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michaeltan Elite	31-Aug-2026 14:27        michaeltan About Contact  Quote this Post! Style: Fundamental   Mood:
x 0   x 0  Alert Admin	The short term pain is inevitable.  Temasek has backed Singapore Airlines' investment in Air India, despite concerns over the Indian carrier' s financial struggles. Temasek, which owns about 50.41% of Singapore Airlines, supports the airline' s long-term strategy as it seeks to secure growth beyond Singapore. Air India, which is seeking around $1.5 billion in fresh equity, is undergoing a significant transformation involving complex operational and integration challenges. Temasek' s support reflects its view that India has a strong potential as a second aviation hub, particularly as it is the world' s third-largest air transport market after the US and China tccroy      ( Date: 31-Aug-2026 09:36) Posted: Whether agreed to funding or not. The near future is bleak unless changed of key manpower in Air India replacing them with trusted people from sg. Checkerman      ( Date: 31-Aug-2026 08:58) Posted: bearish better stay awa
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tccroy Elite	31-Aug-2026 09:36        tccroy About Contact  Quote this Post!
x 0   x 0  Alert Admin	Whether agreed to funding or not. The near future is bleak unless changed of key manpower in Air India replacing them with trusted people from sg. Checkerman      ( Date: 31-Aug-2026 08:58) Posted: bearish better stay away tongphlp      ( Date: 30-Aug-2026 15:50) Posted: 1 month not euuff....one year maybe.
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Checkerman Master	31-Aug-2026 08:58        Checkerman About Contact  Quote this Post!
x 0   x 0  Alert Admin	bearish better stay away tongphlp      ( Date: 30-Aug-2026 15:50) Posted: 1 month not euuff....one year maybe.. michaeltan      ( Date: 30-Aug-2026 10:02) Posted: To ask the CEO to experience himself and staying 1 month in india. I think the real live experience is better than paper document in the real word. A real experienced would help you in deciion making
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tongphlp Supreme	30-Aug-2026 15:50        tongphlp About Contact  Quote this Post!
x 0   x 0  Alert Admin	1 month not euuff....one year maybe.. michaeltan      ( Date: 30-Aug-2026 10:02) Posted: To ask the CEO to experience himself and staying 1 month in india. I think the real live experience is better than paper document in the real word. A real experienced would help you in deciion making. tongphlp      ( Date: 30-Aug-2026 07:18) Posted: TH doing DCA...
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Vestedin Member	30-Aug-2026 14:25        Vestedin About Contact  Quote this Post!
x 0   x 0  Alert Admin	https://www.channelnewsasia.com/asia/india-aviation-boom-indigo-safety-concerns-6350191?cid=internal_sharetool_iphone_30082026_cna  tongphlp      ( Date: 30-Aug-2026 07:18) Posted: TH doing DCA.... Vestedin      ( Date: 30-Aug-2026 01:18) Posted: Cut loss now before much more deeper loss. Temasek also need to wake up !!
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tongphlp Supreme	30-Aug-2026 11:15        tongphlp About Contact  Quote this Post!
x 0   x 0  Alert Admin	they already decided to proceed.. best of luck.. SIA shareholders would be most anxious... michaeltan      ( Date: 30-Aug-2026 10:02) Posted: To ask the CEO to experience himself and staying 1 month in india. I think the real live experience is better than paper document in the real word. A real experienced would help you in deciion making. tongphlp      ( Date: 30-Aug-2026 07:18) Posted: TH doing DCA...
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michaeltan Elite	30-Aug-2026 10:02        michaeltan About Contact  Quote this Post! Style: Fundamental   Mood:
x 0   x 0  Alert Admin	To ask the CEO to experience himself and staying 1 month in india. I think the real live experience is better than paper document in the real word. A real experienced would help you in deciion making. tongphlp      ( Date: 30-Aug-2026 07:18) Posted: TH doing DCA.... Vestedin      ( Date: 30-Aug-2026 01:18) Posted: Cut loss now before much more deeper loss. Temasek also need to wake up !!
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tongphlp Supreme	30-Aug-2026 07:18        tongphlp About Contact  Quote this Post!
x 0   x 0  Alert Admin	TH doing DCA.... Vestedin      ( Date: 30-Aug-2026 01:18) Posted: Cut loss now before much more deeper loss. Temasek also need to wake up !!  Joelton      ( Date: 28-Aug-2026 14:28) Posted: Singapore Airlines faces some bleak choices as it lays trapped in Air India&rsquo s money pit [SINGAPORE] Air India has its cap out again. Reuters on Aug 25 reported that the carrier is seeking US$1.5 billion in fresh equity from its shareholders to keep its turnaround going. Singapore Airlines&rsquo (SIA) slice of the bill works out to roughly US$375 million, or just under S$500 million. Nothing has been decided, and any investment would likely be made in several tranches. But if SIA writes that cheque, it will ironically be paying a small fortune for the privilege of making its own financial results look worse. This is the peculiar reality of equity accounting &ndash and the dilemma facing SIA&rsquo s board right now. Think of SIA&rsquo s 25.1 per cent stake in Air India as a very expensive, leaky bucket. Between the initial cash and the handover of its Vistara shares, SIA spent roughly S$2.1 billion to buy this bucket. Today, the carrying value &ndash the water left inside &ndash is about S$1.1 billion. Much of the leak has come in the last financial year, about S$945 million in fact. Whether it will leak that fast again is an open question. The year to March included the Ahmedabad crash, a Pakistani airspace closure still in force and a fuel spike. SIA&rsquo s latest June quarter update was vague on the exact scale of the current bleeding. But if it is at anything close to last year&rsquo s rate, the bucket runs dry sometime next year. Under equity accounting, once the paper value of an investment hits zero, the investor stops recording those losses on its own income statement. The bleeding on the profit report simply stops. But write a fresh cheque and the bucket refills. Because the investment has value again, SIA must resume dragging a quarter of Air India&rsquo s ongoing losses onto its own books. In effect, the new cash will provide the accounting buffer that ensures Air India&rsquo s red ink keeps eating into SIA&rsquo s bottom line. SIA&rsquo s board, however, cannot point to the original merger agreement and claim everything is going to plan. Singapore&rsquo s flagship carrier agreed to a top-up budget of S$880 million in November 2022, when the Air India-Vistara merger was announced. It has since handed over S$498 million in 2024, then another S$167 million in 2025. If both were drawn against that budget &ndash something SIA has not spelt out explicitly &ndash barely S$200 million is left in the envelope. The current ask is more than double that. So why not simply decline? Let the stake drop below 20 per cent &ndash the threshold for &ldquo significant influence&rdquo &ndash and watch the losses vanish from the accounts. A tired board might find the idea tempting. Because it will not work. Dropping below 20 per cent does not magically switch off the pain. The accounting rules assume you still have influence if you hold a board seat and a deep commercial partnership. If SIA somehow proved it had lost that influence, the retained stake must be remeasured at fair value through profit or loss &ndash which crystallises the damage in one ugly line rather than making it disappear. And if SIA just sits still and lets the bucket run dry? The unrecognised losses still have to be declared in the footnotes of its financial reports. Worse, SIA cannot claim a single cent of any future Air India profits until it pays off that hidden deficit. Also, because SIA already promised to keep funding the airline, the accountants might rule they cannot stop recording the losses anyway. Walking away The chatter around town, meanwhile, is whether SIA should just cut its losses and walk away entirely. That, again, is a fantasy of a different kind. You cannot sell a minority stake in an unlisted, cash-burning Indian airline on the open market. There is only one plausible buyer: Tata, the majority owner. If SIA tries to exit now, it arrives at the negotiating table holding a damaged asset and an obvious desperation to be rid of it. It would lock in a S$1 billion strategic blot In SIA&rsquo s investment track record, while handing Tata a catastrophic vote of no-confidence in the middle of a complex turnaround. Tata itself has its hands full. Chairman N Chandrasekaran &ndash under whom the stake in Air India was acquired, alongside other large investments &ndash said he would not seek re-election. None of this means India was a bad idea. The strategic logic from 2022 still holds. India is a booming market, a vital second hub, and the obvious answer for an airline stranded without a domestic market of its own. What has changed is the price of admission and the timeline. As SIA chief executive Goh Choon Phong describes it, the airlines&rsquo investment in Air India is a &ldquo long game&rdquo with no shortcuts. While that may be true, it is also what cynics would expect executives to say when the short game has gone terribly wrong. Money itself may not be the problem. SIA closed the June quarter with S$10.5 billion in cash and deposits &ndash it can well afford the fresh half a billion dollar ask. The question, perhaps, is not about this cheque, but the one after it, and the one after that. SIA has walked this road before. It dumped Air New Zealand in 2004 after losing hundreds of millions. The Virgin Atlantic and Virgin Australia adventures ended in similar tears. The problem could be that buying minority stakes in airlines creates a very expensive illusion. In reality, it buys influence but not control &ndash making it difficult to succeed. Shareholders are perfectly entitled to ask what 25.1 per cent buys that a deep codeshare agreement would not. If the answer is a seat at the table and a quarter of the losses, it might be worth walking away from an expensive chair.
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Elf2000 Elite	30-Aug-2026 02:37        Elf2000 About Contact  Quote this Post!
x 0   x 0  Alert Admin	Elon Musk is a very good example, asked marjority Indian workers to F off! He knew these people cannot be trusted.
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Elf2000 Elite	30-Aug-2026 02:30        Elf2000 About Contact  Quote this Post!
x 0   x 0  Alert Admin	The whole world is laughing at Singapore! Temasek need to wake up! Stop giving out people hard earning money🤬
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Vestedin Member	30-Aug-2026 01:18        Vestedin About Contact  Quote this Post!
x 0   x 0  Alert Admin	Cut loss now before much more deeper loss. Temasek also need to wake up !!  Joelton      ( Date: 28-Aug-2026 14:28) Posted: Singapore Airlines faces some bleak choices as it lays trapped in Air India&rsquo s money pit [SINGAPORE] Air India has its cap out again. Reuters on Aug 25 reported that the carrier is seeking US$1.5 billion in fresh equity from its shareholders to keep its turnaround going. Singapore Airlines&rsquo (SIA) slice of the bill works out to roughly US$375 million, or just under S$500 million. Nothing has been decided, and any investment would likely be made in several tranches. But if SIA writes that cheque, it will ironically be paying a small fortune for the privilege of making its own financial results look worse. This is the peculiar reality of equity accounting &ndash and the dilemma facing SIA&rsquo s board right now. Think of SIA&rsquo s 25.1 per cent stake in Air India as a very expensive, leaky bucket. Between the initial cash and the handover of its Vistara shares, SIA spent roughly S$2.1 billion to buy this bucket. Today, the carrying value &ndash the water left inside &ndash is about S$1.1 billion. Much of the leak has come in the last financial year, about S$945 million in fact. Whether it will leak that fast again is an open question. The year to March included the Ahmedabad crash, a Pakistani airspace closure still in force and a fuel spike. SIA&rsquo s latest June quarter update was vague on the exact scale of the current bleeding. But if it is at anything close to last year&rsquo s rate, the bucket runs dry sometime next year. Under equity accounting, once the paper value of an investment hits zero, the investor stops recording those losses on its own income statement. The bleeding on the profit report simply stops. But write a fresh cheque and the bucket refills. Because the investment has value again, SIA must resume dragging a quarter of Air India&rsquo s ongoing losses onto its own books. In effect, the new cash will provide the accounting buffer that ensures Air India&rsquo s red ink keeps eating into SIA&rsquo s bottom line. SIA&rsquo s board, however, cannot point to the original merger agreement and claim everything is going to plan. Singapore&rsquo s flagship carrier agreed to a top-up budget of S$880 million in November 2022, when the Air India-Vistara merger was announced. It has since handed over S$498 million in 2024, then another S$167 million in 2025. If both were drawn against that budget &ndash something SIA has not spelt out explicitly &ndash barely S$200 million is left in the envelope. The current ask is more than double that. So why not simply decline? Let the stake drop below 20 per cent &ndash the threshold for &ldquo significant influence&rdquo &ndash and watch the losses vanish from the accounts. A tired board might find the idea tempting. Because it will not work. Dropping below 20 per cent does not magically switch off the pain. The accounting rules assume you still have influence if you hold a board seat and a deep commercial partnership. If SIA somehow proved it had lost that influence, the retained stake must be remeasured at fair value through profit or loss &ndash which crystallises the damage in one ugly line rather than making it disappear. And if SIA just sits still and lets the bucket run dry? The unrecognised losses still have to be declared in the footnotes of its financial reports. Worse, SIA cannot claim a single cent of any future Air India profits until it pays off that hidden deficit. Also, because SIA already promised to keep funding the airline, the accountants might rule they cannot stop recording the losses anyway. Walking away The chatter around town, meanwhile, is whether SIA should just cut its losses and walk away entirely. That, again, is a fantasy of a different kind. You cannot sell a minority stake in an unlisted, cash-burning Indian airline on the open market. There is only one plausible buyer: Tata, the majority owner. If SIA tries to exit now, it arrives at the negotiating table holding a damaged asset and an obvious desperation to be rid of it. It would lock in a S$1 billion strategic blot In SIA&rsquo s investment track record, while handing Tata a catastrophic vote of no-confidence in the middle of a complex turnaround. Tata itself has its hands full. Chairman N Chandrasekaran &ndash under whom the stake in Air India was acquired, alongside other large investments &ndash said he would not seek re-election. None of this means India was a bad idea. The strategic logic from 2022 still holds. India is a booming market, a vital second hub, and the obvious answer for an airline stranded without a domestic market of its own. What has changed is the price of admission and the timeline. As SIA chief executive Goh Choon Phong describes it, the airlines&rsquo investment in Air India is a &ldquo long game&rdquo with no shortcuts. While that may be true, it is also what cynics would expect executives to say when the short game has gone terribly wrong. Money itself may not be the problem. SIA closed the June quarter with S$10.5 billion in cash and deposits &ndash it can well afford the fresh half a billion dollar ask. The question, perhaps, is not about this cheque, but the one after it, and the one after that. SIA has walked this road before. It dumped Air New Zealand in 2004 after losing hundreds of millions. The Virgin Atlantic and Virgin Australia adventures ended in similar tears. The problem could be that buying minority stakes in airlines creates a very expensive illusion. In reality, it buys influence but not control &ndash making it difficult to succeed. Shareholders are perfectly entitled to ask what 25.1 per cent buys that a deep codeshare agreement would not. If the answer is a seat at the table and a quarter of the losses, it might be worth walking away from an expensive chair.
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tongphlp Supreme	29-Aug-2026 16:22        tongphlp About Contact  Quote this Post!
x 0   x 0  Alert Admin	misjudgement.....oh dear, then why are we paying so much for the smart advisors/scholars/people with helicopter views, strategists, manipulists for? hmm... Panda8      ( Date: 28-Aug-2026 21:00) Posted: LKY ever said, SIA cannot fail, but with purchased of air india.............  Good luck to all share holder and Temasek money .........  Joelton      ( Date: 28-Aug-2026 14:28) Posted: Singapore Airlines faces some bleak choices as it lays trapped in Air India&rsquo s money pit [SINGAPORE] Air India has its cap out again. Reuters on Aug 25 reported that the carrier is seeking US$1.5 billion in fresh equity from its shareholders to keep its turnaround going. Singapore Airlines&rsquo (SIA) slice of the bill works out to roughly US$375 million, or just under S$500 million. Nothing has been decided, and any investment would likely be made in several tranches. But if SIA writes that cheque, it will ironically be paying a small fortune for the privilege of making its own financial results look worse. This is the peculiar reality of equity accounting &ndash and the dilemma facing SIA&rsquo s board right now. Think of SIA&rsquo s 25.1 per cent stake in Air India as a very expensive, leaky bucket. Between the initial cash and the handover of its Vistara shares, SIA spent roughly S$2.1 billion to buy this bucket. Today, the carrying value &ndash the water left inside &ndash is about S$1.1 billion. Much of the leak has come in the last financial year, about S$945 million in fact. Whether it will leak that fast again is an open question. The year to March included the Ahmedabad crash, a Pakistani airspace closure still in force and a fuel spike. SIA&rsquo s latest June quarter update was vague on the exact scale of the current bleeding. But if it is at anything close to last year&rsquo s rate, the bucket runs dry sometime next year. Under equity accounting, once the paper value of an investment hits zero, the investor stops recording those losses on its own income statement. The bleeding on the profit report simply stops. But write a fresh cheque and the bucket refills. Because the investment has value again, SIA must resume dragging a quarter of Air India&rsquo s ongoing losses onto its own books. In effect, the new cash will provide the accounting buffer that ensures Air India&rsquo s red ink keeps eating into SIA&rsquo s bottom line. SIA&rsquo s board, however, cannot point to the original merger agreement and claim everything is going to plan. Singapore&rsquo s flagship carrier agreed to a top-up budget of S$880 million in November 2022, when the Air India-Vistara merger was announced. It has since handed over S$498 million in 2024, then another S$167 million in 2025. If both were drawn against that budget &ndash something SIA has not spelt out explicitly &ndash barely S$200 million is left in the envelope. The current ask is more than double that. So why not simply decline? Let the stake drop below 20 per cent &ndash the threshold for &ldquo significant influence&rdquo &ndash and watch the losses vanish from the accounts. A tired board might find the idea tempting. Because it will not work. Dropping below 20 per cent does not magically switch off the pain. The accounting rules assume you still have influence if you hold a board seat and a deep commercial partnership. If SIA somehow proved it had lost that influence, the retained stake must be remeasured at fair value through profit or loss &ndash which crystallises the damage in one ugly line rather than making it disappear. And if SIA just sits still and lets the bucket run dry? The unrecognised losses still have to be declared in the footnotes of its financial reports. Worse, SIA cannot claim a single cent of any future Air India profits until it pays off that hidden deficit. Also, because SIA already promised to keep funding the airline, the accountants might rule they cannot stop recording the losses anyway. Walking away The chatter around town, meanwhile, is whether SIA should just cut its losses and walk away entirely. That, again, is a fantasy of a different kind. You cannot sell a minority stake in an unlisted, cash-burning Indian airline on the open market. There is only one plausible buyer: Tata, the majority owner. If SIA tries to exit now, it arrives at the negotiating table holding a damaged asset and an obvious desperation to be rid of it. It would lock in a S$1 billion strategic blot In SIA&rsquo s investment track record, while handing Tata a catastrophic vote of no-confidence in the middle of a complex turnaround. Tata itself has its hands full. Chairman N Chandrasekaran &ndash under whom the stake in Air India was acquired, alongside other large investments &ndash said he would not seek re-election. None of this means India was a bad idea. The strategic logic from 2022 still holds. India is a booming market, a vital second hub, and the obvious answer for an airline stranded without a domestic market of its own. What has changed is the price of admission and the timeline. As SIA chief executive Goh Choon Phong describes it, the airlines&rsquo investment in Air India is a &ldquo long game&rdquo with no shortcuts. While that may be true, it is also what cynics would expect executives to say when the short game has gone terribly wrong. Money itself may not be the problem. SIA closed the June quarter with S$10.5 billion in cash and deposits &ndash it can well afford the fresh half a billion dollar ask. The question, perhaps, is not about this cheque, but the one after it, and the one after that. SIA has walked this road before. It dumped Air New Zealand in 2004 after losing hundreds of millions. The Virgin Atlantic and Virgin Australia adventures ended in similar tears. The problem could be that buying minority stakes in airlines creates a very expensive illusion. In reality, it buys influence but not control &ndash making it difficult to succeed. Shareholders are perfectly entitled to ask what 25.1 per cent buys that a deep codeshare agreement would not. If the answer is a seat at the table and a quarter of the losses, it might be worth walking away from an expensive chair.
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tongphlp Supreme	29-Aug-2026 16:19        tongphlp About Contact  Quote this Post!
x 0   x 0  Alert Admin	well, if investment turns ok, they meet their KPIs and get big fat bonuses if not, they will be shown the door. no, not the toilet door. the exit door with a carton box accompanied by security officers simple. luckyguy3      ( Date: 28-Aug-2026 21:23) Posted: easy for the management to make decision of buying Air India. Not their $$$ anyway, thats why I dun think they care. I dun think they feel the pinch. All of them still enjoying their big fat salary now. Must hold them responsible for the loss then they will start to wake up their ideas. BUT here the culture is no blame culture.  What to do? Singaporeans gave them absolute power.. Panda8      ( Date: 28-Aug-2026 21:00) Posted: LKY ever said, SIA cannot fail, but with purchased of air india.............  Good luck to all share holder and Temasek money .........
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honesty Master	29-Aug-2026 12:22        honesty About Contact  Quote this Post!
x 0   x 0  Alert Admin	Published Sat, Aug 29, 2026 · 10:13 AM https://www.businesstimes.com.sg/opinion-features/sias-investment-air-india-will-support-long-term-growth
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luckyguy3 Master	28-Aug-2026 21:23        luckyguy3 About Contact  Quote this Post!
x 0   x 0  Alert Admin	easy for the management to make decision of buying Air India. Not their $$$ anyway, thats why I dun think they care. I dun think they feel the pinch. All of them still enjoying their big fat salary now. Must hold them responsible for the loss then they will start to wake up their ideas. BUT here the culture is no blame culture.  What to do? Singaporeans gave them absolute power.. Panda8      ( Date: 28-Aug-2026 21:00) Posted: LKY ever said, SIA cannot fail, but with purchased of air india.............  Good luck to all share holder and Temasek money .........  Joelton      ( Date: 28-Aug-2026 14:28) Posted: Singapore Airlines faces some bleak choices as it lays trapped in Air India&rsquo s money pit [SINGAPORE] Air India has its cap out again. Reuters on Aug 25 reported that the carrier is seeking US$1.5 billion in fresh equity from its shareholders to keep its turnaround going. Singapore Airlines&rsquo (SIA) slice of the bill works out to roughly US$375 million, or just under S$500 million. Nothing has been decided, and any investment would likely be made in several tranches. But if SIA writes that cheque, it will ironically be paying a small fortune for the privilege of making its own financial results look worse. This is the peculiar reality of equity accounting &ndash and the dilemma facing SIA&rsquo s board right now. Think of SIA&rsquo s 25.1 per cent stake in Air India as a very expensive, leaky bucket. Between the initial cash and the handover of its Vistara shares, SIA spent roughly S$2.1 billion to buy this bucket. Today, the carrying value &ndash the water left inside &ndash is about S$1.1 billion. Much of the leak has come in the last financial year, about S$945 million in fact. Whether it will leak that fast again is an open question. The year to March included the Ahmedabad crash, a Pakistani airspace closure still in force and a fuel spike. SIA&rsquo s latest June quarter update was vague on the exact scale of the current bleeding. But if it is at anything close to last year&rsquo s rate, the bucket runs dry sometime next year. Under equity accounting, once the paper value of an investment hits zero, the investor stops recording those losses on its own income statement. The bleeding on the profit report simply stops. But write a fresh cheque and the bucket refills. Because the investment has value again, SIA must resume dragging a quarter of Air India&rsquo s ongoing losses onto its own books. In effect, the new cash will provide the accounting buffer that ensures Air India&rsquo s red ink keeps eating into SIA&rsquo s bottom line. SIA&rsquo s board, however, cannot point to the original merger agreement and claim everything is going to plan. Singapore&rsquo s flagship carrier agreed to a top-up budget of S$880 million in November 2022, when the Air India-Vistara merger was announced. It has since handed over S$498 million in 2024, then another S$167 million in 2025. If both were drawn against that budget &ndash something SIA has not spelt out explicitly &ndash barely S$200 million is left in the envelope. The current ask is more than double that. So why not simply decline? Let the stake drop below 20 per cent &ndash the threshold for &ldquo significant influence&rdquo &ndash and watch the losses vanish from the accounts. A tired board might find the idea tempting. Because it will not work. Dropping below 20 per cent does not magically switch off the pain. The accounting rules assume you still have influence if you hold a board seat and a deep commercial partnership. If SIA somehow proved it had lost that influence, the retained stake must be remeasured at fair value through profit or loss &ndash which crystallises the damage in one ugly line rather than making it disappear. And if SIA just sits still and lets the bucket run dry? The unrecognised losses still have to be declared in the footnotes of its financial reports. Worse, SIA cannot claim a single cent of any future Air India profits until it pays off that hidden deficit. Also, because SIA already promised to keep funding the airline, the accountants might rule they cannot stop recording the losses anyway. Walking away The chatter around town, meanwhile, is whether SIA should just cut its losses and walk away entirely. That, again, is a fantasy of a different kind. You cannot sell a minority stake in an unlisted, cash-burning Indian airline on the open market. There is only one plausible buyer: Tata, the majority owner. If SIA tries to exit now, it arrives at the negotiating table holding a damaged asset and an obvious desperation to be rid of it. It would lock in a S$1 billion strategic blot In SIA&rsquo s investment track record, while handing Tata a catastrophic vote of no-confidence in the middle of a complex turnaround. Tata itself has its hands full. Chairman N Chandrasekaran &ndash under whom the stake in Air India was acquired, alongside other large investments &ndash said he would not seek re-election. None of this means India was a bad idea. The strategic logic from 2022 still holds. India is a booming market, a vital second hub, and the obvious answer for an airline stranded without a domestic market of its own. What has changed is the price of admission and the timeline. As SIA chief executive Goh Choon Phong describes it, the airlines&rsquo investment in Air India is a &ldquo long game&rdquo with no shortcuts. While that may be true, it is also what cynics would expect executives to say when the short game has gone terribly wrong. Money itself may not be the problem. SIA closed the June quarter with S$10.5 billion in cash and deposits &ndash it can well afford the fresh half a billion dollar ask. The question, perhaps, is not about this cheque, but the one after it, and the one after that. SIA has walked this road before. It dumped Air New Zealand in 2004 after losing hundreds of millions. The Virgin Atlantic and Virgin Australia adventures ended in similar tears. The problem could be that buying minority stakes in airlines creates a very expensive illusion. In reality, it buys influence but not control &ndash making it difficult to succeed. Shareholders are perfectly entitled to ask what 25.1 per cent buys that a deep codeshare agreement would not. If the answer is a seat at the table and a quarter of the losses, it might be worth walking away from an expensive chair.
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Panda8 Master	28-Aug-2026 21:00        Panda8 About Contact  Quote this Post!
x 0   x 0  Alert Admin	LKY ever said, SIA cannot fail, but with purchased of air india.............  Good luck to all share holder and Temasek money .........  Joelton      ( Date: 28-Aug-2026 14:28) Posted: Singapore Airlines faces some bleak choices as it lays trapped in Air India&rsquo s money pit [SINGAPORE] Air India has its cap out again. Reuters on Aug 25 reported that the carrier is seeking US$1.5 billion in fresh equity from its shareholders to keep its turnaround going. Singapore Airlines&rsquo (SIA) slice of the bill works out to roughly US$375 million, or just under S$500 million. Nothing has been decided, and any investment would likely be made in several tranches. But if SIA writes that cheque, it will ironically be paying a small fortune for the privilege of making its own financial results look worse. This is the peculiar reality of equity accounting &ndash and the dilemma facing SIA&rsquo s board right now. Think of SIA&rsquo s 25.1 per cent stake in Air India as a very expensive, leaky bucket. Between the initial cash and the handover of its Vistara shares, SIA spent roughly S$2.1 billion to buy this bucket. Today, the carrying value &ndash the water left inside &ndash is about S$1.1 billion. Much of the leak has come in the last financial year, about S$945 million in fact. Whether it will leak that fast again is an open question. The year to March included the Ahmedabad crash, a Pakistani airspace closure still in force and a fuel spike. SIA&rsquo s latest June quarter update was vague on the exact scale of the current bleeding. But if it is at anything close to last year&rsquo s rate, the bucket runs dry sometime next year. Under equity accounting, once the paper value of an investment hits zero, the investor stops recording those losses on its own income statement. The bleeding on the profit report simply stops. But write a fresh cheque and the bucket refills. Because the investment has value again, SIA must resume dragging a quarter of Air India&rsquo s ongoing losses onto its own books. In effect, the new cash will provide the accounting buffer that ensures Air India&rsquo s red ink keeps eating into SIA&rsquo s bottom line. SIA&rsquo s board, however, cannot point to the original merger agreement and claim everything is going to plan. Singapore&rsquo s flagship carrier agreed to a top-up budget of S$880 million in November 2022, when the Air India-Vistara merger was announced. It has since handed over S$498 million in 2024, then another S$167 million in 2025. If both were drawn against that budget &ndash something SIA has not spelt out explicitly &ndash barely S$200 million is left in the envelope. The current ask is more than double that. So why not simply decline? Let the stake drop below 20 per cent &ndash the threshold for &ldquo significant influence&rdquo &ndash and watch the losses vanish from the accounts. A tired board might find the idea tempting. Because it will not work. Dropping below 20 per cent does not magically switch off the pain. The accounting rules assume you still have influence if you hold a board seat and a deep commercial partnership. If SIA somehow proved it had lost that influence, the retained stake must be remeasured at fair value through profit or loss &ndash which crystallises the damage in one ugly line rather than making it disappear. And if SIA just sits still and lets the bucket run dry? The unrecognised losses still have to be declared in the footnotes of its financial reports. Worse, SIA cannot claim a single cent of any future Air India profits until it pays off that hidden deficit. Also, because SIA already promised to keep funding the airline, the accountants might rule they cannot stop recording the losses anyway. Walking away The chatter around town, meanwhile, is whether SIA should just cut its losses and walk away entirely. That, again, is a fantasy of a different kind. You cannot sell a minority stake in an unlisted, cash-burning Indian airline on the open market. There is only one plausible buyer: Tata, the majority owner. If SIA tries to exit now, it arrives at the negotiating table holding a damaged asset and an obvious desperation to be rid of it. It would lock in a S$1 billion strategic blot In SIA&rsquo s investment track record, while handing Tata a catastrophic vote of no-confidence in the middle of a complex turnaround. Tata itself has its hands full. Chairman N Chandrasekaran &ndash under whom the stake in Air India was acquired, alongside other large investments &ndash said he would not seek re-election. None of this means India was a bad idea. The strategic logic from 2022 still holds. India is a booming market, a vital second hub, and the obvious answer for an airline stranded without a domestic market of its own. What has changed is the price of admission and the timeline. As SIA chief executive Goh Choon Phong describes it, the airlines&rsquo investment in Air India is a &ldquo long game&rdquo with no shortcuts. While that may be true, it is also what cynics would expect executives to say when the short game has gone terribly wrong. Money itself may not be the problem. SIA closed the June quarter with S$10.5 billion in cash and deposits &ndash it can well afford the fresh half a billion dollar ask. The question, perhaps, is not about this cheque, but the one after it, and the one after that. SIA has walked this road before. It dumped Air New Zealand in 2004 after losing hundreds of millions. The Virgin Atlantic and Virgin Australia adventures ended in similar tears. The problem could be that buying minority stakes in airlines creates a very expensive illusion. In reality, it buys influence but not control &ndash making it difficult to succeed. Shareholders are perfectly entitled to ask what 25.1 per cent buys that a deep codeshare agreement would not. If the answer is a seat at the table and a quarter of the losses, it might be worth walking away from an expensive chair.
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tongphlp Supreme	28-Aug-2026 14:59        tongphlp About Contact  Quote this Post!
x 0   x 0  Alert Admin	that' s clearly an unknown...that' s why management has to make the best call considering the situation at hand. no one can foresee the future. another covid? recession?  tccroy      ( Date: 28-Aug-2026 14:16) Posted: Depends on the situation. If asking for US$1 Billion every year then might as well abandon it. If 5 years will be 5 billions tongphlp      ( Date: 28-Aug-2026 13:38) Posted: if funding dries up, the investment would be a total write off - like CDL with Sincere Property in China if funding is provided, at least there is a lifeline and chance to turn around....or losses widened further?..
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Joelton Supreme	28-Aug-2026 14:28        Joelton About Contact  Quote this Post!
x 0   x 0  Alert Admin	Singapore Airlines faces some bleak choices as it lays trapped in Air India&rsquo s money pit [SINGAPORE] Air India has its cap out again. Reuters on Aug 25 reported that the carrier is seeking US$1.5 billion in fresh equity from its shareholders to keep its turnaround going. Singapore Airlines&rsquo (SIA) slice of the bill works out to roughly US$375 million, or just under S$500 million. Nothing has been decided, and any investment would likely be made in several tranches. But if SIA writes that cheque, it will ironically be paying a small fortune for the privilege of making its own financial results look worse. This is the peculiar reality of equity accounting &ndash and the dilemma facing SIA&rsquo s board right now. Think of SIA&rsquo s 25.1 per cent stake in Air India as a very expensive, leaky bucket. Between the initial cash and the handover of its Vistara shares, SIA spent roughly S$2.1 billion to buy this bucket. Today, the carrying value &ndash the water left inside &ndash is about S$1.1 billion. Much of the leak has come in the last financial year, about S$945 million in fact. Whether it will leak that fast again is an open question. The year to March included the Ahmedabad crash, a Pakistani airspace closure still in force and a fuel spike. SIA&rsquo s latest June quarter update was vague on the exact scale of the current bleeding. But if it is at anything close to last year&rsquo s rate, the bucket runs dry sometime next year. Under equity accounting, once the paper value of an investment hits zero, the investor stops recording those losses on its own income statement. The bleeding on the profit report simply stops. But write a fresh cheque and the bucket refills. Because the investment has value again, SIA must resume dragging a quarter of Air India&rsquo s ongoing losses onto its own books. In effect, the new cash will provide the accounting buffer that ensures Air India&rsquo s red ink keeps eating into SIA&rsquo s bottom line. SIA&rsquo s board, however, cannot point to the original merger agreement and claim everything is going to plan. Singapore&rsquo s flagship carrier agreed to a top-up budget of S$880 million in November 2022, when the Air India-Vistara merger was announced. It has since handed over S$498 million in 2024, then another S$167 million in 2025. If both were drawn against that budget &ndash something SIA has not spelt out explicitly &ndash barely S$200 million is left in the envelope. The current ask is more than double that. So why not simply decline? Let the stake drop below 20 per cent &ndash the threshold for &ldquo significant influence&rdquo &ndash and watch the losses vanish from the accounts. A tired board might find the idea tempting. Because it will not work. Dropping below 20 per cent does not magically switch off the pain. The accounting rules assume you still have influence if you hold a board seat and a deep commercial partnership. If SIA somehow proved it had lost that influence, the retained stake must be remeasured at fair value through profit or loss &ndash which crystallises the damage in one ugly line rather than making it disappear. And if SIA just sits still and lets the bucket run dry? The unrecognised losses still have to be declared in the footnotes of its financial reports. Worse, SIA cannot claim a single cent of any future Air India profits until it pays off that hidden deficit. Also, because SIA already promised to keep funding the airline, the accountants might rule they cannot stop recording the losses anyway. Walking away The chatter around town, meanwhile, is whether SIA should just cut its losses and walk away entirely. That, again, is a fantasy of a different kind. You cannot sell a minority stake in an unlisted, cash-burning Indian airline on the open market. There is only one plausible buyer: Tata, the majority owner. If SIA tries to exit now, it arrives at the negotiating table holding a damaged asset and an obvious desperation to be rid of it. It would lock in a S$1 billion strategic blot In SIA&rsquo s investment track record, while handing Tata a catastrophic vote of no-confidence in the middle of a complex turnaround. Tata itself has its hands full. Chairman N Chandrasekaran &ndash under whom the stake in Air India was acquired, alongside other large investments &ndash said he would not seek re-election. None of this means India was a bad idea. The strategic logic from 2022 still holds. India is a booming market, a vital second hub, and the obvious answer for an airline stranded without a domestic market of its own. What has changed is the price of admission and the timeline. As SIA chief executive Goh Choon Phong describes it, the airlines&rsquo investment in Air India is a &ldquo long game&rdquo with no shortcuts. While that may be true, it is also what cynics would expect executives to say when the short game has gone terribly wrong. Money itself may not be the problem. SIA closed the June quarter with S$10.5 billion in cash and deposits &ndash it can well afford the fresh half a billion dollar ask. The question, perhaps, is not about this cheque, but the one after it, and the one after that. SIA has walked this road before. It dumped Air New Zealand in 2004 after losing hundreds of millions. The Virgin Atlantic and Virgin Australia adventures ended in similar tears. The problem could be that buying minority stakes in airlines creates a very expensive illusion. In reality, it buys influence but not control &ndash making it difficult to succeed. Shareholders are perfectly entitled to ask what 25.1 per cent buys that a deep codeshare agreement would not. If the answer is a seat at the table and a quarter of the losses, it might be worth walking away from an expensive chair.
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tccroy Elite	28-Aug-2026 14:16        tccroy About Contact  Quote this Post!
x 0   x 0  Alert Admin	Depends on the situation. If asking for US$1 Billion every year then might as well abandon it. If 5 years will be 5 billions tongphlp      ( Date: 28-Aug-2026 13:38) Posted: if funding dries up, the investment would be a total write off - like CDL with Sincere Property in China if funding is provided, at least there is a lifeline and chance to turn around....or losses widened further?... tccroy      ( Date: 28-Aug-2026 09:48) Posted: If SIA wishes to continue funding Air India, better get their own people to run the show. Hopefully Air India did not do anything things suspiciously especially handling the money
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tongphlp Supreme	28-Aug-2026 13:38        tongphlp About Contact  Quote this Post!
x 0   x 0  Alert Admin	if funding dries up, the investment would be a total write off - like CDL with Sincere Property in China if funding is provided, at least there is a lifeline and chance to turn around....or losses widened further?... tccroy      ( Date: 28-Aug-2026 09:48) Posted: If SIA wishes to continue funding Air India, better get their own people to run the show. Hopefully Air India did not do anything things suspiciously especially handling the money. tongphlp      ( Date: 27-Aug-2026 16:24) Posted: Air India surely know how to milk SQ by getting the $$$$ to sustain and surviv
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