Features
Exciting Events at Babylon Oberoi
Part Four PASSIONS OF A GLOBAL HOTELIER
Dr. Chandana (Chandi) Jayawardena DPhil
President – Chandi J. Associates Inc. Consulting, Canada
Founder & Administrator – Global Hospitality Forum
chandij@sympatico.ca
Setting the Stage
As the new Food & Beverage Manager at Hotel Babylon Oberoi I wanted, in 1989, the hotel to make a name in hospitality and catering in Iraq. I was also keen to create and promote a string of international food festivals in Baghdad but encountered several challenges. With my experience ding this many times before, I was well-prepared, motivated, and confident of creating a buzz and present hospitality events and entertainment in Baghdad.
The first obstacle was staffing. We needed enthusiastic Iraqi employees alongside experienced foreign workers. The Iraqi government mandated the recruitment of young men returning to civilian life after eight years of war. During interviews, the impact of Post-Traumatic Stress Disorder (PTSD) was evident; many hopeful employees looked decades older than their actual ages. Injuries due to various situations faced in the war front which killed around half a million, were clearly visible in their bodies, faces and mental state. I was saddened about these young men, who were forced to experience the horrors of war.
After recruitment, and initial orientations (to civilian life, hotel industry and Oberoi culture and hotel standards), the training we provided was intensive. With the support of expatriate managers and senior supervisors, we conducted both on-the-job and off-the-job training sessions. Once the basics were mastered by the trainees, we introduced new hospitality products and services, setting the stage for our food festivals, events, and entertainment.
Music and entertainment
We made music and entertainment as an essential part of our hospitality offerings, creating vibrant atmospheres that drew in guests from near and far. At our night club, Githara, we hosted top Western bands who electrified the stage, while renowned Arabic musicians serenaded guests by the poolside, creating a harmonious blend of cultural experiences. The rooftop bar, aptly named Hanging Gardens, came alive with exotic dancers and musicians, providing an enchanting escape under the stars. Meanwhile, the lobby bar echoed with the sophisticated melodies of classical pianists, offering a serene backdrop for evening cocktails.
The entertainment never ceased at the Hotel Babylon Oberoi’s casino, where we curated an array of captivating performances that kept the excitement flowing well into the night. Drawing from my successful tenure as the Director of Food and Beverage at Le Galadari Meridien Hotel, in Colombo I knew that integrating entertainment deeply into our food and beverage operations was key to creating unforgettable guest experiences and optimizing revenues and profits.
Unlike most nightclubs in Baghdad, which operated only three or four nights a week and focused on the weekend crowd, we envisioned something bolder for Githara. By introducing live bands every night, we transformed it into a seven-day hotspot, a gamble that paid off remarkably. This relentless dedication to providing top-notch entertainment set us apart, turning every evening into an occasion worth celebrating.
Poolside Barbecue
After re-organizing the coffee shop, restaurants, bars, pastry shop, night club, 24-hour room service, banqueting operation, and the casino at this prestigious venue, we focused on new products. Recognizing Iraqis’ love for barbecue, we launched a daily poolside barbecue featuring popular street food. As an important part of the cradle of civilisation, Baghdad has been home to many cultures and empires. From the Sumerians to the Kurds to the Jews of Baghdad, each have left their own distinct mark on Iraqi cuisine. Baghdad’s rich culinary history, influenced by diverse cultures and empires, inspired our menu.
- Executive Chef O. P. Kantwal carving a lamb
- Chef OP and me with Moroccan employees welcoming guests to the food festival
We included local favourites such as:
Masgouf (filleted fresh carp fish, individually grilled around a fire slow cooked),
Tikka Kebab (whole pieces of spiced chicken or meat),
Sheesh Kebab (ground beef, lamb, or chicken),
Maqloube (slow cooked yellow rice, vegetables, and meat), and
Kubba (a round patty of ground meat covered in a light dough).
Our varied menu ensured unprecedented popularity. This blend of street food with five-star service by an Olympic-size swimming pool became a hit.
Despite the popularity of the venue, during the summer months we could not continue this new addition at the poolside. During the scorching summer months, with temperatures reaching 120°F (50°C), we moved indoors. Even brief trips outside felt like stepping into an oven, as my three-year-old son Marlon aptly described.
Moroccan Food Festival
Based on popularity, Executive Chef O. P. Kantwal and I chose Morocco as the theme for our first food festival. As I had travelled to Morocco and had an enjoyable time tasting their food and experiencing warm hospitality in Casablanca, I insisted on including my favourite: Moroccan Lamb Stew with Couscous, in the menu. We used suggestions about menus, beverages, decorations, uniforms, and music, from a large group of Moroccan employees at the hotel to make our product authentic.
They said, “Chef OP and Mr. Jay, let’s fire up the grill!” In Northern Africa that term can mean many things, from freshly caught fish, to heavily spiced merguez (spicy lamb or beef sausages) , to meshwi, where the word for “fire roasted” is given to a feast of lamb, roasted whole and stuffed with offal and dates. We decided to do all! I agreed with OP, that every evening during the festival, he would carve a whole lamb. Moroccan Food Festival was a great success and it drew customers from outside Baghdad as well.
Indian Food Festival
During the Moroccan food festival, we surveyed our Iraqi customers for future themes for food festivals. Given Oberoi’s Indian roots and our popular Indian Executive Chef, an Indian Food Festival was a natural choice for the next festival. This event surpassed even the Moroccan festival in popularity.
I am (extreme left) with Oberoi’s restaurant employees at the Indian Food Festival
Following the resounding success of the Indian Food Festival, there was a growing demand for a permanent Indian restaurant at Hotel Babylon Oberoi. My only experience working in an Indian restaurant prior to landing in Iraq was as a part-time waiter, at a unique Indian Restaurant in London during my graduate student years. In 1982, Oberoi Hotels’ key competitor – Taj Group had invested wisely to open the best Indian restaurant in the United Kingdom – the Bombay Brasserie. It paved the way for Indian and Bombay cuisine in London.
- A full house at Anlil on the opening night
- Volunteer hosts at the opening of Anlil
Anlil: The Best Indian Restaurant in Iraq
In a life in hospitality one can strengthen the career foundation with diverse experiences at different levels. My waiter experience at the Bombay Brasserie in London became useful when I led the opening of the most exclusive Indian Restaurant in Baghdad in 1989.
We swiftly conceptualized Hotel Babylon Oberoi’s eleventh food and beverage outlet. With assistance from Oberoi’s flagship hotel in New Delhi, we recruited a specialist Indian chef and imported essential equipment, including two large tandoori ovens. While the menu and staff training were promptly finalized, the engineering side lagged, threatening our planned opening date set by the hotel’s owners, the State Organisation for Tourism in Iraq (identified as ‘Tourism’).
Recognizing the urgency, General Manager and Vice President Madan Misra stepped in. He understood the critical importance of meeting our deadline to maintain our reputation and partnership with the Iraqi government. Misra, known for his decisive leadership, called an emergency meeting with all managers, contractors, and the Engineering Department. After a brief update from me, he took charge, declaring, “We will open this restaurant within 24 hours. I will not tolerate any delays. I want all of you to work non-stop until the restaurant is open. I will do the same. Understand?”
With Misra’s direct management style, we worked tirelessly through the night. At 12 midnight, he positioned himself in the middle of the restaurant floor, continuously issuing orders. Despite the gruelling hours, Anlil Indian Restaurant opened on schedule the next evening, marking a triumphant debut.
The opening night was a grand affair. Clad in colourful Indian sarees, wives of three senior managers, including my own, volunteered as hosts. The restaurant was packed, and our team excelled in delivering the finest Indian cuisine in Iraq with impeccable five-star service.
Anlil quickly garnered immense popularity and rave reviews from the media. The success of Anlil not only enhanced Oberoi’s reputation but also positioned the brand for further expansion in Iraq, beyond the three five-star hotels we already managed.
An Unorthodox Opportunity
“Mr. Jayawardena, meet Mr. Abdul Tawwab, the Head of Tourism in Iraq,” Madan Misra introduced me to a distinguished looking gentleman during Anlil’s opening. Tawwab, a senior Baath Party member, influential politician, and a confidante of President Sadam Hussein, dined at the head table with his wife and other VIPs. After that meeting, I encountered him frequently at the hotel, where he enjoyed the fine dining restaurants, gym, and spa. Each visit was anticipated, and Misra, the Resident Manager, and I, ensured a warm welcome and farewell.
One day, Tawwab arrived at the hotel visibly angry and had a long, private conversation with Misra. After Tawwab left, Misra summoned me to a one-on-one meeting. “Mr. Jayawardena, close the door and sit down. I must tell you something highly confidential.” Misra’s excitement was palpable. “Oberoi and Tourism are very happy with your work. Would you like to take over the food and beverage division of another five-star hotel in Baghdad, in addition to your current responsibilities?”
Seeing this as a promotion, I eagerly accepted. However, Misra kept the hotel’s identity a secret, only revealing that it was a 350-room property with seven food and beverage outlets and a large banquet operation. “Keep this confidential but start the ground work discreetly. Identify chefs, restaurant managers, and bar supervisors who can be transferred with promotions at short notice. If needed, we’ll bring in more managers from India, Egypt,
and Sri Lanka when we sign the management contract.”
Misra explained that all expatriate managers at that 350-room hotel, managed by an international company, would be dismissed by Tourism. Shocked by the abruptness, I asked why. Misra revealed, “Today, when Mr. Tawwab entered that hotel, their American General Manager had displayed disrespect. He failed to welcome Mr. Tawwab and remained seated at the coffee shop even after seeing him. Consequently, it was decided by Mr. Tawwab to expel that hotel company from Iraq, pending our readiness to take over the hotel for management!”
To be continued, next Sunday…
Features
Combining local resources,traditional knowledge and science to build a food-secure Sri Lanka
World Food Day 2026: Innovating today for a better food future
by Dr. Kaushalya Wijayasekara
What will be on the Sri Lankan dinner table ten years from now? Will our children be able to get nutritious food at a price their families can afford? Will farmers be able to grow enough despite changing weather and rising costs? And how much of the food we produce will actually reach the consumer, instead of being lost or wasted along the way?
These questions can’t wait. A farmer faces unpredictable weather. A family faces rising food costs. Fruit goes unsold after a good harvest. Some children do not get enough nutrition. The future of food is tied to the future of Sri Lanka itself.
World Food Day 2026 is a chance to look beyond the immediate problems and ask whether we can build a food system that feeds our people well, gives farmers better opportunities, protects the environment and makes better use of what we already have. The answer can be yes, but we will have to think differently.
We are not starting from zero. Sri Lanka has diverse crops, fisheries, traditional food knowledge, indigenous varieties, research institutions, universities and a young generation able to create new solutions. What we need is to bring these together and act. Producing more will not secure our food future on its own. It will depend on how intelligently we produce, process, preserve, distribute and consume food.
Making more of what we already have
Innovation does not always mean inventing something new. Often it means finding better uses for the resources we have.
Sri Lanka grows traditional rice varieties, kurakkan, green gram, cowpea, jackfruit, breadfruit, cassava, sweet potato, coconut and palmyrah. All of them have great potential for modern, nutritious, value-added foods. Jackfruit and breadfruit can be made into flour and other convenient products. Traditional rice varieties can go into new foods that suit changing consumer needs. Palmyrah, with its strong cultural heritage, can create new income through better processing, packaging, quality assurance and market development.
The aim is to connect our traditional food knowledge with modern consumer needs and technology, while keeping our food heritage.
Stop wasting the food we produce
Reducing food loss and waste should be a major priority. Seasonal fruits such as mango, banana, papaya and pineapple can be lost in large quantities when production exceeds demand or when storage, transport and processing facilities are inadequate. With suitable technology, these fruits can become dried products, pulps, powders, beverages and other shelf-stable foods.
Agricultural and fisheries by-products are resources too. They could be turned into food ingredients, animal feed, bio-based products and other useful materials, which would move us toward a more circular food economy.
Technology alone is not enough. We need stronger local processing facilities, cold storage, efficient transport, collection centres and market information systems, especially close to where food is produced. Cutting food loss raises the value of what our farmers and fishers already produce.
Nutrition and food safety come first
Food security means more than having enough food. People also need food that is safe and nutritious.
Sri Lanka can develop affordable, nutritious foods from local pulses, grains, vegetables, fruits and fish. Children and other vulnerable groups should get particular attention. Schoolchildren in particular deserve a focus: safe, nutritious, locally sourced products for school feeding programs would support child nutrition, local farmers and domestic food industries at the same time.
Food safety must stay at the centre of food innovation. Good hygiene, quality control, laboratory testing, traceability and appropriate food safety systems are what make new products safe as well as attractive and nutritious.
A food system that can cope with climate change
Climate change is already affecting agricultural production, water availability, crop yields and food prices. We need food systems that can handle changing conditions. That means climate-resilient crops, efficient water use, soil and water conservation, better storage and resource-efficient food processing.
Traditional knowledge matters here. Generations of Sri Lankan farmers have developed practices suited to local climates and ecosystems. Combining that experience with modern science can give us solutions that fit local conditions and are sustainable. Technology alone will not build the future of food. Science, experience and local knowledge together can.
Give young people a bigger role
Sri Lanka’s universities have an important part to play in shaping our food future. Young people should be encouraged to identify real problems in the food system and work on practical solutions in areas such as food waste, sustainable packaging, nutrition, food safety, modernising traditional foods and digital technologies.
A good research project should not always end as a research paper. Where appropriate, research should be supported to move on to products, technologies, enterprises and community solutions. That needs stronger partnerships between universities and industry, along with mentoring, research funding, business support and market connections. If young researchers and entrepreneurs can turn their ideas into viable food innovations, both consumers and producers will benefit.
A pathway designed for Sri Lanka
We do not need to copy food-system models from other countries. We can build a pathway that suits our own resources, culture and needs. It would bring together local resources, traditional knowledge, scientific research, appropriate technology and entrepreneurship, with farmers, fishers, universities, research institutions, food industries, entrepreneurs and policymakers working side by side.
The goal goes beyond selling raw materials. We need to create more value, reduce waste, improve nutrition, generate jobs and strengthen rural livelihoods. This matters especially for small and medium-scale food enterprises, which can drive local economic development when they get the right technical, financial and market support.
The choices we make today
The food future will not create itself. It will be shaped by what we grow, what we research, what we process, what we consume and what we choose not to waste.
So, the question for World Food Day 2026 is this: what can we do today so that every Sri Lankan has safe, nutritious, affordable and sustainable food tomorrow?
The answers are already around us, in our farms, fisheries, food businesses, universities, laboratories and communities. We have the resources, the traditional knowledge, the scientific expertise and talented young people. What we need now is to connect them and act.
A better food future begins with the choices we make today.
Dr. Kaushalya Wijayasekara
Senior Lecturer, Department of Biosystems Technology, Faculty of Technology, University of Ruhuna
Features
20th Anniversary of Digampathana blast – the day Sri Lanka Navy cried
By Admiral Ravindra C Wijegunaratne
WV, RWP and Bar, RSP, VSV, USP, NI (M) (Pakistan), ndc, psn, Bsc
(Hons) (War Studies) (Karachi) MPhil (Madras)
Former Navy Commander and Former Chief of Defence Staff
Former Chairman, Trincomalee Petroleum Terminals Ltd
Former Managing Director Ceylon Petroleum Corporation
Former High Commissioner to Pakistan
The Digampathana suicide truck attack on 16th October 2006 remains the deadliest single strike in Sri Lanka Navy history, leaving scars that time cannot erase.
It was a seemingly ordinary Monday morning on 16 October 2006, but the calm of that day would soon be shattered in a way none of us could have imagined. As the Commandant of the Naval and Maritime Academy and Flag Officer Commanding Naval Fleet at Trincomalee, I was aware that a number of my cadets were travelling that morning, part of a convoy of fifteen buses carrying naval personnel from Trincomalee, Colombo, and other bases, heading toward Dambulla to rendezvous with another group. The convoy also included trucks and escort vehicles, a routine movement planned and coordinated with the army to ensure the roads were clear. The morning started quietly. Some personnel greeted friends, handed over their weapons, or strolled to a nearby tea shop. It all seemed so ordinary—too ordinary for what would come next.

Sri Lanka Navy sunk LTTE Ships carrying arms, ammunition and warlike materials thousand miles away from Sri Lanka in Indian Ocean in September and October 2007.
By late morning, both convoys had reached the small ground at Digampathana, near the Sigiriya junction, and personnel mingled briefly, unaware that a carefully orchestrated act of terror was waiting. Then, suddenly, an empty half-truck veered directly into the convoy. It exploded with a ferocity I can still recall as if it were yesterday. Nuts, bolts, and high explosives tore through the air. Pandemonium erupted instantly. I later learned that 107 of our naval personnel were killed on the spot and another 153 critically injured. The scene was indescribable—bodies scattered, vehicles mangled, personal effects strewn across the ground. I remember later hearing that the head of the suicide bomber was recovered more than 100 meters away from the blast, a grim testament to the sheer force of the explosion.
I was in my office at the Naval and Maritime Academy when my mobile phone rang. A young midshipman from the 21st intake called, his voice trembling: “Sir, there was a huge explosion at the convoy point! Many are dead … my batch mate Wijesundara is among them.” I immediately jumped into my jeep with my escort Chief Petty Officer and driver and rushed to Digampathana, relying on every ounce of my driving skill to reach the scene. The journey, which usually took little more than an hour, felt endless that day, each passing mile weighed down by dread.
When I arrived, I was confronted with a sight that no training can prepare you for. The injured were being rushed to Dambulla Hospital, where doctors and nurses worked tirelessly, improvising in ways that saved lives despite the overwhelming chaos. I went back to the site after visiting the hospital. The remains of our naval personnel were scattered across the ground, and someone had begun collecting weapons and protective gear. I immediately contacted Surgeon Rear Admiral Nico Jayasekara and received his instructions: collect all body parts in separate bags and transport them to the Trincomalee Naval Hospital mortuary. This gruesome work had to be done with care and dignity, and it filled the icebox in my vehicle. Through DNA testing initiated by Rear Admiral Nico, we were able to identify every naval personnel lost that day, bringing some closure to grieving families.
The Navy Commander at the time, Vice Admiral Wasantha Karannagoda, was devastated. I had worked closely with him and knew how deeply he cared for his men. He ensured that the fallen were honoured with full ceremonial naval funerals at Welisara Naval Base, attended by families and comrades. Sixty-seven funerals were conducted in a single day—a number that still haunts me.
The Digampathana attack remains the largest single loss of naval life in our history. It was a day of sorrow, but also a day that reinforced our resolve. The tragedy galvanized the Navy to target the LTTE Sea Tiger wing with renewed determination and reshaped our maritime operations forever. Every time I think of that day, I remember not just the lives lost, but the courage, professionalism, and dedication of those who survived, those who treated the injured, and those who ensured the fallen were honored properly. May the souls of our naval hero’s rest in peace, their sacrifice guiding us and inspiring generations of naval personnel to come.
Features
‘Murder at Whitby Abbey’
Tales of Mystery and Suspense – 24
I was intrigued by the title of a book I found in a book drop at the condominium of a friend, Murder at Whitby Abbey, and I brought it home with me though I will not be able to return it in the near future. It was described on the cover page as ‘a standout in the crowded medieval mystery field’, though I fear I do not know of other books in this field, apart from the Cadfael series, which I have dealt with earlier.
The book, by Cassandra Clark, is set during the reign of Richard II and has as a backdrop his precarious position, which led to his being replaced, and murdered, by his cousin Henry, who reigned as Henry IV. It is a gloomy book, the action taking place in the twelve days of Christmas leading up to the Epiphany. And the gloom is pervasive, even though this is supposed to be a time of festivity, with mummers performing, and many of those in the guest house where the heroine stays going to town to enjoy themselves, with much drinking and much music, which also fills the guesthouse.
The heroine Hildegarde is a nun, sent to try to acquire a relic being sold by Whitby Abbey, though this was also a penance set by the Abbot of the monastery that governed her abbess because she had had sex with a man. Soon after she and her companions reach the Abbey set high on a cliff, she finds that there are other bidders, and soon suspects that the hierarchy, not perhaps the Abbot who seems a weakling, but his rapacious bursar, is determined to make money, and not above creating false relics to sell to several aspirants.
After Hildegarde and her Cistercian companions – Whitby is a Benedictine Foundation – two monks, Gregory and Egbert, and a young priest Mark, reach the abbey, they find that Aelwyn, a monk they had met on their way to the guesthouse had died. This was in the apple store, and they realize, when they find the surplices of novices stuffed into the air vents, that he had been left to suffocate in the overwhelming scent of apples.
The Cistercians are asked to look into the death, perhaps because they are likely to get no cooperation from the Abbey folk, but perhaps because those in charge are keen to know what happened. And the infirmarer, an old monk, suggests Hildegarde talk to a man called Edred who worked for the bursar, and had been a friend of Aelwyn’s. But Edred too is killed, before he can keep an appointment he had made with Hildegarde, drowned in a pool near the farmhouse of the Abbey.
Meanwhile tensions arise between the fisherfolk and the abbey for the bursar wants to charge them for using the beach that technically belongs to the abbey to dry their fish and their nets. This leads to physical battles, when the guards used by the abbey, under the command it seems of the bursar whose determination to make money is not resisted by the abbot and the prior, try to storm the area where the fishermen live.
Hildegard finds out more about what had happened through two youngsters, one of whom Torold is the son of Aelwyn by a woman who worked as a prostitute for a cartel, and with whom Mark fell in love. The other works on the farm and had seen Edred meet someone near the pool, after which that someone left the place by himself. And the boy had also found in the pool a sort of dagger with the seal of the abbey.
He and his dog, and Torold who follows her, rescue Hildegarde from a man at arms who has waylaid her and tries to rape her earlier. Escaping into the abbey she was nearly been raped then by the bursar, but she managed to escape, in the process setting fire to him and the muniments room, which led, when he was rescued, to the discovery of a box with the money he said had been stolen, blame being cast on both Aelwyn and Edred.
Matters come to a head when the fisherfolk try to storm the abbey, being resisted by the men at arms stationed on the towers. But then Hildegarde realizes that behind the murders was the bursar’s clerk, whom she pursued to the cathedral. There is great drama then as she escapes from him when he tries to kill her, and then from the man at arms who had tried to both rape and kill her, but they both fall from the scaffolding she had climbed, the latter coming from a tower where he had been stationed.
Both of them think they run the rapacity of the abbey, the latter claiming to work for the nobles opposed to Richard, who is presented throughout the book as devoted to his subjects, not to power or money. But though the villains die, the bursar continues, having got over the hysteria the fire had caused and his acknowledgment then of guilt – and though the abbot and the prior seem less vicious, whether they will be able to assert themselves is questionable.
Before the climax, when the others in the guesthouse were leaving, Hildegarde found that two of them were in possession of the relic, for which they seem to have paid well. Hildegarde herself had made a derisory offer, but before she leaves the abbot gives her the relic, perhaps in gratitude for what she and her fellow Cistercians had discovered, the abbey having made as much money as it needed and more from the gullible other buyers.
Mark’s inamorata is saved from the stews because she moves in with Edred’s widow whom the bursar had thrown out of the rooms he occupied when her husband was found dead. Hildegarde had paid for lodgings, in a house run by the man who ran the brothels, but he had a kindly side and was going to finance them to make nets for the fishermen.
So, the Cistercians set off for their home as swiftly as they can to get there on the day of the Epiphany, having stopped en route to pray for King Richard whose birthday it was.
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