
Air India warned for flying Airbus planes with unchecked escape slides
NEW DELHI -India's aviation regulator has warned Air India for breaching safety rules after three of its Airbus planes flew despite being overdue checks on emergency equipment, and for being slow to address the issue, government documents show.
The warning notices and an investigation report - both reviewed by Reuters - were not in any way related to last week's crash of an Air India Boeing 787-8 plane that killed all but one of the 242 people onboard, and were sent days before that incident.
In the report, the Directorate General of Civil Aviation said spot checks in May on three Air India Airbus planes found that they were operated despite mandatory inspections being overdue on the "critical emergency equipment" of escape slides.
In one case, the watchdog found that the inspection of an Airbus A320 jet was delayed by more than a month before being carried out on May 15. AirNav Radar data shows that during the delay the plane flew to international destinations such as Dubai, Riyadh and Jeddah.
Another case, involving an Airbus A319 used on domestic routes, showed checks were over three months late, while a third showed an inspection was two days late.
"The above cases indicate that aircraft were operated with expired or unverified emergency equipment, which is a violation of standard airworthiness and safety requirements," the DGCA report said.
Air India "failed to submit timely compliance responses" to deficiencies raised by the DGCA, "further evidencing weak procedural control and oversight," it added.
Air India, which was taken over by the Tata Group in 2022 from the government, said in statement that it was "accelerating" verification of all maintenance records, including dates of the escape slides, and would complete the process in the coming days.
In one of the cases, Air India said, the issue came to light when an engineer from AI Engineering Services "inadvertently deployed an escape slide during maintenance".
The DGCA and Airbus did not respond to Reuters queries.
Checks on escape slides are "a very serious issue. In case of accident, if they don't open, it can lead to serious injuries," said Vibhuti Singh, a former legal expert at the government's Aircraft Accident Investigation Bureau.
The DGCA said in its report that the certificates of airworthiness for aircraft that miss mandatory checks were "deemed suspended".
The warning notices and the report were sent by Animesh Garg, a deputy director of airworthiness in the Indian government, to Air India CEO Campbell Wilson as well as the airline's continuing airworthiness manager, quality manager and head of planning, the documents showed.
An Indian aviation lawyer said such breaches typically attract monetary and civil penalties on both individual executives and the airline.
Wilson told Reuters last year that global parts shortages were affecting most airlines, but the problem was "more acute" for Air India as its "product is obviously a lot more dated", with many planes not refreshed since they were delivered in 2010-2011.
'SYSTEMIC CONTROL FAILURE'
The Indian regulator, like many abroad, often fines airlines for compliance lapses. India's junior aviation minister in February told parliament that authorities had warned or fined airlines in 23 instances for safety violations last year.
Around half of them - 12 - involved Air India and Air India Express, including in one case for "unauthorised entry into cockpit". The biggest fine was $127,000 on Air India for "insufficient oxygen on board" during a flight to San Francisco.
Last week's crash, the causes of which are still being investigated, will further challenge Air India's attempts to rebuild its image, after years of criticism from travellers for poor service.
Air India's Chairman N. Chandrasekaran on Monday told staff the crash should be a catalyst to build a safer airline, urging employees to stay resolute amid any criticism.
In its report, the DGCA also said several Air India aircraft checked by officials had outdated registration paperwork. Air India told Reuters all but one aircraft complied with such requirements and this "poses no impact" to safety.
The DGCA investigation report pulled up the airline for what it described as "inadequate internal oversight."
"Despite prior notifications and identified deficiencies, the organization's internal quality and planning departments failed to implement effective corrective action, indicating systemic control failure," it said.
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


India.com
13 minutes ago
- India.com
Have 4 wives, owns 38 private jets, 300 cars, 52 golden boats and..., he is world's richest king, his name is..., not richer than Mukesh Ambani, Adani
Have 4 wives, owns 38 private jets, 300 cars, 52 golden boats and..., this is world's richest king, his name is..., not richer than Mukesh Ambani, Adani There are many billionaires across the world, but very few live as richly and royally as King Maha Vajiralongkorn of Thailand, also known as King Rama X. According to The Business Standard , he is believed to be the richest king in the world, with an estimated wealth of around Rs 3.7 lakh crore (which is about 43 billion US dollars). Where does his wealth come from King Vajiralongkorn didn't make his money like most businesspeople. His wealth comes from centuries of royal inheritance, and it grew even more after his father, King Bhumibol Adulyadej, passed away in 2016. Since then, he has made major investments in some of Thailand's biggest companies and owns a lot of valuable land and buildings. In fact he owns more than 17,000 properties in Bangkok alone which makes him one of the largest landowners in Thailand. These include hotels, old palaces, and commercial buildings, many of which earn large amounts of rent. A life of extreme luxury King Vajiralongkorn lives a life of true royal luxury. His collection includes: Over 300 luxury cars 38 private jets A fleet of 52 golden boats used for special royal events These boats are not for travel, but part of grand traditional ceremonies, showing the rich culture of Thailand's royal family. A royal with military training Born in 1952, he is the only son of King Bhumibol and Queen Sirikit. Raised from an early age to take over the throne, he was given elite military training abroad, where he studied in the United Kingdom and then at the University of New South Wales in Australia, graduating in military studies. He also had pilot training and served with the Royal Thai Army, where he saw action in counter-insurgency campaigns during the politically charged 1970s. A controversial figure Even though his personal life has been full of headlines, he has been married four times and often attracts media attention. Out of the four, three of them ended in divorce and have been the subject of tabloid headlines. He also remains an important and powerful figure in Thailand. He represents both the rich royal tradition and the modern face of the monarchy. Meanwhile, in India… India's richest people are well-known business tycoons. As of May 2025, Mukesh Ambani is the richest Indian, with a net worth of about 92.5 billion dollars. Gautam Adani is second with 56.3 billion dollars, with businesses in ports, energy, and infrastructure. But even compared to these corporate giants, King Vajiralongkorn stands out—not just for his huge fortune, but for a lifestyle filled with palaces, private jets, golden boats, and royal ceremonies that few others in the world can match.


Time of India
15 minutes ago
- Time of India
India Inc's AI reality check: Why 92% still struggle to scale AI
Only BFSI (71%) and ITES (80%) show signs of AI maturity — but even they face integration and governance and retail sectors have >60% AI experimentation, but governance, ethics, and backend integration stall AI being a boardroom buzzword, only 8% of enterprises have realized business-scale AI value. AI might be the star of corporate town halls and keynote speeches, but behind the curtains of glossy brochures and tech summits lies an inconvenient truth: the vast majority of Indian enterprises are nowhere close to AI maturity. According to the ETCIO Intelligence Report AI Playbook – GPUs, Strategies & Readiness Index 2025, a staggering 92% of organizations remain stuck in pilot or exploratory phases. Only a slim 8% have fully implemented AI initiatives. This discrepancy reveals a telling reality—while boardrooms are bullish about AI's potential, operationalizing it at scale remains an uphill task. For a quarter of surveyed firms, AI remains an abstract concept—a buzzword to explore rather than a tool to deploy. Pilot paralysis: From proof of concept to proof of value What's keeping India Inc from achieving AI lift-off? At the heart of the issue lies an ROI dilemma. AI pilots, often built around automation or chatbots, fail to deliver tangible business impact. 'Boards demand measurable business value,' the report notes, 'but most AI efforts focus on narrow use cases with limited bottom-line value.' In response, many CIOs are shifting their KPIs from 'proof of concept' to 'proof of value,' with a sharper focus on metrics like Return on Employee (RoE). 'AI has moved beyond proof of concept - it's now about proof of value. With data at its core, the true success metric is ROE: Return on Employee, where enhanced productivity and smarter efficiency reveals AI's real impact,' says Rakesh Bhardwaj, Group Chief Information Officer, Lupin. The infrastructure conundrum: Legacy systems as a bottleneck India's digital backbone—comprising legacy ERP, SCADA, MES, and siloed data systems—is not AI-ready. In manufacturing, for instance, only 57% of firms report any form of AI adoption. Even among these, most remain confined to pilot projects, thanks to fragmented operational technology and poor data standardization. The BFSI sector leads India's AI journey in terms of adoption maturity. Banks and insurers are embedding AI into fraud detection, underwriting, and customer service. But deeper integration is still constrained by legacy systems and high implementation costs. 'AI adoption in BFSI is not just about improving efficiency. It is redefining resilience, security, compliance and customer experience at scale,' says Sampath Manickam , Chief Technology Officer, National Stock Exchange of India. 'As we integrate AI-driven solutions, the emphasis must remain on ethical innovation, regulatory compliance and long-term value creation.' In retail and consumer goods, the maturity is mixed. While digital-native firms and FMCG giants leverage AI for personalization and supply chain visibility, traditional retailers are still stuck on basic digital transformation journeys. Data privacy and ERP integration issues loom large. In healthcare and pharma, AI use cases are growing—from diagnostics and imaging to drug discovery. However, full-scale adoption is rare, and ethical concerns around bias and explainability are front and center. ITES players show relative maturity. Roughly 60% have implemented AI for customer service automation, IT ops, or HR analytics. But only 8% have embedded AI into core functions. The rest remain tactical, often boxed into non-core deployments due to legacy constraints and unclear ROI. Talent deficit vs tool overload Another major hurdle? – People. Despite the explosion of AI platforms and APIs, there is a severe shortage of skilled professionals—particularly AI engineers, data scientists, and MLOps experts. 'There is a huge shortage of skilled talent because modern education is unable to keep up with the speed of change,' says Priya Dar, CIO, Valvoline Cummins . 'We are not experimenting enough and limitations of industry-specific tools lead to customizations that need skills, time, and money. What we are doing is simple—upskilling, leaning on open source, and outsourcing some innovation to smaller partners working on specific use cases.' Organizations are responding with hybrid strategies: reskilling programs, partnerships with academic institutions, and tapping global talent pools via remote work. 'Our leadership emphasizes innovation, operational excellence, and customer-centricity as core pillars of our growth strategy,' adds Kavita Bijlani, Head of IT & RAD, Bausch + Lomb. 'We are up-skilling and re-skilling our employees by rolling out training programs on AI/ML through virtual platforms. To overcome local shortages, we are tapping into global and regional talent pools.' Integration complexity: The silent killer Even when talent and tools are available, most AI projects flounder during integration. ETCIO Intelligence survey revealed that poor post-deployment support and a lack of plug-and-play capabilities remain key friction points—particularly in sectors like BFSI and healthcare, where compliance demands are non-negotiable. As Anand Sinha, CIO, Birlasoft, explains: 'Organizations address the shortage by upskilling existing staff, recruiting from diverse backgrounds, and using global remote talent… Automation and low-code AI tools are adopted to reduce reliance on specialists.' Who's Winning and Who's Lagging? A Sectoral Snapshot ITES (80%) and BFSI (71%) lead due to digital maturity and strong risk/compliance needs. Healthcare (70%) is gaining traction in diagnostics and drug discovery, but lags in AI governance. Retail (61%) shines in front-end CX but falters on backend integrations. Manufacturing (57%) struggles with data quality and fragmented tech environments. From projects to platforms: Global lessons for India Inc The report emphasizes that successful AI transformation isn't about isolated pilots—it's about 'platformization'. Giants like JPMorgan (COIN platform) and Siemens (AI-augmented digital twins) show the way. Indian firms must follow suit by institutionalizing AI Centers of Excellence, building explainable AI systems, and investing in scalable data infrastructure. To paraphrase Rucha Nanavati of Mahindra & Mahindra: 'AI has moved from curiosity to boardroom mandate. The challenge now is not in adopting AI—but in delivering on its promise.' The next 24 months represent a defining window. For India Inc., this is the moment to evolve from pilot purgatory to platform-powered performance. The age of AI has begun—now it's time to make it real. The AI Playbook | ET CIO


Mint
19 minutes ago
- Mint
Air India Crash: Parliament panel had flagged 'discrepancy' in aviation funding, months before Ahmedabad tragedy
Air India Crash: A parliamentary standing committee report flagged a 'distinct imbalance' and 'discrepancy' in the allocation of funds across key aviation bodies in March, about three months before the tragic Air India plane crash in Ahmedabad. The panel observed that the 'discrepancy' raised important questions about prioritising regulatory compliance over security infrastructure and accident investigation capabilities. The panel recommended the adoption of performance-based budgeting for aviation regulatory bodies, linking allocations to specific performance indicators. 'The Committee observes that the Capital Outlay for BE 2025 distinct imbalance in the allocation of funds across key aviation bodies. The Directorate General of Civil Aviation (DGCA), entrusted with regulatory oversight, commands the largest share of ₹ 30 Crore, nearly half of the total budget,' reads the report by the Department-related Parliamentary Standing Committee on Transport, Tourism and Culture. Air India Plane Crash: The 32-member standing committee, headed by Janata Dal United MP Sanjay Jha, presented its report in the Rajya Sabha on March 25, 2025. The London-bound Air India flight AI-171 carrying 242 passengers and crew members crashed in Ahmedabad on 12 June. All but one on board the plane died along with nearly 29 on the ground when the aircraft smashed into a medical complex. 'While its role in ensuring compliance with aviation standards is indisputable, the justification for such a significant allocation must be carefully examined to ensure efficiency and accountability,' the report reads. Air India Plane Crash: According to the report, while the DGCA was allocated ₹30 crore for the financial year 2025-26, the Aircraft Accident Investigation Bureau (AAIB) got ₹20 crore, and the Bureau of Civil Aviation Security (BCAS) received only ₹15 crore According to the report, while the DGCA was allocated ₹ 30 crore for the financial year 2025-26, the Aircraft Accident Investigation Bureau (AAIB) got ₹ 20 crore, and the Bureau of Civil Aviation Security (BCAS) received only ₹ 15 crore. The AAIB is probing the Ahmedabad Air India plane crash. 'In contrast, the BCAS and AAIB receive ₹ 15 Crore and ₹ 20 Crore, respectively. While regulatory compliance remains essential, the rapid expansion of aviation infrastructure, with airports increasing from 74 in 2014 to 147 in 2022 and a target of 220 by 2024-25, necessitates proportional growth of security capabilities and accident investigation resources. In view of the growing complexity of aviation security threats and the critical nature of accident investigations, the Committee finds these allocations relatively modest,' the report reads. The 32-member standing committee, headed by Janata Dal United MP Sanjay Jha, presented its report in the Rajya Sabha on 25 March 2025. Apart from Jha (Chairman), the other members of the panel included M Mohamed Abdulla, M Nadimul Haque, Jaggesh, Sudha Murty, Imran Pratapgarhi from the Rajya Sabha and Mina Altaf Ahmad, Rajiv Pratap Rudy, Manoj Tiwari, and KC Venugopal from the Lok Sabha, to name a few. The report said the 'funding discrepancy' raises important questions about prioritising regulatory compliance over security infrastructure and accident investigation capabilities. The panel recommended that aviation regulatory bodies adopt performance-based budgeting, linking allocations to specific performance indicators and outcomes. 'This approach would enhance accountability and ensure that funds are utilised efficiently to address the most pressing challenges within each domain. Regular performance audits should be conducted to assess the effectiveness of allocated resources and inform future budgeting decisions," it said. Air India Plane Crash: The report said the 'funding discrepancy' raises important questions about prioritising regulatory compliance over security infrastructure and accident investigation capabilities. The discrepancy raises important questions about prioritising regulatory compliance over security infrastructure and accident investigation capabilities. The panel, as reported by LiveMint earlier, also raised serious concerns over the limited manpower in the DGCA, BCAS, and the Airports Authority of India (AAI).