Singapore Airlines : Slides (slide q4fy2526)

SIA Group Analyst/Media Briefing

FY25/26 Results (Ended 31 March 2026)

The copyright in this material (other than in respect of information from external sources) is owned by Singapore Airlines Ltd. Singapore Airlines Ltd has not independently verified the information from external sources. This material may not be modified, reproduced, distributed, republished or transmitted in whole or in part in any manner or by any means without prior permission of Singapore Airlines Ltd.

15 May 2026

PRESENTATION BY:

Chief Financial Officer Ms Tan JoAnn

Key Highlights for FY25/26

FY25/26 operating profit was $2,375 million, 39.0% higher than last year

20,522 million

+5.0% YoY

Record Revenue

18,148 million

+1.8% YoY

Total Expenditure

16,666 million

+5.2% YoY

Pax Flown Revenue

2,167 million

-2.0% YoY

Cargo Revenue

5,025 million

-6.7% YoY

Net Fuel Cost

13,123 million

+5.4% YoY

Non-Fuel Cost

FY25/26 net profit came in at $1,184 million, 57.4% lower than a year ago

• Net profit declined due to the absence of a prior year one-off accounting gain, coupled with the share of full year losses from Air India

The Group holds one of the strongest balance sheets in the airline industry and is well positioned to navigate the volatile operating environment

Proposed final ordinary dividend of 22 cents per share and second tranche special dividend of 7 cents per share. Including interim ordinary dividend and special dividend paid-out, the total dividend for FY2025/26 will be 37 cents per share

Full-service carrier	Operating Profit	2,306	1,669	38.2	1,466	883	66.0
Low-cost carrier	Operating Profit	56	36	55.6	95	29	227.6
SIAEC Group	Operating Profit Net Profit	29 169	15 140	93.3 20.7	16 86	11 71	45.5 21.1

FY25/26 FY24/25 ($'M) ($'M)

Better/ (Worse) (%)

2H 2H Better/ FY25/26 FY24/25 (Worse)

($'M) ($'M) (%)

Note: The financial results on this slide are presented before inter-company consolidation at the SIA Group level.

Passenger Airlines Capacity

Scoot ASK

FY25/26 (YoY)

+8.4% 2H (YoY)

+13.5%

SIA ASK

FY25/26 (YoY)

+2.0% 2H (YoY)

+1.2%

Group ASK

FY25/26 (YoY)

+3.4% 2H (YoY)

+3.7%

Cargo Capacity and Overall Capacity

Cargo CTK

FY25/26 (YoY)

+1.4% 2H (YoY)

0% (Rounded)

Group Overall CTK

FY25/26 (YoY)

+2.5% 2H (YoY)

+2.2%

			Better/	Better/	2H	2H	Better/	Better/
	FY25/26 ($'M)	FY24/25 ($'M)	(Worse)	(Worse)	FY25/26	FY24/25	(Worse)	(Worse)
			($'M)	(%)	($'M)	($'M)	($'M)	(%)
Total Revenue	20,522	19,540	982	5.0	10,847	10,042	805	8.0
Total Expenditure	18,148	17,831	(317)	(1.8)	9,275	9,129	(146)	(1.6)
-- Net Fuel Cost	5,025	5,386	361	6.7	2,478	2,656	178	6.7
Fuel Cost (before hedging)	5,168	5,441	273	5.0	2,696	2,643	(53)	(2.0)
		(55)	88	160.0	(218)	13	231	n.m.
Fuel Hedging (Gain) / Loss	(143)
-- Non-fuel Expenditure	13,123	12,445	(678)	(5.4)	6,798	6,473	(325)	(5.0)
Operating Profit	2,375	1,709	666	39.0	1,572	914	658	72.0
Net Profit	1,184	2,778	(1,594)	(57.4)	945	2,036	(1,091)	(53.6)

Record Quarterly Revenue

FY25/26

$20,522.0M

YoY

$982.2M (+5.0%)

Record Revenue for Full Year and 2H

Group Revenue ($'M)

5,218.6

5,506.2

5,340.6

4,718.4

4,779.0

4,823.8

4,790.4

4,884.8

613.7

580.6

515.1

540.5

561.6

496.4

530.5

540.6

3,828.0

3,839.9

4,235.0

3,945.6

4,492.8

3,862.0

3,924.3

4,386.7

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

FY24/25

FY25/26

2H FY25/26

$10,846.8M

YoY

$804.4M (+8.0%)

Passenger Flown Revenue Cargo Revenue Others

FY25/26

RASK: 9.1¢/ask (+1.1% YoY) PLF: 87.7% (+1.1%pts YoY)

PLF (%) RASK

(₵/ask)

9.6

9.5

8.9

100 10

FY19/20 Group RASK (7.5¢/ask)

8

90

86.4

87.5

87.7

FY19/20 Group PLF (82.4%)

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

FY24/25

FY25/26

6

4

80

2

70 0

Group Passenger Load Factor (%)

Group RASK (¢/ask)

FSC: SIA Operating Statistics

FY25/26

RASK: 10.0¢/ask PLF: 86.9%

PLF (%) RASK

(₵/ask)

LCC: Scoot Operating Statistics

FY25/26

RASK: 6.0¢/ask PLF: 90.4%

PLF (%) RASK

(₵/ask)

100

95

90

85

80

75

70

12

9.7

10.5 10.4

10

FY19/20 SIA RASK

(8.2¢/ask)

8

86.9

87.2

6

4

2

Q1	Q2 Q3	Q4	Q1	Q2 Q3	Q4
	FY24/25			FY25/26

0

100

95

90

85

80

75

70

85.7

FY19/20 Scoot RASK (4.8¢/ask)

6.2

6.5 6.6

6

		89.0		89.6	89.4
Q1	Q2 Q3	Q4	Q1	Q2 Q3	Q4
	FY24/25			FY25/26

4

2

0

PLF (%) RASK (¢/ask)

PLF (%) RASK (¢/ask)

FY25/26

Yield: 35.2¢/ltk CLF: 56.3%

CLF (%) Cargo Yield

(₵/ltk)

35.0

36.1

35.1

100 40

FY19/20 Yield (30.5¢/ltk)

80 30

56.3

55.9

53.3

FY25/26

FY24/25

Q4

Q3

Q2

Q1

Q4

Q3

Q2

Q1

FY19/20 CLF (59.3%)

60 20

40 10

20 0

Cargo Load Factor (%)

Cargo Yield (¢/ltk)

FY25/26: Total expenditure 1.8% higher, from capacity growth and inflationary pressure, partially offset by lower net fuel cost

YoY

$316.8M (+1.8%)

FY25/26

$18,147.5M

Group Expenditure ($'M)

4,589.7

4,539.2

4,714.3

4,248.2

4,453.6

4,385.9

4,486.4

4,560.9

2,877.9

3,094.0

3,277.3

3,196.0

3,123.9

3,201.1

3,354.0

3,443.6

1,370.3

1,359.6

1,312.4

1,343.2

1,262.0

1,285.3

1,360.3

1,117.3

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

FY24/25

FY25/26

2H (YoY)

$146.3M (+1.6%)

Net Fuel Cost Non-Fuel Expenditure

Passenger Costs

$1,024M (+$42M, +4.3%)

Landing, Parking & Overflying Charges

$990M (+$81M, +8.9%)

Aircraft Maintenance and Overhaul Costs

$827M (+$183M, +28.4%)

Handling Charges

$1,519M (+$129M, +9.3%)

8.4%

5.6%

5.5%

4.6%

13.0%

Depreciation & Leased Aircraft Charges

$2,470M Staff Costs

(+$130M, +5.6%) $3,928M

(+$163M, +4.3%)

13.6%

21.6%

27.7%

Others

$2,364M

(-$52M, -2.2%)

Fuel Cost After Hedging

$5,025M

(-$361M, -6.7%)

Group Fuel Cost Analysis ($'M)

+220.5 -309.8

5,385.5

Higher

volume uplift Lower weighted

-87.9

-183.4

-$360.6M

average fuel price Higher hedging

gains

Depreciation of USD against SGD

5,024.9

(-6.7%)

FY24/25 Volume Price Hedging Exchange rate FY25/26

USD/BBL	FY25/26	FY24/25
Fuel price (before hedging)	95.06	100.69
Fuel price (after hedging)	92.42	99.68

FY28/29 and beyond

FY26/27

FY27/28

Q4

Q3

Q2

Q1

1%

14%

14%

22%

29%

35%

18%

28%

17%

14%

MOPS

Brent

Group Fuel Hedging Position

6%

Average Hedged Price (USD/BBL)		Brent	MOPS
FY26/27	Q1	68	82
	Q2	67	93
	Q3	66	108
	Q4	65	100
FY27/28		66	78
FY28/29 and beyond		67	-

Note: Fuel hedging positions are rounded to the nearest whole percentage.

Record 2H Operating Profit

Group Operating Profit ($'M)

470.2

325.4

628.9

FY25/26

$2,374.5M

YoY

$665.4M (+38.9%)

284.6

2H FY25/26

$1,571.6M

2H (YoY)

$658.1M (+72.0%)

404.5 398.4

791.9 779.7

Q1	Q2		Q3	Q4	Q1	Q2		Q3	Q4
		FY24/25					FY25/26

Group Operating Profit ($'M)

Higher

Higher depreciation &

+817.3 -45.4 +118.8

+360.6

Lower net

staff costs

-163.0

leased aircraft

charges Higher handling

charges

-130.8

-129.0

Others

2,374.5

1,709.1

Higher pax flown revenue

Lower cargo revenue

Higher engineering revenue

fuel cost

-163.1

+$665.4M (+38.9%)

FY24/25 Pax flown	Cargo	Engineering	Net fuel	Staff costs	Depreciation	Handling Others FY25/26
revenue	revenue	revenue	cost		& leased	charges
					aircraft
					charges

Group Net Profit

FY25/26: Net profit decline mainly due to absence of prior year one-off accounting gain, coupled with share of full year losses from Air India

YoY

$1,594.0M (-57.4%)

FY25/26

$1,184.0M

Group Net Profit ($'M)

1,626.0

One-off non-cash accounting gain on disposal

of Vistara

451.7

504.6

410.0

440.9

290.3

186.1

52.4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

FY24/25

FY25/26

528.1

1,097.9

FY24/25

(Excl one-off 1.1b gain)

$1,680.1M

FY25/26: Net profit decline mainly due to absence of prior year one-off accounting gain, coupled with share of full year losses from Air India

Group Net Profit ($'M)

2,778.0

+665.4

Losses from associated companies vs gain last year

-1,097.9

1,680.1

Higher operating profit

-845.6

Net interest expense vs net interest income last year

-141.6

Higher tax expense

-241.9

+67.6

Others

1,184.0

-$1,594.0M (-57.4%)

FY24/25 Absence of gain on disposal of Vistara

FY24/25

(Excluding gain on disposal of Vistara)

Operating performance

Share of losses of associated companies

Net interest expense

Taxation Others FY25/26

Strong balance sheet

	As at 31 March 2026	As at 31 March 2025
Total assets ($'M)	43,412.7	43,086.8
Total debt ($'M)	10,644.7	12,914.3
Total cash and bank balances ($'M)	7,931.2	8,257.1
Fixed deposits (placed for tenors longer than 12 months) ($'M)	1,689.8	1,781.1
Total liabilities ($'M)	25,726.7	27,016.8
Equity attributable to Owners of the Company ($'M)	17,261.7	15,656.2
Debt : Equity ratio (times) R1	0.62	0.82
Net Asset Value Per Share ($) R2	5.48	5.27

R1 Debt : Equity ratio is total debt divided by equity attributable to owners of the Company.

R2 Net Asset Value Per Share is computed by dividing equity attributable to owners of the Company by the number of ordinary shares in issue less treasury shares.

	FY25/26	FY24/25
Earnings Per Share (cents) Basic R3 Diluted R4	38.4 38.2	89.3 85.3
EBITDA ($'M) R5	4,493.4	5,741.3
EBITDA margin (%) R6	21.9	29.4
After excluding the one-off $1.1 billion gain on disposal of Vistara in FY24/25
EBITDA ($'M)	4,493.4	4,643.4
EBITDA margin (%)	21.9	23.8

R3 Earnings per share (basic) is computed by dividing profit attributable to owners of the Company by the weighted average number of ordinary shares in issue less treasury shares, in accordance with IAS 33 Earnings Per Share.

R4 Earnings per share (diluted) is computed by dividing profit attributable to owners of the Company (adjusted for interest on convertible bonds, net of tax) by the weighted average number of ordinary shares in issue less treasury shares, adjusted for the dilutive effect of convertible bonds and the vesting of all outstanding share-based incentive awards granted, in accordance with IAS 33.

R5 EBITDA denotes earnings before interest, taxes, depreciation, and amortisation.

R6 EBITDA margin is computed by dividing EBITDA by the total revenue.

	FY25/26
Ordinary Dividend Per Share (cents)
- Interim Ordinary Dividend (Paid earlier in Dec-25)	5.0
- Final Ordinary Dividend (Proposed)	22.0
Special Dividend Per Share (cents)
- Interim Special Dividend (Paid earlier in Dec-25)	3.0
- Final Special Dividend (Proposed)	7.0
Dividend Cover (times) R7	1.0

R7 Dividend cover is profit attributable to owners of the Company divided by total dividends

	Operating Fleet	As at 31 March 2026	In	Out	As at 31 March 2027
SIA	777-300ER	22		-1R1	21
	A380-800	12			12
	A350-900	65			65
	787-10	28			28
	737-8	21	+5R2		26
	747-400F	7			7
	Total	155	+5	-1	159
Scoot	787-8	13			13
	787-9	11			11
	A320ceo	6		-2R3	4
	A320neo	12	+2R4		14
	A321neo	12	+2R4		14
	E190-E2	9			9
	Total	63	+4	-2	65
Group Total		218	+9	-3	224

R1 SIA expects to remove one 777-300ER from the operating fleet in FY26/27.

R2 SIA expects to add five 737-8s into the operating fleet in FY26/27.

R3 Scoot expects to remove two A320ceos from the operating fleet in FY26/27 in preparation for lease returns.

R4 Scoot expects to add two A320neos and two A321neos into the operating fleet in FY26/27.

Projected Capital Expenditure ($'M)	FY26/27	FY27/28	FY28/29	FY29/30	FY30/31
Aircraft	2,900	4,100	4,000	3,100	1,500
Others	900	400	300	200	200
Total	3,800	4,500	4,300	3,300	1,700

Slide 24

PRESENTATION BY:

Chief Executive Officer Mr Goh Choon Phong

1. Strategic Investments & Initiatives

2. Challenges and Opportunities

3. Well-Positioned for the Future

Slide 26

The copyright in this material (other than in respect of information from external sources) is owned by Singapore Airlines Ltd. Singapore Airlines Ltd has not independently verified the information from external sources. This material may not be modified, reproduced, distributed, republished or transmitted in whole or in part in any manner or by any means without prior permission of Singapore Airlines Ltd.

The Three Pillars of Our Brand Promise

We continue to strengthen the three pillars of our brand promise to deliver a world-class end-to-end customer experience

Product Leadership

Service Excellence

Network Connectivity

Continuous investment in product and service offerings to deliver a world-class customer experience

SilverKris Lounges

• First Class SilverKris lounge at Changi Airport T2 opened in Nov 2025

• Upgraded food & beverage offerings at Changi Airport T2 and T3 First Class SilverKris lounges

• Brisbane, Bangkok, and Hong Kong SilverKris lounge renovations completed in FY2025/26

  Business Class Cabin Product

• 1-2-1 seat configuration for all widebody aircraft

• Full-flat Business Class beds network-wide following retirement of the 737-800NG fleet

  In-Flight Entertainment & Connectivity

• Seatback in-flight entertainment and complimentary in-flight Wi-Fi across entire network

• Upcoming FIFA World Cup 2026 on KrisWorld Live TV

• Starlink's low Earth orbit (LEO) satellite-based broadband service from 2027

  Food & Beverage Offerings

• Introduced popular local favourites for SG60 on flights departing Singapore

• Aligned Book the Cook dishes more closely with customer preferences

• Refreshed bread selection in First Class and Business Class

• Reimagined Shahi Thali and Ruchi Thali menus and new serviceware

  
  
  

  Continuous investment in product and service offerings to deliver a world-class customer experience

  • Business Class SilverKris lounge and KrisFlyer Gold lounge at Changi Airport T2; expected completion in 1H 2027

  • Brand new SilverKris lounge in Melbourne Airport; expected completion Q3 2026

  UPCOMING UPGRADES

ALL-NEW TRAVEL EXPERIENCE

Business Class In-Flight Entertainment Food & Beverage Cabin Product & Connectivity Offerings

• 1-2-1 seat configuration for • Seatback in-flight • Introduced popular local

all widebody aircraft entertainment and favourites for SG60 on

complimentary in-flight flights departing Singapore

• Full-flat Business Class Wi-Fi across entire

beds network-wide following network • Aligned Book the Cook

retirement of the 737-800NG dishes more closely with

fleet • Upcoming FIFA World Cup customer preferences

2026 on KrisWorld Live TV

• Refreshed bread selection

• Starlink's low Earth orbit in First Class and Business

(LEO) satellite-based Class

broadband service from

2027 • Reimagined Shahi Thali and Ruchi Thali menus and new serviceware

SilverKris Lounges

• First Class SilverKris lounge at Changi Airport T2 opened in Nov 2025

• Upgraded food & beverage offerings at Changi Airport T2 and T3 First Class SilverKris lounges

• Brisbane, Bangkok, and Hong Kong SilverKris lounge renovations completed in FY2025/26

• To be unveiled in 2026:

  • Next-generation long-haul First Class, Business Class, Premium Economy Class, and Economy Class seats

  • All-new KrisWorld in-flight entertainment experience

  • Refreshed in-flight dining experience with new dishes

  • New amenity kits

  • Updated soft furnishings and serviceware

• Next-gen seats to be available on board the retrofitted A350-900LH and A350-900ULR, and new 777-9

Unwavering commitment to world-class customer service that sets the industry standard

• Comprehensive cabin crew training, communications, and engagement programmes keep them motivated, engaged, and resilient

• New initiatives to elevate the ground experience for premium customers (e.g. priority security screening trial at Changi Airport)

SIA remains one of the world's most awarded airlines

SIA achieved a record Net Promoter Score for FY2025/26

Note: percentage indicates change versus FY2024/25

The SIA Group's network offers customers more choice, and strengthens Singapore's position as an aviation hub

Number of Destinations: 134 (↑ 5% YoY)

Weekly Frequency: 1,880 (↑ 9% YoY)

Passengers carried: 42.43M (↑ 8% YoY)

Europe

14 points

+2 points

West Asia & Africa

14 points

+5 points

• SIA flies to 77 destinations

• With Scoot, this increases by 74% to 134

  (Scoot exclusively serves 57 unique destinations)

• This represents 83% of total destinations served from Changi Airport.

  37% of total destinations are served exclusively by SIA and Scoot

  The Americas

  5 points

  North Asia

  17 points

+18 points

South East Asia

18 points

+32 points

South West Pacific

Scoot's Embraer E190-E2 aircraft enables it to operate to 18

points (39% of its SEA network), of which 12 are new destinations not previously served

• The SIA Group contributes to ~60% of Changi Airport's passenger carriage

  9 points

  Notes: data as of 31 Mar 2026; percentages indicate changes versus FY2024/25

  
  
  

  Network Connectivity: Air Partnerships Strategy

  Win-win airline partnerships deliver greater choice and benefits for customers

  Key Developments in FY2025/26 Garuda Indonesia (GA)

  • JV commenced Aug 2025 covering Singapore-Indonesia routes

  • Expanded codeshare and broader commercial co-operation

    All Nippon Airways (NH)

  • JV flights launched Sep 2025 for Singapore-Japan services

  • Coordinated pricing, scheduling, and sales

    Air India (AI)

  • Expanded codeshare arrangement

  • Agreement signed Jan 2026 to pursue joint business agreements

    Malaysia Airlines (MH)

  • Malaysian regulators approved joint business partnership in Jan 2026

    Vietnam Airlines (VN)

  • Applied to Singapore regulators in Feb 2026 for antitrust immunity to set up commercial joint venture

    SIA Group has ~130 airline partners, including 35 codeshare partners, connecting customers to

    >900 offline points

    60% of airlines operating into Changi Airport are SIA and Scoot's partners

    Diversify Our Network Densify Our Network

    Relationships

    Cross-Participate in FFP Expand Sales Channels Build Corporate

    
    
    

    Evolution into a global, lifestyle-centric rewards programme delivers greater value for the Group

    11.8M

    members globally

    ↑ 15% YoY

    SGD1.6B

    programme revenue

    ↑ 13% YoY

    KrisFlyer deepens engagement across the SIA Group, increasing ecosystem stickiness and unlocking new revenue streams

    Note: percentages indicate changes versus FY2024/25

    
    
    

    The SIA Group is firmly committed to achieving net zero carbon emissions from its operations by 2050

    SIA Group's decarbonisation strategy is aligned with IATA's Four-Pillar Strategy

    New Technology

    Operational Efficiencies

    Offsets and Carbon Capture

    Sustainable Aviation Fuel (SAF)

    • Operating a young and modern fleet is currently the most efficient way to reduce emissions (~+20% fuel efficiency)

    • 78% of the SIA Group's fleet are new-gen aircraft1; expected to reach ~90% by 2030

    • SIA Group fleet's average age is 7.8 yrs vs 15.6 yrs global fleet age

    • Leveraging digital technologies to identify and implement fuel productivity initiatives

      • SIA and Scoot target 5% of total fuel requirements from SAF by 2030

      • Since 2024, we have purchased 2,000 tonnes of neat SAF from Neste and ~2,500 tonnes of CORSIA-eligible SAF (emissions reductions) from World Energy and SkyNRG

      • In Feb 2026, SIA and Scoot - together with CAAS, the Singapore Sustainable Aviation Fuel Company (SAFCo) and seven other companies - signed an MoU to trial SAF purchases in

• Reduced liquid fuel use will still leave residual emissions

• SIA Group supports a single global market-based measure to address residual emissions (e.g. ICAO's CORSIA)

• Collaboration with airports and authorities to reduce carbon footprint

Singapore

1 as at 1 Apr 2026

Corporate Social Responsibility

Meaningful and long-term impact in the communities we serve by harnessing the strengths of our business

Giving Back to the Communities We Serve

Flagship Programmes Humanitarian Causes

SG60 SIA Cares 2025 fundraising campaign raised SGD3 million

SG60 SIA Cares Open House hosted approximately 900 beneficiaries

The SIA Foundation empowers individuals and communities, and supports the growth of Singapore's aviation hub

Employee volunteerism underpins our outreach; more than 3,600 Singapore-based staff volunteered in FY2025/26

Supported international emergency relief efforts (e.g. Myanmar, Muscat)

Crew ready for deployment in care roles during crises under the SIA Group Ambassador Scheme

Wildlife Conservation

Support the safe transport of live animals for conservation

Partnership with Mandai Wildlife Group on wildlife conservation efforts

Air India

Strategy & Challenges

Middle East Conflict

Impact & Opportunities

GenAI

.

Adoption & Scaling

Air India

Strategy & Challenges

Middle East Conflict

Impact & Opportunities

GenAI

.

Adoption & Scaling

Enables direct participation in India's high-growth domestic and international markets, across full-service and low-cost segments

India is the world's 3rd largest air transport market, but with far fewer aircraft in operation than the two largest (U.S. and China).

Indian middle class expected to double to 864 million by 2047. Rising disposable incomes fuelling outbound tourism, which is expected to grow 11% annually between 2024 to 20341.

Annual passenger journey forecasted to grow by 425 million from 2024 to 2044, almost tripling2

1 The Straits Times

2 IATA Sustainability & Economics & Oxford Economics

Projected to become the 3rd largest economy by 2030/2031

Source: S&P

Without a domestic market, investing in a secondary hub enables the SIA Group to secure long-term growth by participating directly in fast-growing air transport markets beyond Singapore.

Beyond a Single, Singapore-Centric Hub India's Potential

Air India holds international traffic rights, airport slots, and has a

large domestic network.

Planned investment in infrastructure: India plans to increase the number of operational airports from 125 in 2024 to 230 by 20301; India's commercial aircraft fleet expected to almost triple in size to 2,250 aircraft by 20352.

1 IATA

2 Airbus

Investment in the Air India Group

Our direct participation in India's growth was announced in 2013

Air India and Vistara Merger

2024 onwards

Incorporation of TATA SIA Airlines Limited

5 Nov 2013

• Formation of Vistara's holding company in 2013, comprising of Tata Group and Singapore Airlines

Launch of Vistara Airlines

9 Jan 2015

• Carrying

  >500,000

  passengers just 8 months after starting operations

• Started flying to 12 cities in India within the first year of operations

  First Vistara International Flight

  6 Aug 2019

  • Inaugural international flight from Delhi to Singapore

  • First airline in India to take delivery of the Boeing 787-9 widebody aircraft in Feb 2020

  • Flying to 31 domestic and 18 international destinations, with a fleet of 70 aircraft

  • SIA currently owns 25.1% stake in the enlarged Air India Group, comprising of Air India and Air India Express

  • In Jan 2026, SIA and Air India signed a Commercial Cooperation Framework Agreement to deepen the partnership through joint business agreements

  • As of May 2026, SIA and Air India codeshares on 82 destinations across 27 countries and territories

Challenges faced by Air India

KEY INDUSTRY-WIDE CHALLENGES

Supply Chain Disruptions

Middle East Conflict

Delays to fleet renewal and cabin retrofit programme

High fuel costs, disrupted flight routes, loss of key market

1 Voluntary safety pause was lifted from Oct 2025

The copyright in this material (other than in respect of information from external sources) is owned by Singapore Airlines Ltd. Singapore Airlines Ltd has not independently verified the information from external sources. This material may not be modified, reproduced, distributed, republished or transmitted in whole or in part in any manner or by any means without prior permission of Singapore Airlines Ltd.