The Air India-Vistara merger is an important milestone in the transformation of Air India into a world-class global airline, N Chandrasekaran, Chairman, Tata Sons said in a LinkedIn post on November 14.
Chandrasekaran added that he is "optimistic" about the future for AI, and is fully aware of the sky high expectations. "We are fully aware that expectations for the new Air India are sky high. We expect nothing less, and we expect to deliver nothing less," he wrote in the post.
The new Airbus A350 that is being deployed gives a glimpse of the future ambitions for the airline, he said. "AI’s new Airbus A350, which now flies to London and New York, gives us a glimpse of the future. As more new aircraft are delivered, and the legacy fleet is completely refitted, a new AI will take flight."
This merger has brought together four airlines to create one "integrated airline group", said Chandrasekaran, adding that there is "much to look forward to". The airline has increased in size and operations from its days of being a government-run carrier. "From its pre-privatization size, the fleet has grown over 2.5x, and its 300 aircraft carry nearly 200,000 passengers across 100 global destinations every day. Through its partners, the fleet offers worldwide connectivity to over 800 destinations," Chandrasekaran added.
Watch: Vistara Joins Air India: What This Means For Frequent Flyers
Tata Sons chairman acknowledged that the merger blends in distinct cultures together to create "something new and lasting". While such mergers take time to play out, the airline has been nimble. "We have moved quickly, completing the process in 2 years, while keeping our eye on the ultimate goal: to realise AI’s potential and turn it into a world-class global airline."
Read More: Adieu, Vistara - A look at the airline's journey as it flies one last time
The ambitions for the airline are high and the merger is part of the journey, Chandrasekaran said, adding that the entire exercise may take some time to fully realise. "Different parts of the business were at different points of maturity when the merger commenced, so they will take time to fully align."
Chandrasekaran assured that the Vistara service experience will continue even after the merger, and will bring some of its best practices to Air India as well. "Customers will continue to experience Vistara’s in-flight service and the cabin crew that they are accustomed to," he said.
Tata Sons chairman recalled that when the group took over the operations, Air India was in decline for many systemic reasons. The airline's turnaround could not have been solved by mere allocation of resources, he said, rather it needed a rethink on every aspect of AI. Chandrasekaran said more measures are planned for greater efficiency.
"Change had to be meaningful, not just in matters of appearance. In the last 2 years, we have moved swiftly to invest in people, processes, systems and technology. New staff and planes are already in service, and more are on the way."
Apart from creating South Asia’s largest training academy for pilots, cabin crew, and staff, a flying academy for cadet pilots is being set up. Tata Sons has also started work on a facility to service Air India's wide-body and narrow-body aircraft fleet. Chandrasekaran said the airline is being strengthened for India’s "coming aviation revolution".
Air India's new Airbus A350, flying between London and New York, shows a glimpse of the future, wrote Chandra. With more aircraft being delivered and legacy fleet being refitted, Tata Sons chairman said the group is promising a new Air India.
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