- CAPA Analysis
- Schedule Analysis
- Cargo Analysis
- Route Maps
- Annual Reports
- Fast Fact Report
- Carrier Status
- IATA Code
- ICAO Code
- Corporate Address
- Airline House,
25 Airline Road,
- Main hub
- Singapore Changi Airport
- Business model
- Full Service Carrier
- Airline Group
- Part of Singapore Airlines Group
- Star Alliance
- Joined Alliance
- Association Membership
- Codeshare Partners
- Aegean Airlines
Air New Zealand
All Nippon Airways
China Cargo Airlines
LOT Polish Airlines
South African Airways
Virgin Atlantic Airways
Based at Singapore Changi Airport, Singapore Airlines is the national carrier of Singapore. Using a fleet of wide-body Boeing and Airbus aircraft, including the A380 of which Singapore Airlines was the launch customer, Singapore Airlines operates an extensive network across Asia, North America, Australasia, Europe, Africa and the Middle East. Singapore Airlines joined the Star Alliance on 01-Apr-2000.
Location of Singapore Airlines main hub (Singapore Changi Airport)
Singapore Airlines share price
2,344 total articles
381 total articles
Singapore Airlines (SIA) has increased its stake in Tigerair to above 90%, enabling the group to privatise the short haul low cost airline and fully integrate Tigerair into its portfolio. Taking over Tigerair boosts the outlook for the SIA group, particularly for medium/long haul low cost subsidiary Scoot.
Scoot is now in the black, having just reported its first ever quarterly profit. However, Scoot needs a more robust relationship with Tigerair as it doubles in size over the next few years.
Only approximately 5% of Scoot traffic now connects to Tigerair. SIA’s takeover of Tigerair and Tigerair’s upcoming transition to the Scoot reservation system will significantly boost transit traffic between the two LCCs, but ultimately a merger may be necessary for the synergies to be fully realised.
United Airlines is bolstering its presence in the Singapore market with the Jun-2016 launch of non-stop flights to San Francisco with 787-9s. It will be the longest route in United’s network and the longest route in the world for the 787, resulting in limited payload restrictions on the westbound leg.
The new San Francisco flight will give Singapore a non-stop option to the US for the first time since Singapore Airlines (SIA) dropped non-stops to Los Angeles and Newark in 2013. SIA is planning to resume Los Angeles and New York non-stops in 2018, and has also has been evaluating San Francisco non-stops, but United will beat SIA by two years with its own Singapore-US service. SIA and United are both members of the Star Alliance but have never codeshared, and have no intentions of partnering on Singapore-US non-stops.
United has a joint venture with Star member All Nippon Airways (ANA) that already includes one-stop services between Singapore and the US. The new Singapore-San Francisco non-stop route will be added to the JV (all three countries involved have open skies agreements). United is dropping Singapore-Tokyo while retaining Singapore-Hong Kong, but will be able to rely on ANA’s expanded presence in the Singapore-Tokyo market to feed its Tokyo-US flights.
Singapore Airlines (SIA) is cementing its position as the leading foreign airline in Australasia as it launches services to Canberra and Wellington in Sep-2016. The addition of Canberra gives SIA six destinations in Australia, while Wellington gives SIA three destinations in New Zealand.
SIA’s partnership with Virgin Australia will be key to making both sectors a success. Air New Zealand, which has a joint venture with SIA on non-stop flights from Singapore to New Zealand, is also expected to codeshare on the route although perhaps with some reluctance.
This is the second in a two part series of reports on SIA’s new Singapore-Canberra-Wellington “Capital Express” route. The first part focused on the impact on Canberra and Wellington airports while this part will focus on the impact on SIA and its two partners from the region, Virgin Australia and Air New Zealand.
Singapore Airlines Capital Express Part 1: Canberra, Wellington Airport outlook boosted by new route
Singapore Airlines (SIA) is pursuing further expansion to Australasia as it launches services to Canberra and Wellington in Sep-2016. The new four times per week Singapore-Canberra-Wellington route is a bold step for a traditionally conservative SIA, as it provides Canberra with its first two international destinations and Wellington with its first Asian airline.
SIA will account for approximately 5% of capacity into Canberra, resulting in a new phase of growth as passengers who now travel internationally via Sydney – by driving or taking a short flight – will be able to fly directly to New Zealand or Singapore and beyond. The impact on passenger traffic at Wellington will be smaller but provides an important test case, as Wellington ponders a runway extension that would enable non-stop flights to Singapore and potentially other Asian destinations.
This is the first instalment in a series of reports on SIA’s new Singapore-Canberra-Wellington “Capital Express” route. This part will focus on the impact on Canberra and Wellington airports, while the second part will focus on the impact on SIA and its two partners from the region, Virgin Australia and Air New Zealand.
There is perhaps no greater indicator of the nuances in aviation than dual brand strategies. The United-Ted and Delta-Song approaches are mostly forgotten while Qantas-Jetstar trumpet alignment and newcomers like Lufthansa-Eurowings have to insist their plan will work.
What unites the attempts, successes and failures is a belief that dual brand strategies can be a silver bullet, not only gaining back lost passengers but securing new ones. Inevitably there is a lot more to it than that.
A successful dual brand airline strategy needs proper management, but this alone does not guarantee success. External forces can bring a swift end. Labour relations are often a critical factor for success or failure, but also whether a dual brand strategy is needed in the first place.
Southeast Asian airlines: improved profitability in 3Q2015, 9M2015 but over half remain unprofitable
Southeast Asia’s airline sector continues to struggle and underperform compared to other regions despite some improvement in market conditions. Among a sampling of 20 publicly traded airlines or affiliates from Southeast Asia, 11 were still unprofitable in the three months ending 30-Sep-2015.
Almost all of Southeast Asia’s airlines have seen profitability improve over the last year. In the most recent quarter the sector saw a collective improvement of about USD200 million with an operating profit of approximately a USD100 million in 3Q2015 for the sample of 20 airlines compared to about a USD100 million loss for 3Q2014.
The grouping generated operating profits of about USD700 million through the first nine months of 2015 and is on pace to generate an annual profit in 2015 of about USD1 billion. But this represents less than one fifth of the total profit expected from all of Asia Pacific.