By Nana Karikari, Senior Global Affairs Correspondent
The potential return of Ghana Airways represents a shift from nostalgia to hard-nosed economic strategy. Foreign Affairs Minister Samuel Okudzeto Ablakwa’s update at the 2025 Diaspora Summit suggests the government is ready to stop the flight of capital. For decades, Ghana has watched billions in ticket revenue migrate to foreign carriers. This revival is about plugging that leak. It is a bold move to transform Accra into the primary hub for West African travel at a time when African passenger traffic is projected to triple by 2050.
Reclaiming the Economic Runway
A national carrier is more than a status symbol; it is a tool for financial retention. Currently, a significant portion of the fares paid by travelers visiting Ghana stays in Europe or the Middle East. Aviation contributes roughly $4.1 trillion (£3.28 trillion / GHS 47.15 trillion) to global GDP, yet Africa captures less than 3% of that value. By capturing this market, Ghana can reinvest those profits into local infrastructure.
“As a former captain for the original Ghana Airways, seeing our tailfin in the red, gold, and green again isn’t just about pride—it’s about professional dignity,” says Capt. Kwesi Mensah, who flew the DC-10 for two decades. “We have the human talent; what we need is a management model that treats the cockpit like a boardroom and not a political office. If we get the UAE partnership right, we can finally stop being passengers in our own sky.”
While the technical staff sees a professional rebirth, the thousands of Ghanaians living abroad see a more personal financial incentive.
“Every time I fly home, I pay a foreign airline nearly £1,200 ($1,500 / GHS 17,250),” says Abiba Adamu, a Ghanaian professional living in London. “If that money went to a Ghanaian company, it would feel like I’m building my own house.”
Beyond ticket sales, the airline will create jobs for pilots, engineers, and ground staff. “We aren’t just buying planes; we are building an ecosystem,” says aviation consultant Kojo Boateng. “This includes maintenance centers that could serve the entire region.” This supports the government’s 24-Hour Economy initiative.
Global Image and Political Will
The restoration of the “Black Star” in the skies serves as a powerful diplomatic statement. President John Dramani Mahama has made the project a centerpiece of his administration’s economic plan. Speaking on Dec. 20, 2025, Mr. Ablakwa noted that a technical committee is nearing the final phase of the airline’s restoration.
“The President has instructed that efforts be accelerated so that we can have Ghana Airways back in the skies,” Ablakwa said. “It’s about our pride. It’s about demonstrating, as Ghana’s first president, Osagyefo Dr. Kwame Nkrumah, famously said, that the Black man is capable. We are capable of managing our own affairs.”
Crucially, the revival is backed by a strategic technical partnership with the United Arab Emirates (UAE), providing the operational expertise that previous attempts lacked. The partnership was formalized following high-level diplomatic talks in Abu Dhabi earlier in 2025, during which Emirati officials committed to assisting Ghana in establishing a sustainable, business-driven model for the new carrier.
The 2026 E-Visa: A Digital Gateway
To complement the airline, the Foreign Minister announced a nationwide Electronic Visa (e-visa) rollout during the closing session of the Maiden Diaspora Summit 2025 on December 20.
“I am delighted to announce that this government, under the direct instruction of President John Dramani Mahama, will be rolling out an e-visa policy in the first quarter of next year, 2026,” Minister Ablakwa stated. “There will be a special dispensation for Africans in the diaspora—our 17th Region—so that you can travel to the motherland easily, smoothly, and more conveniently.”
This policy includes a “reciprocal fee structure,” ensuring foreign entry costs mirror those charged to Ghanaians abroad. This digital infrastructure is designed to eliminate bureaucratic bottlenecks that have historically stifled tourism and investment.
In the bustling markets of Makola, the news is met with cautious hope. “The e-visa is good, but I want to see the airline bring the price of things down,” says Esi
Gyamfi, a local trader. “If the airline carries our goods cheaper, then my children can afford to eat better. I want to look up at the sky and say, ‘That is my plane, and it is working for me.'”
The Skeptic’s View: Risks and Fiscal Discipline
Despite the optimism, the main opposition New Patriotic Party (NPP) remains cautious. Through its Communication Directorate and the Minority Caucus in Parliament, the party has consistently called for rigid fiscal guardrails. They argue that without absolute transparency and a genuine private-sector lead, a state-led airline risks becoming a financial burden.
“We must not repeat the mistakes of the past where taxpayers’ money was used to subsidize inefficiency,” an official NPP statement noted during the transport sector debate in late 2025.
Critics further point to the razor-thin net profit margins in African aviation—projected by IATA at just 1.1% for late 2025—as a warning that national pride must never override economic reality.
Lessons from a Turbulent Past
To understand the future, one must look at how the original Ghana Airways fell. It collapsed in 2005 under a staggering $160 million (£128 million / GHS 1.84 billion) debt. Mismanagement and political interference were the primary engines of its downfall. The new model avoids these old traps through a public-private partnership (PPP). In this setup, the state keeps a minority stake while private investors handle operations. “The goal is a business that happens to fly a flag, not a government department with wings,” explains a member of the technical task force.
Navigating the African Sky
Augustus Goosie Tanoh, Presidential Advisor on the 24-Hour Economy, views this as a “triple threat” strategy involving the e-visa, the airline, and a 24-hour production cycle. “The programme would organise production around integrated value chains… linking agriculture to processing through logistics hubs,” Tanoh explained at the 2025 summit.
This high-level logistical framework translates directly into competitive advantages for local industry leaders who rely on the speed of transit to stay profitable. “A national airline that connects us directly would be a game-changer for businesses like mine,” says Kwame Agyapong, a prominent Ghanaian tourism and hospitality mogul. “Under the 24-hour economy, we need to move goods and people at 2 AM just as easily as 2
PM. Having our own carrier means we control the schedule, the cargo rates, and ultimately, our own growth.”
However, the carrier must still navigate a continent where jet fuel prices are 17% higher than the global average. Furthermore, the region struggles with “blocked funds,” with IATA reporting that Africa accounts for $954 million (£763 million / GHS 10.97 billion) in un-repatriated airline revenue as of late 2025.
Moving Beyond the Horizon: A Final Verdict
The revival of Ghana Airways is a high-stakes gamble with potentially massive rewards. Success hinges on one factor: the ability to separate politics from the cockpit. If the government maintains its “arm’s length” approach through the PPP model, Ghana could reclaim its sovereignty in the skies. For now, the technical team’s completion marks a moment of rare bipartisan hope for a nation ready to fly again.
