At the 81st IATA Annual General Meeting in New Delhi, aviation leaders from around the globe gathered to discuss the future of air travel, connectivity, and innovation. Against this dynamic backdrop, Capital’s Groum Abate sat down for an exclusive interview with Arjan Meijer, President and CEO of Embraer Commercial Aviation, to explore the company’s vision for Africa and its evolving relationship with the continent’s airlines and aviation ecosystem.
In the conversation, Meijer shares insights on Embraer’s strategy for Africa—highlighting the importance of right-sized aircraft for regional connectivity, the company’s longstanding presence as a leading provider of jets under 150 seats, and the unique opportunities and challenges facing African carriers. He addresses topics ranging from fleet renewal and financing hurdles to the potential for South-South cooperation, particularly between Brazil and Ethiopia, and outlines Embraer’s growth ambitions and commitment to sustainable partnerships across the continent.
This interview offers a timely perspective on how Embraer is positioning itself to support Africa’s aviation growth, adapt to changing market needs, and foster long-term collaboration with airlines and governments across the region. Excerpts;
Capital: How do you perceive the African market?
Arjan Meijer: In the African market, connectivity is crucial. We are the leading provider of aircraft, which presents significant opportunities in Africa. This region has a leading airline, and I’ve visited multiple times to engage with both the airline and the aviation ecosystem in Ethiopia. We are excited about the potential for collaboration there.
Embraer has been the second-largest OEM in Africa for many years, which makes sense given the numerous thinner routes that could effectively utilize smaller aircraft. For instance, you’ll still find many E or J145s, our 50-seater, operating across Africa, alongside our E-Jets with various operators. These aircraft are well-suited for markets that require a smaller size on a daily basis.
Capital: Do you tailor your aircraft to the needs of African airlines?
Arjan Meijer: Generally, we aim to provide our aircraft to airlines that would genuinely benefit from them. It doesn’t serve our interests to push an aircraft where it doesn’t make sense. Our aircraft are designed to complement larger narrow bodies, like the Max.
They offer airlines great flexibility, enabling low trip costs—approximately 25% lower compared to larger narrow bodies—while maintaining equivalent seat costs. This allows airlines to find an ideal fit for their fleets. Africa is particularly interesting in this regard, as our aircraft are the right size and can effectively complement the Max fleet. Additionally, our aircraft are known for their reliability, which is essential for hub feeding. We are recognized globally as hub feeders; for example, KLM in Amsterdam uses our aircraft to support their hub.
Our aircraft have demonstrated remarkable versatility, and as I mentioned earlier, we are the top provider of aircraft under 150 seats in Africa due to this flexibility and the structure Embraer has established on the continent.
Capital: What is the demand for defense aircraft?
Arjan Meijer: I won’t comment extensively on defense aircraft, as it’s not my area of expertise. Aryan can provide more insights on that topic. However, we do see substantial opportunities in defense, especially with the Super Tucano operating in Africa, where we have significant engagements. For now, let’s focus on our business.
We can share information about our products and identify opportunities. I prefer to have a direct conversation offline to avoid any inaccuracies.
Capital: How important are partnerships with local aerospace and defense companies?
Arjan Meijer: I can’t also comment extensively on that here. We are organized into business units targeting different customers: commercial aviation, defense, executive aviation, and service and support. Each unit is supported operationally by the broader organization. Embraer has experienced significant growth in recent years, achieving our highest revenue of $6.4 billion in 2024. The market for executive jets and defense has been particularly strong, and while commercial aviation has improved since COVID, we are still working to reach pre-COVID levels due to some supply chain challenges.
We believe we can grow the company to around $10 billion by 2030. There are great opportunities for expansion worldwide, including in Ethiopia, where we are exploring potential collaborations with local suppliers to enhance our supply chain. While it is too early to specify exact partnerships, Embraer has a clear growth trajectory and is eager to discuss these opportunities.
Capital: What are the biggest challenges you currently face?
Arjan Meijer: The primary challenge lies in working closely with airlines as they renew their fleets. For example, we’ve collaborated with Ethiopian Airlines for over a decade, even though we haven’t yet delivered aircraft to them. It’s essential to understand their future needs and how we can tailor our solutions to support them. Our challenge is to maintain a presence across Africa to assist airlines transitioning to E1 or E2 operations while continuing to support ERJ operations. Engaging with customers about fleet evolution is critical, especially as demand grows. Ethiopia is an exciting market in this regard.
Capital: African airlines face difficulties financing their aircraft. How do you plan to address that?
Arjan Meijer: Financing in Africa can indeed be more challenging compared to other regions, primarily due to the variety of currencies in use. In contrast, the U.S. is dollar-dominated, and Europe predominantly uses the euro. However, we are a significant player in Africa, whether through direct placements or second-hand aircraft sales, and we have managed to navigate these challenges effectively.
As for Ethiopia, I see less of a challenge there because Ethiopian Airlines is a strong carrier. Financing options vary depending on the airline, and we offer several avenues, including direct purchases facilitated through our export agency, which is commonly used.
Additionally, we collaborate with leasing partners who are active and willing to do business in Africa. While financing may be somewhat more difficult in certain areas, it is not insurmountable.
I believe it’s crucial to focus on the opportunities in Africa. The continent’s population growth rate and the average age in several countries suggest significant potential for aviation. Currently, the demand for travel in
Africa is still much lower than in other regions, which presents an opportunity for airlines to enhance connectivity across the continent.
To achieve this, airlines need to utilize appropriately sized aircraft.
It’s not just about flying from point A to point B; it’s also about providing proper connections with adequate frequencies to offer passengers choices. We have demonstrated this model in Brazil through our partnership with Azul, as well as in the U.S. with our domestic regional partners. Embraer has played a significant role in connecting broader regions, as smaller cities cannot be served effectively with large narrowbody aircraft. Our E2 family of aircraft is incredibly efficient, clean, and quiet, making it a suitable choice for Africa.
If airlines and Embraer can align their goals, there is substantial potential for both parties in Africa.
Capital: Do you have any agreements or pipeline projects in Africa?
Arjan Meijer: We prefer to leave discussions about specific agreements to the airlines. However, I can confirm that we are in discussions with several customers in Africa. We have a global sales organization and offices worldwide, including in Northern Africa and Johannesburg.
Our teams are actively engaging with airlines on a regular basis, maintaining numerous contacts across the continent.
Capital: How do you compete on price with Boeing and Airbus?
Arjan Meijer: We don’t approach business purely based on price. Instead, we focus on offering aircraft that can complement larger narrowbodies while providing a 25% lower trip cost, as Martin mentioned, along with similar seat costs. This allows airlines to optimize revenue through increased frequencies and connectivity, ultimately enhancing profits.
We demonstrate that our aircraft deliver stronger profitability compared to our nearest competitors, with a 13% fuel burn advantage. Our aircraft are the right size to complement large narrowbodies and offer better reliability.
Capital: Are you confident with your E2’s?
Arjan Meijer: With the E2, you’ll achieve strong regional and domestic profitability. This is why we refer to it as the “Profit Hunter.” If you offer a competitive price and high-quality product, it could be particularly appealing to African countries.
We firmly believe that we provide a comprehensive package to airlines. Our proposition is very attractive for several reasons, as Martin mentioned. Daily, our aircraft burns less fuel, operates with lighter weight at airports, and is more efficient in the air. Additionally, the engine has a longer lifespan and is more reliable. Overall, our aircraft has proven to be more dependable than competitors’. When you consider all these factors, it presents a compelling case for airlines in Africa.
Capital: How do you plan to leverage South-South cooperation?
Arjan Meijer: We see strong potential for collaboration between South-South countries, particularly between Ethiopia and Brazil. There is ongoing dialogue between the two nations. We maintain close contact with the relevant government entities on both sides and primarily focus on our product. However, there is a mutual interest in enhancing the South-South relationship. Whenever we engage in any country, especially in Africa, we ensure we connect with local authorities out of respect and to clarify our initiatives. The strong ties between Brazil and Ethiopia, both of which have rich aviation histories, create a natural partnership. We aim to develop this relationship further, not just in terms of aircraft but also by bringing our infrastructures closer together. We envision various avenues for collaboration between these two prominent nations in aviation.
Capital: What are your plans for the next five years?
Arjan Meijer: Our goal is to enhance our existing partnerships in Africa and establish new ones. We aim to build sustainable fleets, introduce more next-generation aircraft to the continent, and maintain our position as the leading provider of aircraft with 150 seats. We will continue to listen to our customers and respond to their needs for growth and profitability. Additionally, we want to ensure that you experience flying on the E2 and contribute to job creation in Africa.
When we bring an aircraft, it represents more than just the plane; it fosters a long-term relationship. Purchasing an aircraft from us means entering a partnership that typically lasts over 20 years. This involves collaboration in maintenance, services, and training, as well as exploring regional supply opportunities. Our relationship extends beyond the airline to include the country itself, creating jobs not only directly with airlines but also within local industries. We believe that with our products and Embraer’s growth potential, combined with Brazil’s strong international relationships, we can build lasting partnerships that extend far beyond just selling aircraft.
Capital: Do you plan to produce wider body airplanes?
Arjan Meijer: Currently, we have no plans to produce wider body airplanes. Our focus is on selling our existing products, particularly the E175E1, which remains a highly effective aircraft and is fully compatible with the E2 family. We also have a strong emphasis on our defense products, such as the KC-390, the Super Tucano, and our executive models, the Phenom and Praetor families.
While we are looking towards the future, our team dedicated to strategic outlook and product development continuously assesses opportunities across commercial, defense, and executive aviation. Each business unit has a vested interest in exploring new possibilities.
However, we face the challenge of budget constraints, as we can only invest our resources once. Therefore, our decisions must be strategic. While we are enhancing our technology capabilities, including lightweight and aerodynamic innovations, it is still too early to determine Embraer’s specific future direction. We are actively considering all options ahead of us.
Capital: Do you have any final comments?
Arjan Meijer: As I mentioned earlier, there is a natural synergy between Ethiopia and Brazil in the aviation sector. We have been working diligently to understand the needs of Ethiopian Airlines.
We hold great respect for Ethiopian Airlines and admire their achievements, as well as Ethiopia’s development of its transportation network. We genuinely believe our aircraft can complement their larger narrow-body fleet, particularly the MAX fleet, and eventually replace the turboprop fleet.
We are excited about the opportunities that lie ahead, not just from a business standpoint but also from the passengers’ perspective. Our aircraft is the quietest in its class, both externally and internally. It offers a spacious cabin with great overhead bins, providing an excellent customer experience. We look forward to having passengers in Ethiopia fly on our aircraft.
One notable feature is that there are no middle seats; we have a two-and-two seating arrangement, meaning passengers will either sit by the aisle or the window. This is something customers appreciate, especially those who have already flown with us.
Additionally, the noise footprint on the ground is 60% smaller than that of an E-Jet, and the onboard noise experience is significantly improved. The flight stability is enhanced by a fourth-generation fly-by-wire system, which ensures a smooth ride. Passengers will truly notice how calm the aircraft is during flight. It is an amazing aircraft and a joy to fly.
We currently have the E2 operating in Nigeria, and we hope to introduce many more of these aircraft across Africa in the coming years.
A new report by Oxfam has laid bare the deepening inequality crisis in Africa, revealing that just four of the continent’s richest billionaires collectively hold $57.4 billion in wealth—surpassing the combined wealth of 750 million people, or half of Africa’s population. Released ahead of the African Union Mid-Year Coordination Meeting in Malabo, Equatorial Guinea, the report highlights how this extreme concentration of wealth is accelerating inequality and undermining efforts to improve public services and reduce poverty.
The report, titled Africa’s Inequality Crisis and the Rise of the Super-Rich, shows that over the past five years, African billionaires have increased their wealth by 56%. The richest 5% of Africans now hold nearly $4 trillion, more than double the combined wealth of the remaining 95% of the continent’s population. The average member of Africa’s richest 1% earns in just three days what it takes a person in the poorest half of the population to earn in an entire year. Even if the five richest men in Africa lost almost all their wealth—retaining just 0.01%—they would still be 56 times richer than the average African.
The report also draws attention to the stark gender wealth gap, noting that men in Africa own three times more wealth than women, the widest disparity of any region worldwide. This inequality is not accidental but driven by policies and tax systems that disproportionately benefit the wealthy elite while placing heavier burdens on ordinary citizens. For every dollar African governments raise through income and wealth taxes, they collect nearly three dollars through indirect taxes such as value-added tax (VAT), which disproportionately affect poorer populations.
Furthermore, many African countries have reduced spending on essential public services such as education, health, and social protection in recent years, even as inequality worsens. The report warns that this trend undermines the African Union’s goal of reducing inequality by 15% over the next decade.
Oxfam calls for urgent reforms, including progressive taxation targeting the wealthiest individuals and corporations, increased investment in public services, and measures to close loopholes that enable illicit financial flows and tax avoidance. The organization argues that a modest tax increase—just 1% more on wealth and 10% more on income for the richest 1%—could generate $66 billion annually, enough to fund free quality education and universal electricity access across the continent.
The report also highlights the political consequences of rising inequality, warning that “political capture” by the wealthy elite undermines democratic processes and pro-poor government policies. In countries like Nigeria, political party fees and vote-buying exclude many from political participation, deepening social divisions.
As Africa’s leaders meet to discuss the continent’s future, Oxfam stresses that addressing the extreme concentration of wealth is not only a matter of fairness but essential for sustainable development and democracy. The report concludes that without bold action to tax the super-rich and invest in the majority, Africa’s inequality crisis will continue to worsen, leaving millions trapped in poverty while a tiny elite amasses unprecedented fortunes.
Yusra Home, Ethiopia’s leading luxury furniture company, has announced a landmark partnership with Ashley Furniture Industries, the world’s largest home furniture manufacturer. The exclusive signing ceremony is scheduled for July 11, 2025, at the National Palace in Addis Ababa, marking a historic moment for Ethiopia’s retail and interior design sectors.
Under this strategic collaboration, Yusra Home will become the exclusive distributor and retail partner of Ashley Furniture in Ethiopia, bringing globally recognized furniture designs, innovation, and affordability to one of Africa’s fastest-growing consumer markets. The partnership aims to modernize Ethiopia’s home furnishing industry by introducing international standards in production, design, and retail.
The alliance is expected to generate significant benefits beyond consumers, including knowledge transfer, job creation, and capacity building throughout the local furniture value chain—from manufacturing and logistics to interior design and retail services. This initiative positions Ethiopia as an emerging hub in the regional furniture market.
The signing event will gather senior government officials, private sector leaders, international guests, and representatives from both companies. The program includes keynote speeches and showcases the future impact of the partnership on Ethiopian homes and lifestyles.
“We are honored to welcome Ashley Furniture to Ethiopia,” said Yusra Nurhussein Reja, Founder and CEO of Yusra Home. “This partnership is a commitment to elevating the quality and accessibility of furniture for Ethiopian families, combining global excellence with local aspirations.”
The collaboration will culminate in the opening of the first Ashley HomeStore in Addis Ababa by September 2025. The store will offer a wide range of furniture products, including sofas, dining sets, bedroom collections, and decorative accessories.
Mark Marais, Vice President for Africa at Ashley Furniture, will attend the signing ceremony to formalize the partnership and share the company’s vision for expanding its footprint across East Africa.
Ashley Furniture Industries, founded in 1945, operates over 1,100 HomeStores globally and is renowned for its extensive product range, innovative manufacturing, and commitment to customer value. The company’s entry into Ethiopia represents a significant milestone in its ongoing expansion across the African continent.
This partnership is expected to transform Ethiopia’s furniture retail landscape, providing consumers with greater choice and quality while fostering economic growth and industrial development.
