Features
Entering Australia, early resistance and the platform for Dilmah’s success
(Excerpted from the Merrill Fernando autobiography)
Australia and neighbouring New Zealand feature very prominently in my story as it was in Australia, in 1985, that I launched ‘Dilmah’ as a brand. I was familiar with the markets in those two countries as I had been exporting to both since my early days in the export trade. I had also made very useful connections during my days as one of the major bulk tea suppliers from Sri Lanka to Australia.
The late Bill Bennet, who, in the early 1950s trained as a tea taster at Heath & Co in Colombo, where he represented Bushells’ interests, became a good friend. A very friendly, large-hearted man, at that time he was also very much a mentor to me. Later, he joined his father in the family tea company, H. A. Bennet & Sons in Australia and, eventually, became its owner. He sold much of my bulk tea in Australia.
In my move from bulk to branded tea, his advice and guidance were invaluable. As was the case with many of my business associates, he and his family became very close to mine. For close upon 50 years, we never failed to meet on my visits to Melbourne, Australia. I was deeply saddened by the recent passing of this gentle and generous man.
Bill introduced me to his brother, Peter, and Jack Sholer, who owned the Australian Tea & Coffee Company, which used to supply private label tea and coffee to supermarkets. Since the demand for tea bags was growing and their factory was unable to meet the production increase, they turned to me for help. It was a very useful opportunity for me as, soon afterwards, I made a major breakthrough when I was awarded the contract to pack ‘Farmland’ tea bags for G. J. Coles, then the largest supermarket chain in Australia.
Initially, as I will describe in a subsequent chapter, my export initiatives of value-added tea were inhibited by restrictions on shipping opportunities and the differentiated freight rates for bulk and value-added tea. Those issues had to be resolved with a mix of confrontation, subtlety, and influence leverage and, after a long battle, I was able to achieve a reasonable parity.
In 1977 I acquired two tea bagging machines at a cost of around USD 500,000, but for about two years I was unable to generate any business. Eventually, after relentless promotion on my part, personally carried out, I obtained a decent opening in the G. J. Coles supermarket chain. I developed private labels for Coles, Woolworths, Franklins, Safeway and other smaller supermarket chains, within a year.
Max Currie, Head of Tetley and Lyons Australia, and I, established a very good relationship and I supplied him with tea bags under the Tetley label. I also encountered episodes of sabotage of my tea, most likely by his staff, as they would have feared that Max might transfer all the Tetley business in Sri Lanka to me. I went across to Australia and proved that a cigarette butt, which was allegedly found in one of my packs from Sri Lanka, would, most probably, have been introduced at the Aussie end, as that cigarette brand was not available in Sri Lanka! Eventually, after they secured their own tea bagging machines, I stopped supplying that label.
This was also a period of stringent exchange control regulations. Spending money abroad, even for genuine businessmen, was restricted to 10 pounds sterling per day for a 21-day maximum. Max was aware of this issue and was always generous to me with spending money, which was very useful. Despite my protests he continued this practice even after controls were relaxed.
Max was also the Chairman of the Victoria Economic Council, a very influential position in a Labour Party Government body. He offered me some very generous concessions, including a proposal for me to transfer tea bagging machines and to set up an operation in Melbourne, for which he would find the necessary land. He also offered me funding through the Economic Council. However, I explained to him that my philosophy was to provide employment in my country and to ensure that the benefits of value addition would remain in Sri Lanka.
His wife, Meris, too became our friend as she was especially fond of both Malik and Dilhan. She presented them with lovely sweaters and other woollen clothing when they were schooling in England. Max moved on a few years ago but Meris continues to live in Melbourne and I do not fail to meet her whenever I visit that city.
Why Dilmah?
`DILMAH, ‘the brand name that now symbolizes Quality Pure Ceylon Tea in over a hundred countries, was coined by combining the names of my two sons, Dilhan and Malik. When I linked the names of my two sons to my brand, I was demonstrating my commitment to my promise to deliver a quality product at a reasonable price, and the credibility of my pledge to the customer. My brand was as part of my family as my two sons were. In retrospect, despite the early setbacks and the initial misgivings of advertising and marketing experts about the potential of a brand name, which, in their view, did not seem linked to tea, it proved to be one of the best marketing decisions I had ever made.
The trial launch took place in 1985, in Australia, with a decent-looking but by no means impressive pack. This was well before the art of the graphic designer and five colour printing. I designed my own pack and first called it ‘Dilma’. I was then 55 years old and close to the age when most people retire!
My friend Gamini Goonesena, formerly a famous cricketer both in England and Sri Lanka, was then working for the Australian advertising agency, appointed by the Sri Lanka Tea Board, as the official media company for the promotion of Sri Lanka tea brands in Australia. Gamini helped me source a distributor, Aeroplane Jelly, a small, family-owned, jelly-producing company. I selected it because they had good access to the retail trade, especially in New South Wales.
However, I made slow progress with them and it soon became clear that the challenge of marketing a new product category like tea, in a highly-competitive environment, was beyond their capabilities. Therefore, I moved to Mauri Foods whilst George Patterson, a leading advertising agency, re-designed the package, which remains much the same to this day.
Patterson developed a new campaign strategy, with one of the first key initiatives being consumer testing of the brand name, ‘Dilma’. The results indicated that ‘Dilma’ did not have sufficient punch to create significant brand awareness and visibility. There were doubts about its appeal to a highly-sophisticated market like Australia. However, the creation of a new brand name was out of the question; quite apart from the sunk costs and the prohibitive additional cost of rebranding, my sentimental attachment to the brand name precluded any such consideration.
Finally, following rigorous consumer testing, it was decided to add the ‘H’ at the end of ‘Dilma’ and rebrand as ‘Dilmah’. Thus the brand was born. It was relaunched with a new packaging design, which was printed in Singapore to ensure highest quality in presentation.
Early struggles
I came up against stiff resistance when I tried to find a supermarket chain which would give ‘Dilmah’ space on its shelves. The Coles supermarket chain buyer whom I approached maintained that he was happy with the tea brands he was already selling and that he did not see the need to add to the portfolio of selling brands which had been around for generations. I had many friendly arguments with him, trying to get him to understand that big brand owners were simply looking for profit, without any concern for the consumer, who is driven to buy whatever is on the shelf, regardless of the quality of the product.
I tried to convince him that what was on the shelf was commodity tea and that whilst the brand names remained the same, the contents had changed and the consumers, who had been weaned on quality Ceylon Tea, were now being deceived by an inferior product. Finally, either convinced by my arguments or simply to appease my insistence, he accepted two Dilmah products and put genuine, quality Ceylon Tea back on the Coles supermarket shelf.
It was also a watershed moment in my life as a tea entrepreneur; for the first 38 years I had been supplying tea in bulk to blenders and packers around the world. With the launching of my own brand, ‘Dilmah,’ I took the first steps towards the fulfilment of a promise I had made to myself, as a young man in his novitiate in the tea trade.
Initially, despite my long experience in tea and my knowledge of multinational marketing strategies, I was still a bit naive. It was my intention to price Dilmah 20 cents above the market leader, but the Coles buyer would not agree. In deference to his opinion and advice, I priced it at AUS Dollars 1.89, 10 cents less. I was delighted with what I had achieved, in ignorance of what was to follow.
As Dilmah was relatively small, unknown, and, in my perception, posed no threat to the established multinational brands, I never expected a reaction from them. However, the then market leader discounted its tea to AUS Dollars 1.49 at the very next promotion. I was both disappointed and dispirited. I assumed that my long-held dream to bring Pure Ceylon Tea back to the consumer would have to remain as such. I fully expected Dilmah to be taken off the shelves when it came up for review three months later.
The Dilmah philosophy was a threat to the multinational operational style. The foundation of the latter, a well-entrenched colonial concept, is to subjugate the producer by acquiring his product in bulk, as a raw material, and to add real value by branding, packaging, and marketing elsewhere. Dilmah had broken that mould by adding that value in the country of production itself. If many others were to follow that example, the mass market traders’ business would be at serious risk. Hence, the immediate retaliatory response in Australia, which included aggressive media campaigns mounted by Lipton, Bushells and Lanchoo the then market leaders to counter my entry in to the Australian market with Dilmah.
Therefore, in the background of an envisaged worst case scenario, I was rendered speechless when, at my next visit to the Coles buyer, he said: “I have good news for you.” Apparently, never before had he received so many messages from happy customers, as he did about Dilmah, commending the product. The callers had thanked Coles for bringing real Ceylon Tea back in to their cups. That marked the beginning of the Dilmah success and the confirmation of my long-held belief, that if you deliver good quality consistently, the consumer will extend patronage. The brand is built and sustained by the happy customer.
Australia was a market with other, inherent advantages for a proposition such as Dilmah, as that market offered many house brands and generic packs, largely of Ceylon Tea. Whilst all such packs were under importers’ brands, with suppliers and origins changing from time to time, it was still an important part of Australian business and a pattern of trade and distribution common in other Western countries as well.
The opportunity given to me earlier, to provide such house brands and generic packs to retailers, gave me an invaluable insight in to the dynamics of the Australian tea market. That experience with the distribution system, and my connections with the retailers and their management, enabled me to very effectively introduce my own brand later.
Having first worked with Mauri Foods, I moved to Cerebos Australia whilst working with a few other foodservice importers. Subsequently, with the sales of Dilmah gathering momentum, I set up ‘Dilmah Australia’ as a company and a marketing platform, to operate in association with Broker Counterpoint Marketing Services. The latter functioned as regional brokers whilst we managed the customers and logistics through a logistics company. I recruited Cindy Dean, wife of a good friend, Ishan Ratnam, as the General Manager of Dilmah Australia. Thus, with my own team in place, I was beginning to achieve my goals for Dilmah in Australia.
However, I found that our distributors did not always share my passion for Dilmah and, as a result, I had to constantly review marketing strategies and distribution arrangements. One disappointing experience was with Valcorp, in 2008. I found that this company, headed by John Valmobida, did not possess the competencies and attributes necessary to drive Dilmah with the kind of energy that I liked to see. Finally, when we were unable to arrive at a resolution of issues regarding distribution of Dilmah in Sydney, Valmobida suggested that the operations agreement between us be cancelled.
I immediately agreed and resisted all his subsequent attempts to change my mind. From then on, having given Valcorp a couple of months’ grace, we set up our own distribution, eventually managed by Rohan Meegama, the son of my Shipping Manager when I was at A. F. Jones. Rohan was the Warehouse Manager for Valcorp and, despite the misgivings of both colleagues and friends, I set him up in the warehousing business on his own and entrusted our distribution in Australia to him. He has been doing an excellent job ever since.
Consequences of stress
That was a particularly trying time for me personally as, under the strain of resolving problems that were cropping up in all the major cities in Australia where we were in business, I actually fell physically ill. I was flying between cities almost on a daily basis and as a result of developing a seemingly unquenchable thirst, consuming large quantities of lemonade and other carbonated drinks. It was one of the most stressful periods in my life.
After a very strenuous spell in Australia I returned to Colombo soon afterwards, flew to London, still feeling terribly unwell but understanding the reason. A couple of days after I landed, the late Daya de Silva, then my doctor in London, diagnosed that I had come in for Type 2 Diabetes! An incipient condition had been triggered in to a major health episode by work stress. He wanted to immediately hositalize me but agreed to let me stay at home on the strict understanding that I would ring him twice a day, to personally report on my condition.
In the launching and promotion of Dilmah tea in Australia, I had to contend with humiliation, disappointment, and interventions designed to damage my progress. In addition, there was also opposition from people in Sri Lanka itself. However, whilst I was deeply shaken by the fierce and often unscrupulous competition from the multinationals, I was also inspired by the welcome reception to the concept of a quality tea that I eventually received from the supermarket buyer and the consumer. My persistence at that level paid off and resulted in supermarket chains agreeing to stock my products.
A refreshing counterpoint to the initial hostility I faced in Australia was the friendly reception, from the Romeo & Drake families of Adelaide, both running independent supermarket chains in South Australia. My association with these two families goes back to over 40 years. In the charming nature of such close-knit, traditional family businesses, very much like mine, the relationship has been extended to the second and third generations.
Rodney Arambawela, a proactive official
Rodney was Sri Lanka’s Tea Commissioner in the Middle East (Gulf Region) from 1975-1982. During this period of service he was stationed in Dubai, before it became the sophisticated and modern centre of business activity that it is today. I got to know him then and shared with him, my ideas for the launch of a Pure Ceylon Tea brand of my own.
In 1982, during Major Jayawickrema’s period as Minister of Plantation Industries, Rodney was appointed as Tea Commissioner to Australia, New Zealand, and the Pacific Islands. His appointment came at a time when the market for Ceylon Tea in Australia had declined alarmingly, with Australian packers opting for cheaper tea from different origins, more suitable for tea bags. Rodney’s remit in Australia, as defined by the minister himself, was to strategize the revitalization of the Ceylon Tea market in the country.
Apart from my own knowledge of the Australian market, the market research that Rodney conducted after assuming duties in Australia, provided statistics which were very helpful in the launch of Dilmah in that country. He was also very supportive in the early promotional campaigns and took an active part in the related activities. His proactive response to the project, and his enthusiasm for its successful implementation, was in complete contrast to the passive and often obstructionist attitude of some of the members of the Secretariat in Colombo. After leaving the Tea Board in 1988, Rodney reverted to an academic career but still continued his promotion of Dilmah in various forums. His assistance to the cause of Dilmah in Australia has been invaluable.
Nabi Saleh my friend
My story of Dilmah in Australia would not be complete without mention of Nabi Saleh, a highly-educated, Iranian-Australian businessman and commodities trader. I met Nabi, quite unexpectedly, about 40 years ago at the Franklins Supermarket, Sydney, whilst we were both waiting to meet the same buyer, Michael Hansel. We were competitors at first. but later became trade associates and, more importantly, good friends.
Nabi was then a private label supplier to Franklins and other distributors. through a small-time packer in Indonesia. After that first meeting. Nabi bought private label tea from me as well. In 1995 Nabi became the owner/Chief Executive Officer of Gloria Jean’s Coffee, a venture he developed into a worldwide success. Nabi admired my vision for Pure Ceylon Tea and was of assistance to me in establishing Dilmah in Australia. Like me, Nabi is also a man of great faith.
Features
The Ramadan War
A Strategic Assessment of a Conflict Still Unresolved
The Unites States of America and its ally, Israel attacked Iran on 28 February, or the 10th day of the month of Ramadan. More than a month of intense fighting has passed since, and the Ramadan War has settled into a grinding, attritional struggle that defies early declarations of victory. Despite sustained U.S. and Israeli air and naval bombardment, Iran remains standing, and continues to strike back with a level of resilience that has surprised many observers. The conflict has evolved into a contest of endurance, adaptation, and strategic innovation, with each side attempting to impose costs the other cannot bear.
Iran’s response to the overwhelming airpower of its adversaries has been both simple and devastatingly effective: saturate enemy defences with swarms of inexpensive drones and older ballistic missiles, forcing them to expend costly interceptors and reveal radar positions, and then follow up with salvos of its most advanced precisionguided missiles. This layered approach has inflicted severe physical damage on Israel and has shaken its national morale. The country has endured repeated missile barrages from Iran and rocket fire from Hezbollah, straining its airdefence network and pushing its civilian population to the limits of endurance.
The United States, meanwhile, has been forced to evacuate or reduce operations at several bases in the Gulf region due to persistent Iranian drone and missile attacks. For both the U.S. and Israel, the war has become a test of strategic credibility. For Iran, by contrast, victory is defined not by territorial gains or decisive battlefield outcomes, but by survival, and by continuing to impose costs on its adversaries.
The central strategic objective for the U.S. has now crystallised: reopening the Strait of Hormuz to secure global energy flows. Ironically, the Strait was open before the war began; it is the conflict itself that has rendered it effectively closed. Air and naval power alone cannot achieve this objective. The geography of the Strait, combined with Iran’s layered defences, means that any lasting solution will require ground forces, a reality that carries enormous risks.
U.S. Strategic Options
The United States faces five broad operational options, each with significant drawbacks.
1. Seizing Kharg Island
Kharg Island handles roughly 90% of Iran’s oil exports, making it an attractive target. However, it lies only a short distance from the Iranian mainland, where entrenched Iranian forces maintain dense networks of missile batteries, drones, artillery, and coastal defences. Any attempt to seize Kharg would require first neutralising or capturing the adjacent coastline, a costly amphibious and ground operation.
Even if successful, this would not reopen the Strait of Hormuz. It would merely deprive Iran of export capacity, which is not the primary U.S. objective. At least ostensibly not; there are those who argue that the U.S. simply wants to take over Iran’s petroleum (see below).
2. Forcing the Strait of Hormuz by Naval Power
Sending U.S. naval forces directly through the Strait is theoretically possible but operationally hazardous. Iran has mined all but a narrow channel hugging its own shoreline. That channel is covered by overlapping fields of antiship missiles, drones, artillery, and coastal radar. Clearing the mines would require prolonged operations under fire. Attempting to push through without clearing them would risk catastrophic losses.
3. Capturing Qeshm, Hengam, Larak, and Hormuz Islands
These islands dominate the Iranian side of the Strait and host radar, missile, and drone installations. Capturing them would degrade Iran’s ability to close the Strait, but the islands are heavily fortified, and the surrounding waters are mined. Amphibious assaults against defended islands are among the most difficult military operations. Even success would not guarantee the Strait’s longterm security unless the mainland launch sites were also neutralised.
4. Invading Southern Iraq and Crossing into Khuzestan
This option would involve U.S. forces advancing through southern Iraq, crossing the Shatt alArab waterway, and pushing into Iran’s Khuzestan province — home to most of Iran’s oilfields. The terrain is difficult: marshes, waterways, and narrow approaches. Iranian forces occupy the high ground overlooking the plains.
While this route would allow Saudi armoured forces to participate, it would also expose U.S. and allied logistics to attacks by Iraqi Shia militias, who have already demonstrated their willingness to target U.S. assets. The political and operational risks are immense.
5. Capturing Chabahar and Advancing Along the Coast
The most strategically promising — though still costly — option is seizing the port of Chabahar in southeastern Iran and advancing roughly 660 kilometres along the coast toward Bandar Abbas. This approach offers several advantages:
· Distance from Iran’s core population centres complicates Iranian logistics.
· Chabahar’s deepwater port (16m draught)
would provide a valuable logistics hub.
· U.S. carriers could remain at safer standoff distances
, supporting operations without entering the Strait.
· The coastal route allows naval gunfire and missile support
to assist advancing ground forces.
· Local Baluchi insurgents
could provide intelligence and limited support.
· Capturing Bandar Abbas would
outflank Iran’s island defences and effectively reopen the Strait.
This option is likely to form the backbone of any U.S. ground campaign, potentially supplemented by diversionary attacks by regional partners to stretch Iranian defences.
The Limits of U.S. Superiority
The United States retains overwhelming superiority in naval power and manned airpower. But whether this advantage translates into dominance in unmanned systems or ground combat is far from certain.
The 2003 invasion of Iraq is often cited as a model of U.S. military prowess, but the comparison is misleading. Iraq in 2003 had been crippled by a decade of sanctions. Its forces lacked modern mines, antitank missiles, and effective air defences. Tank crews had little training; some could not hit targets at pointblank range. RPG teams were similarly unprepared. The U.S. enjoyed numerical superiority in the theatre and total control of the air, allowing it to isolate Iraqi units and prevent reinforcement.
Even under those favourable conditions, Iraqi forces managed to delay the U.S. advance. At one point, forward U.S. units nearly ran out of ammunition and supplies, forcing the diversion of forces intended for the assault on Baghdad to secure the lines of communication.
Iran is not Iraq in 2003. Its armed forces and industrial base have adapted to nearly half a century of sanctions. It produces its own drones, missiles, artillery, and armoured vehicles. It has built extensive underground facilities, hardened command posts, and redundant communication networks.
Moreover, the battlefield itself has changed. The RussoUkrainian war demonstrated that deep armoured penetrations – once the hallmark of U.S. doctrine – are now extremely vulnerable to drones, loitering munitions, and precision artillery. The result has been a return to attritional warfare reminiscent of the First World War, with front lines stabilising into trench networks.
Yet, as in the First World War, stalemate has been broken not by massed assaults but by small, highly trained teams infiltrating thinly held lines, identifying targets, and guiding drones and artillery onto enemy positions deep in the rear. Iran has studied these lessons closely.
Mosaic Defence and Transformational Warfare
Iran’s military doctrine has evolved significantly over the past two decades. Its “mosaic defence” decentralises command and control, ensuring that even if senior leadership is targeted, local units can continue operating autonomously. This structure proved resilient during the initial waves of U.S. and Israeli strikes.
Iran has also absorbed lessons from U.S. “shock and awe” operations. The botched U.S. invasion of Grenada in 1983 exposed weaknesses in joint operations, prompting the development of “effectsbased operations,” “rapid dominance” and the broader concept of “transformational warfare.” These doctrines (better known colloquially as “Shock and Awe”), influenced by Liddell Hart and Sun Tzu, emphasised simultaneous strikes on strategic targets to paralyse the enemy’s decisionmaking.
While the U.S. struggled to apply these concepts effectively in Iraq and Iran, Tehran has adapted them for asymmetric use. Its drone and missile campaigns have targeted not only military assets but also economic infrastructure and psychological resilience. Israel’s economy and morale have been severely tested, and the United States finds itself entangled in a conflict that offers no easy exit.
Iran has also pursued a broader strategic objective: undermining the petrodollar system that underpins U.S. financial dominance. By disrupting energy flows and encouraging alternative trading mechanisms, Iran seeks to weaken the economic foundations of U.S. power.
Will the USA Achieve Its War Aims?
The United States’ core objective appears to be securing control over global energy flows by reopening the Strait of Hormuz and limiting China’s access to Middle Eastern oil before it can transition to alternative energy sources. Whether this objective is achievable remains uncertain.
A ground campaign would be long, costly, and politically fraught. Iran’s defences are deep, layered, and adaptive. Its drone and missile capabilities have already demonstrated their ability to impose significant costs on technologically superior adversaries. Regional allies are cautious, and global support for a prolonged conflict is limited.
The United States retains overwhelming military power, but power alone does not guarantee strategic success. Iran’s strategy is simple: survive, adapt, and continue imposing costs. In asymmetric conflicts, survival itself can constitute victory.
In Frank Herbert’s Dune, the protagonist, Paul Muad’dib says “he who can destroy a thing, controls a thing.” This is the essence of Iranian strategy – they have a stranglehold on petroleum supply, and can destroy the world economy. Trump has had to loosen sanctions on both Iran’s and Russia’s oil, simply to prevent economic collapse.
The Ramadan War has already reshaped regional dynamics. Whether it reshapes global power structures will depend on how the next phase unfolds, and whether the United States is willing to pay the price required to achieve its aims.
by Vinod Moonesinghe
Features
Nayanandaya:A literary autopsy of Sri Lanka’s Middle Class
“Nayanandaya,” meaning the enchantment of indebtedness, is Surath de Mel’s latest novel. True to his reputation as a maximalist writer, de Mel traverses the labyrinth of middle-class struggles; poverty, unemployment, the quest for education, through a father’s fragile dreams. The novel unfolds around Mahela, his son, his friendships, and the fragile relationships that keep him tethered to life.
“Happiness is not a destination; it is a journey. There are no shortcuts to it. At some point, the path you thought was right will be wrong. You have to make sacrifices for it.”
These words, uttered by the protagonist Mahela to his ten-year-old son, is the silent mantra of every middle-class parent. A common urban middle-class father’s yearning for his child to climb the ladder he himself could not ascend.
A Socio-Political Mirror
Sri Lanka’s middle class remains trapped in paradox. They are educated but underemployed, salaried but indebted, socially respected yet politically invisible. Structural inequalities, economic volatility and populist politics inclusively contribute to keep them “forever middle”.
Through protagonist Mahela, who is sometimes a graphic designer, sometimes a vendor and always a failure Surath de Mel sketches the deficiencies of an education system that does not nurture skills of the students. Sri Lanka boasts about high literacy rates, yet the economy cannot absorb the thousands of graduates produced into meaningful work. Underemployment becomes the inheritance of the middle class. With political connections often the stories can be transformed. De Mel pens it in dark humour to expose these truths:
“Some notorious writer once sneered in a newspaper, ‘Give your ass to the minister, and you’ll earn the right to keep it on a bigger chair.’ Countless people waiting in ministers’ offices, pressing
their backsides to seats, carrying the weight of their own lives.”
Childhood Trauma and Its Echoes
Surath de Mel frequently weaves psychoanalysis into his fiction. In Nayanandaya, he captures the lingering shadows of childhood trauma. Mahela, scarred by a loveless and fractured youth, suffers phobic anxiety and depression, apparently with a personality disorder as an adult. His confession at the psychologist reveals it out:
“Childhood? I didn’t have one. I was fifteen when I was born.”
Here, Mahela marks his true birth not at infancy, but at the death of his parents. This statement itself reveals the childhood trauma the protagonist had gone through and the reader can attribute his subsequent psychological struggles as the cause of it.
From a Lacanian perspective, trauma is not just something that happens to a child; it is a deep break in how the child understands the world, themselves, and others. Some experiences are too painful to be put into words. Lacan calls this the Real — what cannot be fully spoken or explained. This pain does not disappear but returns later in life as anxiety, fear, or obsessive compulsive disorder.
This trauma disturbs the child’s sense of self and their place in society. When language fails to make sense of loss, the mind creates fantasies to survive. These fantasies quietly shape adult desires, relationships, and choices.
In Nayanandaya, childhood trauma of the protagonist does not stay buried — it lives on, shaping the adulthood in unseen ways. In the narrative, Mahela’s struggles are not just personal failures but the result of a past that was never given words.
Tears of Fathers – Forgotten in Sri Lankan Literature
Sri Lankan literature has long been attentive to suffering — especially rural poverty, social injustice, and the silent endurance of women and single mothers. Countless novels, poems, and songs have given voice to maternal sacrifice, female resilience, and women’s oppression.
Yet, within this rich narratives, the quiet grief of the urban middle-class father remains mostly unseen. Rarely does fiction pause to examine the emotional lives of men who shoulder responsibility without language for their pain. These masculine tears are private, swallowed by routinely and masked by humour or silence. Definitely never granted literary space.
In Nayanandaya, Surath de Mel breaks this silence. Through Mahela, he lends voice to these overlooked men — fathers whose love is expressed through sacrifice rather than speech. However, de Mel does not romanticise the tears. Rather he humanises them. He allows their vulnerabilities, anxieties, and quiet despair to surface with honesty and compassion. In doing so, Nayanandaya fills a striking gap in Sri Lankan literature, reminding us that fathers, too, carry invisible wounds.
Literary value
With Nayanandaya, Surath de Mel reaches a new pinnacle in his literary craft. His language is dense yet lyrical, enriched with similes, metaphors, irony, and a full range of literary tools deployed with confidence and control.
One of the novel’s most touching narrative choices is the personification of Mahela’s son’s soft toy, Wonie. Through personified Wonie, de Mel captures the two most touching incidents in the entire novel . This simply reveals the author’s artistic maturity, transforming a simple object into a powerful emotional conduit that anchors the novel’s tenderness amidst its despair.
At a deeper symbolic level, Mahela himself can be read as more than an individual character, but a metaphor for Sri Lanka — a nation struggling under economic hardship, clinging to impractical dreams, witnessing the migration of its people, and drifting towards a slow, painful exhaustion. His personal failures could mirror the broader decay of social and economic structures. This symbolic reading lends Nayanandaya a haunting national resonance.
Today, many write and many publish, but only a few transform language into literature that lingers in the reader’s mind long after the final page. Surath de Mel belongs to that rare few. In a literary landscape crowded with voices, he remains devoted to art rather than popularity or trend. As a scholar of Sinhala language and literature, de Mel writes with intellectual depth, dark humour, and deep human empathy.
In conclusion, Nayanandaya is not merely a story; it is social commentary, psychoanalytic reflection, and tragic poetry woven into richly textured prose. With this novel — a masterful interlacing of love, debt, and fragile dreams — Surath de Mel engraves a distinctly Dostoevskian signature into Sinhala literature.
Reviewed by Dr. Charuni Kohombange
Features
Domestic Energy Saving
Around 40 percent of the annual energy we use is consumed in domestic activities. Energy is costly, and supply is not unlimited. Unfortunately, we realize the importance of energy – saving only during the time of a crisis.
If you adopt readily affordable energy-saving strategies, you will cut down your living expenditure substantially, relieving the energy burden of the nation. Here are some tips.
Cooking:
Cooking consumes a good portion of domestic energy demand and common practices, and negligence leads to 30 – 40 percent wastage. A simple experiment revealed that the energy expenditure in boiling an egg with the usual unnecessary excess water in an open pan is nearly 50 percent higher than boiling in a closed lid pan with the minimal amount of water. In an open pan, a large quantity of heat is lost via convection currents and expulsion of water vapor, carrying excessive amounts of heat energy (latent heat of vaporisation). Still, most of us boil potatoes for prolonged intervals of time in open receptacles, failing to realise that it is faster and more efficient to boil potatoes or any other food material in a closed pan. About 30 – 40 percent of domestic cooking energy requirements can be cut down by cooking in closed-lid pans. Furthermore, food cooked in closed pans is healthier because of less mixing with air that causes food oxidation. Fat oxidation generates toxic substances. In a closed- lid utensil (not tightly closed), food is covered with a blanket of water vapor at a positive pressure, preventing entry of air and therefore food oxidation.
Overcooking is another bad habit that not only wastes energy but also degrades the nutritional value of food.
Electric kettle:
For making morning or evening tea or preparing tea to serve a visitor. Do not pour an unnecessarily large quantity of water into the electric kettle. Note that the energy needed to make 10 cups of tea is ten times that of one cup.
Electric Ovens:
Avoid the use of electric ovens as far as possible. Remember that foods cooked at higher temperatures are generally unhealthy, and even carcinogens are formed when food is fried at higher temperatures in an oven. If ever you need to bake something in an oven, limit the number of times you open the door. Use smaller ovens adequate for the purpose and not larger ones just for fashion.
Refrigerators:
Refrigerators consume lots of energy. Do not use over-capacity refrigerators just for fashion. Every time you open the fridge, more electricity is used to reset the cooling temperature. Plan your access to the appliance accordingly. Check whether the doors are properly secured and there are no leakages. Keep the fridge in a cooler location, not hit by direct sunlight and away from warmer places in the kitchen. Remember that turning off the fridge frequently will not save energy, instead it draws more energy.
Use of gas burners:
Do not use oversized utensils. Keep the lid closed as far as possible to prevent the escape of heat. Remember that excessive amounts of heat energy are carried away by a large surface-area conducting utensil. Do not open the gas vent to allow the flame to flash outside the vessel. A flame not impinging on the pan would not heat it, and gas is wasted. Ensure that the flame is blue. Frequently check whether gas vents are clogged with rust and carbon. Frequently, cooking material in the pan drops into the gas vents, and salt there corrodes the gas vents. Cleaning and washing would be necessary. Do not prolong cooking, taking time to prepare ingredients and adding them to the pan intermittently. Add ingredients at once and before switching the burner. If the preparation of a dish is prolonged to slow the cooking, use earthenware pots rather than metallic ones. An earthenware pot, being thermally less conducting retain heat.
Firewood for cooking:
Do not attempt to eliminate the use of firewood in cooking. If you are living in a village area, the exclusive use of LPG gas is an unnecessary expenditure. Large smoke-free, efficient oven designs are now available. If you are compelled to use gas, keep the option of firewood ovens, especially for prolonged cooking. Admittedly, there are locations, especially in cities, where the use of firewood is unsuited.
Hot water showers:
Before installing hot water showers, reconsider whether they are really necessary in a hot tropical climate. Go for solar water heaters, although the installation cost is high. Instant water heaters consume much less electricity compared to geysers with water tanks. Now, cheap and safe instant water heaters are available.
Lighting:
Arrange and design your residence to optimise daytime illumination until late evening. If you are constructing a new house, take this issue into account. Use LED lamps, which provide the same illumination for 85 percent less energy. In study rooms and areas that require prolonged illumination, paint the walls white. Angle – poised LED lamps with very low voltage are available. Use them for reading and studies. Routinely clean the surfaces of all lamps. Dust deposition cuts off light.
Air conditioning and ventilation:
Air conditioning consumes prohibitively large quantities of electrical energy. You can avoid air conditioning by optimising ventilation. The principle is to have air entry points (windows) in the house near the ground level and exit points (vents or windows) near the roof. Ground level is cooler, and the region near the roof is warmer. Thus, a cool air current enters the house near the ground level and hot air is drawn by the vents near the roof. The region near the ground can be rendered cooler by planting trees. Architectural designs are available to optimise this effect. You can sense the direction of air motion by holding a thin strip of paper near the windows at the ground and near the roof level. In addition to ceiling fan, install exhaust fans in the upper points of the house to remove hot air and draw cooler air through windows near the ground. Reduce the amount of sunlight hitting the roof by shading with trees. There are techniques for increasing the reflectance of the roof with paints and other designs.
Transportation:
A good portion of your budget is drained by transportation. Irrespective of who you are, use public transport if convenient and available. As much as possible, use the telephone and email to get your things done. If the officers do not comply for no valid reason, complain. Plan your trips to the town to do several things at the same time. Whenever possible, plan to share transport. Buy energy – efficient small vehicles. Routinely examine your vehicle for energy efficiency, i.e. correct tire pressure etc.
Charge electric vehicles off peak hours. Slow charging reduces heat generation in the circuit, reducing energy loss.
Energy is costly and limited in supply. Everything you do consumes energy. Be energy conscious in all your deeds. That attitude will reduce your expenditure, lessen the environmental degradation and financial burden of the nation in importing fuel.
Educating the general public is the most effective way of implementing energy-saving strategies.
By Prof. Kirthi Tennakone
(kenna@yahoo.co.uk)
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