Financial Mismanagement of Air IndiaVishnu NambiarShreyasi MitraJETIR(www.jetir.org)
(1)V Thulasidas,the former CMD ,Air India considers it as a big mistake on HR failures. This paper has focused on the financial performance of the two Companies within five years of merger.The main objective of this paper is to analyze whether the Companies have achieved financial ...
Air India: The National Carrier Near to Privatization An attempt has been made with the help of this study for the evaluation of financial performance of Air India. The study period ranged from 2007 to 2017. The data have been collected for revenue, total expenditure, net profit and ... M...
India Clean air policy COVID-19 Cities 1. Introduction: context setting2 The COVID-19 pandemic has brought home the interconnectedness between nature and human existence in multiple ways, both in terms of the nature of the pandemic itself as well as in the means adopted to manage it. Governm...
Extra-financial performance Investors Back Access your Shareholder Portal The Air Liquide shareEvents calendar Universal Registration Document Individual Shareholders Back Individual Shareholders Discover our stories Becoming an Air Liquide Shareholder Shareholding in practice ...
1. To evaluate and analyze the employees satisfaction inHRD department of Air India 2. To understand the currentperformance appraisal system of Air India 3. To understand the attitude and satisfactory level of the employees towards their performance appraisal system, working condition in Air India ...
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Americas/Corporate Art George georgeaf@airproducts.com +1 610 481 1340 Asia Jessica Cheng chengjs@airproducts.com +852 9302 5597 Europe/Africa Nicola Long longn@airproducts.com +44 1932 249532 Middle East/India Jo Hills hillsj2@airproducts.com +44 1932 249473Resource...
Air quality management in India using satellite data SagnikDey,SourangsuChowdhury, inAsian Atmospheric Pollution, 2022 5.2Expansion of ground-based monitoring network within an airshed The success of anair quality managementplan critically depends on intersectoral coordination within an airshed (ageographi...
OYO’sbusiness modelis a mixture ofplatformandbrand, where the company started primarily as an aggregator of homes across India, and it quickly moved to other verticals, from leisure to co-working and corporate travel. In a sort of octopusbusiness strategyof expansion to cover the whole spectrum...