Kenya Airways Plc

Climate Impact & Sustainability Data (2022)

Retired older, fuel-inefficient aircraft, reducing flight emissions. Current fleet (average age 10 years) is more fuel-efficient.
Acquired Boeing 787, reducing CO2 emissions and noise pollution.
Implemented fuel efficiency initiatives such as continuous descent approaches, optimized routing, idle reverse landing, reduced flap landing and single-engine taxiing.
Prioritized weight reduction by using lighter materials, implementing efficient water uplift strategies, and optimizing aircraft loading.

Increased EAP uptake to 4.8% from 3.6% (against global rates of 6%). Over 3000 staff attended various financial and mental well-being sessions.
Successfully rolled out various initiatives to ensure employees were well cared for, empowered and equipped.
KQ Pride Centre attained the Dangerous Goods Regulations Competency Based Training & Assessment Centre of Excellence Accreditation (1st in Africa and 7th in the world).
Recognized as one of the Best Employer Brand – Sub-Saharan Africa in the Talent Awards organized by LinkedIn in 2022.

Adopted corporate governance practices in line with the Capital Markets Code of Corporate Governance for Issuers of Securities in Kenya.
Undertook a Governance Audit exercise in 2021, receiving an unqualified opinion on corporate governance practices.
Significant improvement in Governance and Leadership score from 79% to 86% in 2022.
Established a standalone role of Ethics and Integrity Manager.

Medium-term Goals:

Short-term Goals:

Global fuel price volatility increased by 42% year on year.
Deterioration of the dollar and its effect on direct operating costs.
Tight forex demand and devaluation of the Kenya Shilling.
Insufficient nose-in parking positions at JKIA, inadequate baggage sorting facility, extended closure of apron spaces, and continued Covid checks.
Unlawful pilots’ strike.
Significant risks affecting human resources.
Geopolitical risks impacting operations.
Airline safety risks.
Legal and compliance risks.
Security risks.

Fuel surcharge on ticket prices, competitive sourcing of fuel suppliers, fuel hedging arrangements.
Negotiation for foreign allocations with different countries, foreign exchange swap arrangements, locking purchase of economy class seats.
Implementation of Act right, speak up campaigns, increased monitoring of controls, consequence management process, increased awareness on whistleblowing mechanisms, creation of an ethics and integrity office, forensic investigations.
Strategic partnerships with other airlines, continued focus on customer centricity.
Increased focus on IT controls, review of ICT infrastructure, vulnerability assessment, patch management.
Succession planning, talent pipeline development, alternative opportunities for staff, engagement with social partners, culture change program, stratified employee value proposition.
Strategic engagement with the Kenyan administration, active monitoring of political developments, cost-saving initiatives.
Compliance monitoring framework, adherence to SOPs, consequence management, regular SMS training, safety incident management processes, digital safety reporting system.
Mechanism to ensure compliance, continuous monitoring.
Mandatory AVSEC training, continuous security risk assessment, adherence to security policies, collaboration with security authorities.