Bombardier, manufacturer of the world’s largest western civilian turboprop aircraft, the DHC-8 Q400, today launched the 90 seat variant at the Singapore Airshow, making the largest airplane even larger in terms of capacity, without so much as stretching the airplane by an inch.
The Q400 usually seats 78 passengers in a single class with a 30 inch seat pitch. In 2013, Bombardier had launched the 86 seat variant of the Q400, with Nok Air of Thailand as the launch customer. The 86 seat variant offered a seat pitch of 29 inches, by shifting the aft galley into the aft cargo hold, thereby reducing aft cargo space by 20%, and doing away with the forward baggage hold.
This made the case for Bombardier to announce a 90 seat variant with a seat pitch of 28 inches. To add an extra 4 seats, or one row, Bombardier is, according to Flightglobal, will push back the rear bulkhead and reconfigure the front right hand door. To make the airplane more attractive, Bombardier is increasing the 90 seat variant’s payload by 900 kg, and proposing an escalation of the A-Check and C-Check intervals from 600/6,000 to 800/8,000 flight hours. The 90 seat variant is expected to enter service as early as 2018, provided Bombardier secures a launch customer for the type.
Why at the Singapore Airshow?
There are four reasons why ATR and Bombardier are focusing on South East Asia. First, the geography and infrastructure of countries is such that connectivity within the country is best offered by short haul air transport. Second, the region is comprised of developing nations, where the end customers, the passengers, are very price sensitive. Third, demand for travel is rising. Fourth, the average height of the population is much shorter than the western world.
Turboprops are excellent for short and thin routes. Average ticket prices can only be lowered if the cost per seat falls further. The same airplane packing more seats lowers the cost per seat per flight, which allows airlines to compete better using pricing as a tool. The 90 seat variant may reduce the cost per seat by as much as 11-13% when compared to the 78 seat variant, and by 3-4% when compared to the 86 seat variant. Packing more seats reduces the seat pitch, which would have been a repulsive product to sell to passengers in the western world. But in South East Asia, the lower average height makes a 28 inch seat pitch comfortable. South East Asians are, on average, one of the shortest in the world.
Bombardier had launched the 86 seat variant at Dubai, but the launch airline is from a South East Asian country. Knowing that any demand for ultra high density aircraft variants will only come from Asia, Singapore Airshow 2016, Asia’s biggest commercial aerospace and defense exhibition, had to be the platform of choice.
ATR received EASA certification for its high-density cabin layout which fits 78 seats, using the existing airframe which was until recently certified for a maximum of 74 seats. Cebu Pacific, the leading Phillipines low cost airline, is the launch customer of this new configuration of the ATR 72-600. The airline had formally announced an order for 16 ATR72-600s during the Paris Air Show with options to acquire an additional 10 ATR 72-600, worth US$673 million at list prices.
Cebu Pacific will receive its 78 seat aircraft in August 2016. According to ATR, ” The additional seats are very valuable for airlines operating in the regions where traffic grows rapidly and the demand is highly sensitive to fare”. According to Thierry Casale, ATR Senior Vice President Programmes, “The demand comes from airlines, especially in the Southeast Asian market, requesting to further optimize the cabin space and to increase the number of available seats for regional flights".
In August 2014, Thailand’s Nok Air took delivery of an 86 seat Bombardier Q400, becoming the launch operator for the extra capacity seating configuration. Bombardier was able to squeeze in 86 seats at 29 inches seat pitch by shifting the aft galley into the aft cargo hold, thereby reducing aft cargo space by 20%. Forward baggage hold is done away with.
ATR can pack in 78 seats by reducing seat pitch to 28 inches, downsizing and moving the aft galley into the rear cargo compartment, and by placing two rear facing seats in the first row, which take up a part of the otherwise forward right cargo hold, thereby reducing forward cargo space. ATR’s target is an 80 seat ATR 72, which will be possible only with four, rear facing seats on the first row. Such seats do not recline.
The configuration is built with the current SFE Geven Classic seats, requiring no special or different seats.
Interestingly, demand for these configurations have come exclusively from South East Asian low cost operators. According to a study that the ‘Association of Southeast Asian Nations DNA’ conducted, Filipinos are the second shortest race in the South East Asian region, with males measuring 5 feet 3.7 inches. Thailand’s males are the second tallest, at an average 5 feet 6.9 inches. This makes Filipino men 4.8% shorter than the average Thai man, while a 28 inch seat pitch is only 3.4% lesser than a 29 inch seat pitch. Assuming similar thin seats on both aircraft, Filipinos, due to their height, may feel as comfortable, if not more comfortable, than Thai men flying in the high density Q400.
Indonesian males are the shortest in the South East Asian region, at 5 feet 2 inches, which makes the 78 seat variant well suited for the Indonesian market. If airlines are scientifically driven, airlines in other countries may not opt for the 78 seat variant, unless the business model decides otherwise.
The 78 seat ATR 72 seats 4 more than the until-recent maximum of 74. Assuming a 100% seat factor, 4 extra passengers will burn around 11 kg additional fuel on a 250NM sector, assuming ancillary cargo remains unchanged. This results in a 1.3% fuel burn increase on a 250NM sector, or a 0.65% increase in costs assuming fuel is 50% of the total operating expenses. Yet, due to the four additional seats, the cost per seat, after including the fuel increase, drops by 4.5% on a 250NM sector. We ignore possible increased maintenance costs due to slightly higher stressed operations.
This allows an airline to drop average fares by down to 4.5% to remain competitive in the market at unchanged margins.
Japan’s first commercial jetliner, the Mitsubishi Regional Jet (MRJ) 90 took to the skies at 8:30 in the morning from Japan’s Nagoya airfield, for a flight that lasted nearly 85 minutes long. The flight was conducted by a MRJ 90 STD, registered JA21MJ, with construction (serial) number 10001. The aircraft flew with a constant flap setting, landing gear down and locked, and thrust reversers de-activated.
The first flight marks a major milestone for a program that is significantly delayed. The first flight was planned for 2012.
The 92 seat MRJ 90 has a seating capacity that directly competes with the 88 seat Embraer E175, and the 90 seat Bombardier CRJ 900. However, the aircraft is fitted with Pratt & Whitney’s high bypass Geared Turbofan Engines (GTF), which allow the aircraft superior fuel economics than any sub-100 seat regional jet, today. This is the MRJ 90’s USP.
Below is a comparison of key performance, weights and dimensions between the Bombardier CRJ900, Embraer E175, and the Mitsubishi MRJ 90:
Below is the comparison of ranges between all three aircraft and their sub variants:
The last Japanese commercial airliner program was the YS-11 turboprop airliner, in 1960. The MRJ program, which marks a comeback of the Japanese airliner market after a gap of nearly 60 years, adds an additional player in the regional jet market.
The regional jetliner market today is dominated largely by Embraer and Bombardier, with Embraer grabbing a larger share of the pie. Sukhoi’s Superjet International SSJ 100, a 100 seat regional jetliner, is so far an insignificant player. China’s regional jet, the ARJ 21, hasn’t yet entered service. Mitsubishi becomes the fifth player.
However, Mitsubishi will be the third aircraft program to penetrate the United States Market. 76% of the MRJ 90’s firm orders are from airlines in the United States. 170 aircraft are ordered by three US regional airlines: Trans States Holdings (a holding company for three regional airlines), Sky West, and Eastern Airlines.
A new aircraft brings with it two key questions that affect sales : How reliable will the aircraft be, and how good with the customer support be?
A new aircraft will almost always have issues with reliability before the aircraft ‘matures’ and corrections are made to the production aircraft. This has been seen with the Boeing 787, the Embraer E190 (when it entered service with JetBlue), the Airbus A380 – all new airplanes have their fair share of troubles till the product matures. The MRJ 90 will be no exception.
Customer support, which can sway market shares, has been carefully dealt with, by MRJ. Boeing Commercial Aviation Services, which today is one of the best, will provide Mitsubishi Aircraft with 24/7 customer support including spare parts provisioning, service operations and field services, until Mitsubishi takes service in-house.
Another important aspect for an airplane is the residual value of the aircraft – data that is yet unavailable. Lessors prefer to bet on airplanes that they know for certain will have a good enough market residual value to capitalise on.
Is the MRJ 90 in a good segment?
The MRJ 90 is an airplane with better market prospects than the MRJ 70. Since the beginning of 2009, Embraer has recorded 0 net orders for the 78 seat EMB170 regional jet, and Bombardier has recorded just 28 net orders for the 78 seat CRJ 700. On the other hand, since beginning 2009, Embraer has recorded a net 443 orders for the 88 seat E175 and E175E2 together, and Bombardier has recorded 139 net orders for the 90 seat CRJ 900. The 90 aircraft market has had better prospects over 27 quarters than any other size of regional jets. Below are the order graphs:
The MRJ 90 is in a very hot segment, which can get hotter if scope clauses in the United States are upward revised. The clause today limits US regional airlines to an aircraft weighing no more than 39 tonnes and limited to 76 seats. Unfortunately, the MRJ 90’s minimum maximum takeoff weight is 39.6 tonnes, while the lighter variants of the CRJ 900 and EMB 175 are within this specification.
The MRJ 90 is in a very unique position. Bombardier is not neither developing nor re-engining aircraft that are below 100 seats. The CRJ 700, 900 and 1000 aircraft will soon fade away as Embraer re-engines its aircraft and revises the wings to offer the market better versions (second generation) of the present E175, E190, and E195 regional jet models. Bombardier’s customer support history also works against the manufacturer. This effectively reduces notable competition to just Embraer and Mitsubishi in the sub-100 seat regional aircraft space.
The second generation of the Embraer E175, renamed the E175 E2, will be fitted with engines similar to the MRJ90, matching the MRJ 90’s fuel economics. However, the E175 E2 is expected to enter service only in 2020.
The MRJ 90 on the other hand is expected to enter service in 2017. However, uncertainty looms about the manufacturer sticking to its timeline, as it has not had any proven track record of dealing with jetliner programs in the recent past. Bombardier, an experienced manuafcturer, has slipped the CSeries’ timelines. It will not be surprising if Mitsubishi does the same. But even if the timelines slip by a year, to 2018, Mitsubishi will have atleast a 2 years head start over Embraer in the sub-100 seat regional jet space.
The Draft National Civil Aviation Policy (NCAP) 2015 proposes to boost regional connectivity in the country through the implementation of a Regional Connectivity Scheme (RCS). The RCS is aimed at making financially unviable, but economically important flights on certain regional routes a reality.
But for this to come true, many moves need to be made. The Ministry claims that there are 476 airstrips / aerodromes / airports in the country. Question is, how many of them are worthy of immediate operation? Today, airlines operate into and out of just 76 airports. What is the condition of the remainder airports?
The Ministry, in its bid to promote regional connectivity, must be specific about what it will fund. We touch upon this, and also try to do the numbers about how much money the Ministry may be able to raise, and with that money, how many regional aircraft may be operated. And which aircraft types are the most likely ones for the near term and the long term.
The RCS will spell the boom of regional aviation in India, only if implemented right. But it will also tax regular airlines, and not offer any viability gap funding for these airlines. There are challenges, and there are opportunities. To learn more, please click here.
Alliance Air, which is branded as Air India Regional, received its 5th brand new ATR 72-600 from Toulouse. The aircraft, registered VT-AIW, joins the fleet of four other ATR 72-600s, registered VT-AII, VT-AIT, VT-AIU and VT-AIV. Al five aircraft are leased from Singapore based leasing company Avation.
The ATR 72-600s, which employ an all new cockpit avionics based on technology used on the Airbus A380, is to replace the aging fleet of four ATR 42-320s. The ATR 42-320s in Alliance air are fitted with 48 seats, while the ATR 72-600s are fitted with 70 seats. The older ATRs sport a four bladed propeller, which made the aircraft noisier than the present six-bladed propellers. Passive noise reduction techniques make the present -600’s cabin a lot more pleasant than the older ATRs’.
With the arrival of VT-AIW, which was ferried Toulouse (TLS) – Heraklion (HER) – Ankara (ESB) – Abu Dhabi (AUH) – Delhi (DEL), the total count of active ATR 72s in India (-500 & -600) has gone upto 27, split as 15 ATR 72-500 (Jet AIrways) + 3 ATR 72-600 (Jet AIrways) + 5 ATR 72-600 (Air India Regional / Alliance Air) + 2 ATR 72-500 (Air Pegasus) + 2 ATR 72-500 (TruJet). One ATR 72-500 is undergoing painting at Hosur, destined for Air Pegaus.
India totally has 51 70-80 seat turboprops in service, including 14 Bombardier Q400s of SpiceJet. The smaller ATR 42s, aged on average 21+ years, will soon be phased out.
Air India Regional / Alliance Air flies the longest turboprop route in the country, between Delhi and Rajkot, over 505 nautical miles, a flight that takes 2:30 hours block time, almost the same block time an Airbus or Boeing mainline narrowbody jet (A320 & 737 family) takes to fly double the distance. Due to insufficient crew, and to align with the schedules of the network of its parent Air India, the ATRs at Alliance Air are not utilised as much as the aircraft can be. Average present utilisation of the aircraft at the airline is close to 6 hours per aircraft per day. The aircraft operate only four flights a day, while Jet Airways operates upto 13 hours per aircraft per day and 9 flights per aircraft per day. (maximum figures).
Of the presently four operational ATR 72-600s with Alliance Air, three are based at Delhi, and operate flights to Kullu, Dharamshala, Allahabad, Dehradun, Rajkot and Pantnagar. One is based at Hyderabad, and operates flights to Vijayawada and Tirupati, offering competition to TruJet and Air Costa.
An ATR 72 is best suited for short (distance) and thin (low demand) routes of upto 350 nautical miles. Beyond this, a regional jet generally becomes a more viable and economical option. The shortest ATR 72 sector in India is operated by Jet Airways between Porbandar and Diu, a flight that lasts just 45 minutes block time over a distance of 90 nautical miles (166km). The average ATR 72 city pair distance in India is 223 nautical miles (413 km), while the average domestic flight distance across all domestic flights of all carriers on all aircraft in India is 455NM (843 km).
70-80 seat turboprops serve as good feeder aircraft to mainline aircraft, enabling deeper and true regional penetration in India, especially since many airfields and city pairs in India, today, are operationally and commercially unviable for regional and mainline jets. Many runways are too short for regional and mainline jets, and many cities are too underdeveloped to viably support larger aircraft.
The maps below show the pan-India coverage that turboprops can achieve by being based out of five metros of Delhi, Mumbai, Kolkata, Bengaluru and Hyderabad, and by flying a maximum distance of 400NM. Range circles are 300NM and 400NM radius, as mentioned.
Over the next 20 years, a demand for 2,500 turboprops is anticipated, of which close to 50% may be based at Asia.
Header image does not represent VT-AIW, but VT-AII.
Besides all the visible innovations that SpiceJet is grabbing the headlines for, the airline is doing certain other things quite differently.
Any airline will like to make the most of a peak season by increasing flights, and providing increased connectivity and flight options. There are two ways to do this : by growing the fleet or by flying the airplanes harder. SpiceJet is doing both.
The airline does not yet seem to be ready to lease more airplanes the conventional way. It instead is wet leasing airplanes from eastern European airlines, which have capacity to spare. In the month of October, the airline will be inducting 6 Boeing 737s on a wet lease (ACMI lease) basis – which means the airline will not have to bother about flight crew, cabin crew, maintenance and insurance. Wet leases can turn out to be more expensive than a dry lease with in house crew, maintenance and insurance, but it offers SpiceJet one big advantage – to modulate its capacity to suit seasonal demand.
SpiceJet today is the only airline in India to be actively wet-leasing airplanes to bridge capacity shortfalls.
The airline presently has one Airbus A319 wet leased, and 2 of the 6 wet leased Boeing 737 NGs to be inducted this month have arrived – OK-TVX and OK-TSF. OK-TVX flew for SpiceJet during the summer peak season, along with two other Boeing 737-800s. The two 737s arrived on 8th October, 2015.
The airline’s remaining Boeing fleet is all dry leased, and the Q400s are owned. Of the 20 Boeing 737s, 16 are Boeing 737-800s and 4 are Boeing 737-900s. Before the 2 wet leased airplanes arrived, one Boeing 737-900 was undergoing heavy scheduled maintenance, ‘C’ checks. After the two leased airplanes arrived, a Boeing 737-800 went into scheduled maintenance. In total, the active narrow body mainline jet fleet as of today is comprised of 15 dry-leased Boeing 737-800s, 3 dry-leased Boeing 737-900s, 2 wet leased Boeing 737-800s and 1 wet leased Airbus A319, in addition to 14 Bombardier Q400 turboprops of which 13 are active. The total active fleet is 34 airplanes strong, which is expected to rise to around 40 during November-December. The peak season starts in a week’s time.
To aggressively take on the domestic and international markets despite a small fleet of airplanes, SpiceJet has been pushing its Boeing 737s to fly much harder than usual. Some of the Boeing 737s operate 19:30hrs, 17:50 and 16:35 hrs. These patterns flown by the 737s witness the airplanes flying hard during the day, and operate long international sectors at night/early morning.
Of the LCCs in India, only two fly international – SpiceJet and IndiGo. IndiGo, which also operates late night / early morning international flights, operates its airplanes only upto 17:45hrs of utilisation, on a pattern that involves a late night Chennai-Singapore return flight. One of the airline’s patterns is all-international with just 4 flights, MAA-DXB-TRV-DXB-MAA, which uses the airplane for 17:35hrs. Both these patterns, however, are not as heavy in utilisation as SpiceJet’s.
While SpiceJet pushing its airplanes to fly harder increases revenue potential and dilutes costs, it also results in a higher chance of cascading network delays in case one flight gets significantly delayed. Having significant gaps between patterns reduces the chances of the delays of one day from cascading into the second day.
On the Q400 front, the airline pushes certain Q400s to operate upto 13:15hrs per day, with an average, network-wide utilisation of around 11:30hrs. This is good for a turboprop that operates mostly domestic. SpiceJet’s Q400 turboprops are the only turboprops in India that fly scheduled international services.
Yesterday, SpiceJet announced 5,00,000 seats for sale, bringing back the airline’s ‘Sale’ after a gap of three months. This does send across a message that the airline has set its focus on staying afloat. We discuss SpiceJet under its re-crowned king: Ajay Singh.
Ajay Singh is believed to return to SpiceJet because of two reasons: Him being approached by Maran to revive SpiceJet, who was mulling over closing the airline; and the lower oil prices, and an economy that’s poised to grow. Being a BJP man, he was also approached by the government to salvage the airline, as an airline that bites the dust will imperil the investment climate in the country, posing strategic imperatives for many including the government. And the people, for whom airfares will increase.
The 2015 summer schedule, which comes into effective March 28th onwards, has been planned for 280 daily flights, to be operated with a fleet of 26 Boeing 737s and 15 Q400s – a 41 aircraft fleet, of which 39 will be active at any given time, up from today’s 16 Boeing 737s and 14 Q400s. The commercial team swung back into action, opening bookings till October 2015, and offering 5,00,000 seats for sale, boosting cash flows at the airline. Ajay’s idea is to bounce to a 35 aircraft Boeing fleet as soon as possible- which would be a challenge given that the airline today doesn’t have enough Boeing pilots to fly a fleet of that size. Reportedly, the airline by end of March will have enough pilots to fly only 15 Boeing 737s, as a significant number are serving their notice period. Ajay has appealed to these pilots to reconsider their decision to leave.
Ajay’s priority, as far as the Q400s are concerned, is to pressurize and renegotiate with the manufacturer – Bombardier, to make the turboprop fleet a profitable one, allowing the Q400s to stay for a longer period, and perhaps growing the fleet. Ajay was never in support of the Q400, but as in previous analysis on this site, the turboprops are good money makers, and are needed by SpiceJet to differentiate itself from a big player like IndiGo, by offering routes that are both commercially and technically unfeasible for narrow bodies to operate on. The only problems that SpiceJet may be facing are maintenance and support issues. Ajay looks to making the Q400 fleet ‘a profitable fleet’. SpiceJet has received immense support from Boeing, but has been disappointed with Bombardier who has apparently not behaved as fairly with the airline as they should have.
With money flowing in, Ajay aims to renegotiate all those bad contracts that have been signed.
Ajay wishes to treat the pilots who’ve recently left as furloughed, and looks to getting them back on board on priority. However, this would be a challenge from a technical, emotional and legal perspective, especially for those who have already started flying on another type.
Ajay Singh is looking to introduce a cultural change, or rather, bringing back a culture of transparency between the employees and the higher management. Ajay will look towards better employee and customer engagement, with his aim of achieving perfection in human interaction.
For example, although the present COO Sanjiv had made it clear to all employees that he was accessible anytime via email, there were others lower in the chain of command who had broken this link of direct communications. The Flying Engineer, who had interacted with certain operational staff, had vented out their frustration in not being able to reach the COO directly. Ajay Singh has been made aware of unwanted forces in the airline, and has initiated a task to indentify the negative, and the passionate, and separate these forces for the benefit of the airline, to bring back a cleaner culture they started with, in 2005.
Uplifting hot meals for the crew was recently resumed.
To bring in a greater sense of belonging and loyalty, Ajay Singh is looking to introduce an employee stock ownership plan (ESOP). He reportedly told a section of employees, “I want to see all of you owning a piece of SpiceJet”.
To help reset the airline to a comfortable position, Ajay Singh will put money into the airline, in three installments – February, March, and April. He’s already pumped in some money into the airline, but that may have been an emergency infusion to help with aircraft that lessors look to repossessing.
Ajay seems to know what he’s getting into. Sources quote him as saying, “Plenty of sh*t I get on my plate with this acquisition. It needs cleaning up, and it will take time to clean up. I’m still discovering the problems at SpiceJet.“
Who sh*t on the plate?
Perhaps there is nothing quite as frustrating as working for someone who doesn’t grasp the basics of the business. Kaneswaran Avili, CCO at SpiceJet had tweeted on 14th November 2014, the day of a board meeting, “Aaaaiiyoo why no one understand RASK……”, very obviously referring to the board.
SpiceJet today is riddled with multiple problems, most of which are related to the airline being cash strapped for a fair period of time. Ajay being a director with SpiceJet since he sold his stake to the Marans in 2010, has kept a watch on the airline, and reportedly believes that the cash strapped situation arose because of some strategic decisions that went wrong in the early years of transfer to the Marans, and also because of certain commercial decisions which were taken primarily in the year 2013, which led to a significant cash burn for the airline, which the airline couldn’t recover from.
Having said that, Ajay reportedly doesn’t seem to throw the entire blame on Maran, as the latter’s background didn’t prepare him to take on airline – a business which is extremely competitive, and consumer centric, contrasting the other businesses he runs. Maran’s lack of involvement in the airline cost him.
Ajay feels he can make a difference, as his involvement in the airline he founded gives him a better understanding of the space. Ajay seems to be passionate about SpiceJet as a brand, and works hard to defend, just like Sanjiv Kapoor, that the present situation at SpiceJet is far different from that at Kingfisher in 2012.
While Ajay believes that the airline has a lot of positives to re-build on, including a strong team led by performers: Sanjiv and Kanesh, the external environment is fast changing – competition is stiffening. SpiceJet will have to play to its strength, to hopefully find itself in a healthier and comfortable state by May 2015 – a month when domestic travel demand is very high, and also the month the airline started operations in its present form, 10 years ago.
Three jetliner manufacturers, Airbus, Boeing and Embraer, in alphabetical order, rolled out single aisle firsts in March this year.
It started on March 12th, when Embraer rolled out the first production E175 with fuel burn improvements. New winglets, and fuselage wide aerodynamic “cleanups”, and system optimizations have bettered fuel consumption by 6.4%: a good 1.4% better than the technical team had expected to see in fuel savings, on a “typical flight”, which, according to The Flying Engineer estimates, are in the 500-1000NM region. This 6.4% fuel burn reduction is close to double the figure Airbus achieved with its A320 when it strapped on the winglets it calls Sharklets: between 3-4%, and more than 3 times what Boeing achieved with its 737NG when it rolled out the 737 Performance Improvement Package (PIP) in 2012: 2%.
On March 17th, Airbus announced the final assembly of its A320NEO: the next landmark in mainline single aisle airplanes. The A320NEO will be the first single aisle airplane in its class to enter service, with a new type of engine in this thrust class: the Geared Turbofan Engine. The GTF is expected to set the A320NEO apart from the 737MAX; the latter is expected to fly with the CFM LEAP-1B engine that runs hotter, leaving little room for any engine growth in the future.
On March 20, Boeing rolled out the first Boeing 737NG at increased production rate: 42 airplanes a month, matching what Airbus had achieved almost a year ago: which then was the highest commercial aircraft monthly production rate ever. The interesting feat here is that Boeing achieves this at a single facility, while Airbus gets its 42 airplanes a month at its three final assembly lines: Toulouse, Hamburg, and Tianjin.
As for Bombardier, which is going through a very difficult period, the First CS300: the only aircraft variant in the CSeries program that is relevant today and has garnered much attention from customers, almost twice the firm orders as the shorter variant, the CS100, is in final assembly and the systems are being installed. First flight of the CS300 is expected soon, and the entry into service of the CS300 is expected 6 months after the CS100, the latter slated for the second half of 2015, with the hope that no further program delays are announced.
The A-A-B-B-E aircraft manufacturers, namely, Airbus-ATR-Boeing-Bombardier-Embraer, have all announce their 2013 orders and deliveries.
Boeing announced its tally on 6th, Airbus on 13th, Embraer on 15th, Bombardier on 20th, and ATR on 23rd January, 2014. (today).
The results get sorted as: Medium-Long Haul Jetliners: Airbus v/s Boeing, Regional Jet: Embraer v/s Bombardier, and Turboprops: Bombardier v/s ATR.
Medium-Long Haul Jetliners: Airbus v/s Boeing
Boeing made more airplanes and sold and retained more airplane orders (based on NET orders) than Airbus. The single aisle family is the best performing airplanes for both manufacturers. The Quad Jet programs aren’t doing well. Lufthansa is the only operator of the 747-8 intercontinental: the passenger version of the 747-8.
Regional Jet: Embraer v/s Bombardier
Embraer seems to be steaming ahead of Bombardier’s regional jet programs. 5 orders of the E170 were cancelled, while 100 E175E2, 25 E190E2, and 25 E195E2 orders were placed. 3 CS100 orders were cancelled, while 37 CS300 orders were booked.
Embraer has emerged as the world’s largest manufacturer of commercial jets up to 130 seats.
Turboprops: Bombardier v/s ATR.
The Bombardier Q400 Turboprop program is nowhere close to the performance of the ATR 72/42 program. The above figures include 10 ATR42-600 sales and 7 ATR42-600 deliveries.
Airbus’ marketing seems to have gone on a slightly unrealistic overdrive, with its “Felt squashed on a recent flight? It’s not you, it’s the seat" campaign, which states:
“Airbus offers an entire product line of modern, efficient jetliners designed for today’s standard of passenger comfort: at least an 18-inch wide seat in economy class."
That statement isn’t true. Data published by Airbus shows that the A320 family’s cabin can have either 18 inch wide seats and a 19 inch aisle, or 17 inch wide seats and a 25 inch aisle. Indigo Airlines has the 17 inch seat option. The campaign doesn’t explicitly mention the “long haul economy standard” set by Airbus, and slyly brings the A320 into the picture as well.
“The company’s entire product line is designed for modern comfort standards, ranging from the single-aisle A320 Family to the widebody A330 and A350 XWB families and the 21st century flagship A380 jetliner – which has a standard 18.5-inch seat in economy class.“
“Seat width is one of the most important – yet often overlooked – factors for passenger comfort. With an extra inch, compared to the 17-inch industry norm set in the 1950s that is still used by other aircraft manufacturers, Airbus jetliners offers travellers more personal space and room for lateral movement."
Embraer offers 18.25 inch wide seats (though another technical documentation points to 18 inch wide seats) in the economy, across the E Jet series (as per company published data). The C-Series, which has threatened the A318, A319, and in part the A320 members of the A320 family, has seats that (claimed by Bombardier) are a mix of 18.5 inch wise seats and 19 inch seats (see image above). These are far wider, and more comfortable than the seats on the A320, and even the A380 in economy (claimed to be 18.5 inch wide). So, “Airbus cabins are designed to offer passengers and airlines the highest levels of comfort, services and efficiency.“?
Airbus’ inadequate and improper “research", states “It’s not you, it’s the seat" and “the 17-inch industry norm set in the 1950s" in the same page (CLICK HERE). Truth be told, Rebecca Utz, from the University of Utah, presented a paper, “Obesity in America, 1960-2000: Is it an Age, Period, or Cohort Phenomenon?", which shows how its “You" and not the “Seat" that has grown too big to fit in a 17 inch wide seat.
The black book of aviation safety suddenly experienced a spike in entries on January 5th, 2014. There were three accidents and one incident on Jan 5th, 2014. There was only one fatality.
At around 01:00UTC, A Saudi Boeing 767-300, registered HS-BKE, landed at Madinah (Saudi Arabia) with the right main gear still retracted. The crew were first made aware of the situation when they were on approach, and extended the gear only to observe an unsafe indication for the right main. The crew put the aircraft into a hold, followed applicable checklists, including what appears to be a gravity extension, but after being unable to resolve the issue, landed on the third attempt, on the left main, and the right engine. There were no injuries as a direct result of the accident, but because of chaos during the evacuation. The aircraft seems to have sustained substantial damage.
At around 13:00UTC, a Bombardier CRJ200 registered N8758D, landed at New York’s (USA) John F Kennedy’s runway 22L, and slid off the taxiway exit J, and came to stop on soft ground, temporarily shutting the airport for 2 hours. No injuries were reported.
At around 14:00UTC, an Airbus A320-231 with the double bogey landing gear, registered VT-ESH, landed at Jaipur International Airport (India), burst its tyres, and damaged its left wing significantly. The aircraft was operating a scheduled domestic into Delhi, but was forced to divert to Jaipur due to visibility at Delhi, where it declared a fuel emergency and reportedly landed below minima (landing in visibility below the allowable runway visual range (RVR)), due to a fuel emergency. Uncertainty remains on the cause of wing damage: whether the wing scraped the ground, or the wing hit obstacles after reportedly (but unlikely) veering off the runway after landing. The closure of Jaipur Airport due to this accident forced a Spicejet 737, registered VT-SGU, which was supposed to have landed at Delhi, but was forced to divert to Jaipur due to visibility, to return to Delhi, where it declared a fuel emergency, and reportedly landed below minima.
At around 19:20UTC, a Bombardier Challenger 600 registered N115WF, reportedly land, turn into a fireball, flipped a few times, and skid to a stop, upside down, on runway 15 at Aspen-Pitkin County Airport, CO (ASE, USA). The accident left the airplane charred, took the life of one on board, while seriously injuring another, and mildly injured the third person on board. The right wing had snapped off. The aircraft had executed a go around, citing a tailwind, and came to rest in this condition on the second landing attempt. Other traffic had reported mild windshear and gusting winds.
Highlights: The death of the 70 seat regional jet market, shifting market trends, and what airlines seem to trend on: affordable capacity.
50 seat regional jets heralded a new way to travel. Comfort and speed were real reasons, and offering a jet to regional customers, as opposed to a turboprop aircraft, suddenly seemed very attractive. The Embraer ERJ 145, introduced in 1996, and the Bombardier CRJ 100/200, introduced in 1992, both extremely popular 50 seat airplanes, sold 708 airplanes and 935 airplanes, respectively.
Regional aviation only continued to grow, fuelled by more efficient jets that promised good operating economics. According to Bombardier’s study in 1998, there was a growing requirement for larger aircraft in the fleets of the world’s regional airlines. To keep up with the growth in mainline fleets, Bombardier felt that regional fleet must grow in both size and capacity. The company felt that if the regional fleet did not grown beyond 50 seats, the number of 50-seaters required to satisfy demand would quadruple.
Because of this growth, regional airplanes grew in capacity, to match demand. The CRJ 700, a 70 seat regional jet from Bombardier, was introduced in 2001, and the competing Embraer 170 was introduced to airline service in 2004. As airplanes grew in size, the operational costs per seat started to fall, further opening up regional aviation to larger airplanes while gradually declining the smaller regional jet market. The market shifted, and continues to shift towards larger sized regional jets.
The CRJ 100/200 is no longer in production. In 2008, the Embraer 145 had 733 firm orders, which slumped to 708 in 2009, and has remained at that figure, over 4 years till date. By 2011, all orders had been realised through deliveries. The 50 seat jet market effectively and statistically died many, many years ago.
The CRJ 700, when introduced, did exceedingly well. Between 2000 and 2010, the order book grew by 160%, to 344 firm orders. The Embraer 170, which had a late start, touched 194 firm orders in 2009. While these were fairly good figures, the market shift hadn’t stopped.
The Embraer 190, and the CRJ 900 have seen the greatest sales growth. The E-190, when introduced in 2005 with JetBlue, had 185 firm orders. This has seen a fairly steady, and unparalleled growth to 560 in 2013: a growth of 200%. The CRJ1000 was Bombardier’s answer to the E-190, but that entered service very late, almost 5 years later, in December 2010, but firm orders stand at only 70, as of July 2013. The CRJ1000 is not much of a competitor to the E-190; The longest range version of the jet, 1,622NM, falls short of the shortest range version of the E-190: E-190STD at 1800NM. The E-190AR has a range of 2400NM.
While there was such encouraging growth in sales of 100 seat airplanes, The CRJ700 stopped building orders after 2010. In fact, after 2010, 4 firm orders were lost, with the number lazily bouncing back to 347 in 2013. After 2009, The Embraer 170’s firm orders only reduced, and hasn’t recovered since. It’s not the manufacturer. It’s the market, and the 70 seat regional jet isn’t favoured anymore. As of Sep 2013, there is a backlog of only 6 E-170, of which 2 are for Japan Airlines and 4 for ETA Star Aviation, India.
The 78-88 (80) seat E-175 is the next-best received aircraft. Orders for the type are nowhere close to that of its longer, 100 seat E-190, and had stagnated for more than 1 year in the period after 2011, at the level of the dead-market E-170. A sudden surge in orders, of 65% to 315 in 2013, is thanks to Skywest, which placed a large enough order for the type. The 90 seat CRJ900, has 306 firm orders in 2013, and witnessed a 380% surge in orders between 2005 and 2007.
A 2000NM range airplane with the ability to carry 100 passengers has been the hottest selling cake. Add another 16 to 24 seats and the offering, the E-195, isn’t quite as attractive. Bombardier’s response to the E-195 is the 125 CS100, and the unique, hitherto unmatched offering is the 135-160 seat CS300.
Proof that the market is shifting away from 70 seat jets is the fact that Embraer, that has moved forward with its plans to re-engine, significantly re-engineer and update the E-Jets to a “Second generation" of E2 jets, has the E-195-E2, the E-190-E2, and the E-175-E2, but no plans at all for the E-170-E2.
The market needs higher capacity airplanes for greater flexibility, provided that it doesn’t come at the cost of economics and performance. With economically better performing or promising airplanes hitting the market, “affordable capacity" is the market demand.
And since the E-175-E2 is planned for a 2020 Entry into service (EIS): the last amongst all re-engined E-Jets, it’s a sign of the 80 seat regional jetliner’s grave being prepared, next.
*This section is part of a much bigger, comprehensive article on the C-Series by The Flying Engineer.
In this piece, we look into the significance of the E-Jets, particularly the 100 seat E-190, and the need for the Brazilian manufacturer’s launch of the upgraded, “Second generation” E-Jets.
The Embraer E-Jets: Making Regional Sense.
Bombardier stepped into the 70 seat jet space with the introduction of its CRJ700 into commercial operations in 2001, with Brit Air. 3 years later, Embraer introduced its 70 seat jet to commercial operations, with LOT Polish airlines. Till date, 192 Embraer E-170s have been sold, while the 70 seat CRJ700 has sold 347 airplanes.
One Embraer regional jet, that has been very well received, is the 100 seat Embraer 190, which, till date, has raked up 560 orders. No other Bombardier 70+ seat aircraft, including the C-Series has managed to touch those numbers, yet.
The Embraer 190 makes absolute sense. The typical single class cabin of the airplane accommodates 100 passengers comfortably. JetBlue, the largest operator of the E-190 with 59 aircraft, complements its Airbus A320 fleet of 129 aircraft. Jet Blue’s A320s are fitted with 150 seats.
Way back in 2003, when JetBlue had an all-Airbus A320 fleet and the cabins had 156 seats, the break-even load factor (BELF), as published by the airline, was around 72%, corresponding to 112 seats. To open up more routes which would have a demand less than this BELF, the 100 seat Embraer 190 was introduced in 2005. In the light of its reduced A320 seating, and spiralling fuel prices, the airline’s A320’s BELF has only gone up, further stressing the need for the Embraer 190.
Embraer acknowledges that a big advantage for E-Jet operators today is their ability to use the aircraft to “right-size” in lower-density markets.
But also acknowledged in 2010 was the realisation that if Airbus or Boeing re-engine their narrowbodies, and achieve better costs per trip, the advantage enjoyed by the E-Jets would disappear.
The upgrade saga
This left only two options for Embraer: Introduce a clean-sheet airplane that competes with Airbus and Boeing’s popular narrowbody families-A320 and 737-an idea that has played with Embraer since 2009; or do something to the existing offering to retain the regional jet family’s attractiveness to operators.
Late 2011, Embraer formally confirmed its decision to abandon the development of a competing airplane (which otherwise would have put 4 players in the coveted segment, including Bombardier with its C-Series), and instead focus on enhancing the value of the Embraer 170 and 190 families through a possible stretch and a definite re-engine, at an estimated program cost of US$1.7 billion. This was the outcome of Boeing announcing the delivery of the 737Max in 2017: a period too short for Embraer to both hold its grip on the market with its existing offering while developing a competing airliner. This also reflects the industry’s lower appetite for risk.
Embraer started working with E-Jet customers to define the performance goals and technical characteristics of the new aircraft family. One of the considerations was a composite airframe. Early 2012, Air Lease Corp advised Embraer to stretch the Embraer E-190 by 1 row (4 seats) and the E-195 by 2-3 rows (8-12 seats). The aim was to add capacity to compete with the CS100, while allowing for pricing flexibility in the light of much lower development costs associated with an airplane upgrade rather than a clean sheet design. Adding to this advantage is the huge customer base of Embarer’s E-Jets. A customer would prefer an upgrade “within the aircraft family" for near-seamless operational integration, rather than an all-new aircraft.
Embraer claims to be not just re-engining, but investing heavily to achieve the efficiency of a clean-sheet design. In January 2013, Embraer selected the Pratt and Whitney Geared Turbofan PW1000G series to power the second generation E170 and E190/E195 aircraft, which it calls the “E-Jet E2 family". The wings will feature a higher aspect ratio, longer wingspan, and raked wing tips instead of winglets. The landing gear will be lengthened to accommodate the larger engines, and the flight deck will feature the Honeywell’s Primus Epic™ 2 advanced integrated avionics system with large landscape displays, advanced graphics capabilities, and Honeywell’s Next Generation Flight Management System (NGFMS). The new airplanes will be 100% fly-by-wire, unlike the in-production E-Jets.
Unlike the C-Series, the wings for the E-Jet E2 are all metal, as, according to Embraer, composites aren’t cost-effective for such-sized airplanes. Embarer’s late announcement of the selection of the geared turbofan actually stands in its favour: the airframer benefits from Pratt and Whitney’s work on the smaller PW1200G for the Mitsubishi Regional Jet (MRJ), and the larger, mature PW1500G for the C-Series, both of which engine families are almost identical to those being offered for the E-Jets.: The PW1700G for the E175-E2 and the larger PW1900G for the E190/195-E2.
The reason to select the Geared Turbofan is not just the gear in the fan, which optimises fan speeds for greater efficiencies. The significant thermal margins available can allow for future engine thrust upgrades, allowing for further aircraft upgrades with the same engine family.
Plane Facts & 4-cast
The E-175 E2 can seat 88 passengers in a single class, in a comfortable 31" seat pitch. The in-production E-175 can seat only 78 passengers, comfortably, and 88 with an undesirable 29" seat pitch.
The E-190-E2, which is poised to continue the legacy of the well-performing in production E-190, comfortably seats an additional 6 passengers in a uniform 31" seat pitch. The existing E-190 can seat 114 passengers, but with a compromised seating comfort. The fuel efficiencies of the E-190-E2 lend it more range than the E-190.
The E-195-E2 seats 132 passengers in a uniform 31" seat pitch. The In-production E-195 can seat no more than 124 passengers in high capacity, and 116 in single class (with 31% of the seats featuring a 32" pitch, and 69% featuring a 31" pitch). Sometime in 2009, Embraer had studied an aircraft of such capacity, dubbed the E-195X, which would have used the same engines as the E-195. The concept was eventually dropped in 2010 the light of degraded aircraft performance in the absence of a re-engine.
Owing to its poor sales and the drop in demand for 70 seat jets, the E-170 won’t be re-engined.
Embraer’s best bet is on the 106 seat E-190-E2, and hence is focusing all its energy in targeting an entry-into-service (EIS) of mid-2018. The E-195-E2 will follow in 2019, and the E175-E2 in 2020.
Embraer foresees a demand for 6,400 commercial jets with capacity of up to 130 seats, over the next 20 years. With more than 1,200 E-Jets orders, Embraer has achieved a 42% market share in its segment. While Embraer will aggressively compete with Bombardier’s CS100, its present and future E-Jet offering has, and will eclipse Bombardier’s present line up of the CRJ family: CRJ700, CRJ900 and the CRJ1000, all three now marketed with the NextGen suffixes. Embraer is poised to grab a large share of that forecasted market.
*This section builds on research for a comprehensive article on the C-Series by The Flying Engineer.
Bombardier’s success with the CRJ 100/200 airplanes, which eventually sold 935 units, made it explore significantly larger capacity airplanes, in the 100 seat segment. According to Bombardier’s study in 1998, there was a growing requirement for larger aircraft in the fleets of the world’s regional airlines. To keep up with the growth in mainline fleets, Bombardier felt that regional fleet must grow in both size and capacity. The company felt that if the regional fleet did not grown beyond 50 seats, the number of 50-seaters required to satisfy demand would quadruple.
Bombardier identified a gap between its 50-70 seat CRJ series, and the smallest of the Airbus and Boeing single aisle offering: the Airbus A318 and the Being 737-600, both with typical single class capacity of around 120 passengers. Even before a formal launch, Bombardier had unveiled during the Farnborough Air show in 1998 the 88 seat BRJ-X-90 and the 110 seat BRJ-X-110, the “BRJ" short for Bombardier Regional Jet.
The BRJ-X-110 was applauded by airlines as a true 100 seat airplane, unlike attempts by Airbus and Boeing to scale down much larger airplanes. Although during that time, the first of the Brazilian Embraer E-Jets, the 80 seat ERJ 170, competitor to the CRJ700, hadn’t yet taken to the skies, published drawings of the BRJ-X airplanes bore an external resemblance to the new Embraer jets. But the cabin was wider, with a 5 abreast seating.
Threats from the new Embraer jets, which had a significant head start, and the then Fairchild-Dornier’s 50-110 seat regional jetliners, forced Bombardier to rethink the BRJ program. Late 1999, despite having further matured the design of its “paper airplanes", Bombardier switched focus from the BRJ-X-90 to the stretched CRJ700: the 90 seat CRJ 900. According to Michael Graff, the then President of Bombardier Aerospace, “ They (airlines) have told us that a simple stretch of the CRJ 700series rather than an all new aircraft in the 90 seat category will meet their requirements for increased capacity at reduced acquisition and operating costs"
Mid 2000, although the BRJ-X-90 was killed, the entire BRJ program was suspended, but never cancelled. In the March of 2004, the 114 seat Embraer 190 took to the skies on its first flight, and Bombardier had no airplane to compete in that class. In July of the same year, Bombardier announced the development of the C Series as a replacement for the shelved BRJ-X project.
The C Series then had two variants: the 125 seat CS110 and the 145 seat CS130. But after failing to secure significant orders, and in the light of the certification of the Embraer 190 in 2005, the program was shelved in early 2006, and the focus again shifted to lengthening the CRJ series, to a 100 seat CRJ1000.
In the July of 2006, EASA certified the 124 passenger Embraer 195, competing directly with the shelved CS110. Bombardier was trailing its only significant regional jet competitor, Embraer, with no competing airplane.
Early 2007, Bombardier re-commenced work on the C Series program. In the July of 2008, Bombardier officially launched the C Series, with a letter of interest for 60 aircraft and 30 options from Lufthansa.
Having the right product at the right time bode well for the Brazilian airframer. The CRJ 700, 900 and 1000 combined have orders (as of 30 June 2013) of 723 airplanes, of which 91 are unfulfilled. On the other hand, the Brazilian Embraer E-Jets, comprising the E-170/175 and 190/195 families, have total firm orders of 1213, of which 266 are unfulfilled. Bombardier had to stop trailing and start leading, and focus on the clean sheet C Series was the only way out.
*This section is part of a much bigger, comprehensive article on the C-Series by The Flying Engineer.
Robert “Rob" Dewar, Vice President and General Manager, C-Series, Bombardier Commercial Program, gave a brief insight into the certification program of the C-Series, one month after it’s first flight on the 16th of September, 2013.
The C-Series is poised to usher in a new era for Bombardier, while posing as a market threat for popular Airbus and Boeing single aisle aircraft.
There have been a total of 3 test flights till date.
The landing gear and certification tests have been completed for the shimmy. Shimmy is an unstable lateral (yaw) vibration, typically in the range of 10 to 30Hz, which can lead to structural damage and/or collapse of the landing gear. Landing gear as seen on aircraft such as the Airbus A320 family, Boeing 737NG family and the C-Series, among others, are twin wheeled cantilevered, and such landing gears may experience shimmy stability problems at low speeds, and must be tested to validate the design of the landing gear against shimmy.
The ground vibration test of the aircraft is in progress. This testing is part of the plane’s certification program. Selected parts of the aircraft are excited with an external oscillatory force. By observing the aircraft’s response to these vibrations, engineers can model the aircraft’s transfer functions and determine the airplane’s in-flight stability.
These tests results will be compiled and will determine when the airplane takes to the skies for the fourth time, when the test flight envelope will be further opened up. The last three flights have witnessed the C-Series reaching an altitude of 25,000ft, landing gear extension and retraction cycles, tests of both high lift devices: the slats and flaps, and other in-flight manoeuvres.
The aircraft’s performance an handling closely matches the predicted flight model in the simulator. Bombardier is using a Engineering Flight Simulator (ESIM),built by CAE, from the last one year to test actual flight systems and system controllers when integrated in the aircraft, such as the slat-flap computer, fly-by-wire computer, landing gear computer, APU-simulator, brake computers, the PW1500G Engine FADECs (Full Authority Digital Engine Computer), and so forth. Using this ESIM, the flight test program can rely a lot on the simulator to do a lot of the system and integration tests while also preparing flight test crew for various flight test exercises. This builds the confidence of the crew in the aircraft, while also helping complete real flight test exercises with higher success rates and lower risks. System testing has entered the certification testing phase.
Bombardier find the structural test results, in the certification phase, very pleasing. Testing on the cabin management system as well as the environmental control system are in progress.
The CS100 Flight Test Vehicles (FTV) 2, 3, 4, and 5, as well as the first production aircraft are in very advanced stages of final assembly at Mirabel. The larger CS-300’s first major fuselage section is being transported, expected to arrive at the presently non-optimised-for-the-C-Series Mirabel facility.
Which is why the construction of a new 667,000 sq-ft plant, located close to its current facilities in the vicinity of the airport in Mirabel, Quebec, entirely dedicated to the assembly of the CSeries family of aircraft, is progressing well.
According to Charles “Chuck" Ellis, Chief Flight Test Pilot C-Series, emphasising on the need for so many flight test vehicles, “We say it’s (certification program) a one year program but within that one year we’ll probably be doing 5 years of work. We can take one year and 5 airplanes, or 5 airplanes and one year"
Now that the ESIM’s flight and system model has been verified, it will making the certification easier and faster by offering a lot of flexibility and bandwidth in the C-Series certification program, as it is almost like having a 6th airplane in the fleet.
VT-SNG, A BOMBARDIER BD-700-1A10 (Marketed as the Bombardier Global Express, and now rebranded as the Global 6000), just flew into Bangalore HAL airport. The aircraft was spotted on the downwind, as it majestically turned right for base to land into VOBG’s Runway 09.
This Global 6000 is owned by Sun TV Network Ltd (whose parent is Sun Group, which also owns Spicejet), and is used to transport their honco, Kalanithi Maran. The brand new aircraft was registered VT-SNG (manufacturer serial number 9493) on the 11th of March, 2013.
Bombardier describes the Global 6000 as “Speed, Range and Stately Supremacy". It has a maximum range of 6,000NM (11,112km), and a maximum cruise speed of Mach 0.89 (89% the speed of sound). It can fly at FL510 (51,000ft above mean sea level at an altimeter setting of 1013.25), carrying 8-19 passengers. VT-SNG, however, has been certified with a seating capacity of 16.
The range is impressive, but what I like about Bombardier is their frankness. “6000NM is a theoretical range with NBAA IFR Reserves, ISA, 8 pax/4 crew. Actual range will be affected by speed, weather, selected options and other factors."
The aircraft is propelled by two Rolls-Royce Deutschland BR710A2-20 turbofans, each producing upto 65.5kN of thrust (about 6500kg thrust per engine), lending the aircraft a minimum thrust to weight ratio of 1 : 3.47 (at the MTOW of 45,132kg) , which is pretty high. This means the airplane can climb steeper and faster.
Maxing most of the raw power is the supercritical wing, swept back 35°, which features winglets for drag reduction.
The Flight deck features a Rockwell Collins Pro Line Fusion avionics suite with four 15.1-inch (38.4 cm) Liquid Crystal Display (LCD) screens, and a Head-Up Display System (HUD), 3rd generation Enhanced Vision System (EVS) and Synthetic Vision System (SVS).
With more than US$58.5 Million per jet, the maximum payload is 1,710kg, which is equivalent to just 17 commercial airline economy class passengers (Based on 70kg passenger weight + 25kg check in baggage + 7kg cabin baggage).
Ofcourse, this is a business jet to flaunt, not an air-bus to make money.