Features
“Unorthodox” tactics
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
During my three years as the Director of Food & Beverage at the 500-room five-star hotel – Le Galadari Meridien in Colombo, I boldly tried out some “unorthodox” business tactics. I was learning, experimenting and fine-tuning a few concepts which helped me mid-career, especially after a couple of years when I became an international hotel General Manager. A few of these “unorthodox” methods failed or were rejected as unethical, but most worked well in improving our revenues, profits and team spirit. Here are a few examples:
BANQUET SPY
In late 1980s, seven, international branded hotels in Colombo (Le Meridien, Hilton, InterContinential, Ramada Renaissance, Holiday Inn, Oberoi and Taj) and three other properties with large banqueting facilities (Galle Face Hotel, Mount Lavinia Hotel and BMICH), competed for wedding business. They also competed for social, entertainment and corporate event business. On a normal day these ten properties hosted over 70 events and weddings.
With the opening of the Colombo Hilton in 1988, Le Galadari Meridien’s position as the leader in banquet business in Colombo was challenged. The culture in Colombo was to try the latest five-star hotel for up-market events. A key member of my management team – the Banquet Manager led the operational aspects of that department and sales related to the wedding business. A colleague of mine of the seven-member executive committee of the hotel, the Director of Sales led the hotels’ sales team to increase corporate banquet sales. We worked closely to ensure success, for the mutual benefit of our two divisions.
For success in the wedding business, the key was having the ‘personal touch’ with each wedding irrespective of the size of the reception. To handle four weddings a day was normal for our banquet staff, but it was often the most important day of the life of every bride, as well as for the groom and their families. We had to spend time with them, nurture relationships and look after details with empathy. We were able to achieve that to a great extent.
When it came to corporate events, we increased our attention to detail, public relations and customer service, but that was not enough. I told the key members of the banquet team and the sales team, that we needed to ‘think outside the box’ to continue our success in corporate banquet business. I was looking for new opportunities to do that.
Like all other major competitors in banquet business, Le Galadari Meridien had a large pool of casual banquet waiters, who were scheduled to work on a weekly basis, depending on the bookings. Having worked as a casual banquet waiter in top five five-star hotels in London just four years prior to that time, I appreciated that the training of all casual banquet waiters was essential. The Director of Human Resources, Training Manager, Banquet Manager and I attended the final selection interviews of all casual banquet waiters. After the selection, we trained them well and eventually hired the better ones to the permanent cadre.
One day, at an interview, I was impressed with an applicant for a casual banquet waiter position. This young man had only one-year part-time banqueting experience in a smaller five-star hotel. He was well groomed, spoke good English and did well at the interview. He also told the interview panel that as he was the proud owner of a second-hand motor cycle (which was a luxury for a young Lankan of 20 at then). Therefore, he would be able to come to work quickly from his home even during the hectic rush hour traffic. After hiring him, I noticed that this young man had a photographic memory. I asked him to meet me for a one-on-one meeting in my office.

I always believed in competitive intelligence. I was fascinated when reading a couple of books on how Japanese firms had forward-looking practices and produced knowledge about the competitive environment in order to improve organizational performance. It involves the systematic collection and analysis of information from multiple sources. In competition in any business, war or sport, it is essential to be engaged in competitive intelligence.
As done at Le Meridien, it was the normal practice at that time, for our nine competitors in the banquet business in Colombo, to display a prominent sign board listing details of each banquet event held on that day, in the lobby. The purpose of this sign board was to direct customers to different ballrooms and meeting rooms. That sign board was changed every night with details such as the host, the type of event, venue and time of each banquet booking for the next day.
When the newly recruited, part-time banquet waiter came to my office for our one-on-one meeting, he was nervous. I slowly explained my shrewd plan to him and he understood why I wanted him to visit each of the nine competitors every morning to gather information of all corporate and social events held that day. I arranged his overtime payment for four hours a day for that task, and also reimbursed the cost of gas for his motor cycle. When he returned, he worked serving at banquets for four hours a day. No one else knew about my private deal with him. It was a top-secret mission and he was my “spy”!
He dressed well for this work and spent maximum fifteen at each stop. He followed the same routine per competitor every morning – starting with a quick glance at the banquet sign board. Then he would lock himself in a public toilet in the lobby and record all of the details of each banquet on a small note pad. I cannot mention his name, as today he is a leading hotelier in Sri Lanka.
Around 12 noon every weekday, I would analyse the data collected by him. Through this initiative I had a very good understanding of the previous corporate banquet clients of our hotel now using competitor facilities, as well as new businesses and opportunities. I used this information to suggest to the sales team, whom to target in their sales calls and what to offer to increase our business. It worked well.
INTERNAL SALES
We mastered our external sales well for room and restaurant business, food festivals and stage shows that my team produced. Our promotional mix included regular sales calls, creative media advertisements, direct mail, innovative public relations and special sales promotions. In addition, I commenced focusing on our internal sales promotions by using lobby and elevator posters, food and wine displays as well as different gimmicks.
One day, I decided to introduce a competition to all service staff working in the ten food and beverage outlets at the hotel. The competition was aimed at increasing food sales as well as beverage sales. When I brain stormed with the Maître d’hôtel (restaurant managers), the team members managing the more expensive outlets with higher average checks were happy. A a few others felt that it would not be a fair competition, if I decided on the winners based on total sales volume.
At that point, I explained the criteria for the competition – teams were competing and not individual employees. Also, that the winners would be based on the greatest percentage improvement of average checks over the previous year, and not the total volume of revenue made. All agreed, and the competitive spirit we created exceeded all my targets and expectations.
I arranged for the Food and Beverage Analyst and the Food & Beverage Controller to provide a weekly leader analysis of the competition, during each weekly food and beverage team meetings. With the training department, I arranged special training on ‘up-selling’ food and beverage products. This initiative enhanced not only the revenue and profits, but also the team spirit. That year we increased average checks by 15%!
COMMUNICATION FLOW
Often in large units/hotels with 600/700 or more employees in several divisions and departments, the communication flow tends to slow down and at times, gets ‘lost in translation’. I always felt that once decisions were made by the executive committee and they identified who should be informed, the communication flow must be lightning fast and effective. The divisional heads should develop practical processes to ensure that condensed and interesting versions of the key messaging, flow seamlessly. Everything depended on the accuracy and the speed of information flow.
At Le Meridien the seven members of the executive committee (General Manager, Director of Rooms Division, Director of Food & Beverage, Financial Controller, Director of Human Resources, Director of Sales and Director of Engineering) had their weekly meeting every Tuesday at 4:00 pm. I did not want to send long memos to managers in my team without explaining key decisions made at the executive committee meeting. I wanted to do that face to face and as quickly as possible.
Therefore, I arranged for the weekly Food & Beverage Management meeting to be held every Wednesday morning. I would share all relevant information and decisions from the executive committee meeting, with my management team, promptly. I ensured that the meeting was short and the minutes were distributed, within an hour. By 3:00 pm each Wednesday, all 10 department heads in my division had a short, stand-up briefing with their operational teams. As a result, all 230 staff in my division were aware of key ‘must know’ information of the week within 24 hours.
One day, when the General Manager of the hotel had visited the coffee shop for a cup of coffee around 3:30 pm on a Wednesday, he was amazed how well informed the busboy who cleared his table was. This employee had mentioned that the staff were pleased about a corporate decision taken a day before that.
“How did you do that so fast, Chandi?”, the pleasantly surprised General Manager asked me. “That decision was made in Paris by the Le Meridien President on Tuesday morning, my boss, the VP – Asia sent me a fax about it on Tuesday afternoon from Singapore, and I informed you and the other EXCO members in Colombo about it less than 24 hours ago. Now a busboy in your coffee shop knows about that decision!” he added in a voice that blended happiness with amazement. He was very impressed.
CREATING THE ‘BUZZ’
In any business, a key for success is creating the ‘buzz’ through creative messaging to motivate and empower teams. When relevant people are treated well and communicated with effectively, they get excited about the organization, and they usually talk positively about products, services and people of the organization. That is simply a “win-win” situation.
At Le Meridien we did exactly that well, with our internal customer – the employees. Given the role played by a large number of top western musicians providing live music in three outlets, seven days a week, I treated them as members of our hotel family. As a result, the musicians acted as partners and ambassadors of the hotel among many of their fans. It was a simple formula.
We used the same concept of creating the ‘buzz’ in promoting every food festival, theme night and stage show we organized. Selling and public relations should never be limited to a small sales team, but to all of the staff as well as the associates such as other service providers (sponsors, suppliers and entertainers). As a result, we were always in the limelight and the ‘talk of the town’,
In addition to a host of younger artistes and bands who performed at the night club and the lobby bar at Le Meridien, we decided to do something different at our prime restaurant – La Palme D’or. I contracted a band led by a veteran musician who attracted an elite niche market. That band – Harold Seneviratne Combo was requested to provide music appropriate to a weekly theme night called: ‘Nostalgia ‘60’, which had to be extended by popular demand.

A GRAY LIE
In late 1980, there were no international, fast-food chains operating in Sri Lanka. As a result, some of the five-star hotels included items such as pizzas and hamburgers in the a la carte menus in the coffee shops. These relatively inexpensive dishes attracted attention and popularity, particularly in Colombo. With a view of riding that wave, I planned a month-long hamburger promotion at La Brasserie, hotel’s coffee shop. We wanted a creative advertising campaign.
The new General Manager of the hotel, Paul Finnegan told me, “I hear that our main competitor – Colombo Hilton is planning a similar Hamburger promotion in two months’ time. Can you organize this promotion sooner?” I agreed with him and placed it on a fast track. When he suggested that we should create a story that Le Meridien was planning to break a world record with the number of hamburgers we would serve during the month of April in 1989, I was not keen about lying about a world record.
“Come on, Chandi. It would be fun. Why don’t you use your creative mind to come up with something newsworthy, interesting and gives us a lot of publicity?” Paul motivated me to lie. I knew that ‘Gray lies’ were said to consist of lies that were ambiguous in nature or held the characteristics of a real lie yet, were still viewed as justifiable given the circumstance. With the blessings of my boss who was a chartered accountant, I worked on an interesting and ‘fun’ advertising campaign to promote ten special hamburger dishes created by our Executive Chef, Emile Castillo.
With input from Herman Gunasekera, the Managing Director of Creative Services Limited, who handed all advertisements for Le Galadari Meridien, we created a story line for the campaign. It claimed: “The Guinness Book of World Records lists 50,429 hamburgers sold during the month of July, 1986 at O’Malley’s Downtown Pub in Chicago, as the current world record. La Brasserie Coffee Shop of Le Galadari Meridien Hotel aims to break that world record during the month of April, 1989.”
To break that ‘fake’ world record, we had to serve over 1,681 hamburgers a day, which was an impossible target. However, I arranged a large black board prominently placed at the entrance to La Brasserie with a heading:
‘OUR PERFORMANCE SO FAR TO BREAK A WORLD RECORD IN HAMBURGER SALES…’
We had just three lines on the black board:
=World Record = 50,429 in a month
=Hamburgers served at La Brasserie so far in April =
=Balance number of Hamburgers we need to serve in April to break the world record =
I then gave ‘fake’ daily hamburger sales numbers to Christopher Ramsey, maître d’hôtel of La Brasserie. In an attempt, to sound real, I gave him different ‘fake’ numbers every day. His job was to enter those figures on the black board at the end of each day, irrespective of the actual numbers of hamburgers sold every day. This joke or the gimmick created so much ‘buzz’ and media publicity, we actually sold a large number of hamburgers. Based on the number I provided, we eventually surpassed the world record by a couple of dozens of hamburgers on April 30th. We received unprecedented publicity and we had to extend the hamburger promotion by another month! That was my last food promotion organized in Colombo.
By early May, 1989, I received a telephone call from one of my friends and school mates, Athula Senanayake. He had been promoted as the Food & Beverage Manager of Colombo Hilton, a few months prior to that. “Chandana, congratulations on your latest achievement! However, I am being given a hard time by my GM because of you. In front of all my colleagues, during the morning briefing today, he asked
me when would I be able to break a world record!”, Athula told me in a frustrated voice. To his annoyance, I laughed out loud.
“Machan, don’t worry too much. We never broke a world record. It was all fake! A joke which resulted in lot of publicity.” I told my friend. After a long pause, Athula said angrily, ‘You lying bastard! Your bloody hamburger promotion resulted in a miserable month for me! Shame on you!”
FINAL ‘CONFESSIONS…’ ARTICLE
After one more article on Feb. 26, the concluding article of this
weekly column: ‘Confessions of a Global Gypsy’ will be published on Mar. 5 by the Sunday Island. Thank you for your readership over the last two years.
Features
Retirement age for judges: Innovation and policy
I. The Constitutional Context
Independence of the judiciary is, without question, an essential element of a functioning democracy. In recognition of this, ample provision is made in the highest law of our country, the Constitution, to engender an environment in which the courts are able to fulfil their public responsibility with total acceptance.
As part of this protective apparatus, judges of the Supreme Court and the Court of Appeal are assured of security of tenure by the provision that “they shall not be removed except by an order of the President made after an address of Parliament supported by a majority of the total number of members of Parliament, (including those not present), has been presented to the President for such removal on the ground of proved misbehaviour or incapacity”[Article 107(2)]. Since this assurance holds good for the entirety of tenure, it follows that the age of retirement should be defined with certainty. This is done by the Constitution itself by the provision that “the age of retirement of judges of the Supreme Court shall be 65 years and of judges of the Court of Appeal shall be 63 years”[Article 107(5)].
II. A Proposal for Reform
This provision has been in force ever since the commencement of the Constitution. Significant public interest, therefore, has been aroused by the lead story in a newspaper, Anidda of 13 March, that the government is proposing to extend the term of office of judges of the Supreme Court and the Court of Appeal by a period of two years.
This proposal, if indeed it reflects the thinking of the government, is deeply disturbing from the standpoint of policy, and gives rise to grave consequences. The courts operating at the apex of the judicial structure are called upon to do justice between citizens and also between the state and members of the public. It is an indispensable principle governing the administration of justice that not the slightest shadow of doubt should arise in the public mind regarding the absolute objectivity and impartiality with which the courts approach this task.
What is proposed, if the newspaper report is authentic, is to confer on judges of two particular courts, the Supreme Court and the Court of Appeal, a substantial benefit or advantage in the form of extension of their years of service. The question is whether the implications of this initiative are healthy for the administration of justice.
III. Governing Considerations of Policy
What is at stake is a principle intuitively identified as a pillar of justice.
Reflecting firm convictions, the legal antecedents reiterate the established position with remarkable emphasis. The classical exposition of the seminal standard is, of course, the pronouncement by Lord Hewart: “It is not merely of some importance, but is of fundamental importance that justice should not only be done, but should manifestly and undoubtedly be seen to be done”. (Rex v. Sussex Justices, ex parte McCarthy). The underlying principle is that perception is no less important than reality. The mere appearance of partiality has been held to vitiate proceedings: Dissanayake v. Kaleel. In particular, reasonableness of apprehension in the mind of the parties to litigation is critical: Ranjit Thakur v. Union of India, a reasonable likelihood of bias being necessarily fatal (Manak Lal v. Prem Chaud Singhvi).
The overriding factor is unshaken public confidence in the judiciary: State of West Bengal v. Shivananda Pathak. The decision must be “demonstrably” (Saleem Marsoof J.) fair. The Bar Association of Sri Lanka has rightly declared: “The authority of the judiciary ultimately depends on the trust reposed in it by the people, which is sustained only when justice is administered in a visibly fair manner”.
Credibility is paramount in this regard. “Justice has to be seen to be believed” (J.B. Morton). Legality of the outcome is not decisive; process is of equal consequence. Judicial decisions, then, must withstand public scrutiny, not merely legal technicality: Mark Fernando J. in the Jana Ghosha case. Conceived as continuing vitality of natural justice principles, these are integral to justice itself: Samarawickrema J. in Fernando v. Attorney General. Institutional integrity depends on eliminating even the appearance of partiality (Mandal Vikas Nigam Ltd. v. Girja Shankar Pant), and “open justice is the cornerstone of our judicial system”: (Sahara India Real Estate Corporation Ltd. v. SEBI).
IV. Practical Constraints
Apart from these compelling considerations of policy, there are practical aspects which call for serious consideration. The effect of the proposal is that, among all judges operating at different levels in the judicature of Sri Lanka, judges of the Supreme Court and the Court of Appeal only, to the exclusion of all other judges, are singled out as the beneficiaries of the proposal. An inevitable result is that High Court and District Judges and Magistrates will find their avenues of promotion seriously impeded by the unexpected lengthening of the periods of service of currently serving judges in the two apex courts. Consequently, they will be required to retire at a point of time appreciably earlier than they had anticipated to relinquish judicial office because the prospect of promotion to higher courts, entailing higher age limits for retirement, is precipitately withdrawn. Some degree of demotivation, arising from denial of legitimate expectation, is therefore to be expected.
A possible response to this obvious problem is a decision to make the two-year extension applicable to all judicial officers, rather than confining it to judges of the two highest courts. This would solve the problem of disillusionment at lower levels of the judiciary, but other issues, clearly serious in their impact, will naturally arise.
Public service structures, to be equitable and effective, must be founded on principles of non-discrimination in respect of service conditions and related matters. Arbitrary or invidious treatment is destructive of this purpose. In determining the age of retirement of judges of the Supreme Court and the Court of Appeal, some attention has been properly paid to balance and consistency. The age of retirement of a Supreme Court judge is on par with that applicable to university professors and academic staff in the higher education system. They all retire at 65 years. Members of the public service, generally, retire at 60. Medical specialists retire at 63, with the possibility of extension in special circumstances to 65. The age of retirement for High Court Judges is 61, and for Magistrates and District Judges 60. It may be noted that the policy change in 2022 aimed at specifically addressing the issue of uniformity and compatibility.
If, then, an attempt is made to carve out an ad hoc principle strictly limited to judicial officers, not admitting of a self-evident rationale, the question would inevitably arise whether this is fair by other categories of the public service and whether the latter would not entertain a justifiable sense of grievance.
This is not merely a moral or ethical issue relating to motivation and fulfillment within the public service, but it could potentially give rise to critical legal issues. It is certainly arguable that the proposed course of action represents an infringement of the postulate of equality of treatment, and non-discrimination, enshrined in Article 12(1) of the Constitution.
There would, as well, be the awkward situation that this issue, almost certain to be raised, would then have to be adjudicated upon by the Supreme Court, itself the direct and exclusive beneficiary of the impugned measure.
V. Piecemeal Amendment or an Overall Approach?
If innovation on these lines is contemplated, would it not be desirable to take up the issue as part of the new Constitution, which the government has pledged to formulate and enact, rather than as a piecemeal amendment at this moment to the existing Constitution? After all, Chapter XV, dealing with the Judiciary, contains provisions interlinked with other salient features of the Constitution, and an integrated approach would seem preferable.
VI. Conclusion
In sum, then, it is submitted that the proposed change is injurious to the institutional integrity of the judiciary and to the prestige and stature of judges, and that it should not be implemented without full consideration of all the issues involved.
By Professor G. L. Peiris
D. Phil. (Oxford), Ph. D. (Sri Lanka);
Former Minister of Justice, Constitutional Affairs and National Integration;
Quondam Visiting Fellow of the Universities of Oxford, Cambridge and London;
Former Vice-Chancellor and Emeritus Professor of Law of the University of Colombo.
Features
Ranked 134th in Happiness: Rethinking Sri Lanka’s development through happiness, youth wellbeing and resilience
In recent years, Sri Lanka has experienced a succession of overlapping challenges that have tested its resilience. Cyclone Ditwah struck Sri Lanka in November last year, significantly disrupting the normal lives of its citizens. The infrastructure damage is much more serious than the tsunami. According to World Bank reports and preliminary estimates, the losses amounted to approximately US$ 4.1 billion, nearly 4 per cent of the country’s Gross Domestic Product. Before taking a break from that, the emerging crisis in the Middle East has once again raised concerns about potential economic repercussions. In particular, those already affected by disasters such as Cyclone Ditwah risk falling “from the frying pan into the fire,” facing multiple hardships simultaneously. Currently, we see fuel prices rising, four-day workweeks, a higher cost of living, increased pressure on household incomes, and a reduction in the overall standard of living for ordinary citizens. It would certainly affect people’s happiness. As human beings, we naturally aspire to live happy and fulfilling lives. At a time when the world is increasingly talking about happiness and wellbeing, the World Happiness Report provides a useful way of looking at how countries are doing. The World Happiness Report discusses global well-being and offers strategies to improve it. The report is produced annually with contributions from the University of Oxford’s Wellbeing Research Centre, Gallup, the UN Sustainable Development Solutions Network, and other stakeholders. There are many variables taken into consideration for the index, including the core measure (Cantril Ladder) and six explanatory variables (GDP per Capita ,Social Support,Healthy Life Expectancy,Freedom to Make Life Choices,Generosity,Perceptions of Corruption), with a final comparison.
According to the recently published World Happiness Report 2026, Sri Lanka ranks 134th out of 147 nations. As per the report, this is the first time that Sri Lanka has suffered such a decline. Sri Lanka currently trails behind most of its South Asian neighbours in the happiness index. The World Happiness Report 2026 attributes Sri Lanka’s low ranking (134th) to a combination of persistent economic struggles, social challenges, and modern pressures on younger generations. The 2026 report specifically noted that excessive social media use is a growing factor contributing to declining life satisfaction among young people globally, including in Sri Lanka. This calls for greater vigilance and careful reflection. These concerns should be examined alongside key observations, particularly in the context of education reforms in Sri Lanka, which must look beyond their immediate scope and engage more meaningfully with the country’s future.
In recent years, a series of events has triggered political upheaval in countries such as Nepal, characterised by widespread protests, government collapse, and the emergence of interim administration. Most reports and news outlets described this as “Gen Z protests.” First, we need to understand what Generation Z is and its key attributes. Born between 1997 and 2012, Generation Z represents the first truly “digital native” generation—raised not just with the internet, but immersed in it. Their lives revolve around digital ecosystems: TikTok sets cultural trends, Instagram fuels discovery, YouTube delivers learning, and WhatsApp sustains peer communities. This constant, feed-driven engagement shapes not only how they consume content but how they think, act, and spend. Tech-savvy and socially aware, Gen Z holds brands to a higher standard. For them, authenticity, transparency, and accountability—especially on environmental and ethical issues—aren’t marketing tools; they’re baseline expectations. We can also observe instances of them becoming unnecessarily arrogant in making quick decisions and becoming tools of some harmful anti-social ideological groups. However, we must understand that any generation should have proper education about certain aspects of the normal world, such as respecting others, listening to others, and living well. More interestingly, a global survey by the McKinsey Health Institute, covering 42,083 people across 26 countries, finds that Gen Z reports poorer mental health than older cohorts and is more likely to perceive social media as harmful.
Youth health behaviour in Sri Lanka reveals growing concerns in mental health and wellbeing. Around 18% of youth (here, school-going adolescents aged 13-17) experience depression, 22.4% feel lonely, and 11.9% struggle with sleep due to worry, with issues rising alongside digital exposure. Suicide-related risks are significant, with notable proportions reporting thoughts, plans, and attempts, particularly among females. Bullying remains a significant concern, particularly among males, with cyberbullying emerging as a notable issue. At the same time, substance use is increasing, including tobacco, smokeless tobacco, and e-cigarettes. These trends highlight the urgent need for targeted interventions to support youth mental health, resilience, and healthier behavioural outcomes in Sri Lanka. We need to create a forum in Sri Lanka to keep young people informed about this. Sri Lanka can designate a date (like April 25th) as a National Youth Empowerment Day to strengthen youth mental health and suicide prevention efforts. This should be supported by a comprehensive, multi-sectoral strategy aligned with basic global guidelines. Key priorities include school-based emotional learning, counselling services, and mental health training for teachers and parents. Strengthening data systems, reducing access to harmful means, and promoting responsible media reporting are essential. Empowering families and communities through awareness and digital tools will ensure this day becomes a meaningful national call to action.
As discussed earlier, Sri Lanka must carefully understand and respond to the challenges arising from its ongoing changes. Sri Lanka should establish an immediate task force comprising responsible stakeholders to engage in discussions on ongoing concerns. Recognising that it is not a comprehensive solution, the World Happiness Index can nevertheless act as an important indicator in guiding a paradigm shift in how we approach education and economic development. For a country seeking to reposition itself globally, Sri Lanka must adopt stronger, more effective strategies across multiple sectors. Building a resilient and prosperous future requires sound policymaking and clear strategic direction.
(The writer is a Professor in Management Studies at the Open University of Sri Lanka. You can reach Professor Abeysekera via nabey@ou.ac.lk)
by Prof. Nalin Abeysekera
Features
Hidden diversity in Sri Lanka’s killifish revealed: New study reshapes understanding of island’s freshwater biodiversity
A groundbreaking new study led by an international team of scientists, including Sri Lankan researcher Tharindu Ranasinghe, has uncovered striking genetic distinctions in two closely related killifish species—reshaping long-standing assumptions about freshwater biodiversity shared between Sri Lanka and India.
Published recently in Zootaxa, the research brings together leading ichthyologists such as Hiranya Sudasinghe, Madhava Meegaskumbura, Neelesh Dahanukar and Rajeev Raghavan, alongside other regional experts, highlighting a growing South Asian collaboration in biodiversity science.
For decades, scientists debated whether Aplocheilus blockii and Aplocheilus parvus were in fact the same species. But the new genetic analysis confirms they are “distinct, reciprocally monophyletic sister species,” providing long-awaited clarity to their taxonomic identity.
Speaking to The Island, Ranasinghe said the findings underscore the hidden complexity of Sri Lanka’s freshwater ecosystems.
“What appears superficially similar can be genetically very different,” he noted. “Our study shows that even widespread, common-looking species can hold deep evolutionary histories that we are only now beginning to understand.”
A tale of two fishes
The study reveals that Aplocheilus blockii is restricted to peninsular India, while Aplocheilus parvus occurs both in southern India and across Sri Lanka’s lowland wetlands.
Despite their close relationship, the two species show clear genetic separation, with a measurable “genetic gap” distinguishing them. Subtle physical differences—such as the pattern of iridescent scales—also help scientists tell them apart.
Co-author Sudasinghe, who has led several landmark studies on Sri Lankan freshwater fishes, noted that such integrative approaches combining genetics and morphology are redefining taxonomy in the region.
Echoes of ancient land bridges
The findings also shed light on the ancient biogeographic links between Sri Lanka and India.
Scientists believe that during periods of low sea levels in the past, the two landmasses were connected by the now-submerged Palk Isthmus, allowing freshwater species to move between them.
Later, rising seas severed this connection, isolating populations and driving genetic divergence.
“These fishes likely dispersed between India and Sri Lanka when the land bridge existed,” Ranasinghe said. “Subsequent isolation has resulted in the patterns of genetic structure we see today.”
Meegaskumbura emphasised that such patterns are increasingly being observed across multiple freshwater fish groups in Sri Lanka, pointing to a shared evolutionary history shaped by geography and climate.
A deeper genetic divide
One of the study’s most striking findings is that Sri Lankan populations of A. parvus are genetically distinct from those in India, with no shared haplotypes between the two regions.
Dahanukar explained that this level of differentiation, despite relatively recent geological separation, highlights how quickly freshwater species can diverge when isolated.
Meanwhile, Raghavan pointed out that these findings reinforce the importance of conserving habitats across both countries, as each region harbours unique genetic diversity.
Implications for conservation
The study carries important implications for conservation, particularly in a country like Sri Lanka where freshwater ecosystems are under increasing pressure from development, pollution, and climate change.
Ranasinghe stressed that understanding genetic diversity is key to protecting species effectively.
“If we treat all populations as identical, we risk losing unique genetic lineages,” he warned. “Conservation planning must recognise these hidden differences.”
Sri Lanka is already recognised as a global biodiversity hotspot, but studies like this suggest that its biological richness may be even greater than previously thought.
A broader scientific shift
The research also contributes to a growing body of work by scientists such as Sudasinghe and Meegaskumbura, challenging traditional assumptions about species distributions in the region.
Earlier studies often assumed that many freshwater fish species were shared uniformly between India and Sri Lanka. However, modern genetic tools are revealing a far more complex picture—one shaped by ancient geography, climatic shifts, and evolutionary processes.
“We are moving from a simplistic view of biodiversity to a much more nuanced understanding,” Ranasinghe said. “And Sri Lanka is proving to be a fascinating natural laboratory for this kind of research.”
Looking ahead
The researchers emphasise that much remains to be explored, with several freshwater fish groups in Sri Lanka still poorly understood at the genetic level.
For Sri Lanka, the message is clear: beneath its rivers, tanks, and wetlands lies a largely untapped reservoir of evolutionary history.
As Ranasinghe puts it:
“Every stream could hold a story of millions of years in the making. We are only just beginning to read them.”
By Ifham Nizam
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