Just days after the deadly crash of Air India Flight AI‑171, which claimed nearly 270 lives, a video emerged that shocked many across India and caused major outrage on social media. It showed senior executives of Air India SATS (AISATS)—a joint venture between Air India and SATS Ltd—dancing at a DJ party in their Gurugram office on June 20. Among those seen celebrating were the COO, CFO, and other senior leaders.
The timing couldn’t have been worse. The video surfaced while Air India’s own social media handles remained blacked out in mourning—a digital gesture that stood in sharp contrast to the upbeat scenes from inside its ground-handling affiliate. The disparity between the airline’s somber public posture and the apparent celebratory mood within AISATS immediately drew public criticism and raised questions about corporate sensitivity.
Backlash and Apology
Reactions on social media were swift and scathing. Many accused AISATS of being tone-deaf and disrespectful, particularly as grieving families were still awaiting closure. As of the same day the party took place, only 202 of the 220 identified bodies from the crash had been returned to loved ones.
AISATS responded by stating the viral video was “completely out of context,” adding that it was not intended to offend and expressing regret for any hurt caused. However, the damage was already done.
A Disconnect in Crisis Culture
For a company so closely tied to the national carrier, the incident involving AISATS office party points to a broader issue: the internal alignment (or lack thereof) in times of public tragedy. While Air India’s leadership moved quickly into mourning mode, engaging with victim families and signaling empathy, this internal event revealed a serious tone misfire.
The episode serves as a case study in the importance of unified crisis communication—not just externally, but across partner organizations.
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