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Airport slot co-ordination is an intriguing science; the allocation of slots is highly competitive and the top slots fiercely guarded. Artemis Aerospace investigates how airline slots are apportioned. As you follow a flight on Flightradar or gaze up at contrails criss-crossing a clear blue sky, have you ever wondered exactly how aircraft slots are organised? It may be that you thought it’s a global free-for-all, and that any airline can decide to put on a flight from Heathrow to Sydney whenever they felt like it, and if they then change their mind and want to go from Gatwick to Melbourne there’s nothing to stop them from doing that. Well, you’d be wrong – each and every flight worldwide from a major airport has to stick to its allocated slot. An airport slot is simply permission to use the airport infrastructure such as the runway, gates and terminal building, on specific dates and at specific times to enable an aircraft to take off or land. Slots are issued under guidelines released biannually by the International Air Transport Association (IATA) Worldwide Airports Slots Group after consultation with airlines and other stakeholders. Their intention is to provide fair access and the necessary coordination to all airlines and promote safety and effectiveness at the busiest airports. In the UK, slots are then allocated by the operator and airport-funded company Airport Coordination Ltd (ACL), which was the world’s first independent slot coordinator, and which assigns slots for winter and summer travel. There are three levels of this coordination: • Level 1 – no coordination needed as the airport capability is usually adequate to meet demand. • Level 2 – coordination is mutually agreed with airlines as there is potential for congestion at peak times. • Level 3 – an airport where its ability to handle flights is considerably exceeded by demand on its services; all airlines and operators have slot allocations. IATA holds a conference twice a year to decide on slots which is attended by over 400 representatives of airports and operators, all of whom are jockeying for slots which will enable them to grow their aviation business in the most advantageous way. As slots are limited and many are in great demand, some airlines used to acquire them in order to assert their dominance over a particular route, blocking competition but not actually using them themselves. This practice was banned by the introduction of a series of rules, the main one of which is the 80/20 ‘use it or lose it’ rule. This states that airlines must use at least 80% of their slot allocation per airport, and if they fail to do this the slot will be given to another airline. During major global crises such as the Covid pandemic, however, these rules were temporarily suspended. According to IATA, there are more than 200 Level 3 airports worldwide, and around 50% of all airline passengers depart from a Level 3 airport, with 35% of all flights operating between two Level 3 airports. London Heathrow is the UK’s biggest airport and the fourth busiest in the world, serving nearly 80 million passengers in 2023 – it’s also the holder of some of the most valuable slots in the world. ACL’s data for the winter season 2023-2024 shows that British Airways held 4779 slots at Heathrow, by far the largest number and over half the total number of slots allocated. In second place by a very long way comes Virgin Atlantic with 392 slots. Lufthansa is third with 290, Aer Lingus fourth with 288, United Airlines fifth with 278 and American Airlines sixth with 270. The desirability of a slot can wax or wane depending on the popularity of a specific destination. Winter and summer travel show obvious differences, and slots which dovetail neatly with commercial travellers’ needs are always high on the popularity list. Sometimes more unusual reasons can trigger a slot demand, such as ‘screen tourism’ – Aer Lingus acquired a new slot from Ireland West Airport to Heathrow after the film ‘Banshees of Inisherin’ showcased the beauty of the west of Ireland. The shortage of slots means that competition is fierce for the most profitable ones. Although IATA does not promote sale or bidding wars, it permits airlines to trade slots, or lease them if they aren’t utilising them, as otherwise they would be forfeited. One legendary trade took place in 2016 when Oman Air bought a pair of Heathrow slots from Air France-KLM for US$75 million. Bargains are also to be had in the wake of global events – Aeroflot’s ban from Heathrow after the invasion of Ukraine meant a field day for the six airlines which picked up around 1300 slots. Slot allocation is intended to prevent delays, safeguard passengers and ensure the optimum passage of aircraft in and out of the airport – so when you next glance up and spot an Airbus winging its way across the sky, think of the complex transactions which allowed it to get there.  

Aircraft design has always catered to customer needs. For the global aviation industry, original equipment manufacturers (OEMs) such as Boeing and Airbus have all turned to their end users — the airlines — for design inspiration for aircraft models. Airline input leads to incredible and unique aircraft designs with a wide range of capabilities. After the dawn of the jet age, airlines required speed as a key element of their business strategy, leading to designs like the Convair 990 and the Concorde. However, with dramatic increases in operating costs, airlines have opted for increasingly efficient aircraft as a design priority for OEMs. While aircraft and engine technology has changed, a question for pilots and industry experts alike remains: What aircraft designs will be most popular in the future? Jekaterina Shalopanova, Chief Business Officer of Aerviva, provides insight into aircraft design preferences in today’s and tomorrow’s business environment. Aircraft orders of 2023 “To understand what aircraft will be popular in 2040, we can examine order books today to determine preferences in the market,” Shalopanova said. The A321neo outperformed other aircraft in the Airbus catalog, representing 56% of the OEM’s sales of both single-aisle and widebody passenger aircraft that year. Narrowbody aircraft accounted for 1,977 units in Airbus’ order report for 2023, compared to the 342-strong purchase of widebodies. “The Airbus order book of 2023 demonstrates a preference for large, single-aisle aircraft, with the A321neo representing 66% of all narrowbody orders,” Shalopanova said. The A321neo and the smaller A320neo generated commitments for 1,313 and 520 aircraft, respectively, with the A321neo earning commitments from 51 customers, four more than the A320neo. The most recent additions in the European aerospace conglomerate’s order book reflected a desire for the increased efficiency of 220-240 seat aircraft, while Airbus’ widebody A350 received 98 more orders than the A330neo. “These counts reflect the increased range advantages of the A321neo’s potential revenue per seat mile as that design is coupled with lower operating costs than previous variants,” Shalopanova said. The implied market preference among Airbus’ widebody aircraft is oriented toward the A350-900, which accounted for 52% of Airbus twin-aisle aircraft orders, outpacing the similarly sized 787-10 by representing 69% of all orders for commercial aircraft of that size. Boeing’s reporting for 2023 indicated a customer preference for the 737 MAX, which represented 67% of Boeing Commercial Airplanes’ orderbook. The 987 orders for the 737 MAX family show an appetite for efficient narrowbody aircraft with the capability to carry approximately 150-190 passengers. The majority of Boeing customers’ widebody selections were awarded to the 787-9, which garnered 242 commitments compared to 65 for the 787-10 and 116 for the 777X family of aircraft. Customer taste translates to 2040 “While Boeing’s commitment to not diminish crew availability and training in the design of the 737 MAX was aided by sizable increases in comparative efficiencies, the Airbus orders demonstrate clear preferences for specialization in available aircraft capacity options for economies of scope within the aviation industry,” Shalopanova said. “Airbus’ passenger aircraft customers of 2023 showed a tendency toward efficient, long-range single-aisle aircraft with airlines showing a preference for showing the right sized aircraft for every route.” Currently, both Boeing and Airbus deliveries still lag behind pre-pandemic levels. In 2023, Airbus delivered 735 aircraft compared to 863 in 2019. Boeing, for its part, delivered 528 aircraft in 2023 compared to 806 in 2018, with the plane manufacturer experiencing a drop in deliveries in 2019 due to the 737 MAX groundings. Delivery timelines have also been increasingly protracted. For example, Japan Airlines’ recent order of the 787-9 announced at this year’s Farnborough International Airshow won’t see deliveries until 2028. “With such extended timelines for aircraft delivery, one can conclude that the aircraft of 2040 will look much like those of today given customer preference for dependable aircraft that are precisely tailored to perform efficiently for an ever-increasing variety of narrowbody routes,” Shalopanova said. “Certain upsets, including sustainable aviation fuel and the economic cost of aviation stemming from stresses such as supply chain and workforce shortages, could have a larger influence on aircraft orders for the next decade.” There needs to be many adoptions for the commercial use-case of aviation for electric aircraft. To gain traction, electric powerplants still need to be further researched and developed to deliver meaningful range capabilities. As for blended wing body designs, no passenger design currently proposed has generated orders, although NASA’s studies of the concept have garnered support from Boeing. The greatest and simultaneously most likely deviation from the norm is Boom’s Overture, which has commitments from United Airlines for luxury use, but the development of this single-aisle, supersonic type still faces significant challenges. “The preference for today’s longer-range narrowbody aircraft means pilots should be prepared to operate more types of aircraft,” Shalopanova said. “Beyond 2040, the next steps for the industry will include pursuing increased efficiency correlating with higher selectivity for aircraft that airlines can feasibly operate under labour and regulatory constraints of the future.” A380 operations in 2040: An unlikely comeback The first decade of the millennium promised a resurgence in large passenger quad jets such as the A380 and 747-8, while the second decade saw the end of production for both of those types. Although large aircraft types appeared to be going out of favor before the COVID-19 pandemic, the A380 has made somewhat of a recovery in the industry, and airline executives speculating on options to extend the aircraft’s life after Airbus’ CEO of Commercial Aircraft Christian Scherer reiterated that restarting production is not ruled out. “The A380 is a standout case in aviation due to its size,” Shalopanova said. “The double-decker aircraft can offer seating for 525 passengers at the cost of requiring upgrades to airport infrastructure to accommodate it.” The twin-deck Airbus has a wingspan of 79.8 meters and is capable of a maximum take-off weight of nearly 560,000 kg. Operating a four-engine jet is expensive as the powerplants require more fuel and often more maintenance. “Such a massive aircraft made financial sense

The rapid expansion of Indian aviation is set against the backdrop of a critical shortage of qualified AMEs. Traditional training pathways, which typically span 2 to 4 years, are insufficient to meet the burgeoning demand. The industry’s survival hinges on the quality and availability of maintenance and service engineers, underscoring the need for an accelerated and effective training approach.Dhriti Prasanna Mahanta of Teamlease Degree Apprenticeship highlights the current industry situation and suggest various wayout to strengthen the upcoming demand of skilled manpower. India’s aviation sector is soaring as a bellwether of the nation’s economic rise. Fueled by a growing middle class with increasing disposable income, and rising travel demand, the industry is experiencing explosive growth. Passenger and cargo traffic are soaring, prompting airlines to expand routes and the government to invest in new and upgraded airports. This strategic investment translates to impressive economic multipliers, with each unit invested generating a significant 6.1x increase in employment opportunities and a remarkable 3.25x increase in overall economic output. Contributing a substantial 5% to India’s GDP and creating an estimated 4 million jobs, aviation has become a powerful economic engine. However, a storm cloud looms on the horizon: a crippling 17% skilled workforce deficit, projected to balloon to over 25% by year’s end, across key roles including pilots, air traffic controllers, engineers, and maintenance technicians, especially Aircraft Maintenance Engineers (AMEs). The projections indicate a requirement for at least 13,000-15,000 AMEs over the next decade. Leading flight operators in the country have collectively placed orders for approximately 1,200 aircraft, underscoring the escalating demand for skilled professionals to maintain and service these planes. However, the current recognition of the AME course by the Directorate General of Civil Aviation (DGCA) as a certificate course rather than a graduation degree poses a significant challenge. Despite their essential role in ensuring the safety and efficiency of aircraft, AMEs face limitations in career advancement due to the lack of formal degree recognition. An AME, in schools, is certified either in B1 (mechanical-based courses that focus on aircraft systems like airframes, engines, and landing gears) or B2 (avionic-based courses that focus on electrical and electronic equipment, instrumentation, navigation, and radio systems). Even after completing a four-year course, individuals must be trained under an AME before they are allowed to take the lead. According to industry estimates, the country has around 7,000 AMEs in various aircraft Maintenance Repair and Overhaul (MRO) facilities. However, a significant gap exists between the employability skills these schools provide and those demanded by the industry. Unless addressed, this talent drought could significantly impede India’s aviation ambitions. It is imperative for all stakeholders to collaborate in bridging this gap and ensuring the continued efficient operation of this vital sector. Degree apprenticeships can play a crucial role in aligning educational outcomes with industry requirements, providing a practical solution to this pressing issue. Leveraging Degree Apprenticeships to Meet Industry Demands Degree apprenticeships offer a promising solution to the skilled workforce deficit in India’s aviation sector, particularly for roles like Aircraft Maintenance Engineers (AMEs). By combining practical, on-the-job training with formal academic learning, degree apprenticeships enable AMEs to “learn while earning,” gaining both hands-on experience and a recognized degree. This model not only addresses the immediate need for skilled professionals but also fosters career advancement, integrates industry-relevant curriculum, reduces recruitment costs, bridges theory and practice, ensures quality assurance, provides industry networking opportunities, and promotes continuous skill enhancement, ensuring comprehensive development aligned with global standards and industry needs. For example, a degree apprenticeship program could allow AMEs to work at aviation companies while pursuing a degree in aerospace engineering or a related field. Companies benefit by investing in training future professionals tailored to their specific needs, potentially reducing recruitment costs and ensuring a steady pipeline of skilled workers. Moreover, integrating a credit-based framework would enable AMEs to leverage their existing qualifications towards a degree, enhancing their career prospects and meeting industry standards effectively. In addition to degree apprenticeships, aligning training programs with the National Skills Qualifications Framework (NSQF) could further enhance skill development in the aviation sector. The NSQF provides a standardized framework for competency-based education and training, ensuring that qualifications are recognized nationally and internationally. By adopting NSQF-aligned curricula and certifications, AME colleges can improve the employability of graduates and meet the evolving demands of the aviation industry. Enhancing Infrastructure and Industry Collaboration Enhancing infrastructure and updating training facilities are crucial steps to bridge the gap between theoretical learning and practical skills. Industry leaders like IndiGo and Air India are investing in advanced training academies and infrastructure development in India. These initiatives aim to modernize training methodologies, provide state-of-the-art facilities, and offer specialized programs that meet international standards. By integrating a credit-based framework, AMEs can enhance their academic credentials and gain a comprehensive skill set required for career advancement. Implementing qualification modularity allows AMEs to build their education flexibly and step-by-step, aligning with their career goals and industry needs. Additionally, major aircraft manufacturers such as Boeing and Airbus are injecting billions of dollars into the development of aviation infrastructure in India, which includes setting up advanced training facilities and partnering with educational institutions to offer specialized programs. These investments aim to modernize training methodologies and build a robust talent pipeline. By investing in on-the-job training (OJT) and work-integrated learning programs, these companies can ensure that students gain practical experience under the guidance of industry experts, bridging the gap between academic knowledge and real-world application. This proactive approach enhances the employability of graduates and strengthens the overall competitiveness of India’s aviation industry on a global scale. Advocating for Policy Changes Advocating for policy changes is crucial to elevating the status of the AME program. This will ensure that AMEs receive a more holistic education that combines hands-on experience with in-depth theoretical knowledge, facilitates career progression for AMEs, and provides a steady supply of highly skilled professionals to meet the growing demands of India’s burgeoning aviation sector. Given these developments, the intervention of the DGCA has become even more essential. As the

Competitive challenges today push aircraft makers to ‘force’ technology on already reliable and dependent aircraft and that today is leading to lower reliability. The proven dependable and unbreakable 737NG didn’t need to be replaced with the 737MAX, and for practical logic, if the 737NG needed a step up, it should have been the Boeing 757. The logic of “If it ain’t broke don’t fix it” no longer seems to exist in aircraft and engine making, and the theory of New Design Platform is convoluted to the point of reaching dumbed down mans plaining. Mark D Martin of Martin Consulting shares his views on this vantage and critical topic affecting commercial aviation today for Aviation World readers. Famed Indian Spiritualist Shri Chinmoy once said, “Do not blame the world. Find a Solution.” In aviation, the first step to finding a solution is admitting to the problem and Pratt & Whitney (PW) needs to get its act together with taking responsibility for its flawed PW1000G, 1100G and 1524G Geared Turbo Fan (“PW-GTF”), repeal or withdraw the product from the market; or replace it with an improved option, or even better, a whole new clean sheet design engine. Air Tanzania, Air Senegal, Turkish Airlines, IndiGo, Air Asia, Air India, Batik Air, Spirit Airlines, Lufthansa, Jet Blue, Swiss Air, Air Baltic all join with reporting severe design flaws and poor metal quality with the PW-GTF engine and we’re reached a spot today that Airbus itself has made it clear that it would not be accepting anymore Pratt & Whitney Geared TurboFan Engines till PW comes up with a permanent solution. Flawed Design with Engines Today The problems with the PW-GTF engines are real, catastrophic, compromise safety; and near to fatal triggering full-blown emergency landings, teeth rattling vibration, corrosion, separation of fan blades during flight and premature removal of an engine for maintenance at one fourth of PW’s own defined removal time, in addition to metal shavings showing up in the engine oil, cracked metal casings and fractured metal alloys. So much so that the FAA and EASA in order to avert a major mishap or calamitous incident approved the use of mixed engines (something never done ever before in commercial aviation) while banning ETOPS flights (Flights over water that are more than 180 mins). The Indian DGCA in 2019 went a step ahead by grounding Pratt & Whitney GTF Engines in operations with all airlines under its purview. One of its strangest anomalies noted with the PW-GTF (that I am sure a lot of you may have experienced) is a loud, shrill, sharp howling noise that shows up either when the aircraft is taxing to the runway to take off, or noted during landing. What resembles a reported ‘whale-song’ like sound morphs itself into an ear drum shattering loud noise measuring a staggering 12dB just short of landing. For Airlines in India, it has been rough. IndiGo reported nearly five in-flight engine failures during the most critical flight phase, Climb, while shut down and insolvent GoAir reported several compressor stalls collocated with very high vibration, corrosion and engine damage. The PW-GTF problem has been so severe that even the Indian DGCA in 2019 ordered all the affected PW-GTF engines to be replaced, with a rigid deadline. Pratt & Whitney Needs to Discontinue the PW-GTF Immediately It’s time we defined this issue correctly. This isn’t a Lawyer-PR coined “Supply Chain” issue. Supply chain issues occur when a product is superbly reliable, robust, functional and in extreme high demand. PW-GTF issues at the moment plague a Lufthansa, indigo, Swiss Air and Air Baltic as much as it does a Go Air and its high time Pratt & Whitney got mature enough to take a firm step with discontinuing the PW-GTF Series engine for good and airlines in turn switch to another engine option, even if it’s the competition – the CFM iLeap Engine. And to be fair, PW in the past has designed and made some of the finest and most reliable engines such as the PT6A Series, PT6T and PW4084 series that continue to operate and fly to this day without a hitch, glitch or anomaly. In the past I have sworn too on the PW engine’s dependability and reliability. During a time when I supported French Plane Maker Socata (now Daher) in the early 1990s, the iconic single engine TBM-700 and the newer 930 series aircraft rode on the unparalleled reliability of the PT6A Series; an engine so dependable that it actually help convince regulators the world over to approve single turboprop aircraft for passenger transport and charters. For me, the PT6A series did (I must admit) build the strongest impression of how unbreakable Pratt’s engines were. Maybe this was because both the PT6A and PT6T were designed in the 70’s when American design technology peaked and nothing could come even close to it. Not anymore. Witnessing PW’s current attitude with the PW-GTF not just destroys PW’s own credibility with its loyal customer base (including my trust in PW), it does also indicate the engine maker’s surreptitious and sneaky effort to shirk off all its responsibility with resolving the problem. Very unlike the PW we saw in the 80’s, 90’s and early 2000’s. While PW has said that its new updated GTF Advantage version of the A320neo’s PW1100G should address all the previously reported problems with its engine, it would take airlines a long time to rebuild that trust with PW engine, and I don’t think any airline worth its salt would be willing to take such a fool hardy decision by going back to PW. The ‘Boeingfication’ of the world Aircraft Industry Back until the early 90’s, airlines and travelers had a choice of flying the most suited aircraft for its region, route and service category. Types of aircraft were diverse too; we had small, medium, large, regional, short haul, long haul and transcontinental aircraft that offered improved revenue dynamics with the most suited capability deployment. Around the cusp of the 90’s,

By Shobha Kulavil, Vice President and Industry Platform Leader for Aerospace and Defence – India, Capgemini The aviation industry has been spreading its wings with engineering prowess and futuristic innovations. Advanced Air Mobility (AAM) will define the next era of aviation transportation systems globally, built on a collaboration of new-age technologies. India too has boarded the AAM flight as it promises creating a new aerial mobility ecosystem for the country’s unique needs and challenges. Mobility in the air The aviation industry envisions a future combining innovation and sustainability, perfectly blended into the engineering of products and systems. Imagine a vehicle running on electric power to take off, land, and hover vertically without a conventional runway. It doesn’t have to be a figment of imagination anymore. eVTOL (Electric Vertical Take Off and Landing), an emerging concept popularly known as an air taxi or flying taxi, can enable access to difficult terrains. It is an electric aircraft, which can offer quieter, cleaner and environment-friendly transportation. eVTOL has applications beyond air taxis, including emergency transportation, rescue operations, cargo shipping, and many more. For example, e-commerce players can use eVTOL to speed up delivery and reduce cost. Automotive industry understands the first-mover advantage of manufacturing eVTOLs with an approach of a casual mode of mobility in the air. Airline companies are also exploring the launch of air taxis in India, partnering with global eVTOL players. Tech-enabled air mobility Artificial intelligence (AI) and machine learning (ML) can transform the design phase of aviation engineering. ML models can simulate various design scenarios and optimize aerodynamics, material, and structural integrity, allowing engineers to build efficient and robust aircraft. From the sky to the ground, the demand for seamless connectivity cuts across. Advanced satellite technology can help meet future aviation communication, navigation, and surveillance needs. Beyond providing in-flight Wi-Fi connectivity, satellite-based systems ensure flight safety and are crucial for optimizing routes and reducing fuel consumption. Iris, led by the European Space Agency (ESA) in partnership with a US-based communication company, is an Air Traffic Management (ATM) program enabling aircraft to fly more fuel-efficient routes using digital satellite communication. By digitally connecting the ATM ecosystem, pilots and air traffic controllers can collaborate to maximize airspace use and reduce disruptions for passengers. 3D printing can be used for quick and cost-effective prototyping, allowing engineers to validate designs, perform functional testing, and make design iterations in a shorter timeframe. Sustainability engineered According to the International Air Transport Association (IATA), the global airline industry’s carbon emissions in 2024 are expected to be 935 million tons from the consumption of 99 billion gallons of fuel. This requires action at the fundamental level—building fuel-efficient aircraft. Innovations in material science and recycling may be revolutionary for aircraft designs. New sensors and data will incrementally optimize everything—from airflow over the wings to flight routes—on both new and old aircraft designs, improving energy efficiency. It will have an unprecedented impact on global supply chains spanning fuel, material, and manufacturing. The adoption of circular economy practices by automating the inspection process, optimizing lifecycle analysis of aircraft parts, and guiding decisions to extend their lifespan can contribute to the aviation industry’s sustainability goals. The runway of aviation engineering is vast; it is the industry that can safeguard every aspect of taking off and landing. ( Views expressed are personal)

“My mission is to inspire every Indian to reach for the stars and witness the awe-inspiring beauty of our planet from above. Once you experience the vastness of space, your perspective will be forever transformed. If I can convey even a fraction of what I witnessed, my purpose will be fulfilled,” proclaimed Gopi Thotakura. Aviation World Magazine is highly delighted to publish exclusive cover story on Gopi Thotakura, highlighting his remarkable achievement by becoming India’s first civilian astronaut. A Lifelong Dream of Flight “You always gazed skyward, yearning to be among the stars.” Gopi Thotakura’s parents affirm that he perpetually dreamed of flight. He conquered the skies as a pilot and, in May 2024, ventured beyond, becoming an astronaut. Thotakura’s recent voyage aboard New Shepherd was propelled not only by a desire to realize his own aspirations but also to motivate others in India to set their sights higher. “In a nation of over 1.4 billion people, we lacked a civilian Indian presence in space. That has now changed,” asserts Gopi Thotakura. An unwavering passion drew him more than 8,000 miles from his native India to Embry-Riddle Aeronautical University in Daytona Beach. Initially, the university was not on his radar. He commenced flying at age 14 at a flight school in New York during family vacations. An instructor there mentioned Embry-Riddle. After conducting research and receiving encouragement from his father, Gopi resolved to apply and pursue his education at Embry-Riddle, “the Harvard of the Sky.” Despite skepticism from his peers and the challenges of applying to a foreign university, Thotakura remained resolute. “Everyone in my high school insisted I wouldn’t be accepted. They require exceptional grades and are located so far away,” he recalls. After an extended wait, he received the acceptance email. “I thought, is this a prank?” He laughs. But it was genuine, and in 2011, he embarked on his journey as an aeronautical engineering student. Thotakura graduated as class president in 2015, delivering a commencement speech alongside astronaut Nicole Stott (’87). Entrepreneur, Educator, Explorer & Adventurer In 2015, he established an aviation company in India and a non-profit NGO.The later has nurtured and empowered over 500 students to achieve their ambitions of becoming pilots. “At every educational institution I visited, when I inquired about their future aspirations, no one mentioned becoming an astronaut,” he observed. “It’s an excessively lofty dream, too aspirational,” was the prevailing sentiment. However, he understood that dreams are free and that having a visible role model could alter that mindset. He has remained immersed in aviation. Over the years, he engaged in commercial jet flying, bush piloting, aerobatics, seaplane operations, and hot air ballooning. His versatility as a pilot is matched by his contributions to medical aviation. He has completed countless medical air ambulance missions, enhancing emergency medical transportation in the Indian subcontinent. He has worked in India as a pioneer in jet medical transport and rescue, being one of the first individuals to pilot a Learjet across the country and bring Indians back home as a rescue pilot. When on the ground, Thotakura is a Wellness-focused entrepreneur in the Atlanta area. He co-founded Preserve Life Corporation, the world’s first corporate wellness community—a global center for Holistic Wellness and Applied Health. He harbors grand visions for a community that integrates advanced healthcare practices and sustainable living principles to foster healthy, balanced lives. Additional entrepreneurial ventures include serving as Chief Operations Officer for Asian Infrastructure PTE and as Founder of Charlie Foxtrot Aviation. Despite his demanding career, Thotakura is incorporating personal challenges into his agenda. In 2022, he summited Mount Kilimanjaro, demonstrating a combination of determination and a love for outdoor adventure. He plans to scale Everest next. Moreover, he has another extraordinary flight on the horizon—Thotakura intends to orbit the planet and possibly stay aboard the International Space Station (ISS). On a Mission His journey to space was arduous, requiring significant time, effort, and support from numerous individuals, particularly his father. “It wasn’t a solitary endeavour. I must attribute all the credit to my father,” he emphasizes. Despite challenges and setbacks, including a two-year delay to the mission, he remained focused on his objective. His perseverance was rewarded. When he boarded a Blue Origin flight, he carried a piece of India’s spirit and his dreams in the form of his country’s flag and his representation. The flight was not merely a personal achievement but a milestone for his nation. “Now India has a civilian in space. Now you, too, can dream,” he declares.                      ” He also carried items emblematic of his Eagle status from Embry-Riddle” As part of the NS-25 mission, he joined a select crew for a suborbital flight that crossed the Kármán line, Experiencing weightlessness and stunning views of Earth. This mission also highlighted Blue Origin’s commitment to sustainability, with nearly 99 percent of New Shepard’s components being reusable. The sights and sensations of the mission are indelible memories. “The weightlessness was amazing. I could not get out of my seat belt. So people should listen to training—and Blue Origin is meticulous about all its preparation,” says Thotakura. Despite the challenges of adapting to zero gravity, he embraced the experience with enthusiasm. Floating around, doing backflips, throwing some flags! The space flight was a profoundly focusing experience. “It may sound trite, but you see how tiny you are in comparison to this majestic blue ball.” The view from space reinforced his commitment to sustainability and his drive to inspire the next generation. The Shock of Re-Entry Thotakura has been inundated with interview requests and invitations to speak at high schools and colleges. He is a little overwhelmed—but clearly delighted that so much outreach has come from India. “The day news about the mission aired, hundreds, if not a thousand, queries from India flooded in overnight,” he shares. He received messages of gratitude and inspiration, particularly from young people who now see space as a destination within their reach. One message stood out to him: “Congratulations, sir, for opening up

By Capt. Peeush Kumar ‘Pilot-error’ events in aviation are seldom cheap and catastrophes amongst helicopter operations not very rare. Factoring that operator hands over multi-crores worth of machine to individuals who must keep themselves sharp is up for a talk. Any aviation business house with foresight mitigates failure modes in its human and machine elements. Contemporary machines have fortunately matured to a stage where even single engine helicopters are being certified for operations under IFR (Instrument Flying Rules). On-board avionics are pleasantly reliable. In fact, efficiency of autopilots recently triggered much ado about pilots keeping in touch with ‘hands-on’ flying skills!Implicitly and evidently,a reasonable majority of unfortunate incidents/accidents involved ‘cockpit-human’ error and much less the machines. The human element indeed wedges itself for an opportunity to upgrade. Regulations help keep safety on top,but quintessentially address a minor subset of real-world challenges. An operator typically juggles between interests of company’s stakeholders against operational, regulatory, administrative&overhead costs. Pilots as ‘front-desk’ are influenced by said elements to add on to their personal & professional obligations.Resultant background stress thus needs effective management especially when handling expensive machines in a complex Indian Helicopter ecosystem. Cockpit is a unique workplace where one/two minds make critical, on-the-spot decisions with little room for error; a widely different setup from a typical office. Here, operators could play an assistive role to help reduce stress levels amongst these cockpit-humans in favour of business interests. Stress management for Helicopter Pilots has been dealt interestingly by Flight Safety Foundation. An indicative breakdown about origins of stress and its levels is adapted below from one of its journals[1]. Pilots attempt to keep accumulated cockpit & daily stress from affecting flight safety. Both categories have majority elements possible to influence during preparation stages itself. Cockpit stress scenarios could be owed to poor helipad preparation affecting landings, inadequate helipad security jeopardising helicopter safety, unacceptable fuel quality risking flight safety or even unsatisfactory administrative arrangements at helipads. Acute stress elements on the other hand are usually burst of challenging situations. Here, in-flight emergencies, unexpected weather conditions, unacceptable helipad condition like situations demand quick, accurate and decisive reactions for safe recovery. It is obvious that all such situations cannot be encountered/visualised during training. The crew is therefore required to get creative under stress for a safe outcome. Good quality of recurrent training and regular internal performance assessments by operators can assist reducing possibilities of major upsets from such acute stress situations. Underlying role of operator in a collaborative approach for mitigating crew stress is the core of talking point. Many elements of Acute, Cockpit and Daily stress could be positively influenced by operator to favour business sustainability.Stress, nevertheless does not have ‘BAD’ written all over. Some magnitude of stress even helps performance as suggested by Yerkes–Dodson law[2]figured below. Maintaining clear of the ‘wrong side’ on this curve requires an honest and collaborative intent in workplace. Managing ‘Daily stress’ largely rests within an individual’s personal domain. Succeeding paras deal with‘Cockpit and Daily Stress’ elements where an operator can help people handling its expensive machine(s). Crew-Scheduling. Humans are social beings. Uncertain crew-scheduling triggers non-committal approach of individuals to personal social obligations. Since unsure of their presence on a future date, an anxiety accompanied acceptance of social invitation senses. For an individual, sporadic participation in social events affects his/her primary societal characteristic. Repeat occurrences cumulatively wears out fabric of personal social engagement, and is indeed stressful. Should aforesaid appear benign, consider consistently missing anniversaries, birthdays, religious events at home or even socials/get- together with acquaintances. A solution maybe found in cooperative, flexible crew scheduling system for onshore operations where regulatory fatigue limits are only arrived occasionally. In this flexible arrangement, crew and operator balance business obligations with social empathy on a two-way street within regulatory framework. Offshore helicopter operations on the other hand pivot heavily on regulated crew fatigue limits that restrains flexibility in crew-scheduling.Possibly, an efficient crew scheduling software managed compassionately could offer respite in these cases. Fatigue Limits and Sleep-Debt. Regulated fatigue limits when considered as the ultimate upper boundary instead of a business target to achieve consolidates succeeding content. Agreeably, aviation business imperatives lie on the opposite side of aforesaid idea. A balancing act by mitigating resulting hazards could thus be contemplated. Sleep-debt and crew fatigue can possibly be ‘softened’ with good quality accommodation and corresponding administrative arrangements. Consider example of crew post eight-hour duty period waiting at airport for transport to hotel, finding a sub-status hotel on arrival, and a wanting food quality there adding to heightened stress levels. Fit this scenario on a late evening when the crew needs a quick rest after preparation for next day’s flight(s). Sleep-debt leads to micro-sleep where an individual is asleep for a few seconds and the brain isn’t processing [3]. The brain flips rapidly between being asleep and being awake. Each sleep period lasts for only a few seconds.Naturally, this is not a condition to let develop for personnel dealing with expensive equipment and priceless lives.Finally, reproduced below are extracts from para 8-1-1 (f), Chapter 8, FAA Aeronautical Information Manual [4]concerning stress and fatigue. It seems fitting to conclude author’s argument to deal empathetically with humans of helicopter cockpit for business sustainability. “Stress from the pressures of everyday living can impair pilot performance, often in very subtle ways. Difficulties, particularly at work, can occupy thought processes enough to markedly decrease alertness. Distraction can so interfere with judgment that unwarranted risks are taken, such as flying into deteriorating weather conditions to keep on schedule. Stress and fatigue (see above) can be an extremely hazardous combination.” References:- [1] Vol 21 No 1, January-February 1995, Flight Safety Foundation, Helicopter Safety: For Helicopter Pilots, Managing Stress is part of Flying Safely. [2] https://en.wikipedia.org/wiki/Yerkes%E2%80%93Dodson_law [3] https://www.webmd.com/sleep-disorders/what-to-know-microsleep [4] https://www.faa.gov/air_traffic/publications/atpubs/aim_html/chap8_section_1.html About The Author: Capt Peeush Kumar is a certified Type Rating Examiner (TRE) on H145 Helicopter managing Flight Operations for anon-scheduled operator. He is a certified Experimental Test Pilot (Rotary Wing), and an active author for various aviation periodicals. Hispaper about Fight Testing orientation

Unforeseen turbulence can disrupt any industry and the COVID-19 pandemic certainly gave the aerospace industry a shake-up. However, even in such uncertain times, being brave and taking a few calculated risks can often ensure can smoother flight over the long haul. Here, JPB Système CEO, Damien Marc, explains how inspiration from President Macron helped him and others navigate unchartered skies. Operating within the aerospace sector for almost 30 years now, I have experienced many peaks and troughs; a constant cycle of adversity and triumph that upon reflection, makes me proud of not only personal achievements but the growth and adaptation of the industry as a collective. The old saying ‘when the going gets tough, the tough get going’ certainly applies in our area of industry, with those who are characterised by a willingness to take calculated risks, challenge the status quo, and seize opportunities for growth and advancement typically among those that succeed in flying higher and for longer. The most significant challenge in recent memory was of course the COVID pandemic of four years ago.There’s never a good time to confront a pandemic, but for our company, it came at a particularly poor time, shortly after we had just commissioned a new facility as well as two announcing new product solutions. However, inspired by our country’s president, who as COVID struck, encouraged manufacturers to ‘be brave’, and trust that our government would support us, we decided to proceed with our plans. With the president’s words ringing in our ears, we – with a little bit of trepidation – pressed on with the construction of our new facility and drove forward with the new product solutions.Probably like a few other companies trying to get ahead of the curve, we also decided to over-stock on materials so that we could react quicker upon the industry’s recovery. Although aware that the cash conversion would be degraded from the decision to overstock ahead of the actual need, we were keen to maintain customer satisfaction and not lose business. It’s probably fair to say that those employers who – despite operations slowing down – managed to retain their staff, are probably the ones who are impacted much less now that production has ramped up and re-recruitment proving a widespread challenge. This is certainly the case from our perspective. Meanwhile, the president’s call proved to be more than just empty words. Recognising those whose ambitions aligned with their goals to support innovation and accelerate the transformation of key industry sectors, the government recently awarded funding to manufacturers to develop new product solutions and invest in advanced manufacturing technologies to create them. With 60% growth since 2019 and over 60 new hires, 2024 sees us look proudly to the opening of our new production facility, which via an advanced Industry 4.0 enabled platform embodies our vision for the future and supports our drive to invent and diversify for decades to come. This success would not have been possible without us taking some calculated risks here and there but I’m sure we are not alone in being unafraid to make the occasional bold business decision. Every challenge requires a different solution for sure, however recent experiences have taught us that there is a certain amount of truth in the adage that fortune favours the brave. (Damien Marc is CEO of JPB Système, a leading manufacturer of efficiency-enhancing technology solutions for aerospace, aeronautic and other industries, and supplier to the likes of Safran, Pratt & Whitney, GE and Rolls-Royce.Views expressed are personal.)

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

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