Features
French Style, Sri Lankan Smile!
CONFESSIONS OF A GLOBAL GYPSY
Dr. Chandana (Chandi) Jayawardena DPhil
President – Chandi J. Associates Inc. Consulting, Canada
Founder & Administrator – Global Hospitality Forum
chandij@sympatico.ca

Five-Star Hotels in Colombo
In 1986, there were only five five-star internationally branded hotels in Sri Lanka (InterContinental, Oberoi, Taj, Ramada Renaissance and Le Meridien). A Hilton International was nearing completion and planned to open in 1987. These hotels were located close to each other in Colombo and had only a total stock of 2,300 five-star rooms. All of these hotels had multiple food and beverage outlets and the largest banquet facilities in the country. Le Galadari Meridien was distinctively different from its competitors in Colombo.
Air France established Le Meridien Hotels in 1972. The chain’s hotels initially offered accommodation mainly for Air France flight crews and passengers in their major airport hub cities, around the world. Air France promoted the chain and handled reservations for it. The advanced reservation systems in the airline industry strongly influenced booking systems in all of the major international hotel chains. The first Le Meridien property was a 1,000-room hotel in the heart of Paris, the Hotel Meridien Paris, today known as Le Méridien Etoile.
The French style promoted by the European ambience, fashionably appointed rooms and expensive bedroom amenities. This French flair continued with French-designed staff uniforms, a wide collection of beautiful and large paintings done by French artists and a wider choice of wines and cheeses. All of these features truly enhanced the general quality of Le Galadari Meridien. Like all other five-star internationally branded hotels in Colombo, Le Meridien invested heavily on staff training and development. The hotel lived up to its original slogan: “French Style, Sri Lankan Smile!”
Le Galadari Meridien was the only hotel at that time in Sri Lanka to open with 500-rooms. Mr. Steffan Pfeiffer, who opened the hotel in 1984 as the General Manager, recruited me as the Acting Food & Beverage Manager in the mid-1986. He, as well as the outgoing Assistant Food & Beverage Manager and the outgoing Banquet Manager, worked with me for only a few days. I did not have the opportunity to meet my predecessor, a French hotelier, R. Garoute, who had held dual responsibilities as the Food & Beverage Manager and the Executive Assistant Manager. In the absence of a systematic hand over, I had to learn the ropes quickly and take over a large division.

Lifelong Le Meridien Friendships
French Executive Chef Emile Castillo, a key member of my team, commenced on the same day that I joined the hotel. After the initial culture shock, the two of us got along very well and became lifelong friends. In the late 1980s, Emile was an occasional, Sunday lunch visitor at my family home in the suburbs of Colombo.
Later in 1997 when I was the General Manager of Le Meridien Jamaica Pegasus hotel, Emile accepted an invitation from me. I was introducing Le Meridien Brand to the largest five-star business hotel in Jamaica, and the French food festival Emile organized there was a big help. Until his retirement, Emile eventually spent 27 years as the Executive Chef of Le Parker Meridien Hotel in New York, USA, where his regular customers included President Bill Clinton. During some of my visits to New York, I stayed with Emile and his family. He and his Sri Lankan wife visited my family during their last visit to Canada, a few years ago.
Shortly after I had joined Le Galadari Meridien in Colombo, the company sent a veteran French Hotelier, Mr. Jean-Michel Varichon, to be the Acting General Manager. He had been involved with 28 Le Meridien hotel openings around the world. He was a member of the Le Meridien corporate team in Paris. I quickly realized that his task was to re-organize the hotel in keeping with the latest Le Meridien quality standards, and then hand over the management to the next General Manager who was coming from France.
Mr. Varichon was a hard task master and a walking encyclopaedia on international hotel management. The senior executive team at Le Galadari Meridien felt harassed by his frequent challenging questions and lectures with details of highly technical aspects of hotel keeping. He also had a dry sense of humour. One day during a serious meeting, realizing that he had pressured the senior management team to the limit, he warned, “You better complete all the tasks I delegated to each of you quickly. Otherwise, I will extend my stay in Colombo!” When the managers laughed nervously, he said, “I am not joking!”
His nickname among Le Meridien hoteliers was “Monsieur Le Meridien”. He was a perfectionist and a very knowledgeable teacher. During the short time I worked with him, I absorbed all Le Meridien information I could like blotting paper. When I opened Le Meridien in Jamaica, Mr. Varichon arrived there on my invitation to help me with the opening. I could not think of anyone better to advise me.
Thanks to the special training by Mr. Jean-Michel Varichon, I was well-familiar with Le Meridien standards by the time the new General Manager, Jean-Pierre Kaspar, arrived to take over the hotel. Soon after he settled into his new job, Mr. Kaspar became my mentor. In his mid-career, he had been a Food & Beverage Manager and we had similar personalities. Our offices on the mezzanine floor were next to each other. Often, in late afternoons, we had a casual chat over a cup of espresso and cookies in his office. I soon became his trusted wingman.
Our respect for each other was mutual. “Chandi, you are the only person out of 500 full-time employees in this hotel who has been a hotel General Manager. Therefore, you understand my role better than anyone else here,” he once told me. Some years later, Mr. Kaspar left Le Meridien to join another French hotel chain, Sofitel (Accor Group SA). My family and I visited Mr. and Mrs. Kaspar at Singapore Sofitel. After 36 years, we still keep in touch.

Banquet Operation
With ballroom and conference room facilities, adequate to accommodate 1,200 persons for a sit-down meal, Le Galadari Meridien had the largest and the finest five-star banquet space in Sri Lanka at that time. In addition to my duties to administer the Food and Beverage division, in the absence of a Banquet Manager, I also managed the day-to-day banquet operation for a few months.
Soon after I joined the hotel, I personally handled a state banquet hosted by the President of Sri Lanka, Mr. J. R. Jayewardene, in honour of General Hussain Muhammad Ershad, the President of Bangladesh. My experience in 1984, at the Dorchester in London, serving Queen Elizabeth II, Prince Philip, Prime Minister Margret Thatcher and the Emir of Bahrain was useful in leading that state banquet in Colombo.
Food and Beverage Operations
After a couple of months, I recruited an experienced Banquet Manager, but decided to manage without filling the vacancy of the Assistant Food & Beverage Manager. Partly it was to save some expenses to increase our departmental profits. By directly dealing with six food & beverage outlet managers I aimed to fully understand the day-to-day operational challenges.
These managers who were designated at Le Meridien as ‘Maître d’hôtel’, managed ten operational departments – La Palme D’Or – French Restaurant (with a French Sous Chef), Marco Polo – Oriental Restaurant (with a Chinese Chef de Partie), La Brassiere – 24-hour Coffee Shop, Colombo 2000 – Night Club, Colombo Club – Gentleman’s club, Room Service, Pastry Shop, Rendezvous – Lobby Bar, Dolphin – Poolside Snack Bar and the 15th floor Rooftop Bar.
In addition, four other managers – Executive Chef, Banquet Manager, Chief Kitchen Steward and Food & Beverage Analyst, reported to me directly. Due to the popularity of the ten food and beverage outlets and large banqueting facilities, the Food and Beverage Division of Le Galadari Meridian was generating over half the total revenue of the hotel. I was also overall responsible for 230 full-time staff (including 10 departmental heads) which was nearly half the hotel’s employees. I worked very hard, long hours often till 4:00 am (night club closing time) on Fridays and Saturdays. I never felt tired as I simply loved the challenge of leading such a diverse and a dynamic division.
The Concept of Food and Beverage Management
I clearly understood the concept of food and beverage management. The knowledge I gained in England through in-depth research for my master’s degree dissertation on that topic and the practical experience I gained in food and beverage departments in all 16 five-star hotels in London, was finally becoming very useful.
The concept of food and beverage manager or director was relatively new in the world. During the first half of the twentieth century, most five-star hotels around the world did not make a lot of profit from their food and beverage operations which were often managed as different divisions. There were no divisional heads educated/trained in business administration. From an economic standpoint it was important to attempt to break even in five-star food and beverage operations. Traditionally, more emphasis was given to rooms, because this was where the money was made.
The concept of food and beverage management was developed only in the 1960s by major hotel chains in the USA. The aim was to optimize profits, combining the technical know-how with the business administration skills of a divisional head for the overall food and beverage departments.
Understanding the customer, was the key to optimize revenue and departmental profits. In Colombo, the key reasons for the customers to patronize five-star food and beverage outlets and banqueting facilities were three-fold – status, high quality and superior service. Therefore, compared to four-star, three-star or two-star hotels, the regular customers of five-star hotels were far more demanding. That single factor made it essential to have excellent public relations and highly attentive customer service to ensure high customer satisfaction levels.

Promoting the Chef like a Product
During a brainstorming session with the General Manager, Director of Sales, Public Relations Manager, myself and the advertising agency of the hotel, a question was posed about the focus of a new promotional campaign for the hotel. I suggested that we design a campaign, around the new initiatives the new Executive Chef would be focusing on.
I explained that, “having worked at Trust House Forte’s four-star Pegasus Reef Hotel in the late-1970s, and later at the five-star Hotel Lanka Oberoi as the Executive Chef, Emile Castillo knows Sri Lanka very well and Sri Lankans know him well. We should use him and his name to enhance our image and promote food sales.” All agreed, and we developed a three-stage advertising (ad) campaign focusing on Emile. We kept the artwork and the copy of the initial three teaser ads short and simple.
The first ad appearing on the front page of all major English newspapers, had one short question in large bold letters: “What’s new at Le Galadari Meridien?” There were no visuals, but a large question mark, which attracted attention and created the interest we wanted. The second ad repeated on the same front pages, asked the same question, and with the addition of a large visual of a chef hat. The third ad included a large photograph of Emile in a chef uniform, and a description of his experience since leaving Sri Lanka a few years ago. It also included his new and exciting plans for Le Galadari Meridien. That campaign cost us lot of money, but worked like a charm in reaching our business goal.
Money spent on creative and effective ads is a good investment. Then we followed up with a series of ads and newsletters.Chef Emile Castillo as the Star in a monthly newsletterThe follow up ads focused on what Emile’s new menus for all our restaurants and the new French business lunch at Palme D’Or. That was unique in two aspects – the only authentic French restaurant in Sri Lanka and the restaurant at the highest elevation in Colombo, at that time. We proceeded with that focus and the campaign worked well.
We wanted to get some professional models to appear in a follow up ad campaign for the French business lunch at Palme D’Or. The models were expensive and as a cost cutting exercise, the Public Relations Manager, Aloma Abeysuriya said, “Chandi, you are a well experienced TV model. Why don’t you appear free for one ad? I can get the ‘handsome’ Assistant Security Manager also to appear free posing like a businessman!” Aloma’s creative idea was accepted and we settled for two ‘free’ models for the second campaign.
‘Free’ models for French Business Lunch at Palme D’Or
The Chef’s Table
Encouraged with the popularity of our new campaigns, we then created a weekly public relations activity – ‘Chef’s Table in the Kitchen’. We invited seven guests every Wednesday for a four course French lunch right inside the kitchen in the midst of culinary action and loud noises. The General Manager, Executive Chef and I joined the lunch as hosts. Each invitee was presented with a chef hat and an apron with Le Meridien logo, which they proudly wore during the meal.
Before lunch, Emile conducted a quick tour of the kitchen and explained the duties of his Sous Chefs and Chef de Parties, who led a kitchen brigade of 80 culinary professionals. We then sat at a roundtable with ten chairs to enjoy Emile’s new creations, every week. The lunch with matching French wines ended with a presentation of the menu cards signed by Emile. Aloma ensured that the photographs taken during lunch were sent to each invitee within 24-hours.
The Chef’s Table initiative became very popular and the talk of the town among the corporate leaders of Colombo. I was amused when very senior business leaders called us to find a way to get invited to the Chefs Table. It became like a status symbol and many business leaders proudly displayed their Le Meridien Chef hats, kitchen aprons and framed photographs from the exclusive event they attended, in their offices.
After that, we organized a string of major French food festivals with many sponsors with French connections. These events generated much publicity in the local media. Soon we increased Le Galadari
Meridien food sales by 50%. Emile became a household name in Colombo. He also regularly appeared in French TV shows such as ‘Bonsoir’ hosted by well-known Corporate Etiquette Trainer – Kumar de Silva.
Features
Neutrality in the context of geopolitical rivalries
The long standing foreign policy of Sri Lanka was Non-Alignment. However, in the context of emerging geopolitical rivalries, there was a need to question the adequacy of Non-Alignment as a policy to meet developing challenges. Neutrality as being a more effective Policy was first presented in an article titled “Independence: its meaning and a direction for the future” (The Island, February 14, 2019). The switch over from Non-Alignment to Neutrality was first adopted by former President Gotabaya Rajapaksa and followed through by successive Governments. However, it was the current Government that did not miss an opportunity to announce that its Foreign Policy was Neutral.
The policy of Neutrality has served the interests of Sri Lanka by the principled stand taken in respect of the requests made by two belligerents associated with the Middle East War. The justification for the position adopted was conveyed by President Anura Kumara Dissanayake to Parliament that Iran had made a formal request on February 26 for three Iranian naval ships to visit Sri Lanka, and on the same evening, the United States also requested permission for two war planes to land at Mattala International Airport. Both requests were denied on grounds of maintaining “our policy of neutrality”.
WHY NEUTRALITY
Excerpts from the article cited above that recommended Neutrality as the best option for Sri Lanka considering the vulnerability to its security presented by its geographic location in the context of emerging rivalries arising from “Pivot to Asia” are presented below:
“Traditional thinking as to how small States could cope with external pressures are supposed to be: (1) Non-alignment with any of the major centers of power; (2) Alignment with one of the major powers thus making a choice and facing the consequences of which power block prevails; (3) Bandwagoning which involves unequal exchange where the small State makes asymmetric concessions to the dominant power and accepts a subordinate role of a vassal State; (4) Hedging, which attempts to secure economic and security benefits of engagement with each power center: (5) Balancing pressures individually, or by forming alliances with other small States; (6) Neutrality”.
Of the six strategies cited above, the only strategy that permits a sovereign independent nation to charter its own destiny is neutrality, as it is with Switzerland and some Nordic countries. The independence to self-determine the destiny of a nation requires security in respect of Inviolability of Territory, Food Security, Energy Security etc. Of these, the most critical of securities is the Inviolability of Territory. Consequently, Neutrality has more relevance to protect Territorial Security because it is based on International Law, as opposed to Non-Alignment which is based on principles applicable to specific countries that pledged to abide by them
“The sources of the international law of neutrality are customary international law and, for certain questions, international treaties, in particular the Paris Declaration of 1856, the 1907 Hague Convention No. V respecting the Rights and Duties of Neutral Powers and Persons in Case of War on Land, the 1907 Hague Convention No. XIII concerning the Rights and Duties of Neutral Powers in Naval War, the four 1949 Geneva Conventions and Additional Protocol I of 1977” (ICRC Publication on Neutrality, 2022).
As part of its Duties a Neutral State “must ensure respect for its neutrality, if necessary, using force to repel any violation of its territory. Violations include failure to respect the prohibitions placed on belligerent parties with regard to certain activities in neutral territory, described above. The fact that a neutral State uses force to repel attempts to violate its neutrality cannot be regarded as a hostile act. If the neutral State defends its neutrality, it must however respect the limits which international law imposes on the use of force. The neutral State must treat the opposing belligerent States impartially. However, impartiality does not mean that a State is bound to treat the belligerents in exactly the same way. It entails a prohibition on discrimination” (Ibid).
“It forbids only differential treatment of the belligerents which in view of the specific problem of armed conflict is not justified. Therefore, a neutral State is not obliged to eliminate differences in commercial relations between itself and each of the parties to the conflict at the time of the outbreak of the armed conflict. It is entitled to continue existing commercial relations. A change in these commercial relationships could, however, constitute taking sides inconsistent with the status of neutrality” (Ibid).
THE POTENTIAL of NEUTRALITY
It is apparent from the foregoing that Neutrality as a Policy is not “Passive” as some misguided claim Neutrality to be. On the other hand, it could be dynamic to the extent a country chooses to be as demonstrated by the actions taken recently to address the challenges presented during the ongoing Middle East War. Furthermore, Neutrality does not prevent Sri Lanka from engaging in Commercial activities with other States to ensuring Food and Energy security.
If such arrangements are undertaken on the basis of unsolicited offers as it was, for instance, with Japan’s Light Rail Project or Sinopec’s 200,000 Barrels a Day Refinery, principles of Neutrality would be violated because it violates the cardinal principle of Neutrality, namely, impartiality. The proposal to set up an Energy Complex in Trincomalee with India and UAE would be no different because it restricts the opportunity to one defined Party, thus defying impartiality. On the other hand, if Sri Lanka defines the scope of the Project and calls for Expressions of Interest and impartially chooses the most favourable with transparency, principles of Neutrality would be intact. More importantly, such conduct would attract the confidence of Investors to engage in ventures impartial in a principled manner. Such an approach would amount to continue the momentum of the professional approach adopted to meet the challenges of the Middle East War.
CONCLUSION
The manner in which Sri Lanka acted, first to deny access to the territory of Sri Lanka followed up by the humanitarian measures adopted to save the survivors of the torpedoed ship, earned honour and respect for the principled approach adopted to protect territorial inviolability based on International provisions of Neutrality.
If Sri Lanka continues with the momentum gained and adopts impartial and principled measures recommended above to develop the country and the wellbeing of its Peoples, based on self-reliance, this Government would be giving Sri Lanka a new direction and a fresh meaning to Neutrality that is not passive but dynamic.
by Neville Ladduwahetty
Features
Lest we forget
The interference into affairs of other nations by the USA’s Central Intelligence Agency (CIA) started in 1953, six years after it was established. The Anglo-Iranian Oil Company supplied Britain with most of its oil during World War I. In fact, Winston Churchill once declared: “Fortune brought us a prize from fairyland beyond our wildest dreams.”
When in 1951 Dr. Mohammad Mosaddegh was reluctantly appointed as Prime Minister by the Shah of Iran, whose role was mostly ceremonial, he convinced Parliament that the oil company should be nationalised.
Mohammed Mosaddegh
Mosaddegh said: “Our long years of negotiations with foreign companies have yielded no result thus far. With the oil revenues we could meet our entire budget and combat poverty, disease and backwardness of our people.”
It was then that British Intelligence requested help from the CIA to bring down the Iranian regime by infiltrating their communist mobs and the army, thus creating disorder. An Iranian oil embargo by the western countries was imposed, making Iranians poorer by the day. Meanwhile, the CIA’s strings were being pulled by Kermit Roosevelt (a grandson of former President Theodore Roosevelt), according to declassified intelligence information.
Although a first coup failed, the second attempt was successful. General Fazlollah Zahedi, an Army officer, took over as Prime Minister. Mosaddegh was tried and imprisoned for three years and kept under house arrest until his death. Playing an important role in the 1953 coup was a Shia cleric named Ayatollah Abol-Ghasem Mostafavi-Kashani. He was previously loyal to Mosaddegh, but later supported the coup. One of his successors was Ayatollah Ruhollah Mostafavi Musavi Khomeini, who engineered the Islamic Revolution in 1979. Meanwhile, in 1954 the Anglo-Iranian Oil Company had been rebranded as British Petroleum (BP).
Map of the Middle East
When the Iran-Iraq war broke out (September 1980 to August 1988), the Persian/Arabian Gulf became a hive of activity for American warships, which were there to ensure security of the Gulf and supertankers passing through it.
The Strait of Hormuz, the only way in and out of the Gulf, is administered by Oman and Iran. While there may have been British and French warships in the region, radio ‘chatter’ heard by aircraft pilots overhead was always from the US ships. In those days, flying in and out of the Gulf was a nerve-wracking experience for airline pilots, as one may suddenly hear a radio call on the common frequency: “Aircraft approaching US warship [name], identify yourself.” One thing in the pilots’ favour was that they didn’t know what ships they were flying over, so they obeyed only the designated air traffic controller. Sometimes though, with unnecessarily distracting American chatter, there was complete chaos, resulting in mistaken identities.
Air Lanka Tri Star
Once, Air Lanka pilots monitored an aircraft approaching Bahrain being given a heading to turn on to by a ship’s radio operator. Promptly the air traffic controller, who was on the same frequency, butted in and said: “Disregard! Ship USS Navy [name], do you realise what you have just done? You have turned him on to another aircraft!” It was obvious that there was a struggle to maintain air traffic control in the Gulf, with operators having to contend with American arrogance.
On the night of May 17, 1987, USS Stark was cruising in Gulf waters when it was attacked by a Dassault Mirage F1 jet fighter/attack aircraft of the Iraqi Air Force. Without identifying itself, the aircraft fired two Exocet missiles, one of which exploded, killing 37 sailors on board the American frigate. Iraq apologised, saying it was a mistake. The USA graciously accepted the apology.
Then on July 3, 1988 the high-tech, billion-dollar guided missile cruiser USS Vincennes, equipped with advanced Aegis weapons systems and commanded by Capt. Will Rogers III, was chasing two small Iranian gun boats back to their own waters when an aircraft was observed on radar approaching the US warship. It was misidentified as a Mirage F1 fighter, so the Americans, in Iranian territorial waters, fired two surface-to-air Missiles (SAMs) at the target, which was summarily destroyed.
The Vincennes had issued numerous warnings to the approaching aircraft on the military distress frequency. But the aircraft never heard them as it was listening out on a different (civil) radio frequency. The airplane broke in three. It was soon discovered, however, that the airplane was in fact an Iran Air Airbus A300 airliner with 290 civilian passengers on board, en route from Bandar Abbas to Dubai. Unfortunately, because it was a clear day, the Iranian-born, US-educated captain of Iran Air Flight 655 had switched off the weather radar. If it was on, perhaps it would have confirmed to the American ship that the ‘incoming’ was in fact a civil aircraft. At the time, Capt. Will Rogers’ surface commander, Capt. McKenna, went on record saying that USS Vincennes was “looking for action”, and that is why they “got into trouble”.
Although USS Vincennes was given a grand homecoming upon returning to the USA, and its Captain Will Rogers III decorated with the Legion of Merrit, in February 1996 the American government agreed to pay Iran US$131.8 million in settlement of a case lodged by the Iranians in the International Court of Justice against the USA for its role in that incident. However, no apology was tendered to the families of the innocent victims.
These two incidents forced Air Lanka pilots, who operated regularly in those perilous skies, to adopt extra precautionary measures. For example, they never switched off the weather radar system, even in clear skies. While there were potentially hostile ships on ground, layers of altitude were blocked off for the exclusive use of US Air Force AWACS (Airborne Warning and Control System) aircraft flying in Bahraini and southern Saudi Arabian airspace. The precautions were even more important because Air Lanka’s westbound, ‘heavy’ Lockheed TriStars were poor climbers above 29,000 ft. When departing Oman or the UAE in high ambient temperatures, it was a struggle to reach cruising level by the time the airplane was overhead Bahrain, as per the requirement.
In the aftermath of the Iran Air 655 incident, Newsweek magazine called it a case of ‘mistaken identity’. Yet, when summing up the tragic incident that occurred on September 1, 1983, when Korean Air Flight KE/KAL 007 was shot down by a Russian fighter jet, close to Sakhalin Island in the Pacific Ocean during a flight from New York to Seoul, the same magazine labelled it ‘murder in the air’.
After the Iranian coup, which was not coincidentally during the time of the ‘Cold War’, the CIA involved itself in the internal affairs of numerous countries and regions around the world: Guatemala (1953-1990s); Costa Rica (1955, 1970-1971); Middle East (1956-1958); Haiti (1959); Western Europe (1950s to 1960s); British Guiana/Guyana (1953-1964); Iraq (1958-1963); Soviet Union, Vietnam, Cambodia (1955-1973); Laos, Thailand, Ecuador (1960-1963); The Congo (1960-1965, 1977-1978); French Algeria (1960s); Brazil (1961-1964); Peru (1965); Dominican Republic (1963-1965); Cuba (1959 to present); Indonesia (1965); Ghana (1966); Uruguay (1969-1972); Chile (1964-1973); Greece (1967-1974); South Africa (1960s to 1980s); Bolivia (1964-1975); Australia (1972-1975); Iraq (1972-1975); Portugal (1974-1976); East Timor (1975-1999); Angola (1975-1980); Jamaica (1976); Honduras (1980s); Nicaragua (1979-1990); Philippines (1970s to 1990s); Seychelles (1979-1981); Diego Garcia (late 1960s to present); South Yemen (1979-1984); South Korea (1980); Chad (1981-1982); Grenada (1979-1983); Suriname (1982-1984); Libya (1981-1989); Fiji (1987); Panama (1989); Afghanistan (1979-1992); El Salvador (1980-1992); Haiti (1987-1994, 2004); Bulgaria (1990-1991); Albania (1991-1992); Somalia (1993); Iraq (1991-2003; 2003 to present), Colombia (1990s to present); Yugoslavia (1995-1995, and to 1999); Ecuador (2000); Afghanistan (2001 to present); Venezuela (2001-2004; and 2025).
If one searches the internet for information on American involvement in foreign countries during the periods listed above, it will be seen how ‘black’ funds were/are used by the CIA to destabilise those governments for the benefit of a few with vested interests, while poor citizens must live in the chaos and uncertainty thus created.
A popular saying goes: “Each man has his price”. Sad, isn’t it? Arguably the world’s only superpower that professes to be a ‘paragon of virtue’ often goes ‘rogue’.
God Bless America – and no one else!
BY GUWAN SEEYA
Features
Mannar’s silent skies: Migratory Flamingos fall victim to power lines amid Wind Farm dispute
By Ifham Nizam
A fresh wave of concern has gripped conservationists following the reported deaths of migratory flamingos within the Vankalai Sanctuary—a globally recognised bird habitat—raising urgent questions about the ecological cost of large-scale renewable energy projects in the region.
The incident comes at a time when a fundamental rights petition, challenging the proposed wind power project, linked to India’s Adani Group, remains under examination before the Supreme Court, with environmental groups warning that the very risks they highlighted are now materialising.
At least two flamingos—believed to be part of the iconic migratory flocks that travel thousands of kilometres to reach Sri Lanka—were found dead after entanglement with high-tension transmission lines running across the sanctuary. Another bird was reportedly struggling for survival.
Professor Sampath Seneviratne, a leading ornithologist, expressed deep concern over the development, noting that such incidents are not isolated but indicative of a broader and predictable threat.
“These migratory birds depend on specific flyways that have remained unchanged for centuries. When high-risk infrastructure, like poorly planned power lines, intersect these routes, collisions become inevitable,” he said. “What we are witnessing now could be just the beginning if proper mitigation measures are not urgently implemented.”
Environmentalists argue that the Mannar region—particularly the Vankalai wetland complex—is one of the most critical stopover sites in South Asia for migratory waterbirds, including flamingos, pelicans, and various species of waders. The sanctuary’s ecological value has also supported a niche with growing eco-tourism sector, drawing birdwatchers from around the world.
Executive Director of the Centre for Environmental Justice, Dilena Pathragoda, said the incident underscores the urgency of judicial intervention and stricter environmental oversight.
“This tragedy is a direct consequence of ignoring scientifically established environmental safeguards. We have already raised these concerns before court, particularly regarding the location of transmission infrastructure within sensitive bird habitats,” Pathragoda said.
“Renewable energy cannot be pursued in isolation from ecological responsibility. If due process and proper environmental impact assessments are bypassed or diluted, then such losses are inevitable.”
Conservation groups have long cautioned that the installation of wind turbines and associated grid infrastructure—especially overhead transmission lines—within or near sensitive habitats could transform these landscapes into lethal zones for avifauna.
An environmental activist involved in the ongoing legal challenge said the latest deaths validate earlier warnings.
“This is exactly what we feared. Development is necessary, but not at the cost of biodiversity. When projects of this scale proceed without adequate ecological assessments and safeguards, the consequences are irreversible,” the activist stressed.
The debate has once again brought into focus the delicate balance between renewable energy expansion and biodiversity conservation. While wind energy is widely promoted as a clean alternative to fossil fuels, experts caution that “green” does not automatically mean “harmless.”
Professor Seneviratne emphasised that solutions do exist, including rerouting transmission lines, installing bird diverters, and conducting comprehensive migratory pathway studies prior to project approval.
“Globally, there are well-established mitigation strategies. The issue here is not the absence of knowledge, but the failure to apply it effectively,” he noted.
The timing of the incident is particularly worrying. Migratory flamingos typically remain in Sri Lanka until late April or May before embarking on their return journeys. Conservationists warn that if hazards remain unaddressed, larger flocks could face similar risks in the coming weeks.
Beyond ecological implications, experts also highlight potential economic fallout. Wildlife tourism—especially birdwatching—contributes significantly to local livelihoods in Mannar.
Repeated reports of bird deaths could deter eco-conscious travellers and damage the region’s reputation as a safe haven for migratory species.
Environmentalists are now calling for immediate intervention by authorities, including a temporary halt to high-risk operations in sensitive zones, pending a thorough environmental review.
They stress that protecting animal movement corridors—whether elephant migration routes or avian flyways—is a fundamental pillar of modern conservation.
As the controversy unfolds, one question looms large: can Sri Lanka pursue sustainable energy without sacrificing the very natural heritage that defines it?
Pathragoda added that for now, the sight of fallen flamingos in Mannar stands as a stark reminder that development, if not carefully planned, can carry a heavy and irreversible cost.
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