Indian aviation industry is staring at sustained headwinds due to the pandemic. Higher fuel prices, fewer passengers and international travel restrictions have severely impacted airlines in India and rest of the world. Industry experts do not see profitability returning until the end of 2021. To survive the pandemic induced crisis, all airlines took cost cutting measures like firing or pay cuts in 2020-21. It is projected that Indian aviation industry will lose a combined USD 6 - 6.5 billion in FY 2021.
Right at the outset of the COVID outbreak, Air India rose to the occasion by evacuating Indians stranded at Wuhan in January - February 2020. It flew to Tokyo, Paris, Rome, Tel Aviv, and eventually to every corner of the world where no Indian carrier has ever flown into. Under the Vande Bharat Mission, Air India has been flying relentlessly by operating more than 27000 flights in one of the biggest evacuation exercise by any civil airline. Under Mission Lifeline UDAN, Air India has been ensuring that critical medical supplies from oversees reached every corner of India. It is also playing a pivotal role in the Vaccination Mission by carrying vaccines all over India and to some foreign countries.
What are challenges that Air India faces today? How is it keeping its employees engaged and its customers satisfied? How is it keeping its workforce motivated in view of impending privatization? Finally how has Air India managed to rise to the occasion during this crisis? To discuss these and other issues we have with us today Ms. Amrita Sharan, Director Personnel, Air India Ltd.
Director (Personnel), Air India
Starting as a Management Trainee in the erstwhile Indian Airlines in 1989, Ms. Amrita Sharan has grown to become first lady Director - Personnel of Air India and a member on the Board of Directors. She manages the full range of HR functions to drive employee engagement, morale and performance of employees in an environment which has been perpetually been undergoing change both external and internal.
She is establishing short and long term corporate human capital plans ranging from talent acquisition and retention, succession planning, workforce planning and Performance Management. In the Corporate Office she has been an integral member of the Policy Making and implement action teams.
YSM | Director - Amity Institute of Training & Development
Commissioned into Indian Army in 1971, Rajesh went straight into battle as a young officer during Indo-Pak War of 1971 in East Pakistan (now Bangladesh). He participated in counter-insurgency operations in Nagaland, Manipur and Punjab. He commanded a Brigade along the Line of Control in Kashmir in the aftermath of Kargil Conflict of 1999. He was awarded YudhSewa Medal for his leadership in battle by the President of India in January 2004. ‘He held senior faculty positions at Infantry School, Mhow and Defense Service Staff College, Wellington. He has been into corporate learning and development since 2006.
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