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RFP for Jet Airways
GROUP 2
Sanjeet Walia C065
Rahul Tiwari D061
Ayushi Bana !00"
Gauta# $aitreya !0%%
Rishi Sa#at !0&'
A(hishe) Sat*hare !050
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Content
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Introduction – JetAirways Jet Airways (India) Limited is an Indian based company which provides for transportation owe!! as caro services"
#usiness $ements Air %ransportation Leasin of Air
• %hey operate a &eet of ''aircrafts" %his inc!udes
• #oein ***+,--.• Airbus A,,-+/--0,-- aircraft• A%R */+1--0--
• It F!ies to *, destinations in India 2beyond inc!udin Abu 3habi.#ahrain. #an4o4. #russe!s.Co!ombo. 3ammam. 3ha4a. 3oha.3ubai. 5o Chi 6inh City. 5on 7on.
Jeddah. 7athmandu. 7uwait. London(5eathrow). 6uscat. 8ew 9or4(8ewar4). Paris. Riyadh. $har:ah.$inapore and %oronto"
• $ubsidiaries• J;%LI%; – It was e<tab!ished by
$ahara Air!ines in '=='" Jetairways too4 over Air $aharaand renamed it as Jet!ite"
•
J;%7>88;C% – %his is the !owcost brand of the
#usi
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Proposition – JetAirwaysIn a recent study comparin !eadinair!ines in India. Indio. ?o Air. $pice
Jet. Jet Airways and Air India. thebe!ow is how Jet Airways has fared
+,w -B.TDA
$ar*ins
/5'
+ar*est
#ar)et
share ,nly
in ,ne
#etr,
/$u#(ai
3,t a
4,#inant
layer
Se,n4
!i*hest ,st
er
aaila(leseat /CS7$
US ents
'05
Sl,wer
RS7$ /6&
,#are4
t, '5
Delinin*
AS7$
/Caaity
8allin*
assen*er
,lu#e
/229
!i*h
$aintenan
e: 8uel: ;,wnershi
,st
Se,n4
!i*hest
aera*e
<eet a*e
6ain 6etrics 2 Ca
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7PI07CI Combinations
%wo ma:or cateories of ris4s areindustry ris4 and company speci@cris4s"
Ris) $etri
Ris)Cate*,ry
$iti*a
+,werUtili?ati,n
Revenue
>perationa! ;ci6ainten
sta
Caaity Revenue
>perationa! 3emaestima
usinana!y
Aaila(ility ,@s)ille4w,r)@,re
Revenue
>perationa! P6Appra$yste
-han*e rate,latility
Revenue
Financia! 5ed3eriva
C,st ,@#ultile tyes,@ <eet
Cost >perationa! Routesto >2
contra
Syste#8ailure
Cost >perationa! Comp!Lev
SeurityBreah
Revenue0
#rand
>perationa! 8e<t insecusyste
Ris4 FramR;P6
• Aircraft ti!iDation 0 Load Factor
• Avai!ab!e $eat 76
• Revenue Passener 76
• Attrition Rate
• Cost per Avai!ab!e 76
•>perationa! Re!iabi!ity Ratins
• Comp!aints per '---- passeners
• Averae ae of &eet
• Interest Rates
• 6aintenance Cost per A$7
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6itiation $ystems
$ome of the mitiations systems thatwe wou!d imp!ement. moderniDe orstandardiDe wou!d be
Ris4 Impact 0 6atri<
$ystems for better route p!annin
3emand estimation with Ana!ytics
Accepted minimum comp!iance !eve!
Reca!ibrate for opportunityassessment matri<
Interest Rate $wap
Predictive ana!ysis systems
#road!y we be!ieve the above mentioned ris4s current issues faced by Jet Airways"
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Anci!!ary Ris4s
Ee have identi@ed some anci!!ary ris4 that we wou!d need to observe to ascertain theirhence underta4e an assessment phase where we wou!d ana!yDe them and if aps arproceed (post approva!) on correctin them"• Continent Liabi!ities
•Lea! proceedins
• %erms of contract
• Covenants by !enders
• Labor areement Ris4s
• ?round staB trainin
• Carbon hedin
• A!ternatives for @nancin
• ;CA
• 7ey 6anaement person
%he proposed pro:ect on ris4 manaement wouout in two broad phases + as+ is assessment fo
and so!ution imp!ementation"
Phase ''" %he current ris4 manaement framewor4
aainst the ris4s identi@ed/" 6itiation measures wou!d be assessed for
and whether they !imit the ris4s within !eve!s"
," Any aps identi@ed when compared to indwou!d be @<ed as a part of the imp!ementat
" 3esin wor4shops wou!d be conducted to upprocesses for ris4s that matter so that a!! within the rane of to!erance"
1" %he new system wou!d interate ris4 ma!on rane. annua! operatin p!ans monitorin thus a!inin the ris4 amanaement phi!osophy of the compan
ob:ectives"
Pro
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Corporate ?overnance – JetAirwaysC,r,rate *,ernane is the
system by which ,#anies are
4irete4 an4 ,ntr,lle4" The
C,r,rate G,ernane Struture
at Jet Airways is vested with %he#oard of 3irectors which is
responsib!e for the manaement.
direction and performance of the
Company as we!! as to provide an
independent view of the CompanyGs
6anaement whi!e discharin its
ob:ectives"• Incorporation of corporate
sustainabi!ity into the overa!!stratey in order to avai! thereener competitive ede"
• Investors isnGt the on!y factor.environment wi!! become a moreimportant to passeners"
• Jet Airways is consistent on itsreportin of corporate overnance"
• %hey present information which is
credib!e. $traihtforward 2re!evant"
6r 8aresh ?oya! +Chairman
# >
A R 3 >
F 3 I R ; C % >
R $
6r James 5
6rs Anita ?
6r Ifthi4ar
6r Aman 6
6r Javed A
6r 3inesh
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7ey ?overnance Practices – JetAirways
BOARD O8D.R-CTORS
Au4itC,##ittee
Sta)eh,l4C,
' $-$B-RS' Eho!e time directors
H 8on ;<ecutive 3irectors out of which are
independentCurrent!y non comp!aint accordin toIndian Ru!es but one independentmember resined on th Auust. /-'1and the company havin identi@ed aperson for the post is waitin forsecurity c!earance from 6o5A
, members.* Independent3irectors
1 6eetins*- Attendance
, 8
, 3* In
3i/ 6
H, ACSR C,##ittee
, 6embers* Independent
3irectors
%he #oard of 3irectors has underta4enan eva!uation of its own performance.the performance of its Committees andof a!! the individua! 3irectors based onvarious parameters re!atin to ro!es.
responsibi!ities and ob!iations of the#oard. etc"
ii! 6echanism 0 Ehist!e#!ower Po!icy
%he Company has a vii! mechanismand Ehist!e #!ower Po!icy in p!ace todea! with instance of fraud andmismanaement
Ris4 6anaement Po!icy 2adeKuacy of Interna! Financia!Contro!s
6echanism to identify. assess. monitorand mitiate various ris4s to 4eybusiness ob:ectives" 6a:or ris4sidenti@ed 2 addressed throuhmitiatin actions
Po!icy on prevention of $e<ua!5arassment at Eor4p!ace
%he Company has in p!ace a Preventionof $e<ua! 5arassment Po!icy in !inewith the reKuirements of %he $e<ua!5arassment of Eomen at thewor4p!ace (Prevention. Prohibition 2Redressa!) Act. /-',"
%he Company has conducted thefami!iarisation proram forIndependent 3irectors appointed
durin the year" %he Proram aims toprovide insihts into the Company
#oard %rainin 2 Induction
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Pointers to ma4e ?overnance moreeBectiveDiersity ?ender diversity is aneconomic issue. the ear!ier thecompanies rea!iDe this better"
%hereGs on!y ' women director on
board" Jet Airways shou!d compi!ea database of more board readywomen and room them to reachthe pinnac!e"Oerlain* $e#(ershiar,ss ,##ittees Ehi!ecross+functiona! approach is the4ey approach for so!vin businessprob!em. maintainin samemembers across committees wi!!not serve the purpose" Increasinthe Committee memberGsstrenth whi!e reducin theirpositions of responsibi!ities wi!!he!p rea!iDe eciencies"
%he @ure be!ow shows a samp!ematri< that is a more ecientrepresentation of board members
across various committees a!onwith their responsibi!ities"
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C,r,rate G,ernane &Pr,n*e4 Ar,ah
%he Corporate overnance acts asan enab!er to the app!ication of•
Ris4 6anaement.• Interna! contro! of operations. 2• Interna! contro!s for @nancia!
reportin 2• 6isconduct"It !everaes oraniDationa!strateies (?rowth stratey.#randin stratey. 6ar4et ;ntry$tratey. product stratey.
operations stratey) to create awe!!+deve!oped Interna! auditstratey"
%hese are supported by critica!enab!ers for IA stratey to run theIA stratey !i4e a business (3e@ne– p!an+ e<ecute+ ;va!uate)"C!ear!y Jet airways needs tode@ne their corporate overnance
report as per the mentionedapproach instead of mere!y
Shareh,l4ers Ri*ht ,##uniati,n: interati,n with
A,unta(ility ; Au4it .nternal au4it: au4it ,#
Renu#erati,n $atters: Disl,sure ,@ renu#er
B,ar4 $atters Chair#an ; C-O: B,ar4 $e#(ershi: B,ar4 in@,r#ati,n
R,le ,@ 3,n eeutie 4iret,rs
B,ar4 Si?e: ,#,siti,n ; *ui4ane: Diret,rs .n4e
.n4uti,n ; trainin* ,@ #e#(ers: Breien*s u4ates ; reiew ,n(,ar4 ,@ 4iret,rs
B,ar4s ar,al ,n ari,us strate*ies
Dele*ati,n (y the (,ar4 7ey @eatures ,@ the (,ar4 r,essess:(,ar4 ,##ittee #eetin*s
Denin* B,ar4 $atters > B,ar4Es C,n4ut ,@ AFairs: Prinile 4ut
Idea! Content fo
h 4i i ! b ! i i
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#ench 6ar4in aainst ?!oba! Practices – ;conomicReportin
Para#eters etAirways
A.R8RA3C-7+$
D-+TA+U8T!ASA
-,n,#i Re,rtin*8inanial $easuresa4,te4
9es 9es 9es 9es
3et Reenues 9es 9es 9es 9es
3et Pr,t 9es 9es 9es 9es
Oeratin* .n,#e 9es 9es 9es 9es
Pr,t Be@,re Ta 9es 9es 9es 9es
Oeratin* $ar*in 9es 9es 9es 9es
-arnin*s Per Share 9es 9es 9es 9es3et $ar*in 9es 9es 9es 9es
-A 9es 9es 9es 9es
-B.TDA 9es 9es 9es 9es
# h 6 4i i t ?! b ! P ti ; i t
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#ench 6ar4in aainst ?!oba! Practices – ;nvironment$ocia! Reportin
Para#eters etAirways
A.R8RA3C-7+$
D-+TA+U8T!A3SA
-nir,n#ental Re,rtin*-#issi,ns 8o 9es 9es 9es
3,ise 8o 9es 8o 9es
8uel -Hieny 8o 9es 9es 9es
Car(,n 3eutral Gr,wth 8o 9es 9es 8o
-ner*y -Hieny 8o 9es 9es 9es
Waste Re4uti,n 9es 9es 9es 9es
-nir,n#entalC,#liane
8o 9es 9es 9es
S,ial Re,rtin*.nternal S,ial P,liies 8o 9es 8o 9es
-#l,yee G,als 8o 9es 9es 8o
Suly Chain G,als 8o 9es 9es 8o
Cust,#er G,als 8o 9es 9es 8o
Trainin* G,als 8o 9es 9es 9es
Iuality ,@ +i@e 8o 9es 8o 8o
W,r)lae O,rtunities 8o 9es 8o 8o
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7ey >bservations 2 Recommendations'" Jet Airways is comp!iant with the $;#I and overnment reu!ations in terms @nancia
re!evant facts and @ures pub!ished in its annua! report
/" %he tab!e shows certain !as in terms of environmenta! and socia! reportin
," A comparison with !oba! air!ines shows that Jet Airways scores '0* in environmenta! r
p!ayers havin a much hiher score (Lufthansa and 3e!ta 0* and Air France 7L6 *0*)
" $imi!ar!y. in case of !oba! benchmar4in for socia! reportin. it is observed that Jbehind the internationa! p!ayers with no reportin in socia! and interna! contro!s seme
scorin *0* fo!!owed by 3e!ta (0*) and Lufthansa (/0*)
1" Reportin on sustainabi!ity standards fo!!owed by the company has not been found ade
" It is recommended that the company puts in p!ace more ecient and transparent repo
match with !oba! standards
*" As part of the pro:ect. under the Aiati,n Re,rtin* Stan4ar4i?ati,nG service. our
and aid your company in estab!ishin companywide practices that capture
improvement numbers on a y+o+y basisH" nder the same service. with further consu!tin and inputs from your manaem
reportin parameters can a!so be inc!uded that wou!d measure the emission @ures
earned by the company
=" A!so. our team under C,r,rate G,als an4 Trainin*G domain wou!d faci!itate yo
settin up systems across divisions to improve the oa! settin and achievemen
emp!oyees. supp!iers. operations and wor4p!ace improvement perspectives
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Costin
Phases
AssessmentPhase
PreImp!ementati
on Phase
Imp!ementation Phase
PostImp!ementati
on Phase
'" %he pbeen a
wee4s/" 8umbin a wassumdays"
," >ne massum
" A!! thedone o
1" %he prdividephasenumbbeen aphase
" %he inbeen mas the
was at*" 6a<im
A
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Phase Eise 3etai!s
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;nd Resu!t
'" Ee have iven attractive discount on various !eve! of resources"/" %hese are the ma<imum permissib!e discounts ivin more discounts wi!! reduce our m," If no discount is iven then the marin is '-- as we mar4ed up the interna! costin '" %he tota! cost for assessment phase is .=/.1--"- I8R. for pre imp!ementation pha
for imp!ementation phase .''1.---"- I8R and for post imp!ementation phase /.-/-.-1" %he marin from assessment phase is "1 whi!e the tota! marin from imp!e
"/'"