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Air India Crash Update: Fuel switches turned off just before impact
Part of the doomed plane lies in the crash site and is looked over by the authorities (AP Photo) Current as of 10:45am, BKK; this is an ongoing story and Travel Daily Media will update when new information is available. The results of the preliminary investigation into the deadly crash of Air India Flight 171 on 12th June show that the aircraft's fuel switches had been set to the cutoff position just before impact. According to a report from the Associated Press (AP) updated at 12:11am BKK today, 13th July, investigators noted that the fuel control switches of the ill-fated Boeing 787-8 Dreamliner were moved from the “run” to the “cutoff” position, depriving its engines of fuel. In turn, this led to a loss of engine thrust soon after the plane took off. The Indian Aircraft Accident Investigation Bureau (AAIB) pointed out that there was confusion on the part of both pilots regarding the changed settings. This graphic from Australia's ABC News shows how it is unlikely that the fuel switches were turned off accidentally What we know so far The Air India flight lasted around 30 seconds between takeoff and impact. Per the report, once the Dreamliner hit its top recorded speed: “Engine 1 and Engine 2 fuel cutoff switches transitioned from RUN to CUTOFF position one after another.” This unusual situation occurred in mere seconds, but the initial report made no mention as to how the switches could have flipped to the cutoff position during the flight. Indeed, Australian experts speaking with the Australian Broadcasting Corporation (ABC)’s news bureau pointed out how unlikely it was that the shift was accidental. Australian International Pilots Association (AIPA) technical director and 737 pilot Steve Cornell declared: "It's not the situation where you would just both be sitting there very quietly. It'll be a very busy time trying to work out what had happened and trying to fix it." Cornell and other experts say that it is impossible to flip or even bump into these switches by accident. Boeing engineers designed the fuel switches with a locking mechanism that prevents inadvertent movement. Unlike the aircraft’s thrust levers, the fuel control switches are not connected to the plane's autopilot function. That also means it is highly unlikely that the plane could have somehow malfunctioned and automatically flipped the switches to the cutoff setting. Cornell said: "The only thing that can affect their position is something that we do as pilots.” Another Australian aviation expert, Keith Tonkin, concurred with this, saying: "It means that almost certainly, one of the pilots, who would be the only people able to access those switches, has made the decision to physically switch the fuel off to the engines.” This supposition is chilling as it raises the possibility that the crash may have been a deliberate move on the part of one of the pilots. Firefighters hose down the smouldering wreckage of Air India Flight 171 (Reuters) Indian expert theorises that this was no accident Invited to comment for Indian news network NDTV on Saturday, 12th July, just as the initial findings were released, one of the country’s leading aviation experts posited the theory of deliberate human action Mohan Ranganathan called the public’s attention towards the sequence of fuel cutoff switches and cockpit audio, giving weight to the possibility that the crash may have stemmed from deliberate actions taken in the cockpit, potentially even suicide. Ranganathan explained, essentially echoing the statements of his Australian peers: "It has to be manually done. It cannot be done automatically or due to a power failure because the fuel selectors are not the sliding type. They are designed to stay in a slot, and you have to pull them out to move them up or down. So, the possibility of inadvertently moving them to the OFF position doesn't arise. It's definitely a case of deliberate manual selection to move it to OFF." He went on to say that there is no other possible explanation, given current findings, as to why both the fuel switches were moved to the OFF position just after takeoff and just as the engines began rotating. Ranganathan also pointed out a dialogue between the pilots captured by the aircraft’s audio recorder: “According to the cockpit voice recorder, one pilot asks, 'Why did you do it?' and the other pilot responds, 'I did not do it.' This is where the report shows some discrepancies," Indian authorities, however, have asked the public to refrain from jumping to further conclusions pending the ongoing investigation which could run till the end of the year. Civil aviation minister Kinjarapu Ram Mohan Naidu went so far as to say: “I don't think we should jump into any conclusions over this. I believe we have the most wonderful workforce of pilots and crew in the whole world. I have to appreciate all the efforts the pilots and crew of the country are putting; they are the backbone of civil aviation. They are the primary resource of civil aviation. We care for the welfare and well-being of the pilots also. So let us not jump into any conclusions at this stage and wait for the final report,” A member of the Air India ground staff joins a prayer service in memory of those lost in the crash (AP Photo) More questions than answers In addition to the details regarding the fuel switches, the report also pointed out that Air India Flight 171 was nearly 5,000kg under the maximum take-off weight, still within permissible limits. Likewise, no dangerous goods were noted on the aircraft, and there was no significant avian activity within the vicinity of the flight path that could have put bird strikes as a potential factor. Given the current results, the AAIB also stated that there are presently no recommended actions involving Boeing and/or GE engine operators and manufacturers. But for the families left behind by those who perished in the crash, the initial report brings no comfort. Speaking with the BBC, Imtiyaz Ali who lost his brother, sister-in-law, and their two children was disappointed, referring to the way the report was presented as more like a product description. Ali said: "Other than the pilots' final conversation, there's nothing in it that really points to what caused the crash. This matters to us; we want to know exactly what happened. It won't change anything for us now, we continue grieving just as we have since that day. But at least we'll have some answers." For now, alas, the results of the investigation have raised more questions than answers, questions that we may not see answered until the end of the investigation.
Investigations ongoing for the Air India Flight 171 crash
Local authorities guard the crash site in Gujarat, India. (Photo from Bloomberg) Just minutes after it took off from Ahmedabad's Sardar Vallabhbhai Patel International Airport in Gujarat, India, Air India Flight 171 (AI171) came crashing down yesterday, 12th June. Per the latest Reuters update, the Boeing 787-8 Dreamliner was on its way to London's Gatwick Airport when it plummeted into a students' residence for a nearby medical college; 241 of the 242 aboard the flight have been confirmed dead with one survivor, British national of Indian descent Vishwash Kumar Ramesh. Per an update via CNN at around 5:30am (BKK), the former chief minister of Gujarat is believed to be among the fatalities; the Indian government said that former minister Vijay Rupani was heading to the UK aboard the ill-fated flight, but this has yet to be confirmed by the airline as of press time. The Indian Aircraft Accident Investigation Bureau (AAIB) has already begun a formal investigation into the crash. Union minister of civil aviation Ram Mohan Naidu Kinjarapu said that aviation experts from the United States and the United Kingdom are coming in to help authorities. Current developments The Indian Directorate-General of Civil Aviation declared that, prior to the actual crash, pilots on AI171 made a mayday call to air traffic control shortly after takeoff. Several CCTV cameras on the route between the airport and the crash site captured footage of the plane taking off over a residential area and then disappearing from the screen before a huge fireball could be seen rising into the sky from beyond the houses. Based on airport records, ground control lost contact with the plane within mere seconds of takeoff, and the aircraft itself only managed to gain altitude of about 625 feet. Following the crash, Boeing chief executive Kelly Ortberg has cancelled his attendance at next week's Paris Air Show; Ortberg also assured investigators that his company will fully support ongoing investigations. He said: "“A Boeing team stands ready to support the investigation led by India’s AAIB.” Recovery efforts are likewise ongoing for ground casualties at the medical college where the plane crashed. This is an ongoing story; updates will be posted on confirmation.
Air India flight crashes near the Ahmedabad airport
Image: PTI Developing Story: The Air India passenger plane from Ahmedabad to London carrying 242 passengers and crew crashed just moments after taking off from the Ahmedabad airport on Thursday (June 12, 2025) afternoon, a statement by the Directorate General of Civil Aviation said. The pilot of the aircraft gave a mayday call to the Ahmedabad air traffic controller. Air India said the Boeing 787-8 aircraft was carrying 230 passengers and 12 crew members on board. The passengers included 169 Indians, 53 British nationals, seven Portuguese nationals, and one Canadian national. The London-bound Air India flight involved in an accident minutes after takeoff from Ahmedabad crashed into the UG hostel mess of BJ Medical College in Meghaninagar area. According to FAIMA Doctors Association, at least 30 persons were reported injured as students were having lunch at the hostel mess when the plane crashed into the building. Experts quoted by several media outlets said the aircraft’s take-off seemed smooth but multiple bird hits may have caused both engines of the Boeing 787-8 Dreamliner to lose power. They also pointed to the residential area nearby and said the presence of birds could have hampered the aircraft’s operations.
Scoot flies inaugural flight to Vienna
Singapore Airlines’ low-cost carrier Scoot’s maiden flight on its direct Singapore-Vienna route landed in the Austrian city yesterday, 3rd June. Flight TR710 was greeted by a traditional water cannon salute upon its arrival in Vienna, and the celebration was graced by key representatives from Scoot, Vienna International Airport, Austria Tourism, and other industry partners. As the only airline offering direct flights between Vienna and Singapore, Scoot will operate three times weekly services with its Boeing 787-8 Dreamliners between Vienna International Airport and Changi International Airport. With the addition of Vienna as its latest destination, Scoot now flies to 73 destinations across 18 countries and territories in the Asia-Pacific, the Middle East and Europe. A delectable celebration To commemorate the special occasion, Scoot and Austria Tourism treated customers on board TR710 with exclusive Austria-themed souvenirs, including artisanal chocolates and paper hand fans inspired by the city’s rich heritage. Scoot also engaged Singaporean musicians, the T’ang Quartet, to organise a unique in-flight music performance, serenading customers on both the inaugural TR710 and TR711 flights with live classical tunes. Airline chief operating officer Ng Chee Keong said: “We are excited to launch our inaugural flight to Vienna today and be part of this momentous occasion with our partners who have made this possible. Vienna makes an exciting gateway for travellers from the Asia-Pacific to explore Europe’s rich history and heritage. For European residents, this new route also provides more options for customers to experience the vibrant sights of Singapore and other cities in Southeast Asia. We hope that this new connection helps to bridge cultures and inspire more customers to explore new destinations and create memorable travel experiences." Vienna Airport joint CEO and chief operating officer Julian Jager echoed Ng’s sentiments by saying: “We are delighted to welcome Scoot to Vienna. This new route between Vienna and Singapore not only enhances our airport’s connectivity to Asia, but also allows travellers from both regions greater accessibility and cultural exchanges. We look forward to a successful partnership with Scoot, contributing to the growth in Austria and the Asia-Pacific’s travel and tourism industries.”
SIA Group reports record net profits in its 2024 annual report
Singapore Airlines’ parent company SIA Group released its full-year financials for 2024 today, 15th May. SIA Group reported a record $2.8 billion net profit, boosted by the one-off non-cash accounting gain of $1.1 billion from the Air India-Vistara merger. The aviation firm also reported an operating profit of $1.7 billion on lower yields from heightened competition, partially mitigated by record passenger carriage. As such, the SIA Group remains in a strong position to navigate global trade and macroeconomic uncertainties due to its robust foundations and long-term strategic investments. Group revenue report for 2024 Passenger revenues Group revenue climbed $527 million from a year before to a record $19,540 million, driven by resilient demand for air travel and cargo uplift in FY2024/25. SIA and Scoot carried a record 39.4 million passengers, up 8.1 percent, though group passenger load factor (PLF) fell 1.4 percentage points to 86.6 percent, as passenger traffic growth of 6.4 percent lagged capacity expansion of 8.2 percent. Passenger yields dipped 5.5 percent to 10.3 cents per revenue passenger-kilometre amidst intensified competition due to industry-wide capacity injection. For the year, passenger flown revenue came in at $15,849 million, up by one percent from last year. Cargo revenues Revenues earned from cargo improved by $94 million, buoyed by the strong demand for e-commerce and perishables, as well as the spillover from disruptions to sea freight. While the cargo load factor (CLF) rose 1.6 percentage points to 56.1 percent, yields decreased 7.8 percent due to increased competition. Higher spending in 2024 Meanwhile, group expenditure rose $1,546 million to $17,831 million, with non-fuel expenditure up $1,236 million, driven by the 8.9 percent overall capacity growth and cost escalation pressures. This was partially mitigated by the Group’s cost management measures, including digitalisation and productivity improvement initiatives. Net fuel cost increased by $309 million as the impact of the increase in volume uplifted and smaller fuel hedging gains was partially offset by an 8.5% reduction in fuel prices and favourable exchange rate impact. As a result, the Group recorded a lower operating profit of $1,709 million for FY2024/25, down $1,019 million from the prior year. Nevertheless, the Group’s net profit improved $103 million to a record $2,778 million, due to a $1,098 million non-cash accounting gain following the completion of the Air India-Vistara merger in November 2024. Fleet and network expansion and development As of 31st March of this year, the Group operating fleet comprised 205 aircraft with an average age of seven years and eight months. SIA operated 145 passenger aircraft and seven freighters, while Scoot had 53 passenger aircraft. Just last month, the Group added one Airbus A321neo and one Boeing 787-8 to its fleet, and, as of 1st May, the Group had 78 aircraft on order. The Group’s passenger network covered 128 destinations in 36 countries and territories as of 31 March 2025. SIA served 79 destinations while Scoot operated 71 destinations. The Group’s cargo network comprised 132 destinations in 37 countries and territories. For the Northern Summer 2025 operating season (30 March to 25 October), SIA will increase services to Brisbane, Colombo, Jakarta, Johannesburg, London (Gatwick), Manila, and Seattle. Scoot launched services to Iloilo City in April 2025 and will begin operations to Vienna in June 2025. Corporate initiatives The Group remains committed to building strategic partnerships that enhance its network connectivity and unlock growth opportunities. All Nippon Airways (ANA) and SIA will commence revenue-sharing flights between Japan and Singapore from September 2025, with the joint fare products for these services going on sale in May 2025. This deepened commercial collaboration enables ANA and SIA to offer customers additional value beyond the existing codeshare partnerships, providing a greater variety of fare options and enhanced flight schedules, which will further strengthen connectivity for both passenger travel and air freight between Japan and Singapore. To bolster its premium positioning and elevate the end-to-end customer journey, SIA announced a $1.1 billion investment in November 2024 to install all-new long-haul cabin products across its Airbus A350-900 long-haul and ultra-long-range (ULR) fleet, redefining the premium travel experience across its network. This includes the introduction of its new First Class cabin in seven A350-900ULR aircraft, setting new industry benchmarks for travel on the world’s longest routes. Last month, SIA announced a $45 million transformation of its SilverKris and KrisFlyer Gold lounges at Singapore Changi Airport Terminal 2. The revamped lounges will feature 50% more space and seating capacity, upgraded facilities, signature elements from SIA’s flagship lounges at Changi Airport Terminal 3, and a wider variety of food and beverage options. At the same time, the Group continues to invest in its digital capabilities, including Generative Artificial Intelligence (GenAI), giving it an edge in the competitive aviation landscape. SIA and Salesforce are collaborating on AI-powered customer service applications to enable the Airline to deliver more consistent and personalised service to its customers. Both companies also plan to co-develop AI solutions for airlines to provide greater value and additional benefits to the industry. In addition, SIA is working with OpenAI to develop and implement advanced GenAI solutions to enhance the Airline’s customer experience and operational efficiency.
SIA Group announces Record $2.8 billion net profit
The SIA Group remains in strong position to navigate global trade and macroeconomic uncertainties due to its robust foundations and long-term strategic investments. The Singapore Airlines (SIA) Group’s financial performance for the financial year FY2024/25 is summarised as follows: Group Financial Results FY2024/25 ($ million) FY2023/24 ($ million) Better/ (Worse) (%) 2nd Half FY2024/25 ($ million) 2nd Half FY2023/24 ($ million) Better/ (Worse) (%) Total Revenue 19,540 19,013 2.8 10,042 9,850 1.9 Total Expenditure 17,831 16,285 (9.5) 9,129 8,677 (5.2) Net Fuel Cost 5,386 5,077 (6.1) 2,656 2,794 4.9 Fuel Cost (before hedging) 5,441 5,468 0.5 2,643 2,940 10.1 Fuel Hedging (Gain)/Loss (55) (391) (85.9) 13 (147) n.m. Non-fuel Expenditure 12,445 11,209 (11.0) 6,473 5,883 (10.0) Operating Profit 1,709 2,728 (37.3) 914 1,174 (22.1) Net Profit 2,778 2,675 3.9 2,036 1,234 65.0 Group revenue climbed $527 million (+2.8%) from a year before to a record $19,540 million, driven by resilient demand for air travel and cargo uplift in FY2024/25. SIA and Scoot carried a record 39.4 million passengers, up 8.1%. Group passenger load factor (PLF) fell 1.4 percentage points to 86.6%, as passenger traffic growth of 6.4% lagged capacity expansion of 8.2%. Passenger yields dipped 5.5% to 10.3 cents per revenue passenger-kilometre amidst intensified competition due to industry-wide capacity injection. For the year, passenger flown revenue came in at $15,849 million (+1.0%). Cargo flown revenue improved by $94 million (+4.4%), buoyed by the strong demand for e-commerce and perishables, as well as the spillover from disruptions to sea freight. While the cargo load factor (CLF) rose 1.6 percentage points to 56.1%, yields decreased 7.8% due to increased competition. Group expenditure rose $1,546 million (+9.5%) to $17,831 million, with non-fuel expenditure up $1,236 million (+11.0%), driven by the 8.9% overall capacity growth and cost escalation pressures. This was partially mitigated by the Group’s cost management measures, including digitalisation and productivity improvement initiatives. Net fuel cost increased by $309 million (+6.1%) as the impact of the increase in volume uplifted (+$508 million) and smaller fuel hedging gains (+$336 million) was partially offset by an 8.5% reduction in fuel prices (-$510 million) and favourable exchange rate impact (-$25 million). As a result, the Group recorded a lower operating profit of $1,709 million for FY2024/25, down $1,019 million (-37.3%) from the prior year. The Group’s net profit improved $103 million (+3.9%) to a record $2,778 million, due to a $1,098 million non-cash accounting gain following the completion of the Air India-Vistara merger in November 2024. Second Half FY2024/25 – Profit and Loss The Group achieved its highest half-yearly revenue of $10,042 million, a $192 million (+1.9%) increase from the same period last year as key business segments registered higher revenue. Passenger revenue rose by $46 million (+0.6%) and cargo revenue by $52 million (+4.9%) as passenger and cargo carriage grew by 5.0% and 7.3% respectively. However, intense competition pushed yields down by 4.5% for passenger and 2.1% for cargo. Group PLF was 0.5 percentage point lower at 86.8%, while the CLF fell by 1.4 percentage points to 54.9%. Operating expenditure grew $452 million (+5.2%), with non-fuel expenditure increasing $590 million (+10.0%), outpacing the overall capacity expansion (+7.3%) due to cost escalation. The increase in non-fuel expenditure was partially offset by a $138 million (-4.9%) reduction in net fuel cost. The decrease in fuel cost was primarily due to a 15.6% decline in fuel prices (-$496 million), which more than compensated for the increased fuel volume uplifted (+$229 million) and a swing from fuel hedging gain last year to a loss (+$160 million) this year. Accordingly, compared to the same period last year, operating profit declined $260 million (-22.1%) to $914 million. The Group’s net profit for the second half of the year surged $802 million (+65.0%) to $2,036 million due to the non-cash accounting gain from the Air India-Vistara merger. BALANCE SHEET The Group’s shareholder equity stood at $15.7 billion as of 31 March 2025, $0.7 billion lower than 31 March 2024. This was largely due to the redemption of the remaining Mandatory Convertible Bonds (MCBs) in June 2024, along with the payments of the FY2023/24 final dividend and FY2024/25 interim dividend. Total debt balances fell $0.5 billion to $12.9 billion, with the debt-equity ratio remaining flat at 0.82. Cash and bank balances declined by $3.0 billion to $8.3 billion, mainly due to capital expenditure disbursements ($1.8 billion), MCB redemption ($1.7 billion), dividend payments ($1.4 billion), and the investment in Air India ($1.0 billion), partially offset by $4.7 billion in net cash generated by operations. The Group also held $1.8 billion in fixed deposits with tenors exceeding 12 months, classified under other assets. In addition to holding one of the strongest balance sheets in the industry, the Group also currently maintains access to additional liquidity of $3.3 billion committed lines of credit, all of which remain undrawn. FLEET AND NETWORK DEVELOPMENT As of 31 March 2025, the Group operating fleet comprised 205 aircraft with an average age of seven years and eight months. SIA operated 145 passenger aircraft1 and seven freighters, while Scoot had 53 passenger aircraft2. In April 2025, the Group added one Airbus A321neo and one Boeing 787-8 to its fleet. As of 1 May 2025, the Group had 78 aircraft on order3. The Group’s passenger network4 covered 128 destinations in 36 countries and territories as of 31 March 2025. SIA served 79 destinations while Scoot operated to 71 destinations. The cargo network comprised 132 destinations in 37 countries and territories. For the Northern Summer 2025 operating season (30 March 2025 to 25 October 2025), SIA will increase services to Brisbane, Colombo, Jakarta, Johannesburg, London (Gatwick), Manila, and Seattle. Scoot launched services to Iloilo City in April 2025 and will begin operations to Vienna in June 2025. STRATEGIC INITIATIVES The Group remains committed to building strategic partnerships that enhance its network connectivity and unlock growth opportunities. All Nippon Airways (ANA) and SIA will commence revenue-sharing flights between Japan and Singapore from September 2025, with the joint fare products for these services going on sale in May 2025. This deepened commercial collaboration enables ANA and SIA to offer customers additional value beyond the existing codeshare partnerships, providing a greater variety of fare options and enhanced flight schedules, which will further strengthen connectivity for both passenger travel and air freight between Japan and Singapore. To bolster its premium positioning and elevate the end-to-end customer journey, SIA announced a $1.1 billion investment in November 2024 to install all-new long-haul cabin products across its Airbus A350-900 long-haul and ultra-long-range (ULR) fleet, redefining the premium travel experience across its network. This includes the introduction of its new First Class cabin in seven A350-900ULR aircraft, setting new industry benchmarks for travel on the world’s longest routes. In April 2025, SIA announced a $45 million transformation of its SilverKris and KrisFlyer Gold lounges at Singapore Changi Airport Terminal 2. The revamped lounges will feature 50% more space and seating capacity, upgraded facilities, signature elements from SIA’s flagship lounges at Changi Airport Terminal 3, and a wider variety of food and beverage options. The Group continues to invest in its digital capabilities, including Generative Artificial Intelligence (GenAI), giving it an edge in the competitive aviation landscape. SIA and Salesforce are collaborating on AI-powered customer service applications to enable the Airline to deliver more consistent and personalised service to its customers. Both companies also plan to co-develop AI solutions for airlines to provide greater value and additional benefits to the industry. In addition, SIA is working with OpenAI to develop and implement advanced GenAI solutions to enhance the Airline’s customer experience and operational efficiency. CELEBRATING WITH SINGAPORE The Group is commemorating Singapore’s 60th year of independence with a series of SG60-themed initiatives. In April 2025, special SG60 fare deals were offered for travel between April and November 2025. Customers can also enjoy SG60 exclusives on Kris+, KrisShop, and Pelago, bonus miles accrual on Scoot flights, as well as additional discounts during KrisFlyer’s upcoming Spontaneous Escapes in August 2025. The Group also aims to raise $1.3 million in a SG60 fundraising campaign and will match the amount raised dollar-for-dollar, donating a total of $2.6 million to AWWA and Rainbow Centre, two Singapore-based agencies that support children and youth with disabilities and developmental needs. In addition, SIA will also host a special two-day edition of its SIA Cares Open House in July 2025, welcoming more than 600 beneficiaries, including individuals from disadvantaged backgrounds, youth at risk, and the differently abled, for an exclusive behind-the-scenes tour of SIA’s training centre. FINAL DIVIDEND The Board of Directors has recommended a final dividend of 30 cents per share for FY2024/25. Including the interim dividend of 10 cents per share paid on 11 December 2024, the total dividend for FY2024/25 will be 40 cents per share, representing a total dividend distribution of $1.2 billion for the year. Subject to shareholders’ approval at the Annual General Meeting on 25 July 2025, the final dividend (tax exempt, one-tier) will be paid on 27 August 2025 for shareholders as of 11 August 2025. OUTLOOK The global airline industry faces a challenging operating environment amid changing tariff policies and trade tensions, economic and geopolitical uncertainties, and continued supply chain constraints. These factors may impact consumer and business confidence, potentially affecting both passenger and cargo markets. The Group remains vigilant, closely monitoring developments and prepared to respond swiftly to market conditions. The Group will rely on its strong foundations, including dual brand portfolio airline, well-diversified global network, a robust balance sheet, talented and dedicated workforce, as well as industry-leading digital capabilities to navigate these challenges. Shifts in global passenger and trade flows may also open new opportunities for the Group, with its well-diversified global passenger and cargo network. Its hub in Singapore offers a strategic advantage, given its position at the centre of growing economies in South East Asia, South Asia, and the wider Asia-Pacific region, and the Group’s strong presence in these markets. The Group’s dual-brand strategy, which leverages both SIA and Scoot, provides it with the flexibility to offer customers a wide range of options while responding nimbly to market dynamics. In addition, win-win partnerships with like-minded carriers allow it to work together with these airlines to open up growth opportunities particularly in the Asia-Pacific region. SIA and Tata Sons (Tata) successfully completed the Air India-Vistara merger on 12 November 2024, reinforcing the Group’s multi-hub strategy. SIA now holds a 25.1% stake in the enlarged Air India, allowing it to participate directly in the fast-expanding Indian aviation market. SIA and Tata are firmly committed to supporting the growth and success of Air India, which has a strong presence across all key segments of the Indian market. Continued focus on product leadership and service excellence, including investments in next-generation aircraft, new cabin products, and airline lounges, will help the Group’s airlines maintain their competitive edge by providing customers with more value and enhancing the end-to-end travel experience. While global uncertainties remain, the Group is in a strong position to focus on profitability, while pursuing growth opportunities and ensuring long-term value creation for shareholders.
Air India to operate daily flights to Tokyo Haneda from 15 June 2025
Air India announced the expansion of its non-stop service between Delhi and Tokyo Haneda, increasing from 4x weekly flights to daily flights, starting 15 June 2025. This enhancement strengthens connectivity between India and Japan, offering greater convenience for travellers and supporting growing trade and tourism between the two countries. This move builds on Air India’s recent shift to Tokyo’s Haneda Airport (from Narita) on 31 March 2025, which reduced travel time to Tokyo Station to approximately 30 minutes. The daily flights, operated with Air India’s Boeing 787-8 Dreamliner aircraft, provide passengers with faster access to central Tokyo, as Haneda Airport is just 18 km from downtown Tokyo. “Expanding our Delhi-Tokyo Haneda service to daily flights reflects Air India’s commitment to meeting the rising demand for travel between India and Japan,” said Nipun Aggarwal, Chief Commercial Officer, Air India. “This daily service, combined with our deepened codeshare partnership with All Nippon Airways, makes it easier for our guests to explore Japan and connect conveniently to other destinations in the country beyond Tokyo.” Through Air India’s expanded codeshare with Star Alliance partner All Nippon Airways (ANA), Air India guests can conveniently connect from Tokyo Haneda to six major Japanese cities—Fukuoka, Hiroshima, Nagoya, Okinawa, Osaka, and Sapporo—on a single ticket with baggage checked through to their final destination. The daily flights enable seamless connections to domestic Indian destinations like Ahmedabad, Bengaluru, Chennai, Hyderabad, Kolkata, and Pune, as well as international routes across Asia and Europe. The updated flight schedule, effective 15 June 2025, is as follows: AI358: Departs Delhi (DEL) at 2020 Hrs, arrives Tokyo Haneda (HND) at 0755 Hrs next day (daily). AI357: Departs Tokyo Haneda (HND) at 1150 Hrs, arrives Delhi (DEL) at 1725 Hrs (daily). Bookings for Air India’s Delhi-Tokyo Haneda flights are open on all channels, including Air India’s website, mobile app, and through travel agents.
Air India shifts operations to Tokyo Haneda and expands codeshare with ANA
Air India announced a significant upgrade to its non-stop services between Delhi and Tokyo. Beginning 31 March 2025, Air India will operate its 4x weekly flights from Delhi to Tokyo’s Haneda Airport (HND), replacing its existing services to Narita International Airport (NRT), to provide passengers faster and more affordable access to central Tokyo. Complementing the shift to Tokyo Haneda, Air India also announced an expanded codeshare agreement with its Star Alliance partner, All Nippon Airways (ANA), to provide Air India guests convenient onward connections from Tokyo Haneda to 6 other major cities in Japan. This builds on Air India’s existing codeshare and interline agreements with ANA. Faster access to downtown Tokyo Air India’s strategic transition to Haneda Airport, located 18 km from downtown Tokyo, cuts travel time to Tokyo Station from nearly one hour by road (70 km from Narita) to approximately 30 minutes. This not only saves valuable time for passengers but also offers more cost-effective transportation options, enhancing the overall journey experience. “Moving our flights to Haneda Airport is a significant advantage for our guests – it brings them much closer to the centre of Tokyo. With this shift, we are not only connecting two vibrant capitals more effectively but also helping boost trade and tourism between India and Japan”, said Nipun Aggarwal, Chief Commercial Officer, Air India. Expanded codeshare with All Nippon Airways Subject to due regulatory approvals, beginning 01 April 2025, Air India will place its ‘AI’ designator code on ANA’s flights between Tokyo Haneda and 6 other cities in Japan: Fukuoka, Hiroshima, Nagoya, Okinawa, Osaka, and Sapporo. This will allow Air India guests to travel to any of these destinations on a single ticket, with their baggage checked through the entire journey. Reciprocally, ANA will place its ‘NH’ designator code on Air India's flight between Delhi and Tokyo Haneda, Delhi and Ahmedabad, Bengaluru, Chennai, Hyderabad, Kolkata, and Pune, enabling their customers seamless access to Air India’s robust domestic India network. Air India and ANA first signed a codeshare agreement in April last year, which allowed Air India to codeshare on ANA’s Tokyo Haneda-Delhi and Tokyo-Narita-Mumbai flights, and ANA to codeshare on Air India's Delhi-Tokyo flights. Commenting on the codeshare expansion, Nipun Aggarwal added, “Our deepened partnership with ANA opens up Japan like never before for our guests. By providing easy access for our guests to ANA’s domestic Japan network, combined with ANA’s reach into Air India’s extensive Indian network, we’re creating a stronger bridge between our two nations—making travel simpler and truly rewarding for our common guests.” “To promote increased exchange between Japan and India, ANA is expanding its codeshare partnership with Star Alliance partner Air India to enhance its network,” said ANA’s Executive Vice President of Alliances and International Affairs, Katsuya Goto. “This expansion, with a focus on the increased codeshare options from Delhi to six destinations within India, will provide customers with more opportunities and seamless connections, delivering a satisfying experience for premium customers in particular. This is a significant step in our ongoing efforts to provide a superior travel experience for customers flying between Japan and India.” Passengers of both airlines flying on codeshare flights will enjoy premium services such as lounge access and priority boarding that Star Alliance offers to its premium members. Growing tourism to Japan According to Japan National Tourism Organization, 233,000 Indians visited Japan between January and December 2024, a 40% increase from the previous year, underscoring Japan’s growing appeal as a travel destination for Indian tourists. Schedule of Air India flights between Delhi and Tokyo Haneda AI358: Departs Delhi (DEL) at 2020 Hrs, arrives next day at Tokyo Haneda (HND) at 0755 Hrs - operates Mondays, Tuesdays, Thursdays, Saturdays AI357: Departs Tokyo Haneda (HND) at 11:50, arrives at Delhi (DEL) at 17:25 – operates Tuesdays, Wednesdays, Fridays, Sundays Air India’s Delhi-Tokyo Haneda flights will continue to be operated with Air India’s Boeing 787-8 Dreamliner aircraft, featuring 18 Business Class flatbeds and 238 spacious Economy seats. The flights enable travellers to take seamless connections to/from several domestic Indian destinations as well as international routes across Asia and Europe. Bookings for Air India’s Delhi-Tokyo Haneda flights are open on all channels, including Air India’s website, mobile app, and through travel agents. The codeshare flights will be opened for bookings progressively.
Tajikistan’s Somon Air signs for two Boeing 737 MAX 8 aircraft
Somon Air, Tajikistan’s largest airline, has signed an agreement for the purchase of two Boeing 737 MAX 8 aircraft from DAE Capital, an aircraft leasing and management specialist from the United Arab Emirates. These planes may join Somon Air’s fleet by 2026, augmenting the airline’s current fleet which consists of four Boeing 737-800 and two 737-900ER aircraft. The deal for the purchase of the two new aircraft was signed in Somon Air’s offices in Taijikistan’s capital Dushanbe by airline chief executive Abdulkosim Valiev and David Houlihan, president of DAE Capital. A timely decision Somon Air has been considering the purchase of two Boeing 737 MAX aircraft as a replacement for its older 787-800s. Prior to this most recent development, Somon Air mulled between Airbus and Embraer models before opting to go with Boeing via DAE Capital. Valiev said: “The signing of this agreement is part of our long-term strategy to modernize the fleet and improve the quality of service. Boeing 737 MAX-8 aircraft are distinguished by high fuel efficiency, increased flight range, and improved operational characteristics, which will allow the airline to further improve the level of comfort and safety for passengers. The new Boeing 737 MAX-8 will allow us to expand our route network, increase operational efficiency, and offer our passengers modern conditions for comfortable flights, as well as increase the frequency of flights.”
Air India to restart flights to Tel Aviv from 2 March 2025
Air India announced it will resume its non-stop services between Delhi and Tel Aviv from 02 March 2025. Air India will operate 5x weekly to Tel Aviv, using its Boeing 787-8 Dreamliner aircraft that offer 18 flat beds in Business Class and 238 spacious, cushioned seats in Economy Class. SCHEDULE OF FLIGHTS BETWEEN DELHI AND TEL AVIV Flight # Days of Operation Sector Departure Arrival AI139 Mon, Tue, Wed, Thu, Sun Delhi-Tel Aviv 1555 Hrs 1925 Hrs AI140 Mon, Tue, Wed, Thu, Sun Tel Aviv-Delhi 2110 Hrs 0610 Hrs+1 +1 denotes next day arrival. All times are by local time zones. Bookings for flights between Delhi and Tel Aviv are open on all channels, including Air India’s website, mobile app, and through travel agents. Air India’s decision to resume operations on the Delhi-Tel Aviv route follows the requisite approvals.
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