A FAILED RAIL NETWORK

Janaka Perera ponders on whether our railways will ever become efficient

There was a time when our trains ran like clockwork, and people set their time according to departures and arrivals. This discipline, which the British instilled in the Ceylon Government Railway (CGR), continued for a while even following independence.

In contrast, Japan’s rail services began 18 years after our first train steamed out of the Maradana railway station on its way to Ambepussa in 1864.

But where is Japan today and where are we?

The golden era of the CGR began in 1955 when Chief Mechanical Engineer (CME) B. D. Rampala took over as its General Manager. He was an efficient administrator and it wasn’t easy for railway staff to deceive him.

Rampala personally inspected trains regularly; and since passenger comfort was foremost on his mind, the compartments were kept spick and span. Following every long-distance trip, the carriages were fumigated. He also introduced express trains such as Yal Devi and Ruhunu Kumari, and steam engines were replaced with diesel locomotives under his leadership in the 1960s and ’70s.

Though electrification of the busiest sections of the network was proposed several times to improve energy efficiency and sustainability, it never happened. And the rot gradually began setting in during the late 1960s, following Rampala’s retirement.

The interference of politicians and railway unions led to the gradual deterioration of railway services. Since then, the trade unions with their frequent work stoppages became a menace to local commuters and tourists alike.

Thousands of people use the country’s rail system every day. Unfortunately, it’s not the most comfortable or safest ride for commuters who use this service. Trains, which are jam-packed with passengers precariously hanging onto footboards and even sides of carriages during rush hour, is a common sight in Sri Lanka.

In an article published in the Daily FT, Lt. Col. Chandana Weerakoon notes that our Railway Department doesn’t possess business acumen and there aren’t any key performance indicators (KPIs) at any level.

Countries have two specific areas of development – either scientifically, through innovation, R&D and branding; or by using marketing and logistics.

In Sri Lanka’s case, maximising supply chain management and logistics is best due to the island’s geopolitical location, and since seaports and airports are our positive nodes. But instead of the railways, the island’s extensive road networks are what dominate connectivity with ports and airports.

Sri Lanka’s vast rail network should be taking the lead in connectivity due to economies of scale. Rail transport can support supply chains better; they will have a higher positive impact if the knowledge, attitude and skills of the workforce are improved.

Furthermore, supply chain and logistics specialists with the relevant business acumen should be recruited to improve the services of Sri Lanka Railways (SLR).

The rail network could be a game changer for the country if it’s managed professionally and efficiently. There needs to be a mindset change and employees should internalise a positive work culture that’s promoted by the organisation.

In addition to the lack of supply chain and logistics specialists, there’s also an absence of transportation specialists in the Railway Department.

Though most transportation companies in the world are headed by relevant experts, SLR is always helmed by a mechanical engineer. And that post is filled on the basis of seniority rather than performance or business acumen.

The department hasn’t recruited a single professional who has expertise in transportation. Almost all Sri Lankan universities are producing transportation degree holders. But since it’s a new degree, conservative administrators of the Railway Department avoid recruiting professionals – presumably because they’re afraid of losing control over traditional senior appointments.

Fuel, sand and containers remain the main types of cargo transported in Sri Lanka. However, the department doesn’t seem to be interested in taking advantage of this valuable business opportunity since it doesn’t wish to move out of its comfort zone.

Countries generally transport containers by rail to the hinterlands. And then from the docking areas, containers are transported by road to the final destination through a process called ‘trans-loading.’

Though this is an efficient and cost-effective means of transporting containers, organisations are reluctant to collaborate with the Railway Department due to its lethargy and allegations of corruption.

Sand from the Mahaweli River is transported from Polonnaruwa to Colombo; and since the former has access to the rail network, sand can be transported by train efficiently. But thanks to the department’s lackadaisical attitude, companies prefer to transport sand by road using trucks.

It’s time the Railway Department began providing an efficient service instead of adopting a laidback attitude.