AVB JULY-AUGUST 2021

< PreviousCOVER STORY JULY - AUGUST 2021 · AVIATION BUSINESS 20 www.aviationbusinessme.com VISTAJET’S COMPANY-WIDE EMISSION REDUCTION TARGETS INCLUDE: • Investing in artiﬁ cial intelligence (AI) and technologies to optimise how we ﬂ y has reduced fuel consumption to date by eight per cent per ﬂ ight. • Working with customers to oﬀ set global fuel emissions through certiﬁ ed carbon credits with partners South Pole, 80 per cent of ts members have already opted in since January 2020. • Moving to renewable electricity on the ground. • Mitigating over 90 per cent of single-use items across ts ﬂ eet. • Adopting a fuel-eﬃ cient booking system to reduce unnecessary fuel burn, and investing in the most technologically advanced aircraft. Soure: VistaJet “Our market-leading partnership with SkyNRG enables us to offer all our customers around the globe access to sustainable aviation fuel. We believe this move will promote substantial reductions in aviation carbon emissions and increase demand and availability worldwide,” stated Flohr. SAF gives a reduction of up to 80 per cent in carbon emissions over the lifecycle of the fuel compared to traditional jet fuel it replaces, according to BP, depending on the sustainable feedstock used, production method and the supply chain to the airport. PLEDGING SUSTAINABILITY Sustainability remains a crucial focus for VistaJet, and the company believes that one solution is not enough. The entire aviation industry must look to what may be available in the future and what is available now. For the industry to change faster, only a multi-party contribution, and working collaboratively can help business aviation reduce the impact at scale and affect a long-term transformation. VistaJet is optimistic about the future, and believes that the industry together can transform business aviation for the long-term good. “At VistaJet, we recognise that sustainability is a journey, and while there is still progress to be made across the industry, we are committed to making aviation better. We have already started changing the way we operate to benefit our clients and the whole global community,” Flohr stated. VistaJet has made considerable changes to the business aviation industry with its business model, which centres on sharing economy principles. The company offers a fleet of over 70 aircraft to serve multiple customers across the globe. “We are resourceful, with optimum utilisation per aircraft and operate a floating fleet to minimise the number of repositioning flights travelling empty. Offering a fleet of young and fuel-efficient aircraft, our commitment today goes further still: becoming carbon neutral by 2025 — 25 years ahead COVER STORY 21 www.aviationbusinessme.com JULY - AUGUST 2021 · AVIATION BUSINESS of industry targets,” Flohr noted. “We’re pushing the conversation up in the agenda of the industry and showing we can achieve results. The choice is between doing nothing or doing something. Let’s start the change now.” VistaJet has a goal of a 50 per cent reduction of emissions by 2050 set by civil aviation industry bodies, IATA and the global business aviation community. This includes other companies in the Vista Global group and its key partners, who will use VistaJet’s sustainability and innovation approaches as a blueprint. “The industry as a whole must step up to combat climate change and its impact today — it’s the right thing to do, and we all have to act now,” stated Flohr. PANDEMIC CHALLENGES The pandemic had a substantial impact on private aviation last year. Over the past eighteen months, unprecedented events have redefined the global aviation landscape, resulting in a significant shift in perception towards private travel. As safety and travel has become one and the same, consumers have also faced complicated and ever-changing travel restrictions when all they want are simple and reliable travel solutions. “While commercial aviation will take time to recover fully, there are still people who have critical travel needs, so private aviation fills the void. The sector as a whole experienced a sharp rise in first-time fliers last year, including a 29 per cent increase in new Members at VistaJet and 3x at XO. This growth reflects the increased awareness of the benefits and value of f lying private, with businesses particularly recognising the opportunities it offers in terms of safety, security and accessibility,” explained Flohr. This demand explosion for private aviation has continued into 2021, with more and more requests from corporates and private individuals wanting to travel safely and without delays across the globe. This is still just a fraction of the potential market, according to Flohr. “Pre-pandemic only around ten per cent of people who could ﬂ y privately did; now, 71 per cent of VistaJet’s new incoming requests are from passengers who have not regularly used business aviation solutions in the past, which shows how people value the ease, security and accessibility that comes with ﬂ ying private,” he noted. “Ultimately, this is a pivotal time for our sector. We are incredibly aware of the critical role private aviation will play in the global economy for years to come.” The Middle East is consistently one of VistaJet’s leading markets. The most popular ﬂ ight routes are Russia, Turkey, Greece, Egypt, and the UK, with inter- Middle East ﬂ ying from the UAE to Saudi Arabia and Kuwait also key routes. “ W h i le t here h as been some interruption to and from specific dest i n at ions, t he busi ness a nd concept we have built at Vista has demonstrated its robust natu re t h rou g h its f le x ibi l it y, g loba l infrastructure and floating fleet. It can move to where the demand is, enabling us to continue operations throughout the pandemic without retreating from any markets. The UAE VISTAJET SUSTAINA- BILITY INNOVATIONS: • The recent introduction of the Global 7500 to its global ﬂ eet, the ﬁ rst business jet with an Environmental Product Declaration. • Optimised routes to reduce fuel burn. • Investment in AI technology for optimised ﬂ eet management. • Driving the sustainability conversation and awareness among our its members and the whole aviation industry. Soure: VistaJet remains particularly active, accounting for 34 per cent of the total flights in the market. VistaJet has recently seen Dubai (incorporating both Dubai International and Al Maktoum airports) become the company’s number one hub globally for the first time, which can be attributed primarily to the Emirate being able to stay open for business continually since the summer,” stated Flohr. DUBAI AIRSHOW JULY - AUGUST 2021 · AVIATION BUSINESS 22 www.aviationbusinessme.com Tim Hawes, Managing Director of F&E LLC Middle East, organiser of the Dubai Airshow 2021, dissects the focus of the Show this year, and what visitors and exhibitors can expect to see Dubai Airshow 2021 is going ahead. The November 2021 event will see global aerospace and defence companies come together to showcase the future of the aviation industry across four stages, 19 tracks, over 100 speakers, and more than 50 hours of dedicated, relevant aerospace content. This event marks the reopening of the aerospace event industry after a very tough two years. “Following one of the most diﬃ cult years on record for the aerospace industry, Dubai Airshow 2021 is scheduled to be THE live event of its kind to help instil conﬁ dence in the industry and contribute to its long-term recovery and growth. The Show will bring aerospace and defence companies from all over the world and provide them with a platform to exhibit their latest technologies and solutions. The event will also highlight Dubai and the UAE’s position as international aviation and aerospace hubs that have demonstrated eﬃ cient and resilient responses to the pandemic,” noted Tim Hawes, Managing Director of Tarsus F&E. According to Hawes, the Dubai Airshow 2021 will be where the future of the global aerospace industry will be showcased and analysed. The event is designed to show attendees and exhibitors what the future of air travel will be. “We will welcome experts from commercial and business aviation, defence and military, aircraft interiors, air traﬃ c management, maintenance, repair and overhaul (MRO), space and air cargo. The Airshow will enable industry experts to re-think strategies, navigate uncertainty and scale up operations to ensure the smooth re-establishment of the industry overall,” he said. FUTURE FORWARD: DUBAI AIRSHOW 2021 He l d u n de r t he patronage of His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE, the Ruler of Dubai, and the UAE Minister of Defence, this year’s event will focus on future and emerging technologies, including artificial intelligence (A I), rob o t ic s a n d automation. Exhibitors and presenters at the Show will demonstrate how aerospace companies a re ut i l i si n g ne w technologies to evolve the industry across the borders of earth and space. In addition, the Show focuses on providing aerospace experts and companies opportunities to network their knowledge on innovation, sustainability and their new solutions to bolster the growth of the sector in a post-COVID-19 world. The COVID-19 impact Like most regions globally, the Middle East market has been significantly impacted by COVID-19. IATA estimates the demand in the Middle East to pick up by 43 per cent in 2021. In 2021, capacity could grow by 23.6 per cent (-56 per cent of 2019 levels). “There are a number of reasons to be optimistic about the region’s aviation industry. Countries in the Middle East have been implementing vaccination programmes to support aviation’s recovery and longer-term growth. The UAE has vaccinated more than 13 million people so far, 13 million people so far, with 39 per cent of the total population fully vaccinated. IATA has partnered with Emirates and Etihad to become one of the first airlines in the world to trial or launch IATA Travel Pass – a mobile app to help passengers easily and securely manage their travel in line with any government requirements for COVID-19 testing or vaccine information,” stated Hawes. The reopening of airspace between Qatar, Saudi Arabia, Bahrain, United Arab Emirates and Egypt is positive news for the entire region, passengers and the aviation industry. It will permit the resumption of direct ﬂ ights between these countries and Qatar, minimising complex transit travel itineraries that saw typical journey times increase from under an hour to over ﬁ ve hours in some cases. Tim Hawes, Managing Director of F&E LLC Middle EastDUBAI AIRSHOW 23 www.aviationbusinessme.com JULY - AUGUST 2021 · AVIATION BUSINESS on 5G, cybersecurity, and artificial intelligence (AI). New features There will be a new East-West Startup Hub as part of the Airshow, called VISTA, which will give startups access to mentorship programmes and a chance to meet with vital decision-makers and globally ranked investors to launch, grow and scale their startups. In 2019 alone, investment in aerospace startups reached nearly $1 billion. “With a range of dedicated feature areas and thought-leading conferences, the Show also supports and responds to developments within the industry, making it the critical meeting place for aerospace and beyond,” Hawes noted. Another new feature is a new Advisory Board, being launched between Dubai Airshow and the Defense Services Marketing Council (DSMC). The Board will serve the Airshow and the regional industry in general. It will focus on a range of topics, including instilling conﬁ dence in aviation post-pandemic, developing talent and skills, and supporting the next generation of women in aerospace. THE DUBAI AIRSHOW 2021 WILL TAKE PLACE FROM 14 – 18 NOVEMBER 2021, AT DWC DUBAI AIRSHOW SITE. The Airshow will enable industry ex- perts to re-think strat- egies, navigate uncer- tainty and scale up op- erations to ensure the smooth re-establish- ment of the industry overall.” Tim Hawes, Managing Director of F&E LLC Middle East, organiser of the Dubai Airshow 2021 The agreement also opens the door to establishing quarantine-free travel corridors allowing families and friends across the region to reconnect and for businesses to trade more eﬃ ciently. Hawes noted that Saudi Arabia has announced a ﬁ ve-year strategy that will invest at least $40 billion a year into the local economy, creating 1.8 million jobs by 2025 and diversifying the country’s economy. This will also support the aviation industry and its future growth. “Dubai Airshow will bring all of these economic and industry trends together for discussion and analysis. It is set to be one of the most anticipated points of convergence for aerospace professionals across all areas of the industry to facilitate successful global trade and assess the industry’s future,” Hawes said.This edition of the Dubai Airshow will demonstrate the aerospace industry’s evolution, and the acceleration of digitalisation, primarily due to the pandemic. The event plans to bring together the entire aerospace ecosystem, showcasing the latest technology and innovation from across the industry. “The industry has been impacted signiﬁ cantly by COVID-19, and we are excited to use the Airshow as a platform to demonstrate the necessity of the aerospace and aviation industries and the potential for future growth and development,” Hawes stated. A range of new features for the Dubai Airshow has been conﬁ rmed, including a strong focus on the latest technologies used in the aviation industry. The new Technology Showcase arena will provide a platform to exhibit the newest tech and include key conference programmes SAAB JULY - AUGUST 2021 · AVIATION BUSINESS 24 www.aviationbusinessme.com David Shomar, Saab Vice President Civil Security Middle East & Northern Africa Operations runs us through digital towers and how they improve airport operations Technology is revolutionising the airport industry, and there has been radical change brought about by technology. Digitalisation has aﬀ orded the airport and air traﬃ c industry signiﬁ cant advantages in the last decade. The results have been primarily positive and include three speciﬁ c applications: digital towers, Collaborative Decision Making (CDM) and the integration of air traﬃ c and security systems. Digital towers A digital tower is a larger airport with multiple digital data sources such as surveillance and ATM data, where the opportunity to integrate valuable data DIGITAL TOWERS: THE FUTURE OF GROUND CONTROL can prove beneficial. Digital appli- cations are a function in the digital tower. These include decision support tools, safety nets, weather data, and flight data interfaces. According to David Shomar, Saab Vice President Civil Security Middle East & Northern Africa Operations, digital towers, also known as remote towers, have digitalised the controller’s eyes. “In the past, only the controller at the main tower was able to see the airspace and communicate information ver- bally to relevant parties, including Air Navigation Service providers (ANSPS), pilots, gate operators, and more. By introducing the integration cameras and screens onto a single terminal, this information can now be shared amongst all stakeholders at the airport from a single central system, thereby improving efficiency and relaying important information in real-time without being in the tower in-person,” Shomar noted. Digital towers have matured due to investment by solution providers and the adoption of international over- site boards and regulators to establish global standards and practices for the new technology. However, they are still in their infancy in terms of applica- tion. There are still many challenges to overcome, including contingency plans, and blind-spot areas on the tarmac of large airports. SAAB 25 www.aviationbusinessme.com JULY - AUGUST 2021 · AVIATION BUSINESS to use. There are extensive studies and evaluations to receive the operational certiﬁ cations that certify the system. As with all air traﬃ c systems, redun- dancies are also built into the system to allow for continuous operations in a component failure, such as a camera or communication shutdown. “In the air traﬃ c area, change can be disquieting. However, we have built our systems on repetitive and proven actions to ensure the safety of passen- gers, crew and ground members... I am proud of Saab and how they introduced this technology and advanced it. The company started with the concept that we should not change the physical or regulatory environment of the control- lers but change the system in a way for them to adapt to the new technology,” Shomar noted. Saab implemented its digital tower system at Houston Airport in Texas, where airlines run and manoeuvre their routes at the gates. When the airport faced infrastructure constraints, these were circumvented using Saab’s digital tower application, combined with multiple digital systems such as Saab’s Aerobahn CDM system, which allowed for a streamlined operation for the airlines at a centralised location. David Shomar, Saab Vice President Civil Security Middle East & Northern Africa Operations. Digital Towers will control the airports of the future. Beneﬁ ts of digital towers The beneﬁ ts of the early remote tower sys- tem are quite diﬀ erent from that of what the new digital tower system provides. “Originally, the remote tower was a business model solution for remote air- ports that have only a few movements a week. However, that made it expensive to maintain an air traﬃ c-controlled airport, thus calling for a better business model. The digital tower oﬀ ers this new solution by controlling several airport systems remotely from a centralised location, thereby improving eﬃ ciency and col- laboration and eliminating the need for physical towers, removing major main- tenance and the large footprint that the physical tower entails,” stated Shomar. International regulators are armed with vigorous standards and practices to ensure that the new technology is safe COLLABORATIVE DECISION MAKING (CDM) The abundance of available data has signiﬁ cantly impacted how airports and airspaces run, allowing for CDM. The use of big data for business analytics and improv- ing eﬃ ciency, such as the use of departure and arrival managers and integrating air traﬃ c and security systems. Before digitalisation, several screens were set up in either the Remote Tower or the Airport Control Centre (ACC). This would confuse and steer the eye away from what might need attention. Integrating these systems into a single screen for one person to control and han- dle incidents at the ACC and track and com- municate with personnel allows airports to eﬀ ectively manage the more complex environments that are now in place.CATHAY PACIFIC JULY - AUGUST 2021 · AVIATION BUSINESS 26 www.aviationbusinessme.com Vishnu Rajendran - Area Manager – Middle East, Cathay Paciﬁ c talks to Aviation Business about the airline’s sustainability programmes and how it is committing to net-zero The Cathay Paciﬁ c Group has committed to achieving net- zero carbon emissions by 2050. The aviation industry contributed to less than three per cent of the world’s man-made CO2 emissions before the Covid-19 pandemic. However, passenger aircraft CO2 emissions increased 33 per cent between 2013 and 2019, according to the International Council on Clean Transportation (ICCR). “We recognise that our industry must decarbonise to mitigate the impact of climate change. As one of the leaders in the industry, we aspire to be one of the chief contributors to global eﬀ orts. We aim to not only reduce aviation’s impact on climate change and decrease our carbon footprint but also prepare our business to be climate-ready,” stated Rajendran. COMMITTED TO NET-ZERO To accomplish its goals, Cathay Paciﬁ c has set up a dedicated cross-functional Climate Actions Steering Group and has also developed an approach to mitigate climate change. This approach extends from managing its operations to work- ing with industry bodies and helping its customers to reduce their carbon foot- print from ﬂ ying. According to ICCR, 19 per cent of CO2 from commercial avia- tion in 2019 was linked to passenger movement in premium seating (ﬁ rst and business classes). This is higher than the total share from air freight. A pas- senger in premium class emitted 2.6 to 4.3 times more CO2 per kilometre than a passenger in economy class, depending on aircraft class. Cathay Paciﬁ c has further identiﬁ ed ﬁ ve core areas of its climate change strat- egy - Carbon Oﬀ setting and Reduction, Scheme for International Aviation (CORSIA), sustainable aviation fuel, car- bon oﬀ set programme, aircraft emissions and ground emissions, and has actively been understanding and enhancing its existing eﬀ orts in all these areas. “We understand tackling climate change will require ambitious, rapid, collaborative action, and we are com- mitted to achieving our target along- side our Oneworld Alliance partners. Our commitment to achieving net-zero emission by 2050 aligns with the aims of the UN’s Intergovernmental Panel on Climate Change (IPCC) and the Paris Agreement to limit global temperature rise to well below 2°C above preindustri- al levels and pursue efforts to limit this increase to 1.5°C. This is a significant step in our sustainable development journey and coalesces our existing Cathay Pacific began reducing its use of single-use plastics in 2001CATHAY PACIFIC 27 www.aviationbusinessme.com JULY - AUGUST 2021 · AVIATION BUSINESS paper straws as alternatives to single- use plastic, adding to our growing list of more sustainable inﬂ ight products. Together with the support of our 1,000 plus supplies spanning across the world, we aim to minimise our impact on the environment while maintaining overall product quality by delivering products and services to our customers in a sus- tainable way,” Rajendran stated. Sustainability and environmental stewardship is an integral part of who Cathay Paciﬁ c is as an airline. As the human population grows and has more and more of an impact on the environ- ment, these qualities in a business are no longer a nice-to-have but are essential for the future of the planet. “A service brand with core values such as thoughtful and progressive, sustain- ability in all aspects – environment, social, economic and governance is of paramount importance to us. Through our sustainable development strategy policy, we aim to go beyond the jurisdic- tions of doing business and be a respect- ful employer, a value-adding community member, and a service provider that exceeds our customers’ expectations,” concluded Rajendran. Vishnu Rajendran, Area Manager – Middle East, Cathay Paciﬁ c efforts in fuel efficiency, sustainable aviation fuel, carbon offsetting and emissions reduction around a common goal,” Rajendran noted. The COVID impact While COVID-19 had a devastating im- pact on the aviation industry and dis- rupted Cathay Paciﬁ c’s operations, the airline’s sustainability journey remains continuous. “Understanding the detrimental ef- fects of Climate change, we set the dif- ﬁ cult but essential goal of achieving net-zero carbon emissions by 2050. This long-term goal provides us with the focus we need in aligning our strategy as we plan for recovery after COVID-19, from network resumption, ﬂ eet planning and carbon oﬀ setting,” Rajendran said. Some of Cathay Paciﬁ c’s key initiatives have been: • Taking delivery of 10 new fuel-eﬃ - cient aircraft. • Reducing a signiﬁ cant amount of single-use plastic from its baseline. • Investing in technology that provides operational improve- ments such as eEnabled Aircraft Programmes. • Reducing Engine Taxi-In (RETI) and electronic Flight Folder. • Committed to buying 1.1 million tonnes of Sustainable Aviation Fuel (SAF) over ten years. The airline’s four recently delivered Airbus A350 aircraft provide an ideal platform for SAF use due to their cutting- edge technology and high fuel eﬃ ciency. The airline has also made signiﬁ cant changes to its cargo operations in 2020. It is one of the ﬁ rst to roll out a block- chain-enabled Unit load Device (ULD) Management in Hong Kong and selected stations in The Americas. Reducing single-use plastics Cathay Paciﬁ c’s eﬀ orts to reduce plastic commenced in 2001. The airline has consistently focused on recycling and reusing inﬂ ight products or eliminating any waste. This began with sterilising and reusing plastic cutlery in 2001 to introducing biodegradable plastic bags for duty-free purchases and plastic wrap- ping for blankets, cutlery, and inﬂ ight magazines in 2011 and 2012. In 2013, the airline replaced Styrofoam boxes with reusable cooler bags for in- ﬂ ight ice cream storage, thereby reducing their usage by 44 per cent and phased out Economy Class plastic cups, thereby sending 200,000 of these cups to a recy- cler to be made into other plastic items. “We also introduced the redesigned 9oz plastic cup used in Economy Class which was 33 per cent lighter and more pliable and recyclable, and replaced plastic bags used for duty-free purchases with paper bags in 2014 and 2016, respectively. 2018 and 2019 were pivotal years for us, wherein we introduced our ‘4R’ Single-use Plastic Strategy: Rethink, Reduce, Reuse, Recycle. We also achieved our goal of making our employee canteens in Hong Kong free of single-use plastic cutlery, bags, straws and stirrers. In 2019 not only did we set our single-use plastic target to reduce by 50 per cent or 387 million pieces a year by the end of 2022, but also adopted the use of cotton bags for the packaging of duvets and blankets in our Business Class cabins. One of the key decisions was to remove plastic straws and stirrers from all Cathay Paciﬁ c and Cathay Dragon ﬂ ights, lounges, and oﬃ ces globally, saving over 32 million pieces of plastic waste a year,” said Rajendran. “2020 was an equally important year for us even with the on- set of the pandemic, we eliminated 43 million pieces of single-use plastic items from our annual usage baseline and also commenced a product lifecycle analysis to develop a guideline for material selec- tion of inﬂ ight equipment.” Switching to non-plastics Switching to non-plastic and reuseable items has not been a simple change. Working closely with internal depart- ments to understand Cathay Paciﬁ c’s purchases and its suppliers on developing alternative products has been a critical element in the successful switch. “Through the collaborative eﬀ orts of our supplies and non-proﬁ t organisa- tions, we have been able to introduce napkins that have been made from 70 per cent sugarcane and 30 per cent wood pulp. We also use birchwood stirrers and CATHAY PACIFIC JULY - AUGUST 2021 · AVIATION BUSINESS 28 www.aviationbusinessme.com Cathay Paciﬁ c has banned the transport of certain live animals, and plant and animal products, and are working closely with leading animal and plant trade NGO, TRAFFIC explains Vishnu Rajendran - Area Manager – Middle East, Cathay Paciﬁ c FIGHTING ANIMAL TRADE AND PROTECTING BIODIVERSITY As an airline, we play an essential role in protecting vulnerable species and ecosystems globally through responsible cargo management and sustainable sourcing that minimises our impact on the environment. Through engagements with NGO partners, industry associations, conservation organisations, academia, and various stakeholder groups and experts, we play an active role in preventing the illegal trade of endangered ﬂ ora or fauna. While we have multiple partner- ships that help us develop our carriage policy, the partnership with TRAFFIC, a leading NGO working globally on the trade of wild animals and plants, has been significant for us. Hong Kong is accountable for more than 40 per cent of the global shark fin trade. For every shipment request of any species of shark or shark-related product, our Cargo Service Delivery Group consults a panel of internationally acknowledged experts, including representatives from TRAFFIC. Based on their guidelines and their advice, we approve a ship- ment. These processes help improve the integrity of our cargo carriage opera- tions, enabling us to be more effective in identifying illegal trafficking and safeguarding against the transporta- tion of goods and products that may threaten endangered species. We have also placed embargoes on an increasing number of animals, wildlife and wildlife products to restrict oppor- tunities for their shipment and support the movements aimed at stopping ani- mal cruelty and biodiversity loss. Our Embargo List includes: • Hunting trophies • Shark ﬁ n and ivory • Live species like racing greyhounds and animals intended for testing purposes Through our combined eﬀ orts with rel- evant organisations, we are yielding sig- niﬁ cant results in this area. In July 2020, ﬁ gures from the Census and Statistics Department pointed to a 70% drop in shark ﬁ n imports over the past decade. We continue to work closely with stakeholders who do not facilitate the trade of any ﬂ ora or fauna and make it a priority to ensure that our teams world- wide remain vigilant in the enforcement of strict policies covering what we are prepared to carry as air freight. 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