Interview

Delhi based Helicopter Company Syandan Aviation started a unique pilgrimage heli-services catering to services between Delhi- Khatu ShyamJi and Salasar Balaji. The six-seater helicopter Bell 407 will operate daily from Rohini Heliport, Delhi and will provide all inclusive services to the devotees. At the inauguration, Mr. Abhinav Sahay, MD, Syandan Aviation in a candid interview with Vishal Kashyap, Managing Editor, Aviation World shares his views on the the new services and the other operational details… Excerpts.. What services does Syandan Aviation have started in its helicopter operations? Syandan Aviation has launched a daily helicopter service between Delhi and Khatu ShyamJi and Salasar Balaji in Rajasthan.We would be completing this round trip in 6 hours including time for VIP darshan, travel and transport from helipad to temples, lunch and time for rest and rejuvenation. We are hoping that this time saving trip is going to provide an option to pilgrims and devotees from Delhi that they did not have previously. What is the tariff that you have kept for this particular round trip? Right now every seat is priced at Rs.95, 000/-. It is a full package which covers end to end costs including your transportation from helipads to your temples. The amenities that we are providing at Khatu ShyamJi for devotees after their more than hour long flight to freshen up and get ready for their temple darshan. The costs involve arranging VIP darshan, prasad, bhog and obviously the transport from helicopter. So all of that is included in this package. Everything is taken care of, once you step into our helicopter at Delhi then it is our responsibility to bring you back while keeping you safe, comfortable, well fed and spiritually aligned till we drop you back to Delhi. T To operate in this segment which type of helicopters you are using and also what’s the seat configuration? Currently the helicopter that will be used routinely for this service or it has been year marked for this service is Bell 407.There are 6 passenger seats available on Bell 407 which means that at least 6 seats will be available every day for this round trip. What will be the operational schedule? We are planning to operate this flight at least once a day and the time is likely to be 9.30 AM. Initially, we are trying to study the market and see how the market adapts to this service and depending upon the response that we get we can also consider introducing another aircraft for this service. It can be also modified as a customised charter service or like a shuttle for different passengers if required? Yes, it can also be a charter service. Since there are only 6 seats available on the daily flight, right now we want to take as many people as possible and give them the experience of flying on this. As VIP charters are a completely different equation and a different service that we offer and that service is available via a completely different port. Tell us a bit about the company Syandan Aviation? Syandan Aviation is a start-up found by professionals who have had legacy experience of aviation sector, have studied and participated in the Indian aviation sector for some time and they are now looking to contribute to the growth of the rotor wing aviation sector in particular. That is where Syandan Aviation comes in. We are looking to work not just alone but along with our partners such as Skypulse to, as the idea is to transform the rotor wing aviation sector. What’s the expansion plan of your company? We are focusing on three service deliveries or three business verticals. One, obviously is the religious pilgrimage network expansion, second is the air ambulance network setting up and third is the general regional connectivity through rotor wing helicopters.

“CAE is not just about developing a state-of-the-art full-flight simulator; it also provides world-leading training for pilots, maintenance technicians, cabin crew and air traffic controllers” According to CAE’s biennial Aviation Talent Forecast, an estimated 1.5 million civil aviation professionals will be needed worldwide by 2034 – with the largest percentage required in the Asia Pacific region. The comprehensive 2025 edition of the forecast analyzes the need for pilots, aircraft maintenance technicians, cabin crew, and, for the first time, air traffic controllers, predicting that 71,000 controllers will be needed globally over the next 10 years. At the recently concluded International Paris Air Show, Mr. Michel Azar-Hmouda, CAE Division President, Commercial Aviation in an exclusive interview with Vishal Kashyap, Managing Editor, Aviation World shares the insight of CAEs presence into India and the plans ahead on the map. Excerpts… Q: CAE published the requirement of talent forecast needed over next 10 years. So, would you elaborate in details, about this forecast and specific to the numbers for Asia, and India in particular? A: I will share with you the mechanics around and how we look at this forecast in terms of a 10-year view. There are really two components to it; one is the aircraft deliveries coming to a specific region. Based on how many aircraft are coming to a region or country, we work out on the required numbers of cabin crew, maintenance crew and pilots that will be required. In the Asia-Pacific region, of course, India plays a major part. It’s clear when you look at all the announcements and the growth that’s happening in the country. The second component to how we calculate our Aviation Talent Forecast is that we look at the demographic of the active workforce today that’s providing the current manpower; whether it’s pilot, maintenance, or cabin crew. We look at when are some of these people are expected to retire, when we believe some of these people will leave basically, we look at the anticipated turnover. After looking at these two sets of data, we map out expectations in terms of how many people are required to be hired and trained over the next decade. Asia-Pacific is the region in which we see the most demand in terms of pilots: we calculate that, some 100,000 pilots will be required in the Asia-Pacific region alone over the next 10 years. This talent forecast helps us at CAE, to strategize priorities, although of course, our customer needs are also a main vector for our strategy. Both these elements help us identify where we need to grow our infrastructure in terms of training centres and number of simulators so as to be able to train the required number of pilots and help them achieve their career goals while also supporting the airlines to make sure that they have the employees needed to operate safely. Q: What types of simulators does CAE have in India? A: We have a mix of simulators at training centers in India. Most are for the Airbus A320, as that’s the most common aircraft operating in India right now. We are also looking at adding an Airbus A350 as IndiGo has announced ordering those aircraft and of course the simulators have to be in place before they take delivery of the aircraft so that the pilots are ready to fly. We also have Boeing 737 MAX simulators which supports Akasa Air and some of Air India’s needs as they ramp up their own capacity. We also have ATR 72 -600 simulators, which supports IndiGo’s regional fleet. Q: New airlines are coming up in India and the existing ones are also adding new aircrafts gradually. This is creating demand to enhance training infrastructure. How do you see that situation? A: At present, CAE, including its partnership with IndiGo, has 17 full-flight simulators in India based at three locations- Greater Noida, Gurugram and Bengaluru. Eventually, we hope to add simulators to expand training capacity. We are also enhancing our presence in cadet flight schools – we do already have a presence in ab initio training in India. Working with regulators is also extremely important. At the IATA AGM in Delhi, I met with some of the DGCA officials and we’re moving forward towards getting MPL approved in India. MPL (Multi Crew Pilot Licence) Training Programme is basically a programme in which less time is spent in a flight school and more is spent in a simulator. With this programme, the infrastructure requires more simulators versus more flight schools – and adding simulators is a little simpler to implement than creating new flight schools. This will help us provide more volume of training for the future generation, mainly on the pilot side. Q: So, you talked about the cadet training programme. Can you highlight about the CAE IndiGo Cadet Pilot Programme that is in India? A: We have a cadet programme in India with IndiGo based out of Gondia in Maharashtra. This dedicated facility for ab initio pilot training welcomes a little over 100 cadets per year. They train on Diamond 40 and Diamond 42 aircraft. The training at Gondia is the first phase: students come with zero hours of training and we train them to become a pilot. Then, they go to CAE’s New Delhi (NCR) Greater Noida – CAE Simulation Training Private Limited (CSTPL) training centre, and are trained to become first officer to go fly for the airline. Q: Is there any further expansion plan for the flight school? A: The expansion plan we’re looking at currently revolves around the simulators especially if the MPL programme goes ahead. If it gets approved, a lot more simulators will be required. So, we’re trying to focus on and prioritise the training centre footprint expansion. As for the ab initio flight school side, we may do more partnerships instead of fully owning and operating them. Q: With presence of other Sim operators and with new one coming, do you think that the India market is getting

In this exclusive interview, Mr. Subhas Menon, Director General, Association of Asia Pacific Airlines (AAPA) shares his insight with Vishal Kashyap, Managing Editor, Aviation World on key topics of the Aviation sector and the role of his organisation in addressing and resolving issues of its member airlines impacted from the global challenges. Excerpts… As DG of AAPA, what are the priority areas for your member airlines? Priorities are always Safety, Sustainability and Seamless air transportation. Civil aviation was established more than 80 years ago as a force for the good of humankind. Aviation would not have thrived as it has if not for the dedication to safety. Sustainability is not only environmental protection but also safeguarding food and energy security as well as making sure that the wellbeing of future generations is also safeguarded. Air transport is an integral part of the global economy but must not be unduly inhibited for it to work its magic. How does AAPA contribute towards addressing the issues of its member airlines? AAPA proposes the annual agenda and the Assembly of Presidents of the member airlines endorses it for AAPA to deploy the annual plan. The aviation world is dynamic so AAPA adapts to the changing needs. For instance, reciprocal tariffs was not the issue when the Assembly of Presidents considered the outlook for 2025 in November 2024. But we must incorporate this subject into our advocacy programme as it strikes at the very core of the industry’s raison d’etre – Connectivity, Global Trade, and Sustainability. At present, how many airlines in the region are members of AAPA? Does your body work specific to local regulatory issues as well? We have 18 members. Sometimes we consider local regulations especially if they depart from global standards and ICAO’s agreed structures. Consistency and connectivity are the main principles we consider regulations by. In a recent report issued by AAPA, it mentioned that airlines across APAC demonstrated financial resilience in 2024.What are the probable reasons for such numbers? Air transport is often a socio-economic necessity in APAC which is neither a contiguous, nor compact region. Other modes of transport are poor substitutes. Air transport and the economy have a symbiotic relationship. On both fronts APAC growth is double the global average. Trade and tourism are the bread and butter of the region. With the largest youth population, air transport is the perfect conduit for the most dynamic region in the world. Air India is also a member of AAPA. Due to the major incident last month, do you find the airline’s operational goodwill has been impacted? It was a very unfortunate incident, and our hearts go out to all those impacted by this very sad event. We must wait for the final report by the AAIB to understand how such tragedies can be avoided. Air transport is the safest mode of transport because it has always improved its safety record. Information and best practices are shared so that we improve continuously. In comparison to other geographical regions, how do you see the aviation potential in APAC? How is India performing in comparison to other states? APAC is the fastest growing air travel and cargo market. By 2050, it is expected to account for more than 40% of all air travel and freight transportation. After a buoyant and profitable 2024, the region is still growing in 2025 by double-digits. This is amid the threat of unprecedented tariffs, as well as geopolitical and trade tensions. The underlying factors are all positive for APAC. India was the first market to overtake pre-pandemic levels of traffic and is still growing strongly. India’s civil aviation authorities have a robust and regenerative vision for the county’s aviation landscape to satisfy Indians’ penchant to connect with the rest of the world and to open India for business, as well as tourism. The world is now her oyster from AAPA’s vantage point. Cargo is getting impetus as well but is it achieving the projected/expected FTK? Cargo is often the barometer for the world economy. There is a lot of uncertainty in the world economy. Air cargo growth has moderated as a result. Furthermore, tariffs affect exports which affects trade and air cargo. Nevertheless, where one door shuts, two other windows of opportunity spring up elsewhere. Intra-regional cargo-flows and those to/from Europe and Latin America are looking buoyant. The upcoming APASS 2025 in Manila will focus on “safety”. With so many aircraft incidents in recent times, does it impact the reliance over air safety as people fear to travel with certain types of aircraft. How can one reinstate such trust factor? APASS 2025 is timely and in line with what the industry has always done: Put Safety Front and Centre of everything that we do. By sharing best practices and enhancing collaboration across stakeholders, we get better and better at what we do. We also need to communicate with consumers and the travelling public on our efforts, which is why we are inviting members of the media. What are the future plans of AAPA? Also, what’s your projection of aviation growth for the coming years? Focus for the year is on damaged supply chains and frequent air space closures which have implications for safety, sustainability and seamless connectivity. The continuing supply crisis is a drag on air transport growth, environmental performance and efficient operations. Operating older equipment also retards carbon emission reduction. Air space closures disrupt and prolong flight times when flights are diverted impacting safety and sustainability. This industry’s success has a lot to do with efficient supply chains by taking advantage of free trade. Tariffs undermine supply chains.

At the Media Reception hosted by Embraer during the Paris Air Show, Vishal Kashyap, Managing Editor, Aviation World had a candid discussion with Mr. Francisco Gomes Neto, President & CEO of Embraer. In this brief interaction, Mr. Neto highlighted his vision for India and why this country is important for Embraer in both commercial jets segment as well defence sector . Excerpts… India is an important region for Embraer, so what all opportunities you see here? We are very excited about the opportunities in India. Recently, we inaugurated our subsidiary office in India where besides sales and marketing, we are bringing together engineering, procurement, communication, and government relations. Embraer sees lot of opportunities in Defence sector with Indian Air Force for the MTA ( Medium Transport Aircraft)project; Commercial jets, we see a good opportunity for us to replace the old turboprop, because now India is building a lot of highways. They are competing with the turboprops that are slow and cannot fly longer and we believe, we have a good opportunity for our E-Jets, either the E-175 or the modern E-195 E2. Star Air is your prominent client in India having all Embraer fleet only. Is there any query from other operators as well in India? We are very happy with Star Air as they are doing a good job showcasing our aircraft, showing how good it is to operate with jets to improve the connectivity between the cities. On new query, yes we are in talk with other airlines in India as well. What’s the objective behind setting up an office in India? It’s for our procurement team as we want to find suppliers in India to help Embraer to expand its production capacity. In addition, to prepare for localisation of the C-390 Millennium in case we win the race and also, as our engineering team are looking for opportunities to cooperate in software field, for example, where India is very good. How much optimistic you are specific for the India market? I am very optimistic and that’s why we are investing in India. We do believe, we have the best product for the Indian Air Force and also to help India to improve, to increase the connectivity between small cities, under the UDAN project.

Ashwani Acharya is a seasoned aviation professional who in last two decades has contributed and lead in some of India’s most transformative aviation ventures — from establishing the country’s largest pilot training center to heading MROs and driving innovations in aviation skilling through the associated segment leaders. A pioneer in Aviation Training setting up India’s largest Pilot Training Centre CSTPL while heading the JV between InterGlobe and CAE successfully for a decade. As a member of the core founding launch team of IndiGo Ashwani has been part of many successes. As he says that what keeps him going is a simple belief, “Aviation is not just a profession, it’s a passion and a purpose.” He aims to inspire the next generation to dream big, act ethically, and build India’s aviation future with pride. Whether on ground or in the air — the sky is not the limit, it’s just the beginning as what Mr. Acharya believes. His journey from an AME to a business leader is a testament to what’s possible when passion, perseverance, and purpose align. He is hopeful that it serves as an inspirational engagement for young aspirants in the aviation ecosystem — especially those in technical roles — to dream beyond boundaries and rise to leadership.In this special series, we bring this exclusive feature derived from the candid conversation with seasoned Aviation professional, Ashwani Acharya, who in Indian aviation is well known as an aviator, entrepreneur, engineer, executive management expert and a mentor. He explains his real life experiences and thoughts on the present status and what need to be done to make Indian Aviation sector more successful. He possess loads of leadership knowledge spanned over two decades of active presence in aviation industry. Vishal Kashyap, Managing Editor, Aviation World curates this exclusive feature highlighting the thoughts of Ashwani Acharya, who is a role model for many aviation enthusiasts.What keeps me going is a simple belief, “Aviation is not just a profession, it’s a passion and a purpose.” This is what Ashwani Acharya thinks about his professional journey. For him, the journey began with a passion for machines and flying — a fascination that turned into a profession when he pursued Aeronautical Engineering and later became an Aircraft Maintenance Engineer. He recalls, “ Back then, aviation was seen as niche and inaccessible. Today, with increased connectivity, the growth of LCCs, government push through initiatives like UDAN, and the emergence of robust training ecosystems, aviation is more aspirational and within reach.” “There’s significantly more awareness, structured career paths, and international exposure available to young aspirants,” he adds on. So, how did the transition came? Ashwani Acharya wear’s many hats and every journey has a notable script which one follows. He narrates, “The transition has been both organic and intentional. I began my career as an engineer with a deep focus on technical excellence, but I always had a curiosity about the larger picture — operations, strategy, customer experience, and leadership. Over the years, I consciously embraced roles that pushed me beyond my comfort zone. The key lies in being a lifelong learner, building strong teams, and maintaining a razor-sharp focus on value creation. Leadership, to me, is about empowering others, taking bold yet informed decisions, and being resilient in the face of uncertainty.” THE STEP TOWARDS AVIATION After years of leading high-impact aviation ventures and scaling businesses, Ashwani Acharya took a conscious step back from the corporate grind to reconnect with his deeper passions. He immersed himself in theatre and acting, rekindled his love for travel, and allowed space to pause, reflect, and renew. This intentional break was not a retreat, but a reset—a time to recharge creatively and emotionally.During this period, Ashwani also gravitated back to his first love: fixing planes. His hands-on engagement with aircraft maintenance and engineering reminded him of the roots of his aviation journey. With a fresh perspective and entrepreneurial spirit, he emerged reinvigorated, ready to chart new paths—combining creative expression, technical mastery, and business leadership. THE PROFESSIONAL JOURNEY In his own way of narration, Ashwani Acharya says, “Adaptability stems from self-awareness and clarity of purpose. When making a career move, it’s crucial to know why you’re doing it — is it for growth, challenge, learning or impact? Once that’s clear, stay humble, listen more than you speak in the beginning, and quickly understand the culture and dynamics of the new environment. Being open to unlearning and relearning is vital. Every experience adds a new dimension to your leadership toolkit.” INDIAN AVIATION AND WAY AHEAD While the growth is exciting, one must not overlook the gaps — particularly in infrastructure readiness, skilled manpower, and regulatory pace. There’s also a risk of overcapacity if the ecosystem doesn’t grow proportionally. One needs to address pilot and engineer shortages, ensure financial sustainability for smaller players, and build world-class MRO capabilities indigenously. Policy consistency and industry-academia collaboration will be the pillars that determine whether this growth is sustainable. It’s been often seen that there has been mass transition in manpower particular in the Aviation sector as being the highest skill set sector, sometimes it becomes very tough to adapt everyone who need s a job. The survival is the key and to make it more successful, one need to have equal say in the process of development. Well, ironically sometime exploitation of manpower specially in the skilled category is being noticed which is alarming. Ashwani Acharya says, “That perception, though historically grounded, is changing. Indian AMEs are globally respected for their skill, dedication, and adaptability. However, the remuneration has not always matched the responsibility they shoulder. With the growing demand, evolving regulations, and India positioning itself as an MRO and aviation training hub, I see a definitive shift in valuation of skills. The next decade will belong to those who can upskill, think globally, and deliver with precision. It’s time we move from being a low-cost to a high-value aviation workforce.” Looking ahead, as he mentions,” I am deeply excited about the tremendous potential of the

Having spent over two decades in Business Aviation, worked into multiple verticals and taking up various roles, the journey has been good enough for Mr. Abhishek Kumar. He happily accepts that he feel blessed in life to get all good opportunities which shaped his career. Within the time span, he has played a very key role in all his assignments which has achieved him an accolade from the industry peers. In this candid interview, Mr. Abhishek Kumar, Business Leader talks with Vishal Kashyap, Managing Editor, Aviation World about his Aviation journey and shares his perspective on the evolving sector. Excerpts… Q: Tell us about your journey into Aviation? How you started and about your professional associations? A: I started my career in 2004. My first assignment was with a company involved in trading of aircraft parts and consumables. I was there on a short term contract to prepare a software for that company to minimise the wastage of consumables. I made a software using FIFO (First In First Out) method and it worked well and saved a lot for that company. Started working with OEMs like Honeywell, Recaro Seats for their projects in India (As their authorised service center). This helped me to setup Spare Parts Business Unit in one of the leading MROs in India from scratch and converting the same into profitable entity. I learnt the nuances of maintenance which further helped me to shape up my career in another MRO in New Delhi. Having learnt trading and maintenance the next step was to see what happens on the other side. So I joined one of the leading charter management company who just took over a NSOP. Worked tirelessly to add 11 aircrafts on the AOP during the COVID period. Q: You have played an instrumental role at senior management level. How has been the experience in terms of opportunities and responsibilities? A: If you ask me, I have been lucky enough to get the opportunities which shaped my career. I always believed in upgrading my skills. I would have been a software developer till date working on the coding side if I would not have taken the opportunity offered to me to join the sales and operations. I take the current opportunity and start working on my next level skill development. Starting from day one, I was responsible for complete P & L which helped me to take the risk and it really boosted my career. If you have to reach at top, you must have the appetite to take the risks. Being responsible for complete P & L gives the leverage to interact with various stake holders within the organization and it gives you overall BIGGER picture which normally one doesn’t see working in silo. Secondly I am a firm believer of two things which really helped me to get these opportunities. FIRST : It is important for you to know WHAT NOT TO DO even if you don’t know What to do next ? – It simply means I am very clear what all things I don’t have to do come what may. I have been a learner and keep learning new things and hence don’t know what will come next and what to do. But based on my learning and experiences, I have a list of what not to do and it really helps me. SECOND : Focus on your own growth. There is a proverb in Hindi “ Tumhara kiya tumhare saath and mera kiya Mere saath). Again I am a firm believer of this and it has helped me a lot during my last 20+ years journey.   ” It’s important for one to know WHAT NOT TO DO. Several people will tell you what to do but no one tells you what’s not to do and actual success lies in knowing this fact.”   Q: There has been complete transition in Business Aviation in terms of number of aircrafts, business volume, type of pax, etc. How do you see the evolution and what next is projected? A: The recent transformation in Business Aviation, marked by significant changes in aircraft numbers, business volume and passenger profiles – reflects broader shifts in the global economic landscape and evolving client preferences. More aircrafts are entering the market which are driven by rising demand from HNIs & corporates. From large cabins jets to light jets, fleets are now catering to a wider range of needs, including short haul and regional. The pandemic initially suppressed business travel but has since rebounded strongly, with a shift towards more flexible, on-demand and private travel solutions. Increasing emphasis on greener, more efficient aircraft like those equipped with advanced engines affects operational volume and costs. Business Aviation used to be dominated by corporates and HNIs but the client base now includes entrepreneurs, top executives and even government officials. High speed internet on board for remote work capabilities has become a new standard now. New airports and FBOs are being developed to cater to increased traffic. WHAT NEXT : Adoption of sustainable aviation fuels (SAFs), development of zero-emission aircraft and increased emphasis on carbon offsetting. Industry is looking forward to more flexible ownership models like fractional ownership, memberships and pay per use schemes. Client demands are increasing now to have highly personalized travel experience including bespoke interiors, tailored amenities and seamless digital interfaces. The future of Business Aviation is poised for a combination of technological innovation, sustainability abd personalized service. While the core value of offering private, efficient and flexible travel remains unchanged, the ways in which this is achieved will continue to evolve and that’s going to bring new changes and dimension in this industry. Companies that embrace digital transformation, prioritize environmental responsibility and adapt to changing client expectations will be best positioned to achive bigger in this dynamic landscape. Q: What’s your observation of Fractional ownership of Business jets in India? A: Fractional ownership in aviation in India is a burgeoning concept and it still have to evolve.

Aerospace industry leaders from global OEMs joined together recently to assess the capabilities of BMT Aerospace in India and understand how next-gen manufacturing capabilities align with this evolving landscape. With the Indian government’s push for self-reliance and the rapid expansion of the aviation sector, India presents a significant growth opportunity. To understand more on the plans of expanding its footprints in India, Benoit Reynders, CEO, BMT Aerospace in an exclusive interview with Vishal Kashyap, Managing Editor, Aviation World discuss in details about the present capability, its sister concern IGW in India, future plans of investments and expansion and many more topics.. Here are the excerpts of the interview: What does BMT Aerospace manufactures and what presence does it has into India? Let me start off with a quote, “I would say every two seconds in the world there is an aircraft taking off with parts of the BMT Aerospace.” We are a company which is specialised actually in making geared parts and we have presence into three locations, Belgium, the United States and Romania. We are the single source, first tier to Airbus for making the rack and the pinion, which goes into the slat system. So the full slat on an Airbus is made by a Belgian consortium, where BMT Aerospace makes the rack and the pinion which are having teeth and are actually the most important part to move the slat in and out, which generate more lift when it’s operating at lower speed. That’s the first very important part we are making. Secondly, we are active almost on all important jet engines in the world. In the jet engine, there are gears on three locations. You have the inlet gearbox, which is part of the central axis so that driving power, you need to take that. It goes through via the inlet gearbox, through the transfer shaft or the drive shaft to the AGB. The gears which are provided on the AGB, so the inlet gearbox and the AGB auxiliary gearbox which are very important for the aircraft because they generate all kinds of electricity or power to the aircraft. The gears which are sitting in there, BMT Aerospace provides them for most of the well-known engines in the world. We talk about the LEAP engine through Safran; Pratt & Whitney engines, the GTF; the Rolls-Royce engines. We provide both for commercial as well for military platforms as the F-35, F-16, and so on, where we provide these gears. And then as a last platform, we manufacture gears for helicopter systems. What’s the expansion plan of business presence in the future in India? First of all, it’s not BMT Aerospace, which is active for the moment in India. Its sister company which is part of the same holding called IGW( Industrial Gears Watteeuw) , a global manufacturer of gears and gearboxes and which is making today already around 30,000 gears a year out of India. These are industrial gears that are used in agriculture but not yet aerospace gears. As a company, BMT Aerospace believes that the Indian market will be one of the prime aerospace markets in the future. And it’s going to be very important to be able to support OEMs like Safran and other players there locally. A couple of weeks ago, the big players like Safran, Honeywell and others joined us to look at our industrial facility and to see what we have there and to see the potential we have as a company. We would like to start these aerospace activities as soon as possible, or starting as a greenfield by our own, close to our sister company or with a partner. We’re still investigating what is the best option for us, the best way. We are talking to some partners as well as we speak, but it’s not a secret that BMT Aerospace will start aerospace activities in India. Of course, it will take a bit of time because the quality and the technology used is not that simple. We will start with simple gears, try to have some volume there to get the people know and acquainted with the process and then start growing and do more complex gears for complex gearboxes. In which part of India you are looking forward to expand or make your presence? Are you also in touch with state aerospace department? We are looking at two locations in India, first at Pune and second at Bengaluru. We visited our own site with our customers in Pune, where they have a special economic zone for aerospace activities. We are not in contact with the government, but if we would do big investments ultimately we will be in contact with the government. And then we are looking as well, last week we were in Bangalore, where we have been visiting some possible partners that we could join with. Would it be a part of Make in India initiative? IGW is already part of Make in India initiative and I believe that it fits right away in there as well. We want to produce in India because we believe that India is an emerging market, the country has very smart engineers. What kind of investment that you are looking at in India and second, how about employing the Indians? First of all, to put a full aerospace integrated plant we need to look at an investment around 50 million, 50 million Euros. That’s a full plant but of course, you don’t do it at once. We will be gradually build up that plant in due course within 5 to 10 years of time line. We will start to build up capacity starting with simple gears and then moving up the chain more difficult gears. On the employment side, for the kind of investment of around 40-50 million Euros, we would approximately require around 200 people blue collars workers in such a plant. That’s a bit the numbers we have, the factors we have in Europe. What are

At the 55th edition of International Paris Airshow, German aircraft manufacturer, Deutsche showcased its revolutionary D328eco® aircraft mock-up, with the enhanced customer experience centre. The 40-seater turboprop has already garnered a lot of interest from the regional aviation sector due to its various new initiatives like low-emission propulsion system, advanced avionics and ergonomic seating with intend to elevate passenger comfort. In an exclusive interview, Nils Heuer, Sales Director, Deutsche Aircraft speaks with Vishal Kashyap, Managing Editor, Aviation World on the various aspects of the aircraft. Excerpts… Tell us about Deutsche Aircraft and the new D328eco? Deutsche Aircraft is a German aircraft manufacturer based in Oberpfaffenhofen near Munich in Germany. We build on the heritage of aircraft pioneers and Dornier’s reputation for design, quality and innovative aircraft solutions. Dornier was one of the founders of the German aviation industry that had its headquarters in Oberpfaffenhofen and that developed the original Dornier 228 aircraft. We are now bringing it back to the market as the improved and stretched Dornier, i.e., D328eco. What’s the USP of D328eco aircraft? The D328eco is the first new regional turboprop aircraft in the 21st century. If you look at other aircraft in this size category in the market, they are mainly based the technologies from 30 years ago. For the first time in the 21st century, we are really developing a new regional turboprop aircraft that comes with the Garmin G5000 Prime flight deck which is unique in this kind of aircraft category and the very modern and efficient and reliable Pratt & Whitney PW127XT-S engines. What are the seat configurations and key features of D328 Eco aircraft? It’s a 40-seater regional aircraft that brings comfort to the regional aviation world for the passengers. At the same time for the airline operators it delivers the right economics. It’s a very efficient aircraft where lot of focus is on reducing the operating cost in general and maintenance cost of this aircraft in particular. With a new engine, the advanced aerodynamic design of the wing and the fuselage, it achieves a very low fuel burn for this aircraft. At the end, it helps to achieve the right operating economics which are important for regional airlines that operate such an aircraft on low demand routes. What is the production schedule and what are the delivery timelines? This aircraft will be certified in Q4 2027 and delivery will start thereafter. We are developing this aircraft in our headquarters in Oberpfaffenhofen near Munich and the production will take place at our new final assembly line in Leipzig which is currently under construction. Our maximum production capacity will be 48 aircraft per year. Which markets you are looking as your priority market? We are looking at three types of markets. On one side, what we call the replacement market. These are established regional aviation markets like North America, Europe, Australia where we have an existing regional aviation industry. But thee airlines are flying today 25+ year old aircraft that are not in production anymore and inefficient and expensive to maintain. So, we are targeting the replacement of these aircraft. Then, we are targeting growth markets like India which is one of our key markets. We see a lot of potential and thanks to the development and the support from the government with the UDAN scheme that helps now establishing better regional connectivity for the Indian people. There is a big potential to serve the Indian communities, especially in the areas where you have challenging operating environment like in the north and in the Himalayan regions as well also in regions where tourism plays a role for example the Lakshadweep islands. D328eco could be an ideal aircraft to link these islands. The third segment we are targeting with the D328eco is what we call the multi-role segment. So, applications in the field of air ambulance, firefighter, cargo transport also maritime patrol or ISR applications. The original D228 used to be very successful already and we are also convinced that the new D328eco will be successful in this field. What are the key modifications made on this aircraft? In general, this aircraft brings the right performance for regional aviation which mostly operates in challenging environment. One such issue always faced is the shorter runways because their might be constraints due to various reasons. Our focus is that D328eco has good so-called short take-off and landing (STOL) performance and it requires only 800 metres short runways and you can achieve 70 per cent load factor and still have a range of 250 nautical miles. We have a dedicated cargo area at the back that has plenty of room to store bags from the passengers. There is also a completely new redesigned cabin now with large overhead bins so that passengers can also take their carry-on bags, trolley bags and put them in the overhead bins. With two to three years of delivery timeline how do you look forward to capitalize market like India? The 328eco has some special performance characteristics that make it really unique for India. It allows Indian regional airlines to fly to places where other aircraft can’t go. As I mentioned above, it can operate in the Himalayan regions because it has a 30,000 feet ceiling, that’s the highest ceiling in its class. It has the highest climb rate in its class, and also the highest single engine ceiling, its outstanding performance characteristics allows airlines to develop markets where they’ve never been able to go before. And then on the other side, if you look at especially touristic regions that the Indian government wants to develop and promote. For ex, Lakshadweep Islands, where D328eco could be used to serve these small islands as bigger aircraft can’t operate due to runway constraint and insufficient demand. What would be crew requirements and seat configuration? It’s a 40-seater aircraft and the global practice is to keep a single cabin crew also inside. The seat configuration is in a 2+1 format where we have two seats

IndiGo, India’s largest low cost carrier recently hosted the 81st IATA AGM in Delhi. The opportune moment was also used by the airlines to share its ambitious expansion plan to the global media. At the pre-event media briefing, Mr. Peter Elbers, CEO, IndiGo in an open house interaction answered various questions which explained the vision and long terms plans for its future operations. Vishal Kashyap, Managing Editor, Aviation World also was part of the media briefings and he compiled the key interactive points for the reader’s. Excerpts… Media: Recently, IndiGo has recently stepped into setting up MRO facility in Bengaluru. Also, it has committed to replace 10% of ATF by SAF by 2030. So could you highlight a bit more on these developments? Peter Elbers: If you look to the aviation ecosystem in India, compared to where Indian aviation is going, a lot of that work on the MRO side is being done basically outside India. I think the opportunity is in India itself, with the young & highly skilled population and limited facilities really when it comes to the MRO. The opportunity really is out there and one need to start building it and in the model which IndiGo had years ago, six year leases and then planes were returned, is also changing. We keep planes longer as we get quite a lot of aircraft coming in. The opportunity here to start really building our own MRO infrastructure is a fantastic opportunity and we take some help from people with experience who did that in the past. In Bangalore, we have taken 30 acres of land for the same purpose but it will take time to be developed. It’s really an important part of the journey we’re doing and aligns with Indian government vision to build up our own capabilities and our own resources here in India itself. When it comes to fuel and stuff, I think it’s complicated a there is still the lack of availability. I think here the opportunity actually for IndiGo is the investment we make in keeping young fleet. Our airline in row has the lowest emissions and the youngest feet among all the operators. The reality in terms of what are exact numbers and percentages, I think that will further evolve over time. Media: As you expand overseas, what would be your value proposition as you enter these new markets? Peter Elbers: If you look at the product proposition IndiGo is having domestically and in the region, in fact, it’s an extremely valuable product proposition. Let me take an example of Singapore. Three years back, IndiGo was operating from three different cities in India into Singapore but today, we fly to nine or ten cities in India into Singapore and attracting a lot of Singaporean travelers as well. I think the opportunity here for us really is making sure that our network is a fantastic USP. The proposition we have from Dubai to travel pretty much anywhere into India, either direct or with a one-stop solution is in itself a wonderful product proposition. Then we are adjusting our product and creating a product for some market segments, the aspirational traveler, which has a premium segment as well, our business class and Indigo strategy.As we expand further, towards Manchester and Amsterdam, the fleet will include hot meals as we are adjusting our product to the routes and the regions we operate. Media: How do you rationalize the cost along with extended services to the newer routes? Peter Elbers: The journey we’re on is tailor-made our product to the markets we operate, keeping the basics and the foundations of IndiGo there, and with that, keeping ordering affordable fares. I think we have not, even for our European expansion, this hasn’t come like, let’s get some planes to start flying to these destinations and we’ve been prepared for this.The code shares, which we have been doing in preparations, we have been doing code shares from others with a lot of European airlines.. Media: Any routes you have decided to start from Noida Int. Airport and Navi Mumbai? Also, any plans to start cargo operations from there? Peter Elbers: The number of precise destinations will be announced in due time as we’ve made a path where we have committed with New Delhi to international flights and building up a significant domestic network. So, allow us time to disclose what exact routes we will be operating from there. And clearly, the cargo opportunity is there both at the domestic and international routes. We have three of these narrow-body freighters in operation as of now and when the 350s are coming, we will have a lot of cargo capacity. Building up a cargo proposition from having a domestic network into flying cargo is a very different proposition. I think our product and our proposition will help us to participate in that market itself. Media: How much confident you are in terms of timely delivery of newly ordered aircraft and its type? How do you see connecting the newly announced international routes? Peter Elbers: From India, Manchester and Amsterdam is a good choice for IndiGo. But London clearly is part of that huge network. We are not going to disclose exact city now. On aircraft delivery, when we started with 350s and we made the order, the announcement was significant enough to make an record into our international and long-range flight and prudent enough to keep focusing also on the very core of the company., I’m not sure how I can visualize that, but there’s a foundation of having like 400 narrow bodies aircraft. We serve every three days, one million customers and that’s why we are in hurry as India’s domestic market is growing and growing and growing. We also have confirmed order of 30 wide bodies, which we placed last year, which starts to allow us to go into those markets. Are we confident on Airbus? We should be confident on Airbus and when it comes to

In-flight internet connectivity is one of the most important services offered to the premium customers while onboard these days by the operators. It’s also important to know how this system works and who all provides such services. Mr. Claudio D’Amico, Vice President of Strategic Market Engagement, Business Aviation at Viasat, one of the global leader’s in providing in-flight connectivity for the business aviation industry in an online interview with Mr. Vishal Kashyap, Managing Editor, Aviation World explained his company’s latest developments from tech innovations to partnerships and what to expect from the rest of 2025 and beyond. Excerpts… Q: What services does Viasat provide to its customers? Also, what types of products are available to support these services? A: Viasat is a leading in-flight connectivity provider for the business aviation industry. Our reliable, consistent and high-performance solutions are onboard over 5,000 private jets worldwide, keeping our customers connected wherever and whenever they fly, from the busiest airport to the most remote locations. We recently launched JetXP, which delivers our best ever in-flight broadband experience to business aviation customers. It unleashes the full power of Viasat’s global Ka-band network and harmonises our service offering following our acquisition of Inmarsat. It truly offers the best of both worlds, marrying a range of combined strengths: from our powerful capacity and reliable global coverage to our advanced network management techniques, trusted expertise and world-class innovation. Importantly, it also brings our legacy Jet ConneX and Viasat Ka services together under one unified brand. Hundreds of customers have activated JetXP since it launched in October 2024, showing a strong market uptake. These early adopters are reporting an even higher quality of experience and snappier internet, with speeds that exceed 100Mbps over Europe and other regions, without compromising on our trademark consistency, reliability and seamless global connectivity, complemented by the white-glove customer service and 24/7 support of Viasat distribution partners – Collins Aerospace, Gogo and Honeywell. JetXP service plans are available using the Honeywell JetWave, Gogo Plane Simple Ka-band and Viasat Global Aero Terminal (GAT) 5510 terminals. These will be joined by Honeywell JetWave X later this year. Additionally, we provide our Swift Broadband (SBB) service over L-band, offering reliable in-flight voice and data connectivity with global coverage that is always available to meet the core needs of users. It is a proven, dependable way to stay connected, regardless of which aircraft type is being operated or which route is being flown across the world. Our new SwiftJet connectivity service over L-band will enter commercial service this year, delivering up to six times the performance of SBB. It ensures passengers can stay connected with the ability to communicate over email, text, instant messaging and video calls, browse the internet and social media, and even enjoy single device streaming. Q: How does it work, like OEMS get the product installed or it’s the aircraft owners who looks for such add on services? A: Our business aviation in-flight connectivity services are certified on a range of different private jets and available as line-fit and retro-fit options. Honeywell’s JetWave terminal, for example, is certified on all large cabin jets and has established itself as a trusted solution to access Viasat connectivity over the past decade. Honeywell also has strategic line-fit and retrofit agreements with leading OEMs such as Bombardier and Dassault for its JetWave X terminal, with more expected later this year and beyond. Gogo’s Plane Simple Ka-band terminal has received Supplemental Type Certificates (STCs) for aircraft including Gulfstream’s G650ER, G650, G550, GV and G280, with other key airframes expected in the coming months. Viasat’s GAT 5510 terminal is available as a linefit option on the Gulfstream G280, Bombardier C3500 and Embraer Praetors, it is also a retrofit option through Viasat’s network of authorized dealers, with Supplemental Type Certificate (STCs) on several popular airframes. Q: Do you have any customers or business presence in India as well? A: Yes, Viasat has many Indian business aviation customers, although we cannot disclose their details for obvious reasons. They are served by our trusted local partner BSNL, who is the only operator authorized by the Indian government to provision and support Viasat Ka-band services for the India domestic market. Q: What are the various types of plans offered for usage? Also the role of your distribution partners in this process? A: We offer flexible service plans to cater to varying levels of demand, with an emphasis on providing an overall quality of experience, rather than just focusing on speed. Our distribution partners, including Collins Aerospace, Honeywell, and Gogo, play a crucial role in delivering these services. They provide white-glove customer service, 24/7 support, and ensure a reliable and robust connectivity experience for business aviation principals, no matter where or when they fly. Q: Your thoughts on tech innovations and how does Viasat adapt to such practices in terms of to enhance the business jet connectivity experience? A: We recognize the importance of technological innovation and actively adapt to emerging trends to enhance the business jet connectivity experience. The development of JetXP is a prime example of Viasat’s responsiveness to customer feedback and evolving data usage patterns. It was developed following extensive consultation with customers, partners and research agencies, in addition to detailed analysis of usage trends over recent years. The results indicated that expectations around business aviation connectivity have evolved considerably. Traditional speed-based plans are now outdated, especially those that advertise a top-speed without details around when, where and how frequently it will be achieved. Instead, the business aviation industry has broadened its focus to the overall experience and that’s where JetXP really excels.Feedback from early adoptions of JetXP has been very positive. They can use multiple devices across flight routes for activities such as seamless high-definition video calls, content streaming, and even bulk file transfers without experiencing frustrating interruptions or slowdowns. And this is only the start. Watch this space, as we’re excited to share details of other exciting developments in the pipeline, such as our multi-orbit strategy, which aims to