Skies above Bangladesh’s aviation sector may soon witness a shake-up of monumental proportions, as the interim government's Economic Strategy Realignment Taskforce has charted an ambitious flight path for Biman Bangladesh Airlines.
The state-run carrier, long criticised for its inefficacy, lethargy, and bureaucratic inertia, is now at the heart of a proposal that could either propel it into a new era of efficiency or hasten its descent into irrelevance.
Planning Adviser Dr Wahiduddin Mahmud outlined the urgent need for Biman to embrace modernisation and commercial viability during a press conference following a meeting of the taskforce on Monday (3 February).
According to the advisor, the interim government has been considering appointing a foreign managing director to turn Biman into a profitable entity within a short timeframe.
“We must take action and see results. The goal is to transform Biman into a modern, commercially viable airline.”
Wahiduddin Mahmud stressed the need for structural reforms in Biman, recommending that half of its assets, workforce, and fleet be placed under foreign management to improve efficiency and profitability.
He highlighted a significant proposal: “Biman’s current state demands urgent intervention. A well-thought-out recommendation suggests splitting its resources in half, with one section fully managed by foreign professionals.”
Addressing the longstanding practice of appointing Air Force officials as Biman’s top executives, he remarked: “There is a persistent misconception that the airline must be led by someone from the Air Force. But Biman is a commercial entity—an industry in itself. It is not about flying or operating fighter jets; this is a specialised business requiring deep expertise, which is currently lacking in our country.”
Interim government’s economic strategy taskforce has proposed a significant restructuring of the flag carrier, recommending that half of its operations be handed over to a foreign airline—potentially Singapore Airlines or Qatar Airways—while the other half remains under local management.
“It would be more effective to divide Biman and allow a foreign entity to manage one half, the other half would continue as Bangladesh Biman. This would provide a direct comparison of performance with identical resources, exposing weaknesses and inefficiencies,” the planning adviser added.
The national flag carrier's woes are hardly revelatory—Biman has long been accused of running on fumes rather than strategy.
However, the suggested remedy is as radical as it is audacious: A structural bifurcation of the airline into two separate entities, one to be managed by a foreign operator and the other by the airline itself.
The taskforce’s vision is predicated on a simple yet provocative premise.
If Biman’s inefficiency stems from entrenched bureaucracy and mismanagement, then injecting an element of competition—particularly under foreign stewardship—might just be the wake-up call it needs.
The plan envisages the two segments operating side by side, allowing for a comparative analysis of their performance.
In essence, it is a controlled experiment in aviation management, with the added thrill of high stakes—one entity will emerge as the victor, while the other may well be left grounded.
But the ambition does not end there.
The taskforce further recommends the launch of an entirely new airline, tentatively named, "Bangladesh Airways".
This nascent carrier, envisioned as an independent competitor, would be run by a globally competent organisation, drawing from Biman’s existing assets but carving out distinct markets and routes.
If it fails to maintain service standards within a stipulated timeframe, the proposal suggests that it should be unceremoniously withdrawn from the market—an unusually stringent measure in a sector notorious for shielding inefficiencies.
While the proposal exudes a certain air of ingenuity, it is not devoid of turbulence.
Would the introduction of a foreign-managed competitor within Biman itself genuinely inspire efficiency, or would it simply lead to internal resistance, bureaucratic sabotage, and political wrangling?
The state-owned airline has long been an emblem of national pride, and any suggestion of external involvement is bound to invite its share of scepticism and opposition.
Furthermore, starting a new airline raises its own set of questions.
Would this new airline genuinely foster competition, or would it cannibalise an already fragile market?
If Biman struggles to operate efficiently as a single entity, does fragmenting its resources not risk spreading its dysfunction even further?
Aviation is a capital-intensive industry, and without a coherent, long-term strategy, this reform could resemble a game of aeronautical musical chairs—with passengers and taxpayers left footing the bill.
The Final Boarding Call
Biman Bangladesh Airlines stands at an inflexion point.
The taskforce’s recommendations present an opportunity to usher in long-overdue reform, but the risks of a botched execution loom large.
If done right, this could be the much-needed jolt that finally propels Biman into the modern age of commercial aviation.
However, if done wrong, it could result in an even greater squandering of resources, leaving the national carrier more fragmented and fragile than ever before.
As policymakers prepare to deliberate over this high-stakes proposal, one thing is clear—Biman must evolve or risk permanent grounding.
Whether this restructuring will lead to a renaissance or a wreckage, only time will tell.
But for now, the boarding call for reform has been announced.
The question is: Will Biman take off, or will it remain stuck on the tarmac of inefficiency?
