Growth Plans of Indian Business Aircraft Operators

UNIVERSITY OF PETROLEUM & ENERGY STUDIES
School of Business, Dehradun
Project Report
On
Growth Plans of Business Aircraft Operators in India
(Summer Internship Program)

Bachelor of Business Administration
(With specialization in Aviation Operations)
2016-2019
Submitted to: Submitted by:
Priya Singh Vineet Kumar Srivastava

Doctoral Research Scholar 500051199
Department of Transportation R460216033
University of Petroleum & Energy Studies, SIP Report, 2018
Certificate of Internship
Vineet Kumar Srivastava BBA AVO V ii

Declaration
I Vineet Kumar Srivastava, hereby declare that the Summer Internship Project report entitled
“Growth Plans of Business Aircraft Operators in India”, submitted to University of Petroleum
and Energy Studies, in partial fulfilment of the requirement for the award of the Degree of BBA
in Aviation Operations is a record of original research work done by me during the period of
Summer Internship, 2018 under the supervision and guidance of my industry mentors as well as
academic mentor.
Date:
Place: Dehradun
Vineet Kumar Srivastava

500051199
Vineet Kumar Srivastava BBA AVO V iii

To Whom So Ever It May Concern
This is to certify that Mr. Vineet Kumar Srivastava pursuing his BBA in Aviation Operations,
final year, has successfully completed summer internship program with Business Aircraft
Operators Association from 21st May 2018 to 14th July 2018.
The project titled “Growth Plans of Business Aircraft Operators in India” is a bonafide work
carried out by him. As his internal mentor, I have approved this project to be submitted to the
University as a partial fulfilment of BBA degree.
Priya Singh
Sign:
Date:
Vineet Kumar Srivastava BBA AVO V iv

Acknowledgement
At the outset, I would like to express my gratitude to the University of Petroleum and Energy
Studies for extending me the opportunity of undergoing this project and providing with all the
necessary resources and expertise needed in completion of the same.
This is to acknowledge with thanks for the help, guidance and support that I have received during
the course of my internship. The internship I had with BAOA was a great chance for learning and
professional development. Therefore, I consider myself as a very lucky individual as I was
provided with an opportunity to be a part of the esteem Organisation.
I extend my heartiest thanks to Gp. Capt. R.K.Bali (MD, BAOA), Mr. Vijay Singh
(Administrative head, BAOA), Col. Sanjay Julka (CEO Technical, Club One Air), Air Cmrd.
R. P. S. Garcha (Head-Flight Safety and Corporate Affairs, Club One Air), Shweta Soni (Sr.
Executive ,HR, Club One Air), Mr. Ved Prakash (Director, Directorate of Air Transport,
DGCA) and other employees of BAOA & Club One Air for their encouragement and insightful
guidance.
I owe a special thanks to Ms. Priya Singh, my mentor and course coordinator for their extended
support throughout the project.
Finally, I also thank my family and friends for providing me help and constant support in
completing the work.
Vineet Kumar Srivastava

BBA AVO V
Vineet Kumar Srivastava BBA AVO V v

EXEUTIVE SUMMARY
This report has been prepared to know the exact statistic of the Non-scheduled operators in India,
number of aircrafts, size of the fleet, types of an aircraft and also to know the trends of the industry
for the non-scheduled operators the use of ultra-light and experiment air objects reasons for the
decline in the number of Private operators, slow development of aviation structure. Steps taken by
the government to increase the revenue by taxing on the Aviation Turbine Fuel. For an example
India is the producer of Aviation Turbine Fuel so the government of India export to other countries
and Indian government import from other Aviation Turbine Fuel producer countries so they levied
on taxes on import of the Aviation Turbine Fuel. What are the hurdles coming in between
development and growth in of Business Aviation of Non-schedule operations and in General
Aviation? What steps should be taken by the authorities to overcome from the problems which are
facing by the Business Aviation industry. We have also added the overview about the impact of
MRO and Make in India concept’s impact on Business Aviation. There has been addition of skill
development and reduction cost of training and operational cost. The wastage of fuel during
hovering period at IGI airport, New Delhi has been analyzed and the main reasons of such hovering
has been tried to identify.
A comparison among Indian Business Aviation, Middle East Business Aviation and United States
Business Aviation has been carried out and tried to know that where does Indian business aviation
stand? A detailed statistics of scheduled operators, Non-Scheduled Operators and The Government
operators has been taken from Directorate General of Civil Aviation (DGCA). The Non-Scheduled
Operators who has their flights internationally (either revenue or non-revenue) for the financial
year 2015-16 and 2016-17 is also utilized and enclosed in the report.
Vineet Kumar Srivastava BBA AVO V vi

Contents
1: Introduction to Business Aviation 01-03
1.1: Categories
1.2: Business Aviation
2: Reasons for Retarded Growth 03-08

2.1 Regulatory Constraints
2.2 Infrastructural Constraints
2.3 Taxation and Duties
2.4 Management of Aviation Asset
3: Make in India Outlook for Business Aviation 09-11

3.1 General
3.2 Airports
3.3 Aircraft Manufacturing
3.4 MRO and Services
3.5 Skill Development
3.6 The Road ahead
4: The Road Map:

Summarizing the Recommendation 12-15
5: Growth Forecast of Business Aviation 16-17
6: Aircraft hovering at New Delhi Airport 18
7: Reduction of Business Aviation operational cost 19
8: Conclusion 22
9: Annexures 23-30
10: Bibliography 31
Vineet Kumar Srivastava BBA AVO V vii

INTRODUCTION TO BUSINESS AVIATION
1.1 Categories
Internationally, the civil aviation (Air Transport) is divided into two broad categories:
 Commercial Aviation
 Non-commercial Aviation
1.1.1 Commercial Aviation:

Commercial Aviation is the usage of the aircrafts for transporting passengers, cargo/mail, for
chartered operations.
This category has been further sub-divided into two categories:
1.1.1.1 Scheduled Air Transport
Scheduled services (revenue) are flights scheduled and performed for remuneration in
line with a published timetable, or as regular or frequent as to constitute a recognizably
systematic series, that are open to direct reserving by means of members of the public;
and additional segment flights occasioned through overflow traffic from scheduled
flights.1 As per the New Civil Aviation policy, this will be comprising of Scheduled
commuter operators and Scheduled air transport.
1.1.1.2 Non-scheduled Air Transport
It refers to the air transport services which carries passengers and goods without any
published schedules. These are mostly “on-demand” basis and includes charter
operations.
1.1.2 Non-Commercial Aviation:

The Non-Commercial Aviation is sub divided as follows:
1.1.2.1 Private Operations
It refers to the ownership of aircraft or Helicopters by a company, character or any
business house which operates in step with the requirement of the owner of the company.
1.1.2.2 Government Operations
1
https://www.icao.int/Meetings/STA10/Documents/Sta10_Wp007_en.pdf
1
Vineet Kumar Srivastava BBA AVO V
It refers to the usage of the aircrafts by state government and their flight departments,
ministries or other government institutions except India’s defense and security services.
Some country government also have the commercial non-scheduled permits but those are
few. Rajasthan2 is the only state to have the permit under NSOP category.
1.2 BUSINESS AVIATION

Business Aviation is the use of any general aviation aircraft for business purpose or it traditionally
encompasses commercial non-scheduled air delivery and widespread aviation (non-public and
authorities) operations, all being on call for in nature or in an extra particular way it's far part of
aviation which makes a specialty of the commercial business use of airplanes and helicopters.
Business aviation fleet types are:-
 Jet plane
 Helicopters
 Turboprop plane
o Jet aircraft: The Jet plane is an aircraft in which turbojet engine is put by means of a
manufacturer. It includes a fuel turbine with a propelling nozzle. The fuel turbine has
an air inlet, a compressor, a combustion chamber, and a turbine.
o Helicopters: A helicopter is a form of rotorcraft wherein raise and thrust is supplied
by way of rotors. This permits the helicopters to take-off vertically and land vertically,
to hover and to fly forward, backward, and laterally.
o Turboprop aircraft: A turboprop engine is a turbine engine that drives an aircraft
propeller. In its only shape a turboprop consists of a consumption, compressor,
combustor, turbine, and a propelling nozzle.
The business aviation business is includes all sizes of groups that depend on many unique kinds
of plane as the styles of aircrafts has been referred to above. This phase of aviation consists of
professionals, entrepreneurs, organizations, groups and private entities that rely on various kinds
of plane to behavior business dealings, 85% of whom are small and medium firms. In the Middle
East, business aviation keeps to develop as the demand for efficient, flexible, and reliable modes
of transportation keeps to upward push, as increasingly businesses start to enlarge their presence
and project into new markets.
2
Directorate of Air Transport, DGCA
2
It is estimated that by 2020, commercial business aviation could be really worth US$1 billion
within the region. Organizations who're utilizing business aviation for their many exceptional
obligations, initiatives and missions need to take into consideration a number of essential elements
before they charter their own aircrafts. These factors encompass the subsequent, among others:
 Frequency of use of these aircrafts and how they can be maximized.
 Destinations that need to be covered.
 Number of employees that need the service.
 The need to move special equipment or confidential articles.
 Number of sites to be visited in a given day.
Business Aviation takes the advantages of small sized aircrafts in order to reach the destinations
which are not accessible by the commercial services or scheduled operators most of the companies
are rely on private jet owner companies which serve the places where scheduled operators are not
serving. Business aviation has become crucial tool because of globalization and the push for
industrialization. Private aircraft serves as a safest means of venue in order to commune with
confidential confines and discuss proprietary information with utmost privacy.
REASONS FOR RETARDED GROWTH
2.1 Regulatory Constraints

The current operational environment lacks a compatible regulatory framework to allow
proportionate treatment for aircraft operators based on size, complexity and type of operations.
In 1988, the DGCA’s size and structure turned into proportionate to India’s combined fleet of 110
scheduled aircraft and 48 non-scheduled aircraft. The organization has now not been able to
preserve up with the growth in length of the scheduled airline and business aircraft fleet. It’s far to
the DGCA’s credit score, that they have got controlled to date, but they are in need of more funds,
better technology, greater manpower with better HR structures and trainings, more publicity to
international practices, higher and more obvious processes for quicker turnarounds of clearances
and approvals, and ordinary industry interactions. Giving the DGCA due credit, some of those
measures are underway, however plenty still desires to be executed. It should be said that the
DGCA is visible extra as a policing regulator and less as a facilitating regulator, executing
guidelines that don't completely relate to India.
Involvement of operators in choice-making will ensure there is no mismatch of guidelines with

floor truth. Right interactions of all stakeholders should be prepared periodically. The modern
device of posting draft guidelines online and welcoming comments is right, however must be
pushed in letter and spirit over several periods with the industry, earlier than being enacted into
regulation. Maximum operational necessities and rules that are issued by the DGCA have very
3
little and now and again zero relevance to helicopter operations. Helicopters are asked to comply
with the rules despite the fact that their gadget and working tactics vary. Right here there is lots of
change in the offing. The DGCA ought to also enforce immediate steps to customize policies for
Helicopter operators by having a separate helicopter division within the DGCA which could
leverage the adaptability of helicopters. It ought to have a corresponding office in the AAI to
support the initiatives from the infrastructure point of view.
DGCA needs to come up with new regulations as per the NCAP and also should update the
technology that is being used in terms of aircraft which is safer and newer in terms of technology.
This will increase the growth rate of the business operators and also will help them to gain more
business.
DGCA should review the policy of IS-BAO (International Standards for Business Aircraft
Operations) that are used by the operators. Which is developed by IBAC (International Council of
Business Aviation). The IS-BAO program has become popular and none3 of the NSOP have
cleared the IBAC audits. Earlier two4 NSOPs had cleared the IBAC audits and were awarded the
IS-BAO stage-1 certification. If DGCA provides some recognition and incentives to the operators,
then there will be more Indian operators who will be adopting IS-BAO. The incentives which an
IS-BAO certified operator will require is faster clearances and speedy approvals etc. these
practices will motivate the operators to go IBAC audits for IS-BAO.
RECOMMENDATIONS:
1. Strengthening of DGCA regional offices.
 Until now the facilities which can be provided at the DGCA headquarters have to
be divided to the regional workplaces as well. Because the operators are required
to come to the DGCA new Delhi office for major regulatory and compliance issues.
2. Collaborative Rule-making
• As per now, the regulations which are being made are made in form of drafting
them on-line and then invitation of feedback is a superb aspect. However if there
is involvement of operators and other stakeholders in rule making, then it'll ensure
the mismatch prevention of the policies.
3. Consolidation of business aircraft fleet for better management.

 There is a need of consolidating the business aviation fleet just because there is the
prevailing differential import duties. This should be the market driven force and
this should not be imposed by regulations.
3
https://ibac.quickbase.com/db/bjtd9ctgp?a=q&qid=21&dlta=su12~gu15
4
BAOA industry report
4
2.2 Infrastructural Constraints
The Indian civil aviation sector is showing a brilliant increase price inside the last few years. In
2005-06, the passenger traffic rose by 25-30% and is expected to develop by 25% year-on-year
over the following 5 years. But, such a tempo of increase in air visitors has additionally resulted
in a pressure on the aviation infrastructure, which is already stretched – resulting in traffic
congestions and delays at majority of the airports. At Delhi airport, approximately 327 domestic
aircrafts land and take-off each day. Which means that about 10.04 million passengers are ferried
by way of the home airlines alone each year, while the terminal can take care of best a meager 7.15
million. Therefore, if an excessive growth in civil aviation zone is to be sustained, it would name
for improvement of infrastructure centers on numerous fronts.
Inadequate infrastructure for business Aviation has been a prime deterrent for the world in India.
The making plans and roadmap for aviation infrastructure to date has now not taken note of GA/BA
necessities. It’s far of outmost importance that the needs of the industry are included into the
making plans technique for existing and new airports that will come in future.
The broader trend visible in infrastructure, of attracting international capital, applies as a lot to
airports as to every other region. As they say, "All Roads lead to Rome" (implying that there are
few roads to Rome). There are alternative ways of making and financing airport infrastructure.
"Asset recycling" -- an approach of monetizing present assets to generate capital -- eminently

applies to airports. Asset recycling of present airport assets will allow the government to monetize
financially-possible initiatives to generate capital with which to finance different economically
beneficial -- however now not financially possible -- airports. This is an alternative to a viability
whole fund method or a strategy of financing new belongings the usage of more charges on air
tickets. The asset recycling method wishes to be checked out in greater element, particularly with
a purpose to developing airports in tier-2 and tier-3 cities.
Airport operators and regulators also need to begin thinking in terms of capital structure innovation
around airport organizations. In phrases of producing financing, the airport business may be listed
thru an IPO. That is an idea that has been round for a while in India. Globally, airport operators
inclusive of Corporacion America Airports are also searching at IPOs.
Even as revenue-backed airport bonds would take some regulatory mechanism adjustments, the
effect may be important to hurry up the creation of airport infrastructure. The capability of airport
operators to optimize their capital structure the use of a variety of properly-described economic
devices and vehicles can be very vital to deliver down the cost of capital and facilitate its circulate
the airport region.
It’s miles essential that the introduction of airport infrastructure with the aid of both personal
players and regulators looks at each airport asset individually inside the larger hub-and-spoke
community. It is as critical no longer to create excess capacity as it is far to construct meaningful
5
infrastructure. Surely, commercial enterprise productiveness, neighborhood economies and

inbound tourism all stand to increase from well-constructed airport infrastructure.
In step with a take a look at by the Centre for Asia Pacific Aviation (CAPA) in 2014, home airline
seats according to capita in India changed into 0.08, while the wide variety for the Philippines
become 0.29. In step with the World Bank, the nominal GDP in line with capita in 2016 for India
turned into approximately $1,709 versus $2,951 for the Philippines.
No matter this, in line with CAPA, India became the third-largest domestic aviation market in the
world in 2016 -- and one of the fastest-developing. The statistics tells us that regardless of the
combination length of the marketplace, penetration prices are low here. This means that the
economic and financial cost introduction ability of airports in India is titanic. Airport infrastructure
advent, if done well, is a possibility for anybody concerned. 5
Capacity constraints at many airports, noise regulations, including night time curfews which
reduce the operational hours at airports, top fees, and privatization and commercialization of
airports are all contributing limitations to retaining, let alone increasing international preferred and
business aviation access to many airports serving major cities. Even the smaller reliever airports
typically used by international preferred and commercial enterprise aviation are attracting
increasingly airways, specifically new begin-up low fee airways because of their enormously low
costs. There may be additionally every now and then the danger that a number of those airports
may additionally disappear specifically those which might be near towns both for environmental
reasons and for the high cost that the land may want to have for industrial or housing tasks. The
forecasted boom in traffic that is often not met with a corresponding boom in airport potential is
likely to pressure airports to position extra restrictions on sure categories of users. considering that
worldwide preferred and commercial enterprise aviation are not “ordinary” users as commercial
airlines, airports can be forced to curtail their operations to make room for the growing call for
from the schedule carriers, their principal clients, and at whom most infrastructure investments are
directed.
Airports must remember the ideal use or development of committed or reliever runways, wherein
possible, to satisfy the wishes of worldwide popular and enterprise aviation. Such runways would
accommodate business aircraft and other aircraft with take-off and landing performances that
allow the use of such (shorter) runways when such improvement might result in progressed overall
capacity for the airport. In addition, using committed airport areas ought to be encouraged, where
feasible, for the dealing with of this particular sort of visitors.
2.3 Taxation & Duties
5
https://economictimes.indiatimes.com/news/economy/infrastructure/airport-infrastructure-case-for-
expediting-growth/articleshow/63298024.cms Updated: Mar 14, 2018, 01.15 PM IST
retrieved June 4, 2018
6
India, despite emerging as one of the world’s fastest growing economies, has been slow daily
development aviation infrastructure. Airport planning in India revolves round scheduled airways,
as they are looked as if it would be more profitable in terms of return on investment. With slots
and space at a premium, the day-to-day landing and parking slots get prioritized for the scheduled
airways that provide greater revenues per landing slot and also faster turnarounds than their non-
scheduled opposite numbers.
In India, there exists another issue- at the same time as scheduled commercial airlines are allowed
every day operate ‘unscheduled constitution flights’ with plane imported below ‘scheduled’ class
(and consequently tax exempt), the reverse isn't accredited for NSOPs. This lets in scheduled
operators day-to-day probably consume in day-to-day the revenue of the commercial non-
scheduled operators.
Globally there are a completely huge number of groups availing blessings of aircraft possession,
basically day-to-day the benefit and decrease prices possible with these standards. It is in fact
unreasonable every day anticipate each proprietor everyday expand in-house information in
aircraft operations, protection control. By means of availing these services, aircraft owners can
stay far away from the intensive day to day management in their planes, and rather cognizance
their energies on their core competency agencies.
In India, there exists another dichotomy- while scheduled commercial airlines are allowed to
function ‘unscheduled constitution flights’ with plane imported underneath ‘scheduled’ category
(and for this reason tax exempt), the opposite isn't always authorized for NSOPs. This allows
scheduled operators to potentially eat into the revenue of the economic non-scheduled operators.
This anomaly desires to be corrected, ideally by using applying ’uniform zero import
responsibility’ for all industrial operators irrespective of the category. further, with regulatory
requirements for NSOPs being at par with scheduled airways, there may be introduced strain on
NSOPs from an enter fee attitude, wherein, their small fleets denies them fee advantages arising
out of running with economies of scale. On this overcrowded marketplace, supply is now
outstripping demand leading to low yields. The grim truth, is that since 2012 close to 35 non-
scheduled operators have either shut save or are on the verge of closure. In précis, the authorities
ought to eliminate the discrepancy among ‘personal’ and ‘NSOP’ categories, correctly making all
as nil.
“Taxes are a reality, but India leads the way in taxing a financial activity to death. We need to
come out of the current state of affairs and flow forward”. Those had been encouraging phrases
for the world, where the cruel reality is that despite India being an ATF surplus of a (we produce
greater ATF, than we devour), we still pick to impose an 8 percent countervailing duty (CVD) on
ATF imports. In preference to the use of the locally produced ATF, the Indian authorities exports
the fuel to earn foreign exchange. Then the imported ATF is taxed similarly with CVD to growth
sales accruals to the exchequer. This is certainly a harsh truth for the sector. This was stated by
Union Civil Aviation Minister, Mr. P. Ashok Gajapathi Raju.
2.4 Management of Aviation Asset
7
Globally, the prominent business aviation operators are the ones who offer:
1. Aircraft Management
2. Fractional Ownership services to the customers.
The aircraft management concept, the whole functions of aircraft operations are outsourced via the
owner, to specialist management companies. The fractional ownership concept is a distinct
program offered by the service provider. Each business models not only embody convenience and
lowering prices for owners, but additionally ensure safe and green regulatory oversight.
Examples of Aircraft Management: Lux Aviation, Tag Aviation, ACASS, Jet Aviation,
Execujet, Comlux, Gama Aviation.
Fractional ownership Examples: NetJets, FlexJets, Flight Options, Plane Sense, Sikorsky
Shares, Executive Air Shares.
India’s Position in all these:

In India, unfortunately both these concepts have yet to take root. Together termed as separate
owner-Operator models (famous parlance in India), there's an acute lack of awareness about these
amongst the Indian regulator and tax authorities. There may be a pressing need to change the
triumphing mindsets which do not inspire or facilitate these concepts. The Indian authorities will
do nicely to set up a running group to have a look at the precise hurdles or objections so that they'll
be addressed thoroughly. Once these concepts take root, the business aviation enterprise will grow
& evolve, supplying strong competitive blessings and multiplier blessings to India’s economic
system.
8
MAKE IN INDIA OUTLOOK FOR BUSINESS AVIATION
3.1 General
Make in India is an initiative program of the government of India to inspire businesses to
manufacture their product in India. The predominant goal at the back of the initiative is to
recognition on process creation and ability enhancement in 25 sectors of the financial system. The
initiative also targets at high quality standards and minimizing the impact on the surroundings. The
initiative hopes to attract capital and technological funding in India.
3.2 Airports
Most of the major cities internationally, have smaller secondary or tertiary airports that focus
completely on the sector and are popularly known as business aviation or general aviation airports.
3.3 Aircraft Manufacturing

Aircraft manufacturing in India is developing at a slow pace as the country nevertheless lacks in
the relevant technology, expertise, manpower and skills. For instance, while Hindustan
Aeronautics limited (HAL) and National Aerospace Laboratories (NAL) have toyed with the
concept of constructing a nearby transport plane-RTA-70-the project is associated with high risk
and fees. At the same time as ‘Make in India’ can be operating inside the defense sector due to
high volumes of a huge home marketplace, business aviation is at a completely small base in India
and given its low growth, does now not contribute self-belief to having a high domestic market
every time soon. The government can alternate all this by using unshackling the enterprise and
ushering in growth, so that you can at least get India moving on this the front, albeit slowly with
baby steps.
3.4 MRO and Services

The Indian MRO is an industry with big potential but faces hurdles in becoming an effective value
chain. Various MRO's have setup operations in India however the enterprise continues to be left
wanting on the subject of getting an ordinary call for from airways. Although the hurdles are policy
and process associated, removing those hurdles will simplest resolve one part of the hassle. The
downstream value chain for MRO aid will nonetheless create substantial demanding situations for
MRO's to deliver value for money and a one stop service. There is a need for authorities and MRO
players to train and promote new investments on this long term sector so as to expand downstream
MRO help stores. One of the fundamentals of a downstream cost chain in MRO is the provision
and presence of plane spare components warehousing and trading companies. Without the
availability of such offerings, big stock fees and common movement of components outside India
will hold the 'value for time and money' unpredictable.6
6
indiaaviationreport2016-160318130125.pdf
9
The actions required to make India a global MRO hub are as follows:
a) Apply zero rate of VAT on MROs:
 VAT at the rate of 12.5 -15% is levied on aircraft parts imported by MRO service
providers, whereas no such tax is levied on the airways importing their very own spares
for self-consumption. Similarly, VAT is levied on promoting rate and no longer on
cost price, which successfully makes the overall tax thing to be round 20-22%, whilst
delivered with provider tax. These days, there may be miniscule VAT collection on
plane spares since most of the high cost spares are purchased by Indian carriers abroad.
So there is no real loss if VAT is zero-rated. Maharashtra is the first kingdom to exempt
VAT on MROs. Zero rating of VAT could allow improvement of MRO infrastructure
in India. The government would earn significantly large revenues from the multiplier
effect of MROs, generation of local employment spend and growth of ancillaries.
b) Sale of aircrafts components and consumables must be introduced under 'Declared goods' list.
 This would make certain uniformity of a low VAT price across the country. If the size
of the MRO pie is made ten instances larger, a smaller percentage of VAT would yield
tons higher revenue for the nation than by implementing a better tax price on a
miniscule pie.
c) Apply zero-rate of service Tax on MROs.
 In case an MRO activity is undertaken in India, service Tax is levied at the rate of
14.5%, in an effort to now rise to 15% from 1 June 2016. However, in case such
maintenance are undertaken outside India, provider tax isn't charged which makes
Indian MRO enterprise uncompetitive with admire to different neighbouring countries.
Zero-rating of service Tax could assist create a stage gambling area for Indian MROs
vis-a-vis foreign MROs.
d) MRO work for aircraft registered in India must be treated as deemed export and the
irregularities in tax structure confronted by the Indian MRO industry while in comparison
with their overseas competitors must be eliminated.
e) MROs should be protected in the harmonized listing of infrastructure sub-sectors. Engine and
component MROs should also be included under infrastructure, even if they are not located at
an airport, to permit them to compete with remote places rivals.
f) MROs in India, that are capable of keeping the engines and the components of overseas
operators, must be allowed to export substitute engines and components to those foreign
operators in opposition to the equipment sent to India for MRO paintings.
g) Easy and Biometric issue of AEPs (Airport entry Passes), ensuring ease of doing business.
h) Monetary elegance of the world with tax vacations etc. Abolishment of provider tax. The
power of claim-back by CENVAT credit is good however is going against the grain of ease
of doing business and blocks coins drift, thereby affecting organizations.
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3.5 Skill Development

The current deficiency in technological understanding and wherewithal wanted for production an
aircraft ought to be met via skill improvement. The association aims to synergize its efforts with
the authorities’ plans on the NAU.
The largest increase to ‘Make in India’ and to ‘ability India’ will be increase in numbers of aircraft,
be it scheduled airliners or business aircraft. The government must pull out all stops to make certain
fleet increase and more jobs. Every tax and import duty application, or procedure needs to be
looked at through this prism.
Under UDAN scheme, the following measures were introduced for the skill development. The
introductory measures which are as follows:
 Comprehensive skill-gap study performed through the Ministry to formulate a visionary
talent development plan.
 Formation of Aerospace and Aviation skill zone Council (AASSC) to reveal increase of
ability development; diagnosed 38 critical job roles to align with countrywide ability
Qualification Framework of which 27 already available for affiliation.
 Industry-collaborative tasks taken to develop Apprenticeship application for plane
renovation Engineers (AMEs).
 800 Air Traffic Controllers (ATCs) recruited with the aid of Airports Authority of India
(AAI) in the closing 2 years; four hundred extra to be recruited in 2017 to conform to
developing human capital requirements.
3.6 The Road Ahead

The industry stakeholders must engage and collaborate with policy makers to implement efficient
and rational selections that could increase India’s civil aviation industry. With the proper rules and
constant focus on quality, cost and passenger interest, India might be well placed to attain its vision
of becoming the third-largest aviation market by 2025.
In the coming 20 years, Indian organizations will purchase 2,100 new planes worth US$ 290
billion. Additionally, domestic air traffic in India is expected to move 150 million in FY19, on the
back of unheard of potential induction by airlines7
7
CAPA
11
THE ROAD MAP AHEAD: SUMMARISING THE

RECOMMENDATIONS
 Till the helicopters of the defence forces arrive, BA assets available near the disaster site
have to be utilized. The immediately hiring of BA aircraft at or near the disaster site need
to be made a national and state policy. Making roof top helipads over all tall buildings in
cities across India, ought to be made a national policy to boost Emergency Medical
Services operations and save lives of people the flexibility of helicopters need to be freed
up to save lives in accidents.
 Most airports in the country, whether under military or civilian ownership, suffer from
inadequate ‘watch hours’ on account of shortage of manpower and lack of air traffic
movement. Due to the long closures of airspace/ airfield and limited watch hours, actions
of BA aircraft is hindered to a great extent, thereby causing economic losses and missed
opportunities.
 The DGCA must circulate towards digitization of all facts, streamlining and automation of
current procedures and approaches. Decentralization and enabling the nearby DGCA
offices would also reduce the workload on the DGCA HQ in Delhi. Further, the regulator
needs to align its regulations with global popular practices for which it desires to take
outside help.
 The DGCA’s contemporary stance on rulemaking (consisting of inviting public remarks to

draft rules) does not holistically have interaction the industry to improve regulations, safety
and compliance. That is visible to fill the mismatch between policies and the want of the
Company.
 The DGCA have to shape devoted ‘action committees’ with industry stakeholders to
deliberate and discuss all critical rules. Functioning of the proposed Joint Working Group
(JWG), with participation of the industry stakeholders, ought to be maximum successfully
implemented.
 Due to the more than one ways that commercial enterprise aircraft may be used, there are
one-of-a-kind sorts of small aircraft synthetic for specific cause and missions. Experienced
aircrew and engineers for those types are not comfortably available in India. Skilled
overseas aircrew and engineers are continually required whilst any new version or new sort
of aircraft is imported into India.
 General and business aviation constitute a larger fleet than scheduled airlines. They also
make a significant contribution towards the Indian economy. The fast growing Indian
economy will soon need more and more of BA activities to propel India into the league of
12
developed countries. The road, rail and power projects, in remote and inaccessible regions
of the nation, could essentially require optimal use of BA aircraft for efficiency and speed
of executing such projects. A separate well defined five-year plan for BA should be
prepared by government to attain better growth rate for Indian economy.
 MoCA have to take the lead by forming an advisory board at DGCA with representatives
from defence, home and other relevant ministries to address this legitimate challenge of
the industry.
 AERA need to genuinely demarcate between aeronautical/non-aeronautical services at an

airport and ensure that the user charges being levied by our airports for providing services
to BA are appropriate, fair and consistent with the quality of services rendered.
 There’s an urgent need to change past perceptions about business aviation. Its miles vital
to remember that for India to fast-tune its increase to around 10%, the contribution of BA
to enhance industrial boom in distant places of the kingdom, must be absolutely liked and
understood. One man’s luxury is another’s necessity.
 Policies allowing employment of foreign aircrew/engineers for business aviation plane

should be made simple and seamless to make sure optimal usage. Likewise, DGCA ought
to expedite approvals of foreign OEM and MRO programs and make the strategies extra
user-pleasant.
 A prime bane for operators is the sheer amount of office work and follow up they want to
undertake to meet up with the regulatory requirements of the DGCA. An excessive amount
of time and manpower is lost in doing correspondence and personal interactions to find out
troubles. In addition, there may be need to understand procedural transformation that can
be achieved as a result of generation and adapt our guidelines, as performed world over.
Challenges in Aviation Infrastructure
 Maximum general Aviation aircrafts are primarily based out of metros in which space is at
a top class.
 Few airports are oriented to service General Aviation. Only Delhi and Mumbai airports
have specialized lounges for general Aviation.
 The small regional airports lack primary facilities like that of hangars. This reasons plane
and helicopters to be stationed out in the open, no longer preferred by owners. Most small
airports additionally do not have well enough night-landing abilities. This severely
constricts the timings available for general Aviation aircraft.
13
 A large section of airspace is controlled through the army and business aircraft. Their
schedules are not pre-decided, they have to combat for slots and are sometimes also
required to give at least seven days’ earlier notice of landing. This can extend if they should
land at airports like Vishakhapatnam, Pune, and so forth.
 India’s airport infrastructure is not completely evolved to cater to the needs of non-
scheduled and business aviation. The overall infrastructure has to be technologically and
bodily upgraded so as to support such aviation. Major airports like Delhi and Mumbai can
cater to them however others still want to be evolved to service general Aviation.
 Small airports are tough business propositions. In developed nations, non-aviation-derived

income accounts for 70 to 80% of total revenue generated through massive airports. Due
to limited passenger flows, smaller airports should rely nearly completely on income from
landing slots and handling fees, making losses almost inevitable. At the same time,
retaining obligatory infrastructure and services such as ATC, security, meteorology, etc.
keeps the airport operational prices high.
Even though the AAI has initiated plans to improve present airports and establish new ones in
Numerous elements of the country, it has failed to maintain pace with the developing demand for
air Connectivity to Tier II and Tier III cities. Currently, numerous airports aren't operational. There
are Plans to increase and operationalize some of these including Akola, Solapur (Maharashtra),
Vellore (Tamil Nadu), Mysore (Karnataka), Warangal, Cuddupah (Andhra Pradesh), Chakulia
(Jharkhand), Malda (West Bengal), Jharsuguda (Orissa), Tezu, Passighat (Arunachal Pradesh),
Rupsi (Assam), Kamalpur (Tripura), and many others. Mysore airport has already been
operationalised for ATR72 aircraft since May 2010. Work for the operationalization of Cuddapah
airport and Tezu Airport for ATR-72s is scheduled for completion shortly. The AAI has already
supplied Additional land necessities as in step with the master plan for the development of
Warangal, Malda, Jharsuguda, Kamalpur and Vellore airports, to the respective state governments.
Other than these, numerous new Greenfield airports are in the offing. With smaller cities set to
guide the air Traffic growth in the country, the government is making plans to build almost 200
low-cost airports in the subsequent 20 years to meet the demand for air travel. This may immensely
advantage general Aviation in India. Around 150 airports across the country are capable of
handling business Aviation aircraft. But the facilities at these airports rarely meet the necessary
standards. Business Jet owners ought to cope with the delays and different challenges that have an
effect on India’s business
Aviation terminals because of the absence of dedicated general AVIATION terminals in the
Country. The absence of quality ground-dealing with facilities further compounds the issues
confronted by the nonscheduled aviation segment. This has resulted in some charters willing to
adopt Ground-handling activities themselves.89
The national Civil Aviation policy of 2016 states that India has the potential to be some of the
Global top three nations in terms of domestic and international passenger traffic. The reasons
Attributed to the capacity are the presence of a perfect geographical region between the eastern
8
PwC report
9
Airport Authority of India
14
And western hemisphere, a robust middle class and a swiftly developing economy. There is also
the Concept to boost airlines flying to hitherto underserved/uneconomical/hinterland routes and
Capping of airfares on the routes.10There are also encouraging phrases from the shipping and
Waterways ministry to permit operation of Seaplanes to offer cab-like services in India. And, in
December 2017, the Prime Minister Travelled from the Sabarmati River in Ahmedabad to the
Dario Dam via seaplane, which was the first-ever flight by such a craft in the country. There is a
lot going in the aviation sector, which will have its rub-off on business aviation as properly because
of the ongoing improvement of Airport infrastructure and reforms so as to create a positive
operating, that is inside the Pipeline.
India is a vibrant and rising economic power, which has consistently outperformed different
Global economies and the future is possibly to be no unique. The expected achievement of the
‘Make- in-India’ programme has the capacity to encourage India’s corporate and businesses to
develop rapidly. Increased use of business aviation through these people will most effective further
fuel their growth. A business Jet nowadays isn't a luxury; instead it is a need and a device related
to enhancement in Productivity, performance and ease of doing business.
Air travel at one time was only inexpensive through the affluent and influential, but that has
modified, And nowadays the need of the hour is to assist and allow the business aviation sector to
develop and Contribute its role in Make in India programme and additionally closer to skill
development which can Similarly make contributions towards nation building.
If a number of the hurdles that exist are eliminated and evened out, the sector will surge and rise
like a Phoenix, lifting all who are associated with it. The government has shown the propensity to
understand the need for developing the aviation sector and have to work at a faster pace to assist
the business aviation segment to develop.
10
National Civil Aviation Policy
15
GROWTH FORECAST OF BUSINESS AVIATION
India’s economy persisted to enjoy exceptional development, growing at 8.5% per year during
2010, second only to China. Economic liberalization that commenced in early 1990s served to
boost up India’s growth, which averaged more than 7% per year since 1997. India has one of the
fastest growing middleclass in the world. The world’s most populous democracy escaped the worst
of the world economic crisis of 2008-2009 through cautious banking regulations and a quite low
dependence on exports. While the Indian economy is diverse, services, such as these, are the
primary supply of economic growth, accounting for more than half of India’s output. India has
capitalized on its massive quantity of well-educated people, skilled in the English language.
According to IHS global insight, India is forecast to be the world’s fastest growing place in the
duration from 2011 to 2030, with GDP growth averaging 7.5% per year. In 2011, India’s growth
is anticipated to be at 8.3%.11 According to Forbes, the number of billionaires in India grew to 56
11
Bombardier Business Aircraft | Market Forecast 2011-2030
16
during 2010, from 49 a year earlier. India’s business aviation sector has no longer lived up to its
full capability due to lack of aviation infrastructure, stringent government rules, excessive import
taxes and responsibilities, lengthy strategies for aircraft imports. There are signs of development,
as the Airports Authority of India announced plans to modernize many airports, and bring 32
existing unused airports into operation over the subsequent 10 years. As the current installed base
of business jets in India is small and comparatively young at 9.5 years old at the end of 2010,
retirements will not be a prime component in this market. As per the forecast business jet
penetration curve suggests, fleet per 100 million populace is anticipated to grow from 12 to 120
over the subsequent 20 years. Business jet sales should progressively boost up in the country
because of financial growth and wealth advent. India is forecast to take delivery of 1,330 business
jets in the duration from 2011 to 2030, with 385 aircraft between 2011 and 2020 and 945 aircraft
between 2021 and 2030. The 2010 fleet of 110 enterprise jets will grow to 1,400 aircraft in 2030,
resulting in a CAGR of about 14%.
The business jet market ought to experience robust boom over the 2011-2030 period with 24,000
deliveries worth $626 billion of revenues. The worldwide business jet fleet is predicted to develop
from 14,700 in 2010 to 30,900 by 2030, net of retirements. The massive class of the market is
anticipated to extend faster than the other categories. The manpower needed to manufacture these
aircraft and the revenues associated with them will create considerable economic value.
India’s domestic aviation sector have become the world’s fastest-developing aviation market last
year, growing at a rate of over 20.3%, according to a report through KPMG. This sector is the 9th
largest in the world and, according to a passenger forecast issued by the International Air Transport
Association (IATA), it is stated to become the third biggest aviation market by displacing the one
in United Kingdom by the year 2026. The forecast predicts that the Asia-Pacific region will be a
source of more than half the new passengers over the next 20 years.
As part of this sector’s growth story, the private jet market in India is also experiencing a revival
in fortunes. After the economic downturn of 2009-10, this comeback, however, is gradual as there
were constraints that make India a difficult market to survive for the private jets’ owners.
Infrastructural challenges and excessive cost of operations related to owning an aircraft add to the
woes of the owners. When you own an aircraft, there are fixed costs on the aircraft, pilot,
maintenance and different miscellaneous aspects. except you clock around 800 to 900 hours of
flying time a year -- 90 hours a month -- owning an aircraft is not practical. The other challenging
difficulty in India is in the form of its regulatory rules. You can either own the jet under private
possession or you may include it in the organization books by taking a Non-Scheduled Operators
Permit but under a non-scheduled operators permit, there is a minimum wide variety of aircrafts
that you have to own, which means you need to buy more planes. Also in India, excessive fuel
costs, rising airport fees and the duty structure for importing planes from overseas are a bit of a
downer for people looking to acquire planes.12
12
https://www.forbes.com/sites/krnkashyap/2016/10/28/indias-fast-growing-aviation-market-spurs-boom-in-
private-charter-jet-startups/#46e60d13475a Retrieved on June 29,2018
17
Why Aircraft hovering is more frequent at I.G.I Airport,

New Delhi?
In case of Indira Gandhi International Airport, having 3 runways and all of them serve with their
full capacity. The Runways are most of time congested with severe traffic of inbound and outbound
flights.
Delhi Airport has its services being provided to air force operations, being adjacent to Palam
Airbase, Scheduled airlines operations which are more than 600 in a day. So, there are chances
that slots for landing and take-off are not available most of the time. Since, slots for landing and
take-off are not available since the slots are pre-fixed and allotted to the aircrafts which have their
preplanned schedules. So it seems tough to bring out a slot available. The main reasons for these
problems are:
 Availability of space, Because Delhi airport has reached its maximum capacity and it
need to renovate itself to handle more traffic and also to build new terminal for the
same.
 Increasing traffic
 The haphazard parking arrangement also puts a strain on operators in managing their
pre-departure operations. Unlike Mumbai, all international departures are still
conducted from Terminal 3 making the lounge and FBO facility at Terminal 1
redundant for departures. Another issue which has recently hit Delhi based operators is
the efforts to monopolize FBO and MRO services at Delhi airport. Awarding contracts
to only two concessioners is contrary to the Government’s stated policy. Further, denial
of self-maintenance and self-handling rights to operators in Delhi or anywhere, has
created a doubt in the minds of operators over the safety, security and ‘On Time
Performance” of BA aircrafts.
If we collectively see these things, these are the issues which let an aircraft go around and wait in
the air for the availability of space for landing. When there is no slot available, it becomes more
hectic for the operations control staff to bring out the slot for charter operations.
This cause of wastage of time in the air lets the company to get into financial losses and it also
ends up in paying higher charges for such activities of getting a slot available.
Recommendations for overcoming this issue:

The Delhi International Airport Limited (DIAL) should develop a devoted terminal to house the
business and general avionics industry. Until the point when that happens, business aircraft ought
to be given one terminal to work from and all airplane ought to be stopped near each other at close-
by narrows. All takeoffs, including international flights, should be directed from this terminal. Self
handling of and self upkeep is a privilege of an administrator and in this way there ought not be
any endeavor to make administrators strongly outsource it.
18
Reduction of Business Aviation Operational Cost
Evaluate the fuel-cost situation for each leg of your trip to determine where it's far best to tanker
fuel and/or take minimal uploads needed to avoid ramp expenses. Re-evaluate when your schedule
changes.
Sometimes a free or low-cost service can truly be expensive as additional prices may apply. Use
the flight making plans carrier that generates the maximum time-green routings on the way to
decrease fuel intake.
Plan to achieve contract fuel at each prevent.
Minimize “deadhead” use of the aircraft. After considering all of the charges, sometimes it is
greener and price effective to use a fully trusted and vetted charter operator to deliver supplemental
raise rather than ferrying the aircraft long distances.
Adopt a partnership with your service provider
A common method to reducing plane charges is to constantly play one provider company off
against some other. This technique can be utilized in almost all running price regions. However,
is it genuinely the best approach over time? Given the extreme significance of service in our
industry, techniques that emphasize both low fees and advanced provider are frequently preferred.
Treating your provider companies as partners is the most effective manner to obtain the pleasant
aggregate of low costs and advanced provider. Your service carriers within the key areas of
aviation gas, floor coping with and training can all do a better job for you if you work with them
collaboratively. Via concentrating your extent with fewer companies, your expenses may be
reduced and the service level you receive can enhance.
Aviation fuel – partner with providers that will usually quote you all-in fuel charges (i.e. all taxes
protected) and guarantee you that the quoted fee can be the invoiced rate, concern to clean
warnings as to when exceptions follow.
Team up with a ground handler to help you avoid and/or gain a rebate for European Value Added
Tax (VAT) and mineral taxes on fuel, when applicable.
Utilize a training company that rewards your loyalty with each reasonable pricing and desired
scheduling.
An emphasis on flight safety is an obvious risk management region. However, there are several
other basic risk management practices that can minimize unexpected costs and unfavorable
surprises.
Ensure that the appropriate professionals review contracts before signing. It’s far quite common
for agreements covering hangar, ground handling, and maintenance services to be signed without
any type of risk management overview. Frequently, the standard version of these contracts calls
for all danger of loss, regardless of fault, to be borne by the aircraft owner. Make sure to provide
all such contracts to your aviation-insurance broker and different suitable experts before they're
19
finalized. Your broker ought to ask your aircraft insurer to approve them or recommend changes
to restrict your exposure to uninsured losses.
Provide your aviation-coverage dealer with full disclosure. If your broker doesn’t recognize that
an employee of the company commutes to work in his/her personal aircraft, or your aircraft owner
every so often trades time with some other owner on the field, or you use independent contractor
pilots and mechanics, then you may have inadvertent regions of non-coverage. Tell your broker
all the facts to make sure you’re completely insured.
Maintain a safe employee work environment. Most likely any investment you make in protection
equipment and training may be easily recouped from workers’ compensation savings due to a safer
paintings surroundings. Also, such actions strengthen a philosophy of safety.
Protect your maintenance records. Make sure to maintain a duplicate set of facts and/or save them
in a fireproof container or inside the cloud. Losing your data can be very expensive and a huge
problem.
Take precautions to avoid and mitigate danger for instances while your aircraft is on the ground.
Dangerous ground movement of aircraft may be costly and adversely influences the availability of
the plane. Sadly, it is not uncommon for an aircraft to experience hangar rash due to being moved
with improper equipment, without wing walkers, and/or through untrained employees. Be diligent
operating with each your home base fixed Base Operator (FBO) and transient FBOs to ensure right
precautions are taken. NATA and your aviation insurer can assist on this area. It is also an amazing
concept to have 24-hour video surveillance of internal hangar activity at your home base and have
access to video data at transient facilities, just in case an incident happens.
Training Cost Reduction
Harmonization: there's a vital want for greater harmonization of international regulations to allow
standardized training and enhance international mobility of labor.
Image of Aviation Careers: Aviation is struggling to attract excessive quality people amongst the
next generation of students, who're increasingly being drawn to different sectors. The industry
wishes to deal with the very real problem that aviation is seen having lost its glamour – rather it is
now visible as s stagnant industry, associated with shift work, declining perks, negative
remuneration, and instability.
Utilizing digital, real-time training document retaining and grading, allowing a ‘closed-loop’
education philosophy
Improving lengthy-time period planning and situation control tools to forecast training call for
utilizing a single system crew training management
Competition from different Sectors: there is a need to introduced outreach applications that target
college students not only at universities, but additionally at a far earlier age, in schools, to sell the
20
enchantment of a profession in aviation. And it does now not give up there, once humans are in
the industry you want to retain them. The following era isn't always as wedded to the concept of
picking and sticking with an industry for the long time. Switching among sectors will become
increasingly more not unusual. This in itself will growth the demand for training as staff turnover
might be higher.
Increasing the productiveness of schedulers performing team schooling scheduling features by

using 35 to 45 percent by using making use of graphical displays and work flow13
Training Infrastructure: most of the current training facilities are located in Karnataka, but the best
demand is in the emerging markets. Because of this people in those areas are both being sent to
where the facilities (which is costly), or aren't receiving right education (that's risky). As a
substitute, key roles are being stuffed by expats, which is also not financially or culturally
sustainable. There’s a determined need to develop high quality, in country ‐ facilities in which the
demand is.
13
https://www.sabreairlinesolutions.com/home/software_solutions/product/crew_training/
21
Conclusion
Business Aviation is the use of any general aviation aircraft for business purpose or it traditionally
encompasses commercial non-scheduled air delivery and widespread aviation (non-public and
authorities) operations, all being on call for in nature or in an extra particular way it's far part of
aviation which makes a specialty of the commercial business use of airplanes and helicopters. The
business aviation business is includes all sizes of groups that depend on many unique kinds of
plane as the styles of aircrafts has been referred to above. 2016-2018: In these 3 years, there has
been significant increase in the fleet of the aircrafts. There has been increase of 7.18%. Since the
National Civil Aviation Policy was revised in 2016 and it gave a significant opportunity to the
civil aviation sector in India. India, in spite of emerging as one of the primary aviation markets in
the world continues to be normally an importer and not a producer or a vendor of plane. The tax
regime prevailing in India has had extreme consequences on growth trajectory of its business &
general Aviation industry during the last 7 years. A survey of operators from across the country
has found that when fuel cost dramatically goes up, then purchase of Jet-A fuel and Avgas falls.
High fuel costs change operational behavior. Because of high fuel costs business aviation
operations has been declined. In the view of sustained boom in the Indian market, India’s
marketplace preserve capability for non-scheduled aviation, however at present Indian general
aviation market is a small and under developed in comparison to its global peers. The fleet of
private jets provided by the companies can fly anywhere relying on the parking area and refueling
of the aircraft. Maximum of the charter jets can fly up to 6-9 hours non-stop earlier than getting
refueled. The Gross profit Margin (GPM) for the entire industry is purely represented through its
Non-schedule Operated fleet. The sources deployed via the business aviation sector are measured
through its Gross value added. GVA is calculated either as the output created via the sector less
the cost purchase inputs or by the sum of profits and wages (before tax) generated from the sector’s
economic activity (income measure). The organization has now not been able to preserve up with
the growth in length of the scheduled airline and business aircraft fleet. It’s far to the DGCA’s
credit score, that they have got controlled to date, but they are in need of more funds, better
technology, greater manpower with better HR structures and trainings, more publicity to
international practices, higher and more obvious processes for quicker turnarounds of clearances
and approvals, and ordinary industry interactions. DGCA needs to come up with new regulations
as per the NCAP and also should update the technology that is being used in terms of aircraft
which is safer and newer in terms of technology. Competition from different Sectors: there is a
need to introduced outreach applications that target college students not only at universities, but
additionally at a far earlier age, in schools, to sell the enchantment of a profession in aviation.
Business Aviation is a productivity tool utilized by the lots of companies and organizations of all
length.
22
Annexure-1
Private Operators which operate International sectors (2015-16)
International Operations
Sl. No. Operator's Name
Revenue Operations Non-Revenue Operations Total
1 A R Airways 90 0 90
2 Air Charter Service 5 0 5
3 Airmid Aviation 46 0 46
4 Ashley Aviation 23 0 23
5 Bajaj Aviation 13 0 13
6 Coromandel Aviation 28 0 28
7 DLF Limited 11 16 27
8 EIH Limited 6 2 8
9 EON Aviation 17 0 17
10 Forum I Aviation 19 0 19
11 Freedom Charters 8 0 8
12 Futura Travels 7 0 7
13 GMR Aviation 12 3 15
14 GVK Projects 10 0 10
15 Jindal Steel 14 0 14
16 Jupiter Capital 11 0 11
17 Karnavati Aviation 56 0 56
18 L&T Aviation 28 0 28
19 Ligare Aviation 25 0 25
20 Poonawalla Aviation 65 0 65
21 Quick Flight 15 0 15
22 Raymond Limited 43 0 43
23 Reliance Commercial 148 0 148
24 Span Air 8 0 8
25 SRC Aviation 7 0 7
26 Taj Air 29 0 29
27 Universal Airways 43 0 43
28 VRL Logistics 96 0 96
29 Zest Aviation 61 0 61
30 Fly by Wire 8 0 8
31 IIC Techonlogies 0 7 7
32 Reliance Transport 40 1 41
33 Shobha Puravankara 10 0 10
Source: DGCA
23
Annexure-2
Private Operators which operate International sectors (2016-17)
International Operations
Sl.No. Operator's Name
Revenue Operations Non-Revenue Operations Total
1 A R Airways 38 2 40
2 Air Charter Service 86 0 86
3 Airmid Aviation 58 1 59
4 Ashley Aviation 27 0 27
5 B.G.Shirke Construction 9 3 12
6 Coromandel Aviation 26 0 26
7 DLF Limited 12 0 12
8 EIH Limited 10 0 10
9 EON Aviation 2 0 2
10 Fly by Wire 2 0 2
11 Forum I Aviation 13 0 13
12 Freedom Charters 7 0 7
13 Futura Travels 20 0 20
14 GMR Aviation 2 0 2
15 GVK Projects 14 0 14
16 Indian Flysafe Aviation 39 0 39
17 Joy Jets 7 0 7
18 Karnavati Aviation 44 0 44
19 L&T Aviation 27 0 27
20 Ligare Aviation 10 0 10
21 Orbit 31 0 31
22 Poonawalla Aviation 91 0 91
23 Privilege Air 10 0 10
24 Quick Flight 11 0 11
25 Raymond Limited 37 0 37
26 Reliance Commercial 235 0 235
27 Reliance Transport 155 0 155
28 Span Air 6 0 6
29 SRC Aviation 7 0 7
30 Taj Air 26 0 26
31 VRL Logistics 81 0 81
32 Zest Aviation 76 0 76
Source: DGCA
24
Annexure-3
Aircraft flying hours (NSOP) 2015-16
Aircraft Flying Hours
Sl.no. Name of the Operator Headquarter
Domestic International Total
1 A R Airways New Delhi 1847.17 301.83 2149
2 Accurate Commodeal Kolkata 175.75 0 1175.75
3 Ahmedabad Aviation Ahmedabad 15.75 0 15.75
4 Air Car Airline New Delhi 646.25 0 646.25
5 Air Charter Service New Delhi 1229.75 12.5 1242.25
6 Air One Aviation New Delhi 928.1 0 928.1
7 Airmid Aviation New Delhi 566.45 203 769.45
8 Alchemist Airways Chandigarh 464.42 0 464.42
9 Ashley Aviation Mumbai 335.52 77.82 413.34
10 B.G.Shirke Construction Pune 1332.33 0 1332.33
11 Bajaj Aviation Noida 271 29 300
12 Bharat Hotels New Delhi 85.75 0 85.75
13 Bhushan Aviation New Delhi 309.73 0 309.73
14 Chimes Aviation Gurugram 11.58 0 11.58
15 Coromandel Aviation Chennai 257.58 116 373.58
16 DLF Limited New Delhi 72.5 53.92 126.42
17 Dove Airlines Kolkata 113.75 0 113.75
18 EIH Limited New Delhi 205.92 31.25 237.17
19 EON Aviation Mumbai 2250 3638 5888
20 Forum I Aviation New Delhi 494 71.67 565.67
21 Freedom Charters Mumbai 358.03 26.33 384.36
22 Futura Travels Mumbai 289.97 20.58 310.55
23 Global Avianuatics New Delhi 30.83 0 30.83
24 GMR Aviation Bengaluru 770.85 44.67 815.52
25 GVK Projects Mumbai 403.92 41.17 445.09
26 Himalayaputra Aviation New Delhi 631.07 0 631.07
27 Indian Metals Bhubaneswar 152.05 0 152.05
28 Indo Pacific Aviation New Delhi 27.33 0 27.33
29 International Air Opretions Mumbai 250.08 0 250.08
30 Invision Air Mumbai 93.42 0 93.42
31 IRM Limited Ahmedabad 342.08 0 342.08
32 Jindal Steel Hisar 208.83 63.33 272.16
33 Joy Jets Cochin 660.17 0 660.17
34 Jupiter Capital Bengaluru 199.03 48.38 247.41
35 K2 Enterprises New Delhi 519.42 0 519.42
25
36 Karnavati Aviation Ahmedabad 717.93 235.65 953.58

37 L&T Aviation Mumbai 711.5 90.83 802.33
38 Ligare Aviation New Delhi 327.63 102.5 430.13
39 Maritime Energy Heli Air Mumbai 47.25 0 47.25
40 MSPL Limited Mumbai 199.68 0 199.68
41 Pinnacle Air New Delhi 1080.97 0 1080.97
42 Poonawalla Aviation Pune 140.25 300.92 441.17
43 Punj Lloyd Aviation New Delhi 7.45 20 27.45
44 Quick Flight Vadodara 228.83 34.75 263.58
45 Raymond Limited Thane(Mumbai) 216.17 163.25 379.42
46 Reliance Commercial Mumbai 2848.37 807.4 3655.4
47 Saraya Aviation New Delhi 1181.33 0 1181.33
48 SEL Aviation Ludhiana 165.75 0 165.75
49 Simm Samm Airways Mumbai 233.17 0 233.17
50 SKB Infracons New Delhi 431.58 0 431.58
51 Span Air New Delhi 688.82 33.5 722.32
52 SRC Aviation New Delhi 184.5 23.33 207.83
53 Taj Air Mumbai 528.82 136.25 665.07
54 Taneja Aerospace Bengaluru 459.17 0 459.17
55 Trans Bharat Aviation New Delhi 422.72 0 422.72
56 Turbo Aviation Hyderabad 437.8 0 437.8
57 Universal Airways New Delhi 29.75 130.25 160
58 Ventura Air Connect Surat 242.82 0 242.82
59 VRL Logistics Bengaluru 543.33 160.58 703.91
60 Zest Aviation Ahmedabad 493.42 292 785.42
61 Decore Exxoils Bhopal 73.68 0 73.68
62 Fly by Wire Bengaluru 254.47 33.83 288.3
63 IIC Techonlogies Hyderabad 96.08 31 127.08
64 Kunal Air Chennai 251.67 0 251.67
65 Mesco Airlines New Delhi 213.75 0 213.75
66 Orbit Chandigarh 860.75 0 860.75
67 Premier Jets Chennai 247.92 0 247.92
68 Reliance Transport Mumbai 41.18 146.52 187.7
69 Saarthi Airways New Delhi 104.85 0 104.85
70 Shobha Puravankara Bengaluru 164.42 37.5 201.92
71 VSR New Delhi 142.05 0 142.05
72 Fly High Airways New Delhi 37.08 0 37.08
73 Air Odisha Bhubaneswar 0 0 0
74 Amber Aviation Gurugram 0 0 0
26
75 Kakini Enterprises New Delhi 0 0 0

76 Mandke & Mandke Pune 0 0 0
77 North East Shuttle Kolkata 0 0 0
78 Pioneer Flying Academy New Delhi 0 0 0
79 Shreno Linited Vadodara 0 0 0
80 Suhan Aviation Mumbai 0 0 0
81 Taurian Iron & Steel Mumbai 0 0 0
82 Wings Aviation Hyderabad 0 0 0
Total 31,607.29 7,559.51 39166.8
Region wise distribution NSOP

Sl. No. Region Total Aircraft flying Hours Percentage
1 North 15505.16 38.58%
2 South 20542.81 51.20%
3 East 1441.55 3.38%
4 West 2603.23 6.65%
5 Central India 73.68 0.19%
Percentage
6.65% 0.19%
3.38%
38.58%
51.20%
North South East West Central India
27
Annexure-4
Aircraft flying hours (NSOP) 2016-17
Aircraft Flying Hours
Sl.no. Name of the Operator Headquarter
Domestic International Total
1 A R Airways New Delhi 2332.48 134.42 2466.9
2 Accurate Commodeal Kolkata 135.58 0 135.58
3 Ahmedabad Aviation Ahmedabad 0 0 0
4 Air Car Airline New Delhi 688.03 0 688.03
5 Air Charter Service New Delhi 3627.42 231 3858.42
6 Air One Aviation New Delhi 1149.5 0 1149.5
7 Airmid Aviation New Delhi 649.17 213.83 863
8 Alchemist Airways Chandigarh 425.72 0 425.72
9 Ashley Aviation Mumbai 360.73 92.72 453.45
10 Aviators Air Rescue Bangalore 127.28 0 127.28
11 B.G.Shirke Construction Pune 844 38.92 882.92
12 Bajaj Aviation Noida 306.18 0 306.18
13 Bharat Hotels New Delhi 172.58 0 172.58
14 Bhushan Aviation New Delhi 279.2 0 279.2
15 Chimes Aviation Gurugram 0 0 0
16 Coromandel Aviation Chennai 206.17 86.17 292.34
17 Deccan Charters Bangalore 73.83 0 73.83
18 DEcore Exxoils Bhopal 100.17 0 100.17
19 DLF Limited New Delhi 11.33 60 71.33
20 Dove Airlines Kolkata 178.37 0 178.37
21 EIH Limited New Delhi 230.42 25.67 256.09
22 EON Aviation Mumbai 123 559 682
23 Fly by Wire Bangalore 261.35 12.5 273.85
24 Forum I Aviation New Delhi 560.75 44.5 605.25
25 Freedom Charters Mumbai 371.92 15 386.92
26 Futura Travels Mumbai 360.42 95.42 455.84
27 Global konnect Aviation Services New Delhi 4.42 0 4.42
28 GMR Aviation Bangalore 585 4.58 589.58
29 Govt of Rajasthan Jaipur 44.42 0 44.42
30 GVK Projects Mumbai 348.83 37.25 386.08
31 Himalayaputra Aviation New Delhi 463.73 0 463.73
32 IIC Techonlogies Hyderabad 267.2 0 267.2
33 Indian Flysafe Aviation New Delhi 1149.73 154.33 1304.06
34 Indian Metals Bhubaneswar 140.83 0 140.83
28
35 Indo Pacific Aviation New Delhi 187.17 0 187.17

36 International Air Opretions Mumbai 87.08 0 87.08
37 Invision Air Mumbai 46.75 0 46.75
38 IRM Limited Ahmedabad 298.57 0 298.57
39 Jindal Steel Hisar 450.82 0 450.82
40 Joy Jets Cochin 480.42 20.92 501.34
41 Jupiter Capital Bangalore 283.75 19.93 303.68
42 K2 Enterprises New Delhi 82.75 0 82.75
43 Kakini Ent. New Delhi 124.42 0 124.42
44 Karnavati Aviation Ahmedabad 741.55 176.03 917.58
45 Kunal Air Chennai 43.67 0 43.67
46 L&T Aviation Mumbai 421.83 95.92 517.75
47 Ligare Aviation New Delhi 936.58 45.62 982.2
48 LMCS New Delhi 125.93 0 125.93
49 Maritime Energy Heli Air Mumbai 0 0 0
50 Mesco Airlines New Delhi 594.17 0 594.17
51 MSPL Limited Mumbai 108.42 0 108.42
52 Orbit Chandigarh 924.17 56.58 980.75
53 Pinnacle Air New Delhi 903.83 0 903.83
54 Poonawalla Aviation Pune 156.57 698.48 855.05
55 Premier jet services Chennai 0 0 0
56 Privilege Air Mumbai 283.88 30.47 314.35
57 Punj Lloyd Aviation New Delhi 29.5 0 29.5
58 Quick Flight Vadodara 104.67 25.92 130.59
59 Raymond Limited Thane(Mumbai) 214.5 130.67 345.17
60 Reliance Commercial Mumbai 2404.25 1081.77 3486.02
61 Reliance Transport Mumbai 374.58 507.5 882.08
62 Saraya Aviation New Delhi 594.42 0 594.42
63 SEL Aviation Ludhiana 117.33 0 117.33
64 Simm Samm Airways Mumbai 361.45 0 361.45
65 SKB Infracons New Delhi 168.83 0 168.83
66 Span Air New Delhi 640.92 17.42 658.34
67 SRC Aviation New Delhi 87.17 29.93 117.1
68 Suhan Air Mumbai 3662.22 0 3662.22
69 Supertech Aviation New Delhi 407.83 0 407.83
70 Taj Air Mumbai 458.27 91.82 550.09
71 Taneja Aerospace and Aviation Bangalore 402.17 0 402.17
72 Turbo Aviation Hyderabad 349.08 0 349.08
73 U Y Aviation Mumbai 358.83 0 358.83
29
74 Universal Airways New Delhi 77.33 0 77.33

75 V M Aviation Chennai 0 0 0
76 VRL Logistics Bangalore 786.15 151.17 937.32
77 VSR Ventura New Delhi 700.28 0 700.28
78 Wings Aviation Hyderabad 0 0 0
79 Zest Aviation Ahmedabad 709.47 192.08 901.55
Total 36871.34 5177.54 42048.9
Region-wise Distribution (NSOP) 2016-17

Sl. No. Region Total Aircraft flying Hours Percentage
1 North 19517.1 46.40%
2 South 18983.8 45.17%
3 East 313.95 1%
4 West 2292.71 5.17%
5 Central India 100.17 0.05%
1% 0%
5%
48%
46%
North South East West Central India
30
Bibliography:
1. https://www.icao.int/Meetings/STA10/Documents/Sta10_Wp007_en.pdf
2. NBAA , https://www.nbaa.org/business-aviation/uses/
3. DGCA Civil aircraft register as on 31.05.2018
4. http://petroleum.nic.in/sites/default/files/pngstat_1.pdf
5. https://www.baoa.in/sites/default/files/pdf/Business-Aviation-in-India-An-industry-
report-by-BAOA-2016.pdf https://www.iocl.com/Products/AviationTurbineFuel.aspx
6. Directorate of Air Transport, DGCA
7. https://www.nbaa.org/news/backgrounders/AndersenPart02.PDF
8. https://mediaindia.eu/niche/business-jets/
9. https://ibac.quickbase.com/db/bjtd9ctgp?a=q&qid=21&dlta=su12~gu15
10. BAOA industry report
11. https://economictimes.indiatimes.com/news/economy/infrastructure/airport-
infrastructure-case-for-expediting-growth/articleshow/63298024.cms Updated: Mar 14,
2018, 01.15 PM IST retrieved June 4, 2018
12. indiaaviationreport2016-160318130125.pdf
13. CAPA
14. PwC report
15. Airport Authority of India
16. National Civil Aviation Policy
17. Bombardier Business Aircraft | Market Forecast 2011-2030
18. https://www.forbes.com/sites/krnkashyap/2016/10/28/indias-fast-growing-aviation-
market-spurs-boom-in-private-charter-jet-startups/#46e60d13475a Retrieved on June
29,2018
19. https://www.sabreairlinesolutions.com/home/software_solutions/product/crew_training/
20. http://gulfbusiness.com/mixed-forecast-middle-east-business-aviation/
21. https://noplanenogain.org/business-aviation-facts/enhanced-productivity/
22. http://mromiddleeast.aviationweek.com/me19/Public/Enter.aspx
23. http://mromiddleeast.aviationweek.com/me19/Public/Enter.aspx
24. https://blog.privatefly.com/5-reasons-why-the-usa-leads-the-world-in-business-aviation
25. https://www.statista.com/statistics/768054/business-aircraft-fleet-size-region/
26. https://www.statista.com/topics/4254/employment-in-the-us-aviation-industry/
27. www.aerospacemanufacturinganddesign.com/article/aircraft-mro-market-grow-2017-
2022-032218
28. https://www.statista.com/statistics/679670/cagr-mro-middle-east-vs-world/
29. https://www.statista.com/statistics/751395/cagr-mro-north-america/
31

Growth Plans of Indian Business Aircraft Operators

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UNIVERSITY OF PETROLEUM & ENERGY STUDIES

School of Business, Dehradun

Growth Plans of Business Aircraft Operators in India

(Summer Internship Program)

Submitted to: Submitted by:

Priya Singh Vineet Kumar Srivastava

Vineet Kumar Srivastava BBA AVO V ii

Vineet Kumar Srivastava

Vineet Kumar Srivastava BBA AVO V iii

To Whom So Ever It May Concern

Vineet Kumar Srivastava BBA AVO V iv

Vineet Kumar Srivastava

Vineet Kumar Srivastava BBA AVO V v

Vineet Kumar Srivastava BBA AVO V vi

2: Reasons for Retarded Growth 03-08

3: Make in India Outlook for Business Aviation 09-11

4: The Road Map:

6: Aircraft hovering at New Delhi Airport 18

7: Reduction of Business Aviation operational cost 19

Vineet Kumar Srivastava BBA AVO V vii

INTRODUCTION TO BUSINESS AVIATION

1.1.1 Commercial Aviation:

1.1.2 Non-Commercial Aviation:

1.2 BUSINESS AVIATION

REASONS FOR RETARDED GROWTH

2.1 Regulatory Constraints

Involvement of operators in choice-making will ensure there is no mismatch of guidelines with

3. Consolidation of business aircraft fleet for better management.

2.2 Infrastructural Constraints

"Asset recycling" -- an approach of monetizing present assets to generate capital -- eminently

infrastructure. Surely, commercial enterprise productiveness, neighborhood economies and

2.3 Taxation & Duties

2.4 Management of Aviation Asset

India’s Position in all these:

MAKE IN INDIA OUTLOOK FOR BUSINESS AVIATION

3.3 Aircraft Manufacturing

3.4 MRO and Services

3.5 Skill Development

3.6 The Road Ahead

THE ROAD MAP AHEAD: SUMMARISING THE

 The DGCA’s contemporary stance on rulemaking (consisting of inviting public remarks to

 AERA need to genuinely demarcate between aeronautical/non-aeronautical services at an

 Policies allowing employment of foreign aircrew/engineers for business aviation plane

Challenges in Aviation Infrastructure

 Small airports are tough business propositions. In developed nations, non-aviation-derived

GROWTH FORECAST OF BUSINESS AVIATION

Why Aircraft hovering is more frequent at I.G.I Airport,

Recommendations for overcoming this issue:

Reduction of Business Aviation Operational Cost

Training Cost Reduction

Increasing the productiveness of schedulers performing team schooling scheduling features by

36 Karnavati Aviation Ahmedabad 717.93 235.65 953.58

75 Kakini Enterprises New Delhi 0 0 0

Total 31,607.29 7,559.51 39166.8

Region wise distribution NSOP

North South East West Central India

35 Indo Pacific Aviation New Delhi 187.17 0 187.17

74 Universal Airways New Delhi 77.33 0 77.33

Total 36871.34 5177.54 42048.9

Region-wise Distribution (NSOP) 2016-17

North South East West Central India

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