I did not expect to return to writing about Kuwait Airways so soon, but a message from a reader of my recent article in the Arab Times, along with an interview I came across with a former Kuwait Airways captain, compelled me to revisit the topic.
The reader, a European, wrote, “I read your article about Kuwait Airways in The Arab Times and appreciated its insight. I especially enjoyed the story about the dead horse. Your words resonated with me as both a regular flyer and someone working in aviation. “I wanted to share this thought - We must learn from the experiences of other Gulf Cooperation Council countries. “Their companies generate high profits and operate with clear efficiency. I work closely with them, and all have professional CEOs and management teams with extensive airline industry experience, drawn from a range of international backgrounds.
“The truth is that few industries are as global and professionally demanding as aviation, so airline management must be global in both mindset and expertise. “I understand this may conflict with the goals of ‘Kuwaitization,’ but if the government wants to stop subsidizing a loss-making national carrier, while other Gulf airlines thrive, earn billions in profits, build strong reputations, and operate from world-class airports, then the only viable solution is to place the airline in the hands of professionals who adhere strictly to sound business rules.”
I replied by saying I understood his perspective, and that I had previously advised more than one Kuwait Airways CEO to seek government approval to amend the regulations that prohibit hiring highly qualified foreign experts, even temporarily, until a capable Kuwaiti CEO can be trained to take over and manage the company efficiently before the foreign expert’s contract ends.
This is exactly what Kuwaiti banks did, and I personally witnessed both the foreign expertise phase and the rise of national talent. In the early days, most bank leadership teams were American, British, or French. But over time, and through proper training, dozens of outstanding Kuwaiti professionals emerged, including figures like Yousef Al-Awadhi, Yousef Al-Hussaini, Abdullah Al-Sumait, Adel Al-Majed, Imad Al-Saqr, Walid Mandani, and others. I apologize to those I may have unintentionally omitted.
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On another note, I recently listened to a podcast interview with a former Kuwait Airways captain. When asked by the host about the reasons behind the national carrier’s decline in performance compared to other Gulf airlines, he responded without hesitation by explaining that he had served as a pilot at Kuwait Airways for 42 years, and described the company as one filled with compassion, warmth, and generosity. He emphasized that Kuwait Airways is not a profit-driven entity, but rather a service-oriented one.
As an example, he pointed to the airline’s humanitarian role during emergencies and natural disasters in various countries, where Kuwaiti citizens were stranded. In such cases, Kuwait Airways stepped in to rescue and return them home free of charge. He concluded by saying that Kuwait Airways is the best airline in the Gulf and proudly noted that it maintains a spotless safety record, unlike some of its regional counterparts.
The captain either forgot or chose to overlook that his remarks amounted to an implicit criticism of the reputation and safety records of other Gulf airlines. By doing so, he suggested they lacked the “love, compassion, and generosity” that Kuwait Airways reportedly shows, including failing to rescue their stranded citizens abroad. Moreover, his comparison of Kuwait Airways’ safety record with those of other Gulf carriers was flawed, as if implying negligence on their part. This comparison is unfair and unrealistic.
Naturally, there will be differences in performance and safety between an airline operating 20 or 30 aircraft and those managing fleets of hundreds. Kuwait Airways is our national carrier, and we all hope it achieves the highest standards. To do so, it needs to be privatized or at least granted its board of directors greater autonomy to hire international experts to manage the airline, without unnecessary interference by the relevant minister.
By Ahmad alsarraf
email: [email protected]
email: [email protected]
