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ISSUES AND CHALLENGES OF INDIAN AVIATION INDUSTRY: A CASE STUDY

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 Volume 4, Number 1, January – March’ 2015
ISSN (Print):2319-9032, (Online):2319-9040
PEZZOTTAITE JOURNALS SJIF (2012): 3.562, SJIF (2013): 5.074

ISSUES AND CHALLENGES OF INDIAN AVIATION INDUSTRY: A CASE STUDY

32 33 34
Shipra Choudhuri Ruchi Dixit Rajesh Tiwari
ABSTRACT

The paper highlights the issues and challenges of Indian aviation industry. The milestones and major issues faced by the
companies in Indian aviation industry are discussed. The monopoly of public sector may have ended, after entry of private
players in the airline industry, but the industry growth is restricted by tax structure, lack of infrastructure, cartel formation by
public sector oil companies, lack of vision by the government, poor regulation and management issues of companies. The
paper concludes by providing some suggestions.

KEYWORDS

Aviation Industry, Tax Structure, Infrastructure, Regulation, Vision etc.

INTRODUCTION

Indian civil aviation industry is among the top ten in the world, with a size of $16 billion. Domestic airlines carried 55.06 million
passengers in January-October 2014 period as compared to 50.7 million a year ago (IBEF 2014). The air transport has attracted
foreign direct investment (FDI) of $ 456.84 million from April 2000 to July 2013 (Indian Business, 2015). Indian aviation
industry handles 121 million domestic and 41 million international passengers. More than 85 international airlines operate to India
and five domestic Indian carriers connect to over 40 countries (Indian Business, 2015).

Indian aviation industry promises huge growth potential due to large and growing middle class population, favorable
demographics, rapid economic growth, higher disposable incomes, rising aspirations of the middle class, and overall low
penetration levels. The first commercial flight in India took-off in, 1911. Nine airlines existed before 1953 including Indian
Airlines, and Air India. In 1953, the airlines were nationalized and merged into Indian Airlines. In 1986, private players were
allowed to operate as air taxis. In 2003, Air Deccan started operation as India first low cost carrier (LCC). In 2007, the industry
witnessed consolidation when Jet acquired Sahara and Kingfisher acquired Air Deccan (ICRA, 2012).

The industry has growth potential due to growth-oriented policies of BJP government led by Mr. Narendra Modi. Indian aviation
market is expected to be third largest in the world (Indian Business, 2015). The untapped potential presents an opportunity for the
industry to enhance passenger traffic. The air traffic density in India is just 72, as compared to 282 in China and 2896 in USA
(IBEF, 2014). The government has allowed 49% FDI by foreign airlines in the sector. The government plans to build 17 new
th
airports in 12 five-year plan. To enhance the availability of skilled manpower, government is planning to establish an aviation
university (Indian Business, 2015). The figure-1 shows the domestic market share of airlines. Indigo leads in the market share.

Figure-1: Domestic Market Share of Indian Airlines

Sources: CAPA India Aviation Outlook FY14

32
Assistant Professor, Asia Pacific Institute of Information Technology SD India, Haryana, India, [email protected]
33
Assistant Professor, Asia Pacific Institute of Information Technology SD India, Haryana, India, [email protected]
34
Assistant Professor, Asia Pacific Institute of Information Technology SD India, Haryana, India, [email protected]

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 Volume 4, Number 1, January – March’ 2015
ISSN (Print):2319-9032, (Online):2319-9040
PEZZOTTAITE JOURNALS SJIF (2012): 3.562, SJIF (2013): 5.074

Figure-2: Trend of Total Aircraft Movement

Sources: India Brand Equity Foundation, 2014

As shown in figure 2, total aircraft movement was 1.48 million in FY13. The figure 3 shows that passenger traffic 154.5 million in
FY14.

Figure-3: Trend of Passenger Traffic

Sources: India Brand Equity Foundation, 2014

PRIVATE SECTOR AIRLINES

INDIGO

Indigo is the only Indian carrier running in profits. The company registered sales of Rs. 11,117 crore for FY 2014, a growth of
11.7% as compared to FY2013. The net profit was Rs. 317 crore. The company has registered profit for sixth consecutive year
(Sanjai, 2014).

IndiGo has performed well in terms of load factor (it carried 84 million passengers until Oct 2014, which is one third of all
domestic passengers), revenues and profits.

Indigo has been able to maintain its reputation on punctuality. The company has used a digital data link system called ACARS, to
transmit messages between aircraft and ground stations via radio or satellite. The load factor has been better than competitors
have. Use of single type of aircrafts has reduces maintenance cost. Thus, simple but effective operational focus has been useful for
the company for smooth operations and cost savings. The focus on efficiency has allowed company to capture higher market share
with lesser number of aircrafts. Indigo has 57 planes as compared to 101 with Jet Airways and 148 with Air India (Prabhakar,
2012).

The culture of simplicity flows down from the top bosses. Indigo President Mr. Aditya Ghosh himself drove in a Wagon R along
with Indigo promoter Rahul Bhatia, while other airlines executives came in swank chauffeur-driven cars. Indigo does not have
large cars. The company has preferred not to offer frequent flier programmes, airport lounges, special check-in counters for a
particular class of passengers and TV screens on board (Prabhakar, 2012).

The focus of company is to do one thing and do it well. The airline projects the advantages as one type of airplane (Airbus 320):

International Journal of Logistics & Supply Chain Management Perspectives © Pezzottaite Journals. 1558 |P a g e
 Volume 4, Number 1, January – March’ 2015
ISSN (Print):2319-9032, (Online):2319-9040
PEZZOTTAITE JOURNALS SJIF (2012): 3.562, SJIF (2013): 5.074

One type of fare (low),

One type of customer service (professional),
One way to deal with delays and cancellations (honesty) (goindigo.in, 2015).

The company is planning to come up with an Initial Public Offering (IPO). The company has appointed leading investment banks,
Morgan Stanley, JPMorgan, Citibank, Standard Chartered, Kotak Mahindra Bank, Barclays and UBS for IPO.

SPICEJET

The company has debt of Rs 1,738 crore, cash balance of Rs. 5 crore, net worth turned negative at Rs. 1019 crore. It was reported
in parliament in July that SpiceJet has not paid Rs. 110 crore airport usage charges to the Airport Authority of India (Narasimhan,
2014).

The financial crisis was reflected in the news reports about failure of the company to deposit the tax deducted from employee’s
salary and that the employees were not provided form 16. It was reported that the promoter Mr. Maran was planning to offload his
53.48% stake in the airline. The cash strapped airline-suffered decline of 17.5% in its stock. The company denied any such plan of
Mr. Maran to offload his stake. Sanjiv Kapoor, COO of the company wrote to the employees “SpiceJet is no Kingfisher” to
contradict such news articles (Narasimhan, 2014).

The company has dropped at least six destinations since November 2013 to rationalize destinations to improve operational
performance. The uncertainty about financial feasibility of the airline also affects the employee morale. The company
spokesperson informed that their internal survey reveals that 90% of staff believes airline is moving in the right direction.

JET AIRWAYS

Mr. Naresh Goyal launched jet Airways in 1993. Jet borrowed $800 million to finance new aircrafts. The airline started
international flights by focusing on nearby destinations in Asia. Later it acquired Air Sahara in 2007 for Rs. 1450 crore. The
company has domestic market share of 22% (Sanjai, 2014).

After buying Sahara, Jet Airways started facing financial issues. To optimize business operations Jet Airways sacked 1900
employees in October 2008, after operational tie up with Kingfisher. After media outcry and pressure from political
establishments, the Chairman Mr. Naresh Goyal has to reinstate the sacked employees, citing the reason that he was not aware of
these sackings. It also highlighted the lack of possible repercussions by the top management, coordination and communication,
poor HR management in the company (Mehra, 2011).

The employees were sacked without notice. The sacking and reinstatement episode led to a feeling of insecurity among pilots and
they formed a union; National Aviators Guild (NAG). Soon after the formation of NAG, two of the senior pilots were terminated
without assigning any reasons. Pilots reacted and NAG called for strike and went on mass leave. Jet management took stay order
from Bombay High Court, refraining pilots from strike. The discussions between management and union failed. The union was
adamant on reinstatement of sacked pilots. The operational fall out of the strike was cancellation of 700 flights affecting 28000
passengers. Annoyed with the pilots Mr. Naresh Goyal referred to them as terrorists who were holding the country for ransom,
and indicated that he would bring foreign pilots to manage the situation. Jet management used high profile lawyers to obtain a stay
order on the strike. NAG filed a petition in Chennai high court against hiring foreign pilots by Jet Airways.

The management set up a crisis center to manage the situation. The crisis center reworked the flight schedules as an attempt to
control the situation. The management also adjusted the passengers on flights of other airlines and refunded the airfare. The
customers were updated about the details of flights cancelled and operational through SMS updates. The decision of management
not to take back the two sacked pilots costed Rs. 15 crore daily. The management than agreed to take back the sacked pilots on the
condition that the pilots will dissolve the union. This was not accepted by NAG. In the next round of negotiations, management
agreed to take back the pilots, with a condition that pilots should reconsider about significance of union. A grievance committee
was formed comprising of members of pilot community and administration (Mehra, 2011).

The company registered loses for the consecutive seventh year in FY 2014. It registered loss of Rs. 3,667 crore that is seven times
the loss in previous year at Rs. 485.5 crore.

KINGFISHER AIRLINES

The Airline was grounded in October 2012 and the flying permit was cancelled in December 2012. The court has allowed banks to
take possession of property as part of recovery process. As part of recovery process, SBI consortium took possession of
Kingfisher house, estimated to be worth Rs. 100 crore. The banks have outstanding loans of Rs. 6800 crore on Kingfisher Airlines
(The Times of India, 2015).

International Journal of Logistics & Supply Chain Management Perspectives © Pezzottaite Journals. 1559 |P a g e
 Volume 4, Number 1, January – March’ 2015
ISSN (Print):2319-9032, (Online):2319-9040
PEZZOTTAITE JOURNALS SJIF (2012): 3.562, SJIF (2013): 5.074

Mr. Vijay Malaya: A Willful Defaulter

United Bank of India, declared Mr. Vijay Malaya a willful defaulter in September 2014, according to a decision taken by
Grievance Redressed Committee (GRC). Apart from Mr. Malaya, directors Ravi Nedungadi, Anil Kumar Ganguly and Subash
Gupte were also declared willful defaulters. UBI has dues of Rs. 350 crore on Kingfisher.

The demand of legal representatives before the GRC was turned down by Calcutta High Court. Mr. Malaya commented

“They are making me a bakra (fall guy) because they want to set an example for other defaulters. Let them prove me a willful
defaulter after hearing me out. Then I have recourse to law. What they have done is unsustainable…. There is natural justice to be
followed” (Dhamija, Kurian, 2014).

CHALLENGES FACED BY INDIAN AVIATION INDUSTRY

Airline industry is suffering from huge debt burden. The industry has a debt of $15.83 billion (live mint, 2014).

Airline industry is not able to generate profits and is suffering from losses. The industry has lost about $10.6 billion
from 2007-2014 (live mint, 2014). According to the Centre for Asia Pacific Aviation, the industry is expected to record
losses of $1.4 billion in financial year 204-15.

High airport charges: Airport charges contribute 20% for long distance and 30% for short distance air tickets (Gopinath,
2014).

High engineering charges for maintenance: The maintenance repair and overhaul (MRO) charges are high, so airlines
prefer to go to Abu Dhabi, Jordan, Singapore for MRO. The increased MRO charge is passed on to passengers.

Policy paralysis: The successive governments have failed to frame a policy with a long-term vision for airline industry.
The airline industry has been left to fend for itself and serve the elite class in select metros. The airline industry can be
developed to utilize the trained pool of technicians and engineers to create opportunities for manufacturing, MRO,
cargo, training and many other allied activities. Airline industry should be viewed as a tool of economic growth and job
creation.

Low customer base: The customer base is not expanding rapidly to enhance the operational profits.

Poor regulation: The industry does not provided level playing field for a new comer due to poor regulation. The
monopoly of public sector companies has now been replaced by cartel formation of private companies. The procedures
are complex and cumbersome. The DGCA is supposed to support the development of industry, provide supportive
policy framework and look after the safety and concern of passengers. However, DGCA works with a traditional
government servant mentality. The staff is untrained and demoralized (Gopinath, 2014).

Poor status of airports: The government has not allowed competition in airports. Many international destinations have
followed policy of more than one airport. London has five, New York has four, Hong Kong has four more international
airports within 150 km radius. On the other hand, in India, Hyderabad and Bangalore airports have been closed. 75% of
traffic comes from four major airports controlled by two firms (Gopinath, 2014).

Financial stress may affect the safety of passengers, as airlines lower their maintenance budgets. The audit report of
DDGCA has highlighted lack of spare parts as serious lacunae for maintenance of the aircrafts comprising the safety of
the passengers. It has been that airlines are misusing category C defect, where an aircraft can fly with a defect for 10
days. Ranganathan commented that the airlines remove the defective part on tenth day and put it in some other flight.
The defective part is rolled over again to some other aircraft and this cycle continues (live mint, 2014).

High price of ATF as compared to prices at international level: ATF prices in India are highest globally and 60-70%
higher than neighboring hub like Kuala Lumpur, Bangkok, Hong Kong and Singapore (Sinha, 2014).Value added tax on
ATF significantly affects the operating profits.

Rupee depreciation affects the airline industry badly.

Complex tax structure for ATF: The pricing of ATF does not reflect the international crude oil prices. Oil marketing
companies fix the price by adding many other charges. The public sector oil companies seem to have made a cartel to
fix the rates for airline companies, by abusing their monopoly.

International Journal of Logistics & Supply Chain Management Perspectives © Pezzottaite Journals. 1560 |P a g e
 Volume 4, Number 1, January – March’ 2015
ISSN (Print):2319-9032, (Online):2319-9040
PEZZOTTAITE JOURNALS SJIF (2012): 3.562, SJIF (2013): 5.074

RECOMMENDATIONS

Rationalize tax structure for fuel.

Allow private oil companies to supply fuel to airline companies. The competition will benefit the airline industry and
the operational cost will come down.
Enhance the responsiveness of the DGCA to industry needs by appointing experts and trained staff. Develop long-term
policy to support development of the industry without compromising safety of passengers.
Promote new tourist destination to foreign tourists. The flow of foreign tourists has been restricted to only few well-
known destinations. The state and central government should identify the new destination with potential to attract tourist
and develop the infrastructure of these cities and connectivity by air and road to attract foreign tourists.
Reduce MRO charges and create competition. This will not only lead to lower operational cost but also create job
opportunities for engineers. The availability of skilled manpower can be used as a resource to project India as hub for
MRO outsourcing for airlines globally.
Create low cost, no frills airports to enhance the customer base and increase air
traffic. Allow competition in domestic and international flights by new players.
Strengthen the equity base of the airline companies. The airlines should attract investors to enhance the equity
base. Improve cost effectiveness. The wasteful expenditure of the airlines should be eliminated.
Encourage foreign direct investment (FDI) in aviation sector.
Better management of airlines. The neglect of employees by the top management, wasteful expenditures, ignoring needs
of pilots and crew members, high degree of leverage indicate that the government policies and tax structure is not the
only reason for losses of airlines but poor management is also a cause of concern. Adopting financial discipline and
treating employees with dignity and adopting proactive measures for improving cost efficiency and enhancing equity
base will go a long way to make the airlines profitable.

CONCLUSION

The airlines sector is one of the most challenging sectors of the economy. The government must take progressive stand, rationalize
the tax structure, and play supportive role to strengthen the competitiveness of the private players. The monopoly of public sector
oil companies should be curtailed and private players should be allowed to supply fuel to airlines. Attracting foreign investment
and alternative ways to infuse equity should be explored. The management efficiency and talent is one of the most important
aspects of the airline sector. Indigo has shown that financial discipline and a dedicated team can turn out profits in challenging
operating environment. Aviation Industry cannot always blame government for all the problems, the management should
introspect and set its house in order.

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 Volume 4, Number 1, January – March’ 2015
ISSN (Print):2319-9032, (Online):2319-9040
PEZZOTTAITE JOURNALS SJIF (2012): 3.562, SJIF (2013): 5.074

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