Air India chairman N Chandrasekaran calls for ‘cost consciousness’ as airline faces tough phase: ‘Every individual can contribute’…

Air India is entering another crucial phase in its transformation journey, and chairman N Chandrasekaran has delivered a clear message to employees: improving the airline’s financial and operational performance will require greater discipline on costs across the organisation.

Speaking to employees during an Air India townhall, Chandrasekaran stressed the importance of building a stronger culture of “cost consciousness”, saying that every employee has a role to play in improving efficiency.

“Every individual in Air India can contribute to improving cost efficiency,” Chandrasekaran told employees, according to sources.

The message comes at a challenging time for Air India, which has been dealing with financial pressures and operational difficulties while continuing its ambitious transformation under the Tata Group.

Safety, customer trust and costs take centre stage

During his address, N Chandrasekaran identified four major priorities that will shape Air India’s next chapter — safety, customer trust, operational execution and cost discipline.

The past 18 months, he acknowledged, have been particularly demanding for the airline.

Geopolitical disruptions, airspace closures, changes in fuel prices and the tragic AI171 accident have all created significant challenges for the carrier and affected its operations.

According to Chandrasekaran, the focus must now shift towards strengthening internal processes and improving execution while maintaining tighter control over costs.

The emphasis on cost efficiency does not mean compromising on safety. In fact, Chandrasekaran made it clear that safety remains at the heart of the airline’s priorities.

“Safety is not about what we say. It is about what we do every day,” he said, highlighting the importance of strong processes, strict compliance and personal accountability.

A difficult journey, but a major transformation

The transformation of Air India has been one of the biggest corporate turnaround stories in India’s aviation industry.

Since returning to the Tata Group, the airline has been working to modernise its operations, improve its customer experience and rebuild its position as a major global carrier.

However, such a large transformation has also come with significant challenges.

Chandrasekaran’s latest remarks suggest that the airline is now placing greater emphasis on ensuring that operational improvements are matched by stronger financial discipline.

For an airline operating in a highly competitive industry, controlling costs can be just as important as improving services and expanding the network.

Campbell Wilson thanked for leading Air India’s transition

The townhall was attended by outgoing CEO and Managing Director Campbell Wilson as well as incoming CEO and Managing Director Tewolde Gebremariam.

N Chandrasekaran thanked Campbell Wilson for his contribution during what he described as one of the most important periods in Air India’s history.

Wilson played a central role in leading the airline through a major period of transition as the company worked to rebuild its operations and strengthen its brand.

With a new leadership phase beginning, the focus will now be on continuing that transformation while addressing the challenges that remain.

‘One billion people are rooting for Air India’

Perhaps the most emotional part of Chandrasekaran’s address was his reminder about the unique relationship between Air India and the people of India.

“It is probably the only business that a billion people talk about, have views on, criticise fiercely and appreciate at times,” he said.

But despite the criticism and scrutiny, Chandrasekaran said there was something important that the airline should never forget.

“All these one billion people are rooting for Air India. That is our biggest strength,” he added.

The statement reflects the emotional connection many Indians continue to have with the airline, which has remained one of the country’s most recognisable brands for decades.

What lies ahead for Air India?

As Air India moves into its next phase, the road ahead will remain challenging.

The airline will need to balance several priorities at the same time — maintaining the highest safety standards, rebuilding customer confidence, improving operational reliability and keeping a closer watch on costs.

For N Chandrasekaran and the leadership team, the challenge will be turning those priorities into consistent results.

The message from the chairman, however, is clear: Air India’s future transformation will not depend only on top management decisions.

From safety procedures to customer service and cost efficiency, every employee will be expected to play a role.

And as the airline begins its next chapter, the company will be hoping that the enormous public interest surrounding Air India can eventually translate into something even more valuable — stronger trust from passengers and a more sustainable future for India’s iconic airline.