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India.com
a day ago
- Business
- India.com
Top 10 Best Airlines In The World 2025: IndiGo, Air India, SpiceJet Miss List — No. 8 Will Surprise You! Check Full List Here
photoDetails english 2935348 Top 10 Best Airlines In The World: Choosing the right airline can truly change your travel experience, especially on long international flights. A good airline offers more legroom, better food, friendly service, and enjoyable entertainment. All of this can make your journey much smoother and more comfortable. But a poor airline? It can make those long hours in the air feel even longer. Every year, millions of passengers share their travel experiences. The Skytrax Awards compile those reviews to rank the best airlines in the world. These awards are among the most trusted in the aviation industry. So, let's take a quick look at the top 10 best airlines in the world, as voted by passengers in the 2025 Skytrax Awards. Notably, airlines like IndiGo, Air India, Akasa Air, SpiceJet, and Air India Express did not make it to this list. Updated:Jul 22, 2025, 05:55 PM IST Qatar Airways 1 / 10 Qatar Airways has once again been crowned World's Best Airline at the 2025 Skytrax Awards. Based in Doha, the airline is celebrated for its luxurious cabins, exceptional service, and global reach—flying to over 170 destinations across six continents with unmatched comfort and hospitality. Singapore Airlines 2 / 10 It is ranked second globally in 2025. Singapore Airlines is known for innovation and comfort. Its $850 million upgrade includes a redesigned A380 cabin. With a modern fleet of A350s and 777s, the airline consistently delivers outstanding service, efficient operations, and a relaxing in-flight experience. Cathay Pacific 3 / 10 Cathay Pacific, based in Hong Kong, secured the third spot in the 2025 Skytrax Awards. It also won Best Economy Class Airline and Best Inflight Entertainment. The airline features Michelin-starred meals, refreshed cabins, and onboard Wi-Fi, making it a strong favorite for long-haul travelers. Emirates 4 / 10 The Emirates, headquartered in Dubai, serves cities on six continents with top-notch comfort and reliability. Known for spacious cabins and excellent customer service, the airline is also committed to sustainability—investing in fuel efficiency, emission reductions, and wildlife conservation efforts to build a greener future in aviation. All Nippon Airways (ANA) 5 / 10 ANA, based in Tokyo, operates a wide network with 42 international and about 50 domestic destinations. It continues to earn praise for its high service standards, timely flights, and passenger comfort. ANA's consistent Skytrax rankings reflect its strong reputation in both Japan and worldwide. Turkish Airlines 6 / 10 The airline is established in 1933. Turkish Airlines flies to 130 countries and operates over 480 aircraft. Nearly half state-owned, it's celebrated for great onboard service, delicious catering, affordable pricing, and impressive entertainment options, making it one of the most well-connected and traveler-friendly airlines in the world. Korean Air 7 / 10 Korean Air, ranked seventh in 2025, is expanding fast after its merger with Asiana Airlines. Based in Seoul, the airline is strengthening its role as a full-service leader in Asia. It offers reliable performance, quality service, and an ever-growing network of global destinations. Air France 8 / 10 Air France climbed to eighth place in 2025 and has remained Best Airline in Western Europe for five consecutive years. A key member of the Air France-KLM Group, it offers elegant lounges, refined First Class service, and a smooth travel experience across its global network. Japan Airlines (JAL) 9 / 10 Japan Airlines has earned a 5-Star Skytrax rating for eight years running. Known for spotless cabins, on-time performance, and exceptional in-flight service, JAL continues to lead in both domestic and international travel, especially with the addition of the advanced Airbus A350-1000 to its fleet. Hainan Airlines 10 / 10 Hainan Airlines is expanding its reach with the new Airbus A321neo and now operates more than 1,700 routes. Known for safety, comfort, and growing global presence, the Chinese carrier continues to rise as a key player in the international aviation industry. (Image Credit: Wikipedia/ Social Media)
IOL News
a day ago
- Business
- IOL News
eThekwini councillors approve new waste management strategy
eThekwini councillors approved the Cleansing and Solid Waste (CSW) Turnaround Strategy on Monday. This strategy is expected to be robust in waste collection in the municipality. Image: Bongani Mbatha/African News Agency (ANA) eThekwini councillors approved the Cleansing and Solid Waste (CSW) Turnaround Strategy on Monday. The strategy has been developed in alignment with National Treasury's Metro Trading Services Reform Framework (MTSRF). The waste management directorate will change from a traditional unit to a CSW business directorate with a single point of accountability. This will enable the executive director of the Waste Management Directorate to have the necessary responsibility and authority to improve its services and to be held accountable in this regard. As per the requirements by National Treasury, the strategy document is coupled with the Cleansing and Solid Waste Directorate's Institutional and Governance Roadmap and the Business and Investments Plan to improve all aspects of the solid waste business. According to the report, the institutional reforms focus on improved management and governance, while the Business and Investment Plan focuses on the Waste Business Development Plan. The Directorate is also required to develop a Performance Improvement Action Plan which is due in April 2026. The plan represents a critical opportunity not just to clean up the city, but to restore the dignity of service delivery that residents so rightly deserve, said Hlengiwe Shozi, DA Councillor at the council meeting. 'For far too long, eThekwini's waste management system has failed its people with broken promises, irregular collections, and communities forced to live among illegal dumping and overflowing bins. If this plan is to succeed, it must go beyond paper. It must be backed by action, urgency, and accountability,' she said. Shozi said although recycling is mentioned in the strategy, there are no clear timelines or measurable targets and she urged DSW to prioritise this to reduce the burden on landfill sites. 'Recycling is not only good for the planet — it's an economic opportunity. Let's stop treating it like an afterthought,' Shozi added. She also suggested that the poor quality of refuse bags being distributed be looked into. Patrick Pillay, leader of the Democratic Liberal Congress (DLC), said the monitoring and implementation of this strategy lies with the eThekwini committees. Pillay urged councillors in the committees to be proactive to ensure the strategy is a success story. 'Despite all the fancy words used to describe the strategy our residents need service delivery. They want to live in a clean environment,' he said. Sunitha Maharaj, Minority Front councillor, said that one of the biggest challenges for CSW has always been service delivery protests. 'What we do not support is any move to impose tariff increases on the public to keep the unit financially viable. We say this because of the lack of accountability and transparency by the municipality previously in terms of reporting progress challenges and corrective measures,' she said. Maharaj was concerned about the municipality having the capacity or if there is a political will to realise the reform goals. She said the Supply Chain Management must be held accountable for delays and must ensure that contract management is strengthened on awarded contracts to the most responsive tenderer. Nkosenhle Madlala, ANC eThekwini councillor, said waste management in the city has gone through some serious challenges including the mushrooming of informal settlements overnight that were not budgeted for in CSW. He said the strategy gives the municipality a chance to turn things around and restore confidence in local government. 'Let us commend the turnaround we have seen in terms of the cleanliness of our streets. We moved a long way from where we were to where we are now in terms of the cleanliness of our city but we are not masking any challenges. A lot still needs to be done and we are happy this strategy is here,' he said. Henricus van der Ryst, Freedom Front Plus councillor, said that National Treasury should look at informing people about waste management at grassroot level such as primary schools. He was concerned about the funding burden placed only on some paying residents. Saneli Zuma, ActionSA councillor, said there was a culture of negligence from both residents and businesses who continue to discard waste irresponsibly, as well as illegal dumping in and around township areas. 'Let us not allow this to become yet another strategy adopted in council that never sees the light of day," she said. [email protected]
Indian Express
2 days ago
- General
- Indian Express
A former Pilot on Air India crash report: Foreign media are misleading the public. Wait for the final report
Written by Minoo Wadia The people of India have a right to know the truth about what happened to Air India Flight 171. The anxiety and confusion among the public following the release of the preliminary report a few days ago are, therefore, understandable. However, it is equally important to remember that the Air India crash report is exactly what it claims to be: Preliminary. Its primary purpose is to establish what happened. The why and how will be addressed in the final report, which is typically released about a year after the incident. While the public's demand for answers is entirely justified, patience remains essential. There is a rush in certain quarters to blame the pilots. Why should it come as a surprise that blame is already being directed at them? Within just two days of the crash, self-proclaimed aviation 'experts' flooded YouTube — some even donning captain's uniforms — offering detailed theories about the crash without any proximity to the site or access to verifiable information. Unsurprisingly, many of these theories centred on pilot error. Yes, pilots — like doctors, engineers, or any other professional — are human beings and capable of mistakes. In this case, however, foreign media have jumped the gun. Some agencies have highlighted a section of the report that refers to an exchange between the pilots about the 'cut-off'. But this is a normal inquiry by a pilot in a situation where, during take-off, power fails to build, and there is insufficient thrust. Moreover, all pilots are trained that, in the event of a total engine failure, the correct procedure involves switching the engine off and attempting a restart. According to the report, the pilots attempted exactly that and almost succeeded. There was a relight on one engine. However, by that time, the aircraft was at too low an altitude, which led to it crashing into buildings. It was already too late. The real question is: Why did both engines fail? The Digital Flight Data Recorder (DFDR) should provide those answers. It is entirely possible for engines to fail without pilot intervention. Modern aircraft rely on computers to calculate fuel flow and engine performance. It is not impossible for the system to malfunction — perhaps due to incorrect fuel ratio calculations — leading to engine failure. These systems are built with safeguards, but like any complex software, they are not infallible. Remember the case of ANA Flight NH985 from Tokyo Haneda to Osaka Itami, which suffered dual engine failure upon landing? Western investigative agencies often default to blaming the pilots, and similar stories are likely to emerge in the coming weeks. There is no doubt that the preliminary Air India crash report could have offered more clarity; for instance, it would have been helpful if the details from the Cockpit Voice Recorder (CVR) had been made public. I have worked extensively with CVRs and DFDRs, and I know that while data retrieval is one task, proper interpretation is quite another. It takes a team of trained specialists to extract meaning: What time thrust was applied, whether the engine spooled up, how much fuel was injected — every detail can be examined. Interpretation, however, takes time. This is why we must be patient and allow the final Air India crash report to tell the full story. In the meantime, we must continue to ask the right questions. Having worked with both Boeing and Airbus, including with their production test pilots, I can say with confidence that these professionals are deeply committed to safety. That said, no system is perfect. There is always scope for improvement — and yes, for error. But that's no reason to mislead the public. This is precisely why pilot federations are coming out strongly in defence of the crew, not simply out of solidarity, but because the facts are being selectively interpreted to sensationalise and unfairly suggest pilot error. One such federation is reportedly considering legal action against The Wall Street Journal for its coverage of the crash. When I transitioned from the Air Force to civil aviation, I was shocked to discover that the Directorate General of Civil Aviation (DGCA) had no aviators on its rolls. There may well be brilliant bureaucrats at the helm, but is it too much to ask for a single technical aviation expert? Similarly, there should be certified Boeing 787 pilots on the investigating team. This is one of the key things the Indian aviation ecosystem must urgently address — ensuring that technical expertise is not sidelined. The writer is the founder of the Federation of Indian Pilots and a former Air Force and Air India pilot
Fast Company
6 days ago
- Business
- Fast Company
The outsider advantage: 5 times when working with an agency partner can be a game changer
Foundational initiatives, such as branding, messaging, and creative strategy, are among the most critical and complex efforts a brand or marketing team can undertake for their business. Ironically, they're also the hardest to manage internally. Why? Because internal teams are often too close to the work, too bogged down by day-to-day demands, or too intertwined in legacy thinking to step back and see the big picture. The good news is, you don't have to do it alone. Whether it's tagging in specialists for high-profile projects, seeking out fresh thinking for regular projects, or outsourcing when bandwidth is scarce, organizations of all kinds are using external agency partners to supplement their internal marketing efforts. In fact, of the 82% of Association of National Advertisers (ANA) member brands that have in-house marketing teams, 92% report engaging external partners for certain projects. Subscribe to the Daily newsletter. Fast Company's trending stories delivered to you every day Privacy Policy | Fast Company Newsletters When the work shapes your company's trajectory for years to come, bringing in the right outside perspective at the right moment might be the most important investment you can make. So, when does it make strategic sense to call in outside reinforcements? Let's take a look at five times when outsourcing makes strategic sense. 1. YOU NEED A BRAND REFRESH OR REPOSITIONING Leaders and brand teams who have grown with the company often have emotional attachments to the current brand. Your logo, tagline, or messaging might feel sacred—even if they no longer serve a strategic purpose—making it difficult to push bold changes or challenge current ways of thinking. Internal politics aside, a brand that doesn't reflect your business creates a disconnect with your audience and undermines credibility and growth. Agencies bring objectivity, fresh energy, challenge assumptions, and distill complexity into clarity, transforming your core values and differentiators into a clear, modern brand that resonates in your market. 2. YOU'RE ENTERING A NEW MARKET OR LAUNCHING A NEW PRODUCT Your people know your existing customer base inside and out, but expanding into new markets means catering to new audiences that have their own set of needs and expectations. If your marketing and sales departments are already stretched thin or focused on current customer priorities, they may be tempted to stick with what they know. But product launches are high-stakes, and applying old frameworks to new markets puts you at risk for missing the mark at a critical moment. Agencies often have broader experience across industries and audiences, which allows them to spot trends, gaps, and positioning opportunities that may be missed internally. They can help tailor messaging frameworks and launch strategies to unfamiliar audiences, providing a valuable point of view as your company grows. 3. YOU NEED CONSENSUS ACROSS DIVERSE STAKEHOLDERS When marketing, sales, product, and executive teams have different visions, it's nearly impossible for internal leaders to accommodate them all without stepping on any toes. Dealing with complex personalities and organizational silos can compound the problem. This kind of misalignment can stall initiatives, muddy up your messaging, and damage internal morale. Worse, it sends mixed signals to your customers, which ultimately erodes trust. Agencies can often say the 'unsayable,' making them excellent facilitators. As a neutral third party, agencies are positioned to gather all stakeholder input and build consensus by translating competing priorities into a unifying strategy without being tied to internal dynamics. 4. THE PROJECT REQUIRES SPECIALIZED EXPERTISE advertisement Even the best internal marketing and brand teams can't do everything. For many organizations, it's not realistic to expect in-house capabilities to incorporate niche skill sets like strategic naming, identity systems, user experience, or persona development. When companies attempt to do it all—especially when they don't have the right staff in place—they're more likely to see subpar results, slower timelines, and team burnout. Working with an external partner gives you immediate access to a collection of seasoned experts: Strategists, designers, writers, and project managers who have all done the work before, at scale. These specialized skill sets allow foundational projects to progress efficiently without sacrificing quality or depth. 5. YOU'RE FACING TIGHT TIMELINES OR LIMITED RESOURCES When your marketing resources are already maxed out, finding time for foundational work becomes impossible. Strategic projects get sidelined, fall behind, or launch half-baked due to a lack of time or focus. The result? You're missing critical windows to launch and leaving revenue on the table. And let's not forget the overhead cost of dragging out a six-week project for six months. Agencies have dedicated resources and focused timelines, so they can get quality, insightful work done within a faster timeline. They're built to scale and prioritize specific initiatives, allowing you to meet critical deadlines without overburdening your internal staff or sacrificing other priorities. OPEN THE DOOR TO A SUCCESSFUL PARTNERSHIP Once you recognize that your team may not be best positioned to take the lead on certain projects—whether due to lack of capacity, objectivity, or specific expertise—the next step is to start laying the groundwork for an effective agency partnership. Before you start exploring potential partners, take a moment to internally align on the scope of your needs and what success looks like. When you're ready to engage, keep these tips in mind: • Clearly define what kind of help you need so you can communicate the project and the type of support you're looking for. • Look for an agency whose experience aligns with your challenge. Also consider those with diverse portfolios, as they often bring useful perspectives from other industries. • Prioritize fit. Beyond credentials, look for cultural compatibility and communication styles that mesh well with your team. • Collaborate early. Bring agency partners in while the challenge is still taking shape—they can often help frame the problem (and solution) more clearly. Whether you're preparing for a rebrand, gearing up for a product launch, or simply acknowledging that your team needs extra support, don't wait until you're in over your head to reach out. Proactive relationship-building gives you a bench of ready partners that you can call when the moment strikes.
IOL News
6 days ago
- Politics
- IOL News
Four years after the flames: the lingering scars of July 2021
Motor vehicles were set alight on Phoenix Highway during the unrest in Phoenix, north of Durban. The writer says the community of Phoenix, where he serves, became the unfortunate epicenter of the storm. Image: Motshwari Mofokeng/African News Agency (ANA) JULY 2025 marked four years since one of South Africa's darkest modern moments - the unprecedented unrest that swept across KwaZulu-Natal and parts of Gauteng, in the wake of former President Jacob Zuma's incarceration. What began ostensibly as protests against the arrest of a former head of state quickly devolved into a full-scale attempted insurrection, revealing the deeper, festering wounds of a society teetering on the edge of collapse. While the political trigger was clear, it was merely a spark to a powder keg long in the making: mass unemployment, entrenched poverty, a failing state, and the devastating socio-economic fallout of the Covid-19 pandemic. It was not just a protest - it was a desperate cry from a people disillusioned with their government and abandoned by the promise of democracy. Video Player is loading. Play Video Play Unmute Current Time 0:00 / Duration -:- Loaded : 0% Stream Type LIVE Seek to live, currently behind live LIVE Remaining Time - 0:00 This is a modal window. Beginning of dialog window. Escape will cancel and close the window. Text Color White Black Red Green Blue Yellow Magenta Cyan Transparency Opaque Semi-Transparent Background Color Black White Red Green Blue Yellow Magenta Cyan Transparency Opaque Semi-Transparent Transparent Window Color Black White Red Green Blue Yellow Magenta Cyan Transparency Transparent Semi-Transparent Opaque Font Size 50% 75% 100% 125% 150% 175% 200% 300% 400% Text Edge Style None Raised Depressed Uniform Dropshadow Font Family Proportional Sans-Serif Monospace Sans-Serif Proportional Serif Monospace Serif Casual Script Small Caps Reset restore all settings to the default values Done Close Modal Dialog End of dialog window. Advertisement Video Player is loading. Play Video Play Unmute Current Time 0:00 / Duration -:- Loaded : 0% Stream Type LIVE Seek to live, currently behind live LIVE Remaining Time - 0:00 This is a modal window. Beginning of dialog window. Escape will cancel and close the window. Text Color White Black Red Green Blue Yellow Magenta Cyan Transparency Opaque Semi-Transparent Background Color Black White Red Green Blue Yellow Magenta Cyan Transparency Opaque Semi-Transparent Transparent Window Color Black White Red Green Blue Yellow Magenta Cyan Transparency Transparent Semi-Transparent Opaque Font Size 50% 75% 100% 125% 150% 175% 200% 300% 400% Text Edge Style None Raised Depressed Uniform Dropshadow Font Family Proportional Sans-Serif Monospace Sans-Serif Proportional Serif Monospace Serif Casual Script Small Caps Reset restore all settings to the default values Done Close Modal Dialog End of dialog window. Next Stay Close ✕ Phoenix: a town at the crossroads of crisis The community of Phoenix, where I proudly serve, became the unfortunate epicenter of the storm. When looters and violent instigators advanced toward homes, businesses, and places of worship, residents stood up. Men and women, young and old, took up the mantle of self-defence - not out of hate, but out of fear. They did what the state failed to do: they protected lives, livelihoods, and the very fabric of their communities. But amid that defensive stance, a terrible tragedy unfolded. A few individuals - acting outside the bounds of law and without the mandate of any community - targeted people based not on behaviour, but on skin colour. Innocent lives were lost. Families were shattered. Children were orphaned. The names of Delani Hadebe, Mondli Majola, and others - black and Indian - echo as chilling reminders that hatred and racial profiling have no place in a democratic society. Let us be clear: these individuals who committed racialised violence do not represent Phoenix. They do not represent the Indian community, nor any other community. Their actions tarnished a town that was, for the most part, standing for what was right. And even now, four years later, Phoenix still carries a stigma that it does not deserve - a burden placed on the shoulders of people who had nothing to do with those isolated acts of hatred. The racial wedge: a wound reopened The unrest deepened the racial divide, especially between black and Indian communities. Opportunists and unscrupulous individuals, some with political motives, exploited the violence to pit South Africans against one another. They used social media to inflame tensions and spread misinformation. It became easier to blame a race than to blame the real culprits - the masterminds, the failed state security apparatus, and the rotten political elite. But amid that darkness, there were lights of hope. A statesman among us: the peacemaking of Prince Mangosuthu Buthelezi Few leaders rose to the occasion in the way the late Prince Mangosuthu Buthelezi did. As former Prime Minister to the Zulu monarch and President Emeritus of the IFP, he carried moral authority across racial, ethnic, and political lines. In the days and weeks following the unrest, he made tireless efforts to calm tensions, traveling to communities on both sides of the divide, encouraging dialogue, compassion, and unity. It was Prince Buthelezi who reminded us of our shared destiny, of the legacy of struggle that both Indians and black South Africans had jointly inherited from history. It was he who said: "We are not enemies - we are neighbors, friends, family." His efforts brokered peace when government officials were nowhere to be seen. Today, more than ever, we miss his leadership - his voice of reason, his moral compass, his quiet but unwavering courage. Security failures and political cowardice Perhaps the most damning indictment of that period was the sheer failure of the state to anticipate, contain, or prevent the unrest. South Africa's intelligence agencies failed to detect the planning. The Minister of Defence at the time flatly denied any signs of an insurrection, even as cities burned. The president's response was slow and unconvincing. Worse still, the very architects of the chaos - the so-called "commanders" of the uprising, many of whom are now seated comfortably as Members of Parliament, some in the ANC and others in the MK Party - have evaded justice. The silence of law enforcement and the inaction of the prosecuting authority make a mockery of justice. It is a betrayal to the people who died, to the families who mourn, and to the country that still suffers. Lingering aftershocks Economically, thousands of small businesses never reopened. Jobs were lost, and informal traders were devastated. Socially, trauma still lives in the eyes of our elders, in the anxiety of our children, and in the conversations we whisper at dinner tables. Politically, the unrest laid bare the true fragility of our state and the recklessness of those in power. Today, in 2025, there are rumblings once again. A statement by KwaZulu-Natal's Police Commissioner has implicated Minister Senzo Mchunu and associates in conversations that could hint at fresh unrest. One can only hope this time, the government will act swiftly and decisively. We cannot afford another July 2021. The cost would be too great. Honouring the heroes, mourning the fallen We owe a great debt to the many brave South Africans who defended our communities - not with hatred, but with heart. People of all races formed human chains to protect shopping malls, food depots, and homes. They guarded one another, treated the wounded, comforted the grieving, and fed the hungry. We remember those who died at the hands of criminals - not just as statistics, but as sons, daughters, mothers, and fathers. People like Mondli Majola, whose bravery was evident in his final moments. People like Delani Hadebe, who was in the wrong place at the wrong time. They are not forgotten. They never will be. Looking ahead As we reflect on the past four years, let us commit to truth, justice, and healing. Let us reject the politics of division and the lies of opportunists. Let us defend our democracy - not only from those who seek to destroy it with fire and bullets - but from those who poison it with silence, denial, and impunity. South Africa is wounded, yes - but not broken. We have been betrayed, yes - but we are not without hope. If we are to rise from these ashes, we must do it together. In unity. In peace. And with courage. Jonathan Annipen Image: Supplied Jonathan Annipen is an IFP Councillor in the eThekwini Municipality and serves as the Whip on the Finance Committee. He writes in his personal capacity. ** The views expressed do not necessarily reflect the views of IOL or Independent Media. THE POST
