Mukula proposes Ethiopian model for Uganda Airlines’ revival

As Uganda Airlines moves to replace its chief executive amid rising public scrutiny and an ongoing criminal investigation into management, seasoned aviation expert Captain Mike Mukula has urged a strategic reset grounded in professional commercial practice rather than political patronage.

Mukula, a politician, businessman and long‑standing aviation authority, said that the national carrier can only thrive if it is run like a commercial enterprise, insulated from political interference and backed by data‑driven decision‑making.

“Uganda Airlines Ltd can only succeed if it is run as a commercial airline, not a political project,” Mukula said. “Global experience is clear: national carriers thrive when governance is professional, decisions are data‑driven, and management is insulated from political interference.”

His comments come against a backdrop of revelations that the Uganda Airlines Board has opened the search for a new CEO, signalling a reset after months of operational turbulence and governance concerns. The recruitment process follows public scrutiny of the airline’s financial performance and the Criminal Investigations Directorate probe into aspects of the airline’s management.

Uganda Airlines, revived in 2019, was expected to become a major connector for Uganda, boosting trade, tourism and business travel. But persistent financial losses and operational challenges have dogged its progress. According to a recent Auditor General’s report, the airline’s net losses narrowed only slightly to about Shs230.8 billion in the 2024/25 financial year, despite a 19.2 percent surge in revenue driven by route expansion and increased international services.

The airline’s performance has been mixed. It has expanded its route network to include long‑haul destinations such as London Gatwick, marking a milestone for the carrier and contributing to increased traffic. It also posts strong passenger growth that aligns with broader African aviation trends. However, critics point to recurring operational issues, rising costs and weak internal controls that have offset gains, and management has faced parliamentary scrutiny over sustained losses and fleet decisions.

“The Ethiopian Airlines model offers a practical African blueprint: commercial autonomy, strong capitalization, disciplined fleet planning, and world‑class human capital,” Mukula said, pointing to the comparative success of Uganda’s regional rival in balancing growth with professionalism.

Mukula advised that Uganda Airlines must be fully capitalised to break out of “survival‑mode operations” and stop‑start growth that undermines long‑term sustainability. He also stressed the importance of fleet discipline, recommending the operation of no more than two aircraft types — ideally Boeing — to reduce training, maintenance and inventory costs while improving reliability and safety.

Long‑term viability, he said, hinges on investing in a fully equipped in‑house maintenance, repair and overhaul base. “This not only lowers operating costs and strengthens technical independence, but creates future third‑party revenue opportunities,” Mukula said.

The leadership setting for the next phase, according to Mukula, should be anchored in international airline experience, with the CEO given a clear commercial mandate and authority to run the airline independently of political pressures. “The management team should consist of proven experts in marketing, flight operations, maintenance engineering, and financial control,” he added.

Indeed, governance and sustainability issues have intensified debate over the airline’s future. The Auditor General and Parliament’s Public Accounts Committee have repeatedly underscored the need for tighter financial discipline and accountability, noting that despite revenue growth, Uganda Airlines has accumulated substantial long‑term losses and structural weaknesses.

Mukula’s critique resonates with broader calls for reform within the industry, especially as the airline seeks to balance ambitious expansion with operational stability. If governance is aligned correctly, he believes the airline can become competitive, credible, and profitable.

As Uganda Airlines transitions to new leadership, stakeholders will be watching closely to see whether commercial rigor and professional governance can steer the carrier toward the sustainable growth advocates like Mukula envision.