And Its HR Problems
INTRODUCTION IA-Formation May-1953 (ACA) Two Entities-Indian Airlines & Air
India Merging Vayudoot in-1990 IA’s Network,75 Destinations-59 in India &16 Abroad. IA & Alliance Air carried 75 million passengers annually.
IA’s fleet strength – 55 Aircrafts, 11
Airbus A300s, 30 Airbus A320s, 11 Boeing B737s & 3 Dorniers D0228. In 1994 entry of private players Increased competition, launching of new aircraft ,advertisement campaigns. 17% increase in passenger revenues.
Market Scenario In 1994 – Sahara & Jet Airways Pvt. Players East West, NEPC &
Damania Losses due to inefficiency and excess expenditure Increase in staff cost during 1994-98 Co. facing frequent losses Losses touching 7.5 billion in 1999 Govt. interference
In 1994-98 losses reached 5.9bn and in 1998-99 it reached 7.5bn
in billion 1998 - 99 1994 - 98 0
1
2
3
4
5
6
7
8
Market Share of IA v/s Pvt. Players
Shares Shares
IA 47% Pvt. Players
53%
PROBLEMS Civil Aviation Ministry:-
Interference in decision making. Increased in subsidized fares. Union:-
8 unions strikes, go-slow agitation, wage negotiations. 13 agitations – 1989 – 92.
Pilots:-
1993 - 46 days strike. 1994 – Nov., in 1995 – Apr. faced an evident agitation. 1996 – demands for high wages. 1997 – strike for foreign allowances, fixed flying hours, free meals & wage parity. Engineers:Apr. 2000 - go –slow agitation demands for pay revision & change in career b progression
Actions Taken Russy Mody:-
1994 – chairman of IA. Committee under chairmanship under Vijay Kelkar. Recommendations for financial aid by the Govt. Equalization of salary with Air India. Proposal for increase in age of retirement. Evaluation by P.S. Brar: IA would “go down the drain” & massive cost cutting & HR management. Received severe criticism.
Probir Sen:-
He brought pilot emoluments on par with other airlines. Creation of Alliance Air, a subsidiary airline company for reemployment Substantial wage hike for employees by 10%.
Productivity Linked Scheme(PLI) Persuade pilots to fly more & to
increase aircraft utilization. Grossly misused by Engg. Dept. – Airbus. Pilots – misuse of flying hours. Increase in annual wage bill by 1.8 bn. OTA increased by 109% in 1993 – 99. 91 – 92 & 95 – 96 increase pay &
Impact of Staff Cost Hike in Fare Increase(%) Date of fare increase
Impact(%)
25/07/1994
16.22
1/10/1995
25
22/09/1996
36
15/10/1997
13.44
1/10/1998
8.8
Improvement shown. 1997 – 98 – 140 mn profit. 1999 – suffered losses.
Increase in Staff Cost Year
Staff costing Rs. Bn)
No. of employ ee
Per Employ ee costing mn)
Total Expend iture in Rs. Bn)
Effectiv e Fleet Size.
20.75
Staff cost as percen tage of total operati onal exp) 15%
22182
0.13
1994-95 3.74(31. 22683 18 %)
0.16
22.59
19%
58
1995-96 5.71(52. 22582 59%)
0.25
26
25%
55
1996-97 7.10(24. 22153 35%)
0.32
29.29
26%
40
1997-98 8.17(15. 21990 03%)
0.37
32.21
27%
40
1998-99 8.75(7.1 21922 2%)
0.39
34.31
28%
41
1993-94 2.85
54
Increase in losses due to PLI
7.1 7 6.9 6.8 Rs. In billion
6.7 6.6 6.5 6.4 1995 - 99
1999
Comparison of Various Airlines Name Of No. 0f Airlines aircraft in fleet
No. of AT Km( Employe in es Million)
Employe es per aircraft
Singapor e Airlines
84
13549
AT Km per Employe 14418.32 e 1064161 4
161
Thai 76 Airways Internatio nal
24186
6546.627 270678
318
Indian Airlines
51
21990
2113.671 398204
431
Gulf Air
30
5308
1416.235 245831
177
Kuwait Airways
22
5761
345.599
92853
261
Jet Airways
19
3722
1094.132 49756
196
680 mn. Of wage bill doubled in next
3 years. 150 employees earning about 0.3 mn. Per annum. Compared 1994 – 95, employees increased by 2109 in 1997 – 98. P.S. Brar committee attribution.
Suggestions No qualification bar for Senior
Executive's Lack of Continuity in planning. There was no fixed pricing strategy. Lack of performance evaluation. Underutilization of Manpower.
Our Team… Nima Nisha Rachel Jackline Alifiya Vidhi Rajni Asmita Priya Reha
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