The incident has raised fresh concerns about oversight and operational discipline within one of the country’s largest carriers at a time when the aviation ecosystem is already confronting heightened scrutiny.

Authorities indicated that the aircraft involved was an Airbus A320 based on the registration code referenced in the regulator’s communication, according to individuals familiar with the matter.

The aircraft was reportedly flown eight times after its certificate had expired following an engine change, prompting immediate action from the Directorate General of Civil Aviation (DGCA).

The regulator has grounded the aircraft and removed relevant personnel from active duty while the inquiry proceeds, reflecting a strong stance on accountability and process compliance.

Officials noted that the airline, which holds delegated authority to issue these certificates internally, must demonstrate precisely how the lapse occurred and why internal checks failed to prevent the aircraft from returning to commercial service.

Air India stated that it had self-reported the lapse on November 26 and suspended employees involved in clearing the aircraft for flight without a valid certificate.

The airline described the situation as “regrettable” and said it would cooperate fully with the regulator’s investigation to ensure corrective measures are implemented swiftly.

The probe is unfolding during a challenging period for the airline, which is still dealing with the operational and financial impact of a deadly

Dreamliner crash in June and losses connected to an airspace restriction imposed by Pakistan on Indian airlines.
These setbacks have contributed to renewed pressure on the carrier to demonstrate greater internal rigour and reinforce safety systems.

Earlier this year, the DGCA issued warnings to Air India concerning issues related to crew fatigue management, training standards and operational consistency.

The regulator’s annual audit revealed 51 safety lapses within the airline, identifying concerns over pilot training, use of non-approved simulators and shortcomings in rostering practices that could affect flight safety.

The DGCA said that the expired certificate came to light during routine cross-checking, and investigators are now reviewing maintenance logs, clearance processes and communication chains between engineering and operations teams.

The regulator emphasised that the lapse indicates an “internal gap” in compliance mechanisms and must be addressed before the aircraft is cleared to resume service.

An airworthiness review certificate is a critical requirement issued only after verifying an aircraft’s maintenance history, its physical condition and compliance with regulatory norms.

Industry experts note that operating without the certificate undermines not only regulatory adherence but also passenger trust, particularly in a sector where safety assurances are central to public confidence.

The regulator had previously decided to issue initial certificates for aircraft belonging to the former Vistara fleet after its merger with Air India, aiming to ensure uniform standards across the transitioned fleet.

This oversight structure was intended to bolster supervision during integration, but the latest lapse has prompted calls for a broader review of certification delegation.

Air India has been directed to conduct an internal investigation and provide a full report outlining the sequence of events, identification of systemic weaknesses and steps being taken to prevent any recurrence.

The DGCA has also instructed the airline to reinforce training, documentation workflows and internal auditing mechanisms to strengthen overall safety compliance.

Authorities are expected to issue further directives once the probe concludes, and the incident may lead to tighter regulatory requirements on certificate issuance across India’s aviation sector.

For now, industry observers are watching closely as the investigation unfolds, given its potential implications for operational governance within the expanding Indian aviation market.

The request has gained urgency as operational costs climb sharply, adding significant pressure to an airline that is already battling losses and recovering from past disruptions.

The appeal coincides with the recent resumption of direct flights between India and China, restarting after a five-year break caused by heightened tensions and a military clash along the Himalayan border.

Industry observers say the timing underscores Air India’s widening challenge of sustaining long-haul operations both financially and strategically.

Air India’s international network has been recovering slowly after a dramatic setback earlier this year, when one of its long-haul aircraft crashed during a flight to London, leading to a temporary safety review and reduced global schedules.

While the airline has been working on restoring confidence and rebuilding operations, new geopolitical and logistical constraints have complicated those efforts.

Since April, Pakistan has kept its airspace closed to Indian carriers following a diplomatic rift, creating costly diversions on routes to Europe and North America.

Air India, the only Indian carrier with a substantial global footprint, has been disproportionately affected, increasing flight times by up to three hours and driving up fuel expenses by nearly 30% on certain routes.

An internal document submitted to Indian authorities outlines the airline’s concern that these extended routes are eroding profitability at a time when financial performance is already under strain.

The airline noted that the Pakistan airspace closure alone could impact its annual profit before tax by more than $450 million, a figure that surpasses its losses from the previous fiscal year.

To mitigate the burden, Air India wants clearance to use a faster routing through Xinjiang and seek access to emergency landing facilities in Hotan, Kashgar and Urumqi in case of unexpected diversions.

Officials familiar with the matter say the government is reviewing the proposal and evaluating whether diplomatic channels could be used to negotiate with Beijing.

The specific airspace the airline hopes to access lies near rugged mountain ranges rising above 20,000 feet and is generally avoided by many carriers due to the risks associated with decompression events in areas with limited safe-landing options.

The region also falls under the Western Theater Command of China’s military, which oversees operations along the India border and maintains advanced surveillance, missile and air-defence systems.

Military analysts note that China exercises strict control over its airspace, especially in strategic regions, limiting commercial flight corridors compared with most major aviation markets.

Recent satellite imagery shared by independent tracking sources suggests ongoing expansion of military aviation infrastructure at Hotan, one of the airports Air India hopes to use.

Without access to this shorter corridor, some long-haul routes may become increasingly difficult to operate at sustainable cost levels, according to the airline’s internal assessment.

This has raised concerns that Air India’s broader international ambitions could be challenged unless an alternative solution is secured through diplomatic or regional negotiations.

Air India has not publicly commented on the details of the proposal, and authorities in India, China and Pakistan have not issued formal responses regarding the request.

However, government officials have indicated that the situation is being reviewed with sensitivity to regional security considerations and existing bilateral complexities.

As the airline continues its long-term transformation under the Tata Group and Singapore Airlines partnership, operational efficiency and competitive route access remain central to its recovery strategy.

Industry analysts say securing new air corridors could play a decisive role in shaping Air India’s ability to compete with international rivals and maintain global connectivity despite geopolitical constraints.

The decision, made by a majority of board members, comes amid internal disagreements over governance, leadership direction, and representation within the powerful trust that controls two-thirds of Tata Sons.

The Tata Group, one of India’s most respected conglomerates, spans 30 companies, including Tata Steel, Jaguar Land Rover, Air India, and Tata Consultancy Services.

Tata Trusts, as the controlling shareholder of Tata Sons, holds immense sway over the strategic decisions of the entire $180 billion empire.

Mistry, a senior figure at the M Pallonji Group with interests in logistics and shipping, was a trustee and member of Tata Trusts’ executive committee.

His exit marks a critical development in the trust’s internal power balance, following the passing of Ratan Tata last year—a figure whose leadership had long unified the organization’s charitable and business arms.

The decision not to reappoint Mistry reportedly followed intense discussions among trustees. While the reasons remain undisclosed, sources say the vote reflects growing tension over who should represent Tata Trusts on the Tata Sons board and how the group’s broader business strategy should evolve.

According to individuals familiar with the matter, two factions have emerged within Tata Trusts—one aligned with current chair Noel Tata and another led by Mistry.

These divisions have deepened over questions surrounding the future of the conglomerate’s leadership and governance structure.

The discord became public in September when the board voted against reappointing a member from Noel Tata’s camp to the Tata Sons board.

That move drew the attention of India’s corporate regulators and prompted the government to urge Tata Trusts to resolve its internal differences, an unusual step in corporate affairs given the organization’s historic independence and stature.

The Ministry of Corporate Affairs’ involvement underscored the importance of stability within Tata Trusts, which plays a crucial role not just in business but also in philanthropy.

The trust’s work spans healthcare, education, and rural development across India, impacting millions of people through its charitable programs.

Observers note that the latest development could rekindle memories of Tata Group’s 2016 leadership battle when then-chairman Cyrus Mistry was ousted from Tata Sons in a high-profile boardroom dispute that spilled into the courts.

That conflict created significant reputational challenges for the group and raised broader concerns about corporate governance and succession planning.

Industry analysts believe the removal of Mehli Mistry could trigger a similar period of uncertainty if not managed carefully. While Tata Trusts continues to emphasize its commitment to its philanthropic mission, internal cohesion is seen as vital to preserving both credibility and investor confidence.

Despite requests for comment, representatives for Tata Trusts did not respond. Mehli Mistry also did not issue a statement on the matter.

Meanwhile, the development has drawn significant attention across India’s corporate circles, given the trust’s unparalleled influence in shaping one of the country’s largest and most globally respected conglomerates.

The restructuring of the board is expected to shape future decisions on Tata Sons’ leadership composition, as well as on strategic initiatives in emerging sectors such as renewable energy, digital transformation, and global expansion.

Insiders suggest the trust’s ongoing debates revolve not only around governance but also around how to sustain Ratan Tata’s legacy while adapting to modern business challenges.

For Tata Trusts, maintaining balance between philanthropy and business oversight has always been delicate. The current rift underscores the complexities of managing legacy institutions where personal ties, governance expectations, and corporate influence intersect.

As the organization enters this new chapter, stakeholders across India’s business and policy landscape will be watching closely to see whether the trust can restore unity and chart a stable course forward.

The agency said security forces were on alert after the threats by Gurpatwant Singh Pannun, who acts as general counsel of Sikhs for Justice (SFJ), a group campaigning to establish an independent Sikh homeland called Khalistan carved out of India.

The case against Pannun has been registered under provisions of the Unlawful Activities (Prevention) Act 1967 and sections of the Indian Penal Code, the National Investigation Agency (NIA) said in a statement on Monday.

“Pannun threatened that Air India would not be allowed to operate in the world … in his video messages, released on Nov. 4,” it said, adding that he had urged Sikhs not to travel on Air India flights from Sunday, “claiming a threat to their lives”.

Reuters has not independently verified the video messages, which were widely shared on social media this month.

Pannun told Reuters in an emailed response that his message was to “boycott Air India not bomb” and that the Indian government was engaging in a disinformation tactic to “crush freedom of expression”.

He added that the “government can not stop SFJ from running secessionist Khalistan referendum, which is the real motive why NIA filed frivolous terror case.”

Air India declined to comment on the matter. The NIA did not immediately respond to a request for comment.

The demand for Khalistan has resurfaced many times, although it now has little support in India, which sees the movement as a security threat.

A violent insurgency in the 1970s and 1980s by Sikh militants paralysed the northern state of Punjab, where Sikhs are a majority, for more than a decade.

India banned the SFJ as an “unlawful association” in 2019, citing that it was involved in “anti-national and subversive” activities.

It listed Pannun as an “individual terrorist” in 2020, stating that he was issuing appeals to “Punjab-based gangsters and youth” to fight for Khalistan.

The interior ministry said that year that Pannun, originally from a village in Punjab, was residing in the United States. Media said he has citizenship of U.S. and Canada.

Interpol has rejected two requests by India to issue a red corner notice against him, The Indian Express newspaper said in October last year. The SFJ says it has offices in Britain, Canada and U.S.

The threats come as Canadian agencies investigate allegations linking India’s agents to the killing of a Sikh separatist leader there, which has frayed ties between the two countries. India has rejected Canada’s suspicions.

In the wake of the threats, investigations have been launched in Canada, India and some other countries where the airline owned by the Tata Group conglomerate operates, the NIA said.

Air India has previously been targeted by Sikh militants, who were blamed for a bombing in 1985 of its Boeing 747 aircraft flying from Canada to India that killed all 329 people aboard off the Irish coast.

Pannun has also previously threatened to disrupt railways and thermal power plants in India, the agency said.

The airline’s new logo includes a design with golden, red and purple colours, and will replace the old logo of a red swan with orange spokes.

The rebranding by Tata, which comes after years of under-investment under government control, will not completely do away with the iconic mascot of a cheerful Maharaja in a red turban and with an outsized moustache.

It would stay on in some elements of the design, but would not be as prominent, CEO Campbell Wilson said, adding that all of the airline’s widebody planes will be refurbished with the new livery by 2025.

Since taking control in 2022, Tata has spent millions of dollars to update Air India’s old planes, while also placing an order for hundreds of new jets.

It has also upgraded many of its paper-based systems and streamlined operations to better compete with domestic rival IndiGo and global airlines like Emirates.

“The vision we have for the airline is also in the backdrop of a new resurgent India where the aspirations of everyone are limitless,” Air India chairperson N. Chandrasekaran said.

Over the past year, Air India has expanded its network and flights to several new domestic and international destinations, but it still faces challenges in operating a seamless and timely schedule of flights.

As the airline grows, CEO Wilson said, it wanted to move beyond the Maharaja, which may not be as well known outside India, while retaining the elements of the mascot that spell hospitality and service.

Biden said, “I am proud to announce today the purchase of over 200 American-made aircraft through a historic agreement between Air India and Boeing”.

“This purchase will support over one million American jobs across 44 states, and many will not require a four-year college degree. This announcement also reflects the strength of the U.S.-India economic partnership”, he said.

Biden further stated, “Together with Prime Minister Modi, I look forward to deepening our partnership even further as we continue to confront shared global challenges—creating a more secure and prosperous future for all of our citizens”.

Reacting to the Biden’s announcement, famous cricket commentator Harsha Bhogle tweeted, “I hadn’t imagined a day would come when an American President would issue a statement that an order placed by an Indian company would lead to “one million American jobs over 44 states…”

Tuesday saw the announcement of negotiations by Air India for a record 470 aircraft from Airbus and Boeing, hastening the regeneration of a national symbol under new owners Tata Group as Europe and the US praised the strengthening of their political and commercial ties with New Delhi.

The provisional agreements, which break previous records for a single airline as Air India competes with domestic behemoth IndiGo to serve what will soon be the world’s largest population, comprise 220 planes from Boeing (BA.N) and 250 from Airbus (AIR.PA).

According to the British Prime Minister Rishi Sunak, the agreement between Air India, Airbus, and Rolls-Royce, will result in the creation of new jobs.