Johannesburg, South Africa: The recent appointment of Professor John Lamola as the Group CEO of South African Airways (SAA) has once again ignited debates over the governance and leadership of state-owned enterprises (SOEs) in South Africa. While Lamola’s credentials in the aviation sector are notable, the political wrangling surrounding his appointment has exposed the persistent tensions between merit-based leadership and political influence within SOEs. What compounds this tension is that SAA has in the past suffered due to lack of competence from both the board and the executive leadership as well as political interference.
The contentious nature of SOE appointments
The appointment of CEOs to state-owned enterprises in South Africa is rarely a straightforward process. Too often, these appointments are mired in political manoeuvring, factional battles, and competing interests that overshadow the fundamental requirement: competent leadership. In many cases, these appointments are seen as expensive political gratification gestures that politicians use to plant their preferred candidates in these leadership positions in lieu of future financial gratification using corrupt means. SAA, like many other SOEs, has a past of struggling with governance failures, financial mismanagement, and political interference. Hence the question remains—will Lamola’s appointment break this cycle, or will he become another casualty of a system that has historically undermined its own leadership?
Why SOE leadership matters
State-owned enterprises play a crucial role in South Africa’s economic development. Their effectiveness—or lack thereof—directly impacts service delivery, economic stability, and national progress. A strong, independent, and competent leadership team is essential to ensuring that these entities do not collapse under the weight of inefficiency, corruption, and wasteful expenditure. For SAA, the stakes are even higher. As the national flag carrier, its success is tied to the country’s global image, trade, tourism, and connectivity.
The centrality of a national carrier
A flag carrier is more than just an airline; it is a symbol of national identity and a strategic economic asset. In South Africa’s case, SAA’s ability to remain competitive and expand its operations is critical to positioning the country as a leader in African aviation. With key routes from Cape Town, Johannesburg (OR Tambo), and Durban servicing high-traffic destinations, SAA has an opportunity to reclaim its place as a major player in the region.
However, reclaiming this status requires more than just leadership changes. It demands a clear, long-term strategy focused on operational efficiency, customer service, financial stability, and expansion into lucrative markets. The airline must also position itself to take full advantage of the African Continental Free Trade Area (AfCFTA) and the Single African Air Transport Market (SAATM), which promise greater intra-African connectivity and economic integration.
Additionally, an entity like SAA ought to contribute to and lead the call for transformation in the aviation sector. With the dire statistics that are reported by the regulator, the South African Civil Aviation Authority annually, SAA ought to engage the government and consider bringing back the cadet programmes that used to be run under South African Express Airways – whose liquidation ended the dreams of many a village child. For South Africa to get its workforce development and transformation imperatives right, the need for an inclusive, accessible and affordable aviation training and employment sector cannot be denied. It is intricately connected to the work and health of the national carrier, SAA.
The path ahead for SAA
For Prof. Lamola to succeed, several key elements must be addressed:
- Restoring Public and Investor Confidence: SAA’s past financial woes and repeated bailouts have eroded public trust. A strong commitment to transparency, accountability, and sound financial management is non-negotiable.
- Minimizing Political Interference: While state ownership means some level of government oversight, operational independence is crucial. The new leadership must be allowed to run the airline without undue political pressure.
- Focusing on Strategic Growth: SAA must develop a sustainable expansion plan that leverages Africa’s growing aviation market. This includes improving regional connectivity, enhancing fleet efficiency, and strengthening international partnerships.
- Workforce and Operational Stability: Ensuring that labour relations remain stable and that employees are motivated will be key to avoiding disruptions and maintaining service excellence.
Final thoughts
The appointment of Prof. John Lamola presents both an opportunity and a challenge for SAA. If given the space to lead effectively, he has the potential to steer the airline towards stability and growth. However, if his tenure is plagued by the same political and structural issues that have hampered past leadership, SAA’s future will remain uncertain.
At Flying Jurist, we remain committed to engaging in discussions that impact the aviation industry and advocating for policies that support a thriving, sustainable sector. The fate of SAA is not just a corporate issue—it is a national concern. South Africa needs a strong, competitive flag carrier, and that requires leadership that is competent, independent, and focused on long-term success.
#FlyingJurist #SAA #AviationLeadership #SOEReform #AviationLaw
Prof Angelo Dube
