Air India and its subsidiaries’ combined loss more than doubled in fiscal 2025-26, while Mint reported the carrier had held preliminary discussions about a Singapore Airlines executive for its chief financial officer role.
Tata Sons’ FY2025-26 annual report put the combined loss for Air India and its subsidiaries at ₹22,238.22 crore for the year ended March 31, 2026, compared with ₹10,858.82 crore in FY2024-25. That represents an increase of about 104.8%.
Mint reported that preliminary conversations had taken place about a Singapore Airlines executive filling the finance post. The outlet said Tata Sons Executive Chairman N. Chandrasekaran and Air India CEO Tewolde Gebremariam were understood to support the appointment. Air India’s nomination and remuneration committee would have to approve it, Mint reported. The outlet did not report when the committee might consider the matter.
Air India’s website lists Sanjay Sharma as CFO, and the airline said his appointment took effect June 10, 2024. Mint did not identify the executive it said was under consideration or give a possible start date.
Singapore Airlines held a 25.1% stake in Air India. Its audited accounts recorded S$945.2 million as its share of the carrier’s FY2025-26 losses. The accounts also gave Air India’s after-tax loss as S$3,765.7 million, based on management accounts prepared under International Financial Reporting Standards and adjusted for acquisition fair-value items. Tata Sons reported a different loss total in rupees; the two sets of accounts do not reconcile the figures.
Singapore’s Ministry of Transport said Singapore Airlines had not sought additional shareholder capital and that any decision to do so would be a commercial matter for the airline and its shareholders. The ministry described the investment as giving Singapore Airlines access to India’s large passenger aviation market and onward connections to Europe and the Middle East.
Tata Sons Executive Chairman N. Chandrasekaran said Air India’s turnaround would take five to 10 years. He cited supply disruptions and the scale of changes needed to legacy systems, the fleet, workplace culture and the pipeline of aviation professionals.
