ELITE WINGS MAGAZINE
ISSN 2816-4040
ELITE-WINGS.COM
EDITOR-IN-CHIEF
Abdelmajid Jlioui abdelmajid.jlioui@elite-wings.com
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Viswanath Tata viswanath.tata@elite-wings.com
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Jane Stanbury jane.stanbury@elite-wings.com
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Mark Lowe mark.lowe@elite-wings.com
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India’s business aviation industry is at a pivotal juncture, balancing strong growth potential with structural challenges. Driven by rapid economic expansion, rising corporate travel needs, and the government’s vision of Viksit Bharat, the sector is increasingly recognized as a strategic enabler of productivity and connectivity. Business aviation offers unmatched flexibility for executives and entrepreneurs, linking major metros with Tier 2 and Tier 3 cities, thereby fostering regional economic development and decentralizing growth. The government’s push for infrastructure modernization, regional connectivity through UDAN, and liberalized policies such as 100% FDI in Maintenance, Repair, and Overhaul (MRO) have created a favourable environment for investment.
However, the industry faces significant hurdles. Limited dedicated General Aviation Terminals (GATs), congestion at metro airports, high operating costs, and inadequate hangar and parking facilities constrain expansion. Regulatory complexities and high import duties further dampen investor confidence. Despite these challenges, opportunities abound: the development of secondary airports, the integration of business aviation into airport master plans, and the adoption of sustainable aviation fuels position India for a transformative leap. With deeper private sector participation and global partnerships, business aviation can evolve from a niche segment into a cornerstone of India’s economic and technological progress.
Gp. Capt. Rajesh Kumar Bali Managing Director of The Business Aircraft Operators Association, BAOA
Can you provide us with a quick overview of B.A.O.A. and some of its missions for the industry?
The Business Aircraft Operators Association (BAOA) is the unified voice of India’s business aviation sector. Our mission is to promote safe, efficient, and sustainable growth of business aviation in India by working closely with policymakers, regulators, and industry partners.
We focus on building a transparent regulatory environment, improving operational efficiencies, enhancing safety standards, strengthening infrastructure, and enabling ease of doing business for operators.
Ultimately, BAOA strives to ensure that business aviation becomes an integral enabler of India’s economic aspirations, regional connectivity, and the nation’s journey towards becoming a developed country by 2047.
How does B.A.O.A. collaborate with I.B.A.C. from an international perspective?
BAOA is an active member of the International Business Aviation Council (IBAC), which aligns India with global best practices, safety frameworks, environmental standards, and advocacy initiatives.
Our collaboration ensures that Indian operators remain globally competitive and internationally recognized. Through IBAC, we participate in the development of ISBAO/IS-BAH standards, engage with ICAO discussions, and represent India’s interests on global platforms.
This partnership also helps us bring international learnings into India while showcasing India’s unique operational challenges and opportunities to the global community.
The Indian business aviation market is growing fast. Can you provide an overview of the current state of the market and its growth potential?
India’s business aviation market is witnessing steady and broad-based growth driven by economic expansion, increasing private wealth, rising corporate activity, and stronger Tier-2/Tier-3 city connectivity needs.
With over 450 registered business aircraft today and a much larger latent demand, India has one of the world’s highest long-term growth potentials.
If regulatory and infrastructure constraints are progressively addressed, India could double its business aviation fleet within the next decade. The demand is far deeper than what current numbers indicate—the ecosystem simply needs the right enabling environment to unlock it.
What do you see as the main demand drivers for business aircraft in India? What, if anything, is restricting the supply?
India’s business aviation sector is driven by rapid economic growth, rising wealth creation, and the expansion of industries into remote regions. Senior leadership increasingly demands time-efficient travel, while safety, privacy, and secure mobility remain top priorities. Growth in newage sectors such as technology, manufacturing, mining, and renewable energy, along with a rising culture of fractional ownership and corporate fleets, further fuels demand. However, the industry faces significant supply-side challenges, including complex regulatory frameworks affecting acquisition, import, and operations; limited MRO capacity with heavy reliance on foreign maintenance; inadequate dedicated infrastructure; difficulties in attracting and retaining skilled manpower; and high compliance costs imposed by legacy regulations.
Once these bottlenecks are eased, natural demand will translate into healthy fleet expansion.
What are some of the major regulatory hurdles constraining the growth of business aviation in India?
Key challenges for India’s business aviation sector include overregulation and legacy procedures rooted in airline-centric frameworks, coupled with the absence of a simplified regime for fractional ownership and aircraft management companies. Restrictions on experience endorsements for non-Indian registered aircraft and limited flexibility in cross-utilizing pilots and technical staff further constrain operations. Progress in harmonizing India’s rules with global norms remains slow, while unpredictability around charges, approvals, and operational permissions adds complexity. To address these issues, BAOA continues to work closely with the Ministry of Civil Aviation and DGCA to create a more pragmatic, proportionate, and enabling regulatory environment.
Can you describe the central government’s role in supporting and overseeing business aviation.
The Government of India, through the Ministry of Civil Aviation and DGCA, plays a critical role in shaping the regulatory landscape and ensuring the safety, transparency, and long-term sustainability of business aviation.
In recent years, the government has demonstrated positive intent—whether through support for regional air connectivity, digitization of processes, or modernization of aviation infrastructure.
We believe that ongoing reforms, if extended to the business aviation segment specifically, can make India one of the fastest-growing business aviation markets in the world.
In terms of infrastructure, what are the current impediments and opportunities to boost business aviation in India?
India’s business aviation sector faces persistent impediments that threaten to slow its momentum. The scarcity of dedicated General Aviation Terminals (GATs), coupled with congestion at metro airports and restricted slot availability, creates operational bottlenecks. High and often ambiguous airport and handling charges add to the financial strain, while inadequate hangar space and limited night-parking capacity further constrain growth. These challenges underscore the urgent need for structural reforms and strategic investments.
Yet, within these hurdles lie powerful opportunities. Developing more GATs under balanced public-private partnership frameworks can transform the passenger experience and streamline operations. Expanding secondary and reliever airports near metropolitan hubs will ease congestion and unlock new connectivity. Stronger integration of business aviation facilities into airport master plans, alongside the establishment of dedicated MRO hubs, can create a robust ecosystem for sustained growth. With deeper participation from private investors and global players, India has the chance to redefine its business aviation landscape—turning obstacles into stepping stones toward a world-class future.
India’s infrastructure is improving, and with the right policy push, business aviation stands to benefit significantly.
How do you envisage the future, considering rapid advances in aircraft technology, AI, and Advanced Air Mobility?
The future of business aviation in India will be shaped by digitization, smarter regulation, cleaner propulsion systems, and new mobility concepts such as eVTOLs and Advanced Air Mobility (AAM).
AI will transform safety oversight, predictive maintenance, crew training, and operational efficiency.
Sustainable aviation fuels (SAF), hybrid-electric aircraft, and quieter, more efficient airframes will redefine both environmental impact and operating cost structures.
India—given its evolving urban mobility needs, geography, and technological talent—can become a global hub for AAM adoption if supported by policy and infrastructure.
BAOA sees this transition as an opportunity to position business aviation not just as a luxury, but as a strategic enabler of productivity, sustainability, and future-ready mobility.
Gp. Capt. Rajesh Kumar Bali (Retd.) is a seasoned aviation professional with over 46 years of comprehensive experience spanning military aviation, general aviation, and business aviation. A former Indian Air Force officer, he holds postgraduate degrees including an MBA (HR) and MSc in Defence Strategy, and has been a respected figure in India’s aviation ecosystem since taking premature retirement from the IAF in 2006. During his Air Force tenure, he served as an Air Defence and Accident Prevention Officer, actively functioning as a radar controller and contributing to India’s air defence operational system. Over the years, he has held senior roles across the GA/BA sector and, since 2015, has served as the Managing Director of the Business Aircraft Operators Association (BAOA), driving regulatory, safety, and policy reforms.
He is an active contributor to national and international aviation policy forums and participates across all major Indian industry bodies, including the Confederation of Indian Industry (CII), FICCI, PHD Chamber of Commerce, and ASSOCHAM, serving on their National Aviation Committees. He regularly engages with the Ministry of Civil Aviation, DGCA, BCAS, and other government agencies on matters of aviation policy and operational regulation. Internationally, he represents India at the International Business Aviation Council (IBAC) as a member of its Governing Board and the Policy & Operations Committee (POC), contributing to global standards, safety initiatives, and advocacy for the business aviation community. Known for his thought leadership, he frequently speaks at leading industry events in India and abroad, strengthening India’s voice in the global business aviation community.
By Abdelmajid Jlioui
Can you provide an overview of why a customized business jet is so unique?
Private jets make a statement about their owners. The interiors are individually designed and outfitted according to the owners’ preferences and operational requirements. The specification process begins with a meticulous selection from numerous original equipment manufacturer (OEM) offerings such as floorplans, materials, seats, galley, onboard entertainment, lavatories, certification basis, etc. Also, a choice of optional equipment such as avionics upgrades, cabin management systems (CMS), materials upgrades, etc. are considered. Often, customers want to add their unique mark by further customizing beyond what is typically is offered by the OEM. Examples include custom logos, artwork, unique paint schemes, or even buyer furnished equipment that is to be incorporated.
In addition, numerous technological advances are constantly being made, leading to upgraded product offerings such as high-speed onboard connectivity systems, safety enhancements such as synthetic vision systems (SVS), and passenger convenience features such as high-resolution monitors and personal electronics devices (PED) integrated with the CMS.
Finally, with the increased focus on sustainability in aviation, there is a lot of development work being done world-wide on hybrid-electric or all-electric airplanes, use of eco-friendly materials, Sustainable Aviation Fuel (SAF), and composite materials. Who knows what the future holds?
All this is to say that every business jet is unique, leading to a fresh set of challenges when it comes to design, outfitting, testing, certifying, and delivering a high-quality product.
Since the OEM is contractually responsible to deliver a quality aircraft within budget and on schedule, why is a third-party completion manager necessary?
Just as a business jet customer would likely never dream of not having a contracts specialist, pilot, or maintenance professional on their team, a 3rd party completion manager should be strongly considered as being their ‘onsite eyes and ears’. This allows for effective customer advocacy for the client interests during the critical completion phase. Extended team members typically also include an independent interior designer and a flight attendant, depending on their interior customization and flight crew operational requirements.
The adage ‘the squeaky wheel gets the grease’ comes to mind when referring to the valuable role a professional completion manager plays when interfacing with the OEM. Simply put, the mere onsite presence of the dedicated completion manager can serve to ensure that the customers’ aircraft receives the necessary attention, while proactively addressing risks before they manifest themselves as issues.
What are some of the challenges to convince customers to retain the services of an independent completions manager?
Several challenges typically exist when discussing the benefits of retaining a completion manager. These include – but are not limited to – professional fees that may not have been budgeted for. Completions managers can help where there’s a lack of understanding of the complexities of the completion process. They can communicate the value-added services in tangible or intangible terms. For example, cost avoidance strategies or higher quality outcomes through professional technical management.
Crucially, an independent completions manager can help educate customers that they 'do not know what they do not know' by providing concrete examples of the importance of proactivity. Furthermore, they can convince internal stakeholders that we are all part of the same team.
Please describe some roles and responsibilities of an aircraft completion manager.
Again, depending on the scope of work and complexity of the individual completion project, as well as the project stage, the services can include, but are not limited to, roles such as ensuring adherence with the terms of the Aircraft Purchase Agreement (APA). First off, a completions
manager can participate in or help review the completion specification. The manager can also play a pivotal role in documentation reviews involving engineering layouts, change orders, quality assurance documents, aircraft manuals, supplier documents, and ground and flight test results. Plus, it is typical for a completions manager to undertake onsite project management coordination with an OEM on a weekly (or daily) basis.
Their role can also include inspection of monuments, components and systems at critical stages of the aircraft build, as well as providing strategic guidance based on prior experience. Additionally, a completions manager usually participates in all final delivery and acceptance activities and ensures that the finished aircraft complies with all contractual requirements, customer expectations, and is airworthy.
Can you elaborate on the optimum strategic approach to these projects? How can a customer or OEM decide if the completion manager is likely to be a friend or foe?
There are three teams involved, i.e. customer, OEM and third-party completion manager. It is vital to emphasize that a professional approach based on a ‘win-win’ outcome be adopted. In other words, this is not to be viewed as a ‘zero sum’ game.
I have seen many completion projects go astray because no dedicated independent completion manager was assigned or the completion manager did not have the requisite technical experience. I have seen instances where – in absence of a dedicated manager – the relationship with the OEM was unnecessarily adversarial for no apparent reason or 'over-promises' were made, leading to under-performance.
Without a dedicated independent completion manager there is a risk of ineffective project management where 'firefighting' tactical approaches are adopted. There can also be a risk of operations falling outside of agreed upon NDAs or confidentiality agreements. A project may go sideways because creative yet non-sensical solutions to ill-defined problems are implemented, due to a lack of fundamental understanding of the APA, specifications or customer requirements.
Other issues can include unqualified managers making misleading statements 'on behalf of the customer,' either unintentionally or for other unspecified reasons. Lastly and sadly, people sometimes behave unprofessionally or unethically.
The bottom line is that a professional completion manager can be either a friend or foe, depending on how they score against the observations listed above. It is also important to note that there may be a delicate balance between quality, schedule and budget when decisions on critical
issues are made. These should be made with the right stakeholders, with the ‘safety first’ principle in mind.
As marketing approaches to attract clients are closely orchestrated, it may be difficult to differentiate between different companies or individuals offering these services. It is therefore highly recommended to seek referrals from the 3rd party completion managers’ previous clients and do a proper internal due diligence before deciding on the ‘friend or foe’ question.
What are some of the technical skills necessary to be an effective completions manager?
A completions manger should possess a deep understanding of the completion process from tip-to-tail, so to speak. Experience with multiple projects, preferably at an OEM, is highly desirable. Technical skills include a clear understanding of engineering, airworthiness, completion specifications, interior design, green aircraft systems, cabin systems, ground and flight testing, and OEM documents, amongst others.
From a holistic perspective, one should ideally be very knowledgeable about what I refer to as the 4P model, i.e. (1) Processes – internal to the OEM and on the customer side (2) Product – the aircraft itself at both the micro and macro level (3) People – organizational structure, i.e. who are the key people and what are their roles & responsibilities. Who is on the escalation path for key issues, etc. (4) Politics – necessary to be aware but not get directly involved.
With a comprehensive technical background and adoption of the 4P model, it becomes easier to manage perceptions, priorities, progress, and people in a proactive manner…. I could not resist.
How are project management principles used during a project?
Project management principles and processes must be employed to obtain a desirable outcome. For example, at Ganesh Maximus Aviation, we produce weekly status reports and action log tracking. We have a continuous flow of information via email, text messages, pictures and so on. Our critical path schedule management ensures efficient operations. We use customized inspection checklists during the delivery phase and engage in proactive communication and mitigation planning for foreseen risks. Onboarding of additional specialist resources, as required, adds a key layer of efficiency.
Success, like beauty, is ‘in the eyes of the beholder’.
Personally, I do not measure success by how many customer observations or aircraft snags were found during the delivery phase. In fact, the opposite is true. Too many snags are indicative of insufficient due diligence during the completion build phase. Changing perceptions and/or excessive subjectiveness may also be factors during the delivery, and these must be delicately addressed.
Open and transparent communication, teamwork, professionalism, and focus on the task at hand are likely sufficient to ensure that all stakeholders are smiling at the end of the project. That is perhaps the real measure of success.
Another adage that I personally adopt is ‘success is silent, failure is loud’. Therefore, a smooth and drama free delivery is the desired outcome.
Lastly, can you give us a few examples of interesting case studies on your past projects?
I recall one project that I was involved in many years ago on a Global Express platform. The customer was from the USA and worked in the Finance industry. Even though the aircraft was successfully delivered, when it went into service the client was deeply annoyed that the satellite communication (SATCOM) system to access the Internet through onboard Wi-Fi did not work as fast as he expected throughout the flight. This was during the time period that Swift Broadband service was the benchmark in the industry. Given that he used the aircraft to conduct business and could not afford to be ‘offline’ for even a minute at the risk of losing a major deal, he insisted that he be the only user to have access to the Internet. Since he was the CEO, none of the other passengers complained.
On a Challenger 300 project in the mid 2000’s, the owner who was scheduled to come for the delivery suddenly had to cancel their trip due to urgent business matters. At risk of not being able to fulfill their contractual obligations per APA, I was asked whether I would mind being granted the power of attorney (POA) to formally accept the aircraft from a commercial perspective. As a technical person, I had zero idea what this entailed but found out in record time. It was another successful delivery.
Finally, while on the last day of delivering a Global 5000 to a Middle East client, the CEO suddenly changed his mind regarding the aircraft paint scheme. The corporate logo, which had been previously specified and embodied on the aircraft properly, was now the subject of intense scrutiny because of security concerns while the aircraft was scheduled to fly in certain unstable regions of the world. Since the aircraft was formally accepted and was to be put into service as soon as possible, this issue could have turned out very badly. The OEM realized the gravity of the situation and gladly arranged for the aircraft to be delivered on time, with a dedicated team of paint specialists deployed to remove the logo in-situ when the aircraft landed at the customer base. This is a great testament to the saying that ‘doing things right’ is not the same as ‘doing the right thing’.
Ganesh Maximus Aviation is a Montreal, Canada based independent organization providing various on-site representation services to business jet customers. With over 15 years of experience and numerous bespoke aircraft successfully delivered to clients all around the world, we are pleased to wok with your team to see your dreams become reality by ‘Removing Obstacles to Flight…. with Passion’
A Naval Aviator veteran who spent 25 years in the Indian Navy uniform, Capt Pankaj Joshi flew a variety of aircraft both in and out of the military service. He has now retired from active flying after 44 years in the cockpit. His Naval service includes active duty in terrorist infested areas for which he was awarded the President of India’s Gallantry Award on two occasions.
During his Navy service, in addition to Commanding a front line Air Squadron, he served as the Commanding Officer of two major warships and as the Air Boss of an Aircraft Carrier. Post his service tenure, he managed one of the largest Indian corporate’s aviation assets in addition to flying with them. Today, he continues to head that department. He has written a large number of papers and articles on civil aviation in India and continues to contribute to the growth of civil aviation in the country.
Can you give us an overview of the Bajaj Group? How does Bajaj Aviation fit into the corporate structure?
Bajaj Group is the third-largest group in India. The Group has a market capitalization of about Rs. 14 lakh crores (approx. US$167 billion) with 40 Group Companies and approximately 100,000 employees. It offers an extensive range of products and services including motorised two and three wheelers, home appliances, electric lamps, wind energy, special alloys and stainless steel, cranes, material handling equipment, travel, general and life insurance and investment, consumer finance, housing finance and asset management.
Aviation, though a small part of the group structure, plays a significant role in facilitating the Group’s business, where time is at a premium.
What aviation assets are owned by Bajaj, and how are these utilized in your business model?
The Group owns 1 Global 6500, 1 Global 5000, and 1 Sikorsky 76D, all purchased new from the OEMs. These are used purely by the owners, primarily for business purposes. While the jets move decision-makers across the globe, the helicopter enables easy, quick access to manufacturing or procurement sites not near an airport.
Can you describe the primary reasons why these aviation assets are essential to the growth and efficiency of business operations, as well as in job creation?
The primary reason is the flexibility of operating to and from wherever business demands at a time of one’s
choosing. With businesses spread across over 150 cities & towns in India and over 80 countries around the world, it becomes imperative that Bajaj Principals move quickly, safely, and efficiently. Job creation through employment of Aviation personnel, MROs, ground handlers, and fueling providers is vital for an industry’s growth. This growth also necessitates the establishment of training institutes and facilities, thereby increasing employment potential. With India set to become the 3rd largest aviation market by 2030, we would need, for example, about 45000 technicians and a vast number of other support staff.
Can you cite a specific example that illustrates the positive impact of your long-range aircraft on international business and on strengthening global partnerships?
A classic example would be the business tour across the USA, covering 6 cities in 7 days and signing deals totalling over USD 700 million. This trip did not involve any charters, and the team could safely travel on a desired schedule, saving precious time. That, in my opinion, was optimum utilization of the resources at one’s disposal.
Moving on to the impact of private aviation on other stakeholders, can you comment on how the use of business aircraft directly and indirectly supports society at large?
Business aviation is a significant economic driver, creating jobs in direct and indirect industries and supporting local economies, particularly in geographical sectors not
served by commercial airlines in a vast country like India, with many remote areas. This allows companies to conduct business in underserved communities, stimulating investment and economic growth in those areas. This improved connectivity enables enterprises to optimize supply chains and access new markets. ICAO has stated that air connectivity has an economic multiplier of 3.25 and an employment multiplier of 6.1.
Beyond economics, private aviation plays a crucial role in providing essential services and support for communities in need, such as Emergency and Medical Services, Disaster Relief and Charitable Operations. The Indian Government’s Drone Shakti (Drone Power) policy of 2022 is another step in the right direction, deregulating the manufacturing and operation of drones.
The business aviation sector is a leader in innovation, not shy about embracing new technologies that benefit the entire aviation industry, with a focus on advancements in aircraft design, fuel efficiency, safety features, and avionics, as well as Sustainable Aviation Fuel. These innovations often trickle down to commercial aviation, making all air travel safer and more efficient.
From a ‘nation-building’ perspective, how do you think that business aviation contributes to the growth of India’s GDP?
Business aviation acts as a catalyst for economic growth from a «nation-building» perspective, especially by
serving as a crucial conduit for industries that need to connect with far-flung areas not well-served by airlines, saving significant travel time and enabling on-site, one-day business operations that would otherwise be impossible. This improves business efficiency, from resource exploration to manufacturing and beyond to distribution & sales. All of this leads to more movements, faster decision-making, and a competitive edge in both domestic and international markets, directly contributing to business growth and, in turn, GDP.
Business travel also Stimulates Local Economies by accessing smaller airports, bringing investment and economic activity to Tier 2 and Tier 3 cities, leading to the development of local infrastructure, hospitality, and support services, creating a ripple effect of high-value job creation and economic growth in these areas.
The infrastructure and capabilities of business aviation, including small airports & helipads and a skilled workforce, serve as a strategic national asset. They can be quickly deployed for humanitarian aid, disaster relief, and medical emergencies, such as transporting critical patients or organs to distant medical facilities, reinforcing the nation’s resilience and ability to respond to crises.
What is your view on the future trajectory of business aviation in India? What are some of the significant challenges, risks, and opportunities to achieve this trajectory?
The future trajectory of business aviation in India is
marked by significant growth potential, driven by the country’s expanding economy, the increasing number of high-net-worth individuals, and the need for enhanced regional connectivity. The business aviation sector in India is poised for a period of robust expansion. Key aspects of this trajectory include Fleet Expansion, Expansion of Operations aligned with government initiatives such as the Regional Connectivity Scheme (UDAN), Technological Advancements, and the Development of MRO and Support Services.
While the outlook for business aviation in India appears promising, the path to sustained growth is fraught with challenges that demand urgent attention. Despite significant government involvement, infrastructure remains inadequate—dedicated terminals, hangar space, and Fixed-Base Operator (FBO) services are still scarce, constraining seamless operations. Regulatory and policy hurdles further complicate the landscape: high import duties on aircraft and spare parts, a lack of streamlined flight clearance processes, and an overly complex regulatory environment discourage investment. These issues, compounded by elevated operational costs driven by taxation and fuel prices, create formidable barriers. Adding to the strain are skill shortages, airspace congestion, and limited parking facilities, all of which threaten to stall progress.
Yet, these obstacles present an opportunity for transformative action. Strategic policy reforms—such as rationalizing taxes, streamlining regulatory procedures, and introducing a dedicated business aviation policy—could establish a supportive environment for growth. Simul-
taneously, targeted infrastructure investments, particularly in regional airports, coupled with private-sector participation, skill development initiatives, and the adoption of green technologies, can propel the industry forward. By addressing these critical gaps, India can unlock the full potential of its business aviation sector and position itself as a global player in this dynamic market.
We are witnessing a significant rise in business aviation activity in India. Please elaborate on Prime Minister Modi’s vision for this growth with initiatives such as Viksat Bharat. How does Bajaj’s aviation strategy align with and support this vision?
Prime Minister Narendra Modi’s vision for the growth of business aviation is intricately linked to the broader national objective of Viksit Bharat @ 2047, which aims to transform India into a developed nation by the 100th year of its independence. Business aviation is not just seen as a luxury service but as a critical enabler of this vision by boosting economic growth, improving connectivity, and fostering a modern, self-reliant India.
Business aviation stands as a powerful enabler of Viksit Bharat’s core objectives—economic growth, infrastructure development, technological innovation, and global positioning. Enhancing corporate productivity allows business leaders to travel efficiently across multiple locations in a single day, accelerating decision-making and boosting competitiveness on both domestic and international fronts. Beyond metropolitan hubs, business aviation fosters regional economic development by connecting Tier
2 and Tier 3 cities, attracting investment, creating jobs, and supporting local infrastructure growth, aligned with the government’s regional connectivity initiatives. The sector also generates a high-value ecosystem of skilled employment, from pilots to maintenance engineers, while advancing India’s ambition to become a global Maintenance, Repair, and Overhaul (MRO) hub—a move that strengthens “Make in India” and “Atmanirbhar Bharat.”
Infrastructure development is another critical pillar, with rising demand for business aviation driving airport expansion, dedicated terminals, hangars, and Fixed-Base Operator (FBO) facilities. This complements schemes like UDAN by providing tailored connectivity for the business community, fueling economic activity in emerging regions. Furthermore, business aviation serves as a testbed for cutting-edge technologies in avionics, safety, and aircraft design, while championing sustainability through the adoption of green aviation practices such as Sustainable Aviation Fuel (SAF). These efforts align with new regulatory frameworks like the Bharatiya Vayuyan Adhiniyam,
2024, which harmonize Indian aviation laws with global standards.
Finally, the sector plays a strategic role in policy leadership and global positioning. A robust business aviation ecosystem signals India’s readiness to attract foreign investment and integrate into global value chains, supported by liberalized policies such as 100% FDI in MRO. Its on-demand nature also enhances national resilience, providing critical support during emergencies, medical evacuations, and disaster relief. In essence, business aviation is not merely a mode of transport—it is a cornerstone of India’s journey toward becoming a developed, self-reliant nation.
In summary, for the Viksit Bharat vision to be fully realized, India needs a highly efficient, well-connected, and technologically advanced economy. Business aviation, by enhancing productivity, fostering regional growth, and driving innovation, is a vital component of this strategy, serving as a crucial link among the various gears of the nation’s economic engine.
HQ: Duluth, Minnesota
Founded in 1984
HQ: Greensboro, North Carolina
Founded in 2006
HQ: Stans, Switzerland
Founded in 1939
HQ: Sao Paulo, Brazil
Founded in 1969
TEXTRON AVIATION
CESSNA
HQ: Wichita, Kansas
Founded in 1927
DASSAULT AVIATION
HQ: Paris, France
Founded in 1929
BOMBARDIER
HQ: Montreal, Canada
Founded in 1942
GULFSTREAM
HQ: Savannah, Georgia
Founded in 1958
Max Range* 1275 nm
Max Cruise Speed 311 KTAS Takeoff Distance 2,036 ft
Landing Distance 1,628 ft
Max Cruise Altitude 31,000 ft
Avionics Manufacturer Garmin
Engines manufacturer Williams International
Max passengers 6 + 1 Pilot
Cabin Volume 163 cu.ft
* 3 Occupants, 240 ktas, NBAA IFR reserves, Single Pilot
HONDA AIRCRAFT | Hondajet ELITE II
Max Range* 1,547 nm
Max Cruise Speed 422 ktas Takeoff Distance 3,639 ft
Landing Distance 2,795 ft
Max Cruise Altitude 41,000 ft
Avionics Manufacturer Garmin Engines manufacturer GE-Honda
Max passengers 7 + 1 Pilot
Cabin Volume 238 cu.ft
*4 Occupants, LRC, NBAA IFR reserves
Light Jets
TEXTRON CESSNA | CITATION CJ4 Gen3
Max Range* 2,165 nm
Max Cruise Speed 451 ktas
Takeoff Distance 3,410 ft
Landing Distance 2,940 ft
Max Cruise Altitude 45,000 ft
Avionics Manufacturer Garmin
Engines manufacturer Williams International
Max passengers 10
Cabin Volume 313 cu.ft
*Ferry mission, LRC, NBAA IFR reserves
Max
Max
Max
Avionics Manufacturer Garmin
Engines manufacturer Pratt & whitney
Max passengers 7 + 1 Pilot
Cabin Volume 212 cu.ft
* 4 Occupants, LRC, NBAA IFR reserves
TEXTRON CESSNA | CITATION CJ3 Gen3
Max Range* 2,040 nm
Max Cruise Speed 416 ktas
Takeoff Distance 3,180 ft
Landing Distance 2,770 ft
Max Cruise Altitude 45,000 ft
Avionics Manufacturer Garmin Engines manufacturer Williams International
Max passengers 9
Cabin Volume 284 cu.ft
*Ferry mission, LRC, NBAA IFR reserves
AIRCRAFT | PC-24
Max Range* 2,040 nm
Max Cruise Speed 440 ktas
Takeoff Distance 3,090 ft
Landing Distance 2,410 ft
Max Cruise Altitude 45,000 ft
Avionics Manufacturer Honeywell
Engines manufacturer Williams International
Max passengers 11 + 1 Pilot
Cabin Volume 498 cu.ft
*4 Passengers, 1 Pilot, LRC, NBAA IFR reserves
Max Range* 1,550 nm
Max
Landing Distance 2,590 ft
Max Cruise Altitude 41,000 ft
Avionics Manufacturer Garmin
Engines manufacturer Williams International
Max passengers 7 + 1 Pilot
Cabin Volume 199 cu.ft
*Ferry mission, LRC, NBAA IFR reserves
AIRCRAFT | Hondajet Echelon
Max Range* 2,625 nm
Max Cruise Speed 450 ktas
Takeoff Distance 3,300 ft
Landing Distance 2,500 ft
Max Cruise Altitude 47,000 ft
Avionics Manufacturer Garmin Engines manufacturer Williams International
Max passengers 10 + 1 Pilot
Cabin Volume
*1 Crew + 4 Pax, LRC, NBAA IFR reserves
EMBRAER | Phenom 300E
Max Range* 2,010 nm
Max Cruise Speed 464 ktas
Takeoff Distance 3,209 ft
Landing Distance 2,212 ft
Max Cruise Altitude 45,000 ft
Avionics Manufacturer Garmin
Engines manufacturer Pratt & Whitney
Max passengers 10 + 1 Pilot
Cabin Volume 324 cu.ft
*5 Occupants, LRC, NBAA IFR reserves
Super Light Jets
TEXTRON CESSNA | Citation Ascend
Max Range* 1,900 nm
Max Cruise Speed 441 ktas
Takeoff Distance 3,660 ft
Landing Distance
Max Cruise Altitude 45,000 ft
Avionics Manufacturer Garmin Engines manufacturer Pratt & Whitney
Max passengers 12
Cabin Volume 501 cu.ft
*4 Passengers, LRC, NBAA IFR reserves
TEXTRON CESSNA | Citation Longitude
Max Range* 3,500 nm
Max
ft
Landing Distance 3,170 ft
Max Cruise Altitude 45,000 ft
Avionics Manufacturer Garmin Engines manufacturer Honeywell
Max passengers 12
Cabin Volume 761 cu.ft
*4 Passengers, M 0.80, NBAA IFR reserves
Max Range* 3,600 nm
Max Cruise Speed M 0.85 Takeoff Distance 4,750 ft
Landing Distance 2,720 ft
Max Cruise Altitude 45,000 ft
Avionics Manufacturer Collins Aerospace
Engines manufacturer Honeywell
Max passengers 10
Cabin Volume 935 cu.ft
*4 Passengers, 2 Crew, M 0.80 , NBAA IFR reserves
Midsize Jets
Max
Max
Landing
Max
Avionics Manufacturer Garmin Engines manufacturer Pratt & Whitney
Max passengers 9
Cabin Volume 701 cu.ft
*4 Passengers, HSC, NBAA IFR reserves
| Praetor 600
Max
Max
Max
Avionics Manufacturer Collins Aerospace Engines manufacturer Honeywell
Max passengers 12 Cabin Volume 826cu.ft
*4 Passengers, LRC, NBAA IFR reserves
BOMBARDIER | Challenger 650
Max Range* 4,000 nm
Max Cruise Speed M 0.85 Takeoff Distance 5,640 ft
Landing Distance 2,402 ft
Max Cruise Altitude 41,000 ft
Avionics Manufacturer Collins Aerospace
Engines manufacturer GE Aerospace
Max passengers 12
Cabin Volume 971 cu.ft
*6 Passengers, LRC, NBAA IFR reserves
Jets
Max Range* 3,340 nm
Max
Takeoff
Landing Distance 2,086 ft
Max Cruise Altitude 45,000 ft
Avionics Manufacturer Collins Aerospace Engines manufacturer Honeywell
Max passengers 9
Cabin Volume 705 cu.ft
*4 Passengers, LRC, NBAA IFR reserves
Max Range* 3,400 nm
Max Cruise Speed M 0.83
Takeoff Distance 4,835 ft
Landing Distance 2,364 ft
Max Cruise Altitude 45,000 ft
Avionics Manufacturer Collins Aerospace Engines manufacturer Honeywell
Max passengers 10
Cabin Volume 862 cu.ft
*4 PaX, 2 Crew, M 0.77 , NBAA IFR reserves
DASSAULT AVIATION | Falcon 2000LXS
Max Range* 4,000 nm
Max Cruise Speed M 0.86
Takeoff Distance 4.675 ft
Landing Distance 2,260 ft
Max Cruise Altitude 47,000 ft
Avionics Manufacturer Honeywell
Engines manufacturer Pratt & Whitney
Max passengers 10
Cabin Volume 1,024 cu.ft
*6 Passengers, M0.80, NBAA IFR reserves
DASSAULT AVIATION | Falcon 900LX Large
Long Range | 5,000 nm
Max Range* 4,750 nm
Max Cruise Speed M 0.87
Takeoff Distance 5,360 ft
Landing Distance 2,415 ft
Max Cruise Altitude 51,000 ft
Avionics Manufacturer Honeywell
Engines manufacturer Honeywell
Max passengers 14
Cabin Volume 1,264 cu.ft
*6 Passengers, M0.80, NBAA IFR reserves
Long Range | 5,000 nm
Max Range* 5,300 nm
Max Cruise Speed M 0.925
Takeoff Distance 5,300 ft
Landing Distance 3,100 ft
Max Cruise Altitude 51,000 ft
Avionics Manufacturer Honeywell
Engines manufacturer Pratt & Whitney
Max passengers 19
Cabin Volume 1,715 cu.ft
*8 Passengers, 3 Crew, M 0.85, NBAA IFR reserves
Long Range | 6,000 nm
BOMBARDIER | Global 6500
Max Range* 6,600 nm
Max Cruise Speed M 0.90
Takeoff Distance 6,145 ft
Landing Distance 2,236 ft
Max Cruise Altitude 51,000 ft
Avionics Manufacturer Collins Aerospace
Engines manufacturer Rolls Royce
Max passengers 17
Cabin Volume 1,690cu.ft
*8 Passengers, 4 Crew, M 0.85, NBAA IFR reserves
Max Range* 4,200 nm
Max Cruise Speed M 0.90
Takeoff Distance 5,000 ft
Landing Distance 3,000 ft
Max Cruise Altitude 51,000 ft
Avionics Manufacturer Honeywell
Engines manufacturer Pratt & Whitney
Max passengers 12
Cabin Volume 1,441 cu.ft
*8 Passengers, 3 Crew, M 0.85 , NBAA IFR reserves
DASSAULT AVIATION | Falcon 6X
Max Range* 5,500 nm
Max Cruise Speed M 0.90
Takeoff Distance 5,115 ft
Landing Distance 2,440 ft
Max Cruise Altitude 51,000 ft
Avionics Manufacturer Honeywell
Engines manufacturer Pratt & Whitney
Max passengers 16
Cabin Volume 1,843 ft
*8 Passengers, 3 Crew, M 0.80 , NBAA IFR reserves
Long Range | 6,000 nm
BOMBARDIER | Global 5500 Long Range | 5,000 nm
Max Range* 5,900 nm
Max Cruise Speed M 0.90 Takeoff Distance 5,340 ft
Landing Distance 2,207 ft
Max Cruise Altitude 51,000 ft
Avionics Manufacturer Collins Aerospace
Engines manufacturer Rolls Royce
Max passengers 16
Cabin Volume 1,589 cu.ft
*8 Passengers, 3 Crew, M 0.85, NBAA IFR reserves
Long Range | 6,000 nm
| G600
Max Range* 6,600 nm
Max Cruise Speed M 0.925
Takeoff Distance 5,700 ft
Landing Distance 2,900 ft
Max Cruise Altitude 51,000 ft
Avionics Manufacturer Honeywell
Engines manufacturer Pratt & Whitney
Max passengers 19
Cabin Volume 1,884 cu.ft
*8 Passengers, 4 Crew, M 0.85, NBAA IFR reserves
DASSAULT AVIATION | Falcon 8X
Max Range* 6,450 nm
Max Cruise Speed M 0.90
Takeoff Distance 5,880 ft
Landing Distance 2,240 ft
Max Cruise Altitude 51,000 ft
Avionics Manufacturer Honeywell
Engines manufacturer Pratt & Whitney
Max passengers 16
Cabin Volume 1,695 cu.ft
*8 Passengers, 3 Crew, M 0.80, NBAA IFR reserves
Long Range | 7,000 nm
BOMBARDIER | Global 7500
Max Range* 7,700 nm
Max Cruise Speed M 0.925
Takeoff Distance 5,760 ft
Landing Distance 2,237 ft
Max Cruise Altitude 51,000 ft
Avionics Manufacturer Collins Aerospace
Engines manufacturer GE Aerospace
Max passengers 19
Cabin Volume 2,633 cu.ft
*8 Passengers, 4 Crew, M 0.85, NBAA IFR reserves
Long Range | 7,000 nm
| G700
Max Range* 7,750 nm
Max Cruise Speed M 0.935
Takeoff Distance 6,250 ft
Landing Distance 3,250 ft
Max Cruise Altitude 51,000 ft
Avionics Manufacturer Honeywell
Engines manufacturer Rolls Royce
Max passengers 19
Cabin Volume 2,603 cu.ft
*8 Passengers, 4 Crew, M 0.85, NBAA IFR reserves
Max Range* 8,000 nm
Max Cruise Speed M 0.95
Landing Distance 2,237 ft
Max Cruise Altitude 51,000 ft
Avionics
Max Range* 7,500 nm
Max Cruise Speed M 0.925
Takeoff Distance < 6,000 ft
Landing Distance < 2,500 ft
Max Cruise Altitude 51,000 ft
Avionics Manufacturer Honeywell
Engines manufacturer Rolls Royce
Max passengers 19
Cabin Volume 2,780cu.ft
*8 Passengers, 4 Crew, M 0.80, NBAA IFR reserves
GULFSTREAM | G800 Long Range | 8,000 nm
Max Range* 8,200 nm
Max Cruise Speed M 0.935
Takeoff Distance 5,812 ft
Landing Distance 3,250 ft
Max Cruise Altitude 51,000 ft
Avionics Manufacturer Honeywell
Engines manufacturer Rolls Royce
Max passengers 19
Cabin Volume 2,138 cu.ft
*8 Passengers, 4 Crew, M 0.85, NBAA IFR reserves
Manufacturer Collins Aerospace
Engines manufacturer GE Aerospace
Max passengers 19
Cabin Volume 2,236 cu.ft
*8 Passengers, 4 Crew, M 0.85, NBAA IFR reserves BOMBARDIER | Global
Bizliners are commercial airliners modified for a lower passenger count usage in business aviation missions. They are mainly used for government transportation including head-of-state (~45% of the market), private including corporate operations (~40%), and charter operations (~15%).
Since most regional and narrow-body ranges are fuel limited at lower payload, OEMs or completion centers will certify Auxiliary Fuel Tanks (ACT) installation on these jets to increase their range capability.
Boeing in collaboration with General Electric launched Boeing Business Jets in 1996 followed by Airbus who entered the market in 1997 with the launch of Airbus Corporate Jets business unit.
Bizliners have a large number of benefits in comparison with purpose-built business jets, notably their large cabin and baggage capability but also some drawbacks in terms of performance, mission capabilities, and versatility.
In contrast to purpose-built business jets that are delivered ready for operations straight from aircraft OEMs. Bizliners are delivered unpainted, with only a green primer application, hence known as ‘green’. (generally) not painted with only a green primer application. The interior is literally empty and requires design and outfitting at a completion center.
Completion centers often offer customized interior design, engineering, and certification of the interior outfitting and additional modifications such as airstairs, connectivity, in-flight entertainment systems, and even airborne protection systems for government and VVIP aircraft.
Completion centers will also perform the interior installation and final certification. Completion centers also specialise in bizliners in-service maintenance and follow-on cabin retrofits.
Bizliners offer the ultimate customization opportunity for having a jet crafted absolutely down to the last detail in accordance with customers’ needs.
Interior designers will design the optimum cabin through a thorough understanding of client needs, cultural requirements, and expectations. Although most completion centers offer their internal design team, independent interior designers are often hired by customers or completion centers.
These independent interior designers will not only bring their experience in aviation but also from other luxury markets such as yachts, luxury residences, and high-end hotel designs.
Although the completion process may seem complex, customers can rely on completion managers who will work closely with the interior designer and completion center, to transition design intent into a cabin that is comfortable, functional, and reliable, and then oversee the entire outfitting process to ensure that client expectations, budget and quality standards are met.
Max
Engine
Max
Max
Max
Max
Engine
Engin
BOEING | BBJ787-8
Max Range* 9,945 nm
Max Cruise Speed M 0.90
MTOW 502,500 lbs
Max Fuel Capacity 33,340 USG
Cabin Surface 2,415 sq ft
Engine manufacturer GE | Rolls-Royce
Engin Model GEnx-1B70 | Trent 1000-D
Engin Thrust 70,000 lbf | 70,200 lbf
* 25 Passengers, LRC, NBAA IFR reserves
Max Range* 9,850 nm
Max Cruise Speed M 0.89
MTOW 696,200
Max
Cabin
Engine
Engin
Engin Thrust 97,000 lbf
* 25 Passengers, LRC, NBAA IFR reserves
BOEING | BBJ787-9
Max Range* 9,485 nm
Max Cruise Speed M 0.90
MTOW 560,000 lbs
Max Fuel Capacity 33,380 USG
Cabin Surface 2,775 sq ft
Engine manufacturer GE | Rolls-Royce
Engin Model GEnx-1B74/75 | Trent 1000-K
Engin Thrust 74,500 lbf | 74,400 lbf
* 25 Passengers, LRC, NBAA IFR reserves
Max
Max
Max
Engine manufacturer GE Aerospace
Engin Model GE9X-93B1A
Engin Thrust 93,000 lbf
* 25 Passengers, LRC, NBAA IFR reserves
Max Range* 11,100 nm
Max Cruise Speed M 0.89
MTOW 606,200 lbs
Max Fuel Capacity 37,248 USG
Cabin Surface 2,905 sq ft
Engine manufacturer Rolls-Royce
Engin Model Trent XWB-84
Engin Thrust 84,000 lbf
* 25 Passengers, LRC, NBAA IFR reserves
Max Range* 11,000 nm
Max Cruise Speed M 0.89
Max Fuel Capacity 52,300 USG
Cabin Surface 3,689 sq ft
Engine manufacturer GE Aerospace
Engin Model GE9X-105B1A
Engin Thrust 105,000 lbf
* 25 Passengers, LRC, NBAA IFR reserves
LIGHT MTOW < 7,000 lbs
With their large mission versatility and efficiency, Light helicopters are the most popular helicopters in the civil market. The Light category is divided into two sub-categories: single and twin-engine.
The primary differences between single and twin-engine helicopters lie in their power and speed capabilities. Twin-engine helicopters provide greater overall power and speed when compared to their single-engine counterparts. The engine redundancy is especially valuable when flying over water, densely populated areas, or inhospitable terrains.
INTERMEDIATE
7,000 lbs < MTOW < 10,000 lbs
The Intermediate category combines light helicopter versatility with increased cabin size and range capabilities making them perfect for a large number of missions ranging from Emergency Medical Services to Search & Rescue and offshore operations.
MEDIUM & SUPER-MEDIUM
Developed primarily to support the offshore oil and gas industry, the Medium and Super-Medium category helicopters have proven very popular in corporate transportation applications as their large and unobstructed cabins can embody the hallmarks of elegance, style, and sophistication. These helicopters can often be equipped with state-of-the-art telecommunications and entertainment systems, dedicated workspaces, and refreshment and stowage areas.
Designed primarily for the long-range offshore oil and gas market, Heavy helicopters are very popular in the VVIP market for government officials and head-of-state transportation.
August 2025 - Japanese non-classical hospitality operator NOT A HOTEL placed an order for the country’s first ACH130 Aston Martin Edition, becoming Airbus Corporate Helicopters’ latest customer.
The ACH130 is the hospitality group’s first-ever aircraft purchase and will be used to offer unique aerial experiences for its guests seeking an elevated lifestyle immersion through its NOT A GARAGE mobility service. The new highend service is designed to revolutionise luxury travel by blending ownership with curated experiences across land, sea and air. The service allows users to own and share luxury mobility assets such as helicopters, private jets, luxury cruisers and cars. By purchasing a share in one mobility asset, users gain access to a network of other mobility options managed by NOT A HOTEL.
June 2025 - UAE-based Falcon Aviation Services orders an AW139 for VVIP charter operations.
The aircraft, ordered by Falcon Aviation’s owner His Highness Sheikh Dr. Sultan Bin Khalifa Bin Zayed Al Nahyan, will feature a VVIP 8-seater configuration, hinged doors, and a range of the latest generation on-board comfort and entertainment equipment.
Falcon Aviation has a long-term partnership with Leonardo as a helicopter operator and has played a key role in deploying Leonardo’s cutting-edge rotorcraft technology across the UAE. The company has placed orders for several AW109 GrandNew, AW169, and AW189 for energy support operations both in the UAE and internationally, as well as for passenger transport duties. in 2024, Falcon Aviation placed an order for its first AW139 to support offshore transport.
March 2025 - Bell launched a new Designer Series luxury interior offering for the Bell 407GXi.
Bell launched the first Designer Series interiors in 2022 for the Bell 429. Since then, Bell has completed 25 deliveries of Designer Series aircraft to customers from Japan, New Zealand, and Indonesia, and additional global operators.
The new trim option upgrades all the interior cabin materials with superior leathers and coordinated color schemes featuring updated Black Kydex panels, headliner, and trim, along with custom stitched seats. Leather-wrapped and color-matched armrests and headliner inserts, along with Bell Logo embroidery.
The new series is available in a range of color configurations, in addition to various premium flooring options, to complete the luxury experience for the discerning corporate or private traveler.
Bell has already received several orders for the new interior from global corporate operators.
A sustainability program requires first a solid assessment of the operation’s carbon footprint. It is better to report total gallons of fuel used rather than simply report aircraft hours flown to maximize integrity.
Offsets are generated through carbon credits from projects that reduce or avoid carbon emissions, such as reforestation projects and renewable energy initiatives.
Project examples include helping make the transition from fossil-based power generation to renewable sources and projects like the protection of existing forests or starting new ones.
Sustainable Aviation Fuel, SAF - is any next-generation aviation fuel made from 100% approved sustainable sources such as used cooking oil, organic waste, residue raw materials, forestry or agriculture waste...etc
Through its production life cycle, SAF highly reduces greenhouse gas (GHG) emissions compared to fossil fuel and can be used as a direct replacement (drop-in) for fossil jet fuel as it is chemically similar. SAF has the potential to reduce net CO2 lifecycle emissions by more than 80% compared to the conventional jet fuel production life cycle. The current issues with SAF is its higher pricing, the limited availability and logistical challenges. That can be solved through Book-and-Claim solutions as they effectively transfer sustainability claims to final customers.
Newer generation, more efficient aircraft can make a large contribution to reducing carbon and non-carbon emissions together with the reduction in the noise footprint. Over time the improvement rate in business jet engines Specific Fuel Consumption (SFC) average roughly 1% per year.
In addition to aircraft manufacturers continuous aircraft improvement program, third party solutions exist to improve aircraft performance and operational efficiency such as in-service retrofit winglets.
Sustainable aviation fuels play a major role in the decarbonization of aviation, especially when it comes to long-range missions. Air transport electrification (eg eVTOLs, eCommuter) currently support short range flights.
Electrical power and propulsion systems will lead the way for Advanced Air Mobility (AAM), enabling silent short and vertical take-off and landing capabilities while lowering emissions and reducing fuel consumption. Hybrid and hydrogen propulsion systems are looking promising for future medium range missions.
Elite Wings business aviation guides aggregate knowledge from industry leaders, shapers, and analysts to deliver relevant information about the current state of the market and its future direction in each segment of our industry. We identify the key points to consider when selecting solutions, what to ask, and who to ask. Our motivation is to enable readers to make informed decisions when selecting, acquiring, and managing their business aviation strategies and decisions.
