the supersonic business jet nears

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Middle East Corporate Aviation Summit (MECAS 2015) GCAS / Al Bateen Executive Airport Abu Dhabi, UAE 0 © 2015 1BlueHorizon Group - www.1bluehorizon.com All rights reserved 1BHG | Aeropodium MECAS Conference Abu Dhabi 13.05.15 ‘JOIN THE DEBATE’ THE SUPERSONIC BUSINESS JET NEARS THE NEXT MUST HAVE FOR THE REGION BUSINESS AVIATION MARKET May 2015 1B HG, the ‘ idea factory ’ thinking ahead strategies www.1bluehorizon.com Middle East Corporate Aviation Summit (MECAS 2015) GCAS / Al Bateen Executive Airport Abu Dhabi, UAE

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Page 1: The Supersonic Business Jet nears

Middle East Corporate Aviation Summit (MECAS 2015) – GCAS / Al Bateen Executive Airport Abu Dhabi, UAE

0© 2015 1BlueHorizon Group - www.1bluehorizon.com Al l r ights reserved1BHG | Aeropodium MECAS Conference Abu Dhabi 13.05.15

‘JOIN THE DEBATE’

THE SUPERSONIC BUSINESS JET NEARSTHE NEXT MUST HAVE FOR THE REGION BUSINESS AVIATION MARKET

May 2015

1 BHG, the ‘ idea factory ’ th ink ing ahead st rategies www.1bluehorizon.com

Middle East Corporate Aviation Summit (MECAS 2015) – GCAS / Al Bateen Executive Airport Abu Dhabi, UAE

Page 2: The Supersonic Business Jet nears

Middle East Corporate Aviation Summit (MECAS 2015) – GCAS / Al Bateen Executive Airport Abu Dhabi, UAE

1© 2015 1BlueHorizon Group - www.1bluehorizon.com Al l r ights reserved1BHG | Aeropodium MECAS Conference Abu Dhabi 13.05.15

Source: 1BlueHorizon Group Research

The Supersonic Transport (SST) over 27 yearsAérospatiale-BAC ConcordeFirst Flight 2nd March 1969Capacity: 92–120 passengers (128 in high-density layout)

Tupolev Tu-144First flight 31st December 1968Capacity: 140 passengers (11st class & 129 tourist class)

Normally perceived as a privilege of the rich, the aircraft is regarded as an aviation icon and an engineering marvel;

Concorde was jointly developed and produced by Aérospatialeand the British Aircraft Corporation (BAC) under treaty;

First flown in 1969, Concorde entered service in 1976 and continued commercial flights for 27 years;

On 25 July 2000, Air France Flight 4590 crashed in Gonesse after departing from Paris-Charles de Gaulle. Early 2003, Air France and British Airways simultaneously announced that they will retire Concorde, the last commercial flight on 26 November 2003;

A total of 20 aircraft were built in France and the United Kingdom; six of these were prototypes and development aircraft. Seven each were delivered to Air France and British Airways.

The development of the Tu-144 is closely related to industrial espionage against the French company Aérospatiale, The frequent comparisons to Concorde led to the Tu-144 being referred to as ‘Concordski’ (by Westerners)’;

The Tu-144 first went supersonic on 5 June 1969, and on 26 May 1970 became the first commercial transport to exceed Mach 2;

A Tu-144 crashed in 1973 at the Paris Air Show, delaying its further development. The aircraft was introduced into passenger service on 1 November 1977, almost two years after Concorde. In May 1978, another Tu-144 (an improved version, named Tu-144D) crashed in a test flight while being delivered, and the passenger fleet was permanently grounded after only 55 scheduled flights;

A total of 16 airworthy Tu-144 airplanes were built.

Page 3: The Supersonic Business Jet nears

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2© 2015 1BlueHorizon Group - www.1bluehorizon.com Al l r ights reserved1BHG | Aeropodium MECAS Conference Abu Dhabi 13.05.15

Source: 1BlueHorizon Group Research

Lessons learned from the two SST precursors Development costs: Airbus, would simply not have existed or have been as successful a company that it is today, have

Concorde never made it off the drawing board. the initial high outlays by the respective governments was the foundation of the European aviation industry that we have today, and this is all thanks to Concorde, and the skills and knowledge that this brought.

Airframe: Tu-144 suffered of major design issues with cracked at stress levels below what the part was supposed to withstand. In retrospect, it is apparent that the Tu-144 suffered from a rush in the design process to the detriment of thoroughness and quality, and this rush to get airborne exacted a heavy penalty later

Cabin noise: A problem for Tu-144 passengers during flights was the very high level of noise inside the cabin. The noise came partially from the engines and partially from the air conditioning and the aircraft skin cooling system.

Environmental: Opposition to Concorde’s noise, particularly on the east coast of the United States, forged a new political agenda on both sides of the Atlantic, with scientists and technology experts across a multitude of industries beginning to take the environmental and social impact more seriously. Concorde produced nitrogen oxides in its exhaust, which, despite complicated interactions with other ozone-depleting chemicals, are understood to result in degradation to the ozone layer at the stratospheric altitudes it cruised.

Limited routes: Concorde does not fly supersonically over land as the sonic boom would not be socially acceptable, so most routes are transcontinental.

Economic (in)efficiency: Because of the premium rate that passengers would pay to fly on Concorde (First Class +20%), the aircraft only needed to be around half full to break even and turn an operating profit (Concorde typically flew 17 miles per U.S. gallon / 14 L/100 km per passenger). Air France's Concorde operation had been a money-losing venture, but it is claimed that theairplane had been kept in service as a matter of national pride. British Airways Concorde operation made a net average profit of about £30m a year.On its 55 scheduled flights, Tu-144s transported 3,194 passengers, an average of 58 passengers per flight (they also limited passenger load to minimize the impact and political fallout of a possible crash)…

Safety: Up until the crash of AF4590 in 2000, Concorde had been considered among the world's safest planes.The Soviet leadership made a political decision to enter the Tu-144 into passenger service in November 1977 despite receiving testing reports indicating that the Tu-144 airframe was unsafe and not airworthy for regular service.

Crash: The crashes contributed to the end of both aircraft's careers!Air France Flight 4590 (MSN 203 | F-BTSC) scheduled to fly from Charles de Gaulle Airport to John F. Kennedy International Airport. At the Paris Air Show on 3 June 1973, the development program of the Tu-144 suffered severely when the first Tu-144S production airliner (Reg CCCP-77102) crashed. Though the decision to cancel the Tu-144S passenger service came a few days after the Tu-144D (Reg CCCP-77111) crashed during the test flight on 23 May 1978..

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Lack of Speed Innovation for 60 years

Note 1: First flight of the Wright Flyer I, December 17, 1903, Orville piloting, Wilbur running at wingtipNote2: The Mach number is named after Austrian physicist and philosopher Ernst MachSource: © 1BlueHorizon Group Research & Analysis

1900 1920 1940 1960 1980 2000 2020 2040 Year

0

400

800

1200

1600

2000

2400

2800

3200

3600

4000

4800

Km/h

Subs

onic

Tran

sSu

pers

onic

Propeller age500

Sound Speed

Mach 2

Subsonic Jet age (to Mach 0.935)1100

WorldWar II

Tu-144 1968 - 78Concorde 1969 – 2003

Mach 2.03

Today

North American X-15 1959 – 19687,274 km/h or Mach 6.72

1225 km/h (343 m/sec) at 15°C

Bell X1 14.10.1947

Lockheed A-12 1967 - 68Lockheed SR-71 1968 - 98

Mach 3.3

SSBJ

Next SSTMach 5+

Next Generation Supersonic Transport

Hyper Sonic Transport(capable of orbit or interstellar travel)

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Source: 1BlueHorizon Group Research & Analysis

Subsonic: 1952, the Jet enters the civilian world6 The jet engine entered the propulsion scene at a time when conventional reciprocating engines and

propellers were reaching their physical limits.6 The first purpose-built jet airliner was the British de Havilland Comet which first flew in 1949 and

entered service on 2nd May 1952. Also developed in 1949 was the Avro Canada C102 Jetliner, and although it never reached production, the term jetliner caught on as a generic term for all passenger jet aircraft.

6 These first jet airliners were followed some years later by the Sud Aviation Caravelle, TupolevTu-104 (2nd in service), Boeing 707, Douglas DC-8, and Convair 880.

6 National prestige was attached to developing prototypes and bringing these first generation designs into service. There was also a strong nationalism in purchasing policy, such that the Boeing and Douglas products became closely associated with Pan Am, while BOAC ordered British made Comets.

6 Most airliners today are jet airliners because jet aircraft are capable of efficiently functioning at high altitudes and high speeds. Historically, airliners used the simplest turbojet engine. As time passed, turbofans became the most popular propulsion system due to lower noise and greater fuel efficiency at moderate speeds.

Speed, Size and Travel comfort were the Innovation Ambition

Page 6: The Supersonic Business Jet nears

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Note: Cessna Aircraft Company delivered its first new Citation X+ the world’s fastest civil aircraft (Mach 0.935), just beating the G650’s Mach 0.925Source: 1BlueHorizon Group Research & Analysis, http://robbreport.com/aviation/cessna-citation-x-enters-service-worlds-fastest-business-jet

The 16 business jets that shaped the industryBusiness jets have improved enormously in the past 50 years, from gas-guzzling go-getters to today’s highly efficient, long-legged luxury liners and tiny personal jets. During the first half-century of the business jet industry, manufacturers tried out a variety of types and configurations. Many failed, but many others have endured in derivative and upgraded versions. What will be interesting to observe in the coming decades is whether business jet manufacturers continue to innovate, not just in cabin and cockpit appointments where technology changes rapidly, but in basic configuration and in engine and aerodynamic development.In chronological order, based on when production began, here are 16 aircraft models that played a key role in shaping today’s business aviation environment:1. Lockheed Jetstar (1961 - 1978) 9. Gulfstream GV (1997 - 2002)2. Sabreliner (1963 - 1983) 10. Cessna Citation X (1996 to present)3. De Havilland Hawker 125 (1964 to present) 11. Bombardier Global family (1999 to present)4. Israel Aircraft Industries Jet (1965 -1987) 12. Beechcraft Premier I (2001 - 2005)5. Dassault Mystère (Falcon) 20 (1965 - 1988) 13. Eclipse 500 (2006 - 2008)6. Lear 24 (1966 - 1979) 14. Dassault Falcon 7X (2007 to present)7. Gulfstream GII (1967 - 1977) 15. Embraer Phenom 300 (2009 to present)8. Cessna Citation 500/I (1969 - 1985) 16. Gulfstream 650 (2009 to present)

Similar Top Speed and nothing revolutionary… YES the recent are High-end

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Source: 1BlueHorizon Group Research & Analysis, SVP Sales NetJets 2015

Some of the world's top business jet flights In Silicon Valley, the business jet business soars: The most popular routes right now include Silicon Valley to

Santa Monica, and San Jose to Napa. That flight takes about 25 minutes versus three or four hours in a car if commuters get stuck in bad traffic. For residents who value their time, and who boast deep pockets, there's a solution: business jet operators;

An analysis of the world's top business-jet flights tracked by NetJets found that the most common business-jet route in the world is between New York and Southern Florida – ‘It's mainly a function of population and the concentration of wealth’ . New York and Florida account for one-fifth of "ultra-high-net-worth" Americans, or those who are worth $30 million or more and would be more likely to fly private. California accounts for another 20 percent of this group;

The other most common routes are mainly between money centers: Southern California to the San Francisco Bay area, followed by New York to Boston;

In Europe, business jet traffic also follows the money. The most common route is between London and Geneva. Flights from London to Nice, France, were the second-most common, followed by Paris to London;

In Asia similar to Europe, business jet traffic follows the money. The fastest-growing route in business jet traffic are from Singapore to ‘Middle-East’ or Singapore to ‘China’;

The fastest-growing route in business-jet traffic, is Nice to New York, followed by Maiquetia (Venezuela) to Miami, and then Dubai to London.

Today modern business jets are performing extremely well, excepted on long range still too much time consuming for businessmen and ‘migrating

birds’, private jet setters looking for better weather…

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7© 2015 1BlueHorizon Group - www.1bluehorizon.com Al l r ights reserved1BHG | Aeropodium MECAS Conference Abu Dhabi 13.05.15

Source: 1BlueHorizon Group Analysis

The ultimate SSBJ Ambition is the sky mobility3,5 to 4hr

Illustrative examples:

1. Abu Dhabi (AUH) to London (LHR)3,427nm (5,516km) in 7 to 8hr (back and forth)

2. Abu Dhabi (AUH) to Singapore (SIN)3,674nm (5,914km) in 8hr (back and forth)

Present Day trip circle

‘Day Tripin Europe

or Southeast Asia’

Day trip circle by SSBJ

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Middle East Corporate Aviation Summit (MECAS 2015) – GCAS / Al Bateen Executive Airport Abu Dhabi, UAE

8© 2015 1BlueHorizon Group - www.1bluehorizon.com Al l r ights reserved1BHG | Aeropodium MECAS Conference Abu Dhabi 13.05.15

Source: 1BlueHorizon Group Analysis

Challenge for Supersonic Business Jet (SSBJ)

6 Efficiency challenges - Supersonic cruise efficiency - Light weight and durability at high temperature

6 Environmental challenges - Airport noise reduction - Sonic boom suppression - Reduction of high altitude emissions

6 General performance challenges - Aero-propulso-servo-elastic (APSE) challenges - System integration and optimization

6 Integration of supersonic aircraft into commercial air traffic and the next generation air transportation system (NextGen)

6 Building new regulatory framework for overland supersonic flight - Overcoming public opposition - Developing appropriate environmental standards - Formulating and adopting new regulations

6 Accomplishing all of the above in a way that makes the cost of supersonic travel comparable to that of traditional subsonic air travel

6 Activation of potential market (Mobility Innovation in the Sky)

The key challenges to overcome in order to make the SSBJ a reality span a range of issues:

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9© 2015 1BlueHorizon Group - www.1bluehorizon.com Al l r ights reserved1BHG | Aeropodium MECAS Conference Abu Dhabi 13.05.15

Source: 1BlueHorizon Group Research

Mastering the Low Sonic Boom appears crucial

Even it has been widely recognized that the technological challenges are formidable, the challenges that have to do with policy issues and public opinion are not to be underestimated…

The problem of overcoming ‘noise pollution’ created by the sonic boom is arguably the most challenging in creating the Supersonic Business Jet (SSBJ). At supersonic speeds, pressure waves from the nose and the tail of the aircraft coalesce into two shock waves that propagate in a cone behind the aircraft, and at the ground level are perceived as a loud sound (or two loud sounds heard in rapid succession) usually called sonic boom. At long distances from the aircraft (far field) such as at the ground level, the pressure waves are more pronounces as two shocks from the nose and the tail of the aircraft because all the other pressure waves end up being combined into them. The resulting acoustic disturbance is an environmental concern and a violation of U.S. FAA regulations.

Page 11: The Supersonic Business Jet nears

Middle East Corporate Aviation Summit (MECAS 2015) – GCAS / Al Bateen Executive Airport Abu Dhabi, UAE

10© 2015 1BlueHorizon Group - www.1bluehorizon.com Al l r ights reserved1BHG | Aeropodium MECAS Conference Abu Dhabi 13.05.15

Source: 1BlueHorizon Group Research, Project websites

Design elements to shape the low Sonic BoomNatural Laminar Flow Wing

Low drag Wing-fuselage

Advanced Air-Intake

Upper Fuselage Engine Installation (Low-Boom)

Low-Boom Fuselage

Advanced Cockpit

Fuel Transfer System

Low-Boom Tail

Comfortable Cabin Space Composites Structure

Visibility(no forward vision)

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11© 2015 1BlueHorizon Group - www.1bluehorizon.com Al l r ights reserved1BHG | Aeropodium MECAS Conference Abu Dhabi 13.05.15

Source: 1BlueHorizon Group Research

Initially SSBJ towards Quiet Supersonic Flight?

Artist rendering of a preliminary NASA design for a low-boom demonstration aircraft, exhibiting a characteristic slender body

and carefully shaped swept wings (2013)

SSBJ and later on ‘QSST’? (Quiet Supersonic Transport)

The jet is able to distribute the shockwaves generated at near-Mach speeds along its hull, thus silencing the boom a hundredfold. Supersonic Aerospace International (SAI) has resurrected the quiet

Supersonic Transport (QSST) after a three-year hiatus and relaunched the concept as much larger, Boeing 737-sized aircraft

to operate as an all-first-class airliner.

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12© 2015 1BlueHorizon Group - www.1bluehorizon.com Al l r ights reserved1BHG | Aeropodium MECAS Conference Abu Dhabi 13.05.15

Source: © 1BlueHorizon Group Analysis

0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 Distance(nm)

0

4

8

12

16

20

Flighthour

Time saving effect by range of SSBJ

8,000

Abu Dhabi (AUH)to New York (JFK)

6,854nm (11,000km)∆ >4h (∆ >30%)

Abu Dhabi (AUH)to Zurich (ZRH)

2,967nm (4,776km)∆ <3h (∆ <50%)

‘It’s about Time…’

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13© 2015 1BlueHorizon Group - www.1bluehorizon.com Al l r ights reserved1BHG | Aeropodium MECAS Conference Abu Dhabi 13.05.15

Source: 1BlueHorizon Group Research, Project websites alphabetical

Overview of current and former SSBJ Projects

The Aerion AR2 is a concept for a supersonic business jet, designed by Aerion Corporation (Reno, Nevada).Capacity: 8 – 12 passengersLength: 49 m (160 ft)Wingspan: 21 m (70 ft)Speed: Mach 1.6 (laminar flow tech.)Range: 9,260 km / 5,000 nmPowerplant: 3x TurbofansStatus: In development – Target 2022Unit cost: US$ 100 mio (estimate)

Aerion AR2

The SonicStar is a High Supersonic VVIP Business Jet Aircraft powered by a S-MAGJET; Supersonic-Magnetic Advanced Generation Jet Electric Turbine.Around the world in 5 hours!Capacity: 10 - 20 passengersLength: 68 m (225 ft)Wingspan: 22 m (74 ft)Speed: Mach 4.4 (5,522 km/h)Powerplant: 2x SonicBlue S-MAGJETStatus: On development – Target 2021

HyperMach SonicStar

The Lockheed Martin Skunk Works began developing the QSST in May 2001 (Reno, Nevada), relaunched the concept in 2013.Capacity: 20 - 30 passengersLength: ---Wingspan: ---Speed: Mach 1.6 to 1.8 (boomless)Range: 8,300 km / 4,500 nmPowerplant: 2x engine (GE, P&W or RR)Status: In development – Target 2018Unit cost: US$ 80 mio (estimate)

SAI Quiet Supersonic Transport

The Spike S-512 is a projected supersonic business jet, designed by Spike Aerospace (Boston, Massachusetts).Capacity: 18 passengersLength: 40 m (131 ft)Wingspan: 18 m (60 ft)Speed: Mach 1.6 (cruise speed)Range: 7.400 km / 4,000 nmPowerplant: 2x Pratt & Whitney turbofanStatus: Under development – Target 2018Unit cost: US$ 60 to 80 mio (estimate)

Spike S-512

In the early 1990s, Gulfstream Aerospace and the Sukhoi Design Bureau of Moscow began a joint effort to develop a supersonic small business jet, code named the S-21.Capacity: 6 – 10 passengersLength: 37.8 m (124 ft)Wingspan: 19.9 m (65 ft)Speed: Mach 1.4Range: 7,400 km / 4,600 nmPowerplant: 3x Aviadvigatel turbofanStatus: Sukhoi continued working on it (?)

Sukhoi-Gulfstream S-21

The Tupolev Tu-444 is a concept (2014) for a supersonic business jet from Russia.

Capacity: 6 – 10 passengersLength: 36 m (118 ft)Wingspan: 16.2 m (53 ft)Speed: Mach 2 (2,125 km/h)Range: 8,500 km / 4,660 nmPowerplant : 2x NPO Saturn turbofanStatus: Concept - Potentially cancelled

Tupolev Tu-444

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Source: 1BlueHorizon Group Research, http://www.aerionsupersonic.com/full-video.aspx

The ‘AS2’ appears the most advanced to date Aerion’s Supersonic Ambitions Are Boosted by Airbus: Airbus will be supporting Aerion in specifying and

sourcing propulsion systems, airframe structures, avionics and other equipment during the design phase… Efficiency equals flexibility — the AS2 aims to achieve the same fuel efficiency in the subsonic regime as when

supersonic. This is quite innovative in comparison with the iconic Concorde which burned much more fuel at subsonic speeds… Outside U.S. borders, and while above populated areas, the AS2 can operate at speeds between Mach 1.1 and 1.2 without creating a sonic boom on the ground (a phenomenon known as Mach cutoff). Over water, pilots can open the throttle and fly as fast as Mach 1.6…

Similar to a Swiss Knife — The AS2 combine high-subsonic, low-supersonic and high-speed supersonic cruise in one flight, so it’s possible to fly route segments at three different cruise speeds in one trip… as in our Chicago to Frankfurt example below… ‘… as intermediate stage?’

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Source: 1BlueHorizon Group Analysis

Market Outlook for Supersonic Business JetSSBJ? Don't hold your breath says Gulfstream.... Publicly at least, the major OEMs continue to remain highly skeptical over the SSBJ market, while supersonic flight overland remains illegal in the USA… That puts a dampener on what the total market could be!

‘There won’t be room for four supersonic business jet makers…’

Market Study Demand for SSBJ Comments

Gulfstream Aerospace 350 over 10 years Not including ‘fractional ownership’

Aerion Corporation 600 over 20 years Considering US$ 110 mio as expected liste price

SAI - Supersonic Aerospace International 300 over 10 years

1BlueHorizon Group 800 over 20 years At max US$ 80 mio list price

1BlueHorizon Group 200 over 20 years At over US$ 100 mio list price

If the price differential is relatively small to existing subsonic business jets business, many if not most of the customers would prefer supersonic to the traditional subsonic travel…

At 20% difference in airfare, the estimate SSBJ demand a year appears to be very conservative… Despite pockets of economic turmoil, the number of billionaires around the world expanded to record 1,826,

including 290 newcomers as per the American business magazine Forbes in Marc 2015: alone 25% hail from China, which produced a world-leading 71 newcomers… a clear market for the SSBJ and the Middle East also…

The demand clearly exists, but the aircraft to meet the demand remain to be developed...

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1BHG | Aeropodium MECAS Conference Abu Dhabi 13.05.15

SHOUKRAN - THANK YOUAny clarifications or questions regarding this document should be addressed to:

LEONARD FAVREPartner, Group Managing Director

1BlueHorizon GroupP.O. Box 34154 M +971 50 6164007 (U.A.E.)Abu Dhabi M +41 79 2080256 (Switzerland)United Arab Emirates leof007

[email protected]

Abu Dhabi | Bern | London | Montreal | Moscow

The real barrier wasn't in the sky but in our knowledge and experience…

Charles Elwood ‘Chuck’ Yeager (1923 - )

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© 1BlueHorizon Group®. All rights reserved. Without the prior written consent of 1BlueHorizon Group®, it is not permitted to modify this document or create derivative works. High quality global airline industry insight requires investment. Please do not cut & paste the document. Email [email protected] to get / buy additional rights.The information and opinions contained in this presentation and any other are material discussed verbally are provided as at the date of this presentation and are subject to verification, completion and change without notice. In giving this presentation, neither the Company nor its advisers and/or agents undertakes any obligation to provide the recipient with access to any additional information or to update this presentation or any additional information or to correct any inaccuracies in any such information which may become apparent.

Conflict of InterestThere is no conflict of interest. 1BlueHorizon Group® makes use of internal tests. In case it might come to a conflict of interest we will inform dedicated directors in due course.

Disclaimer

LEONARD FAVRE - Partner, Managing Director Email: [email protected] Dhabi (U.A.E.) & Bern (Switzerland)A strategic thinker with 20+ years progressive experience as experienced senior management advisor or in senior executive roles in the Aviation, Aerospace & Defense industry. He started his involvement in this particular field of business as Chief Financial Officer of the Swiss Ministry of Defense and later on when the Swiss National carrier Swissair collapse in 2001 as one of the Swiss Ministry of Economy adviser.

Professional background (highlights) Chairman Advisor for an Airline Start-up and MRO infrastructure in the North Africa Region Chief Restructuring Officer for a family conglomerate, managing a fleet of more than 20 aircraft (wet lease, charter and re-marketing); Director Enterprise Improvement for AlixPartner LLP, part of the core team restructuring a major Middle East airline for fleet and strategy; Vice-President Business Development & Strategy for Maximus Air in Abu Dhabi, where he managed the wet lease fleet (ACMI & Charter) and

developed it into a leading Middle-East brand through the improvement of operational capabilities and fleet management; Senior Associate with Booz Allen Hamilton where he directed successfully, major start-up airline projects in the Middle-East and Europe.

Note: Detailed References upon request

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O 1BlueHorizon Group® believes in working closely with client staff to transferour knowledge and experience, which means 1BlueHorizon Group® continuesto deliver value long after the project is complete.

O A unique blend of languages, age groups, cultural backgrounds and skills qualifies 1BlueHorizon Group® to provide turnkey solutions for any and all of your aviation requirements - worldwide.

O 1BlueHorizon Group® range of services is continuously tailored and adaptedto suit the geographical scope and needs of our customers.

P R O P R I E T A R Y I N F O R M AT I O N

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Wataniya Airways - Chairman Mr. Abdulsalam Al Bahar with Mrs Ghaida Abdul Latif, vice chairman –

director general & CEO of Syrian Arab Airlines.

Flydubai - CEO Mr. Ghaith Al Ghaith

Gulf Air - Ex CEO Samer MajaliH.E. Mohamed Hamad bin Azzan Al

Mazrouei, WRDC's Director General and Acting Under Secretary of the Court of the Ruler's Representative in the Western Region (al Gharbia)

of Abu Dhabi Emirate

Democratic Republic in Congo (Transport)AerospaceOne Company in India

Jet Green in PakistanAbabeel Air in Libya

His Highness Sheikh Ahmed Bin Saeed Al Maktoum, President of the Dubai Civil Aviation

Authority, Chairman of Dubai Airports, Chairman & Chief Executive of Emirates Airline & Group

Note: Detailed references upon request

For the last ten years we have been actively involved with our Senior personnel in major airlines, start-ups or Economic development ventures

P R O P R I E T A R Y I N F O R M AT I O N

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InterimManage-

mentManagingConsulting

Asset Management

The Management Consulting (MC) Practice is our ability to strike a rapport working side by side with you and quickly understanding what you need when the margin of error is thin… Providing a highly targeted surgical strike (to-the-point) to improve de performance and going the extra mile…

The Interim Management (IM) Practice help you by giving comfort and control with relevant seasoned advisors whenever and wherever they are needed… Whereas a management consultant provides an advisory role, Interim managers with performance improvement focus are directly responsible in delivering quick results, visible and measurable...

The Asset Management (AM) Practice works individually with each of our clients to develop creative strategies and solutions for all types of aviation equipment, with innovative financing models.…

Source: © 1BlueHorizon Group | Practices

Performance improvementQuick results / Hands-on

Turnkey solutionsKnowledge transfer

Ahead of Strategies…

The 1BlueHorizon® difference

1BlueHorizon Group® three dedicated Practices are built to propel clients business further with a comprehensive approach ahead of strategies

P R O P R I E T A R Y I N F O R M AT I O N

GENERATING THRUST TO PROPEL YOUR BUSINESS FURTHER...

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Family conglomerates (Governance, Portfolio analysis and investment Strategy)

Economic development (Business review / Cluster / Project Management office)

Air Transportation (Airline / Airport / General Aviation / Aerospace & Defense)

Management ConsultingOperational Improvement

Our understanding of operational improvement is quite simple:

Whereas restructuring is about stabilizing a company and fixing how it does things, operational improvement is about seeing a

company through the transformation of becoming more

competitive – going the Extra Mile.

Asset ManagementFleet Strategy & Planning

With our Fleet Solutions, we can help you expand your fleet,

transition from older models to newer aircraft types, or provide interim capacity. We back our support with a global team of technical experts and industry

specialists who will provide you with the fleet solution and

support that meets your specific needs.

Interim ManagementKnowledge transfer

Finding talent is difficult even at the best of time. Finding

resources to assist for a short-term assignment of a proven

heavyweight interim executive manager to manage a period of transition, crisis or change within

an organization or to take on critical projects or senior

positions for a limited time is even more difficult.

Ahead of StrategiesThree Practices

Shareholders and management of companies with specialized

needs often choose 1BHG for our unique custom turnkey solutions. If you want a business plan or a feasibility study to assess the case, or your are burning cash

and running into trouble, or seek help to assess the case for

entering immunized joint venture or looking for an interim management solution…

1BlueHorizon Group® highly competent seasoned professional

will assist you to propel your business further… Going the

extra mile ahead of strategies …

1BHG® Business model dedicated to particular Sectors is built around three Practices providing clients with turnkey solutions to maximize Value Creation

Source: © 1BlueHorizon Group | Business model with Sectors (Horizontals) & Practices (Verticals)

P R O P R I E T A R Y I N F O R M AT I O N

… no matter how complex the issues are!

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Our three Sectors expertise covers the entire breadth of the Aviation andDefense sector, Economic development and Family conglomerates

Airline

Economic development Corporate governance structure

Portfolio analysis Investment strategy The family element

Performance Management Organization Improvement Privatization Aerospace cluster Logistic, Cargo, GH

Airport

Family conglomerate Restructuring MRO,

Aerospace & Defence Performance Management Organization and Change

Management

Pricing and Revenue Management

Market Forecasting Branding, Marketing and

Sales

General aviation

Aerospace & Defence

Feasibility, Business Plan Operations Improvement Merger & Acquisitions Due Diligence Fleet Planning

Business review Cluster strategy Project Management office Public–private partnership

(PPP)

Source: © 1BlueHorizon Group | Core competencies in the main three Sectors

P R O P R I E T A R Y I N F O R M AT I O N

… and our clients well recognize this!

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“1BlueHorizon Group is the only consulting firm that works successfully on all levels: Board level, middle management, implementation"

“1BHG senior personnel come in with strong views but integrate perfectly in our teams"

“1BHG has convinced us through it's excellent industry- and technology expertise"

"The 1BHG team knows perfectly well how to push the necessary change"

“1BHG guys are implementation -oriented and their cooperationwith my people is very good "

“1BHG Practice has very qualified people who really know a lot about our industry"

Testimonials - What do our Customers think about 1BlueHorizon Group®

"In each project step, we could clearly identify 1BHG's added value and improve the overall bottom line"

P R O P R I E T A R Y I N F O R M AT I O N

THE ONLY WAY TO DO GREAT WORK IS TO LOVE WHAT WE DO…A MILE OF RUNWAY WILL TAKE YOU ANYWHERE

NO ONE HAS EVER COLLIDED WITH THE SKYNote: A list of qualifications is made available separately

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25© 2015 1BlueHorizon Group - www.1bluehorizon.com Al l r ights reserved1BHG | Aeropodium MECAS Conference Abu Dhabi 13.05.15