Air India-Vistara merger complete, Singapore Airlines adds £29.54m investment
Earlier on Tuesday, Vistara, a joint venture between Tata and Singapore Airlines established nearly 10 years ago, made its final flight from Delhi to Singapore. (Representational image: Getty)
By EasternEyeNov 12, 2024
IN A MAJOR move in India’s aviation sector, Air India completed its merger with Vistara on Tuesday. This consolidation forms a single airline, partly owned by Singapore Airlines, that will serve over 1,20,000 passengers daily and connect more than 90 destinations.
This merger, announced in November 2022, follows the recent integration of Air India Express and AIX Connect. The Tata Group now has both a full-service carrier and a low-cost carrier, aiming to create a "world-class global aviation company with an Indian heart."
Earlier on Tuesday, Vistara, a joint venture between Tata and Singapore Airlines established nearly 10 years ago, made its final flight from Delhi to Singapore.
As part of the merger, Singapore Airlines will inject an additional £29.54 million into the combined airline, which will operate over 5,600 weekly flights with a fleet of 210 aircraft. According to an Air India release, the airline will connect more than 90 destinations and offer extended global connectivity to over 800 locations through 75+ codeshare and interline partnerships.
The merger positions the airline as India’s largest international carrier and the second-largest domestic airline. “Post-merger, Air India Group operates a combined fleet of 300 aircraft, covering 55 domestic and 48 international destinations with 8,300 flights weekly and employing over 30,000 people,” stated the release.
The Vistara flight code ‘UK’ has now been retired. However, Air India flights from the merged entity will include the prefix ‘AI2’ for customer choice, as Vistara had a strong reputation for its service quality, while Air India is undergoing transformation to improve its services.
Air India CEO Campbell Wilson said, "The merger of Air India and Vistara completes the consolidation and restructuring phase of the Air India Group's post-privatisation transformation journey. Over the past two years, teams across the four airlines have worked closely together... to ensure a smooth transition."
In the merged airline, Air India’s long-time mascot, the Maharaja, will continue in a different form. Club Vistara’s 4.5m frequent flyer accounts have also been integrated into Air India’s loyalty programme, now renamed as the ‘Maharaja Club.’
Additionally, over 4,000 vendor contracts have been streamlined, and 2,70,000 customer bookings have been migrated. Vistara’s final flights, including UK115 from Delhi to Singapore and UK986 from Mumbai to Delhi, marked the end of its journey on Tuesday, with the newly merged entity’s first flights, including AI2286 from Doha to Mumbai, already in operation.
This merger also represents the second major consolidation in India’s airline industry since 2006-2007, when Indian Airlines merged with Air India, and Air Sahara combined with Jet Airways. Air India is now the sole Indian full-service airline.
As of September, Air India, Vistara, and AIX Connect held a combined domestic market share of just over 29 per cent. Singapore Airlines has confirmed the merger and will continue to hold a 25.1 per cent stake in the newly combined Air India through an additional investment of £29.54m.
UK life sciences sector contributed £17.6bn GVA in 2021 and supports 126,000 high-skilled jobs.
Inward life sciences FDI fell by 58 per cent from £1,897m in 2021 to £795m in 2023.
Experts warn NHS underinvestment and NICE pricing rules are deterring innovation and patient access.
Investment gap
Britain is seeking to attract new pharmaceutical investment as part of its plan to strengthen the life sciences sector, Chancellor Rachel Reeves said during meetings in Washington this week. “We do need to make sure that we are an attractive place for pharmaceuticals, and that includes on pricing, but in return for that, we want to see more investment flow to Britain,” Reeves told reporters.
Recent ABPI report, ‘Creating the conditions for investment and growth’, The UK’s pharmaceutical industry is integral to both the country’s health and growth missions, contributing £17.6 billion in direct gross value added (GVA) annually and supporting 126,000 high-skilled jobs across the nation. It also invests more in research and development (R&D) than any other sector. Yet inward life sciences foreign direct investment (FDI) fell by 58per cent, from £1,897 million in 2021 to £795 million in 2023, while pharmaceutical R&D investment in the UK lagged behind global growth trends, costing an estimated £1.3 billion in lost investment in 2023 alone.
Richard Torbett, ABPI Chief Executive, noted “The UK can lead globally in medicines and vaccines, unlocking billions in R&D investment and improving patient access but only if barriers are removed and innovation rewarded.”
The UK invests just 9% of healthcare spending in medicines, compared with 17% in Spain, and only 37% of new medicines are made fully available for their licensed indications, compared to 90% in Germany.
Expert reviews
Shailesh Solanki, executive editor of Pharmacy Business, pointed that “The government’s own review shows the sector is underfunded by about £2 billion per year. To make transformation a reality, this gap must be closed with clear plans for investment in people, premises and technology.”
The National Institute for Health and Care Excellence (NICE) cost-effectiveness threshold £20,000 to £30,000 per Quality-Adjusted Life Year (QALY) — has remained unchanged for over two decades, delaying or deterring new medicine launches. Raising it is viewed as vital to attracting foreign investment, expanding patient access, and maintaining the UK’s global standing in life sciences.
Guy Oliver, General Manager for Bristol Myers Squibb UK and Ireland, noted that " the current VPAG rate is leaving UK patients behind other countries, forcing cuts to NHS partnerships, clinical trials, and workforce despite government growth ambitions".
Reeves’ push for reform, supported by the ABPI’s Competitiveness Framework, underlines Britain’s intent to stay a leading hub for pharmaceutical innovation while ensuring NHS patients will gain faster access to new treatments.
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