2025 VALUE GUIDE | SPECIAL EDITION

Issue 09 | 2025

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2025 SPECIAL EDITION

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ELITE WINGS MAGAZINE ISSN 2816-4040

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About ELITE WINGS Elite Wings publishes timely, structured, validated, unbiased, and relevant business aviation intelligence.

EDITOR-IN-CHIEF Abdelmajid Jlioui abdelmajid.jlioui@elite-wings.com -------------------------------------------------

DIRECTOR CONTENT STRATEGY Viswanath Tata viswanath.tata@elite-wings.com -------------------------------------------------

EDITORIAL DIRECTOR Jane Stanbury jane.stanbury@elite-wings.com -------------------------------------------------

SENIOR EDITOR Mark Lowe mark.lowe@elite-wings.com -------------------------------------------------

EDITOR AT LARGE Claude Draillard claude.draillard@elite-wings.com -------------------------------------------------

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Cover images courtesy of Viasat, Rolls-Royce, Bombardier, ACJ, Gulfstream, CAE, Textron Aviation, Gogo, Embraer, Aviation Partners, Lufthansa Technik and Garmin.

ELITE WINGS MAGAZINE (ISSN 2816-4040) IS PUBLISHED BY ELITE WINGS MEDIA Inc, MONTREAL, CANADA.

Any information of a technical nature contained in this document may contain inaccuracies and is subject to change and should never be relied upon for operational use.

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WELCOME TO THIS ELITE WINGS 2025 SPECIAL EDITION

THINKING DIFFERENTLY ABOUT BUSINESS AVIATION As professionals, the Elite Wings team has collectively worked in the business aviation sector for more than 100 years. It is an industry we are passionate about, and it is why we do what we do.

Yet, like many in the industry, we find it is often misunderstood. The perception is that those who regularly use business aviation are ostentatious individuals, inconsiderate celebrities or indifferent executives too lazy to take commercial transport.

The truth, however, is extremely different.

With this new Elite Wings Guide, we are endeavouring to showcase that business aviation is so much more. We want to demonstrate the sector's diversity, the myriad applications, and that it adds value to each and every one of our lives, by bringing multifaceted benefits to society as a whole.

Read on to discover how business aviation is an economic force multiplier, transport sustainability leader, technology innovator, humanitarian support pillar, safety systems creator, driver of wellbeing, philanthropic giver, and much more.

We are excited to share this latest edition, and we encourage you to share it with colleagues, friends, and most importantly, the sceptics.

This issue is just scratching the surface, and we know there is much more to shout about – and we invite you to share your thoughts with us.

Business aviation is an incredible, inspiring industry, and Majid, Vis, Mark, and I are all very proud to be a part of it.

Jane

Majid

Vis

Mark ELITE WINGS MAGAZINE | 3

CONTENTS

2025 SPECIAL EDITION Business Aviation 08 International Council | IBAC

Championing Business Aviation On the Global Stage

14 Business Aviation, A Major Catalyst for Technology

Aerospace Innovation

East Business Aviation 42 Middle Association | MEBAA

Middle East & North Africa Journey to Net-Zero

Business Aviation 46 African Association | AfBAA

How Business Aviation is Fueling the Continent’s Growth

22 Supporting Employee Wellness During

For Hope 50 Flying How Corporate Angel Network Transforms

28 How Germany’s Special Air Mission Wing

For Inclusion 56 Flying Inside Textron Aviation’s Special Olympics

Meets Sustainability 34 Efficiency Why U.S. Corporations Are Embracing

60 AERObridge Leveraging The Power of Business Aviation For

From Stress to Success Business Travel

Strategic Mobility

Supports National Strategy

Business Aviation

Opportunities 38 Connecting The Role of Business Aviation in BAJAJ Group’s Growth Strategy

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Business Aviation into Compassion

Airlift

Humanitarian Aid & Crisis Support

INTRODUCTION Kurt Edwards Director General, IBAC It is my distinct pleasure to introduce this new Elite Wings Special Edition, dedicated to showcasing the important societal and economic contributions of our industry. Business aviation is known for the speed and convenience it affords its users. However, this edition has been compiled to show the industry in a broader, more encompassing light, illustrating the essential work performed every single day across the globe, contributing to the economic and societal well-being of the far-flung locations we reach. It is imperative that we expand perceptions of the range of missions met by business aviation with documented evidence of our industry’s value to global commerce and community support.

The International Civil Aviation Organization declared at its 6th Worldwide Air Transport Conference in 2013 that business aviation is “an important component of a comprehensive international air transport system.” Indeed, this industry is a powerful economic engine, serving as a critical connector for remote regions and underserved communities. Business aircraft are often the only lifeline to medical assistance in isolated regions or crisis zones, the critical transport link that facilitates time-sensitive business deals, the tool that allows businesses and communities to thrive well beyond capitals of commerce, and the mobile office that enables leaders to manage global supply chains efficiently. Furthermore, we are a significant source of high-skilled employment, fostering innovation in engineering, maintenance, and flight operations. This publication will bring these stories of job creation, global access, and economic impact into sharp focus, providing a clear vision of the industry's indispensable role in the 21st-century economy.

Business aviation has always been a leader in technological innovation, flying faster, more efficiently, and increasingly safely. Looking ahead, the future of business aviation is inextricably linked to our innate drive and commitment to operate ever more sustainably. Our industry is at the forefront of adopting Sustainable Aviation Fuel (SAF), pioneering new operational efficiencies, and investing in next-generation propulsion technologies. This Elite Wings issue will serve as a platform to share those advancements and hold us accountable to the ambitious goals we have set. It is an invitation for all stakeholders—from operators and manufacturers to policymakers and the public— to engage collectively, understand our mission, and recognize the essential nature of business aviation as we accelerate toward a more innovative, sustainable, and connected world consistent with ICAO’s declaration more than a decade ago.

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Championing Business Aviation on the Global Stage

By Viswanath Tata

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Image NBAA-BACE 2025 @NBAA

At the 2025 NBAA Business Aviation Convention & Exhibition, Elite Wings sat down with Kurt Edwards, Director General of the International Business Aviation Council (IBAC), for a wide-ranging conversation on the role of business aviation in global policy, sustainability, and innovation. In this unabridged interview, Edwards shares insights into IBAC’s mission, its work at ICAO, and the challenges and opportunities facing the industry.

Kurt Edwards at the 2025 Elite Wings Aviation Summit To start, can you provide a quick overview of IBAC and some of its missions?

The International Business Aviation Council is the international trade association that represents business aircraft operators at the International Civil Aviation Organization (ICAO), a UN specialized agency that creates global aviation standards and recommended practices.

ICAO is where rulemaking begins—its SARPs (Standards and Recommended Practices) are adopted by member states and shape aviation regulations worldwide.

IBAC, as the official observer for business aircraft operators, participates in many technical and political bodies that create these standards. We also support our member associations globally and are strong proponents of safety. Safety is our first priority, as Ed Bolen, President and CEO of NBAA, emphasized at NBAA-BACE 2025.

We promote two voluntary codes of best safety practice: IS-BAO for operators and IS-BAH for ground handlers, both centered around safety management systems. We also provide crew cards to members of our associations to help tie crew to aircraft on ramps. Additionally, we’re building an industry partner program to engage manufacturers and service providers in supporting our mission and demonstrating international leadership.

The business aviation industry is a key enabler of economic growth and development. Do you believe legislators across the world understand this critical role?

That’s a great question and a recurring theme in my conversations here and with our member associations.

One of our biggest challenges is helping politicians and policymakers understand what business aviation truly is.

We serve a diversity of models and meet a wide range of needs, but not everyone sees that. Many have a narrow interpretation of business aviation.

It’s our responsibility to educate and share with policymakers what business aviation is, its societal and economic benefits, and why it matters. When they develop policies or regulations, they need to consider our

needs. Airlines aren’t the only international operators— our community flies globally too. We want global rules that reflect our operations.

From your perspective, what are the most pressing global challenges regarding the sometimes-negative public perceptions of business aviation?

It goes back to helping people understand the breadth of our industry. Most policymakers at ICAO are familiar with airlines, not small aircraft operators. That’s why communication initiatives are so important.

We’re part of the Climbing Fast initiative, which shares stories and data about the societal and economic benefits of business aviation. We also emphasize our commitment to net-zero carbon emissions by 2050.

Interestingly, much of our progress has been unintentionally driven by the pursuit of efficiency. Over the decades, we’ve become more efficient, which means lower emissions. We’ve always strived for efficiency, and we’re an incubator of innovation among our aircraft manufacturers. Helping policymakers see this bigger picture is key.

Your answer was quite comprehensive and addressed my next question about IBAC’s role in fostering a more positive social outlook. So, let’s move on. How can collaboration between stakeholders be increased to change the narrative around business aviation in government policy?

We’re already collaborating, but there’s room to do more.

We work with our member associations to understand regional issues and help them with messaging— especially around sustainability and access concerns. We also work directly with industry through Climbing Fast and our industry partner program.

Later today, we’re hosting an Industry Advisory Forum with our partners to discuss key issues. At the ICAO Assembly this year, we had 24 representatives from various organizations. Their presence helped raise the visibility of business aviation among global policymakers.

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IBAC Delegation at the ICAO 42nd Assembly in Montreal, Canada We also collaborate with associations like the General Aviation Manufacturers Association, NBAA, and EBAA. Together, we’re developing messaging around sustainability, societal benefits, and economic impact. By working with manufacturers, service providers, and operators—both directly and through associations—we can push out coordinated messages that address political concerns.

Viswanath: Let’s talk about sustainability. We’ve seen an increase in eco-protesters targeting business aviation, even though aviation is a small contributor to carbon emissions. Some argue this is more about income inequality than climate science. What are your views, and how can we use facts and data to affect change?

Let’s be clear—no one in business aviation is hiding behind our relatively small emissions footprint. We’re visible, and we need to demonstrate that we’re acting— and we are. We must share our stories and data.

When activists protest, some are genuinely concerned about climate change. That’s a conversation we welcome.

But others are more focused on economic inequality and have a narrow view of our industry—thinking we only serve ultra-high-net-worth individuals or celebrities. That’s far from the truth.

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We try to engage with them, but realistically, we may not change their minds. What’s most important is engaging policymakers and regulators. They control our destiny. We provide them with data on emissions reductions and our societal and economic contributions. We also target the middle population—those who are open to facts. Once they understand our role, they often see the value. There will always be detractors, but we aim to bring as many people as possible—including policymakers—into the fold.

Can you cite a few examples of work IBAC is doing at ICAO to increase visibility and promote business aviation’s interests in safety and security?

Certainly. We have an observer on ICAO’s Air Navigation Commission and also observe the ICAO Council. The Commission is ICAO’s highest technical body, and we work to ensure business aviation interests are considered.

Recently, ICAO revised the Global Aviation Safety Plan.

Initially, IS-BAO was included as a recognized industry standard, but IS-BAH wasn’t. We worked to ensure IS-BAH was recognized. Once we explained its safety focus for ground handling, it was added. Now both IS-BAO and ISBAH are recognized in ICAO’s safety plan.

Global IBAC Member Associations We also contributed to the development of the CO₂ standard for aircraft. When ICAO created this standard— its first ever—we worked with manufacturers to ensure it reflected our sector’s needs. Business jets can’t accommodate large high-bypass fans like commercial aircraft. We advocated for differentiated testing methods while maintaining environmental integrity.

Another example is our work on ADS-B flight tracking. We raised concerns about the safety and security implications for non-commercial and state aircraft at the recent ICAO Assembly. ICAO has now agreed to explore this issue over the next three years.

A Major Win: The Cockpit Door Amendment That was a very focused answer with great success stories. Thank you. Would you like to add anything?

Yes—one more big accomplishment. When Gulfstream developed the G650ER and Bombardier the Global 7000, both exceeded the weight threshold that required hardened cockpit doors in international commercial operations. IBAC led the charge at ICAO to amend Annex 6 Part 1 to allow these aircraft to enter commercial service without cockpit doors—essentially enabling charter operations.

We worked with the Aviation Security Panel, the Airworthiness Panel, the Air Navigation Commission, and ultimately the ICAO Council. It was a major lift—we amended a key part of the Chicago Convention, which

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many thought untouchable. But by presenting data on how business aircraft operate and how our models differ from airlines, we succeeded. Now, these aircraft can operate commercially worldwide.

I appreciate you adding that. I was personally involved in the Global 7500 design, so I’m familiar with the challenges of the cockpit door. Thank you again for IBAC’s advocacy. Finally, what is your outlook on the future growth trajectory of business aviation, considering rapid technological advances and cybersecurity threats?

From everything I’m seeing, there’s nothing but growth ahead. It’s exciting. More people want to use the types of aircraft we operate. They want to fly directly, avoid airport hassles, and move teams efficiently. Organizations want to reach vendors, stores, factories—and business aviation makes that possible.

This is also an innovative sector. We’re seeing developments in advanced air mobility and new energy sources. Much of that innovation starts in our industry. Of course, we’ll face challenges—especially with policymakers who don’t yet see eye to eye with us. But if we continue engaging and explaining our societal value, we’ll overcome those hurdles.

It will take work, but I see tremendous opportunity ahead for business aviation.

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ELITE WINGS

BUSINESS AVIATION

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Elite Wings business aviation guides aggregate knowledge from industry leaders, shapers, and analysts to deliver relevant information about the current state of the market and its future direction in each segment of our industry.

We identify the key points to consider when selecting solutions, identify what to ask who and when. Our motivation is to enable readers to make informed decisions when selecting, acquiring, and managing their business aviation strategies and operations.

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BUSINESS AVIATION A MAJOR CATALYST FOR AEROSPACE INNOVATION

By Viswanath Tata

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John Maris is a decorated aerospace engineer, test pilot, and entrepreneur whose career spans military aviation, advanced flight systems, and aircraft certification. As President and CEO of Certification Centre Canada, he leads efforts to validate cuttingedge technologies for safe integration into modern aircraft. A former Royal Canadian Air Force test pilot, Canadian Aviation Hall of Fame inductee, and recipient of the prestigious TransCanada (McKee) Trophy, Maris has been instrumental in shaping the future of flight through both hands-on testing and strategic innovation.

In this wide-ranging interview, Maris explores how business aviation has consistently served as a proving ground for transformative technologies—from glass cockpits and fly-by-wire systems to artificial intelligence and autonomous flight. His insights reveal not only the technical brilliance behind these innovations but also the human factors and safety imperatives that drive their adoption.

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Cessna CJ4 Gen3 Cockpit © Textron Aviation

Glass cockpits emerged in the late 1970s and early 1980s, with business aircraft manufacturers like Dassault and Gulfstream leading the way. How have these digital displays improved situational awareness and reduced pilot workload?

Glass cockpits were a quantum leap. Before them, pilots relied on a cluttered array of mechanical instruments—each with its own limitations. You had to mentally synthesize data from disparate sources, which was cognitively demanding and error-prone, especially under stress.

With electronic flight instrumentation systems (EFIS), we gained the ability to integrate navigation, terrain, traffic, and weather into a coherent visual format. Map displays, synthetic vision, and vertical situation indicators became standard. These tools don’t just show you where you are— they show where you’re going, what’s around you, and what to expect.

One of the most underrated benefits is trend awareness. For example, a digital airspeed indicator can show a trend vector, allowing pilots to anticipate whether they’re accelerating or decelerating. That kind of predictive insight wasn’t possible with analog dials. It’s not just about aesthetics—it’s about smarter, safer flying.

Glass cockpits also paved the way for more intuitive humanmachine interfaces. Pilots can now customize displays, prioritize alerts, and interact with systems in ways that reduce cognitive load. That’s a huge leap forward in ergonomics and safety.

Falcon 2000 with Aviation Partners’ blended winglets © Aviation Partners

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Winglets were pioneered in the 1970s and first adopted by business jets like the Learjet 28. What performance and environmental benefits do they offer?

Winglets are a masterclass in aerodynamic efficiency.

Richard Whitcomb, who developed them at NASA, understood that induced drag—caused by wingtip vortices— was a major performance penalty. Winglets mitigate that by redirecting airflow and increasing the effective aspect ratio of the wing.

In practical terms, winglets allow aircraft to cruise more efficiently at high altitudes, reducing fuel burn and emissions. They also improve climb performance and range.

For business jets, which often operate at the edge of performance envelopes, these gains are significant.

What’s fascinating is how elegantly winglets solve a complex problem. Extending the wingspan would achieve similar results but introduces structural challenges and gate compatibility issues. Winglets offer a compact, low-drag solution that’s now standard across aviation—from Gulfstreams to Boeing 737s.

They also contribute to sustainability. By reducing fuel consumption, winglets help lower carbon emissions. That’s increasingly important as aviation faces pressure to decarbonize. Business aviation, often seen as a luxury, is actually leading the way in adopting green technologies.

Dassault FalconEye Combined Vision System © Dassault Aviation

Head-up displays (HUDs) transitioned from military to business aviation in the late 1980s. What safety benefits do they offer, and have you personally benefited from using one?

I’ve flown with HUDs extensively, both in military and civilian contexts. In the Air Force, I was a test pilot for the F-5 Avionics Upgrade Program, which included HUD integration. The advantage is simple but profound: you never have to look down.

HUDs project critical flight data—airspeed, altitude, flight path vector—onto a transparent screen focused at infinity.

That means your eyes don’t need to refocus between the instrument panel and the outside world. During lowvisibility approaches, this is a lifesaver.

In business aviation, HUDs have evolved to include Enhanced Vision Systems (EVS) and Synthetic Vision

Systems (SVS). EVS uses infrared cameras to pierce through darkness, while SVS overlays terrain and runway data from databases. Together, they allow pilots to “see” even when visibility is near zero. It’s like having superpowers in the cockpit.

HUDs also reduce pilot workload during critical phases of flight. By keeping essential data in the pilot’s line of sight with the symbology focussed at or near infinity, they minimize the need for pilots to refocus from the instrument panel to the runway environment. This is particularly significant during approaches in marginal weather conditions, where the visual transition has to be accomplished in a few seconds. The HUD allows the pilot to concentrate on a single integrated view throughout the final approach which eliminates this challenge.

Bombardier Global 7500 cockpit features a 3D-rendered view of terrain and airports, improving situational awareness in low visibility © Bombardier

Terrain Awareness and Warning Systems (TAWS) were prototyped in business aviation before becoming mandatory in commercial fleets. Have they helped prevent accidents?

TAWS has been one of the most impactful safety innovations in aviation history. Controlled Flight Into Terrain (CFIT) used to be a leading cause of fatal accidents. These were cases where perfectly functional aircraft were flown into terrain due to pilot disorientation or lack of situational awareness.

TAWS changed that. By combining GPS data with terrain databases, the system alerts pilots well in advance of potential conflicts. It’s proactive, not reactive. And it’s saved countless lives.

What’s remarkable is how quickly TAWS became standard.

Business aviation led the way, but now even small general aviation aircraft have versions of it. It’s a textbook example of how innovation trickles down—and how business aviation often serves as the testbed.

TAWS also integrates with other systems, like autopilot and flight management systems, to provide coordinated responses. That’s part of a broader trend toward automation and system integration, which enhances safety across the board.

The latest Gulfstream long-range jets feature one of the most advanced digital fly-by-wire (FBW) systems with active sidesticks © Gulfstream

Fly-by-wire systems were first adopted in business jets like the Dassault Falcon 7X. How has this technology changed aircraft design and performance?

Fly-by-wire is transformative. In traditional aircraft, control inputs are transmitted mechanically—via cables, pulleys, and hydraulic actuators. That imposes design constraints, especially around center-of-gravity limits and control surface sizing.

With fly-by-wire, pilot inputs are interpreted by computers, which then command actuators. This allows for more aerodynamically efficient designs. For example, aircraft can be designed with relaxed longitudinal stability which can significantly reduce drag and leads directly to reduced fuel consumption and carbon emissions.

It also enables envelope protection. The system can prevent stalls, overspeeds, and excessive bank angles automatically. Pilots get “carefree handling,” and manufacturers gain flexibility in design. The Falcon 7X was a pioneer, but fly-by-wire is standard in everything from the Airbus ACJ350 to the Gulfstream G700.

Fly-by-wire also supports modularity and scalability.

Manufacturers can adapt control laws for different aircraft models, reducing development time and cost. That’s a huge advantage in a competitive market.

Dassault’s FalconWays, iPad flight planning app © Dassault Aviation

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Electronic Flight Bags (EFBs) were pioneered in business aviation. You mentioned Jeppesen used to ship 2 billion sheets of paper annually. What impact have EFBs had?

The shift to EFBs was revolutionary. I remember the days of lugging around massive binders filled with charts, performance tables, and regulatory documents. Updating them was a logistical nightmare—and errors could have serious consequences.

EFBs replaced all that with tablets and software. Pilots now have real-time access to charts, weather, NOTAMs, and aircraft-specific data. Updates are automatic, and the information is always current. It’s not just convenient—it’s safer.

Jeppesen’s transformation is emblematic. They went from being the largest user of the Colorado Post Office to a digital powerhouse. And the integrity of their digital charts is at the same level as the flight management systems that navigate the aircraft! It’s a perfect example of how digital transformation enhances both efficiency and safety.

EFBs also support collaborative decision-making. Pilots, dispatchers, and maintenance crews can share data in real time, improving coordination and reducing delays.

That’s a major operational benefit.

Looking ahead, what are your views on artificial intelligence and autonomous flight? Should we be optimistic or cautious?

We should be both—optimistic about the potential, and cautious about the implementation. AI is already transforming aviation in subtle but powerful ways. It’s not just about replacing pilots or automating flight—it’s about enhancing safety, improving decision-making, and supporting human operators in ways that weren’t possible before.

One of the most promising applications is in vigilance monitoring. Humans are notoriously poor at maintaining attention during long periods of inactivity which is a characteristic of today’s highly automated aircraft. AI can monitor pilot behavior, eye movement, and other biometric data to detect fatigue, distraction, or cognitive overload. It can then cue the pilot, suggest actions, or even take corrective measures. That’s not science fiction—it’s already being tested at leading research facilities.

Another area is predictive maintenance. AI can analyze thousands of flight hours’ worth of sensor data to identify patterns that precede component failures. Instead of waiting for something to break, operators can replace parts proactively, reducing downtime and improving safety. This is especially valuable in business aviation, where reliability and dispatch availability are critical.

Bombardier uses Artificial Intelligence (AI) for aircraft parts management, primarily in demand forecasting and providing parts recommendations to customers © Bombardier

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But when we talk about autonomous flight, things get more complicated. There’s a big difference between automation and autonomy. Automation is rule-based and deterministic—you know how the system will behave.

Autonomy, especially when powered by machine learning, is non-deterministic. That means the system might behave differently in similar situations, depending on how it interprets the data. That’s a challenge for certification.

I’ve worked on certification programs for complex systems, and regulators rightly demand traceability and predictability. If you can’t explain why the system made a certain decision, it’s very hard to certify it for safety-critical applications. That’s one of the biggest hurdles for AI in aviation.

That said, we’re already seeing autonomous capabilities in action. Garmin’s Autoland system is a perfect example. If the pilot becomes incapacitated, the system can declare an emergency, select a suitable airport, navigate, descend, and land the aircraft—all without human input.

It’s certified and flying today. That’s a huge milestone.

In the military and cargo sectors, we’re seeing large unmanned aircraft operating routinely. These platforms are often remotely piloted, but they include autonomous features like collision avoidance, route optimization, and dynamic mission planning. The technology is mature—it’s the regulatory and societal acceptance that lags behind.

I believe the next step will be single-pilot operations with AI assistance. The AI won’t replace the pilot, but it will act as a co-pilot—monitoring systems, managing communications, and even flying the aircraft in routine conditions. That’s a realistic goal within the next decade, especially for cargo operations where passenger safety isn’t a factor.

For passenger aircraft, the timeline is longer. People want to see a human in the cockpit. There’s a psychological comfort in knowing someone is there to make judgment calls, especially in emergencies. But over time, as AI proves itself and becomes more transparent, that resistance will fade.

Ultimately, AI and autonomy are not about removing humans—they’re about augmenting human capability.

Pilots will still be in command, but they’ll have tools that make them smarter, faster, and more resilient. That’s the future I see: a partnership between human and machine, where each complements the other.

And business aviation will continue to lead the way. It always has. Whether it’s glass cockpits, fly-by-wire, or synthetic vision, business jets are the sandbox where new ideas are tested, refined, and proven. AI will be no different. The first truly intelligent flight systems will likely appear in business aircraft—quietly, efficiently, and with the same pioneering spirit that’s driven this industry for decades.

Garmin Autoland is available on a growing number of G1000® NXi and G3000®-equipped aircraft © Garmin

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Connectivity

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FROM STRESS TO SUCCESS The Role of Corporate Aviation in Supporting Employee Wellness During Business Travel

By Viswanath Tata

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Image courtesy of Gogo © Gogo

When Well-Being Takes Flight In today’s post-pandemic business landscape, corporate aviation finds itself at a crossroads. Under increasing scrutiny for its environmental impact and often dismissed as an executive indulgence, private jets have become a symbol debated as much for optics as for utility. Yet behind the headlines lies a quieter revolution: corporate aviation is no longer just about saving time—it is about sustaining people.

At a moment when talent retention, executive energy, and organizational resilience are more valuable than ever, new research offers a surprising conclusion: the most strategic return on investment in business aviation is not measured in hours saved, but in human well-being preserved.

That is the provocative insight from recent research by Bas de Bruijn, Head of Aviation Advisory Services at Clay Lacy Aviation and an international Gulfstream captain.

His peer-reviewed study, recently published in the Journal of Air Transport Management (2025), examines the hidden toll of business travel stress and the moderating effect of corporate aircraft. The study reframes corporate jets not as perks, but as essential assets for organizations committed to purpose-driven performance.

Image courtesy of Viasat © Viasat

The Invisible Cost of Business Travel The negative impact of frequent business travel is no longer a matter of debate. A substantial body of evidence accumulated over the past two decades confirms the link between heavy travel schedules and burnout, fatigue, emotional exhaustion, work–family conflict, and higher turnover intention.

Commercial air travel, in particular, magnifies these risks.

Unpredictable delays, crowded terminals, lack of privacy, and disrupted routines combine to create what scholars term “travel friction.” Over time, these stressors erode not only productivity but also personal well-being, family stability, and organizational loyalty.

The Business Travel Stress Model (Ivancevich et al., 2003) and subsequent studies illustrate this dynamic clearly: when the demands of business travel overwhelm an individual’s coping resources, the results are predictable—decreased health, diminished engagement, and reduced effectiveness.

The key question is not whether business travel creates stress—that has already been established. The more important question is: can corporate aviation change the equation?

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Image courtesy of Gogo © Gogo

A New Lens: JD-R and PE-Fit To understand why corporate aviation matters for wellbeing, organizational psychology offers two wellestablished frameworks: the Job Demands–Resources (JDR) model and the Person–Environment Fit (PE-Fit) model.

The Job Demands–Resources Model The JD-R model, developed by Demerouti and Bakker (2004), explains why some employees thrive while others burn out. It proposes that every role is shaped by two forces: ▪ Job Demands: draining elements such as time pressure, fatigue, constant disruptions, and high expectations. Left unchecked, these lead to burnout.

▪ Job Resources: energizing factors such as autonomy, flexibility, recovery opportunities, and social support.

These foster engagement, motivation, and resilience.

Commercial air travel weighs heavily on the demands side: unpredictable delays, early departures, cramped conditions, and missed family milestones. Very few resources are available to counterbalance these stressors.

Corporate aircraft rebalance the equation. They remove demands (no airport lines, no missed connections, no chaotic boarding processes) and add resources (control over scheduling, space to work or rest, a secure environment). In JD-R terms, corporate aviation both reduces the drains and adds to the gains—the optimal combination for sustaining energy and performance.

The Person–Environment Fit Model The PE-Fit model, developed by Edwards (1991), examines stress from a different angle: mismatch. Stress peaks when there is a gap between what individuals need and what their environment provides.

Executives need privacy, rest, predictability, and control.

Commercial travel offers the opposite: crowded gates, noisy cabins, exposure to strangers, and constant uncertainty. This misfit amplifies stress, leading to fatigue, frustration, and disengagement.

Corporate aviation closes the gap. It provides an environment that fits executive needs: confidentiality for sensitive work, comfort for rest and recovery, reliable scheduling for family balance, and a sense of security. The alignment between personal needs and travel conditions transforms travel from a draining obligation into a source of energy.

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Why It Matters Together, JD-R and PE-Fit explain why corporate aviation has such a profound effect on well-being: ▪ JD-R demonstrates how it lowers burnout risk and elevates

engagement by reducing demands and adding resources.

▪ PE-Fit demonstrates how it prevents misfit stress by

aligning the travel environment with human needs.

This is more than convenience—it is psychology at work. By shifting travel from depletion to renewal, corporate aviation positions itself not as an executive luxury, but as a strategic resource for human capital sustainability.

As de Bruijn’s supervisor, Prof. Dr. Bas Kodden LLM, leadership scholar at Nyenrode Business Universiteit, emphasizes: “Organizations that truly value their people invest not only in financial capital, but in human capital. When work conditions are designed to fit people’s needs and reduce unnecessary stress, engagement and loyalty follow naturally.”

A New Lens: JD-R and PE-Fit To understand why corporate aviation matters for wellbeing, organizational psychology offers two wellestablished frameworks: the Job Demands–Resources (JDR) model and the Person–Environment Fit (PE-Fit) model.

The Hedonic Factor: Why Feeling Good Matters Image courtesy of STACK.aero © STACK.aero De Bruijn’s study was conducted as a qualitative case study at a Fortune 100 technology company, drawing on in-depth interviews with executives who had experienced both commercial airline and corporate aircraft travel.

The findings provide important indications, though not empirical proof, of how access to corporate aviation can influence well-being and engagement. With a limited sample size, the results should be understood as exploratory evidence pointing toward larger patterns rather than definitive conclusions.

Nevertheless, the interviews revealed strikingly consistent themes: ▪ Less emotional exhaustion: Corporate aircraft travelers reported lower levels of fatigue and burnout.

▪ Faster recovery: They returned to work and family life with renewed energy more quickly after trips.

▪ Higher engagement: Executives described feeling more motivated, dedicated, and connected to the organization.

▪ Reduced work–family conflict: With greater control over schedules, participants managed personal and professional obligations more effectively.

▪ Hedonic experience: Beyond efficiency, executives described a psychological uplift—a sense of pride, calm, and connection—derived simply from traveling on the corporate aircraft.

As one participant noted: “Executive energy is finite. Having an aircraft that leaves when I need it to and waits for me when necessary isn’t a luxury—it’s a tool for effectiveness and balance.”

A sizeable quantitative study is already underway to empirically test these hypotheses across a broader sample and validate the patterns uncovered in this exploratory phase.

Most industry reports shy away from acknowledging the luxury appeal of private jets. Yet ignoring the psychological benefits misses an essential truth: feeling good at work matters.

Executives in De Bruijn’s study consistently highlighted the hedonic experience of corporate aviation, describing how it enhanced both mood and morale: ▪ Energy and calm: arriving less stressed and more refreshed.

▪ Pride and connection: feeling valued and motivated to

represent their organization.

▪ Engagement opportunities: bonding with colleagues

and senior leaders onboard—opportunities unavailable in commercial settings.

One participant explained how the experience built loyalty and connection: “When junior employees fly on the jet, they often say, ‘Can you believe this?’ It goes a long way for morale and connection.”

Another emphasized how the aircraft created unique opportunities: “Traveling on the corporate aircraft allows for more private conversations with senior executives that you couldn’t have otherwise. It’s a very special opportunity.”

In an era of quiet quitting and widespread disengagement, these seemingly “soft” benefits are, in reality, strategic. They build culture, enhance loyalty, and sustain performance.

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Why This Matters Now The timing of these insights could not be more relevant.

Aviation leaders are operating within a convergence of pressures: Stakeholder capitalism: Organizations are shifting from shareholder-only logic to a broader focus on employee well-being and social responsibility.

Executive energy as a strategic asset: In competitive markets, the resilience and engagement of key personnel directly affect results.

Selective mobility: With hybrid work reducing the frequency of travel, each trip must deliver more value.

For flight departments, this represents both a challenge and an opportunity: the chance to evolve from operational facilitators to strategic enablers of human performance.

“Aviation leaders have always known the value of what they do. Now they have the data and language to prove it.”

Recommendations for Aviation Leaders De Bruijn’s findings suggest a new playbook for aviation leaders seeking to maximize impact: Measure more than miles: Incorporate engagement and recovery metrics into post-trip evaluations. This can be qualitative, but frequent feedback and upward communication are paramount.

Educate the boardroom: Use evidence-based language— JD-R, PE-Fit, and ROI of intangibles—to demonstrate aviation’s human capital value.

Partner with HR: Align corporate travel with broader talent retention and well-being strategies.

Redefine aircraft use policy and scheduling priorities: Optimize not only for efficiency, but also for energy preservation and family balance. Ask: Who or which teams benefit most from corporate aircraft access?

Narrate the purpose: Position corporate aviation as a human capital multiplier rather than a logistics function.

Final Approach: Purpose-Driven Aviation At its core, De Bruijn’s research reframes business aviation from a time-saving utility to a purpose-driven enabler of human sustainability.

While these qualitative findings are indicative rather than conclusive, they highlight consistent signals that corporate aircraft are not mere perks for the privileged few.

Instead, they appear to be strategic resources that: ▪ Protect executive well-being.

▪ Preserve family balance.

▪ Foster organizational loyalty.

▪ Enable leaders to show up with energy, focus, and presence.

The forthcoming quantitative phase of this research will provide the empirical foundation needed to test and confirm these patterns on a larger scale. For now, the indications are clear: private aviation is not just faster, it is smarter, because it multiplies the most valuable resource any organization possesses: its people.

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Bas de Bruijn serves as a strategic advisor at Clay Lacy Aviation, where he partners with corporate and private flight departments to elevate the role of business aviation as a driver of human performance and organizational resilience. As a current international Gulfstream captain (previously for a Fortune 50 company), Bas brings a rare combination of operational expertise and executive insight to the evolving challenges of modern aviation leadership.

His recent research, published in the Journal of Air Transport Management, reframes corporate aviation not as a luxury, but as a strategic resource that preserves executive energy, enhances well-being, and supports purpose-driven performance. At Clay Lacy, Bas advises clients on aligning aviation operations with broader organizational goals—whether that means redefining aircraft access policies, partnering with HR on well-being strategies, or helping boards understand the ROI of aviation through a human capital lens. His approach is grounded in safety, service, and operational excellence, with a clear-eyed focus on the people at the center of every mission.

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STRATEGIC MOBILITY HOW GERMANY’S SPECIAL AIR MISSION WING SUPPORTS NATIONAL STRATEGY

By Viswanath Tata

A conversation with Colonel Stefan Schipke, Head of the Special Air Mission Wing of the German Federal Ministry of Defense.

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Can you describe the Mission and Vision of the Bundeswehr and how they align with the needs of the European society?

The refocusing of the Bundeswehr to national and collective defense to protect the Federal Republic of Germany, its citizens and its NATO allies against all kinds of threats is surrounded by the new vision to establish itself as a warfighting-capable, operational and futureoriented force that serves as backbone of deterrence and collective defense in Europe.

This is guided by the German National Security Strategy, which prioritizes an integrated security policy to foster a life in peace, freedom and security for German citizens while contributing to broader European stability.

The Vision to become Europe’s leading conventional force, through increased spending and modernization, positions Germany as a pillar of EU strategic autonomy, reducing reliance on external powers and promoting a more selfsufficient Europe. The Bundeswehr Mission and its new Vision align closely with the needs of European society, which includes maintaining peace, ensuring collective security against external aggression, addressing hybrid threats and fostering resilience amid geopolitical instability and economical vulnerabilities.

Which aircraft types do you operate and why were these chosen to meet the requirements of the German Federal Ministry of Defense (FMOD), as well as the NATO specifications for a Multi Role Tanker Transport (MRTT)?

The German Air Transport fleet consists of a broad spectrum of airplanes, tailored to the mission.

The Special Air Mission Wing of the FMOD operates a highly specialized fleet, consisting of Bombardier Global 5000 and 6000, as well as Airbus ACJ319, A321 and ACJ350 aircraft. These platforms are primarily configured for VIP transport. In addition, we operate Airbus A321neo for personnel transport and medical evacuation

(MEDEVAC) missions worldwide.

The Global 5000 and 6000 business jets are ideal for discreet, long-range VIP travel. Their excellent range, speed, and ability to access smaller airports enable rapid point-to-point operations, while the tailored cabin design ensures privacy, in-flight productivity, and comfort at the highest level. These jets also allow full control over security, scheduling, and communications, making them a superior choice over commercial aviation.

Our Airbus fleet adds flexible capacity for larger delegations or multi-role operations. The A321neo, with its extended range and fuel efficiency is particularly valuable for long-haul troop transport and medevac operations with lower environmental impact.

On the Global 5000 in its VIP transport role, how is security in air-to-ground communications assured?

In the context of the Global 5000's VIP transport role, we prioritize the safety and security of all communications.

While specific technical details regarding encryption may not be disclosed, we implement a range of best practices and protocols to ensure effective communication between air and ground operations.

Please describe the benefits of using a customized business aircraft such as the Global 5000 in lieu of relying upon commercial aviation in providing the requisite VIP passenger security and comfort.

Compared to commercial aviation, operating customized aircraft like the BD700 ensures enhanced security and discretion whilst minimizing public exposure. Missioncritical flexibility in scheduling and routing in addition to superior comfort and rest for passengers on long missions ensures mission accomplishment whilst ideally accommodating our passengers. As the Special Air Mission Wing MoD is operating worldwide, our fleet ensures reliable response capability in dynamic or highrisk environments.

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How does the cabin reconfiguration between VIP and Medevac roles take place on the Airbus aircraft?

Inside the ACJ319 the conversion is realized with two Patient Transport Units (PTUs) in the rear cabin of the Delegation Area while not affecting the VIP Area. In the A321neo, three Medevac variants can be installed. For the largest variant, with four PTUs and six double Intermediate Care Units (IMCUs), the entire cabin, including the Conference Area, is removed to accommodate the Medevac modification. These configurations are currently in the process of being certified for operations.

The Medevac configuration is carried out through the aft entrance door and is performed out in accordance with the approved Conversion Manual.

Please illustrate a typical Medevac mission profile, and why the Airbus aircraft in particular have the capability to fulfill these requirements.

In general the A321neo Medevac is planned to fly an intensive care unit (ICU) and is then able to transport up to six seriously and up to twelve slightly wounded patients depending on its configuration. The medical spectrum of Medevac missions extends from slightly wounded patients with e.g. a simple pattern of injury to seriously wounded patients with complex patterns of injury or critical internal diseases. Irrespective of the medical indication the course of the mission is almost the same.

If a soldier is wounded or ill abroad, the responsible physician will request a Medevac by contacting our national Patient Evacuation Coordination Center (PECC), which evaluates the medical reports, determines the mode of transportation and coordinates further medical missions along with the other responsible institutions.

Thereafter the Medical Director (MD), who is the responsible medical leader on the Medevac mission, evaluates the available medical reports to identify possible air physiological restrictions based on the

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pattern of injury. If there are air physiological restrictions, the MD will discuss possible implications with the flight crew, so that they can consider these conditions in preparing the flight (e.g. flight altitude, cabin pressure, alternates). Furthermore, the Medical director informs other members of the medical crew, like Medical Technician or Medical Crew Chief (MCC), who play a pivotal role by preparing the Medevac missions. The Medical Technician is responsible for the medical equipment, loads it on board and checks it before departure. The Medical Crew Chief supports the Medical Director in planning and preparing the MedEvac mission for example checking the travel documents and preparing the loading schedule.

On mission day the Medical director receives the last updates from the physician abroad so that the flight crew and medical crew can discuss the upcoming flight with its characteristics in a preflight briefing. At the destination airport the medical director and anesthesiologist assess the airworthiness of the patient after a short medical handover. If the patient is unfit to fly the medical team has different options to act. First and foremost they can reschedule the mission so that the patient can get further treatment in a local hospital in order to stabilize his/her condition. In some cases the medical team may also be able to prepare the patient with certain medical procedures to ensure that he is ready for his extraction flight. If the flight can depart as scheduled the Medical crew loads the patient onto the aircraft and prepares him/her for the flight to Germany. During the flight the patient will be under constant surveillance by the medical crew.

After landing the patient is handed over to a local ambulance for further treatment. Obviously every Medevac mission has its own characteristics and is therefore never routine duty.

Image courtesy of Lufthansa Technik © Lufthansa Technik

After phasing out the A310 MRTT a few years ago, this role was taken over by the tactical Airbus A400M and the multinational Air transport and tanker Fleet with the Airbus A330 MRTT. In addition, a new Medevac capability will be introduced with the A321neo Medevac in the Special Air Mission Wing MoD. There are a lot of advantages in using the A321neo as an ambulance aircraft. The longer range allows us to schedule long distances flights that are non-stop or with less stopovers. Furthermore we can minimize the number of departures and landings resulting in less critical situations and also fewer cabin pressurizations and depressurizations. Although the narrow body limits the transport capacity it makes working during the flight more comfortable and effective for the medical crew due to the shorter ways. The quieter cabin environment makes it easier for the crew to communicate during the flight and ensures patient comfort while it is also easier to perform certain examinations e.g. auscultating the lung. All together it increases the safety of all medical procedures.

Depending on the configuration we can transport up to six seriously wounded and up to twelve slightly wounded patients while practicing the highest medical standards.

Due to the three different Aeromedical (AE) configurations, we can adapt the transport capacity to the requirements of the mission, thus creating maximal flexibility.

What interior features are available on the 321neo to provide patient medical support?

In general, we can choose between three different

Medevac configurations which we can adopt according to the current mission requirements. In AE1 and AE2 we are able to transport two to six seriously wounded patients. In configuration AE3 we have a capacity of sixteen patients (four seriously and twelve slightly wounded patients). The A321neo Medevac is divided into two medical areas. In the front you can find the Litter Kit area where we can transport and treat our slightly wounded patients. In the back you will find the intensive care area with our PTUs. These PTUs are equipped with everything you need to treat a seriously wounded patient at Intensive Care Unit (ICU) level. In case of an emergency we have the opportunity to upgrade two stretchers to intermediate care stretchers with full monitoring and ventilation options.

Can you share an actual case study of a Medevac mission that was successfully carried out?

Among the many Medevac flights in the last decades the missions during the covid pandemic were our most significant Medevac flights. At its peak our Medevac Teams had two to three flights per week and transported slightly and seriously ill patients inside Germany or within Europe. Our Medevac Teams had to overcome challenges with different aspects e.g. high mission frequency, working with protective equipment during the whole flight and reaching our own physical and mental limits due to the demanding mission profiles. Although it was a physically and mentally challenging time, we learned a lot and were able to hone our Medevac skills. The cooperations with the local emergency services, the knowledge to improve our own professional and organizational procedures and the interpersonal encounters during and among the flights have left their mark on our crews and heavily increased our own appreciation of doing Medevac missions.

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PRE-OWNED

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EFFICIENCY MEETS SUSTAINABILITY

By Airbus Corporate Jets

Why U.S. Corporations Are Embracing Business Aviation Airbus Corporate Jets commissioned the independent research company Pureprofile to survey 100 senior executives at large U.S. corporations whose organization has an annual revenue of more than $500 million. Ninety percent of the respondent said their organization uses business aviation. Efficiency and sustainability, through the greater use of SAF, are seen as key drivers for increased business aviation amongst large corporations.

The research was conducted in September 2025.

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U.S.-based corporations that use business jets are placing an increasing focus on how these aircraft can help them run their operations more efficiently and with lower environmental impact. This is among the findings of new research commissioned by Airbus Corporate Jets (ACJ), which surveyed senior executives at large U.S. companies with an annual revenue of more than $500 million.

The findings show a clear rise in corporate jet use – over the past two years 83% of corporates surveyed reported an increase in both continental and intercontinental business travel.

Chadi Saade, President of Airbus Corporate Jets, said: “This research reinforces the importance U.S. corporations are placing on efficiency, sustainability and productivity from business aviation.

With advances in sustainable fuels, optimized fleet management and new-generation aircraft, the sector is well-positioned to meet the needs of companies looking to grow responsibly while ensuring their employees’ productivity and well-being.”

The study reveals a growing link between business aviation and sustainability. Almost nine in 10 (87%) firms interviewed that own or lease a business jet are investing more in fleet management technology to optimize routes and reduce fuel burn, while 90% of the charter users say they now prioritize newer, more efficient aircraft to limit the environmental impact of flights.

Sustainable aviation fuel (SAF) is also emerging as a key driver of future demand. Nearly nine in 10 (87%) respondents believe that more affordable and easier access to SAF will boost sales of business aircraft, with 37% predicting a significant rise. Over the next five years, 87% of U.S. corporations expect SAF use within the sector to grow, with 46% anticipating it to increase significantly.

The survey also highlighted a trend towards large companies purchasing large jets to operate corporate shuttle service for employees. Some 63% cite comfort and a better working environment as the top reason, followed by cost management (59%), health and safety (54%) and productivity improvements (53%).

Fleet upgrades are firmly on the agenda. When asked why they would consider new aircraft, U.S. corporations pointed to improved fuel efficiency, operational savings and stronger value retention.

Indeed 36% expect the importance of residual values to increase dramatically when they next purchase an aircraft, with a further 51% expecting a slight increase.

ACJ offers a range of large business aircraft. The ACJ TwoTwenty is carving out a whole new market segment – ‘The Xtra Large Bizjet’.

The ACJ TwoTwenty offers twice the cabin real estate compared to similarly priced ultra-long-range business jets with market-leading fuel efficiency and unrivaled reliability. It occupies the same parking footprint as competitive ULR jets and can take off from the same airports, but the ACJ TwoTwenty operating costs are one-third less.

As with all ACJ aircraft, the ACJ TwoTwenty is capable of flying with up to a 50% blend of kerosene and sustainable aviation fuel (SAF) while keeping to the technical specifications of Jet A. All Airbus commercial aircraft and helicopters will be capable of operating with 100% SAF by 2030. This capability will play an important role in the sector’s decarbonization journey.

Over 200 Airbus corporate jets are in service worldwide.

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CONNECTING OPPORTUNITIES THE ROLE OF BUSINESS AVIATION IN BAJAJ GROUP’S GROWTH JOURNEY

By Viswanath Tata A naval aviator veteran who spent 25 years in the Indian Navy uniform, Capt Pankaj Joshi flew a variety of aircraft both in and out of the military service. He has now retired from active flying after 44 years in the cockpit. His naval service includes active duty in terrorist-infested areas, for which he was awarded the President of India's Gallantry Award on two occasions.

During his service, in addition to Commanding a front line Air Squadron, he served as the Commanding Officer of two major warships and as the Air Boss of an Aircraft Carrier. After his service tenure, he managed one of the largest Indian corporations’ aviation assets in addition to flying with them. Today, he continues to head that department. He has written a large number of papers and articles on civil aviation in India and continues to contribute to the growth of civil aviation in the country.

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Can you give us an overview of the Bajaj Group? How does Bajaj Aviation fit into the corporate structure?

Bajaj Group is the third-largest group in India. The Group has a market capitalization of about Rs. 14 lakh crores (approx. US$167 billion) with 40 Group companies and approximately 100,000 employees. It offers an extensive range of products and services including motorised two and three wheelers, home appliances, electric lamps, wind energy, special alloys and stainless steel, cranes, material handling equipment, travel, general and life insurance and investment, consumer finance, housing finance and asset management.

Aviation, though a small part of the group structure, plays a significant role in facilitating the Group’s business, where time is at a premium.

What aviation assets are owned by Bajaj, and how are these utilized in your business model?

The Group owns two jets, a Bombardier Global 6500 and a Global 5000, and a Sikorsky 76D helicopter, all purchased new from the manufacturer. These are used purely by the owners, primarily for business purposes. While the jets move decision-makers across the globe, the helicopter enables easy, quick access to manufacturing or procurement sites not near an airport.

Can you describe the primary reasons why these aviation assets are essential to the growth and efficiency of business operations, as well as in job creation?

The primary reason is the flexibility of operating to and from wherever business demands at a time of one’s choosing. With businesses spread across over 150 cities and towns in India and over 80 countries around the world, it becomes imperative that Bajaj principals move quickly, safely, and efficiently. Job creation through

employment of aviation personnel, MROs, ground handlers, and fueling providers is vital for an industry’s growth. This growth also necessitates the establishment of training institutes and facilities, thereby increasing employment potential. With India set to become the thirdlargest aviation market by 2030, we would need, for example, about 45,000 technicians and a vast number of other support staff.

Can you cite a specific example that illustrates the positive impact of your long-range aircraft on international business and on strengthening global partnerships?

A classic example would be a business trip to the USA that covered six cities in seven days and signed deals totalling more than USD 700 million. This trip did not involve any charters, and the team could safely travel on a desired schedule, saving precious time. That, in my opinion, was optimum utilization of the resources at one’s disposal.

Moving on to the impact of private aviation on other stakeholders, can you comment on how the use of business aircraft directly and indirectly supports society at large?

Business aviation is a significant economic driver, creating jobs in direct and indirect industries and supporting local economies, particularly in geographical sectors not served by commercial airlines in a vast country like India, with many remote areas. This allows companies to conduct business in underserved communities, stimulating investment and economic growth in those areas. This improved connectivity enables enterprises to optimize supply chains and access new markets. ICAO has stated that air connectivity has an economic multiplier of 3.25 and an employment multiplier of 6.1.

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Beyond economics, private aviation plays a crucial role in providing essential services and support for communities in need, such as Emergency and Medical Services, Disaster Relief and Charitable Operations. The Indian Government’s Drone Shakti (Drone Power) policy of 2022 is another step in the right direction, deregulating the manufacturing and operation of drones.

The business aviation sector is a leader in innovation and is not shy about embracing new technologies that benefit the entire aviation industry, with a focus on advancements in aircraft design, fuel efficiency, safety features, and avionics, as well as Sustainable Aviation Fuel. These innovations often transfer to commercial aviation, making all air travel safer and more efficient.

From a 'nation-building' perspective, how do you think that business aviation contributes to the growth of India's GDP? Business aviation acts as a catalyst for economic growth from a "nation-building" perspective, especially by serving as a crucial conduit for industries that need to connect with far-flung areas not well-served by airlines. It saves significant travel time and enables on-site, one-day business operations that would otherwise be impossible.

This improves business efficiency, from resource exploration to manufacturing and beyond to distribution and sales. All of this leads to more movements, faster decision-making, and a competitive edge in both domestic and international markets, directly contributing to business growth and, in turn, GDP. Business travel also stimulates local economies by accessing smaller airports, bringing investment and economic activity to Tier 2 and Tier 3 cities, leading to the development of local infrastructure, hospitality, and support services, creating a ripple effect of high-value job creation and economic growth in these areas.

The infrastructure and capabilities of business aviation,

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including small airports and helipads and a skilled workforce, serve as a strategic national asset. They can be quickly deployed for humanitarian aid, disaster relief, and medical emergencies, such as transporting critical patients or organs to distant medical facilities, reinforcing the nation's resilience and ability to respond to crises.

What is your view on the future trajectory of business aviation in India? What are some of the significant challenges, risks, and opportunities to achieve this trajectory?

The future trajectory of business aviation in India is marked by significant growth potential, driven by the country's expanding economy, the increasing number of high-net-worth individuals, and the need for enhanced regional connectivity. The business aviation sector in India is poised for a period of robust expansion. Key aspects of this trajectory include Fleet Expansion, Expansion of Operations aligned with government initiatives such as the Regional Connectivity Scheme (UDAN), Technological Advancements, and the Development of MRO and Support Services.

While the outlook for business aviation in India appears promising, the path to sustained growth is fraught with challenges that demand urgent attention. Despite significant government involvement, infrastructure remains inadequate—dedicated terminals, hangar space, and Fixed-Base Operator (FBO) services are still scarce, constraining seamless operations. Regulatory and policy hurdles further complicate the landscape: high import duties on aircraft and spare parts, a lack of streamlined flight clearance processes, and an overly complex regulatory environment discourage investment. These issues, compounded by elevated operational costs driven by taxation and fuel prices, create formidable barriers.

Adding to the strain are skills shortages, airspace congestion, and limited parking facilities, all of which threaten to stall progress.

Dassault Reliance Aerospace Limited manufacturing © DRAL/Dassault Aviation

Yet, these obstacles present an opportunity for transformative action. Strategic policy reforms—such as rationalizing taxes, streamlining regulatory procedures, and introducing a dedicated business aviation policy— could establish a supportive environment for growth.

Simultaneously, targeted infrastructure investments, particularly in regional airports, coupled with privatesector participation, skill development initiatives, and the adoption of green technologies, can propel the industry forward. By addressing these critical gaps, India can unlock the full potential of its business aviation sector and position itself as a global player in this dynamic market.

We are witnessing a significant rise in business aviation activity in India. Please elaborate on Prime Minister Modi's vision for this growth with initiatives such as Viksat Bharat. How does Bajaj's aviation strategy align with and support this vision?

Prime Minister Narendra Modi's vision for the growth of business aviation is intricately linked to the broader national objective of Viksit Bharat @ 2047, which aims to transform India into a developed nation by the 100th year of its independence. Business aviation is not just seen as a luxury service but as a critical enabler of this vision by boosting economic growth, improving connectivity, and fostering a modern, self-reliant India.

Business aviation stands as a powerful enabler of Viksit Bharat’s core objectives—economic growth, infrastructure development, technological innovation, and global positioning. Enhancing corporate productivity allows business leaders to travel efficiently across multiple locations in a single day, accelerating decisionmaking and boosting competitiveness on both domestic and international fronts. Beyond metropolitan hubs, business aviation fosters regional economic development by connecting Tier 2 and Tier 3 cities, attracting investment, creating jobs, and supporting local infrastructure growth, aligned with the government’s

regional connectivity initiatives. The sector also generates a high-value ecosystem of skilled employment, from pilots to maintenance engineers, while advancing India’s ambition to become a global Maintenance, Repair, and Overhaul (MRO) hub—a move that strengthens “Make in India” and “Atmanirbhar Bharat.”

Infrastructure development is another critical pillar, with rising demand for business aviation driving airport expansion, dedicated terminals, hangars, and FBO facilities. This complements schemes like UDAN by providing tailored connectivity for the business community, fueling economic activity in emerging regions. Furthermore, business aviation serves as a testbed for cutting-edge technologies in avionics, safety, and aircraft design, while championing sustainability through the adoption of green aviation practices such as Sustainable Aviation Fuel (SAF). These efforts align with new regulatory frameworks like the Bharatiya Vayuyan Adhiniyam, 2024, which harmonize Indian aviation laws with global standards.

Finally, the sector plays a strategic role in policy leadership and global positioning. A robust business aviation ecosystem signals India’s readiness to attract foreign investment and integrate into global value chains, supported by liberalized policies, including 100% Foreign Direct Investment (FDI) in the MRO sector. Its on-demand nature also enhances national resilience, providing critical support during emergencies, medical evacuations, and disaster relief. In essence, business aviation is not merely a mode of transport—it is a cornerstone of India’s journey toward becoming a developed, self-reliant nation.

In summary, for the Viksit Bharat vision to be fully realized, India needs a highly efficient, well-connected, and technologically advanced economy. Business aviation, by enhancing productivity, fostering regional growth, and driving innovation, is a vital component of this strategy, serving as a crucial link among the various gears of the nation's economic engine.

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By ABDELMAJID JLIOUI

Middle East & North Africa

Journey to Net-Zero A conversation with Ali Alnaqbi, Founding and Executive Chairman of the Middle East & North Africa Business Aviation Association (MEBAA) & the Chairman of the Governing Board of the International Business Aviation Council (IBAC)

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The International Business Aviation Council (IBAC) and its 14 member associations from around the world agreed to the ambitious goal of net-zero carbon emissions by 2050. Can you walk us through some of the initiatives across business aviation that will help achieve the industry decarbonization goal in your region?

In response to IBAC’s goal, industry players across the region are actively researching, developing and implementing new strategies and initiatives to help reduce carbon emissions across our sector – and it’s important that we leave no stone unturned when exploring sustainable solutions.

One of the most significant of these is the development and deployment of Sustainable Aviation Fuel (SAF), with governments and businesses actively exploring new avenues in this field. The UAE has a General Policy for Sustainable Aviation Fuel where it intends to develop its local capacity for SAF and enable the production of 700 million litres of SAF annually, meanwhile many companies partnered to bring SAF to the flagship private terminal at Al Maktoum International (DWC) in Dubai.

Additionally, we are seeing the modernization of fleets with newer, more efficient aircraft models that feature advanced technologies, such as aerodynamically optimized wings and lighter materials, to significantly reduce fuel consumption. Meanwhile regional business aviation entities, such as SAUDIA, are investing in carbon offset programmes, representing the commitment to a sustainable aviation future.

The private aviation industry is sometimes looked at as being extravagant. How do you think the industry can address these challenges for supporting economic growth worldwide?

This perception of private aviation overlooks its essential role in driving economic efficiency and connectivity.

While it was previously associated with high-net-worth individuals (HNWI), we now see more than 80% utilization of business aviation for business purposes, taking advantage of the rapid, flexible and direct travel options.

Many businesses are also now utilizing private travel in a way that benefits their business, with it able to support revenue growth, innovation and employee retention.

Private aircraft can reach more airports than commercial airlines, helping to fly closer to final destinations and save time on ground transport. They can also reach numerous destinations in one day, without relying on multiple flight schedules, and executives can utilize them for meetings and private deals with better connectivity.

Businesses across the Middle East and North Africa are also taking greater advantage of these benefits. As more businesses continue to migrate to the region, and we welcome more headquarters and senior executives – and therefore more business jets – our industry is booming, particularly in the UAE, Saudi Arabia, Morocco and Egypt.

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While the Middle East is known for its abundant reserves of fossil fuels, the Middle East and North Africa (MENA) contain a significant opportunity for sustainable aviation fuel (SAF). How do you believe these regions can contribute to the development and availability of SAF which is a critical element for achieving the industry decarbonization targets?

The strategic location and economic positioning of MENA means that we have the capabilities to become a global powerhouse in SAF production, and many governments and industry players are investing in new technologies and initiatives to accelerate this. At the end of last year, the UAE announced its General Policy for Sustainable Aviation Fuel, a first of its kind in the Middle East, aiming to drive technology and innovation in SAF development and set a voluntary target of providing 1% of fuel supplied to national airlines at UAE airports using locally produced SAF by 2031. Meanwhile, SATORP, a In June 2022, Victor and Neste announced an industry-leading partnership, reducing private jet charter emissions by up to 80% by replacing fossil fuel with Neste MY Sustainable Aviation Fuel

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joint venture between Saudi Aramco and France’s TotalEnergies, announced the successful converting of used cooking oil into certified sustainable aviation fuel, supporting TotalEnergies goal to produce 1.5 million tonnes of SAF a year by 2030.

Another example is the pioneering “Pay Here, Use There” SAF solution, a partnership between Victor, a leading global on-demand jet charter platform who recently relocated its headquarters to Abu Dhabi, and Neste, the world’s leading producer of SAF. This initiative enables its clients to purchase SAF for all bookings worldwide and reduce their CO2 emissions from flying private by up to 80%.

As an industry – and a region – we are constantly looking at new sustainable options. SAF will be instrumental in reducing the carbon footprint not just of business aviation, but the aviation industry as a whole, and we must work together to help accelerate this.

Technology is shaping sustainability and enabling advanced levels of productivity and efficiency in our industry. How important are business aviation events like the MEBAA Show in showcasing and promoting the adoption and use of the latest technologies?

Business aviation events such as the MEBAA Show play a pivotal role in advancing our industry, serving as a global platform for unveiling cutting-edge technologies, demonstrating innovation and gathering leading minds to uncover new pathways. They are an opportunity to gain market insights, uncover future trends and collectively address some of the most pressing challenges facing our industry, while also encouraging the adoption of new solutions that will drive the industry towards a more prosperous and sustainable future.

For the 2026 edition, we are delighted to be bringing local, regional and international stakeholders from across the business and private aviation landscape back to Dubai, ready to chart the way forward and collectively shape the future of our industry. As the only event of its kind in the Middle East and North Africa that combines a trade show and aircraft display on the same site, we’re able to offer attendees a unique experience where they can meet and hear from industry leaders, while also witnessing a spectacular line-up of private jets and luxury showcases from world-class exhibitors.

The successful BizAv Talks will also return, featuring an extended programme to enable even more conversations on the pressing topics defining our

industry. Across the three days, an exciting agenda led by more than 45 speakers will reassess the dynamics of the sector and discuss the current themes, emerging trends, challenges and innovations within it.

What are your key predictions for the business aviation market in the region in terms of growth, challenges and opportunities?

Business aviation in the Middle East and North Africa continues to grow rapidly, with regional business aviation traffic surging at an impressive 10% year-onyear, and deliveries projected to soar to $9.1 billion between 2024 and 2032. The prominence of high-networth individuals (HNWI) – particularly in large economies such as the UAE and Saudi Arabia – expansion of non-oil industries and the rise of new economic centres is creating a larger demand for private travel, and this is offering significant growth potential.

While challenges will include navigating regulatory environments and ensuring sustainable practices are adopted industry-wide, the opportunities are abundant.

Aviation technology is growing and evolving at pace, particularly with artificial intelligence and machine learning able to enhance operational efficiency and customer experience and safety. Meanwhile the expansion of airports and infrastructure across the region, such as the recently announced phase two of Al Maktoum International (DWC), all align with the projected increases in private flight activities and underscore the vibrant future of business aviation.

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AFRICA

HOW BUSINESS AVIATION IS FUELING THE CONTINENT’S GROWTH

By Jane Stanbury

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Dawit Lemma, Chairperson of AFBAA, talks with Jane Stanbury about the business aviation landscape in Africa, how it is supporting development, the challenges, and what AFBAA is doing to help national and international aviation organizations optimize the potential.

What makes business aviation in Africa different from other regions?

The US Federal Aviation Administration defines business aviation as "the use of an aircraft as a business tool to save time." For many, this carries the perception of corporate jets shuttling CEOs between countries, capitals, and corporations. That is undoubtedly one part of the industry. In Africa, the narrative is somewhat different as business aviation plays a varied and vital logistical role.

The true workhorse of African skies is not a Gulfstream flying a boardroom or a presidential BBJ, but smaller, often single-engine turboprops, undertaking daily cargo, passenger, and medevac missions.

The sector is incredibly diverse and endlessly varied.

African business aviation includes the farmer flying his Cessna 172 from his rural fields to city trading posts; the anti-poaching units patrolling with helicopters and small fixed-wings to mitigate threats to wildlife; medevac teams and flying doctors serving rural and disconnected communities; the tourists visiting game reserves and beach resorts; the humanitarian teams reaching remote communities cut off by floods; and increasingly remotely piloted aerial systems RPAS, mapping farms, conducting oil and gas production surveys, mining and infrastructure inspections and providing essential medical support, such as Rwanda's Zipline, using drones to deliver life-saving blood and medicines. Business aviation fuels commerce, health, and security.

What does African business aviation bring in terms of value to the continent?

It is essential to realise that Africa is a vast continent, comprising more than 50 nations, each with its own economic, social, and cultural differences. What unites them is the challenge of transport. For African countries, both established and emerging, business aviation bridges those distances far more effectively than commercial aviation, which is often restricted by regulatory constraints on freedom of flight. For example, travelling from east to west Africa will likely require long commercial flights; if I want to fly from Addis Ababa, Ethiopia, to Banjul in The Gambia, I'd probably have to go via Marrakesh or even a European city.

This makes business aviation an essential enabler of development, bridging vast geographic distances, overcoming infrastructural gaps, and creating economic, social, and geopolitical impact. It serves as a crucial tool for intra-African tourism, trade, and investment by connecting business hubs and enabling faster movement of goods and people. It also supports the growing investment from international companies, which we increasingly see arriving in business or first-class cabins, then switching to private charter for internal travel.

The economic impact of the sector is well established.

There is a long history of business aviation supporting the tourism industry in East Africa. Business aircraft have also played a pivotal role in the development of the oil and gas and mining industries in Central and West Africa, by transporting staff and operating emergency and medevac flights. This will continue to evolve as we see Africa becoming more attractive as a base for emerging industries such as agritech, telecommunications, space, fintech, and biotech.

What opportunities is the growth in business aviation creating?

The industry drives job creation, both directly and indirectly, creating long-term, secure career opportunities for Africans and expatriates. It directly employs aviation professionals, such as pilots, aircraft technicians, aircraft operations and maintenance teams, ground handlers, and managers. Also, it creates opportunities for supporting roles in related industries such as tourism, logistics, and commerce. The growth of business aviation is a force multiplier; it leads to demand for new infrastructure, training programs, and support services. Investment in local training facilities and programs is expanding the pool of skilled aviation professionals within Africa.

An increase in business aviation activity necessitates the development and expansion of airport facilities, including hangars, FBOs (fixed-base operators), and helipads. More jobs in construction, airport management, and security follow. It is a ripple effect, as money is spent within the broader economy. There is a famous lore in Africa that states: "A mile of road will take you a mile, but a mile of runway will take you anywhere". Never has a more relevant ELITE WINGS MAGAZINE | 47

Image courtesy of EAN Aviation statement been made about the opportunities for business aviation in Africa.

How do you see business aviation developing in Africa?

African economies are changing. According to the IMF, six of the ten fastest-growing economies globally are African, resulting in more disposable income, increased inward and outward investment, and a greater need for air travel.

In parallel, new regulatory initiatives are supporting the industry's development. The Single African Air Transport Market (SAATM) project aims to liberalise air services and boost growth by improving connectivity and reducing travel times. To date, 34 countries have signed up to SAATM, representing over 80% of Africa's existing aviation market.

While the ink is dry, implementation has been mixed, but a willingness to create more liberal skies bodes well for the whole aviation community.

Simultaneously, the business aviation fleet in Africa is growing and is increasingly modern. For decades, Africa was dismissed as the 'dumping ground' for older aircraft.

Historically, Africa has never really been seen as an important business aviation market. That narrative is outdated. Today, Africa leads the world in the percentage of new or newer pre-owned aircraft entering service, and reviewing global fleet distribution, Africa holds its own with South America and Asia. And unlike those regions, African nations represent a cluster of fast-growing, emerging markets. We are seeing countries across the continent improving their airport facilities, expanding maintenance, repair, and overhaul (MRO) capabilities, and introducing more transparent regulatory frameworks to meet the growing demand. Respected industry forecasts also show that Africa is expanding and evolving into a viable business aviation sector.

How does AfBAA engage with the global aviation network to share in its success?

We've already made inroads with international business

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aviation associations and have participated in major events. Our strong presence at Aviation Africa, NBAABACE, and IBAC meetings, coupled with increased activity on our social media platforms, targeted PR and media engagements, and direct personal outreach by our committed Executive Team, has resulted in a marked increase in engagement and positive recognition from stakeholders across the continent and beyond.

In partnership with Women in Aviation International (WAI) and the Africa Leadership Network, AfBAA hosted a group of local schoolgirls at the Africa pavilion during Girls in Aviation Day (GIAD) at Aviation Africa. Several female leaders from AfBAA actively engaged with the students, sharing their experiences, insights, and encouragement to inspire the next generation of women in aviation.

Recognising that aviation doesn't work in isolation, we've also initiated discussions with key African aviation organisations. Conversations have begun with the African Civil Aviation Commission (AFCAC) to share business aviation data and insights. The signing of Memoranda of Understanding (MoUs) with both the Commercial Aviation Association of Southern Africa (CAASA) and the Airlines Association of Southern Africa (AASA) indicates our willingness to share resources for the betterment of all African Aviation.

Planning is also underway to host an IBAC Governing Board Meeting in Africa in 2027. AfBAA is supporting IBAC's CORE project, aimed at developing simplified ("lite") versions of the IS-BAH and IS-BAO standards for smaller operators, as discussion continues with the South African and Ethiopian Civil Aviation Authorities to adopt the IS-BAH and IS-BAO standards in their respective Safety Management System regulations and protocols. This is an important step towards elevating our local standards by adopting and adapting existing successful approaches to support our member organisations.

Image courtesy of VIP Aero What about advanced air mobility and future flight – does this have a place in Africa?

Yes, we see great potential for the rapidly developing UAV and AAM markets, which form a growing part of our general aviation (GA) sector. Africa presents significant opportunities for this emerging segment and has become a testbed for many next-gen aviation operations. Our lack of traditional transport infrastructure, combined with our vast distances, makes UAVs a natural solution to many transport challenges.

AfBAA is working to ensure that we welcome members from this burgeoning sector and see many benefits of encouraging them to work alongside the more traditional elements to support the entire industry. We see it as important enough to have launched the first AfBAA RPAS Committee. Launched in September at Aviation Africa in Kigali, the committee is dedicated to enabling the integration of UAVs and Advanced Air Mobility aircraft within the African aviation network.

What challenges need to be addressed, and how are you going about making change?

As with any business aviation sector, there are many challenges to overcome. Since launching AfBAA more than twelve years ago, significant advances have been made, yet there is much work to do. Flight administration and trip planning can be complex. Lengthy permit processes, a lack of regulatory liberalisation in some countries, and inconsistencies in established operational guidelines can be confusing. Fee structures, airport opening hours, fuel pricing, lack of transparency in quoting, and access to the right type of ground handling – it is very different managing an Embraer Phenom 300 than a Boeing 747, and many airports don't necessarily differentiate - can make operations challenging, particularly for international operators.

Perception is a consistent threat, making financiers wary of committing to aircraft financing. Insurers apply

restrictive registration mandates, and cross-border banking regulations can slow international transfers. Yet despite all these challenges, we remain very optimistic about the future of business aviation on the continent.

That seems like a lot to change. How is AfBAA addressing these challenges and supporting the growth of business aviation in Africa?

The African Business Aviation Association, AfBAA, was created in 2012 with a vision: to establish business aviation as an asset that is recognised, valued, and supported by governments, regulators, and industry leaders across Africa. This has not changed. Our immediate goals are to increase the association's visibility, foster a positive perception of our sector, and strengthen our influence by welcoming new members from within Africa and beyond. We aim to add value for our existing and future members by providing access, knowledge, and data that can enhance and augment their daily operations.

We want to safeguard good governance across all areas to ensure the future stability and longevity of African business aviation. Committees focused on training, safety management, and infrastructure improvement, as well as on identifying ways to attract new human resources to the industry, are also now evolving. Rules and manuals create continuity. People manage systems. Systems manage organisations. That's how we build a resilient aviation future.

We are optimistic and we believe that a modern AfBAA can support the industry and help it grow. We would like to see aviation become the great connector of the continent — economically, socially, and politically. Until teleportation arrives, aircraft are still the fastest way to move people, goods, and hope.

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FLYING FOR HOPE How Corporate Angel Network Transforms Business Aviation into Compassion.

By Viswanath Tata

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A conversation with Bob Stangarone, President and CEO of Corporate Angel Network (CAN) Please provide an overview of the Mission and Vision of Corporate Angel Network (CAN) and explain how CAN was founded.

Corporate Angel Network (CAN) is a 501(c)(3) nonprofit organization whose mission is to help cancer patients access the best treatment in the U.S. by arranging free air travel, utilizing seats on business aircraft to fly directly to specialized medical centers. This makes it possible for patients to obtain vital, often life-saving, medical care.

CAN works closely with many of America’s leading corporations and other aircraft operators to match open seats on company aircraft with flight requests from cancer patients who need to travel to the same destination for treatment. These flights coincide with executives traveling to scheduled business meetings, allowing them to assist a patient along the way.

The CAN concept was conceived by Priscilla H. Blum, a pilot and airplane owner, and Jay N. Weinberg, the owner of an Avis car rental franchise, both of whom were cancer survivors. They knew how expensive and grueling travel could be for patients who need to fly long distances for specialized treatment, and they realized that utilizing empty seats on business aircraft flying out of their home airport, Westchester County, just outside New York City, might be a solution. So, Blum and Weinberg began asking corporate aircraft operators if they would consider flying cancer patients to treatment centers as part of their normal business flights.

The first corporate executive to step up was Leonard Greene, founder of Safe Flight Instrument Corporation.

Greene, who had lost his wife to cancer, became actively involved, contributing funds, applying his business

expertise and utilizing his corporate connections to urge companies to help CAN. Finally, on Dec. 22, 1981, the Safe Flight airplane flew the inaugural CAN mission, transporting a young man home to Detroit in time for Christmas after he received treatment in New York City.

Thanks to the generous support of numerous participating companies, CAN has coordinated 70,000 cancer patient flights since 1981.

How does CAN collaborate with the National Business Aviation Association (NBAA)?

CAN’s relationship with NBAA – the Washington, D.C.based group that represents companies that utilize general aviation aircraft to help make their businesses more efficient, productive and successful – extends back decades. NBAA member companies have been flying cancer patients virtually ever since CAN began in 1981.

NBAA is a major financial sponsor of CAN and helps raise money for the nonprofit at a fundraising event called “Fund an Angel,” which is held each year during the association’s convention. The event’s live and silent auctions have raised millions of dollars for CAN. Over the years, NBAA has supported CAN in several ways.

This includes providing CAN with free exhibit space at numerous association events, thus helping CAN continue its outreach to the business aviation community.

Raising CAN’s profile by presenting NBAA’s 2008 Al Ueltschi Award for Humanitarian Leadership to the organization. The following year, NBAA was instrumental in CAN winning the National Aeronautic Association’s Outstanding Achievement in Public Benefit Flying Award.

Publishing CAN ads in its official magazine free of charge.

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FLYING FOR HOPE | CORPORATE ANGEL NETWORK Can you detail the logistics of scheduling and operating the flights to meet a patient’s transportation needs, including timing and onboard equipment?

Corporate Angel Network (CAN) coordinates with corporate flight departments to place cancer patients on business aircraft that already have scheduled trips, most often with company executives on board. While some of these flights may be empty legs, the majority are active business flights with available seats. CAN’s role is to match these available seats with patients whose treatment schedules and destinations align with the flight’s itinerary.

Because these flights are not chartered or adjusted for patient use, flexibility is essential. CAN works to align patient travel with the corporation’s schedule, coordinating all logistics including airport locations, timing, and boarding procedures. It’s important to note that corporate aircraft are not medically equipped.

Patients must be ambulatory, able to board independently, and must not require oxygen, IVs, or any form of medical assistance during the flight.

What are some of the criteria that must be met for patient eligibility to use CAN services, and how are these matched with specific aircraft types?

To be eligible for CAN services, patients must be traveling for cancer treatment, consultation, or followup care within the continental United States. They also can be bone marrow or stem cell donors or recipients.

They must be medically stable, able to walk and board the aircraft without assistance, and must not require onboard medical support such as oxygen or IV medication. Adult patients may bring one companion, while pediatric patients may be accompanied by two adults.

CAN does not match patients to specific aircraft types.

Instead, patients are matched to available seats on flights based on timing, route, and seat availability. The focus is on ensuring that the patient’s physical condition and travel needs are compatible with the general capabilities of corporate aircraft, which can vary in size and configuration.

What are some of the operational challenges that you typically face?

One of the most important challenges we face is the need to generate more lift for our patients. We have so many generous flight partners who donate seats on their aircraft, but we’re currently only able to accommodate about half of the patient requests we receive. To address this, we actively recruit new flight partners and continually look for ways to increase

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available capacity. For example, we recently expanded our eligibility criteria to include turboprop aircraft, opening the door to thousands more potential flights.

(Note: Aircraft must be pressurized and flown with two pilots).

From a scheduling perspective, last-minute changes on both the patient and flight partner sides can be difficult to navigate. Our patient services team works diligently to manage these shifts and offer suitable alternatives whenever possible.

We also frequently receive requests from patients in remote areas where our ability to operate is limited by the lack of nearby airports. Expanding our reach while maintaining service quality in these cases remains a constant challenge.

In addition to those logistical hurdles, we face two broader challenges. Interfacing with hospitals is difficult, as we need to ensure that our services are visible, understood, and accessible within hospital systems. We strive to build strong relationships with healthcare providers, but gaining a consistent presence across institutions requires ongoing effort.

We also need to scale our services, as demand continues to grow, we’re focused on scaling our operations without compromising the personalized, high-touch experience that patients rely on.

Despite these challenges, we remain committed to finding creative solutions and building partnerships that allow us to serve more cancer patients in need.

How do you get the word out when advising the public about your life-saving mission and what are the challenges involved?

In 2025 CAN launched a new publication, Corporate Angel Network Lifeline, which is designed to connect the organization’s various stakeholders in the medical and aviation communities, including aircraft operators, cancer patients and survivors, caregivers, healthcare professionals, researchers, and CAN staff and volunteers.

Lifeline shares stories of resilience, hope, and triumph from those affected by cancer by featuring personal testimonials that humanize the complex experience of cancer. The publication also highlights CAN’s ongoing initiatives, including the need to fundraise and recruit flight partners.

CAN’s message is also communicated through placement of articles and free advertisements in aviation trade publications, as well as through a presence on various social media channels, including Facebook, Instagram, LinkedIn, YouTube and X. In 2024 CAN has raised its profile in the medical community through the addition of Dr. Schipper, Hartford Healthcare Vice President and Chief of Surgical Oncology at Hartford Hospital, to its board of directors. CAN videos are now being shown in medical waiting rooms and back offices.

An ongoing challenge is to inform those business aircraft

operators and members of the medical community that have not heard of CAN so they can join our effort to serve as many cancer patients as possible.

Can you name a few of your corporate partners and how they are critical in supporting CAN? Numerous aviation entities – from aircraft, engine and avionics manufacturers to charter operators and maintenance service providers – financially support CAN through the “Fund an Angel” event held at NBAA’s annual convention, NBAA-BACE. CAN sponsors include Airbus Corporate Jets, Aircraft Owners and Pilots Association, Atlantic Aviation, Aviation International News, Bombardier Aviation, Business and Commercial Aviation magazine, CAE, Castle & Cooke Aviation, ConocoPhillips Global Aviation, Corporate Aircraft Association, Daher, Dassault Falcon Jet, Directional Aviation, Duncan Aviation, FlightSafety International, Freestream Aircraft Limited, General Aviation Manufacturers Association, Global Jet Capital Gogo, Guardian Jet, Gulfstream Aerospace, Jetcraft, Jetex, Jet Support Services (JSSI), Loar Group, MedAire, National Business Aviation Association, NetJets, Pentastar Aviation, Pilatus, Rolls-Royce, RTX, Schweitzer Engineering Laboratories, Signature Aviation (at the highest Presenting level sponsorship!), Solairus Aviation, StandardAero, Stoneworth Financial, Textron Aviation, Universal Weather & Aviation, Van Allen, World Fuel Services and Williams International.

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FLYING FOR HOPE | CORPORATE ANGEL NETWORK Without the support of the business aviation community, how would the work of CAN be impacted. For example, could a similar level of societal benefit be realized though commercial aircraft operations?

Even though CAN arranges hundreds of patient flights on business aircraft each year, there are many more patients than available seats on company aircraft. To address this shortfall, in 2024 CAN expanded the fleet of aircraft available for patient transportation from only jets to the thousands of turboprop aircraft currently in operation.

Transporting ambulatory cancer patients via business aircraft is the optimal way for many patients to fly, especially those with compromised immune systems.

However, when CAN is unable to fulfill a patient’s request for transportation via business aircraft, the organization uses vouchers and airline miles awards from carriers such as American Airlines, Frontier Airlines and Southwest Airlines to provide commercial transportation for patients. CAN continues to seek additional airline vouchers to allow more travel options for patients.

Finally, we would love to hear about a few case studies with happy endings When a 4-year-old pediatric cancer patient named Colton and his mother needed to travel from San Diego to New York for a follow-up at Memorial Sloan Kettering, Corporate Angel Network (CAN) stepped in to arrange both legs of the journey, something not typical but made possible through the help of two different corporate partners. During their visit, they received the incredible news: he was officially cancer free! The return flight, aboard a private jet arranged by CAN, became more than just transportation, it was a joyful, peaceful celebration of a life-changing milestone.

In a very rare opportunity, Corporate Angel Network (CAN) was able to charter a flight via donated NetJets Owner hours for multiple cancer patients from the West, all headed to MD Anderson for treatment.

Daniel, Michael and a second Daniel were strangers at takeoff, but they connected during the journey to Texas, sharing stories and support. That flight marked the beginning of a lasting friendship. Today, they remain in contact, offering each other strength and support through every step of their journey.

One of our longtime patients, George, is so familiar to us that we recognize his voice as soon as we answer the phone. He called with the best news possible; he is cancer free! After numerous trips made possible through CAN, he expressed his heartfelt gratitude for

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helping him receive world-class care at MD Anderson.

In his words “You are the reason I am here today,” and it is moments like these that remind us why we are here and just how important CAN’s mission truly is.

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By Viswanath Tata

FLYING FOR INCLUSION INSIDE TEXTRON AVIATION’S SPECIAL OLYMPICS AIRLIFT A conversation with Ron Draper, president and CEO, Textron Aviation

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Can you provide us with an overview of Textron Aviation’s Special Olympics Airlift program?

The Special Olympics Airlift is one of Textron Aviation’s proudest traditions. It’s a unique collaboration between our company, the Special Olympics USA Games and our incredible Cessna, Beechcraft and Hawker customers.

Together, we organize the world’s largest peacetime airlift, mobilizing hundreds of volunteer pilots and aircraft to transport athletes and coaches from across the country to the USA Games. In 2026, we’ll land at St. Paul Downtown Airport in Minnesota, with airplanes arriving every three to four minutes for around 10 hours. It’s an extraordinary effort that removes financial and logistical barriers so athletes can focus on what matters most — competing and celebrating their achievements.

How did the idea of this event come to fruition?

The Airlift began in 1987 as a grassroots effort to connect general aviation with community impact. Since then, we’ve completed eight successful Airlifts and flown more than 10,000 athletes and coaches. Every event builds on the legacy of the last, growing in scale and impact.

Textron has described this event as the world’s largest peacetime airlift. Can you describe some of the operational and logistical planning to make it successful?

Planning the Airlift involves meticulous coordination across departments, airports and volunteer networks. The massive effort requires precise air traffic control, ground operations and volunteer coordination. Textron Aviation works closely with the FAA, airport authorities, customers and Special Olympics organizers to ensure seamless execution.

How does Textron Aviation conduct the outreach campaign to owners and operators of Cessna, Hawker and Beechcraft aircraft to convince them of the benefits of this program?

We've reached out directly to Cessna Citation, Beechcraft King Air and Hawker owners and operators, inviting them to join this incredible mission. When someone is interested in becoming a Dove, a member of our team meets with them one-on-one to go over the event details, what to expect and answer any questions. Volunteers become part of a legendary team, contributing to a cause that unites aviation and service, and they're typically eager to return for the next Airlift event. It’s more than flying — it’s being part of something bigger than yourself.

What types of contingency plans must be put into place to mitigate various risks such as delayed departures, AOGs and others?

Pulling off the Airlift is like choreographing a ballet in the sky. We work tirelessly to ensure flawless coordination between air traffic control, ground crews, our FBO network, customers and volunteers. The FAA even works onsite alongside our team to run Dove Control and make sure everything runs smoothly.

With so many moving parts, we plan for every scenario — weather delays, maintenance issues, you name it. Our team is on the ground throughout the event, working closely with pilots and the FAA to keep things on track.

The goal is simple: keep athletes safe and ensure they arrive on time for their big moment.

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Do the aircraft carry medical staff and/or special equipment onboard to cater to any unique needs of the athletes?

We work closely with Special Olympics organizers to ensure athlete needs are met. Comfort and safety are top priorities, and we make sure every athlete has what they need for a great travel experience.

NBAA recently endorsed this initiative during NBAA BACE 2025. How does this collaboration help grow influence and outreach, especially given that Textron would like to have up to 150 aircraft at next year’s event?

We appreciate NBAA’s endorsement of the Airlift as it amplifies the visibility and credibility of the event within the business aviation community. Their support helps expand outreach to aircraft owners and operators, encouraging broader participation and helping us reach our goal of 150 aircraft for the 2026 event. General aviation has long held a critical role in supporting humanitarian missions globally, including air ambulance, aerial firefighting, utility transport to remote locations, disaster relief efforts and more. The Airlift is an opportunity for operators of highly versatile Cessna, Beechcraft and Hawker aircraft to come together for a common goal: supporting these champions.

In 2026, Peyton Manning was selected as the Honorary Chair of the event. What is the impact of having such a well-respected athlete on the Special Olympics athletes’ engagement and motivation?

Having Peyton Manning as honorary chair again for the 2026 event brings incredible energy and visibility to the Airlift. He’s a symbol of teamwork and perseverance, values that resonate deeply with Special Olympics athletes. His involvement inspires everyone involved, from athletes to volunteers.

Finally, can you cite a few past stories of athletes and families’ reactions and experience with this event?

The stories are unforgettable. For many athletes, it’s their first time on an airplane. Families talk about the joy and excitement of the arrival ceremonies and the kindness of volunteers. These moments create lifelong memories and remind us why this event matters so much. Don’t just take it from me, read the comments from some of our athletes.

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"It felt like we were celebrities just coming off of that plane," said Special Olympics athlete Tim Burnett.

“They made us feel very comfortable and interacted with us during the whole flight,” said Jamar Abney. “We took selfies in the air, played games and everything. I was so excited to get to the USA Games, it is unexplainable how amazing it was to land.”

“I liked flying on the private jets, it was fun. I liked that it was just the athletes and coaches,” said Kiel. “The ride was smooth and fast. The send-off party made me feel special, like a celebrity. The flight was fun. I loved the comfy seats and sitting by the window.”

"I'm loving it," said David Acevedo about being on a jet for the first time. "Every moment, every minute."

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AERObridge Leveraging The Power of Business Aviation for Humanitarian Aid and Crisis Support A conversation with Charley Valera, PR and Spokesperson with AERObridge

By Viswanath Tata

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Please describe the mission of AERObridge and its founding history.

AERObridge’s mission is to provide rapid, effective disaster response by coordinating donated aircraft and critical supplies to support communities during catastrophic emergencies. As stated by Founder and CEO Marianne Stevenson, “AERObridge’s mission is to deliver a powerful, immediate response to disaster through coordinated aviation and logistics support.”

The organization was established following Hurricane Katrina in 2005, when Stevenson and four business aviation professionals launched Operation Hurricane Katrina AERObridge. This initiative coordinated 155 relief flights, transporting 1,000 individuals and 250,000 pounds of supplies. Efforts included flying TSA agents to reopen New Orleans airport, supporting shelters with supply chains, and aiding isolated General Aviation airports until road access was restored. This led to the formation of Corporate Aviation Responding in Emergencies (C.A.R.E.), with Stevenson as President, under the support of the National Business Aviation Association (NBAA).

In 2010, AERObridge responded to Haiti’s earthquake, activating within 48 hours. Eventually completing 715 flights, transporting 3,800 passengers—medical teams, relief workers, children, patients, and missionaries—and 1.4 million pounds of supplies, with 125 aircraft contributing $5 million in flight hours. C.A.R.E. evolved into AERObridge, which continues to deliver critical aid during crises.

What types of business aircraft are used in your operations, and how do they uniquely support the mission’s operational requirements?

AERObridge employs a diverse fleet of volunteer aircraft tailored to the specific needs of each disaster and geographic location. Larger business jets are utilized for transporting substantial cargo to areas with longer runways, ensuring efficient delivery of critical supplies.

Smaller aircraft are deployed to access short runways or mountainous regions, while float planes facilitate operations in areas like the Bahamas, where water landings are necessary. With a nationwide network of

4,000 volunteer aircraft, AERObridge ensures operational flexibility, matching the right aircraft to each mission to maximize efficiency and impact in disaster response.

With time being critical in humanitarian and disaster relief efforts, what challenges are associated with deploying rapidly, prior to the arrival of agencies like FEMA? As a non-profit, non-governmental organization (NGO), AERObridge operates independently of state or federal funding and approvals, enabling immediate activation during disasters. This autonomy allows rapid assessment and coordination of donated aircraft, supplies, medical professionals, and evacuees. However, each disaster presents unique logistical challenges.

When donations are limited, AERObridge procures essential supplies; in devastated areas, the organization quickly establishes networks with faith-based organizations, law enforcement, or grassroots groups to facilitate aid distribution. Beyond transportation, AERObridge builds comprehensive logistics chains to ensure swift and effective delivery of critical resources.

What types of supplies and equipment are typically carried onboard the aircraft?

The specific needs of each disaster dictate the supplies transported, but essentials include pallets of water, highprotein canned foods (e.g., tuna, peanut butter), warm or water-resistant clothing, and medical personnel.

Additional items, such as first aid kits, cleaning supplies, paper products, insect repellent, baby and pet supplies, and airport communication equipment, are sourced based on the crisis.

All items are bulk-packed, weighed, labeled, and loaded

by AERObridge’s volunteer ground crews. The organization’s adaptability ensures rapid response to evolving needs. For example, during Hurricane Ida, AERObridge addressed an overlooked issue—flat tires caused by roof nail debris was hindering road crews being able to clear roads and deliver larger volumes of supplies to be brought in via roads—by swiftly delivering tire repair kits, we were able to restore mobility and fill critical gaps in relief efforts.

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How do you prepare for deployment in scenarios like hurricanes, where early notification of impending needs is possible?

AERObridge begins preparations for disasters, such as hurricanes, days in advance, prioritizing the safety of volunteer pilots and ground crews. The organization collaborates with local groups to gather reliable intelligence on airfield conditions and distribution networks.

Volunteers provide real-time, on-the-ground insights, while AERObridge identifies secure airports for staging supplies and designates delivery airfields for distribution.

Suitable airfields, ground partners, and airspace are assessed, with satellite phones, communicators, and Starlink systems deployed to ensure communication in areas lacking cellular connectivity, enabling efficient and coordinated response.

Can you list some of the FBOs, NGOs, government agencies, and aircraft operators/owners associated with AERObridge?

AERObridge collaborates with key organizations, including the National Business Aviation Association (NBAA) and the Aircraft Owners and Pilots Association (AOPA), to rapidly mobilize pilots and raise awareness of crisis areas. Additional support is provided by CompassionateAllianceMinistries.org, the National Air Transportation Association (NATA), and U.S. Southern Command (SOUTHCOM), particularly for operations in Latin America and the Caribbean.

Local engagement includes fire and police departments, faith-based groups, and aviation communities in affected areas. To respect the privacy of individual volunteers, operators, and aircraft owners, specific names and affiliations are not disclosed without authorization.

AERObridge maintains an extensive, continuously

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updated database of contacts, focusing on high-risk areas like the Gulf Coast (Texas, Louisiana, Florida), enabling tailored responses to each disaster.

AERObridge describes itself as the creator of the overall logistics chain, beyond providing aerial transportation. Can you elaborate with an illustrative example?

AERObridge’s role extends beyond transportation to designing and executing comprehensive logistics chains for disaster response. When a potential disaster is identified, AERObridge establishes fixed-base operator (FBO) staging areas outside affected zones to receive and load supplies onto aircraft capable of handling both small and large payloads. Delivery airfields are selected as close as safely possible to disaster zones, with local volunteers—or those flown in—managing unloading and distribution to community points like shelters or emergency services.

During the North Carolina floods caused by Hurricane Helene, AERObridge flew into seven different airports, including Asheville (AVL), Ashe County (GEV), and Avery County (7A8) airports as key operational hubs. Supplies were delivered to GEV, supporting an overflow shelter in West Jefferson, NC, which sustained 2,500 families and five nursing homes.

Staging areas at Greenville Downtown (GMU) and Statesville Regional (SVH) facilitated operations, with local fire departments, police, and churches located directly in the affected areas were aiding distribution.

AERObridge’s FAA-approved call sign expedited flights, while social media campaigns engaged the public, encouraging donations and raising awareness. By October 5, 2025, AERObridge had completed 200 flights, delivering 110,000 pounds of critical supplies to Western North Carolina, demonstrating its ability to build and manage an effective logistics chain.

Please provide case studies, in the USA or elsewhere, where AERObridge played a vital lifesaving role.

In the aftermath of disasters, our organization focuses on rapidly distributing life-saving supplies to affected communities when they need them most. Due to the urgency and scale of these situations, our priority is speed and coverage rather than detailed tracking. As a result, we are often unable to follow the supplies all the way to the end users. The sheer volume and pace of distribution make it impractical to document every item’s final destination, but our goal remains clear: to get critical aid into the hands of those who need it as quickly as possible.

As an example, during the disaster in Haiti, pilots were sumping fuel from their aircraft to run generators.

Additionally, AERObridge flew in an instrument sterilization machine for Haiti hospital so they could continue amputations with sterile equipment.

This case exemplifies AERObridge’s agility and commitment to addressing urgent, life-critical needs during disasters.

What challenges and opportunities do you foresee to carry out AERObridge’s mission more efficiently and safely?

Hurricane Helene underscored General Aviation’s (GA) critical role in delivering rapid aid when road infrastructure is compromised, highlighting GA’s value to both the public and government officials. This recognition presents an opportunity to integrate GA more actively into future disaster response frameworks, as demonstrated during Hurricane Michael, when presidential TFRs were adjusted to accommodate AERObridge’s relief flights.

Challenges include maintaining a robust volunteer network and securing sufficient resources during largescale activations. Opportunities lie in expanding outreach through social media and volunteer testimonials to inspire greater participation from the business aviation community. Continuous engagement during nonactivation periods strengthens AERObridge’s volunteer base, ensuring readiness for rapid response. Additionally, transitioning to ground transport when roads reopen enhances efficiency, reflecting AERObridge’s commitment to prudent operations.

AERObridge remains dedicated to delivering hope and critical aid, partnering with communities until official resources are restored. To support this mission through donations, volunteer piloting, ground support, or to learn more, visit AERObridge.org. On behalf of disaster-affected communities, AERObridge expresses gratitude for continued support.

Charley Valera has been a versatile contributor with AERObridge since Hurricane Sandy in 2012, serving in various roles, including staging operations, piloting, ground crew, marketing/PR, and advisory. A bestselling author, he has published articles in outlets covering aviation, real estate, and WWII. A commercial-rated pilot and former flight school owner, he lives in southwest Florida with his wife, Cheryl.

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