In addition to the compassion that Mr. Dastur was well known, there was also his “soft” side.  I learnt this both while I was his deputy and also when I took over as Dy. M.D.

He seldom gave a junior a poor Annual Appraisal.  Most of his appraisals were Excellent and this gave me a major problem with a junior Department Head whom he had rated at the top in every category.  During my time with AI, we were instructed not to go by previous appraisal reports and hence, when I took over as Dy. M.D., one of my first tasks was to fill in Appraisal reports of three Department Heads who reported to me - Inflight Services, Planning and Ground Handling.

I duly filled in the reports based on my knowledge of these three individuals and very soon thereafter, had a visit from the Dy. Director - Inflight Services who complained that I had given him an “average” in one category - Job Knowledge.  He complained that he had always been given the top rating in this category by Mr. Dastur.

I asked him point blank if he had undertaken any flight to Nairobi or the Gulf during his tenure.  He replied that he had not.  I then asked him how could his job knowledge be complete?  He had no answer. 

I told him that I expected him to visit every Gulf station and Nairobi to learn about the catering facilities, the accommodation for the cabin crew and the service on board these flights.  Unfortunately, he was unable to completely fulfill this requirement for reasons I will explain in my next Blog.

When Mr. Dastur returned from one of his visits to Delhi, he mentioned that there was a lot of unhappiness in the top hierarchy in the office of the Manager - Northern India and asked me to look into it.  I visited Delhi and held meetings with all the Section Heads. 

Without exception, the major Heads - Dy. Manager, Airport Manager and the Reservations Manager declared their unwillingness to continue working under the then Manager.  

They complained that he issued instructions and then denied that he had done so, in cases when something went wrong.  They could never be certain that he would back them up.

What I learned was nothing new as in my own dealings with this individual, I had come to the conclusion that he was not trustworthy and would “lie to save his skin”. 

I will give an example.  I called his office at 9:45 one morning and checked with his Secretary who confirmed that her boss was in his office and had been there since 09:00.  I then spoke with him and asked him “Where were you at 9:30?  I called and you had not arrived at your office”.

His immediate answer was that he had decided that morning to call on a Travel Agent before coming to work.  I mentioned that he was lying as he had come straight to work and this had been confirmed by his Secretary.  I told him that he was a compulsive liar and that his immediate reaction to any allegation was to find an excuse.  He had no answer.

I reported my findings to Mr. Dastur and told him that we had two choices.  We could transfer either the Manager or all three Section Heads.  He decided to take the latter step and in doing so, sent them all on promotions to various stations.  The Manager was admonished but managed to hold his job because of his personal contacts with the powers that be in Delhi. 

In my own case, I ran into a problem with one of my colleagues whose wife could not hold her liquor and at various social occasions created some embarrassing situations, including one at Mr. Dastur’s own residence.  Rather than confront this colleague, Mr. Dastur sent him overseas on a posting as a Regional Head.

Having observed these and other similar decisions of Mr. Dastur, I came to the conclusion that he preferred to take the easy way out rather than tackle the problem head-on.

Soon after taking over as CM - Marketing & Sales, I accompanied Mr. KK Unni to Mauritius.  This was the first of many trips with him after he took over as M.D.  We were royally looked after not only by our GSA, Rogers and Company, but also were invited to attend a session of the Mauritius Parliament followed by lunch with the then Prime Minister, Sir Seewoosager Ramgoolam.

This also marked the first of three meetings with Heads of countries during my tenure until I left the airline.  

France-Albert Rene was a member of Parliament in Seychelles when he first visited India and Mr. Dastur requested me to invite him and his wife to dinner at the Chambers, a private Dining Room at the Taj Mahal Hotel.  Soon thereafter, he took over as Prime Minister and this time, he was Air-India’s official guest at dinner, hosted by Mr. Appusamy.  I was present at the dinner and he greeted me effusively.

The Prime Minister’s post was abolished in 1977 and Mr Rene became President and in this capacity, he came to Bombay on an official visit.  The Governor’s office called and stated that Mr.and Mrs. Rene would like to host my wife and myself to tea.  We met them at the Governor’s residence where they were staying.  The presented us with a stuffed turtle, which now adorns the entrance to our home in Boynton Beach in Florida.

Mr. Morarji Desai was our Prime Minister in the late 1990s and in this capacity, he traveled to Kenya.  He arrived at Bombay airport on an Air Force aircraft and I met him at the door of the aircraft.  I then walked with him down the steps and across the tarmac to the Air-India 707 which would take him to Nairobi.

He sat in Row 1 and we had assigned seats 1A and 1B for his flight.  He asked me to sit and talk with him until the aircraft was ready for departure.  When he was climbing the step ladder, I saw a glow on the back of his neck and marveled how fit and well he appeared despite his advanced age.  I guess this was due to the diet that he had personally designed for himself.

Those were still the days when the Indian President and P.M. flew on Air-India’s scheduled flights.  It was not too long after that they demanded an aircraft for themselves and that too, a 747.  We had to remove two 747s from the operating fleet as one had to standby and I remember and must relate a couple of incidents that took place.

The first one relates to a Foreign Minister from the BJP who later became PM.  He was traveling on one of our scheduled flights and the RM-India called me from Delhi and stated that the gentleman liked his drink but did not want the “world” to know.  So, I instructed the Inflight Services Dept to serve him scotch laced with Coca Cola whenever he requested for  a drink.  This became standard practice whenever he traveled.

I left Air-India in 1980 and soon thereafter, Indira Gandhi wanted to travel overseas and two 707s were being readied for her trip.  Just after it was decided which aircraft would be used (the other being standby), someone discovered that rats had eaten through some wiring and this aircraft was quickly substituted. 

Unfortunately, the information was “leaked” and the then CMD received instructions from Delhi to terminate the services of both the Engineering Director and his deputy.  The CMD did not attempt to mollify the powers that be and acted upon the instructions of termination.

I had joined Kuwait Airways by then and was working in Kuwait.  I received a telephone call from Mr. Appusamy who happened to be in India at that time.  He told me what had occurred and requested me to check if these two gentlemen could be offered jobs by Kuwait Airways.  I spoke with the Chairman of the airline who readily agreed to take the Deputy D.E., but regretted to take the D.E. who, he said, was of too advanced an age to have a useful career with Kuwait Airways.

I conveyed the decision to Mr. Appusamy.

Some years later, when Rajiv Gandhi became the Prime Minister, he traveled on a 707 aircraft.  This particular aircraft was a convertible where a cargo door was installed in the middle of the fuselage.  An area right next to the door was earmarked for the PM to have a sitting room.  Unfortunately, there was a little draft which to my mind was inevitable considering that by then, Air-India’s 707s had aged considerably.

Rajiv Gandhi took umbrage at this discomfort and asked for the termination of the senior executive responsible for the decision to earmark this particular aircraft.  I am not absolutely certain, but I am given to understand that this was done.

I am also given to understand that on a subsequent flight using a 707, there was a malfunction in one engine and at this stage, Rajiv Gandhi decided not to use the 707s any more.

The then MD of Indian Airlines, who had trained Rajiv Gandhi decided to take advantage of this and offered a 737 for the PM’s future trips.  The 737 then in use were short and medium haul aircraft and the one and only time that Rajiv Gandhi used it proved rather disastrous as it had to make two or three stops before reaching his destination.

I may be wrong in my assumption, but I believe that this was the moment that Air-India’s 747 were “commandeered” for future VVIP flights.

I have just seen two similar emails by Mr. Rathore and Mr. Gupta indicating that Air-India is going to start serving meals in Thalis to Business Class passengers very soon.

My initial reaction was to commend the CMD on this innovation which truly shows that someone has finally starting thinking “outside the box” with a view to improving the inflight experience.

However, I was taken aback when I read that the airline would use plastic Thalis, even if it is to be “high quality” plastic.  Offering food in any kind of a plastic receptacle is “CHEAP” and I repeat, “CHEAP”.  

For many years, the meal trays served to Business Class passengers on long haul flights such as the India/USA/India non-stops have contained salads and desserts in containers covered with plastic film.  I had enquired why could the cabin crew not take this film off before placing the containers on the tray. On a 14 hour flight, are they so busy that this minor effort was beyond them.  

I don’t blame the cabin crew.  I blame Management who could not enforce discipline.

Air-India has always prided itself (at least while I was still there and in charge of the Inflight Department) of using the best quality crockery, cutlery and linen.  I still remember JRD Tata’s requirement that the when meals are served that the cabin crew switch on all overhead lights so that our cutlery would show its shine.

I also remember when Mr. Tata wrote to me that on his last flight, he noticed that we had substituted “Turkish” towels with plain cloth towels in the First Class toilets.  On checking with the Dy. Director - IFS, I was advised that this had been done to reduce costs.  I immediately over-ruled this decision and Turkish towels returned to the toilets in First Class.

Of course, things have deteriorated since then and we now have paper towels in all Toilets.  On a recent flight, my niece and her family did not find ANY - repeat ANY - toilet paper in any of the Economy Class toilets.  I requested the then CMD for an investigation into this and other complaints and never got a satisfactory answer.  The replies completely ignored the lack of toilet paper.

This is how low the service on AI has deteriorated.

Mr. Tata’s mantra was that AI would be second to none and in my humble opinion, the use of Plastic Thalis is a retrograde step.  A Thali is made of stainless steel and contains about 5 or 6 “Katoris” of the same metal.  I wonder what the latter will be substituted by?  Can you still justify the use of the name “Thali”?

Nari Dastur had a saying - there are those who will not understand and there are those who cannot understand.  This saying truly applies in this instance.  You cannot expect better from today’s Babus and similar categories of people who, unfortunately have reached positions beyond their abilities.

So, while I am happy to see innovations such as these, I am distraught at the low level of mentality that goes with it.  Call me a snob, but I will never eat out of a plastic plate when I am paying for my meal.  I will walk out of any top rated restaurant that dares to use such utensils.

But then, is Air-India “top rated” any more?  I have written before on this subject and even told a former CMD that while in my time, we prided ourselves that a Third World country was operating a First Rate airline, we had now a situation where the same Third World country was operating a Third Rate airline. He didn’t have the guts to respond to my allegation.

Is it any wonder that a large number of Business Class passengers on Air-India are Babus who have been upgraded.  Equally, I am not surprised in the decision to remove the First class cabin on the San Francisco flights.  With the quality of amenities and service being offered, did the current Management really expect to attract  high paying clientele?  They live in a Fool’s paradise.

I am sorry if I have come off rather strongly on this issue, but I must state that the matter of Inflight Service to me was always a high priority and, in my time, we did NOT spare any expense to ensure that we were the BEST.

With the arrival of the new CMD, I was hoping to expect an improvement in the quality of service.  One of his first Commandments was that one of his objectives was to improve On Time Performance to over 80%.  I now read that the OTP on December of all AI flights was 62.8%.

And now, PLASTIC Thalis!!!!!

Perhaps, I was taken in by various pronouncements that “we will restore AI’s glory”.  I was not only naive but hoped that finally we had someone at the helm who was different from all the IAS Babus who were dumped on the airline.  I hate to say this, but you cannot compare ITDC with the Oberoi or the Taj Group when it comes to quality of service.

In my career with Air-India, I had worked with Aviation Secretaries who came from both the ICS and IAS fold.  I saw a similar difference in attitudes and outlook.  It was indeed and honor for me to have worked with ICS Secretaries such as Narottam Sehgal and Nirmal Mukherjee.  What a comedown when that cadre retired from the scene!!!

Going through one of my photo albums, I came across a group photograph to commemorate the day when Mr. Kooka gave some of us our Long Term Service pins . (I received my 10 year pin on that day).

Looking at the photograph, it dawned upon me that of the more than one dozen of us present that day, only two of us now remain; Eric Pereira and myself.  I sent Eric a copy of the photograph.  He came back saying that he too had a copy.

This reminded me of the first overseas Regional Sales conference that I attended.  I had just taken over as CM - Planning and Nari Dastur invited me to attend the next European Sales Conference in Geneva.  The dates of the Conference were dove tailing quite well with my other major meeting - the 1969 Spring IATA Conference in Athens - and I happily agreed.  It also so happened that I wanted to take a few days off to attend the wedding of Raj Vaide in the U.K. which was to take place soon after the Geneva meeting.  Raj was a member of our Sales Team in the U.K.

Imagine my disappointment when, while I was in Athens, I received a telex from Mr. Kooka stating that he did not feel it necessary for me to attend the meeting in Geneva and that I should return directly to Bombay at the end of the IATA Conference.  My disappointment turned to surprise when the next day, Mr. Kooka changed his mind.

Eric Pereira was the Manager - Switzerland and hosted a dinner at his home for some of the participants and I was included.  After a very nice dinner, Mr. Kooka requested Malcolm Barretto (Manager - France) to sing us a song.  Malcolm had a great voice and he sang “People, who love People”.  Someone then indicated to Mr. Kooka that there was another person present who also sang quite well and this person (who shall remain nameless) started to sing.  

Unfortunately, Eric’s dog did not appreciate this particular voice and started to howl.  Mr. Kooka then asked Malcolm to sing another song with the idea of checking if the dog was genuinely upset with the 2nd singer.  Dutifully, Malcolm obliged and the dog was quiet.  The 2nd person was asked to sing again with a similar result - the dog started to howl.  Most of us felt very sorry for this 2nd person who, as I stated before, shall remain nameless.

The European Sales meeting was followed by a similar meeting in the U.K. hosted by Maneck Dalal.  I had not been invited but had proceeded to London in preparation for Raj Vaide’s wedding.  Manju and I were staying as guests of Ashok Vaish who was then, the Asst. to the R.D. - U.K.  Ashok left for the meeting in the morning and Manju and I prepared to spend the day sightseeing.  Just as we were leaving Ashok’s apartment, the phone rang.  It was Ashok with a message from Mr. Kooka “Why are you not present at the Sales Meeting?”

Why, indeed!!!!  I was neither invited not had Mr. Kooka indicated that I should attend.  After all, we had spent a few days together in Geneva and also traveled to London immediately thereafter.  At no time, had he indicated that I should be in attendance.

Nonetheless, I took this as summons from the boss and leaving Manju to fend for herself, proceeded to the meeting.  During the lunch break, Mr. Kooka told me that henceforth, I should take it as understood that I should attend all Regional Sales Conferences as my input at the Geneva meeting had convinced him that it would be in the airline’s interest to have me in attendance.

One fortunate side effect was that my stay in London changed from personal to business and I collected my daily allowance which certainly came handy.

Coming back to the group photograph, I would like to mention two persons who have helped me immensely in my career.  Firstly, I learnt to pay attention to detail from Mr. Malani for which I am ever grateful.  Mr. Balendu Shah, who told me that authority is always TAKEN; it is seldom given.  How right he was.

In my last Blog, I had spoken about one failing of Mr. Dastur (his inability to say “No”).  I want to add that this got us into serious trouble with the Bosu Committee (Committee on Public Undertakings).  It so happened that two of our senior managers came to me with an unusual request.  Both had their sons enrolled in Doon School, one of India’s prestigious public schools and they had been approached by the then principal that the school would open its doors to the sons of any Air-India staff who was posted overseas if AI offered him and his wife two free tickets for travel in First Class every year.

I rejected this suggestion and thought no more of it.  Little did I realize that, without telling me, they went over my head to Mr. Dastur who agreed to it.  Orders to issue such tickets went to the Manager Northern India directly from Mr. Dastur’s office and someone leaked this information to the Bosu Committee when it started its inquisition.

This issue was brought up by Bosu in one of our meetings when I was overseas, and on my return, faced a furious Mr. Appusamy.  I was dumbfounded and confessed to him that I was completely unaware of it.  It took a lot of convincing on my part before he accepted that the orders had been issued without my knowledge.  

Bosu was given a lot of information - both true and false - about what had transpired in the airline and he grilled me on a number of issues.  He raised these issues in a closed session where only Air Chief Marshal PC Lal, Mr. Appusamy and myself were present. 

For example:

1. Bosu asked if some of our overseas staff brought me gifts when they visited India and I confirmed that I had received bottles of liquor and golf balls on many such occasions. He said that such gifts were acceptable and he himself welcomed a gift of a bottle of liquor.
2. Bose asked if I had received a bedside radio-cum-clock from the NYC office on one of my visits to the USA and if I was aware that the charges for this item had been debited to the Publicity Budget of the Region? I told him that the occasion was a Sales Conference in NYC and that date coincided with my 20th anniversary with AI.  However, the money for the gift was raised by voluntary contributions from some of the staff and not debited to the Publicty Budget.
3. When Bosu appeared unconvinced, I asked him to bring in to the session two members of the USA staff who happened to be waiting outside the room.  They were Peter Mahta and Raj Mullick.  I asked Bosu to question these two staff and get to the bottom of this allegation.  
4. At this point, Bosu accepted my statement, but continued in his merry way of accusing me of improprieties.  Air Chief Marshal took umbrage at this lengthy inquisition and accused Bosu of a biased attitude against me.  ACM Lal further stated that in the questioning, the majority of allegations had been based on incorrect information, but Bosu was adamant in pursuing his agenda.
5. Boss told ACM Lal that while he was aware that many of the “improprieties” had taken place during the tenure of some of my predecessors, he was holding the current occupant of the chair responsible.

After this particular session, I met Bosu privately in his chambers with the approval of Mr. Appusamy and asked him point blank why he had singled me out for an attack on Air-India.  He reiterated his statement that he was going after the current occupant of the chair since the actual “culprits” had retired. He further stated that he would “go easy” on me if I gave him confidential information of two individuals whom he named.  I refused and he answered that in that case, he would continue with his accusations which he confidentially admitted to me were based upon information supplied by:

1. Disgruntled employees; and
2. Employees who had a lot to answer for but whom he was shielding as they were supplying him with “insider” information.

He repeated that if I agreed to become a “snitch” he would stop his crusade against me.  I declined and reported this conversation to both ACM Lal and Mr. Appusamy.

I asked Bosu how come he had accepted the upgrading to First Class the travel of his children without question?  Was this not against his so-called code of ethics?  He refused to answer my question.

The entire proceedings of the COPU were a sad period for Air-India where its Chairman capitalized upon the information which was readily supplied by those who were either guilty of improprieties or who had been sidelined in their careers.  I will be the first to admit that some decisions which were made were not exactly “kosher”, but many of them had to be made in the highly competitive atmosphere in which we worked.