Kenya Airways CEO Allan Kilavuka has made a fervent call for the consolidation of African airlines, emphasizing that this unification is essential for overcoming the fragmentation that currently characterizes the continent’s aviation market. With a workforce of over 4,000 employees, Kenya Airways stands as a strategic asset for Kenya and the wider East African region. Kilavuka articulated the significant challenges facing African airlines, noting that operational costs in the region are approximately 40% higher than in other parts of the world. He argued that these elevated costs, combined with market inefficiencies, are hindering the growth and profitability of airlines across Africa. As part of Kenya Airways’ efforts to navigate these challenges, the company is pursuing initiatives like Project Kifaru 2, aimed at restructuring its balance sheet and ensuring long-term sustainability.
Speaking at the KQ Media Lab 101 event in Nairobi, Kilavuka highlighted the crucial role of Kenya Airways in regional connectivity and economic development. He positioned the airline as a leader capable of spearheading continental consolidation efforts. Kilavuka’s plea for consolidation reflects his deep concern about the fragmented nature of Africa’s aviation market, which, according to him, hampers efficiency and inflates operational costs. “Every time a new airline is launched in Africa, I cry,” he stated passionately, asserting that the region must consolidate to foster growth. He stressed that merging resources and streamlining operations among African airlines can yield economies of scale, enhance service quality, and improve overall profitability.
Kilavuka underscored the high-risk nature of the airline industry, referencing Richard Branson’s famous remark about the significant financial hurdles faced by new airlines. Branson’s quip that starting an airline requires a billion dollars highlights the immense challenges in achieving profitability due to expensive operational factors, including high insurance costs, costly engine maintenance, and other associated expenses. Kilavuka pointed to successful airline consolidations in Europe and Asia as models for Africa, citing examples such as the merger of Air France and KLM and the Lufthansa Group, which continues to expand its operations through acquisitions. He reiterated his vision of establishing a Pan-African Airline Group, designed to create a unified aviation entity with multiple hubs across the continent.
The operational costs of running airlines in Africa, which Kilavuka estimates to be about 40% higher than in other regions, further complicate the situation. He identified the continent’s inadequate infrastructure as a primary contributor to these costs, pointing out that many airports lack basic amenities, such as sufficient firefighting equipment. In some cases, airlines are required to invest in their own firefighting resources to meet operational standards. This necessity not only escalates costs but also emphasizes the inefficiency of security measures, as airlines often have to employ their own security personnel to ensure safe operations. Kilavuka also highlighted the issue of political interference in airline management, citing the historical collapse of Air Afrique, which suffered from politically motivated appointments leading to its downfall. He argued that consolidation could alleviate some of these management challenges by placing competent leaders at the helm, free from political influence.
Drawing upon the history of East African Airways, which was owned collectively by Kenya, Uganda, and Tanzania, Kilavuka noted that poor management and financial difficulties ultimately led to its demise in the 1970s. This history, he stated, underscores the potential for a consolidated African aviation market to overcome similar challenges. In line with this goal, Kenya Airways is actively pursuing projects such as Project Mawingu, initiated in 2012-2013 to expand operations, and Project Kifaru, launched in response to setbacks from external factors, including the COVID-19 pandemic. Project Kifaru focuses on enhancing the airline’s resilience by rationalizing its network, fleet, and improving personnel productivity.
Kilavuka is also committed to environmental sustainability, noting Kenya Airways’ initiatives to reduce waste and operational costs, such as producing branded water and investing in a pyro-diesel plant that converts waste plastic into cleaner fuel. These efforts not only enhance operational efficiency but also bolster the airline’s brand image. Furthermore, Kenya Airways plans to contribute to afforestation by planting 12 million trees over the next five years. Kilavuka also addressed the issue of taxation, arguing that disproportionately high air passenger service charges in East Africa deter potential travelers and inflate ticket prices. He urged governments to view aviation as a catalyst for economic development, contending that reducing taxes could paradoxically increase passenger numbers and overall tax revenues through enhanced industry activity.
Infrastructure at African airports remains a pressing concern, with Kilavuka lamenting outdated facilities, such as those at Nairobi’s airport, which was built to accommodate 2 million passengers but now serves nearly 8 million. He called for urgent upgrades to terminals and runways to meet current demands and expressed a desire for greater control over airport assets, similar to the operational strategies of Ethiopian Airlines. Kilavuka highlighted the costs incurred due to flight disruptions and the need for hotels to accommodate passengers, illustrating how the lack of adequate infrastructure impacts the airline’s bottom line. He expressed a desire for Kenya Airways to partner in hotel ownership to mitigate these costs.
Looking ahead, Kilavuka outlined plans to expand Kenya Airways’ fleet to 55 aircraft within the next five years, aiming for a total of 65 aircraft when combined with its subsidiary, Jambo Jet. This fleet expansion will require further infrastructure upgrades to ensure operational efficiency. Kenya Airways is also diversifying its business portfolio, including ventures like Fahari Aviation and the establishment of an aviation medical center, as part of a broader strategy to strengthen its role as a catalyst for Africa’s economic growth.
Kilavuka emphasized the importance of Pan-African unity in aviation, stating that without consolidation, the industry will continue to struggle. He urged African nations to overcome fragmentation and work towards a unified aviation sector, drawing parallels to the challenges faced by the East African Community in achieving economic integration. Kilavuka remains optimistic about the potential benefits of consolidation, envisioning a Pan-African Airline Group with hubs in East, South, and West Africa. This vision aims not only to enhance competitiveness within the aviation sector but also to drive economic growth across the continent, reinforcing the critical role of aviation in fostering regional development and connectivity.
