According to some people in the know, the reason Tiger Airways' SIN operations have not had any systemic failures is because they completely latch onto SQ's safety management system, training, maintenance etc.
It would appear that the problem with TR Australia was that they did not have specfic safety management committees and oversight on training etc which was based in Australia .
The Tiger Airways Prospectus from 2009 does speak volumes. You can download it here
SGX - Singapore Exchange Ltd
One can see that Tiger just about used SIA's safety and maintenance systems out of Singapore, had access to their simulators, and so on. I don't think they had a similar level of training support in Australia.
Also, there was a safety advisory committee for Tiger Singapore, but not for Tiger Australia.
As such at least on paper, it could not be said that Tiger Singapore suffers from systemic training and maintenance deficiencies, because it's all latching on SIA's existing systems anyway.
Material Transactions with the SIA Group
Singapore Airlines
Singapore Airlines, to the best of our knowledge, is the only owner and operator of flight crew training facilities and a crisis management centre in Singapore that meet our requirements. We have entered into flight crew
training facilities agreements with Singapore Airlines since 2004 whereby Singapore Airlines agrees to provide training facilities for our technical crew, cabin crew and other personnel in order to operate our business. In addition, we have also entered into an agreement with Singapore Airlines on 8 September 2008 for the use of SingaporeAirlines’ Crisis Management Centre (the “CMCAgreement”) to ensure availability of a working space for Tiger Airways’ management in the event of any crisis or disaster arising in the course of operating our business.
We also entered into an agreement with Singapore Airlines on 7 September 2004 for the procurement of jet fuel required for our operations by Singapore Airlines (the “Fuel Procurement Agreement”), of which we are required to pay Singapore Airlines an annual fee for its procurement services. The Fuel Procurement Agreement was terminated on 13 March 2008.
The terms of the training facilities agreements, the CMC Agreement, the Fuel Procurement Agreement and any charges payable by us to Singapore Airlines pursuant to such agreements were negotiated on an arm’s length
basis. The training facilities agreements and the CMC Agreement with Singapore Airlines are likely to be recurrent interested person transactions.
We intend to continue to enter into such or similar transactions with Singapore Airlines under our Shareholders’ Mandate (as defined herein) following our listing on the SGX-ST. The continuance or renewal of these
arrangements will be subject to the review procedures under our Shareholders’ Mandate.
The aggregate values of our expenses in all our transactions with Singapore Airlines pursuant to the training facilities agreements, the CMC Agreement and the Fuel Procurement Agreement for the past three fiscal years and from 1 April 2009 up to the Latest Practicable Date are set out in the summary table above.
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Tiger Airways Singapore has a board advisory safety committee that comprises three members and is chaired by Mr. Koh Swee Lim, our Director and senior vice president (commercial) of SIAEC. Mr. Chow Kok Wah,
divisional vice president (engineering operations) of Singapore Airlines, chairs the board advisory safety committee of Tiger Airways Australia which comprises three members. Our President and Chief Executive Officer, Tony Davis, sits on both board advisory safety committees.