Aviation

BUSINESS ANAYISIS AND PRESENTAION

TOPIC: - AVIATION INDUSTRY IN

SUBMITED TO: - Prof. S K Biswal Date of Presentation:-15thMarch, 2014

SUBMITTED BY:-Group no – 20 Amit Kumar Singh - 1306260035 Pooja Singh - 1306260020

Rourkela Institute of Management Studies, 0 Aviation

MBA 1st year (2nd SEM)

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ACKNOWLEDGEMENT

I have made lot of efforts to make this project. However, it would not have been possible without the kind support and help of many individuals who helped me in completing this project report i would like to extend my sincere thanks to all of them. I would like to thank our faculty Prof: S.K BISWAL for his guidance and help to complete my project. I would also like to thank my friends and family for their co-operation and encouragement which help me in completing this project.

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Executive Summary India is one of the fastest growing aviation markets in the world. With the liberalization of the Indian aviation sector, the industry had witnessed a transformation with the entry of the privately owned full service and low cost carriers. The sector has seen a significant increase in number of domestic air travel passengers. Some of the factors that have resulted in higher demand for air transport in India include the growing middle class and its purchasing power, low airfares offered by low cost carriers, the growth of the tourism industry in India, increasing outbound travel from India, and the overall economic growth of india.

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CONTENTS

Chapters Page no..

1. Chapter 1:- a. Introduction & History of Aviation— 06 - 12 b. List of Operational Airlines in India--- 13 - 14 c. ICAO & IATA— 15 - 16 d. Major Payers in Aviation industry in India-- 17

2. Chapter 2:- COMPANY PROFILE a. --- 19- 28 b. --- 29 - 40 c. Spice Jet --- 41 - 46

3. Chapter 3:-Financial Report a. Jet Airways-- 47 – 52 b. Air India-- 53 – 56 c. SpiceJet-- 57 – 59

4. Market Share of Aviation -- 60 – 62

5. Future of Aviation Industry in India -- 63

6. Conclusions-- 64

7. Bibliography--- 65

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CHAPTER -1

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Introduction of Aviation:-

Once upon a time people were started to travel by feet, then to cross the ocean they built ship, after that the train is innovated. Then the dreams to fly become true. To save time and for a hassle free a journey aircraft was innovated. Today this industry gives us comfortable, safe, and secure and hassle free easiest travel experience within few hours from one destination to another. So this industry is the new passion for the people to travel, according to their needs and their choice and satisfy them in exchange of money.

WHAT IS AVIATION? An aviation industry is defined as an industry that has aircraft manufacturers, airlines, vendors, training centers and training device manufacturers. It is an industry that provides air travel services for freight and travelling passengers.

The Origin of Aviation • The first commercial flight in India was made on February 18, 1911, when a French pilot Monseigneur Piguet flew airmails from Allahabad to Naini, 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 . 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.

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• 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.

Brief Introduction

Indian Aviation Industry has been one of the fastest-growing aviation industries in the world with private airlines accounting for more than 75 % of the sector of the domestic aviation market. With a compound annual growth rate (CAGR) of 18 % and 454 airports and airstrips in place in the country, of which 16 are designated as international airports, it has been stated that the aviation sector will witness revival by 2011.

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In 2009 with increase in traffic movement and increase in revenues by almost US$ 21.4 million, the Airports Authority of India seems set to accrue better margins in 2009-10, as per the latest estimates released by the Ministry of Civil Aviation.

This is being primarily attributed because of the increase in the share of revenue from International Airport Limited (DIAL) and International Airport Limited (MIAL). Passengers carried by Indian domestic airlines from January-February 2010 stood at 8,056,000 as against 6,761,000 in the corresponding period of 2009-a growth of 19.2 %, according to a report released by the Ministry of Civil Aviation.

Today International Airport has been ranked amongst the world's top five in the annual Airport Service Quality (ASQ) passenger survey along with airports at Seoul, Singapore, Hong Kong and Beijing. This airport in Hyderabad is managed by a public- private joint venture consisting of the GMR Group, Malaysia Airports Holdings Berhad and both the State Government of and the Airports Authority of India (AAI).

The Indian aviation sector can be broadly divided into the following main categories:

1. Scheduled air transport service includes domestic and international airlines. 2. Non-scheduled air transport service consists of charter operators and air taxi operators. 3. Air cargo service, which includes air transportation of cargo and mail.

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It is an air transport service undertaken between two or more places and operated according to a published timetable. It includes:

1. Domestic airlines, which provide scheduled flights within India and to select international destinations. , Spice Jet, Kingfisher Airline and IndiGo are some of the domestic players in the industry. 2. International airlines operate from scheduled international air services to and from India.

Non-scheduled air transport service :

It is an air transport service other than the scheduled one and may be on charter basis and/or non-scheduled basis. The operator is not permitted to publish time schedule and issue tickets to passengers.

Air cargo services :

It is an air transportation of cargo and mail. It may be on scheduled or non-scheduled basis. These operations are to destinations within India. For operation outside India, the operator has to take specific permission of Directorate General of Civil Aviation demonstrating his capacity for conducting such an operation.

Size of the Industry

India is one of the fastest growing aviation markets in the world. A total of 127 airports in the country, which include 13 international airports, 7 custom airports, 80 domestic airports and 28 civil enclaves are managed by The Airport Authority of India (AAI). There are about 450 airports and 1091 registered aircrafts in India today.

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Top Leading Companies

Players in Indian aviation industry can be classified into three groups:

 Public players

 Private players

 Startup players

There are three public players: Air India, Indian Airlines and . The private players include Jet Airways, Air Sahara, , Go Air Airlines, , Spice Jet, Air Deccan and many more. The startup players is those which are planning to enter into the markets. Some of them are AirAsia, Omega Air, Magic Air, Premier and MDLR Airlines.

Employment opportunities

Today India Aviation Industry requires approximately 7,500- 8,000 pilots and an equal number or more air cabin crew by 2010. Heavy pay packages are awaiting pilots with a commercial pilot license (CPL). An amateur pilot can start his career with a salary of Rs 2.5-3 lakh a month with a commercial airline. With the sudden increase in the number of airlines, pilots are in great demand.

Aviation sector provides the following types of opportunities:

 Commercial pilot

 Co-pilot

 Air cargo pilot

 Expert cabin crew

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 Air traffic controller

 Cabin safety instructor

 In-flight managers

 In-flight base managers

 Cabin services instructor

 Cabin crew

 Training instructor

 Maintenance controllers

 Licensed aircraft maintenance engineering

 Quality control manager.

 Cargo officers

 Guest service agent

 Ground staff

Latest developments

Toward modernization of non-metro airports the Airports Authority of India (AAI) is planning to spend over US$ 1.02 billion in 2010. There are even plans of the city-side development of 24 airports, including airports at and Amritsar. There are even additionally, 11 new Greenfield airports which are in pipeline which have been identified to reduce passenger load on existing airports.

The government has formed National Aviation Company Ltd (NACIL) by merging national carriers Air India and Indian Airlines into a single entity. The blue print was prepared by the civil aviation ministry to convert Delhi airport into an international hub for passenger airlines and has been done so recently.

Modernization of Airports

Airports Authority of India (AAI) manages the development and modernization of all 35 non-metro airports in the country simultaneously and work is due to be completed by the year end of 2010. Wholly owned subsidiaries of AAI are being created for betterment of Rourkela Institute of Management Studies, Rourkela 11 Aviation

these airports. According to the AAI there are work orders for terminal buildings at 13 airports, and for airside development, including runway, taxiway, apron, fire station, control tower and isolation bay, at 19 airports.

Policy on Merchant Airports

Indian Aviation Industry will allow 100 % foreign direct investment (FDI) in the development of airport infrastructure, the Government is fast moving towards finalizing a policy on merchant airports. Under this new concept, merchant airports will be built entirely by private parties with their own resources, without any government funding.

Growth in MRO Segment

Indian Aviation with the advent of low-cost airlines & ever-increasing passenger traffic there is a fleet expansion. There is an Initiation of the whole new business avenue for global aircraft companies in maintenance, repair and overhaul (MRO). This MRO facility provides major and minor maintenance, refurbishment and repairs of aircraft. The gaint players like Boeing and Airbus have announced their plans for MRO facilities in India.

Foreign Equity Participation in Air Transport Services

Recently the Government in India has approved the Domestic Air Transport Policy which provides for foreign equity participation up to 49% and also investment by Non- Resident Indians (NRIs) up to 100% in the domestic air transport services. As the government plans to fix a higher foreign direct investment (FDI) ceiling for five sub- sectors of the industry in days to come the flow of foreign investment into aviation is likely to get smoother.

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List of Operational Airlines In India

Commenced Airline ICAO IATA Call Sign Headquarters Status Operations

October 1932 National Air India AIC AI AIRINDIA (as Tata Mumbai Carrier Airlines)

Air India EXPRESS AXB IX April 2005 Scheduled Express INDIA

1996 Air India LLR CD ALLIED (as Alliance Mumbai Scheduled Regional Air)

Air Asia ------2013 Chennai Scheduled India

Air Costa — LB — October 2013 Vijayawada Scheduled

November Air — — — Non-Scheduled 2012

Blue Dart BLUE BDA BZ 1995 Chennai Cargo Aviation DART

Club One Air — — — August 2005 Mumbai NonScheduled

Chhattisgarh — — — 2012 Raipur Non-Scheduled

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Air Link [5]

Deccan DKN DN DECCAN 1997 Non-Scheduled Charters Deccan DKS DS DECCAN 2012 Ahmedabad Non-Scheduled Shuttles

Go Air GOW G8 GOAIR June 2004 Mumbai Scheduled Indigo IGO 6E IFLY August 2006 Scheduled Invasion Air — — — March 2011 Mumbai Non-Scheduled Jagson November JGN JA JAGSON Delhi Scheduled Airlines 1991 JET Jet Airways JAI 9W May 1993 Mumbai Scheduled AIRWAYS Quikjet FQA QO, QUIKJET Feb 2012 Bangalore Cargo Cargo - - - Feb 2014 Bangalore - Spice Jet SEJ SG SPICEJET May 2005[6] Chennai Scheduled November Taj Air — — — Mumbai Non-Scheduled 1993)

Sky Jet Air 2013 DELHI Scheduled

ICAO:-International Civil Aviation Organization

The International Civil Aviation Organization (ICAO) is a specialized agency of the United Nations. It codifies the principles and techniques of international air navigation and fosters the planning and development of international air transport to ensure safe and orderly growth. Its headquarters are located in the Quartier International of Montreal, Quebec, Canada.

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The ICAO Council adopts standards and recommended practices concerning air navigation, its infrastructure, flight inspection, prevention of unlawful interference, and facilitation of border-crossing procedures for international civil aviation. ICAO defines the protocols for air accident investigation followed by transport safety authorities in countries signatory to the Convention on International Civil Aviation (Chicago Convention).

The Air Navigation Commission (ANC) is the technical body within ICAO. The Commission is composed of 19 Commissioners, nominated by the ICAO's contracting states, and appointed by the ICAO Council.nCommissioners serve as independent experts, who although nominated by their states, do not serve as state or political representatives. The development of Aviation Standards and Recommended Practices is done under the direction of the ANC through the formal process of ICAO Panels. Once approved by the Commission, standards are sent to the Council, the political body of ICAO, for consultation and coordination with the Member States before final adoption.

ICAO should not be confused with the International Air Transport Association (IATA), the trade association for the world’s airlines, also headquartered in Montreal, or with the Civil Air Navigation Services Organization (CANSO), an organization for Air Navigation Service Providers (ANSPs) with its headquarters at Amsterdam Airport Schiphol in the Netherlands. These are trade associations representing specific aviation interests, whereas ICAO is a body of the United Nations.

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IATA:-International Air Transport Association

The International Air Transport Association (IATA) is the trade association for the world’s airlines. It represents some 240 airlines or more than 84% of total air traffic. IATA supports airline activity and helps formulate industry policy and standards. It is headquartered in Montreal, Canada with Executive Offices in Geneva, Switzerland.

The International Air Transport Association (IATA) is an international industry trade group of airlines headquartered in Montreal , Canada , where the International Civil Aviation Organization is also headquartered.

IATA's mission is to represent, lead, and serve the airline industry. IATA represents some 230 airlines comprising 93% of scheduled international air traffic. The Director General and Chief Executive Officer is Giovanni Bisignani . Currently, IATA is present in over 150 countries covered through 101 offices around the globe.

The IATA Head Office are located at 800 Place Victoria (Montreal Stock Exchange Tower) in Montreal since 1977 (having been located at Central Station (Montreal) since its founding) and the executive offices are at the Geneva Airport in Switzerland .

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Major Players in Aviation in India:-

. Jet Airways:- Founded in 1 April 1992 Headquarter- Mumbai, India. Revenue - 172.84 billion (US$2.9 billion) (2012) It’s a Public ltd. Company.

. Air India:- Founded in July 1930 as (TATA Airlines) Headquarter - New Delhi, Delhi, India. Revenue - 192 billion (US$3.2 billion) (FY 2013/14) It’s a Public ltd. Company.

. Spice Jet:- Founded in 1993 as () Headquarter - Gurgaon, India. Revenue - US$731.46 million (2012) It’s a Public ltd. Company.

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Chapter:-2 Company Profile

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Jet Airways is India’s major airlines based in Mumbai, both, in terms of market share and passengers carried. It operates over 3000 flights daily to 76 destinations worldwide. Its main hub is Mumbai, with secondary hubs at Delhi, , Chennai, Bengaluru. Jet Airways is one of India’s premier private airlines. It was incorporated as an ‘air taxi’ operator on April 1, 1992. Jet Airways started its commercial airline operations on 5 May 1993 with a fleet of four leased -300 aircrafts and 24 daily flights serving 12 destinations. In January 1994 a change in the law enabled Jet Airways to apply for scheduled airline status, which was granted on 4 January 1995. It began international operations to Sri Lanka in March 2004 with inaugural flight from Chennai to Colombo. Jet Airways was set up by Naresh Goyal, who owned Jet air Private Limited which provided sales and marketing for foreign airlines in India. Jet Airways was started as a full-service scheduled airline that would give competition to state-owned Indian Airlines, who had enjoyed monopoly in the domestic market since 1953. Jet Airways acquired its scheduled airline status in January 1994, when the Air Corporations Act (1953) was repealed. In January 2006, Jet Airways announced its decision to buy Air Sahara, the only other major private airline, making it the biggest takeover in Indian aviation history. The resulting airline would have been the country's largest, but the deal fell through in June 2006. However, a modified deal went through in April 2007 and Air Sahara became JetLite. In August 2008, the airline announced its plans to fully integrate JetLite into Jet Airways. Further, in October 2008, Jet Airways announced an alliance with Kingfisher Airlines that included an agreement on code-sharing on domestic and international flights, common ground handling, join fuel management, join utilization of crew and sharing of similar frequent flier programmes. In May 2009, Jet Airways introduced another low-

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cost airline Jet Konnect with spare aircraft that were earlier discontinued due to low passenger load factors. Jet Airways Konnect uses the same operator code as Jet Airways. Jet Airways has over 13,945 employees and operates over 370 daily flights to about 68 destinations both in India and international.

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KEY MEMBERS:- Founder & Chairman: - Mr. Naresh Goyal Mr. Naresh Goyal, the founder Chairman of Jet Airways, India’s premier airline, has over 39 years of experience in the Civil Aviation industry. With his vast experience in the field of aviation, Mr. Goyal is the recipient of several national and international awards. Mr Goyal currently serves on the prestigious International Air Transport Association (IATA) Board of Governors for the year 2009- 2010.

CEO:- Mr. Ravishankar Gopalkrishnan

Board of Directors:- . Mr. Javed Akhtar . Mr. Iftikar M. Kadri . Mr. Aman Mehta . Mr. Gaurang Shetty . Mr. James Hogan . Mr. James Rigney

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Key Dates • 1993: Jet Airways begins domestic operations flying Boeing 737 jets. • 1997: Kuwait Airways and Gulf Air sell their stakes in Jet Airways. • 1999: A regional network is launched with turboprop aircraft. • 2004: The first international services are started. • 2007: Acquired Air Sahara and re-launched it as Jet Lite.

Destinations:- In India:- • Agartala • • Mumbai • Ahmada • Gorakhp • Nagpur bad ur • Patna • Aizawl • Guwahat • Porband • Amritsar i ar • Auranga • Hyderab • Port bad ad Blair • Baroda • Imphal • • Bangalor • • Raipur e • Jaipur • Rajahmu • Bhopal • ndry • • Jorhat • • Chandig • Khajurah • Silchar arh o • • Chennai • Kochi • Thiruvan • Coimbat • Kolkata anthapur ore • Luckno am • Dehradu w • Tiruchira n • Madurai pally • Delhi • Mangalo • • Diu re • Udaipur • Vadodara • Varanasi • Vijayawada

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• Vishakhapatnam

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International:- • Abu Dhabi • Kuwait • Bahrain • London Heathrow • Bangkok • Muscat • Brussels • Nework • Colombo • Paris Charles de • Dhaka gaulle* • Doha • Riyadh • Dubai • Sharjah • Hong Kong • Singapore • Jeddah • Toronto • Kathmandu

Mission & Vision:- • Jet Airways will be the most preferred domestic airline in India. It will be the automatic first choice carrier for the travelling public and set standards, which other competing airlines will seek to match. • Jet Airways will achieve this pre-eminent position by offering a high quality of service and reliable, comfortable and efficient operations. • Jet Airways will be an airline which is going to upgrade the concept of domestic airline travel - be a world class domestic airline. • Jet Airways will achieve these objectives whilst simultaneously ensuring consistent profitability, achieving healthy, long-term returns for the investors and providing its employees with an environment for excellence and growth.

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Airline Partners of Jet Airways:- • Air France • Emirates • Air New Zealand • Etihad Airways • All Nippon Airways • Garuda Indonesia • Alitalia • Gulf Air • American Airlines • Jet Konnect(Jet • Austrian Airlines Lite) • Brussels Airlines • Kenya Airways • Cathay Pacific • Malaysia Airways Airways • Qantas • Dragon air • Virgin Atlantic

Jet Airways Fleet:-

Aircrafts In Service Orders First class Premiere class Economy class Total Notes

Airbus 330- 10 - - 30 196 226 200

Airbus 330- 4 - - 34 259 293 300

ATR 72-500 15 - - - 62 62 - 68 68

Boeing 737- 6 - - 8 126 134 700

Boeing 737- 49 - - 16 138 154 800 8 162 170

Boeing 737- 2 - - 28 138 166 900

Boeing 737- 2 - - 8 178 186 900ER

Boeing 777- 10 - 8 30 274 312 300 ER 8 30 308 346

Boeing 737 - 50 - - - - Entering into service Max 8 in 2017.

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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.

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.

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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.

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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 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 the Boeing 737aircraft. 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 programmes, 11 audio channels and a CD library of 125 Rourkela Institute of Management Studies, Rourkela 28 Aviation

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 personal Apple 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 JetPrivilege Platinum & Gold card members. The international lounge at Brussels has showers, business centre, entertainment facilities and children's play areas.

SWOT ANALYSIS:-

Strength:- • Innovation in services. • Strong presence & good name in the • Experience Indian Aviation exceeding 20 years. market. • Large fleet size. • Taking the plane on lease rather than • Among top 3 in purchasing. India.

• Ready-made Weakness:- distribution network. • Too many players. Rourkela Institute of Management Studies, Rourkela 29 Aviation

• Salaries was not • Loosing domestic high as compared to market share. other airlines so • Weak brand difficulty to retain promotion. employees.

• Need improvement • Financial not sound in in-flight services. as compared to others airlines. • Old fleet average age 4.78 years.

Opportunities:- Threats:-

• Untapped air cargo • Ongoing economic market. weakness. • Scope in global • Rapid increase in services and fuel prices. tourism. • Strong competitors. • Increasing salaries • Overseas market of people. competition. • Scope in global • Regulations services and tourism.

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Air India is the flag carrier airline of India owned by the government run Air India Limited (AIL). The airline operates a fleet of Airbus and Boeing aircraft serving various domestic and 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 and Chhatrapati Shivaji International Airport, secondary hubs at Chennai International Airport and Netaji Subhas Chandra Bose International Airport. 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.

Following economic losses in 2012, Air India has slipped from being the largest operator in the Indian subcontinent, to fourth place, behind low cost carriers like IndiGo, Spice jet, and its full service rival Jet Airways. Following its merger with Indian Airlines, Air India has faced multiple problems, including escalating financial losses, Between September 2007 and May 2011, Air India's domestic market share declined from 19.2% to 14%, primarily because of stiff competition from private Indian carriers. 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. In October 2011, talks between the airline and Star Alliance have resumed. On December 13, 2013, Star Alliance announced that Air India and Star Alliance have resumed the integration process and Air India would join the alliance by summer 2014. In April 2012, the Indian government granted another bailout package to Air India, including 300 billion (US$4.8 billion) of subsidies. In order to raise funds for

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reconstruction, Air India decided to sell and lease back all its dream liners.

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History of Air India:-

• Tata Sons, a division of Tata Sons Ltd. (now Tata Group) was founded by J. R. D. Tata in 1932. On 15 October 1932, J.R.D. Tata flew a single-engine De Havilland Puss Moth carrying air mail (postal mail of Imperial Airways) from 's Drigh Road Aerodrome to Bombay's Juhu Airstrip via Ahmadabad. In its very first year of operation, Tata Airlines flew 160,000 miles, carrying 155 passengers and 10.71 ton of mail. Tata Airlines launched its longest domestic flight – Bombay to Trivandrum with a six - seater Miles Merlin. In 1938 it was re-christened as Tata Air Services and later same year was renamed as Tata Airlines. By this time Delhi and Colombo were also serviced. • After World War II regular commercial service was restored in India and 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.

• This was the airline's first long-haul international flight, soon followed by service in 1950 to Nairobi via Aden.

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• On 25 August 1953 the Government of India exercised its option to purchase a majority stake in the carrier and Air India International Limited was born as one of the fruits of the Air Corporations Act that nationalised the air transportation industry.

• At the same time all domestic services were transferred to Indian Airlines (later renamed as Indian).

• Eight pre-Independence domestic airlines, Deccan Airways, Airways India, Bharat Airways, , , Indian National Airways and and the Domestic wing of Air India, were merged to form the new domestic national carrier Indian Airlines Corporation.

• International operations of Air India Ltd. was taken over by the newly formed Air India International. Indian Airlines Corporation inherited a fleet of 99 aircraft including 74 Douglas DC-3 Dakotas, 12 Vickers Vikings, 3 Douglas DC-4s and various smaller types from the seven airlines that made it up.

• 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 and Delhi.

• In 1994 the airline was registered as Air India Ltd.

• In 2007, the Government of India announced that Air India would be merged with Indian Airlines.

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• As part of the merger process, a new company called the National Aviation Company of India Limited (NACIL) was established, into which both Air India (along with ) and Indian Airlines (along with Alliance Air) will be merged.

• On 27 February 2011, Air India and Indian Airlines merged along with their subsidiaries to form Air India Limited.

Corporate office:-

Air India Express

Air - India Building,

Nariman Point,

Mumbai - 400 021,

India.

Phone: (022) 25489999, (022) 22796666

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Key Members:-

• Founder:- Late Mr. JRD Tata •

• Chairperson:- Shri Rohit Nandan

•

• Board of Directors:-

 Mrs. M. Sathiyavathy

 Shri G. Asok Kumar

 Shri Syed Nasir Ali

 Shri S. Venkat

 Shri N. K. Jain

 Shri Pankaj Srivastava

 Shri Gurcharan Das

• ShriLogo:- K K Nohwar

The logoThe of Airthe Indianew airlineBrand:- is a red colored flying swan with the 'Konark Chakra' in orange, placed inside it. The flying swan has been morphed from Air India's characteristic logo 'The Centaur' whereas the 'Konark Chakra' is reminiscent of Indian's logo". The new logo features prominently on the tail of the aircraft. While the aircraft is ivory in colour, the base retains the red streak of Air India. Running parallel to each other are the orange and red speed lines from front door to Rourkela Institutethe rear of door, Management subtly signifying Studies, the Rourkela individual identities merged into one.36 The brand name 'Air India' runs across the tail of the aircraft. Aviation

• Maharaja:-

 'We call him a Maharajah for want of a better description. But his blood isn't blue. He may look like royalty, but he isn't royal.' These are the words of Bobby Kooka, the man who conceived the Maharajah. This now familiar lovable figure first made his appearance in Air India way back in 1946, when Bobby Kooka as Air India's Commercial Director and Umesh Rao, an artist with J.Walter Thompson Ltd., Mumbai, together created the Maharajah.

 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. What began as an attempt as a design for an in-flight memo pad grew to take Air India's sales and promotional messages to millions of travelers across the world. Today, this naughty diminutive Maharajah of Air India has become a world figure. He can be a lover boy in Paris, a sumo wrestler in Tokyo, a pavement artist, a Red Indian, a Rourkela Institute of Management Studies, Rourkela 37 Aviation

monk... he can effortlessly flirt with the beauties of the world. And most importantly, he can get away with it all. Simply because he is the Maharajah.

 He has completed 56 years and become the most recognizable mascot the world over. His antics, his expressions, his puns have allowed Air India to promote it's services with a unique panache and an unmatched sense of subtle humor. In fact he has won numerous national and international awards for Air India for humor and originality in publicity. And as with all great men, he too has had his critics. But the millions of travelers whose lives he has touched far outnumber them. In fact, to them, the Maharajah with his inimitable style, charm and wit is a very real person. He's almost like a friend to every Air India traveler. A friend who reaches out with warmth and hospitality, even to the farthest corners of the world.

Destinations:- In India:-  Tripura   Mizoram  Odisha  Punjab  Tamil Nadu   NCR

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 Assam  & Kashmir  Nagaland   Goa   Andhra Pradesh   Manipur

Internationals:- • Belgium • Bangladesh • United states • Germany • Australia • North Korea • China • South Korea • Japan • Uganda • Africa • Saudi Arab • Brazil • Nepal • Europe • Pakistan • Afghanistan

Airlines Partner of Air India:- • • Singapore Airlines

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Air India Fleets:-

Aircraft In Service Orders First class Premiere class Economy class Total

AIRBUS A319- 24 - - 8 114 122 100 - - 114 144 AIRBUS A320- 22 - - - 168 168 200 - 20 126 146 AIRBUS A321- 17 19 - 20 152 172 200 AIRBUS A330- 2 - 24 255 279 200 BOEING 737- 21 - - 200 BOEING 747- 5 - 12 26 385 423 400 BOEING 777- 6 - 8 35 195 238 200LR BOEING 777- 12 3 4 35 303 342 300ER BOEING 787-8 13 14 - 18 238 256 TOTAL- 105 36

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Services:-

Cabin

Business Class seats on board theBoeing 777-200LR/777-300ER

First Class seats on board theBoeing 777-200LR/777-300ER The Boeing 777-200LR/777-300ER aircraft has three classes of service: first class, business class, and economy class. As a full service airline, Air India serves meals on all classes of travel. Air India's first class is available on their Boeing 747- 400 and 777-200LR/777-300ER aircraft. Each seat has a 180- degree recline, sleeperette. The First Class cabin in Boeing 747-400 seats just 12 passengers and has a two-abreast seating pattern. All passengers aboard first class are served with cocktails and meals are served on Royal Doulton tableware. Passengers can chose from Grilled Lamb Chops and Parmesan Cheese Omelets to Chicken Malai Kabab and the Shahi Korma. Champagne is also served.

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In-flight entertainment Air India's Airbus A320 family aircraft are all equipped with Thales i3000 in-flight entertainment system. Passengers can choose from five channels, airing both newer as well as classic Hindi movies, Hollywood action movies, Indian television soap operas, and Bollywood music videos. Air India's leased Airbus A330s have widescreen displays in Business and Economy classes but no personal IFEs. The Boeing 777-200LR/-300ER, Boeing 747-400 and the airline's newly acquired Boeing 787 aircraft use the Thales i4000, i5000, and i8000 audio-video on demand in-flight entertainment systems respectively. Passengers can choose from a wide range of English, Hindi and other regional language movies in India.[101] Showtime is the name of the entertainment guide Air India has made available on all of its flights. Apart from that, Air India also runs an in-flight magazine called Shubh Yatra, which in Sanskrit, means Happy Journey. Shubh Yatra is a bilingual magazine. It is published in both English and Hindi. The magazine covers a variety of issues from travel and culture to lifestyle and entertainment.

Frequent flyer programme

The logo of 'Flying Returns' Flying Returns is Air India's frequent flyer programme. It is India’s first frequent flyer programme and is claimed to be one of the most rewarding programmes in the region. The programme is also shared by all other Air India Limited carriers. A member can earn mileage points and redeem them for award travel. On higher fares, such as full fare economy, Rourkela Institute of Management Studies, Rourkela 42 Aviation

and on Business/First Class, passengers will also earn bonus miles, and clock mileage points. The points can also be used for awards travel on Lufthansa and Singapore Airlines.

Online check-in Air India passengers confirm their presence on a flight via the Internet and typically print their own boarding passes, through a feature called online. Air India provides this feature to passengers originating from Bengaluru, Chennai, Delhi, Hyderabad, Kolkata and Mumbai. Air India opens its check-in window 48 hours before the scheduled time of departure for domestic and international flights originating from the six metro cities, and 24 hours prior to scheduled departure of flights from the remaining cities.

Premium lounges

Air India's Maharaja Lounge at John F. Kennedy International Airport in New York City. The Maharaja Lounge (English: "Emperor's Lounge") is available for the use of First and Business class passengers. Air India shares lounges with other international airlines at international airports that do not have a Maharaja Lounge available. There are six Maharaja Lounges, one at each of the six major destinations of Air India:

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International

 John F. Kennedy International Airport (New York City)

 London Heathrow Airport

India

 Bengaluru International Airport (Bangalore)

 Chhatrapati Shivaji International Airport (Mumbai)

 Indira Gandhi International Airport (Delhi)

 Rajiv Gandhi International Airport (Hyderabad)

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SWOT Analysis:-

Strength Weakness

• 1. Strong Backing • 1. Labour Problems by the government and political of India. intervention is a • 2. Brand New Fleet cause of worry. of aircraft. • 2. Financial crisis • 3. It is known for its leading to payment unique and high issues of quality "Maharaja" employees. advertising. • 4. Air India has its presence in nearly 19 countries • 5. It covers approximately 50 destinations in India

Opportunity • 3. Solving internal issues regarding • 1. Dedicated set of workforce can customers. Can hugely boost image leverage on brand and operations. new fleet. • 2. Expansion of Threats routes and • 1. Rising Labour international Costs. destinations.

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• 2. Rising Fuel • 3. Losing Market Costs. share due to other carriers.

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SpiceJet is an Indian low-cost airline owned by the Sun Group of India. It has its registered office in Chennai, Tamil Nadu, and a corporate office in Gurgaon, . It began service in May 2005, and by 2012, it was India's third largest airline in terms of market share, ahead of AirIndia, Kingfisher Airlines, and GoAir. SpiceJet operates aircraft configured with a single passenger class. Along with passenger services, SpiceJet also offers cargo services on the same flights. The service is available on flights connecting Ahmadabad, Agartala, Amritsar, Bagdogra, Bangalore, Chennai, Coimbatore, Delhi, Goa, Guwahati, Hyderabad, Jaipur, Jabalpur, Kochi, Kolkata, Kozhikode, Madurai, Mumbai, Pune, Visakhapatnam, Tiruchchirappalli, Tuticorin and few international cities. Between 2 to 3.5 tons of cargo is ferried on each flight ensuring maximum utilization of the aircraft.

History of SpiceJet:- Royal Airways-promoted Spice Jet is an airline company, which was earlier known as Modiluft. It was among the first private companies that stepped into the Indian aviation sector. Further, in May 2005 Royal Airways changed its name to Spice Jet. The airline was launched with an objective to deliver the lowest air fares with the highest consumer value, to price sensitive consumers. Currently, the company enjoys a market share of over 8%. With 125 flights to 19 destinations daily and over 50,000 people flying in a month, Spice Jet follows the Low Cost Carrier (LCC) business model on the lines of the most Rourkela Institute of Management Studies, Rourkela 47 Aviation

successful LCCs globally and provides the lowest cost per unit amongst Indian LCCs. Spice Jet has chosen a single-aircraft-type fleet, which allows for greater efficiency in maintenance, and supports the low- cost structure. And when it came to selecting this single aircraft fleet, Spice Jet has opted for the new-generation Boeing 737-800s with winglets and Boeing 737-900ER. These aircraft allow for safe, comfortable and efficient flying and are ideally suited for short to medium-haul flights in Indian conditions. Spice Jet's new generation fleet of 15 Boeing 737-800 / 737- 900ER aircraft are backed by cutting-edge technology and infrastructure to ensure the highest standards in safety and operating efficiency. The company's on-time performance is amongst the best in India, at 82%, coupled with a technical dispatch reliability of 99.6%, making it an airline with the least cancellations. The aircraft utilization of Spice Jet is amongst the highest in India. The company has alliance with some of the best names known globally like Honeywell, Weber Seats, etc, to ensure highest safety standards. Spice Jet provides services to cities namely Ahmadabad, Bagdogra, Bangalore, Chennai, Coimbatore, Delhi, Goa, Guwahati, Hyderabad, Jaipur, Jammu, Kochi, Kolkata, Mumbai, Pune, Srinagar, Varanasi and Vizag. The airline also brings out an in-flight entertainment magazine called 'Spice Route'. The magazine features contents related to travel and destinations in India; trendy food, recipes and restaurants; covering art and culture across the nation including socially conscious citizens and a section dedicated to children.

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• Corporate office SpiceJet Ltd., 319, Udyog Vihar, Phase IV, Gurgaon - 122016 Haryana, India. Mobile: - From outside India: +91 987 180 3333, +91 965 400 3333 from within India: 0987 180 33330965 400 3333

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Key Members:-

• Founder:- Mr. S K Modi

• Chairperson:- Kalanithi Maran

• CEO:- S Natrajhen • Board of Directors:-  J Ravindran  Kavery Kalanithi  M K Harinarayanan  Nicholas Martin Paul  R Ravivenkatesh  S Natrajhen  Sanjiv Kapoor- Chief Operating Officer( COO )

Destinations:- Internationals:- • Kabul • Riyadh • Dubai • Sharjah • Kathmandu • Muscat • Colombo • Bangkok • Male( Maldives) • Dubai

In India:- • Goa • Assam • Mumbai • Andhra Pradesh • Bengaluru • Madhya Pradesh • Karnataka • West Bengal • Delhi • Chennai • Odisha

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Mission & Vision:- MISSION: To become India’s preferred low-cost airline, delivering the lowest air fares with the highest consumer value, to price sensitive consumers.

VISION: To ensure that flying is no longer only for CEOs and business travellers, but for everyone.

SpiceJet fleets:-

Aircraft In Services Orders Passengers (Economy) Notes

Boeing 737-900 6 - 212 -- Boeing 737-800 37 13 189 19 leased Boeing 737 MAX - 42 - -- Bombardier Dash 8 15 15 78 1 leased Q400 Total 58 70

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Services:-

In-flight entertainment SpiceJet provides little in-flight entertainment. MaXposure Media Group, an integrated media solutions company publishes SpiceRoute, the official in-flight magazine in 125 flights to 18 destinations daily.

SpiceJet MAX SpiceJet MAX is a combo offer provided by the airline that includes a choice of meal on board, seat preference at the time of booking, and a Priority check-in at the airport. SpiceJet MAX can be bought per passenger per sector for all passengers. It can be bought along with any fare two hours prior to departure. Meals are provided on all Boeing aircraft while snacks are provided on Bombarider Dash 8s. In the airports at Ahmedabad, Bengaluru, Mumbai, Kolkata, Delhi, Hyderabad, and Chennai, SpiceJet MAX guests are provided assistance at a dedicated SpiceJet MAX counter and are checked in first. The airline calls this feature Priority check-in. The cost of availing SpiceJet MAX is 500(US$8.40) on domestic flights and 1000 (US$17) on international flights.

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SWOT Analysis:-

STRENGTH • A fixed-cost perishable product. • Entered with Rs. 99 • Limited sectors fares for first 99 (Concentrated at days. only North-West- • “Offering low South Indian everyday spicy Sector). fares”. • Small Load • Fleet of 6 Boeing Efficiency 737-800 with 189 compared to Air Seats. Deccan.

WEAKNESS

OPPORTUNITIES • Tax holiday on aircraft leasing– • Future Fleet The Union Budget Expansion will of the Government increase its Market of India announced Share. in June 2004, • Attractive fares and announced a 5year up to date Quality tax holiday on service will aircraft leasing. generate a huge customer base comprising frequent THREATS flyers. Rourkela Institute of Management Studies, Rourkela 53 Aviation

• High Attrition Rate share. A much • Killer competition– anticipated fare war The Indian skies are has broken out witnessing a bloody across Indian skies battle for market

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Chapter-3 Financial Report

Rourkela Institute of Management Studies, Rourkela 55 Aviation JET AIRWAYS

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Jet airways Income

Here in this graph you can see that in 2008-09 the income was 1,178,688, in 2009-10 income was 1,062,292, in 2010-11 income was 1,293,227, in 2011- 12 income was 1,517,308, and in 2012-13 income was 1,740,317. As compare to 2008-09 the income of 2009- 10 income was low. After that in 2010,2011,2012 income was in increasing manner.

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OPERATING REVENUE

Here in this graph , in 2008-09 the revenue was 1,147,697, in 2009-10 revenue was 1,046,964, in 2010- 11 revenue was 1,273,677, in 2011-12 revenue was 1,481,591, and in 2012-13 revenue was 1,685,259. In 2009-10 the revenue was less as compare to other year.in 2012-13 the revenue was very high as compare to others.

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Forecasting of financial condition of aviation industry in future: The Indian airlines industry had total revenues of $14.2 billion in 2011, representing a compound annual growth rate (CAGR) of 8.5% between 2007 and 2011. Industry volumes increased with a CAGR of 7.9% between 2007-2011, to reach a total of 79 million passengers in 2011. The performance of the industry is forecast to accelerate, with an anticipated CAGR of 18.1% for the five-year period 2011 - 2016, which is expected to drive the industry to a value of $32.7 billion by the end of 2016.

CORPORATE GOVERNANCE BY JET AIRWAYS They adhere to the principles of Corporate Governance as mandated by the Securities and Exchange Board of India and have complied with all the mandatory requirements. The non-mandatory requirements have been complied with to the extent practical and applicable. A separate section on Corporate Governance and a certificate from the Auditors confirming compliance with the Corporate Governance requirements as stipulated in Clause 49 of the Listing Agreement(s) entered into with the Stock Exchanges, forms part of this Annual Report.The Acting Chief

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Executive Officer’s declaration regarding compliance with the Code of Business Conduct and Ethics forms part of the Report on Corporate Governance.

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CORPORATE SOCIAL

RESPOSIBILITY

Since 1997, the Company has in place an in- flight fund collection programme called ‘Magic Box’ on all its domestic flights. The collections help support children most ‘at risk’ in our society as also those with special needs. Each year, the Company celebrates International Women’s Day (8th March) to salute the independent woman and her continuous endeavour for an equitable social surrounding to live and work in. To commemorate this event, an in-flight fund raising drive is organized, the proceeds of which are donated to select NGOs working primarily for the upliftment and empowerment of underprivileged women. On the occasion of Children’s Day on 14th November every year, the Company organizes “Flights of Fantasy” for underprivileged children. Under this unique initiative, children are introduced to the world of aviation, which is both informative as well as an educational experience for them. As a responsible corporate citizen, the airline extends Rourkela Institute of Management Studies, Rourkela 61 Aviation

its support during natural calamities by making donations, operating additional flights and carrying of relief material to help those affected.

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AWARD WON BY JET AIRWAYS • Jet Airways wins top honours at Global Traveler Wines on the Wing awards.

December 18, 2013 • Jet Airways wins prestigious Monitor award in Bangladesh. Adjudged Best In-flight Meal in Economy for 2012.

• Jet Airways declared Best Domestic Airline at CNBC Awaaz Travel Awards 2013. May 2, 2013

• Jet Airways' JetPrivilege wins double honours at the prestigious Freddie Awards 2013

May 2, 2013 • Jet Airways wins prestigious 6th loyalty award 2013

February 13, 2013 • Jet Airways Wins Prestigious Lonely Planet Magazine Travel Award 2012

Month: May 8, 2012 • Jet Airways' JetPrivilege Programme wins triple honors at the prestigious Freddie Awards 2012

Month: April 30, 2012 • Jet Airways declared winner for Customer & Brand Loyalty In “Domestic Commercial Airlines Sector”

Month: February 3, 2012 • Jet Airways declared Favourite Full-Service Airline at the Outlook Traveller Awards 2011

Month: February 2, 2012

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• Jet Airways' E-commerce head conferred coveted Digital Marketing award at Indira International Innovation Summit

Month: January 30, 2012

AIR INDIA

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CORPORATE GOVERNANCE BY AIR INDIA

The philosophy of the company in relation to Corporate Governance is to ensure and reporting that conforms fully with the laws and regulation of the country in order to promote ethical conduct and practices throughout the organization.

CORPORATE SOCIAL RESPONCEBILITY The company is continuing with various CSR projects involving Environment, Education, Sports and is in the process of signing MoU with Tata Institute of Social Science (TISS) for working on the project of CSR in Andaman & Nicobar Island.

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ENVIRONMENT PROTECTION

Environment Management System Various initiative were introduced for reducing carbon dioxide emission through initiating changes in policies and procedures across Operations, Engineering, Ground Handling etc., initiating tree plantation and commencement of Document Management System to reduce use of paper in office. Air India has, upto March 2012, reduced carbon emission to the tune of 66,79,27,566 kgs. All efforts are being continued to make air india the first Green Airline in India. EU-ETS Various procedures were adopted in operational areas which helped the company reducecarbon emission. The European Union Trading Scheme(ETS) had mandated for the aviation industry that all flight with origin or destination in the European Union would have to be necessarily covered by the Scheme. Air India submitted the ETS required plans for the annual emission and tonne kilometer monitoring in August 2009. Air india successfully cleared the EU-ETS Audit and verification process, which was conducted by M/s Bureau Veritas (EU accredited verifier) from 22 march to 25 march 2011. The verification report and data was submitted to the Environment Agency of UK on 31 march 2011. Encouragement/ assistance to small scale industrial units In accordance with the government guidelines issued from time to time, the company continued to support the SSI units/Social Welfare/ charitable organizations. The

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procurement from social/charitable Organisation amounted to Rs.1.21 million.

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AWARD WON BY AIR INDIA

• Despite problems, Air India wins Asia's leading airline award. • Three Air India employees in Arjuna Awards list. • Air India won the award for the Best Airline with economy service in Asia India’s Best Airline award . • Preferred International Airline award for travel and hospitality from Awaz Consumer Awards 2006 . • Best International West Bound Airline out of India for three successive years by Galileo Express TravelWorld Award . • Best Short-Haul International Airline by Galileo Express TravelWorld Award 2008 .

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BALANCE SHEET OF SPICEJET

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CORPORATE GOVERNANCE BY SPICEJET Corporate governance is an ethically driven business process that is committed to values and conduct aimed at enhancing an organization’s wealth generating capacity. This is ensured by taking ethical business decisions and conducting the business with a firm commitment to values, while meeting stakeholders’ expectations. Good governance practices stem from the culture and mindset of the organization and at SpiceJet are committed to meet the aspirations of all our stakeholders and believes in adopting best corporate practices for ethical conduct of business. It is well recognized that an effective Board of Directors is a pre-requisite for strong and effective corporate governance. Our Board and Committees thereof are formed as per requirement of Companies Act, 1956 read with listing agreement which oversees how the Management serves and protects the long-term interests of all our stakeholders.

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CORPORATE SOCIAL RESPONSIBILITY

• It provides 50-100% discount in base fare for defense personals.

• Organize a Delhi to Chennai trip for special children from an NGO.

AWARD WON BY SPICEJET

• Voted as India's Favourite Domestic Airline for the year 2012 by Outlook Traveller

• Voted amongst the Top 5 Best Budget Airline in Asia by Smart Travel Asia (2010, 2011 & 2012)

• India's International Low Cost Carrier of the Year 2012 by Travel Agents Association of India (TAAI)

• India's Most Outstanding Airline LCC-Domestic Award, by Travel and Hospitality ( Feb 2012)

• Awarded for Best Website at 'World Low Cost Airlines Asia Pacific Conference' (2010, 2011 & 2012)

• Voted as India's Best Low Cost Airline by Outlook Traveller (2008, 2010 & 2011)

• CIO 100 Award in IT efforts for customer satisfaction and business growth category (2007, 2008 ,2009, 2011 & 2012) Rourkela Institute of Management Studies, Rourkela 72 Aviation

• India's best low-fare airline in a survey conducted by MaRs on behalf of Hindustan Times (Dec 2009)

• World Travel Market Award for multi-channel approach in distribution (November 2009, London)

MARKET SHARE OF ALL AIRLINES

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CONTROLLING MINISTRY OF AVIATION INDUSTRY

• The Airports Authority of India (AAI) • Ministry of Civil Aviation of India

A National Vision for Aviation and the Environment

In 2025, significant health and welfare impacts of aviation community noise and local air quality emissions will be reduced in absolute terms, not with standing the anticipated growth in aviation. Uncertainties regarding both the contribution of aviation to climate change, and the impacts of aviation particulate matter and hazardous air pollutants, will be reduced to levels that enable appropriate action. Through broad inclusion and sustained commitment among all stake- holders, the US aerospace enterprise will be the global leader in researching, developing and implementing technological, operational and policy initiatives that jointly address mobility and environmental needs.

INDIAN POLICIES AND INITIATIVES

• Policies- Auto Fuel Policy(AFP)

• Policies- The National Environment Policy(NEP)

• Initiative- National Action Plan for Climate Change

• Initiative- US-Environment Protection Agency & Ministry Environment and Forest

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Future of Aviation Industry in India

Currently India is the ninth largest aviation market in the world and expected to one of the three largest market by 2020.

12 scheduled airlines including 10 passengers and 2 cargos are operational with435 aircrafts in their fleet.

133 non-scheduled operators and operating with over 360 aircraft in their fleet Aircraft departures have risen from 500 per week in 1994 to with nearly 15000ndepartures daily, registering a 30 fold increase.

India’s domestic passenger traffic has quadrupled from 13 million to 52 million during 2000-2011 and is expected to reach a level of 150-180 million by the year 2020.

By 2020 around 420 million passenger are expected to be handled by the Indian airport system as against 140 million in 2010.

Investment of US $ 30 billion is planned up to 2020 specifically for airport infrastructure.

Domestic air cargo has increased from 3.4 million tones in 2009 to 4.7 million tones in 2010 and is expected to reach the level of 9 million MT by 2020.

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Conclusions

Today Aviation Industry becomes so popular. Aviation, Hospitality and Travel this three industries are related to each other.

Now Aviation is booming and many people are like to work with this industry.

From the class we come to know about the past and present scenario of the world aviation and Indian aviation, the types of aircraft, exterior and interior parts of an aircraft and their functions, the attributes of a cabin crew, embarkation and disembarkation procedure for passenger, types of passenger, meal service procedure, in-flight announcements and how to operate the safety equipment on board.

I think this class has given us a lot of information about this industry, which will certainly help us in our future.

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Bibliography

 Google  Wikipedia  http://www.jetairways.com/EN/IN/AboutUs/ OurMissionStatement.aspx  http://economictimes.indiatimes.com/jet- airways-(india)- ltd/infocompanyhistory/companyid- 4374.cms  http://www.jetairways.com/EN/IN/AboutUs/ BoardofDirectors.aspx  http://en.wikipedia.org/wiki/SpiceJet  http://www.capaindia.com/PDFs/CAPA_Ind ia_Outlook_FY14_Highlights.  IATA  ICAO  Economic times  http://www.capaindia.com/pdfs/capa_india_ outlook_FY14_highlights.  www.jetairway.com/doc/investorsRelations/a nnualreport2012-13

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