President Yoweri Museveni has removed Jenifer Bamuturaki as Chief Executive Officer of Uganda Airlines, bringing to an end her tenure that began in July 2022 and capping years of scrutiny over governance failures at the national carrier.
Bamuturaki’s dismissal follows investigations into alleged abuse of office, embezzlement and procurement irregularities at the airline. The move comes against the backdrop of persistent financial losses despite heavy government investment and reported gains in revenue.
According to recent disclosures, Uganda Airlines recorded a net loss of Shs230.81 billion in the 2024/25 financial year. This was posted even as the airline’s revenues improved, highlighting deep structural and operational challenges.
Since its revival in 2019, the carrier has received nearly Shs1 trillion in government support, but continues to struggle with high operating costs—particularly fuel—and revenue leakages, including an estimated $9.2 million in fees that were not banked.
The decision has sparked strong reactions across the political and public sphere.
Leader of the Opposition in Parliament, Joel Ssenyonyi, recalled that a 2022 COSASE report detailing investigations into Uganda Airlines was never debated on the floor of Parliament after it was denied space by the Speaker. “But now, the chickens have come home to roost,” he said, suggesting the issues raised earlier had finally caught up with the airline’s leadership.
Political commentator Andrew Mwenda welcomed the dismissal, thanking President Museveni and Chief of Defence Forces Gen. Muhoozi Kainerugaba for what he described as decisive intervention.
Mwenda called for a complete overhaul of the airline’s leadership, proposing aviation veteran Girma Wake, a former Ethiopian Airlines CEO, as board chair, and suggesting that the current Ethiopian Airlines CEO take over executive leadership once his contract ends later this year.
Other commentators have used the moment to push for deeper reforms rather than focusing on individual accountability alone. Some analysts argue that Uganda Airlines can only succeed if it is run as a fully commercial entity, insulated from political interference, with professional governance, disciplined fleet planning, and strong technical capacity—often pointing to Ethiopian Airlines as a model worth adapting.
However, critics such as academic and writer Jim Spire Ssentongo warn that the problems at Uganda Airlines reflect broader systemic failures in public governance.
He argues that blaming one CEO risks ignoring the political patronage and impunity that shape appointments and decision-making across state institutions. “You cannot fix bits of a house with a compromised foundation and expect sustainable results,” he noted.
In the meantime, the Uganda Airlines board has advertised the position of CEO, as the government signals a desire for fresh leadership to stabilise the airline. Whether the next appointment will mark a genuine break from past practices—or simply another chapter in a troubled experiment—remains to be seen.
