1

Cdr (Retd) Kamaljit Singh Jassal jassalnavy@hotmail.com

otm

Comments on

Revised Draft Indian Civil Aviation Policy

Oct 2015

Cdr Kamaljit Singh Jassal

jassalnavy@mail.com

2

Cdr (Retd) Kamaljit Singh Jassal jassalnavy@hotmail.com

COMMENTS ON ‘REVISED DRAFT - CIVIL AVIATION POLICY OCT 2015’ 1. MoCA has come out with a Revised Draft of Civil Aviation Policy in Oct 2015 and has sought comments on the Policy. The policy cannot be read in isolation and has to read in continuation with two preceding documents viz Shri Naresh Chandra Committee report (part 1 & 2) of 2002 and Shri Ajay Prasad Committee report of 2008. 2. The author comments on the Revised Draft Policy are placed in the succeeding paragraphs. Detailed profile of the author is placed at Annexure to this letter.

Macro - Issues

3. Charter of duties/ Business rules of MoCA includes inter-alia the following: The Ministry of Civil Aviation is responsible for formulation of national policies and programmes for the development and regulation of the Civil Aviation sector in the country.

4. Indigenous Aircraft. In the current scenario when the Govt of India is focusing on MAKE in INDIA campaign and India is bereft of Aviation manufacturing sector, it is important that some mention towards this should have been included. While it is appreciated that the mention of development of MRO, a close cousin, has been included but with no mention of efforts of developing a simple Passenger Aircraft or Helicopter, is extremely depressing and setback to developing the Aviation Sector. 5. Runways & Drone/ UAV Ops. There is a mention of using the unused Runways. Many of these Runways could be used for UAV/ Drones ops by the Services or CPMFs. Congruence of Ops needs to be addressed while taking them onboard.

6. Reducing Cost of Limited Use Airports. Mention has been made of using the unused Runways (also known to Services for diversionary Ops/ FOB/ war efforts) and construction of Airports in Tier 2 or 3 cities. If the civil aircraft operations in these Airports would be limited to 3 to 5 aircraft landings/ takeoffs in day time, then in order to reduce the cost of its manning/ synergy of air operations it would be proper that for initial years these be manned by Services/ CPMFs. As & when the financial viability of these Airports dictate same these could be operated solely by AAI.

7. 150 Km Rule. Naresh Chandra Committee had made recommendation that there be no airport in vicinity upto 150km of an existing airport. This anamoly needs to be corrected through this policy.

8. Free Land/ State to Pay. At many places, VGF has been mentioned and also free Land for airport has been sought Specific Issues

9. Para 2/ Mission. Vision should be endurable and not time bound while Mission can be landmarked. It would be ideal to swap these two. Accordingly, Mission statement can be refined as:

3

Cdr (Retd) Kamaljit Singh Jassal jassalnavy@hotmail.com

To create an eco-system to enable 30 crore domestic ticketing by 2022 and 50 crore by 2027 from Indigenous Airlines. Similarly, international ticketing to increase to 30 Crores by 2022 and 50 crore by 2027 from Indigenous Airlines.

Let there be parallel and equal growth in national cum international scene & let there be emergence of Indian International Airlines.

10. Para 2c/ Objectives. Objectives need to be made more tangible, Timelined, Activity Landmarked & cost benchmarked. 11. Para 5/ RCS. Regional Connectivity can be Scheme can be ushered in a different way than proposed. While implementing this scheme, subtle balance of operations, profitability etc of the Airlines is to be considered. For this, the following is proposed:

Proposed RCS

a. Air routes are classified as P-1, P-2 and P-3 based on metrics of traffic density, passenger load, cargo load and profitability. Generally routes connecting national/ major state capital airports are P-1 (which may also be operating International flights), while P-2 are lesser dense while P-3 are new identified/ least flown routes/ airports. This list of P-1, P-2 and P-3 air routes/ airports shall be made by MoCA and revised ever 3 yrs. b. An existing Airlines flying on two P-1 routes per day (2 takeoffs/ landings) shall also fly one P-1 (airport) to P-2 (airport) route (1 takeoff/ landing). This shall get the Airline One credit point. An Airline flying P-2/P-3 to P-3/ P-2 (1 takeoff/ landing) airport route shall get 2 credit points. c. An existing Airlines flying on four P-1 routes per day (2 takeoffs/ landings) shall also fly one P-2 route (1 takeoff/ landing) and one P-3 route (1 takeoff/ landing). This shall get the Airline 3 credit points. d. An Airline, who obtains 6 credit points, shall also be eligible to fly one International airway of SAARC region. e. An Airline accumulating 12 credit points shall get a second International air route other than SAARC region. f. The Regional Connectivity Scheme (RCS) will come into effect from 1 April 2016. g. It is targeted that an all-inclusive airfare not exceeding Rs 2500 per passenger, indexed to inflation for a one-hour flight on RCS routes. h. This will be implemented by way of:

i. Revival of un-served or under-served aerodromes and airstrips. ii. Cost-effective security solutions by BCAS and State Governments. iii. Revival of No-Frills Airports iv. RCS will be made operational only in those States which reduce VAT on

ATF at these airports to 1% or less. v. For Customs Duty SCA will treated at par with scheduled commercial

airlines provided they do not undertake any charter carriage. vi. State Government will provide land and multi-modal hinterland

connectivity (road, rail, metro, waterways, etc) as required.

4

Cdr (Retd) Kamaljit Singh Jassal jassalnavy@hotmail.com

vii. For 10 years from the date of commencement of flight operations under RCS:

There will be no airport charges levied on SCA for their operations under RCS.

Service Tax on tickets under RCS will be exempted. State government will provide police and fire services free of cost.

Power, water and other utilities will be provided at substantially concessional rates. ATF drawn by SCA‟s from the Regional Connectivity Scheme (RCS)

airports shall be exempt from excise duty.

viii. SCAs will be provided easy options for entry into and exit from RCS.

12. Para 6/ 5-20 Rule. 5/20 rule should be thrown out as it restricts indigenous airlines to grow abroad and garner more money/ FE in a competitive way. Once an Airlines has done its onerous duty inside the country, it should be allowed to spread its wings and earn FE it in a competitive way. In this way, the Airline will bring in better global best practices of Airlines management and add to the bouquet of services and reduce its risks. 13. Para 7/ Bilateral Rights. This is agreed to.

14. Para 8/ CSA. CSA is agreed to.

15. Para 9/ MRO. Larger issue of getting the Taxation on even keel is more important than financial funding of the MRO companies. Technology Transfer among these companies may also be encouraged. It is sad that most of the MRO companies‟ requirements don‟t find their way in Capital Goods and hence struggle for Taxation benefits due to them. ITC(HS) list harmonization and draft policy of Capital Goods can cover Aircraft industry manufacturing and MRO requirements.

16. Para 10/ RDG. RDG needs to be reviewed in light of open skies policy. Restriction of 150km for neighboring airport was restrictive & retrograde step. At the same time, while opening the skies for fixed wing to rotary wing to UAV operation (for agriculture, disaster management, policing etc), the air space management needs to be looked into.

17. Para 11/ Financing. Uniformed policy for financing needs to be looked into and piecemeal addressing the needs of Aviation sector could bring in larger undulations in overall economics & business. It is must that for MAKE in INDIA campaign to succeed, low interest financing & lower uniformed taxation is observed. This shall also provide good eco-system for start-ups in India & hasten the process of ease of doing business in India.

18. Para 12/ Helicopter. There is need to bring additional paper which is in larger conformity with revised draft civil aviation policy 2015. Aim of this paper should be „procedures/ structures for increasing Helicopter operations in Hills & Desert (generally P-2 & P-3 routes/ airports) and managing air space management/ Helipads in dense aviation space

5

Cdr (Retd) Kamaljit Singh Jassal jassalnavy@hotmail.com

(generally P-1 airports, for eg Delhi airport to NOIDA helipad). This paper should target safe operations upto ten times than the existing frequency/ operations.

19. Para 13/ SCA. Paid up capital can be reduced to one crore. As it is any SCA will go through DGCA & ICAO safety guidelines and make investments for same. VGF can go away in line with Para 10 (RCS) above.

20. Para 14/ Airport Development. This is agreed to. Bad experience of NHAI Toll and Delhi/ Mumbai Airport charges, in PPP mode, should be learnt & avoided. More transparency & audit by Govt auditor should be brought in the contract & enforced.

21. Para 15/ AAI. At many places VGF by State/ Center Govt and free Land has been mentioned. This is dreamy. If States had to do this then Civil Aviation should be in the 2nd schedule list. Over stretched thought process needs to be controlled and better two way, easy, viable & transparent transaction needs to be looked into. There is strong need to reform the AAI on the lines of CISF services model.

22. Para 16/ ANS. This is agreed to. Adherence to standards equivalent to GAGAN could be mentioned, as this would undo the monopoly of GAGAN.

23. Para 17/ Air Cargo. In the growing times, it would be necessary to protect jobs for Indians. Study of USA Fly America Act (on usage of Indigenous Airlines for Cargo & Passenger) and Jones Act (for employment of people) be made & implemented on same lines. While constituting of ACLPB is a good move in creating capacity in better Governance, it would be good measure to discuss & mention consumer protection, penal measures, liability & ombudsmen role.

24. Para 18/ MAKE in INDIA. MoCA doing the role of development agency (Design & Develop) for civil Aeronautics is a non-starter. Kindly handover this role to Academia-Industry type Sec25/ new Sec8 company or (regd) Society. In MoD, we were able to do a semi-indigenous way of making Light Transport Aircraft (LTA) as part of replacement of existing Avro aircrafts. There is need to grow aviation industry in a structured way. CEMILAC (certification), NAL/ ADA (D&D effort) etc are half done capabilities. There is more need for growing/ grooming designing, testing, certifying, evaluating etc agencies. In this direction, Govt & Private industry needs to co-inhabit with lead foreign aviation agencies or companies. This cannot be realized until a deep thought is placed on same and a discussion paper is made available in open domain. Based on the discussions with stakeholders, around the discussion paper, a Roadmap needs to be made. The current lines mentioned on this topic (especially in Para 18) in the draft revised policy are terribly short and in no way do justice to the Country, Indian Aviation Industry and PM‟s vision of MAKE in INDIA. If the issue is beyond the powers of MoCA then it should be urgently referred to PMO. 25. Para 19 to 25. These are generally agreed to. ESMA is strongly recommended as Aviation, like Telecom, is a strategic sector. ----------xxxxx---------------------xxxxx---------------------xxxxxx----------------xxxxx----------------

6

Cdr (Retd) Kamaljit Singh Jassal jassalnavy@hotmail.com

Annexure I

BRIEF ON THE AUTHOR

Cdr (Retd) Kamaljit Singh Jassal is a qualified Naval Helicopter Controller. He has been Country Manager of a lead Aviaition US MNC [FLIR Systems]. He has also been Joint Director in MoD/ Perspective Planning, Procurement & Force Development.

DETAILS - KAMALJIT SINGH JASSAL

Name: Kamaljit Singh Jassal

Mbl:9717755528 0124-2213228, Email: jassalnavy@hotmail.com Address: Q-1004, Defence Officers Enclave, Sector 49, Gurgaon -122018

Date of Birth: 15 May 1968

Personal Brief – Over 24 years of experience in Govt & Industry in the fields of Formulating Plans/ Strategies/ Policies &

executing them, Operations, Market research/ Capability & Capacity assessment, Budget Management/

Financial Discipline, Networking/ Liaison/ Corporate Affairs, Procurement/ SCM, Unit level Leadership &

General Management with exposure to Indian and advanced countries market.

An Out‐of‐the‐Box Thinker with a proven track record of streamlining workflow & creating a team work

environment to enhance productivity.

Thought leadership through presentations at industry conferences, guest lectures at CII, FICCI,

ASSOCHAM & top tier Higher Defence Management/ Industry programs.

Involvement in Industry Associations, working with Cross Culture Teams.

Sound knowledge of existing industry practices & client mindsets when solving business problems.

Vast understanding of various Technologies as User/ Maintainer (mentioned in detail in CV later) and

valuation models for Technology acquisition. Deep understanding of Govt Procurement Procedures, GFR 2005, Offsets Policy, ESDM Policy, FTP 15-20

etc.

Good Instructor in Operations, Business Process Re-engineering. Good in IT/ Computers, Security,

Networks applications usage, Integrating Telecommunication/ Audio-Video Systems (Border Security). Exposure to handling P&L, Financial viabilities assessment, Price Benchmarking/ Negotiation, Budget

controls etc and handling large cross cultural teams.

An effective communicator with strong analytical, interpersonal & problem solving skills. Adept at

assessing capabilities, identifying limitations, evaluating and recommending efficient solutions to meet

business needs.

Core Competencies – Launch the Company in India, Select & Build up Team.

Country Manager Responsibilities, Corporate Relations, Statutory Compliance

Business Development (Presentations of Products/ Technical & Marketing) / Operations/ Offset

Partnering/ JV/ Technical Scan.

Formulating Perspective Plans, Strategy, Policies & Specifications.

Global Consultancy for Market Study, Viability, Implementation etc.

Operations, Project Management, Oversight control to avoid Time/ Cost overruns.

Business Process Re-engineering, Work flow analysis, TCA modelling Procurement, RFI/ RFP, bids, Contracting, Project management.

7

Cdr (Retd) Kamaljit Singh Jassal jassalnavy@hotmail.com

Financial Prudence, Budget Controls etc.

Decision making, Conflict resolution, Motivator, Co-ordination& HRD.

Thought Leadership, Concept & Analysis, Decision making.

HRIS, Learning, Training & Development.

IT/ Technology Mgmnt/ Electronics/ Semiconductors/Telecommunications/ RFIC/ FPGA/ Audio-Video integration.

Planning/ Operation/ Management of FMCG sector called CSD Canteens with massive product line/ inventory and huge turnovers.

Executive Director,

Punjab Hi Tech Systems (A Consultancy Brand Startup) Jun 2014 – Present, New Delhi Area, India

Consultancy in the field of A&D, Marine, Oil&Gas, Telecom, Renewable Energy (SOLAR, Wind, Bio-Mass), HR

Info Systems.

Management Consultancy Scope includes:

o Market Study, Technology Mapping & Development o Proposal Formulation (incl Swiss Challenge Method)

o Business Development/ Corporate Relations o Joint Ventures/ ToT/ Offsets Management

o Government Compliance o Life Cycle Costing (LCC) & TCA Modelling.

o Supply Chain Management/ 3PL

o Procurement & Acquisition o Business Advocacy, Business Strategy & Plans

o Making Presentations to International Clients/ Consulting Group/ Company. o Business Process Engineering, Work Flow Analysis, Change Management/ Conflict Resolution/

Motivation, Training & Improvements, Efficiency audits.

o P&L, Investments Advisory into Hi Tech/ Defence/ Aerospace o Techno-Commercial Compliance (EoI/ RFI/ RFP/ Bids Evaluations/ Price Nego/ Contracting)

o Project Management o IT Infrastructure Management, Telecom and Audio/ Video Systems

o People & Leadership/ Administration

Special Industry: Communication/ Telephony (Mobile/2G/3G/ VSAT etc), Solar/ PV, Oil & Gas, Fire Fighting, Damage Control, Helicopter Control Operations, Navigation, Simulators, CBRN, Diving Support etc.

Product Line: Land System - LMV/ HMV/ ICV/ BMP,

Marine - RHIBs/ Navigation Eqpt, Propulsion Sys/ PGD Sys,

Aviation (UAV, Nav Sys/ Simulators/ C4ISR Integration, IT Sys, Fighting Sys etc for Defense/ Homeland.

Country Manager

FLIR Systems Inc USA Jan 2013 – May 2014 (1 year 5 months)India

Country Manager Responsibilities includes but not limited to:

Formulate & Execute the Country specific Strategy, Plans which are in consonance with global norms.

Operations, SCM/ Operational Logistics, Export/ Import issues/ ATA Carnet etc.

JV/ Transfer of Tech/ Offsets partnering. Business Development, Marketing Forays, Business Analysis etc.

Target setting & achievement of Group/ Teams targets.

Financial Mgmt, P&L accounts, Statutory compliance, Financial assessment/ Cost benchmarking.

Technical Scan, Project Feasibility/ Viability, Project Management/ Monitoring etc.

RFI, RFP, Bidding, Contracts.

8

Cdr (Retd) Kamaljit Singh Jassal jassalnavy@hotmail.com

New Projects & Initiative/ Corporate Affairs/ Chambers & Govt Interactions.

Participate in Exhibitions/ Seminars/ Conferences/ Workshops. Also a Panellists.

Team Player, Team Grooming & Leadership.

Joint Director, Govt of India,

Min of Defence / Joint Services Management June 2009 – December 2012 (3 years 7 months)New Delhi

Formulated Perspective Plans, Strategy & Roadmap. Notables are 15 yrs Long Term Integrated Perspective

Plan (LTIPP12-27), 5 yr Defence Plan (12th), 5 yr Defence Manufacturing Plan, Revised Offset Policy& TPCR (Technical Perspective & Capability Roadmap).

Pioneered &seamlessly integrated Indian Industry/ Chambers like ASSOCHAM, CII, FICCI with Capital

Procurements for MAKE in India programs. Policies coordination with MoD, Planning Commission, Dept of Production/ DDP, NMCC, DIPP etc.

Coordinated SCAPCC with members of the level of Joint Secy & self as Memb Secy. Processed proposals/

conducted next level of meeting viz SCAPCHC with members of level Addn/ Special Secy; DPB with members at

the level of Secy; and DAC with Hon’ble RM (Defence Minister) in chair, Chiefs & Secys as members.

As Member Secy SCAPCC (Capital Acquisition body of MoD) processed tri-services proposals (400-500

numbers) for Capital Acquisitions worth millions for Defence Equipment, Platforms & Sensors. Scanned divergent technology for induction, its fruitfulness with alternatives.

Carried out Capability & Capacity assessment of Vendors for Vendor development/ Vendor management.

Evaluated & cleared millions of Crores worth (INR/ USD/ Euro) Offsets proposals, Offsets Banking proposals.

Pioneered and Seamlessly implemented/ integrated, for the first time in Nation’s history (in Oct 2009),

Defence Capital Procurement and Indian Industry.

Decision Support Mechanism/ Decision Making on diversified, advanced technologies Acquistions (Platforms/

Equipment/ Sensors etc) for the three Services (Armed Forces). Decision support includes Investment decisions in upgrading/ setting up DPSUs/ Industry, buying Technology for follow up MAKE in India, JV/ Offsets partnering

etc.

Joint Director/ Commander

Maritime January 2007 – June 2009 (2 years 6 months)New Delhi Area, India

Formulate Specifications (SQR), RFI/ EoI/ RFP, Techno-Commercial bids, Trials Evaluation, Costing/ Price

nego, Contracting, Project Management/ Implementation, Budget Management, IT Management. Budget Management and Schemes/ Project Management of various Induction of Weapons, Sensors and

Platforms.

Formulated all Buy-able and Build-able Yard crafts (102 type) specifications/ Staff Requirements in different

categories, carried out Techno-Commercial bids examination, overseen the construction/ Project Management of

all viz Missile Barge, Torpedo Barge, Tank Cleaning Vessel, Flotsam Barge, Victuals Barge, Sewage Barge, 50 men/ 250 men Ferry Crafts, 50/ 25/ 10 BP Tugs, 200T/ 300T/ 500T Propelled and non-Propelled Water barges,

200T/ 300T/ 500T Propelled and non-Propelled Fuel barges, 300T Propelled and non-Propelled Feed Water barges, etc valuing thousands of Crores.

Dealt (Operations/ Construction/ Project Management) entire Amphibious ships and craft. Conceived and

formulated specs for DSV, DSRV & Diving Crafts.

Standardized Boats inventory of Navy (from 54 to 06) and formulated Navy’s Boat Policy.

Pioneered induction of HDLJ (Hazardous Duty Life Jacket) in Navy and formulated Global Specifications

complying SOLAS. Pioneered induction of 15 + 80 Global FICs (Fast Interceptor Crafts) in Navy, bringing in a Paradigm shift in

Manning/ Commanding such vessels and formulated 4th generation specifications/ Staff requirements for FICs.

Managed IT network over various Command and Stations.

Formulated path breaking Policies of NBCD/ CBRN and managed Navy wide NBCD. Executive and expert to

GoI for formulating NDMA guidelines on NBC attacks. Formulated Navy wide Books of Reference (5 volumes)/ bibles of NBCD and major impacting Policies.

Training Learning & Development

9

Cdr (Retd) Kamaljit Singh Jassal jassalnavy@hotmail.com

Flag Officer Sea Training

February 2002 – January 2007 (5 years)Kochi, India

* Sea Going Instructor and worked up wide range of ships from Carrier-Frigate-Destroyer-OPV-Corvettes-Small warships etc.

* Carry out Business Process Engineering to build in War- fighting Efficiency of a Warship and its crew by work-up.

* Efficient Planning, clockwork precision in execution of networks systems/ departments/ work groups so as to

seamlessly integrate to bring efficiency & punch in a warship. * Conceptualised, Pioneered induction of NBC Yard, a state of art training facility for NBC, FF & DC trainer for

Kochi. * Excellent Outdoor activities including Sailing, commissioning of J-24 Sailing Crafts and conduct of Mumbai to

Kochi rally. * Oi/c of Watermanship Training Center & Oi/c Sailing Vessel Sameer and Offshore Sailings like Kochi to

Lakshdweep/ Tuticorin/ Karwar.

* As Dy Oi/c Seamanship School & Senior Instructor/ Training Coordinator, managed 650 to 800 students training gainfully

* Formulated & Re-vitalised syllabuses, formulated lesson plans, evaluation procedures for numerable courses for varying level of service experience personnel.

• Realistic scenario based exercises, mock interviews/ inter-actions, realistic drills.

• Build efficiency through efficiency management, optimum resource utilization, Man-machinery/ equipment/ tools interface.

• Feedback management, change management, re-vitalising procedures with 360 degree appraisal from stakeholders. Implemented Kirk Patrik Model.

* IT Training based on CBT Packages, IT integration to Hardware, Systems Networks • Coordinator & conflict management with Business Process Re-engineering approach (paradigm shift or

incremental approach, as thee situation demands).

• Assessor, Designer and implementer of Workflows, Processes, Structures and Procedures to harness the change management.

• Usage of tools like VED or ABC or CBA to implement and oversee the change implemented.

Technogy Exploitation (Usage & Maintenance)

Defence January 1991 – December 2006 (16 years)Pan India

Handled (User/ Maintainer) following Technologies: 1. Hydrology/ Oceanography/ Hydrography Tenure: Terrestrial Chains fix, Local Chains fix, Differential GPS, Echo

Sounding, Deep Sounding, Bottom mapping, Sea Soil sampling, Diesel engine propulsion ships/ SM boats

navigation, STP (Sewage Treatment plants – Bio or Chemical or Bio-Chemical cum Mechanical Digesters combinations), Bio RO Plants, MARPOL eqpt etc.

2. Gunnery Tenure: Radars, Guns (NGS/ CIWS), Missiles IR-active seek (SSM, SAM shoulder launched), EO&IR system/ NVD Binoculars, Gas Turbine propulsion with CPP.

3. Navigation & Communication Tenure: User and Maintainer for all bands of RADARs, SONARs, ECDIS, VLF to UHF band communication, INMARSAT, GMDSS/ SOLAS Communication, portable Hand sets/ field walkie Talkies

(COTS), etc, Radial Diesel engine propulsion with CPP control.

4. CBRNE/ NBCD: CBRNE detection systems/ eqpt, Personal protective eqpt, Collective protection systems, Countermeasures, Damage Control system/ eqpt, Fire Fighting system/ eqpt.Multi platform operations in 3

Dimensions (Air, Surface, under water). 5. Examination of technologies/ proposals for Capital procurement for 3 Armed Forces& CPMF, ranging from

Tanks, BMPs, FICV, UAVs, Aircraft, Warships, S/Ms etc.

6. IT Management including installation of LAN, Financial Information & Budget Management System, Networks, Firewalls, SQL Server-Client system, Distant Networks/ Video Systems with secured seamless integration &

connectivity.

Maritime Indian Navy

10

Cdr (Retd) Kamaljit Singh Jassal jassalnavy@hotmail.com

Jan 1991 – Jan2002 (12 yrs) India

Operations of High intensity, calling for Physical, Moral courage & Hands-on Leadership.

Marine Operations of Navigation, Map Survey & cartography etc.

Liaison with Civil, Govt administration for various operations.

Management of Industrial workers in GRSE Kolkatta for 2 yrs (2005-2007) of Long Refit/ Repairs/ Docking operations.

HSE operations & maintenance of eqpt/ systems including FF, DC & CBRN.

Planning/ Operation/ Management of FMCG sector called CSD Canteens with turnover in Lakhs.

Management of Industrial workers in MDL Mumbai for commissioning of new construction warship, financial & operational management to avoid Cost & Time overruns.

Disciplined administration/ HRD under Defence acts, Factories act, ID Act, Apprentice ship rules etc.

Exploitation of wide varied Technology as User cum Maintainer.

Regional Head Alembic - Mega Care

April 1988 – June 1989 (1 year 3 months)North Zone India Launched a new Medical Division 'Mega Care' of Alembic.

Led the Team in Strategy, Structure & Division in Financial Mgmt.

Brand Management Dealer Network

Target allocation & Target achievement Relationship Management

Sales Strategy & Targetting

Promotional Activities Networking & Patient Service Camps

Publicity and Promotions

Qualifications

Miller Heiman Strategic Marketing & Selling Course, 2013/ BOSTON, USA

MBA – 2006/ Jamnalal Bajaj (JBIMS)

Executive MBA – 2012/ MDI Gurgaon

Export Mgmt – 2012/ MSME New Delhi

Finance Mgmt – 2011/ MDI Gurgaon

Cost & Contract Mgmt – 2009/ ICWAI New Delhi

11

Cdr (Retd) Kamaljit Singh Jassal jassalnavy@hotmail.com

ANNEXURE - II

WHAT OTHERS HAVE TO SAY The Hindu Business Line The draft civil aviation policy released by the Ministry of Civil Aviation on Friday has its share of detractors and those who feel that its implementation can change the business environment in the sector. Aditya Ghosh, President IndiGo, was of the opinion that if all the major proposals are accepted then it could change the business environment in which airlines operate in India. Lower fares In first comments to the proposed cess in the draft policy, Ghosh said that it will be difficult to say by how much IndiGo fares will move if the 2 per cent cess is levied. “In isolation, a 2 per cent cess will mean a 2 per cent increase in fares. Having said that (we will have to see) whether the money collected actually goes into making more efficient low cost airports or for lowering ground handling charges. “Besides, the taxes that they are planning to reduce on the MRO side will ultimately reduce the input costs of running an airline. Ultimately if it actually turns out to be right then there could be a lowering of fares,” he said. Mittu Chandilya, AirAsia‟s India MD and CEO, felt the draft aviation policy lacks clarity on the 5/20 rule. “This is one significant, archaic and regressive policy. If this policy had been scrapped, it would have unbridled the entire sector and shown optimism not only to current incumbents but also to potential future investors in the sector.” Chandilya said it was disappointing that the draft is still where we were on this issue several months ago, adding that measures regarding MRO facilities as well as low cost carrier infrastructure, ground handling initiatives, tax measures and affordable tariff balancing would boost air travel and encourage sustainable growth of the industry. Business aviation Terming the draft policy as “disappointing”, Jayant Nadkarni, President, Business Aircraft Operators Association, said it completely ignored the interests of business and general aviation in India. Support for the draft policy came from Phee Teik Yeoh, Chief Executive Officer, Vistara, who felt that it was a fairly comprehensive approach that will help unleash the potential of the aviation sector in India. Vistara is the brand name of the domestic airline which is a joint venture between Singapore Airlines and Tata Sons and one of the newest entrants in the domestic aviation sector. A Didar Singh, Secretary General, Federation of Indian Chambers of Commerce and Industry, felt the draft policy gives a clear signal to the industry for “taking air travel to the masses and promoting regional connectivity.” Economic Times Cheaper air fares, FDI push: 15 key takeaways from draft aviation policy NEW DELHI: In a big first step to making flying affordable for the masses, the Centre announced a slew of measures in its draft aviation policy that aims to incentivise flights to smaller towns and allows creation of nofrill airports to boost regional numbers. Here are 15 key takeaways from the draft aviation policy that was released on Friday for inputs from stakeholders before finalisation. 1. Flying For Masses Under the Regional Connectivity Scheme (RCS) that will come into effect from 1 April 2016, the Centre will target an allinclusive airfare not exceeding Rs 2,500 per passenger, indexed to inflation for a onehour flight on RCS routes. This will be implemented by way of:

i) Concessions by different stakeholders ii) Viability gap funding for scheduled commuter airlines iii) Put nearly 300odd airports to use. These will be upgraded into nofrills airport at cost of Rs 50 crore each. Besides, to make operations in such airports feasible, the security will be aircraftbased, so that the airport is sanitised just around an hour or two before the flight. iv) Centre has mooted 2 per cent levy on all air tickets to fund regional connectivity scheme.

12

Cdr (Retd) Kamaljit Singh Jassal jassalnavy@hotmail.com

2. Bilateral Traffic Rights The government plans to liberalize the regime of bilateral rights leading to greater ease of doing business and wider choice to passengers. It will enter into an 'Open sky' ASA on a reciprocal basis with SAARC countries and countries with territory located beyond 5000 km. Open skies agreement with countries lying partly or fully within the 5000 km radius from New Delhi will be considered with effect from 1 April 2020 on a reciprocal basis for major international airports within the country as notified by MoCA from time to time 3. Plan to increase FDI The Centre has proposed to increase FDI in airlines from 49% to above 50% if it decides to go in for open skies for countries lying within 5,000 km radius 4. 5/20 Rule Under this rule for Indian carriers to fly abroad, the Centre has invited suggestions on three possible policy options: i) 5/20 Rule may continue as it is, or ii) 5/20 Rule will be abolished with immediate effect, or iii) Domestic airlines will need to accumulate 300 domestic flying credits before commencing flights to SAARC countries and countries with territory located entirely beyond a 5,000 km radius from New Delhi. They will need to accumulate 600 DFC before starting flights to the remaining parts of the world. 5. Secure skies In major push towards preempting and preventing incidents, safety violations will be treated with zerotolerance. The DGCA will ensure realtime safety tracking and prompt incident reporting. 6. Code Share Agreements (CSA). A code share Agreement between two airlines allows one airline to sell seats on a flight run by another airline, for seamless connectivity for passenger. In this regard, the Policy will be as follows:

a) Indian carriers will be free to enter into codesharing agreements with foreign carriers for any destination within India on a reciprocal basis. b) International codeshare between Indian and foreign carriers will be completely liberalized, subject to the ASA between India and the relevant country. c) No prior approvals from government will be required. Indian carriers simply need to inform 30 days prior to starting the codeshare flights. d) A review will be carried out after 5 years to consider the requirement of further liberalization in code-share agreements and to drop the requirement of reciprocity.

7. Maintenance, Repair and Overhaul (MRO) The government is keen to develop India as an MRO hub in Asia, attracting business from foreign airlines. Accordingly, the following steps will be taken:

a) Service Tax on output services of MRO will be zerorated. b) Aircraft maintenance tools and toolkits will be exempt from Customs duty. c) Process for the clearance of parts shall be simplified. d) Foreign aircraft brought to India for MRO work will be allowed to stay for the entire period of maintenance or up to 6 months, whichever is lesser, provided it undertakes no commercial flights during the stay period. e) Foreign pilots operating an aircraft to and from India for the purpose of servicing at an Indian MRO entity will be issued Temporary Landing Permits.

8. Route Dispersal Guidelines Category I routes will be rationalized by adding more routes based on a transparent criteria. The criteria proposed for a CAT I route is a flying distance of 700 km, average seat factor of 70% and annual traffic of 5 lakh passengers based on information available with DGCA. 9. Ease for Helicopters The government will facilitate the development of four helihubs initially, across the country to promote regional connectivity. Helicopters will be free to fly from point to point without prior ATC clearance in airspace below 5000 feet and areas other than prohibited and restricted ones, after filing the flight plan with the nearest ATC office. The government will also promote the use of seaplanes for growth of tourism and regional connectivity, along India's 7500 km coastline. 10. Scheduled Commuter Airlines The government will promote the growth of SCA for efficient regional connectivity. The eligibility criteria for SCA in terms of paidup capital will be kept at Rs 2 crore to facilitate easy entry of new players. 11. More airports Ministry will continue to encourage development of airports by the state government or the private sector or in PPP mode. MoCA will coordinate with AERA, AAI, airlines, airport operators and stakeholders like cargo, MRO, ground handling, etc to identify ways to bring down airport charges, while abiding with existing concession agreements and contracts. 12. Prod for AAI AAI will take up new greenfield or brownfield airports provided projects should be financially viable with non zero IRR, except for nofrills airports developed under RCS. State/Central government will provide VGF to AAI if the project is strategically important but financially unviable. Land will be provided free of cost by state government without treating it as equity.

13

Cdr (Retd) Kamaljit Singh Jassal jassalnavy@hotmail.com

13. Push for Cargo In line with Centre's 'Make in India' plan, air cargo will be accorded 'infrastructure' status. The government will also streamline and simplify customs procedures keeping in mind changing business dynamics and evolving technology, while ensuring adequate checks and balances. 14. Aeronautical 'Make in India' Aviation ministry will be nodal agency for developing commercial aero-related manufacturing and its ecosystem in India. MoCA and defence ministry will work together to ensure that commercial aero-manufacturing is covered under defence offsets requirements. The aviation ministry will encourage Indian carriers to consolidate their future demand for commercial aircraft. 15. Charter Operations. There shall be no restrictions in terms of number of international charter flights by an operator and passengers flown into India as long as they do not follow a fixed schedule and are in compliance with the relevant rules. Incoming charter aircraft will be free to land at any Indian airport that has Customs and Immigration facilities.