Interview

ARLINGTON, Va., July 31, 2024: Boeing has announced that its Board of Directors has elected Robert K. “Kelly” Ortberg as the company’s new president and chief executive officer, effective August 8, 2024. Ortberg will also serve on Boeing’s Board of Directors. He will succeed Dave Calhoun, who earlier this year announced his intention to retire from the company, having served as president and CEO since January 2020, and as a member of Boeing’s Board of Directors since 2009. “The Board conducted a thorough and extensive search process over the last several months to select the next CEO of Boeing and Kelly has the right skills and experience to lead Boeing in its next chapter,” said Steven Mollenkopf, Chair of the Board. “Kelly is an experienced leader who is deeply respected in the aerospace industry, with a well-earned reputation for building strong teams and running complex engineering and manufacturing companies. We look forward to working with him as he leads Boeing through this consequential period in its long history.” “The Board would also like to thank Dave Calhoun for his strong leadership at Boeing, first as Chair and then as CEO, when he stepped in to steer the company through the challenges of recent years,” added Mollenkopf. “I’m extremely honored and humbled to join this iconic company,” said Ortberg. “Boeing has a tremendous and rich history as a leader and pioneer in our industry, and I’m committed to working together with the more than 170,000 dedicated employees of the company to continue that tradition, with safety and quality at the forefront. There is much work to be done, and I’m looking forward to getting started.” Ortberg, 64, brings over 35 years of aerospace leadership to this position. He began his career in 1983 as an engineer at Texas Instruments, and then joined Rockwell Collins in 1987 as a program manager and held increasingly important leadership positions at the company prior to becoming its president and CEO in 2013. After five years leading Rockwell Collins, he steered the company’s integration with United Technologies and RTX until his retirement from RTX in 2021. He has held a number of important leadership posts in industry, including serving on the Board of Directors of RTX. Additionally, he serves on the Board of Directors of Aptiv PLC, a global technology company and an industry leader in vehicle systems architecture. He is the former Chair of the Aerospace Industries Association (AIA) Board of Governors. Ortberg holds a bachelor’s degree in mechanical engineering from the University of Iowa.

Tata Technologies envisions a future where we are a dominant force in aerospace engineering and the partner of choice for our customers… The aerospace industry is undergoing transformative changes driven by technological advancements and increasing demand for more efficient and sustainable solutions. Tata Technologies is at the forefront of this evolution, leveraging its engineering expertise and innovative approach to redefine the future of aerospace. In an exclusive interview,Aloke Palsikar, Executive Vice President & Global Head – Aerospace and IHM, Tata Technologies shares insight on various initiatives with Vishal Kashyap, Managing Editor, Aviation World. Excerpts: Q: With projections of rapid growth, what opportunities does Tata Technologies see in the aerospace sector? A: At Tata Technologies, we anticipate substantial growth in our Aerospace business in the coming years. Our vision for the future aligns with the dynamic needs of the aerospace sector, presenting several key opportunities to drive this growth. We are actively engaged with Aerospace OEMs to enhance throughput within assembly plants by leveraging advanced technology and systems, including increased use of robotics for maximum efficiency. Additionally, we are optimizing supply chain processes to ensure a smooth flow of materials and components, reducing delays that hinder production. By driving greater digitalization across the aerospace value chain, we facilitate faster and better information flow, enabling higher output and improved operational efficiency. Furthermore, in response to the growing demand for cargo transport, we see significant opportunities in converting older passenger aircraft into freighter versions, providing a cost-effective solution for airlines. As more aircraft enter the market, the need for Maintenance, Repair, and Overhaul (MRO) services becomes critical. With our extensive experience, we see strong opportunities in both digitalization and engineering support to optimize MRO operations. Additionally, recent challenges within the aerospace industry have heightened the focus on regulatory compliance, and we are well-positioned to support our customers with their compliance and certification needs. Our proactive approach to leveraging technology, optimizing operations, and driving innovation positions us to capitalize on the vast opportunities in the aerospace sector. By partnering with our customers and understanding their unique challenges, we aim to deliver solutions that not only meet but exceed their expectations, shaping the future of aerospace and ensuring safer, more efficient, and more sustainable air travel for everyone. Q: What are the key insights on emerging trends in the aerospace industry? A: The aerospace industry has seen significant changes and emerging trends in the post-COVID world. One of the key trends is the increase in passenger air traffic, which has surged as global travel restrictions have eased. However, the supply of new aircraft remains a challenge, making it a top priority to enhance current production capacities. To meet environmental goals, there is a growing emphasis on the use of Sustainable Aviation Fuel (SAF) to lower emissions and reduce the carbon footprint of air travel. Additionally, the industry is witnessing a rise in the experimentation of alternate propulsion systems, such as electric and hydrogen-powered engines. Numerous startups are collaborating with established companies to design and test these innovative propulsion technologies. Furthermore, there is a strong focus on the light weighting of major aircraft components to boost fuel efficiency. Urban mobility is also evolving with new ideas like electric Vertical Take-Off and Landing (eVTOL) aircraft being explored for mass commute purposes. Startups and major OEMs are investing in the development of fully autonomous flights and hypersonic commercial planes, which promise to significantly reduce travel costs and time. These trends highlight the industry’s commitment to innovation, sustainability, and efficiency in response to the changing landscape and demands of global aviation. Q: What steps are being initiated towards sustainability in aerospace? A: The aerospace industry, along with its Tier 1 partners, is actively engaged in a range of sustainability initiatives aimed at reducing environmental impact. One major focus is on alternative fuels. The industry is exploring the use of biofuels, hydrogen, and electricity to significantly cut carbon emissions. These efforts include ongoing research and development to make these fuels viable for commercial aviation. Efficient aircraft design is another critical area. Aerospace companies, including OEMs and Tier 1 suppliers, are designing more efficient aircraft with improved aerodynamics, lighter materials, and more efficient engines. An example of this is the A320neo, which showcases collaborative design efforts to create a more fuel-efficient product. The entire industry is also adopting sustainable practices in their operations, such as recycling, waste reduction, and energy conservation, to further minimize their environmental footprint. Additionally, carbon offsetting has become a significant focus, with not only aerospace majors but also airlines taking action. Airlines are increasingly partnering with domestic rail and other transport services to offer seamless end-to-end connectivity with a lower carbon footprint. An example is Lufthansa’s Rail & Fly program with Deutsche Bahn, which provides seamless connectivity between long-haul flights and trains for last-mile travel. These initiatives reflect the industry’s comprehensive approach to sustainability, encompassing innovative technologies, efficient designs, and collaborative efforts to reduce environmental impact. Q: How do you plan to address future challenges and opportunities? A: Given the high growth potential in the aerospace sector, Tata Technologies is strategically preparing to address future challenges and capitalize on emerging opportunities through several key initiatives. One of our primary strategies is building scale and capacity to effectively deliver on key accounts. We are leveraging our global talent pool across the US, Europe, and India to ensure we have a skilled workforce ready to meet the demands of this dynamic industry. To address the complexity and high-end nature of future work, we are focused on constant training and skill-building. Creating a robust supply chain of skilled workforce is crucial, and we are investing heavily in upskilling and continuous education to prepare our team for the challenges ahead. Additionally, we are enhancing our offerings portfolio by investing in ready-to-implement solutions in critical areas such as Maintenance, Repair, and Overhaul (MRO), sustainability, and alternate propulsion systems. This proactive approach ensures that we can provide cutting-edge solutions that meet the evolving needs of our customers. Furthermore, we are expanding our

“Our core has been training and we strive to produce the safest and best pilots,” Khushbeg Jattana, General Manager, Simaero India International pilot training and flight simulator provider, Simaero, recently announced that it will invest $100 million in India to train up to 5,000 pilots over the next five years. The French aviation training services provider will bring in the investment in a phased manner to create training infrastructure in major Indian cities and install flight simulators to meet the growing demand for pilot training in India and the South Asian region. The simulator in the Delhi NCR facility is already under development phase and is expected to be ready by 2024 end or maximum by Q1 2025. Khushbeg Jattana, General Manager, Simaero India, in an interview with Vishal Kashyap, Managing Editor, Aviation World, explains in detail about the upcoming training facility and Simaero’s vision towards creating a world-class sim facility in India.Excerpts: Q: What are Simaero’s plans in India in terms of investment, infrastructure and strategy? A: Simaero India was started in mid-2023 with the idea of establishing a simulation training centre in India, which will also be an Airline Training Organisation (ATO). It will be a DGCA and EASA-approved centre, similar to our ATO in Paris. The training centre will feature eight full-flight simulators and the building is expected to be ready by Q4 of 2024. It will be located 15 minutes from Delhi airport, right next to the NH8 highway. Initially, two simulators will be set up in this main facility: A320 NEO and the Boeing B737 NG. We plan to expand to other types of aircraft, including the B737 MAX and ATR 72-600, within 24 months of operation. Our goal is to have at least four full-flight simulators for the Airbus A320 NEO and at least two for the B737 MAX, as the A320 is the dominant type in India. Additionally, we aim to expand our footprint in India by establishing at least two satellite training centres, each hosting anywhere from two to four simulators, creating a hub-and-spoke model in India. The first satellite training centre is expected to be operational by 2026. We are considering locations in the East, with Kolkata being a primary candidate. We are also actively considering Mumbai and Bengaluru. Kolkata is of particular interest because eastern India currently lacks any training centres. Additionally, we see potential in neighbouring countries, such as Nepal, where we already conduct business through Simaero in Paris. Q: What quantum of pilot training do you project for India per year? A: As of today, India has more than 1,700 aircraft on order and around 800 aircraft currently flying, with approximately 10 percent grounded due to logistical and engine problems. All these aircraft orders are expected to be fulfilled within the next five to seven years, before 2030. In terms of aviation and population, India is the largest country in the world by population. If you compare it with China, which now has a smaller population but 10 times more aircraft, it is evident that India will grow to a similar level. The demand for new pilots is projected to be anywhere between 2,000 to 2,500 per year to accommodate the number of aircraft being inducted into Indian airlines. Currently, around 1,500 commercial pilots obtain their Directorate General of Civil Aviation (DGCA) license annually, so we need approximately 500 to 1,000 more pilots every year. In terms of infrastructure, out of the 1,500 pilots trained annually, not more than 500 are trained in India, with approximately two-thirds of them being trained in facilities outside the country. On the simulation side, it is the same avalanche effect. This growth will necessitate more simulators and aircraft for training in our country. As the fleet grows, the requirement will become even bigger. Over the next 10 years, I foresee a significant demand and the need to triple the current simulator infrastructure in India. According to the DGCA, there are around 30 active simulators in India. On the aircraft side, we need to increase the number of Commercial Pilot License (CPL) training aircraft by five times to meet the growing demand. Q: What kind of infrastructure does Simaero have at present globally? A: Presently, Simaero, as an international group, has training centres in France, China and South Africa. We have two training centres in France: one in Paris and another smaller one in Brittany. We are opening another training centre in Paris, which will be operational by Q1 2025. The first simulator to be installed in this training centre will be an A350. We also have a training centre in South Africa and we recently opened a training centre in Changsha, China. In terms of infrastructure, we plan to have eight full flight simulator in Delhi NCR and at least eight more at our satellite centres across India. We aim to support 16 full-flight simulators in the next five to six years. This will include a mix of A320s and the new A321XLR, which Indian airlines have significant orders for. Additionally, we will have B737 MAX and ATR 72 600 simulators. We are always open to installing wide-body simulators, as we already have A330/A340 and upcoming A350 in our training centres in Paris. Our plans are adaptable to customer requirements and we are flexible in purchasing and implementing the necessary simulators to meet their needs. Q: What will be the actual timeline for starting the facility? A:We have started our application process with the DGCA earlier this month. We expect the delivery of the building to be completed by Q4 this year and the simulators at the same time. Therefore, we aim to be ready for training by December or January 2025 at the latest. Regarding training costs, we aim to be highly competitive compared to existing facilities in India and those popular among students abroad. In fact, we plan to be cheaper than the international market. Our primary strategy focuses on initial flight training, specifically type rating, which currently sees

In 2023 we began an ambitious three-year journey to ensure ICAO is fit for the future. Our goal is to become more results-driven with a people-focused culture and way of working. We want to be transparent, accountable, efficient, and value-guided, and ensure that we are innovative and agile. We are at the halfway point of this journey, we wanted to sit down with ICAO Secretary General Juan Carlos Salazar to discuss the progress so far. Q: Mr. Salazar, thank you for joining us. To begin, we should probably ask why you decided to embark on this transformation journey? JCS: The aviation industry is facing unparalleled changes and challenges that are driven by the unprecedented speed of innovation, the heightened awareness, and the need to improve resilience in the wake of global public health emergencies, and the climate crisis, which is, in fact, just one of the environmental challenges we face. We launched this journey to equip ICAO with the capabilities and capacities it needs to tackle the issues and opportunities more effectively, to ensure we can unite and lead the aviation community towards a safe, secure, and sustainable future. Q: ICAO has named this its “Transformational Objective.” How would you describe the overall progress towards it so far? JCS: We’ve seen a lot of early achievements in all areas: people and culture, digital and operations. This reflects our collective passion, hard work, and dedication to our vision for the organization. Our first 12 months were focused on setting the foundations. We now look forward to seeing more tangible results from implementation, and soon. We are going to accelerate our efforts, with the changes bringing exciting opportunities for growth, innovation, and personal development for ICAO personnel. It’s about building upon the spirit of collaboration and excellence that defines the Organization worldwide. Q: What key achievements or milestones that have been reached at this halfway point? JCS: I am so proud of the hard work of all our colleagues and immensely thankful for their continuous dedication. For me, the highlights so far have been the development, approval, and launch of our ambitious People First Strategy and the progress in our digital transformation, especially in information security. We have also launched our new enterprise resource planning (ERP) system project and have the approval to launch several new policies and strategies that will enable us to build on these strong foundations. We’ve made significant progress with our project for managing our Standards and Recommended Practices (SARPs). This will improve the efficiency, transparency and business intelligence of the SARPs process, not only for development and updates, but also for consultation and analytics. Q: How well are we tracking against the initial goals and objectives set for the Transformational Objective? JCS: We began this journey with four concrete goals: improved collaboration with stakeholders, a transformational shift in our work culture, enhanced efficiencies of our internal operations, and simplified processes. We’re making steady progress in each area. Out of our 38 projects nine have already been successfully completed while a further 20 are in full implementation. Collaboration with stakeholders has strengthened, particularly through transparent communication and engagement, but also through policy work on agreements with third parties and the implementation of a state-of-the-art customer relationship management (CRM) software. Our culture transformation is underway with several initiatives that further promote integrity, enhanced inclusivity, and encourage innovation. In terms of simplification, we are working on an Implementation Support model to promote a more efficient and unified One-ICAO approach to support States with their aviation-related needs. The establishment of an enterprise-wide business process management system, employing the Kaizen methodology, to continuously improve internal processes, will support this simplification, particularly with the implementation of new technologies and streamlined workflows. Q: What are the most valuable lessons earned from the transformation journey so far? JCS: Our transformation journey has taught us several valuable lessons. The importance of a clear vision and communication cannot be overstated. It is crucial that we ensure everyone understands, and is aligned, with our objectives. Strong leadership commitment has driven the initiative forward and has inspired confidence. We’ve also learned the significance of engaging our employees at all levels to gain their buy-in and valuable feedback. Flexibility and adaptability have been key in navigating challenges, while celebrating even incremental wins, has kept morale high. Lastly, routinely analyzing where our priorities lie and where our resources can be the most effective, has been fundamental in sustaining our progress. This has relied on solid portfolio management and governance for the implementation of projects. Q: Recognizing that long-standing practices can make change difficult, how do you get people to embrace new initiatives and remain open-minded about adopting new ways of doing things? JCS: Just because we have always done things one way, doesn’t mean there aren’t better, more efficient ways of doing things. We have to focus on clear and consistent communication about the benefits and necessity of these changes. We also have to involve employees and stakeholders at all levels in the transformation process, ensuring their voices are heard and their feedback is integrated in our plans. We have to equip people with the skills and knowledge needed to adapt to new methods. By highlighting success stories and incremental wins we can demonstrate the positive impact of these changes, which in turn helps to build confidence and commitment across the organization. Q: What are your expectations for the second half of the Transformational Objective? JCS: As we move into the second half of our journey, I anticipate an acceleration in implementation across all transformation areas—people, digital, and operations. We’re working hard to become a results-based organization. This is already evident in our new business plan and budget structuring for the next triennium, which follow a results-based management approach. The introduction of our Corporate Performance Monitoring and Reporting Tool marks a significant leap in how we measure success, enabling us to track progress and make informed decisions. While we are likely to see many project objectives realized, it’s important to

AAL AG is one of the largest MRO in Europe and together with its partners at the airport, it can combine maintenance, full aircraft paint and full cabin refurbishment. In an interview, Natascha RODE, Managing Director, AAL Ltd. speaks with Vishal Kashyap, Managing Editor, Aviation World and briefs more about the the business presence, its extension and plans for India. Excerpts: Q: What are the core business segments that AAL deals into? A: AAL AG, better known as Altenrhein Aviation Limited specializes in maintenance of mid-size cabin jets. As a Gulfstream and Embraer Authorized Service Center we cater to all customers’ needs from an AOG to heavy maintenance, it can be a 16C on a Gulfstream or a 120 Month inspection on an Embraer.Together with our partners at the airport we can combine maintenance, full aircraft paint and full cabin refurbishment. In the recent, turbulent years, we have seen frequent aircraft ownership changes. In average, we perform 2 PPIs a month, they are always followed by a registration change. Many leave EASA world for other countries or the other way around. Aviation equals bureaucracy.Aircraft document review is a must. Aircraft must meet new registry regulations. We have seen cases where installed STCs had to be validated or removed. A visual inspection of the aircraft can save the new owner loads of stress and money. WIFI is the “new kid on the EMEA block”. There are new solutions for aircraft operating outside of the USA (not Air to Ground inflight connectivity), which provide fast and affordable connectivity. Together with our partners we develop and install new solutions for our customers` fleets. Q: AAL having served the Aviation industry for over 50 years now, how do you see the evolution of the sector? A: AAL is soon to celebrate its 100th anniversary. Since a few years we are part of the Atlas Air Service Group, who recently celebrated its 50th anniversary. Together we are one of the largest MROs in Europe. For the past years many OEMs merged and many aviation companies as well. Merging and buy-outs seem to be the way many companies take. MRO business is a tough business with low margins and high risks. Customers definitely benefit from larger MROs – we are more flexible in allocating slots at one of our bases, we have a larger pool of parts and stronger working relationships with many OEMs. Q: What’s the USP of AAL that makes it the preferred partner of its clients? A: Switzerland is not exactly around the corner. Our experience and our quality of work is what brings customers from all over the world to us. Experienced certifying staff is scarce, training is more and more expensive, however at AAL 90% of technicians assigned to a project are certified B1s or B2s. Knowledge and experience are priceless. Also, it is rare that you can paint and refurbish an aircraft in combination with a heavy check, all at the same location. We can! Q: India seems to be a new market for AAL. What are the prospects that are being projected for this region? A:There are many Gulfstream G150s and G200s flying in India already. We expect some G280s to join their “smaller” sisters soon. We already have customers from India flying to us for major checks. We are in regular contact with them, supporting them with tools, parts and suggestions during their minor checks at local Indian MROs. Q: Any plans to fully venture into India to cater to the growing business aviation sector? A: It is too early to say. At this stage we have plans to expand even more in Europe with additional capabilities, but of course Indian market is very interesting and if we would be presented with a right business proposal we would give it a go. (Interview exclusively published in Aviation World July-August 2024 Print + Digital edition)

In a candid interview,Mr. Rohit Kapur, President of Sales,Asia Pacific, JetHQ briefs Vishal Kashyap, Managing Editor, Aviation World about the current status of Business Aviation in India, the projections and the much talked about fractional ownership. Excerpts: Q: Kindly brief us about JetHQ and its business presence? A: Jet HQ is a dedicated global aircraft brokerage company with a worldwide presence. Incorporated in 2012 in Dubai, it is now headquartered in the USA, with its international office in Dubai. We specialize in assisting our clients for sale and acquisition of aircraft from the pre-owned market. With approximately 40 employees globally, we have a presence in the US, Latin America, Europe, Africa, Middle East, India and Asia Pacific We also have an in-house legal and market analytics team to assist you clients with their needs under one roof. Though we specialize in business jets of all categories, Jet HQ is also active in the sale of helicopter, turbo-props, trainer aircraft and airliners/cargo aircraft, if there is a need by our clients. Our vast global network with aircraft financers, ground handling companies, aircraft management companies, aircraft insurers etc. goes a long way and helping us to provide a holistic solution for aircraft ownership to our clients. Q: How do you see the evolution of Business Jet demand in Asia specially India in the last few years? A: Business aircraft demand in India, as in the rest of the world has seen a tremendous growth in post Covid time. In fact, the demand for private aircraft started spiking during Covid, and has steadily increased after that, with 2022 and 2023 seeing very high demand for private aircraft. The trend continues in 2024, Most OEMS have struggled to keep pace with the supply chain issues due to the disruption caused by Covid, and lead times for new aircraft have reached an all-time high of two years or more. In such a scenario, the demands for pre-owned aircraft have spiked, with the pre-owned aircraft inventory seeing an all-time low in the past few years. This is a global phenomenon. Maximum transactions have taken place in the US, with similar trends in the rest of the world, including Asia and India. Q: What’s the current Business Jet Market size of Asia and what’s the projection for next 5-10 years? A: As per a recent market report published by Asia Sky Group, the Business Jet fleet in Asia stands at 1154 at the end of 2023, which has seen a 0.2% increase from 2022, after seeing a decline in 2021 and 2022, mainly due to decrease of aircraft from Mainland China. The global average growth of business jets is predicted to be 4.4% for the next five years, as per the Global Jet Capital report. Q: In terms of aircraft type, which category is mostly preferred by Indian operators? Any average comparison you would like to mention with other growing market? A: The demand for small to mid-size aircraft is quite high in India, especially in the charter segment. There is also a demand for helicopters and turbo-props in this segment. For users in the private category, especially the corporate, the demand is higher for mid-size to large business jets, and also larger twin-engine helicopters. This is a global trend. However, in the US, Europe and China, there have been a number of aircraft charter operators who provide a service with large cabin, long range jets, something which has not yet picked up in the Indian market, where charter operators are mainly catering to the domestic charters. Q: How do you see GIFT City as really transforming the leasing process of aircraft in India? A: Though a welcome step, GIFT city is still work in progress, and a number of issues are being addressed by the government. It is a good concept to facilitate Indian aircraft operators, especially the airlines. Since I am not an expert on this subject, this is best answered by the experts dealing in GIFT city matters. Q:Your views on Fractional ownership in India. How do you see it in terms of ease as well as challenges? A: Fractional ownership is well-established way of aircraft ownership in the US and Europe. It allows discerning owners to own a fraction of an aircraft, along with other people, and be available for their use, when they need it. This is very helpful for the entry level buyers for aircraft, who have limited use, but still want to fly privately and do not want to be faced with the uncertainty of looking for aircraft to charter. The aircraft management companies run the program on behalf of the fractional owners, so they are not burdened with complex operational and safety issues. This is a welcome step in India, and is long overdue. It requires a synergy between the operational and financial regulation due to the implications of part ownership. I am given to understand the process is well-underway, and we shall soon see the implementation of fractional ownership in India. We welcome it.

In an Exclusive Interview, Mr. Anupam Vig, General Manager – India for Finnair speaks with Vishal Kashyap, Managing Editor, Aviation World and briefs about the peak summer demand of passengers to Europe, particularly the Nordic region.Finnair specializes in connecting passengers between Asia, the Middle East, North America, and Europe, and is the only airline offering year-round direct flights to Lapland. Excerpts: .   Q: What are the sectors that Finnair is operating at present in India? What about the upcoming sectors? A: We currently run up to 7 weekly flights between Delhi and Helsinki and are continually evaluating our flight network to adapt to market dynamics. While specific changes or additions are subject to ongoing analysis, Finnair remains committed to optimising its operations for the benefit of customer. Q: Which flight type is being operated, number of weekly flights and seat configuration it has from India? A: Finnair operates its A330 fleet for long-haul flights to India, offering Business, Premium Economy, and Economy Class seat configurations. Finnair is currently the only airline offering the majority of direct flights from New Delhi to Helsinki, operating up to 7 weekly flights with exceptional punctuality and reliability. The convenience of direct flights eliminates the need for layovers, making it an attractive option for travellers seeking a hassle-free and efficient travel experience. Q: What is the average return ticket price in each class configuration between Delhi and Helsinki? A: The average return ticket price between Delhi and Helsinki varies depending on the time of booking. For the upcoming week in June, the average prices are as follows – Economy Classic starts from INR 49500, Premium Economy starts from INR 96000, and Business Class starts from INR 1,47500. These prices reflect the current rates and may fluctuate based on demand and booking times. Q: How do you see the peak summer surge in demand from India? What is the year-round review in terms of pax load? A: We don’t disclose any route-specific figures, but we are witnessing a good demand fuelled by several factors such as the fascinating summer phenomenon of the Midnight Sun or Northern Lights sightings in Finland. At Finnair, we are well-positioned to capitalise on these trends by offering frequent flights from Helsinki to destinations such as Lapland in Finland and Bodø in Norway, enhancing the appeal of Nordic summer experiences. Overall, the load factors have been encouraging, reflecting the resilience of air travel demand. Q: Could you focus on the code share arrangement, and which sectors it mainly caters to? A: Finnair is part of the oneworld alliance and has a code-share arrangement with 13 of the world’s leading airlines, including American Airlines, British Airways, and Qatar Airways, among others. This extensive network of connectivity allows us to cater to a wide range of sectors, providing the highest level of service and convenience across more than 1,000 destinations in over 170 countries and territories worldwide. Through these partnerships, we ensure seamless travel experiences and enhanced connectivity for our customers. Q:Recently, Finnair completed its long-haul cabin refurbishment program. How is the pax experience with all new in-flight configurations? A: Finnair has successfully completed the rollout of its new 200-million-euro long-haul cabin renewal, with the airline’s entire long-haul fleet of A350s and A330s now refurbished. This extensive project included the launch of an entirely new Business Class seat, a brand-new Premium Economy cabin, and a refreshed Economy Class, enhancing the onboard experience for all customers. Customers can now enjoy a consistent Finnair experience on all long-haul routes between Helsinki and destinations in the US, Middle East, and Asia. Finnair was the launch customer for the brand-new concept in Business Class seats, developed in close collaboration with Collins Aerospace. Designed to maximise space, the unique fixed shell lounge seat enables a wide variety of sitting and sleeping positions, allowing customers to make the space their own during a relaxing long-haul flight. The cabin has been inspired by Finnair’s Nordic design language and warm, dark, comforting colour scheme – following the palette and design of the airline’s non-Schengen lounges, unveiled at Helsinki Airport pre-pandemic. Since its launch in 2022, customer feedback on our revolutionary Business Class seat and brand-new Premium Economy cabin has been excellent, so we are proud to be able to offer the renewed cabin on flights to all our long-haul destinations.The new long-haul experience was named ‘Cabin Concept of the Year’ winner by Onboard Hospitality, ‘Best Cabin Innovation’ winner by APEX, and ‘Best Cabin (First & Business Class)’ at the Yacht and Aviation Awards. Finnair’s product was also praised by judges at the Crystal Cabin Awards and Skytrax, the global benchmark of airline excellence. Q: For Indian transit passengers, do they require a transit visa at Helsinki? A: No, currently there is no Finland Transit Visa-on-Arrival option for Indian citizens. A Schengen visa is required for transiting to or from an intra-Schengen flight or for going to a hotel or into town in Helsinki during a long layover.

“India has grown to be one of our top markets at Skyscanner. We have seen spectacular growth coming for both International and Domestic travel, with international bookings via Skyscanner +121 per cent ahead of 2019 levels and Domestic bookings +639% above 2019 levels. In the first week of January 2024 alone, India saw an increase of 35 per cent in searches when compared to the same period in 2023. We have seen a strong demand for travel in the Indian market that is growing rapidly. Based on our data, searches from India have grown by over 55 per cent in 2023 compared to 2022,” Hugh Aitken. In the Media Roundtable, Hugh Aitken, VP,Strategic Relations and Development, Skyscanner shares his views about Sky Scanner presence in India, the opportunities it sees in this market, role and value of meta search engines ,booking patterns across the region and relation with the partner community. What are some of the opportunities that Skyscanner sees in the travel market and how it is catering to the need of Indian travelers? Skyscanner is a global travel marketplace, where we have over 120 million unique visitors who come to us globally and then over 100 million downloads globally, about 100 million registered accounts of travellers who come back to us regularly as well. And, if I think about the flight searches, age group between 20 and 25 start their flight searches in Skyscanner. Skyscanner is over 20 years old now, started in Edinburgh in Scotland, but very quickly started developing that footprint. A sizable part of our business is in Europe and Middle East and across APAC. We also have big presences in Japan and Korea and then of course we work across all the Americas. In our global outlook on travel, India within that has grown really substantially over the last few years and it now one of our top five markets.We have grown 120 per cent growth internationally since 2019. We’ve seen 121% growth in people’s bookings that we’re doing on international in India, and 639 per cent growth in domestic searches in India. Comparing January 2024 with January 2023, we saw 35 per cent growth in searches which is a substantial growth in the Indian market. I think as a marketplace, we have got two sides. One is our travelers and on the other side, we’ve got our partners. We have really strong partnerships with all of the Indian airlines, also all of the Indian OTAs and global OTAs. So our job is to plug them into our marketplace, those partners, and to connect them with travelers. At Skyscanner, travelers can see the best prices and the best choice. So I think India is a great example, actually, of a market where we’ve invested in getting the supply right and then we can invest in bringing travelers into our marketplace. Can you also talk about some initiatives that you have done in India? First of all, we launched our India site last year, which allows us to just develop that local presence in this country. We have been spending a lot of time growing supply from the Indian market. We have worked on various reports that include, the Travel Trends Report; Travelling Focus Report; and a First Trip Report that looked particularly at the Gen Z market and their desire to travel. It looked at our planning and wanting to travel. So we invested heavily in our products in India, and we also invest globally in our products, but all of that is benefitting in India as well as some real localisation. What is the role of a Meta Search Engines (MSC) in today’s travel ecosystem, and how have you seen it evolve through the years here? First of all, if I look at the place that we have in travel planning, it’s very different from others. So close to 60 per cent of people come to Skyscanner not knowing where they want to go and or when they want to go somewhere. So they’re looking for inspiration, and that’s probably very different from people who would go to airline sites. I think if you go to an airline site, you’re probably much further down that travel planning funnel. So people come to us for inspiration. Our most popular destination globally that’s searched is everywhere. And that’s grown by 55 per cent year on year in India, actually. So, 55 per cent more of our people are coming in and typing everywhere. And, if you think about the development of it, we’ve seen a huge number of people who come to Skyscanner for that early stage travel. What challenges do you think that airlines and meta-search engines face today with regards to travel, experience, etc.? The most important thing in a marketplace like ours is to keep a real close eye on the fundamentals, so that our travelers get the best price. Do they see the best coverage? They’ve got all the flights they want to look for and they’ve got all the choice. And are those prices and is that data accurate and timely and fast? So the most important thing we focus on are those three fundamentals before anything else. The next thing is, and we’re innovators in how we can use technology to enhance what we’re showing those travelers, the richness of the data we’re showing them, making sure that data is more and more relevant to that individual traveler. How do you think one should collaborate to address these challenges? I think, the first thing is particularly with our airlines and even our online travel agents, we have a very complementary role in the travel planning. So we would say that we’re much higher on that travel planning funnel. First, we work collaboratively knowing that we are ultimately trying to get to the same place, which is to get travelers on to the aircraft, but we’ve got a very complementary role in that.The second bit with our partners is,

As India’s biggest independent MRO, Air Works Group in its seven decades of presence has come a long way transforming the Aviation MRO capabilities of the nation. As the outset of 74th year of presence, Mr. Anand Bhaskar, Managing Director and Chief Executive Officer, Air Works in an exclusive interview with Vishal Kashyap, Managing Editor, Aviation World shares his views on various key aspects related to the Indian MRO ecosystem. Q: 73 years of presence in Aviation MRO Business. Your views on the historic milestone of Air Works Family? A: Air Works was founded in Mumbai on 16th April 1951 by 2 close friends – (Late) Mr. BG Menon and (Late) Mr. PS Menon –aircraft engineers, who worked with Indian National Airways at the time and were extremely passionate about aviation. At Air Works, we celebrate this day as our Founders’ Day. And our recent Founders’ Day was indeed a poignant moment for the entire Air Works family, as we take strides towards completing 74 years next and achieving the magical 75 number. The milestone is especially important for us and for Indian aviation, considering that only a few select brands – perhaps an Air India, who’ve stayed relevant and reached this iconic landmark.Through you, I take this opportunity to express our gratitude to our customers, our employees, our partners and all our well-wishers who’ve been supporting and inspiring us over these past decades. Beginning with Dakota DC-3s and Twin-Beech aircraft of leading industrialists,we’ve come a long way, where our customer portfolio today covers every aviation segment – Business, Commercial, Cargo and Defense, supported by a pan-India network and strong logistics relationships, that ensure that our customers can rely on us 100%. Even with reference to capabilities, we have come a long way after setting up India’s first independent EASA certified based maintenance facility in 2009. Today, Air Works Group is India’s biggest independent line maintenance service provider, assuring close to 40,000 flights annually, which translates into 1 out of every 3 flights of foreign carriers taking off anywhere in India. I consider myself blessed to have been part of the Group’s journey, including also driving its destiny in part, especially during the unprecedented pandemic period. Looking ahead, the rapidly transforming civil aviation sector continues to bring attractive opportunities and by virtue of our values, we remain confident of addressing them to stay relevant for our customers and become India’s first independent MRO to eventually reach the 100 Year milestone. Q: Indian Aviation has witnessed a sea change in last few years in a holistic way. How do you see this transformation? A: The ongoing transformation driven primarily by enhancements in airport infrastructure, technology adoption, huge aircraft and engine orders, as well as the entry of larger businesses has definitely expanded the size and visibility of the sector. It has also added scale, and all this is indeed a welcome and a much-awaited change since it also heralds opportunities for MRO and other related aviation services. However, more needs to be done to become Atmanirbhar as is our overarching ambition as a country. From an MRO perspective, some of the priorities include, a strong need to expand Business aviation including enhancing the role of helicopters in our economy, reduction taxes and duty structures – for the interim – to a level that enables indigenous MRO to compete with pre-existing regional maintenance hubs and attract business as well as support capability building, increase collaboration between civil and defense verticals to realize scale and efficiencies in MRO, as well as facilitate the creation of component manufacturing and repair ecosystem within the country to realize our national ambition of Viksit Bharat. Equally importantly, we also need to harmonize our regulatory ecosystem with the prevailing global one for standardization, easier compliance and faster decision making. It is critical that India does not lose the ongoing momentum that has been created with great difficulty and with considerable effort to ensure that we catch up with the larger global developments. Q: What are the significant steps being taken by the government to strengthen the Indian MRO sector? A: I admire and appreciate the Govt. for taking several steps over the last decade to transform the sector, which to varying extent, have facilitated the sector’s evolution. Policy changes for various sub-sectors such as Ground handling/ MROs / Airlines/ Cargo operators/ NSOPs/ Security set up/ Airports/ Regulatory ecosystem/ aircraft financing/ Manpower training/ ATCs/ FAL setups/ Airspace harmonization – have all been steps in the right direction and have been welcome. The industry recognizes that Rome was not built in a day and that it does take time to change or undo historical measures that were perhaps relevant for the time when they were taken. The more important need as I mentioned above, is to continue this momentum for another decade. Given that the aviation world around us has been evolving in parallel and we’re trying to catch up with the market, we obviously have to move faster than we have done earlier, to be able to achieve what we wish to realize. Q: We often hear that Indian MRO ecosystem has still not nurtured upto its maximum capacity. What are the bottlenecks? A: India is primarily an Airframe MRO market, geared to handle maintenance of narrow body aircraft that comprise 70% of our domestic fleet, which isexpected further increase to 80% as per some reports over time.Indian MROs have sufficient capability and capacity to manage the needs of domestic as well as regional fleet from APAC and the Middle East to some extent, in that context. However, capacities and capabilities to do wide body checks – need to be added in time, as the induction of wide body aircraft gradually occurs. While the country is also good and sufficient in Line Maintenance, emerging and more lucrative areas of the value chain such as Component and Engine MRO remain outside the reach of most indigenous MROs, due to several bottlenecks, some of which include: (a) High Capex requirements,

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