EDITORIAL
The recent announcement by the Transport Commission of Namibia that it has granted Namibia Air (Pty) Ltd a five-year operating licence marks an ambitious new chapter for the country’s aviation sector.
Five years after the painful liquidation of debt-ridden Air Namibia, the state is preparing once again to take to the skies.
But patriotic pride must not blind Namibia to the hard lessons of the past.
Namibia Air still needs to secure its Air Operator Certificate (AOC) before it can begin commercial operations. In doing so, it faces major structural, financial and skills challenges.
If the new airline is to avoid the fate of its predecessor, these challenges must be confronted from the start.
Across Africa, state-owned airlines have a troubled history. Many have consumed huge amounts of public money while struggling to remain commercially viable.
South African Airways, Kenya Airways, Uganda Airlines and Air Zimbabwe have all faced serious financial difficulties at various points.
The lesson is clear. An airline cannot be run primarily as a symbol of national pride. It must operate as a commercially disciplined business.
Namibia Air will enter a highly competitive market. It will compete on regional routes with airlines that have strong networks and established customer bases. A state-backed airline that cannot respond quickly to market conditions could easily become another burden on taxpayers.
Political interference is another danger.
Air Namibia’s history showed what can happen when commercial decisions become subject to political considerations. Route choices, appointments and procurement decisions must be based on sound business and aviation principles.
Namibia Air must not be forced to maintain unprofitable routes simply for political or diplomatic reasons. Nor should it be expected to absorb excessive staff numbers or sell tickets below sustainable prices to meet political objectives.
Such decisions may win short-term political applause. They can also drain an airline’s cash reserves.
The government has sought to legally distance the new airline from Air Namibia and its liabilities. But the legacy of the failed carrier will inevitably follow Namibia Air.
Air Namibia left behind billions of dollars in costs for the public, including a debt burden of about N$3 billion when it was liquidated in 2021.
The new airline will therefore have to overcome deep public scepticism. It must prove that it is genuinely a new commercial venture and not simply Air Namibia under a different name.
Then there is the question of skills.
Having aircraft is one thing. Having the people to safely operate and maintain them is another.
The collapse of Air Namibia disrupted the local aviation skills base. Pilots, aircraft maintenance engineers and other aviation professionals moved elsewhere.
Rebuilding this expertise will take time and money. Namibia Air should not rush its launch simply to meet an arbitrary deadline.
Safety and operational readiness must come first.
There are several steps the government can take to improve the airline’s chances of survival.
First, it should reconsider complete state ownership and explore bringing in an experienced strategic equity partner with strong aviation expertise. Such a partner could provide operational experience, international networks and commercial discipline.
Second, there must be a clear separation between political leadership and the airline’s management.
The board should be made up of independent aviation, business and financial experts. It should be allowed to make commercial decisions without political interference.
Third, Namibia Air should start modestly.
Rather than immediately pursuing expensive long-haul operations, it should consider a smaller regional fleet and focus on routes with proven demand. Building a reliable regional network could provide a stronger foundation for future expansion.
Finally, the airline must invest heavily in local skills.
Partnerships with international aviation training institutions could help develop Namibian pilots, engineers and safety professionals. Building a strong local talent pipeline will be essential to the airline’s long-term sustainability.
Namibia Air presents an opportunity to improve the country’s connectivity and support tourism and trade.
But national pride cannot keep an airline in the air.
Sound management, financial discipline, political restraint and uncompromising attention to safety must determine its future.
Namibia has tried a national airline before. This time, it must learn from the mistakes that brought the previous one down. Prudence, not prestige, should guide Namibia Air.
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