He was born in Addis Ababa to his mother Dinbushe Gorento and his father Waqe Besha in 1943. In 1973 when he was a sophomore student at Addis Ababa University, The Ethiopian Airlines was recruiting pilots. He learnt that from his friends and just followed them for registration.
Even though he passed the recruitment test, he failed to be a good pilot, according to him. Then he was transferred to the commerce department of the airlines. From that time on, he was serving the Ethiopian for 27 years before his first resignation. He was also the 14th CEO.
Today Herald’s executive guest is Girma Waqe.
Herald: What was the reason you left the Airlines for the first time?
Girma: I left the Airlines 27 years back. That was the time EPRDF came to power. At that time a committee was established concerning the Airlines. I was a member of that committee representing the management. The overall procedure or situation was not pleasant. I had disagreements, which was why I left.
Herald: What was it that you would not agree with?
Girma: It was the issue of policy. Under the leadership of Siye Abrha (the then Minister of Defense), a study was being conducted to change the structure and operational procedures of the Airlines. As a management representative, I had been observing ideas that were inappropriate about the Airlines, being reflected in the committee meetings. I had been arguing with and telling those people [in the committee] that they were wrong about the Airlines.
When their response became negative and threatening, I decided that I should not go any further and quitted the job.
One month later, I got a job at the Gulf Airlines. While I was working there, DHL employed me with two years contract. Meanwhile, the Gulf Airlines needed me back and I returned after the two years contract was terminated. I worked there as a Cargo Manager until Ethiopian requested my service again.
Herald: When was the time you accepted the request and came back?
Girma: We had a discussion about my return on December 2004. It took me about a month to have my leave .The same year on January, I started my job as the CEO of the Ethiopian.
Herald: What were you positions during the first 27 years of service?
Girma: I had been working in different places and positions over those 27 years. First I was serving in Jimma town of Oromia State. Back from Jimma I was a teacher in the commerce department of the Airlines for four and half months. Then, I established a capacity planning department in the airlines. I also worked in this department for five years.
When the Derg regime came to power, there was a serious problem in the landing area and I was assigned as Manager of that part. Then after, transferred, I had been working in Ghana, Tanzania and Germany.
Again, I returned back to Ethiopia and was assigned manager of all airports throughout the country. When the Airlines wanted to purchase Cargo Airplane, I was a Cargo Director. That was the time EPRDF came to power.
Herald: When was the exact time you left the Airlines first?
Girma: It was in 1999.
Herald: You had resigned from the Airlines two times. Would you tell us the main reasons why you left the Airlines twice?
Girma: The first one was due to ideological disagreement. I was summoned by the then Prime Minister Tamirat Lyne to be told to do my job with no argument! I told him that I would not do anything that I did not believe in. He said “Okay then, we know what we should do!” on my turn I replied “You should not do something wrong. Let me just submit my resignation”. With that being said, I submitted my resignation letter to the Prime Minister. He told me to submit the letter to my immediate boss whose name was Zeleke. I was relived this way.
Herald: What was the disagreement about? What were the things you did not believe in?
Girma: There were procedural differences. When the EPRDF came to power, they [Officials] were asking what was necessary for the Airlines just like the Derg did. On the other hand, they had a grudge that the Air force had been striking them [on the seventeen years war]. At that time members of the Airforce were working at the Airlines. Some who had been believed to participate in the strike were arrested. In this case, their feeling about the Air force and the Airlines was the same.
About procedural differences, it was not bad to bring new ideas and procedures. But when they came up with some impossible ideas [ my partners and I in the committee] would argue with them.
Finally, I realized that things would not bring a good result. So I was forced to quit my job.
Herald: Were the problems solved when you returned?
Girma: When Siye Abrha was a chairperson of the committee, they had dismissed all the former 35 members of the management and replaced them with their own people. While they were referring to the Airlines, they used to allude to the Derg and disregard its policies and procedures. They almost destroyed it. Gradually, they began to understand that the Airlines was suffering a downward spiral and many of its employees were leaving.
When they called and asked me to come back, my age was approaching sixty. So, I told them that it was my time for retirement. Besides I had been away from the Airlines’ working environment for eleven years. So, I said no.
Meanwhile, the then Foreign Affairs Minister Seyum Mesfin called me to discuss my return. Even though he said that he would come right where I was, it was inappropriate to let the Country’s Foreign Minster to come looking for me. I rather had to go meet him in his office if my service was really needed that much.
Therefore, we had arranged an appointment with Seyum and I met him one Saturday. There, I also met my former bosses Captain Mohamed and Colonel Simret including others. They were members of the board.
Then, I was told that I would have a General Manager position. But referring to my age and that the presence of hard working people who deserved the position, I told them I would not accept the offer.
However, I was convinced that the Airlines had faced basic problems and I was needed to bring about some structural changes as well as prepare the future leaders of the Ethiopian.
I had better payment in the company where I was working at that time. I told them how much I was paid there. I informed them and I would not expect my country to pay me as much. They asked me what I wanted.
If I had to return, I made clear my preconditions. So I had to explain that I did not need a payment higher than the other employees of the Ethiopian. That was morally unacceptable to me. But as General Manager of the Airlines, I made clear I would never accept any political interference from government officials.
I would allow nobody to tell me who to hire or fire, where to do what or what type of Airplane to purchase. I would submit and present my annual plan for the board and it was possible to discuss what should be added or reduced. Once, we agreed , there was no turning back. I would not allow any interference. So, I told them all those preconditions. They agreed and I returned to the Airlines.
On 2004, we have developed the vision 2010 plan and started implementation by 2005.
Herald: What was vision 2010?
Girma: When I came back, the number of annual passengers of the Ethiopian was 1.2 million with an income of 390 million USD. Our plan of vision 2010 was aiming at increasing the number of passengers to three million and its income by one billion USD. We had also gone to implementing the plan with the idea of increasing our flight destinations.
Meanwhile, people would doubt the possibility of achieving this vision considering the fact that the Airlines had only 1.2 million passengers with its 60 years journey.
Moreover, we passed down the plan to our employees in every level and it was considered as an illusion. But after a hard work of persuasion, we were able to implement the plan and we met our goals/ vision by 2009, which was one year earlier than the plan.
We had faced several challenges in the process though. The absence of early purchasing orders for planes was one challenge. Even if we found some, they were rental and not made based on Ethiopian customs. On the other hand, the rental price was very expensive.
Taking lessons from that, we decided to prepare another fifteen years plan, which would allow us to make early purchasing orders, earn financial loans, and prepare our human resource appropriately. That was our vision 2025.
The plan has included how many airplanes to purchase, how many captains and mechanics to train, how many employees to hire within each fiscal year. Furthermore, we had changed the training department in to a big academy. That was because nothing could be achieved in the absence of a well-trained human resource.
The preparatory task of vision 2025 was pulled off by Ethiopians only. We did not use foreign consultants because we have assigned our people to work with companies like Earnest and Young and used advantage of the experience.
As we finished preparing vision 2025, I convinced the board that a new workforce had to take my place, start the job, complete the job and realize the vision. I also recommended the person who would take my position. My second resignation got accepted. I retired on 11th January.
Herald: Why did you retire when you have the potential and good reputation?
Girma: There are two things. The first one is my age. Being on the wrong side of 65 and staying on such a rushing job is inappropriate. I believed that it was better if the youth took control of the place. If I had continued it would have only been for two or three years. I was of the opinion that it would not be good to start something and leave it in the middle. I believed that someone who could finish the task should start it.
The second reason was that, when I saw the boys they were all prepared enough. Thus my stay in the Airlines had no more value. I believed that the airlines would not encounter any problem if I left. I thought if these boys give up hope and leave it, the Airlines would lose its future hopes.
I and the people in the board argued on this issue so much, but they were convinced to relive me.
Herald: Where did you go when you retired?
Girma: Straight home. After I retired for one year the government of Rwanda was establishing an airline and they asked me for assistance. I helped the Rwandans establish the new airline and assessed its progress for five years. Then I went to Togo being Aviation and Tourism Consultant. I am still doing this job showing up for one week per month.
Other airlines also call me when they needed my assistance and I am always willing to help. My current job is to go consult airiness how they can work with integrity and improve their services. I also advise that governments should not interfere in any procedures of airlines.
Herald: You have been working in different places and positions. What awards did you earn?
Girma: My first recognition was from the African Airlines Association, for my role in strengthening it. I had received several recognitions and awards from national and international organizations including the African Best CEO Award.
Herald: Is there any award that has a special place in your heart?
Girma: Well, all the awards have a very big place and respect in my heart. Meanwhile, even though I can afford to have my own car, the car and collection of photographs in an album, I was given by the employees and management members of Ethiopian have a very special place in my heart.
Herald: How do you describe your success and the challenges?
Girma: The results are what you have seen. But if I could mention some other challenges, there was one which was related to the Nation’s Business Process Re-engineering (BPR) program. This BPR was being implemented in governmental organizations all over the country. When it comes to the Airline, I found out that it was irrelevant. The then Minister of Transport Junedin Sado tried to impose this system on the Airlines but I refused. We have a very fine system called ASE.
Herald: What was the ASE?
Girma: It is a short term for Achieving Service Excellence and it was a better system than the BPR. I told the Minister I cannot give up the best one just because the whole Nation is implementing this new BPR. The issue went to the then Prime Minister Meles Zenawis office. But it was decided that the Airlines must be left alone.
The other challenge was when the government decided that every governmental organization needs to have a communication officer and they sent one to the airlines. It is all about infiltrating political cadres in governmental establishments. I had a problem with that. I told the young man, who was sent to my office to be the communication officer without competition, that I would not accept him.
The Foreign Affairs Minister tried to convince me but I told him that I would not violate Procedures of the Airlines. That is because if I accepted one political cadre some day and I accept him/her another pressure would come the next day. That is not good for the Airlines.
Herald: What is the benefit for Ethiopian being a member of Star Alliance?
Girma: There are four international alliances. Star Alliance is the biggest one. One World is the second largest. At first, I wanted the Ethiopian to be a member of the One World Alliance because we had been doing a lot with the British Airlines, the leader of the One World Alliance. But some member countries of the Alliance rejected our request for some reasons.
When it comes to our membership of Star Alliance, Egypt and South Africa were the only African members. So I had to convince the CEO of Lufthansa clarifying how the Ethiopian would play a great role by connecting the middle African countries. Meanwhile, being a member of the Star Alliance has several significances but most of all it makes the Airlines services more modern.
The Ethiopian Herald Sunday Edition 28 July 2019
BY HENOK TIBEBU
