AVIATION NEWS- Gulf airlines could increasingly look to India for artificial intelligence, data analytics, software development and other technology-related functions as they seek to accelerate digital transformation while controlling costs and accessing a large pool of skilled technology professionals. The potential shift comes as global airlines are stepping up investments in AI to improve operational efficiency, customer experience, aircraft maintenance, revenue management and back-office functions. The decision by Australia’s Qantas to explore shifting up to 1,000 roles to India as part of a potential outsourcing partnership with Accenture could provide a model that Gulf carriers may consider. According to industry experts, Airlines in the Gulf already have extensive technology and digital transformation programmes, making India a potentially attractive location for selected technology and shared-services functions. Qatar Airways, for example, has been expanding its use of data analytics and AI through partnerships with Google Cloud and other technology providers. The airline has also maintained technology operations in India, including a Combined Delivery Center in Ahmedabad, where it has recruited specialists in digital transformation and AI. “A wider use of Indian technology centres could allow Gulf airlines to build teams focused on AI development, data science, cybersecurity, software engineering, finance technology and automation without having to locate every specialist role in high-cost aviation hubs such as Doha, Dubai, Abu Dhabi or Riyadh,” a Doha-based aviation expert said. According to a report published in ET Insights, India’s expanding Global Capability Centre (GCC) ecosystem strengthens the case. Indian offshore technology centres generated an estimated $98.4 billion in revenue in fiscal 2026, with more than 2,100 GCCs employing about 2.36 million professionals. These centres are increasingly moving beyond traditional back-office work into AI, engineering, software development, finance and research. For Gulf carriers, the report said, outsourcing selected technology functions to India could deliver several advantages. These include access to a large pool of engineers and AI specialists, round-the-clock technology support, lower operating costs and the ability to scale teams quickly as new AI applications are introduced. The savings could be particularly significant in areas that do not require employees to be physically present at an airline’s headquarters or airport operations. Functions such as data processing, software development, application maintenance, AI model development, customer analytics, finance support and certain human-resource activities could potentially be delivered from India. However, such a strategy would not necessarily mean moving core aviation functions offshore. Safety-critical operations, flight operations, aircraft maintenance decisions and functions requiring close coordination with regulators would continue to require strong local oversight and specialist teams. The Gulf’s major airlines are already exploring AI across their businesses. Etihad Airways, for instance, established an AI Academy with Microsoft to train employees and identify opportunities to use AI to improve operations and customer services. Saudi Arabia also has a growing technology partnership ecosystem with India. The two countries signed a memorandum of cooperation covering digitisation, electronic manufacturing and emerging technologies including AI, cloud computing, robotics and the Internet of Things. “Saudia’s growing relationship with India could provide another avenue for technology cooperation. The Saudi national carrier signed a strategic cooperation agreement with Air India in July, covering expanded commercial and operational cooperation as well as greater connectivity between the two countries,” the report said. For Gulf airlines, the potential benefit extends beyond reducing costs. Establishing or expanding technology operations in India could help carriers develop AI capabilities faster, allowing their headquarters to concentrate on strategy, customer service, network planning and core aviation activities. At the same time, airlines would need to address cybersecurity, passenger-data protection, regulatory compliance and the security of sensitive aviation systems before moving significant technology functions offshore. The emerging model could therefore be less about simply transferring jobs from the Gulf to India and more about creating a distributed technology workforce, with strategic and operational leadership remaining in the Gulf while India becomes a major hub for AI engineering, software development and digital support. With Gulf carriers competing to lead the next generation of aviation technology, India’s deep technology talent pool could become an increasingly important part of their AIstrategies.
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