logo
‘Pilots are angry, ground staff is terrified': ‘Flying Beast' Gaurav Taneja says ‘sab kaand khulenge' post Air India 171 crash, as he exposes aviation industry secrets

‘Pilots are angry, ground staff is terrified': ‘Flying Beast' Gaurav Taneja says ‘sab kaand khulenge' post Air India 171 crash, as he exposes aviation industry secrets

Indian Express25-06-2025
YouTuber Gaurav Taneja, who is better known as Flying Beast online, usually makes family vlogs for his nearly 10 million subscribers. Recently, he appeared on Shark Tank India and pitched his protein business. But, he often posts aviation-related content as well, considering his decade-long experience as a commercial pilot. In recent weeks, Taneja has shared theories about the tragic Air India Flight 171 crash, which resulted in the death of 270 people. Hours after the disaster, he suggested that it could've been caused by a 'dual engine failure'. In recent days, he has also pointed to human error as being one of the reasons behind the crash. In a new interview, however, Taneja explained that human error is caused by a variety of factors that expose the systemic issues with the Indian aviation industry.
Appearing on the Prakhar Ke Pravachan podcast, Taneja praised Air India pilots for putting their foot down and demanding pristine aircraft to fly on. He said that pilots were fully aware of the corners that were being cut by airlines prior to the disaster, but had no choice but to follow orders and protocols. Taneja himself was fired from Air Asia a few years ago, after he blew the whistle on certain alleged practices at the airline. In the interview, he said that the ground staff is under such pressure to maintain punctuality that they often ignore issues with the aircraft, requesting pilots to raise their concerns later.
Also read – 'Sending Air India 171 black boxes to America is shocking': 'Flying Beast' Gaurav Taneja says 'Boeing has power', highlights conflict of interest
He said, 'Scheduling is a major issue. Someone who has flown all night and hasn't had enough time to recover from fatigue should not be assigned another flight. When an investigation happens, it reveals every detail, such as the culture of an airline, and if they're following regulations about rostering.' Addressing the mass-cancellations of Air India flight following the 171 crash, Taneja said, 'I know that Air India pilots are angry and upset. They know that, at the end of the day, they're the ones in the air. Management is sitting on the ground. Engineers are on the ground. Everyone else is on the ground. They're saying, 'I will not take an okay aircraft. Give me a perfect aircraft to fly'.'
Explaining the pressure that airlines put on their employees, Taneja continued, 'A common practice in aviation is for engineers to request pilots not to log complaints. If the complaint is logged, an entire procedure has to be performed. This causes delays. They will tell you that they will okay the aircraft to fly, and ask you to raise the concern at Delhi. They tell you to report 'in-air failures', or that some issue happened after take-off. But everyone knows the truth. This is an endless back-and-forth between pilots and engineers. Companies need to change their ways. They shouldn't take such big risks over one or two minutes.'
He said that engineers are under incredible pressure to ensure on-time departures and arrivals. 'They're constantly terrified. They keep worrying about being reprimanded for causing a delay. They keep telling pilots to blame the air traffic control, to tell the company that they received the aircraft on time but were delayed by the ATC. It's not like the company is paying them in crores. They make regular salaries, but they're constantly on edge,' he said, adding, 'Jab audit hota hai, toh khali 171 nahi khulta, sab kaand khulte hain.'
Sharing a personal anecdote, Taneja said that he once spotted blood on one of the wings before take-off, and he raised the issue with a ground engineer because he suspected a bird strike. He said that the aircraft's should have been checked thoroughly in that case. He said, 'This happened with me. I was conducting a walk-around, and I saw some blood stains on the wings. It's an obvious sign of a bird strike. The ground staff was like, 'Sir, saaf kar deta hoon, le jao'. I was like, 'Kya baat kar raha hai?' Anything can happen. The flaps could be affected, the engine could be affected. After a point, I stopped doing all this.'
Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

India-China Bromance Makes U.S. 'JEALOUS'; Trump Cries Foul As Putin's Team Gets Stronger
India-China Bromance Makes U.S. 'JEALOUS'; Trump Cries Foul As Putin's Team Gets Stronger

Time of India

time11 minutes ago

  • Time of India

India-China Bromance Makes U.S. 'JEALOUS'; Trump Cries Foul As Putin's Team Gets Stronger

/ Aug 20, 2025, 05:39PM IST Indian Prime Minister Narendra Modi is set to visit China for the first time in 7 years, signalling a major diplomatic shift just as U.S. Treasury Secretary Scott Bessent accuses India of profiteering from Russian oil. With Trump threatening steep tariffs on Indian exports, tensions are rising between longtime allies. Meanwhile, India and China are quietly restoring trade ties and border dialogue.

India signs Terms of Reference for trade deal with Russia and others
India signs Terms of Reference for trade deal with Russia and others

The Hindu

time11 minutes ago

  • The Hindu

India signs Terms of Reference for trade deal with Russia and others

India and the Eurasian Economic Union (EAEU), comprising Russia, Armenia, Belarus, Kazakhstan, and the Kyrgyz Republic, on Wednesday (August 20, 2025) signed the Terms of Reference (ToR) to launch negotiations on a Free Trade Agreement (FTA), the Indian government announced. Also Read | Unjustified, says Russia on U.S. pressure on India for buying Russian crude oil This comes amid pressure from the U.S. — in the form of additional tariffs on imports from India — to reduce its economic ties with Russia. Also Read | Trump imposed tariffs on India to end Russia-Ukraine war, says White House The ToR were signed by Ajay Bhadoo, Additional Secretary in the Department of Commerce in the Government of India and Mikhail Cherekaev, Deputy Director in the Trade Policy Department in the Eurasian Economic Commission (EEC). 'Both sides noted the growing trade turnover between India and the EAEU, which stood at $69 billion in 2024, registering a 7% increase over 2023,' the Ministry of Commerce and Industry said in a release. 'With a combined GDP of $6.5 trillion, the proposed FTA is expected to expand market access for Indian exporters, support diversification into new sectors and geographies, enhance competitiveness against non-market economies, and deliver significant benefits to Micro, Small and Medium Enterprises (MSMEs),' it added. The Ministry added that both sides of the agreement reaffirmed their commitment to an 'early conclusion' of the FTA and to 'building a long-term institutional framework for trade cooperation'.

The downside of FMCG giants' dominance
The downside of FMCG giants' dominance

Mint

time11 minutes ago

  • Mint

The downside of FMCG giants' dominance

In India's fast-moving consumer goods (FMCG) sector, a few companies dominate everything from food and beverages to personal care and household products. Their control shapes what's available on shelves and influences how those products are made and marketed. Nestlé is a leading player in India's food and beverage market, with a stranglehold on multiple categories: Maggi – Commands over 60% market share in instant noodles. Cerelac – Dominates infant cereals with a staggering 97% share. Lactogen & NAN – Collectively hold 64% of the market in infant formula. KitKat, Munch, Milkybar – Controls 73% of the branded chocolate segment. Nescafé – Leads the instant coffee market. Nestle's products are so deeply rooted in Indian households that skipping them on store shelves is nearly impossible. P&G dominates household and personal care with brands that enjoy near-monopoly status: Whisper – Holds over 50% of the sanitary napkin market. Gillette – Market leader in razors. Pampers - 40%+ market share in diapers.. By offering multiple pack sizes, the company ensures visibility across both urban and rural markets, squeezing out smaller players. While globally known for beverages, PepsiCo earns nearly 80% of its India revenue from snacks: Lay's – Controls 30% of the potato chips market. Kurkure – Leads in savoury snacks. Beverages (Pepsi, Mountain Dew, 7Up, Tropicana) – Secure prime shelf space nationwide. PepsiCo's aggressive retailer incentives push out smaller competitors, making it difficult for regional brands to survive. HUL is India's largest FMCG company, with a portfolio spanning soaps, detergents, tea, skincare, etc. Lux, Dove, Lifebuoy, Fair & Lovely - Dominate their respective segments. Surf Excel - Lead the detergent segment with 40%+ market share. Brooke Bond, Kissan - Stronghold in tea and jams. Its mini-SKU strategy, especially soaps and shampoos, ensures deep rural penetration, helping HUL maintain a dominant position across these categories. Originally a tobacco giant, ITC now rules multiple FMCG categories: Aashirvaad Atta – Commands 52% of branded packaged wheat flour. Classmate – Leads student stationery with 25% market share. Sunfeast & Bingo - Acquire shelf space rigorously in biscuits and snacks. ITC has built a strong presence across categories by offering a wide range of products and utilising its vast distribution network, ensuring consistent visibility and availability of its products Profit Repatriation & Drain on Foreign Exchange: Big FMCG MNCs transfer a large share of their profits to parent companies abroad through dividends or royalty payments instead of reinvesting in India. These outflows weaken the current account balance and strain foreign exchange reserves, leaving the economy more exposed to external shocks. For instance, as per Finology Research Desk, Hindustan Unilever repatriated over ₹ 7,000 crore in dividends in 2024-25, while Nestle India pays 4.5% of its sales as royalty to its Swiss parent Nestlé S.A. Squeezing Out Local MSMEs & Domestic Brands: MNCs use their financial muscle, economies of scale, and aggressive pricing to dominate markets, leaving domestic competitors gasping for market share. They secure prime shelf space through heavy retailer incentives, while local brands struggle for visibility. Nestlé's Maggi, for example, controls 60% of India's instant noodles market, overshadowing domestic players like Ching's and Top Ramen. Likewise, PepsiCo and Coca-Cola have pushed traditional drinks like sharbat, lassi, and coconut water out of urban markets through relentless marketing and distribution, leading to job losses in these industries and making it very difficult for homegrown brands to sustain. Trade Deficit & Import Dependence: Many multinational corporations in India depend heavily on imported raw materials such as palm oil, chemicals, and packaging, even when these are available locally. For example, Nestlé imports milk powder from various countries despite India being the world's largest milk producer, while FMCG majors like P&G and HUL source synthetic ingredients from abroad for personal care and home products. This reliance raises India's import bill, worsens the trade deficit, and strains the balance of payments. Rather than strengthening local industries, it deepens dependence on foreign supplies and undermines the government's "Make in India" initiative. The Illusion of choice: Most brands on Indian store shelves may look different, but they usually trace back to the same parent companies. Nestle owns Maggi, Nescafé, KitKat, and Cerelac, etc. HUL controls Surf Excel, Dove, Lux, Kissan, and Brooke Bond. Snacks like Lay's and Kurkure belong to PepsiCo. What looks like variety is in fact a handful of corporations collecting profits, leaving customers with fewer real choices than they realise. Most brands on Indian store shelves may look different, but they usually trace back to the same parent companies. Nestle owns Maggi, Nescafé, KitKat, and Cerelac, etc. HUL controls Surf Excel, Dove, Lux, Kissan, and Brooke Bond. Snacks like Lay's and Kurkure belong to PepsiCo. What looks like variety is in fact a handful of corporations collecting profits, leaving customers with fewer real choices than they realise. Pricing manipulation: Large FMCG companies often exploit consumers by either raising prices or shrinking product sizes while keeping the price fixed, a tactic called shrinkflation. In 2023, Hindustan Unilever (HUL) increased prices across personal care and food products while also cutting pack sizes. Brands like Lay's and Parle-G have followed the same approach for years, reducing quantity while keeping the prices the same. With tight control over retail shelves and strong consumer loyalty, these changes often go unnoticed until buyers realise they're getting less for the same money. Since these corporations hold near-monopoly power, consumers have no other choice but to accept the downgrade. Large FMCG companies often exploit consumers by either raising prices or shrinking product sizes while keeping the price fixed, a tactic called shrinkflation. Unhealthy & Substandard Product Formulations: Many MNCs sell nutritionally inferior versions of their products in India compared to Western markets. Kellogg's breakfast cereals, for example, contain far more sugar in India than in other countries. Similarly, Nestlé's Cerelac baby food, marketed as a healthy choice, adds nearly 3 grams of sugar per serving in low-income countries, an ingredient directly linked to rising childhood obesity. These double standards in food standards fuel growing health issues, including diabetes and malnutrition, as these giants continue to prioritise profits over consumer well-being. These giants don't just sell products; they control what we see, buy, and trust. Through shelf dominance, aggressive pricing, and marketing muscle, they squeeze out competitors and manipulate consumer choice. The result is an illusion of variety where real options are limited, prices can be manipulated, and local alternatives that could foster innovation struggle to survive. Finology is a SEBI-registered investment advisor firm with registration number: INA000012218. Disclaimer: The views and recommendations made above are those of individual analysts or broking companies, and not of Mint. We advise investors to check with certified experts before making any investment decisions.

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into a world of global content with local flavor? Download Daily8 app today from your preferred app store and start exploring.
app-storeplay-store