By Girma Wake, Acting CEO Uganda Airlines
Dear Ugandans, I write to you this personal letter looking outside the window, amazed by the beautiful weather in Entebbe, a rare scene from all my worldly travels. On August 27, Uganda Airlines will mark seven years since its revival.
I wish to congratulate you and the airline, as someone who has spent a lifetime in aviation and understands what a national airline can mean for a country’s pride, economy and place in the world.
When I joined Uganda Airlines in February, my intention was to help rebuild a national institution. I accepted the responsibility because I believe Uganda deserves an airline that reflects its ambition, discipline, hospitality and confidence.
From experience, I know that aviation is not just about aircraft in the sky; it is about national identity, connectivity, trade, tourism, jobs and a country’s belief in itself. Seven years is still young in an airline’s life.
In aviation terms, this is a formative stage; the stage where a carrier either builds a firm foundation for the future or becomes vulnerable to doubt, impatience and internal weakness.
That is why this anniversary is not only a moment for celebration, but also a moment for reflection. Uganda Airlines belongs to the people of Uganda. It is not the property of a few individuals, nor is it merely another company that can be casually discussed, weakened or dismissed.
It is a strategic national asset. And strategic national assets must be protected. A country must guard what gives it dignity and long-term advantage. No serious nation jokes with its connectivity to the world.
No serious nation undermines the institutions that can carry its flag, attract investment, support commerce and deepen national confidence. Uganda Airlines is one of those institutions. I have seen this before. In Ethiopia, it is impossible to imagine the nation’s story without Ethiopian Airlines. The airline is woven into the country’s identity, resilience and progress.
It became more than a passenger transporter. It became a symbol of national competence. It created jobs, built skills, connected markets, enabled tourism and projected the country’s image across continents.
Over time, the airline and the nation strengthened each other. This is also seen with Emirates and Dubai, Qatar Airways and Qatar, Lufthansa in Germany and Air France in France, among others. Singapore Airlines, which prides itself on excellence, could not be what it is today without the strong backing of Singapore and its people. That is the opportunity before Uganda. This leads me to the Government of Uganda’s support.
I have high regard for the Government’s commitment to the airline; there is nothing the airline has asked for and it has not granted it. I always ask staff to pay it back with unconditional service because this is a rare vantage point that the Government is still willing to offer more than just financial support but a regulatory, enabling environment, cushioning the promise of what is yet to come.
For that, I thank the Government. Uganda Airlines might not be there yet, but it can be. And that journey requires patience, seriousness and collective responsibility. At the same time, outside forces will always test a young airline. Competition is real. Criticism is inevitable. Scrutiny is necessary.
But there is a difference between scrutiny and destruction. There is a difference between accountability and hostility. There is a difference between asking hard questions and creating perception problems that ruin the brand before it has the chance to mature. An airline can be damaged in many ways.
Poor strategy can weaken it. Weak discipline can harm it. Internal divisions can undermine it. It can also suffer when negative perceptions are amplified without regard for the consequences for public trust, customer confidence and national reputation.
Caution to the media
Let me speak candidly to the media. The media has an important role in any democracy and I respect that role deeply. The press must ask questions, demand accountability and shine a light where necessary. But, I also believe the media can be a development partner.
Development partners do not ignore problems; they help a country confront them constructively. They critique without destroying. They investigate without becoming agents of hopelessness. They understand that institutions under construction need scrutiny, yes, but they also need space to grow, correct, and improve.
If every challenge becomes a national scandal, every setback becomes proof of failure and every effort is met only with cynicism, then we create perception issues that damage the brand far beyond the immediate story. Aviation runs on confidence. Passengers choose with confidence. Investors engage with confidence.
Partners sign agreements with confidence. Once confidence is eroded, rebuilding it is costly and slow. To address recent media reports and an internal audit report, no transaction was done outside the necessary approvals and if there are any excesses, the airline has governance structures to address them. The reporting was misleading and one-sided and the airline is available to answer media questions. If there are procedural issues, should it be corrected in the media? This kind of culture is what will be broken and as long as I am still running the airline, it will not be tolerated.
The Writer is the Acting CEO Uganda Airlines
