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11
Silver Estates,
PO
Bareilly-243006
(U.P.)
Mobile: 9411900090, 09999722636
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Air
Marshal Ashok K. Goel (Retd.)
PVSM AVSM VM
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As I
Saw it- Fact File
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06 Aug 2012
Vows of Indian Civil
Aviation
Civil Aviation had two
periods of boom, early nineties when the economy was opening. That is the time
when 16 airlines, small & big started operation. Thirteen closed down
within no time and three lingered on. The second boom showed its colors during
the period 2000-04, especially with the concept of LCCS (Low Cost Carreer).
Eight airlines came on the national scene two (Deccan & Sahara) were
swallowed by bigger fish. (Deccan by King Fisher and Sahara by Jet Airways. Soon
two major actors operations started staggering and stinking.
Air India
An airline started by Tata’s,
was pride of India. Known as ‘Maharaja’ of civil aviation globally. Recognized
for its glamorous character of operation, known for its best utilization rate
and low employees rate (per aircraft), ensured high productivity. It was known
for its hospitality and excellent on board service. Though there were no other
players in the field till early nineties, hence no competition.
Soon (in early nineties)
civil aviation sector started expanding. The airline became a civil aviation
ministry’s baby to play around. Soon the ripples of mis-management started
showing its color. Another spanner was thrown in and the domestic IA and AI
were merged and became “Air India”. The year 2007 was the beginning of another
era of mis management. The merger plan was ill conceived, not well though out, and
poorly executed. Class distinction within the same organization was not a systemic
approach and displayed lack of professional “Management Mantra”.
What has ailed
the Air India?
Firstly: 2007 ill conceived half baked
merger of IA & AI, creating a class distinction.
Secondly: Trying to expand too early
and too fast. One has to understand the aircraft manufactures (OEM’s) would
forecast heavy & fast boom. Forecasted 25% increase in traffic for next 5
years, their aim remains to sell their aircraft.
Thirdly: The AI board based on such
forecasts placed orders for modern and ultramodern aircraft. Also recruited large
no. of aircrew’s cabin crews and support staff.
Fourthly: We should have minimum of 200
hrs per aircraft per month UR, preferably 300 hrs per aircraft per month. We
should not go for leasing aircraft either dry or wet lease.
Fifthly: Large no. of pilots. (As
per media reports AI has nearly 1500 pilots on its strength). As per the
Airline operation norm should have seven sets of crews per air craft. For
example with 50 aircraft on line,
(flying daily leaving aircraft on maintenance) the total no. of pilots should
not be more than 700 pilots. The aim should be to ensure Utilization rate of
300 hrs per aircraft per month.
Sixthly: AI pilots are given a
protected flying hrs cover of 70-80 hrs per pilot. Pilots not flying even a
single hr in a month being paid flying allowance for 70 to 80 hrs. Highly
irrational and unwarranted. This situation would not arise if aircrew induction
is rationalized.
Air India is in a debt of Rs
50 K cr. The Govt has bailed out AI many times. The recent 58 day strike for their
unreasonable demands put the AI and MOCA/the Govt in great disrepute. The
passengers were put to extraordinary grief and pain, directly and indirectly (rise
in air ticket prices due to high demand & low availability of seats)
This is the first time that
MOCA Shri Ajit Singh decided to handle the situation with rationale and firmness.
What MOCA has to do:
a.
Rationalise the fleet
b.
Rationalise the pilot’s status.
c.
Rationalise the pay, allowance the status of pilots, cabin crews and
maintenance personnel, rationalize the seniority and core competency based on
their seniority in AI now. (Dis regarding whether they belonged to IA or AI.)
d.
Do not take aircraft on lease if you have extra aircraft lease then
out.
e.
Rationalise the per aircraft manpower as per national and global
standards Around 100 (+20-10). The fat and the parasites to be removed.
f.
An undertaking from the pilots and other disciplines “They would not resort
to strikes/fake sickness for next 5 years, till the time the airline reestablishes
its health and lost glory
The attitude and the culture
of the airline need to be changed I am reminded of one incident. “During 1991 I
was Director Operation (Tpt & Helicopters) at Air Hq. Saddam had invaded
Kuwait. Americans were to go in to Iraq. Before that, large Indian population
from Iraq and Kuwait were to be evacuated. Six IL-76 aircraft of IAF were engaged
in this task working alongside with AI. The sensitive areas of Bagdad, Basra
and Kuwait were assigned for IL-76 operation. The IL fleet was based at Mumbai and
working alongwith AI. One day (after a week of operation) Mr. Madan Lal,
Commercial Director AI called me up to say Mr. Goel, “compliments to the air
force crews. I wish AI had this kind of crews” my answer was “Mr. Madan Lal
when an IAF crew sits in the cockpit his sole aim is mission accomplishment,
where as AI crew is only counting his dollors.
Mr. Madan Lal totally agreed
with my response. Can we ever see a change in our AI pilots attitude? MOCA to
ponder
King Fisher
Started its operation just
over 5 years back. Most glamour’s show, hifi in the real style of Vijaya
Mallaya. The biggest liquor baron of India who has made a global mark. The
first new starter who captured the overseas market, galloped the capt Gopinath’s
baby “Deccan Airways” the first LCC (low cost carrier) and established himself
above the equals. He was literally dictating
the norms, terms and conditions to other pvt operators. Where did he go wrong?
Firstly: Too fast an expansion
program
Secondly: Wanted to establish a distinct
identity for KF among the equals.
Thirdly: Lop sided, ill conceived
venture to distinguish KF from others In that.
a.
He (VM) established exclusive
cabin crew institutions, nearly half a dozen of them.
b.
He(VM) interviewed and selected
himself the air hostesses. That I will present the best of hostesses to
my guests. (As KF referred the passengers in their announcements at the
airports).
c.
He (VM) provided extra ordinary hospitality and care for the passengers
on their arrival at the airport.
d.
He (VM) provided free snacks on board the LCC flight. Most of the time
it was rubbish.
e.
He himself used to welcome the passengers( through a recorded message)
on board the flights.
Most of other ills were that
of AI. He wanted to run the Air line business
as one man show, failed to create a TEAM. The success of any business
venture, is in establishing ethnically correct and economically strong
practices. God save the KF.
He (VM) himself is
responsible for bringing the airline (KF) to a stage of bankruptcy and nearly
stands close to its ruination.
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