Gajalakshmi Paramasivam
26 June 2017
Private
or Public/Local or Global?
Our youngest
daughter who is in a senior management position in Legal Aid, said recently that she was constrained trying to balance her
post-renovation budget which was to her
more challenging than would be for her siblings working in private sector. I
listened without judging or relating one directly with the other. Seen from the
outside - they are all in large institutions and in senior management
positions. But when taken individually they are diverse
in their makeup at that level. As a parent, I need to be receptive to all three
of them and to the extent of their diversity on one to one basis – helping them
feel that they are right. That is the approach I take with victims of war in
Sri Lanka. If I use the common measure – without bringing all three of them
individually into me – one or the other would feel let down and rightly so.
Hence to the extent they are diverse – we need to listen to them separately –
as if they are the only ones needing our services. Within me, I am satisfied
that they are all enjoying the returns of their own contributions to their
positions in those institutions. The Commonness contribution is their
membership with those large institutions – the largest of them being Public
Service. To my mind, our above mentioned
Legal Aid senior manager enjoys higher status than the other two and hence it
is understandable that she gets relatively less money than her siblings.
With
this ‘value’ as the base, I read this morning, the response headed ‘Brighter or Darker skies over SriLankan Airlines?’ by Mr. Rajeewa
Jayaweera – also a staff investor in the National Carrier. Of particular
importance to me is the following passage:
[2016/17
Performance
Traffic
Revenue has reportedly dropped by 6.1% to USD 790 million in 2016/17 from USD
842 million in 2015/16. Passenger Revenue is down by 6.5% to USD 685 million
from USD 725 million and Cargo Revenue down by 7% to USD 80 from USD 87
million.
Key
contributory factors have been a 2% reduction in revenue passenger kilometers
(RPKs) in 2016/17 from previous year (RPK is calculated by multiplying the
number of revenue-paying passengers on board a flight by the distance
traveled), a 3% reduction in Passenger Yields and 11% reduction in Cargo Yields
from previous year. It has negated a 3% increase in number of passengers
carried from previous year.
One
of the reasons attributed to the "weakening of the balance sheet" in
the media release was the non- recovery of "drop in ticket prices" as
a result of "fuel price reduction in 2015". Nevertheless, a reliable
source stated "average fuel price paid by the airline in US cents per
gallon in 2016/17 was 3% less than average price paid in 2015/16".
Drop
in ticket prices need be addressed with innovative and dynamic sales, pricing
and marketing strategies, by the commercial division, besides stringent
controlling of costs by all concerned, top down.
Drop
in ticket prices is a universal phenomenon and not limited to the Sri Lankan
market and SriLankan Airlines. Qatar Airways CEO announced last week, a 20%
growth in profits of USD 541 million and a 22% growth in passengers carried on
year on year basis.]
There are many reasons for my
special focus on this passage. The main one is the Revenue Passenger Kilometers. My mind sought and found the parallel
structure in my work at the University of NSW – where as the consultant for the
small but active Commercial Unit – Sports Medicine – I learnt to use the
parallel of EFTSU – Effective Full Time Student Units presented as follows by the University of Sydney:
[Fee paying
If
you’re a domestic student on a full-fee-paying place, it means your place
receives no financial contribution from the government and you are required to
pay the full cost of the course.
If
you’re an international student, you are required to pay the full international
fee for your course.
While
some postgraduate courses offer Commonwealth supported places for domestic
students, most are offered as full fee paying.
Tuition
fees for full-fee-paying places are based on an annual course fee that is
reviewed each year.
Annual
fees are based on an equivalent full-time student load (EFTSL) of 24 credit
points per semester or 48 credit points (1.0 EFTSL) per year. If your study
load in any calendar year is more or less than 1.0 EFTSL your tuition fee will
differ.]
I used the EFTSU calculations in determining the
viability of a particular Course within the Sports Medicine structure. That was
like the project within the larger programme of Medicine.
Sri Lankan Airlines needs to be the leader in taking
Sri Lankan Public Service towards Democratic Management – starting with its
Financial Management.
Qatar
Airways -
the example chosen by Mr. Rajeewa
Jayaweera is down in Home Relationships. As per recent reports:
[EMIRATES and
Etihad Airlines have suspended all flights to and from Qatar as Arab nations
sever diplomatic ties to the country, accusing it of supporting terrorist
groups and backing Iran.] News.com.au
The Accountability factor of Qatar Airways has been
shrunk to local levels and hence its reporting does not qualify to be used in ‘global
context’/ as an indicator of Universal Phenomenon.
Qatar Airways – to the extent it is fully owned by
the Government and therefore is controlled by the Emir of Qatar would have a
hierarchical reporting structure. Sri Lankan Airlines was controlled by the Rajapaksa
Monarchy and hence those reports did not qualify in the global context. The
current government continued in that pathway to exploit Sri Lankan Airlines
through the Weliamuna Report for which money was paid for someone lacking
wisdom in Airline operations in general and particular to Sri Lankan Airlines’
structure. The only way this would have helped is through Energy developed
through his then workplace – which I understand was Transparency International
Sri Lanka. One would expect the key aspect of this institution to be
Transparency. Yet, the ‘fee’ paid to Mr. Weliamuna was ‘hidden’.
While my intuitive objection was through the way he
reported on the areas covered by me- most of which were established and developed
by me under the supervision of Singapore International Airlines, on Commercial
basis – others who did not have that inner wisdom – attributed negative value
to the Weliamuna report once they found out that Mr. Weliamuna accepted money
as fees and was not transparent about it.
Had Mr. Weliamuna been transparent – he would have
shown efficiency as a Commercial investigator and his recommendations would
have profitable in a financial sense. Given that he was not – he had the duty
to decline any money and do it as part of his Service Program and that would
have helped improve relationships within the whole structure including but not
limited to the Government and the then current Staff. The weaknesses identified
would continue to show – as per the root purpose of that Weliamuna report which
was to rubbish the previous regime which report has had the effect of bringing
in Public Service Monitors into an
organisation which is expected to produce a profit:
-
Line minister had no knowledge on
national carrier’s decision to terminate deal with Airbus
-
CID probe underway on the
purchase of four Airbus A -350 900 aircraft
- AG
questions legality of Airbus agreement and the need to sign numerous agreements
with other parties - Sunday
Times Article ‘ More details emerge on
SriLankan’s state of affairs’
The way effectiveness of an organization is measured
could be through Revenue or Expenditure. Taking the traditional family as an
example, the way a homemaker spent the money earned by the breadwinner would
complete the picture at that level and elevate the ‘Opportunity level’ of the
whole family to the next higher level.
It is for this reason that in Hindu culture – women are known as Shakthi /
Energy. The homemaker foregoes personal enjoyment to share in Common. Since
they do not get credit for earning money – their contribution turns into Energy
which supports all money earners who are family to that homemaker.
In terms of Sri Lankan Airlines structure – where Public
Service Support is provided to Commercial Operations – that is Homemaker’s contribution.
But when Public Officers use the Airlines to show their own credits – they become
Equal breadwinners and they also need to
be as Accountable as the Commercial Operators. Neither is expected to contribute
to strengthen ‘relationships’ and one must expect divisions and separations
followed by De Facto structures due to ‘freedom’ enjoyed at the lower level.
As we sow, so shall we reap. All genuine investors
in the Airline will carry with them the ability to develop self-managing
structures –including within the Tourism industry. I for example am using Airbnb support services
which facilitate both sides to review each other. THAT is the Universal measure
of Democracy based on Equal Opportunity. This is the Energy I share with all
those who respect my structures and take their positions within those
structures. To me my AirLanka is a Commercial Operation structured under the
leadership of Singapore International Airlines.
On that basis – yesterday when I listened to the
Prime Minister of Singapore the Hon Lee Hsien
Loong, about the family conflict which was naturally affecting
his Public life, I experienced the enjoyment of Transparency through my own
parallel with close relatives in Vaddukoddai. Through myself I identified with
the Singapore Prime Minister to be a Democratic leader. Likewise, with the Australian Tamil Diaspora Leader who shared
the speech with me.
I believe that this is what Being Global is all
about.