Campbell Wilson, who died on the ground with 270 people on the ground on 10 days before the new Delhi and Indian flights 171 crashed into Ahnmedabad’s medical school, held a global airline media and briefing to provide a magnificent ambition of airlines.
Wilson spoke confidently in the IATA annual meeting that morning.
In fact, for three and a half years, since the TATA group in India has long acquired rude airlines from the Indian government, it has been actively invested. Goal: To recreate the AIR India as a service -oriented airline, the industry insiders are ready to use the economic dynamics prepared for the Indian aviation sector to wave the growth.
Since the acquisition of TATA, AIR India has ordered 570 aircraft, including almost 520, which has not yet been shipped.
The airline has also completed the merger between Vistara and Airasia India, both of which are already owned by TATA.
The rich AIR India has doubled the frequency of international weekly after personalization, and domestic flights have increased rapidly.
But now, as the accident investigator searches for the cause of the 171 conflict, the airline is facing new and other challenges.
John Strickland, headquartered in London, said, “The airline CEO does not want to face this scale.” “But it becomes more difficult when you try to run airlines in decades of state ownership and rotating door management and political interference.”
Even before the 171 flight was stopped, the AIR INDIA conversion was a difficult project. Wilson said he left a mobile carrier with a room interior and a useless IT system during the long week ownership. We have not recruited employees compared to 20 years. When TATA bought airlines, one -third of the fleet was grounded and cannabized for parts.
The airline later spent $ 200 million in all ground flights, except one of the 30 grounded airplanes, replacing 43 IT systems and recruiting 6,000 new employees.
Wilson adds Vistara’s modern fleets and delivered six Airbus A350 aircraft, and 50%of AIR India Fleet offers new or upgraded interiors, Wilson said.
Nevertheless, I have a lot to do. The airline plans to renovate the 40s wide body aircraft by 2028, and while waiting for seat replacement available, 13 Boeing 777S is light.
AIR India is still delayed. According to OAG, in May, the carrier was deployed at the bottom of 15%of the world’s airlines, over 71%of the time. According to the New Delhi -based BW BusinessWorld, according to the ministry record of the Indian Aerospace Department, AIR India is only 68%of the time in fiscal year, which ended on March 31.
According to Indian media sources, the airline continued to suffered net losses in the fiscal year of 2024-25, but it recorded operating profits as the conversion efforts progressed.
Indian macro economics was after the investment plan of TATA Group. Indiana will surpass Japan with the fourth largest economy in the world. And by 2050, according to the prediction of the Intelligence Department based in London, the average of 5.4%per year.
Meanwhile, according to Bloomberg Intelligence Fleet Data, India is the largest in the world, but Indian airlines operate 69 wide -area aircraft, which is lower than Singapore’s wide body fleet. India, which lacks the ability to meet demand, has made international aviation services greatly for foreign operators, especially the Gulf Carrier. Wilson said Indian airlines are only 21%of the Indian international market share.
India also has the third largest domestic aviation industry in the world, but it is still the number one in China’s IATA figures.
Wilson said at the IATA meeting, “It will be huge if an Indian traveler starts traveling at the same speed as a Chinese traveler.”
But now, when growth ambitions deal with the Airlines 171 tragedy, they will take the rear seats of AIR India.
On June 16, N. Chandrasekaran, chairman of the aviation chairman, said that it should serve as a catalyst for the construction of a more tragedy airline for the company’s Town Hall employees.
The investigator can take several months to determine the cause of the collision. If the mechanical or technical problem associated with the BOEING 787 Dreamliner or General Electric Genx engine is ultimately responsible, the reputation of the Air India is less dramatic than the failure of the airline’s own safety protocol.
But Strickland said anything was in progress.
“This was not the best of hip -hop in terms of customer’s reputation and loyalty,” he said. “Whatever the cause, management means that you need to separate your concentration to prove that you can provide safe, reliable and high quality products.”