Features
A CHEF IN LOVE – Part 37

CONFESSIONS OF A GLOBAL GYPSY
By Dr. Chandana (Chandi) Jayawardena DPhil
President – Chandi J. Associates Inc. Consulting, Canada
Founder & Administrator – Global Hospitality Forum
chandij@sympatico.ca
A Romantic Ushering of 1978
Hotel Ceysands enjoyed a 100% room occupancy on December 31, 1977, and as the Executive Chef and the Food & Beverage Manager of the hotel, it was a very busy day for me. I enjoyed every minute I spent leading my teams to deliver an ambitious 133-item buffet and champagne service for the New Year’s Eve dinner dance. My partner for the dance, the hotel General Manager’s teenage daughter, reminded me a few times, not to be late ushering in the new year, 1978 with her. She seemed anxious to tell me something special by midnight. She was worried that I was still in my chef uniform carving meats for late comer guests at 11:00 pm.
Shani was relieved to see me changed into a suit just before midnight. That was our very first dance. Every time we partnered to dance over the next 16 years at New Year’s Eve dances at different hotels in different countries, we laughed at how nervous we were on that memorable New Year’s Eve dance ushering 1978. Also, it was because her parents watched us like hawks. At midnight we managed to escape from their view to a less visible corner of the dance floor. We then declared our deep love for each other.
Meetings and Partings
The entire management team of the hotel met for all three meals everyday towards the end of each meal service to guests. A table for ten was arranged for us. Seven managers and two or three manager’s wives joined the executive table with Shani. We hardly had any formal management team meetings but used the meal table to talk about urgent matters. It was like one big family. From early 1978, Shani always kept the seat next to her strictly reserved for me.
I worked the whole day from morning till night almost every day during the tourist season. After lunch service, I relaxed a little by going for speedboat rides, playing some tennis, walking on the beach or playing cards with Shani and her mother. That tourist season was memorable in many ways. Towards the end of the season, I was saddened to hear that Shani and her mother would be away for nearly six months from April, 1978. They departed on a European trip visiting family and friends, mainly in England, West Germany and Austria.
During the tourist off season, the hotel occupancy came down drastically. Walkers Tours arranged a familiarising tour in Europe for the General Manager – Captain D. A Wickramasinghe (Wicks) and the Hotel Manager – Alan Silva. They planned to be away for two months. Terrence Hopman (Hoppy) who was the Executive Chef before me, returned after six months of sick leave. Hoppy and I were promoted to Assistant Managers. I continued to manage kitchens, restaurants, bars and stores. Hoppy was in charge of the other operational areas – front office, house-keeping, laundry etc. Soon after that, Hoppy and I were appointed to be Acting General Managers in charge of the hotel for two months.
Two Acting GMs
Those two months were filled with a lot of fun, some new learning experiences and a couple of mistakes as well. Hoppy and I shared one office and we did our inspection tours together. We were a perfect team. At times, I over did some pranks that angered Hoppy. However, I was quickly forgiven and we became friends again. Those days during the tourist off season with very low occupancy were boring and we had to entertain ourselves somehow.
Captain Wicks was a good delegater. He entrusted Hoppy and I to manage several special projects while he was away. We were given many assignments. Most of our time was spent preparing a detailed salary scale for all jobs, drawing up complete lists of all supplies for the whole year, developing purchasing specifications for all small operating equipment plus coordinating maintenance projects. Having done all that work, I learnt some new skills. Gradually I became confident and convinced that I was now fully prepared to become a hotel manager.
One day, Samaranayake (Sam) took Hoppy and I on a tour of the boats and maintenance areas. He briefed us as to how he intended doing major repairs to the hotel pontoon which had a carrying capacity of 60 passengers. Having spent his entire career in the Navy and recently retired with the rank of Master Chief, Sam was very knowledgeable about such projects. Seven years later when I became the General Manager of the 260-room, 40-acre Habarana Hotel Complex (The Village, The Lodge and Keells Farm), Sam worked on my team as the Maintenance Manager of one of the hotels. Sam was a very loyal team member.
At the end of our tour, we sat on the docked pontoon to enjoy a beautiful sunset. Hoppy reminded me that the hotel had 0% occupancy that evening. “Let’s have a drink on the pontoon”, Sam suggested. I said, “OK. Good idea. I will ask the kitchen to make some devilled beef and spicy chicken wings for our bites.” I have a full bottle of rum and a half bottle of brandy in my apartment. I will ask a room boy to bring those to the pontoon.” Hoppy made a contribution to a boring evening that turned into a “fun-filled” booze party.
So far it was good. Then came the wrong decision when Sam said. “Let’s see who can drink most of the rum and brandy and still stand straight.” The moment Hoppy and I accepted that challenge, Sam threw the tops of the two bottles into a nearby garbage can. Around 10:00 pm we had finished all of the rum and brandy. When we tried to stand up straight both Hoppy and I couldn’t do it. The cool breeze of the Bentota river and the uneven floor of the docked pontoon were not helpful. That evening I learnt two lessons. Never get drunk at your workplace and never accept a challenge to drink from a sailor!
Our next project was a sober and religious act. As the Acting General Managers, Hoppy and I encouraged the employees to build a small but unique Vesak pandal on the river. We built seven floating structures in the shape of lotus flowers with Prince Siddhartha walking on them. During the low season, it was important to keep the employees motivated with exciting projects. This initiative was also well supported by the local residents who were predominantly Buddhists.
An Opportunity at Queens Hotel
In spite of my playful nature, since I was 20 years old, I was very responsible during the number of acting periods as Manager/General Manager at three hotels (Havelock Tourinn, Coral Gardens Hotel and Hotel Ceysands). That experience gave me the confidence needed to aim to be become a Hotel Manager. I was hoping to get a promotion within John Keells group, but there was no opening on the horizon yet.
One day, I saw a large newspaper advertisement for the post of Manager of Queens Hotel, Kandy with a good salary scale between Rs. 1,750 and Rs. 2,250. They also advertised the post of Executive Chef. Queens Hotel in 1978 was managed by the government owned Ceylon Hotels Corporation (CHC). Although leaving John Keells within one year of service to join CHS was not wise, I applied for the post of Manager of Queens Hotel any way. I had two goals for that action. I wanted to get some experience doing a hotel manager interview and to also send a signal to my employer that I was ready for a promotion.
The Queens Hotel situated in the heart of Kandy and parts of the building had a rich history of nearly 200 years. When the Kingdom of Kandy finally fell into the hands of the British invaders in 1815, this famous building was converted into a mansion for the British Governor of Ceylon. In 1840 it had become Stainton Hotel/Hostel and eventually in 1869 had become Queens Hotel. It had a similar history to Mount Lavinia Hotel and a large team of unionized employees similar to Coral Gardens Hotel. I thought that my experience in those two legendary hotels made me a good candidate for the position.
A Strange Interview
Around late October in 1978, I was called for an interview by the owners of Queens Hotel. The interview was held in Colombo at the CHC head office. When I arrived for the interview, I was surprised to see 14 other candidates for the Hotel Manager post had all been called at the same time. Although I did not have very much experience with interviews, common sense told me that it was a mistake, as there was no confidentiality for the candidates. As I knew all of the short-listed candidates, I commenced talking with them.
I was the most junior and youngest person among those 15 candidates. Some of them were many years my senior from the Ceylon Hotel School including a former lecturer of mine, who always resented my pranks and guts. Most of them were hotel managers of properties less prominent than the Queens Hotel. They looked surprised that I was called for an interview and competing with them. I felt that I had no chance in outperforming them but nevertheless, I wanted to go through the interview just for the experience. My plan was to finish the interview and rush back to Hotel Ceysands by mid-afternoon to prepare for the evening barbecue. After waiting two, long hours in the waiting room, I observed that only a handful were called into the boardroom where the interviews were held.
At that point, I went to the secretary who was seated outside the boardroom and in charge of calling the next candidate. When I checked where my name was on the list, I realized that I was number 15. I would be called last! “Miss, I did not budget six hours to wait here for an interview. I must get back to Bentota to work this afternoon. Please remove my application. Good bye!” I told her firmly. She was concerned. “I am very sorry to hear that, please don’t leave. I will call you next.” Immediately she changed the order.
Five minutes later I was called into a smoke-filled boardroom where seven older gentlemen were seated around the board table. I knew of a few of them. They were board members of two organizations – Kandy Hotels Co. Ltd., and CHC. As I was there mainly for the experience and had no chance of competing with all the other mature candidates, I was strangely relaxed and not nervous at all.
After a series of the usual questions about my experience and current duties, the Chairman of the selection board asked me an important question. “What is the salary you have in mind, if you were selected as the Manager of Queens Hotel?” he asked. Without batting an eyelid, I said, “Rs 2,250.” There was total silence among the seven distinguished gentlemen.
After a lengthy pause, the Chairman of the interview panel asked, “Do you realize that what you are seeking is the highest point on the scale?” When I said ‘Yes”, I was asked to justify why I should be paid at the highest level on the salary scale. I had to think quickly to give an intelligent answer with a justifiable rationale.
“I see that you are also looking to recruit an Executive Chef. The average guest stay at Queens is two days and most of the guests are on a full-board or half-board meal plan, I showed that I have done my research. Therefore, Queens Hotel requires only four good rotating menus. If you hire me, you won’t need to recruit an Executive Chef. As the Manager of the hotel, I would be happy to supervise the kitchens. With that the company will save Rs. 1,200”. When I made that remark, there weren’t any more questions from the panel. After a quick round of firm handshakes, I left.
Creative Negotiations
On my way to Bentota I was convinced that I would never hear from that board, as I felt that I had been too arrogant at the interview. A few hours after I had returned to Hotel Ceysands, I received a telegram which read: “Congratulations! You are selected as the Manager of Queens Hotel. Please confirm a date to commence at your earliest.” A couple of days later, I received the contract letter confirming my salary of Rs. 2,000. That was an excellent salary in 1978. I was only 24 years old and ready to negotiate with John Keells Group.
That evening I broke the news to Captain Wicks. He was shocked and said, “That’s a very good job, but we cannot let you go.” I smiled and replied, “Captain, I will stay if you can match the position and the salary.” Next day early in the morning he left for John Keells head office and came back in the evening with an offer. John Keells had decided to promote me to the Manager of Hotel Swanee with a salary of Rs. 2,000 within the next three months. There was one condition – until a successor was recruited, I would overlook the Hotel Ceysands kitchens until the end of the tourist season on 31st March, 1979, while managing Hotel Swanee. Of course, I agreed. I liked the challenge of doing two jobs concurrently, something I eventually did for most parts of my long career in hospitality.
A Proposal for the Future
When Shani returned from her European tour, I was surprised that she had learnt to speak German and did her first job when in London. She was pleased that I had decided to be the Manager of nearby Hotel Swanee instead of Queens Hotel in Kandy. In spite of a busy six months, we spent without seeing each other, we felt that our souls have gotten closer than ever before. We decided to take our love affair to the next level.
With some courage I approached my boss, Captain Wicks and asked for his daughter’s hand in marriage. He was speechless for a few minutes, and then said, “Chandana, Shani just turned 18, and is too young to get married. She is our only child. I need to consult my wife.” After some further negotiations we agreed that Shani and I will get engaged in 1979 and marry in early 1980 when Shani is 19 years old.
Features
The Truth will set us free – I

Sri Lanka becoming a Macbethian sick state?
The traditional ritual of anointing medicinal oil (or ‘hisa thel gaema’ in Sinhalese, literally, applying oil to the head) is unique to the Sinhala Aluth Avurudda observances. This year, the ritual was performed at the auspicious moment of 9:04 a.m. (Sri Lanka time) on Wednesday April 16. It was observed at appointed venues across the country at the same time. The anointing was done, as usual, mostly by Buddhist monks in their monasteries.
Where they were not available for the purpose, a senior citizen would do the needful. The oil anointing ceremony was held to invoke blessings of good health on all the individuals who subjected themselves to the ritual. Prime Minister Harini Amarasuriya was shown participating in the oil anointing ceremony at the historic Kolonnawa Raja Maha Viharaya. There were many social media videos showing similar oil anointing scenes that included even elephants and hippos in a zoo receiving the compassionate treatment; this is not seen as going too far with traditions, for extending loving-kindness even to animals is taken for granted in the majority Buddhist Sri Lanka. Watching this ritual (that used to be so familiar for me in my childhood and youth) from abroad I couldn’t help my eyes filling with tears, feeling kind of homesick, in spite of me having spent more than forty-three years of my adult life living and working away from my Mother Country Sri Lanka.
Though usually Buddhist monks do the anointing, it is not considered a religious practice by the ordinary Buddhists. It is only a part of the completely secular Sinhala Aluth Avurudda festival. The most important annual religious festival for the Sinhalese (especially Sinhala Buddhists) is Vesak, which will be held next month. However, the oil anointing ceremony impresses on the Avurudu celebrants the great importance of maintaining their physical and mental health throughout the coming year, reflecting the high level of attention that our traditional culture pays to that objective.
However, the actual discrepancy that is noticed between the ideal and the reality in the mundane world, as in other countries, is a different matter. Shining beacons like ideals of a long-evolved culture are important for what they are; their importance doesn’t go away because those ideals are only imperfectly realised by the people of that culture. But the values endure.
The news of this happy occasion and my awareness of a deepening political and cultural malaise in my beloved Motherland back home reminded me of a book I read during the Covid-19 lockdown period of 2020-2022: OUR MALADY by American historian and public intellectual, the Yale University professor Timothy D. Snyder published in 2020. The book, whose subtitle is ‘Liberty and Solidarity’, is about the weakness of the American healthcare system that he himself got a taste of, privately.
Professor Snyder came to know first-hand how America failed its citizens in the public healthcare sphere as an inmate of a hospital ward, where he was admitted to the emergency room at midnight on December 29, 2019. He was complaining of a condition of severe bodily ‘malaise’. Doctors later told him that he had an abscess the size of a baseball in his liver. The emergency operation to remove the abscess was done after seventeen hours of his having had to wait confined to a hospital bed!
‘Rage’ is the word he repeatedly uses to describe how he felt during his hospitalisation. He was not raging against God or any particular person or a group or the bacteria that caused his illness. ‘I raged against a world where I was not’, Snyder writes in the Prologue to the book (implying how much he was angry about there not being a healthy enough healthcare system to look after Americans who fell ill like himself. The book grew out of entries he made in a diary that he maintained while recuperating in hospital. Proficient in a number of European languages including English, French and Polish, he adopts a sort of poetic idiom to deal with his naturally dull subject.
He imagined he was not suffering in solitude, though. He thought about other Americans in his situation, and empathised with them. The absence of a sound healthcare system is America’s malady according to Snyder. Probably, the current situation in America is different, having changed for the better. We must remember that the time he is talking about was the last year of the first term (January 20, 2017-January 20, 2021) of the 45th US president Donald Trump of the Republican Party.
Currently, Trump is serving as the 47th US president. The ideas that professor Snyder develops in the book have global topical relevance, I think. They are organised into four Chapters or ‘Lessons’ as he dubs them, which in my opinion, have implications that could be utilised even by the citizens of the Macbethian ‘sick state’ that Sri Lanka has become today, complete with a Macbeth (though a muppet) and a shadowy but more determined Lady Macbeth.
Timothy Snyder offers the four Lessons for his fellow Americans, and by extension, to fellow humans around the world including us, Sri Lankans. Perhaps these are uniquely American issues, with little direct relevance to a small country like Sri Lanka with no stake in the international pharmaceutical industry. But then no country can escape from the implications of the following facts (taken from Wikipedia): In 2023, the global pharmaceutical industry earned revenues of US $ 1.48 trillion, whereas the top 10 arms manufacturing companies earned only US $ 632 billion. In the same year, the global life and health insurance carriers industry, which is the biggest industry in the world in terms of revenue, earned US $ 4.3 trillion.
Our own late medical professor Senake Bibile (1920-1977), a pharmacology expert and a rare philanthropist and compassionate social activist of the Trotskyite Sama Samaja party persuasion who always had the welfare of the suffering poor at heart, met his death allegedly in mysterious circumstances in Guyana where he was attending a UN conference, promoting the domestic drug policy that he had developed for Sri Lanka, as a model for use in other countries and by the World Health Organization (WHO), United Nations Conference on Trade and Development (UNCTAD), and the Non-Aligned Movement (NAM) for developing policies for ‘rational pharmaceutical use’.
It goes without saying that Sri Lankans are also highly vulnerable to the deleterious effects of the inhuman excesses of the purely profit oriented international Big Pharma; these harmful consequences get transferred to the innocent citizens magnified several times through the unholy alliance between the local corporate drugs mafiosi and corrupt politicians. Be that as it may, Snyder adds another three equally important related points, covering all four, each in a Lesson that must receive the utmost attention of all adult Sri Lankans: health care for children and children’s education, truth in politics, and the supremacy of the doctors’ role in a malady situation. We will look at these briefly, intermittently taking our eyes off America to reflect on our own country Sri Lanka.
Lesson 1 is ‘Health care is a human right’.
Despite its wealth, professor Snyder complains, America is a sick nation; life expectancy is falling for Americans. Moody’s Analytics suggests that US millennials will die younger than their parents or grandparents, though there is no lack of money spent. What is causing this decline in life expectancy? Snyder’s unsettling answer is that the American healthcare system prioritises profit over people’s lives. America still lacks a universal healthcare system, in spite of being a supporter of the Universal Declaration of Human Rights and this leads to unequal access to health care, as Snyder asserts.
Exorbitantly priced commercial medicine has a devastating effect on the protection of the health-care rights of the people. It has robbed the American citizens of their health, in Snyder’s view. The American health-care system’s profit-focussed approach and lack of investment in protective equipment for medical professionals jeopardised their safety during the Covid-19 pandemic. In America, 20 million people lost their jobs and over 150,000 died from pandemic. Health insurance became too expensive, and health care unaffordable. Without a diagnosis, many became dangerously ill or unknowingly infected others with the virus.
Though poor, Sri Lanka beats America in respect of looking after public health. It has a better record in providing satisfactory health care for the citizens. The state runs an almost 100% free medicare service for all the citizens. There is a (kind of) parallel paid private hospital system as well, that caters to the better off segment of the population that can resort to it if they prefer to do so. This potentially eases the burden on the free state medical services, which can then focus more on attending to the needs of the economically weaker section of the population.
The maintenance by the state of such a public welfare-based healthcare system is desired and supported by our dominant socio-cultural background that strongly resonates with the humanistic spirit of the Aluth Avurudda that prioritises health over all forms of wealth. This is embodied in the principle Arogya parama labha ‘Good health is the greatest wealth’, the antithesis of the American attitude towards citizens’ health.
Sri Lanka was among the handful of countries that contained the Covid-19 pandemic most efficiently, minimizing deaths, whereas in America, according to Snyder, flaws in the healthcare system were aggravated by the contagion. This led to more deaths in America than in other wealthy nations like Japan and Germany. But the not so well-to-do Sri Lanka escaped with a minimum number of Covid-caused fatalities amidst obstacles mounted by antinationalist ill-wishers as I saw it at the time. That is Professor Snyder’s Lesson 1, which is about the human right of easily accessible health care. Sri Lanka is actually ahead of America in this respect in spite of relative poverty.
by Rohana R. Wasala
(To be concluded.)
Features
Four-day work week; too much rigidity; respectful farewell

I received a video that announced Japan was considering changing to a four-day work week. Suspicious of such news in my cell phone, I googled and found that certain countries had already opted for work weeks of four days and thus three-day weekends. This change too is a consequence of closedowns of work due to the Covid pandemic.
“Several countries are experimenting with or have implemented four-day work weeks, including Belgium, Iceland, Spain, the United Kingdom and Portugal. Other countries like Germany, Australia, Canada, the Netherlands and the US have also shown interest in, or have tested the four-day work week model.”
The video I got was about Japan changing its government work week to four days from mid-April with many projected objectives. One is to improve government employees’ work-life balance and to address the country’s declining birth rate. Also, the hours of the work day are to be reduced so parents can spend more time caring for their kids termed: ‘Childcare partial leave’. Flexible work hours for women to be implemented so choosing between careers and family will not be necessary.
In Germany experimental trials were carried out in 2023-24 involving 43 companies; 73% plan to continue with the new work structure. Noted for productivity and efficiency, Germany has in addition to one day less working, on average only 34 hours per week. A five-day week of 9 to 5 has 40 work hours per week. Fewer hours at work has been found to promote smarter and more focussed effort with employees happier and more engaged.
Long ago in the 1970s Cassandra shifted from employment in the private sector to a semi government job. She was shocked at the laissez faire attitude of her co-workers in an information centre. Most came to work at around 9.00 am: discussed the bus journey and home; had breakfast; read the morning newspapers; did a bit of work and were ready to have lunch by 12.00 noon. Two hours for this and half for a small snooze. Work till 3.30 pm or so when books/files were closed and grooming selves commenced, to depart at 4.30 pm sharp.
The work ethic in a remote government school and a private school in a city were as opposed to each other as the proverbial chalk to cheese. Do minimum against teaching; don’t care attitude to dedication and commitment; take leave to maximum vs hardly taking leave in consideration of the fact parents of students pay fees; non disciplining principals to dedicated pedagogues who set an example.
Cassandra supposes, and correctly, that with the change of government and a system change, even though many offices are overstaffed, employees put in a solid day’s work. The public is better served, most definitely.
Hence how would it be for Sri Lanka to lop off one work day a week? There will certainly be benefits, but aren’t many of us complaining about the presence of too many public holidays; we enjoy 24 to 30 a year including every full moon Poya Day. A travesty!
The utter mayhem of Poya weekends
Those who lived through the period when the calendar in this overzealous Buddhist country went lunar (sic) and made the four Poya Days of a month and half the pre-Poya Day as the country’s weekend. It was a total mess since many a week had more than five week days in it till the moon changed from one phase to another. Ceylon was completely out of sync with the rest of the world. That was in 1966 with Dudley Senanayake as Prime Minister. Mercifully, in 1970, the Saturday Sunday weekend was reverted to, and sanity regained.
Conclusion is that making our week of four days’ work and weekend three days has to be carefully considered, tested and implemented, or kept as it is. Better it would be if government offices were pruned of excess staff recruited on politicians’ orders and genuinely legitimate officers made to work efficiently.
VVIP Mother in queue
A photograph made the rounds on social media of a frail looking, white haired lady in a queue in Kandy moving slowly to pay homage to the Sacred Tooth Relic. It was said to be President AKD’s mother who was hospitalised just a couple of months ago. Admired is her devotion as well as the fact she came incognito; not informing her son of her intended travel.
But Cass is censorious. Here was a genuine case of needing a bit of stretching of points and helping her to fulfil her desire to pay homage with ease. After all, he is working hard and very probably long hours to get this country on an even keel. He needs appreciation and if he refuses advantages, let a less able person benefit.
A truly honourable Pope
Roman Catholics across the globe mourn the death of the 266th Pope on the Monday after the Easter weekend; and the world respects and reveres him. People comment he must have willed himself to live through Easter, even presenting himself to crowds gathered in the huge grounds of St Peter’s Basilica.
Pope Francis was born Jorge Bergoglio on December 17, 1936, in Buenos Aires, Argentina. He was inspired to join the Society of Jesus or Jesuits in 1958 after a serious illness. Ordained a Catholic priest in 1969, he was the Jesuit provincial superior in Argentina from 1973 to 79. He became the Archbishop of Buenos Aires in 1998 and was created a cardinal in 2001 by Pope John Paul II. He was elected in the papal conclave following the resignation of Pope Benedict XVI as head of the Catholic Church and Sovereign of the Vatican City State in 1913, claiming many firsts: a Jesuit becoming Pope; first from America, from the Southern Hemisphere. He chose his papal name in honour of Saint Francis of Assisi, kind to all living beings. “Throughout his public life, Francis was noted for his humility, emphasis on God’s mercy, international visibility as pope, concern for the poor and commitment to interreligious dialogue. He was known for having a less formal approach to the papacy than his predecessors.”
We remember his visit to Sri Lanka from January 13 to 15, 2015, when he travelled to the Shrine of Our Lady of Madhu and canonized Sri Lanka’s first saint, Joseph Vaz. He conducted a Mass and bestowed blessings to the multitude at Galle Face Green. As he entered and left the Green, he placed his hands on the heads of infants, children, the very poor, the old and infirm; never mind oil and dirt on heads. A truly great and good person.
Features
Kashmir terror attack underscores need for South Asian stability and amity

The most urgent need for the South Asian region right now, in the wake of the cold-blooded killing by gunmen of nearly 30 local tourists in Indian-administered Kashmir two days back, is the initiation of measures that could ensure regional stability and peace. The state actors that matter most in this situation are India and Pakistan and it would be in the best interests of the region for both countries to stringently refrain from succumbing to knee-jerk reactions in the face of any perceived provocations arising from the bloodshed.
The consequences for the countries concerned and the region could be grave if the terror incident leads to stepped-up friction and hostility between India and Pakistan. Some hardline elements in India, for instance, are on record in the international media as calling on the Indian state to initiate tough military action against Pakistan for the Kashmiri terror in question and a positive response to such urgings could even lead to a new India-Pakistan war.
Those wishing South Asia well are likely to advocate maximum restraint by both states and call for negotiations by them to avert any military stand-offs and conflicts that could prove counter-productive for all quarters concerned. This columnist lends his pen to such advocacy.
Right now in Sri Lanka, nationalistic elements in the country’s South in particular are splitting hairs over an MoU relating to security cooperation Sri Lanka has signed with India. Essentially, the main line of speculation among these sections is that Sri Lanka is coming under the suzerainty of India, so to speak, in the security sphere and would be under its dictates in the handling of its security interests. In the process, these nationalistic sections are giving fresh life to the deep-seated anti-India phobia among sections of the Sri Lankan public. The eventual result will be heightened, irrational hostility towards India among vulnerable, unenlightened Sri Lankans.
Nothing new will be said if the point is made that such irrational fears with respect to India are particularly marked among India’s smaller neighbouring states and their publics. Needless to say, collective fears of this kind only lead to perpetually strained relations between India and her neighbours, resulting in regional disunity, which, of course would not be in South Asia’s best interests.
SAARC is seen as ‘dead’ by some sections in South Asia and its present dysfunctional nature seems to give credence to this belief. Continued friction between India and Pakistan is seen as playing a major role in such inner paralysis and this is, no doubt, the main causative factor in SARRC’s current seeming ineffectiveness.
However, the widespread anti-India phobia referred to needs to be factored in as playing a role in SAARC’s lack of dynamism and ‘life’ as well. If democratic governments go some distance in exorcising such anti-Indianism from their people’s psyches, some progress could be made in restoring SAARC to ‘life’ and the latter could then play a constructive role in defusing India-Pakistan tensions.
It does not follow that if SAARC was ‘alive and well’, security related incidents of the kind that were witnessed in India-administered Kashmir recently would not occur. This is far from being the case, but if SAARC was fully operational, the states concerned would be in possession of the means and channels of resolving the issues that flow from such crises with greater amicability and mutual accommodation.
Accordingly, the South Asian Eight would be acting in their interests by seeking to restore SAARC back to ‘life’. An essential task in this process is the elimination of mutual fear and suspicion among the Eight and the states concerned need to do all that they could to eliminate any fixations and phobias that the countries have in relation to each other.
It does not follow from the foregoing that the SAARC Eight should not broad base their relations and pull back from fostering beneficial ties with extra-regional countries and groupings that have a bearing on their best interests. On the contrary, each SAARC country’s ties need to be wide-ranging and based on the principle that each such state would be a friend to all countries and an enemy of none as long as the latter are well-meaning.
The foregoing sharp focus on SAARC and its fortunes is necessitated by the consideration that the developmental issues in particular facing the region are best resolved by the region itself on the basis of its multiple material and intellectual resources. The grouping should not only be revived but a revisit should also be made to its past programs; particularly those which related to intra-regional conflict resolution. Thus, talking to each other under a new visionary commitment to SAARC collective wellbeing is crucially needed.
On the question of ties with India, it should be perceived by the latter’s smaller neighbours that there is no getting away from the need to foster increasingly closer relations with India, today a number one global power.
This should not amount to these smaller neighbours surrendering their rights and sovereignty to India. Far from it. On the contrary these smaller states should seek to craft mutually beneficial ties with India. It is a question of these small states following a truly Non-aligned foreign policy and using their best diplomatic and political skills to structure their ties with India in a way that would be mutually beneficial. It is up to these neighbours to cultivate the skills needed to meet these major challenges.
Going ahead, it will be in South Asia’s best interests to get SAARC back on its feet once again. If this aim is pursued with visionary zeal and if SAARC amity is sealed once and for all intra-regional friction and enmities could be put to rest. What smaller states should avoid scrupulously is the pitting of extra-regional powers against India and Pakistan in their squabbles with either of the latter. This practice has been pivotal in bringing strife and contention into South Asia and in dividing the region against itself.
Accordingly, the principal challenge facing South Asia is to be imbued once again with the SAARC spirit. The latter spirit’s healing powers need to be made real and enduring. Thus will we have a region truly united in brotherhood and peace.
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