BizAvIndia a s u p p l e m ent to Sp ’s Av iat ion
Volume 7 • issue 1
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Years PAGE 3 onwards
P8
P 16
P 18
Midsize and Super-midsize Jets Report the Maximum Rebound
JetHQ Making Aircraft Transactions Easier
Gulfstream Leading on Sustainable Path
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BizAvIndia A SUP P LEMENT TO SP ’S AVIATION
a supplement to Sp’s Aviation 2021
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Formed in March 2011 with the vision to promote the growth of business aviation in India, define the standards and achieve the highest levels of safety, efficiency and reliability, BAOA has come a long way during the last 10 years.
YEARS PAGE 3 ONWARDS
P8
P 16
P 18
MIDSIZE AND SUPER-MIDSIZE JETS REPORT THE MAXIMUM REBOUND
JETHQ MAKING AIRCRAFT TRANSACTIONS EASIER
GULFSTREAM LEADING ON SUSTAINABLE PATH
Vo lu m e 7 • i s s u e 1
On the cover:
VOLUME 7 • ISSUE 1
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Contents
Cover Photograph Illustration: Vimlesh Kumar Yadav / SP Guide Pubns
3 BAOA 10 Years By A ir Vice Marshal S.S. Chauhan (Retd), President, BAOA 5 BAOA
– Nurturing and Guiding the Growth of Business Aviation in India
By Rohit Kapur, President, JetHQ Asia 6 BAOA’s Journey from 2011 to 2021 By G roup Captain Rajesh K. Bali (Retd) Managing Director, BAOA 7 10
Years of BA in India and the BAOA Role
By Bobby Chadha, Chairman and Managing Director, SRC Aviation Pvt Ltd page 8
COVID-19 RECOVERY
Midsize and Super-midsize Jets Report the Maximum Rebound By Ayushee chaudhary page 12
OEM MILESTONE 200th Delivery Milestone for G280 Amid Pandemic
Gulfstream G280 super-midsize twin jet hit its 200th delivery milestone
page 18
OEM SUSTAINABILITY
Gulfstream on a Determined Sustainable Path By Ayushee chaudhary page 21
OWNERSHIP PRIVATE JET
Best Structured Practices for Acquiring a Business Aircraft By Sudhir S. Rajeshirke
By Ayushee chaudhary
regular departments
page 15
2 from
the editor’s desk
24 NEWS
AT A GLANCE
COVID-19 CHALLENGES Sustainability in the Pandemic and Future Growth By Bobby Chadha, Chairman and Managing Director, SRC Aviation Pvt Ltd page 16
FLYING PRIVATE
Making Aircraft Transactions Easier Around the Globe By Rohit Kapur, President, JetHQ Asia
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Awards 2017
Special
Contribution to Business Aviation
BizAvIndia | ISSUE 1 | 2021
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from the editor-in-chief Publisher And Editor-in-Chief Jayant Baranwal Principal Correspondent Ayushee Chaudhary Advisory Board Air Vice Marshal S.S. Chauhan (Retd) President, BAOA Group Captain R.K. Bali (Retd), Managing Director, BAOA
We at SP Guide Publications join the BA/GA community in congratulating the Office Bearers, Staff and all members of BAOA (Business Aircraft Operators Association) on their 10th anniversary and convey our best wishes to them for the next 10 years!
Chairman & Managing Director Jayant Baranwal Planning & Business Development Executive Vice President: Rohit Goel design Designers: Vimlesh Kumar Yadav, Sonu S. Bisht Group Director – Sales & Marketing Neetu Dhulia Deputy Director – Sales Rajeev Chugh Manager – HR & Admin Bharti Sharma Deputy Manager – Circulation Rimpy Nischal Group Research Associate Survi Massey SP’s websites Sr Web Developer: Shailendra P. Ashish Web Developer: Ugrashen Vishwakarma © SP Guide Publications, 2021 Advertising neetu@spguidepublications.com rajeev.chugh@spguidepublications.com SP GUIDE PUBLICATIONS PVT LTD A-133 Arjun Nagar, (Opposite Defence Colony) New Delhi 110003, India. Tel: +91 (11) 24644693, 24644763, 24620130 Fax: +91 (11) 24647093 E-mail: info@spguidepublications.com Owned, published and printed by Jayant Baranwal, printed at Kala Jyothi Process Pvt Ltd and published at A-133, Arjun Nagar (Opposite Defence Colony), New Delhi 110 003, India. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, photocopying, recording, electronic, or otherwise without prior written permission of the Publishers.
MEMBER / PARTNER OF
Dear Reader, On March 31, 2021, BAOA crossed a major milestone, in its journey, with the completion of 10 years. What started as a small association, formed by the merger of two business aviation associations in India, BAOA quickly established itself as the sole body representing the interests of the BA/GA community in all fora, primarily in their task of taking up industry related matters with the policy makers in the Government of India. Their decadal anniversary is a significant landmark in the history of GA/BA in India. “Arbitrary customs duty, high duties on aviation turbine fuel (ATF), sales tax, high charges for ground handling, are deterring the growth of the sector,” said Rohit Kapur, the then President, BAOA, while addressing a press meet (in 2011) shortly after BAOA was formed. “We will be seeking support and cooperation from the regulatory bodies to develop adequate infrastructure and facilities for business aviation and help in policies, regulations and customs duty amongst other matters.” Since that time, BAOA has come a long way during the last 10 years. In this issue, we have BAOA’s current President AVM S.S. Chauhan, former President Rohit Kapur and the BAOA Managing Director, apart from the prominent members, talking about the journey so far and the role played by BAOA in developing BA/GA in India. We would like to use this occasion to once again highlight the contribution Business Aviation can make in the growth of Indian economy. Business Aviation is not a “Rich person’s toy” but an established business productivity and efficiency tool that has been proven across the world. Over the last 12-18 months, Business Aviation has yet again proven its usefulness to the world and in India. When the entire commercial aviation sector had stopped functioning, Business Aviation provided a safe and Covid-free travel option. It was used by entities across the world also to repatriate their citizens stuck in various parts of the world; it was used by the mandarins of the business community to keep the wheels of trade and commerce turning when the entire world had shut down and transportation had come to a standstill; and was even used to ferry the vaccines for the pandemic to the remotest parts of the country, where access by commercial aviation was a challenge. It is high-time that BA/GA got it due place in the Indian Aviation sector and the full support of policy makers in the country. To conclude we at SP Guide Publications are also proud to be the partner of BAOA as we continue publishing BizAvIndia (since 2015) echoing the voices of BA/GA fraternity. We reiterate our relentless and restless efforts in parallel towards the holistic betterment of the industry. Stay Safe and Happy Flights!
J. Baranwal Editor-in-Chief
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BizAvIndia | ISSUE 1 | 2021
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Illustration: Vimlesh Kumar Yadav / SP Guide Pubns
Years By Air Vice Marshal S.S. Chauhan (Retd) President, BAOA
On the occasion of this decadal anniversary, it needs to be recapitulated with pride that this has been possible only due to the vision, hard work & immense contribution of the BAOA ‘Founding Fathers’, the successive ‘Governing Boards’ and other actively participating members, as well as by the full-time BAOA Managing Director & his highly dedicated staff
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B
usiness Aircraft Operators’ Association itively contribute in progressing, all the overlapping issues faced by (BAOA) of India was incorporated on March 31, 2011 the BA/GA community. BAOA, being a ‘Not-for-Profit’ and, so to say, a ‘Democratically under the ‘Society Registration Act. XXI of 1860’. It was established for the advancement of both the “Business Governed’ organisation, has today come to be recognised as a collecAviation & the General Aviation (BA/GA)” business in the tive voice for the BA/GA industry in India. In some quarters, however, country, while simultaneously striving to promote the highest lev- Business Aviation is still being looked upon as a ‘Rich Man’s Toy’. As els of safety and efficiency in their operation as per the best global such, advocating the necessity of Business Aviation & its contribution towards developing the economy of the country to ‘the Powers practices. During the last ten years, BAOA has been working (and strug- that be’ has always remained a challenging task! Nevertheless, BAOA gling hard!) to promote unity of purpose, of communication and of has been, to an extent, successful in creating amongst the policy co-operation amongst both the ‘Enrolled BA/GA Members’ as well makers a more realistic understanding of the essential requirements as the ‘Not-as-Yet Enrolled BA/GA Members’. Simultaneously, BAOA that, unless met, would seriously affect the making of the BA/GA into has also been actively pursuing it’s acceptance as a representative a robust industry as a contributing partner in the economy of India. body of the BA/GA community, while identifying & taking up com- In the recent past, regular, positive and very meaningful interactions mon issues with the concerned arms of the ‘Government’, the ‘Regu- have been taking place not only with the Ministry of Civil Aviation latory Bodies’, the associated ‘Non- Profit Organisations/Societies’, (MoCA) & the DGCA (the ‘Aviation Regulators’), but also with other and other components of the larger aviation infrastructure. Over a aviation-related components of the Government, indicative of an period of time, with sustained efforts by its designated members in evolving ‘Collaborative & Supportive Rule-Making’ approach. Presently, rationalisation & resolution of what is considered unanpursuing numerous matters with the Government at appropriate level, a large number of common issues affecting the BA/GA industry imously by the BA/GA community to be a ‘Disproportionate & Unfair have been resolved, even though, the issues taken up were ‘favour- Aeronautical Tariff’ on business aviation, specifically in the areas of ably’ resolved only when finally considered as ‘valid’ by the Ministry ‘Ground Handling and Maintenance Hangars’, remains a matter of primary challenge for BAOA to resolve. A of Civil Aviation / the DGCA / other consecondary challenge is to persuade more of cerned arms/agencies of the Government the ‘Not-as-yet Enrolled BA/GA Members’ with the burden of proof squarely lying on to voluntarily come forward & join BAOA as the BAOA! As an offset of this effort over members, with a view to further strengthen the past 10 years of its existence, the BAOA BAOA as a unified voice, so much needed has also developed a fair and long-term BAOA, being a ‘Not-forto achieve more cohesive results. An outunderstanding of the problems & the genuspoken member of BAOA has termed the ine needs of the BA/GA industry in India. Profit’ organisation, present situation as somewhat ‘Parasitical’ The BAOA commenced it’s journey has today come to in nature, wherein, say, only (about) half of in March 2011, with an initial progressive be recognised as a the BA/GA community are the formal, contotal membership of just over 40 members tributing & struggling members of BAOA, in three categories - ‘Corporate Member’, collective voice for whereas the other half, continuing as non‘Associate Member’ and ‘Foreign Associate the BA/GA industry members, have more or less adopted a pasMember’. Of this, from the initial 20 or so sive stance! The resultant benefits achieved Corporate Members, the strength over the in India due to the efforts of the former half are, years has grown past 40 Corporate Memhowever, subsequently distributed equally, bers, with most of the prominent business without distinction, to the entire BA/GA aircraft operators having become a part of BAOA. As in the year 2020, the total strength of the association in community! It is primarily up to the ‘Aircraft Owners’ & the ‘CEOs’ all categories was countable at over 80 members. On the occasion of of the non-member Business Aviation entities to introspect & take an this decadal anniversary, it needs to be recapitulated with pride that appropriate conscience-based call on the subject. The BA/GA community continues to believe that India, having this has been possible only due to the vision, hard work & immense contribution of the BAOA ‘Founding Fathers’, the successive ‘Govern- been duly recognised today as one of the major & fast growing econoing Boards’ and other actively participating members, as well as by mies in the world, has an immense un-tapped potential for developthe full-time BAOA Managing Director & his meagre but highly dedi- ment of business aviation. With greater focus and emphasis by the Government on growth of various sectors of economy, the BA/GA cated office staff placed at his disposal. Presently, the BAOA is also associated & represented at global community could provide a seamless connectivity for business, medlevel as an active member of the Montreal-based ‘International Busi- ical & exploratory travel to remote & not-so-well-connected areas for ness Aircraft Council (IBAC)’, an umbrella organisation for a number an accelerated development of the country’s basic infrastructure. In the present positively-charged environment, BAOA is firmly of “Business Operators’ Associations” in the world. Sudhir Nayak, a Governing Board member of BAOA, is presently the Treasurer of committed to continue to work with the Government and the RegulaIBAC. Also, Group Captain R.K. Bali (Retd), the current long-time tory Authorities for their clear and specific directives towards firmly Managing Director of BAOA, is also a member of the ‘Policy & Opera- establishing an affordable, robust & efficient BA/GA ecosystem in India. On the eve of the ten years of its formation, the BAOA of India is tions Committee (POC)’ of IBAC. On the domestic front, BAOA is an affiliate member of the firmly determined to get the BA/GA industry its rightful place in the ‘Rotary Wing Society of India (RWSI)’, and of the ‘Maintenance, Indian subcontinent. BAI Repair & Overhaul (MRO) Association of India’. Such affiliations posJai Hind!
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BAOA – Nurturing and Guiding the Growth of Business Aviation in India By Rohit Kapur
The biggest achievement of BAOA, to my mind, is that it has given the industry a sense of belonging and oneness, to unite under one umbrella and present a joint front. That is precious and irreplaceable.
I
ndian Business Aviation has come a long way from its were framed with great care to ensure that elections were held every modest beginnings. From relative stagnation prior to 2004, the two years, and the President would not be allowed to have more than industry saw a double-digit growth till almost 2013. The state of two consecutive terms. The process of elections would be overseen the economy and the challenging regulatory framework did bring by an independent process. Today, after having served as President the growth down relatively, but business aviation continued to be a of BAOA for three terms (non-consecutive), I can proudly say that we very critical tool in the hands of the Indian industry leaders. Its inher- managed to achieve what we set out for. The contribution of the sucent flexibility allowed the industry captains to continue their ambi- cessive Presidents, the Managing Director and the Governing Board, tious growth plans, undeterred, by challenges such as natural calami- in achieving this has been truly outstanding. Over the years, BAOA has achieved many feathers in its cap. Its ties, pandemics or simply the requirement of moving across borders or to poorly connected areas. Only because they had access to their number of achievements has far exceeded the times that the desired results could not be achieved due to roadblocks, private aircraft, they were able to move around not due to lack of trying. The biggest achievefreely, securely, and as per their own schedule. ment, to my mind, is that it has given the indusIn order to unlock the true potential, industry a sense of belonging and oneness, to unite try leaders recognised the need for a strong platunder one umbrella and present a joint front. form to nurture and guide the growth, as well as “I was very clear That is precious and irreplaceable. to voice the needs and concerns of the sector. that BAOA would be Going forward, I would like to only pass The Business Aviation Association for India on a word of advice to the present office bear(BAAI) was formed in 2005 with these aims a truly democratic ers. Organisations need to evolve with time. and received positive support from the aviaorganisation where Nothing is forever. We need to make BAOA tion community. In 2010 another association every voice of the more inclusive and ensure that all stake hold- Indraprastha Aircraft Aviation Association ers have a say in the decision making. There (IAAA) - was formed with similar objectives. industry would be is a constant need to look inwards and ensure In order to project a unified voice, the governheard” that the organisation is keeping up with the ing boards of both associations decided to take times, else it loses its relevance, I am confident the bold and unprecedented step of merging the that the present leadership of BAOA is alive to two bodies. This was completed on March 31, this and will continue to take this fine organisation from strength to 2011, and Business Aircraft Operators Association (BAOA) was born. Sitting in the Conference Room of the Delhi Flying Club ten years strength! As for me, I am happy and privileged to have been part of this ago, after a stormy session between the merging associations, and having just been elected as Founding President and been entrusted great journey and continue to contribute in my own way. BAI the challenging task of making BAOA an effective and strong organisation, without any resources, all I can say is that the only thought in Rohit Kapur is the former and Founding President of BAOA my mind was how to meet the challenge. I was very clear about one (2011-2015 and 2017-2019). Having served in leadership roles thing; BAOA would be a truly democratic organisation, where every in several business aviation companies, he is presently based voice of the industry would be heard, and there would be no person- in Dubai and President of Jet HQ Asia, which is a leading global ality cults, as we find in so many other industry bodies. The bye laws aircraft brokerage and transaction company.
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BAOA’s Journey from 2011 to 2021 By Group Captain Rajesh K. Bali (Retd) Managing Director Business Aircraft Operators Association (BAOA)
Acceptance by the ministry and regulators, as the most credible representative body of the industry, has taken years of painstaking efforts by BAOA’s team
B
usiness Aviation community, whilst witnessing grown further with, leasing companies like Bank of America, and tremendous growth during the time from 2005 to 2010, was Ground Handling Agencies/MROs also joining the BAOA family. Duralso facing rough times with the government and the regula- ing the last ten years, BAOA has actively engaged itself with Internators. With the tough regulatory environment, cumbersome tional Business Aviation Council, which is an umbrella organisation rules, discriminatory taxes/duties, and poor infrastructure, of 17 BA/GA associations around the globe. In the domestic industry, Business Aviation in India was in need of a common platform for the BAOA has, all along, remained an integral part of ‘national aviation committees’ of reputed industry bodies like, FICCI, CII, ASSOindustry to let its voice be heard by the policy makers of the country. At that time, there were two different representative bodies for CHAM, and PHD Chamber. BAOA is also ‘affiliate member’ and colthe industry - Business Aircraft Association of India (BAAI) formed laborates with ‘Air Charter Association of Europe’ and ‘Rotary Wing in 2004 and, a new association – Indraprastha Aircraft Aviation Asso- Society of India’. There have been many crucial and important issues of the ‘Busiciation (IAAA) formed in 2010 with similar objective. With the aim of projecting a strong unified voice for the whole industry, BAAI and ness Aviation’ industry taken up and progressed with regulatory IAAA decided to merge and become one single association - a new authorities during these ten years of journey. Some significant regulatory issues have been - ‘removing age bar association named - the Business Aircraft for import of aircraft for aerial work’, ‘abolOperators Association (BAOA), with a total ishing of YA number requirement for forof 44 members representing most major eign flight of BA/GA aircraft’ and ‘separate players involved with Business Aviation in and proportionate regulatory framework India. It was on March 31, 2011 that the two for smaller aircraft of GA/BA industry’. At association formally merged and BAOA we feel determined, the level of ministry, issues like – ‘rationalcame into existence. more than ever ising restrictions on operations of foreign The last ten years of journey has been GA/BA aircraft in India’, ‘dissolution of airfull of exciting challenges. Acceptance by before, to ensure craft acquisition committee of MoCA’ and the ministry and regulators, as the most optimal growth of GA/ ‘RBI’s unambiguous directive on advance credible representative body of the indusBA industry in INDIA remittance for import of smaller GA/BA airtry, has taken years of painstaking efforts craft’, have been addressed through BAOA’s by BAOA’s team led by members of the efforts. BAOA has also been focused on ‘governing board’. As being the first Secrerationalising aeronautical tariff for NSOP/ tary, and now Managing Director, I have to mention the unmatched contribution of our first President, Rohit GA industry, along with waiver of unfair and unjustified royalties, Kapur, for his great vision and leadership qualities to put BAOA on especially on ‘Ground Handling charges’ and ‘maintenance hangar firm footing from the beginning in 2011 to 2015, when he decided rentals’. Recently, the ‘Fuel Throughput Charges’, charged hither to step down after two consecutive tenures. The ‘founding’ mem- to as royalty on ATF, has been discontinued due to these ongoing bers of ‘BAOA’s Governing Board’, too, played very significant roles efforts of BAOA. On the eve of completing ten years of BAOA’s journey, we feel in getting BAOA its rightful place in the Indian aviation industry. The last five years have seen BAOA gaining wider recognition of more determined, than ever before, to ensure optimal growth of GA/ BA industry in the fast-paced Indian economy to hasten the goal the aviation industry at the global level. Presently, all the big OEMs of GA/BA industry, including Boe- of achieving self-reliance and to help the march towards becoming ing Business Jets/Airbus Corporate Jets/Bombardier/Embraer/Gulf- a developed nation, having a robust BA/GA industry, like all other stream, are active members of BAOA. The membership base has developed economies. BAI
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10 Years of BA in India and the BAOA Role By Bobby Chadha,
Chairman and Managing Director SRC Aviation Pvt Ltd
A
n important but often overlooked component of a country’s economy is the role connectivity plays in its growth. Air, land, voice, data connectivity are all essential to improving productivity in a modern economy. Aviation has rapidly emerged as a leading connector especially in fast growing countries like India. In India more than 200 greenfield airport projects are being developed, which points to the importance of this industry to the Indian economy. There are two strands in the aviation industry: commercial and business. Once a small niche area, the latter is quickly gaining ground as more and more business executives use private aircraft for connectivity. Over the last ten years business aviation has grown twice as fast as commercial aviation---an annual growth rate of almost 35 per cent compared to 18 per cent in commercial aviation. The restrictions on connectivity during the pandemic caused almost $14 trillion of economic losses globally. India too had a major national lockdown for about six months which caused major economic disruption. Travel ground to a halt as did business-related travel.
BAOA of India has played a major role in representing the interests of the business aviation industry. With restrictions on movement being gradually lifted, the economy is rebounding and business travel will likely grow rapidly. And India is strategically placed to take advantage of this growth in business aviation. Attracted by a growing economy and the largest consumer market in the world, an ever increasing number of global companies are flying into India to be part of this exciting market. That means more executives flying into India and with that a bigger role for business aviation. India’s business aviation industry will need to be ready to provide the support required by these executives. This industry is an integral part of India’s economic growth and the “mission $5 trillion”. Foreign investment is vital for the growth of the Indian economy and the government needs to support all the industries that help attract this investment. Business aviation is a vital cog in India’s economic growth and its growth needs to be nurtured to make it easier for global business to connect with India. The BAOA (Business Aircraft Operators Association) of India has played a major role in representing the interests of the business aviation industry. They actively lobby policy makers on issues that are important to the growth of the industry in the country. BAI
on BAOA’s 10th Anniversary “Congratulations to each and every member of BAOA on the anniversary! We have come a very long way from our first day at the Delhi Flying Club meeting. Let us all strive relentlessly to solve the industry issues amicably with the relevant stakeholders and work towards growing this industry wider & deeper. Cheers!” — Sudhir Nayak, Senior Vice President & Head - Aviation, Reliance Commercial Dealers
“Congrats to all the members of BAOA. Thanks to the founding members and the President for all the hard work they have put in. BAOA has come a long way since its humble origins. On this occasion let us appeal to the entire GA/BA industry to unite and strengthen the industry body. I would like to call all GA/BA Owners and operators for supporting the organization in its journey into the next decade.” — Wing Commander Julian D’Souza (Retd), Vice President - Aviation, Jupiter Capital
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COVID-19 RECOVERY
Midsize and Super-midsize Jets Report the Maximum Rebound By Ayushee chaudhary
In the US, the midsize jet segment was up over 40 per cent year-on-year compared to the pre-pandemic period
Photograph: Embraer
The new Praetor 500, is claimed to be the world’s most disruptive and technologically advanced midsize business jet
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COVID-19 RECOVERY
Photographs: Bombardier, Textron Aviation
A
(Left) Bombardier Confirms Order for 10 Challenger 350 Aircraft (Right) Cessna Citation Latitude remained the ‘most-delivered’ midsize jet
ccording to WINGX’s weekly Global Market Bombardier Challenger 350 Tracker released this month, the midsize jet segment Produced first in 2014, the super-midsize Bombardier Challenger is up more than 40 per cent year-on-year in the United 350 bagged an order for 10 aircraft just this month by VistaJet, a States. Last month in March 2021, WINGX had also noted global business aviation firm. The manufacturer boasts that the Challenger 350 aircraft has the that in comparison to March 2020, the biggest rebound in the United States (US) was in super-midsize and midsize jets that lowest direct operating cost in its class owing to its affordable maintewere flying 20 per cent more. This was a further rise compared to nance programmes and longer maintenance intervals than the comthe first two months of this year when the midsize and super mid- petition. The Challenger 350 aircraft also offers the industry’s most size jet flight hours were up close to 10 per cent compared to the pre- extensive baseline feature set including synthetic vision and MultiScan weather radar systems and with its superior sound suppressing pandemic period. The midsize jets have often remained as an optimum choice design, it includes a standard entry door acoustic curtain and galley especially for passengers looking for longer-range travel and addi- pocket door, featuring the quietest cabin in its class. Offering a maximum range of 3200nm and 0.80 Mach tional luggage space. Compared to light speed, the aircraft comes with the capacity jet options, the midsize jets provide a of 10 passengers including the crew. typical cabin for up to 5 to 7 passengers which allows them to be small enough Bombardier Learjet 75 Liberty to be cost efficient, but large enough to Canadian multinational manufacturer carry a group and offering a great combiEmbraer Executive of business jets, Bombardier’s Learjet 75 nation of performance and comfort. MidLiberty entered service in the beginning size jets are also known to offer fuel effiJets continues to of October 2020. Claimed to be the most ciency, aerodynamics and performance make improvements accessible business jet and the world’s best capabilities. light jet by the company, the Learjet 75 LibDespite the pandemic restrictions, corupon the model with erty’s six-seat configuration features the porations have found a resilient solution to its transformation segment’s only Executive Suite. This versatravel with business jets, providing a safer tile light jet is also available in the popular way to do business, and the mid-size as well programme that lifts eight-seat configuration. as the super midsize jets have especially previously delivered The jet also comes with the Bombarfound traction for a lot of customer’s suitLegacy 450s and turns dier Vision flight deck featuring the latest ability recently. navigation and the Honeywell TFE731The list of these jets is an extensive one them effectively 40BR engines, offering a takeoff thrust based on their range, speed, cabin size, cost into the latest of of 3,850 lbf. It also has a more stringent passenger capacity, etc. So here we have safety Part 25 certification rating from the listed (alphabetically) some of the best Embraer’s model in Federal Aviation Administration (FAA), mid-size and super midsize jets that have the category, the which differentiates it from the rest of the made news during the last few months to light-jet fleet. With a maximum range of present some fine features of this group of Praetor 500 2,080 nm and the capacity of up to nine business jets.
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COVID-19 RECOVERY
Bombardier Challenger 350
Speed (Mach) Top speed
0.83
High-speed cruise
0.82
Typical cruise speed
0.80
Airfield Performance Takeoff distance (SL, ISA, MTOW)
4,835 ft
Landing distance (SL, ISA, typical)
2,364 ft
Operating Altitude Maximum operating altitude
45,000 ft
Initial cruise altitude (MTOW)
43,000 ft
Engines Honeywell HTF7350 turbofans; Thrust: 7,323 lbf (33 kN) Flat rated to ISA + 15°C Embraer Phenom 300E boosts of a range to more than 2,100 nautical miles at long range cruise speed
Bombardier Learjet 75 Liberty
Photograph: Embraer
Speed (Mach)
passengers, the Learjet 75 Liberty comes with the Garmin G5000 avionics suite.
Top speed
0.81
High-speed cruise
0.79
Cessna Citation Latitude In 2020, Textron Aviation delivered nearly 560 aircraft to customers around the globe, leading the General Aviation Manufacturers Association (GAMA) annual shipments and billings report published last month. Textron Aviation was the leading business jet manufacturer in terms of deliveries in 2020, with the Cessna Citation Latitude remaining the ‘most-delivered’ midsize jet for the fifth consecutive year, according to the GAMA report. Surpassing a massive 3,20,000 hours of fleet service since its introduction five years ago, the Cessna Citation Latitude has been a true success with private jet travelers. The jet offers a wide, flat-floor with a 6-foot stand-up cabin at a midsize price coupled with a range of 2,700 nm. Equipped with NextGen-capable, touch-screen GARMIN G5000 avionics, the Citation Latitude aircraft also offers a large cockpit. This aircraft features a Partial Recirculation System to keep cabin air clean. Textron Aviation is celebrating five years since the first customer delivery of its Cessna Citation Latitude aircraft, with nearly 240 delivered to date that makes the aircraft constitute more than 40 per cent of all midsize business jet deliveries since 2015.
Typical cruise speed
0.76
Embraer Phenom 300E Phenom 300E is the most advanced version of the Phenom 300 series and has constantly been adding milestones. Phenom 300 has been a bestselling light jet for the past seven years, with more than 540 entering service since the first delivery in 2009. The Phenom 300E jet was unveiled at the National Business Aviation Association’s Business Aviation Conference and Exhibition (NBAA-BACE) in October 2017 and entered service in March 2018. A further enhanced version of the Phenom 300E with a speed of Mach 0.80 was announced in January 2020. The business jet received triple certification from the National Civil Aviation Agency of Brazil (ANAC), European Union Aviation Safety Agency (EASA) and the Federal Aviation Administration (FAA) in March 2020 and in Sep-
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BizAvIndia | ISSUE 1 | 2021
Airfield Performance Takeoff distance (SL, ISA, MTOW)
4,440 ft
Landing distance (SL, ISA, typical)
2,296 ft
Operating Altitude Maximum operating altitude
51,000 ft
Initial cruise altitude (MTOW)
45,000 ft
Engines Honeywell TFE731-40BR Thrust: 3,850 lbf (17 kN) Flat rated to ISA + 23°C, SL
Cessna Citation Latitude
Performance
Maximum Cruise Speed
446 ktas (826 km/h)
4 Passenger Range
2,700 nm (5,000 km)
Takeoff Field Length
3,580 ft (1,091 m)
Landing Distance
2,480 ft (756 m)
Maximum Operating Altitude
45,000 ft (13,716 m)
Maximum Climb Rate
3,800 fpm (1,158 mpm)
Maximum Limit Speed
0.80 Mach (0.80 Mach)
Cabin Interior Height
72 in (1.8 m)
Width
77 in (1.96 m)
Length
21 ft 9 in (6.6 m)
Maximum Passengers
9
Source: Bombardier; Textron Aviation
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COVID-19 RECOVERY
Embraer Phenom 300E Engine Model
PW535E1
Manufacturer
Pratt & Whitney Canada
Engine Thrust
3,478 lbf
Total Baggage Capacity
84 cu ft
Maximum Passengers
6-10
Cabin Length
17 ft 2 in
Avionics Suite
Prodigy Touch Flight Deck
Embraer Praetor 500
Gulfstream G280, the Super-midsize jet has set City-Pair Record On Renewable Fuel
Photograph: Gulfstream
tember 2020 it was again in news for a further upgrade in its interior and avionics. The most significant change in the new Phenom 300E is its powerful Pratt & Whitney PW535E1 engines with 3,478 pounds of thrust, up by 118 pounds per engine. Embraer engineers were have also carved out extra fuel volume, and the 300E carries another 50 pounds, boosting range to more than 2,100 nautical miles at long-range cruise speed.
Engine Model
HTF7500E
Manufacturer
Honeywell
Engine Thrust
6,540 lbf
Total Baggage Capacity
150 cu ft
Maximum Passengers
7-9
Cabin Length
24 ft
Avionics Suite
Rockwell Collins Pro Line Fusion
Source: Embraer
launched in 2008, entered service in 2012 and comes with a range of 3,600 nm, and a long-range cruise speed of Mach 0.80. Gulfstream’s entry-level product features the Collins Pro Line Fusion-based PlaneView280 flight deck, and the company believes that their enhanced flight vision system (EFVS) allows authorised pilots to land without natural vision in low-visibility conditions, increasing access to airEmbraer Praetor 500 The first conversion of a Legacy 450 to a Praetor 500 was received ports and reducing go-arounds. The strong performance of the G280, by AirSprint Private Aviation and is scheduled for another Legacy especially the ability to fly coast-to-coast in the US at Mach 0.84 450-Praetor 500 conversion this year, Embraer recently announced. (3,000 nm/5,556 km NBAA IFR range with four passengers) or even So far, the Brazilian manufacturer has completed 16 Legacy farther at Mach 0.80 (3,600 nm/6,667 km, also with four passengers), 450-Praetor conversions in Europe and North America, with the first has been much appreciated by pilots. The G280 also has racked up finished in June 2020. The conversion option was announced when some 80 city-pair records, including involving operations using susEmbraer unveiled the Praetor 500 and its larger sibling, the Praetor tainable alternative fuel, an area of emphasis for manufacturer. The G280 is certified in 19 countries and as of December, there 600, an upgrade of the Legacy 500, at NBAA-BACE 2018. Embraer Executive Jets continues to make improvements upon the model with were 210 G280s in service with the fleet having accrued 2,56,200 flight its transformation programme that lifts previously delivered Legacy hours and completed 1,59,000 landings. Midsize jets are generally known to 450s and turns them effectively into the lathave enough space for two pilots, a flight est of Embraer’s model in the category, the attendant, a service galley and an on-board Praetor 500. The transition from a 450 to a lavatory, while some can even be outfitted 500 takes the Legacy’s upgraded range and with an enclosed shower and fold-out divans extends it even further to 3,340 nm (with along with Wi-Fi and phone capabilities four passengers and NBAA IFR reserves). Midsize private jets which makes them all the more preferable The Legacy 450 led the midsize jet maramongst customers. Additionally, midsize ket with its fly-by-wire flight control system can utilise smaller private jets can utilise smaller airports and when it debuted back in December 2015. The airports and are are more cost-efficient to operate especially new Praetor 500, as claimed by Embraer, is in comparison with heavy jets. While above the world's most disruptive and technologimore cost-efficient few are only some of the best options from cally advanced midsize business jet with its to operate especially a growing list of midsize jets (like Cessna remarkable range and incredible speed. Citation Longitude, Beechcraft Hawker in comparison with 4000, Dassault Falcon 2000S, Gulfstream Gulfstream G280 heavy jets, adding to G200, Sabreliner Sabre 60) the segment is The year 2020 was also significant for the their efficiency. certainly a favourite among existing as well Gulfstream G280 as it hit its 200th delivas new business aviation players. BAI ery milestone. The super-midsize twin jet,
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BizAvIndia | ISSUE 1 | 2021
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OEM MILESTONE
200th Delivery Milestone for G280 Amid Pandemic By Ayushee chaudhary
Created to reimagine super-midsize performance, the G280 makes nimble work of short runways, high-altitude airports and low-visibility conditions
Photograph: Gulfstream
200TH GULFSTREAM G280 ENTERS SERVICE
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OEM MILESTONE
S “
eeing our accomplishments during such a stream G280 has also been configured as a command and control turbulent year gives us confidence in what we can achieve (C2) aircraft for the Philippine Air Force, handed over to them in in the coming years,” said Derek Zimmerman, President, 2020. Said to have been created to reimagine super-midsize perforGulfstream Customer Support while reflecting back on the challenging 2020 year and the notable work that the cus- mance, the G280 excels at blazing difficult trails. Certified for steeptomer support team of the aircraft company has done. One of the approach operations, it makes nimble work of short runways, highimportant highlights that the company pointed out from the last altitude airports and low-visibility conditions. Its revolutionary wing year was the continuation of Gulfstream’s commitment to enhance design and engine technology result in prime fuel-efficiency—reducproductivity by equipping the Gulfstream G280 with high-speed, ing operating costs and supporting environmental sustainability, the high-capacity Ka-band connectivity with Viasat’s in-flight connec- company states. The G280 comes with a range of 3,600nm, and a long-range tivity system (IFC). Supplied through Viasat’s Global Aero Terminal 5510 system, the IFC is available as a retrofit to current G280 opera- cruise speed of Mach 0.80. Gulfstream’s entry-level product features tors, with service covering the contiguous US, the North Atlantic the Collins Pro Line Fusion-based PlaneView280 flightdeck, cerand Europe, and enables videoconferencing; TV, music and movie tificated for steep-approach operations, including the 5.5° approach streaming; VPN connectivity; web browsing; and the ability to email angle and the ability to land on small runway like the short runway at London City airport in the UK. The aircraft also features an effilarge files, stated Gulfstream. cient aerodynamic design with a tip-to-tip The year was also significant for the wing, T-tail and high-thrust engines for G280 as it hit its 200th delivery milestone improved range and speed. Brake-by-wire around mid-2020, described as “a trewith auto braking, an anti-ice wing with no mendous milestone” in the history of the slats, and fly-by-wire spoilers and rudder Savannah, Georgia-based manufacturer by are some of its other features. the company President Mark Burns. The The enhanced flight vision system super-midsize twin jet, Gulfstream G280 (EFVS) allows the pilot to land in lowwas launched in 2008 and entered service visibility conditions, while the synthetic in 2012. vision-primary flight display offers the “Every Gulfstream model is distinctive three-dimensional graphics of terrain and and unique in its own way, and the G280 is runways, which are displayed on the headno different. As when it entered the marup display (HUD) for enhanced situational ketplace in 2012, the G280’s combination awareness.The company believes that of superior performance, comfort, safety their EFVS allows authorised pilots to land and efficiency puts it atop the mid-cabin without natural vision in low-visibility conclass,”Burns had remarked. ditions, increasing access to airports and Gulfstream also announced last reducing go-arounds. A Synthetic Visionmonth that the Federal Aviation AdminPrimary Flight Display, featuring 3D istration (FAA) has confirmed that the graphics of terrain and runways, further super-midsize Gulfstream G280 meets the boosts pilots’ situational awareness. certifying organisation’s recently intenThere is also an attitude and heading sified noise standards. Known as Stage “Every Gulfstream reference system (AHRS) which provides 5, the standard lowers the noise limit for model is distinctive heading and attitude data of the aircraft to subsonic aircraft. The G280’s noise emisand unique in its own be used by the cockpit display system, the sions have always fallen below the levels autopilot and the flight management sysnow classified as Stage 5. Official approval way, and the G280 tem. The avionics is also integrated with to the Stage 5 noise standard ensures conis no different. As terrain awareness and warning system tinued operational flexibility at noise-sen(TAWS) capability. sitive airports and those with time-of-day when it entered the entry restrictions. marketplace in 2012, Cabin “The Gulfstream team continues its The total interior length of the aircraft is commitment to the future of the G280 prothe G280’s combination 9.82m, featuring large panoramic windows gramme, ensuring adherence to the most of superior and a 120ft³ baggage compartment which stringent standards, whether for safety, performance, comfort, is considered to be among the largest in performance or noise emissions. Aircraft the industry in this segment. The temperanoise abatement goals are vital to ensursafety and efficiency ture, entertainment, monitors, and lighting the livelihood of the aviation and aeroputs it atop the miding through fingertip control is managed space industries and demonstrating our by the cabin management system. efforts to be good neighbors to those who cabin class” Gulfstream highlights that each conlive or work near airfields, airports or flight — Gulfstream figuration supports a fully equipped galley, paths,” said Burns. a generous baggage compartment and an Demonstrating impressive agility in President Mark Burns airy lavatory featuring two windows and short-field takeoff and landing, the Gulf-
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BizAvIndia | ISSUE 1 | 2021
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OEM MILESTONE a full-size closet. With 100 per cent fresh air, natural light from 19 large oval windows and a low cabin altitude and comfortable seating for up to 10 passengers in the customer’s choice of cabin configurations are G280’s highlights.
Measurements Finished Cabin Height
1.85 m
Finished Cabin Width
2.11 m
Engines The Gulfstream G280 comes with two Honeywell HTF7250G engines, each of which generate 7,445lb of take-off thrust, flatrated to ISA +15 degrees C. The engines are built with dual-channel Fadec, nacelles, and thrust reversers all in an integrated propulsion package. With a wide-chord damperless fan measuring 34.2 inches (86.9 cm) in diameter, the HTF7000 series has a 4.4 bypass ratio. The engine is part of the HTF7000 family with a dispatch reliability of 99.96 per cent. It incorporates low emissions single annular combustor for emissions reduction (SABER) technology to reduce carbon and NOx emissions. The HTF7250G propulsion system, environmental and cabin pressurisation control systems, aircraft lighting, SAHRS, auxiliary power unit (APU), and TAWS are provided by Honeywell International.
Cabin Length (excluding baggage)
7.87 m
Flight Deck The Gulfstream G280 features state-of-the-art Gulfstream PlaneView 280 flight deck that comes with Collins Pro Line Fusion integrated avionics system for improved situational awareness and decreased workload on the pilot. The PlaneViewG280 avionics are a big improvement over the Pro Line 21 avionics in the G200, with three 15-inch (38-cm) displays providing much more screen real estate. Believed to the industry-leading technology, the PlaneView280™ flight deck, is designed to augment situational awareness, reduce workload and boost pilot efficiency. Similar to the large-cabin jets, the G280 is equipped with auto throttles and the same head-up display and Kollsman enhanced vision system as the G650. The G280 also provides synthetic vision is an option. The standby multifunctional controllers (SMCs) have many functions, including the ability to manage single-point refueling from the cockpit, instead of having to access the refuel/defuel panel mounted aft of the fueling port. Other functions include PFD settings, weather radar, chart selection, checklists, avionics configurations for each phase of flight, and more. Overall, the G280 flight deck is thoroughly modern, uncluttered and without too many switches and knobs.
Takeoff Distance (SL, ISA, MTOW)
1,448 m
Initial Cruise Altitude
13,106 m
Maximum Cruise Altitude
13,716 m
Performance The strong performance of the G280, especially the ability to fly coast-to-coast in the United States at Mach 0.84 (3,000-nm/5,556km NBAA IFR range with four passengers) or even farther at Mach 0.80 (3,600 nm/6,667 km, also with four passengers), has been much appreciated by pilots. The G280 can climb directly to FL430 after taking off at its 39,600-pound mtow. Chief demo pilot Brett Rundle said he has climbed to FL430 in just 20 minutes at maximum weight. The G280 has a fuel-jettison system, something not found on any other business jets (those that aren’t derived from airline airframes). This system can also be used for defueling via a special adapter that attaches to the jettison port mounted between the flaps and ailerons. Ailerons are mechanically driven and supported by the mul-
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Total Interior Length
9.83 m
Cabin Volume
26.48 cu m
Baggage Compartment Volume
3.40 cu m
Exterior Height
6.50 m
Exterior Length
20.37 m
Overall Wingspan
19.20 m
Performance Maximum Range1
6,667 km
High-Speed Cruise
Mach 0.84
Long-Range Cruise
Mach 0.80
Maximum Operating Mach Number (Mmo)
Mach 0.85
1
NBAA IFR theoretical range at Mach 0.80 with 4 passengers, 2 crew and NBAA IFR reserves. Actual range will be affected by ATC routing, operating speed, weather, outfitting options and other factors.
Weights Maximum Take0ff
17,962 kg
Maximum Landing
14,832 kg
Maximum Zero Fuel
12,791 kg 2
Basic Operating (including 2 crew) Maximum Payload2
1,837 kg 2
Maximum Payload/Full Fuel Maximum Fuel
10,954 kg 454 kg 6,622 kg
2
Stated weights are based on theoretical standard outfiting configurations. Actual weights will be affected by outfiting options and other factors.
Source: Gulfstream
tifunction spoilers (the middle and outboard spoiler panels), and either flight control is sufficient for full lateral control. Elevators are hydraulically controlled via dual hydro-mechanical servo actuators, one for each elevator, and each with dual push rods. The fly-by-wire rudder incorporates a thrust-compensation mode in case of engine failure, and this removes 80 per cent of the rudder pedal force needed to maintain the proper trajectory on one engine. Weight-and-balance capabilities are generous on the G280. Even with the large aft baggage compartment filled to its nearly 2,000pound (907-kg) capacity, the G280 will stay within its CG limits with no passengers onboard. The G280 cabin door is electro-hydraulically actuated, an upgrade from the G200’s electrically driven cable and reel system. BAI
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COVID-19 CHALLENGES
Sustainability in the Pandemic and Future Growth Business Aviation will have to adjust their business models to meet the increased needs for safety and the increased uncertainty in their revenue models
By Bobby Chadha,
Chairman and Managing Director SRC Aviation Pvt Ltd
PHOTOGRAPH: SRC Aviation
T
his past year 2020 has been a significant challenge for General Aviation industry. The Business Aviation sector usually benefits from times of disruption because business travellers turn to private charters to fill the gaps left by restrictions on commercial aviation. But this time the Industry has been severely affected because countries have completely locked down international travel. Overall global business, year-on-year is down around 70 per cent. As a result, many small companies have shut down operations. Those who ran a lean operation with low fixed overheads to revenue, and companies that were able to adjust business plans to alternative verticals, have managed to adjust their business model and survive. And while it is hard to predict the decisions of governments in different countries, we now have a better understanding of the risks associated with this virus, and given the widespread and deep economic hardship caused by the lockdown it does appear that countries are beginning to open up. November and December have seen large increases in charter traffic as demand grows for holiday travelling to exotic resort locations. In South Central Asia, places like Maldives, Seychelles,
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Goa etc. have benefited from a rapid increase in charter flights. It is our belief that as global companies ratchet up production to meet a rapidly increasing demand for goods and services, business aviation will expand rapidly and could potentially have its best year in 2021. I also feel that with the need for physical distancing new flyers will enter the private aviation market. Corporate executives are more likely to shun commercial aviation and crowded airports for the safety of private aviation. This has the potential to significantly expand the overall market size. Service companies related to Business Aviation will have to adjust their business models to meet the increased needs for safety and the increased uncertainty in their revenue models. New and sudden lockdowns should be anticipated and therefore there is need for service companies to manage their fixed expenses related to workforce. Also, contingency plans must be put in place to allow employees to work from home on tasks that do not involve direct customer dealing. Companies will also have to brain storm new vertical lines of revenue and diversify their business offerings. The ones that are able to best do that will survive. BAI
BizAvIndia | ISSUE 1 | 2021
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FLYING PRIVATE
The process of aircraft ownership is complex and JetHQ team of experts provide personalised service to help clients navigate this by bringing extensive aviation experience and real-time industry insight and analysis to each complex transaction
By ROHIT KAPUR
President, JetHQ Asia
PHOTOGRAPHs: JetHQ
W
Making Aircraft Transactions Easier Around the Globe
hen purchasing aircraft directly from a manufacturer, customers are used to a high level of service and the most information possible. Why shouldn’t buyers and sellers in the preowned market enjoy those same high standards? That was the conclusion lifelong aviation professional Garett Jerde came to, as well. So, he founded JetHQ (www.jethq.com), bringing together industry veterans and a team of aviation experts and brokers, to make aircraft transactions easier for buyers and sellers. To be the dedicated partner looking out for clients’ interests, every step of the way. Jerde began as a demonstration and ferry pilot, flying planes from the middle of the United States to Singapore and Scotland to South Africa. After he traded ferrying for the sales side of the business, he saw first hand how unique the needs of clients were from one part of the globe to another. Customers rely on experts who know the local culture, can speak the language and successfully navigate complex regulations. Chairman Ted Farid’s 50-year career in aviation combined all of those attributes, having served in leadership positions for iconic manufacturers including Cessna, Bombardier Learjet and Hawker Beechcraft. In his decades of work, he built international relationships and broke barriers with new markets in Asia. Together, Jerde and Farid assembled sales experts who are leaders in their fields, and positioned exactly where they can be of greatest service to clients. That includes Rohit Kapur, President JetHQ Asia, who is familiar in India as the Founder and former President of Business Aviation Operators Association (BAOA). He flew helicopters in the Indian Army for almost 20 years before founding and leading his own aircraft sales company. Rohit is ably assisted by San-
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Private Jets help achieving the business goals faster and better
jeev Choudhary, Vice President of Sales, who brings in decades of experience of aircraft sales; having formerly represented Eurocopter, Beechcraft and HondaJet in South Asia. Bringing a level of trust and acumen in aircraft transactions is what separates JetHQ from other brokers. Because the company has sales specialists all over the globe, JetHQ is able to find the right aircraft for clients to buy and open up entire market places of qualified buyers for those wishing to sell. JetHQ, a member of the International Aircraft Dealers Association, has ramped up its presence throughout the world – including Asia, the Middle East and Africa, and the Americas – to meet its business growth. JetHQ’s unique selling proposition for aircraft sales in India is the fact it is well versed with the local conditions,
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FLYING PRIVATE
Kodiak is the most-advanced short-takeoff and landing turboprop available
passenger and cargo transport, utility and infrastructure inspection and airborne agriculture monitoring. The Kodiak lead for JetHQ is Dipankar Jha, Sales Director, who brings in experience of aircraft sales in India, having formerly represented Textron Sales. Operators are also taking advantage of the Kodiak’s large windows for tourism and its long airborne capabilities for fire management command and control. Early in the COVID-19 pandemic, the Kodiak proved its worth by quickly and easily airlifting hundreds of ventilators and medical respirators in the United States and in China. Kodiak is serving the needs of adventure pilots, as well. With unique design features on its hybrid wing, Kodiak gives pilots unmatched capabilities, including short high-altitude takeoffs and low stall speeds. It’s the perfect aircraft for family getaways or organisational transport, easily converting seating configurations in Prime Minister minutes without any special tools.
rules, regulations and requirements, to be able to guide customers with the right advice to make complex aircraft transactions successful. It has opened up new markets in Mexico under seasoned aviation professional Gabriela Perez de Leon, and Egypt, with import/export expert Sherif Abouzeid, Vice President of Sales. Clients throughout Africa and the Middle East have benefited from local ties with Abouzeid and Vice President of Sales Kani Saritas, who report to Dubaibased Rebecca Johnson, President JetHQ EMEA. That means helping customers in previously underserved areas such as Côte d’Ivoire and West Africa. While other brokers have been unable to complete difficult transactions in some of these areas, JetHQ’s acumen and local knowledge allow it to satisfy its customers’ needs.
Kodiak Leads Growth in Asia As the authorised Kodiak sales representaIndia’s tive for India and South Asia, JetHQ delivers Narendra Modi has the versatility and adventure of this rugged only used the Kodiak Worldwide Aircraft Services aircraft to the region. The Kodiak 100 Series In recent months, JetHQ team members III is the ultra-modern short takeoff and landfor single-engine have used that expertise to show how sellers ing plane designed and built for any scenario. seaplane flights can capitalise on aircraft demand, demonEasily converted from carrying passengers to strate how operators can take advantage of cargo, Kodiak is simply the most advanced, tax changes and accurately assess and value versatile and robust aircraft in its class. From its beginning as a clean-sheet design in 2001, Kodiak has aircraft to maximise financial returns for owners.JetHQ has exclusive become the special mission specialist throughout the world, fitting access to a wide range of jets, turboprops and helicopters, and has the perfectly for the South Asia market. JetHQ is providing full sales financial resources and in-house contracting to make deals happen. Through a variety of services, JetHQ helps people achieve their support for the single-engine turboprop which is built to handle limited or rough airstrips, or function with state-of-the-art carbon-fiber business goals by handling all aspects of transactions and by providfloats that minimise the time it takes to get off the water, making a ing options all over the globe. In addition to sales and acquisitions, more comfortable and safer flight. It’s one of the reasons that India JetHQ professionals work with clients on aircraft inspections, accepPrime Minister Narendra Modi has only used the Kodiak for single- tance and deliveries and consulting services. They assist customers with special projects and uncommon aviation requests, including engine seaplane flights. JetHQ anticipates robust markets for the Kodiak for governmen- airborne test platforms, medical evacuation, air operator’s certifital or other special mission use, including intelligence, surveillance cates (AOC), or commercial aircraft. Let’s talk and we can begin a lasting, personalised relationand reconnaissance (ISR) missions, and air ambulance or public safety search and rescue flights. Commercial applications include ship to fulfill your aircraft needs. BAI
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BizAvIndia | ISSUE 1 | 2021
17
OEM SUSTAINABILITY
Gulfstream on a Determined Sustainable Path By Ayushee chaudhary
L
ast year in December, Gulfstream Aerospace Corporation recognised the many achievements of its Customer Support organisation in 2020, including operations and expansions across the globe, new technologies for Gulfstream aircraft and continued success in sustainability, which has been at the core of Gulfstream’s operations. To especially note its effort towards sustainability in the pandemic year, the manufacturer highlighted that in July 2020, Gulfstream opened an all-new, 2,25,000-square-feet service center in Farnborough, England. The facility which can accommodate up to 13 large-cabin aircraft, including the Gulfstream G700 has been created
The sustainability programme of the aerospace company goes beyond the usage of SAF and includes various innovative ways
in line with Gulfstream’s sustainability strategy. The Farnborough facility has been designed with environmental benefits, including rainwater harvesting, radiant heating systems in the purpose-built hangar, intelligent lighting controls and heat recovery systems. In September last year the company had also announced the extension of its contract with World Fuel Services to continue providing the business-jet manufacturer with a steady supply of sustainable aviation fuel (SAF) produced by World Energy. Gulfstream President Mark Burns announced the deal during the Virtual 2020 Business Aviation Sustainability Summit to discuss pathways to accelerate the market for SAF.
PHOTOGRAPHs: Gulfstream / Twitter
Gulfstream aircraft fly more than 1M nautical miles on sustainable aviation fuel (SAF)
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OEM SUSTAINABILITY
Quick Fact Sheet INDUSTRYLEADING FUEL ECONOMY
PEAK EFFICIENCY & PERFORMANCE
PRECISION NAVIGATION CAPABILITIES
FEWER EMISSIONS
LOWEST COMMUNITY NOISE LEVELS
GREEN FACILITIES 9 LEED1
certified buildings in the USA
1 BREEAM2
certified building in the UK Awarded to Gulfstream facilities for their: – Sustainable site construction – Material selection – Water- and energy-efficient design – Indoor environmental quality
CARBON OFFSET PROGRAMME Gulfstream operators can further reduce their carbon footprint with the carbon offsets programme, which is available through Gulfstream’s Aircraft Ownership Service and funds activities that generate an equal reduction in carbon emissions.
65%
of Savannah service and manufacturing and spaces have LED lighting
SUSTAINABLE AVIATION FUEL (SAF) LEADERSHIP 1.2M+
NAUTICAL MILES • Flown on Saf
1,500+
METRIC TONS3 • CO2 eliminated using SAF
900,000
Gallons3 • SAF blend4 used to date
100%
of Dallas maintenance and completions facilities operate on renewable solar and wind energy
1 LEED: Leadership in Energy and Environmental Design. 2BREEAM: Building Research Establishment Environmental Assessment Method. 3Data from March 2016 to May 2020. 430 percent SAF and 70 percent Jet A.
Source: Gulfstream
This contract extends Gulfstream’s original multiyear purchase agreement, which was the first of its kind in business aviation when it was signed in 2015. Since March 2016, Gulfstream has used SAF for its Savannah-based fleet, which comprises corporate, demonstration, completion, customer support and flight test aircraft. The company has made more than 650 flights using 9,00,000 gallons of SAF-JET, a fuel blend, flying more than 1.3 million nautical miles and reducing carbon dioxide emissions by approximately 1,700 metric tonnes. Gulfstream claims that its sustainability strategy helps support industry goals established by the National Business Aviation Association (NBAA), the General Aviation Manufacturers Association (GAMA) and the International Business Aviation Council (IBAC). The goals include:
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• 50 per cent reduction in CO2 emissions by 2050 relative to 2005 levels; • 2 per cent improvement in fuel-efficiency per year from 2010 to 2020; • Carbon-neutral growth from 2020 onward. In 2019, the company launched a service that allows operators to pay a usage-based annual fee towards activities that generate an equal reduction in carbon emissions, helping them to offset the carbon footprint of their flights. The offsets fund certified and verified projects covering wind energy, forest management, farm power and the recovery and utilisation of landfill gas. Gulfstream does not charge operators a fee to administer its carbon offset service. Customers simply let Gulfstream know their projected annual flight hours and are invoiced a monthly fee, which is invested in environmentally beneficial activi-
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OEM SUSTAINABILITY ties through a third-party provider chosen by Gulfstream. One car- SUSTAINABILITY BY DESIGN bon offset represents the reduction of 1 metric tonne/2,205 pounds of Gulfstream’s innovative, clean wing designs deliver a combination of record-breaking speed and range, exceptional comfort, and better aerogreenhouse gas emissions, the company added. Gulfstream had also announced that the Gulfstream G650ER, dynamic efficiency for a smaller carbon footprint. The wings of the Gulfstream G600, Gulfstream G500, Gulfstream G550 and Gulf- Gulfstream G500, G600, G650, G650ER and G700 are manufactured stream G280 made the company’s first carbon-neutral flights, travel- on-site, decreasing transportation emissions and packaging waste. ing from Savannah to the Las Vegas area for the 2019 National Business Aviation Association Convention & Exhibition (NBAA-BACE). POWERING CONSERVATION The five flights were made using a combination of sustainable avia- State-of-the-art engines across Gulfstream’s fleet decrease fuel usage, produce fewer greenhouse gases, and are central to the company’s tion fuel (SAF) and carbon offsets. The renewable fuel used by Gulfstream is produced by World unparalleled achievements in engine noise reduction, which means Energy at its refinery in Paramount, California, from a feedstock minimised disruption to communities and ecosystems worldwide. of agricultural waste, fats and oils. Fuel and aviation services provider World Fuel Services manages the logistics, including LEADING THE INDUSTRY distribution of SAF to Gulfstream on both US coasts. In addition Gulfstream’s Enhanced Flight Vision System (EFVS) allows authoto using the 30/70 blend of low-carbon, drop-in SAF at its Savan- rised pilots to land in low-visibility conditions, increasing efficiency nah headquarters, Gulfstream makes it available for customers at by reducing go-arounds and saving fuel and time. In 2018, Gulfits Van Nuys and Long Beach, California, service centers. SAF is stream had become the world’s first aerospace company to certify EFVS for touchdown and rollout. the only fuel on-site at Gulfstream Long Beach, which also uses it for completions DRIVEN BY R&D and delivery flights. Across the 6,26,743 square feet of research “The innovative partnership between and development facilities that GulfGulfstream and World Energy paved the stream has, the manufacturer provides the way for a larger sustainability movement,” Last year, industry’s leading talent with the space, Burns said. “For almost a decade, we have tools and state-of-the-art technology to leveraged our collaboration with World Gulfstream opened innovate for future flight. This steadfast Energy to increase awareness and availa service center investment in the company’s labs—for ability of SAF around the world. We look development, training and human factors forward to continuing that work.” in Farnborough, testing—reduces in-air flight-test hours, In December 2019, Gulfstream had designed with thus reducing carbon emissions. announced that its Savannah-based fleet environmental has flown more than 1.85 million kilomeGREEN FACILITIES ters on SAF. Gulfstream highlights that benefits, including Gulfstream, ensures that it is building it uses a blend of 30 per cent low-carbon, rainwater harvesting, for the future. At the company’s Savandrop-in fuel derived from agricultural nah headquarters, multiple facilities have waste and 70 per cent traditional Jet A. radiant heating LEED (Leadership in Energy and EnvironSAF provides the same performance as systems in the mental Design) certifications for design, conventional, petroleum-based jet fuel materials and technologies that drastically and requires no changes to factory-stanpurpose-built hangar, reduce water and energy usage. dard engines or aircraft. Every gallon intelligent lighting used by Gulfstream’s Savannah-based controls and heat FUELING PROGRESS fleet saves at least 60 per cent in carbon Gulfstream believes that the future of busidioxide emissions on a life-cycle basis recovery systems ness travel is powered by SAF. Throughout vs. petroleum-based jet fuel, claims the its lifecycle, SAF achieves at least 60 per manufacturer. cent reduction in carbon dioxide emissions Gulfstream has announced a new serper gallon, compared to petroleum-based vice that reinforces the company’s commitment to sustainability and provides Gulfstream operators with jet fuel. Since 2016, Gulfstream has used this cleaner alternative the opportunity to reduce the carbon footprint associated with in daily operations including the Gulfstream G700 flight-test programme. In 2019, the company became the first business jet manutheir flights. There are several elements to Gulfstream’s sustainability pro- facturer to make SAF available to customers. gramme, including aircraft sustainability, eco-friendly buildings and the use of SAF for its corporate, demonstration, Customer Support CARBON NEUTRAL TRAVEL and Flight Test fleets in Savannah. In addition, Gulfstream’s Long Gulfstream underlines its pride in raising the bar for eco-conBeach, California, maintenance and completions facility sells SAF to scious business travel, and invites its customers to take part in customers and uses it for completions and delivery flights. The first that achievement, an example of which is the carbon offset probusiness jets certified for stage 5 community noise levels are those of gramme, which is available through Gulfstream’s Aircraft OwnerGulfstream. Some of the aspects of Gulfstream’s sustainability pro- ship Service and funds activities that generate an equal reduction in carbon emissions. BAI gramme include:
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OWNERSHIP PRIVATE JET
Best Structured Practices for Acquiring a Business Aircraft By Sudhir S. Rajeshirke
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arvard Business School professor Ted Levitt said "People don't want to buy a quarter-inch drill. They want a quarter-inch hole!" Customers, mainly business leaders, politicians and entrepreneurs, who need to save travel time, require privacy when traveling and need to get work done while onboard an aircraft, have various options of fulfilling their on-demand travel needs – charters, block hour programmes and finally aircraft acquisition. The solution has to start with understanding the key purpose and the nature of the client’s travel needs. In few cases, acquiring an aircraft is just the right solution.
Start with understanding the client’s travel requirements – both current and future and then shortlist aircraft based on this preliminary analysis. Follow it up with educating the client on what best options are suitable for their travel needs. But first, we need to clarify that when customers purchase an aircraft, they should do so primarily for their own use, not to make profit out of external charter, because most likely, they won’t. Revenue from the charter flights can be used to offset some of the ownership costs i.e. fixed costs. But unless you operate a very competitive flight department and have a great demand for your asset, aircraft owners will hardly make profit from one aircraft asset. Aviation companies need to operate on scale to generate profits. Further there are key issues with professional expertise available for aircraft acquisition. Most of the first time aircraft buyers and many
Photograph: Jet Maintenance Solutions
Most aircraft buyers are quite naïve when it comes to aircraft acquisition
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OWNERSHIP PRIVATE JET Ans: Understand what should be the ideal even looking to add an additional aircraft to range of the aircraft. their company are quite naïve when it comes to aircraft acquisition. In many cases, they Q: How many persons usually fly during a seek consultations from aircraft brokers, Clients often typical mission? with no credentials, who aim to push a prodare inclined, and Ans: Determine the seating capacity of the uct, irrespective of whether it is the right aircraft. one for the client. Most of the brokers don’t sometimes rightly have a structured way of understanding cliso, to purchase the Q: Do you require a stand up cabin or will ent’s requirements and work haphazardly to cheapest option to a shorter cabin do? push any available product to their clients. As Ans: Understand the comfort level that the a result, we have often seen customers purreduce their initial client seeks. chasing the wrong kind of aircraft and end cost of acquisition. Most of the clients don’t have much idea up getting frustrated with the whole aircraft of the budget provisions required for buying ownership experience. This naturally hamHowever, the ideal an aircraft. Hence the best option is provide pers the growth of business aviation industry. method is to consider some budget estimations of new and preAnother key problem is that a lot of owned options and bring detailed budget freelance pilots and aviation managers act the life-cycle discussion at a later stage. as aircraft sales consultants with no prior operating costs of an The above discussion during the prelimiexperience in completely executing a sale aircraft. nary stage help us to understand and shorttransaction. Pilots are good at flying and list few aircraft models that would be most operating model specific aircraft. Few indisuitable for client’s requirements. By the end viduals managing aviation companies are of the above discussion, the client becomes good at managing daily operations. These aware of various categories of aircraft and feels much comfortable and are not the ideal skill sets of any aircraft acquisition consultant. Helping a client to acquire the right asset which will serve them informed while taking the next steps in short listing the right asset. for a long term requires the following three skill sets: Important 90/10 rule l Educating the client on what best options are suitable for the cliA common mistake that clients make due to incorrect guidance is that ent’s travel needs. they purchase too large an aircraft for their mission requirements. l Helping the client in navigating the challenges and avoiding the To prevent this, a thumb rule is to use 90/10 principle – Purchase an pitfalls involved in the process of acquiring an aircraft. aircraft which caters to 90 per cent of the annual trip requirements l Keeping the client continually informed on the entire aircraft and charter for the rest 10 per cent. Let me give an example. selection, inspection, induction and regulatory processes. If a client usually flies within Indian metro cities with 3 to 4 passenIn addition, the aircraft acquisition consultant needs to have a methodical and a structured process to help a client acquire an air- gers at the most for 90 per cent of the time, then a midsize jet becomes craft. Further, the client also needs to be made aware of the regula- most suitable for cost effective acquisition. If in few cases, the client flies tory framework in which the aircraft will operate, mainly the Non- to international (say London) destinations along with five to six pasScheduled Operator Permit (NSOP) and Private categories. This sengers, then she would need either a super-midsize jet or a large jet. article assumes that the client has some preliminary understanding The cost of acquisition between midsize and super-midsize or a large jet could be in a few million dollars. In addition, the direct operating costs of the regulatory issues. After gaining business aviation industry experience, in helping between those categories of the aircraft are between 1.25 and 2X. Hence the ideal solution using the above rule is that the client buys clients acquire the right asset and analyzing best practices, following a mid-size aircraft for 90 per cent of the usage and charters a superare my key steps in aircraft acquisition: midsize or large jet for 10 per cent of the usage. This saves significant upfront and lifecycle costs of the client. Not relying on 90/10 rule could Start with defining the client’s mission: I start with understanding the client’s travel requirements – both lead to significant over investment in aircraft. current and future and then shortlist aircraft based on this preliminary analysis. I usually ask the following key questions and derive Discuss probing questions and carry out market scan Once we short list a few aircraft models which can match the cliinferences: ent’s current and future mission, the next step is to understand the Q: Where do you fly often during the year? Is it domestic or suitability of the aircraft within the Indian ecosystem. The reason is that most of the aircraft are imported into India. Hence the acquired international? Ans: Understand the broader mission capabilities required of the aircraft should seamlessly operate and integrate within the Indian regulatory, maintenance and operational eco-system. During this aircraft. stage I research for the following supporting factors: Ecosystem in India to support these elected models: Q: Are there any locations that you plan to travel frequently in the next two to three years from now? l Would pilots be readily available to fly and engineers to maintain Ans: Understand future use of the planned aircraft. the aircraft? What is the cost and duration of training required to train new pilots and engineers? Q: What are some of your most frequent routes? l Is maintenance facility available in India with adequate spares,
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OWNERSHIP PRIVATE JET tools and equipment for the planned acquisition? There are few examples where clients have bought an aircraft and the asset remained on ground for several months due to lack of spares and/or pilots and maintenance support. The above analysis helps to prevent such expensive mistakes. In some exceptions, say for Honda Jet aircraft, a strong local dealer provides support in terms of parts and manpower. Large OEMs often provide strong support for first of its type new aircraft. This critical factor can help clients have an assurance that even for a new aircraft models, they need not worry about eco-system support issues. This is also a good stage to bring up budget plans for the aircraft. The following are important cost buckets and all four have to be considered simultaneously: l Acquisition cost l Fixed costs l Variable or the direct operating costs and l Life cycle operating costs (a combination of the above three) Acquisition cost is the one time purchase price of the aircraft. Usually clients finance an aircraft either through debt or through an operating lease. Fixed costs are ones which the client would incur on a monthly basis whether they fly or not. These include salaries and expenses of pilots, regulatory, maintenance and administrative staff, parking, insurance and finance charges. Variable or direct operating costs are costs involved for flying an aircraft on per hour basis. These are mainly fuel, airframe and engine programmes or reserves that occur every hour of flying. Clients often are inclined, and sometimes rightly so, to purchase the cheapest option to reduce their initial cost of acquisition. However, the ideal method is to consider the life-cycle operating costs of an aircraft. Life cycle costs are estimated using all the above costs typically over seven years. Clients may be surprised to learn that sometimes an aircraft with a higher acquisition cost has a lower life cycle cost due to its efficiency and cost of operation. One major determining factor is the age of the aircraft. Typically, a newer aircraft would probably come under manufacturer’s warranties leading to lower cost of operations. Depending on the quality of maintenance, higher the age, the higher is the direct operating costs of aircraft. During this stage, I also start discussing aircraft amenities that the clients prefer to have. For some clients’ a hot oven is a must and for others who fly intercontinental, a bed is mandatory. After this stage, the client narrows down to two to three aircraft models. From this point on, the real work starts. Carry out detailed due diligence of the selection aircraft options – mainly for pre-owned aircraft This is the most crucial stage where I and my team provide actual aircraft options to the clients and we do the following: l Aircraft visits and visual inspections along with the client to ascertain the ground condition of the aircraft. l Desktop study of CAMP documents to ascertain the quality of maintenance carried out on the aircraft and the next maintenance checks, if any. Often, expensive maintenance checks become due in few months to a year and the cost has to be considered during price negotiations. l Review of mandatory equipment to operate in India. DGCA has its own list of mandatory equipment which could be over and above the standard equipment installed in most foreign aircraft. It is important that the aircraft must have the mandatory equipment installed or at least have provisions to install to avoid
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grounding of the aircraft when it is imported into India. This is the stage where the client confirms an interest in a specific aircraft and we assist in the pricing discussions. Structure the deal During this stage the client (now a buyer) is committed to purchase the aircraft and the following activities occur: l Pre-purchase inspection (PPI) at the cost of the buyer. PPIs are important as they often bring out deficiencies which could not be ascertained earlier. Buyer can have the option of carrying out PPI by a team of experts or at an MRO preferred by the buyer. The PPIs may lead to cost escalations which have to be mutually discussed between the buyer and the seller. l Often at this stage, the buyer should have an aviation manager on board who will manage the aviation activities. It is ideal that the buyer’s aviation manager be present during this stage as she will have to manage the maintenance when the aircraft arrives in India. l Price negotiations: The price negotiations should be fair between the buyer and seller and the aircraft acquisition consultant should ideally balance the discussions between the two to lead to a mutually agreeable price. l Letter of Intent: The buyer provides a letter of intent to purchase the aircraft with details of responsibilities of the seller. l Refundable deposit: As a firm commitment, the buyer puts up to 15 per cent of the aircraft cost in an escrow account. The escrow money is released upon reaching certain milestones. Bring home your aircraft This is the final stage where the core focus is to bring a foreign registered aircraft into India: l Purchase agreement: We assist the buyer in structuring the purchase agreement where buyer’s and seller’s responsibilities are clearly laid out. l Title transfer: The aircraft ownership is transferred from the seller to the buyer in anapproved registry. l Ferry the aircraft: The buyer’s pilots ferry the aircraft into India. If the pilots are not hired yet or are under training, then the buyer can hire the services of professional freelance pilots who provide such ferry services on one time basis. l Regulatory framework assistance: During this stage, the buyer’s aviation company or the aircraft management company takes control in getting the aircraft formally inducted under the DGCA’s regulatory framework. In summary, when evaluating a purchase of a business aircraft, do the following: l Evaluate credentials and transaction history of the aircraft acquisition consultant. l Insist on having a structured approach to evaluating aircraft options. l Ensure that you have complete visibility of the sales transaction. l Ask for data that is relevant to the transaction. l Don’t try using a cheap reference which might end up in an expensive mistake later. Acquiring new or a pre-owned aircraft often requires tremendous efforts on behalf of the aircraft acquisition consultant both in terms of strategic and operational analysis. The above structured approach has been derived from several years of experience from colleagues who have carried out several aircraft sales transactions and should help potential aircraft buyers in making an informed choice. BAI
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news at a glance
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Aviation Industry Announces “Council on Sustainable Aviation Fuels Accountability”
he aviation industry announced that to build on its already impressive scope of activities for reducing carbon dioxide (CO2) emissions, they are establishing the Council on Sustainable Aviation Fuels Accountability (CoSAFA), which is intended to accelerate the industry’s movement toward further decarbonising aviation and increasing the adoption of sustainable aviation fuels (SAF). The global aviation industry currently accounts for around 2 percent of man-made CO2 emissions. The aviation industry is committed to limit and reduce these emissions through the deployment of advanced technology, operational measures, infrastructure improvements and SAF. CoSAFA represents a unified vision across the aviation industry for advancing consistent, accurate accounting practices documenting the production and use of SAF in such multi-party transactions – a crucial tool for further reducing the industry’s carbon footprint. CoSAFA’s efforts will be led by a broad aviation industry Board of Directors, including representatives from Airlines for America (A4A), European Business Aviation Association (EBAA), General Aviation Manufacturers Association (GAMA), International Air
Embraer Assists the Transport for COVID-19 Vaccines
Transport Association (IATA), International Business Aviation Council (IBAC), National Air Transportation Association (NATA), and the National Business Aviation Association (NBAA). CoSAFA’s mission is to work through an orderly, global approach toward providing the necessary transparency for multi-party SAF transactions. CoSAFA standards will ensure transactional transparency, preventing double-counting of emissions savings and other potential accounting questions that could undermine market confidence and investments in the environmental benefits of SAF production and use. Recognising that many in the aviation sector are eager to incorporate SAF into their operations, the organising bodies of CoSAFA identified the need for a system to efficiently match SAF supplies with demand, track chain of custody and use with transparency, and ensure consistency with environmental and sustainability criteria. The standards of practice established by CoSAFA will be publicly available for voluntary use by any party within the aviation sector, including entities that supply fuel and related services to the aviation sector. BAI
HondaJet is the Most Delivered Aircraft in its Class
Photographs: Embraer, HondaJet
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s demand for the COVID-19 vaccine transportation increases around the world, Embraer has released technical information to assist customers on how its business jets can be optimised to transport these vaccines. Due to the pandemic, operators are considering the possibility of using Embraer aircraft to transport vaccines. Embraer carried out tests and simulations to properly define characteristics and payload requirements in relation to the technical specifications of vaccine transportation, considering the differences among each aircraft. The transport of these vaccines requires low temperatures, which are achieved by using dry ice. In December 2020, Embraer released technical guidance to assist commercial aircraft customers to properly define the transportation characteristics and payload requirements for the COVID19 vaccines. Most recently, Embraer also released guidance to apply UV-C lights for cockpit sanitisation, as well as disinfectants and coatings for the aircraft interiors. BAI
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onda Aircraft Company announced that in 2020, the HondaJet was the most delivered aircraft in its class for the fourth consecutive year, based on data provided by the General Aviation Manufacturers Association (GAMA). During 2020, Honda Aircraft Company delivered 31 aircraft to customers globally. In 2020, Honda Aircraft Company expanded its global footprint with type certifications in Pakistan and Russia. Honda Aircraft Company’s sales and service footprint now spans North America, Europe, Latin America, Southeast Asia, China, the Middle East, India, Japan and Russia. The HondaJet fleet continues to grow – currently, over 170 HondaJets are operated worldwide with more than 68,000 flight hours. The HondaJet also continues to demonstrate its industryleading dispatch reliability. BAI
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