Submitted to:- M A Sanjeev Submitted by:-

Naman Agrawal-11609031
Nidhi Sharma-11609032
Nikisha Gupt-11609033
Nishant Kaushik-11609034
Parth Bhasin-11609035

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Table of contents

Introduction 2

History 4

Organizational Structure 7

Mission, Vision & Values 8

SWOT Analysis 8

Leadership & Style 13

Culture of organization 21

References 23

2
Introduction

Jet Airways

Type Public

Traded as BSE: JETAIRWAYS

NSE: JETAIRWAYS

Industry Transportation

Founded 1 April 1992

Headquarters Mumbai, Maharashtra, India

Area served Africa, Asia

Asia, Europe and North
America

Key people Naresh

Goyal, Founder &Chairman
Nikos Kardas
Kardassis, CEO

Services Airlines & Aviation

Airline
Catering & Foodservice
Ground Handling Services
Services

Revenue 12,951.04 crore (US$2.89

billion)(2010
billion)(2010-11)

Employees 10,017 (2007

2007)

Subsidiaries JetLite

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Company Background
Jet Airways, an airline based in India, serves domestic as well as international
routes. It commenced its operations as an air taxi operator in 1993 with four
aircraft; it was granted the scheduled airline status in January 1995. Jet
Airways, which started with 24 flights per day across 12 destinations, now
operates over 320 daily flights. The company was a 100-per cent subsidiary of
Tail Winds Limited till it listed its equity shares on the National Stock Exchange
of India Limited and the Stock Exchange, Mumbai, in March 2005.
Jet Airways connects 49 destinations across the globe – 44 destinations within
India and five international destinations that include London, Kuala Lumpur,
Singapore, Kathmandu and Colombo. The company has multiple reservation
and ticketing networks comprising global distribution suppliers, travel agents
and sales agents in India and 74 other countries. It has a wide cross section of
partnerships and alliances, some of with are, with airlines such as British
Airways, KLM Royal Dutch Airlines, Northwest Airlines, Austrian, Lufthansa and
Swiss International; Indian and international hotel groups such as The Hyatt,
Swiss hotel, The Oberoi, ITC-Welcomgroup and Hilton; banks such as Citibank;
car rental companies such as AVIS and Hertz and telecommunication and other
service providers. Jet Airways became the first airline in India to receive the
‘World Travel Market Global Award at the global travel event in London. It has
won the ‘H&FS Domestic Airline of the Year Award’ four times since its
inception. It has also received the
Boeing Company's ‘Pride in Excellence’ award for maintaining 'Best Technical
Despatch Reliability' in 2003 and 2004. At the global travel event in London. It
has won the ‘H&FS Domestic Airline of the Year Award’ four times since its
inception. It has also received the Boeing Company's ‘Pride in Excellence’
award for maintaining 'Best Technical Despatch Reliability' in 2003 and 2004. In
India, Jet Airways is the leading airline in terms of revenue passengers; it holds
a 36-per cent share in the market. The company grew its capacity at a CAGR of
50 per cent during FY 2001-06. It began its international operations in March
2004; the contribution of international operations to the company’s total
revenues has registered a continuous growth since then. The company
generated revenues of EUR 1.06 billion in FY 2006, with international
operations accounting for nearly 12 per cent of its total revenues.

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History
Early years
Jet Airways was incorporated as an air taxi operator on 1 April 1992. It started
Indian commercial airline operations on 5 May 1993 with a fleet of four
leased Boeing 737-300 aircraft. 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. The
company is listed on the Bombay Stock Exchange, but 80% of its stock is
controlled by Naresh Goyal (through his ownership of Jet’s parent company,
Tailwinds). It has 10,017 employees (as at March 2007).
Naresh Goyal – who already owned Jetair (Private) Limited, which provided
sales and marketing for foreign airlines in India – set up Jet Airways as a full-
service scheduled airline to compete against state-owned Indian Airlines.
Indian Airlines had enjoyed a monopoly in the domestic market between 1953,
when all major Indian air transport providers were nationalised under the Air
Corporations Act (1953), and January 1994, when the Air Corporations Act was
repealed, following which Jet Airways received scheduled airline status.

AIR SAHARA BUYOUT

In January 2006 Jet Airways announced that it would buy Air
Sahara for US$500 million in an all-cash deal, making it the biggest takeover in
Indian aviation history. It would have resulted to the country's largest
airline but the deal fell through in June 2006.
On 12 April 2007 Jet Airways agreed to buy out Air Sahara for INR14.5 billion
(US$340 million). Air Sahara was renamed JetLite, and was marketed between
a low-cost carrier and a full service airline. In August 2008 Jet Airways
announced its plans to completely integrate JetLite into Jet Airways. Present
In October 2008 Jet Airways laid off 1,900 of its employees, resulting in the
largest lay-off in the history of Indian aviation. However the employees were
later asked to return to work; Civil Aviation Minister Praful Patel said that the
management reviewed its decision after he analysed the decision with them.
In October 2008 Jet Airways and rival Kingfisher Airlines announced an alliance
which primarily includes an agreement on code-sharing on both domestic and
international flights, joint fuel management to reduce expenses, common

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ground handling, and joint utilisation of crew and sharing of similar frequent
flier programmes.
On 8 May 2009 Jet Airways launched its low-cost brand, Jet Konnect. The
decision to launch a new brand instead of expanding the JetLite network was
taken after considering the regulatory delays involved in transferring aircraft
from Jet Airways to JetLite, as the two have different operator codes. The
brand was launched on sectors that had 50% or less load factor with the aim of
increasing it to 70% and above. Jet officials said that the brand would cease to
exist once the demand for the regular Jet Airways increases.
According to a PTI report, for the third quarter of 2010, Jet Airways
(Jet+JetLite) had a market share of 26.9% in terms of passengers carried, thus
making it a market leader in India, followed by Kingfisher Airlines with 19.9%

Jet Airways in the EU

Jet Airways entered the EU with its maiden flight to London in May 2005.2 In
the quarter ending 30 June 2006, the company generated two-thirds of its
international revenues from its London operations. The company has its airline
reservation and ticketing offices at London in the UK and Brussels in Belgium.
Recently, it has also entered into a reciprocal Frequent Flier Program (FFP)
partnership with Lufthansa Airlines, SWISS and Austrian Airlines. Jet Airways
has its reservations and ticketing offices/GSA offices in Austria, Belgium,
Cyprus, the Czech Republic, France, Germany, Greece, Hungary, Italy, the
Netherlands, Poland, Portugal, Spain and Sweden.

Jet Airways in UK
Jet Airways operates flights to London from Mumbai, Delhi and Amritsar in
India. On this route, the company has acquired a 20-per cent market share
with a load factor of over 70 per cent.
Factors for Success India – An Investment Destination
India is emerging as a preferred investment destination for various industries
that are planning to expand their operations. The investment by foreign firms
in India is increasing at a brisk pace as a result of the country’s low labour costs
and the availability of talented professionals. Various European firms are
scouting for alliances with Indian companies. This has increased the air traffic
to India, and Jet Airways is capitalising on this opportunity to expand its
international operations to the EU and other regions.

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Tapping the NRI market
With its international operations, Jet Airways has tapped the large non-
resident Indians (NRIs) segment that resides in the USA and Europe. The
company’s advantage of being an early entrant has helped it in tapping this
segment. It is leveraging its established brand name in the domestic market,
and has developed a good hold in the market Abroad.

Favourable Government Reforms

The new reforms introduced by the Indian government have provided
momentum to the growth of Jet Airways. Reforms, such as liberalisation of
international skies (permission to fly to certain international destinations) for
private domestic airlines, abolishing Foreign Travel Tax, reducing excise duty
on air turbine fuel (ATF) from 16 per cent to 8 per cent and increasing foreign
investment limit from 40 per cent to 49 per cent, have promoted Jet Airways’
growth in international operations.

Tourism Driving the Growth

The growth in international air traffic to India. Growing at a considerable pace,
the travel and tourism expenditure is estimated to register a CAGR of 8.8 per
cent for the decade starting from 2004 onwards. In 2005, 33 per cent of
tourists in India were from the UK and the US. Almost 255,000 tourists
annually visit India from the UK, the primary reason being the strong cultural
links between the two nations. A healthy growth of the Indian tourism industry
has also helped Jet Airways to increase its international operations.
Future Plans-Expanding Current Markets
Jet Airways has plans to expand its existing international operations in the UK
and Asia. It plans to increase the frequency of flights to the existing
destinations and also start operations to new destinations. It would strengthen
its overall network by supporting its international operations through its
already established domestic network.

Ambitious Expansion Plans

Jet Airways has plans of ambitious international expansions in the future with
estimated capital expenditure of approximately EUR 2 billion over the next
three to five years for 30 additional wide body and narrow body aircraft. It is
expected to increase its fleet size from 53 aircraft in FY 2006 to 79 aircraft by
FY08. Most of the purchased aircraft will be used on international routes. The
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management also plans to develop its own maintenance hangars and a pilot
training centre. It plans to launch air services to key destinations across the
world including USA, Canada, UK, South Africa, Kenya, Mauritius, points in
China and South East Asia and some points in Europe like Brussels, Rome and
Zurich.

ORGANIZATIONAL STRUCTURE

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MISSION , VISION & VALUES
The Mission statement says “Jet Airways going to upgrade the concept of
domestic airline travel to that of a LI world-class airline.
Vision Statement: Organization vision is to become the “Best Airline in the
World”.
Values:
• Sustained efforts to enhance customer value and quality
• Ethical and professional service
• Compliance and respect for all community, environment and legal
requirements.

SWOT ANALYSIS
Jet Airways has come off another difficult financial year, but an extensive cost
reduction programme launched in the second half of its latest financial year is
bearing some early fruit with a return to profit in the fourth quarter. This
SWOT Analysis reviews Jet Airways' internal strengths and weaknesses and its
external opportunities and threats.
STRENGTHS: Jet grasps the nettle, restructuring finally paying off Financial
discipline (not before time): Jet Airways' management is finally executing an
effective restructuring plan after some haphazard attempts over the past 18
months to come to grips with a rapidly changing market.
Encouragingly, the airline generated a USD10.4 million net profit in the fourth
quarter to 31-Mar-2009, turning around a USD55.1 million net loss in the
previous corresponding period and a USD44 million loss in the third quarter.
This was to some extent driven by exceptional items such as income from sub-
leasing aircraft, changes to depreciation charges and tax credits. Full year
losses reached USD79.3 million in the 12 months ended 31-Mar-2009,
following an USD63.1 million loss in the previous corresponding period.The
improved fourth quarter operating result was achieved through an extensive
cost cutting programme that included network restructuring, the deferral of
aircraft deliveries for the next 1-2 years, rationalisation of personnel costs,
restructuring of aircraft leases, debt restructuring, cash conservation/cost
savings measures and a focus on alliances. Jet stated the full impact of this

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restructuring programme would be seen in the coming financial year.Revenue
fell 8.2% in the quarter to USD505.9 million, while EBITDAR margin in the
fourth quarter surged 13.1 ppts to 20.8% in the fourth quarter. Jet Airways
EBITDAR margin growth: 1Q08 to 1Q09

Source: Centre for Asia Pacific Aviation & Jet Airways

WEAKNESSES: Brand confusion Too many brands: A key strategy by Jet to
"adapting to new market realities" and capture price sensitive markets is its
"Jet Konnect" product. Its third brand in the domestic market (after Jet Airways
and JetLite) risks further confusing the travelling public in a highly fragmented
market.
A Risky Combination: Although full details are yet to be released, Jet Konnect is
expected to operate as a low fare brand within the existing full service carrier's
operations. The danger is that such a model could result in the undesirable
combination of low fares and high costs. Several carriers in Europe and North
America have failed with such an approach. As demonstrated by
the Qantas/Jet star example, a more successful strategy is one where the low
cost product is operated as an independent subsidiary with independent
management and a Greenfield cost structure. That does not appear to be the
intention with Jet Konnect.
Meanwhile, Jet Airways' all-economy unit, JetLite, is a massive drain, reporting
an USD25.9 million net loss in the fourth quarter (albeit an improvement on
the USD40.7 million losses in the previous corresponding period). Load factors

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fell 0.4 ppts year-on-year to 69.1%. The strategic mistake with JetLite was to
attempt to create a low cost unit out of an airline with significant legacy issues.
OPPORTUNITIES: Growth options limited to short-haul international
expansion: In terms of route development, Jet's long-haul ambitions have been
put on hold until market conditions improve. It is however planning to target
short-haul (B737) opportunities, with new services to Jeddah, Riyadh and
additional services to ASEAN & SAARC region destinations "in the near future".
The expansion of its presence in these Middle East markets, particularly Saudi
Arabia, is crucial in defending Jet's network against the growing Middle East
carriers, but also creates opportunities for increased hubbing
over Mumbai and Delhi to its strong domestic franchise and points in
Southeast Asia. Industry "consolidation": The return of the Singh
Government should see an easing of foreign ownership restrictions and could
prompt more moves to consolidate the Indian airline sector.
Jet is unlikely to be an active participant following its costly acquisition of
Sahara, its ineffective operational alliance with Kingfisher and strong
motivation within Jet's founders to maintain its independence. The potential
for easing of foreign investment rules should support the share prices of India's
leading aviation companies, which could improve conditions for further capital
raisings in the medium term. Jet Airways' shares have risen strong since the
election result.
Jet Airways share price growth: Jan-2009 to May-2009

Source: Centre for Asia Pacific Aviation & Rediff

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Industry capacity rationalisation: Overall, some further consolidation activity in
India is expected in the next 12-18 months, especially in the LCC segment if oil
prices stay above USD60 per barrel, which could help to rationalise industry
capacity. This would be a positive development for Jet.
THREATS: Ongoing economic weakness and competitive tension
Loss of pricing traction: Jet Airways' steep capacity reduction has meant its
mantle as the dominant Indian carrier has passed to Kingfisher Airlines - and
with it the ability to influence pricing. Yields were down sharply in the final
quarter, increasing pressure on the airline to reduce its costs.
Revenue per RPKM: 1Q08 to 4Q09

Source: Centre for Asia Pacific Aviation & Company reports

Jet's passenger numbers were down a significant 20% in the fourth quarter to
2.54 million, as the airline reduced capacity by 9.3%. RPKs fell by 8.3%,
resulting in a 0.8% improvement in passenger load factor to 71.7%. The
domestic market contracted 12% in the first quarter, with Jet ceding market
share to Kingfisher and the LCCs.
Indian carriers total passenger numbers and passenger number growth: May-
08 to Apr-09

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Jet's domestic market share has fallen to 17.8%, while JetLite's share remains
around 7.4% for a combined group share of 25.2%, 1.6 ppts below
Kingfisher/Kingfisher Red.
Indian carriers domestic market share (%): Mar-2009

"Challenging" outlook: Jet Airways admitted the global economic environment,

coupled with economic realities of the airline industry in India requires
"exceptional efforts to return to breakeven and profitability". It expects the
year ahead to be "challenging", with sluggish demand for both domestic and
international operations and premium segments. It concluded, "With the
upcoming lean season, load factors and yields will continue to be under severe
pressure".

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Leadership & styles
Founder of Jet Airways: With the experience, expertise and technical know-
how thus acquired, in May 1974, Mr. Naresh Goyal founded Jetair (Private)
Limited with the objective of providing Sales and Marketing representation to
foreign airlines in India. He was involved in developing studies of traffic
patterns, route structures, operational economics and flight scheduling, all of
which has made him an authority in world of aviation and travel. Shortly
thereafter in 1975, he was appointed Regional Manager of Philippine Airlines
in India.
In 1991, as part of the ongoing diversification programme of his business
activities, Mr. Naresh Goyal took advantage of the opening of the Indian
economy and the enunciation of the Open Skies Policy by the Government of
India to set up Jet Airways (India) Private Limited for the operation of
scheduled air services on domestic sectors in India. Mr. Goyal has been elected
to the Board of Governors of the International Air Transport Association (IATA),
at its 60th Annual General Meeting held in Singapore in early June 2004.
Mr. Naresh Goyal is listed as one of the World’s Richest People 2005 in Forbes
magazine. He has a fortune of $1.5 billion.

Mr. Nikos Kardassi Chief Executive Officer

Mr. Kardassis, who was formerly the CEO of Jet Airways from 1994 to 1999
brings with him a wealth of experience of both the Aviation industry and the
financial services.
Mr. Kardassis began his career with TWA, holding various finance and
operational positions. He has over two decades of extensive leadership and
business management experience. He joined Merrill Lynch from General
Electric where he served as President for GECAT. Mr. Kardassis was also the
Managing Director and Head of Business Development and Distribution for the
Global Bank Group at Merrill Lynch.In the past 18 months Mr. Kardassis has
served as Senior Vice President, The Americas for Jet Airways, and has been
closely involved in the restructuring, cost / network management of the airline
and has been working as Senior Advisor to the Chairman on both Finance and
Strategy.

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Mr.saroj K. Datta Executive Director
Mr. Saroj K. Datta completed his education at St. Stephen’s College, Delhi, with
a post-graduate degree in Economics. After a two-year stint at the National
Council of Applied Economic Research (NCAER) in New Delhi, Mr. Datta joined
Air-India in November 1962. During his tenure with Air-India, Mr. Datta worked
in various sections of the Commercial and Planning Departments of the airline.
In 1980, he was appointed Deputy Director, Planning and International
Department with overall charge of the Department. Mr. Datta joined Kuwait
Airways in 1987 as the Planning and Economic Advisor. He returned back to
India in September 1990 following the Iraqi invasion of Kuwait. In early 1991
he joined the Jetair Group of Companies, India’s largest General Sales Agent, in
Mumbai as its Executive Director. Since early 1992, Saroj Datta has headed the
Jet Airways project to set-up a private domestic airline conceived by Mr.
Naresh Goyal, Chairman of the Jet Airways group following the liberalisation of
the Civil Aviation Policy by the Government of India. Mr. Datta has brought to
bear his many years of aviation experience into this project. Assisted by a
group of dedicated professionals, Mr. Datta has meticulously coordinated the
various activities leading to the setting-up of the airline culminating in the
launch of Jet Airways, a leading private domestic airline in India on May 5,
1993. Mr. Datta is a member of the Board of Jet Airways and is the Executive
Director of the airline.

Mr. Abdurrahman Albusaidy Group Executive Officer

Mr. Abdulrahman Albusaidy, an Omani national, joined Jet Airways in
September 2007. He holds a degree in Aviation Management from the Embry
Riddle Aeronautical University, USA and an MBA from University of
Strathclyde, Scotland. He has a rich experience of over 25 years in the aviation
industry. Prior to joining Jet Airways, Mr. Albusaidy has held various senior
management positions like Executive Vice President - Marketing of Gulf Air
based in Bahrain where he worked for over 19 years and Chief Executive
Officer of Oman Air in Muscat where he worked for over 5 years. He was also
one of the Directors in the board of Jet Airways during its formative years from
1994 to 1997. He is in charge of all the functions of Gulf and Middle East
region, a traffic segment of growing importance to Jet Airways.

Mr. Sudheer Raghavan | Chief Commercial Officer

Mr. Sudheer Raghavan, a Singaporean national, joined Jet Airways in
September 2007 as an Executive Vice President – Commercial. He holds a
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Bachelor of Technology degree in Aeronautical Engineering from Indian
Institute of Technology, Kharagpur, India and a Master degree in Air Transport
Engineering from Cranfield Institute of Technology, United Kingdom. Mr.
Raghavan brings with him more than 26 years of wide experience in Hotel and
Airline industries. He has held various senior management positions like
President in Millennium & Copthorne Hotels in the USA, Chief Operating
Officer - Middle East & North Africa in Millennium & Copthorne Hotels in UAE
and his last assignment in the Singapore Airlines Group, where he worked for
24 years, was Sr. Vice President – Sales & Marketing, SIA Cargo. In his current
assignment, Mr. Raghavan looks after the commercial activities of the
Company that include Marketing & Advertising and Sales & Distribution, E
Commerce, Jet Privilege Programme, Cargo Management, Commercial
Strategy, and Commercial Supplies. He is also responsible for all functional
activities related to Inflight Services & Customer Services for both domestic
and international operations.

Capt. Hameed Ali | Chief Operating Officer

Capt. Hameed Ali, a Bahraini national, joined Jet Airways in October 2007 as an
Executive Vice President – Operations and Engineering. He holds a degree in
Aeronautical Engineering from Britain Air University and has over 31 years of
experience in the Flight Operations and Technical Services areas in the airline
industry. Capt Hameed is a professional pilot with more than 10,000 hours of
flying on various Jets, Tristar L1011, Boeing 767/737 and Airbus 320/330/340.
He also has an extensive experience in both the Engineering and the Flight
Operations areas and has held various Executive and Managerial positions
including that of Vice President - Operations in Gulf Air, where he worked for
over 30 years. He is a qualified Examiner on various Boeing and Airbus fleet
and was also a member on Boards of various companies. At Jet Airways, Capt
Hameed oversees the Flight Operations, Cabin Crew and Engineering areas of
the airline.
Mrs. Anita Goyal | Executive Vice President – Network Planning & Revenue
Management
Mrs. Anita Goyal, an Indian National, has over 25 years of experience in
Marketing and Sales and other functions in the Airline Industry. She holds a
Bachelor of Arts (Honours) degree with specialization in Political Science and
Sociology. She was associated with the Company since its inception. Her last
assignment was Executive Vice President-Marketing and Sales of the Company,
wherein she was in charge of the Company’s Marketing and Sales function. Her
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achievements are reflected by the spectacular growth in the network and of
the operations of the Company and her contribution has helped the Company
maintain its 'Most Preferred Airline' status, due to the high quality of its
product, convenient flight timings and connections, the innovative customer
loyalty programme and various fare schemes. The many awards won by the
Company in India and abroad include a significant number specifically related
to Marketing and Sales. Before her previous tenure with the Company, Mrs.
Anita Goyal had a distinguished career with Jetair Private Limited, India’s
largest General Sales Agent ("GSA"). She joined Jetair Private Limited in 1975
and rose to head its Sales function.
Mr. Gerry Oh | Vice President - Asia Pacific
Gerry Oh is an experienced travel industry professional with a deep
appreciation of travel and tourism. He spent several years in Singapore Airlines
and subsequently in Millennium & Copthorne Hotels plc, one of the largest
owned and managed hotel groups worldwide before joining Jet Airways in July
2007.As Vice President Asia Pacific for Jet Airways, he has regional P&L
accountability for the airline including responsibility for growing the airline’s
presence, increase distribution, establish bilateral cooperation / joint ventures,
open up new routes and generate sustainable demand. Gerry began his airline
career as an engineer in Singapore Airlines and subsequently moved to
Marketing Planning. He accumulated nearly 11 years of field management
experience as Country General Manager/State Manager in various parts of
Europe, USA, South Asia and Australia. Later as head of Singapore Airline’s
strategic alliances unit he played a key role to bring the airline into Star
Alliances. He then was appointed SIA’s Vice President for Marketing
Communications and Development and subsequently became the airline’s Vice
President for Global Sales & Distribution. Gerry was also Senior Vice President
Global Sales & Marketing for the worldwide chain Millennium & Copthorne
Hotels from 2004 to 2007.
Mr. Gaurang Shetty | Sr. Vice President – Customer Services & Alliances
Mr. Gaurang Shetty, an Indian national, joined the Company in 1996 as General
Manager – Marketing and was promoted as Vice President – Marketing in
2004. Prior to joining the Company, he was with British Airways as its
Marketing Manager - South Asia. He had many years of experience with British
Airways in the areas of customer service, cargo and passenger marketing. At
Jet Airways, he is responsible for Customer Services, Catering and Marketing

17
departments, which includes Brand Management, Brand Communications,
Interline Revenue and Distribution.
Mr.Mahalingam Shivkumar | Sr. Vice President, Finance
Mr. Mahalingam Shivkumar joined the Jet Family in February 2009. He is a
Commerce graduate from the Delhi University and a qualified Chartered
Accountant. He brings with him over 25 years of experience in various financial
disciplines and has held various positions in Industries encompassing an entire
spectrum from Engineering, Hospitality, and Aviation to Financial Services
Sector. He was associated with Corporates like Cummins India Limited,
Standard Batteries Limited (Williamson Magor Group), Fortis Financial Services
Ltd (Ranbaxy Group), Indian Hotels Company Limited (Taj Group). He held
various positions in the TAJ Group for over 9 years and was associated in the
Hotels, Air Catering, and Aviation and International divisions. He had a
successful stint as Vice President, Finance in London, looking after the
Company’s interest in U.K and Europe. He was actively involved in the Joint
formation with SATS (Singapore Airlines Group) in the Air catering field. Prior
to joining Jet, he was the Finance Director for “Mumbai International Airport
Limited” and is familiar with Airport operations. At Jet, he is entrusted with the
responsibility of Managing and controlling the overall financial operations
which inter alia include Treasury operations, Financial and Cost controls etc.
Mr. Rajesh Sharma | Vice President – Internal Audit
Mr. Rajesh Sharma, an Indian national, is a qualified Chartered Accountant and
joined the company in August 1995 as Head of Internal Audit. In May 2004, he
was designated as Vice President – Controller, directly responsible for
Commercial and Revenue Accounting, MIS and Budgeting and Financial Control
functions. In July 2007, he was given the responsibility of handling technical
purchases including outsource services for Engineering & Maintenance and
Ground Support. In November 2008, Mr. Sharma was again made in charge of
Financial Controls and in July 2010, he has moved back to Internal Audit. He
has a wide experience in various functional areas in Finance and is more
focused on cost controls and cost reduction measures in the Company. Prior to
joining the Company, he worked with M/s. Bayer (India) Ltd., a German
multinational company for a period of 8 years as head of its internal audit. He
has also been associated as a qualified examiner with the Indian Merchant of
Chambers for the Ramkrishna Bajaj National Quality Awards.
Mr. K. G. Vishwanath | Vice President – Commercial Strategy and Investor
Relations

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Mr. K. G. Vishwanath, an Indian national, is a qualified Chartered Accountant.
He joined the Company in November 1998 as a Management Trainee and has
grown to become a Vice President in 10 years. His current role includes
management accounting, budgeting, financial forecasting, developing and
monitoring strategies relating to the commercial aspects of the business.
Additionally, he is also responsible for the Investor Relations function in the
airline. He has been involved in many strategic projects at Jet Airways including
Fleet and route selection, Aircraft financing, Capital raising, International
operations rollout, in addition to his current role. He has been associated very
closely with the Chairman and the members of the Board during the Initial
Public Offering (IPO) exercise and has been handling the Investor Relations
portfolio since then. He was also involved in the core team, which worked on
the acquisition of Air Sahara in April 2007. Vishwanath is a very passionate
classical musician and a performing artist. Having trained for over 20 years and
having performed widely with many concerts to his credit, he also has a fusion
band of his own.
Dato K. Jeyakanthan | Sr. Vice President - Engineering Services
Dato K. Jeyakanthan, a Malaysian national, is an Honours graduate in
Aeronautical Engineering from Hatfield University, London. He joined
Malaysian Airline Systems in 1971 in the Technical Services department. In a
career spanning over 30 years, he has wide ranging experience in Quality
Assurance and Sales and Marketing with Malaysian Airlines. He is a Fellow of
the Royal Aeronautical Society of the U.K. and a Chartered Engineer of the U.K.
His last position with Malaysian Airlines System before joining Jet Airways in
March 1998 was Manager - Engineering Marketing and Sales. He was
bestowed the title of Dato by his Royal Highness Sultan of Pahang, Malaysia in
2001. At Jet Airways, Dato Jeyakanthan is over-all in charge of Engineering and
Maintenance functions.
Ms.Sonu Kripalani | Vice President - Sales (India)
Ms. Sonu Kripalani, an Indian national, joined the company in February 1993.
She is a graduate in Psychology from Elphinstone College, Mumbai and a
Diploma in Travel and Tourism Management from KC College of Management
Studies, Mumbai. She has over 23 years of experience in the travel field in
domestic and international sales, reservation and ticketing gained through
reputed travel agencies. She currently heads the Passenger Sales department
in the capacity of Vice President –Sales (India) and her position entails
monitoring and delivering passenger revenues, yield and revenue
performance, initiating pricing policies and setting up procedures for the sales
19
department. Her role also involves close co-ordination with service delivery
departments like airport services, in-flight, catering in order to ensure
maintenance of standards of customer service. Ms. Kripalani is also actively
involved in the development of the strategic vision of the company, ensuring
growth and profitability of the organisation.
Mr.Jay Shelat | Vice President – Cargo
Mr. Jay Shelat, an American national with Indian origin, joined the company in
March 2007. He holds a degree in Aviation management from Embry Riddle
Aeronautical University, USA. He has over 23 years of experience with
companies like Federal Express, AMR – Corporation – American Airlines Cargo
Alliances and World Airways Inc in the USA. At Jet Airways, Mr. Shelat is in-
charge of the entire Cargo operations at Jet Airways, especially for the
company’s overseas wide-bodied operations.
Mr. Raj Sivakumar | Vice President – Network Planning, Revenue
Management & Distribution
Mr. Raj Sivakumar, an American national of Indian origin, joined the Company
in August 2007. He holds a Master of Management Studies degree from Birla
Institute of Technology and Science, India, followed by Master of Science and
Doctorate of Philosophy in Operations Research from State University of New
York at Buffalo, USA. Mr. Sivakumar has over 15 years of experience in United
Airlines with leadership roles in Revenue Optimization, Research and
Development, Information Technology and Strategic Sourcing. In his current
assignment, Mr. Sivakumar is responsible for Yield Management, Pricing,
Network Planning and related functions for the entire Jet Airways network.
Dr. Samar B. Srivastava | Vice President – Human Resources
Dr. Samar B. Srivastava, an Indian national, joined Jet Airways in October 2010
as Vice President - Human Resources. Dr. Srivastava is a PhD and MPhil in
Human Resources Management from the Tata Institute of Social Sciences,
Mumbai. He has held several positions of responsibility in the areas of Human
Resource Development, Industrial Relations, Management Development,
Business Process Improvement, Quality Management, Business Excellence and
Corporate Social Responsibility. He also holds the distinction of successfully
integrating and managing a multi-cultural global workforce. In a distinguished
career spanning over more than two decades, he has worked with corporate
institutions like Tata Steel and Tata Ryerson within the Tata Group, post which
he joined Crompton Greaves as General Manager – Human Resources.
Dr. Srivastava has been associated with the eminent B Schools as a visiting

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faculty and has associated actively with the Confederation of Indian Industry
(CII - Western Region).
Mr. Ashok Barimar | General Counsel & Vice President - Legal
Mr. Ashok Barimar, an Indian national, joined the Company in June 1999. He is
responsible for all legal matters and litigation cases involving the Company. He
holds an LLB Degree and also a Diploma in Business Management. He has been
a practicing advocate and has worked with several reputed business houses
such as the Birla’s and the Hindujas. His last assignment was with Satyam
Computers. At Jet Airways, Mr. Barimar is in-charge of the all the Legal matters
of the Company.
Ms. Ragini Chopra | Vice President – Corporate Communication and Public
Relations
Ms. Ragini Chopra, an Indian national, joined the company in June 2004. She is
a management graduate from the Oberoi School of Hotel Management. Ms.
Chopra has spent 28 years with the Oberoi Hotels and Resorts in various
functions ranging from Operations, Sales and Marketing, Business
Development and Corporate Communications. She has wide exposure in the
fields of travel hospitality and tourism. In her current role, she is responsible
for corporate communication and maintaining public relations.
Mr. A K Sivanandan | Vice President – Public Relations
Sivanandan’s career graph kept pace with the challenging growth of Indian
Aviation from the piston engine Dakota age to the modern era of Wide-body
jets. A post Graduate in Journalism, A.K Sivanandan began his career as a sub-
editor with Indian News Service in 1961. Later, joined “Indian Express”,
Madras. Besides, being credited with reporting top political leaders of
yesteryears, his several published articles, earned him rave reviews. A
journalist turned PR professional; he joined Indian Airlines in 1966 as the first
PRO of its Southern Region. He was later transferred to Indian Airlines
headquarters Delhi in 1970 where he rose to the position of Head of Public
Relations. Besides, executing various challenging assignments, he edited the
magazines “Image” and inflight journal “Swagat”. He participated in various
global PR Conferences, Congresses and Seminars. An active member of several
professional bodies and a Fellow of the Aeronautical Society of India, he was
honoured by the Press and Public Relations Association of India with the “Best
Public Relations Man” of the year award in 1991. Presently he is Vice President
(PR) in Jet Airways where he joined in 1993. With his rich and varied
experience in the aviation field and having been a hardcore PR professional for

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almost five decades, he has been consistently rendering yeomen services to Jet
Airways. A certificate was presented to him by Mr. Naresh Goyal, Chairman in
2009 “in recognition of 15 years of meritorious service”. He was inducted to
“PRCI Hall of Fame” the same year by the PRCI, for his outstanding
contributions to the Public Relations profession at a function in Bengaluru.
Ms. Monica Chopra | Company Secretary & Associate Legal Counsel
Ms. Monica Chopra, an Indian national, joined the Company in September
2008. She is a Fellow Member of the Institute of Company Secretaries of India,
New Delhi and holds a bachelor degree in Law. Ms. Chopra has a wide
experience of over 18 years encompassing secretarial & compliance, share
administration & investor relations, M&A activities and related legal matters.
Ms. Chopra is also the Compliance Officer under the SEBI Regulations. She is
responsible for all the secretarial functions of the Company and of the
subsidiary, JetLite (India) Limited. Additionally, Ms. Chopra looks after the legal
matters of the Engineering and Finance departments of the Company.

CULTURE OF THE ORGANISATION

Guidelines for conduct of directors
Each director should seek to use due care in the performance of his / her
duties, be loyal to the Company, act in good faith and in a manner such
director reasonably believes to be not opposed to the best interests of the
Company. A director should seek to also:

• make reasonable efforts to attend Board and committee meetings;

• dedicate time and attention to the Company;
• Seek to comply with all applicable laws, regulations, confidentiality
obligations and corporate policies of the Company.

Corporate business opportunity

A corporate business opportunity is an opportunity:

• which is in the Company's line of business or proposed expansion or

diversification,
• which the Company is financially able to undertake and
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 • Which may be of interest to the Company. A director or employee who
learns of such a corporate business opportunity and who wishes to avail
of it should first disclose such opportunity to the Company's Board of
Directors

Confidential information
Employees and directors should maintain the confidentiality of confidential
information entrusted to them in carrying out their duties and responsibilities,
except where disclosure is approved by the Company or legally mandated or if
such information is already in the public domain. Confidential information
includes all non public information that might be of use to competitors, or
harmful to the Company or its customers, if disclosed. The Company's
confidential information shall not be inappropriately disclosed or used for the
personal gain or advantage of anyone other than the Company. These
obligations apply while employed or serving as a director of the Company even
after employment or the director's term with the Company ends

Encouraging the reporting of unethical behaviour

Directors and employees should endeavour to promote ethical behaviour and
to encourage employees to report evidence of illegal or unethical behaviour to
appropriate Company personnel. It is the policy of the Company to not allow
retaliation against any employee who makes a good faith report about a
possible violation of this Code.

Fair Dealing
In carrying out their duties and responsibilities, employees and directors
should endeavour to deal fairly, and should promote fair dealing by the
Company, its employees and agents, with customers, suppliers and
competitors.
No employee or director should seek to take unfair advantage of anyone
(including the Company) through manipulation, concealment, abuse of
privileged information, misrepresentation of material facts or any other unfair
dealing practice.

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Record keeping and Reporting
The Company requires honest and accurate recording and reporting of
information in order to make responsible business decisions. All of the
Company's books, records, accounts and financial statements must be
maintained in reasonable detail, must appropriately reflect the Company's
transactions and must conform both to applicable legal requirements and to
the Company's system of internal controls. Records and documents should
always be retained or destroyed according to the Company's record retention
policies. The Company shall provide full, fair, accurate, timely, and
understandable disclosure in all reports and documents that it files with, or
submits to, any governmental agency or securities exchange, and in other
public communications made by the registrant.

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REFRENCES
http://www.theofficialboard.com/org-chart/jet-airways

http://www.jetairways.com/EN/ZZ/AboutUs/BoardofDirectors.aspx

http://www.jetairways.com/EN/ZZ/AboutUs/CodeOfConduct.aspx

www.wikipedia.org

www.jetairways.com

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