PRINCELY JETS (PVT) LTD - THE AIR AMBULANCE

On January 7, 2008, Mr. Ghouse Akbar, Chief Executive Officer of Princely Jets (Pvt.) Ltd. was apprehensively contemplating the result of the meeting he had just concluded with Samir Ahmed, his marketing manager. Ghouse was to finalize his presentation before the Company Board of Director’s meeting next Monday. He was scheduled to unveil the roll-out marketing strategy for their new services, The Air Ambulance. He had to ensure that the strategy he recommended was forceful and compelling enough to secure the board’s approval. The launch of the new services was scheduled for July 2008. He faced the overwhelming challenge to achieve a successful impression in the market with this pioneering air rescue service.

PRINCELY JETS (PVT) LTD 1 Princely Jets (Pvt.) Ltd. started operations in 2005 and was Pakistan's first private charter jet operator, owned by the Akbar Group of Companies.2 They were exclusive representatives of Sky Jet International, part of the Bombardier family of private aviation solutions; operating across Europe, Middle East and Asia Pacific. The Bombardier Group was the world’s largest manufacturer of jets and airplanes in Europe. Their jet services ranged from on-demand charter to jet cards to fractional and whole aircraft ownership.3 Princely Jets introduced a unique business proposition to the Pakistani community and offered private jet services, with a guaranteed availability of aviation services ranging from ad-hoc to private jet charter flights.4 The objective was to make this private jet charter experience as simple, comfortable, enjoyable and unique as possible.

1Website: www.princelyjets.com

2 See Exhibit I: Akbar Group of Companies

3 Website: www.skyjetinternational.com

4 Exhibit 2: Princely Jets Products1

They initially started operations from Jinnah International Airport, Karachi Pakistan but within one year in 2006, expanded to Islamabad, the country’s capital city. The jet service was well received and had been operating successfully for the past few years. This was largely due to the large business community of Pakistan, which required traveling not only to remote areas within the country, where they had typically set up their manufacturing units, but also to foreign countries for trade and business.5

The Pakistani business executives typically required to visit about 4-6 foreign destinations within 2-3 days. And domestic visits would normally take anywhere between 3-5 days. This could not be possible with traditional commercial travel facilities. Such complex travel needs were expediently managed through customized jet charter service. Princely Jets had revolutionized business travel for Pakistani consumers. With chartered services they could cut their travel time manifold to within 12-14 hours; 8 hours of driving time was equitable to 45 minutes of flying. They no longer needed to be absent for long a time from their business centers. This service changed the face of both domestic and international travel by giving Pakistani travelers an unparalleled access to private jets.

Princely Jets had grown to a fleet of 6 aircrafts by 2008.6 It had been growing steadily over the last three years with an average growth rate of 15% per annum and a return on investment of over three percent. To support this expansion, they had set up an operating base at Karachi International airport (Terminal 1) and also constructed a 4,000 sq yards hangar and state-of-the-art maintenance workshop. All Princely Jets aircraft were equipped for long haul travel - up to seven hours non-stop flying. Each jet had its own cabin crew, a spacious stand up cabin,

5 Exhibit 3: Pakistan; List of Companies

6 Exhibit 4: Princely Jets Financial growth2

executive table and leather seating capacity of up to ten persons.7 The baggage compartment was accessible both externally and also from inside, allowing in

flight ease of access to their personal belongings by the customer. The private jet could substitute and replace overnight hotel accommodation for short period stops throughout the entire trip for up to four persons. It also had a full service gallery for meals and snacks with advanced business and entertainment centers. Furthermore, the company maintained its own passenger lounge at the Karachi airport which further saved check-in and passenger airport turnaround time. The charter charges were US$2500 per hour8 and a typical international trip for 3 days would cost US$200,000. This covered the high overhead expenses of aircraft maintenance, cockpit and cabin crew salaries and fuel charges including the variety of airport taxes and duties.9 Ghouse Akbar felt that the only issue with the Princely Jets’ services was that they could not be tried and tested before purchase; there were many value-added features as mentioned above, but they

7 www.princelyjets.com: Images of aircraft interior

8 Exhibit 5: Charter Rates

9 Exhibit 6:Aircraft Maintenance Costs3

were all intangible and really required experiential learning. He was convinced that if the customer once tried and consumed the service; his pleasant experience, high satisfaction and impressive convenience value would be the greatest trigger for building relationships and continued loyalty.10

“The experience of flying, as if on your own aircraft, is amazing. The convenience and time saved was enormous. I was thrilled with the state-of-art facilities that

were provided on board. They even had special movies for my young son to occupy his time” were a customer’s comments.

AKBAR GROUP OF COMPANIES 11

The Akbar Group was a diverse group of companies with more than a century’s experience in the aviation industry; it had successfully introduced several high profile global brands to Pakistan, including Nike and Mc Donald. It was the pioneer in the aviation sector in Pakistan and represented Amadeus, a travel services provider whose products and services had formed the back bone of the aviation sector in the country through the Premier Aviation Division. It also was the General Sales Agent (GSA) for 15 major international airlines including Singapore Airlines, Thai Air and Alitalia. Its corporate profile included the successful launch of many global brands to the country. These included Nike, The Princeton Review and LVMH Moet Hennessy – Louis Vuitton. By introducing such high profile consumer brands the Akbar Group had become one of the largest provider of consumer services in Pakistan.

The group was divided in to two main spheres of operation: the aviation division which included being the General Sales Agents for twelve international airlines such as Singapore Airlines, Swiss, Alitalia, Thai, Sri Lankan, JAL, etc. and other travel and tourism related services. As the sole representative of Amadeus, one of the world’s largest Global Distribution Systems, it was present in over 850 travel agencies throughout Pakistan. Princely Travels, a sister concern, had been established in 1976 and since then hds emerged as the leading travel agency in Pakistan. Citilink another subsidiary of Akbar Group was established over a 10 Exhibit 7: Customer Information

11 Website: www.princelyjets.com4

decade ago to handle outbound tours from Pakistan. The group had emerged as the sole agent for various inbound tour operators from around the world. To date, the Akbar Group had serviced over 5 million passengers through a network of over 25 offices located nationwide. The second arm of The Akbar Group was the commercial division which included allied businesses. Through this arm it managed sole distribution of Nike and United Parcel Service (UPS) in Pakistan. It also had exclusive distribution of travel Insurance for the American Insurance Group (AIG). Moreover, as earlier mentioned, the group had introduced many significant global businesses to Pakistan including McDonald’s, The Princeton Review and LMVH Watches and Jewelry. 12 The company employed over 250 employees with more than 50 in the managerial cadre. There existed a high loyalty within the employees for the organization and some of them had been with the company for over 25 years.13

PAKISTAN

Pakistan was host to numerous booming businesses that place employee safety as their top priority. More than 600 companies are listed on the Karachi Stock exchange and many more are unlisted. These companies traditionally and typically catered to insurance and medical emergency needs of their personnel and their family members as part of the compensation package. There were many multinational and large national companies, which were also sensitive to these needs and were increasingly providing benefits and facilities for their employee wellness and security. As conditions in the country were becoming difficult this need had been foreseen by the innovative leaders of these firms.

Pakistan had become prone to declining political instability and social and economic disparities were increasing. Occurrence of political protests, traffic accidents, criminal assaults, and frequent terrorist bomb attacks plagued the country on a daily basis.14 There was a constant requirement for transport of victims for emergency needs by the rescue agencies. The growing menace of voluminous traffic jams in all large metropolitan cities of Pakistan, especially 12 Exhibit 8: Akbar Group Financial Growth

13 Exhibit 9: Organization Chart

14 Exhibit 10A: Pakistan News Items5

Karachi, the hub of Pakistan’s business trade and industry, was increasing day by day. The zigzagging of motorcycles and other transport vehicles complicated by the blatant breach of traffic rules magnified the gravity of the situation. It would take hours on end to get from place to place especially during peak traffic hours (3pm-8pm). Many an executive, friend and relative would get stuck in traffic. On a daily basis the press reported untimely delays and frequent death on the road of patients whose ambulances were delayed in traffic jams preventing smooth and quick medical aid. The constant noise of sirens and horns resulted in a total chaotic environment. The majority of population returning home was invariably stuck in congested traffic areas.

Ghouse remembered the day his friend’s aunt suffered a heart attack. The family had trouble in reaching the Aga Khan Hospital, Karachi on Stadium Road from Defence Housing Society on October 18, 2007. She was stuck in traffic for two hours and her car could not move due to the congestion of traffic. She did not receive medical help within the required time frame and met with an unfortunate end. If she had reached the hospital on time, the doctors would have been able to save her life. All the roads had been blocked and no traffic could cross from one side to the other where the Aga Khan Hospital was located. On Shah rah-e-Faisal, Benazir Bhutto’s procession had been attacked and pandemonium had resulted. Many people had lost their lives in the blasts.15 Benazir was the Chairman of Pakistan People’s Party, an active political group of Pakistan and was returning to Pakistan after self-exile of about eight years. Main Shahrah-e Faisal was closed for traffic to allow the procession to travel from Jinnah International Airport to the Mausoleum of Quaid –e-Azam, the founder of Pakistan, a small distance of 10 miles. She was supposed to have addressed her group of supporters who had gathered to receive her after such a long absence.

15 Exhibit 10 B: Pakistan News Items6

AIR AMBULANCE SERVICES

Ghouse thought that an Air Ambulance would have saved his friend’s mother that night on October 18. They were the quickest possible means to transport a patient to the safest and nearby hospital and extremely useful during natural disasters, acts of terrorism and accidents.16 They had been in use throughout the world since 1928, as a safe, speedy, and effective alternative to ground transport for treating patients in critical conditions. Princely Jets had been the pioneer in aviation services in Pakistan; the company wanted to take the initiative to bring this form of advanced service to Pakistan. The concept was to provide safe, secure and cost effective transport to key personnel from site to site in a fraction of time it would otherwise take surface transport. This would be a safe and secure means of also transporting high risk items and people, even to far flung and inaccessible areas. It would be a solution to problems like being struck in traffic, taking days to transport medical facilities to remote areas, waiting for the delivery of essential equipment and other significant security logistic issues. Having a patient at remote site, an accident at a far flung location, lack of medical services at a facility were some other useful reasons for the launch. The company foresaw that medical facility configured helicopters would provide the right solution for both people and key equipment. The Air Ambulance service was planned to cater to these businesses and provide a means to transport their personnel who needed immediate medical care to the nearest hospital.

In April 2007, the CEO of Princely Jets, Mr. Ghouse Akbar initiated this idea for an air rescue service. Sameer Mehmood, the Marketing Manager was given the task to prepare the feasibility of this extension. He was to design a program for a helicopter rescue service. Ghouse Akbar had wide exposure and experience of these services during his student days. He had studied for his MBA at the graduate program in IMD Switzerland during 1981-1984. He had not only heard of but also experienced the need of air ambulances on his skiing trips to Austria during his winter vacations. His own friend had nearly died due to an accident on the slopes of Switzerland during the winter of 1983. His friend was lucky to have on hand the air rescue service that transported him to the closest medical facility

16 Ivey Case 908E04: Stars Air Ambulance7

for timely necessary treatment. He visualized that the executives and corporations of Karachi would value such timely facilities. These emergency services were the need of the hour prompted by the untimely delays in movement across the city, mainly due to the rising number of vehicles on the road and constant prime time traffic jams. The demand for a rescue service in Karachi was seemingly a viable opportunity for the affluent and prosperous customers.

The air ambulance service would be a natural extension for the aviation services that the group already provided through Princely Jets. Market research had been conducted informally, primarily through direct discussions with senior executives and CEOs of large business corporations. The corporate entities were the target and potential customers. They included most multinational and large national companies, banks, embassies, and even the government agencies. Some high net worth individuals were also identified as prospective users. The typical customer was identified as one that would be willing to provide insurance for this value added medical facility not only for (i) personal use but also (ii) for use of company employees.

COMPETITIONMany agencies were operating rescue facilities throughout the country, but in 2008, at the time of Ghouse’s consideration, there were negligible air rescue services available. Most of the rescue services were operated by charitable organizations. They primarily focused on victims hurt on the road, predominantly with no insurance and meager resources. They were relatively free of cost and did not cater to specialized medical emergency needs of the affluent and high net worth customer. They also did not provide state-of-the-art specialized medical care on route to the hospital facility. The affluent population of Karachi and Islamabad did not perceive them of to be of good and appropriate quality.

8

ASKARI AVIATION

Askari Aviation was the only option which provided air rescue services. They provided helicopters at lower than the market price. The service provided was ad-hoc, did not necessarily need a contract and was also uninsured. Further the fleet was limited and aircraft availability was an issue. The helicopters were not equipped with any medical paramedical staff, technicians or medical supplies for on board treatment. Extended and drawn out procedures for engagement further restricted active use of this service.

Askari Aviation was engaged in providing aviation services of helicopters predominantly for adventure, safaris, rescue, crop dusting, cargo transportation and policing. In addition to its integral fleet of Rescue Service helicopter and aircraft, it was backed by a fleet of Pakistan Army aircraft. Askari helicopters were invariably required for rescue and pre--positioned by Army Aviation in general area of mountaineering expedition areas. They were also called to assist in severe situations of natural disasters in the country. They had been very active after the massive earthquake in 2005 and during the monsoon floods, which annually struck major parts of Punjab, in central Pakistan. People would be marooned in remote water-blocked areas for days without food and drinking water. It was in these times that the army requisitioned Askari helicopters to help them.

EDHI FOUNDATION 17

Edhi Foundation was an established name in Pakistan for relief work within distressed areas in Pakistan and was founded by Abdul Sattar Edhi in 1951. It was a non-profit organization providing social services like medical care, emergency and burial services, mental habitats, old homes, child welfare services, abused women safe houses and training facilities for the disadvantaged. Their response was immediate in the frequent tragedy instances like political trouble, bomb blasts and terrorist attacks. Edhi Foundation had a large fleet of ambulances, however were limited to ground rescue facilities. It was the Edhi ambulances, 17 www.edhifoundation.com

9

which invariably would rescue the victims, taking them to hospital setups for timely medical aid administration. In 2006, the foundation received a helicopter from USAID, to set up an air rescue service. Aviation was not their area of expertise, and they needed a heavy investment outlay for the required resources to create and subsequently maintain the air rescue unit. Ghouse Akbar commented that “The aircraft is grounded and has become non-functional”. According to him, there was a remote chance of it becoming functional as the helicopter had deteriorated and rusted due to lack of maintenance.

CHHIPA AMBULANCE SERVICES18

Chhipa was another government registered welfare organization run by Mr. Ramzan Chhipa, a social welfare worker. They had dedicated volunteers operating rescue ambulances which carried a basic first-aid box and oxygen cylinders. Among many other philanthropic services that they provided were the following: (i) on the spot emergency medical aids & service to all kinds of victim & emergency patients, (ii) 24 hours free rescue operation in accidents, emergency & disasters, (iii) 24 hours free ambulance service to deserving people, who cannot afford any charges. They were highly entrenched in their mission “rescue”, which was clearly reflected through ambulance siren music on their website. Their activities had just started in 2007 and were largely funded through donations; according to Sameer, “it is unlikely that they will offer air ambulance rescue services in the near future”.

THE MARKETING PLAN

Ghouse’s plan was to currently have state-of-the-art air rescue ambulances functional in two large cities of Pakistan, initially in Karachi and Islamabad. Ghouse had planned to start the air rescue services with two fully equipped helicopters. The aircraft would operate within a radius of 125 nautical miles (equivalent to 225 land miles). This would take about half an hour of travel time. The objective that with a turnaround time of 75 minutes, the return trip allowing 18 www.chhipa.org

10

for patient pickup, he/she would be reach a medical facility/hospital within 90 minutes. Of the two helicopters in Karachi, one would be on standby and ready to immediately fly on request. The other helicopter could be converted to a complete medically equipped unit within one hour.

Since Ghouse had personally experienced international air rescue facilities, he was familiar with what facilities he required to offer on board. The helicopter cabin would need an 180o aerial view, with multiple seating and at least two patient beds. A fully trained paramedic team including a doctor, state-of-the-art medical equipment, life-saving and emergency medicines, oxygen and blood transfusion capabilities would also be made available. The air ambulance would have to ensure smooth transition of the patient from helicopter to hospital emergency room and would ideally land directly on hospital premises. He was convinced that all these intangible benefits would significantly increase the survival and treatment rates for the niche group of customers that they planned to focus on.

The scope of the air rescue services would further include: Transportation of physicians and specialists to remote areas. Inter-hospital transfer of patients requiring specialist's treatment and

immediate attention. Quick transportation of blood and human vital organs. Medical and other assistance to companies/organizations in remote areas of

the country.

Ghouse had organized a focus group with the CEOs of selected potential corporations and they had shown keen interest in the services. They had concurred with the idea of a fixed monthly membership fee and a variable expense; an hourly payment based on actual usage.19 Value addition was the key ingredient that had to be communicated to the customer. The Air Ambulance Services marketing team needed to create a high awareness of convenience to

19 Exhibit 5: Charter rates11

the customer. This would have to be validated by the resource savings which would ultimately motivate the customer to cash in on the opportunity.

Marketing of Jet Charter services had primarily involved personal meetings with the senior executives of the potential customers and information exchange in one-to-one meetings. The company’s website was also used as a pivot for information transfer. Princely Jets had traditionally relied on word of mouth and direct marketing for Jet Charter services. Viral marketing had been very successful and resulted in growth of the company. Ghouse was now hopeful that a similar approach would work for the air ambulance service. Air ambulance service was comparatively unsolicited, and required only in an emergency. This would therefore require excessive persuasion and persistent selling. Over the past decade the company had developed a strong relationship with many of the large business entities operating in Pakistan and had built a large network of business associations. Ghouse believed that these relationships would stand him in good stead in the following months to come. However the board would need to show some tolerance in terms of returns and profitability; there was an extended capital repayment period ahead of them.

12

GHOUSE’S DECISIONSitting at his desk, what Ghouse needed to finalize was the rollout plan for the service launch? Next week, when he met the board, he needed to justify the two pronged pricing scheme; (i) A US$ 750 monthly membership fee plus (ii) a US$2500 per hour usage charge, both in terms of return on investment and customer acceptability for the new value added service they were to launch. He also needed to determine the mix of promotion and marketing tools with which they needed to launch the services. His major concern was to determine what was the best way to attract and lure the customers to enroll for the membership and use of emergency services?

13

EXHIBIT IPRINCELY JETS (PVT) LTD - THE AIR AMBULANCE

AKBAR GROUP OF COMPANIES

1. Princely Jets (Pvt.) ltd.2. Princely Travels (Pvt.) Ltd3. Citilink4. Amadeus5. Nike6. Mc Donald7. American Insurance Group (AIG)

14

EXHIBIT 2PRINCELY JETS (PVT) LTD - THE AIR AMBULANCE

PRINCELY JETS PRODUCTS 20

1. Jet Membership available through Skyjet International

Our jet membership card is the ideal service to meet the exciting demands of the busy traveler, removing all the headaches and uncertainties traditionally associated with commercial air travel.

Sold in blocks of 25 annual flying hours, it guarantees that you have an aircraft available at the time you need it – at a preferential rate. Further through our exclusive representation of Bombardier Skyjet International you can use these hours anywhere in the world at the applicable international rates.

Through Bombardier Skyjet International we offer you:

• Guarantee availability worldwide with as little as 8 hours notice

• Total flexibility

• Dedicated member services team

• Access to over 900 aircraft and 5500 airports worldwide

• Occupied hours pricing; i.e. you only pay for when you fly with no positioning or ferry costs.

• Transparent pricing.

2. Ad hoc Charter

For the occasional traveler, our fixed price ad hoc charter service gives you the freedom to create your own itinerary and travel according to your own schedule. International air travel acquires a whole new dimension with our offer of fixed pricing with no positioning costs.

• No commitment

• Access to over 900 aircraft worldwide through Bombardier Skyjet International

• Access to over 5500 airports worldwide

• Fixed pricing with no positioning costs

20Website: www.skyjetinternational.com15

EXHIBIT 3PRINCELY JETS (PVT) LTD - THE AIR AMBULANCE

KARACHI STOCK EXCHANGE: SELECTED LIST OF COMPANIES

BANKSAllied Bank LtdAskari BankXBBank Al-FalahBank AL-HabibBankislami PakistanBank Of KhyberXRB.O.PunjabFaysal Bank

F.Credit & InvHabib Bank Ltd.Habib MetroXBJS Bank LtdKASB Bank Ltd.MCB Bank LtdMeezan Bank LtdXBNational Bank

NIB Bank XRNetwork Mic BankSamba BankStand.Chart.BankSilkBank LimitedSummit Bank LtdSoneri Bank LtdUnited Bank Ltd

FOOD PRODUCTSAL-Noor Suger MillsBaba FaridBawany SugarChashma Sugar MillsClover Pakistan Ltd.Crescent SugarData Agro Dewan SugarFazal Veg.Ghee Fecto SugarHabib Sugar MillsIsmail IndustriesKohinoor Sugar

Mithchells FruitMian Mohammad Mehran SugarXDXBMubarik Daries Muslim GheeMirza SugarNational Foods Ltd.Nestle PakistanNoon Sugar MillsNoon PakistanNoon Pak Non-VotPak Dairies Premier Suger Mills

Punjab OilQuice FoodRafhan MaizeShakarganj MillsShahmurad SugarSakrand SugarS.S.OilSuraj Ghee Thal IndustriesTandlianwala SugarUniLever PakUnilever Foods

Uqab Breding Wazir Ali.

16

EXHIBIT 4PRINCELY JETS (PVT) LTD - THE AIR AMBULANCE PRINCELY JETS (PVT) LTD FINANCIAL GROWTH

17

Percentage GrowthAssets Receivables Revenues

2005 25% 10% NA2006 20% 15% 25%2007 15% 20% 30%2008 25% 25% 50%

E XHIBIT 5 PRINCELY JETS (PVT) LTD - THE AIR AMBULANCE

PRINCELY JETS (PVT) LTD CHARTER RATES

Domestic Program International ProgramEquipment: Twin Engine Eurocopter

Equipment: Twin Engine Eurocopter & Jets

Contract term one year Contract term one yearMonthly membership fee: $ 750 per month + FED

Monthly membership fee: $ 3,000 per month + FED

Operating cost @ $2500 per hour or part thereof + CED

Operating cost @ $2000 per hour or part thereof + CED for helicopters & @ $3500 per hour or part thereof + CED for Citation Bravo

Payment requirement - $9,000 +16% FED tax (One Year advance)

Payment requirement - $36,000 +16% FED tax (One Year advance)

18

EXHIBIT 6PRINCELY JETS (PVT) LTD - THE AIR AMBULANCE

AIRCRAFT MAINTENANCE COST

19

Jet/helicopter cost/month US $ 50,000Includes Overheads

Crew salaries.Crew:Pilots are ex service men with

20,000 flying miles experience for jets

3000 flying miles experience for helicoptersParamedicsStewards

EXHIBIT 7PRINCELY JETS (PVT) LTD - THE AIR AMBULANCE

CUSTOMER DEMAND FORECASTCUSTOMER SEGMENTS - SIZE AND GROWTH

YEAR 1 # Institutions Average years of contract Average flight hours per annum

Banks 2 2 15

Insurance Companies 2 2 10

Government Corporations 1 2 5

Total 5 6 30

YEAR 2

Banks 3 5 25

MNC’s 15

Insurance Companies 5 5 10

Government Corporations 2 5 5

Total 25 15 40

YEAR 3

Banks 20 5 35

MNC’s 45 2 10

Miscellaneous 30 5 20

Government Corporations 5 5 5

Total 100 17 70

20

EXHIBIT 8PRINCELY JETS (PVT) LTD - THE AIR AMBULANCE

AKBAR GROUP – FINANCIAL GROWTH

Percentage GrowthAssets Paid up

CapitalRevenues

Inception NA 100 NA1993 3% 100 NA1998 5% 100 20%2003 10% 100 15%2004 7% 100 13%2005 15% 120 11%2006 20% 120 20%2007 14% 120 30%2008 11% 120 35%

21

EXHIBIT 9PRINCELY JETS (PVT) LTD - THE AIR AMBULANCE

AKBAR GROUP ORGANIZATION CHART

22

AKBAR GROUP OF

COMPANIES

Princely Jets

CEO Ghouse Akbar

Princely Travels

American Insurance

Group (AIG)AmadeusCitilink

Sameer Ahmed

Marketing Manager

EXHIBIT 10 APRINCELY JETS (PVT) LTD - THE AIR AMBULANCE

PAKISTAN NEWS ITEMS

DAWN January 30, 2007 Tuesday Muharram 10, 1428Third suicide attack in four days; 3 dead: •Rockets fired in Bannu, Tank •Six suspected bombers held in

D.I. Khan •Explosives seized in KohatBy Irfan Mughal and Abdul Salam

DERA ISMAIL KHAN / BANNU, Jan 29: A suspected suicide bomber blew himself up near a checkpoint in Dera Ismail Khan on Monday, killing two people, including a policeman. And a rocket attack on a mosque in Bannu left 13 people injured.

Monday was the third day since Friday to have brought acts of terrorism to the nation, claiming 18 lives.

On Saturday, a suicide bomber hit a police contingent in Peshawar, killing 13 people, including six police officials.

A day earlier, a suicide bomber blew himself up outside Islamabad’s Marriott Hotel, killing himself and a security guard who stopped him from entering the hotel.

Six people, including two policemen, were also injured in the suicide attack at the police check post near D. I. Khan’s Liaquat Park.

“A man blew himself up when he was stopped by the police. One officer was killed and seven people were injured in the attack,” a senior police official said. A civilian who was wounded later died in hospital. According to police, the suspect wanted to enter the city and target a Muharram procession. “He was clad in a chaddar and was in a hurry to cross the checkpoint, but when an agile policeman tried to stop him, the explosion occurred,” a policeman said. Barely an hour after the suicide bombing, two rockets fired by unidentified attackers landed near a mosque in Bannu, leaving 15 people wounded. “Fifteen people were wounded in the rocket attack, which apparently targeted a place of worship,” a senior police official told Dawn. The attack highlighted the country’s predicament over the `war on terror’ as an unprecedented security blanket thrown for Muharram failed to prevent bloodshed.

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EXHIBIT 10 BPRINCELY JETS (PVT) LTD - THE AIR AMBULANCE

PAKISTAN NEWS ITEMS

DAWN Oct 18, 2007Benazir survives midnight carnage: Twin blasts cast shadow over homecoming

•At least 125 deadBy S. Raza Hassan, Imran Ayub, Azfar-ul-Ashfaque & Shamim-ur-Rahman

KARACHI, Oct 18: Over 125 participants of a procession led by former Prime Minister Benazir Bhutto upon her return to the country lost their lives on Thursday night after two powerful blasts rocked the slow-moving motorcade edging its way past the Karsaz Bridge, on Sharea Faisal.

At least 100 people were injured in the explosions.

Former FIA chief Rahman Malik told a private television channel that the explosions clearly targeted Ms Benazir’s specially-built vehicle. He added that many top PPP leaders were injured.

Sources told Dawn that Ms Benazir was immediately taken to the Bilawal House before she could reach the Quaid’s Mausoleum where she was scheduled to address a waiting crowd. She was resting in the bullet-proof vehicle’s compartment when the blasts took place. A Dawn reporter saw a severed head at the Jinnah Postgraduate Medical Centre, fuelling speculation that the blasts were caused by a suicide bomber.

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EXHIBIT 11 APRINCELY JETS (PVT) LTD - THE AIR AMBULANCE

PAKISTAN - HOSPITALS IN ISLAMABAD 21

PUBLIC INSTITUTIONS PRIVATE INSTITUTIONSFederal Government Services Hospital*Golra Welfare Hospital (Ghosia-Mahria Trust)Pakistan Institute of Medical Sciences (PIMS)*PAEC Hospital*Nescom Hospital KRL Hospital National Institute of Health*CDA Hospital *

Kulsum International Hospital (KIH)Maroof International HospitalDr.Arshad Health Associates-Medical FacilitiesIntegrated Health Services (IHS Pakistan)*IHS Children's Medical CenterIslamic International Medical Complex*Dar-ul-Shifa Hospital*Shifa International Hospital*Roshan's Foot Care, Al-Babar Centre, F-8 MarkazIslamabad Specialist Clinic*Aslam Memorial Medicare HospitalIslamabad Private Hospital, Blue Area*Chee Chee HospitalElahi Medical Center, G-9/4Fauji Foundation Hospital, Defence Chowk *Hope Medical Dental & Diagnostics

Leading Institutions*

EXHIBIT 11 BPRINCELY JETS (PVT) LTD - THE AIR AMBULANCE

PAKISTAN - HOSPITALS IN KARACHI 22

PUBLIC INSTITUTIONS PRIVATE INSTITUTIONSAbbasi Shaheed Hospital*Civil Hospital*Civil Hospital - Burns CentreHabib Medical CentreJinnah Postgraduate Medical Centre*Karachi Institute of Heart DiseasesLady Dufferin Hospital

Aga Khan University Hospital*Baqai Hospital*Bismillah Taqee Institute of Health Sciences & Blood Diseases Centre*Bantwa Memon Hospital*Burhani HospitalCaravan Of Life Trust

21 www.apnakarachi.com

22 www.apnakarachi.com; July 201125

Leprosy HospitalLyari General HospitalMEDIC AID Consultants Clinic, Mai Kolachi Road National Institute of Cardiovascular Diseases*National Institute of Child Health*PNS Shifa*Police HospitalSindh Government Qatar HospitalSindh Government Hospital New KarachiSindh Institute of Skin DiseasesSindh Institute of Urology and Transplantation (SIUT)*Sindh Institute of Skin DiseasesSobhraj Maternity HomeSpencer Eye Hospital

Leading Institutions*

Children Cancer HospitalDar-ul-Sehat Hospital, (Liaquat Medical & Dental College)*Hamdard University Hospital*Health Care HospitalHoly Family Hospital*Al-Ibrahim Eye HospitalIbne-Sina (Avicenna) HospitalImam Clinic and General HospitalIndus HospitalJinnah Medical College HospitalKarachi Adventist Hospital*Kharadar General HospitalKidney Centre Post Graduate Training Institute*Kiran Hospital for Nuclear MedicineiKutiana Memon HospitalLayton Rahmatulla Benevolent Trust Eye Hospital, (LRBT) Liaquat National Hospital*Al-Mehrab Tibbi ImdadMasoomeen HospitalMessiah PakistanMediConnectMurshid Hospital and Health Care CenterNational Medical Centre*OMI Hospital*Patel HospitalSaifee Hospital *South City Hospital*Tabba Heart Institute*Usman Memorial Hospital*Zainab Punjwani Memorial HospitalDr Ziauddin Hospital*Qamar-Ul-Islam Hospital Punjab Colony

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EXHIBIT 12PRINCELY JETS (PVT) LTD - THE AIR AMBULANCE

AIR AMBULANCE REVENUE ESTIMATES

Revenues in US dollars

Customer Membership Forecast Year Customers Membership Retainer Fees/month Annual retainer ship

1 5 $750 $3,750 $45,000

2 25 $750 $18,750 $225,000

3 100 $750 $75,000 $900,000

Demand: Air Rescue Services Year Customers Annual Hours

used/Customer Rates Total Hours used Annual

Revenues

1 5 30 $2,500 150 $375,000

2 25 40 $2,500 1,000 $2,500,000

3 100 70 $2,500 7,000 $17,500,000

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EXHIBIT 13PRINCELY JETS (PVT) LTD - THE AIR AMBULANCE

PAKISTAN STATISTICS: DEATH RATES 23

Number of deaths in Karachi due to traffic jams

Death rate: 6.92 deaths/1,000 population

Year Death rate Rank Percent Change Date of Information2003 8.79 98 2003 est.

2004 8.45 100 -3.87 % 2004 est.2005 8.45 100 0.00 % 2005 est.2006 8.23 108 -2.60 % 2006 est.2007 8 109 -2.79 % 2007 est.2008 7.85 112 -1.88 % 2008 est.

Definition: This entry gives the average annual number of deaths during a year per 1,000 populatios at midyear; also known as crude death rate. The death rate, while only a rough indicator of the mortality situation in a country, accurately indicates the current mortality impact on population growth. This indicator is significantly affected by age distribution, and most countries will eventually show a rise in the overall death rate, in spite of continued decline in mortality at all ages, as declining fertility results in an aging population.

23 Internet data; Down loaded July 201028

EXHIBIT 14PRINCELY JETS (PVT) LTD - THE AIR AMBULANCE

PAKISTAN STATISTICS: POPULATION Population in high income SEC - KLI

POPULATION OF MAJOR CITIES OF PAKISTANCITY 1998 census 1981 census CAGR (%) 2010KARACHI 9,339,023 5,208,132 3.49 13,386,730LAHORE 5,143,495 2,952,689 3.32 7,214,954FAISALABAD 2,008,861 1,104,209 3.58 2,912,269RAWALPINDI 1,409,768 794,834 3.43 2,013,876MULTAN 1,197,384 732,070 2.93 1,610,180HYDERABAD 1,166,894 751,529 2.62 1,521,231GUJRANWALA 1,132,509 600,993 3.79 1,676,357PESHAWAR 982,816 566,248 3.29 1,386,529QUETTA 565,137 285,719 4.09 871,643ISLAMABAD 529,180 204,364 5.7 972,669

Source: Population Census Organization, EA Wing24

24 Pakistan Economic Survey , 201029