Interviews

According to a new whitepaper released by Alton Aviation Consultancy ahead of Singapore Airshow 2026, “ Asia is emerging as the engine of global Aviation growth, with India, China and Southeast Asia forecast to account for eight of the world’s ten fastest growing air travel markets between 2024 and 2044.” In an exclusive interview, Mabel Kwan, Managing Director at Alton Aviation, Singapore highlights more detail on this report with Vishal Kashyap, Managing Editor of Aviation World where she presents how India is one of the world’s fastest growing Aviation markets, underpinned by robust economic fundamentals and a rapidly expanding middle class. Excerpts… Q: What are the key takeaways from the latest whitepaper of Alton Aviation Consultancy? A: There are few key messages that we wanted to bring out to the public through this whitepaper. Asia continues to be a driver of growth but more specifically, the growth is not just driven by China. We see a rather broad-based growth story across South Asia which will bring a lot more sustainability and the credibility of Asia as an aviation region in the future. The reason why I say that is based on the analysis that the growth for Asia is definitely higher than the whole world in terms of RPK (Revenue Passenger Kilometers). But more interestingly, going forward, eight out of the ten fastest-growing routes will come from the Asia region. That is sort of like the growth story that Asia will bring to aviation. And obviously, different sub-segments have different nuances around this growth story. Q: So, which region will anchor the future global air travel demand among India, China and Southeast Asia? A: I think China and India for sure. But as a region, Southeast Asia region will begin to be positioned up there from the China and India perspective as well. Q: What are the factors taken into consideration before compiling such an extensive Whitepaper? A: We wanted to understand in terms of what are some of the macroeconomic factors that the Aviation stakeholders will be concerned about. So, things like tariffs, geopolitical circumstances and in general, affecting supply chains. How are the stakeholders reacting to it because we’ve done a lot of work from both across the Aviation value chain. We refine some of these forecasts from these results and with what we see on the ground, some of the strategies around MRO, airlines that place to maybe certain regions looking at different trajectories, studying higher and lower trajectories ground from an aviation stakeholder strategy’s perspective. The companies are learning how to deal with the supply chain issues or the tariffs in the MRO. There is a resilience in the Aviation industry after COVID and they are looking at contracting, what needs to change to make sure that escalation in costs can be absorbed or covered. They are looking at changes in terms of pool of suppliers from a diversification perspective, also from a geopolitical perspective that there is a need to diversify your supply sources. And thirdly, also in terms of technology and digitalisation, because manpower issues, talent issues, are quite pertinent right now and a solution that is obviously everyone is embarking on. “The whitepaper highlights India as one of the world’s fastest-growing aviation markets, underpinned by robust economic fundamentals and a rapidly expanding middle class. While China continues to play a dominant role, Alton notes that Southeast Asia is an emerging growth region, led by markets such as Indonesia, Vietnam, and the Philippines.” Q: In terms of the aircraft orders and the OEMs delivery capabilities, how do you evaluate it from the advisory point of view? A: Unfortunately, the truth is that there is a backlog. From the large OEMs perspective, the wide body backlog is of around 6 years and for narrow bodies, the timeline is much longer maybe 8 years or 10 years. If you order new aircraft now, you’re really not going to get it to boost your capacity in the short to medium term. A lot of the airlines are looking at alternatives and they are retaining and retrofitting some of the existing fleet to make sure that they are brought up and services stay relevant and inhabited without having actually new aircraft. On the MRO side, there’s also a larger demand for maintenance of the aircraft and a bit of the retrofitting work that goes with which the airlines are dealing with it. At some point in time, we also touched on the topic of consolidation in the industry. If you draw an analogy to how LCCs came about in previous years, especially in Europe, there was also a wave of consolidation and similarly for Asia there will be some form and we see that as a reaction to how do you strengthen your balance sheet. How do you strengthen your positioning in the market? Some of these consolidations will of course position for the future but at the same time perhaps rationalise some of the rules as well for aircraft capacity and demand. “Alton’s report outlines that international traffic in Asia-Pacific grew by 8.0% in 2025, outpacing global RPK growth of 6.8%. Carriers across the region have launched more than 600 new routes since 2015, significantly improving access to underserved destinations and enhancing intra-regional connectivity.” Q: After the IndiGo crisis which made the entire Indian Aviation into surrender mode, there are few startup airlines wanted to make an entry. But they are facing challenges into getting an aircraft. How do you analyse such issues? A: This could be due to the reason that already OEMs are busy with giving delivery to their pre-existing customers. So, isn’t it viable for them to try and get a pre-owned aircraft rather than looking forward to a new aircraft? The natural tendency is to go for a leased aircraft and pre-owned of course because from a Capex perspective to kind of put in money at the front to acquire new aircraft is a very big undertaking. Unfortunately, the leasing market is

At the Singapore Airshow, in a candid interview with Vishal Kashyap, Managing Editor, Aviation World, Director General of Association of Asia Pacific Airlines(AAPA), Mr. Subhas Menon shares insight on various key aspects of the growing Aviation sector in Southeast Asian region with special views on India. Excerpts… Q: How you see the evolving Indian Aviation ecosystem? A: The situation of India and the Indian authorities is huge. India wants to build an aviation ecosystem that meets the ambitions of Indians. They should be able to go to anywhere in the world and for their families who are overseas to come to India from anywhere in the world seamlessly and comfortably. At the moment, anywhere the Indians want to go to, they have to go through other hubs. The ambition of the Indian authorities is to have all the hubs in India itself. The domestic Indian traffic has been building up over the years and growing naturally. The international Indian traffic is still very low as it’s the third largest aviation market in the world after the US and China. The Indian carriers have made huge aircraft orders and when these orders were placed, the supply chain crisis has already happened because it occurred during the pandemic. They may not be able to get all the aircraft that they have ordered in time as there will be disruptions. On safety side, it’s not only specific to India as we have seen aircraft incidents becoming very common. The regulators need to make the system more stringent so that such incidents should be discouraged or minimised. Still, air transport continues to be the safest mode of transport. Q: What’s your opinion on the future airspace movements in India? A: Airspace will be packed but India is starting from a low base. I think, there is still a lot of room to grow in terms of airspace as it will take 5 to 10 years to get all the aircrafts that both IndiGo and Air India have ordered which is slightly over 1000 aircrafts. If the manufacturers are business savvy, they will try to supply the aircraft as quickly as possible to the Indian operators. It needs to be speed up as nobody else is really ordering that many aircrafts. India is really growing very fast and has the potential to grow further by leaps and bounds. Q: Could you specify on the countries which have significant growth in this region? A: If you look at the potential, it is basically India and Southeast Asia. They all have young population and a growing middle class. In the Asia-Pacific region, we are not contiguous or compact as people need to travel by air and it share some of same demographies. China now is actually going into an ageing population. Though their middle class can still grow, but they are facing some economic constraints at the moment. So, they might not be a growth market and we are trying to get to see whether it will go back to the levels of travel generation that they had before the pandemic. Outbound travel in China was driving growth for many years but post pandemic they have certain level of economic problems. Q: How you see Vietnam and Indonesia growing an aviation hub in the region? A: The Vietnamese government managed to get one of the lowest tariffs in the US. There was a parallel economy to China developing in Vietnam for manufacturing goods in the last five years and its continuing. Vietnam also has a very young population, so workforce-wise, a lot of centralisation is taking place within the country. The potential for Vietnam is huge, both inbound and outbound as it’s a very beautiful country. They have a tourism plan which encourages and attracts people to visit Vietnam from a historical, cultural, as well as leisure perspective. Vietnam Airlines is going as an international hub carrier and they also have a low-cost carrier there. For Indonesia, it’s always been huge and they have a strong national carrier. They also have budget carriers, both who are members of AAPA (Association of Asia Pacific Airlines). There is inbound as well as outbound potential but at the moment, Indonesia is struggling a little bit because they had a change of government further adding to change of policies and regulations. It’s a matter of time before they stabilise and go back to growth as the Indonesian government is very keen to bring a lot of tourists to Indonesia. Q: The Indian Govt. had recently issued NOC to three new airlines to break the existing duopoly. But in ground they are facing challenges to procure an aircraft. How you see such situations? A: Generally, we support competition as its good to have the same. But it is not good if airlines start and then they don’t fulfil their mission and they go bust and not able to survive. The best advice to the potential startups’ airlines would be to ensure enough funds to last long. It should be minimum for five years before one can really stabilise their operations. If they don’t have that, it’s a big risk to start an airline. In the last few years, there have been a few startups in the region and most of them didn’t make it. Q: What are the key factors that OEMs basically see before giving an aircraft to a startup airline? A: It’s the financial capability to sustain for a long term is one thing that OEMs look at. If they once survive the startup stage, then at least you have a future. Number two, they are in the process of trying to fulfil outstanding orders, so, why would they give new aircraft to new startups when they haven’t fulfilled their outstanding orders. That doesn’t make any sense as they have a relationship with existing operators who are still waiting for their orders to be fulfilled.I think it’s a reasonable thing to do to make sure that existing clients get

Gogo, the global brand having an aviation connectivity business focused purely on business aviation and serving the military/government sector provides a full ecosystem to its customers. The Gogo Galileo system optimizes LEO connectivity connected with compact flat panel antennas that enables small as well as large aircraft to have high-speed broadband connectivity onboard an aircraft. In an exclusive interview, Dave Falberg, SVP Sales, EMEA&APAC, Gogo shares his insight with Vishal Kashyap, Managing Editor, Aviation World, about how the Gogo systems works and the USP that makes them the leaders in the segment. Excerpts… Q: What products does Gogo have in its portfolio and how does it serve the market? A: Gogo stands quite uniquely in the space with regard to connectivity around business aviation and military aircraft. We offer multi-orbit, multi-band solutions namely LEO (Low Earth Orbit) and GEO (Geostationary Earth Orbit) satellites which you can see across the market is changing the way people are using connectivity on the aircraft. The product is available within our portfolio which is designed to be agnostic. Regardless of any platform, budget and mission, our portfolio has a solution which we’ve put together and working with our partners, is best of breed. Be it with Viasat, Hughes, Eutalsat, OneWeb, Intelsat, which is now SES, we have taken all of those different elements to create best of breed standalone solutions. When we blend those solutions it offers unparalleled redundancy, unparalleled performance, all wrapped up in our 24×7 service support. Our expert team which understands the systems onboard the aircraft is there to provide solutions to a customer’s query anytime they need it. From a connectivity standpoint in business aviation, military and government , our portfolio is such, that regardless of what your requirement is and what technology you favour or you’re looking towards, we have that available to us, to offer to our customers. Q: What are the primary sectors that Gogo caters to in-flight wifi segment? A: In Business Aviation, our product is versatile and can be equipped on any category of business jets. It can range from the VVIP head of state aircraft, i.e., ACJ or BBJ or Gulfstream, Bombardier, Global, Challengers, Embraer, Dassault, all the way down to the smaller jets and turboprop aircraft like PC-12s and anything in between. Recently, with the advent of our Galileo solutions, we’ve created the opportunity for high speed connectivity even on smaller jets, which previously either weren’t able to have it or it was cost prohibitive to put those onboard. Q: How does this in-flight connectivity work? Can you brief me on tech details? A: The systems onboard the aircraft connect to different satellite networks effectively, which are either LEO networks, typically comprised of multiple hundreds of satellites flying in a low orbit configuration, around 750 miles from the earth. The technology onboard the aircraft is effectively the antenna, radome and modem units, which actually connect through and then integrate with the onboard cabin Wi-Fi systems. With each of these different elements, we’re able to offer a level of control and create an experience for the customers. It’s as close to using the internet in the office or at home, but on the aircraft. We also offer GEO technology, which are geostationary satellites and typically connect using tail mount antennas or fuselage mount antennas onboard the aircraft. They work in the same way. They’re connecting to the GEO networks, which are made up of a much smaller number of satellites, maybe five or six in number. They are situated around 22,000 miles above the earth so effectively, they have a much larger footprint in terms of their coverage. All of them offer pros and cons in terms of availability, coverage, reliability, performance and budget. Operators can choose between either LEO& GEO technology or equip both. Q: Could you highlight the USP of Gogo Galileo in terms of technology and service support? A: The Galileo hardware and our Plane Simple hardware are designed very much with protection of investment in mind, simplified installation, and ensure that we keep the number of units that are involved in that solution as low as possible. From a cost perspective, its cheaper for customers to install. From a management perspective, if there is an issue onboard, then it’s very simple for us to be able to swap out individual units. We don’t have multiple units in there, and from a troubleshooting standpoint, it becomes much simpler for us to administer and to manage those, and that is both on the LEO side and the GEO side. The Galileo terminal comprises a flat panel antenna and router onboard the aircraft, so there’s only two units. A number of our customers – we have over 2,000 SDR routers flying internationally today – already have half of the Galileo solution onboard their aircraft as the router is compatible with the Galileo and Plane Simple antennas. Q: With new players coming in, do you see any competition in this segment? What factors make you dominant in this sector? A: The main USP for Gogo is that the solutions that we provide are ‘ ours’ and that we can offer multi-orbit, multi-band connectivity globally – we are the only company that can do that right now. Last year Gogo purchased Satcom Direct and before acquisition both of those organisations were focused purely on business aviation connectivity. Gogo primarily on the air-to-ground and LEO market, and Satcom Direct on the GEO sector. The market is in a period of flux at the moment and as such is driving great innovation. There is new technology coming both on the LEO and GEO sides, and what makes us particularly unique is the added value that we wrap around the service. We see the market expanding in terms of choice and innovation which is great for customers. We are on the leading edge as we’re able to take the best of what is coming, make a judgement as to whether our customers are going to benefit from

In a significant endorsement of India’s rapidly expanding aviation and MRO ecosystem, UK based Jewers Doors has established its wholly owned subsidiary in India. This strategic investment aligns with the vision of “Make in India” and “Atmanirbhar Bharat”, underscoring Jewers Doors’ long-term commitment to localisation, skill development, and sustained engagement across India’s civil and defence aviation sectors.In a conversation with Aviation World, Chris Jewers, Managing Director of Jewers Doors highlighted his thoughts on the growing Indian Aviation sector and how Jewers Doors is inclined to contribute into developing top class aircraft hangar doors in India. He is joined by Anirrban Batacharrya, Country Director, Jewers Doors who speaks upon Jewers Doors’ plans for India.Excerpts… Q: How do you see the entry of Jewers Doors into the India? A: Jewers Doors is a family owned British engineering company designing and delivering aircraft hangar doors around the world for more than four decades. We’ve been, and for quite some time now watching the rapid growth of the aviation and MRO sector in India with real interest. The market has been evolving quickly, and it’s clear there’s a long-term need for world-class infrastructure. A key milestone for us was securing the contract to supply and install hangar doors for the VVIP squadron’s B777-300ER AIR INDIA ONE fleet in New Delhi, operated by Indian Air Force. That project really confirmed for us that India is not just an opportunity, it’s a market where we can make a meaningful contribution over the long term. Q: How the India project is progressing? A: The project is progressing well, and in many ways it strengthened our conviction that India and the surrounding region represents an exceptionally exciting market for us. Last year, we joined a trade delegation organised by the British High Commission, visiting Bangalore, Ahmedabad, Delhi and Hyderabad. We met with a wide range of organisations across both government and private sectors. What struck me most was the scale of ambition and the pace of development in aviation infrastructure. I’ve been on many trade missions over the years, but this was one of the few where I came away genuinely energised by the opportunity. That experience played a major role in our decision to formally establish our Indian subsidiary. Q: With the Indian Govt. planning to develop more than 100 airports in the next 10 years, how do you see the market for the Jewers Door? A: The potential is clearly there. The pace of development will depend on many factors that are outside our control, but the long-term direction is unmistakable. Aviation infrastructure is expanding, fleets are growing, and maintenance capability needs to keep up. That’s precisely why we’re here – to be part of that growth as it unfolds. Q: What are the priorities in terms of type and size of aircraft hangar doors you have planned to develop in India? A: We cover the full spectrum from very large wide-body aircraft hangars through to facilities for narrow-body aircraft. There are two core strengths we bring to any project. The first is engineering expertise, built over decades of designing and manufacturing highly specialised door systems. The second and equally important is execution. Large hangar door projects demand rigorous project management, coordination of multiple suppliers and subcontractors, and precise on-site execution. Ensuring everything comes together seamlessly is something we take enormous pride in. Q: How you plan to execute the projects in India? Are you also taking onboard some Indian companies to fulfil your existing commitments? A: Absolutely. Local collaboration is fundamental to how we operate here. While we now have an incorporated presence in India, a significant proportion of the components used in aircraft hangar doors shall be sourced locally. Structural steel, many mechanical components, and various construction elements shall be manufactured within the country. Certain specialist elements may still be supplied from the UK, but they represent only a small portion of the overall system. A hangar door is essentially a complex integration project. It involves multiple materials, specialised panels, mechanical systems, and locally sourced construction elements. Our role is to bring all of these together into a single, precisely engineered and fully functional installation. That integration and the project management behind it is where much of the expertise lies. Q: Are you looking forward to contribute towards Make in India initiatives? A: Oh! Absolutely yes! Much of what I’ve described will be under “Make in India” as the Indian Prime Minister says that. Local manufacturing and sourcing are central to our approach. While certain specialist components may be imported, the majority of the structure and many supporting elements are produced locally. That aligns naturally with the broader objective of building domestic capability and strengthening the supply chain within India. In addition to the above conversation, Anirrban Batacharrya, Country Director, Jewers Doors added on how he sees Jewers Doors’ progressing into India? He emphasised that the Jewers name has always been associated with engineering excellence, product quality and, above all, reliability which is absolutely critical when it comes to hangar doors. Quite simply, the door must open & close when you need it to do so. That level of dependability has been built steadily over more than four decades, shaped by the values of a family-driven organisation. For him, ethics and trust sit at the very heart of the company’s growth in India. His own relationship with the Jewers family spans more than ten years and has been grounded in complete transparency from the very beginning. Their association first began when he was working as a project management consultant supporting a low-cost airline establishing an MRO facility, the starting point of what has now evolved into the creation of a fully owned subsidiary in India. He noted that this progress has only been possible because trust was established early and strengthened over time. The company’s presence in India is not about pursuing isolated projects, but about building a sustained, long-term commitment to the market. While they are currently executing what is likely the

“India is an amazing market and has always been a key pillar for our growth in the region.” The growth of the business aviation sector has also increased the demand for training mainly pilots, aircraft maintenance technicians, air traffic controllers and cabin crews. CAE has established itself at the forefront, as a leader in training all of these aviation professionals, with its 240 sites and training locations in 40 countries around the world. With India as an emerging market for business aviation and many new intakes of large- to mid-size private jets, CAE firmly believes that as India continues to grow and develop, there will be more opportunities to be the training partner of choice for more professionals and operators. In an exclusive interview with Aviation World, Nimrod Meuleman, VP for Business Aviation and Helicopter Training in Europe, Middle East, Africa and Asia, CAE shares his vision for India. Excerpts… Q: How does CAE support Business Aviation’s training needs? A: The market for CAE, anything from Middle East all the way to Southeast Asia, is very critical for our business aviation training portfolio. We’ve been serving the Asia-Pacific market in business aviation for over 22 years. Our focus has been supporting our customers in India, Southeast Asia, China and in Australia. We have three training centers in the U.A.E. that offer training on a wide variety of business aircraft, which makes us well-positioned to support the regional growth of the aviation industry. These three training centers alone offer complete pilot training on aircraft from Boeing, Bombardier, Beechcraft, Dassault, Embraer, Gulfstream, and Hawker covering many of the models popular in India. We also have a Gulfstream G650 simulator at our Singapore training centre, which supports the operators in the entire region. Our other business aviation training centers located in Vienna, in Burgess Hill in the UK, in Morristown, New Jersey, in Las Vegas, in Dallas, in Montreal, and in Orlando also receive pilots from India and Asia-Pacific to train on specific models. CAE is also the global training leader for commercial aviation We have three joint venture training centres in India with IndiGo, called CAE Simulation Training Private Limited (CSTPL). One is in Delhi-NCR, another is in Bengaluru, and we recently announced a new training centre in Mumbai. We offer training on various aircraft types, such as Airbus, Boeing and ATR aircraft models, that meet the requirements for our customer base and state DGCA training requirements. This positions us well to serve and support the growing demand that’s emerging from Southeast Asia. The UAE seems to be a large BA training hub. Q: On which aircraft type does CAE provide training there? A: At our two training centers in Dubai and our training centre in Abu Dhabi, we provide training on the following aircraft series: :Boeing Business Jet 737-800 :Bombardier Challenger 604 & 605 :Global 5500,6000, 6500,7500, soon the 8000 and the Global Express. :Gulfstream G450,G550 and G650 :Dassault Falcon 900 EX EASy II, 2000 EX-EASy II and 7XEASy II :Embraer 145, Legacy :Hawker Beechcraft 800, 800XP, 750, 850XP, 900 XP., King Air 350 Fusion, King Air 350 Pro Line 21 :Our training centers in Europe and the UK also offer training on more aircraft types. :In Burgess Hill, UK, we have Dassault Falcon 6X and 8x full-flight simulators (FFS), as well as an Embraer Phenom 300. :At CAE Vienna, we have Phenom 100 and 300 FFSs, as well as a Bombardier Challenger 3500 and a Pilatus PC-24, which will be launched in the second half of 2026. Q: Any plans to expand into the FTO segment for business aviation in any of the regions? A: In business aviation, operators often look for pilots with experience, as they are hiring people to fly their families and their business colleagues. This is especially true when it comes to larger cabin jets. Many operators or owners look for the cream of the crop of pilots, so there are few opportunities for new pilots right out of flight school to get hired. That said, there are opportunities on smaller business jets such as Cessna Citation Jets 2 and 3, the Embraer Phenom series, Beechcraft King Air 350s etc. and these aircraft are flying around in this part of the world. Q: Which region across the globe has promising growth? A: We see a lot of growth in the Middle East now. There is also a period of growth in India. Though the country’s business aviation sector has gone through ups and downs, I would say right now it is really on the up side. There are new large cabin business jets coming in as we see high-net-worth individuals are now interested in aircraft. There are also many financial technology firms and startups younger billionaires – looking at investing in business jets. In Southeast Asia and the Pacific region, the markets that are really growing are Indonesia, Malaysia, Singapore, and Australia. At the moment, China is stabilising but we do see some signs of optimism coming in the next couple of years. Q: How do you see the growth pattern of the sector in coming years? A: I think growth can only happen if we have enough aviation professionals. We did a recent market study, which came out mid-2025, in which we forecasted over the next 10 years, the world will need about 1.5 million civil aviation professionals. I’m talking about pilots, air traffic controllers, cabin crew, and aircraft maintenance technicians. In the Asia-Pacific region, we calculate there will be a requirement for about 3,000 pilots and around 4,000 aircraft mechanics in business aviation alone over the next 10 years. In addition to pilot training, CAE also trains aircraft maintenance technicians, air traffic controllers and commercial cabin crew. These professionals are highly important as no aircraft can fly without them – and the industry needs to work on attracting and retaining them. This workforce shortage – whether we’re talking about pilots, aircraft maintenance technicians, air traffic controllers, or cabin crew – affects the entire

Sheetala Infrastructure Consultancy is one of only six manufacturers of Jet Blast Deflectors (JBDs) and Ground Run-up Enclosures (GREs) worldwide, and stands as the sole manufacturer in India. A Jet Blast Deflector is typically a slanted structure positioned strategically at airports, with specific locations tailored to the airport’s layout and runway configurations. The primary function of a JBD is to redirect the powerful jet blast generated by aircraft, thereby protecting nearby structures, vehicles, and personnel from potential damage. Aviation World features this interview with Sameer Khale and understand his views on the project and also share how Sheetala Infrastructure is shaping the future of aviation safety with innovation. Q: To begin with, could you provide an overview of the recent project at Navi Mumbai Airport that Sheetala Infrastructure completed? A: At Navi Mumbai Airport, we have successfully installed three Jet Blast Deflectors, which are critical for managing the jet blasts created during aircraft operations. This project is integral to ensuring both safety and operational efficiency at the airport, particularly during takeoff and landing phases. Additionally, we are proud to have designed and installed a Jet Blast Deflector for Adani Defence at their missile manufacturing unit in Hyderabad. This project underscores our versatility and commitment to safety across various sectors! Q: Could you elaborate on the significance of the high-power run-up Jet Blast Deflector that your team is currently developing? A: The high-power run-up Jet Blast Deflector is designed to accommodate the intense forces generated during full-power engine testing. Unlike standard installations, this deflector must endure significantly higher wind speeds. Its robust construction is essential not only for protecting safety personnel but also for maintaining the structural integrity of nearby facilities. Q: What are the specific challenges that are encountered during this project? A: One of the prominent challenges was accurately assessing the dynamics of jet blast at elevated speeds. This necessitated a comprehensive analysis of how these forces would affect various airport structures and environments. Additionally, coordinating with multiple stakeholders to meet stringent aviation safety regulations and ensure compliance added complexity. Nevertheless, our team’s expertise and dedication enabled us to navigate these challenges effectively. Q: Were there any innovative solutions or technologies implemented during this project that you can share? A: Certainly! We utilized advanced computational fluid dynamics (CFD) modeling to accurately simulate jet blast behavior, which allowed us to refine our design for optimal performance under real-world conditions. Furthermore, we incorporated high-durability materials that enhance resistance to both environmental factors and the mechanical stresses experienced during operation, contributing to the longevity of our installations. Also, all our structures are completely bolted which helps the environment by totally avoiding the welding process which generates a lot of heat and fumes. Q: Collaboration appears to play a crucial role in your operations. How did your team work with the client and other stakeholders during this project? A: Collaboration was indeed fundamental to our approach. We maintained consistent communication with the client to ensure alignment on project requirements and to incorporate their feedback throughout the project. Regular meetings and progress reports ensured that all stakeholders were informed and engaged at every step. This collaborative effort not only fostered mutual trust but also enabled us to address any potential concerns promptly, ensuring the project stayed on track and met all deadlines. It’s really inspiring to see how teamwork can lead to successful outcomes in such complex projects! Q: What future aspirations does Sheetala Infrastructure have in the aviation sector? A: We are incredibly optimistic about our future in the aviation sector! Our goal is to continue developing cutting-edge solutions that enhance safety and improve operational efficiency at airports globally. We aim to expand our presence in emerging markets and invest in innovative technologies that pave the way for greener and more sustainable aviation. The potential for growth and the positive impact we can make in the industry truly excites us! Q: That sounds promising! How does your team stay updated with the latest trends and advancements in technology? A: Our commitment to innovation fuels our continuous learning. We regularly participate in industry conferences, workshops, and seminars to stay abreast of the latest advancements. In addition, we foster a culture of knowledge sharing within our team, encouraging our engineers and designers to share insights and new ideas. This proactive approach ensures we remain at the forefront of technology in the aviation sector! Q: Are there any new products or initiatives that you’re currently developing? A: Absolutely! We are excited to share that we are actively developing two groundbreaking products that address the growing needs of the aviation industry in India. First, we are working on Ground Run-Up Enclosures (GRE), which are essential for engine test operations at airports. As the aviation sector in India rapidly expands, the demand for these enclosures is significantly increasing. GREs play a crucial role in containing aircraft engine noise and emissions, providing a controlled environment for engine testing while ensuring compliance with environmental regulations. We believe these enclosures will greatly enhance the operational efficiency of airports across the country. Additionally, we are collaborating with my friend Ross Riddle in the USA to develop advanced smoke and fire chambers that will revolutionize aviation safety training. These innovative simulators will provide realistic simulations of in-flight emergencies through controlled, eco-friendly systems. Our designs will feature full-size replicas of aircraft interiors, complete with galleys, lavatories, and seating, creating an authentically immersive training environment. Instead of relying on dangerous flammable liquids, we are using eco-friendly propane gas to generate controlled fires, with the intensity adjustable through computer-controlled burners. This not only enhances safety but also aligns with our commitment to sustainability. Realistic smoke machines will create vision-limiting conditions, allowing cabin crews to practice managing passengers in low-visibility settings effectively. Safety features like automated monitoring of gas levels and temperature will ensure immediate responses to any emergencies. Furthermore, the ability to adapt diverse scenarios in real-time will empower trainers to create anything from external fires to comprehensive incident simulations involving multiple emergency services. The

Worldwide, Airlines are scaling up their fleet size to cater to the ongoing demand and this has also resulted in enhancing the Aviation training facilities all across the region, Recently, Aviation World, Managing Editor, Vishal Kashyap had an opportunity to interview Stefan Dudda, Head of Training, Etihad Aviation Training in Singapore, where Mr. Dudda explained on the Etihad training capabilities and how they are geared up to cater to the upcoming demands in all the aviation verticals. Excerpts: Q: What are the specialized courses this is being provided at Etihad Aviation Academy? A: We provide training for all elements in the civil aviation which include the pilot training, ab- initio for MPL,ATPL, CPL, but now we train only MPL all the way through Airbus A320 and Boeing 737.At the moment our output for basic ab-initio training programmes is about 100 to 200 students per year, which we can increase. The other part is the type-rating and type conversion training for all Airbus aircraft including A320, A330, A340, A350 and A380 and the B787 and B777. All courses that the manufacturer would recommend, Operational Suitability Data (OSD) is our basic minimum standard for it. We also do initial cabin crew training, which is very successful with us. Some of the major global players like Cathay Pacific and Qantas avail the courses with us. It takes about four to six weeks, depending on the programme of which modules the customer wants. Etihad has state-of-the-art facilities in mock-ups, even movable cabin training devices, swimming pool and all other devices required for cabin crew training. Initial things like CRM Training, Aviation Security, Dangerous Goods Training(DGR), Aviation health and First Aid Courses even including all the vocational training for airport and ground staff is also conducted by us. Retraining the emergency response services for airport operation and how an airport works, so that they can do their job as fire people on the airport or security people on the airport. Q: CPL training is very price sensitive as students look for budgeted options. How is Etihad rated in terms of training costs? A: Etihad Training Academy caters to the lower middle class segment in comparison to other ATOs. There are very high, very pricey academies and there are very cheap academies, and we always thought that we are at the higher end of the scale towards the premium providers, but in fact we seem to be much cheaper than that. We are with our pricing at the lower middle class, if you take a cross section. So, it’s an average student with average financial, they can get training with us. Q: In terms of nationality, do you cater to students from all across the world? A: We have a lot of students from Far-East Asia, India, Middle East and European students. We have training contracts with airlines across these regions from around the world. We are now trying to attract some more students from Africa though we have quite a number from Africa already like from Uganda, Seychelles and from Ethiopia, but for us South East Asia is our main target which is India- centric. Q: What’s the Etihad association with IndiGo? A: We seem to have the perfect partnership in a way of the type of service that we can deliver. For IndiGo, we provide very highly customised services as our instructors are fully standardized. We see this as a service provider and we liaise directly with the DGCA India. We have an ATO approval because we want to have not just a seamless training, a transition for a student through our academy and then a graduate into IndiGo Airlines. We also want the licencing to go smooth, fully accredited and fully approved, and with no questions asked, is this legitimate training, is it really. Do you also have a cadet programme as well? We are running the MPL training programme, an operator’s owned training programme and we have a set of fleets like A320 and the Boeing 787 to provide the same. Q: What’s the capacity of pilots in numbers at Etihad on an annual basis? A: For pilot training, we’re looking at about 1,000 to 1,200 pilots per year that we train. Those are through type ratings, type conversions on all the types we do, including command upgrade training, cabin crew training, this will be in the region of 4,000 to 5,000 students per year. We work in shifts as we have a large academy, but we even work in three-day shifts to around the clock 24×7;also for the simulation devices, they run 24×7. Q: What’s the future plan of action in terms of expansion? A: Absolutely, we want to grow and for the same we are following a natural growth of our sponsoring airline for the Emirates of Abu Dhabi. What I’ve told you about the vision of the Etihad Aviation Training and Etihad Airways being part of the strategic planning for the Emirates of Abu Dhabi, this still stands is the case today. So, if the Emirates of Abu Dhabi gives the mandate for the airline to double in size, then all the associated businesses have to double in size as well. So, that’s what we do. We expect double in size for our training business over the next five to ten years. And it is also a fact that we always stay a step ahead of the expansion of the airlines. This means that we will never run the academy at the max capacity there for the airline. We will always have a margin that we will sell to the world whoever needs good training. We are always larger than what we have to be for the airline. Q: What’s the current fleet structure of Etihad? A: Etihad Airways operates Airbus 320,the new A320LR, A321LR.We have a medium-sized fleet of around 40 aircraft for the short haul. We have the long haul, the world’s largest Boeing 787 fleet as 787, 8, 9, 10, all of them. We have

In an exclusive interview with Aviation World, Juergen Kappler, Director of Critical Infrastructure and Aviation, Smiths Detection highlights their presence across most of the larger airports in India and they would work directly with BCAS to secure the necessary approvals for deployment as regulatory alignment is always a core part of their rollout strategy. Excerpts… Q: Could you give us a concise overview of Smiths Detection and the key markets it serves within the aviation sector? A:Smiths Detection has been active in the aviation market for several decades and is a market leader in many areas. We serve three main segments: (i) Checkpoint security for passenger control (ii) Hold baggage screening (iii) Air cargo. We provide complete solutions – not just hardware, but also software and full integration into airport environments. Our portfolio includes scanners, CT systems, lanes, trace detection, and, more recently, X-ray diffraction technology. We also work with partners on body and people screening, whether it’s at checkpoint, hold baggage, or cargo. Q: Focusing on airport operations, could you outline the exact products you supply to airports? And as you also have a presence in India, are you able to name a few of the Indian airports where your solutions are currently deployed? A:Smiths Detection is across most of the airports in India, the larger ones being Bangalore, Hyderabad, Mumbai, Delhi, Kolkata, and Kochi. We serve all metros and also many smaller airports, and have efficient service team across 50 locations across India. In the checkpoint segment, we provide automated tray return systems – commonly referred to as lanes. Passengers place their backpacks or personal items in a tray, which then passes through the scanner and is automatically returned at the end of the process. In many cases, these systems also include disinfection features to minimise contamination risks. We also supply the scanners themselves. In India, the majority of checkpoints currently use 2D X-ray scanners. However, we know that India is preparing to transition towards 3D computed tomography (CT) scanners as the next step, and we are ready to support that evolution with our CT technology portfolio. Beyond hardware, we deliver extensive digitalisation and software capabilities. These include advanced detection algorithms not only for explosives but also for other prohibited or high-risk items such as knives, firearms, narcotics, cigarettes, and even organic materials like plants or food. Importantly, what we deliver is not just a standalone product but a complete solution integrated into the airport’s operational environment. Depending on the requirements of the airport, the system shares data to support alarm resolution workflows – helping operators determine whether a detected threat requires manual inspection or if it can be cleared as a false alarm. Q: This integration is key to maintaining both security efficiency and passenger flow. And on the hold baggage side, how does the process differ? A: Hold baggage screening takes place deeper within the airport — typically in automated systems located out of sight. Once a passenger drops off their suitcase at the check-in counter, it enters a high-speed baggage handling system. These automated lanes move luggage rapidly through a series of checks, starting with X-ray screening. In India, as in many other regions, hold baggage screening is now largely based on CT technology. These CT scanners provide a detailed 3D analysis of each bag, enabling security teams to assess contents more accurately than traditional 2D systems. While explosive detection remains the primary objective, the same systems can be configured to identify additional threats or prohibited items. Depending on the software algorithms installed, the machines can detect narcotics, weapons, smuggled currency, and other contraband. By tuning the software, airports can extend the system’s capabilities far beyond explosives alone, allowing for a more comprehensive security posture. Q: So, with your technology, are you able to detect even very small or minute items that might otherwise pass through airport security unnoticed? A: Yes, absolutely. Depending on the instrument used, especially at checkpoints where smaller bags and backpacks are scanned, the systems are capable of identifying extremely small objects. One of the critical items we are trained to detect is detonators, components that can initiate an explosion, and these are typically very small in size. Our systems are also calibrated to detect fine elements such as very thin cables, which can be a strong indicator of a potential explosive device. These small signatures are important because, in many cases, it is these minute components rather than large objects that signal a real threat. The ability to detect such fine details significantly enhances overall security effectiveness. Q: Airports worldwide are moving towards seamless, paperless and contactless travel experiences. What are the key factors that you believe Smiths Detection is providing or can provide to make the transition a smooth and hassle-free process? A: The way modern checkpoints are being implemented globally is moving exactly in this direction. In the past, going through security meant long queues and multiple trays — typically between one and four, depending on what you were carrying. You would place your backpack in the first tray, your laptop in the second, your jacket in the third, and so on. This process created delays and disrupted passenger flow. With our current technology, passengers can now leave everything inside their backpacks — including liquids and electronic devices. Our scanners analyse contents from all angles in full 3D, which means the system can inspect liquids and electronic items without requiring them to be removed. Previously, laptops were a major issue because they acted as a shield in traditional X-ray views. X-rays would be absorbed by the device, making it impossible to see what was behind it. With rotational 3D imaging, our systems scan from the front, back, and every angle, eliminating that blind spot. This is one of the most significant advancements in enabling seamless travel. The tray handling mechanism also operates at extremely high speed, allowing trays to be placed very close together and moved through the scanner efficiently. Thanks to very low false alarm rates,

In an exclusive Interview with Aviation World, Shobha Kulavil, Vice President and Industry Platform Leader – Aerospace and Defence, Capgemini talks about the key trends expected to shape the industry in 2026. Excerpts: Q: What’s driving change in the A&D industry and how Capgemini is contributing to this transformation? A: The Aerospace and Defense industry is undergoing a profound transformation driven by several key factors. First and foremost is the growing emphasis on customer experience, where organizations are expected to deliver seamless, personalized, and efficient interactions. Alongside this, agility and speed have become critical to meet evolving market demands and accelerate product and service delivery. Safety remains a non-negotiable priority, while continuous technological innovation across every stage of the product lifecycle is essential to stay competitive. Another major driver is sustainability—companies are striving to go green and achieve net-zero goals, aligning with global environmental commitments. Capgemini plays a pivotal role in enabling this transformation. Through its deep industry expertise and advanced digital solutions, Capgemini helps A&D organizations enhance customer engagement, optimize operations for agility, and embed cutting-edge technologies into their processes. From leveraging data-driven insights to implementing sustainable practices, Capgemini empowers clients to navigate these changes effectively and position themselves for long-term success in an increasingly dynamic landscape. Q: There are few sectors where drone is playing the role of key enabler. Still, there is a room for bigger involvement. What’s your thought on developing the Advanced Drone Capabilities and give impetus to Simulation training? A: Drones have evolved from being primarily defense-focused to becoming indispensable across commercial sectors such as agriculture, media, surveillance, and infrastructure inspection. Their potential, however, remains far from fully realized. To unlock broader applications where human safety and accessibility are challenges—continuous investment in technology is critical. Enhancements in sensor precision, propulsion systems, and battery life will enable longer endurance, extended range, and improved operational efficiency, making drones a true game-changer for high-risk environments. Equally important is advancing simulation-based training to ensure skilled deployment and safety. Leveraging Augmented Reality (AR) and Virtual Reality (VR), immersive training programs can create high-impact experiences that build muscle memory, improve retention, and allow trainees—such as pilots—to practice complex scenarios repeatedly in a risk-free environment. This approach not only enhances competency but also reduces operational risks significantly. Q: Airlines and Airports are investing huge on AI technologies to streamline operations and enhance reliability of their systems. How do you see this growing as well as easing the entire operational process? A: Airline and airport operations are inherently data-heavy and time-sensitive, requiring rapid, concurrent responses across multiple systems. This complexity makes them an ideal environment for AI and machine learning adoption. By leveraging these technologies, operators can automate decision-making, reduce human error, and ensure scalability, critical as the industry experiences unprecedented growth with new airports, expanding fleets, and emerging carriers worldwide. AI-driven solutions can optimize everything from air traffic management to predictive maintenance, baggage handling, and passenger flow management. For example, machine learning models can process vast datasets in real time, enabling proactive interventions that minimize delays and disruptions. In air traffic control, AI can help overcome challenges such as miscommunication caused by language or accent differences, which have historically contributed to operational errors. Intelligent systems can standardize communication, enhance situational awareness, and significantly improve safety. As the aviation ecosystem expands, manual processes alone cannot keep pace. AI not only streamlines operations but also builds resilience, ensuring reliability and efficiency at scale. Q: Tech has its own issues as there have been various incidences related to GPS jamming and spoofing which hints for bigger challenges ahead? How the sector needs to cope with such threats? A: Cybersecurity has always been a critical focus in the Aerospace and Defense industry, but the growing scale and complexity of operations have amplified its importance. Incidents like GPS jamming and spoofing underscore the need for robust, proactive measures to safeguard systems against evolving threats. The approach must start at the design stage, embedding cybersecurity protocols into every layer of product development and extending through the entire lifecycle—from manufacturing to in-service operations. This means implementing advanced encryption, secure communication channels, and real-time threat detection systems to mitigate vulnerabilities before they impact mission-critical functions. Continuous monitoring and rapid response frameworks are essential to counter sophisticated attacks that target navigation, avionics, and operational networks. As digitalization accelerates, cybersecurity cannot remain an afterthought—it must be a foundational element of every innovation, ensuring trust, safety, and operational continuity in an increasingly connected aerospace ecosystem. Q: In recent times, various Indian airports and airlines faced severe technical glitch resulting into managing crisis manually. Instead of easing, is too much dependence on tech over burdening the operational systems? A: Technology is no longer optional—it is a necessity for efficient and scalable operations in aviation. Over time, multiple technologies have been introduced to address specific challenges, but many of these systems have operated in silos. This fragmented approach can create inefficiencies and vulnerabilities, especially during high-pressure situations. The solution is not reducing reliance on technology but integrating and connecting these systems into a unified digital ecosystem. The industry is now moving toward digital continuity and convergence, where technologies across design, operations, and maintenance work seamlessly together. A fully connected environment ensures real-time data flow, predictive insights, and faster decision-making, reducing the risk of operational breakdowns. This approach not only enhances resilience but also minimizes manual intervention during disruptions. Q: What factors will define the next decade of aviation and aerospace sector? A: The next decade will be driven by completely digitally driven systems relying heavily on AI, but simultaneously enriched with built-in business and industry intelligence, best practices, and lessons learning, creating platforms that are forward-looking and predictive in nature. These systems will enable real-time decision-making, optimize operations, and deliver superior customer experiences across the value chain. At the same time, safety, quality, and cybersecurity will remain top priorities, forming the foundation of every innovation. As connectivity expands and digitalization accelerates, safeguarding systems against cyber threats will be critical to maintain trust and

Vinod Singel’s Quarter-Century in Building: The Powerhouse in Aviation Consulting Twenty-five years ago, when business aviation in India was a niche domain for a select few, Vinod Singel envisioned the need for a dedicated aviation consultancy—a then-unheard-of concept. Today, he is the driving force behind the acquisition, induction, and sale of over 68 aircraft. In this exclusive interview with Vishal Kashyap, Managing Editor of Aviation World, Mr. Singel, the visionary Managing Director of AeroSource International Pvt. Ltd., reflects on his remarkable journey, his company’s expansive market reach, and the mantras behind his enduring success. Read on for the excerpts. Q: Congratulation to you on the Silver Jubilee of AeroSource. How do you feel achieving this milestone? A: Thank you. Standing here, thinking about the last twenty-five years, it’s an incredible feeling. I remember when we started, the idea of aviation consulting was almost unheard of. Back then, selling just one plane was a huge deal. To see what AeroSource has grown into today, and the role we’ve played in shaping this industry… that’s what I’m most proud of. This anniversary is a celebration of how far we’ve soared, together. Q: You are one of the seasoned aviation professionals in the business aviation in India? We would like to know a bit about your journey? A: My journey didn’t start with a business plan, but with an overnight decision to just go out and serve customers. A few of my clients encouraged me to start on my own. Once I actually took the plunge, the reality of building a business from scratch set in. First few months were humbling, to say the least. When that first real project came through, it provided the essential capital to operate and, more importantly, validated the business model, giving me the assurance to move forward with full commitment. Q: What are the verticals that AeroSource deals into? Also, do you have global presence as well? A: At heart, we are aviation consultants. Our reputation was built on our deep expertise in buying and selling aircraft, it’s the core of what we do, and it’s where we consistently deliver the greatest value to our clients. We quickly realised that to do that job properly, we couldn’t just be brokers on the sidelines, we decided to become true consultants, hand-holding clients through the entire acquisition including the regulatory permissions and compliances. In fact, we were so committed to this that we opened a liaison office in Delhi specifically to navigate those statutory bodies linked with the aircraft import process. It was the best decision we made. This foundation naturally led to our second business line – Operations & Management. We recognized that for many of our clients, besides owning the asset they desired a seamless, hassle-free day-to-day Operations, maintenance, crew management etc. We, therefore, evolved to offer comprehensive asset management services, providing the ultimate peace of mind by managing day-to-day operational complexities. We also established key partnerships with leading manufacturers like Bombardier and Piaggio. This allows us to offer a select range of aircraft, with local presence. While our roots are firmly in India, our reach is global, with a network of partners and clients that makes AeroSource Group, an international player. Q: What’s the first deal that you always cherish about? A: If I were to point to one deal that defined our early journey, it would be our first comprehensive assignment by the prestigious TVS Group. When I look back on that journey, right from identifying the aircraft, to negotiations and more interestingly navigating DGCA, finance and customs processes, it was the ultimate ordeal. Handling that entire project as a single-man army, was a trial by fire. It taught us more than any business plan ever could. By closing that deal, successfully, we knew our model wasn’t just a theory; it actually worked. Thinking back on it still gives me a real sense of pride. Q: Till date, how many aircraft acquisitions being done under your leadership? Also, any particular type of acquisition that is your favourite one? A: To date, we’ve successfully managed the acquisition, induction and sale of 68 aircraft. A major shift occurred around 2006, as we saw India’s corporate ambitions take flight, translating into a rising demand for mid to long-range business jets that could connect the country to the world. While we deeply respect the engineering of all the brands we work with, our primary commitment isn’t to a manufacturer—it’s the process. Our mission is a seamless induction, delivering an asset to our clients that is fully compliant to Indian and foreign regulations. This focus is our proudest achievement of a flawless record where not even one aircraft that we managed has ever been grounded upon arrival in India by DGCA, Customs, or any other regulatory body. For our clients, that’s more than a statistic; it’s the guarantee of a smooth and uninterrupted operation. Q: What are the factors that you believe has played a key role in your success? A: We believe our success comes from a core decision we made early on: to build a fully integrated, in-house team. While many in our field out source key functions, we’ve invested in bringing every critical step from technical inspection to regulatory compliance under one roof. This means there are no third-party gaps or excuses. When our clients engage us, they get a single, dedicated team accountable for the entire project. It’s a significant investment, but this is the non-negotiable cost of control. It ensures that our clients receive our undiluted expertise, our direct oversight, and our absolute accountability from start to finish. Q: What has been the most challenging phase of your professional life that you would like to share with the industry? Also, how you overcome that? A: You know, one of the biggest professional challenges we ever faced was also one of the best things that happened to us. It was when the DGCA rolled out the eGCA platform, moving everything from paper to digital. It