CSR OF AIR INDIA

PROJECT SUBMITTED IN PARTIAL FULFILMENT

OF THE COURSE IN
STRATEGIC MANAGEMENT
AT
M.COM MANAGEMENT PART- I DIVA ROLL NO-9
2015-16

KOMAL JADHAV
GUIDING TEACHER
PROF. RASHMI BHATTACHARYA
UNIVERSITY OF MUMBAI
RAJASTHANI SAMMELANS
GHANSHYAMDAS SARAF COLLEGE
OF ARTS AND COMMERCE
S. V. ROAD, MALAD (W)
MUMBAI- 400064

RAJASTHANI SAMMELANS
GHANSHYAMDAS SARAF COLLEGE
OF ARTS AND COMMERCE
S. V. ROAD, MALAD (W)
MUMBAI- 400064

CERTIFICATE

This is to certify that Miss. KOMAL JADHAV of MCom Part I

(2015-2016) has successfully completed the project on CSR OF AIR
INDIA under the guidance of Prof. RASHMI BHATTACHARYA

Course Co-ordinator

Principal

Project Guide/ Internal Examiner

External Examiner

DECLARATION

I KOMAL JADHAV the student of Master in Commerce Part I

(2015 -2016) hereby declare that I have completed the project on
CSR OF AIR INDIA
The information submitted is true and original to the best of my
Knowledge.

Signature
KOMAL JADHAV

ACKNOWLEDGEMENT
Selection of this project topic and in depth study on it gave momentum to our
subdued and dormant brain and it was an opportunity to learn more and expand
our horizon.
During the course of our project work being carried out at Ghanshyamdas Saraf
College, we are receiving the valuable support and kind co-operation of number
of people. We are deeply indebted to our guide, our subject teacher, and group
members, for their continuous and priceless suggestion without which we
would not have been able to succeed in our project work carried on until now.
We are also obliged to our Prof. Ms. Rashmi Bhattacharya who extended their
sincere help in present study.
We are also thankful to our internal guide, for their valuable suggestion and
guidance we also support. We express our gratitude towards our principal Dr.
Sujata Karmarkar, for their continuous support

SR.NO

CONTENT

PAGE
NO

COMPANY PROFILE

HISTORY

13

CORPORATE SOCIAL RESPONSIBILIY

3.1 MEANING OF CSR
3.2 BENEFITS OF CSR
3.3 STRATEGIES FOR LINKING CSR WITH PROFIT
AND SUSTAINABILITY
CSR OF AIR INDIA
4.1 AIR INDIA CELEBRATES WORLD ENVIRONMENT DAY
4.2 NO CAR DAY
4.3 ENERGY CONSERVATION
CONCLUSION

BIBLIOGRAPHY

25

18

24

1. Company Profile

Air India is the flag carrier airline of India owned by Air India Limited (AIL), a Government of
India enterprise. It is the third largest airline in India (after IndiGo and Air India) in domestic
market share, and operates a fleet of Airbus and Boeingaircraft serving various domestic and
international airports. It is headquartered at the Indian Airlines House in New Delhi. Air India
has two major domestic hubs at Indira Gandhi International Airport and Chhatrapati Shivaji
International Airport, and secondary hubs at Netaji Subhas Chandra Bose International Airport,
Kolkata and Chennai International Airport. The airline formerly operated a hub at Frankfurt
Airport which was terminated on account of high costs. However, another international hub is
being planned at the Dubai International Airport.

Air India was once the largest operator in the Indian subcontinent with a market share of over
60%. Indifferent financial performance and service, labor trouble pushed it to fourth place in
6

India, behind low cost carriers like IndiGo, SpiceJet, and its full service rival Air India. Between
September 2007 and May 2011, Air India's domestic market share declined from 19.2% to 14%,
primarily because of stiff competition from private Indian carriers. However, after financial
restructuring and enforcement of strict rules and regulations, the airlines showed signs of turning
around. In March 2013, the airlines posted its first positive EBITDA after almost 6 years. The
airlines bolstered its financial and physical performance with a 44 per cent slash in its operating
losses in 2013-14 and an almost 20 per cent growth in its operating revenue since the previous
financial year. As of January 2014, Air India is the third largest carrier in India,
after IndiGo and Air India with a market share of just above 19%.

The airline was invited to be a part of the Star Alliance in 2007. Air India completed the merger
with Indian Airlines and some part of the agreed upgrades in its service and membership systems
by 2011. In August 2011, Air India's invitation to join Star Alliance was suspended as a result of
its failure to meet the minimum standards for the membership. However, in October 2011, talks
between the airline and Star Alliance resumed. On 13 December 2013, Star Alliance announced
that Air India and the alliance have resumed the integration process and the airline became the
27th member of Star Alliance on 11 July 2014.

2. HISTORY
Early years (1932-1945)
Tata Sons, a division of Tata Sons Ltd. (now Tata Group) was founded by J. R. D. Tata in
1932. The aviator had an idea to run mail flights from Bombay and Colombo that connected
with the Imperial Airways flights from the United Kingdom. He found a supporter for his plans
from J. R. D. Tata of the Tata Iron and Steel Company. After three years of negotiations Vintcent
and Tata won a contract to carry the mail in April 1932 and in July 1932 the Aviation Department
of Tata Sons was formed. On 15 October 1932, J.R.D. Tata flew a single-engined De Havilland
Puss Moth carrying air mail (postal mail of Imperial Airways) from Karachi's Drigh Road
Aerodrome

to Bombay's Juhu

Airstrip via Ahmedabad.

The

aircraft

continued

to Madras via Bellary piloted by Vintcent. Tata Airlines initially consisted of one Puss Moth
aircraft, one Leopard Moth, one palm-thatched shed, one whole time pilot assisted by Tata and
Vintcent, one part-time engineer and two apprentice-mech According to The New York Times,
Tata Air Mail made a profit of 60,000 rupees its first year, and by 1937, that profit had risen to
600,000 rupees.

Initial

service

included

weekly

airmail

service

with

a Puss

Moth

aircraft between Karachi and Madras via Ahmedabad and Bombay, covering over 1,300 miles. In
its very first year of operation, Tata Airlines flew 160,000 miles, carrying 155 passengers and
10.71 ton of mail. In the next few years, Tata Airlines continued to rely for its revenue on the
mail contract with the Government of India for carriage of surcharged mail, including a
considerable quantity of overseas mail brought to Karachi by Imperial Airways. The same year,
Tata Airlines launched its longest domestic flight Bombay to Trivandrum with a six-

seater Miles Merlin. In 1938, it was re-christened as Tata Air Services and later same year was
renamed as Tata Airlines. By this time Delhi and Colombo were also serviced.

Post-war expansion and jet age (1946-1999)

After World War II, regular commercial service was restored in India, and Tata Airlines became a
public limited company on 29 July 1946 under the name Air India. In 1948, after
the independence of India, 49% of the airline was acquired by the Government of India, with an
option to purchase an additional 2%. In return the airline was granted status to operate
international services from India as the designated flag carrier under the name Air India
International. On 8 June 1948 a Lockheed Constellation L-749A named Malabar
Princess (registered-CQP) took off from Bombay bound for London
Heathrow via Cairo and Geneva. This was the airline's first long-haul international flight, soon
followed by service in 1950 to Nairobi via Aden. On 25 August 1953 the Government of India
exercised its option to purchase a majority stake in the carrier and Air India International Limited
was born as one of the fruits of the Air Corporations Act that nationalised the air transportation
industry. At the same time all domestic services were transferred to Indian Airlines (now a part of
Air India). In 1954, the airline took delivery of its first L-1049 Super Constellations and
inaugurated services to Bangkok, Hong Kong, Tokyo, and Singapore.

Air India International entered the jet age on 21 February 1960 when its first Boeing 707420,
named Gauri Shankar (registered VT-DJJ), was delivered, thereby becoming the first Asian
airline to induct a jet aircraft in its fleet. Jet services to JFK International Airport inNew York
City via London were inaugurated that same year on 14 May 1960. On 8 June 1962, the airline's
name was officially truncated to Air India. On 11 June 1962, Air India became the world's first
all-jet airline. In 1971, the airline took delivery of its first Boeing 747-200Bnamed Emperor
Ashoka (registered VT-EBD). This coincided with the introduction of the 'Palace in the Sky'
livery and branding. A feature of this livery is the paintwork around each aircraft window, in the
cusped arch style of windows in Indian palaces. In 1986 Air India took delivery of the Airbus
A310-300; the airline is the largest operator of this type in passenger service. In 1988, Air India
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took delivery of twoBoeing 747-300Ms in mixed passenger-cargo configuration. In 1993, Air

India took delivery of the flagship of its fleet when the first Boeing 747400 named Konark (registered VT-ESM) made history by operating the first non-stop flight
between New York City and Delhi. In 1994 the airline was registered as Air India Ltd. In 1996,
the airline inaugurated service to its second US gateway at O'Hare International Airportin
Chicago. In 1999, the airline opened its dedicated Terminal 2-C at the renamed Chhatrapati
Shivaji International Airport in Mumbai.

Proposed privatization, expansion and merger (2000-2007)

In 2000-01, there were attempts to re-privatize Air India to improve services, but in
2001 Singapore Airlines pulled out of the bidding process and the global economy
slumped. With the fall of the BJP-led NDA government in 2004, these attempts were shelved. In
2000, Air India introduced services to Shanghai and to its third U.S. gateway at Newark Liberty
International Airport in Newark, New Jersey. In May 2004, Air India launched a wholly
owned low cost airline called Air-India Express. Air India Express connecting cities in India with
the Middle East, Southeast Asia, and the Indian subcontinent. In 2004 Air India launched flights
to its fourth US gateway at Los Angeles International Airport in Los Angeles (which has since
been terminated) and expanded its international routes to include flights from
Ahmedabad, Amritsar, Bangalore, and Hyderabad. On 1 December 2009, Air India introduced
services to its fifth U.S. gateway atWashington Dulles International Airport in Washington, D.C.,
accessed via a stopover at JFK Airport in New York City.

Until 2007, Air India and Indian Airlines operated as two completely different airlines, though
completely owned by the government of India. Air India mainly operated on International longhaul routes while Indian Airlines operated on domestic and international short-haul routes. Both
airlines had different fleet expansion and retirement plans. In 2007, the government decided to
bring both the airlines, including Air India Express and Indian Airlines' low cost subsidiary
Alliance Air under the control one body, Air India Limited (previously National Aviation
Company of India Limited).

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Financial unrest (2007-2011)

Around 20062007, the airlines began showing signs of financial distress. The combined losses
for Air India and Indian Airlines in 200607 were 7.7 billion (US$120 million). After the
merger of the airlines, it went up to 72 billion (US$1.1 billion) by March 2009. This was
followed by restructuring plans which are still in progress. In July 2009, SBI Capital
Markets was appointed to prepare a road map for the recovery of the airline. The carrier sold
three Airbus A300 and one Boeing 747-300M in March 2009 for $18.75 million to survive the
financial crunch. By March 2011, Air India had accumulated a debt of 425.7
billion (US$6.4 billion) and an operating loss of220 billion (US$3.3 billion), and was
seeking 429.2 billion (US$6.5 billion) crore from the government. For three months (June
August 2011), the carrier missed salary payments and interest payments and Moodys Investor
Service warned that missing payments by Air India to creditors, such as the State Bank of India,
will negatively impact the credit ratings of those banks. A report by the Comptroller and Auditor
General (CAG) blamed the decision to buy 111 new planes as one of the major causes of the debt
troubles in Air India; in addition, it blamed on the ill timed merger with Indian Airlines as well.

Financial restructuring and turnaround plans (2011-present)

On 1 March 2009, Air India had made Frankfurt Airport at Frankfurt am Main as its international
hub for onward connections to United States from India; however, the airline shut down the
Frankfurt hub on 30 October 2010 because of high operating costs. Instead, the new Terminal 3
at Delhi's Indira Gandhi International Airport was made the hub for international and domestic
operations with the launch of new non-stop flights to Chicago (USA) and Toronto (Canada)
Almost all international long-haul flights were moved to Delhi to streamline passenger
movements and reduce operating costs. Financially less lucrative routes were terminated
including the non-stop service to Toronto. The airline also plans to open a new hub for its
international flights at UAE's Dubai International Airport. Few aircraft orders were changed to
get more narrow-body aircraft instead of the wide-body aircraft.

11

In 2012, a study commissioned by the Corporate Affairs Ministry recommended that Air India
should be partly privatized. In 2013, the then Civil Aviation Minister Ajit Singh stated
privatization was the key to the airline's survival. However, the opposition lead by the BJP and
the CPI(M) slammed the Government.In April 2009, due to high fuel and loan costs, the Indian
government pumped 32 billion (US$480 million) into Air India and in March 2012 the
government bailed out Air India Ltd. with a grant of 67.5 billion (US$1.0 billion). As of May
2012 the carrier invited offers from banks to raise up $800 million via external commercial
borrowing and bridge financing. In 2013, the Indian government planned to delay equity infusion
of 300 billion (US$4.5 billion) that was slated to be infused into the airline slowly over a period
of eight years. Plans were changed as the government then planned to spread it over a longer
period of time as part of measures to bring down the economy's financial deficit. The original
plan was to pump in some 300 billion (US$4.5 billion) into the airline in 2013, while less than
half of that amount was mentioned in the annual budget.

In January 2013, Air India paid GMR Group a sum of 4.15 billion (US$63 million) towards
outstanding dues on account of charges related to the airports at Hyderabad and Delhi. Of the
amount paid, 3.4 billion (US$51 million) was paid to clear the user development fee (UDF),
airport development fee (ADF) and landing and parking charges at the Indira Gandhi
International Airport in Delhi. The remaining 750 million (US$11 million) was paid to clear
similar fees at the Rajiv Gandhi International Airport in Hyderabad. In order to raise funds for
reconstruction, Air India decided to sell and lease back its aircraft, including the newly
acquired Boeing 787 Dreamliners. In March 2013, the airline posted its first
positive EBITDA after almost 6 years. The airlines bolstered its financial and physical
performance with a 44 per cent slash in its operating losses in 2013-14 and an almost 20 per cent
growth in its operating revenue since the previous financial year. As of January 2014, Air India is
the third largest carrier in India, after IndiGo and Air India with a market share of just above
19%.

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3. CORPORATE SOCIAL RESPONSIBILITY

3.1 Meaning of CSR
Corporate

social

responsibility (CSR,

also

called corporate

conscience, corporate

citizenship or responsible business) is a form of corporate self-regulation integrated into

a business model. CSR policy functions as a self-regulatory mechanism whereby a business
monitors and ensures its active compliance with the spirit of the law, ethical standards and
national or international norms. With some models, a firm's implementation of CSR goes beyond
compliance and engages in "actions that appear to further some social good, beyond the interests
of the firm and that which is required by law."The aim is to increase long-term profits through
positive public relations, high ethical standards to reduce business and legal risk, and shareholder
trust by taking responsibility for corporate actions. CSR strategies encourage the company to

13

make a positive impact on the environment and stakeholders including consumers, employees,
investors, communities, and others.

Proponents argue that corporations increase long-term profits by operating with a CSR
perspective, while critics argue that CSR distracts from businesses' economic role. A 2000 study
compared existing econometric studies of the relationship between social and financial
performance, concluding that the contradictory results of previous studies reporting positive,
negative, and neutral financial impact, were due to flawed empirical analysis and claimed when
the study is properly specified, CSR has a neutral impact on financial outcomes.

Critics questioned the "lofty" and sometimes "unrealistic expectations" in CSRor that CSR is
merely window-dressing, or an attempt to pre-empt the role of governments as a watchdog over
powerful multinational corporations.

Political

sociologists

became

interested

in

CSR

in

the

context

of

theories

of globalization, neoliberalism and late capitalism. Some sociologists viewed CSR as a form of
capitalist legitimacy and in particular point out that what began as a social movement against
uninhibited corporate power was transformed by corporations into a 'business model' and a 'risk
management' device, often with questionable results.

CSR is titled to aid an organization's mission as well as a guide to what the company stands for
its consumers. Business ethics is the part of applied ethics that examines ethical principles and
moral or ethical problems that can arise in a business environment. ISO 26000 is the recognized
international standard for CSR. Public sector organizations (the United Nations for example)
adhere to the triple bottom line (TBL). It is widely accepted that CSR adheres to similar
principles, but with no formal act of legislation.

3.2 BENEFITS OF CSR

A large body of literature exhorts business to adopt measures non-financial measures of success
(e.g., Deming's Fourteen Points, balanced scorecards). While CSR benefits are hard to quantify,
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Orlitzky, Schmidt and Rynes found a correlation between social/environmental performance and
financial performance.

The business case for CSR within a company employs one or more of these arguments:

Triple Bottom Line

"People, planet and profit", also known as the triple bottom line forms one way to evaluate CSR.
"People" refers to fair labour practices, the community and region where the business operates.
"Planet" refers to sustainable environmental practices. Profit is the economic value created by the
organization after deducting the cost of all inputs, including the cost of the capital (unlike
accounting definitions of profit).

This measure was claimed to help some companies be more conscious of their social and
moral responsibilities. However, critics claim that it is selective and substitutes a company's
perspective for that of the community. Another criticism is about the absence of a standard
auditing procedure. The term was coined by John Elkington in 1994.
Human Resources

A CSR program can be an aid to recruitment and retention, particularly within the
competitive graduate student market. Potential recruits often consider a firm's CSR policy. CSR
can also help improve the perception of a company among its staff, particularly when staff can
become involved through payroll giving, fundraising activities or community volunteering. CSR
has been credited with encouraging customer orientation among customer-facing employees.

Risk Management
Managing risk is an important executive responsibility. Reputations that take decades to build up
can be ruined in hours through corruption scandals or environmental accidents. These draw
unwanted attention from regulators, courts, governments and media. CSR can limit these risks.

15

Brand Differentiation
CSR can help build customer loyalty based on distinctive ethical values. Some companies use
their commitment to CSR as their primary positioning tool, e.g., The Co-operative Group, The
Body Shop and American Apparel
Some companies use CSR methodologies as a strategic tactic to gain public support for
their presence in global markets, helping them sustain a competitive advantage by using their
social contributions as another form of advertising.

Reduced Scrutiny
Corporations are keen to avoid interference in their business
through taxation and/or regulations. A CSR program can persuade governments and the public
that a company takes health and safety, diversity and the environment seriously, reducing the
likelihood that company practices will be closely monitored.

Supplier Relations
Appropriate CSR programs can increase the attractiveness of supplier firms to potential
customer corporations. E.g., a fashion merchandiser may find value in an overseas manufacturer
that uses CSR to establish a positive imageand to reduce the risks of bad publicity from
uncovered misbehavior.

License to Operate
Business firms are keen to avoid interference in their business through taxation or
regulations. By taking substantive voluntary steps, firms can persuade Governments and the
wider pubic that they are taking issues such as health and safety, diversity, or the environment
seriously as good corporate citizens with respect to labour standards and impacts on the
environment.

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Corporate Image
On the whole, CSR improves corporate image in the minds of various sections of the society.
Customers, employees, shareholders and other stakeholders respect and trust business firms
those focus on CSR activities, which are socially desirable.

3.3

STRATEGIES

FOR

LINKING

CSR

WITH

PROFIT

AND

SUSTAINABILITY
There are many aspects of corporate social responsibility; whether a company decides to
develop one area of CSR, or multiple areas; the end result is a more profitable company
experiencing a higher level of employee engagement.

The following is a list of common ways corporate social responsibility is implemented by

organisation.

Environmental Sustainability:Areas include recycling, waste management, water management,

using renewable energy sources, utilizing reusable resources, creating greener supply chains,
using digital technology instead of hard copies, etc.

Community Involvement:This can include raising money for local charities, supporting
community volunteerism, sponsoring local events, employing people from a community,
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supporting a communitys economic growth, engaging in fair trade practices, providing training
to weaker sections of the society, etc.

Ethical Marketing Practices: Companies that ethically market to consumers are placing a
higher value on their customers and giving them utmost respect. They market ethical products as
per the standards. They fix the right price and do not engage in unfair trade practices. They do
not try to manipulate or falsely advertise to potential consumers. This is important for companies
that want to be viewed as ethical.

4.CSR OF AIR INDIA

Giving back to society is one good tradition of successful business. This is best done in the
community where the company is active. Thus the global activities of the Air India go hand-inhand with local projects around our production facilities. The philosophy of helping others to
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help themselves has led to successful and sustainable partnerships between the Company and
local actors. Around the globe, the Air India supports numerous CSR projects related to the arts,
sciences, education, health promotion, sports and nature conservation as well as local
infrastructure development. While the management of projects in the various brands and regions
is decentralized, they are all guided by shared values and basic principles. The following list of
the Air India CSR projects provides examples and is by no means exhaustive.
Corporate social responsibilitythe voluntary commitment of a business that includes triple
bottom line actions in its corporate processesis based on the principle that corporate success
and social well-being are interdependent and that the long-term interests of an organization are
best served by improving its economic, socio cultural, and environmental/energy practices, also
known as the three pillars of sustainability. As a responsible corporation, we respect the interests
of our stakeholders our shareholders, employees, customers, suppliers, and the wider
community and we actively seek out opportunities to improve the environment and to
contribute to the well-being of the communities in which we do business. Parsons delivers a
better world.
CSR VISION STATEMENT
The Air India CSR policy is aligned with its vision that Air India recognizes and honours its
social and environment responsibilities in the localities where it operates.
OBJECTIVES OF CSR AIR INDIA
The objective of this Policy is to set guiding principles for carrying out CSR activities by the
Company and also to set up process of execution, implementation and monitoring of the CSR
activities to be undertaken by the Company.
The objectives of this policy are to

Demonstrate commitment to the common good through responsible business practices

and good governance

Actively support the states development agenda to ensure sustainable change
Set high standards of quality in the delivery of services in the social sector by creating
robust processes and replicable models
19

Engender a sense of empathy and equity among employees of AISATS to motivate them
to give back to the society

ACTIVITIES

Eradicating hunger, poverty and malnutrition, promoting preventive health care and
sanitation and making available safe drinking water.

Promoting education, including special education and employment enhancing vocation

skills especially among children, women, elderly, and the differently abled and livelihood
enhancement projects.

Promoting gender equality, empowering women, setting up homes and hostels for women
and orphans; setting up old age homes, day care centres and such other facilities for
senior citizens and measures for reducing inequalities faced by socially and economically
backward groups.

Ensuring environmental sustainability, ecological balance, protection of flora and fauna,

animal welfare, agro forestry, conservation of natural resources and maintaining quality
of soil, air and water.

Protection of national heritage, art and culture including restoration of building and sites
of historical importance and works of art; setting up public libraries; promotion and
development of traditional art and handicrafts.

Measures for the benefit of armed forces veterans, war widows and their dependants.

20

Training to promote rural sports, national recognized sports, Paralympics sports and
Olympic sports.

Contribution to the Prime Ministers National Relief Fund or any other fund set up by the
Central Government for socio- economic development and relief and welfare of the
Scheduled Castes, the Scheduled Tribes, other backward classes, minorities and women.

Contributions and funds provided to technology incubators located within academic

institutions which are approved by the Central Government.

Rural Development Projects.

4.1 AIR INDIA CELEBRATES WORLD ENVIRONMENT DAY

Air India is set to celebrate World Environment Day on 5th June, 2015, highlighting the theme:
"SWACHH BHARAT IS A SWASTH BHARAT", in sync with our Hon'ble Prime Ministers
vision for "Swachh Bharat- A Clean India.
21

Always committed to the cause of environment protection, Air India, will continue to carry out a
series of environment protection initiatives this year, too, with the active participation of Air
Indians with a mission to clean their surroundings & environment.

4.2 NO CAR DAY

Employees are to observe "No Cars Day by leaving their cars at home and using public
transport system for that day on 5th June 2015. Besides, Air Indians will observe a No Plastics
Day by not only desisting to use plastic bags which pose health and environment hazards but
also dissuade others from using such bags.

22

No car day also helped to prevent petrol. And even pollution for a day. With this Air India has
tried their level best to prevent the earth at least for one day.

4.3 ENERGY CONSERVATION

Air India CMD Mr Rohit Nandan has appealed to all Air Indians to "join hands and switch off
non-essential lights in our buildings, offices and homes between8.30 pm to 9.30 pm to observe
Earth Hour, to support the unique movement of energy conservation to save the Earth. Let us
23

all hold our hands and move forward in the right direction to conserve nature and pass on the
benefits to our next generation."
The Environment Management System (EMS) team of Air India has been awarded with the
"National Energy Conservation Awards in 2009, 2011 and 2013, for its achievement in Energy
Conservation by the Ministry of Power. It also won the "Earth Care Award-2011 for excellence
in climate change mitigation and adaptation, from "The Times of India & JSW Foundation. The
latest award received by our EMS team is the "Quality Excellence Award for Environmental
Sustainability in February, 2015.
Tree Plantation will also be carried out in selected Air India offices.

5. CONCLUSION

In the past few years, Air India has emerged as the best airlines in India. Air India Company has
increased its Overseas routes to get full fledge global recognition, and services offered by Air
India has also been improved in terms of quality.
Air India has indulged into many CSR activities in the past few years. The company is
listed amongst many respected companies in India. One of the reasons that why people look
respectfully towards Air India is that, this company is more into social activities. Whether it is
any natural calamity or it is contributing for a social cause, Air India has always stepped forward
for it. Hence, it has emerged as a respected company/ airlines in India.

24

6. BIBLIOGRAPHY

www.google.com
www. http://en.wikipedia.org/wiki/Air_India
home.airindia.in/SBCMS/Webpages/rop-brief.aspx
www.economictimes.com

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