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Unusual Challenges in Iraq

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Hotel Babylon Oberoi

Part Five
PASSIONS OF A GLOBAL HOTELIER

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

Planning for Two Hotel Operations

I was thrilled when the General Manager of Hotel Babylon Oberoi confidentially informed me to be ready to take over the management of a competitor five-star hotel in Baghdad. That same day, I began my strategic planning, assuming the takeover would occur within two weeks. Discreetly, I identified chefs, restaurant managers, and bar supervisors who could be transferred on short notice.

My initial reaction was a shock. The Iraqi government had abruptly decided to terminate the management contract of another hotel, which was run by a professional team employed by a well-known international hotel corporation. I felt saddened for the expatriate managers who would be forced to leave Iraq once Oberoi took over the management. However, in the business world, one organization’s misfortune often translates to another’s opportunity. I was eager to oversee two large operations with 18 food and beverage outlets and around 400 employees. I always loved the challenge of running multiple operations concurrently.

Radeef – The Second Fiddle

In 1989, Iraq’s five-star hotels managed by international corporations were generally allowed to operate with some degree of autonomy. However, the Iraqi government frequently interfered indirectly with spies and occasionally interfered directly with the style of management. These hotels were primarily managed by expatriates, with a few key positions, such as Human Resources Manager, Chief Engineer, and Security Manager, held by qualified and experienced locals. All other management positions at hotels were held by foreigners, with one exception.

Each hotel also had an Iraqi Deputy General Manager, known as the Radeef, meaning “second fiddle.” Most Radeefs had no qualifications or experience in hotel management; their main requirement was loyalty to Saddam Hussein’s Baath Party. They reported directly to the State Organization of Tourism in Iraq (Tourism) and were tasked with monitoring the actions of expatriate managers, reporting any unusual or suspicious activities. In 1989 no one was trusted in Iraq.

Our hotel’s Radeef was a former school teacher before being assigned to Hotel Babylon Oberoi and he was clueless about hotel operations and administration. He never attended our management team meetings and only left his office to dine in the hotel restaurants with Iraqi VIPs and attend confidential meetings outside the hotel.

Recognizing Radeefs’ importance to the owners, I tried to maintain a cordial relationship with him, but he rarely communicated with us. After an incident where the American General Manager at the other hotel showed disrespect to the head of Tourism, leading to their expected loss of the management contract, our Radeefs’ behaviour changed dramatically. He became more active and interfering, likely following direct orders from his superiors at the Baath Party.

The Radeef began walking around the hotel, interfering in departments, giving instructions to junior staff, and micromanaging. At a morning briefing, I informed the General Manager, “Mr. Misra, I have a new problem in my division. Radeef has started giving direct orders to the restaurant managers and head waiters. Can you kindly inform him to go through me for any changes in the food and beverage division, and I will respectfully comply with any reasonable request. He should follow the chain of command.”

At that point Misra gestured for me to stop talking. When I continued to complain, saying, “Radeef must not undermine the authority of divisional heads and departmental managers,” Misra became annoyed. He stood up and gestured with his index finger for me to follow him, leaving the rest of our management team baffled.

I followed Misra to the middle of the front garden of the hotel. “Mr. Jayawardena, please don’t complain about Radeef in my office, which is wiretapped! Everything we discuss there can be heard at the Baath Party head office.” I was sceptical but decided to keep quiet.

Misra continued, “Look, I fully understand your frustration. I will deal with it. With the forthcoming favour Oberoi will do for Tourism by taking over the other hotel, I can negotiate to replace the Radeef with a properly qualified and experienced hotelier as the new Deputy General Manager. No five-star hotel in Iraq has been allowed to do this before. In fact, the Radeef will be replaced next week by Mr. P. G. Mathews, a well-known hotelier from India and a graduate of the Oberoi Hotel School.”

Wiretapping as a Welcome Gesture

Within a week, the Radeef left and vacated his office at the hotel. While the maintenance and housekeeping staff prepared the office for the arrival of our new Deputy General Manager, two outsiders with rolls of wire approached me and asked, “Which office will be occupied by Mr. P. G. Mathews?” When I inquired about their role, they responded without hesitation, “We are electricians from the Baath Party head office. We must do an urgent wiring job.” They openly wiretapped the office and left.

When P. G. Mathews (PG) arrived with his wife Roshni and their four-year-old daughter Mihika, my family immediately became good friends with them. Even after 35 years, we keep in touch with them. When I warned PG about his wiretapped office, he was surprised. Following my deputy, T. P. Singh’s funny example, I told PG, “Welcome to Iraq!” PG did not find it amusing.

Our Social Life in Baghdad

Despite the unusual challenges we faced in Baghdad, we enjoyed the friendliness of the Iraqi people and the camaraderie among our expatriate colleagues and friends. The expatriate community was like a close-knit group of career diplomats, always sticking together and watching each other’s backs. We celebrated every occasion, such as birthdays of expatriate managers at the hotel or their kids, with parties.

Our Sri Lankan friends from other hotels, especially the Happuwatte family (Kamal, Preethi, and their daughter Varunika) from Al Rasheed Hotel, visited us frequently, and we visited them at their staff quarters. We also learned from each other’s experiences living in Iraq during these peaceful yet uncertain times.

The Plight of the Kurds

Coming from Sri Lanka, which was in 1989 embroiled in an ethnic separatist war, I was naturally interested in the minority Kurds in Iraq and some neighbouring countries. During my visits to the northern parts of Iraq, I had the opportunity to associate with Kurdish communities.

Some of our new Kurdish friends visited us at our suite at Hotel Babylon Oberoi, though they feared to speak openly about their plight. A regular Kurdish visitor to our suite was a single father named Azad and his three-year-old beautiful daughter, Jiyan. My son Marlon was intrigued by Jiyan’s blond hair and blue eyes, features that are not uncommon among certain Kurdish tribes.

Kurdish people, or Kurds, are an Iranic ethnic group native to the mountainous region of Kurdistan in Western Asia, which spans southeastern Turkey, northwestern Iran, northern Iraq, and northern Syria. Kurds speak the Kurdish languages and the Zaza–Gorani languages. The Kurdish population worldwide is estimated to be over 30 million. Despite their significant population, Kurds do not comprise a majority in any country, making them a stateless people.

Much of the geographical and cultural region of Iraqi Kurdistan is part of the Kurdistan Region, an autonomous area recognized by the Constitution of Iraq. During World War I, the British and French divided West Asia arbitrarily, creating waves of social, political, religious, and economic conflicts over the next century. Defiant to the British, in 1922, Shaikh Mahmud declared a Kurdish Kingdom with himself as king. It took two years for the British to bring Kurdish areas into submission. During World War II, the power vacuum in Iraq was exploited by the Kurdish tribes, leading to a rebellion in the north that effectively gained control of Kurdish areas until 1945, when the Iraqi government, with British support, could once again subdue the Kurds.

During the Iran–Iraq War, the Iraqi government implemented harsh anti-Kurdish policies, resulting in a de facto civil war. Iraq was widely condemned by the international community but was never seriously punished for its oppressive measures. These included the use of chemical weapons against the Kurds, resulting in thousands of deaths just before I arrived in Iraq in 1989. Some accused Saddam Hussein’s government of committing systematic genocide against the Kurdish people, including the wholesale destruction of some 2,000 villages and the slaughter of around 50,000 rural Kurds, by the most conservative estimates.

Hosting Uday Hussein

While awaiting the decision from the Oberoi Hotel corporate office about taking over the management of a competitor hotel in Baghdad, I was compelled to regularly provide hospitality to the notorious Uday Hussein.

Uday, the elder son of President Saddam Hussein, was an influential and feared figure in Iraq. He held numerous positions, including sports chairman, military officer, and businessman, and was the head of the Iraqi Olympic Committee and Iraq Football Association. He also commanded the Fedayeen Saddam, a loyalist paramilitary organization that served as his father’s personal guard. Although dynastic succession is rare in a federal parliamentary republic, Uday was widely considered Saddam Hussein’s heir apparent.

Mrs. Mishra hosting an Oberoi expatriate birthday party for Mihika

Before my first meeting with Uday, I had heard many horror stories about his behaviour. He was reportedly erratically ruthless and intimidating to both perceived adversaries and close friends. Relatives and personal acquaintances were often victims of his violence and rage. Witnesses alleged that he was guilty of rape, murder, and various forms of torture, including the arrest and torture of Iraqi Olympic athletes and national football team members whenever they lost a match.

Uday was reputed as a flamboyant womanizer who financed his lavish lifestyle largely through smuggling and racketeering. He was feared in many circles in Iraq, and people generally avoided making direct eye contact with him. It was my misfortune that Uday’s favourite hangout night club happened to be Githara at Hotel Babylon Oberoi.

One Thursday around 10:00 pm, while I was working as the hotel’s duty manager, I was abruptly approached at the hotel lobby by a tough-looking man in uniform. “I am Ali, the head bodyguard for His Excellency, Uday Hussein. Clear our favourite corner at Githara Night Club for six VVIPs,” he commanded. His words were not a request but an order. “Sure, will do that immediately”, I said and reached to shake his hand, a gesture he rudely ignored.

Working with staff accustomed to these visits, especially on Thursday nights, I quickly made the arrangements. When the group arrived, they were all armed with guns, which they did not surrender at the entrance to the night club, unlike all other patrons who obeyed this house rule. None in my team had the courage to request Uday’s group to respect the house rules.

I clearly remember all details of my first encounter with Uday Hussein, although he avoided speaking with me directly. In his eyes hoteliers were simply servants who must cater to whims and fancies of VVIPs. He was imposing, nearly six and a half feet tall, and looked much older than his official age of 25 in 1989. There was always uncertainty about his exact birthday or whether the person in front of me was Uday himself or his body double, who was reputedly forced to undergo many plastic surgeries. Like his bodyguards, Uday was already under the influence of alcohol. When he spoke with his five bodyguards, I noticed that he had difficulty speaking clearly due to an abnormality in his mouth.

As soon as the group settled in their favourite corner, they scanned the night club for attractive single women. The atmosphere changed immediately; most of the other customers and all our night club staff looked uncomfortable and worried.

Ali then gave his second order to the Night Club Manager, “Twelve portions of the usual! Now!” The bar staff knew the drill and promptly prepared a strong cocktail with whiskey, brandy, vodka, cognac, and champagne. “That’s his favourite to get the girls drunk,” my deputy, T. P. Singh, whispered in my ear. “Boss, I am off now. As per your new instructions, I must return to work before breakfast service. Enjoy your duty manager shift till 4:00 am,” TP left, looking relieved.

I observed as the cocktail was served in a large ‘cup of friendship’, and Uday’s new female friends had to drink it all. Uday was known for forcing guests to consume large quantities of alcohol at his parties. According to some rumours, whoever earned Uday’s friendship had to drink that cocktail, also named the ‘Uday Saddam Hussein’. They were preparing for a night of ‘fun, outrageous adventures, and horror’.

To be continued next week, including a section: ‘My Final Encounter with Uday Hussein’…



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The quiet habits behind wealth: Without chasing appearances

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by Prof. C. A. Saliya

When people picture wealth, they often imagine luxury cars, large homes and expensive holidays. But financial advisers who work with wealthy clients describe a different picture: people who spend carefully, keep cash aside, invest patiently and understand the risks they take.

A recent Research NZ report, based on interviews with financial advisers, found that many wealthy people are discreet about money. They tend to live within their means, maintain emergency savings, take calculated investment risks and pay close attention to tax and financial structures.

For Sri Lankan families facing high living costs, loan repayments and uncertainty about the future, the lesson is not that everyone must become rich overnight. It is that better financial habits can create greater security over time.

Wealth is often quiet

One of the strongest habits associated with long-term financial stability is controlled spending. Many people with high incomes do not automatically increase their lifestyle every time they earn more. Instead, they decide in advance what they can afford, save consistently and avoid treating every salary increase as permission to spend more.

This does not mean denying life’s small pleasures. It means knowing the difference between a need, a want and a purchase made only to impress others.

In Sri Lanka, where social pressure can sometimes encourage visible spending on weddings, vehicles, clothing or celebrations, this is a difficult but useful principle. A household that earns well but spends everything may look prosperous while remaining financially fragile. By contrast, a family that saves even a modest amount regularly can build options: education for children, a medical reserve, a home deposit or capital for a small business.

The Central Bank of Sri Lanka’s financial-literacy survey found that bank-account ownership is high, but financial behaviour remains a concern. Its later roadmap notes that Sri Lankans show satisfactory financial knowledge compared with other countries, while positive everyday financial behaviour still lags behind.

Knowledge, in other words, is not enough. People also need routines.

Keep an emergency fund before taking bigger risks

The wealthy people described in the RNZ article often kept readily available savings for genuine emergencies and avoided using these funds for ordinary spending.

This is perhaps the most practical lesson for an average family. An emergency fund is not money that “does nothing.” It is money that protects a household from making a desperate decision when illness, job loss, vehicle repairs or an unexpected school expense arrives.

For some, the first target may be one month of essential expenses. Over time, it can be increased. The point is not perfection; it is having a buffer.

Without one, families may turn to costly borrowing, informal lenders or repeated credit-card debt. Research on household finance shows that weak credit knowledge, cross-borrowing and reliance on informal debt can increase the risk of over-indebtedness.

Saving alone may not be enough—but investing requires care

Saving is the starting point, not always the final destination. Money kept entirely in cash or low-return accounts can lose purchasing power over time, especially when prices rise. This is why financially secure people often invest—not recklessly, but with an understanding that long-term returns usually require some level of risk.

The key phrase is calculated risk. That means asking basic questions before investing: What is the business model? Is the institution regulated? How easily can I access my money? What happens if the investment falls in value? Am I being promised unusually high returns? Do I understand where my money is going?

A proper investment plan should not depend on rumours, social-media tips or promises of “guaranteed” profits. It should be diversified where possible—spread across suitable assets rather than placed in a single company, property deal or scheme.

For a young worker, investing may begin with a small, regular contribution. For a business owner, it may mean reinvesting carefully in a viable enterprise. For a family nearing retirement, capital protection and predictable income may matter more than aggressive growth. There is no single plan for everyone.

Debt can build wealth or destroy it

The RNZ article also makes a more controversial point: wealthy people sometimes use other people’s money, through debt or outside equity, to build businesses or buy assets. When investment returns exceed borrowing costs, borrowing can magnify gains. But the reverse is equally true: when returns fall or income is interrupted, debt magnifies losses.

This distinction is crucial in Sri Lanka.

Debt used for a productive purpose—such as a well-researched business, equipment that generates income, or an asset with manageable repayments—can be different from debt used for consumption. Borrowing for status purchases, repeated expenses or a lifestyle beyond one’s income can quickly become a burden.

Before taking a loan, families should calculate the monthly repayment under difficult conditions, not only favourable ones. Could the instalment still be paid if income falls? Is the interest rate fixed or variable? Is there enough emergency savings left after the initial payment? These questions may feel cautious, but caution is often what keeps a financial setback from becoming a crisis.

Pay attention to taxes and paperwork

Another quiet habit of financially successful people is paying attention to tax. They understand that the amount earned is not the same as the amount kept. They keep records, claim lawful deductions where applicable and structure businesses or investments properly.

The quiet habits

For self-employed people and small-business owners, this can be especially important. Clear records of income, expenses, invoices and taxes are not merely administrative chores. They help owners understand whether a business is truly profitable and make it easier to obtain formal finance when needed.

This is not an argument for avoiding tax. It is an argument for understanding the rules, meeting obligations and using legitimate options available under the law. When in doubt, taxpayers should seek advice from a qualified professional.

The human side of money

The most important lesson is that wealth is rarely created by one dramatic decision. It is usually built through repeated small choices: saving before spending, avoiding unnecessary debt, learning before investing, and staying patient when others are chasing quick gains.

A literature review of household finance supports this practical view. Studies consistently associate financial literacy, planning, self-control and budgeting with better saving and investment decisions. At the same time, the research warns that financial outcomes are shaped by income, access to formal financial services and economic conditions—not simply by individual discipline.

That matters in Sri Lanka, where many households are working hard simply to meet daily needs. Advice about wealth should never become blame. Not everyone starts with the same income, family support or opportunity.

But the habits that strengthen financial resilience are available in some form to most people: keep records, build a buffer, question easy-money promises, borrow carefully and make decisions based on long-term goals rather than short-term appearances. (See table)

Wealth may not always look glamorous. Often, it looks like an emergency fund nobody sees, an investment made patiently, a loan avoided, and a family that sleeps more peacefully because it has planned ahead.

(Prof. C. A. Saliya, is a charted accountant, academic, researcher and former banker. He is the author of SAMAJA GAVESHAKAYA and Springer Publication DOING SOCIAL RESEARCH. He can be contacted at saliya.ca@gmail.com. The views expressed in this article are his own and do not necessarily represent those of the organisations with which he is affiliated.)

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Tusker Kavantissa’s death exposes Sri Lanka’s wildlife conservation crisis

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Kavantissa

by Prof. Ranjith Bandara,
Emeritus Professor, University of Colombo

This article examines why community exclusion, excessive bureaucratic control, unequal distribution of conservation benefits, weak institutional accountability, and short-sighted political leadership continue to undermine wildlife conservation in Sri Lanka.

The death of Tusker Kavantissa is more than the loss of one of Sri Lanka’s most remarkable wild elephants. It exposes uncomfortable questions about how we protect our natural heritage, how conservation decisions are made, and why repeated warnings have failed to produce meaningful reforms. His death should compel us to examine not only what happened to one extraordinary animal, but also the deeper weaknesses in our wildlife conservation system.

Tusker Kavantissa, one of Sri Lanka’s most prominent wild tuskers, died on 16 October, 2026, after receiving veterinary treatment for an injury, reportedly caused by gunfire. Although the wound had shown some improvement, his health subsequently deteriorated. The precise cause of death requires confirmation through a proper post-mortem examination. Nevertheless, the circumstances raise serious questions about preventive protection, wildlife management, and institutional preparedness.

The wider picture is equally disturbing. According to recently reported figures, Sri Lanka has lost an average of approximately 402 elephants and 138 people annually, since 2019, due to human–elephant conflict. These figures reflect a continuing national tragedy affecting both wildlife and rural communities.

What Sri Lanka faces today is not merely a wildlife conservation problem. It is also a crisis of environmental governance, shaped by institutional weaknesses, political decisions, and the failure to recognise the economic and social realities of conservation.

Conservation without communities

One of the fundamental weaknesses of our conservation approach is that local communities are often treated as subjects of regulation rather than partners in conservation. They are expected to bear the risks, respect restrictions, and cooperate with government programmes, yet their influence over decisions affecting their lives remains limited.

For rural families living alongside wild elephants, conservation is not an abstract environmental objective. It directly affects their safety, agricultural income, property, and everyday lives.

Farmers frequently possess valuable knowledge about elephant movements, vulnerable locations, seasonal changes, and practical protection measures. Yet conservation interventions are sometimes designed without adequately considering this experience.

When decisions are imposed from above, communities may feel excluded from programmes they are expected to support. This weakens trust, reduces cooperation, and ultimately undermines conservation outcomes.

We must recognise that protecting elephants and protecting farmers are not conflicting objectives. Both are essential. A conservation policy that safeguards wildlife while neglecting human security cannot be considered successful.

The real challenge is to replace conservation imposed on communities with conservation undertaken alongside them. Meaningful participation requires more than consultation meetings. Communities must have a genuine role in planning, implementing, monitoring, and evaluating conservation activities.

Bureaucratic authority versus public accountability

Wildlife conservation requires strong institutions, professional expertise, and effective regulations. However, excessive bureaucratic control can become an obstacle when administrative authority takes precedence over practical outcomes.

Decision-making in Sri Lanka’s conservation system remains heavily dependent on central institutions. Administrative procedures, overlapping responsibilities, and limited coordination can delay responses to urgent problems.

More importantly, excessive centralisation can discourage local innovation and prevent communities from contributing practical solutions.

When administrative authority becomes more important than results, conservation risks becoming an exercise in controlling people rather than protecting nature.

This criticism should not be confused with questioning the dedication of frontline wildlife officers and veterinarians. Many work under difficult conditions with limited resources. The efforts undertaken to save Tusker Kavantissa deserve recognition.

However, individual commitment cannot compensate indefinitely for institutional weaknesses.

We must ask whether our conservation institutions have the capacity to identify risks early, protect vulnerable animals, coordinate emergency responses, and evaluate the effectiveness of their interventions.

Public accountability should, therefore, extend beyond compliance with administrative procedures to measurable conservation outcomes.

Who bears costs, and who receives benefits?

Perhaps the most neglected dimension of wildlife conservation in Sri Lanka is the unequal distribution of its economic costs and benefits.

Wild elephants contribute substantially to tourism, biodiversity, cultural heritage, and the country’s international image. Their conservation generates benefits enjoyed by society as a whole.

Yet the financial and personal costs are concentrated among rural communities living within elephant habitats.

A study published in 2023, involving 300 farming households in southern Sri Lanka, revealed a striking imbalance. Although these households lived near two national parks, none received economic benefits from tourism. Meanwhile, 57 percent had experienced elephant-related crop damage.

The findings raise a fundamental economic question: if the entire country benefits from elephant conservation, why should a relatively small and vulnerable section of society bear a disproportionate share of its costs?

Conservation cannot remain economically sustainable when its benefits are widely enjoyed but its costs are concentrated among those least able to bear them.

A separate study, published in 2024, involving 439 affected farming households, examined the possibility of financing compensation through tourism revenue. It demonstrated the potential for tourism-based financial mechanisms to support human–elephant coexistence.

The policy implications are significant

A proportion of wildlife tourism revenue could be directed towards affected communities through transparent benefit-sharing arrangements. Such measures could support compensation, village protection, local employment, community enterprises, and agricultural improvements.

However, financial compensation alone is insufficient. The 2023 study also indicated that fear of elephants and concerns about crop damage strongly influenced community attitudes. People must feel safe in their homes and farms, not merely receive payment after suffering losses.

Equitable benefit-sharing is, therefore, more than an act of generosity. It is an economic and social requirement for sustainable conservation.

Political decisions and absence of long-term vision

The weaknesses in wildlife conservation cannot be attributed solely to public officials. Political leadership must accept its share of responsibility.

Poor land-use planning, habitat fragmentation, obstruction of elephant movement corridors, and development decisions that inadequately consider environmental consequences have contributed to human–elephant conflict.

Political decisions made for immediate gains can create environmental and economic costs lasting for decades.

Another weakness is the preference for visible, short-term interventions.

Constructing electric fences, relocating elephants, and launching emergency operations can attract considerable publicity. However, such interventions should be evaluated according to their effectiveness, not their visibility.

Political leadership should be judged not by the number of conservation programmes announced, but by the lives protected, conflicts prevented, and long-term improvements achieved.

There is also a serious problem of policy continuity. Conservation cannot be governed according to electoral cycles or changing political priorities.

Elephant habitats, migration patterns, and ecological processes do not change with governments. Successful conservation, therefore, requires consistent national commitments extending beyond individual political administrations.

Without such continuity, public investment may be wasted while the underlying problems remain unresolved.

Problem is not always a lack of policy

Sri Lanka’s conservation crisis cannot be explained simply by a shortage of scientific knowledge or policy recommendations.

In many instances, the greater challenge lies in translating available knowledge into coordinated, adequately funded, and politically supported action.

The National Action Plan for the Mitigation of Human–Elephant Conflict, prepared in 2020, proposed a science-based approach that emphasised community participation, protection of villages and agricultural land, and more effective conflict-management strategies.

Yet an important question remains: how much of this plan has been implemented successfully?

Have implementation difficulties arisen from inadequate resources, weak institutional coordination, administrative resistance, or insufficient political commitment?

An independent assessment of the plan’s implementation would help identify these obstacles and establish clear responsibilities.

We must also recognise that a substantial proportion of Sri Lanka’s wild elephants live outside protected areas. Attempting to confine all elephants within national parks and forest reserves is, therefore, neither realistic nor sustainable.

Effective conservation requires land-use policies informed by elephant ecology, settlement patterns, agricultural needs, and the practical realities of human–wildlife coexistence.

A sound policy that remains largely unimplemented offers little protection to either elephants or people.

Towards more responsible conservation system

Sri Lanka needs a fundamental change in how wildlife conservation is governed.

Four priorities deserve immediate attention.

First, local communities must become genuine partners in conservation management, with meaningful responsibilities and decision-making opportunities.

Second, conservation benefits must be distributed more fairly. Wildlife tourism should contribute directly to protecting the livelihoods and safety of communities that bear conservation costs.

Third, existing national conservation plans should be independently reviewed to identify implementation gaps and establish a realistic timetable for corrective action.

Fourth, conservation institutions must become more accountable for measurable outcomes, including reductions in human deaths, elephant mortality, crop losses, and property damage.

These reforms require cooperation among wildlife, forestry, agriculture, land, irrigation, and local government institutions.

They also demand political leadership willing to prioritise long-term results over short-term publicity.

For exceptional animals, such as Tusker Kavantissa, improved risk monitoring, preventive protection, and timely veterinary responses are particularly important. However, conservation should not be limited to protecting a few well-known animals.

Every wild elephant has ecological value, just as every person living alongside elephants has an equal right to safety.

The objective must be a system that protects both.

Lesson tusker Kavantissa leaves behind

The death of Tusker Kavantissa should not become another moment of national sorrow that gradually fades from public memory. It should mark a turning point in how Sri Lanka approaches wildlife conservation.

A proper investigation into his death is essential. Equally important is an honest examination of the conservation system within which such tragedies continue to occur.

The real challenge is not choosing between people and elephants. It is creating a system in which both can coexist safely, and where the responsibilities, costs, and benefits of conservation are shared fairly.

This requires more than scientific expertise and stronger regulations. It demands accountable institutions, meaningful community participation, economic fairness, and political leadership guided by a clear long-term vision.

Our greatest failure would not be the loss of Tusker Kavantissa alone. It would be allowing the same weaknesses in our conservation system to claim more lives while we continue to avoid the reforms that could prevent them.

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Equality before the Law as foundation of Sri Lanka’s recovery

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Gnanasara Thera brought to court, dressed in lay attire

by Jehan Perera

The government appears set to overcome the first major challenge to one of its foundational principles. It has faced down demands from sections of the Buddhist clergy and opposition parties to release Ven. Galagodaatte Gnanasara from his prison sentence for contempt of court.

Ven Gnanasara is best known as the general secretary of the Bodu Bala Sena, a nationalist Sinhala grouping. The government seemed unfazed by a protest march organised by Buddhist monks and the opposition parties and its supporters organised an even bigger march to support the government’s position. It is notable that the general population did not get involved in either march in any substantial number. The issue has now become a test of whether the government will uphold its commitment to apply the law equally, irrespective of a person’s position or status, even when doing so brings it into conflict with a powerful constituency.

The case has a specific legal history. Ven. Gnanasara was sentenced to six years’ imprisonment by the Court of Appeal in 2018 for contempt of court in a case involving former military personnel where he disrupted the proceedings. The Supreme Court rejected his appeal in 2018. Former President Maithripala Sirisena subsequently granted him a presidential pardon in 2019. Last month, the Supreme Court invalidated that pardon. The initial demand by Buddhist monks and their lay supporters was that Ven. Gnanasara should be permitted to wear his Buddhist robes when appearing in public before the courts. The government has indicated its willingness to examine the procedures governing the treatment of Buddhist monks in prison, in consultation with the relevant religious authorities. However, the initial demand has now been escalated into a demand for a presidential pardon.

One of the central promises of the National People’s Power (NPP) during its election campaign two years ago was to apply the law equally to all. This commitment has shaped the government’s approach to allegations of corruption and criminality involving individuals who previously wielded political power. The NPP government was swept into power on a wave of antipathy towards those in previous governments who were perceived to have abused their positions for private gain. The economic collapse Sri Lanka experienced in 2022, and the hardships endured across society, remain vivid in the public memory. The past two years have seen the government pursuing those accused of corruption and other offences. Several high-ranking members of previous governments have faced arrest and legal proceedings and been sentenced to jail.

Religious Concerns

The ability of opposition parties to mobilise widespread resistance against proceedings involving their leaders has been limited, as much of the general population continues to favour accountability for past financial crimes. However, the case of Ven. Gnanasara is different. It does not concern allegations of financial corruption, but the relationship between religious authority, the courts and the law of the land. This is where the distinction between respecting religious traditions and upholding the law becomes crucial. There is a sense among sections of the general population that Buddhist monks should not be treated on a par with others and that requiring Ven. Gnanasara to appear in court without his robes was unjust and contrary to the national ethos. Such sentiments reflect the special place Buddhism occupies in Sri Lanka’s history and society. Sinhala Buddhist nationalism has been a potent political force throughout the country’s history, drawing on a heritage that extends back more than two millennia. The question is whether respect for Buddhism needs to also entail the exemption of individual monks from the ordinary requirements of the law and thereby treat them differently.

The challenge would be to accommodate legitimate religious concerns through rational and lawful procedures without allowing religious status to become a source of legal privilege. The government has been amenable to addressing the issue of monastic robes, but has so far resisted the demand to release Ven. Gnanasara through a new pardon. President Anura Kumara Dissanayake and government members have made it clear that the government would not bend the law to accommodate any individual. They have taken the position that any shortcomings in existing rules should be addressed by changing the rules through proper procedures, rather than by making an exception for a particular individual. If the government holds its position, it will demonstrate that its commitment to the rule of law extends even to constituencies that have historically enjoyed considerable political influence.

This is important not only for the country’s democratic institutions but also for its economic future. Sri Lanka is seeking to recover from its economic collapse and establish the foundations for sustained growth. The International Monetary Fund’s analysis of Sri Lanka’s governance weaknesses has repeatedly emphasised the economic costs of corruption and institutional deficiencies. Its 2024 analysis of governance and growth concluded that comprehensive and coherent reforms could bring significant macroeconomic benefits. The IMF’s 2025 assessment also highlighted the importance of sustained governance reforms in unlocking the country’s growth potential. Investors, both domestic and foreign, need confidence that public institutions function according to predictable rules, that contracts and property rights are protected, and that political connections or social status will not determine how the law is applied.

Sensitive Issue

Sri Lanka has long sought the leap towards prosperity that has proved elusive under successive governments. Economic reform alone will not achieve it. The connection between the rule of law and economic prosperity is direct. Businesses are more likely to invest when they can expect disputes to be resolved fairly, public resources to be managed transparently and regulatory decisions to be made on rational grounds. No country can achieve a durable economic take-off if its institutions are perceived to operate according to political favour, inherited privilege or communal pressure. Sri Lanka cannot afford to return to a political culture in which powerful interests are shielded from accountability while ordinary citizens bear the costs.

Changing a political culture that has evolved over the decades if not centuries is a difficult undertaking, particularly in a country where political leaders have long relied on religious and communal identities to consolidate their support. It requires not only firmness but also sensitivity, dialogue and a willingness to reform laws and institutions where genuine deficiencies exist. The present controversy offers an opportunity to demonstrate that these objectives need not be in conflict. The government can respect the Buddhist clergy’s concerns about the treatment of monks in prison while refusing to grant an individual an exemption from a judicial sentence. It can recognise the importance of Buddhism to the country while maintaining that no religious or political authority stands above the law.

The question is whether national traditions and ethos are interpreted in ways that strengthen justice, responsibility and social harmony, or invoked to defend privileges that undermine them. The country needs a transformation in public expectations from privilege to accountability, from communal claims to equal citizenship, and from personal discretion to institutions governed by law.

The government’s handling of the case involving Ven. Gnanasara is therefore about more than one monk or one sentence. This particular case will determine whether the government can build a system in which no government, religious authority or politically influential individuals can place themselves beyond the law. A just society must be able to honour both its traditions and its commitment to equality before the law.

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