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VISTARA to add 50 Airbus A320neo Family aircraft to fleet : Source Airbus

VISTARA to add 50 Airbus A320neo Family aircraft to fleet : Source Airbus

VISTARA, has signed a letter of Intent (LoI) for 13 A320neo aircraft to add to its existing portfolio of 21 Airbus aeroplanes, reconfirming the appeal of the best-selling single aisle family.

The full-service airline has also committed to an additional 37 A320neo Family aircraft from lessors. The combined agreements would add 50 A320neo Family to Vistara’s fleet. The engine selection for VISTARA’s latest firm order is Leap CFM.

For VISTARA, the A320neo will be the first aircraft to fly regional international routes

Crisis in the cockpit: Indian carriers stare at pilot shortage

Mumbai:Indian carriers face pilot shortages with deliveries underway of as many as 1,000 planes that have been ordered until 2030.

Over the next year or so, as many as 1,000 pilots may be needed to fly new aircraft as they are added to the schedules, rising to 10,000 in a decade, it’s estimated.

Airlines such as IndiGo, Spice-Jet, Jet Airways, GoAir, Vistara and AirAsia are set to get a combined 100 new planes between now and March 2019, said senior executives at the airlines.

This means there will be a requirement for 800 to 1,000 pilots — first officers and commanders, equally — in that time. While there’s no dearth of first officers, commanders are in short supply. Narrow-body planes such as the Airbus A320 and the Boeing 737 have two pilots — a first officer and a commander (or captain).

“Indian carriers require over 800 commanders over the next one year,” said Kapil Kaul, South Asia CEO of Sydney-based consultant CAPA Centre for Aviation. He sees the shortage at about 30%, or 240 pilots, in a year. While airlines are training first officers to become captains, many haven’t hired enough to meet the demand for commanders, raising the prospect of overworked pilots.


A limited pool of homegrown commanders and the government discouraging the hiring of expatriates is posing problems for the carriers, say airline executives.

“Compared to the steep growth of the Indian airline industry, there is no natural influx of homegrown pilots, especially commanders in India. We have to depend on expatriates,” Cornelis Vrieswijk, CEO of no-frills carrier Go-Air, said in a recent interview. He added that the red tape and stringent regulatory procedures associated with getting an expatriate pilot ready to fly adds to the problem.

“It takes 40-50-60 days. The regulatory approvals are also more stringent than in other countries,” said Vrieswijk.

“The DGCA (Directorate General of Civil Aviation) still uses several medical requisites laid down by the Indian Air Force for pilots, which makes it difficult for many expatriates,” said a senior pilot at a low-fare carrier.

“Please remember, Indian companies can’t really afford American or European pilots. It’s usually Russians or Ukrainians or Mexicans.”

The problem is more acute for the new regional carriers. “There is scarcity of commanders for startup airlines. But for us even finding first officers is a problem. A pilot would rather fly IndiGo’s ATR than mine as he knows he will be upgraded soon to an Airbus A320,” said V Umesh, MD of south Indian regional carrier Trujet. The airline has five ATR planes and 40 mostly expatriate pilots.

Salary premiums for expatriates have also been lowered to control salary expenses, usually the second biggest cost component after fuel.

“An expatriate commander now gets about 30-35% higher base monthly salary ($13,000 or Rs 8.84 lakh) than his Indian counterpart, who gets about Rs 6.5 lakh, down from a 100% premium say three-five years before,” said the human resources chief of a top Indian carrier. “Also, most airlines have increased salary rates for Indian pilots by about 5-7% each year and not for expatriates, although some segments such as house rent allowance have been included.”

The growing pilot shortage is a global problem.

Pilots at European carriers such as RyanAir are seeking better working conditions by forming unions while those at Air France are planning industrial action over pay. At the recent annual meeting of the International Air Transport Association, its chief economist Brian Pearce cited wage pressures and pilot shortage as chronic symptoms of the global airline industry.

Pilots across the world are now flocking to the Middle East and China, said to be the best paymasters. Chinese carriers are giving up to $314,000 tax-free annually to foreign captains, more than double what an Indian carrier would pay, according to global reports.

China requires 4,000-5,000 pilots every year for the next two decades, according to global estimates, about five times India’s requirement. Boeing estimates a requirement for close to 650,000 pilots for the global aviation industry in the next two decades.

“By the end of four years with the company, a first officer gains the required expertise and experience to become the captain on an Airbus A320 or ATR aircraft,” said an IndiGo spokesperson.


If you’re flying within India, there is at least a 70% chance you will be on an Airbus plane. Its workhorse is the Airbus A320, now among the most successful jets in history, with 266 in service in India.

Airbus 320 New Engine Option aircraft being operated by Indigo, Go Air, Vistara and Air India have experienced number of technical glitches including in flight engine failure causing major safety concerns.

For Air Bus A 320 neo, Pratt & Whitney, an American engine-maker has developed a new engine called the PW1100G to power the A320neo. This engine was based on a newer technology called a Geared Turbofan Engine. The newer engines promised to be 16% fuel efficient as compared to the old ones and 75% less noisy as well on the ground. They were inducted into service in 2016 and currently power 111 airplanes across the globe.

The A320neo was fast adopted by Indian airlines as well, including Air India, Vistara, IndiGo and GoAir and they are all inducting these newer planes into their fleet now.

However, this newer technology has seen some teething troubles, as it often happens with new technology. The problems included longer start-up times as well as premature wear and tear of two components on the engine. With the hot weather of India, this wear and tear would accentuate.

Last year, Go Air and IndiGo had to fly these planes at lower altitudes of 30,000ft—as against the more economical 36,000ft to ensure the engines did not get strained. It also led to some planes being grounded due to reliability issues, leading to the cancellation of 84 flights on one day. That issue was fixed later in the year and by November 2017 both airlines were flying with zero groundings.

There is a new issue which has come to notice earlier this month with this engine, which could cause an in-flight shutdown of the engine. The European Aviation Safety Agency issued an emergency order, which requires that no plane with both their engines being affected should be operated. For planes with one affected engine, they ordered that these flights are not suitable for extended-range flying.

With 14 Airbus A-320 new engine option (Neo) aircraft with faulty Pratt & Whitney (PW) engines grounded, IndiGo and GoAir now have 31 Neos with an earlier series of PW flying in their fleets. However, these 31 planes fly only over land for domestic flights and are not used for over sea flights to the Gulf and Southeast Asia (where IndiGo flies) and to Port Blair (where both the budget airlines go). The Directorate General of Civil Aviation (DGCA) had last year asked the two airlines no to fly these planes over sea as high salinity level in the air was believed to be causing troubles to the earlier series of Pratt engines.

“Earlier the PW engines on A-320 Neos were facing a snag in their combustion chambers. At that time last year, DGCA had advised IndiGo and GoAir to keep the Neos away from sea as high salinity was felt to be one of the factors leading causing this trouble. This is being followed by them and the 31 PW-powered Neos which are now flying with the two airlines are perfectly safe.

Secondly, aviation regulators have to give something known as ETOPS (extended-range twin-engine operational performance standards) to twin engine aircraft to operate flights on routes where the nearest suitable airport to make emergency landing for any reason is more than an 60 minutes away. This clearance is required for overseas flights.

Last month while issuing an Emergency Airworthiness  Directive warning of a potential “dual engine” inflight shutdown on A-320 Neo-family aircraft powered by PW PW1100G geared turbofan (GTF) engines, European Aviation Safety Agency (EASA) had withdrawn the ETOPS for aircraft with this specific type of engines.

“Once EASA withdrew ETOPS, the planes with engines flagged off by them were not allowed to fly on routes where the nearest airport for an emergency landing was over an hour ago like a over sea flight. The reason: In case of an engine failure, the other engine can safely land a plane. But with EASA waning of dual engine shutdown, ETOPS did not remain an option.

Last summer, IndiGo had asked its pilots not to fly the Neos over 30,000 feet instead of the usual flying altitude of 36,000 feet to avoid snags. However, this restriction has been removed but the DGCA’s no-over-sea restriction for Neos remains.

GoAir and IndiGo have been following this by not flying their PW-powered Neos over sea. IndiGo and GoAir have 32 and 13 A-320 Neos, respectively.


IndiGo remains top airline in India with 41% market share in May

Jet Airways (13.7% market share), Air India (12.8%), SpiceJet (12.3%) and GoAir made up the top five in India’s aviation sector, DGCA data showed

Mumbai: Low-fare airline IndiGo (Interglobe Aviation Ltd) retained its No.1 spot in terms of market share among India’s air passenger careers in May, carrying 4.85 million people during the month. The low-fare airline commanded a 40.9% market share in May, against 39.8% in April, and 41.2% in May 2017, regulatory data released on Tuesday showed.

The Naresh Goyal-controlled Jet Airways (India) Ltd came a distant second, with 13.7% market share, flying 1.63 million passengers during the month, data from Directorate General of Civil Aviation (DGCA) showed.

National carrier Air India clocked 12.8% market share, carrying 1.52 million passengers, while SpiceJet, which registered 12.3% market share, carried 1.5 million passengers. Besides, GoAir carried 1.03 million passengers, AirAsia India 648,000, Vistara 471,000 and Jet Lite 182,000.

During May, SpiceJet clocked the highest passenger load factor at 94.8%, meaning nearly 95% of its seats were filled. IndiGo registered a load factor of 91%, while AirAsia India and GoAir registered 89.7% and 89.2%, respectively.

“In May 2018, we saw an overall growth of 3x (three times) in flight bookings as compared to the same period last year. We anticipate this growth to continue in the coming months,” said online travel portal Ixigo’s chief executive and co-founder, Aloke Bajpai, in a statement.

Despite the anticipated spike during the month, growth in comparison with the same period last year was only 17%, as opposed to 26% in April and 28% in March, due to the increase in fuel prices, and travel in particular sectors becoming expensive, said Bajpai.

The total number of passengers carried by domestic airlines during Jan-May 2018 was 5.71 crore, registering a growth of 22.69%, DGCA said.

Vistara becomes eligible for International Ops; receives 21st Aircraft

The airline has received its new aircraft an Airbus A320neo powered by CFM engines. Present regulations mandate a domestic airline to have a minimum of 20 aircraft to apply for international flight rights.

Vistara becomes eligible for international ops; receives 21st aircraft

The new aircraft will be deployed to further strengthen its domestic network. Full service air carrier Vistara on Thursday said that it has becomes eligible to start International operations with the addition of its 21st aircraft.

The airline has received its new aircraft an Airbus A320neo powered by CFM engines. Present regulations mandate a domestic airline to have a minimum of 20 aircraft to apply for international flight rights.

According to the company, the new aircraft will be deployed to further strengthen its domestic network.

“There`s great excitement amongst all of us at Vistara, as we prepare ourselves for taking the next leap in our journey to fly International,” Vistara CEO Leslie Thng was quoted as saying in a statement.

“The arrival of our 21st aircraft makes this phase even more special. It enables us to strengthen our network further, which gives us the opportunity to offer more choices in terms of frequencies to our ever-growing base of loyal customers.”

Vistara commenced its commercial operations on January 9, 2015. Till date it has flown over 9 million passengers, and currently serves 22 destinations with over 800 flights a week.

The company — TATA SIA Airlines — known by its brand name Vistara, is a joint venture between Tata Sons and Singapore Airlines Limited (SIA) with Tata Sons holding the majority stake of 51 per cent in the company and SIA holding the remaining 49 per cent.



  • At present, RADA can scan Boarding Passes and provide information on Departure Gates, Weather Conditions of Destination City and Real Time Flight Status.

NEW DELHI: Now, robots may soon greet you at Indian Airports. The first such use of Artificial Intelligence (AI) has been made Tata Sons-Singapore Airlines JV Airline Vistara which will station ‘RADA’ — a robot that uses AI to assist customers, address their queries and entertain them — at its Delhi Airport Terminal 3 lounge from July 5 2018.

“The robot is aimed at helping the airline offer a seamless experience and an ‘intuitively thoughtful’ on-ground service to its customers… During its initial stage, RADA will be placed at Vistara’s Signature Lounge at Delhi Airport’s Terminal 3 from July 5, 2018, to assist customers using the lounge before they board their flights. ‘RADA’ will be further developed over a period of time in terms of functionality and features for future use cases, after gauging customer feedback,” Vistara said in a statement.

At present, RADA can scan boarding passes and provide information on departure gates, weather conditions of destination city and real time flight status. “It greets customers and interacts with them using basic hand movements, and is capable of moving around in the lounge on predefined pathways. Additionally, it can engage with kids and adults alike by playing games and other multimedia content such as songs and videos,” the airline said.

Vistara CEO Leslie Thng said: “With RADA, we aim to change the way people interact and fly with an airline. We will be developing ‘RADA’ based on customer feedback and equipping it with the most effective features in the time to come. Our steadfast focus remains to be on delighting customers across all touch points, and we’re confident that ‘RADA’ will help us take the ‘new feeling’ to the next level.”

RADA has been conceived, designed and engineered by a team of technology experts and apprentices from Tata Innovation Lab with support from students of reputed institutions. The “Made in India” robot is built on a chassis of four wheels, enabling it to rotate 360 degrees, and has three in-built cameras for cognitive interaction.

Vistara Chief Information and Innovation Officer Ravinder Pal Singh said: “It was a realisation that the talented, young employees engaged in ground services, gain immense customer service experience on the job, but the limited scope of their routine work could challenge their true potential…. we thought of inventing a robot that can help us enhance customer experience by gradually taking over the routine, mundane tasks. The basic premise of the thought was to develop a simple and extremely cost-effective practical robot that can engage in basic human interaction to begin with, and can further be developed to perform more complex tasks…”

Airlines to oppose Aviation Ministry’s draft proposal on rights of Air Passengers: Report

NEW DELHI : Days after the Civil Aviation Ministry came out with its draft proposal defining the rights of air passengers, the airlines are up in arms against several new norms which they say may lead to expensive air fares.

According to our report, domestic carriers are opposed to the new rules which involve relaxation in cancellation charges and a fatter compensation to the passengers for lost and damaged baggage.

“The government has to decide whether it wants to treat aviation as a luxury sector or wants to take it to the common man. Airfares in India are already at some of the lowest levels in the world. Yields are badly hit. At this level, such rules will have a massive impact,” quoted an executive at a full-service carrier as saying.

The development could throw a spanner in the works of government’s latest move to safeguard and empower flyers in case of flight delays, cancellations and other forms of inconveniences caused by the airlines.

The ministry, in its draft proposal, had capped the cancellation charges. Under the proposed rules, such charges would have never exceeded the basic fare plus fuel surcharge in any circumstance.

Currently, each airline follows its own cancellation policy. For instance, market leader IndiGo takes a minimum of Rs 3,000 on cancellations. GoAir charges Rs 2,950 for cancellations beyond two hours of departure. The step will certainly benefit passengers who are flying on shorter routes as fares on short-haul flights are lower than the current cancellation charges of the airlines.

Though some full service carriers like Vistara and Jet Airways already allow passengers to make free modification or cancellation within 24 hours of booking a ticket, the proposal seeks to make this a norm for all carriers.

But what comes out as a major sore point for airlines is the proposed change in compensation for loss and damage of a baggage. “If a passenger loses a bag, compensation will be paid at the rate of Rs 3,000 per kg. For damaged baggage, the payment will be Rs 2,000 per kg. This will lead to a scam. A passenger will have another passenger collect his bag and claim it as lost. There is no way to check. The loss compensation proposed is 10 times that of what a passenger has to pay for excess baggage,” a senior executive at a low-cost carrier told the daily.

According to the draft proposal, in case of a delay of more than 4 hours, the airlines have to offer full refund of ticket to the passenger. Also, if the delay involves the flight to fly on the next day, the airlines have to offer free hotel accommodation.

A look at the key pressure points for India’s aviation sector

These are interesting times for India’s aviation industry. All kinds of news are making headlines. The resignation of Indigo CEO Aditya Ghosh sent its stock tumbling.

GoAir is suing former CEO Wolfgang Prock-Schauer over data theft. The promoter of defunct Kingfisher, Vijay Mallya, has been declared a fugitive. Rumblings at Jet Airways signal that Etihad (owner of 24% equity) might exit the company by this year-end.

Almost all airlines, barring Spicejet, have shuffled their top deck in the past one year. And an expat wave is sweeping through the corner rooms. To top it all, the government’s move to disinvest Air India is being keenly watched.

All this is happening when India’s aviation sector has been experiencing good times. Passenger traffic growth has been robust. A long run of low crude oil price has helped airlines, especially low-cost carriers, improve their financial health. Aircraft orders look robust. Some, like Indigo, are readying for a big long-haul international play, which will also be more profitable.

Dark clouds, though, are gathering on the horizon. Rising crude oil prices, the dollar strengthening against the rupee and clogging at airports with inadequate infrastructure will create headwind for the industry.

Internally, unique undercurrents at each of the leading airlines are creating a state of flux at multiple levels. Here is a guide to making sense of the headlines.

The Expat Factor
A quarter of a century after the aviation industry was opened up, the sector’s fetish for expats remains intact. GoAir was till recently headed by an Austrian, Wolfgang Prock-Schauer. Jet Airways CEO Vinay Dube is an expat of Indian origin, while his predecessor was an Australian.

Vistara is headed by Leslie Thng. Indigo, which till recently had homegrown Aditya Ghosh as CEO, has also joined the expat rush, with a bunch of expat CXO announcements, including Gregory Taylor of United Airlines.

Newly liberalised sectors often lean on expats CXOs in the beginning, but steadily replace them with homegrown leaders. Why is aviation an outlier? Insiders and experts offer multiple reasons. Public sector undertakings have been a good source to pick top talent in the first flush of liberalisation. So several sectors were able to hire from these organisations and the reliance on expats was limited.

Air India’s sub-par talent at the top has failed to make the cut. It is also true that the aviation sector, operating on thin margins, has mostly leaned towards hiring mediocre and cheaper talent. Hence, grooming CXOs inhouse is difficult.

Air India’s sub-par talent at the top has failed to make the cut. It is also true that the aviation sector, operating on thin margins, has mostly leaned towards hiring mediocre and cheaper talent. Hence, grooming CXOs inhouse is difficult.

The government still takes key decisions such as tariffs, flying rights, flight slots and parking bays. Managing New Delhi is a critical part of the CXO’s job. This makes “environment management” skills more important, making it unattractive for top professionals.

Reshuffle at the Top Deck
Almost all leading airlines in India, barring Spicejet, have shuffled their top deck in the past one year. Amar Abrol just stepped down as AirAsia India CEO. Prock-Schauer quit as CEO of GoAir to join Indigo. And then there was the abrupt resignation of Indigo’s Ghosh.

Last year, Jet Airways brought in Vinay Dube and Vistara brought in Thng. Air India appointed Pradeep Singh Kharola as CMD in 2017, the third appointment to the post in three months. Shuffling of top deck typically signals tough times. In 2014, when the automobile industry was facing sluggish sales, almost all major companies in the sector had shuffled their top deck within 20 months.

But this has not happened in aviation. A different set of dynamics engineered the reshuffle at airline companies, say industry watchers. For example, the shuffle at Indigo had more to do with a strategic reset at the company for bigger growth and global expansion. Abrol’s reportedly was for performance reasons.

Jet Airways, whose CEO Cramer Ball quit in 2016, was managing with two acting CEOs before Dube was appointed in 2016. Prock-Schauer’s exit was a part of the merry-goround story of expats jumping jobs, say experts.


The Indigo Story
India’s largest and most profitable airline has hit an air pocket. Last month, Aditya Ghosh abruptly quit as CEO after a decade. Tell-tale signs had been showing up for some time. The airline had announced a string of expat appointments — Greg Taylor, Prock-Schauer, Willy Boulter, Michal Swiatek — in the recent past.

Stories of how rude Indigo crew were and reports of the airline’s court tussle over the right to use a terminal in Delhi brought bad press. The fall in stock price after Ghosh’s resignation made analysts raise a range of concerns, including a dip in profitability.


There are multiple theories as to what is going on inside Indigo, seen until now as India’s most efficiently run airline.

Historically, key decision-making areas were clearly marked out at the airlines. Co-founder Rakesh Gangwal, an aviation veteran, took all strategic decisions such as fleet strategy and network planning.

Co-founder Rahul Bhatia oversaw the operational aspects, including managing the “environment”. Ghosh focused on building relationships within the organisation. Then came the resignation and expat appointments. Experts say Indigo is readying for the next wave of growth, especially the more profitable long-haul global destinations. It will begin to take deliveries of wide-body aircraft later this year. “They are preparing for a large international play,” says Kapil Kaul, CEO (India, Middle East) of CAPA. Besides the sectoral headwind, two Indigo-specific issues worry analysts.

While airfares in tier-1 trunk routes had faced pricing pressure due to increased competition, prices remained relatively firm in tier-2 and -3 sectors (where Spicejet has a firm grip). Indigo will be hit badly because of this. Its dividend announcements, too, is raising governance concerns. The market is also factoring in Indigo’s handicaps in negotiating profitable aircraft lease agreements as oil price rises.

Turbulence Ahead
Airlines in India have had a good run for the last few years. Doubledigit growth in passengers for 42 months had made it the world’s fastest-growing aviation market. By 2020, India is tipped to be the third largest aviation market, after the US and China. The financials of airlines have also improved.

This is welcome news in a capex-heavy industry that operates on thin margins and is often roiled by crude oil prices and adverse dollarrupee movements. Top players, especially the lowcost carriers (LCCs) have reported a profit, except AirAsia. CAPA, an aviation sector consultancy firm, estimates that aggregate profit of LCCs in 2017-18 would stand at an impressive $450-500 million. Full-service carriers (FSCs), like Air India and Vistara, are expected to report losses of $825-850 million.Then there will be some like Jet Airways, which might post a small profit.

But dark clouds are gathering on the horizon. Rising crude oil prices make aviation turbine fuel expensive, and this is a major part of the operating expense. A strengthening dollar against the rupee adds to this pressure. Over 60% of the sector’s expenses are denominated in the foreign currency.

“A triple whammy of rising crude oil prices, falling rupee and congested metro airports will continue to hurt the aviation sector,” says Amber Dubey, partner and India head of aerospace and defence at KPMG.

Though passenger traffic is going up, clogged airports will hamper airlines from catering to demand. Airlines, especially those focused on tier-1 sector (Delhi, Mumbai, etc), and the 12 trunk routes will feel the most pain.

Increasing airfares to improve margins or meet the demand will be difficult because, experts say, passenger traffic in the busiest sectors tapers the moment airfares go beyond Rs 5,000. Today, 46 domestic airlines operate in India. Experts see consolidation in the next five years. Tighten your seat belts for the ride might get rough.

What About the Maharaja?
Airlines is in Tata Son’s DNA. Chairman of the group JRD Tata started Tata Airlines in 1932; it was made a public limited company and renamed Air India in 1946. The Tata group’s chairman emeritus, Ratan Tata, has been the driving force behind the group’s airlines plans.

Tata Sons Executive Chairman N Chandrasekaran had said the group was looking at buying Air India, which the government is looking to sell-off. The terms of the deal have put off several suitors.

There were reports that the Tatas might not buy the airline as some in the group say it might be a drag on the company. But some are still counting on the group’s aviation connect and Ratan Tata’s aviation passion. Almost everyone is hoping the government will make the deal more compelling and will remove the debilitating conditions for a sale.



Vistara becomes member of International Air Transport Association

Vistara, the joint venture carrier between Tata Sons and Singapore Airlines, Thursday said it has become a member of the International Air Transport Association (IATA), a global body of 280 airlines.

“In September 2017, Vistara successfully completed the IATA Operational Safety Audit or IOSA, cementing its commitment to safety. The audit, a pre-requisite for an IATA membership, confirms Vistara’s compliance with internationally approved aviation safety standards across multitudinous parameters in operational management and control systems. The membership will further enable Vistara to collaborate with other international member airlines for codeshare and interline agreements, and provide a seamless travel experience through an extended global network to travellers to and from India,” the airline said in a statement.

National carrier Air India and Jet Airways are the only two other Indian airline members of IATA.


Civil Aviation Ministry could have a re-look into the high compensation

New Delhi: The Civil Aviation Ministry could have a re – look into the draft citizen charter that has proposed to increase compensation to Rs 20,000 for passengers who miss connecting flights due to cancellation or delays, in the wake of stiff opposition from some airlines to the provision, sources indicated today.

The charter has also proposed abolishing penalties on ticket modifications done within 24 hours of booking.

The sources said the charter is expected to be discussed threadbare during a meeting of the ministry with the airlines and other stake-holders on May 1

“There have been objections and we are studying them. During the meeting, we will try to find a way out which is beneficial both to the passengers as well as the airlines,” the sources said.

The collective apprehension is that the increase in compensation could see a spike in air fares, thus negating the benefits accrued to passengers from increasing the compensation, they said.

The citizen charter, which would be put in public domain, has proposed a compensation which could go up to Rs 20,000 for missing connecting flights due to cancellation or delays in the initial journey.

The Federation of Indian Airlines (FIA), comprising carriers such as IndiGo, SpiceJet, Go Air and Jet Airways with 80 per cent of the market share, has expressed fears that increase in compensation could affect the financial viability of the airlines.

As per the draft citizen charter, in case of denial of boarding, the compensation could be Rs 5,000 as such instances have seen a sharp rise in the recent past.

Civil Aviation Secretary R N Choubey had earlier said that the easy-to-understand passenger charter would mention all entitlements of an air traveller as the existing regulations of the Directorate General of Civil Aviation, the aviation watchdog, with regard to compensation were not passenger-friendly

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