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Air India is the flag carrier of India with its main hub at Indira Gandhi International Airport in Delhi, and secondary hubs at Kempegowda International Airport in Bengaluru and Chhatrapati Shivaji Maharaj International Airport in Mumbai, alongside several focus cities across India. Headquartered in Gurugram, Haryana, India, the airline is owned by Air India Limited, which is owned by the Tata Group (74.9%) and Singapore Airlines (25.1%). As of November 2025, the airline serves 87 domestic and international destinations, operating a variety of Airbus and Boeing aircraft and is the second-largest airline in India in terms of passengers carried after IndiGo. Air India became the 27th member of Star Alliance on 11 July 2014.

Key Information

Founded in 1932 as Tata Airlines by J. R. D. Tata, Tata himself flew its first single-engine de Havilland Puss Moth, carrying air mail from Karachi to Bombay's Juhu aerodrome and later continuing to Madras (currently Chennai). After World War II, it was nationalised by the Government of India in 1953 and was renamed Air India.[4] On 21 February 1960, it took delivery of its first Boeing 707 named Gauri Shankar and became the first Asian airline to induct a jet aircraft in its fleet. In 2000–01, attempts were made to privatise Air India, and from 2006 onwards, it suffered losses after its merger with Indian Airlines. Another privatisation attempt was launched in 2017, which concluded with ownership of the airline and associated properties returning to the Tata Group after 69 years in 2022.[5]

Air India also operates flights to domestic and Asian destinations through its subsidiary Air India Express. Air India operates a mix of narrow body aircraft such as the Airbus A320 family used for most domestic and short-haul international routes and wide body aircraft such as the Airbus A350, Boeing 777 and Boeing 787 aircraft for long haul international routes. Air India's mascot is the Maharajah (high king) and the erstwhile logo consisted of a flying swan with the wheel of Konark inside it, before being replaced by a new logo inspired by the airline's Jharokha window pattern in 2023.

History

[edit]

Early years (1932–1945)

[edit]
Tata Air Service

Air India had its origin in Tata Sons, founded by J. R. D. Tata, an Indian aviator and business tycoon.[6] In April 1932, Tata won a contract to carry mail for Imperial Airways and the aviation department of Tata Sons was formed with two single-engine de Havilland Puss Moths. On 15 October 1932, Tata flew a Puss Moth carrying air mail from Karachi to Bombay (currently Mumbai) and the aircraft continued to Madras (currently Chennai) piloted by Nevill Vintcent, a former Royal Air Force pilot and friend of Tata.[7] The airline fleet consisted of a Puss Moth aircraft and a Leopard Moth.[8][9] Initial service included weekly airmail service between Karachi and Madras via Ahmedabad and Bombay. In its first year of operation, the airline flew 160,000 miles (260,000 km), carrying 155 passengers and 9.72 tonnes (10.71 tons) of mail and made a profit of ₹60,000 (US$710).[10][11] Later, the airline launched a domestic flight from Bombay to Trivandrum with a six-seater Miles Merlin.[12] In 1938, it was re-christened as Tata Air Services and later as Tata Airlines. Delhi and Colombo were added to the destinations in 1938.[7] During the Second World War, the airline helped the Royal Air Force with troop movements, shipping of supplies, rescue of refugees and maintenance of planes.[7]

Post-Independence (1946–2000)

[edit]
Air India became the first Asian carrier to induct a jet aircraft with the Boeing 707–420 Gauri Shankar (registered VT-DJJ)
Air India Boeing 747-200B (registered VT-EGA). The airline operated 11 Boeing 747-200B aircraft in total.

After World War II, regular commercial service was restored in India and Tata Airlines became a public limited company on 29 July 1946 under the name Air India.[2] After the Indian independence in 1947, 49% of the airline was acquired by the Government of India in 1948.[13] On 8 June 1948, a Lockheed Constellation L-749A named Malabar Princess (registered VT-CQP) took off from Bombay bound for London Heathrow marking the airline's first international flight.[7] In 1953, the Government of India passed the Air Corporations Act and purchased a majority stake in the carrier from Tata Sons, though its founder, J. R. D. Tata, would continue as chairman until 1977.[14] The company was renamed as Air India International Limited and the domestic services were transferred to Indian Airlines as a part of restructuring.[15] From 1948 to 1950, the airline introduced services to Nairobi in Africa and to major European destinations Rome, Paris and Düsseldorf.[16] The airline took delivery of its first Lockheed Constellation L-1049 named Rani of Jhansi (registered VT-DGL) and inaugurated services to Bangkok, Hong Kong, Tokyo and Singapore.[16]

On 21 February 1960, Air India International inducted its first Boeing 707–420 named Gauri Shankar (registered VT-DJJ), thereby becoming the first Asian airline to induct a jet aircraft in its fleet.[17][18] The airline inaugurated services to New York on 14 May 1960.[16] On 8 June 1962, the airline's name was officially truncated to Air India[2] and on 11 June 1962, Air India became the world's first all-jet airline.

In 1971, the airline took delivery of its first Boeing 747-200B named Emperor Ashoka (registered VT-EBD)[19] and introduced a new Palace in the Sky livery and branding. The airline operated 11 Boeing 747-200 in total. In 1986, Air India took delivery of its first Airbus A310-300 and in 1988, the airline took delivery of Boeing 747-300M.[16] In 1993, Air India took delivery of a Boeing 747-400 named Konark (registered VT-ESM) and operated the first non-stop flight between New York and Delhi.[20]

Financial trouble, merger with Indian and later (2000–2022)

[edit]
Air India Airbus A310-300. It sold three A300s in March 2009 due to debt.
In January 2013, Air India cleared some of its debt by selling and leasing back the newly acquired Boeing 787 Dreamliners. Also, the airline posted its first positive EBITDA after almost six years.
Air India joined the Star Alliance in 2014. Pictured is Air India Boeing 787 Dreamliner (VT-ANU) in special Star Alliance livery.

In 2000–01, attempts were made to re-privatise Air India.[21][22][23][24] In 2000, Air India introduced services to Shanghai, China. On 23 May 2001, the Ministry of Civil Aviation charged Michael Mascarenhas, the then-managing director, with corruption. According to the ministry reports, the airline lost approximately ₹570 million (US$6.7 million) because of extra commissions that Mascarenhas sanctioned, and he was later suspended from the airline.[25] In May 2004, Air India launched a wholly owned low cost subsidiary called Air-India Express connecting cities in India with the Middle East and Southeast Asia. Until 2007, Air India mainly operated on international long-haul routes while Indian Airlines operated on domestic and international short-haul routes. In 2007, Air India and Indian Airlines were merged under Air India Limited[26] and the airline took delivery of its first Boeing 777 aircraft.[16] The airline was invited to be a part of the Star Alliance in 2007.[27]

Around 2006, both Air India and Indian Airlines showed signs of financial crisis as combined losses were ₹7.7 billion (US$91 million). After the merger, it went up to ₹72 billion (US$850 million) by March 2009.[28][29] In July 2009, State Bank of India was appointed to prepare a road map for the recovery of the airline.[30] The carrier sold three Airbus A300 and one Boeing 747-300M in March 2009 for $18.75 million to finance the debt.[31] By March 2011, Air India had accumulated a debt of ₹426 billion (US$5.0 billion) and an operating loss of ₹220 billion (US$2.6 billion), and was seeking ₹429 billion (US$5.1 billion) from the government.[32][33] A report by the Comptroller and Auditor General blamed the decision to buy 111 new planes and the ill-timed merger with Indian Airlines for the poor financial situation.[34][35] In August 2011, the invitation to join Star Alliance was suspended as a result of its failure to meet the minimum standards for the membership.[36][37] The government pumped ₹32 billion (US$380 million) into Air India in March 2012.[38][39]

On 1 March 2009, Air India made Frankfurt Airport its international hub for onward connections to the United States from India. However, the airline shut down the Frankfurt hub on 30 October 2010 because of high operating costs.[40] In 2010, financially less lucrative routes were terminated and the airline planned to open a new hub for its international flights at Dubai.[41] In 2012, a study commissioned by the Corporate Affairs Ministry recommended that Air India should be partly privatised.[42] In May 2012, the carrier invited offers from banks to raise $800 million via external commercial borrowing and bridge financing.[43] In May 2012, the airline was fined $80,000 by the US Transportation Department for failing to post customer service and tarmac delay contingency plans on its website and adequately inform passengers about its optional fees.[44]

In 2013, the then-Civil Aviation Minister Ajit Singh stated privatisation was the key to the airline's survival.[45] However, the opposition led by the BJP and the CPI(M) slammed the government.[46] In 2013, the Indian government planned to delay equity infusion of ₹300 billion (US$3.5 billion) that was slated to be infused into the airline slowly over eight years.[47] In January 2013, Air India cleared a part of its pending dues through funds raised by selling and leasing back the newly acquired Boeing 787 Dreamliners.[48][49] In March 2013, the airline posted its first positive EBITDA after almost six years and 20% growth in its operating revenue since the previous financial year.[50][51] Air India Limited split its engineering and cargo businesses into two separate subsidiaries, Air India Engineering Services Limited (AIESL) and Air India Transport Services Limited (AITSL) in 2013.[52][53] In December 2013, the airline appointed veteran pilot SPS Puri as its head of operations. The appointment was criticised by the Air India pilots union as Puri allegedly has multiple violations to his name.[54]

Air India became the 27th member of Star Alliance on 11 July 2014.[55][56] In August 2015, it signed an agreement with Citibank and State Bank of India to raise $300 million in external commercial borrowing to meet working capital requirements.[57] For FY 2014–15, its revenue, operating loss and net loss were ₹198 billion (US$2.3 billion), ₹2.171 billion (US$26 million) and ₹5.41 billion (US$64 million) compared FY 2011–12, which were ₹147 billion (US$1.7 billion), ₹5.138 billion (US$61 million) and ₹7.55 billion (US$89 million).[58] As of February 2016, Air India was the third largest carrier in India, after IndiGo and Jet Airways with a market share of 15.4%.[59][60][61][62]

On 21 May 2021, it was reported that Air India was subjected to a cyberattack where the personal details of about 4.5 million customers around the world were compromised, including passport, credit card details, birthdates, name and ticket information.[63][64][65] Air India's data processor, SITA, reported the data breach to Air India in around February 2021.[64][66] The data breach involved all information which was registered in the SITA data processor between 26 August 2011 and 20 February 2021,[67][68][69] and the cyberattackers gained access to the systems for a period of 22 days.[70] Air India told passengers that there was no conclusive evidence on whether any misuse of the personal data had been reported[71] and urged passengers to immediately change their passwords.[72]

Post privatisation (2022–present)

[edit]

On 28 June 2017, the Government of India approved the privatisation of Air India and set up a committee to decide the details.[73] In March 2018, the Government issued an Expression of Interest (EOI) to sell a 76% stake in Air India, along with low-cost airline Air India Express, and a 50% stake in AISATS, a ground handling joint venture with Singapore Airport Terminal Services (SATS). According to the EOI, the new owner would have to take on a debt of ₹33,392 crore (US$3.9 billion) and a bid would have to be submitted by mid-May as the Government wanted to complete the selling process by the end of 2018.[74] However, no private firms showed any interest to buy a share in the debt-laden airline.[75]

Having failed to sell off a majority stake in the airline, the Government decided to completely exit the airline and invited fresh EOIs on 27 January 2020. In order to attract bidders this time, the government reduced the debt burden on Air India by moving nearly ₹30,000 crore (US$3.5 billion) of the company's debts and liabilities to a Special Purpose Vehicle (SPV).[76][77] In view of the prevailing situation arising out of COVID-19, the last date for submission of interest was extended multiple times and the Government eventually received EOIs from seven parties by December 2020.[78] Five of these parties were disqualified and the Government invited financial bids for Air India from the two qualified parties in September 2021.[79]

In September 2021, Spice Jet's Ajay Singh-led consortium and Tata Sons submitted their financial bids for Air India.[80] On 8 October 2021, Air India along with its low cost carrier Air India Express and fifty per cent of AISATS, a ground handling company, were sold for ₹18,000 crore (US$2.1 billion) to Tata Group.[81][82] On 27 January 2022, the airline was officially handed over to Tata Group.[83] On 14 February 2022, after its re-privatisation, the airline appointed İlker Aycı, former chairman of Turkish Airlines as its new CEO and managing director to take charge on or before 1 April 2022 which did not materialise.[84][85] In March 2022, Natarajan Chandrasekaran, the chairman of Tata Sons was appointed as the chairman of the airline and in May 2022, Campbell Wilson was announced as the CEO and MD.[86][87]

After the airline's acquisition, Tata Group began discussions on bringing the other airlines, including Vistara and AirAsia India, where it held a stake, under a unified umbrella. In November 2022, Air India acquired AirAsia's stake in AirAsia India, renamed it AIX Connect and announced plans to merge it with Air India Express.[88] On 29 November 2022, Air India announced the merger with Vistara by March 2024 with Singapore Airlines which owns a 49% stake in Vistara getting a 25% stake in the newly formed airline.[89] Vistara brand would be discontinued post the merger and the brand will operate under the Air India name.[90][91] The National Company Law Tribunal approved the merger between Air India and Vistara on 6 June 2024, followed by Singapore Airlines' FDI approval by the Indian government on 30 August 2024.[92][93][94][95][96] On 12 November 2024, the merger between Vistara and Air India was completed.[97]

On 15 September 2022, the Tata Group announced Vihaan, a five-year transformation goal aimed at restructuring and transforming Air India in phases.[98][99][100] As part of the plan, Air India announced flights to additional international destinations.[101][102] The route expansion was supported by improving air-worthiness of existing fleet and leasing aircraft from other airlines.[103][104][105] On 14 February 2023, Air India announced an order for 470 aircraft consisting of 250 from Airbus and 220 from Boeing at a cost of US$70 billion, which set the record for the world's largest aircraft order at the time.[106] On 10 August 2023, the airline announced a rebranding exercise named "Vista" with a new livery and logo.[107][108] On 1 January 2024, Air India announced that it will begin operating its first Airbus A350 aircraft on domestic routes from 22 January 2024 before expanding to international destinations.[109]

As of July 2024, Air India is "consolidating its cargo operations" and plans to start a separate entity or a subsidiary like Air India Cargo to handle cargo operations with dedicated freighters. There has been a 30% increase in the cargo revenues of the Air India Group in FY22-24. The cargo volume is expected to increase to 2.5 million tonnes by 2027. Air India is also developing a "mother software" to handle cargo data and revenue management. The airline is streamlining its cargo operations for optimisation of cargo handling. The airline has initiated a programme to "onboard, engage and expand with regional, national and global customers".[110]

In September 2024, Air India announced a $400 million refurbishment programme to modernise 67 of its older aircraft. The programme will commence with the overhaul of 27 narrow-body Airbus A320neo planes, followed by 40 wide-body Boeing aircraft.[111][112]

In October 2025, Air India was reported to be in advanced talks to acquire up to 300 additional aircraft from Airbus and Boeing, including 80–100 widebody models such as the Airbus A350 or Boeing 777X, as part of its fleet renewal and international expansion.[113]

Corporate affairs and identity

[edit]
[edit]

The key trends of Air India are (as of the financial year ending 31 March[114]):

Year Revenue
(₹Cr)[115] 		Net profit
(₹Cr)[115] 		Number of
passengers
(mn) 		Passenger
load factor
(%) 		Freight
carried
(000 tonnes) 		Fleet
size[116] 		Reference
2015-16 20,610 −3,836 18.0 75.6 192 135 [117]
2016-17 22,177 −6,281 19.1 76.3 196 136 [117][118]
2017-18 23,003 −5,337 21.1 80.0 204 158 [119][120]
2018-19 26,487 −8,556 22.1 79.0 240 171 [121]
2019-20 28,524 −7,982 22.5 79.8 221 127 [121]
2020-21 12,104 −7,083 6.3 68.4 74.9 124 [122]
2021-22 19,815 −9,591 11.5 73.5 169 165 [123]
2022-23 31,377 −11,388 18.5 81.9 175 127 [124]
2023-24 38,812 − 4,444 137

Headquarters

[edit]
Air India Building in Mumbai served as Air India's headquarters until 2013
The Maharajah, Air India's mascot
Air India logo between 2007–2023
Some artworks exhibited at the Air India office in Budapest (Hungary) in 1970.

Air India Limited is headquartered in Gurgaon, Haryana,[125] in Sector 16. Its head office is in 180,000 square feet (17,000 m2) of leased space on the ground floor and floors 1–6 in Block 5 in the Vatika One-on-One complex, and the lease began on 29 September 2023.[126] Air India Express, since 2024, occupies space in the same complex.[127]

Air India moved its headquarters from Air India Building, Mumbai to Delhi in 2013. The former Mumbai headquarters is a 23-story tower on Marine Drive and was one of the targets of the 1993 Bombay bombings.[128][129] It then occupied Indian Airlines House, New Delhi.[128][130] In 2023, Air India moved its headquarters to Gurgaon in the National Capital Region.[131]

Subsidiaries

[edit]
Further information: Air India structure

Current

[edit]
Further information: Air India Express

Air India Express began operations on 29 April 2005 and was initially owned by Air India Charters and operates flights from South India to the Middle East and Southeast Asia.[132][133] In November 2022, Air India acquired AirAsia's stake in AirAsia India, renamed it into AIX Connect and announced plans to merge it with Air India Express.[134] On 1 October 2024, this merger was completed successfully.[135]

Defunct

[edit]
Further information: Alliance Air (India) and Air India Cargo

Air India became the first Asian airline to operate freighters when Air India Cargo was set up in 1954 and started its freighter operations with a Douglas DC-3 aircraft.[16] Air India Cargo ended freighter aircraft operations in early 2012.[136]

Alliance Air was a wholly owned subsidiary of Indian Airlines established on 1 April 1996. It started operations on 21 June 1996. It was renamed Air India Regional after the merger between Air India and Indian Airlines.[137] It was renamed back to Alliance Air in 2017 and ceased being a subsidiary of Air India in April 2022 when the Government of India sold Air India to the Tata Group.[138]

Mascot

[edit]

Air India's mascot is the Maharajah (high king).[139][140] It was created by Bobby Kooka, the then-commercial director of Air India, and Umesh Rao, an artist with J. Walter Thompson Limited in 1946.[141] Kooka stated that, "We call him a Maharajah for want of a better description. But his blood isn't blue. He may look like royalty, but he isn't royal".[142] Air India adopted the Maharajah as its mascot in 1946. It was used in promoting it although initially designed only for the airline's memo-pads.[143] The Maharajah was given a makeover in 2015 and the brand is represented by a younger version.[144] In 2023, the Maharajah was given a makeover and was revealed that the mascot would only be used in certain aspects of the airline like the premium lounges and crockery.[145]

Logo and livery

[edit]

Air India's colour scheme is red and white. The aircraft was painted white with red palace-style carvings on the outside of the windows and the airline's name written in red. The name is written in Hindi on the port side fuselage and in English on the port side tail. On the starboard side, the name is written in English on the fuselage and in Hindi on the tail.[146] The window scheme was designed in line with the slogan Your Palace in the Sky.[16] The aircraft was earlier named after Indian kings and landmarks. In 1989, to supplement its Flying Palace livery, Air India introduced a new livery that included a metallic gold spinning wheel on a deep red-coloured tail and a Boeing 747, Rajendra Chola, was the first aircraft to be painted in the new colours.[16]

Airbus A310 (registered VT-EJH) part of the now defunct Air India Cargo.

The first logo of Air India was a centaur, a stylised version of Sagittarius shooting an arrow in a circle representing the wheel of Konark. The logo chosen by founder J. R. D. Tata was introduced in 1948 and represented the airline until 2007.[147] On 22 May 2007, Air India and Indian Airlines unveiled their new livery consisting of a Flying Swan with the wheel of Konark placed inside it. The flying swan was morphed from the centaur logo, and the chakra was derived from Indian's erstwhile logo.[148] On 15 May 2007, Air India refreshed its livery, making the Rajasthani arches along the windows slightly smaller, extending a stylised line from the tail of the aircraft to the nose and painting the underbelly red. The new logo features on the tail and the engine covers with red and orange lines running parallel to each other from the front door to the rear door.[140]

After the airline's acquisition by the Tata Group, the airline revealed its brand new logo and livery on 10 August 2023.[149][150] The new livery features a palette of deep red, aubergine, and gold with chakra pattern and the new logo is inspired by the airline's Jharokha window pattern.[151] In December 2023, the airline unveiled new uniforms for its crew and rolled out its new identity with an Airbus A350-900, the first aircraft to be re-branded.[152][153][154]

Art collection

[edit]

Air India maintained a collection of Indian art from 1956 comprising works of important Indian artists and photographers, sculptures, wood carvings, glass paintings, rare textiles etc.[155] The artworks were often sent to be hung in Air India booking offices around the world and used in promotional material.[155] In 1967, the company commissioned ashtrays from Salvador Dalí and gifted an elephant calf as payment.[156] In 2010, a plan to establish a museum from the collection was stalled and the artworks reside in a building in Nariman Point, Mumbai.[155] Air India organised the first ever exhibition of these art at the National Gallery of Modern Art in Delhi, titled Air India Salutes Indian Masters in 2013.[157] Following a memorandum of understanding agreed between the airline and the Ministry of Culture, the art collection was transferred to the National Gallery of Modern Art (NGMA) in Mumbai in January 2023.[158] The art was put up for exhibition titled Maharaja's Treasure: Select Works of Art from the Famed Air India Collection.[159][160]

Destinations

[edit]
Main article: List of Air India destinations

As of November 2025, Air India flies to a total of 87 destinations, including 42 domestic destinations and 45 international destinations in 37 countries across five continents around the world.[161] Its primary hub is located at Indira Gandhi International Airport, New Delhi, and it has secondary hubs at Kempegowda International Airport, Bengaluru and Chhatrapati Shivaji Maharaj International Airport, Mumbai.[162] Air India operates some of the world's longest non-stop flights.[163]

Alliance

[edit]

Air India became the 27th member of Star Alliance on 11 July 2014.[55][56]

Codeshare agreements

[edit]

Air India has codeshare agreements with the following airlines:[164]

Interline agreements

[edit]

Air India has interline agreements with the following airlines:

Fleet

[edit]
Air India Airbus A320neo
Air India Airbus A350-900 registered VT-JRA. This was the airlines’ first A350.
Air India Boeing 777-200LR
Air India Boeing 777-300ER
Air India Boeing 787-8 Dreamliner
Air India Boeing 787-9 Dreamliner, formerly a Vistara aircraft before merger with Air India
Main article: Air India fleet

As of November 2025, Air India operates a fleet of 189 aircraft, both narrowbody and widebody aircraft with a fleet composed of Airbus A319, A320, A320neo, A321, A321neo, A350 as well as the Boeing 777 and Boeing 787.[176]

Fleet information

[edit]

In 1932, Air India started operations with a De Havilland Puss Moth. On 21 February 1960, Air India International inducted its first Boeing 707-420C named Gauri Shankar (registered VT-DJJ), thereby becoming the first Asian airline to induct a jet aircraft in its fleet.[17] In 1971, the airline took delivery of its first Boeing 747-237B named Emperor Ashoka (registered VT-EBD)[19] In 1986, Air India took delivery of its first Airbus A310-300.[16] On 4 August 1993, Air India took the delivery of its first Boeing 747-437 named Konark (registered VT-ESM)[20][failed verification] In 1989, Indian Airlines introduced the Airbus A320-200 aircraft, which Air India now uses to operate both domestic and international short haul flights.[16] In 2005, Indian Airlines introduced the smaller A319, which is now used mainly on domestic and regional routes.[16] After the merger in 2007, Air India inducted the A321 to operate mainly on international short-haul routes and leased Airbus A330s to operate on medium-long-haul international routes. The airline's first Boeing 777-200LR aircraft was delivered on 26 July 2007, which was named Andhra Pradesh.[citation needed] Air India received its first Boeing 777-300ER aircraft on 9 October 2007 and the aircraft was named as Bihar.[citation needed] Air India received its first Boeing 787 dreamliner aircraft on 6 September 2012 and commenced flights on 19 September 2012.[177]

Air India One is the call sign of any Air India aircraft carrying the prime minister, president or the vice-president.[178][179][180] Though the call-sign of Air India is used, these flights are operated on customised Boeing 777-300ER aircraft owned by Indian Air Force and maintained by Air India on a special contract.[181]

Fleet restructuring

[edit]

As a part of the financial restructuring, Air India sold five of its eight Boeing 777-200LR aircraft to Etihad Airways in December 2013. According to the airline, plans for introducing ultra-long flights with service to Seattle, San Francisco and Los Angeles were cancelled due to factors like high fuel prices and weak demand.[182] In April 2014, the airline decided to sell its remaining three Boeing 777-200LRs as well, citing higher operating costs.[183] On 24 April 2014, Air India issued a tender for leasing 14 Airbus A320 aircraft for up to six years, to strengthen its domestic network.[184] On 11 April 2024, Air India sold four of its last remaining Boeing 747-400 jumbo jets US company AerSale. Two will be converted into freighters and two will be scrapped.[185] Air India is also planning to establish a dedicated subsidiary for cargo operations with dedicated freighters.[110]

New aircraft orders

[edit]
Air India's first A350 alongside its future companion, the Boeing 777X that the airline has ordered in early 2023 during the Paris Air Show.

On 11 January 2006, Air India announced an order for 68 jets – 8 Boeing 777-200LR, 15 Boeing 777-300ER, 18 Boeing 737-800 and 27 Boeing 787-8 Dreamliners. The 18 Boeing 737s ordered were later transferred to Air India Express and Air India took delivery of the Dreamliners.[186]

On 14 February 2023, Air India announced an order for 470 aircraft with Airbus and Boeing consisting of 210 A320neo family, 40 A350, 190 737 MAX, 20 787-9, and 10 777-9 aircraft for US$70 billion with deliveries beginning late 2023.[106]

On 10 December 2024, an additional order of 100 aircraft with Airbus was confirmed consisting of 90 A320neo family aircraft and 10 A350 aircraft.

New Airbus A320 safety instruction booklet

Services

[edit]
Business Class seats on board the Boeing 777-200LR/777-300ER
Air India economy class in-flight meal

Cabin

[edit]

The Boeing 777-200LRs/777-300ERs that have operated with Air India since before its privatisation have a three-class configuration with first, business, and economy class.[187] These include the carrier's older, 2-3-2 business class cabins and 3-3-3 economy class cabins. Following privatisation, Air India began operating ex-Delta 777-200LRs on certain routes to North America, which allowed for the airline to introduce Premium Economy (using Delta's Premium Select product).[188] The introduction of ex-Etihad 777-300ERs on routes to London-Heathrow[citation needed] introduced a third product type within the carrier's fleet (though Premium Economy product is still limited to the ex-Delta 777s).

Air India's Boeing 787 Dreamliners have a similar product to its older 777s but do not have first class, opting for a two-class configuration with a 2-2-2 business class and economy class.

In January 2024, the airline introduced its first Airbus A350 on select domestic services.[189]

Within its A320ceo fleet, which primarily serves domestic and regional international services, only business and economy class are offered,[190] with some aircraft, including newly delivered A320/321neo aircraft having only economy class.[190]

In November 2024, the merger between Air India and Vistara was completed, and former Vistara aircraft started operating under Air India. With the merger, Air India customers can, in addition to Air India's own hard product, also experience Vistara's cabin, including its three-class 787-9 Dreamliners (as opposed to Air India's own two-class 787-8 Dreamliners).

In-flight entertainment

[edit]

Air India's widebody fleet is equipped with seatback on-demand in-flight entertainment systems on which passengers can choose from available content. This varies from the Thales i5000 on the 777-300ER, the Thales i8000 on the 787-8s, to the Panasonic eX3 on the A350-900, 777-200LR and 787-9.[191] The legacy 777 and 787 product will be replaced with Thales' Avant Up system. Thales will also line-fit further deliveries of the A350-900 and the 787-9 with the same system.[192] Air India does not offer seatback entertainment on its narrowbody fleet, with the exception of the A321LR, which uses Panasonic's eX1 system.[193] On its other narrowbodies, and as an interim solution on its legacy widebody fleet, Air India uses the Bluebox streaming IFE service.[194] Namaste.ai is the current in-flight magazine published in English by Air India.[195] It replaced Shubh Yatra (meaning Happy Journey), which was a bilingual in-flight magazine published in English and Hindi.[196]

On-Board Wi-fi

[edit]

On 1 January 2025, Air India announced that it rolled out free onboard WiFi on all flights operated by the carrier's A350, Boeing 787-9 and select A321neo aircraft.[197] Other planes would get Wi-Fi connectivity after they go through a refurbishment. The carrier became the first airline in the nation to offer such complimentary service within India.[198]

Frequent flyer programme

[edit]

Flying Returns was Air India's frequent-flyer programme. It was India's first frequent flyer programme and was shared by Air India and its subsidiaries. A member could earn mileage points and redeem them during future travel. On higher fares, passengers would earn bonus miles and clock mileage points.[199]

Following the merger of Air India and Vistara, Flying Returns and Club Vistara were combined and rebranded as Maharaja Club.[200][201][202]

Missions

[edit]

As the flag carrier, Air India is often involved in the evacuation of civilians during wars. The airline entered the Guinness Book of World Records for the most people evacuated by a civil airliner.[203] Over 111,000 people were evacuated from Amman to Mumbai, a distance of 4,117 kilometres (2,558 mi), by operating 488 flights from 13 August to 11 October 1990  – lasting 59 days. The operation was carried out during Persian Gulf War to evacuate Indian expatriates from Kuwait and Iraq.[203][204][205][206] The event was later featured in the film Airlift.[207]

In February–March 2011, Air India evacuated more than 15,000 Indian nationals during the Libyan civil war.[208] In March–April 2015, the airline was involved in Operation Raahat during the Yemeni civil war.[208] In August 2021, Air India evacuated 669 people under Operation Devi Shakti from war-torn Afghanistan during the 2021 Taliban offensive.[209] In February 2022, Air India evacuated Indian citizens from Russia and Ukraine as a part of Operation Ganga during the Russo-Ukrainian War.[210] In October 2023, the airline evacuated people from Israel during the Gaza war as a part of Operation Ajay.[211]

Awards and recognitions

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  • Preferred International Airline for travel and hospitality from Awaz Consumer Awards (2006)[212]
  • Best Corporate Social Responsibility Initiative by Galileo Express Travel World[213]
  • Best Short-Haul International Airline by Galileo Express Travel World (2008)[213]
  • Corporate Excellence Award by Amity University (2006)[213]
  • Trusted Brand by Reader's Digest (2006)[213]
  • Dun and Bradstreet Award (D&B), first in terms of revenue out of the top airline companies out of India (2006)[213]
  • Best South Asian Airline, Mice and business travel publications (2006)[213]
  • Cargo Airline of the Year, 26th Cargo Airline of the Year Awards[214]
  • Montreal Protocol Public Awareness Award by the United Nations for environmental protection[215]
  • Air India was named India's most trusted airline by The Brand Trust Report 2015.[216]

Air India's ground services became the first ground service provider to acquire ISO 9002 certification on 31 January 2001.[217][218]

Accidents and incidents

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See also: Air India Express § Accidents and incidents

As of November 2025, Air India has been involved in eleven fatal crashes and twenty ground fatalities, two of which were caused by acts of terrorism.

Fatal

[edit]
  • On 27 December 1947, a Douglas C-48C (registered VT-AUG) carrying nineteen passengers and four crew en route from Karachi to Bombay, crashed at Korangi Creek due to loss of control following instrument failure, killing all on board. This was the airline's first fatal accident. The aircraft had been notorious for electrical problems and had an unusual number of instrument replacements.[219]
  • On 3 November 1950, Air India Flight 245, a Lockheed L-749 Constellation (registered VT-CQP, Malabar Princess) carrying forty passengers and eight crew on a flight from Bombay to London via Cairo and Geneva, crashed on Mont Blanc in France, killing all 48 on board.[220][221]
  • On 13 December 1950, a Douglas C-47B (registered VT-CFK) carrying 17 passengers and four crew from Bombay to Coimbatore, crashed into high ground near Kotagiri due to a navigational error, killing all on board.[222]
  • On 15 September 1951, a Douglas C-47A (registered VT-CCA) lost control and crashed on takeoff from HAL Bangalore Airport with the autopilot turned on, killing a crew member; all 23 passengers survived.[223]
  • On 9 May 1953, a Douglas C-47A (registered VT-AUD) crashed shortly after takeoff from Palam Airport following a loss of control due to pilot error, killing all thirteen passengers and five crew on board.[224]
  • On 11 April 1955, Air India Flight 300, (Kashmir Princess) Lockheed L-749A Constellation (registered VT-DEP) flying from Hong Kong to Jakarta, crashed while attempting a water landing post a mid-air bomb explosion in the right main landing gear bay, killing all eleven passengers and five out of eight crew.[225][226]
The Air India Memorial in Toronto, Ontario, Canada dedicated to the victims of Air India Flight 182
  • On 24 January 1966, Air India Flight 101 Kanchenjunga, a Boeing 707-420 (registered VT-DMN) carrying 117 people (106 passengers and 11 crew) crashed on Mont Blanc, France killing all 117 on board including Indian scientist Homi J. Bhabha.[227] The cause of crash was controlled flight into the terrain, which was attributed to a navigational miscalculation by the pilots during while descending towards Geneva Airport. This was the second Air India flight to crash at the same location in over 15 years after Flight 245 in 1950 and the first hull loss of a jet aircraft for Air India.
  • On 1 January 1978, Air India Flight 855 Emperor Ashoka, a Boeing 747-237B (registered VT-EBD) crashed into the Arabian Sea post taking off from Bombay, killing all 190 passengers and 23 crew on board.[19] The cause of the crash was crew disorientation while dealing with a malfunctioning AI in the dark as the flight took off during the night time. The aircraft was the first Boeing 747-200 delivered to Air India.
  • On 21 June 1982, Air India Flight 403 Gouri Shankar, a Boeing 707-420C (registered VT-DJJ) carrying 99 passengers and 12 crew from Kuala Lumpur to Bombay via Madras crashed while landing at Sahar airport during a rainstorm. The fuselage broke apart, and seventeen people, including two crew members were killed. The cause of the crash was undershooting the runway due to flight crew error and miscalculation.[228][229]
  • On 23 June 1985, Air India Flight 182, a Boeing 747-237B (registered VT-EFO nicknamed Kanishka), was blown up in mid-air by a suitcase-bomb planted by Babbar Khalsa terrorists on the first leg of its Montreal-London-Delhi-Bombay flight. The aircraft exploded off the coast of County Cork, Ireland in the Atlantic Ocean, killing all 307 passengers and 22 crew on board.[230] It was the first mid-air bombing that brought down a Boeing 747 inflight, which was committed in retaliation for the 1984 anti-Sikh riots, that was preceded by the Assassination of Indira Gandhi in October 1984. A second bomb was supposed to be planted on Air India Flight 301, another Boeing 747-200, but before it could be loaded onto the plane at Tokyo-Narita, it exploded at the airport, killing 2 baggage handlers. Flight 182 was the second Air India plane lost to terrorism in 30 years after the bombing of Air India Flight 300 in 1955.
  • On 17 December 2015, an Air India technician was killed in a freak accident at Chhatrapati Shivaji Maharaj International Airport in Mumbai after being sucked into the engine of an Airbus A319 during pushback when the co-pilot mistook a signal and started the engine.[231]
  • On 12 June 2025, Air India Flight 171, a Boeing 787-8 Dreamliner (registered VT-ANB) on the Ahmedabad–London Gatwick route, crashed into the hostel building of B. J. Medical College shortly after takeoff from Ahmedabad Airport. All but one of the 242 people on board were killed, as well as 19 people on the ground.[232] The sole survivor was a British national seated in 11A, next to an emergency exit. A preliminary report filed within a month of the crash stated that the cause was the two fuel control switches moving from their RUN to CUTOFF positions, causing both engines to immediately start losing thrust seconds after take-off.[233] Flight 171 marked the first fatal crash and hull loss of a Boeing 787, and the first fatal crash in 40 years for Air India after flight 182 in June 1985.[234][235] As of August 2025, the investigation is ongoing.

Non-fatal

[edit]
  • On 19 July 1959, Rani of Aera, a Lockheed L-1049G Super Constellation (registered VT-DIN) carrying 46 people (39 passengers and seven crew) crashed on approach to Santacruz airport, Bombay in poor visibility conditions due to rain. There were no fatalities but the aircraft suffered damage beyond repair and was written off.[236]
  • On 23 January 1971, during a training flight for practice at Santacruz Airport in Bombay(now Mumbai), an Air India Boeing 707-437 (registered VT-DJI), went off the runway to the right while performing a 3-engined takeoff, and no. 3 and 4 engines struck a mound 9 feet high located 188 feet from the edge of the runway and were torn off. The wing structure broke off progressively inward and an intense fire broke out. There were no casualties among the 5 crew members, but the 11 year old Boeing 707 was damaged beyond repair and written off.[237]
  • On 25 December 1974, Air India Flight 105, a Boeing 747-237B (registered VT-EBE), flying from Santacruz airport, Bombay to New York JFK, with stops at Beirut, Rome, and Paris was hijacked by a 31-year-old male passenger, while flying on the Beirut-Rome leg. The crew was able to subdue the hijacker, who was handed over to top Italian police officers after landing.[238]
  • On 29 August 1978, Air India Flight 123, a Boeing 747-237B (registered VT-EBO), flying from Delhi to Frankfurt and carrying 377 passengers and crew, aborted take-off at 150 knots due to No. 3 engine failure. While the crew hit the brakes and deployed thrust reversers, the plane veered off the runway and entered soft ground, resulting in left-hand wing landing gear collapse and substantial damage, as No.3 and 4 reversers were not effective. The No. 3 engine failed due to ingestion of tire pieces. The plane sustained substantial damage but was repaired and put back into service.[239]
  • On 28 January 1983, Air India Flight 306 Emperor Kanishka, a Boeing 747-200B (registered VT-EFO), collided with an Indian Airlines Airbus A300 after landing at Palam Airport, Delhi, with the plane suffering substantial damage. The plane was repaired and put back into service, but it was lost to the bombing of Flight 182.[240]
  • On 2 June 1984, Air India Flight 315, a Boeing 747-200B (registered VT-EDU), flying from Bangkok to Delhi with 314 passengers and crew, suffered a No. 4 engine fire five minutes after takeoff. While the fire extinguishers were armed, the fire persisted, forcing the plane to dump fuel and return to Bangkok Don Mueang Airport. The fire was caused by a fuel leak on the left forward side of the engine near the air-to-fuel converter valve. The plane was later repaired and put back into service.[241]
  • On 7 May 1990, Air India Flight 132 Emperor Vikramaditya, a Boeing 747-200B (registered VT-EBO) flying on the London-Delhi-Bombay route carrying 215 people (195 passengers and 20 crew) caught fire on touch down at Delhi airport due to a failure of an engine pylon-to-wing attachment. There were no fatalities, but the aircraft was damaged beyond repair and written off.[242]
  • On 17 June 1996, an Air India Boeing 747-400 (registered as VT-ESM) was hit by a High Lift 'Skyliner' at London Heathrow when the aircraft was parked on Stand J2, after replenishing the galley for the next flight. The Skyliner struck the No. 1 hydraulic bay lower doors and then bounced forward and hit the No. 2 flap track fairing tail-cone. The aircraft sustained minor damage but was repaired and returned to service.[243]
  • On 20 January 1999, Air India Flight 121, a Boeing 747-400 (registered as VT-EVA), flying from Delhi to Frankfurt and carrying 336 passengers and crew, suffered a landing gear fire on its second attempt after a go-around, while damaging 22 lights of the approach lighting system and the localiser antenna for runway 7R due to short contact at the runway touchdown zone. The incident took place while the plane was attempting to land in low visibility caused by fog, coupled with a minor hydraulic pump malfunction in the hydraulic system number four. The plane suffered minor damage and was repaired and returned to service.[244]
  • On 30 July 2005, Air India Flight 127, a Boeing 747-400 (registered as VT-EVJ) on lease from Korean Air, flying from HAL Airport in Bengaluru to Chicago with stops at Mumbai and Frankfurt, skidded while landing at Mumbai on the wet runway 14/32 due to hydroplaning, and damaged the nose wheel landing gear after hitting a few runway lights. While there were no injuries, the plane, which was immobilised after being stuck at the end of runway 32, sustained substantial damage and was taken to an Air India hangar for repairs.[245][246] The incident took place 4 days after the airport was closed due to flooding in the Mumbai, and 2 days after reopening. An alternative Boeing 747-400 was arranged to continue the next legs of the flight, which took off after a delay of four hours.
  • On 19 December 2005, Air India Flight 136, a Boeing 747-400M (registered as VT-AIM) flying from Los Angeles to Delhi via Frankfurt, suffered a tire blowout after take-off from Los Angeles.[247] The plane dumped fuel and returned to Los Angeles after conducting an emergency landing. There were no injuries among 267 passengers and crew, however, a woman passenger was hospitalised after fainting on landing.[248]
  • On 16 May 2008, a Boeing 777-200 (registered as VT-AIK) on lease from United Airlines operating as Air India Flight 717 to Dubai collapsed at Mumbai, after the nose landing gear failed. The incident took place before the passengers were about to board. There were no fatalities or injuries, however, the plane suffered serious damage and was taken off service for repairs.[249]
  • On 21 September 2008, Air India Flight 307, a Boeing 747-300M (registered VT-EPW nicknamed Shivaji), flying from Tokyo-Narita to Delhi carrying 168 passengers and 14 crew, shut down engine No. 3 after an abnormal indication in the instruments. The plane dumped fuel and landed at Tokyo-Narita after declaring emergency. Upon investigation, it was discovered that the nozzle guide vanes of the No. 3 engine LPT STG-2 separated and scattered after fracturing due to intergranular corrosion, and this caused the breakage of the nozzle guide vanes and turbine blades of the downstream stages and eventually damaged the engine.[250] The aircraft was repaired and returned to service, but it was withdrawn from use by the end of 2008 and stored.[citation needed]
  • On 4 September 2009, during the pre-takeoff phase at Chhatrapati Shivaji Maharaj International Airport in Mumbai, Air India Flight 829, a Boeing 747-400 (registered as VT-ESM), experienced an engine fire, which spread to the wing. As the damage caused by the fire was substantial by spreading to the wings and engine pylon, the plane was declared a total loss and 21 of the 229 individuals on board were injured while evacuating. The Boeing 747 was scrapped for parts in May 2011.[251] This particular 747 was the first 747-400 to enter Air India's fleet.
  • On 17 December 2009, Air India One, a Boeing 747-400 (registered as VT-EVA), operating as an executive flight for Prime Minister Manmohan Singh from Delhi to Copenhagen, was hit by a food delivery trolley shortly before it was scheduled for takeoff. The Prime Minister took off on a substitute Boeing 747-400 aircraft after a delay of 3 hours.[252]
  • On 28 May 2012, Air India Flight 112, a Boeing 777-200LR (registered VT-ALH), suffered damage to the nose radar dome and left engine cowling on landing at Chhatrapati Shivaji Maharaj International Airport in Mumbai following a flight from London Heathrow. The cause of the damage could not be determined, but the aircraft was withdrawn from service to be repaired. The Boeing 777 returned to service in January 2015 after repairs and test flights were completed.[253][254]
  • On 5 January 2014, Air India Flight 890, an Airbus A320 (registered VT-ESH), flying from Imphal to Delhi via Guwahati was diverted to Jaipur Airport due to heavy fog in Delhi. The rear tire of the plane burst during landing, damaging the right wing. While there were no fatalities among 173 passengers and 6 crew, the 20-year-old Airbus suffered severe damage and was written off.[255][256]
  • On 30 January 2014, Air India Flight 116, a Boeing 787-8 Dreamliner (registered VT-ANE) flying from Mumbai to Delhi with 236 occupants, had a near-miss on take-off with a Sesa Goa Partenavia P68C aircraft (registered VT-TLE) that took from runway 26 of Juhu Aerodrome. The incident was caused by an ATC instruction error.[257]
  • On 2 February 2014, Air India Flight 191, a Boeing 777-300ER (registered VT-ALQ), flying from Newark to Mumbai, blew three tires after touching down on runway 27. There were no injuries among the 260 passengers and crew, and the place was able to taxi to the gate with assistance.[258]
  • On 23 February 2016, Air India Flight 191, a Boeing 777-300ER (registered VT-ALJ), knocked a light pole down at Mumbai during taxiing towards Terminal 2 after arriving from Ahmedabad, causing damage to the right wing. The ATC had erroneously cleared the pilots to use an incorrect taxiway which was not meant for widebody aircraft. A replacement plane was then used to continue the next leg of the flight to Newark.[259]
  • On 10 November 2016, Air India Flights 142 from Paris and 154 from Vienna, both Boeing 787-8 Dreamliners heading to Delhi, were nearly involved in a midair collision 12 nautical miles away from the airport, due to conflicting instructions from TCAS and ATC. The incident prompted a DGCA and AAIB investigation, which concluded that the breach of separation between the two aircraft occurred due to incorrect label management, wrong separation technique for sequencing of arrival aircraft and inadequate surveillance.[260]
  • On 11 September 2018, Air India Flight 101, a Boeing 777-300ER (registered VT-ALQ), operating from New Delhi to New York JFK airport, suffered multiple instrument failures and was unable to perform an ILS approach into any airport. Because of bad weather, the flight had to hold, resulting in a critical low-fuel situation as well. The flight was able to divert to Newark, where it landed safely.[261]
  • On 29 January 2019, Air India Flight 541, an Airbus A321-200 (registered VT-PPN), flying from Tirupati to Hyderabad, suffered damage to the fuselage and the horizontal stabiliser on take-off due to foreign object damage caused by runway material.[262] The aircraft landed in Hyderabad without any injuries on board, however, the aircraft was withdrawn from service following the accident and was transferred to NACIN in October 2023.[263]
  • On 14 June 2025, Air India Flight 187, a Boeing 777-300ER (registration VT-ALJ), flying from Delhi to Vienna made a sudden drop of 900 feet after encountering turbulence and severe weather, prompting the pilots to deploy safety measures, as the crew received numerous Stall and Terrain warnings. The pilots continued the flight after regaining control, however, the incident prompted an investigation by the DGCA.[264] The incident took place less than 48 hours after Air India Flight 171, a Boeing 787-8 Dreamliner which crashed around 30 seconds after take-off from Ahmedabad, with only one passenger as the only survivor among the 242 passengers and crew.[265]
  • On 21 July 2025, Air India Flight 2744, an Airbus A320-251N (registration VT-TYA), flying from Kochi to Mumbai experienced runway excursion after touchdown at 09:27 AM during heavy rainfall at Runway 09/27, Chhatrapati Shivaji Maharaj International Airport. The aircraft suffered minor damages on the engine along with bursting of three tyres. The runway was also minorly damaged which lead to secondary runway being used for the incoming flights. The aircraft was then grounded for repairs and inspection.[266][267]

See also

[edit]

References

[edit]
[edit]
Revisions and contributorsEdit on WikipediaRead on Wikipedia

Air India

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from Grokipedia

Air India is the flag carrier airline of India, headquartered in Gurugram, Haryana, and owned by the Tata Group. Founded in 1932 by J. R. D. Tata as Tata Airlines—India's first domestic airline—it pioneered commercial aviation in the country before being renamed Air India in 1946 and nationalized by the Government of India on August 1, 1953. Under state ownership for nearly seven decades, the airline expanded its international network but accumulated substantial debts exceeding ₹60,000 crore (US$8.2 billion) by 2021, prompting multiple failed privatization attempts amid chronic losses subsidized by taxpayers. Privatized in October 2021 after a competitive bidding process, control returned to the with the formal handover in January 2022, marking a reversal of the 1953 nationalization and initiating a comprehensive turnaround under the Vihaan.AI program led by CEO . As of April 2025, Air India operates a fleet of 198 aircraft, including narrowbodies and /787 widebodies, serving over 100 destinations across four continents with a workforce exceeding 12,000 employees. Defining achievements include introducing the world's first all-jet fleet in , launching luxury "Palace in the Sky" service on 747s in 1971, and placing a record order for 470 new aircraft in 2023 to modernize operations and pursue net-zero emissions by 2050. The airline has faced notable controversies, including the 1985 bombing of Flight 182 and post-privatization operational challenges such as pilot strikes and service disruptions, though recent mergers with and fleet expansions signal ambitions to reclaim global competitiveness.

History

Founding and Pre-Independence Era (1932–1947)

Tata Airlines was established on October 15, 1932, as a division of by , an aviator and industrialist who held India's first commercial pilot license. The inaugural flight, piloted by Tata himself in a single-engine , departed from to Bombay via , primarily carrying mail under a contract with the . Initial operations focused on the ––Bombay–Madras route, utilizing the rudimentary Juhu mudflats as an airfield in Bombay, with temporary shifts to during monsoons due to flooding. In its first year, Tata Airlines covered 160,000 miles, transporting 155 passengers and 9.72 tonnes of mail, achieving full punctuality in the 1933–1934 fiscal year as recognized by the Directorate of Civil Aviation. Expansion included the introduction of larger in 1936 for the Empire Air Mail Scheme, which enhanced revenues, and the addition of a Bombay–Delhi service in 1937. Operations relied on visual without radio aids, and despite requests, the airline received no government subsidies, underscoring its private enterprise amid British colonial oversight. World War II severely constrained services, with aircraft commandeered by the government and routes limited, though Tata Airlines maintained domestic connectivity. Post-war, in 1946, the company transitioned to a public limited entity and was renamed following an internal naming process involving employee suggestions published in the Tata Monthly Bulletin. By 1947, as India approached independence, Air India prepared for international expansion, ordering aircraft for proposed services while continuing to operate key domestic routes.

Nationalization and Expansion Under State Control (1948–1990)

In 1948, following India's independence, the Government of India acquired a 49% stake in the airline, which was renamed Air India International Limited to exclusively handle international operations. This partnership facilitated the launch of scheduled international services, with the inaugural flight departing Bombay for London on June 8, 1948, aboard a Lockheed L-749A Constellation named Malabar Princess, covering the route via Cairo, Geneva, and other stops in approximately 32 hours. The aircraft carried 40 passengers and marked India's entry into global aviation connectivity. The Air Corporations Act of 1953 fully nationalized the sector, consolidating international routes under while establishing for domestic services; the government purchased the remaining private stakes and merged assets from eight other airlines into the state-owned entity. This legislation granted a monopoly on all scheduled international flights originating from , backed by state subsidies and funding for expansion. Under government control, continued as chairman until 1978, overseeing operational decisions amid increasing bureaucratic oversight. Fleet modernization accelerated in the 1960s, with Air India receiving its first 707-437 jet, registered VT-DJJ and named , on February 21, 1960, making it the first Asian airline to operate commercial jets and enabling faster services to and . By the early , the carrier transitioned to an all-jet fleet, phasing out piston-engine . In April 1971, the first 747-237B, Emperor Ashoka (VT-EBD), arrived on April 18, introducing jumbo jets for high-capacity long-haul routes, including non-stop flights across the Pacific to . This expansion increased passenger capacity from around 40 on early Constellations to over 400 on 747s. Route development under state monopoly extended Air India's network significantly during the 1950s to 1980s, adding services to in 1950, New York and by 1960, and , with further growth into and the . By the 1970s, weekly frequencies increased, supported by leased aircraft during peak demand, while the airline maintained a reputation for premium service exemplified by the mascot and onboard amenities. Government investment enabled this growth, though operational inefficiencies from overstaffing began emerging by the late 1980s, with passenger numbers rising from thousands annually in the 1950s to millions by 1990.

Deregulation, Competition, and Initial Decline (1991–2006)

In 1991, India's included aviation sector reforms, with the government adopting an open skies policy in April 1990 that permitted operators and, by 1991, allowed private airlines to enter for charter services. These changes dismantled the monopoly held by state-owned Air India (international) and (domestic), enabling competition on routes previously insulated from market forces. The Air Corporations (Transfer of Undertakings and Repeal) Act of 1994 further corporatized both carriers and authorized private entities to operate as full-fledged , intensifying pressures on Air India to adapt to cost-conscious rivals. Private airlines rapidly emerged, starting with East-West Airlines, founded in 1991 and commencing operations on February 28, 1992, as India's first post-deregulation private carrier with flights from to . followed, established on April 1, 1992, and launching scheduled services on May 5, 1993, initially as an operator before expanding domestically. Sahara India Airlines also entered around 1993, offering lower fares and more reliable schedules that appealed to passengers frustrated with state carriers' delays and rigid pricing. These entrants captured growing demand from 's expanding middle class, eroding the market position of Air India and its domestic counterpart through superior on-time performance and service innovations. Air India, profitable with a record $42.7 million in fiscal 1990–91, began facing financial strain as mounted, recording cumulative losses of $171 million over the three years starting 1994–95 amid declining load factors and yields. Its international contracted in the mid-1990s as private players indirectly pressured bilateral traffic rights and feeder traffic, while operational inefficiencies—such as overstaffing (over 17,000 employees for a fleet of about 20 )—hampered controls and fleet modernization efforts. By the early , persistent high costs, rigidities from unions, and bureaucratic delays in acquiring new like 747-400s exacerbated the downturn, with Air India's reputation suffering from poor service and punctuality. The carrier's decline stemmed from structural rigidities inherent to , including politically influenced route decisions prioritizing unprofitable sectors over commercial viability, which contrasted with private airlines' agility in responding to passenger preferences. Attempts at partial , such as equity stake offers in 2000, faltered amid strategic alliances among competitors, leaving Air India vulnerable. By 2006, combined losses for Air India and reached ₹7.7 billion (US$91 million), signaling a deepening that foreshadowed merger discussions.

Merger with Indian Airlines and Deepening Financial Crisis (2007–2021)

In 2007, the approved the merger of Air India, the state-owned international carrier, with , its domestic counterpart, forming the National Aviation Company of India Limited (NACIL), which was later renamed . The merger, recommended by the Dharmadhikari Committee, aimed to consolidate operations, achieve , and position the entity as a competitive global player with a combined fleet exceeding 140 aircraft and an employee base of around 30,000. Implementation began in August 2007, integrating routes, staff, and systems, but faced immediate challenges including cultural clashes between the two workforces, redundant routes, and mismatched fleet types—Air India's long-haul jets versus ' short-haul propeller and . Post-merger, operational inefficiencies exacerbated financial strain, with combined pre-merger losses of ₹7.7 billion in 2006 escalating rapidly due to high aviation turbine fuel prices, aggressive expansion via costly acquisitions (including 777s and 787s), and intensified competition from private low-cost carriers like and . By fiscal year 2007–08, Air India reported a net loss of approximately ₹1,200 crore, marking the start of uninterrupted annual deficits, as state control hindered agile cost-cutting, fleet rationalization, and route optimization amid union resistance to layoffs and wage rationalization. Overstaffing— with employee costs consuming over 20% of operating expenses despite declining — and bureaucratic delays in further deepened the crisis, as the airline's load factors lagged behind competitors by 10–15 percentage points. Government interventions included a ₹30,000 bailout package approved in April 2012, comprising , equity infusions of ₹3,430 , and non-convertible debentures to service loans, alongside a Financial and Turnaround Plan (FRTP) launched in 2010–11 to divest non-core assets and modernize IT systems. These measures provided temporary relief, enabling brief operating profits in some quarters under CEOs like Arvind Jadhav, but failed to stem cumulative losses, which reached ₹70,820 by March 2021, with alone at ₹33,392 and total liabilities exceeding ₹60,000 . Persistent issues, including over-reliance on subsidies, delayed bids (e.g., failed 2018 attempt to sell 76% stake), and the pandemic's grounding of flights, culminated in the government's decision to invite strategic bids in 2021, acknowledging the unsustainability of ongoing taxpayer-funded rescues estimated at ₹20 daily.

Privatization by Tata Group and Early Reforms (2022–2024)

On January 27, 2022, completed the acquisition of 100% ownership in Air India through its wholly owned subsidiary Talace Private Limited, marking the end of nearly seven decades of government control. The transaction followed Tata's winning bid of ₹18,000 announced on October 8, 2021, which included a payment of approximately ₹18,000 to the government and the assumption of ₹15,300 in non-core , while Tata retained responsibility for the airline's operational of around ₹30,000 at the time. This privatization addressed Air India's chronic losses, which had exceeded ₹70,000 cumulatively under state ownership, by transferring full operational autonomy to Tata. Post-acquisition, Tata implemented a 100-day operational blueprint focused on stabilizing core functions, including IT system upgrades, enhancements, and initial staff rationalization to address overstaffing inherited from government-era policies. changes included appointing Nipun Aggarwal as chief commercial and transformation officer in January 2022 and elevating to managing director and CEO shortly thereafter, emphasizing expertise in turnaround. In September 2022, Air India launched the Vihaan.AI five-year transformation program, targeting improvements in , digital infrastructure, network expansion, and fleet modernization, with the first phase—emphasizing foundational operational fixes—concluding in April 2023. Key early reforms under Vihaan.AI included a landmark fleet expansion announced on February 14, 2023, committing to acquire 250 aircraft, part of a broader order for 470 jets from and valued at around $70 billion, aimed at replacing aging aircraft and supporting route growth. Operational metrics improved notably, with on-time performance rising to 87% by March 2023 through enhanced maintenance and scheduling disciplines. Financially, Tata infused capital to sustain operations amid ongoing losses, which narrowed by over 50% to ₹4,444 in FY24, driven by revenue growth from capacity additions and , though challenges like employee protests over HR policy changes in 2024 highlighted integration hurdles.

Ongoing Turnaround, Merger with Vistara, and Recent Setbacks (2025–present)

The merger of Air India with , a Tata-Singapore Airlines , was completed on November 12, 2024, marking a key milestone in consolidating full-service operations under the Air India Group and creating India's second-largest carrier by capacity after . Post-merger integration in early 2025 focused on harmonizing fleets, crews, and networks, with Vistara's 787s and A320s absorbed into Air India's operations, boosting international route capacity by approximately 25%. This step aligned with Tata Group's broader Vihaan.AI transformation plan, emphasizing fleet renewal and digital upgrades, though integration challenges persisted amid overlapping routes and crew harmonization. In 2025 (ending March 31, 2025), Air India's revenue rose 15% to ₹78,636 , narrowing the gap with rival , driven by post-merger synergies and expanded premium offerings. However, net losses widened 48% to ₹10,859 , reflecting high costs from fleet investments, integration expenses, and competitive pressures, with combined Air India and pre-tax losses reaching ₹9,568 . Turnaround efforts advanced through orders, including expected deliveries of 20 Boeing 787-9s starting late 2025 and negotiations for up to 300 additional wide-body jets from and to support long-haul growth. New routes, such as non-stop flights to a popular Asian destination launched in October 2025, positioned Air India as the sole direct operator on that corridor, while digital initiatives like integrations aimed to personalize customer engagements and boost ancillary revenues. By June 2025, Air India's domestic market share stood at 27.1%, trailing 's 64.5%, underscoring ongoing competitive hurdles despite revenue gains. Recent setbacks intensified scrutiny on safety and operations. A deadly crash involving in June 2025, amid enhanced safety inspections, led to a 15% cut in international wide-body services until mid-July and threatened investor confidence in the airline's ambitious revival. India's aviation regulator issued warnings in July 2025 over systemic lapses, citing 29 violations including inadequate pilot rest, non-compliance with simulator training, and poor fatigue management, prompting voluntary fleet-wide checks but highlighting persistent oversight gaps. Operational strains continued, with aircraft shortages forcing suspension of Washington DC-India flights from 2025, technical snags causing mid-air returns like Flight AI191 in October, and pilots demanding grounding of the entire 787 fleet following multiple post-crash failures. These incidents, compounded by FY25's operating profit masking net losses from expansion costs, tested the sustainability of Tata's reforms amid regulatory pressure and public concerns over .

Corporate Structure and Governance

Ownership and Headquarters

, the holding entity for Air India and its affiliates, is owned 74.9% by Tata Sons Private Limited—a core component of the —and 25.1% by , reflecting the integration of , a prior Tata-Singapore Airlines , into Air India's structure. This ownership configuration emerged following the Tata Group's acquisition of 100% of Air India from the on January 27, 2022, via its subsidiary Talace Private Limited, after winning the divestment bid on October 8, 2021, for approximately $2.4 billion including debt assumption. The transaction marked the reversal of Air India's nationalization in 1953, returning control to private enterprise after decades of government stewardship that had accumulated substantial losses exceeding $10 billion by 2021. Tata Sons, chaired by N. Chandrasekaran since 2017, oversees strategic direction as the promoter across its portfolio of over 100 companies, with Air India's revival integral to the group's diversification beyond traditional sectors like steel and automobiles. Singapore Airlines' minority stake stems from its 49% holding in Vistara, whose full merger into Air India was approved by India's on November 8, 2024, enabling network synergies and code-share enhancements while adhering to foreign investment caps under Indian aviation regulations limiting non-Indian ownership to 49%. The airline's headquarters are situated at Block-4, Vatika One on One, Sector-16, NH-48, Industrial Estate, Gurugram, 122007, , within the National Capital Region, a shift from the iconic in 's [Nariman Point](/page/Nariman Point) implemented in 2013 to centralize operations nearer to key regulatory bodies and international hubs. This relocation supported administrative efficiency amid post-nationalization restructuring, though the Mumbai edifice—designed by John R. Harris and completed in 1972—retains historical significance as a symbol of the airline's mid-20th-century prominence, housing residual functions until a full vacating of booking operations in 2025. Gurugram's base facilitates proximity to Tata Group's operational synergies, including talent pools in India's and IT corridors.

Subsidiaries and Affiliates

Air India's main subsidiary is Air India Express, a low-cost carrier launched on April 29, 2005, to provide affordable international flights connecting smaller Indian cities to destinations in the Gulf region and Southeast Asia. This subsidiary operates a fleet focused on short- and medium-haul routes, supporting Air India's network by facilitating connectivity from tier-2 and tier-3 airports in India. In 2024, Air India integrated —formerly AirAsia India, a 100% acquired from Group—into , creating a consolidated entity with over 50 as of early 2025. This merger aimed to streamline operations, eliminate redundancies, and enhance efficiency under the Tata Group's Vihaan.AI transformation program, with the combined entity handling domestic and short-haul international services. Among affiliates, Air India SATS Airport Services Private Limited (AISATS) operates as a providing ground handling, cargo, and lounge services at 28 Indian airports, including major hubs like and , where it handles over 1,000 daily flights. Established as a collaboration with SATS Ltd. of , AISATS supports Air India's operations but functions semi-independently with its own management. Air India's cargo operations, currently managed as a division across its passenger fleet's belly capacity, are undergoing consolidation with plans to establish a dedicated featuring freighter by late 2025 or 2026, potentially branded as Air India Cargo, to capture a larger share of India's growing air freight market. This follows the divestment of legacy subsidiaries like AI Engineering Services Limited and AI Airport Services Limited in 2022–2023, which were sold to private entities to focus resources on core aviation activities.

Branding, Livery, and Cultural Assets

Air India's cultural assets prominently feature the mascot, first conceived in 1946 by commercial director Bobby Kooka and illustrated by artist Umesh Rao to embody Indian hospitality and regal service. The mascot, depicting a stylized Indian in various adventurous poses, served as a in advertisements, posters, and inflight materials, symbolizing luxury and warmth amid post-independence India's push for global aviation presence. Despite periodic debates over its stereotypical portrayal, the Maharaja endured as a core brand element, retained and modernized during the 2023 rebranding to align with contemporary sensibilities while preserving heritage. The airline's logo evolved from early Tata Airlines markings to a distinctive red swan with Konark wheel chakra introduced in 2007 following the merger with Indian Airlines, representing grace and cultural motifs. In August 2023, under Tata Group ownership, Air India unveiled a new logo termed "The Vista," featuring a golden window frame inspired by traditional Indian architecture, signifying progress and limitless horizons in colors of gold, red, and purple. This redesign replaced the swan emblem as part of the Vihaan.AI transformation program, aiming to refresh the brand for international competitiveness without fully discarding symbolic roots. Aircraft liveries historically shifted from Tata's red scheme to Air India's signature white fuselage with red accents and the on tails during the jet age expansion. The 2007 merger prompted a unified incorporating the flying on a tail. The 2023 update introduced a modern with a vermillion red cheatline evoking a flowing , aubergine tailfin with gold accents, and motifs, first applied to an in December 2023 and progressively rolled out across the fleet by 2024. This palette draws from Indian aesthetics—red for energy, purple for royalty—balancing tradition with a sleek, global appeal to reverse decades of dated perceptions. These elements collectively reinforce Air India's identity as a carrier rooted in Indian culture yet aspiring to premium international standards, with the Tata-led rebrand emphasizing forward momentum amid efforts.

Operations and Network

Destinations, Codeshares, and Alliances

Air India operates flights to 44 domestic destinations and 41 international destinations spanning 31 countries as of October 2025. The carrier's network is centered on primary hubs at in and in , supplemented by secondary hubs in Bengaluru, Hyderabad, and following the 2024 merger with . This structure facilitates extensive connectivity across India, with high-frequency services on trunk routes such as Delhi-Mumbai and Delhi-Bengaluru, alongside regional links to tier-2 cities like , , and . Internationally, Air India's routes emphasize long-haul services to (e.g., New York, , ), (e.g., Heathrow, , ), the (e.g., , , ), and Asia (e.g., , , ). Recent expansions include the introduction of non-stop Delhi-Manila flights commencing in October 2025, aimed at boosting trade and tourism ties with the . For the winter 2025-26 season, the airline increased capacity by over 170 weekly flights on domestic and short-haul international routes, including enhanced frequencies to Southeast Asian and Middle Eastern points from Delhi and . Top passenger routes by volume include Delhi- Heathrow and Delhi-, reflecting demand from business and leisure travelers. As a full member of the , Air India integrates into a network of 25 airlines operating over 19,000 daily flights to more than 1,300 airports worldwide, allowing passengers to earn and redeem Maharaja Club miles on partner flights and access reciprocal lounge and priority benefits. This affiliation, maintained post-privatization, supports feeder traffic to Air India's hubs and extends reach to destinations beyond its direct operations. Beyond the alliance, Air India holds codeshare agreements with select non-Star carriers to fill network gaps. Notable partnerships include expanded arrangements with the Group, adding codes on 60 routes across 12 Indian and 26 European cities effective early 2025; for transatlantic connections via Reykjavik starting mid-August 2025; and for Central Asian routes building on a prior interline deal. Other codeshare partners encompass , , , , and Jetstar Airways, enabling seamless ticketing and baggage transfer on complementary routes in , , and . In January 2026, Air India and Singapore Airlines signed a commercial cooperation framework agreement to expand their partnership, enhancing codeshares, connectivity between India and Singapore, loyalty program integration, and customer benefits while pursuing a full joint business agreement. In May 2025, Air India outlined plans for over 10 additional codeshare pacts in fiscal year 2025, targeting growth in , , and to counter competition from low-cost carriers and Gulf hubs.

Fleet Details and Composition

Air India's fleet, as of October 2025, comprises 187 aircraft, with 172 actively in service and 15 parked, reflecting a mix of for domestic and short-haul regional routes and for long-haul international operations. The fleet's average age stands at 8.4 years, incorporating legacy models alongside newer additions from ongoing fleet rationalization efforts following the Tata Group's acquisition and the integration of Vistara's operations. All aircraft are manufactured by and , emphasizing reliability for high-density routes within and connectivity to global destinations. The narrow-body segment, totaling 127 aircraft, primarily supports high-frequency domestic services and shorter international hops, with a focus on fuel-efficient neo variants to address operational costs. These include older A319 and A320 models retained for capacity flexibility, supplemented by a substantial number of A320neo and emerging A321neo units for enhanced range and passenger comfort. Wide-body aircraft number 60, enabling ultra-long-haul flights such as non-stop services to and , with 787 Dreamliners forming the backbone for efficiency on medium- to long-range routes and 777s handling high-capacity demands.
Aircraft TypeIn ServiceParkedTotalAverage Age (Years)
Airbus A319-10060617.2
Airbus A320-20040415.7
Airbus A320neo904945.2
Airbus A321-2001121316.5
100103.6
Airbus A350-9006062.0
Boeing 777-200LR21316.5
Boeing 777-300ER1541914.9
Boeing 787-82242611.3
Boeing 787-96064.7
Parked aircraft, particularly among older A320neo, A321-200, 777-300ER, and 787-8 units, are undergoing , , or temporary storage amid fleet optimization, with some legacy wide-bodies facing scrutiny for age-related efficiency compared to newer deliveries. This composition supports Air India's role as India's , balancing capacity for over 100 domestic destinations with expansive international network growth, though challenges persist in phasing out less efficient older jets.

Aircraft Orders and Modernization Efforts

Following its acquisition by the in 2022, Air India launched the Vihaan.AI five-year transformation program, which prioritized fleet modernization to address an aging aircraft inventory and support network expansion. This included a $400 million refurbishment initiative for 67 , aiming to upgrade interiors and systems at a rate of three to four planes per month, with significant progress expected by mid-2025. The cornerstone of these efforts was a series of record-breaking aircraft orders in 2023, totaling 470 jets valued at approximately $70 billion at list prices. In February 2023, Air India selected up to 290 aircraft, comprising 190 737 MAX narrow-bodies, 20 787 Dreamliners, and 10 777X wide-bodies, with options for 50 additional 737 MAX and 20 more 787s. This was firmed up in June 2023 to 220 firm orders excluding options. Concurrently, Air India committed to 250 aircraft, including 210 A320neo family single-aisles and 40 A350 wide-bodies.
ManufacturerAircraft TypeQuantityOrder Date
Airbus210June 2023
Airbus40June 2023
Boeing190June 2023
Boeing20June 2023
Boeing10June 2023
In December 2024, Air India disclosed an additional order for 100 Airbus aircraft—90 A320 Family and 10 A350—bringing its total Airbus orderbook to 344 aircraft, supported by a Flight Hour Services-Component contract for the A350 fleet to enhance reliability through on-site stocking and repair services in Delhi. By late 2024, six A350-900s had been delivered, with operations commencing in January 2024; further deliveries of A321neo, A350-1000, and 787-9 variants are scheduled to begin in mid-2025. These procurements aim to phase out older, less efficient models while introducing fuel-efficient twins for long-haul routes, aligning with goals and India's growth. As of October 2025, Air India was reportedly in advanced discussions for up to 300 more aircraft, including 200 narrow-bodies and 80-100 wide-bodies like additional A350s or 777Xs, though no firm commitments had been announced.

Services and Onboard Experience

Booking and Reservation Management

Air India distinguishes between the Passenger Name Record (PNR), also known as the Booking Reference Number, a 6-character alphanumeric code used to identify flight reservations for managing details, checking status, and web check-in, and the ticket number, a 13-digit e-ticket number typically starting with 098, issued post-payment as proof of purchase for ticketing verification including international Advance Passenger Information System (APIS) entries. The two are distinct, though either may be used for certain functions such as online check-in.

Cabin Configurations and Amenities

Air India's cabin configurations vary by aircraft type and ongoing retrofit programs, with widebody jets such as the 777-300ER and 787-8 generally offering four classes—First, , Premium Economy, and —while narrowbody A320neo aircraft typically feature a three-class layout of , Premium Economy, and following recent upgrades. The airline commenced a widebody retrofit in August 2025, installing new seats, high-definition (IFE) systems, upgraded lighting, carpeting, and connectivity across cabins to standardize premium experiences. First Class operates exclusively on select 777-200LR and 777-300ER , with configurations limited to 6-8 private sleeperette suites featuring semi-enclosed seating that converts to flat beds measuring up to 78 inches in length, accompanied by enhanced privacy curtains and dedicated service. Amenities include multi-course gourmet meals using , premium wines, and personalized service from a dedicated cabin crew, though legacy configurations on non-retrofitted retain older 2-2-2 abreast layouts with dated IFE screens. Business Class spans long-haul widebodies, with retrofitted 787-8s and incoming A350-900s featuring 1-2-1 reverse-herringbone or private suite arrangements providing direct-aisle access and fully flat beds of 78-82 inches; for instance, the A350 offers 28 such suites. Seats include power outlets, USB ports, and , with meals emphasizing Indian and international cuisines served on-demand; and upgraded lavatories with premium toiletries are standard on refreshed aircraft. Premium Economy, introduced across widebodies like the and A350, provides 24-48 in a 2-4-2 or 2-3-2 layout with 32-38 inch pitch, 4-way adjustable headrests, and 4-6 inches of recline beyond standards, including wider 18-19 inch widths and footrests. Key amenities comprise enhanced leather upholstery, amenity kits with eye masks and socks, , priority boarding, and multi-course premium meals with upgraded ; IFE screens measure 13-15 inches on retrofitted planes, with access available for purchase. Economy Class dominates with high-density arrangements, such as 256-300 seats on 777-300ERs in a 3-3-3 or 3-4-3 abreast setup featuring 31-32 inch pitch and slimline seats; retrofits add USB charging, improved recline, and HD IFE with , and regional content via 11-12 inch screens. Meals offer hot options with vegetarian and non-vegetarian choices tailored to routes, supplemented by buy-on-board snacks on shorter flights, though service levels reflect operational constraints from legacy fleet integration. All classes provide bassinets on bulkhead rows for infants and emergency exit row seating with extra legroom, subject to discretion. In early 2026, Air India unveiled its first flagship Maharaja Lounge at Terminal 3 of Indira Gandhi International Airport in Delhi, spanning 16,000 square feet at the international pier and designed to blend Indian heritage with modern luxury, offering enhanced pre-flight amenities for premium passengers.

In-Flight Entertainment, Connectivity, and Loyalty Programs

Air India provides in-flight entertainment through its Vista wireless streaming service, available across its widebody and narrowbody fleets as of December 2024, allowing passengers to access over 1,600 hours of content—including movies, TV shows, documentaries, music, games, moving maps, and a dedicated kids' zone—directly on personal devices without downloads. The service features curated selections such as the monthly Spotlight Series highlighting cinema stars and legends, with content available in multiple languages and age groups. Aircraft interiors are undergoing refreshes starting in 2025, incorporating upgraded seats and entertainment systems to enhance the experience. Onboard connectivity includes , rolled out as the first such service by an Indian carrier on domestic routes effective January 1, 2025, initially on , 787-9, and select A321neo aircraft, with complimentary access for all passengers. International flights, such as New York to , also offer free , enabling browsing, streaming, and meetings, though early implementations on some routes prioritized streaming before expanding to full . The airline's loyalty program, Flying Returns (branded under Club), enables members to earn Maharaja Points on flights and redeem them for rewards, with a revamp on , 2024, emphasizing simplified earning, instant global status matching, and enhanced privileges like priority services and lounge access. The program features four tiers— (entry-level), Silver, , and —earned via Tier Points from qualifying flights, offering escalating benefits such as bonus points, extra baggage, and seat upgrades; it originated in 2001 and supports partnerships for broader redemption options.

Special Missions and Charter Operations

Air India operates charter flights under government contracts and ad-hoc arrangements, including seasonal pilgrim transports to for the annual . In May 2023, Air India and commenced special operations with the first flight, AI5451, departing at 11:05 IST, ultimately ferrying around 19,000 pilgrims from embarkation points including , , , and to and via 787 and A320 aircraft. These charters, mandated by India's Ministry of Civil Aviation, involve bidding processes for routes and pricing, with Air India frequently securing contracts due to its wide-body fleet capacity for long-haul segments. During the COVID-19 crisis, Air India executed repatriation charters as part of India's Vande Bharat Mission, evacuating stranded citizens from overseas. From March 2020 onward, the airline operated flights such as those returning Indians from the UAE to Kerala at fares around Dh725 (approximately ₹15,000), alongside similar services to other domestic hubs. It also conducted nine charter flights from Mumbai and Delhi to Frankfurt starting March 31, 2020, repatriating German nationals under reciprocal agreements. Cargo-focused specials included a Delhi-Shanghai round-trip on April 4, 2020, to import vital medical supplies amid global shortages. Ad-hoc passenger charters have supported high-profile events, exemplified by a July 4, 2024, 777-200LR flight from to , arranged by the Board of Control for Cricket in (BCCI) to transport the victorious T20 World Cup team, families, and officials amid Hurricane Beryl disruptions; the aircraft, named "Avijit," was renamed AIC24WC to commemorate the achievement. Air India's involvement in U.S.-bound charters faced regulatory scrutiny in June 2020, when the U.S. imposed limits effective July 2020, citing reciprocity issues as American carriers lacked equivalent access to India, thereby curbing Air India's charter expansions to . While the airline provides modified wide-body aircraft like 777s for India's Special Extra Section Flights (SESF) carrying VVIPs such as the and President— with two 777-300ERs entering service in 2020—these are operated by the Indian Air Force's Air Headquarters Communication Squadron, not Air India's commercial crews.

Financial Performance and Economic Impact

Historical Losses, Debt Accumulation, and State Bailouts

Air India, following its under the Air Corporations Act of 1953, initially maintained profitability but began accumulating losses amid increasing competition after India's in , exacerbated by operational inefficiencies and overstaffing. Post-merger with in 2007, annual losses surged; for instance, Air India reported a net loss of ₹541 in 2006-07, while lost ₹240 in the same period, setting the stage for compounded deficits. By 2010-11, the merged entity had posted cumulative operating losses exceeding ₹220 billion. Debt levels escalated rapidly in the late and due to high costs, fleet expansion via costly acquisitions, and subsidized fares influenced by political directives, leading to a total of ₹426 billion by March 2011. This burden grew further, reaching over ₹54,000 by 2019 amid persistent unprofitability, with annual losses exceeding ₹7,000 in the prior . Accumulated losses stood at approximately ₹70,820 by 2021, reflecting years of negative cash flows and deferred obligations. Specific yearly deficits included ₹5,348 in 2017-18, ₹8,556 in 2018-19, and ₹7,983 in 2019-20, driven by high operating costs and low load factors. To sustain operations, the Indian government provided repeated bailouts, treating Air India as a strategic asset despite chronic underperformance. In , the sought an initial ₹3,000 infusion, later doubling its request to about $800 million amid fuel price volatility. A $173 million equity infusion followed in February 2010 to cover immediate shortfalls. The most substantial package, approved in and formalized in , amounted to ₹30,231 (about $4.3 billion) in financial restructuring support, including equity infusions, , and guarantees, disbursed through fiscal year 2021-22 to service loans and fund operations. These interventions, funded by taxpayers, enabled survival but perpetuated dependency, with daily losses nearing $2.6 million by early 2022.
Fiscal YearNet Loss (₹ crore)Key Contributing Factors
2006-07541 (Air India) + 240 (Indian Airlines)Pre-merger inefficiencies, rising fuel costs
2017-185,348High debt servicing, low yields
2018-198,556Operational disruptions,
2019-207,983 onset, grounded fleet

Post-Privatization Financial Metrics and Reforms

In the years following its acquisition by the on January 27, 2022, Air India pursued financial stabilization through the Vihaan.AI transformation program, a five-year initiative launched in late 2022 to enhance operational efficiency, rationalize costs, and drive revenue growth via network expansion, digital upgrades, and supply chain optimizations. This included , with the airline converting portions of legacy obligations into equity and securing promoter infusions to fund turnaround efforts, while aiming to reduce reliance on external capital over time. Key financial metrics reflected initial progress amid ongoing investments. Air India's reported net loss for FY2023 (April 2022–March 2023) was ₹11,388 , which narrowed by about 61% to ₹4,444 in FY2024, supported by growth from increased and yield improvements under Vihaan.AI-driven pricing and capacity strategies. Consolidated rose to ₹66,556 in FY2024, up from prior levels, before climbing further by 15% to ₹78,636 in FY2025, driven by a 18% overall group increase and contributions from merged entities like . However, consolidated net losses widened to ₹10,859 in FY2025, a 48% year-over-year increase attributed to merger-related costs, fleet investments, and expansion into international routes, though standalone operations showed a 21% loss reduction excluding certain subsidiaries. Reforms emphasized cost discipline and asset utilization, including employee rationalization—reducing overstaffing inherited from through voluntary schemes and attrition—and IT overhauls to streamline booking systems and , which contributed to over 40% loss reduction from pre-privatization peaks by mid-2025. and provided ₹9,558 in equity during FY2025 to support these efforts, funding and capex amid a burden still exceeding ₹30,000 post-restructuring. Despite persistent losses, metrics indicated a trajectory toward by FY2027, with improved cash flows and gains in domestic and premium segments validating the program's causal focus on efficiency over expansion without foundational fixes.
Fiscal YearConsolidated Revenue (₹ crore)Net Loss (₹ crore)Key Notes
FY2023~₹50,000 (estimated pre-full reporting)11,388First year post-acquisition; baseline for reforms.
FY202466,5564,44461% loss reduction via cost controls.
FY202578,63610,859Revenue up 15%; losses widened due to integrations.

Economic Role in India's Aviation Sector

Air India, as India's designated , holds a significant position in the domestic market, commanding approximately 12.1% of scheduled seat capacity as of mid-, with its affiliate adding another 8.6%, for a combined group share of around 20-27% in recent months depending on domestic traffic fluctuations. This positions the Air India Group as the second-largest operator behind , which dominates with over 50% share. In 2023-2024, the group transported 40.7 million passengers across roughly 800 daily flights to 55 domestic and 44 international destinations, underscoring its scale in facilitating intra- and inter-India mobility. The airline's operations contribute to India's broader sector, which generated a $53.6 billion economic impact in 2023, equivalent to supporting 7.7 million jobs nationwide through , indirect, and induced effects including , , and supply chains. Air India's focus on long-haul international routes—serving over 100 destinations as of late 2024—bolsters foreign exchange inflows via premium business travel, cargo freight (including perishables and high-value goods), and inbound , sectors where low-cost carriers have limited penetration. For instance, its wide-body fleet enables connectivity to key global hubs, reducing transit dependencies and enhancing India's integration into international , which accounts for a disproportionate share of aviation-enabled GDP multipliers compared to purely domestic operations. Financially, Air India's revenue reached ₹78,636 crore (approximately $9.4 billion) in fiscal year 2024-2025, a 15% increase from ₹66,556 crore the prior year, reflecting post-privatization efficiencies under ownership since January 2022 and synergies from the Vistara merger. This growth trajectory supports sector-wide capacity expansion, including the airline's record order of over 500 announced in 2023, projected to stimulate manufacturing, maintenance, and ancillary industries while addressing India's air traffic demand, which hit 174 million passengers in 2024. However, its historical debt burdens and operational costs highlight ongoing challenges in achieving profitability parity with leaner competitors, potentially constraining broader sector investments without sustained reforms. In terms of , Air India directly sustains thousands of jobs in piloting, cabin crew, ground handling, and engineering, contributing to the industry's direct of around 370,000 while amplifying indirect roles in and tied to its network. Its role as a national carrier also fosters strategic economic linkages, such as charters and diplomatic flights, which underpin policy objectives for regional connectivity and export promotion, though empirical assessments indicate that 's overall GDP contribution—pegged at 2-5%—relies more on efficient scaling than legacy operations alone.

Challenges, Controversies, and Criticisms

Safety Incidents and Regulatory Violations

Air India has experienced several major aviation accidents resulting in significant loss of life, primarily during its state-owned era, with causes often attributed to , mechanical issues, or external factors such as . The airline's deadliest incident was the bombing of Flight 182 on June 23, 1985, when a Boeing 747-200 exploded mid-flight over the Atlantic Ocean due to a planted by Sikh extremists, killing all 329 people on board, including 268 Canadian citizens. Another catastrophic event occurred on January 1, 1978, when Flight 855, a , crashed into the shortly after takeoff from Bombay (now ) due to a malfunctioning leading to and , resulting in 213 fatalities out of 213 on board. A more recent incident occurred on June 12, 2025, when , a , crashed near Ahmedabad, , shortly after takeoff, resulting in 241 fatalities on board (with one survivor) and 19 on the ground, for a total of 260 deaths; the cause remains under investigation, with preliminary findings indicating dual engine thrust loss possibly due to fuel cutoff or sensor issues.
DateFlightAircraftLocationFatalitiesPrimary Cause
January 1, 1978, off Bombay213 of 213Instrument failure and pilot disorientation
June 21, 1982Bombay, 17 of 111Weather-related crash on approach
June 23, 1985, off 329 of 329Bomb explosion ()
June 12, 2025Near Ahmedabad, 260 total (241 on board with 1 survivor, 19 on ground)Under investigation; preliminary findings indicate dual engine thrust loss possibly due to fuel cutoff or sensor issues
The airline has also faced multiple hijackings, which compromised passenger safety, including the 1978 hijacking of Flight 300 to the UAE by militants demanding the release of political prisoners, and earlier attempts in the and linked to regional tensions. These events, while not mechanical failures, highlighted vulnerabilities in security protocols during periods of heightened geopolitical risks. Non-fatal incidents include runway excursions and maintenance lapses, but Air India's overall fatal accident rate has improved since , though legacy issues persist and recent events underscore ongoing risks. In recent years, India's Directorate General of (DGCA) has imposed multiple fines on Air India for regulatory non-compliance, often related to crew scheduling, pilot qualifications, and training. On February 1, 2025, the DGCA levied a Rs 30 penalty after discovering a first operated a flight without fulfilling recent experience requirements, violating norms on pilot recency. Earlier, in August 2024, a Rs 9 fine was issued for inadequate flight crew training documentation, with additional penalties on involved personnel totaling Rs 90,000. A July 2025 DGCA audit identified 51 violations specific to Air India out of 263 across Indian carriers, including lapses in and oversight classified as Level 2 risks, prompting orders to remove three scheduling officials for prior rest and licensing breaches. These infractions reflect ongoing challenges in operational compliance despite fleet modernization efforts, with the DGCA warning of potential license suspensions for repeated offenses.

Labor Disputes, Overstaffing, and Operational Inefficiencies

Air India's history under ownership was marked by chronic overstaffing, with the employing 27,000 workers as of 2018 despite persistent financial losses, a figure that included ongoing hires amid inefficiency concerns. This resulted in an employee-to- of 221 workers per plane in , far exceeding the 127 average among competitors, contributing to elevated labor costs relative to passenger volume and operational output. Efforts to rationalize reduced the ratio from 300 employees per aircraft in 2013 to 108 by 2015, yet legacy permanent staff protections—numbering over 11,000 with lifetime job security—hindered further reforms, as these arrangements stemmed from union negotiations that prioritized employment guarantees over productivity. Labor disputes exacerbated these issues, frequently disrupting operations and amplifying costs. In May 2010, a 33-hour by ground and technical staff stranded 13,000 passengers, prompting the sacking of 17 union leaders and suspension of 15 engineers by to enforce discipline. Pilots' unions struck in May 2011, with nearly 700 members from the Indian Commercial Pilots' Association demanding pay parity and improved conditions, further delaying recovery from prior mergers and financial strains. Earlier, in 1982, disputes at over unilateral roster changes led to employee sackings, highlighting entrenched union resistance to scheduling efficiencies. Post-privatization in 2022, unions continued challenging Tata Group's reforms, including salary harmonization, as seen in 2023 pilot disputes and a 2024 strike protesting alleged mismanagement. These factors fueled operational inefficiencies, as strong unions and excess manpower prevented agile responses to market competition, leading to underutilized resources and outdated processes that inflated costs without proportional gains. inherited these legacies, with merger delays and manpower surpluses persisting despite hiring sprees for fleet expansion—adding 9,000 staff since 2022—underscoring how historical concessions to unions for "peace" perpetuated bloat over merit-based efficiency.

Political Interference and Mismanagement Under Government Ownership

Under government ownership following in 1953, Air India experienced recurrent political interference in operational and managerial decisions, often prioritizing political objectives over commercial viability. Successive administrations appointed executives and influenced policies based on loyalty rather than expertise, leading to a of leadership that undermined strategic consistency. For instance, during Praful Patel's tenure as Minister from 2004 to 2010, decisions such as the acquisition of 111 without adequate contributed to massive overcapacity and financial strain, amid allegations of favoritism in contracts. The 2007 merger with , mandated by the government, exacerbated inefficiencies by combining incompatible fleets and cultures without sufficient restructuring, resulting in duplicated routes and higher costs. Corruption scandals further eroded governance, with investigations revealing irregularities in procurement and leasing. In 2017, the probed alleged corruption in aircraft leasing under Patel's oversight, though it filed a closure report in March 2024 citing insufficient evidence. Similarly, former Chairman Arvind Jadhav faced charges in 2024 over a software purchase deal involving and , accused of exceeding ₹200 to secure contracts. These incidents, while not all resulting in convictions, highlighted systemic vulnerabilities to in a politically controlled entity. Overstaffing emerged as a direct consequence of political pressures and union influence, with decisions often serving networks rather than operational needs. By the , Air India employed over 27,000 staff for a shrinking fleet, far exceeding industry norms and contributing to high fixed costs amid declining . Bureaucratic hiring practices and resistance to redundancies, protected by government reluctance to confront unions, perpetuated labor inefficiencies, including and skill mismatches. This mismanagement culminated in chronic losses and dependency on state bailouts, totaling over ₹80,000 in by 2021. The government infused ₹30,000 between and 2021 to service obligations, including an initial ₹6,750 in and ₹3,900 allocated in for repayment. By March 2015, accumulated liabilities reached ₹51,367 , largely from aircraft loans and operational deficits, underscoring how political forbearance delayed reforms and prioritized short-term political stability over fiscal discipline.

Achievements and Recognitions

Operational Milestones and Awards

Air India achieved key operational milestones beginning with its founding as Tata Airlines in 1932 by , establishing India's inaugural commercial airline service. The carrier's first international service launched on June 8, 1948, operating from Bombay to via intermediate stops using a named Malabar Princess. In 1960, Air India became the first Asian airline to introduce jet aircraft, taking delivery of its initial Boeing 707-437 on February 21. By 1962, it transitioned to the world's first all-jet fleet, enhancing efficiency and route capabilities. Subsequent expansions included the 1971 introduction of the , dubbed "The Palace in the Sky," which pioneered luxury long-haul travel for the airline. In 1993, Air India inaugurated the first nonstop flight between and New York, reducing travel times on transatlantic routes. A notable 2017 achievement involved completing the first around-the-world flight operated entirely by an all-women crew, spanning five continents over several days. Following its return to Tata Group ownership in January 2022, Air India pursued aggressive fleet modernization, placing a record order for 470 in February 2023 to support network growth. The airline inducted its first A350-900 in January 2024, deploying it on premium long-haul routes and marking India's entry into operating this type commercially. By late 2024, mergers with and expanded its operational scale, integrating fleets and routes for enhanced domestic and international connectivity. In terms of awards, Air India has received recognitions primarily reflecting post-privatization improvements in service and operations. At the 2024 Wings India Awards, it earned the accolade for Best International Connectivity. The World Travel Awards 2024 named it 's Leading Airline for . In September 2025, the APEX Passenger Choice Awards designated Air India as the Most Improved Airline and granted it four-star global airline status, citing advancements in fleet upgrades and passenger experience. Additional honors include the 2025 Freddie Awards' Up and Coming Program of the Year for its Maharaja Club loyalty initiative in , the , and , and a Award at the TravelPlus Airline Awards for Meal Service.

Contributions to Indian Aviation and Global Connectivity

Air India, originally established as Tata Airlines in 1932 by —India's first licensed commercial pilot—initiated scheduled mail and passenger services, laying the groundwork for organized in the country. By 1946, it rebranded as Air India and commenced its inaugural international service on June 8, 1948, with a flight from Bombay to using a named Malabar Princess, marking India's entry into global and facilitating early connections for , , and migration. This expansion established Air India as India's , operating to key destinations in and the Middle East by the early 1950s, which boosted international cargo and passenger flows critical for post-colonial economic ties. In 1960, Air India pioneered jet operations in by inducting the 707-420, named Gauri Shankar, enabling faster transcontinental flights and reducing travel times between and from days to hours. This technological leap enhanced operational efficiency and passenger appeal, positioning as a competitive player in international and supporting the growth of and business linkages. Subsequent acquisitions, including the in 1971, further expanded long-haul capabilities, allowing direct services to and reinforcing Air India's role in sustaining global connectivity amid India's closed economy. As the nationalized from 1953 onward, Air India maintained a monopoly on international routes until the , serving as a vital conduit for India's remittances, expatriate returns, and foreign exchange earnings through operations to over 40 countries. It transported millions of passengers annually, including officials and cargo essential for industrial imports, thereby underpinning national development by integrating remote regions domestically and linking to global markets despite infrastructural constraints. Following its return to ownership in January 2022, Air India has accelerated contributions through the Vihaan.AI transformation program, placing an order for over 470 new aircraft—the largest in history—to modernize its fleet with efficient widebodies like the and . This initiative has expanded international routes, including the launch of direct Delhi-Manila flights in October 2025—the first non-stop India-Philippines link—operating five times weekly on Boeing 787s, alongside optimized hubs for seamless transfers to and . By March 2025, the airline added capacity to markets like and , enhancing India's position as a transit hub and projected to increase global connectivity for over 100 million passengers annually by 2030.

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