User:The Pudit/sandbox

==Proposed edit of Strategic ambitions and landmarks== Due to rapid growth, in May 2018, the airline amended, some elements, of its fifteen year strategic plan: "Vision 2025". The number of planes it would own and operate by then has been revised up to 150. Efforts to increase the number of hubs through joint ventures is continuing. In addition a wholly owned subsidiary airline, based in Mozambique, is underway. An order for, thirteen more Boeing B787s and six more Airbus A350s is to be placed in support of this expansion.

===Proposed edit of Kenya Airways "History" sec.===

Operational results for fiscal years 2015 and 2016 showed substantial loses. The rapid expansion of the fleet size and routs (daubed "Project Mawingu"} was cited as the primary cause of the downturn. Fuel price hedging and the 1996 agreement with KLM, considered intrusive in the running of the flag carrier, took secondary blame. Corrective measures needed to be taken to improve the financial and operational position of the airline and avert insolvency. The route partnership with KLM was deemed profitable thus, kept. However, the parties agreed to amend some features of the deal that had negative effect on KQ. Two Boeing B737-700 were sold and five newer, leased, airliners were sub-leased to improve cash flow. Efforts to financially re-position the carrier bare fruit at the end of 2017. In a complex deal, stake holders agreed to convert close to half a billion dollars in loans to equity changing the ownership structure. The government of Kenya, the biggest lender, saw its stake rise from 29.8% to 48.9% while that of KLM was diluted from 26.7% down to 7.8%. A consortium of local banks, through a special purpose vehicle called: "KQ Lenders Company 2017 Ltd.", ended up with 38.1%. The latter entity is obligated with a lone to, the above local banks, in the amount of $225 million; this amount, in turn, is guaranteed by the government. The airline's employees, through a shareholding scheme, and others own the remaining 5.2%. A farther, $525 million debt, owed to Import-Export Bank of the United States, was issued a guarantee by the Government of Kenya. In a bead to recover their exposure, syndicated lease holders and banks fought these measures to save the carrier. Officials' efforts to preserve this important national asset saved the day.

Proposed edit of new dev. of KQ

An outline of a plan to turn the airline to profitability was disclosed in a March 2018 interview given by the CEO and the chairman of the company. The turn around operation will be centered in route expansions, pursuing the high end segment of the travel business and, on partnerships and joint ventures with other airlines. The carrier plans to add up to twenty new destinations in Africa, Europe and Asia in the next five years. Five sub-leased aircrafts are to re-join the fleet, by end of 2019, to facilitate this move. The airline plans to roll out new economy-plus class to target the business and high end leisure traveler. Direct flights to some of the luxury tourism destination in the Indian Ocean is also planned. Talks underway with South African Airlines, in route sharing and aircraft maintenance collaboration, mark the starting point for the other focus of the turnaround scheme.

PROPOSED EDITION OF THE INTRO AS: (as a new paragraph)

The Ethiopian government reorganized the airline as a new aviation holding group in July, 2017. The aim was to maximize efficiency and ease of long term planning. The initial group comprised of: The Ethiopian Airports Enterprise(EAE), the Passenger Airline company, Cargo Airline and Logistics Company, Ethiopian Aviation Academy, Ethiopian Inflight Catering Services, Ethiopian MRO Services, and Ethiopian Hotel and Tourism Services. The MRO Services is the largest such operation serving the continent and the Med-Eastern region; fully accredited by FAA and EASA. The Cargo and Logistical division is expanding to increase annual capacity to 1.5 million tons.

New Destination
A service to Jakarta, Indonesia is to start soon. An agreement has been signed with GMF AeroAsia for aircraft maintenance and ground support. Chicago, O'Hare becoms the fourth stop in the US on June 10, 2018. The three times per week service will use a fleet of B787.

Proposed edit for Ethiopian Airlines "destination" sub-section Addition to last paragraph to read:

The airlines list of cargo destinations has grown with the recent addition of: Los Angeles, Mexico City and three additional cities in Africa. The daily uplift stands at 650 tons. The plan, by 2025, is to grow the service points to 57 with a fleet of 18 aircraft.

Kenyan Airways sub section: Recent developments and Future plans

The FAA has given the airline tentative approval to fly to New York JFK starting October, 28 2018. The planned direct daily departure from JKIA will be operated with B787-800; taking 14hrs. west bound and 15hrs. on the return leg. KQ will be the third African carrier to land in US after Ethiopian Airlines and South African Airways.

Addition to Destination section of Ethiopian Airlines sec.   --Addition to Lome-Newark routing P An additional flight to Newark, via Abidjan, Côte d’Ivoire, is scheduled to start on May 10, 2018.

==proposed edition to Rwandair Management/ ownership section==

Rwamdair's board of directors is lead by long time aviation veteran Mr. Girma Wake. Yvonne Manzi Makolo is the current CEO. Makolo was promoted from deputy CEO, in charge of corporate affairs, in April 2018. She replaced acting CEO Col. Chance Ndagano.

===TO be added to: Strategic ambitions and Land mark sec.===

The business growth continued with an announcement, in April 2018, of a planned aerospace manufacturing facility. There is a small existing unit, under Ethiopian MRO Services, that manufactures wire-harnesses for the Boeing co. The new division,a joint venture with Aerosud of South Africa, will be capable of designing, and manufacturing, aircraft parts for plane makers. Negotiations are under way with Boeing, Honeywell, Airbus, and Bombardier among others in search of clients. Accreditation will be sought from the FAA and EASA. The needed human resource will be groomed from the local technical schools and higher learning institutions.