Technology

From its invention and throughout its evolution, the ‘black box’ has been crucial for maintaining and improving commercial aircraft safety since the 1950s. Here, component supply specialists Artemis Aerospace explore this essential piece of equipment and how it has developed into the modern technology used by the industry today. Why is it called a black box? Although commonly referred to as a ‘black box’, the device’s official name is flight data recorder (FDR) or cockpit voice recorder (CVR). Originally, flight recorders consisted of magnetic tape encased in a fireproof box that was painted black to protect the metal and prevent rust, hence the terminology ‘black box’ – an expression that was made popular by the British during World War II. However, after FDRs were mandated by the aviation industry in the 1960s, regulations stipulated that all flight recorders must be painted in ‘international orange’ – making them highly visible and easy to distinguish in the event of an incident. Early flight recorders Although the Australian scientist, David Warren, is credited with inventing the first flight and voice recorders for the commercial aviation industry, the earliest known design was made by François Hussenot and Paul Beaudoin at the Marignane flight test centre in France in 1939. The ‘Hussenograph’ was a photograph-based flight recorder that used scrolling photographic film and recorded instrument data, such as altitude and speed. Hussenot’s and Beaudouin’s legacy lives on through the Société Française des Instruments de Mesure, which they founded in 1947 and today forms part of the multi-national manufacturer of aircraft engines and equipment, Safran group.During WWII, Len Harrison and Vic Husband developed a crash and fire-proof flight recorder for the Ministry of Aircraft Production, setting the standard for today’s modern units. The first flight recorders for commercial aircraft Up until the 1950s, flight recorders were primarily used on military aircraft. However, in 1953, David Warren’s prototype FDR ‘The ARL Flight Memory Unit’ was specifically designed for post-crash investigations of civilian aircraft and was the first to record voices in the cockpit as well as instrument readings. During the same year, Professor James J. Ryan, who was a professor of mechanical engineering at the University of Minnesota, invented and patented the flight recorder in the United States. However, unlike Warren’s invention, Ryan’s didn’t include a cockpit voice recorder, which wasn’t patented in the US until 1961 by Edmund A Boniface Jr. As recordings became digitised, this led to the FDR and CVR being combined into one unit called the CVDR.Most commercial jets are now additionally equipped with a QAR (quick access recorder) meaning data can be easily removed and accessed quickly in the event of less serious incidents, such as unplanned deviations, that require further investigation. Today’s systems are digitally controlled and include built-in test equipment that records how the aircraft is operating. This means that potential issues can be identified and dealt with before an incident occurs, making air travel even safer and more efficient than ever before. Flight recorders become mandatory Following the crash of Trans Australia Airlines Flight 538 in 1960, Australia became the first country in the world to make cockpit voice recorders mandatory. In 1964, the United States passed its first cockpit voice recorder rules requiring all turbine and piston aircraft with four or more engines to install CVRs by March 1967. By 1967, FDRs had become mandatory in many countries. Commercial aircraft were required to carry FDRs and CVRs housed in bright orange boxes in the tail of the aircraft, where they would stand the best chance of survival in the event of a crash. FDRs are now governed by ICAO (International Civil Aviation Authority) and the FAA (Federal Aviation Authority) in the United States. These regulators stipulate the specifications and standards FDRs must meet for aircraft. This includes FDRs being equipped with an underwater locator beacon that is automatically activated when an incident occurs. FDR improvements and updates Despite the introduction of the underwater locator beacon to aid FDR recovery following a crash, the technology was not without its limitations. Notably, the disappearance of Malaysia Airlines Flight 370 in March 2014, demonstrated the restrictions of flight recorder technology, which required physical possession of the device in order to understand the cause of an accident. Unable to locate Flight 370 or its FDR, authorities called for live streaming of data from the aircraft to the ground. In addition to this, they requested for the range and battery life on all underwater locator beacons to be extended and that aircraft be fitted with a secondary deployable recorder that would be ejected from the aircraft before impact. FDRs of the future Artificial intelligence and telematics are leading the way in developing the aircraft of the future, including improving the collection of in-flight data and voice recordings. Honeywell’s latest flight deck, Anthem, provides anytime, anywhere data analytics and an engine-out function to automatically guide pilots to the nearest airport, while assessing factors such as terrain and wind speed. The NTSB (National Transport Safety Board) in the US has long been lobbying for installing cockpit video recorders in new and in-service commercial jets to improve the quality of information that can be gathered following an incident. However, this hasn’t been without controversy and ALPA (Air Line Pilots Association) has expressed concerns regarding privacy. Whatever the future holds for flight data recorders, they will continue to be essential to maintaining safe air travel for all. (The article is provided by Artemis Aerospace, which offers an innovative approach to component solutions for the aviation sector.)

By Capt. Peeush Kumar In an honest spirit of ‘Aatma Nirbhar Bharat’, visible disposition of Indian helicopter industry oriented around DPSUs triggers subject genesis. Realised levels of R&D by DPSUs in helicopter design, development & manufacture are undoubtedly positive takeaways. However, placing a competitive product in top-of-the-line world market remains to be an Indian ambition since trailing about 35-40 years from contemporary capabilities. Proposition here converges to systematically fielding helicopter(s) in world market built through an indigenous ecosystem. Necessity of a competent ecosystem to produce a commercially viable competitive product in aggressive international competition is the pivotal motive of this argument. Helicopters are ranked on safety, role effectiveness, reliability, availability, post-sales support and operating costs. Performance attributes translate into role effectiveness while reliability, availability and operating costs are primarily elements of maintenance domain. These maintenance domain elements have been a bane for prevalent indigenous helicopter fleet. Evident from minimal presence of indigenous helicopters with civil operators, privately owned helicopter operators passively reflect litmus test results of this offering. Inflating numbers through counting platforms of armed forces would naturally be unreasonable. Operation of helicopters without favourable attributes surrounding aforesaid elements is therefore a non-starter. Dependency on foreign vendors for critical systems/core technologies, sub-optimal contract management and conflict of interest in quality assurance & control (QA/QC) entities surface improvement areas. Convenient, continued dependency on foreign vendors has resolved into a noticeable R & D deficit. Resulting absence of indigenous ecosystem for manufacturing helicopter sub-systems, critical assemblies and core technologies serves to non-viability of a sustainable competitive product in world market. QA/QC elements organised under common apex authority with that of OEM (Original Equipment Manufacturer) are natural to be tied down with conflict of interest. It isn’t a surprise that product quality is at the receiving end of aforementioned draggers. Set up of product relevant R&D Opportunities for R & D work are seldom feasible through promulgated QRs (Qualification Requirements) of armed forces to DPSUs. Against deadlines, readily available solutions usually from foreign lands are assembled for a final product. Later replacement of system/components/assemblies as retro modification on these helicopters merely opens a regressive window of R & D which on maturity is obsolescence ready. A real-world R&D must therefore pre-emptively target competing products relevant to a future realisable timeline. Seed funding for R & D is unlikely to be a rare resource for verifiable projects to transform into a reality. Risks of developing a complex machine with multiple sub-systems like helicopter includes schedule upsets by lack of integral/committed MSMEs for dependable components of quality. India’s access to vast pool of affordable talent and extensive but scattered resources may be best deployed through contemporary management tools instead of a DPSU. Entrepreneurial attitude of ‘Start Up’ generation with an appetite of acing can further already created DPSU foundations through MSMEs. An R&D adequate ecosystem complemented by support of critical assemblies/components is a great framework for a solid final product. Independent certification agencies (DGCA) should be integral to such a program for in-time advisories at all stages of development and avoid later setbacks of costs and timeline. It is critical that QA/QC entities hold adequate authority in matters affecting safety and performance. An implementable possibility of above scheme may be found on the unconventional road. A limited objective project aligned with Skunk Works® philosophy suited for big, unconventional challenges matches this ‘Job Description’. Proven techniques of Skunk Works® pivot on small, isolated, highly motivated team under dynamic leadership. The set-up is built for high quality outcomes through engineering independence, informal disposition and a general risk acceptance in routine processes. Aforesaid has the potential to trigger prevalent Indian ecosystem through a limited horizon project of consequence. The initiative could inject confidence for contextual technical capability on a timed roadmap for a sustainable, commercially viable umbrella product of quality. A comparison with ISRO milestones may be intriguing that has delivered extremely complex products from humble beginnings within similar framework of Indian ecosystem. Indigenous R&D Based on open-source development timelines of Robinson® R22/R44 helicopter and available indigenous R & D with DPSUs, 3-4 years for design and development of prototype trainer helicopter is a fair, competitive expectation. Recently matured ‘Strategic Partnership’ format for Indian Navy’s NUH program may be ready template after obvious modifications. Shortlisted bidders of this program must select at least one major indigenous assembly/system from transmission, power plant, flight & vehicle management system or main & tail rotor blades. Qualifying for next phase of manufacturing must be earned through performance, reliability, availability and operating cost, improving on presently successful Robinson® R66 helicopter through a ‘Fly off’ demonstration. Program support by existing facilities at DPSUs and/or transfer of indigenous R&D inputs may be considered, if made available for this nation building campaign. Absence of these public funded facilities would however unfortunately translate into extension of proposed timeline. DGCA’s CAR21 (CAR Section 6, Series B) prescribes procedural requirements for issue of type certificates. The document covers matters related to design, manufacture, airworthiness, repairs, requirements for approval of design and production organisations. DGAQA for QA/QC oversight and DGCA for regulatory guidance must be consulted at all stages of design and development for avoidable setbacks. Key members’ teaming as single point responsibility would help effectively embrace recommended Skunk Works® philosophy. A preliminary market survey for potential customers of said trainer helicopter may be undertaken to chart out client potential of final product and risk sharing possibilities. Proposed attempt to liven up latent potential of Indian R & D with reduced government expenditure, quality manufacturing in aviation sector and effective talent deployment should be reasonable motive forces amongst government offices. For business houses, it’s an offer to diversify into a relatively virgin sector. Nevertheless, an attempt to break off from existing monopoly to a competitive market would not be hurtful to any sector, least of all for nation building. (The writer is a certified experimental test pilot for rotary wing aircrafts and a Type Rating Examiner with experience on more than 20+ helicopters and aeroplanes.)

Airline Signs Purchase Agreement for up to 400 eVTOL Aircraft from Eve Aiming to Revolutionize Commuter Experience in Cities Around the World CHICAGO, Sept.8th, 2022: United today announced a $15 million investment in Eve Air Mobility and a conditional purchase agreement for 200 four-seat electric aircraft plus 200 options, expecting the first deliveries as early as 2026. This marks another significant investment from United in flying taxis – or eVTOLs (electric vertical take-off and landing vehicle) – that have the potential to revolutionize the commuter experience in cities around the world. Under the terms of the agreement, the companies intend to work on future projects, including studies on the development, use and application of Eve’s aircraft and the urban air mobility (UAM) ecosystem. “United has made early investments in several cutting-edge technologies at all levels of the supply chain, staking out our position as a leader in aviation sustainability and innovation,” said Michael Leskinen, President of United Airlines Ventures. “Today, United is making history again, by becoming the first major airline to publicly invest in two eVTOL companies. Our agreement with Eve highlights our confidence in the urban air mobility market and serves as another important benchmark toward our goal of net zero carbon emissions by 2050 – without using traditional offsets. Together, we believe our suite of clean energy technologies will revolutionize air travel as we know it and serve as the catalyst for the aviation industry to move toward a sustainable future.” “United’s investment in Eve reinforces the trust in our products and services and strengthens our position in the North American market,” said Andre Stein, co-CEO of Eve. “I am confident that our UAM agnostic solutions, coupled with the global know-how we have been developing at Eve and Embraer’s heritage, are the best fit for this initiative, giving United’s customers a quick, economical and sustainable way to get to its hub airports and commute in dense urban environments. It is an unparalleled opportunity to work with United to advance the US UAM ecosystem, and we look forward to it.” United was the first major U.S. airline to create a corporate venture fund, United Airlines Ventures (UAV), designed to support the company’s 100% green commitment to reach net zero emissions by 2050 without the use of traditional offsets. Through UAV, United has led the industry in investments in eVTOL and electric aircraft, hydrogen fuel cell engines, and sustainable aviation fuel. Last month, United gave a $10 million deposit to a California-based eVTOL company for 100 aircraft. United’s investment in Eve was driven in part by confidence in the potential growth opportunities in the UAM market and Eve’s unique relationship with Embraer, a trusted aircraft manufacturer with a proven track record of building and certifying aircraft over the company’s 53-year history. Critically, their relationship includes access to Embraer’s service centers, parts warehouses and field service technicians, paving the way for a reliable operation. Upon entry into service, United could have its entire eVTOL fleet serviced by Eve’s agnostic service and support operations. Moreover, United joins the consortium led by Eve, which will simulate UAM operations in Chicago from September 12th. Rather than relying on traditional combustion engines, eVTOL aircraft are designed to use electric motors, providing carbon-free flights and to be used as ‘air taxis’ in urban markets. Eve’s design uses conventional fixed wings, rotors and pushers, giving it a practical and intuitive lift-plus-cruise design, which favors safety, efficiency, reliability and certifiability. With a range of 60 miles (100 km), its vehicle has the potential not only to offer a sustainable commute but also to reduce noise levels by 90 percent compared to current conventional aircraft. Eve is also creating a new air traffic management solution designed for the UAM industry to scale safely. This software is intended to perform at the same safety level as Embraer’s existing air traffic management software and expected to be a strategic asset to helping the entire industry grow.

The article dwells upon how facility management is integral to the functioning of airports and the travel ecosystem especially during the ongoing pandemic. *By Rohit Kaul Safety and security are primary concerns that drive individual needs and determine their behavior and preferences, especially when they are in public spaces. This engages the use of sensory stimuli in determining the quality of the place through markers including hygiene, comfort, ease, security, and accessibility among others. The current scenario has reiterated the dire need for immaculate, sanitized spaces. Airports must be equipped to deliver this need with utmost caution as they are the most frequented spaces, estimated at an annual average of 220 million travelers in India (as per CAPA report 2021). Airport infrastructure entails extensive areas ranging from the immediately visible terminals, runways, housing areas, ATC, Cargo Complex, ARFF-Fire stations, etc. Each area needs to be maintained and optimized to empower greater efficiency and render ease of access to individuals. Owing to their large expanse and the increasing density of passengers, airports require strategic and streamlined services that target each area to provide effective solutions. These services fall under the ambit of Integrated Facilities Management (IFM). “The IFM industry extends a plethora of services, to uphold the safety of passengers, airports, and airlines, thereby providing a premium experience. The suite of solutions deployed through facility management assimilates the power of new and emerging technologies including the Internet of Things (IoT), cloud, big data and analytics”. IFM is pivotal to the functioning of airports and in ensuring the highest quality standards towards their operation. It plays a crucial role in creating an ecosystem that delivers end-to-end solutions in maintaining, transforming, and executing functions within and outside airports. The IFM industry extends a plethora of services, to uphold the safety of passengers, airports, and airlines, thereby providing a premium experience. The suite of solutions deployed through facility management assimilates the power of new and emerging technologies including the Internet of Things (IoT), cloud, big data and analytics. These disruptive technologies and streamlined services bolster airport operations and optimize their functioning. Among the varied imperative services undertaken by IFM, some of the critical ones include: Soft Services Since the airport is a transit point for millions of people, maintaining safety and hygiene is of paramount importance. Soft services are an extremely important facet of facility maintenance at airports, encompassing housekeeping, landscaping, waste management, pest control, security, and business support services. Facility management has successfully integrated technology to deliver these soft services making them more efficient. At airports, some areas such as the runways, roads, kiosks, etc. need thorough cleaning and frequent auditing to ensure all is in place. Technical Services The modern airport environment is equipped with a stack of technical assets that are often controlled behind walls and ceilings. While these are away from our direct line of vision, they have a fundamental impact on the flyers and their travel experience. IFMs play an important role in maintaining and ensuring the proper functioning of these technical assets. Some of these include maintenance of DGs and transformers, HVAC systems, fire and safety systems, surveillance systems, WTPs and STPs, lighting systems, etc. While the provision of 100% uptime is one of the primary responsibilities of an FM, optimizing performance and conducting frequent audits to ascertain the ageing of the assets are as important. Digital Services With the evolution of new and emerging technologies, airports have integrated advanced technology to maintain their spaces with data-centricity. The system includes customer-facing technology such as ticketing systems, feedback systems, customer assistance, vending machines, etc., and operations supporting technology such as NFCs, smart meters, sensor-based lighting/tap systems, inventory management tools, etc. These solutions harness the power of data and analytical tools that are used to track and monitor the performance of people and assets. Risk Management Airport terminals maintain stringent standards of upholding the safety and security of passengers. IFMs handle the planning, preparation, and execution responses for situations of crises and emergencies, threats, etc. These also include several aspects such as EHS (environment, health, and safety), compliance (adherence to statutory norms and laws for buildings, food, fire and safety, labour, among others), and ESG (environment, social, and governance). Facility management is one of the most significant pillars that strengthen the round-the-clock operations of airports. Amidst diverse and critical responsibilities with exhaustive protocols and blueprints of aviation operations, the services rendered by the industry are indispensable to the streamlined and efficient functioning of airports. The better the Facility Management teams, the better the experience at an airport. (The writer is Head of Operations for North Region at Embassy Services Private Limited) Aviation world Online

Cover Interview In an exclusive interview with Aviation World, Bjorn Pieper, Chief Commercial Officer, PADS4 talks about the smart airport platform that help airports to digitize and open possibilities for new revenue streams. Excerpts… What is the PADS4 platform? Who are your potential customers? PADS4 started 28 years ago as software to put existing data onto a screen. One of the first customers interested in this technology was the Airport of Eindhoven, our hometown. They wanted to replace the flight information split-flap board with something more modern. With our solution, we were able to link the data from the AODB with screens in the terminal. It became one of the first digital FIDS (Flight Information Display Systems) solutions in the world. In the years that followed, PADS4 was further developed as a versatile Digital Signage platform. With this also the potential customers for the PADS4 platform increased. It was not only limited to the airport. Also, customers in corporate, logistics, hospitality, retail, and manufacturing saw the benefit of a data-driven Digital Signage platform, seamlessly integrated with their day-to-day process. What are the various modules of PADS4 and how user efficient this technology is? With the growth, we recognised the need for specific functionality for certain verticals. To support this,PADS4 transformed into a modular platform. Currently, the platform has five modules. PADS4 Workspace serves as an application the manage workspaces in corporate environments.All related to Display communication is in the module PADS4 Digital Signage. The PADS4 FIDS targets the airport market. At small airports, it works as aneasy to operate flight information management system, while ata larger airport it acts as middle ware between the AODB (Airport Operational Database) and the displays at the airport. PADS4 Wayfinding focuses on dynamic guidance and map-based wayfinding. All modules are supported by PADS4 IoT (Internet of Things) to bring in data from sensors and cameras to enhance the platform. For example, use existing cameras not only for surveillance, but also to detect the shortest security line and guide passengers there. Our goal is to develop the technology to utilise the assets and data you already have more smartly across the whole platform. As we know, for airports you have PADS4 FIDS technology. What is the USP of this platform? I think the USP of the platform is its versatility. With this PADS4 can supply a full curb to gate experience to the passengers. PADS4 is one of the few platforms that are globally certified by the major display manufacturers to run on their SoC (System on Chip)screens. This will eliminate the use of external hardware. Finally, PADS4 can work in the cloud, on-premise or a hybrid set-up. Brief us about NDS and its global presence. With installations on every continent, PADS4 is a global solution.This is not only true for our PADS4 platform in general but also when we look at our FIDS solution. PADS4 is being used for displaying flight information on every continent. Even in Antarctica, passengers rely on PADS4 to see which flight they are on. PADS4 is being marketed globally by our great partner network in over 75 counties. Our teams in the Netherlands, United Arab Emirates and India support our resellers. Both technically and commercially. How do you see the future? We see a change in the way airports are looking at their revenue streams.In the past, the airport made money by servicing airlines. Later revenue was also generated on services towards the passengers.For a long time, the motto was “A happy passenger is a spending passenger.” Now it is time to look outside the terminal. Many airports look at the concept of airport cities. With reference to all businesses that make up an airport city, we believe PADS4 is ready for this next step. (Interview is Published in Aviation World Nov-Dec 2021 Print Edition)

Thiruvananthapuram/Yangyang, Aug.11, 2021: Fly Gangwon, the South Korean Tourism Convergence Carrier (TCC) airline startup, has partnered with IBS Software to overhaul its distribution and reservations capabilities as it seeks to attract and retain customers and boost revenue as domestic air travel in South Korea continues to bounce back. By deploying IBS Software’s iFly Res platform, Fly Gangwon will overhaul its limiting, legacy booking system and implement a fully digital, omni channel platform that will empower it to promote and differentiate products and offers through multiple channels, transforming the customer experience in the process. Fly Gangwon’s system was unable to gain customer insight or delivered tailored offers. Moving to the iFly Res cloud platform will enable Fly Gangwon to dynamically manage customer profiles, implement differentiated B2B and B2C internet booking engines and significantly enhance indirect distribution. These capabilities will transform the airline’s retailing experience and customer satisfaction, giving them a competitive edge in the South Korea low-cost market. The deployment is fully cloud enabled, hosted on Amazon Web Services, providing iFly Res with industry leading personal information management and security. IBS Software has already achieved Amazon Web Services (AWS) Travel and Hospitality Competency status. “Customers are the lifeblood of any passenger airline and it’s critical that we continue to put them first by investing in latest technology to deliver more personalised, relevant and engaging offers and services,” said Won Suk Joo, CEO Fly Gangwon. “Our partnership with IBS Software will bring us closer than ever to our customers, and together we can surprise and delight them in new and increasingly innovative ways.” “In a challenging and competitive market, you need every advantage to thrive. Fly Gangwon’s single-minded dedication to casting away the limitations of legacy technology and embracing cloud technology to transform their passenger offering and customer experience makes them a joy to work with,” saidDavid Friderici, Head of Aviation Passenger Solutions, IBS Software. “Dynamic, data-led PSS undoubtedly deliver airlines with a competitive advantage, higher revenues and more engaged, happier customers. We’re excited to continue innovating with Fly Gangwon and seeing the partnership deliver commercial value.”

26th July 2021: Saab has shipped its second Aft airframe section, which is for use in the T-7A Red Hawk flight test program.The production and shipment of this aft airframe section is the latest milestone in Saab’s contribution to the design and development of the T-7A Red Hawk trainer for the United States Air Force. The shipment on 24 July 2021 was from Saab’s Linköping site in Sweden to Boeing in St. Louis, Missouri, USA. On completion of the Engineering and Manufacturing Development (EMD) production phase, Saab’s new facility in West Lafayette, Indiana, USA will undertake Saab’s production of the aft airframe sections for the T-7A program. “T-7A demonstrates Saab’s approach to international growth and underpins our position as a world-class aircraft company and unique business partner. Together with Boeing, we are achieving our ambitious vision: to redefine what a trainer jet is, and to do so through digital engineering. This represents yet another milestone in delivering on our commitments,” said Jonas Hjelm, Senior Vice President and head of Saab business area Aeronautics. Boeing will splice together Saab’s aft section with the front section, wings, fins and tail assembly to become a complete test aircraft for use in the EMD’s flight test program. The aft section with installed subsystems – hydraulics, fuel and secondary power system – forms the center structure of the aircraft from behind the cockpit to the end of the aircraft. In April 2021, Saab delivered its first T-7A Red Hawk aft airframe section for assembly as a ground-based structural testing aircraft. Upon arrival at Boeing in St. Louis, Saab’s aft section was joined perfectly with the front fuselage in less than 30 minutes. That achievement is a testament to the use of digital design and engineering, which delivers accuracy, efficiency and improved quality throughout the design and delivery of T-7A Red Hawk. T-7A Red Hawk is an all-new, advanced pilot training system designed for the U.S. Air Force to train the next generation of combat pilots for decades to come. The aircraft has benefited from Saab and Boeing’s “breaking the norm” approach to military aircraft design, engineering and production, which saw the preceding T-X aircraft go from concept to first flight in just 36 months.

INDIA– 22nd June 2021 Global air transport IT provider SITA has released its annual Corporate Social Responsibility (CSR) report, which reveals that, despite the pandemic, the company remains set to become a certified carbon neutral organization by or before 2022. This achievement is well ahead of common airline industry milestones, such as 2030 and 2050, or those of the Paris Agreement. SITA’s objective to reduce its contribution to climate change is being realized through the company’s Planet+ program. The program aims to define emissions, measure them working with independent environmental consultants RSK Group, and consistently reduce the environmental impacts of operations and business travel year-on-year while complementing those actions with offsetting initiatives. Through Planet+, SITA reduced overall emissions by 48% in 2020, equaling some 11,423 CO2 tons. This has been achieved through several initiatives such as switching to renewable or partially renewable energy, opting for green energy providers, optimizing office floor footprint, reducing electricity consumption with more energy-efficient devices, and reducing business travel for internal meetings through the use of collaborative online tools. In 2020, SITA also offset 100% of its emissions for the first time. SITA’s carbon offset program is managed through Natural Capital Partners, a leading global provider of sustainable environmental offset emission programs. The 2020 offset program was not applied purely to business travel emissions as in previous years but was extended to include all operational emissions reported and audited in Scope 1 (direct and controlled emissions), Scope 2 (electricity), and Scope 3 (upstream and downstream emissions, including those generated by SITA employees working from home). Dr. Edna Ayme-Yahil, VP Head of Communications, Brand & Sustainability, said: “As part of our overall commitment to reduce carbon emissions across the air transport industry, we were keen to lead by example by taking real, concrete steps to reduce our impact on the environment. This is paying off and SITA is well on track to meeting our goal of becoming a certified carbon neutral company by or before 2022.” SITA’s carbon neutrality program In 2019, SITA announced its commitment to becoming a certified Carbon Neutral Company by 2022, under the CarbonNeutral® Protocol. This protocol requires organizations to achieve net-zero carbon dioxide emissions by defining emissions related to operations, measuring them, reducing them, and then offsetting the remaining ones that have not been reduced or removed through verified carbon offset projects aligned with the United Nations Sustainable Development Goals (SDGs). Supporting the global air transport industry With around 2,500 customers, SITA’s solutions drive efficiencies at more than 1,000 airports, and facilitate secure and seamless border crossings for over 60 governments, while delivering the benefits of connected aircraft to customers of 18,000 aircraft globally. As well as managing its own economic, environmental, and social impacts, SITA’s CSR report cites an immediate shift in early 2020 to support its air transport industry customers through the pandemic, ensuring business continuity and maintaining normal service levels. SITA pivoted to meet urgent industry demands for a healthy, safe, and frictionless passenger experience – to reassure passengers and enable ‘COVID-compliant’ journeys. In addition, the company responded to requirements from airlines, airports, and governments for agility, resilience, efficiencies, and cost containment – modifying and adapting their solutions to areas vital to recovery and survival. Soon to achieve its ambition to be carbon neutral, SITA continues to also drive the industry to be more sustainable with solutions that aim to reduce carbon emissions. For example, a partnership with Safety Line to offer the OptiFlight solution – which reduces fuel consumption and limits aircraft CO2 emissions at key flight stages – delivers estimated savings on fuel and carbon emissions of 234kg per climb for a B777, with 214 CO2 tons reduction a year per aircraft tail. Global frameworks and initiatives SITA’s commitment to be a responsible and sustainable business is reflected through participation and adherence to several leading global frameworks. Since 2011, SITA has formally reported its economic, environmental, and social performance using the Global Reporting Initiative (GRI) disclosures framework. As a signatory of the UN Global Compact, SITA communicates its commitments to implementing sustainability practices and principles supporting UN goals through these CSR Reports.

Ankara, 18th June 2021   Turkish Aerospace is building Turkey’s biggest and Europe’s second largest subsonic wind tunnel facility. The facility is underway for the purpose of carrying out wind tunnel tests of Turkish Fighter. The wind tunnel is intended to be used in the development ofindigenous, rotary-wing and fixed-wing aircraft, especially the Turkish Fighter (Source:TURKISH AEROSPACE)