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Aviation World Cover Feature, July-August 2026 :  As global aviation races to fill a talent gap measured in the millions, India has become the industry’s most important talent frontier. The world has fixated on one aviation shortage: pilots, cabin crew and engineers. But the industry needs just as urgently the professionals who run the business of flight: the managers and operational leaders behind every airline, airport, OEM and service provider. At Galgotias University, the School of Aviation, Logistics and Tourism Management is building something the sector needs even more than numbers: graduates the industry can put to work on day one. A BOOM THAT RUNS ON PEOPLE Global aviation is entering the largest hiring cycle in its history. Industry forecasts point to close to 1.5 million new professionals needed worldwide over the coming decade, with the Asia-Pacific region driving the surge. No market sits closer to the centre of that story than India, where the in-service fleet is expected to roughly triple within ten years, carriers hold one of the world’s largest aircraft order books, and domestic traffic is projected to reach some 300 million passengers a year by 2030. The challenge is no longer whether the demand exists. It is whether the people can be found to meet it. THE SHORTAGE BEHIND THE SHORTAGE Ask what aviation’s talent crisis looks like and most people picture a cockpit. The headline forecasts reinforce it: the industry is widely quoted as needing some 300,000 new pilots, 400,000 maintenance engineers and nearly 700,000 cabin crew over the coming decade. Almost the entire training ecosystem-flying schools, cabin-crew training institutes, aircraft maintenance academies are built around these visible, licensed roles. But those roles are only the tip of the workforce. Worldwide, air transport directly employs some 11.6 million people, and pilots and cabin crew are only a fraction of that number. The overwhelming majority keep the industry running from the ground and the office: the operations controllers who recover a disrupted schedule, the network and revenue teams who decide where aircraft fly and how routes turn a profit, the airport terminal and ground-handling managers, the OEM programme and supply-chain leaders, the cargo and MRO operations heads. In the Asia-Pacific region alone, direct aviation employment is set to climb from 4.3 million today to 6.1 million by 2043 and most of those new roles will never see a cockpit (source: ATAG).  Nowhere is this clearer than in India. The country’s airport map has been transformed from 74 airports in 2014 to around 150 today, with a national target of some 230 by 2030, and every new terminal, route and greenfield airport needs people to run it. Industry trackers now report that ground-operations and management hiring is rising even faster than pilot hiring, and recent, well-publicised disruptions in the Indian market exposed a specific, unglamorous gap: not enough operational depth, such as the planners, controllers and managers who keep a fast-scaling network stable. When a single carrier’s operations control centre is stretched, thousands of flights are affected. The industry has learned, painfully, that it cannot fly on pilots alone. THIS IS THE SHORTAGE ALMOST NO ONE IS TRAINING FOR, AND IT IS PRECISELY THE ONE SALTM WAS BUILT TO FILL. The school does not train pilots or cabin crew. It builds the managers and operational leaders who sit behind them- the professionals airlines, airports, OEMs, and service providers need to plan, run and grow the enterprise. In an ecosystem crowded with institutions teaching people to fly and fix aircraft, SALTM has deliberately claimed the larger, quieter half of the industry: the people who make the whole system work. A UNIVERSITY BUILT FOR THE WORLD That ambition rests on a strong institutional foundation. Founded in 2011, Galgotias University has emerged in little more than a decade as one of India’s fastest-rising multidisciplinary universities, home to more than 50,000 students across 27 schools and over 200 programmes on a modern campus in Greater Noida, minutes from the newly opened Noida International Airport. Global recognition has followed. The QS World University Rankings 2027 placed Galgotias in the 1201–1400 band worldwide, among India’s top 17 private universities, 46th among all Indian universities, and third among private universities in Uttar Pradesh. The Times Higher Education World University Rankings 2026 placed it in the 1201–1500 band, 27th among private universities and 65th overall in India. The University also holds a NAAC A+ accreditation, one of India’s highest institutional quality ratings. Yet rankings tell only part of the story. Galgotias has built its academic model around the idea that education should mirror the realities of the workplace. Industry partnerships, active learning, centres of excellence, global collaborations and experiential education are core design principles, not add-ons. The objective is graduates ready to contribute from day one. The results show. For the Class of 2026, more than 1,250 organisations engaged with the University, extending over 5,500 offers across technology, consulting, banking, manufacturing and professional services. SALTM is the aviation expression of that philosophy, applying the same industry-led approach to prepare professionals for airlines, airports, logistics networks and global travel enterprises. According to Dr Dhruv Galgotia, the visionary CEO of Galgotias University, “The future belongs to universities that can bridge the gap between classrooms and careers. At Galgotias University, we believe education must evolve alongside industry, ensuring students graduate not only with knowledge, but with the ability  to apply it in real-world environments. Through SALTM, we are bringing that philosophy to aviation, logistics and tourism by preparing professionals who are ready to contribute, adapt and lead in some of the world’s most dynamic industries.” ACTIVE LEARNING, BUILT WITH THE WORLD’S BEST What truly sets the University apart is its pedagogy. Galgotias is the first university in India to adopt active learning across every programme, through its flagship G-SCALE ecosystem, the Galgotias Student-Centred Active Learning Ecosystem. Developed with strategic consultancy and faculty training from the InsPIRE institute at Nanyang Technological University (NTU), Singapore- one of the world’s leading universities, G-SCALE replaces the passive lecture with structured, evidence-based

Saab and Embraer today announced the signing of a Heads of Agreement that provides a framework for the potential production of 20 additional Gripen aircraft at Embraer’s industrial complex in Gavião Peixoto, the state of São Paulo, Brazil. Embraer will take responsibility for assembling the aircraft, serving as a complement to Saab’s final assembly line located in Linköping, Sweden, to meet global demand for the Swedish fighter. The agreement marks another milestone in the decade-long partnership between the two companies, increasing delivery capacity within a globally integrated manufacturing model while providing greater flexibility to meet future customer requirements. “The partnership between Saab and Embraer reinforces our long-term commitment to Latin America. Together, we are strengthening our capabilities, securing additional capacity for future business opportunities, and taking a forward-leaning approach to supporting the evolving needs of our customers across the region”, said Micael Johansson, President and CEO of Saab. “The expansion of this partnership with Saab reflects the mutual trust built over the past ten years and reinforces Embraer’s strategic role in the Gripen programme. We are well positioned to support increased production capacity, if demand requires it”, said Bosco da Costa Junior, President and CEO of Embraer Defense & Security. Embraer’s Gavião Peixoto facility has established itself as a strategic industrial hub, recognized for its advanced manufacturing capabilities, skilled workforce, and production capacity. Operating as part of a globally integrated production model that brings together Brazilian and international suppliers, the site demonstrates the strength of this partnership while supporting increased industrial output and creating opportunities for continued growth in high-technology aerospace programmes. With more than a decade of collaboration, the partnership between Saab and Embraer has become a strong example of innovation, industrial development, and knowledge exchange. Through a comprehensive technology transfer and on-the-job training under the current Gripen programme for the Brazilian Air Force (FAB), engineers, test pilots, technicians, assembly operators, and maintenance specialists have been qualified in Sweden. This cooperation has strengthened expertise and best practices on both sides, and generated lasting benefits for the two companies, contributing to the development of advanced industrial capabilities and long-term growth opportunities.

Farnborough, 20 July 2026 GKN Aerospace has secured an agreement with Pratt & Whitney, an RTX business, to include low-pressure compressor (LPC) vanes for the Pratt & Whitney PW1500G and PW1900G GTF™ engines, powering the Airbus A220 and Embraer E-Jet E2 families, within the existing risk and revenue sharing program (RRSP). The contract includes a majority of the volumes for all the major vanes in the low pressure system. Under the agreement, GKN Aerospace will support the engines throughout their full lifecycle, expected to extend for many decades to come. Joakim Andersson, President Engines GKN Aerospace said: “Adding these products to our current RRSP is a significant milestone for GKN Aerospace and a strong endorsement of our capabilities in blades and vanes. Securing a majority share of LPC vane production on the PW1500G and PW1900G programs strengthens our collaboration with Pratt & Whitney and provides long-term stability for our Newington facility. It also positions us well for future growth on next-generation engine platforms.” GKN Aerospace’s production of these components began in 2018, initially at a lower volume share. Since then, the relationship has grown and the work has been further industrialised at GKN Aerospace’s Newington facility. LPC vanes are produced using a highly automated robotic milling process. The introduction of in-house super-polishing has reduced lead times and improved yield, strengthening overall manufacturing performance. This contract marks a further step in developing GKN Aerospace’s global capability in blades and vanes. The agreement provides a strong platform for future growth, reinforcing Newington’s position as a centre of excellence for metallic aero-engine components and supporting opportunities on next-generation engine platforms. The award reflects the strong collaboration between GKN Aerospace and the Pratt & Whitney team. The next phase will focus on ramp-up, with the aim of achieving full production by the third quarter of this year.

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. 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 4.0Organizations that succeed in this new paradigm will demonstrate four core capabilities: Deep domain expertise Sovereign, compliant delivery models Intelligence-driven execution Integrated engineering and manufacturing An integrated approach—combining engineering, digital capabilities, and design-led manufacturing—enables end-to-end ownership from requirements through certification, production, and sustainment, with accountability for outcomes across schedule, quality, cost, and reliability. In Aerospace and Defense, that idea has a very practical meaning. Companies that apply AI, data, and automation with discipline, inside the realities of safety, regulation,

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