Features
PARTY FUN @ SWANEE! – Part 39
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
Fun Begins…
During my first week as the Manager of Hotel Swanee in early 1979, I had a series of one-on-one meetings. These were with the departmental managers, senior supervisors, union leaders, West German and British tour leaders, most of the repeat and long stay guests. To get a better understanding of the hotel culture, I had these meetings in their own areas, departments and bedroom patios rather than in the formal atmosphere of my office. Within a week I had a good 360 degree understanding of the concerns and satisfaction levels of these key players.
I quickly learnt that to ensure customer satisfaction all we needed to do was to simply ask the customers and then do something about it. People were generally happy to make suggestions, and I wanted them to be a part of the solution, as well. We ended up with a series of focus group discussions which led to planning different and new forms of employee initiatives, special events for guests and hotel beautification initiatives. As I commenced being the manager of the hotel in the middle of a busy tourist season, we implemented popular good ideas, without any delay. Creativity becomes innovation when implemented by a team for mutual benefit.
I then held my first all employee meeting with nearly 100 persons. I presented concepts of new initiatives and invited managers and supervisors leading those initiatives to provide details. With that we created a participative style of operation and management at Hotel Swanee with input from relevant teams of employees. They were particularly pleased that the hostile village problems had been sorted out with diplomacy as the top priority. With a sigh of relief, there was a general consensus that the time for progress and fun had arrived.
Based on the involvement of guests in making good suggestions and in organizing new events, we commenced a competition selecting “The Hotel Swanee Guest/s of the Week”. The prize for the weekly winners was a special Lobster dish cooked and a Baked Alaska flambéed and served by the Hotel Manager. In addition, we displayed a poster at the entrance with an enlarged photograph and the name/s of the winner/s for each week. This became extremely popular. Most of these guests wanted me to sign the poster before they took it with them when returning to Europe.
Some of these guests sent me thank you notes and postcards with proudly including their title/s after their name/s (i.e., “Hotel Swanee Best Guests of the Week – 1st March, 1979”). When some of these Best Guests returned to Swanee as repeat visitors, we garlanded them on arrival and made a big fuss. They simply loved the attention.
Two such guests were female primary school teachers from the UK who regularly visited Sri Lanka and stayed at Hotel Swanee. A few years later, in 1981 when I was doing some promotional work for Walkers Tours in Hong Kong, I heard someone screaming at me from a higher floor of a large mall, “Hey Chandi, look who’s here – Hotel Swanee Best Guests from April, 1979!” They ran down to meet and hug me. After that, they insisted that they host me to dinner at their hotel in Kowloon. In the following years when my wife and I lived in the UK on two different periods in mid 1980s and early 1990s, they regularly met us at our home in London to sample my Sri Lankan cooking. Some of these friendships with former guests of Hotel Swanee lasted for decades.
Management by Walking Around
Gradually the management, supervisory, employee teams of Hotel Swanee, tour leaders and long stay guests worked like one big family. The focus was on customer satisfaction while having a lot of fun. I hardly spent any time in my office. While overseeing a small hotel with just 52 rooms, it was important for the managers to be versatile. I wanted them to get fully involved in the operations, be good listeners and work alongside the employee teams. Nothing was more motivating to employees than to have a senior team who managed by walking and working with them, instead of spending most of their time isolated.
Not all of the Hotel Swanee departmental managers were aligned with that philosophy. As a result, there were a few resignations. I quickly filled those vacancies with compatible managers who had worked with me in other hotels as well as from other sister hotels of John Keells Group. Quickly I surrounded myself with a perfect team, who loved to work and play.
The management team had all their meals together at the restaurant towards the end of each guest meal service. We dressed differently to match the main activities of the time of day. In the mornings we worked hard in safari uniforms, rather than wearing a shirt and tie. On Oriental buffet nights we dressed in national dress. As we managed without an executive chef, on some days, I worked in the kitchen wearing a chef uniform. Some evenings, I dressed in a bow tie and shirt to serve in the restaurant. When we introduced new events such as pool and beach parties, we dressed appropriately in swimsuits or sarongs and tee shirts looking like fishermen. Guests and employees too dressed differently to suit different events.

Pool Parties
We had a blast at our first pool party. We incorporated many ideas from the guests, tour leaders and employees, who decorated the pool area colourfully. Using a suggestion from the hotel storekeeper, Dayananda De Silva, we included a tight rope walking over the swimming pool competition to the program. The ropes were tied to two coconut trees from either side of the pool. We then arranged a couple of toddy tappers from the village to train the guests who were keen to take part in this “fun” competition. The toddy tappers were experts in tight rope walking from one coconut tree to another at great heights in order to do their job efficiently.
The next morning after the first pool party, some guests did not allow the gardeners to remove these tight ropes. “Chandi, we would like to practice for a week to get ready for the next week’s pool party” they said. We happily allowed that. They even checked their timing during practice sessions with a stopwatch borrowed from the hotel. We displayed the all-time record for this “Crossing the pool without getting wet” competition by the pool bar.
Other popular pool party activities were Tug-o-war over the pool (where the losing team ended up in the water), public undressing to make the longest line of clothes on the pool deck (where some female guests were exceedingly adventurous!), holding your breath underwater competition, swimsuit dance completion, fire limbo competition and the hotel team vs. guest team water polo game. Some of the guests who suggested these competitions also organized the events with help from other guests who were their friends. The hotel provided the equipment and support. A bi-lingual tour leader was happy to be the Master of Ceremonies.
In planning the first pool party, we wondered what would be a good ice breaker to commence this after dinner party. The key for a successful pool party was how quickly most of the guests could be motivated to jump into the water. The organizing committee plotted a clever concept to choreograph the party opening ice breaker.

Everything was ready for a great party. The guests were seated around the pool, multi-coloured lights on, the band performing, cocktails and drinks being served. But no one in the swimming pool yet. The committee asked me to continue grilling food behind the barbecue buffet in another area of the hotel, to server the late comer guests. I was in my chef uniform, but knowing the plot, wore some easy to remove shoes. “See, we have done all these beautiful arrangements, but Chandi is not here because he is still working. Shall we grab and carry him to the pool and throw him in?” A tour leader had asked the guests seated around the pool. “Yes, let’s punish the hotel manager!” some guests had joined the mischief.
Near the barbecue grill I heard some noise behind the trees. The moment I tried to run and escape, a bunch of strong German men tackled and took me a prisoner. While they were ceremoniously carrying me and making loud noises, I tried to free myself without luck. Then they threw me into the pool in the midst of loud cheers from the other guests. The committee’s choreographed plan worked like clockwork. The whole group was pushed into the pool within seconds by a group of employees who were ready for their secret mission!
“See what you did! You threw me into the water and now all of you were also pushed in fully clothed!” I told more than a dozen guests who were in the water with me. “Now, why don’t you push your friends into the water?” I motivated them. Within a minute, most of the other guests were thrown into the water and our first pool party commenced with a lot of screaming and laughter! The party continued until the early hours of the morning and it was an outstanding success. It became one of the most popular events of our weekly guest activities calendar.
Beach Parties
Encouraged with the success of the weekly pool parties, our team looked at the possibility of organizing another weekly event in addition to various buffet dinner events such as the Barbecue night, Oriental night and Seafood night. “How about a weekly beach party?” I challenged the team. After a short silence, I was told that due to an on-going beach boy menace, none of the dozen hotels in the area had ever tried to have special events on the beach. “That’s good, Swanee can be the first and the best!” I tried to inspire the team. “Sir, another good reason is that the beach is a pubic area and does not belong to the hotel” the newly recruited Maintenance Supervisor, Mr. Kumbalathara cautioned me. He was a well-connected community leader from the area and was loyal to me for hiring him in spite of various people advising me not to do so. He was correct about the beach situation.
Next morning while walking on the beach, I met Solomon, the tough local businessman who treated the hotel area as his territory. After I bestowed him with the title of “hotel-authorized tourist driver” a week ago, he had become my loyal supporter and a protector of Hotel Swanee. “Solomon Mudalali, I would like to organize a large beach party as a weekly event, but my team advised me that it is not a good idea as the beach boys will trouble us” I told him. “Sir, I will look after everything on the beach for you. What is the area you need for your party and when do you want to have the first weekly beach party?” he asked assertively.
After I told Solomon that I would like to use the entire beach in front of Hotel Swanee every Wednesday evening, he acted immediately by rounding up all the beach boys available on the beach at that hour. Then he addressed them in a commanding voice and with directive words. “I now look after Mr. Chandana Jayawardena and Hotel Swanee. As the only hotel authorized tourist chauffeur, I am committed to protecting this hotel. From next week, the hotel will use this part of the beach for a beach party every Wednesday evening. I do not want any of you around during these weekly parties! Understood?” “Yes, Solomon Mudalali Maththaya (Sir), fully understood” all the beach boys agreed in unison. Those who were dressed in folded sarongs, unfolded the sarong up to their ankles as a mark of respect to their fearless leader.

Within a week, the Hotel Swanee team organized the first beach party of Beruwala Moragalle beach. We created a rustic atmosphere similar to a fishing village. The menu was simple – a seafood broth, grilled fish, bread rolls and an arrack cocktail served in half coconut shells. We provided lotus leaves instead of plates and newspaper sheets cut into eight as napkins. We arranged a full circle of fire torches right round the beach in front of the hotel and lit a huge bonfire in the middle. We used some fishing boat oil lanterns to provide additional light. We requested the guests to sit on the beach and provided no furniture. They simply loved that rustic ambiance.
At the start of the party, we arranged for some catamarans rented from the local fishermen to arrive on the beach from the sea. As done in a fishing village, we pulled the catamarans and the nets full of fresh fish ashore. The calypso band played a traditional Sri Lankan fisherman song – “Hoolly helley hillayia…” Instead of villagers we arranged for the keen tourists to do this work, alongside employees.
Then we arranged for a few of the female guests to collect the fish into cane baskets and bring them to the grills where I worked with a few cooks dressed like fishermen. Some guests even bought local dresses from the hotel shop, as they were keen to look like real village women. Husbands and boyfriends took many memorable photographs. When the fish were cooked, we asked the guests to line up with their lotus leaves. Solomon was around to ensure good security and none of the beach boys appeared that evening. They all feared and respected Solomon.
During the first beach party, I realized that this event had the potential of becoming a larger and highly profitable weekly event. A large number of guests from the neighbouring larger hotels were begging us to allow them to participate, but we did not have enough fish for them. Next week, we trebled the catering arrangement. We also used two hotel elephants to promote the event. We made two very large batik banners in English and German with the wording: “BEACH PARTY TONIGHT AT HOTEL SWANEE” and dressed the elephants with the banners. We arranged the mahouts to walk the elephants from the Galle Road to the hotel and then up and down the entire Moragalle beach, passing a dozen of neighbouring hotels.
In addition to the two mahouts, accompanying the elephants, I sent our newly recruited Front Office Manager, Tyron Quin dressed like a local fisherman with flyers about the event. Tyron was a receptionist who worked with me at Coral Gardens Hotel. Having seen his potential then, I offered him his first management position, at Hotel Swanee. He was a fun-loving person and blossomed to an excellent Front Office Manager. Tyron, a Sri Lankan Burgher looked just like a European tourist. When he was dressed like a local fisherman, he received a lot of attention and interest from hundreds of tourists from other hotels sunbathing on the beach. The tourists thought that Tyron was one of them in a funny local outfit. Tyron did an excellent job promoting the event and in addition to 104 guests at Hotel Swanee, we attracted over 400 guests from neighbouring hotels for our second beach party.
Features
‘Lord Edgware Dies’
It has been some time since I read an Agatha Christie, the plot of which I cannot remember. So, I was delighted to find on the shelves of a friend Lord Edgware Dies, which I had a vague memory of, but no certainty about who had done it.
When I read it, I found that my memory of who was probably the killer was correct, but I could not be certain and the red herrings Christie threw in were so diverting that until almost the very end I wondered if I had been wrong.
The plot is very simple. Jane Wilkinson, who is married to Lord Edgware, tells him that she is desperate for a divorce since she is in love with a very proper Anglo-Catholic peer, Lord Melton, but Edgware refuses to divorce her. She asks Poirot to talk to him, which he does, and is surprised to find that Edgware has told Jane he is prepared to give her a divorce. This was, after he had categorically refused, through a letter, which Jane said she had not received.
That night Edgware is murdered, after Jane had been to see him, or so the butler said, and also Edgware’s secretary. But Jane had been that evening at a grand dinner many miles away, where a dozen fellow guests could swear to her presence.
There was a solution however to the mystery of two Jane Wilkinsons, namely a skilful impersonator called Carlotta Adams who, in the opening chapter had impersonated Jane Wilkinson, who had also been at the performance. But when Poirot goes to see her, he finds that she had been found dead on the morning after Edgware had been killed, of an overdose. And in her bag was a gold case, with a strange inscription, that contained the drug, along with a pair of pince-nez.
Her maid said she had written a letter to her sister in America and posted it the previous night. Poirot asks Inspector Japp to get the letter, and a transcript is received from America, and in it the name of Edgware’s nephew Ronald Marsh is mentioned; he had taken Carlotta to dinner after her performance, with which the book opens, and had then set her a challenge. Japp arrests Marsh, but Poirot is not happy and asks for the original of the letter, which the sister sends him. That shows that a page is missing, and the tear is obvious, though that raises the question as to why it had not simply been cut.
Matters are further complicated by the fact that Marsh had gone in a taxi to the Edgware house, along with Edgware’s daughter Geraldine, in the interval of an opera which had previously seemed to provide them with cast iron alibis. Geraldine had gone in to fetch her pearls so that Marsh could raise money he needed, and thus had an opportunity to kill Edgware, as did Marsh, for the driver said he had got out of the taxi while waiting and gone into the house.
Marsh explained why he had gone to the house on the night of the murder as having followed Bryan Martin, an American actor, who had been in love with Jane, whom he saw go into the house with a key. But there was no one visible when he entered, and Geraldine almost immediately came down and they left together. And Martin too has become an object of suspicion to Poirot, for he had been to see him before the murders were discovered with a story of being followed by a man with a gold tooth – a story Poirot immediately realized was false when he was asked how old the man was, and was told he was young, for young people did not have gold teeth.
A heap of French money Edgware had got for a trip to Paris was missing, but since Marsh had no need for it after his cousin’s offer of help, Poirot deduces that it must have been taken by the butler, who has disappeared. Christie has stressed that he is astonishingly handsome, unusual in a butler, and Poirot notes a resemblance to Martin, so he thinks the mysterious man going into the house must have been him.
Incidentally, later Poirot assumes that Edgware’s change of mind was because he was involved in some scandal, and I believe Christie intends us to see the cause of this in his handsome butler, though this is not specified.
Meanwhile, Poirot has asked Japp to find out the provenance of the case found in Carlotta’s handbag, and it turns out to have been made in Paris, specially commissioned, and collected by a woman with pince-nez.
But then another murder occurs—that of another guest at the grand dinner, which provided Jane with her alibi. The victim is an actor who had been bemused when Jane, at a lunch, thought the Judgment of Paris referred to the city. He told Hastings he wanted to see Poirot, but was killed before he could get to the appointment. Poirot had rushed there when told about his request, but it was too late.
Meanwhile, Poirot has tried out the pince-nez on Edgware’s secretary, but she could not see through these. It was only a chance remark heard outside the theatre that led him to try them out on Wilkinson’s maid Ellis, a spare pair that had been appropriated for the night of the murders.
Poirot then lays things out, having summoned Martin and told him that he probably suppressed Edgware’s letter, as he had been dropped by then and he did not want Jane to marry another. But after teasing Martin, Poirot says that Jane was in fact the murderer, and she got Carlotta to impersonate her at the dinner while she went to the house and killed her husband. After meeting Carlotta later and checking with her through a call that she had
not been rumbled, Jane had gone ahead with the murder – she put veronal into her drink and the case with veronal into the handbag. She forgot to take out the pince-nez she had used earlier to imitate an American. Carlotta had registered as the American in a hotel and Jane had gone to see her, and there they exchanged identities. After seen the letter, she made use of it by tearing off the page that referred to her, and the S of She, so that the person who had challenged Carlotta to impersonate her seemed to be a man.
There is a coda in which Jane, condemned to death, writes to Hastings, still full of pride at her ingenuity hoping she will be remembered.
Features
Desilt reservoirs, learn from our ancient irrigation systems
by Prof. O. A. Ileperuma
Silting of reservoirs is a major problem today affecting our hydropower production and irrigation systems. The main Mahaweli reservoirs are silted to a considerable extent reducing the water holding capacity of them. Due to poor soil management practices, floodwaters deposit large amounts of silt in these reservoirs. When the Polgolla reservoir was fully drained about two years back, one could see mountains of silt in the lower reaches of the reservoir. A rough estimate is that 50% of the total capacity of these reservoirs has been lost to siltation. This is a serious issue which affects not only power and agriculture but also flood control.
Our ancient irrigation systems ensured that desilting of reservoirs took place under royal decree where all users of the reservoirs were ordered to carry out desilting of reservoirs during the dry season. The clay thus collected was used in making bricks for the construction of great stupas which dot the landscape of our ancient kingdoms. This ensured that the reservoirs had their full capacity filled with water for the next cultivating season. Our ancient kings were clever enough not to construct reservoirs by blocking main rivers such as the Mahaweli. A classic example is the Minipe left canal where they tapped only the surface water of Mahaweli. Even the bigger tanks such as Nuwara Wewa and Parakrama Samudraya were fed with minor rivulets. There were also other ingenious features in the cascade irrigation systems built by the ancient kings, such as mud sluice canals and forest reservations between the reservoirs in the cascade system. These reservations helped trap silt and remove excess nutrients, which could otherwise contribute to increasing salinity as water flowed from one reservoir to another.
- Parakrama Samudraya
- Kalawewa
- Kotmale
A classic engineering marvel is the former Yoda Ela, which carries water from Kalawewa to Nuwara Wewa and Tissa Wewa. It is 87 km long although the straight distance between these points is only about 40 km. The gradient of this canal is about 10 cm per km or 6 inches per mile. Yodha Ela functions as a moving reservoir and feeds about 4,600 hectares of paddy lands. It is a winding canal with about 120 smaller reservoirs on its way. It was constructed during the reign of King Dhatusena around 459 AD and later expanded by King Parakramabahu by connecting more reservoirs to the network. Unfortunately, during the Mahaweli project our modern-day engineers constructed a concrete canal replacing the winding path of this Yoda Ela also called Jaya Ganga. This effectively removed the ability of the old Yoda Ela to remove silt and nutrients. The bank of this Ela has wet zone trees such as jak and areca nut growing well. They take up the nutrients from the flowing stream making the water suitable for irrigation later.
Ancient Mesopotamian civilisations depended on dams constructed along the two main rivers, Euphrates and Tigris. After continuous irrigation of their fields over several thousand years, salinity of the irrigated lands increased making them unsuitable for agriculture. People died due to famine and this clearly illustrates the danger of blocking main rivers for agriculture. There is scientific evidence that the salinity of paddy soils in the Mahaweli C area is increasing.
We saw the devastation caused by Cyclone Ditwah. The sluice gates of the Kotmale Reservoir were opened, and Kandy and Peradeniya were flooded. If the reservoir had had greater storage capacity, couldn’t the opening of the gates have been delayed? This may not be an argument that modern-day engineers would readily accept, and I am not an irrigation expert. These ideas may well be naïve. But most of us tend to think of reservoirs mainly in terms of hydropower generation and irrigation, while their role in flood control receives much less attention. The question therefore deserves serious consideration. Could restoring lost reservoir capacity through desilting help improve our ability to manage extreme rainfall and reduce flood risks?
Desilting our reservoirs should be considered a national priority.
Features
Losing out to Ethiopia
Export diversification – Missing the wood for the trees – Part III
by Gomi Senadhira
In Sri Lanka, the word “Ethiopia” is often used as disparaging slang to describe individuals or areas experiencing extreme poverty, starvation, or severe economic hardship. This linguistic habit originated in the 1980s with the Western media coverage of the devastating Ethiopian famine of 1983-85. That media coverage shocked the world but also left an outdated and offensive global stereotype that the country is permanently starving. Much has changed since then. By now, with an annual growth rate of around 9%, it is the fastest-growing economy in sub-Saharan Africa. Ethiopia has also emerged as a highly competitive exporter and is challenging not only its competitors in the region but also countries like Sri Lanka. This article is on how Sri Lanka has lost ground to Ethiopia (and a few other countries) in the GCC markets for agricultural and floricultural products.
Sri Lanka – A Pioneer in the Agriculture and Floricultural Market in the GCC
As discussed in Part II of this article, by the mid-1980s Sri Lanka had established a strong foothold in the GCC’s fruit, vegetable, and floricultural market. Geographical proximity and well-established shipping and air links gave Sri Lanka a strong comparative advantage over Southeast Asian and African nations. Thailand, Vietnam, and Kenya were not even in the market. At that time, Ethiopia was experiencing (as BBC news reports described) “a biblical famine”.
The market was not very large, but it was lucrative and growing. Trade Minister Lalith Athulathmudali as well as the Chairman of the Export Development Board, Victor Santiapillai, who visited Kuwait (and the GCC countries), recognised the market potential for these products and encouraged us to continue with our work. The minister was particularly keen to further develop links between the market for these products, exporters, and his Export Production Villages (EPVs). So, it was becoming a successful case not only for export diversification but also for transferring gains from exports directly to rural households.
From Trailblazer to Tailender
As a result, even by the beginning of this century Sri Lanka had a larger market share than most of its competitors from Asia or Africa. But since then, our competitiveness has weakened significantly. The tables below provide a comparative snapshot of Sri Lanka’s performance vis-à-vis Thailand, Vietnam, Kenya and Ethiopia in the GCC market for vegetables, fruits and floricultural products. As illustrated therein, in 2001 Sri Lanka was ahead of Thailand, Kenya and Ethiopia in this small but rapidly growing market. Since then, we have fallen behind Thailand, Kenya and many other countries in that lucrative market. If this trend continues, Sri Lanka will fall behind Ethiopia within the next few years. (See Table 1)
In the GCC market for vegetables (covered in HS chapter 07), Sri Lanka was ahead of most other competitors in 2001. As illustrated in Table 1 , Sri Lanka had failed to develop this market, while Thailand, Kenya, and even Ethiopia had very efficiently increased their market shares. The GCC is a market to which Sri Lanka can supply some vegetables, like cabbages, by sea. It appears Sri Lanka had also failed to exploit this mode of supply.
We can see a similar trend in the market for fruits. Vietnam, Kenya, and Thailand have emerged as major players, while exports from Sri Lanka have staggered on slowly. In this segment, Vietnam has emerged as a leading player during the last twenty years and the GCC imports from Viet Nam have shot up from US$44 thousand in 2001 to US$346 million by 2024. In part one of these articles, I discussed the remarkable increase of jackfruit exports from Vietnam “…just $3 million in 2015 to an impressive $236.8 million in 2023” while most of our jackfruit production rots under the trees. This explains how countries develop their markets, geographically and product-wise. (See Table 2)
Sri Lanka’s performance has been weakest in the market for floricultural products (HS Chapter 06), which groups live trees, cut flowers, and ornamental foliage. When we first entered the market in the 1980s, the market was dominated by the Netherlands, and Kenya and Ethiopia were not even in the market. At that time, we identified the Gulf states as a market where Sri Lanka could have a dominant presence due to geographical proximity. Even in 2001, Sri Lanka was ahead of Kenya, Ethiopia, and Thailand. But by now, Kenya has emerged as the dominant supplier. Ethiopia is also expanding its market share and is the third-largest exporter. (See Table 3)
Missing the Wood for the Trees
In the mid-1980s, Sri Lanka first established its foothold in the GCC market. Since then, Thailand, Vietnam, Kenya, and even Ethiopia have moved well ahead of us and have become leading players. Why did we lag behind in our export diversification efforts in general and, more particularly, in the GCC market?
The reasons are very clear. After the initial attempts in the 1980s and early 1990s, Sri Lanka has not been proactively involved in identifying, developing, and promoting new products and markets, or protecting and further developing new markets already established. The focus has simply been on traditional exports: tea, coconut, cinnamon, and garments, while other products were almost ignored. In essence, we have been and continue to focus intensely on a narrow group of products and markets, and we have lost sight of the bigger picture.
(The writer can be reached at senadhiragomi@gmail.com)
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