SriLankan Airlines: A tragicomedy of errors and betrayal

editorial

The 45-year history of SriLankan Airlines, which spans its inception in 1979 under the name Air Lanka, paints a picture of both resilience and ruin. Founded amid the euphoria of JR Jayewardene's landslide victory, the airline dates back to the mid-1940s when the concept of Air Ceylon was born. From a modest fleet of second-hand aircraft to a once-thriving national carrier, the airline has travelled a turbulent path marred by political mismanagement, financial negligence and systemic corruption.

This paradox of improving operational performance while simultaneously increasing debt underscores the deep structural and managerial deficiencies that have plagued the airline. It paints a grim picture of an organisation struggling to balance short-term gains with long-term viability and ultimately exposes the failure of successive governments to address the deep-rooted problems and strategically reposition SriLankan Airlines to achieve sustainable recovery and growth.

Air Ceylon's maiden flight on December 8, 1947, symbolized a hopeful beginning. Initially limited to domestic and regional flights, the airline gradually expanded its operations and entered into partnerships with major international airlines. Despite these early successes, however, clouds of doom began to gather in the 1980s. The bombing of a Lockheed Tristar aircraft in 2001, which claimed 17 lives, almost spelled the end of the national carrier. However, it fought its way back, only to face persistent financial mismanagement and political interference.

Today, the airline's situation is a scandalous testimony to the systemic failure of our political and administrative leadership. Despite its accident-free record, SriLankan Airlines is burdened with enormous debts and is constantly on the brink. The airline's financial reports paint a disturbing picture: in the 2023/24 financial year, over 1,000 flight cancellations cost more than US$60 million, with cumulative losses exceeding Rs 382 billion.

The airline's CEO, Richard Nuttall, cites the devastating impact of the COVID-19 pandemic on staff and training as a key factor in the current problems. But that is just the tip of the iceberg. The real scandal lies in the chronic mismanagement and political interference that has plagued SriLankan Airlines for decades.

Sir John Kotelawala's vision of Air Ceylon, which began with three second-hand DC-3 Dakota aircraft, was a bold initiative. However, the airline's subsequent evolution into Air Lanka and eventually SriLankan Airlines was marred by a series of missteps. The transformation of Air Lanka into SriLankan Airlines in 1998 under the leadership of Emirates marked a significant change. Despite the promising partnership, the question remains whether these international alliances really benefited the airline or only exacerbated its misfortunes.

Political interference has been a relentless plague for SriLankan Airlines. Each regime has treated the airline as a political playground, with the decisions of the respective leaders based on personal or political gain rather than the operational needs of the airline. This has led to a vicious cycle of mismanagement where strategic decisions are often driven by short-term political expediency rather than long-term sustainability.

The dire financial situation of SriLankan Airlines is a direct result of these systemic failures. The failure of the current government to effectively address these problems is nothing short of criminal negligence. While there are indeed dedicated employees who have worked tirelessly to keep the airline afloat, the blame for the current situation clearly lies with the political elites who have repeatedly failed to act in the best interests of the airline.

Calls to close the airline are not only misguided, but reflect a profound misunderstanding of its strategic importance. As a nation, we cannot afford to lose our national airline. It is not just an airline, but a symbol of our sovereignty and an essential part of our tourism strategy. The argument for closure is a form of self-sabotage, akin to cutting one's own flesh. The examples of Iberian Airways and Singapore Airlines underline the crucial role a national airline plays in driving tourism and economic growth.

The solution is not to dissolve the airline but to free it from the clutches of political mismanagement. What SriLankan Airlines needs is a non-political leadership capable of restoring its financial health and operational efficiency. This requires a concerted effort, free from political interference, geared towards reviving the airline's fortunes and ensuring that it remains a proud symbol of Sri Lanka's global presence. There is hope that new leadership will bring the necessary common sense and strategic foresight to turn the tide for SriLankan Airlines. It is time to end the tragic comedy of errors that has plagued our national carrier and return it to its former glory. It is time to end this farce and get serious about saving our airline, not for the benefit of a few but for the benefit of the entire nation.