Air Mauritius: Depoliticise Now to Save a National Symbol

Editorial

The abrupt resignation of the former Chairman of Air Mauritius (MK) on the heels of a public dispute with the Deputy Prime Minister has cracked open the lid on the deep-seated malaise afflicting the national carrier. The former Chairman’s departure, described as the result of an “accumulation of frustrations” rather than a single event, serves as a flashpoint, encapsulating the toxic mix of political meddling, governance failures, and strategic uncertainty that has crippled the airline for years.

In his post-resignation interview, the former Chairman defended his tenure, highlighting significant efforts to reduce flight delays and address technical and governance flaws in a mere six months. He painted the picture of an airline chairman forced out not by business failure, but by a hostile political environment. His declaration of being “sad for the position of the Prime Minister and the Labour Party” reveals his concern that the Deputy Prime Minister’s relentless, high-profile attacks have “put the Prime Minister in a delicate position,” suggesting a political drama where political loyalties and personal dignity were being tested beyond acceptable limits.

This public spat, which a backbencher dismissively labelled a “children’s war in a playground,” is far more serious than a mere clash of egos. It distracts from the core issue: the urgent need for serenity and impeccable service at Air Mauritius. The airline is not just a commercial entity; it is a strategic economic tool vital to the nation’s sovereignty, tourism, and development. It represents connectivity and diplomatic reach, positioning Mauritius as a crucial hub in the Indian Ocean. When the leadership of this vital entity devolves into a mano a mano political grudge match, it signals a deeper structural failing that undermines national confidence.

The Peril of Partnerships and the Question of Viability

The former Chairman’s strongest warning shot was aimed at the proposed strategic partnership with Qatar Airways. He was categorical: any decision to sell a stake must be made when the company is financially “in good health, not when it is in the red.” His caution stems from a hard-nosed assessment of Qatar Airways’ reputation — a fear that they would “enter and destroy national companies to control prices.” This stark warning taps into a broader regional fear, echoing the fate of other national carriers like Air Seychelles, which were left with only a handful of operational aircraft after similar strategic agreements. The lesson, he insists, is clear: investors often seek to dismantle the national carrier to seize control of the local market.

In contrast, he lauded the “concrete and responsible partnership” with Emirates, citing their loan of a Rolls Royce engine as a sign of genuine, mutually beneficial cooperation. This distinction—between a responsible partner and a potential market predator—is central to the future strategy of MK. He called on the government to heed this warning and “reflect carefully” on any strategic partnership, ensuring it is a net positive for the national interest, not just a desperate injection of capital.

Despite the crises, the former Chairman insisted on the airline’s viability, asserting that if the latest figures were made public, they would demonstrate an “initiated recovery.” He attributes this progress to rigorous management, defending his “strict” approach as necessary to “impose unpopular decisions to guarantee the survival of the enterprise.” The pressure, he admitted, was intense, serving as a testament to the overstretched system that forced management to juggle daily operations with crucial systemic overhauls.

The Legacy of Mismanagement and the Need for Accountability

The former Chairman’s highly politicised exit is set against the backdrop of an even more troubling narrative: the story of Air Mauritius’s chronic systemic failure. The airline, a former source of national pride and a crucial carrier of the national economy, is now limping, weighed down by years of chronic mismanagement, political interference, and staggering misuse of public funds.

The company’s woes did not start with Covid-19; the pandemic merely laid bare the structural decay. Desperate measures, such as hurriedly selling new aircraft at bargain prices, dismantling others for parts, and terminating hundreds of skilled employees, were emblematic of a leadership scrambling to survive without a coherent recovery plan. These actions were rooted in a decade of political meddling and poor governance, where board appointments and major financial decisions frequently reflected priorities other than sound business judgment. The pattern of twelve CEOs in two decades — now welcoming a thirteenth—underscores the corrosive instability that thwarts any attempt at long-term strategic continuity.

More damning are the revelations concerning financial impropriety. The government has disclosed losses exceeding MUR 7.7 billion from aircraft sales and operating deficits between 2014 and 2024, alongside allegations of outright theft of funds. The appointment of Kroll and KPMG for forensic audits is a necessary, albeit late, step. Crucially, the government must ensure these findings are made public and that prosecutions follow, regardless of who is implicated. Accountability cannot be selective; it must be real if public faith is to be restored.

Depoliticisation and the Road to Resilience

The problems at Air Mauritius are symptomatic of a broader malaise affecting many of the nation’s State-Owned Enterprises (SOEs). The pattern is consistent: political meddling undermines technocratic institutions, appointments prioritize loyalty over competence, and public funds vanish without meaningful outcomes. This misuse of SOEs for political gain is not just inefficient; it is a deeply unethical betrayal of the taxpayer and the dedicated employees who built the airline’s reputation.

If Mauritius is serious about restoring confidence, the reforms must be fundamental and far-reaching:

1. Complete Depoliticisation: The management structure must be entirely removed from political influence. The Board must set the general policy, and the newly appointed CEO must be granted full management autonomy to execute the business strategy without “lobbying, power games, banana skins and clannish loyalties.”
2. Uncompromising Accountability: The forensic audit findings must lead to real consequences. Without genuine criminal prosecutions for misappropriation, the cycle of impunity will continue.
3. Business Model Modernisation: The airline must modernize more than just its fleet; it needs a competitive business model. It must move away from relying on state bailouts and become genuinely competitive. The past culture of perks and gratifications, such as free tickets and lifetime travel for board members who already receive handsome allowances, must be relegated to history.
4. Service Excellence: As the backbencher rightly insisted, MK must offer “quality, not empty talk.” This extends beyond the aircraft to the airport experience. The final impression of a tourist should not be one of being held ransom for exorbitant prices at airport cafeterias — an experience that can swiftly undo a happy sojourn.

The former Chairman’s exit serves a vital purpose: it forces the nation to confront the fact that Air Mauritius can only be salvaged through a painful process of truth-telling, structural reform, and unyielding accountability. The national carrier is not just a legacy brand; it must be the symbol of the country’s outward-looking spirit and economic resilience, serving citizens and tourists with efficiency and integrity, free from the destructive interference of politics.

Mauritius Times ePaper Friday 24 October 2025