air india research report

Air India purchase will bring new challenges for Tata Group

The government of India has finally found a buyer for Air India , with Tata Group selected to take over the flag carrier as expected. But although Tata has won the bidding contest, it will face many challenges in operating the airline as a viable business.

The primary question will be how to move Air India towards profitability. Despite the sentimental appeal of returning the airline to the company that founded it in the 1930s, before its nationalisation in 1953, Tata Group will no doubt intend Air India to be a financial contributor at some point.

This would be quite some turnaround, as the airline was loss-making even before the pandemic arrived to decimate demand. Now it must contend with a potentially lengthy demand recovery period, as well as the continued rise of LCC competitors.

Tata Group will also have to align Air India with its other airline holdings and determine what degree of consolidation it can achieve.

• Tata Group has been selected as the buyer for Air India, but it will face challenges in making the airline profitable.
• Air India's debt will be split off, with Tata Group taking on a portion of it.
• Air India has a high exposure to international routes and faces strong competition from low-cost carriers.
• Fleet replacement decisions will need to be made for some of Air India's older aircraft types.
• Tata Group will need to determine how Air India and its low-cost carrier subsidiary will fit with its other airline holdings.
• The new owner must find the right strategy to make Air India a successful acquisition, considering the recovery of international demand and changes to the airline's business model.
• Tata Group will have to retain some of Air India 's debt, but most will be split off.
• Air India has high exposure to international routes and faces strong LCC competition.
• Fleet replacement decisions will be needed for some of the airline's older aircraft types.
• Tata Group must decide how Air India and its LCC will fit with other airline holdings.

Tata Group 's bid was chosen over Ajay Singh consortium

India 's government has been attempting to privatise Air India for years, but it failed to find a suitable buyer.

Its latest attempt was launched in Jan-2020. To help attract investors it decided to split off part of the airline's considerable debt burden into a government-owned holding company created for that purpose.

The government had planned to require purchasers to take on a fixed amount of Air India 's debt. However, in Oct-2020 the government altered these terms to allow bidders to propose how much of the debt they would take on as part of an enterprise value offer.

Seven expressions of interest were submitted by Dec-2020, but five of these were disqualified as they did not meet requirements. A formal request for proposals was issued in Mar-2021. The deadline for formal bids was 15-Sep-2021, after a three-month extension due to the COVID-19 crisis.

The two contenders were Tata Group and a consortium led by SpiceJet backer Ajay Singh, although Tata Group was widely considered to be the favourite.

Tata's bid set an enterprise value of INR180 billion (USD2.4 billion), while Mr. Singh's consortium offered INR151 billion.

Both offers met the reserve price of INR129 billion, and Tata's was selected. The next steps include signing a share purchase agreement, with the deal expected to close by Dec-2021.

LCC subsidiary is part of the deal, while non-core assets and most of the debt are excluded

Included in the sale are Air India 's LCC subsidiary Air India Express and a 50% share of the ground handling company AISATS . However, non-core assets worth INR147.2 billion, such as certain properties and buildings, are not included. These non-core assets will instead be transferred to the debt holding company established by the government.

Air India 's former regional subsidiary Alliance Air was excluded from the sale process, as was Air India 's engineering subsidiary.

As part of its enterprise value offer, Tata Group will take on INR153 billion of Air India 's INR615 billion in debt.

Tata Group 's plans after takeover are yet to be revealed

It is not yet known exactly what plans Tata Group has for Air India after the purchase is completed. The company has made the right noises about wanting to return Air India to its glory days, but there are few details about what this will entail. The government has said that it has ensured that "the interests of the employees and retired employees [will] be taken care of."

Splitting off much of Air India 's debt will take some of the burden off the airline, as simply servicing the massive debt was proving a severe handicap. But the airline will still owe significant amounts, and the new owners will presumably now have to renegotiate with creditors.

Air India faces pressure in the international and domestic markets

Air India was more exposed to international markets than many other Indian airlines when the pandemic hit. International services accounted for about a third of Air India 's weekly seats in early 2020, and 70% of its capacity as measured by available seat kilometres, according to data from CAPA and OAG .

Since international markets will obviously return more slowly than domestic, this will impede the recovery of Air India versus the large LCCs that are more focused on short haul routes. And when international travel does rebound, Air India will no doubt be confronted once again by strong competition from overseas airlines in India 's international markets.

Air India 's full service competitor Jet Airways will be returning, but in a much smaller form initially. It could be some time before Jet rebuilds to the point of being a serious competitor on long haul routes. Vistara is another Indian full service carrier, but is part-owned by Tata.

On the domestic and short haul front, the growth of the LCCs remains a major headache for Air India .

IndiGo continues to build its dominance in the domestic market, accounting for 57% of passengers in Aug-2021, as revealed by data from India's DGCA . Air India carried 13.2% of domestic passengers in Aug-2021, which was the second highest share. A new player is set to join the six main incumbents as the start-up LCC Akasa plans to launch in 2022.

India 's domestic market has been recovering well in recent months since the second wave of the pandemic subsided. Because of this, the government has progressively raised its cap on domestic services. Airlines were allowed to operate 85% of their pre-COVID capacity, but as of 12-Oct-2021 this was raised to 100%.

Air India is operating approximately 70% of its 2019 domestic weekly seats, according to schedule data from CAPA and OAG . On the international side, Air India is operating 48% of its 2019 weekly seat capacity.

Air India : domestic capacity as measured in weekly seats, 2018-2021

Source: CAPA and OAG .

Fleet questions will have to be confronted sooner or later

At some point Air India 's owners will have to make some major decisions about its fleet.

While the airline does operate some relatively new types, such as Boeing 787s and Airbus A320neos, it also has some types and variants that are old enough that replacement plans will need to be considered. Currently Air India has no aircraft on order.

Air India : fleet summary, as of 11-Oct-2021

Source: CAPA fleet database.

Air India 's oldest aircraft are four 747 -400s with an average age of 26 years, which are all in storage. There have been varying reports about whether the airline will return these to service or not after the pandemic.

As recently as Jul-2021 government aviation officials stressed that Air India would operate the 747s again, although it obviously would not be a surprise if the aircraft are retired. Before being grounded, they were mainly used for high volume domestic routes.

Air India 's Boeing 777 fleet has an average age of 11 years, so it will need to start thinking about replacement options. And while the bulk of its A320 -family fleet comprises fairly new A320neos, the remainder are A320 /A321/A319ceos. Most of the -ceos are in the 12-16 years age bracket.

Air India Express operates a fleet of 24 737 -800s. This would be a complication for a merger with AirAsia India , which operates 34 A320s. Presumably any combination of the two would involve eventually phasing out one of the fleet types.

The A320 would appear to be the most likely type to focus on in the long term, as both Air India and Vistara mainly rely on that family for their narrowbodies.

Integrating Air India with other airline holdings is a key challenge

One of the first big steps for the Tata Group after the acquisition will be deciding on the relationship between its different airline interests. The group holds about an 84% share in the LCC AirAsia India , after acquiring most of AirAsia 's stake. It is also owns 51% of the full service carrier Vistara .

It seems likely that Tata will at least look to merge Air India Express and AirAsia India into a larger LCC. Such an entity would have a combined fleet of 58 aircraft, which would move it just ahead of Go First to be the third largest LCC in India .

Vistara is a more complex question, as any potential merger with Air India would require the agreement of its joint-venture partner Singapore Airlines , or a buyout.

A merger would probably be the desirable option for Tata Group , but SIA has remained bullish about Vistara 's prospects. Some form of cooperation between the airlines would be another option.

New owner must find the right formula to make Air India acquisition a success

While some degree of consolidation within the Tata Group airline holdings is likely, it may take a while for a clearer picture to emerge. Such steps would help give Tata some of the scale advantages that it is obviously seeking in this sector. However, retaining separate LCC and FSC models appears the best option in the Indian market.

Tata Group got a good deal on Air India , when the equity portion of its bid is considered. But the airline also comes with a significant debt load. A return to profitability is unlikely until international demand fully recovers, and after that it will depend on what changes Tata brings to the airline's strategy and business model.

The new owner will have to determine what the international and domestic focus will be for Air India , as well as for the other airlines it partly owns. This will help guide its post-pandemic international network and fleet plans.

Another factor will be whether the Tata Group wants to keep pace with the ambitious fleet growth plans of its Indian rivals in order to preserve market share - which will be particularly tempting in the domestic LCC market.

Want More Analysis Like This?

Air India Flight 182: A Canadian Tragedy

Remarks by Commissioner John C Major, June 17, 2021

Key Findings of the Commission

A Guide to the Report

Report Table Of Contents

• Volume 1 The Overview
• Volume 2 Part 1: Pre-Bombing Part 2: Post-Bombing Investigation and Response
• Volume 3 The Relationship between Intelligence and Evidence and the Challenges of Terrorism Prosecutions
• Volume 4 Aviation Security
• Volume 5 Terrorist Financing
• Reader's Guide Acronyms and Key Names

Research Studies Table Of Contents

• Volume 1 Threat Assessment RCMP/CSIS Co-operation
• Volume 2 Terrorism Financing, Charities, and Aviation Security
• Volume 3 Terrorism Prosecutions
• Volume 4 The Unique Challenges of Terrorism Prosecutions

To order printed copies of the Commission's report, please contact Government of Canada Publications .

After decades of decline, Air India is betting billions on a comeback

CEO Campbell Wilson says journey to restoring Air India’s reputation is ‘well under way’.

Air India was once so renowned for its service that Singapore’s founding statesman Lee Kuan Yew used the airline as a blueprint for launching the city-state’s own flag carrier in the early 1970s.

In recent decades, India’s national airline came to be seen as a cautionary tale of decline as it racked up billions of dollars in losses and battled a reputation for tardiness and poor service.

Keep reading

‘desperate’ rescues under way as brazil floods kill 90, displace thousands, sikh leaders welcome arrests in canada activist killing, but questions loom, tiktok owner bytedance files lawsuit against us law forcing app’s sale, russia-ukraine war: list of key events, day 804.

When the Tata Group bought the company in October 2021, returning control to the wealthy Tata family after decades of state ownership, CEO Natarajan Chandrasekaran laid out a clear objective: “To build a world-class airline”.

Tasked with leading this mission is Air India CEO Campbell Wilson, who was recruited from Singapore’s low-cost airline Scoot in 2022 to turn around the carrier, founded in 1932 by French-Indian aviator entrepreneur JRD Tata.

“Standards have slipped considerably over the years,” Wilson told Al Jazeera in an exclusive interview.

But Wilson is adamant that “the journey to restoring Air India to its former glory is well under way” under a five-year turnaround plan unveiled last year.

The Tata Group has spent tens of billions in transforming the company in recent years, investing in 470 new aircraft, cabin modernisation, a brand refresh and customer service changes.

After the “capital-intensive” five-year plan is completed, Air India hopes to capitalise on the huge growth potential of the Indian aviation market, the world’s third-largest with some 145 million domestic passengers annually.

The Tata Group’s initial priority has been its ageing fleet, the upkeep of which has been neglected for decades.

Shortly after the ownership change, Air India added 36 leased aircraft – 11 Boeing 777s and 25 Airbus A320s – which allowed the airline to launch six new international routes and increase frequency across a further 24.

Air India’s largest investment came with its announcement of plans to buy 470 new Airbus and Boeing aircraft at a cost of $70bn, including 140 A320neos, 70 A321neos, and 190 of the 737 MAX.

Wilson said the acquisitions will enable Air India to “operate the most advanced and fuel-efficient fleet within five years”.

The airline also plans to spend $400m to retrofit its existing fleet by refurbishing cabin interiors.

Wilson said the retrofit will initially focus on the airline’s narrow-body A320neo and A321neo aircraft, after which 40 legacy wide-body Boeing 777s and 787s will receive a “complete makeover with all new interiors”.

Other changes to improve onboard service include introducing premium economy seats on selected long-haul flights and new food menus.

Henry H Harteveldt, the president of Atmosphere Research Group, said the Tata Group’s investments may help to build a foundation for Air India to succeed, but the changes will not matter much if the airline does not manage to be reliable and punctual.

Above all else, Air India should strive to be seen as “the on-time machine”, Harteveldt told Al Jazeera.

“If a service isn’t considered reliable, customers won’t have the confidence to book with that airline,” he said.

Damaged relations

The Tata Group’s biggest challenge of all may be addressing Air India’s damaged relationship with its customers.

Apart from recurring issues with reliability and punctuality, the airline’s image has been tarnished by high-profile controversies involving its customer service, such as an incident in February in which an 80-year-old passenger collapsed after being forced to walk 1.5km (2.4 miles) from the plane to the immigration counter due to a shortage of wheelchairs.

John Gradek, an expert in aviation management at McGill University in Montreal, Canada, said that Air India’s fleet renewal efforts will fail to revive the airline’s fortunes unless it can establish a “new customer service mindset among its customer-facing staff”, a task that has proven difficult “for many airlines looking to grow their international brand”.

More than two years after the Tata Group’s takeover of Air India, the airline’s turnaround plan has completed its first phase.

Its achievements so far include a $200m investment in new IT to boost reliability and the recruitment of more than 3,800 new employees across several areas to support growth.

Harteveldt said the investment in IT was especially welcome as Air India has been “tech-starved for a long time because of the Indian government’s inability or unwillingness to invest in the airline adequately”.

For the Tata Group, the progression has continued into 2024 with the scheduling of new international routes with the newly delivered Airbus A350-900 between Delhi and Dubai.

Additional changes, such as consolidating carrier Vistara into Air India, are expected to occupy Tata’s focus for the remainder of 2024, in keeping with Chandrasekaran’s view of consolidation as “an important milestone in the journey to make Air India a truly world-class airline”.

There are also internal issues with its subsidiary Air India Express, which has both domestic and international flights. Since Tuesday, it has cancelled at least 90 flights as more than 100 crew members have called in sick at the last minute, essentially a strike action reportedly over pay and related matters.

Cancellations across the Indian budget carrier represent owner Tata Group’s second setback in as many months, as Vistara was forced to adjust its schedule with flight cancellations amid a pilot shortage only in April.

Harteveldt said the “devil is in the details when it comes to airline mergers”.

If the airline teams can “be transparent, even humble”, operational faults can be smoothed out during the integration’s initial months, he said.

After being in the government’s hands for more than half a century, Air India’s recovery is expected to take time, Harteveldt said, but there is “no reason in the world why, with the right investments and focus, Air India can’t successfully distinguish itself from other Indian-based airlines”.

Wilson said Air India’s long-term goal is to grow its market share to 30 percent both domestically and internationally by 2027.

The goal, he said, is to create an airline that is “bold, confident, and vibrant, but also warm and deeply rooted to its rich history, traditions, and warm Indian hospitality”.

Still, Wilson said he is under no illusions that the turnaround will happen overnight.

“It’s a marathon, not a sprint,” he said.

• Market Research Blog
• Custom Research

Search form

Air India Ltd. - Strategy, SWOT and Corporate Finance Report

Market Research Report Summary

Air India Ltd. - Strategy, SWOT and Corporate Finance Report report is published on November 1, 2019 and has 39 pages in it. This market research report provides information about Company Reports (Transport), Transport industry. It covers India market data and forecasts. It is priced starting at USD 175.00 for Single User License (PDF) which allows one person to use this report.

Please read the description and table of contents of this research report given below to check whether it meets your research requirements. If not, then please do not hesitate to contact us using "Report Enquiry" form given below. We can customize this research report or suggest a new fully customized market research report to meet your research goals and data requirements.

Please choose the suitable license type from above. More details are given under tab "Report License Types" below.

Why to buy from us?

Pay By Invoice

Globally trusted brand, secure checkout, frequently asked questions.

Air India Ltd. - Strategy, SWOT and Corporate Finance Report, is a source of comprehensive company data and information. The report covers the company's structure, operation, SWOT analysis, product and service offerings and corporate actions, providing a 360˚ view of the company.

Key Highlights

Air India Ltd. (Air India) is a state-owned airline service company. The company offers passenger and cargo transportation services. It operates a wide range of aircraft under three categories wide body, narrow body and regional aircraft. Its fleet size includes Boeing 777-200LR, Boeing 777-300ER, Boeing 747-400, Airbus A319, Airbus A320, Airbus A321, CRJ-700, and ATR-42-320. The company serves domestic and international destinations in Asia-Pacific, Europe, Africa, the Middle East, and North America. It also serves destinations through its code-share agreement with Aeroflot, Air Mauritius, Egypt Air, Ethiopian Airways, Air Canada, Turkish Airlines Lufthansa and Singapore Airlines. The company operates route system through major hubs in Mumbai and Delhi, along with secondary hubs in Kolkata and Chennai. It also provides aircraft maintenance and engineering support services and manages hotels in India. Air India is headquartered in New Delhi, India.

- Detailed information on Air India Ltd. required for business and competitor intelligence needs - A study of the major internal and external factors affecting Air India Ltd. in the form of a SWOT analysis - An in-depth view of the business model of Air India Ltd. including a breakdown and examination of key business segments - Intelligence on Air India Ltd.'s mergers and acquisitions (MandA), strategic partnerships and alliances, capital raising, private equity transactions, and financial and legal advisors - News about Air India Ltd., such as business expansion, restructuring, and contract wins - Large number of easy-to-grasp charts and graphs that present important data and key trends

Reasons to buy

- Gain understanding of Air India Ltd. and the factors that influence its strategies. - Track strategic initiatives of the company and latest corporate news and actions. - Assess Air India Ltd. as a prospective partner, vendor or supplier. - Support sales activities by understanding your customers' businesses better. - Stay up to date on Air India Ltd.'s business structure, strategy and prospects.

Table of Contents Company Snapshot Table of Contents Air India Ltd.: Company Overview Air India Ltd.: Overview and Key Facts Air India Ltd.: Overview Air India Ltd.: Key Facts Air India Ltd.: Key Employees Air India Ltd.: Major Products and Services Air India Ltd.: Company History Air India Ltd.: Locations and Subsidiaries Air India Ltd.: Key Competitors Air India Ltd.: Company Analysis Air India Ltd.: Business Description Air India Ltd.: SWOT Analysis Air India Ltd.: SWOT Overview Air India Ltd.: Strengths Air India Ltd.: Weaknesses Air India Ltd.: Opportunities Air India Ltd.: Threats Air India Ltd.: Corporate Financial Deals Activity Air India Ltd.: Financial Deals Overview Air India Ltd.: Targets and Partners Air India Ltd.: Top Deals 2015 - 2019YTD* Air India Ltd.: Capital Raising Air India Ltd.: Partnership Air India Ltd.: Recent Developments Air India Ltd.: News and Events Summary Air India Ltd.: Business Expansion Air India Ltd.: Business Reorganization Air India Ltd.: Contracts Air India Ltd.: Corporate Governance Air India Ltd.: Financial Deals Air India Ltd.: Financial Performance Air India Ltd.: IT Spending Announcements Air India Ltd.: Regulatory and Legal Events Air India Ltd.: Strategy and Operations Appendix Contact Us Methodology About MarketLine

List of Tables List of Tables Table 1: Air India Ltd.: Key Facts Table 2: Air India Ltd.: Key Employees Table 3: Air India Ltd.: Company History Table 4: Air India Ltd.: Locations and Subsidiaries Table 5: Air India Ltd.: Key Competitors Table 6: Air India Ltd.: Deal Activity by Deal Type - Volume (TTM*) Table 7: Air India Ltd.: Deal Activity by Deal Type - Volume (2015 - YTD*2019) Table 8: Air India Ltd.: Targets and Partners Table 9: Air India Ltd.: Top Deals 2015 - 2019YTD* Table 10: Air India Ltd.: Capital Raising Volume and Value Trend (2015 - YTD*2019) Table 11: Air India Ltd.: Capital Raising by Deal Type (2015 - YTD*2019) Table 12: Air India Ltd.: Partnership Volume and Value Trend (2015 - YTD*2019) Table 13: Air India Ltd.: Partnership Trend by Deal Type (2015 - YTD*2019) Table 14: Air India Ltd.: News and Events Summary Table 15: Air India Ltd.: Business Expansion Table 16: Air India Ltd.: Business Reorganization Table 17: Air India Ltd.: Contracts Table 18: Air India Ltd.: Corporate Governance Table 19: Air India Ltd.: Financial Deals Table 20: Air India Ltd.: Financial Performance Table 21: Air India Ltd.: IT Spending Announcements Table 22: Air India Ltd.: Regulatory and Legal Events Table 23: Air India Ltd.: Strategy and Operations

List of Figures List of Figures Figure 1: Air India Ltd.: Deal Activity by Deal Type - Volume (TTM*) Figure 2: Air India Ltd.: Deal Activity by Deal Type - Volume (2015 - YTD*2019) Figure 3: Air India Ltd.: Capital Raising Volume and Value Trend (2015 - YTD*2019) Figure 4: Air India Ltd.: Capital Raising by Deal Type (2015 - YTD*2019) Figure 5: Air India Ltd.: Partnership Volume and Value Trend (2015 - YTD*2019) Figure 6: Air India Ltd.: Partnership Trend by Deal Type (2015 - YTD*2019)

Single User License (PDF)

• This license allows for use of a publication by one person.
• This person may print out a single copy of the publication.
• This person can include information given in the publication in presentations and internal reports by providing full copyright credit to the publisher.
• This person cannot share the publication (or any information contained therein) with any other person or persons.
• Unless a Enterprise License is purchased, a Single User License must be purchased for every person that wishes to use the publication within the same organization.
• Customers who infringe these license terms are liable for a Global license fee.

Site License (PDF)*

• This license allows for use of a publication by all users within one corporate location, e.g. a regional office.
• These users may print out a single copy of the publication.
• These users can include information given in the publication in presentations and internal reports by providing full copyright credit to the publisher.
• These users cannot share the publication (or any information contained therein) with any other person or persons outside the corporate location for which the publication is purchased.
• Unless a Enterprise License is purchased, a Site User License must be purchased for every corporate location by an organization that wishes to use the publication within the same organization.

Global License (PDF)*

• This license allows for use of a publication by unlimited users within the purchasing organization e.g. all employees of a single company.
• Each of these people may use the publication on any computer, and may print out the report, but may not share the publication (or any information contained therein) with any other person or persons outside of the organization.
• These employees of purchasing organization can include information given in the publication in presentations and internal reports by providing full copyright credit to the publisher.

*If Applicable.

Report Inquiry

Do you have more questions related to this market research report after going through the description and table of contents?

We are here to help. Please use the form given below to let us know your questions related to this report.

Kindly use your official email address and contact number to ensure speedy response.

*Please note that the report cover image shown above is for representation purpose only. Actual report cover may vary.

Related Market Research Reports

Clients who trust us, need tailor made market research solution we can help you with that too..

At Market Research Reports, Inc. we aim to make it easier for decision makers to find relevant information and locate right market research reports which can save their time and assist in what they do best, i.e. take time-critical decisions.

We work with our associate Global market research firms who are known leaders in their respective domains to obtain right market research solution for our customer’s needs, be it custom research or syndicated research reports.

Market Research Reports, Inc 16192 Coastal Hwy Lewes , DE 19958 , USA

USA: +1-302-703-9904

India: +91-8762746600

marketresearchreports

[email protected]

• Create new account
• Request new password

Latest Blog Posts

• MALS Detectors Market on Track to Reach US$ 200.69 Million by 2030
• Ergonomic Breakthroughs Fueling a $4.65 Billion Gaming Furniture Market: Insights from Secretlab, AndaSeat, and DXRacer

Stay Connected

Research industries.

• Banking & Finance
• Business & Government
• Computing & Electronics
• Consumer & Retail
• Energy & Utilities
• Food & Beverages
• Industry & Manufacturing
• Marketing & Advertising
• Pharma & Healthcare
• Travel & Leisure

Our Company

• Become Publisher
• Publications By Country
• Research Subscription
• Privacy Policy
• Terms & Conditions
• Trade Trends

Our Services

• Syndicated Market Research
• Custom Market Research
• Market Research Consulting
• Industry Market Research
• Market Research For Startups
• B2B Market Research
• Market Research Resources
• Market Research Learning

© Copyright 2010-24 Market Research Reports, Inc. . All Rights Reserved. M Market Research Reports and the M Market Research Reports Logo are registered trademarks of Market Research Reports, Inc.

Disclaimer: Market Research Reports, Inc. has no affiliation to, and is not associated with any other website(s) or organization(s). We offer syndicated research reports (like country analysis, SWOT analysis, competitive intelligence, industry reports, company reports and market analysis & trends reports) and custom market research from our website MarketResearchReports.com only.

If you are looking for a market research solution for your research requirements, please begin your search using the search box on top of this page or use our chat system to speak to our market research consultants or directly write to us .

Thank you for visiting nature.com. You are using a browser version with limited support for CSS. To obtain the best experience, we recommend you use a more up to date browser (or turn off compatibility mode in Internet Explorer). In the meantime, to ensure continued support, we are displaying the site without styles and JavaScript.

• View all journals
• Explore content
• About the journal
• Publish with us
• Sign up for alerts
• Published: 07 November 2023

A conversation on air pollution in India

• Xujia Jiang 1  

Nature Geoscience volume  16 ,  pages 937–938 ( 2023 ) Cite this article

2623 Accesses

8 Altmetric

Metrics details

India is currently one of the most polluted regions in the world. Dr Chandra Venkataraman, an expert in climate change and air pollution at the Indian Institute of Technology Bombay, speaks to Nature Geoscience about challenges and opportunities facing air pollution control in India.

This is a preview of subscription content, access via your institution

Access options

Access Nature and 54 other Nature Portfolio journals

Get Nature+, our best-value online-access subscription

24,99 € / 30 days

cancel any time

Subscribe to this journal

Receive 12 print issues and online access

251,40 € per year

only 20,95 € per issue

Buy this article

• Purchase on Springer Link
• Instant access to full article PDF

Prices may be subject to local taxes which are calculated during checkout

Author information

Authors and affiliations.

Nature Geoscience https://www.nature.com/ngeo/

Xujia Jiang

You can also search for this author in PubMed   Google Scholar

Corresponding author

Correspondence to Xujia Jiang .

Rights and permissions

Reprints and permissions

About this article

Cite this article.

Jiang, X. A conversation on air pollution in India. Nat. Geosci. 16 , 937–938 (2023). https://doi.org/10.1038/s41561-023-01306-z

Download citation

Published : 07 November 2023

Issue Date : November 2023

DOI : https://doi.org/10.1038/s41561-023-01306-z

Share this article

Anyone you share the following link with will be able to read this content:

Sorry, a shareable link is not currently available for this article.

Provided by the Springer Nature SharedIt content-sharing initiative

Quick links

• Explore articles by subject
• Guide to authors
• Editorial policies

Sign up for the Nature Briefing newsletter — what matters in science, free to your inbox daily.

Airlines: Air India customers in India

Consumer Insights report

This report covers Air India in the airlines market of India. Receiving up to four updates throughout the year, the report is based on data from the Consumer Insights Global survey, as of February 2024.

• Demographic profile
• Consumer lifestyle
• Consumer attitudes
• Marketing touchpoints

Download your Report

Table of contents.

• Description

This report offers the reader a comprehensive overview of Air India customers in India: who they are; what they like; what they think; and how to reach them. It provides insights on their demographics, lifestyle, opinions, and marketing touchpoints. Additionally, the report allows the reader to benchmark Air India customers in India (''brand users'') against Indian airline customers in general (''category users''), and the overall Indian onliner, labelled as ''all respondents'' in the charts. The report is updated quarterly and is based on data from the Statista Consumer Insights Global survey, an international survey that covers more than 15,000 brands across 56 countries.

• Introduction
• Brand usage
• Key insights
• Life stages
• Household classification
• Type of community
• Life values
• Attitudes towards the corresponding industry
• Challenges facing the country
• Internet usage by device
• Social media usage
• Media usage
• Consumer Insights Global survey

If this report contains a copyright violation , please let us know. Note that you will leave this page when you click the link.

Recommended and recent reports

Recommended statistics.

• Premium Statistic Major issues experienced when flying Vistara or Air India in India 2024
• Premium Statistic Key financial figures for Air India FY 2016-2023
• Premium Statistic Leading airlines in India 2023, by international traffic
• Basic Statistic Domestic market share of airlines across India FY 2023, by passengers carried
• Premium Statistic Most polluting airlines in Europe 2023

Statista report shop

We provide information on industries, companies, consumers, trends, countries, and politics, covering the latest and most important issues in a condensed format.

Mon - Fri, 9am - 6pm (EST)

Mon - Fri, 9am - 5pm (SGT)

Mon - Fri, 10:00am - 6:00pm (JST)

Mon - Fri, 9:30am - 5pm (GMT)

• Immediate access to all reports
• Access to all Premium statistics
• Usage and publication rights

• Main Menu ×
• Search Flights
• Corporate Travel Programme
• Group Booking
• Special Offers
• Travel Insurance
• Flight Schedule
• Check In Online
• Manage Booking
• Seat Selection & Upgrades
• Self-Service Re-accommodation
• Request Refund
• Flight Status
• Nonstop International Flights
• Popular Flights
• Partner Airlines

• Baggage Guidelines
• Airport Information
• Visas, Documents and Travel Tips
• First-time Travellers, Children and Pets
• Health and Medical Assistance

• At the Airport
• The Air India Fleet

• About Flying Returns
• Sign In/Sign Up
• Our Partners
• Family Pool
• Earn Points
• Spend Points
• Upgrade Cabin Class
• Points Calculator
• Customer Support

What are you looking for?

Corporate information

Corporate information.

CIN No.:  U62200HR2007PLC111539

Registered Office Address:

Block-4, Vatika One on One,

Sector-16, NH-48

Industrial Estate,

Gurugram HR 122007

Hide  View  Annual Returns Annual Returns -->

Cite commentary

IEA (2024), More efficient and flexible buildings are key to clean energy transitions , IEA, Paris https://www.iea.org/commentaries/more-efficient-and-flexible-buildings-are-key-to-clean-energy-transitions, Licence: CC BY 4.0

Share this commentary

• Share on Twitter Twitter
• Share on Facebook Facebook
• Share on LinkedIn LinkedIn
• Share on Email Email
• Share on Print Print

People spend the vast majority of their time in buildings, from houses to offices, stores and schools. And while these buildings serve different purposes, they all have at least one thing in common: To keep the lights on, run heating and cooling systems, and use appliances and equipment, they require substantial amounts of energy. Buildings today account for about 30% of final energy consumption globally and more than half of final electricity demand.

The sector is growing rapidly, especially in developing economies. Expanding electricity access and rising incomes mean that more people are buying appliances such as air conditioners – and as temperatures rise, they’re running them more often. However, with a greater focus on well-tested energy efficiency policies, energy consumption from the sector could be significantly reduced, all while maintaining – or even improving – the quality of energy services delivered. This would not only lower the building sector’s emissions, but also save money for energy consumers.

Leveraging technologies that allow buildings to use energy more flexibly throughout the day could unlock even greater benefits. When buildings and grids can communicate with each other, stress during peak times can be mitigated and peaks in energy demand can be smoothed out. As global floor area booms, prioritising both efficiency and flexibility is crucial to the security and sustainability of the world’s energy system.

Electrification and renewables growth are changing how buildings consume energy

Buildings are consuming more energy as economic activity increases and electrification expands, with more heat pumps running in homes and electric vehicles charging in garages. Between 2015 and 2022, residential heat pump sales tripled , and in 2023, electric cars accounted for one in five vehicle sales globally . Currently, most of electric vehicle charging takes place at residences and workplaces .

Adoption of these technologies is crucial to achieve net zero emissions from the energy sector by 2050 and limit global warming to the Paris Agreement target of 1.5 °C, however, it is also driving up electricity demand. Under the IEA’s Stated Policies Scenario , which is based on today's policy settings, peak electricity demand in buildings increases in all regions of the world in the coming decades. In China, it doubles by mid-century, while in the European Union, it increases by two‑thirds.

The rise is even more pronounced in countries with significant and expanding space cooling needs. By 2050, ownership of air conditioners in India is estimated to increase tenfold, leading to a sixfold jump in peak electricity demand in buildings. This increase could be cut in half with widespread adoption of more efficient building designs and tougher minimum energy performance standards for appliances, as envisioned by the IEA's Announced Pledges Scenario , which sees countries meeting national energy and climate targets in full and on time. In India, for example, these measures are projected to more than halve the contribution to peak demand from cooling and related stress on electricity networks.

Peak electricity demand in buildings in selected regions and countries and contributions by end-use, 2022-2050

Peak electricity demand in buildings in india and indonesia and contributions by end-use, 2022-2050.

At the same time, the deployment of wind and solar PV is accelerating globally as countries look to boost energy security and decarbonise their energy systems, making electricity supply much more weather-dependent. System-level surpluses and periods of lower generation are set to become more frequent due to daily and seasonal variations in renewable energy generation. Greater flexibility will be essential to manage these fluctuations.

Taken together, these developments will require major shifts in the way power systems are operated. For energy systems to function smoothly and efficiently, total energy demand from buildings will need to be reduced, while mechanisms for adjusting electricity demand throughout a day or season will become necessary to better match renewable generation patterns.

Buildings can provide more flexibility for the energy system

Buildings themselves can also be part of the solution. They can host various distributed energy resources , such as on-site renewable energy generation and storage, smart charging for electric cars, and other connected devices. And they can use energy flexibly if they are enabled to receive signals from the grid and can adjust their energy demand accordingly.

To realise this potential, buildings need to become both more efficient and more interactive with the grid . Energy efficiency should come first, reducing overall energy demand through high-performing building envelopes and efficient equipment. Next, buildings can be equipped with solar PV systems to produce renewable electricity and energy storage so they can retain excess supply until it is needed. Then, to facilitate interaction with grids, smart sensors, controls, intelligent analytics and other digital solutions can be integrated with building energy management systems or directly with the equipment.

Consumers stand to benefit from greater flexibility. By taking advantage of time-of-use electricity tariffs , for example, they can shift energy use to off-peak times when electricity is cheaper – flexibly operating electric vehicle chargers, water heaters and other appliances in line with the needs of the grid and price signals. As greater volumes of solar PV are incorporated into the grid, this might mean using more power during daytime hours. Such demand response measures can reduce household electricity bills by 7% to 12% by 2050 in advanced economies, and by almost 20% in emerging market and developing economies, according to IEA analysis .

Electricity bill savings from demand response for households in the NZE Scenario, 2030 and 2050

Electricity bill savings from demand response for households by end-use in the nze scenario, 2030 and 2050, to deliver benefits, buildings and grids must speak the same language.

Interoperability is key to ensure that grids and buildings can communicate with each other effectively. To support this dialogue, appliances can be equipped with special devices that can respond automatically to signals from the grid. By 2030, the number of smart meters and other connected devices with automated controls and sensors in buildings is estimated to almost double from current levels.

There are signs these technologies are starting to become more widespread. The United Kingdom has developed standards for smart communications interface s for appliances that can receive instructions related to energy use from other connected devices across networks. Australia has introduced a demand response enabling device , an interface for adjusting the energy usage of appliances based on signals from the grid.

Special certifications, like the EcoPort mark , indicate that a certified device is equipped with a dedicated control module capable of communicating with the grid. The US states of Washington, Oregon and Colorado now require new electric water heaters to be equipped with such an interface so they can participate in demand response programmes initiated by utilities. Australia and New Zealand , meanwhile, now mandate that energy labels for certain types of air conditioners include information on their demand response capability.

At the building level, energy management and automation systems can also provide supervisory control of smart appliances, smart chargers for electric vehicles, on-site solar electricity generation and storage. Open communication protocols – or universally accessible rules and standards that govern how different devices and systems exchange information – can help establish interoperability and automated control, helping to manage the voltage and quality fluctuations that can be triggered by the integration of distributed energy resources.

Buildings and grids are interacting, but there are far greater possibilities

Greater interaction between buildings and grids could result in meaningful reductions in energy demand, carbon dioxide (CO 2 ) emissions and power system costs. In the United States , a government analysis found that widely adopting efficient, grid-interactive buildings nationally could cut energy demand by 116 gigawatts (GW) during peak hours – equivalent to the output of more than 200 large power plants. It would also reduce CO 2 emissions by 80 million tonnes per year by 2030 and save power systems between USD 100 billion and USD 200 billion over the next two decades.

While countries around the world are exploring opportunities to bolster interactions between buildings and grids, progress so far has been limited on the whole to relatively small-scale projects and programmes.

A demonstration project in an apartment block in Scotland in 2020 and 2021 harnessed flexibility to deliver CO 2 emissions reductions by interrupting space heating across participating households for five- to 10-minute intervals. Participants did not report any impact to their thermal comfort. In a smart neighbourhood in the US state of Alabama , a local microgrid communicates with heating and air conditioning systems in efficient homes to determine the optimised way to use, generate and store solar-generated electricity. The combination of greater efficiency and this flexibility has resulted in energy savings of 35% to 45% compared with similar homes that do not have this capacity.

There are also opportunities for grid operators to communicate not only with individual devices, but also with smart aggregators such as virtual power plants , which can enhance grid stability by dynamically balancing electricity supply and demand, while also leveraging a diverse mix of distributed energy resources to mitigate fluctuations and optimise grid operations in real-time. A number of virtual power plants are already in operation, with several in Southeast Asia (including in Malaysia , the Philippines , Singapore , Thailand and Viet Nam ).

Furthermore, new buildings can be designed in ways that prepare them to interact more closely with grids in future. Building regulations could include mandatory requirements for sufficient space and adequate pre-wiring to accommodate installations of heat pumps, electric vehicle charging stations, solar PV systems and battery storage, such as in California’s 2022 Energy Code .

Bringing efficiency and flexibility into policy making is essential

Unlocking efficiency and flexibility in buildings to support the energy systems of the future is not an easy task. Effectively developing and implementing the right packages of policies is crucial – and incorporating energy efficiency requirements, flexibility considerations and demand-response features into building and appliance regulations is key to fostering the adoption of efficient, grid-interactive buildings.

It is also essential to enact policy provisions that support the integration of smart sensors and controls into building energy management and automation systems. Requiring manufacturers to enable appliances to participate in demand response, like in Washington State , or mandating that equipment installed in new buildings use open communication protocols, such as in California , are just two examples.

To support this process, the IEA has developed an analytical framework to assess a country’s building sector and provide recommendations to accelerate the adoption of policy- and technology-related solutions for efficient grid-interactive buildings. The IEA’s initiative on Digital Demand-Driven Electricity Networks ( 3DEN ) also provides policy advice on how digital tools can support power system decarbonisation and modernisation. 

The 3DEN report Unlocking Smart Grid Opportunities in Emerging Markets and Developing Economies offers guidance for energy policy makers on ways to enable and drive investments in smart and resilient electricity grids. And an upcoming report, Managing the Seasonal Variability of Electricity Demand and Supply , will offer tools and strategies for managing both demand- and supply-side variability, taking into account weather-related impacts on system operations and flexibility needs.

Subscription successful

Thank you for subscribing. You can unsubscribe at any time by clicking the link at the bottom of any IEA newsletter.

We've detected unusual activity from your computer network

To continue, please click the box below to let us know you're not a robot.

Why did this happen?

Please make sure your browser supports JavaScript and cookies and that you are not blocking them from loading. For more information you can review our Terms of Service and Cookie Policy .

For inquiries related to this message please contact our support team and provide the reference ID below.

Simple Flying

Summer demand: air india adds more boeing 787-8 dreamliner flights to 3 european cities.

Air India's Amsterdam, Milan, and Copenhagen services are getting a boost this summer.

• Air India is boosting flights to Amsterdam, Milan, and Copenhagen to meet the rising demand for international travel from India.
• Through these services, the airline also aims to offer seamless connections to other destinations in the Indian subcontinent and Southeast Asia from its Delhi hub.
• With an expanding international network and a focus on fleet and network expansion, Air India is positioning itself as a key player in long-haul services from India.

Observing a strong demand for travel between India and Europe, Air India is enhancing its schedule to three European cities – Amsterdam, Milan, and Copenhagen. The carrier has progressively expanded its international offerings over the last year and a half, with overseas travel resuming and its fleet size also increasing.

More flights to Amsterdam, Milan, and Copenhagen

Air India is doubling down on some of its European destinations as demand for overseas travel from India increases. The airline has announced that it will boost the frequency of its flights to Amsterdam, Milan, and Copenhagen from Delhi.

From June 22, Air India will increase its Amsterdam flights from four weekly to daily and Milan flights from five weekly to daily. Furthermore, it will add another flight to Copenhagen, taking the frequency on the route to 5x weekly. Campbell Wilson, CEO & MD, Air India, commented,

“The expansion of our global route network continues to be a key priority for us in Air India’s ongoing transformation journey. The increased frequency to Europe demonstrates this as well as the growing demand for travel between India and Europe, and we are committed to providing our customers with greater choice and convenience.”

Flight schedule

The carrier will operate these flights according to the following schedule:

Air India is also trying to position itself as a carrier of choice for travelers wanting to visit other destinations in the Indian subcontinent and the Southeast Asia region. Through these connections, it wants to offer seamless connectivity to travelers from Europe from its Delhi hub.

The airline uses its Boeing 787 Dreamliner aircraft on all flights to mainland Europe. These planes offer 18 flat beds in business class and 236 spacious seats in economy.

Expanding international network

After increasing the aforementioned frequencies, Air India’s services to mainland Europe will increase to 80 flights a week to and from seven points - Amsterdam Schiphol, Copenhagen, Frankfurt, Milan Malpensa, Paris CDG, Vienna, and Zurich, which will start on June 16.

2nd Airbus A350-900 Delivered To Air India

Air India has embarked on a major transformation plan called Vihaan.AI, which, among various other things, also focuses on extensive network and fleet expansion. With a 470 aircraft order from Airbus and Boeing and several widebody aircraft arriving on short-term lease, the airline is in a much better position to expand its long-haul services.

Air India is also currently the only airline in the country to offer non-stop flights to North America. The airline has connections from Delhi to Newark, New York JFK, San Francisco, Chicago, and Washington, D.C. It also connects Delhi with Toronto and Vancouver in Canada.

From Mumbai, it flies to Newark and New York JFK and serves Bangalore with a flight to San Francisco, the longest flight in its network. Simple Flying has analyzed the carrier’s North American operations in detail in the article below.

Examined: Air India's North American Operations

What are your views on this? Please leave a comment below.

Air India Express Cancels Over 80 Flights Amid Mass Leave by Cabin Crew

Bulbul Dhawan , Skift

May 9th, 2024 at 11:24 AM EDT

The disruption in Air India Express operations comes as the airline sector prepares for a peak travel period.

Bulbul Dhawan

Air India’s low-cost subsidiary Air India Express canceled 85 flights on Thursday amid mass sick leave by cabin crew. The cancellations affected almost one-quarter of its entire flying program. In a statement, the airline said that it would operate 283 flights on Thursday. 

“We have mobilized all resources and Air India will support us by operating on 20 of our routes,” the airline spokesperson said. The company has advised customers to check if their flight is affected before leaving for the airport. 

“If their flight is canceled, or delayed beyond three hours, they may opt for a full refund or reschedule to a later date without any fees,” Air India Express said.

According to Indian media reports , the airline planned to cancel 40 flights every day until May 13. However, cabin crew have since withdrawn its protest as Air India Express has agreed to look into the matter, according to news agency PTI . 

What is the Issue?

Starting Tuesday afternoon, reports suggested about 300 cabin crew members of the airline started calling in sick. The personnel also switched off their phones. This led to the cancellation of more than 90 Air India Express flights by Wednesday evening. 

The cabin crew’s mass absence comes amid the merger of Air India Express with sister low-cost airline AIX Connect, previously known as AirAsia India. 

Tata Sons, which owns the two airlines along with full-service carriers Vistara and Air India, is consolidating its airline business. As part of its strategy, the two budget carriers are being merged to operate as a single low-cost airline. 

A section of the cabin crew staff has alleged mismanagement on the part of the airline, saying that the staff has been treated unequally. The employees are unhappy as some staff members have reportedly been offered jobs at lower positions despite clearing interviews for senior posts. 

They have also alleged that internal job postings are being filled by external candidates, bypassing qualified internal personnel. Changes in the compensation package of the employees as the airline prepares for its merger are also a factor.

Air India Express Reaction

Reacting to the action by cabin crew, Air India Express reportedly issued termination letters to 25 cabin crew. According to news agency PTI , the remaining cabin crew members on sick leave were given an ultimatum to report for duty by 4 pm IST on Thursday to avoid facing termination. The airline has now withdrawn these termination letters. 

“While we will continue to engage with our cabin crew colleagues with a commitment to address any concern, we are taking appropriate steps against certain individuals as their actions have caused grave inconvenience,” the airline spokesperson said. 

The Indian Ministry of Civil Aviation has sought a report from the airline on the mass cancellations and has asked Air India Express to resolve the issue promptly. 

A Repeat of Vistara Cancellations?

A similar protest was seen recently among pilots of full-service carrier Vistara , which is also being merged with Air India by parent company Tata Sons to form one full-service carrier.

Between March 31 and April 4, Vistara canceled over 150 flights, while more than 200 were delayed by more than two hours due to “crew unavailability”. The airline’s pilots went on mass leave due to stretched rosters and revised pay structures ahead of the Air India-Vistara merger. 

The new pay structure reduced guaranteed flying hours for First Officers from 70 hours to 40 hours, leading to cuts of almost INR 80,000 ($960) to INR 140,000 ($1,680) from a salary of INR 340,000 ($4,080).

Some Air India Express employees are also facing a pay cut ahead of the merger. In a letter to Tata Group chairman N Chandrasekaran, the Air India Express employees said that several benefits, including the house rent allowance, have been removed from the new compensation structure. This has led to significant cuts in their pay packages despite the airline’s consistent profitability.

Airlines Sector Stock Index Performance Year-to-Date

What am I looking at?  The performance of airline sector stocks within the  ST200 . The index includes companies publicly traded across global markets including network carriers, low-cost carriers, and other related companies.

The Skift Travel 200 (ST200)  combines the financial performance of nearly 200 travel companies worth more than a trillion dollars into a single number.  See more airlines sector financial performance . 

Read the full methodology behind the Skift Travel 200.

Skift India Report

The Skift India Report is your go-to newsletter for all news related to travel, tourism, airlines, and hospitality in India.

Have a confidential tip for Skift? Get in touch

Tags: air india , Air India Express , air travel , airline news , aviation industry , aviation news , india , indian airlines

Photo credit: Tata Sons is merging Air India Express with sister low-cost airline AIX Connect. Photo: Air India Express Air India Express

• You Are At:

Air India Express flight cancellations: Civil aviation ministry seeks report, asks airline to resolve issues

The sudden shortage of crew members led to flights being grounded, affecting both domestic and international routes. air india express issued a statement addressing the situation and apologizing to affected passengers..

Air India Express to operate 360 flights daily 

The airline, which is in the process of merging AIX Connect (formerly AirAsia India) with itself, is to operate 360 daily flights during the summer schedule that started in the last week of March. An Air India Express spokesperson stated that the airline is actively engaging with cabin crew members to comprehend the reasons behind their sick reports, and they also extended apologies for the flight disruptions. 

Discontent brewing among cabin crew members

According to reports, discontent has been simmering among a faction of cabin crew members at the low-cost carrier, particularly since the initiation of the merger process. More than 200 cabin crew members have reported sick in protest against purported mismanagement within the airline, news agency PTI reported citing sources. The cabin crew shortage has resulted in the cancellation of at least more than 80 flights since Tuesday night and scores of flights were delayed.

Union alleges mismanagement and inequality at airline

Late last month, a union representing a section of the Air India Express cabin crew alleged that the airline is being mismanaged and there is a lack of equality in the treatment of the staff. Air India Express Employees Union (AIXEU), a registered union, which claims to represent around 300 cabin crew members had also alleged that mismanagement of the affairs has affected the morale of the employees.

It should be mentioned here that the development at Air India Express comes a month after Tata Group full-service carrier Vistara witnessed pilot woes, forcing it to temporarily cut down capacity by 10 per cent or 25-30 flights daily. As part of consolidating its airline business, Tata Group is merging Air India Express and AIX Connect, as well as Vistara with Air India. On Wednesday, many passengers took to social media complaining about the sudden cancellation of flights by Air India Express.

(With inputs from agencies)

ALSO READ:  Air India Express cancels over 80 flights after senior crew members go on 'mass sick leave'

Read all the Breaking News Live on indiatvnews.com and Get Latest English News & Updates from India

• air india express
• flight operations hit
• civil aviation ministry

Lok Sabha Elections 2024 Phase 4: ‘Vote to strengthen our democracy,' says PM Modi as polling begins

Allu Arjun, Jr NTR cast their vote at polling booth in Jubilee Hills, Hyderabad | WATCH

RCB vs DC IPL 2024: Royal Challengers Bengaluru live to fight another day with fifth straight win

Related India News

Jharkhand: Blast rocks Palamu hours before voting, 4 dead

Lok Sabha elections: Voting for 96 Lok Saha constituencies, all Andhra Assembly seats today

Andhra Pradesh elections: 175 Assembly seats, 25 Lok Sabha seats to go for voting today

Haryana: Khattar dares opposition to parade its MLAs, says BJP govt not averse to floor test

Kharge sharpens his attack on PM Modi, Amit Shah, says 'Dalits, tribals to become slaves again if..'

Latest News

Russia: 13 killed, 20 injured as apartment building collapses after shelling in Belgorod city

Lok Sabha Elections 2024: People throng polling booths to cast vote in fourth phase | See pics

Fact Check: Old video shared to falsely show vandalism at Haryana CM Nayab Singh Saini’s event

• Aap Ki Adalat
• Aaj Ki Baat
• Kurukshetra
• Haqiqat Kya Hai
• Entertainment

Haqiqat Kya Hai: Both the boys of UP....will be tough in Kannauj tomorrow too?

Coffee Par Kurukshetra: Who is the decision maker for Rahul Gandhi?

Muqabla: Modi in Kashi...this time it will be the biggest victory!

PM Modi slams TMC over 'appeasement politics', says "Hinduon Ko Doyam Darje…"

Lok Sabha Polls 2024: How much does your vote cost, where does the money come from?

• Maharashtra
• Uttar Pradesh
• Madhya Pradesh
• West Bengal
• Jammu & Kashmir
• Chhattisgarh

Lok Sabha Elections 2024 Phase 4 LIVE: Giriraj Singh, Madhavi Latha, Owaisi among early voters

Assembly polls in Andhra Pradesh, Odisha: Voting underway to elect new state govts | DETAILS

Lok Sabha Elections 2024 Phase 4: List of 96 constituencies, states, parties and candidates

• Constituencies
• Key Candidates

IPL 2024 Points Table Updated: RCB boost to fifth spot as seven teams fight for three playoff berths

'Bowlers are late, captain gets punished': Axar reveals Rishabh's angry reaction to suspension slap

IPL 2024, GT vs KKR Dream11 fantasy team: Gujarat Titans v Kolkata Knight Riders Dream11 prediction

History-maker Virat Kohli becomes first player to achieve massive milestone in IPL for RCB vs DC

India extends debt repayment deadline: Maldives Foreign Minister Moosa Zameer

Indonesia: Flash floods in Sumatra kills 37 people, over dozen missing

Iran warns of changing nuclear doctrine amid tensions with Israel

PoK reels under violence as Pakistani cops unleash aerial firing, teargas on protesters | VIDEO

• Celebrities

BAFTA TV Awards 2024 Announced: The Crown misses out big time! See full winners list here

Arjun Kapoor's 12-year collaboration with YRF Talent Management comes to end

Rajkummar Rao's Srikanth makes bumper earnings on Day 3, know full collection here

Sonakshi Sinha, Vijay Varma's series 'Dahaad' completes one year

• Live Scores
• Other Sports

Parvej Khan, son of farmer from Haryana, wins Gold at US collegiate race

What if advanced AI goes into wrong hands? Potential risks and researchers' concerns explained

Explained: How 8 teams will benefit from Mumbai Indians' win against Sunrisers Hyderabad in IPL 2024

Feroze Gandhi to Rahul Gandhi: Rae Bareli's tryst with Gandhi family in Lok Sabha polls | Explained

What is Digital House Arrest and how to avoid it? | Explained

Why is US acquiring 81 'obsolete' Soviet-era combat aircraft from key Russian ally Kazakhstan?

Horoscope Today, May 13: Golden day for Gemini; know about other zodiac signs

Horoscope Today, May 12: Libra to get job opportunities; know about other zodiac signs

Weekly Horoscope (May 13-May 19): Good financial condition for Capricorns; know about your sign

Horoscope Today, May 11: Leo to complete important work; know about other zodiac signs

Transit of Mercury into Aries: Increase in income resources for Gemini; know about your zodiac sign

India all set to overtake Japan as fourth largest economy by 2025, predicts Amitabh Kant

India's foreign exchange reserves jump USD 3.7 billion

Industrial production grows 4.9 per cent in March, 5.8 per cent in FY24

Gold price rises on Akshaya Tritiya in India: Check gold rates in your city on May 10

Stock markets update: Sensex surges 203 points, Nifty up by 83 points to 22,041 in early trade