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A group of over 50 women who have survived cancer took part in the 2026 Safaricom Women First 5km, the 23^rd staging of this annual joyous competition. The group of cancer survivors who have been training for the run are part of a women’s association called Negat (the Amharic word for ‘dawn’).

Sunday’s race is staged at its traditional venue in Bole at the newly renovated square next to Atlas Hotel. The square’s renovation offers more space for the thousands of women and girls expected at the event after registration closed last week with all 16,000 places taken. The race is one of the biggest women’s-only road races in Africa.

Every year the race which is staged around the time of International Women’s Day on 8^th March promotes messages to celebrate the achievements and contributions of women in the development of Ethiopia’s economic, cultural and social life. This year’s race message provided by DKT Ethiopia is “Live Smart Run Confident” and has been designed to create more awareness about the importance of family planning.

A strong field of around 150 elite female athletes competed for the cash prizes for the race’s top ten finishers with a winner’s prize of 100,000 Ethiopian birr, the highest-ever individual prize in the 23-year history of the race. And it was announced that the winner from last year’s women First 5km Birnesh Deseie won the race this year. Former race winners include Fantaye Belayneh, Medina Eisa, Senbere Teferi, Mamitu Daska and Aselefech Mergia who went on to achieve high honours for Ethiopia in major international races.

Last week the Women First 5km Race Ambassador Meseret Defar, a two-time Olympic 5,000m gold medallist, attended a warm-up event at Itegue Menem School where she encouraged students to be part of the competition and also make running a regular part of their lifestyle. “Mesi’s sub-35 minute challenge” aims to incentivise participants to run consistently throughout the year.

Sunday’s race again included a special Icon Women category for women in prominent positions in Ethiopian society. Kekron Asfaw, the 2^nd time winner of the Icon Women race category, is one of many who speak of the sense of camaraderie experienced by participants at the race: “From the moment I first joined this event, I knew it was an experience I never wanted to miss. The sense of unity and camaraderie that pervades the atmosphere here is truly the heart of this run.”

When War Becomes Its Own Justification: Why This Is Not a Just War

Opinion

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March 29, 2026

When War Becomes Its Own Justification: Why This Is Not a Just War

Wars are often presented as necessary long before they are understood. The unfolding U.S.–Israel conflict with Iran is being framed in precisely those terms: unavoidable, defensive, even moral. But when examined closely, through the lenses of law, ethics, and long-term consequences, it becomes clear that this war does not meet the standard of a just war. More troubling still, it risks unleashing a crisis far greater than those it claims to prevent.

The Israeli Ambassador’s response to Capital’s editorial attempts to simplify the issue into one of survival. Yet it is precisely this framing, urgent, absolute, and emotionally compelling, that obscures the deeper problem: when survival becomes the only lens all constraints disappear.

A just war must begin with necessity. Not perceived danger, not strategic advantage, but necessity grounded in imminent threat.

Yet the justification for this war shifts depending on who is speaking. At times it is about nuclear capability, at others about missile programs, regional influence, or regime behavior. This lack of consistency is not accidental. It reflects a deeper uncertainty: the absence of a single, compelling reason that meets the threshold for war.

War, in this case, appears less like a last resort and more like the outcome of accumulated fears, political momentum, and strategic impatience.

The Ambassador argues that Iran’s long-standing hostility and military development justify military action. But this is precisely where the argument fails.

International law was designed to prevent wars based on anticipated threats. It sets a high bar for the use of force precisely because fear is not a reliable foundation for global order.

If the standard becomes subjective, if a state may strike because it believes another could become dangerous, then the implications are profound: Every rival becomes a potential target, every future capability becomes a present justification, and the line between defense and aggression dissolves. What remains is not a rules-based system, but a hierarchy of power.

The Ambassador suggests that criticism of the war amounts to defending Iran. This is a false choice.

One can oppose the policies of a regime and still reject the legitimacy of a war against it. The editorial argument is not about absolving Iran, it is about holding all states to the same legal and moral standards.

Once those standards become selective, they cease to function as law. They become instruments of convenience.

There is an underlying assumption driving this war: that superior military force produces predictable outcomes.

But modern conflicts do not behave predictably. They unfold within complex, interconnected systems, economic, political, and social, that react in ways no planner can fully anticipate.

We have seen this before: Wars intended to be short become prolonged. Interventions meant to stabilize instead destabilize, And military victories fail to produce political solutions

Iran, in particular, is not a passive actor. It adapts, decentralizes, and responds asymmetrically. Already, the disruption of critical global energy routes illustrates how quickly a regional conflict can escalate into a global shock.

The Ambassador frames the war narrowly. Reality does not permit that.

The Persian Gulf is not merely a regional theater, it is a central artery of the global economy. Any sustained disruption affects: Energy prices worldwide, inflation across vulnerable economies, and supply chains far beyond the Middle East

Countries with no stake in the conflict will bear its costs. This is not a hypothetical scenario, it is already unfolding.

A war that imposes severe consequences on distant, uninvolved populations raises serious questions about proportionality and justice.

The claim that democratic governments have a duty to defend their citizens is valid, but incomplete. Democracy is not meant to justify war. It is meant to restrain it.

If democratic legitimacy becomes a reason to lower the threshold for military action, then it ceases to function as a safeguard. It becomes, instead, a tool for rationalizing decisions that would otherwise face greater scrutiny.

Civilian harm, economic disruption, and long-term instability do not become acceptable simply because they are authorized through democratic processes.

The war is presented as a path to stability. Yet its trajectory suggests the opposite. It aims to reduce threats, yet expands the scope of conflict. It seeks to deter, yet provokes retaliation and it claims to uphold order, yet weakens the norms that sustain it

This is not a controlled intervention. It is a dynamic process moving toward outcomes that are increasingly difficult to predict or contain.

Why the Ambassador’s Argument Falls Short is because his case rests on urgency: that the threat is so grave it overrides all other considerations.But urgency does not replace legality. It does not resolve the requirement for necessity, proportionality, or last resort.

Crucially, the argument avoids the most important questions: Was war the only remaining option? Does the response exceed the threat? Will the consequences create greater instability than the danger it seeks to eliminate? What precedent does this set for future conflicts?

By not addressing these, the argument shifts from justification to assertion.

The greatest danger is not only the immediate destruction, but the precedent being established.

If this war is accepted as legitimate, the lesson will be clear: That powerful states may redefine the rules when convenient, that preventive war is acceptable, and that global consequences are secondary to national calculations

Once established, such precedents do not remain isolated. They spread, reshaping the behavior of states far beyond the original conflict.

Finally, this war is not unjust merely because of its immediate impact. It is unjust because it erodes the very principles that are meant to prevent wars.

A just war must be necessary, proportionate, and constrained by law. This conflict meets none of those conditions convincingly.

The Ambassador defends the war as essential. But history shows that wars justified in absolute terms often produce the most unpredictable and far-reaching consequences.

What is unfolding is not simply a confrontation between states. It is a test of whether the international system can maintain its coherence under pressure.

If it fails, the result will not be a more secure world. It will be a more volatile one, where rules bend, thresholds collapse, and conflicts multiply.

And that is a far greater danger than any single adversary.

Fuel Shortage: Ethiopia’s Stress Test Has Arrived

Editorial

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March 29, 2026

Fuel Shortage: Ethiopia’s Stress Test Has Arrived

Consultants like to say: a crisis is just a system revealing itself.

Ethiopia’s fuel shortage is doing exactly that.

The war in Iran has triggered what energy analysts are calling one of the largest global supply shocks in decades, with as much as 20% of global oil flows disrupted and prices surging past $100 per barrel.
In some moments, prices have even approached levels not seen since previous global crises.

For countries that produce oil, this is a windfall. For countries like Ethiopia, it is a stress test.

The problem is not just price… It is access.

Most commentary focuses on rising prices. That is only half the story. The more immediate issue is supply.

The closure and disruption of key shipping routes like the Strait of Hormuz, through which a fifth of global oil normally passes, has tightened not just crude supply, but refined fuel markets as well.

That is why queues are forming. That is why deliveries are delayed. That is why fuel, even when paid for, does not always arrive on time.

This is not inflation. This is scarcity.

Clearly, Africa as a whole is highly exposed to this kind of shock because it imports most of its fuel. Ethiopia is even more exposed: It imports virtually all refined petroleum, it depends heavily on a single logistics corridor, it already faces foreign exchange constraints.

So when oil rises above USD100, the effect is not linear. It compounds. More dollars are needed.
Shipping costs increase. Insurance premiums rise. Delivery slows. And suddenly, the issue is not affordability alone, it is availability.

In a way, fuel is not just fuel. It is the operating system of the economy. When supply tightens, transport slows, prices rise, production costs increase, food supply chains weaken.

Fertilizer, heavily tied to energy markets, is also affected, pushing up agricultural costs and threatening future harvests. The result is predictable: today’s fuel shortage becomes tomorrow’s food inflation.

There is, however, one decision that now looks prescient.

The government’s push toward electric vehicles. At the time, it may have seemed ambitious. Today, it looks strategic. Countries with electric mobility, renewable energy, and reduced oil dependence are already showing greater resilience in this crisis.

Ethiopia, with its largely renewable electricity base, has an advantage many do not. Every electric vehicle on the road today is one less vehicle queuing for imported fuel tomorrow.

This policy should not slow down. It should accelerate.

Now, if oil remains above USD100, and early indicators suggest it may, Ethiopia cannot afford to respond passively. The response must be immediate, disciplined, and practical. First, demand must be managed.

Around the world, governments are already encouraging reduced fuel consumption, cutting non-essential travel, prioritizing logistics, and managing distribution tightly. Ethiopia will need to do the same, whether explicitly or indirectly.

Second, allocation must become strategic. Fuel should flow first to: Food supply chains, public transport, and essential services. Not all consumption is equal in a shortage.

Third, communication must improve. Uncertainty fuels panic. Panic fuels hoarding. Hoarding worsens shortages. Clarity matters.

If disruption continues into the coming weeks, the question shifts from management to adaptation. At that point, governments elsewhere have already begun enforcing energy conservation, rationing critical supplies, and prioritizing sectors. Some countries have even reduced working days or restricted energy-intensive activities. These are not extreme measures. They are pragmatic ones. Ethiopia may need to consider them.

Communities, of course, will not wait for policy. They will adapt instinctively. People will, combine trips, shift to public transport, reduce discretionary movement, share transport where possible.

We are already seeing this globally, where households are cutting fuel use, limiting travel, and adjusting daily routines.

The informal economy adjusts faster than policy ever can. The question is whether policy keeps up.

This crisis is not new. It is simply familiar in a sharper form. It reveals a simple truth:

Dependence on imported fuel is not just an economic issue. It is a structural vulnerability. Every external shock becomes an internal crisis. Which is why the long-term response cannot be temporary measures alone. It must include: Accelerated electrification, diversified logistics and reduced oil dependency.

Not as environmental ambition, but as economic necessity.

The Bottom Line is that if oil stays above USD100, Ethiopia’s fuel shortage is not a temporary inconvenience.It is a preview of what happens when global shocks meet structural dependence.

The queues at fuel stations are not just lines. They are signals that the system is tightening.
Signals that adjustment is already underway. And signals that the real question is no longer whether Ethiopia will feel the shock, but how quickly it can adapt before the shock becomes the new normal.

Ethiopian Airlines steadies amid gulf crisis

Interview

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March 29, 2026

Ethiopian Airlines steadies amid gulf crisis

As geopolitical tensions in the Middle East disrupt global aviation, Ethiopian Airlines finds itself balancing immediate operational shocks with long-term strategic ambitions. In this wide-ranging interview with Capital’s Groum Abate, Group CEO Mesfin Tasew discusses the impact of airspace closures, volatile fuel prices, and aircraft shortages, while outlining the airline’s resilience, expansion plans, and vision for Africa’s largest aviation hub. Excerpts;

Capital: The recent escalation of geopolitical tensions in the Middle East has resulted in airspace closures over the Gulf region, mass flight cancellations, and highly volatile jet fuel prices. What has been the direct operational and financial impact of this conflict on Ethiopian Airlines and your business?

Mesfin: Unfortunately, the conflict in the Gulf and Middle East has been ongoing for the past three weeks, significantly affecting global business and the aviation industry. Several middle east countries have closed their airspaces, leading most airlines to cancel flights to this region. In Ethiopia, we had to suspend flights to eight countries and ten cities, including Lebanon, Israel, Jordan, Kuwait, Bahrain, Qatar, the United Arab Emirates, and, to some extent, Saudi Arabia. However, as the situation has improved in certain areas, we have resumed flights to Sharjah in the United Arab Emirates and Dammam in Saudi Arabia.

Currently, we have eight suspended flights, and our operations to these two cities are primarily focused on repatriation. This situation has significantly impacted us, resulting in a reduction in passengers and loss of revenue. Although it negatively affects our operations, it represents only a small portion of our global operations, so the overall impact is not catastrophic. Ethiopian Airlines is still performing well.

Capital: Fuel is typically the largest cost for airlines. Given the recent spike in oil prices due to the conflict, can you elaborate on Ethiopian Airlines’ current fuel hedging strategy?

Mesfin: Beyond the reduction in passengers, the most significant impact of the conflict on us has been the supply of fuel. The situation has disrupted fuel availability, which poses a major challenge. We are collaborating with our government to identify alternative sources of jet fuel. So far, we have been utilizing reserves available in Addis Ababa and Djibouti, which should sustain us for several days. We have made the necessary preparations to ensure our operations do not come to a halt due to jet fuel shortage.

The government has procured additional jet fuel from other sources, which is currently en route to Djibouti. We aim to prevent any gap between our reserve depletion and the arrival of new fuel.

Ensuring a continuous fuel supply is our primary risk at the moment. Additionally, as you may have noticed, the global oil price has surged from around $65 per barrel to over $100, representing a more than 60% increase. This spike will impact jet fuel prices, which we are seeing rise by over 100% in the market. If this trend continues, it will have a significant effect on our operations, but we remain hopeful that conditions will improve in the coming weeks.

Capital: IATA’s latest report indicates that global airline revenues may exceed $1 trillion for the first time, although growth remains uneven and long-term challenges persist. As the head of Africa’s largest aviation group, how do you perceive the mixed state of the global aviation market in the first quarter of 2026? What primary opportunities do you identify for the African market?

Mesfin: The air transport industry began its recovery from the impacts of COVID-19 about two to three years ago and has continued to grow, with IATA reporting that the industry transported five billion passengers annually. A modest growth rate of around 4% is forecasted for 2026.

Over the past three years, demand for air transport has risen, and the industry has worked to accommodate this increase. While growth has been positive, the rate is now leveling off at a slower pace.

As you mentioned, the airline industry overall has been profitable in the last three years, with IATA reporting a profitability of approximately $39.5 billion in 2025. However, the situation varies across airlines—some are profitable while others continue to operate at a loss. Airlines that have the right strategies and the capacity to implement them are seeing significant profits, whereas several, particularly in Africa, are still struggling.

For Ethiopian Airlines, we have remained profitable, recording record profits over the past two to three years. Up until the first half of this fiscal year, which ended in December, we sustained strong growth and profitability. We are performing very well.

Capital: Currently, the Ethiopian fleet comprises 170 aircraft, but you’ve previously mentioned that aircraft shortages hinder expansion. With global manufacturers facing delivery delays, how do you reconcile your ambitious growth targets with these constraints?

Mesfin: We have an ambitious growth strategy, referred to as Vision 2035, which entails adding new routes, increasing flight frequencies, acquiring new aircraft, and expanding our operations annually. We have made progress, with our fleet currently standing at around 170 aircraft, including those used by our partner airlines.

If we didn’t face aircraft shortages, we could operate more planes, enhancing growth not only for Ethiopian Airlines but also for our partner airlines. Unfortunately, aircraft shortages have limited our expansion in line with our Vision 2035 strategy.

The critical shortage we face is primarily in wide-body aircraft capable of carrying more passengers and flying longer distances. In contrast, our narrow-body aircraft situation is manageable; we are still receiving new orders from Boeing, albeit slowly, and our regional routes are performing well.

Our main challenge lies with wide-body aircraft, such as the 777, A350, and 787 models, which are experiencing delivery delays. We anticipate starting to receive new aircraft deliveries in the second half of 2027.

In the interim, we will face about a year and a half of challenges related to this shortage. However, once we overcome this period, we expect a significant increase in wide-body aircraft deliveries each year, with a particularly large influx anticipated in 2029. Until then, we are actively seeking opportunities in the market to lease or purchase airplanes from current owners rather than directly from manufacturers.

For instance, in 2025, we acquired two Airbus A350 aircraft from China to help close the gap we have with our 787 airplanes. While we may not grow as much as outlined in our Vision 2035, we are focused on minimizing this gap through various strategies. One approach is to increase the utilization of our existing fleet.

For example, if our planes previously operated for 14 hours a day, we aim to extend that to 16 hours or more. By enhancing the utilization of our current aircraft and exploring leasing opportunities, we are striving to maintain growth, even if it falls slightly short of our Vision 2035 targets. The positive aspect is that this is a short-term adjustment, and we believe we will return to our planned growth trajectory.

Capital: What plans do you have to upgrade or overhaul your domestic flight aircraft?

Mesfin: We are dedicated to enhancing our domestic operations as the only scheduled operator in the country, and we recognize that Ethiopians rely on us. We firmly believe that air transport is crucial for the socio-economic development of our nation.

We view this responsibility as a national duty and are committed to improving domestic operations. To this end, we are constructing new airports to provide access to citizens who previously lacked such opportunities.

Currently, we are building five new airports: Negele Borana, Gore Metu , Mizan Aman, and Debre Markos. These are expected to be completed and operational within the next two months, increasing the total number of domestic airports from 23 to 27. Ethiopian Airlines has invested significantly in developing these new airports.

Additionally, we are modernizing airport facilities by constructing new passenger terminals, upgrading existing facilities, and expanding airport aprons. This is another area where we are making substantial investments.

Moreover, we currently operate around 28 Q400 turboprop airplanes along with a few Boeing 737 aircraft for domestic air transport. However, we are now assessing jet aircraft to gradually replace some Q400s and modernize our domestic fleet to provide enhanced service within the country. Improving domestic operations is a strategic goal for us, and we are actively working on it.

Capital: The new Bishoftu International Airport project employs an innovative financing model with a special purpose company to protect the airline’s balance sheet. With $700 million already invested, how confident are you in securing the remaining $9 billion in debt financing from partners given the current global economic uncertainty?

Mesfin: We need to approach this in two phases. The first phase involves the development of Bishoftu International Airport, a strategic project for us. Before proceeding, we engaged a consultant to conduct a detailed feasibility study.

This feasibility study includes a traffic forecast, assessing whether traffic at Bishoftu International Airport will grow, how many passengers will use it, and the revenue it will generate. It also outlines the costs required to build and operate the airport. The study conclusively demonstrated that the new airport would be highly profitable on its own.

We shared this feasibility study with financiers worldwide and conducted numerous workshops and briefings. In every forum where we presented the study, financing institutions expressed significant interest in participating. This interest stems from two key points: first, the project is feasible, and second, it is recognized as an important African infrastructure development project.

Consequently, even African development banks have shown enthusiasm for raising funds and encouraging additional investors to come together for joint financing of this project.

All our activities thus far have indicated strong interest. Many financiers have begun conducting their own feasibility studies, as the study conducted by Ethiopian Airlines serves as just the starting point.

Each financier wants to validate our findings through their own processes, and they have already started this work.

However, in the last three weeks, we encountered a different situation. There is significant conflict in the Middle East Gulf, leading to uncertainty about its potential impact on the global economy. While we cannot predict the outcome, I believe this situation will be short-lived. In my opinion, it is only a matter of time before the global economy returns to normal, and I do not expect it to negatively affect our project.

Capital: The new airport is designed to handle 80% transit passengers, clearly aiming to compete with major hubs like Dubai and Doha. How does Ethiopia plan to differentiate itself and capture market share from these competitors with Bishoftu?

Mesfin: It is true that passengers traveling between Africa and the rest of the world utilize various hubs. Istanbul serves as a hub for Turkish Airlines, Doha for Qatar Airlines, and similar roles are filled by Emirates. Ethiopian Airlines has been using Addis Ababa as a hub to connect Africans globally.

However, when comparing Addis Ababa Airport to Dubai, Doha, Abu Dhabi, and Istanbul, we find that our airport is relatively small, and many passengers have been using Middle Eastern gateways to travel to Africa.

The new airport will be significantly larger and equipped with modern facilities and amenities equivalent to those enjoyed in the Middle East. As a result, it will offer services that are equal to or possibly better than those at existing hubs. This new airport will be highly competitive compared to Middle Eastern hubs.

Passengers consider not only airport facilities but also the airlines and connectivity at the airport. For instance, at some Middle Eastern hubs, connecting flights often involve long layovers—typically four to six hours. In contrast, at Addis Ababa airport, we have designed our schedule to ensure that most flights arrive within one to two hours and depart shortly after, allowing for faster connections compared to those hubs.

Our new airport, with its spacious and modern facilities, including duty-free shops and retail services featuring Ethiopian-made products, is poised to attract more passengers. We aim for Bishoftu International Airport to serve as a gateway between Africa and the rest of the world.

Additionally, this new airport will function as a hub for intra-African travel. Passengers from Johannesburg, for example, can easily connect through Addis Ababa to reach destinations like Lagos. This will draw many transit passengers and tourists to Ethiopia, driving growth in tourism, conferences, and investments.

Capital: What is the status of using clean energy in Ethiopian Airlines’ fleet?

Mesfin: When you mention reducing carbon emissions, we have implemented several measures to decrease our carbon footprint, starting with fleet modernization.

Our new aircraft are equipped with more fuel-efficient engines. For example, the A350 features the latest technology from Airbus with low carbon dioxide emissions, while the 787 is powered by highly efficient engines from General Electric and Rolls-Royce. Fleet modernization is a key strategy for reducing emissions.

Another area we are gradually enhancing is the use of sustainable aviation fuel (SAF). We have begun using SAF, but its limited availability at most airports has hindered our ability to utilize blended fuels. Currently, all our flights departing from Europe use only 2% SAF blended fuel, which is standard across the industry. We anticipate an increase in SAF production in the near future, which will allow us to enhance its use. Currently, no companies in Ethiopia produce SAF, but we are collaborating with those that are in the process of starting production. Progress is slow, but we expect SAF production to ramp up first in developed countries before expanding to developing nations.

Capital: Ethiopian Airlines has been a leader in gender inclusion in Africa, with women now comprising about 40% of your workforce. What specific policies or cultural shifts have contributed to this progress?

Mesfin: We have a policy of being an equal opportunity employer, providing equal chances to all Ethiopian citizens, regardless of gender. This commitment is clearly articulated in our policy, and we are actively implementing it.

In the past, certain professions were largely considered male-dominated. For instance, about ten years ago, although it wasn’t explicitly stated in our hiring policies, there was a prevailing tendency to hire only male pilots, resulting in an all-male pilot workforce.

However, around 15 years ago, we recognized the need to open all professions to individuals of any gender. Consequently, we began hiring more women, and now we have 95 female pilots out of a total of 1,600. While this still represents only about 5%, it is a significant improvement.

In our pilot training school, we now have several female students. We also previously believed that the physically demanding nature of aircraft maintenance would make it difficult for women to work as technicians. Yet today, we see women confidently using tools and successfully changing aircraft parts.

The number of female aircraft technicians has also risen. In management roles, we encourage women to take on greater responsibilities. Ethiopian Airlines promotes equal opportunity without differentiation or segregation, allowing our daughters and sisters to excel in all professions, including management.

Our approach is straightforward: the profession does not confer any special advantages to women. We do not engage in affirmative action; rather, we believe that if you are a pilot, you must safely fly the aircraft and meet competency requirements. We provide equal training and opportunities, but ultimately, competency is the key factor. Our experience shows that when given equal opportunities, female workers can perform as well as, or even better than, their male counterparts. Therefore, we believe they do not require special assistance, and this strategy has proven successful.

Capital: Any final comments?

Mesfin: Ethiopian Airlines is performing well and has consistently navigated challenging times. During such periods, our employees—both management and non-management—come together to develop new strategies that help the company adapt to difficult environments while achieving growth and profitability.

Despite the current challenges in the Gulf and Middle East, we are confident in our ability to remain strong and continue on our growth trajectory.

Every employee is committed to helping the airline overcome these challenges, so there is no major cause for concern. While it is indeed a challenge, we are confident we will emerge successfully.