MAHESH MHATRE: Is there any policy for recruitment of tribals as air-hostesses?

As a PSU, we’re bound by the government’s reservation policies and we do recruit tribal boys and girls as cabin crew. Some special recruitment drives were carried out in the last few months for north-eastern tribals, as a lot of airlines are recruiting from that belt. I’ve worked in the north-east for a long time and have a personal commitment to the region. But yes, we’ll encourage as many tribals as possible to join Air India.

NEETI MEHRA: How does one routinely attract the best talent, as we see private airlines do? After the merger, how do you plan to streamline? Will there be a freeze on recruitments or will you be recruiting more?

I thought we had the best talent, in any case. We’ve been hearing of poaching (by other airlines). Not many Air India people have left; they’re solidly with us, and we continue to be one of the best paymasters in many categories. But I agree we need to bring in better talent in management — management graduates, chartered accountants, cost accountants. There’s been a shortage of pilots because of the sudden and phenomenal growth in the aviation sector in the country. But lots of Indians are going abroad, getting pilot training and coming back to get recruited. Gradually the shortage will disappear. As for integration, as I told you, it will take place in phases.

SOURAV MAJUMDAR: You’re a public sector company in a service-focussed industry that’s globalising at a rapid pace. How do you look at issues of autonomy?

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