Commercial Aviation
Air India Sells Forgotten Boeing 737 After Over 13 Years Idle
Air India sold a Boeing 737-200 freighter forgotten for over 13 years, highlighting legacy asset management challenges after Tata Group’s acquisition.
The Curious Case of Air India’s Forgotten Boeing 737
In the high-stakes world of aviation, where assets are worth millions and inventory is tracked with precision, it seems almost impossible to simply lose an airplane. Yet, in a revelation that underscores the massive administrative challenges inherited during the airline’s privatization, we have learned that Air India recently sold a Boeing 737-200 that had been forgotten for over a decade. The aircraft, a freighter sitting idle at a remote bay in Kolkata’s Netaji Subhas Chandra Bose International Airport, was only “rediscovered” when airport officials requested its removal.
This incident serves as a fascinating case study in the complexities of legacy airline management. We observe that the aircraft, registered as VT-EHH, was not included in the fixed-asset registers or depreciation schedules during the Tata Group’s acquisition of the airline in 2022. It was, for all intents and purposes, a ghost in the machine, a remnant of a bygone era of state-run bureaucracy that slipped through the cracks during one of the largest corporate transitions in Indian aviation history.
The sale of this asset marks more than just a financial transaction; we view it as a symbolic step in the airline’s ongoing modernization efforts. As the current management works to streamline operations and digitize records, the disposal of this “forgotten” freighter highlights the scale of the “cleanup” operation required to transform the carrier into a world-class entity. It brings to light the sheer volume of physical and administrative “cobwebs” that accumulated over years of public sector ownership.
Unearthing the Forgotten Asset
The discovery of the aircraft was not the result of an internal audit, but rather an external prompt. We understand that the sequence of events began when authorities at Kolkata Airport contacted Air India management to request the removal of an idle aircraft parked in a “very remote” bay. The plane had been stationary for so long that it had effectively blended into the background of the airfield’s operations. Upon receiving the request, the airline’s current leadership, led by CEO Campbell Wilson, had to investigate whether they actually owned the machine in question.
Internal investigations revealed that the aircraft had indeed been omitted from the books. In a candid internal note to employees, Wilson acknowledged the absurdity of the situation while using it as a teaching moment regarding the airline’s transformation. The transparency regarding this oversight suggests a shift in corporate culture, moving away from obfuscation toward addressing legacy issues head-on. The aircraft was subsequently sold, and ownership was transferred in late November 2025. While the specific buyer and price remain undisclosed, industry data suggests that scrap hulls of this vintage typically fetch between ₹17–18 lakh (approximately $20,000–$22,000).
We can analyze this event as a clear indicator of the chaotic record-keeping that plagued the airline prior to its privatization. When the Tata Group took over, the transaction involved thousands of assets and complex documentation. It appears that non-operational assets, particularly those written down and parked in peripheral locations, were vulnerable to being overlooked. This specific Boeing 737-200 had fallen out of “institutional memory” as staff retired and management teams rotated over the last 13 years.
“Though disposal of an old aircraft is not unusual, this one is, for it’s an aircraft that we didn’t even know we owned until recently! … Over time, it was lost from memory and only came to light when our friends at Kolkata Airport informed us of its presence… and asked us to remove it!”, Campbell Wilson, CEO of Air India.
Tracing the History of VT-EHH
To understand how a commercial airliner ends up abandoned in a corner of an international airport, we must look at the operational history of the airframe. The aircraft, identified by registration VT-EHH (Serial Number 22863), is approximately 43 years old, having been delivered factory-fresh to Indian Airlines in September 1982. For decades, it served as a workhorse for domestic connectivity. We can trace its journey through various leases, including a stint with Alliance Air between 1998 and 2007, before it returned to the parent fleet.
The pivotal moment in the aircraft’s history occurred in 2007, following the merger of Indian Airlines and Air India. The airframe was converted into a freighter, a move intended to support a specific logistical ambition. We see that during the late 2000s, Air India collaborated with India Post to launch a dedicated freighter service aimed at speeding up mail delivery across the subcontinent. VT-EHH was one of the older passenger jets repurposed for this mission, tasked with hauling cargo rather than passengers.
Unfortunately, the India Post venture faced significant operational hurdles and financial disputes. By 2012, the dedicated freighter operations were largely wound down due to high operating costs and inefficiencies. Consequently, VT-EHH was grounded and parked at Kolkata Airport. Unlike other assets that might have been sold immediately or scrapped, this aircraft was simply left in place. Over the next decade, as the airline grappled with mounting debts and management changes, the silent freighter in Kolkata was slowly erased from the active consciousness of the company.
Systemic Oversights and Industry Context
While this incident is unusual, we must recognize that it is not entirely unique in the broader context of aviation and corporate restructuring. Large legacy carriers often struggle with asset tracking during turbulent periods. For instance, we can recall reports of American Airlines “forgetting” it held certain landing slots at JFK Airport, which led to regulatory disputes. However, the phenomenon of “ghost aviation” is typically associated with abandoned airports, such as Ellinikon in Athens or Nicosia in Cyprus, where derelict planes sit for decades. It is rare for an operating airline to lose track of a plane at an active major international airport.
The oversight regarding VT-EHH also draws a contrast with its “sister” ship, VT-EGG. This was another Boeing 737-200 freighter from the same batch, also parked in Kolkata. However, records show that VT-EGG was sold earlier and transported to Jaipur, Rajasthan, where it found a second life as a flight-themed restaurant. The divergent fates of these two identical aircraft highlight the inconsistency in asset disposal processes during the state-run era. One was monetized and repurposed; the other was left to rot and eventually vanish from the ledgers.
We believe this incident highlights the immense challenge the Tata Group faced in auditing the airline post-acquisition. The omission of the aircraft from insurance and depreciation records suggests a deep-seated breakdown in administrative protocol. Recovering value from this scrap metal, however minimal, is less about the revenue generated and more about closing a chapter of negligence. It signifies the end of the “paper-based” era and the firm establishment of digital, accountable management practices.
Concluding Section
The sale of the “forgotten” Boeing 737-200 is a narrative that perfectly encapsulates the transition of Air India. It is a story that begins with bureaucratic inertia and ends with proactive corporate governance. We see the resolution of this issue not just as the removal of an eyesore from Kolkata Airport, but as a metaphorical “clearing of the decks” by the airline’s new owners. It demonstrates a commitment to finding and fixing the errors of the past, no matter how obscure they may be.
Looking ahead, we expect fewer such surprises as the airline completes its modernization programs. The rigorous auditing and digitization of assets currently underway ensure that every engine, airframe, and spare part is accounted for. While the legend of the lost plane will likely remain a curious anecdote in aviation circles, it stands as a testament to the necessity of the rigorous overhaul that the national carrier is currently undergoing.
FAQ
Question: What type of aircraft was forgotten by Air India?
Answer: The aircraft was a Commercial-Aircraft Boeing 737-200, originally a passenger jet that had been converted into a freighter. It bore the registration VT-EHH.
Question: How long was the aircraft missing?
Answer: The aircraft had been parked and effectively forgotten for approximately 13 years, having been grounded in 2012 after a failed logistics deal with India Post.
Question: How was the aircraft discovered?
Answer: It was rediscovered when officials at Kolkata’s Netaji Subhas Chandra Bose International Airport contacted Air India to request the removal of the idle plane from a remote parking bay.
Sources
Photo Credit: Trinidade Gois
Commercial Aviation
flynas Orders 25 Airbus Aircraft at Farnborough 2026
flynas finalizes 25-aircraft Airbus order at Farnborough 2026, raising total firm commitment to 235 aircraft.
Saudi Arabian low-cost carrier flynas finalized an order for 25 Airbus aircraft at the 2026 Farnborough International Airshow on July 22, 2026, securing five additional Airbus A330-900s and 20 Airbus A321neos.
The agreement, announced in an Airbus press release, expands the airline’s total firm commitment with the European manufacturer to 235 aircraft. The capacity increase is designed to support domestic and regional expansion, align with Saudi Arabia’s tourism initiatives ahead of Expo 2030 and the 2034 FIFA World Cup, and provide operational resources for the upcoming launch of the flynas Syria joint venture.
Fleet expansion and strategic growth
The new firm order brings the total commitment by flynas for the A330neo to 20 aircraft and the A321neo to 56 aircraft. The carrier currently operates an all-Airbus fleet of 67 aircraft, which includes 61 Airbus A320neos, alongside Airbus A320ceos and Airbus A330-300s. This finalizes a preliminary agreement announced at the 2024 Farnborough Airshow, where the airline initially committed to 75 A320neo-family aircraft and 15 A330-900s.
Bander Almohanna, Chief Executive Officer and Managing Director of flynas, stated that increasing the confirmed Airbus orders out of a total orderbook of 280 aircraft will enable the airline to support the economic transformation taking place across the Saudi economy.
“This step is aimed at ensuring the sustainable growth of the flynas fleet over the coming years to support the continued expansion of our six operating bases across the Kingdom, while also strengthening our operational and expansion capabilities for flynas Syria,” Almohanna said.
The flynas Syria joint venture and regional operations
According to reporting by Aviation Week, flynas is preparing to launch flynas Syria in the fourth quarter of 2026. The new carrier is structured as a joint venture, with Syria’s General Authority of Civil Aviation and Air Transport holding a 51 percent stake and flynas holding the remaining 49 percent.
The joint venture plans to serve destinations across the Middle East, Africa, and Europe. This development follows flynas becoming the first Saudi carrier to restore scheduled service to Damascus, Syria, in June 2025.
The expansion comes amid a complex operating environment in the region. On July 14, 2026, the European Union Aviation Safety Agency (EASA) issued an information note advising operators to account for potential risks when assessing routes through Israeli, Jordanian, Omani, and Saudi Arabian airspace.
AirPro News analysis
We view the formalization of this order as a critical step in flynas’ transition from a traditional narrowbody low-cost carrier to a hybrid network operator. The addition of A330-900s provides the necessary range and capacity to support high-density routes and long-haul ambitions tied to Saudi Arabia’s Vision 2030 tourism goals.
The allocation of resources to flynas Syria represents a calculated commercial maneuver. By partnering directly with Syria’s civil aviation authority, flynas secures a first-mover advantage in a recovering market. However, the recent EASA airspace advisories highlight the persistent operational complexities of expanding a footprint in the Middle East.
Sources: Airbus
Photo Credit: Airbus
Aircraft Orders & Deliveries
BOC Aviation Orders Up to 220 Pratt Whitney GTF Engines
BOC Aviation finalizes its largest-ever Pratt & Whitney order, buying up to 220 GTF engines for 110 A320neo aircraft at Farnborough 2026.
BOC Aviation Limited has finalized an agreement with Pratt & Whitney to purchase up to 220 Geared Turbofan (GTF) engines to power a fleet of up to 110 Airbus A320neo family aircraft.
Announced on July 21, 2026, at the Farnborough International Airshow, the transaction represents the largest single order the aircraft leasing company has ever placed with the RTX Corporation subsidiary. The deal was originally signed as an undisclosed agreement in June 2025 and reinforces BOC Aviation’s commitment to the GTF platform amid a broader expansion of its narrowbody portfolio.
Deepening a decades-long partnership
The agreement extends a 29-year relationship between the lessor and the engine manufacturer. BOC Aviation Chief Executive Officer and Managing Director Steven Townend noted the historical significance of the deal in a press release issued by the companies.
“This order is the largest that BOC Aviation has placed with Pratt & Whitney and a continuation of our 29-year relationship, reflecting the key role they have played in our growth,” Townend stated.
Pratt & Whitney President of Commercial Engines Rick Deurloo emphasized that the order demonstrates continued market confidence in the GTF platform. The manufacturer highlights that the GTF engine delivers a 20 percent reduction in fuel consumption and a 75 percent reduction in noise footprint compared to prior generation engines.
Broader fleet strategy and market positioning
The Pratt & Whitney agreement is part of a dual-sourcing strategy for BOC Aviation’s narrowbody expansion. On July 20, 2026, the lessor announced a separate order for up to 300 CFM International LEAP engines to power both Airbus A320neo and Boeing 737-8 aircraft.
As of June 30, 2026, BOC Aviation reported a total portfolio of 811 aircraft and engines, encompassing owned, managed, and on-order assets. The lessor cited the fuel efficiency of the GTF engines as a primary driver for the acquisition. Townend noted the engines will enable a substantial reduction in fuel costs for future fleet operations.
Pratt & Whitney backlog growth
The BOC Aviation order contributes to a growing backlog for the engine manufacturer. On July 22, 2026, Pratt & Whitney reported that its GTF engine program had surpassed 800 orders and commitments year-to-date, bringing the total program backlog to over 8,000 engines.
AirPro News analysis
We view BOC Aviation’s decision to split its massive narrowbody engine requirements between Pratt & Whitney and CFM International as a standard risk-mitigation strategy for top-tier lessors. By securing up to 220 GTF engines alongside its recent 300-engine CFM LEAP order, BOC Aviation ensures it can offer airline customers their preferred powerplant options on the Airbus A320neo family.
The public confirmation of this order at the Farnborough International Air-Shows provides Pratt & Whitney with valuable commercial momentum. A record-breaking commitment from a major lessor like BOC Aviation signals enduring institutional confidence in the engine’s long-term operating economics.
Sources: BOC Aviation (July 21 Press Release)
Photo Credit: RTX
Commercial Aviation
MSC Air Cargo Orders Five Boeing 777-8 Freighters at Farnborough
MSC Air Cargo placed a firm order for five Boeing 777-8 Freighters at the 2026 Farnborough Airshow, joining 80+ total orders for the type.
MSC Air Cargo has placed a firm order for five Boeing 777-8 Freighters, expanding its dedicated air logistics network with the manufacturer’s newest widebody cargo aircraft. The transaction was formally announced on July 21, 2026, during the Farnborough International Airshow in the United Kingdom.
In a press release issued by The Boeing Company, the manufacturer confirmed the five aircraft were previously attributed to an unidentified customer on its official order book. The acquisition marks the first 777-8 Freighter order for MSC Air Cargo, the aviation subsidiary of ocean shipping giant MSC Group, as the company transitions from outsourced flight operations to building its own internal fleet.
Fleet expansion and operational shift
According to FreightWaves, MSC Air Cargo currently operates seven Boeing 777-200 Freighters. Four of these aircraft are operated on the company’s behalf by Atlas Air, a partnership that began when MSC launched its air cargo division in 2022.
The remaining three 777-200 Freighters are operated internally. Aviation Week reported that MSC Air Cargo secured its own European operating authority in 2024 after purchasing the Italian freight carrier AlisCargo. The addition of the 777-8 Freighters will build upon this existing all-Boeing widebody fleet.
Jannie Davel, chief executive officer of MSC Air Cargo, stated that the order represents an investment in the long-term future of the company and its customer base.
“The 777-8 Freighter gives us the efficiency, range and capacity to serve our customers reliably for years to come, while advancing our commitment to more sustainable operations. It is the right aircraft for the next stage of our growth,” Davel said.
The Boeing 777-8 Freighter market position
Boeing noted in its announcement that widebody freighters currently fly approximately 75 percent of global air cargo capacity. The 777-8 Freighter is positioned to capture replacement and growth demand in this high-capacity sector.
With this transaction, MSC Air Cargo becomes the third Europe-based air cargo operator to select the 777-8 Freighter. Boeing has accumulated more than 80 total orders for the aircraft type to date.
Brad McMullen, Boeing senior vice president of commercial sales and marketing, noted the aircraft will connect the operator’s hubs to key international markets. He described the 777-8 Freighter as the most efficient aircraft in its class, designed to enhance the reach of global air networks.
AirPro News analysis
We view MSC Air Cargo’s transition from an unidentified customer to a named buyer for the Boeing 777-8 Freighter as a clear indicator of the maritime logistics sector’s continued encroachment into dedicated air freight. When MSC Group launched its air division in 2022, relying on Atlas Air provided a low-risk entry into the market. The subsequent acquisition of AlisCargo in 2024 and this direct order for next-generation widebody freighters demonstrate a strategic shift toward full vertical integration. By operating its own aircraft, MSC is positioning itself to capture high-value e-commerce and specialized freight yields directly, bypassing traditional air cargo intermediaries and securing long-term capacity control.
Sources: The Boeing Company
Photo Credit: The Boeing Company
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