Features
Comparative study of Boeing and Airbus – Part III
In 1914, an American, Lawrence Sperry, demonstrated gyroscope-stabilised, straight-and-level flight in Paris. This was the beginning of the automatic pilot. As years passed and flight distances got longer, automatic pilots for aircraft were introduced to carry out the mundane task of physical flying, and to free the pilot’s mind to navigate, communicate and manage the flight. Not all Airline people were happy when autopilots were introduced.
“I pay those guys to fly, so let them fly. I’ll be damned if I’ll pay them to just sit there.”
Eddie Rickenbacker
WWI Veteran and Chairman of Eastern Airlines, USA
Those early autopilots were ‘dumb and dutiful.’ Pilots referred to the autopilot as ‘George’. With the advent of digital computers and satellite technology, even the other two functions (navigation and communication) were taken over by automatics, and a Flight Management system (FMS) was introduced. Once the route was programmed, the FMS even tuned the required radio frequencies automatically in the vicinity, for navigation.
The Flight Management System (FMS) Display and Input Keys, the Human/Machine Interphase in modern times.
Airbus flight instructors used to say that if the Inertial Reference Systems were the brain of the aircraft the FMS was the heart. In addition, a host of parameters, from the operating condition of the engines to what movies are watched by passengers, can be monitored through telemetry from the ground in real time.
HUMAN FACTORS
A psychologist named David Beaty, formerly a World War II RAF pilot (for which he was awarded the DFC with bar) and BOAC Captain, propounded that there are many ‘Human Factors’ behind aircraft accidents. Beaty was born in Hatton, Ceylon in 1919 to a Methodist minister and his wife, both on a missionary posting from Britain, and received his early education at Kingswood College, Kandy. When Beaty first mooted his ‘human factors in aircraft accidents’ concept in 1967 it was regarded as controversial. After all, aviators were supposed to be supermen, not normal human beings.
As an extension of his passion for aircraft accident investigation, Beaty became a prolific and celebrated writer of novels, almost all with an air accident theme. Perhaps the best-known novel by Beaty is Cone of Silence, which was later adapted for the movie of the same name (renamed ‘Trouble in the Sky’ for US audiences). Another is The Temple Tree, the (fictional) story of a ‘plane crash at Colombo Airport, Katunayake.
It gradually dawned on accident investigators that what Beaty was saying was true, and indeed the human condition was the weakest link. As such, something needed to be done to improve that aspect of aviation safety. Two landmark accidents, both in the USA, provided added impetus: the crashes of an Eastern Air Lines Lockheed L-1011 TriStar in 1972, and a United Airlines DC-8 (1978). In both instances the pilots were distracted from the task at hand by mundane, peripheral matters and lost the ‘big picture’.
Many human factors experts realised that pilots must be taught to (1) know themselves, (2) know their crew, (3) know their aircraft and equipment, (4) know their priorities and, above all (5) constantly evaluate the risks. Thus, a new classroom subject called ‘Crew Resource Management’ (CRM) was born. Although, at first, it was thought by some that CRM was a case of ‘too many cooks’ and no one ‘minding the shop’.
the situation further, some aircraft manufacturers attempted to automate more pilot functions and design the human out of the system. The first crewmember to be dispensed with was the Radio Officer. Then came the job of Navigator, and lastly the Flight Engineer. Airline managements welcomed the new cockpit complement as high crew salaries were a part of the companies’ fixed costs, so the absence of those now-redundant jobs was a great saving. From the air safety point of view, the flight deck lost extra pairs of eyes with only a Captain and First Officer at the ‘pointy end’. Meanwhile, accident rates remained unacceptably high. There are suggestions now to have only a single pilot in large airliners purely to save money!
In reality, the reduction of errors on the flight deck was an impossibility, as humans still designed, built, operated, maintained, managed and regulated aircraft operating systems. ‘Threats and Errors’ could exist anywhere. Automation was meant to support the crew in a certain set of given conditions, not replace them. It was incapable of judgement. An oft-repeated story is that of a computer that was asked: ‘if there were two clocks, one of which had stopped, the other running one second slow, which would give the more accurate time?’ In its high-tech ‘wisdom’ and logic, the computer deduced that it was the clock that had stopped, as it gives the correct time twice a day, while the other never gave the accurate time!
FLY BY WIRE AIRCRAFT
In the 1980s, when Airbus designed the A320 aircraft, they said that the flight control computers (seven in all) were so advanced, software would have taken 800 man-years to check them. The manufacturer took the next best option of getting two different vendors to write the software for redundant systems so that one system could monitor the other.
Interestingly, as stated before, some of the algorithms for the ‘fly by wire’ computers were developed by a young Sri Lankan scientist/engineer named Gemunu Silva (1943-2021), who in the 1970s was given use of the only hybrid computer in France. His work at Toulouse eventually became the property of the French government.
Because of economic pressures, no aircraft is a mature product when it is introduced to the line. Modifications are done on the go, after introduction. Sometimes, blood needs to be spilt for positive changes to happen. That is a sad fact in aviation. The world’s pilots were still unprepared to accept the A320’s new level of automation.
Initially, Indian Airlines pilots went on strike and refused to fly the A320. It was called the ‘Scare Bus’. After three fatal crashes the A320 was also dubbed the ‘John Wayne of the Skies’, because it crashed through forests (Basel, Switzerland; 1988), ‘climbed’ mountains (Strasbourg, France; 1992), and killed Indians (Bangalore; 1990). Many meetings were held by the International Federation of Airline Pilots’ Associations (IFALPA) to address the A320’s human factors problems. Thankfully, we humans adapted to the new technology, and today the A320 and its numerous derivatives are the world’s safest and most popular aircraft.
In modern ‘glass cockpit’ aircraft, pilots are expected to disregard their feel to a large extent and fly by what they see on their electronic instruments displayed in colour-coded cathode ray tubes (CRTs) and LED (light-emitting diode) screens. The early A320 accidents, following the type’s introduction, were mostly the result of pilots’ misinterpretation of these instruments. This was the man-machine interface.
But automation brought a host of other problems for human operators who now had to spend more time on monitoring duties, which in turn caused complacency and boredom. However improbable, automatics tend to fail at the most critical time. Because of this, during critical phases such as automatic landings, aircraft have either two or three autopilots monitoring each other.
The differences in basic autopilot philosophies of the two main big-jet manufacturers, Boeing and Airbus, are that while Boeing strived to have the automatics ‘human-centred’ with flight control feedback to give an indication to the pilots as to what the autopilots are doing, Airbus airplanes’ controls didn’t move at all, with pilots having to constantly update their situational awareness by asking “What is it doing now?”
Situational awareness is knowing what is going on around you. To know whether the engines were spooling (powering) up or down, in the early days of the A320 – as incredible as it sounds – pilots kept their feet flat on the flight deck floor; unlike in Boeing aircraft, the Airbus engine throttles didn’t move in keeping with engine power, so an immediate underfloor (engine) vibration, or lack of it, gave a good indication of what the engines were doing.
Another basic difference was that the warning systems in the older Boeings told pilots what was wrong. Calling for the relevant checklist was left to the pilots’ judgement.
Later Boeings such as the 777 and the 787 Dreamliner have fallen in line with Airbus practice by prioritising checklists. In both types of aircraft, a statement commonly made by the pilots is: “I have never seen that happen before.” Both manufacturers absolve themselves by saying, “If unsure, fly manually or at an acceptable level of automation”. However, in all ‘fly by wire’ aircraft there is no real manual mode. (i.e.) No cables and pulleys. What the pilots do is to program the autopilot computers through their flight controls. Even the engines are controlled by an electronic ‘FADEC’ (Full Authority Digital Engine Control).
Besides, all this high technology in the flight deck has introduced more than 15 audio warnings in the form of synthetic voices, bells, and whistles which the pilots have to identify by memory, differentiate, and carry out a split-second rectification action. Identifying the warnings incorrectly could be a matter of life and death.
Such was the case in the Helios Airways Boeing 737 crash in August 2005. During routine pre-flight maintenance, automatic cabin pressurisation had been switched off by maintenance engineers in order to run a test; but the disabled system had been overlooked by the pilots when carrying out their pre-flight checks. On the climb-out, when the Cabin High Altitude audio warning horn sounded, the pilots identified it as the Take-off Configuration Warning horn and did nothing as they were climbing out safely and not in the take-off phase. Consequently, everyone on board was starved of oxygen at high altitude, becoming unconscious or dying before the aircraft, flying on autopilot, crashed when its fuel supply eventually ran out.
In another incident, an Air France Airbus A330 aircraft operating from Rio de Janeiro to Paris crashed in the Atlantic Ocean (June 2009) after encountering a heavy thunderstorm. The synthetic voice and an attention-getting bell sounded no less than 75 times, alerting the crew that they were falling out of the sky, before the aircraft descended to its watery doom. Why did the crew not react? Was there the ‘startle factor’? Was it a matter of inexperience and inadequate training? It all happened in the space of six vital minutes. The human factors element involved in that crash is the subject of an entire book.
INTO THE FUTURE
The Pilot/Aircraft interaction is through the Flight Management System (FMS) in the long term and directly to the Autopilot in the short term. According to many experts, the aircraft automation of today, while being quite smart, cannot be called ‘Artificial Intelligence’ (AI).
The systems still rely on data that has been defined by fallible human beings (the old computing adage: “Garbage in, garbage out)”.
Pilots are taught to operate modern aircraft on a ‘need to know’ basis due to economic pressures. Keeping a pilot in a classroom for a comprehensive ‘nuts and bolts’ program or simulator session is a loss of productivity.
While on the subject of automation, one of the ‘coolest’ devices the writer found in the Boeing 747 aircraft was a warning light and an audio ‘ping’ that come on if no switch activation has taken place in the flight deck for a specific period of time, with the accompanying message saying, “Pilot Input required”. Cancelling the warning is itself a pilot action which silences the electronic ‘watchdog’ for a while. This effectively relieves boredom on long flight sectors while ensuring that pilots stay awake.
Many experts believe that to achieve ‘AI’ status in automation, as many possible scenarios to specific problems as possible could be fed into the on-board computers, which then will select the most appropriate solution in the case of an emergency. But more refinements to this need to be done. Without a confusing horn, could a voice warning such as “Cabin Pressure” have saved the Helios Airways crew and their passengers? Conversely, in the Air France crash the voice warning also urging the appropriate corrective action, e.g. “Stall. Stall. Get Nose Down”, would have helped.
In the present context, the performance of ‘Stone Age’ human operators are still limited by hunger, humidity, lack of sleep, vibration, stress, fatigue, jetlag, optical illusions and spatial disorientation. There is a long way to go in addressing all of these factors. Airline managements, which are often ‘bottom line only’-orientated, still indulge in ‘penny pinching’ and ‘pilot pushing’, thereby contributing additional mental and physical stresses to crewmembers.
Quick turnarounds, minimum rest, inadequate time to unwind among friends and relatives, inappropriate financial inducement to fly on days off which are planned for the specific purpose of reducing cumulative fatigue, are some of the challenges that the airline industry faces today. The chances of making mistakes are greater in such environments.
Each individual is different, and therefore the lowest common denominator may have to be considered by the regulators. Human intelligence and the ability to make mistakes are two sides of the same coin. According to many experts, a ‘zero error’ target in air operations is impossible to achieve. What should be in place is an ‘error tolerant’ system, where human errors are detected, trapped and mitigated. The ICAO recommends that rather than being reactive, the industry should be proactive, predictive and preventive. Understanding the cause behind the cause of incidents and accidents, in terms of human factors is the Final Frontier.
In the more advanced Airbus airplanes not only did the warning tell you what was wrong but followed the pilot through a series of tasks to bring the unserviceable system back to an acceptable level of serviceability.
(The writer is a retired Airline Captain. He was a Human Factors and CRM facilitator for a Far Eastern airline, and has flown Lockheed L-1011, Boeings 737, 707 & 747, and Airbus A320, A330 & A340.aircraft.
Former member of the Civil Aviation Authority (CAASL) Accident Investigation Team. The incumbent OPA representative for ‘Aviation’.)
Features
Role of identity in the making and breaking of West Asian peace
The West Asian peace effort continues waveringly amid uncertainties. The world could be considered as having ‘some breathing space’ currently in this tangled situation on account of a dip in oil prices but whether such relief would be of a long term nature is left to be seen.
Meanwhile, some vital ‘details’ in the peace process are continuing to hobble it. One such factor is the nuclear issue. While US President Donald Trump is on record that Iran’s purported nuclear programme from now on will be monitored by the International Atomic Energy Agency (IAEA), this assertion is being denied by the Iranian authorities who indicate that Iran will be coming under no such regime. That is, Iran will be answerable to no one with regard to its legitimate right to defend itself.
Accordingly, an early closure to the nuclear question could not be expected and the furthering of peace in the region hinges on the principal sides being of one mind on the issue. Moreover, toll-free shipping through the Strait of Hormuz is proving to be a bone of contention between the warring sides.
However, perhaps going largely unnoticed in the Middle East region are identity questions of considerable magnitude that have stood in the way of the region making some headway towards a peace settlement and which would continue to undermine such a process going forward. Identity, or a group’s self conception, is by far the most intractable of the factors in the conflict and the main sides would do well to manage it effectively before long.
US Vice President J.D. Vance, as pointed out in this column last week, fired one of the first salvos in this regard in the current peace effort. He reportedly said: ‘Regional peace and stability includes stopping the funding of “terrorist organizations” .’ He probably had in mind the Hezbollah organization which is funded and armed by Iran but, needless to say, the latter would reject this statement out of hand because it does not see the Hezbollah as terroristic in orientation.
Accordingly, the tangled issue of ‘who is a terrorist?’ would recur to hamper the West Asian peace bid. An important corollary to this matter is that Middle Eastern militants would be branding US administrations as terroristic considering the humanly costly military interventions undertaken by the latter over the decades in the world’s war zones.
It is difficult to see the main sides taking up the issue of terror and arriving at a common understanding on the problem over the next couple of months in their peace deliberations but the unresolved question could be expected to be the proverbial ‘elephant in the room’ that could even wear the sides down. Accordingly, ‘quick fixes’ to the Middle East imbroglio would need to be ruled out.
However, paring down terror to its essentials, it needs to be found that in contemporary times it is identity and issues growing out of it that keep the question alive and render it intractable. In fact the problem should be seen as igniting and sustaining a multiplicity of conflicts world wide.
So pervasive are identity questions that they are seen by some as having played a role in leading to the recent resignation of Keir Starmer as UK Prime Minister. Among other things, the latter is seen as having been incapable of managing migration related issues besides falling short in strengthening domestic social cohesion.
Identity issues came to a head in the UK in the form of the recent anti-immigrant riots in Northern Ireland. Clearly, some immigrants continue to be seen as aliens and parasitic in nature in some parts of the UK by jingoistic elements. Thus is ignited anti-foreigner violence.
That said, some of the most laudable measures for the promotion of peaceful race relations are found in the UK today. The latter’s race relations legislation could be seen as constituting a model for the rest of the world and needs to be studied and adopted by particularly the global South where identity conflicts are rampant.
Unfortunately, racial amity is not being considered a priority by the Trump administration. Under the latter immigrants are being seen by supremacist whites as the archetypal ‘Other’ who should be violently shunned. Accordingly, social cohesion in the US too is being steadily undermined and stepped-up race hate in the country shouldn’t come as a surprise.
In the West Asian region, archetypal ‘Othering’ could prove particularly pernicious and destructive. It could lead to the unraveling of the current peace talks between the adversaries and needs to be addressed by them if the negotiations are to prove productive.
For far too long the West and Israel have been viewed as archetypal enemies by Iran and its supporters. On the other hand, Palestinian militants have been habitually seen by the Far Right in the US and by hard line Israelis as sworn enemies who are best eliminated. These seemingly unresolvable divides in the Middle East could bring down the present negotiatory process.
Even if the present round of mediated negotiations between the US and Iran lead to a substantive cessation of hostilities in West Asia, the divisive mindsets of the prime antagonists, that is, the US and its ally Israel on the one side and Iran and its supportive militant groups on the other, would need to be changed for the better if enduring peace is to be given a chance. That is, mindsets would need to be transformed on both sides of the divide from mutual hostility to mutual amicability. No doubt, a long-gestation process.
It cannot be stressed enough that those mediating in this long-running conflict, themselves need to approach peace-making with unbiased minds. It needs to be realized, for example, that Israel too has been ‘hurting’ badly in this conflict over the decades to the degree to which the Palestinian side has been victimized cruelly, dispossessed and divested of dignity.
Any negotiated peaceful settlement should seek to address this persistent mindset malaise as well and turn enmity into amicability. An equitable solution that addresses the lingering grievances of both sides could lay the basis for this process of ‘Turning Spears into Ploughshares.’
‘Land and Bread’ have been at the heart of the Middle East conflict over the decades or even centuries. An equitable solution should provide these assets in equal measure for both sides. There is no getting away from the ‘Two State Solution’.
Features
Central bankers live on Short End Street; Economic planners live on Long End Street
Long End Street is not a summation of Short End Streets. Eighteen short-term crises and no long-term growth in sight!
For quite some time, there has been no agency of government dealing with long-term economic and social policy questions. Nor have universities been of any help. There has been a National Planning Department in the Ministry of Finance but we have not seen any worthwhile reports from them. M. D. H. Jayawardena, in 1956, presented in Parliament the Six-Year Programme of Investment. Soloman Bandaranaike established a National Planning Council and a Planning Department, with Princy Siriwardena as its Director. They wrote the Ten-Year Plan, better known for its readability than its depth of analysis or policy content. Ten years or so later Dudley Senanayake established a Ministry of Planning and Employment with Gamani Corea (later of high international repute) as its Permanent Secretary. The Ministry was responsible for some useful analytical work and the development of a bureaucracy responsible for plan implementation. The latter was the work of a brilliant member of the Ceylon Civil Service, Godfrey Gunatilleke, who also worked in the Ministry. The major pre-occupation of the Ministry turned out to be the annual government budget and the management of direly scarce foreign exchange, all short term considerations. They set up a bureaucratic mechanism to evaluate capital expenditure in the government budget. The Ministry won plaudits for its Foreign Exchange Budget, some analytical wok on the economy, including population projections as well as education, in both schools and universities. As the 1970s wore on, planning earned a bad press and the new government of 1971 disbanded most of that and created a Department of National Planning in the Ministry of Finance, which survives to date.
A part of the purpose of this narrative has been to bring out that, all along, government has had no outfit of economists and sociologists whose job was to study long term changes in our society and the economy and in the rest of the world and propose solutions for consideration by governments. (A brilliant exception was the work on education, that was directed by Jinapala Alles, who had graduated in chemistry and was a fast learner and was at great ease with numbers. He was also an effortless leader of a small team of self-selected competent and enthusiastic public servants.) The government depended on the Central Bank for advice on long term development of the economy. Princy Siriwardena was seconded for service in the Planning Secretariat; similarly, Gamani Corea was from the Bank. Later, he was replaced with H.A.de S. Gunasekera, likely the most brilliant economics teacher in the University of Ceylon. He taught monetary economics, essentially short term. (His favourite economist Keynes famously wrote, “In the long run we are all dead”.)
When the Ministry of Planning and Employment was established in 1965, government plundered the Central Bank to staff it: Gamani Corea, R. M. Seneviratne, N. Ramachandran, Nihal Kappagoda and G. Usvatte-aratchi. Later, W. M. Tillekeratne and A. S. Jayawardena both long term employees of the Central Bank, were appointed as the chief economist of government. Jayawardena still later became the Governor of the Bank. Several other employees of the Bank, including J. B. Kelegama, P. B. Karandawela, P. B. Jayasundera worked at high levels in successive governments and that practice continued when Mahinda Siriwardena became the Secretary to the Ministry of Finance when Anura Dissanayake became the Minister of Finance. It is mysterious that the government saw no need for specialist advisers who would identify long term economic and social problems and solutions therefor, look out for markets and technology and warn of impending pitfalls, in contrast to our mighty neighbour which had a Planning Commission that handled long term problems and a Central Bank which had learnt to handle masterly, monetary problems.
Pitambar Pant, Montek Singh Ahluwalia, Manmohan Singh, I. G. Patel and Raghu Ram Rajan were most distinguished economics policymakers and central bankers. Japan benefited greatly from the work of MITI. So did Korea from its counterpart. This is not to argue that had there been an outfit of that sort, Sri Lanka would now be rich but to warn that the Central Bank is neither equipped nor fit to fight those battles. If you scan the Central Bank Act of 2023, you will find stabilisation the most frequently recurring theme. Clause 6 reads ‘The primary object (objective?) of the Central Bank shall be to achieve and maintain domestic price stability.’ The most generous reading that the Bank may have anything to do with economic development is in Clause 6 (4) ‘In pursuing the primary object (objective?), the Central Bank shall take into account, inter alia, the stabilisation of output towards its potential level.’ Lawyers may have a field day with that and economists may beg for its meaning.
Amarananda Jayawardena was the last Governor of the Central Bank who had understood that the central bank was equipped to handle short term problems and that not always valiantly, and that it had neither the tools nor the resources to plan and engineer long term development. As Governor, he did not speak for the government on long term economic and social problems, although prior to assuming duties as Governor of the Bank, he had been the chief economist of the government. Jayawardena knew all too well the nature of the tools and the resources he had and how far he could confidently aim and shoot. It was simply silly to produce a Five-year Road Map (no matter how colourful the accompanying graphics), when a central bank mainly used transactions in the short-term financial assets market to move interest rates and the demand for money. The Bank of England, for most of the 20th century, used Commercial Paper with two ‘good names’ at its Discount Window. Short-term and long-term rates of interest, normally, behave in a predictable relationship, although occasionally, and in volatile times, that relationship may become inverted. (I am not well read on recent Fed and the Riks Bank market operations.)
The economists at the Central Bank are experts in monetary policy and are rarely knowledgeable about economic growth. An exception was S. B. D. de Silva and he found writing a half page note to the Centra Bank Bulletin (monthly) stultifying. He left the Bank quite young and continued studying economics until the very end of his life. As undergraduates they may have read on economic growth and development but as professionals in the central bank, it is unlikely that they kept working on problems in that area. They may also have learned, some time, that there has been no central bank credited with spearheading economic development in any country. Therefore, to pretend that they can advise the government on economic planning, is a hobby which they would be wise to desist from.
We did a splendid job of saving our new born children and their mothers as indicated in low infant mortality and maternal mortality rates. We scored an even more resounding victory in educating all our children. If we have any claim to any civilizing missions in the 20th century, these two stand out. Beside them, we have been mostly failures. The economy has advanced only laggardly. It has miserably failed to exploit excellent opportunities to sell in burgeoning markets, output employing a healthy and educated labour force. Japan, South Korea, China, Vietnam, south India, Ethiopia, Rwanda and several other countries, all (except Japan) late comers to the game compared to Sri Lanka, succeeded in doing just that. It is wrong to blame governments alone for poor economic growth, as many do. Most economic activity in this country is run by the private sector and leaders there have made poor use of opportunities.
When ministers of government and its employers collect bribes, private sector persons pay bribes. The markedly rapid economic growth in Andhra Pradesh, Telangana, Karnataka, Tamil Nadu and Keralam and poor growth in Madhya Pradesh, Uttar Pradesh, Bihar and many others in the north east are under the same central government dispensation, sharply pointing to differences in the quality of business leadership in the two groups. ‘Big business’ here run betting shops, supermarkets, hospitals, import and market household equipment, banks and insurance companies and, most ambitiously maintain construction companies. (In the widely watched IPL cricket matches 2026, Sri Lanka advertised regularly a Betting Centre!) Tourism in this country is the business of small-scale enterprises with low productivity. The ubiquitous kade with a stock-in-trade of less than one hundred thousand rupees, borrowed from a relative or a friend, is a sign of rampant unemployment and not of budding entrepreneurship. When you go to consult a doctor in a private hospital in Colombo and wait endless hours, count the number of men and women employees idling, supervised by a proportionately large number of idling supervisors. Where are the large-scale manufacturing and service companies, selling the world over, where economies of scale abound in the 21st century? So far as I recall, there has been no Initial Public Offering (IPO) of shares in the Colombo Stock Market during the last 7 years. Nor have multinational companies established here any large factories or offices.
Is the air we breathe deathly to enterprise?
by Usvatte-aratchi
Features
A Requiem for Keir Starmer rule
By the time Sir Keir Rodney Starmer resigned, polls showed that he had become the least popular Labour Prime Minister in living memory. His fall was all the more striking because his political beginnings had once suggested a very different trajectory. As a teenager in the Labour Party Young Socialists, and later as editor of the Marxist journal Socialist Alternatives, he had stood firmly on the radical left. As a human rights lawyer he opposed the illegal invasion of Iraq, earning a reputation for principle and moral clarity.
It was this early radicalism that his supporters later weaponised, presenting him as a unifying leftwing figure in the aftermath of the coup against the Labour Party leader Jeremy Corbyn. The right-wing of Labour, having spent years undermining Corbyn (including through a coordinated campaign that framed him, falsely, as anti-Semitic) found in Starmer a vessel through which they could reclaim the party while reassuring the membership that continuity with the Corbyn surge remained intact.
In his resignation speech, Starmer claimed to have inherited a politically, morally and financially bankrupt Labour Party. Yet the record shows that Corbyn had revived the party’s grassroots, drawing tens of thousands of new members back to a party embodying the tradition of Keir Hardie. The oligarchy closed ranks against this leftist heavyweight, using Starmer and the Labour right wing as their weapon. Starmer’s “Changed Labour” was not a renewal but a repudiation, embracing the very Thatcherite revisionism that had hollowed Labour out in the first place.
A Britain battered by decades of neoliberal restructuring formed the backdrop to Starmer’s rise. The cumulative effects of Maggie “milk-snatcher” Thatcher’s programme, deepened by Blair, Cameron, May, and Johnson, combined with the convulsions of Brexit to produce a profound economic, social, and political crisis. The Conservative Party imploded under the weight of its own contradictions. Starmer, offering managerial calm, an a Corbyn-lite manifesto, rode the wave of Tory collapse to a landslide victory.
But once in office, he revealed himself as a Blairite in sombre tones: a Thatcherite in Labour clothing. Within weeks he slashed winter fuel payments for pensioners, inaugurating a harsh antiworkingclass agenda. He embraced the Israeli government even as it carried out genocide in Gaza. The former human rights lawyer now used antiterror legislation to suppress dissent, particularly protests against the genocide. His immigration rhetoric, invoking an “island of strangers,” echoed the poisonous cadences of Enoch Powell.
Throughout his premiership he remained pofaced, showing little emotion even when forced into humiliating Uturns by public outrage. He displayed no visible sorrow at the mass killing of children in Gaza. Only at the prospect of losing office did he appear moved. He was, in the words of Saki, a man with “the soul of a meringue,” a mediocrity whose obedience to the oligarchic class and to Zionist backers embodied what Hannah Arendt called the banality of evil. His legacy – and that of the Tories who preceded him – is a nation distrustful of politicians of whatever hue, open to the pseudo-anti-elite, deception of the billionaire-backed racist far-right
His resignation leaves Britain at a crossroads – will it follow the fascistic path of Nigel Farage’s Reform Party, or will it go down the green-red road of Zach Polanski and Corbyn? Even replacing Starmer with the newly-elected Andy Burnham will only provide more-of-the-same Tory policies – Burnham went on record saying his first foreign visit as Prime Minister would be to Israel. These are the same policies that created a visceral hatred of Starmer and opened the gates for Reform’s surge.
When news of his resignation broke, a friend told this writer that the one who had engineered the exit of Jeremy Corbyn had been unable to complete two years in office. He added, ‘Rajakam kalath kalakam palade”-– even if you reign, your deeds will bear consequences.
And, so ends the Starmer era, not with the dignity of a statesman, but with the hollow thud of a project built on betrayal, opportunism, and the abandonment of the very principles he once claimed to uphold.
by Vinod Moonesinghe
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