Staff crunch chokes KSPCB as new rules pile up
The board, initially established to implement the Water (Prevention and Control of Pollution) Act and the Air (Prevention and Control of Pollution) Act, has seen its responsibilities steadily increase with a spurt of new rules over the last decade.
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Time of India
3 hours ago
- Time of India
How Air-India is reimagining the skies with its digital strategy
HighlightsSatya Ramaswamy, Chief Digital and Technology Officer of Air-India, spearheaded a rapid transformation of the airline's digital infrastructure, completing a transition from mainframe systems to cloud-based SAP in just six months. The implementation of India's first practical customer experience mobile application has resulted in an impressive 4.8-star rating on both Android and iOS app stores, significantly enhancing customer satisfaction and engagement. The merger of Vistara and Air-India saw a successful integration of loyalty programs, with the Net Promoter Score (NPS) of the combined entity surpassing that of its individual predecessors, indicating a complete shift in customer perception. The journey for Tata Group 's acquisition of Air-India began not with a leisurely stroll, but with a sprint. When Satya Ramaswamy , chief digital and technology officer, Air-India wanted to step into the airline's data warehouse and data center, he was warned that the area was infested with snakes. Coming from a small town in South India, Ramaswamy recalls mentioning that reptiles were the least of his concerns. His bigger task was to put the national carrier, which was acquired by the Tata group, back on its flight path, and data would play a greater role in that journey. He knew that the time available was far less than what was typically required (six months rather than the normal two-years for an exercise of this scale). This stark reality immediately set a tone of urgency and demanded creative problem-solving. Every decision was made with a "minimal time" philosophy, pushing the boundaries of conventional timelines. Consider the migration from a mainframe system to SAP on the cloud – a process that traditionally consumes years. Here, it was accomplished in a mere six months. Similarly, the transition from ECC (a legacy SAP system) to S/4HANA (to enhance real-time data analysis capabilities), another year-to-two-year endeavor, was tackled with similar alacrity. This wasn't just about speed for speed's sake; it was about laying down a robust digital foundation, one that would underpin the ambitious vision ahead. Build versus buy In an era of rapid technological advancement, a critical question for any large-scale transformation is: how much do you build in-house versus buy off-the-shelf? The approach here was refreshingly pragmatic. Building was reserved for areas where a clear competitive advantage could be gained, or where existing solutions simply didn't meet specific, unique needs. For everything else, the focus was on identifying the best system for the job. Take, for instance, a complex martech product. It would be foolish to attempt to build an in-house equivalent, he agrees. Instead, the strategy was to leverage existing, top-tier products. However, for initiatives like India's first practical customer experience mobile app, where the goal was to deliver an immediate lift in public perception and solve customer problems, internal development efforts were prioritised. This discerning balance between building and buying ensures that resources are allocated wisely, maximising impact where it matters most, says Ramaswamy. One common refrain in the tech world is how little of a purchased stack is actually utilised. Like a mobile phone where only 10 per cent of features are regularly used, large enterprise software investments can often go underutilised. The leadership here understood this challenge keenly, ensuring that both on the consumer and enterprise sides, the technology being deployed was truly adopted and leveraged. On the consumer front, drawing on the team's own experiences as frequent travelers, they intuitively understood which features would resonate and be easily adopted. For the enterprise, decisions were driven by necessity and regulation, with continuous evaluation to ensure systems were being actively used. If not, solutions were sought to either drive adoption or explore alternatives. Honing the levers of customer satisfaction The true measure of this transformation lies in its tangible impact on customer satisfaction. Across all customer-facing channels, a significant lift in the customer experience has been observed. The mobile app, for example, stands out as a prime example of success. Ramaswamy says that despite ongoing improvements, the app boasts an impressive 4.8-star rating in both Android and iOS app stores – a global high. Customers rave about its everyday utility, from real-time flight status updates that track incoming and outgoing flights, to the seamless boarding pass scanning feature that instantly pulls up reservations, claims Ramaswamy. 'This digital convenience has become a fundamental direct channel, complementing a revamped website and an intelligent notification system that empowers travelers with timely updates, allowing them to, say, grab a coffee at the airport before their flight is called,' he says. Beyond these foundational elements, the airline has introduced innovative features that are aimed at elevating the journey. Imagine being able to ask a chatbot if you can bring your beloved Labrador on board, and receiving an empathetic, policy-compliant answer: "I'm glad to know you're taking your lab with you, and here are the things along with..." This level of personalised, intelligent interaction transforms a potentially stressful query into a reassuring experience, says Ramaswamy. The upcoming in-flight entertainment system promises to further enrich the journey, he added. But the transformation isn't limited to the customer-facing visible elements. A significant amount of work has been done behind the scenes to empower the cabin crew and pilots, even if passengers don't directly see it. Crew members now have access to crucial information about passengers – their loyalty status, previous service issues – enabling them to deliver a more personalised and proactive experience. This consistent delivery of service across all flights builds trust and consistency, fostering a sense of reliability that is paramount in the airline industry. Navigating turbulence with grace The merger of multiple airlines is an inherently complex endeavor, fraught with potential for customer disruption. The successful integration of loyalty programs, in particular, was a monumental task, when Vistara merged with Air-India. While individual cases of activation issues might arise due to discrepancies in names or contact information, an overwhelming majority of customers experienced a seamless transition, says Ramaswamy. The loyalty manager program, a global first, has been a resounding success, demonstrating the meticulous planning and execution that went into this intricate process, he states. The impact of these efforts is reflected in the statistics. The Net Promoter Score (NPS) of the combined entity has surpassed that of its individual predecessors. The business class NPS has increased by 1.5 times, and the domestic NPS for the entire airline has seen a dramatic leap from -19 to +25. 'This isn't merely about incremental improvements; it's a testament to a complete shift in customer perception, driven by a holistic approach to enhancing every aspect of the flying experience. From refurbishing older aircraft to investing in new fleets and optimising supply chains (despite global challenges), every effort contributes to this upward trajectory,' he says. The interplay of physical and digital In an industry where the physical and digital experiences are inextricably linked, ensuring a seamless journey requires a deep understanding of their interplay. Digital tools are being leveraged to enhance the physical experience. For example, cabin crew members are equipped with tablets providing detailed information about travelers, allowing them to offer personalised service. This empowers staff in the physical world to perform their jobs more effectively, bridging the gap between the digital insights and the tangible interactions. The integration of different generations of cabin crew – the seasoned veterans and the tech-savvy newcomers – also presented a unique challenge. However, the younger generation's inherent adaptability to technology, coupled with comprehensive training programs, ensures consistency in service delivery. This blending of experience and technological prowess is crucial for building a brand that consistently meets customer expectations. Building a profitable and purpose-driven future This transformation is not a sprint; it's a marathon. The initial phase is complete, and the journey continues with renewed vigour, guided by a vision of a reimagined flying experience powered by technology and purpose. The organisation emphasises speed, collaboration, and a relentless focus on customer delight and operational excellence. 'This five-year transformation is a testament to the belief that technology can be a key pillar in driving both efficiency and elevated customer experiences,' says Ramaswamy. However, transformation in a highly regulated industry like aviation comes with its own unique set of challenges. Replacing an in-flight entertainment system, for example, isn't as simple as buying a new TV monitor. It involves rigorous safety checks, validations, and a lengthy manufacturing process, says Ramaswamy. Breaking down silos A critical success factor in any large-scale transformation is the ability to break down departmental silos and foster a common vision. From the outset, a clear directive was established: no data silos. This ensured that all data was unified and accessible, fostering a holistic view of the customer and operations. Furthermore, the traditional concept of a "business" and "technology" divide was dismantled. Instead, digital technology was recognised as an integral part of every operational function, with dedicated teams ensuring that the technological perspective was integrated into all decision-making processes. This collaborative spirit, fostered by a supportive top-level management team, has been instrumental in aligning diverse stakeholders towards a shared goal of customer excellence. The recognition that different departments might not fully grasp the impact of their actions on others led to a proactive approach of bringing multiple stakeholders together, ensuring a comprehensive understanding of the interconnectedness of all operations. The future of Indian aviation The Indian aviation industry is booming, with hundreds of millions of people taking to the skies annually. This growth, coupled with a vast Indian diaspora and increasing business travel, positions the national airline for unprecedented expansion. The strategic orders for new aircraft and a clear vision for the future indicate that this airline is poised to become a global powerhouse, 'potentially surpassing even the largest American carriers in size and scope', says Ramaswamy. The future of aviation is also being shaped by advancements in artificial intelligence and personalised service. Imagine a future where a "software agent" acts as your personal experience manager, proactively looking out for your interests, reminding you about loyalty points, and seamlessly integrating with all your travel needs. This vision of a truly customer-centric experience, driven by intelligent technology, is already being built. This extraordinary transformation serves as a powerful testament to the fact that even the most deeply entrenched challenges can be overcome with a clear vision, relentless execution and a passionate commitment to the customer. 'It's a story not just about technology, but about people, process, and the unwavering belief in a brighter future for Indian aviation,' says Ramaswamy. The transformation is not just about upgrading infrastructure; it's about a fundamental shift in mindset. From tackling legacy systems in snake-infested data centers to executing ruthlessly on tight deadlines, the journey has demanded immense creativity and unwavering dedication.
Time of India
4 hours ago
- Time of India
Builder liable to register villa owners' association: Telangana RERA
HYDERABAD : The Telangana Real Estate Regulatory Authority ( TG-RERA ) has directed Prime Infratech , promoter of Prime Alpenia villa project in Mokila , to facilitate registration of a formal association of allottees within 45 days. The directive, issued on June 4, followed a complaint by a villa owner alleging continued harassment and illegal fund collection in the absence of a registered society. In his complaint, Budi Venkata Ramana, who resides in LB Nagar, said that he had purchased a villa in the project in Dec 2021 and despite paying Rs 3,41,000 for corpus and maintenance charges in Feb 2022, the promised registered villa owners' association was never formed. The villa remained unoccupied until April 2024 and was let out from May 1, 2024. In June and July 2023, he paid maintenance to one of the respondents based on an oral assurance that the society would soon be registered. However, he refused to continue payments to the unregistered group and notified the respondents in March 2024 through a legal notice that he would only pay a legally recognised society. Despite this, he claimed he was coerced into paying Rs 76,725 and that both he and his tenant faced threats, including possible utility disconnection. The authority ruled that the promoter failed to discharge the statutory duty under Section 11(4)(e) of the Real Estate (Regulation and Development) Act, 2016, which mandates enabling the formation of an association or society of allottees. This failure, it observed, directly impairs the rights of buyers and falls well within its regulatory scope. The claim by the promoter that a group of residents voluntarily managing the premises absolves it of responsibility was rejected. The duty to initiate and facilitate a registered association was termed a binding legal obligation, not a discretionary act. Respondents managing the unregistered group argued that they were collecting maintenance to ensure the upkeep of common areas, citing collective decision-making by residents. However, the authority clarified that disputes between residents or unregistered groups do not fall under its jurisdiction. It noted that Ramana had already approached the Telangana Co-operative Department in Oct 2024, which is the competent forum to address such internal matters. TG-RERA reiterated that the obligation to form a registered association and to hand over common areas was not optional. Any continued failure in this regard would invite regulatory consequences under Section 63 of the RE(R&D) Act. Simultaneously, it also held that the complainant was legally required to pay maintenance charges under Section 19(6), regardless of whether the villa was occupied, since the obligation was based on possession and not on actual use.
Time of India
9 hours ago
- Time of India
HC orders refund of input tax credit on closure of operations
MUMBAI: The Sikkim high court has ruled that businesses are entitled to a refund of unutilised input tax credit (ITC) even upon the discontinuation or closure of operations. The order follows a writ petition filed by SICPA India, a private limited company, which had sought a refund of about Rs 4.4 crore in unutilised ITC after ceasing its manufacturing activities in Sikkim. SICPA, which was a manufacturer of security inks and solutions, had decided to discontinue its Sikkim operations in Jan 2019, selling off its machinery and facilities by March 2020. The company had appropriately reversed ITC on asset sales but was left with a significant unutilised balance in its electronic credit ledger. The company challenged earlier orders from the assistant commissioner and the appellate authority, which had rejected SICPA India's refund application. The authorities had maintained that Section 54(3) of the CGST Act, 2017, limits ITC refunds to only two specific circumstances, neither of which includes business closure. However, SICPA argued that section 49(6) of the CGST Act provides for the refund of balances in the electronic credit ledger, subject to Section 54. They contended that the exceptions carved out in Section 54(3) cannot negate a vested right to ITC and its refund. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like Buy Brass Idols - Handmade Brass Statues for Home & Gifting Luxeartisanship Buy Now Undo Ankit Kanodia, one of the advocates which represented the company told TOI, "The HC examined the provisions of Sections 49(6) and 54(3) of the CGST Act and relevant case laws, including that of the Karnataka HC, in the case of Slovak India Trading, where refunds of unutilised credit were allowed upon business closure. The HC held that there is no express prohibition in the CGST Act against refunding unutilised ITC upon business closure and that retention of tax without authority of law is impermissible. " The judgment stated, "Although, Section 54(3) of the CGST Act deals only with two circumstances where refunds can be made, however the statute also does not provide for retention of tax without the authority of law." Consequently, in a significant judgment, the HC held that SICPA is entitled to the refund of unutilised ITC claimed by them. Stay informed with the latest business news, updates on bank holidays and public holidays . AI Masterclass for Students. Upskill Young Ones Today!– Join Now
