Michael Joseph, former CEO of Safaricom, faces the challenge of reviving Kenya Airways (KQ) as chairman while maintaining his legacy from the telecom giant's 20-year growth period. Safaricom's customer base expanded from 18,000 in 2000 to 17 million by 2010 under his leadership, a trajectory that contrasts sharply with KQ's nine-year loss streak.
Joseph joined KQ's board in 2016 during a Sh26.57 billion net loss, the largest for a Kenyan listed firm at the time. The airline later recorded a Sh36.22 billion loss in 2020, exacerbated by pandemic-related disruptions. Despite these challenges, he remains committed to KQ's recovery, targeting profitability by 2025.
"The risk in my KQ role is Kenyans expecting me to replicate Safaricom's success," Joseph said. He acknowledged external factors like terrorism, health crises, and operational missteps as contributors to KQ's struggles but emphasized the need for a national carrier. "Every citizen should help make KQ better," he added.
To address competitiveness, Joseph advocates for a pan-African airline group, citing Emirates and Turkish Airlines' larger fleets. KQ and South African Airways (SAA) have initiated collaboration on maintenance and training, with plans for a shared holdings company. This model mirrors global groups like the International Airlines Group.
The Kenyan government has injected Sh63.2 billion into KQ by 2022, including Sh36.6 billion for restructuring. Measures include fleet reductions and staff cuts. Joseph described the process as "two years of survival" before long-term recovery. KQ's 2019 business rescue efforts by SAA serve as a cautionary example.
Labor disputes persist, with tensions between management and the Kenya Airline Pilots Association. Joseph noted most crew members support reforms, contrasting with union positions. Despite skepticism, he remains optimistic about KQ's future, stressing its strategic importance to national connectivity.
