Connect with us

Features

Singapore-Bangkok-Paris-London Etc.

Published

on

Globe trotting with Le Meridien: 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

I am most thankful to Le Meridien hotel company for the invaluable exposure they provided me over the years. Le Meridien was very generous in developing my international hotel management career. During my two stints with them in the 1980s and in the 1990s, Le Meridien invested the time and funds to send me for training in France and job experiences in their five-star hotels in different countries.

Between 1986 and 2001, I stayed at over 20 Le Meridien Hotels in a dozen countries. In addition to being a Director of Food & Beverage, and General Manager, my other brief roles in these Le Meridien sponsored travels were: shadow general manager and management observer. I was also the quality assurance ‘mystery guest,’ or simply a guest observer during corporate sales trips, general manager conferences with Le Meridien corporate teams from Paris and London, and on holiday.

SINGAPORE

Soon after my first annual performance review as the Director of Food and Beverage of Le Galadari Meridien hotel in Colombo, my boss, the General Manager of the hotel – Jean Pierre Kaspar agreed to send me to Singapore for Le Meridien exposure. I knew that he saw some potential in me as a future international hotelier, although in the mid-1980s there were hardly any non-European expatriate managers with Le Meridien. Most of them were French.

My main assignment in Singapore was to be a Management Observer at Le Meridien in fashionable Orchard Road. Having spent two weeks at the nearby Goodwood Park Hotel in 1982, as the guest executive chef for a Sri Lankan food festival, I was familiar with Singapore. In 1987, I was amazed by how much Singapore had advanced in five years. I shadowed the Director of Food & Beverage of the hotel while being a silent observer at all meetings and events he attended. I spent some time at all their restaurants and special banquets.

I also spent some time observing their sister hotel – Le Meridien Changi located very close to my favourite airport in the world – Changi Airport. It was the first occasion that I was exposed to the management of an airport hotel. Most of the guests at this hotel stayed for short periods and the service offered had to be faster than city centre five-stars. As there was not much to see around the hotel, the few guests who stayed longer than one night usually took taxis to down town Singapore.

Compared to Colombo, Singapore had a much more active and modern night club scene being around two years ahead in nightclub trends compared to us. I wanted to duplicate some ideas as I was working on upgrading certain aspects of Colombo 2000 night club. Towards the end of my assignment there I invited the lead singer and the manager of our main band, Sohan Weerasinghe, to join me in Singapore. Our wives joined us and spent most of their time shopping while Sohan and I visited many night clubs and also recruited a Singaporean female singer to perform at Colombo 2000 on a limited engagement.

BANGKOK

Prior to my wife and I travelling to Thailand in 1988 on a vacation, I arranged our stay and a short ‘unofficial’ guest observer period at Le Meridien Bangkok. By then I had realized that a lot can be learnt by simply observing different hotel operations, although many hoteliers did not do so. I was familiar with Bangkok. In 1979, Bangkok was the first city outside Sri Lanka that I visited, when I stayed at the then famous Hotel Narai. In 1993, through a personal contact, I arranged another guest observer period for myself at the Bangkok Hilton.

After spending time at the Grand Palace and visiting the Floating Markets by boat, our tour guide had arranged an after dinner ‘Bangkok by Night’ tour for us. “I will meet you at the hotel lobby in two hours. I will take you to a unique restaurant for dinner, before the ‘night’ tour,” he promised to keep us excited. We found Thai people to be very friendly and respectful. The only things we did not like about Bangkok were the traffic and the humidity. After a refreshing shower we were ready for our adventure evening in Bangkok.

During a 45-minute car ride, our guide, Narong was proud to talk about the restaurant to which he was taking us for dinner. “Tum Nak Thai is the largest restaurant in the world. It is in an eight-acre park just outside Bangkok. It is owned by a cousin of our king. You will love the food, service, entertainment and everything else! They serve 6,000 dinners every day!” he boasted. Narong was telling us the truth.

Sitting there and looking around the beautifully landscaped and well-lit gardens of Tum Nak Thai, I understood how they handled such a large operation. They basically had six identical restaurants and six satellite kitchens led by six managers, but with the same menu. What baffled me was how they were able to market the complex so successfully to ensure a full-house for every meal.

The tropical trees, flowers, water ponds and lighting in the gardens all enhanced the ambiance. Apart from the musicians and dancers we were well entertained also by the servers/runners. They moved at lightning speed while balancing heavy trays of food and beverage. They were on roller blades and used exclusive wooden corridors, making exciting sounds, as they acrobatically moved to our amazement.

PARIS

“Congratulations, Chandi! Le Meridien head office in Paris and the regional office for Asia in Singapore have approved my recommendation to send you to Institut International Meridien in France”, Mr. Jean Pierre Kaspar happily announced. It was soon after he had finished my second annual performance appraisal.

I knew that Le Meridien chose a dozen divisional heads from their hotels around the world for an advanced program at Le Institut, twice a year. It was called: ‘Séminaire de Meridien Management’. I also knew that chosen managers had the potential for promotion as General Managers in time to come. I was proud to be the first from Sri Lanka to be sent for that special hotel management, education program.

However, there was one thing that I did not know at that time: that Mr. Kaspar had spent something more than my total annual salary at Le Galadari Meridien, to educate me on the Le Meridien management concept in Paris and in Tours, where the main campus was located. After France, he had arranged for me to spend some time in London at Le Meridien Piccadilly, as a management observer. He did this by contacting a friend of his from France, who managed that hotel.

I arrived in Paris in the autumn of 1988, with great optimism. The 12 delegates were accommodated at the 1,000-room Le Meridien Montparnasse in

Air France established Le Meridien Hotels in 1972. The chain’s hotels initially offered accommodation mainly for Air France flight crews and passengers in their major airport hub cities around the world. The first Le Meridien property was a 1,000-room hotel in the heart of Paris, the Hotel Meridien Paris, today known as Le Méridien Etoile. Our welcome sessions with the President and senior Vice Presidents of the company were held at Le Méridien Etoile.

Born in Paris during an era of glamorous travel, Le Méridien Hotels & Resorts always celebrated cultures around the world through the distinctly European spirit of savouring the good life. Le Méridien’s engaging mid-century designed spaces coupled with chic signature programs putting a playful twist on art, coffee, sparkling cocktails, summer, family, and inspire creative-minded travellers to explore the world in style. I was happy to immerse myself in that unique hospitality culture.

LE MERIDIEN INSTITUT IN TOURS

After a couple of days in Paris we were taken by train to Tours. The beautiful colours of the falling leaves made that two-hour ride very pleasant. During the training program, we all lived at Le Meridien Tours which was a smaller regional hotel. We all became good friends and kept in touch for years after our training. As a university town, Tours was a good location for our management studies.

Once a Gallic-Roman settlement, Tours possesses one of the largest amphitheatres of the Roman Empire, the Tours Amphitheatre. Tours is also a traditional gateway for exploring the chateaux of the Loire Valley region. Major landmarks include the Cathédrale Saint-Gatien, whose flamboyant Gothic facade is flanked by towers with 12th-century bases and Renaissance tops. In 1988, the population of Tours was around 130,000.

I simply loved that program at Le Institut. It did not cover much about hotel operations, but the professors covered in depth, hotel finance, hospitality marketing, psychology and organizational behaviour. Our French professors were knowledgeable, friendly and one of them also liked to join us in pranks.

We enhanced our knowledge of French cuisine, wines, cheeses, service and culture during our daily, extra-curricular activities. Every evening we visited a different winery and a different gourmet French restaurant. Every weekend we did tourist things — going on tours and visiting chateaux. While gaining valuable knowledge, we also gained too many calories! When my wife saw me in London, after my training in France, she was surprised. “Chandi, you have put on at least ten pounds during your time in France!” she said.

LONDON

When I arrived at Le Meriden Piccadilly in London I was warmly welcomed by the General Manager — Michel Novatin. He then entrusted the hotel’s Director of Food and Beverage — Olivier Louis — to look after me and fully expose me to his division. “I have heard great things about you from my boss — Jean Pierre Kaspar,” I said to Olivier. His response was, “Ah, I am a fan of Jean Pierre! I worked under him in my hometown – Paris — when I commenced my career as an apprentice in a pastry kitchen. He was the Food & Beverage Manager and he promoted me to the Food and Beverage Controller.”

Olivier then invited me to attend a celebration: “Come with me to a very special event with all the managers in my division,” he said. Like many five-star London hotels in the 1980s, their food and beverage operation maintained very high standards and proudly ran an operation which added value and prestige to the overall hotel product. However, the profits were in rooms. Le Meriden Piccadilly Hotel’s fine-dining French Restaurant ‘Oak Room’ had earned a Michelin star, an honour unique to a hotel restaurant at that time.

The managers were celebrating making 1% departmental profits in the Food and Beverage division, for the first time. Having done in-depth research on the Food and Beverage operations of all 16 five-star London hotels in 1984 for my master’s degree dissertation at the University of Surrey, I was not surprised by their low level of profits.

After sharing some champagne with me, the Executive Chef, Maître d’hôtel/Restaurant Managers, Olivier asked: “How about your Food and Beverage operation in Sri Lanka? In the midst of a civil war, do you make any departmental profits at all?” When I said, ‘Yes”, he was surprised, and was quick to ask me: “What percentage?”

When I said “30%”, there was pin-drop silence. The next day after having checked the group statistics, Olivier congratulated me. “Chandi, in your absence from Colombo, your team has made a record 31% Food and Beverage departmental profits for the past month!” Then he shook my hand and said, “I think that instead of you shadowing me, I should shadow you, to learn from you about making good profits!” We both laughed.

Olivier Louis was friendly, hard-working, smart and ambitious. I knew at once that he would do very well as an international hotelier. In 1996, after a 24-year career with Le Meridien in several hotels around the globe as the General Manager, Olivier left the company after it was sold by Air France to the largest British hotel company – Forte PLC. He then settled in Dubai, UAE, working for Kerzener International Limited – a leading international developer and operator of destination resorts, ultra-luxury hotels and residences and innovative entertainment and gaming experiences.

Today, Olivier is the Managing Director of two ultra-luxury iconic resorts owned by the royal family of UAE – One&Only Royal Mirage and The Palm. In 2016, he won the prestigious ‘Best Hotelier’ award at the 17th Worldwide Hospitality Awards event. I gained a lot by spending time with this legendary hotelier, during his mid-career, in 1988.

BACK IN COLOMBO

I was happy to be back in Colombo. I was also eager to share all that I had learned at the Institut International Meridien, as well as at the four Le Meriden hotels in France and England, with members of my team. Soon after my return we were busy with Christmas and New Year’s Eve events. I delivered a series of seminars based on my new learning after the festive season in early 1989.

Prior to my departure to Europe, Mr. Kaspar asked me to be ready for a promotional transfer to a Le Meridien hotel in another country as an expatriate Director of Food and Beverage, within a year. After two years of not filling this post, we decided to fill the vacancy of my deputy with a succession plan. I asked: “What type of person do you want me to hire?” Mr. Kaspar said: “I want someone just like Chandi!”

Before my trip to France, I recommended someone who was much better than me – Lalit De Silva — as my deputy. Lalit was three years older than I and a year senior to me at Ceylon Hotel School. Unlike me, he had won many academic, excellence awards including a two-year scholarship to West Germany.

Lalit was equally fluent in French and German, and spent most of his career specializing in Food and Beverage operations. At Le Galadari Meridien, Lalit understudied me, with the understanding that he would succeed me within a year. He was supported by our Banquet Manager – Ananda Warakawa.

MORE ADVENTURES WITH LE MERIDIEN

In 1994, as part of a cost-cutting measure, Air France sold its controlling interest in Meridien Hotels Inc., to the UK-based Forte PLC (my employer at that time). The French government wishing to keep Le Meridien French-owned, favoured a bid by Accor Hotels. However, with some support from the European Union, Forte was eventually successful in taking over Le Meridien. Having realized that Le Meridien maintained very high standards, Forte upgraded a selected few Forte Grand hotels and re-branded those as Le Meridien.

After Air France, the ownership of Le Meridien moved hands to five different companies – Forte in UK in 1994, Granada in UK (after a hostile takeover) in 1996, Nomura in Japan in 2001, Starwood in USA in 2005, and Marriott in USA in 2016. All five owners of Le Meridien in the post Air France era from 1994 to 2023, maintained the unique French style of Le Meridien.

In 1997, I was appointed as the General Manager of Le Meridien Jamaica Pegasus, the largest business hotel and the premier five-star hotel in the Jamaican capital city – Kingston. This hotel was previously a Forte Grand hotel and I led the re-branding to Le Meridien. In that process, the training I received at Institut International Meridien in 1988 became a great asset. For the next four years I stayed at many Le Meridien hotels for different purposes.

Prior to re-opening Jamaica Pegasus as Le Meridien, I took most members of my management team to Le Meridien New Orleans, USA, for a week. There, each of us shadowed our counterparts. After working very hard during the re-branding period, I spent a memorable, one-week holiday with my elder son, Marlon, at Le Meridien Guadalupe in the French West Indies. That hotel was a charming resort and was very different from all other Le Meridien hotels that I had experienced.

In 1998, when Marlon and I went to Japan in search of our martial art connections (Marlon earned his Karate black belt when he was 15), we stayed at Le Meridien Tokyo, which was the most expensive Le Meridien I experienced. I stayed at the Famous Le Royal Meridien King Edward Hotel in Toronto, Canada, a couple of times, attending general manager’s regional meetings and shadowing the General Manager. I was identified to become the General Manager of that great hotel in 1999, but to my chagrin, that did not materialize.

As an occasional visitor to corporate office in London, I continued to stay at a few Le Meridien Hotels there – Piccadilly, Westbury, Waldorf, Heathrow and Gatwick. During corporate sales trips to USA, I loved staying at Watergate Le Meridien in Washington D.C. and Le Parker Meridien in New York.

In October 1998, Le Meridien considered me as the hotel opening General Manager for Kathmandu, Nepal. When that project was delayed, Le Meridien was surprised when I requested two years of sabbatical leave to complete my doctoral studies. After some negotiation, they approved the leave with one condition – I have to accept any post they would offer me after the two years.

During that two-year period, Le Meridien continued with complimentary accommodation for me at Le Meridien Hotels when I travelled to attend academic conferences etc. in Georgetown (Guyana), London, Dubai and Toronto. In return, my wife (who was also a hotelier for some time) and I did comprehensive quality assurance mystery shopper assignments for my general manager colleagues of Le Meridien hotels in Dubai and Toronto.

After my two-year sabbatical leave, Le Meridien offered me a choice of two excellent posts – General Manager of a 750-room Le Meridien Hotel by the Red Sea, Egypt, or Regional Training Director for South Asia. By then I had decided to continue in academia, and settle with my family in Canada. Therefore, I did not accept either of the offers. I reluctantly left my favourite international hotel company. After 23 years, I remain friends with a few of my former Le Meridien colleagues.

In a world of standard operational international hotels, with its unique style and class, Le Meridien holds a special place in the world of hospitality and hoteliering. Given the generous support in my career development, Le Meridien also holds a very special place in my heart. Merci beaucoup, Le Méridien, and Monsieur Jean Pierre Kaspar!



Continue Reading
Click to comment

Leave a Reply

Your email address will not be published. Required fields are marked *

Features

NPP govt. and its take on foreign relations

Published

on

by Neville Ladduwahetty

Following President Anura Kumara Dissanayake’s visit, first to India and then to China, Foreign Policy analysts and Commentators of repute have cautioned the NPP government the need to exercise BALANCE particularly in respect of its relations with India and China. The question is how balancing could be the guiding policy in Sri Lanka’s relations with India and China, when balancing is only a strategy? For instance, is the prospect of a 200,000 barrels a day refinery by China in Hambantota to be balanced by a prospective refinery by India in Trincomalee even if it is not in Sri Lanka’s best interests? Is this what some commentators call “pragmatic balancing”?

Sri Lanka’s policy regarding relations with other countries is stated at times as Non-Aligned and neutral at other times depending on the occasion and the forum. In the Joint Statement with China, the Policy is Non-Aligned. During a press conference, Foreign Minister Vijitha Herath made comments that undoubtedly amounted to “reaffirmation of Neutrality” according to a report in the Daily FT (Oct. 9, 2024). Such inconsistencies are not in the best interest of relations with India or China or with any other country. It is therefore imperative that the NPP government adopts a Policy and conducts its affairs in a manner that abides by the stated Policy if its credibility is to be respected

OBJECTIVES to PRECEEDE POLICY

However, whatever policy the NPP government adopts, what needs to be understood is the fundamental premise that prior to developing a Policy there has to be a clear and unambiguous Objective. For instance, the Foreign policy of India is often expressed as “Neighbourhood First”, and Security and Growth for All in the Region (SAGAR). Such a policy would entitle India to realise its objective of being accepted as a Regional Power in South Asia and therefore recognised as a global power where its currency is internationally recognised, a place in the UN Security Council, etc., and other symbols of a global power. On the other hand, China’s objective is to become first among equals among global powers. The Policy to achieve such an objective is its Belt and Road Initiative.

Similarly, the US Declaration of Independence sets out its objective as being: “We hold these truths to be self-evident: that all men are created equal; that they are endowed by their Creator with certain inalienable rights; that among these are life, liberty and the pursuit of happiness. That to secure these rights governments are instituted among men ….”

It is therefore clear that the Objective of a Nation is a declaration of the goals the Peoples of a Nation craft for themselves. Therefore, Sri Lanka has to define unambiguously its Objectives. To state that Sri Lanka’s Objective should be based on Self-Interests is to state the obvious because Self-Interest is what drives Foreign Relations. Foreign Policy of a Nation is how it conducts itself in its relations with other Nations in the process of pursuing its Objectives. For instance, the Objective of the NPP Government is to create “A thriving Nation and a beautiful life”. Thus, having declared its Objective, the NPP government has to decide whether a Foreign Policy of Non-Alignment, Neutrality or any other would enable it to realise its stated Objective of a thriving Nation and a beautiful life.

On the other hand, balancing is not an objective nor is it a policy. It is only a Strategy that could be resorted to within the context of Non-Aligned or Neutral Policies. Thus, its application is limited in scope to specific countries such as India and China and to infrastructure projects as part of Balancing interests of geopolitical rivals at a cost to Sri Lanka’s national interests.

NON-ALIGNMENT v. NEUTRALITY in PRACTICE

From a security perspective, non-alignment does not guarantee territorial inviolability. On the other hand, a neutral state is protected by international law. Therefore, neutrality offers greater guarantees in respect of territorial inviolability. Furthermore, since Neutrality defines duties and responsibilities of a Neutral State, other Nations are forewarned of what to expect from Sri Lanka – in short there are no surprises nor is there a need to go out of its way to ensure the security of India or any other State. This fosters trust and credibility among nations. However, if any country decides to violate Sri Lanka’s territory for whatever reason, as it was when India violated Sri Lanka’s air space, Sri Lanka has to accept the fact that no one would be coming to its defence other than the protection of International Law.

The real test between Non-Alignment and neutrality is when it comes to infrastructure projects. Furthermore, under a Policy of Non-Alignment, infrastructure projects invariably become part of balancing and therefore end up with unsolicited proposals, as in the past. Attempts to balance the refinery in Hambantota by China that was reported to have been based on expressions of interest called for by Sri Lanka, with a possible Refinery in Trincomalee for India would be unsolicited and to different standards. A variation to the theme of unsolicited projects is to tempt Sri Lanka by funding projects that serve the interests of the funding agency and not that of Sri Lanka.

On the other hand, a policy of neutrality requires that strict and open procedures are followed in order to ensure that all are treated as equals. This makes it imperative for Sri Lanka to first define the scale and scope of the project and call for Expressions of Interest (EOI) from parties for evaluation in a transparent and open manner. Thus, practices that require a Neutral State to adopt fosters Credibility and Trust in the eyes of other Nations; characteristics critically needed to create a Thriving Sri Lanka. These characteristics together with reliance on International Law become the combined armory of a Neutral State such as Sri Lanka that is relatively small, but strategically located for aspiring Global Powers to go out of their way to foster abiding relations.

CONCLUSION

The foreign policy options explored and commented on by analysts, think tanks and during panel discussions are; Non-Alignment, Neutrality, Balancing and Self- Interest, etc., not realising that some proposed Policies, such as Balancing, are not Policies but Strategies. These explorations fail to define the objective that determines which policy to adopt as in the case of India, China and the USA cited above. Additionally, the context in which the Policy works, becomes a factor that shapes and Influences Policy. In the particular context of Sri Lanka, its strategic location that is akin to a key stone in the arch of Indian Ocean Rim countries in the geopolitical equation has molded Sri Lanka as a Nation State over Millennia to an extent that its geographical size has become a secondary factor.

In such a context, its security, and the goal set by the NPP government of a “Thriving Nation and a beautiful life” is best served by international law and the Soft Power of a neutral state that requires it to conduct its International Relations in an open and Transparent manner that ensures equality among Nations in a manner that fosters Trust and Credibility. The dividends from such an approach would foster a “Thriving Nation”.

Continue Reading

Features

Appropriate scaled-down celebration; probable statesman; misinterpretation

Published

on

Independence Day parade

This year the scaled-down Independence Day celebrations were just right. There was pageantry but no pomp. We must celebrate Independence Day and fortunately it was done. Every item was commendable: the mixed in race and gender choirs rendering so well the National Anthem, the Jayamangala Gatha and chant of blessing, directed at the President. Cass’ thought that after a long time he really deserved these chants of blessing, and good fortune for the country too. The National Anthem was sung in Tamil too by students. The President’s address was excellent in substance and delivery. The cultural event was superb. The best was that no armed vehicles drove past.

Statesman

A niece sent Cassandra a video clip of Prez AKD being mobbed – joyfully, admiringly, affectionately – on a recent visit to Velvataturai. He just got into the crowd, shook hands, patted little ones and posed for innumerable selfies, all smilingly with not a trace of self-promotion. He was just one of them. To have Tamils, Muslims, Catholic priests and nuns, Hindu dignitaries greeting him gladly brought tears to Cass’ eyes – tears of joy and the fact of reconciliation being evidently shown by the Tamil people. Accompanying the video Cass’ niece wrote: “Never in my wildest dreams would I have ever thought a Sinhala leader would be made so welcome in the North. They seemed to love him. He definitely has qualities of a leader.” And then she adds: “But I seriously fear for his safety, the way he is running around.” Agreed but not with crowds in the North, now that the suicide bombers are no more (or so we hope).

Judging the President and his manner of presenting himself (behaviour for short) locally and overseas in India and China within one hundred and something days of becoming Prez of the country, Cassandra declares she at last sees a potential statesman in him.

The only statesman we have had so far – D S Senanayake was a person of the people by his actions, notwithstanding his exclusive ancestry. He came from a land and plumbago mine owning, well to do family, but felt sincerely for the common people and hence his foremost policy being agriculture, since food is one of the three requirements for basic life. Air is free, and unpolluted then; water is/was plentiful through rain or containment in wewas, the largest of which he got constructed in Gal Oya, Ampara. DS seemed happiest when surrounded by villagers.

AKD was born to a simple family – but of integrity and worth – and thus he remains honest, simple, sincere, with very high ideals and love for Sri Lanka and its people, determined to do well by them. His head has definitely not been turned or swollen by the obvious adulation shown by our people and the VVIP welcome received in the two countries that dominate the world now. That is almost a humanely impossible achievement but he has succeeded in keeping his head while most other leaders before him lost theirs. That was principally because leaders of the past, starting from SWRD, had themselves and their political success in mind, later added to by greed of enrichment.

These qualities so far are missing in AKD and thus Cassandra’s prophecy – he will reach statesmanship because he has the qualities inherent in him and he gives the promise of not changing to be self-gratifying through imbibing greed for riches, greed for continued power, greed for the strength it gives a person to grab material wealth for himself and his family and cohorts.

Revenge

MTV 1 on Saturday February 1, carried the news of MP Rohitha Abeygunawardena visiting Mahinda Rajapaksa in his government-paid-for palatial home in Colombo 7 just to see to his well-being, as the MP said.

Now, the gist of what Rohitha A said, seated in his luxury car as he drove out of the ex Prez’s premises; “It is very wrong of the government to ask this great man to vacate the state-owned residence. Then he made this typical below par, oft used political accusation that government leaders were taking revenge on Ex Prez Mahinda R. Revenge for what act of the Ex Prez’s, pray? Cassandra cannot bear to hear the two words ‘jealousy’ and ‘revenge’. These two accusations are often made on political platforms by defeated leaders and lesser politicians.

Considering the case of ex-presidents being asked to vacate the huge houses bequeathed them by previous governments, started by JRJ, is a travesty of justice. Many of the past Prez’s contributed by the policies they followed and personal acts to the downfall of the country. A second reason: why should they live in absolute comfort and luxury, guarded by hordes of security personnel, when a large proportion of the population of the country have no decent housing nor adequate food to eat. In MR’s case particularly, he has many mansions in his name and his sons’ names. How about that Malvana grand house that finally had no owner?

Yes, what Rohitha A threatened could easily happen. Give a gang of ne’er-do-wells a large tot of kasippu, a bath packet and a monetary inducement and they will rise up with deadly rampaging anger anywhere and against anyone. Did we not see this happen against the Aragalaya protesters and rampage of Gotagogama on May 9, 2022, by an inebriated but ferocious horde that poured out of Temple Trees when Mahinda R was PM and in residence in this house?

A ray of sunshine

Along with a daily presentation of how money was wantonly wasted by previous governments in starting expensive projects in different parts of the country and then abandoning them, named What happened to the Village, MTV Channel One in its news presentation includes feel good happenings in the country named Happy Headlines. It’s so good to view a happy happening, a successful person, sports event, occurrence in nature within the daily dose of dismal news. It is a merciful occurrence for which the present government is thanked that news is no longer so dismal and we in Sri Lanka are fortunate to be living in a reviving country unlike Gaza, Sudan, Ukraine, even Pakistan and the US of America which has a daily new edict proclaimed by President Trump, which sends shivers down American backs unless they are the white Supremacists who believe this proven to be dishonest businessman is set to Make America Great Again.

Continue Reading

Features

Mangroves in Sri Lanka : Guardians of the Coast Facing Uncertain Future

Published

on

Vulnerable Mangrove Palm Nypa Fruticans

By Ifham Nizam

Mangroves, often referred to as the “rainforests of the sea,” play a crucial role in maintaining coastal ecosystems. These salt-tolerant trees and shrubs thrive in the intertidal zones of tropical and subtropical regions, forming a unique and highly productive ecosystem.

In Sri Lanka, mangroves contribute significantly to biodiversity, fisheries, coastal protection, and climate resilience. However, despite their immense ecological and economic value, these forests are under severe threat due to human activities and climate change.

“Mangroves are among the most productive and valuable ecosystems on the planet. They not only support marine biodiversity but also act as a natural buffer against coastal erosion and extreme weather events,”

says Dr. Nilanthi Rajapakse, a scientist on Plant Taxonomy.

As the world observed World Wetlands Day on February 2, 2025, Sri Lanka faces a critical moment in its efforts to protect and restore these vital ecosystems.

The Importance of Mangroves in Sri Lanka

Mangroves provide a wide range of ecological, economic, and social benefits. Sri Lanka is home to more than 20 species of mangroves, which are mainly found along the western, southern, and eastern coastlines. Notable mangrove-rich areas include the Puttalam Lagoon, Maadu Ganga Estuary, Negombo, Batticaloa, Mannar, Trincomalee, and Jaffna.

Wetlands: biodiversity

Biodiversity Hotspots

Mangrove forests support an array of wildlife, including fish, crustaceans, mollusks, birds, reptiles, and marine mammals. Their dense root systems create breeding and nursery grounds for many commercially valuable fish species.

“Without mangroves, Sri Lanka’s fisheries industry would be severely impacted. These ecosystems serve as nurseries for juvenile fish, ensuring a steady supply for local fishermen,”

explains Wildlife Guard, Nuwan Jayawardena.

Mangroves also provide habitat for endangered and migratory birds, as well as reptiles like saltwater crocodiles and various marine mammals. Some species, such as Avicennia marina (Grey Mangrove) and Rhizophora mucronata (Red Mangrove), have unique adaptations like pneumatophores (aerial roots) and salt glands to survive in extreme coastal environments.

Coastal Protection and Climate Resilience

One of the most critical roles of mangroves is coastal defense. Their extensive root systems stabilize shorelines, preventing erosion and reducing the impact of tsunamis and storm surges.

“During the 2004 Indian Ocean tsunami, coastal areas with dense mangrove cover suffered less damage compared to those without. This underscores their importance as natural barriers,”

says Dr. Rajapakse.

Additionally, mangroves are powerful carbon sinks, absorbing and storing large amounts of carbon dioxide. Studies show that mangrove forests store up to four times more carbon per hectare than tropical rainforests, making them crucial in the fight against climate change.

The Wetland Newsletter of the Department of Wildlife Conservation (DWC) was first published in 2012 to share valuable information about wetlands. It is released twice a year and distributed among school children, undergraduates, government officials, naturalists, and wildlife enthusiasts. The advisory committee consists of M.G.C. Sooriyabandara, Director General of the DWC; Ranjan Marasinghe, Director (Operations) and Manjula Amararatne, Director (Protected Area Management) and edited by Dr. Nilanthi Rajapakse. The first volume of each year is launched on February 2nd in celebration of World Wetlands Day, while the second volume is released on October 1st to commemorate the founding anniversary of the DWC. This year, the official launch took place on Monday at the Ministry of Environment Auditorium during the national ceremony, where it was presented to the Chief Guest, Dr. Dhammika Patabendi, Minister of Environment. The event was also graced by Anton Jayakodi, Deputy Minister of Environment; Rohitha Uduwawala, Secretary of the Ministry of Environment; M.G.C. Sooriyabandara, Director General of the DWC; and Tilak Hevawasam, Chairman of the Central Environmental Authority.

Threats to Mangrove Ecosystems

Despite their significance, Sri Lanka’s mangroves are facing an existential crisis due to:

Human Activities

· Deforestation: Mangrove forests are being cleared for shrimp farming, agriculture, and urban expansion. The destruction of mangroves for economic gain often leads to long-term environmental and economic losses.

· Pollution

: Industrial waste, agricultural runoff, and plastic pollution degrade mangrove habitats, affecting water quality and marine life.

· Unregulated Development

: Coastal infrastructure projects, such as hotels and resorts, encroach on mangrove areas, disrupting their delicate balance.

Climate Change

· Rising sea levels threaten the very existence of mangroves by increasing salinity levels beyond their tolerance.

Stronger storms and extreme weather events

lead to physical damage and habitat loss.

· Temperature fluctuations

affect the reproductive cycles and growth of mangrove species.

“If we do not act now, Sri Lanka could lose a significant portion of its mangrove forests within the next few decades,”

warns Dr. Rajapakse.

Conservation Efforts and Restoration Projects

Government and International Initiatives

Sri Lanka has taken several steps to protect and restore mangroves. The country is a signatory to the Ramsar Convention on Wetlands, which emphasises the conservation of wetland ecosystems.

The establishment of protected areas and national parks has helped safeguard some mangrove habitats.

However, enforcement of environmental laws remains a challenge. Conservationists argue that stronger policies, stricter regulations, and better coordination between government agencies are necessary to curb illegal activities.

Community-Based Conservation

Engaging local communities in mangrove conservation has proven to be one of the most effective strategies. Several NGOs and local organisations are working to:

· Educate coastal communities about the importance of mangroves.

· Promote sustainable fishing and aquaculture practices.

· Conduct mangrove restoration projects, where degraded areas are replanted with native mangrove species.

“When local communities understand that their livelihoods depend on healthy mangroves, they become active participants in conservation efforts,”

explains Dr. Rajapakse.

Successful Restoration Projects

Several mangrove restoration projects have yielded positive results. In some areas, mangrove saplings have been replanted in degraded zones, leading to the regeneration of native species. International organisations have also collaborated with Sri Lankan researchers to monitor mangrove health and develop strategies for long-term sustainability.

The Road Ahead: A Call to Action

While progress has been made, conservationists emphasise that more action is needed to protect Sri Lanka’s mangroves. The following key steps are crucial for ensuring the long-term survival of these ecosystems:

Strengthening Environmental Laws

– Enforcing stricter regulations against illegal deforestation and pollution.

Expanding Protected Areas

– Designating more mangrove forests as protected zones.

Promoting Eco-Tourism

– Developing sustainable tourism models that benefit both conservation and local communities.

Investing in Research

– Supporting scientific studies to better understand the impact of climate change on mangroves.

Empowering Coastal Communities

– Providing training and financial incentives for sustainable livelihoods.

“Protecting mangroves is not just an environmental issue—it’s an economic and social necessity,”

says Dr. Rajapakse

Sri Lanka’s mangroves are priceless assets, offering countless benefits to people and nature alike. Yet, without urgent and sustained conservation efforts, these ecosystems could disappear, leaving coastal communities vulnerable and biodiversity at risk.

As the world celebrated World Wetlands Day 2025, the call for immediate action has never been clearer. Governments, conservationists, and local communities must work together to protect and restore Sri Lanka’s mangrove forests. The choices made today will determine whether these vital ecosystems thrive or vanish in the years to come.

Mangroves are not just trees—they are lifelines.

Preserving them is essential for a sustainable and resilient future for Sri Lanka and the planet.

Continue Reading

Trending