1. I
ndian civil aviation is the
fastestgrowingsegmentinthe
world. A large middle class
that is more than the size of
Europe, growing corporate
economyandindustrialinfrastruc-
turegivesthissectoranunbeatable
opportunity to excel. According to
areport,during2011-2014,totalair-
craft movements and passengers
have recorded a compound annu-
al growth rate of 3.3 per cent and
5.6percentrespectively.According
to the Airports Authority of India,
the aviation sector is expected to
growonsimilarlinesinthenextfive
years. Globally, India stands ninth
in the civil aviation market. It
ranks fourth in domestic
passenger volume.
Butmostoftheairlinesarerun-
ning in losses. While Air India is a
classical case of mismanagement,
VijayMallya’sKingfisherAirlinesis
a classic example of unprofession-
al flamboyancy getting ruptured.
Many of its aircraft are lying in the
cornersofairports,fullofdust,get-
tingcorroded.Thisisamassiveloss
of resources. Wiser men, like the
owner of Air Deccan, knew about
the fallacy of selling the lowest fare
ofonerupeeperticketandafterget-
ting the deal for the sale of this air-
line,passingonthebuckofhisair-
linetoothers,leavingthemtobleed.
Forthepastthreedecades,this
writerhasbeenaloyalcustomerof
Air India and has found that it is
one of the best airlines in terms of
passengerstreatmentandservices.
Air India would have been
grounded long back, had the
Government of India not bailed it
out by a whopping package of
C44,000 crore. The airline is still
running in losses, though the loss-
eshavecomedownandoperational
costsarewithinmanageablelimits.
Itsstaffismoreseriousthaneverin
bringing about a turnaround, but
the heavy debt burden is having s
toll on the airline’s profit.
The question is: Where is
this flagship career heading? And
how long, the tax payers’ money
can be used to keep the airlines
floating? There are several reasons
for the poor performance of the
national carrier.
First, the merger of Air India
andIndianAirlinespromisedsyn-
ergy in action, but the way it was
pushedthroughinanadhocman-
ner, backfired, causing resentment
among its employees. This has
also killed the airline.
The top brass was kept happy
with lots of promotions and perks,
but the people at the ground level
are still waiting for their problems
to be solved. This cannot happen
in any other airline in the world,
where for the same job and for fly-
ing the same aircraft, employees
carry their past baggage with them
andarepaidaccordingtotheirpast
affiliation. Humanresourcedevel-
opmentisakeyaspectinanymod-
ernmanagementregime,asitisthis
resourcethatcanalterthefateofany
organisation. This should have
been solved first.
Second, many officers have
occupied top positions in the air-
lines because of a routine bureau-
cratic way of making appoint-
mentsandthroughconnections.It
is an entirely different ball game to
run a Government organisation,
based on a set of water-tight rules,
conventions and procedures.
Moreover,dadagiridoesthejobfor
a bureaucrat in a crunch situation.
Making a loss-making enterprise
into a profitable and viable unit
requires not only experience but
special skills and a vision.
Though the civil services has
many talented officers, and many
havebroughtaturnaroundintheir
respective organisations, unfortu-
nately at the time of the merger of
thetwoairlines,nonepossessedthe
skilltohandlethesituation.Instead,
at the behest of the political mas-
ters of the time, they kept on buy-
ing planes, ignoring issues of net
worth and paid-up capital.
Oneofthemostunimaginative
decisions Air India took was to
grantproductivity-linkedincentive
toitsstaff.Thisconceptmeansthat
productivityisassessedintermsof
returns on investments and
resources.Itmeansthat,ifanyoffice
is getting more revenue per unit of
expenditure, then it is justified to
give incentives.
The way it was devised, it gave
moretothetopbrassthantoaper-
son who actually brought business
atgroundandoperationallevels.It
is worth mentioning that a report
by the Comptroller and Auditor-
General report revealed that a
ChairmanandManagingDirector,
on deputation, pocketed C25 lakh
as productivity-linked incentive
during his five-year tenure.
AnotherCMDtookmorethan
eight lakh rupees for his two-year
tenure,asPLI.AnotherCMDwent
to court to get these undeserving
benefits.ThelastCMDdidnottake
anyPLIandalsoprovedasthebest
CMD of recent times in terms of
lossrecoveries,operationaleffective-
nessandincreatinganenvironment
to provide effective leadership.
Now, a new CMD has joined,
bringingwithhimanexperienceof
turningaroundpublicsectorunits.
Immediateactionisneededtofos-
ter discipline among senior and
middle level functionaries and to
managetheairlineasapurelycom-
mercial business enterprise.
TheoldAirbus320fleetneeds
tobegroundedliketheoldBoeing
737 fleet which was phased out in
2006, to inspire public faith in the
safety. The recent news of engine
failures of two aircraft of Air India
isnotonlyscary,butitcandamage
the reputation of the airline.
TheGovernmentmustensure
thatanewcivilaviationpolicyisin
placesothatthesectorbecomesthe
driving force for the Indian econ-
omy. The Government must pro-
vide better environment for all the
airlines to operate smoothly but
with stringent safety and opera-
tionalnorms.Theinfrastructure is
notcommensuratewiththegrowth
potential and opportunities.
Oneofthebiggestchallengesis
congestion at airports, both from
thepointofviewofeconomyoffly-
ingaswellassafety.Airportcharges,
fuel costs etc should be uniform in
thecountryandshouldnotbemore
thanwhatisavailableinothercoun-
tries.Manyprivateplayersintheair-
portmanagementviolaterulesand
passengershavetopaymoreforthe
facilities they get. The Directorate
General of Civil Aviation must
ensurethatpassengercomfortand
safety is not compromised.
One big irritant is the baggage
allowance of 15 kg in the domestic
sector. It has to be in sync with the
culture of a nation. It should be
minimum 20-22 kg compulsorily.
Indigo’s cargo handling policy is
worth emulating for better utilisa-
tion of the capacity for profit
enhancement.Theircargocharges
are competitive with road and
railway carriages.
There should be no let-up in
connectingthefar-flungareaswith
privateairlines.Theseairlineshave
anationalroletoplayaswell.They
can be provided with some
Government incentives, but they
must come up with reasonably
affordable fares. Moreover, a busi-
ness culture needs to be evolved in
managingallthespheresofcivilavi-
ationindustrytotaptherealpoten-
tialofthesector,whichcanbecome
a driver of the economic growth.
(The writer is former Director
General, Indian Council of Forestry
ResearchandEducation,andformer
Principal Secretary, Agriculture,
Horticulture,AnimalResourcesand
Forest Department, Government
of Tripura)
5
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E^VQYbR_S[QTU
Sir — This refers to the editori-
al, “India-bashing in Nepal”
(October 6). Only at two India-
Nepal border points have there
been protests by ethnic commu-
nities. Why are the trucks being
blocked at other locations where
there are no demonstrations?
Gd
Via web
8Y^Te]_^QbSXi
Sir — This refers to the article,
“From open borders to block-
ades” (October 6) by Atul K
Thakur. The crisis has been cre-
ated in India by those who don’t
want strong India-Nepal ties.
Prime Minister Narendra Modi
has sought to improve ties that
had frayed during the previous
Government, yet Nepal hastily
implemented a Constitution that
is unfavourable to almost half of
its population. This is problem-
atic for India as the country
could face a major refugee crisis
if things get worse.
Also, it seems like most
Indians want a Hindu monarchy
in Nepal. We, the Nepalese peo-
ple, need to reinstate the amiable
Hindu monarchy. The Modi
Government should assist in this
regard. A Hindu monarchy is the
only way out of this mess. It will
free Nepal from communist pres-
sures and Chinese intervention.
Dirgha Raj Prasai
Via web
4_eRUUTWUTcg_bT
Sir — As tensions continue to
brew in the aftermath of the
Dadri killing, the Centre must
examine how communal troubles
are being fuelled through social
media. I wish we still lived in an
era where the responsible print
media had primacy.
Keep in mind that technolo-
gy is a double-edged sword. It can
help in governance, but it can also
become a governance challenge.
Aaraam
Via web
CU^cQdY_^QYcY^W4QTbY
Sir — This refers to the editori-
al, “A communal cauldron”
(October 5). The Dadri murder
must be strongly condemned. No
civilised society should accept
such incidents. The culprits must
be brought to justice.
Unfortunately, a terrible ten-
dency that dominates our polit-
ical class is currently on display
with all its insensitivity and
hypocrisy. Sundry politicians
have jumped into the fray, visit-
ing the suffering family, lending
it an explosive communal colour.
The media is equally guilty of
playing up the incident. No won-
der, the villages have protested
against the media’s role. Sadly, no
attempts were visible to cool pas-
sions and bring back trust.
M Ratan
New Delhi
8Q^TgbYddU^UddUbc
Sir — In the age of computers and
mobiles, handwritten texts have
almost vanished. Most people do
not write anything on paper
except when they have to sign
cheques etc. Yet, handwritten
letters have a personal touch,
though they require more labour
and time. A handwritten letter
shows the writer’s efforts and sin-
cerity. They also reflect the char-
acter of the letter-writer — a
handwriting expert can offer a
detailed analysis.
Mahesh Kumar
Delhi
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