This document contains comments on India's revised draft civil aviation policy from October 2015. It provides feedback on several areas of the policy, including the need to include indigenous aircraft manufacturing, using unused runways for drone operations, reducing costs of limited use airports by utilizing military resources, correcting the 150 km rule on new airports near existing ones, and revising the regional connectivity scheme and 5/20 rule for airlines. The commenter proposes alternative approaches and recommends the policy address issues like taxation harmonization to help MRO growth and protecting Indian jobs in air cargo.
El documento resume que un empleado público tiene derecho a permisos de 22 horas semanales como director de una asociación nacional y 26 horas como director de una federación, por lo que en total le corresponden 48 horas. Estas horas pueden sumarse ya que las funciones de cada cargo son diferentes. El empleado puede ceder hasta 4 horas de su permiso al presidente de la asociación nacional informando a su superior. Sus superiores no pueden exigirle justificar el uso de sus permisos gremiales.
“Legal protection and social security in unorganized sector with special refe...AMU
This document discusses legal protections and social security for workers in India's unorganized sector. It notes that over 90% of India's workforce is in the unorganized sector, which lacks formal employer-employee relationships and protections. The document outlines characteristics of unorganized work like low wages, exploitation, and lack of unions/safety standards. It examines relevant Indian constitutional provisions and laws aimed at social security, finding they are inadequate for unorganized workers' needs. Overall, it argues that India's legal system must do more to grant basic rights and protections to unorganized laborers.
1. Flap reconstruction in breast cancer involves using tissue from another part of the body to reconstruct the breast after mastectomy.
2. The main types of flaps are implant-based reconstruction, autologous tissue reconstruction using the patient's own tissue, and a combination of implant and autologous tissue.
3. Specific autologous tissue flaps discussed include the latissimus dorsi flap which uses back muscle and skin, and TRAM flaps which use abdominal tissue. Each flap has benefits and risks that depend on the individual patient's situation and goals.
O documento discute a origem do termo "ideologia" e seu significado ao longo do tempo. Originalmente, Destutt de Tracy criou o termo para se referir à "ciência das ideias", mas Napoleão passou a usá-lo para descrever aqueles que "deformavam a realidade". Na antiguidade e idade média, ideologia já era entendida como o conjunto de ideias de uma sociedade.
Kawasaki disease is an autoimmune disease that causes inflammation of blood vessels throughout the body. It most commonly affects children under 5 years old, especially of Japanese and Korean descent. Signs include a persistent high fever for at least 5 days along with redness and swelling of the eyes, lips, mouth, hands, and feet. If not treated within 10 days, it can lead to heart problems such as irregular heartbeat or aneurysms of the coronary arteries. While the cause is unknown, it is thought to be due to an infectious agent and occurs most often in winter and spring. Early treatment with medicines can cure it and prevent heart damage.
Nicolás Avellaneda asumió la presidencia de Argentina en 1874 y gobernó hasta 1880. Su gobierno se enfocó en mejorar la infraestructura del país, incluyendo la construcción de ferrocarriles, puertos y telégrafos. También buscó profesionalizar el ejército y fortalecer la economía argentina.
El documento habla sobre la internacionalización de la educación superior a distancia y propone la movilidad virtual como una innovadora propuesta para consolidar espacios transnacionales de educación superior. Explica que la internacionalización de la educación superior es importante por la ruptura de fronteras, la integración económica internacional y la necesidad de formar profesionales para los nuevos escenarios globales, y que aporta más oportunidades de formación y una mayor relación e intercambio entre instituciones y estudiantes.
O documento discute o lançamento de uma nova aplicação móvel de reservas de viagens. Aborda tópicos como a simulação do mercado, os fornecedores, agentes de viagens e viajantes que irão interagir com a aplicação, as estratégias de marketing e adoção pela clientela, e questões sobre monetização e plataformas de desenvolvimento.
El documento resume que un empleado público tiene derecho a permisos de 22 horas semanales como director de una asociación nacional y 26 horas como director de una federación, por lo que en total le corresponden 48 horas. Estas horas pueden sumarse ya que las funciones de cada cargo son diferentes. El empleado puede ceder hasta 4 horas de su permiso al presidente de la asociación nacional informando a su superior. Sus superiores no pueden exigirle justificar el uso de sus permisos gremiales.
“Legal protection and social security in unorganized sector with special refe...AMU
This document discusses legal protections and social security for workers in India's unorganized sector. It notes that over 90% of India's workforce is in the unorganized sector, which lacks formal employer-employee relationships and protections. The document outlines characteristics of unorganized work like low wages, exploitation, and lack of unions/safety standards. It examines relevant Indian constitutional provisions and laws aimed at social security, finding they are inadequate for unorganized workers' needs. Overall, it argues that India's legal system must do more to grant basic rights and protections to unorganized laborers.
1. Flap reconstruction in breast cancer involves using tissue from another part of the body to reconstruct the breast after mastectomy.
2. The main types of flaps are implant-based reconstruction, autologous tissue reconstruction using the patient's own tissue, and a combination of implant and autologous tissue.
3. Specific autologous tissue flaps discussed include the latissimus dorsi flap which uses back muscle and skin, and TRAM flaps which use abdominal tissue. Each flap has benefits and risks that depend on the individual patient's situation and goals.
O documento discute a origem do termo "ideologia" e seu significado ao longo do tempo. Originalmente, Destutt de Tracy criou o termo para se referir à "ciência das ideias", mas Napoleão passou a usá-lo para descrever aqueles que "deformavam a realidade". Na antiguidade e idade média, ideologia já era entendida como o conjunto de ideias de uma sociedade.
Kawasaki disease is an autoimmune disease that causes inflammation of blood vessels throughout the body. It most commonly affects children under 5 years old, especially of Japanese and Korean descent. Signs include a persistent high fever for at least 5 days along with redness and swelling of the eyes, lips, mouth, hands, and feet. If not treated within 10 days, it can lead to heart problems such as irregular heartbeat or aneurysms of the coronary arteries. While the cause is unknown, it is thought to be due to an infectious agent and occurs most often in winter and spring. Early treatment with medicines can cure it and prevent heart damage.
Nicolás Avellaneda asumió la presidencia de Argentina en 1874 y gobernó hasta 1880. Su gobierno se enfocó en mejorar la infraestructura del país, incluyendo la construcción de ferrocarriles, puertos y telégrafos. También buscó profesionalizar el ejército y fortalecer la economía argentina.
El documento habla sobre la internacionalización de la educación superior a distancia y propone la movilidad virtual como una innovadora propuesta para consolidar espacios transnacionales de educación superior. Explica que la internacionalización de la educación superior es importante por la ruptura de fronteras, la integración económica internacional y la necesidad de formar profesionales para los nuevos escenarios globales, y que aporta más oportunidades de formación y una mayor relación e intercambio entre instituciones y estudiantes.
O documento discute o lançamento de uma nova aplicação móvel de reservas de viagens. Aborda tópicos como a simulação do mercado, os fornecedores, agentes de viagens e viajantes que irão interagir com a aplicação, as estratégias de marketing e adoção pela clientela, e questões sobre monetização e plataformas de desenvolvimento.
For organizations that deliver their strategy using projects, OPM3 is the newest tool to diagnose and improve the organization’s ability to deliver the right projects the right way. OPM3 is a new standard, delivered through the Project Management Institute (PMI) that provides the industry best practices for delivering strategy through organizational project management.
o Through the OPM3 cycle, an organization determines its ability to deliver its strategy through a comprehensive assessment of its organizational project management processes and activities. Once the extent of implementation is understood, the organization then determines the gaps in its implementation of OPM that impact its ability to deliver its strategy. Improvement plans are built and executed that drive and improve business performance.
The document provides an annual report for AIESEC Canada for the 2015-2016 year. It includes sections on the chair's letter, president's letter, an overview of AIESEC, management team profiles, program results and statistics, testimonials from partners and participants. Some key details:
- Over 2,200 Canadian youth participated in programs across the country.
- Programs saw a year-over-year increase in participation and revenue. 208 Canadians went abroad for professional internships, 507 for volunteer internships, and 100 international interns worked in Canada.
- Partnerships with groups like the Asia Pacific Foundation helped send more Canadians to Asia for skills development.
- Participants gained global experience and skills through
El documento describe las principales partes y estructuras de la célula animal. Estas incluyen el núcleo, la membrana celular, las mitocondrias, la cromatina, los lisosomas, el aparato de Golgi, el citoplasma, el nucleoplasma, los centriolos, los ribosomas, el retículo endoplasmático y la membrana endoplasmática. Cada una de estas estructuras tiene una función específica como almacenar el material genético, delimitar la célula, producir energía, sintet
El resumen propone implementar el cultivo de papaya Red Lady en la Comunidad 4 de Julio en Bolivia para lograr la soberanía y seguridad alimentaria a través de su comercialización. Se espera identificar las condiciones locales para el cultivo mediante una evaluación ecológica, incrementar el rendimiento usando técnicas tradicionales y determinar el impacto en los ingresos familiares analizando los resultados del sistema de producción agroecológico propuesto.
The document discusses factors that can cause family break-ups and steps that can be taken to overcome them. It states that the family is a vital social institution but can collapse due to issues like poverty, financial strain, social problems like addiction, lack of planning, and lack of religious education. To address this, efforts are being made to provide more affordable housing, increase parental involvement in social activities, and encourage media coverage of the importance of strong family bonds.
O documento apresenta vários fatos curiosos sobre animais e seres humanos. Alguns dos principais pontos são: os músculos do coração humano podem jorrar sangue a 10 metros de distância; elefantes não podem pular; o músculo mais forte do corpo é a língua; e humanos e golfinhos são os únicos animais que fazem sexo por prazer.
This document discusses key concepts in clinical trial statistics including probability, hypothesis testing, and types of errors. It defines important terms like confidence intervals, statistical significance, and power. Larger sample sizes, higher effect sizes, and less variability between samples can increase a study's power to detect real effects and avoid type II errors. The relationship between p-values, effect sizes, sample sizes, and clinical significance is complex. Statistical significance does not always equal clinical importance.
Hipólito Bouchard fue un marino francés que luchó por la independencia de Argentina y Chile. En 1818, Bouchard zarpó desde Buenos Aires en su barco "La Argentina" para atacar puertos españoles en el Pacífico. Aunque tuvo algunos éxitos militares, la expedición terminó en desastre cuando su barco naufragó cerca de las islas Galápagos.
يتناول العرض الاستراتيجيات الاساسية في الريادة والتي يجب على المنظمات التى تسعى الى ان تتقدم عن المنظمات الاخرى ان تتبناها للوصول على الريادة في العمال
Giss.e.psicologia educativa los indicadoresBanesa Ruiz
Los indicadores son elementos que proveen información cualitativa o cuantitativa sobre un proceso o tema para evaluarlo. Deben ser precisos, pertinentes, sensibles a cambios, confiables y de fácil obtención. Existen diferentes tipos de indicadores como los de gestión, resultados, efectos e impacto, los cuales miden diferentes etapas de un proceso y son útiles para la evaluación.
Esta unidad cubre temas relacionados con la evaluación en los procesos de enseñanza y aprendizaje, incluyendo los factores que intervienen y los diferentes tipos de evaluación como la autoevaluación y heteroevaluación. El objetivo es que los estudiantes aprendan sobre la evaluación para que puedan aplicar estos conocimientos en su futura profesión y desarrollar mejor sus habilidades a través de la evaluación cualitativa y cuantitativa.
Digital ecosystems will be the next big wave of enterprise disruption. Traditional boundaries between industry verticals are fading. The result? Unexpected newcomers are creating market power shifts.
The National Civil Aviation Policy aims to prepare for 30 crore domestic and 50 crore international passengers by 2027. Key objectives include ensuring safety through technology, enhancing regional connectivity through infrastructure development, and promoting the aviation sector through cargo, maintenance, and skill development. The policy introduces a regional connectivity scheme to subsidize flights to small towns, liberalizes bilateral rights, and transitions airport tariffs to a hybrid model using 30% of non-aeronautical revenues. It also reforms ground handling, eases maintenance rules to grow the MRO sector, and develops aviation education.
The document summarizes a presentation on implementing ASEAN's Open Sky policy in Indonesia. It discusses recommendations for revising Indonesia's aviation law and competition law to accommodate Open Sky. The presentation also analyzes impacts on demand, airlines, airports, airspace, and the economy. It proposes an immediate action plan and medium-long term plans for aviation law, airlines, and airspace to facilitate Open Sky implementation by 2015.
The National Civil Aviation Policy aims to develop a safe, secure, and sustainable civil aviation industry in India. Key objectives include enhancing regional connectivity through infrastructure development and fiscal support, improving ease of doing business through deregulation and digitization, and promoting the entire aviation sector value chain. Some major policy initiatives proposed include expanding the regional connectivity scheme, liberalizing bilateral traffic rights, increasing private participation in airports and ground handling services, and reforming maintenance and skill development. The policy also aims to increase domestic passenger traffic to 30 crore by 2022 and 50 crore by 2027.
1. MINSTRY OF CIVIL AVIATION, GOVERNEMNT OF INDIAbose37
The civil aviation industry in India is growing rapidly and is now the third largest domestic aviation market worldwide. The government aims to expand regional connectivity through developing infrastructure and reducing costs. Recent major aircraft purchases by Air India and IndiGo position India attractively in the global market. The Ministry of Civil Aviation oversees policy, regulation, and development of the aviation sector. Its key initiatives include the Regional Connectivity Scheme to improve regional flights and the replacement of the 5/20 rule with a level playing field for international operations.
Ryanair was founded in 1985 with two aircraft flying one route. By 2010 it had transformed into Europe's largest low-cost airline with 232 aircraft flying 153 routes. Ryanair's strategy has been to offer the lowest fares possible to become Europe's No. 1 low-cost carrier. This paper analyzes Ryanair's competitive position, strategic capabilities, and sustainability of its strategies using Porter's Five Forces framework and a SWOT analysis. Ryanair's strengths include its leadership in the low-cost airline industry, but its emphasis on low costs has come at the expense of customer service, which it should seek to improve to build loyalty.
The document discusses India's aviation ground handling crisis. It describes the current system where private airlines handle ground services themselves or through contractors to keep costs low. A new government policy will limit ground handling to only 3 companies, including airport operators. Airlines oppose this as the proposed rates from these companies would double their current costs. The aviation ministry will have to decide between the airlines, who want to keep costs low, and airport operators, who need to boost revenues. This dispute could be the next major crisis in India's aviation industry.
India Aviation ICT Forum 2013 - G. Chandramouli, MD, Kunnur International Air...SITA
The document discusses plans for developing Kannur International Airport in Kerala, India. Phase 1 of the airport's development from 2015-2025 has a total projected cost of $300 million. It will have a 3,050 meter runway capable of handling large aircraft. The airport is expected to handle over 1 million international passengers and over 400,000 domestic passengers by 2025-2026, growing significantly by 2045-2046. The airport aims to serve the large non-resident Keralite population in Middle East as well as promote regional connectivity and tourism.
For organizations that deliver their strategy using projects, OPM3 is the newest tool to diagnose and improve the organization’s ability to deliver the right projects the right way. OPM3 is a new standard, delivered through the Project Management Institute (PMI) that provides the industry best practices for delivering strategy through organizational project management.
o Through the OPM3 cycle, an organization determines its ability to deliver its strategy through a comprehensive assessment of its organizational project management processes and activities. Once the extent of implementation is understood, the organization then determines the gaps in its implementation of OPM that impact its ability to deliver its strategy. Improvement plans are built and executed that drive and improve business performance.
The document provides an annual report for AIESEC Canada for the 2015-2016 year. It includes sections on the chair's letter, president's letter, an overview of AIESEC, management team profiles, program results and statistics, testimonials from partners and participants. Some key details:
- Over 2,200 Canadian youth participated in programs across the country.
- Programs saw a year-over-year increase in participation and revenue. 208 Canadians went abroad for professional internships, 507 for volunteer internships, and 100 international interns worked in Canada.
- Partnerships with groups like the Asia Pacific Foundation helped send more Canadians to Asia for skills development.
- Participants gained global experience and skills through
El documento describe las principales partes y estructuras de la célula animal. Estas incluyen el núcleo, la membrana celular, las mitocondrias, la cromatina, los lisosomas, el aparato de Golgi, el citoplasma, el nucleoplasma, los centriolos, los ribosomas, el retículo endoplasmático y la membrana endoplasmática. Cada una de estas estructuras tiene una función específica como almacenar el material genético, delimitar la célula, producir energía, sintet
El resumen propone implementar el cultivo de papaya Red Lady en la Comunidad 4 de Julio en Bolivia para lograr la soberanía y seguridad alimentaria a través de su comercialización. Se espera identificar las condiciones locales para el cultivo mediante una evaluación ecológica, incrementar el rendimiento usando técnicas tradicionales y determinar el impacto en los ingresos familiares analizando los resultados del sistema de producción agroecológico propuesto.
The document discusses factors that can cause family break-ups and steps that can be taken to overcome them. It states that the family is a vital social institution but can collapse due to issues like poverty, financial strain, social problems like addiction, lack of planning, and lack of religious education. To address this, efforts are being made to provide more affordable housing, increase parental involvement in social activities, and encourage media coverage of the importance of strong family bonds.
O documento apresenta vários fatos curiosos sobre animais e seres humanos. Alguns dos principais pontos são: os músculos do coração humano podem jorrar sangue a 10 metros de distância; elefantes não podem pular; o músculo mais forte do corpo é a língua; e humanos e golfinhos são os únicos animais que fazem sexo por prazer.
This document discusses key concepts in clinical trial statistics including probability, hypothesis testing, and types of errors. It defines important terms like confidence intervals, statistical significance, and power. Larger sample sizes, higher effect sizes, and less variability between samples can increase a study's power to detect real effects and avoid type II errors. The relationship between p-values, effect sizes, sample sizes, and clinical significance is complex. Statistical significance does not always equal clinical importance.
Hipólito Bouchard fue un marino francés que luchó por la independencia de Argentina y Chile. En 1818, Bouchard zarpó desde Buenos Aires en su barco "La Argentina" para atacar puertos españoles en el Pacífico. Aunque tuvo algunos éxitos militares, la expedición terminó en desastre cuando su barco naufragó cerca de las islas Galápagos.
يتناول العرض الاستراتيجيات الاساسية في الريادة والتي يجب على المنظمات التى تسعى الى ان تتقدم عن المنظمات الاخرى ان تتبناها للوصول على الريادة في العمال
Giss.e.psicologia educativa los indicadoresBanesa Ruiz
Los indicadores son elementos que proveen información cualitativa o cuantitativa sobre un proceso o tema para evaluarlo. Deben ser precisos, pertinentes, sensibles a cambios, confiables y de fácil obtención. Existen diferentes tipos de indicadores como los de gestión, resultados, efectos e impacto, los cuales miden diferentes etapas de un proceso y son útiles para la evaluación.
Esta unidad cubre temas relacionados con la evaluación en los procesos de enseñanza y aprendizaje, incluyendo los factores que intervienen y los diferentes tipos de evaluación como la autoevaluación y heteroevaluación. El objetivo es que los estudiantes aprendan sobre la evaluación para que puedan aplicar estos conocimientos en su futura profesión y desarrollar mejor sus habilidades a través de la evaluación cualitativa y cuantitativa.
Digital ecosystems will be the next big wave of enterprise disruption. Traditional boundaries between industry verticals are fading. The result? Unexpected newcomers are creating market power shifts.
The National Civil Aviation Policy aims to prepare for 30 crore domestic and 50 crore international passengers by 2027. Key objectives include ensuring safety through technology, enhancing regional connectivity through infrastructure development, and promoting the aviation sector through cargo, maintenance, and skill development. The policy introduces a regional connectivity scheme to subsidize flights to small towns, liberalizes bilateral rights, and transitions airport tariffs to a hybrid model using 30% of non-aeronautical revenues. It also reforms ground handling, eases maintenance rules to grow the MRO sector, and develops aviation education.
The document summarizes a presentation on implementing ASEAN's Open Sky policy in Indonesia. It discusses recommendations for revising Indonesia's aviation law and competition law to accommodate Open Sky. The presentation also analyzes impacts on demand, airlines, airports, airspace, and the economy. It proposes an immediate action plan and medium-long term plans for aviation law, airlines, and airspace to facilitate Open Sky implementation by 2015.
The National Civil Aviation Policy aims to develop a safe, secure, and sustainable civil aviation industry in India. Key objectives include enhancing regional connectivity through infrastructure development and fiscal support, improving ease of doing business through deregulation and digitization, and promoting the entire aviation sector value chain. Some major policy initiatives proposed include expanding the regional connectivity scheme, liberalizing bilateral traffic rights, increasing private participation in airports and ground handling services, and reforming maintenance and skill development. The policy also aims to increase domestic passenger traffic to 30 crore by 2022 and 50 crore by 2027.
1. MINSTRY OF CIVIL AVIATION, GOVERNEMNT OF INDIAbose37
The civil aviation industry in India is growing rapidly and is now the third largest domestic aviation market worldwide. The government aims to expand regional connectivity through developing infrastructure and reducing costs. Recent major aircraft purchases by Air India and IndiGo position India attractively in the global market. The Ministry of Civil Aviation oversees policy, regulation, and development of the aviation sector. Its key initiatives include the Regional Connectivity Scheme to improve regional flights and the replacement of the 5/20 rule with a level playing field for international operations.
Ryanair was founded in 1985 with two aircraft flying one route. By 2010 it had transformed into Europe's largest low-cost airline with 232 aircraft flying 153 routes. Ryanair's strategy has been to offer the lowest fares possible to become Europe's No. 1 low-cost carrier. This paper analyzes Ryanair's competitive position, strategic capabilities, and sustainability of its strategies using Porter's Five Forces framework and a SWOT analysis. Ryanair's strengths include its leadership in the low-cost airline industry, but its emphasis on low costs has come at the expense of customer service, which it should seek to improve to build loyalty.
The document discusses India's aviation ground handling crisis. It describes the current system where private airlines handle ground services themselves or through contractors to keep costs low. A new government policy will limit ground handling to only 3 companies, including airport operators. Airlines oppose this as the proposed rates from these companies would double their current costs. The aviation ministry will have to decide between the airlines, who want to keep costs low, and airport operators, who need to boost revenues. This dispute could be the next major crisis in India's aviation industry.
India Aviation ICT Forum 2013 - G. Chandramouli, MD, Kunnur International Air...SITA
The document discusses plans for developing Kannur International Airport in Kerala, India. Phase 1 of the airport's development from 2015-2025 has a total projected cost of $300 million. It will have a 3,050 meter runway capable of handling large aircraft. The airport is expected to handle over 1 million international passengers and over 400,000 domestic passengers by 2025-2026, growing significantly by 2045-2046. The airport aims to serve the large non-resident Keralite population in Middle East as well as promote regional connectivity and tourism.
The document discusses public-private partnerships in developing India's airport infrastructure. It outlines plans to modernize airports in major cities like Mumbai and Delhi by forming joint venture companies with private operators. The government aims to attract private investment to upgrade airports and build new ones, as the Airports Authority of India alone cannot meet the large funding needs. Private airports have been developed successfully at Cochin, Bangalore, and Hyderabad following this model. Similar partnerships are planned for other airports to improve facilities and management.
Report No. 5 of 2012 – Performance Audit of Implementation of Public Private ...Life of A Public Auditor
With the opening of Indian airspace to private and international operators, the existing airport infrastructure in the country proved to be inadequate to cope with the unprecedented growth in traffic and cargo. The Ministry of Civil Aviation (MoCA) in 2006, projected a requirement of an additional RS 40,454 crore to augment and modernize existing airports as also to construct new greenfield airports. The revenue surplus generated by Airports Authority of India (AAI) was found to be grossly inadequate to meet this requirement.
In January 2000, the Cabinet approved the restructuring of airports through the long term leasing route. Later, however, in September 2003, the Cabinet approved the restructuring of Delhi and Mumbai airports through the Joint Venture mode. In pursuance of this decision, after selection of the JV partner, AAI incorporated a subsidiary company viz. M/S Delhi International Airport Pvt. Ltd (DIAL), and subsequently sold 74% of the shares of DIAL to the JV Consortium. On 4 April 2006, in the capacity of the state promoter, AAI signed an Operation Management Development Agreement (OMDA) with DIAL. The AAI handed over IGI airport, Delhi to DIAL on 3 May 2006 on 'as is where is' basis and granted DIAL the exclusive right to undertake functions of operations, maintenance, development, design, construction, modernization, finance and management of the Airport.
On 26 April 2006 Government of India signed another agreement with DIAL viz State Support Agreement (SSA). The agreement laid down conditions and nature of support to be provided by Government of India, along with the mutual responsibilities and obligations between Government and DIAL.
1. The document discusses aspects of aircraft leasing and financing, with a focus on managing risks for airlines. It provides background on the state of the aviation industry and methods of financing aircraft, such as direct purchase or operating leases.
2. The document then discusses approaches to assessing and mitigating financial risks for airlines, including business, market, credit, liquidity, operational, and legal risks. It notes that effective risk management strategies from other industries could be applied to airlines.
3. The summary concludes that risk management in the airline industry is important as airlines work to reduce costs in their complex industry, and that managing risks is necessary but the financial markets do not always trust airlines' risk
This document provides comprehensive guidelines regarding the posting of customs officers and staff at facilities on a cost recovery basis and the granting of exemptions from cost recovery charges. It consolidates information from previous letters and circulars on the topic. Key points include staffing norms for different customs facilities, the process for creating posts on a cost recovery basis, rates for cost recovery charges, and conditions for facilities to be exempted from cost recovery charges.
The document provides an overview of developments in the global airline industry, focusing on growth projections, new technologies, and sustainability considerations. Some key points:
- Air passenger traffic is expected to double by 2030, straining existing airport infrastructure. The ICAO is working with stakeholders to implement efficiency improvements through its Global Plan.
- New technologies like continuous descent operations, arrival management, and airborne collision avoidance systems aim to increase airspace capacity and flight efficiency while improving safety.
- Automated flight control technologies could allow for fully automated piloting in the future, taking control of aircraft in emergency situations. However, investments are still needed to integrate these systems.
- Sustainable aviation fuels and more fuel
Good morning ladies and gentlemen, welcome aboard Qatar Airways flight QR-123 from Mumbai to Doha. My name is Sumaiyya and I will be your cabin crew for this flight. On behalf of the captain and crew, I would like to thank you for choosing to fly with us today. We aim to ensure your safety and comfort throughout this journey.
Please pay attention as I demonstrate the safety features of this aircraft:
[Demonstrates the safety features like oxygen masks, life jackets etc]
In the unlikely event of an emergency, please follow the instructions of the crew. Your seat cushions can be used as flotation devices. The exits are located on both sides of the aircraft and
The second volume of the airport policy report discusses how the interests of airports would be met under FAA Transformational Reform. Included is a discussion of funding and self-help options for the system of airports.
The Indian aviation industry has faced many challenges in recent years including high fuel prices, overcapacity, and periods of subdued demand growth. Most airlines have high debt burdens and liquidity constraints. The government has taken steps to allow foreign investment in airlines and direct fuel imports, but these may not fully address the industry's fundamental problems. Over the long term, airlines need to improve their cost structures and the industry needs better alignment of capacity and demand to restore pricing power. Traffic growth has been steady, but intense competition has reduced yields and profits in the face of high costs exacerbated by high fuel prices and a weak rupee.
This document discusses managing construction projects at airports. It notes that airports require management of both air transportation operations and large real estate investments and construction projects. Construction at airports tends to be 15-25% more expensive than normal due to various airport-specific factors such as strict airside safety rules and regulations that increase security requirements and complicate logistics for workers and vehicles. Large investments in expansion projects are common as airports must constantly adapt facilities to meet growth, new airline business models, and changing industry needs.
Possible Final Exam QuestionsChapter 7 Questions1. Page 298 .docxharrisonhoward80223
Possible Final Exam Questions
Chapter 7 Questions
1. Page 298 #1
a. In perfectly competitive markets, identify and brief discuss the three conditions for economic efficiency.
b. Based upon your current knowledge of intercity rail, bus, and airline passenger modes, in which sector do you believe resources are more efficiently allocated today? Would your answer change if the same question were asked for the year 1975?
2. Page 298 #3
Because the Pacific Northwest has a comparative advantage in the production of lumber and the Midwest has a comparative advantage in the production of foodstuffs, there will rise a demand for transporting foodstuffs from the Midwest to the Pacific Northwest and for transporting lumber from the Pacific Northwest to the Midwest.
a. Suppose a natural disaster, such as flooding, occurs in the Midwest which raise the cost of supplying wheat. What effect will this have upon the demand for transporting wheat from the Midwest to the Pacific Northwest?
b. Suppose that wheat is an inferior commodity. Then what will be the effect upon the demand for wheat transportation from a rise in per capita incomes in the Pacific Northwest?
c. Assume that nationwide there is a general fall in labor productivity. Can we predict the effect this would have upon the demand for transporting between the Pacific Northwest and the Midwest?
3. Page 299 #5
Owner operators in the truckload segment of the motor carrier industry could be viewed as monopolistic competitors since quality differences in their services enable them to offer similar but differentiated products.
a. Do firms in this sector have market power?
b. Will a typical firm in this industry make positive, negative, or zero economic profits? Graphically depict a typical owner operator’s long run equilibrium.
4. Page 300 #10
In work on airline fares, Morrison and Winston (1995) reported the following regression model results for the 3rd quarter of 1993. The sample included carriers providing direct or on-line connecting service for the 1,000 most heavily traveled routes in the U.S. t-statistics are in parentheses.
ln (average fare) = .027 ln (route competitors) .120 ln (airport competitors)
(2.1) (12.0)
+ .383 ln (distance) .048 ln (route passengers)
(47.9) (9.6)
R2 = .48
# observations = 5,513
a. From these results, does actual competition discipline the market? How about potential competition?
b. Are the results consistent with a model of pure contestability?
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Civil Aiation Policy Revised Draft Oct 15 - Comments by Cdr Kamaljit Singh Jassal Retd
1. 1
Cdr (Retd) Kamaljit Singh Jassal jassalnavy@hotmail.com
otm
Comments on
Revised Draft Indian Civil Aviation Policy
Oct 2015
Cdr Kamaljit Singh Jassal
jassalnavy@mail.com
2. 2
Cdr (Retd) Kamaljit Singh Jassal jassalnavy@hotmail.com
COMMENTS ON ‘REVISED DRAFT - CIVIL AVIATION POLICY OCT 2015’
1. MoCA has come out with a Revised Draft of Civil Aviation Policy in Oct 2015 and has
sought comments on the Policy. The policy cannot be read in isolation and has to read in
continuation with two preceding documents viz Shri Naresh Chandra Committee report (part 1
& 2) of 2002 and Shri Ajay Prasad Committee report of 2008.
2. The author comments on the Revised Draft Policy are placed in the succeeding
paragraphs. Detailed profile of the author is placed at Annexure to this letter.
Macro - Issues
3. Charter of duties/ Business rules of MoCA includes inter-alia the following:
The Ministry of Civil Aviation is responsible for formulation of national policies and programmes
for the development and regulation of the Civil Aviation sector in the country.
4. Indigenous Aircraft. In the current scenario when the Govt of India is focusing
on MAKE in INDIA campaign and India is bereft of Aviation manufacturing sector, it is
important that some mention towards this should have been included. While it is appreciated
that the mention of development of MRO, a close cousin, has been included but with no
mention of efforts of developing a simple Passenger Aircraft or Helicopter, is extremely
depressing and setback to developing the Aviation Sector.
5. Runways & Drone/ UAV Ops. There is a mention of using the unused Runways.
Many of these Runways could be used for UAV/ Drones ops by the Services or CPMFs.
Congruence of Ops needs to be addressed while taking them onboard.
6. Reducing Cost of Limited Use Airports. Mention has been made of using the
unused Runways (also known to Services for diversionary Ops/ FOB/ war efforts) and
construction of Airports in Tier 2 or 3 cities. If the civil aircraft operations in these Airports
would be limited to 3 to 5 aircraft landings/ takeoffs in day time, then in order to reduce the
cost of its manning/ synergy of air operations it would be proper that for initial years these be
manned by Services/ CPMFs. As & when the financial viability of these Airports dictate same
these could be operated solely by AAI.
7. 150 Km Rule. Naresh Chandra Committee had made recommendation that there
be no airport in vicinity upto 150km of an existing airport. This anamoly needs to be corrected
through this policy.
8. Free Land/ State to Pay. At many places, VGF has been mentioned and also free
Land for airport has been sought
Specific Issues
9. Para 2/ Mission. Vision should be endurable and not time bound while Mission can
be landmarked. It would be ideal to swap these two. Accordingly, Mission statement can be
refined as:
3. 3
Cdr (Retd) Kamaljit Singh Jassal jassalnavy@hotmail.com
To create an eco-system to enable 30 crore domestic ticketing by 2022 and 50 crore
by 2027 from Indigenous Airlines. Similarly, international ticketing to increase to 30
Crores by 2022 and 50 crore by 2027 from Indigenous Airlines.
Let there be parallel and equal growth in national cum international scene & let
there be emergence of Indian International Airlines.
10. Para 2c/ Objectives. Objectives need to be made more tangible, Timelined,
Activity Landmarked & cost benchmarked.
11. Para 5/ RCS. Regional Connectivity can be Scheme can be ushered in a
different way than proposed. While implementing this scheme, subtle balance of operations,
profitability etc of the Airlines is to be considered. For this, the following is proposed:
Proposed RCS
a. Air routes are classified as P-1, P-2 and P-3 based on metrics of traffic density,
passenger load, cargo load and profitability. Generally routes connecting national/
major state capital airports are P-1 (which may also be operating International flights),
while P-2 are lesser dense while P-3 are new identified/ least flown routes/ airports.
This list of P-1, P-2 and P-3 air routes/ airports shall be made by MoCA and revised
ever 3 yrs.
b. An existing Airlines flying on two P-1 routes per day (2 takeoffs/ landings) shall
also fly one P-1 (airport) to P-2 (airport) route (1 takeoff/ landing). This shall get the
Airline One credit point. An Airline flying P-2/P-3 to P-3/ P-2 (1 takeoff/ landing) airport
route shall get 2 credit points.
c. An existing Airlines flying on four P-1 routes per day (2 takeoffs/ landings) shall
also fly one P-2 route (1 takeoff/ landing) and one P-3 route (1 takeoff/ landing). This
shall get the Airline 3 credit points.
d. An Airline, who obtains 6 credit points, shall also be eligible to fly one
International airway of SAARC region.
e. An Airline accumulating 12 credit points shall get a second International air route
other than SAARC region.
f. The Regional Connectivity Scheme (RCS) will come into effect from 1 April
2016.
g. It is targeted that an all-inclusive airfare not exceeding Rs 2500 per passenger,
indexed to inflation for a one-hour flight on RCS routes.
h. This will be implemented by way of:
i. Revival of un-served or under-served aerodromes and airstrips.
ii. Cost-effective security solutions by BCAS and State Governments.
iii. Revival of No-Frills Airports
iv. RCS will be made operational only in those States which reduce VAT on
ATF at these airports to 1% or less.
v. For Customs Duty SCA will treated at par with scheduled commercial
airlines provided they do not undertake any charter carriage.
vi. State Government will provide land and multi-modal hinterland
connectivity (road, rail, metro, waterways, etc) as required.
4. 4
Cdr (Retd) Kamaljit Singh Jassal jassalnavy@hotmail.com
vii. For 10 years from the date of commencement of flight operations under
RCS:
There will be no airport charges levied on SCA for their operations
under RCS.
Service Tax on tickets under RCS will be exempted.
State government will provide police and fire services free of cost.
Power, water
and other utilities will be provided at substantially concessional rates.
ATF drawn by SCA‟s from the Regional Connectivity Scheme (RCS)
airports
shall be exempt from excise duty.
viii. SCAs will be provided easy options for entry into and exit from RCS.
12. Para 6/ 5-20 Rule. 5/20 rule should be thrown out as it restricts indigenous
airlines to grow abroad and garner more money/ FE in a competitive way. Once an Airlines
has done its onerous duty inside the country, it should be allowed to spread its wings and
earn FE it in a competitive way. In this way, the Airline will bring in better global best practices
of Airlines management and add to the bouquet of services and reduce its risks.
13. Para 7/ Bilateral Rights. This is agreed to.
14. Para 8/ CSA. CSA is agreed to.
15. Para 9/ MRO. Larger issue of getting the Taxation on even keel is more
important than financial funding of the MRO companies. Technology Transfer among these
companies may also be encouraged. It is sad that most of the MRO companies‟ requirements
don‟t find their way in Capital Goods and hence struggle for Taxation benefits due to them.
ITC(HS) list harmonization and draft policy of Capital Goods can cover Aircraft industry
manufacturing and MRO requirements.
16. Para 10/ RDG. RDG needs to be reviewed in light of open skies policy. Restriction
of 150km for neighboring airport was restrictive & retrograde step. At the same time, while
opening the skies for fixed wing to rotary wing to UAV operation (for agriculture, disaster
management, policing etc), the air space management needs to be looked into.
17. Para 11/ Financing. Uniformed policy for financing needs to be looked into and
piecemeal addressing the needs of Aviation sector could bring in larger undulations in overall
economics & business. It is must that for MAKE in INDIA campaign to succeed, low interest
financing & lower uniformed taxation is observed. This shall also provide good eco-system for
start-ups in India & hasten the process of ease of doing business in India.
18. Para 12/ Helicopter. There is need to bring additional paper which is in larger
conformity with revised draft civil aviation policy 2015. Aim of this paper should be
„procedures/ structures for increasing Helicopter operations in Hills & Desert (generally P-2 &
P-3 routes/ airports) and managing air space management/ Helipads in dense aviation space
5. 5
Cdr (Retd) Kamaljit Singh Jassal jassalnavy@hotmail.com
(generally P-1 airports, for eg Delhi airport to NOIDA helipad). This paper should target safe
operations upto ten times than the existing frequency/ operations.
19. Para 13/ SCA. Paid up capital can be reduced to one crore. As it is any SCA will
go through DGCA & ICAO safety guidelines and make investments for same. VGF can go
away in line with Para 10 (RCS) above.
20. Para 14/ Airport Development. This is agreed to. Bad experience of NHAI Toll and
Delhi/ Mumbai Airport charges, in PPP mode, should be learnt & avoided. More transparency
& audit by Govt auditor should be brought in the contract & enforced.
21. Para 15/ AAI. At many places VGF by State/ Center Govt and free Land has
been mentioned. This is dreamy. If States had to do this then Civil Aviation should be in the
2nd
schedule list. Over stretched thought process needs to be controlled and better two way,
easy, viable & transparent transaction needs to be looked into. There is strong need to reform
the AAI on the lines of CISF services model.
22. Para 16/ ANS. This is agreed to. Adherence to standards equivalent to GAGAN
could be mentioned, as this would undo the monopoly of GAGAN.
23. Para 17/ Air Cargo. In the growing times, it would be necessary to protect jobs
for Indians. Study of USA Fly America Act (on usage of Indigenous Airlines for Cargo &
Passenger) and Jones Act (for employment of people) be made & implemented on same
lines. While constituting of ACLPB is a good move in creating capacity in better Governance,
it would be good measure to discuss & mention consumer protection, penal measures, liability
& ombudsmen role.
24. Para 18/ MAKE in INDIA. MoCA doing the role of development agency (Design
& Develop) for civil Aeronautics is a non-starter. Kindly handover this role to Academia-
Industry type Sec25/ new Sec8 company or (regd) Society. In MoD, we were able to do a
semi-indigenous way of making Light Transport Aircraft (LTA) as part of replacement of
existing Avro aircrafts. There is need to grow aviation industry in a structured way. CEMILAC
(certification), NAL/ ADA (D&D effort) etc are half done capabilities. There is more need for
growing/ grooming designing, testing, certifying, evaluating etc agencies. In this direction,
Govt & Private industry needs to co-inhabit with lead foreign aviation agencies or companies.
This cannot be realized until a deep thought is placed on same and a discussion paper is
made available in open domain. Based on the discussions with stakeholders, around the
discussion paper, a Roadmap needs to be made. The current lines mentioned on this topic
(especially in Para 18) in the draft revised policy are terribly short and in no way do justice to
the Country, Indian Aviation Industry and PM‟s vision of MAKE in INDIA. If the issue is beyond
the powers of MoCA then it should be urgently referred to PMO.
25. Para 19 to 25. These are generally agreed to. ESMA is strongly recommended as
Aviation, like Telecom, is a strategic sector.
----------xxxxx---------------------xxxxx---------------------xxxxxx----------------xxxxx----------------
6. 6
Cdr (Retd) Kamaljit Singh Jassal jassalnavy@hotmail.com
Annexure I
BRIEF ON THE AUTHOR
Cdr (Retd) Kamaljit Singh Jassal is a qualified Naval Helicopter Controller. He has been
Country Manager of a lead Aviaition US MNC [FLIR Systems]. He has also been Joint
Director in MoD/ Perspective Planning, Procurement & Force Development.
DETAILS - KAMALJIT SINGH JASSAL
Name: Kamaljit Singh Jassal
Mbl:9717755528 0124-2213228, Email: jassalnavy@hotmail.com
Address: Q-1004, Defence Officers Enclave, Sector 49, Gurgaon -122018
Date of Birth: 15 May 1968
Personal Brief –
Over 24 years of experience in Govt & Industry in the fields of Formulating Plans/ Strategies/ Policies &
executing them, Operations, Market research/ Capability & Capacity assessment, Budget Management/
Financial Discipline, Networking/ Liaison/ Corporate Affairs, Procurement/ SCM, Unit level Leadership &
General Management with exposure to Indian and advanced countries market.
An Out‐of‐the‐Box Thinker with a proven track record of streamlining workflow & creating a team work
environment to enhance productivity.
Thought leadership through presentations at industry conferences, guest lectures at CII, FICCI,
ASSOCHAM & top tier Higher Defence Management/ Industry programs.
Involvement in Industry Associations, working with Cross Culture Teams.
Sound knowledge of existing industry practices & client mindsets when solving business problems.
Vast understanding of various Technologies as User/ Maintainer (mentioned in detail in CV later) and
valuation models for Technology acquisition.
Deep understanding of Govt Procurement Procedures, GFR 2005, Offsets Policy, ESDM Policy, FTP 15-20
etc.
Good Instructor in Operations, Business Process Re-engineering. Good in IT/ Computers, Security,
Networks applications usage, Integrating Telecommunication/ Audio-Video Systems (Border Security).
Exposure to handling P&L, Financial viabilities assessment, Price Benchmarking/ Negotiation, Budget
controls etc and handling large cross cultural teams.
An effective communicator with strong analytical, interpersonal & problem solving skills. Adept at
assessing capabilities, identifying limitations, evaluating and recommending efficient solutions to meet
business needs.
Core Competencies –
Launch the Company in India, Select & Build up Team.
Country Manager Responsibilities, Corporate Relations, Statutory Compliance
Business Development (Presentations of Products/ Technical & Marketing) / Operations/ Offset
Partnering/ JV/ Technical Scan.
Formulating Perspective Plans, Strategy, Policies & Specifications.
Global Consultancy for Market Study, Viability, Implementation etc.
Operations, Project Management, Oversight control to avoid Time/ Cost overruns.
Business Process Re-engineering, Work flow analysis, TCA modelling
Procurement, RFI/ RFP, bids, Contracting, Project management.
7. 7
Cdr (Retd) Kamaljit Singh Jassal jassalnavy@hotmail.com
Financial Prudence, Budget Controls etc.
Decision making, Conflict resolution, Motivator, Co-ordination& HRD.
Thought Leadership, Concept & Analysis, Decision making.
HRIS, Learning, Training & Development.
IT/ Technology Mgmnt/ Electronics/ Semiconductors/Telecommunications/ RFIC/ FPGA/ Audio-Video
integration.
Planning/ Operation/ Management of FMCG sector called CSD Canteens with massive product line/
inventory and huge turnovers.
Executive Director,
Punjab Hi Tech Systems (A Consultancy Brand Startup)
Jun 2014 – Present, New Delhi Area, India
Consultancy in the field of A&D, Marine, Oil&Gas, Telecom, Renewable Energy (SOLAR, Wind, Bio-Mass), HR
Info Systems.
Management Consultancy Scope includes:
o Market Study, Technology Mapping & Development
o Proposal Formulation (incl Swiss Challenge Method)
o Business Development/ Corporate Relations
o Joint Ventures/ ToT/ Offsets Management
o Government Compliance
o Life Cycle Costing (LCC) & TCA Modelling.
o Supply Chain Management/ 3PL
o Procurement & Acquisition
o Business Advocacy, Business Strategy & Plans
o Making Presentations to International Clients/ Consulting Group/ Company.
o Business Process Engineering, Work Flow Analysis, Change Management/ Conflict Resolution/
Motivation, Training & Improvements, Efficiency audits.
o P&L, Investments Advisory into Hi Tech/ Defence/ Aerospace
o Techno-Commercial Compliance (EoI/ RFI/ RFP/ Bids Evaluations/ Price Nego/ Contracting)
o Project Management
o IT Infrastructure Management, Telecom and Audio/ Video Systems
o People & Leadership/ Administration
Special Industry: Communication/ Telephony (Mobile/2G/3G/ VSAT etc), Solar/ PV, Oil & Gas, Fire
Fighting, Damage Control, Helicopter Control Operations, Navigation, Simulators, CBRN, Diving Support etc.
Product Line: Land System - LMV/ HMV/ ICV/ BMP,
Marine - RHIBs/ Navigation Eqpt, Propulsion Sys/ PGD Sys,
Aviation (UAV, Nav Sys/ Simulators/ C4ISR Integration,
IT Sys, Fighting Sys etc for Defense/ Homeland.
Country Manager
FLIR Systems Inc USA
Jan 2013 – May 2014 (1 year 5 months)India
Country Manager Responsibilities includes but not limited to:
Formulate & Execute the Country specific Strategy, Plans which are in consonance with global norms.
Operations, SCM/ Operational Logistics, Export/ Import issues/ ATA Carnet etc.
JV/ Transfer of Tech/ Offsets partnering.
Business Development, Marketing Forays, Business Analysis etc.
Target setting & achievement of Group/ Teams targets.
Financial Mgmt, P&L accounts, Statutory compliance, Financial assessment/ Cost benchmarking.
Technical Scan, Project Feasibility/ Viability, Project Management/ Monitoring etc.
RFI, RFP, Bidding, Contracts.
8. 8
Cdr (Retd) Kamaljit Singh Jassal jassalnavy@hotmail.com
New Projects & Initiative/ Corporate Affairs/ Chambers & Govt Interactions.
Participate in Exhibitions/ Seminars/ Conferences/ Workshops. Also a Panellists.
Team Player, Team Grooming & Leadership.
Joint Director, Govt of India,
Min of Defence / Joint Services Management
June 2009 – December 2012 (3 years 7 months)New Delhi
Formulated Perspective Plans, Strategy & Roadmap. Notables are 15 yrs Long Term Integrated Perspective
Plan (LTIPP12-27), 5 yr Defence Plan (12th), 5 yr Defence Manufacturing Plan, Revised Offset Policy& TPCR
(Technical Perspective & Capability Roadmap).
Pioneered &seamlessly integrated Indian Industry/ Chambers like ASSOCHAM, CII, FICCI with Capital
Procurements for MAKE in India programs.
Policies coordination with MoD, Planning Commission, Dept of Production/ DDP, NMCC, DIPP etc.
Coordinated SCAPCC with members of the level of Joint Secy & self as Memb Secy. Processed proposals/
conducted next level of meeting viz SCAPCHC with members of level Addn/ Special Secy; DPB with members at
the level of Secy; and DAC with Hon’ble RM (Defence Minister) in chair, Chiefs & Secys as members.
As Member Secy SCAPCC (Capital Acquisition body of MoD) processed tri-services proposals (400-500
numbers) for Capital Acquisitions worth millions for Defence Equipment, Platforms & Sensors.
Scanned divergent technology for induction, its fruitfulness with alternatives.
Carried out Capability & Capacity assessment of Vendors for Vendor development/ Vendor management.
Evaluated & cleared millions of Crores worth (INR/ USD/ Euro) Offsets proposals, Offsets Banking proposals.
Pioneered and Seamlessly implemented/ integrated, for the first time in Nation’s history (in Oct 2009),
Defence Capital Procurement and Indian Industry.
Decision Support Mechanism/ Decision Making on diversified, advanced technologies Acquistions (Platforms/
Equipment/ Sensors etc) for the three Services (Armed Forces). Decision support includes Investment decisions
in upgrading/ setting up DPSUs/ Industry, buying Technology for follow up MAKE in India, JV/ Offsets partnering
etc.
Joint Director/ Commander
Maritime
January 2007 – June 2009 (2 years 6 months)New Delhi Area, India
Formulate Specifications (SQR), RFI/ EoI/ RFP, Techno-Commercial bids, Trials Evaluation, Costing/ Price
nego, Contracting, Project Management/ Implementation, Budget Management, IT Management.
Budget Management and Schemes/ Project Management of various Induction of Weapons, Sensors and
Platforms.
Formulated all Buy-able and Build-able Yard crafts (102 type) specifications/ Staff Requirements in different
categories, carried out Techno-Commercial bids examination, overseen the construction/ Project Management of
all viz Missile Barge, Torpedo Barge, Tank Cleaning Vessel, Flotsam Barge, Victuals Barge, Sewage Barge, 50
men/ 250 men Ferry Crafts, 50/ 25/ 10 BP Tugs, 200T/ 300T/ 500T Propelled and non-Propelled Water barges,
200T/ 300T/ 500T Propelled and non-Propelled Fuel barges, 300T Propelled and non-Propelled Feed Water
barges, etc valuing thousands of Crores.
Dealt (Operations/ Construction/ Project Management) entire Amphibious ships and craft. Conceived and
formulated specs for DSV, DSRV & Diving Crafts.
Standardized Boats inventory of Navy (from 54 to 06) and formulated Navy’s Boat Policy.
Pioneered induction of HDLJ (Hazardous Duty Life Jacket) in Navy and formulated Global Specifications
complying SOLAS.
Pioneered induction of 15 + 80 Global FICs (Fast Interceptor Crafts) in Navy, bringing in a Paradigm shift in
Manning/ Commanding such vessels and formulated 4th generation specifications/ Staff requirements for FICs.
Managed IT network over various Command and Stations.
Formulated path breaking Policies of NBCD/ CBRN and managed Navy wide NBCD. Executive and expert to
GoI for formulating NDMA guidelines on NBC attacks. Formulated Navy wide Books of Reference (5 volumes)/
bibles of NBCD and major impacting Policies.
Training Learning & Development
9. 9
Cdr (Retd) Kamaljit Singh Jassal jassalnavy@hotmail.com
Flag Officer Sea Training
February 2002 – January 2007 (5 years)Kochi, India
* Sea Going Instructor and worked up wide range of ships from Carrier-Frigate-Destroyer-OPV-Corvettes-Small
warships etc.
* Carry out Business Process Engineering to build in War- fighting Efficiency of a Warship and its crew by work-
up.
* Efficient Planning, clockwork precision in execution of networks systems/ departments/ work groups so as to
seamlessly integrate to bring efficiency & punch in a warship.
* Conceptualised, Pioneered induction of NBC Yard, a state of art training facility for NBC, FF & DC trainer for
Kochi.
* Excellent Outdoor activities including Sailing, commissioning of J-24 Sailing Crafts and conduct of Mumbai to
Kochi rally.
* Oi/c of Watermanship Training Center & Oi/c Sailing Vessel Sameer and Offshore Sailings like Kochi to
Lakshdweep/ Tuticorin/ Karwar.
* As Dy Oi/c Seamanship School & Senior Instructor/ Training Coordinator, managed 650 to 800 students
training gainfully
* Formulated & Re-vitalised syllabuses, formulated lesson plans, evaluation procedures for numerable courses
for varying level of service experience personnel.
• Realistic scenario based exercises, mock interviews/ inter-actions, realistic drills.
• Build efficiency through efficiency management, optimum resource utilization, Man-machinery/ equipment/
tools interface.
• Feedback management, change management, re-vitalising procedures with 360 degree appraisal from
stakeholders. Implemented Kirk Patrik Model.
* IT Training based on CBT Packages, IT integration to Hardware, Systems Networks
• Coordinator & conflict management with Business Process Re-engineering approach (paradigm shift or
incremental approach, as thee situation demands).
• Assessor, Designer and implementer of Workflows, Processes, Structures and Procedures to harness the
change management.
• Usage of tools like VED or ABC or CBA to implement and oversee the change implemented.
Technogy Exploitation (Usage & Maintenance)
Defence
January 1991 – December 2006 (16 years)Pan India
Handled (User/ Maintainer) following Technologies:
1. Hydrology/ Oceanography/ Hydrography Tenure: Terrestrial Chains fix, Local Chains fix, Differential GPS, Echo
Sounding, Deep Sounding, Bottom mapping, Sea Soil sampling, Diesel engine propulsion ships/ SM boats
navigation, STP (Sewage Treatment plants – Bio or Chemical or Bio-Chemical cum Mechanical Digesters
combinations), Bio RO Plants, MARPOL eqpt etc.
2. Gunnery Tenure: Radars, Guns (NGS/ CIWS), Missiles IR-active seek (SSM, SAM shoulder launched), EO&IR
system/ NVD Binoculars, Gas Turbine propulsion with CPP.
3. Navigation & Communication Tenure: User and Maintainer for all bands of RADARs, SONARs, ECDIS, VLF to
UHF band communication, INMARSAT, GMDSS/ SOLAS Communication, portable Hand sets/ field walkie Talkies
(COTS), etc, Radial Diesel engine propulsion with CPP control.
4. CBRNE/ NBCD: CBRNE detection systems/ eqpt, Personal protective eqpt, Collective protection systems,
Countermeasures, Damage Control system/ eqpt, Fire Fighting system/ eqpt.Multi platform operations in 3
Dimensions (Air, Surface, under water).
5. Examination of technologies/ proposals for Capital procurement for 3 Armed Forces& CPMF, ranging from
Tanks, BMPs, FICV, UAVs, Aircraft, Warships, S/Ms etc.
6. IT Management including installation of LAN, Financial Information & Budget Management System, Networks,
Firewalls, SQL Server-Client system, Distant Networks/ Video Systems with secured seamless integration &
connectivity.
Maritime
Indian Navy
10. 10
Cdr (Retd) Kamaljit Singh Jassal jassalnavy@hotmail.com
Jan 1991 – Jan2002 (12 yrs) India
Operations of High intensity, calling for Physical, Moral courage & Hands-on Leadership.
Marine Operations of Navigation, Map Survey & cartography etc.
Liaison with Civil, Govt administration for various operations.
Management of Industrial workers in GRSE Kolkatta for 2 yrs (2005-2007) of Long Refit/ Repairs/ Docking
operations.
HSE operations & maintenance of eqpt/ systems including FF, DC & CBRN.
Planning/ Operation/ Management of FMCG sector called CSD Canteens with turnover in Lakhs.
Management of Industrial workers in MDL Mumbai for commissioning of new construction warship, financial
& operational management to avoid Cost & Time overruns.
Disciplined administration/ HRD under Defence acts, Factories act, ID Act, Apprentice ship rules etc.
Exploitation of wide varied Technology as User cum Maintainer.
Regional Head
Alembic - Mega Care
April 1988 – June 1989 (1 year 3 months)North Zone India
Launched a new Medical Division 'Mega Care' of Alembic.
Led the Team in Strategy, Structure & Division in Financial Mgmt.
Brand Management
Dealer Network
Target allocation & Target achievement
Relationship Management
Sales Strategy & Targetting
Promotional Activities
Networking & Patient Service Camps
Publicity and Promotions
Qualifications
Miller Heiman Strategic Marketing & Selling Course, 2013/ BOSTON, USA
MBA – 2006/ Jamnalal Bajaj (JBIMS)
Executive MBA – 2012/ MDI Gurgaon
Export Mgmt – 2012/ MSME New Delhi
Finance Mgmt – 2011/ MDI Gurgaon
Cost & Contract Mgmt – 2009/ ICWAI New Delhi
11. 11
Cdr (Retd) Kamaljit Singh Jassal jassalnavy@hotmail.com
ANNEXURE - II
WHAT OTHERS HAVE TO SAY
The Hindu Business Line
The draft civil aviation policy released by the Ministry of Civil Aviation on Friday has its share of detractors and
those who feel that its implementation can change the business environment in the sector.
Aditya Ghosh, President IndiGo, was of the opinion that if all the major proposals are accepted then it could
change the business environment in which airlines operate in India.
Lower fares
In first comments to the proposed cess in the draft policy, Ghosh said that it will be difficult to say by how much
IndiGo fares will move if the 2 per cent cess is levied.
“In isolation, a 2 per cent cess will mean a 2 per cent increase in fares. Having said that (we will have to see)
whether the money collected actually goes into making more efficient low cost airports or for lowering ground
handling charges.
“Besides, the taxes that they are planning to reduce on the MRO side will ultimately reduce the input costs of
running an airline. Ultimately if it actually turns out to be right then there could be a lowering of fares,” he said.
Mittu Chandilya, AirAsia‟s India MD and CEO, felt the draft aviation policy lacks clarity on the 5/20 rule.
“This is one significant, archaic and regressive policy. If this policy had been scrapped, it would have unbridled
the entire sector and shown optimism not only to current incumbents but also to potential future investors in the
sector.”
Chandilya said it was disappointing that the draft is still where we were on this issue several months ago, adding
that measures regarding MRO facilities as well as low cost carrier infrastructure, ground handling initiatives, tax
measures and affordable tariff balancing would boost air travel and encourage sustainable growth of the
industry.
Business aviation
Terming the draft policy as “disappointing”, Jayant Nadkarni, President, Business Aircraft Operators Association,
said it completely ignored the interests of business and general aviation in India.
Support for the draft policy came from Phee Teik Yeoh, Chief Executive Officer, Vistara, who felt that it was a
fairly comprehensive approach that will help unleash the potential of the aviation sector in India. Vistara is the
brand name of the domestic airline which is a joint venture between Singapore Airlines and Tata Sons and one
of the newest entrants in the domestic aviation sector.
A Didar Singh, Secretary General, Federation of Indian Chambers of Commerce and Industry, felt the draft policy
gives a clear signal to the industry for “taking air travel to the masses and promoting regional connectivity.”
Economic Times
Cheaper air fares, FDI push: 15 key takeaways from draft aviation policy
NEW DELHI: In a big first step to making flying affordable for the masses, the Centre announced a slew of
measures in its draft aviation policy that aims to incentivise flights to smaller towns and allows creation of nofrill
airports to boost regional numbers. Here are 15 key takeaways from the draft aviation policy that was released
on Friday for inputs from stakeholders before finalisation.
1. Flying For Masses Under the Regional Connectivity Scheme (RCS) that will come into effect from 1 April
2016, the Centre will target an allinclusive airfare not exceeding Rs 2,500 per passenger, indexed to inflation for
a onehour flight on RCS routes. This will be implemented by way of:
i) Concessions by different stakeholders
ii) Viability gap funding for scheduled commuter airlines
iii) Put nearly 300odd airports to use. These will be upgraded into nofrills airport at cost of Rs 50 crore
each. Besides, to make operations in such airports feasible, the security will be aircraftbased, so that the
airport is sanitised just around an hour or two before the flight.
iv) Centre has mooted 2 per cent levy on all air tickets to fund regional connectivity scheme.
12. 12
Cdr (Retd) Kamaljit Singh Jassal jassalnavy@hotmail.com
2. Bilateral Traffic Rights The government plans to liberalize the regime of bilateral rights leading to
greater ease of doing business and wider choice to passengers. It will enter into an 'Open sky' ASA on a
reciprocal basis with SAARC countries and countries with territory located beyond 5000 km. Open skies
agreement with countries lying partly or fully within the 5000 km radius from New Delhi will be considered with
effect from 1 April 2020 on a reciprocal basis for major international airports within the country as notified by
MoCA from time to time
3. Plan to increase FDI The Centre has proposed to increase FDI in airlines from 49% to above 50% if it
decides to go in for open skies for countries lying within 5,000 km radius
4. 5/20 Rule Under this rule for Indian carriers to fly abroad, the Centre has invited suggestions on
three possible policy options:
i) 5/20 Rule may continue as it is, or
ii) 5/20 Rule will be abolished with immediate effect, or iii) Domestic airlines will need to accumulate 300
domestic flying credits before commencing flights to SAARC countries and countries with territory located
entirely beyond a 5,000 km radius from New Delhi. They will need to accumulate 600 DFC before starting flights
to the remaining parts of the world.
5. Secure skies In major push towards preempting and preventing incidents, safety violations will be
treated with zerotolerance. The DGCA will ensure realtime safety tracking and prompt incident reporting.
6. Code Share Agreements (CSA). A code share Agreement between two airlines allows one airline to sell
seats on a flight run by another airline, for seamless connectivity for passenger. In this regard, the Policy will be
as follows:
a) Indian carriers will be free to enter into codesharing agreements with foreign carriers for any
destination within India on a reciprocal basis.
b) International codeshare between Indian and foreign carriers will be completely liberalized, subject to
the ASA between India and the relevant country.
c) No prior approvals from government will be required. Indian carriers simply need to inform 30 days
prior to starting the codeshare flights.
d) A review will be carried out after 5 years to consider the requirement of further liberalization in code-
share agreements and to drop the requirement of reciprocity.
7. Maintenance, Repair and Overhaul (MRO) The government is keen to develop India as an MRO hub in
Asia, attracting business from foreign airlines. Accordingly, the following steps will be taken:
a) Service Tax on output services of MRO will be zerorated.
b) Aircraft maintenance tools and toolkits will be exempt from Customs duty.
c) Process for the clearance of parts shall be simplified.
d) Foreign aircraft brought to India for MRO work will be allowed to stay for the entire period of
maintenance or up to 6 months, whichever is lesser, provided it undertakes no commercial flights during
the stay period.
e) Foreign pilots operating an aircraft to and from India for the purpose of servicing at an Indian MRO
entity will be issued Temporary Landing Permits.
8. Route Dispersal Guidelines Category I routes will be rationalized by adding more routes based on a
transparent criteria. The criteria proposed for a CAT I route is a flying distance of 700 km, average seat factor of
70% and annual traffic of 5 lakh passengers based on information available with DGCA.
9. Ease for Helicopters The government will facilitate the development of four helihubs initially, across
the country to promote regional connectivity. Helicopters will be free to fly from point to point without prior ATC
clearance in airspace below 5000 feet and areas other than prohibited and restricted ones, after filing the flight
plan with the nearest ATC office. The government will also promote the use of seaplanes for growth of tourism
and regional connectivity, along India's 7500 km coastline.
10. Scheduled Commuter Airlines The government will promote the growth of SCA for efficient regional
connectivity. The eligibility criteria for SCA in terms of paidup capital will be kept at Rs 2 crore to facilitate easy
entry of new players.
11. More airports Ministry will continue to encourage development of airports by the state government or
the private sector or in PPP mode. MoCA will coordinate with AERA, AAI, airlines, airport operators and
stakeholders like cargo, MRO, ground handling, etc to identify ways to bring down airport charges, while abiding
with existing concession agreements and contracts.
12. Prod for AAI AAI will take up new greenfield or brownfield airports provided projects should be
financially viable with non zero IRR, except for nofrills airports developed under RCS. State/Central government
will provide VGF to AAI if the project is strategically important but financially unviable. Land will be provided free
of cost by state government without treating it as equity.
13. 13
Cdr (Retd) Kamaljit Singh Jassal jassalnavy@hotmail.com
13. Push for Cargo In line with Centre's 'Make in India' plan, air cargo will be accorded 'infrastructure' status.
The government will also streamline and simplify customs procedures keeping in mind changing business
dynamics and evolving technology, while ensuring adequate checks and balances.
14. Aeronautical 'Make in India' Aviation ministry will be nodal agency for developing commercial aero-
related manufacturing and its ecosystem in India. MoCA and defence ministry will work together to ensure that
commercial aero-manufacturing is covered under defence offsets requirements. The aviation ministry will
encourage Indian carriers to consolidate their future demand for commercial aircraft.
15. Charter Operations. There shall be no restrictions in terms of number of international charter flights
by an operator and passengers flown into India as long as they do not follow a fixed schedule and are in
compliance with the relevant rules. Incoming charter aircraft will be free to land at any Indian airport that has
Customs and Immigration facilities.