IndiGo, India’s largest budget carrier, has endured a severe and prolonged operational crisis that extended into its eighth consecutive day, resulting in widespread chaos, hundreds of flight cancellations, and significant delays that stranded thousands of passengers across the country. The disruption was primarily triggered by the government’s rollout of the second and final phase of the Flight Duty Time Limitations (FDTL), a regulation aimed at reducing pilot fatigue and improving flight safety. Despite these intentions, the new rules inadvertently created an acute shortage of flight crew within the airline, prompting the Directorate General of Civil Aviation (DGCA) to launch a probe into IndiGo’s preparedness. Given the airline’s sheer scale—managing over 2,300 daily departures, more than twice that of its closest competitor—IndiGo absorbed the full brunt of these operational constraints.

The impact of the crisis was substantial. A total of 905 flights were cancelled between December 1 and 8, with IndiGo operating only 2,266 out of 3,171 scheduled flights during this period, according to data from the Chhatrapati Shivaji Maharaj International Airport (CSMIA). More than three lakh passengers were affected nationwide, underscoring not only the strain on IndiGo’s operations but also the broader pressure placed on airport infrastructure and customer service systems across India.

Mumbai emerged as one of the worst-hit hubs, with disruptions spanning both domestic and international routes. Major domestic destinations—including Ahmedabad, Delhi, Bangalore, Hyderabad, Chennai, Kolkata, Cochin, Goa, and Lucknow—experienced extensive cancellations and delays, upending the travel plans of thousands. International routes did not fare better, as flights from Mumbai to Amsterdam and Istanbul were also disrupted, highlighting the global reach of the crisis. The operational meltdown peaked on December 4 and 5, when the highest volume of cancellations and delays occurred, overwhelming airport support teams and leaving passengers frustrated and stranded.

IndiGo then faced another operational challenge: stranded baggage. Following directives from the DGCA, the airline initiated a coordinated effort to return thousands of misplaced luggage items to passengers’ chosen addresses. IndiGo reported that it aimed to deliver 8,500 pieces of stranded baggage by 7 PM on December 9 and had already completed deliveries across 49 of its 94 stations. However, over 800 pieces of baggage remained stuck across 45 destinations, with clearance efforts continuing at the remaining stations.

Despite IndiGo’s announcement on the morning of December 8 that its network had been “fully restored” with a “90% on-time performance”, the situation on the ground told a different story. Airports in Bengaluru, Mumbai, and Hyderabad continued to experience over 200 flight disruptions that same Tuesday. Nevertheless, CEO Peter Elbers later issued a firm update on December 9, confirming that operations had been fully stabilized. He noted that flights visible on IndiGo’s website were those scheduled to operate within the adjusted network, accelerating an earlier timeline that forecasted normalcy between December 10 and 15.

In a rare intervention, the Institute of Company Secretaries of India (ICSI) publicly addressed the crisis, pointing to glaring governance failures within IndiGo. On Tuesday, the ICSI emphasized the need for robust corporate governance frameworks, stressing the importance of early risk identification, timely corrective action, and strong communication channels. The institute specifically cited a “recent governance lapse highlighted by the IndiGo incident,” noting that insufficient planning during the implementation of the new flight duty regulations was a primary driver of the operational breakdown.

ICSI President Dhananjay Shukla highlighted that the IndiGo crisis serves as a powerful lesson on the necessity of sound governance across corporate India. He underscored that strong governance is foundational for protecting shareholder value and maintaining public trust. Amid heightened government scrutiny, the ICSI called for deeper accountability at the board level, stating that good governance must go beyond regulatory compliance to embody corporate readiness, effective crisis response, and continuous stakeholder engagement. ICSI Secretary Asish Mohan urged companies to reassess their internal structures, reinforcing the crucial role of independent boards, effective risk management, and vigilant stakeholder oversight to ensure long-term sustainability.

In response to the mounting pressure, InterGlobe Aviation, IndiGo’s parent company, established a crisis management group overseen by its board to monitor developments and coordinate corrective measures. The board reaffirmed its commitment to ensuring that all affected passengers receive refunds. CEO Peter Elbers, in a video message, expressed regret over the ordeal, stating, “IndiGo is back on its feet, and our operations are stable. We’ve let you down when a major operational disruption happened, and we’re sorry for that.” He confirmed that lakhs of passengers had already received refunds and that the process was ongoing daily. However, Elbers refrained from commenting on compensation for passengers affected by last-minute cancellations or extensive delays.

While IndiGo has now stabilized operations, the crisis has left lingering concerns over governance lapses, regulatory preparedness, and operational resilience—issues that will undoubtedly shape the airline’s corporate strategy and public perception in the months ahead.