Actor Mohanlal to be ‘goodwill ambassador’ of KSRTC

The recent appointment of renowned actor Mohanlal as the goodwill ambassador for the Kerala State Road Transport Corporation (KSRTC), coupled with the corporation's achievement of a record daily ticket collection of ₹12.18 crore, presents a compelling case study in public sector management, brand building, and the challenges inherent in providing essential public services. This development is significant not just for Kerala but offers valuable insights into the broader landscape of state transport undertakings (STUs) across India.

**Background Context: The Uphill Battle of State Transport Undertakings**

State Road Transport Corporations (SRTCs) in India have historically been the backbone of public transportation, especially in rural and semi-urban areas. However, many, including KSRTC, have faced severe financial distress for decades. Operational inefficiencies, aging fleets, rising fuel costs, heavy debt burdens, competition from private operators, and the obligation to run unprofitable routes as a social service have led to mounting losses. KSRTC, for instance, has long struggled with substantial debt, difficulties in timely salary and pension disbursements, and a need for significant modernization. The corporation often relies on government support to stay afloat, highlighting the perennial challenge of balancing public service obligations with financial viability.

**The Strategic Move: A Star on Board and a New Financial Milestone**

The decision to appoint Mohanlal, a cultural icon with immense popularity across Kerala and beyond, as KSRTC's goodwill ambassador is a shrewd strategic move. Celebrity endorsements have proven effective in boosting brand image and public perception across various sectors. For a public utility like KSRTC, such an association aims to foster a sense of trust, reliability, and pride among the public, encouraging greater patronage. This initiative comes at a crucial time, coinciding with KSRTC's announcement of a record daily ticket collection of ₹12.18 crore. While the ambassadorial role may not be directly responsible for this specific record, it signifies a renewed focus on improving the corporation's image and operational efficiency, potentially contributing to a positive public sentiment that encourages ridership.

**Key Stakeholders and Their Roles**

Several key stakeholders are central to this development. The **KSRTC Management** is at the forefront, striving for financial stability, operational improvements, and a better public image. Their decision to onboard a celebrity reflects an innovative approach to marketing a public service. The **Kerala Government** plays a crucial supporting role, as KSRTC is a state-owned entity. The government's objective is to ensure the continuity of essential transport services, reduce the financial burden on the state exchequer, and safeguard the welfare of thousands of employees. **Mohanlal**, as the goodwill ambassador, lends his considerable star power and credibility to the corporation, potentially influencing public perception and ridership without necessarily involving direct financial remuneration for the state. **Commuters and the General Public** are the ultimate beneficiaries, hoping for improved services, better connectivity, and a more reliable public transport system. Finally, **KSRTC Employees** have a vested interest in the corporation's revival, as its financial health directly impacts their job security, salaries, and benefits.

**Significance for India: A Blueprint for Public Sector Revival?**

This development holds broader significance for India. It underscores the potential for innovative strategies in reviving struggling Public Sector Undertakings (PSUs). The financial health of STUs directly impacts state finances, as many rely on subsidies. A successful turnaround, even if partial, can free up state resources for other developmental projects. Socially, robust public transport is vital for inclusive growth, ensuring accessibility for all sections of society, especially those in remote areas and lower-income groups. From a governance perspective, it highlights the state's role in managing critical infrastructure and exploring non-traditional methods like celebrity endorsements for public service promotion. If successful, KSRTC's model could inspire similar initiatives in other states grappling with financially weak transport corporations.

**Constitutional and Legal Framework**

Public transport, particularly road transport, primarily falls under the purview of state governments. This is enshrined in the **Seventh Schedule of the Indian Constitution**, where 'communications, that is to say, roads, bridges, ferries, and other means of communication not specified in List I; municipal tramways; ropeways; inland waterways and traffic thereon; ports subject to the provisions of List I' are listed under the **State List (List II)**. This gives state governments the legislative and executive authority to establish and regulate bodies like KSRTC. Furthermore, the operations of road transport corporations are governed by the **Motor Vehicles Act, 1988**, which regulates aspects like vehicle registration, licensing, traffic rules, and the functioning of transport undertakings. While not directly a constitutional provision, the **Directive Principles of State Policy (DPSP)**, particularly **Article 38** (State to secure a social order for the promotion of welfare of the people) and **Article 39** (State to direct its policy towards securing adequate means of livelihood and distribution of resources), implicitly support the state's role in providing essential services like public transport to ensure social and economic justice.

**Future Implications**

The long-term success of this initiative hinges on sustaining the momentum generated. While a goodwill ambassador and a record collection are positive indicators, KSRTC will need to implement deeper structural reforms. This includes modernizing its fleet, optimizing routes, adopting advanced technology for ticketing and fleet management, improving employee training, and exploring non-fare box revenue streams like advertising. The challenge will be to translate the initial enthusiasm into sustained operational efficiency and financial stability. If KSRTC can achieve this, it could serve as a replicable model for other state transport corporations, encouraging them to look beyond traditional approaches and embrace marketing and operational innovations for their revival and long-term sustainability.