Between the takeover of Kuwait and the First Al-Fayhaa squad
Kuwait Airways has suffered successive losses since the second half of the 1980s, due to expanded expenditures and the absence of disciplined commercial operations, as well as a sharp decline in daily flight hours to levels unknown to commercial airlines. There are also factors beyond the company’s control, such as the social burden of employment, alongside political and parliamentary pressures and interventions, as well as an unfriendly relationship between the Civil Aviation Authority and Kuwait Airways in previous stages.
I have always believed, and still do, that Kuwait Airways is a good model for companies that could achieve high profitability, averaging 10% of their capital. This is due to its extensive rights, licenses, superior operational capabilities, and network of routes and stations, if utilized effectively. However, a similar opportunity has not materialized for it.
While emphasizing the centrality of Kuwait Airways as the official national carrier, which numerous crises have proven requires state ownership for the immediate fulfillment of sovereign and national duties and emergency situations involving the evacuation of citizens, the step to reclaim its ownership is a successful strategic decision. Moreover, the recent restructuring of its board of directors is of paramount importance in its new phase. Here are important observations that enhance Kuwait Airways’ ability to succeed, excel, and achieve profitability:
2. Ensure that members of the new board of directors are supported and gain expertise through the presence of foreign experts on the board.
3. Infuse the board with successful professional and technical expertise, either as board members or in an advisory capacity, to avoid the negative dominance of foreign expertise on executive and operational decisions, which could lead to further losses or burden the company with unjustified debts. We hope that the “Blue Bird” will return to its former status and excel professionally, operationally, and profitably.
For decades, the Diwaniya of the First Generation in the Al-Fayhaa area has become a successful social, cultural, and friendly gathering place where residents and visitors meet prominently, share evening conversations, and discuss matters of importance to the area and its people. The Diwaniya has become a unifying hub for many pioneers from the first generation, veterans of the area, and its youth. It has evolved into a starting point for improving services for the area and its residents, facilitating their meetings and exchange of views. The Cooperative Society used to cover the modest hospitality expenses of the Diwaniya, until the Society decided, illogically and for incomprehensible reasons, to stop this support, despite its bylaws allocating a portion of its revenues to social activities in the area, and the Diwaniya represents one of the best forms of such activities. We hope the Cooperative Society’s board of directors will reconsider this matter, and we call on the Ministry of Social Affairs and its minister to urge the Society to continue supporting the Diwaniya, and to make this a policy for all similar Diwaniyas in various areas, thereby reinforcing the Ministry’s mission to support social activities as part of its objectives and the goals of the societies.
Kuwait remains a pioneer and leader in the aviation sector and in the cooperative societies sector, an achievement that citizens are proud of and support.
