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Singapore Airlines

Three pillars of the brand promise, Long-term growth

Service Excellence, Product Leadership, and Network Connectivity
The three pillars of Singapore Airlines’ brand promise

Three pillars of the brand promise

The Singapore Airlines Group flies two brands from Changi: Singapore Airlines, its full-service airline, and Scoot, its low-cost one. It promises three things, service excellence, product leadership, and network connectivity, and grows beyond Singapore through a stake in Air India.

Service Excellence

Lounges
Upgrade the Business Class SilverKris and KrisFlyer Gold lounges at Changi Terminal 2, and open a new SilverKris Lounge in Melbourne, during FY2026/27.
Cost discipline
Keep investing in service while holding strict discipline on costs.

Date

28 July 2026

  • Singapore Airlines opened a new First Class SilverKris Lounge at Changi Terminal 2, and refurbished its lounges in Brisbane, Bangkok, and Hong Kong.
  • SIA and Scoot carried a record 10.9 million passengers, up 6.3%, and filled 87.1% of their seats.

Passenger revenue grew most on routes to East Asia and Europe

Every Singapore Airlines and Scoot route starts or ends at Changi. In FY2025/26 routes to the Americas brought in less passenger revenue than a year before.

S$18.9bn

East AsiaS$7.10bn, +7.9%EuropeS$3.77bn, +8.6%South West PacificS$3.64bn, +2.1%AmericasS$2.40bn, −7.2%West Asia and AfricaS$1.94bn, +3.7%SIN

Passenger revenue by route region for years to 31 March, in Singapore dollars. An aircraft is about S$1 billion. Routes are drawn from Singapore towards each region, not to scale.

Fuel cost two fifths of the quarter’s revenue

Revenue rose 19.3% to a record $5.7 billion in the first quarter of FY2026/27. Jet fuel prices rose sharply after the conflict in the Middle East began on 28 February 2026, and net fuel cost rose 78.5% even after a $376 million gain on hedging. Operating profit fell from $405 million to $106 million.,

58.7%Everything but fuel, $3,356m39.4%Fuel, after hedging, $2,253m1.9%Operating profit, $106m

Shares of the quarter’s revenue, in Singapore dollars. Each part’s area is its share. Fuel is shown after hedging gains and losses.

  1. Keep the promise short.

    Singapore Airlines has made the same three-part promise for years: service, product, and network. We recommend a short, durable promise that every plan and investment can be checked against, rather than a new theme each year.

  2. Run two brands for two markets.

    SIA flies premium travellers and Scoot flies the price-conscious, and 59 of the Group’s points are Scoot’s alone. We recommend asking whether one brand is stretched across customers who want different things, and whether a second would serve them better.

  3. Grow where your home market cannot.

    Singapore is small, so SIA grows through hubs elsewhere, above all its stake in Air India. We recommend planning growth that does not depend on a home market having room left, through partners and stakes where the growth is.

Sources

  1. 1. Singapore Airlines Limited (2026). SIA Group reports $76M Q1 net loss, as 78.5% rise in fuel costs weighs on record revenue of $5,714M. Singapore Airlines news release, 28 July 2026. singaporeair.com
  2. 2. Singapore Airlines Limited (2026). SIA Group business update, Q1 FY26/27 results. Singapore Airlines investor relations, 29 July 2026. singaporeair.com
  3. 3. Singapore Airlines Limited (2026). Financial results for the financial year ended 31 March 2026. Singapore Airlines investor relations, May 2026. singaporeair.com

Headwater is not connected with the Singapore Airlines Group. Singapore Airlines, Scoot, SilverKris, KrisFlyer, KrisWorld, and Air India are trade marks of their owners. Updated 30 September 2026.

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