Air India, which was acquired by the Tata Group in January last year, has undergone significant changes as part of its five-year transformation plan. The airline has hired 3,800 staff in various roles and implemented over 29 new policies in the first six months of the plan.
The Tata Group has invested USD 200 million in IT systems and plans to invest an additional USD 400 million in refurbishing existing aircraft. They have also placed an order for 470 new planes.
The transformation plan is divided into two phases. The first phase, Vihaan.AI, aims to address legacy issues and establish a foundation for future growth. The second phase, Take Off, will focus on developing platforms, processes, and systems to achieve excellence.
According to Campbell Wilson, CEO, Air India, the airline has achieved significant progress in the first six months of its transformation plan. The investments made in aircraft, IT, and staff recruitment are expected to bring Air India back to the forefront of global aviation.
During the second phase of the plan, AirAsia India and Air India Express will merge. Vistara will also merge with Air India once regulatory approval is granted. The airline will also establish a world-class training academy and reconfigure its line and base maintenance.
Air India has introduced new premium economy seats and revamped its menus for international and domestic routes. In addition, the airline has implemented more than 29 new policies to improve employee welfare. It has also expedited its fleet expansion and achieved record-breaking revenue and load factors.
Air India has established comprehensive spares and support agreements to enhance worldwide reliability, and it is collaborating with Boeing to improve the dependability of the 787 planes.
Almost all first and business-class seats have had their in-flight entertainment systems restored, while economy seats are nearly 90 percent complete. Air India has also reactivated over 10 codeshare agreements and is actively discussing partnerships with other airlines.
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