The Indian Government yesterday gave post-facto approval to the formation of following Joint Venture Companies (JVC) between the National Aviation Company of India Limited (NACIL) which is the combined Air India and Indian Airlines entity, but branded Air India now, and Singapore Airport Terminal Services (SATS). The joint venture companies are more commonly referred to AI-SATS or Air India-SATS:

For Cargo Handling at Bangalore International Airport Limited (BIAL), Bangalore with 50:50 shareholding.

The project cost is estimated to be Rs.99.10 crores. (Rs. 5 Crore ~ $1 million). The debt-equity ratio will be 50:50 and each partner's equity contribution would be Rs.30 crores in the total share capital of Rs.60 crores. The balance would be borrowed from Banks and Financial Institutions. The JVC is estimated to be profitable during its operation and expected to yield an IRR of 17% over a 15 year period.

To undertake the Ground Handling activities at Bangalore International Airport Limited (BIAL), Bangalore with 50:50 shareholding.

The 50-50 joint venture company would involve investment of around Rs.72.78 crores, out of which Rs.50 crores would be share capital and the balance raised from banks as commercial borrowings. As per estimates, it is expected to yield an IRR of 35% over a period of 10 years.

To undertake the Ground Handling activities at GMR Hyderabad International Airport (GHIAL), Hyderabad with 50:50 shareholding.

The JVC for ground handling services at GHIAL would involve investment of approximately Rs.80 crores, out of which Rs.60 crores would be share capital and the balance capital would be raised from banks as commercial borrowings. The equity share holding of AI and SATS would be in the ratio of 50:50. As per estimates, it is expected to yield an IRR of approximately 41% per annum over a period of 7 years.

(iv) To undertake Ground Handling at Mumbai, Delhi and other Indian Airports excluding Bangalore, Hyderabad and Cochin with 50:50 shareholding.

NACIL as a National Carrier had the option of either undertaking the ground handling services at all metro airports under its subsidiary company or through a Joint Venture partnership company in terms new ground handling policy. It selected SATS as its JV partner for providing comprehensive ground handling services at Indian Airports. This agreement is for all airports other than Bangalore, Hyderabad and Cochin. In the proposed JVC, both AI and SATS shall subscribe 50% of the shares each. The terms and conditions will be firmed-up after negotiations with SATS and accordingly the Memorandum Of Understanding for a particular station would be signed by the partners.

As I had indicated in my article "An air battle ..... on the ground", Government owned Air India, holds majority market share of the ground handling business at Indian Airports, since the existing agreements were signed when the airports were operated by Airport Authority of India, a government department, creating a monopoly situation.

Almost all these contracts were to cease by December 31, 2008, with the introduction of the new policy on ground handling but will now cease by January 1, 2010, due to the protests of airline companies, airline employees, and employee unions of existing ground handling companies.

SATS is considered one of the première ground and terminal handling companies in the world, and Air India would like to meet the increasingly competitive, price sensitive and demanding needs of its customers in a free market scenario. It is looking to SATS to provide the modern equipment, processes, technology and resource management tools needed to upgrade its capabilities.

In the aviation world, one hears of competition and disagreements in the skies, but in India, over the past year, an air-related battle has been steadily brewing -- on the ground.

Ground-handling is all the work on the ground relating passengers, cargo and aircraft. It involves passenger check-in, aircraft cleaning, aircraft handling, fuelling, baggage handling, cargo handling, boarding and disembarking passengers i.e. attaching the aero-bridge or ladder, etc. It does not include engineering functions, and catering.

Most passengers remain blissfully unaware of ground handling, since much of it happens out of sight, and is transparently to us, till there is a hiccup.

In India, most domestic airlines do the ground handling themselves also called "self handling", as they find it cheaper. Some foreign airlines with extensive operations to a given city, also do self-handling. Other airlines outsource the ground handling to either Air India or private companies like Cambata Aviation.

This has produced what I can best describe as an "organised zoo" at most Indian airports, especially the larger ones. As per the government, currently, more than 50 ground handling agencies, employing over 70,000 people, operate in India, which in many ways leads to chaos and congestion, especially at Mumbai and Delhi airports.

The duplication of equipment is enormous, as is the consumption of space used to store them when not in use, which is significant. The multitudes of companies and people involved, have also created a security nightmare in terms of administration.

To address these issues, in 2007, the Government of India laid down a new Ground Handling Policy (GHP). The Indian Directorate General of Civil Aviation (DGCA) issued a circular dated September 28, 2007, and the Airports Authority of India issued a notification dated October 18, 2007 — to be effective January 1, 2009 that essentially said, airlines cannot employ their own staff for ground handling, nor can they engage any outside agency at the six major airports (Mumbai, Delhi, Kolkata, Chennai, Hyderabad, Bangalore), other than from a basket of those pre-selected by the airport operator. Simultaneously, the new policy also clarified that only domestic airlines can handle the ground services at the other smaller airports.

The idea was noble, and does make sense. The six major airports were to have selected two ground handling agencies, each, to provide services, using “competitive bidding to ensure that the best-equipped ground handling agency is selected.", but, as with any government initiative, it got lost in translation to policy, and flawed in implementation.

A taste of the "competitiveness" was given earlier this year, when the government had to back down from implementing this policy, after airlines boycotted India's first private Greenfield airport, the Rajiv Gandhi International Airport at Hyderabad, citing the exorbitant prices demanded by the private ground handling agents. The back-down affected the revenue plans of all airports, especially the privately operated ones at Mumbai, Delhi, Bangalore, and Hyderabad.

A government affidavit in a recent court case also gives us clues to some of the motives behind the new GHP. The affidavit admits that “upkeep, development and upgradation of the airport infrastructure require financial resources, which are to be raised from airport-related services such as ground handling. This ensures generation of income not only for the airport operator to maintain the infrastructure, but to ensure orderly growth and development of the airports.”

Another fundamental flaw is the inclusion of passenger facing services such as check-in in the ground handling policy. Check-in is a core customer service and product differentiation function for airlines. To expect airlines to exclude themselves from this critical function, is outright naive, and has expectedly, invited protests and non-cooperation from the airlines and their staff.

Another factor, and for this, one has to blame decades of left-leaning, communist hugging, Indian labour laws, that allow an organisation to hire a person, but never to fire. Government being the champion of these laws, and by extension all government controlled entities, have thus created a culture which tolerates unheard levels of incompetence, indifference, and sloth, in some cases bordering on criminal.

The state owned carrier, Air India, is also, one of the biggest ground handlers, but has formed a separate joint venture company Air India-Singapore Airport Terminal Services (AI-SATS) for ground handling. In most countries, one would logically expect a smooth transfer of employees to the new company and minimal disruption, but not in this case. After all, SATS has operational control, and will demand maximum productivity from these employees.

Naturally, incidences of union led disruptions have erupted over the last month, as the implementation date draws closer. A union called CAJAF (Civil Aviation Joint Action Front) has been protesting, disrupting ground operations, and in one totally deplorable incident, Air India staff, part of CAJAF, beat up the COO of SATS, Mr. Karamjit Singh .

Thanks to the inclusion of passenger check-in in to the GHP, and exclusion of foreign carrier, employee unions of of foreign carriers, Gulf Air, British Airways and Saudi Arabian Airlines have challenged the notifications in court claiming this would lead to job losses for over 50,000 workers. Staff of other airlines are silently cheering them on.

I must congratulate the government on achieving the impossible. In one fell swoop, the policy has united domestic and international airlines, as well as trade unions in their wrath. While the employees fear the new policy will divest a staggering 15,000 people of their jobs, airlines fear that it will affect customer services.

A new approach to ground handling is critically required, but it needs to be done with cooperation and rational expectations from all sides. Everyone will have to compromise to reach an amicable solution, the question is will they ?

As usual your comments are requested.

Air India (AI) passengers at the Chhatrapati Shivaji International Airport (CSIA), Mumbai and other airports across the country will witness delay in baggage clearance and other inconveniences in the coming months as AI employees’ union will conduct a series of demonstrations and strikes to protest against the new ground handling policy of the government. According to a report in today’s Daily News & Analysis (DNA), the union is agitating against ground handling contracts being awarded to foreign companies and National Aviation Company of India Limited (NACIL) being forced to form a Joint Venture if the former wants to continue with ground services.

AI passengers will have to face inconvenience today as the airline employees will walk out of the terminal to protest against the new Ground Handling Policy (GHP). The Civil Aviation Joint Action Front (CAJAF), formed by Air Corporation Employees’ Union (ACEU) and Aviation Industry Employees’ Guild (AIEG), staged a demonstration outside the CSIA in Santacruz, Mumbai from 12.30 to 1 pm today. “This will affect baggage, cargo handling and catering services,” said an ACEU member. The CAJAF, consisting of 8,000 employees from Mumbai and 12,000 across India, are protesting against NACIL being forced to form a JV with SATS (a subsidiary of Singapore Airlines) for ground-handling under the new GHP that comes into force from January 2009.

Till now, NACIL (merged company of AI and Indian) carried out ground handling for themselves and other international airlines. “NACIL earns Rs 1,000 crore from ground handling of other airlines and carries out ground handling worth Rs 1,500 crore for AI and Indian, which is free. If we form a Joint Venture with SATS, we will have to give them 50 per cent of these earnings,” informed George Abraham, General Secretary, AIEG.

Bengaluru International Airport announced the completion of six months of airport operations. The new greenfield airport opened on 24-May-08.

80% of the aircrafts departed on time with 15 mins tolerance, as per the internationally accepted norms. Average wait time for delivery of the first baggage on the arrival belt being 9 minutes for domestic and 13 minutes for international arrivals. Average queue time at check-in is 10 minutes, at security check it is 7 minutes, at arrival immigration it is 15 minutes and at departure immigration it is just 7 minutes.

Albert Brunner, CEO of BIAL shared data, facts and figures with the media. He said, “The passenger today is evolved with his travel to other international airports. The performance at an airport is measured in terms of the time taken for each process and his quick entry and exit from the airport. We are glad to have established the success of this six month young airport with data supporting its operational efficiency.”

Bengaluru International Airport Traffic

The airport began operations with 170 flights per day in May-08, it ended the summer ‘08 season with 162 flights per day. For the winter ’08, flights increased to 165 per day resulting in a growth of 1.5%. Although the domestic air traffic reflects a decline of 1.5%, this overall positive growth is due to the increased international flight operations from Bangalore further establishing the many promises that the city holds. Compared to the summer season, the airport will see a 23% growth in international movements.

The last six months have seen the introduction of six new international air carriers into Bangalore, making more global destinations directly accessible to air travelers. These include Dragon Air, Tiger Airways, Oman Air, Air Mauritius and most recently Indian carriers - Kingfisher Airlines and Jet Airways. This increase is largely due to the city’s attractive air traffic passenger profile and the increased capacity of the new airport.

The total increase in international flights during the winter schedule is over 160% as compared to last year’s winter schedule. New flights and sectors from our Bengaluru International Airport also includes Indian Airlines to Abu Dhabi which commenced operations from 27-Oct-08. Additionally, Transmile (freighter ) will begin operations to Malaysia (Kuala Lumpur - Subang).

New additions at the terminal

Bengaluru International Airport recently opened its Reserved Lounge that caters to high profile and important travelers such as MLAs, MPs, Chief Secretaries, visiting dignitaries and high profile executives. The lounge also houses an office for the State Intelligence and is operational 24/7. The other lounges in the terminal building include the Oberoi, Kingfisher and BIAL operated lounge - Cafe Net at the domestic departures. In addition, the VVIP terminal on the airside also has a lounge. The airport is readying to add the Indian (IC) lounge, soon to open, to its list of lounges, built on par with international standards.

My personal observations

• Congratulations to the BIAL team for completing 6 months. The airport is coming along nicely on the passenger front. The cargo terminal operators are doing a good to decent job, and operations are stabilising at AI-SATS and good at Menzies.

But....................

• The whole focus of BIAL is still only on passengers. Its time for their focus to include "Non passenger" business visitors', whose needs are still ignored. The air cargo operations contributes about 30% of airport revenue to BIAL, and is critical for most industries.
• There is no parking, no proper security or traffic control in the service roads near the service areas like flight kitchens, cargo terminals, airline offices, etc.
  
• There are almost 5,000 employees at the airport, and an additional 1,000+ of business providers like cargo agents and customs agents. Many of these staff, want to use the Vayu Vajra and Suvarna bus services, to reduce transport cost and travel in greater comfort. BMTC has an excellent monthly pass, but they are unable to use it, as these buses only can stop at the main parking.
  
• There is no shuttle bus service INSIDE the airport which can link long term parking with the passenger terminal building, or the main. Inside the airport premises is BIAL responsibility and they have to fulfil it.
• The cargo village is still not delivered. The airlines' offices building is still not delivered.
• There is no official, active involvement with industry, the primary customer of the airport.
  

I can only exhort BIAL to improve in these areas of shortcoming. Time to make BIA from good to great.

On Friday, 20-June-2008, I took a flight out of BIAL airport. As my pictorial essay shows, the hard work, by the stake holders at BIAL, is showing results, in the form of significant improvements.

Getting to the airport
While the distance to the new airport is significant, I have always maintained that connectivity to the airport was not a major problem. I left Koramangala at 08:30am, driving my Hyundai i10. I was at the airport terminal by 09:45am.

Despite maintaining a comfortable pace, I encountered a hair raising experience with a pedestrian running across the highway. The many policeman on the road, were just bystanders, enjoying the life and death drama. I have voiced my concerns about a lack of pedestrian over-bridges in an earlier article (read article), and I am informed that there is on average 1 major accident or death everyday on the NH-7.

Arriving, check-in, and security
I was met at arrival by a very senior official of BIAL. I am deliberately keeping his name confidential, but I extend my thanks to him for all the courtesy.

While he went to the CISF security office to arrange an apron pass for me, I went ahead with check-in. Two of the departure doors were manned. The CISF guard checked my ID card (which CISF in Mumbai did not bother with, on my return leg). The check-in hall was quite empty and there was a small check-in queue. The folks at Kingfisher are very efficient. I did notice, that most airlines logged in to the CUTE terminals, and hence the stations displayed their airline, but did not staff them. I was informed that the morning peak period was over.

Met up with the BIAL official and we proceed up the escalator, and through the security check. CISF have implemented a past suggestion of mine to use 1 DFMD to service two physical check stations. We both expressed exasperation at the CISF insistence on using DFMDs, since there was a 100% physical check and frisk, which renders the DFMD check redundant. But then the Bureau of Civil Aviation Security is not known at the sharpest knife in the already dull bureaucratic block.

Also, all the women's lines were on one side, and there were hardly any women. So while men were waiting, the CISF female lines and guards were sitting idle.

I have suggested to CISF in the past to have a mixed line for the women. i.e. one DFMD serving one female check station and one male station.

The Apron
After leaving my carry-on bag in the BIAL official's office, we went down to the departure baggage make-up area, and it was a hive of activity. It is still is capacity constrained, a weakness in BIAL capacity.

At the tarmac we could see all the vehicles buzzing around. The worst were the old, decrepit tractors of Jet Airways and Indigo. I was informed that these polluting tractors were not permitted inside the baggage area. So they bring the luggage trolleys till the building entrance and then the electric tugs take over. BIAL has imposed a July 31st deadline on removal of these smoke belchers. I can understand, why BIAL is upset at the airlines' insistence on doing their own handling. A lot of duplicated equipment was cluttered all around the tarmac lying mostly unused.

A major reason for week 1 chaos at BIAL
I also discovered one of the main causes of the chaos that plagued the airport during its first week of opening (which I subsequently confirmed through other sources at the airport). Apart from the un-preparedness of Globe Ground (GG) and AI-SATS, a major contributor was India's "largest airline". This airline did not sign-up with any of the ground handlers, and thought they would do it themselves. 24 hours before the airport opened they realised they would be unable to, and pressured one of the ground handling agents to do the handling. Net result, insufficient and untrained staff, major disruptions and heaps of misery on everyone.

The official had to go and welcome Kingfisher's first Airbus A330 VT-VJK (read story)which was arriving. So he escorted me to the elevator and soon I was back in the departure hall.

The Departure Hall
The departure lounge was fairly empty. With seating available. Restaurants and shops were buzzing. The restrooms are small, with acceptable cleanliness.

I chose to look around, and chat up with the airport staff, and ask them their opinions. They all felt that the airport is slowly coming around. It is still not a great place to work in, but significantly better then when it opened. Their daily commute of about 80km was the biggest source of displeasure, despite the free transport provided by their employers.

Most airlines are experiencing a steep drop in regional passenger traffic. Flights to Chennai and Hyderabad, which used to be packed, now carry only about 15~20 passengers. There was a sense of despondency.

The FIDs (Flight Information Displays) still need improvement. They are too small, forcing passengers to get really close to read.

And they are still only in English. No Kannada or Hindi.

Observe the speakers. If you recall, in my visit report before the airport opened, I commented about the microphones at each gate, that would provide localised boarding announcements. Boy, was I wrong. Every little detail of every flight is blared over the speakers. Coupled with the poor acoustics, it is not a pleasant experience. BIAL should force the use of the "local" gate announcements concept.

Many departing passengers took time to grab something to eat. The long trip from town, does make you hungry. The restaurants offers decent food, but other passengers told me that RGIA Hyderabad food was significantly superior.

The incoming flight was about 5 minutes late, and the aerobridge operators took some time to attach, but the Kingfisher staff rushed the Globe Ground staff through their aircraft turn around, and we were boarded and took off on time. A short taxi, and soon we were airborne.

The departure experience was good. Most of the issues have been addressed, corrected, and operations stabilised.

The Return
We landed without any delay. For some reason the aircraft was not exited on a rapid exit, and so we went for a long taxiway tour of the airport.

After parking at a remote bay, despite almost a month since the airport opened, the Globe Ground crew took several attempts to attach the truck mounted ladder. I thought they would have become proficient by now, but obviously they need more experience.

I was informed that airlines preferred remote bays to "contact" (aerobridge) gates, since the aerobridge operators took even longer to attach.

We were brought to the terminal in a combination of Ashok Leyland's version of the Cobus, operated by Globe Ground, and Vayu Vajra Volvos. Due to the layout and regulations of the apron, we had to take the royal tour. This also explains why the bags take about 15 minutes to come.

Baggage Claim
We arrived to see a cleaning machine busy cleaning the floors. The airport looked bright and like a shining jewel against the darkness of the night.

The baggage came within 5 minutes of our arriving at the terminal. Passengers collected their baggage and dispersed within 10 minutes of our arrival in to the terminal. Good show by Globe Ground and Kingfisher.

On the international side, things were not so good. This scene is when only the Singapore Airlines flight has landed. The main crush of European arrivals had not yet arrived. The bags were coming very slowly. Obviously the Customs X-Ray inspection of incoming bags was slowing things down.

After exiting the baggage claim hall, I walked across till the glass divider, and peeked in to the departure hall. Compared to my departure, it was quite full, with all the international passengers waiting to check in.

Exiting the terminal

On exiting the terminal, one is immediately confronted with the familiar line of drivers with the name placards waiting for their guests.

Private taxi drivers lurk like hungry wolves waiting to pounce on arriving passengers en-masse and offer "taxi" services. In the absence of any city police, the BIAL employees were powerless to prevent this predatory and unwelcome practice. I could not find a single policeman at the airport. Only CISF, and their authority stops at the terminal door.

There was a reasonable line of passengers waiting at the departure doors to enter the airport, and many passengers who apparently arrived early took the time to occupy the seating outside the terminal meant for visitors.

Others took to sitting on the concrete pillars and catch-up.

Cars were parked three deep on the drop off lanes, till the parking contractor's van came with its siren blaring forcing them to move.

Vayu Vajra and the Bus stand
I headed out to the Vayu Vajra stand, still being accosted by offers of "taxi service", and the bus stand stood out like a shining beacon. The bustle knocked the picture, my apologies.

An oasis of light in the desert of darkness from the bus stand. The BMTC bus drivers were very helpful, and there is schedule chart. I observed that there is an over abundance of service to Hebbal. Also there are only VV services to Hebbal, Electronics City and Kempegowda bus stand. No economical Suvarna service to these 3 destinations.

I just missed my VV back to Koramangala, and would have to wait another hour for the next service. So I trudged back to the terminal, and linked up with the AirLift folks. It was a slightly long walk to the P1 parking, past the bus stand, but I was soon in a comfy Toyota Innova, one of 50, and zipping back to town.

My fellow passengers were Major Kapoor (now retired and running a team building education service), and Dr. Balaji (an ENT surgeon and now a tele-medicine expert).

During the trip I sought their views. Like me, they both felt that BIAL has improved significantly, including bathrooms. They also felt that Hyderabad RGIA,was far superior to BIAL, in almost all aspects. Unlike RGIA, BIAL shows effects of cost cutting, which according to Major Kapoor makes "BIAL lack the 'feel good' factor of Hyderabad".

Conclusion
Comparisons aside, I am highly impressed by the improvements at BIAL. Without doubt, BIAL terminal is a superior product compared to the AAI terminal at HAL, and a facility Bangalore can be proud of. While there are areas, like ground handling and cargo, which require improvement, all the operations teams at BIAL and stake holders can be rightfully proud of their hard efforts, and its results at the airport.

The total crash in regional traffic is alarming, and it will behoove BIAL to consider operations at HAL, in a larger public interest. The Governments of India and Karnataka, should strongly consider letting BIAL and AAI continue their partnership, and together they can operate the terminal facilties at HAL airport, while letting the hyper-efficient HAL ATC operate the air traffic, giving Bangalore, the best of both worlds.

All images are my copyright. The web album is here.

On Friday, 13 June 2008, I had the privilege of leading a delegation of senior supply chain managers from member companies of the Bangalore Chamber of Industry and Commerce (BCIC) on a visit of the two cargo terminals operated by Menzies Aviation Bobba (Bangalore) and Air India Singapore Airport Terminal Services (AI-SATS) at BIAL airport.

The team comprised of senior officers of a veritable "Who is who" of Bangalore industry, and was 360 degrees in sector verticals (Automotive, Biotech, Earth Moving, Electronics, Floriculture, Garments, High Tech, Logistics providers, PCB), as well as geographic locations all around Bangalore.

Hosting us were Mr. Andrew Brant, CEO, and Mr. Kamesh Peri, Director, of Menzies, Mr. Ranjiv Ramanathan of AI-SATS, and Mr. Marcel Hungelbeuhler, COO of BIAL, along with their respective operations teams. They are all competent and committed people.

Compared to my visit of 28-Apr-2008 (read article), the progress made in the last 15 days has been astounding, reflecting the hard efforts of everyone at Menzies, AI-SATS, and BIAL.

Menzies, services the European carriers, Lufthansa, British Airways, Air France, Thai, and Kingfisher, while AI-SATS services Air India, Indian Airlines, Jet, Singapore, Malaysian, Emirates, Etihad amongst others.

While the Menzies terminal is definitely way ahead in terms of preparedness, AI-SATS is making rapid strides in catching up.

After a tour of the two warehouses, the team's assessment was, that AI-SATS, which was forced to commence operations in an unprepared state, should be fully functional in about 6 - 8 weeks, while Menzies-Bobba is almost fully operational.

Compared to the poor conditions at MSIL and JWG terminals at HAL airport, the new cargo terminals are definitely superior, (read article), but they need to improve to global standards.

While new concepts in cargo handling have been brought in, the team, all expert supply chain managers, some handling over 100,00 item inventories, was disappointed by the lack of quality systems and metrics with regards to traceability and handling.

The offered many expert suggestions and critical assessment to Menzies, AI-SATS, and BIAL. The reception of suggestions was encouraging, and we look forward to constantly improving services, in-line with the global reputations of both operators, and BIAL.

BIAL indicated, that they have made facilities for low cost meals that will be helpful for the numerous employees of Customs Agents, Cargo Agents, and transporters. Traffic flow issues were being addressed.

Despite the best efforts of both the cargo terminal operators, it is still taking a minimum of 2 days to clear the cargo. The two big impediments appear to be, operations of Indian Customs authorities and some airlines.

Despite, the commitment of both the Chief Commissioner and Commissioner of Customs, to industry at a meeting in early March, there is still no assessment at BIAL, only at HAL airport. Despite the Electronic Data Interchange (EDI) system, Customs demands physical papers, which need to be collected the day following cargo landing, and physically carried across to HAL, assessment carried out, duty paid, and then the papers again carried back to BIAL for customs inspection and release. It is painful, time consuming, and only hurts Bangalore's industry by increased time and costs. The team demanded that Customs live up to their commitments and commence assessment at BIAL immediately.

Certain airlines are not further aggravating the situation by not filing their paperwork electronically. The team requested BIAL to ban these airlines from carrying cargo.

One of the cargo operators was very insistent, on not being clubbed along with the other, in assessments. Unfortunately, the one point the cargo terminal operator missed, was the fact, that the team was the customer of their customers, the airlines. The airlines decide on which terminal operator handles their cargo, not industry. Therefore, the two operators are measured in entirety.

As Theodore Levitt said, “The true business of every company is to make customers, keep customers, and maximize customer profitability”.

The team offered a constant engagement to help Menzies, AI-SATS and BIAL, reach their potential of global standards in service, and ensure industry's profitability and by extension Bangalore's growth. The encouraging response is promising.