Mumbai — Tata Sons’ three biggest new ventures — Air India, Tata Digital, and Tata Electronics — together reported losses of Rs 28,823 crore in FY26, up from Rs 15,539 crore in FY25, as per the group’s latest annual report. Chairman N. Chandrasekaran urged shareholders to view these as long-term, nation-building bets in aviation, electronics, and semiconductors, rather than just near-term numbers. FY26: Higher Revenue, Higher Losses The three businesses clocked combined revenue of Rs 2.39 lakh crore in FY26, a 35% jump from Rs 1.77 lakh crore last year. Growth was driven by Tata Electronics. Air India saw revenue decline and the steepest rise in losses. Air India: Still the Biggest Drag Loss: Rs 22,238 crore vs Rs 10,859 crore in FY25 Revenue: Rs 71,870 crore, down 9% YoY Chandrasekaran called FY26 Air India’s toughest year due to airspace closures, fuel cost spike amid West Asia tensions, forex swings, and the AI171 crash. He said rebuilding the airline is a 5-10 year project involving fleet upgrade, training, and culture change. Positives: NPS improved to +42 in June 2026 from -35 in FY23, and Air India had the best on-time record among Indian carriers that month. Narrow-body refit is done; wide-body refit targeted by FY28. “Every great airline was built over decades, not quarters,” he said. Tata Electronics: Fastest Growing, Still in Red Revenue: Rs 1.31 lakh crore, up 97% YoY Loss: Rs 1,611 crore vs Rs 70 crore in FY25 It is now Tata’s 4th largest company by revenue. The company claims operating break-even but net losses grew due to heavy capex. It reportedly made 12% of a “global leader’s” phones in 2025. Chandrasekaran called chips “the new steel” and flagged the Dholera semiconductor plant in Gujarat and plans for chip packaging and materials. He said such projects need patient capital and global partners. Tata Digital: Strategy Pivot Loss: Rs 4,974 crore vs Rs 4,610 crore Revenue: Rs 35,990 crore, up 12% 2-year total loss: ~Rs 9,600 crore GMV stood at Rs 46,515 crore. Croma did Rs 25,539 crore GMV and 1mg is positioned as India’s top e-pharmacy. Chandrasekaran noted the shift to quick commerce forced BigBasket to adapt. Tata is now refocusing Tata Neu on financial services and loyalty, aiming for a 10x jump in monthly payment users in FY27. The Big Picture The losses highlight the cost of Tata’s push into capital-heavy sectors. But Chandrasekaran defended the strategy:“We are building for the India of 2047 so that when she looks back, she finds that the foundations were laid well and in time.” Post navigation Bank of Baroda Reports Data Breach After Employee Email Hacked, Says Core Banking Systems Safe
