Features
Wrapping up the biography of Jetwing founder, Herbert Cooray
(Excerpted from A Man in His Time: the Jetwing story and the life of Herbert Cooray by Shiromal Cooray)
Standing six feet (180cm) tall and weighing around 220lbs (100kg), Herbert Cooray was a big man in person, as well as in personality. Handsome, despite his habitually casual appearance, his one small vanity was his hair, which remained thick and abundant well beyond middle age. He carried a comb and often used it.
His carriage and mien were such that people rarely failed to notice his presence, yet he was generally quiet and reserved. A business magazine described him as “a gentle, unassuming man with a soft spoken drawl and a charming smile.” If asked for his views, however, or if the matter seemed important enough to demand it, he could be as frank and outspoken as anyone.
Generous to a fault, he was always ready to help anyone in need, whether the petitioner was a friend, a relative, an employee or a complete stranger. Like many charitable people, he did not like to lend money, preferring to make an outright gift of it; he advised his children that, when asked for a loan by anyone, they should offer an amount they could afford to part with forever. He also advised them never to sign any personal guarantee, however pressing the circumstances, and never to violate the laws of the land in order to help somebody or themselves.
Such practical advice was typical of his approach to parenthood; he was not ambitious on his children’s behalf but allowed them to develop their own interests and personalities at their own pace. Praise and blame were both dispensed in moderation. The one thing he insisted on was that Shiromal and Hiran should complete their education.
When asked the question, “For someone who had managed over a dozen hotels singlehanded, and with careful attention to detail, wasn’t it a step in a different direction to relinquish control in the company?” (In fact many entrepreneurs do find it hard to relinquish control). His answer was, “My style of management has always been one of openness and flexibility. Certainly not the pyramid style of management. And I have always worked closely with others, many of them my good friends. So I was never the sole person with all the power. It was a new direction, yes, when my children came in, but the style of management didn’t change at all. I had built up a management team over the years, who could function well with less input from me. I could take a slower role when the children came into the firm, and I enjoyed doing that.”
Herbert encouraged his children to develop their own personalities and not be in his shadow.
Though Herbert worked hard, he made sure to devote time to the care of his family. Sundays were reserved for visits to the children’s grandparents. School holidays meant expeditions with friends to different parts of Sri Lanka, and sometimes abroad as well. He was also a spiritual person though not in the same manner as his wife.
His love of family reflected his own upbringing. He and his mother had always been especially close, and since the old lady had lived to the grand old age of 108, the relationship was also an unusually long one. Recalling his younger days, he liked to speak of the role she had played in shielding him from his father’s wrath in the aftermath of some youthful scrape.
Although he had been a student leader and political activist in his youth, Herbert Cooray was never tempted to involve himself in politics once he had chosen his entrepreneurial vocation. This is not say that he became apolitical with maturity: rather that he regarded his active contribution to politics as completed. As for his own views, he kept those for arguments around the family dining-table, and for deciding how to mark the ballot-paper every election day.
Not currying political favour might have meant missing some lucrative opportunities, but Herbert was all too well aware that such favour often comes with strings attached. Instead, he made it a point that Jetwing should engage with and support national economic and social policy with respect to tourism, the economy and other areas falling within the ambit of the group’s activities with whatever government in power. He was quick to take advantage of investment incentives offered to particular sectors by the government, as a result of which he found himself involved in a diversity of projects outside Jetwing.
Among these was a beautiful commercial orchid plantation he set up at his home during the 1970s, the government of the time trying to promote ‘non- traditional exports: Next, acres of potatoes were farmed on a leasehold land in the remote Knuckles mountain range, a security firm and even a feature film, Dandu Monara which he produced which went on to win many awards.
In 1992, Herbert bought into a finance company. By 1995, he had gained a controlling interest in it. With the help of another young man he saw a great deal of promise in the and he set about turning it into a strong, successful business. Today, Trade Finance and Investments Ltd. is a well-known, profitable and reputable part of Sri Lanka’s financial landscape, and is listed on the Colombo Stock Exchange.
The Central Bank of Sri Lanka has commended the company for the exemplary manner in which it is run. As a result of the financial sector consolidation plans of the Central Bank of Sri Lanka, the shares of the company have just been divested to another party in 2014, in keeping with the regulations of the Central Bank of Sri Lanka.
Herbert Cooray was a man of his time and one ahead – a time when deals were made over a beer or a glass of whiskey and sealed with a handshake. Businessmen of his generation relied far more on their intuition than the managers of today, whose decision-making is supported by powerful analytical and predictive tools, information technology and teams of highly-qualified specialists. Today’s decision-makers are certainly more fully informed than their predecessors, but it is arguable whether or not they are better informed as anyone who has ever had to make an important decision quickly can testify, too much information – too many items to consider – can impede thought rather than facilitate it.
Entrepreneurs in Herbert’s day often had to guess and finesse their way through a project or deal. In the process they acquired a sort of businessman’s intuition, sensitivity to situations and nuance of character that often produced results as good as ‘by-the-numbers’ decision -making we practice in the 21st century. Entrepreneurs have been described as “driven, creative individuals [who] know plenty about battling adversity. They have overcome infrastructure and regulatory hurdles to start their businesses. Often they’ve fulfilled an unsatisfied demand and in many cases, actually built demand by introducing new products to the market.” This is true of Herbert too.
Of course- one could guess wrong. Herbert, no less fallible than the next human being, made his own errors of judgment. He was once used by the new board of directors of an under-par hotel in which Jetwing had a stake: Herbert had brought his people in and turned the hotel round, but was then coaxed to sell the Jetwing stake to the incoming board in exchange for the promise of a long-term management contract. The shares changed hands in a transaction greatly to the new directors’ advantage, but the management contract never materialized.
He made other errors too, and at times was simply overtaken by events. A major hotel project begun during the ceasefire period ran into innumerable delays of a bureaucratic nature; debts built up while opportunity slipped away. By the time the hotel was complete, the tsunami and a resumption of hostilities had sent tourist arrivals plummeting again. It was some time before things could be back on an even keel.
But such are, and have always been, the vicissitudes of entrepreneurship. It is in the long term that the story is told, and in the long term – in the end the story of Herbert Cooray and Jetwing is a story of remarkable success gained through hard work, integrity, pragmatism and self-confidence.
It is a story of which the final sentence has yet to be written. Though Herbert Cooray passed away on June 7, 2008, just two months after his beloved, long-lived mother, his legacy, and the enterprise he built live on; the latter informed and inspirited by the former. For as long as visitors to Sri Lanka find their experience of the country enhanced and their lives enriched by the efforts of Jetwing people – at a hote, in transit or on tour – his spirit will live on, touching the lives of all those who come into contact with his legacy.
Features
Trump’s tariffs, AKD’s gazette and Sri Lanka’s diplomatic slumber
“We are rather respectable in Colombo. We go to bed fairly early, and we remain there till morning. “
According to Sri Lanka’s diplomatic folklore, the late S.W. R. D. Bandaranaike uttered these words while explaining the reasons for Sri Lanka’s abstention on the UN resolution condemning the Soviet invasion of Hungary. Apparently, SWRD’s foreign ministry officials were asleep at home when the diplomatic cable seeking instructions was received from New York. In those days, there were no cell phones, Internet, or even fax or telex machines. The diplomatic cables were sent through post offices. Decoding them was a slow and time-consuming process. Thus, the government could not provide appropriate instructions to our mission in New York in time, and the Sri Lankan delegation abstained on that sensitive UN vote.
Sri Lanka’s Absence from Section 301 Consultations
But then, how does one explain Sri Lanka’s absence from the crucial bilateral consultation held in Washington by the Office of the United States Trade Representative (USTR) during March-April on “Forced Labour” under the Section 301 of the US Trade Act of 1974? Didn’t our foreign and trade ministries send appropriate instructions to Washington in time? Even if the instructions from the foreign ministry were transmitted to our embassy in Washington by pigeon carriers, there was enough time for Sri Lanka to participate in those meetings.
In March, the USTR initiated these 301 investigations on 60 trading partners, and invited all of them for confidential consultations. Out of the 60, 46 participated in these consultations. Sri Lanka was not one of them. Other countries that didn’t participate in these consultations included China, Russia, and Venezuela! In addition to that, the Section 301 Committee conducted a public hearing with interested parties on April 28 and 29. Washington-based diplomats, representatives from few trade ministries as well as representatives from many foreign trade associations and chambers participated in these hearings. Sri Lanka was once again conspicuously absent.
As a result, when the USTR published the proposed forced labour tariffs on June 2nd, Sri Lanka ended up with a 12.5% duty. Pakistani and Indonesian diplomats participated in these consultations and took appropriate follow-up measures, and managed to enter the 10% duty category. As even a threat of a modest tariff hike could disrupt supply chains and reduce competitiveness, particularly in an industry such as garments, I discussed this issue on 15 June and underscored the importance of Sri Lanka’s participation at the next hearing, which was scheduled to be held from July 7th .
Awakening from Diplomatic Slumber and AKD’s Gazette
Fortunately, Sri Lanka finally awoke from weeks of diplomatic slumber, and Ambassador Mahinda Samarasinghe participated in the public hearing on 9 July, and promised, “…. · We have agreed to the text in our negotiations with the USTR on forced labour, …. The gazette as we speak is being printed and I’m getting the gazette tomorrow morning, and the gazette will be shared with USTR as I get it“.
As promised, President Anura Kumara Dissanayake issued a gazette on 10 July banning the imports of goods produced by forced labour. These new regulations are very similar to what Pakistan and Indonesia enacted in April, after their consultations with USTR in March. Why couldn’t we do it in April? Why did we wait till the very last minute?
Challenges ahead
“War is too important to be left to generals alone,” is a famous saying attributed to former French Premier Georges Clemenceau. Similarly, monitoring our main markets is too important to be left to diplomats alone. The United States is the largest single-country market for Sri Lanka. Therefore, Sri Lankan trade chambers and associations should become more proactive in these markets and participate in these events. For example, the chairman of the Pakistani apparel exporters association participated in the April hearings. Similarly, representatives from the Indian Agricultural and Processed Food Products Export Development Authority, the Federation of Indian Chambers of Commerce and Industry, the Confederation of Indian Industry, and Reliance Industries also participated in July hearings. At an event where each speaker is given only five minutes (strictly enforced), having a number of speakers from a country is an advantage. The presence of industry representatives in these kinds of events also help them understand the market dynamics and the future challenges. This is important, particularly because there will be many more challenges with Trump’s tariffs.
With the gazette issued on 10 July, Sri Lanka has imposed a prohibition on the importation of goods produced with forced labour. Now, the challenge will be to effectively enforce the prohibition. And what are the goods produced with forced labour? The USTR list only focuses on aluminum, cotton, electronics, lithium-ion batteries, rice, and tobacco. However, according to the U.S. Department of Labour, the list is much longer. Hence, this list may change continuously during the next two years and tariffs may fluctuate once again.
So, this is definitely not the time to slumber.
(The writer, a retired public servant, can be reached at senadhiragomi@gmail.com)
by Gomi Senadhira ✍️
Features
Tales of Mystery and Suspense 10 Casino for Sale
After the overwhelming grotesquerie of J K Rowling’s latest Cormoran Strike novel (written, I should have noted, as the others were, under the pseudonym Robert Galbraith), I thought I should return to the world of fun, and also a much shorter description since this thriller moves quickly without the layers of detail that Rowling engages in.
I then move to the second comic thriller by Caryl Brahms and S J Simon. This, their second story to feature Vladimir Stroganoff and Adam Quill, was Casino for Sale, as lunatic a romp as the first, though without the emphasis on the ballet that characterized A Bullet in the Ballet.
This one begins with the impresario Stroganoff buying a casino cheap from Baron Sam de Rabinovich, only to find that it was a rundown place, not the grand casino of La Bazouche, a resort on the Frenc+h Riviera, as he had initially thought. The grand one belonged to Lord Buttonhooke, and Stroganoff could not compete, until he thought of bringing the Ballet Stroganoff to the casino – which of course leads to Buttonhooke deciding to have ballet performances in his Casino too.
Stroganoff invites Quill to visit him, which Quill decides to do since he has left Scotland Yard, having come into a legacy. No one believes this, and he has to face questions as to what he did to have been sacked, with sympathy for having been found out.
The day he arrives in La Bazouche there is a murder, of a vitriolic critic called Citrolo, in Stroganoff’s office. He had been going to write a damning review of the opening night of the ballet and Stroganoff, when he realizes Citrolo cannot be swayed, drugs him and dictates the review himself to the papers. He leaves Citrolo sleeping and finds him shot the next morning, whereupon he decides to muddy the waters and leave a suicide note and lots of other murder weapons. So much overkill, as it were, of course ensures that he is arrested.
But the excitable French detective who makes the arrest follows up his suggestion that Buttonhooke was also involved, and so the two casino owners find themselves in cells next door to each other, with the detective Gustave quite happy to provide creature comforts for a fee.
Quill decides he must investigate, and finds Gustave most cooperative, since he has a laid back attitude to work. So it is Quill that finds a notebook which makes it clear Citrolo is an accomplished blackmailer, and that there are lots of possible murderers, including Stroganoff’s croupier, who was crooked, Rabinovich, who was now working for Buttonhooke, a confidence trickster called Kurt Kukumber, whose prospectus for a dud gold mine was found in the office and Prince Alexis Artishok who was engaged in a deal to buy diamonds from the ballerina Dyra Dyrakova.
Stroganoff had been trying to get Dyrakova to dance for him, but having done so previously she had refused. But then to Stroganoff’s chagrin she agreed to dance for Buttonhooke. The clearly crooked Artishok had told Buttonhooke’s mistress Sadie Souse, who was not very bright, that Dyrakova possessed diamonds she was willing to sell cheap, and Sadie was determined to have them.
Quill meanwhile finds out that there was a secret passage to Stroganoff’s office, the obvious solution to what had begun as a locked room mystery, and that this was known by almost everyone apart from Stroganoff himself. And then Rabinovich is murdered, just after Gustave had released his two original suspects, leading him to blame Quill for having insisted on that and thus allowing them to kill again.
Soon afterwards Dyrakova arrives, and the town is full of posters announcing that she will appear in the casinos, elaborate posters for either one, since Stroganoff is determined that she will dance for him, and if she does not come willingly, he has devised a scheme to make her do so unwillingly. So, though Buttonhooke has her taken off to his yacht immediately she arrives at the station, Quill along with Arenskaya gets her into a launch and to Stroganoff’s casino, where she performs to tumultuous applause, not knowing for whom she is dancing.
When Quill asked her about the diamonds, she said she had sold them long ago, and that gave Quill the solution to the mystery. Rabinovich had known about this, and Artishok had killed him to prevent Sadie learning it from him, he had killed Citrolo who had recognized him for an accomplished card sharper, not a Russian prince at all. But before he is arrested, he gets away in a boat, and the police launch that pursues him is on the point of catching him up when it runs out of petrol.
Again, lots of excitement, and entertaining references – Gustave grows marrows – and if not quite as brilliant as its predecessor, Casino was certainly a delightful read.
Features
The challenge of being positive about SAARC
It was a few years back that a former President of Sri Lanka took it on himself to pronounce SAARC ‘dead’. Since then there have been other sections of Sri Lankan opinion that have joined the critics of SAARC and taken the solemn stance that SAARC has indeed died what may be called a natural death.
Their fatalism is understandable. SAARC has failed to meet at heads of government or state level for the past several years to take the SAARC process notably forward. Regional cooperation has more or less been only an appealing idea. No substantive concrete projects have taken off to make the idea a hard reality. ‘Inner paralysis’ seems to be SAARC’s lot. Hence the fatalism in these circles.
However, being one of the worst cash-strapped regions of the world and a teemingly populated one with people virtually left to their devices, what choices do the ‘SAARC Eight’ have other than to try their best to band together and continue with their cooperation efforts, however small they may be?
There is no escaping the mounting debt trap for many of these countries and bankrupt Sri Lanka is a glaring example, but ‘throwing in the towel’ and abandoning themselves entirely to the diktats of the strongest economies and their agencies will prove a ‘living death’ for many countries in the SAARC fold.
The gains may be meagre but giving-up on SAARC cooperation in full would prove self-defeating for the organization and South Asia. Right now, the collective intention ought to be to salvage what the region could from the tenuous cooperative efforts. Moreover, such initiatives could go some distance to generate a degree of goodwill among the Eight and help in sustaining a dialogue process.
Given this backdrop it proved ‘a stich in time’ for the Regional Centre for Strategic Studies (RCSS), Colombo, to recently host the SAARC Secretary General Ambassador Md. Golam Sarwar to a round table discussion on the unifying potential of SAARC and its future possibilities, besides other related issue areas.
Held on June 24th and moderated by RCSS Executive Director and former ambassador Ravinatha Aryasinha, the forum brought together a vibrant, wide ranging audience comprising academicians, diplomats, senior public servants, civil society activists and many others. Following the presentation by Ambassador Golam Sarwar titled, ‘Reigniting SAARC: Achievements, Challenges and the Way Ahead’, a lively Q&A followed.
The above forum could be described as an act of lighting the proverbial ‘candle’ rather than ‘cursing the darkness.’ It surely is a ‘darkness’ that could be seen as daunting considering that the region’s pivotal powers, India and Pakistan, are failing to act in a spirit of accord but are engaged in bitter finger-pointing on a number of questions of vital importance to SAARC.
On the other hand, what is the rest of the region doing to bring the above sides together? It is disappointing that to date the rest of SAARC has failed to launch a major diplomatic drive to bring peace between the feuding regional heavyweights. It needs to act without delay and establish its earnestness and this effort would need to prove SAARC’s staying power in the unfolding months and even years.
In assessing SAARC’s seeming failure local opinion in particular has failed to factor in what could be described as weak leadership. Since Sheikh Mujibur Rahman of Bangladesh, the founding father of SAARC, the region has failed to produce a visionary leader who could advance the SAARC cause with charisma and drive.
Among other reasons, weak leadership accounts considerably for the faltering and stuttering status, as it were, of SAARC. Badly needed are leaders who could go the extra mile, think less of narrow national interests and work diligently towards the collective well being of the region but SAARC’s millions of ordinary people have been made to wait in vain for leaders of such stature. Instead, they have been burdened with politicians who seem to be relishing the apparently moribund state of SAARC.
Looking back, it could be said that it was the dynamic leadership factor that led to the launching of the Non-Aligned Movement and for its sustenance for a few decades. True, it could be seen in some quarters that NAM is no more, but as in the case of SAARC, the former too has been unfortunate to be burdened over the years with politicians who lack the vision and drive to unflaggingly advance the fortunes of the South. NAM and SAARC lack the dynamism and vision of leaders of the stature of Jawaharlal Nehru, for example, to give them the required guidance and intellectual depth.
The reasons are complex for there not being among us currently political leaders with the vision and the steadfast commitment to advance the legitimate interests of the South. However, it could be stated with conviction that the majority of Southern leaders have too easily caved in to the demands of the global North and its financial agencies.
These leaders have failed to see, for instance, that the largely market economy oriented Northern governments would not view with favour a centrist economic model that attaches priority to the interests of the dis-empowered publics of the South. This realization ought to have dawned on the current government in Sri Lanka, for instance, some while ago but it has no choice but to abide by IMF dictates since economic survival at present is unthinkable without the latter’s succour.
Accordingly for SAARC this should be the time for some soul-searching. Priority needs to be attached to ending the feuding between India and Pakistan since at present the material fortunes of the region hinge largely on these regional giants giving peaceful relations among them a try. This is no easy challenge to meet but some daring, visionary diplomacy needs to take hold among the rest of SAARC.
There is some sense in SAARC bringing the peoples of the region together through programs that address their best collective interests. A meeting of minds among SAARC nations could enable SAARC and its agencies to build a region-wide people’s movement for progressive political and economic change that could in turn lead to the region’s political leaders sensitizing themselves more to the neglected needs of their publics.
However, the time is ‘now’ for the initiation of these progressive changes and the voice of SAARC well wishers would need to drown out those of their critics.
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