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Six Job Offers Within Two Weeks

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CONFESSIONS OF A GLOBAL GYPSY

Dr. Chandana (Chandi) Jayawardena DPhil
President – Chandi J. Associates Inc. Consulting, Canada
Founder & Administrator – Global Hospitality Forum
chandij@sympatico.ca

Job Hunting in Sri Lanka

At the beginning of 1985 spring season, I moved from the United Kingdom to Sri Lanka to launch the second stage of my career in hospitality management. I was 31-years old and had gained versatile experiences over 14 years. Also, a variety of qualifications, including a master’s degree in International Hotel Management from the University of Surrey. I was ambitious and optimistic.

However, I was somewhat disappointed that I could not find a suitable management position with an international hotel chain in another country. Having worked and researched in over 16 five-star British hotels focusing on food and beverage management and operations for my master’s dissertation, I decided that my ideal next job should be as the Food & Beverage Manager of a large, five-star international hotel. I also dreamt of becoming the General Manager of such a hotel by the age 34.

Having considered the advice by a senior hotelier who interviewed me in London, I decided to go back to Sri Lanka and attempt to join a five-star international hotel in my own contry prior to launching my international hotel management career. My previous job positions in Sri Lanka were as a part-time trainee in 10 organizations during my college years, then as an Executive Chef of two well-known resorts, as the Manager of a couple of small hotels, as the Manager-Operations of John Keells/Walker Tours hotels, as well as a Senior Lecturer of the Ceylon Hotel School.

In addition, I had gained short work and training experiences in England, Scotland, Italy, Switzerland, Hong Kong and Singapore. In terms of international hotel chains, I was briefly exposed to hotels managed by Trust House Forte, Hyatt, InterContinential, Holiday Inn, Taj, Hilton, Savoy Group, etc. I assumed that my efforts to build an interesting resume would impress my prospective employers.

On my first morning in Sri Lanka after two years, I embarked on an early morning two-hour walk in Colombo. That was nostalgic as well as energizing. While walking, I was thinking of my next steps in finding a suitable management position. I decided to write to all five internationally branded five-star hotels in Colombo (Le Meridien, Ramada Renaissance, InterContinental, Oberoi and Taj) that afternoon and then follow up with telephone calls.

As I returned home in time for breakfast with the family, my father-in-law, Captain Wicks told me, “Good news, Chandi. Some people have already heard that you are back in Sri Lanka. Three of the best known Sri Lankan hoteliers called and wanted to meet you as soon as possible to discuss job opportunities.” Two of them – Malin Hapugoda (Hapu) and Bobby Adams were my former bosses and the third, Prasanna Jayawardene (PJ) was equally respected in Sri Lanka as an innovative hotelier. I was naturally impressed and proud to feel that I was already in demand. Before calling three of them, I sent my resume to the five five-star hotels in Colombo.

Vice Principal – Ceylon Hotel School

I was then saddened to hear that my last boss in Sri Lanka, before leaving for England, Pearl Heenatigala, was seriously ill and in hospital. She was the Director/Principal of the Ceylon Hotel School (CHS) and always treated me like the son she never had. She was my favourite boss. I rushed to the hospital and quickly realized that Mrs. Heenatigala was terminally ill.

Seated by her bedside, I was surprised that the focus of her conersation was not about her condition, but about my future career. While I was struggling to hold my tears, she said with some difficulty, “Dear Chandi, as you know, I identified you as a potential Vice Principal for CHS after your Master’s. That position is yours if you are still interested. However, consider all other offers first. I personally think that you would do well in a dynamic international hotel chain.” That was our last meeting.

Food & Beverage Analyst – Galadari Meridien

Stefan Pfeiffer, the German national who was the first General Manager of the Galadari Meridien Hotel contacted me, before my departure from Sri Lanka in 1983. I knew him when he was the General Manager of Hotel Lanka Oberoi in the late 1970s. He returned to Sri Lanka during the pre-opening year of the Galadari, the only hotel in Sri Lanka to open with 500 five-star rooms. Although I never worked with him, he was keen that after my studies in England I join the Galadari.

As we agreed to keep in touch, I called him. He immediately offered me a middle management position as the Food & Beverage Analyst at the Galadari which I did not accept. I told him that my aim was to become the Food & Beverage Manager of a five-star internationally branded hotel. This was a position held only by Europeans in such hotels in Sri Lanka, up to that point.

Mr. Pfeiffer said, “Chandi, my Executive Assistant Manager (deputy to the General Manager), Mr. Garoute also works as the Food & Beverage Manager. When he finishes his three-year contract next year, he may return to France. After that, let’s talk again and look at possibilities. As the Meridien hotel chain is owned by Air France, they prefer a Frenchman for this top post.” We decided to keep the options open. In later years I joined Le Meridien twice, in Sri Lanka as the Food & Beverage Manager/Director and in Jamaica as the General Manager. If there is a will, the way can be found.

Training Manager / Operations Analyst – Hotel Lanka Oberoi

The new Indian General Manager of Lanka Oberoi was impressed with my resume. “Our Training Manager, is about to go on 12 months special leave to work at Dubai International Hotel. You will be ideal for that post” he said. When I asked him what would happen if their training manager returns in 12 months, he said that, “at that point we may consider you for a new senior management position we are planning to create – Operations Analyst.” I did not like the uncertainty of that offer, and did not accept it in 1985. Four years later, Oberoi hired me as an expatriate Food and Beverage Manager in Iraq.

Hotel Opening Manager – Coral Gardens Hotel

When I returned the call of Malin Hapugoda (Hapu), then the General Manager/Director for Ceylon Holiday Resorts Limited, and a former boss of mine, he reminded me of an offer he made to me the day before I left Sri Lanka two years ago. “The new Coral Gardens Hotel will be opened in a few months with 156 rooms. I would like you to open this four-star hotel as the Manager. The job is yours.”

I was most grateful to Hapu for such an offer, and told him that I will get back to him with a final decision in a week. Eventually, while considering another offer with a better designation and salary and benefit package, I reluctantly decided not to accept this offer. Hapu kept in touch with me, and 21 years later offered me the post of Chief Executive Officer of Aitken Spence Hotels in Oman. He was the Managing Director of that company then. I eventually did a short consulting assignment for that great company.

Deputy General Manager – Mount Lavinia Hotel

When I called Prasanna Jayawardena (PJ) then General Manager of Mount Lavinia Hotel (MLH), he was very convincing. “Chandana, I want you as my deputy. The sky is the limit for you at MLH. Can you come to meet the owner tomorrow?” he said and confirmed an appointment, with the Chairman of the company – Mr. U. K. Edmond and his second son, Sanath Ukwatte who was understudying his legendary father.

Built in 1806 initially as the British Governor’s residence, Mount Lavinia Hotel is the most historic and significant resort hotel in Sri Lanka. From the time I as a small kid attended a wedding there, I fell in love with this iconic hotel. My third trainee job and the first internship in the hospitality industry was there during the 1972/1973 tourist season. I was a trainee waiter there when It was Mount Lavinia Hyatt.

Mr. U. K. Edmond was one of those humble Southerners who came to Colombo and built significant businesses in the mid-20th century Ceylon. He was a great visionary business icon who ventured into railway catering, brewing and then the hotel business. Meeting him was a great pleasure. He was very observant and a good listener, but did not ask any questions from me during the interview. His son, Sanath, who had just returned after his business education in USA, asked me a few questions.

PJ then gave a glowing recommendation about me in Sinhala. PJ said, “This is the Sri Lankan with the highest academic qualification in hotel management. He is also a hands-on practical person. Chandana will be undoubtedly a big asset to our hotel.” That was enough for Mr. Edmond, who then asked his first question, “When can you begin work at my hotel?”

At that point, I told him that I have a few offers and a few more interviews. His response was decisive and quick, “No problem. Go to all those interviews and check the best offers they make. We will pay you more.” With that open offer, the interview ended. I did not accept their offer in 1985, but after considering two more offers, I eventually joined MLH to succeed PJ as the General Manager five years later.

General Manager – The Lodge and The Village

When I called my former boss at the John Keells corporate office, Bobby Adams told me of a position the largest group of companies in Sri Lanka had created six months previously. Bobby was the Director, Operations of this largest hotel chain in Sri Lanka. They were looking for a General Manager to manage their two largest hotels – The Lodge and the Village in Habarana in North Central Sri Lanka. Although he did not serve on the selection committee, I suspected that the Group Chairman, Mark Bostock, had strongly favoured my appointment. He was very fond of me and had arranged my first overseas training in England, his homeland, when I was a young 25-year old hotel manager in 1979.

I was determined to earn a five-figure monthly salary which was very high in Sri Lanka in the mid-1980s. After the final interview, I had to meet a main board member and the group’s Head of Finance, Mr. V. Kailasapillai. In an annoyed voice he asked me, “Chandana, why do you ask for such a high salary? What you are demanding is three times more than what we paid you in 1981.” After a little negotiation, he laughed and said, “OK, Chandana, let’s settle for Rs. 10,000 a month. Final offer”. We shook hands. Next day, I packed my bags and was chauffeur-driven 111 miles from Colombo to reach my new home in Habarana.

Habarana Resort Complex

The Lodge (now branded five-star Cinnamon Lodge Habarana) and The Village (now branded four-star Habarana Village by Cinnamon), are two of the best hotels in Sri Lanka. The 40-acre landscaped resort complex is surrounded by nature, water, forest, and wild life (with elephants, serpent eagles, kingfishers and monkeys etc.). Over 2,000 trees, the lake front and a fully-operational farm enhance a totally unique guest experience.

On a day when all 260 rooms in both hotels were full, my team provided hospitality and meals to 1,000 people – 520 guests, 120 tourist drivers, 360 employees and the family members of senior managers, who also lived in the resort complex. We worked hard, played hard, and looked after our guests, always aiming to exceed their expectations. We had very happy domestic customers as well – free accommodation and free meals to 90% of the employees, and lots of sports and recreational facilities for employees (football, volleyball, cricket, indoor games etc.). In Habarana, I felt like a mayor of a small town.

Having worked at the John Keells corporate office for a year in the early 1980s I was familiar with the Habarana Resort Complex. As the General Manager, I did a lot of public relations — with guests, tour leaders, drivers, associates and local communities. On my first day in the new job, I hosted a group of 12 British travel agents who were on a seven-day familiarisation tour of Sri Lanka.Over dinner, we became very friendly. One of them said, “You seem to know a lot about Habarana. How long have you lived in this beautiful place?” When I answered accurately as “One day” they refused to believe me.

After some laughter and wine, a female tour leader challenged me: “OK, if you started this job just today, what was your last job?” She was winking at her colleagues and giggling. I thought for a few seconds, and said truthfully, “my previous job was a part-time banquet waiter at the Dorchester in London.” The whole group laughed loud and shouted in unison, “Chandi, you are a bloody liar!”



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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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