A STUDY ON AIRLINE OPERATION & CORPORATE SOCIAL

RESPONSIBILITY OF TATA-VISTARA”

Report Submitted in Partial Fulfilment Of The

Requirements For the Award of the Degree of

BACHELOR OF BUSINESS ADMINISTRATION & AVIATION

MANAGEMENT

From

BENGALURU CITY UNIVERSITY

Submitted by

Mr. MUHAMMED ARIF.S

Registration No. G1912022

Under the guidance of

PROF. SUMA. BR

KARNATAKA COLLEGE OF MANAGEMENT & SCIENCE

BACHELOR OF BUSINESS ADMINISTRATION AND
AVIATION MANAGEMENT
 No.32/2, Thirumenahalli, Hegde Nagar Main Road,
Bangalore 560064.
2019-22

DECLARATION BY THE STUDENT

I hereby declare that dissertation titled,” A STUDY ON AIRLINE OPERATION AND

CORPORATE SOCIAL RESPONSIBILITY OF TATA-VISTARA” is an original work
carried out by me, under the guidance of Ms.Suma.BR professor, Karnataka college of
management and science, Bangalore; is submitted to Bengaluru city university in partial
fulfilment of requirement for the award of degree in Bachelor of Business Administration
& Aviation Management. I also declare that this project has not been submitted for the
award of any degree/ diploma of Bengaluru city university or any other university.

Place: Bangalore

Date:

MR. MIUHAMMED ARIF. S

REGISTER NO. G1912022

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 ACKNOWLEDGEMENT

Primarily I would thank God for being able to complete this project with success. Then I
would like to thank my principal Dr. MOHAMMAD NOOR AHMED sir & my project
guide PROF. SUMA BR. Mam whose valuable guidance has been the ones that helped me
patch this project and make it full proof success her suggestions and her instructions has
served as the major contribution towards the completion of the project

I acknowledge my sincere gratitude to Employees of Vistara Airlines for giving me

valuable information throughout my stay in Airline

Then I would like to thank my parents and friends who have helped me with their valuable
suggestions and guidance has been helpful in various phases of the completion of the project.

Thank you

2
 s

A STUDY ON CSR INFLUENCE ON TATA-VISTARA WITH REFERENCE TO

TRIVANDRUM, KERALA

3
 INDEX

CHAPTER 1 : INDRODUCTION

 AIRLINE INDUSTRY

 GROWTH OF AIRLINE INDUSTRY

 INDIAN CONTEXT
 WORLD CONTEXT
 OPERATIONS IN AIRLINE INDUSTRY
 ESSENCE OF AIRLINE INDUSTRY
 DRIVING FACTORS OF AIRLINE INDUSTRY
 ROLE OF AIRLINE INDUSTRY IN INDIAN ECONOMY

 B. CORPORATE SOCIAL RESPONSIBILITY

 CONCEPT OF CORPORATE SOCIAL RESPONSIBILITY

 HISTORY OF CORPORATE SOCIAL RESPONSIBILITY
 INDIAN CONTEXT
 WORLD CONTEXT
 LAWS RELATING TO CSR IN INDIA

CHAPTER 2 : RESEARCH DESIGN

 RESEARCH DESIGN
 TITILE OF THE STUDY
 OBJECTIVES OF THE STUDY
 OPERATIONAL DEFINATIONS
 SCOPE OF THE STUDY
 CONCEPTUAL SCOPE
 GEOGRAPHICAL SCOPE

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  RESEARCH METHODOLOGY
 TYPE OF THE STUDY
 SAMPLING
 POPULATION
 SAMPLE
 SAMPLING METHOD
 DATA COLLECTION
 PLAN OF ANALYSIS
 LIMITATIONS OF STUDY

CHAPTER 3 : COMPANY PROFILE

 INCEPTION/HISTORICAL BACKGROUND OF TATA-VISTARA

 VISION AND MISSION OF TATA-VISTARA
 BOARD OF DIRECTORS OF TATA-VISTARA
 BUSINESS OPERATIONS OF TATA-VISTARA
 PRODUCTS AND SERIVICES
 CORPORATE SOCIAL RESPONSIBILITIES OF TATA-VISTARA
 MARKET SHARE
 COMPETITORS
 TATA-VISTARA CONTRIBUTION TOWARD THE NATION ECONOMY
 FUTURE PROSPECRS

CHAPTER 4 : DATA ANALYSIS AND INTERPRETATION

CHAPTER 5 : FINDINGS, SUGGESTION AND CONSLUSION

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 CHAPTER-1

INTRODUCTION

 AIRLINE INDUSTRY

 GROWTH OF AIRLINE INDUSTRY

The civil aviation industry in India has emerged as one of the fastest growing industries in the
country during the last three years. India has become the third largest domestic aviation
market in the world and is expected to overtake UK to become the third largest air passenger
market by 2024. A rising proportion of middle-income households, healthy competition
amongst Low-Cost Carriers, infrastructure builds up at leading airports and supportive policy
framework has given a positive push to the aviation sector.

Airline securities are a challenging subject for investors, institutional or individual, to whom
long term capital growth are an important factor. Airline companies have been growing faster
than the majority of the better-known growth companies- stocks of which have been
commanding far higher price earnings ratios. Over the past year, airline stocks have been
recovering from an almost continuous 8 years period of pronounced and popularity; even so
during the second quarter of 1955 they remained lower in price in comparison with cash
earning than any other important group possessing investment acceptance or speculative
popularity.

 INDIAN CONTEXT

The first commercial aviation flight in India took place on 18 February 1911. It was a brief
demonstration flight of about 15 minutes from the United Provinces Industrial and
Agricultural Exhibition in Allahabad, across the Yamuna River to Niani, a distance of 9.7
kilometres (6 mi).

India is expected to overtake China and the United States as the world's third-largest air
passenger market in the next ten years, by 2030, according to the International Air Transport
Association (IATA). India is expected to become the world’s third largest aviation market by

6
2024.India's aviation industry is expected to witness 35,000 crore ($4.99 billion) investment
in the next four years.

Currently, North America is the largest MRO market, accounting for around 40 per cent of
the world market. Asia-Pacific, China and India combined represent 22 per cent of the
market. India's aviation industry is growing at a rate nearly four times faster than the
international average. The Aviation Industry in India has placed the biggest order for aircraft
globally. India's aviation industry accounts for roughly 69% of all airline traffic in the South
Asian region. In India, according to the Aviation Benefits beyond Borders 2018 report,
404,000 jobs were generated by the Aviation Industry directly in India. In addition, the
sector generates further 1496000 jobs indirectly. Foreign tourists arriving in India by air are
anticipated to contribute an additional 4.3 million employment by spending their money in
the local economy. Air transport and visitors coming by air support a total of 6.2 million jobs.

 WORLD CONTEXT

Aviation generates about 4% of global GDP and supports more than 65 million jobs around
the world. Aviation contributes to the global economy in a variety of ways, including direct
employment for the on-air crew, ground crew, and corporate staff, as well as indirect
employment for engineers, navigators, suppliers, cargo logistics, and manufacturing. Aviation
also helps other sectors in aspects of supply, transportation and is associated with some other
sectors like tourism. Aviation also helps tourism, and in some countries, such as the Maldives
and Seychelles where tourism accounts for a substantial amount of their GDP, the sector's
importance is evident. Global aviation contributes more to global GDP than the automobile or
pharmaceutical manufacturing industries combined.

The international airline industry provides service to virtually every corner of the globe, and
has been an integral part of the creation of a global economy. The airline industry itself is a
major economic force, both in terms of its own operations and its impacts on related
industries such as aircraft manufacturing and tourism, to name but two. Few other industries
generate the amount and intensity of attention given to airlines, not only among its
participants but from government policy makers, the media, and almost anyone who has an
anecdote about a particular air travel experience.

Today, the global airline industry consists of over 2000 airlines operating more than 23,000
aircraft, providing service to over 3700 airports. In 2006, the world’s airlines flew almost 28

7
million scheduled flight departures and carried over 2 billion passengers [1]. The growth of
world air travel has averaged approximately 5% per year over the past 30 years, with
substantial yearly variations due both to changing economic conditions and differences in
economic growth in different regions of the world. Historically, the annual growth in air
travel has been about twice the annual growth in GDP. Even with relatively conservative
expectations of economic growth over the next 10-15 years, a continued 4-5% annual growth
in global air travel will lead to a doubling of total air travel during this period.

 OPERATIONS IN AIRLINE INDUSTRY

All aspects of Flight Operations, Ground Resources, and Maintenance are covered.

Flight Operations - These including dispatch, flight planning, flight watch, weather data
provision, operations control, ground to air communications and integration with crew,
schedules and maintenance planning. Gate allocation, slot control, ATC and airport
management can also be covered. There is increasing use of simulation and expert systems,
for the management of irregular operations.

Ground Resources - The use of management science techniques in reducing costs or

increasing the effectiveness of manpower has been the concern of this group. Topics
addressed include determination of operational manpower requirements, optimal task
allocation, production of efficient roster patterns, planning of employment, annual leave,
training, reward systems and strategic planning of recruitment. There has been some
considerable interest in personal computer applications with demonstrations of systems under
development. Maintenance - Information systems for Maintenance & Engineering and
Materials functions were previously a focus of this study group. There is now a new study
group called the Aircraft Maintenance Operations Study Group.

 ESSENCE OF AIRLINE INDUSTRY

Aviation provides the only rapid worldwide transportation network, which makes it essential
for global business. It generates economic growth, creates jobs, and facilitates international
trade and tourism. The air transport industry also supported a total of 62.7 million jobs
globally. As stated, the airline industry refers to companies that offer air transport services to
paying customers, whereas the aviation industry includes all aviation-related businesses. With
this in mind, the airline industry can be classed as just one sector of the wider aviation
industry. In addition to this sector, aviation companies would also include businesses like

8
aircraft manufacturers, companies offering non-commercial flights, aerospace companies,
regulation authorities and those involved with research.

The airline industry consists of a variety of different services; from a singular aircraft utilized
to deliver cargo or mail, to full-service airline that operate internationally with many different
aircrafts. Airlines are classified by the services they offer: intra-continental, domestic,
regional, intercontinental, or international. They may be utilized as charters or scheduled
services. The airline industry offers transportation services via flights for passengers or
freight. Airlines may lease or own an aircraft to provide these services, and at time may
combine their services with that of another airline for mutual benefits. Airlines in the industry
are typically identified by a license issued to the company by a government aviation
committee, or by an air operating certificate.

 DRIVING FACTORS OF AIRLINE INDUSTRY

The aviation industry is at the tipping point of a significant transformation that will impact all
aspects of travel from passengers to flight operations to cabin crew and even airspace
management. Several industry catalysts have been pushing the industry forward including the
evolution of IT programs, development of next-generation aircraft, and the growth of IP-
enabled networks. These catalysts will ultimately transform the way we fly today

The driving factors that influence the airline industry are:

a. Rising passenger demands and rebounding cargo

b. Boost from higher capacity addition
c. Rising demand of volume of cargo
d. Improving operation metrics
e. High load driving revenue
f. Intensifying competition from LCC and ULCC
g. Ancillary revenue opportunities gaining centre stage

 ROLE OF AIRLINE INDUSTRY IN INDIAN ECONOMY

The air transport industry, including airlines and its supply chain, are estimated to support US
$13 billion of GDP in India. In total, 1.5% of the country's GDP is supported by inputs to the
air transport sector and foreign tourists arriving by air. The aviation sector in India currently

9
contributes $72 billion to GDP. It is necessary to rise in demand in the development of the
ecosystem and the government policies. The aviation sector in India currently contributes $72
billion to GDP. It is necessary to rise in demand in the development of the ecosystem and the
government policies.

Furthermore, through the National Civil Aviation Policy 2016 (NCAP), Indian government
takes initiative for flying to the masses. It does it by enhancing its affordability and
affordability. Additionally, they also promote business, deregulation, simplified procedures,
and e-governance. In the fiscal year 2021, India’s air traffic stood at approx. 115.37 million.
Due to the covid-19 pandemic, domestic and international air passenger traffic fell at a
compound annual gross rate (CAGR) of -9.02% in the fiscal year of 2016 and -28.64% in the
fiscal year of 2021.

The Role of Aviation Industry in India GDP in the past few years has been phenomenal in all
respects. The Aviation Industry in India is the most rapidly growing aviation sector of the
world. With the rise in the economy of the country and followed by the liberalization in the
aviation sector, the Aviation Industry in India went through a complete transformation in the
recent period. As shown in figure 1.1

Figure 1.1 Transformation In recent Period

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 CORPORATE SOCIAL RESPONSIBILITY

 CONCEPT OF CORPORATE RESPONSIBITY

Today the aviation industry operates in a highly competitive environment, with CSR being
one of the sources of competitive advantage. ... Corporate Social Responsibility (CSR) is a
strategic business activity that can boost the sustainability of the aviation industry.

Corporate social responsibility (CSR) is a company’s commitment to manage the social,

environmental and economic effects of its operations responsibly and in line with public
expectations.

It is part of a company’s approach to corporate governance and often touches every part of
the business—operations, human resources, manufacturing, supply chain, health and safety,
and more.

CSR activities may include:

1. Company policies that insist on working with partners who follow ethical business
practices.
2. Reinvesting profits in health and safety or environmental programs.
3. Supporting charitable organizations in the communities where a company operates.
4. Promoting equal opportunities for men and women at the executive level.

The benefits of CSR are many. Companies establish good reputations, attract positive
attention, save money through operational efficiency, minimize environmental impacts,
attract top talent and inspire innovation. Public companies often report on their CSR
performance in their annual reports.

CSR matters for companies because if the community does not approve of how they do
business, they may lose customers or see their reputations suffer. The news media and activist
groups often watch companies closely and are quick to publicize instances of irresponsible
behaviour.

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 Figure 1.2 CSR Performance

 HISTORY OF CORPORATE SOCIAL RESPONSIBILITIES

For decades, companies have been using corporate social responsibility (CSR) to give back to
society while bolstering brand reputation. This management concept as we know it today is
mainly a product of the twentieth century, taking shape in the early 1950s.However, the
history of corporate social responsibility is one that actually spans over two centuries.

Problems of developing meaningful Corporate Social Responsibility (CSR) assessment and

reporting have been discussed in academic papers since the 1950s. However, questions of
understanding the value of CSR, the assessment and reporting techniques used the methods
for rating companies for their contribution to CSR, from both the e organisational and
consumer’s points of view remain open. Different philosophies, the history of business
formation, along with issues of organisational culture, gives rise to heterogeneous models
and, accordingly, different approaches and techniques for CSR assessment. The purpose of
this study is to review the issues of CSR assessment and reporting in the aviation industry.
This study provides a brief survey of the recent literature on CSR assessment techniques and
raises discussion on the effectiveness of CSR reporting standards in the aviation industry.
This study indicates that CSR assessment can be divided into techniques for rating and self-
assessment. The article also presents a theoretical basis for the formation of CSR assessment
techniques for airlines and airports. The application of Fuzzy Theory to the formation of
criteria for the assessment of a company’s CSR activity reporting within the European Union
and Eastern European region is discussed. The proposed approach could be used by air
transport stakeholders, interested in making investment decisions.

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 INDIAN CONTEXT

Purpose Corporate social responsibility (CSR) is increasingly being adopted on a global

scale. However, it is evident that the utilisation and implementation of CSR varies in
differing contextual settings. The purpose of this is to explore the concept of CSR in the
Indian context. Approach The development of CSR in India is understood through an
examination of historical and spiritual underpinnings. Literature pertinent to this is used to
form a picture of contemporary practice. Interview data complements this understanding and
enables the development of snapshots outlining how CSR has been used.

Though CSR is utilised in the Indian context and has been an important part of societal
structure, the positive benefits that could be gained are still not recognised to their fullest. It is
essential that the institutionalisation of CSR is supported by partnerships between
government, business and non-governmental organisations. Research/Practical/Social
Implications This review aids our understanding of how CSR has evolved and been used in
India. It highlights the complexity of CSR in differing contextual settings. Originality The
chapter describes CSR in an underexplored research setting.

India is also implementing the SDGs by aligning them with the national development agenda
and has accordingly formulated its policies such that they address the SDGs, and funds are
allocated for sustainable growth by 2030. A synergetic effort from the government, private
sector, and the society is required towards achieving these goals.

 WORLD CONTEXT

There is a long and varied history associated with the evolution of the concept of Corporate
Social Responsibility (CSR). However, a historical review is missing in the academic
literature that portrays the evolution of the academic understanding of the concept alongside
with the public and international events that influenced the social expectations with regards to
corporate behaviour. The aim of this paper is to provide a distinctive historical perspective on
the evolution of CSR as a conceptual paradigm by reviewing the most relevant factors that
have shaped its understanding and definition, such as academic contributions, international
policies and significant social and political events. To do so, the method used is a
comprehensive literature review that explores the most relevant academic contributions and
public events that have influenced the evolutionary process of CSR and how they have done
so.

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The findings show that the understanding of corporate responsibility has evolved from being
limited to the generation of profit to include a broader set of responsibilities to the latest
belief that the main responsibility of companies should be the generation of shared value. The
findings also indicate that as social expectations of corporate behaviour changed, so did the
concept of Corporate Social Responsibility. The findings suggest that CSR continues to be
relevant within the academic literature and can be expected to remain part of the business
vocabulary at least in the short term and as a result, the authors present a plausible future for
CSR that takes into consideration its historical evolution. Finally, this paper gives way for
future academic research to explore how CSR can help address the latest social expectations
of generating shared value as a main business objective, which in turn may have practical
implications if CSR is implemented with this in mind.

 LAWS RELATING TO CSR IN INDIA

Corporate Social Responsibility (CSR) is a means through which a company incorporates

environmental, social and human development concerns into its planning and actions to
ensure that its operations are ethical and beneficial for society. CSR in India has traditionally
been seen as a philanthropic activity. However, with the introduction of Section 135 in the
Companies Act 2013, India became the first country to have statutorily mandated CSR for
specified companies. The Act requires companies with a net worth of ₹500 crore or more, or
turnover of ₹1,000 crore or more, or a net profit of ₹5 crore or more during the immediately
preceding financial year, to spend 2 per cent of the average net profits of the immediately
preceding three years on CSR activities. It enumerates the activities that can be undertaken
and the manner in which the companies can undertake CSR projects/programmes.

Having regard to the fact that CSR expenses have a ‘philanthropic’ nature and are not
‘wholly and exclusively’ in the nature of business expenses, Parliament legislated that such
expenses would not be eligible for deduction under section 37 of the Income Tax Act. It was
explained that the objective of CSR is to share burden of the Government in providing social
services by companies having net worth/turnover/profit above a threshold. Allowance of the
same as business expenditure would result in subsidising the expenditure by one-third of the
amount. Consequently, an explanation was inserted stipulating that any expenditure incurred
by an assessed on activities relating to CSR shall not be deemed as expenditure incurred by
the assesse for the purpose of business and profession.

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 NEED OF CSR IN INDIA

Over the past 30 years, there has been a significant increase in the awareness of the
environmental impacts of human activity. People have become tougher about social and
environmental impacts of their consuming habits. There is a greater interest for the tourism
industry, which on one side can offer economic and social benefits while on the other side
can have a significant negative impact. In the tourism industry, the aviation industry is
receiving considerable attention because of its decisive impact on the environment and
society. Traditionally, corporate managers had a very difficult but limited responsibility
which is to direct the enterprise toward money. But companies today usually have
commitments that go beyond generating profits and include the wider community. In this
case, Corporate Social Responsibility (CSR) can be rated as an essential component of the
enterprise, providing the company with both image advantages as well as operational
efficiency.

Corporate responsibility is needed for:

1. Better Public Image:

Each firm must enhance its public image to secure more customers, better employees and
higher profit. Acceptance of social responsibility goals lead to improve public image.

2. Conversion of Resistances into Resources:

If the innovative ability of business is turned to social problems, many resistances can be
transformed into resources and the functional capacity of resources can be increased many
times.

3. Long Term Business Interest:

A better society would produce a better environment in which the business may gain long
term maximization of profit. A firm which is sensitive to community needs would in its own
self-interest like to have a better community to conduct its business. To achieve this it would
implement social programmes for social welfare.

4. Avoiding Government Intervention:

Regulation and control are costly to business both in terms of money and energy and restrict
its flexibility of decision making. Failure of businessmen to assume social responsibilities

15
invites government to intervene and regulate or control their activities. The prudent course for
business is to understand the limit of its power and how to use that power carefully and
responsibly thereby avoiding government intervention.

 CSR IN AIRLINE INDUSTRY

With the development of tourism, air travel has been a popular option among travellers. It is
an indispensable part of the tourism and transportation sector. The aviation industry has seen
dramatic growth over the last two decades. According to the statistics from the International
Civil Aviation Organization (ICAO), the number of globally carried passengers has increased
from 1.4 billion in 1998 to 3.9 billion in 2017 and reached 4 billion in 2018. Global
prosperity depends on air connectivity, as air-travel is a basic means of transport “as well as a
driver of global economic, social and cultural development”

The airline industry has extensive economic implications on society. It facilitates logistics
and transportation, promotes investment in city facilities and events, and most importantly,
creates jobs. 8.4 million Jobs were directly offered by the air transport sector. Besides, air
transport plays an essential role in the world’s greatest industry—Travel and Tourism. It
caters specialized training and significant education opportunities to the young generation.
Nonetheless, the negative impacts of airline industry on the natural environment, as well as
the social and economic issues brought by air transport are significant. In recent years, the
outbreak of social and economic issues in major airlines, including fatal accidents in 2014,
mistreating Asian passengers in 2017, leakage of customers’ information in 2018, and
corruption scandals in 2018, violated the United Nations’ Global Compact and the social and
economic standards in Global Reporting Initiative. These issues have wreaked global havoc
on the airline industry, which also raised public awareness of airlines’ CSR performance. It is
hardly surprising that the airline sector has been in the forefront of the debate over CSR
performance.

The recent outbreak of major economic, environmental and social incidents has put the
blooming airline industry under spotlight. However, scant studies examined the trends and
changes of corporate social responsibility (CSR) practices through CSR reporting on the
economic, environmental and social dimensions in the aviation industry. To fill the gap, the
current study examines the economic, environmental and social themes of Global Reporting
Initiative (GRI) Standards on CSR communication of the global airlines. Quantitative content
analysis is adopted for analysing and comparing the CSR themes in 105 CSR reports of 21

16
airlines in major leagues from 2013 to 2017. Our findings indicated a salient growing trend in
CSR reporting in the economic dimension while GRI 201-Economic Performance was the
most significantly reported sub-topic

As demonstrated in figure 1.2

Figure 1.3 Pyramid View of CSR

Figure 1.4 Hypothesis

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 CHAPTER-2

RESEARCH DESIGN

2.1 RESEARCH DESIGN

A research design is a broad plan that states objectives of research project and provides
the guidelines that, what is to be done to realize those objectives. It is, in other words, a
master plan for executing a research project. Research design is a broad framework that
states the total pattern of conducting research project. It specifies objectives, data
collection and analysis methods, time, costs, responsibility, major outcomes, and actions.

 TITLE OF THE STUDY

A Study On - "Airline Operations and Corporate Social Responsibility of Vistara

Aviation Limited"

CSR is believed to have a significant influence on corporate sustainability. In the

business. context, CSR has emerged as a form of sustainability governance with
advantages to the economic, environment and social progress. Successful executives
know that their long-term success is based on continued good relations with a wide range
of individuals, groups and institutions. Airline Industry know that business can't succeed
in societies that are failing - whether this is due to social or environmental challenges, or
governance problems. Moreover, the general public has high expectations of the Airline
in terms of responsible behaviour. Consumers expect goods and services to reflect
socially and environmentally responsible business behaviour at competitive prices. In the
recent past organization had a choice to return back to the society but due to competition,
it has become an obligation for them to become socially responsible by giving back to the
society for them to improve their image in the eyes of the public. In as much as these
organizations are returning back to the society, do they benefit from this investment in
terms of increased profit, satisfy and retain customer and also to retain the market share.

18
 OBJECTIVES OF THE STUDY

a. To describe the growth of airline industry

b. To describe the operational structure of Tata-Vistara airline company
c. To understand the concept of Corporate Social Responsibility in India
d. To analyse the Corporate Social Responsibilities of Tata - Vistara airline company
e. To summarize/ consolidate the finding of the study

States what is going to done by the study in points.

a. To study how operations of Tata - Vistara takes place

b. To analyse effectiveness of CSR Adopted by Tata - Vistara Airlines
c. To ascertain awareness of CSR among employees of Tata - Vistara
d. To understand various concepts of CSR activities implemented by Tata-Vistara
Airlines
e. To probe benefit of CSR
f. To observe operation of Tata - Vistara airlines.

 OPERATIONAL DEFENITION

Corporate Social Responsibility: Corporate Social Responsibility is the continuing

commitment by business to behave ethically and contribute to economic development.
while improving the quality of life of the workforce and their families as well as of the
local community and society at large serve, Tata-Vistara's Employee Volunteering
Program (EVP) provides all employees the opportunity to volunteer their time and skill
towards Tata-Vistara Reach initiatives. At Tata-Vistara, we strongly believe employee
volunteering will contribute significantly to further the values and our responsibilities
towards ourselves and the communities we live in.

Corporate Social Responsibility: Corporate Social Responsibility is the continuing

commitment by business to behave ethically and contribute to economic development.
while improving the quality of life of the workforce and their families as well as of the
local community and society at large.

19
Vistara Wellness Initiative: This initiative started in April 2020, when we collaborated
with Indian Hotels Company Ltd. (IHCL), and contributed 50,000+ long shelf-life food
items from our flight kitchens to the medical frontline workers. After this, there was no
looking back.

Eco-friendly masks initiative: Enabling financial independence among women

entrepreneurs has always been a focal point for us. And we were able to take this a notch
higher during the pandemic when we identified an opportunity in the new normal that had
engulfed us all—face masks.

Mobilising employees: Our employees have always been an integral part of our CSR
efforts. Through our payroll giving programme, we raised nearly USD2 million which was
contributed to the government towards national relief work. Digital volunteering took
centre stage and employees virtually connected with the beneficiaries of our partner
NGOs, Salaam Baalak Trust and Smile Foundation, on diverse topics like career
counselling, hygiene and mental well-being habits, and soft-skills development.

 SCOPE OF THE STUDY

 Geographical Scope
a) To determine the activities undertaken by the Tata - Vistara, as a part of CSR.
b) To observe whether the people are satisfied with CSR
c) The facilities being provided as the part of CSR by Tata - Vistara.
d) To analyse whether the CSR is the raising concept within Airline Industry.

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 Conceptual scope
a) CSR increases employee engagement
b) CSR improves bottom-line financials
c) CSR supports local and global communities Contributes to the United Nations' 17
Sustainable Development Goals
d) Increases investment opportunities
e) Presents press opportunities
f) Increases customer retention and loyalty
g) CSR improves employer branding.

 RESEARCH METHODOLOGY

 TYPE OF THE STUDY

Analytical in nature

In this analytical research is used as it helps in identifying why it is that way or how it
came to be . it is a generic process which helps in understanding current process , based
on how activity approach everybody problem .

Analytical research is a specific type of research that involves critical thinking skills and
the evaluation of facts and information’s related to research being conducted .Students
used analytical research during studies to find the most relevant information . from
analytical research a person finds out critical details to add new ideas to the material to be
in produced.

 SAMPLING

Sampling is a process used in statistical analysis in which a predetermined number of

observations are taken from a larger population. The methodology used to sample from a
larger population depends on the type of analysis being performed , but it may include
simple random sampling or systematic sampling.

21
a. Population: 60

b. Sample: 20

c. Sampling method: simple random sampling method

Random sampling method was used in this study as we were given the chance to pick
people who have available at point of permission . So randomly we pick the people who
were available during the lunch and tea break.

 DATA COLLECTION

a. Primary Data: Primary data are those which are fresh and collected for the first
time. They are original source of data. Open ended and close ended questionnaire
are used to collect data only through front office people.

 Collected personally by scheduled interview method

 From respondent's questionnaire was collected orally

 For the Purpose of the study

b. Secondary Data: Secondary data are those data which have been collected for
another purpose. Secondary data consists of readily available information.

 Published data from the website of the company and from annual book
of company

 Collected by others for different purpose (Journals, Publications,

Internet, etc.)

 PLAN OF ANALYSIS:

The collected data have been edited, coded, transcribed, classified, and tabulated. The
study. used descriptive statistical tools such as mean, mode, median and etc.
depending upon the information availed and based on the study.

22
 LIMITATIONS OF THE STUDY

 Time permitted for collecting data and meeting experts was not sufficient due to
COVID-19 pandemic situation.
 Data collection constraints results or the outcome.
 The study is conducted as an academic interest and suffers from cost and time
constrains.

23
 CHAPTER-3

COMPANY PROFILE

A STUDY ON CSR INFLUENCE ON TATA VISTARA WITH SPECIAL

REFERANCE TO TRIVANDRUM, KERALA.

Vistara – TATA SIA Airlines Ltd.

Figure 1.5 Vistara LOGO

 INCEPTION/HISTORICAL BACKGROUND/TRACK RECORD OF TATA-

VISTARA

Vistara is a joint venture of Tata Sons Private Limited and Singapore Airlines Limited
(SIA), wherein Tata Sons holds 51% stake in partnership and Singapore Airlines owns
49% stake. The company is registered as TATA SIA Airlines Limited.

In 2013, two legendary brands, Tata Sons and Singapore Airlines, decided to fulfil a long-
cherished shared dream to bring forth a distinguished flying experience to air travellers in
India. With its strong historical ties with aviation, the Tata group had long wished to re-
enter the aviation sector, after Tata Airlines was renamed Air India and eventually,
nationalised. Both, the Tata group and Singapore Airlines were also firm believers in the

24
growth potential of the Indian aviation sector and hence tried to enter the market in the
past; first, in 1994 by setting up a joint venture to start an airline in India and then in
2000, teaming up to purchase stakes in Air India. However, after the lifting of foreign
investment restrictions in 2012, the partners once again sought approval for a tie-up,
which it obtained in October 2013. On November 5, 2013, Vistara’s holding company,
TATA SIA Airlines Limited, was incorporated. The common goal of the joint venture is
to redefine air travel in India to provide Indian travellers a seamless and personalized
flying experience that blends Tata’s and SIA’s service excellence and legendary
hospitality. The brand name ‘Vistara’ is derived from the Sanskrit word ‘Vistaar’ that
means ‘a limitless expanse’. The name Vistara draws inspiration from the world that
Vistara inhabits, viz. the ‘limitless’ sky. The brand also draws stimulus from the image
that passengers most associate with a smooth and enjoyable flight – the endless, blue
horizon they see through the windows of an aircraft. As it aims to transform the flying
experience of travellers in India, Vistara christens its brand tagline as ‘fly the new
feeling’.

On January 9, 2015, Vistara started its operations with a maiden flight from Delhi to
Mumbai. In a short span of time, Vistara has rapidly expanded its footprint, both in terms
of network and service proposition. Vistara when flying at full capacity connects 36
destinations in and outside of India, operates nearly 250 flights a day with a fleet of 51
aircraft including 40 Airbus A320, 5 Boeing 737-800NG, 4 Airbus A321neo and 2
Boeing B787-9 Dreamliner. Vistara has already flown more than 30 million happy
customers since starting operations.

 VISION AND MISSION

Vistara’s vision is to become a global airline that makes people around the world look
forward to flying as an experience.” In an exclusive interview with Jayant Baranwal,
Editor-in-Chief of SP’s Aviation, Leslie Thng, Chief Executive Officer of Vistara shares
his optimism and outlines his vision and plans for the future growth of the airlines. He
adds, “We see a great demand in India for a better flying experience and we believe that
our globally applauded service standards will make a significant difference for people
travelling from India.

25
Vistara is instituted to provide reliable, cost effective and hassle free travel experience to
every traveler based on the principles of service and value creation. Vistara will be
committed to creating enriching travel experience for every traveler, through dedicated
professionals rendering quality services and customized turnkey travel solutions.
Vistara’s philosophy is to continuously creating, enriching travel experience for every
traveler in the most professional, ethical and friendly manner

To serve our clients with enhanced travel experience by providing quality Services that
address their Travel needs, through the most efficient arrangements so that customer
loyalty, superior financial results and excellent customer satisfaction can be achieved. To
be the most preferred journeys for customer centric travel services backed by modern
tools and Technology. To be the most favoured journeys and travel adventures for client
driven travel administrations supported by present day apparatuses and Technology.

The common goal of the joint venture is to redefine air travel in India to provide Indian
travellers a seamless and personalized flying experience that blends Tata’s and SIA’s
service excellence and legendary hospitality. The overall goal of the joint venture is to
change the definition of air travel in India by combining the quality services of Tata
Airlines and Singapore Airlines with legendary hospitality to provide Indian passengers
with a personalized flight experience.  Brought to its life in the infinite sky, Vistara takes
its name from the infinite sky in which it lives. The brand also supports the image of
passengers associated with smooth and pleasant flights: they emerge from the windows of
the plane with endless blue horizons. Vistara's brand motto is "Flying, New Feeling".

The maiden flight of Vistara to Mumbai was completed on January 9, 2015. In a short
period of time, Vistara quickly expanded its business. Currently, it provides two-way
services from Vistara to 40 destinations. There are more than 200 flights per day, with 47
aircraft (including 36 antennas, A320 passenger aircraft, and 2 Boeing aircraft).
Operations. 7879 Dreamliner™, 3 Airbus A321neo aircraft and 6 Boeing 737800NG
aircraft. From the beginning, there were 20 million satisfied customers.

“We’re not chasing the competition, but creating a unique space for ourselves in the
market”
—Leslie Thng, chief executive officer, Vistara

26
  BOARD OF DIRECTORS OF TATA-VISTARA

NAME OF BOARD MEMBERS DESIGNATION

LIK HSIN LEE DIRECTOR

SANGEETA PENDURKAR DIRECTOR
PADMANABHAN DIRECTOR
SANKARANARAYANAN
SOM MITTEL DIRECTOR
BHASKAR BHAT DIRECTOR
MR.VINOD KANNAN CEO
MR.NIYANT MARU CFO
MR.VINOD BHAT CIO
 ORGANISATIONAL STRUCTURE OF THE COMPANY

A functional organizational structure, in that management is organized from the top down,
more or less resembling a pyramid with airline departments or divisions based on the
different functions of the company.

Typically, the airline would have a president or CEO reporting to a board of directors, with
executives below her for the different divisions. A large airline with international flights
and offices in multiple companies, for example, could have eight C-level executives
reporting to the CEO, each with three to eight vice presidents below them, including:

 Chief Human Resources Officer:  Ms. Deepa Chadha

 Chief Financial Officer:  Mr.Niyant Maru
 Chief Investment Officer:  Mr. Vinod Bhat
 Chief Commercial Officer: Mr.Deepak Rajwat

 BUSINESS OPERATIONS OF TATA-VISTARA

On 9 January 2015, Vistara started operations, and in a short span of five years, it has
delighted over 20 million passengers with its award-winning service and world-class
product. Several of its industry-first initiatives like India’s only premium economy class,
the fastest-rewarding frequent flyer program -- Club Vistara, the luxury of full-flat beds
on B787-9 Dreamliner and A321neo aircraft, continue to inspire customers to look

27
forward to the ‘new’ feeling of flying. Vistara is rapidly expanding its network and fleet,
connecting 36 destinations in and outside of India. Currently, the airline has a fleet of 45
aircraft (35 Airbus A320, six Boeing 737-800NG, two Airbus A321neo and two Boeing
B787-9 Dreamliner).The airline is on course to induct more than 70 new aircraft, a mix of
narrow-body and wide-body, by 2023, moving forward towards its vision of becoming a
world-renowned airline of choice. 

Business Highlights

 A fleet of 45 brand new aircraft

 Exclusive Premium Economy cabin
 India’s first carrier to induct a Boeing 787-9 Dreamliner in its fleet
 The only Indian airline to offer inflight Wi-Fi connectivity

On 15 April 2014, Vistara chose Phee Teik Yeoh as the chief executive officer (CEO) and
Giam Ming Toh as the chief commercial officer (CCO), both from Singapore Airlines.

In March 2015, Vistara shifted to its new office at the One Horizon Centre tower in
Sector 43, Gurgaon, and a satellite company of Delhi. Initially it started out with a three-
member board comprising Swee Wah Mak (SIA group), Mukund Rajan and Prasad
Menon (Tata group), with the latter as chairman. In August 2015, the airline expanded the
board by introducing two new members, Som Mittal and Sangeeta Pendurkar, along with
an equity infusion of ₹2 billion (US$27 million), part of ₹5 billion (US$66 million)
initially planned by Tata and SIA together. In January 2016, Bhaskar Bhat, present
Managing Director of Titan, joined as the new chairman following Prasad Menon's
retirement. In March 2016, Vistara appointed Sanjiv Kapoor as its chief strategy and
commercial officer as the successor to Giam Ming Toh who was scheduled to leave in
mid-April 2016 following completion of his deputation at Vistara.

On 16 October 2017, it was announced that Leslie Thng would succeed Yeoh Phee Teik
as CEO of Vistara. Yeoh returned to Singapore Airlines to take up a senior management
role as Acting Senior Vice President of Customer Experience. Thng was serving as Chief
Commercial Officer of Budget Aviation Holdings, a Singapore Airlines subsidiary, prior
to his appointment in Vistara. Before that, Thng was the Chief Executive Officer of
SilkAir, a full-service regional airline under Singapore Airlines. Sanjiv Kapoor resigned

28
from his position as the Chief Commercial Officer of Vistara, on 31 December 2019, with
Vinod Kannan, the Chief Strategy Officer, taking up Kapoor's responsibilities.

 PRODUCTS AND SERVICES

SIA has provided top managers for operations and commercial functions, where it has a
lot of global expertise. The finance, sales & marketing, human resource development, and
corporate affairs verticals, all requiring local understanding, are staffed by executives
from Tata companies.

Business class

On the Boeing 787-9 Dreamliner, Vistara offers 30 Stelia seats in a 1-2-1 configuration.

Every seat is able to recline into a full flatbed, and is upholstered in leather. The seats
have 44 inches seat pitch with 76 inches length when in full flatbed. The seats also come
with a personal stowage compartments, AC and USB outlet, 18-inch HD touchscreen
monitor, remote handset for navigating the IFE and controlling the ambient lighting.
Vistara has 8 business class seats, two rows in 2-2 configuration, in its 158-seater Airbus
A320-200 fleet. The seats are 20.12 inches (511 mm) wide with 42 inches
(1,100 mm) seat pitch

PREMIUM ECONOMY

Vistara is the first airline in India to introduce Premium Economy class in the domestic
market. At present, it offers 24 premium economy seats, four rows in 3-3 configuration,
out of total 158 seats in the single aisle Airbus A320-200 aircraft in its fleet. Each being
18 inches (460 mm) wide and having a pitch of 33–36 inches (840–910 mm).

On the Boeing 787-9 Dreamliner, it has 21 RECARO seats in a 2-3-2 configuration. The

seats are upholstered in leather, with 38 inches of seat pitch and 7 inches recline. These
seats come with individually adjustable calf rests and extendable footrests, as well as six-
way adjustable headrests. The seats also have AC and USB power outlet, and an IFE with
a 13 inches HD touchscreen.

29
ECONOMY

On the Boeing 787-9 Dreamliner, Vistara has 248 seats, manufactured by RECARO.
They are in a 3-3-3 configuration, with 31 inches of seat pitch, as well as 5 inches of
recline. These seats also have a 12 inches HD personal entertainment screen, six-way
adjustable headrest and USB power outlets

IN-FLIGHT ENTERTAINMENT

Vistara World is the airline's wireless Wi-Fi inflight entertainment system that travellers
can access on their personal handheld devices. Vistara selected a wireless IFE solution
from Blue box Aviation Systems to enable this service. It offers a multimedia library of
over 70 hours’ Bollywood and Hollywood content of various genres. It features movies of
various categories such as Drama, Romance, Comedy, Thriller, Action, Adventure and
Kids, as well as popular Indian and Western TV programs and a selection of music
including Indian, Pop, Jazz, Blues, Rock, Electronica and English Retro. Vistara World
offers a live moving map display that allows one to track their aircraft as it flies.

CATERING

The in-flight food is catered by tajsats Air Catering, another joint venture between Tata
and a Singaporean company, headed by Chef Arun Batra, formerly the executive chef of
the Taj Hotels group. Vistara offers four different meals for each cabin for different time
of the day – breakfast, refreshment, lunch and dinner with options of one vegetarian and
one non-vegetarian dish in economy class; two vegetarian dishes and one non-vegetarian
dish in premium economy; and two vegetarian and two non-vegetarian dishes for
business-class cabin. The menu is typically changed every seventh day and there are
different menus for lunch and dinner. It also provides special meals upon request 24 hours
before departure.

30
 LOUNGE

On 29 March 2016, Vistara inaugurated premium lounge service for its Business-class
passengers and Club Vistara Platinum & Gold members at the departure level of Terminal
3 of Indira Gandhi International Airport at Delhi. The lounge is spread across 250 square
meters on the air-side and can seat 75 people at a time.

With effect from 1 April 2020, Vistara has discontinued its Flagship Lounge at Terminal
3 of Indira Gandhi International Airport in Delhi. Vistara now provides lounge access to
their eligible guests at the Plaza Premium Lounge at the Mezzanine Floor of Delhi
Airport Terminal 3.

 CORPORATE SOCIAL RESPONSIBILITY OF TATA-VISTARA

Vistara strives to leverage the robust heritage of social service of its parent brands, Tata
Sons Private Limited and Singapore Airlines Limited (SIA), to make a positive impact on
the community in which the company operates.

Vistara’s CSR vision is to operate in a prudent manner so as to minimize negative impact

to our environment, and, to proactively use our expertise for the benefit of the community
through consistent and targeted actions.

As a responsible corporate citizen, we deeply care about economic development, social

development and environmental protection. Sustainability is key to our business strategy
and part of the on-going innovation process. We endeavour to create value for all our
stakeholders i.e. employees, customers, shareholders business partners and communities
around us. In this quest we are constantly exploring ways to embed sustainable practises
across all aspects of our operations.

31
 Corporate Social Responsibility (CSR) is rooted in Vistara’s culture. In our CSR strategy,
we have identified the following key focus areas:

o Children & Education – Promoting secondary level education and a healthy lifestyle
in underprivileged children to help achieve their dreams

o Employability skills – Equipping underprivileged children and young women with

useful vocational skills and encourage them to consider career in aviation or related
sectors

o Environment & Sustainability – Ensuring sustainability, ecological balance and

conservation of natural resources in the environment

The primary modes of community outreach are:

o Donation and grant-giving

o Employee volunteering and payroll donation

o Providing access to air travel and cargo space

Our primary NGO partners are identified as the Salaam Baalak Trust, Goonj, Akshaya Patra
Foundation, and Give India with whom we have carried out multiple CSR projects. Besides
carrying out regular CSR activities in the areas of education and empowerment, we have
supported relief and rehabilitation initiatives in the aftermath of several natural disasters like
earthquake, droughts and cyclones across the country being a part of the aviation industry, we
are constantly looking at newer ways to reduce carbon footprint and preserve the
environment.

Our current fleet of A320neo aircraft are powered by the most advanced technologies and
systems, resulting in 50 per cent reduction in engine noise, NOx and CO2 emissions.
A320neo is fuel efficient and helps in reducing the fuel consumption, thereby resulting in
substantial savings in fuel burn. Furthermore, a key contributor to Neo’s performance is
Sharklets, which are part of our existing fleet. These 2.4-metre-tall wingtip devices are
standard on neo aircraft, and result in up to four per cent reduced fuel burn over longer
sectors, corresponding to an annual reduction in CO2 emissions of around 900 tonnes per
aircraft.

32
We have also deepened our commitment to sustainable aviation by pledging to reduce
consumption of plastic by over 50 per cent and shifting to eco-friendly utensils and stainless-
steel cutlery for our inflight catering. Our employees, across the network in which we
operate, reaffirm their commitment to a cleaner and greener planet by planting trees on World
Environment Day. We also engage in other activities such as observing Earth Hour, World
Hunger Day and organizing Blood donation camps.

 MARKET SHARE OF TATA-VISTARA

Air Asia and Vistara had market share of 6.9 per cent and 6.7 per cent. In April, Go First
notched up a high of 9.6 per cent. Still, the October market share of 9.8 is its highest in 2021
and closer to its pre-Covid market share of 10 per cent in February 2020. Full-service airlines
Air India and Vistara have increased their share of domestic passenger traffic in May and
June and reduced the dominance of low-cost carriers such as IndiGo.

Data from the Directorate General of Civil Aviation (DGCA) shows that full-service carriers
carried 23.74 percent of domestic passengers in June and 24.87 percent in May, which is the
highest share of these airlines since the exit of Jet Airways. Low-cost carriers had a market
share of more than 80 percent for 24 consecutive months. In March 2015, Vistara shifted to
its new office at the One Horizon Centre tower in Sector 43, Gurgaon, and a satellite
company of Delhi. Initially it started out with a three-member board comprising Swee Wah
Mak (SIA group), Mukund Rajan and Prasad Menon (Tata group), with the latter as
chairman. In August 2015, the airline expanded the board by introducing two new members,
Som Mittal and Sangeeta Pendurkar, along with an equity infusion of ₹2
billion (US$27 million), part of ₹5 billion (US$66 million) initially planned by Tata and SIA
together. In January 2016, Bhaskar Bhat, present Managing Director of Titan, joined as the
new chairman following Prasad Menon's retirement. In March 2016, Vistara appointed Sanjiv
Kapoor as its chief strategy and commercial officer as the successor to Giam Ming Toh who
was scheduled to leave in mid-April 2016 following completion of his deputation at Vistara.
In figure 1.4

33
 Figure 1.6 Airline industry Growth

 COMPETITORS

Below are the top 5 competitors of Vistara:

1. Jet Airways

2. Indigo Airlines

3. Air India

4. Go Air

5. Spice jet

The threats in the SWOT Analysis of Vistara are as mentioned:

a. Indian aviation sector is too price sensitive.

b. External factors like taxes in the aviation sector can cause issues for new brands like
Vistara

Wadia group’s low-cost carrier Go First, formerly known as GoAir, has notched up its
highest market share of 9.8 per cent in 2021 and become the third-largest domestic carrier
after IndiGo (53.5 pc), and Air India (11.8pc), according to the October air traffic report
released by the regulator Directorate General of Civil Aviation. The Wadia group airline,
which began 2021 with a market share of 8.2 per cent in January, has overtaken rival
SpiceJet to become the third-largest carrier in October. In January, IndiGo had a market
share of 54.3 per cent, followed by SpiceJet with 12.8 per cent, and Air India with 10.3
per cent. AirAsia and Vistara had market share of 6.9 per cent and 6.7 per cent. In April,

34
Go First notched up a high of 9.6 per cent. Still, the October market share of 9.8 is its
highest in 2021 and closer to its pre-Covid market share of 10 per cent in February 2020.

Go First, which brought back Kaushik Khona to replace Vinay Dube as the Chief
Executive Officer in August 2020, had kick-started 2021 with renewed vigour and
aggressively opened new stations and added new flights. In November, it added 32 new
flights and Amritsar, Surat, Dehradun and Aizawl to its domestic network. The airline
said direct flights would connect these airports to and from Delhi, Mumbai, Srinagar,
Bengaluru, Kolkata and Guwahati. Its IPO is scheduled to open on December 8, and the
airline is looking to raise Rs 3,600 crore from the initial public offering.

While Go First has consolidated its market share, rival SpiceJet’s, which maintained a
12.6 per in Q1, witnessed a decline in market share, logging 10.6 per cent in Q2, and 8.7
per cent in Q3. In October, it marginally improved it to 9.0 per cent, according to the
DGCA report. “We believe we have consistently performed well, and that is reflected in
our increased market share. October results show that we can now look ahead
optimistically to more opportunities and growth. Our customers have reiterated their faith
in us. Zero cancellation and passenger complaints bear testimony to our relentless efforts
to provide exceptional service,” said Chief Executive Officer, Go First, Kaushik Khona.

 TATA-VISTARA CONTRIBUTION TOWARDS THE NATION/ECONOMY

Vistara, an airline brand registered under the name of Tata Singapore Airlines (SIA)
Airlines Limited, which started as a joint venture between Tata Sons and SIA Limited in
2013. While the company was founded with the intent to expand, as suggested by its
brand name, the airlines has failed to register positive returns ever since its inception
despite a 190% compound annual growth rate (CAGR) in total revenue from financial
year 2016 to financial year 2020. While company’s ratios have shown a dismal
performance over the years, its competitors and the market leader have shown better
performance or at least some form of leadership in one of the operating aspects.

In an industry plagued with problems such as fluctuating crude oil prices, rising
maintenance and leasing costs, and other operating costs, most of the airline companies
have registered losses in recent years, the magnitude of which has further aggravated due
to COVID-19. Vistara will need to revisit its short-term and long-term strategies to
expand its position in the Indian as well as the international aviation market.

35
Vistara, when it first came to the market vowed to transform the flying experience in
India forever. I’m glad my team and I have been able to fulfil the promise from day one.
What makes us different is we put customer at the centre of everything we do.

We aim to provide a seamless and personalized service which has eluded many travellers
until the arrival of Vistara. So, it’s all about delighting our passengers with a memorable
experience which will keep them coming back for more. We have differentiated ourselves
from all airlines not just in terms of our product but also our service. Just to give you an
anecdote – many passengers for instance, tell us that they can see the sincerity, the
genuineness in the way we approach our business, in the way we deliver service to our
customers. They always talk about our cabin crew smiling with their eyes. These simple
gestures wow the travellers and all this is made possible because of our culture of
customer centricity in everything we do.

 FUTURE PROSPECTS OF TATA-VISTARA

Growth plans in the face of Tata Group acquiring Air India, and the importance of market
share in the domestic segment particularly given the imminent entry of two new airlines.

Without a doubt, judging by the growing accolades and fast growing data base of frequent
travellers, Vistara will be going stronger day by day. Yes, we are certainly going to
venture overseas sooner rather than later especially once we have attained the minimum
20 aircraft which is the requirement before one is granted the permission to operate
overseas by the Indian government. We are going to increase our footprint further in
domestic India. It is not just about channelizing all our resources overseas. To be
successful, one has to have a domestic network to support the international network and
vice versa. We will be growing our domestic as well as international footprint.

So, these are exciting times for the employees of Vistara. We have been working very
hard on our long term – 10 year plan that will depict our fleet and network strategy. All I
can say is that we are starting all over again to take the thrilling ride which many of the
pioneers went through in early days in building the organization again and this time it is
about focusing on our first foray in the international arena.

36
 CHAPTER-4

DATA ANALYSIS AND INTERPRETATION

Table No 1: Introduction of CSR activity in Tata-Vistara company

Sl. No Particular No of respondents %

1 2017 8 24

2 2018 7 20

3 2019 11 32

4 2020 8 24

Total 34 100

Source:Primary Data-Questionnaire

Analysis

From the above table it is clear that in this study 8 out of 34 respondents stated that the CSR
activity started in 2017. And 7 of 34 stated that the CSR activity started in 2018 and 11 are
with the response of 2019 whereas 8 out of 34 responded as the CSR activity started in 2020.

37
Graph no 1:

2020 2017
24% 24%

2018
20%

2019
32%

Source:Primary Data-Questionnaire

Interpretation

From the above chart it is clear that in this study 24% of the respondents stated that the CSR
activity started in 2017. And 20% stated that the CSR activity started in 2018 and 32% are
with the response of 2019 whereas 24% responded as the CSR activity started in 2020.

38
Table No 2: Experience of people working in the Tata-Vistara company

Sl. No Particular No of respondents %

1 10 years 8 24

2 6 years 12 34

3 5 years 8 24

4 4 years 6 18

Total 34 100

Analysis

From the above table it is clear that 8 out of 34 employees have been working in the company
for 10 years. And 12 in 34 employees are having 6 years of experience in the company; 8
employees out of 34 are working for 5 years whereas 6 employees have a work experience of
4 years in the company.

39
 4 years
18% 10 years
24%

5 years
24%

6 years
34%

Interpretation

From the above chart it is clear that 24% employees have been working in the company for
10 years. And 34% employees are having 6 years of experience in the company; 24% of the
employees are working for 5 years whereas 18% employees have a work experience of 4
years in the company.

40
Table no 3: Age group of respondents

Sl.no Particulars No. of respondents %

1 18-25 11 32

2 25-35 12 35

3 35-45 5 15

4 45-55 3 9

5 More than 55 3 9

Total 34 100

Analysis

From the above table it is clear that 11 out of 34 respondents are in age group of 18-25 years.
And 12 in 34 respondents are in age group of 25-35 years; 5 out of 34 are in age group of
35-45 years and 3 of the respondents are in age group of 45-55 years whereas another 3
respondents are having age more than 55.

41
 More than 55
9%

45-55
9% 18-25
32%

35-45
15%

25-35
35%

Interpretation

From the above chart it is clear that 32% respondents are in age group of 18-25 years. And
35% respondents are in age group of 25-35 years; 15% are in age group of 35-45 years and
9% of the respondents are in age group of 45-55 years whereas another 9% respondents are
having age more than 55.

42
Table no 4:Gender wise distribution of the respondents

Sl.no Particulars No. of respondents %

1 Male 21 62

2 female 13 38

3 Other

Total 34 100

Analysis

From the above table it is clear that 21 out of 34 respondents are Male, and 13 in 34
respondents are Female

43
 Female
38%

Male
62%

Interpretation

From the above table it is clear that 62% of respondents are Male. Whereas 38% of
respondents are Female.

44
5 Awareness of CSR program conducted by Tata-Vistara Airline

Sl.no Particulars No. of respondents %

1 Yes 32 94

2 No 2 6

Total 34 100

Analysis

From the above table it is clear that 32 out of 34 respondents are aware of the CSR program
conducted by the Tata-Vistara company. Whereas the remaining 2 are unaware.

45
 No
6%

Yes
94%

Interpretation

From the above chart it is clear that 94% of the respondents are aware of the CSR program
conducted by the Tata-Vistara company. Whereas the remaining 6% are unaware.

46
Table no 6 :Spreading of awareness of CSR activities done by your Tata-Vistara

Sl.no Particulars No. of respondents %

1 Mail 3 8

2 Training 0 0

3 Circular 0 0

4 WhatsApp group 8 24
message

5 All of the above 23 68

Total 34 100

Analysis

From the above table 3 out of 34 respondents came to know about CSR activity of
Tata-Vistara by mail. 8 of them came to know through WhatsApp group message. Whereas
23 of them came to know from m all sources like mail, training, circular and WhatsApp
group message.

47
 Mail
8%

whatsapp group
message
24%

all of the above

68%

From the above chart 8% respondents came to know about CSR activity of Tata-Vistara by
mail. 24% of them came to know through WhatsApp group message. Whereas 68% of the
respondents came to know from m all sources like mail, training, circular and WhatsApp
group message.

48
Table no 7: Frequency of CSR Activity conducted in Tata-Vistara

Sl.no Particulars No. of respondents %

1 Yearly 28 82

2 Quarterly 6 18

Total 34 100

From the above table it is clear that 28 of them responded as the Tata-Vistara conducted CSR
activities yearly; whereas 6 of them responded as quarterly.

49
 Quaterly
18%

Yearly
82%

Interpretation

From the above chart it is clear that 82% of them responded as the Tata-Vistara conducted
CSR activities yearly; whereas 18% of them responded as quarterly.

50
Table no 8: Blood donation camp Conducted at Tata Vistara

Sl.no Particulars No. of respondents %

1 Yes 32 94

2 No 2 6

Total 34 100

From the above table it is clear that 32 out of 34 responded as the Tata-Vistara conducted
blood donation camp under CSR activity; whereas the remaining 2 of them responded as the
company did not conduct any blood donation campaign under CSR activity.

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 No
6%

Yes
94%

Interpretation

From the above chart it is clear that 94% responded as the Tata-Vistara conducted blood
donation camp under CSR activity; whereas the remaining 6% responded as the company did
not conduct any blood donation campaign under CSR activity

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Table no 9:Tata-Vistara company has created awareness on hygiene among employees

Sl.no Particulars No. of respondents %

1 Highly effective 26 76

2 Not effective

3 Effective 8 24

Total 34 100

From the above table it is clear that 26 out of 34 responded as the Tata-Vistara hygiene
awareness was highly effective; whereas the remaining 8 of them responded as the awareness
was just effective.

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 Effective
24%

Highly effective
76%

Interpretation

From the above chart it is clear that 76% responded as the Tata-Vistara hygiene awareness
was highly effective; whereas the remaining 24% of them responded as the awareness was
just effective.

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Table no 10: Awareness on Environmental Protection Activity carried out by your company

Sl.no Particulars No. of respondents %

1 Yes 32 94

2 No 2 6

Total 34 100

Analysis

From the above table it is clear that 32 out of 34 are aware of the environmental activity
carried out by Tata-Vistara; whereas the remaining 2 was not aware.

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 No
6%

Yes
94%

Interpretation

From the above chart it is clear that 94% of the respondents are aware of the environmental
activity carried out by Tata-Vistara; whereas 6% was not aware.

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If yes : Respondents Opinion on the activity

Sl.no Particulars No. of respondents %

1 Using LED bulbs 0 0

2 Zero plastic in office 4 12

3 Go green activity 3 9

4 All of the above 25 79

Total 32 100

Analysis

From the above table it is clear that 4 of the respondents noticed Zero plastic in office and 3
of the respondents was aware of the Go green activity. Remaining 25 of the respondents was
aware of the Go green activity, Zero plastic in office as well as using LED bulbs.

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 Zero plastic in office
12%

Go green activity
9%

All of the above

79%

Interpretation

From the above chart it is clear that 12% of the respondents noticed Zero plastic in office and
9% of the respondents was aware of the Go green activity. Whereas 79% of the respondents
was aware of the Go green activity, Zero plastic in office as well as using LED bulbs.

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Table no 11: Are you aware of children education program

Sl.no Particulars No. of respondents %

1 Yes 32 94

2 No 2 6

Total 34 100

Analysis

From the above table it is clear that 32 of the respondents are aware of the children education
program. Remaining 2 respondents are not aware of the program.

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 No
6%

Yes
94%

Interpretation

From the above chart it is clear that 94% of the respondents are aware of the children
education program. Remaining 6% respondents are not aware of the program.

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If yes :Respondents response on the actvity

Sl.no Particulars No. of respondents %

1 Healthy lifestyle 3 9

2 Free education for 3 9

under privileged
children

3 Sports care

4 All of the above 26 82

Total 32 100

Analysis

From the above table it is known that 3 of the respondents are aware of the healthy lifestyle
provided for the children by the Tata-Vistara. Another 3 respondents are aware of the free
education for under privileged children. The remaining 26 of the respondents are aware of the
children education program conducted by Tata-Vistara such as healthy lifestyle, free
education for the under privileged children and sports care.

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 Healthy lifestyle
9% Free education for
under privileged
children
9%

All of the above

82%

Interpretation

From the above chart it is known that 9% of the respondents are aware of the healthy lifestyle
provided for the children by the Tata-Vistara. Another 9% respondents are aware of the free
education for under privileged children. The remaining 82% of the respondents are aware of
the children education program conducted by Tata-Vistara such as healthy lifestyle, free
education for the under privileged children and sports care

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Table no 12: Employability training program adopted by your company

Sl.no Particulars No. of respondents %

1 Yes 32 94

2 No 2 6

Total 34 100

Analysis

From the above table it is clear 32 out of the 34 respondents are aware of the employability
training program by the Tata-Vistara. Remaining 2 respondents are unaware of the program

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 No
6%

Yes
94%

Interpretation

From the above graph it is clear that 94% of respondents are aware of the employability
training program by the Tata-Vistara. Remaining 6% respondents are unaware of the program

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Table no 12.1 If yes respondents view on the activity held

Sl.no Particulars No. of respondents %

1 Training on computer 3 9

2 Training on tailoring 3 9

3 Training on 2 6
handicraft

4 Training on self- 5 16
employment

5 All the above 19 60

Total 32 100

Analysis

From the above table it is clear that 3 of the employees are being training on computer and
other 3 of the respondents are being training on tailoring; another 2 are being training on
handicraft, about 5 of the respondents are training on self-employment. Remaining 19
respondents are being trained in computer, tailoring, handicraft and self-employment.

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 Training on computer
9%

Training on tailoring
9%

Training on hand-
icraft
6%

All of the above

60% Training on self-
employment
16%

Interpretation

From the above chart it is clear that 9% of the employees are being training on computer and
other 9% of the respondents are being training on tailoring; another 6% are being training on
handicraft, about 16% of the respondents are training on self-employment. Remaining 60%
respondents are being trained in computer, tailoring, handicraft and self-employment.

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Table no 13: Payroll Contribution of employees for CSR

Sl.no Particulars No. of respondents %

1 Yes 32 94

2 No 2 6

Total 34 100

Analysis

From the above table it is clear 32 out of 34 respondents are aware of payroll giving program.
Remaining 2 respondents are unaware of payroll giving program.

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 No
6%

Yes
94%

Interpretation

From the above chart it is clear that 94% respondents are aware of payroll giving program.
6% respondents are unaware of payroll giving program.

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Table no 13.1:If yes Respondents opinion on activity

Sl.no Particulars No. of respondents %

1 Highly satisfied 26 82

2 Satisfied 4 12

3 Neutral 2 6

4 Not satisfied 0 0

5 Highly not satisfied 0 0

Total 32 100

Analysis

From the above table it is clear that 26 out of 32 respondents are highly satisfied of payroll
giving program. 4 of the respondents are satisfied of the program whereas 2 of them are in
neutral response to the program.

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 Neutral
6%
Satisfied
12%

Highly satisfied
82%

Interpretation

From the above chart it is clear that 82% of respondents are highly satisfied of payroll giving
program. 12% of the respondents are satisfied of the program whereas 6% of them are in
neutral response to the program.

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Table no 14: Different payroll program is adopted by your company

Sl.no Particulars No. of respondents %

1 USD 2 million to 1 3
government

2 National relief work 1 3

3 Soft skill 3 8
development

4 Mental well-being 4 12
habit

5 Career counselling 2 6

6 Hygiene training 4 12

7 All of the above 19 56

Total 34 100

Analysis

From the above table it is clear that 1 responded as the company has donated USD 2 million
to the government. 1 of them responded as the company has donated to national relief work, 3
are with the response of the donation to soft skill development. 4 responded as the payroll is
being used for the mental wellbeing habit. 2 have responded as the amount is used for career
counselling. 4 of them responded as the program utilise the payroll for hygiene training.
Remaining 19 of the responded as the payroll is being utilised for all the above initiatives like
the 2million USD to government, National relief work, soft skill development, mental well-
being habit, career counselling and hygiene training.

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 USD 2National
million torelief
govtwork
3% 3% Soft skill de-
vlopment
8%

Mental well-be-
ing habit
12%

All of the above

56% Career
counselling
6%

Hygiene training
12%

Interpretation

From the above chart it is clear that 3% responded as the company has donated USD 2
million to the government. 3% of them responded as the company has donated to national
relief work, 8% are with the response of the donation to soft skill development. 12%
responded as the payroll is being used for the mental well-being habit. 6% have responded as
the amount is used for career counselling. 12% of them responded as the program utilise the
payroll for hygiene training. Remaining 56% of the responded as the payroll is being utilised
for all the above initiatives like the 2million USD to government, National relief work, soft
skill development, mental well-being habit, career counselling and hygiene training.

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 CHAPTER-5

FINDINGS, SUGGESTIONS,CONCLUSION

FINDINGS

1. They maintain zero plastic zone in the office of Tata-Vistara

2. Along with the employees they’ve initiated samplings in many areas of operation
level of Vistara.
3. Greenhouse fuel efficiency is maintained by Tata-Vistara
4. Tata-Vistara has educated children by promoting secondary level education and a
healthy lifestyle in underprivileged children to help achieve their dreams.
5. Tata-Vistara equip underprivileged children and young women with useful vocational
skills and encourage them to consider career in aviation related sectors
6. Tata-Vistara ensures sustainability, ecological balance and conservation of natural
resources in the environment. The primary modes of community outreach.
7. Donation and grant giving, employee volunteer in CSR.
8. Employees of Tata-Vistara participate in payroll donation.
9. Tata-Vistara provide access to air travel and cargo space.
10. Tata-Vistara NGO partners are Salaam Baalak Trust, Goonj, Akshay Patra Foundation
11. Tata-Vistara has taken initiatives in the aftermath of several natural disasters like
earthquake, droughts and cyclones across the country.
12. Tata-Vistara are constantly looking at newer ways to reduce carbon footprint and
preserve the environment.
13. Tata-Vistara aircraft are powered by the most advanced technologies and systems,
resulting in 50% reduction in engine noise, NOx and CO2 emissions.
14. Tata-Vistara results in substantial savings in fuel burn.
15. Tata-Vistara shifted to eco-friendly utensils and stainless-steel cutlery for catering
16. Tata-Vistara adopted to a cleaner, greener planet by planting trees on world
environment day.
17. Tata-Vistara observed Earth Hour
18. Tata-Vistara observed World Hunger Day by feeding the underprivileged
19. Tata-Vistara organized yearly blood donation camps

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20. Tata-Vistara adopted communities through the pandemic through Vistara Wellness
Initiative
21. Tata-Vistara contributed 50,000 + long shelf-life food items from the flight kitchens
to the medical frontline workers
22. Tata-Vistara supplied hundreds of dry ration kits and sanitisers to families and
children they have been supporting for many years.
23. Tata-Vistara assembled wellness kit that included hygiene and nutrition items
24. Tata-Vistara made eco-friendly cotton mask for their employees
25. Tata-Vistara contributed USD 2million to the government’s national relief work
26. Salaam Baalak Trust and Smile Foundation conducted career counselling, hygiene
and mental wellbeing habits, and soft skills development.

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SUGGESTIONS

1. Special training for employees should be given for implementing CSR activity.
2. Calendar of events on CSR activity should be scheduled in the beginning of the year
3. Employee should be encouraged with cash award
4. Employee should be motivated by providing recognitional certificates
5. Education benefit should be provided for supporting staffs who are working in airlines
6. Eco friendly banners should be used for the promotion.
7. Self-grooming training program should be provided for the employees working in
ground area.
8. Airline should adopt schools in the states from where they are earning major profits.
9. CSR should be linked in employee promotion.
10. Email etiquette training should be provided for the employees
11. Multi language training should be provided for all the employees
12. Paternity benefits should be provided.

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CONCLUSION

With the development of tourism, air travel has been a popular option among travellers. It is
an indispensable part of the tourism and transportation sector. The aviation industry has seen
dramatic growth over the last two decades. According to the statistics from the International
Civil Aviation Organization (ICAO), the number of globally carried passengers has increased
from 1.4 billion in 1998 to 3.9 billion in 2017 and reached 4 billion in 2018. Global
prosperity depends on air connectivity, as air-travel is a basic means of transport “as well as a
driver of global economic, social and cultural development”

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