Influenza
JF-Expert Member
- Jul 1, 2018
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Mwenyekiti wa Bodi ya Wakurugenzi ya Shirika hilo, Michael Joseph amesema Shirika lazima likwepe kuwaweka Wanasiasa kwenye Bodi baada ya utaifishwaji ili kufanikiwa
Shirika hilo linalopata hasara likimilikiwa kwa 48.9% na Serikali na 7.8% na Shirika la ndege la Ufaransa, KLM lilibinafsishwa miaka 23 iliyopita ila limezidiwa madeni na hasara tangu mwaka 2014
Julai mwaka huu, Wabunge walipiga kura ya utaifishwaji na Mwenyekiti huyo amesema shirika halitataka kutengeneza mazingira liwe kama idara ya Serikali kwa kuongozwa na wanasiasa
Kushindwa kujitanua katika biashara na ugumu katika uendeshaji vililazimisha shirika hilo kutengenza madeni ya Dola Bilioni 2(takriban Tsh. Trilioni 2.3) mwaka 2017 huku likiwa bado linahitaji fedha
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Kenya Airways must avoid picking a board packed with politically-connected individuals after it is renationalized in order to ensure future success, its chairman said on Tuesday.
The loss-making airline, which is 48.9 per cent government-owned and 7.8 per cent held by Air France-KLM, was privatised 23 years ago but sank into debt and losses in 2014. Lawmakers voted to re-nationalise it in July.
Chairman Michael Joseph said the requirement for professionals to be put in charge of the airline is being built into draft laws that will guide the renationalisation.
“It must be run in a commercial way,” he told reporters on the sidelines of an aviation meeting.
“We do not want to create a situation that we had before, where you nationalize the airline and all it becomes is a department of government. The board of directors is loaded by friends of politicians.”
A failed expansion drive and a slump in air travel forced the airline to restructure $2 billion of debt in 2017.
But Kenya Airways still needed cash for fleet and route expansion amid growing competition from Ethiopian and Emirates.
Kenya wants to emulate countries like Ethiopia, which runs air transport assets—from airports to fuelling operations—under a single company, using funds from the more profitable parts to support others.
Under the model approved by lawmakers, Kenya Airways will become one of four subsidiaries in an Aviation Holding Company.
The others will be Jomo Kenyatta International Airport (JKIA), the country’s biggest airport, an aviation college and Kenya Airports Authority, which will operate all the nation’s other airports.
“We want to make sure that if you create a nationalised airline that it will operate as a semi-autonomous airline,” Joseph said.
Competition among regional carriers rose at the end of last month when Uganda Airlines resumed flights after almost two decades.
Joseph said such developments left Kenya without any choice but to renationalize its airline, in order to cut costs and survive in the crowded Africa aviation market, where carriers have the weakest finances and emptiest planes of any region in the world.
“If we don’t do this we have no airline,” he said.
Shirika hilo linalopata hasara likimilikiwa kwa 48.9% na Serikali na 7.8% na Shirika la ndege la Ufaransa, KLM lilibinafsishwa miaka 23 iliyopita ila limezidiwa madeni na hasara tangu mwaka 2014
Julai mwaka huu, Wabunge walipiga kura ya utaifishwaji na Mwenyekiti huyo amesema shirika halitataka kutengeneza mazingira liwe kama idara ya Serikali kwa kuongozwa na wanasiasa
Kushindwa kujitanua katika biashara na ugumu katika uendeshaji vililazimisha shirika hilo kutengenza madeni ya Dola Bilioni 2(takriban Tsh. Trilioni 2.3) mwaka 2017 huku likiwa bado linahitaji fedha
*******
Kenya Airways must avoid picking a board packed with politically-connected individuals after it is renationalized in order to ensure future success, its chairman said on Tuesday.
The loss-making airline, which is 48.9 per cent government-owned and 7.8 per cent held by Air France-KLM, was privatised 23 years ago but sank into debt and losses in 2014. Lawmakers voted to re-nationalise it in July.
Chairman Michael Joseph said the requirement for professionals to be put in charge of the airline is being built into draft laws that will guide the renationalisation.
“It must be run in a commercial way,” he told reporters on the sidelines of an aviation meeting.
“We do not want to create a situation that we had before, where you nationalize the airline and all it becomes is a department of government. The board of directors is loaded by friends of politicians.”
A failed expansion drive and a slump in air travel forced the airline to restructure $2 billion of debt in 2017.
But Kenya Airways still needed cash for fleet and route expansion amid growing competition from Ethiopian and Emirates.
Kenya wants to emulate countries like Ethiopia, which runs air transport assets—from airports to fuelling operations—under a single company, using funds from the more profitable parts to support others.
Under the model approved by lawmakers, Kenya Airways will become one of four subsidiaries in an Aviation Holding Company.
The others will be Jomo Kenyatta International Airport (JKIA), the country’s biggest airport, an aviation college and Kenya Airports Authority, which will operate all the nation’s other airports.
“We want to make sure that if you create a nationalised airline that it will operate as a semi-autonomous airline,” Joseph said.
Competition among regional carriers rose at the end of last month when Uganda Airlines resumed flights after almost two decades.
Joseph said such developments left Kenya without any choice but to renationalize its airline, in order to cut costs and survive in the crowded Africa aviation market, where carriers have the weakest finances and emptiest planes of any region in the world.
“If we don’t do this we have no airline,” he said.