logo
Qantas Airlines rises to 14th position in global airline rankings 2025

Qantas Airlines rises to 14th position in global airline rankings 2025

Economic Times7 hours ago

Qantas has significantly improved its global ranking, jumping to 14th place in the 2025 Skytrax World Airline Awards after a previous low. This resurgence follows substantial investments in customer experience and efforts to rebuild its reputation after controversies. Meanwhile, Virgin Australia is poised to benefit from Qatar Airways' top ranking through a new code-sharing agreement.
Tired of too many ads?
Remove Ads
Tired of too many ads?
Remove Ads
Qantas has climbed back into the top tier of global airlines, securing the 14th spot in the 2025 Skytrax World Airline Awards. This marks a major recovery from its 24th-place finish in 2024, its lowest-ever ranking, following public backlash over a string of controversies during and after the COVID-19 pandemic.The Skytrax rankings are based on surveys from passengers across more than 100 nationalities. Qatar Airways retained the top position globally for the second consecutive year, followed by Singapore Airlines in second place and Cathay Pacific in third. Emirates , Qantas's international partner, came in fourth. Virgin Australia , Qantas's main domestic competitor, stands to gain from Qatar Airways' strong performance through a new code-sharing agreement, offering Australian travellers more routes to the Middle East and beyond.As per a report by The Guardian, Qantas has been working to rebuild its reputation after several scandals. These include the illegal sacking of 1,800 ground staff, resulting in a $120 million compensation payout, and a $100 million penalty for allegedly selling tickets on cancelled flights. Former CEO Alan Joyce stepped down in 2024, and the board slashed his final pay by over $9 million after an internal governance review.According to Dr Andrew Hughes of the Australian National University, Qantas's rebound reflects its investment in a customer experience overhaul, which may have cost nearly $1 billion. These upgrades include improved boarding processes, fleet renewal, and lounge refurbishments.'Qantas's experience offering is still stronger than Virgin's,' Hughes said, though he noted Virgin is expected to become more competitive in coming years with its new international partnerships.He added that while Qantas's loyalty program changes, such as increasing points required for Classic Reward flights-may frustrate some customers, the airline appears to be on track in regaining public trust.

Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

The incredible Solly bhai story: Gavaskar's friend, got Tendulkar to Yorkshire and benefactor to hundreds of Indian cricketers in England
The incredible Solly bhai story: Gavaskar's friend, got Tendulkar to Yorkshire and benefactor to hundreds of Indian cricketers in England

Indian Express

timean hour ago

  • Indian Express

The incredible Solly bhai story: Gavaskar's friend, got Tendulkar to Yorkshire and benefactor to hundreds of Indian cricketers in England

For four straight days, Suleman 'Solly' Adam and his family walked through the Thar desert. Scorching sun over their heads, roasting sand under their feet. Solly, just 7, held his mother's hand. His sister, 4, was perched on his father's shoulders. This was 1952 and Solly's post-partition horror story was about his family getting picked by the police from a village in Gujarat, handcuffed through the journey, released near the newly-marked border and asked to find their way to Pakistan. Puzzled over where they were headed, Solly was worried if he would be able to play his favourite sport — cricket — ever again. After a tough childhood, a teenager Solly, boarded a ship to England with just three pounds on him. With time, the family that braved the draining desert heat would settle in the land of lush green meadows, incessant rains and a scenic countryside. They would own several homes, petrol pumps, super markets and never missed a chance to play cricket. The boy, once homeless, would end up providing accommodation to countless visitors, mostly players in Yorkshire to play club cricket. Sunil Gavaskar and Imran Khan would be his close friends. 'I truly believe that difficult roads often lead to beautiful destinations and cricket has taught me a number of life lessons,' Solly, now 80, tells The Indian Express as he details his eventful life-story — one that took him from his birthplace Simlat in Gujarat to Pakistan's Karachi and now Leeds in Yorkshire. Solly has guests these days. Two days before the opening India-England Test, Gavaskar is at his home. The legend has been to this address many times before but Solly sounds excited on the phone, his voice getting drowned by the lively chatter of a family gathering in the background. 'Sunil has told me 'I am here and we will be meeting through the Test'. I am very pleased,' Solly says. There is another reason for this being special. It happens to be the inaugural Tendulkar-Anderson Trophy series. Solly and Sachin Tendulkar go back a long way. It was he who convinced both Yorkshire and Tendulkar to sign a deal in 1992 that resulted in the Indian great becoming the first-ever foreigner to call Headingley his home. Solly vividly recalls the drama that went into Tendulkar making history at Yorkshire. It started with Solly getting to know that Yorkshire had signed the Australian pacer Craig McDermott as its first overseas player. A few days later, he heard on the telly that McDermott was injured. Solly, always the enterprising businessman, sniffed an opportunity. 'The minute I came to know, I ran to the Yorkshire club. I asked them, 'Why don't you sign an Indian or Pakistani? I argued that since Yorkshire has this large Asian diaspora, they could consider Tendulkar or Javed Miandad. That was the time the great Don Bradman had said that watching Tendulkar bat reminded him of his own batting. After two to three hours, they were convinced, they opted for Tendulkar,' says Solly. But, there was a problem. The Yorkshire officials, insulated from the outside world, had no clue about how to reach Tendulkar. Pat came the reply: 'That you leave it to me'. Solly had hosted Tendulkar when he played club cricket in England. He was also a special attendee at Solly's son's wedding. When the Yorkshire offer came up, Tendulkar was in Australia, in the middle of a Test series. When Solly called, Tendulkar, stretched by the demands of international and domestic engagements, wasn't sure. Now, Solly can talk. His ever-expanding business empire was because of his talent as a deal-maker. 'I told him that he was young and he could do it. Later I asked my friend Sunil (Gavaskar) to talk to Tendulkar. While playing for Somerset, Sunil had benefited. Finally, Tendulkar was convinced and history was made,' Solly says. Once in Leeds, Sollybhai's residence would be Tendulkar's second home, where the dining room would always have piping-hot Indian meals. Since the time Solly was an active club cricketer, the doors of his house were open for cricketers from India and Pakistan. Generations of Indian cricketers from Gavaskar, Dilip Vengsarkar, Chandrakant Pandit, Sanjay Manjrekar, Abey Kuruvilla, Sairaj Bahutule, Mohammad Kaif, Wasim Jaffer have savoured his hospitality. Conservative estimates by his cricketer friends put the count of players he has hosted at home to over 400 through the years. Not just stay and meals, Sollybhai would also arrange part-time jobs for players so that they could earn on non-match days. Many would work at his petrol pump and super markets. 'At one point, there were 9 cricketers in the Indian team who had benefited from the English stint I had arranged for them. I was not an agent, I was someone who wanted to help cricketers,' he said. The players recognized this and they saw Sollybhai as their benefactor, well-wisher and also their Man Friday. And that is why Gavaskar had called Solly when faced with a desperate situation during a tour to England. The two had become friends by a simple Solly gesture. He offered the Little Master a samosa during an England tour. 'During those days, between Test matches the touring team would play against county sides. So in one such tour game, they lost to Yorkshire. The manager of the team was very angry and he said no to wives staying in the team hotel or traveling in the coach,' recalls Solly. 'That was the time, they used to get three pounds as daily allowance, if they booked a hotel room for their spouse it was going to cost them a pound. So Sunil called me and said, 'There's any chance the cricketers' wives can stay at your place? I said 'yeah, no problem'.' It was the struggles in Solly's early life and the help he received from unexpected quarters that made him assist those in trouble. At the start of his new life in England, Solly would be a daily wager at a factory. His job was to wipe oil from machines. A habit of saving, saw him buy a taxi and from there he graduated to becoming a motor mechanic. A slice of luck and financial help from friends and family resulted in him owning a petrol station and it was this that changed his life. 'Those days the petrol station in England would be open from 8 am to 6 pm. We started doing it from 7 am to 10 pm. We also worked 7 days a week that no one did and we were open on Christmas day and Boxing Day too. Word spread soon, we had vehicles queuing. I made a lot of money and that changed my life,' he says. His children now settled, a retired Solly can be found at his sports shop. He is still eager to help the needy and to narrate cricket yarns to anyone who lends an ear. Solly has seen it all but he still gets excited about his buddy Sunil in the commentary box calling an upcoming game where a young Indian will captain in his first Test for a Trophy named after another of his close friends, Tendulkar.

From AI agents to cloud telephony, Zoom executives discuss company's next act
From AI agents to cloud telephony, Zoom executives discuss company's next act

Indian Express

time2 hours ago

  • Indian Express

From AI agents to cloud telephony, Zoom executives discuss company's next act

Zoom wants to be much more than a video chat platform. It is taking on Google and Microsoft in enterprise software by shipping productivity tools such as Zoom Documents, Zoom Team Chat, Zoom Whiteboard, etc. It has also rolled out Zoom AI Companion and is integrating AI into all levels of its product suite. Zoom is also looking to strengthen its foothold in India by expanding its cloud-based enterprise telephony service called Zoom Phone to four additional licenced service areas across the country. The company further launched Contact Center here that enables customers to reach out to Zoom's enterprise clients through a wide range of channels, including voice, video, virtual agents, social media, email, and messaging apps. Security is central to everything Zoom does, Steve Rafferty, head of APAC and EMEA at Zoom, told in an exclusive interaction in New Delhi last week. Echoing this, Sameer Raje, the general manager and head of India & SAARC region at Zoom, highlighted the company's federated approach to AI that empowers its customers with greater control, privacy, and choice. Here are the edited excerpts from the interview: Zoom became a household name during the COVID-19 pandemic. Since then, it has pivoted to becoming more than a video conferencing platform. How does Zoom Phone and launching Zoom Contact Center in India further that vision? Steve: If you think of Zoom as a business communications platform, then video and meetings was the first element of that. Lots of organisations enter from different pivots. So we were meetings first, and now we've got chat, Contact Center, Phone, Clips, Documents, and so much more. We're trying to give our customers and partners one place to meet effectively, whether that's message, video, or phone. Whether it's internal communication or messaging externally with customers or suppliers, Zoom will give you that unified platform experience. That was always the plan. We just started with meetings. You mentioned that getting Zoom Phone regulatory compliant in India was an elaborate process. What were some of the terms and conditions involved in the DoT authorisation? Also, what do you think needs to change in terms of the eligibility conditions for cloud-based telephony services? Sameer: Authorisation is basically the license. It's the UL access BMO license which we took in all the six telecom circles [Mumbai, Bengaluru, Chennai, Hyderabad, Andhra Pradesh, and Delhi-NCR]. And each of the circles have their own requirements as well as technical call flow, approvals, so on and so forth. It's not as simple as building it once for one telecom circle and having it work everywhere. Logically, yes, the product might be the same but each circle requires its own set of regulatory approvals. When you have a global product, the DoT requirements are very stringent. For instance, all equipment must be certified by DoT. There are specific certification programmes and you cannot just use any hardware. From the hardware to the call flows, we had to change some of the elements of the product to make it compliant within the country. Hence, it was time consuming. Not only that, each telecom circle needs to be connected not only to the Zoom cloud but also to local telcos across the region and country. That includes setting up incoming and outgoing interconnections, which is a complex and time-consuming process. But that doesn't mean that you cannot use Zoom Phone anywhere outside these circles. Right now, these six circles are where you can procure the license from, but you can travel anywhere and accept calls and make calls to anywhere in the country. It's been more than a year since Zoom Workplace was introduced. How's the response been from enterprise clients compared to everyday users in terms of adoption and overall experience? How much of that has translated to sales? Steve: It's been very strong across all of our regions, especially internationally. What we're seeing now is different entry points for customers. Some customers may come in to start from a Contact Center journey because they've got a particular customer requirement, and we fix that. Then they'll adopt Zoom Phone or messaging. The workforce is changing at the moment. We're seeing a lot younger, more diverse workforce come in, and they've really taken to the Zoom platform because you can communicate by chat, you can pick up the phone, you can send a clip, you can join a work meeting, engage with customers, and so on. There's so many different angles to procure information. We've got control of so much data. A business can take that data and deliver better experiences to their customers. Have you noticed differences in how AI features are being adopted across specific use cases like customer support, live translation, meeting summaries, etc? Steve: There's two sides to that. There's the internal day-to-day job, and there's how you communicate with customers. We were with a customer last week at a sports shop. What they want is a specific chatbot for their clients, and they also want to be able to escalate that call really quickly to a human depending on the requirements. So if somebody wants to procure a tennis shoe, it is dead easy to handle. But if somebody wants bespoke running shoes, that's a specialist treatment. That's what we're seeing from a customer perspective. Zoom Workplace allows you to move those conversations around. Sameer: I'll add one critical point to that. We include Zoom Workplace in our license at no extra cost. Any other platform or AI engine may charge $20-$30 per user and the CEO or senior leadership may go for it thinking its the in thing. But are they really going to be that productive? Or does it make more sense to spend that $30 at the lower level so that the support agent can be more productive using AI on Zoom? They should be utilising AI where it makes better sense. It could be customer support or sales. Zoom Workplace can be rolled out across the organisation. One of the other areas that has been very positive to me is having all of that in one location. All the integrations on Zoom Workplace makes life so much easier and gives us hours back every week. While LLMs (large language models) can be quite convincing, trust is still a barrier to enterprise adoption. How do you solve for that? Steve: Security has to be at the heart of everything you do, whether it's AI or whether it's a basic implementation of any technology. We work with our customers, from CISO all the way down, to make sure that the data they're exposing is the correct data. We work with a security bank because you've seen from some of our competitors, how they've exposed people's salaries all the way through a business. We start with the security first? What's the outcome you're looking for, and how can we give you a secure outcome? And then the platform gets deployed based on that. What do you think about the role of AI agents on your platform, especially in automating enterprise workflows? Do you see them evolving into a meaningful revenue stream? Steve: It's about complementing the human workforce. It's not about replacing them. You've seen a lot of press with some organisations saying 'we're going to slim down our workforce. We're going to stick AI agents out there', and then it's difficult. What we do is, is, we speed up that journey for the customer. If you think about booking flights on air travel, for instance, we can pretty much run that whole system through a virtual agent. Sameer: If you look at our AI Companion, it's been embedded in a couple of products that we've introduced like Zoom Whiteboard where you can draw a circle and the AI will actually make it into a perfect circle. Zoom Workflows is also in beta right now. Beyond that, we also introduced Custom AI. Let's say you're in a pharmaceutical industry and you're using a particular terminology. You want the AI model to use that terminology, right? So it allows you to create your own language within that. What is Zoom's approach to AI development? Sameer: We have a federated model. This means we use our own LLMs as well as other industry-standard LLMs (OpenAI and Anthropic's models). That's how we shift between low-cost and high-cost GPUs. We also permit customers to bring their elements to a certain extent. That's a chargeable service. We are helping organisations break down their silos and improvise employee experience. We're quite happy for the customer to work where they want, and we support them with all of our tools and our AI and and our platform underneath. It's quite a different model to others. We've also made a commitment that we won't use customer data to train our models. But you're also in competition with these big tech companies, right? Most of their AI services seem to be bundled into their office suites. Steve: Yes but we don't walk into a Google or a Microsoft customer and say, 'What a terrible decision. You need to rip it all out. Stick Zoom in.' We go: 'Congratulations on your decision. Now, let's make sure you get the best value for money'. Not everything that's bundled works, and you're seeing how those bundles consistently change. What we allow you to do is to take the best video platform and plug it in, as well as the best phone platform if you want to use it. We've got Contact Center that you can plug in to make your Google or Microsoft Office environment sing much better.

India beats China and Bangladesh to become biggest player in…, shocks Pakistan due to…
India beats China and Bangladesh to become biggest player in…, shocks Pakistan due to…

India.com

time3 hours ago

  • India.com

India beats China and Bangladesh to become biggest player in…, shocks Pakistan due to…

The global textile industry is witnessing a major shift as buyers move away from China and Bangladesh. Now India is emerging as a major center for this business. India's garment exports have shown major growth. According to data from the industry organization CITI, apparel exports increased by 11.3% in May. Western buyers also now consider India as a more reliable partner as compared to Bangladesh and China. This has boosted India's exports. In August last year, political instability started in Bangladesh after a government change under Sheikh Hasina. This situation led to India's export growth. According to The Economic Times , apparel exports surged by 17.3% in September and 24.35% in October. Several buyers from developed nations are asking Indian suppliers to boost their capacity and get necessary certifications. After tariffs were imposed by the Trump administration on China also helped India to gain a duty advantage over Chinese exports. This surge in exports is good news for the textile industry, which was struggling for two years after the COVID-19 pandemic. The political tussle in Bangladesh led to a shift in global supply chains. Industry leaders believe that buyers prioritize stability and continuity in the supply chain, avoiding any form of uncertainty. Although Bangladeshi manufacturers are in high capacity and can fulfill large orders in short periods, Indian manufacturers are optimistic about maintaining their export growth, driven by duty advantages over China. India holds a $10 billion share in the U.S. apparel market as compared to China's $30 billion. While apparel exports are rising, the import of raw cotton is also increasing, as domestic cotton prices are higher than international rates. The Cotton Association of India estimates that cotton imports will more than double in 2024-25, reaching 3.3 million bales (170 kilograms each) compared to 1.52 million bales last year. Paksitan's export were far less than Indian, according to media reports, In fiscal year 2024-25, Pakistan's exports were $24 billion.

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into the world of global news and events? Download our app today from your preferred app store and start exploring.
app-storeplay-store