By Nana Karikari, Senior Global Affairs Correspondent
Ghana is embarking on a bold new chapter, but it’s a story we’ve heard before. The recent announcement to re-establish a national airline has ignited a national debate that goes beyond business. This is about a nation confronting a painful past and an emotional need for a symbol of pride. The ghosts of Ghana Airways and Ghana International Airlines (GIA) loom large, creating a complex mix of hope and deep-seated apprehension among Ghanaians. The key question is whether this time is different, or if Ghana is simply repeating old mistakes? “It’s about pride, but it’s also a deep fear of failing again,” stated Dr. Kojo Boateng, an aviation analyst.
A Nation’s Emotional Weight on a Flag Carrier
For many Ghanaians, the collapse of Ghana Airways in 2004 was more than a financial failure; it was a personal tragedy. It symbolized a loss of national ambition and severed a tangible link for Ghanaians living abroad. The airline was a beacon of home, and its demise, burdened by over $200 million in debt (an approximate equivalent of 2.2 billion Ghana Cedis), was a source of collective shame. According to a former Ghana Airways deputy CEO, Captain Paul Forjoe, the country “gave away” valuable international routes to foreign carriers, a loss that still stings. This emotional and historical weight makes the conversation about a new national airline so potent. It’s a desire not just for economic gain, but for the restoration of a vital piece of national identity.
Ghanaians are not just talking about planes and profits; they’re talking about a diaspora longing for a direct connection to their roots, a flight where the language is familiar and the culture is celebrated from the moment they board. As Ato Stevens, a Ghanaian living in London stated, “We would love to fly a Ghanaian airline, but not at the expense of our time or money. We need reliability first, then patriotism.” The success of this new airline hinges on its ability to win back the trust of its own people.
The Political and Economic Calculus
“The establishment of a new national carrier is not a matter of prestige but a strategic imperative to position Ghana as the aviation hub of West Africa,” President John Dramani Mahama stated, as his administration takes a fresh look at the project. The political landscape surrounding the airline is just as charged.
The current government, led by the National Democratic Congress (NDC), views the airline as a critical component of its development agenda. Senior Presidential Advisor Joyce Bawa Mogtari has stressed that a national carrier “would not only enhance direct connectivity… but also boost tourism, facilitate business travel and support economic
diversification.” The government’s decision to pursue a Public-Private Partnership (PPP) with a major airline like Egypt Air signals a more pragmatic approach, a departure from past, state-run failures.
However, the opposition, led by the New Patriotic Party (NPP), is watching closely. While not outright rejecting the idea, the NPP has consistently called for fiscal discipline and transparency, a direct jab at the failures of the past. The NPP has previously raised concerns over government spending on what it deems to be non-essential projects, and will likely scrutinize every detail of this new venture to ensure it does not become a financial drain on the taxpayer. The collapse of the recent partnership with Ashanti Airlines and its foreign partner, Zotus Group, underscores the challenges and the need for due diligence.
The economic case is built on a few key pillars. Firstly, a national carrier would help Ghana retain revenue currently siphoned off by foreign airlines. Over 23 international airlines operate in Ghana, and data from the Ghana Civil Aviation Authority (GCAA) shows a strong demand, with passenger volumes on the rise. “Flying from Accra to key business centers is often a hassle, with long layovers in foreign airports.
A national airline that connects us directly would be a game-changer for businesses like mine,” stated Kwame Agyapong, a prominent Ghanaian business mogul in the tourism industry.. An airline would also generate jobs across the entire aviation value chain, from pilots and cabin crew to ground handlers and maintenance technicians. The presence of the African Continental Free Trade Area (AfCFTA) Secretariat in Accra also strengthens the case for a national carrier to act as a regional cargo and passenger hub, boosting trade and investment.
Why African Airlines Struggle
Ghana’s predicament is not unique. It’s a microcosm of the larger challenges facing aviation on the continent. African airlines collectively held a mere 2.1% of the global aviation market in 2023, while foreign carriers dominated flights to, from, and within the continent. This is largely due to factors such as high operational costs, punitive taxes, currency volatility, and fierce competition from more established global airlines. The African Union’s Single African Air Transport Market (SAATM), designed to open up African skies, has been slow to take off due to protectionist policies. For Ghana to succeed, it must not only address its internal demons but also navigate this highly competitive and financially challenging continental landscape.
International Reputation and The Road to Redemption
On the international stage, a successful national airline would bolster Ghana’s reputation as a leader in West Africa and a reliable partner for trade and tourism. Ghana
already has a strong foundation, with a world-class airport at Kotoka and a high safety oversight score from the International Civil Aviation Organization (ICAO). As the acting Director-General of the GCAA, Rev. Stephen Wilfred Arthur, has emphasized, Ghana is a leader in Africa in effectively implementing international aviation standards.
However, the financial risks are immense. The International Air Transport Association (IATA) projects profit margins in the African airline industry to be razor-thin, around 1.6%. This makes the reported feasibility study by PwC, which projected a 10.1% profit margin in the first year, look “outlandish” to some critics. A failure could be catastrophic, signaling a lack of fiscal discipline and a return to the political interference that plagued past ventures. The success of this new project will be a litmus test of Ghana’s ability to learn from its past, prioritize prudence over prestige, and finally make its aviation dream a reality. This time, the challenge isn’t just to take flight—it’s to stay in the air.
