An enemy interceptor from 40,000 feet up in the air?

Leidos' Artemis II would appear nothing short of conventional in comparison to the other business planes on the runway at a regular private airport. However, this plane's interior is far more working class and more than meets the eye.

The U.S. Army envisions this standard Bombardier Challenger 650, or one comparable to it, as a ticket to the future of combat since it was designed to track the intricate communications of a potential foe, from a safe standoff distance.

The ARTEMIS II

Representative | aviation week

To avoid being exposed to more advanced capabilities being developed by near-peer competitors, the Army requires a wider standoff range in its intelligence, surveillance, and reconnaissance (ISR) platforms. This necessitates sensors with a wider detection range, a bigger variety of sensor types, and the capacity to quickly replace them when threats change. As war zones vary quickly on a global scale, they also require more speed and range from the ISR platforms themselves.

The G2 ISR Task Force and PEO Aviation collaborated to produce a deployed capability in under 18 months. During that period, Leidos bought a super-midsize business jet, which it subsequently modified and outfitted with cutting-edge equipment at its own expense in order to create this technology demonstrator.

The Leidos Special Mission Aircraft (LSMA), also known as the Aerial Reconnaissance and Targeting Exploitation Multi-Mission Intelligence System (ARTEMIS), was the outcome of that project.

The size of the LSMA is comparable to the King Air 350 platform, and it can fit into most hangars without difficulty, reducing the expense of building new hangars.

leidos

Leidos ARTEMIS II is the second aircraft constructed by Virginia-based defense and technology company Leidos for use by the US Army as a surveillance platform. Long-range enemy communications may be intercepted and deciphered thanks to the considerable modifications made to the aircraft, including a new signal processing equipment architecture, modular antennae integration, and air-to-ground communications.

Defense One

Leidos, rather than Bombardier, is responsible for the intricate modifications to the aircraft.

These planes can see very far when operating at 40,000 feet- Mike Chagnon, deputy group president of Leidos Defense Group, said in an interview

The unarmed 650s can escape opposing fighter jets and surface-to-air missiles since they don't fly in "contested" airspace. Instead, they gather information using technology for long-distance and altitude monitoring.

With a range of 4,000 nautical miles and a runtime of about 10 hours, it has plenty of time to collect enough data.

Such spy plans' cutting-edge systems enable military personnel to intercept enemy communications without having to deploy personnel and equipment to a hostile country.

To enable the Army to leverage that robust suite of ISR sensors, and to swap them out easily as new requirements or capabilities emerge, Leidos turned to an “open standards architecture and approach- said Will Mahoney, chief technology officer for Airborne Solutions Operations at Leidos

For the purpose of monitoring Russian forces on the Ukrainian border, the first ARTEMIS plane has flown more than 370 missions, on average six days per week. The platform has provided more than 2,500 hours of operational ISR time in the European theater.

A second Challenger 650 owned by Leidos in Virginia has also been converted as a technology demonstrator for the US Army. The ARES is a similar business jet intelligence aircraft being developed by L3Harris Technologies.

The US Army's High Accuracy Detection and Exploitation System (HADES), a method for obtaining aerial intelligence, involves the participation of the aircraft. The plan is to switch to a more sophisticated, less vulnerable aircraft technology from the current turboprops that were employed in the conflicts in Afghanistan and Iraq to hunt for roadside explosives and insurgents.

Although the aircraft is owned and operated by Leidos, the Army can access its satellite-connected sensors to gather intelligence.

https://www.youtube.com/watch?v=v549gu9HB2o&t=204s

Leidos has also acquired two larger Bombardier Global 6500 planes that it plans to repurpose into espionage planes for the ATHENA-R Army competition. The company's rival L3Harris is also adapting Global 6500s for the same spy-jet competition while collaborating with the MAG Aerospace team and Sierra Nevada.

SOURCE : DEFENSEONE | ROBBREPORT | LEIDOS

COVER: BREAKING DEFENSE

Jet Airways Pilots and Cabin Crew are leaving the airline due to the uncertainty surrounding its restart, according to a report that came out on December 26.

The Chiefs of the Engineering and Human Resources divisions are among the senior officials who have left the airline, according to CNBC TV-18.

According to sources with knowledge of the development, Mark Turner, Vice President of in-flight services at Jet Airways, has been placed on leave without pay. The report also stated that the airline's Chief Executive Officer, Sanjiv Kapoor, and Chief Financial Officer, Vipula Gunatilleka, "remain on reduced pay". 

The uncertainty has led to a large number of Jet Airways backup Pilots and Cabin Crew members leaving the firm and joining rival airlines.

Also read: Jet Airways send employees on leave without pay; cuts salaries up to 50%

Many Jet Airways backup pilots and cabin employees have left the company and joined other airlines amid the uncertainty. Few members of the managerial staff who are on unpaid leave and whose pay was reduced have resigned. The report also stated that some mid-senior level personnel left to work for other airlines.

According to Reuters last month, a resolution plan to save the Indian airline from bankruptcy has reached a standstill between Jet Airways' creditors and its new owners, casting Jet Airways' survival in doubt.

Jet Airways, once the largest private airline in India, stopped operating in April 2019 after going bankrupt. Creditors who owed it almost Rs 18,000 crore took it to bankruptcy court. After the National Company Law Tribunal (NCLT) accepted a reorganisation plan in June, Jet was expected to start operating again in the first quarter of 2022 under its new owners. 

The once-largest private airline in India, Jet Airways, ceased operations in April 2019 after declaring bankruptcy.

In June 2021, the Jalan Kalrock group was chosen as the successful bidder for Jet Airways under the insolvency resolution procedure, however the airline has not yet begun operations.

Tensions between the new owners, a group that includes tycoon Murari Lal Jalan of the UAE and London-based Kalrock Capital, and its lenders run the risk of thwarting Jet's revival.

Also read: Jet Airways’ asset monetisation is further delayed again

The Jalan-Kalrock Consortium and the financiers of Jet Airways remain at odds, and both parties have turned to the courts for help. Earlier last month, the JKC requested a transfer of ownership of the airline in a motion to the NCLT.

Jalan-Kalrock Consortium, a consortium of Mr. Murari Lal Jalan and Mr. Florian Fritsch of Kalrock Capital, the Successful Resolution Applicant of Jet Airways (India) Ltd.

In the meantime, the lenders filed a separate appeal with the NCLAT, pleading for the tribunal to throw out its observations from a ruling made on October 21. The Jalan-Kalrock partnership had been found by the NCLAT to have complied with the prerequisites stated in the resolution plan.

The consortium was ordered by the National Company Law Appellate Tribunal (NCLAT) to pay the carrier's employees' unpaid gratuity and provident fund contributions in October. In light of this, the consortium stated on November 18 that managing cash flows may require "tough" decisions in the near future.

Following the consortium's failure to make payments as promised under the Resolution Plan, the Jet Airways Cabin Crew Association (JACCA) filed a petition with the NCLAT last month asking for the liquidation of Jet Airways' assets. These included pay cuts and Leave Without Pay for many of the 230 employees.

The Jet Airways Cabin Crew Association (JACCA), in response to the consortium's inability to fulfil its obligations under the Resolution Plan, petitioned the NCLAT last month to order the liquidation of Jet Airways' assets.

Sanjiv Kapoor, the CEO of the airline, told CNBC-TV18 that although some workers had temporary salary reductions, others had been placed on short-term Leave Without Pay (LWP).

In a separate tweet, Kapoor stated that two-thirds of the workforce were not affected at all and that the majority of those who were will experience temporary wage reductions. He had stated that no employees had been let go and that just a small percentage of the total (10%) would be on temporary leave without pay.

(With inputs from CNBC TV-18)

Wadia Group will invest Rs 510 crore in Go First through its Mauritius-based company Baymanco Investments to meet its "working capital requirements".

Go First is about to get another influx of capital, this time from its owners, the Wadia Group, an Indian conglomerate. In the past 15 months, the company received government loans and additional capital injections to maintain operations during COVID and other worldwide issues.

Go First is about to get another influx of capital, this time from its owners, the Wadia Group

According to a report by Business Standard, Go First plans to “raise funds by way of 0.01 per cent Compulsory Convertible Preference Shares (CCPS) of the company of face value of Rs 10 each, aggregating to Rs 510 crore on a preferential basis through private placement, through two separate issuances and allotments.”

Additionally, according to company documents analysed by Business Standard, Baymanco Investments will receive these CCPS within a year. Five years following the allocation, the CCPS will be converted into equity shares.

It was also indicated in the paperwork that the funds obtained in this way would be put “towards working capital requirements and general corporate purposes”.

Go First obtained a loan of 4 billion (about $49 million) last month through the Emergency Credit Line Guarantee Scheme of the Indian government (ECLGS). In accordance with this unique programme that was announced during the COVID outbreak, the government agreed to raise the credit limit for the aviation industry in October.

In order to maintain operations throughout the pandemic and travel restrictions, sources previously stated that the airline received close to a $28 billion ($342 million) capital infusion from its shareholders in the last 15 months.

Go First received close to a $28 billion ($342 million) financial infusion from its stockholders in the previous 15 months to maintain operations throughout the pandemic and travel restrictions.

According to its regulatory filings, Go First reported a net loss of almost $218 million during the fiscal year 2022. This was a net loss of about $105 million, which was more than twice as much as the previous year.

The airline has cited further COVID waves and its grounded fleet as the main causes of its financial losses. However, during the same time period, Go First's revenue increased by 92.64%, from $263 million to $506 million. It added that its load factor significantly increased, reaching over 80% in March 2022, as the number of diseases decreased and travellers resumed their travels.

Flight cancellations and delays have increased recently, which has also had an impact on Go First.

Due to a shortage of engines and replacement parts caused by problems with the worldwide supply chain, several of its aircraft are grounded. However, things are progressively getting better as engine manufacturer Pratt & Whitney plans to start supplying about 20–25 engines per month in December and finally finish up the backlog of its engine deliveries to Indian airlines in the next three months.

In December, Pratt & Whitney aims to begin supplying 20 to 25 engines each month, and over the next three months, it will complete the backlog of engine deliveries to Indian carriers.

Also read: Go First grounds over a fifth of its fleet due to delayed deliveries of engines by Pratt & Whitney

Also read: Go First losses double in FY22, blames Covid-19, Pratt & Whitney

The Indian aviation industry is anticipating its strongest month since before the outbreak in December. As travellers get ready for the holidays, traffic has nearly reached the 400,000 level for the whole month. 

Goa will be hoping the capacity move will ease some of the burdens from GOI and ensure smooth operations through the winter break when it launches its second airport. Go First has used the opportunity to serve 42 weekly flights from Goa's New Airport.

Manohar Parrikar International Airport, Goa to begin operations from January 5, 2023

“As we expand our network in leisure destinations, Goa is an extremely important destination for us. We are pleased to fortify our presence and this new addition will further reflect our unflinching commitment to providing customers with a promising flying experience.”

–Kaushik Khona, CEO, Go First

With more capital in its pocket, Go First’s expansion plans look promising now.

(With inputs from Business Standard)

Ajay Singh will be reappointed as a Director of SpiceJet on Monday, December 26, with the support of the airline's shareholders.

Singh resigned from his position as director on August 27, 2010, having been initially appointed on November 4, 2004. After that, on May 21, 2015, he was chosen to serve as the organization's managing director. Singh currently serves as the airline's Chairman and Managing Director. 

The re-appointment of Singh as a director who is eligible to retire through rotation was approved by the shareholders with the necessary majority, the carrier claimed in a regulatory filing.

The re-appointment of Ajay Singh as a Director was approved by the shareholders with the necessary majority

The shareholders approved the acceptance of the audited financial accounts for the fiscal year ending March 31, 2022, at the annual general meeting as well.

Due to the negative effects of high fuel prices and rupee devaluation, the low-cost carrier, which is dealing with numerous challenges, posted a net loss of 789 crore rupees in the June quarter.

The airline's shares increased by about 7% on Monday, December 26, closing at 37.85 on the BSE. On December 23, SpiceJet stated that, subject to adhering to statutory procedures and receiving the necessary permissions, it continues to investigate various options for the settlement of its unpaid debts with its creditors in order to normalise its responsibilities.

According to the conditions of the financial facilities it had accessed from them, the company had said in a regulatory statement that the transfer of the cargo business venture was ongoing while it awaited final lender clearance.

The transfer of the cargo business venture, along with its associated assets and liabilities, to the company's subsidiary SpiceXpress and Logistics Pvt Ltd, had already received approval from the company's shareholders.

Also read: SpiceXpress spin-off is now approved by the creditors of SpiceJet

With the introduction of SpiceXpress & the transfer of business under this process will help SpiceJet significantly strengthen its balance sheet and wipe out the negative net worth of its business.

At the beginning of December, the airline concluded a number of settlements with the majority of the major partners, including manufacturers and lessors, according to Ajay Singh's statement in the airline's annual report for the 2021–22 fiscal year. 

Also read: SpiceJet aims to pay off aircraft lessors’ outstanding debts by converting them into investors

“The sky-high fuel prices, depreciating rupee, erratic passenger demand and disrupted supply chains have deferred growth plans and expanded losses.”

“Our logistics business has been valued at ?25,557.7 million and the transfer of business under this process will help us significantly strengthen our balance sheet and wipe out the negative net worth of our business.”

“We expect to see improvement in operations and restructuring benefits will be visible starting Q3 FY2023.”

–Ajay Singh, To Be Director, SpiceJet

Improvement in operations and restructuring benefits will be visible for SpiceJet starting Q3 FY2023 -Ajay Singh

The Spicejet is also negotiating with investment bankers to raise up to USD 200 million in order to realise its future plans and the expansion of the Emergency Credit Line Guarantee Scheme (ECLGS) to 1,500 crores will significantly contribute to the sector's much-needed stability. 

Also read: SpiceJet anticipates improved operational results and restructuring advantages in the December quarter; the ICAO audit confirms SpiceJet’s credentials as a safe airline

It has also finished a series of settlements with a majority of its main partners including manufacturers and lessors paving the basis for its seamless growth and expansion. The additional monies will allow SpiceJet to normalise its obligations, unground its fleet, and induct new planes into the fleet.

Ajay Singh, who will become the new director of SpiceJet might bring out all the necessary changes to make the airline flourish. 

(With inputs from TOI)

India's airline fleet outperforms the rest of the world's airline fleet in terms of taking practical and long-lasting efforts towards decarbonization.

The majority of the commercial airline aircraft in use today are older-generation fuel guzzlers, according to data published by the European aerospace giant Airbus, with only 20% of the world's current, in-service airline fleet consisting of the most recent generation of aircraft.

According to TOI, the current generation of fuel-efficient aircraft make up 59% of the airline fleet in India.

The amount of fuel used by airlines directly reflects the carbon dioxide emissions of the industry.

About 70% of the exhaust is made up of CO2, which is also the main source of aviation emissions. Therefore, an aircraft's carbon emissions decrease as fuel efficiency increases.

The primary component of aviation emissions, CO2, makes up about 70% of the exhaust. As fuel economy improves, an aircraft's carbon emissions do too.

“Replacement of older generation aircraft is one of the most straightforward ways to decarbonise the sector and in this aspect India is well ahead of the curve.”

–Airbus Spokesperson

Airbus recently wrapped up a two-day annual summit where it presented a number of initiatives to lessen the impact of aviation on the environment. The primary initiative among them is the development of a new hydrogen-powered fuel cell engine to power its zero-emission commercial aircraft, which is expected to enter service in 2035.

Also read: With net-zero emissions at the top of the agenda, cleaner fuels and efficiency just might not cut it

The percentage of fuel-efficient aircraft is expected to increase substantially over the next few decades thanks to fleet modernisation, a short-term solution to reduce carbon emissions in the aviation industry.

According to the most recent prediction from Airbus Global Services, new-generation passenger aircraft will make up 95% of the fleet that is in operation by 2041 (2022-2041).

The proportion of fuel-efficient aircraft in airline fleets in India is anticipated to increase significantly during the next several years.

Also read: All Indian airports to be carbon neutral in near future – Jyotiraditya Scindia

Air India, a recently privatised carrier, is anticipated to shortly announce a sizable order for most-up-to-date aircraft. The carrier is apparently in the advanced stages of negotiating a significant fleet renewal and growth. However, the majority of the green fleet is currently run by IndiGo, the largest airline in India with a 56% market share.

Air India is anticipated to shortly announce a sizable order for most-up-to-date aircraft

“Currently, 80% of our fleet is comprised of latest-generation aircraft.”

–IndiGo Spokesperson

Which is the latest-generation aircraft? The most well-liked single-aisle, narrow-body aircraft, which primarily flies domestic routes.

Aircraft from the A320neo series and the Boeing 737 MAX, which entered service in 2016–2017, are considered to be of the new generation. Then there are the new generation wide-bodies like the A350, B777X, B787, etc., which are more fuel-efficient than earlier generation aircraft like the A300, A310, B747, etc.

“The A320neos are typically 15-20% more fuel-efficient than the older generation A320 and A321ceos.”

–IndiGo Spokesperson

The A320neos are typically 15-20% more fuel-efficient than the older generation A320 and A321ceos

By 2050, the global aviation sector hopes to be carbon-neutral or net-zero. Narendra Modi, the prime minister of India, has pledged to achieve net-carbon zero by 2070 for the country, which is still a developing market. One of the milestones is the greater usage of sustainable aviation fuel, which is a fuel made from a range of sustainable feedstocks including used cooking oil, agricultural waste, green hydrogen, and so forth.

Also read: ICAO signs MoU with International Solar Alliance, an initiative proposed by PM Modi to keep CO2 emissions in check

(With inputs from TOI)

Passengers in India who find themselves in the frustrating predicament of being downgraded from one cabin to another might soon receive fair compensation.

The airline industry's regulatory body, the Directorate General of Civil Aviation (DGCA), has declared that it will establish standards to provide compensation to a passenger whose flying ticket has been involuntarily downgraded from one cabin to another by an airline. The decision was made as complaints about airlines unintentionally downgrading tickets sent to passengers grew. 

According to the DGCA, rules will be established to pay compensation to a passenger whose flight ticket was involuntarily demoted from one cabin to another by an airline.

The Economic Times reports that the action follows multiple passenger complaints that airlines were forcing them to travel economy class even though they had tickets for a premium seat. It's important to note that the only two Indian airlines that provide premium cabins are Air India and Vistara.

Air India now only offers business class seats, although Vistara also offers premium economy (except for the newly acquired 777, which features premium economy).

DGCA is seeking to amend the law so that in the event of an airline denial of boarding, an unscheduled flight cancellation, or an unjustified downgrade, the rights of the passengers come first. A passenger may request a complete refund from the airline after the rules have been set.

A passenger may request a complete refund if there has been an unscheduled flight cancellation, or an unjustified downgrade: DGCA

“The amendment will allow the passenger, who is downgraded involuntarily from his booked class of ticket, to receive the full value of the ticket including taxes as a refund from the airline and the airline will carry the passenger free of cost in the next available class.”

–DGCA Statement

However, there will be stakeholder consultation on the idea. The final regulation will then be published and put into effect after that.

“In order to cater to such situations, DGCA is in the process of amending its Civil Aviation Requirement (CAR) Section-3, Series M Part IV. Facilities to be provided to passengers by airlines due to denied boarding, cancellation of flights and delays in flights.”

–DGCA Statement

The most recent action was taken months after the DGCA warned Indian carriers not to sell tickets for seats that weren't fit for usage during flights. It aimed to put an end to the practice of letting airlines off the hook for poor aircraft maintenance by not taking passenger comfort and safety into account.

DGCA warned Indian carriers not to sell tickets for seats that weren't fit for usage during flights

According to DGCA regulations, airlines are not allowed to sell passenger seats that do not match standards since all materials, including the aeroplane seat, must adhere to approved design criteria.

The authorities' statement further stated that the installation of any component that does not adhere to the authorised design specifications deteriorates the standards of airworthiness.

Even though there have been a number of similar events in the past, the one that started this uproar earlier this year was an Air India flight from New Delhi (DEL) to London (LHR) that experienced a lengthy delay and disruption with seat assignments because certain seats weren't "working."

Prior to the Tata Group's acquisition of Air India, the airline had issues with cracked seats and shoddy interiors. The new owners are doing everything they can to repair the planes so they can compete with some of the greatest in the world.

(With inputs from ET)