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Name: AIR INDIA REGIONAL
7JetSet7 Code: ALX
Status: Operational
Region: ORIENT
City: NEW DELHI
Country: INDIA
Employees 750
Web: allianceair-india.com
Email: sinha@gems.vsnl.net.in
Telephone: +91 (11) 2569 6327
Fax: +91 (11) 2567 5718
Sita:
Background
(definitions)

Click below for data links:
ALX-LOGO
ALX-NEWSAPR04

FORMED AND STARTED OPERATIONS IN 1996. FORMERLY "ALLIANCE AIR." REGIONAL, SCHEDULED, PASSENGER, JET AIRPLANE SERVICES.

ADDRESS
DOMESTIC ARRIVAL TERMINAL, 1ST FLOOR
INDIRA GHANDI INTERNATIONAL AIRPORT
PALLAM, NEW DELHI 110 037, INDIA

INDIA (REPUBLIC OF INDIA) WAS ESTABLISHED IN 1947, IT COVERS AN AREA OF 3,287,590 SQ KM, ITS POPULATION IS 970 MILLION, ITS CAPITAL CITY IS NEW DELHI, AND ITS OFFICIAL LANGUAGES ARE HINDI AND ENGLISH.

NOVEMBER 1996: TO MUMBAI, BHOPAI, BHUJ, COCHIN, GOA, GWALIER, INDORE, JAIPUR, JAMNAGAR, JODHPOUR, MANGALORE, AND UDAIPUR.

2 737-2A8 (22283, 85), EX-(IND). PLANS TO ACQUIRE REMAINING 12 (IND) 737-2A8'S.

MAY 1997: NOW HAS 4 737-2A8'S, (IND) LEASED.

OCTOBER 1997: VINOO KASHYAP, CHAIRMAN, STATED PLANS TO PHASE
OUT 737-200'S NEXT YEAR, AND ACQUIRE 737-600'S, A319'S, OR MD-95'S.

FEBRUARY 1998: PLANS TO LEASE +5 737-200'S (4/ - 9/98).

APRIL 1998: FORMER INDIAN AIRLINES (IND) 737-2A8'S, NOW OWNED BY (ALX): (22862; 22863; 22880; 22883; 22884; & 22885).

JULY 1998: ACCDT: DORNIER 28-201 (075) CRASHED INTO BUILDING OF (INS) GARUDA, AFTER TAKEOFF FROM KOCHI = ALL 3/3 FATALITIES +3 KILLED ON GROUND.

OCTOBER 1998: DOMESTIC FARES INCREASE 11.2%.

S K JAIN, DEPUTY DIRECTOR ENGINEERING, EX-GENERAL MANAGER ENGINEERING INDIAN AIRLINES (IND).

DECEMBER 1998: GOVERNMENT APPOINTS J R D RAO, MANAGING DIRECTOR, REPLACING VINOO KASHYAP.

SEPTEMBER 1999: PLANS FOR +4 737-200'S FOR THIS WINTER. NOW HAS 12.

NOVEMBER 1999: S K JAIN, EXECUTIVE DIRECTOR ENGINEERING, TRANSFERRED TO (IND), AND REPLACED BY AMALESH NANDA.

APRIL 2000: (http://www.allianceair-india.com).

(aaslmd@del2.net.in).

JULY 2000: ACCDT: 737-2A8 (671-22280, /80 44 50, VT-EGD) CRASHED BEFORE LANDING AT PATNA AIRPORT, INDIA = 6/46 FATALITIES OF 6/52, + 6 FATALITIES ON GROUND.

1999 = 1.44B RPK (TRAFFIC); 65.4% LF (LOAD FACTOR); 8.15 MILLION FTK (FREIGHT TRAFFIC); 1.88 MILLION PASSENGERS (PAX).

PLANS TO LEASE 5 737-300'S, BY 10/00. LATER, PLANS CHANGED TO ACQUIRE 737-200'S.

NOVEMBER 2000: ALLIANCE AIR (ALX) IS A WHOLLY OWNED SUBSIDIARY, OF (IND), WHICH WAS CREATED TO USE CONTRACT LABOR. (ALX) PROVIDES ALL THE PILOTS FOR (IND), AND (ALX). (IND) DOES ALL MAINTENANCE, HEAVIER THAN AN "A" CHECK. AS A RESULT OF THE (ALX) ACCIDENT, THE COURT OF ENQUIRY HAS RECOMMENDED THAT THE PLANNING, ENGINEERING, & QUALITY CONTROL FUNCTIONS, FOR ALL (IND)/(ALX) 737'S BE UNDER ONE ROOF. (IND)/(ALX) THUS PLAN TO MOVE THESE FUNCTIONS TO (ALX).

December 2002: 1st ATR42 service Kolkata - Guwahati - Dimapur - Agartala in the North-East sector.

2 ATR 42-300's (356, VT-ABD; 392, VT-ABB), ATR leased.

July 2003: 737-2A8 (899-22860, VT-EHE) leased to Indian Air Force.

April 2004: Indian Airlines (IND) plans to lease 5 A319's for Alliance Air (ALX) and 6 A320's for mainline operations.

November 2004: 750 employees.

(Telephone: +91 11 25 67 24 58). (FAX: +91 11 25 67 12 01).

August 2005: F 100 (11357, VH-FKD) delivery.

November 2005: Indian state-run oil companies reduced the price of aviation turbine fuel by -1.85% effective November 1 due to the drop in international oil prices, Newindpress reported.

The conversion of ex-Alliance Air (ALX) 737-200s into freighters in a phased manner, will take care of the operations of the new freighter hub at Nagpur.

December 2006: Alliance Air (ALX) is a low-cost subsidiary of Indian (IND), operating 350 weekly flights to 44 domestic destinations.

Employees = 750.

(IATA) Code: CD - 296. (ICAO) Code: LLR - ALLIED.

Parent organization/shareholders: Indian (IND) 100%.

February 2007: Indian government ministers approved the merger of Air-India (AIN) and Indian Airlines (IND). The next stage is final approval at a cabinet meeting next month, and Civil Aviation Minister, Praful Patel told media he expects approvals to be completed by the end of March. According to sources, the name and head office of the new airline are yet to be decided, but what has been approved is a structure around six business units. These are expected to be Passenger, Cargo, Ground Handling, Low-cost Air Services, Maintenance, Repair & Overhaul (MRO) and Allied Businesses, including Information Technology (IT), In-flight Entertainment, and Catering. According to the "Economic Times," low-cost subsidiaries Air-India (AIN) Express and Alliance Air (ALX) also will be merged.

Five 737s will be converted to freighters to form the fleet of a new cargo airline to be established following the proposed merger of Indian (IND) and Air-India (AIN).

March 2007: The India Ministry of Civil Aviation granted approval to Alliance Air (ALX), Jet Airways (JPL), Deccan Aviation (DCC), Sahara Airlines (SAQ), Kingfisher Airlines (KFH), Paramount Airways (PAT), and Indus Airways (IDU) to acquire and operate foreign manufactured airplanes with fewer than 80 seats. Airlines in India are exempt from landing fees for planes with fewer than 80 seats.

The ministry announced that the new Bangalore International Airport will open April 2.

May 2007: The Indian government made seat assignments compulsory for all domestic airlines. The Office of the Director General of Civil Aviation said it was imposing the regulation "in order to ensure correct loading of airplanes and keeping the center of gravity of the airplane within limits at all times during flight."

SITA said it is working with Airports Authority of India (AAI) to deploy an additional 17 (VHF) ground stations at the nation's airports, enabling Indian airlines and (AAI) to exchange real-time data with airplanes and allowing "increased safety and efficiency of operations." This will bring SITA's Aircom network in India to 23 stations.

October 2007: Ceased operations. Merged into Air-India Express (AIN) operations.

March 2008: The Indian economy, not terribly dependent on trade, grew +5% last quarter.

Rajiv Gandhi International Airport in Shamshabad near Hyderabad commenced commercial operations. The facility, developed by the GMR Infrastructure-Hyderabad International Airport consortium, is India's first airport built under a private-public partnership model. Capacity is 12 million passengers annually, and it is the nation's first airport capable of handling an A380.

May 2009: Air India (AIN) parent, National Aviation Company of India named Karnataka state government Infrastructure Development Department Principal Secretary, Arvind Jadhav as its Chairman & Managing Director replacing Raghu Menon. Ministry of Civil Aviation Joint Secretary & Financial Adviser, Bharat Bhushan had held the post on an interim basis.

June 2009: Air India (AIN)/(IND) said Chairman & Managing Director, Arvind Jadhav has "requested" all executives at the General Manager level and above to "voluntarily forego" their salaries and incentive payments in July. (AIN)/(IND) said it would defer employee checks by two weeks until July 15.

July 2009: Indian Civil Aviation Minister, Praful Patel said the government is strongly considering providing a INR25 billion/$512 million capital injection to Air India (AIN)/(IND). "We want to infuse equity," he told "Bloomberg News." "Air India (AIN)/(IND)'s equity base is very low." (AIN)/(IND) parent National Aviation Company of India reportedly owes INR5.99 billion to Airports Authority of India and another INR5.42 billion to oil companies. Patel previously has said (AIN)/(IND)'s management will be reorganized, with a new COO to be added along with seven new independent directors. He said that (AIN)/(IND) eventually would go public, at which point it would pay back the "soft loans" it will receive from the government. He added that the carrier will seek deferments on loans from banks, return some leased airplanes and defer or cancel airplanes on order, according to "Bloomberg."

He assured that (AIN) would not cut workers, though some employees may be reassigned. Additionally, the government is reviewing whether to allow foreign airlines to buy significant stakes in Indian carriers as a way to bring new capital into the country's ailing air transport market.

August 2009: Air India (AIN)/(IND) parent, National Aviation Company of India (NACIL) said in a Draft Restructuring Plan that over the next nine months it plans to "enhance [its] focus on [developing a] Low Cost Carrier (LCC) for high-density domestic/international routes" along with an "aggressive route restructuring" and intends to create subsidiaries for its Maintenance Repair & Overhaul (MRO), ground handling and cargo operations. Within 18 - 36 months (NACIL) said it expects "profitable growth" and hopes to spin off "non-core businesses" and prepare for an Initial Public Offering (IPO). The company is seeking government aid.

Air India (AIN)/(IND) employees represented largely by the Air Corporation Employees Union (ACEU) and the Aviation Industry Employees Guild continued with a hunger strike in protest of planned wage cuts. An (AIN)/(IND) spokesperson told "The Economic Times," "We have a well formulated contingency plan and have deployed additional manpower to ensure smooth operations." Some 20,000 employees, or about two-thirds the carrier's workforce, reportedly are involved. (ACEU) General Secretary, J B Kadian said (AIN)/(IND) management "is delaying and ignoring us. It is also reducing our salaries to half." The "International Business Times" reported that (AIN)/(IND) plans to cut productivity bonuses by up to -50%. Those payments comprise one-third to one-half of many employees' take-home pay and cost (AIN)/(IND) approximately $300 million in 2008, the paper said. Talks between management and union representatives reportedly broke down.

September 2009: Air India (AIN)/(IND) said it presented its turnaround plan to the government's Committee of Secretaries and that, "while appreciating the various measures taken by (AIN)/(IND), the committee felt that in some areas more aggressive cost reduction measures were required to be adopted and the company also needs to examine its strategic position with respect to its shareholders' objectives." (AIN)/(IND) said the committee directed the Ministry of Civil Aviation, in consultation with the Ministry of Finance, to present a loan or bailout proposal to the cabinet. Indian media cited several sources indicating that the government will provide some INR50 billion/$1.01 billion in aid over the next three years as long as (AIN)/(IND) continues to cut costs.

January 2010: Indian airlines carried 44.5 million passengers in 2009, up +7.9% from the prior year, the Ministry of Civil Aviation reported. Fourth-quarter traffic soared +30.5% year-over-year to 12.5 million passengers and December traffic rose +34.8% to 4.5 million.

Jet Airways (JPL) (17.9%) and JetLite (SAQ) (7.5%) led all companies in full-year market share with a combined 25.4%, followed by Kingfisher Airlines (KFH) at 23.9% and Air India (AIN) with 17.5%. IndiGo (IGO) (13.9%) and Spicejet (ROJ) (12.4%) rounded out the top five. Indian carriers cut capacity during the first half of 2009 but registered year-over-year increases in both (RPK)s traffic and (ASK)s capacity in each of the year's last six months.

December (RPK)s rose nearly +40% over the year-ago month, with average load factor surpassing 80% LF owing to the peak season. IndiGo (IGO) posted a 90% LF load factor for the month, with Jet (JPL) posting the lowest figure at 78.2% LF.

India's airlines transported 43.8 million passengers on domestic routes in 2009. Kingfisher (KFH) led the way with a 23.9% share equal to 10.5 million passengers, followed by (JPL) at 17.9% and (AIN)/(IND) at 17.5%.

January 2010: Air India (AIN)/(IND) announced a loss of -INR14.74 billion/-$316.8 million in its fiscal third quarter ended December 31, 2009, a +9.7% improvement from the -INR16.32 billion deficit reported in the year-ago period.

It cited a +24.8% increase in passenger numbers to 3.2 million and a +14.4-point surge in load factor to 69.7% LF, as drivers of the improvement. Revenue rose +3% to INR38.52 billion, a "modest" performance resulting from "low yields on both the domestic and international routes due to market conditions," and operating loss narrowed -25% to -INR8.64 billion from -INR11.52 billion in the three months ended December 31, 2008.

Also, the Indian Ministry of Civil Aviation released a statement saying it "has no move afoot for the [Air India-Indian Airlines (AIN)/(IND)] de-merger. The merger was a carefully thought out process and a collective decision of all agencies of the government of India." Members of parliament had criticized the merger, blaming the move for the carrier's heavy losses. The Parliamentary Standing Committee on Transport, Tourism and Culture even recommended that the old airlines operate separately and independently under the National Aviation Company of India umbrella.

According to "The Hindu," ministers are scheduled to meet February 3 to discuss injecting an additional +INR12 billion into (AIN)/(IND). It already has received INR8 billion.

February 2010: The Indian government announced final approval of an INR8 billion/$173.7 million equity infusion into Air India (AIN)/(IND) parent, National Aviation Company of India, with the release of the funds "calibrated to the achievement of milestones laid down by the [cabinet]" including a -28% fleet reduction.

The government said the equity "would not only ease the cash flow situation of the company but would also preclude borrowings from the markets at a high cost." (AIN)/(IND) lost -INR14.74 billion in its fiscal third quarter ended December 31 and "is currently facing severe financial losses . . . compounded by its costly legacy assets, weakening revenue stream and high cost structure." It said (AIN)/(IND)'s operating loss through the fiscal first half was -INR2.03 billion. The government said (AIN)/(IND) has agreed to a INR19.11 billion cost reduction program for the year ending March 31.

In addition, it will reduce its fleet from 146 airplanes to 105 by March 2011. Twenty-two already have been pegged for departure through lease, sale or their return to a lessor, which will result in annual savings of -INR2 billion in maintenance and inventory costs, -INR4 billion in fuel costs and "efficiency gains" and -INR3 billion in employment expenses. Additional manpower reductions will save -INR1.13 billion.

Another INR5.63 billion will be saved this year through route rationalization, a reduction of overlap between (IND) and Air India Express (AXB) and of positioning flights and replacement of six 747s. The government said (AIN)/(IND)'s network "will focus on profitable hub operations, leveraging partners for efficiency like [Delhi's new Terminal 3] and the Star (SAL) Alliance." The INR8 billion in funding will occur in two installments of INR4 billion each.

June 2010: Goa, India, is to have a new international greenfield airport at Mopa, giving it two airports. The airport will be constructed by the state government on a build-own-operate-transfer basis. A request for proposals will soon be released to international players. A study conducted by the International Civil Aviation Organization (ICAO) says it is possible to operate both Dabolim Airport and the new one with equitable distribution of traffic between them. The (ICAO) study concluded that even after the expansion, the Dabolim Airport will be saturated by 2013. It has therefore been decided that the present Dabolim Airport at Goa will not be closed to meet the requirement of increased inflow of air traffic more efficiently, and should result in balanced development of the entire state, says the government.

The Ministry of Civil Aviation forecasts +12.5% annual growth in passenger numbers in India for the next decade, suggesting that Indian airport capacity must double every six years. Airport investment in the next five years will total 400 billion rupees/$8.5 billion, about three-quarters of which will be in developments financed by both the public and private sectors, according to the Committee on Infrastructure.

Indira Gandhi International Airport has a design capacity of about 18 million passengers per year, which will rise to 60 million with the opening of a new terminal this year. The ultimate capacity is intended by 2026 to reach 100 million, which is more than any airport is currently handling anywhere in the world.

December 2010: India's Ministry of Civil Aviation reported that India's airlines carried +18.9% more domestic scheduled passengers in the first 11 months of 2010 compared to the corresponding period in 2009. As of November 30, Jet Airways (JPL) mainline had the highest share of the fragmented Indian domestic market at 19.2%, followed by Kingfisher (KFH) at 19.1%, IndiGo (IGO) at 17.3%, Air India (AIN)/(IND)/(AXB) at 17.1%, Spicejet (ROJ) at 13.2%, (JPL) affiliate JetLite (SAQ) at 7%, and Go Air (GOZ) at 6.9%, the ministry stated.

March 2011: Air India (AIN)/(IND) (COO) Gustav Baldauf resigned following controversial comments made about the Indian government's role in (AIN)/(IND), according to multiple news reports from India. The Austrian native, who became the first to hold the (COO) title in the airline's history when he joined last April, told "The Indian Express" in an interview that the Indian government "should not be involved in day-to-day [(AIN)/(IND)] operations" and was "too prominent" in (AIN)/(IND) decision-making. According to the reports, airline management deemed the comments out of bounds for an (AIN)/(IND) executive.

The departure of the (COO) is not the only sign of tumult at the struggling carrier — - (AIN)/(IND) also faces a potential strike by former Indian Airlines (IND) pilots (FC) beginning March 9. In a letter to employees sent March 3, (AIN)/(IND) Chairman & Managing Director, Arvind Jadhav did not reference the (COO)'s departure but expressed concern over the looming strike by the Indian Commercial Pilots Association.

"It is time for all of us to strive and work towards a growth path which would take the company out of its present difficulties and strengthen the hands of the [Minister of Civil Aviation] to resolve various issues amicably," he said. He also cited the airline's progress in its restructuring and integration of (AIN) and (IND), including "making operational profits since November 2010."

May 2011: Air India (AIN)/(IND) said that nearly 90% of its domestic flights have been disrupted as the pilot (FC) strike wears on, forcing (AIN)/(IND) to “substantially curtail” its domestic flights through May 6. (AIN)/(IND) said it would press into service its wide body airplanes to “minimize the impact on the disruption of flights.”

However, (AIN)/(IND) said its regional operations and long-haul routes to/from the USA, UK, Europe, South East Asia (Japan, Korea, Hong Kong), China and the Gulf are operating as scheduled.

A portion of (AIN)/(IND) pilots (FC), represented by the Indian Commercial Pilots Association went on strike April 27 claiming Air India, which merged with Indian Airlines in 2007, has not addressed their complaints about a lack of pay and work condition parity with pre-merger Air India pilots (FC) and foreign pilots (FC) hired by Air India.

June 2011: Domestic Indian traffic data published by their regulatory authority the (DGCA) for January - May showed a +18% increase with market share of: Jet Airways (JPL) 26%; Kingfisher Airlines (KFH) 20%; IndiGo Airlines (IGO) 20%; SpiceJet (ROJ) 14%; Air India (AIN)/(IND)/(AXB)/(ALX) 13%; and GoAir (GOZ) 7%.

March 2012: To overcome its airline industry's serious financial difficulties, India needs a more coherent aviation policy that creates conditions under which carriers can be more successful, according to (IATA) (ITA) Director General & (CEO), Tony Tyler.

Speaking in Hyderabad at the India Aviation 2012 conference, Tyler mapped out India's civil aviation potential. "Let's do some simple math," he said. "If India’s 1.17 billion people traveled at the same frequency as do Americans, a market of 2.1 billion travelers would be created. But even if they only traveled one-third as much, India would have an air travel market of about 700 million - - rivaling that of the USA.

"There is no doubt that India is a market with big potential and that aviation could be a much more significant contributor to the Indian economy. But there are no guarantees that this will occur without well-coordinated policy measures."

He pointed to the "major hurdles" facing Indian carriers. "Air India (AIN)/(IND) (the national carrier) is being sustained on life support of state aid," Tyler said. "The difficulties at Kingfisher (KFH) are well known. And the sector as a whole is not generating the sustainable profits that one would expect from such a large high-growth market."

The Indian government could improve the country's airlines' prospects through several initiatives, he told the conference. For starters, taxes on airlines are too high, he asserted. "All [airplane] fuel [in India] is subject to an 8.24% excise duty," Tyler said. "Then domestic flights face state fuel taxes of up to 30%. The result is destroying the competitiveness of Indian airlines."

Second, he said, airport infrastructure needs to be modernized where necessary. "Where we see value and a clear return on investment, airlines are willing partners in developing infrastructure capabilities," he added. Third, airport charges should be lowered, he said.

Finally, Tyler pushed for India to end its restriction on investment in Indian carriers by foreign airlines. But he warned that "allowing foreign airlines to invest in Indian aviation is not a panacea [because under the current regulatory environment] the odds are stacked against any investor making a positive return on investment in the Indian aviation sector."

February 2014: Air India (AIN)/(IND) incurred a loss of -Rs 39.89 billion/-$666 million for 2013 - 2014 on revenues of Rs 202.59 billion. This was an improvement over 2012 - 2013, when the airline lost -Rs 54.90 billion after earning revenues of Rs 242.48 billion, according to an announcement made by Minister for Civil Aviation, Ajit Singh in Parliament. (AIN)/(IND) is unlisted and does not share its performance numbers every quarter.

(AIN)/(IND)’s losses have been coming down steadily over the past three years, but debt remains a matter of concern. Outstanding debt stood at Rs 260 billion and working capital loans were about Rs 211 billion, the Minister said.

As a result of high interest costs, Air India (AIN)/(IND)’s total earnings in 2013 - 2014 were Rs 202.59 billion, while expenses were Rs 242.48 billion. (AIN)/(IND) has received equity support of Rs 122 billion from the Indian government. This is part of a capital infusion of Rs 302.31 billion that was committed to the airline, provided it met performance benchmarks. (AIN)/(IND) carried 14.05 million passengers in 2012 - 2013, the Minister said.

Elaborating on various steps taken by (AIN)/(IND) to shore up its profitability, he said the induction of new airplanes on domestic and international routes has led to a fall in operational and maintenance costs. The Air India group (which comprises the main airline, low cost carrier (LCC) Air India Express (AXB) and regional carrier (Alliance Air)/Air India Regional (ALX)) has a fleet of 128 airplanes, of which 37 are on lease. The rest are owned by the airline.

Air India (AIN)/(IND) is slated to join the Star (SAL) Alliance later this year.

July 2014: Air India (AIN)/IND) officially joined the Star (SAL) Alliance this month. (AIN)/(IND) Chairman & Managing Director, Rohit Nandan announced that now (AIN)/(IND) is formally integrated into the Star (SAL) Alliance network, “our entire European operations, Asian Operations, [and] Pacific operations shall be through the 787 Dreamliner.”

Air India (AIN)/(INDd) officially joined the Star (SAL) Alliance on July 11th, opening the world’s fifth-largest aviation market to the other 26 member airlines comprising the (SAL) Alliance network. The government-owned airline will be the first Indian carrier to join a global alliance.

At noon, with a Bollywood-referencing “lights, camera, action” flourish, a huge red curtain dropped at Indira Gandhi International Airport’s Terminal 3, revealing an Airbus A320 SEE PHOTO - - "AIN)/IND-A320-STAR ALLIANCE-2014-07" painted in the Star (SAL) Alliance livery, as (AIN)/(IND) Air India Chairman & Managing Director, Rohit Nandan and the Star (SAL) Alliance (CEO), Mark Schwab walked the red carpet out onto the tarmac to greet (AIN)/(IND) flight crew (FC) members and fellow (SAL) Alliance executives descending the A320's passenger stairs.

The day culminates a seven-year process for (AIN)/(IND). It will add nearly 400 daily flights and 50 domestic Indian destinations to the (SAL) Alliance network. (AIN)/(IND) is the first Indian airline to be inducted into the group and is its 27th member.

“New destinations include the industrial hubs of Aurangabad and Vadadora; [pharmaceutical production hub] Indore; textile and engineering center Coimbatore, and Jamnagar, India’s ‘oil city’,” Air India (AIN)/(IND) said.

Air India (AIN)/(IND) said the biggest growth will come from its home market, which had been served by 13 (SAL) Alliance members flying to ten destinations, holding a 13% market share. The addition of (AIN)/(IND) to the (SAL) Alliance will increase the (SAL) alliance’s market share in India to 30%.

Air India (AIN)/(IND)’s primary hub is located in Delhi, with its major secondary hub situated in Mumbai. (AIN)/(IND) had 95 airplanes in its fleet (one of the youngest in the industry, with an average age of four-and-a-half years) which includes a mix of wide body Boeing 777s, 747s, 787 Dreamliners, Airbus A330s, A321s, A320s and A319s.

January 2017: CRJ701ER (10029, VT-RJE), ferried Delhi to Keflavik for lease return.

May 2017: News Item A-1: Dubai Aerospace Enterprise (DAZ) signed long-term lease agreements May 1 for 10 ATR 72-600 regional turboprops with Air India (AIN)/(IND) regional subsidiary, Alliance Air (ALX). The aircraft are scheduled to deliver throughout 2017 and will be used to grow Alliance Air (ALX)’s network.

(ALX) is particularly focused on serving underserved or unserved airports in India as part of the Indian Government’s Regional Connectivity Scheme (RCS).

(ALX) is 1 of 5 airlines selected to serve routes under this scheme and will be the 1st to start services under its auspices. “(DAZ) commends India’s government for introducing the (RCS), which should further promote regional growth and make flying affordable for the masses,” (DAZ) (CEO) Firoz Tarapore said.

The deal comes just weeks after (DAZ) acquired a large portfolio of ATRs from (GE) Capital Aviation Services (GEC). (DAZ) has said it plans to own up to 100 of the Franco-Italian turboprops.

At present it has 57 owned and committed ATR 72-600s in its fleet.

Alliance Air began as a low-cost arm of Indian Airlines (AIN)/(IND). As part of the merger with (AIN)/(IND), it was renamed "Air India Regional (ALX)."

(ALX) operates air services to 36 destinations with an existing fleet of 8 ATR 72-600s in a 70-seat layout as well as 2 older ATR 42-320s in 48-seat configuration.

Flights are operated mostly to what it describes as Tier-2 and Tier-3 Cities, or those which link these cities to hubs at Delhi, Kolkata, Mumbai, Bengaluru and Hyderabad. Air travel in India is growing rapidly as the middle class expands.

Fleet:
(definitions)

Click below for photos:
ALX-737-200C
ALX-737-2A8C-JUN09

September 2017:

10 737-2A8 (JT8D-17A) (679-22281, /80 VT-EGE; 681-22282, /80 VT-EGF; 689-22283, /80 VT-EGG; 739-22284, /81 VT-EGH, 798-22285, /81 VT-EGI -- SEE PHOTO - - "ALX-737-2A8C-2009-06;" 799-22286, /81 VT-EJJ; 899-22860, /82 VT-EHE; 902-22861, /82 VT-EHF; 903-22862, /82 VT-EHG; 907-22863, /82 VT-EHH) (1 SCRAPPED), (IND) LSD. 22860 LST INDIAN AF 2003-07. 5 TO BE CONV TO F. 119Y.

1 737-2A8C (JT8D-17A) (747-22473, /81 VT-EGM), (IND) LSD. 119Y.

1 737-2K9 (JT8D) (1178-23405), 2000-12, (IND) LSD. 119Y.

1 737-2Q3 (JT8D) (1565-24103, /88 N241AC), EX-(SWL), (ZNY) LSD, (IND) WET-LSD.

1 737-205 (JT8D) (1245-23467), 2000-12, (IND) LSD.

2 737-209 (JT8D) (1420-23796; 1581-24197), (IND) LSD.

1 A319-112 (CFM56-5B6/P) (1668, /02 VT-SCD), (DEA) LSD 2006-04. 144Y.

1 A319-112 (CFM56-5B6/P) (1718, /02 VT-SCE), (GEF) LSD 2006-04. 144Y.

5 +12 ORDERS A319-112 (CFM56-5B6/P) (2593, /05 VT-SCA; 2624, /05 VT-SCB; 2629, /05 VT-SCC), (TCI) LSD, (IND) WET-LSD FOR (ALX) OPS. 144Y.

4 ATR 42-320 (PW121) (315, /93 VT-ABC 2003-02; 356, /93 VT-ABD, 2002-12; 390, /95 VT-ABA, 2003-02; 392, VT-ABB 2002-12), ATR LSD. 50Y.

8 ATR 72-600, 70Y.

0 CRJ701ER (10029, VT-RJE), FERRIED DELHI TO KEFLAVIK FOR LEASE RETURN 2017-01.

1 F 100 (11357, VH-FKD), 2005-08.

Management:
(definitions)

CAPTAIN J R D RAO, CHAIRMAN, EX-(IND), (aaslmd@del2.vsnl.net.in) (1998-12).

ANIL K GOYAL, MANAGING DIRECTOR.

MANET PAES, CHIEF EXECUTIVE OFFICER (CEO).

CAPTAIN S P SURI, EXECUTIVE DIRECTOR FLIGHT OPERATIONS.

S K JAIN, EXECUTIVE DIRECTOR ENGINEERING (DELSLCD), (aaslmd@del2.vsnl.net.in).

CAPTAIN SANJAY SEN, DIRECTOR SAFETY.

O P KHURANA, CHIEF OF MAINTENANCE,
(palam.qcm@sahara.sprintrpg.ems.vsnl.net.in).

S C DAS, QUALITY CONTROL (QC) MANAGER (1999-10).

 
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