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Features

Unlocking the Skies: Jazeera Airways’ Journey of Growth

A pioneering force in Middle Eastern aviation, Jazeera Airways has long been synonymous with affordability, and customer-centricity. As the airline enters a new era under the leadership of recently appointed CEO Barathan Pasupathi (Bara), a renewed vision and commitment to excellence propel Jazeera Airways towards even greater heights. Established in 2004 as the region’s first non-government airline, Jazeera Airways has continually set benchmarks for operational efficiency, and passenger experience. The airline’s vision encompasses an ambitious strategy aimed at expanding network reach and enhancing service standards while embracing sustainability initiatives to meet the evolving needs of travellers in an ever-changing industry landscape. The airline currently serves a network of more than 60 destinations with a fleet of 23 aircrafts.Central to Jazeera Airways’ growth trajectory is the exploration of new destinations, providing passengers with an even broader array of travel options in line with demand. As summer approaches, the airline is gearing up to introduce exciting seasonal destinations, catering to the wanderlust of holidaymakers seeking new adventures and experiences. This summer the airline adds Krakow in Poland and Batumi in Georgia to its list of other destinations like Tirana in Albania, Tivat in Montenegro, Larnaca in Cyprus, Sharm El Sheikh in Egypt, Baku in Azerbaijan and multiple Turkish cities, among others. The airline also owns and operates its own airport terminal – T5, which ensures a seamless travel experience whether arriving, departing or transiting. In line with global trends, Jazeera Airways remains committed to sustainability efforts aimed at reducing its environmental footprint. From carbon offset programs to fleet modernization initiatives, the airline is proactively embracing eco-friendly practices to minimize its impact on the planet while ensuring responsible stewardship of precious resources. Technological innovation forms the backbone of Jazeera Airways’ operational strategy, with a focus on leveraging cutting-edge solutions to enhance efficiency and passenger experience. Strategic partnerships and collaborative alliances play a pivotal role in Jazeera Airways’ growth strategy, facilitating expanded route networks for passengers. By forging strong alliances with like-minded industry players, the airline aims to enhance its market positioning and offer unparalleled value to its customers. As the aviation industry navigates through turbulent times marked by global challenges, Jazeera Airways remains robust, agile and resilient. Under Pasupathi’s leadership, the airline is poised to embrace change, champion sustainability, and continues to place customers at the forefront of its endeavours.

Features

Navigating The Skies: Challenges And Opportunities In Indian Aviation

India’s aviation sector is experiencing rapid growth looking ahead and has had a robust growth in the recent years.Indian carriers have placed orders of more than 1000 new aircraft and the travel industry is being propelled by factors such as increasing disposable incomes, urbanization, and government initiatives. However, this growth also brings forth a unique set of challenges and opportunities that all the players and operators and related stakeholders in the industry must navigate. In this article, we explore the dynamic landscape of Indian aviation, highlighting key challenges and opportunities shaping its future trajectory. Challenges: 1. Infrastructure: It is a huge achievement for the industry looking at the newly developed airports and few great examples are Delhi , Bengaluru, Hyderabad,Cochin and the new terminal at Mumbai which developed over the last two decades. The new terminals and airports at Mumbai ,Delhi and the upcoming Jewar airport with world class design,facility and capacity establish that we are ready for the challenges of the future growth. However,India’s aviation infrastructure, including airports and airspace management systems, faces significant capacity issues still. With air passenger traffic expected to continue rising, there is an urgent and continual need for infrastructure expansion and modernization to alleviate congestion and ensure efficient operations. 2. Regulatory: The regulatory environment in India’s aviation sector can be complex and it is important for the growth and competitiveness of airlines and other aviation-related businesses to ensure compliances .Globally aligning and defining clear regulations and enhancing transparency can foster a more conducive environment for investment and innovation. 3. Skilled Manpower Shortage: The aviation industry requires a skilled workforce across various domains, including pilots, engineers, air traffic controllers, cabin crew and ground staff. However, there is a shortage of trained professionals in certain sectors, posing challenges for recruitment and talent retention. Addressing this issue requires robust training and development programs to build a sustainable talent pipeline.This is an essential component which can be a catalyst or a disruptor for the development and a focused deep dive into how we will build the skill pool for the industry is critical. 4. Cost Pressures: Any business has to be sustainable,safe and profitable.Airlines in India and across the globe face intense competition and cost pressures, driven by factors such as volatile fuel prices, regulatory levies, and airport charges. In India,maintaining profitability while offering affordable fares remains a constant challenge, necessitating innovative strategies for cost optimization and revenue generation.A fare paying traveller demands best service and competitive pricing. Opportunities: 1. Rising Air Travel Demand: India’s burgeoning middle class and increasing affluence are driving a surge in air travel demand, presenting significant growth opportunities for airlines and ancillary service providers. Expanding routes, enhancing connectivity, and catering to emerging travel segments can unlock new revenue streams and market segments. 2. Technological Advancements: Technological innovations, such as digitalization, automation, and sustainable aviation solutions, are reshaping the aviation landscape globally. Embracing these advancements can improve operational efficiency, enhance passenger experience, and drive environmental sustainability in the Indian aviation sector. 3. Government Initiatives: The Indian government has launched several initiatives to promote the growth and competitiveness of the aviation industry, including the Regional Connectivity Scheme (UDAN) and liberalization of foreign direct investment (FDI) policies. Leveraging these initiatives, along with public-private partnerships, can stimulate investment, infrastructure development, and job creation in the sector. Skill development is a vital element and an opportunity as the demand for trained and qualified professionals is high and will continue to increase as the fleet of aircraft in the skies increases. ESG: Environmental Social Governance is the most critical challenge and an opportunity for all businesses to build the organization with a clear and structured sustainability vision. (The views of the author are in his personal capacity )

Civil Aviation

Saudia Group and Airbus Sign the Largest Aircraft Deal in Saudi Aviation

Riyadh,21st May, 2024: Saudi Group announced the largest aircraft deal in Saudi aviation history with Airbus during the first day of the Future Aviation Forum 2024 held at the King Abdulaziz International Conference Center in Riyadh under the patronage of the Custodian of the Two Holy Mosques, King Salman bin Abdulaziz Al Saud. This landmark agreement encompasses 105 confirmed aircraft and marks a significant moment not only for the Saudi aviation industry but also for the wider MENA region. The ceremony, in the presence of His Excellency the Minister of Transport and Logistics Services and Chairman of Saudi Arabian Airlines Corporation, Engr. Saleh Al-Jasser, was attended by dignitaries, country ambassadors, and key figures from the global aviation sector, as well as a multitude of media representatives and industry experts specializing in travel, aviation, and transportation. The deal, signed by H.E. Engr. Ibrahim Al Omar, the Director General of Saudia Group, and Benoît de Saint-Exupéry, Executive Vice President Sales of the Commercial Aircraft Business, includes A320neo and A321neo models. These aircraft will be distributed between Saudia and flyadeal, the group’s low-cost carrier. Saudia will acquire 54 A321neo aircraft, while flyadeal will receive 12 A320neo and 39 A321neo aircraft. The new aircraft directly support Saudia Group’s objectives to connect the world with the Kingdom, aligning with several key pillars of Saudi Vision 2030. These include the transportation and logistics objective to increase guests’ capacity to 330 million and expand destinations to 250 by 2030, and the tourism objective to attract 150 million visits by 2030. This is in addition to the Hajj and Umrah objective to contribute to the increase of Umrah pilgrim capacity to 30 million by 2030. These modern aircraft boast a spacious cabin with a stylish interior design. They’re equipped with the latest amenities and technology, ensuring a truly differentiated travel experience that prioritizes Saudia guests’ comfort and privacy whilst delivering an exceptional service. Furthermore, the A320 family aircraft are fuel efficient as it emits 20% less fuel burn and carbon emissions compare to previous generation aircraft. To ensure the new aircraft are always in top condition, Saudia Technic, the group’s Maintenance, Repair, and Overhaul (MRO) arm, will provide comprehensive maintenance services. This will prove even more crucial with the upcoming completion of the MRO Village at King Abdulaziz International Airport in Jeddah, significantly increasing the company’s service capacity. H.E. Engr. Saleh Al-Jasser, the Minister of Transport and Logistics Services, said: “The aviation sector is grateful for the tremendous support provided by the country’s leadership. This agreement is one of the enablers of achieving the objectives of the National Transport and Logistics Strategy. It will contribute to enhancing the operational performance of Saudia, increasing flights and seat capacity, and launching new destinations. Furthermore, it aims to connect the world to the Kingdom in line with the significant transformation witnessed by the aviation sector under Saudi Vision 2030, while also reaffirming our commitment to providing the best services that enhance the travel experience.” H.E. Engr. Ibrahim Al-Omar, Director General of Saudia Group, said: “Saudia has ambitious operational objectives to meet growing demand. We are increasing flights and seat capacity across our existing 100+ destinations on four continents, with plans for further expansion. The progress of Saudi Vision 2030 is attracting more visits, tourists, entrepreneurs, and pilgrims each year. This motivated our decision to secure this significant deal, which will create jobs, increase local content, and contribute to the national economy.” Benoît de Saint-Exupéry, Executive Vice President Sales of the Commercial Aircraft business said: “The new additions of the A320neo family aircraft will play a vital role in contributing to Saudi Arabia’ ambitious Vision 2030 plan. It will enable Saudia Group’s strategy to advance the Kingdom’s aviation capabilities while enabling both airlines to benefit from the A320neo Family’s exceptional efficiency, superior economics, highest level of passenger comfort as well as lower fuel-burn and emissions.” The ceremony marked a new chapter for Saudia, unveiling their largest investment ever in guest experience. This includes a first-of-its-kind AI-powered “Travel Companion”, to support guests through trip planning to after sales support. Business class cabins will be transformed into luxurious, privacy-focused suites that convert into flat beds, progressively rolling out across both existing and new fleets. Guests can also stay connected with high speed in-flight connectivity and enjoy unparalleled entertainment with the highest-definition screens soon to be on board.

Recent News

Singapore Airlines faces severe turbulence in its London -Singapore sector

Singapore, 21st May 2024: In one of the rare mid-air turbulence faced by Singapore Airlines flight number SQ321, which took off from Heathrow Airport in London on Monday and was headed to Singapore, “encountered severe turbulence” en route. The aircraft was diverted to Bangkok’s Suvarnabhumi International Airport, where it landed at 3.45 pm (local time) on Tuesday. As per the reports, the plane – Boeing 777-300 ER having 211 passengers and 18 crew members on board faced severe turbulence which left 30 passengers severely injured and one pax killed.The death has been confirmed by Singapore Airlines. The statement says,”We can confirm that there are injuries and one fatality on board the Boeing… Our priority is to provide all possible assistance to all passengers and crew on board the aircraft. We are working with the local authorities in Thailand to provide the necessary medical assistance, and sending a team to Bangkok to provide any additional assistance needed.” As reported by various media,Tracking data captured by FlightRadar24 showed the Singapore Airlines flight cruising at an altitude of 37,000 feet. Just after 0800 GMT, the plane suddenly and sharply pitched down to 31,000 feet over the span of some three minutes. The aircraft remained at 31,000 feet for just under 10 minutes before rapidly descending and landing in Bangkok in just under half an hour.

Recent News

AviaAM Leasing delivers Boeing 737-800 to KlasJet

US, 20th May 2024: AviaAM Leasing, a global aviation holding company engaged in tailored aircraft leasing and trading services, announces the delivery of a Boeing 737-800 aircraft to KlasJet, a well-known charter company and a part of Avia Solutions Group, the world’s largest ACMI (Aircraft, Crew, Maintenance and Insurance) services provider. The aircraft commenced operations on May 11, 2024. This delivery highlights AviaAM Leasing’s commitment to providing high-quality leasing solutions that facilitate the operational growth of its clients. With this addition, KlasJet continues to enhance its ACMI (Aircraft, Crew, Maintenance, and Insurance) capacity. The expansion aims to better serve airline’s fleet growth plan across Europe and beyond. With the Boeing 737-800, KlasJet strengthens its position in the ACMI sector, offering unmatched flexibility and premium service quality.

Civil Aviation

Garuda Indonesia and Singapore Airlines strengthen commercial partnership

Jakarta, 20th May 2024: Garuda Indonesia (GA) and Singapore Airlines (SIA) signed a commercial partnership to offer reciprocal benefits for their frequent flyer programme members, and to explore revenue sharing arrangements for flights between Indonesia and Singapore, subject to regulatory approvals.The frequent flyer programme agreement was inked by Garuda Indonesia Chief Executive Officer,Irfan Setiaputra and SIA CEO, Mr Goh Choon Phong in Jakarta, while the joint venture revenue share agreement was signed by Garuda Indonesia Director of Service and Commercial Ade R. Susardi and SIA Chief Commercial Officer Lee Lik Hsin.When launched, the frequent flyer partnership will allow GarudaMiles and KrisFlyer members to earn and redeem miles on codeshare flights operated by both airlines. The revenue sharing agreement, when implemented, will support joint capacity growth, marking a significant step in the plans for a proposed commercial joint venture arrangement that covers Garuda Indonesia and Singapore Airlines flights between Singapore and Indonesia.Singapore Airlines and Garuda Indonesia have a strong codeshare partnership that has expanded in recent months. Today, Garuda Indonesia codeshares on Singapore Airlines flights between Singapore and the Indonesian cities of Bali, Jakarta, Medan, and Surabaya, as well as long-haul routes between Singapore and Johannesburg, London (Heathrow), and Mumbai. SIA codeshares on Garuda Indonesia flights between Singapore and Bali, Jakarta, and Surabaya. Irfan Setiaputra, President and CEO of Garuda Indonesia said that this partnership is part of Garuda Indonesia’s efforts to improve the Company’s performance through a strategic commercial partnership, especially in providing added value to customers. “Having the same mission in optimising the potential of the aviation business ecosystem in South East Asia after the pandemic, this initiative is certainly an important manifestation of both airlines’ commitment to continue strengthening our well-established cooperation,” Irfan explained. He added,“This partnership is a special moment for us, which also marks the 58 years of Garuda Indonesia’s journey in connecting Indonesia and Singapore. In the future, we hope that this partnership will continue to enhance social, cultural, and tourism relations between Indonesia and Singapore whilst offering seamless access for customers to enjoy various destinations served by both airlines.” “We hope that the expansion of this partnership will bring added value for Singapore and Indonesia, which are served by both airlines. Furthermore, this collaboration is also expected to not only provide added value for both airlines’ customers, especially through the ease of earning and redeeming miles for tickets and other exclusive benefits, but the hope is that it will strengthen Garuda Indonesia’s support for national tourism by providing more access to points in Indonesia for foreign tourists who will visit Indonesia via Singapore in the future,” Irfan said. Goh Choon Phong, Chief Executive Officer, Singapore Airlines, said,“Our win-win partnership with Garuda Indonesia will improve the connectivity between Indonesia and Singapore for our customers. This will help to meet the increasing demand for air travel between the two countries and beyond, as well as facilitate the growth of tourism and economic activities. Furthermore, by deepening the synergies between our frequent flyer programmes, we can enhance the benefits for our loyal customers, offering them more opportunities to earn and redeem miles when travelling with both airlines.”

Interviews

Interview with Mr. Sameer Khale, Director, Sheetala Infrastructure Consultancy Pvt. Ltd

Jet Blast Deflectors contribute to overall airport efficiency by allowing for more compact and flexible airport designs… With the growing number of airports and airlines, it is important to take some decisive steps towards efficient operations and maintain standard safety zones which is directly impacted by the Jet Blast. To understand more about the Jet Blast impact and how it can be curtailed,Vishal Kashyap, Managing Editor, Aviation World speaks with Mr. Sameer Khale, Director, Sheetala Infrastructure Consultancy Pvt. Ltd which has successfully installed JBDs at prominent Indian Airports. Excerpts… Q: What are International regulatory norms for installation of Jet Blast Deflector (JBD) at airports? A: While there are no specific international regulatory norms governing the installation of JBDs at airports, various aviation authorities and regulatory bodies worldwide may have guidelines or recommendations regarding their use. Organizations like the International Civil Aviation Organization (ICAO) provide general standards and best practices for airport operations, which may include considerations for mitigating jet blast effects. However, the specifics of JBD installation may vary by country or region. In many cases, the installation of JBDs at airports is mandated by national or local aviation authorities or regulatory officials. These authorities may require airports to install JBDs based on factors such as airport layout, proximity to sensitive areas, aircraft types operating at the airport, and safety considerations. While regulations often dictate the need for JBDs, it is typically the responsibility of airport operators to ensure compliance with these requirements. In conclusion, while there may not be specific international regulatory norms for JBD installation, the decision to install Jet Blast Deflectors at airports is often influenced by a combination of regulatory requirements, safety considerations, and operational needs. Q: Is it the choice of airport operators or mandated by the respective governments or regulatory officials to install this system? A: The decision to install JBDs is often influenced by a combination of regulatory requirements, safety considerations, operational needs, and financial feasibility. Airport operators may work closely with regulatory authorities, aviation consultants, and engineering firms to assess the need for JBDs, plan their installation, and ensure that they meet regulatory standards. They may also consider factors such as airport layout, traffic patterns, aircraft types, and safety assessments when deciding to install JBDs. The presence of a JBD allows airports to design their layout more efficiently. Without a JBD, airports would need to maintain greater distances between runways, taxiways and other infrastructure to account for the safety concerns associated with jet blasts. The redirection of the exhaust by the JBD means that these safety zones can be reduced, optimizing the use of available space. This efficient layout design is particularly crucial at busy airports where maximizing the number of runways and taxiways is essential for accommodating the high volume of air traffic. In summary, Jet Blast Deflectors contribute to overall airport efficiency by allowing for more compact and flexible airport designs while ensuring the safety of surrounding areas. Q: How does the system works in terms of deflating the impact of jet blast? A: A JBD is an inclined steel structure which fully diverts the high energy jet blast upwards thus protecting the area behind. The angle of the JBD has to be such that the entire blast is diverted upwards but no turbulence is formed due to the negative pressure which may have been generated by the jet blast. JBDs are required in 2 places; at airports and by MROs. It is mandatory for all engine MROs to have a JBD. The jet blast can reach speeds of upto 240 kmph which can be extremely dangerous for personal present at the airports, for equipment as well as nearby structures. Also, any wind speed above 56kmph is considered dangerous and should be mitigated appropriately. The use of a JBD increases the efficiency of the airport by allowing more flexible use of the available space. Q: In terms of percentage, how impactful this process is in terms of minimizing the jet blast impact? A: The impact is 100%. The JBD fully diverts the jet blast upwards, making the area behind, completely safe, for personnel and equipment. Q: As mentioned in your report, already few airports in India have taken this service. Any data you may share in terms of pre-post impact at these airports? A: Generally JBDs are planned in advance when the airport is being constructed or going for expansion For Eg: Navi Mumbai is going for 3 JBDs during construction stage itself; Cochin airport has 2 JBDs and now they want 2 more for their T3 expansion. Q: How big this segment is when you see the growing number of airports in India and overseas? A: Demand is just picking up and with the kind of exponential growth in the Indian aviation sector,I anticipate that 100 to 120 JBDs will be needed in the next 7 to 8 years in India alone. A similar number will be needed for Asia-Pacific and Africa. Q: What are the future projects in terms of number of airports you will target globally? A: Our product is at par with the Market leader with a much lower cost. We are considered as among the top 5 JBD manufacturers in the world by various market research websites. We are targeting the Indian, asia pacific and African region. Q;How does the production works? Is it based on the demand and what’s about the capacity? A: We design all JBDs as per the specific requirement and situation of that particular airport. All our JBDs are totally bolted structures. Sheetala Infrastructure specializes in completely bolted custom designed Jet Blast Deflector systems. Welding is not used at all thus greatly reducing the power consumption and eliminating the gases that would have been generated during welding. The reduced energy consumption during manufacturing, ease of disassembly for recycling, and flexibility for modifications make bolted steel structures a more environmentally friendly option compared to welded structures.We have enough capacity to carry out production of several JBDs simultaneously.  

Civil Aviation

SIA group posts record full year net profit of $2,675 million

Singapore, 15th May 2024: The demand for air travel remained buoyant throughout FY2023/24, boosted by a rebound in North Asia as China, Hong Kong SAR, Japan, and Taiwan fully reopened their borders. SIA and Scoot carried a combined 36.4 million passengers, up 37.6% year-on-year. Passenger traffic grew 26.6%, outpacing the capacity expansion of 22.9%. As a result, the Group passenger load factor (PLF) improved 2.6 percentage points to arecord 88.0%. SIA and Scoot registered record PLFs of 87.1% and 91.2% respectively. Group revenue rose $1,238 million (+7.0% year-on-year) to a record $19,013 million. Passenger flown revenue rose by $2,319 million (+17.3%) to $15,685 million, despite a 7.6% decline in passenger yields. Cargo flown revenue fell $1,485 million (-41.2%) to $2,119 million. While cargo loads increased by 1.7% due to the strong demand from the e-commerce segment, yields were 42.2% lower year-on-year – albeit 29.8% above pre-pandemic levels2. Group expenditure increased $1,202 million (+8.0%) to $16,285million. Non-fuel expenditure rose by $1,336 million (+13.5%), and was partially offset by a $132 million decrease (-2.5%) in net fuel cost. The increase in non-fuel expenditure was lower than the 16.0% increase in overall passenger and cargo capacity. On the other hand, net fuel cost fell despite higher volumes uplifted (+$918 million) anda lower fuel hedging gain (+$358 million), mainly due to an18.5% decrease in fuel prices (-$1,281 million). As a result, Group operating profit reached a record $2,728 million, up $36 million or 1.3% from a year before. The Group’s net profit improved by $518 million (+24.0%) to $2,675 million. This was mainly due to the better operating performance (+$36million), a net interest income versus net finance charges a year before (+$215 million), lower tax expense (+$132 million)3, and a share of profits versus a share of losses of associated companies from the previous year (+$104 million). Second Half FY2023/24 – Profit and Loss Second half Group revenue rose by $492 million (+5.3%) year-on-year to $9,850million, marking a record for the Group’s half-yearly revenue. This was driven by a $749 million (+10.1%) increase in passenger flown revenue on the back of a 17.5% growth in traffic, which was slightly below the 17.7% expansion in capacity. The Group PLF remained almost flat at 87.3% (-0.1 percentage point). Passenger yields declined 6.0% on intensifying competition as other airlines progressively restored capacity. Cargo revenue fell $446 million (-29.7%), with yields declining (-35.9%) amid the recovery in bellyhold cargo capacity. This was partly offset by an increase in loads (+9.7%) due to robust e-commerce flows. The demand for airfreight from Asia was also supported by security concerns in the Red Sea, bolstering the overall cargo performance. Expenditure grew $776 million (+9.8%), consisting of a $496 million increase (+9.2%) in non-fuel expenditure and a $280 million increase (+11.1%) in net fuel cost. Net fuel cost increased to $2,794 million, mainly due to higher volume uplifted (+$365 million) and lower fuel hedging gain (+$185 million),and partially offset by a 6.8% drop in fuel prices (-$219 million). In the second half, the Group operating profit decreased by $284 million (-19.5%) from the previous yearto $1,174million. The Group net profit was stable, rising $4 million year-on-year to $1,234 million. This was mainly driven by a lower tax expense (+$249 million)and a surplus on disposal of aircraft, spares, and spare engines versus a loss the year before (+$45 million), whichoffset the decline in operating performance. Balance Sheet As of 31 March 2024, the Group shareholders’ equity was $16.3 billion, down $3.5 billion from 31 March 2023. This was due to the partial redemption in June and December 2023 of the June 2021 Mandatory Convertible Bonds (MCBs) for $5.1 billion, including accrued yield. Total debt balances decreased by $1.9 billion to $13.4 billion, mainly due to the repayment of borrowings. As a result, the Group’s debt-equity ratio increased from 0.77 times to 0.82 times. Cash and bank balances decreased by $5.1 billion to $11.3 billion, arising from the redemption of the MCBs, repayment of borrowings, and payment of dividends. This was mitigated by the $5.1 billion of net cash generated from operations, which included proceeds from forward sales.On top of the cash on hand, the Group has access to $2.9 billion of committed lines of credit, all of which remain untapped at present. Fleet and Network Development As of 31 March 2024, the Group operating fleet consisted of 200 aircraft with an average age of seven years and three months. SIA had 142 passenger aircraft4 and seven freighters, while Scoot had 51 passenger aircraft5. In April 2024, the Group added one Airbus A350-900 and two Embraer E190-E2 aircraft to its fleet. As of 1 May 2024, the Group had 89 aircraft on order6. As of 31March 2024, the Group’s passenger network7 covered 118 destinations in 35 countries and territories. SIA served 73 destinations while Scoot served 67. The cargo network comprised 123 destinations in 37 countries and territories. For the Northern Summer 2024 operating season (31 March 2024 to 26 October 2024), Barcelona, Beijing, Darwin, Hong Kong SAR, Houston, Kuala Lumpur, Melbourne, Milan, Perth, Rome, Seattle, Shanghai, Taipei-Tokyo (Narita), and Yangon will see an increase in services. SIA launched services to Brussels in April 2024 and will begin operations to London (Gatwick) in June 2024. Scoot began Embraer E190-E2 operations on 7 May 2024 with flights to Krabi. The aircraft will operate to existing destinationssuch as Hat Yai, Miri, and Kuantan, as well as two new points – Koh Samui (in May 2024) and Sibu (in June 2024). Operating the aircraft on thinner routes to non-metro destinations in the Asia-Pacific allows the Group to unlock significant growth opportunities in the region. Final Dividend The Board of Directors recommends a final dividend of 38 cents per share for FY2023/24. Including the interim dividend of 10 cents per share paid on 22 December 2023, the total dividend for FY2023/24 will be 48 cents per share. Subject to shareholder approval at the Annual General Meeting on 29 July 2024, the final dividend (tax exempt, one-tier) would

Interviews

Interview with Saravanan Rajarajan S, Director,Aviation Solution Consulting, Ramco Systems

Ramco Aviation recently signed a deal with Korean Air to implement Aviation suite & software solutions. To brief more about the current project as well as update on  other business plans, Saravanan Rajarajan S,Director – Aviation Solution Consulting, Ramco Systems, interacted with Vishal Kashyap, Managing Editor, Aviation World. Q: Kindly brief about the current deal with Korean Air’s Engine Maintenance Center at Incheon? A: Korean Air recently announced the construction of new engine maintenance MRO complex in Unbuk, near Incheon International Airport, which is slated to open in 2027. This complex will be the largest of its kind in Asia. Korean Air has previously managed its engine maintenance at its Bucheon facility, complemented by final performance testing at the ETC in Unbuk. The engine maintenance cluster will streamline the entire process with a strategic consolidation, enhancing operational efficiency by streamlining all the engine maintenance phases to a centralized site. Korean Air is also set to significantly enhance its aircraft engine maintenance capability from servicing 100 engines to 360 annually, across a broader spectrum of engine types. Currently, the airline conducts overhauls on six engine models, including Pratt & Whitney’s PW4000 and GTF; CFM International’s CFM56; and General Electric’s GE90-115B. The expansion includes adding three more engine models to its portfolio, including GE’s GEnx and CFMI’s LEAP-1B. Implementing Ramco’s Aviation Software will form a backbone to streamline Engine Maintenance operations across current engine shops and planned expansion sites, replacing multiple legacy systems to unify operations across the Engineering, Production, and Supply Chain functions. In addition, Korean Air will also benefit from digital enablers such as Mobility apps for Mechanics, Warehouse clerks, and E-Pubs to manage digital documents from OEMs. Q: The big number of aircraft orders in India has proved to be boon for the MRO industry. How do you see the potential of Ramco solutions in this growing aviation market? A: Currently, only 15 to 20 percent of the MRO work of Indian carriers is done within India, with the rest serviced overseas. With the large orders from Indian carriers, there is an opportunity for Indian Airframe, Engine, and Component MRO providers to grow their business. Ramco has a strong presence in the Indian MRO segment; two of the largest MROs in India, AIESL and GMR, have been our long-term customers. In addition, Ramco Aviation Software is deployed at various global sites catering to all lines of business. New MROs will need a strong digital backbone to enhance operational efficiency, productivity, and customer satisfaction. Ramco Aviation Software has a strong offering for the industry. Q: MRO as one of the key segment for Ramco Aviation, what are the unique and differentiated offer being made in this space? A: Ramco Aviation Software’s core function is managing continuous airworthiness and work execution from lines, hangars, and shops, as well as inventory and procurement, customer services, and quality control. The Solution helps digitally transform complex MRO processes. The integrated solution also helps in a wide range of functions, from Workscope induction to customer delivery and invoicing. Advanced capabilities, such as digital task cards, kitting and due parts tracking, mobility-based work execution, critical path, and turnaround time (TAT) management, help eliminate paper and inefficiencies. Other key advantages of Ramco Aviation Software apart from its integrated nature is through: Digitalization of OEM documents: The solution can process PDF-based and XML/SGML-based technical documents. Also, with its Direct EDI capabilities, it can access the OEM’s technical documentation library from the place of work through secure logins and API interfaces. This increases the operational efficiencies, by reducing the time and effort required to process the technical contents. Smart automation: Aviation maintenance processes generate a wealth of data pertaining to the aircraft engine defects, parts consumed, labor hours, elapsed time to carry out the repair and overhaul procedure. Accumulated over time, this data can become a goldmine of information to gain insights. Ramco, with its AI/ML capabilities, derives the insights in all key processes such as work scope planning & estimation, production planning & scheduling, and other supply chain aspects, automating core operations, helping customers gain an edge over the competition. Mobility-enabled shop floor work execution:Ramco’s Mechanic Anywhere mobile app helps the mechanics book time, report findings and record measurements, request parts and tools, and access the technical documents from the place of work. With the required regulatory approvals that are easily acquired through mobile apps, task and work compliance can be complied with digital e-signoff. Ecosystem Integration:Seamless flow of data between the ecosystem partners such as suppliers, customers, shipping partners and banking systems is essential for augmenting operational efficiency. Ramco’s MRO solution enables a robust customer ecosystem through customer portal, bots and EDI connectivity thus providing the dual advantage of boosting efficiency and improving the delivery of value to the customers. Real-time KPI monitoring & Analytics:Ramco’s integrated data analytics provides KPIs related to TAT, quality, cost, resource utilization, and warranties. These are computed dynamically without any need for manual consolidation and preparation. This allows for transparent and timely availability of insights for better decision-making. Q: Who are your potential customers and how do you address their requirements? Is it a customer-based requirement or pre-developed products which is in offer? A: Ramco Aviation Software is a fully web-centric application developed from the ground up specifically for the aviation industry. The solution offers an integrated platform for Airlines, 3rd party MROs, Defense, and Heli Operators to manage their functions around maintenance and engineering, supply chain, safety, technical records, planning, and financial control. We have a multi-layered customer engagement process, from tactical software support requirements to strategic periodic business reviews. Customer inputs are taken during the Project Blueprinting, Support Tickets classified as New Requirements, Surveys, and Usage audits; these are evaluated and prioritized for the product roadmap. We also work with our customers on a Co-Creation model for specific business needs leveraging next-generation technologies and for early adoption of new capabilities. Periodic assessment audits are carried out on usage, and recommendations are provided to improve utilization. We continuously work with

Recent News

Heart Aerospace appoints Benjamin Stabler as CTO

Swedan, 15th May 2024: Heart Aerospace,hybrid-electric airplane maker, has appointed Benjamin Stabler as its new Chief Technology Officer, effective immediately. The appointment comes as Heart Aerospace, based in Sweden, enters a new phase of hardware testing in advance of the company demonstrating fully electric flight during next year. Stabler has led hardware and software teams on the Crew Dragon program at SpaceX and served as co-founder of Parallel Systems, developer of automated, battery-electric freight rail vehicles. Experienced in building safe, high performing vehicles, Stabler has demonstrated that he can grow cross-functional teams to solve inter-disciplinary problems. His appointment underscores Heart Aerospace’s commitment to move at pace to define a new paradigm for innovation and sustainability in the aviation industry. “We are thrilled to welcome Ben to the Heart team as our new CTO,” said Anders Forslund, co-founder, and CEO of Heart Aerospace. “Ben’s proven track record and passion for innovation align perfectly with our mission to revolutionize air travel by decarbonizing and democratizing the skies. His leadership will be instrumental in this new and exciting phase of hardware testing and technological advancement.” The appointment of Stabler to the role of CTO comes as Heart Aerospace significantly expands its presence in the United States with the establishment of a new Research and Development hub in Los Angeles, California. Stabler will be based in Los Angeles where he will recruit a team to work closely with the organization based at Heart Aerospace’s headquarters in Gothenburg. “Decarbonization of aviation is one of the most important and difficult challenges we will face over the next 20 years,” said Benjamin Stabler. “Heart has shown that we can make an impact today. I’m excited to join the existing team in Sweden and the new engineering team in Los Angeles, with its rich heritage in aerospace, on this mission.” With Stabler assuming the role of CTO, Anders Forslund will transition from his interim technical leadership to focus exclusively on his duties as CEO, ensuring seamless execution of Heart Aerospace’s mission and strategic objectives.

FOREWORD

Dear Readers,

 

Welcome to the latest edition of Aviation World. This is an incredibly significant issue for us, perfectly timed to align with several prominent aviation events unfolding across the globe.

 

Chief among them is the Farnborough International Airshow, taking place from July 20th to 24th, 2026, in Hampshire, United Kingdom. Ranked as one of the world’s premier events for aviation, aerospace, and defense, this year’s airshow arrives at a crucial moment. Against a backdrop of geopolitical turbulence, Farnborough provides an invaluable platform to engage with global leaders and gain firsthand perspectives on the future of the industry. Inside, you will find our comprehensive curtain-raiser report focusing on the show’s core themes, as well as the highly anticipated static and aerobatic aircraft displays.

 

On our front cover, we are proud to feature Capt. Vaibhav Goutham Suresh, Director of the School of Aviation, Logistics and Tourism Management (SALTM) at Galgotias University. In an exclusive interview, Capt. Suresh highlights how SALTM bridges the gap between academia and the runway, delivering a comprehensive curriculum that ensures graduates are industry-ready from day one. Complementing this, our special feature on SALTM dives deeper into how the institution maintains world-class academic standards and a cutting-edge learning environment.

 

We are also privileged to bring you exclusive insights from a stellar lineup of industry trailblazers in this edition, including:

  • Robin Glover-Faure, Chief Customer Officer of Acron Aviation
  • Karim Makhlouf, CCO of Royal Jordanian Airlines
  • Pallavi Joshi & Vimal Priya, the leadership powerhouse behind AirFleet Managers &Aviatrics Global
  • Wg. Cdr. Prem Kumar Garg (Retd.), CEO of IndiaOne Air

Each shares a detailed perspective on driving innovation, navigating current market dynamics, and establishing progressive frontiers within their respective sectors.

 

Beyond these highlights, this issue is packed with curated features and analytical pieces designed to keep you informed and inspired.

 

Finally, we extend our heartfelt gratitude to our esteemed advertisers and partners. Your unwavering support empowers us in our ongoing endeavor to make Aviation World a truly world-class publication with global reach and recognition.

 

Happy Reading!

 

The Editorial Team

 

Aviation World

NEWSLETTER

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We have started 2026 on a very positive note and we look forward to increase our footprints to more locations and induct many more new companies in our campaign.. Do write to us at : editor@aviationworld.in

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