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Saving a Life and the First ‘Peopleisation’

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President Premadasa

LESSONS FROM MY CAREER: SYNTHESISING MANAGEMENT THEORY WITH PRACTICE – PART 23

I continue to share interesting stories from my stint at the Employees’ Trust Board, where I served as Chairman, and the then-President asked me to undertake some innovative new initiatives rather than just administer the institution.

Improving Staff Health

Many young females in the office were either having babies or were pregnant. They would often take unannounced leave to attend to their children, who were having some issue or other. The sudden absence of staff without notice, particularly at the managerial level, was significantly hampering our operations. I had gained expertise in the science and art of preventing childhood illnesses through my own experience. From the time my son was a baby, we always consulted the well-known paediatrician at the time, Dr (Mrs) Stella De Silva. Many parents dreaded going to her because she would often reprimand them for making mistakes due to ignorance.

We were prepared to be reprimanded because we had complete confidence in her abilities. My wife adopted a wise strategy. Before a consultation with Dr Stella, she would prepare two sets of questions. One list with intelligent questions was to be asked by her, and the other list of questions, which bothered us very much, but perhaps for which answers should have been known by us; the obvious ones, were mine to ask.

I start with the first question from my list, and Dr Stella would give me a good stare and say, “You are a very ignorant man, go and read Dr Spock’s book”. Dr Benjamin Spock, the famous American Paediatrician, was a well-known author of several books on baby and child care. After my first question, it is my wife’s turn with her “intelligent” questions, and Dr Stella would say, “Wonderful question. I wish my medical students asked questions like that”. At the end of the questions, the diagnosis and the prescription, Dr Stella would give me a pitiful look, as if to say, “This intelligent woman has married such an ignorant man”. The result was that I got Dr Spock’s book, and read it from cover to cover, and thus became a master of managing babies and infants.

When I questioned my staff who were having infants, I was horrified to realise how ignorant they were. I immediately arranged lectures at an educational unit of the Department of Health and at a nearby private hospital. The staff really appreciated this initiative and claimed they had gathered a great deal of helpful knowledge. I arranged to repeat these lectures on multiple occasions. Absenteeism reduced. The staff greatly appreciated the programme, and the general health of the infants perhaps improved.

At around the same time, President Premadasa called for a meeting to discuss two strategies. We were emerging from a rebellion where many state assets had been destroyed, and the disruptions and work stoppages were taking a toll on the economy. He instructed us to consider two initiatives: one was to link the economy to all members of the fund, and the other was to improve the nutritional level of female employees. The President had analysed that if member employees or their spouses had a microbusiness, they would not want the economy to be disrupted. Stitching garments for sale or making foodstuffs for the market would add to the family income. These micro-entrepreneurs would never want the economy to be disrupted or face curfew, as their income would be impacted. If the great majority of the population is thus positively linked to the economy, there would likely be a more peaceful environment. This was a sound idea, but we were unable to bring it to fruition before the President’s demise. It required a fool-proof framework where we would serve as a funder for such ventures. The logic was sound, but the implementation was complex.

The Nutrition Programme

The second initiative was the nutrition enhancement programme. We initially examined the problem using the available data. We found that the percentage of low-birth-weight babies in Sri Lanka was the highest in the region. We had several discussions with an eminent panel of nutritionists and spent a whole day preparing a suitable action plan. According to these nutritionists, there is a consensus that micronutrients play a significant role in enhancing nutrition. This was contrary to the older generation of medical practitioners who did not believe in vitamin and mineral supplements. Perhaps they did not notice that, with the newly opened economy, unhealthy, convenient food had become more prevalent.

The panel of nutritionists educated us on many facts that were previously unknown to most laypeople. One notable observation was that the Sri Lankan dietary lifestyle includes a cup of tea after breakfast and also after lunch. The tannin in the tea blocks the absorption of iron. This is especially relevant for female workers. The conclusion was that young married females would need vitamin C to boost iron absorption. Finally, the panel of experts recommended that employers provide a dose of worm treatment first, followed by a daily dose of vitamin C, vitamin A&D, a multivitamin, and an iron supplement for females. This is all I recall. There may have been other vitamins or supplements which I cannot remember now. We actively promoted this initiative among employers, but were unable to evaluate the extent to which it was implemented. The treatment at that time cost only LKR 35 per person per month. I recall one foreign investor telling me that, considering the over a thousand factory workers he had, the total cost for the entire staff for a month for these vitamins would still be less than his monthly drinks bill.

I tried this with a sample of about fifty volunteers at our ETF Board office. We had both males and females in the group. Since I was also concurrently the non-executive Chairman of Dankotuwa Porcelain, I tried it there as well. The mid-programme review revealed that several had given up the programme. You will be surprised at the reason. They complained that they did not experience the usual regular cough and cold, which, in their opinion, was essential to clear their lungs and clear their heads. Such were the primitive beliefs. Some females had given up suspecting that they would gain weight. At the end of the three-month trial, both institutions reported that the workers had experienced less fatigue, fewer illnesses, and increased energy levels, even after a hard day’s work. Some males reported that the females in their office and factory looked prettier after these three months. The trial was deemed successful, but alas, President Premadasa, whose idea it was, was no longer with us to hear the result.

Another concern of President Premadasa was the plight of female workers in the free trade zone, who came from distant villages. They were housed in awful conditions with poor sanitary and bathing facilities. They were also subject to harassment from “predators” . Our initial plan was to build hostels with ETF funds, but the local politicians would have none of it. Their constituents were making a good living by charging rent for substandard accommodations, and they would obviously be financially affected. Finally, we settled on a scheme where we would provide a subsidy for additional rooms, toilets, and new wells. The landlords got a good deal, the workers got better accommodation, and the politicians got their votes. All were happy.

The boarders had demarcated areas for their cooking, but a survey revealed that they had no knowledge of nutrition. We organised several batches at the BOI office, utilising expert resources and educating them on proper nutrition at a lower cost. With all the advanced HR strategies I believe these practical initiatives were very beneficial and generated greater loyalty.

The Clinic that Saved a Life

During my stint at the Ceylon Tyre Corporation, one facility that impressed me was the well-equipped medical centre. First, it was staffed by two doctors on a full-time basis, and thereafter by private practitioners who would come during their lunch break. Every employee had a file containing the complete history of their ailments and all prescriptions that had been dispensed free of charge. I, too, had made use of the facility, as had a large number of employees. A competent staff nurse would also dispense medicines for minor ailments.

At the ETF, I found that many people had minor issues but lacked the desire or time to seek medical advice. I decided to set up a mini clinic in one fully enclosed cubicle. The Occupational Health Division of the Labour Department had a permanent medical officer. He agreed to my request to visit the ETF three days a week during midday and examine those in need of a diagnosis. It had a significant demand on the first day. At the end of the session, the doctor met me in my office and said that there is a young girl who is in the last stages of pregnancy and who needs a blood transfusion without delay. If not, her life would be at risk. This was shocking, and immediately our personnel division sprang into action, taking the necessary steps in the nick of time. Her life was saved. It is one of my most outstanding achievements. Dr De Alwis, whose intervention saved this girl’s life, was very proud of the achievement. This was a boost to the clinic initiative, and we continued it. From the number of people who used this facility, I realised how convenient it is to have such an arrangement in-house. If not, they would have had to take leave to consult a doctor.

The First Peopleisation – United Motors

Under the then government’s programme of privatisation, United Motors was the first to be peopleised. President Premadasa had coined the term “Peopleisation” to make it more acceptable to the population than the term “privatisation”. All employees were to be given free shares, amounting to 10% of the entity’s share capital, based on their years of service. That was another reason for the term “Peopleisation”. United Motors was taken over by the government many years before and was renamed GOBU of United Motors. Several others too were taken over and operated as Government-Owned Business Undertakings. In all these GOBU’s a Competent Authority ran the administration. Some examples are the well-known Colombo Commercial Company and the Buhari Hotel, a restaurant in Maradana that serves biryani. The Government came under ridicule for taking over the inconspicuous Buhari Hotel, and no one could understand which part of the Government’s economic strategy this takeover fitted into. Now the tide had turned and the Government was desirous of exiting from all these commercial ventures.

The ETF Board was asked to participate in the underwriting of the public issue of United Motors shares. It was a difficult task, as our overzealous legal team wanted numerous changes to the underwriting document. The ETF Board had a superb Chief Legal Officer, who left no stone unturned. The other underwriters were quite annoyed, but finally our lady had her way. After some haggling over the underwriting commission and the devolvement fee the “Peopleisation” went through, and the entity became a publicly listed United Motors Lanka Ltd. Today, it is United Motors Lanka PLC and has many good agencies. It was ironic that many years later, I was appointed its chairman.

Capital Reduction of the Dockyard

Another significant milestone for the ETF Board was the capital reduction of Colombo Dry Docks Ltd to enable a foreign investor to come in. The Dry Docks was a massive project. I recall visiting it on a programme organised by the Institution of Engineers during my younger days. It was mooted by Hon. Lalith Athulathmudali when he was the Minister of Ports and Shipping, with a vision of developing the Colombo Port as one of the most sought-after in the region. The original company was Colombo Dockyard Ltd, and a new company, Colombo Drydocks Ltd, was established, with a massive dry dock, with the expectation of public investment to facilitate its listing. The Government had no money for such a significant investment. When the public investment failed to materialise, Government Institutions such as the Ports Authority and the ETF were required to invest. It was a turning point for the Colombo Port, but it gave no return for the investors. It was running at a loss. This investment was a significant percentage of the ETF’s total portfolio at the time. All operations of ship repair and shipbuilding were administered by the Colombo Dockyard. Still, accounting was handled under Colombo Drydocks Ltd. I was on the Board of both companies, as ETF held a significant stake.

The Government looked for an investor, and after a couple of foreign dockyards showed interest, the proposal by Onomichi Dockyard of Japan was accepted. There was a requirement to carry out a capital reduction for state sector shareholders and cancel the Government bonds held by them. The Board of ETF could not agree to the terms because the fund would incur significant losses. However, the Board noted that there was no alternative. I wrote to the Secretary of Ports and Shipping, Mr T.K. Dissanayake, stating that we cannot afford this loss and cannot agree to the terms. Later, I called him and said that, officially, I cannot agree, but I realise that there is no alternative; therefore, please go ahead. The capital reduction was completed with no impact on the private shareholders. I refused to cancel the bond issued to the ETF, and after negotiations with the Ministry of Finance, they agreed to issue a new 30-year bond at 1% interest in its place. Onomichi Dockyard came into Colombo Dry Docks Ltd, the listed company, and later Colombo Dockyard Ltd was liquidated. Since most shipping companies were more familiar with the name Colombo Dockyard, Colombo Drydocks Ltd was later renamed Colombo Dockyard Ltd. This part of history is now forgotten, as I realised during the recent crisis the company went through, and when I explained the history to a young professional.

Appearing Before the Cabinet

Once, while relaxing after dinner, I received a call from the Cabinet Office informing me that I was required to appear at the Cabinet meeting. The caller had no idea what it was about, and that was a problem because how can I be prepared if I have no clue about the matter to be discussed? With no driver available at that time, I had to drive and park myself. I was asked to park near the General Post Office and then come to the old Senate Building, where the meeting was held. When I was called in, I was asked what interest we had paid the previous year and what the EPF had paid. Fortunately, I enjoyed studying numbers, and these were fresh in my mind, so I rattled them off.

ETF returns were less than the EPF returns. The President was very pleased because my response tallied with what he had thought and was contrary to what Hon Lalith Athulathmudali had claimed. I was asked to explain further and had to disclose that some significant investments, such as in Dry Docks, Dockyard, Lanka Cement, and Dankotuwa Porcelain, were not yielding any returns. The lesson here for heads of government institutions is to store essential figures in their memory. I just could not have said that I will give the figures the next day after I got to the office and checked the files. I must disclose here that by the time I left the ETF Board, the portfolio was balanced and yielding a higher return than the EPF.

The next episode will cover my departure from the ETF Board, including my tenure as Chairman.

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)

 



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Features

The Ramadan War

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Benjamin Netanyahu, Donald Trump and Mojtaba Khamenei

A Strategic Assessment of a Conflict Still Unresolved

The Unites States of America and its ally, Israel attacked Iran on 28 February, or the 10th day of the month of Ramadan. More than a month of intense fighting has passed since, and the Ramadan War has settled into a grinding, attritional struggle that defies early declarations of victory. Despite sustained U.S. and Israeli air and naval bombardment, Iran remains standing, and continues to strike back with a level of resilience that has surprised many observers. The conflict has evolved into a contest of endurance, adaptation, and strategic innovation, with each side attempting to impose costs the other cannot bear.

Iran’s response to the overwhelming airpower of its adversaries has been both simple and devastatingly effective: saturate enemy defences with swarms of inexpensive drones and older ballistic missiles, forcing them to expend costly interceptors and reveal radar positions, and then follow up with salvos of its most advanced precisionguided missiles. This layered approach has inflicted severe physical damage on Israel and has shaken its national morale. The country has endured repeated missile barrages from Iran and rocket fire from Hezbollah, straining its airdefence network and pushing its civilian population to the limits of endurance.

The United States, meanwhile, has been forced to evacuate or reduce operations at several bases in the Gulf region due to persistent Iranian drone and missile attacks. For both the U.S. and Israel, the war has become a test of strategic credibility. For Iran, by contrast, victory is defined not by territorial gains or decisive battlefield outcomes, but by survival, and by continuing to impose costs on its adversaries.

The central strategic objective for the U.S. has now crystallised: reopening the Strait of Hormuz to secure global energy flows. Ironically, the Strait was open before the war began; it is the conflict itself that has rendered it effectively closed. Air and naval power alone cannot achieve this objective. The geography of the Strait, combined with Iran’s layered defences, means that any lasting solution will require ground forces, a reality that carries enormous risks.

U.S. Strategic Options

The United States faces five broad operational options, each with significant drawbacks.

1. Seizing Kharg Island

Kharg Island handles roughly 90% of Iran’s oil exports, making it an attractive target. However, it lies only a short distance from the Iranian mainland, where entrenched Iranian forces maintain dense networks of missile batteries, drones, artillery, and coastal defences. Any attempt to seize Kharg would require first neutralising or capturing the adjacent coastline, a costly amphibious and ground operation.

Even if successful, this would not reopen the Strait of Hormuz. It would merely deprive Iran of export capacity, which is not the primary U.S. objective. At least ostensibly not; there are those who argue that the U.S. simply wants to take over Iran’s petroleum (see below).

2. Forcing the Strait of Hormuz by Naval Power

Sending U.S. naval forces directly through the Strait is theoretically possible but operationally hazardous. Iran has mined all but a narrow channel hugging its own shoreline. That channel is covered by overlapping fields of antiship missiles, drones, artillery, and coastal radar. Clearing the mines would require prolonged operations under fire. Attempting to push through without clearing them would risk catastrophic losses.

3. Capturing Qeshm, Hengam, Larak, and Hormuz Islands

These islands dominate the Iranian side of the Strait and host radar, missile, and drone installations. Capturing them would degrade Iran’s ability to close the Strait, but the islands are heavily fortified, and the surrounding waters are mined. Amphibious assaults against defended islands are among the most difficult military operations. Even success would not guarantee the Strait’s longterm security unless the mainland launch sites were also neutralised.

4. Invading Southern Iraq and Crossing into Khuzestan

This option would involve U.S. forces advancing through southern Iraq, crossing the Shatt alArab waterway, and pushing into Iran’s Khuzestan province — home to most of Iran’s oilfields. The terrain is difficult: marshes, waterways, and narrow approaches. Iranian forces occupy the high ground overlooking the plains.

While this route would allow Saudi armoured forces to participate, it would also expose U.S. and allied logistics to attacks by Iraqi Shia militias, who have already demonstrated their willingness to target U.S. assets. The political and operational risks are immense.

5. Capturing Chabahar and Advancing Along the Coast

The most strategically promising — though still costly — option is seizing the port of Chabahar in southeastern Iran and advancing roughly 660 kilometres along the coast toward Bandar Abbas. This approach offers several advantages:

· Distance from Iran’s core population centres complicates Iranian logistics.

· Chabahar’s deepwater port (16m draught)

would provide a valuable logistics hub.

· U.S. carriers could remain at safer standoff distances

, supporting operations without entering the Strait.

· The coastal route allows naval gunfire and missile support

to assist advancing ground forces.

· Local Baluchi insurgents

could provide intelligence and limited support.

· Capturing Bandar Abbas would

outflank Iran’s island defences and effectively reopen the Strait.

This option is likely to form the backbone of any U.S. ground campaign, potentially supplemented by diversionary attacks by regional partners to stretch Iranian defences.

The Limits of U.S. Superiority

The United States retains overwhelming superiority in naval power and manned airpower. But whether this advantage translates into dominance in unmanned systems or ground combat is far from certain.

The 2003 invasion of Iraq is often cited as a model of U.S. military prowess, but the comparison is misleading. Iraq in 2003 had been crippled by a decade of sanctions. Its forces lacked modern mines, antitank missiles, and effective air defences. Tank crews had little training; some could not hit targets at pointblank range. RPG teams were similarly unprepared. The U.S. enjoyed numerical superiority in the theatre and total control of the air, allowing it to isolate Iraqi units and prevent reinforcement.

Even under those favourable conditions, Iraqi forces managed to delay the U.S. advance. At one point, forward U.S. units nearly ran out of ammunition and supplies, forcing the diversion of forces intended for the assault on Baghdad to secure the lines of communication.

Iran is not Iraq in 2003. Its armed forces and industrial base have adapted to nearly half a century of sanctions. It produces its own drones, missiles, artillery, and armoured vehicles. It has built extensive underground facilities, hardened command posts, and redundant communication networks.

Moreover, the battlefield itself has changed. The RussoUkrainian war demonstrated that deep armoured penetrations – once the hallmark of U.S. doctrine – are now extremely vulnerable to drones, loitering munitions, and precision artillery. The result has been a return to attritional warfare reminiscent of the First World War, with front lines stabilising into trench networks.

Yet, as in the First World War, stalemate has been broken not by massed assaults but by small, highly trained teams infiltrating thinly held lines, identifying targets, and guiding drones and artillery onto enemy positions deep in the rear. Iran has studied these lessons closely.

Mosaic Defence and Transformational Warfare

Iran’s military doctrine has evolved significantly over the past two decades. Its “mosaic defence” decentralises command and control, ensuring that even if senior leadership is targeted, local units can continue operating autonomously. This structure proved resilient during the initial waves of U.S. and Israeli strikes.

Iran has also absorbed lessons from U.S. “shock and awe” operations. The botched U.S. invasion of Grenada in 1983 exposed weaknesses in joint operations, prompting the development of “effectsbased operations,” “rapid dominance” and the broader concept of “transformational warfare.” These doctrines (better known colloquially as “Shock and Awe”), influenced by Liddell Hart and Sun Tzu, emphasised simultaneous strikes on strategic targets to paralyse the enemy’s decisionmaking.

While the U.S. struggled to apply these concepts effectively in Iraq and Iran, Tehran has adapted them for asymmetric use. Its drone and missile campaigns have targeted not only military assets but also economic infrastructure and psychological resilience. Israel’s economy and morale have been severely tested, and the United States finds itself entangled in a conflict that offers no easy exit.

Iran has also pursued a broader strategic objective: undermining the petrodollar system that underpins U.S. financial dominance. By disrupting energy flows and encouraging alternative trading mechanisms, Iran seeks to weaken the economic foundations of U.S. power.

Will the USA Achieve Its War Aims?

The United States’ core objective appears to be securing control over global energy flows by reopening the Strait of Hormuz and limiting China’s access to Middle Eastern oil before it can transition to alternative energy sources. Whether this objective is achievable remains uncertain.

A ground campaign would be long, costly, and politically fraught. Iran’s defences are deep, layered, and adaptive. Its drone and missile capabilities have already demonstrated their ability to impose significant costs on technologically superior adversaries. Regional allies are cautious, and global support for a prolonged conflict is limited.

The United States retains overwhelming military power, but power alone does not guarantee strategic success. Iran’s strategy is simple: survive, adapt, and continue imposing costs. In asymmetric conflicts, survival itself can constitute victory.

In Frank Herbert’s Dune, the protagonist, Paul Muad’dib says “he who can destroy a thing, controls a thing.” This is the essence of Iranian strategy – they have a stranglehold on petroleum supply, and can destroy the world economy. Trump has had to loosen sanctions on both Iran’s and Russia’s oil, simply to prevent economic collapse.

The Ramadan War has already reshaped regional dynamics. Whether it reshapes global power structures will depend on how the next phase unfolds, and whether the United States is willing to pay the price required to achieve its aims.

by Vinod Moonesinghe

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Nayanandaya:A literary autopsy of Sri Lanka’s Middle Class

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“Nayanandaya,” meaning the enchantment of indebtedness, is Surath de Mel’s latest novel. True to his reputation as a maximalist writer, de Mel traverses the labyrinth of middle-class struggles; poverty, unemployment, the quest for education, through a father’s fragile dreams. The novel unfolds around Mahela, his son, his friendships, and the fragile relationships that keep him tethered to life.

“Happiness is not a destination; it is a journey. There are no shortcuts to it. At some point, the path you thought was right will be wrong. You have to make sacrifices for it.”

These words, uttered by the protagonist Mahela to his ten-year-old son, is the silent mantra of every middle-class parent. A common urban middle-class father’s yearning for his child to climb the ladder he himself could not ascend.

A Socio-Political Mirror

Sri Lanka’s middle class remains trapped in paradox. They are educated but underemployed, salaried but indebted, socially respected yet politically invisible. Structural inequalities, economic volatility and populist politics inclusively contribute to keep them “forever middle”.

Through protagonist Mahela, who is sometimes a graphic designer, sometimes a vendor and always a failure Surath de Mel sketches the deficiencies of an education system that does not nurture skills of the students. Sri Lanka boasts about high literacy rates, yet the economy cannot absorb the thousands of graduates produced into meaningful work. Underemployment becomes the inheritance of the middle class. With political connections often the stories can be transformed. De Mel pens it in dark humour to expose these truths:

“Some notorious writer once sneered in a newspaper, ‘Give your ass to the minister, and you’ll earn the right to keep it on a bigger chair.’ Countless people waiting in ministers’ offices, pressing

their backsides to seats, carrying the weight of their own lives.”

Childhood Trauma and Its Echoes

Surath de Mel frequently weaves psychoanalysis into his fiction. In Nayanandaya, he captures the lingering shadows of childhood trauma. Mahela, scarred by a loveless and fractured youth, suffers phobic anxiety and depression, apparently with a personality disorder as an adult. His confession at the psychologist reveals it out:

“Childhood? I didn’t have one. I was fifteen when I was born.”

Here, Mahela marks his true birth not at infancy, but at the death of his parents. This statement itself reveals the childhood trauma the protagonist had gone through and the reader can attribute his subsequent psychological struggles as the cause of it.

Surath de Mel

From a Lacanian perspective, trauma is not just something that happens to a child; it is a deep break in how the child understands the world, themselves, and others. Some experiences are too painful to be put into words. Lacan calls this the Real — what cannot be fully spoken or explained. This pain does not disappear but returns later in life as anxiety, fear, or obsessive compulsive disorder.

This trauma disturbs the child’s sense of self and their place in society. When language fails to make sense of loss, the mind creates fantasies to survive. These fantasies quietly shape adult desires, relationships, and choices.

In Nayanandaya, childhood trauma of the protagonist does not stay buried — it lives on, shaping the adulthood in unseen ways. In the narrative, Mahela’s struggles are not just personal failures but the result of a past that was never given words.

Tears of Fathers – Forgotten in Sri Lankan Literature

Sri Lankan literature has long been attentive to suffering — especially rural poverty, social injustice, and the silent endurance of women and single mothers. Countless novels, poems, and songs have given voice to maternal sacrifice, female resilience, and women’s oppression.

Yet, within this rich narratives, the quiet grief of the urban middle-class father remains mostly unseen. Rarely does fiction pause to examine the emotional lives of men who shoulder responsibility without language for their pain. These masculine tears are private, swallowed by routinely and masked by humour or silence. Definitely never granted literary space.

In Nayanandaya, Surath de Mel breaks this silence. Through Mahela, he lends voice to these overlooked men — fathers whose love is expressed through sacrifice rather than speech. However, de Mel does not romanticise the tears. Rather he humanises them. He allows their vulnerabilities, anxieties, and quiet despair to surface with honesty and compassion. In doing so, Nayanandaya fills a striking gap in Sri Lankan literature, reminding us that fathers, too, carry invisible wounds.

Literary value

With Nayanandaya, Surath de Mel reaches a new pinnacle in his literary craft. His language is dense yet lyrical, enriched with similes, metaphors, irony, and a full range of literary tools deployed with confidence and control.

One of the novel’s most touching narrative choices is the personification of Mahela’s son’s soft toy, Wonie. Through personified Wonie, de Mel captures the two most touching incidents in the entire novel . This simply reveals the author’s artistic maturity, transforming a simple object into a powerful emotional conduit that anchors the novel’s tenderness amidst its despair.

At a deeper symbolic level, Mahela himself can be read as more than an individual character, but a metaphor for Sri Lanka — a nation struggling under economic hardship, clinging to impractical dreams, witnessing the migration of its people, and drifting towards a slow, painful exhaustion. His personal failures could mirror the broader decay of social and economic structures. This symbolic reading lends Nayanandaya a haunting national resonance.

Today, many write and many publish, but only a few transform language into literature that lingers in the reader’s mind long after the final page. Surath de Mel belongs to that rare few. In a literary landscape crowded with voices, he remains devoted to art rather than popularity or trend. As a scholar of Sinhala language and literature, de Mel writes with intellectual depth, dark humour, and deep human empathy.

In conclusion, Nayanandaya is not merely a story; it is social commentary, psychoanalytic reflection, and tragic poetry woven into richly textured prose. With this novel — a masterful interlacing of love, debt, and fragile dreams — Surath de Mel engraves a distinctly Dostoevskian signature into Sinhala literature.

Reviewed by Dr. Charuni Kohombange

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Domestic Energy Saving

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Around 40 percent of the annual energy we use is consumed in domestic activities. Energy is costly, and supply is not unlimited. Unfortunately, we realize the importance of energy – saving only during the time of a crisis.

If you adopt readily affordable energy-saving strategies, you will cut down your living expenditure substantially, relieving the energy burden of the nation. Here are some tips.

Cooking:

Cooking consumes a good portion of domestic energy demand and common practices, and negligence leads to 30 – 40 percent wastage. A simple experiment revealed that the energy expenditure in boiling an egg with the usual unnecessary excess water in an open pan is nearly 50 percent higher than boiling in a closed lid pan with the minimal amount of water. In an open pan, a large quantity of heat is lost via convection currents and expulsion of water vapor, carrying excessive amounts of heat energy (latent heat of vaporisation). Still, most of us boil potatoes for prolonged intervals of time in open receptacles, failing to realise that it is faster and more efficient to boil potatoes or any other food material in a closed pan. About 30 – 40 percent of domestic cooking energy requirements can be cut down by cooking in closed-lid pans. Furthermore, food cooked in closed pans is healthier because of less mixing with air that causes food oxidation. Fat oxidation generates toxic substances. In a closed- lid utensil (not tightly closed), food is covered with a blanket of water vapor at a positive pressure, preventing entry of air and therefore food oxidation.

Overcooking is another bad habit that not only wastes energy but also degrades the nutritional value of food.

Electric kettle:

For making morning or evening tea or preparing tea to serve a visitor. Do not pour an unnecessarily large quantity of water into the electric kettle. Note that the energy needed to make 10 cups of tea is ten times that of one cup.

Electric Ovens:

Avoid the use of electric ovens as far as possible. Remember that foods cooked at higher temperatures are generally unhealthy, and even carcinogens are formed when food is fried at higher temperatures in an oven. If ever you need to bake something in an oven, limit the number of times you open the door. Use smaller ovens adequate for the purpose and not larger ones just for fashion.

Refrigerators:

Refrigerators consume lots of energy. Do not use over-capacity refrigerators just for fashion. Every time you open the fridge, more electricity is used to reset the cooling temperature. Plan your access to the appliance accordingly. Check whether the doors are properly secured and there are no leakages. Keep the fridge in a cooler location, not hit by direct sunlight and away from warmer places in the kitchen. Remember that turning off the fridge frequently will not save energy, instead it draws more energy.

Use of gas burners:

Do not use oversized utensils. Keep the lid closed as far as possible to prevent the escape of heat. Remember that excessive amounts of heat energy are carried away by a large surface-area conducting utensil. Do not open the gas vent to allow the flame to flash outside the vessel. A flame not impinging on the pan would not heat it, and gas is wasted. Ensure that the flame is blue. Frequently check whether gas vents are clogged with rust and carbon. Frequently, cooking material in the pan drops into the gas vents, and salt there corrodes the gas vents. Cleaning and washing would be necessary. Do not prolong cooking, taking time to prepare ingredients and adding them to the pan intermittently. Add ingredients at once and before switching the burner. If the preparation of a dish is prolonged to slow the cooking, use earthenware pots rather than metallic ones. An earthenware pot, being thermally less conducting retain heat.

Firewood for cooking:

Do not attempt to eliminate the use of firewood in cooking. If you are living in a village area, the exclusive use of LPG gas is an unnecessary expenditure. Large smoke-free, efficient oven designs are now available. If you are compelled to use gas, keep the option of firewood ovens, especially for prolonged cooking. Admittedly, there are locations, especially in cities, where the use of firewood is unsuited.

Hot water showers:

Before installing hot water showers, reconsider whether they are really necessary in a hot tropical climate. Go for solar water heaters, although the installation cost is high. Instant water heaters consume much less electricity compared to geysers with water tanks. Now, cheap and safe instant water heaters are available.

Lighting:

Arrange and design your residence to optimise daytime illumination until late evening. If you are constructing a new house, take this issue into account. Use LED lamps, which provide the same illumination for 85 percent less energy. In study rooms and areas that require prolonged illumination, paint the walls white. Angle – poised LED lamps with very low voltage are available. Use them for reading and studies. Routinely clean the surfaces of all lamps. Dust deposition cuts off light.

Air conditioning and ventilation:

Air conditioning consumes prohibitively large quantities of electrical energy. You can avoid air conditioning by optimising ventilation. The principle is to have air entry points (windows) in the house near the ground level and exit points (vents or windows) near the roof. Ground level is cooler, and the region near the roof is warmer. Thus, a cool air current enters the house near the ground level and hot air is drawn by the vents near the roof. The region near the ground can be rendered cooler by planting trees. Architectural designs are available to optimise this effect. You can sense the direction of air motion by holding a thin strip of paper near the windows at the ground and near the roof level. In addition to ceiling fan, install exhaust fans in the upper points of the house to remove hot air and draw cooler air through windows near the ground. Reduce the amount of sunlight hitting the roof by shading with trees. There are techniques for increasing the reflectance of the roof with paints and other designs.

Transportation:

A good portion of your budget is drained by transportation. Irrespective of who you are, use public transport if convenient and available. As much as possible, use the telephone and email to get your things done. If the officers do not comply for no valid reason, complain. Plan your trips to the town to do several things at the same time. Whenever possible, plan to share transport. Buy energy – efficient small vehicles. Routinely examine your vehicle for energy efficiency, i.e. correct tire pressure etc.

Charge electric vehicles off peak hours. Slow charging reduces heat generation in the circuit, reducing energy loss.

Energy is costly and limited in supply. Everything you do consumes energy. Be energy conscious in all your deeds. That attitude will reduce your expenditure, lessen the environmental degradation and financial burden of the nation in importing fuel.

Educating the general public is the most effective way of implementing energy-saving strategies.

By Prof. Kirthi Tennakone
(kenna@yahoo.co.uk)

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