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The Next Chapter in the Aerospace & Defense Transformation Journey By Sam Swaro, Senior Vice President & Head –North America, Transportation,Cyient The Inflection Point: What Engineering Partnerships 3.0 Didn’t Solve The Aerospace and Defense (A&D) industry has undergone multiple waves of transformation—from labor arbitrage to globally distributed engineering ecosystems and the rise of Global Capability Centers (GCCs). These models enabled scale, efficiency, and access to global talent. However, while Engineering Partnerships 3.0 optimized for cost and distribution, it left critical gaps unaddressed—particularly around resilience, sovereignty, and accountability in increasingly complex and regulated environments. Engineering Partnerships 4.0 emerges at this inflection point, shaped by a world defined by shifting geopolitical realities, evolving risk boundaries, and the rise of intelligence-driven engineering. What Changed in the Last Five Years The world shifted beneath our feet. The pandemic stress-tested supply chains. Geopolitics redrew risk maps. A new tariff alignment moment on April 2, 2025, which many in the industry shorthand as ‘Liberation Day’, accelerated a pivot from pure offshoring to pragmatic friendshoring. Meanwhile, advanced tools and AI evolved from experimentation into practical accelerators, led by deep domain knowledge and human engineering authority. Together, these forces rewired the questions Aerospace and Defense leaders ask. No longer, “Where is the cheapest talent?” but “Where is the most resilient, sovereign, technically deep, compliance-first ecosystem I can trust?” Since then, India’s Global Capability Centers have scaled rapidly, growing from Rs. 1,580 in FY23 to Rs. 1,700 in FY24, and projected to reach Rs. 2,200–2,400 by 2030, underscoring their move from cost centers to strategic innovation hubs. Across the product lifecycle, AI adoption has moved fast, from systems engineering and requirements mining to design exploration, development, verification and validation, manufacturing quality, supply chain optimization, and aftermarket support. Two examples illustrate the momentum: Predictive maintenance at scale:For a global aerospace OEM, we delivered Predictive Maintenance+ and Fleet Performance solutions that help airlines avoid hundreds of delays annually and reduce operational interruptions, using cross-fleet machine-learning models on aircraft and engine systems. Engine health intelligence:For a leading engine manufacturer, we implemented data-driven monitoring and digital-thread analytics that detect and prevent hundreds of unplanned maintenance events per year, accelerating fault resolution from days to near real-time. Together, these advances shift the operating model from scheduled checks to condition-based and predictive interventions, with measurable gains in safety, availability, and cost. In parallel, recent high-profile safety incidents involving major commercial and cargo airlines have catalyzed unprecedented regulatory scrutiny and a renewed first-time-right focus across the aerospace supply chain. In safety-critical industries, intelligence earns acceptance only when it strengthens trust before it accelerates change. Top Trends Defining Engineering Partnerships 4.0 Engineering Partnerships 4.0 is not incremental. It is architectural. Five structural trends now define how Aerospace and Defense designs, certifies, manufactures, and sustains products across trusted geographies. Friend shoring Becomes the Backbone: Engineering and build-to-print networks are being realigned around allied, tariff-aligned geographies. Resilience, dual sourcing, and locality of compliance matter as much as cost. Sovereignty Driven Delivery Models:Geo-distributed, compliance-first execution (ITAR/EAR, export controls, data residency) is the new default. Onshore, nearshore, and offshore nodes operate under one quality and security system. Intelligence First Engineering (AI as Amplifier):AI accelerates concept to certification when fused with domain depth.MBSE, model-based certification aids, verification automation, knowledge graphs, and safety evidence generation are where intelligence earns permission in aerospace. Integrated Engineering and Manufacturing: OEMs and Tier 1s increasingly prefer fewer, deeper partners who can take accountability from specification through qualification and design led manufacturing through aftermarket. Outcome Economics:Outcome-based contract, and productivity commitments replace time and materials thinking. Commit to measurable outcomes: Instrument the digital thread:   Pay for outcomes:   ·         Schedule adherence ·         First pass yield ·         Certification lead time ·         MTBF and dispatch reliability   ·         Requirement to part traceability ·         Model-based evidence ·         Automated verification ·         As built and as maintained provenance   Milestone and performance indexed pricing, not hours, supported by shared dashboards and earned value telemetry.     Five Initiatives for Offshore Service Companies To stay relevant and grow, service providers must redesign their operating model for sovereignty, intelligence, and accountability. Build Sovereign, Multi Geo Delivery Fabrics: Stand up onshore and nearshore trusted cells across the US, EU, UK, Canada, Australia, Japan, and India, with unified AS9100 governance, export control compliance, and secure enclaves for restricted programs.   Make Intelligence First Real:Embed AI across the V model: requirements mining, design space exploration, verification automation, anomaly detection, and certification evidence packaging, with human engineering authority firmly in the loop. In aerospace, intelligence is valued when it augments expert judgement, reduces workflow friction, and brings accumulated knowledge back into active use.  Shift From Labor to Outcomes: Offer build-to-spec and turnkey work packages with shared risk, using MBSE and the digital thread to commit to schedule, quality, and cost metrics rather than hours.   Price for predictability, not just effort, and establish joint KPI baselines that both OEMs and partners can govern transparently: FPY (First Pass Yield) NFF (No Fault Found) reduction MRB burndown (Material Review Board non-conformance closure) Certification evidence velocity Supported by shared, real-time dashboards and outcome telemetry.As Marty Cagan emphasizes, high-performing product organizations succeed when teams are empowered, deeply connected to the customer problem, and accountable for value, usability, feasibility, and outcomes, not activity. Translating this into Aerospace and Defense, Engineering Partnerships 4.0 demands partners who own results end-to-end: Improving manufacturability Accelerating certification Reducing sustainment burden Strengthening supply chain resilience Enhancing fleet availability   This is the shift from “providing engineering capacity” to solving mission-critical problems and delivering measurable operational and business value, the product mindset that the industry increasingly expects. Co-create With Captives and Primes: Treat captive centers as force multipliers. Establish joint roadmaps, shared competency academies, and friendshored supplier development programs. Go to market together, where it helps the OEM win.   Fuse Engineering with Design-Led Manufacturing:Integrate design, NPI, and certified manufacturing. Collapse handoffs and design for manufacturability and sustainment from day one.   Positioning for Engineering Partnerships 4.0 Organizations that succeed in this new paradigm will demonstrate four core capabilities: Deep

The Aviation industry plays a critical role in global, regional and domestic economy across the world. It goes beyond merely being a transport system of Passengers and Cargo and is a key contributor to the global ecosystem of being a connected World as we see and experience it.In this strongly interconnected World even a small disruption in a region has its impact on the global scale. War in West Asia is a contemporary example of this disruption, and this article covers the various paradigms of Aviation in this situation which has been explained below. By Amit Mittal Oil Shock: ATF (Aviation Turbine Fuel) As we all know, ATF (Aviation Turbine Fuel) is a big chunk of the operating cost of an airline, so as the increase in prices of Crude Oil price reached unprecedented levels, the increase in ATF prices was inevitable. Airlines which have huge consumption of ATF do fuel hedging and even airlines with advanced fuel-hedging strategies are taking a major financial hit, leading to margin pressure and significant overall losses. The Smaller airlines rely on spot fuel prices, as they do not do fuel hedging. of their Some reports note that spot jet‑fuel prices have more than doubled in part of 2026. This squeezes margins, especially for carriers without fuel‑hedging or thin pre‑war profits. Differential Pricing on ATF The pricing on ATF has been kept in control by the Government of India up to some extent, wherein the Price of ATF is lower for Airlines flying domestically within India. However, the ATF price is higher for international Flights, General Aviation and Non-Scheduled operations. As major chunk of the passengers are domestic travelers in India there is relief to some section of the flyers. One way to reduce price on ATF: GST instead of VAT ATF falls under State Value Added Tax (VAT); rates can vary drastically across the country. Major airport hubs in certain states charge significantly higher VAT, leading to varying fuel costs depending on where the airline chooses to refuel. To reduce the price on ATF I will suggest that bring ATF under GST With Safeguards such as: 1. Implement 12–18% GST slab with full Input Tax Credit (ITC)         2.Create a price stabilization buffer mechanism to absorb global crude shocks 3.Mandate state-level uniformity to eliminate tax arbitrage This could have an immediate impact such as 15–20% cost reduction, improved airline liquidity, and fare stability Safety Risks to Civil Aviation are the most serious concerns which the airlines face in a hostile or war situation because there could beMissile activity near civilian flight corridors which could lead to accidental shoot downs, GPS spoofing and navigation interference,and Drone threats. IATA and aviation safety groups have warned that conflict-zone risks are increasing globally. Accordingly, Airlines tend to spend far more onReal-time threat monitoring,Security intelligence and working out the most suitable Route by doing Route risk analysis. Rerouting and Capacity Cuts due to the closure of Airspace over Pakistan and Iran, the disruption has hit India particularly the Indian Airline operators flying to Europe and US where longer detours, more operational cost and fuel burn and cancelled routes have caused US-India airfares to jump by up to 150%. Crippled Middle Eastern Hubs over this period is also a concern. The Middle East is a vital global transit gateway, usually handling about 14% of global transit activity. Surging Fares and Shifting Demand Travelers are facing higher ticket prices, increased fuel surcharges, and a significant drop in seat availability—especially on long-haul routes connecting India to Europe and US. Financial Strain and Industry Restructuring Smaller budget carriers with less cash reserves are bearing the brunt of the crisis. Global airline market capitalization has plummeted, and the industry faces an uncertain summer travel season. Unequal Impact on Airlines Not all airlines are affected equally.Most affected are the Indian carriers ,European airlines flying to Asia and Airlines dependent on Gulf transit routes Less affected or temporarily advantaged are Airlines operating shorter regional networks and Certain local carriers enjoying reduced competition There is Economics of the airlines globally The balance has been disrupted by this conflict. Major long-term consequences are Lower profits, Delayed aircraft expansion plans, Increased insurance premiums, Higher maintenance and crew costs due to refueling on long haul routes instead of direct flights, Reduced tourism demand and prolonged conflict could materially slow international aviation growth. Environmental Impact as longer routes means More fuel consumption and Higher carbon emissions. IATA estimates that detours around conflict zones can increase fuel burn by around 13–15% on affected routes. That directly affects aviation sustainability goals. When multiple corridors close simultaneously: Indian airlines lose their geographic advantage European and Gulf carriers may operate more efficiently Nonstop flights become harder economically This is why Indian aviation has been under exceptional pressure recently. A large chunk of European and American operators with a presence in West Asia have suspended operations, including American Airlines, United, Lufthansa, Swiss, British Airways, and Air France. While these carriers have previously railed against West Asian hub carriers, they maintained a presence in the region—either in partnership with the local airlines or as part of their networks—to funnel passengers into their systems, largely driven by major global alliances like Star Alliance, Oneworld, and SkyTeam. Impact of War on Airports Specific operational and financial impacts on airports and the broader global industry include Airspace Closures & Hub Disruptions: Major transit hubs like Dubai (DXB), Doha (DOH), and Abu Dhabi (AUH) have experienced periodic halts and operational shifts. Broad airspace closures over Iran, Iraq, Israel, Kuwait, and the UAE have triggered thousands of flight cancellations, leaving passengers stranded. Some International Airlines flying to India have benefited because of Shifting Passenger Demographics: Due to the severe cancellations and longer detours faced by regional carriers, many overseas and foreign airlines have gained market share on routes to and from India and other affected regions. Let’s hope that the war situation gets over soon and the global aviation industry comes back to normalization. Views expressed are

By Rajeev Taneja, Founder, GlobalCare Health Medical tourism is rapidly evolving into a more connected, patient-centric healthcare ecosystem where continuity of care, coordinated support systems, and cross-border collaboration matter as much as clinical excellence itself. According to Future Market Insights, the global medical tourism market is projected to grow from USD 312.5 billion in 2026 to nearly USD 1000.2 billion by 2036, registering a CAGR of 12.3%. This rapid expansion is shifting the conversation from treatment access alone to how healthcare systems can build structured pathways that support patients throughout their entire medical journey. With a rapidly growing global medical tourism industry, the conversation is shifting from treatment access to treatments but more about how healthcare systems can create structured pathways for patients to follow during their entire medical process. This is where medical travel corridors are emerging as a significant concept in the global healthcare delivery system. These corridors function as structured healthcare partnerships between countries, hospitals, facilitators, insurers, and travel authorities. The aim is to simplify the patient journey through coordinated systems that support everything from medical visas and treatment planning to recovery and follow-up care. Instead of patients navigating fragmented systems independently, medical travel corridors create a more seamless and organised healthcare experience. Earlier, medical tourism focused on enabling patients to travel internationally for specialised procedures, lower treatment costs, or faster access to healthcare services. However, despite advancements in hospital infrastructure and medical expertise, the ecosystem has often remained fragmented. The patient often manages multiple service providers, visas, travel, accommodation, medical records and post-treatment follow-ups independently, an experience overwhelming for them both emotionally and logistically. The future will largely be determined by whether healthcare ecosystems can provide continuity of treatment as healthcare becomes seamless. Today, patients demand more from their experiences than merely being able to undergo surgical procedures or see specialists. They expect guidance, transparency, emotional reassurance, and coordinated support before, during, and post-treatment. This is particularly pertinent across high-growth medical tourism destinations, including India, South-east Asia, the Middle East, and Africa, as the cross-border healthcare demand remains. Markets are growing more interconnected, necessitating closer regional healthcare cooperation. Such developments encompass enhanced referral networks, synchronized hospital collaborations, patient support in different languages, telemedicine consultation, integrated patient health records and arranged post-treatment follow-ups. Technology is turning out to be one of the most effective tools in facilitating this process. Telemedicine platforms, virtual consultations, diagnosis through artificial intelligence, Tele-ICU support systems, and doctor-to-doctor collaboration networks aid health organizations in organizing treatment plans across borders effectively. Patients can now begin consultations, second opinion services, and follow-ups even after returning home without any break in communication. The increasing use of digital health care and medical tourism will drive it towards a more integrative and patient-centric healthcare ecosystem approach, rather than just focusing on one-off services to the tourists. The emphasis will now be on creating healthcare experiences for their patients before, during, and even after the procedures. This is due to the fact that there are some challenges in the field of healthcare that cannot be met by one healthcare institution alone. There will be a need for collaborations in the industry if its future is to be bright. Dedicated medical travel corridors can also play a significant role in improving trust and accessibility in healthcare. Faster medical visa processes, coordinated airport support, culturally sensitive patient services, and structured recovery planning can make international treatment far less intimidating for patients and families. This kind of collaboration is now very necessary, since there is nothing one entity can do to solve all the issues associated with global healthcare on their own. Future success in medical tourism will be dependent on strategic partnerships that ensure information sharing and coordinated patient care. The creation of medical travel corridors will be essential in building trust between different health care entities. Faster medical visas, assistance at airports, cultural competence among the staff handling the patients, and recovery plans will go a long way in making international medicine less frightening for the patients and their loved ones. Ultimately, the way forward for the field of medical tourism will depend on how effectively healthcare systems can create seamless, coordinated, and patient-centric care across borders. The development of medical travel corridors is the move towards such an integrated health-care environment.

:- By Preeti Puja The airlines aim to enhance its presence into India alongwith growing network for transit operations from Colombo. Sri Lanka has always been a top destination for Indian travellers as its national carrier SriLankan Airlines has long made it a mission to bring India closer to Sri Lanka and the world. With close to 90 weekly flights between the two countries, and more to come, the airline has never been more energised about setting the pace for India’s expanding global footprint. For SriLankan, India is its largest market, accounting for nearly 30 per cent of the airline’s total passenger traffic and 23 per cent of overall visitor arrivals to the island. Building on this momentum, the SriLankan Airlines is poised to enhance its India operations in 2026 through targeted strategic initiatives which will strengthen its connectivity and reinforce the relation between the two nations. In the current year, SriLankan Airlines will increase its weekly India services and further start new direct flight to the tenth Indian destination at Ahmedabad. At present, the airlines operate direct flights to Chennai, Mumbai, Delhi, Hyderabad, Bengaluru, Kochi, Trivandrum, Madurai and Tiruchirappalli. With the addition of Ahmedabad, SriLankan Airlines will serve six of India’s eight major metropolitan hubs, further diversifying its India portfolio and boosting route economics by capitalising on year-round demand and strong cultural ties between the two countries. These initiatives are projected to increase Indian passenger traffic across the airline’s network by up to 12 per cent this year. SriLankan Airlines is also establishing itself as one of the top choice for transit flight options with around 30 per cent of Indian passengers had travelled further destinations via Colombo. The airline provides seamless connections between the cities it serves in India and the Middle East, the Maldives, the Far East, Europe and Australia through its own and code share services. Indian travellers account to approximately 40 per cent of total tourist arrivals to Sri Lanka, a contribution that is deeply significant to the national economy. SriLankan Airlines works closely with the Sri Lanka Tourism Promotion Bureau, Sri Lanka Tourism Development Authority and other trade partners in supporting national tourism ambitions. Dimuthu Tennakoon, Head of Commercials, SriLankan Airlines, while addressing the media at a Delhi event highlighted that due to the geographical advantage we are so lucky to be positioned close to India. We operate 89 flights across nine destinations in India and this year we want to expand our operation with addition of Ahmedabad and further increase the frequency to the existing destinations. This new addition will be after five years and this is due to the result of lot of work we did on deciding which destination we should start. But finally, we decided that the most important city, right now for SriLankan would be none other than Vibrant Gujarat. Ahmedabad –Colombo Schedule Once the regulatory approval will be received, SriLankan Airlines will operate from Colombo to Ahmedabad with four frequencies a week. The aircraft to be used for this sector will be the Airbus A320 neo with two types of seat configuration, business and economy with flight timing of approx two hours. SriLankan Airlines has plans to increase frequencies to all the existing sectors into India and is expected once they receive the two new aircrafts with the first one expected in June 2026. At present, SriLankan has 23 aircraft in operational status which comprises of 10 wide-body and 13 narrow-body aircraft and with the new addition, it will have 25 aircraft in its fleet. Indian Tourist flow to SriLanka Sri Lanka has the largest tourist from India which accounts to 23 per cent and in numbers its 531,000 tourists arrivals with most number from Kerala. The rest of them around 30 per cent transit from India to Sri Lanka to countries like Australia, Malaysia, Thailand and Singapore. Many transit passengers also prefer SriLankan for travel to Indonesia and Korea. Establishing pre-Covid flight schedules Before the pandemic, SriLankan Airlines used to operate 125 weekly flights to India but now they operate only 90 weekly flights. However, they target to enhance the numbers up to 200 but to reach that goal, new aircraft will be required and that seems difficult to be achieved by 2028 -29. The SriLankan Airlines booking statistics shows that about 60 per cent of bookings by Indian passengers are made through indirect channels, including traditional trade partners and Online Travel Agents, while the remainder are made directly through SriLankan Airlines’ channels. As it expands its digital capabilities, SriLankan Airlines continues to nurture its trade partnerships, serving travellers across both channels pan India.

Charter aviation is often chosen for reasons such as privacy, time-saving, and luxury – not only when scheduled travel becomes impractical. In these moments, clients are not simply booking an aircraft; they are seeking confidence that every aspect of the journey will be handled correctly from the outset. For many organisations across both established and emerging markets- where clients increasingly recognize the value brokers provide – the solution lies not in dealing directly with a single provider, but in working with an experienced air charter broker. Brokers play a critical, though often unseen, role by coordinating the entire journey and ensuring that every element of a charter flight stands up to operational and regulatory scrutiny. “Charter aviation is about far more than flying from A to B,” says Claudia Krajhanzl, Vice President of Passenger Charters for IMEA at Chapman Freeborn. “It requires a deep understanding of regulations, operational realities, and risk management, and passenger safety, especially when flights involve multiple jurisdictions or time‑critical missions.” Navigating complexity in the charter journey While charter flights can appear straightforward from the outside, each mission is built on a complex framework of approvals and decisions. Aircraft availability must align with route permissions, crew duty limitations, airport capabilities, insurance coverage, and local operating rules – many of which vary significantly from one country to another. Air charter brokers exist to manage this complexity on behalf of the client. Acting as an independent coordinator, brokers translate a client’s requirements into a viable flight solution, identify suitable operators and aircraft, and oversee the process from initial planning through to completion. “Our role is to look beyond availability and price,” Krajhanzl explains. “We assess whether a solution is operationally realistic, compliant with local regulations, and appropriate for the specific mission. That oversight is what helps prevent issues later on.” Compliance as a foundation, not a formality One of the key areas where established brokers differentiate themselves is compliance. In charter aviation, compliance is not a box‑ticking exercise – it is the foundation that protects clients, operators, and passengers alike. Before a flight is confirmed, brokers carry out thorough due diligence on potential operators. This typically includes verifying Air Operator Certificates (AOCs), reviewing insurance coverage, assessing operational approvals, assessing the airline’s financial stability, and confirming that flights will be conducted under the correct commercial framework. In regions where regulatory oversight may be inconsistent or evolving, this process becomes even more critical. “Regulated charter operations require constant attention to detail,” says Krajhanzl. “Experienced brokers understand how regulations are applied in practice, not just in theory, and ensure that every flight is set up correctly from the outset.” This structured approach helps clients avoid risks associated with non‑compliant or improperly authorised flights – risks that can arise when working with newly established or unregulated intermediaries. Rather than promoting shortcuts, brokers provide stability and accountability in an industry where the consequences of oversight can be significant. Value beyond the headline price Price is often the most visible element of a charter discussion, but it represents only part of the value an experienced broker brings. Access, flexibility, and informed guidance often prove far more important over the course of a mission. Brokers maintain extensive global networks of operators and aircraft types, enabling them to source practical solutions quickly and adapt when circumstances change. If an aircraft becomes unavailable due to maintenance, brokers can draw on alternative options without disrupting the wider operation. Equally important is advisory support. Brokers help clients understand trade‑offs between aircraft types, routes, and timelines, ensuring expectations are aligned with operational realities. “A well-planned charter is rarely transactional,” Krajhanzl notes. “Clients benefit most when they have a partner who can explain the options clearly and guide decisions based on experience, not assumptions.” Supporting operators through coordination Brokers and operators are not competitors within the charter ecosystem – they play complementary roles. Operators provide the aircraft, crews, and technical expertise required to conduct flights safely and efficiently. Brokers, in turn, support operators by delivering demand, managing client communication, and coordinating the broader framework around each flight, while applying their own technical expertise – including deep aviation knowledge, regulatory understanding, and operational coordination – to ensure each solution is robust, compliant, and operationally sound. By acting as a single point of contact, brokers help ensure that information flows smoothly between clients, operators, ground handlers, fuel suppliers, and where required, relevant authorities. This coordination is particularly valuable for multi‑sector flights or destinations with limited infrastructure. “When expectations, constraints, and responsibilities are clear from the beginning, operations tend to run far more smoothly,” says Krajhanzl. “That clarity benefits everyone involved.” Rethinking the role of the broker In some markets, brokers are still perceived as intermediaries focused primarily on margin. In reality, their long‑term value lies in expertise, continuity, and trust. Established brokers invest in compliance processes, market intelligence, and long‑term relationships with both clients and operators. Their value often becomes most apparent when circumstances change or challenges arise – moments when experience, adaptability, and problem‑solving are essential. “Ultimately, a broker’s role is about accountability,” Krajhanzl concludes. “Clients rely on us to deliver compliant, reliable solutions, particularly in complex markets. That long term commitment is what builds confidence and lasting partnerships in charter aviation.” (This feature & Pix is shared by Chapman Freeborn and it provides private air passenger and cargo charter services.Views expressed are personal.)

Why regulatory clarity, pricing transparency, and institutional reform can no longer be deferred  Written By G.S.Bawa:  India’s aviation sector stands at a defining moment. Over the past decade, the transformation has been remarkable—air travel has expanded beyond metropolitan elites to become an essential mobility backbone for millions. With initiatives such as the UDAN Scheme, the skies have quite literally opened up to the “common citizen.” But with democratisation comes responsibility As more first-time flyers enter the system, their expectations are not shaped by legacy industry norms—they are shaped by fairness, predictability, and value. It is precisely here that recent developments—particularly the proposed “60% free seating” directive and its abrupt rollback—have exposed a deeper institutional weakness: the absence of a stable, transparent, and passenger-first grievance redressal architecture.This is not a short-term policy lapse. It is a long-term structural gap. When Policy Oscillates, Passenger Trust Declines Aviation systems thrive on predictability. Every operational and commercial decision—from scheduling to pricing—is built on stable assumptions. When a regulatory directive is issued and then quickly withdrawn without public clarification, it sends a signal of uncertainty.For passengers, this is more than confusion—it is erosion of trust. The lack of clarity surrounding the “free seating” proposal illustrates this problem vividly. Was the intention to eliminate seat selection fees? To introduce a randomised allocation system? Or to mandate partial standardisation across airlines? Without a clearly articulated rationale from the Directorate General of Civil Aviation or the Ministry of Civil Aviation, passengers are left interpreting policy through speculation. In a sector where consumers already struggle with complex pricing structures, such ambiguity compounds dissatisfaction. Aviation policy cannot afford to be reactive—it must be deliberate, consultative, and transparent. Decoding the “Triple Burden” on the Modern Traveller To understand passenger grievances, one must examine the evolving fare structure.Today’s traveller is not merely paying a ticket price—they are navigating a layered cost architecture: • A dynamically fluctuating base fare • A fuel surcharge that varies with limited transparency • A growing list of ancillary charges (seat selection, baggage, priority services) Individually, each component may be justified. Collectively, however, they create a perception of unpredictability and, at times, inequity. This is particularly relevant in the context of fuel surcharges. With fare caps removed to allow market-driven pricing, and policy measures indirectly supporting airline cost structures, the continued imposition of surcharges raises a legitimate question- Where is the mechanism that ensures cost benefits are shared with passengers?In the absence of such a mechanism, pricing becomes asymmetrical—cost increases are passed on quickly, but cost reductions are not always reflected with the same immediacy.Over time, this asymmetry erodes consumer confidence and invites regulatory scrutiny. Transparency: The Missing Link in Consumer Protection At the heart of the issue lies a structural deficiency: the absence of standardised fare transparency.Unlike other sectors where pricing components are clearly itemised and regulated; airline ticketing often presents a bundled cost that obscures the underlying breakdown. For a passenger, distinguishing between base fare, surcharge, and service fee becomes an exercise in guesswork.This lack of clarity has two consequences: 1. It weakens the passenger’s ability to make informed choices 2. It reduces accountability within the pricing ecosystem Further, transparency is not merely a consumer convenience—it is a regulatory necessity. Without it, even well-intended deregulation risks being perceived as opacity. Balancing Airline Viability with Passenger Fairness It is important to recognise that airlines are operating in a challenging environment. Aviation Turbine Fuel (ATF) prices remain volatile, global supply chains are under stress, and geopolitical developments—including tensions linked to regions such as Iran—continue to impact operational economics.However, acknowledging these realities does not negate the need for accountability.Aviation policy must reject the notion that passenger protection and airline sustainability are competing priorities. In fact, they are interdependent. A market that loses passenger trust ultimately undermines its own demand base. The objective, therefore, is not to constrain airlines, but to ensure that: • Pricing remains rational • Justifications are transparent • Adjustments are symmetrical And, this is the essence of a fair market. Why Grievance Redressal Must Evolve from Reactive to Systemic India’s current passenger grievance mechanisms, while functional, are largely reactive. Complaints are addressed individually, often after delays, and rarely feed into systemic reform.This approach is no longer sufficient for a sector of this scale. A modern aviation ecosystem requires a proactive grievance redressal model that: • Identifies patterns rather than isolated complaints • Enables real-time intervention • Integrates data into policy making Thus, without such a system, grievances accumulate silently until they manifest as widespread dissatisfaction or public backlash. The Case for a Permanent Passenger Protection Framework The issues currently being debated—free seating, fuel surcharges, ancillary pricing—are not isolated anomalies. They are indicators of a deeper need for institutional reform.A long-term solution must include:A Legally Enforceable Passenger Bill of Rights This would define, in clear terms, what a passenger is entitled to—across pricing, service quality, and compensation. Importantly, it would shift the conversation from discretionary practices to enforceable standards. 1: Real-Time Regulatory Oversight Technology can enable regulators to monitor fare trends, detect anomalies, and intervene when necessary. This is particularly critical during peak seasons or emergencies, where price surges can disproportionately affect travellers. 2: Standardised Pricing Disclosure Airlines should be required to present fares in a uniform, transparent format. This not only empowers passengers but also fosters fair competition. 3: Rationalised Surcharge Mechanisms Fuel surcharges, if necessary, must be linked to a publicly verifiable index, with automatic adjustments—both upward and downward. This ensures that pricing reflects reality, not discretion. 4: Regulation of Ancillary Revenues Ancillary services should remain optional—but not exploitative. Caps or guidelines may be necessary to prevent disproportionate monetization. Institutionalising Stakeholder Consultation One of the most significant gaps in recent policy making has been the limited visibility of stakeholder engagement.Aviation policy impacts multiple constituencies: • Passengers • Airlines • Airports • Regulators Yet, passenger representation remains the least formalized. The creation of a structured consultative body—bringing together all stakeholders—would ensure that policies are: • Better informed • More practical • Less prone to reversal

The New Benchmark for Regional Luxury Travel The Cessna Citation Ascend is a midsize business jet that seats up to 12 passengers, delivering large-jetfeatures without the large-jet operating costs and is the ultimate solution for HNWI travellers seeking efficiency, comfort, and prestige for regional trips. In this exclusive feature, Aviation World highlights the USPs of this aircraft which has been recently launched by the Cessna Citation family after being certified by the FAA in November 2025. The Business Aviation sector is evolving in the last few year in the APAC region especially India with the addition of large number of business jets in the small to mid-size category. The growing demand for private aviation in this region for short-to-medium haul routes like from Delhi–Male, Bangalore–Dubai, Mumbai – Bangkok has shown encouraging demand factor. The increase in HNWI has also prioritize regional efficiency and comfort without stepping into the super-midsize pricing, who highly prefer such type of aircrafts. To cater to such market, Textron Aviation family has recently launched the Citation Ascend – a cost-effective midsize jet having equipped with large-jet amenities with many added improvements over the previous series. The Citation Ascend has recently been certified by the FAA with deliveries commencing to customers in December 2025. The latest evolution builds on the success of the popular Cessna Citation 560XL series. It has over 1,000 aircraft delivered and is one of the most successful midsize business jet families ever produced. The 560XL family of aircraft is already highly popular in India and used by many companies and individuals for both VIP transport and charter flights. CABIN EXPERIENCE – A STEP BEYOND XLS GEN2 Enhancing the cabin experience from the previous series, Citation Ascend redefines the comfort and technology. The major features include: Flat Floor Option: Now standard to offer improved seated comfort and legroom providing more flexibility to passengers. The previous generation of Citation Ascend required to rest feet in a dropped aisle. 15% Larger Windows: The all-new cabin windows offer more natural light into the cabin with translucent and opaque shade settings and optional lighted window rings. The cabin features electric window shades and guests can access wireless controls via cabin management system or app through their own smartphone device. New Advanced Seating: Versatility with forward cabin side-facing seats, can be folded down to allow additional 50lb of stowage per seat. Additional features includes : Electric release tracking, lumbar support, customizable firmness. Quieter Cabin: It has advanced acoustic treatment system as cabin sound level is lower and guests can have the comfort of engaging in conversations or work and relax in a free environment similar to that of a driving car down the highway. Tech Upgrades: The guest and crew members has access to at least one charging port with 19 USB-C ports across the cabin for charging. There is provision for first-in-class wireless charging, cabin management system, digital pressurization, accent lighting in cupholders, window rings, under table, Bongiovi immersive sound system as an option to enhance onboard experience. Comparison Callout: Compared to previous generation, the Ascend’s cabin acoustics now equivalent to larger Citation Latitude, upgraded lighting, and storage enhancements. Inflight Wifi: To keep customers connection, the Citation Ascend offers optional Gogo Galileo HDX for Wi-Fi and worldwide calling. FLIGHT DECK & PERFORMANCE – CONFIDENCE IN EVERY MISSION Citation Ascend has installed state-of-the-art avionics and updated engines. Engine Upgrade: Two Pratt & Whitney Canada PW545D engines deliver fuel efficiency and increased thrust to the aircraft with maximum speed of 441 ktas (817 km/h), a maximum range of 1,940 nm (3,593 km) and a 900 lb (408 kg) full fuel payload. Range: 1,940 nm with 4 passengers at high-speed cruise – perfect for APAC regional connectivity.An unattended Honeywell RE100 [XL] Auxiliary Power Unit (APU) with self-management and added bleed leak detection allows pilots to prepare for every flight efficiently, including heating and cooling the cabin with less fuel and less noise. COCKPIT UPGARDE Cessna Ascend cockpit is equipped with Garmin G5000 avionics featuring the latest software which includes: :-Autothrottle technology to reduce pilot workload and provide flight-envelope protection :-Three large, 14-inch ultra high-resolution displays with split-screen capabilities :-Standard dual flight management systems :-Synthetic vision tech to render obstacles like mountains or terrain :-Cockpit voice and data satellite transceiver to make satellite calls from the cockpit :-Garmin advanced weather detection and avoidance technology BIG JET FEEL, SMART ECONOMICS For APAC region high net worth individuals and senior business executives value time and expect privacy along with cost efficiency without compromising on experience. This aircraft not only continues this legacy but also redefines what regional travellers should expect from the midsize jet category. The Citation Ascend isn’t just an upgrade—it will be a new standard for midsize business jets in India and beyond.

By Sameer Khale Director, Sheetala Infrastructure Consultancy Pvt. Ltd. The recent Foreign Object Damage (FOD) incident involving an Air India A350 at Delhi Airport—where a baggage container was ingested by a flagship engine—offers a sobering reminder of the fragile equilibrium that defines modern airfield operations. While early narratives understandably focus on ground-handling lapses and low-visibility conditions, from an engineering perspective, the incident points to a deeper structural vulnerability. In a high-energy international hub, a ₹100 wheel failure should never cascade into a ₹150-crore grounded asset. Preventing such escalation requires a fundamental shift—from managing incidents to engineering the operating environment itself. The Unseen Storm: Why Jet Blast Truly Matters A baggage trolley or container does not drift into an engine’s path by coincidence. In most cases, the silent catalyst is jet blast. The high-velocity exhaust plume generated by taxiing or departing wide-body aircraft produces intense turbulence across aprons and taxiways. Under these conditions, unsecured or marginally stable ground equipment can be displaced, tipped, or accelerated—transforming static tools into mobile hazards. At Sheetala Infrastructure, we address this phenomenon using Computational Fluid Dynamics (CFD). By modelling the precise aerodynamic behaviour of an airfield, we design Jet Blast Deflectors (JBDs) that intentionally create aerodynamic “dead zones”—regions where exhaust energy is dissipated and ground equipment remains stable, even as aircraft such as a Boeing 777 or Sukhoi‑30 MKI operate nearby. This is not passive fencing. It is controlled energy management. Bridging the Military–Civil Divide Our experience as an Indian Air Force (IAF)–approved subcontractor has reinforced one fundamental lesson: safety is not a sliding scale. Military airfields demand infrastructure capable of withstanding extreme thermal loads, blast pressures, and kinetic forces—particularly from afterburner operations. By transferring this rigor to civil aviation environments, including greenfield and brownfield airports, we deliver a level of structural resilience that conventional perimeter solutions simply cannot achieve. Our 100% bolted, weld-free designs depart intentionally from legacy fabrication methods. Bolted systems offer superior fatigue resistance against continuous vibration, simplify inspection and replacement, and align with a faster, modular, and more environmentally responsible construction philosophy—an important consideration as Indian airports expand under tight timelines. The ROI of Prevention For airport operators, regulators, and investors, the economics are unambiguous. The capital cost of a localized JBD installation is a fraction of a single wide-body engine’s insurance deductible—let alone the cumulative losses associated with aircraft downtime, schedule disruption, passenger recovery, and reputational impact. In dense fog or low-visibility operations—when human observation and camera-based systems approach their functional limits—the physical infrastructure becomes the final, non-negotiable layer of defence. By strategically deploying JBDs at critical taxiway intersections and apron boundaries, airports can be functionally zoned into protected operational segments. This approach goes beyond procedural compliance with DGCA CAR Section 4 or ICAO Annex 14—it safeguards operational continuity itself. A Mission Aligned with Atmanirbhar Bharat India is now the world’s third-largest aviation market, yet for decades we have relied on imported systems for some of the most critical elements of airside safety infrastructure. As the only domestic manufacturer operating in this specialized domain, Sheetala Infrastructure’s mission is clear: to ensure Indian airports are protected by Indian engineering that meets—and exceeds—global benchmarks. The AI101 incident should serve as a strategic inflection point. Reactive responses to ground accidents are no longer sufficient. The future lies in engineering risk out of the system altogether. Our objective is simple but uncompromising: a future where Indian airports operate as near-zero-FOD environments, secured by indigenous, military-grade infrastructure designed for the realities of modern aviation.

Civil helicopter chartering is growing across the APAC region, and Indonesia is no exception. Saladin Siregar, Key Account Management for Passenger Air Chartering, APAC at global charter experts Chapman Freeborn, provides in-depth insights on helicopter charters in Indonesia, explaining why they are a good fit for the country and which sectors are driving growth. A diverse and growing civil helicopter fleet Fleet growth in civil turbine helicopters in the Asia-Pacific (APAC) region has been consistent and steady for over a decade. Between 2014 and 2024, it expanded from 3,287 up to 4,131 with a CAGR of 2.3%, according to research by the Asian Sky Group.At 154, Indonesia’s civil helicopter fleet represents 3.7% of the region’s total and is the largest fleet in Southeast Asia. This should come as little surprise considering the country’s unique geography, Saladin Siregar explains. “Indonesia is vast, and its geography is complex and unique,” he comments. “It is a country of over 17,000 islands, and many locations are extremely remote and difficult to access due to challenging terrain.”Travel difficulties are exacerbated by challenging infrastructure in both urban and rural areas. “In the cities, congestion is a significant issue. And outside urban areas, there are many locations where road or sea connections are impractical. These factors combined create strong demand for point-to-point helicopter transport.” A range of civil helicopter mission types Roughly half of all helicopter flights in Indonesia last year were multi-mission, according to the Asian Sky Group’s Helicopter Fleet Report 2024. The remaining 50% of flights were made up a of combination of corporate or private hire, offshore flights, and charters, which accounted for over 15% of all missions. There were also a small number of Emergency Medical Services (EMS), Search and Rescue (SAR), law enforcement, and training flights. Sectors driving helicopter charter demand The expansion of helicopter charters in Indonesia is being driven by a combination of sectors and use cases.First of all, there has been an uptick in usage around major cities and tourist locations. “VIP and corporate transport via helicopter charter is growing, especially in Jakarta and Bali,” explains Saladin Siregar. “In congested cities, helicopters provide faster and more reliable travel, which makes passenger helicopter charters popular with both businesses and tourists. In terms of the business sector, executives and project teams are making use of Chapman Freeborn’s chartering services.” Another sector that makes extensive use of helicopter charters is heavy industry. “There were over 4,600 active mining permits in Indonesia in 2024. And there are thousands of energy facilities and power plants spread across the country, including many small diesel plants and multiple Oil & Gas facilities. Many industrial sectors are expanding. For example, there is an increase in nickel and copper smelters, and in refineries. As you would imagine, these facilities are often located in remote areas. Furthermore, the transportation of mission-critical crew and cargo to these sites is often time sensitive, making helicopter charters the most viable and convenient option,” says Saladin Siregar. “Whether it is tourism, corporate travel, or accessing remote industrial facilities, helicopters provide unmatched access and flexibility. They help executives avoid city congestion and enable teams to mobilize rapidly to remote industrial sites,” Saladin Siregard concludes. The future outlook The team at Chapman Freeborn APAC anticipates further development in Indonesia’s helicopter charter market in the near-term and will be on hand to support their customers over this period.“We expect industrial growth in the country to continue and infrastructure challenges to persist. Based on this scenario, we expect to see a further increase in passenger and cargo helicopter charter demand over the next 5 years,” comments Saladin Siregard. “We are also looking at opportunities to expand passenger air chartering services for the corporate and VIP vertical.” With Chapman Freeborn’s strong understanding of Indonesia’s unique aviation landscape and close partnerships with key operators and regulating bodies, the company is well-positioned to meet this growing demand. “We are ready to offer safe, reliable and convenient helicopter charters to serve these customers these segments as demand increases,” concludes Saladin Siregard. With more than 50 years of experience and extensive global coverage, Chapman Freeborn provides air cargo charter services for major corporations, governments, NGOs, relief agencies, and high net-worth individuals. The company is part of Avia Solutions Group, the world’s largest ACMI (Aircraft, Crew, Maintenance, and Insurance) provider, operating a fleet of 187 aircraft worldwide and the parent company of over 250 subsidiaries. The group offers a wide range of aviation solutions, including MRO (Maintenance, Repair, and Overhaul), pilot and crew training, ground handling, and other related aviation services. Supported by 14,000 highly skilled aviation professionals, the group operates across 6 continents. ( views expressed are personal)