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NEW DOORS OPENED IN LONDON – Part 41

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CONFESSIONS OF A GLOBAL GYPSY

By Dr. Chandana (Chandi) Jayawardena DPhil

President – Chandi J. Associates Inc. Consulting, Canada

Founder & Administrator – Global Hospitality Forum

chandij@sympatico.ca

Trust House Forte

I arrived in London during the summer of 1979 to undergo a special Management Observer/Trainee program with the largest hotel chain in the United Kingdom – Trust House Forte (THF). I had worked at their hotel in Sri Lanka, the Pegasus Reef Hotel, during my first year at the Ceylon Hotel School seven years before as a part-time bus boy. What I did not know about THF was that by 1979 it had emerged as the largest and the most profitable hotel and catering company in the world.

As required, I went to the THF Personnel Division on my first Monday in London. “I am Geoffrey Pye, the Director of Personnel for THF hotels in London. I will personally conduct your orientation to THF”, a well-dressed and kind gentleman informed me. “Meet Miss Linda Woodhouse, the new Training Officer of the Cumberland Hotel.” He introduced a young and friendly lady who was assigned to coordinate my management observation/training program.

Linda informed me that by staying at the Regent Palace Hotel I would be a guest observer there. My main assignment was at the Cumberland, a 900-room hotel located above the Marble Arch underground station. “Chandi, you are lucky to be able to understudy Mr. Bejaramo, our famous Catering Manager”, Linda told me. It was my first orientation program.

As a British-owned group, THF’s presence in the United Kingdom was clearly visible with massive contract catering operations, large restaurant chains and some of the most iconic hotels. In London, THF owned and managed some of the greatest hotels in the Commonwealth, such the Grosvenor House, Hyde Park Hotel, the Cumberland, the Strand Palace, the Browns, the Russell, and the Waldorf. THF also owned and managed the famous banquet venue – Café Royal situated very close to the Regent Palace Hotel and Piccadilly Circus.

Linda provided me with many interesting facts about THF’s history and current operations. Sir Charles Forte had become the CEO of THF in 1971. He was an Italian-born British caterer and hotelier who founded the leisure and hotel conglomerate that ultimately became known as the Forte Group in later years. When he was four years of age, Charles had migrated from Italy to Scotland with his family. After working in milk bars operated by his father in Scotland, at age 26 Charles moved to the capital city with £2,000 borrowed from his father to set up his own first milk bar in London in 1935. Having expanded his business into catering and hotel businesses, in 1970 he orchestrated a clever merger of the Forte Holdings with an older hotel and catering group, Trust Houses Ltd. That merger resulted in the formation of Trust House Forte or THF.

In Britain, THF continued its hotel expansion with various ambitious acquisitions including the 1976 purchase of the Lyons Hotel Group, a substantial assortment of first-class hotels including the Cumberland and the Regent Palace. For decades, Sir Charles attempted to take control of, arguably, the most famous hotel in the United Kingdom since 1889 – Savoy Hotel. The vision, hard work and business acumen of Sir Charles resulted in THF managing over 900 hotels in 44 countries by the year 1979.

Sir Charles’s only son, Rocco Forte, an Oxford‐educated linguist and a chartered accountant, was expected to eventually succeed his father to lead the THF empire. A subsequent acquisition of Le Meridien from Air France was a prestigious addition to the group. For decades the Forte family was successful in keeping hostile takeover bidders at bay, until 1996. I never had the opportunity of meeting Sir Charles, but in later years, as the general manager of two Forte hotels in South America, I had the opportunity of welcoming and hosting Sir Rocco Forte (he was knighted in 1995). Sir Rocco established his own company – Rocco Forte Hotels in the year 1996.

Building an International Career

In professional life, opportunities gained, contacts made and relationships nurtured can significantly and positively impact career progression. After 1979, I kept in touch with Linda Woodhouse, who helped me by arranging two more useful management observer assignments in London with THF. These were during the mid-1980s at the Grosvenor House Hotel and the Hyde Park Hotel. That exposure opened another door for me to secure a position as an internationally mobile expatriate hotel general manager of THF/Forte PLC in 1994, with special help from Mr. Bodhipala Wijesinghe, who worked at the TFH head office in London.

In that capacity I managed three of their hotels – Forte Crest/Guyana Pegasus Hotel, Timberhead Eco Resort in the Amazon Rainforest and Forte Grand/ Le Meridien/Jamaica Pegasus Hotel. In 1994, out of nearly 1,000 hotel general managers in the group, only four came from developing countries, and I was one of them. Sri Lankan accountant and hotelier, Ranjan Nadarajah (Nada) who passed away last week in UAE was another. In the year 1998, the two hotels managed by Nada and I became the first hotels to be awarded ISO 9002 certifications in our two regions (The Middle East and North America). Nada was a very nice colleague, and I did a short mystery shopper assignment for him at Le Meridien Dubai in the year 2000.

I also did the General Manager’s Foundation study program at the Forte Academy in the UK. I shadowed some of my peers, general managers of sister Forte Hotels in the UK, Barbados, the Bahamas, Bermuda, USA and Canada. In 1998, the group kindly arranged for me to have a two-year sabbatical leave in order to complete my doctoral studies in the UK. “This is a very unusual request! You are one of our best GMs, so why do you need a PhD?” a confused Human Resource Vice President of the corporate office of Forte PLC asked me, prior to approving my request for the sabbatical leave.

After successfully defending my doctoral thesis in London, in the early 2000s, I declined three lucrative offers from Forte PLC/Rocco Forte Hotels to work in Egypt, India and Russia. That was due to my family commitments in Canada and my new desire to pursue a second career in post-secondary education and management consulting. In 2002, I did a long mystery shopper assignment with my wife, at Le Royal Meridien King Edward Hotel in Toronto, Canada. Altogether I gained some type of work experience at 14 Forte hotels located in ten countries between 1971 and 2002. In the years 2003 and 2004, I also did a leadership development consulting assignment for Rocco Forte Hotels in England and Scotland. Thank you for all these amazing opportunities, THF/Forte PLC/Rocco Forte hotels!

A Guest at the Largest Hotel in the UK

In 1979, being the manager of the small 52-room Hotel Swanee in Sri Lanka, staying at THF as well as UK’s largest hotel (1,068 rooms), the Regent Palace was overwhelming for me. The hotel looked after me very well by providing full board accommodation on a complimentary basis for two months. Like most of the major hotels of THF chain at that time, the Regent Palace offered a carvery buffet every day. I was a frequent diner at that sumptuous carvery whenever I did not have my meals at the Cumberland Hotel where I worked.

Although it was the largest hotel in Europe when it was opened in 1915 by J. Lyons & Company, most of the rooms at the Regent Palace were very small, similar to hotels opened before or during World War I. I was surprised that some rooms did not have attached bathrooms, only wash basins. In spite of some shortcomings, I was very happy staying right in the heart of London. It was the most convenient location for me.

The Regent Palace was within close proximity to the Piccadilly Circus, Trafalgar Square, West End theatres, Leicester Square movie theatres, Regent Street shops as well as to many museums and art galleries. I was very happy to be there and walked all over London. If it was not raining, I walked to the Marble Arch to work. On rainy days I took the subway or a bus.

Some weekends I had many invitations from Sri Lankan friends, members of my family, a few former guests of Hotel Swanee, and the Swedish and Sri Lankan couple who worked at the Tjaereborg Tour Company’s office in London – Kurt Hansen and Bobby Jordan, who were my friends from Ceysands days. I had a busy social calendar during the evenings and free weekends. I also visited a few of my younger Sri Lankan friends who worked at Wimpy Bars in the West End.

Ranjith Dharmaratnam (Assistant Manager of the Village, Habarana), who travelled to London with me, was trained at the accounts department of another THF hotel – Grosvenor House. As he had family in London, he did not stay at the Regent Palace. One day I unexpectedly met a former work colleague of mine from Bentota Beach Hotel who had moved to the Pegasus Reef Hotel to be the Front Office Manager. Having noticed his potential, THF had sent Srilal Mendis (Menda) for training in London. A few years after his training Menda also became an international hotelier. Menda and I explored most of the tourist attractions in London and surrounding areas during weekends. I also travelled to Windsor, Winchester, Portsmouth and South Hampton.

The late 1970s were not always a peaceful era in the UK. I was shocked to see on TV, that the Irish Republican Army (IRA) claimed responsibility for the August 27, 1979 murder of Admiral Lord Louis Mountbatten. As the supreme allied commander for Southeast Asia, he had commanded the British troops from his base in Ceylon during the latter part of World War II. For a few days I was glued to the TV in my hotel room, watching news about that shocking assassination.

A Management Trainee of a 900-room Hotel

My work at the Cumberland Hotel was mainly in the Food and Beverage department. It was much grander than the Regent Palace and had a very busy catering and banqueting operation. The public rooms, restaurants, banquet hall and grill room were located centrally. I also spent some time observing and working in the catering department as well as the kitchens, purchasing, receiving, stores, payroll and accounts departments.

I was a regular at management meetings, simply to observe. The most useful meeting I attended was a top-level meeting among managers of 20 THF hotels in London, to coordinate their Christmas and New Year’s Eve events. This was one best practice I implemented soon after returning to Hotel Swanee. I loved to talk with all levels of employees and gathered interesting, historical information of this grand hotel.

Stemming from that interest, five years later in 1984, I wrote a 100,000-word (353 pages) master’s dissertation at the University of Surrey about British five-star hotels. I did my field research at all 16 five-star London hotels. Most parts of my master’s dissertation were later published as a text book for British universities, with my supervisor, Professor Richard Kotas of the University of Surrey, as the co-author. In the early 1990’s I succeeded him as the Director of the Hotel School at Schiller International University’s London Campus.

The island site bounded by Oxford Street, Old Quebec Street, Bryanston Street and Great Cumberland Place, had been acquired around 1925, by Lyons for building the Cumberland Hotel. It eventually opened in 1933. The hotel was a pioneer by including many luxurious features at that time, such as sound-proof, double glazed windows, air conditioning and 900 bedrooms with en-suite bathrooms.

The Cumberland had been acquired by THF, two years before I did my management training there. I found that some of the old-timers from Lyons had doubts about the changes implemented by THF. During some good weather days, I spent my lunch breaks seated at the nearby Hyde Park observing birds, playful pet dogs and at times listening to speakers on soap boxes attempting to attract larger audiences. I found every corner of this great city interesting.

With my invaluable experiences of luxury hotel operations at the Cumberland Hotel, I began dreaming of one day becoming the General Manager of a large international five-star hotel. As I looked around, I was disappointed that none of the General Managers, at that time, looked like me or came from developing countries. Most of those General Managers in the London five-star hotels had the British professional qualification – Member of the Hotel & Catering International Management Association (MHCIMA). As the HCIMA head office was in London, I decided to visit them to check on my chances of becoming an MHCIMA.

Door Closed at HCIMA

HCIMA had an impressive total of 23,000 members (21,000 British) professional members. It usually took four years of undergraduate degree level studies plus five more years of post-qualification management experience to obtain the professional title of MHCIMA. Then it was the highest qualification in the United Kingdom for hospitality managers. One day, a little bit nervously I visited the HCIMA head office in South London to check my chances of becoming an MHCIMA.

The HCIMA officer who interviewed me, rejected my application, as she did not recognize my three-year diploma from the Ceylon Hotel School, as compatible to a British HND or OND. She insisted that I complete four years of studies with HCIMA, before being considered for MHCIMA qualification. To me a rejection is always a great motivator, which inspires me to do better and at times, find practical short cuts. After that meeting, I decided that I will eventually earn this qualification, to lay a stronger foundation to become the General Manager of a five-star international hotel.

After a few years of further studies and numerous communications with HCIMA, finally I managed to become an MHCIMA in 1984, and a Fellow (FHCIMA) in 1992. In 2004, after serving HCIMA Board as an elected International Zone Representative for three years, I was elected as the worldwide President of HCIMA (now the Institute of Hospitality, UK), and appointed Chairman of HCIMA Ltd, UK, the commercial enterprise of the professional association.

In those two roles, I was fortunate to get a unique opportunity to lead the world’s largest professional body for hospitality managers in 104 countries with 25 international groups and 26 British chapters. For 84 years since the inception of this professional body in 1938, all Presidents were Europeans, except when a Sri Lankan was elected in 2004.

It was exactly 25 years after arriving in the UK as a first-time visitor and a nervous management trainee in 1979, that I was elected by my British hospitality management peers, as their President. The lesson here, for aspiring young hospitality managers, is that: “Treat the sky as the limit. As long as you have a vision for the future combined with hard work and passion, you can make things seem impossible to eventually happen”. At times the light may not be visible at the end of the tunnel, but that should not be an excuse not to dream big and work hard to achieve unprecedented goals. Go, open new doors!



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Features

Wishes, Resolutions and Climate Change

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Exchanging greetings and resolving to do something positive in the coming year certainly create an uplifting atmosphere. Unfortunately, their effects wear off within the first couple of weeks, and most of the resolutions are forgotten for good. However, this time around, we must be different, because the nation is coming out of the most devastating natural disaster ever faced, the results of which will impact everyone for many years to come. Let us wish that we as a nation will have the courage and wisdom to resolve to do the right things that will make a difference in our lives now and prepare for the future. The truth is that future is going to be challenging for tropical islands like ours.

We must not have any doubts about global warming phenomenon and its impact on local weather patterns. Over its 4.5-billion-year history, the earth has experienced drastic climate changes, but it has settled into a somewhat moderate condition characterised by periods of glaciation and retreat over the last million years. Note that anatomically modern Homo sapiens have been around only for two to three hundred thousand years, and it is reasoned that this stable climate may have helped their civilisation. There have been five glaciation periods over the last five hundred thousand years, and these roughly hundred-thousand-year cycles are explained by the astronomical phenomenon known as the Milankovitch Cycle (the lows marked with stars in Figure 1). At present, the earth is in an inter glacial period and the next glaciation period will be in about eighty thousand years.

(See Figure 1. Glaciation Cycles)

During these cycles, the global mean temperature has changed by about 7-8 degrees Centigrade. In contrast to this natural variation, earth has been experiencing a rapid temperature increase over the past hundred years. There is ample scientific evidence from multiple sources that this is caused by the increase in carbon dioxide gas in the atmosphere, which has seen a 50% increase over the historical levels in just hundred years (Figure 2). Carbon dioxide is one of the greenhouse gases which traps heat from the sun and slows the natural cooling process of the earth. This increase of carbon dioxide is due to human activities: fossil fuel burning, industrial processes, deforestation, and agricultural practices. Ironically, those who suffer from the consequences did not contribute to these changes; those who did contribute are trying their best to convince the world that the temperature changes we see are natural, and nothing should be done. We must have no illusions that global warming is a human-caused phenomenon, and it has serious repercussions.

(See Figure 2. Global Temperature and Carbon Dioxide Levels)

Why should we care about global warming? Well, there are many reasons, but let us focus on earth’s water cycle. Middle schoolers know that water evaporates from the oceans, rises into the atmosphere where it cools, condenses, and falls back onto earth as rain or snow. When the oceans warm, the evaporation increases, and the warmer atmosphere can hold more water vapour. Water laden atmosphere results in severe and erratic weather. Ironically, water vapour is also a greenhouse gas, and this has a snowballing effect. The increased ocean temperature also disrupts ocean currents that influence the weather on land. The combined result is extreme and severe weather: violent storms and droughts depending on the geographic location. What is happening on the West coast of the USA is an example. The net result will be major departures from what is considered normal weather over millennia.

International organisations have been talking for 30 years about limiting global temperature increase to 1.5oC above pre-industrial levels by curtailing greenhouse gas emissions. But not much has been done and the temperature has risen by 1.2oC already. The challenge is that even if we can stop greenhouse gas emissions completely, right now, we have the problem of removing already existing 2,500 billion tons of carbon from the atmosphere, for which there are no practical solutions yet. Scientists worry about the consequences of runaway temperature increase and its effect on human life, which are many. It is not a doomsday prediction of life disappearing from earth, but a warning that life will be quite different from what humans are used to. All small tropical nations like ours are burdened with mitigating the consequences; in other words, get ready for more Ditwahs, do not wait for the twelve-day forecast.

Some opined that not enough warning was given regarding Ditwah; the truth is that the tools available for long-term prediction of the path or severity of a weather event (cyclone, typhoon, hurricane, tornado) are not perfect. There are multitude of rapidly changing factors contributing to the behavior of weather events. Meteorologists feed most up to date data to different computer models and try to identify the prediction with the highest probability. The multiple predictions for the same weather event are represented by what is known as spaghetti plots. Figure 3 shows the forecasted paths of a 2019 Atlantic hurricane five days ahead on the right and the actual path it followed on the left. While the long-term prediction of the path of a cyclone remains less accurate, its strength can vary within hours. There are several Indian ocean cyclones tracking sites online accessible to the public.

Figure 3. Forecasting vs Reality

There is no argument that short-term forecasts of this nature are valuable in saving lives and movable assets, but having long term plans in place to mitigate the effects of natural disasters is much more important than that. If a sizable section of the population must start over their lives from ground zero after every storm, how can a country economically develop?

The degree of our unpreparedness came to light during Ditwah disaster. It is not for lack of awareness; judging by the deluge of newspaper articles, blogs, vlogs, and speeches made, there is no shortage of knowledge and technical expertise to meet the challenge. The government has assured the necessary resources, and there is good reason to trust that the funds will be spent properly and not to line the pockets as happened during previous disasters. However, history tells us that despite the right conditions and good intentions, we could miss the opportunity again. Reasons for such skepticisms emerged during the few meetings the President held with the bureaucrats while visiting effected areas. Also, the COPE committee meetings plainly display the inherent inefficiencies and irregularities of our system and the absence of work ethics among all levels of the bureaucracy.

What it tells us is that we as a nation have an attitude problem. There are ample scholarly analyses by local as well as international researchers on this aspect of Sri Lankan psyche, and they label it as either island or colonial mentality. The first refers to the notion of isolated communities perceiving themselves as exceptional or superior to the rest of the world, and that the world is hell-bent on destroying or acquiring what they have. This attitude is exacerbated by the colonial mentality that promoted the divide and conquer rules and applied it to every societal characteristic imaginable; and plundered natural resources. As a result, now we are divided along ethnic, linguistic, religious, political, class, caste, geography, wealth, and many more real and imagined lines. Sadly, politicians, some religious leaders, and other opportunists keep inflaming these sentiments for their benefit when most of the population is willing to move on.

The first wish, therefore, is to get the strength, courage, and wisdom to think rationally, and discard outdated and outmoded belief systems that hinder our progress as a nation. May we get the courage to stop venerating elite who got there by exploiting the masses and the country’s wealth. More importantly, may we get the wisdom to educate the next generation to be free thinkers, give them the power and freedom to reject fabrications, myths, and beliefs that are not based on objective facts.

This necessitates altering our attitude towards many aspects of life. There is no doubt that free thinking does not come easily, it involves the proverbial ‘exterminating the consecrated bull.’ We are rightfully proud about our resplendent past. It is true that hydraulic engineering, art, and architecture flourished during the Anuradhapura period.

However, for one reason or another, we have lost those skills. Nowadays, all irrigation projects are done with foreign aid and assistance. The numerous replicas of the Avukana statue made with the help of modern technology, for example, cannot hold a candle to the real one. The fabled flying machine of Ravana is a figment of marvelous imagination of a skilled poet. Reality is that today we are a nation struggling with both natural and human-caused disasters, and dependent on the generosity of other nations, especially our gracious neighbor. Past glory is of little help in solving today’s problems.

Next comes national unity. Our society is so fragmented that no matter how beneficial a policy or an idea for the nation could be, some factions will oppose it, not based on facts, but by giving into propaganda created for selfish purposes. The island mentality is so pervasive, we fail to trust and respect fellow citizens, not to mention the government. The result is absence of long-term planning and stability. May we get the insight to separate policy from politics; to put nation first instead of our own little clan, or personal gains.

With increasing population and decreasing livable and arable land area, a national land management system becomes crucial. We must have an intelligent zoning system to prevent uncontrolled development. Should we allow building along waterways, on wetlands, and road easements? Should we not put the burden of risk on the risk takers using an insurance system instead of perpetual public aid programs? We have lost over 95% of the forest cover we had before European occupation. Forests function as water reservoirs that release rainwater gradually while reducing soil erosion and stabilizing land, unlike monocultures covering the hill country, the catchments of many rivers. Should we continue to allow uncontrolled encroachment of forests for tourism, religious, or industrial purposes, not to mention personal enjoyment of the elite? Is our use of land for agricultural purposes in keeping with changing global markets and local labor demands? Is haphazard subsistence farming viable? What would be the impact of sea level rising on waterways in low lying areas?

These are only a few aspects that future generations will have to grapple with in mitigating the consequences of worsening climate conditions. We cannot ignore the fact that weather patterns will be erratic and severe, and that will be the new normal. Survival under such conditions involves rational thinking, objective fact based planning, and systematic execution with long term nation interests in mind. That cannot be achieved with hanging onto outdated and outmoded beliefs, rituals, and traditions. Weather changes are not caused by divine interventions or planetary alignments as claimed by astrologers. Let us resolve to lay the foundation for bringing up the next generation that is capable of rational thinking and be different from their predecessors, in a better way.

by Geewananda Gunawardana

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From Diyabariya to Duberria: Lanka’s Forgotten Footprint in Global Science

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Snakes and their name origins in Sinhala

For centuries, Sri Lanka’s biological knowledge travelled the world — anonymously. Embedded deep within the pages of European natural history books, Sinhala words were copied, distorted and repurposed, eventually fossilising into Latinised scientific names of snakes, bats and crops found thousands of kilometres away.

Africa’s reptiles, Europe’s taxonomic catalogues and global field guides still carry those echoes, largely unnoticed and uncredited.

Now, a Sri Lankan herpetologist is tracing those forgotten linguistic footprints back to their source.

Through painstaking archival research into 17th- and 18th-century zoological texts, herpetologist and taxonomic researcher Sanjaya Bandara has uncovered compelling evidence that several globally recognised scientific names — long assumed to be derived from Greek or Latin — are in fact rooted in Sinhala vernacular terms used by villagers, farmers and hunters in pre-colonial Sri Lanka.

“Scientific names are not just labels. They are stories,” Bandara told The Island. “And in many cases, those stories begin right here in Sri Lanka.”

Sanjaya Bandara

At the heart of Bandara’s work is etymology — the study of word origins — a field that plays a crucial role in zoology and taxonomy.

While classical languages dominate scientific nomenclature, his findings reveal that Sinhala words were quietly embedded in the foundations of modern biological classification as early as the 1700s.

One of the most striking examples is Ahaetulla, the genus name for Asian vine snakes. “The word Ahaetulla is not Greek or Latin at all,” Bandara explained. “It comes directly from the Sinhala vernacular used by locals for the Green Vine Snake.” Remarkably, the term was adopted by Carl Linnaeus himself, the father of modern taxonomy.

Another example lies in the vespertilionid bat genus Kerivoula, described by British zoologist John Edward Gray. Bandara notes that the name is a combination of the Sinhala words kiri (milky) and voula (bat). Even the scientific name of finger millet, Eleusine coracana, carries linguistic traces of the Sinhala word kurakkan, a cereal cultivated in Sri Lanka for centuries.

Yet Bandara’s most intriguing discoveries extend far beyond the island — all the way to Africa and the Mediterranean.

In a research paper recently published in the journal Bionomina, Bandara presented evidence that two well-known snake genera, Duberria and Malpolon, both described in 1826 by Austrian zoologist Leopold Fitzinger, likely originated from Sinhala words.

The name Duberria first appeared in Robert Knox’s 1681 account of Ceylon, where Knox refers to harmless water snakes called “Duberria” by locals. According to Bandara, this was a mispronunciation of Diyabariya, the Sinhala term for water snakes.

“Mispronunciations are common in Knox’s writings,” Bandara said. “English authors of the time struggled with Sinhala phonetics, and distorted versions of local names entered European literature.”

Over time, these distortions became formalised. Today, Duberria refers to African slug-eating snakes — a genus geographically distant, yet linguistically tethered to Sri Lanka.

Bandara’s study also proposes the long-overdue designation of a type species for the genus, reviving a 222-year-old scientific name in the process.

Equally compelling is the case of Malpolon, the genus of Montpellier snakes found across North Africa, the Middle East and southern Europe. Bandara traced the word back to a 1693 work by English zoologist John Ray, which catalogued snakes from Dutch India — including Sri Lanka.

“The term Malpolon appears alongside Sinhala vernacular names,” Bandara noted. “It is highly likely derived from Mal Polonga, meaning ‘flowery viper’.” Even today, some Sri Lankan communities use Mal Polonga to describe patterned snakes such as the Russell’s Wolf Snake.

Bandara’s research further reveals Sinhala roots in the African Red-lipped Herald Snake (Crotaphopeltis hotamboeia), whose species name likely stems from Hothambaya, a regional Sinhala term for mongooses and palm civets.

“These findings collectively show that Sri Lanka was not just a source of specimens, but a source of knowledge,” Bandara said. “Early European naturalists relied heavily on local names, local guides and local ecological understanding.”

Perhaps the most frequently asked question Bandara encounters concerns the mighty Anaconda. While not a scientific name, the word itself is widely believed to be a corruption of the Sinhala Henakandaya, another snake name recorded in Ray’s listings of Sri Lankan reptiles.

“What is remarkable,” Bandara reflected, “is that these words travelled across continents, entered global usage, and remained there — often stripped of their original meanings.”

For Bandara, restoring those meanings is about more than taxonomy. It is about reclaiming Sri Lanka’s rightful place in the history of science.

“With this study, three more Sinhala words formally join scientific nomenclature,” he said.

“Who would have imagined that a Sinhala word would be used to name a snake in Africa?”

Long before biodiversity hotspots became buzzwords and conservation turned global, Sri Lanka’s language was already speaking through science — quietly, persistently, and across continents.

By Ifham Nizam

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Children first – even after a disaster

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However, the children and their needs may be forgotten after a disaster.

Do not forget that children will also experience fear and distress although they may not have the capacity to express their emotions verbally. It is essential to create child-friendly spaces that allow them to cope through play, draw, and engage in supportive activities that help them process their experiences in a healthy manner.

The Institute for Research & Development in Health & Social Care (IRD), Sri Lanka launched the campaign, titled “Children first,” after the 2004 Tsunami, based on the fundamental principle of not to medicalise the distress but help to normalise it.

The Island picture page

The IRD distributed drawing material and play material to children in makeshift shelters. Some children grabbed drawing material, but some took away play material. Those who choose drawing material, drew in different camps, remarkably similar pictures; “how the tidal wave came”.

The Island” supported the campaign generously, realising the potential impact of it.

The campaign became a popular and effective public health intervention.

“A public health intervention (PHI) is any action, policy, or programme designed to improve health outcomes at the population level. These interventions focus on preventing disease, promoting health, and protecting communities from health threats. Unlike individual healthcare interventions (treating individuals), which target personal health issues, public health interventions address collective health challenges and aim to create healthier environments for all.”

The campaign attracted highest attention of state and politicians.

The IRD continued this intervention throughout the protracted war, and during COVID-19.

The IRD quick to relaunch the “children first” campaign which once again have received proper attention by the public.

While promoting a public health approach to handling the situation, we would also like to note that there will be a significant smaller percentage of children and adolescents will develop mental health disorders or a psychiatric diagnosis.

We would like to share the scientific evidence for that, revealed through; the islandwide school survey carried out by the IRD in 2007.

During the survey, it was found that the prevalence of emotional disorder was 2.7%, conduct disorder 5.8%, hyperactivity disorder was 0.6%, and 8.5% were identified as having other psychiatric disorders. Absenteeism was present in 26.8%. Overall, previous exposure to was significantly associated with absenteeism whereas exposure to conflict was not, although some specific conflict-related exposures were significant risk factors. Mental disorder was strongly associated with absenteeism but did not account for its association with tsunami or conflict exposure.

The authors concluded that exposure to traumatic events may have a detrimental effect on subsequent school attendance. This may give rise to perpetuating socioeconomic inequality and needs further research to inform policy and intervention.

Even though, this small but significant percentage of children with psychiatric disorders will need specialist interventions, psychological treatment more than medication. Some of these children may complain of abdominal pain and headaches or other physical symptoms for which doctors will not be able to find a diagnosable medical cause. They are called “medically unexplained symptoms” or “somatization” or “bodily distress disorder”.

Sri Lanka has only a handful of specialists in child and adolescent psychiatric disorders but have adult psychiatrists who have enough experience in supervising care for such needy children. Compared to tsunami, the numbers have gone higher from around 20 to over 100 psychiatrists.

Most importantly, children absent from schools will need more close attention by the education authorities.

In conclusion, going by the principles of research dissemination sciences, it is extremely important that the public, including teachers and others providing social care, should be aware that the impact of Cyclone Ditwah, which was followed by major floods and landslides, which is a complex emergency impact, will range from normal human emotional behavioural responses to psychiatric illnesses. We should be careful not to medicalise this normal distress.

It’s crucial to recall an important statement made by the World Health Organisation following the Tsunam

Prof. Sumapthipala MBBS, DFM, MD Family Medicine, FSLCFP (SL), FRCPsych, CCST (UK), PhD (Lon)]

Director, Institute for Research and Development in Health and Social Care, Sri Lanka

Emeritus Professor of Psychiatry, School of Medicine, Faculty of Medicine & Health Sciences, Keele University, UK

Emeritus Professor of Global Mental Health, Kings College London

Secretary General, International society for Twin Studies 

Visiting Professor in Psychiatry and Biomedical Research at the Faculty of Medicine, Kotelawala Defence University, Sri Lanka

Associate Editor, British Journal Psychiatry

Co-editor Ceylon Medical Journal.

Prof. Athula Sumathipala

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