India Can Become Global Aviation Hub With Multiple Gateways: Air India CEO
Air India CEO Tewolde Gebremariam reveals plans to turn Delhi, Mumbai, Bengaluru, and Hyderabad into global aviation hubs to rival Gulf carriers.
India is poised to transform into a powerhouse of international travel, with the potential to establish itself as a global aviation hub. According to Air India CEO Tewolde Gebremariam, the country possesses the geographical advantages and market opportunities necessary to challenge the dominance of established Gulf carriers.
Speaking at the Delhi Aviation India 2026 event, Gebremariam emphasized that India should not limit itself to a single center of operations. Instead, he envisioned a multi-hub strategy where several cities serve as primary international gateways.
The Four Pillars of Indian Connectivity
The CEO specifically identified four cities that could lead this transformation:
- Delhi
- Mumbai
- Bengaluru
- Hyderabad
He noted that for India to successfully compete on a global scale, the focus must remain on developing the right infrastructure, expanding networks, and enhancing service quality.
Lessons from Ethiopian Airlines
Drawing from his own professional history, Gebremariam referenced his tenure at Ethiopian Airlines to illustrate what is possible with strategic planning. Under his leadership, the airline underwent a massive expansion, growing its fleet from 33 to 130 aircraft.
This growth saw annual revenues surge from USD 1 billion to USD 5 billion, eventually positioning the airline as a dominant market leader for travel between China and Africa. He believes a similar trajectory of long-term planning can be applied to the Indian market.
The Battle for Profitability: 'Efficiency is the Game'
Despite the grand vision for the future, the CEO was candid about the immediate financial hurdles facing Air India. A primary concern is the restoration of profitability, which is currently hindered by high operating costs.
Gebremariam pointed out a critical financial gap: the airline's cost per available seat kilometre currently exceeds its revenue per available seat kilometre, leading to losses. To combat this, he has stressed a mantra of "Efficiency, efficiency, efficiency," and has deployed a multi-functional team dedicated to slashing costs across all business segments.
Expanding the Horizon and the Fleet
Air India is aggressively working to reclaim its share of international passenger traffic. Currently, connecting traffic through India accounts for approximately 10 per cent of the total. However, the CEO believes that as connectivity and network reach expand, this figure could eventually climb to 50 per cent.
To support these ambitions, the airline is looking beyond its current commitments. Gebremariam stated that the existing order book with Airbus and Boeing will not be enough to satisfy the airline's long-term network goals, indicating that further wide-body aircraft orders are on the horizon.
Tata Group’s Long-Term Vision
Addressing the ownership aspect, the CEO reassured stakeholders that the Tata Group is fully committed to the long-term growth of the airline. He noted that the shareholders understand that returns on investment in the aviation sector take time.
"I am more impatient than the shareholders to see profitability,"Gebremariam remarked, highlighting his drive to turn the airline around.
With significant groundwork already laid—including fleet renewal, the establishment of training facilities, and improved maintenance infrastructure—Air India now aims to leverage these investments while managing its immediate financial pressures.