business jets in china, growth & risks
DESCRIPTION
Leonard Favre Speech at the 4th International Repossession Conference - Dubai (Aeropodium conference - www.aeropodium.com)TRANSCRIPT
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‘JOIN THE DEBATE’
BIZJETS IN CHINACHINESE ARE BANKING ON THAT BUSINESS: GROWTH AND RISKS…
December 2012
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1 BHG, the ‘ idea factory ’ th ink ing ahead st rategies www.1bluehorizon.com
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AGENDA1 Introduction2 Historical Market Development in China3 China Market Characteristics4 Future Trend and Key Success Factors in China Market5 Executive Summary
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Large and medium business jet accounts for 70% of total fleet while Gulfstream and Bombardier are the leading OEMs in China market
Note: China Business jet fleet structure by 2011 – by aircraft size and by OEMSource: CAAC, Company website, 1BlueHorizon Group Research & Analysis
The segmentation is structured through a combination of range, cabin volume and price according to Business and Commercial Aircraft Magazine Large – Prices between $46M and $68M, offering over 5,000 NM of range and 1,500 ft3 (42.5 m3) to 3,000 ft3 (85.0 m3) Medium - Prices between $18M and $42M, offering 3,100 to 5,000 NM of range and 700 ft3 (19.8 m3) to 1,500 ft3 (42.5 m3) Light - Prices between $7M and $18M, offering 1,700 to 3,100 NM of range and 300 ft3 (8.5 m3) to 700 ft3 (19.8 m3)
Large and medium business jet accounts for around 70% of total fleet in ChinaGulfstream and Bombardier are dominated in China business jet market – 68% of total fleet
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Large business jet has much higher market share in China than other markets and continue gaining market share
Source: GAMA, CAAC, 1BlueHorizon Group Analysis
Large Medium Light
Business Jet Deliveries
Will the segment structure in China market keep current trend or change in future to be consistent with global structure?
China
Global
2005 - 2010 2010 2011 - 2030
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China has a very low number of business jet fleet relative to it’s size of economy
China historical fleet development
2010 Business jet fleet by region However, by 2011,
China still only has a very low number of business jet fleet relative to it’s size of economy - As the 2nd
large economy in the world, China accounts for only around 1% of global fleet in 2010 and 1.3% in 2011
During 2000-2007, China business jet was developed in a very slow pace, the accumulated deliveries for business jet is less than 50 units
Since 2008, China market demand jump from a small pool of fleet units base
China accounts for only 1% of global business jet fleet in 2010
and 1.3% in 2011
1.3%
Source: GAMA, CAAC, 1BlueHorizon Group Analysis
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Because of the barrier of underdevelopment of infrastructures and regulatory limitation for general aviation
Source: NBAA report (http://www.nbaa.org/ops/intl/mid/20121126-china-accelerates-opening-of-low-level-airspace.php), 1BlueHorizon Group Analysis
The infrastructure of general aviation industry is under development− Shortage of airport− Limitation of air traffic control capacity and capability− Lack of FBO− Limitation of MRO service capacity and capability
Low altitude aviation is controlled by the Army of China and general aviation is constricted -altitude below 600 meter is still not open to the publicsCommercial air traffic has already occupied the
limited altitude released by China ArmyLimited air traffic release for business jet - black
out period in some airports (Beijing etc)
Regulatory limitation Under development of infrastructures
China Accelerates Opening the sky, a recent very good news!In what is widely seen as a move heralding the long-awaited boom in China’s civil aviation market, government officials now say more than a third of the country’s airspace below 4,000 meters (13,000 feet) is now open to general aviation. Even this will more ease the helicopter business, including for VIP transport, it path the way for Business Jet general aviation.The opening of China’s airspace is now expected to be completed by 2020 – years ahead of schedule, according to the deputy secretary of the National Air Traffic Management Committee…
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However China business jet demand started increasing sharply in the global demand downturn period
Source: GAMA; CAAC, OEM’s financial report, 1BlueHorizon Group Research
China Business Jet Delivery (units)
Global Business Jet Delivery (units)
1.5% 1.9% 4.3% 5.6% 7.1%1.4%1.1%Market share
Note : China business jet delivery unit including HongKong, Taiwan and Macau
Global business jet deliveries decline significantly during 2008-2011 due to global financial crisis
China market deliveries experienced sharply increasing during 2008-2011 from a low unit base and already account for 7.1% of global deliveries in 2011
CAGR 31%
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And is expected to keep sustainable overgrow to other markets in the next 20 years
Source: Ascend, Bombardier forecast, excluded very light jet and large corporate airline categories, 1BlueHorizon Group Research & Analysis
127%698%10 year growth rate
China Business Jet Delivery Forecast
46%738%10 year growth rate
40%28%10 year growth rate
Global Business Jet Delivery Forecast
43%47%10 year growth rate
China Business Jet Fleet Forecast
Global Business Jet Fleet Forecast
Highlights China market demand
is expected to keep sustainable overgrow to other market in the next 20 years
Around 10% of total business jet demand will come from China in 2011-2030
China business jet fleet will account for around 8% of global fleet from a low base of 1.3% in 2011
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Mainly driven by robust economic growth, wealth creation, increasing corporate profit, strong government support and penetration growth
Robust economic growth
Wealth creation
Corporate profit Increasing
Penetration growth
Strong government
support
China economy experienced rapid growth in the past 10 years to become the global top 2 high GDP country, future growth will be slow down to adjust the economy structure, but will still keep robust
A increasing big pool of super wealthy people have set their sights on private jets as the next must-have accessory, like exotic cars, yachts and luxury real estate
Fast economic growth in the last decade generated many large and profitable state owned and private companies who will be the potential buyers of business jet
China government promised to release more traffic rights of altitude between 600 to 1500 step by step to promote the development of general aviation industry China government encourage the investment in general aviation infrastructure – airport
and operational infrastructure, FBO, FSS, facilities of air traffic control, maintenance and fuel distributions
Improvements in infrastructure and regulatory limitation and increasing adoption and acceptance of business jet will drive the growth of penetration which is much lower than other countries with similar GDP per capita levelSustainable growth of GDP per capital will also support the future penetration growth
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China economy experienced rapid growth in the past 10 years and is expected to continue robust growth
Source: China statistic year book; World Bank, 1BlueHorizon Group Research
CAGR 8.4%
CAGR 7.0%
China historical GDP development and forecast
Recession
China GDP experienced rapid growth in the past 10 years, even in the period of global recession in 2008-2010, China GDP is expected to continue robust growing in 2011-2020
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Continuous wealth creation provide a big pool of potential business jet customers
Source: Hurun Research Institute; Forbes, 1BlueHorizon Group Analysis
Number of wealth people pool and regional distribution in China
CAGR 25%
CAGR 25%
CAGR 6% CAGR 35%
CAGR 35%
Number of wealthy people with > 1 billion USD assets A increasing big pool of super wealthy people have set their sights on private jets as the next must-have accessory, like exotic cars, yachts and luxury real estateAround 13% of super wealthy
people (with >100 million RMB net assets) are interested in buying business jet
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Increasing number of large corporate and their profit improvement will also support business jet demand growth
Source: J.P.Morgan Aerospace and Defense; Business Jet Monthly – December 2010; Wind Information, 1BlueHorizon Group Analysis
467 407
524
728 825
‐20%
‐10%
0%
10%
20%
30%
40%
50%
‐100 200 300 400 500 600 700 800 900
2007 2008 2009 2010 2011
Average net profit Growth rate
Global Corporate Profits vs. Business Jet Deliveries (number of aircraft 1995 – 2013E)
Average Net Profit for Companies listed in Mainland China(million RMB)
470
716
9691117
2008 2009 2010 2011
Number of Listed Company (with net profit >100 million RMB)
Net profit for China listed companies decreased by 13% in 2008 comparing to 2007 due to global financial crisis
However it recovered quickly in 2009 and hit to the peak of YoY growth rate (39%) in 2010
Profit growth in 2011 slowed down, but still robust
The potential pool of company that can afford business jet keep growing in the past several years
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Government support will help progressively removal the barrier of infrastructure shortage and regulatory limitation
Source: Chinese government 5 year plan for general aviation industry
Encourage general aviation enterprises and private sector to take part in:‒ Construction of general aviation airports
and operational infrastructure facilities‒ Building up and perfecting the facilities of
air traffic control, maintenance and fuel distribution
‒ Forming a group of flight service stations (FSS)
‒ Introducing fixed base operations (FBO)‒ Establishing new fuel distribution centers
in Harbin, Hohhot, Urumuchi and ZhuhaiNurture 3 to 5 leading companies for general
aviationExpand maritime patrol and country wide
search and rescue
Highlights
Scheduled civil transport airport188 ≥ 230
General Aviation Fleet Hour140K 300K
General Aviation Aircraft1,010 ≥ 2,000
Pilots24,000 40,000
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Improvements in infrastructures and regulatory limitation and increasing adoption and acceptance will drive the growth of penetration
Source: GAMA
2011 Business Jet Penetration in the G20 and others
Business Jets/ Capita (M)
GDP (K$)/ Capita
CER, 423UK, 419
AUS, 139
INDO, 19CHINA, 62
Market forecastForecasters correlate
business jets numbers and per capita levels
Business jet penetration in China is much lower than other G20 countries with similar level of GDP per capital due to the barrier of shortage of infrastructure and regulatory limitation
Under the assumption that business jets as a function of capita and GDP is constant throughout the world, China is expected to experience a step change in business jets ownership if can removal the barrier
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Sustainable growth of GDP per capital will also support the future penetration growth
Source: China statistic year book, 1BlueHorizon Group Analysis
China GDP per capita keep rapid growth in 2001 -2011 and reach to USD4000+ level in 2009 that is the demand start point for general aviation
GDP per capita will keep sustainable growth in this decade that will drive the sustainable demand increase of business jet
Big gap on GDP per capita among different provinces will cause the geographic unbalance of business jet demand
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As the aviation industry in China is set to take off, Chinese and foreign companies are banking on the business of corporate aircraft
China's business jet market could help propel the aviation industry
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However realization of growth will really depends on how fast China can remove the barriers to growth
Source: 1BlueHorizon Group Analysis
Air traffic restriction
Under development of infrastructure
Human Resource Shortage
High Operation /maintenance cost
Slow Certification, Registration and approval process
Limited air traffic release for business jet - black out period in some airports (Beijing etc) sincecommercial air traffic has
already occupied the limited altitude released by China Army
Shortage of airportShortage of facilities of air
traffic control, maintenance and fuel distributionLack of FBO (fixed based
operator)Lack of in-country MRO and
training capabilities and capacitiesLimited capacity of air traffic
control management
Shortage of pilotsShortage of well trained and
qualified MRO engineers and other service personnel
Preapproval is required to buy business jetCertification and registration
process is complicated The whole process will take
more than 3 months
High operation cost :USD 80-90K per flightLack of aircraft size
differentiation in landing, handling and navigation feesHigh maintenance fee: USD
per year‒ Small size: 800-1100K‒ Medium/large size: 1.6-2.4
million
Challenges in China Market
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Under development of infrastructures – airport, air traffic control capacity, FBO, MRO service capacity and capability
Source: CAAC, 1BlueHorizon Group Analysis
USA
Airport – 14,951 Paved – 5,000 Scheduled service
airport – 376
China
Airport – 398 Military based and
airfield – 190 Scheduled service
airport – 188
Current air traffic control system is difficult to meet diversified air traffic requirements – especially rapid growth of general aviation, cargo and branch line air traffics
Weak air traffic management in medium to small airports in tier 2/3 cities
IT system is not well integrated Lack of qualified air traffic control personnel
Limitations of air traffic control capacity
Only 3 FBO (Fixed Based Operation) in China –Shanghai, Beijing and Shenzhen
‐ Shanghai Hawker Pacific FBO in Shanghai Hongqiao Airport
‐ Beijing Capital Jet FBO in Beijing airport‐ Shenzhen Jinlu FBO in Shenzhen airport
Lack of FBO
In-country maintenance, overhaul and training capabilities and capacities is unlikely to keep pace with fleet growth
Lack of MRO suppliers for business jet in mainland China
Lack of MRO
Shortage of Airport
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Shortage of human resources - especially pilots and MRO engineers
Source: CAAC, Boeing forecast, 1BlueHorizon Group Analysis
Shortage of Pilots in China Market
Shortage of MRO Engineers in China Market
560
24
US China
73
24
30
19
Total pilotrequired
Current pilot base New pilot to beprovided
Gap
Number of Pilot by 2010 (‘000) Pilot Gap forecast for China Market by 2030 (‘000) China market required total
73,000 pilot by 2030 for both commercial and business jet
China has 24,000 pilots by 2010
China can only train 1500 new pilots per year based on current capacity due to lack of pilot training school, coach and high training cost (double to triple on US cost)
300
60
240
Total MRO engineerrequired
Current MROengineer base
Gap
MRO engineer Gap forecast for China Market by
2030 (‘000)
China market required 300,000 qualified MRO engineers by 2015 based on fleet growth forecast
But China only has 60,000 MRO engineer (including MRO management personnel) by 2010
Most of MRO engineers are lack of knowledge/ experience in MRO for business jet models
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High operation cost – account for 5-8% on top of total business jet purchase price per year
1%
3%
3% 7%
Insurance fee Fixed operation cost Variable operation cost Total operation cost
Foreign registry Chinese registry
US$ US$
Ground Handling Fees 6,750.00 4,500.00
Airline countervailing fee 4,400.00 0.00
Navigation Fee 1,400.11 175.01
Total Fees 12550.11 4,675.01
Variable cost calculation is based on 300 fleet hour per year
Operation cost percentage is based on total purchasing cost including import tax, VAT, logistic cost and agency cost
Fix operation cost includes airport parking fee, safety checking fee, training fee, maintenance fee and etc
Variable operation cost includes all flight operation fee – salary of pilot, cleaning and other related fee, fuel cost, flight insurance fee and etc
Example: Hong Kong – Shanghai return
Flight operation fee in China differs between foreign registry jet and Chinese registry jet
Flight operation fee for foreign registry jet is much higher than that for Chinese registry jet
Business jet annual operation cost in China – Challenge 850 example
Source: 1BlueHorizon Group Research & Analysis
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As Chinese customer prefer well recognized brands and large business jet regardless of trip length
Chinese Customer demand characteristicsProduct Feature Service
Requirement Price Sensitivity
Well recognized brands
Super medium to large cabin aircraft regardless of trip length
New or nearly new aircraft
Luxury decoration with specific requirements
Full seats loading -business and political leaders travel with entourages
Couch for head person to lie down on
Full service package since most of them are the first time buyers, including
‐ Business jet model selection
‐ Consulting‐ Price negotiation‐ Financing‐ Import and logistic‐ License application‐ Operation
management ‐ Used aircraft
disposition in future
Relatively low price sensitivity
Airlines Real Estate Casinos and gaming Chemicals Oil and Gas Coal mining Electronics Flight trainingWhite
good manufactures IT Energy Bank Advertising Entertainment
Customer Structure
Source: 1BlueHorizon Group Analysis
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Key success factors in China market
Chinese customers are very keen on well recognized brand
Increasing brand awareness and establish great brand reputation in China market
Recognized brand
Deep understanding on customer ‘s demand characteristics by segmentation in China market
Introduce right products to the market with high flexible configuration
Right products
Developing right go to market model fit for China market is a must
It can be tailored with successful experience from other markets, not just copy - paste
Right go to market model
Offering full service package are important since Chinese customers are lack of experience
Providing super quality service is also key to build up long term relationship with Chinese customers
Excellent service
Critical to long term success since it can not only improve the reaction speed to market needs but also provide significant total cost advantage to customers
Obtain other benefits from Chinese government since it is encouraged
Local manufac-
turingfootprint and engineering capability
Develop right partnership strategy – set up JV with Chinese companies can accelerate the pace of market entry and mitigate the risks
Build up partnership with right partner –SOE can help acquire more resources from Chinese government
Right partnership
Adapting to Chinese customers: most of the time Chinese people will usean idiom 入乡随俗 , meaning when in Rome, do as the Romans do…
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Executive Summary - Growth and risks of repossession in China
China account for a very low number of business jet fleet relative to it’s size of economy And business jet penetration is also much lower than other G20 countries with similar level of GDP
per capital Because of the barrier of underdevelopment of infrastructures and regulatory limitation for general
aviation in the past
China business jet industry has not grown substantially in the past
But it is expected to boom and keep
sustainable growth in the next 20 years
Attractive opportunities in all aspects of business
aviation but also risks associated
Focus on six key success factors in China
market
However China business jet demand started increasing sharply in the global demand downturn period (2008-2011)
And is expected to keep sustainable overgrow to other markets in the next 20 years Mainly driven by robust economic growth, wealth creation, increasing corporate profit, strong
government support and penetration growth
Market growth provide attractive opportunities in all aspects of the whole industry chain However realization of growth will really depends on how fast China can remove the barrier to growth
– air traffic restriction, underdevelopment of infrastructures, human resource shortage, high operation cost and slow certification, registration and approval process
Increase brand awareness and build up great brand reputation Introduce right products fit customer’s demand characteristics to the marketDevelop right go to market model-can be tailored with successful experience, not copy-paste Provide full service package and super service to build up long term customer relationship Establish local manufacturing footprint and build up local engineering capabilityDevelop right partnership strategy – JV with Chinese companies might be the right approach
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SHOUKRAN - THANK YOU
LEONARD FAVREPartner, Group Managing Director
1BlueHorizon GroupP.O. Box 34154 M +971 50 6164007 (U.A.E.)Abu Dhabi M +41 79 2080256 (Switzerland)United Arab Emirates leof007
Abu Dhabi | Bern | Madrid | Montreal | Paris
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APPENDIX1 Introduction2 Historical Market Development in China3 China Market Characteristics4 Future Trend and Key Success Factors in China Market5 Executive Summary
© 2012 1BlueHorizon Group - www.1bluehorizon.com
APPENDIX 1 - 3
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Appendix 1: Major business jet dealers in China market
Source: Company website, 1BlueHorizon Group Research & Analysis
Dealer Name Ownership structure
OEM product Major customer
SOE/Private /WOE/JV
Bom‐bardier
Gulf‐stream
Cess‐na
Embraer‐
Dass‐aulat
Hawker
Govern‐ment
SOE PrivateCom.
ForeignCom.
Indi‐vidual
Avion Pacific Limited
WOE √ √ √ √
Sino Private Aviation
WOE √ √ √ √ √
CBAJET Private √ √ √ √ √ √
CPAC Private √ √
PTE WOE √ √ √ √
Lily Jet Private √
Chinaga Private √ √
Jinggong Private
Asia Pacific WOE √ √
ACASS WOE
Westjet Aircraft
WOE √
Zhuhai Xirui GA JV √ √
AVIATION SUPPLIES
WOE √ √ √
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Appendix 2: Major operation company in China market
Key operator Ownership structure
Service provided or business model Fleet 2011
Major customer
SOE/Private /WOE/JV
Friction Charter Operation mandate
Govern‐ment
SOE PrivateCompany
ForeignCompany
Individual
Deer Jet (Beijing Capital Airlines)
HNA Group:70% Beijing Tourism Group:30%
√ √ 44 √ √ √ √ √
BAA Private √ √ 32
Beijing Airlines (Air China) SOE √ √ 10 √
Lily Jet Private √ √ √ 10 √ √ √ √
Shanxi Sanjin SOE 8 √ √
Mingsheng Private √ √ 7 √ √ √ √
Donghai Jet SOE √ √ 7 √ √ √ √
China Eastern Executive SOE √ √ 5 √ √ √
Yasheng Medevac √ 3 √
Sichuan Xingyao Private √ √ 2
Big White Bear Private √ √ 2
Zhongfei SOE √ √ 2 √ √
Source: Company website, 1BlueHorizon Group Research & Analysis
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Appendix 3: Major business jet MRO suppliers in China market
MRO supplier Ownership structure
MRO service OEMs/Models MRO service type
SOE/Private/ WOE/JV
Bom‐bardier Gulf‐stream
Cess‐na Embraer‐
Dass‐aulat
Haw‐ker Modification
Air frame
Com‐ponent
Line Engine
TAMECO (Xiangyu) JV √
CIRRUS GA JV
ZhongFei JV √
Shanghai Hawker Pacific JV CE‐680 √
Falcon 7X, 900LX, 2000LX
√ √ √
Tianjin Execujet JV
Sichuan Haite High Public listed √
Tianjin Air SOE √
Metrojet WOE √ √
STAECO JV
CRJCL604/605CL850XRS
G450 √ √
Hawker Haikou RA3901A800XP
√
Source: Company website, 1BlueHorizon Group Research & Analysis
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O 1BlueHorizon Group® (Asset Management | Management Consulting | Interim Management) was established in 2007 as a network of International aviation professionals, providing objective, independent, evidence-based analysis, advice and implementation support. We build on the experience of our team to help clients realize real and measurable results , quickly. Start-ups, restructuring, cost cutting, project management office, due-diligence or exploiting growth opportunities, we have experts who have faced these challenges.
O Our highly competent seasoned senior professional have experience from leading companies in both management roles within their disciplines and as senior level professional advisors throughout diverse and complex locations in the Middle East, Europe, Africa, Asia Pacific and North America.
O Privately owned, 1BlueHorizon Group® is independent of any financial institution, manufacturer, operator, insurance company or maintenance provider assuring our clients the benefit of truly unbiased, comprehensive and flexible provision of service.
O 1BlueHorizon Group® believes in working closely with client staff to transferour knowledge and experience, which means 1BlueHorizon Group® continuesto deliver value long after the project is complete.
O A unique blend of languages, age groups, cultural backgrounds and skills qualifies 1BlueHorizon Group® to provide turnkey solutions for any and all of your aviation requirements - worldwide.
O 1BlueHorizon Group® range of services is continuously tailored and adaptedto suit the geographical scope and needs of our customers.
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Wataniya Airways - Chairman Mr. Abdulsalam Al Bahar with Mrs Ghaida Abdul Latif, vice chairman –
director general & CEO of Syrian Arab Airlines.
Flydubai - CEO Mr. Ghaith Al Ghaith
Gulf Air - Ex CEO Samer MajaliH.E. Mohamed Hamad bin Azzan Al
Mazrouei, WRDC's Director General and Acting Under Secretary of the Court of the Ruler's Representative in the Western Region (al Gharbia)
of Abu Dhabi Emirate
Democratic Republic in Congo (Transport)AerospaceOne Company in India
Jet Green in PakistanAbabeel Air in Libya
His Highness Sheikh Ahmed Bin Saeed Al Maktoum, President of the Dubai Civil Aviation
Authority, Chairman of Dubai Airports, Chairman & Chief Executive of Emirates Airline & Group
Note: Detailed references upon request
For the last ten years we have been actively involved with our Senior personnel in major airlines, start-ups or Economic development ventures
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4th International Repossession Conference – Dubai – Sofitel Dubai Jumeirah Beach, UAE
31© 2012 1BlueHorizon Group - www.1bluehorizon.com Al l r ights reserved1BHG | Aeropodium Conference Aircraft Repossession 09.12.12
Family conglomerates (Governance, Portfolio analysis and investment Strategy)
Economic development (Business review / Cluster / Project Management office)
Air Transportation (Airline / Airport / General Aviation / Aerospace & Defense)
Management ConsultingOperational Improvement
Our understanding of operational improvement is quite simple:
Whereas restructuring is about stabilizing a company and fixing how it does things, operational improvement is about seeing a
company through the transformation of becoming more
competitive – going the Extra Mile.
Asset ManagementFleet Strategy & Planning
With our Fleet Solutions, we can help you expand your fleet,
transition from older models to newer aircraft types, or provide interim capacity. We back our support with a global team of technical experts and industry
specialists who will provide you with the fleet solution and
support that meets your specific needs.
Interim ManagementKnowledge transfer
Finding talent is difficult even at the best of time. Finding
resources to assist for a short-term assignment of a proven
heavyweight interim executive manager to manage a period of transition, crisis or change within
an organization or to take on critical projects or senior
positions for a limited time is even more difficult.
Ahead of StrategiesThree Practices
Shareholders and management of companies with specialized
needs often choose 1BHG for our unique custom turnkey solutions. If you want a business plan or a feasibility study to assess the case, or your are burning cash
and running into trouble, or seek help to assess the case for
entering immunized joint venture or looking for an interim management solution…
1BlueHorizon Group® highly competent seasoned professional
will assist you to propel your business further… Going the
extra mile ahead of strategies …
1BHG® Business model dedicated to particular Sectors is built around three Practices providing clients with turnkey solutions to maximize Value Creation
Source: © 1BlueHorizon Group | Business model with Sectors (Horizontals) & Practices (Verticals)
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… no matter how complex the issues are!
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InterimManage-
mentManagingConsulting
Asset Management
The Management Consulting (MC) Practice is our ability to strike a rapport working side by side with you and quickly understanding what you need when the margin of error is thin… Providing a highly targeted surgical strike (to-the-point) to improve de performance and going the extra mile…
The Interim Management (IM) Practice help you by giving comfort and control with relevant seasoned advisors whenever and wherever they are needed… Whereas a management consultant provides an advisory role, Interim managers with performance improvement focus are directly responsible in delivering quick results, visible and measurable...
The Asset Management (AM) Practice works individually with each of our clients to develop creative strategies and solutions for all types of aviation equipment, with innovative financing models.…
Source: © 1BlueHorizon Group | Practices
Performance improvementQuick results / Hands-on
Turnkey solutionsKnowledge transfer
Ahead of Strategies…
The 1BlueHorizon® difference
1BlueHorizon Group® three dedicated Practices are built to propel clients business further with a comprehensive approach ahead of strategies
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GENERATING THRUST TO PROPEL YOUR BUSINESS FURTHER...
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“1BlueHorizon Group is the only consulting firm that works successfully on all levels: Board level, middle management, implementation"
“1BHG senior personnel come in with strong views but integrate perfectly in our teams"
“1BHG has convinced us through it's excellent industry- and technology expertise"
"The 1BHG team knows perfectly well how to push the necessary change"
“1BHG guys are implementation -oriented and their cooperationwith my people is very good "
“1BHG Practice has very qualified people who really know a lot about our industry"
Testimonials - What do our Customers think about 1BlueHorizon Group®
"In each project step, we could clearly identify 1BHG's added value and improve the overall bottom line"
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THE ONLY WAY TO DO GREAT WORK IS TO LOVE WHAT WE DO…A MILE OF RUNWAY WILL TAKE YOU ANYWHERE
NO ONE HAS EVER COLLIDED WITH THE SKYNote: A list of qualifications is made available separately
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LEGAL DISCLAIMERP R O P R I E T A R Y I N F O R M AT I O N
© 1BlueHorizon Group®. All rights reserved. Without the prior written consent of 1BlueHorizon Group®, it is not permitted to modify this document or create derivative works. High quality global airline industry insight requires investment. Please do not cut & paste the document. Email [email protected] to get / buy additional rights.This presentation has been prepared by 1BlueHorizon Group® (1BHG or the ‘Company’). This presentation does not constitute or form part of any offer to sell or issue, or invitation to purchase or subscribe for, or any solicitation of any offer to purchase or subscribe for, any securities of the Company or in any other entity, nor shall this document or any part of it, or the fact of its presentation, form the basis of, or be relied on in connection with, any contract or investment decision, nor does it constitute a recommendation regarding the securities of the Company or any other company. The information contained in this presentation has not been independently verified. This presentation does not purport to be all-inclusive or to contain all the information that a prospective investor in securities of the Company may desire or require in deciding whether or not to offer to purchase such securities. No representation or warranty, express or implied, is made or given by or on behalf of the Company or any of its affiliates (within the meaning of Rule 405 under the US Securities Act 1933) (‘Affiliates’), members, directors, officers or employees or any other person as to the accuracy, completeness or fairness of the information or opinions contained in this presentation or any other material discussed verbally. None of the Company or any of its Affiliates, members, directors, officers or employees nor any other person accepts any liability whatsoever for any loss howsoever arising from any use of this presentation or its contents or otherwise arising in connection therewith. The information in this presentation includes forward-looking statements which are based on the Company's or, as appropriate, the Company's directors' current expectations and projections about future events. These forward-looking statements may be identified by the use of forward-looking terminology, including the terms ‘believes’, ‘estimates’, ‘plans’, ‘projects, ‘anticipates’, ‘expects’, ‘intends’, ‘may’, ‘will’ or ‘should’ or, in each case, their negative or other variations or comparable terminology, or by discussion of strategy, plans, objectives, goals, future events or intentions. These forward-looking statements, as well as those included in any other material discussed at any analyst presentation, are subject to risks, uncertainties and assumptions about the Company and its subsidiaries and investments, including, among other things, the development of its business, trends in its operating industry, and future capital expenditures. In light of these risks, uncertainties and assumptions, the events or circumstances referred to in the forward-looking statements may differ materially from those indicated in these statements. Forward-looking statements may and often do materially differ from actual results. None of the future projections, expectations, estimates or prospects in this presentation should be taken as forecasts or promises nor should they be taken as implying any indication, assurance or guarantee that the assumptions on which such future projections, expectations, estimates or prospects have been prepared are correct or exhaustive or, in the case of the assumptions, fully stated in the presentation. Forward-looking statements speak only as of the date of this presentation. Subject to obligations under the listing rules and disclosure rules made by the Financial Services Authority under Part VI of the Financial Services and Markets Act 2000 (as amended), neither the Company nor any of its affiliates, or individuals acting on its behalf, undertakes to publicly update or revise any such forward-looking statement, whether as a result of new information, future events or otherwise. As a result of these risks, uncertainties and assumptions, you should not place undue reliance on these forward-looking statements as a prediction of actual results or otherwise. The information and opinions contained in this presentation and any other are material discussed verbally are provided as at the date of this presentation and are subject to verification, completion and change without notice. In giving this presentation, neither the Company nor its advisers and/or agents undertakes any obligation to provide the recipient with access to any additional information or to update this presentation or any additional information or to correct any inaccuracies in any such information which may become apparent.
4th International Repossession Conference – Dubai – Sofitel Dubai Jumeirah Beach, UAE
35© 2012 1BlueHorizon Group - www.1bluehorizon.com Al l r ights reserved1BHG | Aeropodium Conference Aircraft Repossession 09.12.12