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AN OPPORTUNITY FROM A CRISIS – Part 24

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A small glass-bottomed boat operated by Coral Gardens Hotel in early-1970s.

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

Crisis Management in the Post Pandemic Era

Last week I chaired the eighth International Conference on Hospitality & Tourism Management (ICOHT 2021). Professor Suranga Silva of University of Colombo was my Co-Chair. We chose ‘Post Pandemic Tourism & Hospitality’ as the theme for this year’s conference. Some 105 scholars from over 20 countries made some thought-provoking presentations via Zoom. Apart from my welcome speech, I was involved in moderating a webinar on ‘Spiritual Tourism’ and a Worldwide Hospitality And Tourism Themes (WHATT) roundtable discussion with a dozen experts from different countries.

A key theme of discussion was re-building the tourism and hospitality industry after the pandemic. The importance of leaders’ ability to manage crises was discussed. The participating scholars agreed that crisis management should be well covered in syllabi of hospitality and tourism management educational programs. Increasing of global energy prices was seen as the tip of the iceberg of a series of new crises that may affect tourism and hospitality industry. Scarcity of hospitality trained labour was also identified as another crisis.

History shows that tourism always bounces back, but it will take a longer time in the post-pandemic era. Crisis management skills of managers, therefore will be essential in the ‘new’ tourism. Whilst appreciating that crisis management now has a new level of importance, it has to be noted that it always played a role in hotel management around the world.

A Crisis at Coral Gardens Hotel

In August, 1975, Bentota Beach Hotel became somewhat busier again. This was due to the mini tourist season resulting from the Kandy Perahera held on 10 days with over 100 elephants and more than 1,000 dancers. Some of the tourists who arrived in Sri Lanka to see the Perahera visited the west coast for a few days even though the sea was still rough. As the Trainee Executive Chef, I also became involved in helping the management team to plan for the next tourist season.

One day I heard some news about the sister hotel of Bentota Beach Hotel – Coral Gardens Hotel, which was located in the seaside town, Hikkaduwa, just 23 miles south of Bentota. Coral Gardens Hotel was one of the earliest hotels to open in the mid-1960s soon after Sri Lanka identified tourism as an industry with potential for economic growth and employment generation. The key attraction of this hotel was the nearby underwater garden famous for its corals and schools of beautifully colourful fish. The hotel operated the main glass-bottomed boat excursions for tourists visiting Hikkaduwa.

As Coral Gardens operated with a very small leadership team of just two managers (Manager and the Assistant Manager), Bentota Beach shared its Chief Accountant and the Maintenance Engineer with its sister hotel. Coral Gardens frequently faced problems with trade unions, and local fishermen and villagers who tried to sell handicrafts and corals to tourists. Therefore, although smaller than Bentota Beach, it was difficult to manage. A well-experienced hospitality manager – ‘Pappa’ Paranawithane was the fourth manager in four years to manage that property. He had suddenly retired and around the same time the Assistant Manager – Bobby Adams, resigned to accept a good offer to open the first hotel developed by John Keells/Walkers Tours Group – The Village, Habarana.

Meeting Bobby Adams

By then I had learnt that career building depends on relationships one fosters throughout one’s career journey. I met Bobby Adams for the first time in 1975, two weeks prior to his departure from the company. That was at Bentota Beach Manager’s (Malin Hapugoda) office, when Bobby came to say goodbye. A few days after that, on Bobby’s invitation, I visited him at Coral Gardens. He was a humble man who began as a dishwasher working his way through a hard life. For professional training he had done only a six-month craft course in Cookery at the Ceylon Hotel School while working as an Assistant Cook for Joe Wallace, then a well-known caterer in Sri Lanka (later Bobby’s father-in-law).

Bobby was also a rolling stone, but gathered lots of practical operational knowledge while changing jobs frequently. He was impressed that, just like him, I had worked at 10 establishments in a short span of four years in the hospitality industry. We compared our experiences in establishments where we both had worked at different times – Pegasus Reef Hotel, Windmill Restaurant and Havelock Tourinn. At the very youthful age of 25, he was now becoming a Hotel Manager. Three years later, he became the first-ever hotelier in Sri Lanka to become a director in charge of a hotel company in the corporate office (John Keells), surpassing all Ceylon Hotel School graduates of his age group.

Bobby Adams was the most ‘street-smart’ hotelier that I ever met. He was also a good story teller who often ‘spiced up’ the story in his favour. From the friendship I developed with him, I got a lot of practical tips. The main thing I learnt from him was how to create a positive image and make a name for myself as a hotelier.

A few years later, I worked under Bobby twice as one of his Hotel Managers and later as the General Manager for the largest and best two hotels in his corporate portfolio of seven hotels. When I was 27, I also became his deputy at John Keells head office. When I married in 1980, he was my bestman. Also in the same year, Bobby and I invested in a small boutique hotel in Matara – Beach Lodge, where we were partners and directors. I last met Bobby when he attended my 50th birthday party held at Mount Lavinia Hotel towards the end of 2003. A year after that, sadly, Bobby passed away at the age of 54.

Exploring a New Opportunity

“Chandana, come out of the kitchen and join me to go to Hikkaduwa for something very important”, Indrapala Munasinghe (Muna), the Assistant Manager of Bentota Beach Hotel told me while I was getting ready for lunch service one day. Muna was five years my senior at the Ceylon Hotel School and was subsequently trained in France on a hotel operations scholarship. On our way, Muna told me that he was offered the position of the Manager of the Coral Gardens Hotel. Up to that point the kitchen department there was jointly managed by a Kitchen Clerk and a Head Cook. Muna had convinced the board of directors that the hotel needed a professionally trained Executive Chef. That suggestion had been accepted and in spite of my young age, I was his choice for the job. Thank you, Muna!

While we were driven to Hikkaduwa by one of the hotel drivers, I negotiated with Muna that my salary will be increased by 50% to Rs. 750 a month and that I will be promoted as the Assistant Manager and Executive Chef if I perform well during my first six months. We shook hands and that was the deal. Exactly six years later, Muna and I both joined the Ceylon Hotel School as Senior Lecturers on October 1, 1981.

Just before reaching Hikkaduwa, I was surprised when Muna stopped in Godagama to meet two tough business people from the area – Lesley and Dudley. Then we went to their seaside inn – Beach Cabins in Hikkaduwa which was a small rustic place with six rooms attracting diving enthusiasts travelling on shoe-string budgets. I soon realised that Lesley was the boss of the town. He was well-built and strong and owned a few fishing boats and employed many villagers to do the fishing for him. He was also the best deep-sea diver in the area. After a couple of rounds of arrack and devilled beef, we shook hands and proceeded towards Coral Gardens Hotel. Lesley was pleased that Muna and I came to get his blessings prior to commencing work in his territory. We had his assurance that none of the local fishermen will create any trouble for us.

While we were approaching the hotel, Muna explained to me that “It is always better to do Public Relations (PR) with the people who matter well in advance, prior to any problems arising.” I was convinced that Muna was correct. I used this concept in my later career whenever I worked in an area that was particularly hostile to hotels seen as rich and selfish institutions by poor fishermen and villagers struggling to make ends meet. We walked around the hotel, looked at the office we were to share from the following week and adjoining apartments within the hotel provided to the Manager and his Assistant. Bobby Adams was packing to leave for Habarana to lead The Village Hotel opening project.

When Bobby showed me the kitchen, I was disappointed. It was outdated in terms of equipment and layout compared to the Bentota Beach kitchen. It was also behind time in terms of menus, operational procedures, production processes, buffet presentations and kitchen uniforms. Some of the members of the kitchen brigade were surprised to be told by Bobby that I would be in charge of the kitchen in one week’s time as the first Executive Chef of their hotel. Looking around, I guessed that most cooks were in their forties. I was only 21.

Career Mentoring by Malin Hapugoda

When we returned to Bentota Beach that evening, I began packing and saying goodbye to my colleagues. I had a motivating meeting with the Hotel Manager – Malin Hapugoda (Hapu). He told me to consider all those shortcomings I noticed at Coral Gardens as my opportunities to make a significant improvement to products and services. He also told me that as Coral Gardens will have only two managers, Muna and I have to be aligned properly to achieve common goals, revenues and profits while managing the demanding unions with a lot of tact and patience.

On my last day at Bentota Beach where I spent only one year, I felt that Hapu saw some greater potential in me. Four years later, as the manager of neighbouring Hotel Swanee, I became closer to Hapu, with whom I served on an association committee as office bearers. Four years later, in 1983, the day before I left Sri Lanka for graduate studies in the UK, the phone rang and it was Hapu. He wished me luck and checked when I will be back in Sri Lanka. When I told him that it will be most likely in 1985, Hapu said, “Call me the day you return and I will have a job for you.” That was as the first manager of a 150-room four-star hotel in Hikkaduwa which Hapu was in charge of developing at that time.

Around 2006, Hapu called me in Canada. By then he had become the Managing Director of the only Sri Lankan hotel chain operating hotels in four countries – Aitken Spence Hotels. This time, he offered me the post of Chief Executive Office, Aitken Spence Hotels in Oman, in charge of five hotels. Although I would have loved to work with Hapu again, due to my commitments in Canada I could not accept that lucrative offer.

Finally, in 2014, forty years after working as a junior member of his management team at Bentota Beach Hotel, I did a short consulting assignment for him. Hapu was then in charge of 27 hotels. I designed and delivered a team building session for his senior team of Vice Presidents and General Managers of Heritance and Aitken Spence Hotel Group. I felt deeply honoured when Hapu sat through all my training sessions with his team in their corporate office in Colombo. To me, Hapu is the most accomplished hotelier Sri Lanka has ever produced. I am proud to say that he is my friend.

Muna and I left Bentota Beach on October 1, 1975 and took over the management of Coral Gardens.

(Next week, unexpected challenges as Coral Gardens Hotel’s first Executive Chef at age 21)



Features

‘Lord Edgware Dies’

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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.

Agatha Christie

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.

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Desilt reservoirs, learn from our ancient irrigation systems

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Polgolla

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.

Victoria

Moragahakanda

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.

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Losing out to Ethiopia

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From Trailblazer to Tailender

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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