Binyam Belete, born in 1978, is the founder of Macedonia Humanitarian Foundation in Ethiopia. He started out by taking in 20 elderly homeless people into his house. Currently, his foundation provides housing, clothing, food, and medical support to over 1500 people who have no other means of supporting themselves. Among these 1500 people are rape victims, mentally ill people, and elderly homeless people with different problems. Biniyam has received several awards for his humanitarian deeds from different institutions. While working in Macedonia, Biniyam met his wife Eleni Gebre Eyesus. ….The sixth of ten children, Binyam was born to his mother Tsege Bekele and his father Belete Addis in Addis Ababa Ethiopia. His father is devout orthodox Christian and well known for his charity. ….Binyam graduated from St. Joseph High School. In his grade 12 matric exam, he scored 4.0 GPA, one of the seven people to do so in the whole country in 1993. He joined Addis Ababa University and studied law. After working for three years as a lawyer, he decided to come to United States to his parents. …..After working various jobs, Binyam, with the help of his family, managed to buy a supermarket. Alongside running his store, he got his second degree on non-profit management and development. After saving some money, he decided to go back to Ethiopia and start his Humanitarian foundation. On 07 January 2010 in Addis Ababa Ethiopia, he started Macedonia Humanitarian Association.
Every one of us is a leader in our own right. Whether we lead an entire company, or a team of people, or a group of friends, or our families, or just ourselves…we are all leaders in some form or fashion. Whatever size our circle of influence may be today, if we work to improve as leaders, that circle of influence will enlarge.
I have been in positions of leadership my entire career, and during those years I have learned much about the difference between being a bad leader and being a good leader. Some lessons I learned the hard way, through trial and error followed by the humility that comes from overcoming those mistakes. Other lessons I learned through observing those I esteemed to be great leaders whose example I sought to follow. Through it all I found several traits that I believe are necessary for someone to be what I consider a true leader:
True leaders know who they are and what they stand for. They know their values and the rules they will abide by, regardless of the circumstances they face. They allow their people to understand the values they are committed to uphold, which lays a foundation for the rules their people will be expected to adhere to. True leaders both know and communicate their values openly with the people they lead, creating an atmosphere of certainty and trust.
True leaders have integrity. Integrity is the very core of their influence. Living the values they profess to believe is what gives them credibility and allows others to place their trust in them. True leaders are able to say “do as I do” rather than just “do as I say”, because they lead by example.
True leaders work right alongside the people they lead in order to get to know and care about the people they are leading. Working with people allows leaders to lift and inspire their team.
True leaders listen without being condescending. They are willing to hear what others have to say without rushing to judgment. They are patient and genuine in their desire to understand the thoughts and feelings of the people they lead.
True leaders are forthright with their people. They communicate openly and often. True leaders take the time to communicate often to their team in order to show that their team is valued and important to them. They understand that as the leader they have an obligation to communicate directly with their people so they never allow a void that someone with mal-intent can fill. True leaders take on the responsibility of communicating for themselves.
True leaders reprimand their people from a place of love and a genuine desire to help them improve. They reprimand without anger, and they relay feedback in a direct, yet kind and respectful way. Even when they see a bad behavior needing to be corrected, they don’t view the person doing the behavior as a bad person. They listen and attempt to understand what led to that person making the mistake or exhibiting the bad behavior in order to understand the underlying cause that needs correcting. True leaders understand that when a person feels valued and cared for by their leader, they will be far more willing to take the feedback and implement the needed changes. They understand that no value comes from the use of sarcasm, beating around the bush, or sugar coating things that need to be communicated. They understand that using those things breaks people’s trust and leaves them feeling uncertain or belittled, which ultimately lead to harboring bad feelings toward their leader, none of which inspire a desire to change or improve their own behavior.
True leaders don’t control their people, they inspire them to do great things. They give them the values and rules, which set the boundaries to operate within. Then they encourage people to go out and make choices on their own. True leaders understand that employees cannot grow and progress until they are given the freedom to make choices, to try things, and yes, even to make a few mistakes so they can learn from those and improve.
True leaders delegate. They give important and specific tasks to their people that will allow their people to learn and grow in their positions. Often times it would far easier for the leader to simply do the task them self. They could get it done more quickly, effectively, and exactly to their liking. However, true leaders understand that doing so allows no growth for the people they are leading, and therefore they see their greatest role as a delegator and a teacher to the people they lead.
True leaders are not afraid to make demands of the people they lead. True leaders understand that it is a mistake to be too soft, just as it is a mistake to be too harsh. They have the courage to direct people in the work that needs to get accomplished, expressing their belief in the people’s abilities, delegating duties, and teaching and correcting their people along the way. They help people grow by making reasonable but real demands. They don’t assign people tasks that are beyond their ability, but they do assign tasks that cause people to stretch themselves. They recognize the possibilities of what their team can accomplish and they motivate each person to recognize their potential.
True leaders use their time wisely. That doesn’t mean they can’t take time for leisure and fun, it simply means they do their best not to waste the time they have. They are selfless and they work tirelessly to help make their team a success.
True leaders hold themselves and their people accountable. They hold themselves to a high standard so they can hold their people to a high standard as well.
True leaders keep things in perspective. They don’t rush into making short term decisions that will benefit their organization today only to cause even greater problems in the future. They try to take all the facts into account, keeping a long-term view in their approach, with the desire that any fixes they put in place today will be to the benefit of the organization and the people both now and in the future.
“True leaders understand that leadership is not about them but about those they serve. It is not about exalting themselves but about lifting others up.” –Sherry Dew
We all have room to improve as leaders, but our ultimate goal should be the same: To be leaders who are loved, admired, and respected by the people we lead as we motivate and inspire those people to achieve their full potential.
Malik Ambar: (1548 – 13 May 1626) was an Ethiopian military leader in the Deccan region of India.
Sold as a child by his parents, Malik was brought to India as a slave. While in India he created a mercenary force numbering up to 1500 men. It was based in the Deccan region and was hired by local kings. Malik became a popular Prime Minister of the Ahmadnagar Sultanate, showing administrative acumen. He is also regarded as a pioneer in guerilla warfare in the region. He is credited with carrying out a revenue settlement of much of the Deccan, which formed the basis for subsequent settlements. He is a figure of veneration to the Siddis of Gujarat. He humbled the might of the Mughals and Adil Shah of Bijapur and raised the low status of the Nizam Shah.
Early life
Malik Ambar was born in 1548 as Chapu, a birth-name suggesting that he was born in the Harar region in Eastern Ethiopia.Between the 14th and 17th centuries, the Christian Abyssinian Kingdom (led by the Solomonic dynasty) and adjacent Muslim states gathered much of their slaves from non-Abrahamic communities inhabiting regions like Kambata, Damot and Hadya, which were located on the southern flanks of their territory. Malik Ambar was among the people who were converted to Islam, and later dispatched abroad to serve as a warrior.[3] Both the Solomonic dynasty and the Adal Sultanate were devastated after two decades of war with each other. According to the Futuhat-i `adil Shahi, Malik Ambar was sold into slavery by his parents. He ended up in al-Mukha in Yemen, where he was sold again for 20 ducats and was taken to the slave market in Baghdad, where he was sold a third time to the Qadi al-Qudat of Mecca and again in Baghdad to Mir Qasim al-Baghdadi, who eventually took him to south-central India. He was described by the Dutch merchant Pieter van den Broecke as, “a black kafir from Abyssinia with a stern Roman face.”
Career
Malik Ambar was the regent of the Nizamshahi dynasty of Ahmednagar from 1607 to 1626. During this period he increased the strength and power of Murtaza Nizam Shah and raised a large army. He changed the capital from Paranda to Junnar and founded a new city, Khadki which was later on changed to Aurangabad by the Emperor Aurangzeb when he invaded Deccan around 1658 to 1707.
Malik Ambar is said to be the one of proponent of guerrilla warfare in the Deccan region. Malik Ambar assisted Shah Jahan wrestle power in Delhi from his stepmother, Nur Jahan, who had ambitions of seating her son-in-law on the throne. Malik Ambar and Shahaji (father of Shivaji) had also restored some credibility to the Sultans of Ahmadnagar, who had been subdued by the earlier Mughals (Akbar had annexed Ahmadnagar).[8] However, he was defeated later when Khurram, son of Jahangir led a massive army against the dwindling Ahmednagar. Later Malik Ambar offered full control of Berar and Ahmadnagar to the Mughal as a sign of surrender[
Second conflict with Mughal
Malik Ambar defeated the Mughal General Khan Khanan many times and often attacked Ahmadnagar. Lakhuji Jadhavrao, Maloji Bhosale, Shahaji Bhosale and other Maratha chiefs had gained great prominence during this period. With the help of these Maratha Chiefs, Malik Ambar had captured Ahmednagar Fort and town from the Mughals. But in one of the battles Malik Ambar was defeated by the Mughals and had to surrender the fort of Ahmadnagar. Many Maratha Chiefs and especially Lakhuji Jadhavrao and Ranoji Wable joined the Mughals after this. Shah Jahan once again laid a crushing blow to Malik Ambar in one of the battles and further decreased his power.
Death
Malik Ambar’s Tomb 1860s Khuldabad
He died in 1626 at the age of 80. Malik Ambar had by his Siddi wife, Bibi Karima two sons; Fateh Khan and Changiz Khan and two daughters.[
One of his daughters was married to a prince of the Ahmednagar royal family who was later, through Malik Ambar’s aid crowned as Sultan Murtaza Nizam Shah II. The eldest and youngest daughters respectively were called Shahir Bano and Azija Bano, the latter of whom married a nobleman named Siddi Abdullah.[
Fateh Khan succeeded his father as the regent of the Nizam Shahs. However, he did not possess his predecessor’s political and military prowess. Through were a series of internal struggles within the nobility (which included Fateh Khan assassinating his nephew, Sultan Burhan Nizam Shah III), the sultanate fell to the Mughal Empire within ten years of Ambar’s death.
The final daughter was married to the Circassian Commander of the Ahmednagar army, Muqarrab Khan who later became a general under the Mughal Emperor and received the title Rustam Khan Bahadur Firauz Jang.[14][15] He became famous for his involvement in several important military campaigns, such as the Kandahar Wars against Shah Abbas of Persia. He was killed by Prince Murad Bakshin the Battle of Samugarh during the Mughal War of succession in 1658.[16]
Legacy
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There are conflicting perspectives on Ambar’s long-term impact in Deccan, and its surrounding Indian states. Historians who subscribe to Harris’s point of view credit the former slave with creating a long-lasting legacy of African’s rising to power in the eastern regions of the world, namely India.[17] Others agree more with historians like Richard Eaton. He cites Ambar’s military prowess as the reason he rose to such influence during his life, but claims that a string of decisive defeats at the end of his career instigated distrust and resentment amongst those in his close administration. Eaton and his proponents claim Ambar’s journey is an impressive story of success, and gave African’s representation in India for a short while, but also believe his lack of positive leadership in the final years of his tenure prevented him from solidifying his influence, as his successors quickly worked to reverse many of Ambar’s policies[18]. Regardless of his posthumous impact on the Deccan, and Indian states generally, it cannot be disputed Ambar was an avid supporter of education and a patron of the arts. Historians Joseph E. Harris and Chand cite Ambar’s patron ship of the arts and learning as a shining achievement of his tenure as Malik of Deccan[.
Malik Ambar cherished strong love and ability for architecture. Aurangabad was Ambar’s architectural achievement and creation. Malik Ambar the founder of the city was always referred to by harsh names by Sultan Jahangir. In his memoirs he never mentions his name without prefixing epithets like wretch, cursed fellow, Habshi, Ambar Siyari, black Ambar, and Ambar Badakhtur. Some historians believe that those words came out of frustration as Malik Ambar had resisted the powerful Mughals and kept them away from Deccan. “[
Foundation of Aurangabad
He founded/inhabited the city of Khirki in 1610. After his death in 1626, the name was changed to Fatehpur by his son and heir Fateh Khan. When Aurangzeb, the Mughal Emperor invaded Deccan in the year 1653, he made Fatehpur his capital and renamed it as Aurangabad. Since then it is known as Aurangabad. Two imperial capitals Viz. ‘Pratisthana’ (Paithan) i.e. the capital of Satavahanas (2nd B. C. to 3rd A. D.) and Devagiri – Daulatabad the capital of Yadavas and Muhammad bin Tughluq are located within the limits of Aurangabad.
Aurangabad canal system
“Malik Ambar is especially famous for the Nahr, the canal water supply system of the city called Khadki now known as Aurangabad. Malik Ambar completed the Neher within fifteen months, spending a nominal sum of two and a half lakh Rupiyahs. This city is situated on the banks of Kham, a small perennial stream which takes its rise in the neighbouring hills.”[
Water was supplied to the city of Khadki from the famous Panchakki (Pan from Hindi paani means water and Chakki means a tread-mill) which drove the water down the Nahr e Ambari (Ambar’s canal) from the stream called Kham referred earlier here, to the city. The blades of the Panchakki used to rotate by the water falling on them from that stream and with the aid of a wooden valve turn the flow into that canal, the Nahr, for the city.
As flag carrier of Ethiopia, Ethiopian Airlines has become one of the continent’s leading carriers, unrivalled in Africa for efficiency and operational success, turning profits for most years of its existence.
Ethiopian Airlines was established on December 21, 1945. As one of the pioneer African airlines, Ethiopian began operations, with DC-3/C-47 aircraft. It has now become one of Ethiopia’s major industries and an institution in Africa, operating a modern and environmental friendly fleet. It commands the lion’s share of the pan African network, including the only daily east-west flight across the continent.
Ethiopian’s network spans to Europe, North America, South America, Africa, Middle East and Asia, connecting cities across the globe. The airline is currently implementing its 15-year strategic plan called “Vision 2025” with the goal of becoming the leading aviation group in Africa. Ethiopian is proud to be a Star Alliance Member since December 2011.
The first scheduled flight took place to Cairo via Asmara in Douglas C-47 Skytrain. The national airline had been set up a few months earlier as Ethiopian Air Lines Inc., a joint venture with American airline, TWA (Trans World Airlines). Five US Government surplus C-47 aircraft were purchased for venture. Following the successful inaugural flight to Cairo, a regular weekly service was established. Weekly services to Djibouti and Aden followed, as well as a domestic service to Jimma. Demands for additional services were so great that towards the end of 1946, four more C-47 Skytrains were purchased. Since these aircraft were ex-US military, they had few comforts; all had folding bench-type canvas seats along the sides, with the central aisle kept clear so that cargo could be lashed to the floor.
1947:
Three more Skytrains were purchased for the international routes. These were fitted out in a ‘luxury’ layout with 21 forward facing seats and were the first to wear the colorful Ethiopian Airlines livery.
During the late 1940s the route network was extended to Nairobi, Port Sudan and Bombay. Charter flights were also flown to Jeddah during the Hajj season, carrying pilgrims to Makkah.
1950:
Two Convair 240 aircraft were purchased, followed later by a third, for use on foreign routes. These higher-performance aircraft had fully furnished interiors and seats for 36 passengers. Their pressurized cabins allowed the aircraft to fly higher, in smoother air.
By the end of 1952 the faithful Skytrains were still the mainstay for the domestic routes, linking 21 towns and cities to the capital and carrying both passengers and cargo.
1953:
Three quarters of the airline’s staff were now Ethiopian but expatriates still held most key posts. The Ethiopian government negotiated and new agreement with TWA with ultimate aim of operating entirely with Ethiopian personnel.
1957:
The fist Ethiopian commercial aircraft commander, Alemayehu Abebe, made his solo flight as captain on DC-3/C-47 aircraft.
The National Airline Training Project was set up with US Government help in Addis Ababa to train local pilots, technicians and supervisory personnel.
The airline established its own maintenance facility at Addis Ababa, reducing the need for maintenance overseas. In subsequent years the facilities expanded into a well-equipped center for maintenance, overhaul and modification work on aircraft, engines and avionic systems, not only for its own aircraft, but also for other airlines in the region.
The route network expanded with flights to Frankfurt.
1958:
The DC-6B Cloudmasters were purchased. These four-engined, 71-seat aircraft were used on the long-haul routes.
1960:
The airlines prepared to enter the jet age and decide that the Boeing 720B best met its requirements. However, the existing airfield serving Addis Ababa – Lidetta, which had been built in 1936 – was not suitable for jet operation, which required a long runway, and a decision was made to construct an entirely new airport and headquarters at Bole.
1961:
A new east-west service was inaugurated, linking Addis Ababa with Monrovia in Liberia, via Khartoum and Accra. This was the first direct air link between east and west Africa operated by any airline.
1962:
By December the new runway and control tower at bole international Airport were operational and two Boeing 720Bs arrived on their delivery flights. Ethiopian was the first airline in Africa to order Boeing 720B.
1963:
On 15th January the airline inaugurated its first jet service, from Bole to Nairobi. The following day the second Boeing inaugurated a new route to Madrid, via Asmara and Athens. Meanwhile the elderly Skytrains and their related civilian DC-3s continued to fly the domestic and cargo services and six further DC-3s were bought during the next decade. Despite their age, these aircraft were ideally suited to Ethiopia’s rugged terrain and high altitude.
1965:
The company changed its legal status from a corporation to share company. At the same time the name was changed from Ethiopian Air Lines to Ethiopian Airlines.
1971:
Colonel Semret Medhane was appointed general manager, the first Ethiopian to hold the position.
1977:
A Boeing 720B flight simulator was acquired, making the airline independent of foreign airlines for its pilot training.
1979:
Two Boeing 727s were purchased for medium-range routes, to replace the oldest Boeing 720s.
1982:
The airline bought a third Boeing 727 and two de Havilland Canada DHC-5 Buffalo short-field transports for use on domestic services.
1984:
Ethiopian Airlines attracted worldwide attention on 1st June when its first Boeing 767 landed at Bole after a thirteen-and-a-half hour delivery flight from New York – setting a new world distance record for a commercial twin-engine jet. The airline, which was a launch customer for the new aircraft, brought two of the advanced wide bodied B-767 aircraft to replace the ageing Boeing 720s. In addition to their 190-seat passenger capacity the aircraft could carry 12 tones of cargo in the hold.
At the end of 1985, when the DC-3/Skytrains started to be withdrawn, the airline still had nine of these in service, all of them at least 40 years old. The last of these aircraft remained in service until October, 1991. The main replacements were six 18-seater DHC-6 Twin Otters, and – for the busier domestic routes – two ATR-42 fast and modern 46-seater aircraft.
1989:
The Cargo Management Department was established to afford special attention to the development of the airline’s cargo services. Hitherto the airline had regarded its cargo operations more as a public service commitment that as a secondary source of income.
1995:
The airline’s Engineering Division opened a new purpose-built jet engine test facility, allowing engines of up to 45,000 kg (100,000lbs) thrust to be ground tested.
April 1996:
As the airlines celebrated its 50th anniversary the route network stretched from Europe (London, Frankfurt, and Rome) to China (Beijing) and Thailand (Bangkok). The Middle East and Indian sub-continent were well represented, and the airline’s African routes reached Senegal and Ivory Coast in the west, Cairo in the north, and Johannesburg and Durban in the south. The fleet consisted of two ATR-42 and four DHC-6 Twin Otters for the domestic passenger services, one Boeing 737 and four Boeing 757 aircraft for the medium range passenger services and three Boeing 767s for long-range services. For its cargo and non-scheduled services the airline had one Boeing 707 freighter, one Boeing 757 Freighter, two Lockheed L-100 commercial Hercules and one DHC-5 Buffalo.
The pilot training school was equipped with a state-of-the-art flight simulator, replicating the flight deck of the Boeing 767. The simulator was also used to train crews on the Boeing 757, whose flight deck is similar.
In October, 1996 the first of five Fokker 50s was acquired to enhance the domestic services.
1998:
Another giant leap was made with the launch of a twice-weekly service to Washington – the Airline’s first destination in the Americas – and New York followed shortly after.
1999:
In February, the ShebaMiles frequent flyer program was launched.
Construction started on a new, ultra-modern terminal building at Bole International Airport to upgrade passenger services and cater for an anticipated increase in traffic. In November, Scandinavia was brought into the route network for the first time with a new service to Copenhagen, Denmark, along with a new route to Maputo, Mozambique.
2002:
The airline embarked on a period of sustained growth and fleet modernization with plans to purchase, over the next four years, 12 new aircraft. Six Next-Generation B737-700s and six 767-300ERs were scheduled to replace the existing two B737-200s and two B767-200. In October, night operations out of Addis Ababa were introduced to complement the daytime flights.
2003:
The new, 3,800 meter runway and control tower at Bole International Airport became operational, along with the spacious new airport terminal with its 21st– century facilities. Renovation of the older terminal began to serve mainly the domestic flights.
2005:
Ethiopian Airlines announced that it would be Africa’s launch carrier for the new Boeing 787 Dreamliner, with a firm order for ten of these ultra-modern jets, and an option for five more. The order for the new fuel-efficient, long-range, passenger-friendly aircraft was valued at USD 1.3 billion. Boeing begun production of the revolutionary new aircraft in 2006 and Ethiopian expects to take delivery beginning from 2011.
2006:
Ethiopian Airlines proudly celebrated its 60 years of dependable and safe air transport services on May 05, 2006 where the Airline’s CEO had an opportunity to say a big “thank you” to all that supported the airline along the way. The same year marked Ethiopian Airlines’ modernization and capacity building programme through the construction of a new maintenance hangar and cargo terminal complexes which were officially inaugurated and commissioned.
2007:
Ethiopian was proud to have achieved two awards by African Aviation Journal and the African/Times USA. The prestigious award by the African Aviation Journal is in recognition of its excellent financial performance, passenger growth, route network expansion, fleet modernization, in-flight service and overall customer care. The 2007 Africa Business of the Year Award, presented to Ethiopian by the US African Times was for its “achievement and continuing contribution to the uplift of Africa’s profile and the quality of life for Africans everywhere”.
Ethiopian also secured the IATA-IOSA registration certificate as a result of “the Airline’s fundamental commitment to provide safe and reliable air transport services for passengers and cargo”.
2008:
Ethiopian entered into a code share agreement with Lufthansa which has put Ethiopian in a position to offer daily flights to its customers from its hub Addis Ababa to Lufthansa’s hub in Frankfurt with convenient onward flight connections to many other destinations around the world. During this period Ethiopian also entered into code-sharing agreements with other airlines including Brussels Airlines.
2009:
Ethiopian ordered 35 new airplanes direct from the manufacturers. Including the orders of five B777-200LR and twelve A350-900, Ethiopian has also on order ten Boeing B787 and eight Bombardier aircrafts. These investments l enables Ethiopian to operate one of the youngest fleet in Africa with better comfort and efficiency. Ethiopian Airlines and ASKY signed a management contract which enables Ethiopian Airlines to manage ASKY for a period of five years. The management contract is an important move marking an historic intra-African co-operation in the airline business. The agreement helps the two carriers to develop a West African hub in Lome, Togo for the regional and inter-continental routes.
2010:
Ethiopian Airlines has entered into a code share agreement with Scandinavian Airlines, one of the founding members of Star Alliance, providing travelers with better connectivity and a broad range of services between Europe and Africa.
Ethiopian opened new services to Pointe Noire, the second largest city in the Republic of Congo, effective June 16, 2010.
2011:
Ethiopian received three Boeing 777-200LLRs in 2011 increasing the total number of 777-200LRs to five.
Ethiopian started new services to Hangzhou-China, to Malakal-Southern Sudan, Milan-Italy, Muscat-Oman. Ethiopian also launched daily nonstop flights to Beijing with its long range 777-200.
Ethiopian received four different awards during in 2011. Ethiopian received “AFRICAN CARGO AIRLINE OF THE YEAR” Award on 24 February 2011. Ethiopian won “Deal of the Year 2010” Award on 20 April, 2011. Ethiopian Airlines also named “Africa’s Most Profitable Airlines” for the third time in a row in July 2011. Ethiopian Airlines also received the AFRAA Award for being consistently profitable over the years at the 43rd AFRAA Annual General Assembly held in Marrakesh, Morocco on November 21, 2011.
Ethiopian signed code share with Singapore airlines and Asiana Airlines,
Ethiopian Airlines ordered Four 777 Freighters from the Boeing Company.
Ethiopian Aviation Academy and Ethiopian MRO secured European Aviation Safety Agency Approval. Ethiopian Airlines Aviation Academy received the European Aviation Safety Agency (EASA) approved part-147 type maintenance training organization certification while Ethiopian MRO Unit received EASA Part 145 approval.
On December 11, 2011, Ethiopian Airlines Captain flew the first 787 to the African soil with debut landing at Addis Ababa’s Bole International Airport.
Ethiopian Airlines joined Star Alliance on December 13, 2011. At a ceremony held at Addis Ababa’s Bole International Airport the Star Alliance Chief Executive Board (CEB) welcomed Ethiopian Airlines as the Alliance’s third carrier based on the African continent.
2012:
Ethiopian established its Second Hub in Lome – Togo
ASKY is a multinational private airline based in Lome, Togo. Ethiopian Airlines a major shareholder in ASKY and has a management contract to manage and operate its services. Ethiopian’s cooperation and partnership with ASKY Airline has introduced new connectivity between West Africa and Ethiopian worldwide network.
Ethiopian took delivery of its first Boeing 787 Dreamliner on August 14, 2012 in Seattle, Washington. Ethiopian took another leap forward by receiving its second Boeing 787 Dreamliner October 3, 2012.
Ethiopian takes delivery of the second 737-800 Sky Interior Aircraft. The airline placed a firm order for 10 of its kind back in December 2009.
In another milestone, Ethiopian again led the African aviation industry by being the first in the continent to receive and operate the B777 Freighter on 19 September 2012.
Ethiopian started new services to Toronto-Canada and Berbera, the port city of Somaliland. Ethiopian also increased frequencies on its Abidjan route by offering daily flights.
Ethiopian received five different awards during 2012. Ethiopian CEO won African Business leader of the year award from the corporate council on Africa (CCA). Ethiopian won the International Diamond Prize for Excellence in Quality by the European Society for Quality Research (ESQR) on December 2, 2012 in Brussels. Ethiopian won the “African Airline of the Year” and Captain Desta Zeru, Vice-President of Flight Operations, “Africa Legend of Travel” awards from African Travel Quarterly (ATQ) magazine. Ethiopian also received award for Excellent Customer Service by Planet Africa Network to African Diaspora.
Ethiopian celebrates 40th Anniversary of flights to China, inaugural flight to Beijing operated with Boeing 700 on November 7, 1973.
Ethiopian takes delivery of the first of its five re-configured Bombardier Q-400 aircraft.
Ethiopian places firm order for five Q400 NextGen aircrafts.
Ethiopian ordered one additional 777-200LR (Longer Range) Worldliner adding to Ethiopian fleet of five 777-200LRs.
2013:
Ethiopian became the strategic partner of the new Malawian Air with 49% equity shareholding. The remaining 51% of the shares will be held by the Malawian Government and Malawian private investors.
Ethiopian opened a second cargo hub in Africa based in Lomé, Togo, in partnership with ASKY airlines.
Ethiopian received five different awards during 2013. Ethiopian won an Award for pioneering the African Renaissance from the President of the Federal Democratic Republic of Ethiopia. Ethiopian won SKYTRAX World Airline Award for Best Airline Staff Service in Africa for its outstanding customer service. Ethiopian won ‘Africa’s Best Business Class Airline” award by chinese passengers. Ethiopian won Bombardiers Airline Reliability Performance Award for the third year in a row. Ethiopian won the Passenger Choice Awards for “Best Regional Airline in Africa”, the African Business of the Year Award, double awards for the “African Airline of the Year” and “Best Cabin Crew in Africa”. Ethiopian CEO won Professional Excellence Award. Ethiopian CEO won 2013 Airline Strategy Award for Regional Leadership and Professional Excellence Award.
Ethiopian started new services to Blantyre, Ndola – Zambia, Seoul – South Korea, Enugu-Nigeria, Sao Paulo Rio de Janeiro – Brazil, Niamey-Niger, Singapore, Semere-Ethiopia. Ethiopian also increased its five weekly flights to Abuja to daily service.
Ethiopian received brand new next generation Boeing 737-800 with Sky Interior. Ethiopian received its sixth Boeing 777-200LR Worldliner. Ethiopian took delivery of its first B777-300ER leased from Boeing.
Ethiopian leases two new Boeing 777-300ERs from Air Lease Corporation. The aircraft are scheduled for delivery in May and June 2015.
Ethiopian colorfully celebrated 55 years and 10 years of uninterrupted service to Frankfurt and Guangzhou respectively.
Ethiopian MRO services developed shop overhaul capability for the CFM56-3 engines. Ethiopian MRO was granted approval for such capabilities from the Ethiopian Civil Aviation Authority (ECAA) and the USA Federal Aviation Administration (FAA).
Ethiopian signed a Memorandum of Understanding (MoU) with Djibouti International Airport for the provision of sea-air and air-sea cargo transport of goods in East Africa.
Ethiopian Aviation Academy became the first in Africa to graduate 26 pilots trained with Multi-Crew Pilot License (MPL).
Singapore Airlines and Ethiopian Airlines entered into codeshare agreement.
2014:
Ethiopian received four Boeing 787 in 2014 increasing the total number of B787 to ten. Ethiopian received two Boeing 777F increasing the total number of B777 to four. Ethiopian took delivery of three Cessna 172 pilot training aircraft. Ethiopian also leased B777-300ER from GE Capital Aviation Services Limited.
Ethiopian started new services to Doha-Qatar, Vienna-Austria, Kano-Nigeria, Shanghai-China, Bale Robe & Kombolcha -Ethiopia. Ethiopian also launched four daily flights to Nairobi and daily flights to London.
Ethiopian strategic partner for the southern Africa region, Malawian Airlines launcehed its first international flight to Johannesburg.
Ethiopian received eight different awards during in 2014. Ethiopian won the “Best Airline to Africa” award by Premier Traveler Magazine. Ethiopian won the “Best Foreign Airline of the Year from Africa” by Kuala Lumpur Airport. Ethiopian won the “Airline of the Year” award from African Airlines Association (AFRAA). Ethiopian won ‘Best Airline in Africa” award for the second time in a row from Passenger Choice Awards. Ethiopian won Bombardier Reliability Performance Award for the fourth year in a row. Ethiopian won the “GOLD Level Boeing Performance Excellence Award”. Ethiopian Aviation Academy won the “Airline Training Service Provider of the Year” award from AFRAA. Ethiopian also won the “Best Airline of the Year” award from MICE Magazine in China.
Ethiopian signed code share with ANA, Japan’s leading airline group, United Airlines and Austrian Airlines.
Ethiopian Airlines ordered 20 737 MAX 8s from Boeing, the order represents the largest single Boeing order by number of airplanes from an African carrier.
Ethiopian Aviation Academy joined IATA’s global training partner network as an IATA Authorized Training Center.
Ethiopian became the largest African carrier by Revenue and Profit according to IATA.
2015:
Ethiopian Airlines phased-in 10 aircraft and has a total of 77 in the fleet
Three Boeing 787 Dreamliners, bringing the total number of Dreamliners to 13.
Two Boeing 777 – 300 and two Boeing 777-200F, making 15 B777 aircraft in total.
Three Boeing 737- 800 aircraft. Ethiopian currently has 19 B737 in the fleet.
Ethiopian signed a firm purchase agreement for two additional Q400 turboprop airliners that will bring Ethiopian Airlines’ Q400 aircraft fleet to a total of 19 aircraft, the largest total fleet in Africa.
Ethiopian started new flights in 2015 to Cape Town (South Africa), Gaborone (Botswana), Los Angeles (USA), Dublin (Ireland), Goma (Dem. Rep. of Congo), Tokyo (Japan), Manila (Philippines), Yaounde (Cameroon), Sao Paulo (Brazil) and new cargo destination to Bengaluru (India). Ethiopian has currently 92 International and 19 Domestic destinations.
Ethiopian received 21 Different Awards during 2015. For detail award information please follow the link here.
Ethiopian ranked 6th among the 22 most dependable airlines around the world. The ranking was made after a serious assessment in three areas: On-time performance, low checked bags costs, average age of the airline fleet. For news details please click the link here.
Ethiopian Airlines made more profit than all other African carriers combined and has been the most profitable Airline in Africa for two consecutive years. By clicking the link here you can find the news details.
UN Secretary-General Ban Ki-Moon nominated Ethiopian CEO Mr. Tewolde GebreMariam to serve as a member of his High-Level Advisory Group on Sustainable Transport.
Ethiopian signed a code share agreement with TAP Portugal (Portugal’s leading airline), expanded its code share coverage with Air India and renewed the Air Cargo partnership with Liege Airport for the next five years.
US president H.E. President Barak H. Obama, along with US Government Senators and some members of the House of Representatives paid a visit to Ethiopian Airlines during the president’s three day official visit to Ethiopia from 26 to 28 July 2015.
An All Women Functioned Flight, aimed at crystalizing Ethiopian corporate commitment to “Women Empowerment for a Sustainable Growth”, operated for the first time ever on 19 November 2015 from Addis Ababa to Bangkok. The whole process was conducted by women from flight deck crew members and Cabin Operations to Airport Operations, Flight Dispatchers, Load Controllers Ramp Operations, Baggage Handling, Flight Planning, Cargo Handling, On-board logistics, Aviation Safety and Security, Ticket Officers, Catering, Air Traffic Controllers and the Global Call Center.
751 trainees graduated in different fields from the Ethiopian Airlines Aviation Academy.
2016:
Ethiopian Inaugurated the largest and most modern In-flight Catering Center which covers a total area of 11,500m2, encompassing most-modern operations and food processing area, fully-equipped with high-tech cooking and bakery equipment, large capacity dishwashing and heavy-duty ice-cube machines, hot kitchen, storage units, cold rooms, stores, flow wrapping, loading bays, high lift trucks and vans, varieties of cooling facilities, a dedicated Halal kitchen as well as a number of modern rooms.
Ethiopian 1st Airline in Africa to Receive Airbus A350XWB and First in the World to fly it in African Skies Ethiopian. is proud to be the first airline from Africa to take delivery of the A350 and excel in offering its passengers the ultimate travel experience on-board this aircraft ahead of other carriers. Ethiopian is also pleased to make all Africans proud by being the first airline in the world to fly this ultra-modern airplane in the African skies. In 2016, Ethiopian has received two A350 XWB.
Africa’s first, Ethiopian Airbus 350 XWB made its debut flight to Ethiopian destinations including: Yaoundé Cameroon, Kigali,Nairobi, Lagos, Bujumbura, London Heathrow, Douala, Malabo, Southern Africa, Lusaka, Harare, N’Djamena and Entebbe.
The Battle of Adwa (also called Adowa and Adua) was fought over two days (1st – 2nd March, 1896) between Ethiopian forces under Emperor Menelik II and invading Italian forces, and was the deciding battle in the First Italo-Ethiopian war and a turning point in modern African history with a European Colonial power being defeated and Ethiopia being recognised as a sovereign nation state by the European powers.
As the scramble for Africa came to an end Italy was allocated to Ethiopia but just needed to take control. Ethiopia was largely unknown to Europeans who were aware of the coastal areas due to trade but the central highlands had resisted any attempts to spread European influence. The Italians wrongly assumed that Ethiopia was made up of rival tribes and thought it would be a quick victory for their 20,000 strong invasion forces, only to face a united country with a much larger army.
Emperor Menelik II had swept away old fashioned recruiting systems which had led to defeat by British forces previously and replaced them with much better organisation and supply. With a better organised economy the Ethiopian Emperor had greatly increased his ability to raise and equip an army and he reacted quickly when the Italian plans became known. Within two months he had raised 100,000 troops while the Empress Taitu raised 6,000. This Army also included troops raised by regional governors such as the future father of the Emperor Haile Selassie, Ras Tafari Makonnen who commanded 12,000 troops.Equipment was also greatly improved with in excess of 70,000 modern rifles and 5 million rounds of ammunition being available for the battle of Adwa not including artillery. This mobilization was not without problems and delays and this gave the Italians time to become established.
The Italian forces were led by General Oreste Baraterie. His plan was to engage the Ethiopians in piecemeal battles and carve them up without facing their main force in a set piece battle. The Ethiopians on the other hand planned to use their advantage in infantry and artillery to smash the main Italian force in one battle, Menelik carefully build his alliance of princes but knew that he needed a decisive battle as he might not be able to hold the alliance together for a long protracted campaign. Ethiopian tactics and strategy were based on their own history and terrain and this was largely unknown to the Italians, so basing their ideas on the British experience the Italians expected to face a force one third of the size of Menelik’s Army.
By early 1896 both sides were running out of time, the Ethiopians living off the land, the Italian general under political pressure to act. Baraterie lacked confidence and this he displayed with a meeting with his officers on 29th February, present were brigadiers Matteo Albertone, Giuseppe Arimondi, Giuseppe Ellena and Vittorio Dabormida. During the meeting many of the officers argued for an attack and Baraterie finally decided to go ahead after several hours. The Italian forces were made up of around 18,000 infantry and 56 artillery guns, but several thousand Italian troops were allocated to supply duties and the remaining force included many inexperienced troops and some Eritrean lead by Italian officers, equipment was poor and morale low.
Menelik’s forces are likely to have numbered in excess of 100,000, the majority being riflemen but also a large number of lance armed cavalry. The Italian battle plan was for 3 columns which could provide fire support to each other but overnight they become separated and were several miles apart in rugged terrain. The battle was a bloody affair with the Italians fighting hard despite being out numbered. Slowly but surely the greater Ethiopian numbers had their toll. Albertone’s column broke first and then Dabormida’s column was cut off and fell back. Brigadier Dabormida now made a fatal error as he retreated back into a narrow valley where Ethiopian lancers wiped them out, his body was never recovered. The last of the invading army was slowly destroyed and by mid day the battle was finished, over 7,000 Italians died with the Ethiopians suffering a similar number of casualties. The Italians taken prisoner were treated well but Ethiopian troops (around 800) who had fought for the Italians were mutilated with their right hands and left feet being cut off.
The battle proved to be a crushing defeat and the Ethiopians followed up, driving the retreating Italians into Eritrea and out of the area entirely. The Treaty of Addis Abba on 26th October 1896 ended the war and the Italians recognised Ethiopian independence. The Italians did not give up on the idea of an Africa Empire and tried again under Benito Mussolini in the 1930s this time establishing their control before being driven off. In the aftermath of that defeat the Ethiopians freed Eritrea and returned it to Ethiopian control. A
