1978 and was operated by an Australian airline.

TO

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Looking from a commercial aviation perspective, following the Bandeirante, the ERJ family of jets entered into service in 1997 and was crucial in developing regional connectivity especially in North America and other parts of the world, including Europe and South America.

“We work hand in hand with our customer support team to provide our customers the very best service and support”

“Embraer is committed to developing aircraft that deliver best-in-class reliability, performance and operating costs”

CHAPTER 2

Regulator should Act as a Parent to the Industry”

Laila Bin Hareb Almheiri has spent over 10 years with UAE General Civil Aviation Authority (GCAA). As a forward-looking and an enterprising woman, she founded Alive Group which offers solutions across multiple disciplines including aviation and cyber security. SP Guide Publications Editor-in-Chief Jayant Baranwal caught up with her for an interview after a BizAv Talks event that was anchored and presided by Laila during the MEBAA 2022 in Dubai.

AVIATION REGULATIONS

SP Guide Publications (SP’s): As you have spent over ten years in UAE General Civil Aviation Authority (GCAA), what do you think about the regulatory bodies’ role in aviation sectors? What all should be the most crucial roles on the part of regulatory bodies through your eyes supporting aviation industry and ensuring the desired level of growth creating win-win situation?

Laila Bin Hareb Almheiri (Laila): People have misinterpreted the role of a regulator. I believe that the role of a Regulator should be altered to ‘facilitator and enabler of sustainable industry growth’ rather than viewing them solely as the police of the industry. A regulator should act as a parent to the

industry. They should provide wisdom and foster a flourishing environment while advising on harmful risks that may arise.

In order to do that, regulators should have a triad of people:

y Individuals who have gathered a plethora of experience throughout their careers.

y Young and hungry people who understand and who can relate to the current era of technological advancement, and facilitate digital and innovation dynamics to create a future-ready regulator.

y Thirdly, data scientists specialised in behaviour and economics who will work with the first two groups to bring positive and well-accepted change to the industry. In the past, being a regulator marked the end

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“A

“I believe the role of general aviation in rural and urban connectivity will increase tremendously in the coming years”

CHAPTER 3

Speaking exclusively to SP Guide Publications in his First and Exclusive interview, Ajay Shah, BAOA’s President shares his insights about the industry and how BAOA can contribute to the continued growth of the GA/BA industry in India

SP Guide Publications (SP’s): What would be your top three goals as the BAOA President?

Ajay Shah (Shah): BAOA is more than a decade old organisation now and since inception its functioning and ethos is based on democratic and transparent values. The goals of BAOA are driven by the requirements of the GA/BA industry. Our three top priorities are:

y Keeping the interests of operators, members & GA/BA industry in the forefront of everything we do as an association;

y Collaborate with the Ministry of Civil Aviation and the Regulators to find optimum solutions to the issues faced by the industry;

y Create a better understanding amongst all the members for issues affecting the industry as a whole.

SP’s: What kind of support does the industry require from the Government at this stage?

Shah: We are all aware that the Government is taking numerous proactive steps to address the needs of the aviation industry. A number of ‘Advisory Groups’ have been formed by the Ministry to this effect. It is our opinion that there is a need for these advisory groups to function in a coordinated manner through collaborative mechanism involving the regulators via ‘Joint Working Groups’. This will help accelerate decision making and issue of executive directions by the Ministry.

SP’s: How can we balance the unreasonable charges that sections of the industry have to bear with, whether it’s the import duties, the ground handling charges, the parking charges, etc?

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“We foresee fractional ownership as a gamechanger”

“Since aviation is yet to develop to its full potential in India, as a national policy, we are aiming for net-zero emission by 2060”

CHAPTER 4

IATA – Keeping the World Connected

Statement of Willie Walsh, Director General,

Aviation is resilient and on the rise. After the worst downturn in our history, we have turned the corner on the COVID-19 pandemic. Industry losses are expected to reduce to $9.7 billion in 2022; down from $42.1 billion in 2021. That is a huge improvement from losses of $137.7 billion in 2020.

In growing numbers and with rising excitement and enthusiasm, people are again enjoying the freedom to travel, to connect with one another, and to see the world. By the end of 2023, most regions will be at—or exceeding—pre-pandemic levels of demand.

PANDEMIC LESSONS

Looking back at the pandemic, we can point to our service with pride. Where permitted by governments, airlines kept the world connected. Airlines kept vital supply lanes open to deliver life saving vaccines and medical supplies. And they operated to the highest levels of safety throughout. Over and over, the aviation workforce rose to the occasion.

In fact, the importance of aviation was made absolutely clearby the pandemic restrictions. People recognised that their quality of life deteriorated and economies suffered.

This pandemic will not be the last. It is vital, therefore, that we draw the correct lessons so that we can be better prepared next time. Top of the list of lessons learned is that travel restrictions did little to contain the spread of COVID-19. The World Health Organisation (WHO) said this from the beginning, but far too many governments ignored their sound advice. Governments must do better next time.

WORKING WITH GOVERNMENTS

Many governments recognized aviation’s vital role as an economic lynchpin, providing financial relief to numerous airlines. As governments now rebuild their regulatory agendas, it is critical that they continue to focus on regulations that create value. IATA will be vigilant and remind governments that the benefits of regulation must exceed the costs they create.

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IATA

“This pandemic will not be the last. It is vital, therefore, that we draw the correct lessons so that we can be better prepared next time.”

CHAPTER 5

Airbus –Staying the Course

Guillaume Faury, CEO outlines Airbus’ performance in 2022, including the key operational and financial takeaways. He also discusses the priorities for the Company.

Question: How would you assess Airbus’ year?

Answer: Even though there were some notable successes, 2022 proved to be more difficult than expected. We began the year full of optimism, in anticipation of finally putting COVID-19 behind us. Demand for commercial aviation had rebounded in most parts of the world and airlines had high expectations of Airbus to provide them with the aircraft they needed. However, after two years dominated by a pandemic-driven demand crisis, we faced the opposite challenge: a crisis of supply.

There were various macroeconomic headwinds to navigate, and Russia’s invasion of Ukraine –plus the related sanctions – added to the adverse operating environment. The industry faced many constraints over the supply of labour, raw materials and electronic components against a backdrop of sharply rising inflation and energy prices. The pandemic also continued to cast a long shadow in some parts of the world.

However, we came together as Team Airbus to

address these challenges and make progress on our strategic priorities. This combined effort meant we achieved our financial targets even though we had to reduce our commercial aircraft delivery targets.

Question: What were the main operational and commercial developments?

Answer: The number of commercial aircraft deliveries rose by eight per cent year-on-year to 661, although as stated this was less than we had aimed for. Nevertheless, it was a successful year on the sales front, with the 1,078 gross and 820 net orders reflecting the broad strength, competitiveness and efficiency of our product line.

We set out our A320 Family production plans with an objective to reach a monthly rate of 75 aircraft in 2026. To support this we are modernising and upgrading our industrial set-up globally, including upgrading our A320 Family final assembly facilities to all be capable of producing the indemand A321 model. We established two new entities in the year for our reorganised and streamlined

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“We want to deliver on our commercial aircraft backlog over the coming years as there is strong demand globally for more fuel-efficient aircraft”

ATR –Set for Growth in 2023

After three difficult years due to Covid and a complex economic and geopolitical environment, ATR is set for growth in 2023. In the context of industry-wide supply chain issues, ATR delivered 25 new and 11 pre-owned aircraft in 2022. Nonetheless the global ATR in-service fleet is now close to pre-Covid numbers with 1,200 aircraft flying, and the current backlog stands at a solid 160 aircraft.

Last year saw 150 new routes created with ATR aircraft. As part of its commitment to decarbonisation, ATR performed the first 100 per cent Sustainable Aviation Fuel (SAF) flight in history with a commercial aircraft, and its brand new PW127XT engine was certified and entered into service. At the same time, ATR successfully advanced the development of its aircraft family, completing the first test flight of the ATR 42-600S (Short Take-Off and Landing) and launching a feasibility study for its next generation EVO concept. These achievements showcase the commitment

to connectivity, sustainability and innovation that ATR stands for.

“The goal for 2023 is to maintain our position as the leading regional aircraft manufacturer, by

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ATR’s next generation EVO concept aircraft

Statement of Nathalie Tarnaud Laude, Chief Executive Officer, ATR

PHOTO: ATR

CHAPTER 7

Transforming Boeing

Statement of David L.

For more than a century, The Boeing Company has been at the forefront of historic innovations that connect people around the world and beyond. Today, our work continues to help chart the course for the future of aerospace.

Every day we work to transform our company to service big defence and commercial needs. There is substantial and growing demand for the products and services we create, with more than $400 billion in open orders. In response to these demands and in light of post-COVID supply chain challenges, a priority is making our aircraft production capabilities more predictable and scalable. We do this work while meeting exacting safety and quality standards that are set by our regulators and customers and reflect our values, and I am incredibly proud of the progress we have made in our journey together.

Our mission—to protect, connect and explore our world and beyond—is supported by our unwavering commitment to strengthening safety through continuous improvement, learning and innovation. We will never forget the lives lost in the 737 MAX accidents. Their memory drives us every day to uphold our responsibility to all who depend on the safety of our products and services.

Despite facing existential challenges in our company’s recent history, there has not been a single year in the last decade when we did not invest substantial time and capital to enhance our capabilities and deliver innovation. We established research and technology centers in Australia, Brazil, China, Europe, the Middle East, India, South Korea and most recently in Japan. We believe the unique local perspectives our teammates bring to the table allow us to collaborate globally to find technology solutions that drive future growth.

Our product portfolio spans an impressive array of commercial and defence products that meet our customers’ needs, including 737-7, 73710, 777X, KC-46, MQ-25 and the T-7A. That includes classified products that serve the U.S. government and NATO allies—which we cannot disclose— along with services platforms that cater to a global customer base.

Boeing is one of the most sophisticated engineering and technology companies in the world. We specialise in creating the world’s leading aerospace and defense products and solutions. Prioritising and expanding large-scale capability investments will help us secure our future.

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Calhoun, President and CEO, Boeing

“We charted the course of aerospace history through the last century, and we will do the same again over the next one hundred years”

CHAPTER 8

Bombardier –

Executing the Plan

Statement of Eric Martel, President and Chief Executive Officer, Bombardier

It is fantastic to celebrate Bombardier’s 80th anniversary with the performance, passion and pride we witnessed throughout 2022. All our strategic paths were successful, from our footprint expansion to the launch of Bombardier Defense, and unveiling of the Global 8000 aircraft, which sits atop the industry as the fastest and smoothest flying jet. Throughout the year, we accelerated our talent acquisition initiatives and grew our workforce by over 2,000 people, all the while exceeding our financial targets and significantly deleveraging our company.

The year began with Bombardier navigating a booming market as business jet demand and utilisation surpassed expectations. We remained focused on executing our plan and ensuring that the fundamentals of our business remained central to delivering strong margins and overall performance, no matter the market conditions. I am immensely impressed by the Bombardier team’s focus on execution, most notably on seizing

opportunities to significantly grow our backlog and in turn ensure our predictability.

Our sights are firmly set on a future where Bombardier jets continue to lead their categories, our service network continues to grow and bring our jets home in more places around the world, governments increasingly seize the opportunities special-mission business jets bring, we continue to recruit and develop top talent, we deliver exceptional and predictable performance, and above all, lead the charge to a net zero business aviation industry and steward sustainability in all aspects of our operations(1). 2022 saw Bombardier significantly progress each of these elements with focus, energy and determination.

On the product side, the year began with the launch of the Global 8000 jet. When it enters service in 2025, this aircraft will be the fastest flying plane in business aviation with a maximum operating speed of Mach 0.94, or 94 per cent of the speed of sound. To unlock this, testing has begun, and we unveiled a mission in which our test vehicle

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“The year began with Bombardier navigating a booming market as business jet demand and utilisation surpassed expectations”

CHAPTER 9

Dassault Aviation –Upbeat about the Future

Statement of Éric Trappier, Chairman and Chief Executive Officer, Dassault Aviation

Question: What was the most exciting development for Dassault Aviation in 2022?

Answer: 2022 will go down as a record year for Dassault in terms of new orders: an all-time high of 21 billion euros. This figure represents 64 Falcons and 92 Rafales, 80 of which were ordered by the United Arab Emirates, in what is the largest contract ever secured by Dassault Aviation. Our order book now stands at 35 billion euros, another all-time high, which amounts to a total of 251 aircraft: 87 Falcons and 164 Rafales. This means we can plan ahead for the next 10 years, which is a rare and enviable outlook in the aviation industry. We will be manufacturing 35 Falcons and 15 Rafales in 2023. This may seem like a low figure, considering the magnitude of the orders mentioned above, but it is important to remember that, on account of the production cycle, it takes at least three years from the time a contract comes into effect until the first aircraft are delivered. Thereafter, we are aiming for a production rate of three aircraft per month. To achieve this ramp-up,we are actively recruiting new

employees, on top of the 1,560 we hired in 2022. We are also working to secure our industrial ecosystem in the face of the fallout from the war in Ukraine: issues such as energy, raw materials, components and inflation are affecting a supply chain that was already underpressure due to the Covid crisis.

Question: What is happening in terms of civil aviation?

Answer: As far as business aviation is concerned, we have had to deal with cancellations by Russian customers, as well as a number of support issues and supply chain problems. As a result, our 2022 deliveries are slightly under target. On the other hand, sales have made good progress, with 64 aircraft sold, up from 51 in 2021. The Falcon 6X is scheduled to be certified and to enter into service in 2023. As for the Falcon 10X, our future flagship, its development still has several years to go. These two business jets make us really upbeat about the future. They address our current customers’ needs and are sure to attract

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“Our aim is to be using 100 per cent SAF blends by the time the Falcon 10X enters into service”

A Year That Propelled GE Forward

Statement of H. LAWRENCE CULP, JR., Chairman of the Board and Chief Executive Officer, GE; Chief Executive Officer, GE Aerospace

Throughout our journey over the past four years—step by step— we have built a stronger GE. Our first priority was to reduce our debt load, and we have done so by over $100 billion since 2018—no small feat. Today our balance sheet is solid, and we are operating from a position of strength. We are also focused on changing the way we work. A lean mindset focuses on safety, quality, delivery, and cost (SQDC)—in that order— and gives us the tools and instincts to make the right decisions and necessary trade-offs.

While developing a lean mindset takes many years, we are gaining ground. At our GE Aerospace site in Greenville, South Carolina, our team performs complex machining operations and detailed inspections on high-pressure turbine blades. With a clear focus on reducing blade delivery lead time, the team created standard lines, which in turn improved part flow. This is just one of the countless examples of effective utilisation of lean across GE.

GE AEROSPACE

At GE Aerospace, we have a tremendously talented team, a highly differentiated product and technology portfolio, leading positions in attractive commercial and military sectors, and a bold vision for the future of flight.

In 2022, nearly 3 billion people flew with our technology under wing. We have nearly 41,000 commercial engines at work in more than 70 per cent of global airlines, and a diverse portfolio of more than 26,000 military engines. We take that responsibility seriously, living our purpose to invent the future of flight, lift people up, and bring them home safely.

It’s now been three years since the start of the pandemic, and the world is eager to travel. The commercial market recovery continues, and we expect total departures to return to 2019 levels in late 2023.

GE Aerospace is uniquely positioned to serve this market as customers expand and upgrade their fleets. Today we have new engines in each market segment that offer double-digit fuel burn reduc-

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“Today we have new engines in each market segment that offer doubledigit fuel burn reduction, lowering one of our customers’ greatest variable costs”

CHAPTER 11

General Dynamics (Aerospace Division) –Relentless Focus on Innovation

Statement of PHEBE N. NOVAKOVIC, Chairman and CEO, General Dynamics

Our company had another solid year in a difficult environment as the ramifications of the pandemic continued to impact our industrial base in different ways. Our Aerospace businesses had a very strong year. Sales, earnings, margin and backlog all increased nicely. Demand was robust, with a bookto-bill ratio of 1.5-to-1, with orders of $12.6 billion. Aerospace ended the year with a backlog of $19.5 billion. Over the past two years Gulfstream has received over 400 net orders. All said and done, Aerospace backlog was up 20 per cent in 2022 and a staggering 68 per cent since the end of 2020.

Certification efforts with the FAA continue, focused on the G700. We anticipate FAA certification this summer, depending on FAA time and resources. The G800 should be certified approximately six months later.

As we look to the remainder of 2023, our operating performance, strong backlog and free cash flow generation put us in good stead to continue to drive value for our shareholders.

AEROSPACE

We design, manufacture and service the most advanced and reliable family of business jets in the world. Gulfstream’s powerful brand recognition is

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“We promote the availability and adoption of SAF in support of the industrywide effort to achieve netzero carbon emissions by 2050”

CHAPTER 12

Honeywell –Focus on Innovation

Statement of DARIUS ADAMCZYK, Chairman and Chief Executive Officer, Honeywell

As has been the norm in recent years, 2022 offered its share of opportunities but also its share of unique challenges. In terms of the challenges, our primary focus was on effectively managing the continued supply chain constraints. We developed new skills and tools to manage these challenges, which have been added to our operating system: Accelerator. We demonstrated in 2022 that by leveraging our operating model we can deliver superior results — independent of market conditions. In the last six years, which includes the pandemic year, we have created nearly the same amount of value as we did in the previous 15 years.

ACCELERATOR & DIGITALISATION

Honeywell’s next evolution is the expansion of our operating system – Accelerator – and further advancement of Honeywell digitalisation, which has already brought significant gains in business operations over the last few years.

Within Accelerator, we are developing global design models across various business types (product, project, software, services, etc. to fully standardise how we operate them. This is inclusive of functional processes, IT backbone, and leadership skills to optimise performance. We are also refreshing all Accelerator content and educational instruments, tools, and templates to ensure it fully reflects our operating rhythm. Lastly, Accelerator is constantly expanding with additional processes and tools to enable further business performance enhancements.

Our digitalisation efforts have already generated significant gains in product-level inflation projection, value capture, manufacturing operations, digital finance, and more. Our next phase of the digital evolution is in spanning the value streams such as order-to-cash, budgeting to financial planning, and many others.

STRATEGY UPDATE

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We made progress across many of our key objectives in 2022. In 2022, we also added a new strategic

“In 2022, about 60 per cent of our new product R&D investments were directed toward ESGoriented outcomes, while more than 60 per cent of our sales were from offerings that contribute to ESG oriented outcomes”

CHAPTER 13

Be Tomorrow –Leonardo 2030

Statement of Alessandro Profumo Chief Executive Officer, Leonardo

For Leonardo, 2022 was an important year. We have once again achieved, and in some cases exceeded, the objectives set. We have delivered results that further confirm the validity of our strategic path.

Indeed, thanks to the actions undertaken since 2018, Leonardo has strengthened its competitiveness and consolidated its role as a top player. Today we are a more solid, resilient, sustainable, innovative company, ready to face challenges and seize future opportunities.

Orders show significant growth of over 20 per cent compared to 2021, with a value of over €17 billion, increasing our backlog to over 37 billion. There are positive trends in all our business areas, confirming the commercial solidity of the Group and the validity of the diversified offer of products, systems and solutions that meet the complex operational requirements of customers, guaranteeing interoperability and multi-domain capabilities.

The results achieved are even more significant in the light of a general and national economic framework characterised by inflationary pressures on energy and raw material costs: our results demonstrate the solidity of the Group’s industrial strengths and the ability to react and adapt to complex challenges, as already demonstrated during the pandemic period.

In this context, we continued to pursue with determination our objectives in terms of improving our competitive positioning in international markets and the creation of long-term value.

There were also many actions that we implemented in the ESG area, supporting the Business Plan’s priorities, with the aim of “protecting people and the planet, guaranteeing defence and security, with long-term benefits in terms of development technology, innovation and progress”. These were, in fact, some of the topics covered on the occasion of the first ESG Investor Day in which Leonardo presented significant results on decarbonisation, sustainable innova-

“We have further strengthened the decarbonisation journey by announcing a commitment to the Science Based Target initiative”

CHAPTER 14

Lufthansa Technik –Continue to Grow from a Position of Strength

Statement of Soeren Stark, Chairman of the Executive Board, CEO, Lufthansa

Year 2022 was a highly dynamic year in aviation. The industry has emerged from the coronavirus pandemic, with demand for air travel in Europe and the Americas, as well as transatlantic traffic, recovering over the year. Although COVID restrictions – especially though not exclusively in Asia –still heavily impaired air traffic, the strong development of demand in the summer demonstrated how much people around the world longed to be able to travel again. Good prospects as well for companies in the aircraft maintenance, repair and overhaul (MRO) sector.

This dynamism also characterised Lufthansa Technik’s financial year – a year that once again demanded everything from us. At the beginning of the financial year, we did not have enough work for all our employees – and at its end, not enough

employees for all the work that needed to be done. While we have not quite returned to our former greatness, we will continue to grow from a position of strength.

Lufthansa Technik’s revenue grew by 39 per cent and we achieved the best result in the Group’s history. This is also due to our central improvement programme “RISE”, which has enabled us to organise the company much more efficiently, streamline processes and sustainably reduce our expenses. Today Lufthansa Technik is a better company than it was before the COVID crisis – we are well prepared now for the opportunities that lie ahead.

The foundation of our success remains the partnership with our customers. Our efforts to work together through the crisis and our investments in new technologies and offerings such as Mobile Engine Services were rewarded in many

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Technik

“Lufthansa Technik benefited from the strong demand for maintenance and repair services in the context of the recovery of the global industry”

Pilatus – One of the Best Years Ever

Statement of Hansueli Loosli, Chairman, Pilatus

The 2022 business year will go down in Pilatus history as a period marked by difficulties, but also characterised by great success. Rarely has the company had to operate in such an unpredictable geopolitical environment. Despite the fragile global economy, our company, with its Swiss roots, maintained stable flight and took advantage of exceptionally high demand. In the postCovid era, our customers have come to believe that flying in smaller groups offers added value that is beneficial in many ways. The PC-12 and the PC-24 have become well established as “business tools”. Besides the effect of Covid, obvious weaknesses in the global airline industry have, no doubt, also contributed to the increased demand which we have observed. Tradewind Aviation, which provides private charter and shuttle services, has significantly expanded its fleet with an order for 20 PC-12 NGXs. After several years of rapid growth and major risks, Pilatus is now on a stable upward trajectory in the middle of what is an uncertain period. The total

number of aircraft delivered from our works bears witness to a year of diligence and dedication:133 aircraft in total, one of our best years ever.

CUSTOMER SERVICE BUSINESS ON THE RISE

Naturally, it is always a special pleasure every time we see a brand-new aircraft emerge from our hangars and take to the skies with the customer aboard. Production operations are eminently important for our overall business results. So the obvious growth in our service business is all the more positive: our worldwide customer service increased by some 10 per cent over the past year. Years of experience, a wealth of expertise and consistent focus on customer satisfaction all come to play here.

Product support and maintenance are exciting business areas based on long-term contracts, recurring revenues and a high degree of mutual loyalty between our customers and Pilatus. In all these areas we are top-league players at a global level – as reflected in the many awards from professional bodies

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“In the postCovid era, our customers have come to believe that flying in smaller groups offers added value. The PC-12 and the PC-24 have become well established as ‘business tools’.”

CHAPTER 16

Raytheon Technologies –CORE System for Organic Growth

Statement of Gregory J. Hayes, Chairman and Chief

As I reflect on Raytheon Technologies’ growth and progress in 2022, I’m gratified our strong fundamentals and innovative spirit prevailed through a year of adversity.

We worked through tremendous challenges, including inflation headwinds, a strained supply chain, an extremely tight labor market and Russia’s invasion of Ukraine, which caused us to cease all operations and sales in Russia. Despite these many challenges, this past year confirmed that our focused portfolio, our superior technical capabilities and our talented workforce are unmatched across commercial aerospace and defence markets.

Commercial air traffic continued its recovery from the global pandemic, resulting in strong demand for our commercial products and services, while heightened threat levels are leading

the United States and its allies to enhance defense readiness and to invest in advanced capabilities.

Our transformative technologies are allowing us to shape the future of our industry in sustainable flight, connected aviation ecosystems, multi-domain operations, and next-generation sensors and effectors. Two years into our merger, we continue to realise operational advantages and cost synergies, and our $175 billion backlog underscores the high demand for our solutions, products and services.

We take pride in our mission, and as near-term headwinds recede and we continue to invest in our business, we are well positioned for future success. Raytheon Technologies’ commitment to sustainable air travel continues to advance.

In October, Airbus began development flight testing of the Pratt & Whitney GTF Advantage

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Executive Officer, RaytheonTechnologies

“Commercial air traffic continued its recovery from the global pandemic, resulting in strong demand for our commercial products and services”

CHAPTER 17

Rolls-Royce –A British Industrial Icon with World-leading Technologies

Pride is a word so often used in conjunction with Rolls-Royce –the pride our engineers take in the products they develop or the pride all our people take in working for this iconic company. Rolls-Royce is a British industrial icon with a long heritage of innovation, from the Merlin engine all the way through to today’s Trent XWB, which has helped change the world.

I share that sense of pride. It has deepened over the past year as I have had the opportunity to meet many more of our committed and dedicated employees.

PERFORMANCE IN 2022

In my first full year as Chair, we have made some progress towards a stronger financial future, as shown by our results for 2022. This was despite two significant macro events. Firstly, the bounce back from the pandemic led to inflationary and supply chain pressures, as lockdowns ceased and economic activity resumed in many parts of the world, albeit unevenly. Secondly, the Russia-Ukraine conflict exacerbated many of those inflationary pressures. Throughout the year, we continued to focus on operational execution, while actively managing inflation and supply chain challenges through tight cost control and robust long-term contracts with

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Statement of Dame Anita Frew, Chair, Rolls-Royce

“Rolls-Royce is a British industrial icon with a long heritage of innovation”

CHAPTER 18

Safran – Leveraging its Advanced Capabilities to Pursue Growth

Statement of Ross McInnes, Chairman of the Board of Directors,

Safran delivered a remarkable economic performance in 2022, posting solid revenue and profit growth and generating cash flow that exceeded our expectations. The year was marked by a challenging operating environment – the war in Ukraine, surging inflation, rising energy prices in Europe and supply chain capacity difficulties –and the strong results achieved demonstrate the resilience of Safran’s business model.

After the demand-side shock caused by the COVID-19 crisis, we are now seeing a supply-side shock. While we expect industry-wide challenges to continue near-term, 2023 is set to be a strong year for customer demand.

We expect continuing positive trends in global air traffic, with China reopening gradually. Air traffic in the short-and medium-haul segment should

return to its 2019 level during 2023, a good catalyst for our aftermarket businesses, in both civil engines and equipment. To ensure customer satisfaction, our main challenge will be to ramp up production – especially for the LEAP engine – in a context of ongoing supply chain constraints.

The climate crisis and increasing geopolitical tensions have revealed the world’s vulnerability. The aviation sector is at the heart of these issues. Today, we are at a turning point in our history, facing unprecedented challenges.

This is a pivotal time for Safran, a Group that has always been fully aware of its responsibilities and focused on the transformation of its sector. Today, Safran is once again assuming its role as a world leader at the forefront of technological disruption, developing solutions that will pave the way for carbon-free aviation and play a decisive

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Safran

“This is a pivotal time for Safran, a Group that has always been fully aware of its responsibilities and focused on the transformation of its sector”

CHAPTER 19

Textron Aviation –Strong Demand Environment

of

2022 was a strong year for our company. We expanded our aircraft product portfolio, certifying and completing first deliveries of three Textron Aviation aircraft models. We acquired Pipistrel, the world’s only manufacturer of certified electric aircraft, and formed a new business segment to focus on the development of sustainable aircraft. With the talent, dedication and hard work of our 34,000 employees, we successfully executed on behalf of our customers in the face of global supply chain challenges.

At Textron Aviation, we finished the year with a backlog of $6.4 billion, up $2.3 billion from yearend 2021. We saw broad-based demand across our portfolio of products, including Cessna Citation Jets, Beechcraft King Airs, Cessna Caravans and the new Cessna SkyCourier. The fractional and charter

segments of our Aviation markets also experienced strong demand throughout the year with new orders from customers, including flyExclusive and Fly Alliance.

In March, Textron Aviation celebrated FAA certification of the Cessna SkyCourier, its new cleansheet aircraft. Following certification, Textron Aviation delivered the first aircraft to its launch customer, FedEx Express and, by the end of 2022, they had taken delivery of six SkyCouriers. We also received FAA certification and made the first deliveries of our Citation M2 Gen2 entry-level light jet and Citation XLS Gen2 midsize business jet, representing the next generation of these popular models.

As Textron Aviation marked the successful certification and deliveries of our newest models, the second Beechcraft Denali prototype took to the skies as part of its flight test programme. By the end

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Statement

SCOTT C. DONNELLY, Chairman and Chief Executive Officer, Textron

“The lineup of sustainable aircraft complements our existing aviation product portfolio and provides our customers with additional options for aircraft depending on their needs”

CHAPTER 20

Vista –Fleet Expansion Critical

of

It has been an incredible 2022 for Vista with strong growth across all of our core regions and offerings during the year. Our 2022 results clearly show that Vista is the go-to solution for new and existing Members who are increasingly turning to asset-free offerings. We have hugely invested in our global infrastructure, ensuring our clients have the best aircraft available, across every corner of the world, backed by the latest technology.

Our strong performance is supported by a significant expansion of our fleet in 2022 to support our commitment of providing the best value to our clients. The landmark acquisitions of both Air Hamburg — the largest private jet operator in Europe by number of flights — and Jet Edge — the leading US provider of large cabin and super-midsize charter and management services — significantly expanded our scale in the US, Europe and the Middle East, further cementing our leading global position. We also expanded our industry-leading Global 7500 fleet to 18. While our acquisition of Camber

Technologies augments the Group’s existing technology capabilities to help further automate fleet scheduling, booking and sourcing.

The expansion of Vista’s global fleet has been critical in meeting the surge in demand. During 2022, Vista added 117 net aircraft, including even more Global 7500 jets, now at 18 — the world’s largest fleet of this game-changing aircraft —bringing the Vista Members’ fleet to over 360 aircraft around the world. To best service clients over the next decade, the Group continues its investment in an extensive refurbishment programme across the fleet including the adoption of KU or KA band Wi-Fi on board all aircraft.

As we start 2023, I am happy to announce Vista’s investment in Dufour Aerospace, supporting the development of sustainable aviation technologies and air mobility solutions with their innovative tilt-wing VTOL and eVTOL technologies and aerospace products, and reiterates our commitment to ensuring a greener future for our industry and clients.

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Statement

Thomas Flohr, Founder and Chairman, VISTAJET

“We have hugely invested in our global infrastructure, ensuring our clients have the best aircraft available, across every corner of the world, backed by the latest technology”

CHAPTER 1

Embracing New Technology

In the coming future, air travel experiences are set to become more personalised and memorable driven by enhancements in technology

BY ANIL CHOPRA

If one thing that COVID-19 did not slow down was the inexorable march of new technology in aviation, and more so in Private and Business Aviation. Rich have been growing richer. Corporates have been making huge profits even when the world has been facing slow down and inflation. Business aviation has long been at the forefront of advances in aviation technology – from winglets, to composite materials, to propulsion systems. Clearly unmanned aircraft systems, advanced air mobility, unmanned traffic management, eVTOL and commercial space are currently engaging the community.

ADVANCED AIR MOBILITY (AAM)

There has been growth in vehicles, progress on electric and hydrogen propulsion and other technologies. Safe and efficient on-demand air transportation is the future. The Sustainable Skies Act supports performance-based incentives with credit of up to $2 per gallon for fuels that achieve a 100 per cent greenhouse gas emissions reduction. It is pivotal to achieving aviation’s goal of a 50 per cent net reduction in CO2 emissions by 2050. The US National Business Aviation Association (NBAA) supports deployment of low and zero emission technologies, increase aviation environmental R&D funding, and continue air traffic management advancements.

Indeed, a new low-altitude management system will be key to safely integrating AAM aircraft into a continually modernising aviation infrastructure. AAM companies are working on policies to address airport access, airspace management, local community engagement and other priorities. The reliability of electric propulsion as a game-changer is being spoken of. The ability to think differently about aircraft design, to build aircraft that are less expensive to operate, quieter, safer and with capabilities that we just a short time ago didn’t believe were possible. Getting the regulatory environment and manufacturing sorted is important. On August 3, 2022, the Biden administration expressed strong support for the responsible development of safe and robust advanced air mobility (AAM) at an industry Summit at the White House in order to maintain America’s leadership in global aviation.

SAFE DRONE INTEGRATION

The Unmanned Aircraft Systems (UAS) Beyond Visual Line of Sight (BVLOS) for broader commercial UAS operations is under consideration. Series of technologies and regulations are being evolved. This would include the size of the UAS, area of operation and population density etc. Currently the “right of way” practices require the UAS to yield

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The development of passengercarrying supersonic aircraft and quiet boom technology will be pivotal enhancements to long-range business aircraft travel

CHAPTER 2

Advancements in Propulsion Technology and Airframes

Onboarding a battery-based propulsion system in an aircraft necessitates, improvements in battery technology, redesigning circuitry within the airframe and the resultant modification of airframes

BY ISHA JAISWAL

Recently the European Union released a study report which stated that aircraft contribute about 3 per cent of the total greenhouse gases over Europe. It is a fact that Aviation Turbine Fuel (ATF) has the biggest carbon emission footprint in the aviation sector. Compared to this, an electric battery has a minor carbon footprint. However, for the given mass of ATF and battery, the ATF produces more energy per gram of fuel consumed vis-a-vis that of a battery.

Therefore, it is economical to run an aircraft on ATF rather than on battery power. However, in an environmentally conscious aviation sector, in the coming decades, battery power will propel aircraft due to its non-polluting nature. Accordingly, most aircraft manufacturers are trying to source better quality batteries that can generate more power for the given product mass and compete with ATF in performance. Battery inductions necessitate, a requirement of newer airframes, modified power output control systems, use of superconductors,

different grades of electrical wires within the aircraft, heat dissipation requirements and more advanced avionics to optimise the power generation by a hybrid or mix of engines where electric power and ATF fuel is used simultaneously to achieve the desired flight performance.

It can be said with certainty that, the future of aviation power pack management lies in utilising batteries that are better than what are available today. Onboarding a battery-based power pack management system in aircraft necessitates, improvements in battery technology, redesigning circuitry within the airframe and the resultant modification of airframes.

IMPROVEMENT OF BATTERY TECHNOLOGY

The currently available lithium-ion and sulfur air batteries are being improved upon for reducing their weight while increasing their electricity output and consistency. A battery is heavy and requires constant fuel consumption to haul it for

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Composite materials and better airframe materials maybe required to house the mass of these batteries. This will have a very profound impact on the airframe design.

CHAPTER

3

Unmanned Urban Air Mobility

The UUAM operations will require a separate, newly created airspace with a new set of rules and standards. Integrating them with the current ATC system will be very complex and is unlikely.

BY ANIL CHOPRA

Unmanned Urban Air Mobility (UUAM) is the next happening thing in civil aviation. UUAM is the future mode of transport offering aerial passenger transport within or between cities. Advances in unmanned aerial systems, battery and electric propulsion technology are the main factors that have facilitated UUAM. It is thus possible to use unmanned aerial vehicles that can take-off and land vertically (VTOL) for intra-urban passenger transportation. Many companies are developing the next generation VTOL vehicles. Passenger acceptance and potential passengers’ value of time, are the two key factors for going ahead. The UUAM vehicle could either be rotary-wing, fixed-wing or hybrid cruise vehicles. There is the need to understand the landscape of relevant questions surrounding the implementation of UUAM. The urban airspace would have to look at safety-related factors, social factors, system factors, and aircraft factors.

UUAM EVOLVES

The fact that unmanned aerial vehicles (UAV) have been successfully flying since 1970s, and the safety record has been continuously improving, has given confidence for UUAM. Removing pilots

dramatically increases payload and reduces labour costs. Meanwhile, the advances in civil aviation have seen the boom in less expensive civil travel and light personal jets since the 1990s. Well managed airlines have pulled ahead of the pack. Now as the world begins to reach inflection point, there are signs of hot competition over UUAM aircraft, too. UUAM evolved from the Advanced Air Mobility (AAM), a joint initiative of the FAA, NASA, and the industry to develop an air transportation system that moves passengers and cargo with new electric (i.e. green) air vehicles in various geographies previously underserved by traditional aviation. Nearly 150 companies worldwide are in the race with under-testing UUAM prototypes, to make aircraft not just flyable, but viable. The controllers initially designed for small UAVs were not robust enough for passenger flights. Advances in Artificial Intelligence (AI) are greatly supporting UUAM.

PUBLIC CONFIDENCE

The public is still sceptical. A survey by Booz Allen Hamilton for NASA found that only 21 per cent of people would feel comfortable flying alone in an automated aircraft – though that number increased to 40 per cent if they were accompanied

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Several agencies are developing frameworks for managing urban airspace and ensuring safety. Also, accurate weather forecasts are critical to UUAM safety and route planning.

CHAPTER 4

Advancing Toward an Electrified Future

Hundreds of companies are working on the technologies that will enable greener flying

Few other industries spur the kind of excitement about the latest and greatest advances just around the corner than aviation, so it’s understandable if some view the rosy predictions regarding electric aircraft, advanced air mobility (AAM) and other near-future technologies with some degree of skepticism.

That said, there’s a sense of momentum and purpose that differentiates today’s environment from that of 15-20 years ago, when some forecasters predicted that very light jets would darken the skies.

By one estimate, more than 400 companies are currently involved in some aspect of AAM, from developing electric vertical takeoff and landing (eVTOL) vehicles and the innovative propulsion systems that will power the next generation of aircraft, to laying the groundwork for the infrastructure necessary to support AAM operations. Government agencies, including the FAA and NASA, are working to safely integrate these new-generation aircraft into the national airspace system.

While some attrition will inevitably occur in the number of entities working on AAM, innovative concepts are driving progress toward making these dynamic concepts a reality.

“In addition to significant forces like technological progress and the drive toward sustainability, there’s a

non-technical ‘third dimension’ at work,” noted Parimal “PK” Kopardekar, Director of NASA’s Aeronautics Research Institute (NARI). “We’ve seen a tremendous amount of investment in these companies, and while that doesn’t mean all will be successful, it is a differentiator over the previous generation of advancements that were largely driven by a small number of entrepreneurs, private equity firms or OEMs.”

“The last five years has been a really interesting period for the sector, and I think the next five years will be equally exciting,” agreed James McMicking, Vice President of Strategy for ZeroAvia. “We’ve seen electrification open up new ideas around how we can use the sky, and we’ve also seen escalation in the urgency to mitigate aviation’s climate impact. We must think creatively about how to do that, and it’s good to challenge the process a bit to see how we can do that quicker.”

Matt Byrd, President and CEO of Hillwood, calls the current environment “an inflection point” for global aviation.

“The Wright Brothers changed our world with powered flight in 1903, and jet propulsion changed our world again in the 1950s,” explained Byrd. “And now, with electric, fly-by-wire flight control systems and advanced digital construction methods, we’re able to bring the air to the masses in an affordable rate that is highly innovative and that will help democratize air travel.”

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COURTESY NBAA

“The last five years has been a really interesting period for the sector, and I think the next five years will be equally exciting”

— James McMicking, ZeroAvia

CHAPTER 5

Can SAF Make Aviation Sustainable?

IATA’s pledge of net zero by 2050 demonstrates the industry’s genuine commitment to reducing carbon emissions and making aviation more environmentally friendly. And, more than anything else, it is banking on Sustainable Aviation Fuel (SAF) to succeed.

BY JOSEPH NORONHA

There is an overwhelming scientific consensus that human-induced global warming is leading to climate change. What is more, some catastrophic signs of this unwelcome phenomenon, like extreme weather events, are already here. The focus of international efforts now is on reducing the risk of further deterioration so that the most harmful effects of greenhouse gas (GHG) emissions can be averted or at least delayed.

Aviation is not a significant source of carbon, producing only around 2.5 per cent of global emissions. However, there are three reasons why it is a growing cause for concern. First, since most emissions are at high altitudes, where contrails often form, aviation’s climate-change impact could be two to four times larger than its GHG percentage share would indicate. Second, with the aviation industry expected to skyrocket to around 10 billion passengers by 2050, fuel consumption will correspondingly balloon. This makes aviation one of the fastest growing sources of emissions and its share of global emissions could triple by 2050. Third, aviation’s emissions are among the toughest to tackle. Other major polluters like the power and surface transport sectors are steadily switching to alternative technologies such as nuclear,

solar and wind power. And sales of electric cars and other electric vehicles are soaring. However, no such solution is in sight for aviation. Jet fuel packs a massive punch for its weight and is very hard to replace.

The airline industry is taking its responsibility to reduce GHG emissions seriously. In October 2021, the International Air Transport Association (IATA) pledged that, by 2050, its global carbon emissions would reach “net zero”. Net zero emissions means that the amount of GHG released into the atmosphere is no more than the amount that is being removed, so that there is no net increase in the concentration of GHG in the atmosphere. The IATA pledge aligns with the Paris agreement to limit global warming to 1.5°C. IATA’s is an extremely ambitious commitment, and one in which Sustainable Aviation Fuel (SAF) could contribute around 65 per cent of the necessary reduction in emissions. The rest would come through new technologies (electric and hydrogen-powered aircraft), more efficient infrastructure/operations and carbon offsetting/carbon capture techniques (see chart).

In October 2022, the International Civil Aviation Organisation (ICAO) also pledged to support an “aspirational” net zero aviation goal by 2050. While the deal is not legally binding, it was at least

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India has already become the world’s third largest aviation market and the high growth rate seems set to continue. Therefore tackling aviation emissions is crucial to meeting its COP26 commitments.

CHAPTER 6

Gulfstream –Leading Sustainability in Corporate Jets

Gulfstream added more feathers to its hat, earning NBAA Sustainable Flight Department Accreditations recently

BY AYUSHEE CHAUDHARY

Sustainability is becoming not just the talk of the town but the drill of the business going forward in the business aviation industry and Gulfstream is leaving no stone unturned to mark its place amongst the leading sustainable players. Gulfstream Aerospace recently received four National Business Aviation Association (NBAA) Sustainable Flight Department Accreditations.

The newly established programme recognises Gulfstream for sustainability leadership across locations. This programme was launched in 2022 by NBAA to recognise “business aviation entities meeting exceptional environmental sustainability standards”. Ever since the industry pledged the target of achieving net zero carbon-dioxide emissions by 2050, NBAA has been even more proactive towards encouraging and supporting industry initiatives through such programmes.

“We appreciate the partnership with NBAA to recognise our sustainability efforts,” said Mark Burns, President, Gulfstream. “These accreditations encompass our holistic commitment to leading our industry toward its goals for carbon neutrality, and we are proud to be the first original

equipment manufacturer to be identified for these efforts across all four categories — flight, ground support, operations and infrastructure.”

Prior to the accreditation, Gulfstream also became the industry’s first business aircraft original equipment manufacturer to fly on 100 per cent Sustainable Aviation Fuel (SAF). The flight took place on a Gulfstream G650 from Gulfstream’s worldwide headquarters in Savannah and was flown in partnership with engine supplier Rolls-Royce on the G650 BR725 engine.

“At Gulfstream, leading our industry closer to decarbonisation is a long-standing priority, and testing, evaluating and promoting new developments in SAF takes us another step closer to that goal,” said Burns. “Gulfstream has long prioritised sustainable products and practices through innovations in aerodynamics, aircraft technologies, engineering, manufacturing and infrastructure, as well as in facilities operations and our investments in SAF research and development.”

Gulfstream’s sustainability strategy encompasses three pillars — energy and emissions; operations; and culture and learning — and supports industry goals established by the NBAA, the Gen-

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Gulfstream Aerospace recently received four NBAA Sustainable Flight Department Accreditations. The company is leaving no stone unturned to mark its place amongst the leading sustainable players.

CHAPTER 7

Flight Training Technology

Will Virtual Reality Helmets Replace Full-Scale Flight Simulators?

BY BYRON BOHLMAN

The fallout from the global pandemic has put renewed focus on the critical shortage of pilots as commercial airlines ramp up schedules and introduce new, more fuel-efficient aircraft. Recalling flight crew from lengthy furloughs requires that they requalify to be able to resume flying. Airline training departments are no doubt maximising their resources in order to avoid schedule disruptions that arise from staff shortages.

One solution to the strain on resources is expanding the use of Virtual Reality and Augmented Reality technologies. They can help shorten training time and, in turn, lower the overall cost of new type and recurrent training.

VIRTUAL REALITY (VR) IS ALREADY HERE

Lufthansa is a pioneer in the use of VR for flight crew. It was the launch customer for a Virtual Procedure Trainer (VPT) developed by Airbus. Pilot trainees are immersed in a VR cockpit and learn standard operating procedures on Airbus aircraft. VR lets them repeat drills as often as they like in order to master and memorise correct procedural sequences for different flight scenarios. The VPT is a cost-effective tool because it doesn’t require the use of a large, expensive fullflight simulator.

Lufthansa Aviation Training conducted its first courses incorporating VR for cabin crew training in 2019. Today, some 20,000 flight attendants per year don VR glasses in its Frankfurt and Munich facilities to practise safety procedures in an immersive environment with the help of a virtual assistant. VR in the classroom allows the company to run several courses simultaneously, a time and cost-saving benefit.

Other companies are breaking new ground with VR. CAE, the world’s leading producer of training systems, is introducing VR using Microsoft HoloLens helmets for familiarisation and procedural instruction on multi-engine T-44C training aircraft. The US Army uses the same HoloLens technology in some of its military training.

EASA, the European aviation regulatory agency, certified the first VR Flight Simulation Training Device (FTSD) for a helicopter in 2021. The product was developed and built by Loft Dynamics AG of Switzerland. Jesper Rasmussen, EASA’s Flight Standards Director, believes the evolution of VR makes it possible to have “a wider range of cost-effective training devices to complement Full Flight Simulators.”

AUGMENTED REALITY (AR) IS TRANSFORMING THE WORKPLACE

While VR immerses users in a completely artificial environment, AR overlays real-time 3D digital and

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Augmented Reality (AR) has also been adopted to train technical support personnel. AR and VR lets them interact with aircraft parts and simulate repairs so they can learn proper maintenance procedures

CHAPTER 8

A Breath of Clean, Fresh Air

For the safety of the passengers on a private jet flight, the air quality is very carefully controlled, with recent advances making it even more clean and fresh

BY ROHIT GOEL

The air we breathe – particularly in an enclosed space – has a huge impact on our health and wellbeing. Cabin air quality on an aircraft carries the risk of communicable diseases transmission. The overall risk of contracting a disease from an ill person onboard an airplane is similar to that in other confined areas for a similar time of exposure.

During the COVID-19 pandemic, there was a significant shift towards flying private to avoid getting infected. However, how clean is the cabin air on a private jet? Given the enclosed nature of an aircraft cabin, some people worry that it is somehow more prone to holding onto pathogens or viruses than a larger or naturally ventilated space. But that’s not necessarily the case, especially in a private jet. On a private jet flight, the air quality is very carefully controlled, with recent advances making it cleaner still. There are a number of ways to ensure high quality cabin air on a private jet, but most private jet aircraft fall into one of two categories – 100 per cent fresh air systems or recirculated air systems.

In a 100 per cent fresh air system, air from the outside is brought in through the engines on a continuous basis, then compressed and sterilised before it enters the cabin. Vents and valves are used

to extract air out of the cabin at the same time –typically resulting in the cabin air being replaced entirely every two minutes. As the air being brought in is continually refreshed, the circulation minimises the spread of viruses and bacteria.

Some private jets recirculate air within the cabin, which provides for better humidity control and temperature control. A recirculated aircraft air system still takes in some fresh air but then mixes it with air already in the cabin that is cleaned before being re-used. The proportion of recirculated to fresh air can vary from aircraft to aircraft, as does the speed at which the cabin air is replaced.

Some private jet aircraft manufacturers have introduced HEPA filter systems, which capture bacteria, viruses and other particles, before air is recirculated. A HEPA filter captures a minimum of 99.97 per cent of contaminants at 0.3 microns in size. These are the same filtering systems that are used in hospitals and other environments where sterile air is a priority.

CLEAN AIR, SAFE TRAVEL

Aviation Clean Air’s (ACA) NeedlePoint Bi-Polar Ionisation process is proven to immediately purify the air and surfaces and neutralise pathogens throughout the aircraft interior. ACA’s airborne

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Aerometrix can provide airlines with key information regarding air quality, ventilation efficiency, equipment health monitoring and many other operational parameters

CHAPTER 9

Gulfstream Delivers an Unparalleled Travel Experience

“The G700 signature Gulfstream Cabin Experience practically give passengers the ability to arrive at their destination feeling more refreshed than when they departed”, Scott Neal, Senior Vice President, Worldwide Sales, Gulfstream in an exclusive interaction with SP Guide Publications.

SP Guide Publications (SP’s): Would you like to share some of the most unique features of G700 and elaborate for us?

Scott Neal (Neal): The all-new Gulfstream G700 features the industry’s most spacious cabin, the longest range at the highest speeds and the most advanced technology, all optimised by Gulfstream to deliver an unparalleled travel experience.

The G700 harnesses Gulfstream-developed technology including the award-winning Symmetry Flight Deck and other new safety advancements. Along with active-control sidesticks and the industry’s most extensive use of touch-screen technology, the flight deck comes standard with Gulfstream’s Predictive Landing Performance System which gives pilots advanced warning of potential runway excursions so they can adjust approaches or go around. All these technologies greatly improve

situational awareness and pilot communication, so they stay alert and focused on flying.

The largest aircraft in the Gulfstream family, the G700 offers an outstanding range of 6,400 nautical miles/11,853 kilometers at its high-speed cruise of Mach 0.90 and 7,500 nm/13,890 km at its longrange cruise speed of Mach 0.85. The ability to fly at faster speeds (Mach 0.90 versus Mach 0.80) gives customers more time, lower annual expenses for maintenance, parts and services, and shorter crew days for safer operations.

All-new, high-thrust Rolls-Royce Pearl 700 engines power the G700 and, along with newly designed Gulfstream winglets, ensure the aircraft achieves high performance capabilities with its larger cabin. The aircraft offers excellent takeoff and landing performance and can operate easily at weightrestricted, short-runway and high-altitude airports.

“Gulfstream G700 features the industry’s most advanced technology, all optimised by Gulfstream to deliver an unparalleled travel experience”

SP’s: What kind of innovation you ensure in the interiors to offer the best possible comfort thereby offering decent and comfortable experience to the passengers traveling in G700?

Neal: The two G700 production test aircraft on the fall 2022 world tour showcase the tallest, widest and longest cabin in the industry and the flexibility passengers will have to extend their ground-based lifestyle to the air.

The first fully outfitted test aircraft features the G700 extra-large ultragalley with its 10-foot/3.048meter countertop, yet another industry best, and dedicated crew space. The aircraft also includes an entertainment and presentation area; a six-place conference and dining area; and a state room with full-length wardrobe. Interior elements include award-winning seat design; natural stone flooring in the galley and bathrooms; quartz countertops; powered single seats; surround sound; and other bespoke features that come standard on the aircraft.

The second G700 production test aircraft, which made its first flight in September 2022, features a grand suite with fixed bed and newly designed spacious lavatory with natural light, full vanity and shower, as well as a six-place dining area with a fully expandable, self-contained table. This G700 also includes the all-new ultrahigh-definition dynamic circadian lighting system, an optional feature capable of replicating sunlight. The Gulfstream-designed system mixes warm white, cool white and amber LED lights and spans from 0.01 brightness to 100 per cent, allowing it to simulate sunrise to sunset. The lighting can also be programmed individually for each cabin zone, tailored to passenger preferences and specific activities, such as dining or working.

Combined with 20 Gulfstream panoramic oval windows, the industry’s lowest cabin altitude, 100 per cent fresh air and whisper-quiet sound levels, the G700 lighting and signature Gulfstream Cabin Experience practically give passengers the ability to arrive at their destination feeling more refreshed than when they departed.

SP’s: Please share the range factors of G700 flying point a to point b without any halt/layover. Also in view of G700 flying from Delhi and from Mumbai.

Neal: Some G700 nonstop city-pair connections will include Miami to Dubai and Geneva to Singapore at Mach 0.90 and New York to Hong Kong at Mach 0.87.

SP’s: What about the lowering of carbon emission? Where does G700 stand?

Neal: The G700’s combination of the Gulfstreamdesigned wing with all-new, advanced, high-speed

winglets and the efficient Rolls-Royce Pearl 700 engines results in outstanding fuel-efficiency. The technology in the Symmetry Flight Deck also contributes to the G700’s fuel-efficiency – Gulfstream’s Enhanced Flight Vision System and Predictive Landing Performance System create more efficient flying and decreased fuel usage.

SP’s: Can we say G700 is a delight to fly for the pilots? How?

Neal: The Symmetry Flight Deck on the G700 and on the full Gulfstream next-generation fleet, the G400, G500, G600 and G800, was designed for pilots by pilots. With the flight deck’s electronically linked active control sidesticks (ACS), pilots can instinctively feel each other’s control inputs or the inputs from the autopilot. This tactile feedback provides an unprecedented awareness of flight-control inputs and nonverbal communication. The precise ACS responses to pilot inputs also improves aircraft handling qualities, resulting in a smoother flying experience.

In 2018 Gulfstream became the first aerospace company to certify Enhanced Flight Vision System (EFVS) to touchdown and rollout. The technology provides the latest image resolution, more than four times the resolution of its predecessor, giving pilots better visibility at night and in adverse weather conditions. Using EFVS to touchdown and rollout on the G700 equips pilots with a new level of safety and reduces the potential for runway incursions, goarounds and diversions.

The aircraft offers excellent takeoff and landing performance and can operate easily at weight restricted, short-runway and high-altitude airports

PHOTO: Gulfstream

CHAPTER 1

Australia

The Australian civil aviation market in 2022 experienced significant improvements compared to previous years, with the reopening of borders and a steady recovery from the impacts of the COVID-19 pandemic. As all Australian borders reopened and consumer confidence remained high with no significant new COVID-19 variants, the domestic airline industry approached a full recovery.

During the Easter holiday period, both Qantas and Jetstar reported flying at 110 per cent of their pre-pandemic capacity. Small business travel surpassed 100 per cent in early May 2022, marking the first time in over two years that Australians were able to travel during a holiday period without movement restrictions or COVID-19 concerns. The Gold Coast routes saw the strongest recovery, with passenger numbers reaching 193 per cent of pre-COVID-19

QANTAS – CONSOLIDATED INCOME STATEMENT

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CHAPTER 2

Bahrain

In 2022, Bahrain’s civil aviation sector witnessed a remarkable surge in passenger traffic, reaching 6.9 million, according to data from Bahrain International Airport. This substantial increase in passengers highlights the growing appeal of Bahrain as a travel destination and transit hub.

The rise in passenger numbers can be attributed to various factors, including Bahrain’s concerted efforts to promote tourism and attract international visitors. The country’s rich cultural heritage, vibrant urban landscape, and exceptional hospitality have played a significant role in drawing tourists.

Investments in infrastructure and services at

Bahrain International Airport have also contributed to the surge in passenger traffic. Expansion projects and renovations have been undertaken to accommodate the growing demand. Additionally, the introduction of new airlines and routes has further stimulated the sector, demonstrating Bahrain’s ability to meet the increasing demands of air travel.

The Ministry of Transportation and Telecommunications reported an increase in aircraft movements, indicating a higher volume of flights operating to and from Bahrain. This trend signifies the country’s rising importance as a regional aviation hub, facilitating connections between various destinations worldwide.

Source: www.bahrainairport.bh

TOTAL PASSENGERS (IN MILLIONS)

China and Hong Kong

CHINA

Official air traffic data revealed significant financial losses in China’s aviation industry in 2022. Despite many markets worldwide reporting their first post-pandemic profits, China’s losses surpassed the previous year’s figures. According to data from the Civil Aviation Administration of China (CAAC), China’s aviation industry incurred a loss of 217.44 billion yuan ($31.44 billion) in 2022, an increase from 137.46 billion yuan (approximately $20 billion) in 2021. Chinese airlines collectively generated an operating income of 336.48 billion yuan ($48.8 billion) in 2022, representing a 20.5% decrease from the previous year. However, Chinese airlines, including Air China, China Eastern, and China Southern, experienced record annual losses in 2022. Combined, they incurred a loss of $15.8 billion, nearly three times the $5.9 billion loss in 2021. Air China was the worst performer, with a loss of $5.6 billion, followed by China Eastern with a loss of $5.4 billion and China Southern with a loss of $4.8 billion. Key highlights include:

y Domestic transport volume decreased by 39.55% compared to 2021.

y The number of domestic travellers’ trips declined by 40.9% compared to 2021.

y The number of international routes in 2022 was 336, down from 953 in 2019.

The statistics from the CAAC illustrate the extent of the losses and the impact of the pandemic on travel patterns. In 2022, passenger numbers reached 252 million, a 43% decline compared to 2021. Domestic flights accounted for 99.3% of the total passengers, while international routes carried less than two million passengers, representing a 26% increase from 2020. Flight efficiency, measured by the passenger load factor, fell from 73% in 2021 to 67% in 2022. Aircraft usage also declined from seven hours per day in 2021 to four hours per day in 2022.

Overall, China’s civil aviation market in 2022 faced significant losses, mainly due to the pandemic’s impact on passenger traffic and other factors. However, there are positive indications of recovery and improved prospects for the aviation industry

CHAPTER 4

Indonesia

The civil aviation market in Indonesia, particularly during 2022, experienced significant growth and offers promising prospects for the future. As the largest aviation sector in Southeast Asia, Indonesia benefits from its substantial population, accounting for 41 per cent of the total population in the region. The country’s aviation industry

ranks as the 7th fastest growing globally in terms of total travellers, and it holds the second position in aircraft orders and business value, only behind China. The COVID-19 pandemic severely impacted the domestic aviation industry in Indonesia. Statistics from Indonesia’s Statistics Bureau reveal a sharp decline in the number of domestic air passengers in 2020, reaching 35.3 million, a 44 per cent decrease

AIRASIA INDONESIA – STATEMENT OF PROFIT OR LOSS FOR THE YEAR ENDED DECEMBER 31, 2022 (EXPRESSED IN RUPIAH, UNLESS OTHERWISE STATED)

CHAPTER 5

Japan

The civil aviation market in Japan experienced significant challenges in 2022 due to the COVID-19 pandemic. The country’s strict border controls and travel restrictions severely impacted international travel, leading to a sharp

decline in the number of visitors. However, as Japan gradually reopened its doors to tourists, there were hopes for a tourism boom and economic recovery. In 2022, Japan witnessed a substantial decrease in international visitors compared to the pre-pandemic period. While over 31.8 million

JAPAN AIRLINES – TRAFFIC RESULTS (FULL SERVICE CARRIER)

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Source: Japan Airlines Interim Report

CHAPTER 6

Malaysia

Malaysia’s passenger traffic across all local network of airports gained momentum in 2022, registering a substantial increase to 52.7 million passenger movements compared with 10.72 million passenger move-

ments in 2021. Total international passenger movements in 2022 surpassed 2019 annual levels with 10.4 per cent growth over 2019, while domestic passenger movements recorded 15.5 million passengers.

In December 2022, Malaysia Airports recorded a total of 6.8 million passengers, the highest monthly

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Qatar

Hamad International Airport (DOH) experienced a significant surge in passenger traffic in 2022, with a remarkable 101.9 per cent Year-on-Year increase, reaching a milestone of 35,734,243 passengers. Additionally, the airport witnessed a 28.2 per cent growth in overall aircraft movements compared to 2021, with 217,875 movements. Currently, Hamad International Airport serves over 170 destinations worldwide and has 44 airline partners operating to and from the airport.

During the FIFA World Cup Qatar 2022, both Hamad International Airport and Doha International Airport (DIA) implemented a robust Airport Operations Plan, ensuring smooth connectivity and effective coordination with stakeholders. DIA welcomed 13 scheduled airline operators to its premises, contributing to the management of air traffic during the event.

To accommodate the influx of visitors, MATAR introduced a Passenger Overflow Area at both Hamad International Airport and Doha International Airport, providing extended memorable experiences and seamless connectivity. Passengers at Hamad International Airport enjoyed FIFAthemed events, including match day performances, parades, mosaic photo walls, fan zones, viewing zones, dedicated kids’ zones, and interactive activities like augmented reality virtual football.

In November 2022, Hamad International Airport unveiled phase A of its impressive airport expansion plan to transform the airport into an extraordinary destination. The expansion has increased the airport’s capacity to over 58 million passengers per year, offering a range of worldclass services, a second airport hotel, multiple lounges, and a futuristic indoor tropical garden called the ORCHARD. In 2023, the airport enters phase B of its growth plan, aiming to increase its

capacity to over 70 million passengers and construct two new concourses within the existing terminal. Construction of a new cargo terminal capable of handling 3.3 million tonnes of cargo per year is also planned.

Aligning with the Qatar National Vision 2030, Hamad International Airport plans to enhance sustainability efforts by investing in new technologies and introducing industry-first initiatives, ensuring its continued leadership in the aviation industry.

Qatar Executive, the private jet charter division of the Qatar Airways Group, experienced remarkable growth and success throughout 2022, as evidenced by several key performance indicators.

Firstly, Qatar Executive’s fixed-base operator (FBO) situated at Doha International Airport witnessed an astounding surge in both flight arrivals and departures. Between November and December 2022, there was an astonishing 595 per cent increase in arrivals and a remarkable 574 per cent rise in departures compared to the same period in the previous year. This surge can be attributed to the completion of the historic FIFA World Cup Qatar 2022, during which Qatar Executive played a pivotal role in facilitating private jet travel.

To ensure a seamless journey for customers, Qatar Executive invested in the renovation and revitalization of the FBO terminal in Doha. Enhancements were made to the food and beverage services, baggage handling facilities, and additional staff members were trained. The introduction of cutting-edge Wi-Fi and streaming capabilities within the terminal and fleet allowed football fans to enjoy uninterrupted streaming of the World Cup matches.

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Furthermore, Qatar Executive expanded its fleet in 2022 by adding three more Gulfstream G650ER aircraft, bringing the total to 15 out of 19 aircraft in

Saudi Arabia

NUMBER OF PASSENGERS AT SAUDI ARABIA’S AIRPORTS INCREASED BY 82 PER CENT IN 2022

The number of passengers in 2022 was almost 88 million, an increase of 82 per cent over 2021. The highest density airports in terms of the number of passengers was King Abdulaziz International Airport in Jeddah with about 32 million passengers, followed by King Khalid International Airport in Riyadh with about 27 million passengers, and then King Fahd International Airport in Dammam with about 10 million passengers. The average daily flights arriving and departing at international airports for international and domestic flights in 2022 was 131.29 flights, and the average daily flights arriving and departing at domestic airports was 5.94 flights.

AIR TRAFFIC OF FLIGHTS IN 2022

The results showed that the number of commercial flights in 2022 amounted to approximately 701 thousand flights, an increase of 41 per cent over 2021, and the number of private flights in 2022 amounted to 64 thousand flights, up from 2021 by 41 per cent. Domestic flights of private aviation accounted for the highest by almost 52 thousand flights, while the number of international flights via private aviation was almost 12 thousand flights. King Khalid International Airport recorded the highest number of private flights in 2022 by 32 per cent compared to other airports

AIR FREIGHT AT SAUDI ARABIA’S AIRPORTS IN 2022

The total International and domestic air freight

traffic in 2022 increased by 7 per cent over 2021. International air freight reached approximately 559 thousand tonnes, up 12 per cent from 2021, while domestic freight reached approximately 58 thousand tonnes, down 26 per cent from 2021. The Netherlands registered the highest number of international cargo departures for 2021 and 2022.

NUMBER OF COMPANIES AND EMPLOYEES ENGAGED IN AIR TRANSPORT ACTIVITIES 2022

The number of companies involved in air transport activities in 2022 reached 1,443 companies, including air transport of goods, air transport of passengers, services related to air transport, cargo handling, and other transport support activities, a rise of 20 per cent over 2021. The number of male employees in these companies reached roughly 28 thousand workers, an increase of 38 per cent over 2021, while the number of female employees reached nearly four thousand, with 70 per cent increase over 2021.

FLIGHTS BY OPERATORS AT SAUDI ARABIA’S AIRPORTS 2022

The results showed that Saudi Airlines recorded the highest market share in terms of the number of flights with about 283 thousand flights, followed by foreign airlines with about 173 thousand flights, then Flynas recorded about 104 thousand flights, followed by Flyadel with about 77 thousand flights. The number of countries with which the kingdom’s airports are connected for 2022 reached 56 countries, an increase from 2021 by ten countries.

CHAPTER 9

Singapore

Singapore civil aviation market experienced a significant recovery in 2022 compared to the previous year, although it still fell short of pre-COVID-19 levels.

y Passenger Traffic: Changi Airport handled approximately 32.2 million passengers in 2022, which is nearly half of the passenger traffic recorded in 2019 before the COVID-19 pandemic. The recovery in passenger numbers was attributed to Singapore being one of the first Asian countries to reopen in April 2022 and the Vaccinated Travel Lane scheme in place prior to that.

y Flight Operations: A total of 2,19,000 flights were recorded at Changi Airport in 2022, representing 57.2 per cent of the flight volume in 2019. This indicates a significant recovery in flight operations, although still below prepandemic levels.

y December 2022: December was the busiest month at Changi Airport, with 4.62 million passengers passing through, accounting for 72 per cent of the passenger traffic in December 2019.

Additionally, 25,400 flights landed or took off in December 2022, which is more than threequarters of the pre-pandemic flight volume.

y Connectivity: Changi Airport’s connectivity reached 82 per cent of pre-pandemic levels in December 2022. A total of 95 airlines were scheduling flights from Changi Airport to 140 cities, with several new destinations added.

y Recovery and Outlook: Changi Airport’s recovery outpaced expectations, and it ended 2022 as the largest international airport in the Asia-Pacific region in terms of international passenger traffic. Analysts expect passenger traffic to gradually increase in 2023, reaching approximately 80 per cent of 2019 levels in the coming months. However, the recovery in China-Singapore air travel is expected to be gradual.

Singapore Airlines: Singapore Airlines (SIA) has shown significant improvements in its operating and financial performance during the year 20222023. The airline posted an operating profit of $1.23 billion for the first half of the financial year ended September 30, indicating a positive outlook for the

CHAPTER 10

South Korea

South Korea’s air passenger traffic faced significant challenges in the first half of 2022 due to the ongoing COVID-19 pandemic. The number of passengers on domestic and international routes declined by 29 per cent compared to the previous year, reaching 16.67 million. Governments’ imposition of entry restrictions to control the spread of the virus contributed to this decline. International passenger traffic saw a significant plunge of 91 per cent, while domestic passenger traffic experienced a moderate recovery of 46 per cent. Local airlines suspended most international routes, focusing on cargo deals to mitigate the impact of reduced travel demand. The South Korean government has been actively pursuing travel bub-

KOREAN

ble agreements with destinations like Guam, Singapore, and Saipan to facilitate safe travel for fully vaccinated Koreans. Things improved in the second half of the year and South Korea’s air traffic exhibited a 16 per cent increase in 2022 compared to the previous year, primarily driven by pent-up demand and eased COVID-19 restrictions. Airlines, both domestic and foreign, operated a total of 5,39,788 flights within South Korea, reflecting a recovery from the previous year’s 4,65,469 flights. However, this number still represents 65 per cent of pre-pandemic levels. In recent years, South Korea’s air traffic had been steadily increasing, reaching 8,42,000 flights in 2019, but plummeted to around 4,21,000 flights in 2020 due to the pandemic. The recovery in H2

AIR CONSOLIDATED FINANCIAL STATEMENTS

Sri Lanka

OVERVIEW OF SRI LANKA’S MACROECONOMIC SITUATION

y A very deteriorated macroeconomic environment in Sri Lanka leading to a very fragile external position for the Republic.

– The global COVID-19 pandemic and resulting global crisis have stunted Sri Lanka’s growth projections and left the country exposed to the consequences of the energy and food crisis, including rising inflation. The energy crisis further exacerbated the difficulties Sri Lanka has been facing since the outbreak of the COVID-19 pandemic and severely affected the country’s weak public finances, with a primary deficit widening on the back of the necessary rise in public health spending (2020) and energy subsidies (2022).

– Amidst high external pressures, foreign reserves were depleted in efforts to preserve citizens’ access to basic needs while the Sri Lankan Rupee suffered from severe depreciation. The decline in foreign reserves hampered Sri Lanka’s ability to mitigate the effects of the crisis through the subsidisation of imports, whilst its currency was steadily losing value due to persistently high inflation levels leading to adverse conditions for all Sri Lankans, in particular the poor and vulnerable, and to shortages in basic utilities such as fuel.

– This unfavorable global environment, combined with high domestic pressures, also severely affected SriLankan Airlines. The airline industry was one of the industries that was most affected by the COVID-19 pandemic, as travel completely halted in 2020. As international tourism was showing signs of rebound in 2021, skyrocketing oil prices coupled with Foreign Exchange shortages in the country prevented any

envisageable return to standard levels of operation for SriLankan Airlines. These unfavorable macroeconomic conditions combined with the negative impact of domestic political instability on the tourism sector weighed on SriLankan Airlines’ recovery.

FOCUS ON SRILANKAN AIRLINES OPERATIONAL AND FINANCIAL STATUS

y Financially, SriLankan Airlines has suffered from Sri Lanka’s sociopolitical and economic hardships, compounded by an unfavorable global context. The global energy crisis led to the explosion of fuel prices, in Sri Lanka this was exacerbated by scarcity.

– SriLankan Airlines’ revenues were heavily affected by the COVID-19 pandemic and the country’s unfavorable economic outlook. The Sri Lankan Rupee suddenly devalued in March/April 2022, going from around 200 LKR/USD to 360 LKR/USD. 80 per cent of the Company’s revenue is in foreign currency and the local sales are priced in US$. However, the depreciation resulted in a significant exchange loss in FY2021-22 - which accounted for LKR 143bn arising from the revaluation of the monetary assets and liabilities. Also, in 2022-23 the average fuel price for the year was US$3.41/USG compared to US$2.26/USG in 2020-21. The forecast adverse impact in cost due to fuel price variance was US$148M.

SriLankan Airlines was left with a tight cash flow position and lack of funds, despite the support of Government, lessors and suppliers. SLA is faced with a high debt burden, and owes significant amounts to its lessors and suppliers. This debt burden, combined with important operational commitments, puts further pressure on SLA’s already fragile liquidity position.

CHAPTER 12

Taiwan

Taiwan has lifted many COVID-19 pandemic restrictions, enabling the resumption of tourism with certain limitations. The easing of travel restrictions, coupled with the reopening of China’s border, has significant implications for the recovery of cross-strait air traffic. Taiwan Taoyuan International Airport, the country’s largest international airport, experienced a dramatic increase in passengers during the first quarter of 2023. However, despite this positive trend, uncertainty remains regarding the future progress of the

market, as passenger numbers still fall short of prepandemic figures.

Following the reopening of airspace surrounding Taiwan, the Ministry of Transportation and Communications reported a gradual return to normalcy in air traffic. Most scheduled flights to and from the island continued operations during Chinese military exercises, with an average of approximately 150 departures and arrivals per day. Foreign airlines that typically used the airspace opted for alternative routes through Japan and the Philippines. Korean Air Lines and

Thailand

During the fiscal year 2022, Thailand’s civil aviation market experienced significant developments and challenges. Following are the market’s key indicators, including international and domestic flights, passenger numbers, and cargo volume at various airports in Thailand.

AIRLINE OPERATIONS

In 2022, Thailand’s 6 international airports served a total of 114 scheduled airlines. These included 100 mixed passenger/cargo airlines and 14 pure cargo airlines. Among them were five Thai airlines, namely Nok Air, Thai Air Asia, Thai Air Asia X, Thai Lion Air, and Thai Vietjet. Additionally, there were 24 foreign airlines operating in Thailand.

AIRCRAFT MOVEMENTS

The total number of aircraft movements at the Airports of Thailand (AOT) increased from 2,45,254 flights in 2021 to 3,94,469 flights in 2022. This represented a significant growth rate of 60.84 per cent. Of these movements, 1,37,497 were international flights, experiencing a remarkable increase of 105.75 per cent, and 2,56,972 were domestic flights, showing a substantial growth rate of 44.02 per cent.

PASSENGER TRAFFIC

Thailand’s airports experienced a significant increase in passenger numbers during the fiscal year 2022. The total number of passengers handled across the six airports operated by AOT increased from 20.01 million in 2021 to 46.69 million in 2022, reflecting a remarkable growth rate of 133.35 per cent. Among these passengers, 13.90 million were international passengers, marking a substantial increase of 1,364.94 per cent, and 32.79 million were domestic passengers, indicating a notable growth rate of 72.04 per cent.

CARGO VOLUME

In terms of cargo and postal parcel transport, the fiscal year 2022 witnessed a positive trend. The total volume of cargo and postal parcel handled at Thailand’s airports reached 1.23 million tonnes, representing a growth rate of 12.35 per cent compared to the previous year. International freight accounted for 1.20 million tonnes, marking an increase of 11.81 per cent, while domestic freight reached 27,027 tonnes, reflecting a growth rate of 43.19 per cent.

IMPACT OF COVID-19

The COVID-19 pandemic had a significant impact on Thailand’s civil aviation market. The decision to implement a country lockdown and restrict tourist entry from December 2021 resulted in a decrease in international and domestic passenger numbers in January and February 2022. Compared to December 2021, the average daily international and domestic passengers decreased by 9.84 per cent and 13.99 per cent respectively.

RECOVERY AND REOPENING:

As the COVID-19 situation improved, Thailand gradually lifted restrictions and implemented measures to revive the tourism industry. The Test & Go process was introduced on February 1, 2022, allowing both Thai and foreign tourists to enter the country. Additionally, on July 1, 2022, the Prime Minister announced the reopening of the country to foreign tourists and cancelled the Thailand Pass system. Consequently, the number of international and domestic passengers increased in July 2022, with average daily figures rising by 27.35 per cent and 11.26 per cent respectively compared to June 2022. However, the Zero COVID-19 strategy implemented by the People’s Republic of China in March 2022 resulted in a slow recovery of international passenger numbers, with a modest increase of 1.21 per cent compared to 2019. The Russia-Ukraine conflict in February 2022 also

14

Turkey

Turkey’s civil aviation sector has experienced significant growth and emerged as a prominent aerospace hub for markets in Europe, the Middle East, the Caucasus, and North Africa. In 2022, the sector witnessed notable developments and showcased its potential for further expansion.

The COVID-19 pandemic heavily impacted the aviation industry, including Turkey. In 2020, the passenger volume dropped by nearly 60 per cent, reaching 82 million, but it rebounded to 129 million in 2021. Analysts project that the sector will recover to pre-pandemic levels by 2024. One of the key highlights in 2022 was the remarkable increase

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CHAPTER 15

United Arab Emirates

ABU DHABI

Abu Dhabi Airports, the operator of the Emirate’s five airports, recorded significant growth in passenger traffic and air cargo in 2022. The total passenger traffic through Abu Dhabi International, Al Ain International, Al Bateen Executive, Delma Island, and Sir Bani Yas Island Airports tripled from 5.26 million in 2021 to 15.9 million in 2022. This remarkable growth reaffirms Abu Dhabi’s position as a leading regional and international travel hub. Abu Dhabi International Airport, serving more than 100 destinations through a network of 28 airlines, played a crucial role in accommodating passengers traveling for both tourism and business purposes. The increase in passenger numbers highlights the growing popularity of Abu Dhabi’s airports among travellers choosing the emirate as a transit point or final destination for their regional and international journeys. Abu Dhabi Airports’ investments in airport infrastructure, customer service excellence, and collaborations with key stakeholders and government organisations, including the Department of Culture and TourismAbu Dhabi, have contributed to the growth of Abu Dhabi’s travel, tourism, and business sectors.

Cargo traffic at Abu Dhabi and Al Ain International Airports also saw favorable results, with 5,83,949 tonnes of air freight handled in 2022. This positive figure can be attributed to the rebalancing of fleets by airlines, focusing on cargo operations due to the COVID-19 pandemic. The increase in shipments of general cargo and specialised products, such as express, temperature-controlled, and pharmaceuticals, further contributed to the growth of cargo traffic.

DUBAI

Dubai Airports, managing Dubai International (DXB) and Dubai World Central (DWC), maintained its position as the world’s number one airport for international passengers in 2022. DXB’s annual traffic reached 66.1 million passengers, experiencing a significant

jump of 127 per cent compared to the previous year. This figure represents 76.4 per cent of the 2019 levels, showcasing a strong recovery in air travel. Direct traffic accounted for 58 per cent of the total traffic, while transfer passengers constituted 42 per cent of the volume. The second half of 2022 witnessed a robust growth, with monthly traffic consistently crossing the six million passenger mark. The fourth quarter of 2022 was the strongest since 2019, recording 19.7 million passengers, an increase of 67 per cent compared to the same period in the previous year. December 2022 was particularly busy, with 7.1 million passengers, reaching pre-pandemic traffic levels.

Dubai International Airport maintained connectivity with 229 destinations across 99 countries through 88 international airlines, further solidifying its status as a global aviation hub. The airport handled 62.2 million bags with a success rate of 99.8 per cent in baggage handling. Despite a 25.5 per cent YoY contraction in cargo volume, handling 1.7 million tonnes in 2022, this decline was mainly due to the shifting of freighter operations back to DWC and the resumption of passenger operations by freighter aircraft. Dubai International Airport also achieved high levels of customer satisfaction, with minimal waiting times at passport control and security checks. The annual forecast for 2023 has been adjusted upwards to 78 million passengers, indicating further anticipated growth in air travel.

SHARJAH

Sharjah Airport, located in the United Arab Emirates, has experienced remarkable growth in both passenger and cargo traffic in recent years. In 2021, the airport served a total of 12.4 million passengers, representing a significant increase compared to the previous year. This upward trend continued in 2022, with passenger numbers reaching a record high of 14.2 million, reflecting a steady growth rate. The surge in passenger traffic can be attributed to several fac-

CHAPTER 16

Vietnam

The travel industry in Vietnam experienced remarkable growth in 2022 following the lifting of COVID-19 travel restrictions. In the first six months of the year, airports in Vietnam served 40.7 million passengers, a significant 56.8 per cent increase compared to the same period in the previous year. Cargo movements also grew by 30.6 per cent, reaching 7,65,000 tonnes during this period.

As per the Civil Aviation Administration of Vietnam (CAAV), airports nationwide served approximately 87.8 million passengers and 1.5 million tonnes of cargo in 2022, representing a growth rate of 190 per cent and 5 per cent compared to 2021, respectively.

Vietnam Airlines, the national flag carrier, witnessed a strong revenue recovery but suffered losses of approximately $228 million in the first half of 2022. The airline is seeking financial aid from the government and exploring other solutions to improve its financial situation. On the other hand, VietJet, a low-cost carrier, experienced significant growth in passenger traffic, reaching 9 million passengers in the first half of 2022, a remarkable 200 per cent increase compared to the same period in 2021. The carrier’s after-tax profit also rose by 123 per cent during this period. Pacific Airlines, a subsidiary of Vietnam Airlines, is seeking investors to restructure the airline due to heavy losses in previous years. Bamboo Airways, a hybrid carrier, recorded a loss of about $41 million in the first half of 2022. The airline was acquired by a new investor and is undergoing a restructuring process to sustain its growth.

Vietnam has 22 airports, with notable development projects including the expansion of Tan Son Nhat International Airport and Noi Bai International Airport, construction of the mega Long Thanh International Airport, and the expansion of airports in Phu Quoc and Da Nang to cater to increasing passenger traffic.

Looking ahead, passenger traffic is projected to continue growing steadily in 2023 and beyond, driven by the recovery of international travel and expansion of domestic tourism. Cargo movement is also expected to witness sustained growth, fuelled by Vietnam’s growing manufacturing sector and the expansion of the e-commerce industry. However, airlines may face challenges such as fuel price volatility, intense competition, and ongoing restructuring efforts. Airlines that adapt to market dynamics, invest in modern fleets, and provide competitive services are expected to thrive.

Infrastructure development, including the expansion of airport facilities, will remain a priority in Vietnam. Projects such as the completion of Long Thanh International Airport will attract more international airlines, strengthening Vietnam’s position as an aviation hub in Southeast Asia. The Vietnamese government has actively promoted tourism and continues to invest in tourism infrastructure, marketing campaigns, and visa facilitation measures to attract more international visitors.

The maintenance, repair, and overhaul (MRO) sector in Vietnam shows significant growth potential. The country has been developing its MRO capabilities to meet the increasing demand from domestic and international airlines. Factors driving growth include the expanding fleet size of Vietnamese airlines and the government’s goal of developing a comprehensive aviation ecosystem. However, the shortage of skilled technicians and engineers poses a challenge that requires investments in training programs and partnerships with educational institutions. Competition from regional MRO markets also necessitates continuous improvements in infrastructure, service quality, and regulatory frameworks.

Vietnamese travel industry is poised for continued growth in 2023 and beyond, driven by increased domestic and international tourism, government initiatives, and investments in airport infrastructure.

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CHAPTER 1

Go Big or Go Home

Air India’s Big Makeover

BY BYRON BOHLMAN

The sheer magnitude of Air India’s order for nearly 500 new aircraft, an industry record, has all eyes focused on the former state-owned carrier and its ability to claw itself back from the edge of extinction. The re-fleeting of the 90-year old airline is the latest and most ambitious move by recently appointed New Zealand born Chief Executive Campbell Wilson to remake Air India as a true domestic and international competitor.

Where others have failed, Wilson may just be able to pull off the radical transformation of the once-respected flag carrier. The CEO has wasted no time since assuming his new position. Last year, he announced plans to integrate Air India with Vistara, and Air Asia India with Air India Express. That consolidation was one of the first initiatives of Vihaan.AI, the company’s aggressive five-year plan to rebuild lost market share, grow its international network, compete more effectively on domestic routes, win back customers, and turn a profit.

The shopping spree for new airplanes is the latest of 22 planned initiatives to be announced in the rebirth of the newly privatised company. The bold strategy faces both headwinds and tailwinds that may make the journey to success a rough ride.

NEW AIRPLANES BRING GREATER OPERATIONAL FLEXIBILITY

The order for a mix of some 220 new B737 MAXs, B787s and B777s plus about 270 A350s and A320series jets, which includes options, reflects the versatility of those airplanes to fly domestic, regional, and long-haul missions. The selection of those air-

craft types is consistent with Air India’s vision to be both a full-service airline on regional and international routes, and a LCC domestically.

The carrier previously announced it was seizing an opportunity to acquire a surplus of B737 MAXs from the manufacturer and use them for LCC operations with Air India Express. Those aircraft are ideal for domestic routes yet equally attractive on regional routes, especially between primary and secondary cities in India and points in the Gulf.

Expect to see the airline introduce more ultra long-haul nonstops with the new B787s and A350s although it could also deploy widebodies in metro markets to satisfy peak demand.

BETTER NETWORK CONNECTIVITY TO REBUILD MARKET SHARE

Post-pandemic demand for domestic air travel is strong. Enplanements were up 48.8 per cent in 2022 over 2021 to 123 million passengers, according to IATA. Yet Air India carried just 8.7 per cent of that volume (about 25 per cent if you add the shares of Vistara, Air India Express and Air Asia India) compared to IndiGo, which had a 56 per cent share of the domestic market.

At last, Air India has addressed the need to have an effective domestic network with sufficient frequencies, seat capacity, and cities to feed its international expansion. This has always been the airline’s Achilles Heel. The new narrowbody aircraft are expected to expand services throughout the country, facilitating the transfer of passengers wholly on the Air India brand and challenging IndiGo’s domestic dominance. Accordingly, Wil-

Together with an expanded network, the aircraft improvements should help to redirect international bookings from competitors to Air India, increase front cabin yields, grow market share, and contribute more to the bottom line

CHAPTER 2

IndiGo – ‘300 Not Out’

At present, IndiGo’s fleet consists of the Airbus A320ceo & neo, the A321neo, and the ATR 72-600 aircraft

BY AYUSHEE CHAUDHARY

IndiGo, which has been significantly dominating the Indian carrier market, has chronicled another landmark. The budget carrier has touched a milestone of 300 aircraft strong fleet, it announced on January 6, 2023.

Speaking on the occasion, Pieter Elbers, Chief Executive Officer, IndiGo said, “We are excited to announce that our fleet size now stands at 300 aircraft, giving wings to our ambitions. The strong fleet will help us cater to emerging travel demands with the addition of capacity across domestic and international destination shores.”

At present, IndiGo’s fleet consists of the Airbus A320ceo & neo, the A321neo, and the ATR 72-600 aircraft. The no-frill carrier offers a capacity of 180 seats with its A320ceo fleet while the A320neo fleet comes with a seating capacity of 180 and 186. The airline also caters to the seating capacity of 222 and 232 with its A321 fleet while the ATR fleet that is mostly used for regional routes, has the seating capacity of 78.

“We have recently expanded operations across west, east, and north-east India as well as the middle east. We will strive to stay true to our promise of affordable fares, on-time performance, courteous and hassle-free service across a wide network,” Elbers added.

IndiGo has established itself to be amongst the fastest-growing low-cost carriers in the world. With its fleet of 300 aircraft, the airline also announced that it is operating over 1,700+ daily flights, connecting 76 domestic destinations and 26 international destinations. The carrier believes that the

300 aircraft strong fleet will help it in catering to the growing passenger volume, as Indian aviation marks recovery and growth in 2023.

With this feat, IndiGo has become the first Indian airline with this fleet size. After IndiGo, Air India has the second largest fleet size of 122 aircraft with 77 Airbus A320; 18 Boeing 777, 27 Boeing 787. Air India is followed by SpiceJet with a fleet size of 70 that includes 43 Boeing 737 and 28 Bombardier Q400 followed by Vistara having a fleet size of 59 that includes 51 Airbus A320, four Boeing 737 and three Boeing 787. Apart from these Go First has a fleet size of 58 aircraft followed by Air India Express (24) and Alliance Air with 22, according to knowindia.net

According to Statista.com, in 2021, globally, many airlines have over 300 aircraft fleet sizes including The Turkish Airlines with 312, Easyjet with 323, and Alaska Airlines with 330 aircraft. Other airline carriers with large fleet size include Air China at 444, China Eastern Airline at 581, China Southern Airlines at 626, Southwest Airlines at 734, Delta air lines at 781, and United airlines at 834. Currently, the largest fleet size in the world is that of American Airlines with over 900 aircraft. According to the carrier’s factsheet, at the end of 2022’s third quarter; American Airlines’ active Mainline Fleet was 908, active regional fleet 553 and 197 future deliveries were still listed.

In a report released by the Directorate General of Civil Aviation (DGCA), the regulatory body shared the performance of domestic airlines for the year 2022. The report was prepared by analysing the

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The airline also announced that it is operating over 1700+ daily flights and connecting 76 domestic destinations and 26 international destinations

CHAPTER

3

Indian MRO Set to Take-off

India holds an edge over other global MRO hubs as it has the availability of lowcost certified technicians

BY PULAK SEN

Dawn of the Year 2023 is like a glowing hue of crimson for the Indian Airline industry. With the full takeover of Air India, the Country’s Flag Carrier by the Tata Group on January 28, 2022, the Indian Airline Industry’s history has changed. The “new” Air India inducted two Boeing 777-200 aircraft in that year alone to operate routes to the USA. This number will increase in 2023.

Air India is close to placing landmark orders for as many as 500 aircraft worth tens of billions of dollars from both Airbus and Boeing as it carves out an ambitious renaissance under the Tata Group conglomerate. Speculations in the industry are that the large order will be split between the two OEMs with approximately 220 aircraft for Boeing and around 280 for Airbus. These would include the Boing 737 MAX, Boeing 787, Airbus A320 family and Airbus A350. In fact, the A350 came on a demonstration tour to India early last year.

Additionally, on September 22, 2022 Air India signed a definitive sale and lease back agreement with Willis Lease Finance Corporation for 34 CFM56-5B engines installed on its Airbus A320 family fleet. Under the sale side of the transaction, Willis Lease will purchase from Air India 34 engines powering 13 Airbus A321 aircraft and four Airbus

A320 aircraft. Through its programme ConstantThrust, Willis Lease will provide replacement and standby spare engines, allowing Air India to avoid potentially costly and unpredictable shop visits on engines powering a transitioning aircraft fleet. Willis Lease will also have an in-country team to coordinate and manage the entire programme and all logistics and transportation involved. This is the first of its kind in the history of Indian airline history.

Air India, India’s leading airline and a Star Alliance member, on December 5, 2022 announced the lease of six Boeing B777-300ER widebody aircraft to further augment its existing fleet. These aircraft are expected to be inducted in the first half of 2023. The decision to lease six aircraft is in addition to the thirty leased earlier in the year including twentyone Airbus A320, four Airbus A321 and five Boeing B777-200LR widebody aircraft. The airline’s aggressive expansion plan has already witnessed 19 longgrounded aircraft returning to the skies with nine more to follow even as the airline has stepped up lease of narrow and wide-body aircraft.

On December 8, 2022, Air India, announced plans to refurbish its entire legacy wide-body fleet, comprising 27 Boeing 787-8 and 13 Boeing 777 aircraft, committing over $400 million for the project. Air India has engaged leading London-based prod-

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The MRO business is capitalintensive and requires significant investment ininfrastructure, materials, training of manpower and technology

CHAPTER 4

Boosting Connectivity

Presenting the Union budget for 2023-24, Union Finance Minister said that fifty additional airports, heliports, water aerodromes and advance landing grounds will be revived for improving regional air connectivity

BY SANJAY BHATNAGAR

The government’s push to expand regional air connectivity seems to be bringing in encouraging results. Domestic air travel data indicates that on March 1, 2023 a total of 4,32,453 passengers travelled over 3,033 domestic flights, this is 8.5 per cent higher than the preCovid average of daily 3,98,579 passengers. Similar trend has been evident for the past four months. Indian aviation sector is at a cusp of unprecedented growth. This can also be gauged by the fact that during the month of January 2023, all Indian operational airports (taken together) handled 2,25,520 aircraft movements, carried 30.52 million passengers and 237.76 thousand tonnes of freight, all this is more than 40 per cent higher than same period last year.

The Regional Connectivity Scheme (RCS) UDAN (Ude Desh ka Aam Nagrik) was launched on October 21, 2016 by the Ministry of Civil Aviation (MoCA). In this regard continuous efforts of the Government have paid rich dividends. Media reports indicates that by February 2, 2023, more than 1,13,00,000 passengers have availed of this scheme over 2,16,000 UDAN flights.

RCS UDAN aims to enhance regional air connectivity from unserved and underserved airports in the country to make air travel affordable to the masses, essentially focusing on connectivity between the Tier-2 and Tier-3 cities of the country. Participating airlines based on their assessment of demand on particular routes, submit their bids under RCS UDAN. It is a market driven scheme,

where bidding rounds are conducted from time to time for covering more destinations and routes. The scheme has a validity of ten years by then the Government plans to operationalise 1,000 UDAN routes and prior to that it plans to develop 100 airports by 2024. By first week of February 2023, a total of seven bidding rounds have taken place and 467 UDAN routes covering 73 airports have been operationalised across the country. These also include nine heliports and two water aerodromes.

Considering the performance of Indian Civil Aviation sector since 2014, despite the setback during the COVID-19 pandemic, the government has continued to repose faith in the potential of RCS UDAN scheme. This is very much evident from continued budgetary support by the government over the past few years.

For FY 2023-24, the MoCA has been allocated a total of `3,113.36 crore including `3,026.70 crore for revenue and `86.66 crore for capital expenditure. Of this, `1,244.07 crore has been earmarked for the RCS UDAN for revival of 25 airports, operationalisation of 100 RCS routes and VGF for north east connectivity.

The government’s plan caters for Viability Gap Funding (VGF) requirements of the scheme through a levy on certain domestic flights. The airlines are being provided VGF under the scheme to keep the fares affordable and accessible for the common people. This way, funds generated from the sector themselves stimulate the growth and finance development of the sector. Continued VGF

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Success of RCS UDAN is crucial for India’s economic growth, especially when it is aspiring to achieve $5 trillion GDP in near term

The Challenges & Changes of India’s GA/BA Industry

The years, since the pandemic took over the world, have been an interesting time for the global GA/BA industry

BY AYUSHEE CHAUDHARY

The pandemic had proven to be a positive force in changing the perception that people largely held for the private aviation industry. With the COVID-19 virus hitting the world, the private aviation market did not see a downfall that was as severe as in the commercial aviation market. It rather witnessed a surge in demand for flights by business jets. The last couple of years ever since COVID hit the world have been a very interesting time for the GA/BA globally,” remarked Rohit Kapur, President, JETHQ Asia during the 7th BizAvIndia Conference.

“After the initial shock, there was a surge in demand for charters and people wanting to purchase aircraft, resulting in a significant explosion in the industry. This kind of growth has not been seen in the last 15 years or so, and as a result, the OEMs were overwhelmed with demand. The pre-owned market also experienced a surge in demand, causing prices to rise to unprecedented levels, and even after these price hikes, finding good quality products was challenging. The charter industry also experienced a surge in demand,

but they did not have enough aircraft to meet the demand, putting stress on the infrastructure, MRO, and supply chain,” Kapur added.

The hike in demand during the pandemic was as much as double for some of the operators. So much so that coping with the increasing demand for private jets had become a challenge for the operators of private jets. This was the scenario globally. The Indian General Aviation/Business Aviation (GA/BA) industry also witnessed some of these positive trends and more importantly the due attention came upon this sector of aviation.

Mahesh Iyer, President, Titan Aviation Group underlined that the aviation industry has the potential to be a game-changer. With the right owner’s mentality, businesses can make a lasting impact by flying in private jets, getting deals done and generating revenue through goodwill. Additionally, contributing to the aviation department can further enhance the industry’s growth.

The aviation industry in India has undergone significant changes in recent times, making it a major player on the world stage, echoed Rajan Mehra, CEO, Club One Air. With world leaders

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India has the potential to show a similar upward turn in business aviation as commercial aviation, given the ideal conditions for BizAv in the country

CHAPTER 6

Seaplanes in India –Unlocking New Opportunities

Seaplane services have the potential to unlock new opportunities in remote locations, boosting tourism, creating employment opportunities for locals, and spreading prosperity to regions that were previously considered distant and inaccessible

BY ROHIT GOEL

Seaplanes present an inherent advantage over traditional fixed-wing aircraft as they eliminate the need for expensive infrastructure such as airports and runways. Instead, they can land on lakes, calm rivers, backwaters, dams, and other water bodies, making them ideal for connecting diverse destinations. From the northern reaches of Kashmir to the southern tip of Kanya Kumari, from the western state of Gujarat to the North-Eastern states of Assam and Arunachal Pradesh, and from the Andaman and Nicobar Islands in the Bay of Bengal to the Lakshadweep Islands in the Arabian Sea, seaplanes have the potential to support tourism and drive economic growth.

Seaplane services have the potential to unlock new opportunities in remote locations, boosting tourism, creating employment opportunities for locals, and spreading prosperity to regions that were previously considered distant and inaccessible. By leveraging India’s vast network of lakes,

rivers, backwaters, and coastal areas, seaplanes can connect the length and breadth of the country, fostering economic growth and transforming the tourism landscape.

Once considered a mere possibility, the launch of seaplane services in India has now becoming a reality, offering a new dimension to the country’s civil aviation industry. The potential for seaplane operations had been recognised early on, with the Ministry of Civil Aviation (MoCA) acknowledging the significance of such services for the economy of the Andaman and Nicobar Islands and the Lakshadweep Islands. The Minister for Civil Aviation considered seaplane services as an extension of the UDAN scheme. In a series of transformative initiatives under UDAN, the Regional Connectivity programme of the Indian Civil Aviation Ministry is promoting the use of seaplane services. Prime Minister Narendra Modi’s flight aboard a seaplane on December 12, 2017, was seen as an opportunity to revitalise the Regional Connectivity Scheme (RCS)

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Another segment in the transportation industry that offers immense scope for the development is the Seaplane service

CHAPTER 7

Domestic and International Traffic

India’s aviation industry presents immense growth opportunities as it remains largely untapped, particularly considering that air travel is still relatively expensive for a significant portion of the population

BY ROHIT GOEL

The Indian civil aviation sector experienced significant growth during the year 2022 and showcased its potential as one of the fastest-growing industries in the country. Noteworthy development is the industry’s successful recovery from the impact of the COVID-19 pandemic. Air traffic movements in the fiscal year 2023 (AprilDecember 2022) reached 236.71 million, a substantial increase compared to 131.61 million during the same period the previous year.

In terms of passenger traffic, domestic passenger numbers for FY22 were estimated at 166.8 million, reflecting a year-on-year increase of 58.5 per cent, while international passenger traffic reached 22.1 million, a 118 per cent YoY increase compared to FY21. Freight traffic also displayed positive growth, with a compound annual growth rate (CAGR) of 2.52 per cent between FY16 and FY22, reaching 3.14 million metric tonnes (MMT) from 2.70 MMT. In FY23 (AprilDecember 2022), freight traffic stood at 2,390,320 tonnes. Projections suggest that freight traffic in Indian airports has the potential to reach 17 million tonnes by FY40. Additionally, the number of aircraft movements witnessed an increase from 1,757,112 in FY22 to 2,029,090 in FY23 (April-December 2022).

Looking ahead, the Indian civil aviation sector is

predicted to overtake all, becoming the world’s thirdlargest air passenger market by 2030 after both China and the United States, according to the International Air Transport Association (IATA). This growth trajectory is accompanied by an increase in the number of aircraft operating in the sector, projected to reach 1,100 planes by 2027. To accommodate the rising air traffic, the Indian government has been actively working on expanding the number of airports. As of 2022, there were 131 operational airports in the country, and the plan is to increase this number to 220 by 2025.

India’s aviation industry presents immense growth opportunities as it remains largely untapped, particularly considering that air travel is still relatively expensive for a significant portion of the population. The upwardly mobile middle class, which constitutes nearly 40 per cent of the population, holds significant potential as the aviation sector becomes more accessible. To promote the industry, the government has implemented the UDAN-RCS scheme, aiming to enhance air connectivity by offering affordable, economically viable, and profitable travel options on regional routes.

RESUMPTION OF COMMERCIAL SCHEDULED INTERNATIONAL FLIGHTS

The scheduled commercial international passenger

INDIA – A HIGH GROWTH MARKET

services were resumed from March 27, 2022 with the requirement of all such operations continue to follow the SOPs issued by the MoHFW as amended from time to time.

REGIONAL CONNECTIVITY SCHEME (RCS-UDAN)

The National Civil Aviation Policy (NCAP), 2016 envisages Regional Air Connectivity under Regional Connectivity Scheme (RCS). Ministry of Civil Aviation (MoCA) launched Regional Connectivity Scheme (RCS) –Ude Desh ka Aam Nagrik (UDAN) on October 21, 2016. RCS-UDAN is a flagship programme of MoCA.

The primary objective of RCS-UDAN is to facilitate/stimulate regional air connectivity and by making it affordable to masses through measures like (1) Concessions by Central Government, State Governments/ Union Territories (UTs) and Airport Operators to reduce the cost of airline operations on regional routes/ other support measures and (2) Viability Gap Funding (VGF) to meet the gap, if any, between the cost of airline operations and expected revenues on such routes.

After completion of the four rounds of bidding; 180 (unserved & underserved) airports including 25 water-aerodromes and 40 Helipads/Heliports have been identified under UDAN for operation of RCS flights by 2023-24.

459 RCS routes have been operationalised connecting 72 RCS airports (including 9 heliports and 2 Water Aerodromes) till date.

Five RCS airport and one Heliport have been operationalized during FY 2022-23 till date.

New City Pairs Connected Under UDAN: The routes are widely spread geographically, providing connectivity across the length and breadth of the country, ensuring balanced regional growth.

Tourism Routes: Till date, 63 routes have been awarded and the operations of 49 routes have led to a steady growth in the arrival of foreign tourists and forex earnings thereof.

Number of RCS Flight Seats: More than one crore RCS flight seats annually will be provided based on four rounds of UDAN completed till date.

Under RCS UDAN scheme, three lakhs passengers flew during FY 2017-18, 12 lakhs passengers flew during FY 2018-19, 31 lakhs passengers benefited during FY 2019-20, 15 lakhs passengers benefited during FY 2020-21, 33 lakhs passengers benefited during FY 202122 & 20 lakhs passengers benefited during FY 2022-23 till date. Total passenger flown till date 113 Lakhs (approximately).

FLYING TRAINING ORGANISATIONS (FTO)

There are 34 DGCA-approved FTOs operating at 52 bases in the country. FTO at IGRUA at Amethi (UP) is under the Central Government, eight are under State Governments and 25 are owned by the private sector. During 2022, four new bases became operational. The number of CPLs issued during the year 2017, 2018,

2019, 2020, 2021 and 2022 were 552, 640, 744, 578, 863 and 1,165 respectively. 1,165 CPLs were issued in 2022, an all- time high.

DISINVESTMENT OF AIR INDIA

The process of strategic disinvestment of 100 per cent stake of Government of India in Air India (AI) along with equity shareholding of Air India in Air India Express (AIXL) and AISATS completed on January 27, 2022. The winning bid was of Talace Pvt Ltd, a wholly owned subsidiary of Tata Sons Pvt Ltd for `18,000 crore as Enterprise Value (EV) consideration for AI (100 per cent shares of AI along with AI’s shareholding in AIXL and AISATS). Talace Pvt Ltd deposited the cash component of `2,700 crore (15 per cent of `18,000 crore) in the account of Department of Investment and Public Asset Management (DIPAM) and took over the debt of `15,300 crore (85 per cent of `18,000 crore).

After the strategic disinvestment of Air India, Air India Express Limited (AIXL) and Air India SATS Airport Services Private Limited (AISATS), the remaining subsidiaries of the erstwhile Air India Ltd i.e. AI Engineering Services Ltd (AIESL), AI Airport Services Ltd (AIASL), Alliance Air Aviation Ltd (AAAL) and Hotel Corporation of India Ltd (HCIL) have been transferred to AI Assets Holding Limited (AIAHL), a Special Purpose Vehicle created to facilitate the strategic disinvestment of Air India and these are at present subsidiaries of AIAHL. Process of disinvestment of these subsidiaries has been initiated.

RATIONALISATION OF TAX ON ATF

17 States/UTs have reduced VAT on ATF of which 15 States/UTs have reduced VAT on ATF between one per cent to five per cent while Karnataka has reduced VAT from 28 per cent to 18 per cent and recently Goa has also reduced VAT from 18 per cent to eight per cent.

DRONES

The Government of India has taken several steps to provide the framework for proliferation of Drones across sectors and also to make India a Drone Hub of the World.

The liberalised Drone Rules, 2021 notified, drone airspace map published, nearly 90 per cent of Indian airspace opened as a green zone for drone flying up to 400 feet.

A grand Bharat Drone Mahotsav 2022 was organised at Pragati Maidan during May 27-29, 2022 in the august presence of the Prime Minister as the Chief Guest. The event attracted over 70 drone exhibitors and 10,000 visitors, including school-children.

As on December 31, 2022, 5,714 Unique Identification Numbers (UIN) have been issued. 38 drone schools have been approved. The total number of Type Certificates issued as on December 31, 2022 is eight.

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In order to enable complex operations of drones, increase the overall safety in the UTM airspace and provide situational awareness to stakeholders,

AUSTRALIA

INTRODUCTION

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.

AUSTRALIA

ORGANISATION CHART - CIVIL AVIATION SAFETY AUTHORITY (CASA), AUSTRALIA

Board of CASA

Industry Complaints

Commissioner

Board Secretariat

Chief Executive Officer / Director of Aviation Safety

Chief Risk Officer responsibilities Chief Audit Executive responsibilities

Guidance, Transformation and Safety Systems

Safety, Risk and Intelligence

Transformation

Guidance Delivery

National Operations and Standards

Regulatory Oversight

Airworthiness and Engineering Operational Implementation

Air Navigation, Airspace and Aerodromes

Emerging Technologies and Regulatory Change

Flight Standards

Regulatory Services 1

Regulatory Services 2

Surveillance

Operations Improvement Team

Stakeholder Engagement

Communications

Client Services Centre

Sport and Recreation

Aviation

Industry and Government Engagement

Corporate Services

People and Capability

Organisational Strategy, Change and Information Management

Information Technology

Legal International and Regulatory Affairs

Litigation, Investigations and Enforcement

Advisory and Drafting

Finance

Source: www.casa.gov.au

ORGANISATION CHART - MINISTRY OF TRANSPORTATION AND TELECOMMUNICATIONS, BAHRAIN

Minister of Transportation and Telecommunications

Telecommunications Directorate

Postal Sector Regulation Directorate

Assistant Undersecretary Resources and Information

Undersecretary, Land Transportation and Post

Assistant Undersecretary, Post

Undersecretary, Civil Aviation Affairs

Communications and Marketing Directorate

Human

Financial

Source: https://mtt.gov.bh

Assistant Undersecretary, Land Transportation

Assistant Undersecretary, Air Navigation and Meteorology Services

Assistant Undersecretary, Air Transport and Aviation Safety and Security

Undersecretary, Ports and Maritime Affairs

Assistant Undersecretary, Ports Affairs

Assistant Undersecretary, Maritime Affairs

DATA & WHO’S WHO

WHO’S WHO - CIVIL AVIATION ADMINISTRATION, CHINA

HONG KONG

ORGANISATION CHART - CIVIL AVIATION DEPARTMENT, HONG KONG

WHO’S WHO - CIVIL AVIATION DEPARTMENT, HONG KONG

Source: www.civilaviation.gov.in

ORGANISATION CHART - MINISTER OF CIVIL AVIATION

Minister of State For Civil Aviation Secretary

Administration Dte Finance Section

GENERAL OF CIVIL AVIATION

CHARTDIRECTORATE

ORGANISATION

Director General of Civil Aviation

JDG (Admin)

Air Transport Dte (Air Operator Certification)

JDG (JSR) Aerodrome Standards Dte

Regulation and Information Dte

Airworthiness Dte (excluding AOC work)

DDG (KPS) CFOI

Air Transport Dte (excluding AOC) IT Division

Surveillance and Enforcement Division Training Division

Flight Standards Dte

Airworthiness Dte (AOC related)

Cabin Safety Division

Dangerous goods Division

Flight Standards Bureau

DDG (GTS)

Flying Training Dte

General Aviation and Business Aviation (including Helicopter Operations)

Adventure, Sports & Recreational division

JDG (AS)

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

Airspace and Air Navigation Services Standards Dte

JDG (LG)

Aircraft Engineering Dte Air Safety Dte SSP Division

source: DGCA Legends: JDG: Joint Director General; DDG: Deputy Director General

INDONESIA

INDONESIA

ORGANISATIONAL CHART - DIRECTORATE GENERAL OF CIVIL AVIATION

Director General of Air Transportation

Secretary of the Directorate General of Air Transportation

Director Air Freight Acting Director of Airport Director Flight Safety Directorate of Surveillance Navigation

Source: https://hubud.dephub.go.id

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Director of Airworthiness and Aircraft Operations

Assistant Vice-Minister (International Affairs/Aviation)

Aviation Network Department

ORGANISATION CHART - CIVIL AVIATION BUREAU

General Affairs Division

Counselor, Minister’s Secretariat (Budget of the Civil Aviation Bureau)

Aviation Strategy Division

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 Civil Aviation Bureau (Tokyo, Osaka)

*Regional Bureaus

*Affiliated Facilities & Institutions

Source: www.mlit.go

Air Traffic Control Center (Sapporo, Tokyo, Fukuoka, Naha)

Aeronautical Safety College (Main Institute & Iwanuma Training Center)

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Board Committees

MALAYSIA

ORGANISATIONAL CHART - MALAYSIA AIRPORTS

Board of Directors

Managing Director

Chief Risk Management & Compliance Officer Head of Internal Audit

Risk Management & Compliance Internal Audit

Chief Operating Officer Airport Operations Malaysla

Technical Services

Engineering Strategic

Planning, Development, Standard & Safety

Client Office - KLIA

Aviation Security Airport Fire & Rescue Services

Aviation Marketing & Development

Malaysia Airports (Sepang) Sdn Bhd

Malaysia Airports Sdn Bhd

Urusan Teknologi Wawasan Sdn Bhd

Operational Excellence & Guest Experience

Project Managemnet Office

Company Secretarial

Head of Corporate Integrity

Chief Operating Officer Airport Operations International ISG &

Board

Board Committees

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Chief Commercial Officer

Commercial Services

Commercial Business

Commercial Operations

ORGANISATION CHART - CIVIL AVIATION AUTHORITY

Minister of Transport and Communications

Legal Affairs

Public Relations & Communication

Human Resources

Finance & Administration Information Technology

General Administration for Aviation Regulatory and Oversight

General Manager

Rescues & Fire Fighting

Source: https://caa.gov.qa

QCAA President

President’s Office

International Cooperation

Internal Audit

Planning & Quality

General Administration for Air Operation and Service

General Manager

Airport Affairs Air Transport Air Navigation Air Safety Meteorology

Security & Facilitation

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SAUDI ARABIA

SAUDI ARABIA

ORGANISATION CHART - GENERAL AUTHORITY OF CIVIL AVIATION

Board of Directors

Member of the Board of DirectorsRepresentative of the Ministry of Economy and Planning

Member of the Board of DirectorsRepresentative of the Ministry of Finance

Member of the Board of DirectorsRepresentative of the Ministry of Tourism

Member of the Board of DirectorsRepresentative of the Ministry of Commerce

Member of the Board of DirectorsRepresentative of the Ministry of Transport

Member of the Board of DirectorsRepresentative of the private sector

Member of the Board of DirectorsRepresentative of the private sector

Member of the Board of DirectorsRepresentative of the private sector

Assistant to the President for Economic Policies and Air Transport

Assistant to the President for Aviation Security

Chairman of the Board of Directors

Aviation Investigation Bureau

External Auditor

Saudi Aviation Club Council

GACA President Deputy Chairman of the Board

Violation Examination Committee

Board of Directors Secretariat

General Manager of the President Office

The General Department for Startregy

The General Department for Privatization and Commercial Operation

The General Department for Quality and Customer Protection

The General Department for Internal Audit

Vision Realization Office

General Department for Legal Affairs

General Department for International Cooperation

General Department for Marketing and Corporate Communication

Saudi Academy of Civil Aviation

GACA’s Representative Office at the ICAO

Assistant to the President for Hajj and Umrah Services

Assistant to the President for Aviation Standards

Assistant to the President for Support Services

Assistant to the CEO for Operation

Assistant to the President for Information Technology

General departments and those affiliated with sectors are created by GACA President decision

Source: www.gaca.gov.sa

King Abdulaziz International Airport

Assistant to the President for Projects

Assistant to the President for Airports

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Board of Directors

Operation Sectors Legislative Sectors

SINGAPORE

(CAAS)

ORGANISATIONAL CHART –CIVIL AVIATION AUTHORITY OF SINGAPORE

Director (Internal Audit)

Authority Director General

Advisor, Civil Aviation Advisory Group

2 Deputy Director-General

International Relations Group

Air Navigation Services Group

Senior Director (Unmanned Systems Group)

Unmanned Systems Group Safety Regulation Group Senior Director (Safety Regulation Group)

Corporate Group

1 Deputy Director-General/Chief Risk Officer Aviation Development Group

Senior Director (Aviation Development Group)

Director (International Relations) Director (Singapore Aviation Academy) Singapore’s Representative on the Council of the ICAO Chief Technology Officer

Director (Aeronautical Telecommunications & Engineering)

Director (Air Traffic Services)

Director (Air Traffic Management Plans and Development)

Director (Unmanned Systems Policy, Regulations and Operations) Director (Unmanned Systems Technology, Engineering and Planning)

Director (Corporate Development and Emergency Preparedness)

Director (Human Resource)

Director (Finance) Director (Flight Standards)

Director (Airport Development and Planning

Director (Corporate Communications)

Dirrector (Transformation Office)

Director (Airspace Policy)

Chief Sustainability Officer

Director (Cybersecurity and Data Governance)

Director (Legal) Safety Policy and Planning

Chairman (Civil Aviation Medical Board)

Director (Aerodrome and Air Navigation Services Regulation)

Director (Air Transport)

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Director (Airport Operations Regulation & Aviation Security)

Director (Airport Economic Regulation)

Director (Aviation Industry)

Source: www.caas.gov.sg

SOUTH KOREA

SOUTH KOREA

ORGANISATION CHART - OFFICE OF CIVIL AVIATION OF MINISTRY OF LAND, INFRASTRUCTURE AND TRANSPORT

Korea Office of Civil Aviation of Ministry of Land, Infrastructure and Transport (MOLIT)

Deputy Minister

DG for Aviation Policy

Aviation Policy

Advanced Aviation

Int’l Air Transport

Aviation Industry

ICAO & Global Partnerships

DG for Aviation Safety Policy

Air Navigation Satellite Policy

Aviation Safety Policy & Licensing

Flight Standards

Airworthiness

Air Traffic

DG for Airport and ANF Policy

Airport Policy

Aviation Security Policy Division

Airport Safety & Environment

Airport Construction Team

Source: www.koca.go.kr

Seoul Regional Aviation Office

Busan Regional Aviation Office

Jeju Regional Aviation Office

Air Traffic Management Office

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SRI LANKA

WHO’S WHO - CIVIL AVIATION AUTHORITY

N.S. Casseer Deputy Director General (Aeronautical Services Regulation)

Deputy Director General (Aviation Safety Regulation)

Aviation Authority of Sri Lanka

Aviation Authority of Sri Lanka

(CM), DDG (ASR), DG (FSR), DDG (AVSR)

(CM), DDG (ASR), DG (FSR), DDG (AVSR)

(CM), DDG (ASR), DG (FSR), DDG (AVSR)

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The Civil Aviation Authority of Thailand

Corporate Strategy Department (CSD)

Legal Department (LEG)

Deputy Director (Safety)

Flight Operations Standards Department (OPS)

Airworthiness and Aircraft Engineering Department (AIR)

Personal Licensing Department (PEL)

Aerodrome Standards Department (AGA)

Air Navigation Services Standards Department (ANS)

Source: www.caat.or.th/en

Board of Commissioner Director

Quality Assurance Department (QAD)

Aviation Safety Management Department (SMD)

Deputy Director (Security/Economic/Promotion)

Aviation Security and Facilitation Standards Department (SFD)

Economic Regulation Department (ERD)

Flight Formalities Department (FFD)

Aviation Industry Promotion Department (APD)

Aeronautical Information Services Department (AIS)

Deputy Director (Corporate Support)

Information and Communication Technology Department (ITD)

Human Resource Management Department (HRD)

Financial Accounting and Budgeting Department (FAB)

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Deputy Director General and Member of the Board

Head of Air Navigation Department

Head of Electronics Department

Acting Head of Information Technologies Department

Chief Manager of the Airports Slot Coordination Centre

TURKEY

Chairman of the Board and Director General

Deputy Director General and Member of the Board

Head of Human Resources Department

Head of Operations Department

Head of PublicPrivate Partnership Department

Head of Purchasing and Supply Department

Head of Marketing and Trade Department

Member of the Board

Deputy Director General and Member of the Board

Head of Support Services Department Head of Aviation Training Department

Head of Aviation Medical Aid and Security Department Acting Manager of Health and Safety Department

Deputy Director General

Acting Head of Finance Department

Head of Construction and Real Estate Department

Head of Corporate Communication Department

Head of Inspection Board

Acting Head of Legal Service

Head of Internal Audit

Head of Strategy Development Department

Manager of Office of the Board

Acting Manager of Private Secretariat

UNITED ARAB EMIRATES

ORGANISATION CHARTGENERAL CIVIL AVIATION AUTHORITY

Board of Directors

Chairman of The Board

Director General

Deputy Director General Advisors

UAE Permanent Mission to ICAO

Air Accident Investigations

UNITED ARAB EMIRATES

Director General Office

Internal Audit Office

Quality and Risk Management

Support Services

Strategy & International Affairs

Finance & Administration

Procurement & Contracts

Human Capital

Technology

Information

Legal

Corporate Strategy & Performance

Corporate Development

Air Transport

Corporate Communication

Commercial Services (IACT)

Aviation Security Affairs

Aviation Safety Affairs

Air Naviation Services

Policy, Regulation & Planning Intelligence & Threat

Oversight & Inspection

Assessment

Policy, Regulation & Planning

Air Worthiness

Flight Operations

Foreign Operators Affairs

Licensing

Air Navigation & Aerodromes

Air Traffic Management (ATM)

Communication Navigation & Surveillance Systems (CNSS)

Aeronautical Information Management (AIM)

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ANSP Training Quality & Safety

Source: www.gcaa.gov.ae

Audit Committee Investment and Strategy Comittee

VIETNAM

ORGANISATION CHART - VIETNAM AIRLINES

General Meeting of Shareholders

Board of Supervisors

Executive Vice President Flight Operation Director

Operation Control Center

Flight Crew Division 999

Branch of VNA Flight Training Center

Executive Vice President Sales Director

Board of Directors

Chief Executive Officer

Executive Vice President Services Director

Executive Vice President Technical Director

Executive Vice President In Charge of Safety

Executive Vice President In Charge of IT and External Investments

Source: Vietnam Airlines Annual Report 2019

Marketing & Sales Departiment

Cargo Marketing & Planning Department

Branch of VNA Golden Lotus Center

Northern Branch of VNA

Southern Branch of VNA

VNA Oversea Branches & Regional Offices

Human Resources and Remuneration Committee Subsidiaries & Associates TO

Passenger Services Department

Tan Son Nhat Operation Center

Noi Bai Operation Center

Carbin Crew Division

Technical Department

Supply & Material Management Department

Sefety-Quality Department

Information Technology Department

Other Executive Vice President

Corporate Planning & Development Department

Investment & Procurement Department

Finance & Accounting Department

Inspection and Auditing Department

Aviation Security Department

Aviation Center for Research & Implementation

Heritage Magazine

Branch of VNA Vietam Air Service Company

Corporate Affairs Department

Human Resource Department

Legal Department

Brand & Communication Department

PROFILES: CIVIL AVIATION – AUSTRALIA, BAHRAIN, CHINA

Profiles: Civil Aviation

Pip Spence (AUSTRALIA)

Chief Executive Officer (CEO) and Director of Aviation Safety (DAS) Civil Aviation Safety Authority

Pip Spence commenced as the CEO and DAS on May 17, 2021. Before joining CASA, Pip was the Chief Operating Officer and Deputy Secretary for the Arts at the Department of Infrastructure, Transport, Regional Development, Communications and the Arts. Before that she was the Deputy Secretary for Transport. In this role, Pip was responsible for aviation

and airport policy and programme matters. Pip has held senior leadership roles across the Australian Public Service including:

y Department of the Prime Minister and Cabinet.

y the then Department of Broadband, Communications and the Digital Economy.

In that role Pip was closely involved in establishing the National Broadband Network and the associated reform of telecommunications regulations.

Pip commenced her career in the Department of Transport and Communications, where she worked in a number of aviationrelated areas. This included working in the office of the Minister for Transport.

Minister of Transportation and Telecommunications

Mohamed bin Thamer Al-Kaabi was appointed as Minister of Transportation and Telecommunications in June 2022.

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

He is responsible for regulating, developing and promoting the Transportation and Telecommunications sector in the Kingdom of Bahrain, as well as the postal services. Prior to his appointment as Minister of Transportation and Telecommunications, Mohamed has over 40 years experience in the aviation industry. He earlier served as the Undersecretary of Civil Aviation Affairs from 2016 until 2022 and held several senior executive positions at Bahrain Airport Company.

(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.

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

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.

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Mohammed Thamer Al-Kaabi (BAHRAIN)

Feng Zhenglin (CHINA) Administrator (Minister Level), Secretary of CPC Group, CAAC

PROFILES: AIRLINES – AUSTRALIA, BAHRAIN, CHINA

Profiles: Airlines

Qantas (AUSTRALIA)

ALAN JOYCE, Chief Executive Officer and Managing Director

Alan Joyce was appointed Chief Executive Officer and Managing Director of Qantas in November 2008. He is also a Member of the Safety, Health, Environment and Security

Qantas (AUSTRALIA)

ANDREW DAVID, CEO of Qantas Domestic, International and Freight Businesses

Andrew David has been a proven leader in the airline industry for over 30 years, culminating in his current role as CEO of Qantas Domestic, International and Freight businesses.

He joined the Qantas Group in 2013 and has held a number of roles including Chief Operating Officer for Qan-

Gulf Air (BAHRAIN)

Committee. He is also a Director of a number of controlled entities of the Qantas Group. Between June 2009 and October 2021, Joyce was a Member of the International Air Transport Association’s Board of Governors, having served as Chairman from 2012 to 2013. He was also a Director of the Business Council of Australia between November 2013 and November 2022 and the Chief Executive Officer of Jetstar from 2003 to 2008. Before that, he spent over 15 years in leadership positions with Qantas, Ansett and Aer Lingus.

tas and Executive Director at Jetstar Japan. Andrew’s career has seen him work in the UK, Japan, Singapore, Australia and New Zealand. After starting his working life in technology and innovation, he progressed into executive leadership roles covering financial, commercial and operational accountability.

As Chairman of an IT business that was ultimately sold to a US private equity firm, Andrew gained valuable commercial insight as well as practical governance and board leadership. He has broad experience in leading large-scale successful change, including start-ups, mergers, acquisitions and transformation programmes.

CAPTAIN WALEED ABDULHAMEED AL ALAWI, CEO

Captain Waleed Al Alawi was announced as the airline’s Chief Executive Officer in October 2022. As Deputy Chief Executive Officer and later on as Acting Chief Executive Officer of Gulf Air, Captain Al Alawi was instrumental in rolling out and executing the airline’s Boutique Strategy, launched in 2018, with Customer Centricity at its heart. Captain Al Alawi began his journey in aviation in 1980 with Gulf Air, where he later progressed to training captain. Before coming back to Gulf Air in 2017, Captain Al Alawi led a distinguished career with Bahrain Royal Flight for 18 years.

Air China (CHINA)

MA CHONGXIA, Chairman

Ma Chongxian, aged 57, started his career in civil aviation industry in July 1988 and served as Vice President and a member of the Standing Committee of the Communist Party Committee of Air China from April 2010 to May 2021, and served as Vice General Manager and a member of the Leading Party Members’ Group of China National Aviation Holding Corporation Limited (“CNAHC”) from December 2016 to April 2021. He served as Deputy Secretary

of the Leading Party Members’ Group of CNAHC from April 2021 to September 2022, and a Director of CNAHC since May 2021. He served as General Manager of CNAHC, and concurrently as President and Deputy Secretary of the Communist Party Committee of the Company from May 2021 to September 2022. Ma has served as a non-Executive Director of Cathay Pacific since June 2021, an Executive Director of the Company since July 2021 and the Vice Chairman of the Company from July 2021 to September 2022. He has served as the Chairman and secretary of the Leading Party Members’ Group of CNAHC, and the Chairman and Secretary of the Communist Party Committee of the Company since September 2022.

PROFILES: BUSINESS AVIATION – USA, UAE, CHINA

Profiles: Business Aviation

Edward M. Bolen (USA)

President and CEO, National Business Aviation Association (NBAA)

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.

Juergen Wiese (UAE)

Chairman, European Business Aviation Association (EBAA)

Juergen Wiese was appointed EBAA Chairman in September 2016. With over 30 years’ experience in aviation, he currently oversees BMW’s global corporate aviation operations including EASA Part 145 and

Ali Ahmed Alnaqbi (UAE)

Founding & Executive Chairman Middle East & North Africa Business Aviation Association (MEBAA) & Chairman of the International Business Aviation Council (IBAC)

Ali Ahmed Alnaqbi is the Founding and Executive Chairman of the Middle East & North Africa Business Aviation Association (MEBAA) based in the United Arab Emirates. A seasoned industry professional with more than 32 years of experience in the aviation industry, he sits on the Board of several reputed international aviation companies. He entered the industry as Vice President for Finance & Administration

Jenny Lau (CHINA)

Chairwoman, Asian Business Aviation Association (AsBAA)

Jenny Lau is the founder and President of Sino Jet Management Limited, a leading management company in Asia Pacific, which she established in 2011. Throughout the years, she played a prominent role in formulating and implementing the company’s growth and

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 US 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.

Part M organisations. Wiese began his aviation career as an officer in the German Air Force, serving in the Air Crew Selection Program for Air Force and Navy in his last assignment.

After working as a flight instructor and developing and managing a start-up air charter business he joined BMW AG in 1995. He also served as the Managing Director of BMW’s Global Corporate Travel Service for more than six years and was instrumental in securing permanent SAF supply to a major European airport.

in the Presidential Flight in UAE. In this role, he became involved with VIP air transportation and is the founder of Royal Jet and in 2006, he began identifying stakeholders to establish MEBAA. With his vast administrative and financial expertise, Alnaqbi was able to make valuable contributions in the business aviation sector to serve (MEBAA) and represent the industry throughout the region.

In 2007, Alnaqbi was elected to represent MEBAA in the International Business Aviation Council (IBAC), based in Canada. In 2017, he was elected to the position of Vice President of the council for a period of 3 years, after which he was elected to Chair the IBAC in 2020 to be the first Arab ever to hold this post in the International Council. Alnaqbi was re-elected as Chairman of the council for the second time in a row for a period of three years (2023-2025).

development strategies. Today, Sino Jet has the largest fleet in Asia Pacific Region and ranked as the fastest growing management company in 3 consecutive years. Lau was elected as the first female Chairperson of the Asian Business Aviation Association (a.k.a. AsBAA) since its establishment in 18 years, and awarded as “Woman of the Year” in 2015 by AsBAA as well as “Outstanding Contribution to Business Aviation” by Sapphire Pegasus Business Aviation Award.

Jenny Lau is keen on creating new business opportunities by forming win-win alliances with industry peers.

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