Features
More random stories from my stint on ETF Board
LESSONS FROM MY CAREER: SYNTHESISING MANAGEMENT THEORY WITH PRACTICE – PART 19
I will present more stories and the valuable lessons learnt at ETF. Some may be good case studies for managers rising up in their careers. Some will be from experiences drawn before my removal and reinstatement by the President, and some will be from experiences after the incident.
Continuing with building unity, engagement and cohesion
As discussed in previous episodes, unity was clearly lacking. The staff worked, but didn’t seem excited about their tasks or engaged in their work. They needed some exciting project to work on. Their potential was not fully utilised. The older managers had no clue about modern management. However, they were men and women of great integrity and loyalty to the organisation.
Wesak was approaching, and I challenged them to organise a Wesak Bakthi Gee (Buddhist devotional songs) programme. This project excited the staff and contributed to unity. The committee, formed of volunteers, was given a free hand. They commissioned a voice trainer and put up a massive stage at the Labour Secretariat premises, and the event was a resounding success.
The several sub-committees revelled in the freedom they enjoyed. The staff loved to showcase their talent. The Labour Ministry and the Labour Department also appreciated this event, and the Commissioner of Labour congratulated me. Above all, unity was now gradually improving. The staff felt that their skills and talents were being put to use for once. There was more engagement in the work of the Fund.
Another significant step was the introduction of a new Vision: to transform into the best-managed and most-admired Government organization within two years. This Vision not only excited the staff but also motivated the seniors to take up the challenge. It was a crucial milestone in our journey towards becoming a well-knit organization, but we knew that much more was needed to achieve our ambitious goal.
Providing uniforms and the resultant chaos
Another issue I observed soon after my arrival at the ETF was the stark contrast of the staff brought in from rural Mahiyangana by a former Minister of Labour, Capt. C P J Senewiratne and the staff brought in by the previous Minister, Joseph Michael Perera, from Ja-Ela. The Mahiyangana staff were Buddhists, dressed plainly, spoke only Sinhala, and appeared very unsophisticated, with girls clad in sarees. In contrast, the Ja-Ela crowd was sophisticated, with girls who wore makeup, lipstick, and had painted nails, dressed in smart, short skirts, and were primarily Catholic. Many of them spoke English.
With one look, you could say whether a staff member was from Mahiyangana or from Ja-Ela. There was very discreet tension between the two groups. The two former Chairmen were both Catholics. I was the first Buddhist Chairman. One of the senior Ja-Ela staff members once approached me and said that his people believe that I am favouring the Mahiyangana people. I was only being fair. Race, religion or gender didn’t matter to me, as they soon realised. I established a meritocracy.
To address this anomaly, I discussed it with the Board and came up with a solution. It was to provide uniforms to everyone. Shirts and trousers for the men and sarees for the ladies. I chose the design and colour of the saree, and we gave three outfits, each with a specified colour for each day of the week. There were suggestions that the design and colour should be decided by a staff committee. I refused, I could imagine how this would lead to more conflict and decision delays.
The ladies’ blouses caused a delay. We provided the material, and the staff member had to make the blouses. As January 1 approached, I requested that the HR head circulate a notice stating that all staff were required to wear uniforms starting that day, given that 90% of the staff had already received theirs. Later that day, the Head of HR advised me to delay the circular for a while, as some trade union leaders were circulating a request for employees not to wear uniforms until all blouses were ready. I was disappointed with this attitude. I understood that it was because the uniforms were not from one of the union’s demands but rather a “gift” from the management. We did not issue the circular.
On January 1, to my surprise, everyone was wearing the uniforms. No circular had been issued. It turned out that the union’s attempt to oppose the management’s decision was met with resistance from the staff, who argued that the management’s gesture should not be undermined. This was a pleasant surprise. It was not our intention to devalue the role of the union or create a divide between the staff and the union. Nevertheless, our office now looked more professional and efficient, thanks to the staff’s support and appreciation of the management’s decision.
The larger problem was that the Labour Ministry and Labour Department were terribly agitated. Their staff were demanding uniforms too. I get a call from the Director of the Public Enterprise Department of the Treasury. She asked me, “What did you do that I am getting call after call from the Ministry and Labour Department asking whether ETF had the authority to give uniforms?”. She had answered that, being an autonomous body, the Board of the ETF had the authority. I had created a Tsunami. Our staff were happy, but I had created some animosity with the other institutions.
Now no one could tell the difference between a Mahiyangana lady and a JaEla lady. The uniforms also prevented staff from unauthorised visits to nearby places during working hours. Now they could be spotted miles away. I had only asked two things from my staff. One was a 5% contribution towards the uniforms, and the other was that they walked faster with more enthusiasm. Actually, that little gesture of uniforms energised the staff and they even walked faster. It was only later that I got to know about the Social Exchange Theory (SET) articulated by Blau. A central tenet of SET is the principle of reciprocity. When someone provides a benefit, there’s an expectation that the recipient will reciprocate. However, the exact form and timing of the return may be unspecified.
Whenever I visited the Labour Secretariat for a meeting after leaving the ETF Board, my former colleagues would remind me of the uniforms and express their continued gratitude.
How did I tackle the religious tension? I organised an all-night pirith ceremony and a Catholic mass. It was profoundly moving to witness the Buddhist staff queueing to offer gifts to the Archbishop officiating, and the Catholic staff’s gesture of offering pirikara to the Buddhist monks. Religious unity, too, was achieved.
After I had left the ETF Board, I was appointed as a director a couple of years later. At the first Board meeting, the one most time-consuming item was the decision to select the sarees. One Director looked at me and said, “You started this nonsense of uniforms, and see the trouble we have to go through”. Apparently, to democratise the decision-making, a committee had been formed, and as usual, had been unable to make a decision. The decision was escalated to the Board, diverting valuable time from other topics. The lesson is that democracy doesn’t work all the time. You have to manage the situation you are faced with, as propounded by the concept of Situational Management.
Changing to a Customer-Oriented Culture
The culture was far from what I expected. Many staff members were very arrogant towards our members who brought in claims. The positive experience I described in a previous episode was not widespread. Several initiatives were deployed to remedy this.
The first objective was to modify the behaviour of staff members at the claim receiving counter on the ground floor. One day, I called the Manager (Claims) to join me and slid behind the counter, unknown to the officer. I was horrified at the way our ETF members (beneficiaries) were treated. Our staff member would sit leaning back in his chair with his legs crossed, receiving a claim form from a claim applicant and talking to him in an arrogant tone.
Once, he rejected a claim form while we watched from behind, saying that the AGA signature was not there. Immediately, I showed myself and called him back, asking where he came from. The answer was Ampara. I took the claim form and asked the Manager (Claims) whether it could be accepted. He reviewed the application and confirmed that everything else was in order, stating he had the authority to receive and process it. It was accepted and processed.
If not for our intervention, the member would have had to go back to Ampara and spend more time sorting out his claim. I established some guidelines on how customers should be treated. No more slouching on their chair, he has to show genuine interest by leaning forward, and no more claim rejections without it being referred to the Manager (Claims).
The next initiative involved performing short skits on the first day of every month, highlighting how staff delighted a member (customer) and provided unexpected, delightful service. I would also read out letters of appreciation I received about a particular officer’s exceptional service. The staff liked it, but some managers from a traditional management culture thought I was simply mad, having dramas during office hours.
The next initiative was the hotline. We offer a dedicated telephone line for anyone to call and obtain information or query a submitted claim. We promise a return call after 3pm the same day in the case of claim queries. Most of those who call do not expect a call back, knowing the typical nature of a government institution. However, by 2pm, we begin returning calls and giving updates on the claims. In fact, we could even say when the claim would be paid. This was pure delight for the callers. On the first day itself, the officer assigned to the task barged into my office in the late afternoon and said it was an excellent service. “So many people thanked me profusely and said they never expected this from a government institution”, he said.
The next initiative was to request that every officer who sends external letters send me a copy. It was called the pink copy because we used pink paper for this copy. Upon reviewing these letters, a notable feature was the number of people requesting EPF claim forms, to which our staff would respond negatively because we are the ETF and not the EPF. The reply went like this: “Dear Sir/Madam. We are the Employees’ Trust Fund Board. Since your requirement is for an Employees’ Provident Fund (EPF) claim form, please get in touch with the Labour Department because we do not handle the EPF. However, if you require any service from us, the ETF, please call or write to us.”
It was polite enough, but would not delight the recipient. I asked the staff members how much more trouble it would be if they collected a stock of EPF forms from the Labour Department and answered such requests by attaching an EPF claim form. We were housed in the same building. Since then, the replies went like this: “Dear Sir/Madam, Your request is for an EPF form. However, we are the Employees’ Trust Fund Board (ETF) and could provide you with ETF claim forms only. Your requirement is for an Employees’ Provident Fund (EPF) form, which is not handled by us; therefore, you should contact the Labour Department. However, to assist you in this instance, we obtained an EPF claim form from the Labour Department and enclosed it herewith. Please deal with the Labour Department once you have completed the form or have any queries on EPF”.
This was how customer delight is achieved. The grateful response our staff members received spurred them to delight our customers (members) even more.
(The next episode will carry more such stories.)
by Sunil G Wijesinha ✍️
(Consultant on Productivity and Japanese Management Techniques
Retired Chairman/Director of several Listed and Unlisted companies.
Awardee of the APO Regional Award for promoting Productivity in the Asia Pacific Region
Recipient of the “Order of the Rising Sun, Gold and Silver Rays” from the Government of Japan.
He can be contacted through email at bizex.seminarsandconsulting@gmail.com)
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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