In a decisive move aimed at restoring operational integrity and flight safety, the Indian government has directed Air India to eliminate the culture of backseat decision-making in its key departments. The directive follows a series of incidents and regulatory lapses that have raised serious concerns about accountability and leadership within the airline’s core operational units.
Backdrop To The Directive
The Ministry of Civil Aviation, led by Union Minister Ram Mohan Naidu, held a high-level meeting with Tata Sons and Air India Chairman N Chandrasekaran, alongside DGCA chief Faiz Ahmed Kidwai and Secretary Samir Kumar Sinha. The meeting was prompted by recent safety incidents, including the June 12 AI 171 crash and multiple minor operational lapses that followed.
Key highlights from the meeting:
-
Officials emphasized that post-holders in departments such as safety, training, engineering, maintenance, and the integrated operations control centre must have final decision-making authority
-
The government expressed concern over a leadership dichotomy, where individuals formally holding posts were not empowered to make critical decisions
-
Chandrasekaran reportedly agreed to implement the changes and resolve internal contradictions
Safety Oversight And Accountability
The Directorate General of Civil Aviation (DGCA) had earlier issued four show-cause notices to Air India, citing 29 violations related to crew scheduling, training protocols, and rest norms. In one instance, pilots were found to have exceeded mandated duty hours, while other flights operated with insufficient cabin crew or without completing simulator training requirements.
The DGCA also ordered the removal of three officials responsible for crew scheduling, including divisional vice president Choorah Singh and managers Pinky Mittal and Payal Arora. These actions underscored the regulator’s growing frustration with systemic lapses and the lack of direct accountability.
Operational Culture And Employee Sentiment
Beyond regulatory concerns, internal practices have also come under scrutiny. One controversial issue raised during the meeting was Air India’s decision to display parts from past aircraft crashes at its Gurugram complex. Items such as seats, instruments, and flight data recorders were reportedly kept as reminders of safety, but many employees found the display disturbing and demoralizing.
Employee reactions included:
-
Discomfort with the visual reminders of fatal accidents
-
Calls for a more positive and forward-looking work environment
-
Concerns that such displays contribute to a culture of fear rather than safety awareness
Government’s Broader Vision
Officials stressed that the government’s intervention is not punitive but corrective. With Tata Group and Singapore Airlines as stakeholders, Air India is seen as a promising national carrier capable of global competitiveness. The government’s approach is likened to a teacher guiding a talented student through a rough patch, with the aim of helping Air India fulfill its legacy as envisioned by JRD Tata.
The government’s expectations include:
-
Empowering operational heads to make independent decisions
-
Ensuring transparent and accountable leadership structures
-
Aligning safety protocols with international best practices
-
Creating a culture of responsibility rather than scapegoating
Conclusion
The directive to end backseat driving marks a pivotal moment in Air India’s transformation journey. As the airline navigates post-privatization challenges and regulatory scrutiny, the emphasis on leadership clarity and operational accountability could determine its trajectory in the competitive aviation landscape. With reforms underway and stakeholder support in place, Air India now faces the task of translating intent into action.
Sources: Times of India, Financial Express, Gujarat Samachar, MSN India, Air India Newsroom
