1. Air India was founded in 1932 as Tata Airlines and became a public company called Air India in 1946. It was nationalized in 1953.
2. Over the decades, Air India expanded its international and domestic routes and became India's largest airline. It merged with Indian Airlines in 2007.
3. Today, Air India has an extensive worldwide route network and continues to be wholly owned by the Government of India.
This document provides an overview of aviation in India including:
1. India's aviation industry has grown significantly with the entry of private carriers and low-cost airlines, increasing domestic air travel.
2. Major domestic airlines in India include Indigo, Go Air, SpiceJet, and Jet Airways. Low-cost carriers like Indigo have helped make air travel more affordable and accessible.
3. Aviation has helped develop India's economy by supporting tourism and making it easier for people to travel within the country.
How Airlines industry was started in india and global wide, 4P's, 4C's, leading airlines in india and abroad, swot analysis, pest analysis, Economic reforms, Covid impact, Liberalization, National civil aviation policy, budget of Indian airlines 2021-22.
The document discusses various aspects of aviation and airline operations, including:
1. It defines low-cost carriers and their business model of offering low fares in exchange for reduced passenger services. Several Indian low-cost carriers are mentioned.
2. It summarizes the key parts of an aircraft including the fuselage, wings, tail, and control surfaces. It also describes basic communication systems on board.
3. It outlines safety equipment required on flights and procedures for aircraft evacuation on land and water. Cabin crew responsibilities include ensuring passenger safety and welfare.
1) The document discusses the partnership between Air India and Virgin Airways from 1999-2001, where Virgin Airways agreed to fly 3 flights per week on the Delhi-London route under a codeshare agreement with Air India.
2) However, Virgin Airways was only able to operate 2 flights per week due to restrictions from Air India and issues gaining approval for additional flights.
3) By late 2001, Virgin Airways wanted to terminate its agreement with Air India unless it was allowed to increase flights to 3 per week, as it was struggling financially with only 2 flights.
This document discusses various aspects of the aviation industry, including:
1. It defines low-cost carriers and lists some major low-cost airlines in India such as IndiGo, SpiceJet, and JetLite.
2. It describes key parts of an aircraft like the fuselage, wings, cockpit, and communication systems.
3. It explains how India's improving economy has positively impacted the aviation industry through increased air travel, competition, and availability of routes.
The Indian aviation industry has grown significantly since its establishment in the early 1950s. Major events include the formation of Air India and Indian Airlines after independence, the introduction of jet aircraft in the 1960s, and the opening of the industry to private players in the 1990s. Currently, India has a rapidly growing aviation market and is one of the largest globally, though challenges around infrastructure and costs remain. Key players include Air India, Indigo, SpiceJet and Jet Airways. The future looks promising for further expansion, though continued policy support will be needed.
This is the case related to air india, here it is shown that how air india is competing with the other airlines without any good marketing strategy. In this case you will find that air India's customer service in aviation industry. figure and charts would show the financial part of air india.
This document provides an overview of aviation in India including:
1. India's aviation industry has grown significantly with the entry of private carriers and low-cost airlines, increasing domestic air travel.
2. Major domestic airlines in India include Indigo, Go Air, SpiceJet, and Jet Airways. Low-cost carriers like Indigo have helped make air travel more affordable and accessible.
3. Aviation has helped develop India's economy by supporting tourism and making it easier for people to travel within the country.
How Airlines industry was started in india and global wide, 4P's, 4C's, leading airlines in india and abroad, swot analysis, pest analysis, Economic reforms, Covid impact, Liberalization, National civil aviation policy, budget of Indian airlines 2021-22.
The document discusses various aspects of aviation and airline operations, including:
1. It defines low-cost carriers and their business model of offering low fares in exchange for reduced passenger services. Several Indian low-cost carriers are mentioned.
2. It summarizes the key parts of an aircraft including the fuselage, wings, tail, and control surfaces. It also describes basic communication systems on board.
3. It outlines safety equipment required on flights and procedures for aircraft evacuation on land and water. Cabin crew responsibilities include ensuring passenger safety and welfare.
1) The document discusses the partnership between Air India and Virgin Airways from 1999-2001, where Virgin Airways agreed to fly 3 flights per week on the Delhi-London route under a codeshare agreement with Air India.
2) However, Virgin Airways was only able to operate 2 flights per week due to restrictions from Air India and issues gaining approval for additional flights.
3) By late 2001, Virgin Airways wanted to terminate its agreement with Air India unless it was allowed to increase flights to 3 per week, as it was struggling financially with only 2 flights.
This document discusses various aspects of the aviation industry, including:
1. It defines low-cost carriers and lists some major low-cost airlines in India such as IndiGo, SpiceJet, and JetLite.
2. It describes key parts of an aircraft like the fuselage, wings, cockpit, and communication systems.
3. It explains how India's improving economy has positively impacted the aviation industry through increased air travel, competition, and availability of routes.
The Indian aviation industry has grown significantly since its establishment in the early 1950s. Major events include the formation of Air India and Indian Airlines after independence, the introduction of jet aircraft in the 1960s, and the opening of the industry to private players in the 1990s. Currently, India has a rapidly growing aviation market and is one of the largest globally, though challenges around infrastructure and costs remain. Key players include Air India, Indigo, SpiceJet and Jet Airways. The future looks promising for further expansion, though continued policy support will be needed.
This is the case related to air india, here it is shown that how air india is competing with the other airlines without any good marketing strategy. In this case you will find that air India's customer service in aviation industry. figure and charts would show the financial part of air india.
This document provides an overview of Air India, India's national airline. It discusses Air India's history beginning in 1932 as Tata Airlines, its mergers and acquisitions that led to its current form, its hubs and destinations, services offered, and awards received. The summary highlights that Air India was founded in 1932, merged with Indian Airlines in 2007 to form Air India Limited, serves 49 domestic and 26 international destinations across Asia, Europe and North America, and was the world's first all-jet airline in 1962.
The document summarizes the top 10 airlines in India. IndiGo is the largest airline in India with a 35.8% market share and operates 633 daily flights to 38 destinations. SpiceJet is the 4th largest by passengers carried and operates 270 daily flights to 41 destinations. Jet Airways is one of the major Indian airlines based in Mumbai with 300 daily flights to 74 worldwide destinations. Air India is one of the largest airlines in India and offers flights to 85 destinations.
- Air India is India's national flag carrier airline that was founded in 1932. It has faced many challenges in recent years including ongoing pilots' strikes despite threats of job loss or legal action against pilots.
- The airline's CEO is Mr. Arvind K. D. Jadhav who has extensive experience in government and business administration.
- Air India's new management plans to increase efficiency by launching more flights, achieving higher passenger loads, and starting a low-cost domestic carrier to compete with other Indian airlines that have been taking its market share. The goal is to achieve profitability by 2014-15 through cost reductions and government equity infusions.
Air India is India's national airline headquartered in Mumbai. It was founded in 1932 by JRD Tata and today has a fleet of 133 aircraft serving 49 domestic and 26 international destinations. Its main hubs are in Mumbai and Delhi, with secondary hubs in Chennai and Kolkata. Air India has faced financial crises in recent years but provides several airline services and programs. It has received awards for being the world's first all-jet airline and for security certifications.
This project was created by me for my ICITSS ITT final test. It provides an overview of the Indian civil aviation industry, with a case study of IndiGo and a timeline illustrating the progress of civil aviation industry in India. The figures concerning market share, passenger volume, and the number of airlines in the market are accurate as of December 2022. However, for the most up-to-date information, I recommend referring to the official DGCA website and IBEF, and updating the data accordingly.
This document provides an overview of Air India, the flag carrier airline of India. Some key points:
- Air India is owned by Air India Limited, a government of India enterprise. It operates domestic and international flights on Airbus and Boeing aircraft from hubs in New Delhi and Mumbai.
- Air India traces its origins to Tata Sons in 1932. It was later nationalized by the government of India and renamed Air India in 1953.
- The airline has faced significant financial struggles in recent decades due to high costs and debt. Mergers and route reductions have been attempted to improve profitability.
- Air India's mascot is the Maharajah, a stylized figure introduced in 1946
The document provides an overview of the strategic management decisions of airlines in the Indian aviation industry. It begins with introducing the industry and its key domestic players such as Air India, Jet Airways, Indigo Airlines, and SpiceJet. It then analyzes the marketing mix (4Ps) of product, price, place, and promotion strategies employed by airlines. Under product, it discusses the core airline service and supplementary services. It also covers the pricing, distribution, and promotional strategies of airlines. In conclusion, the document performs an analysis of the industry including a PEST analysis, SWOT analysis, and TOWS analysis.
The document provides an overview of the strategic management decisions of airlines in the Indian aviation industry. It begins with introducing the industry and its growth. It then profiles the key domestic players such as Air India, Jet Airways, Kingfisher Airlines, Indigo Airlines, and others. For each airline, it provides information on their founding year, headquarters, leadership, and brief history. It also discusses the competition in the industry and how deregulation has led to more players entering the market.
Air India is the flag carrier airline of India, owned by Air India Limited which is a government-owned enterprise. It operates a fleet of Airbus and Boeing aircraft serving 90 domestic and international destinations. Air India has its hub at Indira Gandhi International Airport in New Delhi and is the largest international carrier out of India with an 18.6% market share. It serves over 60 international destinations across four continents and has a 13% share of the domestic Indian market.
The document provides details about Air India, India's national airline. It discusses Air India's history beginning in 1932 when it was founded as Tata Airlines. It details its nationalization and mergers over the decades. The document also provides information on Air India's fleet size, destinations served, subsidiaries, and financial difficulties it has faced in recent years with accumulated losses of over $7 billion USD since 2007. It includes projections of Air India's operating revenues and costs through 2022 in an effort to evaluate its financial performance and viability.
The document discusses the history of aviation and airlines. It begins with defining what an airline is and provides some early examples of airlines starting in 1909. It then discusses the Wright Brothers and their role in inventing the airplane and achieving controlled flight. The document continues with more details on the development of airplanes and flight through the 1900s. It also provides information on the history of aviation in India and lists current major Indian airlines.
This document is an assignment submitted by Saral Chatterjee to the NCHM - IH, Noida for their M.Sc. in Hospitality Administration program. It provides an overview of Air India, including its history, vision, mission, values, fleet, destinations, and financial performance. It also discusses Air India's revenue management strategies and provides a SWOT analysis and suggestions to improve customer satisfaction.
The document is an end-term project report submitted by students at the Lal Bahadur Shastri Institute of Business Management on the topic of Air India. It includes sections on the history of Air India tracing back to its founding in 1932, an analysis of Air India's current fleet, an explanation of the significance of Air India's logo, and frameworks for analyzing Air India's external environment including a PESTL analysis and SWOT analysis. The report was submitted to their professor Dr. Prashant Gupta to obtain an understanding of the aviation industry and degree of competition in the growing Indian aviation sector.
The document discusses the history and development of aviation and air transport. It describes how air travel has evolved from early dreams of human flight to today's global industry providing comfortable and hassle-free travel across long distances in a matter of hours. Various airlines operating in India are also discussed, including their origins, fleets, destinations served, and market shares. The growth of the civil aviation sector in India is attributed to factors like rising economy and expanding middle class.
This document provides an overview of the aviation industry in India, including the growth of low-cost carriers. It discusses the origin and present scenario of major low-cost airlines like Air Deccan, SpiceJet, IndiGo, and JetLite. It also covers India's open sky policy and the overall growth and importance of the aviation sector for the Indian economy.
The document discusses airline reservation systems. It provides background on the history and development of computerized airline reservation systems beginning in the 1950s. It then describes key components of airline reservation systems including modules for registration, administration, and passengers. The document also lists and provides brief descriptions of major domestic and international airlines as examples of airline reservation systems in use today.
Air India was founded in 1932 by JRD Tata as India's first airline. It began as a mail carrier and grew to become India's largest international airline, serving domestic and international routes. Key events include becoming a public company in 1946, acquiring jets in the 1950s, and expanding internationally throughout the 1960s-2000s with the acquisition of newer aircraft. Air India has faced financial struggles in recent decades and underwent restructuring and privatization attempts. It continues to modernize its fleet while serving as India's national flag carrier.
A brief description about the state owned airline carrier of the state of Qatar. Qatar airways is an award winning airline by skytrax and is operating the second longest airline route from its hub DOHA to Auckland. Qatar airways operates a fleet of 224 aircraft from its hub at Hamad International Airport,DOHA. the presentation includes how an state owned airline became the five star airline of the world. Qatar airways is also rewarded as the world,s best airline for almost four year by skytrax. It is an middle east airline which operates to 164 destinations from DOHA.
This case study examines Air India, India's national flag carrier airline. It provides an overview of Air India's history and development over time. It discusses Air India's current financial difficulties, including high debt levels. It also examines Air India's strategies to improve performance, such as increasing efficiency, reducing costs, and launching a new low-cost carrier. Additionally, it provides context on the Indian aviation industry and Air India's competitors like Jet Airways and Kingfisher Airlines.
The Indian aviation industry has seen significant growth over the past decades and is one of the fastest growing in the world. It began in 1912 with the first domestic air route between Karachi and Delhi. Major changes occurred in the 1990s with deregulation and the introduction of private airlines. Currently, private carriers account for around 75% of the domestic market. Key trends include industry consolidation through mergers and the rise of low-cost carriers. The future outlook is positive with domestic passenger traffic expected to reach 400 million by 2020. Infrastructure constraints remain a challenge for further growth.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
This document provides an overview of Air India, India's national airline. It discusses Air India's history beginning in 1932 as Tata Airlines, its mergers and acquisitions that led to its current form, its hubs and destinations, services offered, and awards received. The summary highlights that Air India was founded in 1932, merged with Indian Airlines in 2007 to form Air India Limited, serves 49 domestic and 26 international destinations across Asia, Europe and North America, and was the world's first all-jet airline in 1962.
The document summarizes the top 10 airlines in India. IndiGo is the largest airline in India with a 35.8% market share and operates 633 daily flights to 38 destinations. SpiceJet is the 4th largest by passengers carried and operates 270 daily flights to 41 destinations. Jet Airways is one of the major Indian airlines based in Mumbai with 300 daily flights to 74 worldwide destinations. Air India is one of the largest airlines in India and offers flights to 85 destinations.
- Air India is India's national flag carrier airline that was founded in 1932. It has faced many challenges in recent years including ongoing pilots' strikes despite threats of job loss or legal action against pilots.
- The airline's CEO is Mr. Arvind K. D. Jadhav who has extensive experience in government and business administration.
- Air India's new management plans to increase efficiency by launching more flights, achieving higher passenger loads, and starting a low-cost domestic carrier to compete with other Indian airlines that have been taking its market share. The goal is to achieve profitability by 2014-15 through cost reductions and government equity infusions.
Air India is India's national airline headquartered in Mumbai. It was founded in 1932 by JRD Tata and today has a fleet of 133 aircraft serving 49 domestic and 26 international destinations. Its main hubs are in Mumbai and Delhi, with secondary hubs in Chennai and Kolkata. Air India has faced financial crises in recent years but provides several airline services and programs. It has received awards for being the world's first all-jet airline and for security certifications.
This project was created by me for my ICITSS ITT final test. It provides an overview of the Indian civil aviation industry, with a case study of IndiGo and a timeline illustrating the progress of civil aviation industry in India. The figures concerning market share, passenger volume, and the number of airlines in the market are accurate as of December 2022. However, for the most up-to-date information, I recommend referring to the official DGCA website and IBEF, and updating the data accordingly.
This document provides an overview of Air India, the flag carrier airline of India. Some key points:
- Air India is owned by Air India Limited, a government of India enterprise. It operates domestic and international flights on Airbus and Boeing aircraft from hubs in New Delhi and Mumbai.
- Air India traces its origins to Tata Sons in 1932. It was later nationalized by the government of India and renamed Air India in 1953.
- The airline has faced significant financial struggles in recent decades due to high costs and debt. Mergers and route reductions have been attempted to improve profitability.
- Air India's mascot is the Maharajah, a stylized figure introduced in 1946
The document provides an overview of the strategic management decisions of airlines in the Indian aviation industry. It begins with introducing the industry and its key domestic players such as Air India, Jet Airways, Indigo Airlines, and SpiceJet. It then analyzes the marketing mix (4Ps) of product, price, place, and promotion strategies employed by airlines. Under product, it discusses the core airline service and supplementary services. It also covers the pricing, distribution, and promotional strategies of airlines. In conclusion, the document performs an analysis of the industry including a PEST analysis, SWOT analysis, and TOWS analysis.
The document provides an overview of the strategic management decisions of airlines in the Indian aviation industry. It begins with introducing the industry and its growth. It then profiles the key domestic players such as Air India, Jet Airways, Kingfisher Airlines, Indigo Airlines, and others. For each airline, it provides information on their founding year, headquarters, leadership, and brief history. It also discusses the competition in the industry and how deregulation has led to more players entering the market.
Air India is the flag carrier airline of India, owned by Air India Limited which is a government-owned enterprise. It operates a fleet of Airbus and Boeing aircraft serving 90 domestic and international destinations. Air India has its hub at Indira Gandhi International Airport in New Delhi and is the largest international carrier out of India with an 18.6% market share. It serves over 60 international destinations across four continents and has a 13% share of the domestic Indian market.
The document provides details about Air India, India's national airline. It discusses Air India's history beginning in 1932 when it was founded as Tata Airlines. It details its nationalization and mergers over the decades. The document also provides information on Air India's fleet size, destinations served, subsidiaries, and financial difficulties it has faced in recent years with accumulated losses of over $7 billion USD since 2007. It includes projections of Air India's operating revenues and costs through 2022 in an effort to evaluate its financial performance and viability.
The document discusses the history of aviation and airlines. It begins with defining what an airline is and provides some early examples of airlines starting in 1909. It then discusses the Wright Brothers and their role in inventing the airplane and achieving controlled flight. The document continues with more details on the development of airplanes and flight through the 1900s. It also provides information on the history of aviation in India and lists current major Indian airlines.
This document is an assignment submitted by Saral Chatterjee to the NCHM - IH, Noida for their M.Sc. in Hospitality Administration program. It provides an overview of Air India, including its history, vision, mission, values, fleet, destinations, and financial performance. It also discusses Air India's revenue management strategies and provides a SWOT analysis and suggestions to improve customer satisfaction.
The document is an end-term project report submitted by students at the Lal Bahadur Shastri Institute of Business Management on the topic of Air India. It includes sections on the history of Air India tracing back to its founding in 1932, an analysis of Air India's current fleet, an explanation of the significance of Air India's logo, and frameworks for analyzing Air India's external environment including a PESTL analysis and SWOT analysis. The report was submitted to their professor Dr. Prashant Gupta to obtain an understanding of the aviation industry and degree of competition in the growing Indian aviation sector.
The document discusses the history and development of aviation and air transport. It describes how air travel has evolved from early dreams of human flight to today's global industry providing comfortable and hassle-free travel across long distances in a matter of hours. Various airlines operating in India are also discussed, including their origins, fleets, destinations served, and market shares. The growth of the civil aviation sector in India is attributed to factors like rising economy and expanding middle class.
This document provides an overview of the aviation industry in India, including the growth of low-cost carriers. It discusses the origin and present scenario of major low-cost airlines like Air Deccan, SpiceJet, IndiGo, and JetLite. It also covers India's open sky policy and the overall growth and importance of the aviation sector for the Indian economy.
The document discusses airline reservation systems. It provides background on the history and development of computerized airline reservation systems beginning in the 1950s. It then describes key components of airline reservation systems including modules for registration, administration, and passengers. The document also lists and provides brief descriptions of major domestic and international airlines as examples of airline reservation systems in use today.
Air India was founded in 1932 by JRD Tata as India's first airline. It began as a mail carrier and grew to become India's largest international airline, serving domestic and international routes. Key events include becoming a public company in 1946, acquiring jets in the 1950s, and expanding internationally throughout the 1960s-2000s with the acquisition of newer aircraft. Air India has faced financial struggles in recent decades and underwent restructuring and privatization attempts. It continues to modernize its fleet while serving as India's national flag carrier.
A brief description about the state owned airline carrier of the state of Qatar. Qatar airways is an award winning airline by skytrax and is operating the second longest airline route from its hub DOHA to Auckland. Qatar airways operates a fleet of 224 aircraft from its hub at Hamad International Airport,DOHA. the presentation includes how an state owned airline became the five star airline of the world. Qatar airways is also rewarded as the world,s best airline for almost four year by skytrax. It is an middle east airline which operates to 164 destinations from DOHA.
This case study examines Air India, India's national flag carrier airline. It provides an overview of Air India's history and development over time. It discusses Air India's current financial difficulties, including high debt levels. It also examines Air India's strategies to improve performance, such as increasing efficiency, reducing costs, and launching a new low-cost carrier. Additionally, it provides context on the Indian aviation industry and Air India's competitors like Jet Airways and Kingfisher Airlines.
The Indian aviation industry has seen significant growth over the past decades and is one of the fastest growing in the world. It began in 1912 with the first domestic air route between Karachi and Delhi. Major changes occurred in the 1990s with deregulation and the introduction of private airlines. Currently, private carriers account for around 75% of the domestic market. Key trends include industry consolidation through mergers and the rise of low-cost carriers. The future outlook is positive with domestic passenger traffic expected to reach 400 million by 2020. Infrastructure constraints remain a challenge for further growth.
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1. 1
HISTORY OF AIR INDIA
J. R. D. Tata founded Tata Airlines in 1932 as a division of Tata Sons Ltd. (now
Tata Group).
After World War II in 1946, regular commercial service was restored in India and
Tata Airlines became a public limited company under the name of Air India.
Under the Air Corporations Act of 1953, the Government nationalized the air
transportation industry and Air India International Limited was born.
In 1960, Air India flew its first international flight to New York via London.
In 1962, Air India became the world's first all-jet airline and its name was officially
truncated to Air India.
Services to Shanghai and to Air India's third US gateway at Newark Liberty
International Airport in Newark were introduced in the year 2000.
In 2007, Air India and Indian Airlines merged into one airline, with its name
remaining Air India. Air India is now a part of Star Alliance and is supposed to be
joined by Alliance Air and Air India Express soon.
On 1 March 2009, Air India had made Frankfurt Airport at Frankfurt am Main as its
international hub for onward connections to United States from India; however, the
airline shut down the Frankfurt hub on 30 October 2010.
However on 14 July 2010, Air India chief, ArvindJadhav announced their intention
to make the new terminal 3 at Delhi's Indira Gandhi International Airport the hub for
international and domestic operations with the plans of starting new direct flights to
Chicago (USA) and Toronto (Canada) and also taking almost all international long
haul flights away from its former Primary hub at Mumbai's ChhatrapatiShivaji
International Airport due to lack of space.
This would streamline passenger movements and reduce operating costs. The
airline also plans to open a new hub for its international flights at UAE's Dubai
International Airport
The national flag carrier of India with a worldwide network of passenger and cargo
services, Air India is the only state-owned airline in the country, having recently
merged with Indian Airlines.
2. 2
With its main base at ChhatrapatiShivaji International Airport, Mumbai and Indira
Gandhi International Airport, Delhi, Air India connects 146 international and
domestic destinations around the world, including 12 gateways in India with Air
India Express, a fully-owned subsidiary of Air India.
On 27 February 2011, Air India and Indian Airlines merged along with their
subsidiaries to form Air India Limited.
3. 3
INTRODUCTION TO AIR INDIA
Air India, the state-owned international carrier of the country, today has an
extensive worldwide network offering both passenger and cargo services to more
than 140 destinations across east and South Asia and the Middle East, East Africa,
South East Asia, Western Europe and the UK.
With Air India and Indian Airlines aligning their resources together, it has now
become a part of National Aviation Corporation of India Ltd along with two of their
subsidiaries, i.e. Alliance Air and Air India Express.
In addition to together servicing 52 cities within the country, both these airlines offer
direct connections to more than 35 international destinations all over the world.
Air India Baggage Allowance
As per Air India baggage policy, luggage more than 115 linear centimeters (55 + 40
+ 20) in size needs to be checked-in. Anything less than that, as per baggage rules,
can be treated as cabin luggage and taken inside the cabin.
However, the baggage weight should not exceed 8 kgs. The Air India check-in
baggage policy states that 25 kgs of luggage can be checked-in by Economy Class
passengers, 35 kgs by Executive Class Passengers and 40 Kgs by First Class
Passengers, free of charge.
Baggage restrictions deny passengers to carry on board, items such as scissors,
lighters, explosive materials, firearms and all kinds of flammable items.
Air India Destination & Services
Air India International
Air India flies to and from many international destinations today. These
include Osaka and Tokyo in Japan, Lahore in Pakistan, Seoul in South
Korea, Male in Maldives, Dar-e-Salaam and Nairobi in Africa, Shanghai
and Hong Kong in China, Dhaka in Bangladesh, Kathmandu in Nepal,
Toronto in Canada and Colombo in Sri Lanka.
In addition to these, Air India flies to United States of America's major
airports such as John F Kennedy International Airport, Chicago O'Hare
International Airport, Newark Liberty International Airport and the Los
Angeles International Airport.
It now offers direct non-stop flights to JFK International Airport from
starting from the cities of Mumbai and Delhi. The recently added Boeing
777-200LR aircrafts have been chosen to operate on these routes.
4. 4
Additionally, Air India has code share agreement with many international
carriers such as including Air France, Thai Airways, Lufthansa, Singapore
Airlines and Malaysian Airlines. Schemes abound, flight tickets to these
destinations come at highly subsidized prices.
Other than these, many middle east destinations are serviced as well
such as Kuwait, Dammam, Riyadh, Doha, Dubai, Jeddah, Abu Dhabi and
Sharjah.
Air India Domestic
Sonee of the major Domestic destinations served by Air India include
Amritsar, New Delhi, Jaipur, Ahmedabad, Mumbai, Bangaluru,
Coimbatore, Kochi, Madurai, Khozikode, Chennai, Tirupati, Hyderabad,
Vishakhapatnam, Kolkata, Gaya, Varanasi and Port Blair.
Air India Fleet
Air India's fleet has a total operational fleet of a whopping 149 passenger
planes, out of which 35 are Wide Body Planes and 114 are Narrow Body.
Other than these, there are 10 freight careers. While most of the planes
are used by Air India itself, a few of them have been leased out as well.
5. 5
Airlines Agencies
* Air India
* Jet Airways
* Kingfisher Airlines
* Air India Express
* Emirates Airlines
* Lufthansa Airlines
* Thai Airways
* Singapore Airlines
* American Airlines
* British Airways
* Sri Lankan Airlines
* Malaysia Airlines
* Etihad Airways
* Qatar Airways
* Air Arabia
* Alaska Airlines
* Delta Airlines
* Gulf Air
* Continental Airlines
* Air France
* Cathy Pacific Airlines
* KLM Airlines
* United Airlines
* Air Asia
6. 6
LOGO-LIVERY
“The logo of the new airline is a red coloured flying swan with the `Konark Chakra' in
orange, placed inside it. The flying swan had been morphed from Air India's characteristic
logo, `The Centaur', whereas the `Konark Chakra' was reminiscent of Indian's logo”.
The new logo would feature prominently on the tail of the aircraft. While the aircraft will be
ivory in colour, the base will retain the red streak of Air India. Running parallel to each
other will be the orange and red speed lines from front door to the rear door, subtly
signifying the individual identities merged into one. The brand name `Air India' will run
across the tail of the aircraft.
The painted on red palace style carvings on the outside of the windows refer to their slogan "your
palace in the sky" which is written on the back of the aircraft
The Maharajah began merely as a rich Indian potentate, symbolizing graciousness and
high living. And somewhere along the line his creators gave him a distinctive personality:
his outsized moustache, the striped turban and his aquiline nose.
The Maharajah began merely as a rich Indian potentate, symbolizing graciousness and
high living. And somewhere along the line his creators gave him a distinctive personality:
his outsized moustache, the striped turban and his aquiline nose.
7. 7
VARIOUS SCHEMES FOR TICKETS
Special Schemes:
Air-India keeps launching special schemes to attract tourists to India. Of these, two
successfulschemes are as follows:
i) Stopovers
The Air-India stopovers, specially designed for the convenience of tourists
and businesstravellers who would normally overfly India, provide them an
excellent opportunity to enjoy acomplete holiday at budget rates.
The stopover scheme also applies to select cities overseas. In India
stopover packages are offered at the four metro cities of Delhi, Bombay,
Calcutta andMadras.
.
ii) India Super Summer Saver Scheme
To make India a year-round destination by increasing traffic, in the lean summer
monthsperiod of April through September, Air-India introduced Super
Summer Savers in 1992. Thisspecial scheme is on with the collaboration of
the Department of Tourism, Indian Airlines,and leading hotel chains, and
helps use the summer months underutilized hotel capacity.
Forthis scheme Air-India. Indian Airlines, and the participating hotels, offer
special concessionalfares, and all tariffs remain frozen for the duration of the
scheme which is April-September,These packages have proved to be
popular, and in 1992 generated some 10,000 additionaltourists.
Other schemes:
1) Air India American Express Gold Card
Enjoy 10% discount on Business Class tickets and 15% on Economy
Class tickets. Pay 10% less on full fare Business Class tickets and
15% less on full fare Economy Class tickets - every time, on any
domestic or International sector on Air India.
The discounts mentioned above are not available when you book
through Air India Call Centers, Air India's website or any other online
portal.
2) Complimentary upgrades to Business Class
8. 8
Get a complimentary upgrade voucher to Business Class the moment
you become an Air India American Express Gold Cardmember. These
vouchers can be used on any of Air India destinations.
3) Complimentary Tickets when you fly anywhere on Air India*
The Air India American Express Gold Card offers you amazing value
and benefits:
Spends on Air India tickets charged to
your Air India American Express Gold
Card
(over a 12-month period)
Complimentary Tickets
Rs.4,00,000 One Economy Class return ticket* to any Air India
online point in USA
Rs.3,00,000 One Economy Class return ticket* to any Air India
online point in Europe OR Far East
Rs.1,40,000 Two Economy Class return tickets to Dubai OR
One Economy Class return ticket to any domestic
sector on Air India
Rs.1,00,000 One Economy Class return ticket to Dubai OR
Singapore OR Bangkok
User Development Fee (UDF), Passenger Service Fee (PSF) and any
other govt taxes are applicable for all Domestic complimentary tickets.
Fuel Surcharge, User Development Fee (UDF), Passenger Service
Fee (PSF) and any other govt taxes are applicable for all international
complimentary tickets.
Any two offers / schemes cannot be clubbed together. Complimentary
tickets for domestic sectors are only applicable for AI flights. The port
of origin for all complimentary tickets must be India.
4) Enjoy Global Acceptance with No Preset Spending Limits
With no pre-set spending limit you can now charge virtually all your
expenses to the Card, without being constrained by a credit limit,
anywhere in the world. Your charges are approved based on your
financial particulars and spending and payment patterns. What's
more, you can pay conveniently in Indian Rupees.
9. 9
5) Accident Insurance up to 75 lakhs
You are automatically insured against loss of life in an air accident for
up to Rs. 75 Lakhs when you purchase your Air India ticket on the
Card (up to Rs. 40 Lakhs if the tickets are not purchased on the Card)
and Rs. 3 Lakhs for non air accidents. What's more, an insurance
cover of Rs. 4 Lakhs is available to your supplementary Cardmembers
as well.
Benefits on Air India Silver Card Holders
10% discount on Normal Full Fare Business Class sector travel
on domestic and on IATA fare on international Air India sector
Travel.
15% discount on Normal Full Fare Economy Class sector travel
on domestic and on IATA fare on international Air India sector
Travel.
Air Insurance of INR 50 Lakhs
Non air insurance of INR 3 Lakhs
(Above is applicable only on self travel of Co-brand Card member)
Special Travel Privileges
As a Card member, enjoy special privileges from Air India including:
FFP membership (for non Flying Returns members)
Extra-baggage Allowance, Priority confirmations, Tele check-in
facilities as part of FFP membership benefits on IC Code flights.
Global Calling Card and Global Assist
Convert everyday purchases on your Card into air-miles
Redeem flights faster by clocking 100% more Membership
Reward points on all your Card spending. These points are freely
transferable to the Air India (IC)/Air India Flying Returns program
as add on mileage points. (facility available by paying a fee of Rs.
400 per annum).
11. 11
PROMOTION & OFFERS
Air India is proud to announce UNICONNECT as its telecom partner, to all
members of "FLYING RETURNS". It reduce theirr mobile expenditure by more
than 70% on roaming charges
UNICONNECT specializes in providing the most cost effective global roaming
solutions across the globe through its wide portfolio of country specific SIMS &
Global SIMS. With coverage across 200 countries and totally FREE Incoming
calls in over 60 countries, rest assured of dramatic savings on your overseas
mobile bills.
Exclusive offer for all Air India Domestic Passengers, Buy or Redeem amazing deals.
13. 13
MTV Promotion
Air-India, In association with the Department of Tourism and the Taj Bengal,
Calcutta,sponsored a promotional programme through the popular MW channel
network. The programmefocussed on Calcutta. Calcutta being the gateway to
Eastern India, this promotion generated good publicity for this key metropolis and
enhanced its position on India's tourism map.
Indian Crafts Exhibition in Austria
From mid-April till September 93 a major exhibition of Living Indian Crafts was
organised at Schallaburg Castle (Lower Aush).
This was the first time that an Indian presentation was made in Austria on such a
large scale.India is the first non-European theme to be so featured.
The exhibition featured a display of contemporary Indian handicrafts.The event was
organised jointly by Air-India. ICCR, the Crafts Museum, and the Department
of Tourism.
Food &Culture Festivals
Following the popularity of the Goan Food and Cultural Festivals organised in
Singapore and Kuala Lumpur in 1992, Air-India is planning to organise more such
events. These festivals will feature other Indian states like Rajasthan, and will be
organised in collaboration with the respective tourism bodies involved.
Magasin du Nord India Promotion'
Indian handicrafts and goods will be prominent in Scandinavia, thanks to an India
promotion by Magasin du Nord, the largest department stores chain in those
countries. The promotion to be held in 1994, will feature Indian handicrafts in the
Store's catalogues. Before the promotion, a team of photographers will visit India to
film a cross-section of this country's crafts. An Air-India theme song in Hindi was
produced on video and distributed to sales offices within India and to stations with
subshtial ethnic market.
Theme Campaign
A theme campaign in colour "Fly With Your Very Own" won the awards of the
AdveqisingClub and also AdveRising & Marketing magazine. Besldes, the
advertisement given by AirIndia not only mention the qualities of the airline but talk
of India as a destination.
15. 15
Oldest man flies AI to Delhi
A very special passenger, AdigalarAsiriyar, was among the group of Tamil scholars
and dignitaries who flew to Delhi on May 4, 2011 by flight AI 439.
AmbedkarJayanti celebrated
Employees of Air India proudly celebrated the birth anniversary of Dr B
R Ambedkar on April 14, 2011 by paying rich tributes and holding various functions
in his honour in different offices all over the country.
16. 16
Air India introduces mobile check-in
The mobile check-in facility is available to all domestic passengers from the six
major metro cities viz. Delhi, Mumbai, Chennai, Kolkata, Hyderabad and Bengaluru
from April 7, and will be subsequently extended to other stations
and international flights.
Health camp
Northern Region Medical Department had organised a Diabetes Awareness Week
from May 9 toMay 13, 2011, at Terminal I. The camp was held for two hours daily
to screen, educate and guide employees on the health problems triggered by
increase in blood glucose (sugar).
17. 17
International Women’s Day International Women’s Day
Celebrations started a day earlier in Western Region in Mumbai.A “greenery
drive” was organised at the New Engineering Complex Sahar, Mumbai, on March
7, 2011. Saplings were planted by women employees near the security
department. The team, led by GM Finance WR, MrsSarit Sharma, turned up
dressed in green, to spread a message about nurturing the environment
through greenery.
Savings in electricity bills
The Civil Engineering unit at New Engineering Complex, Mumbai, has effected an
average savings of Rs 5 lakh per month by changing the electricity power supply
provider from Reliance Energy to Tata Power from February 11.
18. 18
Blood donation camp
As part of its third anniversary celebrations, Air India SATS (Singapore Airport
Transport Services) Limited organized a blood donation camp in association
with Lions Club of Bangalore – Sanjay Nagar, on May 23. As many as 100
employee donated blood during the day, with a total of 134 units being donated to
the Lions Club.
AI participates in Lavasa Women’s Drive Car Rally
The Lavasa Women’s Drive is a popular event in Mumbai that seeks to spread
awareness about cancer. This year, the drive was held on February 27 and
Manager Personnel, Ms Mohana Kumar, took part in it representing Air India.
Having been selected out of 352 entries to take part in the rally,
19. 19
PUBLIC RELATIONS AND TOURISM GENERATING ACTIVITIES
Air-India undertakes a number of activities to attract individual tourists, special
interest groups,- c conventions and congresses, adventure lovers, etc. The whole
idea of these exercises is to:
a project India as an attractive tourist destination, and
a how Air-India can make it much more convenient and meaningful.
These activities can be listed under two main categories:
i) Mainline Activities
ii) Ancillary Activities
i) Mainline Activities:
These include:
Participation in major international travel trade shows and meets.
Such as ITB (Berlin), WTM (London). JATA (Japan), FITUR (Spain), and
EIBTM (Switzerland). At the meets, promotional literature is distributed,
audio-visuals are screened, press briefings held, and information is gathered
relating to contemporary world tourism trends.
Sponsoring visits to India of travel agents and writers (FAM trips), thereby
increasing awareness of the country's various attractions for the foreign
tourists.
Arranging Indian cultural events and food festivals and department
stores promotions overseas, thus providing foreign countries a taste of
India's rich cultural heritage and culinary range. Goan food and cultural
festivals held in Singapore and Malaysia were very popular and several
similar events are planned in the coming months.
Creating awareness and interest overseas of the range of Special Interest
activities available in India, like fishing, wildlife and golf etc. Also organising
buyer-seller marts involving foreign agents and local tour operators. a
Involvement with the International Congress and Conventions
Association(ICCA), to tap the extensive and growing market of conventions
and congresses. Assisting state governments to promote their tourist
facilities overseas, specifically high-lighting salient features of interest to the
foreign tourist.
ii) Ancillary Activities:
20. 20
These include:
Providing mandatory order passages to the Department of Tourism for
inviting travel agents, travel writers and media representations,
Organizing 'Know India' seminars' overseas to update the travel
trade about India and the country's tourism product,
Producing and screening of audio-visuals highlighting select aspects of
India. These films are sent to various Air-India offices overseas for screening
to help in their tourism promotion efforts. The films cover various subjects
such as golf, wildlife, trekking, convexitions etc.
Publishing a bi-monthly newsletter to bring about effective communication
within Air India offices worldwide. This publication highlights tourism and
travel events of interest and concentrates on imparting information which is
of interest and use to our overseas offices in promoting inbound traffic into
India.
Organising orientation seminars for Air-India officers being posted
overseas to familiarise them with the latest news and trends regarding the
Indian tourism product and its infrastructure. These activities help in creating
favourable conditions of tourist attraction. Apart from these
some special measures with specific target groups are also undertaken..
21. 21
Achievements
Tourism has a direct bearing on air transport. 90% of the tourists arriving into
India come byair. However, India's share in the world tourist traffic is less
than 1%. Further India's shareof total world international air passenger’s
traffic has been quite low at 3%.
Out of total trafficof 4218 thousand passengers (1984) travelling to and fro
between India and various foreigncountries, Air India carried 1473 thousand
(35%).
In 1992-93 Air India carried 2201 thousandpassengers. However, Air India's
share in the home market has declined to 26% from 35% inthe early
eighties.Various studies have projected an average annual growth of 5.2%
for international passengertraffic to and fro India.
This growth has shown stagnation decline due to economic recessionand
political instability in the sub-continent as a whole. The Open Sky Policy
pursued by theGovernment-of India under the economic
liberalizationprogram has also shown negativeimpact on Air India since 1990.
Inspite the setbacks and negative trends Air India's foreignexchange
earnings and Savings improved to 750 crores in 1993.
22. 22
INTERNAL CONTROL SYSTEMS
The Company continues to ensure proper and adequate internal control systems and
procedures commensurate with its size and nature of business. These control systems
ensure that all assets are safeguarded and protected against loss from unauthorized
use and that transactions are authorized, recorded and reported correctly.
The internal control system enables documented policies, guidelines, and authorization
and approval procedures.
The Company has an extensive system of internal controls which ensures optimal
utilization and protection of resources, IT security, accurate reporting of financial
transactions and compliance with applicable laws and regulations as also internal
policies and procedures.
The internal control system is supplemented by extensive internal audits, regular
reviews by management and well documented policies and guidelines to ensure
reliability of financial and other records to prepare financial statements and other data.
The Company has a well defined manual on delegation of authority and administrative
powers, based on which, the authorities exercise their powers. This manual is reviewed
periodically to cope with the changes necessitated by the needs of the organization.
The said manual, along with the Company’s key functional process manuals, further
strengthens the internal control system of the organization.
The Company has independent internal audit systems to monitor the entire operations
and services spanning over all locations, business and functions on a regular basis. The
Company has also employed outside consultants in its various areas of functioning in
order to reduce/monitor its cost platform.
23. 23
FINANCIAL MANAGEMENT
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
25. 25
FINANCIAL PERFORMANCE:
The financial performance of the Company during the year 2010-11 was as under :
(Rupees in Million)
OTHER FINANCIAL INFORMATION
Share Capital :
Authorized Share Capital
The Authorized Share Capital of the Company is Rs. 50,00,05,00,000/- (divided
into 5,00,00,50,000 equity shares of Rs.10/- each).
Issued, Subscribed & Paid-up Share Capital
The Issued, Subscribed & Paid-up Share Capital of the Company, is
Rs.2,145,00,00,000/- divided into 214,50,00,000 fully paid up equity shares of
Rs.10/- each. During the year 2011-12, Government of India infused Rs.12,000
million towards equity capital.
Aircraft Project Loans :
As on 31 March 2011, the position of aircraft loans, including future lease
obligations in respect of finance leases, was as under :
(Rupees in Million)
Total Loan due as on 1 April 2010 1,98,801
Add : Amount drawn during April 2010 to March 2011
22,939
Less : Amount repaid during April 2010 to March 2011 14,954
Less : Exchange adjustments due to revision in rates of Currencies (1,003)
Add : Interest accrued and due as on 31 March 2011 1,098
Balance as on 31 March 2011 2,06,881
Particulars 2010-11 2009-10
Profit / (Loss) Before Depreciation
& Tax
(51735.7) (41621.4)*
Less : Depreciation 16901.0 13887.6*
Profit / (Loss) Before Tax (68636.7) (55509.0)*
Less : Provision for Tax 15.0 15.4*
Add : Deferred Tax Benefit - - -
Net Profit / (Loss) (68651.7) (55524.4)
26. 26
Annual Plan Outlay 2010-11
The Government had approved an Annual Plan Outlay of Rs.56,348.0 million
(including Rs.12,000.0 million for equity infusion) for the year 2010-11. Against this
outlay, the actual expenditure for the year was Rs.34,189.6 million (including
Rs.12,000.0 million for equity infusion) as detailed below :
Annual Plan Outlay 2011-12
The Annual Plan Outlay for the year 2011-12 is Rs.57,493.6 million including
Rs.12,000.0 million for equity infusion from Government. The Company has spent
Rs.14,595.5 million upto September 2011.
Twelfth Five Year Plan – 2012-13 to 2016-17 :
Air India has submitted an outlay of Rs.329,637.0 million for the Twelfth Plan period
as detailed below:
(Rupees in Million)
Aircraft Projects 111,8
77
Non-Aircraft Projects 18,6
50
Budgetary support from Government 199,1
10
Aircraft Financing
During the year 2010-11, Air India availed a Bridge loan amounting to US$473 million for
financing 3 B777-300ER aircraft and 1 GE spare engine. Subsequently, this Bridge loan
was re-financed through US Exim financing in August 2011 at a highly competitive
interest rate structure resulting in savings of Rs.800 million p.a. by way of interest.
Similarly, the loan for acquisition of Airbus aircraft amounting to Rs.55000 million given by
a Consortium of Banks led by IDBI was refinanced in September 2011 with the ICICI
Bond issue maturing in 15-20 years at a lower rate of interest which resulted in a saving
of approximately Rs.1800 million p.a.
For the B787-8 financing, the airline is exploring a number of options including Sale and
Lease Back. The US Exim Bank hasalready issued a Commitment Letter to support
delivery financing for the first 12 B787-8 aircraft to be inducted into the fleet.As of date,
bids for the first 7 B787-8 aircraft for Sale and Lease Back have already been floated and
the response is awaited.
27. 27
FINANCIAL CRSIS AND RESTUCTURING
Around 2006–2007, the airlines began showing signs of financial distress.
The combined losses for Air India and Indian Airlines in 2006–07 were 770
crore (US$140.14 million). After the merger of the airlines, this went up to
7,200 crore (US$1.31 billion) by March 2009. This was followed by
restructuring plans which are still in progress.
In July 2009, SBI Capital Markets was appointed to prepare a road map for
the recovery of the airline. The carrier sold three Airbus A300 and one
Boeing 747–300M in March 2009 for $18.75 million to survive the financial
crunch.
As of March 2011, Air India has accumulated a debt of 42,570 crore
(US$7.75 billion) and an operating loss of 22,000 crore (US$4 billion), and
is seeking 42,920 crore (US$7.81 billion) crore from the government.
For 3 months (June–August 2011), the carrier missed salary payments and
interest payments and Moody’s Investor Service warned that missing
payments by Air India to creditors, such as the State Bank of India, will
negatively impact the credit ratings of those banks.
A report by the Comptroller and Auditor General (CAG) blamed the
decision to buy 111 new planes as one of the major causes of the debt
troubles in Air India; in addition it blamed on the ill timed merger with Indian
Airlines as well.
Due to high fuel and loan costs, Indian government pumped 32 billion into
Air India since April 2009 and in March 2012 government bailed out Air
India Ltd. with a 67.5 billion ($1.4 billion) which the amount almost double
of the federal government has spent on new hospitals over the three years.
As of May 2012 the carrier invited offers from banks to raise up $ 800
million via external commercial borrowing and bridge financing.
28. 28
RETURN TO PROFITABILITY PLANS
Revenue Passenger-Kilometers, scheduled flights only, in millions
Year Traffic
1957 395
1960 521
1965 1074
1969 1524
1971 1781
1975 3528
1980 6597
1985 7668
1989 9082
2000 12006
Source: TATA World Air Transport Statistics
FINANCIAL REORGANIZATION
The new Chairman and Managing director wants to change the order of
some of the 111 planes ordered in 2006 to get narrow-body aircraft instead
of the wide-body aircraft.
On 4 May 2012, the airline was fined $80,000 by the U.S Transportation
Department for failing to post customer service and tarmac delay
contingency plans on its website and adequately inform passengers about
its optional fees.
On 15 May, the Union Civil Aviation Minister Ajit Singh stated that the
Government was giving Air India one last chance and that it must perform
29. 29
in order to qualify for a bailout. The financial restructuring plans were hit
hard when Air India pilots decided to go on a strike on 8 May 2012 in order
to protest management decisions to train Air India and former Indian
Airlines pilots for the newly inducted Boeing 787 Dreamliner fleets.
In spite of the Delhi High Court ruling the strike illegal, the strike continued
for 58 days. The already reeling airline lost an additional 600 crore because
of the pilot strike.
Criticism and controversy
State ownership
Air India remains as a state-owned company through Air India
Limited. However, government ownership of the airline has
subsequently led to multiple problems, such as enormous market
share losses, declining profits, and escalating labour disputes.
Historically, there have been numerous attempts to privatise Air
India in hopes of a better future, but political interference has since
prevented this goal from being achieved. Furthermore, it is also
believed that mismanagement and corruption have impacted Air
India's financial performance.
Star Alliance
In December 2007, Star Alliance invited Air India in an effort to
expand its presence in the Indian subcontinent. However, issues
with technology and software upgrades and the aftermath of its
merger with Indian Airlines have delayed its entry into the alliance
for roughly three and a half years.
When the final deadline for joining came in July 2011, Air India's
application was suspended, and was told it failed to meet the
minimum criteria to join. In response, many of Air India's officials
complained to Star Alliance about the suspension of its application,
claiming that they already met all of the requirements. [
But in
October of that same year, talks between Air India and Star
Alliance have resumed.
30. 30
REALISTIC REVIVAL PLAN
It was in June last year that Air India Chairman-cum-Managing Director
ArvindJadhav gave a presentationon the company’s turnaround plan to
Union Aviation Minister.
Plans to turnaround performance :
Several measures were undertaken to improve the performance of the Company :
Rationalization of certain loss making routes.
Return of leased aircraft.
Induction of brand new fleet on several domestic & international routes thereby
increasing passenger appeal. Introduction of non-stop services to USA &
Canada.
Phasing out old fleet and consequent reduction of maintenance cost.
Reduction ofcontractual employment & outsourced agencies.
Critical analysis of Fuel consumption on all flights by setting up a Fuel Council
and Fuel Manager.
Removal of overtime and certain staff perks and relocation of officers from
abroad to India. Closure of some foreign stations including offline offices.
Increase in passenger, cargo, excess baggage revenue through aggressive
sales & marketing strategy including a separate Cell for attracting Government
traffic.
Leveraging the assets of the company to increase MRO revenue as well as
revenue from real estate properties.
Introduction of Common Code through a common Passenger Service System
(PSS) effective 27 February 2011 which would ensure seamless connectivity on
domestic & international flights.
Implementation of Quickwin IT Solutions including upgrade of Revenue
Management System, introduction of SAP-ERP throughout the network.
Establishment of Hub Control & Networking / Crew Scheduling System.
31. 31
BUDGET ALLOCATION TO AIRLINE INDUSTRY
Government of India has taken several steps to tide over the crisis," the statement said
mentioning that the government in the federal budget 2011-12 had allocated Rs 2,000 crore
for the airline and that another Rs 1,200 crore was expected to be infusedthis year".
Currently the airline, which is laden with a cumulative debt of Rs 40,000 crore it incurred
over aircraft acquisition and as short-term loans to maintain its operations, expects a fresh
equity infusion of Rs 1,200 crore in July. The cash-strapped carrier is also seeking a total
infusion of Rs 17,000 crore, which includes Rs 5,000 crore for this fiscal year alone, the
report pointed out.
32. 32
AI LINKS MORE CITIES
AI links Gwalior with Mumbai
On April 18, Minister for Civil Aviation, MrVayalarRavi, and Minister of State
for Commerce and Industry,MrJyotiradityaScindia, flagged off the inaugural
flight from Gwalior to MumbaIat the RajmataVijayaRajeScindia Civil
Terminal in the presenceof CMD ArvindJadhav,MRO-SBU Head
VipinSharma, ExecutiveDirector (North)Vijay Paul and otherdignitaries.
With this flight, AirIndia has linked Gwaliorand Mumbai, therebyconnecting the
city withthe national capital aswell as the financialcapital of the country,
facilitatingthe movementof business and leisuretravellers.
Alliance Air linksKanpur-Kolkata
33. 33
Air India continuedwith its expansion ofnetwork with Kanpurgetting linked to
Kolkata. The inauguralflight of Alliance Air at Chakeri Airport in Kanpurfor
Kolkata on May 24, 2011.