The document is a project report analyzing the Indian aviation industry, detailing its historical development, market dynamics, and competitive landscape. Key players in the industry include Indigo, SpiceJet, and Air India, with a focus on operational challenges, market growth, and financials. The report highlights the industry's transition from government control to privatization, recent trends in passenger traffic, and ongoing competition from both airlines and alternative transport modes.

1. 1
A
Project Report
On
Aviation Industry
Submitted By
Class: - MBA I, VIIT,Baramati
Under The Guidance Of
Dr. RupendraGaikwad
Subject:- Industry Analysis- Desk Research (215)
Name Roll Number
Miss. KiranBendre 05
Mr. KalidasBhandwalkar 06
Mr. SanketBharte 07
Miss. SangitaBhilare 08

2. 2
Index
Chapter No Contents Page No
1 Industry Analysis
Nature of the Industry,
Market share of the company
3
2 Promoters & Management Ethos
Background of promoters
CSR policies
3 External environment
Controlling ministry
4 Financials
Ratio analysis of financial data
5 Recent development
Margers & Acquisition

3. 3
Indian Aviation Industry
Chapter 1 : Industry Analysis – the Basics
History of the Industry
The first commercial flight in India was made on February 18, 1911, when a French pilot
MonsignorPiquet flew airmails from Allahabad to Nain, covering a distance of about 10 km in as many
minutes.
Tata Services became Tata Airlines and then Air-India and spread its wings as Air-India
International. The domestic aviation scene, however, was chaotic. When the American Tenth Air Force
in India disposed of its planes at throwaway prices, 11 domestic airlines sprang up, scrambling for traffic
that could sustain only two or three. In 1953, the government nationalized the airlines, merged them, and
created Indian Airlines. For the next 25 years JRD Tata remained the chairman of Air-India and a
director on the board of Indian Airlines. After JRD left, voracious unions mushroomed, spawned on the
pork barrel jobs created by politicians. In 1999, A-I had 700 employees per plane; today it has 474
whereas other airlines have 350.
For many years in India air travel was perceived to be an elitist activity. This view arose from the
“Maharajah” syndrome where, due to the prohibitive cost of air travel, the only people who could afford
it were the rich and powerful.
In recent years, however, this image of Civil Aviation has undergone a change and aviation is
now viewed in a different light - as an essential link not only for international travel and trade but also
for providing connectivity to different parts of the country. Aviation is, by its very nature, a critical part
of the infrastructure of the country and has important ramifications for the development of tourism and
trade, the opening up of inaccessible areas of the country and for providing stimulus to business activity
and economic growth.
Until less than a decade ago, all aspects of aviation were firmly controlled by the Government. In the
early fifties, all airlines operating in the country were merged into either Indian Airlines or Air India
and, by virtue of the Air Corporations Act, 1953; this monopoly was perpetuated for the next forty years.
The Directorate General of Civil Aviation controlled every aspect of flying including granting flying
licenses, pilots, certifying aircrafts for flight and issuing all rules and procedures governing Indian
airports and airspace. Finally, the Airports Authority of India was entrusted with the responsibility of
managing all national and international air ports and administering every aspect of air transport
operation through the Air Traffic Control. With the opening up of the Indian economy in the early
Nineties, aviation saw some important changes. Most importantly, the Air Corporation Act was repealed
to end the monopoly of the public sector and private airlines were reintroduced.

4. 4
Nature of the Industries: -
The airline industry is highly competitive and subject to rapid change. We may be unable to compete
effectively against other airlines with greater financial resources or lower operating costs, or to adjust
rapidly enough in the event the nature of competition in our markets changes.
The airline industry is highly competitive as to fares, flight frequency, frequent flyer benefits, routes and
service. The industry is particularly susceptible to price discounting because airlines incur only nominal
costs to provide service to passengers occupying otherwise unsold seats. Over the past few years,
airlines have reduced domestic routes and the number of planes available, which has resulted in reduced
domestic industry capacity and a trend towards increased fares. Although capacity has declined based on
a nationwide average, capacity on the West Coast has not declined to the same degree due to increased
competition from new market entrants. If airlines decide to increase their capacity in the future, this
could cause fares to decline, which may adversely affect our business and results of operations. Many of
our competitors are larger than we are and therefore, may have significantly greater financial resources
and name recognition or lower operating costs than we do. In addition, competitors who have
successfully reorganized out of bankruptcy have lowered their operating costs as a result of renegotiated
labor, supply and financing agreements. From time to time in the past, some of these competitors have
chosen to add service, reduce their fares, or take other competitive steps in our key markets. We may be
unable to compete effectively against other airlines that introduce service or discounted fares in the
markets that we serve.
The airline industry, and particularly regional airlines like Horizon, also faces competition from ground
transportation alternatives, such as buses, trains or automobiles. Increased use of technology such as
video conferencing and internet-based meeting tools have also resulted in a change in business travel,
especially in short-haul markets like those that Horizon serves.
Players of the Industry-
• Air Deccan
• Air-India Express
• Air India
• Go Air
• Indian Airlines

5. 5
• IndiGo
• Jet Airways
• Jet Lite
• SpiceJet
• Air Charter Services Pvt Ltd
• Air Charters India
Size of the
Industry
There are about 450 airports and 1091
registered aircrafts in India Today.
Geographical
distribution
Mumbai, Kolkata, Hyderabad, Delhi,
Pune, Bangalore, Chennai.
Output per annum Growth rate of 18% per annum
Nature of Competition From an economist’s perspective in the Industry
Following types of competition ins exists in Indian Automobile Industry :
Perfect Competition
Monopolistic Competition
Oligopoly
Monopolistic Competition :
Current Trends in the current Monopolistic Automobile Market :
Considering huge market potential, production of passenger cars is projected to grow at CAGR of 11%
between 2010-11 and 2013-2014.

6. 6
Market Size
 Domestic Air Traffic quadrupled from 13 million to 52 billion in last decade
 International Traffic more than tripled to 38 million
 87 foreign airlines fly to and from India and 5 Indian airlines fly to and from 40 countries
 45 million tons of cargo through 920 airlines, using 4200 airports and deploying 27000 aircrafts
 Projections for traffic during the Eleventh Five Year Plan, which shows increase in passenger
traffic (i.e. 18.8%) as compared to cargo (i.e. 11.4%). The figure is as follows:
Indian Aviation Industry a glance in 2011 - 2012
 Indian aviation witnessed growth, both in domestic as well as international passenger traffic -
18%
 Operational losses despite growth in passenger traffic
 Debt trapped industry - combined debt of Indian airlines companies was around USD 15 Billion
as of March 2012
 Negative sentiment observed from international Financial Institutions
 The total loss for all the airlines FY12 was approximately USD 2.5 billion according to the
Ministry of Civil Aviation.
 The only carrier that remained a profit-making operation was low-cost IndiGo, which also hit the
headlines by announcing an order for 180 aircraft from Airbus Industries worth as much as $15.6
billion.
 They also reported the fullest aircraft in Jul-2012India’s carriers today face a deteriorating cost
environment on a number of fronts.

7. 7
Oligopoly Competition:
Oligopoly
Features:
 Small number of sellers
 Products may be similar or different
 Significant barriers to entry
 Interdependence among competitors
(Decisions made by one firm affect the demand, price and profit of others in the industry)nd C
Kink Demand Curve Model

8. 8
 The airlines often use other means to create psychological impact. They use advertising to
stimulate the potential traveler by depicting glamorous vacations and exciting adventures in
distant places, and they emphasize that these places are only a few hours away by air. This is to
gain more business from other transportations.
 The effects of advertising manifest themselves in both the short and the long run. In terms of
intra-industry competition, an airline can at best only hope to use advertising as a means of
increasing market share in the short run.
Demographic and Natural
• Changing pattern of consumers
• Highest percentage people of group 20-25
• Educational environment
• High energy cost
GROWTH OF THE INDUSTRY
• The growth of airlines traffic in Aviation Industry in India is almost four times above
international average.
• Domestic airlines passengers traffic in increasing at the rate of 25%.
• India ranks fourth after US, China and Japan in terms of domestic passengers volume.
• The domestic aviation sector is expected to grow at a rate of 9-10 per cent to reach a level of
150-180 million passengers by 2020.
• The industry witnessed an annual growth of 12.8 per cent during the last 5 years in the
international cargo handled at all Indian airports.
• Further, there has been an increase in tourist charter flights to India with around 686 flights
bringing 150,000 tourists.
• It is predicted that international passengers will grow upto 50 million by 2015
• Aviation is now affordable with check fares and discount schemes.
• Various Operators with different business model.
• Regional connectivity – Tier II & Tier III cities

9. 9
Top 3 Players in theaviation industry with market share :
IndiGo
Rank: 1
Market Share: 32.6%
SpiceJet
Rank:2
Market Share: 19.5%
AirIndia
Rank: 3
Market Share: 16.2%
Leaders :
• Go Air
• Jetairways
Bottom 3 players in the industry with market share
 kingfisher
 bluedart
CHALLENGES
 Initializing privatization in the airport activities
 Modernization of the airlines fleet to handle the pressure ofcompetition in the aviation industry
 Rapid expansion plans for the major airports for the increased flow of air traffic
 Development for the continuously growing Regional Airports
 Costs pressures (ATF Prices & Staff Cost)
Followers :
 Vistara

10. 10
About air lines
The total fleet size of commercial airlines in India was 371 by 20 February 2013. In 1994, the Air
Corporation Act of 1953 was repealed with a view to remove monopoly of air corporations on scheduled
services, enable private airlines to operate scheduled service, convert Indian Airlines and Air India to
limited companies and enable private participation in the national carriers. Since 1990 private airline
companies were allowed to operate air taxi services, resulting in the establishment of Jet
Airways and Air Sahara. These changes in the Indian aviation policies resulted in the increase of the
share of private airline operators in domestic passenger carriage to 68.5% in 2005 from a meager 0.4%
in 1991.
Operational airlines
Airline ICAO IATA Call Sign
Commenced
Operations
Headquarters Status
Air India AIC AI AIRINDIA
October 1932 as
Tata Airlines
Delhi
National
Carrier
Air India
Express
AXB IX
EXPRESS
INDIA
April 2005 Kochi
National
Carrier
Air India
Regional
LLR CD ALLIED
1996
(as Alliance Air)
Delhi
National
Carrier
AirAsia India ADI I5 ARIYA 12 June 2014 Bengalore Scheduled
Air Costa LEP LB LECOSTA October 2013 Vijayawada Scheduled
Air Pegasus — — — 2015 Bengaluru Scheduled
Air Odisha — — 02 November 2012 Bhubaneswar
Non-
Scheduled
Blue Dart
Aviation
BDA BZ BLUE DART 1995 Chennai Cargo
Club One Air — — — August 2005 Mumbai
Non-
Scheduled
Chhattisgarh
Air Link
— — — 2012 Raipur
Scheduled
Deccan
Charters
DKN DN 1997 Bengaluru
Non-
Scheduled
Deccan
Shuttles
DKS DS 2012 Ahmedabad
Non-
Scheduled
Fly Easy — — — 2015 Bangalore Scheduled
GoAir GOW G8 GOAIR 2005 Mumbai Scheduled
IndiGo IGO 6E IFLY August 2006 Gurgaon Scheduled
Invision Air — — — March 2011 Mumbai
Non-
Scheduled

11. 11
Jagson Airlines JGN JA JAGSON Delhi Scheduled
Jet Airways JAI 9W
JET
AIRWAYS
May 1993 Mumbai Scheduled
Pinnacle Air PNC PX PINNACLE October 2013 Ranchi
Non-
Scheduled
Quikjet Cargo FQA QO QUIK LIFT Feb 2012 Bengaluru Cargo
SpiceJet SEJ SG SPICEJET May 2005 Chennai Scheduled
TajAir MGE TX —
November 1993
(as Megapode)
Mumbai
Non-
Scheduled
Ventura
Airconnect
VNT — AIRCONNECT July 2011 Gurgaon
Non-
Scheduled
Vistara VTI UK VISTARA 9 Jan 2015 Delhi Scheduled
Defunct airlines
This is a list of now defunct airlines from India.
Airline
Commenced
operations
Ceased operations Headquarters
Air India Cargo 1954 2012 Mumbai
Air Deccan 2004
2007
Merged with Kingfisher Airlines and
rebranded as Kingfisher Red
Bengaluru
Air Mantra 2012 2013 Delhi
Air Sahara 1991
2006
Merged with Jet Airways and rebranded as
JetLite
Mumbai
Air Services of
India
1936 1953 Mumbai
Airways (India)
Limited
1945 1955 Kolkata
Ambica Airlines 1947 1949 Bombay
Archana Airways 1991 1999 New Delhi
Aryan Cargo
Express
2005 2010 New Delhi
Bhaarat Airways 1995 1999 Mumbai
Crescent Air Cargo 2000 2006 Chennai
Damania Airways 1993
1997
Renamed Skyline NEPC after takeover by
the owners of NEPC Airlines
Mumbai
DarbhangaAviations 1950 1962 Kolkata
Deccan 360 2009 2011 Bangalore

12. 12
East-West Airlines 1992 1995 Mumbai
Elbee Airlines 1994 1998 Mumbai
Gujarat Airways 1995 2001 Vadodara
Himalayans Air
Transport & Survey
Limited
1934 1935 Kolkata
Himalayan Aviation 1948 1953 Kolkata
Indian 1953
2011
Merged with Air India
New Delhi
Indian National
Airways
1925 1945 Delhi
Indian Overseas
Airlines
1947 1950 Mumbai
Indian State Air
Service (ISAS)
1929 1931 Kolkata
Indian
Transcontinental
Airlines
1933 1948 Kolkata
Indus Airways 2006 2007 New Delhi
Irwaddy Flotilla &
Airways
1934 1939 Chennai
Jamair 1946 1977 Kolkata
JetKonnect 2012
2014
Mrged with Jet Airways
Mumbai
Jetlite 2007
2012
Merged with JetKonnect
Mumbai
Jupiter Airways 1948 1949 Mumbai
Kalinga Airlines 1946 1965 Kolkata
Kingfisher Airlines 2005 2013 Bengaluru
Kingfisher Red 2007 2013 Mumbai
MDLR Airlines 2007 2009 New Delhi
ModiLuft 1994 1996 Mumbai
NEPC Airlines 1993 1997 Chennai
Orient Airways 1946
1955
Moved to Karachi and later merged
into PIA
Kolkata
Paramount Airways 2005 2010 Chennai
Pushpaka Airlines 1979 1983 Mumbai
Tata Airlines 1932 1946 Mumbai
Vayudoot 1981 1997 New Delhi
VIF Airways 1993 1996 Hyderabad
Vijay Airlines 1981 1997 Chennai

13. 13
Profile of Top 3 Companies
1. INDIGO
IATA
6E
ICAO
IGO
Callsign
IFLY
Founded 2006
Commenced operations 15 August 2006
Hubs
 Indira Gandhi International Airport (Delhi)
 SardarVallabhbhai Patel International Airport
(Ahmedabad)
Secondary hubs
 ChhatrapatiShivaji International Airport
(Mumbai)
 NetajiSubhash Chandra Bose International
Airport (Kolkata)
Focus cities
 Chennai International Airport (Chennai)
 Kempegowda International Airport
(Bengaluru)
 ChaudharyCharan Singh International Airport
(Lucknow)
 Rajiv Gandhi International Airport
(Hyderabad)
 Cochin International Airport (Kochi)
 Pune Airport (Pune)
 LokNayakJayaprakash Airport (Patna)
Fleet size 90
Destinations 37
Parent company InterGlobe Enterprises
Headquarters Gurgaon, Haryana, India
Key people
Rahul Bhatia, MD
AdityaGhosh, president
Revenue 111.17 billion (US$1.7 billion) (2014)

14. 14
Net income 3.17 billion (US$50 million) (2014)
Website www.goindigo.in
IndiGo
is an Indianbudget airline company headquartered at Gurgaon, India. It is the fastest growing and also
the largest airline in India with a market share of 36.1% as of December 2014. The airline offers 564
daily flights connecting to 37 destinations including 5 international destinations with its primary hub at
Delhi's IGI Airport. It presently operates a fleet of 90 aircraft belonging to Airbus A320 family.

15. 15
Chapter 1 :History
History of IndiGo
IndiGo was set up in early 2006 by Rahul Bhatia of InterGlobe Enterprises and Rakesh S Gangwal, a
United States-based NRI. InterGlobe holds 51.12% stake in IndiGo and 48% is held by
Gangwal'sVirginia-based company Caelum Investments. IndiGo placed a firm order for 100 Airbus
A320-200 aircraft in June 2005 with plans to commence operations in mid-2006.
IndiGo took delivery of its first Airbus A320-200 aircraft on 28 July 2006, nearly one year after placing
the order, and commenced operations on 4 August 2006 with a service from New Delhi to Imphal via
Guwahati. By the end of 2006, the airline had six aircraft. Nine more aircraft were acquired in 2007
taking the total to 15. By December 2010, IndiGo replaced the state run flag carrier Air India as the top
third airline in India. It already had 17.3% of the market share, behind Kingfisher Airlines and Jet
Airways. By early 2012, IndiGo had taken the delivery of its 50th aircraft in less than six years. IndiGo
is known to have placed the largest order in commercial aviation history during 2011 at that time, when
Airbus won the US$15 billion deal for 180 aircraft. This deal pushed up the percentage of Airbus
aircraft in India to 73%.
By February 2012, IndiGo was expanding rapidly and was making solid profits, the only airline in India
to do so. It had replaced Kingfisher as the second largest airline in India in terms of market share.
IndiGo's strong adherence to a low-cost model, buying only one type of aircraft and keeping operational
costs as low as possible along with an emphasis on punctuality are said to be some of the reasons for its
success even when the airline industry in India was going through a bad patch. IndiGo focuses on adding
a new plane every six weeks and sometimes even faster. However, this rapid expansion led to a scathing
report by the DGCA in December 2011, which highlighted problems resulting from this expansion in the
airline that could impact safety. On 17 August 2012, IndiGo became the largest airline in India in terms
of market share (27%),which is more than one-fourth of total market share of all the Indian airlines
combined, in the process dethroning the full-service carrier Jet Airways, which had held that position for
many years. The airline had reached the position just six years after operations commenced.
In January 2013, the Centre for Asia Pacific Aviation announced that, following Indonesian airline Lion
Air, IndiGo was the second fastest growing low-cost carrier in the continent. In the same month, IndiGo
became India's first airline to take the delivery of the Airbus A320-200 aircraft equipped with sharklets.
AdityaGhosh, IndiGo's president said that this move would help them reduce fuel burn. In February
2013, following the civil aviation ministry announcing that they would be allowing IndiGo to take the
delivery of only five aircraft that year, reports suggested that the airline was in plans to introduce low-
cost regional flights by setting up a subsidiary. However, AdityaGhosh, IndiGo's president said that all
such reports were untrue and IndiGo was actually in plans to seek permission from the ministry to
acquire four more aircraft, therefore taking the delivery of nine aircraft in 2013. In August 2013, the
Centre for Asia Pacific Aviation ranked IndiGo amongst the 10 biggest low-cost carriers in the world.

16. 16
Marketing mix of indigo airlines
Set up in the year 2006, Indigo Airlines is one of the cheapest domestic airlines in India which is owned
by InterGlobe Enterprises and Mr. RakeshGangwal. This marketing mix of Indigo airlines discusses the
4P’s which have been executed in an excellent manner by Indigo such that Indigo is one of the leading
low cost carrier in the country. In the marketing mix of Indigo airlines, the price plays a crucial role
which we will discuss further.
Indigo Airlines is considered one of the best airlines that offer professional services at economical
prices. Starting its services with six aircrafts on 4th of August 2006, IndiGo now has 78 of them. It adds
a new plane every 45 days and sometimes even faster. Within no time IndiGo has dethroned Kingfisher
and stood as the second largest player in aviation industry only after Jet Airways. In the year 2013,
Centre for Asia Pacific Aviation announced that IndiGo is the second and the fastest growing airline
service in the continent.
It is important to note that the airline operates all major cities in India. One of its major competitive
advantages is that the air tickets can be booked online and the customer services are very friendly at the
same time.
Products in the marketing mix of Indigo airlines
The core product of Indigo airlines is of course Air travel. The traveling is mostly for passengers but the
cargo line of Indigo airlines is growing fast as well. Indigo airlines, being the country’s largest low-cost
carrier offers one of the best airline services in the country. For the past three years, Indigo has managed
to create profit whereas its competition has been making loses. This has largely been due to the fact that
the airline increased its capacity and efficiency in its services while containing costs. As a way of
increasing capacity, new flights have been introduced in order to get more passengers.
For instance, while the total airline capacity in India reduced by 4%, Indigo managed to increase its
capacity by unprecedented 39%. Another strategy that Indigo applied is deft route planning such that it
increased the number of aircrafts per route instead of only increasing the number of routes. The low-cost
model strategy, purchasing only one type of aircraft and keeping the operational costs as low as possible
coupled with an emphasis on punctuality are the main reasons for its success even when the airline
industry in India was going through its rough.
Place in the marketing mix of Indigo airlines
Customers who want to book their tickets can do so online or through various agencies throughout the
country. The airline is trying to reduce the headache one has to go through to get a ticket and that is why
it has availed the online tickets. The airline’s destinations can be found throughout the major cities of the
country. As a matter of fact, there are about 29 current Indigo destinations but expansion is ongoing.
While that is the case, the airline has ensured that its core strategies are maintained. The core strategies
include keeping the airline the most affordable airline in India and keeping flying a pleasant experience.
With its fleet of 78 aircrafts and as many as 508 flights daily, it operates 29 domestic and international
destinations whiles its competitor SpiceJet as 56 of its aircraft operating 45 destinations. Thus, the
strategy is to provide more capacity on fewer routes than thinly spread itself over many destinations.
This is advantageous in that: it helps contain costs because new destinations will require infrastructure

17. 17
costs and help in creating more customers because they will be viewed as reliable in the few destinations
they operate.
Promotion in the marketing mix of Indigo airlines
No airline has worked harder at capturing the local market better than IndiGo Airlines. The airline relies
on its cost and availability to promote its brand across the market. These investments in advertisements
are low because it affects the cost. However, Indigo did come out with a few TVC’s of its own as well
as does good advertising online. The airline has adopted a strategy of connecting flights to other
destinations from one destination such that customers will not have to book another airline to arrive to
their destination. For instance, it has connected four flights from Ranchi to Delhi, Mumbai, Patna and
Bangalore and plans are underway for it to add Kolkata and Raipur.
Although not a direct marketing strategy, this strategy has seen it gain more customer base because
customers would want to cut costs by using just one aircraft to reach their destination. Other promotion
methods used by Indigo aircraft include media vehicles like billboards, print media advertising and
advertising on travel portals.
Price in the marketing mix of Indigo airlines
As already mentioned, price is one of the major factors in the marketing mix of Indigo airlines. It is
because of price and maintaining costs that the airlines has received so much success. IndiGo Airlines is
one of the cheapest, if not the cheapest airline in India. In fact, that happens to be its competitive
advantage when travelers are comparing prices. This makes it one of the most sought airline services in
India because of its quality services as well.
The complete credit for Indigo’s success goes to the cost control department at Indigo airlines. Indigo
uses computer generated mechanisms to determine how much petrol it will need from Point A to point
B. Thus, its savings on petrol is high and airline petrol is very very costly. Furthermore, the servings on
flight are minimum. Indigo wants to control cost but does not build relationships with its customers.
This might irk some but then the airline is the only airline which is making good profits even at this
stage.
With decrease in prices and increase in the number of passengers every day, Indigo faces a tough
competition from SpiceJet and Air India. With a market share of 31.7% at present, it would be safe to
say that Indigo provides what no other airlines can offer when it comes to cheap prices. There are also
constant discounts that keep customers coming back.

18. 18
Indigo SWOT Analysis
Strength
1. Strong backing Promoters and is one of the largest low cost carriers
in India
2. Only LCC to make consistent profits
3. It has one of the major airlines in India in terms of market share
4. LCC which has entered international markets has boosted its brand
value
5. Good advertising and marketing strategies have increased its brand
recall
Weakness
1.Not on too many routes as compared to competitors
2. Still has to establish itself on international destinations
Opportunity
1. Opening up of International routes
2. Largest Market share among LCCs in Indian Market
3. Middle Class taking to the skies
Threats
1. Plenty of new LCCs to compete with
2. Rising Labor costs and changing govt policies
3. Rising Fuel Costs

19. 19
2.Spice jet India ltd
IATA
SG
ICAO
SEJ
Callsign
SPICEJET
Founded 2005
Commenced
operations
18 May 2005; 9 years ago
Hubs
 Chennai International Airport (Chennai)
 Indira Gandhi International Airport (Delhi)
 Rajiv Gandhi International Airport (Hyderabad)
Secondary
hubs
 ChhatrapatiShivaji International Airport(Mumbai)
 Kempegowda International Airport (Bangalore)
Focus cities  Cochin International Airport(Kochi)
 NetajiSubhas Chandra Bose International Airport(Kolkata)
 Pune International Airport(Pune)
 SardarVallabhbhai Patel International Airport(Ahmedabad)
Frequent-
flyer
program
SpiceJet MAX
Fleet size 38
Destinations 49
Company
slogan
Whatever We Do, We Do It With All Our Heart
Headquarters Gurgaon, India

20. 20
Revenue US$ 964.13 million (2013)
Employees 5,252 (2013)
Website
Founded:
Founders:
spiceJet.com
1. February 9, 1984
2.
3. Ajay Singh, Bhupendra S. Kansagra

21. 21
2 Spice Jet
Company History - Spice jet Ltd.
YEAR EVENTS 1984 –
The Company was incorporated on 9th February as a private limited company in the name and style of
Genius Leasing Finance and Investment Company Limited. The business was commenced on 14th
March. It was promoted by S.K. Modi of the Modi Group of Companies. The main objective of the
company is to manufacture Private air taxi operation.
1993
The name of the company was changed to MG Express Ltd. on 17th February.The Company diversified
its activities into domestic aviation operations. Since May, has been providing safe and reliable air
transportation for both the passenger and cargo. In the first phase of operations, three Boing 737-200
advance air craft was commissioned in service.The Company entered into an agreement with Lufthansa
for spares, services and maintenance and training of flight crew. The Company was to pay DM 102,000
per plane, per month for dry lease.The Company is to provide two classes of services, first class and
economy class. Telecommunication lines were to be established between airlines.In the second phase of
operations, the Company was to acquire on dry lease, four Boing 737-400, Advance Fuel Economic
Aircrafts and one Boing 737-200 aircraft. Three of the 737-400airafts would have a capacity of 150
seats and the remaining one with a capacity of 164 seats.The Company entered into agreement with
International airlines such as Swissair, KLM-Royal Dutch Awtun, Qantas airways, Air Canada etc.
- 2,00,000 shares allotted to public. 240,00,000 No. of equity shares of Rs. 10 each issued in May-June,
as follows:
- 214,00,000 rights equity shares of Rs. 10 each in proportion 107:1 (all were taken; up).
- 24,00,000 shares reserved for allotment to shareholders of Modi Threads Ltd.
- 2,00,000 shares to employees of Modi Threads Ltd.
- Another 150,00,000 shares were allotted to Business associates on preferential basis.
1994 –
In September, the Company signed an MOU with Indian Oil Corporation Ltd. to arrange the imports of
aviation turbine fuel and the first consignment was expected in the 2nd week of January
1995.-
Effective 12th April, the name of the company was changed from MG Express Ltd. to Modiluft
Ltd.242,00,000 No. of equity shares of Rs. 10 each were then issued in November, at a premium of Rs.
30 per share on rights basis in prop. 1:1 (6,000 shares kept in abeyance).During the year under review

22. 22
the Company opened up several new stations and at present is connecting most of the major business
and tourist locations across the Country.The Company proposes to expand its operations by adding 4
Boeing 737-400 aircraft to its existing fleet.On 23rd November, 1994, your Company was awarded the
coveted status of a Scheduled Airline. Consequently, the Company has also obtained the Associate
Membership of International Air Transport Association (IATA).The Company further issued 1.50 crore
Equity Shares of Rs. 10/-each for cash at par aggregating to Rs.15.00 crore to business associates on
preferential basis, thus taking the total Paid Up Capital of the Company to Rs. 39.20 crore during the
year 1993-94.The Company has inter-line agreements with all major foreign Airlines, an extensive
network of sales agents and worldwide communication network for making reservations from any part
of the world which enables the Company to earn revenue in foreign exchange.
1995 –
The Company in its initial stage entered into an "Agreement on Technical Support" which was further
strengthened with "Management Agreement" on 28th June, 1994. The Company is also setting up a
working group in respect of each of the areas to ensure the desired results are achieved. ModiLuft has
tied up their Frequent Flyer Programmer - MILES & SMILES with Deutsche Lufthansa AG, with effect
from 1st July, 1995. The Company also proposes to come out with a Rights Issue of Rs. 31.70 corers to
acquire additional aircrafts as per Company's expansion plans. Mrs. MalvikaPoddar&Mr. Bernd
Hildebrand, Directors retire by rotation, being eligible, offer themselves for reappointment.
1997
Mr. D.K.Babbar&Mr. KartikShankerAiyer, Directors retire by rotation &being eligible, offer themself
for reappointment.
1999
The company has appointed Millenium Capital Management (Pvt.) Ltd. &Khandwala Securities Ltd. as
its Management and financial consultants. Mr. S. K. Modi&Mr. Merchant Bharat Bachubhai, Director
retire by rotation and being eligible, offer themself for re-appointment.
2000
Country's defunct private domestic carrier Modiluft Ltd., which suspended its operations in 1996, will
be airborne again in January in a Newavataar as Royal Airways. The Board has allotted 81,077,500
redeemable preference shares of Rs 10 each to the Royal Holdings Service Ltd. USA.
2001
Modiluft Ltd has informed BSE that the Mr. Atul Sharma, Mr. Kishore Gupta, Mr. Siddhartha Sharma,
Mr. MansukhlalKotecha and Mr. Vijay Kumar have been elected as Directors of the Company with
effect from December 31, 2001. The aforesaid persons were earlier co-opted as Additional Directors.The
Company has also informed that Mr. J.N.Gupta, Mr. S.K.Modi&Mr. B.B. Merchant have ceased to be
Directors of the Company with effect from the same date.

23. 23
2003
The company re-issued 1895348 forfeited equity shares of Rs 10 each at par on private placement basis.
The company has been informed by Delhi Stock Exchange that the shares of the company are delisted
wef December 10, 2003.
2005
-SpiceJet launches Delhi-Ahmedabad-Mumbai service on May 24, 2005. SpiceJet launches its six-day a
week services to Jammu and Srinaga on Nov 11, 05
2005
-Company has changed its name from Royal Airways Ltd. to Spicejet Ltd.
2006
-SpiceJet ties up with Indiatimes .SpiceJet joins hands with Nomura on Aug 15,2006
2007
-Spicejet Ltd has informed that Mr. Osman Qureshi (nominee of Istithmar PJSC) has been appointed as
director on the Board of the Company.
2010
- SpiceJet stated that it will order 30 Boeing 737-800 aircraft to take its fleet size to 58 planes.
2011
-Mr. S. Sridharan has been appointed as the Whole Time Director of the Company
-Mr. R Neelakantan has been appointed as the Chief Financial Officer (CFO) of the Company
-Awarded for Best Website at ‘World Low Cost Airlines Asia Pacific Conference.Voted as India’s Best
Low Cost Airline by Outlook Traveller.
-Registered Office of the Company has been shifted To MurasoliMaran Towers, 73, MRC Nagar Main
Road, MRC Nagar, Chennai - 600028, Tamil Nadu.
2012
-Mr. Chandan Sand has been appointed as GM (Legal) & Company Secretary of the Company. SpiceJet
gets DGFT nod to direct import of ATF
-Voted as India’s Favourite Domestic Airline for the year 2012 by Outlook Traveller . India’s
International Low Cost Carrier of the Year 2012 by Travel Agents Association of India -India’s Most
Outstanding Airline LCC-Domestic Award, by Travel and Hospitality.

24. 24
1993–1996: ModiLuft era
A Boeing 737-200 in a livery similar to that of Lufthansa.
The origins of SpiceJet track back to February 1993 when ModiLuft was launched by Indian
industrialist S K Modi, in technical partnership with the German flag carrier Lufthansa. The airline
ceased operations in 1996.
2005–2013: Inception and expansion
SpiceJet Boeing 737-900ER taking off from SardarVallabhbhai Patel International Airport in
Ahmedabad
In 2004, Ajay Singh raised funds and restarted operations as SpiceJet following the low-
costmodel. SpiceJet leased 3 Boeing 737-800 aircraft. On 7 March 2005, the Airports Authority of India
approved three overnight parking slots to SpiceJet, with two in Delhi and one in Mumbai. SpiceJet
opened bookings on 18 May 2005 The first flight was flagged off by then Union Minister of Civil
Aviation, Praful Patel. The first Boeing 737-800 aircraft leftIndira Gandhi International Airport, New
Delhi for ChhatrapatiShivaji International Airport,Mumbai on 24 May 2005. By 2008, it was India's
second-largest low-cost carrier in terms of market share.
Indian media baron KalanidhiMaran acquired 37.7% stake in Spicejet in June 2010. In 2012, SpiceJet
suffered from a loss of over 390 million (US$6.1 million) owing to increase in global crude prices. On
9 January 2012, the Directorate General of Civil Aviation, reported that several airlines in India,
including SpiceJet, have not maintained crucial data for the flight operations quality assurance or the
FOQA. The Bombay stock exchange announced that ever since June 2011, Spicejet had been suffering
losses. In 2012, Despite the losses, KalanithiMaran increased his stake in Spicejet by investing 1

25. 25
billion (US$16 million) in the airline.The airline returned to making profits at the end of the year. In
2013, SpiceJet launched its first interline pact with Tiger air on 16 December 2013.
2014-present
In July 2014, SpiceJet announced up to 50 per cent discounts due to competition. In December 2014,
SpiceJet cancelled many domestic flights across the country. Directorate General of Civil Aviation
(DGCA) issued warning over non payment of salaries and dues, while the airport operators moved to put
the carrier on cash-and-carry mode, which means the airline can use the facilities of an airport only upon
immediate payment. On December 17, all flights were grounded after oil companies refused to refuel its
planes. Flights resumed the next day. In January 2015, the board of directors of SpiceJet transferred
control of the airline to Ajay Singh, the founder of SpiceJet who also used to run the airlines earlier.
Destinations
Revenue Passenger Kilometres (Total)
Year Traffic
2008 4397
2009 4819
2010 6807
2011 8639
2012 10322
SpiceJet currently operates over 230 flights daily to 41 Indian and 9 international destinations. The
airline flies Boeing 737-800 and −900ERs &Bombardier Dash 8 Q400s. After completing 5 years of
flying, SpiceJet was allowed to commence international flights by the Airports Authority of India on 7
September 2010. SpiceJet launched flights from Delhi to Kathmandu and Chennai to Colombo. The first
international flight took off on 7 October 2010 from the Delhi airport. In April 2011, SpiceJet
announced that they chose Hyderabad Rajiv Gandhi International Airport as the primary base for its new
fleet of Bombardier Q400 NextGen aircraft. On 12 January 2012, SpiceJet's fleet went up to 40
as Boeing delivered a brand new 737-800 aircraft. SpiceJet increases frequency on Delhi-Hyderabad
route

26. 26
Codeshare agreements
SpiceJet has codeshare agreements with the following airlines (as of September 2013)
 Lufthansa
Fleet
SpiceJet placed its first firm order for 20 Next-Generation Boeing 737-800s in March 2005, with
deliveries scheduled up to 2010. Again in November 2010, SpiceJet order for another 30 Boeing 737-
800s with winglets in the presence of the American president, Barack Obama. Neil Mills, the chief
executive officer of SpiceJet said "We are extremely satisfied with the Next-Generation 737—an
airplane that is reliable, allows for greater efficiency in maintenance and supports the business plan for
low-cost carriers". On 9 December 2010, Bombardier Aerospace announced that SpiceJet placed a firm
order for 15 Q400 NextGen turboprop airliners and has also placed an option to buy another 15 of those.
SpiceJet used its fleet of Q400s for short-haul operations. Each aircraft in the SpiceJet fleet is named
after a spice. SpiceJet sold five of its old Boeing 737-800 to other operators on receiving new ones. One
of the five was SpiceJet's own which is now in the possession of Somon Air. In February 2012, SpiceJet
announced that it would take the delivery of ten more aircraft during 2012, of which seven would be the
Bombardier Q400. In March 2014, Spicejet signed a $4.4 Bn deal with Boeing for procurement of
42 737-8 MAX aircraft.
As of February 2015, the airline has the following fleet:
SpiceJet fleet
Aircraft
In
Service
Orders
Passengers
(Economy)
Notes
Boeing 737-800 18 — 189 all dry leased
Boeing 737MAX 8 — 42 — —
Boeing 737-900ER 1 — 212 —
Bombardier Dash 8 Q400 15 15 78 1 dry leased
Total 38 57

27. 27
Current fleet
SpiceJet currently has a fleet of 19 Boeing 737-800/900ER aircraft along with some 15 Bombardier
Q400 aircraft.

28. 28
3.AirIndia
एअरइंडिया
IATA
AI
ICAO
AIC
Callsign
AIRINDIA
Founded July 1930 (as Tata Airlines)
Commenced operations 15 October 1932
Hubs
 Indira Gandhi International Airport (Delhi)
 ChhatrapatiShivaji International Airport (Mumbai)
Secondary hubs
 Chennai International Airport (Chennai)
 NetajiSubhas Chandra Bose International Airport (Kolkata)
Focus cities
 Hong Kong International Airport (Hong Kong)
 Singapore Changi Airport (Singapore)
 Kempegowda International Airport (Bangalore)
 Trivandrum International Airport (Trivandrum)
 Cochin International Airport (Cochin)
 Rajiv Gandhi International Airport (Hyderabad)
 SardarVallabhbhai Patel International Airport (Ahmedabad)
Frequent-flyer program Flying Returns
Airport lounge Maharaja Lounge
Alliance Star Alliance
Subsidiaries
 Air India Express
 Air India Regional
 Air India Cargo
 Aryan Cargo Express
 Indian Airlines
 Pawan Hans
Fleet size 100 (30 on orders)(excluding subsidiaries)
Destinations 90
Company slogan Your Palace in the Sky

29. 29
Parent company Air India Limited
Headquarters
Indian Airlines House
Parliament Street, New Delhi
Delhi, India.
Key people
JRD Tata (Founder)
RohitNandan, IAS (CEO)
Syed Nasir Ali, IRS(JMD)
Revenue 143 billion (US$2.2 billion) (FY 2013/14)
Operating income 192 billion (US$3.0 billion) (FY 2013/14)
Net income 21 billion (US$330 million) (FY 2013/14)
Employees 23,044 (July 2014)
Website
www.airindia.in
Air India is the flag carrier airline of India owned by Air India Limited (AIL), a Government of India
enterprise. It is the third largest airline in India (after IndiGo and Jet Airways) in domestic market share,
&operates a fleet of Airbus and Boeing aircraft serving various domestic &international airports. It is
headquartered at the Indian Airlines House in New Delhi. Air India has two major domestic hubs at
Indira Gandhi International Airport & ChhatrapatiShivaji International Airport, &secondary hubs at
Chennai International Airport and NetajiSubhas Chandra Bose International Airport, Kolkata. The
airline formerly operated a hub at Frankfurt Airport which was terminated on account of high costs.
However, another international hub is being planned at the Dubai International Airport.
Air India was once the largest operator in the Indian subcontinent with a market share of over 60%.
Indifferent financial performance and service, labor trouble pushed it to fourth place in India, behind
low cost carriers like IndiGo, SpiceJet, and its full service rival Jet Airways. Between September 2007
&May 2011, Air India's domestic market share declined from 19.2% to 14%, primarily because of stiff
competition from private Indian carriers. However, after financial restructuring &enforcement of strict
rules and regulations, the airlines showed signs of turning around. In March 2013, the airlines posted its
first positive EBITDA after almost 6 years. The airlines bolstered its financial &physical performance
with a 44 per cent slash in its operating losses in 2013-14 &an almost 20 per cent growth in its operating
revenue since the previous financial year. As of January 2014, Air India is the third largest carrier in
India, after IndiGo and Jet Airways with a market share of just above 19%.
The airline was invited to be a part of the Star Alliance in 2007. Air India completed the merger with
Indian Airlines & some part of the agreed upgrades in its service and membership systems by 2011. In
August 2011, Air India's invitation to join Star Alliance was suspended as a result of its failure to meet
the minimum standards for the membership. However, in October 2011, talks between the airline and
Star Alliance resumed. On 13 December 2013, StarAlliance announced that Air India and the alliance
have resumed the integration process &the airline became the 27th member of Star Alliance on 11 July
2014.

30. 30
History
Early years (1932-1945)
Tata Sons, a division of Tata Sons Ltd. (now Tata Group) was founded by J. R. D. Tata in 1932. The
aviator NevillVintcent had an idea to run mail flights from Bombay and Colombo that connected with
the Imperial Airways flights from the United Kingdom. He found a supporter for his plans from J. R. D.
Tata of the Tata Iron and Steel Company. After three years of negotiations Vincent and Tata won a
contract to carry the mail in April 1932 and in July 1932 the Aviation Department of Tata Sons was
formed. On 15 October 1932, J.R.D. Tata flew a single-engineDe Havilland Puss Moth carrying air mail
(postal mail of Imperial Airways) from Karachi's Drigh Road Aerodrome to Bombay's Juhu Airstrip via
Ahmedabad. The aircraft continued to Madras via Bellary piloted by Vincent. Tata Airlines initially
consisted of one Puss Moth aircraft, one Leopard Moth, one palm-thatched shed, one whole time pilot
assisted by Tata and Vincent, one part-time engineer and two apprentice-mech According to The New
York Times, Tata Air Mail made a profit of 60,000 rupees its first year, and by 1937, that profit had risen
to 600,000 rupees.
Initial service included weekly airmail service with a Puss Moth aircraft between Karachi and Madras
via Ahmedabad & Bombay, covering over 1,300 miles. In its very first year of operation, Tata Airlines
flew 160,000 miles, carrying 155 passengers &10.71 ton of mail. In the next few years, Tata Airlines
continued to rely for its revenue on the mail contract with the Government of India for carriage of
surcharged mail, including a considerable quantity of overseas mail brought to Karachi by Imperial
Airways. The same year, Tata Airlines launched its longest domestic flight – Bombay to Trivandrum
with a six-seaterMiles Merlin. In 1938, it was re-christened as Tata Air Services and later same year
was renamed as Tata Airlines. By this time Delhi &Colombo were also serviced.
Post-war expansion and jet age (1946-1999)
After World War II, regular commercial service was restored in India, &Tata Airlines became a public
limited company on 29 July 1946 under the name Air India. In 1948, after the independence of India,
49% of the airline was acquired by the Government of India, with an option to purchase an additional
2%. In return the airline was granted status to operate international services from India as the designated
flag carrier under the name Air India International. On 8 June 1948 a Lockheed Constellation L-749A
named Malabar Princess (registered VT-CQP) took off from Bombay bound for London Heathrow via
Cairo and Geneva. This was the airline's first long-haul international flight, soon followed by service in
1950 to Nairobi via Aden. On 25 August 1953 the Government of India exercised its option to purchase
a majority stake in the carrier &Air India International Limited was born as one of the fruits of the Air
Corporations Act that nationalized the air transportation industry. At the same time all domestic services
were transferred to Indian Airlines (now a part of Air India). In 1954, the airline took delivery of its first
L-1049 Super Constellations and inaugurated services to Bangkok, Hong Kong, Tokyo, and Singapore.
Air India International entered the jet age on 21 February 1960 when its first Boeing 707–420, named
Gauri Shankar (registered VT-DJJ), was delivered, thereby becoming the first Asian airline to induct a
jet aircraft in its fleet. Jet services to JFK International Airport in New York City via London were
inaugurated that same year on 14 May 1960. On 8 June 1962, the airline's name was officially truncated
to Air India. On 11 June 1962, Air India became the world's first all-jet airline. In 1971, the airline took
delivery of its first Boeing 747-200B named Emperor Ashoka (registered VT-EBD). This coincided with
the introduction of the 'Palace in the Sky' livery and branding. A feature of this livery is the paintwork
around each aircraft window, in the cusped arch style of windows in Indian palaces. In 1986 Air India

31. 31
took delivery of the Airbus A310-300; the airline is the largest operator of this type in passenger service.
In 1988, Air India took delivery of two Boeing 747-300Ms in mixed passenger-cargo configuration. In
1993, Air India took delivery of the flagship of its fleet when the first Boeing 747-400 named Konark
(registered VT-ESM) made history by operating the first non-stop flight between New York City
&Delhi. In 1994 the airline was registered as Air India Ltd. In 1996, the airline inaugurated service to its
second US gateway at O'Hare International Airport in Chicago. In 1999, the airline opened its dedicated
Terminal 2-C at the renamed ChhatrapatiShivaji International Airport in Mumbai.
SWOT analysis Air India
Strengths in the SWOT analysis of Air India
 Air India has been the largest air carrier in India in terms of traffic volume &company assets.
 It owns the most updated fleet and competent repairs and maintenance expertise.
 Its information systems are advanced and compatible with its operation &service.
 It has a good reputation in both international and domestic markets, quality service and the age-
old Goodwill that has still kept it alive in the interests of the rescue operators.
 Has financial backing of the Government
Weaknesses in the SWOT analysis of Air India
 Air India is operating across broad international &domestic markets competing with world
leading giant airlines as well as local small operators. This lack of clarity on the strategic
direction largely dilutes its capabilities and confuses its brand within markets.
 Low profitability &utilization of capacity.
 Growing Competitor base &entry of Low-Cost Carriers (LCC’s)
 The airline’s high-cost structure &the compulsions of being a public sector unit are the reasons
and it had been making a loss and shall continue to make losses for some more quarters.

32. 32
Opportunities in the SWOT analysis of Air India
 India airline industry is growing faster and will continue to grow as the GDP increases, and the
trend is predicted to continue once the slowdown recedes.
 Worldwide deregulations make the skies more accessible; the route agreement is easier to be
achieved. The number of foreign visitors and investors to India is increasing rapidly.
 Complementary industry like tourism will increase demand for airline service. The Civil
Aviation Ministry’s strong regulation and protection provides opportunities for consolidation and
optimization.
 Customers are getting wealthier, tend to be less price-conscious and prefer to choose quality
service over cost.
 Best time for introducing LCC’s
Threats in the SWOT analysis of Air India
 Air India faces imminent aggressive competition from world leading airlines and price wars
triggered by domestic players.
 The Indian Railway Ministry has dramatically improved speed and services in their medium/long
distant routes, attracting passengers away from air service, with prices almost at par with the low
cost carriers

33. 33
Leaders in aviation industry
4. GoAir
IATA
G8
ICAO
GOW
Callsign
GO AIR
Founded 2005
Commenced operations November 2005
Hubs ChhatrapatiShivaji International Airport(Mumbai)
Secondary hubs Indira Gandhi International Airport (Delhi)
Focus cities Kempegowda International Airport (Bangalore)
SardarVallabhbhai Patel International Airport(Ahmedabad)
Frequent-flyer program GoClub
Fleet size 19
Destinations 22
Company slogan Fly Smart
Parent company Wadia Group
Headquarters Worli, Mumbai, Maharashtra, India
Key people JehangirWadia (MD)
Giorgio De Roni (CEO)
Profit 104 million (US$1.6 million)(2013)
Website www.goair.in
GoAir is an Indian Low cost carrier based in Mumbai. It commenced operations in November 2005.
It is the aviation foray of theWadia Group. As of January 2014, it is the fifth largest airline in India
by market share. It operates domestic passenger services to 22 cities with over 140 daily flights and
approximately 975 weekly flights. Its hubs are at ChhatrapatiShivaji International Airport,
Mumbaiand Indira Gandhi International Airport, New Delhi.

34. 34
History
GoAir was founded in the year 2005 by JehangirWadia, the younger son of eminent Indian
industrialist NusliWadia. The airline marked the entry into the critical aviation sector for the Wadia
Group, an Indian business conglomerate famous for its companies like Bombay
Dyeing and Britannia Industries. The Wadia group wholly owns the airline. JehangirWadia is also
the Managing Director (MD) of the airline.GoAir launched its operations in November 2005
using Airbus A320 aircraft.
Since January 2007, GoAir has been recording an average load factor of 76%.But the airline's
growth has been slow, with other airlines established at the same time such
as IndiGo and SpiceJet having overtaken GoAir in terms of market share, fleet size and destinations
served as of 2013. However, according to Wadia and Chief Executive Officer (CEO) Giorgio De
Roni, the slow growth of the airline is a company strategy taken up due to the tough aviation
environment in India, as a result of which the focus is on maintaining profitability rather than on
capturing market share and increasing the destinations and fleet size.
In April 2012, the airline moved from sixth and last place to fifth in terms of market share due to
the financial crisis at Kingfisher Airlines. But following the grounding of Kingfisher Airlines, the
airline once again has the lowest market share (8.8%) as of January 2014.
Destinations
GoAir operates to 22 destinations in India, with over 140 daily flights and approximately 975
weekly flights.Due to the small size of its fleet (19 aircraft), GoAir does not operate any
international flights as per the guidelines of the Ministry of Civil Aviation, Government of India, but
in 2012 the airline has applied for a waiver regarding the same to the ministry which is yet to be
approved.
City IATA ICAO Airport
Ahmedabad AMD VAAH SardarVallabhbhai Patel International Airport
Bangalore BLR VOBL Kempegowda International Airport
Bhubaneswar BBI VEBS BijuPatnaik International Airport
Chandigarh IXC VICG Chandigarh Airport
Chennai MAA VOMM Chennai International Airport

35. 35
City IATA ICAO Airport
Delhi DEL VIDP Indira Gandhi International Airport
Goa GOI VOGO Goa International Airport
Guwahati GAU VEGT LokpriyaGopinathBordoloi International Airport
Jaipur JAI VIJP Jaipur International Airport
Jammu IXJ VIJU Jammu Airport
Kochi COK VOCI Cochin International Airport
Kolkata CCU VECC NetajiSubhas Chandra Bose International Airport
Leh IXL VILH LehKushokBakulaRimpochee Airport
Lucknow LKO VILK Amausi Airport
Mumbai BOM VABB ChhatrapatiShivaji International Airport Hub
Nagpur NAG VANP Dr. BabasahebAmbedkar International Airport
Patna PAT VEPT LokNayakJayaprakash Airport
Port Blair IXZ VOPB Veer Savarkar Airport

36. 36
City IATA ICAO Airport
Pune PNQ VAPO Pune Airport
Siliguri IXB VEBD Bagdogra Airport
Srinagar SXR VISR Srinagar Airport
Ranchi IXR VERC BirsaMunda Airport
Fleet
As of February 2015, the fleet of GoAir consists of the following aircraft. The average fleet age is 3
years.
GoAir Airbus A320 at ChhatrapatiShivaji International Airport
GoAir Fleet
Aircraft
In
Service
Orders Passengers Notes
Airbus A320-
200
19 — 180
One owned and 15 dry leased
Five equipped with Sharklets (VT-GOL,VT-
GOM,VT-GON,VT-GOO & VT-GOP)
Airbus
A320neo
— 72 TBA Deliveries begin 2015
Total 19 72

37. 37
A320neo order
In June 2011, GoAir placed an order for 72 Airbus A320neo(New Engine Option) aircraft worth
324 billion (US$5.1 billion). Deliveries will begin from 2015, with an induction rate of 12-15
aircraft per year.
Livery
GoAir's aircraft are painted in blue & white, with the carrier's logo on the tail. Some of the aircraft
are in different color schemes including pink, sky blue, light green, grey and brown. GoAir's official
website is mentioned on the engines as well.
Services
GoAir does not provide any complimentary meals in its flights, but it does have a buy-on board in-
flight meal programmer, passengers have a wide choice of Café Coffee
Daysnacks, sandwiches, samosa, cookies, nuts, soft drinks, tea, coffee, mineral water and more. The
airline provides GoAir's exclusive in-flight magazine "Go-getter" which gives the information about
seasonal Indian holiday destinations, product information about GoAir& various duty-free products
which can be bought on board.
GoAir offers a premium service known as "Go Business" for a seamless flying experience in which
the passengers, at a nominal higher fare, get comfortable leg room seats in the first two rows of the
aircraft with vacant middle seat, as well as welcome drink with free hot meals and an increased
baggage allowance going up to 35kg with priority boarding and deplaning amenities, GoAir also
offers GoAir Holidays through its official website.
Awards
GoAir has won the following awards:
 Best Domestic Airline For Excellence in Quality and Efficient Service by Pacific Area Travel
Writers Association (2008).
 Best Performing Airline by Airbus (2011).

38. 38
5. Jet Airways
IATA
9W
ICAO
JAI
Callsign
JET AIRWAYS
Founded 1 April 1992
Commenced operations 5 May 1993
Hubs ChhatrapatiShivaji International Airport (Mumbai)
Secondary hubs
 Brussels Airport
 Chennai International Airport (Chennai)
 Indira Gandhi International Airport (Delhi)
 NetajiSubhash Chandra Bose International Airport(Kolkata)
Focus cities  Cochin International Airport(Kochi)
 SardarVallabhbhai Patel International Airport(Ahmedabad)
 Kempegowda International Airport (Bengaluru)
 ChaudharyCharan Singh International Airport(Lucknow)
 Rajiv Gandhi International Airport (Hyderabad)
Frequent-flyer program JetPrivilege
Airport lounge Jet Lounge
Alliance Etihad Equity Alliance
Subsidiaries  Jet Lite
Fleet size 117
Destinations 74
Company slogan The Joy of Flying
Parent company Tailwinds Limited
Headquarters Mumbai, India

39. 39
Key people  NareshGoyal, Founder & chairman
 Cramer Ball, CEO
 SubodhKarnik, COO
Revenue 173 billion (US$2.7 billion) (2012)
Profit -14.20 billion (US$−220 million) (2012)
Employees 13,945 (2012)
Website www.jetairways.com
Airbus A330-202 VT-JWL in Hong Kong
Jet Airways is a major Indian airline based in Mumbai. It is the second largest airline in India, both, in
terms of market shareand passengers carried, after IndiGo. It operates over 300 flights daily to 74
destinations worldwide. Its main hub is Mumbai, with secondary hubs
at Delhi, Kolkata, Chennai, Bengaluru.

40. 40
Chapter1: History
1992-2009: Inception and growth
SM Centre, the former head office
Jet Airways was incorporated as an air taxi operator on 1 April 1992. It started commercial operations
on 5 May 1993 with a fleet of four leased Boeing 737-300 aircraft from Malaysia Airlines. In January
1994 a change in the law enabled Jet Airways to apply for scheduled airline status, which was granted
on 4 January 1995. NareshGoyal – who already owned Jetair (Private) Limited, which provided sales
and marketing for foreign airlines in India – set up Jet Airways as a full-service scheduled airline to
compete against state-owned Indian Airlines. Indian Airlines had enjoyed a monopoly in the domestic
market between 1953, when all major Indian air transport providers were nationalized under the Air
Corporations Act (1953), and January 1994, when the Air Corporations Act was repealed, following
which Jet Airways received scheduled airline status.
Jet began international operations from Chennai to Colombo in March 2004. The company is listed on
the Bombay Stock Exchange, but 80% of its stock is controlled by NareshGoyal (through his ownership
of Jet's parent company, Tailwinds). It has 13,177 employees (as at 31 March 2011). In January 2006 Jet
Airways announced that it would buy Air Sahara for US$500 million in an all-cash deal, making it the
biggest takeover in Indian aviation history. It would have resulted in the country's largest airline but the
deal fell through in June 2006. On 12 April 2007 Jet Airways agreed to buy out Air Sahara for INR14.5
billion (US$340 million). Air Sahara was renamed JetLite, and was marketed between a low-cost carrier
and a full service airline. In August 2008 Jet Airways announced its plans to completely integrate JetLite
into Jet Airways. In October 2008, Jet Airways laid off 1,900 of its employees, resulting in the largest
lay-off in the history of Indian aviation.
However the employees were later asked to return to work; Civil Aviation Minister Powerful Patel said
that the management reviewed its decision after he analyzed the decision with them. Jet Airways and
their rival Kingfisher Airlines announced an alliance which primarily includes an agreement on code-
sharing on both domestic and international flights, joint fuel management to reduce expenses, common
ground handling, joint utilization of crew and sharing of similar frequent flier programs. On 8 May 2009
Jet Airways launched its low-cost brand, Jet Konnect. The decision to launch a new brand instead of
expanding the JetLite network was taken after considering the regulatory delays involved in transferring

41. 41
aircraft from Jet Airways to JetLite, as the two have different operator codes. The brand was launched
on sectors that had 50% or less load factor with the aim of increasing it to 70% and above. Jet officials
said that the brand would cease to exist once the demand for the regular Jet Airways increases.
2010-present
A Jet Airways ATR 72-500
According to a PTI report, for the third quarter of 2010, Jet Airways (Jet+JetLite) had a market share of
22.6% in terms of passengers carried, thus making it a market leader in India, followed by Kingfisher
Airlines with 19.9%. In July 2012, Jet Airways officially sought government approval to join Star
Alliance. In June 2011, Jet Airways was the first domestic airline to ban carrying fish, crab, meat,
poultry products and liquid items as check-in baggage. Early in 2013, Etihad Airways, one of the flag
carriers of the United Arab Emirates based in Abu Dhabi, planned to buy a stake in Jet Airways. On 24
April 2013, Jet announced that they were ready to sell a 24% stake to Etihad for US$379 million.
Earlier, in September 2012, the government of India announced that foreign airlines could take a stake
of up to 49% in Indian airlines, thereby making this deal possible. Etihad, which had already purchased
stakes in four other loss-making airlines, said they were "concentrating on future potential rather than
past performance", and were ready to take the stake in Jet. Initially, Jet announced that they were likely
to sign the stake sale deal with Etihad between 22 January and 3 February, which they later confirmed to
as 25 January. However, that date passed and the deal was further postponed.
Meanwhile, Jet Airways concentrated well on revenues, costs and network side, which resulted in the
airline making profits for the first time since the rupee depreciation. Nikos Kardassis, the Chief
Executive Officer of Jet Airways, said "The combined impact of higher yields and lower costs (ex-fuel)
have resulted in significantly lowering the breakeven seat factor levels in the business." The airline
announced a sale on its website, which offered two million seats for travel within India, till 31
December 2013. This sale was announced a little over one month after rival low-cost
carrier SpiceJet announced a sale, which was expected to have triggered a fare war. High airfares
throughout 2012 due to grounding of Kingfisher Airlines caused passengers to opt out of air travel,
leading to negative growth in traffic for the first time since 2009. Jet Airways planned to attract more
passengers by subsequently lowering the fares, which was followed by SpiceJet again. With two airlines
offering cheaper travel, India's flag carrier started losing passengers and it too offered cheaper tickets.
This was followed by IndiGo and GoAir, resulting in a full-fledged fare war.
Jet had introduced four different slabs of discounts depending upon the distance to destination. Under
the offer, the fare up to 750 kilometers was priced at 2250 (US$35), while for 750–1000 kilometers it
was 2850 (US$45). For air travel over a distance ranging from 1000 to 1400 kilometers, tickets were
sold for 3300 (US$52) and for travel beyond 1400 kilometers, tickets were sold for a maximum of
3800 (US$60). Based on a calculation by The Economic Times, on average, Jet Airways was selling
6400 tickets per day, or 14 tickets per flight, at those discounted rates. According to the news agency,
several Indian travel sites started experiencing severe issues following a sudden increase in bookings.
MakeMyTrip chief operating officer Keyur Joshi said that this move would help airlines increase aircraft
occupancy from 75% to 85%.However, soon after the sale, the airline's market value started going
down. This drop in market value was considered to have happened because of the indefinitely postponed

42. 42
Etihad deal. The stock had fallen by 18% in a period of one week. Economic Times reported that "The
froth that developed around Jet stock was largely deal driven and has now fizzled away."
In August 2014, Jet Airways announced that it is discontinuing its low fare arm JetKonnect and JetLite
making Jet Airways 3rd full service airline in India besides Air India and Vistara (proposed)
Jet Airways Boeing 777-300ER atSan Francisco International Airport
Corporate affairs and Identity
Jet Airways's head office is located in the Siroya Centre in Andheri, Mumbai. Jet Airways's head office
was previously located in the S.M. Centre, a rented, unmarked six-storey building in Andheri. In 2008
Robyn Meredith of Forbes stated that the complex was "as shabby as [Jet Airways] CEO NareshGoyal's
home is posh" and that the complex was "In need of a fresh coat of paint". The complex was 15 minutes
driving time from ChhatrapatiShivaji International Airport. In 2013, it was announced that Etihad
Airways would buy a 24% stake in the airline through preferential allotment of shares.
Subsidiaries
JetLite
JetLite was a wholly owned subsidiary of Jet Airways. It was established as Sahara Airlines on 20
September 1991 and began operations on 3 December 1993 with two Boeing 737-200 aircraft. Initially
services were primarily concentrated in the northern sectors of India, keeping Delhi as its base, and then
operations were extended to cover all the country. Sahara Airlines was rebranded as Air Sahara on 2
October 2000. On 12 April 2007 Jet Airways took over Air Sahara and on 16 April 2007 Air Sahara was
renamed as JetLite. JetLite operated a fleet of mixed owned–leased Boeing 737 Next Generation aircraft
and Bombardier CRJ-200ER. JetLite ceased operations on 25 March 2012 after merger with Jet
Konnect. The Bombardier jets were phased out but the Boeings remained in service and operated for
JetKonnect. JetLite offered a buy on board service called JetCafé, offering food for purchase.
JetKonnect
JetKonnect, formerly Jet Airways Konnect, the low-cost brand of Jet Airways, was launched on 8 May
2009. It operated a fleet of Boeing 737 Next Generation aircraft. The rationale for launching Jet Konnect
was to close down loss-making routes and divert the planes to more profitable routes with
higher passenger load factors. Jet already ran a low-cost airline named JetLite. According to Jet
Airways, the decision to launch a low-cost brand instead of expanding the existing JetLite was taken to
avoid the regulatory delays associated with moving excess aircraft and assets from Jet Airways to
JetLite, which have separate operating codes. Jet Connect offers a no frills flight where meals and other
refreshments have to be purchased on board. To identify if the flight is a full service or Connect the
flight numbers for Connect are in the series 9W 2000-2999. Jet Airways merged the Jet Lite brand into
Jet Connect on 25 March 2012. Jet Airways offered eight business class seats in Connect to cash in on
Kingfisher Airlines' woes. In December 2012, Jet Airways placed an order for 5 ATR 72-600 aircraft to

43. 43
"enhance regional connectivity." The first aircraft was delivered the same month, leased from GECAS
and was operated for JetKonnect.
Jet Airways announced on 11 August 2014 that it would phase out Jet Konnect by the end of the year as
part of plans to reposition itself as a uniform full-service operator., on 1 December 2014 Jet Connect
was fully merged with Jet Airways.
Destinations
Jet Airways serves 47 domestic destinations and 22 international destinations, a total of 69 in 19
countries across Asia, Europe and North America. Short-haul destinations are served using Boeing 737
Next Generation. ATR 72-500s are used only on domestic regional routes, while long-haul routes are
served using its Airbus A330-200 and Boeing 777-300ER aircraft. London, England was the airline's
first long-haul destination and was launched in 2005. Since 2007 Jet Airways has had a scissors hub
at Brussels Airport in Belgium for onward trans-atlantic connections to Canada and the United States.
The recession forced Jet Airways to discontinue the following routes: Ahmedabad–
London, Birmingham-Brussels, Amritsar–London, Bangalore–Brussels,Mumbai–Shanghai–San
Francisco and Brussels-New York City. It also had to put an indefinite delay on its expansion plans. Jet
Airways was forced to lease out seven of its ten Boeing 777-300ERs to survive the financial crunch.
Due to the recession all flights to North America were operated on an Airbus A330-200 replacing
the Boeing 777-300ERs. It also had to sell a brand-new, yet-to-be-delivered Boeing 777-300ER in 2009
and had to defer all new aircraft deliveries by at least two years. The airline planned to restore
theMumbai-Shanghai route by the end of 2011 but never went through with it. As the economic crisis in
the Eurozone countries worsened, Jet also closed the Delhi-Milan route. Jet Airways relaunched service
to New York's JFK International Airport and San Francisco via Abu Dhabi on May 1, 2014, and
November 18, 2014, respectively, using its joint venture relationship with Etihad Airways.
Jet Airways Airbus A340-300 atLondon Heathrow Airport in 2005 with the 1993-2007 livery
Also, Jet Airways will introduce the Mumbai-Paris route using the Airbus A330 aircraft from Mid May
2014 - a mid-day departure from Mumbai to reach evening in Paris CDG and Leaving CDG Paris in
night arriving next morning in Mumbai similar to Air India's schedule on Delhi-Paris route.
Codeshare agreements
Jet Airways has codeshare agreements with the following airlines (as of June 2013):
Air Canada [Star Alliance]
Air France [Sky Team]
All Nippon Airways [Star
Alliance]
Alitalia [Sky Team]
Brussels Airlines [Star Alliance]
Etihad Airways
Garuda Indonesia [Sky Team]
Kenya Airways [Sky Team]
KLM [Sky Team]
Korean Air [Sky Team]
Turkish Airlines [Star
South African Airways [Star
Alliance]
Qantas [One World]
United Airlines [Star Alliance]
Vietnam Airlines [Sky Team]

44. 44
Alliance]
MalaysiaAirlines [OneWorld]
Jet Airways also has a codesharing agreement with Thalys European rail serviceEffective 1 February
2014, the U.S. Federal Aviation Administration lowered India's aviation safety rating to a Category 2.
As a result of the FAA action, all U.S.-based airlines are required to suspend all codeshare cooperation
with any India-based airlines. This FAA decision is country specific for India, not airline specific.
Fleet
4 Airbus A330 in Delhi Airport
Jet Airways Boeing 777-300ER with the present livery
Jet Airways Boeing 737-800
As of November 2014, the Jet Airways fleet consists of the following aircraft with an average age of 5.4
years:
Jet Airways Fleet
Aircraft
In
Service
Orders
Passengers
Notes
F J Y Total
Airbus A330-200 3 — 0 30 196 226 3 more Dry Leased to Turkish Airlines

45. 45
Airbus A330-300 4 1 0 34 259 293
ATR 72-500 15 —
0 0 62 62
-0 0 68 68
ATR 72-600 3 1 0 0 68 68
Boeing 737-700 4 — 0 8 126 134
Boeing 737-800 62 8
0 16 138 154
0 8 162 170
Boeing 737-900 2 — 0 28 138 166
Boeing 737-900ER 4 – 0 8 178 184
Boeing 737 MAX 8 — 50 TBA Entering service in 2017
Boeing 777-300ER 10 10
8 30 274 312
New Deliveries In 2016.
8 30 312 350
Boeing 787-9 — 20 TBA Deliveries starting 2015
Total 107 90
Livery
1993–2007
Jet Airways' original livery was Navy Blue, Light Grey and Chrome Yellow. The top and bottom of the
aircraft were painted in light grey and had the flying sun logo in the navy blue background.
2007–present
Jet Airways' current livery was introduced in 2007. The design retained the dark blue and gold-accented
color scheme of Jet Airways' previous corporate identity, along with the airline's "flying sun" logo. The
new livery, created with Landor Associates, added yellow and gold ribbons. A new yellow uniform was
simultaneously introduced, created byItalian designer Roberto Cappuccino. Jet Airways introduced its
new identity in conjunction with a global brand re-launch which included new aircraft and seating. Jet
Airways unveiled India's first Disney branded Boeing 737 on 9 July 2012.
Services
Cabin
International long haul
First Class on board the Boeing 777-300ER
With the arrival of its new Airbus A330-200 and Boeing 777-300ER aircraft, Jet Airways has introduced
a new cabin with upgraded seats in all classes. The Airbus A330-200 aircraft have two classes: Première
and Economy. The Boeing 777-300ER aircraft has three classes of service: First, Première (Business),
and Economy. Being a Full Service Airline, meals are served on all classes of travel.

46. 46
First Class
First class private suites are available on all Boeing 777-300ER aircraft. All seats convert to a fully flat
bed, similar to Emirates or Etihad first class seat. It was the second airline in the world to have private
suites. All seats in First have a 23-inch widescreen LCD monitor with audio-video on-demand systems
(AVOD), BOSE noise cancelling headphones, in seat power supply, and USB ports etc. Jet Airways is
the first Indian airline to offer fully enclosed suites on its aircraft; each suite has a closable door, making
for a private compartment.
Première
Première on board the Boeing 777-300ER
Première (Business Class) on the Airbus A330-200 and Boeing 777-300ER international fleet has a fully
flat bed with AVOD entertainment. Seats are configured in a herringbone pattern (1-2-1 on the Boeing
777-300ER, and 1-1-1 on the Airbus A330-200), with each seat offering direct access to the aisle.
Première seats on the A330-200s leased from ILFC are configured differently in a 2-2-2 non-
herringbone pattern. Each Première Seat has a 15.4-inch flat screen LCD TV with AVOD. USB ports
and in-seat laptop power are provided. All seats are standard recliner business-class seats with a few
newer aircraft with electronic recline and massager.
Economy Class
Economy class on Jet's A330-200/777-300ER aircraft has 32-inch seat pitch. Seats on the A330-
200/777-300ER have a "hammock-style" net footrest. The cabin is configured in 2-4-2 abreast on the
Airbus A330-200, and was recently changed to 3-4-3 on the Boeing 777-300ER from 3-3-3 to increase
revenue. Each Economy seat on the A330-200/777-300ER has a personal 10.6-inch touch screen LCD
TV with AVOD.
All three classes feature Mood lighting on the Airbus A330-200 and Boeing 777-300ER, with light
schemes corresponding to the time of day and flight position.
JetScreen IFE in Economy class on board a Boeing 737-800

47. 47
International short haul & Domestic
Boeing 737 Next Generation aircraft are configured in Première and Economy Classes. The ATR 72-
500 have Economy class configuration only. The Première features 40-inch extra-wide seats with a
personal Widescreen LCD attached to each seat. The Première cabin is configured in a 2-2 abreast
pattern. Jet Airways Economy class on its Boeing 737 Next Generation features 30-inch seat pitch with
personal Widescreen LCD behind each seat. Jet Airways was the World's first airline to introduce in-
flight entertainment systems on theBoeing 737 aircraft. The Economy class cabin is configured in a 3-3
abreast pattern on the Boeing 737 Next Generation and 2-2 abreast pattern on the ATR 72-500.
In-flight entertainment
Jet Airways' Panasonic eFX IFE system on board the Boeing 737-700/800 and Panasonic eX2 IFE
system on board the Airbus A330-200/Boeing 777-300ER, called "JetScreen", offers audio video on-
demand programming (passengers can start, stop, rewind, and fast-forward as desired). It has over 100
movies, 80 TV programs, 11 audio channels and a CD library of 125 titles. The system operates via
individual touchscreen monitors at each seat, and is available in all classes. In late 2012, Jet introduced a
feature on their Airbus A330-300, called export. export allows passengers to plug-in their
personalApple devices such as iPods, iPads and iPhones through an export socket located immediately
below the video screen. This would allow passengers to access their own media during the flight.
Airport lounges
Jet Airways Lounges are offered to First and Première Class passengers, along with Jet Privilege
Platinum & Gold card members. The international lounge at Brussels has showers, business center,
entertainment facilities and children's play areas. Lounges access is offered at the following locations:
Awards and achievements
Best First Class — Service in the World award at Business Traveller's 20th annual 'Best in Business
Travel' awards
 Best Business Class & Best Economy Class at the Business Traveller Awards
 Best Programmed of the Year by Freddie Awards 2007 & 2006
 Best Elite Level for the second year in a row, at the 21st Annual presentation ceremony of the
Freddie Awards 2008
 Best Overall in Entertainment at the Avian Awards 2010
 India's Popular Domestic Airline at the SATTE 2006 Awards
 India's Airline at the World Travel Awards, 2006
 Best Technical Despatch Reliability by Beaver 2002
 Best Cargo Airline of North Asia by Cargo Airline of the Year Awards
 Best Domestic Airline award for the 1st consecutive year and the 5th time in the past two years at the
18th TTG (Travel Trade Gazette) Travel Awards 2007
 India's Most Respected Company in the Travel and Food Sector by Business world 2003
 Best Long Haul Carrier ex-Brussels award at the Tm Travel Awards 2009.
 Best Eastbound Airline from India and Best domestic Airline in India awards at the Abacus Tafi
Awards 2009.
 Business Traveller's Best Indian Airline Award in London.
According to

48. 48
6.AirAsia.
IATA
AK
ICAO
AXM
Callsign
RED CAP
Founded 1993
Commenced operations 18 November 1996
Hubs Kuala Lumpur International Airport
Secondary hubs
 Kota Kinabalu International Airport
 Penang International Airport
 Kuching International Airport
 Senai International Airport
Focus cities Singapore Changi Airport
Frequent-flyer program BIG Loyalty Programme

49. 49
Subsidiaries (affiliates)
 AirAsia India
 AirAsia X
 Indonesia AirAsia
 Indonesia AirAsia X
 Philippines AirAsia
 AirAsia Zest
 Thai AirAsia
 Thai AirAsia X
 AirAsia Japan
Fleet size 182
Destinations 121 incl. affiliate airlines
Company slogan Now Everyone Can Fly
Parent company Tune Group
Headquarters Kuala Lumpur International Airport
Sepang, Selangor, Malaysia
Key people  Tony Fernandes, Co-founder and CEO of AirAsia Group
 Aireen Omar, CEO[2]
Revenue RM 5.19 billion/US$1.58 billion(2013)
Net income RM 364 million/US$ 111 million(2013)
Employees +10,000 (2014)
Website www.airasia.com
An AirAsia Boeing 737-300 in special livery denoting the Malaysian flag.

50. 50
AirAsia Airbus A320 departingKuala Lumpur International Airport
AirAsia Berhad (MYX: 5099) is a Malaysian low-cost airline headquartered near Kuala
Lumpur, Malaysia. AirAsia group operates scheduled domestic and international flights to 100
destinations spanning 22 countries. Its main hub is klia2, the low-cost carrier terminal at Kuala Lumpur
International Airport (KLIA) in Sepang, Selangor, Malaysia: all its Kuala Lumpur departures and
arrivals operate through this terminal. Its affiliate airlines Thai AirAsia, Indonesia AirAsia, Philippines
AirAsia,AirAsia Zest, and AirAsia India have hubs in Don Mueang International Airport, Soekarno–
Hatta International Airport, Ninoy Aquino International Airport, and Kempegowda International
Airport respectively, while its subsidiary, AirAsia X, focuses on long-haul routes. AirAsia's registered
office is in Petaling Jaya, Selangor while its head office is at Kuala Lumpur International Airport.
AirAsia operates with the world's lowest unit cost of US$0.023 per available seat kilometres (ASK) and
a passenger break-even load factor of 52%. It has hedged 100% of its fuel requirements for the next
three years, achieves an aircraft turnaround time of 25 minutes, has a crew productivity level that is
triple that of Malaysia Airlines, and achieves an average aircraft utilization rate of 13 hours a day. In
2007 Joshua Kurlantzick of The New York Times described the airline as a "pioneer" of low-cost travel
in Asia. AirAsia is the sponsor of Malaysia national football team, Singapore national football
team andQueens Park Rangers.
History
AirAsia was established in 1994 and began operations on 18 November 1996. It was founded by
a government-owned conglomerate, DRB-Hicom. On 2 December 2001, the heavily-indebted airline
was bought by former Time Warner executiveTony Fernandes' company Tune Air Sdn Bhd for the
token sum of one ringgit (about USD 0.26 at the time) with USD 11 million (MYR 40 million) worth of
debts. Fernandes turned the company around, producing a profit in 2002 and launching new routes from
its hub in Kuala Lumpur, undercutting former monopoly operator Malaysia Airlines with promotional
fares as low as MYR 1 (US$0.27). In 2003, AirAsia opened a second hub at Senai International
Airport in Johor Bahrunear Singapore and launched its first international flight to Bangkok.
AirAsia has since started a Thai affiliate, added Singapore to the destination list, and started flights
to Indonesia. Flights toMacau began in June 2004, and flights to mainland China (Xiamen) and the
Philippines (Manila) in April 2005. Flights toVietnam and Cambodia followed in 2005 and to Brunei
and Myanmar in 2006, the latter by Thai AirAsia. In August 2006, AirAsia took over Malaysia
Airlines's Rural Air Service routes in Sabah and Sarawak, operating under the FlyAsianXpressbrand.
The routes were returned to MASwings a year later, citing commercial reasons.
At the end of 2006, Fernandes unveiled a five-year plan to further enhance AirAsia's presence in
Asia. Under the plan, AirAsia proposed enhancing its route network by connecting all of its existing
destinations throughout the region and expanding further into Vietnam, Indonesia, Southern China
(Kunming, Xiamen, Shenzhen) and India. Through its sister companies, Thai AirAsia and Indonesia
AirAsia, the plan called for a focus on developing its hub in Bangkok and Jakarta. With increased
frequency and the addition of new routes, AirAsia increased passenger volume to 13.9 million in its
2007 fiscal year.

51. 51
During 2007, passengers from "The Barrier-Free Environment and Accessible Transport Group"
protested against the airline over its refusal to fly passengers who were completely immobile. They
claimed that people with disabilities were discriminated against when booking tickets online; the CEO
of the airline said it did not turn away wheelchair-bound passengers.
An AirAsia A320 with the Malaysian flag on the tail and Cartoon drawings on the fuselage.
On 27 September 2008, the company announced 106 new routes to be added to its list of 60. The
number of old routes discontinued has not been disclosed.
In August 2011, AirAsia agreed to form an alliance with Malaysia Airlines by means of a share
swap.[11] The alliance was struck down by the Malaysian government, in effect voiding the agreement of
both airlines.
By early 2013, AirAsia's profits increased by 168% on a year-over-year basis compared to the same
period in 2012. For the quarter ending 31 December 2012, the airline's net profit stood at 350.65 million
ringgit (US$114.08 million). Despite a 1% rise in the average fuel price, the airline recorded profits of
1.88 billion ringgit for its full 2012 fiscal year.
In February 2013, AirAsia submitted an application to the Indian Foreign Investment Promotion Board,
through its investment arm, AirAsia Investment Limited, to seek approval for commencing its
operations in India. AirAsia asked to take a 49% stake in the Indian sister airline, which was the
maximum allowed by the Indian government at that time. AirAsia committed to invest up to US$50
million in the new airline. Operations would begin in Chennai, expanding its network throughout South
India, where AirAsia already operates flights from Malaysia and Thailand.
Corporate affairs
KLIA LCCT, which houses the AirAsia head office
The head office is the LCC Terminal at Kuala Lumpur International Airport in Sepang, Selangor.
The registered office is on level 13 of the Menara Prima Tower B in Petaling Jaya.
The airline plans to move its head office to a new facility constructed at klia2. Until the new head office
opens, the airline's head office will remain at LCCT. The new klia2 head office is scheduled to open in
the end of 2015. Aireen Omar, the AirAsia Country CEO of Malaysia, stated that the headquarters

52. 52
needed to be redesigned because in the klia2 plans the location of the control tower had been
changed. Construction on the facility was scheduled to begin in July 2014. Malaysia Airports
Holdings is leasing the land that will be occupied by the headquarters.
Affiliate airlines
AirAsia India
In October 2012, Air Asia's management said that they were keen to have more presence in India if
the aviation environment and tax structure were conducive and friendly for low-cost airline operations.
With the Indian Government allowing a foreign direct investment of up to 49%, the airline CEO Tony
Fernandes tweeted "Fantastic news that India has opened up investments to foreign airlines." He said
that it was now easier for him to set up an airline in India. Tony Fernandes called the joint venture
with Tata Sons a marriage made in heaven. He said that the Tatas know India very well and have a good
reputation. A tie-up with the company would help AirAsia operate efficiently. Fernandes said that he
would concentrate mainly on the one million south Indians who travel by rail. AirAsia announced its
Indian low-cost affiliate airline on 19 February 2013. The airline would be operated as a joint venture,
with AirAsia holding 49% of the airline. Arun Bhatia, father of Lakshmi Mittal's son-in-law, Amit
Bhatia, will take up 21% and Tata Sons will take up a stake of 30% in the airline. The joint venture
would also mark Tata Sons' return to aviation industry after 60 years. AirAsia is the first foreign airline
to set up an affiliate airline in India. The primary hub of the airlines is at Bangalore and secondary hub is
at Cochin International Airport.
The maiden flight of AirAsia's India venture on Bangalore-Goa route took off on 12 June 2014.
AirAsia Japan
AirAsia and Japanese network airline All Nippon Airways announced their joint venture at a press
conference in Tokyo on 21 July 2011. Following its establishment in August 2011, AirAsia Japan flew
its first flight in August 2012. AirAsia Japan was the first low-cost airline to be based at Narita
International Airport. Its formation was announced only months after ANA had announced the
formation of Peach, a low-cost airline based at Kansai International Airport in Osaka, and alongside a
concurrent effort by Japan Airlines to set up a low-cost affiliate. ANA elected to partner with an existing
low-cost airline for efficiency and strategic advantage. It was the fifth affiliate airline for AirAsia and
the ninth for ANA. The airline was headquartered alongside ANA in Tokyo, with its main operating
base at Narita, and served domestic destinations, utilising the brand and service model of
AirAsia. Future planned international destinations included the Philippines, South Korea, and Taiwan.
AirAsia Japan terminated its operations on 27 October 2013 after announcing the dissolution of its joint
venture in June 2013.
In a press release on 1 July 2014 AirAsia announced a relaunch of the AirAsia Japan brand. The first
flight is scheduled to depart in the summer of 2015.
AirAsia X

53. 53
An AirAsia X Airbus A330-300 taking off at Perth Airport.
AirAsia X is the long-haul operation of AirAsia. The franchise is able to keep costs down by using a
common ticketing system, aircraft livery, employee uniforms, and management style. AirAsia X is also
affiliated with Virgin Group and Air Canada. On 17 May 2007, Tony Fernandes announced plans to
commence flights from Malaysia to Australia. Fernandes said he would be avoiding Sydney Airportdue
to its high fees. Instead, the airline would concentrate on cheaper alternatives such as
Melbourne's Avalon Airport, Williamtown Airport in Newcastle, and Adelaide Airport. Sustained fares
were predicted to be around MYR 800 (A$285) for a return fare, plus taxes.Interest was also expressed
in using Gold Coast Airport as another Australian destination. On 14 May 2007, AirAsia confirmed that
it had ordered 15 Airbus A330-300 aircraft, 5 more than originally announced. The aircraft are
scheduled for delivery from the fourth quarter of 2008. On 27 March 2008, AirAsia signed a firm
contract for another 10 Airbus A330-300s bringing the airline's total order to 25. AirAsia X received its
first A330 on 31 October 2008 in Toulouse, France. As of 14 February 2008, 48% of AirAsia X is
owned by Aero Ventures; a venture of Tony Fernandes, other prominent Malaysians, and Air
Canada's Robert Milton. Virgin Group own 16% and a further 16% is owned by AirAsia. Bahrain-based
Manara Consortium, and Japan-based Orix Corp have taken a 20% stake in AirAsia X for RM250
million.
The fleet consists of 15 Airbus A330 and 2 Airbus A340 aircraft. The airline also has 14 A330s and
13 Airbus A350s on order.
AirAsia Zest
AirAsia Zest Airways, Inc., operating as AirAsia Zest (formerly Asian Spirit, and Zest Air), is a joint
venture between AirAsia & AMY Holdings Inc., the company who owns Zest-O corporation in the
Philippines. It operates scheduled domestic and international tourist services, mainly feeder services
linking Manila and Cebu with 24 domestic destinations in support of the trunk route operations of other
airlines. In 2013, the airline became a sister airline of AirAsia Philippines operating their brand
separately. Its main base is in Ninoy Aquino International Airport, Manila, and with a hub at Mactan-
Cebu International Airport, Cebu. The airline was founded as Asian Spirit, the first airline in the
Philippines to be run as a cooperative. It was rebranded to Zest Air on March 2008. On 16 August 2013,
the Civil Aviation Authority of the Philippines (CAAP), the regulating body of the Government of the
Republic of the Philippines for civil aviation, suspended Zest Air flights until further notice due to safety
issues. Less than a year after AirAsia and Zest Air's strategic alliance, the two companies hav rebranded
as AirAsia Zest on 18 September 2013.
Indonesia AirAsia
Indonesia AirAsia operates scheduled domestic, international services and is an Indonesian associate
carrier of Malaysian low-fare airline AirAsia. Its main base is Soekarno-Hatta International Airport,
Jakarta. Until July 2010, Indonesia Air Asia, along with many Indonesian airlines, was banned from
flying to the EU due to safety concerns. However, the ban was lifted on July 2010. The airline was
established as Awair in 1999 by Abdurrahman Wahid, former chairman of the Nahdlatul Ulama Muslim
organisation. He had a 40% stake in the airline which he relinquished after being elected president of
Indonesia in October 1999. On 1 December 2005, Awair changed its name to Indonesia AirAsia in line
with the other AirAsia branded airlines in the region. AirAsia Berhad has a 49% share in the airline with
Fersindo Nusaperkasa owning 51%. Indonesia's laws disallow majority foreign ownership on domestic
civil aviation operations.

54. 54
Indonesia AirAsia X
Indonesia AirAsia X is a joint venture of AirAsia X. It serves Indonesia AirAsia's regularly scheduled
long haul international flights from Bali's Ngurah Rai International Airport. Indonesia AirAsia X was
scheduled to launch its first flight to Melbourne on 22 December 2014.
Philippines AirAsia
Philippines AirAsia is a joint venture between Filipino investors and AirAsia. The Filipino group
include Antonio Cojuangco, Jr., former owner of Associated Broadcasting Companywith flagship
television station TV5, Michael Romero, a real estate developer and port operator, and Marianne
Hantavirus. The joint venture was approved on 7 December 2010 by the Board of Investments, an
agency in the Philippines in charge of big ticket investments.
Philippines AirAsia is one of the Philippine air carriers banned in the European Union. On 15 August
2011, Philippines Air Asia took delivery of its first brand-new aircraft, an Airbus A320 which arrived
at Clark International Airport in Clark, Angeles City, Pampanga. On 8 November 2011, Philippines Air
Asia took delivery of its second A320. On 7 February 2012, the airline received its Air Operator
Certificate from the Civil Aviation Authority of the Philippines which gives the airline permission to fly
in Philippine airspace.
Thai AirAsia
Thai AirAsia is a joint venture between AirAsia and Thailand's Asia Aviation. Thai AirAsia launched
domestic operations on February 2004. It serves AirAsia's regularly scheduled domestic and
international flights from Bangkok and other cities in Thailand. Thai AirAsia was the only low-cost
airline operating both domestic and international flights from theSuvarnabhumi Airport. The airline
shifted all operations from Suvarnabhumi Airport to Don Mueang International Airport effective 1
October 2012. Thai AirAsia is 55% owned by Asia Aviation, 45% owned by AirAsia International. The
airline sponsors the Thai football teams Buriram United, SCG Muangthong United, Chonburi, Osotspa
Saraburi, BEC Tero Sasana, Chiangrai UTD, Esan United, Chainat, Samut Prakan CUTD, Bangkok
United, FC Phuket, Krabi, Air Force United, Nakhon Phanom, Loei City, Trang and the referee
of Football Association of Thailand.
Thai AirAsia X
Thai AirAsia X is Thailand’s first long-haul low-cost airline. It was scheduled to begin operations in
June 2014. After putting off the launch that had been planned for the first quarter, Thai AirAsia X was to
launch its maiden service from Bangkok to Incheon, South Korea on 17 June and then begin regular
flights to Japan’s Narita Airport in Tokyo and Osaka around July.[48]
Destinations
Fleet
The total AirAsia fleet (excluding AirAsia X) consists of the following aircraft (as of January 2015):

55. 55
AirAsia had witnessed a continuous growth in the amount of revenue passenger kilometres. Click graph
to enlarge.
AirAsia fleet
Aircraft
In
fleet
Orders Passengers Notes
Airbus
A320-
200
182 56 180
Aircraft are distributed as follows:
 AirAsia (Malaysia) - 81
 Thai AirAsia - 42
 Indonesia AirAsia - 29
 AirAsia Zest - 18
 Philippines AirAsia - 10
 AirAsia India - 2
From 2013 onwards Airasia received A320-200 equipped
with sharklets
PK-AXC lost as QZ8501 on 28 December 2014.
Airbus
A320neo
0 291 180 Entering into Service in 2016
Total 182 347
On 28 February 2014, AirAsia deferred 7 Airbus A320 and 12 Airbus A320 in 2014 and 2015
respectively.
Fleet renewal
AirAsia plane sporting the "Airline of the Year" livery, taxiing at Kuching

56. 56
The interior of an AirAsia Airbus A320-200 aircraft.
Previously operating the Boeing 737–300, AirAsia has now completely converted to the Airbus A320-
200.
In June 2011 AirAsia ordered 200 Airbus A320neos at the Paris Air Show. The planes are due to
become available in 2015, and the deal is one of the largest ever for commercial aircraft in a single
order. The deal was worth USD 18 billion at list prices, although it is likely that AirAsia obtained a
substantial discount from those prices. The deal makes AirAsia Airbus' single biggest customer. On 13
December 2012, AirAsia placed an order for an additional 100 Airbus A320 jets, splitting it between 64
A320neo and 36 A320ceo. With this, the total number of orders that AirAsia had placed for the Airbus
A320 had gone up to 475.
Services
On board
AirAsia offers "Snack Attack," a buy on board programmer offering food and drinks for purchase. Air
Asia is accredited by the KL Syariah Index, and in accordance with Shariah law it does not
serve alcohol or pork. However, this applies only to the regional AirAsia group flights, and not to the
AirAsia X flights, which do sell wine and beer on board.
Frequent-flyer program
AirAsia is taking the first steps towards starting its own frequent-flyer programmer. The airline has
signed an agreement to start a joint venture with financial services firm Tune Money to launch a
programmer called "BIG". Under this programmer it will issue loyalty points to AirAsia customers and
third-party merchants. Points can then be used to redeem AirAsia flights.
Awards and recognition
For six consecutive years, AirAsia won the World's Best Low Cost Airline by Skytrax from 2009 until
2014. The 2012 World Airline Awards in Farnborough, England ranked the airline as the world's best
low-cost airline.

57. 57
7). Jagson Airlines Ltd. (JAGSONAIRLINES)
IATA
JA
ICAO
JGN
Callsign
JAGSON
Founded 1991
Hubs New Delhi, Mumbai
Secondary hubs Pune
Focus cities Shimla
Frequent-flyer program Xaverian
Airport lounge The jagsonretreate
Alliance Sky team(2006-2012)
Fleet size 5
Destinations 9
Company slogan Soarng to new heights.
Parent company Jagson group
Headquarters Delhi, India
Key people JagdishP.Gupta, Chairman

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Company History
Incorporated in Jan.'94, Jagson Airlines (JAL), acquired the operations from Jagson
International, a group company, by taking the aircraft on lease. The company provides air taxi
services under the Open Sky Policy of the Government of India. It made a public issue in
Oct.'94.
JAL commenced operations in 1994-95 with one Dornier taken on lease from JIL. During the
same year, it inducted one more Dornier to its fleet and opened up new stations like Jaisalmer,
Jodhpur, Udaipur, Kullu, etc. The Company proposes to acquire more aircraft in a phased
manner and include new stations like Indore, Raipur, Bhopal, Chandigarh and Jammu.
The Company provides air-taxi services for transport of passengers, mail, cargo and/or freight.
During 2002-03 the company added one more flight vizChetak Helicopter and thus taking the
total no of flights to 4. The company is having three dornier aircrafts and one chatak helicopter
for its operations.
History
The airline was established and started operations in November 1991. It began charter operations with
two 18-seat Dornier 228-201 aircraft and later operated regular services from Delhi. It is wholly owned
by Jagson International. In 2006 they announced plans to expand their services to 9 cities, using leased
Airbus A321-200aircraft.The airline currently offers only charter service from Delhi and
Mumbai.TheAvro RJ85 registered VT-JJC has been grounded.VT-JJK another AVRO RJ-85 is at
london
Because of the trouble the airlines were having with cancelled flights and numerous other problems,
Jagson Airlines has not and has no plans to launch a nationwide low-cost airline. They are currently
continuing as a regional airline in India.
Jagson Airlines have two MI-172 helicopters and 3 Dornier-228 aircraft's that are a part of their fleet.
Jagson has recently taken deliveries of RJ 80s / BAe 146-200s Avro Regional Jets. They will be starting
operations to all their previous routes shortly. Efforts were on to merge the erstwhile MDLR, which
operated the same type of aircraft, and form a 5 aircraft airline.

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Destinations
A Jagson Airlines Dornier 228 aircraft in current livery
Jagson Airlines currently flies to the following destinations:
South Asia
 India
o Chandigarh
 Chandigarh Airport
o Delhi
 Indira Gandhi International Airport
o Himachal Pradesh
 Dharamsala – Gaggal Airport
 Shimla – Shimla Airport
 Kullu – Bhuntar Airport
o Maharashtra
 Mumbai – ChhatrapatiShivaji International Airport
 Pune – Pune International Airport
 Shirdi – Shirdi Airport
o Uttarakhand
 Pantnagar – Pantnagar Airport
Fleet
As of December 2012 the Jagson Airlines fleet includes:
Jagson Airlines Fleet
Aircraft In Service
Passengers
(Economy)
Notes
Dornier 228-200 3 19
Mil Mi-172 2 24

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Avro RJ85 1 5
Total 6
The average age of Jagson Airlines' fleet is 16.4 years as of August 2009.
Jagson Airlines Ltd. (JAGSONAIRLINES) - Company Information
Incorporated in Jan.'94, Jagson Airlines (JAL), acquired the operations from Jagson International, a
group company, by taking the aircraft on lease. The company provides air taxi services under the Open
Sky Policy of the Government of India. It made a public issue in Oct.'94. JAL commenced operations in
1994-95 with one Dornier taken on lease from JIL. During the same year, it inducted one more Dornier
to its fleet and opened up new stations like Jaisalmer, Jodhpur, Udaipur, Kullu, etc.

61. 61
8.Ryanair
IATA
FR
ICAO
RYR
Callsign
RYANAIR
Founded 1985
Commenced operations 1985
Operating bases List of bases
Fleet size 306
Destinations 179
Company slogan Low Fares Made Simple
Headquarters Swords, Dublin, Ireland
Key people
 Michael O'Leary(CEO)
 Michael Cawley(Deputy CEO and COO)
Revenue €5,037 million (2014)
Operating income €658.6 million (2014)
Net income €522.8 million (2014)
Total assets €8,812 million (2014)
Total equity €3,286 million (2014)
Employees 9,501 (2014)

62. 62
Website www.ryanair.com
ince its establishment in 1985, Ryanair has grown from a small airline flying the short journey from
Waterford to London into one of Europe's largest carriers. Ryanair now employs over 8,500 members of
staff (as of 2012) including over 1,200 pilots. After the rapidly growing airline went public in 1997, the
money raised was used to expand the airline into a pan-European carrier. Revenues have risen from
€231 million in 1998, to €1,843 million in 2003 and €3,013 million in 2010. Similarly net profits have
increased from €48 million to €339 million over the same period.
Early years
Ryanair was founded in 1985 by Christopher Ryan, Liam Lonergan (owner of Irish travel agent Club
Travel) and Irish businessman Tony Ryan (after whom the company is named), founder of Guinness
Peat Aviation. The airline began with a 15-seat Embraer Bandeiranteturboprop aircraft, flying between
Waterford and Gatwick Airport with the aim of breaking the duopoly on London-Ireland flights at that
time, held by British Airways and Air Lingus.
Embraer EMB 110 Bandeirante in 1988
In 1986, the company added a second route – flying Dublin–Luton in direct competition with the Aer
Lingus / British Airways duopoly for the first time. Under partial EU deregulation, airlines could begin
new international intra-EU services, as long as at least one of the two governments gave approval (the
so-called "double-disapproval" regime). The Irish government at the time refused its approval, to protect
Aer Lingus, but Britain, under Margaret Thatcher's deregulating Conservative government, approved the
service. With two routes and two planes, the fledgling airline carried 82,000 passengers in one year.
In 1986 the directors of Ryanair took an 85% stake in London European Airways, from 1987 this
provided a connection with the LutonRyanair service onward to Amsterdam and Brussels. In 1988
London European operated as Ryanair Europe and later began to operate charter services. Ryanair
passenger numbers continued to increase, but the airline generally ran at a loss and, by 1991, was in
need of restructuring including the closure of Ryanair Europe/London European. Michael O'Leary was
charged with the task of making the airline profitable. O'Leary quickly decided that the key to
profitability was low fares, quick turn-around times for aircraft, "no frills" and no business class, as well

63. 63
as operating a single model of aircraft In 1989, a Short Sandringham was operated with Ryanair
sponsorship titles but never flew revenue-generating services for the airline.
O'Leary returned from a visit to Southwest Airlines convinced that Ryanair could make huge inroads
into the European air market, at that time dominated by national carriers, which were subsidised to
various degrees by their parent countries. He competed with the major airlines by providing a "no-frills",
low-cost service. Flights were scheduled into regional airports, which offered lower landing and
handling charges than larger established international airports. O'Leary as Chief Executive took part in a
publicity stunt, where he helped out with baggage handling on Ryanair flights at Dublin airport. By
1995, after the consistent pursuit of its low-cost business model, Ryanair celebrated its 10th birthday by
carrying 2.25 million passengers.
1992–1999
Ryanair operated BAC 1-11 series 500 aircraft between 1988 and 1993
In 1992, the European Union's deregulation of the air industry in Europe gave carriers from one EU
country the right to operate scheduled services between other EU states and represented a major
opportunity for Ryanair. After a successful flotation on the Dublin Stock Exchange and the NASDAQ
Stock exchanges, the airline launched services to Stockholm, Sandefjord Airport, Torp (110 km south of
Oslo), Beauvais–Tillé and Charleroi near Brussels. In 1998, flush with new capital, the airline placed a
massive US$2 billion order for 45 new Boeing 737-800 series aircraft.
Boeing 737-200 landing at Bristol Airport, the type operated by the company through the 1990s and
until 2005
2000s
The airline launched its website in 2000, with online booking initially said to be a small and unimportant
part of the software supporting the site. Increasingly the online booking contributed to the aim of cutting

64. 64
flight prices by selling directly to passengers and excluding the costs imposed by travel agents. Within a
year, the website was handling three-quarters of all bookings.
Ryanair launched a new base of operation in Charleroi Airport in 2001. Later that year, the airline
ordered 155 new 737-800 aircraft from Boeing at what was believed to be a substantial discount, to be
delivered over eight years from 2002 to 2010. Approximately 100 of these aircraft had been delivered by
the end of 2005, although there were slight delays in late 2005 caused by production disruptions arising
from a Boeing machinists' strike. In 2003, Ryanair ordered a further 100 new 737-800 aircraft.
Ryanair cabin with advertising on overhead lockers and safety cards on seatbacks
In April 2003, Ryanair acquired its ailing competitor Buzz from KLM. By the end of 2003, the airline
flew 127 routes, of which 60 had opened in the previous 12 months.
During 2004, Michael O'Leary warned of a "bloodbath" during the winter from which only two or three
low-cost airlines would emerge, the expectation being that these would be Ryanair and EasyJet A loss
of €3.3 million in the second quarter of 2004 was the airline's first recorded loss for 15 years but the
airline became profitable soon after. The enlargement of the European Union on 1 May 2004 opened the
way to more new routes for Ryanair.
Carrying under 700,000 annually in its early years, passenger figures grew to 21.4 million in 2003.[citation
needed] The rapid addition of new routes and new bases has enabled this growth in passenger numbers and
made Ryanair among the largest carriers on European routes. In August 2005, the airline claimed to
have carried 20% more passengers within Europe than British Airways.
Ryanair posted record half-year profits of €329 million for the six months ending 30 September 2006.[
Over the same period, passenger traffic grew by more than a fifth to 22.1 million passengers and
revenues rose by a third to €1.256 billion.
On 13 February 2006, Britain's Channel 4 broadcast a documentary as part of its Dispatches series,
"Ryanair caught napping". The documentary criticisedRyanair's training policies, security procedures
and aircraft hygiene, and highlighted poor staff morale. Ryanair denied the allegations and claimed that
promotional materials, in particular a photograph of a stewardess sleeping, had been faked by
Dispatches.

65. 65
On 5 October 2006, Ryanair launched a €1.48 billion (£1 billion; $1.9 billion) bid to buy fellow Irish
carrier Aer Lingus. Ryanair CEO Michael O'Leary said the move was a "unique opportunity" to form an
Irish airline. The new airline would carry over 50 million passengers a year. On 2 October 2006, Aer
Lingus rejected Ryanair's takeover bid, saying it was contradictory.
In August 2006, the company started charging passengers to check in at the airport, therefore reversing
its policy of paying for online check-in. It says that by cutting airport check-in, it reduces overhead
costs.
Ryanair's CEO, Michael O'Leary, stated in April 2007 that Ryanair planned to launch a new long-haul
airline around 2009. The new airline would be separate from Ryanair and operate under a different
branding. It would offer both low cost with fares starting at €10.00 and a business class service which
would be much more expensive, intended to rival airlines like Virgin Atlantic. The new airline would
operate from Ryanair's existing bases in Europe, to approximately six new bases in the United States.
The new American bases will not be main bases such as New York's JFK airport, but smaller airports
located outside major cities. Since the Boeing 787 was sold out of production until at least 2012, and the
Airbus A350 XWB will not enter service until 2014, this has contributed a delay to the airline's launch.
It is said that the name of the new airline will be RyanAtlantic and it will sell tickets through the Ryanair
website under an alliance agreement. In February 2010, O'Leary said the launch would be delayed until
2014, at the earliest, because of the shortage of suitable, cheap aircraft.
In October 2008, Ryanair withdrew operations from a base in Europe for the first time when it closed its
base in Valencia, Spain. Ryanair estimated the closure cost 750 jobs Ryanair has since reintroduced its
Valencia base, doubling its previous capacity.
On 1 December 2008, Ryanair launched a second takeover bid of Aer Lingus, offering an all-cash offer
of €748 million (£619 mil; US$950 million). The offer was a 28% premium on the value of Aer Lingus
stock, during the preceding 30 days. Ryanair said, "Aer Lingus, as a small, stand alone, regional airline,
has been marginalised and bypassed, as most other EU flag carriers consolidate." The two airlines would
operate separately. Ryanair stated they would double the Aer Lingus short-haul fleet from 33 to 66 and
create 1,000 new jobs. The Aer Lingus board rejected the offer and advised its shareholders to take no
action. On 22 January 2009, Ryanair walked away from the Aer Lingus takeover bid after it was rejected
by the Irish government on the grounds it undervalued the airline and would harm competition.
However, Ryanair retained a stake in Aer Lingus; in October 2010, competition regulators in the UK
opened an enquiry, due to concerns that Ryanair's stake may lead to a reduction in competition.
In 2009, Ryanair announced that it was in talks with Boeing and Airbus about an order that could
include up to 200 aircraft. Even though Ryanair had dealt with Boeing aircraft up to that point, Michael
O'Leary said he would buy Airbus aircraft if they offered a better deal. However, Airbus Chief
Commercial Officer John Leahy denied in February 2009 that any negotiations were taking place.
On 21 February 2009, Ryanair confirmed they were planning to close all check-in desks by the start of
2010. Michael O'Leary, Ryanair's chief executive, said passengers will be able to leave their luggage at a
bag drop, but everything else will be done on line. This became reality in October 2009.

66. 66
In June 2009, Ryanair reported their first annual loss, with a loss posted of €169 million for the financial
year ending 31 March.
In November 2009, Ryanair announced that negotiations with Boeing had proceeded poorly and that
Ryanair was thinking of stopping the negotiations, then put at 200 aircraft for delivery between 2013
and 2016, and simply returning cash to shareholders. Boeing's competitor Airbus was mentioned again
as an alternative vendor for Ryanair, but both Michael O'Leary and Airbus CCO John Leahy dismissed
this. In December 2009, Ryanair confirmed that negotiations with Boeing had indeed failed. Plans were
to take all 112 aircraft already on order at that point, with the last deliveries occurring in 2012, for a total
fleet of over 300. Ryanair confirmed that an agreement had been met on price, but it had failed to agree
on conditions, as Ryanair had wanted to carry forward certain conditions from its previous contract.
2010s
A Boeing 737-800 at Moss Airport, Rygge
In March 2010, the on-board mobile phone service provided by OnAir was temporarily unavailable
because the contract had been terminated after a 13-month proving period. Ryan moved to a new in-
flight communication partner.
As of February 2010, Ryanair had an average fare of €32. Ryanair stood by the fact that its average fare
was less than half of competitor EasyJet's of €66.
In April 2010, after a week of flight disruption in Europe caused by the 2010 eruptions of
Eyjafjallajökull in Iceland, Ryanair decided to end refusals to comply with EU regulations which stated
they were obliged to reimburse stranded passengers. In a company statement released on 22 April 2010,
Ryanair described the regulations as 'unfair'. On 29 April 2010, Ryanair cancelled of all of its routes
from Budapest Liszt Ferenc Airport after talks about decreasing taxes with the airport's management
failed. The airport is the only one serving Budapest, so the airline is not able to operate from an
alternative lower-cost airport in the surroundings.
In June 2010, Ryanair called for a scrapping of the Irish government's tourist tax, implying it was
destroying Irish tourism.

67. 67
In August 2010, Ryanair held a press conference in Plovdiv and announced its first ever Bulgarian
destination connecting Plovdiv with London Stansted. The service was planned to start in November
2010 with two flights weekly.
In late 2010, Ryan began withdrawing all their routes from their smallest base, Belfast City, and
Shannon due to rises in airport fees.
In the last three months of 2010, Ryanair made a loss of €10.3 million, compared with a loss of €10.9
million in the same period the previous year. In this time, more than 3,000 flights were cancelled.
Ryanair blamed the losses on strikes and flight cancellations due to severe weather.
In March 2011, Ryanair opened a new maintenance hangar at Glasgow Prestwick International Airport,
making it Ryanair's biggest fleet maintenance base.
In June 2011, Ryanair and COMAC signed an agreement to co-operate on the development of the C-
919, a Boeing 737 competitor.
Ryanair cut capacity by grounding 80 aircraft between November 2011 and April 2012 due to the high
cost of fuel and continuing weak economic conditions.
On 19 June 2012, Ryanair Chief Executive Michael O'Leary announced his intentions to make an all-
cash offer to buy Aer Lingus. However, the bid is likely to face a stiff challenge from the European
Commission, which blocked an earlier 2007 bid. The combined companies would control 80% of the
370,000 journeys between the UK and Ireland every month. The Irish government said it was looking to
sell its 25% stake in Aer Lingus; however, it was made clear that they would not sell their share to
Ryanair due to competition concerns. Michael O'Leary pledged that he would keep the two airlines
separate and competitive to one another.
On 25 October 2013, Ryanair unveiled what it called a series of "customer service improvements" over
the next six months. These included lower fees for reprinting boarding passes, free changes of minor
errors on bookings within 24 hours, and a second small carry on bag. Ryanair said it was making these
changes due to customer feedback.[57]
On 27 January 2014, Ryanair moved into their new €20m, 100,000 sqft Dublin Head Office in Airside
Business Park, having outgrown their previous office based within Dublin Airport.[58] The building was
officially opened on Thursday 3 April 2014 by Taoiseach Enda Kenny, Minister for Finance Michael
Noonan and the Lord Mayor of DublinOisin Quinn.
On 8 September 2014, Ryanair agreed to purchase up to 200 Boeing 737 MAX 8s (100 confirmed and
100 options) for over $22 billion.

68. 68
Corporate affairs
The current head office of Ryanair is in the Airside Business Park in Swords, County Dublin, Ireland.
David Daly, a developer, built the facility prior to Ryanair's 2012 purchase The building has 100,000
square feet (9,300 m2) of space, and the airline paid €11 million euros to occupy the building. John
Mulligan of the Irish Independent wrote that "It is thought that" Ryanair would refurbish the building for
another €9 million. At the end of 2013 the airline had scheduled to move to the new building. The airline
planned to occupy half of the building space and to sublease the other half.
Previously the head office was on the property of Dublin Airport, in proximity to the Aer Lingus head
office. Darley Investments built the facility in 1992. Ryanair later purchased Darley and had a 30 year
lease of the head office facility from the Department of Transport of Ireland. For twelve years, the
company paid no rent even though it was supposed to pay €244,000 per year. After twelve years and
prior to 2008, it paid less than half of the €244,000.

69. 69
9.Southwest Airlines
IATA
WN
ICAO
SWA
Callsign
SOUTHWEST
Founded March 16, 1967
Commenced operations June 18, 1971
AOC # SWAA304A
Focus cities
 Baltimore–Washington International Airport
 Chicago Midway International Airport
 Dallas Love Field
 Denver International Airport
 General Mitchell International Airport (Milwaukee)
Hartsfield–Jackson Atlanta International Airport
 Lambert–St. Louis International Airport
 Los Angeles International Airport
 McCarran International Airport (Las Vegas)
 Nashville International Airport
 Oakland International Airport
 Orlando International Airport
 Phoenix Sky Harbor International Airport
 San Diego International Airport
 Tampa International Airport
 William P. Hobby Airport (Houston)
Frequent-flyer program Rapid Rewards
Fleet size 687
Destinations 93
Company slogan If it matters to you, it matters to us

70. 70
Headquarters Dallas, Texas, USA
Key people  Gary C. Kelly (Chairman, President, CEO)
 Colleen Barrett (President Emeritus)
 Herb Kelleher (Co-Founder, Former CEO, Chairman
Emeritus)
 Rollin King (Co-Founder, Former Executive)
Revenue US$ 18.61 billion (2014)
Operating income US$ 2.23 billion (2014)
Net income US$ 1.14 billion (2014)
Total assets US$ 4.27 billion (2014)
Total equity US$ 6.78 billion (2014)
Employees 45,000 (2013)
Website www.southwest.com
Southwest Airlines Co. (NYSE: LUV) is a major U.S. airline and the world's largest low-cost carrier,
headquartered in Dallas, Texas. The airline was established in 1967 and adopted its current name in
1971. The airline has nearly 46,000 employees as of December 2014 and operates more than 3,400
flights per day. As of June 5, 2011, it carries the most domestic passengers of any U.S. airline.As of
November 2014, Southwest Airlines has scheduled service to 93 destinations in 41 states, Puerto Rico
and abroad. Southwest Airlines has used only Boeing 737s, except for a few years in the 1970s and
1980s, when it leased a few Boeing 727s. As of August 2012 Southwest is the largest operator of the
737 worldwide with over 650 in service, each averaging six flights per day.
Early history
Southwest Airlines Boeing 737-200 wearing the original airline colors when landing at San Antonio in
1975
Southwest Airlines began with the March 15, 1967 incorporation of Air Southwest Co. by Rollin King
and Herb Kelleher to fly within the state of Texas.
Kelleher believed that by staying within Texas, the airline could avoid federal regulation.Three airlines
(Banff, Trans-Texas and Continental Airlines) started legal action which was not resolved for three
years. Air Southwest prevailed in 1970 when the Texas Supreme Court upheld Air Southwest’s right to

71. 71
fly within Texas.The Texas decision became final on December 7, 1970 when the U.S. Supreme Court
declined to review the case, without comment.
Boeing 737-200 at William P. Hobby Airport in 1983
The story of Southwest’s legal fight was turned into a children’s book, Gumwrappers and Goggles by
Winifred Barnum in 1983. In the story, TJ Love, a small jet, is taken to court by two larger jets to keep
him from their hangar and to stop him from flying. In court, TJ Love’s right to fly is upheld after an
impassioned plea from a character referred to as "The Lawyer". While no company names are
mentioned in the book, TJ Love’s colors were those of Southwest Airlines, and the two other jets are
colored in Braniff and Continental colors. The Lawyer resembles Herb Kelleher. The book was adapted
into a stage musical, Show Your Spirit, sponsored by Southwest Airlines and played only in cities
served by the airline.
Southwest Airlines Boeing 727-200 at Phoenix Sky Harbor International Airport in 1984
On March 29, 1971 Air Southwest Co. changed its name to Southwest Airlines Co.with headquarters in
Dallas. Southwest began scheduled flights on June 18, 1971, Dallas to Houston and Dallas to San
Antonio with three 737-200s.The OAG for 15 October 1972 shows 61 flights a week each way between
Dallas and Houston Hobby, 23 each way between Dallas and San Antonio and 16 each way between San
Antonio and Houston; no flights were scheduled on Saturdays.
Revenue passenger-kilometers, in millions
Year Traffic
1975 480
1979 2,405
1985 8,587
1990 16,024
1995 37,535
2000 67,923
2005 97,097
Southwest Airlines founder Herb Kelleher studied California-based Pacific Southwest Airlines and used
many of PSA’s ideas to form the corporate culture at Southwest. Early flights used the same "Long Legs
And Short Nights" theme for stewardesses on board typical Southwest Airlines flights. A committee
including the same person who had selected hostesses for Hugh Hefner's Playboy jet selected the first
flight attendants, females described as long-legged dancers, majorettes and cheerleaders with "unique
personalities." Southwest Airlines and Herb Kelleher dressed them in hot pants and go-go boots.

72. 72
The New York Times wrote in 1971 that Southwest Airlines President Lamar Muse, "says frankly—and
repeatedly—that Southwest Airlines has been developed from its inception around the ideas that have
proven to be successful for Pacific Southwest Airlines". "We don't mind being copycats of an operation
like that", referring to a visit he and other Southwest executives made to PSA as they assembled their
operating plans. PSA welcomed them and even sold them flight and operations training. Muse later
wrote that creating the operations manuals for his upstart airline was “primarily a cut and paste
procedure” and it is said that “Southwest Airlines copied PSA so completely that you could almost call
it a photocopy.”
The rest of 1971 and 1972 saw operating losses. One of the four 737s was sold to Frontier Airlines and
the proceeds used for payroll and other expenses. Southwest continued a schedule based on four aircraft
but using only three, so the "ten minute turn" was born and was the standard ground time for many
years.
Wright Amendment
The Wright Amendment of 1979 is a federal law that governs traffic at Dallas Love Field, the pre-1974
airport in Dallas. It originally limited most nonstop flights to destinations within Texas and neighboring
states. The limits began to phase out in 1997 and 2005; in 2006, the amendment was repealed, with
some restrictions intact until 2014, but added a restriction on the number of gates allowed.
When airline deregulation came in 1978, Southwest began to plan interstate flights from Love Field,
causing groups affiliated with Dallas/Fort Worth International Airport, including the city of Fort Worth,
Texas, to push the Wright Amendment through Congress to restrict such flights. Under the amendment,
Southwest and other airlines were barred from operating or even ticketing passengers on flights from
Love Field to destinations beyond the states that border Texas. The Wright Amendment’s restrictions
did not apply to aircraft with 56 or fewer seats; Southwest did not use the 56 seat loophole. Southwest's
first schedule out of Texas was Hobby to New Orleans about February 1979.
In 1997 Southwest’s efforts paid off with the Shelby Amendment, which added Alabama, Mississippi
and Kansas to the allowed destinations. Southwest began nonstop service between Dallas Love Field
and Birmingham, Alabama.
Network expansion
Southwest just flew to DAL, HOU and SAT until 1975 when it added Harlingen. In 1979 it flew to
eleven Texas cities and added its first route out of the state, Houston-New Orleans, around the end of the
year. In 1981 it expanded north to Tulsa and Oklahoma City and west to Albuquerque; in 1982, north to
Kansas City and west to Phoenix, Las Vegas and California.
Flights to Denver started in 1983 (and ended in 1986), to Little Rock 1984, to St Louis and Chicago
Midway in 1985, to Nashville in 1986 and to Detroit Metro and Birmingham in 1987. Eastward
expansion resumed in 1992 with Cleveland and Columbus, then Baltimore in 1993. The Pacific
Northwest started in 1994 after the Morris Air takeover; Tampa and Fort Lauderdale started in January
1996. East to Providence in 1997, Manchester in 1998, and Islip and Raleigh-Durham in 1999.
Southwest's only route within California was San Francisco-San Diego until it started Oakland in 1989;
in the next few years its capacity on the West Coast ballooned.

73. 73
1980s–2000s
Southwest hired their first black pilot, Louis Freeman, in 1980. In 1992 he was named the first black
chief pilot of any major U.S. airline.
Southwest's Houston Pilot Base opened on June 1, 1984. Houston was their first crew base outside
Dallas.
A 737–300 (N648SW) pictured in Southwest's original desert gold livery.
On November 30, 1984 Southwest took delivery of their first Boeing 737–300. Southwest was the
launch customer and as of May 2012 is the largest operator of the aircraft type. The first 737-300 was
dubbed "Kitty Hawk."
Southwest paid US$60.5 million in stock and cash for Muse Air when Muse was on the verge of
collapse in 1985. After completing the acquisition, Southwest renamed MuseAir TranStar Airlines.
TranStar became a wholly owned subsidiary of Southwest and operated as an independent airline.
Unwilling to compete in a fare war against Frank Lorenzo's Texas Air, Southwest eventually sold
TranStar's assets to Lorenzo in August 1987.
Southwest moved into their current headquarters in 1990. Previously, the airline was headquartered in
the 1820 Regal Row building in Dallas, by Love Field. At that time the headquarters had 256,000 square
feet (23,800 m2) of space and approximately 650 employees. The current headquarters facility was built
at a cost of $15 million in 1990 dollars. In early 1995 the building received an additional 60,000 square
feet (5,600 m2) of space. As of 2006 about 1,400 employees worked in the three story building.
In 1990, the airline registered their aircraft in Houston so they could pay aircraft taxes in Houston, even
though the actual corporate headquarters were in Dallas. Southwest was not physically relocating any
assets, but Texas state law allowed the airline to choose either Dallas or Houston as the city of registry
of their aircraft.
Southwest acquired Morris Air, a competing airline based in Salt Lake City, Utah, in 1992, paying
US$134 million in stock. After completing the purchase, Southwest absorbed the capital and routes of
Morris Air into Southwest's inventory and service, including Morris' Pacific Northwest destinations not
previously served by Southwest. One founder of Morris Air, David Neeleman, worked with Southwest
for a short period before leaving to found WestJet and then JetBlue Airways, a competing airline.
Boeing 737-200 in Midway Airlines/Southwest Airlines hybrid livery in 1991
On March 16, 1995, Southwest became one of the first airlines to have a website. Originally called the
"Southwest Airlines Home Gate", passengers could view schedules, a route map and company
information at Iflyswa.com. Southwest.com is the number one airline website for online revenue,
according to PhoCusWright. Nielsen/Netratings also reports that Southwest.com is the largest airline site
in terms of unique visitors. In 2006, 70 percent of flight bookings and 73 percent of revenue was
generated from bookings on southwest.com. As of June 2007, 69 percent of Southwest passengers
checked in for their flights online or at a kiosk.

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Southwest Airlines gained a reputation for "outside the box thinking" and proactive risk management,
including the use of fuel hedging to insulate against fuel price fluctuation. Some analysts have argued
against the style of profit-motivated energy trading Southwest did between 1999 and the early 2000s.
They suggested that rather than hedging business risk (such as a hedge on weather to a farmer),
Southwest was simply speculating on energy prices, without a formal rationale for doing so.
At present, Southwest has enjoyed much positive press (and a strong financial boost) from their energy
trading skills. However, while most analysts agree that volatility hedges can be beneficial, speculative
hedges are not widely supported as a continuing strategy for profits.
In March 1996, after the Dallas City Council unanimously voted to allow for construction, the airline
began to build a 300,000 square feet (28,000 m2) addition to the existing corporate headquarters at a
cost of $30 million in 1996 dollars. This occurred after, on Wednesday March 13, 1996. The airline
leased two additional tracts of land, a total of 10 acres (4.0 ha) of space, from the City of Dallas to build
a new pilot training facility, a headquarters expansion, and additional parking spaces. A $9.8 million
new pilot training facility was built on a 5 acres (2.0 ha) plot of land owned by the city of Dallas; it was
scheduled to be completed Spring 1997. With the new pilot training facility built, the old one would be
removed and the company would expand its headquarters building on the former training facility site.
120,000 square feet (11,000 m2) of building space, which had a price of $16 million including fixtures,
was built, making the headquarters have a total of 436,000 square feet (40,500 m2). The airline also
leased 4.8 acres (1.9 ha) from the city of Dallas to build additional parking; 700 spaces were added to
the existing 1,200. After the expansion, Southwest had a total leasehold of about 24 acres (9.7 ha) of
land, including its headquarters, training facilities and parking. By the end of 1997 the expansion of the
facilities at Love Field and several terminal improvements were expected to cost Southwest $47 million.
2000s
Repealing the Wright Amendment
Southwest Airlines logo used 2001-2014
A Southwest Airlines Boeing 737–700 landing at San Jose International Airport, shown in the
company's Canyon Blue livery, introduced in 2001 and used until September 2014.
In late 2004, Southwest began actively seeking the full repeal of the Wright Amendment restrictions. In
late 2005, Missouri was added to the list of permissible destination states via a transportation
appropriations bill. New service from Love Field to Saint Louis, Missouri and Kansas City, Missouri
quickly started in December 2005.
At a June 15, 2006 joint press conference held by the city of Dallas, the city of Ft. Worth, Dallas-Ft.
Worth Airport, American Airlines and Southwest Airlines, the said parties announced a tentative
agreement on how the Wright Amendment was to be phased out. Both the U.S. Senate and House of
Representatives passed Wright-related legislation on September 29, 2006 and it was signed into law by
President George W. Bush on October 13, 2006. The new law became effective on October 16, 2006,
when the FAA Administrator notified Congress that any new aviation operations occurring as a result of
the new law could be accommodated without adverse effect to the airspace.

75. 75
Southwest started selling tickets under the new law on October 19, 2006. Highlights of theagreement are
the immediate elimination of through-ticketing prohibitions and unrestricted flights to domestic
destinations eight years after the legislation takes effect. Because of the agreement, nationwide service
became possible for Southwest; the law also defined the maximum number of gates at Love Field.
Southwest controls all but four of the Love Field gates. United Airlines controls two and American
Airlines was initially supposed to operate from the other two, however, because of their merger with US
Airways, they had to give up the two gates at DAL. Virgin America began leasing the two gates from
American on October 13, 2014.
Southwest remains the dominant passenger airline at Love Field, maintains its headquarters, hangars,
training centers and flight simulators adjacent thereto and reflects its ties to Love Field in its winged
heart livery and its stock exchange ticker symbol (LUV).
2008–2009
In 2008, Southwest contracted with Pratt and Whitney to supply the proprietary Ecopower water
pressure-washing system, which allows Southwest to clean grime and contaminants off engine turbine
blades while the aircraft is parked at the gate. Frequent use of the Ecopower system is estimated to
improve fuel efficiency by about 1.9%.
On March 6, 2008, Federal Aviation Administration (FAA) inspectors submitted documents to the
United States Congress, alleging that Southwest allowed 117 of its aircraft to fly carrying passengers
despite the fact that the planes were "not airworthy" according to air safety investigators. In some cases
the planes were allowed to fly for up to 30 months after the inspection deadlines had passed, rendering
them unfit to fly. Records indicate that thousands of passengers were flown on aircraft deemed unsafe
by federal standards. Southwest declined comment at the time and US Representative James Oberstar
advised a hearing would be held.
Southwest paid US$7.5 million to acquire certain assets from bankrupt ATA Airlines in 2008.
Southwest's primary reason for making the purchase was to acquire the operating certificate and landing
slots at New York's LaGuardia Airport formerly controlled by ATA. While some preferential hiring was
indicated at the time of the purchase, the transaction ultimately did not include the purchase of any
aircraft, facilities or transfers of employees directly from ATA.
On March 12, 2008, Southwest Airlines voluntarily grounded 44 planes to check if they needed further
inspection. The FAA claimed that Southwest Airlines flew almost 60,000 flights without fuselage
inspection. Southwest Airlines faced a $10.2 million fine if they violated FAA regulations. There have
also been rumors that the FAA knew about Southwest Airlines violations but decided not to fine the
airline because it would disrupt their services.
On March 2, 2009, Southwest settled these claims, agreeing to pay the FAA fines of $7.5 million for
these safety and maintenance issues. The original fine of $30.2 million – a sum which would have been
the largest fine in the agency’s history – was lowered after a year of negotiations. The FAA gave
Southwest two years in which to pay the fine.
On July 30, 2009, Southwest Airlines made a $113.6 million bid for bankrupt Frontier Airlines
Holdings, the parent company of Frontier Airlines. Southwest planned to initially operate Frontier as a
stand-alone carrier, eventually absorbing the airline and replacing Frontier's aircraft with Boeing 737s.

76. 76
Less than one month after submitting its bid, Southwest learned on August 14 that it had lost the initial
bidding to Republic Airways Holdings and elected not to counter or pursue the deal further. Southwest
stated that its requirement for pilots' unions at both companies to reach a negotiated (not arbitrated)
agreement as a condition of acquisition was a key factor in its abandonment of its bid.
On August 26, 2009 the FAA investigated Southwest for installing improper parts on about 10% of its
jets. The work was performed by an outside maintenance company. The FAA stated that the parts do not
present a safety danger, but the airline was given until December 24, 2009 to replace the parts with those
approved by the FAA.
2010s
AirTran Airways acquisition
An AirTran Airways Boeing 737–700 taxiing at Portland Jetport
Southwest Airlines first announced the acquisition on September 27, 2010 and received final approval
from the United States Department of Justice on April 27, 2011. On May 2, 2011, Southwest Airlines
completed the acquisition of AirTran Airways by purchasing all of the outstanding common stock,
corporate identity and operating assets of AirTran Holdings, Inc., the former parent company of AirTran
Airways. Southwest Airlines estimates the transaction's value at $3.2 billion and expects onetime costs
to integrate the two airlines of $500 million, with cost synergies of approximately $400 million
annually. The greatest impact on Southwest was the elimination of a direct low-cost competitor, access
to Atlanta, international service and the addition of landing slots at New York-LaGuardia Airport and
Washington-Reagan Airport. Southwest obtained a single operating certificate (SOC) from the United
States Federal Aviation Administration on March 1, 2012, but expects that full integration of AirTran
into Southwest's operations to continue until 2014.
An entity called Guadeloupe Holdings was formed by Southwest and currently acts as a wholly owned
subsidiary of Southwest Airlines and holding company for AirTran's current operations and assets.
Southwest's organized labor groups have ceded contractual "scope" provisions pending acceptable
negotiated seniority integration agreements. Southwest is transition aircraft, routes and employees from
AirTran to Southwest on a one-by-one basis until all parts of AirTran have transitioned to Southwest.
The purchase adds 25 additional destinations previously not served by Southwest including cities in
Mexico, the Caribbean and Atlanta, Georgia, an AirTran hub and at the time, the largest U.S. city not
served by Southwest. On October 10, 2011, USA Today reported that Southwest will work to no longer
bank flights in Atlanta as AirTran did. AirTran 737 aircraft are in the process of being converted to
Southwest's livery and evolve interior.
On February 14, 2013, Southwest began codesharing with AirTran. It took the first step on January 26,
2013 by launching shared itineraries in five markets. Southwest continued to launch shared itineraries
with 39 more markets beginning February 25, 2013. In April 2013, shared itineraries were expanded to
all Southwest and AirTran cities (domestic and international).The airlines were fully integrated on
December 29, 2014.

77. 77
2011–present
For the tenth year in a row, Fortune magazine recognized Southwest Airlines in its annual survey of
corporate reputations. Among all industries in 2004, Fortune has listed Southwest Airlines as number
three among America’s Top Ten most admired corporations.
On December 13, 2011, Southwest placed a firm order for 150 Boeing 737 MAX aircraft, becoming the
launch customer for the type. First delivery is expected in 2017.
In January 2012, Southwest Airlines expressed interest in serving Mexican and South American
destinations out of Hobby. On May 30, 2012 Houston's city council approved Southwest's request for
international flights from Hobby. Southwest agreed to invest at least $100 million to cover all costs tied
to the Hobby upgrade, which includes designing and building five new gates and a customs facility.
Construction at Hobby is expected to take two years, with international flights likely beginning in 2015.
On April 11, 2012, Southwest introduced the 737–800 to the fleet. It seats 175 passengers as compared
to the regular 143-seater 737-700. The first 737–800 was called "Warrior One" in salute of the
Southwest Employees’ Warrior Spirit.
On May 5, 2014, Southwest announced that it has chosen Amadeus IT Group to replace its current
domestic reservation system. Southwest already operates its international reservation system with
Amadeus. The new domestic reservation system is expected to take a few years before it is
implemented. When completed, Southwest will operate one reservation system by Amadeus.In
September 2014, Southwest introduced new branding, including a new livery and logo.
On October 13, 2014, the Wright Amendment restrictions at Dallas Love Field were repealed and
Southwest expanded service at Love Field to include cities outside the previous location restrictions.
Throughout 2014, Southwest expanded service at Reagan-National in Washington D.C. and LaGuardia
Airport in New York City through slot acquisitions from the American Airlines/US Airways merger.
In early 2015 it was announced that the airline had been fined a record $1.6m by the US Department of
Transportation for tarmac delays on 2 and 3 January 2014 when 16 Southwest Airlines aircraft were
delayed at Chicago Midway Airport due to severe winter storms.
Corporate identity
Advertising
The company has employed humor in its advertising. Slogans include "Love Is Still Our Field", "Just
Plane Smart", "The Somebody Else Up There Who Loves You", "You're Now Free To Move About The
Country", "THE Low Fare Airline", "Grab your bag, It's On!" and "Welcome Aboard". The airline's
current slogan is "If It Matters To You, It Matters To Us".
A Southwest Airlines Boeing 737–700 with blended winglets (N741SA) pictured on the tarmac at
Chicago Midway International Airport wearing the airline's original desert gold livery.
In March 1992, shortly after Southwest started using the "Just Plane Smart" motto, Stevens Aviation,
who had been using "Plane Smart" for their motto, threatened a trademark lawsuit.

78. 78
Instead of a lawsuit, the CEOs for both companies staged an arm wrestling match. Held at the now
demolished Dallas Sportatorium (the famed wrestling facility) and set for two out of three rounds, the
loser of each round was to pay $5,000 to the charity of their choice, with the winner gaining the use of
the trademarked phrase. A promotional video was created showing the CEOs "training" for the bout
(with CEO Herb Kelleher being helped up during a sit up where a cigarette and glass of whiskey (Wild
Turkey 101) was waiting) and distributed among the employees and as a video press release along with
the video of the match itself. Herb Kelleher lost the match for Southwest, with Stevens Aviation winning
the rights to the phrase. Kurt Herwald, CEO of Stevens Aviation, immediately granted the use of "Just
Plane Smart" to Southwest Airlines. The net result was both companies having use of the trademark,
$15,000 going to charity and good publicity for both companies.
Honor Flight Network
Southwest Airlines is the official commercial airline of the Honor Flight Network. Honor Flights are
dedicated to bringing aging and ailing veterans to visit the national monuments in Washington, D.C.,
devoted to the wars in which they served.
Corporate affairs
Headquarters
Southwest Airlines headquarters in Dallas
The Southwest Airlines headquarters is located on the grounds of Dallas Love Field in the Love Field
neighborhood of Dallas, Texas.
On September 17, 2012, Southwest broke ground on a new Training and Operational Support (TOPS)
building. The TOPS Building is across the street from its current headquarters building. The property
includes a two-story, 100,000-square-foot operations building that could withstand an F3 tornado. It also
includes a four-story, 392,000-square-foot office and training facility with two levels devoted to each
function. The new facilities will house 24-hour coordination and maintenance operations, customer
support and services, and training. BOKA Powell was the project architect. Manhattan Construction is
the general contractor. The project is scheduled for completion in late 2013, with occupancy beginning
in 2014.
Employment
As of December 2014, Southwest Airlines has nearly 46,000 employees.
Gary C. Kelly is Chairman, President and CEO of Southwest Airlines. Kelly replaced former CEO Jim
Parker on July 15, 2004 and assumed the title of "President" on July 15, 2008, replacing former
President Colleen Barrett. In July 2007, Herb Kelleher resigned his position as Chairman. Colleen
Barrett left her post on the Board of Directors and as Corporate Secretary in May 2008 and as President
in July 2008. Both are still active employees of Southwest Airlines. Kelleher was President and CEO of
Southwest from September 1981-June 2001.
In contrast to competitor JetBlue Airways, where only the pilots are unionized, Southwest maintains its
profitability and low-fare, low-cost business model while being heavily unionized. The Southwest

79. 79
Airline Pilots' Association, a union not affiliated with the Air Line Pilots Association, represents the
airline's pilots.The Aircraft Maintenance Technicians are represented by the Aircraft Mechanics
Fraternal Association (AMFA). Customer Service Agents and Reservation Agents are represented by the
International Association of Machinists and Aerospace Workers Union (IAM). Flight Dispatchers,
Flight Attendants, Ramp agents and Operations agents are represented by the Transport Workers Union
(TWU).
Impact on carriers
Southwest has been a major inspiration to other low-cost carriers, and its business model has been
repeated many times around the world. The competitive strategy combines high level of employee and
aircraft productivity with low unit costs by reducing aircraft turn around time particularly at the
gate.[80] Europe's EasyJet and Ryanair are two of the best known airlines to follow Southwest's
business strategy in that continent. Other airlines with a business model based on Southwest's system
include Canada's WestJet, Malaysia's AirAsia (the first and biggest LCC in Asia), Qantas's Jetstar
(although Jetstar now operates three aircraft types), Philippines's Cebu Pacific, Thailand's Nok Air,
Mexico's Volaris and Turkey's Pegasus Airlines. Although Southwest has been a major inspiration to
many other airlines, including Ryanair, AirAsia and Jetstar, the management strategies, for example, of
Ryanair, AirAsia and Jetstar differ significantly from those of Southwest. All these different
management strategies can be seen as means of differentiation from other competitors in order to gain
competitive advantages.
Lobbying Texas rail
Southwest has fought against the development of a high-speed rail system in Texas.
In 1991 a plan was made to connect the Texas Triangle (Houston – Dallas – San Antonio) with a
privately financed high speed train system which would quickly take passengers from one city to the
next. This was the same model Southwest Airlines used 20 years earlier to break into the Texas market
where it served the same three cities.
Southwest Airlines, with the help of lobbyists, created legal barriers to prohibit the consortium from
moving forward and the entire project was eventually scuttled in 1994, when the State of Texas
withdrew the franchise.
Destinations
Southwest Airlines destination map
As of March 2015, Southwest Airlines has scheduled flights to 94 destinations in 41 states, Puerto Rico
and abroad, the newest being San José, CR (SJO) on March 7, 2015. Southwest has announced plans to
increase its city count to 96 so far in 2015. Southwest does not use the "hub and spoke" system of other
major airlines, preferring the "point-to-point" system.

80. 80
Top cities
Southwest plane at LAX gate
Southwest Airlines Boeing 737 at Bob Hope Airport in Burbank, California
Southwest Airlines top served cities (as of September 2015)
City Daily departures Number of gate Cities served nonstop Service began
Chicago-Midway 212 32 64 1985
Las Vegas 198 26 56 1982
Baltimore-Washington 180 28 58 1993
Dallas (Love Field) 180 18 50 1971
Phoenix 163 24 48 1982
Denver 159 22 56 2006
Houston (Hobby) 146 18 44 1971
Atlanta 124 31 42 2012
Los Angeles (LAX) 113 15 24 1982
Orlando 110 22 40 1998
Airline partnerships
Past
Icelandair
In 1997, Southwest and Icelandair entered into interline and marketing agreements allowing for joint
fares, coordinated schedules, transfer of passenger luggage between the two airlines in Baltimore and
connecting passengers between several U.S. cities and several European cities. The frequent flyer
programs were not included in the agreement. This arrangement lasted for several years but ended when
Icelandair's service to BWI ended in January 2007.
ATA Airlines
In a departure from its traditional "go it alone" strategy, Southwest entered into its first domestic
codesharing arrangement with ATA, which enabled Southwest Airlines to serve ATA markets in
Hawaii, Washington, D.C. and New York City.

81. 81
At the time of ATA's demise in April 2008, the airline offered over 70 flights a week to Hawaii from
Southwest's focus cities in PHX, LAS, LAX and OAK with connections available to many other cities
across the United States. The ATA/Southwest codeshare was terminated when ATA filed for Chapter 11
bankruptcy on April 3, 2008. Southwest ultimately acquired the operating certificate and some of the
landing rights of ATA in the ensuing proceedings.
WestJet Airlines
On July 8, 2008, Southwest Airlines signed a codeshare agreement with WestJet of Canada, giving the
two airlines the ability to sell seats on each other's flights. Originally, the partnership was to be finalized
by late 2009, but had been postponed due to economic conditions.On April 16, 2010, Southwest and
WestJet airlines amicably agreed to terminate the implementation of a codeshare agreement between the
two airlines.
Volaris
Southwest signed its second international codeshare agreement on November 10, 2008, with Mexican
low-cost carrier Volaris. The agreement allowed Southwest to sell tickets on Volaris flights. However on
February 22, 2013, the connecting agreement was terminated. It was said to be mutual between the
airlines. Most industry experts believe that the expansion of the subsidiary of Southwest, AirTran
Airways, into more Mexican markets, as a main reason for the termination of the agreement.
AirTran Airways
After acquiring AirTran Airways in 2011, Southwest began a codeshare agreement with AirTran on
February 14, 2013. The agreement ended after AirTran became fully integrated into Southwest on
December 28, 2014.
Fleet
Current
As of March 2015, the Southwest Airlines fleet consists of the following aircraft:
Southwest Airlines fleet
Aircraft In service Orders Options Passengers Notes Boeing
737-300 121 — — 137 143
Some retrofitted with electronic flight decks In the process of being retired
Boeing 737-500 13 — — 122 In the process of being retired
Boeing 737-700 450 20 37 143 Orders convertible to -800 series
Boeing 737-800 91 29 — 175 All to be retrofitted with Split Scimitar Winglets
Boeing 737 MAX 7 — 30 — TBA Scheduled to enter service in 2019

82. 82
Boeing 737 MAX 8 — 170 191 TBA Scheduled to enter service in 2017
Total 675 250 228
Southwest is the world's largest operator of the Boeing 737, was the launch customer of the 737-300, -
500 and -700, and will be the launch customer of the 737 Max 7 and 8.
After completing the purchase of AirTran Airways, Southwest Airlines added AirTran's existing fleet of
737-700 aircraft to its fleet. However, the 717s acquired through AirTran were not added to Southwest's
fleet. Instead, they were phased out and are being transferred to Delta Air Lines until the end of 2015.
Newer Boeing 737-300 variants are retrofitted with electronic flight decks and blended winglets to
reduce operational costs. The retrofits make the 737-300s operationally compatible with the 737-700 and
support the airline's move to embrace the Global Positioning System enabled Required Navigation
Performance system.
Southwest added the Boeing 737-800 to its fleet on April 11, 2012. The aircraft has 175 seats, 38 more
than the former largest plane in Southwest's fleet. All -800s include the Boeing Sky Interior, with the
8300-series -800 planes also being equipped with ETOPS equipment.On December 13, 2011, Southwest
placed a firm order for 150 Boeing 737 MAX 8 aircraft, becoming the launch customer for the type.
First delivery is expected in 2017.All 737 MAX 8 aircraft will include the Boeing Sky Interior.
On May 15, 2013, Southwest became the launch customer for the Boeing 737 MAX 7 aircraft and now
has 30 MAX 7 aircraft on order. The first delivery is expected in 2019.
Fleet gallery
Boeing 737-800
Boeing 737-700
Boeing 737-300
Boeing 737-500
Historical fleet
Southwest Airlines fleet history
Aircraft Introduction Retired Replacement(s) Notes
Boeing 727–200 1979 1987 Boeing 737–200 Leased from Braniff International and
People Express Airlines
Boeing 737–200 1971 2005 Boeing 737–700 Southwest's first aircraft type

83. 83
Livery
Original desert gold livery, used until 2001
Southwest's original primary livery was desert gold, red and orange, with pinstripes of white separating
each section of color. The word Southwest appeared in white on the desert gold portion of the tail. On
the original three 737-200s, from June 1971, on the left side of the plane, the word Southwest was
placed along the upper rear portion of the fuselage, with the word Airlines painted on the tail N21SW.
On the right side, the word Southwest was on the tail, but also had the word Airlines painted on the
upper rear portion of the fuselage.N20SW.
Canyon blue livery used from 2001 to 2014
Southwest introduced the canyon blue livery on January 16, 2001, the first primary livery change in
Southwest's [then] 30-year history. Spirit One was the first plane painted in the canyon blue fleet color
scheme. The second livery replaces the former primary color, desert gold, with canyon blue and changes
the Southwest text and pinstripes to gold. The orange and red stripes continued to be used. The pinstripe
along the plane was drawn in a more curved pattern instead of the straight horizontal line separating the
colors in the original. For aircraft equipped with blended winglets, the blended winglets were painted to
include the text Southwest.com. Southwest completed repainting its entire fleet with the new Canyon
Blue livery in early 2010; however, The Colleen Barrett Classic (N714CB), The Herbert D. Kelleher
One (N711HK), & The Metallic Gold One (N792SW), which are Boeing 737–700 aircraft, retain the
original desert gold livery. However, these classics do not have the black paint printed on the nose of the
plane and do not have the number one heart on it.
Heart livery used 2014-present
A new livery, named "Heart" and developed with firms GSD&M, Lippincott, VML, Razorfish, and
Camelot Communications, was unveiled on September 8, 2014. The new livery uses a darker shade of
blue. The orange stripe on the tail is changed to yellow, both the red and yellow stripes are now enlarged
in reverse pattern, and the belly of the aircraft is now in blue and features a heart, which has been a
symbol for Southwest during its 43-year history. Additionally, the pinstripes are changed to a silver-gray
and the Southwest text, now white, has been moved to the front of the fuselage. Lettering is in a font
custom designed by Monotype, Southwest Sans. The engines now feature the airline's web address,
Southwest.com.
Special liveries and decals
Some Southwest aircraft feature special liveries or are named with special decals. Southwest gives these
aircraft special names, usually ending in "One". All special liveries painted prior to Spirit One originally
wore the standard Desert Gold, red and orange colors on the vertical stabilizer and rudder. Subsequent
special liveries feature tails with the canyon blue livery. All earlier specials, with the exception of Triple
Crown One, have been repainted with the Spirit livery tail. Aircraft painted in special liveries have white
painted blended winglets with the exception of Warrior One which added the split scimitar winglet in
May 2014.

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Southwest Airlines special liveries
Name Year Description Registration Photo
2,000th 737NG & 5,000th 737 produced 2006 Southwest received both the 5,000th 737 produced
(February 13, 2006) (N230WN) and the 2,000th "Next Generation" 737 produced (July 27, 2006)
(N248WN). The 2,000th "Next Generation" 737 is marked as such in its livery, though the 5,000th 737
is not similarly marked on the outside. It does have a placard stating that it is the 5000th 737 on the
upper part of the inside entry door frame. 2,000th (N248WN), 5,000th (N230WN)
Silver One 1996 25th Anniversary aircraft. Originally polished bare metal, it was later painted
silver for easier maintenance. It was then re-painted with a silver metallic paint. This aircraft also
featured silver seats, which were replaced to conform with the rest of the fleet for simplicity. Silver One
also featured silver heart shaped drink stirrers. Most recently Silver One was repainted in the fleet
standard Canyon Blue theme due to the silver paint looking dingy and the company felt it did not fit the
company's cheerful, bright personality. The Silver One nose logo remained but the interior was replaced
with the fleet standard blue and tan. N629SW (Original, Silver Paint, Canyon Blue)
Slam Dunk One 2005 Basketball superimposed on side of aircraft and a different NBA team
logo on each overhead bin in the cabin, recognizing Southwest's partnership with the National
Basketball Association. On October 11, 2010 Southwest Airlines and the National Basketball
Association ended their partnership and the aircraft was repainted to standard canyon blue livery.
Source: Dallas Morning News Aviation Blog (N224WN). N224WN
The Spirit of Hope 2004 Dedicated to the Ronald McDonald House. Overhead bins are covered in
artwork from kids at a Ronald McDonald House in Washington State. N443WN
The Spirit of Kitty Hawk 1984 Livery and title introduced the first three Boeing 737–300 aircraft
to the Southwest Airlines fleet. N300SW is the oldest −300 in the fleet, followed by N301SW and
N302SW N300SW, N301SW, N302SW
Spirit One 2001 30th Anniversary aircraft, first aircraft in canyon blue paint scheme N793SA
Sports Illustrated 2009 A large decal of Sports Illustrated Swimsuit Edition Cover Model Bar Refaeli
adorns the fuselage of N922WN. However on June 16, 2009 this aircraft was photographed in full
canyon blue on a photo posted on airliners.net.[109] N922WN
Tinker Bell One 2008 Includes the logo of the Tinker Bell movie and a sticker featuring the
phrase "Powered by Pixie Dust". However on April 2, 2010 this aircraft was photographed in full
canyon blue, and later with the "Free Bags Fly Here" sticker just above the cargo door to promote
Southwest's Bags Fly Free campaign. N912WN
Triple Crown One 1997 Livery dedicated to the employees of Southwest, in recognition of
Southwest receiving five Triple Crown airline industry awards (best on-time record, best baggage
handling, and fewest customer complaints). The overhead bins in Triple Crown One are inscribed with
the names of all employees that worked for Southwest at the time, in honor of their part in winning the
award. N647SW Southwest Triple Crown.jpg
Warrior One 2012 Named in salute of the Southwest Employees' Warrior Spirit, and was the first
Boeing 737–800 to enter Southwest service. It will keep the Southwest Spirit livery. N8301J

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Notes
1 The first aircraft to be painted in the "Shamu" scheme was N334SW (1988), a 737–300 and it was
later followed by N507SW (Shamu II) and N501SW (Shamu III), both 737-500s. Subsequent to the
retirement of Southwest's 737-200s, the 737-500s began to stay within a smaller geographic area
formerly operated by the 737-200s and as such, Sea World was no longer getting the optimal national
exposure from these two aircraft. Two 737–700 aircraft, N713SW and N715SW, were repainted as the
new Shamu aircraft and both N501SW and N507SW were repainted in canyon blue colors. In 2013,
N334SW was retired, leaving two Shamu aircraft. The artwork on the nose of each aircraft states
"Shamu" plus the overhead bins on the aircraft display ads for Sea World.
Products and services
Southwest experience
Southwest operates using a unique boarding process
Southwest offers free in-flight non-alcoholic beverages and offers alcoholic beverages for sale.
Southwest has complimentary peanuts or pretzels on all flights, and most flights have free Nabisco
snacks. Southwest is known for colorful boarding announcements and crews that burst out in song. The
singing is quite popular among passengers.
Southwest maintains excellent customer satisfaction ratings; according to the Department of
Transportation Southwest ranks number one (lowest number of complaints) of all U.S. airlines for
customer complaints. Southwest Airlines has consistently received the fewest ratio of complaints per
passengers boarded of all major U.S. carriers that have been reporting statistics to the Department of
Transportation (DOT) since September 1987, which is when the DOT began tracking Customer
Satisfaction statistics and publishing its Air Travel Consumer Report.
Prior to 2007, Southwest boarded passengers by grouping the passengers into three groups, labeled A, B
and C. Passengers would line up at their specified letter and board. In 2007, Southwest modified their
boarding procedure by introducing a number. Each passenger receives a letter (A, B or C) and a number
1 through 60. Passengers line up in numerical order within each letter group.
In-flight entertainment
After completing a testing phase that began in February 2009, Southwest announced on August 21, 2009
that it would begin rolling out in-flight wi-fi Internet connectivity via Row 44's satellite-broadband
based product. Southwest began adding Wi-Fi to its aircraft in the first quarter of 2010. The airline
began testing streaming live television in the summer of 2012 and video on demand in January 2013. All
737-700s and -800s are now equipped with Wi-Fi, streaming live television, Beats audio and video on
demand.Passengers board a new 737-800 jetliner with the new Evolve Interior at Sacramento
International Airport
Evolve interior
On January 17, 2012 Southwest introduced a plan to retrofit its fleet with a new interior. Improvements
include a modern cabin design, lighter and more comfortable seats made of eco-friendly products,
increased under-seat space, new netted seatback pockets to provide more knee room, a new fixed-wing
headrest and improved ergonomics. All Boeing 737-700s and -800s and 78 737-300s have the Evolve

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Interior. Though not originally planned, because of space saved, Southwest was able to fit an extra row
of seats on its planes.
Rapid Rewards
Southwest first began to offer a frequent-flyer program on June 20, 1987, calling it The Company Club.
Unlike competitor's programs which were based on miles flown, The Company Club credited for trips
flown regardless of distance. Southwest Airlines renamed its frequent flyer program Rapid Rewards on
April 25, 1996.
The original Rapid Rewards program offered one credit per one-way flight from an origin to a
destination including any stops or connections on Southwest Airlines. When 16 credits were
accumulated in a 24 month period, Southwest awarded one free round-trip ticket that was valid for 12
months.
On March 1, 2011, Rapid Rewards changed to a points system based on ticket cost. Members earn and
redeem points based on a three-tier fare scale multiplier and the cost of the ticket. Changes also included
no blackout dates, seat restrictions or expiring credits. It also adds more options to use points.
Incidents and accidents
Southwest Airlines Flight 1248 runway overrun at Chicago Midway International Airport
Southwest Airlines has never had any passengers on board die as a result of a crash. Southwest Airlines
incidents include 2 deaths (1 non-passenger death on the ground, 1 passenger homicide in the air) and 8
accidents (including 2 aircraft hull losses). The airline was considered amongst the 10 safest in the world
in 2012.
Southwest Airlines incidents and accidents
Flight Date Aircraft Location Description Injuries
1455 March 5, 2000 Boeing 737-300
Burbank, California The aircraft overran the runway upon landing at Burbank-Glendale-Pasadena
Airport, now called Bob Hope Airport, Burbank, California, injuring 43.The incident resulted in the
dismissal of the pilots. The aircraft was damaged beyond repair. 43 injuries
1763 August 11, 2000 Boeing 737 In flight Passenger Jonathan Burton broke through
the cockpit door aboard Southwest Airlines Flight 1763 while en route from Las Vegas to Salt Lake
City. In their own defense, the other passengers restrained Burton, who later died of the resulting
injuries. 1 death
1248 December 8, 2005 Boeing 737-700 Chicago, Illinois The aircraft skidded off
runway after leaving Chicago Midway International Airport in heavy snow conditions. A six-year-old
boy died in a car struck by the plane after it skidded into a street. Passengers on board the aircraft and on
the ground reported several minor injuries. The aircraft involved, N471WN, became N286WN after
repairs. 1 death (on ground); Several injuries

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345 July 22, 2013 Boeing 737-700 N753SW New York, New York The flight from Nashville
International Airport crash landed at New York's LaGuardia Airport after touching down hard, nose-gear
first. "The nose gear gave away so violently that the jet's electronics bay was penetrated by the landing
gear with only the right axle still attached. "The Boeing 737 traveled 633 metres (2,077 ft) down the
runway with its nose scraping, generating a shower of sparks, coming to rest slightly off the runway. Of
150 people on board, 10 were treated for minor injuries at local hospitals. Damage to the 13-year-old
aircraft is substantial and it was written off according to airfleets.net and Southwest Airlines 2013
Annual Report to Shareholders and the captain was fired.10 minor injuries
Controversies
See also: Kevin Smith feud with Southwest Airlines and Access Now v. Southwest Airlines
On June 22, 2011, a March 25 recording of an in-flight transmission of Southwest pilot Captain James
Taylor apparently unintentionally broadcasting a conversation with his co-pilot was released to the
press. The conversation was peppered with foul language directed at gay, overweight and older flight
attendants. According to Southwest, the pilot was reprimanded, temporarily suspended without pay and
received diversity education before being reinstated. Captain Taylor also sent an e-mail apology to all of
Southwest's employees, especially the crew members who were criticized.
On July 22, 2014 a family was asked to leave a Southwest flight because a father tweeted about a rude
gate agent. As an A-List flyer he is generally entitled to board a flight early. He was told this time that
his children could not accompany him. When he tweeted his dissatisfaction he and his family were
pulled off the flight and told that unless he deleted the tweet the police would be called. Southwest has
since offered an apology.

88. 88
10.EasyJet
.
EasyJet Airline Company Limited
IATA
U2
ICAO
EZY
Callsign
EASY
Founded 1995
AOC # 2091
Operating bases List of bases[show]
Fleet size 204
Destinations 134
Company slogan "europe by EasyJet"
"business by EasyJet"
"This is Generation easyJet"
Parent company EasyJet plc
Headquarters London Luton Airport
Luton, United Kingdom
Key people John Barton (Chairman)
Carolyn McCall (CEO)
Sir Stelios Haji-Ioannou(Founder)
Revenue £4,527 million (2014)
Operating income £581 million (2014)

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Net income £450 million (2014)
Total assets £4,412 million (2014)
Total equity £2,172 million (2014)
Employees 8,945 (2013)
Website www.easyjet.com
EasyJet (styled as easyJet; LSE: EZJ) is a British airline carrier based at London Luton Airport. It is
the largest airline of theUnited Kingdom, by number of passengers carried, operating domestic and
international scheduled services on over 700 routes in 32 countries. EasyJet plc is listed on the London
Stock Exchange and is a constituent of the FTSE 100 Index. EasyGroupHoldings Ltd (the investment
vehicle of EasyJet founder Sir Stelios Haji-Ioannou and his family) is the largest shareholder with a
34.62% stake (as of July 2014). As of 30 September 2014, it employed more than 8,900 people, based
throughout Europe but mainly in the UK.
EasyJet has seen rapid expansion since its establishment in 1995, having grown through a combination
of acquisitions and base openings fuelled by consumer demand for low-cost air travel. The airline, along
with associate company EasyJet Switzerland, operates more than 200 aircraft, mostly Airbus A319. It
has 24 bases across Europe, the largest beingGatwick. In 2014, EasyJet carried more than 65 million
passengersand is the second-largest low-cost carrier in Europe, behind Ryanair. EasyJet was featured in
the television series Airline broadcast on ITV which followed the airline's operations at London Luton
and later at other bases.
History
Origins
The airline was established in 1995 as part of the EasyGroup conglomerate. It was launched by Greek
Cypriot businessman Sir Stelios Haji-Ioannou with two wet leased Boeing 737-200 aircraft, initially
operating two routes: London Luton to Glasgow and Edinburgh. In April 1996, the first wholly owned
aircraft was delivered to EasyJet, enabling its first international route, to Amsterdam. Until October
1997, the aircraft were operated by GB Airways and subsequently by Air Foyle as EasyJet had not yet
received its Air Operator's Certificate.
EasyJet was floated on the London Stock Exchange on 5 November 2000. In October 2004 the FL
Group, owner of the airlines Icelandair and Sterling, purchased an 8.4% stake in EasyJet.[16] Over the
course of 2005, FL increased its share in the company periodically to 16.9%, fuelling speculation that it
would mount a takeover bid for the UK carrier. However, in April 2006 the threat of takeover receded as
FL sold its stake for €325 million, securing a profit of €140m on its investment. In November 2005,
Ray Webster stood down after 10 years as EasyJet's chief executive officer (CEO) and was replaced by
former RAC plc CEO, Andrew Harrison.

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Expansion and acquisitions
EasyJet has expanded greatly since its establishment, driven by high demand from both the United
Kingdom and continental Europe. As part of this, EasyJet has also purchased several rival airlines,
including GB Airways.
Go Fly Boeing 737-300 in 2004
In March 1998, EasyJet purchased a 40% stake in Swiss charter airline TEA Basle for three
million Swiss Francs. The airline was renamedEasyJet Switzerland and commenced franchise services
on 1 April 1999, having relocated its headquarters to Geneva International Airport. This was EasyJet's
first new base outside the United Kingdom. In 2002, EasyJet purchased rival airline, London Stansted-
based Go for £374 million. EasyJet inherited three new bases from Go, at Bristol Airport, East Midlands
Airport and London Stansted Airport. The acquisition of Go almost doubled the number of Boeing 737-
300 aircraft in the EasyJet fleet.
In 2002, EasyJet opened its base at Gatwick Airport, and between 2003 and 2007 opened bases in
Germany, France, Italy and Spain, establishing a sizeable presence in continental Europe. In 2007,
EasyJet claimed to be operating more flights per day than any other European airline.On 25 October
2007 EasyJet purchased the entire share capital of GB Airways from the Bland Group. The deal was
worth £103.5 million and used by the airline to expand operations at Gatwick, and also to establish a
base at Manchester Airport.
In June 2011, EasyJet opened of its 11th UK base at London Southend Airport, offering flights
to Alicante, Amsterdam, Barcelona, Belfast International, Faro, Malaga, Jersey,Palma de
Majorca and Ibiza.
In March 2013, EasyJet and its CFO Chris Kennedy celebrated the airline's promotion to the FTSE
100 and launched its 100th route from Gatwick Airport, offering flights directly from London to
Moscow.In Spring 2014, EasyJet opened its 23rd European base, in Hamburg, with 3 A319 aircraft, and
15 additional routes added to the 6 currently served from the airport. Additionally, it opened its smallest
base in Naples. Current plans indicate that only two aircraft will be based there and just 20 routes
served.
Corporate affairs
Business strategy
EasyJet, like Ryanair, borrows a business model popularized by Southwest Airlines. Both airlines have
adapted this model for the European market through further cost-cutting measures such as not selling
connecting flights or providing complimentary snacks on board. The key points of this business model
are high aircraft utilization, quick turnaround times, charging for extras (such as priority boarding, hold
baggage and food) and keeping operating costs low.[30] One main difference EasyJet and Ryanair have
from Southwest is they both fly a young fleet of aircraft. Southwest has an average fleet age of 11.9

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years whereas Ryanair's and EasyJet's average fleet ages are just a little over five years each.Initially,
EasyJet's employment strategy was to maintain control with minimal union involvement. In recent years,
the airline has adopted a more committed approach with a strategy in place to accommodate
unions.While the two airlines share a common business charter and concept, EasyJet's strategy differs
from Ryanair's in several areas. The most noticeable is that EasyJet flies mainly to the primary airports
in the cities that it serves, for the convenience of passengers, while Ryanair often chooses secondary
airports to further reduce costs. For example, in servicing Paris, EasyJet flies to Charles de Gaulle
Airport and Orly Airport, the primary airports, while Ryanair flies to the smaller Beauvais-Tillé Airport,
53 miles and a 75-minute bus journey from Paris. To service Rome, all EasyJet services are out
of Leonardo da Vinci–Fiumicino Airport, while the majority of Ryanair's services to Rome
use Ciampino–G. B. Pastine International Airport. EasyJet also focuses on attracting business
passengers by offering convenient services such as the "Flexi fare" which allows free of charge changes
to the flight within a window, speedy boarding and a checked in bag.
Originally, much like Southwest, EasyJet did not allocate seats – passengers took any available seats,
with the option to pay for "Speedy Boarding" and be first onto the aircraft. However, since 2012, all
passengers are allocated numbered seats before boarding commences, as it was found that this does not
slow down boarding times and could earn more revenue than Speedy Boarding. Passengers can pay an
additional fee for certain seats such as the front few rows and overwing seats (which have extra
legroom).
Financial performance
EasyJet financial performance
Year ended
Passengers
flown[nb 1]
Load
factor
Turnover
(£m)
Profit/loss
before tax
(£m)
Net
profit/loss
(£m)
Basic EPS (p)
30
September
2014
64,769,065 90.6% 4,527 581 450 114.5
30
September
2013
60,757,809 89.3% 4,258 478 398 101.3
30
September
2012
58,399,840 88.7% 3,854 317 255 62.5
30
September
54,509,271 87.3% 3,452 248 225 52.5

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2011
30
September
2010
48,754,366 87.0% 2,973.1 154.0 121.3 28.4
30
September
2009
45,164,279 85.5% 2,666.8 54.7 71.2 16.9
30
September
2008
43,659,478 84.1% 2,362.8 110.2 83.2 19.8
30
September
2007
37,230,079 83.7% 1,797.2 201.9 152.3 36.62
30
September
2006
32,953,287 84.8% 1,619.7 129.2 94.1 23.18
30
September
2005
29,557,640 85.2% 1,314.4 67.9 42.6 10.68
30
September
2004
24,343,649 84.5% 1,091.0 62.2 41.1 10.34
30
September
2003
20,332,973 84.1% 931.8 51.5 32.4 8.24

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30
September
2002
11,350,350 84.8% 551.8 71.6 49.0 14.61
30
September
2001
7,115,147 83.03% 356.9 40.1 37.9 15.2
30
September
2000
5,600,000 263.7 22.1 22.1 11.9
Head office
Hangar 89 at London Luton Airport, EasyJet head office
EasyJet's head office is Hangar 89 (H89), a building located on the grounds of London Luton
Airport in Luton, Bedfordshire; the hangar, a former Britannia Airways/TUI facility, is located 150
metres (490 ft) from EasyLand, the previous headquarters of EasyJet. Hangar 89, built in 1974, has
30,000 square feet (2,800 m2) of office space and can house three aircraft the size of an Airbus A319 at
one time. When EasyJet received H89, it had a 1970s-style office setup. EasyJet modernised the
building and painted it orange.
Marketing
EasyJet's early marketing strategy was based on "making flying as affordable as a pair of jeans" and
urged travellers to "cut out the travel agent". Its early advertising consisted of little more than the
airline's telephone booking number painted in bright orange on the side of its aircraft.
The Airline TV series created by LWT and filmed between 1999 and 2007 made EasyJet a household
name in the United Kingdom. The series, while not always portraying EasyJet in a positive light, did
much to promote the airline during this time.[35] EasyJet has used a number of slogans since its
establishment including "The Web's Favourite Airline" (a reflection on the airline's cheeky and cheerful
image), "Come on, lets fly" and "To Fly, To Save" (a cheeky take on British Airways' slogan "To Fly,
To Serve"). This was then followed by "(something) by EasyJet" with "Europe by EasyJet" and
"business by EasyJet" being the most widely used.
It currently uses the slogan "This is Generation easyJet".

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Environment
In June 2007, EasyJet announced plans for construction of its own airliner, dubbed EcoJet.
Featuring propfan engines, the EcoJet would feature an improvement in fuel efficiency. It would be
constructed with extensive use of carbon fibre composite material. The date for the first flight was to be
in 2015. As of October 2014, no concrete information has been released on the proposed airliner.
EasyJet is offering the possibility to carbon offset the CO2 to its customers' trips for a surcharge via a
calculator which calculates a passenger's carbon footprint.
In February 2011, EasyJet painted eight of its aircraft with a lightweight, thin "revolutionary nano
technology coating" polymer. It works by reducing build-up of debris and reducesdrag across the surface
of the aircraft, thus reducing the fuel bill. It is estimated the airline could save 1–2% annually, equating
to a £14 million reduction in fuel costs. The idea has already been used by US military aircraft and if
successful EasyJet will apply the paint to its whole fleet.
Criticisms
EasyJet has also come under criticism in Germany for not observing European Union law on
compensation (and assistance to passengers) in cases of denied boarding, delays or cancellations
(Regulation 261/2004). In the case of cancellation, passengers should be reimbursed within one week. In
2006, EasyJet did not always refund tickets in a timely fashion. Passengers occasionally had to wait
longer for reimbursement of their expenses.
EasyJet has campaigned to replace the air passenger duty (APD) tax in the UK with a new tax that varies
depending on distance travelled and aircraft type.
In July 2008, the Advertising Standards Authority criticised a press campaign by EasyJet for a
misleading environmental claim that its aircraft released 22% fewer emissions than rival airlines. The
figures used were not based on emissions produced by an EasyJet aircraft or emissions produced by
EasyJet airline overall as the ad implied, and ASA declared that the airline had broken advertising rules.
The judgement that followed reprimanded the airline in April 2007 after it made comments that its
aircraft created 30% less pollution per passenger than some of its rivals.
In July 2011, the airline tried to refuse admission of a boy with muscular dystrophy because he had an
electric wheelchair. In separate incidents in 2012, paralympiansreceived similar treatment, and a French
court found the airline guilty of three counts of disability discrimination.
In September 2013, it was reported that a law lecturer who sent a tweet complaining about EasyJet after
his flight was delayed said he was initially told he would not be allowed to board the plane because of
the posting.
Destinations
EasyJet's five largest bases in order of size are London–Gatwick, Milan–Malpensa, London–
Luton, Bristol and London–Stansted. Toulouse airport is currently the airline's smallest base with two
aircraft.
EasyJet flies in a point to point model rather than the more traditional airline hub and spoke model
where the passengers have to change aircraft in transit at a major airport. EasyJet prefers to fly to larger
or primary airports usually close to major cities. For example EasyJet flies to the
main Düsseldorf airport, instead of Weeze, the secondary airport used by competitor Ryanair, which is
70 km away from the city. Primary airports are not always close to the city they serve and in fact can be
further than the city's minor airport, this is the case at Belfast, Gothenburg and Rome and in these cases,
EasyJet still prefer to serve the major airport.

95. 95
EasyJet has 19 European 'bases'. Despite EasyJet being a British airline and having a significant
presence there, it has a significant presence in France, Germany, Italy, Spain and many other European
countries. The United Kingdom is its biggest market, containing the airlines largest base and nine others
as well as a total of six other non-base airports. Its three largest British bases in order of size are
London's Gatwick and Luton airports followed by Bristol. Stansted was once the second largest base but
has seen significant reduction in recent years with flights being moved to Gatwick and the newest UK
base, Southend which is in the same catchment area as Stansted.
EasyJet's largest competitor is Ryanair, which unlike EasyJet has a focus on smaller or secondary
airports and in recent years, has started targeting holiday makers. EasyJet focuses heavily on business
passengers but operates a greater variety of holiday destinations than Ryanair. However, EasyJet has a
very low presence at holiday destinations like Greece with limited frequencies and only a small number
of airports to fly from. Ryanair's is much higher, especially at the Canary Islands and some Greek
Islands, in particular Kos and Rhodes. Ryanair often refers to EasyJet as a high fares airline but EasyJet
often criticises Ryanair for its choice of airports.
Codeshare agreements
EasyJet entered a commercial agreement with Transaero Airlines to set up a codeshare
agreement[47][48] whereby Transaero acquire the right to sell a certain number of seats on EasyJet LGW-
DME route. The agreement was signed by Olga Pleshakova, CEO Transaero Airlines, and Chris
Kennedy, Chief Financial Officer for EasyJet. According to the agreement, Transaero Airlines will
distribute a proportion of seats on EasyJet flights on the Moscow (Domodedovo) – London (Gatwick)
route. This agreement applies to the flights since 27 October 2013 that are operated under the following
codes: from London UN7401/U28401 and UN7403/U28403 as well as from Moscow UN7402/U28402
and UN7404/U28404. This is the first codeshare agreement for EasyJet. Low cost airlines usually do not
rely on codeshare agreements, as they operate a point-point route network.
Fleet
Overview
EasyJet Airbus A319

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EasyJet Airbus A320 with the fuselage colours inverted (white text and orange fuselage instead of
orange text and white fuselage)
EasyJet Airbus A319 with the new livery.
The EasyJet fleet consists of the following aircraft (as of March 2015):
EasyJet fleet
Aircraft In Service Orders Options Passengers Notes
Airbus A319-100 135 — — 156 Largest A319 Operator
Airbus A320-200 69 64 — 180
Airbus A320neo — 100 100 180 Deliveries 2017–2022
Total 204 164 100
EasyJet is the largest operator of the Airbus A319. Associate company EasyJet Switzerland operates 15
Airbus A319 and 11 Airbus A320 aircraft under Swiss registrations, in addition to the above.
Fleet strategy and aircraft orders
In common with most other low-cost carriers, EasyJet has a philosophy of operating just one aircraft
type. Initially it used Boeing 737aircraft exclusively, but in October 2002 it ordered 120 Airbus
A319 aircraft, plus 120 options, with CFM56-5B engines. Since then, the Boeings have been phased out
and all orders have been from the Airbus A320 family.

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Airbus A320 family orders
Date A319 A320 A320neo Options
Purchase
rights
Notes
30 December
2002
120 120
21 December
2005
140 100 20 purchase rights converted
13 November
2006
192 123
52 purchase rights converted
75 new purchase rights
June 2007 227 24 64
35 purchase rights converted
into orders
24 purchase rights converted
into options
July 2008 202 25 24 64 25 A319 changed for A320
February 2010 192 35 24 64 10 A319 changed for A320
December 2010 172 70 42 31
15 A320 options converted
20 A319 changed for A320
33 purchase rights converted
into options
May 2013 172 73 ? ? Firm order for 3 A320
July 2013 172 108 100 35 100
Firm order for 35 A320 and 100
A320neo

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October 2013 172 114 100 ? ? Firm order for 6 A320
EasyJet's Airbus A319 aircraft were first introduced to EasyJet's Geneva base in October 2003. Due to
toilet and galley configuration allowing the installation of more seats than a standard Airbus A319,
EasyJet's Airbus A319 aircraft have two pairs of overwing exits instead of the standard one pair
configuration to satisfy safety requirements.
Beginning in December 2006, the airline started to return the Boeing 737-700 aircraft to their lessors.
All of the 737 aircraft were removed from the fleet by November 2011.
Through the acquisition of GB Airways, EasyJet inherited nine Airbus A320 and six Airbus
A321 aircraft. This gave the airline some time to evaluate the feasibility of operating these larger gauge
aircraft. Based on this evaluation, EasyJet exchanged 25 A319 orders for A320s in July 2008 and later
removed the A321 aircraft from the fleet.
In summer 2010, EasyJet wet leased some 757s to provide sufficient seating capacity. They were
returned soon after.
On 18 June 2013 the airline announced an intention to acquire subject to shareholder approval 35 Airbus
A320 aircraft, for delivery between 2015 and 2017, and 100 Airbus A320neo aircraft for delivery
between 2017 and 2022. As part of the agreement the airline will have purchase rights on a further 100
A320neo aircraft. The current generation A320s and fifty of the A320neos will replace current aircraft.
For the Summer 2014 season, EasyJet plans to wet-lease an Airbus A320 and Boeing 757-200 from
Titan Airways to provide a capacity increase. The A320 will be based at Rome Fiumicino from the end
of May to late October and the Boeing 757-200 will based at London Gatwick from July to the end of
September. Both aircraft will receive full EasyJet livery prior to their entry into service and will be fitted
with EasyJet's new cabin seating and carpets
Aircraft operated
EasyJet has operated the following types of aircraft:
Fleet history
Aircraft Introduced Retired Seating Notes
Airbus A319-100 2004 — 156 In service
Airbus A320-200 2008 — 180 In service
Airbus A321-200 2008 2010 220 Inherited from GB Airways
Boeing 737-300 1996 2007 148/9 Replaced by A319s

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Fleet history
Aircraft Introduced Retired Seating Notes
Boeing 737-700 2000 2011 149 Replaced by A319s and A320s
Services
Booking
Boeing 737-300 in telephone number livery
Initially booking was by telephone only, with all EasyJet aircraft painted with the booking telephone
number. There is no incentive for travel agents to sell EasyJet bookings because there is no commission,
a standard practice for the low cost carriers.
In December 1997, Russell Sheffield of Tableau, one of EasyJet's design and adverting agencies,
suggested to Stelios Haji-Ioannou that he should consider trialling a website for direct bookings. Haji-
Ioannou's reply was "The Internet is for nerds, it will never make money for my business!". However
Tony Anderson, EasyJet's marketing director and Michael Coltman, EasyJet's business manager, saw the
potential and approved a website trial involving putting a different telephone reservations number on the
website, to track success. Once Haji-Ioannou saw the results he changed his mind and EasyJet
commissioned Tableau as partners to develop an e-commerce website capable of offering real-time
online booking from April 1998—the first low cost carrier to do so in Europe.
In December 2001, EasyJet switched from a third-party reservation system to an in-house system
designed and developed for them by BulletProof Technologies, Inc. Internet bookings were priced
cheaper than booking over the phone, to reflect the reduced call centrecosts and the aircraft were
repainted with the web address. Within a year over 50% of bookings were made using the web site; by
April 2004 the figure had jumped to 98%. Now, flights can be booked either via the Internet, or by
phone within 3 months of the flight.

100. 100
Cabin and onboard services
EasyJet Airbus A319 cabin
EasyJet's aircraft cabins are configured in a single class, high density layout.
The airline's main fleet, comprising Airbus A319 and A320 aircraft, carry up to 156 and 180 passengers
respectively, depending on layout. A typical Airbus A319 carries approximately 140 passengers in a
single class configuration, but as EasyJet does not serve meals on its shorter flights, the airline opted for
smaller galleys and had a lavatory installed in unused space at the rear of the aircraft. The space saved
by having smaller galleys allowed for the installation of 156 seats. Due to this seating arrangement,
EasyJet's Airbus A319 aircraft have two pairs of overwing exits, instead of the standard one pair
configuration found on most Airbus A319 aircraft, to satisfy safety requirements.
EasyJet does not provide complimentary meals or beverages on board its flights (except for some
occasional charter flights operated by the airline). Passengers may purchase items on board from the
"EasyJet Bistro" buy on board programme. Products include sandwiches, toasted sandwiches,
chocolate, snacks, hot drinks, soft drinks and alcoholic drinks. Onboard sales are an important part of the
airline's ancillary revenue. EasyJet also sells gifts such as fragrances, cosmetics, gadgets and EasyJet-
branded items on board, as well as tickets for airport transfer services or train tickets. The EasyJet
magazine called "The Traveller" is published monthly and as other airline magazines, is free to go.
EasyJet had previously provided in-flight entertainment (IFE) in some aircraft (the ex GB Airways
fleet), using drop-down screens on some Airbus aircraft. During some of 2009 and 2010 it also provided
passengers with the ability to rent portable Sony media players with movies and games on selected
flights. During 2011 and 2012 Mezzo devices were available to rent on selected flights from Manchester
and Gatwick. IFE has now been completely discontinued. EasyJet has headphones available to purchase,
along with a travel pillow and eyeshades, subject to stock. EasyJet provides an in-flight magazine,
published monthly, containing articles of interest to its customers and destination guides. As of May
2010, EasyJet has been selling copies of Hello, and The Sunday Times, all at cover price. The Times is
also available on board, at a price of £1, subject to stock.
EasyJet Hotels and EasyJet Holidays
On 14 December 2004, EasyJet and Hotelopia, a subsidiary of First Choice Holidays, launched the co-
branded EasyJetHotels accommodation booking service. EasyJetHotels offers accommodation products
throughout the EasyJet network. Customers booking flights through the EasyJet website are provided
with quotes for a number of hotels at their destination. Alternatively, customers can book
accommodation separately at the EasyJetHotels website.
On 28 June 2007, EasyJet expanded its relationship with Hotelopia by launching EasyJetHolidays,
which offers Travel Trust Association protected package holidays made up of EasyJet flights and
Hotelopia accommodation products.

101. 101
On 6 November 2010, EasyJet started a venture with Low Cost Travel Group to offer EasyJet flights,
dynamically packaged with Low Cost Travel Group's accommodation through the EasyJet Holidays
website. As of March 2011, EasyJet Holidays has provided holidays and city breaks to all EasyJet
routes.
Sponsorship
EasyJet have sponsored Luton Town F.C. since 2009.
The airline and Manchester Airport have also jointly sponsored Manchester Pride in 2013 and 2014

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Chapter 2. Promotes & managers
Indigo
AdityaGhosh
President and Executive Director, InterGlobe Aviation Limited
Total Calculated Compensation This person is connected to 1 Board Members in 1 different
organizations across 2 different industries.
Background
Mr. AdityaGhosh serves as the President and Executive Director at InterGlobe Aviation Limited (DBA
IndiGo). Mr. Ghosh joined the board of IndiGo on May 30, 2007 and took on the role as its President in
August 2008. He has the overall responsibility of IndiGo. Previously Mr. Ghosh practiced corporate law
with the law firm, J. Sagar Associates and the intellectual property law firm of K&S Partners (formerly
Kumaran&Sagar). He serves as Member of Executive Committee at InterGlobe Enterprises Limited. Mr.
Ghosh is a member of the Bar Council of Delhi and the Inter-Pacific Bar Association. He is also a
member of the Executive Council of the Federation of Indian Airlines. Mr. Ghosh received GQ
Businessman of the Year award in 2013. He was nominated for the CNN-IBN Indian of The Year 2013
in the business category. Mr. Ghosh was also awarded ‘CEO of the year’ award by SABRE in July
2013. In 2012, Aditya was ranked 27th globally, in Fortune Magazine’s “40 under 40 list”. Mr. Ghosh
received the ‘Young Business Leader 2011’ award at NDTV Profit Business Leadership Awards 2011.
He received the Low Cost Leadership award at the “World Airline Awards”, London 2011. Mr. Ghosh
has also been identified as one of India’s “Hottest Young Executive” by the Business Today magazine in
2011. He holds a Bachelor's degree in Law (LL.B) and History from Delhi University.
RakeshGangwal(CEO and Chairman of US Airways Group)
born in 1953
RakeshGangwal is a former CEO and Chairman of US Airways Group. From June 2003 to August
2007, Mr. Gangwal was the chairman, president, and chief executive officer of Worldspan
Technologies, Inc., a provider of travel technology and information services to the travel and
transportation industry. From 2002 to 2003, Mr. Gangwal was involved in various personal business
endeavors, including private equity projects and consulting projects. He was the president and chief
executive officer of US Airways Group from 1998 until his resignation in 2001.He is co-founder of
Indigo airline.
Gangwal was born in 1953 in a Jain family. He received the Bachelor of Technology degree in
Mechanical Engineering from the Indian Institute of Technology Kanpur and Master of Business
Administration degree from the Wharton School of Business of the University of Pennsylvania.

103. 103
Prior to joining US Airways, he served as executive vice president for Air France, beginning in the
November, 1994. His Association with the airline industry began in September, 1980, when as an
associate of Booz Allen & Hamilton, Inc, he worked closely with United Airlines. In 1984, he joined
United as Manager-strategic-planning. He held a series of positions at United. Previously, Gangwal had
been a financial analyst in the product development group of Ford Motor Co. and a production and
planning engineer with Philips India Ltd.
Gangwal has served on the Board of Advisers of the University of Colorado (Denver), the Board of
Trustees of Providence-St. Mel School (Chicago), the Board of Directors of the Airline Tariff Publishing
Co. and Board of Trustees of the Alexian Brothers Medical Center (Elk Grove, III, USA). Gangwal was
conferred with the Distinguished Alumnus Award of the Indian Institute of Technology Kanpur

104. 104
Spicejet
Promoters
KalanithiMaran(chairman and managing director)
KalanithiMaran :( born 1964)
is an Indian media baron who is the chairman and managing director of Sun Group, which was the most
profitable television network in Asia.
In June 2010, he acquired Spice Jet which was the most profitableairlines in India. Later on 15th January
2015, he exited from Spicejet and transferred the ownership to the original owner Ajay Singh. While his
television channels and newspapers are primarily concentrated in South India, his FM radio stations and
DTH service are spread across the country.
SanjivKapoor new COO of SpiceJet
Spice Jet Ltd, the low-fare airline controlled by South Indian media baron KalanithiMaran, has
appointed SanjivKapoor, former chief executive officer (CEO) of Bangladesh’s GMG Airlines, as its
new chief operating officer (COO). The airline announced the appointment in a statement to BSE Ltd on
Thursday. London-based Kapoor has more than 17 years of experience in the airline industry, having
worked with airlines in Asia, Europe and the US as a part of management, as a management consultant,
and as an investment adviser in the aviation space, including at Northwest Airlines, Bain and Co.,
Temasek Holdings Pvt. Ltd and Boston Consulting Group. “Good choice,” aviation consulting firm
Capa said of the appointment. “Welcome induction of an experienced professional with valuable airline
and consulting experience. Hope he gets the space required to operate and deliver.” The airline does not
have a CEO or a chief commercial officer (CCO) currently and until now it didn’t have a COO either.
Neil Mills quit as CEO in July to become chief executive adviser at Philippine Airlines. Harish
MoideenKutty resigned as CCO weeks before Mills, a little over a year after he joined the budget
airline. Kutty has joined RAK Airways. S. Natrajhen, the current managing director, was chief operating
officer. In September 2012, Natrajhen was re-designated as managing director from COO post. The
airline is expected to announce its second quarter results on 7 November and Capa expects it to post a
record loss. The Spice Jet stock rose 1.76% to close at Rs.20.20 each on BSE on Thursday while the
benchmark Sensex closed at 21,164.52 points, up 0.62%.

105. 105
Airindia

Shri Rohit Nandan
ChairmanandManagingDirector,
AirIndiaLtd.


Shri S. Venkat
DirectorFinance,
Air India Ltd.

Shri N. K. Jain
Director-Personnel,
Air India Ltd.


106. 106
Shri Pankaj Srivastava
Director-Commercial,
Air India Ltd.

Shri Gurcharan Das
Ex-CEO & MD of Procter & Gamble India, Management Consultant and Author

Dr Prem Vrat
Founder Director, IIT, Roorkee, Vice Chancellor & Professor, ITM University, Gurgaon
 Shri K K Nohwar
AirMarshal (Retd),PVSMVM

Prof. RH Dholakia
Professor IIM Ahmedabad

107. 107

Smt Renuka Ramnath
Ex-CEO, ICICI Venture, Founder, MD & CEO of Multiples Alternate Asset Management Pvt Ltd

108. 108
J. R. D. Tata
Jehangir Ratanji Dadabhoy Tata
Born 29July1904
Paris, France
Died 29November1993 (aged 89)
Geneva, Switzerland
Nationality Indian
Ethnicity Parsi
Occupation Ex-Chairman of Tata Group
Known for
Founderof TCS
Founderof TataMotors
Founderof TitanIndustries
Founderof TataTea
Founderof Voltas
Founder of Air India
Religion Zoroastrianism

109. 109
Spouse(s) Thelma Vicaji Tata
Parents R.D. and Suzanne Tata nee Brière
Jehangir Ratanji Dadabhoy Tata (29 July 1904 – 29 November 1993) was a French-born
Indian aviator and business tycoon. He was the Chairman of Tata Sons. He became India's first licensed
pilot in 1929. In 1983, he was awarded the French Legion of Honour and, in 1992, India's highest
civilian award, the Bharat Ratna.
Early life
J. R. D. Tata was born on 29 July 1904 in Paris, France, the second child of Ratanji Dadabhoy Tata and
his French wife, Suzanne "Sooni" Brière. His father was a first cousin of Jamsetji Tata, a pioneer
industrialist in India. He had one elder sister Sylla, a younger sister Rodabeh and two younger brothers
Darab and Jimmy Tata. As his mother was French, he spent much of his childhood in France and as a
result, French was his first language. He attended the Janson De Sailly School in Paris.One of the
teachers at that school used to call him L'Egyptian for some strange reason. Tata also served in
the French Foreign Legion for one year in the regiment Le Saphis during the Second World War. After
he left the service the whole regiment perished on an expedition in Morocco.
He attended the Cathedral and John Cannon School, Bombay. Tata was educated in London, Japan,
France and India. When his father joined the Tata company he moved the whole family to London.
During this time, J.R.D's mother died at an early age of 43 while his father was in India and his family
was in France. After his mother's death, Ratanji Dadabhoy Tata decided to move his family to India and
sent J.R.D to England for higher studies in October 1923. He was enrolled in a Grammar school, and
was interested in studying Engineering at Cambridge. Just as the Grammar course was ending and he
was hoping to enter Cambridge, a law was passed in France to draft into the army, for two years, all
French boys at the age of 20. As a citizen of France J.R.D had to enlist in the army for at least 1 year. In
between the Grammar school and his time in the army, he spent a brief spell at home in Bombay. After
joining the French Army he was posted into the regiment called Le Saphis (The Sepoys). Soon the
Colonel of the regiment found that there was a member of his Squadron who could not only read and
write French and English. but could type as well; so he assigned him as a secretary in his office. Tata
was once again transferred to the more luxurious office of a colonel. After a 12-month period of
conscription in the French Army he wanted to proceed to Cambridge for further education, but his father
decided to bring him back to India and he joined the Tata Company. In 1929, JRD renounced his French

110. 110
citizenship and became an Indian citizen, and started working at Tata. In 1930 JRD married Thelma
Vicaji, the daughter of 'Prince' Vicaji, a colourful lawyer whom he hired to defend him on a charge of
driving his Bugatti too fast along Bombay's main promenade, Marine Drive. Previously he had been
engaged to Dinbai Mehta, the future mother of The Economist editor Shapur Kharegat.
Career
J. R. D. Tata was inspired early by pioneer Louis Blériot, and took to flying. On 10 February 1929, Tata
obtained the first pilot license issued in India. He later came to be known as the father of Indian civil
aviation. He founded India's first commercial airline, Tata Airlines in 1932, which became Air India in
1946, now India's national airline.He andNevill Vintcent worked together in building Tata Airlines.
They were also friends.
He joined Tata & Sons as an unpaid apprentice in 1925. In 1938, at the age of 34, JRD was elected
Chairman of Tata & Sons making him the head of the largest industrial group in India. He took over as
Chairman of Tata Sons from his second cousin Nowroji Saklatwala. For decades, he directed the huge
Tata Group of companies, with major interests in Steel, Engineering, Power, Chemicals and Hospitality.
He was famous for succeeding in business while maintaining high ethical standards – refusing to bribe
politicians or use theblack market.
Under his chairmanship, the assets of the Tata Group grew from US$100 million to over US$5 billion.
He started with 14 enterprises under his leadership and half a century later on 26 July 1988, when he
left, Tata & Sons was a conglomerate of 95 enterprises which they either started or in which they had
controlling interest.
He was the trustee of the Sir Dorabji Tata Trust from its inception in 1932 for over half a century. Under
his guidance, this Trust established Asia's first cancer hospital, the Tata Memorial Center for Cancer,
Research and Treatment, in Bombay in 1941. It also founded the Tata Institute of Social Sciences (TISS,
1936), the Tata Institute of Fundamental Research (TIFR, 1945), and the National Center for Performing
Arts.
In 1945, he founded Tata Motors. In 1948, JRD Tata launched Air India International as India's first
international airline. In 1953, the Indian Government appointed JRD Tata as Chairman of Air India and
a director on the Board of Indian Airlines – a position he retained for 25 years. For his crowning
achievements in aviation, he was bestowed with the title of Honorary Air Commodore of India.
JRD Tata cared greatly for his workers. In 1956, he initiated a program of closer 'employee association
with management' to give workers a stronger voice in the affairs of the company. He firmly believed in
employee welfare and espoused the principles of an eight-hour working day, free medical aid, workers'
provident scheme, and workmen's accident compensation schemes,which were later, adopted as
statutory requirements in India. He was also a founding member of the first Governing Body of

111. 111
NCAER, theNational Council of Applied Economic Research in New Delhi,India's first independent
economic policy institute established in 1956. In 1968, he founded Tata Consultancy Services as Tata
Computer Centre. In 1979, Tata Steel instituted a new practice: a worker being deemed to be "at work"
from the moment he leaves home for work till he returns home from work. This made the company
financially liable to the worker for any mishap on the way to and from work. In 1987, he founded Titan
Industries. Jamshedpur was also selected as a UN Global Compact City because of the quality of life,
conditions of sanitation, roads and welfare that were offered by Tata Steel.
Awards and honors
JRD Tata received a number of awards. He was conferred the honorary rank of Group Captain by
the Indian Air Force in 1948, was promoted to the Air Commodore rank (equivalent to Brigadier in
army), and was further promoted on 1 April 1974 to the Air Vice Marshal rank. Several international
awards for aviation were given to him – The Tony Jannus Award in March 1979, the Gold Air Medal of
the Federation Aeronautique International in 1995, the Edward Warner Award of the International Civil
Aviation Organization, Canada in 1986 and the Daniel Guggenheim Award in 1988.[12] He received
the Padma Vibhushan in 1955 . The French Legion of Honor was bestowed on him in 1983. In 1992,
because of his selfless humanitarian endeavors, JRD Tata was awarded India's highest civilian honor,
the Bharat Ratna. In the same year, JRD Tata was also bestowed with the United Nations Population
Award for his crusading endeavors towards initiating and successfully implementing the family planning
movement in India,much before it became an official government policy. In his memory Government of
Maharashtra termed its first double decker bridge as Bharatratne JRD Tata Over-bridge at Kasarwadi
Phata, Pune.
Death
JRD Tata died in Geneva, Switzerland on 29 November 1993 at the age of 89 of a kidney Infection. On
his death, the Indian Parliament was adjourned in his memory – an honor not usually given to persons
who are not members of parliament. He is buried at the Pere Lachaise Cemetery in Paris.

112. 112
Jagson Promotors
Quarter Ending:December 2014
Shareholding belonging to the category : "Promoter and Promoter Group"
No. Name of the Shareholder
Total Shares held Shares pledged or otherwise encumbered
Number
As a % of
grand total
(A) + (B) + (C)
Number
% of Total
shares held
As a % of
grand total
(A) + (B) + (C)
1 Jagdish Pershad Gupta 424,729 2.11
- - -
2 Jagson International Ltd 13,986,866 69.35
- - -
3 Pradeep Gupta 100 0
- - -
4 Ravinder Hora 14,340 0.07
- - -
Total 14,426,035 71.53
- - -

113. 113
Goair
JehangirWadia (Managing Director of GoAir)
Born 6 July 1973
Mumbai, Maharashtra, India
Nationality Indian
Occupation Managing Director of GoAir and Bombay Dyeing
Partner(s) Celina Wadia
Children (Two) Jahangir , Ella
Parents NusliWadia (father)
Maureen Wadia (mother)
Relatives Ness Wadia (brother)
Neville Wadia (grand father)
Dina Jinnah (grand mother)
Muhammad Ali Jinnah (great-grand father)
Maryam Jinnah (great-grand mother)
JehangirWadia(also known as JehWadia) born 6 July 1973 in Mumbai India, is a businessman
belonging to the Wadia family. He is the son of NusliWadia and Maureen Wadia, the great-grandson of
Muhammad Ali Jinnah and younger brother of Ness Wadia.
JehangirWadia did his initial schooling at St. Lawrence's Boarding School in Sanawar and moved to a
boarding school in England to complete his graduation. Jehangir is MSc. from Warwick University,
London.
Jehangir is married to Celina (Australia origin) whom he met at London and have two children Jahangir
and Ella.
JehangirWadia is the managing director of GoAir, a budget airline which he founded in 2004, and of
Bombay Dyeing, a diversified company with interests in Retail, Real Estate, Textiles and PSF.GoAir
and Bombay Dyeing are a part of the conglomerate Wadia Group

114. 114
Jetairways
Chairman's Profile
NareshGoyal, the founder Chairman of Jet Airways, India’s premier international airline, has over 40
years of experience in the Civil Aviation industry.
After graduating in Commerce in 1967, Mr. Goyal joined the travel business with the GSA for Lebanese
International Airlines. From 1967 to 1974, he underwent extensive training in all facets of the travel
business through his association with several foreign airlines. He also travelled overseas extensively on
business during this period.
With the experience, expertise and technical know-how thereby acquired, in May 1974, Mr.
NareshGoyal founded Jetair (Private) Limited with the objective of providing Sales and Marketing
representation to foreign airlines in India. He was involved in the development of traffic patterns, route
structures, operational economics and flight scheduling, all of which has made him an authority in the
world of aviation and travel.
In 1991, as part of the ongoing diversification of his business activities, Mr. Goyal took advantage of the
opening of the Indian economy and the enunciation of the Open Skies Policy by the Government of
India to set up Jet Airways for the operation of scheduled air services on domestic sectors in India. Jet
Airways commenced commercial operations on May 05, 1993.
With his vast experience in the field of aviation, Mr. Goyal has been serving on the prestigious
International Air Transport Association (IATA) Board of Governors from the year 2008 with his tenure
going up to 2013. Mr. Goyal has been further re-elected to the IATA Board of Governors until 2015, at
the IATA AGM last held in Cape Town, South Africa.
Taking advantage of the Government of India’s recent FDI policy, NareshGoyal led Jet Airways was
able to successfully conclude a strategic partner deal with Etihad Airways. Etihad has a 24% equity
stake in Jet Airways. The strategic investment is expected to deliver wide-ranging revenue growth and
cost synergy opportunities for both airlines in the areas of operational synergies and cost savings
including fleet acquisition, maintenance, product development and training.
Mr. Goyal is the recipient of several national and international awards, including:

115. 115
 Entrepreneur of the Year Award for Services’ from Ernst & Young in September 2000.
 ‘Distinguished Alumni Award-2000’ for meritorious and distinguished performance as an
Entrepreneur’ in October 2000.
 ‘Outstanding Asian-Indian’ award for leadership and contribution to the global community given by
the Indian American Centre for Political Awareness in November 2003.
 ‘Aerospace Laurels’ for outstanding contribution in the field of Commercial Air Transport twice, in
April 2000 and February 2004.
 Featured by Business Week as one of the five leaders from India in the July 2005 Asia Edition cover
story- “Stars of Asia - 25 Leaders at The Forefront of Change.”
 The first BML Munjal Award for Excellence in Learning & Development in the Private Sector
category. Mr. Goyal received the award from the Honorable Minister for Civil Aviation, ShriPraful
Patel along with a citation at a special function at Hotel Maurya Sheraton, New Delhi on January 6,
2006.
 Was presented with the first NDTV Profit Business Award 2006 by the honorable Prime Minister,
DrManmohan Singh, on behalf of Jet Airways, at a glittering function at Taj Palace Hotel on July 28,
2006. The award, in the aviation category, is to salute the men and women who fuel India’s journey to
the forefront of the World Economy.
 Accorded the prestigious TATA AIG – Lifetime Achievement Award at the Abacus-TAFI Awards
ceremony organized during the TAFI (Travel Agents’ Federation of India) International Travel
Convention 2007, on Saturday 8th September, 2007 at the SuteraHarbour Resort in Kota Kinabalu,
Malaysia.
 Conferred with the “Travel Entrepreneur of the Year” award at the 19th annual TTG(Travel Trade
Gazette) Travel Awards. The awards were presented at a glittering ceremony and gala dinner on
Thursday 25th October, 2007 at the Sofitel Center Grand, Bangkok.
 Awarded the prestigious “Man of the Year Award” by the Aviation Press Club (APC) at its 30th
Anniversary on Wednesday, April 09, 2008, in Belgium. The Aviation Press Club is an influential club
of Belgian Aviation Journalists.
 Accorded the Business Person of the Year award by UK Trade & Investment at the prestigious India
Business Awards 2008, in Mumbai on September 9th, 2008.
 Honored at the fourth edition of the prestigious CNBC TV18 India Business Leader Awards, in
the ‘Taking India Abroad’award category, at the Taj Lands End, Mumbai on January 22, 2009.
 Voted “International Entrepreneurs of the Year”, along with wife Anita Goyal, Executive Vice
President- Revenue Management and Network Planning, Jet Airways by the readers of Asian Voice, the
highest circulation newspaper among the Asian Community in the UK. Mr. Goyal received the award
from the Rt. Hon Geoff Hoon MP, UK Secretary of State for Transport, at the UK House of Commons
in February 27, 2009.
 Presented with the prestigious Lifetime Achievement Award of the Year by the Travel Agents
Association of India (TAAI) by the Honorable Deputy Chief Minister of Maharashtra,
ShriChhaganBhujbal, to the Chairman of the Jet Airways Group at a glittering ceremony held at the Taj
Land’s End in Mumbai in August 2010.
 NareshGoyal receives prestigious ‘Hall of Fame’ honor from Hotel Investment Forum of India 2011.
The award was presented by the Honorable Minister for Tourism KumariSelja at a glittering ceremony
held in Mumbai, in January 2011.
 In a unique honor, Belgium conferred the “Commandeur of the Order of Leopold II”, one of the
country’s highest civilian distinctions, on Mr. NareshGoyal, Chairman, Jet Airways, for his meritorious
service and efforts to foster business and cultural ties with Belgium. This distinction was conferred on
him by H.E The King of the Belgians in November 2011.
 In October 2012, Amity University NCR region honored Jet Airways and its Chairman, NareshGoyal
with the "Amity Leadership Award for Business Excellence by leveraging Information and
Communications technology in the aviation sector.

116. 116
Mr.JavedAkhtar | Director
Mr. JavedAkhtar, an Indian national has been a Director of the Company since March 1993. Mr. Akhtar holds a
Bachelor of Arts degree. Mr. Akhtar is a well-known poet, lyricist, screenplay and scriptwriter and is a famous
media personality. Mr. Akhtar has won the Film fare Award Fifteen times, and is a five-time National Award
winner for the best lyricist.
Mr.Iftikar
M.Kadri | Director
Mr. Iftikar M. Kadri, an Indian national, has been a Director of the Company since February 2000. Mr.
Kadri holds a Bachelors degree in Engineering from Pune University. He is a member of the Council of
Architecture, New Delhi and a Fellow of the Indian Institute of Architects and a fellow of the Indian
Institute of Interior Design. Mr. Kadri set up his practice as an architect in 1960 and is actively involved
with the problems relating to rebuilding of dilapidated buildings in Mumbai and exploring technological
solutions for mass housing schemes. He was also a member of the Steering Committee appointed by the
Government of Maharashtra to suggest strategies for solving the housing problems of Mumbai. Mr.
Kadri was awarded a citation in 1993 as an Outstanding Architectural Engineer by the Institution of
Engineers in India. He was the Sheriff of Mumbai in 1994. He is also the General Secretary of the
prestigious Nehru Centre in Mumbai.
Mr.AmanMehta | Director
Mr. Aman Mehta, an Indian national, has been a Director of the Company since September 2004. Mr.
Mehta holds a Bachelors degree in Economics from Delhi University. He joined the HSBC group in
1968. He subsequently held several senior positions with the Hong Kong Shanghai Banking Corporation
and was appointed Chief Executive Officer of HSBC Asia Pacific in January 1999, a position he held
until his retirement in December 2003. Mr. Mehta is also a member of the governing board of the Indian
School of Business, Hyderabad. Mr. Mehta serves as an independent director on the boards of several
companies in India as well as in the UK, Hong Kong and Singapore
Mr.GaurangShetty | Director
Mr. GaurangShetty, an Indian national, is a Bachelors in Science with over 32 years experience in the
aviation industry. He joined the Company in 1996 as General Manager - Marketing and was promoted to
Vice President - Marketing in 2004. Currently, at Jet Airways he is Sr. Vice President - Commercial and
is responsible for all commercial activities related to In-flight Services & Customer Services including
Cargo for both domestic and international operations. Prior to joining the Company, he was with British
Airways as its Marketing Manager - South Asia, where he was responsible for passenger marketing,
customer service and cargo. He was appointed as a Director of the Company on May 24, 2012. On the
said date he was also appointed as "Manager" under the provisions of the Companies Act, 1956.

117. 117
Mr.JamesHogan | Director
Mr. James Hogan was appointed as an Additional Director of the Company on 20th November, 2013.
Mr. James Hogan is the President and Chief Executive of Etihad Airways PSJC since September 2006.
He has more than 30 years of travel industry expertise. He is a fellow of the Royal Aeronautical Society
and a former Non-executive Director, member of the Board’s Audit Committee, of Gallaher Plc. In
2010, he served as the Chairman of the Aviation Travel and Tourism Governors at the World Economic
Forum. He currently serves on the Executive Committee of the World Travel and Tourism Council. In
June 2011 he was appointed to the International Air Transport Association (IATA) Board of Governors.
In 2012 he received the CAPA Airline Executive of the Year Award for excellence and leadership.
Mr.JamesRigney | Director
Mr. James Rigney was appointed as an Additional Director on the Board of the Company on 20th
November, 2013. Mr. James Rigney is a Chief Financial Officer of Etihad Airways PSJC since March
2009. Mr. Rigney’s career in aviation has spanned two decades. He joined Etihad Airways from Gulf
Air where he was Head of Corporate Strategy. He is responsible for finance, treasury, information
technology, supply chain and property at Etihad Airways. A chartered accountant, he holds a Bachelor
of Business and an MBA from RMIT University in Melbourne, Australia.
Mr.DineshKumarMittal | Director
Mr. Dinesh Kumar Mittal has done M.Sc in Physics with specialization in Electronics from University
of Allahabad. He has vast experience in various fields ranging from International Trade, Industrial
development Finance, Infrastructure Development to Special Economic Zone. He has served on
Board(s) of Reserve Bank of India, State Bank of India, Exim Bank of India, Life Insurance Corporation
of India IIFCL and IIFCL (UK) and also served as the Managing Director of IL&FS Infrastructure
Development Corporation Limited. He served in the State of Uttar Pradesh Government from 1977 to
1998 and then served as Joint Secretary from 1998 to 2004 and Additional Secretary from 2009 to 2011
in Ministry of Commerce and Industry. He also served as secretary Ministry of Corporate Affairs and
Department of Financial Services ,Govt of india.
Shareholding belonging to the category : "Promoter and Promoter Group"
No. Name of the Shareholder
Total Shares held
Shares pledged or otherwise
encumbered
Number
As a % of
grand total
(A) + (B) +
(C)
Number
% of Total
shares held
As a % of
grand total
(A) + (B) + (C)
1 NareshGoyal 57,933,665 51 - - -
2 Anita NareshGoyal 1,000 0 - - -
Total 57,934,665 51 - - -

118. 118
Air Asia
Tony Fernandes
Tony Fernandes at an Air Asia event
Born 30April1964 (age 50)
Kuala Lumpur, Malaysia
Residence Kuala Lumpur, Malaysia
Education Epsom College
Alma mater London School of Economics
Occupation Group Chief Executive Officer
Director of AirAsia Berhad and founder of Tune Group Sdn
Bhd
Chairman of Queens Park Rangers
Net worth US$ 650 million (2014)
Tan Sri Anthony Francis "Tony" Fernandes, CBE (born 30 April 1964) is a Malaysian entrepreneur.
He is the founder of Tune Air Sdn. Bhd., who introduced the first budget no-frills airline, AirAsia, to
Malaysians with the tagline "Now everyone can fly". Fernandes managed to turn AirAsia, a failing
government-linked commercial airline, into a highly successful budget airlinepublic-listed company. He
has since founded the Tune Group of companies.

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He was also instrumental in lobbying the then-Malaysian Prime Minister, Tun Dr. Mahathir
Mohamad in mid-2003, to propose the idea of open skies agreements with
neighbouring Thailand, Indonesia, and Singapore. As a result, these nations have granted landing rights
to AirAsia and other discount carriers.
As of February 2014, Forbes Asia valued Fernandez' net worth at $650 million, ranking him at number
28 on the Forbes list of Malaysia's Richest.
Early life and education
Fernandes was born in Kuala Lumpur on 30 April 1964 to an Indian father (originally from Goa) and a
mother of Malayali (Kerala) Indian ancestry and mixed Portuguese-Asian descent (Kristang) who had
been raised in Malacca, Malaysia. At a young age, he would follow his mother who
sold Tupperware at Tupperware parties.
He was educated at The Alice Smith School in Kuala Lumpur. Starting at age 12, from 1977 to 1983, he
studied at Epsom College, a boarding school in England. He matriculated to the London School of
Economics and graduated with a degree in accounting.
Career
He worked very briefly with Virgin Atlantic as an auditor, subsequently becoming the financial
controller for Richard Branson's Virgin Records in London from 1987 to 1989.
Fernandes was admitted as Associate Member of the Association of Chartered Certified
Accountants (ACCA) in 1991 and became Fellow Member in 1996. He is currently a member of
the Institute of Chartered Accountants in England and Wales (ICAEW).
Fernandes was formerly a Warner Music executive in Malaysia. He was the South East Asian regional
vice-president for Warner Music Group from 1992 to 2001.
When Time Warner Inc announced its merger with America Online Inc., Fernandes left to pursue his
dream of starting a budget no-frills airline.
In September 2001, Fernandes purchased AirAsia and became its chief executive.
AirAsia
It was through Datuk Pahamin A. Rejab, the former secretary-general of the Malaysian Domestic Trade
and Consumer Affairs Ministry that Fernandes came to meet with then Prime Minister, Tun Dr.
Mahathir Mohamad in October 2001.
Instead of starting from scratch, Mahathir advised Fernandes to buy an existing airline. AirAsia, the
heavily indebted subsidiary of the Malaysian government-ownedconglomerate, DRB-Hicom, was losing
money. Fernandes mortgaged his home and used his personal savings to acquire the company,
comprising two Boeing 737-300 jet aircraft and debts of US$11 million (RM40 million), for
one ringgit (about 26 US cents), and transformed it into an industry player. One year after his takeover,
AirAsia had broken even and cleared all its debts. Its initial public offering (IPO) in November 2004
was oversubscribed by 130 per cent.
Fernandes says his timing was in fact perfect: after 11 September 2001, aircraft leasing costs fell 40%.
Also, airline lay-offs meant experienced staff were readily available. He believed Malaysian travellers
would embrace a cut-rate air service that would save them time and money, especially in a tight
economy. Fernandes estimates about 50 per cent of the travellers on Asia’s budget airlines are first-time
flyers. Before the advent of AirAsia, he estimated that only six per cent of Malaysians had ever travelled
by air.

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Fernandes' biggest achievement was to open up countries within the region to new budget carriers,
which previously did not have open-skies agreements. As a result of Fernandes' lobbying in mid-2003,
Dr Mahathir brought up the idea with leaders from neighboring countries. Those nations subsequently
granted landing rights to AirAsia and other discount carriers.
In Thailand and Indonesia, AirAsia holds a minority stake in the respective local companies. Thai
AirAsia, a joint venture with Shin Corporation, Thailand’s largest telecommunication conglomerate,
took to the skies in Feb 2004 and has to date carried over 1 million passengers in its first year of
operations. PT Awair, re-launched as a low fare airline on 8 December 2004 and subsequently
renamed Indonesia AirAsia, presently serves 5 domestic destinations in Indonesia.
Other ventures
In 2007, Fernandes started a hotel chain, Tune Hotels, based on the no frills concept. It has properties in
Britain, Australia and the Far East.
As of 2013, Fernandes is also involved in a reality TV series: The Apprentice Asia is an Asian reality
game show in which a group of aspiring young businessmen and women compete for the chance to work
with Fernandes, who also serves as the host of the show.
In March 2012, Tony Fernandes served on the International Advisory Board of Global March to
Jerusalem, which aims to "mobilize the international community in solidarity with Palestinians and to
protect Jerusalem." A Joint Statement was issued, signed by the various members of the Board,
including Fernandes.
Caterham Group
Fernandes is the founder of the Caterham F1 Formula One team, which began racing in 2010 as Lotus
Racing and raced in 2011 as Team Lotus. On 2 July 2014, Caterham F1 was sold to a Swiss and Middle
Eastern consortium.
On 16 December 2009, Fernandes accepted a "challenge" from Richard Branson, a fellow airline boss
and the owner of Lotus' fellow F1 newcomers Virgin Racing. The losing team's boss would work on the
winner's airline for a day dressed as a stewardess. Fernandes joked "The sexier the better. Our
passengers will be delighted to be served by a Knight of the Realm, but knowing Richard, the real
challenge will be to prevent him from asking our guests 'coffee, tea or me?' That would be scary." In
addition, the team produced a poster depicting Branson in an Air Asia uniform. However, the date of the
flight was delayed several times: first because of Branson breaking his leg, then because of the royal
wedding, finally because of a fire at the Necker Island. On 19 December 2012, Fernandes announced
that Branson would honor his bet in May 2013. Branson ultimately honoured the bet on 13 May 2013.
Caterham Racing, also created by Fernandes, competes in the GP2 Series.
On 27 April 2011, Fernandes announced that his company had purchased Caterham Cars.
EQ8 is a natural energy drink and the first FMCG product from Fernandes and his business partner
Kamarudin Meranun. EQ8 is also the Official Drink of Caterham F1.
Football
Fernandes is a fan of English club West Ham United and was involved in talks regarding a potential
takeover of the club back in May 2011, at which stage it looked as if he was going to acquire a 51 per
cent stake in the club. Former West Ham chairman Andrew Bernhardt even flew to Kuala Lumpur to try
and finalize the deal, but the two parties failed to agree on the price.[25] It was just one month later when
Fernandez made another offer to buy 51 per cent of the club, although co-owners David Sullivan and
David Gold rejected his bid. Sullivan told the London Evening Standard: "He wanted 51% of the club
for two bob." Sullivan's comments started a war of words on Twitter. "It was a good offer with good

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money and brought in good people," said Fernandes. "Gold and Sullivan can say whatever they want. I
have been a lifelong fan and would have brought good money, good ideas, new people and a new belief.
As for PR stunts. Wow. They are always in the press making huge claims. Were we not supposed to be
in Europe. Now we have been relegated. Two sacked managers. All good players will be sold. No new
training ground which is the most important ingredient I feel. Look at how many injuries we have. And
more investment into the academy."
Tony Fernandes' seat at Loftus Road
On 18 August 2011, just three months after Queens Park Rangers' promotion back to the Premier
League following a 15-year absence, Fernandes was unveiled as their majority shareholder, having
bought Bernie Ecclestone's 66% stake. He was also named as chairman of QPR Holdings Ltd.
Everyone knows I've followed West Ham all my life but I've always had a soft spot for QPR. Rangers
were one of the first teams I watched as a child at Loftus Road. I've always wanted to be involved in
football and the appeal of a London club, like QPR, was too good an opportunity to turn down.
Tony Fernandes, August 2011.
While Neil Warnock remained as the club's manager for their return to the top-flight, a run of eight
Premier League games without a win eventually led to his sacking. Mark Hughes was quickly named as
his replacement, signing a two-and-a-half-year deal in the process. Despite their new manager, QPR's
poor run of form continued, which left them fighting for Premier League survival on the final day of
the 2011-2012 season. Relegation rivals Bolton Wanderers needed a win to have any chance of survival,
but could only muster a draw with Stoke City, meaning QPR were safe, despite losing 3-2 to Manchester
City after Sergio Agüero's injury-time winner - a goal which stole the Premier League title from arch-
rivals Manchester United on goal difference.
Mark Hughes led the club into the 2012-2013 season, but after just four points from 12 games and
without a single win - one of the worst starts in Premier League history - Fernandes gave Hughes his
marching orders. Fernandes hired formerTottenham Hotspur manager Harry Redknapp on 24 November
2012, but even he was unable to solve QPR's problems. Following a goalless draw with relegation rivals
Reading on 28 April 2013, both teams were relegated to theChampionship.
Speaking to the media just one week after Rangers' relegation back to the Championship, Fernandes said
he had been exploited since he took over at Loftus Road. After investing an estimated £50 million into
the club, he said: "I don't think I will be exploited any more. I think I allowed myself to be exploited but
that's my choice. Agents are trying to get the best contracts and there are no two ways about it, I had to
pay premiums. I've seen all of the parts that make football quite - maybe immoral is a strong word - but
they would sell their grandmother to do something. It's all part of the football ecosystem."

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Honors and awards
Honors
Fernandes has been awarded the following honours:
 Given the titles Tan Sri and Dato' Sri by the King of Malaysia
 The Legion of Honor order by the French government
 Named Commander of the Order of the British Empire (CBE) "for services to promote commercial
and educational links" between Malaysia and the United Kingdom.
Awards
Fernandes has received several awards for his achievements:
 International Herald Tribune Award for the "Visionaries & Leadership Series", for his outstanding
work in AirAsia;
 "Malaysian CEO of the Year 2003" in December 2003; so far awarded to only nine other recipients
in the country, by American Express and Business Times. The award was an initiative to recognize
entrepreneurial and managerial expertise and performance among leaders of Malaysian corporations.
 Named the joint winner of the CEO of the Year 2003 award by American Express Corporate
Services and Business Times.
 "Emerging Entrepreneur of the Year" in the Ernst & Young "Entrepreneur Of The Year Awards" in
2003;
 Made the list of Business Week's "25 Stars of Asia" in 2005.
 Malaysian Ernst & Young "Entrepreneur of the Year 2006"
 "Excellence In Leadership - Asia Pacific Leadership Awards 2009"
 2010 Forbes Asia businessman of the year
 2011 No. 52, in Fast Company Top 100 Most Creative People in Business.
 "Brand Builder of the Year" 2014 at the World Branding Awards, for his work in building the
AirAsia brand

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Ryanair
Michael O'Leary (businessman)
Michael O'Leary
Born Michael Kevin O'Leary[1]
20 March 1961 (age 53)
Mullingar, County Westmeath, Ireland
Residence Delvin, County Westmeath
Nationality Irish
Education Clongowes Wood College
Alma mater Trinity College, Dublin
Occupation Businessman
Known for Chief executive officer of Ryanair
Spouse(s) Anita Farrell
Children 4

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Parent(s) Ted and Ger O'Leary
Michael Kevin O'Leary is an Irish businessman and the chief executive officer of the Irish
airline Ryanair. He is one of Ireland's wealthiest businessmen.
Early life
Michael O'Leary was born 20 March 1961, the second in a family of six, inKanturk in County Cork. He
was educated at Clongowes Wood College,County Kildare. In 1979 he began a four-year Bachelor in
Economic and Social Studies programme at Trinity College Dublin. He graduated from Trinity and then
worked as a trainee with Stokes Kennedy Crowley (later known as KPMG), studying the Irish tax
system. He left after two years in 1985, setting up profitable newsagents in Walkinstown and Terenure,
Dublin.
While at Stokes Kennedy Crowley, O'Leary met Tony Ryan, head of GPA (Guinness Peat Aviation, a
leasing company). Ryan was one of the firm's clients and O'Leary advised Ryan on his personal income
tax affairs. In 1987, he then hired O'Leary as his personal financial and tax advisor, where Ryan's main
interest was in GPA. Ryanair was established around this time and originally followed a traditional
business model, but quickly began to lose money. Subsequently O'Leary was sent to the USA to study
the novel Southwest Airlines business model.
Ryanaircareer
O'Leary was deputy chief executive of Ryanair between 1991 and 1994 and was promoted to chief
executive of Ryanair in January 1994. Under O'Leary's management, Ryanair further developed the low-
cost model originated by Southwest Airlines. O'Leary may have described the inauguration of the
ancillary revenue movement during a 2001 interview in The Sunday Times."The other airlines are
asking how they can put up fares. We are asking how we could get rid of them." The business model
envisioned by O'Leary uses receipts from on board shopping, internet gaming, car hire and hotel
bookings to replace the ticket revenue from selling airline seats. Savings are also made by negotiating
discounts with airports for reduced landing fees. In many cases, regional airports have made no charges
so as to secure flights that bring passengers and wealth into their area.
The deregulation of Ireland's major airports and a transformation of traditional full-service airlines are
among his demands.
He claims he was approached to front the BBC's version of The Apprentice but declined as it was "too
much of a distraction".
In August 2014, O'Leary unveiled plans to develop a Ryanair Israel to operate extensive flights to and
from Israel and a large network of European cities. The plans include the establishment of a large hub in
Israel.
Controversyand reputation
O'Leary has a reputation for loose talk in the airline industry and among its regulators. Many press
articles have often described him as arrogant, and prone to making comments which he later
contradicts. He has been extravagantly outspoken in his public statements, sometimes resorting to
personal attacks and foul language. His abrasive management style, ruthless pursuit of cost-cutting and
his explicitly hostile attitude towards corporate competitors, airport authorities, governments, unions and
customers has become a hallmark.He was reported to have been aggressive and hostile in dealings with
a woman who was awarded free flights for life in 1988. In 2007, he was forced to retract a claim that
Ryanair had cut emissions of carbon dioxide by half over the previous five years; the claim should have

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been that emissions 'per passenger' had been cut by half. O'Leary has been reported to have
impersonated a journalist in an attempt to find information passed on to a newspaper following a safety
incident on a Ryanair flight. On occasion he has apologised for personal attacks under threat of legal
action. He has been criticized by a judge for lying, who said he was lucky not to be found guilty of
contempt of court.In a press conference discussing Ryanair's planned intercontinental
service RyanAtlantic, O'Leary jokingly described the airline's planned business class travel experience
as featuring "whores and rum". In 2002 he said that his company is against any long-haul transatlantic
services, stating that:
The low-cost model only really works for short-haul flights If we started flying farther afield, we'd have
to do something stupid like introducing what I call a 'rich class' to make it pay.
However more than a decade later, in 2013 he said, while at the Paris Air Show, that he wanted to sell
cheap flights from the U.S. to Europe for as low as 10 euros ($13) or $10, if conditions were right. He
said that he needed a fleet of at least 30 twin-aisle aircraft and access to ports (e.g. major U.S. and
European cities, in the airline industry there are so called slots or sometimes gates, often regulated by
law, and without obtaining them it is impossible to have regular service to airports). Despite his claims
in 2002, there were so called budget airliners in the past – for example Laker Airways flights from
London to New York in the late 1970s or long-hauls at budget-fares on other continents like AirAsiaX
in Malaysia and the Australian Jetstar Group.
Reacting to the decision to close European airspace in April 2010 over worries about the ash plume
from an erupting Icelandic volcano he said "there was no ash cloud. It was mythical. It's become evident
the airspace closure was completely unnecessary." Scientists later concluded that serious structural
damage to aircraft could have occurred if passenger planes had continued to fly.[34]
In May 2014 O'Leary was highly critical of a 24-hour strike by Aer Lingus cabin crew, staged on 30
May 2014. Aer Lingus, whose biggest shareholder is O'Leary's company Ryanair, had to cancel 200
flights and disrupt travel plans for 200,000 people. O'Leary accused Aer Lingus of "mismanagement" of
its employee relations, called for the sacking of a board member, and said the striking employees should
be punished by having their discount travel incentives withdrawn for a year.§Registration of private car
as taxi
Main article: O'Leary Cabs
Michael O'Leary's personalMercedes-Benz S500, operated byO'Leary Cabs and complete with "for hire"
roof bar
In 2004 he purchased a taxi plate for his Mercedes-Benz S-Class, to enable it to be classified as a taxi so
that he could legally make use of Dublin's bus lanes to speed up his car journeys around the city. A press
report suggested that since he was stopped driving his own taxi, he has employed a driver with full PSV
license. In 2005 the Irish transport minister expressed concern at this abuse by O'Leary and others.

126. 126
Personallife
O'Leary lives in Gigginstown House near Delvin in County Westmeath. He married Anita Farrell in
2003, and they have 4 children.
He breeds Aberdeen Angus cattle and horses at his Gigginstown House Studin County Westmeath. In
2006, his horse War of Attrition won the Cheltenham Gold Cup. O'Leary has also been a Manchester
City supporter since an early age and notably wore a Manchester City shirt when unveiling Ryanair's
new destinations to and from Manchester Airport in 2011.
In February 2015 he revealed in an interview in the Sun Newspaper that he was offered and turned
down, for family reasons, the starring role in The Apprentice reality game show before it was offered to
and accepted by Alan Sugar
David Bonderman (Chairman).
David Bonderman has served as a director since August 1996 and has served as the chairman of the
Board of Directors since December 1996. In 1992, Mr. Bonderman co-founded TPG (formerly known as
Texas Pacific Group), a private equity investment firm. He currently serves as an officer and director of
the general partner and manager of TPG. Mr. Bonderman is also an officer, director and shareholder of
1996 Air G.P. Inc., which owns shares of Ryanair. He also serves on the boards of directors of the
following public companies: CoStar Group, Inc. and General Motors Company and is a U.S. citizen. 103

127. 127
Michael Horgan (Director). Michael Horgan has served as a director since January 2001. A former
Chief Pilot of Aer Lingus, he has acted as a consultant to a number of international airlines, civil
aviation authorities, the European Commission and the European Bank for Reconstruction and
Development. Mr. Horgan is the Chairman of the Company‘s Air Safety Committee and is an Irish
citizen.
Charles McCreevy (Director). Charles McCreevy has served as a director since May 2010. Mr.
McCreevy has previously served as EU Commissioner for Internal Markets and Services (2004-2010)
and has held positions in several Irish Government Ministerial Offices, including Minister for Finance
(1997-2004), Minister for Tourism & Trade (1993-1994) and Minister for Social Welfare (1992-1993)
and is an Irish citizen.
Declan McKeon (Director). Declan McKeon has served as a director since May 2010. Mr. McKeon is
a former audit partner of PricewaterhouseCoopers and continues to act as a consultant to
PricewaterhouseCoopers. He is currently a director, chairman of the audit committee, and a member of
the compensation committee of Icon plc and is an Irish citizen.
Kyran McLaughlin (Director). Kyran McLaughlin has served as a director since January 2001, and is
also Deputy Chairman and Head of Capital Markets at Davy Stockbrokers. Mr. McLaughlin also
advised Ryanair during its initial flotation on the Dublin and NASDAQ stock markets in 1997. Mr.
McLaughlin serves on the Board of Directors of Elan Corporation plc, and he also serves as a director of
a number of other Irish private companies and is an Irish citizen.
R.A. (Dick) Milliken (Director).Dick Milliken has served as a director of Ryanair since July 2013. Mr.
Milliken is a former CFO of the Almac Group and CEO Lamont plc. A qualified Chartered Accountant,
Mr. Milliken serves as a director of Bank of Ireland Mortgage Bank, NI Science Park Foundation and a
number of private companies. Mr. Milliken is a graduate of Queens University Belfast, a Fellow of the
Institute of Chartered Accountants in Ireland and former Council member and is a British citizen.
Michael O‟Leary (Executive Director). Michael O‘Leary has served as a director of Ryanair since
1988 and a director of Ryanair Holdings since July 1996. Mr. O‘Leary was appointed chief executive
officer of Ryanair in 1994 and is an Irish citizen.
Julie O‟Neill (Director). Julie O‘Neill has served as a director of Ryanair since December 2012. Ms.
O‘Neill served as Secretary General of the Department of Transport, Ireland from 2002 to 2009 and, in a
career that spanned 37 years in the Irish public service, worked in strategic policy development and
implementation in eight Government Departments. She is now an independent strategic management
consultant and serves as a director of the Sustainable Energy Authority of Ireland and the Irish Museum
of Modern Art. She also chairs the audit committee of Trinity College Dublin and is an Irish citizen.
James Osborne (Director). James Osborne has served as a director of Ryanair Holdings since August
1996, and has been a director of Ryanair since April 1995. Mr. Osborne is a former managing partner of
A & L Goodbody Solicitors. He is also a former Chairman of Independent News and Media plc and a
director of James Hardie Industries NV. He also serves as a director of a number of Irish private
companies and is an Irish citizen.
Louise Phelan (Director). Louise Phelan has served as a director of Ryanair since December 2012. Ms.
Phelan is currently serving as VP for PayPal Global Operations Europe Middle East and Africa leading
1,800 people in Dublin, Dundalk and Berlin. Louise has been part of PayPal since 2006 and prior to this
she was a member of the Senior Management team for GE Money, a division of General Electric (GE),
which specialises in small ticket lending for a client base comprising both consumers and commercial
customers. Louise is also a member of the Board of the American Chamber of Commerce and a member
of the Dublin Chamber of Commerce, CCMA Ireland, the Women‘s Executive Network (WXN)

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9.South west
Gary C. Kelly is the chief executive officer and chairman of Southwest Airlines. He first joined the
company in 1986 as Controller. In 1989, Gary was promoted to Chief Financial Officer and Vice
President of Finance. In 2001, he was promoted to Executive Vice President. Kelly spent 3 years in this
role until he was promoted to his current position as CEO and vice chairman in 2004 replacing James
Parker who succeeded Herb Kelleher in 2001. He received a Bachelor of Business Administration in
accounting from The University of Texas at Austin and is a Certified Public Accountant.
Kelly was named Chairman of the Board of Directors of Southwest Airlines on May 21, 2008, replacing
co-founderHerb Kelleher. Gary Kelly also became president of Southwest Airlines the same year,
replacing Colleen Barrett when her contract expired on July 15, 2008.
Kelly was named one of the best CEOs in America for 2008, 2009 and 2010 by Institutional Investor
magazine and serves on the President's Council of Jobs and Competitivenessnavigationsearch.

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Colleen Barrett
Receiving the Tony Jannus Award in 2007
President Emerita of Southwest Airlines
In office
2001–2008
Personal details
Born
September 14, 1944
Bellows Falls, Vermont
Spouse(s) Divorced
Colleen Barrett (born 14 September 1944, Bellows Falls, Vermont) is the President Emerita and
Corporate Secretary of Southwest Airlines. She joined Southwest in 1978, having previously worked for
several years as founder Herb Kelleher's executive assistant at his law firm.[1] She has served as

130. 130
Secretary of the Corporation, as Vice President Administration from 1986 through 1990, and Executive
Vice President from 1990 through 2001. Barrett has been consistently named and recognized as one of
the most powerful American businesswomen. In October, 2007, she received the Tony Jannus Award for
distinguished achievement in commercial air transportation.
Barrett stepped down as President and Corporate Secretary of Southwest, effective July 16, 2008, but
will remain an employee of the corporation through July 2013.
Education
 Becker Junior College, 1964 - Worcester, Massachusetts
Herbert "Herb" David Kelleher (born March 12, 1931) is the co-founder, Chairman Emeritus, and
former CEO of Southwest Airlines (based in the United States).
Early life and career
Kelleher was born in Camden, New Jersey on March 12, 1931 and raised in Audubon, New Jersey,
where he graduated from Haddon Heights High School. He has a bachelor's degree from Wesleyan
University where he was an Olin Scholar and where his major was English and his minor Philosophy,
and a Juris Doctor from New York University where he was a Root-Tilden Scholar.[2] At Wesleyan he
was a member of Delta Kappa Epsilon fraternity. He is married to the former Joan Negley and they have
four children.
Career
The Kellehers moved to Texas intending to start a law firm or a business. Kelleher and one of his law
clients, Texas businessman Rollin King, created the concept that later became Southwest Airlines on a
cocktail napkin in a San Antonio, Texas restaurant. From its birth in 1971 — after overcoming a year's
worth of legal challenges from competitors who tried to keep it grounded — Southwest succeeded by a
strategy of offering low fares to its passengers, eliminating unnecessary services, and avoiding the "hub-
and-spoke" scheduling system used by other airlines in favor of building traffic in such secondary
airports as Albany, Chicago-Midway (instead of Chicago-O'Hare) and Orange County.
During his tenure as CEO of Southwest, Kelleher's colorful personality created a corporate culture
which made Southwest employees well known for taking themselves lightly—often singing in-flight
announcements to the tune of popular theme songs—but their jobs seriously. How different the company
culture is can be seen in an arm-wrestling event in March 1992. Shortly after Southwest started using the
"Just Plane Smart" motto, Stevens Aviation, who had been using "Plane Smart" for their motto,
threatened a trademark lawsuit, which was resolved between Herb Kelleher and Stevens Aviation CEO
Kurt Herwald in an arm-wrestling match, now known as "Malice in Dallas". Southwest has never had an
in-flight fatality. Southwest is consistently named among the top five Most Admired Corporations in
America in Fortune magazine's annual poll. Fortune has also called him perhaps the best CEO in
America. Kelleher was inducted into the Junior Achievement U.S. Business Hall of Fame in 2004.
On July 19, 2007, Southwest Airlines announced that Kelleher would step down from the role of
Chairman and resign from the board of directors in May 2008, though he would remain a full-time
employee for another five years.[5] Kelleher ultimately stepped down as chairman on May 21, 2008.
Immediately following, Southwest Airlines named current CEO, Gary C. Kelly the new Chairman of the
Board of Directors.

131. 131
In July 2010 Kelleher was appointed Chair of the Federal Reserve Bank of Dallas board of directors for
2011. Kelleher's term expired in 2013. Previously, he had served as Deputy Chair.
Awards
Tony Jannus Award for outstanding leadership in the commercial aviation industry, 1993.
 Bower Award for Business Leadership, 2003.
 L. Welch Pogue Award for Lifetime Achievement in Aviation, 2005.
 Charles Lindbergh Award for Excellence in aviation, 2006. Smithsonian Air and Space Museum,
Washington.
Herbert D. Kelleher
Herb Kelleher at the 2007 Tony Jannus Awards
Born March 12, 1931 (age 84)
Alma mater
Wesleyan University
New York University
Known for Founder of Southwest

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Rollin King
Rollin W. King (April 10, 1931 – June 26, 2014) was a US businessman and investment consultant. He
is best-known as the founder and former director of Southwest Airlines.
Background
King moved to Texas in 1962. He had received an M.B.A. from Harvard University and was working as
an investment consultant. In 1964 he made his initial foray into airplane transportation, buying a local
air charter company. During that time he watched with interest the growing market share of one of the
nation's oldest low-cost air carriers, Pacific Southwest Airlines, and became determined to create a
similar operation in Texas.
Southwest Airlines
King's involvement with Southwest Airlines dates from 15 March 1967, when he and Herb Kelleher
incorporated the Air Southwest Company in Texas, with the stated intention of flying only to points
within that state. Kelleher believed that by staying within Texas, the airline could avoid federal
regulation. However, three airlines with bases in Texas launched legal action to keep the startup
company from initiating operations, so it did not begin operations until 18 June 1971. King had hired
Kelleher to provide legal representation for the nascent operation. From 1968 until 1970 King was
responsible for recruiting a board of directors, writing the business plan, and raising the money
necessary to fund the company's activities aimed at becoming certified by the State of Texas to provide
airline service between Dallas, Houston and San Antonio.
Lamar Muse joined the company on 1 January 1971, being named President (King remained as a
company director), and the company changed its name to Southwest Airlines on 28 March of that year.
Muse began hiring pilots and arranging for aircraft purchases.
After SouthwestAirlines
King remained in the Southwest Airlines management, and was a member of the board of directors until
2006. He also served on the executive committee and audit committee during that time. In 1991 King
was asked to participate in an effort to restore a Panama-owned airline, Air Panamá International. He
was named Vice Chairman and Chief Executive of the reworked company, which had been renamed Air
Panama International. However, by 1993 it was evident that the effort was unsuccessful, and no flights
were made by the company.
King left Southwest Airlines in 2006, after which he engaged in executive education and consulting as
the principal of Rollin King Associates from 1989 until his retirement at the end of 1995. During his
later years he was principally engaged in private investments.
King died in Dallas, Texas on June 26, 2014. His funeral was attended by Gary C. Kelly, the chief
executive officer of Southwest Airlines, as well as other company representatives.

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Easy jet
1. John Barton
Non-Executive ChairmanJohn (1944) was appointed to the Boardof easyJet as Chairman on 1 May
2013.He is also Chairman of Next plc andCatlin Group Limited (the internationalinsurance
underwriters).John has also served as Chairman ofCable and Wireless Worldwide plc, Brit
Holdings plc, Wellington Underwriting plcand was previously Senior IndependentDirector of WHSmith
plc andHammerson plc. He was also theChief Executive of the insurance brokerJIB Group plc from
1984 to 1997. AfterJIB’s merger with Lloyd Thomson in 1997,he became Chairman of the
combinedgroup, Jardine Lloyd Thompson Groupplc, until 2001.John is a chartered accountant and
receivedan MBA from Strathclyde University.
2. Charles Gurassa
Non-Executive Deputy Chairman andSenior Independent DirectorCharles (1956) was appointed to
theBoard of easyJet as an independentNon-Executive Director on 27 June 2011and became Deputy
Chairman and SeniorIndependent Director on 1 September2011. Charles is the Chairman of the
Remuneration, Nominations and FleetGovernance and Oversight Committees.He is currently Non-
Executive Chairmanof Tragus, Genesis Housing Associationand NetNames.Charles’ career has been
primarily in thetravel, tourism and leisure industries ina number of senior positions includingChief
Executive of Thomson Travel GroupPlc, Executive Chairman TUI NorthernEurope and Director of
Passenger andCargo at British Airways. Previously hewas Non-Executive Chairman ofLOVEFiLM,
Phones4U, Virgin Mobile plc,Alamo/National Rent a Car, 7Days,Parthenon Entertainment and has
beena Senior Independent Director of MerlinEntertainments, a Non-Executive Directorat Whitbread plc
and an advisory Boardmember of Alpitour.Charles is Deputy Chairman of theNational Trust, Chairman
of National TrustEnterprises Ltd and a former member ofthe University of York Development Board.
3. Carolyn McCallOBE
Chief ExecutiveCarolyn (1961) joined easyJet on 1 July 2010as Chief Executive and was appointed to
the Board of easyJet. Prior to this, she wasChief Executive of Guardian Media Group.She was a Non-
Executive Directorof Lloyds TSB from 2008 to 2009,Non-Executive Director of Tesco PLCfrom 2005
to 2008 and Non-ExecutiveDirector of New Look from 1999 to 2005.She was Chair of Opportunity
Now and aformer President of Women in Advertisingand Communications London (WACL).Carolyn
was awarded the OBE forservices to women in business in 2008.In April 2008, she was named Veuve
Clicquot Business Woman of the Year. Carolyn graduated from Kent University with a BA in History
and Politics andfrom London University with a Mastersin Politics.
4. Chris Kennedy
Chief Financial OfficerChris (1964) joined easyJet on 1 July2010 in the position of Chief
FinancialOfficer and was appointed to theBoard of easyJet.After graduating from Cambridge witha
degree in Engineering, Chris worked inAudit and Consultancy before a two yearstint as a venture
capitalist and banker.In 1993 Chris joined EMI Music where heworked both in the UK and the
US,covering a variety of roles including UKChief Financial Officer, European ChiefOperating Officer
and International ChiefFinancial Officer. In early 2008 he joinedthe EMI Music Board as Chief
FinancialOfficer and then Chief Investment Officer.

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5. Adèle Anderson
Independent Non-Executive DirectorAdèle (1965) was appointed to the Boardof easyJet on 1 September
2011. Until July2011, Adèle was a partner in KPMG andheld roles including Chief Financial Officerof
KPMG UK, Chief Executive Officer ofKPMG’s captive insurer and ChiefFinancial Officer of KPMG
Europe. Adèleis also a Non-Executive Director of IntuProperties plc where she chairs the
AuditCommittee, a member of the Board ofTrustees of both Save the Children UKand Save the Children
International andchair of the Audit Committee of Save theChildren International.
Adèle graduated from Kent Universitywith BSc Hons in Mathematics andComputer Science.
6. David Bennett
Independent Non-Executive DirectorDavid (1962) was appointed to the Boardof easyJet on 1 October
2005 and isChairman of the Audit and FinanceCommittees. He is currently Chairmanof Homeserve
Membership Ltd and aNon-Executive Director of Bank of Ireland(UK), Pacnet Ltd, Jerrold Holdings
Ltd andCheshire Mortgage Corporation Ltd.David has had a long career in thefinancial services sector
and was bothGroup Finance Director and Group ChiefExecutive of Alliance & Leicester plc untilits sale
to Santander in 2008. David hasalso held a number of senior positions inAbbey National, Alliance &
Leicester,Cheltenham & Gloucester, Lloyds TSBand the National Bank of New Zealand.
7. John Browett
Independent Non-Executive DirectorJohn (1963) was appointed to the Board of easyJet on 27
September 2007. He iscurrently Chief Executive Officer ofMonsoon Accessorize and was previously
Senior Vice President of Retailat Apple Inc. Prior to joining Apple in2012, John was Chief Executive
Officerof Dixons Retail plc for four years andalso held a number of Executive Directorpositions at
Tesco PLC, includingOperations Development Director, GroupStrategy Director and running
Tesco.comfrom 2000 to 2004 where he wasresponsible for formulating and deliveringits strategy from
launch to profitability.Between 1993 and 1998, John was at theBoston Consulting Group.
John is a graduate of CambridgeUniversity and Wharton Business School.
8. ProfessorRigas Doganis
Independent Non-Executive DirectorRigas (1939) was appointed to the Board of easyJet on 1 December
2005. Rigas isan aviation consultant and strategyadviser to airlines, airports, banks and
governments around the world and isChairman of the Safety Committee. He isChairman of the
European Aviation Clubin Brussels.He is a former Chairman and CEO ofOlympic Airways and was
formerly aNon-Executive Director of SouthAfrican Airways.Rigas was Professor and Head of the Air
Transport Department at CranfieldUniversity and is still a Visiting Professorthere. He is also the author
of books onaviation economics and management.
9. Keith Hamill OBE
Independent Non-Executive DirectorKeith (1952) was appointed to the Boardof easyJet on 1 March
2009. He hasconsiderable experience as a Director of listed companies and is currently aNon-Executive
Director of SamsoniteInternational SA and Max Property Grouplc as well as being Chairman of a
numberof private equity financed companies. He was previously Chairman of Go, priorto its acquisition
by easyJet in 2002,and Travelodge. He was Chairman of Tullett Prebon, Collins Stewart, HeathLambert
and the Council of The Universityof Nottingham and a Non-Executive Director of Electro components
and Cadmus Communications Corp. Hewas Finance Director of WH Smith,
Forte and United Distillers and a partnerin Price Waterhouse (from 1986 to 1988).Keith is a Fellow of
the Institute of Chartered Accountants.

135. 135
7. 9.
8. 10.
3. 5.
4. 6.
10. Andy Martin
Independent Non-Executive DirectorAndy (1960) was appointed to the Boardof easyJet on 1 September
2011. He iscurrently Group Chief OperatingOfficer-Europe, UK and Japan forCompass Group
PLC.Prior to joining the Compass Group in2004, as Group Finance Director, Andy
was a partner with Arthur Andersen and held senior financial positions with FortePLC and Granada
Group PLC. Followingthe disposal of the Hotels Division in2001, Andy joined First Choice
HolidaysPLC (now TUI Travel PLC) as GroupFinance Director.Andy graduated from Manchester
University with a BA in Economics and isa member of the Institute of CharteredAccountants of England
& Wales.

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1.Indigo
Accidents and incidents
On 11 January 2011, Flight 333, piloted by Captain Parminder Kaur Gulati, landed nose-first at Goa
International Airport, damaging the landing gear and putting the aircraft at risk of disintegration. Prior to
the landing, the captain had caused the aircraft to descend too steeply, against the recommendations of
aircraft manufacturer Airbus. It was later discovered that the captain used forged papers to obtain an air
transport pilot license (ATPL), after failing the test as many as seven times. She had also flown the
return flight back to New Delhi when the aircraft's systems showed problems with the landing gear.

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3.Air India
Accidents and incidents
1950s
 On 3 November 1950 Air India Flight 245 a Lockheed L-749 Constellation (name Malabar
Princess' and registered VT-CQP) carrying 48 people (40 passengers and 8 crew), flying on the
Bombay-Cairo-Geneva-London route, crashed on Mont Blanc, France, killing all on board.
 On 11 April 1955 Kashmir Princess a Lockheed L-749A Constellation registered (VT-DEP)
carrying 19 people (11 passengers and 8 crew) wasbombed in midair, killing 16 of the 19 on board.
 On 19 July 1959 Rani of Aera a Lockheed L-1049G Super Constellation (registered VT-DIN)
carrying 46 people (39 passengers and 7 crew) approached Santacruz Airport in conditions of poor
visibility due to rain. The captain was using an altimeter with the barometric pressure set at 29.92".
An overshoot was delayed and the aircraft crashed and suffered damage beyond repair. There were
no fatalities.
The Air India Memorial in Toronto, Canada dedicated to the victims of Air India Flight 182
1960s
 On 24 January 1966 Air India Flight 101 a Boeing 707-420 (name Kanchenjunga and registered
VT-DMN) carrying 117 people (106 passengers and 11 crew) crashed on Mont Blanc, France, on
the border between France and Italy, killing all on board. Among the dead was the noted Indian
scientist, Homi J. Bhabha.
1970s
 On 25 December 1974, Air India Flight 105, a Boeing 747-237B, was en route between Beirut
(BEY), Lebanon and Roma-Fiumicino Airport (FCO), Italy when it was hijacked by a 31-year old

138. 138
male passenger. The crew was able to subdue the hijacker, who was handed over to Italian police
officers after landing. Flight AI 105 was a scheduled service from Bombay-Santacruz Airport
(BOM), India to New York-JFK (JFK), USA with en route stops at Beirut, Rome and Paris.
 On 1 January 1978 Air India Flight 855 a Boeing 747-237B (name Emperor Ashoka and registered
VT-EBD) crashed into the Arabian Sea after takeoff from Sahar International Airport
(now Chhatrapati Shivaji International Airport) in Mumbai, killing all on board (213 persons; 190
passengers, 23 crew).
1980s
 On 21 June 1982 Air India Flight 403 a Boeing 707-420 (named Gouri Shankar and registered VT-
DJJ) carrying 99 passengers and 12 crew from Sultan Abdul Aziz Shah Airport, Malaysia
via Madras (now Chennai) crashed at Sahar International Airport after a heavy landing during a
rainstorm. The fuselage exploded after starting a late go-around. Two crew members and 15
passengers were killed.
 On 23 June 1985 Air India Flight 182 a Boeing 747-237B (named Emperor Kanishka and registered
VT-EFO) was blown up in mid-air, mid-flight by a suitcase-bomb planted by Babbar Khalsa
Terrorists allegedly as revenge for the Indian Government's operation on the Golden Temple on June
1984. The flight was on the first leg on its Montreal-London-Delhi-Bombay flight when it exploded
off the coast of Cork, Ireland. The plane crashed into the Atlantic Ocean. All 307 passengers and 22
crew on board died.[115] After this incident Air India suspended all services to Montreal.
1990s
 On 7 May 1990 Air India Flight 132 a Boeing 747-237B (named Emperor Vikramaditya and
registered VT-EBO) flying on the London-Delhi-Bombay route and carrying 215 people (195
passengers and 20 crew) touched down at Delhi's Indira Gandhi International Airport after a flight
from London's Heathrow Airport. On application of reverse thrust, a failure of the no. 1 engine
pylon to wing attachment caused this engine to tilt nose down. Hot exhaustion gases caused a fire on
the left wing. There were no fatalities but the aircraft was damaged beyond repair and written off.

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5.Issues of jet airways
Incidents and accidents
 1 July 2007, Jet Airways Flight 3307, an ATR 72-212A (registered VT-JCE) which was flying
on the Bhopal - Indore route was involved in an incident which was caused by a storm. There
were no fatalities amongst the 45 passengers and four crew onboard; the aircraft suffered
damage beyond repair.
 Controversies
Issues with US authorities
It took Jet Airways more than two years to get the necessary clearances from US authorities to fly to
the United States. The US State Department gave the go-ahead on 15 November 2006. Jet was
initially expected to begin service to Newark via Brussels in June 2005 but a problem arose in
March 2005, when the airline submitted an application to the US Department of Transportation.
Nancy Heckerman, CEO of US company Jet Airways Inc. based in Bethesda, Maryland, opposed
the application in letters to the Transportation Department alleging trademark infringement. Though
the litigation is still unresolved, the Department of Transportation concluded it was not a reason to
prevent Jet from flying to the U.S.
Jet Airways was originally set up as a subsidiary of Tailwinds, an Isle of Man-based holding
company designed as a tax shelter, whose sole shareholder was Naresh Goyal, the airline's non-
resident Indian (NRI) founder and chairman. Initially, both Gulf Air and Kuwait Airways had
acquired minority stakes in the airline. However, the Government of India subsequently decreed that
foreign airlines would not be allowed to own any shares in any Indian airline (though other foreign
entities and individuals could still acquire or own minority stakes in Indian carriers.
As a result of this ruling, Gulf Air and Kuwait Airways sold their stakes to Naresh Goyal, who then
became the airline's sole shareholder. Jet Airways floated a minority stake of around 20% on
the Bombay Stock Exchange in 2005 to enable it to reduce the debt that had been accumulated since
its inception as well as to fund its fleet expansion programmer, including the acquisition of a fleet of
new Airbus A330 and Boeing 777 long-haul wide-bodied jets to operate new long-range services,
primarily to Europe and North America. This resulted in a reduction of Tailwind's stake in the
airline to just below 80%. According to the company's articles of association, the bulk of Naresh
Goyal's shares in Tailwinds are held on behalf of several other individuals who all seem to be
resident citizens of India. While Indian government officials have been satisfied that these
arrangements do not compromise Jet Airways' status as an Indian-owned airline that is effectively
controlled by Indian citizens, they were viewed as "problematic" by the American authorities.
British contractor controversy
Another controversy arose when Asmin Tariq, a contractor who was working for the airline as a
security agent at Heathrow Airport (and was subsequently made a member of staff when the airline
decided to bring its London-based security operation in-house), became implicated in the foiled
terror plot of 10 August 2006 to blow up over several weeks up to ten transatlantic airliners
belonging to three different US airlines in mid-air on their way from London to New York, Newark
and Los Angeles. Asmin Tariq had been arrested along with the other 20+ suspects and is now] in
British police custody. In addition, he has been suspended from duty by Jet Airways. When asked
how such a person could have been employed by the airline in a position demanding extreme
confidence and trust, Jet Airways defended its conduct by saying that the person was a UK passport
holder who had passed the stringent security requirements of BAA, Heathrow's owner and operator.
They also said that under UK employment legislation, the company was obliged to offer any

140. 140
permanent appointments to former contractors once the contract that formed the basis of their
original employment had been terminated.
August 2014 investigation
In August 2014, two pilots were suspended after a plane carrying 280 passengers dropped 5000 feet.
Indian air regulators issued an investigation on the situation. The plane was en route from Mumbai
to Brussels. The captain was in "controlled rest" which is permitted under aviation laws. The co-
pilot, responsible for the flying the aircraft while the captain was sleeping, "claims she was busy on
her iPad and didn't notice the plane had lost altitude."

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CSR activities
Airasia
a) Eradicating hunger, poverty and malnutrition, promoting preventive health care and sanitation and
making available safe drinking water;
b) Promoting education, including special education and employment enhancing vocation skills
especially among children, women, elderly, and the differently abled and livelihood enhancement
projects;
c) Promoting gender equality, empowering women, setting up homes and hostels for women and
orphans; setting up old age homes, day care centers and such other facilities for senior citizens and
measures for reducing inequalities faced by socially and economically backward groups;
d) Ensuring environmental sustainability, ecological balance, protection of flora and fauna, animal
welfare, agro forestry, conservation of natural resources and maintaining quality of soil, air and water ;
e) Protection of national heritage, art and culture including restoration of building and sites of historical
importance and works of art; setting up public libraries; promotion and development of traditional art
and handicrafts;
f) Measures for the benefit of armed forces veterans, war widows and their dependents;
g) Training to promote rural sports, national recognizedsports, Paralympics sports and Olympic sports;
Page 2 of 10 h) Contribution to the Prime Minister’s National Relief Fund or any other fund set up by
the Central Government for socio- economic development and relief and welfare of the Scheduled
Castes, the Scheduled Tribes, other backward classes, minorities and women;
i) Contributions and funds provided to technology incubators located within academic
institutions which are approved by the Central Government.
j) Rural Development Projects.
Explanations: The above activities must be interpreted liberally so as to capture the
essence of the subjects enumerated in the said clause and are broad-based and
intended to cover a wide range of activities.

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Jet Airways (India) Ltd.
Corporate SocialResponsibility (CSR)(From Annual Report)
Since 1997, the Company has been running an in-flight collection programmer called ‘Magic Box’ on its
domestic flights. The collections help finance the numerous projects run by Save The Children India
which include pre-schools for the urban slum children and a special care center for the mentally
challenged and hearing impaired. As every year, on the occasion of Children’s day, the Company
organized “Flights of Fantasy” for approximately 100 underprivileged children giving them a chance to
experience the world of aviation, which is both an informative and educational experience.
To support Non Government Organizations working primarily for the up-liftmen and empowerment of
underprivileged women, the Company organized an in-flight fund raising drive on the occasion of
International Women’s Day. The Company celebrated the Joy Of Giving Week 2011 by inviting 180
underprivileged tribal children for an educational trip to its hangar.
Corporate SocialResponsibility (CSR)(From Website)
Community Services
Jet Airways commenced its operations in May 1993. It is an airline that has pioneered concepts like
Through-Check-in, City Check-in, Web and Kiosk check-in, SMS check-in, automated tickets at travel
agency locations, e-ticketing, JetMobile and the unique five-tier frequent flier programmer JetPrivilege
in India.
As an Indian Corporate Body, Jet Airways also recognizes its responsibility to the Society and Nation.
Consequently, in 1998 Jet Airways launched its Yellow Rose campaign. People are like roses, and like
the flower they require friendship, warmth and caring. Jet Airways has striven not only to extend these
qualities to its passengers, but also to the country in times of crises or calamities.
Blood Donation Camp
Jet Airways, India's premier international airline will organize a blood donation camp on Friday, May
09, 2008 from 1230 hours to 1700 hours at the Jet Airways Ahmedabad City Office in association with
Prathama Blood Centre. The Staff and Management of Jet Airways will participate in this noble cause.
Relief efforts in Jammu & Kashmir
Jet Airways launched its inflight collection programmer the 'Magic Box' in association with the NGO
Save the Children India (STCI) on January 7, 1997 for relief efforts in the aftermath of the earthquake in
Jammu & Kashmir.
Relief efforts in the aftermath of the Tsunami
The trail of death and destruction that the Tsunami Disaster left across South and South East Asia on
December 26, 2004 is unparalleled in the annals of modern world history. In India, Tamil Nadu,
Pondicherry, Andhra Pradesh, Kerala and the Andaman & Nicobar Islands, which bore the brunt of the
killer waves, thousands have died and still many others have been uprooted from homes and livelihood.
Relief Efforts for the Gujarat Earthquake

143. 143
The January 2001 earthquake in Gujarat was a catastrophe of enormous proportions. The devastation
besides leaving thousands dead or injured also uprooted many. Jet Airways set up 750 temporary
shelters for over 700 families of Ramvav village in Rapar Taluka of Kutch district in the quake-
devastated Gujarat as part of a massive rehabilitation programme.
Magic Box - Contribution to Osmanabad and Kargil
Jet Airways launched its inflight collection programme the 'Magic Box' in association with the NGO
Save the Children India (STCI) on January 7, 1997.
Eco-friendly Napkin Cords on Première Class
Jet Airways has engaged the services of Shraddha Charitable Trust - a registered NGO who train and
provide post school vocation to their mentally challenged and autistic young wards.
Magic Box -Jet Airways' In-flight Collection Programme
Jet Airways launched its in-flight collection programme the 'Magic Box' in association with the NGO
Save the Children India (STCI) on January 7, 1997. This fund-raising programmer for STCI is unique to
Jet Airways, and is implemented on all its flights in the airline's domestic network, thereby allowing its
guests to participate in this noble cause.
Other Activities
Every year, Jet Airways, together with various NGOs organizes one or two "Flights of Fantasy" for the
underprivileged children. Under this unique initiative, children belonging to underprivileged sections of
Society are initiated into the world of aviation through special dream flights. Together with NGOs,
corporate partners are also involved. Jet Airways has conducted several such flights at Mumbai and
Chennai.

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3.External Environment
Directorate General of Civil Aviation
नागरविमाननमहाननदेशालय
Directorate General of Civil Aviation, India
Agency overview
Headquarters New Delhi, India
28°34′58.56″N 77°12′47.12″E
Minister
responsible
Pashupati Ashok Ganpathi Raju, Indian Politician., Minister of
Civil Aviation
Agency
executive
M. Sathyavathi, Director General
Child
agencies
Airports Authority of India
Air India
Pawan Hans
Website Official website
The Directorate General of Civil Aviation (DGCA) is the Indian governmental regulatory body for
civil aviation under the Ministry of Civil Aviation. This directorate investigates aviation accidents and
incidents. It is headquartered along Sri Aurobindo Marg, opposite Safdarjung Airport, in New
Delhi. The Government of India is planning to replace the organisation with a Civil Aviation Authority
(CAA), modelled on the lines of the American Federal Aviation Administration (FAA).

145. 145
Vision
Endeavour to promote safe and efficient Air Transportation through regulation and proactive safety
oversight system.
Departments
These are classified and divided into the following:
1. Administration Directorate.
2. Aerodrome Standards Directorate.
3. Air Safety Directorate.
4. Air Transport Directorate.
5. Airworthiness Directorate.
6. Flight Standard Directorate.
7. Information & Regulation Directorate.
8. Aircraft Engineering Directorate.
9. Directorate Of Flight Crew Licensing.
10.Training Section.
11.F.G. Section.
12.Medical Section.
Regionaloffices
DGCA has fourteen Regional Airworthiness Offices (RAO) at Delhi, Mumbai, Chennai, Kolkata,
Bangalore, Hyderabad, Cochin, Bhopal, Lucknow, Patna, Bhubaneswar, Kanpur, Guwahati and Patiala.
It has also five Regional Air Safety offices located at Delhi, Mumbai, Chennai, Kolkata and Hyderabad.
It has a Regional Research and Development Office located at Bangalore and a Gliding Centre at Pune.
Civil Aviation Authority
The CAA has been envisaged as an autonomous regulatory body which will replace the DGCA and will
meet standards set by the UN's International Civil Aviation Organization (ICAO). The CAA will have
separate departments to deal with safety, economic regulation and grievance resolution, as well as a full-
fledged environment department. It will also have an independent accident investigation bureau. The
Authority will also have the autonomy to recruit staff. Currently, the DGCA is understaffed and does not
have any recruitment powers. The CAA will have administrative and financial powers similar to those of
the American FAA. These powers will redefine the regulator's role and better equip it to face the
challenges of the growing Aviation sector in the country. Employees working with DGCA will be
transferred to the CAA.
The estimated cost of establishing the new Authority would be around Rs. 112 crore. The CAA would
be self-financing and have a separate fund called the 'Civil Aviation Authority of India Fund' that would
finance its entire expenses. It would have a Chairperson, a Director General and 7-9 members appointed
by the Central Government. These members will be qualified in the fields of aviation safety, aircraft
engineering, flight standard operations, aerodromes, air navigation systems and air space management.

146. 146
Air accident investigation
Previously the DGCA conducted investigations and gave information to the investigations established
by the Court of Inquiry and the Committee Inquiry. A separate investigative agency was established to
comply with the Standards And Recommended Practices (SARPs) of the International Civil Aviation
Organisation (ICAO). Therefore the Aircraft Accident Investigation Bureau (AAIB) was established in
2011.
Aviation security
In January 1978 the Bureau of Civil Aviation Security (BCAS) was established as a department of the
DGCA. As a result of the 1985 bombing of Air India Flight 182, on 1 April 1987 the BCAS became an
independent agency of the Ministry of Civil Aviation.

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Chapter:4
Financials
1.Indigo

148. 148

149. 149

150. 150
2.spicejet

151. 151

152. 152
3.GoAir

153. 153

154. 154
4.air india
Balance sheet
(Rs crore)
Mar ' 09 Mar ' 08 Mar ' 07 Mar ' 06 Mar ' 05
Sources of funds
Owner's fund
Equity share capital 145.00 145.00 153.84 153.84 153.84
Share application money - - - - -
Preference share capital - - - - -
Reserves & surplus 63.35 5,668.13 -261.97 185.96 171.12
Loan funds
Secured loans 2,365.95 2,891.75 1,846.69 1,243.24 565.95
Unsecured loans 28,542.07 15,521.65 5,818.41 2,378.67 695.74
Total 31,116.37 24,226.53 7,556.97 3,961.71 1,586.65
Uses of funds
Fixed assets
Gross block 24,329.40 18,654.56 6,471.27 7,109.88 7,121.60
Less : revaluation reserve - - - - -
Less : accumulated depreciation 1,838.05 760.12 4,366.85 4,914.43 4,641.18
Net block 22,491.35 17,894.44 2,104.42 2,195.45 2,480.42
Capital work-in-progress 5,011.37 3,972.63 2,994.75 1,185.33 21.91
Investments 123.18 90.12 90.70 87.02 58.26
Net current assets
Current assets, loans & advances 8,746.02 7,478.95 4,386.48 3,164.77 2,116.88
Less : current liabilities & provisions 5,255.55 5,209.61 2,019.38 2,670.86 3,090.82
Total net current assets 3,490.47 2,269.34 2,367.10 493.91 -973.94
Miscellaneous expenses not written - - - - -
Total 31,116.37 24,226.53 7,556.97 3,961.71 1,586.65
Notes:
Book value of unquoted investments 122.42 89.36 90.05 - -
Market value of quoted investments 43.03 47.07 36.78 - -
Contingent liabilities 25,918.42 26,340.93 25,994.75 - -
Number of equity sharesoutstanding (Lacs) 1450.00 1450.00 1538.36 1538.36 1538.36

155. 155
5.Jet airways
Balance Sheet of Jet Airways ------------------- in Rs. Cr. -------------------
Mar '14 Mar '13 Mar '12 Mar '11 Mar '10
12 mths 12 mths 12 mths 12 mths 12 mths
Sources Of Funds
Total Share Capital 113.60 86.33 86.33 86.33 86.33
Equity Share Capital 113.60 86.33 86.33 86.33 86.33
Share Application Money 0.00 0.00 0.00 0.00 0.00
Preference Share Capital 0.00 0.00 0.00 0.00 0.00
Reserves -2,341.37 -428.86 -625.78 750.37 740.68
Networth -2,227.77 -342.53 -539.45 836.70 827.01
Secured Loans 2,508.99 2,930.06 3,528.89 4,510.45 3,973.68
Unsecured Loans 6,076.80 5,891.13 7,338.86 8,969.94 9,923.30
Total Debt 8,585.79 8,821.19 10,867.75 13,480.39 13,896.98
Total Liabilities 6,358.02 8,478.66 10,328.30 14,317.09 14,723.99
Mar '14 Mar '13 Mar '12 Mar '11 Mar '10
12 mths 12 mths 12 mths 12 mths 12 mths
Application Of Funds
Gross Block 15,709.86 16,132.64 18,875.72 17,940.46 17,932.75
Less: Revaluation Reserves 0.00 0.00 1,720.31 1,767.64 1,814.97

156. 156
Less: Accum. Depreciation 6,074.90 5,355.60 5,093.27 4,324.65 3,502.83
Net Block 9,634.96 10,777.04 12,062.14 11,848.17 12,614.95
Capital Work in Progress 0.00 0.00 242.05 348.91 299.60
Investments 1,641.21 1,646.01 1,645.96 1,725.09 1,745.00
Inventories 803.76 786.67 778.35 711.18 584.79
Sundry Debtors 1,209.22 1,184.58 1,266.44 965.77 810.77
Cash and Bank Balance 1,145.41 837.07 47.85 141.20 100.72
Total Current Assets 3,158.39 2,808.32 2,092.64 1,818.15 1,496.28
Loans and Advances 3,934.56 3,523.18 2,666.03 3,688.64 1,613.81
Fixed Deposits 0.00 0.00 450.03 446.51 672.11
Total CA, Loans & Advances 7,092.95 6,331.50 5,208.70 5,953.30 3,782.20
Deferred Credit 0.00 0.00 0.00 0.00 0.00
Current Liabilities 11,657.31 10,045.58 8,651.90 5,371.49 3,573.55
Provisions 353.79 230.31 178.65 186.89 144.21
Total CL & Provisions 12,011.10 10,275.89 8,830.55 5,558.38 3,717.76
Net Current Assets -4,918.15 -3,944.39 -3,621.85 394.92 64.44
Miscellaneous Expenses 0.00 0.00 0.00 0.00 0.00
Total Assets 6,358.02 8,478.66 10,328.30 14,317.09 14,723.99
Contingent Liabilities 41,685.72 17,666.20 16,453.51 13,928.42 14,656.19
Book Value (Rs) -196.11 -39.67 -62.48 96.91 95.79

157. 157
Operating Profit & OPM
Operating Profit gives an indication of the current operational profitability of the business and allows a
comparison of profitability between different companies after removing out expenses that can obscure
how the company is really performing.
Interest cost depends on the management's choice of financing, tax can vary widely depending on
acquisitions and losses in prior years, and depreciation and amortization policies may differ from
company to company.

158. 158
6.airasia
For the year ended 31 December
(RM million, unless otherwise stated) 2009 2010 2011 2012 2013
Revenue 3,133 3,948 4,495 4,946 5,112
Net total expenses 2,220 2,881 3,326 3,919 4,101
Operating profit 913 1,067 1,163 1,027 1,011
Profit before taxation 622 1,099 777 963 361
Taxation -116 -38 -222 -173 1
Net profit 506 1,061 555 790 362
Balance SHEET
Deposit, cash and bank balances 746 1,505 2,105 2,233 1,380
Total assets 11,398 13,240 13,906 15,729 17,856
Net debt (Total debt - Total cash) 6,862 6,352 5,676 6,177 8,790
Shareholders' equity 2,621 3,641 4,036 4,860 5,001
Cash flowStatements
Cash flow from operating activities 784 1,594 1,404 1,324 961
Cash flow from investing activites -1,777 -1,868 -487 -1,905 -2,518
Cash flow from financing activites 1,591 1,031 -300 733 508
Net cash flow 598 757 617 152 -1,049
consolidate financial performance (%)
Return on total assets 4.4 8.0 4.0 5.0 2.0
Return on shareholders' equity 19.3 29.1 13.8 16.3 7.2
R.O.C.E. (EBIT/(Net Debt + Equity)) 9.6 10.7 12.0 9.3 7.3
Operating profit margin 29.1 27.0 26.0 20.8 19.8
Net profit margin 16.2 26.9 12.3 16.0 7.1
consolidated operating statics
Passengers carried 14,253,244 16,054,738 17,986,558 19,678,57621,853,036
Capacity 19,016,280 20,616,12022,474,620 24,751,80027,307,980
Load factor (%) 75 78 80 80 80
RPK (million) 16,890 18,499 21,037 22,731 25,333
ASK (million) 22,159 24,362 26,074 28,379 31,582
Aircraft utilization (hours per day) 12.0 12.2 12.3 12.3 12.1
Average fare (RM) 168 177 184 166
Yield revenue per ASK (sen) 14.1 16.2 17.2 17.4 16.2
Cost per ASK (sen) 10.0 11.8 12.8 13.8 13.0
Cost per ASK - excluding fuel (sen) 5.8 6.9 6.0 7.6 7.4
Yield revenue per ASK (USc) 4.02 5.03 5.63 5.66 5.11
Cost per ASK (USc) 2.85 3.67 4.17 4.48 4.10
Cost per ASK - excluding fuel (USc) 1.66 2.13 1.962. 47 2.34
Number of stages 105,646 114,534 124,853 137,510 151,709
Average stage length (km) 1,166 1,184 1,162 1,148 1,144
Size of fleet at year end (Malaysia) 48 53 57 64 72
Size of fleet at year end (Group) 84 90 97 118 143
Number of employees at year end 4,597 4,702 5,137 5,644 6,089
Percentage revenue via internet (%) 76 77 78 79 85
RM-USD average exchange rate 3.52 3.22 3.06 3.08 3.17

159. 159
7. Jagson
Balance Sheet of Jagson Airlines ------------------- in Rs. Cr. -------------------
Mar
'13
Mar '12 Mar '11 Mar '10 Mar '09
12
mths
12 mths 12 mths 12 mths 12 mths
Sources Of Funds
Total Share Capital 20.17 20.17 20.17 20.17 20.17
Equity Share Capital 20.17 20.17 20.17 20.17 20.17
Share Application Money 0.00 0.00 0.00 0.00 0.00
Preference Share Capital 0.00 0.00 0.00 0.00 0.00
Reserves
-
14.06
-12.56 -22.01 -13.56 -7.83
Networth 6.11 7.61 -1.84 6.61 12.34
Secured Loans 0.00 0.00 7.60 10.50 13.54
Unsecured Loans 0.00 0.90 32.80 26.39 0.00
Total Debt 0.00 0.90 40.40 36.89 13.54
Total Liabilities 6.11 8.51 38.56 43.50 25.88
Mar
'13
Mar '12 Mar '11 Mar '10 Mar '09
12
mths
12 mths 12 mths 12 mths 12 mths
Application Of Funds
Gross Block 12.65 12.58 52.64 52.14 51.11
Less: Revaluation Reserves 0.00 0.00 0.00 0.00 0.00
Less: Accum. Depreciation 6.60 6.00 15.54 12.67 9.87
Net Block 6.05 6.58 37.10 39.47 41.24
Capital Work in Progress 0.00 0.00 0.00 0.00 0.00
Investments 0.00 2.68 0.00 3.50 0.02
Inventories 0.00 0.00 0.75 0.73 0.78
Sundry Debtors 1.88 1.87 3.45 2.86 7.15
Cash and Bank Balance 0.47 0.51 0.81 0.28 2.89
Total Current Assets 2.35 2.38 5.01 3.87 10.82
Loans and Advances 0.62 0.40 4.79 2.35 1.97
Fixed Deposits 0.00 0.00 0.00 0.13 0.31
Total CA, Loans & Advances 2.97 2.78 9.80 6.35 13.10

160. 160
Deferred Credit 0.00 0.00 0.00 0.00 0.00
Current Liabilities 2.79 3.41 11.76 9.68 32.80
Provisions 0.12 0.12 0.11 0.10 0.10
Total CL & Provisions 2.91 3.53 11.87 9.78 32.90
Net Current Assets 0.06 -0.75 -2.07 -3.43 -19.80
Miscellaneous Expenses 0.00 0.00 3.54 3.95 4.42
Total Assets 6.11 8.51 38.57 43.49 25.88
Contingent Liabilities 0.00 0.00 0.00 0.00 0.00
Book Value (Rs) 3.03 3.77 -0.91 3.27 6.12
Jagson Airlines Ltd. (JAGSONAIRLINES) - Profit And Loss
Figures in Rscrore 2010 2009 2008
Income
Sales Turnover 11.30 7.22 14.18
Excise Duty 0.00 0.00 0.00
Net Sales 11.30 7.22 14.18
Other Income 0.41 0.34 0.83
Stock Adjustments 0.00 0.00 0.00
Total Income 11.71 7.56 15.01
Expenditure
Raw Materials 0.00 0.00 0.00
Power & Fuel Cost 1.90 1.02 0.24
Employee Cost 4.70 3.35 3.37
Other Manufacturing Expenses 2.49 1.17 7.39
Selling and Administration Expenses 3.84 2.21 3.90
Miscellaneous Expenses 0.67 0.73 0.79
less: Pre-operative Expenses Capitalized 0.00 0.00 0.00
Total Expenditure 13.60 8.48 15.69
Operating Profit -1.89 -0.92 -0.68

161. 161
Interest 1.70 2.03 0.21
Gross Profit -3.59 -2.95 -0.89
Depreciation 2.79 2.68 2.56
Profit Before Tax -6.38 -5.63 -3.45
Tax -0.64 1.46 2.72
Net Profit -5.74 -7.09 -6.17
Jagson Airlines Ltd. (JAGSONAIRLINES) - Profit And Loss
Figures in Rscrore 2013 2012 2011
Income
Sales Turnover 0.00 0.00 9.72
Excise Duty 0.00 0.00 0.00
Net Sales 0.00 0.00 9.72
Other Income 0.49 17.99 1.07
Stock Adjustments 0.00 0.00 0.00
Total Income 0.49 17.99 10.79
Expenditure
Raw Materials 0.00 0.00 0.00
Power & Fuel Cost 0.02 0.04 2.34
Employee Cost 0.63 1.45 3.91
Other Manufacturing Expenses 0.14 0.65 1.94
Selling and Administration Expenses 0.39 4.07 5.12
Miscellaneous Expenses 0.17 7.23 0.78
less: Pre-operative Expenses Capitalized 0.00 0.00 0.00
Total Expenditure 1.35 13.44 14.09
Operating Profit -0.86 4.56 -3.30
Interest 0.01 0.68 1.62

162. 162
Gross Profit -0.87 3.88 -4.92
Depreciation 0.63 1.94 2.87
Profit Before Tax -1.50 1.94 -7.79
Tax 0.00 0.00 0.65
Net Profit -1.50 1.94 -8.44
Jagson Airlines Ltd. (JAGSONAIRLINES) - Cash Flow
Figures in Rscrore 2013 2012 2011
Opening Cash & Cash Equivalents 0.51 0.81 0.40
Net Cash From Operating Activities -1.75 1.82 -6.10
Net Cash Used In/from Investing Activities 1.71 -2.12 6.51
Net Cash Used In/from Financing Activities 0.00 0.00 0.00
Net (decrease)/increase In Cash and
Cash Equivalents
-0.04 -0.30 0.41
Closing Cash & Cash Equivalents 0.47 0.51 0.81
Jagson Airlines Ltd. (JAGSONAIRLINES) – Ratios
Figures in Rscrore 2013 2012 2011
Debt-Equity Ratio 0.07 7.16 16.20
Current Ratio 0.89 0.82 0.28
Asset turnover ratio 0.00 0.00 0.19
Inventory turnover ratio 0.00 0.00 13.14
Debtors turnover ratio 0.00 0.00 3.08
Interest Coverage ratio -149.00 -12.54 -3.81
Operating Margin (%) 0.00 0.00 -33.95
Net Profit Margin (%) 0.00 0.00 -86.83
Return on Capital Employed (%) 0.00 -24.63 0.00
Return on Net Worth (%) 0.00 -65.88 0.00

163. 163
8.Ryanair
SELECTED OPERATING AND OTHER DATA
The following tables set forth certain operating data of Ryanair for each of the fiscal years
shown. Such data are derived from the Company‘s consolidated financial statements prepared
in accordance with IFRS and certain other data, and are not audited. For definitions of the
terms used in this table, see the Glossary in Appendix A. Fiscal Year ended March 31,

164. 164
(i)Year ended March 31, 2012 excludes a one off release of ticket sales revenue of €65.3 million. See
reconciliation of profit to adjusted profit for the year on pages 8 and 9.

165. 165

166. 166
Key Statistics
Scheduled
passengers
79.3m 75.8m +5%
Year-end Fleet 305 294 +4%
Average staff 9,059 8,438 +7%
Passengers per staff
member (avg.)
8,753 8,983 -3%

167. 167
9.South west
Currency in
Millions of US Dollars
As of:
Dec 31
2011
Restated
Dec 31
2012
Dec 31
2013
Dec 31
2014
Revenues 14,893.0 16,253.0 16,885.0 17,833.0
Other Revenues 765.0 835.0 814.0 772.0
TOTAL REVENUES 15,658.0 17,088.0 17,699.0 18,605.0
Cost Of Goods Sold 12,237.0 13,399.0 13,342.0 13,111.0
GROSS PROFIT 3,421.0 3,689.0 4,357.0 5,494.0
Selling General & Admin Expenses, Total 237.0 223.0 208.0 207.0
Depreciation & Amortization, Total 715.0 844.0 867.0 938.0
Other Operating Expenses 1,642.0 1,816.0 1,918.0 1,998.0
OTHER OPERATING EXPENSES, TOTAL 2,594.0 2,883.0 2,993.0 3,143.0
OPERATING INCOME 827.0 806.0 1,364.0 2,351.0
Interest Expense -182.0 -126.0 -107.0 -107.0
Interest And Investment Income 10.0 7.0 6.0 7.0
NET INTEREST EXPENSE -172.0 -119.0 -101.0 -100.0
Other Non-Operating Income (Expenses) -198.0 181.0 32.0 -309.0
EBT, EXCLUDING UNUSUAL ITEMS 457.0 868.0 1,295.0 1,942.0
Merger & Restructuring Charges -134.0 -183.0 -86.0 -126.0
EBT, INCLUDING UNUSUAL ITEMS 323.0 685.0 1,209.0 1,816.0
Income Tax Expense 145.0 264.0 455.0 680.0
Earnings From Continuing Operations 178.0 421.0 754.0 1,136.0
NET INCOME 178.0 421.0 754.0 1,136.0
NET INCOME TO COMMON INCLUDING EXTRA ITEMS 178.0 421.0 754.0 1,136.0
NET INCOME TO COMMON EXCLUDING EXTRA ITEMS 178.0 421.0 754.0 1,136.0

168. 168
10.Easyjet

169. 169

170. 170
Chapter 5
Mergers & Acquisitons
With the merger announcement of US Airways and American last week, I thought I’d take a look back
at some of the other major airline mergers of the past 15 years or so and what they have meant for the
industry in general.
Domestic
The domestic airline industry in the US has been rife with mergers and takeovers in the past decade or
so, trundling along a path toward consolidation while still maintaining some fierce competition among
the major players.
1997 – ValuJet purchases AirTran
In July 1997, ValuJet announced plans to acquire Airways Corporation, Inc., the holding company for
AirTran Airways. The deal closed in November of that year. The new entity held onto the AirTran
name, with their hub remaining in Atlanta.
American took over TWA in 2001.
2001 – American acquires TWA
With financial problems underfoot at TWA, American made a move and acquired the airline’s sizeable
assets (estimated value was approximately $2 billion) in April 2001. TWA filed for its third bankruptcy
the next day and flew its last flight as TWO on December 1, 2001.
2005 – America West acquires US Airways
Already facing financial difficulties and a failed takeover bid from United, the terrorist attacks of
September 11 led to especially difficult financial straits for US Air – the largest carrier out of
Washington National at the time. The airline filed for bankruptcy in 2002 and in 2003 began to explore a
possible merger. Finding no takers, US Air again filed for bankruptcy in 2004 and the next year,
America West initiated a merger of the two airlines, taking US Air out of bankruptcy and maintaining
the US Airways name.

171. 171
US Airways’ last merger was with America West.
2005-2009 – Republic Airways Holdings acquires Shuttle America (2005), Midwest Airlines
(2009), Frontier Airlines (2009)
Between 2005 and 2009, Republic Airways Holdings made a move on several largely regional carriers
including Shuttle America, Midwest Airlines and Frontier Airlines. In 2012, Midwest and Frontier were
merged into a single airline, keeping the Frontier name.
2008 – Southwest purchases ATA Airlines
Following an April 2008 bankruptcy filing by ATA (formerly known as American Trans Air),
Southwest purchased the airline and all of its assets for $7.5 million.
The Delta Northwest merger created the world’s largest airline at the
time.
2008-2010 – Delta merges with Northwest Airlines
Approved in October 2008, the merger of Delta and Northwest created the world’s largest airline at the
time. The integration of the two was finally completed in January 2010, maintaining both the Delta
name and Atlanta headquarters.
2010-2012 – Continental merges with United Airlines
Delta’s status as the world’s largest airline would not last long. In May 2010, just a few months after the
Delta/Northwest merger was complete, Continental and United announced that they would be joining
forces. A deal that closed in October of that year. The new airline, operating under the United name,
overtook Delta as the world’s largest airline by passenger traffic in 2011.

172. 172
2013 – US Airways and American Airlines Merge
As I’ve covered extensively over the past few months, the latest mega-merger was just announced last
week – with US Airways putting up the cash to bring a struggling American Airlines out of bankruptcy
in a deal that is expected to close later this year and create a new winner in the “world’s largest airline”
battle. The new company will operate as American Airlines.
The American US Airways news is only the latest in a
string of high-profile airline mergers.
2013 – Delta purchases a stake in Virgin Atlantic
In December 2012, Delta announced plans to buy 49% of Richard Branson’s airline at a cost of $360
million, a stake previously owned by Singapore Airlines. The deal opens up connections for Delta
between the U.S. and U.K. – previously, for example, Delta only had three daily flights between NYC
and London (this deal will expand that number to nine), while American Airlines and British Airways
have a combined 14.
International
Of course, it’s not just US airlines that have been playing the merger game, lately. Several large
international airlines have been poaching their competitors and partners to create consolidated carriers
all over the world.
2000 – Air Canada acquires Canadian Airlines
Following years of financial difficulties and overall performance issues, Canada’s second largest airline
(Canadian Airlines) was purchased by the country’s top airline (Air Canada). Several other offers had
been previously rejected, including a competing bid from American Airlines.
2004 – Air France merges with KLM Royal Dutch Airlines
In September 2003, Dutch carrier KLM and French carrier Air France announced a merger plan that
would see them join forces under a new parent company, Air France / KLM. The deal was approved in
February 2004 and the two airlines continue to operate as separate entities with hubs in Paris (Charles de
Gaulle) and Amsterdam (Schiphol).

173. 173
2005-2009 – Lufthansa purchases Swiss Air (2005), Austrian Airlines (2008), BMI (2009, sold to
British Airways in 2011)
From 2005 through 2009, Lufthansa made a move on several smaller European carriers, acquiring Swiss
Air, Austrian Airlines and BMI (which they subsequently sold to British Air in 2011) in separate deals.
Lufthansa also purchased 19% of U.S. carrier Jetblue in 2007.
2006 – Cathay Pacific purchases Dragonair
In September 2006, Cathay Pacific (already an 18% owner of Dragonair) completed its purchase of
Dragonair, continuing to operate it as a separate albeit downsized regional entity.
2006-2009 – Air Berlin acquires dba (2006), LTU (2007), LGW (2007), Belair (2009) and flyNiki
(2011)
In 2006, having recently become Germany’s second largest airline, Air Berlin began a series of
acquisition of several regional airlines that included German carriers dba (2006 – though brand was
discontinued in 2008), LTU (2007 – brand discontinued in 2009) and LGW (2007), in addition to Swiss
airline Belair (2009) and Austrian carrier flyNiki (2011).
2010 – Caribbean Airlines acquires Air Jamaica
In December 2009, the Prime Minister of Jamaica initially approached Caribbean Airlines to discuss a
possible merger, and a deal was completed in May 2010. The government of Jamaica maintained a 16%
share in the new company.
2010 – Avianca and Taca merge
Columbia’s Avianca and El Salvador’s Taca Airlines announced their merger in February 2010. The
deal is expected to be completed during the first half of 2013, and will operate under the Avianca name
with headquarters in Bogota.
2012 – LAN merges with TAM
In 2012, Chilean-based carrier LAN entered into a merger agreement with Brazil’s TAM Airlines – a
deal that was completed in June 2012. Headquarters for the new LATAM Airlines remain in Chile.
2013 – Ryanair attempts Aer Lingus takeover

174. 174
Dublin-based Ryanair, Europe’s largest budget airline by number of passengers, recently made its third
attempt to take over Ireland’s flagship carrier Aer Lingus with a $942 million offer. It appears, however,
that the attempt will be blocked for the third time by the European Commission, who fears that the deal
would leave the country too dependent on one airline.
Future Mergers?
Starting an airline is an expensive proposition – let alone continuing to operate and maintain it, so it’s no
wonder that with so many variables from oil prices, economic slumps, foreign wars, jetsetting tastes and
more, that airlines fall into financial straits all the time, making them prime targets for takeovers and
buyouts.
So with all these mergers, are we bound to see a lot more in the future? Will we eventually just have one
or two major airlines in each market? I don’t think so – the world is a big place and there are plenty of
routes to fly, hubs to operate out of and competition from carriers both foreign and domestic to keep
things interesting.
That said, I do think there is room for a few more mergers out there. I’m not going to play the prediction
game, but one that wouldn’t surprise me (though it would be a long way off) would be a takeover of
Alaska Airlines by Delta.
The two have been partners for years, and recently merged many operations up and down the west coast
through codesharing and tightening up international and domestic connections. I wouldn’t be surprised if
Delta put a bid in on Alaska since the two already cooperate on routes and frequent flyer programs and
taking over Alaska’s network would give Delta an extremely competitive edge on the entire US West
Coast.
In terms of foreign carriers, I think we’re bound to see something happen with Iberia in the near future
since the airline just cannot seem to kick its financial woes – perhaps British Airways will spin it off to
another European carrier.
I also wouldn’t be surprised in the Middle East carriers – Emirates, Etihad and Qatar – get into the
merger game either with one another or perhaps by taking over an airline in another region of the world
like the South Pacific (I’m thinking Virgin Pacific, operating out of Australia) or one of the European
airlines to expand its reach farther west.
This is all (fun!) speculation at this point, but the bottom line is, even though we’ve seen several major
mergers that have pared down the overall number of airlines operating in the world, I don’t think we’ve
seen the end of industry consolidation by a long shot.