A

PROJECT REPORT ON

Benchmarking HR practices (focused on gender diversity)




For the Partial Fulfillment of the course in Post-Graduation and Diploma in Human Resource




Under the Guidance of

Ms. Ashu Singhal (HR-GBP)








Submitted on

25
th
May, 2012




Submitted by

Praptasha (UH11031)
















XAVIER INSTITUTE OF MANAGEMENT, BHUBANESWAR


ACKNOWLEDGEMENT:


Preparing a project of this nature is an arduous task and I am fortunate enough to get support
from a large number of people to whom I will always remain grateful.


I would like to express our gratitude to Ms. Ashu Singhal (HR-GBP) for allowing me to undertake
this project. I would like to take this opportunity to thank my alumni mentor Mr.Akshay Pratap
Singh Deo of AMEC Antural resources for the guidance and support to complete the project.


Last but not the least I would like to thank my friends and other colleagues in the organization
for the valuable advice, guidance, precious time and support offered.
CONTENTS:


Introduction-------------------------------------------------------------------------------------------------- 1

Benchmarking------------------------------------------------------------------------------------------------ 5

Definition

Purpose of benchmarking

Navigating HR Benchmarking--------------------------------------------------------------------------- 8

Benchmarking model

Difference between benchmarking and best practices

Benchmarking HR Practices at IndiGo--------------------------------------------------------------- 13

Setting of objective

Collection of data

Practices at IndiGo

Some of the best practices across industries

Conclusion-------------------------------------------------------------------------------------------------- 23



INTRODUCTION:


AVIATION: The Indian Chapter


The aviation industry in India has been growing exponentially over the past few years with the
new reforms being introduces by the government. The Indian Civil Aviation industry took its
first steps in the early 1930s when Tatas established Tata airlines. In 1953 the Government
chose to nationalize private carriers and set up Indian Airlines to serve domestic market and Air
India to serve international market. These carriers enjoyed a monopoly till 1990-91 when the
open sky policy was implemented. With the repeal for Air Corporation Act several private
players were allowed to operate commercial airlines and a new chapter in the history of Indian
Aviation began. In 2003, more reforms were introduced in the aviation sector like an increase in
the FDI limit to 49% from 40%, and a reduction of excise duty on aviation turbine fuel to 8%
from 16%. The policy reforms and a favorable business environment attracted several more
private players who were set-up to operate under a low cost model.

INTERGLOBES INITIATION:

IndiGo is a privately owned low-cost domestic airline based in Gurgaon with Indira Gandhi
International Airport as its main base. IndiGo Airlines started operations on 4th August 2006
and is owned by InterGlobe Enterprises and Mr. Rakesh Gangwal. InterGlobe holds 51.12%
stake in IndiGo and 48% is held by Caelum Investments, a Virginia, US based firm, run by Rakesh
Gangwal.

IndiGo placed a firm order of 100 Airbus A320-200 aircraft during June 2005 in plans to
commence operations in mid-2006. Former US Airways Executive vice-President and Marketing
and Planning Bruce Ashby joined IndiGo as its Chief Executive Officer. The airline already
acquired parking lots for its brand new aircraft at both Mumbai and Delhi airports. By the time
they announced the first flight, they have already scheduled their first 20 aircraft.


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IndiGo took delivery of its first Airbus A320-200 aircraft on 28 July 2006, nearly one year after
placing the order, and commenced operations on 4 August 2006 with a service from New Delhi
to Imphal via Guwahati. By the end of 2006, the airline had six aircraft. Nine more aircraft were
acquired in 2007 taking the total to 15. By December 2010, IndiGo replaced the state run flag
carrier AirIndia as the top third airline in India. It already had a 17.3% of the market share,
behind Kingfisher Airlines and Jet Airways

PRESENT STANDING:


India is expected to be amongst the top five nations in the world in the next 10 years in the
aviation sector. On the sidelines of the International Civil Aviation Negotiation (ICAN)
Conference, Ms Pratibha Patel, President of India highlighted that currently, India is the 9th
largest civil aviation market in the world. "Recent estimates suggest that domestic air traffic will
touch 160-180 million passengers a year, in the next 10 years and the international traffic will
exceed 80 million passengers a year," added Ms Patil.

The market share of Indian carriers as on April 2012 in the domestic aviation market is shown
below:

Airline/ Company % share

Jet airways (including Jet 28.2
lite)

IndiGo 23.8

Air India 17.6

SpiceJet 17.7

Kingfisher 5.4

GoAir 7.3




In a time when the airline industry is tagged to be the most volatile industry, an IndiGo airline is
the only company in India that is making profit (` 650 crores). Experts say that IndiGos strict

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and constant business model is solely responsible for the progress. The key factors of the

business model of IndiGo are:

A single passenger class

Single type of airplane to reduce training and service cost

No frills such as free food or drinks

Emphasis on direct sale of the ticket through internet to avoid fee and commissions paid
to travel agents

Employees working in multiple roles

Unbundling of ancillary charges to make the headline fare lower

IndiGo aims to minimise cost, time and tension during travel. The airline was awarded Best

Low-Fare Carrier in India for the year 2007 by the Air Passengers Association of India (APAI).

IndiGo connects all the major cities in India and even some of the remote ones. The airline
currently operates 120 daily flights with a fleet of 19 brand new Airbus A320 aircrafts and flies
to 17 destinations. These destinations include Agartala, Ahmedabad, Bangalore, Bhubaneswar,
Chennai, Delhi, Goa, Guwahati, Hyderabad, Imphal, Jaipur, Kochi, Kolkata, Mumbai, Nagpur,
Pune and Vadodara.

IndiGo operates as a subsidiary of Interglobe Enterprises Limited. The company has redefined
airline quality standards by using Airbus A320-232s, having 19 such aircrafts in its possession
already; and dishes out thoroughly professional customer service.

It has the highest technical dispatch (99.91%) since its launch. It is the first domestic low-cost
airline to have CAT III compliant pilots. Several industry first initiatives like web check-in, mobile
bookings, queue busters, step less boarding ramps and air-conditioned tarmac coaches. It has
an on-time performance of 86.8% (as of April, 2012).

The organization adapts to InterGlobes values Integrity, Customer Orientation, Future-
mindedness

IndiGo has received numerous accolades, some of them being:


Best LCC by the Airline Passengers Association of India (2007).


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Best LCC at the Galileo Express Travel Awards (2008).

CNBC Awaaz's Travel Award for best low cost airline (2009).

Safety Excellence Award by Rajiv Gandhi International Airport (2009)

Most Admired Travel Product of the Year 2009 by SATTE (2010)

Best Domestic Low Cost Service Airline for the Year 2010 by Travel Agents Association of
India (TAAI) (2010)

Safety Excellence Award by BIAL (2010)

Skytrax Central Asia's best low cost airline award (2011)

IndiGo awarded the The Best TV Campaign at Budgie and Travel awards, Singapore.

Rahul Bhatia, awarded The entrepreneur of the Year for the year 2011 by Ernst &

Young.

IndiGo awarded the Best Airline- Economy (Domestic) at the Lonely Planet Magazine

India Awards, 2012





































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BENCHMARKING:


DEFINITION:

"Benchmarking is a process for identifying and importing best practices to improve
performance." Benchmarking is not a simple comparative study, simply copying practices from
other organizations, or simply assessing performance.

The International Personnel Management Association and the National Association of State
Personnel Executives jointly developed the following definition for benchmarking: A
comparison of similar processes across public and private organizations to identify best
practices to improve organizational performance. The characteristics and attributes of
benchmarking include measuring performance, systematically identifying best practices,
learning from leading organizations, and adapting best practices as appropriate.

Benchmarking essentially involves learning, sharing information and adopting best practices to
bring about changes in performance. To simplify this, it can be stated as:




'Improving ourselves by learning from others'

In practice, benchmarking usually encompasses:


regularly comparing aspects of performance (functions or processes) with best
practitioners;

identifying gaps in performance;

seeking fresh approaches to bring about improvements in performance;

following through with implementing improvements; and

following up by monitoring progress and reviewing the benefits.








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Alan Flower (1997) lists 5 main stages in effective benchmarking:


Selecting aspects of performance that can be improved and defining them in a way that
enables relevant comparative data to be obtained - in effect, producing performance
indicators that will make sense to other organizations;

Choosing relevant organizations from which to obtain raw or headline data;

Studying the data to identify possible opportunities for improvement;

Examining the procedures of the best-performing organizations to pick up ideas that can
be adopted or adapted to achieve performance improvements; and

Implementing new processes.




Organizations usually benchmark performance indicators (e.g. profit margins, return on
investment (ROI), cycle times, percentage defects, sales per employee, cost per unit) or
business processes (e.g. how it develops a product or service, how it meets customer orders or
responds to enquiries, how it produces a product or service). For human resources, three types
of benchmarks are particularly appropriate (Matters, 1993).

Broad measures of performance which take an organization-level view of HR
management, using broad productivity measures like sales per employee, profit per
employee, volume per employee, number of employees per HR specialists, and other
relevant "output-over-input" ratios;

HR practices focusing on how effectively HR programs and practices are implemented,
and making comparisons with other organizations; and

HR competencies tracking the knowledge, skills and abilities














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PURPOSE OF BENCHMARKING:

Have an experienced HR Consultant 24/7- just a phone call away.

Establish solid HR Systems.

Ensure compliance with Federal and State Employment laws.

Get difficult, focused HR projects done accurately and quickly.

Maintain HR Systems on an ongoing basis.

Recommend systems and establish a timeline for project.

Establish workers compensation reporting, drug testing procedures, and establish
working relationship with company doctor or clinic.

Assist with staffing the company as needed.

Provide assistance with interviewing, reference checking, and benefits sign-up and initial
orientation of new employees.

Provide ongoing Human Resource support as needed and requested either on-site or
off-site.

Train an on-site administrative person to handle day to day Human Resource tasks such
as monthly benefits administration, etc.

Set up personnel files and recordkeeping systems such as Personnel Action Request
Forms, Performance Review systems, job descriptions, etc.
























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NAVIGATING HR BENCHMARKING:





BENCHMARKING MODEL:


Benchmarking is the search for industry best practice which leads to superior performance. The
pioneer of competitive benchmarking was the American company, Xerox Corporation. The
company demonstrated the usefulness of observing and learning from superior performers by
benchmarking their competitor. Through the knowledge they gained they managed to
dramatically improve their productivity and significantly reduce their cost of production.

We can deduce a standard benchmarking model:




































THE BENCHMARKING PROCESS



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Phase One: Planning

Step 1: Select what areas need reconsideration or improvement hence, would need to be

benchmarked.

Step 2: Define how the benchmarking should take place and how do you plan to go forth with

the process.

Step 3: Identify potential partners for benchmarking (if you plan to outsource or involve a third
party for facilitating the process).

Step 4: Identify what are the sources you want to refer to while carrying on with the process.

Phase two: Analysis

Step 5: Collect data and select the parameters chosen to go forward with the process. If an
organization has up to date personnel/payroll systems it should be able to measure a range of
HR practices and outputs relatively easily. Valuable information may also be available through
personnel records, surveys or even interviews.

Step 6: Determine what gaps exist in the current trends of the company. Determine the current
level of performance. This will enable the gap in performance to be identified.

Step 7: Establish process differences with respect to the data you have collected so far from
different sources.

Step 8: Target future performance. Develop a vision for future operation based on the
benchmarking findings. Focus should be directed on the quality of best practice
procedures/practices and how these can be not just emulated, but improved upon by the
organization.

Phase three : Action




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Step 9: Communicate your decision to your employees. Report the progress to all employees on
an ongoing basis. Communication and feedback are crucial components of benchmarking.

Step 10: Establish functional goals linked to the overall vision for the organization. Reestablish
the goals that were already set, realign with the new standards.

Step 11: Implementing the thought process and practicing it is the next challenge. Develop
action plans and implement the best practice findings. This should be the responsibility of the
people who actually perform the work. Periodic measurement and assessment of achievements
should be put into place.

Step 12: Review and calibrate. Update knowledge on current work practices. This is, in essence,
the crux of continuous quality improvement.

Reviewing and recycling on a constant basis will make sure that the model is effective.

Hence, the basic steps of benchmarking can be generalized as:

1. Decide what process to benchmark.

2. Study the process in your own organization.

3. Identify benchmarking partners.

4. Analyze the processes of benchmarking partners to identify differences that account
for superior performance.

5. Adapt and implement "best practices."

6. Monitor and revise.


















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DIFFERENCE BETWEEN BENCHMARKING AND BEST PRACTICES

Benchmarking is the continuous process that allows one to identify potential best practices, i.e.
by identifying the best performers; one knows where to look for practices that might improve
their own performance. However, there are different types of benchmarking and some
organizations engage in benchmarking in order to identify performance targets for their own
organizations rather than to look for practices that make other organizations so successful.




A best practice is not simply a new idea, but rather a Best Practice is one that meets the
following seven criteria:

1. Successful over Time: A best practice must have a proven track record.

2. Quantifiable results: The success of a best practice must be quantifiable.

3. Innovative: A program or practice should be recognized by its peers as being creative or
innovative.

4. Recognized positive outcome: If quantifiable results are limited, a best practice may be
recognized through other positive indicators.

5. Repeatable: A best practice should be replicable with modifications. it should establish a
clear road map, describing how the practice evolved and what benefits are likely to accrue to
others who adopt the practice.

6. Has local importance: Best practices are salient to the organization searching for
improvement. The topic, program, process, or issue does not need to be identical to the
importing organization, however.

7. Not linked to unique demographics: A best practice may have evolved as a result of unique
demographics, but it should be transferable, with modifications, to organizations where those
demographics do not necessarily exist.



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Even after all the benchmarking is done senior management support, useful and available
technology, cultural practices that encourage learning and ample amount of resources are
necessary to make sure that the process is functional and effective.



























































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BENCHMARKING HR PRACTICES AT INDIGO:




SETTING AN OBJECTIVE:

HR practices are my choice of benchmarking for Indigo. I choose this du tot the numerous
advantages such as:

Affirmative Action Plans.

HR Policy and Procedures Manuals.

Employee Handbooks.

Interviewing Guides and Training.

Human Resource Department Audits.

General on-site and off-site Human Resource Support.

Organizational development.

Teambuilding.

Performance Review Systems.

Attitude Surveys.

Wage & Salary Surveys.

Supervisory Training.


COLLECTION OF DATA:

PRIMARY DATA: Primary data helps in validation of the knowledge gathered from secondary
data. Primary Data are those, which are collected afresh and for the first time. The methods
adopted for it are as under:

Observation Method

Questionnaire





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SECONDARY DATA: Secondary data provides the knowledge about the topic of the research
and the company in terms of facts and figures. Secondary data are those, which are collected
through someone else, and users can obtain from websites, books, magazines, and articles in
newspapers.

The data used in this report is mostly secondary in nature.

PRACTICES AT INDIGO:


When we attribute the success to any company, we are indirectly appreciating the efficiency
with which the most important assets of the organization are managed. Keeping in mind the
highly volatile nature of the aviation sector, let us see what IndiGo does differently to be the
only profitable airline in India.

HR POLICIES: An overview at IndiGo


Recruitment and selection: They have a transparent recruitment system. It can be
broadly divided into airport staff (NB: their primary line of employment) and support
staffs. The acquisition team handles both the profiles. Very few out of these profiles
especially in the airport staff profiles are outsourced; otherwise the candidates undergo

several rounds of interviews (starting from HR round

Vertical interview

HOD
interview

VP interview

President). After these rigorous selection procedures the

candidates are appointed upon qualification.

Rehiring policy: They dont have any mandate regarding the gap that an ex-employee
needs to serve in order to be rehired. The employees under consideration undergo
same selection procedures.

Job Rotation: This is a privilege that only the airport staff enjoy, it seems to be the most
flexible out of all the departments but the support staff does have the freedom to opt
for better opportunities via Internal Job Postings (IJPs). Employees are provided with
ample opportunity to learn and nurture their potentials in different fields of
employment.



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Appraisal methods: They follow the traditional approach to appraise their employees
(where the turnover ratio is remarkably high for the industrial trends as such switching
to something very drastic like 360
o
appraisal method would be taking a very big risk).
Individual employees set goals for themselves which are sent to the reporting managers
who send it to reviewing managers after making slight modifications. The reviewing
manager would hand it down to the reporting manager owing to the amount of changes
(if any) by the reviewing manager the documents are handed down to the employees,
after finalizing the goals, the HR department floats the forms and the employees are
appraised by their immediate seniors. They follow an annual PA cycle.

Referral policy: Barring a few designations all other employees have incentives attached
to the number of referrals they make. These incentives are generally limited to pilots
and cabin crew referrals. Otherwise, there is no such referral incentive attached to the
other job roles.

Awards and incentives: Employee of the month, a place on wall of fame and additional
increments based on high performance (apart from the appraisal). The cabin crew have
a Miss IndiGo recognition program. The employees and some of their family members
are a part of the travel policy practiced at IndiGo.

Training: Three types of training are provided at IndiGo technical, leadership and
induction training. During induction the candidate is given a training which could be
ranging from 2 days to 15 days, apart from this the technical training can vary from 6
months training (to pilots) to 15 days training to other technical employees. Trainers are
outsourced to give lessons on training and development on grounds of leadership.
Corporate Learning and development trainers are responsible for proper grooming of
cabin crew and ground staff.












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SOME OF THE BEST PRACTICES ACROSS ALL INDUSTRIES:

Listed below are some of the best suggestions in tandem with the practices at IndiGo.

Recruitment and selection:


Predictive employee needs system. Algorithms analyze historical data that is
combined with data on planned capital projects to predict future talent needs as
far as three years out.

Automated sourcing. Labor needs are automatically communicated to defined
sources (both internal and external) based on each individual sources efficiency

(cost, time) and effectiveness (quality of hire, reliability).

Candidate mining. Rather than have recruiters crawling through job boards and
posting job advertisements, web spiders are programmed to crawl, retrieve, and
upload candidates into the applicant tracking system based on both current and
projected needs. Advertisements are automatically broadcast as part of the
automated sourcing approach.

Multi-dimensional performance monitoring. The system relies on metrics at four
defined levels to monitor system health and performance, as well as to diagnose
problems or issues that arise. Levels include forecasts, macro-level (sourcing
channel effectiveness, costs, etc.), micro-level (efficiency, cost, speed, quality,
retention, customer service, and dependability per transaction), and human
capital metrics (impacts of staffing best practices on the bottom line).

Integrated processes to create a talent supply chain.

Predictive modeling functionality enables the effective use of both short/long
term sources.

University recruiting is one of the best and highly popular methods of screening
candidates and it becomes easy to choose in bulk or match your competencies
very easily because of the large number of possible candidates.





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Job fairs, online talent auctions and talent referral programs, job sites, walk-in tours of
employer campuses are some of the other popular means to bring home the best.

The selection procedure at IndiGo is pretty extensive; it could be cut down to a lesser number
of steps. For example, Initial interviews should be conducted by the HR followed by the
personnel who is a couple of positions senior to the candidate and then the final level be done
by a higher authority.









Round 1 Round 2 Round 3




HR Interview Vertical interview The final interview
conducted for an conducted by the be conducted by the
executive's post manager who is a general manager of
manager the organisation.







President
Interview
followed
by briefing


Joining






A streamlined selection procedure

Basically if we consider the candidate to be at position X then the personnel at the X+2 position
can interview the candidates rather than the candidate undergoing a screening at a large
number of levels which takes a lot of time from the managers and the candidates time as well

(Especially when the number of candidates can be more than fifty on a single day at times).




Training and development:

Some of the tools of training provided are:

In-house trainings


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Orientation programs

Core development programs

External seminars/ workshops/ conferences
Developmental programs:

Supervisory Developmental Program

o For Band A employees

Executive Developmental Program

o For Band B and nominated Band A employees

Management Development Program

o For Band C and above.

These kinds of developmental programs are conducted by some of the best management
institutions in the country (XLRI, IIMs, XIMB, SIBM, etc.)

Awards and recognitions:

Both individual and team recognition practices

Project milestone parties

Loyalty awards as certificates and gems which can be encashed or be exchanged
to get goodies or offers from the company products.

Nominations for attending coveted training and development programs.

Best Performance Improvement awards to encourage innovation and continuous
improvement.

Special awards on special days such as Mothers day, Humanitarian Day,
Womens Day, etc.

Domiciliary reimbursement.

Performance Appraisal:

Have quarterly targets as goal setting and track completion





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Employees should be given ample opportunity to scrutinize themselves in self-
appraisals. It would be relevant for the organization to know where the
candidate pictures himself.

Develop an evaluation system that clearly links individual performance to
corporate business goals and priorities.

Quarterly or half-yearly performance appraisal would help ease the now
prevalent annual appraisal system.

Relative ratings and normalization of evaluation is yet another dimension of
improving fairness.

Cross functional feedback, if obtained by the immediate boss from another
manager (for whom this employee's work is also important), will add to the
fairness of the system.

Open book management:


Candidates should have an access to their leave records, salary data,
attendance records, and training and promotion details to withhold a
transparent work culture.

Through this open book process we can gradually create a culture of
participative management and ignite the creative endeavor of our work force.

It involves making people interested to the strategic decisions and they would
readily align themselves to the business objectives.

Gender diversity:

Under this category I would like to put forth some suggestions keeping in mind some of the
practices that are adapted by certain well known organizations regarding women retention and
re-engagement as it is a very crucial point of concern for almost all organizations.

The key to retaining the more volatile workforce across industries is making them comfortable
with their workplace and working conditions, with changing times there has been an increase
in the proportion of female population in India joining the workforce (42% in 2010), family still

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remains the first priority and many employers go out of the way to introduce schemes that will

convince and lure more women to join them. Mentioned below are practices of some

employers that have substantially altered the reaction of female employees working with them:


Facilitating child care (might include financing a proportion of their
education and development)

Financial planning services for employees who need them

Flexi-timings

Work sharing

Part time employment

Leave plans (paid, unpaid-suiting employees needs and
employers convenience)

Insurance plans

Counseling services for problems like managing work and home

Jobs with autonomy and flexibility

Realistic work loads

Reviewing work processes to see if burden on employees can be lightened
and maintaining a constant give-take feedback process.

Part-time job opportunity

Secure door to door transportation facilities during night shifts or late
night working hours.

Mentoring programs which might range from group to fast to one-to-
one mentoring options


The first company to implement flexible work arrangements was HSBC and this trend has
been adapted by a number of companies now and has become a crucial method to retain
women employees and mostly for the return-to-work schemes for such employees.








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Apart from these general practices some companies have introduces practices that
are specifically targeted to retain women employees after long breaks.

TATA GROUP:


There was always a problem with the manufacturing companies of Tata (Tata Steel and Tata
Motors) in maintaining gender diversity as women always preferred to choose their service
sectors like TCS. They introduced SCIP (Second Career Internship Program) which encouraged
women to restart their careers after having taken a break ( instances of breaks being as long as
8 years). Flexible work schedules, live business projects and mentors who guided these
employees to re-integrate well at the work places welcomed women to re-join with
enthusiasm and confidence.

FISERV INDIA:


They have flexible working hours, employees are free to come early and leave early after
signing a mutual agreement with their project managers. Flexible work and flexible working
hours are also provided. It also has an extended leave policy and is thinking of incorporating
employees to opt for extended breaks for WLB and then mentor them into their
corresponding fields of work after their breaks.

HUL, CADBURY INDIA, ELIXIR CONSULTING:


These companies have opted for introducing a job sharing methodology or a part-time working
schedule which has kept their women employees engaged. HUL has a part-time schedule
where in you can devote 50% of your full-time schedule after you join from a break and get a
salary that is more than half of your full time salary payment. Employees are more than happy
to join mainstream roles even after their breaks and still devote ample amount of time at
home. HUL has introduced this for both men and women. Elixir Consulting has come up with
the job sharing formula for women post employees such that they can manage a traditional job
using efficient women employees yet be able to provide these employees with ample amount
of family time. Cadbury India will soon implement the job sharing process in their curriculum.

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HUL offers women employees the option to work from remote locations if their role permits.


P&G:


A few years ago the HR management was alarmed as 30% of their women employees who were
on their maternity leave did not return to work. They introduced flexible timing, working from
home, reduced work schedules, parental leave, six months' paid maternity leave and location-
free roles, among others.

PEPSICO:


Has a tie-up with Jobstreet (recruitment agency) and IndiWo (women centric website) to give
opportunity to women who have taken breaks early in their career to restart hence,
providing them an opportunity to be a part of the corporate world again. They offer career
oriented job salaries and hold workshops to help them adapt to their workplaces and balance
their professional and personal lives.


































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CONCLUSION:


For the report I aimed at collecting all the data across different industries, the data provided
are a blend of practices ranging from top IT to top manufacturing companies. Collecting data
from companies from aviation industry was a difficult task; hence, in this report I tried to map
whatever practices that are best across industries are feasible in the context of IndiGo. The
identities of organizations have been kept confidential except for the portion dealing with
female retention policies due to special request from the sources.

Putting together this report was a learning process as it helped me acknowledge how theory
and practicality in implementing policies can differ. Suggesting policies in terms of benchmark
would help only if the industry permits. IndiGo being the only profit making airline in India is
actually at a very risky position, any uncalculated risk can result into a complete change of
tables.

I have tried to put together data that I realized was feasible for implementation or acting upon.

































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