Fund Flow Analysis 1. INDUSTRY PROFILE Aviation Industry in India is one of the fastest growing aviation industries in the world. With the liberalization of the Indian aviation sector, aviation industry in India has undergone a rapid transformation. From being primarily a government-owned industry, the Indian aviation industry is now dominated by privately owned full service airlines and Low Cost Carriers (LCC) . Private airlines account for around 75% share of the domestic aviation market. Earlier air travel was a privilege only a few could afford, but today air travel has become much cheaper and can be afforded by a large number of people. The origin of Indian civil aviation industry can be traced back to 1912, when the first air flight between Karachi and Delhi was started by the Indian State Air Services in collaboration with the UK based Imperial Airways . It was an extension of London-Karachi flight of the Imperial Airways. In 1932, JRD Tata founded Tata Airline , the first Indian airline. At the time of independence, nine air transport companies were carrying both air cargo and passengers. These were Tata Airlines, Indian National Airways, Air service of India, Deccan Airways, Ambica Airways, Bharat Airways, Orient Airways and Mistry Airways. After partition Orient Airways shifted to Pakistan. AMC Engineering College Page 1
Project on Fund Flow Analysis in Air India Ltd., By, Sudarshan K 9008300828, [email protected]
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1. INDUSTRY PROFILE
Aviation Industry in India is one of the fastest growing aviation industries in the world. With
the liberalization of the Indian aviation sector, aviation industry in India has undergone a
rapid transformation. From being primarily a government-owned industry, the Indian aviation
industry is now dominated by privately owned full service airlines and Low Cost Carriers
(LCC). Private airlines account for around 75% share of the domestic aviation market.
Earlier air travel was a privilege only a few could afford, but today air travel has become
much cheaper and can be afforded by a large number of people.
The origin of Indian civil aviation industry can be traced back to 1912, when the first air
flight between Karachi and Delhi was started by the Indian State Air Services in
collaboration with the UK based Imperial Airways. It was an extension of London-
Karachi flight of the Imperial Airways. In 1932, JRD Tata founded Tata Airline, the first
Indian airline. At the time of independence, nine air transport companies were carrying both
air cargo and passengers. These were Tata Airlines, Indian National Airways, Air service of
India, Deccan Airways, Ambica Airways, Bharat Airways, Orient Airways and Mistry
Airways. After partition Orient Airways shifted to Pakistan.
In early 1948, Government of India established a joint sector company, Air India
International Ltd in collaboration with Air India (earlier Tata Airline) with a capital of
Rs.2,00,00,000/- and a fleet of three Lockheed constellation aircraft. The inaugural flight of
Air India International Ltd took off on June 8, 1948 on the Mumbai-London air route. The
Government nationalized nine airline companies vide the Air Corporations Act, 1953.
Accordingly it established the Indian Airlines Corporation (IAC) to cater to domestic air
travel passengers and Air India International (AI) for international air travel passengers. The
assets of the existing airline companies were transferred to these two corporations. This Act
ensured that IAC and AI had a monopoly over the Indian skies. A third government-owned
airline, Vayudoot, which provided feeder services between smaller cities, was merged with
IAC in 1994. These government-owned airlines dominated Indian aviation industry till the
mid-1990s.
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In April 1990, the Government adopted open-sky policy,it means unrestricted access by any
carrier into the sovereign territory of a country without any written agreement specifying
capacity, ports of call or schedule of services. In other words an Open Skies policy would
allow the foreign airline of any country or ownership to land at any port on any number of
occasions and with unlimited seat capacity. There would be no restriction on the type of
aircraft used, no demand for certification, no regularity of service and no need to specify at
which airports they would land. Defined in this manner, it is not surprising that Open Skies
policies are adopted only by a handful of countries, most commonly those that have no
national carriers of their own and that have only one or two airports. No sovereign country of
any eminence practices Open Skies least of all the European Union, UK, USA, Japan,
Australia or countries in South East Asia.and allowed air taxi- operators to operate flights
from any airport, both on a charter and a non-charter basis and to decide their own flight
schedules, cargo and passenger fares. In 1994, the Indian Government, as part of its open sky
policy, ended the monopoly of IA and AI in the air transport services by repealing the Air
Corporations Act of 1953 and replacing it with the Air Corporations (Transfer of
Undertaking and Repeal) Act, 1994. Private operators were allowed to provide air transport
services. Foreign direct investment (FDI) of up to 49% equity stake and NRI (Non Resident
Indian) investment of up to 100% equity stake were permitted through the automatic FDI
route in the domestic air transport services sector. However, no foreign airline could directly
or indirectly hold equity in a domestic airline company.
By 1995, several private airlines had ventured into the aviation business and accounted for
more than 10% of the domestic air traffic. These included Jet Airways Sahara, NEPC
Airlines, East West Airlines, ModiLuft Airlines, Jagsons Airlines, Continental Aviation, and
Damania Airways. But only Jet Airways and Sahara managed to survive the competition.
Meanwhile, Indian Airlines, which had dominated the Indian air travel industry, began to lose
market share to Jet Airways and Sahara. Today, Indian aviation industry is dominated by
private airlines and these include low cost carriers such as Deccan Airlines, GoAir and
SpiceJetetc, who have made air travel affordable.
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Airline industry in India is plagued with several problems. These include high Aviation
Turbine Fuel (ATF) prices, rising labor costs and shortage of skilled labor, rapid fleet
expansion, and intense price competition among the players. But one of the major challenges
facing Indian aviation industry is infrastructure constraint. Airport infrastructure needs to be
upgraded rapidly if Indian aviation industry has to continue its success story. Some steps
have been taken in this direction. Two of India's largest airports-Mumbai and New Delhi-
were privatized recently. Two Greenfield airports are coming up at Bangalore and Hyderabad
in southern India. Investments are pouring into almost all aspects of the industry, including
aircraft maintenance, pilot training and air cargo services. The future prospects of Indian
aviation sector look bright.
Airlines:
Size:-Of a total number of 454 airports and airstrips in India, 16 are designated as
international airports. The Airports Authority of India (AAI) owns and operates 97 airports.
A recent report by Centre for Asia Pacific Aviation (CAPA), Over the next 12 years, India's
Civil Aviation Ministry aims at 500 operational airports. The Government aims to attract
private investment in aviation infrastructure. India has been witnessing a very strong phase of
development in the past few months. Many domestic as well as international players are
showing interest in the growth and development of the aviation sector with immense focus on
the development of the airports. Indian private airlines Jet, Sahara, Kingfisher, Deccan,
Spicejet - account for around 60% of the domestic passenger traffic. Some have now started
international flights. For the next years to come India is poised with strong focus on the
development of its airport to meet the international standards. The government is planning
modernization of the airports to establish a standard. The newly developed airports will help
releasing pressure on the existing airport in the country
Plans:-A projected investment of USD 8.5 billion has been planned for the development of
Indian airports during the 11th plan. Mumbai and Delhi airports have already been privatized.
These two airport are being upgraded at an estimated investment of US$ 4 billion for the
period 2006-16. Development of airport infrastructure is a focus area for the Government.
There has been a significant uptrend in domestic and international air travel.
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AAI has planned a heavy investment of USD 3.07 billion over the next five years. Out of it
43 per cent will be for the three metro airports in Kolkata, Chennai and Trivandrum. The rest
will be invested in upgrading other non-metro airports and in the modernization of the
existing aeronautical facilities.
Passenger traffic is projected to grow at a CAGR of over 15% in the next 5 years. It is
estimated that the data will cross 100 million passengers per annum by 2010
Cargo traffic to grow at over 20% per annum. over the next five years, crossing 3.3
million tonnes by 2010
Major investments planned in new airports and up gradation of existing airports
100% FDI is permissible for existing airports; FIPB approval required for FDI beyond
74%.
100% FDI under automatic route is permissible for greenfield airports.
49% FDI is permissible in domestic airlines under the automatic route, but not by
foreign airline companies.
100% equity ownership by Non Resident Indians (NRIs) is permitted.
AAI Act amended to provide legal framework for airport privatization.
100% tax exemption for airport projects for a period of 10 years.
Open Sky Policy of the Government and rapid air traffic growth have resulted in the
entry of several new privately owned airlines and increased frequency/flights for
international airlines.
Initiatives:-The Committee on Infrastructure has initiated several policy measures that
would ensure time-bound creation of world-class airports in India. A comprehensive civil
aviation policy is on the anvil. An independent Airports Economic Regulatory Authority Bill
for economic regulation is also under consideration.
The policy of open skies introduced some time ago has already provided a powerful
spurt in traffic growth that has exceeded 20% per annum during the past two years.
Major airports such as Chennai and Kolkata are also proposed to be taken up for
modernization through the PPP route.
To ensure balanced airport development around the country, a comprehensive plan for
the development of other 35 non-metro airports is also under preparation. These
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measures are expected to bring a total investment of Rs. 40,000 crore (USD 8.312
billion) for modernization of the airport infrastructure.
A Model Concession Agreement is also being developed for standardizing and
simplifying the PPP transactions for airports, on the analogy of the highways sector.
This would include upgrading of the ATC services at the airports. Issues relating to
customs, immigration and security are also being resolved in a manner that enhances
the efficiency of airport usage.
A greenfield airport is already operational at Bangalore and the one at Hyderabad,
built by private consortia at a total investment of over USD 800 million, will be
operational soon.
A second greenfield airport being planned at Navi Mumbai is planned to be developed
using public-private partnership (PPP) mode at an estimated cost of USD 2.5 billion.
35 other city airports are proposed to be upgraded through PPP mode where an
investment of USD 357 million is being considered over the next three years.
Potential:-
High demand for investments in aviation infrastructure.
Favorable demographics and rapid economic growth point to a continued boom in
domestic passenger traffic and international outbound traffic.
Greenfield airport projects planned in resort destinations and emerging metros such as
Goa, Pune, Navi Mumbai, Greater Noida and Kannur.
International inbound traffic will also grow rapidly with increasing investment and
trade activity and as India’s rich heritage and natural beauty are marketed to
international leisure travelers.
Modernization / up-gradation of metro airports induction of partners for Chennai,
Kolkata expected subsequently
SME lending, a largely untapped market, presents a significant opportunity. This
accounts for 40% of the industrial output and 35% of direct exports.
Air India (Domestic)Jet AirwaysJet LiteKingfisherSpice JetParamountGo AirIndiGo
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2. COMPANY PROFILE
Air India is the national flag carrier of India with a worldwide network of passenger and
cargo services and also having in-house maintenance, repair and overhaul capabilities to
support its present fleet of owned and leased aircrafts.
Air India’s Department of Engineering has obtained the coveted ISO-9002 Certification for
its engineering facilities for maintenance of its fleet of Aircrafts and family of Engines and
APU’s - also included are such services provided at other operators and customers
The crucial function of procurement of spares, components and related materials required for
the maintenance of Air India’s entire fleet of aircrafts and Customer Engines is performed by
the Aircraft Spares Procurement Group of Materials Management Department in close
coordination with Materials Planning Division of Engineering Department, Regional Offices
of MMD at New York and London, Cargo Offices and Freight Forwarder’s at various On-
line Stations, Finance Department and large spectrum of Vendors from all over the world.
a. Background and inception of the company:
The national flag carrier of India with a worldwide network of passenger and cargo
services, Air India is the only government-owned airline in the country, having recently
merged with Indian Airlines. With its main base at Chhatrapati Shivaji International Airport,
Mumbai and Indira Gandhi International Airport, Delhi, Air India connects 146 international
and domestic destinations around the world, including 12 gateways in India with Air India
Express, a fully-owned subsidiary of Air India. Air India plans to join Star Alliance and has
ordered 27 Boeing 787 (+7 options), to be delivered after 2009.
In 1932, Air India began its journey under the aegis of Tata Airlines, a division of Tata Sons
Ltd. (now Tata Group). Following World War II in 1946, regular commercial service was
restored in India and Tata Airlines became a public limited company under the name of Air
India. Under the Air Corporations Act of 1953, the Government nationalized the air
transportation industry and Air India International Limited was born. In 1960, Air India flew
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its first international flight to New York via London. In 1962, Air India became the world's
first all-jet airline and its name was officially truncated to Air India.
In 2007, the Government of India announced that Indian would be merged into Air India. As
part of the merger process, a new company called the National Aviation Company of India
Limited (now called Air India Limited) was established, into which both Air India (along
with Air India Express) and Indian (along with Alliance Air) would be merged. Once the
merger was completed, the airline - called Air India - would continue to be headquartered in
Mumbai and would have a fleet of over 130 aircraft.
b. Nature of Business Carried:-
Air India Limited mainly concentrated on aviation sector and few other services which is separately maintained and managed by Air India Limited. It has its own subsidiaries. They are as follows:
Air India Air Transport Services Limited (AIATSL)Air India Air Transport Services Limited (AIATSL) is a Public Sector Undertaking (PSU) of the Government of India. AIATSL is a subsidiary of Air India and is headquartered in Mumbai, India. The company provides ground handling services (cargo, passenger, baggage) at various airports in India. The Company has authorized Share Capital of Rs.500 crores divided into 42,56,36,820 Equity Shares of Rs.10/- and 74,36,318 Redeemable Preference Shares of Rs.100/- each and present paid-up capital comprises 15,38,36,427 fully paid equity shares of Rs.10/- each amounting to Rs.153.84 Crores
Air India Charters Limited (AICL)
Air India Charters Limited (AICL) is a Public Sector Undertaking (PSU) of the Government of India. Headquartered in Mumbai, India, this subsidiary of Air India operates low cost carrier Air India Express from India to the Gulf and Southeast Asia. AICL operates flights from airports in Kerala, Punjab and Mangalore to Dubai, Abu Dhabi, Al Ain, Muscat and Salalah in the Middle East and Singapore in the east. Air India Charters has charters flying throughout India. It works with other charter companies including Vibha Lifesavers for air ambulance and Hi Flying aviation for its general charters in India.
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Air India Engineering Services Limited:It is one of the subsidiaries which provides assistance to the Air India Limited., That is helps in ground handling services and other services
Hotel Corporation of India Limited:The company has authorized Share Capital of Rs. 41 crores dividend into 41,00,000 Equity Shares of 100/- each and its present paid up capital comprises of 40,60,000 fully paid up equity shares of Rs.100/- amounting to Rs.40.60 crores. The entire share capital of the company is held by Air India Ltd and its Nomimees.
c. VISION, MISSION and QUALITY POLICY
Company’s Mission:
To be rated among the top five airlines in Asia Pacific by customers and distribution
partner
Effective and efficient services to passengers.
Company’s Vision:
To rationalize all business processes around passenger and departure control
applications using industry standards with a view to enhance revenues and reduce
cost.
Upgrade participation levels with various Global Distribution System (GDS) to the
highest level.
Provide for various modes of booking and check-in and thus extend the convenience
to the customers.
Timely and accurate revenue determination per flight departure due to uplift of e-
ticket coupons and speedier interline settlements.
Ensure that NACIL hosted system has incorporated latest Industry Standards (IS)
changes relevant for all PSS applications as per requirements.
Provide the customers using the airline IBE for passenger services an experience to
cherish.
Provide a world class Frequent Flyer system with comprehensive interface with other
frequent flyer systems of Global Alliances partner airlines.
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Quality Policy:
ISO-9002 Certification for its engineering facilities for maintenance of its fleet
Assist the Sectional heads in purchase of project related equipments,
preparation of management reports and budgetary controls.
Participation in review meetings and deliberations in appropriate
forums.
Interact with System Group in DIT regarding issues encountered in
System and their timely resolution.
Obtain price catalogues from various vendors and update the System.
Assist Sectional and Divisional heads in administration and job
allocation to staff.
Interact with clearing agencies for sea shipments and bulk supplies such
as tires, lubricants, oils, chemicals, etc.
Assist Sectional and Divisional heads in vendor development,
performance review, etc.
Any additional job allotted from time to time.
d. Product and Services Profile:
Product Profile:-
Air India mainly concentrated on these following products:
Airline
Ground Handling Services
Hotels
Services
Air India has had a number of aircraft in its fleet. Below is a list of current and former Air
India, Tata Sons Aviation Department and Tata Airlines aircraft (includes leased-in aircraft):
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Fleet:
Air India has had a number of aircraft in its fleet. Below is a list of current and former Air
India, Tata Sons Aviation Department and Tata Airlines aircraft (includes leased-in aircraft):
Air India fleet (excl. subsidiaries) as of November 2011:
Aircraft Airbus
A319
Airbus
A320-
200
Airbus
A321-
200
Airbus
A330-
200
Boeing
747-
400
Boeing
777-
200LR
Boeing
777-
300ER
Boeing
787-8
Total
In
Service
24 18 20 2 5 8 12 - 89
Fleet info:-
The Boeing customer code for Air India is 37, meaning a model name of, for example, a 747-
437 (an Air India 747-400). As of May 2010, the average age of the Air India fleet is 9.5
years.
First Boeing 787 is to be delivered in March 2012.
Air India's Boeing 787 will be powered by General Electric GEnx.
New aircraft orders
On 11 January 2006, Air India announced an order for fifty eight jets - eight Boeing 777-
200LR Worldliners, twenty-three Boeing 777-300ER and twenty seven Boeing 787-8
Dreamliners
The airlines received its first Boeing 777-200LR aircraft on 26 July 2007 and Boeing 777-
300ER on 10 October 2007.
In April 2010, the airline has orderd three Boeing 777-300ERs.
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Service Profile:-
Frequent flyer programme:-
Flying Returns is Air India's frequent flyer programme. The programme is also shared by all
other Air India Limited carriers.
Premium lounges:-
The Maharaja Lounge (English: "Emperor's Lounge") is offered to First and Business class
passengers. Air India shares lounges with other international airlines at international airports
that do not have a Maharaja Lounge available. There are five Maharaja Lounges, one at each
of the five major destinations of Air India, which are as following:
International:
London Heathrow Airport
John F. Kennedy International Airport (New York)
India:
Bengaluru International Airport (Bangalore)
Chhatrapati Shivaji International Airport (Mumbai)
Indira Gandhi International Airport (Delhi)
Rajiv Gandhi International Airport (Hyderabad)
In-flight entertainment:-
Air India's Boeing 777-200LR/-300ER as well as some refurbished Boeing 747-400 aircraft
use the Thales Top Series IFE systems for onboard in-flight entertainment. Airbus A310s do
not have personal LCD screens. Airbus A330s have widescreen displays in Business and
Economy classes but no personal IFEs.
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e. Area of Operation – Global / National / Regional:
Domestic Stations
1 AGARTALA 32 KHAJURAHO
2 AGATTI 33 KOCHI
3 AHMEDABAD 34 KOLKATA
4 ALLAHABAD 35 KOZHIKODE
5 AIZAWL 36 KULLU
6 AMRITSAR 37 LEH
7 AURANGABAD 38 LILABARI
8 BAGDOGRA 39 LUCKNOW
9 BANGALORE 40 MADURAI
10 BHOPAL 41 MANGALORE
11 BHUBANESHWAR 42 MUMBAI
12 CHANDIGARH 43 NAGPUR
13 CHENNAI 44 PATNA
14 COIMBATORE 45 PORT BLAIR
15 DELHI 46 PUNE
16 DIBRUGARH 47 PUTTAPARTHI
17 DIMAPUR 48 RAIPUR
18 GAYA 49 RANCHI
19 GOA 50 SHILLONG
20 GUWAHATI 51 SILCHAR
21 GWAILOR 52 SRINAGAR
22 HYDERABAD 53 SURAT
23 IMPHAL 54 TEZPUR
24 INDORE 55 THIRUVANANTHAPURAM
25 JABALPUR 56 TIRUCHIRAPALLI
26 JAIPUR 57 TIRUPATI
27 JAMMU 58 UDAIPUR
28 JAMNAGAR 59 VADODARA
29 JODHPUR 60 VARANASI
30 JORHAT 61 VISAKHAPATNAM
31 KANPUR
International stations
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1 BAHRAIN 10 KUALA LUMPUR
2 BANGKOK 11 KUWAIT
3 COLOMBO 12 LAHORE
4 DHAKA 13 MALE
5 DOHA 14 MUSCAT
6 DUBAI 15 RAS-AL-KHAIMAH
7 FUJAIRAH 16 SHARJAH
8 KABUL 17 SINGAPORE
9 KATHMANDU 18 YANGON
Stations operated by Code Share flights
1 CHITTAGONG
2 DHAKA
3 TASHKENT
Offline Stations
1 AGRA
2 BHAVNAGAR
3 BHILAI
4 BHUJ
5 DARJEELING
6 DEHRADUN
7 DHARAMSALA
8 HUBLI
9 JAISALMER
10 MYSORE
11 RAJKOT
12 SHIMLA
13 VIJAYAWADA
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f. Ownership Pattern:
Authorised:-The company currently having 4,875,645,020 Equity shares of Rs.10 each
(Previous Year 1,375,645,020 Equity shares) & 12,440,498 Redeemable Preference Shares of
Rs.100 each (Previous Year 12,440,498 Redeemable Preference shares)
Issued, Subscribed and Paid up:-945,000,000 Equity shares of Rs.10 each fully paid
up (Previous Year 145,000,000 Equity Shares) & (Of the above 144,950,000 Equity Shares
were issued pursuant of Amalgamation)
g. Competitors Information:
Air India Limed having following competitors:
Jet Airways
British Airways
King Fisher
Emirates
Jet Airways
Logo
Parent Company Tailwinds Limited
Sector Airlines
Tagline/ Slogan The Joy of Flying
USP Premium Airline, High Class
STP
Segment Passengers preferring comfort
Target Group Corporate, Upper Middle Class
Positioning Premium
SWOT Analysis
Strength 1. Has created a good image among the Indian fliers
2. Trusted Airline by the Corporates
Weakness 1. Competition from the LCCs
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Opportunity 1. Strongly positioned in the International routes
2. Has presence in every segment
Threats 1. LCCs eating up the market share
2. Rising Fuel Costs
3. Rising Labour Costs
Competition
Competitors 1.Kingfisher
2.Air India
British Airways
Logo
Parent Company International Airlines Group
Sector Airlines
Tagline/ Slogan To fly. To serve. The world's favourite airline; Upgrade to
British Airways
USP Premium Airline, Upper Middle Class, Middle Class
Target Group Corporates / Upper Middle Class / Middle Class
Positioning Premium
SWOT Analysis
Strength 1. Strong Backing of Dubai Govt
2. Advantage of Being Present in Oil Rich Emirate
3. Strong Hub in Dubai
4. Satisfied Customer and Preferred Airline of Customers
Weakness 1. Relying Heavily on International Onward Moving Traffic
Opportunity 1. Brand New Fleet. Leverage this and also improve the
customer confidence in the airline
Threats 1. Increasing Competition in Middle East Market
Competition
Competitors 1.Etihad
2.Qatar Airways
3.Jet Airways
4.Air India Express
h. Infrastructural Facilities:
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Air India is the 16th largest airline in Asia. Its commitment to build “Your Palace in the Sky” i.e., Air India’s sincere slogan, virtually comes true. The national airline of India carries the day despite the financial crisis casted a long shadow. Flies from its main base Mumbai, Air India connects a worldwide network of passenger and carries out cargo services in over 100 cities around the globe. Air India is persistent on giving seamless flying service to wide network of passengers.
There are different approach are there to developing infrastructure. It is not enough to state what we want and allocate funds. For the Old Guard, who see an aspirational statement with budgetary allocations as the panacea, to comprehend this requires a true paradigm shift, as with Newton and the apple. A new social paradigm, as it were, so that we learn to set realistic goals, makes practicable work plans, and then executes them.
This applies to first-order infrastructure, such as energy, transport, and communications, as also to second-order infrastructure that we lack, or where processes need rationalization, as in selling agricultural produce across the country, or getting aviation fuel at the same price everywhere. These second-order elements are:
i) Organized markets — as integrated, end-to-end chains — from input and production, to transportation and storage, to marketing and distribution, including all taxation, and
ii) finance, including insurance.
i. Awards and recognitions
Preferred International Airline award for travel and hospitality from Awaz Consumer
Awards 2006
Best International West Bound Airline out of India for three successive years by
Galileo Express Travel World Award
Best Corporate Social Responsibility Initiative. by Galileo Express Travel World
Award
Best Short-Haul International Airline by Galileo Express Travel World Award 2008
The Mercury Award for the years 1994 and 2003, from the International Flight
Catering Association, for finest in-flight catering services.
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Amity Corporate Excellence Award instituted by the Amity International Business
School, Noida, Uttar Pradesh to honour Corporates with distinct vision, innovation,
competitiveness and sustenance.
Reader’s Digest Trusted Brand Award
Dun and Bradstreet Award (D&B)- first in terms of revenue out of the top airline
companies out of India
Best South Asian Airline award by readers of TTG Asia, TTG China, TTG Mice and
TTG-BT Mice China, all renowned Mice and business travel publications.
Cargo Airline of the Year at the 26th Cargo Airline of the Year Awards
The airline entered the Guinness Book of World Records for the most people
evacuated by a civil airliner. Over 111,000 people were evacuated from Amman to
Mumbai – a distance of 4,117 km, by operating 488 flights in association with Indian,
from 13 August to 11 October 1990 – lasting 59 days. The operation was carried out
during Persian Gulf War in 1990 to evacuate Indian expatriates from Kuwait and Iraq.
The Montreal Protocol Public Awareness Award was awarded to Air India by
the United Nations for environmental protection, especially in the ozone layer.
World's first all-jet airline- June 1962
World's largest operator of Airbus A310-300
Air India's security department became the first aviation security organization in the
world to acquire ISO 9002 certification (31 January 2001).
Air India's Department of Engineering has obtained the ISO 9002 for its Engineering
facilities for meeting international standards.
j. Work Flow Model (End to End):-
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REQUEST FLIGHT
CHECK AVAILABILITY
PROVIDE FLIGHT DETAILS
PROVIDE FLIGHT CHOICES AND PRICES
SELECT FLIGHT
REQUEST PAYMENTPAY FOR TICKET
BOOK FLIGHTCONFIRM SEAT RESERVATION
ISSUE TICKET
CHECK IN
DOCUMENTATIONLUGGAGE VERIFICATION
JOURNEY
CHECK OUT
DEPARTURE
k. Future Growth and Prospects:
Air India flies out stranded passengers from Leh: Air India operated three special flights
between Delhi and Leh on Sunday, 8th August 2010 to evacuate stranded tourists and
passengers from Leh.
Air India opens franchise for Pratt & Whitney Eco Power Engine washing: The National
Aviation Company of India Ltd, operating under the brand name Air India, has signed an
agreement with Pratt & Whitney to establish an Eco Power engine wash service at Mumbai
International Airport.
Air India - Melbourne’s newest international airline: Melbourne Airport welcomed Air
India’s announcement that they will commence daily direct services from Melbourne to Delhi
from November 1 this year.
Air India & MADC sign Land Lease Agreement for aircraft maintenance base at
Nagpur: Air India and Maharashtra Airport Development Company Ltd. (MADC), on 8th
June 2010, has signed a Land Lease Agreement for 50 acres of land in the SEZ area near
Nagpur Airport.
Air India has resumed the normal schedule of operations: Air India has resumed the
normal schedule of operations across the entire network from today; with the total passenger
bookings on the IC coded flights crossing 32,000.
Air India signs agreement to become GEnx service provider:GE Aviation and India’s
national carrier Air India have signed a GE Branded Services Agreement (GBSA) under
which GE Aviation will provide technical support as Air India offers maintenance, repair and
overhaul (MRO) services for the GEnx-1B engine and further advances its plans to become a
global MRO service provider.
Air India Airbus 320 lands at India Aviation: The first of the new generation Airbus A320
aircraft on order joined the Air India fleet today, with the arrival of a mint fresh aircraft at
Begumpet Airport, Hyderabad, where India Aviation 2010, India’s first civilian air show is
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on. The aircraft also becomes the 74th own aircraft of the 111 on order, to join Air India’s
fleet.
Ex-Im Bank, Air India conclude $1 billion financing transaction: The Export-Import
Bank of the United States (Ex-Im Bank) and the National Aviation Company of India Ltd.
(NACIL, also known as Air India) today held a signing ceremony to celebrate the $1.1 billion
Ex-Im Bank-supported financing of U.S.- manufactured aircraft sold by The Boeing Co. to
NACIL.
Air India registers all round Improvement in performance: An impressive increase of
24.8 per cent in passenger carriage and 14.4 per cent rise in load factor reflects a significant
improvement in Air India’s operating performance in the quarter October-December 2009, as
compared to the same period last year.
Air India to remain merged entity: The merger of Air India (erstwhile) and Indian Airlines
was approved by the Government on 1 March, 2007 and a new company vis. National
Aviation Company of India Limited (NACIL) was incorporated on 30 March, 2007 with the
brand name of ‘Air India’. The merger of two airlines was envisaged to provide following
benefits.
Air India’s Engineering achieves significant financial gains: Air India has assembled,
tested and delivered CF6 80C2 Engine S/No: 695 296 belonging to a Customer routed
through Aerostar, earning approx. USD 300,000 in December 2009. Air India had recently
entered in to a strategic marketing alliance with Aerostar Asset Management, a Dubai based
Company, to form “The A Team” for providing Engine repair management solutions to
Operators in the Gulf and Middle East region to begin with.
Air India: Deployment of new aircraft helps increase carriage in 2009: The Year 2009
will undoubtedly go down in the history of civil aviation in India, and globally, as one of the
worst years.
Air India to operate special flights to Port Blair, Goa for tourists: Air India will operate
additional flights to augment capacity to popular holiday destinations - Port Blair and Goa,
thus ensuring that tourists from various States of India and all over the world, are not
disappointed for want of seats on a flight. With scheduled flights of all airlines being booked
during this peak season, Air India has stepped in by deploying additional capacity.
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3. McKinsey 7S Model:
A model of organizational effectiveness that postulates that there are seven internal factors of
an organization that needs to be aligned and reinforced in order for it to be successful. The 7S
Model was developed at McKinsey & Co. consulting firm in the early 1980s by consultants
Tom Peters and Robert Waterman, authors of the management bestseller "In Search of
Excellence."
1. Strategy
The concept of strategy includes purposes, missions, objectives, goals and major
actions plans and policies. They are as follows:
Aggressive pricing: Air India’s economy-class passengers can upgrade to business class by
paying Rs. 4,000 for distances up to 750km and Rs.6,000 for longer distances at the counters
in 17 airports
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Turnaround Strategy:
The government will soon spell out a comprehensive turnaround plan for flag carrier Air
India, which is burdened with a cumulative loss of Rs.22,165 crore and struggling to even
pay wages to employees, parliament was informed Friday."There are two plans under
consideration -- one is the turnaround plan and the other is a financial restructuring plan
which is being considered by a group of ministers,"
Strategic Relationships:
Strategic Alliance with Lufthansa (LH)MOU signed in August 2003
Joint capacity plan till 2007
Additional frequencies –AI : 22 (18 via Frankfurt to USA) - LH: 15•LH to provide AI
commercially viable slots at Frankfurt•19 slot pairs provided till winter 2004 (in
exchange for 4 additionalfrequencies)
Reciprocal World-wide Free Flow Code Share & FFP Cooperation under
implementation
Special Prorate Agreement implemented in November 2003
Cooperation in IT/MRO/Cargo being pursued
Air India developing relationship with other Star Alliance partners – United Airlines
& Air Canada Joint Marketing
Special Prorate Agreement
Reciprocal code share
FFP cooperation
Will pursue FFP cooperation with other domestic airlines in India togenerate
incremental revenue streams
Will continue existing code shares with existing 14 airline partners & pursue such
relationships with other airlines
May also consider becoming a full-fledged member of a globalalliance in the future
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2. Structure:-
Air India Ltd., extended its operations all over the world and the quality services improves by
dividing and sub allocation of duties and responsibilities to their each department heads and
sub-ordinates. The Air India Ltd., functions are flow from superiors to sun-ordinates.
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3. System:
Air India Ltd., providing quick response and fast services to their customers and to
survive in aviation industry by competing with other Airlines. So they are using these
technologies and set of procedures to handling the customers as well as their
employees.
Ground Handling
Information Technology
Security
CargoTechnology Up gradation
IT Projects
Revenue Management
PROS implemented
Ticketing Time-Limit software implemented
Direct connect with GDS’s
Integrated computerization system for MMD
Disposal of surplus/redundant inventory
Implementation of Unit Load Device management system
Disaster recovery site at remote location
Air India Express IT Infrastructure
Data Mart for CRS sales data
Ramp Assistance Billing System for GSD/Finance
Online Financial Information System (FINESS)
4. Style:
This is one of the domestic airlines in India offering an extensive network of cargo and
passenger services. This airline company was honored a 4 star rating for its safety and
cabin procedures from Skytrax airline for its best basic and luxury comfort.Flights to
Air India can be booked conveniently to various destinations. International tickets are
also easily available, besides the air fares from the US to India is economical in
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comparison to other carriers. Air India is popular amidst NRIs traveling to India for
holidays.
5. Staff:
Staff is one of the important asset for every company who having the innovative ideas
in the operations of the company by their smart and skillful work and very difficult to
retain them in the organizations.
Increased manpower productivity
Comprehensive HR Policy with focus on Motivation, Training & Development,
Multi-skilling, Scientific
job description & objective performance appraisal Special dispensations obtained
from DGCA Operating Crew – Increased Flight Time Limits
Settlement to be reached with pilots
Cabin Crew - Executive crew to fly as per DGCA time-off
RegulationsComputerization of Operating/Cabin crew scheduling
Total Operating Expenses 178,542.60 188,964.50 165,788.70
Percentage 100 105.51527 86.020881
Graph:
0
100000
200000
Expenses: Payments to and Provisions for employees including Crew Allowances
Insurance
Aircraft Fuel and Oil Navigation, Landing, Housing and Parking
Aircraft Material Consumed
Outside Repairs – Aircraft Hire of Aircraft Handling ChargesPassenger Amenities Booking Agency Commission Communication Charges:Travelling Expenses: Depreciation Other ExpensesTotal Operating Expenses
Analysis & Interpretation: The company’s expenses are 178,542.60 million,
188,964.50 million and 165,788.70 million in the year of 2008, 2009 and 2010 respectively.
In all the 3 years company’s major expenses from Aircraft fuel and oil and the payment of
salary and other allowances which makes the company having deficit in their a/c. These
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expenses not compensated with the revenue generation where the scheduled service is a
major share of revenue.
Source: Annual Report of the Company
Table 6: CASH AT BANK OF AIR INDIA LTD.,
Cash and Bank BalancesParticulars 2008 2009 2010
Cash and Cheque on Hand 89.7 209 65.4Remittances in Transit 489.4 19.3 0.8Balance in Current A/c 5763.9 2419.8 1531.1Deposits in Banks 4502 8748.3 3687.4
Total 10845 11396.4 5284.7
Percentages 100 105.0843707 48.72936837
Graph:
20082009
2010
0
1000
2000
3000
4000
5000
6000
7000
8000
9000
Cash and Cheque on HandRemittances in TransitBalance in Current A/cDeposits in Banks
Analysis & Interpretation:
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In all the years cash and Cheque and remittances are low but current balances are in
decreasing order from the subsequent year. In 2008 and 2010 the company maintaining
approximately same level of deposits in its bank but in 2009 the bank balance increased by
the more deposits received which enables the firms liquidity positions.
Source: Annual Report of the Company
Table 7: LOANS AND ADVANCE OF AIR INDIA LTD.,
Year Loans & Advances Percentage
2008 15602.1 100
2009 11175.9 71.630742
2010 14466.5 92.7214926
Graph:
2008 2009 20100
2000
4000
6000
8000
10000
12000
14000
16000
Loans & Advances
Loans & Advances
Interpretation & Analysis:
In 2008 the loans and advances was Rs. 15602.1 million and in 2009 its decreases to 71%
comparing to 2008, and it increases to Rs. 14466.5 million in 2010 but decreases comparing
to 2008.
Source: Annual Report of the Company
Table 8: NET CURRENT INCOME OF AIR INDIA LTD.,
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Years Net Current Assets Percentage2008 20054.3 1002009 54161.9 270.0762432010 9701.2 48.37466279
Graph:
2008 2009 20100
10000
20000
30000
40000
50000
60000
Net Current Assets
Net Current Assets
Analysis & Interpretation: It is inferred from the chart that the company had taken the
higest income in the year 2009 Rs.54161.90 million as compared to the other previous year
and has the lowest income amount taken in the year 2010 Rs.9701.2 million The percentage
of the year 2009 has been 170% in 2010 it decreases to 48%.
Source: Annual Report of the Company
Table 9: Investments of AIR INDIA LTD.,
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LONG TERM INVESTMENTSPARTICULARS 2007-08 2008-09 2009-10
Shares in Subsidiary ComTrade InvestmentsOther Investment (Non-Trade)QUOTED (Trade)Total Investments
Interpretation & Analysis:
Company also made some investments. In 2008 the company’s investment was 901.2 million,
and in 2009 it increases to 1231.8 million it means that the company uses its funds in
purchasing the investments. In 2010 the company having 1219.30 million of investment and
it decreases by comparing to previous years and it means sale of investments during the year
and it appears in the sources of funds and appears in fund flow statement’s sources side.
Source: Annual Report of the Company
Calculation Of Working capital for the Year 2010
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Table No: 10
Changes in Working Capital (Rs in Million)
Particulars 2009 2010
Changes in WC
Increase Decrease
CURRENT ASSETS
Inventory 9642.1 8677.8 964.3
Sundry Debtors 24731 25791.1 1060.1
Cash and Bank Balances 11396.4 5284.7 6111.7
Other Current Assets 561.6 768.1 206.5
Total Current Assets 46,331.10 40521.7
CURRENT LIABILITIES
Sundry Creditors 24750.7 38189.4 13438.7
Amount due to wholly subsidiary com 36 27.2 8.8
Interest accrued but not due 71.2 218 146.8
Advances from customer 7795.8 8652.6 857
Other Liabilities 9629.2 8379.5 1249.7
Other Provisions 10929.9 10040.9 889
Total Current Liabilities 53212.8 65507.6
Total Working Capital -6,881.70 -24,985.90 3414.1 21518.5
3414.1
Decrease in Working Capital 18104.4
Calculation of Funds from operation for the Year 2010
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Table No: 11
Particulars 2009-10
Net Profit Brought to Balance Sheet 54890.9
Add: Non Fund items charged to the Debit Side of
P&L A/c
Provision for Bad & Doubtful & Advances 1688.1
Provisions for Obsolescence 282.1
Loss on Sale of Fixed Assets 408.1
Depreciation 13917
Transfer to Capital Reserves
16295.3
71186.2
Less: Non Fund items charged to the Credit Side of
P&L a/c
Profit on Sale of Fixed Assets
Dividend from Long Term Investments 44.6
Provisions 795.7
Transfer from Capital Reserves 19.5
Transfer from General Reserves 633.5
P&L a/c Opening Balance in Balance sheet 77744.2
79237.5
Funds Lost From Operations -8051.3
Funds Flow Statement for the year 2010:
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Table No:12
2009-10SOURCES
Issue of Shares 8000Loans Borrowed:Secured Loans 42247.6Unsecured Loans 15996.2Decrease in Working Capital 18104.4Sale of Investments 12.5
Future Lease Obligations 16672.1
Total 101032.8Applications/Uses
Loans Repaid:Secured LoansPurchase of Fixed Assets 60067.1Purchase of InvestmentsFunds Lost From Operations 8051.3
Payment made towards other Liabilities 32914.4
Total 101032.8
Analysis & Interpretation: In 2010 the company’s working capital has decreased to
18104.4 million comparing to 2009 and it mainly because of current assets are less
comparing to current liabilities which is appeared in the sources side in fund flow statement.
The company also purchased fixed assets during this year. In this year company issued 8000
excess shares to raise the fund and also they sold some part of investments too.
Calculation Of Working capital for the Year 2009
Table No:13
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Particulars 2008 2009
Changes in WCIncrease
Decrease
CURRENT ASSETS
Inventory10,016.1
0 9642.1 374
Sundry Debtors26,134.1
0 24731 1403.1Cash and Bank Balances 10845 11396.4 551.4Other Current Assets 321.2 561.6 240.4
Total Current Assets47,316.4
046,331.1
0CURRENT LIABILITIESSundry Creditors 27485.4 24750.7 2734.7Amount due to wholly subsidiary com 184 36 148Interest accrued but not due 38.1 71.2 33.1Advances from customer 7705.6 7795.8 90.6Other Liabilities 7448.7 9629.2 2180.5Other Provisions 9234.5 8932.5 302
Total Current Liabilities 52096.3 51215.4
Total Working Capital-
4,779.90-
4,884.30 3976.5 4081.33976.5
Decrease in Working Capital 104.8
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Calculation of Funds from operation for the Year 2009
Table No:14
Particulars 2008-09
Net Profit Brought to Balance Sheet
Add: Non Fund items charged to the Debit Side of
P&L A/c
Provision for Bad & Doubtful & Advances 332.9
Provisions for Obsolescence 805.2
Loss on Sale of Fixed Assets
Depreciation 18380.5
Transfer to Capital Reserves 1338.9
20857.5
20857.5
Less: Non Fund items charged to the Credit Side of
P&L a/c
Profit on Sale of Fixed Assets 1046.2
Dividend from Long Term Investments 72.1
Provisions 999.4
Transfer from Capital Reserves
Transfer from General Reserves 77744.2
P&L a/c Opening Balance in Balance sheet 22261.6
102123.5
Funds Lost From Operations -81266
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Funds Flow Statement for the year 2009
Table No: 152008-09
SOURCESIssue of SharesLoans Borrowed:Secured LoansUnsecured Loans 92558.1Decrease in Working Capital 104.8Sale of Investments
Future Lease Obligations 53997.4
Total 146660.3Applications/Uses
Loans Repaid:Secured Loans 5258Purchase of Fixed Assets 55312.6Purchase of Investments 330.6Funds Lost From Operations 81266
Payment made towards other Liabilities 4493.1
Total 146660.3
Analysis & Interpretation: Comparing with 2008, in 2009 the company working
capital has decreased to 104.8 million and the company’s funds lost from operations is 81266
million which is appeared in application side in balance sheet. In this year the company
borrowed the secured loans and repaid some portion of unsecured loans and also they
purchased some investment as well as some fixed assets.
Calculation Of Working capital for the Year 2008
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Table No: 16
Changes in Working Capital (Rs in Million)
Particulars 2007 2008
Changes in WCIncrease
Decrease
CURRENT ASSETSInventory 7351.3 10016.1 2664.8Sundry Debtors 14406 26134.1 11728.1Cash and Bank Balances 3053.6 10845 7791.4Other Current Assets 248.6 318.9 70.3
Total Current Assets25,059.5
047,314.1
0 22254.6CURRENT LIABILITIESSundry Creditors 8241.3 27485.5 19244.1Amount due to wholly subsidiary com 400 184 216Interest accrued but not due 146.3 38.1 108.2Advances from customer 4734.2 7705.6 2971.4Advances from Staff-Nerul Complex 49.1 49.1Other Liabilities 1813.2 5635.5Other Provisions 3676.8 5557.5
Total Current Liabilities 19060.9 35413.2 373.3 33408.5
Total Working Capital 5,998.6011,900.9
0 22627.9 33408.522627.9
Decrease in Working Capital 10780.6
Calculation of Funds from operation for the Year 2008
Table No: 17
Statement Showing Funds from Operations (Rs in Million)
Particulars 2007-08Net Profit Brought to Balance Sheet 22261.6Add: Non Fund items charged to the Debit Side of P&L A/cProvision for Bad & Doughtfull & Advances 238Provisions for Obsolescence 3089Depreciation 7601.2
Transfer to Capital Reserves78942.
9
89871.1112132.
7Less: Non Fund items charged to the Credit Side of P&L
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a/cProfit on Sale of Fixed Assets 4698.2Dividend from Long Term Investments 1010.8P&L a/c Opening Balance in Balance sheet 2673.3 8382.3
Funds Lost From Operations103750.
4
Funds Flow Statement for the year 2008
Table No: 18
FUND FLOW STATEMENT 2007-08
2007-08SOURCES
Issue of SharesLoans Borrowed: 10780.6Funds from Operations 108424.7Decrease in Working Capital 103750.4
Sale of Investments 5.8
Total 222961.5Applications/Uses
Redemption of shares 88.4Purchase of Fixed Assets 179978.4
Payment made towards other Liabilities 42894.7
Total 222961.5
Analysis & Interpretation: In 2008, the company’s working capital has been decreases
to Rs. 10780.6 millions but they have Rs. 103750.4 million as funds from operations. During
this year they decreased the number of shares to 1450 and also they taken loans both secured
and unsecured for expansion and sold some portions of investments too.
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Conclusion:
Summary of Funds from Operation for various Years:
Table No: 19
YearsFunds From Operations
2009-10 -8051.32008-09 -812662007-08 108424.7
2009-10 2008-09 2007-08
-100000
-50000
0
50000
100000
150000
Funds From Operations
Funds From Operations
According to the above calculated funds flow statement, the funds from operation
of the company has declined over the. This is due to the fluctuation of the company’s profits
over the years. These shows that the company is not able to achieve its targets in concern to
the projects undertaken.
These suggest that the company need to assess its resources and try to generate
more profits out of the projects undertaken by them.
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FINDINGS:
Company’s current asset was 47,316.40 million, 46,331.10 million and 40521.7
million in 2008, 2009, 2010 respectively over the current liabilities of 52096.3
million, 51215.4 million, 65507.6 million which is over the current ratio which
decreases the company’s flow of funds during the past 3 years.
In 2008 and 2009 its share capital was 1450 million but later on in 2010 they
increased it to 9450 million which helps the company to survive even in loss.
In 2008 because of amalgamation the company having capital reserve in its account
and later on in 2009 the general reserve and surplus was 633.5 million, 2010 it’s 624.8
million which is mainly because of the company undergoing loss of 77,744.2 million
in 2009.
The secured loans in 2008 was 17966.3 million, in 2009 it was increases to 23659.5
million and again its increases to 65907.1 million in 2010. It increased because of
payment of insured value of aircraft and some hypothecations.
Unsecured loans were155216.5 million, 168764.9 million, 184761.1 million in 2008,
2009 and 2010 respectively. It includes 7000 million worth of debentures during the
year of 2010.
Future lease obligation was not held in 2008 but in 2009 it is 116887.5 million and it
increases to 133599.6 million. It represents that Govt. of India given guarantee up to
the extent.
The fixed assets was 218670.7 million, 275027.2 million and 321076.1 million in
2008, 2009 and 2010 respectively which is in increasing order. They purchased huge
assets in subsequent years. Fixed assets also include some work-in-progress/process.
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Investment was 901.2 million, 1231.8million and 1219.3 million in 2008, 2009 and
2010 respectively. These investment includes unquoted long term investments of
subsidiary company, trade investments, other investments i.e., non-trade and quoted
i.e., trade investments.
The company is getting huge revenue of 152574.7 million, 134793.8 million, and
134022.7 million in 2008, 2009 and 2010 respectively. In this main part of income
came from passengers and cargo. It helps the company’s total revenue to increase.
The company also bearing huge expenses of 178542.6 million, 188964.5 million,
165806.7 million in 2008, 2009 and 2010 respectively. In that payment made on fuel
and oil and payments to the employees including crew allowances paying the main
role in increasing the expenses.
Company also having some interest and financial charges, prior period adjustments
and some tax payment including fringe benefit tax and wealth taxes.
OBSERVATIONS
Only Government organization that has been professionally managed.
It has received numerous awards.
Air India Limited is administered and controlled by the Government of India.
It has got a neat segmentation of Departments.
Air India Limited having the major share in Aviation Industry
Schedules are maintained effectively for their passengers.
Air India Limited having its own subsidiaries which helps them to better
services to their passengers.
C. CONCLUSIONS:
From the findings it is inferred that the company should concentrate on the
capital so there could be expansion of the business activities.
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The funds from the operations have negative balance i.e. in the working
capital the company needs to take steps to avoid the deficit of the business.
The company is in the profitable condition is low as the expenses is
consistently increasing over the income during subsequent years.
The company must think over the strategy over the fuel and oil which makes
the huge payment leads to reduce the income of the business.
It could be concluded that the funds from operation calculation is important as it shows the
working capital of the company and the profit and loss apportion account and finally the
funds from operation which in need sites the need for funds in the future and the sources that
could be polled out from.
C.RECOMMENDATIONS
The company should maintain proper liquidity position by increasing the liquid assets
such as cash and bank balance, sundry debtors, and other current assets and decrease
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the current liabilities like sundry creditors, advances from customers and etc., which
enables the company’s working capital in favorable positions
The company should try to reduce the cost of fuel which is more expensive or try to
avoid the frequent flying which is not profitable to them
Company should increase its scheduled services which fetch the company’s revenue
and helps them to reduce the other cost occurred during the travelling.
The payment and allowances are more which leads to reduce the profitability
positions of the company and try to reduce unnecessary allowances provided to
employees and also to the passengers.
Company should increase its share capital instead of raising funds from secured loans
and unsecured loans help them to reduce the burden of payment of interest.
Company should have the control over its expenses over the income which helps the
company to earn the profit.
Using open sky policy the company should extend its network and fetch more profit
through services provided to customers like premium classes.
The flow of funds is inadequate so the company should invest and utilize the money
in best way where the company can get more return.
It is advisable to the company that to increase its maintenance cost charge for
premium and other classes helps to earn the income from it
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Company should maintain some reserve as general reserve which helps them to
compensate in future uncertainties.
D. ANNEXTURE
Balance Sheet As at 31 st March 2008 , 2009, 2010:
Particulars 2007-08 2008-09 2009-10I. SOURCES OF FUNDS: Shareholder’s Funds:a. Capital 1,450.00 14,500.00 9,450.00
Current Assets, Loans and Advances:a. Inventories 10,016.10 9,642.10 8,677.80b. Sundry Debtors 26,134.10 24,731.00 25,791.10c. Cash and Bank Balances 10,845.00 11,396.40 5,284.70d. Other Current Assets 318.90 561.60 768.10e. Loans and Advances 15,602.10 11,175.90 14,466.50
Less: Current Liabilities and Provisionsa. Current Liabilities 42,861.80 42,282.90 55,466.70b. Provisions 9,234.30 10,040.90 10,929.90
Net Current Assets 10,820.00 5,183.20 -11,408.40Profit and Loss Account 22,261.60 54,890.90TOTAL 264,526.90 311,395.40 394,302.60
E.BIBILIOGRAPHY
1) M.N.ARORA (2006), ‘Management Accounting 1st edition’ pg -2.1 to 2.20 Published
by Mrs.Meena Pandey, Himalaya Publishing House. Mumbai-400004
2) Website www.himpub.com
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3) Dr .JAWAHAR LAL (2008) reprint, ‘Accounting for management 4th edition’ pg -
174 to 192 Published by Mrs.Meena Pandey,Himalaya Publishing House.Mumbai-