Interviews

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

JEKTA, the manufacturer of the zero-emissions Passenger Hydro Aircraft – Zero Emissions 100 (PHA-ZE 100) amphibious aircraft, has already received more than $1.35 bn of forward commitments from operators for LoI signed for 139 aircraft in the Middle East, India, and Asia, with Gayo Aviation, MEHAIR (in India), Solyu, Seaplane Asia, among others demonstrating commitment. Recently, at the Dubai Airshow, George Alafinov, CEO and Co-Founder of JEKTA in an exclusive interview with Vishal Kashyap, Managing Editor, Aviation World, shared insight on all aspects of the aircraft and his vision towards launching a new era of affordable, sustainable regional air mobility, where they see themselves as the global leader in the amphibious aircraft sector. Excerpts… Q: What does JEKTA do and could you share more details about the products? A: JEKTA is based in Switzerland and is specialised in developing and building amphibious aircraft. When we’re talking about amphibious aircraft, we are not talking about an aircraft with floats, but we specifically mean a flying boat design that can operate as easily from prepared or unprepared runways and water without any requirement for additional hardware like floaters or anything else. Flying boats have superior technical capabilities compared to float planes because they’re originally designed for what nature has given us – water and land. When 80 per cent of the world is covered by water, that means that 80 per cent of the world is our potential runway. We can create a regional transportation network with minimal investment into airports, with no time needed to build an airport and reduced ecological impact. Since building an airport irreversibly impacts on nature, we’re using nature’s gift, which is water. Today, most of the population of the world lives near water, whether it’s lakes, rivers, the sea, or the ocean, and this opens up an opportunity for the creation of transportation for these communities by using that water where they live. We believe that using amphibian aviation is sustainable, easy, and low cost. With minimal barriers of entry it creates the possibility of providing services to communities, within record time and with reduced financial investment. Q: What factors drive you foresee for the potential for sea plane operations? A: We’re talking about half a billion people living on thousands of islands where there is not only a desire to have amphibian aviation but an absolute need of amphibian aviation. As in the case of India, we see huge development and growth in the middle class. As the growth continues, the middle class wants to travel more and even sometimes simply to travel to international airports to fly to their relatives in other parts of India or abroad, or to visit island nations like the Maldives, or to visit global tourist attractions. Today it’s very challenging for Indian travelers, and it’s even more challenging for island nations, for example, the Indonesians, because they have to invariably take a boat to access other locations. Amphibious aviation provides a tool for quick, comfortable, sustainable, and affordable transportation to the international hubs. Q: How do you see the market for JEKTA across the world and especially India? A: Currently, we have Letter of Intent (LoI) for 109 aircraft, of which 50 are in India. India is going to be one of the biggest markets in the world for amphibious aviation, and the reason for that is not only the geographical and topographical conditions of India, but also the absolute willingness of the government of India to open rivers and lakes. As you might know about five or six years ago the Govt. of India had already integrated regulations for the opening of lakes and rivers of India for aviation. They see it as an incredible opportunity to develop transportation without huge investment in regional airports that would inadvertently destroy India’s nature. We commend this decision by the Indian government, and we respect it very much because it aligns with our global vision for the development of amphibian aviation. We have an Indian customer who has signed an LoI for 50 aircraft, and we believe the Indian market is so large that it requires up to 400 aircraft to support intra-region and inter-region aviation. Q:How about other markets where you see the potential? A: The other very interesting market for us is the Middle East which comprises of countries like the UAE, Saudi Arabia, Qatar, Bahrain and Oman. The Middle East has an extensive coastline, yet it doesn’t incorporate regional ground transportation. Railroads and highways connecting key destinations are quite limited. So, the opportunity mirrors that of India. We see the option of developing a transportation network using existing infrastructure such as international airports in combination with water. It is an opportunity that the Middle East cannot pass up. Our discussions with local stakeholders demonstrate that they understand amphibious aviation presents a huge opportunity for the provision of new affordable, sustainable air transport services through operators and through the state, for its local communities. Probably the biggest potential market for regional operations for us is in Southeast Asia, which includes Indonesia, the Philippines, and Malaysia. Q: In regard to India, what is the tentative timeline for the delivery of the aircraft? A: Our tentative schedule to enter the market is 2031. The usual cycle for development of aircraft of such a class is about 10 years, including certification. Q: You must be aware that in India a few seaplane operations were planned but could not take off. How do you prepare yourself to address such situations? A: Yes, I am well aware of that. They could not make it due to various reasons, out of which two are important to put here: The first main reason is the limited availability of aircraft that can successfully support seaplane operations on the Indian shores. The second reason relates to the extremely expensive maintenance and high fuel consumption, which make flight operations unviable. JEKTA has designed its aircraft to have vastly superior technical capabilities through its flying boat design and to

The Business Aviation sector in Middle East has witnessed a significant growth with addition in the number of aircraft and the private airports to support the infrastructure. In this region, Alton Aviation aims to deepen relationships with existing clients and provide them support on strategic, operational, and financial challenges. At the recently held Dubai Airshow, Mr. Raffi Kasparian, Managing Director of Alton Aviation Consultancy, Middle East interacted with Vishal Kashyap, Managing Editor of Aviation World and shares his views on the various factors that will drive the future of business aviation in this part of the world. Excerpts… Q: What are the services that Alton Aviation Consultancy provides to the business Aviation segment in the Middle East? A: We focus on different segments of aviation including business and general aviation. We support operators and investors on different strategy and investment management related topics. Q: What’s the size and scope of Business Aviation in Middle East Region? A: Middle East is a very large market for consultancy but maybe shifting more on the actual segment of business aviation, it’s still at a nascent stage. I would think it’s a growing market, still represents a small portion of demand in terms of aircraft movement, which is less than five percent of global aircraft movement to and from Middle East and within Middle East. The largest market being US and Europe, though in the region we have seen a significant growth of business aviation traffic of around 14 percent Compound Annual Growth Rates(CAGR) over the last five years. A lot of momentum post-COVID with a strong base of customers travelling for government or religious and tourism are also using private aviation. A core base of travel originated from a royal segment and then finally the third pillar would be travel for the oil and gas sector, where some oil and gas companies have their own small operation, private aviation operation or subcontract that to other third-party operators. Q: Middle East is a very big region, so in particular which country in this region has high business potential? A: I would focus on the countries in the GCC, particularly UAE and Saudi Arabia where we have seen a significant growth, especially here at Al Maktoum. There is a strong ecosystem when it comes to FBOs, so as well as MRO for the private jets. The developing number of movements and number of aircraft and jets that are being based here also has significantly increased, driven by growth in the number of ultra-high net worth individual moving to the region. Additionally, we have seen airports in Abu Dhabi specialising solely on private aviation like Al-Batin Executive Airport. Similarly, in Ras Al Khaimah in the North there will be also a good potential for business aviation. And moving to Saudi, places like Al-Ula and the Red Sea, has already a strong base of private aviation movements, not only because of the remote location, but because of the very premium nature of the destination. Similarly, in the Red Sea where the airport has been already also designed to accommodate special pods or mini terminals just for that segment. Q: How do you support the aviation companies involved into oil and gas related operations? A: With Oil & Gas companies, we partner with them to optimise their aviation operations. We have seen a need there also as these companies either outsource that logistics portion to third party operators or even have, for example, in-house aviation capabilities. We very much help them to optimise anything that is from planning, scheduling of their internal network,fleet planning, long-term procurement, and then touching on different functions internally, whether it’s also procurement of third party charter operations and including the review of performance and optimisation of their asset, whether it’s for fixed-wing jets or actual helicopter and rotary wing operations. So post-COVID, there is a significant change and development in this sector and the growth as well. Q: With new operators joining the sector, how the sector is responding in this region? A: In general, the segment of private aviation has benefited from the pandemic with the closure of commercial airlines and that momentum we still see, especially in the region, is still going on. There’s a lot of traction and new business models, including the charter. So not so much on the fractional ownership like the Net Jets of this world, you would see more in North America, but here maybe more charter operations developing more stronger presence and having the ability to have this concept of floating fleet being temporarily based in key hubs here like Al Maktoum, Dubai. Q: What’s your thought on fractional ownership? A: I would say it’s more shifting towards more of subscription based rather than fractional ownership. That has been a model that is proven to be more interesting for end users, whereas the typical fractional ownership is not something that I would call quite common still, like more as infancy. And one challenge that most of these operators face in the leasing process. Q: Does Alton Aviation Consultancy also assist in the leasing part? A: We tend to cover aircraft selection, financing strategy, including leasing as we have people from that industry and having worked with major lessors on transaction for large fleets and commercial, but also on more smaller jets. So indeed, this is something we keep track and we have engagements where though most of it will be more on the planning and the selection of aircraft. In some cases, we’re also partnering with operators or aircraft owners to also advise on financing structure and also leasing terms and conditions. Q: How do you see the regulatory approach in this region? A: Well, we have seen some efforts from different authorities and particularly KSA on streamlining those regulations, whether it’s registration of aircraft and also more harmonisation with international standards. Also in the UAE, there have been a lot of government-led initiatives to also even pioneer some of the new concept on

Gama Aviation’s New Business Aviation Centre (BAC) at Sharjah International Airport is all set to open for regular operations from January 2026 onwards. The facility built over an investment of over $65 million represents a defining step forward for private aviation in the UAE,combining a purpose-built design, operational efficiency, and refined luxury in one seamless experience. Spanning more than 80,000 square metres, the new BAC is located within easy reach of both Dubai’s commercial districts and the fast-growing Northern Emirates, offering a convenient and discreet alternative to the region’s more congested hubs. Recently, Aviation World Managing Editor, Vishal Kashyap had an firsthand experience of visiting the upcoming FBO in Sharjah and interact with Mr. Tom Murphy, Managing Director – FBO at Gama Aviation. In this exclusive interview, Tom Murphy shares the importance of this project as it aligns with the UAE’s Vision 2030 and reinforces Gama Aviation’s commitment to delivering world-class aviation infrastructure and service excellence. Excerpts… Q: The new Gama Aviation BAC seems huge. Could you please highlight the key details of the upcoming facility and its USP? A: The upcoming GAMA Business Aviation Centre (BAC) will have 12,000 square metre hangar and a VIP terminal which will be equipped with different lounge spaces including an airside lounge, a cigar lounge and crew lounges. We’ve really been very generous to the client spaces and designed them for a luxury feel and experience. In addition to that, to complement the luxury facility, we’ve really put a lot of emphasis on the operational USPs. In Sharjah, there is no slot restriction as the airport isn’t as congested and it’s a short taxi time from the runway to the aircraft parking positions. Once operational, from our site it will take about a 90 second to two-minute taxi time to the runway. We’re going to provide in-house fuelling with bowsers on our apron dedicated to fuelling only business jets. Our apron is also going to be a self-manoeuvring apron, meaning aircraft can just taxi in and out on their own power. All of these things are a rarity to find at FBOs or at international airports. So, we’re very-very proud of what we’re about to produce and what we’re about to   Q: At the upcoming hangar, how many aircraft can be parked at one time? And, will it support the MRO services as well? A: The hangar will be able to accommodate, depending on the mix of aircraft, maximum around 12 aircraft in each hangar. The biggest aircraft it will accommodate in our hangars would be like a B-757 and then down to a Boeing Business Jets (BBJ) or an Airbus corporate jets( ACJ). The hangars will also serve some maintenance services as well. As within one of our hangars will be the office space, stores and parts area for our in-house MRO.We have capability for the Global Series, Embraer Legacies, Gulfstream 650, Challengers and a few other types that we’re looking to increase our range of services from an MRO perspective as well. Q: With few prominent FBOS in the region, how you see the market in terms of the business, the growth potential and also demand? A: Yes, I think it’s very- very competitive. There are two FBOs in DWC and two in DXB, so in a very short area, numbers of FBOs are competing. And obviously, we are already in Sharjah. We’ve successfully grown our market share as we’ve got the market and clients more familiar with Sharjah and its USPs that are existing today. We’ve gradually increased our market share and last year was our busiest year on record in the last 10 years in terms of volumes. We’re 50 per cent up year-on-year on volumes and the number of passengers that have passed through this present terminal is 30 per cent up year-on-year. All in all, Sharjah is 30 minutes away from downtown Dubai and it’s also the bridge between downtown Dubai and the Northern Emirates. There is lot of developments happening in Ras Al Khaimah, so we’re perfectly positioned to serve both of those markets. If we look slightly further ahead, with Dubai International ceasing operations in the future, we will then be, if it wasn’t for Gama investing in this project and producing this facility, the only option for business owners would be DWC. We’re giving a really strong option to the market with the world-class facility as we’ll be the closest airport to downtown Dubai. Hangar Details: • Size: 12,000 sqm • Function: Purpose-built for Line Maintenance operations, as well as secure aircraft parking, adding sizeable capacity to hangar capacity in the region • Design: Engineered with wide-span doors, optimised apron access, and a clear internal height to accommodate multiple large-cabin aircraft simultaneously • Efficiency: The hangar layout allows direct taxi-in/taxi-out capability, minimising towing time and ensuring faster aircraft turnaround • Integration: Adjoining workshops and technical areas support on-site maintenance teams with dedicated tooling, parts storage, and client viewing areas • Environmental Design: Advanced lighting, insulation, and airflow systems enhance working conditions and energy efficiency Q: The investment is huge in developing this BAC. What factors will define the ROI for this project? A: This is not the first project as our company was established 42 years ago and our CEO is the founder of the company. I believe we have already a good penetration into the market and we want to expand those capabilities at a much higher scale into this FBO. We’ve built hangars in the UK before and we have another project in the UK where we’re building a hangar and an FBO. So, this is not new to Gama Aviation and it’s something that we’ve been proving concept for 10 years. We’ve been dedicated to proving this concept and then we made this decision that this is something that we want to embark on. So, of course, we need to make a return on the investment but for all of the things I’ve outlined with the momentum that we’ve

“Aviation relies on split-second, high-stakes decisions made with absolute precision”, Dr. Geeta Shroff, Co-Founder, Lighthouse Counselling Centre. A graduate in medicine from the University of Delhi, Dr. Geeta Shroff did her post-graduation in Gynaecology & Obstetrics. She further specialized in infertility, and is a trained embryologist and a qualified IVF practitioner. Dr Shroff has also conducted research on human stem cells since 1999, and pioneered Embryonic Allogenic Stem Cell Therapy using her patented methods. She has been granted patents in 132 countries and has presented her work at various national and international forums. Dr. Shroff had her first brush with mental health as a house job at the Safdarjung Hospital Psychiatry Department and has always had a deep commitment to mental well-being-a value she has upheld throughout her years of practice. It is with this background that she co-founded Lighthouse Counselling Centre in 2024 along with Mr. Rohan Shroff, who holds an M. Sc. in Psychology. Lighthouse Counselling Centre is a unique mental health initiative offering services such as psychotherapy, workshops for mental well-being, internships, career guidance etc. Below is an interview with Dr. Shroff to understand the importance of mental well-being: Q: Why did you branch out into mental health after being one of the most recognised doctors in the field of regenerative medicine & gynaecology? A: I believe that mental health is just as crucial as physical well-being. Over the years, I’ve seen how stress and emotional distress often manifest as physical symptoms. By addressing mental well-being through individualized therapy, we can promote true healing. For me, health represents an equilibrium between psychological & physical wellness. Q: Why is mental health such a critical safety factor in the aviation industry? A: Aviation relies on split-second, high-stakes decisions made with absolute precision. Mental health issues like stress, anxiety, depression, and fatigue impair key cognitive functions — judgment, focus, situational awareness, and teamwork — increasing the risk of operational errors. Q: What are the primary stressors unique to aviation professionals? A: Aviation professionals face unique stressors such as irregular schedules, heavy responsibility, and prolonged time away from family. Added to this are fears about job security and medical approvals, which often deter them from seeking help, and the emotional impact of critical incidents that can lead to trauma or distress. Q: Why should senior management in aviation prioritise employee mental health? A: Senior management should prioritise employee mental health as it is both a safety and business imperative. Untreated mental health issues increase the risk of human error and accidents, reduce productivity, and drive burnout and attrition. Supporting employee well-being enhances focus, resilience, and organizational performance, while also ensuring compliance with evolving regulatory expectations. Q: What actions should management take? A: Leaders must create a “just culture” where seeking help is seen as responsible, not risky. Key steps include: • Destigmatization: Openly promote mental wellness and normalize conversations. • Peer Support Programs (PSPs): Offer confidential, non-punitive peer-led assistance. • Employee Assistance Programs (EAPs): Provide confidential access to professionals familiar with aviation stressors. • Training: Equip staff to recognize and respond to signs of distress. • Work Practice Review: Improve schedules, fatigue management, and work-life balance to reduce chronic stress Q: How can Lighthouse Counselling Centre help aviation companies enhance mental well-being of their employees? A: Lighthouse Counselling Centre can conduct Emotional Resilience Programs via practical sessions on: – Stress Management, Anxiety & Fatigue management – Resilience & mindfulness training – Conflict resolution – Empathy & inclusion training – Substance abuse -Coping behaviour support For the management level employees, workshops on Burnout & Mindful Leadership Training can be organised. Lighthouse Counselling Centre can also provide support to develop organisational mental health guidelines, conduct psychological assessments and track the impact of their initiatives. For more details ,reach out to us at : +91 96508 18899