SP's Civil Aviation Yearbook 2017-2018 by SP Guide Publications Pvt Ltd

SPâ&#x20AC;&#x2122;s

Civil Aviation

Yearbook 2017-18 i n a u g u r a l

i s s u e

editor-in-chief

jayant baranwal

SPâ&#x20AC;&#x2122;s

Civil Aviation

Yearbook 2017-18 i n a u g u r a l

i s s u e

PHENOM 300: SAFETY, ADVANCED AVIONICS, COMFORT “What inspired my purchase was a combination of the passion and love of aviation and to pilot a jet like the Phenom 300. But also for business purposes, I can fly around the world and meet with vendors who supply us raw materials. I can meet with retailers, so it’s very exciting to fly very quickly to them and avoid the delays and cancellations of commercial air travel. Plus, you can fly into smaller airports that are closer to your destination. And what got me so excited about Embraer was its DNA building airliners, the ERJs. I always tell people Embraer forgot it’s building executive jets. They still believe they’re building airliners for endurance, safety, redundancy. Embraer treats me as well or better than its airline customers. The company goes out of its way to keep the plane upgraded with service bulletins, improving the systems of the plane, improving every aspect of the airplane. I like the fact that Embraer is just constantly improving the Phenom 300, and they do a phenomenal job of keeping parts in stock. The plane is very stable. Passengers like the combination of the safety of the airplane, the advanced avionics, combined with the comfort of the plane. The lavatory being externally serviceable is awesome for both the owners/operators and passengers. I wanted the latest, greatest, best, safest technology, and Embraer had it all, from the avionics to the engines to the systems.”

- Wayne Gorsek, Founder & CEO, DrVita.com Watch Wayne’s story and request more information at EmbraerExecutiveJets.com/Wayne

The Phenom 300 — the best-selling business jet in the world — is a clean-sheet-design light aircraft that delivers best-in-class speed and field performance, next-generation avionics, a spacious cabin and a largest-in-class baggage compartment. Its comfortable, highly intuitive cockpit, with large displays and state-of-the-art avionics, enhances situational awareness. Delivering superior comfort and style, the Oval Lite® cabin provides ample leg and head room and the largest galley and windows in its class, for abundant natural light. Up to 11 occupants also enjoy the best cabin altitude in the category. Contributing to its enviable presence on the ramp, the signature air stair leads to the largest entrance door in its class. The Phenom 300’s superior overall performance, combined with class-leading fuel efficiency, reinforce its breakthrough status and strong acceptance in the marketplace.

SPâ&#x20AC;&#x2122;s

Civil Aviation

Yearbook 2017-18 i n a u g u r a l

i s s u e

editor-in-chief

jayant baranwal

Copyright © 2017 SP Guide Publications All rights reserved. The information published herein is for the personal use of the reader and may not be used for any other activity. No part of this book may be reproduced, stored in a retrieval system or transmitted in any form by any means – digital, electronic, mechanical, photocopy, recording or otherwise – without the prior written approval of the Editor-in-Chief. For copyright permissions, please contact: The Editor-in-Chief SP’s Civil Aviation Yearbook A-133, Arjun Nagar, Opposite Defence Colony New Delhi 110003, India. E-mail: editor@spscivilaviationyearbook.com The publisher shall not be liable in the event of incidental or consequential damages in connection with, or arising out of, the furnishing or use of the information, associated instructions/claims of productivity gains. Concept founded by Shri SUKHDEO PRASAD BARANWAL in 1965 Published by Jayant Baranwal SP GUIDE PUBLICATIONS New Delhi, India Designed by SP Guide Publications Team

Corporate Office:

SP GUIDE PUBLICATIONS PVT LTD A-133, Arjun Nagar Opposite Defence Colony New Delhi 110003, India. Tel: +91 (11) 24644693, 24644763, 24620130, 24658322 Fax: +91 (11) 24647093 E-mail:

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mESSAGE

P. ASHOK GAJAPATHI RAJU Minister of Civil Aviation Government of India

• MESSAGE

am pleased to know that SP Guide Publications has been into the business of publication and journalism since 1964 and providing qualitative publications especially in the field of aviation. I have been informed that they publish some 7 regular publications apart from various dedicated publications they do bring out at the shows as well. I am glad to know that SP Guide Publications is now planning to bring out a reference document for the Civil Aviation market. SP’s Civil Aviation Yearbook (on the lines of SP’s Military Yearbook being published since 1965), I do hope will work towards spreading the reference information and addressing the data requirements of the industry.

(P. ASHOK GAJAPATHI RAJU) Message received on January 20, 2016

A million reason$ to ﬂy ATR.

That’s why we’re

the Regional Leader. #ATRLeads Choosing ATR’s solutions generates $1 million of savings annually, per aircraft, compared to their direct competitors. This explains the vast success of the program and its leadership in terms of orders, deliveries, backlog, operator base, investor’s opinion and residual value retention. atr-aircraft.com

17T2933_AP_04_SP_Civil_Aviation_180x226mm_GB.indd 1

23/11/2017 16:49 O O O O O O O O

CONTENTS colour pages 1. editorial

2. sukhoi superjet 100: program status

Black & white Pages section 1: perspectives & outlook 1. Commercial Aviation Market Outlook in Middle East & Asia

r. chandrakaNth

2. Regional Aviation Market Outlook

r. chandrakaNth

3. Business Aviation Market Outlook

r. chandrakaNth

4. Business Aviation in Middle East

BIKRAM VOHRA

5. Business Aviation Contributes to National Economy – NEXA Study

A.K. Sachdev & R.K. Goel

6. MRO Trends in Middle East

BIKRAM VOHRA

7. India – A Growing Civil Aviation Destination in Asia

Amber Dubey

8. Bio-Fuels: Reducing Carbon Footprint

r. chandrakaNth

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SP’s CIVIL AVIATION YEARBOOK 2017-2018

editorial contents

section 2: regional outlook 1. High Growth Countries: China, Hong Kong & India

2. Asia Domestic Networks: Indonesia, Malaysia, Thailand, Taiwan, Japan & South Korea 51 3. Other Asia: Sri Lanka & Singapore

4. Middle East Domestic Networks: Saudi Arabia & Turkey

5. Other Middle East: Bahrain, Qatar & United Arab Emirates

6. Business Aviation in the Region

7. Interpreting the Trends

byron bohlman

section 3: Reference Data & Who’s Who 1. BAHRAIN

2. CHINA

3. HONG KONG

101

4. INDIA

106

5. INDONESIA

128

6. JAPAN

129

7. MALAYSIA

131

8. SAUDI ARABIA

147

9. SINGAPORE

149

10. SOUTH KOREA

151

11. SRI LANKA

152

12. TAIWAN

161

13. THAILAND

163

14. TURKEY

166

15. United Arab Emirates

169

8 SP’s CIVIL AVIATION YEARBOOK 2017-2018

contents

16. Profiles

173

Civil Aviation 173

Business Aviation 182

section 4: experts’ voices 1. THE FUTURE FOR AVIATION IN INDIA

185

ESSA SULAIMAN, emirates

2. INDIA READY TO TAKE-OFF

189

DAVID LIM, singapore airlines

3. ASIA-PACIFIC REGION WILL DRIVE PASSENGER GROWTH

191

CESAR SOUTO PEREIRA, embraer commercial aviation

4. THE WORLD’S MOST TECHNOLOGICALLY ADVANCED BUSINESS JET

195

DAN NALE, gulfstream aerospace corp.

5. MAKING AIR TRAVEL EXPERIENCE MORE ENJOYABLE

197

COLIN MAHONEY, rockwell collins

6. PREPARING THE SKIES FOR MASS TRANSIT

201

BYRON BOHLMAN

section 5: india – a high growth market 1. COMMERCIAL FLEET PROFILE

205

2. NUMBER OF AIRLINES

209

3. DOMESTIC & INTERNATIONAL TRAFFIC

213

4. CIVIL AIRCRAFT MOVEMENTS

217

5. REVENUE-EXPENSES-PROFITABILITY

221

6. AVIATION FUEL

227

7. AIR CARGO

229

8. BUSINESS AIRCRAFT

233

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SP’s CIVIL AVIATION YEARBOOK 2017-2018

editorial contents

section 6: Aircraft Catalogue 1. COMMERCIAL AIRCRAFT SPECIFICATIONS

2. business AIRCRAFT SPECIFICATIONS

241

Airbus 241 / ATR 247 / boeing 251 / bombardier 256 / comac 263 / embraer 264 saab 266

267

BAE 267 / bombardier 268 / britTEn norman 276 / casa 276 / cirrus 277 / falcon 278 embraer 280 / Fokker 283 / gulfstream 283 / Mcdonnell douglas 286 / pacific aerospace 287 / piaggio 288 / pilatus 289 / piper 290 / textron aviation 291 viking air 296

Runway Not Required The Twin Otter 400S regional commuter seaplane can reliably operate in extreme environments with minimal maintenance support, making it the ideal solution for remote water-based operations.

10 SP’s CIVIL AVIATION YEARBOOK 2017-2018

SP’s

Civil Aviation

Yearbook 2017-18 i n a u g u r a l

i s s u e

EDITORIAL

Fascinating Times. Challenging Times.

t’s a stark contrast to where we were at the end of the last decade. The world economy had suddenly contracted. The price of crude oil had skyrocketed. Financing a new airplane was nearly impossible. Several carriers had collapsed throwing thousands of unpaid employees out of work, and stranded passengers were frustrated with the industry’s mismanagement. The free market forces that led to such rapid expansion of global airline business also led to its equally rapid fall. Today’s key indicators point to a stronger economy. GDP is positive. Personal disposable income is up. People are travelling and buying airline tickets. Airlines are making profits once again and ordering huge numbers of new aircraft to meet the double-digit annual growth in traffic. The low-cost, low-fare airline phenomenon has arrived here and is bringing affordable air travel to people who have never flown before. These days, you don’t need a crystal ball to see into the future. In the case of aviation in India, you need only to follow the trends reported by the industry’s leading analysts to know that the next decade will be one of unprecedented growth. IATA, aircraft manufacturers, business jet associations, government and global consultants all share a common outlook – air travel in India is literally taking off.

Change for the Better

India’s Ministry of Civil Aviation has implemented many badlyneeded reforms that have put the domestic industry on much more

solid footing. Changes to the ATF tax and the elimination of the 5/20 Rule for new airlines have helped. So, too, has the adoption of the Regional Connectivity Scheme (RCS). Finally, there are real incentives for airlines to link 39 unserved and underserved airports with mainline air networks. The May 2017 UDAN Report outlined excellent initiatives that the Ministry is undertaking to prepare the country for the forecast growth so that airlines and passengers won’t be constrained by inadequate infrastructure and capacity. There is a new five-year moratorium on airport royalties, route dispersal guidelines have been set to facilitate the trading of regional available seat kilometers, and domestic airfares are now capped at `2,500 per hour.

Preparing for the Future

There’s more. The Ministry has allocated `4,500 crore to be spent on infrastructure upgrades at 50 airports over the next two years. There are now Open Skies Air Services Agreements with 49 countries and five SAARC nations and Indian carriers no longer need approval for code-shares with foreign airlines. By the end of 2017, another 400 air traffic controllers would have been added to the 800 that were recruited in the previous two years. The Ministry is formulating a skill development plan and has set up the Aerospace and Aviation Skill Sector Council to determine qualifications for 38 critical job functions to manage the aviation sector in

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SP’s CIVIL AVIATION YEARBOOK 2017-2018

editorial

Minister of Civil Aviation P. Ashok Gajapathi Raju with the Publisher and Editor-in-Chief of SP’s Civil Aviation Yearbook, the latest initiative on the part of SP Guide Publications

the future. It is also working to develop an apprenticeship programme for aircraft maintenance engineers to locally service the nearly 1,000 aircraft that will be in the country’s fleet in the next decade. Congestion at India’s biggest airports continues to be a problem. We are optimistic that the RCS will relieve some of the pressure by incentivising airlines to bypass hub connections in favour of more nonstop flights between secondary cities. Certainly GAGAN, the new satellite-based GPS-Aided Geo Augmented Navigation system, will improve the efficiency of aircraft movements in the air.

These are Fascinating Times

We applaud the Ministry for undertaking these initiatives. They’re essential to better position the aviation industry for the future. More importantly, we believe government has a vital role to play so that history doesn’t repeat itself. Indeed, the economic and competitive landscape is different compared to ten years ago, but the forces of competition can be both constructive and destructive. New regulations that promote healthy competition, keep capacity in check, especially with so many LCCs, and link more of the country with regional connectivity incentives should strengthen the balance sheets of India’s airlines. If only it were that easy. Airlines will always go where they can make a profit. But profitability can be fleeting. A sudden spike in the price of jet fuel, a drop in the value of the Rupee in relation to the Euro or US Dollar, overcapacity that depresses ticket prices, an unforeseen contraction in demand — all of these could tip the scales and push airlines into the red. Yet that is the volatile nature of the business, and what makes it so fascinating. We believe the industry is much stronger having weathered its near-collapse at the end of the last decade. The Ministry of Civil Aviation is taking steps to prevent the severity of another downturn which, as we know, is characteristic of the cyclical airline business. It is working closely with established experts, like those from KPMG, to review their recommendations to build a vibrant, sustainable Indian aviation industry. Government involvement should not be seen as interference in the free market. Rather, it should be seen as a partner, providing structure, oversight, and the financial and human resources that ensure the viability and efficiency of it. If the country is to realise its full potential and achieve the growth that the world’s economists are expecting, then its aviation policies will serve the interests of the nation, not just the interests of big business.

A Brand New SP’s Civil Aviation Yearbook

We at SP’s with a background of SP’s Military Yearbook being published since 1965 decided to introduce a dedicated Yearbook that

12 SP’s CIVIL AVIATION YEARBOOK 2017-2018

we believe will give better visibility to the issues that are shaping the civil aviation industry. We have been reporting on these trends in our monthly, bi-monthly and quarterly publications. The Yearbook has interestingly included insights from leaders in the aerospace community giving their perspectives on what will shape the future of their businesses. As much as commercial aviation dominates the headlines, our Yearbook also focuses on regional aviation, business aviation and cargo. These sectors are often good indicators of economic performance. An increase in cargo movements and growing demand for business aircraft reflect confidence in the future. As trade ties between India and South East Asia strengthen, you can expect to see more non-commercial aircraft in the skies, especially with the longrange capabilities of today’s business jets. Globalisation means that all economies are connected so our Yearbook is not only focused on India. We’ve highlighted some of the issues facing airlines in the Middle East, China and the rest of Asia; thereby effectively touching upon Asia-Pacific, South Asia, Middle East with a selection of 16 key countries which are the largest aviation markets in these regions. It is interesting to mention, for example, the recent order for smaller-capacity aircraft from a flagship carrier in the UAE may signal an end to the love affair with mega-sized jets. Could countries like India be a dumping ground for the used behemoths? You’ll also find useful reference data on organisations and aircraft. The Yearbook is a one-stop resource to find out who’s who in the often complex and confusing hierarchy of airlines and government bureaus. We’ve also compiled vital statistics on the most common aircraft that are flying in the region. The fleet profiles and summaries draw some rather insightful conclusions. These are both fascinating and challenging times for aviation in the world. The future looks bright and we are eager to follow the progress of the industry and report on its up and downs throughout

editorial the year. We’ll also be tracking its performance and updating many of the charts and data in subsequent Yearbooks with commentary by key personnel whose companies and product innovations continue to spark our imagination. We welcome our valuable readers to make use of a host of perspectives, outlooks, information, analysis, data indicating on various levels of trends and shares, reference elements including specifica-

tions of aircraft being operated in the region in this inaugural edition of SP’s Civil Aviation Yearbook. As we move forward and start looking at further editions in due course, we shall welcome the suggestions from all the quarters so that the Yearbook will continue to evolve and to serve the civil aviation industry with its best of attempts towards providing an indispensable reference document.

Acknowledgments Byron Bohlman: I would like to mention the name of Byron Bohlman who has been extensively involved in giving shape, structure and the format to the series of thoughts of mine in the form of SP’s Civil Aviation Yearbook in addition to various key editorial contributions to the Yearbook. In spite of constantly being on travel and having various other commitments, Byron has always standing by for any discussion or clarification at any point of time irrespective of difference in time zones. Byron has played the role of an enabler and I believe that such expression is not really an escalation of the assistance he has extended. He therefore remains immensely entitled for our sincere thanks and sense of gratitude. Contributors: R. Chandrakanth, our former Assistant Editor has contributed a decent collection of articles on market outlooks and holistic trends. Bikram Vohra, our Senior Contributor from Dubai has provided inputs towards some of the key trends and scenarios in the Middle East. Amber Dubey, my friend from KPMG India has given an interesting and thought provoking piece on how India is getting and can get on to the point of being the most sought after civil aviation destination in the entire region. A.K. Sachdev (a regular contributor for our various aviation magazines) and Rohit Goel (Executive Vice President in our company) together have put the outcomes of NEXA study in the shape of an article that advocates the benefits of business aircraft ownership

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.

towards the business targets’ achievements. Management: Rohit Goel has played important role in the content flow handling, overall management including that of research of various data that was needed in SP’s Civil Aviation Yearbook. Research: The team at SP Guide Publications, involving Rimpy Nischal, Bharti Sharma and Survi Massey did the most praiseworthy job of extensive research, meeting the very requirement of data that is of reference valuemaking the Yearbook a must, an indispensable reference document for the commercial aviation market. Sales efforts: Team comprising of Neetu Dhulia (Director – Sales & Mktg) and Rajeev Chugh (GM – Sales) have made the efforts to bring in some support for this novel effort of ours. We believe SP’s Civil Aviation Yearbook will pilot a long journey and expand the scope of opportunities and avenues for SP Guide Publications the way our SP’s Military Yearbook has been doing since 1965. Design: Anoop Kamath, Creative Director, ably assisted by Vimlesh Kumar Yadav and Sonu Bisht worked hard to put all the elements together making the document readable, easy to navigate and importantly interesting to read.

Jayant Baranwal Editor-in-Chief 13

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SP’s CIVIL AVIATION YEARBOOK 2017-2018

PROGRAMme UPDATE

Sukhoi Superjet 100: Program Status

t the moment almost one hundred the Sukhoi Superjet 100 aircraft are operated around the world. In total aircraft have performed more than 295,000 flight hours for more than 200,000 commercial flights since entering into service in 2011. The following Russian airlines and governmental agencies are among SSJ100 operators: Aeroflot, Gazpromavia, Yakutia, Yamal, IrAero, Ministry of Internal Affairs of the Russian Federation, EMERCOM of Russia, “Russia” Special Flight Squadron, RusJet. Interjet (Mexico), CityJet (Ireland) and the Royal Thai Air Force make the list of foreign customers. Aftersales. Spares Distribution Program is supported by two services packages. The first is Basic SuperCare Plan including exchange parts pool access, guaranteed availability and LRU-off wing maintenance and SuperCare Plan Option implying on-site stock, Landing Gear/APU maintenance, engineering services. Spare parts warehouses for SSJ100 operation support are located in Russia and abroad, particularly in Fort Lauderdale (USA) and Munich (Germany). The partner of the project, engine manufacturing company PowerJet, has opened its own warehouse in Moscow Region for SSJ100 in-service support. SCAC is considering optimization of spares distribution network and increase of part numbers in stock thus ensuring 24/7 support of operators of this aircraft type around the world. Market Overview. SSJ100 modifications created on the basis of the current platform, such as SSJ100 with 2960 km and 4320 km flight range and Sukhoi Business Jet, certified by Russian and European aviation authorities, as well as particular national aviation authorities, can take up to 10% of the market share in 100-seat segment. During next five years it is planned to deliver about 170-180 aircraft, including business configurations, with the aim to deliver 35-40 SSJ100 per year. Stretched Version. During the detailed design phase it was decided that SSJ100 stretched version should be implemented step by step, progressively improving SSJ100 current platform and developing it. For this reason now SCAC is performing the activities on airframe and systems retrofit, increase of aircraft

14 SP’s CIVIL AVIATION YEARBOOK 2017-2018

SSJ 100 have performed more than 295,000 flight hours for more than 200,000 commercial flights since entering into service in 2011.

service life, improvement of its fuel efficiency, etc., these measures will allow to add a new member of SSJ100 family in the future. SBJ. Built on SSJ100 platform, Sukhoi Business Jet (SBJ) can boast the cabin with enhanced comfort. The aircraft can carry from 8 up to 60 passengers depending on the configuration. SSJ100 aircraft also can give origin for the special-purpose aircraft with increased interior comfort equipped with multi-media systems, SATCOM and with provisions for internal and external videoconference. The aircraft can also be modified in medical- evacuation configuration for transportation of injured and newborns. Within the period from 2015 till 2034 the demand in the corporate jets segment built on passenger airliners platform (Liners), SBJ being the part of this segment, can reach up to 400 aircraft, at that, share of SBJ can make up to 10%. Program of installation of auxiliary fuel tanks being currently implemented will result in introduction of extended range version of Sukhoi Business Jet capable to perform flights at the distance of 6 000 km. SCAC will continue the activities targeted on flight range increase of SSJ100 business configuration up to 7 000 km, this option can also feature built-in stairs, high-speed SATCOM and other business-aviation attributes at customer’s request. As of today SBJ fleet operated mostly by governmental agencies and commercial entities from different countries consists of nine airliners.

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perspectives & outlook regional outlook reference data & who’s who

section 1

2. Regional Aviation market outlook r. chandrakanth

3. Business Aviation market outlook r. chandrakanth

4. Business Aviation in Middle East bikram vohra

5. Business Aviation Contributes to National Economy – NEXA Study 19 a .k. sachdev & R.K. Goel 6. MRO trends in middle east bikram vohra

7. India – a Growing Civil Aviation Destination in Asia amber dubey

8. Bio-Fuels: reducing Carbon Footprint r. chandrakanth

india – a high growth market

aircraft specifications

1. Commercial Aviation Market Outlook in Middle East & Asia r. chandrakanth

experts’ voices

perspectives & Outlook

Chapter 1

Commercial Aviation Market Outlook in Middle East & Asia Three key dimensions of the macro environment drive airplane demand forecasts – underlying demand for air travel; regulatory, infrastructure, and technology environment; and strategies and products airlines offer in the marketplace

By r. chandrakaNth

ir travel has changed dramatically over the years and flying has become commonplace. The drivers are many and aircraft manufacturers are gung-ho about the growing opportunities. Aviation is a dynamic industry that continuously adapts to various market forces. Forecasting long-term demand for airplanes requires assumptions and predictions about the macro trends and drivers that will shape the airline industry far into the future. A multitude of factors are at play, and they often vary from market to market. However, we can broadly categorise three key dimensions of the macro environment that drive airplane demand forecasts – underlying demand for air travel; regulatory, infrastructure, and technology environment; and strategies and products airlines offer in the marketplace. The three big aircraft manufacturers – Airbus, Boeing and Embraer – have been coming out with their market outlook which look very promising. The markets

we are looking at in this article are Asia-Pacific and the Middle East from their perspective.

Boeing excited about opportunities

The US planemaker Boeing is excited about the market opportunities in Asia. It has said that Asia has become one of the biggest aviation markets in the world. China, India, and other emerging markets in the region are the main engines of growth. The significant increase has been largely due to regional economic growth, market liberalisation, new technology-enhanced airplanes expanding further market opportunities, and successful evolution of new business models. Over the past decade, jet fleets of Asian airlines have nearly doubled, from 3,600 to 7,000. The number of Asian airlines with jet fleets has grown from 200 to 250, while airplane orders by these airlines have increased from 1,940 to 4,400. The capacity that these airlines provides has grown,

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Chapter 2

Regional Aviation Market Outlook Leading companies in the regional aircraft market, have forecast that the regions of Asia-Pacific and the Middle East will be the fastest growing markets by 2036, with an annual RPK growth rate of around 6 per cent â&#x20AC;&#x201A; By r. chandrakaNth

ir travel has become convenient, comfortable and affordable, and many new passengers are now flying on domestic and international routes. According to estimates, world passenger traffic is expected to maintain 4.5 per cent annual growth over the next two decades. The best part of this growth story is that it is healthy and is spurred by emerging markets with governments opening up the aviation sector as it is co-related to development. In this growth story, fits in regional aviation, which at present accounts for 24 per cent of the global fleet but is expected to grow further. Embraer Commercial Aviation, a leader in the regional aircraft market, has forecast that the regions of Asia-Pacific and the Middle East will be the fastest growing markets by 2036, with an annual revenue passenger kilometers (RPK) growth rate of around 6.0 per cent, followed by Latin America with 5.2 per cent, Africa with 4.9 per cent, the Commonwealth of Independent States (CIS) with 3.6 per cent, Europe with 3.6 per cent and North America with 2.7 per cent. World air transport demand will increase 2.5 times by 2036, reaching 16 trillion RPKs for all commercial aircraft segments. Asia-Pacific will be the largest

market, accounting for 37 per cent of world RPKs. Combined, Europe and North America will generate 36 per cent of total air transport demand. This is indeed good news for the regional airline segment as new destinations start opening up, making seamless travel from small towns to metros to international destinations. The gaps in connections are now getting connected and facilitating that, as a first step, is the turboprop aircraft. According to estimates, short haul operation will drive a worldwide demand for 2,050 turboprops with a capacity of 70 seats or more by 2036. Of these, 56 per cent will support market growth and the remaining 44 per cent will replace ageing aircraft. Fleet growth is envisioned to account for 65 per cent of turboprop deliveries in the next 20 years. Half of this growth is driven by the creation of new routes as part of airlines network development strategy. The other half relates to the expanded usage of the turboprop technology in pre-existing markets. Small single-aisle segment opens new routes For instance, the majority of routes in South Asia are under 600 NM but have potential to grow fast. More than 100 turboprops are operating in the region.

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Chapter 3

Business Aviation Market Outlook While there is marginal upward short-term market movement, the outlook for business aviation in the coming decade seems good and is expected to do better than the last decade

By r. chandrakaNth

ast year (2016) was not a good year for the business aviation segment. Airline shipments, according to the General Aviation Manufacturers Association (GAMA), globally fell 3.9 per cent, from 2,331 units in 2015 to 2,241 units in 2016 and airplane billings declined 14.1 per cent from $24.1 billion to $20.7 billion. Business jet shipments in 2016 were at their lowest number since 2004 at 661 units delivered, compared to 718 units in 2015. Turboprop airplane shipments provided a bright spot, increasing from 557 units in 2015 to 576 units in 2016 for the same reporting companies, a 3.4 per cent increase. “The 2016 year-end results were disappointing overall, although we did see some blue sky in the turboprop sector,” GAMA President and CEO Pete Bunce said. “As we look toward 2017 and beyond, we are optimistic about the future and encouraged by the number of companies investing in innovative research and development programs and planning to bring new products to market. And as recent as August 15, 2017, GAMA said, “Results for the second quarter of this year are very much like the first – mixed, with some bright spots. We hope rule rewrites in the US

and Europe, reorganisation of the FAA certification directorate, and ongoing certification and regulatory reform efforts in Congress, including fuller utilisation of the delegation authorisation, will spur higher numbers in future quarters this year and the next.”

US and Europe key to growth

For the growth of the business aviation market, these two markets – the US and Europe are key as together they account for almost 70 per cent of the installed fleet. The good part is that business aircraft utilisation was up over 6 per cent in the US and above 3 per cent in Europe, thanks to charter and fractional businesses doing fairly well. Though aircraft utilisation and used aircraft sales going up in the first half of 2017, it still is a long road to recovery since the 2008 recession hit the industry. A JetNet report said that there were 2,357 business jets up for sale worldwide at the beginning of June 2017, down by 80 jets year on year. While there is marginal upward short term market movement, the outlook for business aviation in the coming decade seems good, expected to do better than last decade. As per Embraer’s 10-year market

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Chapter 4

Business Aviation in Middle East With its special needs in view of remote oilfields and sea-based rigs the helicopter and short haul but extremely comfortable executive jets will be much in demand along with the requisite support infrastructure and back up including MRO and FBO facilities

By BIKRAM VOHRA

he new revolution in aviation, where the Middle East and the Gulf Cooperation Council (GCC) region are concerned, could well centre around corporate aircraft. According to Teal Group, one of aviation’s most reliable research barometers, the graph is rising into 2024, courtesy the new ‘thought process’ in the corporate world. This is especially valid in developing markets in the Gulf, Middle East, China and the Indian subcontinent. According to the Teal Group, Bombardier will be leading with Gulfstream a close second and Dassault in the third slot. Other major players will be Raytheon and Textron. As Dubai went into the straight for the 15th edition of its exhibition November 12 to 16, 2017, there was a tangible optimism in the air over the sales graph spiking as it did in 2013, again showcasing the executive jet catalogue. In this category, we could be looking at around 400 units in this region with an emphasis on mid-and-large business jets at a cost of over $15 billion. It has to be said at the very outset that these equations would be susceptible to change dramatically, considering the Middle East and GCC region

was a slow starter for fractional ownership, and there was sound cultural reason for that. The mindset didn’t go for it. The idea of sharing was an alien concept and it has taken two decades for the resistance to melt. Today, things are hugely different. The region considers even the air taxi concept of sharing as the signpost of the future, indicating a measureable maturity in aviation policy.

OUTLOOK FOR Business Jet MARKET

The three big players — Bombardier, Gulfstream and Dassault — are all equally upbeat about this market segment seeing as how the six elements that power business jet sales are all evolving satisfactorily. Between wealth generation, more complex and time consuming commercial schedules that often do not offer growingly important city pairings and the emergence of new markets spurred by dynamic globalisation of trade, the scenario does look positive. In the case of the Middle East, this preference is further accentuated by cumbersome intermodal options, rough and inhospitable terrain and difficulty in getting there. An increased need for accessibility, especially to the oil and gas centres over barren deserts, means

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Chapter 5

Business Aviation Contributes to National Economy – NEXA Study Business Aviation delivers extraordinary value for America’s top performing companies and contributes across the board, in both financial and nonfinancial measures, says NEXA

By A.K. Sachdev & R.K. GOEL

nternational Civil Aviation Organisation (ICAO), the specialised agency of the United Nations (UN) that is concerned with civil aviation, does not offer any definition of ‘Business Aviation’, a term used widely in the context of usually small but frequently large aircraft for furthering the business needs of individuals and entities. Instead, it uses the term ‘General Aviation’ to indicate all civil aircraft that are not operated by commercial aviation or for aerial operations for specific tasks such as crop spraying, etc. However, International Business Aviation Council (IBAC), an International Non-Governmental Organisation (INGO) with a permanent observer status with ICAO, prescribes the following definition of Business Aviation: “That sector of aviation which concerns the operation or use of aircraft by companies for the carriage of pas-

Business Aviation: S&P 500 Enterprise Value Changes Between 2012 and 2017

NonUsers

Users

50%

100%

150%

200%

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Chapter 6

MRO Trends in Middle East MRO in Gulf region robust but new markets could be a threat. New-generation aircraft with advanced materials, alloys and highly sophisticated avionics as well as differently tooled components, will call for investment and retooling efforts in structural repairs and component replacement.

By bikram vohra

he Gulf Cooperation Council (GCC) region is home to more large airlines than its size and population logically require. This has led to the region being chock-full of capable maintenance, repair and overhaul (MRO) service providers. The aviation sector in the GCC currently valued at over $82 billion, is only rising and the infrastructure for MRO services in the region is robust for the present. But that said, current trends could see fiscal pressure being built up on the MRO service providers as the aviation industry struggles to recover from the nosedive. To ignore the sea changes occurring in the aviation sector and the marked shift to emerging markets, would be perilous.

MAJOR OPERATORS IN THE UAE

With eight international airports in a country of relatively small size, the UAE, is home to two major airlines Emirates and Etihad as also to two successful budget carriers flydubai and Air Arabia. These four airlines set the base for MRO activity across the board. There is good cause for this.

Emirates has the largest Airbus A380 fleet in the world with 100 behemoths and 46 more to come. It is also operating the largest Boeing 777 fleet globally. Etihad is the largest carrier on the books for the Boeing 787 Dreamliner and along with Air Arabia and flydubai, all four carriers are favoured customers for the Airbus A320 and Boeing 737 families of airliners.

CHANGING PARADIGMS

Even then, as space exploration takes a front seat in the UAE’s scheme of things and adds a new dimension to flight per se, it is also going to impact the MRO profile and give it the impetus to widen its portfolio to include what could be ultra-rapid progress in piercing the stratosphere.That is genuinely a whole new ball game and with the UAE dramatically upping the ante and placing space on the front burner, it would be immensely short sighted not to factor it into future plans by the MRO sector. According to the Oliver-Wyman report, the total global MRO spend in 2017 is expected to be $75.6 billion. It will rise to $84.9 billion by 2022, representing

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Chapter 7

India – A Growing Civil Aviation Destination in Asia If we could fix our infrastructure, skill-gaps and regulatory mechanism, the next decade could be India’s

By Amber Dubey

ndia’s domestic air traffic during January-September 2017 grew at a whopping 16.9 per cent, making it the fastest growing domestic market in 28 out of the last 30 months. It has the potential to become the third largest in the world by end of 2018, thanks to a growing economy, relatively stable crude oil prices, growth in tourist traffic and a pro-active policy environment.

The hybrid till system of tariff determination in National Civil Aviation Policy (NCAP 2016) has brought back private sector interest in the airports sector though we have a long way to go to attract foreign capital. Funding of airport projects through equity and debt is gradually becoming easier. The NCAP 2016 provisions on open skies and removal of the arbitrary 5/20 rule will show its impact from mid-2018 onwards.

Infrastructure is growing

But challenges remain

India is building new airports and expanding existing ones to meet the growing demand. The bidding process for the second airports in Mumbai, Goa and Vizag has been completed. Expansion projects in metro airports are underway. In addition, the Airports Authority of India (AAI) is trying to operationalise low-cost, no-frills airports under the government’s ambitious Regional Connectivity Scheme (RCS or UDAN). The significant policy support for aviation sector highlights a significant mind-set change that air travel is not an ‘elitist’ product, but an efficiency tool and an economic multiplier.

On October 1, 2017, the price of Aviation Turbine Fuel (ATF) in Delhi for domestic and international airlines was around `53 and `37.7 per litre respectively. The domestic ATF price has gone up from `46.8 in October 2016, an increase of over 13 per cent. The domestic and international ATF prices in India are nearly 55 and 10 per cent costlier respectively than the global ATF price. The government can kick off an aviation revolution if it decides to sell ATF at the global rate for a three year period on an experimental basis. The small loss in raw material taxes will be more than made up by the taxes on airfare and the economic multipliers.

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Chapter 8

Bio-Fuels: Reducing Carbon Footprint Right now, the focus of the industry is on second generation sustainable biofuels that do not compete with food supplies nor are major consumers of prime agricultural land or fresh water

â&#x20AC;&#x201A; By r. chandrakaNth

viation biofuel is considered to be the primary means by which the aviation industry can reduce its carbon footprint. Aircraft manufacturers, engine makers and oil companies are on the same page and have approved use of biofuels for commercial use since July 2011. Since then, airlines have now and then experimented using biofuels on commercial flights. The latest demonstration was in May this year when SkyNRG and AEG Fuels completed the delivery of sustainable aviation biofuels for the Bombardier Business Aircraft fleet flying from KLM Jet Center in Amsterdam, Netherlands to the European Business Aviation Convention and Exhibition (EBACE) in Geneva, Switzerland. Netherlands-based SkyNRG, a company that sources, blends and distributes sustainable aviation fuels (SAF) and AEG Fuels, a marketer of aviation jet fuel and related services have completed the delivery of sustainable aviation biofuels for Bombardier. This is the first delivery of biofuel completed by AEG Fuels. Similarly, Singapore Airlines started in May a series of biofuel flights using A350-900 aircraft on

non-stop trans-Pacific flights between Singapore and San Francisco. Using hydro-processed esters and fatty acids, the airlines in conjunction with the Civil Aviation Authority of Singapore and air navigation service providers are also working on enhanced flight operations and air traffic management (ATM) practices along the flight route.

Several programs on track

This is indicative of the fact that several programs worldwide are on testing biofuels. Right now, the focus of the industry is on second generation sustainable biofuels that do not compete with food supplies nor are major consumers of prime agricultural land or fresh water. NASA has determined that 50 per cent aviation biofuel mixture can cut air pollution caused by air traffic by 50 to 70 per cent.

2020 goals

There is widespread support for such efforts. The International Air Transport Association (IATA) supports research, development and deployment of alternative fuels. IATA thinks a 6 per cent share of sustainable 2nd generation biofuels is achievable by 2020 and Boeing supports a target of 1 per

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perspectives & outlook regional outlook reference data & who’s who

section 2

1. High Growth Countries: China, Hong Kong & India

experts’ voices

regional outlook

4. Middle East Domestic Networks: Saudi Arabia & Turkey

5. Other Middle East: Bahrain, Qatar & United Arab Emirates

6. business aviation in the region

7. interpreting the trends byron bohlman

aircraft specifications

3. Other Asia: Sri Lanka & Singapore

india – a high growth market

2. Asia Domestic Networks: Indonesia, Malaysia, Thailand, Taiwan, Japan & South Korea 51

Chapter 1

High Growth Countries: China, Hong Kong & India

wo regions with large domestic air travel networks are reporting record annual increases in flight movements and passenger enplanements. India and China have seen a steady rise in GDP and the emergence of a middle class with more personal disposable income. The new consumer wealth helps to explain the increased demand for air travel.

GDP Forecast ($ Billion) 2014

2015

2016

2017

2018

2019

China

10,535

11,226

1,12,018

11,795

12,797

13,863

Hong Kong

291

309

321

332

342

356

India

2,034

2,088

2,256

2,454

2,686

2,960

FOCUS ON CHINA

After lifting a ban on licenses for new airlines several years ago, the CAAC is once again encouraging new entrants with an emphasis on regional route development. Accordingly, there are new incentives for the acquisition of smallcapacity aircraft that will help to promote point-to-point flights to secondary cities. Those links will ease congestion at the country’s main airports and serve to develop local provincial economies.

Overview of Aeronautical Business 2016

2015

Change %

Aircraft Movements (unit: sorties)

6,06,086

5,90,169

2.7%

Including: Domestic

4,66,113

4,57,572

1.9%

International, Hong Kong, Macau & Taiwan

1,39,973

1,32,597

5.6%

Passenger Throughput (unit: person-times)

9,43,93,454

8,99,38,628

5.0%

Including: Domestic

6,98,53,754

6,73,62,736

3.7%

International, Hong Kong, Macau & Taiwan

2,45,39,700

2,25,75,892

8.7%

19,43,159

18,89,829

2.8%

Cargo and Mail Throughput (unit: tonnes) Including: Domestic International, Hong Kong, Macau & Taiwan

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Chapter 2

Asia Domestic Networks: Indonesia, Malaysia, Thailand, Taiwan, Japan & South Korea

he wide variation in reporting formats and availability of traffic and airport data makes it difficult to compare industry performance among SE Asian nations. Each of these countries have well-developed domestic networks with mainline and low-cost airlines that deploy both narrow-body and regional aircraft.

LCCs DOMINATE IN INDONESIA

Despite the decline in the Rupiah and economic contraction in 2015, low-cost carriers are thriving. Their aircraft account for nearly half of the country’s commercial fleet. The Lion Air Group itself, which includes Batik Air, has twothirds of Indonesia’s LCC fleet.

Garuda Indonesia

Sriwijaya Air

Quantity

Aircraft Type

Quantity

Boeing 777-300ER

Boeing 737-300

Boeing 747-400

Boeing 737-500

Airbus A330-300

Boeing 737-800

Airbus A330-200

Boeing 737-900

Boeing 737-800NG

Total

CRJ1000 NexGen

ATR 72-600

Aircraft Type

Total

143

Source: https://www.garuda-indonesia.com/id/en/garuda-indonesiaexperience/fleets/fleet-revitalization.page?

Citilink Aircraft Type

Quantity

Airbus A320

Total

Source: https://www.planespotters.net/airline/Sriwijaya-Air

TransNusa Aviation Aircraft Type

Quantity

ATR 42

ATR 72

British Aerospace 146-100

British Aerospace 146-200

Fokker F70

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Chapter 3

Other Asia: Sri Lanka & Singapore

ri Lanka and Singapore rely on point-to-point and Sixth Freedom traffic.

INTERNATIONAL TRAFFIC UP IN SRI LANKA

About 13 per cent of all travelers flying to Sri Lanka connect to other international flights at Colombo. Passenger volume increased by an average of 7 per cent annually between 2012 and 2016 while cargo tonnage grew by an average of 10 per cent in the same period.

Passenger Demand Passenger and Cargo Movements Passengers Departures

Arrivals

Cargo (metric tonnes) Total

Loaded

Unloaded

Total

2012

35,54,969

35,90,122

71,45,091

1,08,043

66,602

1,74,645

2013

36,21,822

36,90,047

73,11,842

1,19,447

71,776

1,91,224

2014

39,26,447

38,93,400

78,19,847

1,15,400

77,040

1,92,440

2015

42,52,619

42,73,959

85,28,593

1,16,585

98,446

2,15,032

2016

46,57,456

46,84,762

93,42,218

1,46,920

1,07,349

2,54,269

10%

26%

18%

Growth Rate YoY

Illustration: Anoop Kamath

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Chapter 4

Middle East Domestic Networks: Saudi Arabia & Turkey

audi Arabia and Turkey have well-developed domestic airline networks and a large component of international traffic.

Traffic Up in Saudi Arabia

Jeddah (King Abdulaziz), Dammam (King Fahd), and Riyadh (King Khaled) airports handle 75 per cent of all charter, scheduled, domestic and international passengers. Nationwide, passenger volume increased by an average of 10 per cent year-over-year in each of 2014 and 2015 despite a 15 per cent decline in GDP from 2014 to 2016 as a result in the drop in the price of crude oil.

Passenger Demand AIR TRAFFIC DETAILS 2013-2015 Airports King Abdulaziz International King Khaled International King Fahd International Prince Muhammad Bin Abdulaziz International Abha Tabuk, Prince Sultan Taif Al-Gassim Hail Gazan, King Abdullah Al-Baha Wadi Dawaser Sharurah Turaif Bisha

2013

2014

Passengers Growth (%) Y-to Y

2015

Growth (%) Y-to Y

2,65,81,000 1,85,84,727 73,11,308 50,87,799 23,25,583 10,16,516 9,20,867 9,46,887 5,75,768 12,88,890 3,28,252 1,10,333 1,30,856 52,751 3,63,363

2,80,37,867 2,01,10,274 82,48,182 63,37,839 26,46,054 11,18,414 10,04,808 11,09,965 7,00,109 15,73,679 3,48,403 1,09,477 1,46,152 56,348 3,86,883

5% 8% 13% 25% 14% 10% 9% 17% 22% 22% 6% -1% 12% 7% 6%

3,00,93,539 2,25,45,296 94,07,304 63,06,222 31,15,068 13,10,519 11,57,188 14,43,711 8,00,982 17,35,775 3,77,532 1,11,468 2,02,293 62,968 3,76,791

7% 12% 14% 0% 18% 17% 15% 30% 14% 10% 8% 2% 38% 12% -3%

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Chapter 5

Other Middle East: Bahrain, Qatar & United Arab Emirates

n the absence of domestic air service, the Gulf countries share one thing in common – they rely on origin-destination and 6th Freedom traffic.

Upward Indicators in Bahrain

Although aircraft movements and passenger volume has been increasing over the last four years, the growth has been captured mostly by non-local airlines. Oman Air, Qatar Airways, Kuwait Airways and Emirates Airline have shared in the new traffic at the expense of Bahrain’s home carrier, Gulf Air.

Consolidated Statistics TRAFFIC STATISTICS - 2013-2016 Total Passenger Movements

2013

2014

2015

2016

73,71,651

81,02,502

85,86,645

87,66,151

10%

96,193

100,625

101,345

2,76,390

2,56,408

2,63,956

13%

-7%

5,73,311

6,12,295

6,31,041

-9%

4,77,118

5,11,670

5,29,696

-12%

1,30,987

1,44,229

1,44,002

-2%

10%

Growth % Total Aircraft Movements

90,837

Growth % Total Cargo & Mail (Tonnes)

2,45,146

Growth % Total F.I.R Movements

6,32,164

Growth % Over Flights

5,41,327

Growth % Total Fuel Uplifted (000’S Usg) Growth %

1,33,269

Average Growth % 6% 4% 3% 0% 0% 3%

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Chapter 6

Business Aviation in the Region Business Jet Fleets â&#x20AC;&#x201C; On the Rise

As of mid-2017, there were 876 business jets in the fleets of corporations, individuals and governments in the 10 largest countries in Asia. Despite a slight downward trend for new aircraft acquisitions in 2016 versus 2015, the business jet fleet (excluding turboprops) grew by 10.7 per cent in 2016 and nearly 19 per cent in 2015 compared to the years prior.

Rank

Units 2014

Units 2015

Units 2016

New Units 2016/2015

% Growth 2016/2015

China

288

284

313

10.2

Hong Kong

109

119

130

9.2

India

135

139

3.0

Singapore

3.5

Japan

8.2

Indonesia

4.1

Malaysia

6.7

Thailand

11.8

Taiwan

21.1

S. Korea

667

791

876

10.7

Total Jets

Hong Kong, home to a large number of business aircraft for decades because of its concentration of high net worth individuals and corporations, and China represent 50 per cent of the business jet fleet among the top 10 countries in Asia.

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chapter 7

Interpreting the Trends â&#x20AC;&#x201A; By byron bohlman Photo: Wikipedia

Aerial view of Beijing Capital International Airport

ore than a decade after the global financial crisis, airlines across Asia and the Middle East are facing new challenges to maintain profitability amid geopolitical forces and intense competition. The lower and somewhat stable price of crude oil (compared to the volatility that followed the economic contraction) and a weaker US Dollar are contributing to better balance sheets. However, lackluster yields are countering many of the gains. With GDP climbing in most countries throughout the region, personal disposable income is on the rise which is producing a larger, more affluent middle class that likes to travel. South East Asia and China

are leading the boom in new flyers - growth in annual enplanements to, from and within the area is averaging in excess of 6 per cent.

The Rise and Rise of Low-Cost Carriers

Those new middle-class consumers have discovered affordable intra-Asia travel, thanks to the increase in the number of low-cost carriers and the volume of seats they have added. Some 60 per cent of all domestic passengers in India in 2016, for example, flew on LCCs, and about half of all travelers in SE Asia are flying on LCCs so far in 2017, according to the Centre for Asia-Pacific Aviation. That share is poised to increase

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perspectives & outlook regional outlook reference data & who’s who 97

2. china

3. hong kong

101

4. india

106

5. indonesia

128

6. japan

129

7. malaysia

131

8. saudi arabia

147

9. singapore

149

10. south korea

151

11. sri lanka

152

12. taiwan

161

13. thailand

163

14. turkey

166

15. united arab emirates

169

16. Profiles

173

CIVIL AVIATION 173 / BUSINESS AVIATION 182

experts’ voices

1. bahrain

india – a high growth market

REFERENCE DATA & WHO’S WHO

aircraft specifications

section 3

Bahrain Ministry of Transportation and Telecommunications ORGANISATION Structure Minister of Transportation and Telecommunications Public Relations and Marketing Directorate

Telecommunications Directorate

Assistant Undersecretary Resources and Information

Undersecretary, Land Transportation and Post

Undersecretary, Civil Aviation Affairs

Undersecretary, Ports and Maritime Affairs

Poste Regulations Directorate

Assistant Undersecretary, Air Navigation and Meteorology

Assistant Undersecretary, Ports Affairs

Assistant Undersecretary, Post

Assistant Undersecretary, Maritime Affairs

Assistant Undersecretary, Air Transport and Aviation Safety and Security

Assistant Undersecretary, Logistic Zones and Post Security

Assistant Undersecretary, Land Transportation

(As on 31st October 2017, Unless specified otherwise)

Airlines - Who’s Who Airlines

Contact

Designation

Add

Country

Website

IATA

ICAO Callsign Hub

Gulf Air

Maher Salman Al Musallam

Chief Executive Officer

Gulf Air P.O. Manama Box 138,

Kingdom of Bahrain

www.gulfair.com

GFA

GULF AIR

Bahrain International Airport

Gulf Air

Captain Nasser Al Salmi

Chief Operating Officer

Gulf Air P.O. Manama Box 138,

Kingdom of Bahrain

www.gulfair.com

GFA

GULF AIR

Bahrain International Airport

Gulf Air

Sahar Ataei

Chief Financial Officer

Gulf Air P.O. Manama Box 138,

Kingdom of Bahrain

www.gulfair.com

GFA

GULF AIR

Bahrain International Airport

Gulf Air

Ahmed Abdulla Janahi

Chief Commercial Officer

Gulf Air P.O. Manama Box 138,

Kingdom of Bahrain

www.gulfair.com

GFA

GULF AIR

Bahrain International Airport

Gulf Air

Jamal Abdulrahman Hashim

Chief Technical Officer

Gulf Air P.O. Manama Box 138,

Kingdom of Bahrain

www.gulfair.com

GFA

GULF AIR

Bahrain International Airport

Gulf Air

Mohammed Hulaiwah

Director Corporate Affairs & Communications

Gulf Air P.O. Manama Box 138,

Kingdom of Bahrain

www.gulfair.com

GFA

GULF AIR

Bahrain International Airport

Gulf Air

Salman Sayyar

Director Gulf Air P.O. Manama Internal Audit Box 138,

Kingdom of Bahrain

www.gulfair.com

GFA

GULF AIR

Bahrain International Airport

(As on 31st October 2017, Unless specified otherwise)

City Pin

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Chairman of the Supervisory Committee Former Vice Chairman and non-executive Director

Wang Zhengang

Wang Yinxiang

Zhang Kui

Air China

Beijing Capital Airlines

Xiao Li Xin

Ren Ji Dong

Guo Zhi Qiang

Chen Feng

China Southern Airlines

Hainan Airlines

Chairman Vice Chairman and President Secretary of CPC Party Committee and Vice President of JuneYao Group

Juneyao Airlines Wang Junhao

Juneyao Airlines Chen Li

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Chairman

COO Marketing & Sales

Executive Vice President

Chief Accountant & Chief Financial Officer

37F JuneYao International Plaza

Hainan Airlines Co. Ltd. HNA PLAZA

2/F, 181 Huanshi West Road

Tan Wan Geng

China Southern Airlines

Vice Chairman and President

2/F, 181 Huanshi West Road

Wang Chang Shun

China Southern Airlines

Capital Airlines building, NO. 3

Hainan Province 570206

Guangzhou

Shanghai, 200335

Beijing

City Pin

No. 789 Shanghai Post Zhaojiabang Rd code: 200032

No.7 Guoxing Road

Hongqiao International Airport

North Cargo Road

Xidan Civil AviaChang’an West tion Building: No.15 Street

2550 Hongqiao Road Chairman

Add 2

Xidan Civil AviaChang’an West tion Building: No.15 Street

Add 1

China Eastern Airlines

Air China

CEO

Vice Chairman Executive Director and Vice President

Air China

Song Zhiyong

Designation Chairman

Contact

Cai Jianjiang

Air China

Airline

Who’s Who in Airlines

China

Country

+021-51155555

+86 898 66739961, +86 898 95339

+86 40 08695539

+86 21 62686268

Tel

www.juneyaoairlines. com

www.hainanairlines. com

www.csair.com

en.ceair.com

www.capitalairlines. com.cn

www.airchina.com

Website

china

SP’s CIVIL AVIATION YEARBOOK 2017-2018

hong kong Civil Aviation Ministry Organisation Structure Director-General of Civil Aviation

Deputy Director-General of Civil Aviation (1)

Deputy Director-General of Civil Aviation (2)

Flight Standards and Airworthiness Division

Air Traffic Management Division

Assistant Director-General (Flight Standards)

Assistant Director-General (Air Traffic Management)

Air Traffic Engineering Services Division

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

Airport Standards Division

Assistant Director-General (Air Traffic Engineering Services)

Finance Division Chief Treasury Accountanty

Assistant Director-General (Airport Standards)

Administration Division – Departmental Secretary – Public Relations Officer

Chief Executive Officer (Management Review)

(As on 31st October 2017, Unless specified otherwise)

WHO’S WHO IN CIVIL AVIATION DEPARTMENT Org.

Division

Contact

Designation

Add 1

Civil Aviation Department Hong Kong

LI Tin-chui, Simon, JP

Director-General of Civil Aviation

Civil Aviation Department Hong Kong

Capt LIU Chi-yung, Victor, JP

Civil Aviation Department Hong Kong

Add 2

City

Country

Tel

Fax

1 Tung Fai Hong Kong Road International Airport

Lantau

Hong Kong

+852 29106363

+852 25010640

Deputy DirectorGeneral of Civil Aviation (1)

1 Tung Fai Hong Kong Road International Airport

Lantau

Hong Kong

+852 29106328

+852 25010640

CHOI Kevin

Deputy DirectorGeneral of Civil Aviation (2)

1 Tung Fai Hong Kong Road International Airport

Lantau

Hong Kong

+852 29106356

+852 25010640 +852 23624250

Civil Aviation Department Hong Kong

Flight Standards and Airworthiness Division

Capt LAU Ka-kui, Samson

Acting Assistant 1 Tung Fai Hong Kong Director-General Road International (Flight Standards) Airport

Lantau

Hong Kong

+852 29106010

Civil Aviation Department Hong Kong

Flight Standards and Airworthiness Division

Capt LAU Sai-lung, Michael

Acting Chief, Flight Standards

1 Tung Fai Hong Kong Road International Airport

Lantau

Hong Kong

+852 29106015

Civil Aviation Department Hong Kong

Flight Standards and Airworthiness Division

MAN Ka-chai

Chief, Airworthiness Standards

1 Tung Fai Hong Kong Road International Airport

Lantau

Hong Kong

+852 29106031

Civil Aviation Department Hong Kong

Air Traffic Engineering Services Division

WU Chi-kwong, Richard

Chief, Airworthiness Standards

1 Tung Fai Hong Kong Road International Airport

Lantau

Hong Kong

+852 29106501

Civil Aviation Department Hong Kong

Air Traffic Engineering Services Division

FOK Wai-hung, Thomas

Chief, Airworthiness Standards

1 Tung Fai Hong Kong Hong Kong TO READ COMPLETELantau ARTICLE Road THE International Airport GET YOUR COPY NOW!

+852 29106560

+852 28457160

(As on 31st October 2017, Unless specified otherwise)

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Name Ashok Gajapathi Raju Pusapati Ankur Garg V.Appa Rao

N Srinivas Rao

Gajender Sharma

Deepak Sajwan Jayant Sinha

Organisation Department

Ministry of Civil Aviation

www.spscivilaviationyearbook.com

Ministry of Civil Aviation

Ranjeet Kumar Akeyla Rajiv Nayan Choubey Secretary V.L. Mathew Hira Mani Y.P.S. Rawat Renu Singh Parmar Sanjay Mahani Gargi Kaul

Benjamin Kisku

Ministry of Civil Aviation

Rajiv Gandhi Bhawan, Block B,

PPS to JS and FA

Rajiv Gandhi Bhawan, Block B,

Joint Secretary Rajiv Gandhi and Financial Bhawan, Block B, Adviser

PPS to Sr. Advisor

Sr. Advisor

PA to Secretary

PS to Secretary

PPS to Secretary

Asst PS to Minister of State

OSD to Minister of State

Akhilesh Tilotia

Ministry of Civil Aviation

PS to Minister of State

Anshul Mishra

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Ministry of Civil Aviation

Minister of State

Under Secretary

Addl PS to Minister Civil Aviation

OSD to Minister Civil Aviation

PS to Minister Civil Aviation

Minister Civil Aviation

Add 1

City Pin

Safdarjung Airport New Delhi Area 110003

Add 2

Who’s Who Civil Aviation - India Designation

+91 11 24642145

+91 11 24642145, 24697050

+91 11 24629332

+91 11 24629322

+91 11 24610368

+91 11 24610358

+91 11 24626001

+91 11 24610350

+91 11 24626001

+91 11 24632991

+91 11 24610350

+91 11 24647953

+91 11 24610350, 24632991

Tel

bkisku59.moca@nic.in

kaulg@nic.in

smahani.dgca@nic.in

eco-adv.moca@nic.in

yps.rawat@nic.in

vl.mathew@nic.in

secy.moca@nic.in

mos-aviation@gov.in

deepak.sajwan@gov.in

sri.nomula@nic.in

v.apparao@nic.in

ankurgarg.ias@nic.in

hm.moca@nic.in

E-mail

INDIA

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E-Commerce

(As on 31st October 2017, Unless specified otherwise)

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South West Pacific (SWP) Region

Japan, Korea, China (JKC) Region

ASIA (ASA) Region

East Indonesia (EAI) Region

VP West Indonesia (WEI) Region

VP CEO Office

VP Corporate Communication EVP Maintenance & Fleet Management

EVP Operations

EVP Finance

EVP Human Capital & Corporate Affairs

EVP Strategy, Business Development & Risk Management

VP Customer Loyalty

VP Passenger Services

VP Service Planning & Development

VP Aircraft Maintenance Management

VP Revenue Management VP Airworthiness Management

VP Fleet Management

VP Fleet Acquisition

VP Marketing

VP Network Management

VP Hajj

VP Operation Support

VP Ground Operations

VP Flight Operation

VP Investor Relations

VP Financial Accounting

VP Treasury Management

VP Financial Analysis

VP Learning & Development

VP Business Support & General Affairs

VP Human Capital Management

EVP: Executive Vice President; VP: Vice President

VP Enterprise Risk Management

VP IT Strategy

VP Strategic Management Office

VP SBU Garuda Cargo

VP SBU GSM

Subsidiaries

VP Internal Audit

EVP Marketing & Sales

Board of Director

VP SBU Citilink

EVP Sevice

President & Chief Executive Officer

VP Corporate Secretary

VP Corporate Security

VP Corporate Quality, Safety & Environment Mgmt.

Garuda Indonesia — ORGANISATION Structure

Reference Data & Who’s Who

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

Air Navigation Services Department

Planning Division Counselor, Ministers Secretariat (Airports the Kinki and Chubu Areas) Aviation Industries Division

Civil Aviation Bureau

Airport Facilities Division Aviation Safety and Security Department

Capital Area Airports Division Environment and Regional Development Division Aviation Safety and Security Planning Division Counselor, Ministers Secretariat (Aviation Safety)

Aviation Network Department

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

Assistant Vice-Minister (International Affairs/Aviation)

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

*Regional Bureaus

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

*Affiliated Facilities & Institutions

Aeronautical Safety College (Main Institute & Iwanuma Training Center)

(As on 31st October 2017, Unless specified otherwise)

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malaysia ORGANISATION STRUCTURE - JABATAN PENERBANGAN AWAM Ketua Pengarah Penerbangan Awam Malaysia Director General of Civil Aviation

Pegawai Perhubungan awan

Pejabat Undang-Undang

Unit Integriti

Public Relations Officer

Legal Advisor

Integrity Unit

Sektor Pengurusan Trafik Udara

AKADEMI PENERBANGAN MALAYSIA

Bahagian inspektorat Trafik Udara

Sektor Airworthiness

Air Traffic Management

Malaysia Aviation Academy

Air Traffic Inspectorate

Airworthiness Sector

Bahagian Piawaian Lapangan Terbang

Bahagian Keselamatan Lapangan Terbang & Penerbangan

Airport Standards

Bahagian Khidmat Pengurusan

Bahagian Pengangkutan Udara

Management Services

Air Transport

Aviation Security

Pejabat Wilayah II

Pejabat Wilayah I

Pejabat Wilayah III

DCA Klia

Menara Kawalan Subang

DCA Johor Bahru

DCA Tawau

DCA Miri

DCA Kota Bahru

DCA Sandakan

DCA Bintulu

DCA Pulau Pinang DCA Langkawi

DCA Alor Setar

DCA Lahad Datu

DCA Limbang DCA Lawas

DCA IPOH

DCA Kuala Terengganu

DCA Sibu

DCA Kerteh

DCA Melaka

DCA Mulu DCA Mukah

DCA Tioman Administrator (As on 31st October 2017, Unless specified otherwise)

DCA Klia

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Investigator Cabin Investigator Human PIRF & Survival

Investigator TRS/TIRE

(As on 31st October 2017, Unless specified otherwise)

Investigator SMS

Investigator ATS

Investigator Technical

Investigator Human Factors

Senior Investigator ATS

Senior Investigator Technical

Investigator Operations

Senior Investigator Operations Investigator Technical

Investigator Operations

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Office Manager

Director of Investigations

Logistics Officer

Specialist Confidential Reports

Specialist Prevention

Specialist IT

Drivers (1)

Clerk (2) Mail Room

Manager Adimin/HR

Office Manager

Specialist Prevention

Safety Analyst

Office Manager

Specialist Multi-Media

Specialist CVR/FDR

Engineer Systems

Media/PR Technical Editor (2)

Engineer Structures

Office Manager

Engineer Performance

Engineer Avionics

Engineer Metallurgy

Director of Engineering Laboratory

Administrative Assistant

Manager COMM

Manager Finance

Director of Logistics & Operations Support

Specialist Prevention

Office Manager

Director of Safety Analysis

Director General

Chairman GACA Board of Directors

Organisation Structure - General Authority of Civil Aviation

saudi arabia

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Organisation Civil Aviation Authority of Singapore Civil Aviation Authority of Singapore Civil Aviation Authority of Singapore Civil Aviation Authority of Singapore Civil Aviation Authority of Singapore Civil Aviation Authority of Singapore Civil Aviation Authority of Singapore Civil Aviation Authority of Singapore Civil Aviation Authority of Singapore Civil Aviation Authority of Singapore Civil Aviation Authority of Singapore Civil Aviation Authority of Singapore Civil Aviation Authority of Singapore Civil Aviation Authority of Singapore Civil Aviation Authority of Singapore Civil Aviation Authority of Singapore Civil Aviation Authority of Singapore Civil Aviation Authority of Singapore Civil Aviation Authority of Singapore Civil Aviation Authority of Singapore Civil Aviation Authority of Singapore Civil Aviation Authority of Singapore Civil Aviation Authority of Singapore Civil Aviation Authority of Singapore

www.spscivilaviationyearbook.com

Singapore Changi Airport, PO Box 1 Singapore Changi Airport, PO Box 1

Director (Finance) Director (Singapore Aviation Academy) Director (Airport Development and Planning)

Chia Sin Yee Dr Lim Teck Huat Michael Phua Chai Teck

Tan Kah Ling Florence Tan Jui Hwang Lydia Ng Kheng Hiong Daniel Chew Choong Cheng Chang Chin Koon Adrian Tan Chun Tat Dalen

Rosly Bin Md Saad

Loo Chee Beng

918141 918141

Singapore Changi Airport, PO Box 1 Singapore Changi Airport, PO Box 1 Singapore Changi Airport, PO Box 1 Singapore Changi Airport, PO Box 1

Director (Aviation Industry) Director (Aerodrome and Air Navigation Services Regulation) Division Head (Safety Policy and Licensing) Division Head (Futures and Planning Office)

918141

Singapore Changi Airport, PO Box 1

Director (Corporate Communications)

918141

Singapore Changi Airport, PO Box 1

918141

Director (Human Resource)

Director (Aeronautical Telecommunications & Engineering) Director (Air Navigation Services Policy and Planning) Director (Air Traffic Services)

Singapore Changi Airport, PO Box 1

Director (Legal)

Tan Siew Huay

Yeo Cheng Nam

918141

Singapore Changi Airport, PO Box 1

918141

Singapore Changi Airport, PO Box 1

918141

Singapore Changi Airport, PO Box 1

918141 918141

Singapore Changi Airport, v

918141

City 918141

Singapore Changi Airport, PO Box 1

Director (Air Transport)

Singapore Changi Airport, PO Box 1

Deputy Director-General Deputy Director-General (Air Navigation Services) Permanent Representative on the Council of the ICAO Senior Director (Safety Regulation)/Director (Airworthiness and Flight Operations) Chairman, Civil Aviation Medical Board

Add Singapore Changi Airport, PO Box 1

Whoâ&#x20AC;&#x2122;s Who - Civil Aviation Authority Designation Director-General

Director (Corporate Development and Emergency Preparedness ) Ng Cher Keng Director (Airport Economic Regulation and Aviation Security) Poh Li-Mein Eileen Director (International Relations)/Alternate Representative on the Council of the ICAO Sng Hock Seng Director (Internal Audit)

Tan Puay Kuen Margaret Peter Wee

Dr Jarnail Singh

Tan Kah Han

Ng Tee Chiou

Soh Poh Theen

Contact Shum Jin-Chyi Kevin Tay Tiang Guan

Singapore

Country Singapore

+65 65421122

Tel +65 65421122

singapore

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Jeju Air

Eastar Jet

Asiana Airlines

Air Seoul

Air Busan

Airline

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President & CEO

President

CEO

Kim Soo-Cheon

Dal-Ho Kang

Kyu Nam Choi

HongGeun Jung

Cho ChoongHoon

Cho YangHo

Won-Tae Cho, Jungho Choi

CEO

Founder

Chairman & CEO

CEO

Ryu Kwang-hee

Yong Chan An

CEO

TaeKeun Han

(As on 31st October 2017, Unless specified otherwise)

T’way Airlines

Korean Air

Jin Air

Jeju Air

Designation

Contact

South Korea

Country

18th Floor, Tomato South Tower, Yeoksam-dong, Korea Gangham-gu 706-1, Seoul, 135-987

9th floor of Korean Air Building, 117 Seosomun-Ro (3-41, Seosomun-dong), Chung-gu, Seoul

653-25 Duengchondong, Gangseo-gu, Seoul

312-1 Yon-Dong, Cheju City,

2nd Floor, Yangseo Building, 534-9 Banghwa-dong, angseo-gu, Seoul, Gangseo-gu, Seoul,

Asiana Town, PO Box 98, No 47 Osae-Dong, Gangseo-gu Seoul, 157-713

Kumho Asiana Main Tower, 76, SaemunanRo Jongro Gu Seoul

PO Box 98, Asiana Town, No.47 Osae Dong, Gangseo-gu, Seoul, 100-052,

Add

+82 2 6250 5964

+82 21 588 20 01

+82 23 660 6000

+82 64 710 3060 (3)

+82 2 2665 7378

+82 2 2669 8000

+82 2 166 630 60

Tel

Who’s who - Airlines

www.twayair.com

www.koreanair. com

www.jinair.com

www.jejuair.net

www.eastarjet. com

www.flyasiana. com

https://flyairseoul.com

www.flyairbusan. com

Website

IATA

TWB

KAL

JNA

JJA

ESR

AAR

ASV

ABL

ICAO

Call Sign

TEEWAY

KOREANAIR

JIN AIR

JEJU AIR

EASTARJET

ASIANA

AIR SEOUL

AIR BUSAN

Gimpo International Airport

Gimpo International Airport, Incheon International Airport

Jeju International Airport, Incheon International Airport

Gimpo International Airport

Gimpo International Airport, Incheon International Airport

Incheon International Airport

Gimhae International Airpor

Hub

south korea

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AM-Doc and web

Mgr. (Documents and Web Mgt.

AM-ICT

Mgr. (ICT)

AM-Staff Training

Mgr. (Staff Training and Dev.)

AM-Ofc. Management

Mgr. (Corp & Off. Management)

AM-H.R. Management

Mgr. (HRM)

Director (Human Resources and Office Management)

(As on 31st October 2017, Unless specified otherwise)

AM-Air Transport Svcs

AM-Intl. Relations

AM-Air Svcs & T. Rgts

Mgr. (Air Services and Traffic Rights)

Director (Air Transport)

Deputy Director General (Corporate Affairs and Economic Regulation)

AM-Payments

AM-Revenues

Mgr. (Financial Operations)

Mgr. (Budget and Programmes)

Director (Finance Management)

AM-Sp. Programs

Mgr. (Civil Av. Promotion)

AM-Planning

AM-Stat & Forecasting

Mgr. (Research & Dev. Planning)

Director (Research, Dev. Plang. & Sp. Programmes)

AM-Q and Internal Audit

Mgr. (Quality and Int. Audit)

Director (Quality and Internal Audit)

Legend: SCAI: Senior Civil Aviation Inspector Mgr.: Manager CAI: Civil Aviation Inspector AM: Assistant Manager

Coordi Officer (3)

AM-Legal Affairs

Mgr. (Legal Affairs)

Organisation Structure - Civil Aviation Authority Contd.

PA-DGCA

PA-Ch cum S/CAA

AM-Acc. Investigation

Mgr. (Accident Investigation)

sri lanka

153

taiwan Organisation Structure - Civil Aviation Authority Director General Deputy Director General

Deputy Director General

Chief Secretary

Civil Service Ethics Office

Personnel Office

Budget, Accounting and Statistics Office

Secretariat

Aviation Medical Centre Aviation Police Office

Information Management Office

Aerodrome Engineering Division

Logistic Division

Air Traffic Services Division

Air Navigation Facilities Division (Airport Operation and Management Unit)

Airport Engineering Department Air Traffic Control Joint Coordination Centre Toayuan Airport Industrial Park Development Centre

Organisation under CAAâ&#x20AC;&#x2122;s Supervision Organisation with Special Mission

Air Transport Division

Flight Standards Division

Planning Division

Taipei Songshan International Airport Kaohsiung International Airport Hualien Airport Tainan Airport Magong Airport Taitung Airport Kinmen Airport Taichung Airport Chiayi Airport Qimei Airport Wang-an Airport Lanyu Airport Lyudao Airport Nangan Airport Beigan Airport Hengchun Airport Air Navigation and Weather Services Aviation Training Institute Subordinate Agency

(As on 31st October 2017, Unless specified otherwise)

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Legal Bureau

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(As on 31st October 2017, Unless specified otherwise)

– Gen Admn Branch – Registration & Licensing Group – Airworthiness Group – Aircraft Engineering Group – Flight Operations Inspection Group – Search & Rescue Group – Aeromedical Group – Aircraft Accident Investigation Group

– Gen Admn Branch – International Air Services Group – Domestic Air Services Group – Air Transport Inspection Group – Air Services Agreement & Negotiation Group – Allotment of Air Routes & Traffic Right Group

Air Transport Promotion & Development Bureau

– Gen Admn Branch – Airport & Environment Group – Aerodrome Operator Standards Group – Air Navigation Facilities Group – Air Traffic Management Group – Civil Aviation Security Group – Air Transport Facilitation Standard Group – Aeronautical Information Services & Planning Group

Airport Standards Bureau

Internal Audit Group

Airport (28 Airports)

– Gen Admn Branch – Project Operations Group – Airport Operations Group – Survey and Architectural Design Group – Survey and Engineering Design Group – Improvement & Maintenance Group – Electrical System & Equipment Group

Airport Development Bureau

– Admn & Air Formality Branch – Security Branch – Technician Branch

Public Sector Development Group

– Gen Admn Branch – International Affairs Group – Air Transport Economics Group – Policy & Planning Group – Risk Managment Group

– Gen Admn Branch – Information Technology Policy & Management Group – Information System Development & Computer Network Group – Data Warehouse Management Group

Information Technology Centre

Air Transport Regulatory Bureau

– Gen Admn Branch – Legal Group I – Legal Group II – Legal Group IIII

Flight Standards Bureau

– Gen Admn Branch – Personnel Group – Human Resource Management and Welfare Group – Coorperate Communication Group – Finance Group – Account & Budget Group – Supply Group

General Administrative Bureau

Expert

Deputy Director General

Department of Civil Aviation Director General

Organisation Structure - Department of Civil Aviation

thailand

163

turkey Who’s who - DGCA Organisation

Contact

Designation

Add 1

Add 2

Directorate General of Civil Aviation

Bahri Kesici

Director General

Maltepe Mahallesi,

Directorate General of Civil Aviation

Haydar YALCIN

Deputy Director General

Directorate General of Civil Aviation

Faruk SUBASI

Directorate General of Civil Aviation

City

Country

Tel

Gazi Mustafa Kemal 06570 Çankaya/ Blv. 128/A, Ankara

Turkey

+90 312 2036000

Maltepe Mahallesi,

Gazi Mustafa Kemal 06570 Çankaya/ Blv. 128/A, Ankara

Turkey

+90 312 2036000

Head of Strategy Development Department

Maltepe Mahallesi,

Gazi Mustafa Kemal 06570 Çankaya/ Blv. 128/A, Ankara

Turkey

+90 312 2036000

Gaye Betul DOGAN

Head of Air Navigation

Maltepe Mahallesi,

Gazi Mustafa Kemal 06570 Çankaya/ Blv. 128/A, Ankara

Turkey

+90 312 2036000

Directorate General of Civil Aviation

Ozcan BASOGLU

Head of Airworthiness Maltepe Department Mahallesi,

Gazi Mustafa Kemal 06570 Çankaya/ Blv. 128/A, Ankara

Turkey

+90 312 2036000

Directorate General of Civil Aviation

Serdar KARABULUT

Head of Aviation Security Department

Maltepe Mahallesi,

Gazi Mustafa Kemal 06570 Çankaya/ Blv. 128/A, Ankara

Turkey

+90 312 2036000

Directorate General of Civil Aviation

Adem KARSLIOGLU

Acting Head of Rulemaking and Training Department

Maltepe Mahallesi,

Gazi Mustafa Kemal 06570 Çankaya/ Blv. 128/A, Ankara

Turkey

+90 312 2036000

Directorate General of Civil Aviation

Ozgu SARIUNAL

Acting Head of Aerodromes Department

Maltepe Mahallesi,

Gazi Mustafa Kemal 06570 Çankaya/ Blv. 128/A, Ankara

Turkey

+90 312 2036000

(As on 31st October 2017, Unless specified otherwise)

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united arab emirates Organisation Structure - GENERAL CIVIL AVIATION AUTHORITY Director General (DG) Director General Officer

Deputy Director General (DDG)

Advisors

Internal Audit and Corporate Risk Assessment

UAE Representative Office at ICAO

Quality and Risk Management

UAE Representative Office at ICAO

Air Navigation Services

Aviation Safety Affairs

Aviation Security Affairs

Air Traffic Management (ATM)

Policy, Regulation & Planning

Flight Operations

Oversight & Inspection

Communication Navigation & Surveillace System (CNNS)

Aeronautical Information Management (AIM)

Strategy & International Affairs

Corporate Strategy and Performance

Support Services

Commercial Services

Finance & Administration

Human Capital Air Transport

Airworthiness

Intelligance & Threat Assessment

IT External Affairs

Licensing

Air Navigation & Aerodromes

Training (TRN)

Legal Corporate Communication

Corporate Development

Support Coordination (As on 31st October 2017, Unless specified otherwise)

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who’s who

Profiles: Civil Aviation Feng Zhenglin (China)

Administrator (Minister Level) Secretary, CPC Leadership Group Feng Zhenglin, male, of Han nationality, was born in September 1957 in Yanchuan, Shaanxi Province. Feng is a CPC member, has a bachelor’s degree, and is a credited Senior Engineer. In June 1975, Feng worked as a member of the educated youth in the Ma Village Production Brigade, Ma Village Commune, Xianyang City, Shaanxi Province. In February 1978, Feng began his study in the Department of Highways in Xi’an Highway Institute majoring in highway engineering. From February 1982, Feng worked successively in the Bureau of Highways and the Department of Engineering Management, Ministry of Transport (when he furthered studies in highway construction in the Federal Republic of Germany). In May 1995, Feng was appointed the assistant counsel with the Department of Highway Management, Ministry of Transport (when he took a temporary post as Deputy Director-General, Department of Transport, Tibet Autonomous Region from July, 1995 to June, 1998). In July 1998, Feng was appointed Deputy Director-General, Department of General Planning, Ministry of Transport. In July 2000, Feng was appointed Director-General, Department of Highways, Ministry of Transport. In May 2003, Feng became Vice Minister and a member of the CPC Leadership Group, Ministry of Transport. In March 2008, Feng was reappointed Vice Minister and a member of the CPC Leadership Group in the restructured Ministry of Transport. In October 2015, Feng served as Vice Secretary, CPC Leadership Group and Vice Minister, Ministry of Transport.

Dong Zhiyi (China)

Deputy Administrator Member of the CPC Leadership Group Dong Zhiyi, male, of Han nationality, was born in August 1962 in Baotou, Inner Mongolia. In December 1985, Dong joined CPC. He is a PhD in Management and a credited Senior Economist. In July 1984, Dong served successively as Deputy Director and Director, General Office of the Inner Mongolia Autonomous Regional Administration of CAAC, Chief, Ulanhot Terminal, and Secretary, CPC Committee, Ulanhot Terminal. From June 1996, Dong had served as Deputy Director, and Director cum Vice Secretary, CPC Committee, Inner Mongolia Autonomous Regional Administration of CAAC. From December 2003, Dong had served as General Manager cum Secretary, CPC Committee, and Chairman, Inner Mongolia Civil Aviation Airport Group Company. From July 2005, Dong had served as Vice General Manager, Secretary, CPC Leadership Group, and General Manager, Capital Airports Holding Company, and as General Manager cum Secretary, CPC Committee; and Chairman, Beijing Capital International Airport Co., Ltd.

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In March 2015, Dong became Deputy Administrator, and a member of the CPC Leadership Group, CAAC. Dong was a representative at the 18th CPC National Congress.

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perspectives & outlook regional outlook reference data & who’s who

section 4

185

2. india ready to take-off david lim, singapore airlines

189

3. Asia-Pacific Region will Drive Passenger Growth Cesar Souto Pereira, embraer commercial aviation

191

4. The World’s Most Technologically Advanced Business Jet Dan Nale, gulfstream aerospace corp.

195

5. Making Air Travel Experience More Enjoyable Colin Mahoney, rockwell collins

197

6. Preparing the Skies for Mass Transit byron bohlman

201

aircraft specifications

1. The future for aviation in India Essa Sulaiman, emirates

india – a high growth market

experts’ voices

Chapter 1

The Future for Aviation in India The right policy frameworks are essential if India’s aviation market is to reach its potential. The measures that the Ministry of Civil Aviation has adopted and implemented over the past three years have already begun to revitalise India’s aviation sector.

By Essa Sulaiman

t is well-known that India’s aviation market is on a high growth trajectory – on track to become the world’s third largest aviation market. This fast paced growth has been driven by India’s strong economy, low fuel prices, high passenger demand, increased adoption of technology, and visa reforms. However this growth is not without its challenges and progress over the next 12 months will be determined by the way in which some of the key issues affecting aviation are addressed. Airport infrastructure development and nurturing an optimal competitive industry landscape are two issues that present an enormous opportunity for India. Successful stewardship of these will propel aviation as a real force for India’s economic growth and development — opening new conduits for tourism, trade and investment, and ultimately benefitting Indian consumers.

The right policy frameworks in these two areas are essential if India’s aviation market is to reach its potential. The measures that the Ministry of Civil Aviation has adopted and implemented over the past three years have already begun to revitalise India’s aviation sector. The development of the National Civil Aviation Policy (NCAP) demonstrates the strategic thinking and long-term approach that underpin policy making in India today, and its policy levers such as the Regional Connectivity Scheme, and strategies to ensure industry-specific skills development, will become important drivers of progress. Like any fast-growing market, India is not immune to the need to keep up with airspace and airport infrastructure development. We are already seeing movement on this, with the proposed international airport in Jewar — the National Capital Region (NCR) of Delhi — and the reinvigoration of existing

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Chapter 2

India Ready to Take-off To a great extent, India’s aviation industry still remains to reach its full potential and has scope for development opportunities, considering that air transport is still costly for a majority of the population

By David Lim

t the outset, I would like to mention that the Indian Government has been undertaking some commendable initiatives recently, which is expected to establish a symbiotically beneficial relationship between all the stakeholders of the industry. The Indian aviation sector is on the cusp of a new era having shown great promise towards becoming the third largest aviation market by 2020 and the largest by 2030. Ushered by factors such as Low Cost Carriers (LCCs), modern airports, heightened interest of investors in the industry, advancement in technology coupled with the Government’s efforts towards regional connectivity, the industry witnessed significant growth in 2016. The past year was also a momentous one for the Indian aviation industry highlighted by the introduction of the New Civil Aviation Policy in June. The elimination of the

5/20 rule and enhancement in bilateral traffic rights is expected to empower domestic carriers to fly international and improve connectivity offered by foreign carriers. Some airlines have already started preparing the blueprint of their plan to expand their reach to the global markets. While the Indian civil aviation industry is on a high growth trajectory, factors such as high operational costs and fuel costs remain a concern. Another challenge plaguing the industry is the unprecedented growth of air traffic which has led to a surge in demand for more aircrafts. Additionally, this raises the need to modernise the airport and air navigation infrastructure so that safe, efficient and orderly operations are ensured. To a great extent, India’s aviation industry still remains to reach its full potential and has scope for development opportunities, considering that air transport is still costly for the majority of the popula-

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Chapter 3

Asia-Pacific Region will Drive Passenger Growth However, the growth of low cost carriers, alongside mainstream airlines, have intensified the competition for market share. As a result of this, we see three factors that shape the future of the civil aviation industry in years to come: fuel price volatility, incentives to drive regional connectivity and big data.

â&#x20AC;&#x201A; By Cesar Souto Pereira

he first half of 2017 has shown that the only constant thing in world affairs now is, change. Despite these factors, people want to fly and the demand for air travel over the next two decades is set to double. The International Air Transport Association (IATA) expects 7.2 billion passengers to travel in 2035, almost double the 3.8 billion air travelers in 2016. The forecast for passenger growth confirms that the biggest driver of demand will be the Asia-Pacific region. However, while the passenger growth figures in Asia Pacific are impressive, it comes at a cost. The growth of low cost carriers alongside mainstream airlines have intensified the competition for market share. Many airlines have had to lower their prices, which then put airline yields under pressure. Airlines

have had to seek ways to keep their costs down and also maximise yield and revenues. As a results of this, we see three factors that shape the future of the civil aviation industry in years to come: fuel price volatility, incentives to drive regional connectivity and big data.

Keeping a lid on rising fuel prices

Fuel price volatility has been a subject of many discussions for a few years now, and given the current geopolitical risks and issues affecting oil-rich countries such as Iran, Russia, Venezuela, oil prices could rise. Rising oil prices are a key threat to the airline industry as it is responsible for between 30 to 50% of the variable costs of an airline. Fuel price is a key element that is closely watched by airlines. We have seen that low fuel prices in 2016 for example, have

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Chapter 4

The World’s Most Technologically Advanced Business Jet With continuous aviation innovation ensuring cutting-edge technology, speed, range and safety to its customers, Gulfstream’s place at the forefront of business aviation technology has been assured

By Dan Nale

arly 60 years ago, the first Gulfstream—and the world’s first purposebuilt business aircraft — took to the skies over Bethpage, New York. Technology was the hallmark of that effort, and that penchant for aviation innovation has continued in the six decades since. Among the technology highlights over the years at Gulfstream are several business aviation firsts, including: yy First business jet to fly nonstop from the U.S. to Europe (Gulfstream II) yy First all-glass cockpit (Gulfstream IV) yy First ultra-long-range business jet (GV) yy First aircraft with Federal Aviation Administra-

tion-approved enhanced and synthetic vision systems (G550) yy First ultra-large-cabin, ultra-long-range business jet (G650) Our newest aircraft, the Gulfstream G500 and G600, are the latest examples of our long-standing tradition of advanced technology. Both aircraft feature the Symmetry Flight DeckTM, which offers a transformational flying experience. This novel flight deck features several innovations, including 10 touchscreens, the most extensive use of this equipment to date, which reduce the number of switches in the flight deck by up to 70 per cent. Also present are state-of-the-art vision systems, including a thirdgeneration enhanced vision system (EVS) with four

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Chapter 5

Making Air Travel Experience More Enjoyable Next-generation aircraft, the power of big data, and a new vision for connectivity are transforming the future of air travel

By Colin Mahoney

n my job, I have the good fortune to travel around the world. I meet with airline executives, with business jet operators and aircraft manufacturers of all shapes and sizes. The people I’ve met over the years have changed, but what hasn’t changed is the aviation industry’s drive to take aircraft operations and the passenger experience to another level — to improve it in wonderful new ways that will have people excited once again to fly. Some of us can remember when people used to feel that way. Take heart. I believe our industry is closer than ever to recapturing that very special feeling—the anticipation of flying. We’re reaching a critical moment in aviation history where dramatic improvements in the overall air travel experience are not

only possible, they’re right around the corner. This is largely due to next-generation aircraft now coming into the marketplace, our potential to harness vast amounts of data, and a new vision for how the entire aviation ecosystem can leverage connectivity. What this means for our industry is that we’re now reimagining the air travel experience to one that is featurerich, benefit-focused, and passenger-dedicated. Recently, Rockwell Collins’ Chairman, President and CEO, Kelly Ortberg, wrote an article for Air Transport World online entitled “Reimagining the Air Travel Experience.” He described the five environments of commercial aviation and how progress within the environments is enabling air travel’s next leap forward. His view of how pas-

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Chapter 6

Preparing the Skies for Mass Transit The five esteemed contributors from Emirates, Embraer, Gulfstream, Rockwell Collins and Singapore Airlines share a common view that data, digitisation, and connectivity will feature in almost every aspect of the industry. They believe that advances in aircraft design and maintenance, consumer segmentation, and competition will influence how people move from A to B.

By byron bohlman

t seems like just about everyone on Earth is flying these days. Statistically, it’s really only half the population of the planet, or about 3.8 billion people. That’s how many passengers IATA estimated flew last year. In another 10 years, however, IATA expects that figure to almost double to 7.2 billion. To put that number in perspective, think of everyone on Earth today routinely taking to the skies every year by 2035. Are airlines, aircraft manufacturers, airports, and our airways prepared to literally take on the world? Advances in technology will certainly help accommodate the masses. The five esteemed contributors from Emirates, Embraer, Gulfstream, Rockwell Collins and Singapore Airlines share a common view that data, digitisation, and connectivity will feature in almost every aspect of the industry. They believe that advances in aircraft design and maintenance, consumer segmentation, and competition will influence how people move from A to B. Gazing into my own crystal ball, I see three areas where technology will transform the industry.

REINVENTING THE AIRPLANE Wired Aircraft Like so much of our consumer world in which our smart gadgets talk amongst themselves, we’re already seeing the introduction of new-generation technology in which airplanes are connecting to people and information networks. E-enabled aircraft will be the new norm, eliminating conventional, time-consuming, paper-heavy processes like flight planning and maintenance tasks, and replacing those with realtime data distributed via tablets and smart devices. Flight and weather information transmitted to pilots at home before they head to the airport? Crew check-in while en route to work? Maintenance issues flagged while an aircraft is still in flight so that downline station personnel can effect repairs and avoid delays? Tablets plugging into the flight deck? Some airlines have already implemented these but it’s only a matter of time before they, too, become the norm. The passenger cabin is also getting wired. E-enabled systems facilitate point-of-sale product

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perspectives & outlook regional outlook 205

2. number of airlines

209

3. domestic & international traffic

213

4. civil aircraft movements

217

5. revenue – expenses – profitability

221

6. aviation fuel

227

7. air cargo

229

8. business aircraft

233

aircraft specifications

1. commercial fleet profile

india – a high growth market

experts’ voices

india – a high growth market

reference data & who’s who

section 5

Chapter 1

Commercial Fleet Profile Current Profile – Some Statistics

As of mid-2017, 531 jets and turboprops were registered in the fleets of Indian airlines. Regional aircraft and twin-aisle jets accounted for 20 per cent of the total, while single-aisle Airbus and Boeing jets represented the remaining 80 per cent. The twin-aisle jet category is almost exclusively comprised of Boeing aircraft. Airbus jets, however, outnumber Boeing aircraft nearly two to one among single-aisle jets. Sixty percent of the national fleet is operated by four airlines – IndiGo, Air India, Jet Airways and SpiceJet.

Number of Jet and Turboprop aircraft (As on 26.09.2017) Airline

Total A321 A320 A319 B737 B738 B739 B744 B773ER B772LR B788 A333 A332 Q400 ATR42 ATR72 CR7 Aircraft

IndiGo

140

Air India

126

Jet Airways

104

SpiceJet

GoAir

Air India Express

Vistara

AirAsia

Alliance Air

Jet Airways Konnect

trujet

Zoom Air

Total

531

140 20

12 10

26 4

18 21

25 23

2 3

230

115

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Chapter 2

Number of Airlines Current Airlines - Scheduled

As of mid-2017, there were 11 Indian-registered commercial airlines. Air Costa of Vijayawada ceased operations in June 2017 and Air Pegasus of Bengaluru stopped flying in July 2016. Nearly half of the current airlines are classified as low-cost/low fare carriers.

Fleet Statistics Of Scheduled Indian Operators (As On 26.09.2017) Name of the Operator AirAsia (India) Pvt. Ltd. (AirAsia) Air India Ltd. (Air India)

Air India Charters Ltd. (Air India Express) Airline Allied Services Ltd. (Alliance Air)

Go Airlines (India) Ltd. (GoAir) Interglobe Aviation Ltd. (IndiGo)

Jet Airways (India) Ltd. (Jet Airways)

Type of Aircraft

No of Aircraft

Seat Capacity

A320-216

180

A320-214

180

B747-400

423

B777-200 LR

238

B777-300 ER

342

B787-800

256

A320-231

168

A320-214

140

A319-112

122

A321-211

172

A320-251N

162

B737- 800

186

ATR 42-320

ATR 72-600

CRJ700

A320-214

176

A320-271N

176

A320-232

110

A320-214

180

A320-271N

180

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Chapter 3

Domestic and International Traffic Photo: SP Guide Pubns

Exceptional Traffic Growth

Both international and domestic enplanements on scheduled airline flights recorded impressive gains year over year. For the 2017 fiscal year, domestic passenger boardings increased by 18.55 million or 18 per cent compared to the previous year. International enplanements were up 4.9 million or 9 per cent over the same period. Combined, there were 24.5 million more domestic and international enplanements in 2016/17, 15 per cent more than in 2015/16.

PASSENGER TRAFFIC AT A GLANCE Passenger Traffic

Unit

2015-16

2016-17

Domestic Passengers

Departing Passengers

85.20 million (21.58)

103.75 million (21.77)

Domestic Airline Demand

Revenue Passenger Kilometers (RPK) 80.97 billion (20.81)

98.64 billion (21.82)

Domestic Airline Capacity

Available Seat Kilometers (ASK)

97.73 billion (15.23)

116.94 billion (19.66)

International Passengers

Departing and Arriving Passengers

49.78 million (8.85)

54.68 million (9.84)

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Chapter 4

Civil Aircraft Movements A More Level Playing Field

The withdrawal of the 5/20 requirement (an airline must have five years of operational experience and a fleet of 20 aircraft before it can fly internationally) will likely help Indian carriers compete more effectively with foreign airlines. That competition, in turn, should encourage more aircraft movements at many of the countryâ&#x20AC;&#x2122;s 133 airports.

Airports Airports In India (As On March 31, 2017) Total International Airports Aai Airports Civil Enclave Private Airports (Jvs) Total Customs Airports Aai Airports Civil Enclave Total Domestic Airports Aai Operational Airports Aai Operational Civil Enclave Aai Non-Operational State/Private Government Additional airports being developed/proposed (Pakyong, Bareilly (C), Adampur (CE) (Jallandhar) Total Airports (All Types)

24 18 3 3 8 4 4 101 49 18 30 4 3 133

Source: Airport Authority of India.

glider training centres in india 1. Gliding Centre, Pune, Maharashtra: It is attached with DGCA and its gliders being to Government of India.

2. Deolali Gliding Club, Nasik, Maharshtra: It is registered under Society Act, 1816 by Charitable Commissioner F68 and the gliders of this club being to Government of India.

Source: Directorate of Air Warthiness, DGCA

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According to the May 2017 UDAN report, the Ministry of Civil Aviation has identified airline service to 31 regional airports, 12 of which are underserved. Combined with the 27 airports that are unserved, there are 128 domestic routes that can be connected under the new Regional Connectivity Scheme.

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Chapter 5

Revenue-ExpensesProfitability A Return to Profitability

Indian carriers posted a cumulative 5.9 per cent operating profit in 2015-16 with smaller regional and fledgling domestic start-up airlines dragging down profits. Intensifying competition reduced the average domestic ticket price by 18 per cent in 2016 compared to 2015 according to UDAN’s May 2017 report that saw the drop as a positive move to make “air travel affordable for everyone.” The Regional Connectivity Scheme also introduced fare caps to “promote connectivity and affordability.”

Low Cost Airline Capacity Influences Passenger Fares

With some 60 per cent of all domestic capacity flown by LCCs, domestic yields (revenue per passenger kilometer) average between INR 4.6 and INR 3.8 (excluding regional airlines.)

COMPARISON OF PASSENGER YIELD OF SCHEDULED INDIAN CARRIERS, 2015-16 10.0

7.3

7.0

3.3

3.8

4.0

4.1

3.0

4.1

4.2

4.0

4.3

5.0

4.6

6.0

4.9

8.0

Passenger Yield

9.1

Rupees Per RPK (In Number)

9.0

2.0 1.0 0.0

e anc Alli

Air

j tru

a sus ost ega rC i P A r Ai

Passenger Yield = Passenger Revenue/RPK

ite ays Jetl irw A t Je

Jet

ce Spi

a tar Vis

ia ess iGo Ind xpr Ind E Air a i Ind Air

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a Asi Air

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Chapter 6

Aviation Fuel The Importance of the Price of Fuel

India’s stubbornly low domestic fares, among the lowest in Asia, and the value of the Rupee in relation to the US Dollar have significant effect on airline profitability. Since aviation turbine fuel, often paid in US Dollars, comprises some 30 per cent of direct operating costs, any volatility can have instant impact on an airline’s bottom line. The financial gains airlines have realised through the appreciation of the Rupee against the US Dollar has largely been offset by the gradual rise in the price of ATF, including a 4 per cent hike in September and another 6 per cent increase in October this year. Maintaining profitability may prove elusive for the nation’s airlines if the current upward ATF price trend continues.

Fuel Prices Trend up with 56% Increase Since 2016 low And Indian carriers pay 84% more for fuel than the US carriers 1,00,000 $4.47/Gallon October 2013

$6.26/Gallon August 2008

80,000

$3.05/Gallon May 2016

60,000

84% higher

40,000 $1.95/Gallon February 2016 $2.00/Gallon March 2009

20,000

$1.66/Gallon* US Average

Data Source: Indian Oil Website; Price at Delhi, May 2017

Jan-18

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Jan-17

Jan-16

Jan-15

Jan-14

Jan-13

Jan-12

Jan-11

Jan-10

Jan-09

Jan-08

Jan-07

Jan-06

Jan-05

*USDOT 12 Month Moving Average Through April 2017; Boeing

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Chapter 7

Air Cargo International & Domestic Air Freight

The volume of International air cargo transported, measured in metric tonnes, has always been at least twice the volume of domestic air freight carried. Over the last decade, international tonnage has grown nearly 50 per cent while domestic tonnage has increased 73 per cent.

FREIGHT TRAFFIC AT A GLANCE Freight Traffic

2015-16

2016-17

Domestic

6.24 Lakh MT (5.41)

6.38 Lakh MT (2.24)

International

14.04 Lakh MT (2.63)

15.13 Lakh MT (7.76)

Figures in parenthesis refer to percentage change over previous year; MT: Metric Tonne.

FREIGHT TRAFFIC CARRIED BY SCHEDULED CARRIERS OVER THE PAST DECADE

Freight (Thousand Metric Tonne)

2,500 2,000 1,500

1,139

1,292

1,219

1,238

1,262

1,404

1,513

1,025

1,072

453

452

508

638

394

591

342

465

624

368

2007-08

2008-09

2009-10

2010-11

2011-12

2012-13

2013-14

2014-15

2015-16

2016-17

1,000 500

1,368

Domestic

International

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Chapter 8

Business Aircraft Photo: SP Guide Pubns

Ranking and Growth

India ranked third in the number of business jets among the top 10 countries in Asia in 2016. The 139 aircraft represent a 16 per cent share of the 876 jets in the region. Year-over-year growth is stagnant – the 2016 number is only four more than the 2015 count.

Units and Share by Aircraft Type 2016 India (Units)

Top 10 Asia (Units)

India Share %

Long-Range

466

Mid-Size Jet

165

Light Jet

121

Biz Liner

Super Mid-Size

Very Light Jet

Total

139

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perspectives & outlook regional outlook reference data & who’s who

section 6

experts’ voices

aircraft catalogue

saab 266

2. business aircraft specifications BAE 267 / bombardier 268 / britten norman 276 / casa 276 / cirrus 277 / falcon 278

embraer 280 / Fokker 283 / gulfstream 283 / Mcdonnell douglas 286 /

pacific aerospace 287 / piaggio 288 / pilatus 289 / piper 290 / textron aviation 291

viking air 296

267

india – a high growth market

241

aircraft specifications

1. commercial aircraft specifications Airbus 241 / ATR 247 / boeing 251 / bombardier 256 / comac 263 / embraer 264

Chapter 1

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

Airbus

Photo: Airbus

Airbus A319 Range (with Sharklets)

6,950 km / 3,750 nm

Capacity (Pax) Typical seating

124

Max

156

Max payload

13.2 tonnes

Wing span

35.80 m / 117 ft 5 in

Overall length

33.84 m / 111 ft

Height

11.76 m / 38 ft 7 in

Overall length

33.84 m

Cabin length

23.78 m

Fuselage width

3.95 m

Max cabin width

3.70 m

Height

11.76 m

Track

7.59 m

Wheelbase

11.04 m

Max ramp weight

64.4 (75.9) tonnes

Max take-off weight

64.0 (75.5) tonnes

Max landing weight

61 (62.5) tonnes

Max zero fuel weight

57.0 (58.5) tonnes

Max fuel capacity

up to 24,210 (30,190) litres

Engines x2

CFM56-5B, V2500-A5

Thrust range

98 (120) kN

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Chapter 2

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

BAE

Photo: Wikipedia

BAE 146/AVRO RJ Crew Seats Cabin width Length Span Height Area Aspect ratio Weight MTOW MLW OEW MZFW Fuel capacity Engines Turbofans (4×) Thrust Performance Maximum speed Cruise speed Ceiling Range Take off (SL, ISA) Landing (SL, ISA)

-100/RJ70 2 70-82 3.42 m (11.2 ft) 26.19 m (85.9 ft) 26.34 m (86.4 ft)

-200/RJ85 2 85-100 3.42 m (11.2 ft) 28.55 m (93.7 ft) 26.34 m (86.4 ft)

8.61 m (28.2 ft) 77.3 m (254 ft) 8.98

38,101 kg (84,000 lb) 37,875 kg (83,500 lb) 23,820 kg (52,510 lb) 32,432 kg (71,500 lb) 11,728 L (3,098 US gal), option: 12,901 L (3,408 US gal)

42,184 kg (93,000 lb) 38,555 kg (85,000 lb) 24,600 kg (54,230 lb) 35,833 kg (79,000 lb) 11,728 L (3,098 US gal), option: 12,901 L (3,408 US gal)

BAE 146 : Lycoming ALF 502R-5, Avro RJ: Honeywell LF 507-1F 6,990 lbf (31.1 kN)

BAE 146 : Lycoming ALF 502R5, Avro RJ: Honeywell LF 507-1F 6,990 lbf (31.1 kN)

Mach 0.739 (426 kn; 789 km/h) Mach 0.7 (404 kn; 747 km/h) 35,000 ft (11,000 m) 82 pax: 3,870 km (2,090 nmi) 1,195 m (3,921 ft) 1,180 m (3,870 ft)

Mach 0.739 (426 kn; 789 km/h) Mach 0.7 (404 kn; 747 km/h) 35,000 ft (11,000 m) 100 pax: 3,650 km (1,970 nmi) 1,390 m (4,560 ft) 1,190 m (3,900 ft)

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Source: en.wikipedia.org

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CONFIDENCE IS EARNED Thatâ&#x20AC;&#x2122;s why our worldwide 4,000-person-strong customer support network is with you every step of the way. How we serve you is just as important as how your aircraft performs. Discover promise in every journey. GULFSTREAM.COM

Gulfstream Authorized Sales Representative: Rohit Kapur, +91 98 182 95755 or toll free 1800 103 2003 Gulfstream Regional Vice President: Jason Akovenko, +65 6572 7777