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This is how Air India achieved the first phase of its development plan, which lays the foundation for a stronger future hold

Air India gets aircraft-cleaning robot at Delhi Airport

One of India’s first and national flag carriers, Air India was maintained by the government until being returned to its original owner, the TATA group. The airline, which updated its five-year plan a few months ago, is now committed to upholding its promises and has fulfilled all of its obligations. In this article, we will look at the areas where Air India operates and explore potential future growth.

The first phase of Vihaan.AI, the premier airline in India and a member of Star Alliance, has been completed by Air India. Vihaan.AI is a comprehensive 5-year transformation plan. The primary goals of this initial phase, known as Taxi, were to systematically solve the airline’s heritage problems and build the groundwork for future expansion. The first part of the transformation has come to an end, and Take Off, the second phase, which focuses on creating the platforms, procedures, and systems required to progress toward excellence, has begun.

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Some of the significant achievements during the Taxi phase include:

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Customer:

  • Committed more than $400 million to the refurbishment of aircraft
  • Updated menus on both domestic and international routes
  • On a few long-haul flights, Premium Economy seats were introduced for the first time.
  • Some of the most important customer support tasks were outsourced, and a reform of the customer notification system for all touchpoints was started.
  • Between February and December 2022, more than a million instances involving historical refunds were resolved.
  • Several customer compensation schemes were put into place to help with service recovery.
  • RFP for new customer contact center launched
  • Hundreds of additional airport employees were hired using AISATS to enhance customer service.

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People:

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  • Redesigned duties at all levels and implemented a new organizational structure in an effort to reconcile the differences between full-term contract workers and permanent employees.
  • Implemented over 29 new policies across all staff members to enhance welfare. created new compensation plans for legacy personnel.
  • Introduced Saksham and ACE, two new training programs, to upskill workers and enhance service.
  • More than 3800 new hires have been made in the crew and other functions to support capabilities and growth.

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Growth & Commercial Excellence:

  • Signed the largest order for 470 aircraft in the history of the sector.
  • 36 leased aircraft, including 11 widebodies, will be delivered in 2022–2023 as part of an accelerated fleet expansion.
  • All previously grounded aircraft have been put back into service or have been retired pending sale.
  • 6 new foreign routes were added, and 24 others saw an increase in frequency.
  • Attained highest-ever load factor, highest-ever cargo revenue, highest-ever ancillary revenue, and highest-ever single-day passenger revenue.
  • Over the course of a year, RASK (revenue per available seat kilometer) increased by 17%.

Digital:

US $200 million is being spent on modernizing IT systems, including the introduction of iPads across the fleet to better empower crew and streamline procedures, the implementation of Salesforce for CRM integration, the upgrade of SAP ERP from an outdated mainframe to the cloud, the modernization of the website, employee self-service systems, learning management systems, safety management systems, and world-class rostering systems.

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Operations:

  • In the recent year, domestic On-Time Performance (OTP) has improved the most across the sector, consistently ranking in the top three.
  • Achieved comprehensive spares and support agreements to increase reliability globally.
  • Boeing has a Performance Improvement Program in place to increase 787 dependability.
  • Approximately all first and business-class seats now have functioning in-flight entertainment (IFE) systems and approximately 90% of seats are in economy.
  • Rebuilt entirely, with new personnel and infrastructure.
  • On board are top-notch systems and experience in flight safety.
  • Initially successful airline in the world to implement risk-based IATA Operational Safety.

Audit. Responsibilities & Influence:

  • Signed an agreement with the Indian Institute of Petroleum’s CSIR to use sustainable aviation fuels. (SAF).
  • Re-engaged with ties in the international aviation business, joining the industry. organizations such as AAPA and FIA
  • More than 10 codeshare agreements have been reactivated, and active alliance negotiations with additional airlines are ongoing.
  • Actively involved with the Flight Safety Foundation, IATA, and Star Alliance.’Go, Green, Go Paperless’ campaign adopted, including e-signature acceptance.

He is an aviation journalist and the founder of Jetline Marvel. Dawal gained a comprehensive understanding of the commercial aviation industry.  He has worked in a range of roles for more than 9 years in the aviation and aerospace industry. He has written more than 1700 articles in the aerospace industry. When he was 19 years old, he received a national award for his general innovations and holds the patent. He completed two postgraduate degrees simultaneously, one in Aerospace and the other in Management. Additionally, he authored nearly six textbooks on aviation and aerospace tailored for students in various educational institutions. jetlinem4(at)gmail.com

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