Aviation Conclave - 2010
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Recent Trend in Indian Air Transport with Reference to Transport Economics and Logistic
© 2019 JETIR June 2019, Volume 6, Issue 6 www.jetir.org (ISSN-2349-5162) Recent Trend in Indian Air Transport with Reference to Transport Economics and Logistic Dr Vijay Kumar Mishra, Lecturer (Applied Economics), S.J.N.P.G College, Lucknow Air transport is the most modern means of transport which is unmatched by its speed, time- saving and long- distance operation. Air transport is the fastest mode of transport which has reduced distances and converted the world into one unit. But it is also the costliest mode of transport beyond the reach of many people. It is essential for a vast country like India where distances are large and the terrain and climatic conditions so diverse. Through it one can easily reach to remote and inaccessible areas like mountains, forests, deserts etc. It is very useful during the times of war and natural calamities like floods, earthquakes, famines, epidemics, hostility and collapse of law and order. The beginning of the air transport was made in 1911 with a 10 km air mail service between Allahabad and Naini. The real progress was achieved in 1920 when some aerodromes were constructed and the Tata Sons Ltd. started operating internal air services (1922). In 1927 Civil Aviation Department was set up on the recommendation of Air Transport Council. Flying clubs were opened in Delhi, Karachi, Calcutta (now Kolkata) and Bombay (now Mumbai) in 1928. In 1932 Tata Airways Limited introduced air services between Karachi and Lahore. In 1932, Air India began its journey under the aegis of Tata Airlines, a division of Tata Sons Ltd. -
Robust Gas Turbine and Airframe System Design in Light of Uncertain
Robust Gas Turbine and Airframe System Design in Light of Uncertain Fuel and CO2 Prices Stephan Langmaak1, James Scanlan2, and András Sóbester3 University of Southampton, Southampton, SO16 7QF, United Kingdom This paper presents a study that numerically investigated which cruise speed the next generation of short-haul aircraft with 150 seats should y at and whether a con- ventional two- or three-shaft turbofan, a geared turbofan, a turboprop, or an open rotor should be employed in order to make the aircraft's direct operating cost robust to uncertain fuel and carbon (CO2) prices in the Year 2030, taking the aircraft pro- ductivity, the passenger value of time, and the modal shift into account. To answer this question, an optimization loop was set up in MATLAB consisting of nine modules covering gas turbine and airframe design and performance, ight and aircraft eet sim- ulation, operating cost, and optimization. If the passenger value of time is included, the most robust aircraft design is powered by geared turbofan engines and cruises at Mach 0.80. If the value of time is ignored, however, then a turboprop aircraft ying at Mach 0.70 is the optimum solution. This demonstrates that the most fuel-ecient option, the open rotor, is not automatically the most cost-ecient solution because of the relatively high engine and airframe costs. 1 Research Engineer, Computational Engineering and Design 2 Professor of Aerospace Design, Computational Engineering and Design, AIAA member 3 Associate Professor in Aircraft Engineering, Computational Engineering and Design, AIAA member 1 I. Introduction A. Background IT takes around 5 years to develop a gas turbine engine, which then usually remains in pro- duction for more than two decades [1, 2]. -
Aerospace Engine Data
AEROSPACE ENGINE DATA Data for some concrete aerospace engines and their craft ................................................................................. 1 Data on rocket-engine types and comparison with large turbofans ................................................................... 1 Data on some large airliner engines ................................................................................................................... 2 Data on other aircraft engines and manufacturers .......................................................................................... 3 In this Appendix common to Aircraft propulsion and Space propulsion, data for thrust, weight, and specific fuel consumption, are presented for some different types of engines (Table 1), with some values of specific impulse and exit speed (Table 2), a plot of Mach number and specific impulse characteristic of different engine types (Fig. 1), and detailed characteristics of some modern turbofan engines, used in large airplanes (Table 3). DATA FOR SOME CONCRETE AEROSPACE ENGINES AND THEIR CRAFT Table 1. Thrust to weight ratio (F/W), for engines and their crafts, at take-off*, specific fuel consumption (TSFC), and initial and final mass of craft (intermediate values appear in [kN] when forces, and in tonnes [t] when masses). Engine Engine TSFC Whole craft Whole craft Whole craft mass, type thrust/weight (g/s)/kN type thrust/weight mini/mfin Trent 900 350/63=5.5 15.5 A380 4×350/5600=0.25 560/330=1.8 cruise 90/63=1.4 cruise 4×90/5000=0.1 CFM56-5A 110/23=4.8 16 -
Rolls-Royce / Itp Regulation
EUROPEAN COMMISSION DG Competition Case M.8242 - ROLLS-ROYCE / ITP Only the English text is available and authentic. REGULATION (EC) No 139/2004 MERGER PROCEDURE Article 6(1)(b) in conjunction with Art 6(2) Date: 19/04/2017 In electronic form on the EUR-Lex website under document number 32017M8242 EUROPEAN COMMISSION Brussels, 19.04.2017 C(2017) 2613 final In the published version of this decision, some information has been omitted pursuant to Article PUBLIC VERSION 17(2) of Council Regulation (EC) No 139/2004 concerning non-disclosure of business secrets and other confidential information. The omissions are shown thus […]. Where possible the information omitted has been replaced by ranges of figures or a general description. To the notifying party: Subject: Case M.8242 – Rolls-Royce / ITP Commission decision pursuant to Article 6(1)(b) in conjunction with Article 6(2) of Council Regulation No 139/20041 and Article 57 of the Agreement on the European Economic Area2 Dear Sir or Madam, (1) On 24 February 2017, the European Commission received notification of a proposed concentration pursuant to Article 4 of the Merger Regulation by which the undertaking Rolls-Royce Holdings plc ("Rolls-Royce", United Kingdom) acquires within the meaning of Article 3(1)(b) of the Merger Regulation control of the whole of the undertaking Industria de Turbo Propulsores SA ("ITP", Spain) by way of a purchase of shares (the "Transaction").3 Rolls-Royce is designated hereinafter as the "Notifying Party", and Rolls-Royce and ITP are together referred to as the "Parties". 1 OJ L 24, 29.1.2004, p. -
1. Cause List of Cases Filed Between 01.01.2018 to 21.03.2020 Shall Not Be Published Till Further Orders
05.04.2021 IN PARTIAL MODIFICATION RELATING TO THE SITTING ARRANGEMENT OF THE HON'BLE JUDGES w.e.f. 05.04.2021, THE COURT NUMBERS ALREADY SHOWN IN THE ADVANCE CAUSE LIST FOR 5th & 6th APRIL FOR THE FOLLOWING HON'BLE JUDGES SHALL NOW BE READ AS UNDER: JUDGES NAME COURT NO. 1. HON'BLE MR. JUSTICE SANJEEV SACHDEVA 7 2. HON'BLE MR. JUSTICE VIBHU BAKHRU 43 3. HON'BLE MR. JUSTICE V. KAMESWAR RAO 14 4. HON'BLE MR. JUSTICE PRATEEK JALAN 16 “All the Advocates/Litigants are informed that in view of the directions dated 09.03.2021 passed by Hon. DB-II in W.P.(C) 2018/2021 and W.P.(C) 2673/2021 half of the cases (starting from the Supplementary List/s) listed for a particular day shall be taken up in the Pre-lunch Session and rest of the cases shall be taken up in the Post-lunch Session. All the Advocates/Litigants may accordingly reach the Court Rooms according to the turn of their case/s in order to curtail the number of people in court premises at the same time.” NOTE 1. CAUSE LIST OF CASES FILED BETWEEN 01.01.2018 TO 21.03.2020 SHALL NOT BE PUBLISHED TILL FURTHER ORDERS. HIGH COURT OF DELHI: NEW DELHI No. 384/RG/DHC/2020 DATED: 19.3.2021 OFFICE ORDER HON'BLE ADMINISTRATIVE AND GENERAL SUPERVISION COMMITTEE IN ITS MEETING HELD ON 19.03.2021 HAS BEEN PLEASED TO RESOLVE THAT HENCEFORTH THIS COURT SHALL PERMIT HYBRID/VIDEO CONFERENCE HEARING WHERE A REQUEST TO THIS EFFECT IS MADE BY ANY OF THE PARTIES AND/OR THEIR COUNSEL. -
Livre 1.Indb
European Aeronautic Defence and Space Company EADS N.V. Registration Document 2010 European Aeronautic Defence and Space Company EADS N.V. (the “Company” or “EADS” and together with its subsidiaries, the “Group”) is a Dutch company, which is listed in France, Germany and Spain. The applicable regulations with respect to public information and protection of investors, as well as the commitments made by the Company to securities and market authorities, are described in this registration document (the “Registration Document”). In addition to historical information, this Registration Document includes forward-looking statements. The forward-looking statements are generally identified by the use of forward-looking words, such as “anticipate”, “believe”, “estimate”, “expect”, “intend”, “plan”, “project”, “predict”, “will”, “should”, “may” or other variations of such terms, or by discussion of strategy. These statements relate to EADS’ future prospects, developments and business strategies and are based on analyses or forecasts of future results and estimates of amounts not yet determinable. These forward-looking statements represent the view of EADS only as of the dates they are made, and EADS disclaims any obligation to update forward-looking statements, except as may be otherwise required by law. The forward-looking statements in this Registration Document involve known and unknown risks, uncertainties and other factors that could cause EADS’ actual future results, performance and achievements to differ materially from those forecasted or suggested herein. These include changes in general economic and business conditions, as well as the factors described in “Risk Factors” below. This Registration Document was prepared in accordance with Annex 1 of EC Regulation 809/2004, filed in English with, and approved by, the Autoriteit Financiële Markten (the “AFM”) on 19 April 2011 in its capacity as competent authority under the Wet op het financieel toezicht (as amended) pursuant to Directive 2003/71/EC. -
Aviation Industry in India
Aviation BUSINESS ANAYISIS AND PRESENTAION TOPIC: - AVIATION INDUSTRY IN INDIA SUBMITED TO: - Prof. S K Biswal Date of Presentation:-15thMarch, 2014 SUBMITTED BY:-Group no – 20 Amit Kumar Singh - 1306260035 Pooja Singh - 1306260020 Rourkela Institute of Management Studies, Rourkela 0 Aviation MBA 1st year (2nd SEM) Rourkela Institute of Management Studies, Rourkela 1 Aviation ACKNOWLEDGEMENT I have made lot of efforts to make this project. However, it would not have been possible without the kind support and help of many individuals who helped me in completing this project report i would like to extend my sincere thanks to all of them. I would like to thank our faculty Prof: S.K BISWAL for his guidance and help to complete my project. I would also like to thank my friends and family for their co-operation and encouragement which help me in completing this project. Rourkela Institute of Management Studies, Rourkela 2 Aviation Executive Summary India is one of the fastest growing aviation markets in the world. With the liberalization of the Indian aviation sector, the industry had witnessed a transformation with the entry of the privately owned full service airlines and low cost carriers. The sector has seen a significant increase in number of domestic air travel passengers. Some of the factors that have resulted in higher demand for air transport in India include the growing middle class and its purchasing power, low airfares offered by low cost carriers, the growth of the tourism industry in India, increasing outbound travel from India, and the overall economic growth of india. Rourkela Institute of Management Studies, Rourkela 3 Aviation CONTENTS Chapters Page no. -
Kingfisher Airlines—King of Good Times Trapped in Bad Weather
CASE STUDY Kingfisher Airlines—King of Good Times Trapped in Bad Weather Dr. J.N Mukhopadhay Prof. Subhendu Dey Prof. Prithviraj Bannerjee Ms. Soumali Dutta Sr. V.P. (Ex) SREI, Dean, Associate Dean and Assistant Professor, Research Associate, Globsyn Business School, Head - Knowledge Cell, Globsyn Business School, Globsyn Business School, Kolkata Globsyn Business School, Kolkata Kolkata Kolkata Th is case is not intended to show eff ective or ineff ective handling of decision or business processes © 2012 by Knowledge Cell, Globsyn Business School, Kolkata. No part of this publication may be reproduced or transmitted in any form or by any means—electronic, mechanical, photocopying, recording or otherwise (including the internet)—without the permission of Globsyn Business School n October 4th, 2012, Mrs. Sushmita Chakarborti, subsidiary. Vittal Mallya’s son Vijay Mallya, who previously, wife of Mr. Manas Chakraborti, a Store Manager managed the Brewery and Spirits division of UBL, was Owith Kingfi sher Airlines, committed suicide elected by the shareholders as the Chairman of UB Group, at their South-West Delhi residence. She was battling in 1983. Mallya expanded the UB groups’ business into depression and wrote a suicide note stating that her pharmaceuticals, paints, petrochemicals, plastic, electro- husband works with Kingfi sher Airlines, where they have mechanical batteries, food products, carbonated beverages, not paid him salary for the last six months and due to acute Pizza chains, soft ware, TV channels, and IPL, transforming fi nancial crisis of the family, she committed suicide11. UB Group as one of the largest business conglomerates Kingfi sher Airlines, launched in 2003 by UB Group with defi ned corporate structure and corporate governance Chairman Vijay Mallya as a premium full-service carrier policy 2. -
Acquisitions, Mergers, Joint-Ventures, Alliances, Partnerships and Other Business Combinations, a Study of TATA Sons, Their Jour
IARJSET ISSN (O) 2393-8021, ISSN (P) 2394-1588 International Advanced Research Journal in Science, Engineering and Technology Vol. 8, Issue 8, August 2021 DOI: 10.17148/IARJSET.2021.8867 Acquisitions, Mergers, Joint-Ventures, Alliances, Partnerships and other Business Combinations, a study of TATA Sons, their journey, impacts and strategies for the Airline Industry Shaheed Khan1, Freeda Maria Swarna M2, R. Kannan3, S. Praveen Kumar3 Research Scholar, Centre for Tourism and Hotel Management, Madurai Kamaraj University, Madurai, India1 Research Scholar, Centre for Tourism and Hotel Management, Madurai Kamaraj University, Madurai, India2 Professor and Director, Centre for Tourism and Hotel Management, Madurai Kamaraj University, Madurai, India 3 Assistant Professor, Centre for Tourism and Hotel Management, Madurai Kamaraj University, Madurai, India4 Abstract: Aviation Industry has held its stead and ensured corporate business across the world. India saw the growth of airlines from the beginning of the twentieth century albeit, in the private sector, India also witnessed Nationalization followed by privatization. With a multitude of domestic and global players, aviation in India grew leaps and bounds. Many private airlines wound up on various accounts, many were born as well. The Government of India ensured that Air India and its subsidiaries which were successful till the 1970s and were losing steam on account of bureaucratic and political apathy was funding the behemoth, which turned out to be a loss-making enterprise. The world of aviation has seen plenty of Acquisitions, Mergers, Joint-ventures, Alliances, Partnerships and other business combinations as researched and studied by Prof. Benjamin Gomes-Casseres in his Remix Strategy. The Research paper is a work in progress which is focusing on the dynamics of what the TATA Sons are doing to ensure a revert back to the business that they originally founded in 1932. -
Aw...Cover Page
RNI REGD.: DELENG/2015/66174 150 VOLUME 06 ISSUE 03 ; MARCH-APRIL 2021 www.aviationworld.in AIRPORT PRIVATISATION AERO INDIA 2021 NEW INDIA POLICY EXCLUSIVE FEATURE AVIATION BUDGET MOCA: ROLES & HOLDING AT 36000 FEET INITIATIVES OF 2020 KING AIR 260 AND KING AIR 360 THE NEXT KING RISES 28th - 29th 2021 APRIL BANGALORE INDIA SUMMIT - 2021 “The Evolution of Smart & Futuristic Airports” TiEr onE SPONSORS TiEr TWo SPONSORS TiEr ThrEE SPONSORS SupporTing PARTNERS officiAl mAgAzinE PARTNER officiAl mEdiA PARTNER MEDIA & PUBLICATIONS India’s Premier Aviation Magazine traicon For Sponsorship Opportunities Alfin | Tel: +91 90369 81048 | Email: [email protected] IN THIS ISSUE MARCH-APRIL 2021 VOLUME 06 ISSUE 03 2 Contents 3 Foreword 4 Advertorial Innovative Solutions for Airport Professionals 6 General News 10 Global News 14 Air Show Report Aero India 2021 17 Defence Update HAL Mega Deal of TEJAS 18 Cover Story King Air 260 & King Air 360 : The Next King Rises 22 MOCA Update 06 2020: Year End Review 26 Budget Update Union Budget 2021 : Major Highlights 28 Airport Business Maximizing Non-Aeronautical Revenue 30 Policy Matter Airport Privitisation Inevitable! 32 Aerospace Innovation Aluminium Alloys: Past, Present & Future 14 33 Policy Matter Budget 2021 for Aviation Still Holding at 36000 Feet 34 Infrastructure - Airport Development 35 Air Safety Space Based ADS-B Air Traffic Surveillance System 36 Safety eVTOL and its Safety Concerns 37 Regulatory Affairs Gulfstream Earns FAA approvals 26 38 Awards Airport Service Quality ( ASQ) Awards 2020 39 Innovation India's First Inflatable Hanger 40 Event India Aircraft Leasing Summit 21 41 Webinar Role of Aviation Technical Consultants in Aviation Leasing Industry 42 In Conversation 34 Exploring Journey's in Arabia with STA 44 Adventure Delta 105 : An Army experimental Zone NO. -
Jet Airways 2008 Kingfisher Acquired 49% Stake in Deccan Aviation Regregulaulattooryry Aauutthhoorriitiesties
JEJETT AAIRIRWWAAYSYS AirAirlinlinee IIndndustustryry iinn InIndiadia 454 airports and airstrips (includes Operational, Non Operational, Abandoned and Disused Airports) 127 are owned & operated by AAI 16 - international, 7 custom airports, 28 civil enclaves Scheduled domestic air services - available from 82 airports May 2007- May 2008 25.5 million domestic & 22.4 million international passengers 20% growth – highest in the world Growth Rate Projections (for next 5 yrs) 15% p.a (Passenger Traffic) 11.4% p.a (Cargo Traffic) HisHistorytory 1911 First commercial flight Airmails from Allahabad to Naini(10 km) 1932 The Aviation Department of Tata Sons Ltd. Established 1938 Tata Airlines (successor to aviation division of Tata Sons) 1946 Tata Air Lines converted into a public Company and renamed Air India Limited Air India International incorporated 1948 Nationalization of Aircraft Industry 1953 Air India (serving the international sectors) Indian Airlines (serving domestic sectors) Deccan Airways, Airways India, Bharat Airways, Himalayan Aviation, Kalinga Airlines, Indian National Airways and Air Services of India HisHistorytory 1986 Private Sector Players permitted as Air taxi operators Players including Jet, Air Sahara, NEPC, East West, Modiluft,etcstarted service 1990 Open Sky Policy 1994 Private Carriers permitted to operate scheduled services 2003 Entry of low-cost carriers 2007 Merger of Indian Airlines into Air India Acquisition of Air Sahara by Jet Airways 2008 Kingfisher acquired 49% stake in Deccan Aviation RegRegulaulattooryry -
Ahead of Its Time 75 Years of MTU History
Annual Report 2008 Ahead of its time 75 years of MTU history. 100 years of aviation expertise. WorldReginfo - a6a23212-0bdc-4ce2-9f68-998dbc575eab Order backlog by segments (without consolidation) in € million Revenues by segments (without consolidation) in € million OEM MRO OEM MRO 2004 3,236.0 2,125.0 2004 1,375.6 575.9 2005 3,433.8 3,703.6 2005 1,434.8 766.9 2006 3,218.4 3,804.4 2006 1,483.1 954.7 2007 3,216.8 5,139.6 2007 1,599.5 1,004.7 2008 3,884.5 5,361.2 2008 1,642.9 1,113.0 EBITDA adjusted by segments (without consolidation) in € million Net profit in € million OEM MRO 2004 131.3 42.7 2004 0.2 2005 162.4 77.8 2005 32.8 2006 217.7 103.4 2006 89.1 2007 305.7 87.9 2007 154.1 2008 330.3 78.9 2008 179.7 WorldReginfo - a6a23212-0bdc-4ce2-9f68-998dbc575eab Selected consolidated financial information and key figures at a glance Change in € million (unless otherwise specified) 2008 - 2007 2008 2007 2006 Revenues and earnings Revenues 148.4 5.8 % 2,724.3 2,575.9 2,416.2 thereof: commercial and military engine business (OEM) 43.4 2.7 % 1,642.9 1,599.5 1,483.1 thereof: commercial maintenance business (MRO) 108.3 10.8 % 1,113.0 1,004.7 954.7 Earnings before interest, tax, depreciation and amortization (EBITDA) 15.6 4.0 % 408.5 392.9 335.6 Earnings before interest and tax (EBIT) 5.0 2.1 % 248.3 243.3 183.8 Net profit 25.6 16.6 % 179.7 154.1 89.1 Earnings (adjusted) Earnings before interest, tax, depreciation and amortization (EBITDA adjusted) 12.8 3.3 % 405.7 392.9 318.2 Earnings before interest and tax (EBIT adjusted) 18.4 5.9 % 331.0 312.6